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2024-10-09 Planning Board Packet41 OE LUMG do Agenda Edmonds Planning Board REGULAR MEETING BRACKETT ROOM 121 5TH AVE N, CITY HALL - 3RD FLOOR, EDMONDS, WA 98020 OCTOBER 9, 2024, 7:00 PM REMOTE MEETING INFORMATION: Meeting Link:https://edmondswa- gov.zoom.us/s/87322872194?pwd=WFdxTWJIQmxlTG9LZkc3KOhuS014QT09 Meeting ID: 873 2287 2194 Passcode:007978 This is a Hybrid meeting: The meeting can be attended in -person or on-line. The physcial meeting location is at Edmonds City Hall 121 5th Avenue N., 3rd floor Brackett R000m Or Telephone :US: +1 253 215 8782 LAND ACKNOWLEDGEMENT FOR INDIGENOUS PEOPLES We acknowledge the original inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes, who since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their sovereignty, their right to self-determination, and we honor their sacred spiritual connection with the land and water. 1. CALL TO ORDER 2. APPROVAL OF MINUTES A. Previous Meeting Minutes 3. ANNOUNCEMENT OF AGENDA 4. AUDIENCE COMMENTS For topics not scheduled for a public hearing. Please limit your comments to 3 minutes. 5. ADMINISTRATIVE REPORTS 6. PUBLIC HEARINGS 7. UNFINISHED BUSINESS A. Draft Comprehensive Plan Element Review 8. NEW BUSINESS 9. SUBCOMMITTEE REPORT 10. PLANNING BOARD EXTENDED AGENDA A. Extended Agenda Edmonds Planning Board Agenda October 9, 2024 Page 1 11. PLANNING BOARD MEMBER COMMENTS 12. PLANNING BOARD CHAIR COMMENTS 13. ADJOURNMENT Edmonds Planning Board Agenda October 9, 2024 Page 2 Planning Board Agenda Item Meeting Date: 10/9/2024 Previous Minutes Approval Staff Lead: Mike Clugston Department: Planning & Development Prepared By: Michelle Martin Background/History N/A Staff Recommendation Review and approve meeting minutes from September 25th. Narrative Draft minutes for September 25th attached. Attachments: PB 09252024 Regular mtg draft Packet Pg. 3 2.a CITY OF EDMONDS PLANNING BOARD Minutes of Hybrid Meeting September 25, 2024 Chair Mitchell called the hybrid meeting of the Edmonds Planning Board to order at 7:00 p.m. at Edmonds City Hall and on Zoom. LAND ACKNOWLEDGEMENT FOR INDIGENOUS PEOPLES The Land Acknowledgement was read by Board Member Hankins. Board Members Present Staff Present Jeremy Mitchell, Chair Lauren Golembiewski, Vice Chair George Bennett (alternate) Judi Gladstone (online) Lee Hankins Nick Maxwell Steven Li Jon Milkey Isaac Fortin, Student Rep. Board Members Absent None Angie Feser, Parks, Recreation, & Human Services Director Shannon Burley, Parks, Recreation, & Human Services Deputy Director Mike Clugston, Acting Planning Manager Rob English, City Engineer Mike De Lilla, Senior Utilities Engineer Interim Planning & Devt. Director Shane Hope New member George Bennett was welcomed and introduced himself. READING/APPROVAL OF MINUTES MOTION MADE BY BOARD MEMBER CLOUTIER, SECONDED BY BOARD MEMBER PENCE, TO APPROVE THE MINUTES OF THE SEPTEMBER 11, 2024 SPECIAL MEETING AS PRESENTED. MOTION PASSED UNANIMOUSLY. MOTION MADE BY BOARD MEMBER CLOUTIER, SECONDED BY BOARD MEMBER PENCE, TO APPROVE THE MINUTES OF THE SEPTEMBER 11, 2024 REGULAR MEETING AS PRESENTED. MOTION PASSED UNANIMOUSLY. ANNOUNCEMENT OF AGENDA THERE WAS UNANIMOUS CONSENT TO APPROVE THE AGENDA AS PRESENTED. AUDIENCE COMMENTS Planning Board Meeting Minutes September 25, 2024 Page 1 of 4 Packet Pg. 4 2.a None ADMINISTRATIVE REPORTS None PUBLIC HEARINGS A. 2025-2030 Capital Facilities Plan (CFP) and Capital Improvement Program (CIP) Director Feser introduced staff. Shannon Burley, Parks, Recreation, & Human Services Deputy Director; Rob y English, City Engineer; Mike De Lilla, Senior Utilities Engineer. City Engineer English presented highlights of the Public Works & Utilities 2025-2030 CFP & CIP related to Transportation, Utilities, Facilities, and Wastewater Treatment Plan. He reviewed projects currently proposed for each category in the 2025 and 2026 a, Budgets. Director Feser gave a summary of the Parks projects, programs, and parkland acquisition planned for the 2025-2026 Budget included in the Parks 2025-2030 CIP/CFP. She also presented changes to the CIP/CFP. Public Testimony: y o a� L Laura Petso, President, Olympic View Board of Commissioners, expressed concern that both the CFP and CIP a do not prioritize the protection of the critical aquifer recharge areas (CARAs) which are essential for maintaining the quality of drinking water. As development increases, the risk to aquifers increases. Stormwater infiltration, 'a especially in high density areas, poses significant risks to the aquifers which are irreplaceable. Contamination to these aquifers could result in long-term harm to public health and the environment. It is vital that the Stormwater Comprehensive Plan emphasize aquifer protection and that this issue be fully addressed in the CIP and CFP. She noted that General Manager Bob Danson sent an email outlining these concerns in detail earlier today. She asked that the email, along with her comments be included in the public record. She urged the Board N to ensure that CARA protection becomes a key focus of the CIP and CFP and that all future planning efforts N LO should safeguard this vital drinking water source. N Laura Petso, speaking as a private citizen, urged the Board not to make a decision on this tonight. She stated that they do not have enough information and neither does the public. The draft Comprehensive Plan, DEIS, and proposed budget will all be available soon. At that point she believes they will be in a much better position to make a decision and the public will be in a better position to comment. She encouraged the Board to request that the plans include the required elements such as existing capacity and future required capacity of all capital facilities. Those numbers will be particularly interesting for the wastewater treatment plant and for the stormwater system; they are also required under the GMA. She asked that the funding piece be added for all areas. It has been provided for Parks, but not the others. It is also required and expected to be within the projected revenue range. She suggested that the Land Use element must be reassessed if probable funding falls short of meeting even existing needs. She requested that the public hearing be kept open and reiterated her request for capacity and fund balance information. She stressed that these comments are her own and not as a representative of any government. Chair Mitchell stated that the Board had received written comments from Marjorie Fields, Tom Sautell (sp?), Bob Danson, and Jon Milkey. Planning Board Meeting Minutes September 25, 2024 Page 2 of 4 Packet Pg. 5 2.a The public hearing was closed. Board members asked clarification questions about the Capital Facilities CFP/CIP presentation, how the CFP/CIP works with the General Budget, deferred maintenance ramifications, and the lifecycles of facilities/asset management. Director Feser explained how Parks is trying to shift to proactively manage assets. There was some discussion about how Parks, Utilities, and Transportation are able to respond to new needs associated with new development. There was a question about prioritization of items on the CIP/CFP lists. Staff explained how projects are prioritized but explained that available funding such as grants, coordination with other projects, or safety factors can also play a role in when projects actually get done. Staff also responded to a question about coordination with the county on projects going through Esperance noting that Edmonds is typically the lead agency on these projects. Other topics staff responded to related to planning for capacity in future hubs and centers and the adequacy of utilities and transportation to serve all areas in Edmonds. Staff explained how they monitor and respond to conditions as development occurs and needs change. Impact fees and grants are important for funding development -related projects. a, Staff responded to a question related to the timing of doing the sidewalk on 84' in the context of later doing the overall widening of 84tb. A concern was raised about doing something now that would be torn out in ten years. ,n Staff was encouraged to do consider providing an interim economical pedestrian pathway to bridge the gap to 0 the bigger project. There was discussion about the type of catch basins with treatment that exist in the city and L how those are maintained. a Board members asked about prioritizing funding for salmon restoration areas and where the authority for the marsh falls. Director Feser explained that it is a cross -departmental project, the City doesn't own all the property, and it is still being cleaned up . There has been prioritization of Perrinville because they are able to do that. It was noted that the last culvert belongs to BNSF so unless they address that, they can't really do much. The City has teamed with the Tulalip Tribes, BNSF, and other jurisdictions for a regional Brown's Bay project to look for federal funding. There was discussion about how the projects shown for the next two years for the most part have funding to move forward and won't need to be reprioritized. The group debated aspects of concern in the CIP/CFP including the need to address Perrinville Creek, to protect the CARA, to study how to improve the stormwater infrastructure in south Edmonds, and how to address stormwater in general. There was a recommendation to have a review of this by staff before it goes to Council to make sure they are looking for places to save money, considering the financial situation the City is in right now. The group discussed funding that is certain for Parks and Public Works and funding that is more flexible and less certain. Director Feser explained the dollars allocated in the Parks capital program are solely restricted funds and have nothing to do with operating funds. The Mayor's Budget which is still to be released will have no impact on that, but the real estate impact fees or park impact fees may fluctuate. Public Works is in a similar situation, except for Facilities which relies somewhat on General Fund dollars to do their work and maintenance. Utilities is an enterprise fund so rates are set based on needs of the capital program and operation of the program. Transportation works with Parks on the real estate excise tax (BEET) and also utilizes impact fees and grants. In summary, the General Fund doesn't impact the capital programs at all, except for Facilities. There was some discussion about contingency or reserves that are built into projects. Planning Board Meeting Minutes September 25, 2024 Page 3 of 4 Packet Pg. 6 2.a MOTION MADE BY BOARD MEMBER HANKINS, SECONDED BY VICE CHAIR GOLEMBIEWSKI, TO RECOMMEND ADOPTION OF THE CFP/CIP BY THE CITY COUNCIL. MOTION PASSED 6-0 WITH BOARD MEMBER GLADSTONE ABSTAINING. PLANNING BOARD EXTENDED AGENDA Mr. Clugston referred to the revised extended agenda that he had sent out earlier today. Interim Planning & Development Manager Shane Hope was introduced and gave an update on the revised Comprehensive Plan process which will require a tight schedule. There will be a number of Planning Board meetings focusing on the Draft Comprehensive Plan which is expected to be published next week. The Draft Environmental Impact Statement (EIS) will also be going out next week and will look at three alternatives with two variations on action that would be taken to accommodate the additional housing and businesses that would be needed. Mr. Clugston pointed out several extra Planning Board meetings that have been added to the extended agenda in order to make the tight schedule happen. There was discussion about the content to be covered at the next few meetings, what the Planning Board's role in the process will look like, and what the overall timeline is likely to be. The a, group discussed time constraints and how to most efficiently handle the information. ADJOURNMENT: 0 0 The meeting was adjourned at 9:14 p.m. L a Planning Board Meeting Minutes September 25, 2024 Page 4 of 4 Packet Pg. 7 7.A Planning Board Agenda Item Meeting Date: 10/9/2024 Draft Comprehensive Plan Element Review Staff Lead: Navyusha Pentakota Department: Planning Division Prepared By: Michael Clugston Background/History Under the Growth Management Act (GMA) in Washington State, cities are required to update their Comprehensive Plans. These plans serve as the foundation of local planning efforts, outlining a community's vision over a 20-year period through goals, policies, and actions that guide the decisions of elected officials and local government staff. The GMA mandates that Comprehensive Plans include certain essential elements, while also allowing cities and counties to incorporate additional optional elements. Among these, housing and land use are critical mandatory elements as they direct future community growth. These two elements outlines the general location and intensity of land uses, plans for housing that is affordable to all economic segments, promotes a variety of residential densities and types, and encourages the preservation of existing housing stock and includes a future land use map for making key decisions related to zoning and regulatory changes. In addition to land use and housing, the current Comprehensive Plan includes several other important elements: Community Sustainability, Economic Development, Community Culture and Urban Design, Utilities, Capital Facilities, and Transportation. The City released the draft Comprehensive Plan on October 3rd. So far, discussions with the City Council and Planning Board have primarily focused on the land use and housing elements, as these are pivotal for shaping future growth strategies. The Transportation element has also been addressed, highlighting proposed pedestrian and bike networks, a multimodal approach, and a draft project list. Economic goals and policies have been discussed collaboratively with the Planning Board and the Economic Development Commission. However, several elements still require further discussion: Capital Facilities, Climate, Utilities, and Community Culture and Design. These topics will be the focus of the upcoming meeting, where we will evaluate whether the goals and policies for these elements effectively enhance the city's quality of life and address current issues in a relevant context as we refine the draft documents. Staff Recommendation No recommendation needed. Staff will provide an overview of the City's approach to each of the remaining elements and engage in a discussion with the Planning Board to gather their input. Public comments on the draft plan will be Packet Pg. 8 7.A accepted until November 4th. Following this period, staff will revise the draft elements based on the feedback received. Narrative Edmonds stands out for its historic character and natural beauty, which distinguishes it from its neighboring cities. As we consider new developments, it is crucial to maintain the city's unique identity while addressing the specific challenges and priorities raised by residents. A significant concern among the community involves climate change, sea level rise, and the urban heat effect. Edmonds adopted a Climate Action Plan in 2023, outlining a path to achieve climate neutrality for community greenhouse gas emissions by 2050. Additionally, the Growth Management Act (GMA) was amended in 2023 (see HB 1181) to include a climate change and resiliency goal, making the climate element a mandatory part of the Comprehensive Plan. While this doesn't require immediate incorporation into the ongoing update, staff has integrated strategies from the Climate Action Plan into the Comprehensive plan climate element to support sustainable growth as the city prepares for increased population and housing. The Utilities and Capital Facilities elements are also mandatory under the Comprehensive Plan. The GMA requires the utilities element to outline the location, proposed capacity, and needs for essential services such as water, sewer, and energy. The utilities element of the Comprehensive Plan must also identify all public entities that manage utility systems within and near the city and establish overarching goals and policies. Edmonds has existing comprehensive plans for water, sewer, and stormwater management that address these aspects, which will further be updated based on what's said in the Comprehensive Plan utilities element. Identifying current and future capital facility needs and funding strategies is essential under the GMA. The Capital Facilities Plan (CFP) includes a six -year Capital Improvement Plan (CIP) aligned with the city's budget, along with a 20-year CFP for anticipated projects. The CFP plays a crucial role in implementing the land use element by ensuring that public facilities can accommodate planned growth while meeting adopted service levels. It also requires coordination with the land use and financing plans, including parks and recreation facilities. An optional but significant element already in the Comprehensive Plan is the Community Culture and Urban Design. Edmonds has a vibrant arts community supported by various local organizations. The community values its cultural heritage, environmental beauty, and recreational opportunities. As such, this element has been renamed to Culture, History, and Urban Design, emphasizing the integration of these aspects to create vibrant public spaces that resonate with residents and attract visitors. This section encourages the use of public spaces for cultural activities, includes a historic preservation focus, and promotes urban design that enhances both aesthetics and functionality. For the upcoming meeting, staff recommends discussing the elements in the following order: Culture, History, and Urban Design; Climate; and then Capital Facilities and Utilities. As these are still working drafts, staff aims to identify areas needing further specification and will seek input from the Planning Board to guide future efforts. Attached are the drafts of the four elements that have not yet been reviewed by the Planning Board: 1. Climate 2. Culture, History, Urban Design 3. Capital Facilities 4. Utilities Attachments: Climate Culture History Urban Design Capital Facilities Packet Pg. 9 7.A Utilities Packet Pg. 10 1 Guiding Princinle: "Edmonds is committed to strengthen our resilience to climate change while balancing growth and protecting and expanding our environmental assets. It will prioritiz, creating sustainable, and low -carbon Edmonds that can enhance quality of life for residents" 7.A.a 3 96 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 12 7.A.a Introduction The Climate element provides a vision, goals, and policies that respond to new legislation that 3 requires a climate change element (HB 1181) as part of a comprehensive plan. Climate elements must maximize economic, environmental, and social co -benefits and prioritize environmental justice to avoid W worsening environmental health disparities. The element must include: • Resilience Sub -element that addresses adaptation to hazards exacerbated by climate change. a� E • Mitigation Sub -element that identifies goals and policies addressing greenhouse gas emissions reductions U ca a The Climate Element addresses strategies to mitigate and adapt to climate change. It includes reducing greenhouse gas emissions through sustainable practices, enhancing energy efficiency, and promoting renewable energy sources. The element emphasizes climate adaptation measures, such as protecting against sea level rise, mitigating the urban heat island effect, and improving stormwater a management. It also focuses on preserving natural resources and critical areas, expanding green E infrastructure, and increasing urban tree canopy. Public education and community engagement are key components, aiming to foster a resilient and sustainable city capable of withstanding climate impacts. o The City of Edmonds is currently developing this element and requires more detailed analysis to M ensure complete compliance. E U w c a> E s t� ca r El EVERYONE'S EDM Packet Pg. 13 7.A.a City of Edmonds- Regional leader in environmental stewardship The City of Edmonds recognizes that global climate change brings significant risks to our community as a shoreline city. At the same time, the City understands that we have a responsibility to play a leadership role both within our own community as well as the larger Puget Sound region. Recognizing the importance of addressing the issues surrounding the environment and climate change, in September 2006, the City of Edmonds formally expressed support for the Kyoto Protocol and adopted the U.S. Mayors Climate Protection Agreement by Resolution No. 1129, and joined the International Council for Local Environmental Initiatives (ICLEI) by Resolution No. 1130. Scientific evidence and consensus continue to strengthen the idea that climate change is an urgent threat to the environmental and economic health of our communities. Many cities, in this country and abroad, already have strong local policies and programs in place to reduce global warming pollution, but more action is needed at the local, state, and federal levels to meet the challenge. On February 16, 2005 the Kyoto Protocol, the international agreement to address climate change, became law for the 141 countries that have ratified it to date. On that day, Seattle Mayor Greg Nickels launched an initiative to advance the goals of the Kyoto Protocol through leadership and action by at least 141 American cities. The City of Edmonds has formally approved the U.S. Mayors Climate Protection Agreement which was endorsed by the 73rd Annual U.S. Conference of Mayors meeting, Chicago, 2005. Under the Agreement, participating cities committed to take three sets of actions: Urge the federal government and state governments to enact policies and programs to meet or beat the target of reducing global warming pollution levels to 7 percent below 1990 levels by 2012. • Urge the U.S. Congress to pass bipartisan greenhouse gas reduction legislation that 1) includes clear timetables and emissions limits and 2) a flexible, market -based system of tradable allowances among emitting industries • Strive to meet or exceed Kyoto Protocol targets for reducing global warming pollution by taking actions in our own operations and community. average annual temperatures increase by j 4.2°F to 5.5°F by 2100 38%-46% less snowoac in the Cascades by 2050 �'likelihoodofa 2_5 foot rise in sea level in Edmonds by 2100 Figure 5.2 Regional and local climate change projections. (Source: Edmonds Climate Action Plan) i 98 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 14 7.A.a Edmonds Climate Action Plan (CAP) The Climate Action Plan (CAP) was first published in 2010 to set goals to reduce greenhouse gas emissions (GHG). In 2023 the CAP was updated to redefine climate action goals to meet targets that had not been met by the Edmonds community. The CPA provides steps for the City, individuals and businesses to work towards being carbon neutral by 2050 and identifies actions through 2035. The interconnection of equity and climate action is integrated throughout the plan, with Frontline communities identified as leaders for reducing consumption, and as those facing the biggest threats related to climate change. The CAP discusses the inevitability of impacts from climate change and identifies steps to prepare and respond to those impacts. The Comprehensive Plan has integrated the Strategies and Actions provided in the plan, along with the overall approach to Climate Equity. CAP sets goals to reduce greenhouse gas emissions (GHG). In 2023 the CAP was updated to provide steps for the City, individuals and businesses to work towards carbon neutrality by 2050. It identifies actions through 2035. The CAP discusses impacts from climate change and identifies steps to prepare and respond to those impacts. The history of inequity in climate action provides context for CAP recommendations, as environmental crises disproportionately impact vulnerable populations. Climate Resilience: The ongoing process of anticipating, preparing for, and adapting to changes in climate; minimizing negative impacts to our natural systems, infrastructure, and communities Mitigation: Actions taken to reduce or eliminate the emissions of greenhouse gases (present and future) to reduce the rate and extent of climate change damage It may also be referred to as greenhouse gas emissions GHG reduction. Climate Equity. Recognition that the impacts a of climate change are felt by the most a vulnerable populations. A climate equity .N approach not only enhances ecosystem services but also contributes to building L resilience in these vulnerable communities, E prioritizing those areas that already lack infrastructure to mitigate surface runoff, lack tree canopy or shade or cooling, or other o impacts. a; E A El EVERYONE'S EDM Packet Pg. 15 7.A.a Climate Equity The City of Edmonds is committed to embedding climate equity at the forefront of development projects and city -funded capital projects. This means proactively addressing the disproportionate impacts of climate change on vulnerable populations, including low-income communities, communities of color, and other marginalized groups. The CAP discusses the interconnection between equity and climate action and the benefits of integrating the two in strategic planning. The history of inequity in climate action provides context for key recommendations, highlighting Frontline communities as key demographics to consider. Environmental justice, climate change, and equity are deeply interconnected, with geographic and socioeconomic factors creating distinct exposures and outcomes. For instance, the Bowl area benefits from cooler temperatures during heatwaves due to its proximity to Puget Sound, while communities along the Highway 99 Corridor face higher environmental health risks. The unique contexts and frontline communities that exist within Edmonds need to be considered in the assessment and prioritization of climate change resources. Elderly Non -English Speakers 65 yours rind older Health k Population Renters Experiencing ' Homelessness0 Poverty I ��► • Median Age :WJ nal • toi ,r­data AC W195my Dal Go+lmnilul S«.+i indlblMh S..YkK ?070 Cm:v1 Pwkfin narylPl 941711 Figure 5.1 Frontline Communities in Edmonds (Source: CAP Document) The City of Edmonds is home to frontline communities including the elderly, BIPOC, non-English speakers, those with no health care coverage, renters, persons below the poverty line, those experiencing homelessness, and those without a bachelor's degree or higher, among others. Goal CCA Provide information and opportunities for Edmonds residents to learn more about the climate crisis and take action. Policy CC-1.1 Partner with environmental organizations to leverage their expertise. Policy CC-1.2 Encourage access to healthcare services in underserved areas, particularly those disproportionately affected by climate change, to address both immediate and long-term health risks. Goal CC-2.Seek to alleviate environmental and health disparities on vulnerable populations resulting from climate change Policy CC-2.1 Encourage public health systems to anticipate and respond to emerging climate -related health threats, including the integration of climate considerations into disease surveillance, emergency response, and health education programs. Policy CC-2.2 Support programs to ensure that all residents, regardless of race, social, or economic status, have clean air, clean water, and other elements of a healthy environment. 3 a 100 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 16 7.A.a Climate Resilience Sub Element Develop, implement and monitor climate resilience strategies responsive to the impacts of climate change and support public health and safety, the economy, public and private infrastructure, water resources, and habitat. Snohomish County 2020 Hazard Mitigation Plan (HMP) The City of Edmonds adopted the HMP which was developed in cooperation with other jurisdictions in Snohomish County. HMP identifies resources, information, and strategies for reducing risk from natura hazards. The plan guides and coordinates mitigation activities throughout Snohomish County. Integration of Climate Adaptation and Hazard Mitigation: This approach recognizes the 3 interconnectedness between climate change impacts, such as extreme weather events, sea -level rise, 21 and heatwaves, and existing vulnerabilities to natural hazards, such as floods, hurricanes, earthquakes, and wildfires. They both require deliberative long-term actions in the built and natural environments to reduce harm resulting from hazards. Both frameworks center around vulnerability and risk assessment E as the fundamental analyses, making them highly comparable in structure and approach. By integrating w climate adaptation and hazard mitigation efforts, communities can: • Recognize and address the compounding risks posed by climate change and natural hazard a • Identify opportunities to implement measures that provide multiple benefits • Build resilience by incorporating adaptive strategies into hazard mitigation plans, m L • Integrate climate projections and future risk assessments into hazard mitigation planning processes to ensure E that mitigation measures are robust and effective in the face of changing climate conditions. U • Identify opportunities to leverage funding and resources from multiple sources L 0 Goal CC-3. Fulfill requirements of HB 1181 for addressing climate change. E Policy CC-3.1 Conduct a climate change risk assessment and impact analysis, consistent with state FJ guidance. Policy CC-3.2 Broadly engage the public, including through equitable public outreach processes and a� E best practices for addressing climate issues. Policy CC-3.3 Consider strategies that coordinate with with the Snohomish County Hazard Mitigation r Q Plan (HMP) and Shoreline Master Program. The strategies may include: "Extreme Heat Response Plan", such ascreating a network of emergency cooling centers to be available during extreme heat events. "Floodplain Management Plan", such as updating development regulations for high -risk zones and green storm infrastructure. "Wildfires Prevention Plan", such as for fuel management and fire-resistant landscaping. EVERYONE'S EDM Packet Pg. 17 7.A.a Goal CCASeek to reduce community exposure to extreme heat, precipitation, smoke, sea -level rise, and other climate -exacerbated events Policy CC-4.1 Address the impacts of sea level rise by developing and implementing a comprehensive adaptation plan that protects Edmonds' coastal areas, infrastructure, and communities. Policy CC-4.2 Seek funding sources, including grants, state and federal funding, and public -private partnerships for sea level rise adaptation projects such as the Edmonds Marsh Estuary restoration project, Willow Creek Daylighting project or others, as appropriate Policy CC-4.3 Enhance emergency preparedness, response, and recovery efforts to mitigate risks and impacts associated with extreme weather and other hazards worsened by climate change. Policy CC-4.4The City of Edmonds should communicate with, and support climate resilience planning efforts of, other districts and county programs, such as the Snohomish County Hazard Mitigation Plan process, the Snohomish Health District, the Port District, the Alderwood Water Wastewater District, the Snohomish County Public Utility District, and others. GHG Emissions Reduction Sub -element c E 4) W Edmonds Climate Action Plan's GHG inventory and analysis aligns with Pathway 3 of the GHG Emissions Reduction Sub -Element analysis as outlined in Section 4.3 of Climate Element Planning Guidance published by WA State Department of Commerce. Pathway 3 leads to developing GHG reduction goals and policies based on emissions inventory modeling results. L a E However, per the guidance document, Edmonds should use 2022 as their emissions baseline year and 0 set incremental targets that lead to achieving net zero emissions in 2050, consistent with Washington's statewide targets. The current CAP has 2017 as the baseline year. Commerce also recommends that L o the emissions inventory be updated every five years to evaluate progress toward your GHG reduction a; goals and targets. E U Since 2008, the City has launched numerous initiatives aimed at creating energy -efficient and sustainable public facilities. E • Completed an energy audit of major City buildings and facilities to identify opportunities for improved s efficiency. Q • Reduced electrical usage at the library by approximately 45% after completing a capital improvement project. • Upgraded the wastewater treatment plant with new technology that reduced electrical consumption by 19% and fuel oil consumption by 44%, a reduction of 221 MT CO2e annually. • Upgraded energy efficiency of City facilities, including interior lighting, insulation, and 10kW of community solar at the Anderson Center; insulated glazing at City Hall; and high efficiency boiler and hot water tank at the Public Safety building. • Worked with PUD to replace 1600 streetlights with energy -efficient LED fixtures. • Installed a 100-kilowatt project on Edmonds' public safety building in 2022 using WA state grant 102 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 18 7.A.a Goal CC-5. Promote green building practices and embrace renewable energy sources to reduce carbon emissions Policy CC-5.1 Strengthen energy efficiency codes, consistent with best practices. Policy CC-5.2 Support programs and incentives that encourage existing land use, buildings, and infrastructure to reduce their carbon footprint. Encourage or incentivize new developments to use low emission construction practices, low or zero net lifetime energy requirements and "green" building techniques Efficiency First bill, requires owners of large buildings (commercial and multifamily buildings over a size threshold) to benchmark their building's energy usage and report it to the State of Washington. The state will then publish this data online so that owners can see how each building compares to its peers. Policy CC-5.3 Encourage electric heat pumps and consider limiting the use of natural gas in new commercial and residential construction Policy CC-5.4 Partner with Puget Sound Energy and other organizations with the goals to identify and select appropriate and cost-effective energy improvements. Policy CC-5.5 Explore financial assistance programs such as low interest loans or grants for installation of solar energy projects and energy efficient equipment for affordable housing projects, including residences and community facilities. Policy CC-5.6 Remove barriers for installing residential and small business renewable energy systems, as well as community solar (streamline permitting, lower fees, etc.) Goal CC-6.Reduce vehicle miles traveled (VMT) by promoting active transportation and mobility by all modes to achieve greenhouse gas reduction goals. Policy CC-6.1 Prioritize multimodal investments where needed in neighborhood centers and hubs and the activity centers Policy CC-6.2 Continue to promote active transportation to reduce VMTs through: Encourage development in centers and hubs to support a sustainable land use framework Support transit capital improvement in partnership with Community Transit to improve transit stops that serve centers and hubs. TDM strategies that are meant to reduce congestion, ease traffic, and improve the range of transportation options by encouraging carpooling, biking, public transit, or Telecommuting. Policy CC-6.3 Establish guidelines for the installation of EV charging stations in the public Right -of - Way (ROW) while balancing the competing demands for curb space, including the needs of pedestrians, cyclists, public transit, and other users. Policy CC-6.4 Explore and expand practical options for transitioning more of the municipal fleet to electric vehicles to maximize climate benefits and cost savings. 3 EVERYONE'S EDMO Packet Pg. 19 7.A.a Goal CC-7. Reduce material consumption, waste generation, and resource depletion Policy CC-7.1 Promote zero -waste programs and educational initiatives to "reduce, re -use, and recycle" Policy CC-7.2 Promote local farmers' markets at activity centers (including proposed Neighborhood Centers and Hubs) throughout the city. Policy CC-7.3 Ensure that the City sets an example by promoting sustainable practices when organizing events, with a focus on reducing waste in materials, food, and other resources. Implementation Actions Performance Measures 3 Goal CC-8. Develop a set of climate metrics that can be tracked, assessed and reported on by the City on an on -going basis. _ Policy CC-8.1 Create an interactive dashboard that can display tracked information and reporting from E the monitoring program. .2 Policy CC-8.2 Climate Action Plan (CAP) should be updated every five years to be in compliance with HB 1181 and Commerce's GHG Emissions Reduction sub -element requirements. Policy CC-8.3 Set aside funding for regular updates to the inventory analyzed in CAP. Policy CC-8.4 Plan for data collection, target setting, progress reporting and adjustments to program L needs. E 1= 0 Policy CC-8.5 Continue to inventory and monitor both public facility, and community greenhouse gas emissions targets as designated in the 2023 CAP. L 0 a) r Goal CC-9. Consider long-range, strategic, and short-term planning and decision- E making in making progress toward community sustainability. w Policy CC-9.1 Develop benchmarks and indicators to measure progress toward sustainability goals. E They should be both understandable and obtainable so that they can be easily explained and used. Q Policy CC-9.2 Schedule planning and budgeting decision processes to form a logical and linked progression so that each process builds on and informs related decisions. Policy CC-9.3 Long-range, strategic, and short-term planning should acknowledge the other time frames, decisions, and resources involved. For example, short-term budgetary and regulatory decisions should be designed to effect strategic and long-term goals. 104 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 20 7.A.a Potential Action Items The following list outlines potential action items that can be further explored to guide implementation efforts, considering the city's priorities, available resources, and other critical factors. Any such action that is selected will be designed to support the City's long-term vision while ensuring compliance with the Growth Management Act (GMA). • Allocate resources to enhance climate literacy for the community with emphasis on educating community leaders, youth, and organizations by facilitating regular workshops and seminars on climate • Create a centralized resource providing information and updates • Conduct regular climate risk assessments to identify vulnerabilities, inform housing resilience strategies, and make relevant updates to the building codes • Establish advisory boards such as Climate Champions with representatives from vulnerable communities to guide program development and implementation • Conduct thorough climate equity assessments to evaluate how proposed city funded capital projects may affect vulnerable populations, with a focus on reducing disparities in climate resilience and access to resources • Conduct Health Impact Assessments (HIA) for large-scale projects to evaluate and address potential health impacts on vulnerable populations and neighborhoods. Define threshold criteria for determining which projects require an HIA based on factors such as project size and type, potential health impacts, and the characteristics of the affected populations • Expand responsibilities of the existing Climate Protection Committee to act as the Climate Policy Advisory Team as defined in Section 2.1 of the guidance document • Develop a climate change risk assessment and impact analysis for city government facilities and operations • Develop a climate risk assessment and impact analysis for the Edmonds community. Consider the potential impacts to economic, land use, and other community patterns due to the short- and long-term risks associated with climate change using tools specified in Section 3.1 of the guidance document • Undertake a Climate Equity Strategic Plan that identifies issues, and targets actions that address climate equity. Include planning tools appropriate to both public and private participants. The following activities should be part of the plan: • Utilize Edmonds Equitable Engagement Framework to inform equitable public outreach processes and best practices. Incorporate surveys and other forms of data collection to find populations needing support. Engage with advocacy groups and elevate local needs and priorities. • Assess the effects of climate risk on vulnerable populations, e.g. seniors, and those on fixed incomes. Develop recommendations for community programs responsive to findings. Coordinate with, and leverage state and regional goals and initiatives. Implement a monitoring schedule: Align the periodic assessment with scheduled updates to vulnerability analysis for regular evaluation and timely update of strategies and actions. i EVERYONE'S EDMO Packet Pg. 21 7.A.a Undertake a policy review of City comprehensive, strategic, and specific plans to ensure that City policies are appropriately targeted to prepare for and mitigate potential impacts of climate change. • The reviews may be done to correspond with scheduled plan updates or accelerated where either a higher priority is identified, or the next update is not specifically scheduled • Develop and implement robust development standards that are adaptable to the impacts of climate change, enhancing the resilience of the city's infrastructure, buildings, and communities • Update building codes to incorporate climate -resilient materials and construction practices that can withstand extreme weather events such as heatwaves, floods, and storms • Update land use plans for climate adaptation and resilience based on the strategies identified within climate change risk assessment and impact analysis to address sea level rise, flooding, wildfire, extreme heat, and other hazards Implement urban cooling strategies such as increasing green spaces, greater tree canopy, opportunities for water -based recreation, installing cool roofs and pavements, (Refer UDF goals in Community Design Element) �: Develop and implement policies to enhance carbon sequestration through natural and engineered solutions, contributing to the city's climate goals and improving environmental health Conduct a detailed vulnerability assessment of coastal areas, identifying critical infrastructure, c E properties, and natural habitats at risk from sea level rise w Establish and maintain monitoring systems to track sea level changes and the effectiveness of _ a adaptation measures over time Conduct an economic impacts analysis of sea level rise and the costs and benefits of different = adaptation strategies L Regularly update and implement the City's Emergency Management Plan (EMP) including identification of multimodal emergency and evacuation routes. Include measures to ensure resilience of local energy supply at City operated mass care facilities, such as solar power and battery storage, in the event of electrical outages due to extreme weather or fires Conduct community drills and education programs to ensure residents are informed and prepared E U Support local schools in integrating climate and sustainability education into curriculum Explore carbon credits on the voluntary carbon market as a funding source for energy improvement a� E programs/incentives for small businesses Pursue the use of transportation demand management (TDM) strategies as a means of reducing r Q traffic congestion and greenhouse gas emissions. • Operationalizing complete street approach • Explore a market -based vehicle, bike and scooter share program in Edmonds. • Promote the use of electric vehicles (EVs) by expanding charging infrastructure especially within City - owned facilities including parks • Partner with utility companies to create favorable EV charging rates and infrastructure development programs 106 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 22 7.A.a • Establish a monitoring program which should include measures that: • Enable a comparison between measurement periods • Measure progress toward greenhouse gas reduction goals • Identify opportunities and obstacles for meeting greenhouse gas emission targets • Evaluate the effectiveness to achieve these goals. • Develop benchmarks and indicators to measure progress toward sustainability goals. They should be both understandable and obtainable so that they can be easily explained and used Draft Performance Metrics Number of New Residential and Commercial Solar Photovoltaic Systems Installed New developments use low emission construction practices. Percent of New Residential and Commercial Development LEED-Certified or meeting Net -Zero Carbon Emissions Percent of Existing Residential and Commercial Area Retrofitted Residential units developed in neighborhood centers and hubs Percent of workforce commuting by transit Vehicle miles travelled (VMT) are reduced Percent of workforce commuting on foot or by bicycle Percent of Workers Carpooling and Ridesharing Promoting low -carbon vehicles Number of electric vehicles registered in Edmonds Tree canopy contributes to carbon Number of Trees Planted in Edmonds sequestration efforts. Material consumption and waste Reduction in Solid Waste Taken to Landfill generation is reduced. EVERYONE'S EDMO Packet Pg. 23 I I CULTURE, HISTORY & EVE Packet Pg. 24 7.A.b 3 110 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 25 7.A.b Introduction The purpose of the culture, history and urban design element is to ensure that the city's growth and development reflect its unique cultural identity while enhancing the quality of the built environment. This element emphasizes the importance of preserving historical landmarks, promoting local arts and traditions, and designing spaces that celebrate the community's heritage. It also guides the aesthetic and functional aspects of urban spaces, ensuring they are both visually appealing and culturally significant, fostering a strong sense of place. The integration of culture, history, and design elements is essential in shaping vibrant and meaningful spaces that resonate with communities and attract visitors. Culture reflects the values, traditions, and identity of a place, while history provides context and continuity, connecting the past with the present. Thoughtful design, informed by these aspects, not only enhances the aesthetic and functional quality of a space but also fosters a sense of belonging and pride among residents. EVERYONE'S EDMONDS: CULTURE, HISTORY AND 11Packet Pg. 26 7.A.b Arts and Culture To expand public experience throughout the broad spectrum of the arts, the city has planned for and invested in arts and culture, including through the establishment of the Edmonds Arts Commission in 1975. The Community Cultural Plan (CCP), developed by the Edmonda Arts Commission and last updated in 2014, has been adopted by reference as a part of the Comprehensive Plan. This provides the vision, goals, and implementation strategies for the cultural development of the community. The plan seeks to integrate artistic and cultural experiences into everyday life, work, and visits in Edmonds. As an implementation strategy of the CCP, Edmonds downtown became Washington's first Certified Creative District in 2018. An economic impact study shows Edmonds' arts and culture sector consists of over 100 arts and culture - related entities, organizations and businesses with an estimated revenue of $19.6 million in revenue to the local economy, 440 full-time jobs and $17 million in labor income (2017). The Edmonds Arts Festival has been a draw for 60 years, the Edmonds Center for the Arts opened 10 years ago and brings about 90,000 people through its doors a year. Edmonds Community Cultural Plan 2014 Goal 1. Reflect Edmonds' commitment to arts and culture through integration of the arts in the city's physical infrastructure, event planning, image, and brand. Goal 2. Embrace an expansive view of art and culture to include and respond to multiple forms of artistic and cultural expression. Goal 3. Foster creative community partnerships to increase and secure accessibility to the arts and cultural experiences. Goal 4. Maximize and diversify use of spaces for arts and cultural activities in Edmonds. Goal 5. Strengthen communication among arts and cultural organizations and projects to enhance scheduling, information sharing and collaboration and to increase cultural awareness in the community. Edmonds' Public Art program includes a permanent collection of sculpture, 2D works, temporary installations, and special commissions. The collection includes over 65 outdoor installations permanently sited downtown and in other locations throughout the city. Over 150 portable two- and three-dimensional original works are located within several City buildings. The Community Cultural Plan encourages the expanded use of public spaces as flexible and accessible venues for a wide range of artistic and cultural activities. 112 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 27 7.A.b Goal CDA Strengthen Edmonds' creative identity. Policy CD-1.1 Recognize and encourage the City's role as a regional arts destination - with participation from interested organizations and stakeholders. Policy CD-1.2 Support strategies from the Community Cultural Plan to enrich Edmonds' physical environment, including public spaces. Goal CD-2.Leverage the creative arts to foster dialogue with diverse communities Policy CD-2.1 Infuse art into existing city programs and services. Partner with local artists to create more accessible and inclusive community engagement processes, such as facilitating a community meeting, exploring future scenarios, or storytelling. Policy CD-2.2 Consider investing in the next generation of Edmond's artists, including through programs for youth and young adults. Mural Project Edmonds' (MPE's) works: Figure 6.1 "AOSAGI" installed in September 2021 by Shogo Ota with Urban Artworks Figure 6.2 "THE SALISH SEA" installed in November 2018 by Nick Goettling Goal CD-3.Advance neighborhood pride through investments in the cultural arts Policy CD-3.1 Encourage programs and pilot ideas about how to creatively use Edmond's public places. Policy CD-3.2 Encourage a diverse, year-round audience for Edmonds' neighborhood and city-wide events, such as festivals, installations, and exhibitions. Energize and activate neighborhood public spaces with innovative performances and exhibits. Policy CD-3.3 Identify, maintain, and develop cultural facilities, especially for areas of the city that lack cultural spaces. Policy CD-3.4 Seek to support public art projects such as neighborhood murals, art, bus shelters, pocket parks and streetscapes. 3 2 a� a� E 2 w _ a. .N L Q E 0 U w L m ❑ 0 'x m L 3 _w U E s �a a EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 28 7.A.b Celebrating our Heritage Certain geographic areas and sites within Edmonds hold special significance due to their archaeological, architectural, recreational, social, cultural, and scenic importance. Historic preservation aims to understand, acknowledge, and conserve the cultural heritage of a community. The Edmonds Historic Preservation Commission (HPC) maintains a register of historic places. HPC promotes historic preservation in the community and encourages owners of historically significant properties to voluntarily add them to the Edmonds Register of Historic Places. The HPC partners with arts and historical organizations, such as the Edmonds Arts Commission, and Edmonds South Snohomish County Historical Society and Museum, in pursuing its mission. Figure 6.3 Honoring the land and the Coast Salish tribes, `Marsh Life' is an artistic depiction and window into what life may have been like for Coast Salish communities living in the area. (Source: Edmonds Historical Museum) Edmonds' Carnegie Library houses the Edmonds Historical Museum operated by the Edmonds —South o Snohomish County Historical Society. The museum offers text, oral and photographic archives of the town's early history. The museum's 1910 building is on the National Register of Historic Places. m 0 On a statewide level, the Washington State Department of Archaeology and Historic Preservation helps r- identify and preserve cultural resources and historic properties. This includes using the Washington Statewide Archaeological Predictive Model (WSAPM) by analyzing sites based on a selection of environmental variables —such as slope aspect and percentage, elevation, distance to water, geology, w soils, and landforms—to help determine areas that may have a high probability of containing previously unknown archaeological materials. 3 _w 3 Goal CD-4.Continue to identify, celebrate, preserve, and maintain the cultural resources and historic sites that reflect Edmonds' heritage. Policy CD-4.1 Support programs for the preservation of the city's historic architectural, archeological, a and cultural resources through incentives, regulations, and informational activities. Policy CD-4.2 Continue to maintain and expand the inventory of historic properties. Policy CD-4.3 Collaborate with public agencies and the Edmonds Historic Preservation Commission to determine priorities and incentives for identifying and preserving historic properties. 114 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 29 7.A.b Urban Design Urban design is a term that refers to the art and practice of designing buildings and the spaces around them in a way that meets both aesthetic and functional objectives. Cities often employ urban design concepts and standards to shape the built environment. In turn, the built environment, as it evolves, is an important factor in a community's qualify of life. Use of Urban Design Standards Edmonds practices design review of many types of development, with specific standards that apply to types of use or designated areas of the city. The process for design review is carried out by the Architectural Design Board and/or City staff, consistent with city regulations. Over the past decade, Edmonds has used urban design guidelines and standards for development in designated Activity Centers - namely, the Downtown/Waterfront Area and Highway 99 Subarea. Some of these urban design standards have been included in sections of the municipal code and some in elements of previous comprehensive plans. Having design standards in the Comprehensive Plan, which is generally considered a broad policy document, rather than in the development regulations, is confusing for development applicants, who normally rely on adopted regulations to set the rules for design. It also makes review more time-consuming for City staff and the Architectural Design Board. Updating City regulations to incorporate, add to, and/or update all design standards would be a more effective approach. In addition, recent state legislation has directed the need for changes to some aspects of local design o review processes, with the intent to enable more predictability and timeliness. Place -making o Place -making is about creating attractive, comfortable spaces that reflect the identity, physical features _ and objectives for a site or neighborhood. A place -making approach is particularly useful in designing public places. The approach works best when it is based on understanding how people will use the c space and the barriers and opportunities that that will influence their choices. N 'x Over the past decade, Edmonds has strategically planned for future development in Activity Centers. a� w Complementary to Activity Centers, the 2024 Comprehensive Plan identifies a Neighborhood Centers and Hubs strategy to strengthen existing neighborhood mixed -use areas by accommodating growth while providing for local needs and amenities. In designing public places for any particular site or use, three critical human needs should be considered, namely: enjoyment comfort, and protection. �a The figure 6.4 illustrates this concept, showing various factors related to the three critical human a needs. EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 30 7.A.b ENJOYMENT COMFORT PROTECTION Protection Scale Opportunities to Opportunities to against traffic and • Buildings and spaces designed for human see walk accidents- feeling Reasonable viewing Room for walking scale distances Interesting facades safe • Unhindered Views No obstacles Protection for pedestrians • Lighting (when dark) Accessibility for Eliminating fear of traffic everyone Protection Opportunities to Opportunities to Opportunities to against crime and enjoy the positive talk/listen stand/stay violence- feeling aspects of climate Low noise levels Edge effect/attractive • Sun/shade • Street furniture that zones for standing/ secure • Shelter from wind/ provides `talkscapes' staying Lively public realm breeze Supports for standing Eyes on the street • Overlapping functions day and night Positive sensory Opportunities for Opportunities to Protection against experience play and exercise sit unpleasant • Good design and Physical activity, Zones for sitting sensory detailing exercise Utilizing advantages: • Good materials Play and street view, Sun, people experiences • Fine views entertainment Good places to sit Wind, Rain/Snow • Trees, plants, water Pollution • Dust/Noise Figure 6.4 12 urban quality criteria as developed by the Gehl Institute. Goal CD-5.Achieve well -planned areas and public spaces within the city. Policy CD-5.1 Create neighborhood -level plans for key centers and hubs to guide place -making and public investments that reflect the needs and characteristics of the area. Policy CD-5.2 Ensure that the City has appropriate design standards for development, especially for multifamily housing and commercial development. The standards may reflect unique characteristics and opportunities for a particular center or hub. Policy CD-5.3 Until specific design standards are adopted by code for the downtown and waterfront area, the following sections from the Culture and Urban Design Element of the Edmonds 2020 Comprehensive Plan shall continue to serve as design guidelines for the development of buildings and sites:.the Urban Design Goals and Policies section, the General Design Objectives section, and the Urban Design Goals and Policies for Specific Areas. 3 116 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 31 7.A.b Policy CD-5.4 Consider place -making opportunities for public spaces and rights - of -way., as needs and resources allow. The study should be carefully designed to enable comparison between spaces in the city and to other locations. It is recommended to use the "Public Life Data Protocol" (developed by Gehl Institute). This data set should be used over time to track, share, and compare information about the relative success of the City's public spaces. Data should be collected through: • Observation • On -site Surveys • Focus Groups • Qualitative ranking on urban quality criteria Policy CD-5.5 Ensure that the Edmonds design review process uses clear and objective standards and processes that comply with state law for timely and predictable design review Potential Action Items Definition of art installation: Temporary or permanent work of art created specifically for a particular space or environment. It often involves the arrangement and placement of objects, materials, or media in a way that transforms the space and engages viewers in a unique aesthetic or conceptual experience. Art installations can vary widely in form and medium, ranging from sculptures and multimedia presentations to immersive environments and interactive displays. The following list outlines potential action items that can be further explored to guide implementation efforts, considering the city's priorities, available resources, and other critical factors. Any such action that is selected will be designed to support the City's long-term vision while ensuring compliance with the Growth Management Act (GMA). • Strategize distribution of restricted funds collected for the acquisition, installation and maintenance of public art. • Work with local schools and youth organizations to dedicate spaces for youth perspectives in community -wide conversations. • Support the maintenance of a strategic plan to guide the priorities and activities of the Historic Preservation Commission. • The city should invest in a set of "urban design frameworks" to be updated on an estimated 5-year cycle for each identified Activity Center, Neighborhood Center and/or Hub EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 32 7.A.b Urban design frameworks should follow a standardized method, such as the 12 urban quality criteria" developed by the Gehl Institute and shown in Figure 6.4 to assess urban design opportunities along with the utilization of the Gehl Public Life Data Protocol to inform public realm investments. These criteria center around three critical human needs — protection, comfort, and enjoyment. (Gehl, J. (1987). Life between Buildings. New York: Van Nostra nd-Reinhold.) • The urban Design framework shall be developed with participation from relevant city departments including Planning & Development, Public Works, Community, Culture & Economic Development and Parks, Recreation and Human Services. The framework should be developed with Edmonds' identity as an arts destination as one of the key criteria for assessment. • The Urban Design Frameworks shall include a "Public life study". The public life study should include data on items such as: a • The scale and urban characteristics of the space • How many people are there, and for how long • Who is there, by gender, age, etc. a� • What activities are people engaging in w • Mapping of existing public spaces, transportation networks and community amenities including art 2 a installations. m 0 • Using data collected through public life studies, the city should create Public Life Action Plans as a core component of each urban design framework to identify both design and programming a opportunities, gaps and areas for improvement. integrating artistic expression and cultural activities CL E to enrich the community's distinct character and enhance quality of life. c0 w • Update and develop policy to implement the goals as defined in the Community Cultural plan with a a focus on strategies of the `Creative Arts' to enrich Edmonds' physical environment, including public spaces. • Strategize distribution of restricted funds collected for the acquisition, installation ad maintenance of o public art under `Municipal arts fund' and `Public art acquisition fund'. • Based on Urban Design Framework and the completed Public Life Studies, identify areas with limited access to cultural resources and opportunities for artistic expression. 0 w x m L 3 _w 3 U _ m E s v ca Q 118 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 33 1 Guiding Principle: 1'lMJrr1 "Edmonds will develop required capital facilities through strategic planning and resource management while maximizing long-term environmental, economic, equity, health, and other benefits and improved quality of life for all residents" 7.A.c 3 120 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 35 7.A.c Introduction 3 2 The Capital Facilities element of the Comprehensive Plan is a critical component that addresses the a� planning, development, and management of the essential facilities and infrastructure required to a support existing residents, businesses and visitors and future growth for the next 20 years as outlined E in the Land Use Element. This element encompasses a wide range of facilities owned, operated U and maintained by the City, including facilities for police and fire, parks and recreation, library, City a office spaces, arts and cultural venues, and maintenance shops and yards. While City -operated utility > facilities also fall under capital facilities, they are primarily funded by rate revenues and are detailed in the Utilities element of this Plan. a� L Capital facilities are fundamental to maintaining the high quality of life that residents of Edmonds enjoy. Q o They provide the necessary services and amenities that support daily living, enhance community well- U being, promote economic development and protect the natural environment. Effective planning and 2- investment in these facilities ensure that the city can meet current demands while anticipating future v needs. In addition to City -operated facilities, this element also considers the infrastructure and services Ui provided by other public entities, including schools and transit services. These facilities play a crucial role in serving the Edmonds community and are integral to the city's overall infrastructure network. M The Capital Facilities element aims to ensure that capital facilities are developed and managed in a L) r way that is efficient, sustainable, and aligned with the community's vision for the future. By doing so, it supports the broader goals of the Comprehensive Plan, fostering a well-equipped, resilient, and vibrant s city for all residents and visitors. a Q EVERYONE'S EDMONDS: CAP Packet Pg. 36 7.A.c Essential Public Facilities These are the facilities that are typically difficult to site, such as state education facilities and state or regional transportation facilities as defined in RCW 47.06.140. Each city and county planning under Growth Management Act (GMA) must include a process for identifying and siting essential public facilities. No local comprehensive plan or development regulation may preclude the siting of essential public facilities. The GMA establishes five requirements for the Capital Facilities Element: 1. An inventory of existing capital facilities owned by public entities 2. A forecast of the future needs for such capital facilities 3. The proposed locations and capacities of expanded or new capital facilities 4. A financing plan for needed facilities; and 5. Reassess the land use element if probable funding falls short of meeting existing needs. Capital Facilities Inventory The City of Edmonds owns and maintains a range of public infrastructure, with each responsible department conducting continuous planning, operations, maintenance and renovations to ensure effective management and improvement of these facilities. Larger systems, such as water, sewer, and stormwater utilities, have dedicated functional plans. The City of Edmonds owns, operates, and maintains infrastructure to provide drinking water, wastewater, and stormwater and surface water services to residents and businesses. Continued investment in this infrastructure is essential for the uninterrupted delivery of utility services. The goals and policies for both city -owned and non -city -owned utilities are detailed in the Utilities element. The city also owns and manages a collection of recreational facilities, including parks, trails, open space, swimming pool and spray pad, playgrounds, and community center. A detailed inventory and discussion of goals and policies for these recreational facilities are included in the PROS Plan adopted in 2022. In addition to the facilities covered by functional plans, the City of Edmonds maintains and utilizes several other facilities for city administrative functions. Table 8.1 provides a list and description of both types of facilities. The adoption by reference of other agencies' capital facilities plans is not intended to control or direct Edmonds' land use planning. If there is a conflict, the goals, policies, and implementing actions in Edmonds' Comprehensive Plan shall prevail, subject to the extent of the City's statutory authority. as �a U_ �a a M L) r c Q E s �a Q 122 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 37 7.A.c Table 7.1 Capital Facilities and Service Providers for City of Edmonds and Relevant Plans and Documents City General Offices City of Edmonds Public buildings (e.g., City Hall) City Budget providing general City services. City maintenance shop Maintenance Facilities City of Edmonds facilities and fleet storage and City Budget, PROS Plan maintenance City of Edmonds, Parks, trails, recreation facilities, Parks, Recreation, and Open Parks & Recreation Snohomish County Community Center and open Space (PROS) Plan 2022 space. City of Edmonds, WSDOT, Streets, traffic controls, and street Streets and Active Snohomish County, PUD lighting as well as sidewalk, See the Transportation Transportation (Street Lighting), Amtrak, bike, and other non -motorized element Community Transit transportation facilities Provides facilities that support Police Services City of Edmonds the provision of law enforcement City Budget services. South County Fire stations, Fire & EMS Snohomish County Under contract- City Budget Emergency Management Edmonds School District Public Schools Edmonds School District Capital Facilities Plan (CFP) 2017-2027 Manages water quality and flood 2010 Storm & Surface Surface Water City of Edmonds Storm risks to reduce flooding, improve Water Management Management / Stormwater Utility water quality, and preserve Comprehensive Plan natural resources. City of Edmonds Sewer Domestic and commercial Sewer/Wastewater Utility, Olympic View Water wastewater systems using a 2013 Comprehensive collection and treatment Sewer District combination of municipal sewers Sanitary Sewer Plan and onsite wastewater disposal. City of Edmonds Water Infrastructure for providing 2017 Comprehensive Water Potable Water Utility, Olympic View Water drinking water and water for fire System Plan Sewer District suppression. Library services provided by Capital Plan adopted by Library Sno-Isle Libraries District within city -own facility. Sno-Isle Libraries Board of Trustees Other Public Facilities City of Edmonds Cultural facilities City Budget 3 2 a� c d E m w ca a a� .y m t d a E 0 V ca G N m ca LL �a Q M V c d s 0 M Q EVERYONE'S EDMONDS: CAPI Packet Pg. 38 7.A.c Future needs Capital facilities are proposed to serve growth in the city limits over the 20-year planning period. Edmonds is planning for new housing types and targets by affordability and to meet jobs targets (see the Land Use Element). The GMA mandates that capital improvement planning be integrated with the city's broader land use planning framework. The city must monitor the progress of development against planned conditions and review and update plans as necessary. It is essential that the city ensures adequate capital facilities are available to meet the needs of development as it occurs. The facility needs are identified based on adopted level of service standards. The following documents identify the facilities needed to support projected growth: 1. Public Works 2024-2029 Six Year Capital Facilities Plan and Capital Improvement Proaram 2. 2024-2029 Six Year Capital Facilities Plan and Capital Improvement Proaram for Parks. Recreation & Human Services 3. List of planned facilities/projects within 2022 PROS Plan 4. List of planned facilities/projects within Transportation element) 5. Appendix B: List of publicly -owned facilities in City of Edmonds Funding the Capital Facilities Plan The objective is to identify capital facility needs and funding mechanisms to finance the construction, reconstruction, and acquisition of assets required due to population growth, aging infrastructure, evolving needs, or Edmonds' commitment to enhancing the city's capital investments. The city may use many revenue sources to fund the capital investment projects identified in the plan. These include but are not limited to: �a 1. General Capital Revenues: Revenues under the category of general capital revenues are the revenues required by law to be used for capital projects. The general capital revenues in Edmonds consist of REET 1 and REET 2 and are used for both public works and park capital projects. r 2. Dedicated Capital Revenues: Dedicated revenues are required to be used for certain types of c a� E capital spending, outlined by the law. The dedicated capital revenue source in Edmonds include impact fees and SEPA mitigation fees, dedicated property tax revenues, street funds, bonds, and Q federal, state, county or other grants. 3. Enterprise Fund Revenues: The City operates utility enterprise funds for water, sewer, and storm & surface water. As part of the annual budget process, the City determines the amount in each utility fund to set aside for capital improvement projects. The funding sources available for allocation toward capital projects are customer user fees, facility charges/connection fees, mitigation fees, grants, loans, and revenue bonds. 4. Impact Fees: To mitigate the impacts of growth and development, the City uses impact fees, as authorized by state law, to help pay for improvements to transportation infrastructure and park facilities 124 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 39 7.A.c 5. Additional tools and resources are sometimes available to fund capital projects. • Operating Transfers: The City may transfer funds from the General Fund to support capital projects. • Grants: S Federal, state, and county grant programs may be pursued, sometimes recognizing city proposals would need to fit with competitive regional priorities for infrastructure investments. • Bonds: The City can continue to use bonds to support capital facilities funding. A challenge with bond funding is the annual debt service requirement, which would become a long-term obligation for the operating budget and could limit other funding priorities. • Local Improvement District/Road Improvement District (LID/RID): Local Improvement Districts (LIDs) at the neighborhood level help finance capital improvements, such as public realm improvements, installation of sidewalks, curbs, and gutters. • Tax Increment Financing: In 2021, the Washington State Legislature authorized local jurisdictions to form tax increment financing (TIF) districts. A TIF can be used to fund public infrastructure in targeted areas to encourage private development and investment. • Transportation Levy: The City could explore options to institute a street and sidewalk levy to specifically fund the construction, repair, and maintenance of streets and sidewalks. • Parks Levy: The City could explore options to institute a Parks levy to fund future capital projects or could also be used with a combination of smaller projects. This effort could be analyzed as a funding mechanism for projects contained within the Parks, Recreation and Open Space Plan. • Funding generated from leasing or selling city -owned lands, buildings, or other assets. Figure 7.1 City of Edmonds City Hall 3 EVERYONE'S EDMONDS: CAPI Packet Pg. 40 7.A.c Level of Service (LOS) Goal CFA Establish level of service standards for city -provided services to provide public facilities and services that meet citizens' needs and enhance the community's quality of life. Policy CF 1.1 Proposed level of service (LOS): Table 7.2 Draft Level of Service standards for public facilities "Level of service" means an established minimum capacity of public facilities or services that must be provided per unit of demand or other appropriate measure of need. Level of service standards are synonymous with locally established minimum standards. (WAC 365-196-210(21)) City General Offices, Maintenance No quantifiable standard. Adequate to serve citizen needs and administrative Facilities requirements Parks Refer to PROS Plan Streets and Active Transportation See Transportation element Police Services Adequate to meet public safety and police service needs Fire & EMS Locate and staff fire stations to facilitate achievement and maintenance of the adopted overall response time operational Public Schools The city adopts level of service guidelines specified within the Edmonds school district's CFP Solid Waste and Recycling Comply with Washington State Solid and Hazardous Waste Plan guidance on minimum functional standards for solid waste handling Surface Water Management / Consistency with 2019 DOES Stormwater Management Manuar for Western Stormwater Washing, supplement with Edmonds January 2024 Addendum Sewer/Wastewater collection and Comply with Department of Ecology of Washington State's guidelines specified in treatment wastewater discharge permits. Potable Water Supply: Comply with Washington State Department of Health (DOH) requirements concerning provision for peak day demands and maintenance of drinking water quality. Potable Water Supply, Storage and Potable Water Storage: Comply with DOH requirements for operational, equalizing, Distribution standby, fire suppression, and dead storage. Potable Water Distribution: Comply with DOH requirements concerning minimum system pressure and fire flow. Library The city adopts level of service guidelines specified within the Capital Plan adopted by Sno-Isle Libraries Board of Trustees. 126 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 41 7.A.c Strategic Planning and Investment Prioritization As Edmonds faces the dual imperative of fiscal responsibility and meeting community needs effectively, it is essential to establish strategic priorities for the City's investments is capital facilities and with limited resources. By prioritizing projects that align with the community's most pressing needs and long-term goals, the City can ensure that each dollar spent has the maximum possible impact. Emphasizing convenience and efficiency, cities are increasingly consolidating administrative functions into centralized locations. The city of Edmonds is exploring this approach not only to streamline processes and reduce costs but also to enhance service delivery and coordination across departments. Edmonds is continually seeking to better allocate resources, prioritize essential services, and foster transparency. This balanced approach ensures that Edmonds remains financially prudent while fulfilling its commitment to provide essential and accessible services that enhance quality of life for all residents and support tourism. Goal CF-2. Develop and expand capital facilities to effectively meet the needs of a growing city. Policy CF2.1 Identify opportunities to improve public facilities serving existing development, based on adopted LOS guidelines and other relevant considerations. Prioritize addressing existing deficiencies where vulnerable and underserved communities are located. Policy CF2.2 Prioritize funding and the preservation of existing capital facilities to ensure their continued reliability, safety, and efficiency. Policy CF2.3 Identify new or improved capacity of existing capital facilities needed to support the location and intensity of housing and employment growth anticipated in the growth strategy. Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on urgency, impact, and alignment with the city's strategic goals. Periodically review the criteria and resources to help address these needs. Policy CF2.5 Seek to provide community facilities and services that are appropriate for the size and composition of the population they serve. Policy CF2.6 Ensure essential public facilities are not precluded, consistent with state law, and are sited in an equitable manner and with appropriate mitigation that balances local and regional objectives. 3 2 W o: r Q w ca a Q .y L Q E 0 c.� a L as �a �a .Q 0 L) r _ 0 E s 0 �a Q EVERYONE'S EDMONDS: CAP Packet Pg. 42 7.A.c Goal CF-3. Maintain at least a 6-year plan to finance needed City capital facilities within projected funding capacities and ensure adequate levels of service across the city. Policy CF3.1 Identify sources of funds for capital facilities in the finance plan and update the plan bi- annually (once in two years). Policy CF3.2 If probable funding falls short of meeting existing capital facility needs, the land use element and any other relevant information shall be reassessed to ensure the land use element, capital facilities element, and financing plan within the capital facilities element are consistent. Policy CF3.3 Evaluate and coordinate the provision of capital facility improvements with both budgeting and long-term financial planning. Ensure 20-year projected growth, levels of service, and funding projections are also considered in functional plans for transportation, parks, and utilities. Policy CF3.4 Utilize a coordinated range of mechanisms and revenue sources to fund needed capital facilities. Policy CF3.5 Develop or adjust, as needed, impact fees, utility facility charges, and utility user rates, as part of the financing for public facilities. Goal CF-4. Optimize government operations for efficiency and effectiveness. Policy CF4.1 Continue to analyze city operations and strategize to achieve efficient performance of city government functions. Strategies may include outsourcing part of services when they can be more efficiently provided by the private sector or other governmental entities. Policy CF4.2 Explore co -locating and "right - sizing" compatible city functions by encouraging multi -use facilities, shared services, or re -location. Multiple approaches may be explored for operational feasibility, such as: • Co -locating public -facing services provided by City Hall, Human Services, Emergency services etc. • Developing dedicated office spaces for operational city functions and separating them from emergency operations. • Identify existing City -owned land and buildings to repurpose, upgrade, demolish, rebuild or sell off, based on cost -benefit analysis, functional efficacy and the Edmonds Facility Condition Index). A high FCI may indicate the need for major repairs or improvements, while a low score means the facility is well - maintained and in good shape. Cities regularly commission `Facility Condition Assessments' of public facilities to inform both capital and operating budgets, prioritize maintenance efforts, and optimize planning processes as replacements and upgrades of assets and facility systems become necessary in the future. 3 128 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 43 7.A.c Policy CF4.3 Comprehensively evaluate the City's current capital facility assets, considering both operational efficiency and physical assessment. Policy CF4.4 Review programming for projects currently underway and/or committed and seek to incorporate these projects. Goal CF-5. Coordinate with other governmental entities to align capital planning efforts and leverage shared resources. This collaboration can lead to cost savings and enhanced service delivery across jurisdictions. Policy CF5.1 Explore opportunities to streamline service provision within the city by outsourcing 3 government services to neighboring jurisdictions. 2 W Policy CF5.2 Explore opportunities to utilize existing infrastructure by offering paid services to W r neighboring jurisdictions, such as fleet maintenance, to generate additional funds for facility upgrades. 4) w Policy CF5.3 Foster a productive and supportive relationship with Edmonds School District to facilitate a sharing of resources and facilities; to collaborate in long-term planning to anticipate future a needs and challenges and ensuring that city policies and initiatives are aligned with educational goals and priorities set by the school district. Policy CF5.4 Emphasize continued cooperation through interlocal agreements with neighboring fire Q. districts and law enforcement agencies of adjacent jurisdictions as well as other public safety E service providers. c°� �a L Sustainability goals for Capital facility projects The capital facility projects should be designed, constructed, and operated in line with the uCity's commitment to sustainability, energy efficiency, and environmental stewardship, ensuring compliance with the state clean energy building act. This includes prioritizing renewable energy, resource conservation, climate resilience, and community engagement to create facilities that not only meet current needs but also enhance the well-being of future generations. Goal CF-6. The City of Edmonds aims to achieve resiliency, sustainability, and high levels of environmental performance in all public facilities and Capital facility projects. Policy CF6.1 Investigate compliance with State Clean Building Act to include buildings of 30,000 sf and below and new lower EUI requirements. Policy CF6.2 Develop capital facilities and services that protect and minimize their impact on the natural environment, particularly to critical areas. Policy CF6.3 Consider future climate conditions during siting and design —including changes to temperature, precipitation, and flooding —to help ensure facilities can continue to exist and function as intended over their planned life cycle. EVERYONE'S EDVONDS: Packet Pg. 44 7.A.c Policy CF6.4 Continue City's programs aimed at reducing energy consumption at its wastewater treatment plant. Policy CF6.5 Continue to promote energy -efficiency programs sponsored by the utilities and energy companies, including water conservation. Policy CF6.6 Support Puget Sound Energy's efforts to reduce its carbon footprint by supporting statewide legislation to require natural gas supply systems to be carbon neutral. Potential Action Items 3 The following list outlines potential action items that can be further explored to guide implementation efforts, considering the city's priorities, available resources, and other critical factors. Any such action that is selected will be designed to support the City's long-term vision while ensuring compliance with the Growth Management Act (GMA). • Create and maintain a long-range Municipal Capital Facility Plan. Integrate preservation priorities into the long-term strategic planning. • Develop program requirements for City departments to support the delivery of City services considering department adjacencies and square footage needed for current and future growth requirements. • Identify deficiencies, gaps, and areas of improvement in the existing capital facility asset inventory based on projected growth, service levels of public facing services and deferred maintenance backlogs. • Implement a phased facility implementation plan that includes overarching strategic facility goals. Use an achievable funding strategy and phasing program, which considers financing options, impact fees, property sales or trades, and joint -use opportunities with partners. • Conduct feasibility studies for each existing building, projecting usage, utility costs, and carbon reduction goals over the next 10-20 years, while also assessing the cost -benefit of potential updates such as conversion to electric heating and hot water. 130 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 45 �TIII►l. Guiding Princinle: "Edmonds will strive to deliver all essential utilities and services in the most reliable, efficient, and sustainable manner, ensuring they support the community's well- being and align with future population growth " 7.A.d 3 132 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 47 7.A.d Introduction 3 The utilities element must detail the general and proposed locations, as well as the capacity, of all existing and planned utilities like water, sewer, electrical, telecommunications, and natural gas systems. The city is to identify and work with all public entities that own these utility systems, including special purpose districts to gather and include necessary information .The element includes policies to identify issues and propose regulatory changes for maintaining the existing and upgrading infrastructure, to ensure that utility provisions are effectively aligned with the growth projections outlined in the Land Use Element. This element outlines a comprehensive strategy for delivering adequate utility services to the community. The City uses the utility element to identify issues, policies, and regulatory changes required to ensure that utility provisions are effectively aligned with the growth projections outlined in the Land Use Element. EVERYONE'S EDMO Packet Pg. 48 7.A.d Edmonds' Utilities today The City of Edmonds provides water, sewer, and stormwater services. It also coordinates and collaborates with other utility providers, including those identified in the table below. Planning for utilities is primarily the responsibility of the respective utility providers, which are also responsible for managing utility needs and repairs in aging systems, responding to consumer demands, and adapting to new technologies. The City is reliant upon the plans provided by the system utility. Table 9.1 outlines the utilities, providers, and relevant plans that guide these agencies for the City of Edmonds. Utilities have several layers of State and Federal regulations that preempt local controls. Table 8.1 Utility providers in City of Edmonds and Functional Plans • City of Edmonds Water Utility • 2017 Comprehensive Water System Plan "' w Water Olympic View Water Sewer District 2016 District Water System Plan, 2023 Watershed Protection Plan a d Sewer • City of Edmonds Sewer Utility 2013 Comprehensive Sanitary Sewer Plan c Olympic View Water Sewer District 2007 Sewer Comprehensive Plan and amendments t m L Q Storm City of Edmonds Storm Utility 2010 Storm & Surface Water Management Comprehensive p V Plan ca L Snohomish County Public Utility 2021 Integrated Resource Plan (2022-2045 Study Period), Electricity District (PUD) 2023 Integrated Resource Plan (IRP) Update, 2023-2027 rn Strategic Plan w Natural Gas Puget Sound Energy (PSE) 2023 Gas Utility Integrated Resource Plan, Clean Energy Action Plan, and Clean Energy Implementation Plan E s Solid Waste and Waste Management Inc., Republic ca Snohomish County Comprehensive Solid and Hazardous Q Recycling Services Inc., Sound Disposal, Inc. Waste Management Plan - 2021 The Washington Utilities and Transportation Commission City of Edmonds, Comcast, Astound, (WUTC) regulates the rates and services of telephone Telecom Ziply companies operating in Washington per WAC 480-120. The WUTC does not normally regulate cable, internet, wireless phones, and VoIP (Voice over Internet Protocol) 134 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 49 Water Drinking water in Edmonds is provided by the City of Edmonds Water Utility and the Olympic View Water and Sewer District. The service area extents are shown in Figure 9.1. City of Edmonds Water Service Area aloe FAM January 2013 Figure 8.1 Service area extents for City of Edmonds Water Utility and Olympic View Water Sewer District. Source: City of Edmonds EVERYONE'S EDMOJ Packet Pg. 50 1 7.A.d The City of Edmonds water utility has sourced all of its potable water through a long-term wholesale purchase agreement with the Alderwood Water and Wastewater District. The district, in turn, purchases its water from the City of Everett's regional water system. Everett's water source is the upper Sultan River and the water from that basin is collected in Spada Lake, approximately 30 miles east of downtown Everett. It flows from there to Chaplain Reservoir where it is treated and placed into one of four large transmission main lines that move it westward to the urbanized areas of Snohomish County. Figure 8.2 View of Spada Reservoir near Sultan Source: The Herald The City of Edmonds distributes this water on a retail basis to local customers and bills them for this service. Edmonds provides for operation, maintenance, capital improvements, and replacement of the "end -user" system that provides storage to cover peak usage periods and that further provides required fire protection volumes and maintains the required the minimum and maximum allowable pressures. The Water Division is responsible for the maintenance and operation of constant and safe delivery of potable water to over 10,000 customer accounts through 138 miles of distribution mains, 18 pressure reducing stations, three 1.5-million-gallon reservoirs, and one three -million -gallon reservoir and pumping station. Olympic View Water and Sewer (OVWSD) is a Special Purpose District which was originally formed in L 1937 to provide water to Unincorporated Snohomish County. The District added sewer to its services in 1966. Around 20% of the city's population receives water service from OVWWD. Water from Deer Creek Springs is treated at the Deer Creek water treatment plant and supplies about 40 percent of the drinking water to the OVWSD service area. The remaining 60 percent of the water is sourced from the South Fork Tolt River Watershed through Seattle Public Utilities (SPU). E Water System Goals and Policies s Goals, policies, and design criteria for operating the water system are developed as part of the City's Q Comprehensive Water System Plan, which will be updated after the 2024 citywide comprehensive plan update . The City is required to update and submit a water system plan to the state Department of Health for review and approval every ten years in accordance with current drinking water regulations. The updated plan will be used by City staff to help maintain the water system to ensure both existing and future customers are provided with a safe and reliable supply of drinking water for the next 20 years. The Water System Plan provides information on water supply and quality, usage and demands, planned improvements based on the water system analysis. The water system plan establish priorities for the utility's operation and maintenance budgets as well as its six -year and 20-year capital plans. Edmonds' current utility system rate structure was designed to fund a long-range program of replacing the community's aging network of water mains and sewer mains from current rate revenues rather than debt financing. 136 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 51 7.A.d Sanitary Sewer Sewer facilities in Edmonds are provided by the City of Edmonds Public Works Department and the Olympic View Water and Sewer District. The service area extents are shown in Figure 9.3. Edmonds Sewer Service UEdmonds ■ Edmonds (Esperance) Olympic View Olympic View (Woodway) Olympic View (Esperance) A .1, PO January 2013 Figure 8.3 Service area extents for City of Edmonds Sewer Utility and Olympic View Water Sewer District. Source: City of Edmonds EVERYONE'S EDMO Packet Pg. 52 7.A.d The City of Edmonds' (City) Comprehensive Sewer Plan (the Plan) reviews the City's current sewage capacities and looks at the impact of projected growth on the City's sewage collection and conveyance system. The Plan evaluates existing and future capacity, material types of the various pieces of infrastructure, pipe inspection assessments of the sewer system, anticipated future wastewater flow rates, and the structural condition of the sewer collection system. Future wastewater flow rates are estimated from existing flow data using population growth projected within the sewer service area. The City of Edmonds and the Olympic View Water and Sewer District are responsible for the long-range planning, design and construction management of public sewer system improvements and extensions within their respective jurisdictions. The City's Sewer Division is responsible for the maintenance and operation of 14 sanitary sewer pump stations, 26 residential grinder pumps, 3,200 sanitary sewer manholes, and over 186 miles of sanitary sewer mains serving over 9,800 customer accounts. An implementation plan is provided as part of the adopted Sanitary Sewer Comprehensive Plans for the respective jurisdictions. This includes an estimated timeline for constructing selected projects that need maintenance or upsizing. The financial analysis includes asset management of the system along with a utility rate structures to support the policies and goals set forth in the Sanitary Sewer Comprehensive Plan. Similar to the Water Utility, the Sewer Utility includes a program to convert from debt -financing pipe replacements to one where the program can be funded directly from rate revenues. The Edmonds Wastewater Treatment Plant (WWTP) is a regional facility. The original Primary Treatment plant was built in 1957 The plant was upgraded twice by 1967 to handle increased flows due to population growth. Partnerships with Mountlake Terrace and Ronald Sewer District were established in 1959 and with Olympic View Water and Sewer District in the late 1960's. From 1986 to 1991 the treatment plant was expanded to incorporate secondary treatment. In April 2020, Ronald WWP was merged into Shoreline. Sanitary Sewer System Goals and Policies The City's goals and policies for its Sanitary Sewer System are contained in the City's Comprehensive Sewer Plan. The Plan is guided by policies adopted by the City Council and coordinated with the sewer plans from adjacent agencies. The adopted Comprehensive Sanitary Sewer Plan provides guidance to the City for management and operation of its sewer system and sets the timing for expansions and upgrades to sewer infrastructure over the next twenty years. The City's adopted Plan serves as a guide for policy development and decision making for the City. It also provides other agencies and the public with information regarding the City's plans for sewer system extensions within its service area. This approach allows the City to maintain its goal of providing high quality service to its customers while protecting environmental quality, primarily the water quality of both Puget Sound and the coastal streams located in Edmonds. 138 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 53 7.A.d Storm and Surface Water Management The City owns and operates an extensive network of detention systems, drainage pipes and ditches and associated catch basins and marshlands to convey stormwater runoff to streams, lakes, and Puget Sound in a manner designed to prevent and minimize damage to private property, streets, and other infrastructure. A more detailed description of this system is contained in the adopted Storm & Surface Water Management Comprehensive Plan (2010). City crews perform maintenance and repairs to the entire City -owned system to reduce flooding, improve water quality and protect the environment. Maintenance includes inspection and cleaning of catch basins, street sweeping, emergency flood response, creek maintenance, inspection and monitoring of private stormwater detention systems, and minor capital improvement and replacement project construction. Private property owners are responsible for properly maintaining the stormwater infrastructure on their property to ensure it operates as designed. The City has developed an inspection program to ensure private property owners are properly maintaining their stormwater systems. Due to extensive alteration of the natural landscape in most areas of the City, the amount of stormwater that runs off the land in larger storm events is substantial, and runoff in all storm events carries a variety of pollutants that wash off of their source areas into receiving waters. The City is faced with the challenge of conveying stormwater runoff safely and cost-effectively while preventing or minimizing adverse high flow impacts (erosion, flooding, and sediment deposition), water quality degradation in lakes and streams receiving runoff, and degradation of aquatic habitat caused by high flows and water quality degradation. Local governments manage their stormwater under the National Pollutant Discharge Elimination System(NPAES), which includes permit issued by the state Department of Ecology that stems from the Federal Clean Water Act. For many cities in Western Washington, such as Edmonds, the key permit is the Western Washington Phase II Municipal Stormwater Permit. This Permit allows "the City to discharge its collected stormwater into streams, lakes, and Puget Sound if a series of programs and activities are implemented to help improve water quality." This Permit has and will continue to have a significant impact on the workload and operational budget of the Public Works Department. Much of the total stormwater operational budget is spent on permit -related compliance programs. Pugetsoundo Starts Here The campaign, Puget Sound Starts Here, tells residents how changes in their everyday actions can help save local waterways and the Sound. The effort is the largest in history to save Puget Sound, and is led by the Puget Sound Partnership, S.T.O.R.M. (Stormwater Outreach for Regional Municipalities) and the Washington State Department of Ecology. 3 EVERYONE'S EDMO Packet Pg. 54 7.A.d Solid Waste Curbside garbage, yard/food waste, and recycling waste collection in Edmonds is provided by three private waste hauling companies, Republic Services, Sound Disposal and Waste Management NW. These hauling companies transport waste to Snohomish County transfer stations. These services are provided under franchise agreements regulated by the UTC. The corresponding service areas are shown in Figure 9.4. Garbage Service Republlc Services Republlc Services Outside City Limits Sound Disposal Waste Management N W Waste Management NW Outside City Limits - Edmonds City 1- SW Re cycling and Transfer StatmM N A aiIi MG/ M Waste n7ue� September 2012 Figure 8.4 Service area extents for various garbage collection services. Source: City of Edmonds 140 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 55 7.A.d Solid waste collection and disposal have become increasingly sophisticated, continually adopting more efficient and economical methods. Waste prevention and recycling now play a fundamental role in solid waste management planning. For most residences, businesses, and schools, services like curbside recycling and yard and food waste collection have become standard daily practices. These positive behaviors help conserve resources, reduce litter, save energy, and contribute to efforts aimed at reducing greenhouse gas emissions. The City is a signatory on the Snohomish County Solid Waste Management Comprehensive Plan and an active participant on the County's Solid Waste Advisory Committee. The County Plan provides a blueprint for which the City is able to provide education and outreach to all sectors in regards to proper disposal and recycling, and opportunities for collection and proper handling of several common unwanted materials. Electric Power Electric power in the City of Edmonds is provided by Snohomish County PUD. Snohomish County PUD provides electric power to all of Snohomish County and Camano Island, with nearly 6,700 electrical line miles and over 377,000 total customers. The utility's generating capacity is 132 megawatts (MW) from E the following hydroelectric sources: w • Jackson Hydro Project c=a • Woods Creek Hydro Project a • Youngs Creek Hydro Project = • Calligan Hydro Project m L • Hancock Hydro Project E 0 U Natural gas 2- Natural gas is provided to customers in Edmonds and the surrounding study area by PSE. PSE is the 0 oldest local energy provider in Washington and serves over 900,000 natural gas customers in six w counties, including over 150,000 customers in Snohomish County. Telecom w Telecommunications service in the City of Edmonds is provided by Comcast Xfinity, Astound Broadband, and Ziply. These private companies have franchise agreements with the City. Q EVERYONE'S EDMO Packet Pg. 56 7.A.d Future Projections and Challenges High -quality, affordable, safe, and reliable utility services are essential for Edmonds residents, businesses and visitors. As development progresses and demand increases, system and facility improvements and maintenance must keep pace. These need to be completed within set timeframes to ensure that service levels remain adequate. Challenges for utilities in Edmonds include: • Aging Infrastructure: Water, sewer and storm water infrastructure are facing the challenge of maintaining and upgrading aging infrastructure, which is leading to instances of flooding and increased operational costs. Population growth could also strain the system in specific areas, particularly those with older infrastructure or high -density development. • Evolving Usage Patterns: With the rise of remote work following the pandemic adds another layer � of complexity for the City of Edmonds. It can potentially shift peak demand hours which can further stress the system. E a) • Climate Change: Extreme weather events and changing climate patterns can stress utility systems w and water supply, leading to challenges in ensuring reliable service and managing environmental a a impacts. • Funding and Investment: Securing funding for basic infrastructure improvements and maintenance has been difficult especially as the city is facing budget constraints. L • Technological Integration: Adopting and integrating new technologies, such as advanced metering systems, can be costly and require significant planning and training. Even when cost effective in the 0 long run, upfront costs are prohibitive with respect to current fiscal challenges facing the city. L • Community Expectations: Managing public expectations for service reliability, affordability, and sustainability requires careful balancing a w Although the City does not directly control all the utilities, it can take steps to influence their direction w to align with the values of the Edmonds community, such as advocating for clean and resilient a programs and encouraging cost-effective measures. The City will continue to coordinate with utility s providers to ensure that utility planning aligns with land use and anticipated growth. a r Q 142 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 57 7.A.d Overall Goals and Policies Goal UTA Utilities should be developed and improved at the appropriate levels of service (LOS) to serve existing and future growth. Policy UT-1.1 Coordinate with city owned and non -city utility providers to ensure services are aligned with community growth, land use planning, and emergency preparedness. System component sizing should be based on the area's land use plan, while allowing utility providers to determine the implementation sequence of the utility plan elements. Policy UT-1.2 Allow new development only when and where necessary public utilities can adequately serve demand. Policy UT-1.3 Support the adoption of new technologies and innovative practices that improve efficiency, reduce environmental impact, and enhance service delivery when they are cost effective. Policy UT-1.4 Public and private utility plans should be required to identify long-range system needs and that are coordinated with the City's Comprehensive Plan. Policy UT-1.5 All utility projects should be coordinated to provide opportunities for projects to address more than one system improvement or maintenance need. Policy UT-1.6 Prioritize the regular maintenance, repair, and upgrading of utility infrastructure to ensure reliability and meet future demand. Coordination between utility projects For example, undergrounding of new utility distribution lines or replacing an aging water main is significantly easier and more cost- effective to implement when new roads are constructed or during planned major roadwork. This approach not only addresses the immediate need for road improvement but also ensures the water or power infrastructure is upgraded, minimizing future disruptions and reducing overall project costs. Policy UT-1.7 Ensure that utility services are accessible and affordable to all residents, with particular attention to vulnerable populations. Policy UT-1.8 Implement policies that minimize the environmental impact of utility operations, such as reducing emissions, protecting water quality, and managing waste responsibly. Policy UT-1.9 Protect water quality by serving new urban development with sanitary sewer systems and requiring failing septic systems to be replaced. Policy Policy UT-1.10 Ensure that all utility operations comply with local, state, and federal regulations, including health and safety standards. Policy Policy UT-1.11 Coordinate emergency preparedness and response with local and regional utility partners. EVERYONE'S EDMO Packet Pg. 58 7.A.d Goal UT-2. Promote public awareness and education on utility -related issues Policy UT-2.1 Work with utility providers to educate and inform the public about the costs and benefits of emerging technologies. Policy UT-2.2 Promote public awareness on issues such as conservation efforts, service changes, and the importance of infrastructure investment. Goal UT-3. Minimize impacts associated with the siting, development, and operation of utility services and facilities on adjacent properties and the natural environment. Policy UT-3.1 Design, construct and maintain facilities to minimize their impact on surrounding neighborhoods. Policy UT-3.2 Utility structures should be located or sited so that they are as unobtrusive as possible and are integrated with the design of their site and surrounding area. Policy UT-3.3 Ensure that the location, type and size of all public facilities is determined and/or approved by the city. Storm and Surface Water Management Goal UT-4. Develop policies for Storm and Surface Water Management that focus on effective management, protection, and enhancement of water resources. Policy UT-4.1 Implement measures to mitigate flood risks through proper planning, infrastructure improvements, and land use controls. Policy UT-4.2 Enforce practices and regulations to protect and improve the quality of stormwater and surface water, including the control of pollutants and runoff. Policy UT-4.3 Promote the use of sustainable drainage systems and green infrastructure to manage stormwater and reduce environmental impact. (See Land Use Goal LU-21 for Low Impact Development) Policy UT-4.4 Coordinate stormwater management with other land use and environmental planning efforts to achieve holistic and effective water management. Policy UT-4.5 Educate the community about stormwater management practices and encourage public participation in maintaining and protecting water resources. Policy UT-4.6 Preserve, protect, and (where feasible) restore surface water resources to provide beneficial uses to humans, fish, and wildlife. (See Land Use element policies for critical areas) Policy UT-4.7 Provide adequate funding through an equitable stormwater utility rate structure and outside funding sources to support necessary programs which may include an asset management -based replacement program) 144 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 59 7.A.d Solid Waste Goal UT-5. Maintain a safe, cost-effective and responsive solid waste collection system that provides convenient, efficient, environmentally friendly and visually unobtrusive components and services. Policy UT-5.1 Encourage and actively seek an effective regional approach to solid waste management. Policy UT-5.2 Work directly with County Solid Waste staff to implement recommendations that strengthen recycling, organics diversion, waste prevention, and product stewardship programs. Policy UT-5.3 Manage solid waste collection to minimize litter and neighborhood disruption Policy UT-5.4Cooperate with other private and public agencies in the region to manage and control See Climate element policies aimed hazardous waste and moderate risk waste, at reduction of material consumption, including medical wastes and hazardous waste generation, and resource household substances. depletion Potential Action Items The following list outlines potential action items that can be further explored to guide implementation efforts, considering the city's priorities, available resources, and other critical factors. Any such action that is selected will be designed to support the City's long-term vision while ensuring compliance with the Growth Management Act (GMA). Develop strategies to enhance the resilience of utility systems against natural disasters, climate change, and other potential disruptions El EVERYONE'S EDMO Packet Pg. 60 Planning Board Agenda Item Meeting Date: 10/9/2024 Extended Agenda Staff Lead: Michael Clugston Department: Planning Division Prepared By: Michael Clugston Background/History N/A Staff Recommendation Discuss the attached extended agenda. Narrative Since discussing the revised agenda for Comp Plan work on September 25, there are no changes for the meetings through November. Attachments: October 9 Extended Agenda Packet Pg. 61 10.a ®ttt�e�e�,eeeeetette�ttttee��eetttt�i Plan Transportati Waterfront Vision -Preliminary ..Comprehensive • ....._..o_ ..........................I Comp Plan Element Draft Perferred Alternative Recommendation Future Land Use Map Discussion about Final Draft Recommendation Wrap up and issue Final Draft Recommendation Code Updates _.._.._.._m._..___ _.._.._.._.._.._.._.._.._.._.._.._.._.._.m_.._.._.._.._.._.._.._.._.._.._.._..IDraft = a,-_____________________________m._____I : : .d 2024) Middle Housing :.. . .m_._... Designstandardsprocesses .. ,:.dsmmmm......................m._m......I • .da • . • ____________________________________III Tree Code ... - ____________________________________I Capital Improvement Progr@m/Capital F@cilties Plan Tree canopy Policy==MmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmI Administrative Site specific rezone requestmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmI Election Officers Development Annual Retreat (start at Planning Board report to City Council Possible Park =____________________________________I ReportParks, Recreation & Human Services KEY I- Introduction & Discussion PH- Public Hearing D/R- Discussion/Recommendation B- Briefing/Q&A R- Report with no briefing/presentation Regular meeting cancelled Future Items Neighborhood Center/Hub Plans Code Modernization Projects: 1. Unified Development Code (late 2025 - 2026) Comp Plan Implementation Highway 99 Community Renewal Program Special Meetings/Presentations October 17 & 30, November 25, and December 16 are special meetings January 28, 2025 is a presentation to Council Packet Pg. 62