2024-10-15 Special Council Packet1.
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ti Agenda
Edmonds City Council
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CONSENT AGENDA
1. Edmonds Employee Association, Local 3517 (AFSCME Council 2) 2022-2024 collective bargaining
agreement extension January 1, 2025 to June 30, 2026
COUNCIL BUSINESS
1. 2025-2026 Budget Presentation (60 min)
2. 2025 COLA for non -represented employees (15 min)
3. Comprehensive Plan Draft Elements (30 min)
ADJOURNMENT 10:00 PM
Edmonds City Council Agenda
October 15, 2024
Page 1
3.1
City Council Agenda Item
Meeting Date: 10/15/2024
Edmonds Employee Association, Local 3517 (AFSCME Council 2) 2022-2024 collective bargaining
agreement extension January 1, 2025 to June 30, 2026
Staff Lead: Human Resources
Department: Human Resources
Preparer: Jessica Neill Neill Hoyson
Background/History
As required by law, the City has engaged in negotiations with the Edmonds Employee Association, Local
3517 (AFSCME Council 2) Union regarding the collective bargaining agreement that will expire on
12/31/2024. The City and the Union agreed that it was in the best interest of the City and the employees
to execute a contract extension addressing only wage adjustments for the period of January 1, 2025 to
June 30, 2026. All other areas of the contract remained closed. The City and the Union have reached an
agreement on the contract extension. The extension terms were settled within the authority previously
provided by Council in a bargaining strategy session to the City's HR Director.
Staff Recommendation
Approve the extension to the Collective Bargaining Agreement with the Edmonds Employee Association,
Local 3517 (AFSCME Council 2) on consent
Narrative
A copy of the previously approved collective bargaining agreement (CBA) for 1/1/2022 - 12/31/2024
between the City of Edmonds and the Edmonds Employee Association, Local 3517 (AFSCME Council 2) is
attached.
The MOU addressing the contract extension and wages for the period of January 1, 2025 through June
30, 2026 is attached.
Attachments:
Final 2022-2024 EEA-AFSCME CBA (clean)
AFSCME MOU - Contract Extension (signed)
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3.1.a
AGREEMENT BETWEEN
CITY OF EDMONDS, WASHINGTON
AND
EDMONDS EMPLOYEE ASSOCIATION,
LOCAL 3517 (AFSCME COUNCIL 2)
January 1, 2022, through December 31, 2024
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3.1.a
AGREEMENT BETWEEN
CITY OF EDMONDS, WASHINGTON
AND
EDMONDS EMPLOYEE ASSOCIATION, LOCAL 3517 (AFSCME COUNCIL 2)
January 1, 2022, through December 31, 2024
ARTICLE
SUBJECT
PAGE
ARTICLE I
RECOGNITION, UNION MEMBERSHIP AND PAYROLL DEDUCTION
3
ARTICLE II
HOURS OF WORK
4
ARTICLE III
OVERTIME
5
ARTICLE IV
POSITION CLASSIFICATIONS, RATES OF PAY AND
5
NON-DISCRIMINATION
ARTICLE V
HOLIDAYS
7
ARTICLE VI
VACATION
8
ARTICLE VII
LEAVES WITH PAY
9
ARTICLE VIII
OTHER LEAVES OF ABSENCE
12
ARTICLE IX
HEALTH AND WELFARE
13
ARTICLE X
JOB SHARE
15
ARTICLE XI
EVALUATION
16
ARTICLE XII
CHANGE IN STATUS
16
ARTICLE XIII
SUSPENSION AND DISCHARGE
19
ARTICLE XIV
UNION RIGHTS
20
ARTICLE XV
RIGHTS OF MANAGEMENT
20
ARTICLE XVI
WORK STOPPAGE
21
ARTICLE XVII
MISCELLANEOUS
21
ARTICLE XVIII
GRIEVANCE PROCEDURE
22
ARTICLE XIX
ENTIRE AGREEMENT
25
ARTICLE XX
SAVINGS CLAUSE
25
ARTICLE XXI
TERM OF AGREEMENT
25
APPENDIX
"A"
26
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3.1.a
AGREEMENT BETWEEN
CITY OF EDMONDS, WASHINGTON
AND
EDMONDS EMPLOYEE ASSOCIATION, LOCAL 3517 (AFSCME COUNCIL 2)
January 1, 2022 through December 31, 2024
THIS AGREEMENT is between the CITY OF EDMONDS, WASHINGTON (hereinafter called
the City or the Employer) and the EDMONDS EMPLOYEE ASSOCIATION, LOCAL 3517
(AFSCME COUNCIL 2) (hereinafter called the Union) for the purpose of setting forth the
agreement between the parties re: wages, hours, and conditions of employment of those employees
for whom the City has recognized the Union as the exclusive collective bargaining representative.
Article I - Recognition, Union Membership and Payroll Deduction
1.1 Recognition. The City recognizes the Union as the exclusive bargaining agent for the
following described employees as certified by the Public Employment Relations Commission in
case number 3259-E-81-030, and the City agrees that the Union shall be said employees'
representative for the management of this Agreement:
INCLUDED: All regular full- and part-time clerical, professional and technical
employees regularly scheduled for twenty (20) or more hours per week as listed by
position in Appendix "A". Note: The list of Job Titles in Section A.3 in no way
limits the number of job titles which may be included within the bargaining unit.
EXCLUDED: All positions contained in other bargaining units, including public
works shop and field laborers, custodial and service positions and parks
maintenance laborers; Police Department; Executive Assistant; Council Executive
Assistant; Office Administrators; Human Resources Department; City Clerk;
supervisory, professional, and management; and confidential employees as
described under the Act; temporary or interim -funded positions.
1.2 Union Membership. The Union agrees to represent all employees in the bargaining unit
regardless of membership or non -membership status.
1.3 Payroll Deduction. The City agrees to deduct monthly Union dues uniformly levied
against Union members who have authorized such deductions in writing in accordance with
applicable law, and to transfer such amounts to the Union. Written authorization for payroll
deduction is valid whether executed in hard copy or electronically. The City shall provide an
electronic copy of any written authorization for payroll deduction to the Union via email within
ten (10) days of the employee executing such authorization. The City also agrees to deduct from
the paycheck of those employees that have submitted written authorization contributions to
P.E.O.P.L.E. and transmit same to the Union. No deduction shall be made which is prohibited by
applicable law. The Union will indemnify, defend and hold the City harmless against any claims
made and against any suit instituted against the City which may arise by reason of any action taken
by the Employer to comply with the provisions of this Article, including reimbursement for any
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3.1.a
legal fees or expenses incurred in connection with such action. The Employer will promptly notify
the Union in writing of any claim, demand, suit or other form of liability asserted against it relating
to its implementation of this Article. If requested by the Union in writing, the Employer will
surrender any such claim, demand, suit or other form of liability to the Union for defense and
resolution. The Union agrees to refund to the City any amounts paid to it in error upon presentation
of proper evidence thereof. The Employer shall honor the terms and conditions of each employee's
authorization for payroll deduction. Whether an employee is a union member or not, the Employer
shall continue to deduct and remit Union dues and fees to the Union until such time as the Union
notifies the Employer that the dues authorization has been properly terminated in compliance with
the payroll deduction authorization executed by the employee. Every effort will be made to end
the deduction effective on the first payroll, but not later than the second payroll of the Employer's
receipt of the Employee's written notice.
1.4 Pertinent Information. The Union will be provided with pertinent information regarding
new vacancies, new appointments, or termination in positions within the bargaining unit. Pertinent
information includes position titles, descriptions, salary ranges, and dates of appointments or
terminations of employees within the bargaining unit.
1.5 New Employee Orientation. A Union official shall, at no loss of pay, be granted up to
thirty (30) minutes to provide the new employee a basic overview of the employee's rights and
responsibilities regarding Union membership, dues authorizations, and Union insurance.
Article II - Hours of Work
2.1 Standard Work Week. The standard work week shall be five (5) consecutive workdays
of eight (8) hours each or four (4) consecutive workdays of ten (10) hours each. The standard work
week shall be forty (40) hours per week and shall normally be scheduled Monday through Friday.
The working hours of each day shall be normally between 7:00 a.m. and 6:00 p.m. with the
exception of employees in the Parks and Recreation Department whose working hours may be
adjusted to include up to two (2) evenings per week for each employee. In any event, the total
hours worked shall not exceed forty (40) hours per week unless overtime is paid, or compensatory
time is earned. Other schedules may be established by mutual agreement of the employee and
City. Rates of pay for work other than during the standard workweek shall be as provided in
Article III - Overtime. It is further recognized that 9/80 schedules may not be feasible for every
department and must be approved by the department head.
2.2 Schedule Change. Normally, at least seven (7) calendar days advance notice shall be
given the employee prior to the commencement of a schedule change, except in the case where
emergency operations cannot be anticipated.
2.3 Lunch and Breaks. A lunch period of between one half (1/2) hour and one (1) hour for
each employee shall be scheduled approximately midway through the workday. Each employee
shall receive a 15-minute paid relief period approximately midway of both the morning and the
afternoon shift. Lunch shall be considered the employees' own time and may normally be taken
away from the City's premises.
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2.4 Flexible Hours. If scheduled at least seven (7) calendar days in advance, the hours of
employees may be adjusted to include evening hours, provided the employee is given the option
to adjust their hours for any one (1) day of the work week so that the total hours worked is not in
excess of forty (40) hours, subject to Section 2.1. If the employee is not given seven (7) calendar
days' notice, all time worked after six p.m. shall be compensated at the overtime rate or by time
and one-half compensatory time.
2.5 Shift Differential. Notwithstanding the provisions of Section 2.1 ("Standard Work
Week"), the standard work week for the position of Senior Office Specialist in Parks and
Recreation may be established to five (5) consecutive days, Monday through Friday, from
12:00 p.m. until 9:00 p.m. and shall be compensated five percent (5%) per hour in addition to their
regular hourly rate of pay for all hours worked after 5 p.m.
Article III - Overtime
3.1 General. Overtime cash payment or compensatory time off by mutual agreement between
the City and the employee, at one and one-half (1-1/2) times the overtime worked, at the regular
hourly rate of the employee's salary, shall be earned for time worked beyond the 40 hour work
week established by 2.1. A minimum of one -quarter (1/4) hour's overtime payment or
compensatory time off shall be earned when required to work beyond the scheduled work week.
After the first one -quarter (1/4) hour, each one -quarter (1/4) hour or major portion thereof shall be
compensated. Overtime shall be recognized only upon prior approval of the employee's supervisor
or department head.
3.2 Callback. A minimum of three (3) hours at one and one-half (1-1/2) times the employee's
regular hourly rate shall be earned for callbacks. Time worked beyond the minimum shall be
compensated at one and one-half (1-1/2) times the actual time worked in one -quarter (1/4) hour
increments for each one -quarter (1/4) hour or major portion thereof.
3.3 Compensatory Time. Employees shall have the right to convert compensatory time off
to an overtime cash payment by making a written request on the employee's timesheet.
Compensatory time may be taken with the approval of the supervisor or at the direction of the
supervisor, provided the employee is given ten (10) working days' notice.
Article IV - Position Classifications, Rates of Pay and Non -Discrimination
4.1 Position Classifications and Pay Grades. The classifications of positions covered by this
Agreement and the corresponding rates of pay shall be as set forth in Appendix "A" which is
attached hereto and made a part of this Agreement. These rates of pay shall be regarded as
contractual minimum rates.
Throughout this agreement, any increase in pay of at least a five percent (5%) will be based on
rounding the employee's increase to the nearest whole percentage (i.e., 4.99% = 5.00%).
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4.2 Working Out of Classification. An employee assigned by a supervisor, in writing, or has
in the course of regular duties to have assumed all the duties of a higher classification for a period
of four (4) or more consecutive working days, or performs said duties in a greater than'/2 FTE (full
time equivalent) basis for more than one pay period, shall during the period of that assignment be
placed at the step on the wage scale of the higher classification that provides an increase over the
employee's regular rate of pay of at least five percent (5%). This shall include work out of
classification to cover for another employee's scheduled vacation. Seniority shall be a
consideration when assigning employees to work out of classification.
Should the Deputy City Clerk or the Lead Court Clerk be assigned to work out of classification
for their Supervisor or Manager (a non -bargaining unit position) for the City for a period of at least
four (4) consecutive working days and up to nine (9) consecutive working days, the Deputy City
Clerk or Lead Court Clerk position will be paid an additional ten percent (10%) increase over their
regular rate of pay for the period of time that the Deputy City Clerk or Lead Court Clerk position
is working out of classification as the City Clerk or Court Administrator.
4.3 No Pyramiding. Notwithstanding any other provision of this Agreement, premium or
overtime pay shall not be duplicated or pyramided. In no case shall premium or overtime pay be
based on other than the employee's regular straight time rate of pay to the extent permitted by
FLSA.
4.4 Job Descriptions. The duties, responsibilities, and qualifications of positions shall be
contained in Job Descriptions of the Classification Plan. Copies of said descriptions and revisions
thereto shall be provided to the Union and the affected employee(s). The creation and revision of
job descriptions shall be a management prerogative. However, an employee may request a review
of their job description. The Human Resources Director shall confer with the supervisor and the
affected employee(s) to review the recommendations and suggestions. The Human Resources
Director shall record the summary of reasons for revising or not revising the job description and
provide a copy to the requesting employee within sixty (60) days of the request. Provided, the
review shall not be subject to appeal through the grievance procedure.
4.5 New Job Classifications. Should it become necessary to establish anew job classification
within the bargaining unit during the term of this Agreement, the City may designate a job
classification title and salary for the classification. The salary for any new classification within
the bargaining unit shall become subject to negotiation at such time as the salaries for the
subsequent contract year are negotiated or take effect.
4.6 Non -Discrimination. The City and the Union agree those statutory requirements and
obligations concerning equal employment opportunities, affirmative action, and all other
applicable anti -discrimination state and federal laws and regulations shall be adhered to.
Complaints of discrimination under this section shall be subject to the grievance procedure but
shall not be subject to arbitration.
No employee shall be discriminated against, and their employment security will not be threatened,
for upholding the provisions of this Agreement or seeking the enforcement of their right to
nondiscrimination through an appropriate government agency.
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Article V - Holidays
5.1 Designation of Holidays. The following shall be considered paid holidays for full-time
employees. Part-time employees regularly working twenty (20) hours per week or more shall
receive prorated compensation for the following holidays, based on their regularly scheduled
hours.
New Year's Day
Martin Luther King, Jr. Day
President's Day
Memorial Day
Juneteenth
Independence Day
Labor Day
Veteran's Day
Thanksgiving Day
Friday following Thanksgiving Day
Day before Christmas Day
Christmas Day
January I
Third Monday of January
Third Monday of February
Last Monday in May
June 19
July 4
First Monday of September
November 11
Fourth Thursday of November
December 24
December 25
A floating holiday will be given to each full-time employee (pro -rated for part-time regular
employees) after six consecutive months of employment. The floating holiday shall not be carried
over into the next calendar year. In the event of termination before June 30, an employee who has
completed six (6) months of employment shall be paid for one-half of that year's floating holiday,
if unused. If termination is after June 30, an employee who has completed six (6) months of
employment shall be given full payment for the floating holiday, if unused.
If Christmas Day or the day before Christmas falls on a weekend day, an alternative workday
will be selected provided the employee gets four consecutive days off.
Holiday time shall be considered time worked when computing overtime. If a holiday falls on a
Saturday, the preceding Friday will be observed as the holiday. If a holiday falls on a Sunday,
Monday will be observed as the holiday.
5.2 Holiday Pay. Eligible full-time employees will receive eight (8) hours of pay at their
straight -time rate for each holiday; provided, that if an employee has been assigned to an
alternative work schedule that is required by the Employer, rather than requested by the employee,
the employee will be paid for all hours scheduled on the holiday. In the event an employee's
supervisor requires the employee to use vacation time to cover hours above eight (8) hours on a
holiday, instead of allowing the employee to make up the time within the pay period by flexing
their normal work schedule, the employee will be considered to be on an alternative work schedule
required by the Employer, and will be entitled to holiday pay for all hours scheduled on the holiday.
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If an employee is allowed to flex their schedule to make up the holiday time, any hours worked
outside of the regular work schedule will not fall under the overtime provisions of this contract.
Part-time employees will receive holiday pay on a prorated basis. Employees are eligible for
holiday pay if they are in paid status on the regular business day preceding the holiday. Employees
whose employment is terminated immediately prior to a holiday are not entitled to holiday pay.
Employees who are not assigned to an alternative work schedule that is required by the Employer,
and are scheduled to work more than eight (8) hours on a day observed as a holiday may use
vacation leave, compensatory time, or leave without pay to make up the difference between the
employee's scheduled shift and the eight (8) hours of holiday pay. An employee assigned to work
on any holiday shall be compensated at the overtime rate of pay in addition to the holiday pay,
with a minimum guarantee of four (4) hours pay.
5.3 Four Day Per Week Employees. When a holiday falls on a four -day per week, or 9/80,
employee's scheduled day off, an extra day of holiday with pay will be granted in lieu thereof.
Article VI - Vacation
6.1 General. Employees covered by this Agreement shall accrue vacation leave with pay
depending on the length of continuous service with the City. Part-time employees regularly
working twenty (20) hours or more per week shall accrue vacation leave on a prorated basis.
6.2 Accrual. Full-time employees shall accrue the following amount of vacation time with
pay, depending on the length of continuous service with the City:
YEARS OF EMPLOYMENT
VACATION
MAXIMUMALLOWED
VACATION ACCR UAL
First 6 months
48 hours
--
Second six months
40 hours Additional
--
I through 4 years
88 hours
176
5 through 9 years
128 hours
256
10 through 14 years
168 hours
336
15 through 19 years
176 hours
352
20 through 24 years
192 hours
384
25 years thereafter
208 hours
416
Employees shall not use vacation leave before completing six (6) months of continuous service.
Employees who have reached maximum vacation accrual (24 months of accrual) will not accrue
additional vacation until they have reduced their accrued balance.
6.3 Computation. Only those days on which the employee would normally be required to
work shall be counted in computing the vacation period to which the employee is entitled. When
a holiday falls within an employee's vacation period, the holiday will not be counted as a day of
vacation. Vacation pay is computed on the straight time base rate in effect at the time vacation is
taken.
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6.4 Scheduling Employees shall submit vacation requests prior to March 1. Upon receipt of
same, the City shall develop a schedule of vacations, which shall be posted on or before April 1.
In the event more employees than can be scheduled request the same dates and the conflict cannot
be resolved by mutual agreement among the requesting employees, the requests of the most senior
employees will prevail. All vacation requests made after March 1 shall be granted where possible.
Employees will be required to take vacation during a period that will be determined by
departmental workload and their Supervisor. Changes in the posted vacation schedule shall be
made only as necessary to meet the demands of the workload.
6.5 Accrual During Compensated Leave. Employees who are on compensated leave
(vacation, sick, shared leave or any other approved paid leave) shall continue to accrue vacation
leave at the regularly prescribed rate during such absence.
6.6 Compensation Upon Termination/Death. Upon termination of an employee, any
accumulated vacation shall be paid off. Upon the death of an employee in active service, such
payment will be made to the beneficiary of the deceased employee.
Article VII - Leaves with Pay
7.1 Sick Leave.
7.1.1 Accrual. Sick leave with pay shall accrue at the rate of eight hours for each full calendar
month of the full-time employee's service; provided that once an employee accrues 1,000 sick
leave hours, the accrual rate will be one (1) hour of sick leave accrued for every 40 hours worked
each calendar year, with a maximum amount of 1,040 hours of sick leave to be carried over each
year. If an employee's total accrual drops below one thousand (1,000) hours, the standard accrual
rate per their percentage of full-time employee status will continue until the employee again
reaches one thousand (1,000) hours. Part-time employees regularly working twenty (20) hours per
week or more shall receive prorated sick leave.
7.1.2 Definition of Sick Leave. An employee eligible for sick leave with pay shall be granted
such leave for any reason allowed by law, and for periods of fifteen (15) minutes or more:
a. The employee's own illness, injury or disability (including disability due to pregnancy
or childbirth); an absence resulting from an employee's mental or physical illness,
injury or health condition; to accommodate the employee's need for medical diagnosis,
care or treatment of a mental or physical illness, injury or health condition; or an
employee's need for preventive medical care;
b. The need to care for a family member with a mental or physical illness injury or health
condition; to care for a family member who needs medical diagnosis, care or treatment
of a mental or physical illness; or to care for a family member who needs preventive
medical care;
c. When the employee's workplace has been closed by order of a public official for any
health -related reason, or when an employee's child's school or place of care has been
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closed for such a reason. The need to care for the employee's immediate family as
defined in article 7.2 with a serious health condition or emergency condition;
d. For absences that qualify for leave under the domestic violence leave act, chapter 49.76
RCW; scheduled medical or dental appointments for the employee or a dependent
child, provided that the employee receives advance approval from the Department head
or designee; and further provided that employees must make reasonable efforts to
schedule such appointments at times when they will not interfere with the scheduled
work days;
e. For purposes of this Section, "family member" means a child, including a biological,
adopted or foster child, step -child, or a child to whom the employee stands in loco
parentis, is a legal guardian or is a de facto parent, regardless of age or dependency
status; a biological, adoptive, de facto or foster parent, step-parent or legal guardian of
an employee or the employee's spouse or registered domestic partner or a person who
stood in loco parentis when the employee was a minor child; a spouse; a registered
domestic partner; a grandparent; a grandchild; a sibling; or an individual who either
regularly resides in the employee's home or where the relationship with the employee
creates an expectation that the employee will care for the individual, and that individual
depends on the employee for care.
At their election, employees may use other accrued paid leave in place of or in addition to sick
leave for any of the purposes described above.
The certificate of a physician and/or written report concerning the need for the sick leave may be
required by the Employer for absences exceeding three (3) days, and if required, shall be supplied
by the employee in order to qualify for sick leave with pay. The Employer's requirements for
verification may not result in an unreasonable burden or expense on the employee and may not
exceed privacy or verification requirements otherwise established by law.
7.1.3 Pay Out Upon Termination. Upon honorable termination, accrued but unused sick leave
up to a maximum of eight hundred (800) hours shall be paid according to the following percentage
of the rate of pay in effect immediately prior to termination:
a. Employee payout on separation.
1. Voluntary quit 25%
2. Layoff 50%
3. Service Retirement (PERS) 50%
b. Employee payout on retirement. In addition to the above payments, an employee
with accrued sick leave over the 800-hour maximum shall be entitled to receive up
to 100 hours of payout on the condition that the employee is eligible and applies
for retirement through the PERS system. Payment to be processed in conjunction
with application.
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Payment shall be on a one-to-one hour basis for accrued sick leave hours in the employee's bank
between 800 and 900 hours. Union members, as a group (provided that every bargaining unit
member agrees to such decision), may vote to have this payment made to their existing City
HRANEBA account instead of in the form of a cash payment.
In the event of death of the employee, payment for all unused sick leave (100% of accrued sick
leave) shall be made to the surviving spouse or to their estate if there is no spouse, at the deceased
employee's regular straight -time hourly rate of pay.
7.1.4 Worker's Compensation Offset. If an employee is simultaneously entitled to Worker's
Compensation benefits and sick leave, the employee may decline the Worker's Compensation
offset of sick leave usage by giving written notification to their supervisor within three (3) calendar
days of the filing of the disability claim.
Employees who are using the Worker's Compensation offset must turn over to the City Human
Resources Department all compensation received from the Department of Labor and Industries,
which will be used to restore a proportionate amount of sick leave used during the absence.
Employees, who exhaust their accrued sick leave or elect not to use the Worker's Compensation
offset, may be placed on leave without pay for a maximum of six (6) months provided the
employee is able to return to work.
7.1.5 Sick Leave Conversion. Regular full-time employees with more than eight hundred (800)
hours of accrued sick leave may convert, on an annual basis, up to twenty-four (24) hours of sick
leave to vacation leave at the rate of 3 to 1. Employees electing to convert sick leave to vacation
leave must notify Human Resources by November 1 and specify the number of hours to be
converted, not to exceed 24. Human Resources will confirm the employee has at least 800 hours
in their sick leave bank and will process the conversion to be effective the second pay period in
January.
7.2 Bereavement Leave. Regular full-time employees may receive up to three (3) days
bereavement leave with pay in the event of a death in their immediate family. "Immediate family"
means spouse, son, daughter, mother, father, brother, sister, mother-in-law, father-in-law, brother-
in-law, sister-in-law, grandparents, grandchildren, and step -relations. Spouse shall mean an
individual who is married to a City employee under the laws of the State of Washington, or who
is in a domestic partnership which is registered with or recognized by the State of Washington in
accord with the provisions of Chapter 43.07 RCW. Immediate family also refers to the spouse's
relatives the same as designated for employee. Additional leave may be granted subject to
approval of the Department Director and shall be charged against accumulated sick leave.
7.3 Jury Duty Leave. While on jury duty the employee shall receive their base pay, longevity,
and other premiums required by collective bargaining agreement not including overtime, from the
City. The employee must turn over to the City all additional compensation received for jury duty
not to include mileage reimbursement.
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7.4 Reserve Duty Leave. An employee who is a member of a State National Guard or Federal
Reserve Military Unit shall be entitled to be absent from their duties with the City in accordance
with state and federal statutes.
7.5 Wellness Day. Between January 1 and December 1 of each year, employees who provide
sufficient evidence to the Human Resources Department that they have completed the
requirements of the annual AWC Well City incentive will receive one (1) Wellness Day off. The
day off shall be added as a floating holiday for the following year and must be used in compliance
with the floating holiday provisions of Section 5.1, above. The utilization of the Wellness Day
shall not be unreasonably denied by the Employer.
Article VIII - Other Leaves of Absence
8.1 Family and Medical Leave (FML) Eligible employees are entitled to the full benefit and
protection of the State and Federal Family Medical Leave (FML) and Pregnancy Disability laws.
In addition to the legal requirements, the following provisions and benefits shall apply.
1) Employees are required to use accrued sick leave during any state or federal FML or
pregnancy disability leave, provided the use of such leave qualifies under Section
7.1.2 herein.
2) Employees may use accrued vacation during any state and or federal FML or
pregnancy disability leave, but shall not be required to do so.
3) The City is required to continue the employee's health benefits for the duration of the
federal FML at the same level and under the same conditions as if the employee had
been continuously employed and on paid status.
4) Federal FML shall be based upon a rolling 12-month year beginning on the date an
employee takes their first FML leave.
8.1.1 Paid Family Medical Leave Act (PFML). Employees are eligible for Paid Family
Medical Leave Act leave benefits as allowed under state law. The premium cost for the leave will
be collected as follows:
• The Employer will pay for 55% of the premiums due for the medical leave portion, with
the employee paying 45% of the remaining premium dues.
• The Employer will pay 100% of premiums due for the family leave portion of the premium
dues.
8.2 Discretionary Unpaid Leaves. A leave of absence without pay may be granted to any
employee by the Department Director for such reasons as family care or emergency, education and
personal business.
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8.3 Return from Leave. Upon return from unpaid leave, all benefit accrual calculations,
seniority rights, and credit for continuous service shall resume at the same level or with the same
rights as the employee experienced prior to going on leave. For the purposes of leave accrual and
MEBT vesting, an adjusted date will be used that reflects all previous months worked prior to
taking leave. The employee's annual performance evaluation date (anniversary date) will be
adjusted to reflect their time off due to the leave of absence.
8.4 Health Coverage During Unpaid Non-FML Leave. During the period of an approved
leave of absence, monthly premiums for medical insurance may be paid to the City for payment
to the insurance company to the extent the policy allows continued coverage, so as to maintain
continued coverage.
8.5 Terms of the Leave. The City shall state in writing the terms of the leave of absence at the
time it is granted. Unless otherwise provided herein, no sick leave or vacation leave shall accrue
during any leave, nor shall the employee be entitled to any other benefits during the leave.
Article IX - Health and Welfare
9.1 Coverage. The City shall make available to eligible regular full-time and regular part-time
employees, and their eligible spouses and dependents, an insurance program that includes medical,
dental, life and vision insurance, and an Employee Assistance Program (EAP) benefit. "Spouse"
shall mean an individual who is married to a City employee under the laws of the State of
Washington, or who is in a domestic partnership which is registered with or recognized by the
State of Washington in accordance with the provisions of Chapter 26.60 RCW. This insurance
program includes the following:
9.1.1 Medical Insurance. Employees may choose between the following medical plans:
Association of Washington Cities ("AWC") HealthFirst 250 or AWC Kaiser Permanente $20 Co -
pay Plan. The Employer reserves the right to re -open negotiations related to medical insurance.
9.1.2 Dental Insurance. Dental insurance is provided through the AWC Washington Dental
Service Plan F with Option III (orthodontia).
9.1.3 Vision Insurance. Vision insurance is provided through the AWC Vision Service Plan
($10.00 deductible).
9.1.4 EAP Benefit. The Employee Assistance Program benefit is provided through AWC
9.1.5 Life Insurance. The City will pay one hundred percent (100%) of the basic life insurance
premium.
9.1.6 Light Duty. When an employee is injured at work and is released to light or modified work
duties and the Employer has light and/or modified work duty available for the employee, the
employee will return to work on light duty during their normal working hours.
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9.1.7 Flexible Spending Account (FSA). The City shall provide and administer a Flexible
Spending Account (FSA) using pre-tax deductions from employees for qualified medical,
childcare, transportation and other permitted uses as allowed by the Internal Revenue Service
(IRS) Code Section 125 for employees and their eligible dependents. The Employer agrees to pay
all fees for the establishment and maintenance of the FSA accounts for which it is legally allowed
to pay.
9.1.8 Health Reimbursement Arrangement / Voluntary Employees' Beneficiary
Association (HRA/VEBA). The Employer will establish an HRA/VEBA for each employee
who is eligible and enrolled in or covered by one of the Employer's health insurance plans as
described in Section 9.1.1. The Employer agrees to pay all fees for the establishment and
maintenance of the HRA/VEBA accounts for which it is legally allowed to pay.
The Employer shall make a three hundred dollar ($300) annual contribution to each eligible
employee's HRA/VEBA account, provided that these contributions are contingent upon the
bargaining group (as a whole) meeting the annual participation requirement for the AWC Well
City Award.
Union members, as a group, may vote to make contributions via payroll deduction to their
HRA/VEBA account. The amount of the HRA/VEBA contribution may be adjusted by a majority
vote of Union members, no more than once per year, and with appropriate notice to the City.
Health Insurance Premiums.
9.2 Full -Time Employees. For all regular full-time employees, the Employer will pay one
hundred percent (100%) of the premium costs of the benefits specified in Sections 9.1.1, 9.1.2 and
9.1.3, above. The Employer will pay ninety percent (90%) of the premium costs of the benefits
specified in those sections for regular full time employees' eligible spouses and dependents.
To address the timing of the health insurance premium share change, the Employer will make a
one-time payment of one -thousand dollars ($1,000) to all regular full-time employees who were
participating in the Employer's health insurance plan on January 1, 2022. All other regular full-
time employees participating in the Employer's health insurance plan at the time of ratification
will receive a one-time payment that has been prorated from their health benefit start date.
9.3 Part-time Employees. For regular part-time employees normally scheduled to work a
minimum of twenty (20) hours per week and their eligible spouses and dependents, the City's
premium contribution described in Section 9.2 will be reduced on a pro -rated basis according to
the part-time employee's budgeted FTE.
Changes to Health Insurance Plans.
9.4 Changes to Plan Benefits. Benefit changes other than those plans specified in Section
9.1 will be made by mutual agreement.
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Article X - Job Share
10.1 Definition and Implementation. A job share position is defined as a full-time budgeted
position, which is occupied by two (2) part-time employees. Job sharing shall be implemented,
and thereafter continued, only upon the approval of the Supervisor and the Department Head of
the relevant position(s) and, in the instance of an occupied position, the request of the employee.
10.2 Schedule. Employees will share a full-time position on a half-time basis using a work
schedule, which is convenient to the City and the employees. Examples of schedules that might be
used are: (1) Each employee works four (4) hours per day; (2) Each employee works forty (40)
hours in alternating weeks; (3) Each employee works twenty-four (24) hours one week and sixteen
(16) hours the alternate week; (4) Each employee works two and one-half (2-1/2) days per week.
10.3 Coordination. The employees will be expected to coordinate with each other so that the
responsibilities of the position and the level of required productivity are not adversely affected.
10.4 Compensation. Each employee will be paid one-half (1/2) of the established salary for
the position. Due to seniority, the two (2) employees may be paid at different steps in the salary
grade, however, whenever one (1) employee is on vacation, sick leave or absent the second
employee shall have right of first refusal for available hours. Whenever one (1) employee works
during vacation, sick leave or other absence of the second employee, the working employee will
receive additional compensation at the regular rate of pay for excess hours worked up to forty (40)
hours in one (1) week. Any hours worked beyond forty (40) in one (1) week will be compensated
at time and one-half.
10.5 Benefits. Each employee working a minimum of 20 hours a week will be entitled to the
following prorated benefits:
Vacation, Sick Leave and Holidays on a pro -rated basis;
2. Medical, Dental and Vision insurance with the City share of the premium pro -rated;
Basic Life Insurance paid for in full by the City;
4. Participation in the state retirement program, the Public Employees' Retirement
System (PERS) Plan 2 or Plan 3 and the Municipal Employees' Benefit Trust;
Participation in other employee programs, including but not limited to the
Employee Suggestion Program, Wellness Program, and Employee Assistance
Program.
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Article XI — Evaluation
11.1 Procedure. The following procedure shall be used to assist in the performance evaluation
of the employee: Each employee shall be evaluated at least annually, and each evaluation shall
concern an employee's work performance for the entire period since the most recent previous
evaluation. The evaluation shall include reference to weaknesses and strengths with specific
suggestions for improvement where appropriate and shall be reviewed with the employee. A copy
of the evaluation will be placed in the employee's personnel file and a copy will be given to the
employee. The employees will be given an opportunity to attach comments to the evaluation for
the personnel file.
11.2 Evaluation Appeal. An employee may appeal an evaluation through the Grievance
Procedure, Article XVI, but such appeal may not be submitted to arbitration.
Article XII - Change in Status
12.1 Definition of Seniority. Seniority shall be defined as total length of service in a bargaining
unit position with the City excluding the portion of unpaid extended leaves of absence in excess
of thirty (30) calendar days. Unpaid leave means a leave granted pursuant to Article 8.2 and does
not include leave in which the City extends benefits such as FMLA leave.
12.2 Promotions and Transfers. Appointment of employees to positions shall be made by the
City upon selection of the applicants determined by the City in its sole discretion to be best
qualified for the position(s) and after providing adequate opportunity and consideration for transfer
and promotion of current employees. At the request of the employee, the City will provide the
reasons for non -selection for the open position. Upon promotion an employee shall be placed on
the wage scale at the step that provides at least a five percent (5%) per month increase in wages.
During the employee's six (6) month probationary period upon their promotion to a position within
the bargaining unit, an employee may be demoted in the City's discretion and without recourse to
the grievance procedure. Upon request by the employee, the City shall inform the employee of
the rationale for the demotion.
12.3 Reclassification. Upon reclassification of a position to a higher classification, the
incumbent employee shall be placed on the wage scale at the step that provides at least a five
percent (5%) per month increase in wages.
12.4 Reduction in Force. An employee will receive fifteen (15) working days advance notice
of layoff with a copy of such notice to the Union.
In the event of a reduction in force, the City shall determine the order of layoff based upon the
qualifications, performance evaluations of record, specializations needed for retained positions,
and seniority with the Union. When these factors are equal, employees shall be laid off in reverse
order of seniority. Employees may "bump" or displace to a position in the same or lower pay
grade if they meet the minimum qualifications and if their seniority exceeds that of the other
employees in the pay grade.
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For the purpose of bumping into the municipal court, an employee may bump or displace, if in
addition, they meet the qualifications for the job and the needs of the court and the Judge. If the
Judge in their discretion declines to accept the application and an employee who was eligible to
bump is laid off due to the Judge's decision, that employee shall be entitled to one month of
severance pay. In addition, the City shall pay directly to the insurance provider up to three (3)
months of insurance premiums as set forth in Article IX for the employee.
Upon receipt of the Official Notice of Reduction in Force that will be mailed to the employee's
address on file with the City, the employee will have a period of ten (10) working days in which
to consider employment options. The Official Notice will include information pertaining to the
employee's right to displace other employees as outlined in this section. A copy of the Official
Notice will be sent to the Union.
Employees wishing to exercise their displacement rights must provide to the Human Resources
Department, a Statement of Intent to Displace within the ten (10) working day notice period.
Along with the Statement of Intent to Displace, the employee must identify a maximum of three
(3) positions, listed in priority order, for which they are qualified and for which they have the
required level of seniority. The employee must also include a full and complete description of
verifiable qualifications for each position identified.
The City shall review within five (5) working days, in order, the employee's displacement choices
based on their qualifications, performance evaluations of record, specializations and seniority.
From this data, the City will determine the position (as high on the priority listings as possible),
into which the employee is qualified to bump. Knowledge, skills, and abilities as contained in the
current job description of the position in question shall be the basis from which the determination
is made. In cases where qualifications, performance, and union seniority are equal, seniority will
be the determining factor. The City shall not lay off bargaining unit employees in lieu of
disciplinary action.
Employees who are displaced will be provided the same notice and rights as outlined above. If the
Department Head and employee mutually agree, the displaced employee may take paid
administrative leave for the duration of the fifteen (15) working day advance notice period.
Employees cannot gain hours through the "bumping" process. In other words, a part-time position
may not bump a full-time position. In addition, employees who currently share a position (job
share) can, together, petition to bump into a full-time position if they are qualified and meet the
required level of seniority.
The pay grade of the position bumped into will prevail; however, the employee shall be placed at
a step as comparable to their current pay as possible within the pay grade.
All displaced employees will be provided an out -processing interview to review their benefits and
various options as an inactive employee on recall status. Displaced employees will not be allowed
to "run out" accrued leave balances but will be paid out in accordance with the Union agreement.
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Employees who move into a new position as a result of this process shall be in a trial status and
shall receive written performance evaluations once a month throughout the six-month trial period.
At the successful completion of the six-month trial period, the employee will resume the normal
evaluation process as outlined in City policy. Employees who are unable to satisfactorily perform
the duties of the new position will be subject to termination.
12.5 Rehire. All employees who are laid off in accordance with this procedure shall be placed
in a recall pool for up to twenty-four (24) months for recall by seniority in positions for which they
are qualified.
In the event of a recall, those employees laid off shall be the first to be recalled to fill vacancies in
their former positions or any position for which they have bumping rights. All employees on the
recall list shall be informed when a position opens. Those employees with the most seniority in
the bargaining unit shall be recalled first, provided they can perform the duties required in the
classification affected. The names of persons laid off shall be maintained on a recall list. The list
will be maintained by the Human Resources Department.
For a period of twenty-four (24) months from the date of layoff, regular employees who were laid
off will be placed on the City's job announcement mailing list to assist them in applying for other
job vacancies for which they may be qualified.
Employees on layoff must keep the City informed of their current address and telephone number
so that they may be contacted in a timely fashion. The City will notify employees by certified letter
and document efforts to contact employees, and will send copies of all correspondence to the
Union. If the City is unable to contact the employee within ten consecutive working days from
the date of notification, the City's obligation to recall an employee for that position shall cease.
From the date of the receipt of a recall notice, the employee who has been recalled will have five
(5) working days to notify the City of their intent to return to work. Thereafter, the employee shall
have ten (10) working days to report to work unless an extension is granted by the City. If the
employee refuses a specific job offer within the 24-month layoff period, they shall be removed
from the recall list.
The City shall have no obligation to recall Employees after they have been on continuous layoff
for a period of 24 months.
If the individual is hired back within the 24-month layoff period, for purposes of leave accrual and
MEBT vesting, an adjusted date will be used that reflects all previous months worked prior to
layoff. Employees returning to their same position will have their annual performance evaluation
date (anniversary date) adjusted to reflect their time off due to the reduction in force.
12.6 Posting of Vacancies. Position vacancies will be posted in all work locations for a period
of five (5) working days. Postings will be longer than five (5) days if possible, without delaying
the hiring process.
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Article XIII - Suspension and Discharge
13.1 Probationary Employees. During an employee's first six (6) months' employment with
the City within the bargaining unit, the employee may be discharged at the City's discretion and
without recourse to the grievance procedure.
13.2 Discipline/Corrective Action. The City agrees that an employee shall be disciplined,
including suspension and discharge, only for just cause. The City agrees to follow the principles
of progressive discipline. Disciplinary action generally includes the following progressive steps:
1. Oral warning which shall be reduced to writing and noted as an oral warning;
2. Written reprimand;
3. Suspension or demotion; and
4. Discharge.
A corrective action plan in writing will be provided and discussed at each step of the disciplinary
process. This action plan will include clear objectives, expectations, and timelines.
An employee suspended or discharged under the provisions of this Article must submit a grievance
in writing as set forth in Article XVIII ("Grievance Procedure") within ten (10) days of the date
that notice of the action is delivered to the employee and the Union. Coaching/Counseling Sessions
and oral and written reprimands are deemed to be a means of communicating problems to an
employee and are not subject to grievance beyond Step 3 of the grievance procedure. Discipline
involving economic impact (suspension, demotion, and discharge) may move beyond Step 3 of
the grievance process.
Disciplinary action will be tailored to the nature and severity of the offense. Management
maintains the right to take disciplinary action as they deem appropriate which may include
skipping above steps to address severe discipline issues.
Records of oral warnings shall be removed from the employee's file in the Human Resources
Department after a one (1) year period if no related violations occur. Discipline involving a written
reprimand or suspension shall be maintained in the employee's official personnel file.
The Department of Human Resources shall be the central depositor for all official personnel
records and files. Employees shall be provided a copy of all adverse material placed in the official
file at the time the material is included in the file. All official personnel records shall be maintained
by the Department of Human Resources.
13.3 Written Notice. Upon request by the affected employee, the City will provide the
employee in writing the reasons for suspension or discharge. Provided, that the reasons set forth
shall not preclude the City from presenting additional evidence of the grounds for the action at any
subsequent arbitration hearing.
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Article XIV — Union Rights
14.1 Union Access. Upon application to the supervisor, the authorized representatives of the
Union shall be granted access to the City's premises at any reasonable time for the purpose of
adjusting grievances, investigating working conditions, or ascertaining that provisions of this
Agreement are being adhered to; provided, that they do not interfere with employees in the
performance of their duties.
14.2 Bulletin Boards. The City will make available suitable space in each building for the use
of the Union for posting notices of its meetings, elections, recreational and social affairs, reports
of Union committees, and rulings and policies of the Union.
14.3 Labor Management Committee The parties shall establish a joint Labor -Management
Committee that shall meet on an as needed basis. The Committee shall be composed of an equal
number of the Directors/Division Managers and members of the Union.
It is understood that the committee shall function in a consultative capacity and shall not be
considered a collective bargaining forum, nor a decision -making body unless the parties mutually
agree to otherwise on a given topic. Either the Union or the City may initiate a discussion on an
appropriate topic.
Article XV — Rights of Management
15.1 General. It is understood that the City retains its right to manage personnel and operate
its Departments except as may be limited by an express provision of this Agreement. This
Agreement shall not limit the right of the City to contract for services of any and all types;
provided, that no bargaining unit employees lose their employment as a result of the City's decision
to contract for services.
15.2 Method of Providing Service. Delivery of municipal services in the most efficient,
effective and courteous manner is of paramount importance to the City, and the parties pledge their
agreement with the objective of achieving the optimal level of employee performance and
efficiency and reasonable working conditions consistent with safety, good health and sustained
effort. In order to achieve this goal, the parties hereby recognize the City's right to determine the
personnel, the methods, processes and means of providing municipal services, to increase,
diminish, or change municipal equipment, including the introduction of any and all new, improved
or automated methods or equipment, the assignment of employees to specific jobs within the
bargaining unit, and the temporary assignment of employees covered by this Agreement to jobs
outside the bargaining unit. Employees temporarily assigned to positions outside the bargaining
unit shall retain all benefits and protections provided by this Agreement.
15.3 Performance Standards. The Union recognizes the City's right to establish and/or revise
performance standards. Such standards may be used to determine acceptable performance levels,
prepare work schedules, and measure the performance of employees. Such performance standards
shall be reasonable.
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15.4 Article Not Subiect to Grievance Procedure. The exercise of any rights provided in this
Article shall not be subject to the grievance procedure unless such exercise is thought to violate
the express terms of this Agreement.
Article XVI — Work Stoppage
The City and the Union agree that the public interest requires the efficient and uninterrupted
performance of all City services, and to this end pledge their best efforts to avoid or eliminate any
conduct contrary to this objective. During the term of this Agreement, the Union and/or the
employees covered by this Agreement shall not cause or engage in any work stoppage, strike,
slowdown or other interference with City functions. Employees covered by this Agreement who
engage in any of the foregoing actions shall be subject to such disciplinary actions as may be
determined by the City.
Article XVII — Miscellaneous
17.1 Mileage. All employees who have been authorized to use their own transportation on City
business shall be reimbursed at the rate authorized by the Internal Revenue Service for employee
mileage.
17.2 Use of Personal Vehicle. No employee shall normally be required to use a personal
vehicle on City business.
17.3 Training Program. The City may provide employees release time with pay or
compensatory time off to attend training programs that the City determines will be beneficial to
their job performance. The City will attempt to provide notice of such training opportunities by
posting notice or otherwise providing appropriate notice. If the City requires attendance at such
training programs, the City will pay the expenses incurred.
17.4 Conferences. Matters of common concern to the parties concerning the application or
interpretation of this Agreement will be the subject of Meet and Confer discussion upon request
of either the City or the Union Representative. Such meetings will be scheduled at the mutual
convenience of both parties.
17.5 Personnel Files. The employee and/or representative may examine the employee's
personnel file in the offices of the Human Resources Department if the employee so authorizes
and releases the City from any obligation for breach of confidentiality in writing. Material placed
into the employee's file relating to job performance or personal character shall be brought to their
attention. The employee may challenge the propriety of including it in the files. If the City refuses
to remove the challenged material, the employee shall not have the right to the grievance
procedure, but the employee shall have the right to insert documentation into the file, providing
such documentation is relevant to the challenge. Except as may be required by state or federal laws
or regulations, unauthorized persons shall not have access to employee files or other personal data
related to their employment.
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17.6 Recreation Passes. Employees shall be provided free of charge with weight room, gym,
and swimming pool passes to be used during non -working hours.
17.7 Reclassification Requests. It is the supervisor's responsibility to maintain the employee's
primary job assignments within the existing job description, until a revised job description is
approved. Requests for revised job descriptions can be made by the Department Director to the
Human Resources Department. Revised job descriptions, along with the appropriate pay grade, are
subject to the Mayor's approval, before submittal to the Finance Committee and City Council for
their approval.
17.8 Drivers License Verification. All employees operating a City of Edmonds vehicle must
have a valid Washington State Drivers License (DL). Any employee operating a City of Edmonds
vehicle on a suspended or revoked DL is subject to disciplinary action up to and including
termination.
Article XVIII — Grievance Procedure
The grievance procedure provides the means by which disputes or problems between the parties
which arise concerning the application, meaning, or interpretation of this Agreement are to be
resolved.
An alleged violation of the Agreement must be taken up at Step 1 of the procedure within fifteen
(15) working days from the time the employee had knowledge, or in the normal course of events
should have had knowledge, of the occurrence that created the alleged violation. Disciplinary
actions, including suspension and discharge, must also be grieved within the fifteen (15 working
day period. See Article XIII ("Suspension and Discharge").
18.1 Grievance Steps. When an employee has a grievance, they shall bring it to the attention
of their immediate supervisor, and the employee and supervisor shall attempt to settle the
grievance. If the grievance cannot be settled, the employee shall state the grievance in writing and
present it to their supervisor in accordance with the procedure set forth below:
a. Step 1. An employee and/or the Union, within fifteen (15) working days from the
occurrence or knowledge of the occurrence of an alleged grievance, shall bring said grievance to
the attention of the immediate supervisor in writing, stating clearly the facts and issues relating to
the grievance, including but not limited to: (1) the date of the alleged violation; (2) a description
of the alleged violation; (3) the provision(s) of the Agreement allegedly violated; and (4) the
remedy sought. The parties shall attempt to meet and resolve the grievance within ten (10) working
days. The immediate supervisor will respond within ten (10) working days of the meeting.
b. Step 2. If a satisfactory settlement is not reached in Step 1, and the employee wishes
to pursue the matter further, said written grievance, unchanged, showing the response if any from
Step 1, shall be submitted to the Department Head within ten (10) working days after the decision
from Step 1. The parties shall attempt to meet to resolve the grievance within ten (10) working
days of the date of the written submittal. The Department Head shall rule on the merits of the
alleged grievance and respond in writing within ten (10) working days of the meeting. In the event
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the employee's immediate supervisor is the Department Head, the Mayor or their designee shall
consider the grievance at this step.
c. Step 3. If a satisfactory settlement is not reached at Step 2, the grievant with
authorization from the Union may submit the written grievance, unchanged, showing the responses
if any from Steps 1 and 2, to the Mayor within ten (10) working days after the decision from Step
2. The parties shall attempt to meet to resolve the grievance within ten (10) working days of the
written submittal. Failure of the Mayor or their designee to satisfactorily resolve the alleged
grievance shall permit the Union the right to submit a demand for arbitration to the City in writing
within ten (10) working days of receipt of the response at Step 3 or, failing a response, within ten
(10) working days of the date the response was due.
d. Selection of Arbitrator. The City and the Union shall immediately thereafter select an
arbitrator to hear the dispute. If the City and the Union are not able to agree upon an arbitrator
within ten (10) working days after receipt by the City of the written demand for arbitration, the
parties shall jointly request a list of eleven (11) arbitrators from the Federal Mediation and
Conciliation Service (FMCS). The list shall be limited to arbitrators who are members of the
National Academy of Arbitrators from Washington and/or Oregon sub -regions. Within ten (10)
working days after receipt of same, the parties shall alternately strike the names of the arbitrators
until only one name remains, who shall hear the dispute. The party striking first will be the winner
of the flip of a coin.
e. Authority of the Arbitrator. The Arbitrator shall have no power to render a decision
that will add to, subtract from, alter, change, or modify the terms of this Agreement, and their
power shall be limited to interpretation or application of the express terms of this Agreement, and
all other matters shall be excluded from arbitration. The decision of the arbitrator shall be presented
in writing, and shall be final and binding upon the parties; provided that the decision does not
involve action by the arbitrator beyond their jurisdiction.
18.2 Union Assistance. Nothing herein shall prevent an employee from seeking assistance from
the Union or the Union from furnishing such assistance at any stage of the grievance procedure.
18.3 Expenses. Each party shall pay the compensation and expenses for its own representatives
and witnesses, including attorneys' fees. The parties will share equally the costs and expenses of
the arbitrator.
18.4 Time Requirements. If the grievant fails to take the action required within the times
provided herein, they shall forfeit the right to further protest the grievance, denial of the grievance
or interim recommended solution. Failure on the part of the City to respond at Step 1 within the
specified time limit shall automatically move the grievance to the next step.
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18.5 Conflict Resolution Process
Purpose
To address and resolve employee conflicts and/or problems in the workplace that are not covered
under the scope of a labor agreement, Personnel Policies, or other formal means of grievance
resolution. The Conflict Resolution Process (CRP) addresses conflicts between employees and/or
supervisors arising from problems involving personal differences, inappropriate behavior, poor
communications, or similar reasons. The intent of the CRP process is to resolve poor working
relationships, which adversely impact others or services.
Process:
All employees are encouraged to discuss problems they are experiencing with their co-workers or
supervisor in an honest and frank manner. Both parties are encouraged to resolve the conflict or
problem among themselves in the most fair way, which is mutually acceptable to both parties. If
the problem cannot be resolved among the involved parties, the employee may initiate the next
step in the CRP process.
Step 1. Any employee with or without the assistance of a representative can initiate the CRP
process by providing the other party(s) in the dispute with a written notice containing short
statements outlining 1) the problem or conflict, 2) the adverse impact upon the employee, and 3)
the remedy sought. A copy of the written notice must also be provided to the other party's
supervisor. The other party must respond in writing to the employee within one calendar week
with a copy of the response also going to their immediate supervisor.
Step 2. If the conflict is not resolved by these actions, the employee shall request in writing for
the other party's supervisor to resolve the issue(s). At the request of either party a mutually
agreeable mediator/fact finder will be invited to assist the parties in reaching a mutually agreeable
resolution. The expense of the mediator, if any, shall be paid by the City. This action must be
taken within two calendar weeks following receipt of the employee's request for resolution of the
issue(s).
Step 3. If the two parties involved in the dispute are not successful in resolving the issue(s), the
supervisor and/or mediator shall prepare a written report outlining the facts presented by both
parties involved in the issue along with a recommendation for a fair and equitable resolution to the
problem. This report shall be provided to both parties in a confidential manner.
Step 4. If the parties have not mutually resolved the issue(s) within one week following receipt
of the mediator's report, the report shall be submitted to the Mayor. The Mayor shall review the
report and issue a final resolution to the problem, which shall be binding upon all parties involved
in the dispute. The parties shall carry out the Mayor's directive in a cooperative manner.
Retaliatory action from either party is strictly prohibited.
Step 5. A follow-up action will be conducted by the Human Resources Department, after forty-
five (45) days, to ensure compliance with the Mayor's resolution. A written follow-up report will
be provided to all parties involved, including the Mayor.
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3.1.a
Article XIX - Entire Agreement
The Agreement expressed herein in writing constitutes the entire Agreement between the parties.
The parties acknowledge that each has had the unlimited right and opportunity to make demands
and proposals with respect to any matter deemed a proper subject for collective bargaining. The
results of the exercise of that right are set forth in this Agreement. Therefore, except as otherwise
provided in this Agreement, each voluntarily and unqualifiedly agrees to waive the right to oblige
the other parry to bargain with respect to any subject or matter not specifically referred to or
covered in this Agreement.
Article XX - Savings Clause
Should any part hereof or any provision herein contained be rendered or declared invalid by reason
of any existing or subsequently enacted legislation, ordinance, or by any decree of a court of
competent jurisdiction, such invalidation of such part or portion of this Agreement shall not
invalidate the remaining portions hereof; provided, however, upon such invalidation that parties
mutually agree to meet and negotiate such parts or provisions affected. The remaining parts or
provisions shall remain in full force and effect.
Article XXI - Term of Agreement
The terms and conditions of employment contained in this 2022 through 2024 Labor
Agreement shall become effective upon its adoption by the Employer, except where noted
otherwise in the agreement, and shall remain in effect through December 31, 2024 and during the
course of negotiations on a successor Labor Agreement.
EDMONDS EMPLOYEE ASSOCIATION, CITY OF EDMONDS
LOCAL 3517 (AFSCME COUNCIL 2)
Organizer/Representative Michael Nelson, Mayor
Date Date
Bargaining Team Member
Bargaining Team Member
ATTEST/AUTHENTICATED:
Scott Passey, City Clerk
APPROVED AS TO FORM:
Office of the City Attorney
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3.1.a
1. RATES OF PAY, EFFECTIVE:
January 1, 2022
APPENDIX "A"
2022
NE-37
7,987
8,386
8,806
9,246
9,708
10,194
NE-36
7,607
7,987
8,386
8,806
9,246
9,708
NE-35
7,245
7,607
7,987
8,386
8,806
9,246
NE-34
6,900
7,245
7,607
7,987
8,386
8,806
NE-33
6,571
6,900
7,245
7,607
7,987
8,386
NE-32
6,258
6,571
6,900
7,245
7,607
7,987
NE-31
5,960
6,258
6,571
6,900
7,245
7,607
NE-30
5,676
5,960
6,258
6,571
6,900
7,245
NE-29
5,406
5,676
5,960
6,258
6,571
6,900
NE-28
5,149
5,406
5,676
5,960
6,258
6,571
NE-27
4,903
5,149
5,406
5,676
5,960
6,258
NE-26
4,670
4,903
5,149
5,406
5,676
5,960
NE-25
4,448
4,670
4,903
5,149
5,406
5,676
NE-24
4,236
4,448
4,670
4,903
5,149
5,406
NE-23
4,034
4,236
4,448
4,670
4,903
5,149
NE-22
3,842
4,034
4,236
4,448
4,670
4,903
NE-21
3,659
1 3,842
1 4,034
4,236
4,448
4,670
A.1 Wages
Wages for 2022 for all EDMONDS EMPLOYEE ASSOCIATION, LOCAL 3517 (AFSCME
COUNCIL 2) employees employed by the City on the final date of ratification by both parties,
will be as set forth above and will be retroactive to January 1, 2022. Retroactive wage payments
will be made to each member of the bargaining unit in a separate check. The 2022 wage schedule
is a newly created schedule based on the results of a market study. The new schedule had a five
and a half percent (5.5%) increase applied using the parameters provided for 2023 and 2024
increases.
Employees who are no longer active employees with the Employer at the time of ratification shall
not be paid retroactive pay under this Agreement. Employees who remain active employees with
the Employer shall receive any agreed upon retroactive pay, even if they have taken a position
with the Employer outside the bargaining unit prior to ratification of this Agreement.
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3.1.a
Effective January 1, 2023, the monthly rates of pay for each classification covered by this
Agreement shall be increased by one hundred percent (100%) of the percentage increase in the
Seattle -Tacoma -Bellevue Area Consumer Price Index semi-annual average from June to June of
the previous year, with a minimum increase one percent (1 %) and a maximum increase of five and
one-half percent (5.5%). The Index used shall be the Consumer Price Index for Urban Consumers
(CPI-U), All Items Indexes, Revised Series (1982-84+100) for the Seattle -Tacoma -Bellevue area,
as published by the Bureau of Labor Statistics.
Effective January 1, 2024, the monthly rates of pay for each classification covered by this
Agreement shall be increased by one hundred percent (100%) of the percentage increase in the
Seattle -Tacoma -Bellevue Area Consumer Price Index semi-annual average from June to June of
the previous year, with a minimum increase four and one-half percent (4.5%) and a maximum
increase of five and one-half percent (5.5%). The Index used shall be the Consumer Price Index
for Urban Consumers (CPI-U), All Items Indexes, Revised Series (1982-84+100) for the Seattle -
Tacoma -Bellevue area, as published by the Bureau of Labor Statistics.
A.2 Wage Step Advancement. Step advancement shall be based upon completion of the
applicable length of service and satisfactory performance. If the completion of such period of time
occurs on a date other than the beginning of a semi-monthly pay period, the advancement to the
new pay step shall become effective at the beginning of the next semi-monthly pay period.
The normal probationary period is six (6) months from the employee's date of hire, rehire or
promotion. The Mayor may authorize the department director to extend the probationary period
for up to an additional six (6) months. An extension may be granted due to circumstances such as
an extended illness or a continued need to evaluate an employee. Extensions for represented
employees also require concurrence with the Union.
After successful completion of the six (6) month probationary period, an employee shall receive a
step increase of one step not to exceed the maximum step of the negotiated pay grade table. The
completion of probation establishes the anniversary date used for future performance evaluations
and/or step increases.
The City shall have the right to place an employee in any pay STEP above the minimum set forth
herein, in which event, advancement of said employee to each of the next higher pay STEPS shall
be governed by this section A.2. The six (6) month probationary STEP increase shall apply
regardless of the STEP in which the employee is initially placed.
A.3 Provision of Tools, Clothing and Safety Equipment. Any boots to be worn by
employees shall be purchased by the employees upon their initial hiring. Thereafter, engineer
inspector, engineering technician, engineering aide, senior construction inspector, building
inspector, combination inspector, senior combination building inspector, plans examiner, senior
plans examiner, stormwater technician, and code enforcement officer will receive up to two
hundred dollars ($200.00) per year for replacement of boots if necessary. Thereafter the allowance
will be increased by the Consumer Price Index as calculated in Section A.1 and rounded to the
nearest dollar. The City will provide rubber boots for the aquatics/athletic coordinator. Any
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3.1.a
raingear and/or uniform necessary shall be provided on a department basis and used by employees
as needed.
A.4 Position Classification Schedule
Job Title
Pay Grade
Accountant, Senior
NE-37
Accountant
NE-36
Financial Manager for Public Works & Utilities
NE-36
GIS Analyst, Senior
NE-36
Human Services Program Manager
NE-36
Information Systems Specialist, Senior
NE-36
Combination Building Inspector, Senior
NE-35
Community Strategist -Public Information Officer
NE-35
Construction Inspector, Senior
NE-35
GIS Analyst
NE-35
Information Systems Specialist
NE-35
Plans Examiner, Senior
NE-35
Code Enforcement Officer
NE-34
Engineering Technician III
NE-34
Environmental Education and Sustainability Coordinator
NE-34
Plans Examiner
NE-34
Probation Officer, Senior
NE-34
Building Inspector
NE-33
Combination Building Inspector
NE-33
Executive Assistant - Parks & Rec
NE-33
Executive Assistant - Public Works
NE-33
Probation Officer
NE-33
Recreation Coordinator
NE-33
Stormwater Technician, Senior
NE-33
Web Systems Analyst
NE-33
Comm Services Program Coordinator
NE-33
Engineering Technician II
NE-32
Public Records Officer
NE-32
Stormwater Technician
NE-32
Systems Support Tech
NE-32
Accounting Specialist, Senior
NE-31
Deputy City Clerk
NE-31
Permit Coordinator, Senior (Dev Services)
NE-31
Permit Coordinator, Senior (Engineering)
NE-31
Accounting Specialist - AP/AR
NE-30
Accounting Specialist - Payroll
NE-30
Accounting Specialist - Utility Billing
NE-30
Administrative Assistant, Senior
NE-30
Engineer Technician I
NE-30
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3.1.a
Office Coordinator (WWTP)
NE-30
Public Records Associate
NE-30
Administrative Assistant - Admin Services
NE-29
Administrative Assistant - Dev Services
NE-29
Administrative Assistant - Engineering
NE-29
Administrative Assistant - General
NE-29
Administrative Assistant - Planning
NE-29
Administrative Assistant - Public Works
NE-29
Cultural Arts Program Specialist
NE-29
Lead Court Clerk
NE-29
Permit Coordinator
NE-29
Court Clerk
NE-28
Business License Clerk
NE-27
Program Assistant - Parks & Rec
NE-27
Social Worker
NE-27
Human Services Program Support
NE-25
Senior Office Specialist - Admin Services
NE-25
Senior Office Specialist - Parks
NE-25
Recreation Leader - Day Camp
NE-23
Recreation Leader - Gymnastics
NE-23
Recreation Leader - Interpretive Specialist
NE-23
Recreation Leader - Preschool
NE-23
Preschool Assistant — Meadowdale Preschool
NE-21
Permitting Program Manager
NE-32
*The Permitting Program Manager is currently classified on the non -represented salary schedule.
The City recognizes this position is covered by the union. The City and the Union agree to maintain
this position's non -represented wages (including approved COLAs) until appropriate placement
on the AFSCME wage schedule can be bargained.
Senior Level Positions
The following positions shall progress to "Senior" status after three (3) years of satisfactory
performance at their introductory position:
Senior Accountant
Senior Accounting Specialist
Senior Administrative Assistant
Senior GIS Analyst
Senior Information Systems Specialist
Senior Probation Officer
Senior Stormwater Technician
Senior progressions will be effective retroactive to January 1, 2022, allowing eligible employees
to move ranges immediately upon ratification. Progression to a Senior equivalent shall occur after
3 (three) years of satisfactory performance in the non -sr. role and will be a cost -neutral progression.
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3.1.a
Employee will advance to the next range and shall move back a step. The City may hire an
employee directly into a Senior position upon the City's determination that the employee has
appropriate experience.
A.5 — Longevity Pay
Effective January 1, 2023, and based on total length of service at the City, employees shall receive,
in addition to their monthly rate of pay set forth in Appendix A., monthly Longevity Pay in
accordance with the following:
Seniority
Start of 61 st month (5 years)
Start of 12Is' month (10 years)
Start of 169' month (14 years)
Start of 2171h month (18 years)
Start of 301St month (25 years)
Longevity Pay
1 % of employee's monthly rate of pay
1.5% of employee's monthly rate of pay
2% of employee's monthly rate of pay
2.5% of employee's monthly rate of pay
3% of employee's monthly rate of pay
Longevity pay increases shall be effective upon the beginning of the next semi-monthly pay
period following the date the employee completes the respective number of years.
Eligible employees will continue to receive the formerly established Longevity Pay through
12/31 /2022.
A.6 — Additional Language Premium Pay
Employees in a bargaining unit position who possess, and are required by the City to use, approved
additional language skills shall receive the following Additional Language Premium Pay if the
employee is required to provide interpretation services at least once per day for at least Seventy -
Five Percent (75%) of their total annual workdays:
Court employees: $200/month paid in $100 increments each pay period
All other employees: $100/month paid in $50 increments each pay period
The employee's department head will provide Human Resources with confirmation that the
employee meets these requirements at the time this Agreement is executed. To be eligible for
Additional Language Premium Pay, the employee must pass a language proficiency test
coordinated by the City to demonstrate their ability to speak, understand, and clearly communicate
in the additional language at the level needed for either general or legal interpretation services.
Target languages include Spanish, Asian and Pacific Island languages, other Indo-European
languages, and other languages as approved by the employee's department director.
Eligible employees will be allowed to receive the Additional Language Premium as stated above
retroactive to January 1, 2022.
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Packet Pg. 32
Docusign Envelope ID: 24FC65CB-1D80-454C-9A53-3D3F5CO7DOFB
3.1.b
MEMORANDUM OF UNDERSTANDING
Amended to the
AGREEMENT
by and between
CITY OF EDMONDS, WASHINGTON and EDMONDS EMPLOYEE ASSOCIATION
January 1, 2022 through December 31, 2024
THIS MEMORANDUM OF UNDERSTANDING ("MOU") is supplemental to the AGREEMENT by and
between the CITY OF EDMONDS, WASHINGTON (hereinafter the "City") and the EDMONDS EMPLOYEE
ASSOCIATION, LOCAL 3517 (AFSCME COUNCIL 2) (hereinafter "Union") (collectively, the "Parties").
WHEREAS, the Parties ratified a Collective Bargaining Agreement (hereinafter "CBA") effective
January 1, 2022 through December 31, 2024; and
WHEREAS, the City and the Union mutually agree that it is in the best interests of both to extend
the CBA through June 30, 2026; and
WHEREAS, the City and the Union mutually agree to open the CBA to provide for an increase in
wages for the time period of this extension, but only for the topic of wages; and
NOW THEREFORE, the Parties enter into this MOU to memorialize the following agreement
1. The Parties' CBA, the expiration date of which is currently December 31, 2024, is hereby extended
through June 30, 2026.
2. Beginning January 1, 2025, the wages provided for in the CBA for 2024 will be increased by three
percent (3%). Beginning January 1, 2026, the wages provided for 2025 will be increased by one
hundred percent (100%) of the CPI-U for Seattle/Tacoma/Bellevue, with a floor of two percent
(2%) and a cap of three percent (3%).
3. This MOU is intended to clarify the intent of the Parties with regard to the above referenced
matters and does not set a precedent with regard to any other matter. The Parties' CBA shall
remain in full force and effect, amended as set forth herein, but only as set forth herein.
EDMONDS EMPLOYEE ASSOCIATION, CITY OF EDMONDS
LOCAL 3517 (AFSCME COUNCIL 2)
oc'u'siigne'd byy..A'1^ , ',
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E�84FBFFe9�F1E
Michael Rainey, EEA Representative Mike Rosen, Mayor
10/9/2024
Date
Date
Packet Pg. 33
4.1
City Council Agenda Item
Meeting Date: 10/15/2024
2025-2026 Budget Presentation
Staff Lead: Kim Dunscombe
Department: Administrative Services
Preparer: Kimberly Dunscombe
Background/History
The 2025-2026 operating budget will be presented to the City Council by departmental components.
These presentations will occur over several Council meetings through the month of October. Most
departmental presentations are scheduled for 15 minutes and it is requested of Council to hold their
questions of staff for either scheduled budget deliberations or through the City Council's Budget Query
system.
The presentations will provide information within the following areas:
1. Programs and Services Overview
2. 2025 Budget Highlights
3. Impacts of Budget Cuts
The second set of presentations start during the October 15, 2024 Special Council meeting and includes
Community Services and Economic Development (15 minutes), Police Department (15 minutes) and
Human Resources (15 minutes) Departments. The related presentations are attached to this agenda
item.
Staff Recommendation
Presentation only
Narrative
Attachments:
2025 CCED Budget Presentation 20241015
Human Resources 2025 Department Budget Presentations (002)
2025 Police Department Budget Presentations - Final
Packet Pg. 34
4.1.a
CITY OF EDMONDS
H I NGTON
The 2025 Budget
Community I Culture I Economic Development
October 15, 2024
Todd Tatum
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4.1.a
CITY OF EDMONDS
H I NGTON
I. Role of the department
II. 2025 budget highlights
III. What's new
IV. Budget cut impacts
Packet Pg. 36
4.1.a
CITY OF
-WA
EDMONDS
SHINGTON
The role of the Community, Culture and
Economic Development Department
Packet Pg. 37
4.1.a
CCED — Who we are
Administrative
Assistant
(PT)
I
Community Services
Program Coordinator
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& Economic
Development c
Todd Tatum `='
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Arts & Cultural
Services Program
Manager
Cultural Arts
Program Specialist
Communications
Strategist/Public
Information Officer
Diversity Commission
Coordinator
(PT)
*Red border indicates position
unfunded for all, or a portion of
this, budget period
Packet Pg. 38
4.1.a
Who we are
City Council, $464,297
Police, $19,727,474
Municipal Court,
$1,898,81
I
Non -Departmental,
$16,617,843
Adminis
$_,
Community Services &
Economic Dev.,
_$1,028,747
City Attorney,
Planning&
Devel opment,
$3,645,093
/Human Resources,
$931,164
Parks, Recreation and
Human Services,
$5,145,187
Public Works
Administration,
$907,010
Oac-ilities Maintenance,
$2,638,611
Human Services
Program, 171,386
j neeri ng, $3,719,199
Ma yor's Offi ce,
:i ty Ha 11, $482,935
Packet Pg. 39
CCED — What we do
• Economic Development
o Business attraction and retention
o Real estate development and redevelopment
o Tourism marketing and destination development
• Creative District
• Culture and Arts
• Community events
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Packet Pg. 40
4.1.a
CCED — What we do
• Boards and Commissions
o EDC
o DEIA
o EAC
o Ed!
• Communications and Community Engagement
• State and Federal Lobbying &Intergovernmental Coordination
• Citywide Special Projects
• Neighborhood City Hall
Packet Pg. 41
4.1.a
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4.1.a
Highlights
The department is bridging the budget gap by:
• Holding positions open through most of 2025: 25% reduction in
staff
• Increasing marketing funds from LTAC ending balance and
reducing GF use in 2025*
• Eliminating the Neighborhood City Hall office
• Reducing contracted support: Prof Services 2023-25 = $354k--o.
183k
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Packet Pg. 43
4.1.a
Highlights
While•
• Focusing on the future:
• Real estate development and redevelopment
• Supporting our business organizations
• Engaging in non -transactional communications
• Building and maturing partnerships
• Improving our funding acumen
• Maintaining the existence of other critical programs at reduced
service levels
• Absorbing the impacts of open positions
Packet Pg. 44
4.1.a
' CITY OF EDMONDS
WASH I N GTO N
WHAT'S NEW
Packet Pg. 45
4.1.a
Changes from previous years
• Closing of the Neighborhood City Hall Office
o Lease goes through March 2025
o Position is unfunded
• Arts and Culture Program Manager retirement
o Position is funded for 4 months of 2025 (Options)
• Grant writing and lobbying
• Diversity Commission Coordinator role unfunded
• ED Professional services reduced by ^'$47,000 and replaced by LTAC fund
balance for tourism marketing purposes in 2025*
• Reduction in communications budget
• Community survey included in 2026 budget
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4.1.a
Staff recommended changes
This budget season has been fast and eventful. There are a few
adjustments we'd like to make to the draft budget
• Arts and Cultural Services PM has no salary associated with it in
2026. Normal salary should be reflected instead.
• Use of JAC funds to bring the gap in
2025 were
meant to
be one-
time. Economic Professional Services
should be
increased
and Fund
120 should be decreased by $47,000 in 2026 to reflect this.
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4.1.a
' CITY OF EDMONDS
WASH I N GTO N
BUDGET CUT IMPACTS
Packet Pg. 48
4.1.a
Impacts - negative
• Reduction in contact with those in need along Highway 99
• Reduction in LTAC fund balance
• Absorption of board and commission leadership and
administrative work
• Absorption of programmatic work
• Reduction inflexibility —Community Services budget often
absorbed non -departmental project costs
• Reduced service levels across the board
• Reduced ability to push communications out
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Impacts - positive
• Investigation of future fund sources
• Creation of options to improve new grant funding
• Ongoing survey on resident priorities
• Public art projects on the ground
• Maintaining marketing in a time of sales tax revenue need
pF EDA, t1
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Packet Pg. 50
4.1.a
' CITY OF EDMONDS
WASH I N GTO N
THANK YOU
Packet Pg. 51
4.1.b
�J CITY OF
WA
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EDMONDS
SHINGT0N
The 2025 Budget
Human Resources
October 15,
Jessica Neill
2024
Hoyson, HR Director
Packet Pg. 52
4.1.b
�J CITY OF EDMONDS
WA5 H I N GTO N
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I. Role of the department
II. 2025 budget highlights
III. What's new
IV. Budget cut impacts
Packet Pg. 53
4.1.b
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Aligning organizational goals and employee needs-.-JC�
Human Resources plays a vital role in managing the City's workforce and ensuring that the organizational goals—j
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align with the employee needs. HR executes this role through the following key functions: = e
• Management of the employee life cycle
• Classification & Compensation
• Labor Relations
• Employee Relations & Investigations
• Safety/Worker's compensation
• Leave/Accommodations
• Employee Engagement
• Legislation, compliance, & records
• Diversity, Equity & Inclusion initiatives
• Administration
• Payroll Support
• Boards/Commissions/Civil Service
• Risk Management
Packet Pg. 55
4.1.b
�J CITY OF EDMONDS
WA5 H I N GTO N
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2025 BUDGET HIGHLIGHTS
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HR as a central service
Human Resources is a central service whose role is predominantly to provide internal support to the
organization.
Majority of HR budget costs come from the salaries and benefits for HR staff.
Other key cost areas include professional services for items such background checks and investigations of
employee issues.
Additional cost areas include fees for participation in the AWC Retro Program (workplace injury) and the Neogov
platform (recruiting & onboarding).
Packet Pg. 57
4.1.b
�J CITY OF EDMONDS
WA5 H I N GTO N
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WHAT'S NEW
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HR Department Changes
In late 2023 the decision was made to remove the Safety & Disaster Coordinator Position from the HR I
department. Safety work was absorbed by the remaining HR staff and Emergency Management was transferred
to the Police Department and consultants were retained to assist with the development of the CEMP.
Additionally, in 2023, the HR Department added an HR Manager and an HR Assistant. These additional
positions moved the HR department staffing closer to the appropriate ratio of HR staff to employees. By 2024,
these employees had received enough training and experience to have a significant impact on department
functions. These additions allowed the HR Department to being work on projects that had been on hold and to
proactively address Labor, employee, and management issues.
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4.1.b
�J CITY OF EDMONDS
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Proposed budget cuts
Human Resources was asked to reduce it's budget by 19.7%, which equates to $228,366.
The majority of HR costs is in HR salaries & benefits.
The following cuts are proposed to meet the requested budget reduction:
• Unfund the .6 FTE HR Analyst
• Reduce the HR Assistant from 1 FTE to .95 FTE
• Furlough all staff for 12 days
• Director will take an additional 2 furlough days
• Eliminate funding for employee appreciation picnic
• Eliminate funding for compensation consultant to assist salary commission
• Eliminate funding for recruiting services (these are used for Appointive positions)
• Eliminate funding for city-wide employee training (CPR, Anti-Harassment/Discrimination)
• Eliminate funding for consultant support for employee relations issues
• Eliminate budget for Police Department Assessment Centers for promotions
• Reduce budget for investigations by $5,000 ($5,000 remaining in budget)
• Reduce budget for consultants for labor relations issues by $2,000 ($1,000 remaining in budget)
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4.1.b
Impacts of budget cuts
If all proposed reductions are approved this is a total loss of approximately 1,856 worker hours for the HR Department. This will have a significant impact on
service delivery. With the approval of 2 additional positions beginning in 2023, the department was able to begin projects that have been on hold due to lack of
staffing. In addition, the department was able to decrease response time to requests, delegate out functions to individuals rather than having all staff work on all
things, and pro -actively work with departments on HR issue.
HR projects will need to be put on hold or completed in a longer time -frame
o Full policy manual update
o Supervisor Training Program
o Supervisor handbook
o Employee Handbook
o Revamping of onboarding to include more in -person meetings and less online process
o DEI initiatives such as establishing the employee committee for City-wide DEI
o City-wide compensation analysis
o Review of "hourly" position classifications and compensation
o Joint project with Finance to revamp city payroll process
o Research, creation, and implementation of a new employee performance management process
These are the main department programs for the HR Analyst which will be impacted by unfunding the HR Analyst position
o Employee Life Cycle
o Payroll Support
o Boards & Commissions
o Employee Engagement
o Classification & Compensation
o Legislation Compliance/Records
o Labor Relations
o Administration
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The ability of HR staff to respond to requests will be impacted. It is anticipated that longer response times will occur. w
The ability of HR staff to proactively address issues will be impacted a
Reduce staff causing increased workloads will limit ability to cross -train in order to provide backup when a team member is absent and limit time for process
improvement
Packet Pg. 62
4.1.b
Staff reduction impacts compounded by professional
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services budget reductions o
It should be noted that HR will be dealing with a combination of reduction of staff hours along with a reduction of professional services
budget. The reduction of professional services budget will require work to be done in-house which may have been done by
consultants. And example of this is the support for the Salary Commission. The data collection, analysis, and support to the
commission will have to be done in-house. Additionally, the cuts to the investigations budget will result in potential delays to
complaints while it is determined if there are funds needed for the investigation and if not, to go to council for those funds.
Packet Pg. 63
4.1.b
�J CITY OF EDMONDS
WA5 H I N GTO N
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THANK YOU
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4.1.c
�J CITY OF EDMONDS
WA5 H I N GTO N
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The 2025 Budget
POLICE
10/15/2024
Chief Michelle
Bennett
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4.1.c
J CITY OF EDMONDS
WA5 H I N GTO N
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1. Role of the department
II. Budget Highlights & Reduction Efforts
III. Budget cut impacts
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4.1.c
�J CITY OF EDMONDS
WA5 H I N GTO N
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ROLE OF THE POLICE DEPARTMENT
• Provide public safety to City of Edmonds under
local ordinance.
• Enforce and uphold laws according to RCW, WAC
and local ordinances.
• To train officers and provide equipment in
accordance with RCW.
Packet Pg. 68
4.1.c
�J CITY OF EDMONDS
WA5 H I N GTO N
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Council Priorities
• Safety
• Environment
• Investment
• Livability
• Economic Resiliency
Community Survey
• Housing affordability and
Crime/Public Safety were the top two
'open-ended priorities' for the city of
Edmonds government over the next
two years.
• Open to all Priorities: Budget, Growth
Management, Safety and the
Environment were in the top four
priorities in the `open to all' survey
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4.1.c
CITY OF EDMONDS
WA T H ING TON
Budget Highlights & Reduction Efforts
racKet 1- 70
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2025 and 2026 Proposed Budget
S C Range
S Change
5 C Kan ge
2023
2024
2024
2025
2026
25 Budget
2S Budget
26 Budget
Description
Actuals
I Judi pt
Estbnate
Budget
Budget
24 Estimate
24 Budget
25 Budget
Salaries
9.049.119
10,179,501
10,100.949
10,257,792
10,765.446
1S6,834
78,281
50 7,6 64
Overtime
"0.630
612,290
889,694
1.041,500
1,042.SW
151.906
429,220
1.000
Holiday buyback
137.137
294.001
431.087
372,950
387.420
(53.137)
79.949
14,470
Benefits
3.072.390
3,693,674
3,303,446
3.498,166
3,711,769
1305.290)
(19S,S08)
213.603
Uniforms
124.474
106.226
68,150
75,300
7S,300
7,150
(30.926)
Supplies
88.911
151,985
106.146
102,000
102.000
14.146)
(49.935)
Fuel Consumed
-
-
-
N/A
N/A
N/A
Small Equipment
159.828
124,441
90,429
51,200
51,200
(39.229)
(73,241)
Professional Services
264.721
160.236
169.375
2.017,000
2,137.000
1,848,62S
1,8S6,764
120,000
Communications
74,787
39,000
53.198
S00
S00
(S2,698)
(38.5001
Travel
72,994
21,992
20.649
50,000
S0,000
29,352
29,019
Rental/tease
93,%6
131,030
129,606
122,910
122.910
16,696)
13,120)
Interfund Rental
1.202.370
1,592,828
1,S92,828
1,4S2,166
1,4S2,166
1140,662)
1140.662)
Repair/Maintenance
79.389
16,180
16,510
6,S00
7,000
(10,010)
19,690)
S00
MAscellaneous
272,008
SS,176
S3,4S3
79,500
79,000
26,047
24,324
(5001
Equipment
306.149
-
-
-
N/A
N/A
N/A
Lease Payment
9,895
300.000
234,224
600,000
624,000
36S,776
300,000
24,000
Interest Payment
131
N/A
N/A
N/A
1S,047,888
17,478,540
17.758,742
19.727,474
20,608.211
1,968,732
2,249.934
980.737
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Packet Pg. 71
Avenues of Revenue
2024
• FLOCK
• Alternative Response Team Grant
• Wellness Grant
• Woodway Contract
• WA State Traffic Grant
• School Zone Cameras
• CJTC
• School District
• Chamber Sponsored City Events
• Rotary Sponsored City Events
2025
• Alternative Response Team Grant
• Woodway Contract
• WA State Traffic Grant
• Red Light Cameras �
• School Zone Cameras
• CJTC
• School District
• Chamber Sponsored City Events
• Rotary Sponsored City Events
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2025 and 2026 Proposed Budget Explanations
• 911 Dispatch contract and SnoCounty Jail contract have been
historically housed under budget 39 (non -departmental). They are
now under the PD's budget. Approximately 1.5 million total.
• All line items relating to training (travel and continuing education)
have been reduced to only include mandatory trainings.
• Uniform budget has been reduced to only covering what is required
by CBA.
• Professional Services budgets have been analyzed to only include
payments for essential services. Contracts were cancelled or reduced
where possible.
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�J CITY OF EDMONDS
WA5 H I N GTO N
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Reductions
Selling three vehicles and two motorcycles
Renegotiating Axon Contract to minimize costs.
Proposing sending another Officer to CJTC as an academy instructor
Holding 13 commissioned officer vacancies
Holding one Animal Control officer vacancy
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Edmonds Police Department
Asantart Poke Crier
Feld Services
Comrrvnder
(1 RE)
Day She NOM Shill soft
Seroearas Sergeeree Operab—
(2 FTEI (2 FTE) Serveart
(t FTEI
ral Corpora(
i2 ) 92 FTE) Traffic Oioers
(4 FTEI
P.b 011bsw Patrol ONGM *#A" Gambol
114 FTEI nor FTE) Oda
(2 "El
Kp Officer KD Olrcar
(2 FTE) (2 FTE)
CiO11011� PMe01mw a
U..O COnwrAnsion Pwsonne
Crvskan Personnel 1916
2025 Budget Impact
Chet Of Puke
Eaeeaise
Assabr+t II
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Admrmstratve E.ecutae
Asontsrs Apwtar/ I
1 75 FTE) (t FTEI
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(1 FTE)
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Asswbras
(e FTE )
Pr0"to OHcer
(1 FTE)
_ DY Coadnator
I 1 FTE I
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-1 FTE .. -E)
Impacted positions noted in red
Ossaotsie
S«pwe
(1 FTE)
GeV
Datadrw
Dolecoves
(e FTE)
Cane A moo
(1 FTE)
Assistant ponce CAe1
Support Sen ices
T.annp Corporal
11 cTEi
Trannp Officer
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4.1.c
�J CITY OF
WA
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EDMONDS
SHINGT0N
Position Cut
Parking Enforcement
*Public Disclosure Specialist
*Community Engagement
`Subject to CBA implications
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Parking
Enforcement
v
• The full time Parking Enforcement position has had
a positive impact on the community and has
allowed the Animal Control/Code Enforcement
Officer (ACO), as well as Patrol Officers focus on
tasks specific to their primary duties. This is
especially impactful due to the recent loss of one
ACO position, and other pending cuts as we
restructure the budget.
• Officer Kaur has issued parking infractions with a
value of at least $102,000 in revenue in less than a
year with the department, including $9,000 in ADA
violations.
• This position has proven to bring high value with the
possibilities of more growth and revenue generation
as technology improves efficiency in the future.
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Parking Enforcement Service Impacts
• Current, consistent and
could go unanswered.
ongoing constituent complaints about parking
• Parking complaints could increase due to lack of enforcement,
including current high complaint locations like Sunset Ave.,
downtown and Marina Beach Park
• Parking and safety violations will increase without any consequ
in City events will have less assistance to mitigate parking concerrIJ
• Limited enforcement of time zones creating impacts on business and
customers
• Limited consistent ADA/Fire Code violation enforcement
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Packet Pg. 80
ic��
Public Disclosure
Specialist
• Since hiring our second Public Disclosure
Specialist, 857 requests have been
processed by her alone. Roughly 48
requests per month. Time per request
ranges from 15 mins to 70+ hours.
• As a unit over the last four years:
• 2020- 1071
• 2021- 958
• 2022-1123
• 2023-1128
• 2024- 919 so far, puts us on track for almost
1200 by end of year.
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Public Disclosure Specialist Service Impacts
• Increased Liability
• Of the 538 Washington State agencies that reported to JLARC, there were
95 court claims in 2022 alleging Public Records Act violations. This
resulted in $7.7 million in litigation costs.
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• Additional litigation costs: Attorney fees for the agency's attorneys, other agency
representation costs (e.g. costs associated with production of documents or purchasing deposition
transcripts), settlement amounts., total penalties, attorney fees for the requester's attorney, Costs
for the requester's litigation.
• Additional complaints due to time delays on returning requests
• No coverage for vacations, holidays, and sick leave, which could cause
missed deadlines
• No internal review/double check of work, forcing department to send
additional items to legal meaning an increase in legal costs oF^E
Packet Pg. 82
Community E
Coordinator
ngagement
EPD Strategic Plan Goal 2: Expand partnerships
with the community to strengthen public safety.
• Establish Community
Sector Partnerships
• Establish Specialty Teams
• Integrate the Community
Service Officer with
specialty teams and
outreach initiatives
• Develop and enhance
local, state and federal
partnerships
000
4.1.c
rr? Packet Pg. 83
YT
Community Engagement Coordinator
Service Impacts
Crime Prevention Programs
• Community Police Academy
• Neighborhood Watch
• National Night Out
• CPTED evaluations
• Safe Place Program
Community Engagement/Collaboration
• Volunteer Program
• Explorer Program
• Social Media communication: crime prevention tips, department highlights, community concerns, event announcements
• Edmonds Disaster Committee
Critical relationships
• Edmonds Food Bank
• Edmonds School District
• Edmonds Waterfront Center
• nonprofit organizations,
• local businesses
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4.1.c
Thank You
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4.2
City Council Agenda Item
Meeting Date: 10/15/2024
2025 COLA for non -represented employees
Staff Lead: Jessica Neill Hoyson
Department: Human Resources
Preparer: Jessica Neill Neill Hoyson
Background/History
Per City policy, the Mayor will recommend the adjustment of the salary schedule for non -represented
employees to the City Council for approval as part of the budget process.
Staff Recommendation
Recommend the following be approved:
3% COLA for 2025 for non -represented employees
Narrative
Please see attached PowerPoint which will be presented by HR at the Council meeting.
Attachments:
Proposed 2025 Wage Adjustment Presentation
Packet Pg. 86
Proposed 202
Wage Adjust
Non -Represented Employees
Personnel Policies - Chapter 5
Compensation
Annual Salary Adjustments
Personnel Policy 5.10 NON -REPRESENTED EMPLOYEES' ANNUAL SALARY
ADJUSTMENTS
The Mayor will recommend the adjustment of the salary schedule for non -
represented employees to the City Council for approval as part of the budget
process.
2025 Wage Adjustments for Represented
Groups
Currently the AFSCME , Teamsters, and EPOA Law Support collective
bargaining agreements are in process of being settled for 2025. All three
bargaining units are currently voting on a contract extension that would
provide the following for 2025.
AFSCME 3%
Teamsters 3%
Law Support 3%
The EPOA Commissioned and the Teamsters Commanders' contracts are
settled for 2025, both at 3.8%. Both of these represented group have binding
arbitration, taking these groups' wage adjustments into consideration for the
non -represented employees would not be an appropriate comparator.
Other Data points
Using "comparator" organizations is often the standard in establishing
compensation and has been used by Edmonds for both represented and non -
represented employees
Using the Consumer Price Index for Urban wage earners in the
Seattle/Tacoma/Bellevue area is also used as a data point to establish
compensation levels.
Mi l lb
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City
Bothell
Shoreline
SeaTac
Olympia
Lacey
Issaquah
Puyallup
Burien
Lynwood
Mukilteo
COLA
3.6%
3.83%
3.6%
3.8%
TBD
3.8%
4.2%
3.6%
3.24%
TBD
al 901 1919I ZIG ■ 1 is
Packet Pg. 91
Using the CP1-U to determine wage
adjustment
In order to determine the cost of inflation from one year to the next the year
a period is established be setting a base month between two years. The June
to June period is the most commonly used.
The 2024 CPI-U, which is used as a data point for the 2025 wages, was 3.8%
Washington State Minimum Wage
Increase for 2025.
Washington State minimum wage will increase to $16.66 per hour in 2025
State law requires an automatic annual inflation adjustment based on the
Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W)
for the August to August period.
What was proposed in the preliminary
budget
The preliminary budget included a proposal of a 3.8% wage adjustment for
non -represented employees
2025 COLA Recommendation
Based on the wage adjustments being provided to represented groups which is
3% and;
The CPI-U for 2024 June to June being 3.8%
It is recommended that the non -rep employees receive a 3% wage adjustment
for 2025
Recommendation Budget Impact
Current proposed COLA in the 2025 budget is for a 3.8% wage adjustment.
The recommended wage adjustment of 3% would have the following budget
impact:
Reduce the proposed budget by approximately $75,000
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4.3
City Council Agenda Item
Meeting Date: 10/15/2024
Comprehensive Plan Draft Elements
Staff Lead: Shane Hope
Department: Planning & Development
Preparer: Navyusha Pentakota
Background/History
Under the Growth Management Act (GMA) in Washington State, cities are required to update their
comprehensive plans. The due date for Edmonds is December 31, 2024. Comprehensive plans under the
GMA look ahead for a 20-year period and provide direction to guide local government decisions and to
help the community know more about long-term issues. Ultimately, local governments must take actions
(such as for capital investments and development regulations) that are consistent with and implement
their comprehensive plans.
The GMA mandates that comprehensive plans include certain essential elements, while also allowing
cities and counties to incorporate additional optional elements. Edmonds' current Comprehensive Plan
(2020) includes the following elements: Community Sustainability; Land Use; Housing; Economic
Development; Community Culture and Urban Design; Utilities; Capital Facilities; and Transportation.
After two years of effort, the updated Edmonds Draft Comprehensive Plan was issued on October 3rd.
Before that time, substantive discussions with the City Council and Planning Board primarily focused on
early drafts of the Land Use and Housing elements. Aspects of the draft Transportation element were
also previously reviewed. However, several draft elements have not previously been reviewed by the
City Council. These include the following three draft elements that will be discussed on October 15:
1. Culture, History, and Urban Design
2. Capital Facilities
3. Utilities.
Each draft element contains: (a) Background information; (b) Goals and Policies; and (c) Potential Action
Items. The goals and policies are probably the most important to consider. They provide somewhat
broad language to articulate a direction for deciding more detailed policies, plans, strategies, capital
investments, programs, action steps, and funding over the next 20 years.
NOTE: The "Potential Action Items" represent a range of things that have been suggested for the City to
do as part of implementing an updated Comprehensive Plan. Given the short time frame, city staff have
not yet fully "scrubbed" this list nor recommended the highest priorities among the items. However,
because the list is identified as "potential" only, some or all of the items could remain in the final Plan
without an automatic commitment to carry them all out. (Thus, decisions about specific items could
come before adoption of the updated Comprehensive Plan and/or at a later stage.)
At its October 9 public meeting, the Planning Board discussed the same three elements that are being
considered now by the City Council. Results of that discussion will be shared with the Council at its
October 15 meeting. The October 15 meeting will include a presentation on the draft elements, along
with information from the Planning Board's discussion. Immediately after the presentation, the City
Packet Pg. 98
4.3
Council may discuss the draft elements and give initial feedback.
Later, after more input on these and all the elements --including input from the public, a revised draft
Comprehensive Plan will be brought back to the City Council for further consideration.
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 City Council to gather their input.
Narrative
Attached are three draft elements that have not yet been reviewed by the City Council. Each of these
are described briefly below. The intent for the October 15 meeting is to provide a public opportunity for
the City Council to discuss these drafts elements and provide input that can help guide revisions that will
be incorporated into a final Plan for Council consideration in December.
Capital Facilities Element
A Capital Facilities element is mandatory for comprehensive plans under the Growth Management Act
(GMA). Identifying current and future capital facility needs and funding strategies is essential part of this
The draft element being provided to Council now does not yet include the long-term Capital Facilities
Plan (CFP) or a a six -year Capital Improvement Plan (CIP). However, those components are being
considered separately by the City Council. Once finalized, they will be included in the Capital Facilities
Element of the Comprehensive Plan that the City CouncilThe 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.
Utilities Element
A Utilities element is mandatory for comprehensive plans under the GMA. The element is to outline the
location, proposed capacity, and needs for services such as water, sewer, and energy. It is also to
identify public entities that manage utility systems within the city and consider those entities' capacity
and plans. Edmonds has existing functional comprehensive plans for water, sewer, and stormwater
management: these will later be revised based on the updated Comprehensive Plan and other
information.
Culture, History, and Urban Design Element
This element is optional under the GMA. Regardless, a similar element is already in the Comprehensive
Plan: the Community Culture and Urban Design Element. The "historic preservation" component is
addressed in Edmonds' existing Comprehensive Plan under the Land Use Element. The proposed
combined element has a section on culture , which relates to the City's creative district and support for
arts and culture in general. It also has a heritage or history section, which recognizes the area's
importance to native peoples and archeological values but primarily focuses on more recent history and
historic preservation of key sites and buildings. The element's urban design provides guiding policies for
urban design that enhances both aesthetics and functionality.
Next Steps
For the upcoming meeting, staff recommends discussing the elements in the following order: Capital
Facilities; Utilities; and Culture/History/Urban Design. Because these elements are still working drafts,
seeks to have input (but not a final decision) that will guide the development of a final Comprehensive
Plan for consideration in December.
Attachments:
06_Culture History Urban Design
Packet Pg. 99
4.3
07_Capital Facilities
08 Utilities
Packet Pg. 100
I
I
CULTURE,
HISTORY &
EVE Packet Pg. 101
4.3.a
110 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 102
4.3.a
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 Packet Pg. 103
4.3.a
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. 104
4.3.a
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.
EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 105
4.3.a
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
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.
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On a statewide level, the Washington State Department of Archaeology and Historic Preservation helps m
identify and preserve cultural resources and historic properties. This includes using the Washington c
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Statewide Archaeological Predictive Model (WSAPM) by analyzing sites based on a selection of
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environmental variables —such as slope aspect and percentage, elevation, distance to water, geology, as
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soils, and landforms—to help determine areas that may have a high probability of containing previously r
unknown archaeological materials. U.
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Goal CD-4.Continue to identify, celebrate, preserve, and maintain the cultural
resources and historic sites that reflect Edmonds' heritage. E
Policy CD-4.1 Support programs for the preservation of the city's historic architectural, archeological, Q
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. 106
4.3.a
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
review processes, with the intent to enable more predictability and timeliness.
Place -making
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
space and the barriers and opportunities that that will influence their choices.
Over the past decade, Edmonds has strategically planned for future development in Activity Centers.
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.
The figure 6.4 illustrates this concept, showing various factors related to the three critical human
needs.
EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 107
4.3.a
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.
116 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 108
4.3.a
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. 109
4.3.a
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 r
data on items such as: a
• The scale and urban characteristics of the space E
• How many people are there, and for how long W
• Who is there, by gender, age, etc. L
• What activities are people engaging in o
• Mapping of existing public spaces, transportation networks and community amenities including art
installations. a
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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
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opportunities, gaps and areas for improvement. integrating artistic expression and cultural activities E
to enrich the community's distinct character and enhance quality of life. c0
Update and develop policy to implement the goals as defined in the Community Cultural plan with a =
focus on strategies of the `Creative Arts' to enrich Edmonds' physical environment, including public'
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Strategize distribution of restricted funds collected for the acquisition, installation ad maintenance of M
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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 o
access to cultural resources and opportunities for artistic expression.
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118 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 110
1
Guiding Principle:
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"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"
4.3.b
120 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 112
4.3.b
Introduction
The Capital Facilities element of the Comprehensive Plan is a critical component that addresses the
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planning, development, and management of the essential facilities and infrastructure required to
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support existing residents, businesses and visitors and future growth for the next 20 years as outlined
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in the Land Use Element. This element encompasses a wide range of facilities owned, operated
and maintained by the City, including facilities for police and fire, parks and recreation, library, City
office spaces, arts and cultural venues, and maintenance shops and yards. While City -operated utility
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facilities also fall under capital facilities, they are primarily funded by rate revenues and are detailed in
the Utilities element of this Plan.
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Capital facilities are fundamental to maintaining the high quality of life that residents of Edmonds enjoy.
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They provide the necessary services and amenities that support daily living, enhance community well-
being, promote economic development and protect the natural environment. Effective planning and
investment in these facilities ensure that the city can meet current demands while anticipating future
needs.
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In addition to City -operated facilities, this element also considers the infrastructure and services
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provided by other public entities, including schools and transit services. These facilities play a crucial
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role in serving the Edmonds community and are integral to the city's overall infrastructure network.
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The Capital Facilities element aims to ensure that capital facilities are developed and managed in a
way that is efficient, sustainable, and aligned with the community's vision for the future. By doing so, it
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supports the broader goals of the Comprehensive Plan, fostering a well-equipped, resilient, and vibrant
city for all residents and visitors. a
EVERYONE'S EDMONDS: CAP Packet Pg. 113
4.3.b
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.
122 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 114
4.3.b
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
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EVERYONE'S EDMONDS: CAPI Packet Pg. 115
4.3.b
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
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The objective is to identify capital facility needs and funding mechanisms to finance the construction,
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reconstruction, and acquisition of assets required due to population growth, aging infrastructure,
evolving needs, or Edmonds' commitment to enhancing the city's capital investments.
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The city may use many revenue sources to fund the capital investment projects identified in the plan.
These include but are not limited to:
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1. General Capital Revenues: Revenues under the category of general capital revenues are the
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revenues required by law to be used for capital projects. The general capital revenues in Edmonds
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consist of REET 1 and REET 2 and are used for both public works and park capital projects.
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2. Dedicated Capital Revenues: Dedicated revenues are required to be used for certain types of
capital spending, outlined by the law. The dedicated capital revenue source in Edmonds include r
impact fees and SEPA mitigation fees, dedicated property tax revenues, street funds, bonds, and a
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. 116
4.3.b
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
EVERYONE'S EDMONDS: CAPI Packet Pg. 117
4.3.b
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. 118
4.3.b
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
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transparency. This balanced approach ensures that Edmonds remains financially prudent while fulfilling
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its commitment to provide essential and accessible services that enhance quality of life for all residents
and support tourism.
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Goal CF-2. Develop and expand capital facilities to effectively meet the needs of a
growing city.
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Policy CF2.1 Identify opportunities to improve public facilities serving existing development, based
on adopted LOS guidelines and other relevant considerations. Prioritize addressing existing
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deficiencies where vulnerable and underserved communities are located.
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Policy CF2.2 Prioritize funding and the preservation of existing capital facilities to ensure their
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continued reliability, safety, and efficiency.
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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. v
Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on urgency, impact, and of
alignment with the city's strategic goals. Periodically review the criteria and resources to help
address these needs.
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Policy CF2.5 Seek to provide community facilities and services that are appropriate for the size and
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composition of the population they serve. a
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.
EVERYONE'S EDMONDS: CAP Packet Pg. 119
4.3.b
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.
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128 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 120
4.3.b
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
government services to neighboring jurisdictions.
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Policy CF5.2 Explore opportunities to utilize existing infrastructure by offering paid services to E
neighboring jurisdictions, such as fleet maintenance, to generate additional funds for facility w
upgrades.
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Policy CF5.3 Foster a productive and supportive relationship with Edmonds School District to facilitate
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. _
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Policy CF5.4 Emphasize continued cooperation through interlocal agreements with neighboring fireCL
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districts and law enforcement agencies of adjacent jurisdictions as well as other public safety E
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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.
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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
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. 122
�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 "
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132 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 124
4.3.c
Introduction
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.
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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
Water
Olympic View Water Sewer District
2016 District Water System Plan, 2023 Watershed
Protection Plan
Sewer
City of Edmonds Sewer Utility
2013 Comprehensive Sanitary Sewer Plan
• Olympic View Water Sewer District
2007 Sewer Comprehensive Plan and amendments
Storm
City of Edmonds Storm Utility
2010 Storm & Surface Water Management Comprehensive
Plan
Snohomish County Public Utility
2021 Integrated Resource Plan (2022-2045 Study Period),
Electricity
District (PUD)
2023 Integrated Resource Plan (IRP) Update, 2023-2027
Strategic Plan
Natural Gas
Puget Sound Energy (PSE)
2023 Gas Utility Integrated Resource Plan, Clean Energy
Action Plan, and Clean Energy Implementation Plan
Solid Waste and
Waste Management Inc., Republic
Snohomish County Comprehensive Solid and Hazardous
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)
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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
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January 2013
Figure 8.1 Service area extents for City of Edmonds Water Utility and
Olympic View Water Sewer District. Source: City of Edmonds
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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
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).
Water System Goals and Policies
Goals, policies, and design criteria for operating the water system are developed as part of the City's
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.
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4.3.c
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)
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January 2013
Figure 8.3 Service area extents for City of Edmonds Sewer Utility and
Olympic View Water Sewer District. Source: City of Edmonds
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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.
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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. 130
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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.
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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
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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. 132
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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
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miles and over 377,000 total customers. The utility's generating capacity is 132 megawatts (MW) from
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the following hydroelectric sources:
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• Jackson Hydro Project
• Woods Creek Hydro Project
• Youngs Creek Hydro Project
• Calligan Hydro Project
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• Hancock Hydro Project
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Natural gas
Natural gas is provided to customers in Edmonds and the surrounding study area by PSE. PSE is the
oldest local energy provider in Washington and serves over 900,000 natural gas customers in six
counties, including over 150,000 customers in Snohomish County.
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Telecom
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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.
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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
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stress the system.
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• Climate Change: Extreme weather events and changing climate patterns can stress utility systems
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and water supply, leading to challenges in ensuring reliable service and managing environmental
impacts.
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• Funding and Investment: Securing funding for basic infrastructure improvements and maintenance
has been difficult especially as the city is facing budget constraints.
• Technological Integration: Adopting and integrating new technologies, such as advanced metering
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systems, can be costly and require significant planning and training. Even when cost effective in the
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long run, upfront costs are prohibitive with respect to current fiscal challenges facing the city.
• Community Expectations: Managing public expectations for service reliability, affordability, and
sustainability requires careful balancing
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Although the City does not directly control all the utilities, it can take steps to influence their direction
to align with the values of the Edmonds community, such as advocating for clean and resilient
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programs and encouraging cost-effective measures. The City will continue to coordinate with utility
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142 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 134
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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.
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4.3.c
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. 136
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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 L
efforts, considering the city's priorities, available resources, and other critical factors. Any such action E
that is selected will be designed to support the City's long-term vision while ensuring compliance with U
the Growth Management Act (GMA).
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• Develop strategies to enhance the resilience of utility systems against natural disasters, climate
change, and other potential disruptions o
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