2015.03.10 CC Agenda Packet
AGENDA
EDMONDS CITY COUNCIL
Council Chambers ~ Public Safety Complex
250 5th Avenue North, Edmonds
STUDY SESSION
MARCH 10, 2015
7:00 P.M. - CALL TO ORDER / FLAG SALUTE
1.(5 Minutes)Roll Call
2.(5 Minutes)Approval of Agenda
3.(5 Minutes)Approval of Consent Agenda Items
A.AM-7540 Approval of City Council Meeting Minutes of March 3, 2015.
B.AM-7537 Approval of claim checks #213122 through #213216 dated March 5, 2015 for
$189,369.00.
Approval of payroll direct deposit and checks #61520 through #61529 for $484,102.90,
benefit checks #61530 through #61538 and wire payments of $416,726.30 for the pay
period February 16, 2015 through February 28, 2015.
C.AM-7530 Acknowledge receipt of a Claim for Damages from Betty L. Swarthout ($421.50).
D.AM-7535 Authorization for Mayor to sign an Interlocal Agreement with Mountlake Terrace for
the 228th St. SW Corridor Improvement Project.
4.Audience Comments (3 minute limit per person)*
*Regarding matters not listed on the Agenda as Closed Record Review or as Public
Hearings
5.(30 Minutes)
AM-7539
WRIA 8 Presentation
6.(10 Minutes)
AM-7531
Presentation of a Professional Services Agreement with Murray Smith & Associates for
the 2016 Comprehensive Water System Plan Update
Packet Page 1 of 328
7.(30 Minutes)
AM-7542
Presentation of Updated Strategic Action Plan and Implementation Plan Report
8.(10 Minutes)
AM-7532
Presentation regarding changed capital priorities in the 2015 budget for the Wastewater
Treatment Plant
9.(60 Minutes)
AM-7534
SR-104 Analysis including Westgate Area
10.(5 Minutes)Mayor's Comments
11.(15 Minutes)Council Comments
12.Convene in executive session regarding pending or potential litigation per RCW
42.30.110(1)(i).
13.Reconvene in open session. Potential action as a result of meeting in executive session.
ADJOURN
Packet Page 2 of 328
AM-7540 3. A.
City Council Meeting
Meeting Date:03/10/2015
Time:Consent
Submitted By:Scott Passey
Department:City Clerk's Office
Type: Action
Information
Subject Title
Approval of City Council Meeting Minutes of March 3, 2015.
Recommendation
Review and approve meeting minutes.
Previous Council Action
N/A
Narrative
Attachment 1 - 3-03-2015 Draft Council Meeting Minutes
Attachments
03-03-2015 Draft Council Meeting minutes
Form Review
Form Started By: Scott Passey Started On: 03/05/2015 09:40 AM
Final Approval Date: 03/05/2015
Packet Page 3 of 328
EDMONDS CITY COUNCIL DRAFT MINUTES
March 3, 2015
The Edmonds City Council meeting was called to order at 7:00 p.m. by Mayor Earling in the Council
Chambers, 250 5th Avenue North, Edmonds. The meeting was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Adrienne Fraley-Monillas, Council President
Diane Buckshnis, Councilmember
Kristiana Johnson, Councilmember
Lora Petso, Councilmember
Joan Bloom, Councilmember
Thomas Mesaros, Councilmember (arrived 7:03 p.m.)
Michael Nelson, Councilmember (seated at 8:37 p.m.)
ALSO PRESENT
Noushyal Eslami, Student Representative
STAFF PRESENT
Jim Lawless, Assistant Police Chief
Phil Williams, Public Works Director
Carrie Hite, Parks, Rec. & Cult. Serv. Dir.
Shane Hope, Development Services Director
Scott James, Finance Director
Rob English, City Engineer
Bertrand Hauss, Transportation Engineer
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
Jeannie Dines, Recorder
1. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present with the exception of
Councilmember Mesaros.
2. APPROVAL OF AGENDA
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY. (Councilmember Mesaros was not present for the vote.)
3. APPROVAL OF CONSENT AGENDA ITEMS
Councilmember Bloom requested Item F be removed from the Consent Agenda.
COUNCILMEMBER BLOOM MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO
APPROVE THE REMAINDER OF THE CONSENT AGENDA. MOTION CARRIED
UNANIMOUSLY. (Councilmember Mesaros was not present for the vote.) The agenda items
approved are as follows:
A. APPROVAL OF CITY COUNCIL MEETING MINUTES OF FEBRUARY 24, 2015
B. APPROVAL OF CLAIM CHECKS #213005 THROUGH #213121 DATED FEBRUARY 26,
2015 FOR $560,279.01. APPROVAL OF PAYROLL REPLACEMENT CHECK #61519
FOR $12.33
Packet Page 4 of 328
C. AUTHORIZATION FOR MAYOR TO SIGN A SUPPLEMENTAL AGREEMENT WITH
PERTEET FOR THE 228TH ST. SW CORRIDOR PROJECT
D. AUTHORIZATION FOR MAYOR TO SIGN A GRANT AGREEMENT WITH THE
STATE RECREATION AND CONSERVATION OFFICE (RCO) FOR $157,331 FOR THE
PRELIMINARY DESIGN AND ENVIRONMENTAL PERMITTING OF THE WILLOW
CREEK DAYLIGHTING PROJECT
E. AUTHORIZATION FOR MAYOR TO SIGN AN INTERLOCAL AGREEMENT WITH
THE CITY OF LYNNWOOD TO FORMALIZE ROLES, RESPONSIBILITIES AND
USAGE OF EXISTING AND PROPOSED EMERGENCY INTERTIES THAT
INTERCONNECT WATERMAINS BETWEEN THE CITY OF EDMONDS AND CITY
OF LYNNWOOD
ITEM F: AUTHORIZATION FOR MAYOR TO SIGN A SUPPLEMENTAL AGREEMENT WITH
THE BLUELINE GROUP FOR CAPITAL PROJECTS CONSTRUCTION
MANAGEMENT, ENGINEERING & INSPECTION SERVICES FOR 2015
Councilmember Bloom recalled the Council approved a contract with the Blueline Group in 2013 for
$170,000. The Council was told the reason for contract, which is a much higher hourly rate, was one
project manager position the Council had approved had not been filled. Now staff has stated all the
positions have been filled but the contract with the Blueline Group was increased 2.75 times the original
contract to $293,000. She summarized it did not make sense to her to contract with the Blueline Group at
a much higher hourly rate to do work that the City’s project managers can do. If there needed to be more
project managers, the Council should be asked to approve additional positions. She pulled this item to
vote against the contract.
Public Works Director Phil Williams recalled this question was raised during the discussion at the study
session, question. He agreed one of the primary reasons for a third project manager in 2013 was the City’s
increased capital program which is approximately triple the size of the program when he joined the City.
In the past 1½ years review and inspection related to private development has significant increased,
putting more and more demands on the engineering division and creating a need for help with inspections
and construction management activities. There will always be a City capital project manager assigned to
every project/task but staff needs need help with the field work.
Councilmember Bloom asked why staff did not request another project manager versus contracting with
the Blueline Group for $293,000. Mr. Williams answered development is currently in an upswing but the
economy could lag in the future. Rather than hiring permanent staff, it is better to staff for a reasonable
peak and hire assistance when the workload exceeds that which is what this contract does.
Councilmember Johnson asked if the hourly rate is significantly higher. Mr. Williams answered it is not
significant higher than what it would cost to hire other engineering firm. He agreed it was higher than
what the City pays a capital project manager but an employee’s salary does not include all their overhead.
Even if the overhead is included, the private hourly wage is somewhat higher than the City’s hourly wage
because the contracting entity needs to make a profit. Conversely Blueline is not paid anything if there is
no work for them to do. Councilmember Johnson observed there is a direct correlation between the
workload.
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCIL PRESIDENT FRALEY-
MONILLAS, TO AUTHORIZE THE MAYOR TO SIGN A SUPPLEMENTAL AGREEMENT
WITH THE BLUELINE GROUP FOR CAPITAL PROJECTS CONSTRUCTION
MANAGEMENT, ENGINEERING & INSPECTION SERVICES FOR 2015. MOTION CARRIED
(5-1), COUNCILMEMBER BLOOM VOTING NO.
Packet Page 5 of 328
4. AUDIENCE COMMENTS
Fred Gouge, Edmonds, Port of Edmonds Commission, announced a new tenant at the Port, Puget Sound
Express, a whale watching excursion. Puget Sound Express has been in the Port Townsend area for 30
years; this is their third boat, travels 40 mph and holds 60 people. There will be two excursions per day
beginning in May. This is a great thing for the Port, economic development and tourism. He welcomed
Puget Sound Express to Edmonds. A familiarization tour will be held this month; Executive Director Bob
McChesney will contact Councilmembers.
5. PUBLIC HEARING AND POTENTIAL ACTION REGARDING THE NAMING OF FIRE
STATION #16
Public Works Director Phil Williams explained the proposal is to name Fire Station #16 after a prominent
Edmonds citizen, Betty Mueller, who made many civic contributions. The naming policy requires the
Council hold a hold public hearing. If the Council chooses to move forward with the naming, staff will
meet with the proponents and/or take input from Council. Staff offered 3-4 options in a previous agenda
item memo with regard to the memorial signage and the cost; once a decision is made, it will provide a
target for those who are raising funds.
Mayor Earling opened the public participation portion of the public hearing.
David Page, Edmonds, explained Betty Mueller helped create this building, the fire station, the police
station as well as Fire Station #16. He was reminded of Betty Mueller when seeing the “We Can Do It”
WWII sign; she was the picture of strength, moral fiber, and character. He met Betty in 1992 when she
was already 70 years old and her efforts were astounding. The community wants to honor Ms. Mueller
because she was a community organizer before there were community organizers. When the Public Safety
Building was envisioned, the City was in financial difficulty and the Council voted against creating a new
set of buildings although the buildings were in terrible condition. Ms. Mueller volunteered for many other
things including the 4th of July parade, Museum Board, led the petition drive to ban casinos in Edmonds,
was one the first to speak against tall building in Edmonds, was the founder of the Police and Fire
Foundations and ACE, Chair of the Bond Committee that raised money to put the bond issue on the ballot
and rallied the police and fire staff to raise $17,000 for that effort. He also recognized Community
Services Director Paul Mar who at that time led tours of the deteriorating buildings, etc. A Betty Mueller
Dedication Fund has been created at Union Bank, 123 3rd Avenue S, with the goal of raising $3,000; $600
has been raised so far.
Steve Bernheim, Edmonds, urged the Council to approve honoring Betty Mueller by naming Fire
Station #16 in her honor. He recognized her for founding ACE which was primarily a forum for residents.
He suggested the signage on the building be small because that was what Ms. Mueller would want.
Roger Hertrich, Edmonds, said he and Betty Mueller became friends a long time ago when her husband
was involved in political activities. When he passed away, Ms. Mueller took over and has been a friend to
many in Edmonds. She helped him on his City Council campaign and organized the antique truck that the
entire Council rode in during Edmonds’ centennial celebration. He spoke in favor of this effort to
acknowledge her involvement in the City and urged the Council to support it.
Alvin Rutledge, Edmonds, recalled two previous naming efforts via the Parks & Recreation Department.
He suggested all the names be included on the plaque but was told there were too many names. He did not
question naming Fire Station #16 after Betty Mueller but the process should be the same as was utilized
for the other two parks.
Packet Page 6 of 328
Rich Demeroutis, Edmonds, echoed the previous comments. He had the honor to have Betty Mueller in
his life since about 1991/1992. He recalled the first time he met Ms. Mueller, he was in the 4th of July
parade without a permit supporting Mayor McNaughton who was running for a third term when there was
a two term limit. He can still hear her voice in his mind, how passionate she was about so many things
involving the City and the Fire and Police Departments; she was a friend to anyone who needed a friend
and opened her house to new hires at no charge. He appreciated the effort to name Fire Station #16 in her
honor and suggested having her family involved in selecting a suitable tribute.
Hearing no further comment, Mayor Earling closed the public participation portion of the public hearing.
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER BLOOM,
THAT THE COUNCIL APPROVE NAMING FIRE STATION #16 IN HONOR OF BETTY
MUELLER.
Council President Fraley-Monillas asked whether the Council needed to identify the cost. Mr. Williams
explained three possible approaches were identified that could vary in cost from a few hundred dollars to
less than $3,000. The design will depend on the fundraising; there are options to satisfy nearly any
budget. Council President Fraley-Monillas asked whether the Council needed to specify the budget or
could the committee determine the amount depending on how much was raised. Mr. Williams said there
was no committee at this time; he would be happy along with Jim Stevens to work with Dave Page and
Rich Demeroutis and whoever else wanted to be involved to find a suitable signage option to match the
funds that were raised.
Council President Fraley-Monillas suggested amending the motion to state the committee will determine
how much to spend.
COUNCILMEMBER BUCKSHNIS WITHDREW THE MOTION WITH THE AGREEMENT OF
THE SECOND.
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER PETSO,
THAT THE COUNCIL APPROVE NAMING FIRE STATION #16 IN HONOR OF BETTY
MUELLER AND SHE WILL SIT ON THE COMMITTEE WITH MR. WILLIAMS, MR.
STEVENS AND MR. PAGE AND WHOEVER ELSE WANTS TO PARTICIPATE TO DEVELOP
A DOLLAR AMOUNT FOR THE PLAQUE. MOTION CARRIED UNANIMOUSLY.
6. AUTHORIZATION TO SELL CITY ASSET
Assistant Chief Jim Lawless apologized for the short notice, advising this has been in the works for a
while but came about quickly. He explained the Edmonds Police Department has had two K9s since the
mid-1990s and have been able to maintain the program with the assistance of the Edmonds Police
Foundation who has funded the purchase of dogs. When the second K9 program began, the Foundation
also raised funds to purchase and equip the vehicle so that there was no capital outlay by the City.
One of the current K9 handlers was recently promoted twice and it was not practical for him to remain a
K9 handler. There are also staffing issues; three officers are currently in the police academy. With a
retirement effective March 16, there are three vacancies and several officers who are out on extended
injury. Even if the three vacant positions were filled tomorrow, it would take approximately eight months
to have officers who are viable on their own. Some of the younger officers have expressed interest in
filling the K9 position but they do not have the time on job to meet the qualifications.
The Department’s current dog, Kira, was purchased in 2011 with funds from the Edmonds Police
Foundation. She is carried as a City asset but no funds were expended for her purchase. The Department
is not in a position to fill the second K9 position until the third quarter of 2015 at the earliest and more
Packet Page 7 of 328
likely the first quarter of next year. The dog has a working life and cannot just sit in a kennel or at
someone’s house during the interim; her skills need to be maintained and there needs to be dedicated
training. Staff reached out to several agencies about purchasing and continuing to utilize Kira during her
remaining working life of approximately 4-5 years. In principal an agreement was reached with the City
of Everett to purchase Kira to integrate into their K9 program.
The agreed upon price is the amount the Foundation paid for Kira as a puppy, $1500. The training costs
are the officer working with the dog; the officer must train with the dog for four months to be State
certified. The training period and certification is the same whether it is a puppy or an adult dog. He
acknowledged Kira is trained and the Department has time invested, but the resale value is what the
market will bear. Everett could purchase an adult dog for $9,000. Edmonds has purchased puppies both
for financial reasons and so more is known upfront about the dog. The Department has reached an
agreement with Everett; both the Edmonds and Everett City Attorneys have agreed on the language for
the sale as well as the hold harmless agreement given the nature of the training and the liability associated
with a police K9 dog.
Council President Fraley-Monillas expressed her appreciation to ACOP Lawless for explaining to the
Council why the Department will go from two to one K9.
Councilmember Buckshnis observed Kira is no longer a puppy at five years old. She understood the price
of $1500 but thought a more mature, trained dog would result in a higher price. ACOP Lawless said the
intent is to maximize the life of dog. Everett’s other option was to purchase an adult dog which would be
younger than Kira, typically 12-16 months old, when the price increases exponentially and they still have
to train the dog. Even though Kira has an anticipated working life, Everett is taking a chance. One of their
handlers evaluated Kira, checked the training records and worked with the current handler. The
Department reached out to several agencies and although several expressed interest, Everett was the only
agency that followed through. The only other option is Kira sits and languishes if she is not sold. The
price is what the market will bear.
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER BLOOM,
THAT THE COUNCIL AUTHORIZE THE SALE OF POLICE K9 KIRA TO THE EVERETT
POLICE DEPARTMENT.
Councilmember Mesaros asked where the $1500 would go, whether it would be dedicated to the purchase
of a future dog or would be placed in the General Fund. ACOP Lawless anticipated it would go into
General Fund. Since the Foundation donated the funds to purchase Kira, another option would be to
return the funds to the Foundation’s dedicated K9 fund. Every time the Department has purchased a dog
during the last 18 years, it has been with funds provided by the Edmonds Police Foundation.
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO AMEND THE MOTION TO RETURN THE FUNDS TO THE EDMONDS
POLICE FOUNDATION DEDICATED TO THE K9 FUND. AMENDMENT CARRIED
UNANIMOUSLY.
Councilmember Johnson observed the K9 unit is a very valuable asset to the City. She asked how long it
will take to reinstate the K9 unit. ACOP Lawless answered the goal is to select a handler and purchase a
dog fourth quarter 2015 or the first quarter 2016. Once the selection and purchase is made, training and
State certification take approximately four months. The handler and dog do not perform a K9 function
until are certified.
MAIN MOTION AS AMENDED CARRIED UNANIMOUSLY.
Packet Page 8 of 328
7. CITY PARK AWARD OF BID FOR SPRAY PAD AND AUTHORIZING MAYOR TO SIGN
SUPPLEMENTAL AGREEMENT
Parks, Recreation & Cultural Services Director Carrie Hite explained there are two actions tonight, 1)
award bid to Aquatic Specialty Services for the provision of the spray pad equipment for the City Park
project, and 2) authorize the Mayor to sign a supplemental agreement with Site Workshop for additional
services. During a presentation in December, Council approved a budget that included $280,000 for spray
pad equipment. An RFP process resulted in two bids; the Council packet includes the bid tabulations.
Staff analyzed and scored the bids and would like to award the bid to Aquatic Specialty Services.
She displayed a drawing of the spray pad in its entirety, identifying the older kids’ area on the south end
with the super soaker bucket and many twirling play items, and the younger kids’ area and rocks where a
custom feature designed by Site Workshop will be located. She displayed a close-up view of the older
kids’ area with the super soaker bucket, helices and arches. She displayed a close-up view of younger
kids’ area with water sprouts on the ground and interactive features. She explained the spray park was
designed with age zones so that older kids do not run through younger kids and knock them down. The
customer feature designed by Site Workshop will include ramps, ladders, etc.
The City received two bids; the winning bid was the same contractor that the City signed a contract with
last year for the first design of the spray pad. Their bid is under budget and meets the technical
specifications in the RFP.
The second action is to authorize mayor to sign a supplemental agreement with Site Workshop.
1. The SEPA for the spray pad received a Determination of Non-Significance but there were
concerns with pedestrians accessing the site. At the recommendation of City’s Transportation
Engineer, Site Workshop will design a lighted crosswalk as part of the bid packet.
2. To save money on the spray equipment, Site Workshop was asked to prepare a separate bid
process and packet for the spray equipment. That design cost an additional $5,700 but saves
$55,000 by avoiding the contractor’s 20% markup on the equipment. That amount was included
in the budget the Council approved in December.
Councilmember Buckshnis commented the design looks really cool. She asked whether the helices flip
around and could injure someone. Ms. Hite answered they twirl around; all the play/spray equipment has
been certified by the Playground Safety Institute and they would not sell it if people got injured on it.
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO AWARD THE BID TO AQUATIC SPECIALTY SERVICES FOR THE SPRAY
PAD AT CITY PARK. MOTION CARRIED (5-1), COUNCILMEMBER JOHNSON VOTING NO.
COUNCILMEMBER MESAROS MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO AUTHORIZE THE MAYOR TO SIGN SUPPLEMENTAL AGREEMENT WITH SITE
WORKSHOP FOR ADDITIONAL SERVICES. MOTION CARRIED UNANIMOUSLY.
Council President Fraley-Monillas asked when the spray park will be finished. Ms. Hite answered the bid
documents will be finished in the next few weeks and she will be back to Council in about a month with a
request for an award of bid for the contractor. The bid package will be out in the public for 2-3 weeks for
bidding and then back to Council for consideration. She has heard the market is more aggressive and
competitive but was hopeful the project would be under budget. If not, she will return to Council to
request additional funds. The goal is to award the bid by April, break ground mid-April and complete the
project by mid-July.
Packet Page 9 of 328
8. PRESENTATION OF PROPOSED GOALS & POLICIES OF THE 2015 TRANSPORTATION
ELEMENT PLAN
Development Services Director Shane Hope explained the Comprehensive Plan is under review to meet
the State deadline for updating the plan by June 30, 2015. The City Council and Planning Board have
been doing a sequential review of elements. No action is required tonight; the Transportation Plan will
come to City Council several more times during drafting and final adoption process.
Transportation Engineer Bertrand Hauss explained the last Transportation Plan was completed in 2009;
GMA requires it be updated every 6-8 years. The project began in October 2014 and is scheduled to be
completed in June 2015. The main purpose of the plan is to identify deficiencies as well as identify
proposed improvements for those deficiencies for various modes of transportation in order to support
projected land use and projected growth through 2035. One of the tasks is to update goals and policies.
The intent of this item is to accept Council comments.
Don Samdahl, Fehr and Peers, explained he and staff met with the Planning Board a couple weeks ago;
their comments have been incorporated into the document. He reviewed GMA requirements for the
Transportation Element:
• Travel forecasts align with land use assumptions
• Intergovernmental coordination
• Define level of service for all modes
• Projects align with level of service objectives
• Financially constrained
• Goals & Policies layout is consistent with the rest of the Comprehensive Plan
He highlighted Puget Sound Regional Council Vision 2040 requirements:
• Maintenance, Management, and Safety – Maintain, preserve, and operate the existing
transportation system in a safe and usable state
• Support the Growth Strategy – Support the regional growth strategy by focusing on connecting
centers with a highly efficient multimodal transportation network
• Greater Options, Mobility, and Access – Invest in transportation systems that offer greater
options, mobility, and access in support of the regional growth strategy
Mr. Samdahl reviewed State guidance related to goals and policies:
• Goals and polices define priorities in written terms
• Address all modes of travel (autos, transit, walking, biking), transportation demand management,
and funding
• GMA requires development regulations, capital budget decisions, and other activities to be
consistent with goals and policies
He identified the existing document structure:
• No overall vision
• Goal: Aspiration, overarching them
• Objective: More concrete, allows for measurement
• Policy: Actionable steps
Mr. Samdahl reviewed proposed streamlining:
• Currently 19 goals, 22 objectives, 132 policies organized into 8 major categories
• Working with Transportation Committee and Planning Board:
o Suggest no more than 6 goals
Packet Page 10 of 328
o Objectives/policies should nest within
o Projects and programs should be extracted as action items
He reviewed the proposed goals:
1. Provide a safe and user - friendly travel experience for all users
2. Build a transportation system that enhances the City’s land use vision
3. Be sustainable, financially, environmentally, and socially
4. Foster an active and healthy community
5. Create a complete and connected system that offers efficient transportation options
6. Partner with other entities to create a logical system that integrates within the regional
transportation network
Input received from Planning Board includes:
• Highlight City’s commitment to Complete Streets
• Define non-motorized users broadly
• Describe walkways, not just sidewalks
• Focus on connectivity to major transit nodes
• Position City for electric vehicles
• Add explicit policies around keeping the City’s facilities in a state of good repair
He invited input from the Council regarding whether the proposed goals accomplish the City’s overall
vision and whether there any changes to the goals and policies the Council would like to see.
Councilmember Petso said she would like to meet with staff, noting there are approximately 31 policies
missing from the prior draft. Although some may have been deemed to be design specifications, she could
not determine why others had been deleted. She referred to Policy 9.2 that changed the distance for public
transit from ¼ mile to ½ mile. Mr. Samdahl was not certain how that was changed; transit within ¼ mile
is desirable, ½ mile is the minimum.
Councilmember Petso referred to Policy 6.18, recalling it previously was related to separating pedestrian
walkways from bike traffic. She suggested retaining that language rather than the proposed language that
adds “or multi-use paths.” She did not feel “multi-use paths” belonged in the policy related to separating
walking paths from bikeways. Mr. Samdahl suggested two separate statements. Councilmember Petso
agreed, noting the policy as drafted seemed contradictory.
Councilmember Petso referred to Policy 4.1 regarding promoting the efficient movement of people and
goods through an effective and inter-connected transportation network. She expressed concern with the
phrase “and other transportation facilities” at the end of the policy. She wanted assurance the policy
applied to Edmonds as she did not want it to be seen as promoting flights at Paine field, oil trains moving
through the City or the efficient loading of vehicles onto the ferry. She suggested rewording the policy so
that it was Edmonds specific.
Councilmember Petso referred to a new policy on page 251 “prioritize transportation investments that
reinforce the City’s vision of developing a compact, pedestrian and transit-oriented center.” She asked
where the targeted location of the compact pedestrian and transit-oriented center was and what
transportation investments were contemplated to reinforce that. Mr. Samdahl answered the specific
facilities or actions would be identified in the Transportation Element. He asked if the desire was to have
the specific locations identified in the policy.
Councilmember Petso answered yes as she was not aware there was a unified vision for a compact
pedestrian and transit-oriented center. The City has a downtown that is pedestrian oriented, a proposal for
Packet Page 11 of 328
Westgate that might arguably be compact but the only higher capacity transit facilities that she was aware
of were the Swift stations on Highway 99 but there were no specific proposals related to them. She found
the sentence somewhat mystifying unless there was a pending project proposal that she was unaware of.
Mr. Samdahl suggested rewording the policy to be more specific to downtown and Westgate.
Councilmember Petso responded that could be done although there has been considerable community
discussion whether Westgate is really pedestrian-oriented. She suggested the policy state transit near
development or development near transit.
Councilmember Petso asked how the language could prioritize sidewalks. She referred to a sidewalk link
that she perceived as necessary but it did not fit the usual standards such as near a school, business or park
or transit, yet anecdotally there were a lot of people walking in unsafe conditions in that area. She asked
how a sidewalk project could be prioritized if its high use and unsafe condition could be documented even
if it did not meet the standard of being near a school, etc. Mr. Samdahl advised that location will be
discussed with the Transportation Committee at its next meeting to determine how it fits in the overall
Walkway Plan. Councilmember Petso said while she understood why sidewalks near parks, etc. were
desirable, in this case the reason may be topography. Mr. Hauss asked the location. Councilmember Petso
answered 232nd; she was not certain why there was such a high pedestrian volume in that location.
Councilmember Buckshnis expressed her appreciation for the proposed goals and policies, noting it read
much better. She commented on the importance of defining arterial and collector, and acronyms such as
LOS (level of service).
Councilmember Petso recalled there used to be a number of policies regarding LOS and asked where
those policies were located. Mr. Samdahl advised they are working with the Transportation Committee on
the vehicular, pedestrian, bike and transit LOS. Those will be presented to the Council in the next draft.
Councilmember Bloom referred to motorized and non-motorized vehicles, observing the goals and
policies address accommodating bicycles, pedestrian and transit riders but there are also scooters,
segways, and motorized and non-motorized wheelchairs. She referred to Policy 6.6 that identifies
motorized bicycles, scooters, and segways as non-motorized and asked why they are considered non-
motorized. Mr. Samdahl answered any vehicle that does not required a license is considered a non-
motorized vehicle. He suggested clarifying that or drafting a separate policy related to those those types
of vehicles. He agreed it was awkward to include them with pedestrian and non-motorized bicycles.
Councilmember Bloom asked what vehicles are allowed in pedestrian areas. Mr. Williams agreed it
would be helpful to add verbiage in plan to clarify that. He explained segways are allowed on sidewalks
by State law; by definition they are treated as a non-motorized user. It is less about what they are called
and more about where they should be operated. A motorized bicycle should not be any different than a
bicycle and should be in a bike lane, sharrow or with traffic on streets without identified bicycle facilities.
Motorized scooters or skateboards should not be on the sidewalk. Wheelchairs and motorized wheelchairs
should be allowed on sidewalks although many choose to use the street depending on where ramps are
located.
Councilmember Bloom observed segways are allowed on the sidewalk by State law. Mr. Williams
agreed, noting they can also be operated in bike lane. Councilmember Bloom asked whether skateboards
were allowed in bike lanes or not allowed at all on streets. Mr. Williams answered they are not allowed at
all; skateboards should be in skate parks; having them on sidewalks or streets causes problems.
Councilmember Bloom asked whether scooters can be used on the sidewalk. Mr. Williams answered
motorized or non-motorized scooters should not be on the sidewalk. It would be appropriate to use them
on a walkway that is wider than a standard sidewalk.
Packet Page 12 of 328
Councilmember Bloom asked whether it was appropriate to include a definition in the goals and policies.
Mr. Williams suggested crafting additional language with the Transportation Committee to address those
issues.
Councilmember Mesaros echoed Councilmember Bloom comments, agreeing it would be helpful to have
more definitions. He was not certain citizens knew where those items should be operated and may
innocently be doing something that is not allowed.
Councilmember Petso asked how financial sustainability meshes with transit options such as the Sounder
commuter rail which is perhaps not financially sustainable but seems to be popular and useful. She asked
that consideration be given to how the plan can accommodate that.
Councilmember Bloom said staff answered several questions for her, one of which was related to new
potential policies based on Planning Board feedback regarding a maintenance/good state of repair policy
including “prioritize roadway preservation projects and consider the long term maintenance costs of new
capacity as part of the up-front cost of development.” She relayed those seemed to be two completely
different issues, and the second part related to longer term maintenance costs of new capacity as part of
the up-front cost of development should be in a different section related to shared cost of development.
Mr. Hauss said he will follow up on that. Mr. Samdahl agreed reference to development would be
appropriate in another section, but the policy about maintenance cost was not related only to
development.
Councilmember Johnson suggested a redline/track change version be provided such as was provided for
the other Comprehensive Plan chapters. She noted Council President Fraley-Monillas, Councilmember
Bloom and she were on the Transportation Committee when the previous transportation policies were
developed and that familiarity would be helpful in reviewing the policies. Mr. Samdahl answered it would
be really messy to have an overall track changes because a lot of things were moved around. He
suggested providing a list of policies from the previous plan and identify where they were moved or
consolidated or if they were deleted, why. Mr. Williams suggested using the list of 35 policies that
Councilmember Petso identified in her email. Councilmember Petso agreed but said there may be
additional policies.
Councilmember Bloom referred to her email to staff asking what the statement in Policy 4.4 “Improve
emergency service to the waterfront” meant. Mr. Hauss’ answer was during a train crossing, provide a
safe access without any emergency service delay. She said asked whether another policy in the
Transportation Plan would specifically address emergency vehicle and pedestrian access to the
waterfront. Mr. Samdahl responded the Transportation Element will have a section regarding that but an
additional 1-2 policies could be added related to emergency access if the Council wished. Councilmember
Bloom said the statement does not identify how it will be accomplished. Mr. Williams answered the
statement was not specific as the answer is unknown, hence the request for funding from the legislature
for an alternative study followed by working with Council to select the right approach to provide
improved emergency access to the west side of the tracks. The intent of that statement was emergency
access to west side of the tracks on the waterfront.
Mayor Earling declared a brief recess.
9. COUNCIL POSITION #2 VACANCY DELIBERATIONS
Council President Fraley-Monillas thanked everyone who applied. Ten people applied for the vacancy
and she felt this was the best group of applicants in the five appointments she has participated in. The
Packet Page 13 of 328
applicants are all community oriented and answered many Council questions during and outside the
interviews. She thanked the applicants for applying and for everything they do for the City.
City Clerk Scott Passey read the rules for nomination and election to fill the Council vacancy:
Nominations
Each Councilmember may nominate one candidate from the list of applicants by placing an “X” beside
the name of the applicant of his or her choice on the form supplied for that purpose by the City Clerk, and
by signing the nomination form. The City Clerk will announce and maintain a permanent record of the
nominations and of the Councilmember nominating each candidate.
The Election
Each Councilmember may vote for one candidate by placing an “X” beside the name of the candidate of
his or her choice on the ballot supplied for that purpose by the City Clerk, and by signing the ballot. The
City Clerk will announce and maintain a permanent record of each ballot and who voted for each
candidate.
A Deadlock
A deadlock occurs after each Councilmember votes the same way on three consecutive ballots. In the
event the City Council should deadlock, then previous nominations are declared null and void and the
Council may begin a new round of nominations.
Nomination 1
Candidate Councilmember
Mario Brown Bloom, Petso, Fraley-Monillas
Adam Cornell Buckshnis
Michael Nelson Mesaros
Neil Tibbott Johnson
Candidate Votes Councilmember
Ballot 1
Mario Brown 3 Bloom, Petso & Fraley-Monillas
Adam Cornell 1 Buckshnis
Michael Nelson 1 Mesaros
Neil Tibbott 1 Johnson
Ballot 2
Mario Brown 3 Bloom, Petso & Fraley-Monillas
Adam Cornell 2 Mesaros & Buckshnis
Neil Tibbott 1 Johnson
Ballot 3
Mario Brown 2 Bloom & Fraley-Monillas
Adam Cornell 2 Mesaros & Buckshnis
Michael Nelson 1 Petso
Neil Tibbott 1 Johnson
Ballot 4
Mario Brown 1 Bloom
Michael Nelson 4 Mesaros, Petso, Buckshnis & Fraley-Monillas
Neil Tibbott 1 Johnson
Mr. Passey announced Michel Nelson is appointed to Council Position #2 until a successor can be elected
for the remainder of the unexpired term at the next municipal election.
Packet Page 14 of 328
Mayor Earling swore in Michael Nelson to Council Position #2. Councilmember Nelson took his seat at
the dais at 8:37 p.m.
Councilmember Nelson thanked the Council for their votes and their confidence in him. He looked
forward to working with the Council and the community.
10. REPORT ON OUTSIDE BOARDS AND COMMITTEES
Council President Fraley-Monillas reported the Snohomish Health District’s retreat included discussion
regarding cuts made to their budget and other funding resources. The Health District asked to attend a
Council meeting in each city to report on Health District issues; she will schedule that.
Councilmember Buckshnis reported the recent Affordable Housing Association (AHA) meeting included
approval of their work plan and budget. AHA will make a presentation to the Council on April 21. AHA
is following the ARCH (A Regional Coalition for Housing) program in King County; there are many
alternatives and great things that can be done. She reported the Snohomish County Tomorrow meeting
included approval of their work plan and budget and election of officers.
Councilmember Johnson reported she attended the open house on the Comprehensive Plan and the
Westgate study which was very well attended. She has also been attending the Historic Preservation
Commission, the Highway 99 Task Force and the Mayor’s Climate Protection Committee.
Councilmember Bloom, Councilmember Nelson, who is the co-chair of the Climate Protection
Committee, and she have been meeting with staff to discuss a zero waste policy.
Councilmember Johnson reported on the Regional Transit Oriented Advisory Committee that
Councilmember Petso attended remotely last week. Participating in the compact includes three steps, 1)
joining the compact, 2) setting criteria for performance, and 3) evaluation of the performance. The criteria
have not yet been established. The emphasis of Growing Transit Communities in the past has been on
light rail and stations; the new emphasis is away from light rail and focuses on corridors for pedestrians,
bicycles and transit. She referred to an email from Josh Brown, PSRC, describing a new Regional Town
Centers Corridor Project, and the availability of $3 million. The email cited the SR 104 corridor planning
study as an example of the type of project that could be funded.
Councilmember Mesaros reported the draft legislative agenda for the SeaShore Transportation Forum has
been finalized and sent to the legislature. One of the key projects for Edmonds was funding for local
roads. In developing the agenda he worked with Lake Forest Park, Shoreline, and the City of Seattle.
Councilmember Petso reported she planned to remotely attend today’s meeting regarding coal and oil
trains in Portland but forgot; they sent her the PowerPoint which she forwarded to all Councilmembers.
Student Representative Eslami explained his email stating he was participating in a Knowledge Bowl
competition last Tuesday and would be unable to attend the meeting inadvertently was not sent.
11. MAYOR'S COMMENTS
Mayor Earling congratulated Councilmember Nelson, stating everyone looked forward to working with
him.
Mayor Earling reported last week’s AWC legislative conference included a successful series of meetings
with legislators; progress is being made on some issues.
Packet Page 15 of 328
12. COUNCIL COMMENTS
Council President Fraley-Monillas reminded the Council of the upcoming retreat; all day March 13 and
half day March 14. She reported there would be two presenters on Friday, Rhonda Hillier who will
provide communication training for Councilmembers and staff and a follow-up from Jim Reed. Prior to
the retreat, Mr. Reed will be contacting Councilmembers by phone for a brief interview. Ms. Hillier
would like to meet with each Councilmember for 30 minutes on Monday; Ms. Spellman will send out a
schedule. If Monday absolutely does not work for a Councilmember, Ms. Hillier will interview
Councilmembers by phone on Wednesday. Saturday’s agenda will include discussion regarding goals for
the coming year.
Councilmember Buckshnis asked who will pay for Ms. Hilliard and Mr. Reed. Council President Fraley-
Monillas advised the Council budget allocated $10,000; the cost for Mr. Reed is a maximum of $1800.
Mayor Earling and Ms. Hite have offered to fund half of Ms. Hillier’s fee as it will also be continuing
education for administrative staff. The total is up to $2500 each.
Councilmember Buckshnis asked whether the Council President had the authority to approve spending
from the City Council budget without Council approval. City Attorney Jeff Taraday responded the code
does not expressly address the Council President’s spending authority. He was curious how past Council
Presidents have handled that. Councilmember Buckshnis pointed out Mr. Reed’s contract had expired and
she was unsure who Ms. Hillier was because there had not been an RFP/RFQ. She preferred if the
Council needed ethics and/or diversity training, the Council be given options regarding the training.
Councilmember Buckshnis announced the Marina Beach Master Plan open house tomorrow from 6 to
7:30 at the Library Plaza. She explained this is a very important master plan; it includes two options and
the public’s input is important. Parks, Recreation & Cultural Services Director Hite reported there will be
a virtual open house available on the City’s website after the open house.
Councilmember Buckshnis welcomed Puget Sound Express to the Port.
Councilmember Petso welcomed Councilmember Nelson and wished him good luck. To the earlier
question, she said Council Presidents in the past have handled spending differently. She was very
conservative about spending money without Council approval; other Council Presidents may have been
more aggressive. Council President Fraley-Monillas asked her if she was okay with this and she said yes.
Mr. Taraday said the code section regarding the powers and duties of the Council President talks about
responsibility for making assignments to Council committees, formulating and preparing the agenda,
supervising and directing the activities of the Council resource person, but does not expressly refer to
spending.
Councilmember Petso offered to give the leftover ballots to a Toastmasters Club for reuse.
Councilmember Johnson congratulated Councilmember Nelson. She thanked him for applying and
wished him good luck.
Councilmember Bloom welcomed Councilmember Nelson and said it was nice to have a full Council.
Councilmember Mesaros thanked the other candidates who applied for their willingness to serve the City
and to go through the screening process, the anticipation and the angst of not being selected. He
congratulated Councilmember Nelson.
Student Rep welcomed Councilmember Nelson and looked forward to working with him.
Packet Page 16 of 328
Councilmember Nelson said he was ecstatic, excited and shocked to be selected. He thanked
Councilmembers for letting him be a part of the Council and he looked forward to working with them.
In light of the early hour, Mr. Taraday suggested a 5 minute update on pending litigation.
13. CONVENE IN EXECUTIVE SESSION REGARDING PENDING OR POTENTIAL LITIGATION
PER RCW 42.30.110(1)(i)
At 8:54 p.m., Mayor Earling announced that the City Council would meet in executive session regarding
pending litigation per RCW 42.30.110(1)(i). He stated that the executive session was scheduled to last
approximately 5 minutes and would be held in the Jury Meeting Room, located in the Public Safety
Complex. No action was anticipated to occur as a result of meeting in executive session. Elected officials
present at the executive session were: Mayor Earling, and Councilmembers Johnson, Fraley-Monillas,
Buckshnis, Petso, Bloom, Mesaros and Nelson. Others present were City Attorney Jeff Taraday and City
Clerk Scott Passey. The executive session concluded at 8:59 p.m.
14. RECONVENE IN OPEN SESSION. POTENTIAL ACTION AS A RESULT OF MEETING IN
EXECUTIVE SESSION
Mayor Earling reconvened the regular City Council meeting at 9:00 p.m.
15. ADJOURN
With no further business, the Council meeting was adjourned at 9:00 p.m.
Packet Page 17 of 328
AM-7537 3. B.
City Council Meeting
Meeting Date:03/10/2015
Time:Consent
Submitted For:Scott James Submitted By:Nori Jacobson
Department:Finance
Review Committee: Committee Action:
Type: Action
Information
Subject Title
Approval of claim checks #213122 through #213216 dated March 5, 2015 for $189,369.00.
Approval of payroll direct deposit and checks #61520 through #61529 for $484,102.90, benefit checks
#61530 through #61538 and wire payments of $416,726.30 for the pay period February 16, 2015 through
February 28, 2015.
Recommendation
Approval of claim, payroll and benefit direct deposit, checks and wire payments.
Previous Council Action
N/A
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.
Fiscal Impact
Fiscal Year:2015
Revenue:
Expenditure:1,090,198.20
Fiscal Impact:
Claims $189,369.00
Payroll Employee checks and direct deposit $484,102.90
Payroll Benefit checks and wire payments $416,726.30
Total Payroll $900,829.20
Attachments
Claim cks 03-05-15
Project Numbers 03-05-15
Packet Page 18 of 328
Project Numbers 03-05-15
Payroll Summary 02-28-15
Payroll Benefit 02-28-15
Form Review
Inbox Reviewed By Date
Finance Scott James 03/05/2015 08:22 AM
City Clerk Scott Passey 03/05/2015 02:25 PM
Mayor Dave Earling 03/05/2015 03:07 PM
Finalize for Agenda Scott Passey 03/05/2015 03:10 PM
Form Started By: Nori Jacobson Started On: 03/05/2015 07:46 AM
Final Approval Date: 03/05/2015
Packet Page 19 of 328
03/05/2015
Voucher List
City of Edmonds
1
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213122 3/5/2015 072627 911 ETC INC 31400 MONTHLY 911 DATABASE MAINT
Monthly 911 database maint
001.000.31.518.88.48.00 100.00
Total :100.00
213123 3/5/2015 068657 ACCOUNTEMPS 42365591 TEMPORARY HELP FINANCE DEPT WEEK ENDING
Temporary help week ending 2/13/15 - C
001.000.31.514.23.41.00 1,702.68
TEMPORARY HELP FINANCE DEPT WEEK ENDING42416057
Temporary help week ending 2/20/15 - C
001.000.31.514.23.41.00 1,406.08
Total :3,108.76
213124 3/5/2015 075173 ALFA LAVAL INC 275009074 WWTP - REPAIR/MAINTENANCE, MECHANICAL
Washbox seal and scraper blade
423.000.76.535.80.48.21 740.00
Freight
423.000.76.535.80.48.21 49.77
9.5% Sales Tax
423.000.76.535.80.48.21 75.03
Total :864.80
213125 3/5/2015 069751 ARAMARK UNIFORM SERVICES 1987888792 WWTP - UNIFORMS, MATS & TOWELS
uniforms
423.000.76.535.80.24.00 3.80
mats & towels
423.000.76.535.80.41.11 74.69
9.5% Sales Tax
423.000.76.535.80.24.00 0.36
9.5% Sales Tax
423.000.76.535.80.41.11 7.10
PARKS MAINT UNIFORM SERVICE1987888793
PARKS MAINT UNIFORM SERVICE
001.000.64.576.80.24.00 40.95
1Page:
Packet Page 20 of 328
03/05/2015
Voucher List
City of Edmonds
2
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :126.902131253/5/2015 069751 069751 ARAMARK UNIFORM SERVICES
213126 3/5/2015 064706 AWC 2/18/2015 2015 ANNUAL DRUG & ALCOHOL TESTING CONSO
Street 2015 Annual Drug & Alcohol
111.000.68.542.90.41.00 349.50
Fleet 2015 Annual Drug & Alcohol
511.000.77.548.68.41.00 116.50
Storm 2015 Annual Drug & Alcohol
422.000.72.531.90.41.00 407.75
Sewer 2015 Annual Drug & Alcohol
423.000.75.535.80.41.00 291.25
Water 2015 Annual Drug & Alcohol
421.000.74.534.80.41.00 349.50
Parks 2015 Annual Drug & Alcohol
001.000.64.576.80.41.00 116.50
Total :1,631.00
213127 3/5/2015 074640 B2C PUBLISHING 2080 AD IN BLUE CITY MONTHLY FOR MARCH 2015
Tourism ad in Blue City March monthly.
120.000.31.575.42.41.40 625.00
Total :625.00
213128 3/5/2015 069076 BACKGROUND INVESTIGATIONS INC COE0215 New Employee background checks
New Employee background checks
001.000.22.518.10.41.00 135.00
Total :135.00
213129 3/5/2015 074849 BOMAR, RICK 22615 REFUND FOR TRAVEL TO PASSPORT TRAINING
REFUND FOR TRAVEL TO PASSPORT TRAINING
001.000.23.523.30.43.00 34.75
Total :34.75
213130 3/5/2015 074229 BONNIE AUBUCHON 19548 SILVERSMITHING 19548 SILVERSMITHING INSTRUCTOR FEE
19548 SILVERSMITHING INSTRUCTOR FEE
001.000.64.571.22.41.00 167.61
Total :167.61
2Page:
Packet Page 21 of 328
03/05/2015
Voucher List
City of Edmonds
3
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213131 3/5/2015 066578 BROWN AND CALDWELL 14235863 WWTP - PROFESSIONAL SERVICE
Task 002 - Process Aeration Evaluation
423.000.76.535.80.41.00 2,857.50
Total :2,857.50
213132 3/5/2015 069295 BROWN, CANDY FEB BIRD NATURALIST FEB BIRD NATURALIST
FEB BIRD NATURALIST
001.000.64.571.23.41.00 47.60
Total :47.60
213133 3/5/2015 073029 CANON FINANCIAL SERVICES 14652784 CANON COPIER CHARGES
Canon copier charges for C5030
001.000.61.557.20.45.00 83.35
Canon copier charges for C5030
001.000.22.518.10.45.00 83.35
Canon copier charges for C5030
001.000.21.513.10.45.00 83.29
9.5% Sales Tax
001.000.61.557.20.45.00 7.92
9.5% Sales Tax
001.000.22.518.10.45.00 7.92
9.5% Sales Tax
001.000.21.513.10.45.00 7.91
Total :273.74
213134 3/5/2015 075023 CAROLYN DOUGLAS COMMUNICATIONS 39 COMMUNICATIONS CONSULTING FOR FEBRUARY 2
Communications advisor and consultant
001.000.61.557.20.41.00 2,500.00
Total :2,500.00
213135 3/5/2015 003710 CHEVRON AND TEXACO BUSINESS 43602760 INV#43602760 ACCT#7898305185 EDMONDS PD
FUEL FOR NARCS VEHICLE-POFF
104.000.41.521.21.32.00 99.62
TAX EXEMPT FILING FEE
104.000.41.521.21.32.00 1.00
3Page:
Packet Page 22 of 328
03/05/2015
Voucher List
City of Edmonds
4
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :100.622131353/5/2015 003710 003710 CHEVRON AND TEXACO BUSINESS
213136 3/5/2015 075162 CITIES DIGITAL INC 35346 LASERFICHE SOFTWARE, MAINTENANCE & IMPLE
Laserfiche software (22), Annual
001.000.62.524.10.48.00 2,529.45
Laserfiche software (22), Annual
001.000.62.524.10.49.00 22,338.00
Total :24,867.45
213137 3/5/2015 073573 CLARK SECURITY PRODUCTS INC 23K-063305 WWTP - REPAIR/MAINTENANCE, FACILITIES
door closure
423.000.76.535.80.48.23 28.50
9.5% Sales Tax
423.000.76.535.80.48.23 2.71
Total :31.21
213138 3/5/2015 075042 COVERALL OF WASHINGTON 7100156752 WWTP - FEBRUARY JANITORIAL
February 1-28
423.000.76.535.80.41.23 514.00
Total :514.00
213139 3/5/2015 072700 CURVATURE LLC 504142 MAINTENANCE FOR CISCO CATALYST SWITCH
Maintenance for fiber equipment - Cisco
001.000.31.518.87.48.00 481.00
9.5% Sales Tax
001.000.31.518.87.48.00 45.70
Total :526.70
213140 3/5/2015 006626 DEPT OF ECOLOGY L1400002-02 WWTP - DEPT OF ECOLOGY, LOAN REPAYMENT
Principal
423.000.76.591.39.78.10 13,108.99
Interest
423.000.76.592.39.83.10 7,175.98
Total :20,284.97
213141 3/5/2015 070864 DEX MEDIA 440012048738 C/A 440001304654
Basic e-commerce hosting 02/02/15 -
4Page:
Packet Page 23 of 328
03/05/2015
Voucher List
City of Edmonds
5
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213141 3/5/2015 (Continued)070864 DEX MEDIA
001.000.31.518.88.42.00 34.95
C/A 440001307733440012048747
02/2015 Web Hosting for Internet
001.000.31.518.88.42.00 34.95
Total :69.90
213142 3/5/2015 064531 DINES, JEANNIE 15-3530 COUNCIL MINUTES 2/17/15 & 2/24/15
2/17/15 & 2/24/15 CITY COUNCIL MINUTES
001.000.25.514.30.41.00 485.10
Total :485.10
213143 3/5/2015 068591 DOUBLEDAY, MICHAEL 02282015 STATE LOBBYIST FOR FEBRUARY 2015
State lobbyist for February 2015
001.000.61.557.20.41.00 4,300.00
Total :4,300.00
213144 3/5/2015 007675 EDMONDS AUTO PARTS 43608 WWTP - SUPPLIES, MECHANICAL
brake parts and lubricant
423.000.76.535.80.31.21 155.76
9.5% Sales Tax
423.000.76.535.80.31.21 14.80
PM AIR FILTER, JAW GEAR PULL45202
PM AIR FILTER, JAW GEAR PULL
001.000.64.576.80.31.00 73.05
9.5% Sales Tax
001.000.64.576.80.31.00 6.94
WWTP - SUPPLIES, MECHANICAL45208
10W30 oil
423.000.76.535.80.31.21 31.96
9.5% Sales Tax
423.000.76.535.80.31.21 3.04
Total :285.55
213145 3/5/2015 074302 EDMONDS HARDWARE & PAINT LLC 000610 PM AA BATTERIES, GLASS PLUS CLEANER, 13
PM AA BATTERIES, GLASS PLUS CLEANER, 13
5Page:
Packet Page 24 of 328
03/05/2015
Voucher List
City of Edmonds
6
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213145 3/5/2015 (Continued)074302 EDMONDS HARDWARE & PAINT LLC
001.000.64.576.80.31.00 46.68
9.5% Sales Tax
001.000.64.576.80.31.00 4.43
PM TILE CAULK000614
9.5% Sales Tax
001.000.64.576.80.31.00 0.38
PM TILE CAULK
001.000.64.576.80.31.00 3.99
Total :55.48
213146 3/5/2015 063448 EDMONDS LIONS CLUB 2015 Flag Program 2015 EDMONDS LIONS CLUB FLAG PROGRAM
2015 Flag program
001.000.39.513.10.49.00 500.00
Total :500.00
213147 3/5/2015 069523 EDMONDS P&R YOUTH SCHOLARSHIP 19749 GYMNASTICS YOUTH SCHOLARSHIP KAILANI ROBERTSON 1974
YOUTH SCHOLARSHIP KAILANI ROBERTSON
122.000.64.571.20.49.00 75.00
YOUTH SCHOLARSHIP MAKAI ROBERTSON 1976819768 GYMNASTICS
YOUTH SCHOLARSHIP MAKAI ROBERTSON 19768
122.000.64.571.20.49.00 75.00
YOUTH SCHOLARSHIP MICHAEL DAVIS 19782 GY19782 GYMNASTICS
YOUTH SCHOLARSHIP MICHAEL DAVIS 19782
122.000.64.571.20.49.00 75.00
Total :225.00
213148 3/5/2015 008705 EDMONDS WATER DIVISION 2-25150 WEST PLANTER IRRIGATION 870 CASPERS ST /
WEST PLANTER IRRIGATION 870 CASPERS ST
001.000.64.576.80.47.00 37.77
EAST PLANTER IRRIGATION 875 CASPERS ST /2-25175
EAST PLANTER IRRIGATION 875 CASPERS ST
001.000.64.576.80.47.00 37.77
PLANTER IRRIGATION 1400 9TH AVE N / METE2-28275
PLANTER IRRIGATION 1400 9TH AVE N /
001.000.64.576.80.47.00 37.77
6Page:
Packet Page 25 of 328
03/05/2015
Voucher List
City of Edmonds
7
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213148 3/5/2015 (Continued)008705 EDMONDS WATER DIVISION
SAM STAMM OVERLOOK / METER 87942-37180
SAM STAMM OVERLOOK / METER 8794
001.000.64.576.80.47.00 51.63
CEMETERY SEWER & STORM 820 15TH ST SW /7-05276
CEMETERY SEWER & STORM 820 15TH ST SW /
130.000.64.536.50.47.00 138.82
Total :303.76
213149 3/5/2015 008812 ELECTRONIC BUSINESS MACHINES 110529 1 P&R PRINTER C1030 #A6995
P&R PRINTER C1030 #A6995
001.000.64.571.21.45.00 38.12
ADDITIONAL IMAGES PLANNING DEPT110770 1
Additional Images
001.000.62.524.10.45.00 32.95
ADDITIONAL IMAGES PLANNING DEPT110771 1
ADDITIONAL IMAGES PLANNING DEPT
001.000.62.524.10.45.00 29.50
Lease-Council Office Printer-Copier110772 1
Lease-Council Office Printer-Copier
001.000.11.511.60.45.00 38.33
COPIER CHARGES C1030110773
Copier charges for C1030
001.000.61.557.20.45.00 12.09
Copier charges for C1030
001.000.22.518.10.45.00 12.09
Copier charges for C1030
001.000.21.513.10.45.00 12.09
9.5% Sales Tax
001.000.61.557.20.45.00 1.15
9.5% Sales Tax
001.000.22.518.10.45.00 1.15
9.5% Sales Tax
001.000.21.513.10.45.00 1.15
COPIER MAINT110788
COPIER MAINT
7Page:
Packet Page 26 of 328
03/05/2015
Voucher List
City of Edmonds
8
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213149 3/5/2015 (Continued)008812 ELECTRONIC BUSINESS MACHINES
001.000.23.523.30.45.00 155.24
P&R COPIER C5051 #A7027110792 1
P&R COPIER C5051 #A7027
001.000.64.571.21.45.00 91.85
CUST# MK5533 C5051 GQM52286 COPIER110793
Meter charges 01/30/15 - 02/28/15 B&W,
001.000.31.514.23.48.00 147.73
9.5% Sales Tax
001.000.31.514.23.48.00 14.03
COPIER CHARGES C5051110794
Copier charges for C5051
001.000.61.557.20.45.00 57.82
Copier charges for C5051
001.000.22.518.10.45.00 57.82
Copier charges for C5051
001.000.21.513.10.45.00 57.77
9.5% Sales Tax
001.000.61.557.20.45.00 5.49
9.5% Sales Tax
001.000.22.518.10.45.00 5.49
9.5% Sales Tax
001.000.21.513.10.45.00 5.49
Total :777.35
213150 3/5/2015 009350 EVERETT DAILY HERALD EDH614259 CITY ORDINANCES 3988, 3989, 3990
CITY ORDINANCES 3988, 3989, 3990
001.000.25.514.30.41.40 61.92
Legal Notice PLN20140065 Edmonds schoolEDH615973
Legal Notice PLN20140065 Edmonds school
001.000.62.558.60.41.40 122.12
Legal notices PLN20150001EDH616085
Legal notices PLN20150001
001.000.62.558.60.41.40 72.24
ORDINANCE 3991 AMEND ORD 3990EDH616561
AMEND ORD 3990 UNANTICIPATED TRANSFRS
8Page:
Packet Page 27 of 328
03/05/2015
Voucher List
City of Edmonds
9
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213150 3/5/2015 (Continued)009350 EVERETT DAILY HERALD
001.000.25.514.30.41.40 25.80
NAMING FIRE STN.16EDH617476
NAMING FIRE STATION 16
001.000.25.514.30.41.40 34.40
Legal Notice APL20150001 and 0002EDH617478
Legal Notice APL20150001 and 0002
001.000.62.558.60.41.40 53.32
legal notices APL 20150003EDH617482
legal notices APL 20150003
001.000.62.558.60.41.40 51.60
legal notice pln 20100013 HistoricEDH617485
legal notice pln 20100013 Historic
001.000.62.558.60.41.40 65.36
Total :486.76
213151 3/5/2015 009895 FELDMAN, JAMES A 22815 PUBLIC DEFENDER
PUBLIC DEFENDER
001.000.39.512.52.41.00 20,000.00
Total :20,000.00
213152 3/5/2015 062193 FIELD INSTRUMENTS & CONTROLS 158406 WWTP - REPAIR/MAINTENANCE, ELECTRIC
Reotemp threaded offline welded
423.000.76.535.80.48.22 722.64
Freight
423.000.76.535.80.48.22 12.87
9.5% Sales Tax
423.000.76.535.80.48.22 69.87
Total :805.38
213153 3/5/2015 070855 FLEX PLAN SERVICES INC 10015468 Flex Plan monthly fee
Flex Plan monthly fee
001.000.22.518.10.41.00 477.20
Total :477.20
213154 3/5/2015 011900 FRONTIER 253-012-9189 WWTP AUTO DIALER - 1 VOICE GRADE
9Page:
Packet Page 28 of 328
03/05/2015
Voucher List
City of Edmonds
10
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213154 3/5/2015 (Continued)011900 FRONTIER
WWTP AUTO DIALER - 1 VOICE GRADE
423.000.76.535.80.42.00 41.08
WWTP TELEMETRY - 8 VOICEGRADE SPECIAL253-017-7256
WWTP TELEMETRY - 8 VOICEGRADE SPECIAL
423.000.76.535.80.42.00 217.18
WWTP AUTO DIALER - 1 BUSINESS LINE425-771-5553
WWTP AUTO DIALER - 1 BUSINESS LINE
423.000.76.535.80.42.00 110.15
Total :368.41
213155 3/5/2015 073922 GAVIOLA, NIKKA 19629 TAEKWON-DO 19629 TAEKWON-DO INSTRUCTOR FEE
19629 TAEKWON-DO INSTRUCTOR FEE
001.000.64.571.27.41.00 417.59
Total :417.59
213156 3/5/2015 068617 GLEISNER, BARBARA 19666 TAI CHI 19666 TAI CHI INSTRUCTOR FEE
19666 TAI CHI INSTRUCTOR FEE
001.000.64.571.27.41.00 291.75
19667 TAI CHI INSTRUCTOR FEE19667 TAI CHI
19667 TAI CHI INSTRUCTOR FEE
001.000.64.571.27.41.00 577.50
19668 TAI CHI INSTRUCTOR FEE19668 TAI CHI
19668 TAI CHI INSTRUCTOR FEE
001.000.64.571.27.41.00 630.00
19670 TAI CHI INSTRUCTOR FEE19670 TAI CHI
19670 TAI CHI INSTRUCTOR FEE
001.000.64.571.27.41.00 15.75
19678 MOVING FOR BETTER BALANCE INSTRUCT19678 BALANCE
19678 MOVING FOR BETTER BALANCE
001.000.64.571.27.41.00 124.50
19681 QIGONG INSTRUCTOR FEE19681 QIGONG
19681 QIGONG INSTRUCTOR FEE
001.000.64.571.27.41.00 234.75
19683 QIGONG INSTRUCTOR FEE19683 QIGONG
19683 QIGONG INSTRUCTOR FEE
10Page:
Packet Page 29 of 328
03/05/2015
Voucher List
City of Edmonds
11
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213156 3/5/2015 (Continued)068617 GLEISNER, BARBARA
001.000.64.571.27.41.00 258.75
Total :2,133.00
213157 3/5/2015 072515 GOOGLE INC 1147051742 BILLING ID# 5030-2931-5908
Google Apps - Feb-2015
001.000.31.518.88.48.00 444.49
Total :444.49
213158 3/5/2015 012233 GRAYBAR ELECTRIC CO INC 977463004 WWTP - REPAIR/MAINTENANCE, ELECTRIC
Fluke 771, milliamp process clamp
423.000.76.535.80.31.22 548.72
Freight
423.000.76.535.80.31.22 18.12
9.5% Sales Tax
423.000.76.535.80.31.22 53.85
WWTP - REPAIR/MAINTENANCE, ELECTRIC977510457
Quiktron, 761-9M9M
423.000.76.535.80.31.22 58.91
Freight
423.000.76.535.80.31.22 25.95
9.5% Sales Tax
423.000.76.535.80.31.22 8.06
Total :713.61
213159 3/5/2015 074804 HARLES, JANINE 197321 PHOTOGRAPHY FOR FEBRUARY 2015
Photography for February 2015
001.000.61.558.70.41.00 200.00
Total :200.00
213160 3/5/2015 060985 HARRINGTON INDUSTRIAL PLASTICS 007G0877 WWTP - REPAIR/MAINTENANCE, MECHANICAL
2" valve relief cpvc
423.000.76.535.80.48.21 1,311.00
Freight
423.000.76.535.80.48.21 25.05
9.5% Sales Tax
11Page:
Packet Page 30 of 328
03/05/2015
Voucher List
City of Edmonds
12
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213160 3/5/2015 (Continued)060985 HARRINGTON INDUSTRIAL PLASTICS
423.000.76.535.80.48.21 126.93
Total :1,462.98
213161 3/5/2015 065764 HASNER, THOMAS W 17 LEOFF 1 Medical Reimbursement
LEOFF 1 Medical Reimbursement
009.000.39.517.20.23.00 1,893.86
Total :1,893.86
213162 3/5/2015 071368 HEFFERAN, BRIGITTE 19632 CALLIGRAPHY 19632 CALLIGRAPHY INSTRUCTOR FEE
19632 CALLIGRAPHY INSTRUCTOR FEE
001.000.64.571.22.41.00 323.40
Total :323.40
213163 3/5/2015 074966 HIATT, ELLEN COE_2015_0303 COMMUNICATIONS & MARKETING CONSULTANT TO
Communications and marketing consultant
120.000.31.575.42.41.00 1,000.00
Total :1,000.00
213164 3/5/2015 074746 HIGUCHI, ROD 19558 UKULELE 19558 UKULELE INSTRUCTOR FEE
19558 UKULELE INSTRUCTOR FEE
001.000.64.571.22.41.00 268.40
Total :268.40
213165 3/5/2015 073548 INDOFF INCORPORATED 2584647 Return of copy paper
Return of copy paper
001.000.62.524.10.31.00 -29.15
Shared office supplies- copier paper2588474
Shared office supplies- copier paper
001.000.22.518.10.31.00 37.44
Shared Office Supplies- Copier Paper
001.000.61.557.20.31.00 37.44
Shared office supplies- copier paper
001.000.21.513.10.31.00 37.44
9.5% Sales Tax
001.000.22.518.10.31.00 3.56
12Page:
Packet Page 31 of 328
03/05/2015
Voucher List
City of Edmonds
13
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213165 3/5/2015 (Continued)073548 INDOFF INCORPORATED
9.5% Sales Tax
001.000.61.557.20.31.00 3.56
9.5% Sales Tax
001.000.21.513.10.31.00 3.55
Return of Pendaflex file folders2588862
Return of Pendaflex file folders
001.000.62.524.10.31.00 -41.41
TASK CHAIR- ENGENEERING2589271
TASK CHAIR- ENGENEERING
001.000.62.524.10.49.00 268.00
9.5% Sales Tax
001.000.62.524.10.49.00 25.46
paper for planning dept2589877
paper for planning dept
001.000.62.524.10.31.00 28.16
9.5% Sales Tax
001.000.62.524.10.31.00 2.68
SUPPLIES2589893
SUPPLIES
001.000.23.523.30.31.00 38.11
SUPPLIES2589945
SUPPLIES
001.000.23.512.50.31.00 17.65
COPY PAPER2590573
Navigator Platinum Multipurpose copy
001.000.31.514.23.31.00 227.94
9.5% Sales Tax
001.000.31.514.23.31.00 21.65
STAPLES, POST-IT FILING TABS2591985
Swingline standard staples - 6 boxes,
001.000.31.514.23.31.00 33.45
9.5% Sales Tax
001.000.31.514.23.31.00 3.17
Total :718.70
13Page:
Packet Page 32 of 328
03/05/2015
Voucher List
City of Edmonds
14
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213166 3/5/2015 075062 JAMESTOWN NETWORKS 3524 FIBER OPTICS INTERNET CONNECTION
Mar-15 Fiber Optics Internet Connection
001.000.31.518.87.42.00 500.00
9.5% Sales Tax
001.000.31.518.87.42.00 47.50
Total :547.50
213167 3/5/2015 073924 KEARNS, JESSIKA CHRISTINE 19594 TAEKWON-DO 19594 TAEKWON-DO INSTRUCTOR FEE
19594 TAEKWON-DO INSTRUCTOR FEE
001.000.64.571.22.41.00 86.00
19598 TAEKWON-DO INSTRUCTOR FEE19598 TAEKWON-DO
19598 TAEKWON-DO INSTRUCTOR FEE
001.000.64.571.22.41.00 207.00
Total :293.00
213168 3/5/2015 074240 KNIGHT, KAREN 19603 FUN FACTORY 19603 FUN FACTORY INSTRUCTOR FEE
19603 FUN FACTORY INSTRUCTOR FEE
001.000.64.571.22.41.00 565.02
19605 FUN FACTORY INSTRUCTOR FEE19605 FUN FACTORY
19605 FUN FACTORY INSTRUCTOR FEE
001.000.64.571.22.41.00 663.74
Total :1,228.76
213169 3/5/2015 016850 KUKER RANKEN INC INV-008475 BOND 20# PAPER 24x150 ROLL
BOND 20# PAPER 24x150 ROLL
001.000.62.524.10.31.00 53.00
9.5% Sales Tax
001.000.62.524.10.31.00 5.04
Total :58.04
213170 3/5/2015 073603 LIGHTHOUSE LAW GROUP PLLC 20195 expenses 01-15 EXPENSES
1-15 reimbursement for expenses -
001.000.36.515.31.41.00 39.95
Total :39.95
213171 3/5/2015 074848 LONG BAY ENTERPRISES INC 2015-308 SAP CONSULTANT FOR FEBRUARY 2015 100% CO
14Page:
Packet Page 33 of 328
03/05/2015
Voucher List
City of Edmonds
15
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213171 3/5/2015 (Continued)074848 LONG BAY ENTERPRISES INC
Strategic action plan consultant for
001.000.61.557.20.41.00 1,280.00
Total :1,280.00
213172 3/5/2015 018980 LYNNWOOD HONDA 902742 PM ARM
PM ARM
001.000.64.576.80.31.00 12.21
9.5% Sales Tax
001.000.64.576.80.31.00 1.16
Total :13.37
213173 3/5/2015 020039 MCMASTER-CARR SUPPLY CO 23200759 WWTP - REPAIR/MAINTENANCE, MECHANICAL
repair kit for air powered transfer pump
423.000.76.535.80.48.21 171.31
Freight
423.000.76.535.80.48.21 6.81
WWTP - REPAIR/MAINTENANCE, MECHANICAL23314361
regulator & gauge
423.000.76.535.80.48.21 479.88
Freight
423.000.76.535.80.48.21 6.81
WWTP - SUPPLIES, MECHANICAL23545675
die head & dies, treaded pipe fitting,
423.000.76.535.80.31.21 325.69
Freight
423.000.76.535.80.31.21 14.12
Total :1,004.62
213174 3/5/2015 072223 MILLER, DOUG 2/4-2/25 GYM MONITOR 2/4/15-2/25/15 GYM MONITOR BASKETBALL
2/4/15-2/25/15 GYM MONITOR BASKETBALL
001.000.64.571.25.41.00 140.00
Total :140.00
213175 3/5/2015 020900 MILLERS EQUIP & RENT ALL INC 205758 PM STIHL SIDE COVER
PM STIHL SIDE COVER
15Page:
Packet Page 34 of 328
03/05/2015
Voucher List
City of Edmonds
16
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213175 3/5/2015 (Continued)020900 MILLERS EQUIP & RENT ALL INC
001.000.64.576.80.31.00 74.15
9.5% Sales Tax
001.000.64.576.80.31.00 7.04
Total :81.19
213176 3/5/2015 063034 NCL 351690 WWTP - SUPPLIES, LABORATORY
50ml BOD Standard
423.000.76.535.80.31.31 135.00
Freight
423.000.76.535.80.31.31 20.45
Total :155.45
213177 3/5/2015 073207 NEW WORLD SYSTEMS CORP 041146 INV 041146 - LODGING - MIKE BARD - EDMON
ARRIVAL NIGHT LODGING FOR NEW WORLD
001.000.41.521.40.43.00 225.00
Total :225.00
213178 3/5/2015 024960 NORTH COAST ELECTRIC COMPANY S6321955.003 WWTP - PLC UPGRADE SERVICE PLAN
Automation control hardware system
423.100.76.594.39.41.10 317.26
9.5% Sales Tax
423.100.76.594.39.41.10 30.14
disconnects, 2.5 squares and terminalS6344601.001
disconnects, 2.5 squares and terminal
423.000.76.535.80.31.22 540.24
9.5% Sales Tax
423.000.76.535.80.31.22 51.32
Total :938.96
213179 3/5/2015 025217 NORTH SOUND HOSE & FITTINGS 64146 PM FISHING PIER BOLTS, METALFLEX, BARB,
PM FISHING PIER BOLTS, METALFLEX, BARB,
001.000.64.576.80.31.00 121.70
9.2% Sales Tax
001.000.64.576.80.31.00 11.20
Total :132.90
16Page:
Packet Page 35 of 328
03/05/2015
Voucher List
City of Edmonds
17
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213180 3/5/2015 061013 NORTHWEST CASCADE INC 2-1140159 WILLOW CREEK HONEY BUCKET
PARK HONEY BUCKET
001.000.64.576.80.45.00 113.85
Total :113.85
213181 3/5/2015 063511 OFFICE MAX INC 178006 INV#178006 CR FOR RETURN ITEMS-CD/DVD
CR FOR SHARPIES -WRONG ITEM
001.000.41.521.80.31.00 -64.55
9.5% Sales Tax
001.000.41.521.80.31.00 -6.14
INV#377439 ACCT#520437 250POL - EDMONDS377439
FELT TIP FLARE MARKERS-RED
001.000.41.521.10.31.00 10.33
FELT TIP FLARE MARKERS-BLUE
001.000.41.521.10.31.00 32.12
SMALL BINDER CLIPS
001.000.41.521.10.31.00 16.60
WHITE ADDRESS LABELS
001.000.41.521.10.31.00 16.18
WHILE FILE FOLDER LABELS
001.000.41.521.10.31.00 14.28
MANILA FILE FOLDERS-LETTER
001.000.41.521.10.31.00 14.56
HANGING FOLDERS-LETTER
001.000.41.521.10.31.00 15.66
MEMO PADS-PATROL
001.000.41.521.10.31.00 12.90
WITE OUT CORECTION TAPE
001.000.41.521.10.31.00 15.63
LIQUID PAPER-CORRECTION FLUID
001.000.41.521.10.31.00 6.64
9.5% Sales Tax
001.000.41.521.10.31.00 14.72
P&R ADMIN DRY ERASE MARKERS643300
P&R ADMIN DRY ERASE MARKERS
17Page:
Packet Page 36 of 328
03/05/2015
Voucher List
City of Edmonds
18
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213181 3/5/2015 (Continued)063511 OFFICE MAX INC
001.000.64.571.21.31.00 19.98
9.5% Sales Tax
001.000.64.571.21.31.00 1.90
P&R ADDRESS LABELS665289
P&R ADDRESS LABELS
001.000.64.571.21.31.00 29.48
9.5% Sales Tax
001.000.64.571.21.31.00 2.81
Total :153.10
213182 3/5/2015 070166 OFFICE OF THE STATE TREASURER February, 2015 COURT, BLDG CODE & JIS TRANSMITTAL
Emergency Medical Services & Trauma
001.000.237.120 1,060.86
PSEA 1, 2 & 3 Account
001.000.237.130 27,315.15
Building Code Fee Account
001.000.237.150 136.00
State Patrol Death Investigation
001.000.237.330 45.42
Judicial Information Systems Account
001.000.237.180 4,223.39
School Zone Safety Account
001.000.237.200 251.89
Washington Auto Theft Prevention
001.000.237.250 2,091.46
Traumatic Brain Injury
001.000.237.260 389.04
Accessible Communities Acct
001.000.237.290 210.08
Multi-Model Transportation
001.000.237.300 210.11
Hwy Safety Acct
001.000.237.320 72.14
Crime Lab Blood Breath Analysis
18Page:
Packet Page 37 of 328
03/05/2015
Voucher List
City of Edmonds
19
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213182 3/5/2015 (Continued)070166 OFFICE OF THE STATE TREASURER
001.000.237.170 20.39
WSP Hwy Acct
001.000.237.340 258.28
Total :36,284.21
213183 3/5/2015 074632 OVIVO USA LLC 8465296 WWTP - REPAIR/MAINTENANCE, MECHANICAL
indicator housing, acrylic
423.000.76.535.80.48.21 127.65
9.5% Sales Tax
423.000.76.535.80.48.21 12.13
Total :139.78
213184 3/5/2015 074422 PARTSMASTER, DIV OF NCH CORP 20869204 WWTP - SUPPLIES, MECHANICAL
multi stirp disk bulk
423.000.76.535.80.31.21 146.39
Freight
423.000.76.535.80.31.21 18.87
9.5% Sales Tax
423.000.76.535.80.31.21 15.70
Total :180.96
213185 3/5/2015 070962 PAULSONS TOWING INC 106432 INV#106432 - EDMONDS PD
TOW 1998 HONDA CIVIC #AGW2334
001.000.41.521.22.41.00 166.00
9.5% Sales Tax
001.000.41.521.22.41.00 15.77
Total :181.77
213186 3/5/2015 008350 PETTY CASH 3/2 PARKS PETTY CASH 3/2 PARKS PETTY CASH
TO STEELE-SMITH FOR HOME DEPOT:
001.000.64.571.28.31.00 40.06
TO STEELE-SMITH FOR TARGET: PONYTAIL
001.000.64.571.28.31.00 12.10
TO LIDER FOR PADILLA FOUNDATION:
001.000.64.571.23.49.00 10.00
19Page:
Packet Page 38 of 328
03/05/2015
Voucher List
City of Edmonds
20
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213186 3/5/2015 (Continued)008350 PETTY CASH
TO LIDER FOR PADILLA FOUNDATION:
001.000.64.571.22.49.00 10.00
TO PARKER FOR FRED MEYER: VELCRO DOTS
001.000.64.571.29.31.00 6.33
TO PARKER FOR WALMART: RICE FOR PROJECT
001.000.64.571.29.31.00 9.76
Total :88.25
213187 3/5/2015 064552 PITNEY BOWES 9607730-FB15 POSTAGE MACHINE LEASE
POSTAGE MACHINE LEASE ~
001.000.25.514.30.45.00 718.60
9.5% Sales Tax
001.000.25.514.30.45.00 68.27
Total :786.87
213188 3/5/2015 028860 PLATT ELECTRIC SUPPLY INC G183390 WWTP - SUPPLIES, ELECTRIC
pulling lube, and Steel brush
423.000.76.535.80.31.22 30.24
9.5% Sales Tax
423.000.76.535.80.31.22 2.87
Total :33.11
213189 3/5/2015 069198 PNCWA WESTERN WA REGION 2015-EDM WWTP - MEMBERSHIP DUES
membership dues 2015
423.000.76.535.80.49.00 100.00
Total :100.00
213190 3/5/2015 071911 PROTZ, MARGARET 19568 FELDENKRAIS 19568 FELDENKRAIS WORKSHOP INSTRUCTOR FE
19568 FELDENKRAIS WORKSHOP INSTRUCTOR
001.000.64.571.27.41.00 227.50
Total :227.50
213191 3/5/2015 068697 PUBLIC SAFETY TESTING INC 2015-5984 Police Sereant Promotional Assessment
Police Sereant Promotional Assessment
001.000.22.521.10.41.00 8,775.44
20Page:
Packet Page 39 of 328
03/05/2015
Voucher List
City of Edmonds
21
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :8,775.442131913/5/2015 068697 068697 PUBLIC SAFETY TESTING INC
213192 3/5/2015 046900 PUGET SOUND ENERGY 200021829581 WWTP 200 2ND AVE S / METER 000390395
WWTP 200 2ND AVE S / METER 000390395
423.000.76.535.80.47.63 884.80
Total :884.80
213193 3/5/2015 075031 REECE, CARLY 2/3-2/24 GYM ATTEND 2/3-2/24/15 VOLLEYBALL GYM ATTENDANT
2/3-2/24/15 VOLLEYBALL GYM ATTENDANT
001.000.64.571.25.41.00 140.00
2/5/15-2/26/15 GYM ATTENDANT VOLLEYBALL2/5-2/26 GYM ATTEND
2/5/15-2/26/15 GYM ATTENDANT VOLLEYBALL
001.000.64.571.25.41.00 100.00
Total :240.00
213194 3/5/2015 006841 RICOH USA INC 5034696068 ADDITIONAL IMAGES
ADDITIONAL IMAGES
001.000.62.524.10.45.00 10.76
Total :10.76
213195 3/5/2015 069062 RONGERUDE, JOHN 8109 PUBLIC DEFENDER
PUBLIC DEFENDER
001.000.39.512.52.41.00 1,800.00
Total :1,800.00
213196 3/5/2015 067802 SAN DIEGO POLICE EQUIP CO 616417 INV#616417 CUST#1733 - EDMONDS PD
40CAL 180GR CLEANFIRE
001.000.41.521.40.31.00 4,038.80
9.5% Sales Tax
001.000.41.521.40.31.00 383.68
Total :4,422.48
213197 3/5/2015 036509 SIGNATURE FORMS INC 1151100 CITY BUSINESS LICENSE FORMS
CITY BUSINESS LICENSE FORMS
001.000.25.514.30.31.00 362.50
SHIPPING & HANDLING
001.000.25.514.30.31.00 30.12
21Page:
Packet Page 40 of 328
03/05/2015
Voucher List
City of Edmonds
22
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213197 3/5/2015 (Continued)036509 SIGNATURE FORMS INC
9.5% Sales Tax
001.000.25.514.30.31.00 37.30
Total :429.92
213198 3/5/2015 037375 SNO CO PUD NO 1 2004-9314-6 MAPLEWOOD PARK IRRIGATION METER
MAPLEWOOD PARK IRRIGATION METER
001.000.64.576.80.47.00 33.39
WWTP FLOW METER 23219 74TH AVE W / METER2019-2991-6
WWTP FLOW METER 23219 74TH AVE W /
423.000.76.535.80.47.62 33.39
MATHAY BALLINGER PARK IRRIGATION & SUMP2026-2041-5
MATHAY BALLINGER PARK IRRIGATION & SUMP
001.000.64.576.80.47.00 33.39
Total :100.17
213199 3/5/2015 066072 SNO CO SHERIFF & POLICE CHIEFS SCSPCA DUES 2015 SCSPCA DUES 2015 - EDMONDS POLICE DEPART
2015 DUES FOR EDMONDS PD
001.000.41.521.10.49.00 75.00
Total :75.00
213200 3/5/2015 063941 SNO CO SHERIFFS OFFICE I000379966 INV#I000379966 CUST#SSH00095 EDMONDS PD
SCSO RANGE USAGE 10 HR 2/5/15
001.000.41.521.40.41.00 500.00
Total :500.00
213201 3/5/2015 070167 SNOHOMISH COUNTY TREASURER February 2015 Crime Victims Court Remittance
Crime Victims Court Remittance
001.000.237.140 708.82
Total :708.82
213202 3/5/2015 038300 SOUND DISPOSAL CO 103584 WWTP 200 2ND AVE S / RECYCLING
WWTP 200 2ND AVE S / RECYCLING
423.000.76.535.80.47.66 29.95
PARKS MAINT GARBAGE AND RECYCLING103587
PARKS MAINT GARBAGE AND RECYCLING
001.000.64.576.80.47.00 702.23
22Page:
Packet Page 41 of 328
03/05/2015
Voucher List
City of Edmonds
23
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :732.182132023/5/2015 038300 038300 SOUND DISPOSAL CO
213203 3/5/2015 038410 SOUND SAFETY PRODUCTS 2078883-01 WWTP - 2015 UNIFORM, ROD SEBERS
2015 uniform, Rod Sebers
423.000.76.535.80.24.00 103.77
9.2% Sales Tax
423.000.76.535.80.24.00 9.55
Total :113.32
213204 3/5/2015 074990 STANTEC CONSULTING SERVICES 881173 E4JB.SERVICES THRU 1/30/15
E4JB.Services thru 1/30/15
421.000.74.594.34.41.10 8,539.44
E1FH.SERVICES THRU 1/30/15881174
E1FH.Services thru 1/30/15
422.000.72.594.31.41.20 8,004.75
Total :16,544.19
213205 3/5/2015 075170 STEVEN & BLANCA CAMPBELL 3-18220 #4245-2376545 UTILITY REFUND
#4245-2376545 Utility refund due to
411.000.233.000 218.97
Total :218.97
213206 3/5/2015 074797 SUPER CHARGE MARKETING LLC 1436 SOCIAL MEDIA SERVICES FEBRUARY 2015
Social media services for February 2015
001.000.61.557.20.41.00 300.00
Total :300.00
213207 3/5/2015 073970 TALLMAN, TYLER 2/3-2/24 LEAGUE MON 2/3-2/24/15 LEAGUE MONITOR PICKLEBALL
2/3-2/24/15 LEAGUE MONITOR PICKLEBALL
001.000.64.571.25.41.00 40.00
3/2/15 PICKLEBALL GYM ATTENDANT3/2 GYM ATTENDANT
3/2/15 PICKLEBALL GYM ATTENDANT
001.000.64.571.25.41.00 10.00
Total :50.00
213208 3/5/2015 074669 TIGER DIRECT INC L12411810102 WWTP - COMPUTER SUPPLIES
LED Monitors
23Page:
Packet Page 42 of 328
03/05/2015
Voucher List
City of Edmonds
24
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213208 3/5/2015 (Continued)074669 TIGER DIRECT INC
423.000.76.535.80.31.41 463.09
Freight
423.000.76.535.80.31.41 25.70
Total :488.79
213209 3/5/2015 063939 TYLER TECHNOLOGIES INC 045-127579 ADVANCED BUDGETING SUPPORT MAINTENANCE 2
Advanced Budgeting Support Maintenance
001.000.31.514.23.48.00 2,475.00
Sales tax portion only for Advanced045-128213
Sales tax portion only for Advanced
001.000.31.514.23.48.00 235.13
Total :2,710.13
213210 3/5/2015 068724 US HEALTHWORKS MED GROUP OF WA 0591413-WA INV 0591413-WA - EDMONDS PD
CRYSTAL - LAB - LEAD WITH ZPP - BLOOD
001.000.41.521.40.41.00 60.00
CRYSTAL - LAB VENIPUNCTURE FEE
001.000.41.521.40.41.00 28.00
LIM - LAB - LEAD WITH ZPP - BLOOD
001.000.41.521.40.41.00 60.00
LIM - LAB VENIPUNCTURE FEE
001.000.41.521.40.41.00 28.00
Total :176.00
213211 3/5/2015 067865 VERIZON WIRELESS 9741038758 C/A 571242650-0001
iPhone/iPad Cell Service Bld Dept
001.000.62.524.20.42.00 220.42
iPhone/iPad Cell Service City Clerk
001.000.25.514.30.42.00 55.99
iPad Cell Service Council
001.000.11.511.60.42.00 300.10
iPhone/iPad Cell Service Court
001.000.23.512.50.42.00 40.52
iPhone/iPad Cell Service Development
001.000.62.524.10.42.00 95.20
24Page:
Packet Page 43 of 328
03/05/2015
Voucher List
City of Edmonds
25
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213211 3/5/2015 (Continued)067865 VERIZON WIRELESS
iPhone/iPad Cell Service Econ
001.000.61.557.20.42.00 75.21
iPhone/iPad Cell Service Engineering
001.000.67.532.20.42.00 503.55
iPhone/iPad Cell Service Facilities
001.000.66.518.30.42.00 110.38
iPhone/iPad Cell Service Finance
001.000.31.514.23.42.00 95.20
iPhone/iPad Cell Service HR
001.000.22.518.10.42.00 95.20
iPhone/iPad Cell Service IS
001.000.31.518.88.42.00 286.38
iPhone/iPad Cell Service Mayor's Office
001.000.21.513.10.42.00 40.01
iPhone/iPad Cell Service Parks Dept
001.000.64.571.21.35.00 799.34
iPhone/iPad Cell Service Parks Dept
001.000.64.571.21.42.00 95.20
iPhone/iPad Cell Service Police Dept
001.000.41.521.22.42.00 935.31
Air cards Police Dept
001.000.41.521.22.42.00 840.42
iPhone/iPad Cell Service Planning Dept
001.000.62.558.60.42.00 40.01
iPhone/iPad Cell Service PW Admin
001.000.65.518.20.42.00 26.59
iPhone/iPad Cell Service PW Admin
421.000.74.534.80.42.00 7.60
iPhone/iPad Cell Service PW Admin
422.000.72.531.90.42.00 26.59
iPhone/iPad Cell Service PW Admin
423.000.75.535.80.42.00 7.60
iPhone/iPad Cell Service PW Admin
423.000.76.535.80.42.00 7.60
25Page:
Packet Page 44 of 328
03/05/2015
Voucher List
City of Edmonds
26
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213211 3/5/2015 (Continued)067865 VERIZON WIRELESS
iPhone/iPad Cell Service PW Street Dept
111.000.68.542.90.42.00 115.99
iPhone/iPad Cell Service PW Fleet
511.000.77.548.68.42.00 55.19
iPhone/iPad Cell Service PW Water/Sewer
421.000.74.534.80.42.00 80.60
iPhone/iPad Cell Service PW Water/Sewer
423.000.75.535.80.42.00 80.59
iPhone/iPad Cell Service Sewer Dept
423.000.75.535.80.42.00 207.55
iPhone/iPad Cell Service Water
421.000.74.534.80.42.00 245.25
iPad Cell Service Storm
422.000.72.531.90.42.00 120.03
iPhone/iPad Cell Service WWTP
423.000.76.535.80.42.00 161.19
Total :5,770.81
213212 3/5/2015 073552 WELCO SALES LLC 6582 BUSINESS CARDS CLERK/ COURT/ DEVLP.SER
Business Cards-Linda Hynd250-00327
001.000.25.514.30.31.00 28.77
Chelsea Merritt250-00327
001.000.25.514.30.31.00 28.77
Susan Quan250-00327
001.000.25.514.30.31.00 28.78
Linda Coburn250-00327
001.000.23.512.50.49.00 28.78
Joan Ferebee250-00327
001.000.23.512.50.49.00 28.78
Lief Bjorback250-00327
001.000.62.524.10.31.00 16.78
Linda Thornquist250-00327
001.000.62.524.10.31.00 28.78
Pat Lawler250-00327
26Page:
Packet Page 45 of 328
03/05/2015
Voucher List
City of Edmonds
27
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213212 3/5/2015 (Continued)073552 WELCO SALES LLC
001.000.62.524.10.31.00 16.78
Henry Shcroder250-00327
001.000.62.524.10.31.00 28.78
9.5% Sales Tax
001.000.25.514.30.31.00 7.80
9.5% Sales Tax
001.000.23.512.50.49.00 5.20
9.5% Sales Tax
001.000.62.524.10.31.00 9.33
CITY CLERK ENVELOPES REGULAR6609
CITY CLERK #10 REGULAR ENVELOPES
001.000.25.514.30.31.00 356.60
9.5% Sales Tax
001.000.25.514.30.31.00 33.88
Total :647.81
213213 3/5/2015 075174 WERBECK, ANDREA 22615 REFUND FOR TRAVEL FOR PASSPORT TRAINING
REFUND FOR TRAVEL FOR PASSPORT TRAINING
001.000.23.512.50.43.00 29.30
Total :29.30
213214 3/5/2015 061472 WESTECH ENGINEERING 54257 WWTP - FURNACE FILTERS
filter media and caulking
423.000.76.535.80.48.21 440.00
Freight
423.000.76.535.80.48.21 18.40
9.5% Sales Tax
423.000.76.535.80.48.21 43.55
Total :501.95
213215 3/5/2015 072634 WHISTLE WORKWEAR 1948 WWTP - 2015 UNIFORM, MICHAEL VANPELT
2015 uniform, Michael VanPelt
423.000.76.535.80.24.00 129.55
9.5% Sales Tax
423.000.76.535.80.24.00 12.31
27Page:
Packet Page 46 of 328
03/05/2015
Voucher List
City of Edmonds
28
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213215 3/5/2015 (Continued)072634 WHISTLE WORKWEAR
WWTP - 2015 UNIFORMS, JONATHAN JONES THO80699
2015 Uniforms, Jonathan Jones Thomas
423.000.76.535.80.24.00 206.48
9.2% Sales Tax
423.000.76.535.80.24.00 19.00
WWTP - 2015 UNIFORMS, ERIC VAUGHN80753
2015 Uniforms, Eric Vaughan
423.000.76.535.80.24.00 210.62
9.2% Sales Tax
423.000.76.535.80.24.00 19.38
WWTP - 2015 UNIFORMS, ROD SEBERS80769
2015 Uniform, Rod Sebers
423.000.76.535.80.24.00 65.99
9.2% Sales Tax
423.000.76.535.80.24.00 6.07
WWTP - 2015 UNIFORMS, LES KRESTEL80777
2015 uniforms, Les Krestel
423.000.76.535.80.24.00 242.67
9.2% Sales Tax
423.000.76.535.80.24.00 22.33
Total :934.40
213216 3/5/2015 075161 WHISTLE WORKWEAR 76534 WWTP - 2015 UNIFORM, JON CLAY
2015 uniform, Jon Clay
423.000.76.535.80.24.00 241.11
8.7% Sales Tax
423.000.76.535.80.24.00 20.98
Total :262.09
Bank total :189,369.0095 Vouchers for bank code :usbank
189,369.00Total vouchers :Vouchers in this report95
28Page:
Packet Page 47 of 328
03/05/2015
Voucher List
City of Edmonds
29
7:13:48AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
29Page:
Packet Page 48 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade c329 E0AA
STR 15th St. SW Walkway (Edmonds Way to 8th Ave)c424 E3DC
STM 190th Pl SW Wall Construction c428 E3FF
STR 2009 Street Overlay Program c294 E9CA
WTR 2010 Waterline Replacement Program c363 E0JA
STR 2011 Residential Neighborhood Traffic Calming c343 E1AB
WTR 2011 Waterline Replacement Program c333 E1JA
STM 2012 Citywide Storm Drainage Improvements c382 E2FE
SWR 2012 Sanitary Sewer Comp Plan Update c369 E2GA
SWR 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement c347 E1GA
WTR 2012 Waterline Overlay Program c388 E2CA
WTR 2012 Waterline Replacement Program c340 E1JE
STM 2013 Citywide Drainage Replacement c406 E3FA
STM 2013 Lake Ballinger Basin Study & Associated Projects c407 E3FB
SWR 2013 Sewerline Replacement Project c398 E3GA
WTR 2013 Waterline Replacement Program c397 E3JA
STR 2014 Chip Seals c451 E4CB
STM 2014 Drainage Improvements c433 E4FA
STM 2014 Lake Ballinger Associated Projects c436 E4FD
STR 2014 Overlay Program c438 E4CA
STR 2014 Waterline Overlays c452 E4CC
WTR 2014 Waterline Replacement Program c422 E4JA
STM 2014 Willow Creek Daylighting/Edmonds Marsh Restoration c435 E4FC
STM 2015 Citywide Drainage Improvements/Rehab Projects c466 E5FA
STR 2015 Overlay Program c463 E5CA
SWR 2015 Sewerline Replacement Project c441 E4GA
STR 2015 Traffic Calming c471 E5AB
WTR 2015 Waterline Replacement Program c440 E4JB
WTR 2016 Water Comp Plan Update c460 E4JC
SWR 2016-17 Sanitary Sewer Replacement Projects c469 E5GA
WTR 2016-17 Waterline Replacement Projects c468 E5JA
STR 220 7th Ave N Sidewalk c421 E3DA
STR 220th Street Overlay Project c462 E4CD
WTR 224th Waterline Relocation (2013)c418 E3JB
Revised 3/5/2015 Packet Page 49 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR 226th Street Walkway Project c312 E9DA
STR 228th St. SW Corridor Improvements i005 E7AC
STR 236th St. SW Walkway (Edmonds Way to Madrona School)c425 E3DD
STR 238th St. SW Walkway (100th Ave to 104th Ave)c423 E3DB
STR 5th Ave Overlay Project c399 E2CC
STR 76th Ave W at 212th St SW Intersection Improvements c368 E1CA
WTR 76th Ave W Waterline Extension with Lynnwood c344 E1JB
STR 76th Avenue West/75th Place West Walkway Project c245 E6DA
STR 9th Avenue Improvement Project c392 E2AB
STR ADA Curb Ramp Upgrades along 3rd Ave S c426 E3DE
SWR Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)c390 E2GB
WTR AWD Intertie and Reservoir Improvements c324 E0IA
STR Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project c256 E6DB
PRK City Spray Park c417 E4MA
SWR Citywide CIPP Sewer Rehab Phase I c456 E4GB
STR Citywide Safety Improvements c404 E2AC
SWR City-Wide Sewer Improvements c301 E8GD
STM Dayton Street & SR104 Storm Drainage Alternatives c374 E1FM
PM Dayton Street Plaza c276 E7MA
STM Dayton Street Storm Improvements (6th Ave - 8th Ave)c409 E3FD
STM Dayton Street Stormwater Pump Station c455 E4FE
FAC Edmonds Fishing Pier Rehab c443 E4MB
WTR Edmonds General Facilities Charge Study c345 E1JC
STM Edmonds Marsh Feasibility Study c380 E2FC
FAC Edmonds Museum Exterior Repairs Project c327 E0LA
FAC ESCO III Project c419 E3LB
STR Five Corners Roundabout (212th Street SW @ 84th Avenue W)c342 E1AA
PM Fourth Avenue Cultural Corridor c282 E8MA
FAC Frances Anderson Center Accessibility Upgrades c393 E3LA
STR Hwy 99 Enhancements (Phase III)c405 E2AD
PM Interurban Trail c146 E2DB
STM Lake Ballinger Associated Projects 2012 c381 E2FD
STM LID Retrofits Perrinville Creek Basin c434 E4FB
SWR Lift Station #1 Basin & Flow Study c461 E4GC
Revised 3/5/2015 Packet Page 50 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
SWR Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)c298 E8GA
STR Main Street Lighting and Sidewalk Enhancements c265 E7AA
WTR Main Street Watermain c375 E1JK
PM Marina Beach Additional Parking c290 E8MB
STM North Talbot Road Drainage Improvements c378 E2FA
STM Northstream Pipe Abandonment on Puget Drive c410 E3FE
STM NPDES m013 E7FG
SWR OVD Sewer Lateral Improvements c142 E3GB
WTR OVD Watermain Improvements (2003)c141 E3JB
STM Perrinville Creek Culvert Replacement c376 E1FN
STM Perrinville Creek Stormwater Flow Reduction Retrofit Study c408 E3FC
WTR Pioneer Way Road Repair c389 E2CB
WTR PRV Station 11 and 12 Abandonment c346 E1JD
STM Public Facilities Water Quality Upgrades c339 E1FD
FAC Public Safety Controls System Upgrades c444 E4LA
STR School Zone Flashing Beacon/Lighting Grant c420 E3AA
PM Senior Center Parking Lot & Landscaping Improvements c321 E9MA
FAC Senior Center Roof Repairs c332 E0LB
SWR Sewer Lift Station Rehabilitation Design c304 E9GA
WWTP Sewer Outfall Groundwater Monitoring c446 E4HA
WTR Sewer, Water, Stormwater Revenue Requirements Update c370 E1GB
STR Shell Valley Emergency Access Road c268 E7CB
STR SR104 Corridor Transportation Study c427 E3AB
General SR104 Telecommunications Conduit Crossing c372 E1EA
STR SR104/City Park Mid-Block Crossing c454 E4DB
General SR99 Enhancement Program c238 E6MA
STM Storm Contribution to Transportation Projects c341 E1FF
STM Storm Drainage Improvements - 88th & 194th c429 E3FG
STM Stormwater Development Review Support (NPDES Capacity)c349 E1FH
STM Stormwater GIS Support c326 E0FC
STR Sunset Walkway Improvements c354 E1DA
STM SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System c379 E2FB
STM SW Edmonds-105th/106th Ave W Storm Improvements c430 E3FH
STM Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation c307 E9FB
Revised 3/5/2015 Packet Page 51 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR Trackside Warning System c470 E5AA
ENG Train Trench - Concept c453 E4DA
STR Transportation Plan Update c391 E2AA
STM Update Stormwater Management Code & Associated Projects c467 E5FB
STM Video Assessment of Stormwater Lines c459 E4FF
Revised 3/5/2015 Packet Page 52 of 328
PROJECT NUMBERS (By Engineering Number)
Funding
Engineering
Project
Number
Project
Accounting
Number Project Title
STR E0AA c329 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade
STM E0FC c326 Stormwater GIS Support
WTR E0IA c324 AWD Intertie and Reservoir Improvements
WTR E0JA c363 2010 Waterline Replacement Program
FAC E0LA c327 Edmonds Museum Exterior Repairs Project
FAC E0LB c332 Senior Center Roof Repairs
STR E1AA c342 Five Corners Roundabout (212th Street SW @ 84th Avenue W)
STR E1AB c343 2011 Residential Neighborhood Traffic Calming
STR E1CA c368 76th Ave W at 212th St SW Intersection Improvements
STR E1DA c354 Sunset Walkway Improvements
General E1EA c372 SR104 Telecommunications Conduit Crossing
STM E1FD c339 Public Facilities Water Quality Upgrades
STM E1FF c341 Storm Contribution to Transportation Projects
STM E1FH c349 Stormwater Development Review Support (NPDES Capacity)
STM E1FM c374 Dayton Street & SR104 Storm Drainage Alternatives
STM E1FN c376 Perrinville Creek Culvert Replacement
SWR E1GA c347 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement
WTR E1GB c370 Sewer, Water, Stormwater Revenue Requirements Update
WTR E1JA c333 2011 Waterline Replacement Program
WTR E1JB c344 76th Ave W Waterline Extension with Lynnwood
WTR E1JC c345 Edmonds General Facilities Charge Study
WTR E1JD c346 PRV Station 11 and 12 Abandonment
WTR E1JE c340 2012 Waterline Replacement Program
WTR E1JK c375 Main Street Watermain
STR E2AA c391 Transportation Plan Update
STR E2AB c392 9th Avenue Improvement Project
STR E2AC c404 Citywide Safety Improvements
STR E2AD c405 Hwy 99 Enhancements (Phase III)
WTR E2CA c388 2012 Waterline Overlay Program
WTR E2CB c389 Pioneer Way Road Repair
STR E2CC c399 5th Ave Overlay Project
PM E2DB c146 Interurban Trail
STM E2FA c378 North Talbot Road Drainage Improvements
STM E2FB c379 SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
STM E2FC c380 Edmonds Marsh Feasibility Study
STM E2FD c381 Lake Ballinger Associated Projects 2012
Revised 3/5/2015 Packet Page 53 of 328
PROJECT NUMBERS (By Engineering Number)
Funding
Engineering
Project
Number
Project
Accounting
Number Project Title
STM E2FE c382 2012 Citywide Storm Drainage Improvements
SWR E2GA c369 2012 Sanitary Sewer Comp Plan Update
SWR E2GB c390 Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)
STR E3AA c420 School Zone Flashing Beacon/Lighting Grant
STR E3AB c427 SR104 Corridor Transportation Study
STR E3DA c421 220 7th Ave N Sidewalk
STR E3DB c423 238th St. SW Walkway (100th Ave to 104th Ave)
STR E3DC c424 15th St. SW Walkway (Edmonds Way to 8th Ave)
STR E3DD c425 236th St. SW Walkway (Edmonds Way to Madrona School)
STR E3DE c426 ADA Curb Ramp Upgrades along 3rd Ave S
STM E3FA c406 2013 Citywide Drainage Replacement
STM E3FB c407 2013 Lake Ballinger Basin Study & Associated Projects
STM E3FC c408 Perrinville Creek Stormwater Flow Reduction Retrofit Study
STM E3FD c409 Dayton Street Storm Improvements (6th Ave - 8th Ave)
STM E3FE c410 Northstream Pipe Abandonment on Puget Drive
STM E3FF c428 190th Pl SW Wall Construction
STM E3FG c429 Storm Drainage Improvements - 88th & 194th
STM E3FH c430 SW Edmonds-105th/106th Ave W Storm Improvements
SWR E3GA c398 2013 Sewerline Replacement Project
SWR E3GB c142 OVD Sewer Lateral Improvements
WTR E3JA c397 2013 Waterline Replacement Program
WTR E3JB c418 224th Waterline Relocation (2013)
WTR E3JB c141 OVD Watermain Improvements (2003)
FAC E3LA c393 Frances Anderson Center Accessibility Upgrades
FAC E3LB c419 ESCO III Project
STR E4CA c438 2014 Overlay Program
STR E4CB c451 2014 Chip Seals
STR E4CC c452 2014 Waterline Overlays
STR E4CD c462 220th Street Overlay Project
ENG E4DA c453 Train Trench - Concept
STR E4DB c454 SR104/City Park Mid-Block Crossing
STM E4FA c433 2014 Drainage Improvements
STM E4FB c434 LID Retrofits Perrinville Creek Basin
STM E4FC c435 2014 Willow Creek Daylighting/Edmonds Marsh Restoration
STM E4FD c436 2014 Lake Ballinger Associated Projects
STM E4FE c455 Dayton Street Stormwater Pump Station
Revised 3/5/2015 Packet Page 54 of 328
PROJECT NUMBERS (By Engineering Number)
Funding
Engineering
Project
Number
Project
Accounting
Number Project Title
STM E4FF c459 Video Assessment of Stormwater Lines
SWR E4GA c441 2015 Sewerline Replacement Project
SWR E4GB c456 Citywide CIPP Sewer Rehab Phase I
SWR E4GC c461 Lift Station #1 Basin & Flow Study
WWTP E4HA c446 Sewer Outfall Groundwater Monitoring
WTR E4JA c422 2014 Waterline Replacement Program
WTR E4JB c440 2015 Waterline Replacement Program
WTR E4JC c460 2016 Water Comp Plan Update
FAC E4LA c444 Public Safety Controls System Upgrades
PRK E4MA c417 City Spray Park
FAC E4MB c443 Edmonds Fishing Pier Rehab
STR E5AA c470 Trackside Warning System
STR E5AB c471 2015 Traffic Calming
STR E5CA c463 2015 Overlay Program
STM E5FA c466 2015 Citywide Drainage Improvements/Rehab Projects
STM E5FB c467 Update Stormwater Management Code & Associated Projects
SWR E5GA c469 2016-17 Sanitary Sewer Replacement Projects
WTR E5JA c468 2016-17 Waterline Replacement Projects
STR E6DA c245 76th Avenue West/75th Place West Walkway Project
STR E6DB c256 Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project
General E6MA c238 SR99 Enhancement Program
STR E7AA c265 Main Street Lighting and Sidewalk Enhancements
STR E7AC i005 228th St. SW Corridor Improvements
STR E7CB c268 Shell Valley Emergency Access Road
STM E7FG m013 NPDES
PM E7MA c276 Dayton Street Plaza
SWR E8GA c298 Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)
SWR E8GD c301 City-Wide Sewer Improvements
PM E8MA c282 Fourth Avenue Cultural Corridor
PM E8MB c290 Marina Beach Additional Parking
STR E9CA c294 2009 Street Overlay Program
STR E9DA c312 226th Street Walkway Project
STM E9FB c307 Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation
SWR E9GA c304 Sewer Lift Station Rehabilitation Design
PM E9MA c321 Senior Center Parking Lot & Landscaping Improvements
Revised 3/5/2015 Packet Page 55 of 328
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
WTR c141 E3JB OVD Watermain Improvements (2003)
SWR c142 E3GB OVD Sewer Lateral Improvements
PM c146 E2DB Interurban Trail
General c238 E6MA SR99 Enhancement Program
STR c245 E6DA 76th Avenue West/75th Place West Walkway Project
STR c256 E6DB Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project
STR c265 E7AA Main Street Lighting and Sidewalk Enhancements
STR c268 E7CB Shell Valley Emergency Access Road
PM c276 E7MA Dayton Street Plaza
PM c282 E8MA Fourth Avenue Cultural Corridor
PM c290 E8MB Marina Beach Additional Parking
STR c294 E9CA 2009 Street Overlay Program
SWR c298 E8GA Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)
SWR c301 E8GD City-Wide Sewer Improvements
SWR c304 E9GA Sewer Lift Station Rehabilitation Design
STM c307 E9FB Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation
STR c312 E9DA 226th Street Walkway Project
PM c321 E9MA Senior Center Parking Lot & Landscaping Improvements
WTR c324 E0IA AWD Intertie and Reservoir Improvements
STM c326 E0FC Stormwater GIS Support
FAC c327 E0LA Edmonds Museum Exterior Repairs Project
STR c329 E0AA 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade
FAC c332 E0LB Senior Center Roof Repairs
WTR c333 E1JA 2011 Waterline Replacement Program
STM c339 E1FD Public Facilities Water Quality Upgrades
WTR c340 E1JE 2012 Waterline Replacement Program
STM c341 E1FF Storm Contribution to Transportation Projects
STR c342 E1AA Five Corners Roundabout (212th Street SW @ 84th Avenue W)
STR c343 E1AB 2011 Residential Neighborhood Traffic Calming
WTR c344 E1JB 76th Ave W Waterline Extension with Lynnwood
WTR c345 E1JC Edmonds General Facilities Charge Study
WTR c346 E1JD PRV Station 11 and 12 Abandonment
SWR c347 E1GA 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement
STM c349 E1FH Stormwater Development Review Support (NPDES Capacity)
Revised 3/5/2015 Packet Page 56 of 328
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
STR c354 E1DA Sunset Walkway Improvements
WTR c363 E0JA 2010 Waterline Replacement Program
STR c368 E1CA 76th Ave W at 212th St SW Intersection Improvements
SWR c369 E2GA 2012 Sanitary Sewer Comp Plan Update
WTR c370 E1GB Sewer, Water, Stormwater Revenue Requirements Update
General c372 E1EA SR104 Telecommunications Conduit Crossing
STM c374 E1FM Dayton Street & SR104 Storm Drainage Alternatives
WTR c375 E1JK Main Street Watermain
STM c376 E1FN Perrinville Creek Culvert Replacement
STM c378 E2FA North Talbot Road Drainage Improvements
STM c379 E2FB SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
STM c380 E2FC Edmonds Marsh Feasibility Study
STM c381 E2FD Lake Ballinger Associated Projects 2012
STM c382 E2FE 2012 Citywide Storm Drainage Improvements
WTR c388 E2CA 2012 Waterline Overlay Program
WTR c389 E2CB Pioneer Way Road Repair
SWR c390 E2GB Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)
STR c391 E2AA Transportation Plan Update
STR c392 E2AB 9th Avenue Improvement Project
FAC c393 E3LA Frances Anderson Center Accessibility Upgrades
WTR c397 E3JA 2013 Waterline Replacement Program
SWR c398 E3GA 2013 Sewerline Replacement Project
STR c399 E2CC 5th Ave Overlay Project
STR c404 E2AC Citywide Safety Improvements
STR c405 E2AD Hwy 99 Enhancements (Phase III)
STM c406 E3FA 2013 Citywide Drainage Replacement
STM c407 E3FB 2013 Lake Ballinger Basin Study & Associated Projects
STM c408 E3FC Perrinville Creek Stormwater Flow Reduction Retrofit Study
STM c409 E3FD Dayton Street Storm Improvements (6th Ave - 8th Ave)
STM c410 E3FE Northstream Pipe Abandonment on Puget Drive
PRK c417 E4MA City Spray Park
WTR c418 E3JB 224th Waterline Relocation (2013)
FAC c419 E3LB ESCO III Project
STR c420 E3AA School Zone Flashing Beacon/Lighting Grant
Revised 3/5/2015 Packet Page 57 of 328
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
STR c421 E3DA 220 7th Ave N Sidewalk
WTR c422 E4JA 2014 Waterline Replacement Program
STR c423 E3DB 238th St. SW Walkway (100th Ave to 104th Ave)
STR c424 E3DC 15th St. SW Walkway (Edmonds Way to 8th Ave)
STR c425 E3DD 236th St. SW Walkway (Edmonds Way to Madrona School)
STR c426 E3DE ADA Curb Ramp Upgrades along 3rd Ave S
STR c427 E3AB SR104 Corridor Transportation Study
STM c428 E3FF 190th Pl SW Wall Construction
STM c429 E3FG Storm Drainage Improvements - 88th & 194th
STM c430 E3FH SW Edmonds-105th/106th Ave W Storm Improvements
STM c433 E4FA 2014 Drainage Improvements
STM c434 E4FB LID Retrofits Perrinville Creek Basin
STM c435 E4FC 2014 Willow Creek Daylighting/Edmonds Marsh Restoration
STM c436 E4FD 2014 Lake Ballinger Associated Projects
STR c438 E4CA 2014 Overlay Program
WTR c440 E4JB 2015 Waterline Replacement Program
SWR c441 E4GA 2015 Sewerline Replacement Project
FAC c443 E4MB Edmonds Fishing Pier Rehab
FAC c444 E4LA Public Safety Controls System Upgrades
WWTP c446 E4HA Sewer Outfall Groundwater Monitoring
STR c451 E4CB 2014 Chip Seals
STR c452 E4CC 2014 Waterline Overlays
ENG c453 E4DA Train Trench - Concept
STR c454 E4DB SR104/City Park Mid-Block Crossing
STM c455 E4FE Dayton Street Stormwater Pump Station
SWR c456 E4GB Citywide CIPP Sewer Rehab Phase I
STM c459 E4FF Video Assessment of Stormwater Lines
WTR c460 E4JC 2016 Water Comp Plan Update
SWR c461 E4GC Lift Station #1 Basin & Flow Study
STR c462 E4CD 220th Street Overlay Project
STR c463 E5CA 2015 Overlay Program
STM c466 E5FA 2015 Citywide Drainage Improvements/Rehab Projects
STM c467 E5FB Update Stormwater Management Code & Associated Projects
WTR c468 E5JA 2016-17 Waterline Replacement Projects
Revised 3/5/2015 Packet Page 58 of 328
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
SWR c469 E5GA 2016-17 Sanitary Sewer Replacement Projects
STR c470 E5AA Trackside Warning System
STR c471 E5AB 2015 Traffic Calming
STR i005 E7AC 228th St. SW Corridor Improvements
STM m013 E7FG NPDES
Revised 3/5/2015 Packet Page 59 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
ENG Train Trench - Concept c453 E4DA
FAC Edmonds Museum Exterior Repairs Project c327 E0LA
FAC Senior Center Roof Repairs c332 E0LB
FAC Frances Anderson Center Accessibility Upgrades c393 E3LA
FAC ESCO III Project c419 E3LB
FAC Public Safety Controls System Upgrades c444 E4LA
FAC Edmonds Fishing Pier Rehab c443 E4MB
General SR104 Telecommunications Conduit Crossing c372 E1EA
General SR99 Enhancement Program c238 E6MA
PM Interurban Trail c146 E2DB
PM Dayton Street Plaza c276 E7MA
PM Fourth Avenue Cultural Corridor c282 E8MA
PM Marina Beach Additional Parking c290 E8MB
PM Senior Center Parking Lot & Landscaping Improvements c321 E9MA
PRK City Spray Park c417 E4MA
STM Stormwater GIS Support c326 E0FC
STM Public Facilities Water Quality Upgrades c339 E1FD
STM Storm Contribution to Transportation Projects c341 E1FF
STM Stormwater Development Review Support (NPDES Capacity)c349 E1FH
STM Dayton Street & SR104 Storm Drainage Alternatives c374 E1FM
STM Perrinville Creek Culvert Replacement c376 E1FN
STM Edmonds Marsh Feasibility Study c380 E2FC
STM 2012 Citywide Storm Drainage Improvements c382 E2FE
STM 2013 Citywide Drainage Replacement c406 E3FA
STM 2013 Lake Ballinger Basin Study & Associated Projects c407 E3FB
STM Perrinville Creek Stormwater Flow Reduction Retrofit Study c408 E3FC
STM Dayton Street Storm Improvements (6th Ave - 8th Ave)c409 E3FD
STM Northstream Pipe Abandonment on Puget Drive c410 E3FE
STM 190th Pl SW Wall Construction c428 E3FF
STM Storm Drainage Improvements - 88th & 194th c429 E3FG
STM SW Edmonds-105th/106th Ave W Storm Improvements c430 E3FH
STM 2014 Drainage Improvements c433 E4FA
STM LID Retrofits Perrinville Creek Basin c434 E4FB
STM 2014 Willow Creek Daylighting/Edmonds Marsh Restoration c435 E4FC
STM 2014 Lake Ballinger Associated Projects c436 E4FD
Revised 3/5/2015 Packet Page 60 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STM Dayton Street Stormwater Pump Station c455 E4FE
STM Video Assessment of Stormwater Lines c459 E4FF
STM Update Stormwater Management Code & Associated Projects c467 E5FB
STM NPDES m013 E7FG
STM Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation c307 E9FB
STM North Talbot Road Drainage Improvements c378 E2FA
STM SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System c379 E2FB
STM Lake Ballinger Associated Projects 2012 c381 E2FD
STM 2015 Citywide Drainage Improvements/Rehab Projects c466 E5FA
STR 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade c329 E0AA
STR Five Corners Roundabout (212th Street SW @ 84th Avenue W)c342 E1AA
STR 2011 Residential Neighborhood Traffic Calming c343 E1AB
STR 76th Ave W at 212th St SW Intersection Improvements c368 E1CA
STR Sunset Walkway Improvements c354 E1DA
STR Transportation Plan Update c391 E2AA
STR 9th Avenue Improvement Project c392 E2AB
STR Citywide Safety Improvements c404 E2AC
STR Hwy 99 Enhancements (Phase III)c405 E2AD
STR 5th Ave Overlay Project c399 E2CC
STR School Zone Flashing Beacon/Lighting Grant c420 E3AA
STR SR104 Corridor Transportation Study c427 E3AB
STR 220 7th Ave N Sidewalk c421 E3DA
STR 238th St. SW Walkway (100th Ave to 104th Ave)c423 E3DB
STR 15th St. SW Walkway (Edmonds Way to 8th Ave)c424 E3DC
STR 236th St. SW Walkway (Edmonds Way to Madrona School)c425 E3DD
STR ADA Curb Ramp Upgrades along 3rd Ave S c426 E3DE
STR 2014 Overlay Program c438 E4CA
STR 2014 Chip Seals c451 E4CB
STR 2014 Waterline Overlays c452 E4CC
STR 220th Street Overlay Project c462 E4CD
STR SR104/City Park Mid-Block Crossing c454 E4DB
STR Trackside Warning System c470 E5AA
STR 2015 Traffic Calming c471 E5AB
STR 2015 Overlay Program c463 E5CA
STR 76th Avenue West/75th Place West Walkway Project c245 E6DA
Revised 3/5/2015 Packet Page 61 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project c256 E6DB
STR Main Street Lighting and Sidewalk Enhancements c265 E7AA
STR 228th St. SW Corridor Improvements i005 E7AC
STR Shell Valley Emergency Access Road c268 E7CB
STR 2009 Street Overlay Program c294 E9CA
STR 226th Street Walkway Project c312 E9DA
SWR 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement c347 E1GA
SWR 2012 Sanitary Sewer Comp Plan Update c369 E2GA
SWR Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)c390 E2GB
SWR 2013 Sewerline Replacement Project c398 E3GA
SWR OVD Sewer Lateral Improvements c142 E3GB
SWR 2015 Sewerline Replacement Project c441 E4GA
SWR Citywide CIPP Sewer Rehab Phase I c456 E4GB
SWR Lift Station #1 Basin & Flow Study c461 E4GC
SWR 2016-17 Sanitary Sewer Replacement Projects c469 E5GA
SWR Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)c298 E8GA
SWR City-Wide Sewer Improvements c301 E8GD
SWR Sewer Lift Station Rehabilitation Design c304 E9GA
WTR AWD Intertie and Reservoir Improvements c324 E0IA
WTR 2010 Waterline Replacement Program c363 E0JA
WTR Sewer, Water, Stormwater Revenue Requirements Update c370 E1GB
WTR 2011 Waterline Replacement Program c333 E1JA
WTR 76th Ave W Waterline Extension with Lynnwood c344 E1JB
WTR Edmonds General Facilities Charge Study c345 E1JC
WTR PRV Station 11 and 12 Abandonment c346 E1JD
WTR 2012 Waterline Replacement Program c340 E1JE
WTR Main Street Watermain c375 E1JK
WTR 2012 Waterline Overlay Program c388 E2CA
WTR Pioneer Way Road Repair c389 E2CB
WTR 2013 Waterline Replacement Program c397 E3JA
WTR 224th Waterline Relocation (2013)c418 E3JB
WTR OVD Watermain Improvements (2003)c141 E3JB
WTR 2014 Waterline Replacement Program c422 E4JA
WTR 2015 Waterline Replacement Program c440 E4JB
WTR 2016 Water Comp Plan Update c460 E4JC
WTR 2016-17 Waterline Replacement Projects c468 E5JA
Revised 3/5/2015 Packet Page 62 of 328
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
WWTP Sewer Outfall Groundwater Monitoring c446 E4HA
Revised 3/5/2015 Packet Page 63 of 328
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 742 (02/16/2015 to 02/28/2015)
Hours AmountHour Type Hour Class Description
Educational Pay CorrectionREGULAR HOURS-ed2 0.00 -156.28
10% OUT OF CLASSMISCELLANEOUS00c1 0.00 256.35
NO PAY NON HIREDABSENT112 20.00 0.00
SICK LEAVE - L & ISICK120 64.00 1,794.22
SICK LEAVESICK121 787.40 30,299.46
VACATIONVACATION122 455.06 20,662.19
HOLIDAY HOURSHOLIDAY123 76.00 3,156.87
FLOATER HOLIDAYHOLIDAY124 54.00 1,808.80
COMPENSATORY TIMECOMP HOURS125 156.75 6,277.19
Police Sick Leave L & ISICK129 80.00 3,341.50
MILITARY LEAVEMILITARY131 12.00 432.00
BEREAVEMENTBEREAVEMENT141 26.00 837.69
Kelly Day UsedREGULAR HOURS150 96.00 4,280.50
COMPTIME AUTO PAYCOMP HOURS155 136.14 5,727.28
MANAGEMENT LEAVEVACATION160 33.00 2,343.87
COUNCIL BASE PAYREGULAR HOURS170 600.00 6,000.00
COUNCIL PRESIDENTS PAYREGULAR HOURS174 0.00 200.00
COUNCIL PAY FOR NO MEDICALREGULAR HOURS175 0.00 694.93
REGULAR HOURSREGULAR HOURS190 13,449.35 521,253.73
FIRE PENSION PAYMENTSREGULAR HOURS191 4.00 2,267.58
ADMINISTRATIVE LEAVEREGULAR HOURS195 64.00 2,330.00
LIGHT DUTYREGULAR HOURS196 77.75 3,247.52
OVERTIME-STRAIGHTOVERTIME HOURS210 111.00 4,724.14
WATER WATCH STANDBYOVERTIME HOURS215 48.00 2,216.55
STANDBY TREATMENT PLANTMISCELLANEOUS216 6.00 527.34
OVERTIME 1.5OVERTIME HOURS220 273.75 16,999.09
OVERTIME-DOUBLEOVERTIME HOURS225 11.00 686.78
SHIFT DIFFERENTIALSHIFT DIFFERENTIAL411 0.00 672.31
RETROACTIVE PAYRETROACTIVE PAY600 0.00 100.00
ACCRUED COMPCOMP HOURS602 107.50 0.00
Holiday Comp 1.0COMP HOURS603 32.00 0.00
ACCRUED COMP TIMECOMP HOURS604 146.00 0.00
ACCRUED COMP TIMECOMP HOURS606 4.75 0.00
ACCREDITATION PAYMISCELLANEOUSacc 0.00 24.70
03/05/2015 Page 1 of 2
Packet Page 64 of 328
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 742 (02/16/2015 to 02/28/2015)
Hours AmountHour Type Hour Class Description
Accreditation 1% Part TimeMISCELLANEOUSacp 0.00 0.00
ACCRED/POLICE SUPPORTMISCELLANEOUSacs 0.00 169.99
BOC II CertificationMISCELLANEOUSboc 0.00 81.17
Collision ReconstructionistMISCELLANEOUScolre 0.00 138.69
TRAINING CORPORALMISCELLANEOUScpl 0.00 143.68
CERTIFICATION III PAYMISCELLANEOUScrt 0.00 516.16
DETECTIVE PAYMISCELLANEOUSdet 0.00 100.25
Detective 4%MISCELLANEOUSdet4 0.00 965.68
EDUCATION PAY 2%EDUCATION PAYed1 0.00 780.22
EDUCATION PAY 4%EDUCATION PAYed2 0.00 718.40
EDUCATION PAY 6%EDUCATION PAYed3 0.00 4,639.11
FAMILY MEDICAL/NON PAIDABSENTfmla 49.19 0.00
HOLIDAYHOLIDAYhol 1,196.80 45,919.57
K-9 PAYMISCELLANEOUSk9 0.00 95.43
LONGEVITY PAY 2%LONGEVITYlg1 0.00 1,741.27
LONGEVITY 5.5%LONGEVITYlg10 0.00 407.75
LONGEVITY PAY 4%LONGEVITY PAYlg2 0.00 822.00
LONGEVITY 6%LONGEVITY PAYlg3 0.00 5,513.34
Longevity 1%LONGEVITYlg4 0.00 157.65
Longevity .5%LONGEVITYlg6 0.00 302.98
Longevity 1.5%LONGEVITYlg7 0.00 873.74
Longevity 3.5%LONGEVITYlg9 0.00 86.45
MOTORCYCLE PAYMISCELLANEOUSmtc 0.00 200.50
Public Disclosure SpecialistMISCELLANEOUSpds 0.00 46.65
PHYSICAL FITNESS PAYMISCELLANEOUSphy 0.00 1,683.52
PROFESSIONAL STANDARDS SERGEANMISCELLANEOUSprof 0.00 153.70
SPECIAL DUTY PAY 5%MISCELLANEOUSsdp 0.00 504.43
ADMINISTRATIVE SERGEANTMISCELLANEOUSsgt 0.00 153.70
SICK LEAVE ADD BACKSICKslw 213.53 0.00
TRAFFICMISCELLANEOUStraf 0.00 315.78
Total Net Pay:$484,102.90
$710,238.12 18,390.97
03/05/2015 Page 2 of 2
Packet Page 65 of 328
Benefit Checks Summary Report
City of Edmonds
Pay Period: 742 - 02/16/2015 to 02/28/2015
Bank: usbank - US Bank
Direct DepositCheck AmtNamePayee #DateCheck #
61530 03/05/2015 epoa EPOA-1 POLICE 1,173.00 0.00
61531 03/05/2015 epoa4 EPOA-4 POLICE SUPPORT 117.00 0.00
61532 03/05/2015 flex FLEX-PLAN SERVICES, INC 808.33 0.00
61533 03/05/2015 jhan JOHN HANCOCK 1,028.10 0.00
61534 03/05/2015 cope SEIU COPE 62.00 0.00
61535 03/05/2015 seiu SEIU LOCAL 925 3,441.85 0.00
61536 03/05/2015 uw UNITED WAY OF SNOHOMISH COUNTY 724.00 0.00
61537 03/05/2015 icma VANTAGE TRANSFER AGENTS 304884 1,499.51 0.00
61538 03/05/2015 mebt WTRISC FBO #N3177B1 87,242.22 0.00
96,096.01 0.00
Bank: wire - US BANK
Direct DepositCheck AmtNamePayee #DateCheck #
2185 03/05/2015 pens DEPT OF RETIREMENT SYSTEMS 194,509.13 0.00
2187 03/05/2015 aflac AFLAC 5,164.07 0.00
2192 03/05/2015 wadc WASHINGTON STATE TREASURER 20,861.50 0.00
2193 03/05/2015 us US BANK 93,795.85 0.00
2194 03/05/2015 pb NATIONWIDE RETIREMENT SOLUTION 5,157.60 0.00
2195 03/05/2015 awc AWC 1,093.64 0.00
2196 03/05/2015 oe OFFICE OF SUPPORT ENFORCEMENT 48.50 0.00
320,630.29 0.00
416,726.30 0.00Grand Totals:
Page 1 of 13/5/2015
Packet Page 66 of 328
AM-7530 3. C.
City Council Meeting
Meeting Date:03/10/2015
Time:Consent
Submitted By:Linda Hynd
Department:City Clerk's Office
Type: Action
Information
Subject Title
Acknowledge receipt of a Claim for Damages from Betty L. Swarthout ($421.50).
Recommendation
Acknowledge receipt of the Claim for Damages by minute entry.
Previous Council Action
N/A
Narrative
Betty L. Swarthout
10915 16th Avenue SE
#310
Everett, WA 98208
Attachments
Swarthout Claim for Damages
Form Review
Inbox Reviewed By Date
Mayor Dave Earling 03/05/2015 03:03 PM
Finalize for Agenda Scott Passey 03/05/2015 03:10 PM
Form Started By: Linda Hynd Started On: 03/02/2015 01:57 PM
Final Approval Date: 03/05/2015
Packet Page 67 of 328
Packet Page 68 of 328
Packet Page 69 of 328
Packet Page 70 of 328
Packet Page 71 of 328
Packet Page 72 of 328
Packet Page 73 of 328
AM-7535 3. D.
City Council Meeting
Meeting Date:03/10/2015
Time:Consent
Submitted By:Robert English
Department:Engineering
Type: Action
Information
Subject Title
Authorization for Mayor to sign an Interlocal Agreement with Mountlake Terrace for the 228th St. SW
Corridor Improvement Project.
Recommendation
Authorize Mayor to sign the Interlocal Agreement.
Previous Council Action
On February 10, 2015, the City Council reviewed this item and recommended it be placed on the consent
agenda for approval.
Narrative
The project will construct the missing link of roadway on 228th St from State Route (SR) 99 to 76th Ave
and install two new traffic signals at the intersections of SR99 / 228th St. and 76th Ave/ 228th St. The
center median will be extended on a portion of SR99 to restrict left turns and improve safety. Sidewalk
and bike lanes will be included along the new section of 228th St.
The 228th St. Corridor Improvement Project has been combined with the SR99 Illumination Phase 3
project. The Phase 3 improvements will install new street lighting on SR99 between 212th St. and 220th
St. The street light poles will include lower level pedestrian lighting and banners.
The project also includes the pavement reconstruction of 228th St/Lakeview Drive in the City of
Mountlake Terrace. The initial scope of improvements were to provide a 2-inch grind and overlay on
228th St/Lakeview Drive. This work was to be funded by the federal grant received for the project with
the 13.5% local match paid by Mountlake Terrace.
During the final design phase, Mountlake Terrace determined it was necessary to reconstruct 228th
St/Lakeview Drive in lieu of a 2-inch grind and overlay, because of the poor condition of the pavement
surface and underlying base material. The increased design and construction cost beyond the original
2-inch grind and overlay will be funded by Mountlake Terrace.
The Mountlake Terrace City Council approved the ILA at their City Council meeting on Monday, March
2, 2015.
Attachments
Packet Page 74 of 328
Interlocal Agreement with Mountlake Terrace
Form Review
Inbox Reviewed By Date
Engineering (Originator)Robert English 03/05/2015 02:13 PM
Public Works Phil Williams 03/05/2015 03:23 PM
City Clerk Scott Passey 03/05/2015 03:23 PM
Mayor Dave Earling 03/05/2015 03:26 PM
Finalize for Agenda Scott Passey 03/05/2015 03:39 PM
Form Started By: Robert English Started On: 03/04/2015 04:51 PM
Final Approval Date: 03/05/2015
Packet Page 75 of 328
228th ST. SW CORRIDOR IMPROVEMENTS PROJECT
DESIGN AND CONSTRUCTION
between
THE CITY OF MOUNTLAKE TERRACE
and
THE CITY OF EDMONDS
THIS INTERLOCAL AGREEMENT (hereinafter “the Agreement”) is entered
into under the authority of the Interlocal Cooperation Act, Chapter 39.34 RCW, by and
between the City of Mountlake Terrace (hereinafter “MOUNTLAKE TERRACE”), a
municipal corporation organized under the laws of the State of Washington, and the City
of Edmonds (hereinafter “EDMONDS”), a municipal corporation organized under the
laws of the State of Washington (individually “Party” and collectively “the Parties”), to
provide for the design and construction of the 228th St. Corridor Improvements Project,
and to define the Parties’ respective rights, obligations, costs and liabilities regarding this
undertaking.
RECITALS
WHEREAS, Chapter 39.34 RCW authorizes two or more political subdivisions
or units of local government of the State of Washington to cooperate on a basis of mutual
advantage to provide for services and facilities; and
WHEREAS, EDMONDS is completing the designs for their 228th Corridor
Improvements to improve EDMONDS’ transportation system by constructing a new
section of 228th St between State Route 99 and 76th Ave and installing new traffic signals
at the intersections of 228th St and State Route 99 and 228th St and 76th Ave and other
related transportation improvements; and
WHEREAS, EDMONDS is completing the designs for their State Route 99
Illumination Improvements Project to enhance street lighting on State Route 99 between
220th St and 212th St; and
WHEREAS, EDMONDS plans to bid both projects together in an effort to
achieve more favorable bids on both projects; and
WHEREAS, for the purposes of this Agreement, the 228th Corridor
Improvements Project and State Route 99 Illumination Improvements Project shall be
referred to collectively as the “228th CORRIDOR PROJECT”; and
WHEREAS, the 228th CORRIDOR PROJECT has received federal and state
grants that must be spent in a timely manner; and
WHEREAS, EDMONDS has been working with a qualified design consultant
to complete the plans, specifications and estimates (hereinafter “CONTRACT BID
DOCUMENTS”) for the 228th CORRIDOR PROJECT; and
WHEREAS, EDMONDS agreed during the preliminary designs to use grant
funds to pay 86.5% of the design and construction costs for a 2-inch pavement grind and
overlay of 228th St/Lakeview Drive in MOUNTLAKE TERRACE; and
Packet Page 76 of 328
WHEREAS, MOUNTLAKE TERRACE agreed during the preliminary designs
to reimburse EDMONDS the remaining 13.5% of design and construction costs for a 2-
inch pavement grind and overlay of 228th St/Lakeview Drive; and
WHEREAS, MOUNTLAKE TERRACE made the determination during final
designs to reconstruct 228th St/Lakeview Drive in lieu of a 2-inch pavement grind and
overlay; and
WHEREAS, EDMONDS has agreed at MOUNTLAKE TERRACE’S request to
include the following improvements in the 228TH CORRIDOR PROJECT and
CONTRACT BID DOCUMENTS:
1. Reconstruction of 228th St/Lakeview Drive between stations 19+17
and 36+30 as depicted on drawing # PV04 – PV08 attached hereto;
and
2. Construction of four (4) pedestrian curb ramps on 228th St/Lakeview
Drive; and
3. Installation of one (1) 2-inch diameter conduit between stations 13+20
and 23+50 for MOUNTLAKE TERRACE’S fiber optic traffic signal
coordination system as depicted on drawing IC02 attached hereto.
WHEREAS, MOUNTLAKE TERRACE agrees to reimburse EDMONDS for
13.5% of the design cost to complete a 2-inch pavement grind and overlay of 228th
St/Lakeview Drive; and
WHEREAS, MOUNTLAKE TERRACE agrees to reimburse EDMONDS for
13.5% of the actual construction cost of a 2-inch pavement grind and overlay of 228th
St./Lakeview Drive as determined by the schedule of work in Exhibit B using unit bid
prices specified in the awarded construction contract for the 228TH CORRIDOR
PROJECT; and
WHEREAS, MOUNTLAKE TERRACE agrees to reimburse EDMONDS for
the actual cost to design and reconstruct 228th St/Lakeview Drive that exceeds the actual
construction cost of a 2-inch pavement grind and overlay, as determined by the schedule
of work in Exhibit “B” using unit bid prices specified in the awarded construction
contract for the 228TH CORRIDOR PROJECT; and
WHEREAS, EDMONDS agrees to use grant funds to pay 86.5% of the design
and construction cost to replace four (4) pedestrian curb ramps on 228th St/Lakeview
Drive, since this work would have been required as part of a 2-inch pavement grind and
overlay; and
WHEREAS, MOUNTLAKE TERRACE agrees to reimburse EDMONDS the
remaining 13.5% of the design and construction costs for replacing four (4) pedestrian
curb ramps on 228th St/Lakeview Drive; and
Packet Page 77 of 328
WHEREAS, MOUNTLAKE TERRACE agrees to reimburse EDMONDS for all
design and construction costs to install one (1) 2-inch diameter conduit and pull boxes
between stations 13+20 and 23+50; and
WHEREAS, Exhibit “A” is a preliminary summary of design fees, opinion of
construction costs, estimated construction management costs and estimated allocation of
costs between EDMONDS AND MOUNTLAKE TERRACE for: (1) 2-inch pavement
grind and overlay of 228th St/Lakeview Drive; (2) pavement reconstruction of 228th
St/Lakeview Drive; (3) construction of four pedestrian curb ramps; and (4) installation of
one 2-inch diameter conduit between stations 13+20 and 23+50 as depicted on drawing
IC02; and
WHEREAS, the construction of the 228th CORRIDOR PROJECT is scheduled
to begin in spring 2015; and
WHEREAS, the Parties desire to enter into this Agreement for the purpose of
defining their respective rights, obligations, costs and liabilities regarding this
undertaking; and
WHEREAS, the City Councils of the City of Mountlake Terrace and the City of
Edmonds have taken appropriate action to approve their respective City’s entry into this
Agreement;
NOW, THEREFORE, in consideration of the terms, conditions and covenants
contained herein, the Parties agree as follows:
TERMS
Section 1. Purpose. The purpose of this Agreement is to allocate and define the
Parties’ respective rights, obligations, costs and liabilities concerning the establishment,
operation and maintenance of this undertaking. This Agreement further seeks to establish
a formal arrangement under which MOUNTLAKE TERRACE will reimburse
EDMONDS for:
• 13.5% of the design cost to complete a 2-inch pavement grind and overlay
of 228th St/Lakeview Drive; and
• 13.5% of the actual construction cost of a 2-inch pavement grind and
overlay, as determined by the schedule of work in Exhibit “B” using unit
bid prices specified in the awarded construction contract for the 228TH
CORRIDOR PROJECT; and
• The actual cost to design and reconstruct 228th St/Lakeview Drive that
exceeds the actual construction cost of a 2-inch pavement grind and
overlay, as determined by the schedule of work in Exhibit “B” using unit
bid prices specified in the awarded construction contract for the 228TH
CORRIDOR PROJECT; and
Packet Page 78 of 328
• 13.5% of the grant matching funds for the costs of design and construction
to replace four (4) pedestrian curb ramps on 228th St/Lakeview Dr.; and
• All design and construction costs to install one (1) 2-inch diameter
conduit and pull boxes between stations 13+20 and 23+50, as shown on
Sheet IC02 for its fiber optic traffic signal coordination system, all as part
of the 228th CORRIDOR PROJECT.
Section 2. Term. This Agreement shall be effective upon execution by the
Parties hereto. Unless terminated in accordance with Section 3, this Agreement shall
remain in effect until: (a) MOUNTLAKE TERRACE’s written acceptance of all
infrastructure provided herein; or (b) December 31, 2017, which ever shall first occur.
Provided however, the Parties may at their option, renew and/or amend this Agreement
for a mutually agreed upon term by a writing signed by both Parties.
Section 3. Termination. Prior to the award of the contract for the 228th
CORRIDOR PROJECT, the Parties may mutually agree to terminate this Agreement,
upon written notice by email or otherwise in which case this Agreement will be null and
void. Provided however, if all bids on the 228th CORRIDOR PROJECT are greater than
twenty percent (20%) over the engineer’s estimate and EDMONDS determines not to
award the contract, either Party may terminate this Agreement by providing the other
Party with thirty (30) days written notice of its intent to terminate. Provided further, if
the bid price for Bid Schedule D of CONTRACT BID DOCUMENTS on the 228th
CORRIDOR PROJECT is greater than twenty percent (20%) over the engineer’s estimate
for Bid Schedule D, MOUNTLAKE TERRACE may terminate this Agreement by
providing EDMONDS with thirty (30) days written notice of its intent to terminate.
Provided further if the contract for the 228th CORRIDOR PROJECT work is awarded,
the Parties may terminate this Agreement only for material breach of this Agreement,
after providing the other party with thirty (30) days written notice of its intent to
terminate. Notice shall state the reason(s) for termination. The breaching Party shall have
the opportunity to cure the breach and/or mitigate damages. Termination or expiration
shall not alter the MOUNTLAKE TERRACE payment obligations under Section 6 for
services already rendered and shall not alter the Parties’ respective obligations under
Section 9 and Section 13 of this Agreement.
Section 4. Obligations of MOUNTLAKE TERRACE. MOUNTLAKE
TERRACE agrees to:
A. Provide periodic payments to EDMONDS, pursuant to Section 6 of this
Agreement, to reimburse EDMONDS for:
1. 13.5% of the design cost to complete a 2-inch pavement grind and
overlay of 228th St/Lakeview Drive; and
2. 13.5% of the actual construction cost of a 2-inch pavement grind and
overlay, as determined by the schedule of work in Exhibit “B” using
unit bid prices specified in the awarded construction contract for the
228TH CORRIDOR PROJECT; and
3. The actual cost to design and reconstruct 228th St/Lakeview Drive that
exceeds the actual construction cost of a 2-inch pavement grind and
overlay, as determined by the schedule of work in Exhibit “B” using
Packet Page 79 of 328
unit bid prices specified in the awarded construction contract for the
228TH CORRIDOR PROJECT; and
4. 13.5% of the grant matching funds for the costs of design and
construction to replace four (4) pedestrian curb ramps on 228th
St/Lakeview Dr.; and
5. All design and construction costs to install one (1) 2-inch diameter
conduits and pull boxes between stations 13+20 and 23+50 as shown
on Sheet IC02 for its fiber optic traffic signal coordination system, all
as part of the 228th CORRIDOR PROJECT.
B. Provide periodic payments to EDMONDS, pursuant to Section 6 of this
Agreement, for construction management costs to administer Bid
Schedule D as follows: a) at the documented hours invoiced to
EDMONDS by its retained construction management company and design
consultant for time spent on Bid Schedule D , plus b) the documented
hours for EDMONDS’ employees at the employee’s direct hourly rate of
pay and overhead rate for time spent on Bid Schedule D.
C. Respond promptly to information requests submitted by EDMONDS or its
agents regarding the pavement reconstruction, curb ramp installation, and
conduit installation.
D. Review and approve plans and specifications prepared by the consultant
for the pavement reconstruction, curb ramp installation, and conduit
installation (Bid Schedule D of CONTRACT BID DOCUMENTS).
Approval shall not be unreasonably withheld.
E. Provide (apply for and obtain) MOUNTLAKE TERRACE permits for any
work to be performed within MOUNTLAKE TERRACE at no cost to
EDMONDS. Provided, that nothing herein shall be construed as waiving
or otherwise abridging MOUNTLAKE TERRACE’S regulatory authority
for work within MOUNTLAKE TERRACE. No time restrictions shall be
placed on such permits that would restrict EDMONDS’ Contractor from
working during the days and hours allowed in the CONTRACT BID
DOCUMENTS.
F. Provide timely review of designs prepared by EDMONDS’ consultant,
and complete final design approval by the timelines established by
EDMONDS to meet its construction bidding schedule.
G. Obtain Bid Award Concurrence from the MOUNTLAKE TERRACE City
Council in accordance with Section 7 within thirty (30) days of the bid
opening. MOUNTLAKE TERRACE may withhold Bid Award
Concurrence if the bid price for Bid Schedule D of CONTRACT BID
DOCUMENTS on the 228th CORRIDOR PROJECT is greater than
Packet Page 80 of 328
twenty percent (20%) over the engineer’s estimate for Bid Schedule D. If
the MOUNTLAKE TERRACE City Council does not provide Bid Award
Concurrence within the 30-day time period, EDMONDS will eliminate
this MOUNTLAKE TERRACE work from the contract and
MOUNTLAKE TERRACE will be responsible for all costs to construct
the three items outlined in paragraph 4A, above in a separate contract
administered by MOUNTLAKE TERRACE.
H. MOUNTLAKE TERRACE shall attend EDMONDS’ weekly construction
coordination meetings.
I. MOUNTLAKE TERRACE will coordinate all corrections, concerns,
issues, changes and contractor correspondence through the EDMONDS
Project Manager.
Section 5. Obligations of EDMONDS. EDMONDS agrees to:
A. Assume responsibility for constructing the 228th CORRIDOR PROJECT
in accordance with the design plans approved by MOUNTLAKE
TERRACE (including but not limited to securing all necessary
consultants, contractors, and subcontractors). All construction contracts
shall be procured through a formal competitive bidding process consistent
with applicable State law. EDMONDS shall be solely and exclusively
responsible for ensuring the compliance of said bidding process with all
applicable procedures required under federal, state and local regulations.
B. Submit to MOUNTLAKE TERRACE written invoices for payment in
accordance with Section 6. Include copies of invoices from consultants
and contractors, clearly indicating the MOUNTLAKE TERRACE portion
of the invoices. Provide MOUNTLAKE TERRACE a brief written
progress report with each invoice, describing in reasonable detail all work
performed regarding pavement reconstruction, curb ramp installation, and
conduit installation during the period covered by the invoice.
C. Assume lead agency status and sole responsibility for applying for and
obtaining any and all regulatory permits necessary to complete all work
within MOUNTLAKE TERRACE for the 228th CORRIDOR PROJECT.
D. Provide MOUNTLAKE TERRACE personnel reasonable access to the
228th CORRIDOR PROJECT’S construction area for purposes of
monitoring the progress of work performed.
E. Respond promptly to information requests submitted by MOUNTLAKE
TERRACE or its agents regarding the 228th CORRIDOR PROJECT.
Packet Page 81 of 328
F. Provide Construction Management and Inspection services for Bid
Schedule D of CONTRACT BID DOCUMENTS (pavement
reconstruction, curb ramp installation, and conduit installation), including
inspection, materials submittal approvals, daily reports, and paynotes to
accomplish construction. EDMONDS will provide MOUNTLAKE
TERRACE with copies of inspection reports/logs, quantity takeoff sheets,
paynotes, force account tracking, independent estimates and project
correspondence when work has been completed on MOUNTLAKE
TERRACE portions of the 228th CORRIDOR PROJECT.
Section 6. Payment Schedule. The Parties agree to the following billing and
payment schedule:
A. For each outside construction contract expense incurred by EDMONDS
regarding the 228th CORRIDOR PROJECT as outlined in Section 4,
above, EDMONDS shall, within sixty (60) days of the date EDMONDS is
billed or invoiced for any undisputed charge by its consultants, contractors
and subcontractors, submit an invoice to MOUNTLAKE TERRACE for
its share of said expense for Bid Schedule D of CONTRACT BID
DOCUMENTS (pavement reconstruction, curb ramp installation, and
conduit installation). Said invoice shall contain a reasonably detailed
explanation of the methodology utilized by EDMONDS in calculating the
MOUNTLAKE TERRACE share of each expense. Construction
contract(s) shall provide for separate bid schedules, or other means to
clearly identify the MOUNTLAKE TERRACE portion of the project
costs. Design contract(s) shall identify all tasks and work performed
associated with MOUNTLAKE TERRACE portion of the design on
invoices, fee estimates and project status reports. Time is of the essence
and EDMONDS shall not unreasonably delay submittal of invoices for the
MOUNTLAKE TERRACE share of expenses.
B. Within thirty (30) days of receiving any invoice pursuant to subsection
6.A, MOUNTLAKE TERRACE shall tender payment to EDMONDS in
the form of a check, money order or other certified funds for the invoiced
amount; PROVIDED THAT:
(1) The total payment by MOUNTLAKE TERRACE for invoices
submitted by EDMONDS shall not exceed:
• 13.5% of the design cost to complete a 2-inch pavement
grind and overlay of 228th St/Lakeview Drive; and
• 13.5% of the actual construction cost of a 2-inch pavement
grind and overlay, as determined by the schedule of work
in Exhibit “B” using unit bid prices specified in the
awarded construction contract for the 228TH CORRIDOR
PROJECT; and
Packet Page 82 of 328
• The actual cost to design and reconstruct 228th St/Lakeview
Drive that exceeds the actual construction cost of a 2-inch
pavement grind and overlay, as determined by the schedule
of work in Exhibit “B” using unit bid prices specified in the
awarded construction contract for the 228TH CORRIDOR
PROJECT; and
• 13.5% of the grant matching funds for the costs of design
and construction to replace four (4) pedestrian curb ramps
on 228th St/Lakeview Dr.; and
• The actual construction costs to install one (1) 2-inch
diameter conduit and pull boxes between stations 13+20
and 23+50 , as shown on Sheet IC02 for its fiber optic
traffic signal coordination system, all as part of the 228TH
CORRIDOR PROJECT; and
• The documented hours invoiced to EDMONDS by its
retained construction management company and design
consultant for time spent on Bid Schedule D , plus b) the
documented hours for EDMONDS’ employees at the
employee’s direct hourly rate of pay and overhead rate for
time spent on Bid Schedule D;
(2) EDMONDS failure to submit an expense invoice in a timely manner
shall extend MOUNTLAKE TERRACE’s payment obligation as
reasonably necessary.
(3) EDMONDS shall timely notify MOUNTLAKE TERRACE in writing
if expenditures necessary to complete design, installation, and construction
management of Bid Schedule D of CONTRACT BID DOCUMENTS
(pavement reconstruction, curb ramp installation, and conduit installation)
are expected to exceed these amounts.
Section 7. Construction Bid Acceptance. Upon construction bid opening,
EDMONDS shall obtain concurrence from MOUNTLAKE TERRACE prior to award of
the pavement reconstruction, curb ramp installation, and conduit installation work as
provided in Section 4, herein. Within 7 days after bid opening and prior to acceptance of
the bid and award of a contract, EDMONDS shall provide written notice to
MOUNTLAKE TERRACE of its financial responsibility. Concurrence with bid award
by EDMONDS shall take place as provided in Section 4.G herein.
Section 8. Construction Change Orders. The following change order
authorizations are hereby established for items of work to be paid byMOUNTLAKE
TERRACE:
A. The EDMONDS Public Works Director / City Engineer, with the prior
written concurrence of the MOUNTLAKE TERRACE City Engineer, may
authorize change order requests up to $40,000 per change order;
Packet Page 83 of 328
PROVIDED that such change order does not place the total amount of
change orders over the management reserve, in which case, the
EDMONDS City Council must approve the change order.
B. Each change order request exceeding $40,000 shall be reviewed by both
EDMONDS (by its Mayor or City Council, as directed by its internal
policies) and MOUNTLAKE TERRACE (by its City Council) for
approval or denial, and any such approval shall require the concurrence of
both Parties.
C. MOUNTLAKE TERRACE approved change order(s) involving a change
in scope shall have the scope change authorized in writing by
MOUNTLAKE TERRACE, and shall be subject to and increase or
decrease of the EDMONDS construction management fees set forth in
Section 4.B.
Section 9. Construction Claims and Disputes. If construction claims for
additional payment are made by the construction contractor and/or disputes result
regarding work in Bid Schedule D, EDMONDS shall endeavor to resolve the
claims/disputes. Provided however, EDMONDS shall obtain MOUNTLAKE TERRACE
approval prior to resolving the claims/disputes. MOUNTLAKE TERRACE will
participate in resolving claims/disputes as necessary. Financial responsibility for
approved construction claims/disputes arising from Bid Schedule D of CONTRACT BID
DOCUMENTS (pavement reconstruction, curb ramp installation, and conduit
installation) shall be the sole responsibility of MOUNTLAKE TERRACE. If such claims
exceed the sums set forth in Section 6, MOUNTLAKE TERRACE shall authorize in
writing additional sums to cover the cost of the claim/dispute.
Section 10. Construction Project Acceptance. Upon satisfactory completion
of Bid Schedule D of CONTRACT BID DOCUMENTS (pavement reconstruction, curb
ramp installation, and conduit installation), resolution of all claims for additional
payment, completion of all contract closeout documents and agreement between
EDMONDS and the contractor, EDMONDS shall recommend final acceptance to the
MOUNTLAKE TERRACE City Engineer. Approval by the MOUNTLAKE TERRACE
City Council shall be the responsibility of MOUNTLAKE TERRACE staff.
Section 11. Ownership and Disposition of Property. Bid Schedule D of
CONTRACT BID DOCUMENTS (pavement reconstruction, curb ramp installation, and
conduit installation) and all appurtenances thereof, constructed pursuant to this
Agreement shall become and remain the exclusive property of MOUNTLAKE
TERRACE upon completion.
Section 12. Administration; No Separate Entity Created. Pursuant to RCW
39.34.030, the parties hereby appoint a Contract Administrator who will be responsible
for administering this Agreement, and at the direction of the parties, this Contract
Packet Page 84 of 328
Administrator shall take such action as is necessary to ensure that this Agreement is
implemented in accordance with its terms. The Parties hereby designate the EDMONDS
Public Works Director, or his designee, as the Contract Administrator for this Agreement.
No separate legal entity is formed by this Agreement.
Section 13. Release, Indemnify, Defend and Hold Harmless Agreement.
Each Party to this Agreement shall be responsible for its own negligent and/or wrongful
acts or omissions, and those of its own agents, employees, representatives or
subcontractors, to the fullest extent required by the laws of the State of Washington.
Each Party agrees to protect, indemnify and hold the other Party harmless from and
against any and all such liability for injury or damage to the other Party or the other
Party’s property, and also from and against all claims, demands, and causes of action of
every kind and character arising directly or indirectly, or in any way incident to, in
connection with, or arising out of work performed under the terms hereof, caused by its
own fault or that of its agents, employees, representatives or subcontractors.
Each Party specifically promises to indemnify the other Party against claims or
suits brought under Title 51 RCW by its own employees, contractors, or subcontractors,
and waives any immunity that each Party may have under that title with respect to, but
only to, the limited extent necessary to indemnify the other Party. This waiver has been
mutually negotiated by the Parties. Each Party shall also indemnify and hold the other
party harmless from any wage, overtime or benefit claim of any of the first Party's
employees, agents, representatives, contractors or subcontractors performing services
under this Agreement. Each Party further agrees to fully indemnify the other Party from
and against any and all costs of defending any such claim or demand to the end that the
other Party is held harmless therefrom.
Section 14. Governing Law and Venue. This Agreement shall be governed by
the laws of the State of Washington. Any action arising out of this Agreement shall be
brought in Snohomish County Superior Court.
Section 15. No Employment Relationship Created. The Parties agree that
nothing in this Agreement shall be construed to create an employment relationship
between MOUNTLAKE TERRACE and any employee, agent, representative or
contractor of EDMONDS, or between EDMONDS and any employee, agent,
representative or contractor of MOUNTLAKE TERRACE.
Section 16. Notices. Notices to MOUNTLAKE TERRACE shall be sent to the
following address:
City of Mountlake Terrace
Public Works Director/Acting City Engineer
6100 219th S. SW, Suite 200
Mountlake Terrace, WA 98043
Notices to EDMONDS shall be sent to the following address:
Packet Page 85 of 328
City of Edmonds
City Engineer
121 Fifth Avenue N.
Edmonds, WA 98020
Section 17. Incorporation of Exhibits, Final Opinion of Costs/Schedules.
Exhibits A and B and Final Opinion of Costs/Schedules are attached hereto and
incorporated by reference as though fully set forth.
Section 18. Duty to File Agreement With County Auditor. Pursuant to RCW
39.34.040, after this Agreement is executed by both Parties, EDMONDS shall either file
this Agreement with the Snohomish County Auditor or make it available on the
EDMONDS website.
Section 19. Integration. This document constitutes the entire embodiment of the
Agreement between the Parties, and, unless modified in writing by an amendment to this
Interlocal Agreement signed by the Parties hereto, shall be implemented as described
above.
Section 20. Non-Waiver. Waiver by any Party of any of the provisions
contained within this Agreement, including but not limited to any performance deadline,
shall not be construed as a waiver of any other provisions.
CITY OF MOUNTLAKE TERRACE CITY OF EDMONDS
By: By:
Arlene Fisher, City Manager Dave Earling, Mayor
Date: Date:
ATTEST: ATTEST:
________________________ ________________________
Virginia Olsen, City Clerk Scott Passey, City Clerk
APPROVED AS TO FORM: APPROVED AS TO FORM:
________________________ _________________________
Gregory G. Schrag, City Attorney Office of the City Attorney
Packet Page 86 of 328
P
a
c
k
e
t
P
a
g
e
8
7
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
8
8
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
8
9
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
0
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
1
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
2
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
3
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
4
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
5
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
6
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
7
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
8
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
9
9
o
f
3
2
8
AM-7539 5.
City Council Meeting
Meeting Date:03/10/2015
Time:30 Minutes
Submitted For:Councilmember Buckshnis Submitted By:Jana Spellman
Department:City Council
Type: Information
Information
Subject Title
WRIA 8 Presentation
Recommendation
Previous Council Action
Narrative
The WRIA 8 Salmon Recovery Council is composed of elected representatives from 27 local cities and
two counties (King and Snohimish), and concerned citizens, scientists, and representatives from
environmental interests and state agencies. Established in 2007 when the WRIA 8 Steering Committee
and WRIA 8 Forum were combined, the Salmon Recovery Council oversees implementation of the
science-based Chinook Salmon Conservation Plan in the Lake Washington/Cedar/Sammamish
Watershed. The watershed, also known as Water Resource Inventory Area (WRIA) 8, runs from the
Puget Sound nearshore and inlands from the north end of Elliott Bay to south Everett, and east to the Bear
Creek basin, the Issaquah Alps, and upper reaches of the Cedar River.
This even a presentation will be made by a representative from WRIA 8. Please see attached presentation
information.
Attachments
WRIA 8 Presentation Information
WRIA 8 Power Point Presentation
Form Review
Inbox Reviewed By Date
City Clerk Scott Passey 03/06/2015 08:19 AM
Mayor Dave Earling 03/06/2015 08:46 AM
Finalize for Agenda Scott Passey 03/06/2015 08:48 AM
Form Started By: Jana Spellman Started On: 03/05/2015 09:10 AM
Final Approval Date: 03/06/2015
Packet Page 100 of 328
March 10, 2015
EDMONDS CITY COUNCIL PRESENTATION REGARDING WRIA 8
SUBJECT: WRIA 8 (Lake Washington/Cedar/Sammamish Watershed) Update and Interlocal
Agreement (ILA) Renewal Process
POLICY ISSUES
Edmonds has been participating in watershed efforts to support the recovery of Puget Sound Chinook
salmon in the Lake Washington/Cedar/Sammamish watershed (also known as Water Resource Inventory
Area 8 or WRIA 8). The watershed includes the area from the Puget Sound nearshore and inlands from
the north end of Elliott Bay to south Everett, and east to the Bear Creek basin, the Issaquah Alps, and
upper reaches of the Cedar River. Edmonds entered into the most recent WRIA 8 Interlocal Agreement
(ILA) in 2006, which terminates at the end of December, 2015. Regional discussions regarding
continuing the ILA for another ten year term have begun at the WRIA 8 Salmon Recovery Council, and
Council will be asked to consider an ILA renewal later this year.
DIRECTION NEEDED FROM COUNCIL
No formal direction is needed at this time. This item is the first briefing on this topic, and WRIA 8 staff
will provide background and an update of WRIA 8’s activities and accomplishments in supporting
salmon recovery in the watershed. Council will review and consider approval of the proposed ILA
before the end of 2015.
INTERLOCAL AGREEMENT (ILA)
In 1999, Puget Sound Chinook salmon were listed as “threatened” under the Endangered Species Act
(ESA). In 2001, Edmonds voted to join 26 other local governments participating in the initial ILA for
Chinook salmon recovery in WRIA 8. In 2005, Edmonds adopted the WRIA 8 Chinook Salmon
Conservation Plan (WRIA 8 Plan), which sets priorities and goals for salmon recovery in WRIA 8. In
2006, Council voted to participate in a renewed 10 year ILA to continue support for Chinook salmon
recovery actions in WRIA through December, 2015. Salmon recovery is a multi-jurisdictional effort,
with shared interests and responsibility for addressing watershed health and salmon habitat protection
and restoration.
This interlocal agreement was developed because the identification of watershed health issues and
implementation of salmon habitat protection and restoration can be carried out more efficiently if done
cooperatively rather than independently by jurisdictions. The ILA provides an effective, long-standing
forum for regional coordination and a governance structure to implement the WRIA 8 Chinook
Recovery Plan. Local governments were also interested in establishing local control over salmon
recovery actions, rather than having actions be dictated by the federal government. The ILA and
implementation of the WRIA 8 Plan also helps demonstrate local government partners’ commitment to
addressing the ESA listing, helping to avoid the risk of potential lawsuit.
The total annual budget under the ILA for 2015 is $541,900 funded by 28 local governments based on
population, assessed value, and size of jurisdiction. Edmond’s portion is $13,708 (Edmonds portion has
Packet Page 101 of 328
been approved and renewed). Please note at present we are going through the process to renew the ILA
with other partners throughout the watershed.
The ILA funding is used to support staff (housed at King County) that supports a variety of tasks,
including:
• Coordinating the Salmon Recovery Council work plan and meetings,
• Providing links to salmon recovery at the regional, state, and federal levels,
• Providing technical support and coordination for scientific studies and monitoring,
• Administering policies,
• Advocating for more sustainable funding for salmon recovery projects from the state and federal
governments,
• Coordinating grants for the salmon recovery projects and program, and
• Coordinating and tracking implementation of the WRIA 8 Plan, including associated grants.
Chinook Salmon Listing under Endangered Species Act
Puget Sound Chinook salmon were listed as “threatened” under the Federal Endangered Species Act
(ESA) in 1999. As a listed species, any actions that could be viewed as having an adverse effect on
Chinook survival could be considered a legal “take” and be prohibited unless steps are taken to reduce
or eliminate impacts. As long as the species is listed, “take” can include private and public development
activity, release of stormwater that carries pollutants into lakes and rivers, or operation and maintenance
of the public street system. Lawsuits regarding “take” can be initiated by third parties including citizens,
non-governmental organizations, and Indian Tribes. The four basic categories of items impacting
salmon populations include: habitat, hatcheries, hydropower, and harvest. Of these, habitat is most
under control of local governments, as they guide land use and operate and maintain public
infrastructure that can affect local streams.
In response to the listing, local governments and stakeholders in WRIA 8 jointly developed a plan to
address habitat protection and restoration for two populations, Cedar River Chinook and Sammamish
Chinook. The WRIA 8 Plan was completed in 2005 and approved by local government partners
(http://www.govlink.org/watersheds/8/planning/chinook-conservation-plan.aspx). WRIA 8 recovery
efforts are directed by the Salmon Recovery Council, a body of elected officials from 28 participating
jurisdictions and representatives of various interest groups. Council member Buckshnis represents
Edmonds on the Salmon Recovery Council. WRIA 8 also has committees with donated staff time from
various jurisdictions for technical coordination, plan implementation, and project prioritization.
Puget Sound Indian Tribes have federal treaty rights guaranteeing them the ability to harvest salmon and
the habitat necessary to support the salmon. These tribes have expressed their concern at the lack of
progress towards meeting habitat recovery goals. They are requesting local, state, and federal
governments to do more to adopt and enforce protective regulations, and have threatened lawsuits over
the continued decline of habitat and fisheries.
While the ESA only prohibits “take” and does not require species recovery, the WRIA 8 Plan has the
goal of recovery and eventually the de-listing of Chinook salmon. In addition to preserving and
sustaining a species important to Puget Sound’s economy, this effort would reduce the risk of third party
lawsuits regarding impacts from development and City maintenance activities.
Progress of WRIA 8 Plan Implementation
Packet Page 102 of 328
Recovery efforts have protected and restored priority salmon habitat throughout the watershed
including:
• 2,625 acres protected through acquisition or easement
• Over 200 acres of riparian area planted
• Nearly one mile of levees removed or set back
• Over 73 acres of floodplain reconnected
• Over 8,000 linear feet of lakeshore restored
• Fish in/fish out monitoring (since 1998): Tracks trends in adult abundance and juvenile
productivity with local/regional partners
• Land cover change analysis (2011): Assessed forest cover change from 1991 to 2006
• Habitat status and trends monitoring (2009-2014): Monitored stream habitat conditions in
partnership with the Department of Ecology and USFWS
• Monitoring and adaptive management (2013-14): Developed monitoring and adaptive
management plan as part of regional effort to improve recovery implementation
The City of Edmonds has conducted salmon habitat restoration activities consistent with the Plan. The
Edmonds Marsh Restoration and Willow Creek Daylighting project, in particular, is a high priority
project in the WRIA 8 Plan for improving nearshore conditions for juvenile Chinook.
Chinook salmon population numbers fluctuate dramatically on a year-to-year basis due to their life
cycle. Recent monitoring indicates increasing numbers of juvenile chinook leaving the Cedar River,
indicating that progress is being made. However, as a result of the lack of additional state and federal
funding anticipated in the WRIA 8 Plan, only 22% of the 10-year start list of priority actions have been
completed. Additional work at the local, state, and federal levels is needed to accomplish recovery of
Chinook salmon populations in our watershed.
NEXT STEPS
This item is the first briefing on this topic, and final action by the Council will be requested before the
end of 2015.
Packet Page 103 of 328
Attachment 1: The Lake Washington/Cedar/Sammamish Watershed (WRIA 8)
Packet Page 104 of 328
Attachment 2: WRIA 8 Salmon Recovery Council Members
There are 28 participating local governments:
Town of Beaux Arts Village (vacant)
City of Bellevue (Councilmember John Stokes)
City of Bothell, Vice-Chair (Councilmember Andy Rheaume)
City of Clyde Hill (Councilmember Bruce Dodds)
City of Edmonds (Councilmember Diane Buckshnis; Alternate: Councilmember Lora Petso)
Town of Hunts Point (Councilmember Ted Frantz)
City of Issaquah (Councilmember Eileen Barber)
City of Kenmore (Councilmember Allan Van Ness; Alternate: Mayor David Baker)
City of Kent (vacant; Staff Alternate: Kelly Peterson)
King County, Chair (Councilmember Larry Phillips; Alternate: Councilmember Reagan Dunn)
City of Kirkland (Councilmember Jay Arnold)
City of Lake Forest Park (Councilmember Mark Phillips; Alternate: Councilmember Tom
French)
City of Maple Valley (vacant)
City of Medina (vacant)
City of Mercer Island (Mayor Bruce Bassett)
City of Mill Creek (vacant; Staff Alternate: Marci Chew)
City of Mountlake Terrace (Councilmember Doug McCardle)
City of Mukilteo (vacant)
City of Newcastle (Mayor Steve Buri)
City of Redmond (Councilmember Hank Myers)
City of Renton (vacant)
City of Sammamish (Councilmember Tom Odell; Alternate: Councilmember Don Gerend)
City of Seattle (Councilmember Kshama Sawant; Staff Alternate: Kathy Minsch)
City of Shoreline (Councilmember Jesse Salomon; Alternate: Deputy Mayor Chris Eggen)
Snohomish County (Councilmember Brian Sullivan; staff alternate: vacant)
City of Woodinville (Councilmember Paula Waters)
Town of Woodway (Mayor Carla Nichols)
Town of Yarrow Point (Mayor Pro-Tem Carl Scandella)
Other Stakeholders
Alderwood Water & Wastewater District (Mike Dixon)
The Boeing Company (Nancy Eklund)
Cedar River Council (Dick Bonewits)
Citizen (Frank Urabeck)
Friends of the Cedar River Watershed (FCRW) (Janet Prichard)
Friends of the Issaquah Salmon Hatchery (FISH) (Richard Sowa)
King Conservation District (KCD) (Bill Knutsen; Alternate: Jessica Saavedra)
Long Live the Kings (Dr. Don Davidson)
Mid-Sound Fisheries Enhancement Group (Noel Gilbrough)
Mountains to Sound Greenway Trust (Tor Bell)
Sno-King Watershed Council (Eric Adman)
Water Tenders/Trout Unlimited (Gary Smith, Alternate: Terry Lavender)
National Oceanic and Atmospheric Administration (NOAA) Fisheries (Michael Grady)
U.S. Army Corps of Engineers (Corps) (Beth Coffee, Alternate: Peggy Marcus)
Packet Page 105 of 328
Washington Association of Sewer and Water Districts (WASWD) (Gary Schulz)
WA Department of Ecology (Ecology) (Dave Garland, Alternate: Joan Nolan)
WA Department of Fish and Wildlife (WDFW) (Stewart Reinbold; Alternate: Bob Everitt)
Washington Department of Natural Resources (Vacant)
Packet Page 106 of 328
Watershed Restoration and
Salmon Recovery:
Renewing our Partnership
28 Local Governments Working Together to Make Our
Watershed a Place Where Salmon and People
Can Live Together
Jason Mulvihill-Kuntz
Watershed Coordinator
Lake Washington/Cedar/
Sammamish Watershed (WRIA 8)
City of Edmonds
City Council Presentation
March 10, 2015
Packet Page 107 of 328
Lake Washington/Cedar/Sammamish
Watershed (WRIA 8)
Two Chinook
populations:
Cedar & Sammamish
Priority areas
identified by Tiers Packet Page 108 of 328
The Road to Recovery
1999 Chinook salmon listed as threatened
2001 Jurisdictions sign interlocal agreement (ILA) to recover salmon
2005 Watershed recovery plan completed
2006 Begin first 10 years of implementation
2007 Federal adoption of Puget Sound Recovery
Plan
2010 Watershed Summit – Assess first five years
of implementation
2015 First 10 years of implementation complete!
Initial ILA sunsets
Packet Page 109 of 328
Watershed Salmon Recovery Plan:
Part of Puget Sound Recovery
Approved
August 2005
WRIA 8 Recovery Plan
Approved
January 2007
Puget Sound Salmon
Recovery Plan
Approved
December 2008
(updated 2014)
Action Agenda for
Puget Sound Recovery
Packet Page 110 of 328
Leadership: WRIA 8 Salmon
Recovery Council
•Stakeholders representing:
- King and Snohomish Counties
- 26 cities
- Community and environmental
organizations
- Local businesses
- King Conservation District
- Water and sewer districts
- State and federal agencies
- Citizens
•Fostering strong regional collaboration and governance
•Leveraging individual jurisdiction dollars for watershed benefits
Packet Page 111 of 328
Role of the WRIA 8 Salmon
Recovery Council
•Advancing funding
strategy
•Building capacity
•Supporting education
and outreach
•Directing implementation
•Providing policy guidance
Packet Page 112 of 328
Packet Page 113 of 328
What does the ILA Fund?
•Salmon Recovery Council and regional/state coordination
•Recovery Plan implementation
•Project grant program management
•Project tracking
•Communications, outreach, and education – telling the
salmon recovery story
•Technical coordination, including
Assessing progress – monitoring and adaptively managing the
Recovery Plan
Instigating critical research
Maintaining science-based restoration and protection
strategy
Packet Page 114 of 328
Integrating Other Efforts
•Fish passage at Ballard Locks
•Salmon SEEson – outreach and
education
•Hatchery & har vest management
•Flood risk reduction and floodplain
restoration
•Shoreline and riparian area stewardship
•Water quality
•Regional stormwater management
•Noxious weed treatment
•Puget Sound recovery
Packet Page 115 of 328
WRIA 8 Plan: What Needs to be Done?
Identifies factors of decline, recovery
goals, priority actions, and monitoring
needs
Three types of actions:
•On-the-ground projects – habitat
protection and restoration
•Land use regulations and planning
•Outreach, education, and stewardship
Packet Page 116 of 328
What Have We Accomplished?
10-Year Start List
Project Implementation:
•22% Completed
•48% Completed/
Active
Packet Page 117 of 328
What Have We Accomplished?
0.
From 1998 – 2014, allocated nearly
$20,000,000 in federal and state funds –
leveraging over $14,000,000.
Funding and Projects:
Since 2005, 49 projects completed / 51 projects active
From 1998 – 2014, allocated over $15 million in KCD and King County Flood
Control District watershed grant funds – leveraging over $28 million
From 1998 – 2014, allocated nearly $20 million in federal and state funds –
leveraging over $14 million
Insert funding chart
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
Am
o
u
n
t
Year
WRIA 8 Capital Funding: 2006 - 2015 One-Time Legislative
Appropriation*
King County
Conservation Futures
King County Flood
Control District
(Cooperative Watershed
Management Grants)
King Conservation
District
Regional Funding (PSAR,
King County Parks Levy,
etc.)
Salmon Recovery Funding
Board
Packet Page 118 of 328
What Have We Accomplished?
Habitat protection and restoration:
•2,625 acres protected through acquisition or
easement
•Over 450 acres of riparian area treated/planted
•Nearly one mile of levees removed or set back
•Over 73 acres of floodplain reconnected
•Over 8,000 feet of lakeshore restored
Packet Page 119 of 328
Nearshore Restoration
•Chinook use the marine nearshore and coastal stream
mouths to avoid predators, find food, and grow as they
migrate to the ocean.
•Opportunities are limited by railroad.
Restoring Edmonds Marsh and Daylighting Willow Creek:
•Reconnects 28 acres of rare tidal salt marsh
habitat
•Helps control invasive species, improves water
quality, and reduces risks from projected sea level
rise
•Edmonds completing final feasibility study and
initiating design
Packet Page 120 of 328
Ongoing Recovery
The future of salmon and watershed health is in the
hands of every community.
Salmon recovery faces numerous challenges:
Public support and political will
Adequate funding
Climate change and ocean conditions
Land use pressures
Local governments working
together do make a difference!
Packet Page 121 of 328
What’s Next?
Renewing WRIA 8 Interlocal Agreement and
Memorandum of Understanding
January – May 2015: WRIA 8 presentations to partner jurisdictions;
ILA partners review and provide feedback
May – July: WRIA 8 staff integrates feedback on ILA and MOU for
Salmon Recovery Council approval
July – December: Final ILA and MOU available for ILA partners’
approval and signature by December
Packet Page 122 of 328
Watershed Partners Creating a Place
for People and Fish
Packet Page 123 of 328
AM-7531 6.
City Council Meeting
Meeting Date:03/10/2015
Time:10 Minutes
Submitted For:Mike De Lilla Submitted By:Megan Luttrell
Department:Engineering
Type: Forward to Consent
Information
Subject Title
Presentation of a Professional Services Agreement with Murray Smith & Associates for the 2016
Comprehensive Water System Plan Update
Recommendation
Forward this item for approval at the March 17, 2015, Council meeting.
Previous Council Action
None.
Narrative
The City's current Water System Comprehensive Plan was written in 2010 and needs to be updated.
The update will review and evaluate the following elements of the City's water system:
(1) Planning data and demand;
(2) Water system analysis;
(3) Water efficiency and conservation program;
(4) Water rights and system reliability;
(5) Regulatory compliance with water quality monitoring requirements;
(6) Operations and maintenance program;
(7) Capital facility plan; and
(8) Financial program.
The update is also necessary to comply with the Department of Health regulations.
Statements of qualification's (SOQ) were received from three firms in response to the RFQ. Based on a
review of the SOQ's and comparison to the selection criteria, MSA was selected as the preferred
consultant based on their qualifications and experience.
Staff and consultant have agreed upon a scope of services and budget for the project. The negotiated fee
for the professional services agreement has been set at a not-to-exceed amount of $157,576. A copy of
the professional services agreement is attached.
Attachments
Murray, Smith & Associates Agreement
Packet Page 124 of 328
Form Review
Inbox Reviewed By Date
Engineering (Originator)Robert English 03/05/2015 02:57 PM
Public Works Phil Williams 03/05/2015 03:19 PM
City Clerk Scott Passey 03/05/2015 03:22 PM
Mayor Dave Earling 03/05/2015 03:26 PM
Finalize for Agenda Scott Passey 03/05/2015 03:39 PM
Form Started By: Megan Luttrell Started On: 03/03/2015 11:59 AM
Final Approval Date: 03/05/2015
Packet Page 125 of 328
PROFESSIONAL SERVICES
AGREEMENT
THIS AGREEMENT, made and entered into between the City of Edmonds, hereinafter
referred to as the "City", and Murray, Smith & Assoicates, Inc. hereinafter referred to as the
"Consultant";
WHEREAS, the City desires to engage the professional services and assistance of a
consulting firm to provide services with respect to the 2016 Comprehensive Water System Plan
Update
NOW, THEREFORE, in consideration of mutual benefits accruing, it is agreed by and
between the parties hereto as follows:
1. Scope of work. The scope of work shall include all services and material
necessary to accomplish the above mentioned objectives in accordance with the Scope of
Services that is marked as Exhibit A, attached hereto and incorporated herein by this reference.
2. Payments. The Consultant shall be paid by the City for completed work for
services rendered under this Agreement as provided hereinafter. Such payment shall be full
compensation for work performed or services rendered and for all labor, materials, supplies,
equipment and incidentals necessary to complete the work.
A. Payment for work accomplished under the terms of this Agreement shall be
on a time and expense basis as set forth on the fee schedule found in Exhibit B, provided, in no
event shall the payment for work performed pursuant to this Agreement exceed the sum of
$157,576.
B. All vouchers shall be submitted by the Consultant to the City for payment
pursuant to the terms of this Agreement. The City shall pay the appropriate amount for each
voucher to the Consultant. The Consultant may submit vouchers to the City biweekly during the
progress of the work for payment of completed phases of the project. Billings shall be reviewed
in conjunction with the City's warrant process. No billing shall be considered for payment that
has not been submitted to the City Engineer three days prior to the scheduled cut-off date. Such
late vouchers will be checked by the City and payment will be made in the next regular payment
cycle.
C. The costs records and accounts pertaining to this Agreement are to be kept
available for inspection by representatives of the City for a period of three years after final
payment. Copies shall be made available upon request.
Packet Page 126 of 328
3. Ownership and use of documents. All research, tests, surveys, preliminary data
and any and all other work product prepared or gathered by the Consultant in preparation for the
services rendered by the Consultant under this Agreement shall be and are the property of the
Consultant, provided, however, that:
A. All final reports, presentations and testimony prepared by the Consultant
shall become the property of the City upon their presentation to and acceptance by the City and
shall at that date become the property of the City.
B. The City shall have the right, upon reasonable request, to inspect, review
and copy any work product during normal office hours. Documents prepared under this
agreement and in the possession of the Consultant may be subject to public records request and
release under Chapter 42.56 RCW.
C. In the event that the Consultant shall default on this Agreement, or in the
event that this contract shall be terminated prior to its completion as herein provided, the work
product of the Consultant, along with a summary of work done to date of default or termination,
shall become the property of the City and tender of the work product and summary shall be a
prerequisite to final payment under this contract. The summary of work done shall be prepared at
no additional cost.
4. Time of performance. The Consultant shall perform the work authorized by this
Agreement promptly in accordance with the receipt of the required governmental approvals.
5. Indemnification / Hold harmless agreement. The Consultant shall defend,
indemnify and hold the City, its officers, officials, employees and volunteers harmless from any
and all claims, injuries, damages, losses, demands, or suits at law or equity arising from the acts,
errors or omissions of the Consultant in the performance of this Agreement, except for injuries
and damages caused by the sole negligence of the City. Should a court of competent jurisdiction
determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for
damages arising out of bodily injury to persons or damages to property caused by or resulting
from the concurrent negligence of the Consultant and the City, its officers, officials, employees,
and volunteers, the Consultant’s liability, including the duty and cost to defend, hereunder shall
be only to the extent of the Consultant’s negligence.
The Consultant shall comply with all applicable sections of the applicable Ethics laws, including
RCW 42.23, which is the Code of Ethics for regulating contract interest by municipal officers.
The Consultant specifically assumes potential liability for actions brought by the Consultant’s
own employees against the City and, solely for the purpose of this indemnification and defense,
the Consultant specifically waives any immunity under the state industrial insurance law, Title 51
RCW. This waiver has been mutually negotiated by the parties. The provisions of this section
shall survive the expiration or termination of this Agreement.
6. General and professional liability insurance. The Consultant shall obtain and
keep in force during the terms of the Agreement, or as otherwise required, the following
insurance with companies or through sources approved by the State Insurance Commissioner
pursuant to Title 48 RCW.
Packet Page 127 of 328
Insurance Coverage
A. Worker’s compensation and employer’s liability insurance as required by the State.
B. Commercial general liability and property damage insurance in an aggregate amount not
less than two million dollars ($2,000,000) for bodily injury, including death and property
damage. The per occurrence amount shall be written with limits no less than one million
dollars ($1,000,000).
C. Vehicle liability insurance for any automobile used in an amount not less than a one
million dollar ($1,000,000) combined single limit.
D. Professional liability insurance in the amount of one million dollars ($1,000,000).
Excepting the Worker’s Compensation Insurance and Professional Liability Insurance secured by
the Consultant, the City will be named on all policies as an additional insured. The Consultant
shall furnish the City with verification of insurance and endorsements required by the
Agreement. The City reserves the right to require complete, certified copies of all required
insurance policies at any time.
All insurance shall be obtained from an insurance company authorized to do business in the State
of Washington. The Consultant shall submit a verification of insurance as outlined above within
fourteen days of the execution of this Agreement to the City.
No cancellation of the foregoing policies shall be effective without thirty days prior notice to the
City.
The Consultant’s professional liability to the City shall be limited to the amount payable under
this Agreement or one million dollars ($1,000,000), whichever is the greater, unless modified
elsewhere in this Agreement. In no case shall the Consultant’s professional liability to third
parties be limited in any way.
7. Discrimination prohibited. Consultant shall not discriminate against any
employee or applicant for employment because of race, color, religion, national origin, age, sex,
sexual orientation, marital status, veteran status, liability for service in the armed forces of the
United States, disability, or the presence of any sensory, mental or physical handicap, or any
other protected class status, unless based upon a bona fide occupational qualification.
8. Consultant is an independent contractor. The parties intend that an
independent contractor relationship will be created by this Agreement. No agent, employee or
representative of the Consultant shall be deemed to be an agent, employee or representative of
the City for any purpose. Consultant shall be solely responsible for all acts of its agents,
employees, representatives and subcontractors during the performance of this contract.
9. City approval of work and relationships. Notwithstanding the Consultant's
status as an independent contractor, results of the work performed pursuant to this contract must
meet the approval of the City. During pendency of this agreement, the Consultant shall not
perform work for any party with respect to any property located within the City of Edmonds or
for any project subject to the administrative or quasijudicial review of the City without written
notification to the City and the City’s prior written consent.
Packet Page 128 of 328
10. Termination. This being an Agreement for professional services, either party
may terminate this Agreement for any reason upon giving the other party written notice of such
termination no fewer than ten days in advance of the effective date of said termination.
11. Integration. The Agreement between the parties shall consist of this document,
the Scope of Services attached hereto as Exhibit A, and the Fee Schedule attached hereto as
Exibit B. These writings constitute the entire Agreement of the parties and shall not be amended
except by a writing executed by both parties. In the event of any conflict between this written
Agreement and any provision of Exhibits A or B, this Agreement shall control.
12. Changes/Additional Work. The City may engage Consultant to perform
services in addition to those listed in this Agreement, and Consultant will be entitled to
additional compensation for authorized additional services or materials. The City shall not be
liable for additional compensation until and unless any and all additional work and compensation
is approved in advance in writing and signed by both parties to this Agreement. If conditions are
encountered which are not anticipated in the Scope of Services, the City understands that a
revision to the Scope of Services and fees may be required. Provided, however, that nothing in
this paragraph shall be interpreted to obligate the Consultant to render or the City to pay for
services rendered in excess of the Scope of Services in Exhibit A unless or until an amendment
to this Agreement is approved in writing by both parties.
13. Standard of Care. Consultant represents that Consultant has the necessary
knowledge, skill and experience to perform services required by this Agreement. Consultant and
any persons employed by Consultant shall use their best efforts to perform the work in a
professional manner consistent with sound engineering practices, in accordance with the
schedules herein and in accordance with the usual and customary professional care required for
services of the type described in the Scope of Services.
14. Non-waiver. Waiver by the City of any provision of this Agreement or any time
limitation provided for in this Agreement shall not constitute a waiver of any
other provision.
15. Non-assignable. The services to be provided by the Consultant shall not be
assigned or subcontracted without the express written consent of the City.
16. Covenant against contingent fees. The Consultant warrants that he has not
employed or retained any company or person, other than a bona fide employee working solely for
the Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any
company or person, other than a bona fide employee working solely for the Consultant, any fee,
commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or
resulting from the award of making of this contract. For breach or violation of this warranty, the
City shall have the right to annul this contract without liability or, in its discretion to deduct from
the contract price or consideration, or otherwise recover, the full amount of such fee,
commission, percentage, brokerage fee, gift, or contingent fee.
17. Compliance with laws. The Consultant in the performance of this Agreement
shall comply with all applicable Federal, State or local laws and ordinances, including
Packet Page 129 of 328
regulations for licensing, certification and operation of facilities, programs and accreditation, and
licensing of individuals, and any other standards or criteria as described in the Agreement to
assure quality of services.
The Consultant specifically agrees to pay any applicable business and occupation (B & O) taxes
which may be due on account of this Agreement.
18. Notices. Notices to the City of Edmonds shall be sent to the following address:
City of Edmonds
121 Fifth Avenue North
Edmonds, WA 98020
Notices to the Consultant shall be sent to the following address:
Murray, Smith & Associates, Inc.
2707 Colby Avenue, Suite 1110
Everett, WA 98201
Receipt of any notice shall be deemed effective three days after deposit of written notice in the
U.S. mails, with proper postage and properly addressed.
DATED THIS _______ DAY OF __________________, 20_____.
CITY OF EDMONDS MURRAY, SMITH & ASSOCIATES, INC.
By By
David O. Earling, Mayor
Its
ATTEST:
________________________________
City Clerk
APPROVED AS TO FORM:
________________________________
Office of the City Attorney
Packet Page 130 of 328
STATE OF WASHINGTON )
)ss
COUNTY OF )
On this day of , 20 , before me, the undersigned, a
Notary Public in and for the State of Washington, duly commissioned and sworn,
personally appeared , to me known to be the
of the corporation that executed the foregoing instrument, and acknowledged the said
instrument to be the free and voluntary act and deed of said corporation, for the uses and
purposes therein mentioned, and on oath stated that he/she was authorized to execute said
instrument and that the seal affixed is the corporate seal of said corporation.
WITNESS my hand and official seal hereto affixed the day and year first above
written.
NOTARY PUBLIC
My commission expires:
Packet Page 131 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 1
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
EXHIBIT A
SCOPE OF WORK
CITY OF EDMONDS
COMPREHENSIVE WATER SYSTEM PLAN UPDATE
FEBRUARY 27, 2015
Project Overview and Understanding
Murray, Smith & Associates, Inc. (MSA) has developed the following scope of work and fee
estimate for updating the City of Edmonds Comprehensive Water System Plan (Plan). The City
of Edmonds plans to update its water comprehensive plan to provide a capital improvement plan
that will meet the City’s needs and fulfill regulatory requirements governed by the Washington
State Department of Health (DOH) Office of Drinking Water (ODW) and in accordance with
Washington Administrative Code (WAC) 246-290-100. The City’s existing 2010 Water
Comprehensive Plan was approved by DOH in February 2011. To maintain DOH compliance
and a green status for the water system operating permit, the updated plan must be submitted and
approved before February 2017.
MSA understands that the City desires the following with this project:
• Structure the updated water comprehensive plan to include an annual CIP for the next 10
years instead of 6 years, and structure other elements of the plan to enable the City to request
a 10-year approval from DOH, as desired, based on the upcoming modifications to the WAC
that are expected in July 2016.
• Update and address all elements to comply with DOH guidelines, such as documenting
recent system data, analyses, capital improvement projects, financial program, Operations &
Maintenance (O&M) program, water conservation program and supplemental documents.
• Evaluate the existing water system and capital improvements program (projects & budget)
previously developed by MSA. The evaluation will result in an updated capital improvement
program that prioritizes needs during 10-year and 20-year planning periods and provides a
valuable resource for the City to use in budgeting and scheduling future water system
improvements.
• Address any changes in regulations since 2010 such as updates to the Security and
Emergency Response Planning, Municipal Water Law/Water Use Efficiency Rule, Cross
Connection Control, and applicable sections of the WAC.
• The water comprehensive plan update must meet the requirements of the State of
Washington Growth Management Act (GMA) and be consistent with City and Snohomish
County land use policies.
• Complete the plan and obtain DOH approval within a schedule that will enable the City to
maintain a green operating permit.
This project scope of work is organized into the following two phases.
• Phase 1 – Water System Plan Update and Regulatory Review Plan Submittal
• Phase 2 – Regulatory Review Plan Revisions and Final Plan Submittal
Packet Page 132 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 2
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
Phase 1 - Water System Plan Update and Regulatory Review Plan Submittal
The proposed scope of work for the City of Edmonds Comprehensive Water System Plan has
been developed based on our understanding of the work to be performed. MSA’s proposed work
program is organized by the following major tasks:
Task 1 – Project Management and Coordination
Task 2 – DOH Preplanning Conference
Task 3 – Data Collection
Task 4 – Update Water System Plan Chapters
Task 5 – Update Water System Plan Appendices
Task 6 – Develop Draft Water System Plan
Task 7 – City Review Meetings and Presentations
Task 8 – Develop and Distribute Regulatory Review Plan
Detailed descriptions of each major work task follow.
Task 1 – Project Management and Coordination
This task provides for project management and coordination for this project. The detailed
subtasks are as follows:
1.1 Correspondence and Coordination with City - Coordination will be through the City’s
Project Manager. Coordination with the City Project Manager via phone conversations
and e-mail will include the communication of project status, work activities, and issues
requiring City input.
1.2 Staff and Subconsultant Management - MSA’s Project Manager will manage project
staff and subconsultant FCS Group to ensure all work is in conformance with the scope
of work, fee estimate and schedule.
1.3 Invoicing and Progress Reports - MSA’s Project Manager will monitor project costs
and manage budget and billing tasks, including preparation and submission of monthly
invoices and progress reports.
1.4 Quality Assurance/Quality Control (QA/QC) – Perform in-house quality assurance
reviews of all deliverables.
Task 2 – DOH Preplanning Conference
This task provides for preparation and participating a preplanning conference with DOH. The
detailed subtasks are as follows:
2.1 DOH Preplanning Conference - Prepare for and attend preplanning conference with
City staff and DOH. Prepare meeting minutes to document discussion and key issues.
Packet Page 133 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 3
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
Task 3 – Data Collection
This task provides for data collection and coordination with City staff for implementation of the
project. The detailed subtasks are as follows:
3.1 Data Collection and Review - MSA will coordinate with City during the data collection
process to ensure all information is gathered prior to developing draft report sections.
MSA will prepare a list of data needs and update as data is obtained. MSA will
coordinate with City during the data collection process to ensure all information is
gathered in advance of initiating the work program.
Task 4 – Update Water System Plan Chapters
This task provides for updating each chapter in the Water System Plan. Under this task, draft
sections will be prepared and submitted to the City electronically for review and comments.
Address and respond to City review comments. The detailed subtasks are as follows:
4.1 Executive Summary - Summarize purpose of the Plan, background and changes that
have occurred since the existing Plan was prepared. Summarize key elements of the Plan
upon completion of chapters and appendices.
4.2 Introduction - Update background of the Plan and summarize changes in the water
system planning requirements. Summarize contents and organization of the Plan.
4.3 Water System Description – Update the existing water system information with new
system information not included in the existing Plan. Elements of this subtask will
include:
A. Review related plans and update information relative to the City. Update service
area descriptions and agreements sections. Update description of existing water
system facilities and operation of the water system.
B. Update the water main inventory table to include both pipe diameter and material.
C. Update the following figures:
• Existing Water System
• Existing Water System Hydraulic Profile
• Service Area and Adjacent Water Systems
4.4 Land Use and Population – Using the City’s latest comprehensive plan and Planning
Department data, update land use information, historical population data and population
projections. Elements of this subtask will include:
A. Review latest comprehensive plan and Planning Department data and update land
use information, historical population data and population projections. Include
City’s updated land use figure in the Plan.
Packet Page 134 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 4
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
4.5 Water Demands – Historical water demands will be evaluated to assist in developing
accurate future demand projections for the planning period identified in the Plan.
Elements of this subtask will include:
A. Update historical wholesale water purchase data and tabulate on an annual basis
for each year from 2009 through 2014.
B. Update historical metered consumption data for each customer class and tabulate
on an annual basis for each year from 2009 through 2014.
C. Calculate unaccounted-for water, distribution system leakage, and provide
estimates for non-revenue uses.
D. Calculate water system peaking factors from review and evaluation of hourly and
daily supply and reservoir data from City’s telemetry system. If data available
cannot be used to determine peak demand factors, MSA will utilize DOH
standards and data readily available from similar systems to assign peak demand
factors.
E. Calculate average day demand, peak day demand, and peak hour demand.
F. Develop demand projections on an annual basis for first ten (10) years and as a
single projection for the 20-year period.
G. Calculate equivalent residential units (ERUs) using water consumption and
supply data.
H. Document the City’s past water use efficiency efforts and impact on water usage
over the past several years.
4.6 Policies and Design Criteria - Update this section of the Plan with changes to laws,
policies and design criteria established by regulatory agencies and the City’s adopted
water system policies and design criteria including: water services, water supply and
facility policies and design criteria.
4.7 Water Source and Quality - Update this section of the Plan as required to meet latest
regulations and changes to the system. Elements of this subtask to be updated include:
A. Most recent Alderwood Water District supply agreement.
B. Summary of current water quality monitoring requirements and results from past
years.
C. Summary of City’s Initial Distribution System Evaluation (IDSE) efforts and
results of recent monitoring.
D. Summary of known future drinking water regulations.
Packet Page 135 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 5
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
4.8 Water System Analyses – Perform water system analyses based on updated water
demands to evaluate the existing system and any changes to the system since 2010,
identify system deficiencies and assist in identifying capital improvements. Elements of
this subtask will include:
A. Conduct pressure zone analysis to evaluate zone boundaries and minimum and
maximum pressures.
B. Perform supply analyses to evaluate capability of existing supply facilities to meet
existing and future demands of the system.
C. Perform booster pump station analysis to evaluate capability of the existing Five
Corners Pump Station to meet the existing and future supply requirements.
D. Perform storage analyses to evaluate capability of existing storage facilities to
meet existing and future storage requirements.
E. Perform hydraulic analyses to evaluate the existing distribution system using the
City’s InfoWater hydraulic model, which will be updated separately by MSA
under the On-call Water Modeling Services agreement.
F. Identify proposed improvements, input improvements into the model and perform
hydraulic analyses to confirm sizing and proper identification of improvements.
G. Evaluate pressure reducing stations, interties and SCADA system, noting
improvements completed since 2010.
H. Perform system capacity analyses as required by the Municipal Water Law.
I. Summarize results of hydraulic analyses and prepare a table that includes pressure
and fire flow capabilities with and without proposed improvements.
4.9 Operations and Maintenance - Update this section with changes pertaining to the City’s
latest Operations and Maintenance Program. Elements of this subtask will include:
A. Update changes in staff, certifications and responsibilities.
B. Update list of preventive maintenance tasks as necessary.
C. Update list of recommended operation and maintenance improvements.
D. Update general staffing analysis to identify staffing requirements to achieve all
operation and maintenance tasks.
4.10 Water System Improvements – Improvements identified in the existing water system
plan will be reviewed and identified as completed or not. The City’s capital
improvement program (CIP) will be updated to carry forward improvements previously
Packet Page 136 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 6
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
identified but not completed and new improvements identified herein. Elements of this
subtask will include:
A. Summarize water system improvements completed since 2010.
B. Describe new water system improvements. Water main improvements will be
grouped and described as a whole.
C. Prepare planning level cost estimates for all improvements, utilizing recent
construction bid tab data.
D. Coordinate with City staff to establish criteria for prioritizing and scheduling
improvements. Using the criteria, prioritize and schedule all improvements.
E. Prepare table of all improvements, showing project costs and implementation
schedule.
F. Update the following figure: Proposed Capital Improvements
4.11 Financial Program – MSA will coordinate and work closely with City’s financial
consultant, FCS Group, for this task and integrate the results of the financial analyses into
the Plan. The improvements in the prior task will be used in this task. Elements of this
subtask will include:
A. General Facilities Charge (GFC) Analysis – Update the inventory of existing
assets to reflect the City’s historical investments in infrastructure, as documented
in the City’s fixed asset schedules. Update the estimate of future capital costs
based on the new capital improvement program, consistent with the requirements
established by Section 35.92.025 of the Revised Code of Washington (RCW).
Update the applicable customer base used in the calculation, including both an
inventory of existing customers and estimated growth.
B. Revenue Requirement Analysis – Forecast operating revenues and expenses. This
task will include a validation of rate revenue estimates based on recent customer
data, with projections of future rate revenue considering recent trends in water
consumption. The forecast of other revenues and expenses will be based on the
City’s 2015 Budget, with adjustments for anticipated changes in annual operating
costs resulting from capital projects or other factors. Develop capital cost
projections and a related funding strategy based on the City’s planned capital
improvement projects. Estimate the financial impacts of any additional debt
issued as part of the capital funding strategy. This analysis will consider
projections of GFC revenue based on the updated charges derived in the prior
task, planned use of utility reserves, and potential funding from rate revenue. Test
the sufficiency of current system revenues in meeting the system’s needs, as
defined from two perspectives: the ability to meet cash obligations, and the
attainment of any applicable bond coverage requirements. Develop up to three (3)
Packet Page 137 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 7
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
sensitivity analyses to assess rate impacts of changes in service levels, capital
investment levels, revenue levels, debt, or other factors of interest.
C. Preparation of Financial Chapter – Review the City’s financial performance over
the past six years, summarizing noteworthy financial trends. Evaluate the
affordability of the City’s current and proposed water rates, based on median
household income criteria. Draft the financial chapter text, documenting the GFC
analysis and revenue requirement analysis completed in the prior tasks. The
financial chapter will include a discussion of potential funding sources for the
capital improvement program. Submit the draft financial chapter for review by
City management and MSA, and revise to reflect input received from both parties.
D. Meetings and Public Process – Participate in up to six (6) meetings, which may
include: kick-off meeting, progress review meetings, Planning Board meetings,
Council meetings, or other meetings of interest to the City or MSA.
Task 5 – Update Water System Plan Appendices
This task provides for required elements to be included in the appendices, consisting of the most
recent information available. The detailed subtasks are as follows:
5.1 Review Documents Prepared by City – Review the following existing documents
previously prepared by the City and provide recommended improvements to meet current
regulatory requirements.
a. Water Use Efficiency Program
b. Cross Connection Control Program
c. Coliform Monitoring Plan
d. Emergency Response Plan
5.2 Include Documents in Appendix – MSA will include the following information in the
appendix.
a. Agreements
b. Water Facilities Inventory (WFI) Form
c. Water System Facility Data
d. Consistency Statement Checklist
e. SEPA Checklist (to be completed by the City)
f. Water Use Efficiency Program
g. Water System Construction Standards
h. Cross Connection Control Program
i. Fire Code
j. Annual Water Quality Report
k. Coliform Monitoring Plan
l. Water Ordinances
m. Agency Review Comments
Packet Page 138 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 8
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
Task 6 – Develop Draft Water System Plan
This task provides for developing and compiling the Draft Preliminary Comprehensive Water
System Plan for distribution to the City and use in City meetings and workshops. The detailed
subtasks are as follows:
6.1 Draft Plan Development – Produce draft plan sets in both electronic (PDF) and hard
copy formats. Elements of this subtask include:
A. Develop cover, title page, table of contents, and appendices dividers. Format all
documents produced by MSA and FCS Group to be consistent throughout.
B. Combine all chapters, figures, and appendices into one file and convert to PDF
format. Create CD labels and burn up to five (5) copies of WSP on CD.
C. Produce up to seven (7) hard copy sets of WSP and assemble into 3-ring binders.
D. Perform quality assurance and quality control (QA/QC) review by senior staff prior to
distribution of WSP.
Task 7 – City Review Meetings and Presentations
This task provides for project meetings and presentations with City staff. The detailed subtasks
are as follows:
7.1 Review Meetings and Presentations – Meet with City staff at project milestones to
review and discuss draft elements; revise Plan per City comments. Prepare for and attend
meetings and presentations with City staff for the Planning Board and City Council. It is
assumed that up to twelve (12) meetings will be attended by MSA. Of these meetings, up
to four (4) will include presentations. MSA will develop graphic materials and
presentations required for the meetings.
7.2 Provide Responses to Questions and Supporting Information – Assist City staff in
providing supporting information and responding in writing to questions and comments
from the City Council and Planning Board during the period of draft plan review and
presentations to the Planning Board and City Council.
Task 8 – Develop and Distribute Regulatory Review Plan
This task provides for developing a complete plan for distribution to regulatory agencies for
review and comment. The detailed subtasks are as follows:
8.1 Develop and Distribute Regulatory Review Plan – Produce “Agency Review” plan
sets, prepare transmittal letters, required forms and send required copies of WSP to
agencies for review and comment. Elements of this subtask include:
A. Produce “Agency Review” plan sets in both electronic (PDF) and hard copy formats,
as required.
Packet Page 139 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 9
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
B. Prepare DOH water system plan submittal form and checklist.
C. Prepare transmittal letters to the DOH, Snohomish County, City of Everett, Seattle
Public Utilities (SPU) and adjacent purveyors (Olympic View Water & Sewer
District, City of Lynnwood, City of Mountlake Terrace, and Alderwood Water &
Wastewater District).
D. Transmit the following: one (1) hard copy and two (2) CDs to the City of Edmonds;
three (3) hard copies to DOH; one (1) hard copy to Snohomish County; one (1) CD to
each of the following agencies: Olympic View Water & Sewer District, City of
Lynnwood, City of Mountlake Terrace, Alderwood Water & Wastewater District,
City of Everett and SPU.
Phase 2 - Regulatory Review Plan Revisions and Final Plan Submittal
The number of comments, number of meetings, and amount of required plan modifications from
the review by DOH and other agencies is difficult to predict. Once all review comments are
received, a more accurate scope of work and fee estimate can be provided to address these
comments, attend meetings, and produce copies of the final plan. However, for budgeting
purposes, a preliminary scope of work and fee estimate for Phase 2 is included with this
submittal.
MSA’s proposed work program for Phase 2 is organized by the following major tasks:
Task 9 – Regulatory Review Comments Responses
Task 10 – Develop Final Plan
Detailed descriptions of each major work task follow.
Task 9 – Regulatory Review Comments Responses
This task provides for the review of comments from regulatory agencies and preparation of
letters with responses, including modifications to the plan, as necessary.
9.1 Review and Respond to Regulatory Review Comments – Review comments received
from DOH and other regulatory agencies and prepare written responses to each agency
that provided comments. Modify the plan and provide supplemental information, as
necessary.
Task 10 – Develop Final Plan
This task will produce a final Comprehensive Water System Plan per the comments and
recommendations compiled from the City and the regulatory agencies. The final plan will be
transmitted to DOH for final approval. The detailed subtasks are as follows:
10.1 Develop Final Plan - Upon receipt of all comments from the City and other reviewing
agencies, the plan will be revised as necessary and the final document produced. Produce
Packet Page 140 of 328
City of Edmonds MURRAY, SMITH & ASSOCIATES, INC. Water System Plan Update
February 2015 Engineers/Planners Page 10
Exh A - Edmonds WSP Update Scope 2-27-15.Docx
copies of final plan in both hard-copy and electronic formats for City’s use and
distribution. Submit final plan to regulatory agencies for final approval. Deliverables
shall include:
• Six (6) hard copies of the Final Plan, bound in three-ring binders.
• Eight (8) electronic copies of the Final Plan in PDF format on CD.
• One (1) electronic copy of the Final Plan in Word on CD for the City’s use.
Estimated Schedule
MSA shall begin work immediately after receipt of all data provided by the City, which allows
for the most efficient use of staff time to proceed with the work program without delays due to
data needs. The schedule for Phase 2 will depend on the time required for the regulatory
agencies to complete their review and provide comments.
Phase 1
Contract & Authorization March 2015
Data Collection April - June 2015
DOH Preplanning Conference April / May 2015
Update Hydraulic Model July - August 2015
Water System Analyses August - November 2015
Update Water System Plan Chapters July 2015 - April 2016
Update Water System Plan Appendices April 2016
Develop Draft Water System Plan April 2016
Council and Planning Board Meetings and Presentations May - June 2016
Develop and Distribute Regulatory Review Plan July 2016
Phase 2
DOH and Other Regulatory Agency Reviews (estimated) July - September 2016
Regulatory Review Comments Responses October - November 2016
Develop Final Plan and Submit to DOH October - November 2016
DOH Review of Responses and Final Plan Approval December 2016
Fee Estimate
MSA proposes to complete the work as detailed above on a time and expenses basis as
summarized in the enclosed Fee Estimate. The total not-to-exceed amount is based on the scope
of work incorporated herein and will not be exceeded without approval and written authorization.
The Fee Estimate is based upon MSA’s current Schedule of Charges as attached.
Packet Page 141 of 328
EXHIBIT B
CITY OF EDMONDS
COMPREHENSIVE WATER SYSTEM PLAN UPDATE
FEE ESTIMATE
MSA LABOR (HOURS)ESTIMATED FEES
Princ. Engr Engr Engr Sr. Tech Admin MSA
IV VII II II Tech Writer I Total
$206 $161 $119 $119 $127 $88 $77 Hours MSA MSA
Lindberg Meyer Asato Walsh Harjala Breakfield Admin Labor Expense
PHASE 1
Task 1 - Project Management & Coordination
1.1 Correspondence and Coordination with City 16 8 24 4,584$ -$ 130$ 4,714$
1.2 Staff and Subconsultant Management 8 8 1,648$ -$ 40$ 1,688$
1.3 Invoicing and Progress Reports 16 8 24 3,912$ -$ 120$ 4,032$
1.4 Quality Assurance/Quality Control (QA/QC)24 24 4,944$ -$ 10$ 4,954$
Subtotal 64 8 0 0 0 0 8 80 15,088$ -$ 300$ 15,388$
Task 2 - DOH Preplanning Conference
2.1 DOH Preplanning Conference 6 8 14 2,524$ -$ 80$ 2,604$
Subtotal 6 8 0 0 0 0 0 14 2,524$ -$ 80$ 2,604$
Task 3 - Data Collection
3.1 Data Collection and Review 2 4 12 2 20 2,638$ -$ 85$ 2,723$
Subtotal 2 4 12 0 0 0 2 20 2,638$ -$ 85$ 2,723$
Task 4 - Update Water System Plan Chapters
4.1 Executive Summary 2 2 12 2 18 2,338$ -$ 10$ 2,348$
4.2 Introduction 1 2 4 2 9 1,180$ -$ 10$ 1,190$
4.3 Water System Description 1 2 4 14 2 23 2,958$ -$ 150$ 3,108$
4.4 Land Use and Population 1 4 16 2 23 2,930$ -$ 10$ 2,940$
4.5 Water Demands 6 8 60 2 76 9,840$ -$ 10$ 9,850$
4.6 Policies and Design Criteria 2 2 4 2 10 1,386$ -$ 10$ 1,396$
4.7 Water Source and Quality 3 6 24 2 35 4,616$ -$ 10$ 4,626$
4.8 Water System Analyses 8 12 80 40 2 142 18,036$ -$ 410$ 18,446$
4.9 Operations and Maintenance 1 2 6 2 11 1,418$ -$ 10$ 1,428$
4.10 Water System Improvements 8 16 40 40 22 2 128 16,714$ -$ 630$ 17,344$
4.11 Financial Program 2 2 4 2 10 1,386$ 28,589$ 10$ 29,985$
Subtotal 35 58 254 80 36 22 0 485 62,802$ 28,589$ 1,270$ 92,661$
Task 5 - Update Water System Plan Appendices
5.1 Review Documents Prepared by City 2 4 12 2 20 2,660$ -$ 10$ 2,670$
5.2 Include Documents in Appendix 1 2 4 2 9 1,158$ -$ 120$ 1,278$
Subtotal 3 6 16 0 0 2 2 29 3,818$ -$ 130$ 3,948$
Task 6 - Develop Draft Water System Plan
6.1 Draft Plan Development 6 4 8 12 30 3,756$ -$ 1,100$ 4,856$
Subtotal 6 4 8 0 0 0 12 30 3,756$ -$ 1,100$ 4,856$
Task 7 - City Review Meetings & Presentations
7.1 Review Meetings (up to 8) & Presentations (up to 4)48 12 24 6 8 98 16,054$ -$ 760$ 16,814$
7.2 Responses to Questions and Supporting Information 4 6 16 26 3,694$ -$ 20$ 3,714$
Subtotal 52 18 40 0 6 0 8 124 19,748$ -$ 780$ 20,528$
Task 8 - Develop & Distribute Regulatory Review Plan
8.1 Develop & Distribute Regulatory Review Plan 4 4 12 12 32 3,820$ -$ 1,150$ 4,970$
Subtotal 4 4 12 0 0 0 12 32 3,820$ -$ 1,150$ 4,970$
PHASE 2
Task 9 - Regulatory Review Comments Responses
9.1 Review, Respond to Regulatory Review Comments 4 8 24 2 38 5,122$ -$ 20$ 5,142$
Subtotal 4 8 24 0 0 0 2 38 5,122$ -$ 20$ 5,142$
Task 10 - Develop Final Plan
10.1 Develop Final Plan 4 4 8 4 12 32 3,696$ -$ 1,060$ 4,756$
Subtotal 4 4 8 0 0 4 12 32 3,696$ -$ 1,060$ 4,756$
TOTAL - ALL TASKS 180 122 374 80 42 28 58 884 123,012$ 28,589$ 5,975$ 157,576$
TotalTASKFCS Group
Subs
City of Edmonds
February 27, 2015
Exh B - Edmonds WSP Update Fee 2-27-15.xlsx
Murray, Smith & Associates, Inc.
Engineers/Planners
2015 Water Comp Plan Update
Page 1
Packet Page 142 of 328
EXHIBIT C
Personnel:
Labor will be invoiced by staff classification at the following hourly rates, which are valid from January
1, 2015 through the duration of the project.
Principal Engineer VI $220.00
Principal Engineer V 212.00
Principal Engineer IV 206.00
Principal Engineer III 198.00
Principal Engineer II 191.00
Principal Engineer I 184.00
Professional Engineer IX 177.00
Professional Engineer VIII 169.00
Professional Engineer VII 161.00
Professional Engineer VI 152.00
Professional Engineer V 144.00
Professional Engineer IV 135.00
Engineering Designer IV 135.00
Professional Engineer III 127.00
Engineering Designer III 127.00
Engineering Designer II 119.00
Engineering Designer I 110.00
Technician IV 127.00
Technician III 115.00
Technician II 102.00
Technician I 88.00
Administrative III 95.00
Administrative II 87.00
Administrative I 77.00
Project Expenses:
Expenses incurred in-house that are directly attributable to the project will be invoiced at actual cost.
These expenses include the following:
CADD Hardware/Software $18.00/hour
Modeling and GIS Hardware/Software $10.00/hour
Mileage Current IRS Rate
Postage and Delivery Services At Cost
Printing and Reproduction At Cost
Travel, Lodging and Subsistence At Cost
Outside Services:
Outside technical, professional and other services will be invoiced at actual cost plus
10 percent to cover administration and overhead.
Everett MURRAY, SMITH & ASSOCIATES, INC.
2015 Engineers/Planners
2015 SCHEDULE OF CHARGES
Packet Page 143 of 328
AM-7542 7.
City Council Meeting
Meeting Date:03/10/2015
Time:30 Minutes
Submitted By:Patrick Doherty
Department:Community Services
Type: Forward to Consent
Information
Subject Title
Presentation of Updated Strategic Action Plan and Implementation Plan Report
Recommendation
Forward to 3/17/15 Council Consent Agenda for approval of the updated Strategic Action Plan and
acceptance of the Implementation Report and Worksheets
Previous Council Action
The Strategic Action Plan was approved by City Council on April 2, 2013.
Narrative
The Strategic Action Plan (SAP) is the City’s roadmap to the future, allowing for cohesive policy and
program decisionmaking. The SAP was approved by the City Council on April 2, 2013. It is not a legal
document but a living policy and planning document that will evolve over time. The SAP consists of 88
Action Items. The SAP was created over a two-year period. The outreach program for the SAP consisted
of surveys, charrettes and focus groups. Approximately 2,500 people participated in the numerous public
outreach efforts.
City Council allocated $40,000 in the 2014 budget to provide for an update to the SAP and an
implementation plan.
Long Bay Enterprises, Inc. was hired to facilitate the initial implementation of the City’s SAP. The Scope
of Work was:
· communicating with Lead Agents, key participants and stakeholders and assisting in coordination efforts
to
complete the SAP Action Items;
· meeting with Lead Agents, key participants and stakeholders;
· meeting with the SAP Working Group;
· serving as a resource to those working to implement the SAP and discussing ways to move Action Items
towards
implementation;
· identifying potential conflicts within the SAP;
· and preparing and presenting updates throughout the year.
Attached you will find a redlined version of the Strategic Action Plan, indicating technical revisions and
Packet Page 144 of 328
updates - with no substantive changes in policy direction. Also you will find a report that comprises a
summary of the efforts performed to begin the implementation of the SAP, the Worksheets for each
Primary Lead’s Action Items, and a look into the future for how to continue the implementation effort.
Attachments
Updated SAP - redline
SAP Final Report
Primary Leads Worksheets
Form Review
Inbox Reviewed By Date
City Clerk Scott Passey 03/05/2015 02:25 PM
Mayor Dave Earling 03/05/2015 03:07 PM
Finalize for Agenda Scott Passey 03/05/2015 03:10 PM
Form Started By: Patrick Doherty Started On: 03/05/2015 02:07 PM
Final Approval Date: 03/05/2015
Packet Page 145 of 328
Strategic Action Plan
Edmonds, Washington
Approved by Edmonds City Council
April 2, 2013
Updated Approved by Edmonds City Council
March 17, 2015
Packet Page 146 of 328
Mayor former Mayor
Dave Earling, Mayor Mike Cooper
City Council former City Council members
Joan Bloom DJ Wilson
Diane Buckshnis Steve Bernheim
Adrienne Fraley-Monillas, President Michael Plunkett
Kristiana Johnson, President Pro Tem Strom Peterson
Strom Peterson Michael Nelson Frank Yamamoto
Lora Petso
Frank Yamamoto Tom Mesaros
Planning Board former Planning Board members
Kevin Clarke Daniel Robles Phil Lovell
Todd Cloutier John Reed
Ian Duncan Neil Tibbott, Chair Valerie Stewart
William Ellis Carreen Nordling
Rubenkonig
Neil Tibbott
Phil Lovell, Vice Chair Kevin Clarke
Valerie Stewart Ian Duncan
William Ellis
Michael Nelson
Economic Development Commission former EDC members
Evan PierceMichael Schindler – Chair Paul Anderson
Bruce Witenberg – Vice Chair Kerry Ayers
John Dewhirst Tim Crosby
John Eckert Nicole Hughes Bruce Faires
Kevin Garrett Stacy Gardea
Teresa WippleWippel Mary Monfort
Darrol Haug Bea O’Rourke
Marc Knauss Doug Swartz David Schaefer
Nathan Proudfoot Jenny Anttila Rebecca Wolfe
Douglas Purcell Julaine Fleetwood Marianne Zagorski
John Rubenkonig - Vice Chair Karen Shively
Gail Sarvis Jamie Reece Don Hall
Rich Senderoff Evan Pierce
Debbie Matteson John Eckert
Darlene Stern Marc Knauss
Evelyn Wellington Nathan Proudfoot
Roger Hertrich Douglas Purcell
Gail Sarvis
Evelyn Wellington
Finis Tupper
City of Edmonds Current and (Former) Department Directors
Scott Passey (Sandra Chase) City Clerk
Patrick Doherty (Stephen Clifton) Community Services/Economic Development
Shane Hope, (Rob Chave -– Acting) Development Services
Scott James, (Shawn Hunstock) Finance
Carrie Hite Parks, Recreation & Cultural Services
Al Compaan. , Chief Police
Phil Williams Public Works
City of Edmonds Current and (Former) Staff
Frances Chapin Cultural Services Division
Cindi Cruz Community Services/Economic Development
Brian Tuley (Carl Nelson) Information Technology
Leif Bjorback (Leonard Yarberry) Development Services
Consultants
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Packet Page 147 of 328
Tom Beckwith FAICP, Team Leader Beckwith Consulting Group
Steve Price Front Street Partnership
Eric Hovee ED Hovee & Associates, LLC
Andrea Logue ED Hovee & Associates, LLC
Nancy Jordan NG Jordan Associates
Cynthia M. Berne Long Bay Enterprises, Inc.
Packet Page 148 of 328
4
Edmonds Strategic Plan
Contents
Overview of the Edmonds Strategic Plan 1
Strategic Plan Action Tasks 9
1 Economic health, vitality, and sustainability 9
1a Foster dynamic/diverse economy 9
1b Take advantage of special/unique characteristics of areas 16
1c Enhance economic and employment opportunities 24
1d Build on the community’s history, heritage, natural resources, and livability
to promote Edmonds as a tourism destination
25
1e Effective develop, market, and promote the City’s arts and cultural heritage
and brand (Arts & Culture)
29
1f Promote a permit and licensing process to promote business recruitment,
expansion, and retention
35
2 Maintain, enhance, and create a sustainable environment 36
2a Build a community that balances protection, economic health, and social
needs
36
3 Maintain and enhance Edmonds’ community character and quality of life 45
4 Develop and maintain a transportation and infrastructure system to meet
current and future needs
53
4a Create efficient, effective, and balanced transportation system that serves all
populations, destinations, and purposes
53
4b Provide quality services, facilities, and infrastructures 61
5 Responsible, accountable, and responsive government 63
5a Provide efficient and effective delivery of services 63
5b Promotion and encouragement of an active and involved community 67
5c Ensure a safe and secure environment for residents, businesses, and visitors 68
Appendices
A Joint Committee Retreats 1-6 A-1
B Topic group results B-1
C Survey - Residents C-1
D Survey – Businesses D-1
E Survey – Employees E-1
F Survey – Customers F-1
G Survey – Young Adults G-1
H Survey – Public Charrettes H-1
I Survey – Open House I-1
J Survey – Registered Voter Household J-1
Packet Page 149 of 328
Acronyms
ACE Alliance of Citizens for Edmonds
ACGA American Community Gardening Association
ACS American Community Survey
APTA American Public Transportation Association
AWC Association of Washington Cities
BFO Budgeting for Objectives/Outcomes
BID Business Improvement District
BNSF Burlington Northern Santa Fe
BP Budgeting by Priority
BRT Bus Rapid Transit
CC City Council
CERT Community Emergency Response Team
CFP Capital Facility Program
CNG Compressed Natural Gas
DNA Downtown Neighborhood Association
ECA Edmonds Center for the Arts
EDC Economic Development Commission
EIS Environmental Impact Statement
FBC Form-Based Code
GIS Geographic Information Systems
ICC Infrastructure Coordination Committee
LOS Level of Service
NGO Non-governmental Organization
PB Planning Board
PBB Performance Based Budgeting
PDB Priority-Driven Budgeting
PSRC Puget Sound Regional Council
RFP Request for proposal
SYP Skagit Young Professionals
TOD Transit-oriented Development
WA Washington
WAV Working Artists Ventura
WSDOT Washington State Department of Transportation
WSMP Washington State Main Street Program
WWTP Wastewater Treatment Plant
Packet Page 150 of 328
1
Edmonds Strategic Action Plan
Overview of the Edmonds Strategic Action Plan
What is Edmonds Strategic Action Plan?
The Edmonds Strategic Action Plan identifies
short (3-5 years) and mid-term (5-10 years)
community strategic objectives and identifies
specific action tasks and responsible and lead
participants, schedules, and performance
measures to achieve them.
How is the Strategic Action Plan different than
other plans Edmonds develops?
The Edmonds Strategic Action Plan is intended
to integrate with other city plans including the
Comprehensive Plan, Capital Facility Program
(CFP), and annual city budgets to make sure
they are consistent with and implement
Edmonds’ strategic short and mid-term
objectives.
Why did/does Edmonds need a strategic
action plan?
Economic conditions and trends impact the City
of Edmonds’ ability to project short and long
range fiscal sustainability. Edmonds, like other
cities in Washington State, needed/needs to
analyze financial prospects and make strategic
decisions about city services and capital
projects that reflect Edmonds citizens’ desires
and aspirations.
Who developed the Edmonds Strategic Action
Plan?
Participants include elected officials,
community organizations and interest groups,
property and business owners, employees,
business district customers, young adults, the
public-at-large, and finally a random sample of
registered voter households.
The City Council with the assistance of the
Economic Development Commission (EDC),
Planning Board (PB), city staff, and Beckwith
Consulting Group (BCG) oversaw the strategic
planning process and its ultimate contents.
How did the City Council, Economic
Development Commission (EDC) and Planning
Board (PB) oversee the Edmonds Strategic
Action Plan process?
A Strategic Planning Joint Committee composed
of 31 representatives of the City Council,
Economic Development Commission (EDC), and
Planning Board (PB) hosted six public retreats or
workshops during evening hours in the City
Council Chambers to hear presentations by
Beckwith Consulting Group. Information
gathered and generated by BCG was provided
prior to each retreat/workshop to review and
evaluate progress on the plan’s development.
Retreat #1 – was conducted on the 14th of
September, 2011 and served to define objectives
for the strategic planning process, review the
scope of work and schedule, and define issues
of interest to the members of the Joint
Committee.
Retreat #2 – was conducted on the 24th of
January, 2012. BCG presented and the Joint
Committee reviewed/discussed Edmonds
demographic and socioeconomic profile based
on the results of the 2010 US Census, American
Community Survey (ACS) 2005-2009,
Environmental Systems Research Institute (ESRI)
2005-2015 projections, and Puget Sound
Regional Council (PSRC) economic projections
through 2040 and their implications to the city.
Retreat #3 – was conducted on the 28th of
February, 2012. BCG presented, and the Joint
Committee reviewed/discussed, fiscal
conditions of Washington cities in general and
Edmonds in particular based on the results of
the State of Washington Cities 2005-2010 by the
Association of Washington Cities (AWC), the
State of Edmonds 2001-2021 based on Edmonds
Finance Director’s projections, and a Budgeting
for Objectives (BFO) approach to fiscal
sustainability.
Retreat #4 – was conducted on the 24th of
April, 2012. BCG presented and the Joint
Committee reviewed/discussed the results of
stakeholder focus group sessions, surveys of
young adults, customers, employees, business
owners, and adult residents, a public charrette,
and what would be presented during an open
house conducted on the 3rd of May. This was
followed by BCG presenting draft potential
action tasks.
Retreat #5 – was conducted on the 22nd of May,
2012. BCG presented and the Joint Committee
reviewed/discussed implementation of evolving
strategic plan’s actions, survey results from the
May 3, 2012 open house, process for the
upcoming survey of registered voter
households, and draft registered voter survey
contents..
Packet Page 151 of 328
2
Edmonds Strategic Action Plan
Retreat #6 – was conducted on the 31st of July,
2012. BCG presented and the Joint Committee
reviewed/discussed the characteristics of
registered voter households and their
representativeness, rank order priorities
established by the results of earlier surveys, and
implementation process for the strategic plan.
The contents of all six retreats are provided in
full in Appendix A.
How was the public informed throughout the
Edmonds strategic action planning process?
Strategic planning webpages were established
on the city’s website which included a calendar
schedule of events, minutes, memorandums and
presentation materials used for Council retreats,
and results, summaries and findings from
interviews, surveys, an open house, and
charrettes. Additionally, throughout the
process, press releases and e-mail blasts were
issued to inform the public about surveys and
public events related to the strategic action plan
process.
How was the public involved in Edmonds
strategic action planning process?
The public was offered opportunities to
participate in an extensive series of outreach
events during the strategic action planning
process beginning with:
Stakeholder (Focus Group) opinions and
suggestions – were obtained from 96
individuals, some of which were representatives
of public and nonprofit organizations, during 20
sessions covering the topics of government,
economic development, transportation,
historical and special events, environmental,
parks and recreation, visual arts, literary arts,
performing arts, young adults and education,
seniors, service clubs, hospital district,
waterfront district, downtown and the 5-
Corners, Firdale, Westgate, Perrinville, and
Highway 99 business districts.
Stakeholder opinions and suggestions helped to
frame specific strategic action plan task
contents and responsibilities. Focus group
results are summarized in Appendix A,
beginning on page A-201, and fully documented
in Appendix B.
Adult resident’s opinions – were obtained from
681 residents using a mail-back and internet
survey process. Participants were asked to rate
existing conditions of City governance,
employment, safety and security, education,
transportation, housing market options, parks
and recreation facilities, arts and cultural
programs, special events, design conditions and
appearances, level of development, and
sustainability. Adult residents rated priorities
for the types of businesses to recruit, types of
households to attract, and maintenance of City
buildings, infrastructure (roads, sidewalks,
stormwater) and parks/recreation facilities.
Adult resident assessments helped define
proposed strategic action plan tasks. Adult
resident survey results are summarized in
Appendix A, beginning on page A-169, and fully
documented in Appendix C.
Business owner opinions – were obtained from
219 business owners using a mail-back survey
process. Participants were asked how long their
business has existed, about business profiles,
labor force characteristics, market conditions,
existing and projected trade area and customer
profiles, in addition to rating the existing image
of, and conditions in, Edmonds, types of
businesses to recruit, marketing and promotion
programs, City/Port/Chamber development
efforts, planning priorities for possible
economic development actions, and interest in
participating in the implementation of the
strategic action plan.
Business owner opinions helped define strategic
action plan tasks, particularly those dealing
with business district development and
development regulations. Business owner
survey results are summarized in Appendix A,
beginning on page A-148, and fully documented
in Appendix D.
Employee opinions – were obtained from 86
employees using a mail-back and internet
survey process. Participants were asked to rate
their concerns about employment opportunities,
transportation and housing market conditions,
use of city and business facilities and reasons
by nonresidents for not living in Edmonds.
Employee opinions helped define strategic
action plan tasks, particularly those dealing
with housing and transportation. The employee
survey results are summarized in Appendix A,
beginning on page A-127, and fully documented
in Appendix E.
Customer opinions – were obtained from 484
customers using a mail-back and internet survey
process. Participants were asked to rate their
concerns about shopping behaviors in Edmonds
versus competitive city business districts and
regional malls, where they are most likely to
shop for specific goods and services, what
factors affect a decision to not purchase in
Packet Page 152 of 328
3
Edmonds Strategic Action Plan
Edmonds, ratings of Edmonds conditions, and
use of Edmonds facilities, e.g., parks, trails,
Senior Center, Edmonds Center for the Arts, etc.
Customer opinions helped define strategic
action plan tasks, particularly those dealing
with business district development,
transportation, and arts and culture. The
customer survey results are summarized in
Appendix A, beginning on page A-111, and fully
documented in Appendix F.
Young adult opinions – were obtained from 119
young adults using a mail-back and internet
survey process. Participants were asked to rate
their concerns about activities they currently
participate in, activities they would like to
participate in, the kind of public service or
community activity of interest, employment
interests, the best way of communicating with
peers, how conditions in Edmonds rate, whether
they would recommend Edmonds to others, and
plans or not for living in Edmonds in the future.
Young adult opinions helped define strategic
action plan tasks, particularly those dealing
with young adult outreach, employment, and
community service opportunities. The young
adult survey results are summarized in
Appendix A, beginning on page A-100, and fully
documented in Appendix G.
Public charrettes – were conducted with 140
people participating on the 14th and 19th of
March, 2012 at the Edmonds Conference Center.
10 young adults attend a third charrette held on
the 30th of April, 2012 at the Edmonds-
Woodway High School.
Charrette participants expressed their likes and
dislikes about Edmonds in general, identified
priorities, results, and measurements related to
the highest priority topics identified from the
results of the stakeholder focus groups
sessions, and surveys of adult residents,
business owners, employees, customers, and
young adults.
The results of the charrettes defined the
specific action tasks included in a draft strategic
plan. The charrette results are summarized in
Retreat #4 in Appendix A and fully documented
in Appendix H.
Public open house – conducted on the 3rd of
May 2012 at the Plaza Room at the Library
during which 89 participants completed a
survey during the event and 114 completed the
survey on-line following the open house for a
total of 213. The survey asked the open house
participants to comment on and rank possible
priorities for the draft action tasks emerging for
the strategic action plan from the public
charrettes and the preceding stakeholder focus
group sessions and adult resident, business
owner, employee, customer, and young adult
surveys,
The results of the open house refined the
proposed action tasks included in a draft
strategic plan. The open house results are
summarized in Appendix A, beginning on page
A-212, and fully documented in Appendix I.
Registered voter household priorities –
obtained from a telephone recruited random
sample of 466 completed mail-back and internet
surveys concerning their priorities for the 60
proposed strategic planning action tasks
concerning employment, business district
development, young adults, housing, catalytic
projects, arts and culture, parks and recreation,
sustainability, transportation, fiscal
sustainability, development regulations, and
communications.
Registered voter household priorities refined
the final priorities assigned to the strategic
action plan tasks and task scheduling. The
registered voter household survey results are
summarized in Appendix A, beginning on page
A-296, and fully documented in Appendix J.
Public hearings – as part of finalizing the draft
Strategic Action Plan, a joint meeting between
the Planning Board and Economic Development
Commission took place on January 23, 2013.
During the meeting, BCG presented information
on the contents of a nearly final draft Strategic
Action Plan including all task proposals,
priorities, lead and participant responsibilities,
schedules, and performance measures.
Based on feedback from Planning Board,
Economic Development Commission members,
City staff, Council members and others, the plan
was revised and the contents of a final draft
Strategic Action Plan was presented by BCG to
the City Council on April 2, 2013.
Summary of public outreach events
Event Documentation Nmbr
Stakeholder
Focus group
sessions
20 focus group
sessions – Appendix B
96
Adult resident
survey
mail-back and
internet – Appendix C
681
Business
owner survey
mail-back survey –
Appendix D
219
Employee
survey
mail-back and
internet – Appendix E
86
Packet Page 153 of 328
4
Edmonds Strategic Action Plan
Customer
survey
mail-back and
internet – Appendix F
484
Young adult
survey
mail-back and
internet – Appendix G
119
Charrettes 2 adult and 1 youth –
Appendix H
150
Open house hand-back and
internet – Appendix I
213
Voter
household
survey
random sample
controlled mail-back
and internet –
Appendix J
466
Total Nmbr of Participants 2,514
Note – participation includes some multiple
events per person
Who defined the Strategic Action Plan tasks?
Public input from the focus group sessions,
surveys, and charrettes were used to help define
actions that are desired to be accomplished
within the city regardless of who would be the
implementing agent.
What action task priorities and how was the
Edmonds Strategic Action Plan process used
to identify them?
Public input, the results of the registered voter
household survey in particular, identified and
determined the priority of all 86 specific tasks
included in this Strategic Action Plan.
Priorities were defined for each specific task
from the results of the statistically
representative phone/internet survey where the
survey participants ranked proposals on a scale
of 1 to 5 where 1 was the lowest and 5 the
highest priority.
During presentations at public retreats /
workshops, rating scores were grouped into,
and presented as, 1-2 (very low and low), 3
(neutral) and 4-5 (high and very high). The
groupings below were created using the
percentage results from the random sampling
registered voter survey.
Example: Plan actions where the combined
percentages of 4 (high) and 5 (very high) range
from 50-60% are categorized as Very High
below. Plan actions where the combined
percentages of 4 and 5 range from 40-49% are
categorized as Moderate-High below, etc.
Very High (VH) 68%-50%
Moderate-High (MH) 49%-40%
Moderate-Low (ML) 39%-32%
Low (L) 32%-21%
Very Low (VL) 21%-13%
What are Edmonds Strategic Action Plan’s
objectives and related action tasks?
The Edmonds strategic action planning process
identified 86 specific tasks. Using the
categories above, the plan actions have been
ranked in order of priority from very highest
(VH), to moderately high (MH), moderately low
(ML), low (L), to very lowest (VL) within 5 overall
Strategic Objectives.
In September of 2012, BCG presented a draft
proposal to place the 86 proposed plan actions
under 10 Strategic Objectives categories, e.g.,
“We want full, local, sustainable employment for
all Edmonds residents! (Employment)”, “We want
functional, viable, energetic business districts!
(Economic Development)”, etc.
Upon Review by the Strategic Action Plan Sub-
committee, a recommendation was sent to BCG
to create instead five broader overall strategic
objectives (no changes were made to the plan
actions themselves). BCG reviewed the
recommendation and expressed support and
included five strategic objective categories…
each of which are followed by plan actions
relating to each.
Strategic Objective 1: Create economic health,
vitality & sustainability – diversify and
stabilize the Edmonds economy to achieve
sustainability for businesses, employment, and
commercial services; create quality mixed use
development within Edmonds business districts
in ways that preserve and conserve the city’s
unique heritage and natural context.
1a Foster dynamic/diverse economy
1a.1 Economic sustainability (VH)
1a.2 Marketing business districts (VH)
1a.3 Interim storefronts (VH)
1a.4 Promotion for business development
(VH)
1a.5 Business outreach (VH)
1a.6 Design of storefronts (MH)
1a.7 Mixed use standards for the
International District (MH)
1a.8 Mixed use standards for ground floor
retail requirements (ML)
1a.9 Mixed use standards for Westgate (ML)
1a.10 Mixed use standards for the
downtown/waterfront (ML)
1a.11 Mixed use standards for Perrinville (L)
1a.12 Mixed use standards for Firdale
Village (L)
1a.13 Mixed use standards for 5 Corners (L)
1a.14 Mixed use standards for other
commercial districts (L)
Packet Page 154 of 328
5
Edmonds Strategic Action Plan
1b 1b: Take advantage of
special/unique characteristics of
areas
1b.1 Health and medical industries (VH)
1b.2 High tech industriesAdvanced Utility
(VH)
1b.3 Harbor Square (VH)
1b.4 Shoreline/waterfront (VH)
1b.5 Antique Mall (VH)
1b.6 Swedish Hospital (VH)
1b.7 Organization Main Street (H)
1b.8 International District (ML)
1b.9 Financing Downtown (BID) (ML)
1b.910 Car dealerships (VL)
1c Enhance economic and employment
opportunities
1c.1 Employment for youth (VH)
1c.2 Participation for youth (VH)
1c.3 Database for business recruitment
(ML)
1d Build on the community’s heritage,
natural resources, and livability to
promote Edmonds as a tourism
destination
1d.1 Design for arts and culture (L)
1d.2 Marketing for arts and culture (L)
1e Effectively develop, market, and
promote the City’s arts and cultural
heritage and brand (Arts & Culture)
1e.1 Organization for arts and culture (MH)
1e.2 Promotion for arts and culture (MH)
1e.3 Edmonds Center for the Arts - ECA
(MH)
1e.4 4th Ave Cultural Corridor (MH)
1e.5 Artists live/work (L)
1e.6 Art and history walking tours (L)
1e.7 Fine arts museum (L)
1f Promote a permit and licensing
process to promote business
recruitment, expansion, and
retention
1f.1 Economic incentives (MH)
Strategic Objective 2: Maintain, enhance, and
create a sustainable environment – focusing
on the sustainability of natural systems and
processes in Edmonds.
2a Build a community that balances
environmental protection, economic
health, and social needs
2a.1 Recycling (VH)
2a.2 Farmers/Public Market (VH)
2a.3 Stormwater at – Resolve Flooding on
SR-104 and Dayton (VH)
2a.4 Native habitat (MH)
2a.45 Stormwater for the flooding of Lake
Ballinger (MH)
2a.56 Energy (MH)
2a.57 Food production (MH)
2a.68 Stormwater and habitat Habitat along
Willow Creekand Restoration (ML)
2a.79 Stormwater and habitat in a green
features code (ML)
2a.810 Coordination of environmental
outreach (L)
Strategic Objective 3: Maintain and enhance
Edmonds’ community character and quality of
life – conserving and enhancing community
activities/facilities and recreational amenities
that service and define the city, and that
support residents’ needs, e.g., housing, parks,
and interests.
3a.1 3a.1 Senior Center rehabilitation (VH)
3a.2 3a.2 Downtown restrooms (VH)
3a.3 3a.3 Anderson Center (VH)
3a.4 3a.4 Greenways and Parks (VH)
3a.5 3a.5 Activities for youth (VH)
3a.6 3a.6 Yost Pool financing (VH)
3a.7 3a.7 Public view preservation (MH)
3a.8 3a.8 Yost Pool improvement (ML)
3a.9 3a.9 Civic Field (ML)
3a.10 3a.10 Design standards (ML)
3a.11 3a.11 Diversify housing options (ML)
3a.12 3a.12 Affordable housing (L)
3a.13 3a.13 Woodway athletic fields (L)
3a.14 3a.14 Dog Park relocation (L)
3a.15 3a.15 Senior Center relocation (VL)
Strategic Objective 4: Develop and maintain a
transportation and infrastructure system to
meet current and future demand – providing
multimodal balance and integration of
pedestrians, bicycles, vehicles, transit,
railroads, and the ferry system.
4a Build a community that balances
environmental protection, economic
health, and social needs
4a.1 BNSF Railroad coal trains (VH)
4a.2 Street maintenance (VH)
4a.3 Walkways (VH)
4a.4 Sounder Train (MH)
4a.5 Sound Transit Link (MH)
4a.6 Trails (MH)
4a.7 Highway 99 enhancement (MH)
4a.8 Intermodal Station development (MH)
4a.9 Waterfront connection (MH)
4a.10 Ferry Terminal loading strategy (MH)
4a.11 Crosswalks (ML)
4a.12 SR-104 transit service (ML)
4a.13 Bikeway network (L)
4a.14 Shuttle service between downtown and
Highway 99 (L)
Packet Page 155 of 328
6
Edmonds Strategic Action Plan
4a.15 Swift Bus Rapid Transit – SBRT (L)
4a.16 Shuttle service between the waterfront
and downtown (L)
4b Provide quality services, facilities,
and infrastructure
4b.1 Provide quality services, facilities, and
infrastructureMaintain Public Works
Growth Management Concurrency
Strategic Objective 5: Provide responsible,
accountable, and responsive government –
expanding outreach and communication,
creating sustainable fiscal strategies, and joint
venturing with other local public and nonprofit
partners.
5a Provide efficient and effective
delivery of services
5a.1 Fiscal sustainability (VH)
5a.2 Permitting process (VH)
5a.3 Assess performance results of SAP (VH)
5a.4 Strategy development for
public/private investments (VH)
5as.5 Non-governmental organization (NGO)
participation (MH)
5a.6 Fiscal sustainability for funding Parks
and Recreation (MH)
5b Promotion and encouragement of an
active and involved community
5b.1 Public access (MH)
5b.2 Public communication (MH)
5c Ensure a safe and secure
environment for residents,
businesses, and visitors
5c.1 Safe and secure environment (VH)
The 5 strategic objectives listed above and the
86 related specific action tasks involved in
realizing the strategic objectives are described
within the following sections of this document.
What are the financial implications of the
action task priorities?
The plan action tasks, including some where the
City serves as the lead, may not compete for the
same source of funds. Many of the action tasks
will be accomplished by parties with funds
other than Edmonds including the Port of
Edmonds, Washington State Department of
Transportation, Sound Transit, and Chamber of
Commerce, among others.
Each proposed action may have a different
sponsor, funding source and schedule. The goal
of this Strategic Action Plan is to organize and
coordinate all actions and participants – not
select winners and losers or determine which
goes first and which goes last.
Packet Page 156 of 328
7
Edmonds Strategic Action Plan
What do the priorities signify?
Voters that participated in the random sampling
survey expressed their opinions on the overall
priority of each and all actions on a citywide
basis to be accomplished within the next 10
years regardless of who will be the
implementing agent or the source of financing.
How will the City of Edmonds use the
priorities for city actions?
Where the city is identified as the lead agent,
the priorities could be used in a Budget for
Objectives (BFO) process to help in determining
how Edmond’s limited financial and staff
resources could be budgeted or allocated.
Will the action tasks be accomplished in rank
order?
Not likely, nor should that be an objective. Some
of action tasks will require lead times necessary
to form participant groups, secure outside
funding, conduct environmental reviews, etc.
Consequently, even if a task is a high priority, it
may take a number of months or years to fully
initiate and achieve results.
In actuality, most action task priorities will be
opportunistic rather than rank ordered. The
overall goal is to achieve all proposed action
tasks as soon as each action is feasible and
accomplishable.
Should a low priority task be ignored or
deferred?
Not if the lead agent is able to implement or the
task is primed for implementation. The Strategic
Action Plan is intended to be implemented on an
opportunistic and multifaceted basis, i.e., lead
agents and participants should/can look for
ways to implement as many community desired
actions and involve as many participant
interests in the community as possible as events
and circumstances allow.
Therefore, if a low priority action has a sponsor
and funds, it could be accomplished by the
sponsor with the support of the community so
long as the task action does not interfere with
accomplishing higher priority task actions.
Should the list of action tasks be reduced or
tasks eliminated?
It is not necessary to eliminate an action if it
scores a moderate-low to very low priority if
there is an interest group willing to take the
lead and implement the action without unduly
using city funds or resources.
The Strategic Action Plan is holistic defining all
actions city residents wish to see accomplished
within the next 6-10 years without limitations
on who or which entity would serve as lead
agent or participant to implement or fund them.
Who are the participants and how were they
determined?
Participant lists include all parties who may be
affected by an individual action task. The lists
were created using information provided during
focus group sessions, survey comments, open
house, charrettes, and by the consultants and
Strategic Action Plan sub-committee.
Who are the lead agents?
Lead agents are assumed to be the primary
implementing party or parties. In some
instances the lead agent may be the authorizing
or approving agent – as in City Council.
How were lead agents identified?
In some instances, lead agents were self-
selected based on the actions they proposed
during the focus group sessions, survey
comments, or charrettes. In other instances,
lead agents are presumed to be the most likely
party that has the predominant interest and
benefit in the action, and the resources with
which to accomplish or facilitate the action.
How are lead agents distributed between the
City and other entities/agents?
Though Edmonds elected officials and staff are
involved in a large number of action tasks, they
are not the lead or primary implementing party
in a large number of them, e.g., business district
development, arts and culture, hospital, etc.
Packet Page 157 of 328
8
Edmonds Strategic Action Plan
What non-City lead agents have been
identified?
There are a large number of non-City lead
agents including the Port of Edmonds, WSDOT,
Sound Transit, nongovernmental organizations
(NGOs) such as Downtown Edmonds Merchants
Association, and the Chamber of Commerce who
have authority, responsibility, or benefit from
an action task for which they are listed as lead.
Will additional organizations be required to
implement the Strategic Action Plan?
It could, depending on who the participants and
the lead agents determine will be most effective
and representative of the costs and benefits.
What if a lead agent is not interested or able
to facilitate an action task accomplishment?
Then the lead agent designation and
responsibilities could pass to another interested
party or parties or the action will not be
accomplished.
What does complexity mean?
Complexity refers to the degree of ease or
difficulty that may be involved in implementing
each action task. Low complexity tasks may
involve a single implementing agent following a
simple process. High complexity tasks may
involve multiple agents, including where
Edmonds is not the lead or the authorizing
agent, and a complex process that involves
public participation, Environmental Impact
Statements, permits, hearings, and other
procedures.
Who determined complexity?
A Strategic Action Plan subgroup made up of
members from the City Council, Planning Board
and Economic Development Commission in
addition to City staff determined the complexity
assessments ranging from low, moderate, high,
and very high.
What do months mean?
Months refer to the probable production time
involved in implementing an action task
accounting for the specific steps involved in
implementing an action task and its degree of
complexity. An ongoing entry indicates the
action task is a continuous activity.
Who determined months?
A Strategic Action Plan subgroup made up of
members from the City Council, Planning Board
and Economic Development Commission in
addition to City staff determined the probable
number of months that would be involved in
each task.
How do months relate to an implementation
schedule?
The Strategic Action Plan defines the action
tasks desired to be implemented within the next
6-10 years. The schedules shown assume each
task would be initiated as soon as possible and
extend through the months assigned to the task.
In reality, actual schedules will depend on the
lead agent, how many other tasks they are
responsible for, complexities involved in the
implementation of each task, when funding is
available, and other opportunistic variables.
What are performance measures and what
function do they serve?
Performance measures are indicators or
benchmarks by which to measure the progress
and effectiveness of implementing each action
task. A low score on a performance measure
indicates the action task is not achieving the
desired result and may need to be reassessed or
revised to achieve the results listed in the
performance measure.
How were performance measures determined?
Performance measures were defined by existing
city benchmarks, comparison with benchmarks
from other cities, and from objective
parameters defined by the nature of the action
task function.
Packet Page 158 of 328
9
Edmonds Strategic Action Plan
How will performance measures be gauged?
Some performance measures are objective
measurements, i.e., the number of tons recycled
per year, miles to the nearest park, etc. Others
depend on community surveys where the public
indicates the degree to which they are satisfied
with various conditions – such as perception of
safety, access to jobs, satisfaction with
appearances, etc.
Will the Strategic Action Plan be updated?
This Strategic Action Plan defines key
objections, tasks, responsibilities, schedules,
performance measures, and other particulars for
the next 6-10 years and could be updated
concurrent with updates to the Comprehensive
Plan, Capital Facilities Program (CFP), and
annual budgets.
However, should an unforeseen event arise that
might necessitate an update, the Strategic
Action Plan can be updated if and when City
Council deems necessary.
What needs to be done to initiate the Strategic
Action Plan?
Finalize the draft document and complete
Council hearings - review and confirm action
task lead agents, participating parties,
complexity, months, schedules, performance
measures, and other particulars with which to
initiate action
Confirm lead agents and participants - assign
the action tasks to the lead agents and work
with them, city included, in formulating detailed
contents, schedules, funds, and other
particulars. Where necessary, create new ad hoc
groups to take the lead on tasks involving
multiple lead agents and interests.
Coordinate with other city, public agencies,
and NGO programs - update city documents
including the Comprehensive Plan, CFP, Annual
Budgets, and other agency and NGO plans,
projects, and programs to reflect the strategic
objectives, action tasks, and performances
defined in the Strategic Action Plan,
Monitor performance and adjust particulars
as necessary - score and evaluate performance
of each lead agent and participants on the
accomplishment of the action tasks using the
performance evaluation measures or
benchmarks to make adjustments, revise
approaches, and other particulars.
Packet Page 159 of 328
Packet Page 160 of 328
10
Edmonds Strategic Action Plan
Strategic Objective 1: Create economic health, vitality & sustainability
1a: Foster dynamic/diverse economy
Action 1a.1 (4): Economic sustainability
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Port of Edmonds
Chamber of Commerce
Very high Low On-going
Strategic objective Participants
Recruit businesses that employ technical,
professional, and managerial skills offered offering
by Edmonds residents to facilitate live/work
sustainability in Edmondsa live/work sustainability
environment in Edmonds.
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Community College
Edmonds School District
Edmonds property owners
Edmonds brokers
Implementation schedule 2013 2014 2015 2016 2017 2018+
Economic sustainability
Potential performance measures
% of overall technical (high tech, nursing, etc.) jobs
within Edmonds
% of overall professional (lawyers, accountants,
doctors) jobs within Edmonds
Review of housing stock
Action 1a.2 (8): Marketing – business districts
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Port of Edmonds
Chamber of Commerce
Very high Low Ongoing
Strategic objective Participants
Identify and recruit retailers to fill critical gaps in
retail sales and services such as basic needs (clothing
downtown, professional services) within the business
districts of downtown, Westgate, Firdale Village, 5-
Corners, and Perrinville, as well as larger department
stores and specialty retailers on Highway 99.
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
International District
Edmonds property owners
Edmonds brokers
Edmonds Downtown BIDEdmonds Downtown
Alliance
Implementation schedule 2013 2014 2015 2016 2017 2018+
Marketing – business districts
Potential performance measures
# new retail businesses established
% increase in retail sales overall
Action 1a.3 (13): Interim storefronts
LeadPrimary Leads Rank Complexity Months
Economic Development Department
Downtown Edmonds Merchants Assn
Edmonds Downtown Alliance
Chamber of Commerce
Very high Low Ongoing
Strategic objective Participants
Encourage temporary artist exhibits or similar uses in
vacant storefronts or buildings in order to provide
visual interest and activity while the building is being
marketed for a future tenant or owner.
Cultural Service DivisionCultural Services
Division
Chamber of Commerce
Edmonds Downtown BID Downtown Edmonds
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Bold
Formatted: Space Before: 0 pt, After: 0 pt
Packet Page 161 of 328
11
Edmonds Strategic Action Plan
Merchants Assn
Edmonds Business Owners
Edmonds Property Owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Interim storefronts
Potential performance measures
# empty storefronts filled with temporary exhibits
per year
% temporary tenants become permanent tenants
Spaceworks Tacoma
Spaceworks Tacoma is a creative,
maybe even utopian response to
economic hard times. The goal of
Spaceworks is to transform empty
storefronts and vacant space into
dynamic points of interest through
artistic energy and enterprise,
making Tacoma a stronger, more
active city.
Spaceworks is a joint initiative of
the City of Tacoma, Shunpike, and
the Tacoma-Pierce County Chamber
of Commerce. In exchange for
creatively activating unused
spaces, artists are temporarily
provided no- and low-cost rent,
exposure and business
consultation.
http://spaceworkstacoma.wordpr
ess.com/
Packet Page 162 of 328
12
Edmonds Strategic Action Plan
Action 1a.4 (10): Promotion – business development
LeadPrimary Leads Rank Complexity Months
Downtown Edmonds Merchants
AssnEdmonds Downtown Alliance
Chamber of Commerce
Very high Medium Ongoing
Strategic objective Participants
Initiate and expand retail sales and other enhance
events and activities including sidewalk cafes and
vendors within the business districts of downtown,
Westgate, Firdale Village, 5-Corners, Perrinville,
Highway 99.
Edmonds Downtown BID-
Downtown Edmonds Merchants Assn
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Promotion – business development
Potential performance measures
# retail oriented events per year in each business
district
# customers participating in events
# of merchants participating in events
$ sales and sales tax revenue generated by events
Action 1a.5 (2): Business outreach
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Port of Edmonds
Chamber of Commerce
Very high Low Ongoing
Strategic objective Participants
Integrate City, Port, Chamber, Edmonds Community
College, Edmonds School District, and private
business efforts and communications for the benefit
of economic recruitment.
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Community College
Edmonds School District
Edmonds property owners
Edmonds commercial brokers
Downtown Edmonds BID
Implementation schedule 2013 2014 2015 2016 2017 2018+
Business outreach
Potential performance measures
# of business recruited as a result of collective
efforts
# programs initiated related to business recruitment
Action 1a.6 (9): Design - storefronts
LeadPrimary Leads Rank Complexity Months
Edmonds Chamber of Commerce
Edmonds Downtown Alliance
Downtown Edmonds Merchants Assn
Mod-high Low-medium 1-36
Strategic objective Participants
Develop a process to identify ways to enhance
Enhance retail storefronts within the business
districts of downtown, Westgate, Firdale Village, 5-
Corners, Perrinville and Highway 99. For example,
this could include identifying competitive grants and
low cost loan programs.
Economic Development Department
Downtown Edmonds Merchants AssnEdmonds
Downtown BID
Business owners
Edmonds banks and savings
Implementation schedule 2013 2014 2015 2016 2017 2018+
Design - storefronts
Potential performance measures
# rehabilitated/enhanced storefronts and building
projects
# new façade, sign, window display projects
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Packet Page 163 of 328
13
Edmonds Strategic Action Plan
% customers rate appearances as good and high
quality
% businesses rate appearances as good and high
quality
Action 1a.7 (66a3): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department
Highway 99 Task Force
Mod-high Medium-high 12-36
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the Highway 99 area.
City Council
Planning Board
Architectural Design Board
Chamber of Commerce
Swedish Hospital
Property owners
Developers
Business owners
Economic Development Commission
Highway 99 Task Force
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
#permits applied for following adoption of new
development standards
#projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Action 1a.8 (66b): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department Mod-low Medium 1-24
Strategic objective Participants
Address ground floor retail requirements to reflect
demand in different retail corridors and locations.
City Council
Planning Board
Architectural Design Board
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
Economic Development Commission
Economic Development Department
Property owners
Developers
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
#projects that include ground floor retail
%increase/decrease of retail square footage
% participants rating requirements, standards to be
relevant
Packet Page 164 of 328
14
Edmonds Strategic Action Plan
Action 1a.9 (66a2): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department Mod-low Medium-high 1-12
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the Westgate area.
City Council
Planning Board
Architectural Design Board
Port of Edmonds
Chamber of Commerce
Economic Development Department
Property owners
Developers
Business owners
Economic Development Commission
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
# permits applied for following adoption of new
development standards
% projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Action 1a.10 (66a1): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department Mod-low Medium-high 24-36
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the
Downtown/Waterfront area.
City Council
Planning Board
Architectural Design Board
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
Economic Development Department
Property owners
Developers
Business owners
Economic Development Commission
Senior Center
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
# permits applied for following adoption of new
development standards
# projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Packet Page 165 of 328
15
Edmonds Strategic Action Plan
Action 1a.11 (66a5): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department Low Low 12-24
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the Perrinville area.
City Council
Planning Board
Architectural Design Board
Chamber of Commerce
Property owners
Developers
Economic Development Commission
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
# permits applied for following adoption of new
development standards
# projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Action 1a.12 (66a6): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department Low Low Complete
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the Firdale Village area.
City Council
Planning Board
Architectural Design Board
Chamber of Commerce
Property owners
Developers
Business Owners
Economic Development Commission
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
# permits applied for following adoption of new
development standards
# projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Packet Page 166 of 328
16
Edmonds Strategic Action Plan
Action 1a.13 (66a4): Development regulations
LeadPrimary Lead Rank Complexity Months
Development Services Department Low Medium-high 1-12
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the Five Corners area.
City Council
Planning Board
Architectural Design Board
Chamber of Commerce
Property owners
Developers
Business owners
Economic Development Commission
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
# permits applied for following adoption of new
development standards
# projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Action 1a.14 (66a): Development regulations
Lead Rank Complexity Months
Development Services Department Low Low 12-36
Strategic objective Participants
Amend mixed use development standards to allow
higher, mixed use density in the commercial
districts.
City Council
Planning Board
Architectural Design Board
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
Swedish Hospital
Property owners
Developers
Business owners
Economic Development Commission
Implementation schedule 2013 2014 2015 2016 2017 2018+
Development regulations
Potential performance measures
# permits applied for following adoption of new
development standards
# projects constructed incorporating a mix of uses
following adoption of new development
standards
# variances sought since code update
# issues taken to Hearing Examiner, Council, courts
since code update
Recommendation for removal - appears to be duplicate: All commercial districts already covered
individually in the previous 13 Action Items
Formatted: Font: Italic
Formatted: Font: Italic
Packet Page 167 of 328
17
Edmonds Strategic Action Plan
Strategic Objective 1: Economic Health, Vitality & Sustainability
1b: Take advantage of special/unique characteristics of areas
Action 1b.1 (6): Health and medical industries
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Swedish Hospital
Very high Low Ongoing
Strategic objective Participants
Retain and recruit businesses that support and can
expand health related services and products within
the general area of Swedish Hospital Edmonds.
Swedish Hospital
Chamber of Commerce
Edmonds Community College
Edmonds School District
Edmonds property owners
Edmonds commercial brokers
Business owners
Verdant
Implementation schedule 2013 2014 2015 2016 2017 2018+
Health and medical industries
Potential performance measures
# Swedish Hospital and related employees
# businesses who locate in Edmonds citing Swedish
Hospital
# new employees involved in new health related
businesses
Action 1b.2 (5): High tech industriesAdvanced Utility
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Chamber of Commerce
Port of Edmonds
Very high Medium Ongoing
Strategic objective Participants
Retain and recruit businesses that depend on, and
can take advantage of, Edmonds superior fiber optics
capability.
Chamber of Commerce
Port of Edmonds
Edmonds Community College
Edmonds School District
Edmonds property owners
Edmonds commercial brokers
Edmonds Community Technology Committee
Economic Development Commission
City of Edmonds IT Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Tech/Design/Medical industries
Potential performance measures
# new businesses defined as tech/design/medical,
etc. attracted to locate in Edmonds as result of
fiber optic service
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 168 of 328
18
Edmonds Strategic Action Plan
Action 1b.3 (20): Harbor Square
LeadPrimary Lead Rank Complexity Months
Development Services Department
City of Edmonds
Port of Edmonds
Very high High 1-12
Strategic objective Participants
Review and approve a long term master plan and
agreement for the Port of Edmonds Harbor Square
property that enhances the waterfront environment,
public access and promotes mixed use development.
City of Edmonds
Port of Edmonds
Economic Development Department
Development Services Department
Public Works Department
Parks & Recreation Department
Citizens
Community Transit
Sound Transit
Friends of Edmonds Marsh
Waterfront property and business owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Harbor Square
Potential performance measures
@ date Council approves a Harbor Square Master Plan
@ date Council approves a site development
agreement
# of public benefits and amenities resulting from
implementation of a new Harbor Square Master
Plan
# developers recruited submitting RFPs post adoption
of a Harbor Square Master Plan
# projects constructed incorporating following
adoption of a Harbor Square Master Plan
% public indicating Port’s implementation of plan is
successful
Action 1b.4 (19): Shoreline/waterfront
LeadPrimary Lead Rank Complexity Months
Public Works Department
Economic Development Department
Development Services Department
City Council
Port of Edmonds
Very high Medium 12-60
Strategic objective Participants
Develop a strategy for the combined shoreline
(east/west of rail lines) from the Port to the
Underwater Dive Park and from the waterfront to the
downtown that increases public access and
recreational opportunities.
Economic Development Department
Development Services Department
City Council
Port of Edmonds
Citizens
Public Works Department
Parks & Recreation Department
WA State Ferries (WSF)
WA Department of Ecology
BNSF Railroad
Edmonds Senior Center
Edmonds Yacht Club
Waterfront property and business owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Shoreline/waterfront
Potential performance measures
@ date shoreline/waterfront planning process
completed
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 169 of 328
19
Edmonds Strategic Action Plan
% property and business owners participating in plan
# residents participating in plan development
# catalytic projects identified – that are accomplished
post adoption of a plan
% property, business, residents indicating plan
priorities have been accomplished annually and
within 5 years
Action 1b.5 (21): Antique Mall aka Salish Crossing
LeadPrimary Lead Rank Complexity Months
Property Owners
Economic Development Department
Port of Edmonds
Very high Medium-high 1-36
Strategic objective Participants
Encourage packaging coordination among the
Safeway/Antique Mall aka Salish Crossing and nearby
properties for the purpose of enhancing
redevelopment opportunities of this significant
gateway site.
Property Owners
Port of Edmonds
City Council
Cultural Service DivisionCultural Services
Division
Development Services Department
Public Works Department
Parks & Recreation Department
Antique Mall aka Salish Crossing owners
Edmonds Senior Center
Community Transit
Sound Transit
BNSF Railroad
WSDOT and Washington State Ferries
Developers
Implementation schedule 2013 2014 2015 2016 2017 2018+
Antique Mall
Potential performance measures
@ date properties are successfully packaged
% public indicating process is successful as a result
of post packaging development
Action 1b.6 (23): Swedish Hospital
LeadPrimary Lead Rank Complexity Months
Swedish Hospital District
Development Services Department
Very high High 12-36
Strategic objective Participants
Update the Hospital District master plan to meet
hospital needs while mitigating impacts to adjacent
nonmedical land uses.
Development Services Department
City Council
Planning Board
Highway 99 Task Force
Health & Wellness Center
Aldercrest Health & Rehab Center
Economic Development Department
Economic Development Commission
Public Works Department
Community Transit
WSDOT
Property owners and residents
Implementation schedule 2013 2014 2015 2016 2017 2018+
Swedish Hospital
Potential performance measures
@ date city initiates master planning process
# residents and organizations involved in process
@ Council adopts development criteria
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 170 of 328
20
Edmonds Strategic Action Plan
# quality developers recruited
% public indicating process is successful
Packet Page 171 of 328
21
Edmonds Strategic Action Plan
Top – current development pattern on Highway 99 in Edmonds
Right top– current conditions on Auto Row
Right middle – approach to Swedish Hospital from Highway 99
Right bottom – business signage at Ranch Market 99 in
International District on Highway 99
Swedish Hospital
International District Auto Row
Packet Page 172 of 328
22
Edmonds Strategic Action Plan
Action 1b.7 (11): Organization – Main Street
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Chamber of Commerce
Downtown Edmonds Merchants Assn
Mod-high Low 1-24
Strategic objective Participants
Institute the “Main Street” Program 4-Point approach
which includes economic restructuring, promotion,
design and organization for the downtown and
Highway 99 business districts.
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Downtown BIDEdmonds Downtown
Alliance
Business owners
Institutions
Implementation schedule 2013 2014 2015 2016 2017 2018+
Organization – Main Street
Potential performance measures
@ Main Street approach adopted in each business
district
# of merchants and businesses participating in Main
Street
% of all eligible merchants and businesses
participating in Main Street program
% participating members rating program and events
to be productive
Action 1b.8 (22): Highway 99 International District
LeadPrimary Lead Rank Complexity Months
Business Owners
Development Services Department
Economic Development Department
Cultural Services Department
Property Owners
Mod-low Medium-high 21-26
Strategic objective Participants
Create a cohesive brand-plan and design theme for
this unique area, initiate promotional events and
activities, and recruit additional anchors or
destination stores.
Business Owners
Development Services Department
Cultural Services Department
Property Owners
City Council
Highway 99 Task Force
Economic Development Commission
Public Works Department
Parks & Recreation Department
Community Transit
WSDOT
Developers
Property Owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Highway 99 International District
Potential performance measures
@ International District property and business owner
organization established
@ planning process initiated
# residents and organizations involved in process
@ Council adopts plan
# plans projects completed within 1-5 years of
adoption
% property and business owners satisfied with results
$ increase in retail sales and retail sales tax revenues
% increase in property values and property tax
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 173 of 328
23
Edmonds Strategic Action Plan
revenue
Packet Page 174 of 328
24
Edmonds Strategic Action Plan
National Trust for Historic
Preservation’s Main Street Program
Main Street’s 4-Point Approach -
encompasses work in 4 distinct areas –
Design, Economic Restructuring,
Promotion, and Organization – that are
combined to address all of a commercial
district’s needs. The philosophy behind
this methodology makes it an effective
tool for community-based, grassroots
revitalization efforts.
The Main Street approach is also
incremental; it is not designed to produce
immediate change. Because they often fail
to address the underlying causes of
commercial district decline, expensive
improvements, such as pedestrian malls
do not always generate the desired
economic results. In order to succeed, a
long-term revitalization effort requires
careful attention to every aspect of a
business district – a process that takes
time and requires leadership and local
capacity building.
The Washington State Downtown
Revitalization/Main Street Program
(WSMP) - has been helping communities
revitalize the economy, appearance, and
image of downtown commercial districts
using the Main Street Approach since
1984.
www.mainstreet.org
www.downtown.wa.gov
Packet Page 175 of 328
25
Edmonds Strategic Action Plan
Action 1b.9 (12): FinancingDowntown (BID)
LeadPrimary Leads Rank Complexity Months
Edmonds Downtown BIDEdmonds
Downtown Alliance
City Council
Mod-low Medium Ongoing
Strategic objective Participants
Create a downtown Business Improvement District
(BID) to benefit properties and businesses for the
purpose of instituting marketing, design, and
promotional activities within the downtown business
district.
Economic Development Department
Finance Department
Downtown Edmonds Merchants Assn
Chamber of Commerce
Implementation schedule 2013 2014 2015 2016 2017 2018+
Financing
Potential performance measures
@ date Council adopts BID
$ raised by BID
# programs or projects funded by BID revenue
% BID revenue obtained by leveraging against other
funding sources
% businesses attending annual BID members
meetings
Action 1b.10 (7): Car dealerships
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Highway 99 Car Dealerships
Very low Low Ongoing
Strategic objective Participants
Encourage redevelopment of auto sales facilities that
include decked display and storage lots, multistory
sales and service facilities in order to retain this
important source of retail sales revenue in the city
and to maximize land use.
Highway 99 Car Dealerships
Chamber of Commerce
Highway 99 Task Force
Implementation schedule 2013 2014 2015 2016 2017 2018+
Car dealerships
Potential performance measures
$ volume of retail sales taxes generated for the City
of Edmonds
# building permits issued per year for auto related
developments
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Packet Page 176 of 328
26
Edmonds Strategic Action Plan
Auto Row
“Auto row” – is a concentration of new
and used auto dealerships traditionally
located on adjacent properties along
major arterial roadways with easy
access and high visibility from the
surrounding community. When
development patterns were relatively
low density and land relatively
inexpensive, the dealerships built low
rise buildings with large surface
parking and display lots.
As urban development intensified and
land value increased, some dealers
moved into auto parks or malls – multi-
dealer facilities organized around
central access roads located along
freeway or major highway corridors.
Others, however, developed more
intensive sales facilities with multiple
floors and even indoor auto display
and storage facilities – as well as
diversifying their products.
Shown are some of “auto row’s” urban
dealer strategies including the Lexus
Dealer in downtown Bellevue (top left)
and Veterans Ford in Tampa, Florida
(bottom left).
Packet Page 177 of 328
27
Edmonds Strategic Action Plan
Strategic Objective 1: Economic Health, Vitality & Sustainability
1c: Enhance economic and employment opportunities
Action 1c.1 (14): Employment - youth
LeadPrimary Lead Rank Complexity Months
Chamber of Commerce
Edmonds School District
Edmonds Community College
No Participant committed as Primary
Lead yet
Very high Medium 12-18
Strategic objective Participants
Create a young adult job placement service to help
find part and full-time employment opportunities
with Edmonds businesses, schools and organizations.
Chamber of Commerce
Edmonds School District
Edmonds Community College
Economic Development Department
Business owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Employment - youth
Potential performance measures
% of all young adults living in Edmonds employed in
part or full-time positions
% of young adult that can find work that want work
% of employers who have hired young adults
# of employers who have hired young adults
Action 1c.2 (15): Participation - youth
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Edmonds School District
Edmonds Community College
Very high Low-medium Ongoing
Strategic objective Participants
Work with public and private organizations to
provide mentoring opportunities for young adults
through events or social outreach, projects,
environmental stewardship, arts and culture and
job/career networking.
Edmonds School District
Edmonds Community College
City of Edmonds
Cultural Service DivisionCultural Services
Division
Chamber of Commerce
Downtown Edmonds Merchants Assn
Port of Edmonds
Swedish Hospital
Kiwanis Club
Key Club
Rotary Club
Exchange Club
Edmonds Senior Center
Edmonds Library
Edmonds Arts Festival
Summer Market
Implementation schedule 2013 2014 2015 2016 2017 2018+
Participation - youth
Potential performance measures
# of all young adults that participate in community
events and organizations
% of all young adults that participate that indicate
they want to participate
% of community organizations that can find young
adults to participate that want young adults to
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 178 of 328
28
Edmonds Strategic Action Plan
participate
# of service programs young adults are involved in
Packet Page 179 of 328
29
Edmonds Strategic Action Plan
Action 1c.3 (1): Database – business recruitment
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Chamber of Commerce
Port of Edmonds
Edmonds Commercial Brokers
Mod-low Low-medium 6-18
Strategic objective Participants
Create and maintain a database to identify
opportunities for business and developer recruitment
efforts. The database may include an inventory of
available properties, buildings, and resources in
Edmonds business districts and zones.
Chamber of Commerce
Port of Edmonds
Edmonds Commercial Brokers
Development Services Department
Downtown Edmonds Merchants Assn
Edmonds property owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Database – business recruitment
Potential performance measures
# of local property owners and brokers participating
% all available properties on local listing
# hits database receives from property owners and
brokers
# hits database receives from interested businesses
Strategic Objective 1: Economic Health, Vitality & Sustainability
1d: Build on the community’s heritage, natural resources, and livability
to promote Edmonds as a tourism destination
Action 1d.1 (25): Design – arts and culture
LeadPrimary Lead Rank Complexity Months
Cultural Services Division
Economic Development Department
Chamber of Commerce
Mod-high Low-medium On-going
Strategic objective Participants
Continue to include arts and historical themes in the
Edmonds brand and install artworks, gateways,
wayfinding signage, and streetscape improvements at
key entrances to Edmonds, e.g., the waterfront,
downtown, Highway 99, State Route-104 and other
business districts.
Economic Development Department
Chamber of Commerce
Arts Commission
Historic Preservation Commission
Economic Development Commission
Downtown Edmonds Merchants Assn
Business owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Design – arts and culture
Potential performance measures
@ new comprehensive branding ideas revealed
% organizations and public that validate new brand
approach
@ gateways and wayfinding signs installed in city
% cost funded by business and art related groups
% customers rate brand unique and successful
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 180 of 328
30
Edmonds Strategic Action Plan
Skagit Young Professionals
Young professionals are vital to every city by
giving time, money, and energy that supports
local charitable and civic activities. They are
the local community’s entrepreneurs
innovating and bringing new ideas into the
marketplace. They are, however, the most
likely age group able and willing to move away.
The Mount Vernon Chamber of Commerce
recognized that young professionals are
valuable for their social, civic, and tax
contributions to the local community but are
easily lost to other areas that provide more
jobs, more pay, or more fun. To encourage
young professionals to stay, the Chamber
realized it needed get young professionals
involved with Mount Vernon.
The Chamber provided financial and
administrative support to start the Skagit
Young Professionals (SYP). The purpose of SYP
is to build the business relationships and
friendships that will help this age group
become the leaders of Skagit County. The SYP
realized this age group responds more easily
to like-minded peers using internet and other
tools to initiate contacts and network
relationships.
SYP’s goal is to develop and guide events and
projects that young professionals find
engaging and worthwhile. SYP programs events
to include civic programs, professional
networking, career development, social mixers,
and public service.
SYP also encourages its members to take
advantage of the great programs the Mount
Vernon Chamber of Commerce has to offer –
though SYP members can participate in any of
the other Skagit County chambers as well.
In addition, the Chamber works with corporate
sponsors to recruit young professionals for job
openings and start-up business opportunities.
www.mountvernonchamber.com
www.skagityoungprofessionals.com
Packet Page 181 of 328
31
Edmonds Strategic Action Plan
Action 1d.2 (24): Marketing – Edmond’s business, arts and culture
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Cultural Services Division
Chamber of Commerce
Low Low-medium On-going
Strategic objective Participants
Conduct surveys ofoutreach to visitors to determine
their characteristics, expenditure patterns, sources of
information, and other behavior to better understand
the economic benefits and what attracts visitors to
Edmonds. This will inform the city of what marketing
efforts are successful and where to best place
marketing dollars.
Cultural Services Division
Chamber of Commerce
Edmonds Center for the Arts
Summer Market
Edmonds Art Festival
Edmonds Historical Museum
Artworks
Art GalleriesArt
Seaview Weavers
Cascade Symphony Orchestra
Olympic Ballet Theatre
Cascade Youth Symphony
Driftwood Players
Phoenix Theatre
Seattle Jazz Singers
Ballet Academy of Performing Arts
Write on the Sound
Port of Edmonds
Implementation schedule 2013 2014 2015 2016 2017 2018+
Marketing
Potential performance measures
# survey responses received from outreach events
% of expenditures tracked to local Edmonds
businesses
# new email addresses added to outreach list
% survey respondents indicating they will increase
visits/spending as result of outreach proposals
# organizations indicating market results are useful
Formatted: Font: Not Bold
Packet Page 182 of 328
32
Edmonds Strategic Action Plan
Gateways and wayfinding
Gateways - establish the entrances
into a special area or district using
graphic and artwork images that
represent the area’s brand.
Wayfinding signs - which can be
derivations of gateway images, are
designed to complement the area’s
brand and provide out-of-area
customers and tourists directions
to facilities and destinations of
interest. To be effective,
wayfinding signage must be
designed in scales appropriate for
pedestrians, bicyclists, and
vehicles.
Designed and used appropriate,
gateways and wayfinding can
establish an effective brand at a
relatively low cost.
Inserts – Edmonds Wayfinding
Signage designed by FORMA
Packet Page 183 of 328
33
Edmonds Strategic Action Plan
Strategic Objective 1: Economic Health, Vitality & Sustainability
1e: Effectively develop, market, and promote the City’s arts and cultural
heritage and brand (Arts & Culture)
Action 1e.1 (27): Organization – arts and culture
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Chamber of Commerce
Cultural Service Division
Mod-high Low-medium On-going
Strategic objective Participants
Create a central clearinghouse to coordinate
scheduling and promotion of events in Edmonds.
Create an Edmonds arts website and utilize social
media including Google maps, Facebook, and Twitter
to promote and attract visitors to an expanded year-
round calendar of events and festivals for
performing, literary, culinary, fine, and other arts
interests.
Recommendation for Action 1e.2: Promotion – arts
and culture to consolidate with Action 1e.1:
Organization – arts and culture
Chamber of Commerce
Cultural Service DivisionCultural Services
Division
Edmonds Arts Commission
Edmonds Center for the Arts
Summer Market
Edmonds Art Festival
Edmonds Historical Museum
Art Galleries
Seaview Weavers
Cascade Symphony Orchestra
Olympic Ballet Theatre
Cascade Youth Symphony
Driftwood Players
Phoenix Theatre
Seattle Jazz Singers
Ballet Academy of Performing Arts
Implementation schedule 2013 2014 2015 2016 2017 2018+
Organization
Potential performance measures
% art related organizations participating in
clearinghouse
% all local artists participating in clearinghouse
# coordinated promotions conducted by
clearinghouse
% outreach participants indicating clearinghouse
successful and useful
Action 1e.2 (26): Promotion – arts and culture
Lead Rank Complexity Months
Chamber of Commerce
Cultural Services Division
Mod-high Medium 12
Strategic objective Participants
Create an Edmonds arts website and utilize social
media including Google maps, Facebook, and Twitter
to promote and attract visitors to an expanded year-
round calendar of events and festivals for
performing, literary, culinary, fine, and other arts
interests.
Economic Development Department
Edmonds Center for the Arts
Summer Market
Edmonds Art Festival
Edmonds Historical Museum
Implementation schedule 2013 2014 2015 2016 2017 2018+
Promotion
Potential performance measures
# art and culture events conducted per year
# new or additional events introduced
# new event participants who did not engage before
# hits to central arts website
% outreach survey participants indicating website to
Formatted: Font: Italic
Formatted: Font: Not Bold, Italic
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 184 of 328
34
Edmonds Strategic Action Plan
be source of info
Downtown Elgin Association (DNA)
DNA of Elgin, Illinois has developed an
interactive website that employs low-cost
and no-cost tools to provide online services
to provide promotional information,
directories, schedules, and other materials
to interested downtown residents,
customers, and tourists.
DNA redesigned their website to rely on
free and inexpensive online
Packet Page 185 of 328
35
Edmonds Strategic Action Plan
Action 1e.3 (28): Edmonds Center for the Arts (ECA)
LeadPrimary Lead Rank Complexity Months
Edmonds Center for the Arts Mod-high Medium-high 1-12
Strategic objective Participants
Complete a strategic plan identifying financial
strategies for debt payment, redevelopment and
reuse of the remaining un-renovated property,
including a potential parking garage.
City Council
Economic Development Department
Cultural Service DivisionCultural Services
Division
Parks & Recreation Department
Adjacent property owners and residents
Business community
Arts community
Implementation schedule 2013 2014 2015 2016 2017 2018+
Edmonds Center for the Arts (ECA)
Potential performance measures
@ ECA strategic planning effort initiated
# programs or projects completed within 1-5 years
post adoption of strategic plan
% PFD and ECA Boards indicating plan and
improvements successful
% ECA attendees rate improvements successful
Action 1e.4 (29): 4th Avenue Cultural Corridor
LeadPrimary Leads Rank Complexity Months
Cultural Service Division
City Council
Parks & Recreation Department
Public Works Department
Mod-low Medium-high 24-60
Strategic objective Participants
Complete design, Fund fund and complete
construction of a linear park streetscape between the
downtown and Edmonds Center for the Arts in order
to create a pedestrian-friendly walkable corridor that
preserves the historical character of the area, and
promotes retail/art opportunities.
Economic Development Department
Cultural Service Division
City Council
Chamber of Commerce
Downtown Edmonds Merchants Assn
Adjacent property owners and residents
Implementation schedule 2013 2014 2015 2016 2017 2018+
4th Avenue Cultural Corridor
Potential performance measures
@ project funded in phases or full
@ construction initiated in phases or full
% adjacent property owners indicate result successful
% public indicates result successful
# new galleries or businesses locate along corridor
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 186 of 328
36
Edmonds Strategic Action Plan
Top – 4th Avenue Cultural
Corridor
Above right – historical landmarks
map
Packet Page 187 of 328
37
Edmonds Strategic Action Plan
Action 1e.5 (31): Artist live/work
LeadPrimary Lead Rank Complexity Months
Chamber of Commerce
Economic Development Department
Cultural Services Division
Low Medium 12-36
Strategic objective Participants
Explore ways to develop affordable artist live-work-
teach-display-sell spaces to attract young new and
emerging talent to Edmonds similar to the Schack
Center in Everett.
Chamber of Commerce
Cultural Services Division
City Council
Arts Commission
Snohomish County Housing Authority
Port of Edmonds
Downtown Edmonds Merchants Assn
Artspace – developers
Property Owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Artist live/work
Potential performance measures
# artists desiring expressing interest in live/work
units/spaces
@ site selected and project initiated
# live/work units created
# persons attend art exhibitions at site
# persons attend art classes at site
@ Level of funding generated by nonprofit or private
sources
Action 1e.6 (30): Art and history walking tours
LeadPrimary Lead Rank Complexity Months
Cultural Service DivisionCultural
Services Division
Low Low-medium 6-12
Strategic objective Participants
Create signage, audio and phone apps, and web
based information to expand art and history walking
tours of waterfront and downtown historical sites
and buildings, artworks, and other visually
interesting and significant landmarks.
Parks & Recreation Department
Art Commission
Historic Preservation Commission
Edmonds Historical Museum
Chamber of Commerce
Edmonds Arts Festival Foundation
Edmonds Community College
Implementation schedule 2013 2014 2015 2016 2017 2018+
Art and history walking tours
Potential performance measures
# historical buildings located on tour
# tourists requesting maps or apps for tour
% historical property owners indicating successful
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Packet Page 188 of 328
38
Edmonds Strategic Action Plan
Working Artists Ventura (WAV)
The Working Artists Ventura (WAV) project is a
state-of-the-art, sustainable village designed for
artists and creative businesses. Located in the
cultural district of downtown Ventura, California,
WĀV provides affordable living and working
space for over 100 artists of every kind; painters,
sculptors, dancers, poets, musicians, filmmakers
and more.
The WAV Theater Gallery offers performances, art
openings and public gatherings. Arts-friendly
small businesses include coffee houses, galleries,
cafes, wine bars and jazz clubs that will draw
foot traffic and contribute to the vitality of the
neighborhood.
With the community involved in every phase of
development, the WAV project is filled with
diverse, mixed-income families and individuals.
Supportive Housing provides homes and services
to those at the lowest end of the income scale.
Solar-powered, ocean-view condominiums that
come with a hybrid car bring higher income
households to the community and help to cross-
capitalize the affordable components.
The entire community is designed and built to
the highest standards of green building
technology (seeking LEED Gold Award), including
recycled building materials, car sharing, water
and energy conservation, and renewable power
from the sun.
The City of Ventura worked with PLACE (Projects
Linking Art, Community & Environment) a
nonprofit organization based in Minnesota.
www.placeonline.us
http://welcometoplace.com/projects/wav
Packet Page 189 of 328
39
Edmonds Strategic Action Plan
Action 1e.7 (32): Fine Arts Museum
LeadPrimary Lead Rank Complexity Months
Cultural Services Division Low Medium-high 36-72
Strategic objective Participants
Explore ways to develop a museum to exhibit local,
emerging, and traveling fine arts possibly in
combination with Edmonds Center Arts and/or the
proposed artist live/work project.
Edmonds Historical Museum
Art Galleries
Economic Development Department
Arts Commission
Edmonds Arts Festival/Foundation
Chamber of Commerce
Downtown Edmonds Merchants Assn
Implementation schedule 2013 2014 2015 2016 2017 2018+
Fine Art Museum
Potential performance measures
@ sponsor group established to develop/operate
museum
@ site/project selected and museum constructed
# exhibitions conducted per year
# persons visiting museum
$ sales attributed to museum store and exhibited art
Strategic Objective 1: Economic Health, Vitality & Sustainability
1f: Promote a permit and licensing process to promote business
recruitment, expansion, and retention
Action 1f.1 (3): Economic incentives
LeadPrimary Lead Rank Complexity Months
City Council
Development Services Department
Economic Development Department
Economic Development Commission
Mod-high Medium-high 12-24
Strategic objective Participants
Adopt economic incentives for key business or
development recruitment targets. These may include
reduced or deferred business license fees, permit
fees, utility connection charges, latecomer fees, park
or traffic impact fees, property tax reduction or
deferral, and/or expedited building permit review.
City Council
Development Services Department
Economic Development Commission
Public Works Department
Parks & Recreation Department
Finance Department
Chamber of Commerce
City Clerk’s Office
Implementation schedule 2013 2014 2015 2016 2017 2018+
Economic incentives
Potential performance measures
# new businesses locating in Edmonds who attribute
reason to incentives
# businesses on strategic recruitment list who
attribute reason to incentives
% of new businesses remaining in Edmonds after 5
years
# new jobs created as result of incentive programs
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Packet Page 190 of 328
40
Edmonds Strategic Action Plan
Strategic Objective 2: Maintain, enhance, and create a sustainable
environment
2a: Build a community that balances environmental protection,
economic health, and social needs
Action 2a.1 (47): Recycling
LeadPrimary Lead Rank Complexity Months
Public Works Department
Sustainable Edmonds
Very high Low-medium On-going
Strategic objective Participants
Expand reuse and recycling programs in current city
operations and in waste management outreach
activities by to Edmonds households and businesses.
Sustainable Edmonds
Waste Management
Sound Disposal
Edmonds Climate Protection Committee
Implementation schedule 2013 2014 2015 2016 2017 2018+
Recycling
Potential performance measures
# tons of garbage and waste picked up per household
per year
% tons of waste reduced per household per year
# tons of recycled materials picked up per year in
city
Action 2a.2 (33): Farmers’/Public Market
LeadPrimary Lead Rank Complexity Months
No Participant committed as Primary
Lead yet
Edmonds Summer Market
Very high Medium-high 12-36
Strategic objective Participants
Expand into a year-round activity with available all-
weather structures, available parking, and increased
visibility to attract out-of-area customers and
tourists.
Edmonds Summer Market
Economic Development Department
Cultural Service DivisionCultural Services
Division
Parks & Recreation Department
Public Works Department
Edmonds Historical Museum
Chamber of Commerce
Property owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Farmers’/Public Market
Potential performance measures
@ permanent site selected and all-weather shelter
built
# new vendors added to market
# market days conducted year-round
# market customers per year
% public indicating results successful
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 191 of 328
41
Edmonds Strategic Action Plan
Action 2a.3 (45c): Stormwater – Resolve Flooding on SR 104 and Dayton
LeadPrimary Lead Rank Complexity Months
Public Works Department Very high Medium-high 24-48
Strategic objective Participants
Resolve flooding on SR-104 and Dayton.Reroute
Shellabarger Creek back to Edmonds Marsh by
creating new channels that will allow drainage
through the deposited sediments.
This is a subset of 2a.8: Habitat and Restoration,
major alternative analysis. Feasibility Study to be
performed.
Olympic Water District
Salmon Recovery Board
WA Department of Ecology
WA Department of Fish & Wildlife
WA Department of Natural Resources
People for Puget Sound
Friends of Edmonds Marsh
Sustainable Edmonds
Property owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Stormwater
Potential performance measures
@ Willow Creek daylighted
@ Edmonds Marsh natural flow restored
# demonstration rain gardens, bio-swales installed
# complaints related to flooding
Action 2a.4 (43): Native habitat
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Backyard Wildlife Habitat
Mod-high Medium On-going
Strategic objective Participants
Plant street trees, restore native habitat in disturbed
areas, remove invasive species and update the
landscape ordinance to promote use of native and
drought resistant plants and restoration of wildlife
habitat.
Backyard Wildlife Habitat
Public Works Department
Tree Board
Frog Watch
Sustainable Edmonds
Friends of Edmonds Marsh
Pilchuck Audubon Society
Edmonds in Bloom
Floretum Garden Club
Implementation schedule 2013 2014 2015 2016 2017 2018+
Native habitat
Potential performance measures
% acreage impacted by invasive species
# acres cleared of invasive species per year
# volunteers involved
Formatted: Font: 11 pt, Bold
Formatted: Font: Lucida Fax, 9 pt, Italic
Formatted: Font: Not Bold, Italic
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 192 of 328
42
Edmonds Strategic Action Plan
Action 2a.4 5 (45b): Stormwater
LeadPrimary Lead Rank Complexity Months
Public Works Department Mod-high Medium-high On-going
Strategic objective Participants
Resolve on-going flooding and water quality issues in
Lake Ballinger.
Olympic Water District
Salmon Recovery Board
WA Department of Ecology
WA Department of Fish & Wildlife
WA Department of Natural Resources
People for Puget Sound
Sustainable Edmonds
Implementation schedule 2013 2014 2015 2016 2017 2018+
Stormwater
Potential performance measures
# demonstration rain gardens, bio-swales installed
% stormwater volume treatable by green methods
% realized by green methods
# complaints received
Action 2a.5 6 (46): Energy
LeadPrimary Lead Rank Complexity Months
Public Works Department
Sustainable Edmonds
Mod-high Medium On-going
Strategic objective Participants
Reduce Edmond’s carbon footprint through solar
installations and other energy conservation practices
in current city operations, updating development
codes, and utilizing Sustainable Works energy audits
and retrofits.
Sustainable Edmonds
Development Services Department
Puget Sound Energy
Snohomish County PUD
Community Transit
Sound Transit
WA Department of Transportation
Edmonds Climate Protection Committee
Implementation schedule 2013 2014 2015 2016 2017 2018+
Energy
Potential performance measures
% city energy reduced at WWTP, city buildings, and
city fleet
# energy audits/retrofits completed per year
# alternative energy projects/programs completed in
Edmonds
% power consumption reduced per household in
Edmonds
# miles driven per household
% miles reduced per year
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 193 of 328
43
Edmonds Strategic Action Plan
Solar applications
Solar panels harness the energy of the sun,
converting it into energy that can be stored
and used. The type of solar panel known as a
solar thermal collector works by absorbing the
energy into a liquid medium, such as water, to
later use as heat energy. The type of solar
panel known as a photovoltaic module
converts this energy into electricity, which can
then be stored in battery bays to be used at a
later date.
Most commonly, solar roof panels are of the
solar thermal collector variety. Many buildings
line their roofs with hot water panels to collect
heat energy. These panels contain a liquid
which runs through pipes that are attached to
an absorber panel. This absorber panel is
coated with a deep black coloring, to help it
absorb as much sunlight as is possible. The
sunlight strikes this panel, and heats it up, in
turn heating up the liquid, which can then be
pumped elsewhere for use.
Bullitt Center
Bullitt Center is shown on the left – Seattle’s
first completely self-sufficient application of
solar and other energy saving building
applications – “the greenest commercial
building in the world”.
The goal of the Bullitt Center is to change the
way buildings are designed, built and operated
to improve long-term environmental
performance and promote broader
implementation of energy efficiency,
renewable energy and other green building
technologies in the Northwest.
The building is seeking to meet the ambitious
goals of the Living Building Challenge, the
world’s most strenuous benchmark for
sustainability.
For example, a solar array will generate as
much electricity as the building uses and rain
will supply as much water, with all wastewater
treated onsite.
By creating a place where every worker has
access to fresh air and daylight, the Bullitt
Center will create a healthy, human
environment that is more pleasant and more
productive than most commercial buildings.
http://bullittcenter.org/building
Packet Page 194 of 328
44
Edmonds Strategic Action Plan
Action 2a.5 7 (44): Food production
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Edmonds Tree Board
Sustainable Edmonds
Mod-high Low-medium On-going
Strategic objective Participants
Encourage Continue to encourage community
gardens and pea patches, plant fruit tree orchards,
harvest and deliver food products to food banks and
other sources to promote natural systems in
Edmondsentities in need.
Edmonds Tree Board
Sustainable Edmonds
Floretum Garden Club
Edmonds in Bloom
Rotary Club
Churches
Implementation schedule 2013 2014 2015 2016 2017 2018+
Food production
Potential performance measures
# acreage committed to community gardens
# persons involved in gardens
# pounds of food grown and donated per year
# persons served by food donations per year
Action 2a.6 8 (45a): Stormwater and habitatHabitat and Restoration
LeadPrimary Lead Rank Complexity Months
Public Works Department Mod-low High 24-60
Strategic objective Participants
Daylight Willow Creek to help with restoring
saltwater access to Edmonds Marsh.
Olympic Water District
Salmon Recovery Board
WA Department of Ecology
WA Department of Fish & Wildlife
WA Department of Natural Resources
People for Puget Sound
Friends of Edmonds Marsh
Sustainable Edmonds
WRIA 8
Implementation schedule 2013 2014 2015 2016 2017 2018+
Stormwater and habitat
Potential performance measures
@ Willow Creek daylighted
% Edmonds Marsh natural flow restored
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 195 of 328
45
Edmonds Strategic Action Plan
Community Gardens
Community gardening improves people’s
quality of life by providing a catalyst for
neighborhood and community development,
stimulating social interaction, encouraging
self-reliance, beautifying neighborhoods,
producing nutritious food, reducing family
food budgets, conserving resources and
creating opportunities for recreation,
exercise, therapy and education.
Any piece of land gardened by a group of
people is a community garden. A community
garden can be urban, suburban, or rural. It
can grow flowers, vegetables or community.
It can be one community plot, or can be
many individual plots. It can be at a school,
hospital, or in a neighborhood. It can also be
a series of plots dedicated to "urban
agriculture" where the produce is grown for a
market.
Benefits of Community Gardens:
Improves the quality of life for people in
the garden
Provides a catalyst for neighborhood and
community development
Stimulates social interaction
Encourages self-reliance
Beautifies neighborhoods
Produces nutritious food
Reduces family food budgets
Conserves resources
Creates opportunity for recreation,
exercise, therapy, and education
Reduces crime
Preserves green space
Creates income opportunities and
economic development
Reduces city heat from streets and
parking lots
Provides opportunities for
intergenerational and cross-cultural
connections
The American Community Gardening
Association (ACGA) is a bi-national nonprofit
membership organization of professionals,
volunteers and supporters of community
greening in urban and rural communities.
ACGA and its member organizations work to
promote and support all aspects of
community food and ornamental gardening,
urban forestry, preservation and
management of open space, and integrated
planning and management of developing
urban and rural lands.
www.communitygarden.org
Packet Page 196 of 328
46
Edmonds Strategic Action Plan
Action 2a.7 9 (45a): Stormwater and habitatHabitat
LeadPrimary Lead Rank Complexity Months
Public Works Department Mod-low Low-medium On-going
Strategic objective Participants
Continue to encourageEncourage the development of
rain gardens, green roofs and walls, bio-filtration
swales, and other green development features in
Edmonds’ projects and development codes.
Olympic Water District
Salmon Recovery Board
WA Department of Ecology
WA Department of Fish & Wildlife
People for Puget Sound
Friends of Edmonds Marsh
Sustainable Edmonds
Edmonds Climate Protection Committee
Implementation schedule 2013 2014 2015 2016 2017 2018+
Stormwater and habitat
Potential performance measures
@ Willow Creek daylighted
% Edmonds Marsh natural flow restored
# demonstration rain gardens, bio-swales installed
% stormwater volume treatable by green methods
% realized by green methods
@ green incorporated into Edmonds development
code
Action 2a.8 10 (42): Coordination - environment
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Sustainable Edmonds
Low Low-medium On-going
Strategic objective Participants
Establish a central clearinghouse to coordinate
environmental education and sustainability funding,
programs, and volunteers. This clearinghouse would
help identify sources of funds for these efforts.
Sustainable Edmonds
Friends of Edmonds Marsh
Pilchuck Audubon Society
Edmonds in Bloom
Floretum Garden Club
Tree Board
Edmonds Climate Protection Committee
Implementation schedule 2013 2014 2015 2016 2017 2018+
Coordination - environment
Potential performance measures
% environmental organizations participating in
clearinghouse
$ funds secured by non-city sources or volunteers
# programs conducted per year
# persons participating in clearinghouse activities
% users indicate success
% public indicates success
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 197 of 328
47
Edmonds Strategic Action Plan
Rain gardens
Nearly 70% of the pollution in surface
waters gets there through stormwater
runoff, according to studies by the
Environmental Protection Agency. And
50% of that pollution is chemical
pollution from products used for yard
care and household activities and from
yard waste.
A rain garden is a shallow depression
that is planted with deep-rooted native
plants and grasses and positioned near a
runoff source like a downspout, driveway
or sump pump to capture rainwater
runoff and stop the water from reaching
the sewer system.
A rain garden will:
help reduce pollution in lakes, rivers
and streams
help recharge groundwater
keep rainwater on property where it
naturally belongs
create native habitat for wildlife and
butterflies
beautify the landscape
A rain garden can mimic the natural
absorption and pollutant removal
activities of a forest, or a meadow or a
prairie and can absorb runoff more
efficiently, sometimes as much as 30% -
40% more than a standard lawn.
Capturing rainwater in a rain garden,
holding the water for a short time and
then slowly releasing it into the soil can
reduce the rush of a large storm –
quickly, neatly and naturally.
Because rain gardens are dug 4" to 8"
deep, and in some cases 1' - 2' deep, they
hold larger quantities of rainwater
making their overall construction more
cost efficient then other green
alternatives. Rain gardens also need less
technical experience to install and can be
installed without permits or heavy
equipment.
Rain gardens are one very good option
that helps to lower the impact of
impervious surfaces and polluted runoff
because they are low-tech, inexpensive,
sustainable and esthetically beautiful.
http://www.raingardennetwork.com/
Packet Page 198 of 328
48
Edmonds Strategic Action Plan
Green/Smart Development
Stormwater management - green
roofing systems retain 60-100% of the
rainfall they receive. Stormwater
retention relieves excess volume from
overburdened sewer systems and filters
stormwater pollutants. By replacing the
footprint of vegetation that was
removed by buildings and associated
impermeable pavement surfaces, green
roofs mitigate impacts of stormwater
runoff from urban development.
Reduce energy costs - green roofs
provide the ecologically and
economically important benefit of
rooftop insulation to reduce the amount
of energy used for building air
conditioning. Green roofing acts as a
barrier to thermal transfer of the sun's
energy through the roof. Plants re-
circulate water from the root zone,
cooling the air above the roof and
absorb or deflect incoming solar
radiation.
Reduce urban heat island effect -
cities can be up to 5-7º C hotter than
their surrounding rural areas. Living
green roofs help mitigate this effect by
cooling the air over congested urban
environments.
Improve air quality - tests show that
increased urban vegetation habitats
helps reduce atmospheric pollutants
and the levels of CO, NO2, O3, PM10,
SO2.
Green walls - the benefits of green
walls are similar to green roofs in that
green walls covered in vegetation are
25% cooler than regular buildings walls
in summer, remove air pollutants, and
look great.
www.xeroflor.ca/types-and-
systems/green-roof-types.html
Packet Page 199 of 328
49
Edmonds Strategic Action Plan
Strategic Objective 3: Maintain and enhance Edmonds’ community
character and quality of life
Action 3a.1 (41a): Senior Center
LeadPrimary Lead Rank Complexity Months
Edmonds Senior Center
Parks & Recreation Department
Very high High 12-72
Strategic objective Participants
Develop long term solution for maintaining and
updating the Senior Center.
Recommendation for Action 3a.15: Senior Center to
consolidate with Action 3a.1: Senior Center
City Council
Citizens
Implementation schedule 2013 2014 2015 2016 2017 2018+
Senior Center
Potential performance measures
@ long range plan/project completed for center
$ funding secured
# new programs realized as result of plan/project
# new users added by implementing plan
% users indicate project success
% public indicate project success
Action 3a.2 (37): Downtown restrooms
LeadPrimary Lead Rank Complexity Months
Economic Development Department
City of Edmonds
Chamber of Commerce
Very high Medium-high 12-48
Strategic objective Participants
Develop a public restroom facility to serve
pedestrians, customers, and tourists in the
downtown district.
City of Edmonds
City Council
Economic Development Department
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Downtown BIDEdmonds Downtown
Alliance
Downtown businesses and property owners
Implementation schedule 2013 2014 2015 2016 2017 2018+
Downtown restrooms
Potential performance measures
@ site selected and restrooms constructed
% downtown businesses indicate successful
% downtown customers indicate restrooms successful
Action 3a.3 (40): Anderson Center
LeadPrimary Lead Rank Complexity Months
Park & Recreation Department Very high Medium 12-60
Strategic objective Participants
Refine long range strategy to enhance, maintain and
update life cycle maintenance, repair requirements
and functional program needs.
City Council
Planning Board
Implementation schedule 2013 2014 2015 2016 2017 2018+
Anderson Center
Potential performance measures
@ facility renovation and retrofit accomplished
% funding secured
Formatted: Font: Not Bold
Packet Page 200 of 328
50
Edmonds Strategic Action Plan
# life cycle years added to facility as result of project
# increased programs and events possible
# increased center users
% users indicate upgrade successful
% public indicates upgrade successful
Packet Page 201 of 328
51
Edmonds Strategic Action Plan
Top – aerial view of waterfront, ferry landing, Senior Center, Salish Crossing, and Harbor
Square
Bottom left– frontage of Salish Crossing
Bottom right – north end of Salish Crossing
Edmonds Senior Center Ferry terminal
Harbor Square Amtrak/Sounder Train Station Salish Crossing
Packet Page 202 of 328
52
Edmonds Strategic Action Plan
Action 3a.4 (35): Greenways and Parks
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Sustainable Edmonds
Very high Medium-high 12-60
Strategic objective Participants
Develop a system of coordinated open spaces,
conservation corridors, and greenways with trail
access along the shoreline, waterfront, wetlands,
hillsides, and parks to preserve the natural setting
and increase public awareness and access.
Sustainable Edmonds
City Council
Planning Board
Development Services Department
Friends of Edmonds Marsh
Edmonds in Bloom
Pilchuck Audubon Society
Floretum Garden Club
Implementation schedule 2013 2014 2015 2016 2017 2018+
Greenways
Potential performance measures
# acres of parkland
# acres representing natural/protected/conservation
status land
# miles of extended greenway or corridors in city
% accessible by trail or walkway
% public indicates greenways are sufficient
Action 3a.5 (16): Activities - youth
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Edmonds School District
Very high Low-medium On-going
Strategic objective Participants
Create young adult* social and recreation oriented
activities and facilities that offer evening and after
school peer group interactions and events.
*City needs to define what age group this targets.
Edmonds School District
Edmonds Community College
Edmonds Boys & Girls Club
SnoKing Youth Association
Young Life Edmonds
Jeremiah Center
Implementation schedule 2013 2014 2015 2016 2017 2018+
Activities - youth
Potential performance measures
@ facilities available for young adults
# increased programs and events possible
# increased center users
% young adults using facilities
% users indicate upgrade(s) successful
% public indicates upgrade(s) successful
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 203 of 328
53
Edmonds Strategic Action Plan
Action 3a.6 (38a): Yost Pool - financing
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department Very high Medium-high 12-36
Strategic objective Participants
Create and implement a long term financial and
operational strategy for the updating/upgrading,
refurbishment and retrofitting of the current Yost
Pool facility.
City Council
Planning Board
Edmonds School District
Edmonds Boys & Girls Club
Pool users
Implementation schedule 2013 2014 2015 2016 2017 2018+
Yost Pool - financing
Potential performance measures
@ funding strategy resolved for Pool upgrades and
possible expansion
% funding provided by non-city sources
% operating costs recovered by user fees and
schedules
# annual pool users
% annual increase in pool utilization
# events at pool
Action 3a.7 (65): Public view preservation
LeadPrimary Lead Rank Complexity Months
Development Services Department Mod-high High 12-24
Strategic objective Participants
Identify public view corridors and view sheds in the
Bowl and create appropriate public view protection
overlay districts, ordinances, and other measures to
preserve and protect them.
City Council
Planning Board
Architectural Design Board
Port of Edmonds
Chamber of Commerce
Property owners
Citizens
Implementation schedule 2013 2014 2015 2016 2017 2018+
Public view preservation
Potential performance measures
% of Bowl field surveyed and mapped for viewscapes
@ viewscape maps developed as part of city GIS
system
@ view overlay zones and ordinances adopted by
Council
% residents indicate success of view preservation
efforts
% developers indicate success of view preservation
efforts
Packet Page 204 of 328
54
Edmonds Strategic Action Plan
Action 3a.8 (38b): Yost Pool -– improvementNew Facility
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department Mod-low High 60-120
Strategic objective Participants
Develop and/or expand Yost Pool to include outdoor
and indoor leisure pool elements, therapy pool, party
rooms and concessions, and possibly other
recreation physical conditioning, courts, and
gymnasium uses.
City Council
Planning Board
Edmonds School District
Edmonds Boys & Girls Club
Edmonds Senior Center
Nearby residents
Implementation schedule 2013 2014 2015 2016 2017 2018+
Yost Pool - improvement
Potential performance measures
@ funding strategy resolved for Pool upgrade and
expansion
% funding provided by non-city sources
% operating costs recovered by user fees and
schedules
# annual pool users
% annual increase in pool utilization
# events at pool
Action 3a.9 (39a): Civic Field
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department
Edmonds School District
Mod-low High 24-96
Strategic objective Participants
Address long term property ownership and upgrade
field, stadium, lighting, and other features to support
competitive play including tournaments.
Edmonds School District
City Council
Planning Board
Economic Development Department
Economic Development Commission
Edmonds Boys & Girls Club
Snohomish County Sports Tourism
Implementation schedule 2013 2014 2015 2016 2017 2018+
Civic Field
Potential performance measures
@ ownership status resolved for properties
% of planned projects completed
% funding provided by non-city sources
# annual events conducted at fields
% use by out-of-area visitors or tourists
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 205 of 328
55
Edmonds Strategic Action Plan
Action 3a.10 (67): Design standards
LeadPrimary Lead Rank Complexity Months
Development Services Department Mod-low Medium 12-24
Strategic objective Participants
Illustrate site, building, landscape, and signage
design objectives using examples to achieve public
quality design objectives, via development code
standards and amendments.
City Council
Planning Board
Architectural Design Board
Property owners
Citizens
Business owners
Architects
Developers
Implementation schedule 2013 2014 2015 2016 2017 2018+
Design standards
Potential performance measures
@ design standards updated to include illustrations
and form-based examples
% developers rating standards to be understandable
and fair
% Architectural Design Board rating standards
effective
# variances sought post adoption of updated
standards
Action 3a.11 (17): Diversify housing options
LeadPrimary Lead Rank Complexity Months
Development Services Department Mod-low Medium 12-24
Strategic objective Participants
Increase housing choice by type, price, and proximity
to employment centers, transit corridors, and
recreational sites in order to provide live/work/play
opportunities in Edmonds.
Port of Edmonds
Community Transit
Chamber of Commerce
Sound Transit
Edmonds property owners
Developers
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Diversify housing options
Potential performance measures
# new urban housing starts by type, price, location
% vacancy and occupancy rate of new urban housing
products
Action 3a.12 (18): Affordable housing
LeadPrimary Lead Rank Complexity Months
City Council
Development Services Department
Low Medium 12-24
Strategic objective Participants
Promote the creation of rental and sale workforce
housing for moderate income working households
through incentives that may include additional
density, reduced parking requirements, reduced
permit fees, and/or other measures.
City Council
Planning Board
Economic Development Department
Snohomish County Housing Authority
Edmonds property owners
Developers
Implementation schedule 2013 2014 2015 2016 2017 2018+
Affordable housing
Potential performance measures
# new housing starts affordable to Edmonds
households at 80% of Family Median Income (FMI)
% of all new housing projects participating in
Formatted: Font: Not Bold
Packet Page 206 of 328
56
Edmonds Strategic Action Plan
Form-Based Codes
Form-Based Codes (FBCs) are clear and
precise standards that offer
predictability. FBCs are developed to
create a specific place that residents
can desire. Both the vision and FBCs
are developed with citizen input.
Citizens have a higher comfort level
with the end result the standards is
likely to produce.
City staff gets a streamlined and easy
to administer review process. FBCs
also create more choices, more
opportunities and options for the
property owner. Typically, developers
borrow money to pursue pre-
construction work. For developers,
time is money. The biggest incentive
that cities can offer is not money, but
clear and predictable development
standards. Most developers are willing
to build to higher standards if the
rules are clear and the process is
predictable. By offering a predictable
environment FBCs reduce risks where
banks in a credit-starved economy
may be more willing to loan
construction money.
Flex Blocks – mixed use
Flex Block is a vertical mixed-use
building typically of a single massing
element, designed for occupancy by
retail, service, or office uses on the
ground floor, with upper floors
configured for retail, service, office,
and/or residential uses. Second floor
units may be directly accessed from
the street through a stair. Upper floors
are accessed through a street level
lobby.
This building type is typically found
in town centers and neighborhood
main streets. The building can be
owned by one entity, or divided into
affordable housing
% of occupants that work in Edmonds
Packet Page 207 of 328
57
Edmonds Strategic Action Plan
Action 3a.13 (39b): Woodway Fields
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department Low Medium-high 36-48
Strategic objective Participants
Address long term property ownership and upgrade
field, lighting, and other features to support
competitive play including tournaments.
Edmonds School District
City Council
Planning Board
Edmonds Boys & Girls Club
Snohomish County Sports Tourism
Implementation schedule 2013 2014 2015 2016 2017 2018+
Woodway Fields
Potential performance measures
@ ownership status resolved for property
@ improvement projects completed for site
% funding provided by non-city sources
# annual events conducted at fields
% of use by out-of-area visitors or tourists
Action 3a.14 (36): Dog Park
LeadPrimary Lead Rank Complexity Months
OLAE Stewardship
Parks & Recreation Department
Low Medium 36-60
Strategic objective Participants
Identify a suitable relocation site and develop a
dedicated dog park consisting of fenced social yards
with spectator seating and amenities, and off-leash
exercise areas and trails.
City Council
Planning Board
OLAE Stewardship
Implementation schedule 2013 2014 2015 2016 2017 2018+
Dog Park
Potential performance measures
@ site selected and park constructed
# dog park users
% dog park users indicate park is successful
Action 3a.15 (41b): Senior Center
Lead Rank Complexity Months
Edmonds Senior Center
Parks & Recreation Department
Very low High 60-96
Strategic objective Participants
Relocate the Senior Center to another location. Parks & Recreation DepartmentCity of
Edmonds
Planning Board
Development Services Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Senior Center
Potential performance measures
@ long range plan/project completed for center
% funding provided by non-city sources
# new programs realized as result of plan/project
# new users added by project
% users indicate project success
% public indicate project success
Recommendation for Action 3a.15: Senior Center to consolidate with Action 3a.1: Senior Center
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Pattern: Clear (Accent 4)
Formatted: Font: Italic
Formatted: Font: Italic
Formatted: Font: Italic
Packet Page 208 of 328
58
Edmonds Strategic Action Plan
Strategic Objective 4: Develop and maintain a transportation and
infrastructure system to meet current and future demand
4a: Build a community that balances environmental protection,
economic health, and social needs
Action 4a.1 (62): BNSF Railroad
LeadPrimary Lead Rank Complexity Months
Public Works Department
City Council
Very high Medium 12-18
Strategic objective Participants
Participate in the environmental impact assessment
process related to a proposal to build a coal export
terminal at Cherry Point in Bellingham. Identify
required improvements in Edmonds to mitigate extra
tracks, train volumes, dust, noise, and potential
conflicts with ferry terminal and waterfront
pedestrian, bike, and vehicular traffic.
City Council
Economic Development Department
Development Services Department
Public Works Department
WA Department of Transportation
WA State Ferries
WA Department of Ecology
Port of Edmonds
Chamber of Commerce
Downtown Edmonds Merchants Assn
Implementation schedule 2013 2014 2015 2016 2017 2018+
BNSF Railroad
Potential performance measures
# coal trains
# ferry loading/unloading delayed due to coal train
traffic
# complaints filed due to dust, noise, horns
$ mitigation provided to minimize/eliminate impacts
created by coal trains
Action 4a.2 (53): Street maintenance
LeadPrimary Lead Rank Complexity Months
City Council
Public Works Department
Very high Medium-high 12-18
Strategic objective Participants
Create a financing mechanism to generate
approximately $1,400,000 per year which is needed
annually to maintain city streets.
City Council
WA Department of Transportation
Snohomish County Infrastructure
Coordination Committee (ICC)
Economic Development Commission
Community Transit
Chamber of Commerce
Implementation schedule 2013 2014 2015 2016 2017 2018+
Street maintenance
Potential performance measures
@ funding strategy resolved and approved by Council
and/or voters
# complaints pavement or pot holes per year
# street miles pavement overlaid per year
% street pavement life cycle met
% all street pavement rated as good or better
% public indicating success
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Packet Page 209 of 328
59
Edmonds Strategic Action Plan
Action 4a.3 (49): Walkways
LeadPrimary Lead Rank Complexity Months
Public Works Department Very high Medium-high On-going
Strategic objective Participants
Institute sidewalk maintenance and construction
program to complete key connections to the
waterfront, downtown, business districts, schools,
parks, and other major walking destinations.
City Council
Community Transit
WA Department of Transportation
Edmonds School District
Implementation schedule 2013 2014 2015 2016 2017 2018+
Walkways
Potential performance measures
% of Edmonds street lane miles with sidewalks on
one side
% of Edmonds residents that walk to work
% of Edmonds residents that walk to transit
Action 4a.4 (58): Sounder Train
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Sound Transit
Mod-high High On-going
Strategic objective Participants
Increase the schedule and number of Sound Transit
commuter rail trains between downtown Seattle and
Edmonds to promote development of transit oriented
development at Harbor Square, the waterfront, and
downtown.
Sound Transit
City of Edmonds
Port of Edmonds
Chamber of Commerce
Community Transit
WA Department of Transportation
WA State Ferries
Public Works
Implementation schedule 2013 2014 2015 2016 2017 2018+
Sounder Train
Potential performance measures
# riders using Sounder Edmonds Station due to
increase in Sounder service
% increase in boardings at the Sounder Edmonds
Station due to increase in Sounder service
Action 4a.5 (59): Sound Transit LINK
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Sound Transit
Mod-high Medium-high 1-132
Strategic objective Participants
Develop Community Transit links with the proposed
Sound Transit LINK light rail corridor alignment
along Interstate 5.
Sound Transit
Public Works
Community Transit
Chamber of Commerce
Implementation schedule 2013 2014 2015 2016 2017 2018+
Sound Transit LINK
Potential performance measures
# Edmonds riders forecast to use transit as result of
LINK corridor development
# new mixed use and transit-oriented development
(TOD) likely along Highway 99 corridor due to
LINK connection
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 210 of 328
60
Edmonds Strategic Action Plan
Action 4a.6 (48): Trails
LeadPrimary Lead Rank Complexity Months
Parks & Recreation Department Mod-high Medium On-going
Strategic objective Participants
Complete an off-road multipurpose trail network
linking the shoreline and waterfront, Edmonds
Marsh, downtown, business districts, parks and open
spaces, bus and rail transit connections, and the
Interurban Trail in Edmonds.
Planning Board
Development Services Department
Public Works Department
Community Transit
Sound Transit
Edmonds Bike Group(s)
Implementation schedule 2013 2014 2015 2016 2017 2018+
Trails
Potential performance measures
# miles of off-road trails in Edmonds
# sites and facilities connected to or by off-road
trails
# of people living within 0.25 miles of an off-road
trail
% people stating they use trails during peak summer
weekend
% public indicating trails success
Action 4a.7 (54): Highway 99
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Public Works Department
Mod-high Medium-high 12-60
Strategic objective Participants
Create transportation improvement program and
related project for Highway 99 to improve traffic
flow, transit connections, and pedestrian streetscape
and tothat encourages mixed use project
developments similar to what has been recently
completed in Shoreline and is planned in Everett and
Lynnwood.
Economic Development Department
City Council
Planning Board
Washington State Legislature
Police Department
Cultural Service DivisionCultural Services
Division
WA Department of Transportation
Community Transit
Swedish Hospital
Highway 99 property and business owners
Citizens
Implementation schedule 2013 2014 2015 2016 2017 2018+
Highway 99
Potential performance measures
@ planning process initiated
% traffic flow LOS improved
% transit ridership increase
# new projects attributed to corridor improvement
% increase in property value and property tax
revenue
% increase in retail sales and retail sales tax revenue
% public indicates success
Formatted: Font: Not Bold
Packet Page 211 of 328
61
Edmonds Strategic Action Plan
62
Edmonds Strategic Action Plan
Action 4a.8 (61): Intermodal Station
LeadPrimary Lead Rank Complexity Months
Public Works Department
City of Edmonds
Sound Transit
Community Transit
WSDOT
WA State Ferries
Amtrak
Mod-high High 60+
Strategic objective Participants
Develop an integrated Amtrak, Sounder, Community
Transit, shuttle, ferry, bike, and pedestrian transfer
facility on the waterfront to promote accessibility
and connectivity to and within Edmonds.
City of Edmonds
Sound Transit
Community Transit
WSDOT
WA State Ferries
Amtrak
Port of Edmonds
Economic Development Department
Development Services Department
Port of Edmonds
Public Works Department
BNSF Railroad
Implementation schedule 2013 2014 2015 2016 2017 2018+
Intermodal Station
Potential performance measures
@ intermodal station funded and developed on
waterfront
# new riders on trains and transit
% new riders indicating use of transit over vehicles as
result of station
% new residents indicating sought to live in Edmonds
due to station development
% residents walk to ride bikes to station
Action 4a.9 (51): Waterfront connection
LeadPrimary Lead Rank Complexity Months
Public Works Department
BNSF Railroad
WA State Ferries
Mod-high High 60+
Strategic objective Participants
Work to establish an emergency and everyday access
over the railroad tracks and ferry terminal lanes for
pedestrians bound for shoreline and waterfront
attractions from Harbor Square, Salish Crossing, and
the downtown.
BNSF Railroad
WA State Ferries
Sound Transit
Amtrak
Community Transit
WA Department of Transportation
Port of Edmonds
Implementation schedule 2013 2014 2015 2016 2017 2018+
waterfront connection
Potential performance measures
@ agreement reached with BNSF and WA Department
of Transportation
@ crossing constructed to improve access/safety for
pedestrians and vehicles
% waterfront users indicating success
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 213 of 328
63
Edmonds Strategic Action Plan
Action 4a.10 (60): Ferry Terminal
LeadPrimary Lead Rank Complexity Months
Public Works Department
WSDOT
WA State Ferries
Mod-high High 60+
Strategic objective Participants
Create an interim ferry waiting and loading strategy
that reduces conflicts between trains, automobiles
and pedestrians while improving ferry rider access to
the waterfront and downtown services and amenities.
WSDOT
WA State Ferries
City of Edmonds
Sound Transit
Amtrak
BNSF Railroad
Port of Edmonds
Community Transit
Public Works Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Ferry Terminal
Potential performance measures
# new customers in waterfront and downtown
businesses due to staging improvement
$ spent in businesses as result of improvement
% ferry riders indicating success of improvement
% local businesses indicating staging success
Action 4a.11 (50): Crosswalks
LeadPrimary Lead Rank Complexity Months
Public Works Department Mod-low Medium-high 24-60
Strategic objective Participants
Install special paving materials, flashing light
crossing strips, pedestrian activated signals, median
and curb extensions as appropriate to improve
pedestrian safety, increase visibility, and calm traffic
at major intersections on SR-104 and Highway 99.
Police Department
Community Transit
WA Department of Transportation
Implementation schedule 2013 2014 2015 2016 2017 2018+
Crosswalks
Potential performance measures
# crosswalks improved along SR-104 and Highway 99
# pedestrian/vehicle accidents at locations where
improvements are made
% reduction in accident rate
% users, customers indicating improvement
Action 4a.12 (57): SR-104 Transit
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Community Transit
Mod-low Low On-going
Strategic objective Participants
Expand Community Transit’s schedule and hours to
support Edmonds employees and residents,
particularly at the waterfront, downtown, Westgate,
and Highway 99 including connections to the
Highway 99 International District.
Community Transit
City of Edmonds
Chamber of Commerce
Port of Edmonds
Property and business owners
Community Transit riders
Public Works
Implementation schedule 2013 2014 2015 2016 2017 2018+
SR-104 Transit
Potential performance measures
# riders boarding or departing in Edmonds
% public indicating use of transit over vehicles due to
Formatted: Font: Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 214 of 328
64
Edmonds Strategic Action Plan
schedule improvements
Packet Page 215 of 328
65
Edmonds Strategic Action Plan
Action 4a.13 (52): Bikeway network
LeadPrimary Lead Rank Complexity Months
Public Works Department
Edmonds Bike Group
Low Medium 12-60
Strategic objective Participants
Institute an on-street network of bike lanes,
shoulders, and sharrows (shared lanes) to complete
key connections to the waterfront, downtown,
business districts, schools, parks, and other major
commuter and recreational destinations including the
interurban trail.
Edmonds Bike Group
Development Services Department work
Edmonds School District
WA Department of Transportation
WA State Ferries
Community Transit
Sound Transit
Implementation schedule 2013 2014 2015 2016 2017 2018+
Bikeway network
Potential performance measures
% of Edmonds residents that ride bikes to work
% of Edmonds school students that ride bikes to
school
% of Edmonds residents that ride bikes using
Edmonds roads and trails for recreational
purposes, daily, weekly, monthly, etc.
Action 4a.14 (55b): Shuttle service
LeadPrimary Lead Rank Complexity Months
No Participant committed as Primary
Lead yet
Highway 99 Business Owners
Downtown/Waterfront Business
Community
Low Low 12
Strategic objective Participants
Initiate seasonal or possibly year-round shuttle
service between downtown and Community Transit’s
Swift BRT transit stations along Highway 99.
Highway 99 Business Owners
Downtown/Waterfront Business Community
Chamber of Commerce
Community Transit
Implementation schedule 2013 2014 2015 2016 2017 2018+
Shuttle service
Potential performance measures
@ trolley service initiated
% trolley operating funds provided by non-city
sources
% trolley cost recovered from fares
# trolley riders per year
% businesses indicate trolley success
Action 4a.15 (56): Swift Bus Rapid Transit (BRT)
LeadPrimary Lead Rank Complexity Months
Economic Development Department
Community Transit
Low Low On-going
Strategic objective Participants
Enhance Encourage Community Transit’s route along
Highway 99 from Everett to the King County Metro
transfer station at Aurora Village by designating
transit lanes and pull-outs, transit traffic signal
activation, all-weather shelters, and other
improvementscontinued implementation of
improvements and features that promote and
accommodate increased ridership.
Community Transit
Chamber of Commerce
Highway 99 Property and Business owners
Public Works
Implementation schedule 2013 2014 2015 2016 2017 2018+
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Lucida Fax, 9 pt, Bold
Formatted: Font: Not Bold
Formatted: Font: Not Bold
Packet Page 216 of 328
66
Edmonds Strategic Action Plan
Swift Bus Rapid Transit (BRT)
Potential performance measures
# riders on Swift boarding and departing at Edmonds
stations along Highway 99 corridor
% rider increase due to improvements project and
mixed use developments
% new residents living within ¼ mile of Highway 99
Packet Page 217 of 328
67
Edmonds Strategic Action Plan
Capital Bikeshare
Capital Bikeshare puts over 1,670 bicycles at any of
the 175 stations across Washington, DC, Arlington
and Alexandria, Virginia and allows riders to return it
to any station near the destination. Bikes can be
checked out for a trip to work, Metro, run errands, go
shopping, or visit friends and family.
Capital Bikeshare can be joined for 24 hours, 3 days,
30 days, or a year, and provide access to the fleet of
bikes 24 hours a day, 365 days a year. The first 30
minutes of each trip are free. Each additional 30
minutes incurs an additional fee.
Annual or 30-day memberships are available online.
Members must be at least 16 years of age. Infrequent
users may choose to purchase a 24-hour membership
for $5 or 3-day membership for $15 by using the
kiosk located at each Capital Bikeshare station.
Capital Bikeshare bikes step-thru frames have 3
speeds, front and rear flashing LED lights and a front
rack as well as chain guard and fenders.
The stations are solar-powered and modular to allow
for easy installation. Each station consists of a
variable number of docking ports for the bikes based
on demand, plus a kiosk for the purchase of 24-hour
and 3-day memberships. There is also a two-sided
information panel which displays a local and regional
map with usage instructions on the kiosk.
However, Capital Bikeshare bike can only be taken out
for a maximum of 24 hours. If the bike has not been
returned and correctly docked at a station after 24
hours the bike is considered stolen and a fee of
$1,000 is charged to the credit card.
The Capital Bikeshare system is self-service to
empower users to make relatively quick, short
distance rides around town – as a similar system
could in and between MLK and the South Downtown
subareas.
http://www.capitalbikeshare.com/
Pedicabs
Portland Pedicab and PDX Pedicab operate 35
pedicabs, and PDX operates 8 pedicabs in the
downtown Portland area. Pedicabs offer safe, fun, and
environmental transportation. Pedicabs are also used
for tours, special events, and weddings.
Pedicabs also collaborate with local public agencies
such as the Portland Office of Transportation, the
Portland Old Town Arts & Culture Foundation, and the
Old Town Chinatown Neighborhood Association to
provide pedicab-led audio tours.
Packet Page 218 of 328
68
Edmonds Strategic Action Plan
Action 4a.16 (55a): Shuttle service
LeadPrimary Lead Rank Complexity Months
No Participant committed as Primary
Lead yet
Downtown Edmonds and Highway 99
Business Community and Residents
Very low Low 12
Strategic objective Participants
Initiate seasonal or possibly year-round shuttle
service between the waterfront area and downtown.
Downtown Edmonds and Highway 99
Business Community and Residents
Chamber of Commerce
Community Transit
International District
Implementation schedule 2013 2014 2015 2016 2017 2018+
Shuttle service
Potential performance measures
@ trolley service initiated
% trolley operating funds provided by non-city
sources
% trolley cost recovered from fares
# trolley riders per year
% businesses indicate trolley success
Strategic Objective 4: Develop and maintain a transportation and
infrastructure system to meet current and future demand
4b: Provide quality services, facilities, and infrastructure
Action 4b.1: Maintain Public Works Growth Management Concurrency
LeadPrimary Lead Rank Complexity Months
Public Works Department On-going
Strategic objective Participants
Develop, apply, maintain and implement public
works strategies identified in comprehensive plan.
WA Department of Transportation
WA State Ferries
Community Transit
Sound Transit
Implementation schedule 2013 2014 2015 2016 2017 2018+
Potential performance measures
Formatted: Font: Lucida Fax, 9 pt
Formatted: Font: Not Bold
Packet Page 219 of 328
69
Edmonds Strategic Action Plan
Trolley
A tourist trolley, also called a road
trolley, is a rubber-tired bus (usually
diesel fueled, sometimes compressed
natural gas), which is made to resemble
an old-style streetcar or tram. These
vehicles are not actually trolleys, and to
avoid confusion with trolley buses, the
American Public Transportation
Association (APTA) refers to them as
"trolley-replica buses".
Tourist trolleys are used by both
municipal and private operators.
Municipal operators may mix tourist
trolleys in with the regular service bus
fleet to add more visitor interest or
attract attention to new routes. In many
cities tourist trolleys are used as
circulators. A circulator operates a
simplified route limited to popular
destinations on a fixed schedule with a
reduced or free fare. Tourist trolleys are
also run by private operators to carry
tourists to popular destinations.
RIPTA trolley transportation
Rhode Island Trolleys are an
environment-friendly way of going
around and seeing the sights. This mode
of transportation was introduced by the
Rhode Island Public Transit Authority or
RIPTA in 1999. RIPTA’s trolleys are
produced by the Chance Coach & Optima
Bus Company. They make use of
compressed natural gas or CNG for fuel.
The trolley services Providence’s historic
sites, universities, restaurants, shopping
places and cultural spots without the
problems of parking. Its 91 Gold Line
services the Providence Marriott
throughout the week. One-day, 10-ride
and 15-ride passes are available at stop
and shop outlets. Seniors and persons
with disabilities are given discounts.
http://www.island-
rhode.com/trolley.html
Packet Page 220 of 328
70
Edmonds Strategic Action Plan
Strategic Objective 5: Responsible, accountable, and responsive
government
5a: Provide efficient and effective delivery of services
Action 5a.1 (63): Fiscal sustainability
LeadPrimary Lead Rank Complexity Months
Mayors Office
City Council
Very high Medium-high 12-24
Strategic objective Participants
Implement Budgeting for Objectives (BFO) process
that incorporates public input to establish
community priorities, resolves a balance between
revenues and expenditures, and encourages
innovative and alternative delivery methods.
City Council
Finance Department
Economic Development Department
Public Works Department
Parks & Recreation Department
Police Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Fiscal sustainability
Potential performance measures
% of priorities accomplished annually
% completed within budget parameters
$ set aside in rainy day reserve
% of public rating BFO results to be satisfactory
# rating by bond agencies of city solvency
$ leveraged ratio of city funds to state and federal
grants
Action 5a.2 (68): Permitting processes
LeadPrimary Lead Rank Complexity Months
City Council
Development Services Department
Very high Medium-high 12-18
Strategic objective Participants
Consolidate and simplify the business license, land
use and building permit review process to
incorporate electronic application procedures, pre-
submittal workshops, and concurrent reviews.
City Council
Planning Board
Architectural Design Board
Chamber of Commerce
City Clerk’s Office
Property owners
Architects
Developers
Implementation schedule 2013 2014 2015 2016 2017 2018+
Permitting processes
Potential performance measures
@ on-line applications available
# on-line applications filed annually
% users indicating on-line applications useful
% review process developers indicating new process
predictable and fair
% public indicating new process provides adequate
input and review
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Not Bold
Formatted: Space Before: 0 pt, After: 0 pt
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 221 of 328
71
Edmonds Strategic Action Plan
Action 5a.3 (72): Assess performance results of SAP
LeadPrimary Lead Rank Complexity Months
Mayors Office
City Council
Very high Medium On-going
Strategic objective Participants
Assess, on an annual basis, State of the City
programs, projects, and budget. Regularly conduct
public, customer, and business surveys outreach to
determine the effectiveness, performance, and
priorities of adopted Strategic Plan actions.
City Council
All Departments
Port of Edmonds
Swedish Hospital
Edmonds School District
Edmonds Community College
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Downtown BIDEdmonds Downtown
Alliance
Sustainable Edmonds
Citizens
Implementation schedule 2013 2014 2015 2016 2017 2018+
Assess performance results
Potential performance measures
% businesses satisfied with strategic plan results
% public satisfied with strategic plan results
% young adults satisfied with strategic plan results
% of Council satisfied with strategic plan results
Action 5a.4 (71): Strategy development
LeadPrimary Lead Rank Complexity Months
City Council
All Departments
Very high Medium 12
Strategic objective Participants
Adopt and implement a Strategic Plan in partnership
with public and private organizations.
Port of Edmonds
Swedish Hospital
Edmonds School District
Edmonds Community College
Sound Transit
Senior Center
Community Transit
WA Department of Transportation
WA State Ferries
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Downtown BIDEdmonds Downtown
Alliance
Implementation schedule 2013 2014 2015 2016 2017 2018+
Strategy development
Potential performance measures
# of organizations involved in strategic plan
implementation actions
$ combined to fund marketing, promotion actions
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 222 of 328
72
Edmonds Strategic Action Plan
Budgeting for Outcomes (BFO)
How is BFO different?
Traditional budgeting Budgeting for Outcomes
Budget begins with Last year’s budget Community priorities
Focuses on Cost of services Value of services
Is organized by Department Priority
Encourages Low risk “same as before” approach New ideas, innovation, cooperation, and
improvement
Motivation Be fair to all, avoid pain Get the best results that match priorities
BFO is also called Priority-Driven Budgeting (PDB) or Budgeting by Priority (BP) or Performance Based
Budgeting (PBB)
Budgeting for Outcomes (BFO)
BFO is one form of priority based budgeting
where spending is linked to overall
community results. Using BFO, the
government identifies its most important
priorities for its citizens. Services are then
ranked according to how well they align with
the priorities, and resources are allocated in
accordance with the ranking.
Budgeting for Outcomes is drastically
different than a traditional incremental
approach to budgeting where decreases in
revenue often lead to across the board cuts
limiting results that can be achieved for both
low and high priority services. Rather than
having the starting point be what was funded
by department in the previous budget, the
starting point with BFO becomes what results
the jurisdiction wants to achieve.
Elected officials spend more of their time
making decisions on how much revenue
citizens can afford to provide and on
choosing results and less time on deciding
how much money to cut from the budget and
where to cut. The incentives for agencies and
departments change from making it difficult
for the budget office to find places to cut
their budgets to figuring out what activities
work best to achieve results and how to
provide those activities at lower cost.
BFO is an innovative approach to budgeting
that acts as a catalyst for additional
improvements in efficiency and the ability to
deliver results for citizens.
http://www.gfoaconsulting.org/downloads/
GFOAWhitepaper_AnatomyofaPriority-
Driven%20BudgetProcess_March2011.pdf
Packet Page 223 of 328
73
Edmonds Strategic Action Plan
Action 5a.5 (64): NGO participation
LeadPrimary Lead Rank Complexity Months
Mayors Office
Chamber of Commerce
Mod-high Medium 12-18
Strategic objective Participants
Integrate NGOs such as the Chamber of Commerce,
Downtown Edmonds Merchants Association, Business
Improvement District, and others into the operation
and implementation of BFO and Strategic Plan
actions.
Chamber of Commerce
Downtown Edmonds Merchants Assn
Edmonds Downtown BIDEdmonds Downtown
Alliance
Edmonds Center for the Arts
Sustainable Edmonds
Edmonds School District
Economic Development Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
NGO participation
Potential performance measures
% organizations who feel city government is giving
good service
% organizations who feel city government is listening
to them and keeping them involved
% organizations involved in policy development and
implementation
Action 5a.6 (34): Fiscal sustainability
LeadPrimary Lead Rank Complexity Months
City Council Mod-high Medium 12-24
Strategic objective Participants
Create an alternative mechanism other than the City
of Edmonds General Fund with which to finance
parks and recreation programs and services.
Parks & Recreation Department
Finance Department
Port of Edmonds
Economic Development Commission
Economic Development Department
Citizens
Implementation schedule 2013 2014 2015 2016 2017 2018+
Fiscal sustainability
Potential performance measures
@ levy or bond referendum successful for park
projects
$ raised by above over current funding amounts
% cost recovery of recreational programs
% life cycle facility requirements funded per year
% capital projects funded in 6-10 year planning
period
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 224 of 328
74
Edmonds Strategic Action Plan
Strategic Objective 5: Responsible, accountable, and responsive
government
5b: Promotion and encouragement of an active and involved community
Action 5b.1 (70): Public access
LeadPrimary Lead Rank Complexity Months
Mayors Office
City Council
Mod-high Low-medium On-going
Strategic objective Participants
Conduct frequent town halls, public open houses,
and other events at locations throughout the city to
improve public access and facilitate dialogue on
policies, programs, projects, and budgets.
City Council
Economic Development Department
Finance Department
Parks & Recreation Department
Development Services Department
Public Works Department
Police Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Public access
Potential performance measures
# outreach events per year
% outreach events conducted throughout the City
# persons participating in outreach events
# persons on outreach contact lists
% eligible voters who participated in last general
election
Action 5b.2 (69): Communication
LeadPrimary Lead Rank Complexity Months
Economic Development Department
City Council
Mod-high Low-medium On-going
Strategic objective Participants
Establish effective public information and feedback
methods including websites, blogs, Facebook,
Twitter, and other social media outreach.
City Council
Economic Development Department
Finance Department
Parks & Recreation Department
Development Services Department
Public Works Department
Police Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Communication
Potential performance measures
% residents who feel that Edmonds listens to them,
keeps them informed, and seeks their
involvement
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Formatted: Font: Lucida Fax, 9 pt, Not Bold
Packet Page 225 of 328
75
Edmonds Strategic Action Plan
Strategic Objective 5: Provide responsible, accountable, and responsive
government
5c: Ensure a safe and secure environment for residents, businesses, and
visitors
Action 5c.1: Safe and secure environment
LeadPrimary Lead Rank Complexity Months
Police Department Low On-going
Strategic objective Participants
To reduce crime and to enhance public safety and
security, improving quality of life for the community.
City Council
Parks & Recreation Department
Development Services Department
Public Works Department
Implementation schedule 2013 2014 2015 2016 2017 2018+
Safe and secure environment
Potential performance measures
% of residents who feel safe in their neighborhood
# reported part 1 crimes per 1,000 population
% of part 1 crimes cleared by arrest or exceptional
means
# reportable traffic collisions per 1,000 population
% of residents who rate their neighborhood condition
good or excellent
% of residents who rate their overall quality of life as
good or excellent
# active Community Emergency Response Team
(CERT) volunteers
# of residents trained in CERT
Formatted: Font: Lucida Fax, 9 pt
Packet Page 226 of 328
Fa
c
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S t r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t
i
o
n
Sy
n
o
p
s
i
s
R
e
p
o
r
t
Prepared for
Ci
t
y
o
f
E
d
m
o
n
d
s
Ma
r
c
h
2
0
1
5
Prepared by
Lo
n
g
B
a
y
E
n
t
e
r
p
r
i
s
e
s
,
I
n
c
.
81
0
T
h
i
r
d
A
v
e
n
u
e
,
S
u
i
t
e
3
0
8
,
S
e
a
t
t
l
e
,
W
A
9
8
1
0
4
Ph
o
n
e
(
2
0
6
)
9
3
7
-
9
5
3
6
Em
a
i
l
c
y
n
t
h
i
a
@
l
o
n
g
b
a
y
e
n
t
e
r
p
r
i
s
e
s
.
c
o
m
Packet Page 227 of 328
TA
B
L
E
O
F
C
O
N
T
E
N
T
S
IN
T
R
O
D
U
C
T
I
O
N
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
...
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
3
ME
T
H
O
D
O
L
O
G
Y
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
4
1
IN
I
T
I
A
L
OU
T
R
E
A
C
H
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
4
2
FA
C
I
L
I
T
A
T
I
O
N
ME
E
T
I
N
G
S
WI
T
H
LE
A
D
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
5
3
CO
O
R
D
I
N
A
T
I
O
N
WI
T
H
TH
E
WO
R
K
I
N
G
GR
O
U
P
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
6
5
AD
D
R
E
S
S
I
N
G
PO
T
E
N
T
I
A
L
CO
N
F
L
I
C
T
S
AN
D
CH
A
L
L
E
N
G
E
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
8
6
PE
R
I
O
D
I
C
UP
D
A
T
E
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
8
IM
P
L
E
M
E
N
T
A
T
I
O
N
P
R
O
G
R
E
S
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
9
CO
N
C
L
U
S
I
O
N
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
1
2
RE
C
O
M
M
E
N
D
A
T
I
O
N
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
1
3
AP
P
E
N
D
I
C
E
S
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
1
5
AB
B
R
E
V
I
A
T
I
O
N
S
AI
A
c
t
i
o
n
I
t
e
m
Ci
ty
C
i
t
y
o
f
E
d
m
o
n
d
s
Lo
n
g
B
a
y
L
o
n
g
B
a
y
E
n
t
e
r
p
r
i
s
e
s
,
I
n
c
.
PL
P
r
i
m
a
r
y
L
e
a
d
SA
P
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
Packet Page 228 of 328
P
a
g
e
|
3 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
IN
T
R
O
D
U
C
T
I
O
N
T h e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
(
S
A
P
)
i
s
t
h
e
C
i
t
y
’
s
r
o
a
d
m
a
p
t
o
t
h
e
f
u
t
u
r
e
,
a
l
l
o
w
i
n
g
f
o
r
c
o
h
e
s
i
v
e
p
o
l
i
c
y
a
n
d
p
r
o
g
r
a
m
d
e
c
i
s
i
o
n
-
ma
k
i
n
g
.
T
h
e
S
A
P
w
a
s
a
p
p
r
o
v
e
d
b
y
t
h
e
C
i
t
y
C
o
u
n
c
i
l
i
n
A
p
r
i
l
o
f
2
0
1
3
.
I
t
i
s
n
o
t
a
le
g
a
l
d
o
c
u
m
e
n
t
b
u
t
a
f
l
u
i
d
living document
th
a
t
w
i
l
l
e
v
o
l
v
e
o
v
e
r
t
i
m
e
.
T
h
e
S
A
P
c
o
n
s
i
s
t
s
o
f
8
8
A
c
t
i
o
n
I
t
e
m
s
.
T
h
e
S
A
P
w
a
s
c
r
e
a
t
e
d
o
v
e
r
a
t
w
o
-
y
e
a
r
p
e
r
i
o
d
.
T
h
e
ou
t
r
e
a
c
h
p
r
o
g
r
a
m
f
o
r
t
h
e
S
A
P
c
o
n
s
i
s
t
e
d
o
f
s
u
r
v
e
y
s
,
c
h
a
r
r
e
t
t
e
s
a
n
d
f
o
c
u
s
g
r
o
u
p
s
.
A
p
p
r
o
x
i
m
a
t
e
l
y
2
,
5
0
0
p
e
o
p
l
e
p
a
r
t
i
c
i
p
a
t
e
d
in
t
h
e
n
u
m
e
r
o
u
s
p
u
b
l
i
c
o
u
t
r
e
a
c
h
e
f
f
o
r
t
s
.
Lo
n
g
B
a
y
E
n
t
e
r
p
r
i
s
e
s
,
I
n
c
.
w
a
s
h
i
r
e
d
t
o
f
a
c
i
l
i
t
a
t
e
t
h
e
i
n
i
t
i
a
l
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
t
h
e
C
i
t
y
’
s
S
A
P
.
T
h
e
S
c
o
p
e
o
f
W
o
r
k
w
a
s
:
•
c
o
m
m
u
n
i
c
a
t
i
n
g
w
i
t
h
L
e
a
d
A
g
e
n
t
s
,
k
e
y
p
a
r
t
i
c
i
p
a
n
t
s
a
n
d
s
t
a
k
e
h
o
l
d
e
r
s
a
n
d
a
s
s
i
s
t
i
n
g
i
n
c
o
o
r
d
i
n
a
t
i
o
n
e
f
f
o
r
t
s
t
o
co
m
p
l
e
t
e
t
h
e
S
A
P
A
c
t
i
o
n
I
t
e
m
s
;
•
m
e
e
t
i
n
g
w
i
t
h
L
e
a
d
A
g
e
n
t
s
,
k
e
y
p
a
r
t
i
c
i
p
a
n
t
s
a
n
d
s
t
a
k
e
h
o
l
d
e
r
s
;
•
m
e
e
t
i
n
g
w
i
t
h
t
h
e
S
A
P
W
o
r
k
i
n
g
G
r
o
u
p
;
•
s
e
r
v
i
n
g
a
s
a
r
e
s
o
u
r
c
e
t
o
t
h
o
s
e
w
o
r
k
i
n
g
t
o
i
m
p
l
e
m
e
n
t
t
h
e
S
A
P
a
n
d
d
i
s
c
u
s
s
i
n
g
w
a
y
s
t
o
m
o
v
e
A
c
t
i
o
n
I
t
e
m
s
t
o
w
a
r
d
s
im
p
l
e
m
e
n
t
a
t
i
o
n
;
•
i
d
e
n
t
i
f
y
i
n
g
p
o
t
e
n
t
i
a
l
c
o
n
f
l
i
c
t
s
w
i
t
h
i
n
t
h
e
S
A
P
;
•
a
n
d
p
r
e
p
a
r
i
n
g
a
n
d
p
r
e
s
e
n
t
i
n
g
u
p
d
a
t
e
s
t
h
r
o
u
g
h
o
u
t
t
h
e
y
e
a
r
.
Th
i
s
R
e
p
o
r
t
r
e
f
l
e
c
t
s
a
s
u
m
m
a
r
y
o
f
t
h
e
e
f
f
o
r
t
s
p
e
r
f
o
r
m
e
d
t
o
b
e
g
i
n
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
t
h
e
S
A
P
,
t
h
e
W
o
r
k
s
h
e
e
t
s
f
o
r
e
a
c
h
Pr
i
m
a
r
y
L
e
a
d
’
s
A
c
t
i
o
n
I
t
e
m
s
,
a
n
d
a
l
o
o
k
i
n
t
o
t
h
e
f
u
t
u
r
e
f
o
r
h
o
w
t
o
c
o
n
t
i
n
u
e
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
e
f
f
o
r
t
.
Packet Page 229 of 328
P
a
g
e
|
4 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
ME
T
H
O
D
O
L
O
G
Y
1
I
N
I
T
I
A
L
O
U
T
R
E
A
C
H
Sc
o
p
e
:
C
o
m
m
u
n
i
c
a
t
e
w
i
t
h
L
e
a
d
A
g
e
n
t
s
,
k
e
y
p
a
r
t
i
c
i
p
a
n
t
s
/
s
t
a
k
e
h
o
l
d
e
r
s
i
d
e
n
t
i
f
i
e
d
w
i
t
h
i
n
t
h
e
S
A
P
a
n
d
a
s
s
i
s
t
i
n
g
i
n
co
o
r
d
i
n
a
t
i
n
g
e
f
f
o
r
t
s
t
o
c
o
m
p
l
e
t
e
S
A
P
A
c
t
i
o
n
I
t
e
m
s
.
L
e
a
d
a
g
e
n
t
s
o
r
L
e
a
d
s
a
r
e
a
s
s
u
m
e
d
t
o
b
e
t
h
e
p
r
i
m
a
r
y
i
m
p
l
e
m
e
n
t
i
n
g
pa
r
t
y
o
r
p
a
r
t
i
e
s
.
I
n
s
o
m
e
i
n
s
t
a
n
c
e
s
t
h
e
L
e
a
d
A
g
e
n
t
m
a
y
b
e
t
h
e
a
u
t
h
o
r
i
z
i
n
g
o
r
a
p
p
r
o
v
i
n
g
a
g
e
n
t
–
a
s
i
n
C
i
t
y
C
o
u
n
c
i
l
.
Ac
t
i
o
n
s
t
a
k
e
n
:
P
h
o
n
e
a
n
d
o
r
e
m
a
i
l
c
o
m
m
u
n
i
c
a
t
i
o
n
w
i
t
h
L
e
a
d
(
s
)
i
d
e
n
t
i
f
i
e
d
f
o
r
e
a
c
h
S
A
P
A
c
t
i
o
n
I
t
e
m
(
A
I
)
-
s
c
h
e
d
u
l
e
a
n
in
i
t
i
a
l
m
e
e
t
i
n
g
b
e
t
w
e
e
n
t
h
e
L
e
a
d
a
n
d
L
o
n
g
B
a
y
.
Go
a
l
:
I
n
i
t
i
a
t
e
c
o
m
m
u
n
i
c
a
t
i
o
n
;
i
d
e
n
t
i
f
y
r
e
s
o
u
r
c
e
s
;
e
n
c
o
u
r
a
g
e
c
o
o
r
d
i
n
a
t
i
n
g
e
f
f
o
r
t
s
.
Me
t
h
o
d
s
:
P
h
o
n
e
c
a
l
l
s
a
n
d
e
m
a
i
l
s
;
c
r
e
a
t
e
d
a
r
u
n
n
i
n
g
L
o
g
w
i
t
h
a
l
l
S
A
P
A
c
t
i
o
n
I
t
e
m
s
,
t
h
e
P
r
i
m
a
r
y
L
e
a
d
i
f
c
o
n
f
i
r
m
e
d
i
n
i
n
i
t
i
a
l
ou
t
r
e
a
c
h
a
n
d
o
r
o
t
h
e
r
L
e
a
d
s
,
n
o
t
e
s
a
n
d
a
n
y
s
t
a
t
u
s
i
n
f
o
r
m
a
t
i
o
n
o
f
p
a
s
t
o
r
c
u
r
r
e
n
t
A
I
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
Th
e
L
o
g
w
a
s
u
s
e
d
t
o
t
r
a
c
k
i
n
i
t
i
a
l
c
o
m
m
u
n
i
c
a
t
i
o
n
s
w
i
t
h
L
e
a
d
A
g
e
n
t
s
,
t
o
h
e
l
p
i
d
e
n
t
i
f
y
t
h
e
P
r
i
m
a
r
y
L
e
a
d
,
a
n
d
c
a
p
t
u
r
e
t
h
e
Le
a
d
A
g
e
n
t
s
’
i
n
i
t
i
a
l
f
e
e
d
b
a
c
k
a
n
d
q
u
e
s
t
i
o
n
s
o
r
c
o
n
c
e
r
n
s
.
Ea
r
l
y
i
n
t
h
i
s
i
n
i
t
i
a
l
p
h
a
s
e
o
f
t
h
e
S
c
o
p
e
,
i
t
b
e
c
a
m
e
a
p
p
a
r
e
n
t
t
h
a
t
i
d
e
n
t
i
f
y
i
n
g
a
t
r
u
e
P
r
i
m
a
r
y
L
e
a
d
f
o
r
e
a
c
h
A
I
w
o
u
l
d
r
e
q
u
i
r
e
ex
t
e
n
s
i
v
e
o
u
t
r
e
a
c
h
.
L
o
n
g
B
a
y
m
e
t
w
i
t
h
2
2
d
i
f
f
e
r
e
n
t
p
r
o
s
p
e
c
t
i
v
e
P
r
i
m
a
r
y
L
e
a
d
e
n
t
i
t
i
e
s
,
o
n
3
4
d
i
f
f
e
r
e
n
t
o
c
c
a
s
i
o
n
s
.
A
f
e
w
o
f
th
e
A
I
s
h
a
v
e
C
o
-
P
r
i
m
a
r
y
L
e
a
d
s
.
T
h
e
i
d
e
n
t
i
f
i
c
a
t
i
o
n
o
f
a
P
r
i
m
a
r
y
L
e
a
d
f
o
r
e
a
c
h
A
I
w
a
s
t
h
e
d
o
m
i
n
a
n
t
f
o
c
u
s
f
o
r
t
h
e
i
n
i
t
i
a
l
5
mo
n
t
h
s
o
f
t
h
i
s
f
a
c
i
l
i
t
a
t
i
o
n
e
f
f
o
r
t
.
Packet Page 230 of 328
P
a
g
e
|
5 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
2
F
A
C
I
L
I
T
A
T
I
O
N
M
E
E
T
I
N
G
S
W
I
T
H
L
E
A
D
S
Sc
o
p
e
:
M
e
e
t
i
n
g
w
i
t
h
L
e
a
d
A
g
e
n
t
s
a
n
d
k
e
y
p
a
r
t
i
c
i
p
a
n
t
s
/
s
t
a
k
e
h
o
l
d
e
r
s
a
s
n
e
e
d
e
d
t
o
c
r
e
a
t
e
l
i
n
k
a
g
e
s
,
e
n
c
o
u
r
a
g
e
f
o
r
w
a
r
d
pr
o
g
r
e
s
s
,
a
s
s
i
s
t
i
n
d
e
t
e
r
m
i
n
i
n
g
i
m
p
l
e
m
e
n
t
a
t
i
o
n
s
t
r
a
t
e
g
i
e
s
a
n
d
o
b
t
a
i
n
u
p
d
a
t
e
s
o
n
i
m
p
l
e
m
e
n
t
a
t
i
o
n
a
n
d
t
o
h
e
l
p
d
e
t
e
r
m
i
n
e
im
p
l
e
m
e
n
t
a
t
i
o
n
s
t
r
a
t
e
g
i
e
s
.
Me
e
t
i
n
g
s
w
i
t
h
L
e
a
d
A
ge
n
t
s
a
n
d
s
t
a
k
e
h
o
l
d
e
r
s
w
e
r
e
p
e
r
i
o
d
i
c
a
l
l
y
h
e
l
d
t
o
:
Wo
r
k
w
i
t
h
s
t
a
k
e
h
o
l
d
e
r
s
t
o
c
o
o
r
d
i
n
a
t
e
a
s
s
i
g
n
m
e
n
t
s
o
f
a
P
r
i
m
a
r
y
L
e
a
d
t
o
e
a
c
h
A
c
t
i
o
n
I
t
e
m
.
Cr
e
a
t
e
a
f
i
r
s
t
-
l
e
v
e
l
w
o
r
k
p
r
o
g
r
a
m
f
o
r
i
m
p
l
e
m
e
n
t
a
t
i
o
n
–
a
b
l
u
e
p
r
i
n
t
o
f
h
o
w
e
a
c
h
A
c
t
i
o
n
I
t
e
m
w
i
l
l
b
e
a
d
d
r
e
s
s
e
d
,
id
e
n
t
i
f
y
i
n
g
f
u
n
d
i
n
g
c
h
a
l
l
e
n
g
e
s
,
t
i
m
e
l
i
n
e
s
,
a
n
d
c
o
n
f
l
i
c
t
s
a
s
w
e
l
l
a
s
o
t
h
e
r
r
o
a
d
b
l
o
c
k
s
.
Cr
e
a
t
e
m
o
r
e
a
w
a
r
e
n
e
s
s
a
n
d
c
o
o
p
e
r
a
t
i
o
n
t
h
r
o
u
g
h
o
u
t
t
h
e
c
o
m
m
u
n
i
t
y
w
i
t
h
t
h
e
m
u
l
t
i
p
l
e
s
t
a
k
e
h
o
l
d
e
r
s
.
Lo
n
g
B
a
y
m
e
t
w
i
t
h
L
e
a
d
s
i
d
e
n
t
i
f
i
e
d
i
n
t
h
e
S
A
P
t
o
c
o
n
f
i
r
m
o
r
c
l
a
r
i
f
y
w
h
i
c
h
L
e
a
d
w
a
s
w
i
l
l
i
n
g
a
n
d
a
b
l
e
t
o
b
e
p
r
i
m
a
r
i
l
y
re
s
p
o
n
s
i
b
l
e
f
o
r
a
n
A
c
t
i
o
n
I
t
e
m
’
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
,
t
h
u
s
e
s
t
a
b
l
i
s
h
i
n
g
t
h
e
P
r
i
m
a
r
y
L
e
a
d
.
O
n
c
e
t
h
i
s
w
a
s
e
s
t
a
b
l
i
s
h
e
d
,
L
o
n
g
B
a
y
co
n
t
i
n
u
e
d
m
e
e
t
i
n
g
w
i
t
h
t
h
e
P
r
i
m
a
r
y
L
e
a
d
t
o
e
s
t
a
b
l
i
s
h
c
o
n
n
e
c
t
i
o
n
s
b
e
t
w
e
e
n
L
e
a
d
s
a
n
d
p
a
r
t
i
c
i
p
a
n
t
s
,
f
o
s
t
e
r
f
o
r
w
a
r
d
pr
o
g
r
e
s
s
i
n
t
h
e
A
c
t
i
o
n
I
t
e
m
i
m
p
l
e
m
e
n
t
a
t
i
o
n
,
a
n
d
h
e
l
p
i
d
e
n
t
i
f
y
c
h
a
l
l
e
n
g
e
s
,
c
o
n
f
l
i
c
t
s
a
n
d
s
t
r
a
t
e
g
i
e
s
.
T
h
e
m
e
e
t
i
n
g
s
a
l
s
o
he
l
p
e
d
c
r
e
a
t
e
m
o
r
e
a
w
a
r
e
n
e
s
s
a
n
d
c
o
o
p
e
r
a
t
i
o
n
t
h
r
o
u
g
h
o
u
t
t
h
e
c
o
m
m
u
n
i
t
y
w
i
t
h
t
h
e
m
u
l
t
i
p
l
e
s
t
a
k
e
h
o
l
d
e
r
s
.
Fr
o
m
t
h
e
i
n
i
t
i
a
l
o
u
t
r
e
a
c
h
a
n
d
t
h
e
A
c
t
i
o
n
I
t
e
m
’
s
L
o
g
i
n
f
o
r
m
a
t
i
o
n
,
a
W
o
r
k
s
h
e
e
t
f
o
r
e
a
c
h
Pr
i
m
a
r
y
L
e
a
d
w
a
s
c
r
e
a
t
e
d
.
T
h
e
Wo
r
k
s
h
e
e
t
p
r
o
v
i
d
e
d
a
f
i
r
s
t
-
l
e
v
e
l
w
o
r
k
p
r
o
g
r
a
m
f
o
r
i
m
p
l
e
m
e
n
t
a
t
i
o
n
–
a
b
l
u
e
p
r
i
n
t
o
f
h
o
w
e
a
c
h
A
c
t
i
o
n
I
t
e
m
w
i
l
l
b
e
a
d
d
r
e
s
s
e
d
,
id
e
n
t
i
f
y
i
n
g
f
u
n
d
i
n
g
c
h
a
l
l
e
n
g
e
s
,
t
i
m
e
l
i
n
e
s
,
a
n
d
c
o
n
f
l
i
c
t
s
a
s
w
e
l
l
a
s
o
t
h
e
r
r
o
a
d
b
l
o
c
k
s
w
i
t
h
i
n
t
h
e
s
t
a
t
e
d
o
b
j
e
c
t
i
v
e
o
f
t
h
e
A
I
.
Th
e
W
o
r
k
s
h
e
e
t
s
w
e
r
e
c
r
e
a
t
e
d
a
s
a
n
o
n
-
g
o
i
n
g
t
o
o
l
t
o
w
o
r
k
w
i
t
h
e
a
c
h
P
r
i
m
a
r
y
L
e
a
d
w
h
o
w
o
u
l
d
t
a
k
e
r
e
s
p
o
n
s
i
b
i
l
i
t
y
f
o
r
a
n
Ac
t
i
o
n
I
t
e
m
’
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
T
h
e
W
o
r
k
s
h
e
e
t
s
w
e
r
e
p
e
r
i
o
d
i
c
a
l
l
y
u
p
d
a
t
e
d
t
h
r
o
u
g
h
o
u
t
t
h
e
y
e
a
r
t
o
r
e
f
l
e
c
t
c
h
a
n
g
e
s
i
n
e
a
c
h
AI
a
s
t
h
e
p
l
a
n
n
i
n
g
f
o
r
a
n
d
/
o
r
i
m
p
l
e
m
e
n
t
a
t
i
o
n
p
r
o
c
e
s
s
m
o
v
e
d
f
o
r
w
a
r
d
.
Packet Page 231 of 328
P
a
g
e
|
6 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
3
C
O
O
R
D
I
N
A
T
I
O
N
W
I
T
H
T
H
E
W
O
R
K
I
N
G
G
R
O
U
P
Sc
o
p
e
:
M
e
e
t
i
n
g
w
i
t
h
a
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
W
o
r
k
i
n
g
G
r
o
u
p
t
o
p
r
o
v
i
d
e
u
p
d
a
t
e
s
o
n
i
m
p
l
e
m
e
n
t
a
t
i
o
n
a
n
d
t
o
o
b
t
a
i
n
f
e
e
d
b
a
c
k
on
a
n
y
i
d
e
a
s
o
r
p
r
o
p
o
s
a
l
s
.
T
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
W
o
r
k
i
n
g
G
r
o
u
p
c
o
n
s
i
s
t
s
o
f
o
n
e
r
e
p
r
e
s
e
n
t
a
t
i
v
e
f
r
o
m
k
e
y
st
a
k
e
h
o
l
d
e
r
s
,
i
.
e
.
,
C
i
t
y
C
o
u
n
c
i
l
,
C
o
m
m
u
n
i
t
y
S
e
r
v
i
c
e
s
/
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
D
i
r
e
c
t
o
r
,
S
e
n
i
o
r
C
e
n
t
e
r
,
P
o
r
t
o
f
E
d
m
o
n
d
s
,
Ch
a
m
b
e
r
o
f
C
o
m
m
e
r
c
e
,
E
c
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
C
o
m
m
i
s
s
i
o
n
,
E
d
m
o
n
d
s
C
e
n
t
e
r
f
o
r
t
h
e
A
r
t
s
a
n
d
C
i
t
y
o
f
E
d
m
o
n
d
s
De
p
a
r
t
m
e
n
t
s
o
f
:
D
e
v
e
l
o
p
m
e
n
t
S
e
r
v
i
c
e
s
,
P
a
r
k
s
a
n
d
R
e
c
r
e
a
t
i
o
n
a
n
d
t
h
e
M
a
y
o
r
’
s
O
f
f
i
c
e
.
R ol
e
s
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
Wo
r
k
i
n
g
Gr
o
u
p
f
o
r
t
h
e
f
i
r
s
t
y
e
a
r
o
f
t
h
i
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
e
f
f
o
r
t
:
Ro
l
e
1
Ac
t
a
s
a
So
u
n
d
i
n
g
B
o
a
r
d
fo
r
i
d
e
a
s
o
n
ho
w
t
o
m
o
v
e
t
h
e
S
A
P
f
o
r
w
a
r
d
Ro
l
e
2
G iv
e
fe
e
d
b
a
c
k
on
t
h
e
p
r
o
g
r
e
s
s
t
h
a
t
i
s
p
e
r
i
o
d
i
c
a
l
l
y
r
e
p
o
r
t
e
d
Ro
l
e
3
Cr
e
a
t
e
a
sy
n
e
r
g
y
th
a
t
d
e
m
o
n
s
t
r
a
t
e
s
t
h
e
S
A
P
w
i
l
l
b
e
i
m
p
l
e
m
e
n
t
e
d
Lo
n
g
B
a
y
m
e
t
w
i
t
h
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
W
o
r
k
i
n
g
G
r
o
u
p
f
i
v
e
t
i
m
e
s
t
h
r
o
u
g
h
o
u
t
t
h
e
y
e
a
r
.
E
a
c
h
m
e
e
t
i
n
g
i
n
v
o
l
v
e
d
di
s
c
u
s
s
i
n
g
t
h
e
p
r
o
g
r
e
s
s
o
f
P
r
i
m
a
r
y
L
e
a
d
s
c
o
n
f
i
r
m
e
d
,
A
c
t
i
o
n
I
t
e
m
s
’
s
t
a
t
u
s
,
a
n
d
a
d
d
r
e
s
s
i
n
g
i
d
e
n
t
i
f
i
e
d
c
h
a
l
l
e
n
g
e
s
o
r
co
n
f
l
i
c
t
s
.
T
h
r
e
e
c
a
t
e
g
o
r
i
e
s
w
e
r
e
e
s
t
a
b
l
i
s
h
e
d
f
o
r
a
n
y
A
c
t
i
o
n
I
t
e
m
s
t
h
a
t
d
i
d
n
o
t
a
p
p
e
a
r
s
t
r
a
i
g
h
t
-
f
o
r
w
a
r
d
t
o
i
m
p
l
e
m
e
n
t
o
r
t
h
a
t
re
q
u
i
r
e
d
r
e
v
i
e
w
t
o
b
e
t
t
e
r
u
n
d
e
r
s
t
a
n
d
t
h
e
i
n
t
e
n
t
o
f
t
h
e
A
I
a
n
d
/
o
r
d
e
c
i
d
e
o
n
n
e
x
t
s
t
e
p
s
.
T
h
e
p
u
r
p
o
s
e
o
f
c
a
t
e
g
o
r
i
z
i
n
g
t
h
e
s
e
Ac
t
i
o
n
I
t
e
m
s
w
a
s
m
e
r
e
l
y
t
o
a
s
s
i
s
t
w
i
t
h
i
m
p
l
e
m
e
n
t
a
t
i
o
n
a
n
d
r
e
c
o
n
c
i
l
i
a
t
i
o
n
o
f
t
h
e
S
A
P
,
n
o
t
t
o
i
m
p
l
y
a
n
y
c
h
a
n
g
e
t
o
t
h
e
do
c
u
m
e
n
t
i
t
s
e
l
f
.
T
h
e
c
a
t
e
g
o
r
i
e
s
e
s
t
a
b
l
i
s
h
e
d
w
e
r
e
:
•
M
a
y
r
e
q
u
i
r
e
o
w
n
R
o
a
d
M
a
p
(
f
o
r
t
h
e
m
o
s
t
c
o
m
p
l
e
x
A
I
s
)
.
•
C
o
u
l
d
b
e
c
o
n
s
o
l
i
d
a
t
e
d
.
•
N
e
e
d
s
c
l
a
r
i
f
i
c
a
t
i
o
n
o
f
i
n
t
e
n
t
o
r
d
e
f
i
n
i
t
i
o
n
o
f
t
e
r
m
s
u
s
e
d
i
n
t
h
e
A
I
’
s
s
t
a
t
e
d
o
b
j
e
c
t
i
v
e
.
Packet Page 232 of 328
P
a
g
e
|
7 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
T w o
e
x
a
m
p
l
e
s
o
f
t
h
e
W
o
r
k
i
n
g
G
r
o
u
p
’
s
e
f
f
o
r
t
s
a
r
e
:
1.
T
h
e
Ro
a
d
m
a
p
s
f
o
r
A
c
t
i
o
n
I
t
e
m
s
1
b
.
4
a
n
d
1
b
.
8
w
h
i
c
h
h
a
v
e
s
i
g
n
i
f
i
c
a
n
t
c
h
a
l
l
e
n
g
e
s
i
n
o
r
d
e
r
t
o
m
e
e
t
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
Th
e
R
o
a
d
m
a
p
s
a
r
e
i
n
c
o
r
p
o
r
a
t
e
d
i
n
t
o
t
h
e
W
o
r
k
s
h
e
e
t
s
i
n
t
h
e
A
p
p
e
n
d
i
x
.
2.
Co
n
s
o
l
i
d
a
t
i
o
n
o
f
A
I
s
:
t
h
e
r
e
w
e
r
e
t
w
o
c
o
n
s
o
l
i
d
a
t
i
o
n
s
d
i
s
c
u
s
s
e
d
r
e
g
a
r
d
i
n
g
i
m
p
l
e
m
e
n
t
a
t
i
o
n
:
•
1
e
.
1
O
r
g
a
n
i
z
a
t
i
o
n
s
A
r
t
s
a
n
d
C
u
l
t
u
r
e
a
n
d
1
e
.
2
P
r
o
m
o
t
i
o
n
A
r
t
s
a
n
d
C
u
l
t
u
r
e
-
b
o
t
h
o
f
t
h
e
s
e
A
c
t
i
o
n
I
t
e
m
s
’
i
n
t
e
n
t
i
s
t
o
cr
e
a
t
e
a
c
l
e
a
r
i
n
g
h
o
u
s
e
f
o
r
a
l
l
E
d
m
o
n
d
s
e
v
e
n
t
s
,
s
c
h
e
d
u
l
i
n
g
,
p
r
o
m
o
t
i
n
g
a
t
t
r
a
c
t
i
o
n
s
e
t
c
.
E
D
D
i
s
t
h
e
P
r
i
m
a
r
y
L
e
a
d
f
o
r
bo
t
h
o
f
t
h
e
s
e
A
I
s
a
n
d
c
o
n
s
o
l
i
d
a
t
i
o
n
a
p
p
e
a
r
e
d
a
p
p
r
o
p
r
i
a
t
e
.
•
3
a
.
1
S
e
n
i
o
r
C
e
n
t
e
r
-
D
e
v
e
l
o
p
a
l
o
n
g
-
t
e
r
m
s
o
l
u
t
i
o
n
f
o
r
m
a
i
n
t
a
i
n
i
n
g
a
n
d
u
p
d
a
t
i
n
g
t
h
e
S
e
n
i
o
r
C
e
n
t
e
r
a
n
d
3a
.
1
5
R
e
l
o
c
a
t
e
t
h
e
S
e
n
i
o
r
C
e
n
t
e
r
t
o
a
n
o
t
h
e
r
l
o
c
a
t
i
o
n
-
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
c
o
n
s
t
r
u
c
t
i
n
g
a
n
e
w
S
e
n
i
o
r
C
e
n
t
e
r
a
t
th
e
s
a
m
e
l
o
c
a
t
i
o
n
i
s
u
n
d
e
r
w
a
y
.
T
h
e
W
o
r
k
i
n
g
G
r
o
u
p
d
e
t
e
r
m
i
n
e
d
c
o
n
s
o
l
i
d
a
t
i
o
n
a
p
p
e
a
r
e
d
a
p
p
r
o
p
r
i
a
t
e
.
4
S
E
R
V
I
N
G
A
S
A
R
E
S
O
U
R
C
E
Sc
o
p
e
:
S
e
r
v
e
a
s
a
r
e
s
o
u
r
c
e
t
o
r
e
s
p
e
c
t
i
v
e
s
t
a
k
e
h
o
l
d
e
r
s
a
n
d
i
n
d
i
v
i
d
u
a
l
s
o
r
e
n
t
i
t
i
e
s
w
o
r
k
i
n
g
t
o
i
m
p
l
e
m
e
n
t
t
h
e
S
t
r
a
t
e
g
i
c
Ac
t
i
o
n
P
l
a
n
a
n
d
d
i
s
c
u
s
s
i
n
g
w
a
y
s
t
o
m
o
v
e
i
t
e
m
s
t
o
w
a
r
d
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
Th
r
o
u
g
h
o
u
t
t
h
e
y
e
a
r
L
o
n
g
B
a
y
e
n
g
a
g
e
d
w
i
t
h
m
a
n
y
o
r
g
a
n
i
z
a
t
i
o
n
s
,
P
r
i
m
a
r
y
L
e
a
d
s
,
c
o
m
m
u
n
i
t
y
l
e
a
d
e
r
s
a
n
d
c
i
t
i
z
e
n
s
re
g
a
r
d
i
n
g
t
h
e
c
u
r
r
e
n
t
i
m
p
l
e
m
e
n
t
a
t
i
o
n
e
f
f
o
r
t
s
.
A
s
t
h
e
y
e
a
r
p
r
o
g
r
e
s
s
e
d
,
t
h
e
d
i
a
l
o
g
u
e
b
e
c
a
m
e
r
o
u
t
i
n
e
t
o
d
i
s
c
u
s
s
im
p
l
e
m
e
n
t
a
t
i
o
n
s
t
r
a
t
e
g
i
e
s
,
p
r
o
g
r
e
s
s
a
n
d
c
h
a
l
l
e
n
g
e
s
.
T
h
i
s
o
p
e
n
d
i
a
l
o
g
u
e
a
n
d
s
u
p
p
o
r
t
s
h
o
u
l
d
b
e
c
o
n
t
i
n
u
e
d
i
n
t
o
t
h
e
f
u
t
u
r
e
of
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
p
r
o
c
e
s
s
.
Packet Page 233 of 328
P
a
g
e
|
8 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
5
A
D
D
R
E
S
S
I
N
G
P
O
T
E
N
T
I
A
L
C
O
N
F
L
I
C
T
S
A
N
D
C
H
A
L
L
E
N
G
E
S
Sc
o
p
e
:
W
o
r
k
w
i
t
h
s
t
a
k
e
h
o
l
d
e
r
s
a
n
d
t
h
o
s
e
w
o
r
k
i
n
g
t
o
i
m
p
l
e
m
e
n
t
A
c
t
i
o
n
I
t
e
m
s
t
o
a
d
d
r
e
s
s
p
o
t
e
n
t
i
a
l
c
o
n
f
l
i
c
t
s
w
i
t
h
i
n
t
h
e
St
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
a
s
t
h
e
y
r
e
l
a
t
e
t
o
a
n
y
o
v
e
r
l
a
p
o
f
s
t
a
k
e
h
o
l
d
e
r
’
s
a
c
t
i
v
i
t
i
e
s
a
n
d
i
m
p
l
e
m
e
n
t
a
t
i
o
n
e
f
f
o
r
t
s
i
n
o
r
d
e
r
t
o
mi
n
i
m
i
z
e
r
e
d
u
n
d
a
n
c
y
.
•
I
d
e
n
t
i
f
i
e
d
d
u
p
l
i
c
a
t
e
A
c
t
i
o
n
I
t
e
m
s
.
•
I
d
e
n
t
i
f
i
e
d
a
n
d
r
e
c
o
m
m
e
n
d
e
d
A
c
t
i
o
n
I
t
e
m
s
s
u
i
t
a
b
l
e
f
o
r
c
o
n
s
o
l
i
d
a
t
i
o
n
.
•
P
e
r
f
o
r
m
e
d
a
T
e
c
h
n
i
c
a
l
R
e
v
i
e
w
o
f
t
h
e
e
n
t
i
r
e
2
0
1
3
A
p
p
r
o
v
e
d
S
A
P
d
o
c
u
m
e
n
t
t
o
c
l
a
r
i
f
y
t
e
r
m
i
n
o
l
o
g
y
a
n
d
i
n
t
e
n
t
w
i
t
h
i
n
th
e
t
e
x
t
o
f
e
a
c
h
A
I
.
A
r
e
c
o
m
m
e
n
d
e
d
,
r
e
v
i
s
e
d
,
r
e
d
l
i
n
e
v
e
r
s
i
o
n
o
f
t
h
e
S
A
P
d
o
c
u
m
e
n
t
(
St
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
Te
c
h
n
i
c
a
l
R
e
v
i
e
w
R
e
d
l
i
n
e
)
i
s
a
t
t
a
c
h
e
d
i
n
t
h
e
A
p
p
e
n
d
i
x
.
6
P
E
R
I
O
D
I
C
U
P
D
A
T
E
S
Sc
o
p
e
:
P
r
e
p
a
r
i
n
g
w
r
i
t
t
e
n
q
u
a
r
t
e
r
l
y
u
p
d
a
t
e
s
a
n
d
s
u
b
m
i
t
t
i
n
g
t
h
e
m
t
o
t
h
e
C
i
t
y
C
o
u
n
c
i
l
,
M
a
y
o
r
,
S
A
P
W
o
r
k
i
n
g
G
r
o
u
p
a
n
d
Ec
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
D
i
r
e
c
t
o
r
’
s
o
f
f
i
c
e
.
P
e
r
i
o
d
i
c
u
p
d
a
t
e
s
w
e
r
e
p
r
e
s
e
n
t
e
d
d
u
r
i
n
g
C
i
t
y
C
o
u
n
c
i
l
m
e
e
t
i
n
g
s
.
•
Fi
v
e
m
e
e
t
i
n
g
s
w
e
r
e
h
e
l
d
w
i
t
h
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
W
o
r
k
i
n
g
G
r
o
u
p
:
Ap
r
i
l
2
4
,
2
0
1
4
;
M
a
y
1
4
,
2
0
1
4
;
J
u
n
e
9
,
2
0
1
4
;
A
u
g
u
s
t
1
3
,
2
0
1
4
;
O
c
t
o
b
e
r
8
,
2
0
1
4
•
Pr
e
s
e
n
t
a
t
i
o
n
s
:
Ci
t
y
C
o
u
n
c
i
l
p
r
e
s
e
n
t
a
t
i
o
n
s
:
J
u
n
e
2
4
,
2
0
1
4
;
O
c
t
o
b
e
r
2
8
,
2
0
1
4
;
M
a
r
c
h
1
0
,
2
0
1
5
Po
r
t
o
f
E
d
m
o
n
d
s
:
J
u
n
e
9
th
,
2
0
1
4
Ma
y
o
r
’
s
O
f
f
i
c
e
–
C
h
a
m
b
e
r
o
f
C
o
m
m
e
r
c
e
:
J
u
n
e
2
6
,
2
0
1
4
Ma
y
o
r
’
s
O
f
f
i
c
e
–
M
a
y
o
r
’
s
A
d
v
i
s
o
r
y
G
r
o
u
p
:
O
c
t
o
b
e
r
2
9
,
2
0
1
4
Packet Page 234 of 328
P
a
g
e
|
9 o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
IM
P
L
E
M
E
N
T
A
T
I
O
N
P
R
O
G
R
E
S
S
Pr
e
l
i
m
i
n
a
r
y
I
n
f
o
r
m
a
t
i
o
n
Su
m
m
a
r
y
as
o
f
J
u
n
e
1
8
,
2
0
1
4
To
t
a
l
N
u
m
b
e
r
o
f
A
c
t
i
o
n
I
t
e
m
s
86
Ac
t
i
o
n
I
t
e
m
s
w
i
t
h
co
m
m
i
t
t
e
d
Pr
i
m
a
r
y
L
e
a
d
s
76
Ac
t
i
o
n
I
t
e
m
s
w
i
t
h
un
c
o
n
f
i
r
m
e
d
P
r
i
m
a
r
y
L
e
a
d
s
5
Ac
t
i
o
n
I
t
e
m
s
wi
t
h
o
u
t
a
P
r
i
m
a
r
y
L
e
a
d
5
Co
m
p
l
e
t
e
d
A
c
t
i
o
n
I
t
e
m
s
4
Ac
t
i
o
n
I
t
e
m
s
s
t
a
r
t
e
d
an
d
i
n
m
o
t
i
o
n
38
Ac
t
i
o
n
I
t
e
m
s
n
o
t
y
e
t
co
m
m
e
n
c
e
d
44
Packet Page 235 of 328
P
a
g
e
|
10
o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
Im
p
l
e
m
e
n
t
a
t
i
o
n
P
r
o
g
r
e
s
s
Su
m
m
a
r
y
a
s
o
f
Oc
t
o
b
e
r
2
8
,
2
0
1
4
To
t
a
l
N
u
m
b
e
r
o
f
A
c
t
i
o
n
I
t
e
m
s
8 8
In
c
r
e
a
s
e
i
n
T
o
t
a
l
N
u
m
b
e
r
o
f
A
I
s
i
s
d
u
e
t
o
d
u
p
l
i
c
a
t
e
n
u
m
b
e
r
s
u
s
e
d
i
n
t
h
e
S
A
P
Ac
t
i
o
n
I
t
e
m
s
w
i
t
h
co
m
m
i
t
t
e
d
P
r
i
m
a
r
y
L
e
a
d
s
84
Ac
t
i
o
n
I
t
e
m
s
w
i
t
h
un
c
o
n
f
i
r
m
e
d
P
r
i
m
a
r
y
L
e
a
d
s
0
Ac
t
i
o
n
I
t
e
m
s
wi
t
h
o
u
t
a
P
r
i
m
a
r
y
Le
a
d
4
Co
m
p
l
e
t
e
d
A
c
t
i
o
n
I
t
e
m
s
5
Ac
t
i
o
n
I
t
e
m
s
s
t
a
r
t
e
d
an
d
i
n
m
o
t
i
o
n
62
Ac
t
i
o
n
I
t
e
m
s
n
o
t
y
e
t
co
m
m
e
n
c
e
d
21
Th
e
f
i
v
e
(
5
)
Co
m
p
l
e
t
e
d
A
c
t
i
o
n
I
t
e
m
s
:
1)
1a
.
1
2
D
e
v
e
l
o
p
m
e
n
t
r
e
g
u
l
a
t
i
o
n
s
2)
1b
.
9
F
i
n
a
n
c
i
n
g
3)
3a
.
6
Y
o
s
t
P
o
o
l
-
f
i
n
a
n
c
i
n
g
4)
3a
.
7
P
u
b
l
i
c
v
i
e
w
p
r
e
s
e
r
v
a
t
i
o
n
5)
5a
.
6
F
i
s
c
a
l
s
u
s
t
a
i
n
a
b
i
l
i
t
y
Th
e
P
r
i
m
a
r
y
L
e
a
d
s
a
n
d
h
o
w
m
a
n
y
A
c
t
i
o
n
I
t
e
m
s
e
a
c
h
a
r
e
r
e
s
p
o
n
s
i
b
l
e
f
o
r
(
a
s
o
f
O
c
t
o
b
e
r
2
8
2
0
1
4
)
:
Ch
a
m
b
e
r
o
f
C
o
m
m
e
r
c
e
=
2
Ci
t
y
C
o
u
n
c
i
l
=
3
Cu
l
t
u
r
a
l
S
e
r
v
i
c
e
s
D
i
v
i
s
i
o
n
=
3
De
v
e
l
o
p
m
e
n
t
S
e
r
v
i
c
e
s
D
e
p
a
r
t
m
e
n
t
=
1
5
Ec
o
n
o
m
i
c
D
e
v
e
l
o
p
m
e
n
t
D
e
p
a
r
t
m
e
n
t
=
2
3
Ed
m
o
n
d
s
C
e
n
t
e
r
f
o
r
t
h
e
A
r
t
s
=
1
Ed
m
o
n
d
s
D
o
w
n
t
o
w
n
A
l
l
i
a
n
c
e
=
3
Ed
m
o
n
d
s
S
e
n
i
o
r
C
e
n
t
e
r
=
2
Ma
y
o
r
’s
O
f
f
i
c
e
=4
Pa
r
k
s
&
R
e
c
r
e
a
t
i
o
n
=
1
3
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
=
1
Pu
b
l
i
c
W
o
r
k
s
=
1
6
Sw
e
d
i
s
h
=
1
Packet Page 236 of 328
P
a
g
e
|
11
o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
Im
p
l
e
m
e
n
t
a
t
i
o
n
P
r
o
g
r
e
s
s
Su
m
m
a
r
y
a
s
o
f
Ma
r
c
h
0
3
,
2
0
1
5
To
t
a
l
N
u
m
b
e
r
o
f
A
c
t
i
o
n
I
t
e
m
s
8 8
Ac
t
i
o
n
I
t
e
m
s
w
i
t
h
co
m
m
i
t
t
e
d
P
r
i
m
a
r
y
L
e
a
d
s
84
Ac
t
i
o
n
I
t
e
m
s
w
i
t
h
un
c
o
n
f
i
r
m
e
d
P
r
i
m
a
r
y
L
e
a
d
s
--
-
-
-
-
-
-
-
Ac
t
i
o
n
I
t
e
m
s
wi
t
h
o
u
t
a
P
r
i
m
a
r
y
L
e
a
d
4
Co
m
p
l
e
t
e
d
A
c
t
i
o
n
I
t
e
m
s
6
Ac
t
i
o
n
I
t
e
m
s
s
t
a
r
t
e
d
an
d
i
n
m
o
t
i
o
n
70
Ac
t
i
o
n
I
t
e
m
s
n
o
t
y
e
t
co
m
m
e
n
c
e
d
12
Th
e
si
x
(
6
)
Co
m
p
l
e
t
e
d
A
c
t
i
o
n
I
t
e
m
s
:
1)
1a
.
1
2
D
e
v
e
l
o
p
m
e
n
t
r
e
g
u
l
a
t
i
o
n
s
2)
1b
.
9
F
i
n
a
n
c
i
n
g
3)
3a
.
6
Y
o
s
t
P
o
o
l
-
f
i
n
a
n
c
i
n
g
4)
3a
.
7
P
u
b
l
i
c
v
i
e
w
p
r
e
s
e
r
v
a
t
i
o
n
5)
1a
.
7
D
e
v
e
l
o
p
m
e
n
t
r
e
g
u
l
a
t
i
o
n
s
6)
5b
.
2
C
o
m
m
u
n
i
c
a
t
i
o
n
No
t
e
:
C
o
u
n
c
i
l
d
e
t
e
r
m
i
n
e
d
i
n
t
h
e
O
c
t
o
b
e
r
2
0
1
4
m
e
e
t
i
n
g
t
h
a
t
AI
5
a
.
6
F
i
s
c
a
l
s
u
s
t
a
i
n
a
b
i
l
i
t
y
w
a
s
n
o
t
c
o
m
p
l
e
t
e
a
n
d
,
th
u
s
,
t
h
a
t
A
I
h
a
s
s
h
i
f
t
e
d
t
o
t
h
e
c
o
u
n
t
u
n
d
e
r
“
A
c
t
i
o
n
I
t
e
m
s
s
t
a
r
t
e
d
a
n
d
i
n
m
o
t
i
o
n
”
Th
e
P
r
i
m
a
r
y
L
e
a
d
s
a
n
d
h
o
w
m
a
n
y
A
c
t
i
o
n
I
t
e
m
s
e
a
c
h
a
r
e
r
e
s
p
o
n
s
i
b
l
e
f
o
r
(
a
s
o
f
M
a
r
c
h
0
3
,
2
0
1
5
)
:
Ch
a
m
b
e
r
o
f
C
o
m
m
e
r
c
e
=
3
Ci
t
y
C
o
u
n
c
i
l
=
2
Cu
l
t
u
r
a
l
S
e
r
v
i
c
e
s
D
i
v
i
s
i
o
n
=
3
De
v
e
l
o
p
m
e
n
t
S
e
r
v
i
c
e
s
D
e
p
a
r
t
m
e
n
t
=
1
4
Ec
o
n
om
i
c
D
e
v
e
l
o
p
m
e
n
t
D
e
p
a
r
t
m
e
n
t
=
2
2
Ed
m
o
n
d
s
C
e
n
t
e
r
f
o
r
t
h
e
A
r
t
s
=
1
Ed
m
o
n
d
s
D
o
w
n
t
o
w
n
A
l
l
i
a
n
c
e
=
3
Ed
m
o
n
d
s
S
e
n
i
o
r
C
e
n
t
e
r
=
2
Ma
y
o
r
’s
O
f
f
i
c
e
=4
Pa
r
k
s
&
R
e
c
r
e
a
t
i
o
n
=
1
4
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
=
1
Pu
b
l
i
c
W
o
r
k
s
=
1
8
Sw
e
d
i
s
h
=
1
Packet Page 237 of 328
P
a
g
e
|
12
o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
CO
N
C
L
U
S
I
O
N
S
Th
e
S
A
P
i
s
a
v
i
s
i
o
n
i
n
g
d
o
c
u
m
e
n
t
t
h
a
t
r
e
q
u
i
r
e
d
a
h
i
g
h
a mo
u
n
t
o
f
t
i
m
e
a
n
d
r
e
s
o
u
r
c
e
s
t
o
p
r
o
d
u
c
e
.
A
f
e
w
A
c
t
i
o
n
I
t
e
m
s
a
r
e
si
m
p
l
e
t
o
i
m
p
l
e
m
e
n
t
,
b
u
t
m
a
n
y
a
r
e
m
o
r
e
c
o
m
p
l
e
x
a
n
d
w
i
l
l
r
e
q
u
i
r
e
l
o
n
g
-
t
e
r
m
c
o
l
l
a
b
o
r
a
t
i
o
n
o
f
c
o
m
m
u
n
i
t
y
o
r
g
a
n
i
z
a
t
i
o
n
s
a
s
we
l
l
a
s
s
t
r
o
n
g
s
o
u
r
c
e
s
o
f
f
u
n
d
s
.
Wi
t
h
a
n
y
g
i
v
e
n
“
P
l
a
n
”
c
o
m
e
i
n
n
a
t
e
c
h
a
l
l
e
n
g
e
s
t
o
i
m
p
l
e
m
e
n
t
a
t
i
o
n
:
• Ke
e
p
i
n
g
c
o
n
t
i
n
u
o
u
s
f
o
c
u
s
o
n
t
h
e
A
I
s
t
o
b
r
i
n
g
t
h
e
m
t
o
c
o
m
p
l
e
t
i
o
n
.
• Ch
a
n
g
e
s
i
n
t
h
e
p
o
i
n
t
p
e
r
s
o
n
d
e
s
i
g
n
a
t
e
d
b
y
a
n
o
r
g
a
n
i
z
a
t
i
o
n
a
s
t
h
e
P
r
i
m
a
r
y
L
e
a
d
.
• Ch
a
n
g
e
s
i
n
t
h
e
n
e
e
d
s
o
f
t
h
e
c
o
m
m
u
n
i
t
y
f
r
o
m
w
h
e
n
t
h
e
i
n
i
t
i
a
l
A
I
w
a
s
c
r
e
a
t
e
d
.
• Fi
n
d
i
n
g
s
t
r
o
n
g
f
u
n
d
i
n
g
s
o
u
r
c
e
s
t
h
a
t
a
r
e
r
e
l
i
a
b
l
e
f
o
r
l
o
n
g
-
t
e
r
m
i
m
p
l
e
m
e
n
t
a
t
i
o
n
.
• Th
e
e
x
t
e
n
s
i
v
e
t
i
m
e
f
r
a
m
e
r
e
q
u
i
r
e
d
f
o
r
m
a
n
y
o
f
t
h
e
A
I
s
t
o
b
e
c
o
m
p
l
e
t
e
d
c
a
n
d
i
s
c
o
u
r
a
g
e
t
h
e
e
f
f
o
r
t
s
t
o
im
p
l
e
m
e
n
t
.
St
r
a
t
e
g
i
c
P
l
a
n
s
m
u
s
t
b
e
c
o
n
s
i
s
t
e
n
t
w
i
t
h
a
c
i
t
y
’
s
C
o
m
p
r
e
h
e
n
s
i
v
e
P
l
a
n
,
w
h
i
c
h
i
s
t
h
e
o
v
e
r
-
a
r
c
h
i
n
g
f
r
a
m
e
w
o
r
k
b
y
w
h
i
c
h
a
c
i
t
y
fu
n
c
t
i
o
n
s
.
T
h
e
C
i
t
y
o
f
E
d
m
o
n
d
s
’
s
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
i
s
a
n
i
m
p
l
e
m
e
n
t
a
t
i
o
n
t
o
o
l
o
f
a
n
u
m
b
e
r
o
f
e
l
e
m
e
n
t
s
o
f
i
t
s
Co
m
p
r
e
h
e
n
s
i
v
e
P
l
a
n
.
Al
l
“
S
t
r
a
t
e
g
i
c
P
l
a
n
s
”
h
a
v
e
c
h
a
l
l
e
n
g
e
s
b
u
t
t
h
e
y
a
r
e
t
h
e
f
r
a
m
e
w
o
r
k
b
y
w
h
i
c
h
a
c
o
m
m
u
n
i
t
y
c
a
n
c
o
l
l
a
b
o
r
a
t
e
a
n
d
l
o
o
k
t
o
t
h
e
fu
t
u
r
e
t
h
r
o
u
g
h
a
c
o
m
m
o
n
l
e
n
s
.
T
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
t
h
e
S
A
P
h
a
s
b
e
g
u
n
w
i
t
h
g
r
e
a
t
m
o
m
e
n
t
u
m
,
c
o
l
l
a
b
o
r
a
t
i
o
n
a
n
d
de
t
e
r
m
i
n
a
t
i
o
n
.
I
n
A
p
r
i
l
o
f
2
0
1
3
t
h
e
S
A
P
w
a
s
a
l
a
r
g
e
d
o
c
u
m
e
n
t
o
f
g
r
e
a
t
i
d
e
a
s
a
n
d
n
o
w
h
a
s
b
e
c
o
m
e
a
l
i
v
i
n
g
d
o
c
u
m
e
n
t
wh
i
c
h
c
o
n
t
i
n
u
a
l
l
y
s
p
a
w
n
s
n
e
w
i
d
e
a
s
a
n
d
a
l
l
o
w
s
t
h
e
c
o
m
m
u
n
i
t
y
t
o
d
i
s
c
u
s
s
i
t
s
n
e
e
d
s
o
p
e
n
l
y
a
n
d
w
i
t
h
p
u
r
p
o
s
e
.
Packet Page 238 of 328
P
a
g
e
|
13
o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
RE
C
O
M
M
E
N
D
A
T
I
O
N
S
T h er
e
a
r
e
a
n
u
m
b
e
r
o
f
p
a
t
h
s
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
t
h
e
S
A
P
c
a
n
t
a
k
e
f
r
o
m
t
h
i
s
m
o
m
e
n
t
f
o
r
w
a
r
d
.
T
h
e
g
o
a
l
i
s
t
o
c
o
n
t
i
n
u
e
th
e
f
o
r
w
a
r
d
m
o
m
e
n
t
u
m
a
n
d
t
o
e
s
t
a
b
l
i
s
h
a
m
e
c
h
a
n
i
s
m
f
o
r
t
r
a
c
k
i
n
g
p
r
o
g
r
e
s
s
.
T
h
e
d
e
f
i
n
i
t
i
o
n
o
f
“
f
a
c
i
l
i
t
a
t
o
r
”
i
s
s
o
m
e
o
n
e
w
h
o
he
l
p
s
a
g
r
o
u
p
o
f
p
e
o
p
l
e
u
n
d
e
r
s
t
a
n
d
t
h
e
i
r
c
o
m
m
o
n
o
b
j
e
c
t
i
v
e
s
a
n
d
g
i
v
e
s
a
s
s
i
s
t
a
n
c
e
t
o
t
h
e
m
o
n
p
l
a
n
n
i
n
g
h
o
w
t
o
a
c
h
i
e
v
e
th
e
s
e
o
b
j
e
c
t
i
v
e
s
.
T
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
o
f
a
c
o
m
p
l
e
x
p
l
a
n
s
u
c
h
a
s
t
h
e
S
A
P
w
e
l
c
o
m
e
s
a
n
y
m
e
a
n
s
t
o
m
a
k
e
i
t
e
a
s
i
e
r
t
o
ac
c
o
m
p
l
i
s
h
.
O
n
e
o
f
t
h
e
e
l
e
m
e
n
t
s
i
n
L
o
n
g
B
a
y
’
s
M
i
s
s
i
o
n
S
t
a
t
e
m
e
n
t
i
s
t
h
a
t
w
e
b
e
l
i
e
v
e
o
u
r
c
l
i
e
n
t
s
a
r
e
p
e
o
p
l
e
n
o
t
p
r
o
j
e
c
t
s
.
Th
o
u
g
h
t
h
e
S
A
P
h
a
s
m
a
n
y
p
r
o
j
e
c
t
s
a
s
s
o
c
i
a
t
e
d
w
i
t
h
i
t
s
i
m
p
l
e
m
e
n
t
a
t
i
o
n
,
i
t
r
e
q
u
i
r
e
s
m
a
n
y
p
e
o
p
l
e
s
’
e
f
f
o
r
t
s
a
n
d
c
o
l
l
a
b
o
r
a
t
i
o
n
to
s
u
c
c
e
s
s
f
u
l
l
y
c
o
m
p
l
e
t
e
t
h
e
A
c
t
i
o
n
I
t
e
m
s
.
I
d
e
n
t
i
f
y
i
n
g
a
n
o
n
-
g
o
i
n
g
f
a
c
i
l
i
t
a
t
o
r
f
o
r
t
h
e
i
m
p
l
e
m
e
n
t
a
t
i
o
n
p
r
o
c
e
s
s
i
s
h
i
g
h
l
y
re
c
o
m
m
e
n
d
e
d
.
T
h
e
o
u
t
s
i
d
e
d
a
t
e
f
o
r
c
o
m
p
l
e
t
i
o
n
o
f
a
n
A
c
t
i
o
n
I
t
e
m
i
s
t
h
e
y
e
a
r
2
0
2
7
.
A
l
o
n
g
r
a
n
g
e
v
i
e
w
o
f
t
h
e
im
p
l
e
m
e
n
t
a
t
i
o
n
p
r
o
c
e
s
s
i
s
e
s
s
e
n
t
i
a
l
.
T
h
e
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
f
o
r
m
o
v
i
n
g
f
o
r
w
a
r
d
a
r
e
s
t
a
t
e
d
i
n
t
w
o
c
a
t
e
g
o
r
i
e
s
b
e
l
o
w
.
AL
T
E
R
N
A
T
I
V
E
S
T
O
C
O
N
T
I
N
U
E
I
M
P
L
E
M
E
N
T
A
T
I
O
N
O
F
T
H
E
S
A
P
1.
I
d
e
n
t
i
f
y
a
s
t
a
f
f
p
e
r
s
o
n
w
i
t
h
i
n
t
h
e
C
i
t
y
w
h
o
w
i
l
l
t
a
k
e
o
n
t
h
e
r
o
l
e
a
n
d
r
e
s
p
o
n
s
i
b
i
l
i
t
y
o
f
t
h
e
f
a
c
i
l
i
t
a
t
o
r
.
T
h
i
s
i
s
e
s
t
i
m
a
t
e
d
to
r
e
q
u
i
r
e
2
-
3
h
o
u
r
s
,
a
v
e
r
a
g
e
p
e
r
w
e
e
k
,
o
v
e
r
t
h
e
n
e
x
t
y
e
a
r
.
R
e
e
v
a
l
u
a
t
e
t
h
i
s
n
e
e
d
a
f
t
e
r
o
n
e
y
e
a
r
i
n
A
p
r
i
l
o
f
2
0
1
6
.
Th
e
b
a
s
i
c
r
e
s
p
o
n
s
i
b
i
l
i
t
i
e
s
w
o
u
l
d
b
e
t
r
a
c
k
i
n
g
t
h
e
W
o
r
k
s
h
e
e
t
s
,
(
o
r
w
h
a
t
e
v
e
r
o
t
h
e
r
t
r
a
c
k
i
n
g
t
o
o
l
t
h
e
C
i
t
y
w
i
s
h
e
s
t
o
us
e
)
c
o
n
t
a
c
t
i
n
g
t
h
e
P
r
i
m
a
r
y
L
e
a
d
s
o
n
a
r
o
u
t
i
n
e
b
a
s
i
s
f
o
r
u
p
d
a
t
e
s
a
n
d
a
s
s
i
s
t
i
n
g
i
n
a
n
y
w
a
y
p
o
s
s
i
b
l
e
t
o
e
l
i
m
i
n
a
t
e
ob
s
t
a
c
l
e
s
a
n
d
/
o
r
b
r
a
i
n
s
t
o
r
m
f
o
r
s
o
l
u
t
i
o
n
s
.
2.
H
i
r
e
a
n
o
u
t
s
i
d
e
c
o
n
s
u
l
t
a
n
t
t
o
p
e
r
f
o
r
m
t
h
e
s
a
m
e
d
u
t
i
e
s
a
s
s
t
a
t
e
d
i
n
i
t
e
m
#
1
a
b
o
v
e
.
3.
D
o
n
o
t
h
a
v
e
a
n
a
s
s
i
g
n
e
d
f
a
c
i
l
i
t
a
t
o
r
f
o
r
o
n
e
y
e
a
r
.
T
h
e
n
i
n
A
p
r
i
l
o
f
2
0
1
6
b
r
i
n
g
s
o
m
e
o
n
e
o
n
b
o
a
r
d
f
o
r
a
p
p
r
o
x
i
m
a
t
e
l
y
on
e
m
o
n
t
h
t
o
d
e
t
e
r
m
i
n
e
t
h
e
p
r
o
g
r
e
s
s
o
v
e
r
t
h
e
y
e
a
r
,
u
n
d
e
r
s
t
a
n
d
t
h
e
c
h
a
l
l
e
n
g
e
s
a
n
d
r
e
p
o
r
t
o
n
t
h
e
s
t
a
t
u
s
t
o
t
h
e
Co
u
n
c
i
l
.
Packet Page 239 of 328
P
a
g
e
|
14
o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
RE
L
O
O
K
A
T
T
H
E
S
T
R
A
T
E
G
I
C
A
C
T
I
O
N
P
L
A
N
I
T
S
E
L
F
1.
I
n
A
p
r
i
l
o
f
2
0
1
6
r
e
l
o
o
k
a
t
a
n
u
m
b
e
r
o
f
e
l
e
m
e
n
t
s
o
f
t
h
e
S
A
P
.
•
T
h
e
r
e
m
a
y
b
e
s
o
m
e
A
c
t
i
o
n
I
t
e
m
s
t
h
a
t
a
r
e
n
o
t
f
e
a
s
i
b
l
e
t
o
i
m
p
l
e
m
e
n
t
.
A
n
u
m
b
e
r
o
f
t
h
e
A
c
t
i
o
n
I
t
e
m
s
h
a
v
e
3
-
5
t
a
s
k
s
wi
t
h
i
n
o
n
e
A
c
t
i
o
n
I
t
e
m
.
I
t
m
i
g
h
t
b
e
h
e
l
p
f
u
l
f
o
r
i
m
p
l
e
m
e
n
t
a
t
i
o
n
t
o
s
e
p
a
r
a
t
e
s
u
c
h
t
a
s
k
s
t
o
a
l
l
o
w
f
o
r
s
u
c
c
e
s
s
o
f
a
t
l
e
a
s
t
a
p
o
r
t
i
o
n
o
f
a
n
A
c
t
i
o
n
I
t
e
m
.
•
E
v
a
l
u
a
t
e
t
h
e
p
e
r
f
o
r
m
a
n
c
e
m
e
a
s
u
r
e
s
s
t
a
t
e
d
f
o
r
e
a
c
h
A
c
t
i
o
n
I
t
e
m
.
M
a
n
y
o
f
t
h
e
s
e
m
a
y
b
e
m
o
r
e
i
n
f
o
r
m
a
t
i
v
e
i
f
re
w
o
r
d
e
d
o
r
t
h
e
n
u
m
b
e
r
o
f
t
h
e
m
r
e
d
u
c
e
d
p
e
r
A
c
t
i
o
n
I
t
e
m
.
I
n
m
o
s
t
c
a
s
e
s
a
m
e
a
s
u
r
e
o
f
s
u
c
c
e
s
s
c
a
n
b
e
v
e
r
y
s
i
m
p
l
e
bu
t
e
f
f
e
c
t
i
v
e
t
o
e
v
a
l
u
a
t
e
a
n
y
g
i
v
e
n
o
b
j
e
c
t
i
v
e
.
T
h
e
l
e
s
s
c
o
m
p
l
i
c
a
t
e
d
t
h
e
m
e
a
s
u
r
e
m
e
n
t
,
t
h
e
e
a
s
i
e
r
i
t
w
i
l
l
b
e
t
o
ar
t
i
c
u
l
a
t
e
w
h
e
r
e
t
h
e
s
u
c
c
e
s
s
e
s
a
n
d
f
a
i
l
u
r
e
s
a
r
e
a
n
d
w
h
y
.
•
S
e
t
t
i
m
e
l
i
n
e
s
f
o
r
r
o
u
t
i
n
e
r
e
v
i
e
w
s
o
f
t
h
e
S
A
P
;
e
v
e
r
y
3
y
e
a
r
s
i
s
s
u
g
g
e
s
t
e
d
.
Packet Page 240 of 328
P
a
g
e
|
15
o
f
1
5
F ac
i
l
i
t
a
t
i
o
n
o
f
t
h
e
S
t
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
I
m
p
l
e
m
e
n
t
a
t io
n
S
y
n
o
p
s
i
s
R
e
p
o
r
t
–
M
a
r
c
h
2
0
1
5
AP
P
E
N
D
I
C
E
S
•
P ri
m
a
r
y
L
e
a
d
s
’
W
o
r
k
s
h
e
e
t
s
(34
p
a
g
e
s
)
•
St
r
a
t
e
g
i
c
A
c
t
i
o
n
P
l
a
n
T
e
c
h
n
i
c
a
l
R
e
v
i
e
w
R
e
d
l
i
n
e
(
8
0
p
a
g
e
s
)
Packet Page 241 of 328
P
a
c
k
e
t
P
a
g
e
2
4
2
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
3
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
4
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
5
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
6
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
7
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
8
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
4
9
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
0
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
1
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
2
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
3
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
4
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
5
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
6
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
7
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
8
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
5
9
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
0
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
1
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
2
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
3
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
4
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
5
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
6
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
7
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
8
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
6
9
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
0
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
1
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
2
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
3
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
4
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
5
o
f
3
2
8
P
a
c
k
e
t
P
a
g
e
2
7
6
o
f
3
2
8
AM-7532 8.
City Council Meeting
Meeting Date:03/10/2015
Time:10 Minutes
Submitted For:Phil Williams Submitted By:Phil Williams
Department:Public Works
Committee: Type: Information
Information
Subject Title
Presentation regarding changed capital priorities in the 2015 budget for the Wastewater Treatment Plant
Recommendation
Move to approve a budget amendment recognizing an increase in expected revenue from our Waste
Water Treatment Plant (WWTP) partners in the amount of $246,500 and further authorizing these funds
to be made available to the Waste Water Capital Fund for use in replacing a blower unit at the WWTP.
Previous Council Action
None
Narrative
Throughout 2014 the City experienced reliability issues with its primary blower unit at the Waste Water
Treatment Plant (WWTP). Several repairs to this K-Turbo unit were completed under warranty from the
manufacturer. None of these repairs were able to bring the system to a satisfactory level of reliability. The
2015 budget was prepared assuming adequate repairs would eventually be made or a replacement unit
provided under warranty. Early this year it was learned that the manufacturer had gone out of business
suddenly and that no additional parts would be available from them. Their successor in interest, a
company that purchased the technology and intellectual property as well as the manufacturing rights did
not legally take on any of the liabilities for existing units. They have declined to provide a replacement
unit. We have and will continue to explore all options to collect what is owed to the City under the
warranty from the original manufacturer, their successor company, or our own insurance. At this time any
significant recovery seems unlikely. The new company is headquartered off-shore.
In the meantime this unit needs to be replaced. The cost to do so, including purchase, installation,
programming, start-up, and testing is expected to be $480,000. A reasonable contingency for this project
would be $20,000 for a total of $500,000. The City's share would be 50.7% or $253,500. Our partners in
the WWTP would provide the remaining $246,500.
The 2014 Construction contract for Sewer line replacement was budgeted at $3,188,435. Due to poor soil
conditions that would have resulted in significant cost over-runs a large portion of scope was removed
from that project. The unspent budget for the project was carried over to 2015 and discussions continue
with the contractor regarding the necessary deductive reconciliation change order under his contract. The
City is confident that amount will be in excess of $400,000. That excess amount will remain in the Waste
Water Fund (423). This will more than cover the additional City costs associated with the blower
replacement rendering a budget amendment to increase spending authority unnecessary. A budget
Packet Page 277 of 328
amendment is required, however, to recognize the additional $246,500 in revenue expected from our
partners and authorizing it to be placed into and expended from the Waste Water Capital fund.
Form Review
Inbox Reviewed By Date
City Clerk Scott Passey 03/06/2015 07:33 AM
Mayor Dave Earling 03/06/2015 08:46 AM
Finalize for Agenda Scott Passey 03/06/2015 08:48 AM
Form Started By: Phil Williams Started On: 03/03/2015 04:53 PM
Final Approval Date: 03/06/2015
Packet Page 278 of 328
AM-7534 9.
City Council Meeting
Meeting Date:03/10/2015
Time:60 Minutes
Submitted For:Bertrand Hauss Submitted By:Megan Luttrell
Department:Engineering
Type: Information
Information
Subject Title
SR-104 Analysis including Westgate Area
Recommendation
For information only.
Previous Council Action
None.
Narrative
The SR-104 Corridor Analysis focuses on 5-miles of principal arterial, from 76th Ave W to the Edmonds
Ferry Terminal. The purpose of this analysis is to develop a corridor master plan, which identifies safety,
access management and streetscape improvements coordinated with Complete Streets principles and
integrated with the proposed form-based code for Westgate Village (SR-104 & 100th Ave) and other
zoning on SR104.
The City is working with the engineering firm, Fehr and Peers, on this Analysis. Preliminary traffic
analysis has been completed along the corridor; whereas existing traffic counts, sight distance due to
roadway curvature, and the most recent 3-year accident history have been studied at various intersections
along the corridor to identify deficiencies. Improvements are being proposed to address those issues.
Non-motorized transportation conditions, such as ADA compliance and bicycle connections, have also
been analyzed. At the Westgate intersection, the consultant has confirmed through traffic modeling, that
the proposed Westgate re-development (as well as projected Regional growth through 2035 / 20-year
vision and the additional volumes as part of the proposed Point Wells re-development) won’t require
additional lanes or widening along SR-104. The intersection Level of Service (LOS) is projected at LOS
D (City’s LOS Standards is LOS D). Roadway cross sections at the intersection as well as away from the
intersection (with proposed setbacks) have been developed. A midblock pedestrian crossing on 100th
Ave (with flashing beacons) is also being considered north of the intersection, to provide an easier
non-motorized connection between the NE and NW quadrants. A consolidation of all driveways within
each quadrant is also being proposed as well as providing maximum internal circulation between properties.
The project began in October 2014 and is scheduled for completion in June 2015. Comments were
recently received regarding this analysis at an Open House held on February 25, 2015 and a meeting with
Washington State Department of Transportation (WSDOT) on February 27, 2015.
Packet Page 279 of 328
Attachments
SR-104 Corridor Limits with Proposed Improvements
Westgate Portion of SR-104 Study Memos
Presentation
Form Review
Inbox Reviewed By Date
Engineering (Originator)Robert English 03/06/2015 09:42 AM
Public Works Phil Williams 03/06/2015 11:29 AM
City Clerk Scott Passey 03/06/2015 11:29 AM
Mayor Dave Earling 03/06/2015 01:03 PM
Finalize for Agenda Scott Passey 03/06/2015 01:03 PM
Form Started By: Megan Luttrell Started On: 03/04/2015 02:14 PM
Final Approval Date: 03/06/2015
Packet Page 280 of 328
Planning ContextPlanning Context
SR 104 Corridor Study
North Section
South Section
Neighborhood Connections
Pedestrian-Oriented Ferry Terminal Area
Boulevard/Scenic Way
Commercial
Edmonds
Packet Page 281 of 328
North SectionNorth Section
SR 104 Corridor Study
Right of Way
Sight Distance Concern
Packet Page 282 of 328
South SectionSouth Section
SR 104 Corridor Study
Right of Way
Sight Distance Concern
Packet Page 283 of 328
1
TO: City of Edmonds
FROM: Joseph W. Tovar, FAICP
DATE: January 28, 2015
SUBJ: Westgate Form Based Code in the SR 104 Corridor
I. Executive Summary
In the fall of 2014, the City Council began its review of the Planning Board recommendation to
adopt a new Chapter 16.110 entitled – Westgate Mixed Use District (WMU). At a series of
study meetings, the Council considered amendments to the WMU, but decided to postpone a
final decision on the proposed code until several questions about the Westgate area could be
answered by the pending SR 104 Complete Streets Corridor Analysis. To assist the Council’s
deliberations, the consulting team was asked to provide analysis on several key questions.
A. Key Questions
1. What are the long-term street lane and width requirements on SR 104 and 100th Avenue West
through Westgate?
2. What should the WMU code say about building setback requirements along these two
roadways?
3. How should bicycles and pedestrians be accommodated?
4. What other amendments to the WMU could be adopted to highlight Westgate as a walkable,
sustainable, mixed use District?
5. How should property access and internal circulation be considered?
6. What is the appropriate parking standard for commercial uses in the Westgate district?
B. Conclusions and Recommendations
1. Both SR 104 and 100th Avenue West have sufficient capacity to serve forecasted increases in
traffic volumes up to 2035. More detailed technical information is in the Fehr and Peers
Tech Memo (Fehr and Peers Memo).
2. Bicycle facilities (e.g., bike racks or lockers) could be accommodated in redevelopment
plans on private property pursuant to proposed amendments to the draft WMU zoning
district. The addition of bike lanes in 100th Ave W. would do the most to enhance Westgate
as a multi-modal transportation district. These could be accommodated within existing
right-of-way by extending the three-lane section with bicycle lanes that now exists on Firdale
Avenue north to Westgate. The reconfiguration of 100th Avenue to accommodate bicycles
can be accomplished with a “road diet” which maintains acceptable levels of traffic flow
Memorandum
Packet Page 284 of 328
2
through the intersections of SR 104/100th Ave W. and 100th Ave W./SW 238th St.. See Fehr
and Peers Memo.
3. Pedestrians will be accommodated by the 8’ wide sidewalks and adjacent 5’ wide amenity
space in SR 104 and 100th Ave. W. The sidewalk area should be widened at the corners of
the intersection by modifications to the WMU standards to increase building setbacks from
the 12’ default to 15’.
4. Additional pedestrian accommodation in Westgate could be achieved by two capital
improvement projects that should be coordinated with adjacent site plan improvements: (1)
installation of highly visible crosswalk panels or pavement at the intersection of SR 104/100th
Ave. W., similar to the improvements made on SR 99 in Shoreline; and (2) creation of a mid-
block pedestrian crossing in 100th Ave. W. to provide a direct connection between the
entrances of the QFC and PCC.
5. Internal vehicular and pedestrian circulation should meet the materials and dimensional
standards for “Internal Circulation Drives” set forth in the WMU at 22.110.050. It is
recommended that this section be supplemented with a map that indicates where on each
block face the end points of each segment of the Internal Circulation Drive must meet the
public right of way. See Fig. 18.
6. Property vehicular access within Westgate should be controlled with additional WMU zoning
district access management standards. These standards would essentially: (a) “freeze” the
driveway locations on SR 104 east of 100th Ave. W.; (b) eliminate or consolidate the existing
driveways on 100th Ave W. (particularly the QFC and Bartell quadrants) and: (c) eliminate or
consolidate the driveways on SR 104 west of 100th Ave W. Flexibility in the specific
location and dimensions of driveways should be administered through the Code’s review
process of future site plan/building permit applications.
7. The required building setbacks along both SR 104 and 100th Ave. W should be 12’, provided
that within 40’ of the intersection corners the setback should increase to 15’. This additional
setback would help accommodate the greater amount of pedestrian, transit and bicycle traffic
that will concentrate approaching the crosswalks of the intersections. See Fig. 5.
8. The visual images and impressions of the “view from the road” convey a powerful message
about a district’s identity and sense of place. The two major places to shape these
impressions for Westgate are: (a) at the gateways into the district; and (b) at the epicenter of
the district, which in this case is the intersection of SR 104 and 100th Ave W.
(a) The “Edmonds Welcomes you to Westgate” sign that was erected during the City’s
centennial in 1990 was recently removed. It was located not at the entry to the district,
but rather well within it, adjacent to the new Walgreens. A better location for a new
district gateway sign would be further east on SR 104, closer to 95th Ave W. It would
also help to move the 35 mph speed limit sign even further east, in order to help slow
down westbound motorists before they enter the Westgate mixed use district.
(b) The WMU zoning district should amend the corner requirements for the four properties
at the intersection. Strong, structural vertical elements will read best from the
perspective of the motorists and take up relatively little horizontal space between the
Packet Page 285 of 328
3
building and the curb. Trellis, pergola or arbor treatments could incorporate signage,
sculptural motifs, and banners. Such prominent visual landmarks would be a relatively
small cost to projects on these corners, but collectively create a strong visual image for
Westgate. See Figures 11 through 17.
9. Although further work on other parts of the SR 104 corridor will continue into the spring,
the information in this memo and the Fehr and Peers Memo answers the transportation,
parking and land use questions regarding Westgate. No further work on the SR 104
Corridor Study is necessary to support the Westgate conclusions in these two Memos.
II. Background
Edmonds is a city of commercial districts and residential neighborhoods. Some districts are
relatively large, such as Downtown Edmonds and the SR 99 commercial corridor. Others are
smaller, such as Firdale, Five Corners and Westgate. While commercial districts share some
objectives, circumstances and characteristics (e.g., location on arterials and typically a mix of
commercial uses), each is also somewhat unique. Some, such as the Downtown, already have
multifamily residential incorporated into the land use pattern while others, such as the SR 99
corridor and Westgate, may add residential as part of the use mix.
Providing housing choices in commercial districts, in the form of mixed-use buildings and/or
mixed-use projects, responds to an emerging market - Baby Boomers and Millennials. These
two cohorts combined are the majority of today’s U.S. population – and many have strong
interest in housing choices other than the traditional detached single-family home. They would
be attracted to housing opportunities in mixed-use districts with good access to transit, bicycle
and walkway facilities, grocery stores, pharmacies, restaurants, banks, and other goods and
services nearby. The Westgate District presently has many of these amenities.
As a state highway, SR 104 will continue to play an important role linking the regional transit
system and road network to Downtown Edmonds, the WSF Terminal, and the Amtrak/Sounder
station. The Washington State Department of Transportation recognizes that many segments of
the state highway system serve multiple functions – not just as parts of the regional mobility
system – but also as “Main Streets” for many communities in the urban area.
To evaluate potential code amendments and/or physical projects that would advance the City’s
objectives, it helps to begin with an understanding of Westgate’s fundamental urban design
structure and character. The following urban design terms have been used to describe the
constituent parts of urban structure:
• Districts are geographic sections of the city with some shared and identifying character.
Always identifiable from the inside, districts frequently have distinct boundaries or edges
and are traversed by paths.
• Edges are the linear elements that separate districts, such as a shoreline, railroad tracks,
freeways, or steep slopes.
• Paths are the channels along which an observer moves. They may be streets, walkways, bike
lanes, or transit lines. People observe the city while moving through it, and along these
paths the other environmental elements are perceived, arranged and related.
• Nodes are concentrations of uses or activities, often at the convergence of several paths, and
frequently serving as destinations within a district.
Packet Page 286 of 328
4
• Gateways are the points or places along paths that serve as the entrance to a district.
• Landmarks are another type of point-reference, but an observer does not enter them – they
are external. They are physical objects: a distinctive building, sign, or prominent natural
feature, e.g., a very large tree or hill. While some landmarks have deliberate symbolic
meaning, e.g., a large statue, many landmarks are simply clear and vivid objects in the
environment that provide the viewer with a sense of place and orientation.
Applying this methodology to Westgate (see Figure 1) it is a District, similar to other Edmonds
districts in some ways, but distinct in other ways. Westgate is accessed and traversed by two
major Paths (SR 104/100th Ave. W), and bordered on the north and south by strong topographic
and forested Edges. The Gateways into Westgate are not now marked with public signage, but
generally occur along Paths where there is a distinct shift in land use. This is most clear on
100th Ave W, less so on SR 104. Finally, there are a series of land use/activity Nodes within the
district, usually sharing localized circulation and parking areas. The largest and most prominent
Node in Westgate consists of the four quadrants of the intersection of SR 104 and 100th Ave. W.
Unlike many urban districts and nodes, Westgate lacks prominent and vivid landmarks. The old
“Robin Hood Lanes” sign was a prominent local landmark due to its size, shape and character.
While a lot of commercial signage remains in Westgate, it serves localized functions identifying
individual businesses, rather than an entire district or node. The four star symbols in Fig. 1
indicate a potential rather than an existing set of landmarks. This location, at the convergence of
two major Paths, linking the four quadrants of the area’s major activity Node, is a major urban
design opportunity to provide orientation, identity, and a strong sense of Westgate as a place.
Fig. 1 The Edmonds Westgate District – Urban Design Elements
NODE%
NODE%
NODE%
N
O
D
E
%
Northern(
Gateway(
Southern(
Gateway(
Eastern(
Gateway(
Western(
Gateway(
DISTRICT(EDGE(
DISTRICT(EDGE(
DISTRICT(E
D
G
E
(
DISTRICT(E
D
G
E
(
DISTRICT(EDGE(
DISTRICT(EDGE(
DI
S
T
R
I
C
T
(
E
D
G
E
(
MAJOR%
ACTIVITY%
NODE%
(
N
O
D
E
%
Packet Page 287 of 328
5
III. Questions and Analysis
1. What are the long-term street lane and width requirements on SR 104 and 100th
Avenue West through Westgate?
The Fehr and Peers Memo evaluates current and forecasted traffic volumes, speeds and
movements on SR 104 and 100th Ave W. It concludes in relevant part:
“WSDOT sees SR 104 as a ‘Main Street Roadway’ that has a multimodal focus. Traffic
forecasts and analysis show no additional through lanes or turning lanes are needed. Traffic
volumes will increase along 100th Avenue W., but the traffic can be accommodated with the
existing lane configuration. No additional right-of-way along 100th Avenue W. is needed to
provide for traffic flow and the wider sidewalk/planter requirements.”
2. How should bicycles and pedestrians be accommodated?
The WMU should be amended to adopt a standard for bicycle racks to be provided in both
residential and commercial new developments at Westgate. The wide sidewalks required as a
standard for both SR 104 and 100th Ave W. will be sufficient to provide for safe and attractive
pedestrian movement along the block faces. An increased setback of 15’ from the property line
near the corners of the intersection will provide additional room for both pedestrian movement
and amenities such as lighting standards, bollards, and street trees.
The consulting team has evaluated the opportunities for adding bicycle lanes to 100th Ave W. It
would be possible to add lanes within the existing rights-of-way by restriping and making minor
improvements (e.g., islands and tapers). See Figs. 2, 3 and 4.
Fig. 2 Road Diet section option for 100th Ave. W.
8’ sidewalk 5’ planter 5’ bike lane 11’ travel lane 11’ travel lane 11’ travel lane 5’ bike lane 5’ planter 8’ sidewalk
Fig. 3 Firdale Ave illustrates a section with 3 travel lanes and 2 bicycle lanes
Packet Page 288 of 328
6
Fig. 4 Schematic of road diet, adding bicycle lanes to 100th Ave W.
3. What should the WMU code say about building setback requirements along these two
roadways?
The draft Code for the Westgate District departs from the conventions of traditional zoning, such
as the default 20’ front yard setback. By reducing the setback to 12 feet adjacent to SR 104 and
100th Ave W., the proposed Code brings the building facade closer to the street. This conveys
that the space between the building frontage and the curb is a place for people on foot or bicycle,
as opposed to automobiles.
The 12-foot setback (in combination with the 8 foot sidewalk in the right of way) provides
sufficient width to accommodate safe and comfortable pedestrian movement along the block
face, as well as room for benches, landscaping, tables, etc. This is illustrated in the two cross
sections in Figure 5.
Packet Page 289 of 328
7
Fig. 5 Illustrative Cross Sections at SR 104/100th Ave W.
Pushing the building face further back, as the 20’ setback would do, doesn’t add much to the
qualitative value of this frontage. Rather, it forces more of the “amenity” and “open space”
away from the site interior, reducing the chance to maximize amenities throughout the site.
Another negative consequence of the 20-foot setback is to lessen redevelopment potential by
reducing the gross floor area achievable. The scale of this impact is difficult to quantify – what
can be said is that it does less to encourage redevelopment than the 12 foot setback.
Packet Page 290 of 328
8
The portions of sites within 40’ of the intersection have an additional and somewhat different
role than the rest of the frontage. To accommodate the greater amount of pedestrian foot and
bicycle traffic (at the confluence of two crosswalks) as well as the likely entryways into the
buildings, a larger setback, such as 15 feet, would be appropriate.
These observations are summarized for the SW Quadrant in the matrix below.
4. What amendments to the WMU could be adopted to highlight Westgate as a walkable,
sustainable, mixed use District?
Existing conditions at the intersection of SR 104/100th Ave W. are illustrated in Figures 6
through 10. Figure 6 is an aerial perspective, while Figures 7 through 10 are ground level
perspective images of the four quadrants at this intersection.
Packet Page 291 of 328
9
Fig. 6 Aerial perspective of intersection at SR 104/100th Ave W.
Fig. 7 NW Corner – QFC and other retail uses and restaurants
Packet Page 292 of 328
10
Fig. 8 NE Corner - PCC and Walgreen’s Pharmacy
Fig. 9 SE Corner – Key Bank, etc.
Fig. 10 SW Corner - Starbucks, Bartells, etc.
Packet Page 293 of 328
11
In September of 2014, City staff drafted for Council’s consideration an additional amendment to
Section 22.110.070 – Amenity Space, Open Space, and Green Factor Standards. The new
paragraph D, titled SR-104/100th Avenue Intersection, focused on the private properties that
immediately abut this intersection and proposed language to address the types of improvements
that would be appropriate.
Using that September draft language as a basis, I recommend the following revisions, shown
with underlining and strikethroughs as follows:
D. SR-104 / 100th Avenue Intersection.
1. The design objectives for configuration of development, amenity space, open space,
and landscaping landscape construction features at this key intersection is intended are to
provide a sense of place and convey the walkable and sustainable character of serve as a
signal of arrival at the Westgate District area.
2. Building step-backs, pedestrian oriented facades and amenities are required for the
portions of buildings within forty feet of the corner at each quadrant of this intersection.
3. The design objectives required setback areas at this intersection shall be designed to
use addressed with a combination of landscaping, building façade treatments, public
signage and amenity features (e.g. water features, art work, bollards, benches, pedestrian
scale lighting, arbors, greenwalls, arcades). to signify the intersection’s importance as a
focal point of the Westgate area.
Paragraph 1 sets forth the City’s design objectives for the Westgate District : (1) to provide a
sense of place and identity for Westgate and (2) to convey the desired walkable and sustainable
character of the District. As the epicenter of Westgate, these four quadrants and the intersection
itself play important functional and symbolic roles. The creation of distinct and memorable
visual landmarks at these four corners can be achieved with landscape construction amenities, as
discussed below. These are improvements that could be placed on the façade of new structures
at the corners of the intersection, or freestanding in the open spaces between the building façade
and the curb.
Paragraph 2 specifies building placement, the details of building facades, and the furnishings to
be placed in the public spaces between the buildings and the curb.
Paragraph 3 identifies a menu of physical improvements and amenities that developers would be
required to design and install. Below are examples of possible building facade treatments and
landscape construction amenities. The specific details of a proposed design would be reviewed
and approved through the City’s Design Review Process. Once a “unifying theme,” for
example, a public sign or solar-powered light standard, is determined with the first development
subject to this standard, it would inform appropriate facade treatments and landscape
construction amenities as redevelopment occurs on the other three corners.
Figures 11 through 16 are examples of potential “landscape construction amenities” that could be
incorporated into the corner designs at this key intersection. It is recommended that these
figures be included in the Westgate Code to give potential developers and their designers a clear
idea of the type of furnishings that the City may require for these key public spaces.
Packet Page 294 of 328
12
Fig.
11
Pergola
Fig.
12
Arbor
Fig.
13
Bollards
Fig. 14 Green Wall Fig. 15 Public signage Fig. 16 Solar lighting
An element like a pergola or arbor can also provide a location to display civic banners, public
signage or lighting standards. If a major district gateway improvement is made, for example, at
the easternmost entry into the Westgate District, it would be logical to coordinate design
materials, fonts or other details with any such landmark improvements made at the intersection
corners. One example might look like this:
Fig. 17 Potential vertical gateway/landmark feature
Many districts, nodes, and centers have utilized landscape construction amenities of this sort to
provide orientation, convey character and provide local identity. See Attachment A for an
example of how a similar treatment was done at the Crossroads District in Bellevue. The
Bellevue example utilized low masonry walls with inset tile work on all four corners, with a
more elaborate arbor and landscaping on the Northeast corner (by the Bank of America).
5. How should property access and internal circulation be handled?
Access management to properties in Westgate will be important for safe and efficient travel
within and between the four quadrants. The number, location and permitted turning movements
into and out of driveways on 100th Ave W. and SR 104 should be controlled by the Westgate
Packet Page 295 of 328
13
Access Management Master Plan (AMMP) See Figure 18. As permits are processed for
properties in the WMU, existing driveways may be required to be relocated, reconfigured or
eliminated to achieve the City’s access management objectives.
Internal circulation within the four quadrants will also be controlled by the AMMP. Internal
circulation drives will be subject to the dimensions and features specified at 22.110.050, and
shall connect with the driveways as identified or modified in the AMMP. The specific
placement of the internal circulation drives will be evaluated and approved as part of the design
review process for permit applications within the WMU zone.
Fig. 18 Westgate Access Management Master Plan
6. What is the appropriate parking standard for commercial uses in the Westgate
district?
As previously noted, Westgate shares some attributes with Downtown Edmonds and the SR 99
corridor, such as access by a state highway, transit availability and a mix of commercial activities. It
is noteworthy that, compared to most other districts in Edmonds, Westgate is a very walkable district.
The national Walk Score methodology measures how many daily errands can be accomplished on
foot, based on the availability and proximity of typical destinations to residences. See Fig. 19.
10
0
th
%A
v
e
%
W
.
%
SR%104%
%Access%Management%Master%Plan%
Conceptual%internal%circula=on%drive%(approximate%loca=on)%%
Exis=ng%driveway%link%to%internal%circula=on%drive%%
Exis=ng%driveway%to%become%right%turns%only%%
Exis=ng%driveway%to%remove%
Exis=ng%driveway%to%remain%
Special%Note:%consolida=on%of%these%five%driveways%is%encouraged%%
14
A major premise of the proposed innovative approach to mixed-use zoning is to tailor regulations to
recognize a district’s unique circumstances, attributes and objectives. In recognition of Westgate’s
high walkability, access to transit, and potential for bicycle access, the Planning Board recommended
that the WMU zone have a blended parking ratio of 1 stall for each 500 sq. ft. of commercial floor
area. In view of Westgate’s existing and emerging multi-modal character, this appears to be a
reasonable parking standard.
It has been suggested that perhaps a ratio of 1 stall per 400 sq. ft. would be appropriate, since that
ratio was considered for Edmonds’ SR 99 corridor. However, as noted in Figure 18, the Westgate
District is a more walkable area than the SR 99 corridor. The land use pattern of the SR 99 corridor
includes very large parcels with great parcel depth back from the state highway. While the SR 99
corridor does have some uses that would be assets for a mixed-use neighborhood, such as grocery
stores and restaurants, they are interspersed with institutional and auto-oriented uses (health care
offices, auto sales and service). The overall large lot pattern means that walking distances are
greater. In contrast, the parcels at Westgate are much smaller and most of the mix of uses (e.g.,
grocery stores, pharmacies, restaurants) are within a much more walkable distance.
Fig. 19 Walk Score Ranges in Edmonds
Walk Score
Edmonds Districts
90 to 100 Walker’s
Paradise
Daily errands do not require a car
70 to 89 Very Walkable
Most errands can be
accomplished on foot
Downtown Edmonds (81)
Westgate (70)
50 to 69 Somewhat
Walkable
Some errands can be
accomplished on foot
SR 99 – Starbucks (64)
SR 99 - Ranch Market (59)
Firdale (56)
25 to 49 Car dependent
Most errands require a car SR 99 – Whirlyball site (49)
Five Corners – (42)
0 to 24 Car dependent
Almost all errands require a car
Given that development and redevelopment at Westgate will occur over a number of years, there is
little risk in adopting the 1 stall per 500 square feet of commercial floor area. If experience
warrants, it would be a relatively simple matter for the City to amend the WMU parking ratio.
15
Attachment A Intersection improvements at NE 8th Street and 156th Ave NE in Bellevue
Fig. 20 Intersection detail
Fig. 21 Crosswalks include patterned pavement
NORTH
This
intersection
carries
comparable
traffic
volumes
but
has
been
improved
with
patterned
pavement
crosswalks
to
enhance
pedestrian
visibility
and
safety.
At
each
of
the
four
corners,
the
developers
were
required
to
incorporate
into
their
site
plans
landscape
construction
improvements
including
an
arbor
and
benches
on
the
NE
corner,
and
vegetation
and
low
masonry
walls
with
inset
tile
work
on
all
four
corners.
16
Fig. 22 NW corner – Crossroads in Bellevue
Fig.
23
NE
corner
–
Crossroads
in
Bellevue
Fig
24
SW
corner
-‐
Crossroads
in
Bellevue
1001 4th Avenue | Suite 4120 | Seattle, WA 98154 | (206) 576-4220 | Fax (206) 576-4225
www.fehrandpeers.com
MEMORANDUM
Date: January 26, 2015
To: Bertrand Hauss, City of Edmonds
From: Donald Samdahl, Fehr & Peers
Subject: Westgate Area Transportation Analysis
SE14-0360
As part of the SR 104 Complete Streets Corridor Analysis, the consulting team was asked to
focus initial analysis on the Westgate area. A memorandum by Joseph Tovar (1/28/15)
summarizes the team’s review of a variety of transportation, land use and urban design issues.
This memorandum provides additional transportation perspectives on the following questions:
1. What are the long‐term street lane and width requirements on SR 104 and
100th Avenue W through Westgate?
2. How should bicycles and pedestrians be accommodated?
3. How should property access and internal circulation be considered?
This memorandum provides insights into each of these issues to help the city in finalizing its
form‐based code requirements.
What are the long-term street lane and width requirements on SR 104 and 100th Avenue W
through Westgate?
The team evaluated the current and forecasted traffic volumes, speeds and movements on
SR 104 and 100th Avenue W. This analysis took into account traffic forecasts to 2035, including
the effects of WSDOT ferry traffic and the impacts from build‐out of the Point Wells
development.
Bertrand Hauss
1/26/2015
Page 2 of 7
SR 104
WSDOT considers SR 104 as a ‘Main Street Roadway’ that has a multimodal focus and has no
plans to widen SR 104 through Edmonds. Our traffic forecasts and analysis confirm that no
additional widening/capacity is needed through Westgate.
100th Avenue W
Traffic volumes are anticipated to increase along 100th Avenue W; however, the projected traffic
increase could be accommodated with the existing lane configuration. No additional right‐of‐
way along 100th Avenue W is needed to provide for traffic flow and the wider sidewalk/planter
strip requirements.
Intersection Analysis
The team analyzed future (2035) traffic volumes and traffic operations at the SR 104/100th
Avenue W intersection. If no changes are made to the channelization, the intersection would
operate at Level of Service (LOS) D during the PM peak hour. The team also analyzed a road diet
on 100th Avenue W to allow for bicycle lanes and wider sidewalks through Westgate. The road
diet proposes a 3‐lane cross section plus bicycle lanes, planter strips and sidewalks (see
Figures 1 and 2). On the northbound 100th Avenue W approach to SR 104, the team
recommends the inclusion of a right turn lane to accommodate heavy right turning volumes (see
Figure 3). Adding a northbound right‐turn lane would eliminate the planter strip for the length
of the right turn lane. The resulting LOS would remain at D, although the overall intersection
delay would be slightly worse with the road diet compared to existing conditions. A LOS of D
meets the city’s performance threshold for acceptable intersection operations1. Under both
scenarios, delays could be reduced by allowing permissive + protected left turns on the
100th Avenue W approaches to the intersection.
In summary, both SR 104 and 100th Avenue W would have sufficient capacity to serve forecasted
increases in traffic volumes. The City may choose to re‐stripe either or both roads and re‐phase
the signal at the intersection to meet mobility and safety objectives; however, neither action
depends on the acquisition of additional right‐of‐way.
1 SR 104 is a Highway of Statewide Significance and has a LOS E standard per WSDOT guidelines.
Bertrand Hauss
1/26/2015
Page 3 of 7
Figure 1. Proposed SR 104/100th Avenue W Channelization
Bertrand Hauss
1/26/2015
Page 4 of 7
Figure 2. 100th Avenue W with 3-Lane Cross Section
Figure 3. 100th Avenue W with 3-Lane plus northbound Right-Turn Lane Cross Section
Bertrand Hauss
1/26/2015
Page 5 of 7
How should bicycles and pedestrians be accommodated?
Bicycles
Bicycle facilities are not envisioned along SR 104, but other parallel and connecting bike routes
are included within the comprehensive transportation plan.
Bicycle lanes on 100th Avenue W are likely to become part of the city’s long‐range plan.
100th Avenue W is an important non‐motorized north/south link between the cities of Shoreline
and Edmonds. As discussed above, the team examined a potential road diet on 100th Avenue W.
This would convert the existing 4‐lanes into a 3‐lane configuration plus bike lanes. This layout is
projected to function acceptably for traffic and provide for a continuous bicycle lane through
the Westgate area.
As indicated in the Tovar memorandum, bicycles could be accommodated on private property
pursuant to proposed amendments to the draft Westgate Mixed Use (WMU) zoning district.
These enhancements would tie in well with the bicycle treatments along 100th Avenue W.
Pedestrians
Pedestrians need to have a safe and pleasant environment along SR 104 and 100th Avenue W,
crossing those streets, and internally within private properties. As summarized by Tovar,
pedestrians would benefit by having wider sidewalks along SR 104 and 100th Avenue W along
with the installation of highly visible crosswalk panels and/or pavement at the intersection of
SR 104/100th Avenue W2. This intersection will provide the primary pedestrian connections
among the Westgate quadrants.
2 The Tovar memorandum provides details regarding the use of urban design treatments to improve the
pedestrian experience in Westgate.
Bertrand Hauss
1/26/2015
Page 6 of 7
A possible midblock pedestrian crossing of 100th Avenue W connecting the entrances of the QFC
and PCC was also considered. The midblock crossing appears to be physically and operationally
feasible, but requires additional analysis and coordination with property owners. This crossing
could also serve as a traffic calming and safety device along 100th Avenue W because the nearby
driveways could be reconfigured to provide right‐in/right‐out movements.
How should property access and internal circulation be considered?
The Westgate area is bisected into four quadrants by SR 104 and 100th Avenue W. Vehicular
access is provided at each quadrant by a variety of driveways, serving a mix of individual and
grouped properties. The northeast quadrant has been recently redeveloped, with upgraded
access points along SR 104 and 100th Avenue W. The other quadrants provide a mix of access
points, some of which pose safety and circulation problems.
Tovar’s memorandum encourages consolidation of driveways within each quadrant and provide
maximum internal circulation between properties. This will reduce in and out driving on the
arterials and encourage one‐stop parking. Tovar describes specific access treatments within
each quadrant3. One access treatment to improve safety is the designation of right‐in/right‐out
movements at selected driveways. Tovar’s memorandum identifies some specific locations
where these restrictions may be considered. To address staff and resident concerns about
vehicles ‘darting’ across SR 104 and 100th Avenue W at driveways, a detailed access
management plan for this area could be developed. This plan could serve to enhance aesthetics
through landscaped medians, safety through directing vehicles to turn at predictable and
controlled locations, and accessibility through new and enhanced pedestrian crossing. Vehicular
3 Tovar Memorandum: Property vehicular access within Westgate should be controlled with
additional WMU zoning district access management standards. These standards would essentially:
(a) “freeze” the driveway locations on SR 104 east of 100th Ave. W. ;(b) eliminate or consolidate the
existing driveways on 100th Ave W. (particularly the QFC and Bartell quadrants) and: (c) eliminate or
consolidated the driveways on SR 104 west of 100th Ave W. Flexibility in the specific location and
dimensions of driveways should be administered through the Code’s review process of future site
plan/building permit applications.
Bertrand Hauss
1/26/2015
Page 7 of 7
connections between quadrants take place through the SR 104/100th Avenue W intersection.
Some midblock vehicle crossings of 100th Avenue W take place, notably between PCC and QFC.
These movements are problematic, especially during peak periods. There are no reasonable
options to provide additional signalized vehicular crossings between quadrants, but there may
be opportunities for midblock pedestrian crossings. As described above, safe and efficient
pedestrian connections between QFC and PCC would reduce the need for people to drive
between the two sites.
The signal at the SR 104/100th Avenue W intersection provides full pedestrian crosswalks and
signalization, although crossing these roadways is not always a pleasant experience.
Implementing wider sidewalks and urban design features at this intersection will encourage
more pedestrian connections among the four Westgate quadrants.
SR
-
10
4
“C
o
m
p
l
e
t
e
S
t
r
e
e
t
s
An
a
l
y
s
i
s
”
,
i
n
c
l
u
d
i
n
g
We
s
t
g
a
t
e
A
r
e
a
March 10 th , 2015
Pr
o
j
e
c
t
D
e
s
c
r
i
p
t
i
o
n
•
5
-
m
i
l
e
s
o
f
p
r
i
n
c
i
p
a
l
a
r
t
e
r
i
a
l
f
r
o
m
7
6
th
Av
e
.
W
t
o
t
h
e
E
d
m
o
n
d
s
F
e
r
r
y
Te
r
m
i
n
a
l
•
v
a
r
i
o
u
s
m
o
d
e
s
o
f
t
r
a
n
s
p
o
r
t
a
t
i
o
n
i
n
t
e
r
f
a
c
i
n
g
a
l
o
n
g
r
e
g
i
o
nal corridor
•
h
i
g
h
v
e
h
i
c
l
e
A
D
T
•
m
u
l
t
i
p
l
e
b
u
s
s
t
o
p
s
•
h
i
g
h
p
e
d
e
s
t
r
i
a
n
a
c
t
i
v
i
t
y
a
l
o
n
g
c
e
r
t
a
i
n
s
e
c
t
i
o
n
s
•
b
i
c
y
c
l
e
c
o
n
n
e
c
t
i
o
n
s
Pu
r
p
o
s
e
o
f
t
h
e
a
n
a
l
y
s
i
s
•
d
e
v
e
l
o
p
a
c
o
r
r
i
d
o
r
m
a
s
t
e
r
p
l
a
n
,
i
d
e
n
t
i
f
y
i
n
g
s
a
f
e
t
y
,
a
c
c
e
ss
ma
n
a
g
e
m
e
n
t
a
n
d
s
t
r
e
e
t
s
c
a
p
e
i
m
p
r
o
v
e
m
e
n
t
s
c
o
o
r
d
i
n
a
t
e
d
w
i
t
h
Co
m
p
l
e
t
e
S
t
r
e
e
t
s
p
r
i
n
c
i
p
l
e
s
a
n
d
i
n
t
e
g
r
a
t
e
d
w
i
t
h
t
h
e
p
r
op
o
s
e
d
f
o
r
m
-
ba
s
e
d
c
o
d
e
f
o
r
W
e
s
t
g
a
t
e
V
i
l
l
a
g
e
(
S
R
-
1
0
4
&
1
0
0
th
Av
e
)
a
n
d
o
t
h
e
r
zo
n
i
n
g
o
n
S
R
1
0
4
.
St
a
t
u
s
o
f
t
h
e
S
t
u
d
y
•
G
u
i
d
i
n
g
P
r
i
n
c
i
p
l
e
s
•
M
e
t
h
o
d
o
l
o
g
y
•
I
n
p
u
t
R
e
c
e
i
v
e
d
•
W
e
s
t
g
a
t
e
Tr
a
n
s
p
o
r
t
a
t
i
o
n
We
s
t
g
a
t
e
P
l
a
n
n
i
n
g
&
D
e
s
i
g
n
Gu
i
d
i
n
g
P
r
i
n
c
i
p
l
e
s
1.
S
u
p
p
o
r
t
b
o
t
h
l
o
c
a
l
a
n
d
r
e
g
i
o
n
a
l
m
o
b
i
l
i
t
y
2.
I
m
p
r
o
v
e
c
i
r
c
u
l
a
t
i
o
n
a
n
d
s
a
f
e
t
y
f
o
r
b
i
k
i
n
g
,
w
a
l
k
i
n
g
,
a
n
d
t
r
a
n
s
i
t
a
c
c
e
s
s
3.
R
e
i
n
f
o
r
c
e
l
a
n
d
u
s
e
v
i
s
i
o
n
,
i
n
c
l
u
d
i
n
g
a
t
W
e
s
t
g
a
t
e
4.
C
r
e
a
t
e
a
s
e
n
s
e
o
f
a
r
r
i
v
a
l
i
n
E
d
m
o
n
d
s
a
n
d
t
i
e
t
o
t
h
e
w
at
e
r
f
r
o
n
t
5.
C
o
o
r
d
i
n
a
t
e
w
i
t
h
t
h
e
s
t
a
t
e
a
n
d
o
t
h
e
r
e
n
t
i
t
i
e
s
6.
T
a
k
e
a
p
h
a
s
e
d
a
p
p
r
o
a
c
h
t
h
a
t
p
r
o
v
i
d
e
s
b
e
n
e
f
i
t
s
o
v
e
r
t
i
m
e
7.
P
r
o
m
o
t
e
e
n
v
i
r
o
n
m
e
n
t
a
l
s
u
s
t
a
i
n
a
b
i
l
i
t
y
a
n
d
e
c
o
n
o
m
i
c
v
i
t
a
l
ity
Co
r
r
i
d
o
r
S
e
c
t
i
o
n
•
D
e
l
i
n
e
a
t
e
d
a
r
e
a
s
to
f
o
c
u
s
d
e
s
i
g
n
el
e
m
e
n
t
co
n
s
i
d
e
r
a
t
i
o
n
s
Si
g
h
t
L
i
n
e
s
•
C
a
n
e
v
e
r
y
o
n
e
se
e
e
a
c
h
o
t
h
e
r
,
ve
h
i
c
l
e
s
,
pe
d
e
s
t
r
i
a
n
s
,
an
d
b
i
c
y
c
l
i
s
t
s
?
Co
l
l
i
s
i
o
n
s
•
L
o
o
k
i
n
g
f
o
r
p
a
t
t
e
r
n
s
an
d
a
r
e
a
s
w
i
t
h
h
i
g
h
e
r
ra
t
e
s
Ac
c
e
s
s
i
b
i
l
i
t
y
•
A
r
e
t
h
e
p
e
d
e
s
t
r
i
a
n
f
a
c
i
l
i
t
i
e
s
a
d
e
q
u
a
t
e
p
e
r
A
D
A
?
Wa
l
k
i
n
g
,
B
i
c
y
c
l
i
n
g
,
a
n
d
T
r
a
n
s
i
t
Tr
a
f
f
i
c
&
O
p
e
r
a
t
i
o
n
s
•
E
x
i
s
t
i
n
g
a
n
d
pr
o
j
e
c
t
f
u
t
u
r
e
ve
h
i
c
l
e
v
o
l
u
m
e
s
•
E
x
i
s
t
i
n
g
(
2
0
1
5
)
ap
p
r
o
x
.
2
1
,
0
0
0
ve
h
i
c
l
e
s
p
e
r
d
a
y
•
F
u
t
u
r
e
(
2
0
3
5
)
ap
p
r
o
x
.
2
5
,
0
0
0
ve
h
i
c
l
e
s
p
e
r
d
a
y
•
N
o
w
i
d
e
n
i
n
g
o
f
SR
-
1
0
4
n
e
e
d
e
d
In
p
u
t
•
S
R
-
1
0
4
Co
m
m
i
t
t
e
e
Co
u
n
c
i
l
me
m
b
e
r
Pl
a
n
n
i
n
g
Bo
a
r
d
me
m
b
e
r
Ci
t
y
S
t
a
f
f
WS
D
O
T
Co
m
m
u
n
i
t
y
Tr
a
n
s
i
t
•
B
i
c
y
c
l
e
Co
m
m
i
t
t
e
e
•
P
u
b
l
i
c
Wo
r
k
s
h
o
p
We
s
t
g
a
t
e
We
s
t
g
a
t
e
W
a
l
k
a
b
i
l
i
t
y
We
s
t
g
a
t
e
T
r
a
f
f
i
c
V
o
l
u
m
e
s
•
C
o
n
f
i
r
m
e
d
lo
n
g
-
t
e
r
m
st
r
e
e
t
l
a
n
e
&
wi
d
t
h
re
q
u
i
r
e
m
e
n
t
s
•
I
n
t
e
r
s
e
c
t
i
o
n
op
e
r
a
t
e
s
ac
c
e
p
t
a
b
l
y
to
d
a
y
a
n
d
i
n
th
e
f
u
t
u
r
e
We
s
t
g
a
t
e
A
c
c
e
s
s
&
I
n
t
e
r
n
a
l
C
i
r
c
u
l
a
t
i
o
n
•
P
r
o
p
o
s
e
d
mo
d
i
f
y
i
n
g
ac
c
e
s
s
t
o
im
p
r
o
v
e
op
e
r
a
t
i
o
n
s
a
n
d
pe
d
e
s
t
r
i
a
n
ex
p
e
r
i
e
n
c
e
We
s
t
g
a
t
e
S
R
1
0
4
C
r
o
s
s
-
S
e
c
t
i
o
n
s
We
s
t
g
a
t
e
S
R
1
0
4
C
r
o
s
s
-
S
e
c
t
i
o
n
s
We
s
t
g
a
t
e
P
a
r
k
i
n
g
S
t
a
n
d
a
r
d
•
C
o
n
f
i
r
m
e
d
w
i
t
h
o
t
h
e
r
a
r
e
a
s
i
n
t
h
e
r
e
g
i
o
n
•
1
s
p
a
c
e
p
e
r
5
0
0
s
q
u
a
r
e
f
e
e
t
We
s
t
g
a
t
e
:
W
h
a
t
i
t
c
o
u
l
d
l
o
o
k
l
i
k
e
…
Sa
m
p
l
e
d
e
s
i
g
n
E
l
e
m
e
n
t
s
We
s
t
g
a
t
e
c
o
n
c
l
u
s
i
o
n
•
T
r
a
f
f
i
c
f
o
r
e
c
a
s
t
s
a
n
d
a
n
a
l
y
s
i
s
c
o
n
f
i
r
m
t
h
a
t
n
o
a
d
d
it
i
o
n
a
l
wi
d
e
n
i
n
g
/
c
a
p
a
c
i
t
y
i
s
n
e
e
d
e
d
o
n
S
R
-
1
0
4
t
h
r
o
u
g
h
W
e
s
t
g
ate
•
W
S
D
O
T
h
a
s
n
o
p
l
a
n
s
t
o
w
i
d
e
n
S
R
-
1
0
4
•
R
e
c
o
m
m
e
n
d
e
d
s
i
d
e
w
a
l
k
w
i
d
t
h
/
a
m
e
n
i
t
y
z
o
n
e
o
n
S
R
-
1
0
4
13
f
t
.
s
i
d
e
w
a
l
k
s
(
i
n
t
e
r
s
e
c
t
i
o
n
)
8
f
t
.
s
i
d
e
w
a
l
k
s
&
5
f
t
.
a
m
e
n
i
t
y
z
o
n
e
(
a
w
a
y
f
r
o
m
i
n
t
ersection)
•
R
e
c
o
m
m
e
n
d
e
d
s
e
t
b
a
c
k
s
15
f
t
.
a
t
t
h
e
i
n
t
e
r
s
e
c
t
i
o
n
12
f
t
.
a
w
a
y
f
r
o
m
t
h
e
i
n
t
e
r
s
e
c
t
i
o
n
•
B
i
c
y
c
l
e
l
a
n
e
s
/
f
a
c
i
l
i
t
i
e
s
a
r
e
n
o
t
p
l
a
n
n
e
d
o
n
S
R
-
1
0
4
•
P
a
r
k
i
n
g
S
t
a
n
d
a
r
d
s
:
1
s
t
a
l
l
p
e
r
5
0
0
s
q
u
a
r
e
f
e
e
t
Qu
e
s
t
i
o
n
s
?