2024-11-12 Council PacketAgenda
Edmonds City Council
REGULAR MEETING
COUNCIL CHAMBERS
250 5TH AVE NORTH, EDMONDS, WA 98020
NOVEMBER 12, 2024, 7:00 PM
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CALL TO ORDER/FLAG SALUTE
2. LAND ACKNOWLEDGEMENT
WE ACKNOWLEDGE THE ORIGINAL INHABITANTS OF THIS PLACE, THE SDOHOBSH
(SNOHOMISH) PEOPLE AND THEIR SUCCESSORS THE TULALIP TRIBES, WHO SINCE TIME
IMMEMORIAL HAVE HUNTED, FISHED, GATHERED, AND TAKEN CARE OF THESE LANDS. WE
RESPECT THEIR SOVEREIGNTY, THEIR RIGHT TO SELF-DETERMINATION, AND WE HONOR THEIR
SACRED SPIRITUAL CONNECTION WITH THE LAND AND WATER.
3. ROLL CALL
4. PRESENTATION
1. Mayor's Finance Update (10 min)
S. APPROVAL OF THE AGENDA
6. AUDIENCE COMMENTS
THIS IS AN OPPORTUNITY TO COMMENT REGARDING ANY MATTER NOT LISTED ON THE
AGENDA AS CLOSED RECORD REVIEW OR AS A PUBLIC HEARING. SPEAKERS ARE LIMITED TO
THREE MINUTES. PLEASE STATE CLEARLY YOUR NAME AND CITY OF RESIDENCE. IF USING A
COMPUTER OR SMART PHONE, RAISE A VIRTUAL HAND TO BE RECOGNIZED. IF USING A DIAL -
UP PHONE, PRESS *9 TO RAISE A HAND. WHEN PROMPTED, PRESS *6 TO UNMUTE.
7. RECEIVED FOR FILING
1. Claim for Damages for filing (0 min)
2. Budget Queries 4.0 - Council Budget Questions and Adminstration/Staff Responses (0 min)
3. Written Public Comments (0 min)
Edmonds City Council Agenda
November 12, 2024
Page 1
8. APPROVAL OF THE CONSENT AGENDA
1. Approval of Council Special Meeting Minutes October 8, 2024
2. Approval of Council Meeting Minutes October 8, 2024
3. Approval of Committee Meeting Minutes October 15, 2024
4. Approval of Council Special Meeting Minutes October 15, 2024
5. Approval of Special PPW Meeting Minutes October 18, 2024
6. Approval of Council Meeting Minutes October 22, 2024
7. Approval of Council Special Meeting Minutes October 29, 2024
8. Approval of claim checks and wire payments.
9. Approval of payroll and benefit checks, direct deposit and wire payments.
10. Resolution adopting Council Rules of Procedure
9. PUBLIC HEARING
1. Public Hearing on Proposed 2025-2026 Biennial Budget (30 min)
10. COUNCIL BUSINESS
1. Draft Comprehensive Plan Elements for Climate and Economic Development (30 min)
2. Council 2025-26 Budget Deliberations (90 min)
11. COUNCIL COMMENTS
12. MAYOR'S COMMENTS
ADJOURNMENT
Edmonds City Council Agenda
November 12, 2024
Page 2
4.1
City Council Agenda Item
Meeting Date: 11/12/2024
Mayor's Finance Update
Staff Lead: Carolyn LaFave
Department: Mayor's Office
Preparer: Carolyn LaFave
Background/History
On July 2, 2024 the council voted to have a Mayor Update as an ongoing item all regular meeting
agendas. This was in response to a recommendation from the Mayor's Blue Ribbon Panel.
Staff Recommendation
No action, informational
Narrative
The Mayor, or another member of the administration, will answer questions about City finances that
have been requested by council in advance and will also share actions related to the fiscal emergency
that have transpired since the last update.
When there is nothing new to report, this agenda item will be the opportunity to share that there is
nothing new to report.
Packet Pg. 3
7.1
City Council Agenda Item
Meeting Date: 11/12/2024
Claim for Damages for filing
Staff Lead: NA
Department: Administrative Services
Preparer: Marissa Cain
Background/History
N/A
Staff Recommendation
Acknowledge receipt of Claims for Damages for filing.
Narrative
Hannah Kidd
244th St SW Edmonds WA
($604.00)
Attachments:
Claim for Damages - Kidd, Hannah - for council
Packet Pg. 4
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CITY OF EDMONDS �[`�CE 7.1.a
CLAIM FOR DAMAGES FORM OCT 2 5 2024
Date Clai
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iL-�eWase take note that 1dcLwho currently resides at
, mailing address
home phone #, �_..-ork phone # who resided G.
at the time of th occurrence and whose date of birth isaiming damages
against in the sum of $ arising out of the following circumstances listed below.
DATE OF OCCURRENCE: N�W.V TIME: C�""Y �/! M
LOCATION OF OCCURRENCE: _ Z " �� �Lo �J!v261gd% Lt.i�
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2. 1 Provide a list gwitnesses, if applicahlP to the nrnurranra innhidino nnmPc addres-,Ps and nhonP numhars. _
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3. Attach copies of all documentation relating to expenses, injuries, losses, and/or estimates for repair.
4. Have you submitted a claim for damages to your insurance company? Yes
If so, please provide the name 9f the_insprance company:
and the policy #:
Fonu Revised 04/09/2021 Page i of 2
Packet Pg. 5
7.1.a
This Claim form must be signed by the Claimant, a person holding a written power of attorney from the Claimant, by the
attorney in fact for the Claimant, by an attorney admitted to practice in Washington State on the Claimant's behalf, or by a
court -approved guardian or guardian ad [item on behalf of the Claimant.
declare under penalty of perjury under the laws of the state of Washington that the foregoing is true and correct.
lei z32Z
ignature of Claimant afe and place (residential address, city and county)
Or
Signature of Representative Date and place (residential address, city and county)
Print Name of Representative
Bar Number (if applicable)
Please present the completed claim form to:
City Clerk's Office
City of Edmonds
121 5th Avenue North
Edmonds, WA, 98020
8:00 a.m. to 4:30 p.m.
E
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Fomi Revised 04/09/2021
Page 2 of 2
Packet Pg. 6
7.2
City Council Agenda Item
Meeting Date: 11/12/2024
Budget Queries 4.0 - Council Budget Questions and Adminstration/Staff Responses
Staff Lead: City Council
Department: City Council
Preparer: Beckie Peterson
Background/History
To help streamline and manage the many budget questions and emails from councilmembers to staff, a
consolidated question/answer process has been coordinated by Council Staff.
Published Queries with Responses are sent to Councilmembers by email, published under received for
filing, and posted to the Budget section of the Finance webpage:
https://www.edmondswa.gov/government/departments/finance/budget_reports
Recommendation
For Information Only.
Narrative
N/A
Attachments:
Budget Queries 4.0 submitted by October 31, 2024
Packet Pg. 7
7.2.a
Council Budget 2025-2026
Queries 4.0
Submitted by October 31, 2024
Published November 5, 2024
Mat are the dollar and percentage reductions for each department? (CM Paine,
0/24/2024)
question will be forwarded to the next query.
s there a difference in process (or timing of access) between using funds in the
;ontingency reserves versus the funds available for borrowing in other funds
utility, cemetery plus)?
equally liquid, what are pros and cons of leaving the contingency reserves
ntouched
CM Olson, 10/31/2024)
nswer KD
sing the city's contingency fund of $2.2 million comes with both advantages
nd risks.
• Lower Borrowing Costs: By reducing the amount we need to borrow, we
would lower our interest payments.
• Gradual Adjustment to Reduced Services: Using the contingency fund
provides the administration with a buffer period to implement service
reductions more gradually. This approach allows time to assess
community priorities, align resources more effectively with actual needs,
and potentially manage reductions through natural attrition. Additionally,
it gives employees time to transition, mitigating immediate impacts on
staff and helping maintain morale during the adjustment period.
• Preservation of Utility Fund Capacity: By opting not to draw on any extra
capacity in utility funds, we maintain those funds' flexibility to respond to
unexpected expenditures or urgent needs. This approach helps safeguard their
reserve balance, ensuring they remain well -positioned to address unforeseen
costs without compromising service levels or operational stability.
ns:
• Depletion of Reserves: This action would bring the city's reserves down
to zero, as we have already depleted our operating reserve. The
contingency fund is currently the only remaining reserve for General
Government and using it would leave the city with no financial cushion for
emergencies or unexpected expenditures.
Packet Pg. 8
7.2.a
Council Budget 2025-2026
Queries 4.0
Submitted by October 31, 2024
Published November 5, 2024
• Short -Term Fix for a Structural Issue: Relying on contingency funds in
this way is essentially a patchwork solution that does not address the
underlying structural imbalance in our budget. Drawing down reserves
rather than addressing root causes could create greater fiscal instability
over time.
In summary, if we believe it's important to reduce borrowing, we should prioritize
cutting spending rather than depleting reserves. This approach preserves our
financial safety net while addressing the structural imbalance directly and
sustainably.
Police Department
Q3
Regarding our prisoner care charges at the jail - Has there been an audit of our
usage of and an analysis of the "credit" for days people were held at the jail under
other city's warrants? (CM Paine, 10/24/2024)
A3
This question will be forwarded to the next query.
Q4
What would it take to reconstitute the Edmonds Police Foundation? (CM Paine,
10/24/2024)
A4
This question will be forwarded to the next query.
Public Works
Q5
Facilities and St Mtce/Engineering - Are there grants for a comprehensive ADA
Transition Plan. The current ADA plan was written in 2017 and is out of date. Even
a small grant for a specific update can open up other bigger grants once this ADA
Transition plan is updated. (At our Council meeting, I asked about the Plan, and
he answer was a listing of the ADA activities.) (CM Paine, 10/24/2024)
A5
We have several capital grant programs we access frequently to do
transportation projects that provide funding to upgrade sub -par ramps and or
sidewalks, etc. as part of a larger project. The same can happen, usually less
often, with parks and facilities projects. But these are capital projects, however. I
am not familiar with any grants that are available to develop or to update the plan
itself. It does need to be updated; however, we do keep track of our progress in
addressing the backlog of ADA issues by noting when they have been addressed.
Q6
WWTP —Are we still allowing staff to stay at the Best Western for shift work? What
are the costs and justification associated with this expense? (CM Paine,
10/24/2024)
Packet Pg. 9
7.2.a
Council Budget 2025-2026
Queries 4.0
Submitted by October 31, 2024
Published November 5, 2024
A6
We have done this only on rare occasions, approx. 6 times in the last 3 years at
about $100 each time. If our on -call person gets called out and is unable to
address a situation remotely they may need to physically go to the plant to
correct the issue. Depending on what the issue is, how long it takes to
check/correct, and how far away they live, they may end up within a few hours of
their next scheduled shift. At that point the WWTP Manager may authorize an
overnight stay. Occasionally, in the winter typically, when we have extremely high
flows entering the plant, we have had staff (usually 2), stay all night, to be able to
respond immediately should something happen, in order to prevent an overflow
situation. This could result in an overnight stay as well.
Planning and Development
Q7
ECD and Planning and Development — Let's get Edmonds ready for World Cup in
2026. There will be 13 games in Seattle and 13 games in Vancouver BC.
b. Planning and Development — Can we create a short-term rental program that is
permitted, for the likely interest in visitors wanting to attend games? (CM Paine
10/14/2024)
A7
Setting up a short-term rental information program for this purpose would take a
good deal of time (meaning, with our tight staffing model, other work gets
delayed or not done) while the financial benefit to the city is not clear.
Q8
Describe the revenues brought in through permitting cover what percentage of staffing
expenditures. (CM Paine, 10/24/2024)
A8
Development Fee Revenues in 2023:
$1.47M per HL report
Staffing Expenditures in 2023:
$3,46M per HL report (not including Director, Code Enforcement or Admin Assistants)
That means roughly 41 % of staff -related expenditures are covered by direct
revenues.
Parks, Recreation and Cultural Services
Q9
Could you share the City's Recreation programming detailed revenue and
expenditure information for the current budget year? (CM Eck 10/14/2024)
A9
Packet Pg. 10
7.2.a
Council Budget 2025-2026
Queries 4.0
Submitted by October 31, 2024
Published November 5, 2024
2024 Year End Estimate 2025 Proposed Budget (Recreation Staff/Exp Only)
Revenue Expenditures GFlmpacct Revenue Expenditu oc
Recreation* $ 740,192 1 $1,442,379 $(702,187) Administration" $ 225,768 $ 540,058
Athletics $ 200,546 Is B5,500 $ 135,046 Boards& Commissions $ 24.567
Fitness $ 109,000 $ 70,250 $ 38.750 Communications & Engagement $ 133.805
Records
Recreation Programming -Adult i 390,958 i 373,503 $ 17,455
Recreation Programming -Youth $ 288,456 $ 199,056 $ 89,400
Special Events 1 $ 29.600 $ 77.784 1 S (48.1841
2025 Proposed Budget vs. 2024 Year End Estlmatea
Decrease in Revenue: 1 $ 92,935
Decrease in Expenses:
$ (418,367)
GF Impact from Rec changes:
1 $ (325,432)
NOTES:
2025 budget was done by program (priority budgeting); chart attempts to isolate recreation staff 8 expenses from each program for compardson.
"includes all interfund technology charges for entire department, Including Parks
"includes a it waterfront center charges
** Programs cut mid-2024, year end estimates reflect reductions made in 2024 adopted budget and mid-2024
Q10 In your presentation, there was a mention of improving equity in Parks/Rec programming, it
would be helpful to hear more about these efforts. (CM Paine, 10/24/2024)
A10 One of the considerations in potentially reducing or eliminating recreation programs is
related to the ability of the program to provide the largest variety of participant opportunity.
Programming strategies that have a potential wider range of participant opportunities have a
higher priority than programs that have limited access and variety. For example, the 2024
Meadowdale Preschool, (a program of 19 participants at a city subsidy of $65,000), also
prevented rental opportunities for a variety of program providers. The Edmonds community
now has access to programs including dog training, professional training, art classes and
others. The same applies to the current gymnastics program, which monopolizes two FAC
rooms. By removing the equipment from the rooms, the city is able to provide many more
programs for Edmonds residents in that same space. In addition, by changing the model of
recreation staff directly implementing and managing programs, they instead can be managing
many numerous other contracted programs for a wider variety of recreation programs
available to the public.
2 PROS Plan Goal 7 "Provide a varied and inclusive suite of recreation opportunities and
eriences to promote health and wellness, year-round activity and social engagement"
ectives 7.1, 7.2, 7.3, 7.6, 7.7 and 7.8 (AF 11/4/2024)
f staffing was reduced such that all parks were mown only once a month (with
he sports fields themselves, only, mown weekly), what is the financial impact to
he budget from that staffing change?
CM Olson 11/1/2024)
Packet Pg. 11
7.2.a
Council Budget 2025-2026
Queries 4.0
Submitted by October 31, 2024
Published November 5, 2024
All
There are several components to this response. First, the department has strategically
planned on reducing grass mowing throughout the park system as a result of the parks
maintenance division reductions (two FTEs and three LTEs). The salary and benefit savings
alone for that is nearly $290,000, related costs such as uniforms, supplies and equipment is
another savings. In addition, the areas that are planned for significant reduction in mowing
will have decreased irrigation. (AF 11/4/2024)
Q12
What is the budget impact of watering the parks for survival of vegetation only (as
opposed to keeping the grass green in the summer)?
(CM Olson 11/1/2024)
Al2
Reduction of utilities costs including irrigation water is part of the upcoming parks
maintenance budget cuts. There is an estimated 10% cost increase in utilities including water
or irrigation. As proposed, the 2025 budget "absorbs" that increase by not only asking for
that 10% in funding allocation. In essence, we are cutting utility expenditures by 10% and
hat is based on the assumption of less water used for irrigation. This includes several
approaches — closely monitoring adequate usage, reducing or eliminating irrigation in lawn
areas not heavily used by the public, soil testing and amending of lawn areas among other
techniques. (AF 11/4/2024)
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7.3
City Council Agenda Item
Meeting Date: 11/12/2024
Written Public Comments
Staff Lead: City Council
Department: City Council
Preparer: Beckie Peterson
Background/History
N/A
Staff Recommendation
Acknowledge receipt of written public comments.
Narrative
Public comments submitted to the web form for public comments
<https://www.edmondswa.gov/publiccomment>
between October 31, 2024 and November 6, 2024.
Attachments:
Public Comment November 12, 2024
Packet Pg. 13
7.3.a
Edmonds City Council Public Comments — November 12, 2024
Online Form 2024-11-02 08:14 PM(MST) (1) was submitted by Guest on 11 /2/2024 11:14:31 PM
(GMT-07:00) US/Arizona
FirstName Sashana
LastName Graham
Email
CityOfResidence Edmonds
AgendaTopic Assignment on public meetings
Comments I would love to be apart of your next meeting.
Online Form 2024-11-03 08:28 PM(MST) (1) was submitted by Guest on 11 /3/2024 10:28:28 PM
(GMT-07:00) US/Arizona
FirstName Amina
LastName Bakke
Email
CityOfResidence Edmonds
AgendaTopic Gymnastics and other programs at the Frances Anderson Center
Comments Dear Councilmember, I am writing to express our family's support of the gymnastics
program and other programs offered at the Frances Anderson Center in Edmonds. We have 2 young
children and we would be lost without the community center and what it offers. My daughter suffers
from sensory needs and after a month of gymnastics, she had improved and symptoms were
drastically better. My younger son has become so confident participating in gymnastics his first "big
kid" class. Thank you for what you do and please consider allowing funding so these great programs
can continue to serve the needs of the growing community full of young families in Edmonds.
Thanks, the Bakke Fam
Packet Pg. 14
8.1
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Council Special Meeting Minutes October 8, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-08 Council Special Minutes
Packet Pg. 15
8.1.a
EDMONDS CITY COUNCIL
SPECIAL MEETING MINUTES
DRAFT MINUTES
October 8, 2024
ELECTED OFFICIALS PRESENT
Mike Rosen, Mayor
Vivian Olson, Council President
Neil Tibbott, Councilmember
Will Chen, Councilmember
Susan Paine, Councilmember
Michelle Dotsch, Councilmember
Chris Eck, Councilmember
Jenna Nand, Councilmember
1. CALL TO ORDER
STAFF PRESENT
Phil Williams, Acting Public Works Dir.
Angie Feser, Parks, Rec., & Human Serv. Dir.
Rob English, City Engineer
Shannon Burley, Deputy Parks, Rec., & Human
Serv. Dir.
Nick Falk, Deputy City Clerk
Jerrie Bevington, Camera Operator
The Edmonds City Council special meeting was called to order at 4:59 pm by Mayor Rosen in the Council
Chambers, 250 5th Avenue North, Edmonds, and virtually.
2. COUNCIL BUSINESS
2025-2030 CAPITAL FACILITIES PLAN (CFP) AND CAPITAL IMPROVEMENT
PROGRAM (CIP)
Parks, Recreation and Human Services Director Angie Feser introduced City Engineer Rob English. She
relayed the intent for a light touch this year for a number of reasons. Shifting to a biennium budget enables
more time and energy, staff resources and council review in the off -budget years on the capital budget
which could occur in 2025. In addition, three major plans will be completed and adopted by then including
the Transportation Plan, the Storm and Surface Water Plan Update and the Comprehensive Plan which
includes a facilities element as well as a capital element.
Ms. Feser continued, tonight's presentation will include a lot of detail and staff will return in two weeks for
a public hearing which will include a summary presentation. Staff welcomes questions related to the
presentation and encourages councilmembers to utilize the budget query system where emails are
submitted, collected and answered as part of the public record, making for a smoother process. During the
public hearing, following a summary of the capital programs and following public comments,
councilmembers will also have the ability to ask questions. Adoption of the CFP/CIP is scheduled in
November.
Mr. English reviewed the Public Works & Utilities 2025-2025 CFP & CIP (Combined CFP & CIP
document)
• Public Works
Edmonds City Council Draft Minutes
September 8, 2024
Page 1
Packet Pg. 16
8.1.a
o Transportation
o Utilities
■ Water
■ Stormwater
■ Sewer
o Facilities
o Wastewater Treatment Plant
• Citvwide Public Works Proiect T
Pwr P,sr.:;
Project
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• PWT 18
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• CFP & CIP Format (Project List) Example
CFP & CIP Format
PPrr
Capital zoz C% LISt
Nuo Facilities DeC1NlBudget A ount
Project SPORTATI ON
PRESERVATION/ MAINTENANCE
PWT-01
Annual Street Preservation Program
PWT 04
Main St Oveday from 6th Are to 8th Ave
PWT-05
Puget Dr @ OVD Signal Upgrades
PWT 06
Signal Upgrades -100th Ave @ 238th Sl SW
PWT-07
Main St @ 3rd Signal Upgrades
PWT 61
Olympic View Dr Oveday - 196th 1 SR-524 to
Talbot Rd
PWT-68
88th Avenue Owrary and Sidewalk Repair
SA FETY1 CAPACITY ANA L YSIS
PWr-08
228th St SW from Hwy 99 to 95s1 PI W Corridor
• Project Sheets
$1,801.800
S855,400 S2,630,000 $2.630.000 S2,63Q000
$0 $10,547,200
$0
$10.547,200
$642,020
$0
$0
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$820,000
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$1,180,000
$0
$1,180,000
$0 $0 SO $1,533,000 $2,650,000 $13,900,000 $18,043,000 $0 $18,083,000
Edmonds City Council Draft Minutes
September 8, 2024
Page 2
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Public Works projects are constrained in first three years and last three years are unconstrained (no
funding source identified)
• Work in Progress
o Public Works Comprehensive Plan Updates
- Transportation & Stormwater/Surface Water
• Transportation
0 2025-26 Pavement Preservation Projects
r�
2025 Annual Overlay Program REET/Utility
$1,719,200
2026 Annual Overlay Program REST/Utility
$82,600 $773,250
2027 Annual Overlay Program REET/Utility
$82,600
88th Ave Overlay & Sidewalk Repair REET/Utility
$1,180,000
Olympic View Dr Overlay REET/Fed
$484,000 $963,700
Main St. Overlay REET/Fed/State
$642,020
Water, Storm & Sewer Overlay CI -Out Utility
$1,500
0 2025-26 Safety & Capacity Projects
I
Hwy 99 Stage 3 (244th St-238th St) State/Utility
Hwy 99 Stage 4 (224th St — 2201h St) State/Fed/TIF
76th Ave/220th St Intersection Improv Fed/TIF/Utility
SR-104 Adaptive System Fed/REET
$1, 984, 200
$825,000
$198,000
Traffic Signal Program REET
Safety Action Plan Fed/Gas Tax
o 2025-26 Active Transportation Projects & Planning
$67, 740
$30,280
$375,000
$1,683,000
$1,620,000
$1,488,500
I
$30,280
Edmonds City Council Draft Minutes
September 8, 2024
Page 3
Packet Pg. 18
8.1.a
Transportation Plan Update Gas Tax
$35,000
Traffic Calming Program REST
$80,650 $80,650
Pedestrian Safety Program REST
$20,180 $20,180
84t' Ave Walkway (238t' St-23411 St) REET
$100,000
Citywide Bikelane/Elm Way Walkway REET
$15,000
Utilities
o 2025-26 Water Utility
2024 Water Replacement
Utility
$15,000
2025 Water Replacement
Utility
$3,533,000
2026 Water Replacement
Utility
$547,000
$3,289,000
2027 Water Replacement
Utility
$569,000
Yost & Seaview Reservoirs
Utility
$4,760,000
$3,850,000
2027 Water Comprehensive Plan Update
Utility
$150,000
o 2025-26 Stormwater Utility
i
2024 Storm Replacement
utility
$10,000
2025 Storm Replacement
utility
$1,597,000
2026 Storm Replacement
Utility
$249,000
$981,000
2027 Storm Replacement
utility
$351,000
Storm & Surface Water Comp Plan
utility
$213,000
Lake Ballinger Property
Utility
$256,000
$5,000
Lower Restoration
utility
$350,000
$1,520,000
Flow Management Projects
Utility
$104,000
$108,000
Basin Analysis Update
utility
$461,767
Planning Study
Grant/Utility
589,000
Water Quality Phases 1 & 2
Grant/Utility
$708,636
o 2025-26 Sewer Utility
2024 Sewer Replacement
Utility
$10,000
2025 Sewer Replacement
Utility
$2,302,000
2026 Sewer Replacement
Utility
$378,000 $2,126,000
2027 Sewer Replacement
Utility
$393,000
2027 Sewer Comprehensive Plan Update Utility
$150,000
o 2025-26 Wastewater Treatment Plant
Edmonds City Council Draft Minutes
September 8, 2024
Page 4
Packet Pg. 19
8.1.a
WWTP Annual Capital Replacements
Nutrient Removal Project
VFD Upgrades
NPW Pumping System Improvements
Screw Press Feed System Rehab
600 Bldg Air Quality Evaluation
Blower 303 Rehab
ODS(Primary Sludge)Pump Replace
600 Bldg Electrical System Rehab
600 Bldg Air Quality Rehab/Upgrade
Secondary Clarifier 2 Rehab
Facilities
o Boys & Girls Club
o Cemetery Building
o City Hall
o Fishing Pier
o Frances Anderson Center
o Fire Station 16
o Fire Station 17
o Fire Station 20
o Historic Log Cabin
o Historic Museum
o Library
o Meadowdale Club House
o Old Public Works
o Parks Maintenance Bldg
o Public Safety
o Public Works O&M
o Wade James Theater
o Yost Pool House
2025 Funding
• 2026 Funding
Utility/WWTP Partners
$100,000
Utility/WWTP Partners
$100,000
Utility/WWTP Partners
$250,000
Utility/WWTP Partners
$75,000
Utility/WWTP Partners
$150,000
Utility/WWTP Partners
$50,000
Utility/WWTP Partners
$35,000
Utility/WWTP Partners
Utility/WWTP Partners
Utility/WWTP Partners
Utility/WWTP Partners
Fund 016 (bond and non -
bond)
$543,399
2%
Transportation Impact Fees
$24,000
0%
Other Citizen Cash Donation
$84,086 City of Lynnwood
0% Marsh Preservation Fund
Fund 112 - Street
$168,595
1%
L
ding:,548
$650,000
$250,000
$350,000
$250,000
$250,000
$450,000
Edmonds City Council Draft Minutes
September 8, 2024
Page 5
Packet Pg. 20
8.1.a
2025-30 Funding
REET
WWiP Partners $10,505,335
$9,194,1
3%
Transportation Impact
Fees
$3,360,500
1%
Fund 016 (bond and non -bond(
$484,813
2%
Transportation Impact Fees
$282,500
1%
W W Partners
$1,0,082,620
5%
RFFT
$1,068,260 4
4%
Fund 016 (bond and non -bond(
$1,250,320
0%
tION
Councilmember Tibbott asked, 1) where the Transportation Benefit District (TBD) funds fit in, and 2) he
did not see Yost Park in water flow management. Mr. English answered TBD revenue is not a funding
source for the capital program, it is in Fund 111 Streets to fund street crew operations, materials and
equipment to maintain the streets. Councilmember Tibbott clarified the TBD funds are not used to construct
sidewalks or add streets. Mr. English answered it is not. With regard to the stream in Yost Park, Ms. Feser
suggested addressing that as part of Parks' presentation.
Councilmember Paine referenced the water tower reservoir projects in 2025 and 2026. Mr. English
answered those are the Yost and Seaview reservoirs which are in -ground. Councilmember Paine recalled
the presentation which indicates the water towers are like Swiss cheese. Mr. English agreed they are in need
of improvement and seismic retrofit. Councilmember Paine said she was glad to see there was funding for
those reservoirs. Mr. English answered the cost for those facilities was factored into the utility rate
assessment.
Council President Olson referred to PWT-40 Maplewood Walkway and asked for verification there was a
sidewalk from 196' to 200''', remarking it was strange PWT-40 started at 200' instead of 196'. Mr. English
answered staff is working on the list of questions she submitted. There is no sidewalk between 200t' and
the park on Maplewood Drive; the project is a walkway from Main Street to 200t''. The sidewalk does not
go all the way to 196'h. Council President Olson observed the sidewalk stops at the park and the project is
based on reaching the park, noting someone may want to access the park from the other side. Mr. English
answered in the 2015 Transportation Plan, the sidewalk stops at 200t''. Council President Olson questioned
why the walkway would not be the entire stretch between 196'' to 200'n
Council President Olson wanted to ensure the CFP/CIP includes the reduced scale for the 4t' Avenue
Corridor that the council agreed on the last time that was presented and that the dollar amount in the plan
Edmonds City Council Draft Minutes
September 8, 2024
Page 6
Packet Pg. 21
8.1.a
reflects that reduced scale. She also wanted to ensure staff was aware of line of sight issues and the hilly
terrain with PWT-34 where there are currently no sidewalks, making it dangerous for people leaving
Seaview Park going east. She wanted to ensure that was considered in the timing of that project. With regard
to facilities, she noted the CFP/CIP includes fire stations; however, the budget is based on a RFA annexation
and she was unsure whether the CFP/CIP should match up with the budget or whether that was that
premature. There won't be any fire station facilities maintenance if the City annexes into the RFA starting
in 2026. Mr. English agreed that was a little premature, but as that process moves forward, appropriate
adjustments will be made.
Councilmember Chen asked for clarification related to funds allocated for several years for facilities
maintenance for the Boys & Girls Club when the Boys & Girls Club was taking over construction. Ms.
Feser answered funds were allocated in the budget because it was unknown when the Boys & Girls Club
would be constructed. Facilities is doing maintenance on it now to keep it safe and comfortable for the
users. It is a very old facility that requires occasional work, but not major investments. Once the Boys &
Girls Club takes over the facility, they will own and maintain it. If the City moves forward with an operating
agreement with Boys & Girls Club, that would be something to identify and address at that time.
Councilmember Chen referred to PWT-64 Green Streets, recalling the council canceled that program in
2023, yet there are funds budgeted in 2023. Mr. English answered in 2023 there were two project proposed
as part of the Green Streets program, one on Dayton between SR104 up to 2' and another on 236t''. The
council eliminated the project on Dayton, but kept the project on 236t' and moved it to the out years. For
this CFP/CIP, it was moved to the sixth year in the plan. There is no funding programmed for that project,
but it is consistent with council direction last year to keep it in the six year horizon.
Councilmember Chen suggested removing it when the council amends the CFP/CIP. Mr. English answered
that was not the direction council gave last year; the intent was to retain the project in the event there was
an opportunity for grant funding, but no active design work would occur because there is no funding.
Councilmember Chen said he will submit additional questions via the query system.
Councilmember Nand referred to PWT-66 and suggested Public Works work with the city attorney to do
an analysis of the potential litigation cost and delays to the timeline if the City were to pursue this $9.2M
project. Mr. English answered PWT-66 is the 4' Avenue Cultural Project. There would have to be
individual discussion on that project if there was a desire to pursue it and allocate funding to address what
Councilmember Nand suggested. Director Tatum has been the lead on that project; he could be asked to
attend the public hearing or provide an answer to the question Councilmember Nand raised. In view of the
Ebbtide litigation and the multiyear litigation costs, Councilmember Nand anticipated of all the projects,
this would be the one most likely to lead the City into litigation. She suggested it would be useful if litigation
costs and time delays related to litigation could be factored into the CIP/CFP for 4tn Avenue Cultural
Corridor.
Councilmember Dotsch asked about Lynnwood's plans for growth in Perrinville. Mr. English answered he
was sure they were doing planning; he would need to talk with Director Hope regarding what the City of
Lynnwood is doing. Edmonds is partnering with Lynnwood on a basin analysis study; that potential growth
could be considered during that study as far as stormwater management work. Lynnwood is approximately
55% of the basin and Edmonds is the remainder. The transportation model is synced with Puget Sound
Regional Council's (PSRC) transportation model so it should be consistent with Lynnwood which is taken
into account during modeling for the Transportation Plan update.
Councilmember Dotsch commented if the City is going to spend a lot of money doing a lot things, what
Lynnwood does could have a huge impact. She was glad Lynnwood was contributing to the basin study
and that the cities were looking at it together before making decisions that are not coordinated. Mr. English
Edmonds City Council Draft Minutes
September 8, 2024
Page 7
Packet Pg. 22
8.1.a
asked if her focus was on Perrinville. Councilmember Dotsch answered the Perrinville portion of the
stormwater utility includes a lot of projects and a lot of money. Mr. English said the basin analysis update
will be a big part of the coordination and communication with Lynnwood.
Councilmember Dotsch referred to funding provided by WWTP partners and asked if the partners provide
enough funding. She recalled the contract was updated a couple years ago, but there has been a great deal
of inflation since then. Acting Public Works Director Phil Williams answered that is tracked on an annual
basis, but there are no overall meters; it requires a fair amount of calculation. The partners make payments
throughout the year and if there is a difference at the end of the year, it is trued up at yearend. Getting the
finances correct is a huge part of the partnership. The partners' monthly payments are based on the flow
they contribute plus a portion of capital projects as determined by the capacity each partner owns. Edmonds
is about 51 % of the flow and capital and the other partners add up to 49%.
Councilmember Dotsch commented there are a lot of growth plans and transportation plans for 196t1i, a
possible roundabout at 88t' & 196t'', right turn only projects, etc. that are dependent on the Puget Drive
stretch that has a cliff on one side and a ravine on the other which she described as a black hole that she did
not anticipate would be addressed in her lifetime. Mr. English agreed that is a challenging stretch of road
due to the topography. The Transportation Plan identified that stretch for a future study that would
potentially include multimodal improvements to make it safer. It is a State route so the State has some
responsibility for maintaining the integrity of that roadway and it is not entirely the City's responsibility.
Councilmember Eck referred to the Transportation 2025-26 Safety and Capacity projects and asked about
the SR-104 Adaptive System. Mr. English explained it is an interconnect of the existing traffic signals on
SR-104 to synchronize them and identify increased traffic volumes to provide more green time for signals.
Councilmember Eck expressed support for that particularly with plans for more multifamily and
commercial on SR-104. She referred to the list of facilities to be maintained and asked which three buildings
had the most ad hoc, unplanned maintenance. Mr. Willilams answered Frances Anderson Center is very
old, and there is no AC summer which is a problem for summer use of the spaces; Parks and Public Works
have done their best to keep it usable at all time to meet the City's needs. The City spends a lot of money
there, there are water problems and there have been roof problems in the past as well as the problem with
the deck. There are a lot of deficits in the City Hall building including wiring, insulation, the method for
cooling the building is very inefficient with 32 separate condensers on the roof rather than one single unit.
Staff keeps it clean and presentable, but deferred maintenance and replacement projects accumulate over
time.
Mr. Williams continued, the City spruced up the fishing pier a few years ago, takes good care of the fire
stations the fire district does a lot of the work inside the fire stations, most of the day-to-day needs at the
log cabin and museum are handled by the occupants, the library is getting old and also has water issues
including leaks in the roof where the water is collected before it hits the ceiling tiles and directed out of the
building via channels. He recalled there have been discussions about replacing the parks maintenance
building when he was with the City previously and that has never been done due to funding issues. Some
issues with the Public Safety Building have been addressed recently, but there are a lot of HVAC issues.
Public Works is the newest building, built in 1992. The City does not take care of the Wade James Theater
any more. The first three he mentioned are probably the biggest ones. Councilmember Eck commented a
great job was done on the pier. Mr. Williams advised Public Works managed the project, Parks worked
with the State to obtain the funding.
With regard to green streets, Council President Olson remembered the City wasn't ready to proceed with a
project, but there can be grant opportunity for green streets that are not available for anything else which is
the reason the council agreed to keep it in the CFP/CIP. It was her understanding the design for 84' was in
the budget for 2024; she asked if more design was needed or was the design not done. Mr. English answered
Edmonds City Council Draft Minutes
September 8, 2024
Page 8
Packet Pg. 23
8.1.a
a presentation was made to the PPW Committee in June where there were requests for costs for an asphalt
sidewalk and other cross sections but there wasn't enough staff capacity to keep that project moving forward
and generate that information. He anticipated it will be presented to full council in the next few weeks
related to the cross section for preliminary design. Council President Olson recalled when it was added in
2024 the hope was to have it constructed in 2025 or 2026, but construction is further out in the CIP. To the
extent funds can be identified or another project doesn't proceed, she hoped staff would keep that project
in mind to prioritize.
Council President Olson said she was amazed how quickly the overlay on Main between 8t1' and 9' was
done and was surprised to hear that the section between 6' and 8' had to be delayed due to weather. She
asked if a couple days this year could be identified to do that project. Mr. English answered the portion
between 6't' and 9't' is more complex due to building curb ramps and installing storm drainage at two
locations. He did not anticipate that could be accomplished unless there was some bizarre weather mid -late
November. With regard to 84t1i, that was initially in the 2023 budget funded with ARPA funds which were
then removed. In 2024 the council budgeted $75,000 for a predesign study of the 84' walkway to assist the
council in making a decision whether to proceed with that project. The numbers reported to PPW committee
were over $3.5M for that stretch of sidewalk so the committee asked for different cost estimates. It is
programed in the unconstrained three-year portion of the CIP because there is no funding source for
construction.
Council President Olson commented moving the police station has been talked about often and she was
surprised it was not in the CFP/CIP. She suggested it would be appropriate for the council to have that
discussion and consider including that project in the future. She recognized the City was not in a position
to fund that now, but it should be in the six year plan. She asked if the council was taking action tonight.
Mr. English responded it would be premature to make amendments to the CFP/CIP before the public
hearing. He referred to Ms. Feser's comment about taking a lighter approach to the CFP/CIP due to the
upcoming approval of the comprehensive plan that has a facilities section where that type of change might
be more appropriate.
Council President Olson commented the hillside in Westgate behind the gas station was concerning and she
wondered whether preserving and ensuring the embankment holds was the City's responsibility or should
the City work with the private property owners. With all the rain storms, she wondered if the City needed
to worry about slides or doing preventative work to ensure that is not an issue. Mr. English answered that
is private property; the building department reached out to the property owner a couple years ago when a
tree that slid. Council President Olson recognized the City would not do the work, but wanted to ensure the
property owner was keeping everyone safe because due to the location of the gas station, it is a public safety
issue for everyone.
Councilmember Dotsch referred to Ferry Storage Improvements and asked whether WSDOT or
Washington State Ferries helped with that. She noted on some days the ferry backs up to QFC and she
wondered if that was a safety issue and/or affected people living on SR-104. Mr. English responded that
project came about as a result of an SR104 Corridor Study done 7-8 years ago. The focus was to change
the channelization in the section between Dayton and Pine by removing one of the eastbound through lanes
to provide storage capacity in the lower section anticipating growth in the ferry system. However, growth
in the ferry system has been flat or decreased so there hasn't been any momentum to move that project
forward. Councilmember Dotsch concluded it was just a placeholder. Mr. English agreed.
Councilmember Nand recalled in the 2023 budget, Councilmember Chen made a motion to provide Public
Works $70,000 for a consultant to identify property on Highway 99 for a police annex. She assumed those
funds were swept into the General Fund with the budget amendments. If the council pursued Council
President Olson's suggestion, she asked whether that should be done via a decision package for deliberation
Edmonds City Council Draft Minutes
September 8, 2024
Page 9
Packet Pg. 24
8.1.a
in this budget cycle. Mr. English agreed there was a motion, but anticipated those funds were swept away
due to budget challenges. Mr. Williams recalled former Director Patrick Doherty and Thom Sullivan spent
time looking for a suitable building or property on Highway 99. He did not remember if they found
anything, but did not recall any funding for a consultant. He was unsure that was the same effort
Councilmember Nand was referring to. Councilmember Nand recalled the last time Councilmember Chen
asked then -Public Works Director Antillon about it, the funds were still unspent. If the council was
interested in bringing that forward, perhaps not this year, that seemed a good way to start.
Councilmember Chen said the money was not spent and there were no results. He recalled in 2023
Councilmember Tibbott made an amendment to budget funds for Citywide Lighting Study, but that project
seems to have disappeared. He asked if staff had the capacity to resume that study and whether there was
still a need. Mr. English answered staff was close to bringing that to council. That project took longer due
to staffing; the information regarding City -owned and PUD-owned lights has been put into the GIS database
and an analysis done to identified places where lighting is missing and those projects have been scored and
a priority list prepared. Staff will provide council the result of that study and the location of the higher
priority projects where additional lighting could be added.
Parks, Recreation & Human Services Director Angie Feser relayed a fun fact; the Yost Reservoir is located
under the Yost tennis and pickleball courts. Parks will work with Public Works when the reservoir is being
updated. She introduced Deputy Parks, Recreation & Human Services Director Shannon Burley and
reviewed the Parks 2025-2030 CIP/CFP:
• Framework
PROS Department Staff Resources G2-Obi°
1. De
p Gz- Obi z.s
2. opportunities G3- Obj 3.8,3.103.11
pp G7-0bj7.2
3. 2022 Parks, Recreation & Open Space (PROS) Plan Rx. - 3.2, 6.2
Goals & Objectives
1. Engagement
2. Diversity, Equity & Inclusion
3. Parks, Trails & Open Space
4. Waterfront Use & Access
S. Natural Resource & Habitat Conservation
6. Climate Change, Adaptation & Resiliency
7. Recreation Programs & Facilities
8. Cultural Services
9. Park Operations & Administration
• Geographic Distribution
• Format
Capital Recommendations
1. Acquisition to Fill Park System Gaps
2. Open Space & Conservation Acquisitions
3. Park Development & Enhancements
4. Yost Pool Replacement
5. Trail Connections
6. ADA, Accessibility & Other User
Convenience Enhancements
' Non -site specific projects
R17 Citywide Park Improvements
P2, D13 Neighborhood Park SE 1
A3, P6, D15 Neighborhood ParkSR99
J A4, P7, D18 Neighborhood Park SE 2
/ R16 ADA Improvements & Replacement
3 L Color Kev
2025 Projects
2026 - 2030 Projects
Edmonds City Council Draft Minutes
September 8, 2024
Page 10
Packet Pg. 25
8.1.a
rn
Irnjanl
Project Sitet Description mm
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A: Acquisition
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5 -
5 -
$ -
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$ -
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P: Planning
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R: Replacement
x
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15oo.doo
• Funding Sources
PARKS aP
REVENUE
2026
2027
2028
2029
2030
6-Ym TotW
Real Estate Excise Tax BEET I -Fund 126
5 516,188
5 510,438
5 516,350
5 507,912
5 514,225
5 3,077,630
Real Estate Excise Tax (BEET) II - FuM 12S
$ 1,07S,000
$ 1,150,000
5 950,000
$ 910,000
$ 950,000
$ 6,14S,OOD
Park Impact Fees - Fund 332-100
$ 20D,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 1,200,000
Tree Fund 143 - land Ac uisition
F17,210,000
$ 45,749
$ SO,000
$ 50,000
$ 50,000
$ SO,000
$ 315,901
Cemetery Trust Fund 137 - Columbadum Expansion
$ 175,000
Investment Interest 3%
S 8,220
$ 35,132
$ 34,363
S 46,081
$ 54,395
5 186,051
Donations
5
$
$
$
Bond Proceeds
Secured Grants
Unsecured Grants/Funding - on -land acquisition
5
$
S 3,125,000
$ 4,700,000
$ 551000
$ 24,167,00D
$ 32,047,000
(E) TOTAL
PARKS pP REVENUE
5 2A75,540
S 1845,157
S 5,070,569
1 S 6,450,713
S L768,993
S 25.935,610
1 S 43,146,582
Perks Fund
6-Ymr Overview
2025
20 6
2027
2028
2029
2030
(F) Beginnin Fund Balance
5 1,458,9302
5 1,84Q994
$ 2,211,633
$ 2,350,684
$ 1
$ 1,268,265
E Revenue
$ 2075,SW
5 1,845,15,
$ 5,0705,
$ 6,450.713
"2,187
$ 1768993
$ 25935610
D) Expenditures
5 1,701,518
5 1,495,188
5 4,939,938
$ 6,970.350
5 2,556,912
5 26,385,225
(6) Ending
Fund Balance (FaE-0)
5 LM954
S 2,19 %3
I S Z34Z2651
S L83LO47
I S L%4268
I S 919,650
Current/Ongoing Capital Projects
o Mathay Ballinger Park Improvements
■ Permanent Restroom
■ Water fountain
■ Improved Parking
■ ADA accessible path to playground and Interurban trail
■ Large Picnic Shelter
■ Landscaping
■ Benches
o City -Wide Improvements/Deferred Maintenance
■ Main Street/Shell Creek Property public access
■ Automated door locks all park restrooms (6)
■ Brackett's Landing North
■ Bottle filler (replaced failed drinking fountain)
■ ADA Access to bottle filler
■ Improvements for security/decrease vandalism
■ Signage (variety)
■ Puget Sound "No boating" buoys
■ Five - Corner Hanging Baskets (9) Installation
■ Civic Park
- Landscape Plant Warranty issues
- Grant close-out
- Wavy Walk retrofit
o Signage & Wayfinding
Edmonds City Council Draft Minutes
September 8, 2024
Page 11
Packet Pg. 26
8.1.a
■ Entry Sign Standardization
■ Rules/Enforcement
■ Education
■ Safety
■ Asset and wildlife protection
o Mee Property Acquisition
■ 1-acre
■ Expands Mathay Ballinger Park by 50%
■ Access from 76th Ave
■ House/outbuilding - to be removed
■ 80% grant funded ($880,000)
- Purchase price ($925,000)
- Related costs
o Sierra Park Expansion/Alderwood District Acquisition
■ 0.38-acre
■ Ballfield encroachment
■ Snohomish County Conservation Futures Grant (100%)
- Board approved
- County Council - December
Parks 2025-2030 CIP/CFP Projects
o Shell Creek Restoration Phase 2 - R19
— AppronmeteProjea Outli — 'yew : ne •!
2025 2 . 2022 2.1.
2e29 2030 T-1
Unu .d Funeing so
$o
Existing Conditions Analysis ($250,000) - 2024
Restoration work - 2025
Estimated Cost $630,000
o Ballinger Park/Mountlake Terrace ILA- D 19
PROS Plan
G3—Obi 3.7,3.8,3.9
G4 — Obj 4.2, 4.4
GS — Obi 5.1, 5.3, 5.4
G6 — Obi 6.5
G9 — Obi 9.1, 9.2
Aw
2025 2G26 2027 2028
2.1 2 0 T•bl
Unu dFuneing s0
so
W74 f Interlocal agreement to support development PRoswan
�+ of Phase 3 which includes improved access for 63—obi. 3.2, 3.8, 3.1165—Obj 5.2
Edmonds residents
Rec. — 3.6
d Estimated Cost $200,000
o Columbarium Expansion Phase 2 - D8
Edmonds City Council Draft Minutes
September 8, 2024
Page 12
Packet Pg. 27
8.1.a
o Johnson Property — P5
9
2025 2026 2027 3028
2— 2030 Total
UssucurtOFsegmg
s0
50
• Cemetery Fund 137 (Restricted)
• Estimated Cost $159,100
vlamm�R-mee v.opem lvxl sRD,DDD
SaD,aoD
Construction - Mee property (D13)
$x50,000 $250.000
Total $80,000
$250,000 $330,000
Real Estate Excise Tax 11-F•M 125 $A0,000
$R0,000
Impact Fees - FuM 332 100
$250,000 $2SU.000
Total Revenue 580,000
$250A00 $330,000
• Master Plan - 2026
PROS Plan
• Construction - 2027
Gl — Obi. 1.1
G2—Obi. 2.1, 2.3
• Estimated Total Cost $330,000
G3—Obj. 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.11
G5 — Obj 5.1, 5.3
G6 — Obi 6.1, 6.3, 6.4
R-.— 3.2, 3.5&6.2
• Master Plan — 2026
• Estimated Cost $100,000
2025 2026 M27 2028 202 2030 Total
..
ne
$0 ($815,000l (54T00,000(
• Feasibility Study update and planning
• Design and permitting PROS PIan
Construction I G9—Obj 9.1, 9.3, 9.9
Estimated Cost $5,825,000
o Marsh Boardwalk Replacement — D21 & R20
. z�t3ir
Edmonds City Council Draft Minutes
September 8, 2024
Page 13
Packet Pg. 28
8.1.a
yam/....
ow
Parks 2025-2030 CIP/CFP — Projects
2025
2026 2027 2029 2029
1111111101111=����®
20M Total
. llllllllllllllll�illlll3ffi.71111�1111111111111111�1111111111111111�1111111111111111�1111®
illlllllllllllll�llllll�lllll750,0110)
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llllllllllllllll�llllllllllllllll�llllllllllllllll�llllll�
$0 ($]SO,Oooj
IS]SD,Oool
• Planning, design and permitting
• Bid and construction
• Estimated Cost $825,000
PROS Plan
G3—Obj 3.4,3.7,3.8,3.9
G4 — Obj. 4.2, 4.4
G5—Obi. 5.1, 5.3, 5.4
G6—Obi. 6.1, 6.4, 6.5
G9 — Obj 9.1, 9.5
Rep. 3.1, 3.10 & 6.2
Casts inflated a[ 3% per year
6P
Projects
Project She& Description
2026
2027 2028
2030
0-Year TMI
Shell creek Restoration Phase 2
R19
Prejecr, to provide improved emaronmental health and erosion control of Shell
$ 3INi
S -
$ -
S -
$ -
$ -
$ 390,000
Creek in Yost Park. may Include trod, Midge and boadwalk naparror relocation.
Lake Ballinger Park Mountlake Terrace tLA •CARRYFORWARD•
D19
Fundng to support City of Mountlake Temce Ballinger Park Phase III
$ 200,000
S -
$ -
S -
S -
$ -
$ 200.000
Development Payment due upon completion of project.
Oalumbarium E:pamion - Phase II
DO
Expansion tithe current cdumbanum. Funding provided through the Cemetery
$ 175,000
$ -
$ -
$ -
$ -
$ -
$ 175,000
Trust Fund 137.
Mee Property
%
013
Master plan and future development providing expanston of the Mathay Ballinger
neighborhood park. Property purchased in 2024.
$ 801000
S -
$ 250,000
S -
$ -
$ -
$ 33g000
Johnson Property
%
Master plan for future use and expansion of Yost Park. She development not
100,000
$ -
$ -
$ -
$ -
$ 100,000
P5
included in estimate. Demolition, debns removal and site security completed in
2023.
Parks & Fad"Ities Maintenance and Operations Building
%
hepatic and/nr rr-nmau- Park, I. Facilities Maintenance Lwp located in City Park
$ -
$ 250,000
$ 975,5W
$ 4,70p,000
$ �
5 �
$ 5,825,500
Preliminary design in 2026,
Marsh B—davalk Replacement
D21
Renovation and replacement of northwest Edmonds Marsh boardwalk to include
$ -
S 75,000
$ 750,000
$ -
$ -
$ -
$ 825,000
RZO
ADA upgrades.
Yost Pod upgrades a Renovation
R11
Repairs and renovations of 50e year old pod as needed to include a complete
$ -
$ -
$ 350,000
$ -
$ -
$ -
$ 350,000
replaster of the pod.
Woot ersy amptts Athletic Complex - Phase I - Lighting
%
1)20
In cooperation vdth the Edmonds School District, complete a community park and
$ -
$ -
$ 1,500,000
$ -
$ -
$ -
$ 1,500,000
elhIa complex at Former W oodway High School to include lighting and future
rnmbn ion d two additional fields.
cons inflated a 3% per year
UP
Pirelli 9
Project sited Description
2025
2026 W27
218E
�
7NB
4YeYTptal
Sierra Park
RR
Replacement of a 25- year old playground and related improvements to included
$ -
$ -
$ 50,000
$ 3501000
$ -
$ -
$ 100J000
ADA rampkance.
D10
Pine Street Park
D11
Park enhancements to include the addition of a small shelter with picnic tables,
$
$ -
$ -
$ 100,000
$ 60,0W
$ 200,000
$ 360,ODD
D12
canopy shade trees and a pawed connecting pathway.
Maplewood Hill Park
R12
Replacement of a nearly 40 year old playground for improved play experience and
S -
$ -
$ -
$ 50,000
S 350,000
$ -
$ 400AN
ADA compkance.
Neighborhood Park SR99
It
CIS
Maslen plan and development of a new neighborhood park In Southeast Edmonds
$ -
$ -
$ -
$ -
S 801100
$ BSO,OOD
$ 930AM
(lunding is in Parkland Acquisition program for purchase).
D76
Elm Street Park
D17
Park enhancements to include the addition of a nature playground, small shelter
$ -
$ -
$ -
$ -
5 105,000
$ 385,000
$ 490=
R14
with picnic tables, habitat restoration and possible addition of a dog park.
Neighborhood part SE 2
%
Master plan and development pf a new n,ghb.,h.d park in Southeast
$
$ -
$ -
$
$
$ 87,000
$ 82j000
D1fl
Edmonds (funding Is in Parkland Acquiznipn program for purchase(.
Pool Replacement
%
R1S
Replacement of the existing Yost pool due W end of life Cycle Design, location,
$
$ -
$
$
$ -
S 21AM.000
S 21,0001100
and funding TBD and consideration of possible partnerships.
Edmonds Marsh Estuary Resmradon (willow peek Dayfighting)
Master Plan development and implementation of the Edmonds Marsh to daylight
%
P4
the waterway, connection of Puget Sound to the Edmonds Marsh and two fresh
TBD
TRD Ti
TRD
TRD TRD
D9
water creeks providing restoration of fresh warn/salt water estuary and natural
$ -
Dl
tidal exchange (All caper— are TBD per Council direction in December 2022).
Property acpu�snipn ident fled in Parkland Acquisition program.
SUBTOTAL
PARKS CIP/CFP PRDIECTS
$ 835 oo0 $ 425 ppo $ 3,775,5D0,
$ 5,2D0,000
S 595,000 $ 15,517,0100 $ 36,347,500
Edmonds City Council Draft Minutes
September 8, 2024
Page 14
Packet Pg. 29
8.1.a
• Programs
o CitVM
• Programs — not site specific
tal Replacement — R-17
• Ongoing expenditure
Backlog of 50+ Projects
• Small Capital Projects and Deferred Maintenance
• Estimated Total Cost $2,700,000
R16
� o so
ea funain6 50 5p $0
Various projects throughout system
Design and permit - 2026
Bid and construction - 2027
Estimated Cost $500,000
PROS Plan
G2 — Obi 2.1
G3—Obi 3.3, 3.7, 3.8, 3.9
G9 — Obi 9.1
Rec. 3.1
Project#
PARKS CIP PROrtRM
am
202E
2027
2028
2029
2030
6-Year Total
Citywide Park Improvements / Capital Replacement Program
R17
Ongoing program of funding allocation for regular, major and deferred
$ 4SOX0
$ 450,000
$ 450,000
$ 450,000
S 450,000
5 450,ODD
$ 2,700,000
maintenance, repair and replacement of parks amenities, structures and
equipment.
ADA Improvements & Replacement
R16
Ongoing replacement or improvements to meet ADA standards within park
$ -
$ 200)WO
$ 300.000
$
$ -
$
S 5001000
system. (Example is of the Seaviesv Park restroom replacement and
improvements to pathway).
Debt Service and Interfund Transfers
Debt service on Civic Park $1.6M bond (2021), Manna Reach Acquisition and
$ 412,518
$ 416,288
$ 410,438
$ 416,350
$ 407,912
$ 414,225
$ 2,477,630
Interfund transfers to Engmeenng for Capital Project Support.
(5)KNOW
-PARKS QP PROGRAMs
S 86ZSIS
S L06CM
S L16OA38
S VA350
S 857,912
S 864.M
S 5,677.630
• Parkland Acquisitions
Project#
PARKIAND ACQURLTIUN
202E
2026
2027
2028
2029
2030
6-Year Total
A3
Neighborhood Park SR99
$ -
$ -
$ _
$ 100,000
$ -
$ -
$ 900,000
Atq—,bon of parkland near SR 99 to fill park system gaps.
A4
Neighborhood Park SE 2
S -
$ _
S
$
$ 900.D00
$
$ 900,000
Acquisition of parkland in South Edmonds to fill park system gaps.
Edmonds Marsh Estuary Restoration (willow Creek Daylighting)
Al
Acquisition of the Unocal property m support of greater Edmonds Marsh
TBD
TBD
781)
TBD
TBD
TBD
$
restoration project.
JQ SUBTOTAL-
PARKLAND ACQUISMON
S
S
S
$ 9001000
i S 90Q000
$
S 1,800,000
• Changes to CIP/CFP
Edmonds City Council Draft Minutes
September 8, 2024
Page 15
Packet Pg. 30
8.1.a
PROTECUADOM
Type
1 Pill NAME
W
G6QlIION
Parks
JADA Imp,overneins & Re lacelnent
Ono ent or improvements to meet ADA Standards.
Parks
Marsh Boardwalk Replacement
Renovanon and revlacementof NW Ednonds Marsh eoardwalktoinclude ADA odes.
Parks
Mee Property Master Plan
%
Was partol Parkland Acquisition,nownandalonepraed
Typo
PROTECF NAME
W
OETCRPIION
Parks
Interurban Trail E.teruon
Removed dsre to lark of available funding.
Parks
Mathay Rollin er Park
Pro' complrlion Khrduled for 2024.
Parks
Ne.ghborhood Park SE t
Mre Pro t Purchased in 2024. Master Plan listed aboveas new item.
Parks
Olyrp., Beach Park Rest —
an-iorr—ioncoomptared.
Parks
Parkland Acquisition Sppon
Removed, will ber nested if/when Potent,al acquisition is Identified.
Parks
S naW
Pro ctomplebunxheduledfor2024.
Parts
isslink)
Removed dueto lack of avelablefundin ar10 ceherca 'talphonues.
Parks
Yost Park Pla ound Im rovements
Pro n expenses deemed re lacement as not feasible rt this time.
Typo
PROTECT NAME
CPP
CFYNGE
Parks
Elm Strret Park linsi —h
Moved to 2029-30 vs. 2028-29.
Parks
ldarson Prnpr,ty Matt, Plan
%
Eaprnditure estimate updated to reflect more currm[pricin.
Parks
Lake Bailin rr Park Mountlake TeemcellA
ILA [om IHM in 2023; mrna dueu onstrucrio letioo estimated for 2025, car rivard.
Parks
Ma ewood Hill Parkl ve is
ro
Moved to 2028-29 vs. 2027.
Parks
N hborhood Park SE 2
X
Ac ulvbon moved to 2029 vs. 2026 and Master Plan moved to 2030 vs. 2027.
Parks
N hhorhaod Park SR 99
X
Ac ulvbpn moved to 21128 vs. 2025 and Master Plan/Construction moved to 2029-30 vs. 2026-27.
Parks
Parks & Facil Ines Maintenance BuildingX
Construcuon shifted to 2028 vs. 2027: elimina design funded via REET Fund 125.
Parks
Pine Street Park Improvements
Moved to 2028, 29&30 vs. 202526.
Parts
Pod Replacement
X
IMoved to 2030 vs. 2029.
Parks
Seaview Park Restroom Replacement
Moved krto ADA Im ements&Replacement" nm 2026-2027 vs. 2028.
Parks
Sir— Park knpr--ts
Mused to 2077-28 w. 2026.
Parks
Wocidway Campus Athletic Complea Phase l
X
IMoved to 2027 vs. 2025 due to required ESD partnership development and coordination.
Parks
Yost Pod U codes &Renovation
Moved Io 202] vi. 2025.
Parks
Yos[ Pod Replacement
%
Replacement ofe.lstiI- moved to 2030— 2029.
2025-2030 CIP/CFP Schedule
o July
■ City staff begins development of capital budgets
o August
■ Submit proposed Capital budget to Finance
■ Prepare draft CFP and CIP
o September
■ Planning Board Presentation (September 1 lth)
■ Planning Board Public Hearing (September 25th)
o October
■ City Council Presentation (October 8th)
■ City Council Public Hearing (October 22nd)
o November
■ Adopt CFP w/ Budget (November 26th)
Councilmember Paine asked what would be required to amend the cost to update the pool rather than
estimating it at $24M. Ms. Feser answered Shoreline went gone through a process recently and King County
did an aquatics facilities study that included locations and the cost and she suggested referencing that
document as the City does not have the time or capacity to price that out. Councilmember Paine referred to
Marina Beach planning and the grant staff obtained that council declined and asked if that plan need to be
revised. Ms. Feser responding Marina said the Beach Park Master Plan can remain as is, it has a very large
intertidal channel for the flow between Puget Sound and Willow Creek at the railroad bridge. A lot of work
went into that; the challenge will be what happens under bridge because there is only 4-5 feet.
Councilmember Paine recalled talking to Ms. Feser about the right-of-way adjacent to Mathay Ballinger
Park, owned by SnoPUD, and their excitement about a bike path over SR-104. She asked if updating the
right-of-way for non -motorized transportation should be in the CFP/CIP. Ms. Feser answered that is an
interesting conversation, whether it is a park project or a non -motorized transportation project. Mr. English
responded that project is part of Transportation Plan update; a feasibility study regarding crossing SR-104
would be the first step.
Councilmember Eck thanked Ms. Feser, commenting she loved the idea of having a line item specifically
for ADA improvements and replacements due to the importance of that visibility.
Edmonds City Council Draft Minutes
September 8, 2024
Page 16
Packet Pg. 31
Councilmember Nand referred to PI and D2, Parks & Facilities Maintenance Building and asked the
feasibility of a public -private partnership with a ground level parks and maintenance facility and a second
level of multifamily apartments or subsidized housing for public employees. She suggested that would be
a helpful way to get that project funded. Ms. Feser agreed all creative options were on the table. Parks shops
and Facilities shops are usually restricted from public access due to vehicles, equipment, chemicals, etc.,
but possibly a bilevel option could be an option. Councilmember Nand suggested some type of subsidized
housing in exchange for a lower salary for seasonal FTEs possibly would make it less of an issue to live
above a parks maintenance facility versus members of the general public.
Councilmember Dotsch referred to the Ballinger Park Mountlake Terrace Improvement Access and asked
if lighting was included, recalling the neighbors wanted lighting. Ms. Feser asked if Councilmember Dotsch
was referring to lighting on the park property. Councilmember Dotsch clarified she was inquiring about
lighting at the access to the park from the Edmonds side. Ms. Feser was unsure if there was lighting
associated with that property, but said she could easily find out.
Councilmember Dotsch asked if improvements at the old Woodway High School property could count as
a park in south Edmonds. Ms. Feser answered it would be worth looking into investing in providing public
park access. Right now the project is improving one athletic fields and lighting an existing field.
Councilmember Dotsch observed the description was community park and athletic complex. Ms. Feser
answered the addition of a park and amenities would be at council discretion.
Council President Olson referred to the master planning process for the Johnson property, recalling when
the council had the opportunity to accept the donation, it was discussed in the context of being a community
garden and it was on that basis that she agreed. She asked if the master plan would be for the community
garden or for future use of the property which seems contrary to the basis upon which the property was
accepted. In terms of funding, if the intent is just a community garden, likely a professional in the
community would do a layout of the community garden, how to staff it, etc. for free. The Floretum Garden
Club and the Snohomish County Conservation District have offered to assist. She wondered if the proposed
cost of $100,000 could be lowered to zero.
Ms. Feser responded there is a serious parking issue at Yost Park. The pool, pickleball courts, playground
and trails are very active and there are estimated to be 200 swimmers in the pool every day over the winter.
The improvements on Bowdoin eliminated parking on one side of the streets. It may be possible to utilize
some of the Johnson property for parking to support Yost Park as well as the community garden. Shirley
Johnson's will states the purpose for use as a park and/or community garden site and/or to cultivate and
grow plants, fruits, vegetables and other related things all for the City of Edmonds and citizens of Edmonds
and the local community as the City of Edmonds deems best in their discretion which to her meant
community garden, plus. There could be more on that site than a community garden such as environmental
and agricultural education opportunities for the public because that is the history of the site. A master plan
could capture that much better and honor Shirley Johnson's intent in donating the property. Bringing in a
professional to help facilitate that design will ensure elements won't be lost in the process rather than simply
having a community garden. She summarized that is her opinion, it is always up to the discretion of the city
council.
ADJOURNMENT
With no further business, the Council meeting was adjourned at 6:43 pm.
Edmonds City Council Draft Minutes
September 8, 2024
Page 17
Packet Pg. 32
8.2
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Council Meeting Minutes October 8, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-08 Council Minutes
Packet Pg. 33
8.2.a
EDMONDS CITY COUNCIL MEETING
DRAFT MINUTES
October 8, 2024
ELECTED OFFICIALS PRESENT
Mike Rosen, Mayor
Vivian Olson, Council President
Chris Eck, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Michelle Dotsch, Councilmember
Susan Paine, Councilmember
Jenna Nand, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Kim Dunscombe, Acting Finance Director
Angie Feser, Parks, Rec., & Human Serv. Dir.
Shane Hope, Acting Planning & Dev. Dir.
Shannon Burley, Deputy Parks, Rec., & Human
Serv. Dir.
Leif Bjorback, Building Official
Tristan Sewell, Planner
Jeff Taraday, City Attorney
Nick Falk, Deputy City Clerk
Jerrie Bevington, Camera Operator
The Edmonds City Council meeting was called to order at 6:59 pm by Mayor Rosen in the Council
Chambers, 250 5' Avenue North, Edmonds, and virtually. The meeting was opened with the flag salute.
2. LAND ACKNOWLEDGEMENT
Councilmember Chen read the City Council Land Acknowledge Statement: "We acknowledge the original
inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes, who
since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their
sovereignty, their right to self-determination, and we honor their sacred spiritual connection with the land
and water."
3. ROLL CALL
Deputy City Clerk Nicolas Falk called the roll. All elected officials were present.
4. PRESENTATIONS
1. BREAST CANCER AWARENESS PROCLAMATION
Mayor Rosen read a proclamation proclaiming October as Breast Cancer Awareness Month to honor those
who have lost their lives to breast cancer, recognize the courageous women and men who are living with
this disease, and celebrate breast cancer survivors. Aubrey Zoli accepted the proclamation on behalf of the
American Cancer Society and the millions of constituents they represent across the country. She thanked
the mayor and council for having them here.
2. MAYOR'S FINANCE UPDATE
Edmonds City Council Draft Minutes
October 8, 2024
Page 1
Packet Pg. 34
Mayor Rosen advised the council will receive a lot of financial information during tonight's meeting.
5. APPROVAL OF AGENDA
COUNCILMEMBER TIBBOTT MOVED, SECONDED BY COUNCIL PRESIDENT OLSON, TO
APPROVE THE AGENDA IN CONTENT AND ORDER.
COUNCILMEMBER TIBBOTT MOVED, SECONDED BY COUNCILMEMBER DOTSCH, TO
AMEND TO REMOVE BUSINESS ITEM 10.2 REGARDING A PUBLIC HEARING ON
INITIATIVE 2117.
Councilmember Tibbott recognized there is a lot of community interest on this topic and people are
interested in learning more about it and voice their opinions, but there also seems to be a lot of confusion
on this topic. For example, the council received an email asking them vote to no on I-2117, which clearly
is not what the public hearing is about. The council has also received comments regarding the political
nature of holding a public hearing on a state initiative. It is obvious the political overtones would be
counterproductive at this point and the council could avoid confusion by not holding a public hearing.
Despite the interest, it would be better to hold a public forum outside a council meeting where the topic
could be explored with input by experts and those in attendance. There are no plans for a presentation
regarding this topic with facts and data on either side of the issue. He pledged to bring together community
leaders to hold a forum and urged councilmembers to support the motion to remove the public hearing and
encourage a public forum to further explore this topic as it properly deserves.
Councilmember Paine said she would be unable to support the motion. This matter is before the public in
next month's election and it is not unusual for city councils to participate in showing support for one side
or another, particularly when there are direct impacts the city. Other communities who have supported a
similar a resolution include Lake Forest Park, Kenmore, Bothell, and Shoreline. She urged councilmembers
to retain the public hearing on the agenda to hear from community members.
Councilmember Dotsch relayed her support for the motion. The results of what will happen specifically in
Edmonds if this initiative passes or fails have not been evaluated. None of the councilmembers are experts
and the council has not had a comprehensive presentation before holding a public hearing and attempting
to reach a decision tonight from the dais. Constituents have every right to voice their support or opposition
to this initiative as do individual councilmembers, but it is not good governance to do this haphazardly and
out of sequence with usual and customary procedures. The time legal counsel charges and the cost of staff
time to support a public hearing on one of four citizen initiatives on the ballot is not a wise use of the
precious time and money the City is struggling with. Much information for or against this initiative is
available to the public and the specific impacts to Edmonds would require additional staff time to wade
through the details and require an enormous lift in a short amount of time as ballots drop next week.
Spending precious city resources and time to hold the public hearing when the City is facing insolvency
and drastic cuts unrelated to this initiative is not good governance. She supported removing this item from
the agenda.
Councilmember Chen relayed although he supports voting no on I-2117, he did not think a council meeting
was the right place or venue for this type of discussion. There are four initiatives in the voters' pamphlet
2066, 2109, 2117 and 2124. Singling out one state initiative for the local government to discuss is not
appropriate. The City is on the edge of bankruptcy, a word he does not like to use; the proposed budget
indicates the General Fund is heading into the negative by 2027. The council needs to use its precious time
and limited resources to solve its own problems
Councilmember Eck said she was unable to support the amendment. This is a state issue as well as a local
issue and it relates to the effects of climate change on Edmonds as well as funding. She respectfully
Edmonds City Council Draft Minutes
October 8, 2024
Page 2
Packet Pg. 35
8.2.a
disagreed with the comments that this was not a local issue and requested councilmembers look at the bigger
picture. Passage of I-2117 will hurt Edmonds in the future; these are very important issues that the public
should have a say on and the point of having a public hearing is an opportunity for the council to hear from
the public. People can respectfully disagree and there has been a great exchange of opinions via email over
the last few days. She thanked audience members for attending and for being willing to express their voice.
Council President Olson pointed out this initiative was singled out due to the local impact. She agreed
wholeheartedly with those who have said the council should not take a position on state initiatives but for
the local impact. The Highway 99 projects are on the CCA project list. Councilmembers making a statement
about what is in the best interest of the City on issues that impact the City is absolutely within the realm of
their responsibility which is why she put this on the agenda and will support keeping it on the agenda. She
thanked Councilmember Tibbott for his offer to host a forum, agreeing that would have been another great
way to approach it and would still be a great conversation to have in the greater community.
Councilmember Paine commented is the one initiative on the November ballot that has direct, immediate
impacts in Edmonds. Along with the Highway 99 projects, there is funding for student transit passes, salmon
passage, and other aspects related to salmon recovery through the lens of transportation. The Climate
Commitment Act is a major act that supports funding for transportation, Department of Ecology, and seven
other agencies. It is an important issue to discuss and has very deep relevance in Edmonds.
UPON ROLL CALL, AMENDMENT TIED 3-3-1, COUNCILMEMBERS CHEN, TIBBOTT AND
DOTSCH VOTING YES; COUNCILMEMBERS ECK AND PAINE AND COUNCIL PRESIDENT
OLSON VOTING YES; AND COUNCILMEMBER NAND ABSTAINING.
City Attorney Jeff Taraday advised Mayor Rosen can vote to break the tie, but is not obligated to.
MAYOR ROSEN VOTED NO AND THE AMENDMENT FAILED 3-4-1.
A MOTION WAS MADE BY COUNCIL PRESIDENT OLSON AND SECONDED TO AMEND THE
AGENDA TO ADD AN EXECUTIVE SESSION REGARDING PENDING LITIGATION AT THE
END OF THE MEETING AS ITEM 11 AND MOVING ITEMS 11 AND 12 TO 12 TO 13.
AMENDMENT CARRIED UNANIMOUSLY.
MAIN MOTION AS AMENDED CARRIED UNANIMOUSLY.
6. AUDIENCE COMMENTS
Ken Reidy, Edmonds, referred to a blue sign in Civic Park that makes several false representations. The
sign claims ECC 5.32 prohibits soliciting, models, drones or rockets; ECC 5.32 addresses none of these
items. The signs claims ECC 5.32 prohibits feeding wildlife; this is not true as that code only applies to city
beaches. He requested the city code be updated as needed and ensure signs placed in parks are consistent
with city code. If the council has time for optional public hearings, he suggested they consider the numerous
ECC code issues. The city council is elected to make city policy. On March 26, 2024, the council adopted
new rules of procedure for how items are added to council agendas; an item may be added by one of the
following methods, 1) a majority vote or consensus of the council, 2) by the council president or council
president pro tern when acting in the absence of the council president. In light of the I-2117 item on tonight's
agenda, he encouraged council to end the council president's ability to add an item to the agenda on their
own.
Mr. Reidy continued, furthermore, tonight's agenda is confusing; a quick glance at the agenda shows only
one item under the Item 9, Public Hearing, but there is a second public hearing under Item 10, Council
Business. RCW 42.17A.555 states a local government legislative body may vote on a motion or resolution
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8.2.a
to express support or opposition to a ballot proposition if the following procedural steps are first taken: 1)
the notice for the meeting must include the title and number of the ballot proposition, and 2) members of
the legislative body or members of the public must be allowed an approximately equal opportunity to
express an opposing view. He questioned how members of the public were to prepare an opposing view if
they did not know what council's view was. He watched a Kirkland's meeting yesterday; their packet
included a proposed resolution opposing I-2117 so their citizens knew the council's views. He questioned
wasting precious time and limited resources on unnecessary actions and urged the council to stop burdening
the public with this type of conduct at a time there is so much important city business to work on.
Bill Krepick, Woodway, thanked the council for avoiding a discussion on the state initiative; the council
has limited time to spend on things like that and should focus on the question of insolvency in the city's
budget in 2027. He referenced his emails to council about conversations he has had with the RFA which
indicate they are not answering many of his questions which means they are not answering the community's
questions. His questions are related to the difference in the price of services and the cost of services. He
was dismayed the RFA continues to talk about a $19 million price for their services in 2026 and will not
divulge the actual cost to provide those services. The city currently pays approximately $11.5 million and
no additional services will be offered in 2026 which raises the question of why the price goes from $11.5
million to $19 million. He asked who was negotiating the RFA contract, who represented Edmonds, their
qualifications and background, and whether they had a lot of negotiating experience. If there hasn't been
any progress since negotiations started 2-3 months ago, he questioned why the city continued to keep the
RFA as their "preferred" provider of services and why the city was no evaluating returning to a city -owned
fire department. He referred to a video on the RFA's website that promotes 12 firefighter/EMT responding
to a simple cardiac arrest and questioned how a well -run organization could waste that kind of manpower.
7. RECEIVED FOR FILING
1. CLAIM FOR DAMAGES FOR FILING
2. WRITTEN PUBLIC COMMENTS
8. APPROVAL OF CONSENT AGENDA ITEMS
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER PAINE, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
1. APPROVAL OF COUNCIL MEETING MINUTES SEPTEMBER 24, 2024
2. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES SEPTEMBER 24, 2024
3. APPROVAL OF CLAIM CHECKS AND WIRE PAYMENTS.
9. PUBLIC HEARING
GREEN BUILDING INCENTIVES CODE AMENDMENTS PUBLIC HEARING
Planning & Development Director Shane Hope provided an introduction, advising the presentation would
be fairly brief, but outline the proposal for the public. Planner Tristan Sewell reviewed:
• Brief Summary
o Buildings emit most of Edmonds' local climate pollution. Residences emit over a third
o Encouraging development with reduced environmental impacts via optional permit review and
land use incentives
o Proposed incentives expand upon underutilized existing examples
o Learn how to expand and adapt to more contexts, zones, etc.
o Planning Board and Climate Protection Committee recommend
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8.2.a
Policy Context
0 2020 Comprehensive Plan Climate Change Element
■ B.1: City takes lead reducing Edmonds' GHG emissions
■ E.2: Programs and incentives for (re)development to reduce GHG emissions
0 2023 Climate Action Plan
■ Climate neutrality by 2050
■ Action BE-2.2: Develop and implement a green building incentives program
Program Objectives
o Valuable
■ Desirable to homeowners and developers, motivating the environmental outcomes
■ Greater incentives in exchange for `greener' certification
o Simple
■ Expand upon code precedent
■ Use industry standards to avoid creating unique criteria
■ Minimize impacts on City staff
Possible Incentives
o Expedited plan review — time is money
o Reduced permitting fees — direct financial incentive
o Additional building height — enables greater efficiency
o Reduced setbacks — onsite location flexibility
o Increased lot coverage — more developable lot area
o Increased density — number of units, floor area ratio
o Reduced off-street parking — specific needs vs. one -size -fits -most
Program Development
o Researched regional and national examples
o Learned from peers and neighbors
o Master Builders of King and Snohomish Counties (MBAKS)
o Planning Board
o Mayor's Climate Protection Committee
o Public forum seeking input from both industry reps and public
Building Inspector Lief Bjorback reviewed:
• Construction Standards (Established Certifications)
o Single -Family Residential: Built Green 4- o
Star 0
•• o
0
o Commercial, Multifamily, and Mixed Use: 0
LEED Gold or Built Green 4-Star
Multifamily
JL
Points Categories
o Built Green
■ Site and Water
■ Energy Efficiency
■ Health and Indoor Air Quality
■ Materials Efficiency
Point -based, not prescriptive
Updated in response to market and
regulation
Widely used and recognized
Third -party verified
Built Green 3-Star benchmarked on 20%
better than State energy code
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8.2.a
■ Equity and Social Justice
■ Operation, Maintenance, and Homeowner Education
■ Built Green Brand Promotion
o LEED
■ Integrative Process
■ Location and Transportation
■ Sustainable Sites
■ Water Efficiency
■ Energy and Atmosphere
■ Materials and Resources
■ Indoor Environmental Quality
■ Innovation
■ Regional Priority
What Green Building Can Look Like
o Encouraging active transportation
o Responsible materials sourcing
o Functional landscaping
o Efficient fixtures and appliances
o Efficient building envelopes
o Interstitial space
MAW
I�IIiiL
o Compliance with the energy code will often necessitate additional height to accommodate
building components such as deeper roof or attic insulation or ductwork within the thermal
envelope of the structure.
o Gaining additional height as a green building incentive can benefit the builder in meeting
building code requirements. In other cases, allowing an extra few feet in height might allow for
higher ceilings or possibly an extra floor level in the structure depending on construction type,
site topography, etc.
Mr. Sewell reviewed:
Important Notes on Land Use Incentives
o Incentives never supersede environmental regulations.
o Onsite or financial realities may limit utilization of incentives.
o Not all project may choose to use full extent of incentives.
o Possible limiting regulatory factors:
■ Critical areas
■ Building and Fire codes
■ Stormwater
Design review, including landscaping
Street frontage improvements and right-of-way access
Shoreline Master Program
Example: RS-8 lot
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8.2.a
o Standard lot - 70' wide, 8,000 sq. ft.
o Most common zone 15' DADU: 5'
24' DADU: 10'
o Built Green 5-Star RS-6 setbacks in green Standard: 15'
Setbacks indicated
Standard in orange, incentive in green
Hwy idealized scenario, not reality
Development Maximum
o Max. 35% coverage — 2,800 sf
0 1,300 sf primary dwelling footprint, <2,600 sf
home
o Two 1,000 sf DADUs
■ 500 sf footprint 2-story
■ 1,000 sf footprint 1-story
o No other buildings (shed, garage, etc.)
o Orientations are somewhat arbitrary
o All footprints 30' wide for 4-in-12 rooves
0 3 required parking spaces shown outdoors
RS-8 Setback Incentives
Existing Code/Built Green 4-Star
Mr. Bjorback reviewed:
20
a
8,000 sf lot
5'
7.5'
v
N
N
m
O
13 1.
Built Green 5-Star or Better
�iL
Proposed Enforcement Measures
o Certification required prior to issuance of Certificate of Occupancy
o Failure to achieve certification will require posting a 2-year performance bond. Bond amount
is based on:
■ Expedited permit review bond valued at 50% of building permit fee
■ Land use incentive bond valued at 5% of the project valuation
■ Bonds released upon approval of certification
o Failure to certify within 2 years surrenders the bonds as a penalty.
■ Expedited permit review bond processed as permit fee revenue
■ Land use incentive bond goes to the City's general fund
Enforcement Examples (Monetary penalties for failure to achieve certification)
o Bond amounts based on scale of project
■ 3,000 sf new house $27,908
■ 10,000 sf commercial mixed use $79,750
■ 100,000 sf commercial mixed use $777,225
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8.2.a
Staff Recommendation
o Incentivize green building in pursuit of climate neutrality by 2050 by:
■ Leveraging well -established certification programs
■ Reducing permit review timeline 50% for certified projects
■ Granting site development standard incentives
■ Prioritizing each zone's primary intended land use
■ Providing deeper incentives for higher levels of certification
■ Limiting scope of eligible projects to certain zones and land uses
■ Enforcing follow-through via performance bonds
o Supported by Planning Board and Mayor's Climate Protection Committee
Next Steps
o Complete public hearing tonight
o Staff to draft enforcement code — Chapter 19.00 ECDC
o Council Committee reviews details: October 15
o Council Action: Late October 2024
A. Approve Green Building Program
B. Approve Modified Green Building Program
C. No action now
Mayor Rosen opened the public hearing.
Georgina Armstrong, Edmonds, commented while she lauds the city for supporting green construction,
she wanted to ensure trees were also considered when approving these code amendments, most especially
the recommendations made by consultants hired by the city for significant fees. As tree canopy is the
measurement for the area covered by trees rather than the number of trees, it is important that enough space
in the setback be allowed for the width of a tree at maturity. In 2020, the city commissioned a tree canopy
assessment which found Edmonds had 34.6% tree canopy. The assessment states, "Key findings from this
report indicate that due to tree canopy gains offsetting canopy losses in the City of Edmonds, if current
trends persist, then Edmonds' total amount of tree canopy will likely remain unchanged." The city has gone
on record to say it supports expanding the city's tree canopy and that objective is reflected in the city's
climate action plan under environmental segment 1.1, "adopt a tree canopy coverage target for the city."
New construction accounts for significant tree loss. By state law, the city will be required to have a resilient
sub -element in its climate plans by 2029. Large buildings create heat islands as well as stormwater runoff
impacts, both of which can be more adequately addressed by ensuring enough trees are planted on lots when
new construction occurs.
Ms. Armstrong continued, trees not only provide important shade for the hot weather projected for the
Pacific NW, but also take pollutants out of stormwater runoff and help control or prevent flooding. This is
addressed on page 10 of the city's tree canopy assessment which has a section titled, "Heat island, runoff
and equity" which cautions about excess deaths in the coming decades from heat and flooding and that
Edmonds must become more sustainable by focusing on areas that will struggle to combat rising
temperatures and surface runoff. According to the tree canopy assessment which covered 2015 — 2020,
"The largest tree losses were in response to new construction. Natural growth can provide gains in areas
with robust canopy but in areas with low canopy such as new developments, tree plantings are an important
part of a long term plan to increase tree canopy. Where trees are removed from a lot to make way for
construction, enough room should be considered for including trees of a meaningful height and width in
order to provide highly adequate rather than insignificant canopy coverage." She hoped these points would
be considered when planning for setbacks in the green building incentive code amendments.
Pam Tauer, Edmonds, representing the Mayor's Climate Protection Committee, said the mission of the
CPC is to advise the mayor on actions to reduce Edmonds' impact on climate change and increase
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October 8, 2024
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8.2.a
Edmonds' resilience to climate hazards. As part of that mission, the CPC wishes to state they are supportive
of the proposed building code amendments to incentivize green building practices in Edmonds. This
proposal is one of the actions cited in the city's climate action plan, B.E.2.2, create and implement a green
building incentive program. The proposed changes to city code are not a mandate, they do not require
developers or residents to adopt green building practices, but create meaningful incentives to do so. Energy
used for heating and cooling in residential buildings is a major source of greenhouse gas emissions in
Edmonds. Encouraging the adoption of more energy efficient standards will help lower future contributions
to human -caused climate change. Green building standards tend to incur more upfront costs so it makes
sense to incentivize property owners and developers to incur those cost to obtain the long-term benefits
they offer including lower total cost of ownership over the lifetime of these buildings resulting from reduced
energy consumption. The decision to link Edmonds' code to established standards like LEED Gold and
Built Green is a wise move and ensures these incentives will stay current with the state of the art green
building practices without burdening city staff with inspections and keeping up to date on those advances.
She summarized the CPC believes the proposed incentives represent a meaningful step to limit Edmonds'
impact on the climate while balancing the burden on the city and its residents and urges the council to
approve this proposal.
Janelle Cass, Edmonds, urged the council to postpone a decision on building incentives until at least a
year after the comprehensive plan has been finalized and implementation is fully understood. The ink on
the draft EIS is barely dry, people are still trying to digest all the information and she anticipated there
would be a lot of changes. Introducing new building incentives at this stage would add significant variables
that deserve their own comprehensive environmental review. As another speaker mentioned, there is
competing interest between reduced setbacks and space for trees. The tree board just distributed about 100
trees and she wanted room for them to grow. It is important to remember just because something is labeled
green, it doesn't automatically mean it would have a net positive effect on the environment. For example,
meeting certain Built Green or LEED criteria could come at the cost of green space and trees, critical
elements to the city's ecosystem. The council needs to be thoughtful and cautious about the tradeoff being
made under the guise of sustainability. Additionally, the capacity of planning staff should be considered as
a key factor going forward. Allowing projects that meet green building criteria to jump to the front of the
permitting line would likely delay other important projects, potentially some from smaller developers or
homeowners that don't have the capital it takes to build LEED or Built Green. She pointed out 10% of the
$9 million cost of the Port building was required to meet the LEED Silver standard, evidence it takes a
significant amount of money to meet the criteria of these programs. There could also be unintended
consequences and strain on the permitting staff. For these reasons, she believed it would be prudent to hold
off implementing any new green building incentives until the comprehensive plan was finalized and there
was a clear picture of what the full environmental impacts would be.
Judy Cooper, Edmonds, relayed in her experience as a manufacturing owner of architectural metal in
Seattle for about 25 years as well as a homeowner, all the continued incentives that government offers and
says it will make things greener, greener adds to the cost of manufacturing, construction, renovation, etc.
She referred to California as an example of what happens when they required everyone to go green. The
average cost to add to housing in California is between $40,000 - $75,000 per unit. She was unsure how
much the criteria will add to the cost of a single family dwelling in Edmonds, but questioned having
buildings 10 feet apart and having Edmonds look like Ballard. The incentives are pushing to get more
people closer to each other which creates its own problems. She hoped the council would postpone
implementation of these rules until next year, after they get the budget in hand and know what can be spent
and what the staffing levels will be to implement any changes.
Sam [no last name given], Edmonds, said he found very challenging in the presentation a few weeks ago
as well as tonight's presentation to identify the purpose of the incentives. For example, it wasn't clear how
the greater setbacks facilitate any reduction in greenhouse gas emissions as it was his understanding bigger
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October 8, 2024
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Packet Pg. 42
8.2.a
buildings create more emissions, or to what extent the extra height allotments were necessary. The
illustrations did not show how 5-feet was determined or whether that was necessary or sufficient. The same
was true with extra density and other incentives; he found a general lack of illustration for how they reduce
greenhouse gas emissions. He supported having new construction built as efficiently as possible and ideally
relying on power sources that can be generated from renewable energy. If the city is serious about
influencing greenhouse gas emissions from houses, changes that support that should be included in the
building standards in general. As someone pointed out, some of the incentives in the green building proposal
seem to conflict with part of the DEIS and upcoming comprehensive plan changes which have not yet been
reviewed by the council. He summarized with so many changes coming in the comprehensive plan, he
suggested punting this proposal until after the impacts of the comprehensive plan have fully emerged. The
comprehensive plan is supposed to be done in a few months so in the grand scheme, delaying a decision on
green building incentives for a couple months will probably not impact the total number of eco-friendly
buildings constructed over the next 10-30 years.
With no further public testimony, Mayor Rosen closed the public hearing.
Council President Olson advised this conversation will continue at next week's committee meeting. If
councilmembers have questions for staff, this would be a good time to ask, otherwise it would be best to
delay discussion to future meetings.
Councilmember Dotsch commented there are a lot of pictures in the presentation, adding 5 feet to heights,
potentially 10 feet with a sloped roof or possibly add even more if the building is on a slope. Green incentive
programs have had a lot of impacts in other cities such as Shoreline which is more urban in nature. Often
properties are purchased by developers anticipating a third floor which these incentives would allow,
something many Edmonds residents have indicated they are not interested in allowing. The incentives also
impact multifamily and commercial buildings, less parking, more lot coverage, less setbacks, all the things
that are happening in other cities. She felt this program could be made to fit Edmonds better and it would
be wonderful to have input from the community. She encouraged the public to review the photographs and
materials in the packet.
Councilmember Nand relayed her understanding the comprehensive plan doesn't contain code, it is a policy
document so she did not see the inherent conflict between the green built program and the comprehensive
plan. However, she recalled from Acting Planning Manager Mike Clugston's presentation at a previous
council meeting, under state law the city will have to offer expedited permitting review and the green built
program would be one way to meet that requirement. Mr. Sewell answered the information and public
hearing where Mr. Clugston presented was only related to land use permits such subdivisions, conditional
use permits, variances, etc.; these incentives would expedite building permits which are separate from land
use permit.
10. COUNCIL BUSINESS
2025-2026 BUDGET PRESENTATIONS: ADMINISTRATIVE SERVICES AND P.
REC & HUMAN SVCS
Mayor Rosen described the proposed process: staff will make a presentation followed by one round of
council questions with the question and answer limited to three minutes and the expectation
councilmembers will be submitting questions to staff for response.
Acting Finance Director Kim Dunscombe apologized and acknowledged the lack of detailed information
in the org charts and FTE tables in the 2025-2026 proposed budget. The administration is drafting the first
query to provide that crucial information. Additionally, department directors will provided detailed
information on proposed affected positions in their presentations. She reviewed:
Edmonds City Council Draft Minutes
October 8, 2024
Page 10
Packet Pg. 43
8.2.a
City Council
• Role of the department
o Governmental Affairs & Regional Issues
o Legislative & Budget Oversight
o Communications & Community Engagement
o Establish Law & Policy
o Council Administration
2025 and 2026 Proposed Budget
S Change
$ Change
5 Change
2023
2024
2024
2025
2026
25 Budget
25 Budget
26 Budget
Description
Actuals
Budget
Estimate
Budget
Budget
24 Estimate
24 Budget
25 Budget
Salaries
212,765
253,724
254,710
253,770
270,015
(940)
46
16,245
Overtime
826
-
-
-
-
N/A
N/A
N/A
Benefits
99,731
106,715
120,660
131,722
135,028
11,062
25,007
3,306
Supplies
1,631
1,462
1,000
1,000
1,000
-
(462)
-
Minor Equipment
470
-
-
-
-
N/A
N/A
N/A
Professional Services
154
49,500
49,500
5,000
5,000
(44,500)
(44,500)
-
Communications
7,489
7,500
7,050
7,500
7,500
450
-
-
Travel
2,676
500
300
Soo
500
200
-
-
Rental/Lease
514
490
468
490
490
22
-
-
InterfundRental
75,608
43,535
43,535
50,415
50,415
6,880
6,880
-
Repair/Maintenance
-
500
240
500
500
260
-
-
Miscellaneous
5,637
5,360
5,360
3,400
3,600
(1,960)
(1,960)
200
Council Contingency
797
10,000
-
10,000
10,000
10,000
-
-
Lease Payment
342
-
-
-
-
N/A
N/A
N/A
Interest Lease Paymen
7
N/A
N/A
N/A
408,647
479,286
482,823
464,297
484,048
(18,526)
(14,989)
29,751
Budget Cut Impacts
0 3.8% assumed salary increase
0 2025 Furlough for contract employee
o $10,000 contingency spending reintroduced
The Salary Commission sets salaries and benefits for city council and mayor and last fall concluded
effective January 1, 2025 that the salary of each council person shall be increased by the same
percentage that is adjusted for all other City of Edmonds non -represented positions. HR has
provided guidance that city council and mayor cannot be furloughed.
Mayor's Office
• Role of the Department
o Governmental Affairs & Regional Issues
o Communications & Community Engagement
o Council Legislative Support
o City Policy Development
o Community Investment
o Boards / Commissions / Committees
• 2025-2026 Proposed Budget
Edmonds City Council Draft Minutes
October 8, 2024
Page 11
Packet Pg. 44
8.2.a
$ Change $ Change $ Change
2023 2024 2024 2025 2026 25 Budget 25 Budget 26 Budget
Description Actuals Budget Estimate Budget Budget 24 Estimate 24 Budget 25 Budget
Salaries 249,642 302,809 284,807 284,634 303,424 (173) (18,175) 18,790
Benefits 83,420 96,402 70,500 72,679 77,027 2,179 (23,723) 4,348
Supplies 1,261 1,097 1,050 1,100 1,100 50 3
Minor Equipment 683 - - - - N/A N/A N/A
Professional Services 8,622 51,500 75,000 75,000 75,000 23,500
Communications 1,671 1,400 1,400 1,400 1,400 -
Travel 2,072 2,010 Soo 6,000 1,000 5,500 3,990 (5,000)
Rental/Lease (1,281) 2,000 2,300 - (2,300) (2,000) N/A
Interfund Rental 16,814 30,320 30,320 37,122 37,122 6,802 6,802
Mscellaneous 4,038 3,337 2,260 5,000 5,000 2,740 1,663 -
LeasePayment 2,995 - N/A N/A N/A
Lease Interest 73 - - - - N/A N/A N/A
Equipment 1,937 N/A N/A N/A
371,947 490,875 468,137 482,935 501,073 14,798 (7,940) 18,138
0 3.8% assumed salary increase
o No funding is available for temporary coverage when the staffed executive assistant is on
accrued leave.
o $75,000 misc professional services
Budget cut impacts
o Furlough of non -represented staff results in 96 hours of lost time
■ Decrease in available hours directly impacts the office's ability to manage essential tasks
such as scheduling, correspondence and day-to-day coordination resulting in slower
responses and reduced efficiencies. Loss of the temporary position results eliminates
critical backup support and leaves a gap in handling overflow tasks and time sensitive
initiatives.
City Attorney
• 2025-2026 Proposed Budget
o The city contracts legal services with Lighthouse
o Contract states a 3-year rolling average which was 6.2% in 2025
$ Change
$ Change
$ Change
2023
2024
2024
2025
2026
2S Budget
25 Budget
26 Budget
Description
Actuab
Budget
Estimate
Budget
Budget
24 Estimate
24 Budget
25 Budget
Prof Serv-CityAtty
676,037
837,420
837,420
889,340
956,041
51,920
51,920
66,701
Prof Serv-NscLegal
5,000
5,000
5,310
5,708
310
310
398
Prof Serv-Prosecutor
313,026
319,360
319,360
339,160
364,597
19,800
19,800
25,437
989,063
1,161,780
1,161,780
1,233,810
1,326,346
72,030
72,030
92,536
Finance Department
• Role of the Department
o Budget / CIP Development
o Financial Reporting, Analysis, and Long -Range Planning
o Accounts Payable / Accounts Receivable / Billing
o Business License Administration
o Financial Statements, Month -end Close and GL
o Payroll and Benefits Administration
o City Hall Reception
• 2025-2026 Proposed Budget
Edmonds City Council Draft Minutes
October 8, 2024
Page 12
Packet Pg. 45
8.2.a
$ Change
$ Change $ Change
2023 2024 2024 2025 2026 25 Budget
25 Budget 26 Budget
Description Actuals Budget Estimate Budget Budget 24 Estimate
24 Budget 25 Budget
Salaries 852,810 1,637,013 1,541,352 1,284,126 1,350,261 (257,226)
(352,887) 66,135
Overtime 6,134 4,500 - 8,000 8,000 8,000
3,500 -
Benefits 239,703 451,690 423,997 430,593 456,317 6,596
(21,097) 25,724
Supplies 2,967 6,615 6,615 6,300 6,300 (315)
(315) -
Minor Equipment 1,324 2,650 N/A
(2,650) N/A
Professional Services (80,530) 9,300 69,300 2,200 2,200 (67,100)
(7,100)
Communications 14,535 2,000 2,000 2,400 2,400 400
400
Travel 1,109 4,200 - 500 500 500
(3,700)
Rental/Lease 14,544 3,300 2,000 14,000 14,000 12,000
10,700
Interfund Rental 84,701 165,713 165,713 107,425 107,425 (58,288)
(58,288)
Repair/Maintenance 55,955 44,810 44,810 - - (44,810)
(44,810) N/A
Miscellaneous 10,766 6,750 3,625 3,500 3,500 (125)
(3,250)
Lease Payment 14,495 - - - - N/A
N/A N/A
Machinery/Equipment - - N/A
N/A N/A
1,218,513 2,338,541 2,259,412 1,859,044 1,950,903 (400,368)
(479,497) 91,859
0 3.8% assumed salary increase
o ARPA related professional services spending was reduced
o Repair / Maintenance of ERP system will be included in Interfund Rental
rate going forward.
Budget Cut Impacts
o Furlough of non -represented staff results in 96 hours of lost time
o No funding for the Deputy Director of Administrative Services
■ Deputy Director position touches all of department's programs.
■ Burden of preparing, reviewing and submitting monthly reports will
fall on existing staff
who already have full workloads.
■ Developing a robust plan for employee coverage is a crucial initiative to ensure continuity
and efficiency of the Finance Department. This position has typically led that effort and
progress will be hindered in this new org structure
o No funding for the Senior Office Assistant
■ Business license management has been combined with City Hall reception
FINANCE ORG CHART
Ns�mMI owryaha,�
• There will be months in 2025 where staff
s• q ps m.W,
A-q
S"c'i
will require a grace period with meeting,
Monthly Financial Reports
• Request Council approval to submit
regular Financial Statements instead of
an ACFR for 2024, allowing staff to meet
deadlines with available resources
S.nwCO.
sp-Im
• Without filling the Deputy Director
position, staff capacity will be limited to
aa,cRem-&
take on financial projects
°f"`
City Clerk's Office
aaK R-d,
ASi-.
Edmonds City Council Draft Minutes
October 8, 2024
Page 13
Packet Pg. 46
8.2.a
• Role of the Department (2 FTEs)
o Administers 6 Program Areas
o All required by either Local Ordinance or State Law
• Program: Administration (.20 FTE)
o Includes day-to-day operations such as purchasing, timesheets, budget development and
oversight, emergency preparation & response, internal & external communications,
liquor/cannabis license support, business license, parking, and special event permit support,
claims, lawsuits.
• Program: Administration (.20 FTE)
o Edmonds City Code (ECC)
o Revised Code of Washington (RCW)
o City Code and state law mandate the city clerk to perform an array of duties and tasks on behalf
of the city.
• Program: Boards, Committees & Commissions (.20 FTE)
o Records management of BCC agendas, packets, minutes, membership, and oversight guidance.
o RCW 42.56 Public Records Act, RCW 40.14
o RCW 42.30 Open Public Meetings Act
• Program: Council Agendas & Meetings (.60 FTE)
o Administration, agenda production, agenda review and long-term planning, meeting
facilitation AND RECORDING, minutes, legislative history.
o RCW 42.56 Public Records Act, RCW 40.14
o RCW 42.30 Open Public Meetings Act
• Program: Electronic Content Management (ECM) (.35 FTE)
o Maintenance of Laserfiche system, microfilming and digitization, importing new record series,
policies, training, new initiatives.
o RCW 42.56 Public Records Act, RCW 40.14
• Program: Ordinances/Resolutions, and ECC/ECDC Maintenance (.25 FTE)
o Maintenance of legislative history, including creation and review, amending and repealing
documents, ongoing ECC/ECDC development, and significant department -led code changes.
o RCW 42.56 Public Records Act, RCW 40.14
o RCW 35A.13.200 Authentication, Recording and Publication of Ordinances
o RCW 5.44.080 City or Town Ordinances as Evidence
• Program: Records Management (.45 FTE)
o Retention, storage, transfer, and destruction of Clerk's department paper records.
o Assisting city departments with short and long-term storage of paper records.
o RCW 42.56 Public Records Act, RCW 40.14
• Costs
o Salaries & Benefits (2 FTEs) $336,857 (72%)
o Other Expenses* $133,450 (28%)
o TOTAL $470,307
*Facilitate administration of Clerk Programs. Professional services (codification/City Code web
portal), Software as a Service (SAAS) (MinuteTraq, Laserfiche, DocuSign), recording &
publication, citywide mail (postage & equipment)
• Budget Cut Impacts
o Elimination of professional services for council meeting minutes writing (-$22,000)*
*If this cut is retained, clerk's office will produce action minutes for council meetings.
o Non -Rep Furlough, 12 days (-$8,250)
Councilmember Nand asked if elected officials cannot be furloughed, could the training budget be reduced
for 2025 and 2026 to realize a cost savings. Ms. Dunscombe answered reducing the council's training
budget could be done at council's discretion. Councilmember Nand relayed the council's training budget is
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$500 per councilmember and she was unsure if the mayor's office has a training budget; it seems if staff is
tightening their belts via furloughs, reducing the training budget could demonstrate the council was also
tightening their belts.
Councilmember Dotsch commented with furloughs and workloads, similar to when someone goes on
vacation, their work is waiting when they get back. She asked how the workload for people being
furloughed would be addressed such as will there be cross training, etc. Ms. Dunscombe answered the
departments will have to be very strategic with the way they build their backup plan so there is some
redundancy among staff to back each other up during absences. That conversation has occurred with regard
to furloughing department directors whose work continues and is picked up where it left off when they
return. The directors are supportive of the decision in view of the City's financial situation and are willing
to make that sacrifice. If furloughs are approved, the total savings is approximately $400,000, a significant
savings in the proposed budget. The departments will have to work hard given the impact of losing those
hours on their workload. She envisioned the planning department will have the harder time accommodating
the furloughs.
With regard to the budget for training, Council President Olson relayed the council is at $3,400 total for
miscellaneous which includes the entire training budget, retreats, and events.
Councilmember Tibbott asked about consequences of furloughing or reduced staff that the public and/or
council should know about in addition to it taking longer to get something done or for a decision to be
made. Ms. Dunscombe answered staff will have to be thoughtful about the work that gets done in 2025 and
2026 given the loss of those hours and ensure the priority list matches the loss of those hours.
Councilmember Tibbott asked if she had any suggestions to assist with that process. Ms. Dunscombe
answered the retreat will be pivotal in ensuring the workplan accommodates for those lost hours.
Councilmember Tibbott said he looked forward to that, envisioning it will be a great opportunity to
coordinate with council. Ms. Dunscombe clarified furloughs are only budgeted in 2025.
Councilmember Chen asked about the proposal to borrow funds from the enterprise funds, $7.5M in 2025
and $5M in 2026. Mayor Rosen requested councilmembers' questions relate to this department's budget.
Councilmember Chen commented that proposal impacts all the departments. Mayor Rosen clarified each
department is scheduled to present their budgets and the impacts and councilmembers have the opportunity
to ask questions related to that department. The council will have an opportunity for overall deliberation
and conversation regarding the budget at future meetings. This is the opportunity for council to understand
each department's budget. Councilmember Chen responded he was fine with discussing that during another
setting, but it needed to be considered.
Parks, Recreation & Human Services
Parks, Recreation & Human Services Director Angie Feser introduced Deputy , Recreation & Human
Services Director Shannon Burley. Ms. Feser reviewed:
• Role of Department
o Safety
o Quality of Life
o Investment
o Livability
o Economic Resilience
0 230 acres of parks and open spaces
0 47 parks
0 1 mile of Puget Sound shoreline
o Citywide beautification and streetscapes
o Recreation services
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8.2.a
■ Classes, camps, leagues
■ Field and facility rentals
■ Special events
o Human services
o Cemetery services
Department Priorities
0 2022 Parks, Recreation & Open Space (PROS) Plan
o Safety and sanitation for public, staff and visitors
o Preservation of natural and built assets
o Cost recovery within department programs
o Programs which provide more diverse and equitable participation opportunities
Big changes
o Priority based budgeting
o Increase in revenue
o Decrease in expenditures
o Reduction in programs
o Reduction in staff
o Level of service reduction
• Revenue Increases
o All program fees:
■ 5% in 2025
■ 3% in 2026
o Increasing cemetery fees by 20%
o All transaction fees now paid by the consumer
Expenditure Decreases
0 11% in park maintenance (-$373,000)
0 42% in Administration (-$323,449)
0 30% in recreation (-$679,000)
0 48% in human services (-$149,554) (general fund impact)
o Parks, Recreation & Human Services use of the general fund decreased by 23% (-$1,525,000)
What's New
o A fresh take
■ Consolidate locations
■ All rec programs outsourced (contracted services)
■ No more internally run rec programs
■ Doing more with less
■ Inflation increase (utilities, IT, wages)
■ Cost recovery for rec programs (all are positive to the general fund)
Consolidation & Efficiency
o Reduction in administrative staff
o All programming at the Frances Anderson Center; relocated from Waterfront Center
o Eliminate programs that utilize city staff as instructors; use independent contractors
o Special fund expenses re -allocated out of general fund
■ Cemetery paying a portion of GF salaries for Cemetery related work
■ Opioid Funding (Fund 018) supporting Human Services
■ Capital Project Manager salary covered by capital project expenditures
o Fewer vehicles used by the department
o Satellite Park Maintenance Shop vacated
Budget Cut Impacts
o Level of service reduction
■ Recreation programming
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8.2.a
■ Beach Rangers
■ Environmental Education
■ Park Maintenance
■ 24 Department employees laid off (32 unfunded + 1 reduced position)
Loss of Programs
o Meadowdale Preschool (2024)
(2 x .8 FTE's and 19 families)
o Summer Day Camp (2024)
(.25 FTE, 4 hourly positions and 135 families)
o Gymnastics Program
(.63 FTE, .5 FTE, 4 hourly positions)
o Olympic Beach Visitor Center closed (2024)
(approx. 6,000 visitors per year)
o Environmental Education Program (2024)
(.5 FTE, 1 hourly position)
o Environmental Stewardship position reduced to .5 FTE and changed to PT Volunteer
Coordinator
o All recreation programs now at Frances Anderson Center
o Student Conservation Association partnership
Decreased Level of Service
o Beach Ranger and Docent Program (2024)
(6 hourly positions + volunteers)
■ Seeing an increase in unacceptable behavior on beaches related to marine wildlife and
unleashed dogs
o Administrative staff reduction
(1 FTE, .5 FTE & 4 hourly positions)
o Reduction of Parks Maintenance staff
■ 2 FTE 2025* and 3 Seasonals (2024)
■ Edging/weeding/vegetation management
■ Lawn mowing frequency
■ Less use of water / irrigation
■ Fewer repair projects
■ Longer response time to vandalism and graffiti
■ Deferred maintenance continues to be deferred
• Organizational Chart
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8.2.a
Parks Recreaton and
Human 5ervices
4,gie Fes -
Executive
Assistant
Parks4n*
IParkPlannerandNlaintenanceDeputy
arks Director
CapitalP eranManager
Mana ergPark
Sexton
man ServicesCemeteryNlaintenance
gram Manager•Senior
Lead Worker
Parks
Seasonal Staff Maintenance
Contractors•ContractorsWorker
(6)
•Park
Maintenance
♦ Prog ra m
Worker(9)(7)
Assistant
•Senior Office
Specialist
•Environmental
Feld Arbonst
Education &
Sustainability
Coordinator f-5l
*Recreation
Leader (.5)
♦Seasonal Staff
a Volunteers
*Contractors
• VT Staff
♦Instructors
*Contractors
*Volunteers
10
• 2024 Budget vs. 2025 Budget -
position reduction
■on �®
Front Desk Receptionist
.06
Wpanger Naturalist*
.18
Front Desk Receptionist
.20
m Ranger Naturalist'
.18
Front Desk Receptionist
•20
m Ranger Naturalist*
.18
Front Desk Receptionist
.50
® Ranger Naturalist'
.18
Program Assistant
1.0
® Day Camp Asst. Discovery'
.08
Youth Commission Coord.'
.50
® Rec. Leader Day Camp'
Rec. Coord. Gymnastics
.25
.632
� Day Camp Assistant
.21
Rec. leader Gymnastics
.50
Day Camp Assistant'
Gymnastics Assistant
04
.21
Gymnastics Assistant
m'
42
Day Camp Assista
m Assistant'
.21
® Day Camp Assistant'
mGymnastics Assistant
.10
.21
® Gymnastics Instructor
.32
m Park Maintenance Worker
1.0
® Rec. Leader Preschool'
.44
m Park Maintenance Worker
1.0
mPreschool Assistant'
.44
m Seasonal Maintenance LTE'
.7S
® Interpretive Specialist'
S0
® Seasonal Maintenance LTE'
.7S
Ranger Naturalist*
.18
® Seasonal Parks Maintenance LTE'
.75
mRanger Naturalist-
la
Environmental & Sustain Coord."
50
*Laid offlnot hired in 2024
Total:
12.85
"Reduced to .50 FTF from 1.0
o Furloughing 4 staff members equates to
480 hours or approximately .25 FTE
Councilmember Nand commented the impact to the department is tragic for the City and she thanked staff
for making those hard decision. She inquired about the use of the opioid funding and whether there are
restrictions related to using it for salaries. Ms. Burley answered staff learned through this process to be very
careful about putting ongoing funding into programs that may not have ongoing revenue streams. The
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Packet Pg. 51
proposed budget suggests an allocation of $50,000 to support the overall budget for human services.
Everything but one person in human services was cut from the general fund. Staff is seeking funding outside
the general fund for things such as urgent need kits which are utilized to make a connection with individuals
to establish a conversations. Staff hopes to establish programs through human services utilizing the opioid
funds to specifically target needs around opioid use, treatment, etc. There may be information provided
soon about Narcan distribution via partnering with others in the region. Human services will be focused on
making connections in the region and enhancing the impact while decreasing the specific impact on the
general fund — helping more people with less. There are quite a few restrictions regarding how the funding
is used, but staff relies on the Finance Department for guidance. Councilmember Nand commented it is
amazing the breadth of work the department does in the community.
Councilmember Paine observed human services was down to one person. She asked where they will be
located. Ms. Burley answered they will continue to maintain an office at the Frances Anderson Center.
Councilmember Paine relayed her understanding that the FAC was limited and asked if human services
will continue working with community court or have space in another location. Ms. Burley answered they
will absolutely continue to work with community court and where the work is needed, but they will not
have an office in an alternate location.
Councilmember Paine expressed appreciation for the maturity and level of discussion from Ms. Dunscombe
because she cut her position. She asked what it would look like if Parks cut the deputy director position and
apologized for asking that question. Ms. Feser asked for clarification if Councilmember Paine was asking
what it would look like to eliminate that position in addition to what has already been cut. Councilmember
Paine answered yes. Mayor Rosen suggested that could be something the council deliberates on.
Councilmember Paine offered to add that to her questions.
Councilmember Dotsch commented on the hard work and anguish going through all these cuts. She thanked
staff for being so thorough, going through every single detail, which she found very powerful and
intentional. With regard to the environmental stewardship part-time volunteer coordinator, she observed
the City has phenomenal volunteers but those efforts still require coordination and time. She asked if there
were opportunities for positions to be filled by phenomenal residents who are interested in volunteering.
Ms. Feser explained it was a shift; with the elimination of the entire environmental education program,
there was an opportunity to have the individual, who was well qualitied to do that work, reduce their
employment to half time and focus primarily on volunteer coordination, something the City has not had.
This is a way to leverage the resources of a part-time person and the City's tools and supplies into thousands
of hours of labor. There are many people in the community who want to volunteer, but staff has not had the
ability to respond to individuals and groups who want to help due to the lack of a coordinator. This is an
opportunity to fill the gaps in the parks system. Councilmember Dotsch commented on the importance of
getting the word out regarding the need for volunteers.
Council President Olson thanked the Parks, Recreation and Human Services Department, recognizing how
heartbreaking this is especially when staff is as attached to programs as long-term community members
are. However, what Parks presented is exactly what the council expects from departments in acknowledging
and responding to the fiscal emergency. She thanked department staff for stepping up.
Councilmember Tibbott asked about programs that were eliminated from the Waterfront Center. Ms. Burley
answered the classes that were taking place at the Waterfront Center are not being eliminated, they are
moving back to the Frances Anderson Center. Participation at the Waterfront Center required another
administrative staff person working at that location which required staffing the Frances Anderson Center
and Waterfront Center at the same time. Part of the administrative reduction was staff savings and
concentrating programming at the Frances Anderson Center. In addition to paying for utilities and other
expenses of the Waterfront Center, the City was also paying for a facility monitor and a staff person. The
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8.2.a
department was unable to charge enough for those classes to cover that cost. Councilmember Tibbott
observed staff was consolidating classes into one location. Ms. Burley answered yes, as well as reallocating
spaces in Frances Anderson Center; eliminating gymnastics frees up two additional spaces for
programming, spaces that were exclusively used for gymnastics in the past.
Councilmember Eck commented as a manager of people and in leadership for decades, she has been where
staff is and knows how difficult it is and she recognized these decisions were not made lightly. With regard
to gymnastics which she knew was super popular and a revenue generator, she asked if a contractor would
provide that class and their salary would be paid from the revenue generated by that program. Ms. Burley
answered no, the space is restrictive and only allows for gymnastics in those two rooms. Staff believes more
incremental revenue can be realized by having the spaces be multidisciplinary. Staff hopes to retain some
tumbling activities for younger kids, but does not anticipate ongoing gymnastics programming for
elementary kids and up at the Frances Anderson Center. There are new gymnastics facilities opening further
north in addition to Cascade Elite in Mountlake Terrace. Unfortunately the City's gymnastics programming
will not continue.
Mayor Rosen declared a brief recess.
2. PUBLIC HEARING ON COUNCIL CONSIDERATION TO COLLECTIVELY SUPPORT
OR OPPOSE INITIATIVE MEASURE NO. 2117 CONCERNS CARBON TAX CREDIT
TRADING. THIS MEASURE WOULD PROHIBIT STATE AGENCIES FROM IMPOSING
ANY TYPE OF CARBON TAX CREDIT RATING, AND REPEAL LEGISLATION
ESTABLISHING A CAP AND INVEST PROGRAM TO REDUCE GREENHOUSE GAS
EMISSIONS. THIS MEASURE WOULD DECREASE FUNDING FOR INVESTMENTS IN
TRANSPORTATION, CLEAN AIR, RENEWABLE ENERGY, CONSERVATION, AND
EMISSIONS -REDUCTION. SHOULD THIS MEASURE BE ENACTED INTO LAW? I
IYES f 1 NO
Councilmember Paine commented this is a public hearing regarding I-2117 and is not obligatory. She read
the ballot title, "This measure would prohibit state agencies from imposing any type of carbon tax credit
trading, and repeal legislation establishing a cap and invest program to reduce greenhouse gas emissions.
This measure would decrease funding for investments in transportation, clean air, renewable energy,
conservation and emissions -reduction." The council wants to hear from the community about this and she
urged the public to stick to the topic, recognizing there are other initiatives on the ballot.
Mayor Rosen opened the public hearing.
COUNCIL PRESIDENT OLSON MOVED DUE TO THE LARGE ATTENDANCE, ALL IN
CHAMBERS STAND AT THE END OF ANY COMMENT MADE IF THEY AGREE. THIS MAY
DECREASE THE TOTAL NUMBER OF COMMENTS MADE WHILE STILL LETTING US
RECEIVE THIS COMMUNICATION. MOTION DIED FOR LACK OF A SECOND.
John Pierce, Woodway, said he spends considerable time in Edmonds with his family, spending money,
enjoying the facilities, etc. He has spent 35 years working in carbon credits, carbon abatement, legislation,
advising various companies such as local aircraft manufacturer, the favorite internet retailer, software
companies, governments, etc. He has advised on carbon credits, carbon protocols, measurements and
legislation and installed or advised on the installation of 20+ megawatts of renewable energy. Almost
anything one has seen in the United States, west coast or Midwest he probably had a hand in and has the
background and bio to advise on this. He advised on I-2117 to various clients and parties in Washington as
well as in California regarding their carbon trading market. It is in essence a political slush fund, there is
no accountability, and no metrics in the initiative. If one is trying to decarbonate, there need to be metrics
and ways to measure success. Metrics provide accountability and there is none in I-2117.
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8.2.a
Mr. Pierce continued, Reuven Carlyle is the principle author of the initiative; interesting that he left office
right after it passed to start Earth Finance whose principle mission is to advise on I-2117. There have been
comments on 1-2117 in the local media; he and Mr. Maxwell have had a respectful exchange over the last
couple weeks and he did not doubt his sincerity and earnestness on the subject matter. With regard to ferries,
manufacturing electric ferries out of state as proposed is problematic as it would run headlong into the Jones
Act and would have to be licensed to be built elsewhere to be used locally. None of the local shipyards are
prepared to build electric ferries and those jobs and expertise will be moved overseas to Norwegian builders
who are funded by Statoil, now called Equinor, which sounds more equitable. I-2117 promotes rent seeking
behavior whether from this municipality or others seeking money to fill in budgets and backfill. It is not
supposed to be used for transportation, that is explicit. The Supreme Court will not enforce the idea that the
legislature cannot pass future acts without regulating carbon. If there is desire to do that, he suggested
copying California.
Judy Cooper, Edmonds, commented all have been burdened with extra taxes and this one of the biggest
tax boondoggles where businesses will be taxed on the excess money they are making. She pointed out how
hard it is to run a business, whether it is 2 or 50 employees, everybody makes mistakes no just because
there is a viable company and they happen to use carbon items like everyone does. People drive cars, fly in
airplanes and many other things that are affected by this initiative. The state is trying to capitalize and create
a boondoggle; the voters cannot allow the government to keep imposing these huge fees on businesses when
businesses are the ones that employ people. If businesses are continually stripped of their cashflow, they
cannot reinvest into the business and continue taking care of their employees. She recommended repealing
this very burdensome group of expenses on large companies helping to create a great state. She supported
passage of the initiative to reverse some of the things the legislature has done.
Paul Clampitt, Edmonds, a commercial fisherman who along with his two sons own and operate the
fishing vessel Augustine. He has a degree in marine science and was on the Department of Commerce
Marine Advisory Council for six years, chair of the Snohomish County Marine Resource Committee and
an advisor for the North Pacific Fishery Management Council. He supported voting yes on I-2117. Small
businesses are getting killed, costs are up, high fuel costs cause everything to go up. Many of his colleagues
have given up, crews have lost jobs and those still working have had their incomes cut. The state is hurting
the people who can least afford it. The Climate Commitment Act is based on a lie that Washington CO2
has any local or world impact on climate. It has about the same effect as spitting into the ocean has on water
pollution. CO2 fear is like a religion; Washington citizens have to pay the penance for the world's sins. The
poor of the world couldn't care less about what Washington does; they need energy and they are going to
get it. The CCA is killing businesses in Washington State and hurting the poor.
David Barber, Edmonds, commented the Edmonds City Council taking a position whether to collectively
support or oppose I-2117 raises a number of disturbing questions including who is behind this proposal and
why. The ballot initiative is a matter of state concern and outside the scope and jurisdiction of the affairs of
the Edmonds City Council. A brief review of the Edmonds City Council mission and purpose statement
and the Edmonds Code of Ethics would lead one to conjecture that whereas to undertake such an activity
such as this is probably not strictly illegal, it may well be in conflict with the code and in particular the
provision that states the city council shall, "conduct business of the city in a manner which is not only fair
in fact but also in appearance." He questioned how the council came to undertake this endeavor. There are
four initiatives on the November ballot; why did the city council select this one and none of the other three?
There is plenty of information readily available to the citizens of Edmonds that presents the case both for
and against this initiative. He asked whether the council had discovered new information not previously
available or whether this proposal reflects the result of a polling of the council's constituents who felt this
deserved the council's consideration. If this is a matter of such great importance, he questioned why the
council has delayed its attention to the issue until only one month prior to the vote. There is a real danger
that taking a position on this initiative will set a precedent that everyone will sorely regret. If it is deemed
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Packet Pg. 54
8.2.a
not illegal or unethical to take such actions, what prevents the council in the future from endorsing political
candidates at the local, state and national levels? Some late breaking news may provide some clues
regarding the source of this undertaking; the public is learning this topic is not just a particular concern to
the Edmonds City Council but other city councils throughout the state who are orchestrating similar efforts.
The Mercer Island City Councils met Monday and by a 5-2 vote determined not to take a position on this
initiative. He encouraged the Edmonds City Council to come to a similar conclusion.
Carolyn Strong, Edmonds, said prior to actually having all the facts, the stated purpose of adding the
public hearing on the state initiative according to Council President Olson was because of the negative
impacts it would have on the Highway 99 project. The following facts prove this is not the case. The CO2
tax revenue cannot be used for road projects so Highway 99 is not impacted by 1-2117 or the CCA. Section
27 of the CCA specifically prohibits funding for road projects on Highway 99; it is quoted on the handout
she provided. The Clean & Prosperous Institute which is campaigning for the CO2 tax and wrote the CCA,
has a dashboard showing projects that may be impacted. Their own map shows no road projects are at risk;
their website shows Highway 99 is not impacted. Their website also states no high risk projects are in this
category which include investments from the broader Move Ahead Washington transportation budget. The
Seattle Times' factcheck noted "thus losing the acts' funding won't directly affect road and bridge projects."
It appears there is no CCA money in the Edmonds Highway 99 project nor any indication Edmonds has
any plans to apply for CCA funds. It seems unlikely the project would quality for CCA funding. There is
nothing to support the suggestion that 1-2117 would jeopardize this project. In the handout, City Engineer
Rob English's breakdown of the funding supports that. She was concerned that movement on the no
campaign seems to have reached several city councils in the state to try to impact the outcome of an election.
She believed Mercer Island took the correct approach when they determine last night that it is improper for
a city council to have a hearing on this issue and it should be left to the individual voters as they cast their
ballots. Advocacy and activism for or against an initiative such as this should be on a personal level and
not from anyone acting in an elected capacity or on a city council. She urged the council to exercise good
governance and oppose the resolution.
Cynthia Jones, Edmonds, strongly encouraged the city council to adopt a resolution recommending a no
vote on 1-2117. The CCA is already having a positive effect on Edmonds. As a cyclist, she enjoys the
Interurban Trail until she gets to SR-104 where there is no safe way to cross six lanes of traffic. The CCA
includes funding for a bridge, increasing safety for pedestrian and cyclists. Walking and cycling access
along Highway 99 is also in process, keeping pedestrians and cyclists safer and making it less stressful for
drivers. People 18 and under can ride public transit for free, electric vehicle charging stations across the
county are funded. As 40% of the greenhouse gases in Washington come from transportation, primarily
cars, anything that can be done to increase the safety and accessibility of alternative forms of transportation
addresses climate change. 1-2117 would cut 1/3 of the state funding for roads, transit systems, bridges and
the new, desperately needed ferries, would mean more toxic air and water pollution, and eliminating efforts
for salmon recovery and wildfire prevention. The local community would left to pay for that. Edmonds
already has a challenging budget situation as evidenced by the heartbreaking reports. She questioned
eliminating state funding that can help address the community's needs. She believed the city council was
being responsible in taking a position on this initiative; informing voters of the impacts provides voters
another point of reference, another piece of information on which to base their vote.
Ms. Jones continued, the city councils of Vancouver, Kenmore, Burien, Shoreline and Lake Forest Park
have all approved resolutions opposing I-2117 and cited two major reasons, repealing the CCA would make
the work of implementing local climate action plans harder and stopping the flow of revenue from carbon
auctions would mean direct cuts to transportation projects and less revenue going forward. More than 500
organizations have signed onto the No on I-2117 Coalition, representing thousands of Edmonds residents
and businesses like Microsoft, REI, BP, environmental nonprofits, tribes, labor groups, healthcare,
transportation and faith based groups. She urged the council to respect the beliefs of the many residents
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8.2.a
who signed onto the Coalition to Oppose 2117 and join their other city councils in recommending a no vote
on this initiative. This is a responsible action for a city working to balance a challenging budget and to
provide the best outcomes for residents.
Marji Fields, Edmonds, said she usually watches meetings from home, but her concern about the
disinformation on I-2117 prompted her to come in person to speak against it. No to 1-2117 is the only
reasonable response to that initiative. Rolling back taxes on big polluters only benefits big polluters and
would result in slashed budgets for environmental protection and the state transportation budget. Looking
at who sponsored the initiative is a clue to who benefits from it. Looking at who opposes it is also a clue.
There is a reason for the 500 sponsors for No on 2117 including over 500 social and environmental justice
groups, all the tribes in Washington, labor organizations, medical professionals and firefighters. There is
also a reason other cities unanimously said no to 2117. She urged all voters as well as the city council to
reject this dangerous proposal.
Dawn Laskowski, Edmonds, relayed her concern with I-2117 and the council holding this meeting. If the
council wanted to educate and inform citizens on 1-2117 or any other initiative, it would be wiser to hold a
general town meeting at the Waterfront Center or the Frances Anderson Center and invite people to speak
on the initiatives from both sides pro and con. If the intent is to sway voters to what the council believes is
the best way to vote, that is wrong on every level. Unless councilmembers have read every single page and
studied every aspect of the initiative, they are not qualified to suggest or imply how citizens should vote.
Patty Whitmarsh, Edmonds, found it super disturbing that the council is taking on any initiative, let alone
1-2117. She found it inappropriate as it is an issue that belongs in Olympia and taking it on is irresponsible
and dangerous. It is a statewide issue and it is embarrassing that the council is attempting election
interference and influencing the election. She didn't know why the council wanted to do that when there
were so many other things they needed to address such as the City's financial shortfalls and the
comprehensive plan. It gave her a flashback to when the council took on the so-called women's reproductive
rights which should have stayed in Olympia and the legislature; instead the Edmonds City Council chose
to adopt an amendment. She is voting yes on all the initiatives including I-2117, but asked the council not
try to influence voters which is inappropriate for the council to do. She applauded Mercer Island City
Council for voting not to take any action as a city council.
Sandy Higgins, Edmonds, said she doesn't agree with the Edmonds City Council jumping into this state
issue. What should be important to the council is getting the City's budget with a $13 million deficit under
control, safety on City's streets, and clean drinking water among other things. She preferred to let the
initiative process and the results of voter preference take place at the ballot box in November, not in City
government. She would have preferred this item be removed from the agenda because the only reason she
believed the city council would vote either way on the resolution was to influence voters, something she
did not need nor appreciate. As this item was not removed from the agenda, she urged the council to vote
no.
Julie Johnson, Edmonds, questioned why councilmembers supported discussion of a state issue and not
the business of Edmonds. This wastes City time and valuable resources which are better spent to get
Edmonds out of the budget crisis it is in and address the fire/EMS issue the City is facing. This is election
interference coming from the dais trying to influence an election. She questioned why the council was
discussing a state issue. The Highway 99 project will not be affected, that misinformation has been
debunked. She suggested going to Let's Go Washington's search engine to find an understandable and
truthful explanation of each initiative. She pointed out fear is a tactic the opposition uses and she urged the
council not to be misled by fear. Hundreds of hardworking, honest people collected 1.5 million bipartisan
signatures to put these initiatives on the ballot including herself. This is not a partisan issue; there were a
lot of democrats, independents and conservatives that signed the initiatives. When collecting signatures, the
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people were enthusiastic about signing because they really opposed the measures. She urged council to
reject the resolution.
Nick Maxwell, Edmonds, commented as this council meeting proceeds, North Carolina is still trying to
find people lost in the flooding caused by Hurricane Helene, flooding that reached levels never seen before
in North Carolina and Florida is bracing for the impacts of Hurricane Milton, a category 5 hurricane
expected to wipe the foundations of any town completely clean. Milton is a category 5 because the waters
of the Gulf of Mexico are four degrees higher than they used to be; hotter water makes for faster winds.
The waters are hotter because the air has been filled with global warming pollution. One hundred and ninety
six countries have committed to stopping global warming pollution by 2050, phasing out global warming
pollution over the next 26 years. The United States has committed to joining and stopping its global
warming pollution by 2050. Washington state has committed to do its part and phase out its global warming
pollution by 2050. In Washington State, the commitment is the CCA which bans greenhouse gas pollution
by 2050. 1-2117 makes the opposite commitment, banning the CCA or anything like it. 1-2117 is a
commitment to go right on polluting with greenhouse gases as long as possible, making hurricanes, heat
waves and wildfires worse and worse. Edmonds made a commitment in 2023 to do its part to support
Washington State and the United States in phasing out greenhouse gas pollution by 2050 which means
voting no on I-2117. He urged the council to join him in encouraging everyone to vote no on 1-2117.
Georgina Armstrong, Edmonds, said in considering this initiative, the council must weigh that the City
has a climate action plan which five members of the current city council voted to adopt in March 2023
while announcing they were all in on the call to action. There is one action item in the CAP that stands out;
under buildings and energy it states, "Support legislation to require gas supply systems statewide to be
carbon neutral by 2045." This stated support appears to be very clear, but what will be contradictory to the
City's own CAP if the council supports a yes vote on 1-2117. Voting no will support the hard work of City
staff and the Mayor's Climate Protection Committee over three years and producing a policy to reduce
greenhouse gas emissions. A no vote on 1-2117 would reaffirm the city council's support of the City's own
climate policy which will suffer should the council support the initiative.
Janelle Cass, Edmonds, urged the council to think about the values of good governance and what problem
they were trying to solve by having the council say whether or not they support I-2117. Many citizens have
strong views one way or the other and they will have an opportunity to vote in a couple weeks. If an initiative
were a person on the ballot, everything the council is doing would be completely illegal. She understood
the rules were not quite that clear, but it seems a bit unethical for the council to interfere or make a statement
regarding how citizens will vote. It is called using the bully pulpit and she questioned whether the council
was comfortable bullying and giving their individual opinions without having experts present to talk about
the pros and cons and only a public hearing without presentations with data. If the council insists on making
a statement on an initiative, they are falling in line with a bully pulpit. She urge the council to stick to the
core values of good governance.
Ross Dimmick, Edmonds, a recently retired scientist from a career where he managed and wrote
environmental impact statements and environmental assessments, said his professional career in
environmental assessment, federal rule making and application of federal and state regulations combined
with the knowledge of the community provides him with a valuable perspective with which to provide input
on I-2117, but he couldn't lay out a case in the time allotted that could fully convey his thoughts about the
initiative. The CCA is a complex piece of legislation; the RCW is nearly 39,000 words long. He did not
think the people of Edmonds elected the council to read and understand the implication of the CCA. There
may be better uses of the council's time and expertise such as helping to maintain and improve the quality
of life in Edmonds. As a matter of principle, he did not think it was an appropriate use of the city council's
time to even consider a motion on an issue of this complexity in this forum with the time constraints. He
emphasized what other speakers have said, whether this resolution is to express the view of city government
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8.2.a
or a recommendation to constituents on how they should vote; the former is meaningless, the latter is beyond
the role of the council. The initiative process is of the people and by the people. The people proposed
initiatives and the people vote on initiatives to approve or reject. He did not believe the city council had a
role in interfering as a government entity in that process. Individuals should feel free to state their view, but
he did not believe a governmental entity should interfere in the initiative process which is specifically
designed for the people.
Gordon Black, Edmonds, board member of North Sound Bicycle Advocates, said the CCA is a much
needed effort to limit greenhouse gases by creating a series of incentives and disincentives and making the
worst polluters pay fees that can contribute to projects to increase funding for cycling, walking and transit.
For both financial and environmental reasons, he urged the city council to pass the resolution opposing I-
2117.
Beth Fleming, Edmonds, agreed with the many comments she has heard tonight regarding the
inappropriateness of this resolution. She found it very alarming that the council was getting involved in a
citizen -led initiative. She hoped each councilmember would choose not to voice their opinion from the dais
tonight because this is not the place for this to be happening. As someone else mentioned, there could have
been a meeting held outside a council meeting to share information. According to the Washington Policy
Center, despite promises that it would only add pennies to the cost of gasoline, the CCA's tax on CO2
emissions added about $0.43/gallon to gas and about $0.53/gallon to diesel in the first year. That affects
regular people filling their tanks, people who can't afford to buy luxuries and who are struggling to get by
month to month, pay their rent and mortgages. She found it unfair to say this tax only affects the greatest
offenders like big diesel trucks because it impacts citizens. She appreciated the work the council does and
hoped they could get the City's fiscal situation cleaned up. She implored the council not to pass the
resolution and to stay out of this topic because it is not government's place to take a stance on a citizen -
driven initiative. She will be voting yes on I-2117.
Gary Nelson, Edmonds, referred to SB 5126 that created the CCA and is now embodied in RCW 78.65
and invited councilmembers to read it before making a decision on the resolution. The legislature's findings
included the realization that CO2 emissions are a global problem, but avoided telling the citizens of
Washington that the environmental protection agency scoring on the state CO2 energy source emissions
had reduced Washington to the point it was in the top ten cleanest states in America, primarily because
power sources are hydropower. In 2022 Seattle and Spokane were in the top ten cleanest cities. He pointed
out the discontinuation of the vehicle emission test as evidence. The CO2 tax targets the five oil refineries
in the state and the result has been higher gas prices. The only coal fired plant for public power is publicly
owned. In the bill itself, the 16-member environmental justice council recommends projects. They made up
a wish list but none of them have been adopted. From the seven expenditure accounts embodied in this bill,
only two have anything to do with transportation and one is for school paths and bikes and the other for
transit and tribal requirements. Department of Ecology was supposed to be reporting every year on this
program, but have failed to do so. The audit by the legislature won't be completed until 2029. It will look
at the impact on gas prices and employment, summarize statewide costs and report on impacts of the
program on low income households. The city council should not be involved in passing a resolution without
knowing the status of the CCA.
Hearing no further public comment, Mayor Rosen closed the public hearing.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER TIBBOTT,
THAT THE COUNCIL NOT TAKE A POSITION ON THE MEASURE.
Council President Olson said she has heard the public's comments and the one that resonated with her the
most was that this was a citizen initiative which she respects. She stands by her belief that it is appropriate
for a city council to take a stand on this when there are local impacts of significance and those are verified.
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8.2.a
She referred to things that are contrary to what some residents mentioned with regard to how the money
can be spent, grants to increase safe walking and biking to schools including crossing improvements, speed
management, sidewalks, bike lanes, shared use paths, streetlights, ADA improvements, education and
encouragement activities which are all WSDOT projects. The $22.5M that is allotted and on the verified
CCA list for Phase 3 and 4 Highway 99 projects. The City has already obtained some safe routes to school
grants and hope to receive more of those in the future. Some have said those could be paid for in other
ways, but as seen in the presentations tonight, that is not true. This is just more information; no one should
be afraid of information, maybe this is just encouragement to dig deeper regardless of what side someone
is on, maybe there is more information each person needs to know. She concluded she would rather the
council not vote on a resolution related to an initiative which is why she made this motion.
Councilmember Paine expressed appreciation for all the comments made tonight bringing up interesting
points. She assured the climate crisis is here, this a tool that the state can use to help support all the CAPs
in the state. Council President Olson listed some of the projects; the City needs to do everything it can to
reduce its carbon footprint, and activate streets so they are pedestrian and bike friendly. The CCA provides
money for projects to save salmon and to clean the air and water, significantly important things in Edmonds.
Although not the same issue, the council approved a resolution to go to Olympia to argue related to HB
1110 two years ago. The council has been active in state policy making and this is no different. She urged
councilmembers to consider approving a resolution to vote no on I-2117.
Councilmember Eck thanked the public for the taking time to share their voices. It is clear not everyone
agrees, although there was respectful dialogue tonight, the way a public hearing is supposed to be, hearing
all viewpoints. Some may not agree there is a climate crisis; that is their prerogative and they can speak to
that respectfully. Like Council President Olson and Councilmember Paine said, these are local issues with
local impacts. Councilmembers and the public can agree to disagree and be respectful in their disagreement.
Regardless of the side each person was on, she appreciated their taking the time to share their voice which
is what a public hearing is for.
Councilmember Nand pointed out this hearing began at 9 p.m. and it is now 9:51 p.m. The City pays the
city attorney over $300/hour to attend council meetings. She found it astonishing that on a day when the
Parks and Recreation Department proposed $1.525 million in cuts and laying off 24 employees that the
council president who placed this on the agenda has now decided not to do anything following 51 minutes
of city attorney and staff time and that those resources were basically wasted.
UPON ROLL CALL, MOTION CARRIED (4-2-1), COUNCILMEMBERS CHEN, TIBBOTT, AND
DOTSCH AND COUNCIL PRESIDENT OLSON VOTING YES; COUNCILMEMBERS ECK AND
PAINE VOTING NO, AND COUNCILMEMBER NAND ABSTAINING.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER ECK, TO
EXTEND TO 10:20. MOTION CARRIED UNANIMOUSLY.
11. CONVENE IN EXECUTIVE SESSION TO DISCUSS PENDING OR POTENTIAL LITIGATION,
RCW 42.30.110(1)(I)
At 9:53 pm, the council convened in executive session to discuss pending or potential litigation per RCW
42.30.110(1)(i) for a period of 15 minutes.
Executive Session Extension
At 10:10 pm, Mayor Rosen announced the executive session would be extended until 10:15 pm.
The meeting reconvened at 10:16 pm.
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12. COUNCIL COMMENTS
Councilmember Nand noted as election season approaches, there have been two assassination attempts on
one of the presidential candidates which is not something she ever thought she would see in her lifetime. It
harkens back to the 1960s when there was a great deal of unrest. She read the preamble to the constitution,
"We the People of the United States, in Order to form a more perfect Union, establish Justice, insure
domestic Tranquility, provide for the common defense, promote the general Welfare, and secure the
Blessings of Liberty to ourselves and our Posterity, do ordain and establish this Constitution for the United
States of America." When people support or endorse or even just tacitly approve political violence against
political opponents, they are doing the exact opposite of what the framers of the constitution asked us to do
over 200 years ago when they requested forming a more perfect union.
Councilmember Paine commented she was thinking about Florida.
Councilmember Chen commented everybody makes mistakes; it is important to try not to make the same
mistake going forward.
Councilmember Eck commented the tree board rocked it on Saturday, giving out 100 seedlings to people
at the market.
13. MAYOR'S COMMENTS
ADJOURNMENT
With no further business, the council meeting was adjourned at 10:18 pm.
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8.3
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Committee Meeting Minutes October 15, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-15 Council PPW Minutes
2024-10-15 Council PSPHSP Minutes
2024-10-15 Council FIN Minutes
Packet Pg. 61
8.3.a
PARKS & PUBLIC WORKS COMMITTEE MEETING
October 15, 2024
Elected Officials Present Staff Present
Councilmember Susan Paine (Chair) Phil Williams, Acting Public Works Director
Councilmember Michelle Dotsch Rob English, City Engineer
Council President Olson (ex-officio) Jeanie McConnell, Engineering Program Mgr.
Thom Sullivan, Facilities Manager
Jeff Taraday, City Attorney
Scott Passey, City Clerk
CALL TO ORDER
The Edmonds City Council PPW Committee meeting was called to order virtually and in the City Council
Conference Room, 121 — 5th Avenue North, Edmonds, at 1:30 pm by Councilmember Paine.
2. COMMITTEE BUSINESS
1. Anthology Senior Living - Disposition of Sanitary Sewer Easement
Mr. English relayed the Anthology Senior Living facility, located at the southwest corner of 212th & 72na
will provide 127 units. Sewer service for the office building on the site (that was demolished) was
provided via an easement from 72nd. Sewer service to the new Anthology building is from 212th so the
previous easement needs to be relinquished. The process for releasing the easement is outlined in
RCW 35.94.040 which allows the council, by resolution and pursuant to a public hearing, to release the
easement. He provided committee members a resolution today that will accomplish that action.
Mr. Taraday suggested thinking about the easement surplus process in two phases, in phase 1, the
current phase, the only question is whether the City has an ongoing need for the easement or it should
be surplused. If the council determines in phase 1 that the easement should be surplused, phase 2,
consideration of what's next, will occur after the public hearing.
Questions and discussion followed regarding the difference between vacating and surplusing the
easement, use of "surplus" in the RCW related to utility property (asset owned by the utility), and
determining the terms and conditions for the disposition of the easement in phase 2.
Committee recommendation: Resolution on Consent Agenda
2. Supplemental LAG Agreement with KPG Psomas for the Main St Overlay Project
Mr. English advised this WSDOT agreement is used when federal funding is involved in a project. KPG
was the engineer of record and the designer of the section from 6th to 8th. Now that the project has been
awarded, KPG will also provide services during the construction phase to support staff. Their services
are primary related to responding to RFIs from the contractor, selective submittal reviews, and as built
plans at the conclusion of the project. The amount of the supplement is $12,727, funded via project
funds from the Main Street project from 61h to 81h. Mr. English responded to a question regarding services
KPG will provide.
Committee recommendation: Consent Agenda
3. Amendment for On -Call Stormwater Review Services
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8.3.a
10/15/24 PPW Committee Minutes, Page 2
Mr. English advised this is an amendment to Atwell, LLC's professional service agreement to provide
on -call stormwater review services on private development projects. They have been providing these
services to the City since 2023; the level of services they provide increased when the City's stormwater
engineer retired in February. The City has been recruiting for that position, but it is difficult to fill due to
the specialized experience and demand for professional engineers in the region. The average cost for
the last six months has been about $17,000/month so the budget authority under the current agreement
will be expended in November. The proposed amendment is $140,000 in additional budget which would
go through June/July 2025. Even if the position is filled, depending on the stormwater comprehensive
plan, there is potential to maintain these services to a lesser degree. The amount spent depends on
permit activity; costs are recovered through permitting fees.
Questions and discussion followed regarding percentage of the stormwater comprehensive plan that
has been completed, goal to complete the plan by late spring 2025, 100% cost recovery through the
permit fee, timeliness of Atwell's work, lower per -hour rate for an on -staff stormwater engineer, other
work an on -staff stormwater engineer would do, need for an agency project manager to assist the
consultant (Herrera) working on the stormwater comprehensive plan, and 5% increase in the
consultant's rates in 2025.
Committee recommendation: Consent Agenda
4. Fleet Building Emergency Roof Repair
Mr. Williams explained this item and several of the following items are intended as an update on
progress made using bond funds in the 016 Fund.
Mr. Sullivan explained the two metal buildings at Public Works where fleet is located were built in 1993.
The main building roof was repaired a couple years ago by applying a rust free coating. During a routine
inspection earlier this year, the roof of the other building (DP #63 in 016 bond funding) was found to be
in need of repair and then -Director Antillon instructed facilities to conduct an emergency repair and rust
prevention project on the roof. The cost was $53,719.50.
Questions and discussion followed regarding increased cost due to the emergency repair (original
estimate in the DP was $35,000), and ability to cover the additional cost via savings on other projects.
Committee recommendation: Consent Agenda
5. Public Works Operations Automated Gate
Mr. Sullivan explained this is replacement of the 30-foot wide manual rolling gate near the Public Works
gas pumps (DP #64 ). The current gate is in disrepair and has been the source of security concerns on
numerous occasions. The new gate will operate with an access control system.
Questions and discussion followed regarding occasions when the manual gate has not been secured,
whether there are cameras in the yard and on the gate, functionality of the new gate such as entry
auditing, cost of the automated gate compared to the original estimate ($30,000 increase), and
operational functionality of the manual gate.
Committee recommendation: Consent Agenda
6. Job Order Contracting - Frances Anderson Center Exterior Doors
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8.3.a
10/15/24 PPW Committee Minutes, Page 3
Ms. Sullivan explained this is a JOC related to replacement of 9 public access doors. The existing doors
are 50-60 years old and are problematic from a security point of view and are functionality at the end of
life. The openings will be altered to fit stock doors where possible and the new doors will meet current
security resilience and safety standards. The $156,718 cost requires council approval to authorize the
mayor to sign the contract.
Questions and discussion followed regarding whether any of the modifications create historic
preservation issues, refurbishing of the gym door in place, number of doors to be replaced, and
discussing job order contracting when renewal of JOC contracts is presented to council.
Committee recommendation: Consent Agenda
7. Building Controls - Global Control Device Replacement
Mr. Sullivan advised this contract is for the replacement of obsolete direct digital control (DDC) Building
Global Controllers at five city owned buildings (public works, library, city hall, public safety, Frances
Anderson Center). The new DDC controllers provide remote access to mechanical systems, primarily
HVAC. The existing DDC are 25 years old and the technology is becoming obsolete and parts are no
longer available. This will be funded by the 016 fund, originally allocated in 2025.
Questions and discussion followed regarding other city -owned buildings where the DDC has been
replaced, when this project will begin, and funds in the 016 fund to cover this project.
Committee recommendation: Consent Agenda
8. Building Controls - Public Safety Controls Update
Mr. Sullivan explained this contract is for the replacement of obsolete DDC Variable Logic Controllers
(VLC) at the Public Safety building on trunk line # 2 which is the lower floor. The current TUX style
VLC's are no longer available and are failing after 25 year use. Replacement of the trunk line #2 will
free up 12 known working TUX style VLCs for use to support others still in operation at city buildings.
This item is to be funded by the 016 fund originally allocated in the 2025 budget.
Committee recommendation: Consent Agenda
9. Elevator Service Contract - Request for Proposal Consultant
Mr. Sullivan explained the City owns six buildings with hydraulic elevators that require contracted on -
call elevator services by a licensed elevator contractor. The City currently has two service contractors
that support the elevators. The service contract has not been out to bid since he has been employed
by the City and recent response issues prompted an interest in advertising the contract. Architectural
Elevator Consulting will assist with preparing the RFP and new performance agreement language.
Questions and discussion followed regarding RFP for elevator service not elevator replacement, current
cost of annual service, and where elevator parts are sourced.
Committee recommendation: Consent Agenda
10. Discussion of Ecoremedy, LLC extended Operations and Maintenance Contract
Mr. Williams provided an update on the incinerator replacement project (carbon recovery project),
explaining Ecoremedy has six staff members back on site after they and Ameresco walked away in
April due to claim issues. The immediate focus is getting the plant restarted which may happen as soon
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8.3.a
10/15/24 PPW Committee Minutes, Page 4
as Monday followed by commissioning tests and operation for approximately 4 weeks under the design
build contract. The proposed 6-month extended operations and maintenance contract between the City
and Ecoremedy will provide training for WWTP staff to take over operations of the facility as well as be
present to assist with necessary adjustments due to flow differences in fall/winter versus
spring/summer. The cost of the contract is $150,000/month, approximately the same amount the WWTP
has been paying to haul biosolids for the past two years.
Questions and discussion followed regarding Ecoremedy as the technology vendor and Ameresco
doing the build, ESCO program run by the State through the Department of Enterprise Systems,
whether Ecoremedy is satisfied with Ameresco's work, ability of the system to remove PFAS,
seasonality of flows, environmental impact and energy savings of gasification, stormwater flows into the
WWTP, biosolids during high flows, when hauling of biosolids will cease, capacity to accommodate
growth, technology to address nitrogen discharges, reaching a financial settlement for this project, and
scheduling a special PPW Committee meeting to review the extended O&M contract.
Committee recommendation: Schedule a special PPW Committee meeting to review the extended
O&M contract followed by presentation to full council
3. ADJOURNMENT
The meeting was adjourned at 2:59 pm.
Packet Pg. 65
8.3.b
PUBLIC SAFETY, PLANNING, HUMAN SERVICES & PERSONNEL
COMMITTEE MEETING
October 15, 2024
Elected Officials Present Staff Present
Councilmember Neil Tibbott (Chair) Shane Hope, Acting Planning & Dev. Dir.
Councilmember Chris Eck Leif Bjorback, Building Official
Council President Vivian Olson(ex-officio) Tristan Sewell, Planner
Mayor Mike Rosen Scott Passey, City Clerk
Councilmember Michelle Dotsch
Councilmember Susan Paine
1. CALL TO ORDER
The Edmonds City Council PSPHSP Committee meeting was called to order virtually and in the Fourtner
Room, 121 — 51 Avenue North, Edmonds, at 3:30 pm by Councilmember Tibbott.
COMMITTEE BUSINESS
1. Committee Updates
RFA Annexation Consideration Update
Councilmember Tibbott explained the City is in negotiations with the RFA regarding the pre -annexation
agreement and annexation plan. Discussions with the RFA have included use of the existing stations,
emergency service needs in Edmonds, staffing at existing stations, how the RFA's would use reserve
funds, and fiscal impacts related to benefit charges and assessed values. The RFA Commission is
deliberating tonight on the pre -annexation agreement and annexation plan.
• Comprehensive Plan
Ms. Hope relayed the draft comprehensive plan and DEIS are available online along with dates for the
community to provide input. The draft elements were presented to the planning board last week and
will be presented to the council at tonight's special meeting. She emphasized the elements are still in
draft form; edits to date have included removing some of the action items from the plan. Public comment
on the DEIS as well as the draft comprehensive plan will be available to council. The draft Housing and
Land Use Elements will be presented to council at a future meeting.
Ms. Hope responded to questions regarding how the action items will be captured and inclusion of the
CFP/CIP in the Capital Facilities Element.
2. Green Building Incentives
Ms. Hope provided an introduction, advising the biggest contributors to greenhouse gases are
transportation and building. The challenge with green building incentives is finding incentives that are
meaningful enough to the bottom line to be useable.
Mr. Sewell displayed the point categories for LEED and Built Green. explaining Built Green information
is available online, LEED is behind a paywall for professionals:
Built Green
o Site and Water
o Energy Efficiency
LEED
o Integrative Process
o Location and Transportation
Packet Pg. 66
o Health and Indoor Air Quality
o Materials Efficiency
o Equity and Social Justice
o Operation, Maintenance, and
Homeowner Education
o Built Green Brand Promotion
10/15/24 PSPHSP Committee Minutes,
o Sustainable Sites
o Water Efficiency
o Energy and Atmosphere
o Materials and Resources
o Indoor Environmental Quality
o Innovation
o Regional Priority
8.3.b
e2
Mr. Sewell explained Built Green is Washington specific and related to the State Energy Code. He
described the legislature's mandate that the Energy Code require a significant energy reduction by
2031, incentives that are of interest to developers, examples of existing code/Built Green 4-Star and
Built Green 5-Star or better on an RS-8 lot, examples of 2-story houses with maximized height and 5-
foot setback, minimum setbacks by zone, 35% lot coverage, and ability to specify incentives for the
primary and ADU structure. A tabletop example of an RS-8 lot with minimum setbacks was used to
consider various primary and ADU/DADU dwelling unit scenarios.
Questions and discussion followed regarding design elements that would be incorporated into Built
Green and LEED, application of LEED and Built Green standards, application of Built Green to ADUs,
online resources for Built Green, materials efficiency includes where materials are resourced and
manufacturing efficiency, whether LEED is as stringent as Washington State mandates, whether either
program addresses reuse and recycling, Built Green Resources, tree retention requirements, whether
tree preservation is effective, how often developers are interested in meeting green standards,
incentives that would made complying with green standards worthwhile, developers' interest in
expedited plan review but not as an exclusive incentive, and potential transfer of value.
Questions and discussion continued regarding whether residents understand what the incentives could
do on an adjacent property, minimum setbacks in RS-6, views protection, definition of primary structure,
planning board's proposal for lot coverage incentives which are not included in staff's recommendation,
whether green incentives could be allowed only in certain areas, setbacks from steep slopes, lack of
trees in RS-6 zones, urbanizing a suburban environment, potential for another story with 5' height
incentive, addition height requires 4:12 pitched roof, existing pitched roof bonus for multifamily, existing
green incentives in the Westgate mixed use zone, height limits and stepback requirements in the CG
zone, electrical vehicle standards, whether to delay approval until after the comprehensive plan is
approved, increased interest in ADU/DADUs, and using green building incentives to incentivize
development in specific areas.
Committee recommendation: Present proposed green building incentives to full council with options
3. ADJOURN
The meeting was adjourned at 5:03 pm.
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8.3.c
FINANCE COMMITTEE MEETING
October 15, 2024
Elected Officials Present Staff Present
Councilmember Will Chen (Chair) Kim Dunscombe, Acting Finance Dir.
Councilmember Jenna Nand Scott Passey, City Clerk
Council President Vivian Olson (ex-officio)
Mayor Mike Rosen
Councilmember Susan Paine
CALL TO ORDER
The Edmonds City Council Finance Committee meeting was called to order virtually and in the City
Council Conference Room, 121 — 5' Avenue North, Edmonds, at 5:30 pm by Councilmember Chen.
2. COMMITTEE BUSINESS
1. September Quarterly Financial Report
Ms. Dunscombe advised the trends in property, sales and utility taxes continue. She highlighted interest
charged to the General Fund for negative cash balance in 2024 of $58,222 to date, the Street Fund has
a positive cash balance September YE, and cash balance in Capital Fund 332 is positive following
receipt of the Snohomish County grant in September.
She reviewed the Monthly Expenditure Summary -General, advising the underrun has been decreasing
as the year progresses, the fire contract will be paid out of the General Fund, and there are some
expenditures that are paid November and December so she forecasts being slightly over budget in
2024. She reviewed revenue trends, relaying property tax will likely finish the year under budget by
approximately $130,000, the 2024 year-end estimate for sales and use tax is $12.2M with a 3% increase
in 2025.
She reviewed Expenditures — General Fund — by Department, relaying most departments are within
75% spent with the exception of Non -Departmental due to not fully realizing the $3.2M vacancy rate.
She reviewed the 2024 General Fund Cash Flow Report, relaying the difference between budget and
forecasted spending is about $550,000 and the forecasted ending General Fund fund balance is about
$900,000.
Questions and discussion followed regarding why the $3.2M vacancy rate was not allocated by
department, whether expenditures from the Building Maintenance Fund are anticipated to increase by
yearend, report to the PPW Committee regarding building maintenance projects, interest charged to the
General Fund for negative cash balance, $3.2M targeted vacancy rate cost savings in Non -Department,
increase due to settling the EPOA contract, Police Department overtime and benefits, and changes
made in the 2025 Police Department budget (moving expenses out of Non -Department and into Police
Department).
Committee recommendation: Received for Filing
2. 2024 October Budqet Amendment Ordinance
Ms. Dunscombe reviewed:
Packet Pg. 68
8.3.c
10/15/24 Finance Committee Minutes, Page 2
Department
Amendment
HR
City of Edmonds' Employee Picnic ($8,169), Labor Relations training ($890)
and Public Risk Management Association Training ($3,670). The training
expenditures received reimbursement from WCIA, and the Employee picnic
was funded with a private donation
Police Department
Police department received three grants to cover additional services or
equipment for officers and community (ARTG grant covers the salary and
benefits from July 2024 - February 2025 including the supervision costs,
WSCJTC Wellness Grant which provided a massage chair and professional
services for nutritional counseling and recovery and stretching instruction for
officers, WATPA grant covers two years of Flock services
Non -Departmental
*Increase General Fund spending authority to offset vacancy rate adjustment
Community, Culture
Creative District capital grant and donation for Gateway art project
& Econ. Dev.
Finance
ARPA funds for fire contract
Admin Services
Record the 2024 bond issue for water and storm funds along with funding to
refinance 2023 revenue bonds
Admin Services
Record the 2024 revenue bond issue debt payment for December 2024 and
remove the 2013 that was originally budgeted
Public Works -Fleet
Complete the upfitting of the 20 police vehicles received in September 2023
Questions and discussion followed regarding disappointment the original recipients of ARPA funds were
unable to spend the money to help people in need, appreciation for the donation for the employee
picnic, costs covered by WATPA grant for Flock services, labor costs associated implementing
programs and services, vacancy rates burdening existing staff, audit finding if the City spends more
than was appropriated, unknowns that affected 2024 (EPOA contract, overestimated beginning
balance, separation agreements, and overestimated revenue projections), preference not to increase
General Fund spending authority until yearend, amount of 2025 internal borrowing, potentially lowering
utility reserve levels, demonstrating how refinancing creates savings for the City, and purchase of police
vehicles from Fund 511 in 2023 instead of using ARPA funds.
* Councilmember Chen preferred to remove this amendment for further research before forwarding the
2024 October Amendment to council
Committee recommendation: Full council
3. ADJOURNMENT
The meeting was adjourned at 6:39 pm.
Packet Pg. 69
8.4
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Council Special Meeting Minutes October 15, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-15 Council Special Minutes
Packet Pg. 70
8.4.a
EDMONDS CITY COUNCIL
SPECIAL MEETING
DRAFT MINUTES
October 15, 2024
ELECTED OFFICIALS PRESENT
Mike Rosen, Mayor
Vivian Olson, Council President
Chris Eck, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Michelle Dotsch, Councilmember
Susan Paine, Councilmember
Jenna Nand, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Michelle Bennett, Police Chief
Loi Dawkins, Assistant Police Chief
Rod Sniffen, Assistant Police Chief
Phil Williams, Acting Public Works Director
Jessica Neill Hoyson, HR Director
Shane Hope, Acting Planning & Dev. Dir.
Todd Tatum, Comm., Culture & Econ. Dev. Dir.
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
The Edmonds City Council special meeting was called to order at 7:03 pm by Mayor Rosen in the Council
Chambers, 250 5t1i Avenue North, Edmonds, and virtually. Mayor Rosen advised due to technical
difficulties, the meeting was available via Zoom and Xfinity but not the City's website.
2. AUDIENCE COMMENTS
Deborah Arthur, Edmonds, reported she was participating via Zoom and was able to hear the council.
3. CONSENT AGENDA
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER PAINE, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
EDMONDS EMPLOYEE ASSOCIATION, LOCAL 3517 (AFSCME COUNCIL 2) 2022-2024
COLLECTIVE BARGAINING AGREEMENT EXTENSION JANUARY 1, 2025 TO JUNE
30, 2026
4. COUNCIL BUSINESS
2025-2026 BUDGET PRESENTATION
Community I Culture I Economic Development
Todd Tatum, Community, Culture, & Economic Development Director commented this budget cycle has
been challenging, going from single year to biennium budgeting, and priority based budgeting during
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Packet Pg. 71
8.4.a
challenging economic times. He thanked Acting Finance Director Kim Dunscombe for her leadership and
hard work during this budget process. He reviewed:
• Role of the Community, Culture and Economic Development Department
o CCED — Who we are
i
untunded for all, or a portion of
this, budget period
CCED - What we do
o Economic Development
■ Business attraction and retention
■ Real estate development and redevelopment
■ Tourism marketing and destination development
o Creative District
o Culture and Arts
o Community events
o Boards and Commissions
■ EDC
■ DEIA
■ EAC
■ Ed!
■ LTAC
o Communications and Community Engagement
o State and Federal Lobbying & Intergovernmental Coordination
o Citywide Special Projects
o Neighborhood City Hall
$464,297
Municipal
Non -Departmental,
$16,617,843
Community Services&
Economic Dev., Planning&
S,,028,747 Development,
$3,645,093
Xuman Resources,
$931,164
Pa rks,Recreabonand
Human Services,
$5,145,187
Neighborhood C
Administrative Services' $20,208
$2,329,351
City Attorney,
Public Works
$907,010
ties Maintenance,
$2,638,611
Human Services
Irogram, 171,386
$3,719,199
Mayor's Office,
o International Economic Development Council defines the objective of economic development
as improving economic well-being of a community through efforts that entail job creation, job
retention, tax base enhancements and quality of life.
2025 Budget Highlights
o The department is bridging the budget gap by:
o Holding positions open through most of 2025: 25% reduction in staff
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8.4.a
o Increasing marketing funds from LTAC ending balance and reducing GF use in 2025*
o Eliminating the Neighborhood City Hall office
o Reducing contracted support: Prof Services 2023-25 = $354k 4 183k
o 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
What's New
o Changes from previous years
■ Closing of the Neighborhood City Hall Office
- Lease goes through March 2025
- Position is unfunded
■ Arts and Culture Program Manager retirement
- 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
- RCW requires LTAC be allowed to provide comment on change in funding. Comments
will be included with council budget queries and Received for Filing
- Comparison: Lynnwood collects $1.6-1.7M in lodging tax, Edmonds collects $320,00.
Lynnwood's expenses include a salaried person and $300,000 in ads and professional
services. Lynnwood's fund balances since 2017 ranged from $400,000 to $1.1M
■ Reduction in communications budget
■ Community survey included in 2026 budget
Staff recommended changes
o 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 LTAC 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.
Budget Cut Impacts
o Negative
■ Closure of Neighborhood City Hall
- Reduction in contact with those in need along Highway 99
- Loss of space for community court, classes, programming
■ Reduction in Lodging Tax fund balance and reduce flexibility
■ Absorption of board and commission leadership and administrative work
■ Absorption of programmatic work
■ Reduction in flexibility - Community Services budget often absorbed non -departmental
project costs
■ Reduced service levels across the board
■ Reduced ability to push communications out
o Positive
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8.4.a
■ 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
Mayor Rosen advised one round of council questions with the question and answer limited to three minutes
will follow and other questions can be submitted to Council Executive Assistant Peterson to be included in
the budget query process.
Councilmember Nand recognized some deep cuts are proposed for the department. She referred to the
interfund transfer for Fund 018 and asked what the $200,000 for the Edmonds Homeless Response Fund
would be used for if not to preserve the Neighborhood City Hall and that .5 FTE. Mayor Rosen responded
the interfund transfer makes the City whole to the budget projections that Ms. Dunscombe projected. If that
transfer does not occur soon, there is a risk of overshooting the budget by $550,000. The gap between the
draft budget and the projected revenue is $13M. Staff was asked to save $7M the impact of which Mr.
Tatum described in his presentation. The 2025 budget calls for an internal loan to get through 2025 of
$7.5M. One of the variables is if voters make the decision to annex into the RFA, that would impact the
gap. If voters say no to annexation, that also has an impact and the City would need to find additional
revenue to pay for fire and emergency services. The other variable is there will still be a gap even if
annexation is approved and council decides to keep the $6M, it is still not enough to cover the gap and a
levy lift would be required in November to cover that gap. The City will be running incredibly lean and
staff s presentations have outlined the impacts. The draft budget assumes annexation and retaining the $6M.
Councilmember Paine observed the budget cuts cut are straight to the bone for this department, a department
that does a lot of important outwardly facing work, and is less than 2% of the budget. She expressed
appreciation for the cuts to improve the City's funding acumen and doing the non -transactional work. It is
wonderful that Edmonds supports the arts and she hoped that would continue. During this time, the City
needs to provide support for human services to ensure no one is left behind. She recalled systems in place
during the 2008/2009 recession that made it very difficult for families, families who have not had an
opportunity to recover. There is $80,000 going toward lobbying and grant services; she asked what having
twice that amount inhouse would look like for his department in terms of providing more funding for all
the services that are not as abundantly funded in the budget.
Mr. Tatum asked if Councilmember Paine was suggesting adding an FTE that is a grant writer.
Councilmember Paine responded an inhouse grants program manager. Mr. Tatum answered a grants
program manager is exactly the type of role that he would look for. Like he's mentioned, it is not just
writing the grants, that is easy to do and easy to fail at. There needs to be an effort to get the partners
together, the funding letters, build relationships, understand the priorities and write to those priorities. It
would require getting the program together, identifying opportunities and working down the list of how to
get there. It would start with a broad strategy for getting new money and finding those big grants that the
City is not pursuing because there isn't the staff capacity. He summarized it was writing the grants and
strategizing. Councilmember Paine clarified she was not proposing new programs but support for the ones
already in place before they are cut.
Councilmember Dotsch referred to tax base enhancement as part of the definition of economic development
and asked how to prioritize that and go back to the council's goal of economic resiliency for Edmonds. Mr.
Tatum answered the City has done a decent job with strategy; for example, the Highway 99 subarea plan
had a lot of strategy, but what's missing is the operational component — strategy, operational and tactical
levels. What the City doesn't have is the why and the what. What is needed are some clear projects which
move the needle on areas that have been considered. For example, Highway 99 subarea, there needs to be
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first in money which is why tax increment financing has been such a large talking point over the past year,
it gives the city the ability to be first in, start a project moving in a direction and bring in other funding
partners.
Councilmember Dotsch asked if he was talking about development; she was thinking business, commercial
and revenue streams. Mr. Tatum answered the biggest opportunities to improve retail sales tax base and
property tax base are on Highway 99 and in centers and hubs. All will require some amount of money to
redo the infrastructure to create places and plant the seed where partnerships can blossom. Councilmember
Dotsch said she was interested in something that brings in business; she was unsure about placemaking to
bring businesses in. Mr. Tatum answered placemaking was absolutely essential to bring in businesses. It
doesn't work to bring retail into a place where people don't want to go. Having infrastructure to support a
place where people go, where people live, where people are on the street and wander into restaurants or
retail like downtown. Building monolithic housing all over the place doesn't ensure retail; building a place
does because it makes the business model work for boutiques, restaurants, etc.
Council President Olson commented she was able to make an association between the cuts she saw
regarding the neighborhood office, tying it to the Parks conversation last week where the City doesn't really
have a choice but to consolidate. Where programming used to be done at the Edmonds Waterfront Center
and Frances Anderson Center, it will consolidated into one place due to efficiencies and cost savings. There
were good reasons for opening the Neighborhood City Hall, but due to the City's current financial issues,
it makes sense to consolidate. The City is also looking hard at revenues including tax levies. There are other
ways to generate revenue, but it is hard to make them happen quickly. There are a lot of things on the
council's radar that they are trying to figure out, who does what and who has the authority to do what and
how much impact each one has.
Council President Olson assured the community the council is looking for those opportunities and hopes
not to have to ask for more and more money from property taxes, but to some extent the City will still need
more from property taxes. For example, the $6M from annexation will not cover the gap nor will some of
the other cuts. To some extent this is about bearing down and determining what the community is willing
to pay for. For example, not every city has two designated arts positions; Edmonds has for a long period of
time. She asked if that was true, noting Lynnwood only has one. Mr. Tatum agreed, but noted Lynnwood
was not Edmonds. Council President Olson agreed, stressing her point is it will be necessary to determine
what the community values enough to pay for, not just that they value it, but value enough to pay for it.
Councilmember Tibbott acknowledged there were difficulty decisions to be made by the council. He asked
for clarification regarding the use of lodging tax. Mr. Tatum answered the economic development
professional services budget has included a number of things, but about $55,000 has been used for tourism
marketing. Edmonds lodging tax is very small and doesn't pay for the amount of tourism marketing that a
city Edmonds' size typically does. The $55,000 in the economic development professional services will be
reduced to $8,000 and more of the lodging tax ending fund balance will be used for that purpose to reduce
the General Fund load on tourism marketing. Councilmember Tibbott summarized the City would be more
dependent on lodging tax for those promotional items. Mr. Tatum agreed.
Councilmember Chen suggested looking at the big picture; the City is in a financial situation and cannot
cut its way out of the $13M or $20M gap. The other way as Council President Olson mentioned is revenue
generation. A good candidate for revenue generation would be Highway 99. Downtown is working the way
many people dreamed of, but Highway 99 has a lot of potential. He asked what kind of things the City can
do to help Highway 99 such as a business improvement district to help them advertise, beautify the area,
and attract more tourism and more business. There is an international district on Highway 99 and a lot of
character and cultural diversity, a goldmine waiting to be tapped into. Mr. Tatum answered there are two
things in the works, investigating the creation of a community renewal area and if a community renewal
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area is created, that provides more flexibility for things like fagade improvement programs. Tax increment
financing is another avenue, funding from tax increment financing can be used to help reduce business
displacement and enable businesses to remain such as in the international district. He envisioned community
renewal and tax increment financing could bring a huge amount of property tax revenue over the long term
and bring in retail taxes over the medium term. Implementing those also provides tools to improve the areas
around the southern gateway and make them more economically viable. Councilmember Chen commented
as the City develops, there also needs to be attention given to green space and amenities that the rest of the
City enjoys.
Councilmember Eck thanked Mr. Tatum for his work on the budget, commenting some of the cuts were
concerning. To expand the conversation about Highway 99, an area she cared about and where she sees
what could be, the definition of economic development and improving the well- being for an area and high
quality of life, she agreed what he said about placemaking. Businesses want to locate in an area that attracts
businesses and people and is welcoming, has green spaces, etc. Should the budget proceed as created, she
asked what was doable for his team to have those engaging and non -transactional communications with
Highway 99 businesses and continue this work. Mr. Tatum responded community renewal and tax
increment financing will require public process and public outreach. They are both about future possibilities
so in a way it is less transactional and how a place can feel and how to use it. He referred to the focus
groups, commenting there is an opportunity to bring people together and talk about the intractable problems
and what people want to see on Highway 99, how best to support businesses, and bring businesses in the
international district together to talk about what they need. Councilmember Eck said the entire City benefits
from revenue generated on Highway 99.
Human Resources
HR Director Jessica Neill Hoyson recognized the council was considering a lot of difficult decisions in the
budget process and what they were hearing from directors was not good news as all were proposing cuts
that will impact the City and its employees. While she was sharing information that highlights the negative
impacts of the budget cuts she was proposing, she recognized they all have negative impacts. She
appreciated that the council has very difficult decisions to make in this budget cycle. She reviewed the 2025
HR budget:
• Role of Human Resources
o Aligning organizational goals and employee needs.
■ Human Resources plays a vital role in managing the City's workforce and ensuring that
the organizational goals align with the employee needs. HR executes this role through the
following key functions:
- 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
2025 Budget Highlights
o HR as a central service
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8.4.a
■ 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).
What's New
o HR Department Changes
■ In late 2023 the decision was made to remove the Safety & Disaster Coordinator Position
from the HR 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 begin work on projects that had been on hold and to proactively
address labor, employee, and management issues.
Proposed budget cuts
o Human Resources was asked to reduce its 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
• A person who has worked for the City for 7 years will lose their job
- 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)
Impacts of budget cuts
o 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
o HR projects will need to be put on hold or completed in a longer timeframe
■ Full policy manual update
■ Supervisor Training Program
■ Supervisor handbook
■ Employee Handbook
■ Revamping of onboarding to include more in -person meetings and less online process
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8.4.a
■ DEI initiatives such as establishing the employee committee for City-wide DEI
■ City-wide compensation analysis
■ Review of "hourly" position classifications and compensation
■ Joint project with Finance to revamp city payroll process
■ Research, creation, and implementation of a new employee performance management
process
o These are the main department programs for the HR Analyst which will be impacted by
unfunding the HR Analyst position
■ Employee Life Cycle
■ Payroll Support
■ Boards & Commissions
■ Employee Engagement
■ Classification & Compensation
■ Legislation Compliance/Records
■ Labor Relations
■ Administration
o The ability of HR staff to respond to requests will be impacted. It is anticipated that longer
response times will occur.
o The ability of HR staff to proactively address issues will be impacted
o 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
Staff reduction impacts compounded by professional 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.
Councilmember Eck asked the approximate cost of the employee appreciation picnic and whether there is
mandated staff training. Ms. Neill Hoyson answered the cost of the employee appreciation picnic is about
$8,000. This year's picnic was funded via a donation. With regard to mandated staff training, there is
required online training when an employee is onboarded such as anti -harassment, diversity, etc. Some
positions have required training for their role; the departments manage those individually. There are no
mandated citywide training initiatives. There is no law requiring anti -harassment or diversity training, but
it is a best practice to avoid harassment or diversity issues that lead to more costly outcomes for the City.
One of the initiatives a couple years ago was customer service training for all employees.
Councilmember Chen expressed appreciation for everything the small HR department does including risk
management. He referred to City's expenditure for liability and property insurance premium which
increases annually and will increase to $1.2M in 2025. Ms. Neill Hoyson explained the increase in insurance
costs is a mix of claims and how insurers look at insuring municipalities. The insurance market has become
very tight over the past several years, particularly in Washington due to litigation that occurs and laws
around litigation in Washington State. It is not necessarily a lack of management of risk that has led to
increases, but the insurance market and insurers that are willing to insure municipalities. She noted all the
members of the risk pool have had increases across the board as have other risk pools. Earlier this year in
looking at the cost to move to a different risk pool, she determined there were no savings and less insurance
was provided. She summarized it is a combination of individual claims, the insurance market and the area
the City is in.
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8.4.a
Councilmember Chen asked if the insurance provider is a monopoly or were there choices. Ms. Neill
Hoyson explained WCIA markets the pool to insurers and insurers purchase different layers of insurance.
It not that it is a monopoly, it is so costly to insure in this realm that insurers charge a lot. WCIA markets
the risk pool annually to insurers to find the best insurance at the least cost to its members.
Councilmember Tibbott commented it was astounding the amount of work HR does with the number of
employees in their department. He recalled attending training last year provided by Chief Bennett, excellent
training and very applicable to the work he does with the City. He asked if that was an avenue that could
be used during these bridge years while the City is getting on its feet, whether there were in-house training
experts HR could tap into. Ms. Neill Hoyson answered absolutely, Chief Bennett's trainings are wonderful
and looking at using the internal knowledge base is absolutely appropriate. She emphasized people still
have their jobs to do and as positions are held open or positions are unfunded, that workload will increase.
There is internal knowledge; as an example, she could teach an anti -harassment and diversity training
course and her staff could teach recruiting courses, but the issue is the capacity to do that as well as keep
up with other work.
Councilmember Tibbott recalled a conversation about how employee turnover has changed the face of HR
in Edmonds and cities throughout the nation. He asked her to confirm that turnover as a reality of the
workforce and how that affects the cost of onboarding. Ms. Neill Hoyson commented in the HR world, it
was called the great resignation, people feeling more comfortable about leaving their jobs. She was not sure
that was the case as much now; now HR is dealing with turnover due to retirements. The other issue is
everyone is competing for scarce employee talent which makes it easier for employees to find work
elsewhere. Continuing to improve the employee value proposition, what the City offers employees beyond
a paycheck, whether it is a good place to work, how they fit into the organization, whether they feel heard,
whether they feel respected, etc. is important.
Council President Olson commented everyone is feeling very emotion over the proposed losses. With
regard to CPR training, there are well -trained people in the community who may be willing to offer that as
a gift and she offered to provide some possible names. With regard to anti -harassment and discrimination,
the downside of not doing that training may be greater than any savings. She pointed out AWC and MRSC
may be online sources for that training and it is included in the price the City pays for those organizations.
Council President Olson asked what Police Department Assessment Centers are. Ms. Neill Hoyson
answered that is contracted with Public Safety Testing; assessment centers are a series of assessments that
people interest in a promotional opportunity go through, a list is created through the civil service process
and that list is used to determine promotions. Part of the reason that is being cut is with positions being held
open, the police department indicated there may not be as many promotions and the assessment center may
not be needed next year. If that changes and promotion into leadership roles in the police department is
necessary, the assessment center would have to happen. Similar to cuts in the investigations budget, if
investigations are needed, they have to happen. Council President Olson observed that would require a
budget amendment. Ms. Neill Hoyson agreed.
Councilmember Dotsch asked with all the employee positions in the next year's budget that will be unfilled
or eliminated, what will the HR per employee percentage be. Ms. Neill Hoyson answered the current ratio
of HR staff to employees is 1.6, the industry standard is 2.57. Councilmember Dotsch asked the percentage
before the two positions were added. Ms. Neill Hoyson answered with up to 250 employees, the best
practice standard is 3.4 HR ratio to staff. There are certain base, fundamental things that need to happen
regardless of the organization's size. Once an organization gets bigger, there can be a lower HR staff to
employee ratio.
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8.4.a
Councilmember Paine asked if HR had the capacity to do the recruiting for the open positions such as the
two acting directors and other key positions such as the stormwater engineer, and the cost of recruitment.
Ms. Neill Hoyson answered it depends on the recruitment; the HR department does passive recruiting,
posting a position to professional organizations and hoping the candidates respond. A recruiting firm
actively sources candidates, looks at LinkedIn profiles, reaches out proactively, etc. For example, the City
is considering hiring a recruiting firm for the two vacant directors positions; the cost is approximately
$25,000. Director positions have more complexity, but other high level technical positions would have
similar costs.
Councilmember Nand asked the current number of FTEs in HR. Ms. Neill Hoyson answered 4.6.
Councilmember Nand asked the number of City employees they service including seasonal. Ms. Neill
Hoyson answered it varies from 250 to 270. Councilmember Nand said coming from a business
background, she views HR as an ounce of prevention to offset a pound of cure which is the litigation cost
when HR isn't present and people not trained to do HR find themselves in leadership and managerial
positions and do it badly because they don't know what they are doing, it is very esoteric, the laws are
arcane and extremely complicated, especially in a highly litigious and very labor -forth state like
Washington. She admired the work that the HR department does.
Councilmember Nand referred to the 0.6 FTE HR analyst who has 7 years of institutional knowledge and
asked if that person was let go and the position was funded again in 2026 or 2027 but that person has found
another job, what learning curve would be required to get a new person to the level of knowledge of the
current 0.6 FTE. Ms. Neill Hoyson answered it takes at least a year to get an employee in any position up
to speed, but that is just learning the basic, technical things. She estimated it would take a new employee
seven years to learn what the current employee has learned.
Police Department
Police Chief Michelle Bennett said the police department is very grateful for the support of the council and
community members. She noted there are community impacts, council impacts, and of course impacts to
the department of potential cuts as well as to individual employees. She came to the department almost four
years ago hearing great things about the department and the professional people, the amazing empathy and
caring nature of the employees and she couldn't be prouder to work with this group of people. She reviewed:
• Role of the Police Department
o Provide public safety to City of Edmonds under local ordinance.
o Enforce and uphold laws according to RCW, WAC and local ordinances.
o To train officers and provide equipment in accordance with RCW.
Council Priorities • Community Survey
o Safety o Housing affordability and Crime/Public Safety were the top
o Environment two `open-ended priorities' for the city of Edmonds
o Investment government over the next two years.
o Livability o Open to all Priorities: Budget, Growth Management, Safety
o Economic Resiliency and the Environment were in the top four priorities in the
`open to all' survey
Budget Highlights & Reduction Efforts
o 2025 and 2026 Proposed Budget
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Packet Pg. 80
8.4.a
$ change
$ Ckwee
$ [Itmp
2021
2024
2024
2025
2026
15 Budget
25 eudget
24 8kud®et
Description
Actuals
Budget
EMMKO
84dget
Budget
24Estlmate
248udget
25WtdMot
Salines
8,049,119
10,179,501
10,100,948
10,257,792
10.765,446
156,814
78,281
S07,664
Overtime
990,6u0
G12,280
889,694
i,041,500
1,042,500
1S1,$06
429,220
1,000
molldayBuyback
187,137
294,Wi
431.087
172,950
387,420
(S8,137)
76.949
11,470
Benefits
1,072,390
3,693,674
3,803,446
3,498.166
3,711,769
(305,290)
(195,506)
212,603
uniforms
124r474
106,226
68,150
75,300
7S.Re
7,1S0
(10,926)
-
Supplles
88,911
151,985
106,146
102,000
102,000
{4,146)
(49,995)
Fueltonsumed
-
N/A
WA
MIA
Small Equipment
1S9,82a
124,441
9Q429
Si,200
51,200
(19,229)
(71,241)
ProfessionaIServices
264,721
160,236
168,375
2,017,000
2,137,000
1r848,625
1,856,764
120,000
Communlcauans
74,787
39,000
S3,198
500
500
(52,698)
(38.500)
Travel
72,994
21,982
20,64E
S0,000
50,000
29,352
26,019
-
Rental/lease
93,966
131,030
129,606
122,9i0
122,910
(6,696)
(8,120)
Interfund Renta I
1,202,370
1592,828
1,S92,828
1,4S2,166
1,4S2,166
(140,662)
(140.662)
-
Repalr'Malntenance
79,338
16.190
16,510
6.500
7,000
(10,010)
(9.680)
500
Miscellaneous
272.009
55,176
53,a53
79,500
79,000
26,047
24,324
(S00(
Equipment
306,149
-
N/A
K/A
WA
Lease Payment
9,895
300,000
214.224
600.000
624,000
365,776
100,000
24,000
Interest Payment
131
N/A
M/A
MIA
1S,047,888
17,478,S40
17,758,742
19,727,474
20,608,211
1,968,732
2,248,934
880,237
• Avenues of Revenue
o 2024
»I Itolf):1
■ Alternative Response Team Grant
■ Wellness Grant
■ Woodway Contract
■ WA State Traffic Grant
■ School Zone Cameras
o 2025
■ Alternative Response Team Grant
■ Woodway Contract
■ WA State Traffic Grant
■ Red Light Cameras
■ School Zone Cameras
■ CJTC
■ CJTC ■ School District
■ School District ■ Chamber Sponsored City Events
■ Chamber Sponsored City Events ■ Rotary Sponsored City Events
■ Rotary Sponsored City Events
2025 and 2026 Proposed Budget Explanations
0 911 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.
o All line items relating to training (travel and continuing education) have been reduced to only
include mandatory trainings.
o Uniform budget has been reduced to only covering what is required by CBA.
o Professional Services budgets have been analyzed to only include payments for essential
services. Contracts were cancelled or reduced where possible.
Proposed Cuts
o Reductions - Police Department was asked to reduce its budget by 16.3%
■ Selling three vehicles and two motorcycles
■ Renegotiating Axon Contract to minimize costs.
■ Sending another Officer to CJTC as an academy instructor
■ Holding 13 commissioned officer vacancies
■ Holding one Animal Control officer vacancy
■ NR staff taking 12 furlough days
Organizational Chart
o 2025 Budget Impact
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October 15, 2024
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Packet Pg. 81
8.4.a
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Impacted positions noted in red
• Position Cuts*
o Parking Enforcement
o Public Disclosure Specialist
o Community Engagement
*Subject to CBA implications
Assistant Chief Rod Sniffen reviewed:
Proposed Budget Cut Impacts:
o Parking Enforcement
■ A chief complaint has been parking; the Parking Enforcement Officer that the council
approved last year was based on the number of complaints and the inability to address
parking complaints downtown.
■ 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 an average of 210 parking infractions/month 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
o Parking Enforcement Service Impacts
■ Current, consistent and ongoing constituent complaints about parking could go
unanswered.
■ 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 consequence
■ City events will have less assistance to mitigate parking concerns
■ Limited enforcement of time zones creating impacts on business and customers
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8.4.a
■ Limited consistent ADA/Fire Code violation enforcement
Chief Bennett reviewed:
o 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.
o 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.
■ 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
Assistant Chief Loi Dawkins reviewed:
o Community Engagement Coordinator
■ Community policing and crime prevention is the fourth pillar of 21 st century policing
■ EPD Strategic Plan Goal 2: Expand partnerships with the community to strengthen public
safety.
■ Community Engagement Coordinator is the bridge that closes the gap between police and
community
■ Requires active building of positive relationships with community members to build trust,
education and foster inclusivity
■ Helps collaborate on proactive versus reactive crime prevention
■ 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
o Community Engagement Coordinator Service Impacts
■ Crime Prevention Programs
- Community Police Academy
- Neighborhood Watch
- National Night Out
- CPTED evaluations
- Safe Place Program
- Community presentations regarding elder fraud, bicycle safety, internet safety and
other efforts that foster collaboration and education
■ Community Engagement/Collaboration
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8.4.a
- 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 (Lift Every Voice Legacy, Asian Service Center, Washington
Kids in Transition)
- Local businesses
- While the City's officers are amazing at what they do, without this dedicated position
creates a lot of challenges to build trust
- Eliminating this position will create a gap in community relations and challenge those
efforts.
Chief Bennett added that the Community Engagement Coordinator has been with the City for 17 years, a
lot of time dedicated to serving community members. Several councilmembers have been through the
Community Police Academy and know how much work went into that and how important it is for
engagement, especially in a time of unrest with police services or liability and legislative initiatives that
have made things more difficult, the Community Engagement Officer provides that accountability and
transparency.
Councilmember Nand shared she has received so much positive feedback about the positive impact that
Community Engagement Officer Tabatha Shoemake has had in the past 17 years. She honored her service
to the community and her efforts to ensure Edmonds is a welcoming and inclusive community for all.
Councilmember Paine commented Edmonds Police Department has been a leader in over representation in
terms of diversity and quality of work. She recognized the talent in the Edmonds Police Department and
the efforts of all the City departments to scour their budgets for savings. The loss of a Public Disclosure
Specialist put the City at greater risk for a lawsuit. The public face for community engagement and crime
prevention is married up beautifully in the Community Engagement Officer position and it would be a
difficult position to lose as would be the Parking Enforcement Officer position. She asked if there were any
stones left unturned in the police department such as contracts with agencies or other cities that hadn't been
reviewed in a while that could be opportunities to add revenue or reduce costs.
Councilmember Dotsch commented there were a lot of hard decisions to be made. She asked if the vehicles
to be sold represented all the excess vehicles or were there others that weren't absolutely necessary.
Assistant Chief Sniffen answered the vehicles identified were not in service yet so the department could
part with them and retool the rest of the vehicle program.
Councilmember Dotsch asked if the contract with Woodway covered all the costs such as maintenance
benefits, retirement, etc. Chief Bennett answered yes, the department is in the process of potentially
reviewing the contract based on call load. Councilmember Dotsch asked how the contract with Woodway
worked. Chief Bennett answered Edmonds Police Department responds to 911 calls. They pay off -duty
officers to do routine, random patrols and pay the Edmonds Police Department to answer 911 calls.
Councilmember Dotsch asked where that payment is reflected. Chief Bennett answered it goes into the
General Fund.
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Council President Olson said the council obviously was expecting cuts to be made, but the proposed
expenditure for communications goes from $53,000 in the 2024 estimate to $500 in 2025 and 2026. She
asked whether that was a mistake or a miracle that the communications budget is 10% of what it has been.
Chief Bennett answered it was the department's understanding IT was billed directly to the BARS number,
but it is actually an interfund transfer. Council President Olson commented $1.5M in additional expense
reflected in the budget for police due to transferring 911 and jail costs into the police department was
intended to provide more transparency into the truer cost of public safety. She supported making that
change, but at a time budgets are being cut, she recognized it was probably unwelcome by the police
department and she could understand the community questioning the $1.5M increase in expenses.
Councilmember Tibbott said it was disappointing to consider the loss of police department staff who have
served the City so well and he realized it was disappointing for the chiefs. With regard to unfunded
mandates, he asked if there were any additional state grants that could help offset those mandates and if
there were any other grants that the department could pursue in 2025 and 2026. Chief Bennett answered
when crisis intervention training became a state mandate, there were grants through CJTC and WSPCS.
WSPCS offered emergency funding for the social worker when the City had a gap and they are a good
partner. Unfortunately, all the police departments in Washington have the same unfunded mandates; it is a
difficult problem when legislative initiatives are approved such as recording every interaction. There were
body cam grants and other grants to offset those costs; having someone to seek grants is important to recoup
some of those funds.
Councilmember Tibbott assumed body cams create more public information requests. Chief Bennett
answered that was the reason for funding a Public Disclosure Specialist.
Councilmember Chen expressed appreciation for the great work done by the police department. He asked
about the increase in professional services from $168,000 to $2M. Chief Bennett answered that was due to
moving $1.5M in jail costs from Non -Departmental into the professional services budget. Councilmember
Chen said he took the Community Police Academy. With all the great things the Community Engagement
Officer has delivered, he questioned why there was a proposal to cut that position. Chief Bennett answered
positions have to be cut. Vacancies are already being carried in professional and commissioned staff; it was
very difficult decision, made after command staff (chief, assistant chief, and commanders) discussed any
potential redundancy and state required mandates. While she and others believe community engagement
should be a mandate, it is not mandated by law. She acknowledged cutting positions was a nearly impossible
decision. Councilmember Chen relayed his understanding there was no other way. Chief Bennett
commented these were very difficult, almost impossible decisions, proposing to cut wonderful,
professional, dedicated people.
Councilmember Eck recognized like the other presentation, this is extremely stressful for staff, particularly
those that are proposed as cuts. Specific to the Community Engagement Coordinator, she inquired about
the likelihood of a grant for that position. Chief Bennett responded most grants are related to juvenile
rehabilitation, mental health and wellness, social worker navigator, co -responders, and technology; she has
not seen a grant specifically related to community engagement. If there was, the department would pursue
it. When President Obama had a coalition regarding how to fix policing, there were more grants during that
era; as legislative initiatives progressed, different topics are highlighted which results in grant funds for
those. It also depends on presidential elections; for example the Edward Burn grant and others went away
for a while. There is a lot up in the air with political and legislative initiatives.
Councilmember Eck wondered if there was room for community engagement at the City level, potentially
funded by a few different departments. She recognized it would be broader that the current program. Chief
Bennett responded what the police department's Community Engagement Officer does is very specific and
specialized toward police community relations. She had built a number of relationships with non -profits,
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Packet Pg. 85
8.4.a
neighborhood groups, etc. which is part of the reason the police department enjoys such as good relationship
with the community.
2. 2025 COLA FOR NON -REPRESENTED EMPLOYEES
FIR Director Jessica Neill Hoyson reviewed:
• Personnel Policies — Chapter 5 Compensation
o Annual Salary Adjustments
o Personnel Policy 5.10 NON -REPRESENTED EMPLOYEES' ANNUAL SALARY
ADJUSTMENTS
o 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
o 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%
o 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
o Using "comparator" organizations is often the standard in establishing compensation and has
been used by Edmonds for both represented and non- represented employees
o 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
Comparator Organization proposed non -rep adjustments for 2025
City COLA
Bothell 3.6%
Shoreline
3.83%
SeaTac
3.6%
Olympia
3.8%
Lacey
TBD
Issaquah
3.8%
Puyallup
4.2%
Burien
3.6%
Lynwood 3.24%
Mukilteo TBD
The median of the comparator groups who have set their COLA for 2025 is 3.7%
Using the CPI-U to determine wage adjustments
o 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.
o The 2024 CPI-U, which is used as a data point for the 2025 wages, was 3.8%
Year
June
2019
2.3
2020
0.9
2021
5.5
2022
10.9
2023
4.6
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8.4.a
2024 13.8
• Washington State Minimum Wage Increase for 2025.
o Washington State minimum wage will increase to $16.66 per hour in 2025
o 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
o The preliminary budget included a proposal of a 3.8% wage adjustment for non -represented
employees
• 2025 COLA Recommendation
o Based on the wage adjustments being provided to represented groups which is 3% and;
o The CPI-U for 2024 June to June being 3.8%
o It is recommended that the non -rep employees receive a 3% wage adjustment for 2025
• Recommendation Budget Impact
o Current proposed COLA in the 2025 budget is for a 3.8% wage adjustment.
o The recommended wage adjustment of 3% would have the following budget impact:
■ Reduce the proposed budget by approximately $75,000
COUNCIL PRESIDENT OLSON, SECONDED BY COUNCILMEMBER TIBBOTT, MOVED
THAT THE 3% COLA FOR 2025 NON -REPRESENTED EMPLOYEES BE APPROVED BY
COUNCIL.
Council President Olson commented obviously this isn't a typical time and she appreciated all employees
making the concessions they are with regard to furloughs and a lower than the CPI-U increase. The City is
making really tough choices this year and everybody ponying up and taking on some of that burden is really
appreciated. Ms. Neill Hoyson advised the 12 furlough days that non -represented employees will potentially
be taking if approved as part of the budget, reduces the wages of every non -represented employee by 4.6%
so the 3% adjustment results in those employees having a 1.6% reduction in their wages next year.
Councilmember Chen commented on the intent to borrow from the utility funds to keep the City afloat for
2025. The goal is to keep the lights on and keep employees employed. The council values their service to
the City and the work they do. He asked if banking the COLA increase could be considered. Ms. Neill
Hoyson answered yes, the council could choose to provide a lower COLA or no COLA. The COLA is
something that is either paid now or it turns into a larger catchup later. She recalled experiencing that during
the recession in the agency she worked for; three years with zero COLA followed by massive pay increases
in order to keep the agency competitive for employee talent and retained talent. The council can certainly
choose to approve a lower or no COLA, but the potential impacts are increased turnover as employees leave
for other employment and increased impact on the City's ability to recruit. The furloughs will reduce wages
so even with the 3% increase, all the non -represented employees will experience a wage reduction next
year.
Councilmember Chen asked if a decision was required tonight. Mayor Rosen noted there was a motion on
the floor. Councilmember Chen noted the motion could be withdrawn. He suggested having an internal
meeting to discuss banking the COLA increase. Ms. Neill Hoyson answered it was up to council whether
to make a decision tonight. The request is to proceed with a vote on this tonight.
Councilmember Eck expressed support for the motion, acknowledging the council will be reducing staff
and asking them to do more. She respected Councilmember Chen's point of view, but putting more on staff
with reductions plus the stress of the environment over the next year, she supported a 3% COLA in 2025.
Councilmember Dotsch asked if any of the comparator cities had declared a fiscal emergency. Ms. Neill
Hoyson answered she did not have that information.
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8.4.a
MOTION CARRIED (6-1), COUNCILMEMBER CHEN ABSTAINING.
3. COMPREHENSIVE PLAN DRAFT ELEMENTS
Acting Planning & Development Director Shane Hope introduced Acting Public Works Director Phil
Williams. Tonight's presentation will be regarding three draft comprehensive plan elements, the Capital
Facilities, Utilities and Culture, History & Urban Design Elements. She reminded comprehensive plans are
useful documents that help guide the future, provide an integrated look at how things work together for a
city and address both how the city grows in the future and other quality of life issues over at least a 20 year
period. Under the GMA, there are certain required comprehensive plan elements and aspects that have to
be addressed. In Edmonds, work began on this comprehensive plan update over two years ago and the
deadline to meet the state's requirement is in about 2.5 months. The team has taken the early draft and made
some adjustments and refinements. The draft comprehensive plan and the draft DEIS are published online
and there are two community meetings next week. Meanwhile, the team is working with the planning board
and the city council to review each the draft elements of the plan. More public comment will be accepted,
but ultimately it is the city council that decides what to adopt in the comprehensive plan.
Ms. Hope continued, tonight's presentation is regarding three draft elements that the council has not seen
before. Each element has a basic format, draft background information, draft goals and policies which are
the key parts to the comprehensive plan because the City is obligated to follow its own adopted goals and
policies, and potential action items. The current version includes a list of potential actions and more needs
to be done to refine and reduce those. The potential actions can be retained and there is no requirement to
implement them, some are useful and the council may want to implement them.
Ms. Hope reviewed:
• Capital Facilities Element Goals & Policies
o Goal CF-1 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 CF1.1 Level of services will be: XXX [With table for:]
City offices and Maintenance Facilities
Parks
Streets and Active Transportation
Police Services
Fire & EMS
Public Schools
Solid Waste and Recycling
Surface Water Management / Stormwater
Sewer/Wastewater collection and treatment
Potable Water Supply, Storage and Distribution
Library
o Goal CF-2 Develop and expand capital facilities to effectively meet the needs of a growing
city.
■ Policy CF2.1 Identify opportunities to improve public facilities serving existing
development, based on adopted LOS guidelines and other relevant considerations.
Prioritize addressing existing deficiencies where vulnerable and underserved communities
exist.
■ Policy CF2.2 Prioritize funding and the preservation of existing capital facilities to ensure
their continued reliability, safety, and efficiency.
■ Policy CF2.3 Identify new or improved capacity of existing capital facilities needed to
support the location and intensity of housing and employment growth anticipated in the
growth strategy.
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8.4.a
■ Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on urgency,
impact, and alignment with the city's strategic goals. Periodically review the criteria and
resources to help address these needs.
■ Policy CF2.5 Seek to provide community facilities and services that are appropriate for the
size and composition of the population they serve.
■ Policy CF2.6 Ensure essential public facilities are not precluded, consistent with state law,
and are sited in equitable manner and with appropriate mitigation that balances local and
regional objectives.
o Goal CF-3. Maintain at least a 6-year plan to finance needed City capital facilities within
projected funding capacities and insure 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 the financing plan within the capital facilities
element are consistent.
■ Policy CF3.3 Evaluate and coordinate the provision of the capital facility improvements
with both budgeting and long-term financial planning. Ensure 20-year protected 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 .
o 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.
■ 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.
o 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 provisions within the city by
outsourcing government services to neighboring jurisdictions.
■ Policy CF5.2 Explore opportunities to utilize existing infrastructure by offering paid
services to neighboring jurisdictions, such as fleet maintenance, to generate additional
funds for facility upgrades.
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8.4.a
■ Policy CF5.3 Foster a productive and supportive relationship with Edmonds School district
to facilitate sharing or resources and facilities; to collaborate in long-term planning to
anticipate future needs and challenges and ensuring that city policies and initiatives are
aligned with educational goals and priorities set by the school district.
■ Policy CF5.4 Emphasize continued cooperation through interlocal agreements with
neighboring fire districts and law enforcement agencies of adjacent jurisdictions as well as
other public safety service providers.
o 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.
■ Policy CF6.4 Continue City's programs aimed at reducing energy consumption as 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.
Utilities Element Goals & Policies
o Goal UT-1. 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 service
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 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
systems needs and that are coordinated with 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.
■ 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 UT-1.10 Ensure that all utility operations comply with local, state, and federal
regulations, including health and safety standards.
■ Policy UT- 1.11 Coordinate emergency preparedness and response with local and regional
utility partners.
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o 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 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.
o Goal UT-3. Minimize impacts associated with the siting, development, and operation of utility
services and facilitates 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
o 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) retore 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.
Solid Waste
o 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-5.4 Cooperate with other private and public agencies in the region to manage
and control hazardous waste and moderate risk waste, including medical wastes and
hazardous household substances
• Culture, History, And Urban Design Element Goals And Policies
o Goal CD-1 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.
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8.4.a
■ Policy CD-1.2 Support strategies from the Community Cultural Plan to enrich Edmonds'
physical environment, including public spaces.
o Goal CD-2 Leverage the creative arts to foster dialogue with diverse communities
■ Policy CD-2.1 Infuse art into existing city program and services. Partner with local artists
to create more accessible and inclusive community engagement processes, such as
facilitation a community meeting, exploring future scenarios, or storytelling.
■ Policy CD- 2.2 Consider investing in the next generation of Edmonds' artists, including
through programs for youth and young adults.
o 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 Edmonds'
public places.
■ Policy CD-3.2 Encourage a diverse, year-round audience for Edmonds' neighborhood and
citywide event, such as festival, 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
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.
o Goal CD-4 Continue to identify, celebrate, preserve, and maintain the cultural resource and
historic sites that reflect Edmonds' heritage
■ Policy CD-4.1 Support programs for the preservation of the city's historic architectural,
archaeological, and cultural resources through incentives, regulations, and information
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.
o Goal CD-5 Achieve well -planned areas and public spaces within the city
■ Policy CD-5.2 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.
■ 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....]
■ 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.
Next Steps
o City Council members to discuss the 3 draft elements tonight
o Hold public meetings
o More draft elements to be discussed by Planning Board and City Council in October and
November
o Keep website information up-to-date
o Continue to seek and consider feedback
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o Have a revised Plan for City Council's consideration in December
Councilmember Paine referred to utilities and solid waste management, commenting the City does not
control that, it is controlled by the WUTC and the county contract. She asked if the goals and policies were
appropriate for the "trail of breadcrumbs" back to Snohomish County. Mr. Williams responded the
regulation of solid waste is a little arcane at times; counties have the ultimate responsibility for developing
a countywide plan. If a city would rather do its own planning, they can pay a consultant and work with the
community and develop their own comprehensive solid waste management plan. Most cities don't do that;
when he was in Spokane, they did because it was a big city and the county wasn't much bigger. For
Edmonds size, that would be a very rare choice to make so the City is subservient to the Snohomish County
plan. The City participates in a lengthy process every six years to develop a new plan, but it is county
centric. The state has historically sent money from their B&O taxes on solid waste services to the county
to help with planning. The county used to send a portion of that funding to the city; for example, in the past
the City employed Recycling Coordinator Steve Fisher funded by those county grant funds. Priorities
changed at the state and the amount of money they allotted to that program decreased so as the county
received less, the City received less.
Mr. Williams continued, the City tried to retain Mr. Fisher because his services were appreciated and he
did a lot to promote recycling education, help departments plan for solid waste services, etc. The funds
eventually dried up and when Mr. Fisher decided to retire three years ago, the position wasn't filled. The
City can set the level of service within reason by going to the three haulers, Republic, Waste Management
and Sound Disposal, and asking them to increase or decrease service levels. They will then go to the Utilities
and Transportation Commission (UTC) for a rate adjustment. The UTC pretty much handles everything
else, the franchise part of the relationship.
Councilmember Paine asked if what was currently in the draft comprehensive plan was adequate. Mr.
Williams said it would be great to have more. He was the executive director of the solid waste system in
Spokane and Spokane County for several years. With the resources, there is a lot that could be done to
improve performance. Some of that might be unreasonable in a city the size of Edmonds, but the city can
always do better related to solid waste. He recommended looking for ways to improve recycling, even if it
isn't a full-time FTE; for example, the City shared Mr. Fisher with Lynnwood.
Councilmember Nand said her question is related to extreme weather events and environmental disaster
response, specifically the 2021 heat dome and the haunting stories about hundreds of people who died in
Washington State. One of the ones that bothered her the most was a senior woman who just happened to be
outside, tripped and fell onto the sidewalk where the surface temperature was over 140 degrees and she
literally fried to death. In thinking about areas of the City that would be most vulnerable to the heat dome
effect where cooling stations, public hydration stations, etc. would be needed, she feared for the Highway
99 community due to the lack of indoor opportunities and hydration. She asked how that would be
incorporated into the EIS, whether it would be water and utilities or capital facilities. The only thing she
could think of was on 76t'', the station for the Interurban Trail that has a shaded bench and a water fountain.
Mr. Williams responded that is a big question and is a lot broader than the water utility, although keeping
hydrated is a big part of it. He assumed Edmonds being close to Puget Sound helped somewhat. He was
working in Redmond at the time where it got up to 109 degrees for two days in a row. It was difficult for
government employees to work as many buildings do not have that much cooling capacity. It goes beyond
water; places people go during an earthquake could be the same places to go during a heat dome and during
extreme cold like a school, Frances Anderson Center. The policies and goals are a little more general; the
City's emergency planning document and preparation meetings for emergencies would be the place to have
those discussions.
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8.4.a
Councilmember Dotsch said she was trying to figure out how to plan capital facilities for 33% more
population and almost 50% more housing units in 20 years. The City has aging infrastructure, land issues,
the City is built out, etc. She asked how that was all addressed so the plan is realistic with regard to the
unfunded mandates. Mr. Williams responded that is a little daunting, 9,000 more people. From Planning &
Development's perspective, there could be discussion regarding how that densification will occur. More
people generate the need for more water and wastewater services. The plans design for the future, but cannot
design for an unlimited number. The WWTP has the capacity to take in 11.8 million gallons/day; it would
be very expensive to do a step function to noticeably increase that. All the modern appliances such as
dishwashers, toilets, faucets, etc. have reduced the amount of water used per capita so the number of people
can grow without a similar increase in the amount of water they use or wastewater they generate. In his
experience, the projections about increased population are often optimistic and the projected growth rate
often doesn't materialize.
Councilmember Dotsch pointed out regardless, the City has to plan for the growth. Mr. Williams agreed
the City plans for growth and also prepares subplans for water and wastewater that adopt a similar growth
rate. With regard to utilities, the population may grow, but the consumption of utilities and the capacity
don't grow as fast. Councilmember Dotsch referred to the enterprise fund revenues, noting the City plans
to borrow from enterprise funds, yet those are the areas that need money to help accommodate growth. She
referred to the City's growth projections, 9,000 units and 13,000 people, pointing out those units all have
toilets, showers, sinks, etc. That growth will impact schools, the hospital, etc. She asked how Edmonds
could realistically fund that capacity along with the environmental and other issues the City faces. Mr.
Williams suggested the 9,000 units will all be paying water and stormwater rates which creates more
revenue. The new housing units will also pay impact fees.
Ms. Hope noted the comprehensive plan and utilities element has discussion about the revenues to help
support it, not only the rates, but utility charges they pay upfront for system improvements that all new
development pays. For transportation,. there are traffic impact fees and for utilities, connection charges for
water and sewer. The other part that may be more surprising to people is the 9,000 is not truly 9,000 because
it is 9,000 from what the City actually had in 2020. As of 2024, some of that has already been realized.
Secondly the last comprehensive plan covered about half that amount anyway. Councilmember Dotsch
commented the City has had single digit growth and is now forecast to grow 33%. Ms. Hope advised the
City has planned for about half that amount previously, approximately 4,500.
Mr. Williams referred to the fairness issue Councilmember Dotsch alluded to, that existing residents
shouldn't have to pay for growth, that is what impact fees address. The new people moving into the new
units have to pay an initiation fee to join the club; impact fees can be seen as buying into the utility system
because existing residents already paid for what is here now so if changes have to be made to accommodate
growth, they are essentially writing a check when they come to town to be a member of the club.
Councilmember Eck expressed appreciation for the inclusion of placemaking and the 12 urban quality
criteria developed by the Yale Institute. In her view that is what keeps the City charming, attractive and
thriving so everyone is a culturally and socially healthy symbiosis and is what sets Edmonds apart. Although
that is optional, she supported retain it.
ADJOURNMENT
With no further business, the Council meeting was adjourned at 9:37 pm.
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8.5
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Special PPW Meeting Minutes October 18, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-18 Council Special PPW Minutes
Packet Pg. 95
8.5.a
PARKS & PUBLIC WORKS COMMITTEE SPECIAL MEETING
October 18, 2024
Elected Officials Present Staff Present
Councilmember Susan Paine (Chair) Phil Williams, Acting Public Works Director
Councilmember Michelle Dotsch Sharon Cates, City Attorney's Office
Council President Olson (ex-officio) Scott Passey, City Clerk
CALL TO ORDER
The Edmonds City Council PPW Committee meeting was called to order virtually and in the City
Council Conference Room, 121 — 5th Avenue North, Edmonds, at 10:30 am by Councilmember Paine
2. COMMITTEE BUSINESS
1. 6-Month O&M Contract with Ecoremedy, LLC
Mr. Willilams explained the O&M contract with Ecoremedy, missing from Tuesday's PPW Committee
meeting, is attached to today's agenda packet. He provided background on the design -build contract
with the Department of Enterprise Services (DES) where DES contracts with qualified Energy Service
Companies (ESCO) and the City selects the contractor, in this case Ameresco. A technology vendor,
Ecoremedy, was also selected to provide an integrated gasifier system to process biosolids. The project
was intended to replace an aging, failing incinerator and convert to a more environmentally and energy
friendly system. In April 2024, Ecoremedy/Ameresco demobilized from the project due to several
contractual disputes and after meetings with the City and DES in September, Ecoremedy remobilized
to install upgrades and do maintenance in preparation for re -starting the system the week of October
21.
Mr. Williams continued, once substantial completion is reached in accordance with procedures in the
design -build contract, Ecoremedy would provide extended O&M assistance with the new system for six
months under the attached contract. They will also provide extended training of staff over this period of
time to include emergency operations, shutdown and restart, testing the system during winter months
when the plant is subject to large swings in flow and lower temperatures, etc. The cost is
$149,000/month for a total of $894,000 for six months.
Questions and discussion followed regarding Ecoremedy's deliverables, who would be responsible if
hauling costs are necessary under the O&M contract, commissioning the system, transferring operation
to the O&M contract between the City and Ecoremedy upon substantial completion, issues to be
resolved on the design -build contract, cost to haul biosolids under the design -build contract, whether
training was anticipated in the original contract, whether additional operators will be necessary, cost for
Ecoremedy staff to live in Edmonds for six months and provide training, costs sharing with WWTP
partners, why the O&M contract was categorized in the budget as a capital cost, future nutrient removal
project, and surprise the commissioning run time is only 120 hours,
Committee recommendation: Full council
3. ADJOURNMENT
The meeting was adjourned at 11:02 am.
Packet Pg. 96
8.6
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Council Meeting Minutes October 22, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-22 Council Minutes
Packet Pg. 97
8.6.a
EDMONDS CITY COUNCIL MEETING
DRAFT MINUTES
October 22, 2024
ELECTED OFFICIALS PRESENT
Mike Rosen, Mayor
Vivian Olson, Council President
Chris Eck, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Michelle Dotsch, Councilmember
Susan Paine, Councilmember
Jenna Nand, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Neil Weiss, Municipal Court Judge
Uneek Mayor, Court Administrator
Phil Williams, Acting Public Works Director
Shane Hope, Acting Planning & Dev. Dir.
Angie Feser, Parks, Rec., & Human Serv. Dir.
Shannon Burley, Deputy Parks, Rec., & Human
Serv. Dir.
Brian Tuley, Information Services Manager
Rob English, City Engineer
Brett Gehrke, Water/Sewer Manager
Thom Sullivan, Facilities Manager
Carl Rugg, Fleet Manager
Ross Hahn, WWTP Manager
Mike Clugston, Acting Planning Mgr.
Leif Bjorback, Building Official
Royce Napolitino, Public Works Exec. Asst.
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
The Edmonds City Council meeting was called to order at 6:59 pm by Mayor Rosen in the Council
Chambers, 250 5th Avenue North, Edmonds, and virtually. The meeting was opened with the flag salute.
2. LAND ACKNOWLEDGEMENT
Councilmember Tibbott read the City Council Land Acknowledge Statement: "We acknowledge the
original inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes,
who since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their
sovereignty, their right to self-determination, and we honor their sacred spiritual connection with the land
and water."
3. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present.
4. PRESENTATIONS
PROCLAMATION RECOGNIZING HERMONA GIRMAY
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Mayor Rosen read a proclamation stating Hermona Girmay is recognized and congratulated for being
crowned Miss Washington 2024, is supported in her activism for girls' equality in education and is
expressed best wishes as she represents the City of Edmonds and the State of Washington in the 2025 Miss
America Pageant.
Ms. Girmay thanked the mayor and council for this honor. She was proud to have been born and raised in
Edmonds and was honored to be Miss Washington 2024 and the state's representative in the 103 year
history of Miss America. Miss America is a special opportunity for many young women across the United
States; an opportunity all about scholarships, service, style, success and sisterhood. She was honored to be
representing Washington throughout the year and remembering the incredible community behind her and
supporting her.
2. MAYOR'S FINANCE UPDATE
Mayor Rosen relayed he is recommending for council approval furloughs of all non -represented staff. As
the mayor cannot furlough himself, he plans to donate back 12 days of his salary. To the question of what
is the impact of furloughs, the response is less; there will be fewer dollars, fewer people, fewer things that
can be done.
In response to Councilmember Chen's request in a committee meeting, he provided an update regarding
the financial software conversion. The schedule is the same as presented in the past; the vendor is in the
process of selecting their team. In January there will be a kickoff meeting with the City's team. The
conversion process includes three phases, 1) accounting, 2) payroll, and 3) utility billing. Each phase starts
when the previous phase is 80% complete. Each phase will take 8-12 months to complete so the entire
project will take 28-36 months. Each phase is broken into six project areas. He summarized everything is
progressing the way it should, but it will be a long haul and as he has experienced in other organizations, it
is never fun.
5. APPROVAL OF AGENDA
COUNCILMEMBER ECK MOVED, SECONDED BY COUNCILMEMBER TIBBOTT, TO
APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED UNANIMOUSLY.
6. AUDIENCE COMMENTS
There were no audience comments.
7. RECEIVED FOR FILING
1. CLAIM FOR DAMAGES FOR FILING
2. WRITTEN PUBLIC COMMENTS
3. COUNCIL AND MAYOR YOUTH COMMISSION APPOINTMENT
4. SEPTEMBER QUARTERLY FINANCIAL REPORT
5. BUDGET QUERIES - COUNCIL BUDGET QUESTIONS AND ADMINISTRATION
STAFF RESPONSES
6. CIP/CFP 2025-2030 QUERIES
8. APPROVAL OF CONSENT AGENDA ITEMS
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER PAINE, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
APPROVAL OF COUNCIL MEETING MINUTES OCTOBER 1, 2024
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2. FLOCK CAMERA PRESENTATION
3. APPROVAL OF PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND WIRE
PAYMENTS
4. 2025 BOARD AND COMMISSION REAPPOINTMENTS
5. 2024 BOARD AND COMMISSION RETIREMENTS
6. RESOLUTION DECLARING AS SURPLUS SANITARY SEWER EASEMENT LOCATED
ON THE SOUTH SIDE OF 21200 72ND AVE W
7. APPROVE AMENDMENT FOR ON -CALL STORMWATER REVIEW SERVICES
8. APPROVE SUPPLEMENTAL LAG AGREEMENT WITH KPG PSOMAS FOR THE
MAIN ST OVERLAY PROJECT
9. FLEET BUILDING EMERGENCY ROOF REPAIR
10. PUBLIC WORKS OPERATIONS AUTOMATED GATE
it. COMPREHENSIVE UPDATE TO CONTRACTING AND PURCHASING POLICIES AND
PROCEDURES
12. BUILDING CONTROLS - PUBLIC SAFETY CONTROLS UPDATE
13. BUILDING CONTROLS - GLOBAL CONTROL DEVICE REPLACEMENT
14. ELEVATOR SERVICE CONTRACT - REQUEST FOR PROPOSAL CONSULTANT
15. JOB ORDER CONTRACTING - FRANCES ANDERSON CENTER EXTERIOR DOORS
16. APPROVAL OF CLAIM CHECKS AND WIRE PAYMENT
17. TEAMSTERS, LOCAL UNION NO. 763 1 2022-2024 COLLECTIVE BARGAINING
AGREEMENT (EXTENSION) JANUARY 1, 2025 THROUGH JUNE 30, 2026
18. MOU TEAMSTERS LOCAL 763 WELLNESS DAY
19. EPOA - LAW SUPPORT 2023-2024 1 COLLECTIVE BARGAINING AGREEMENT
(EXTENSION) JANUARY 1, 2025 THROUGH JUNE 30, 2026
9. PUBLIC HEARINGS
PRESENTATION AND PUBLIC HEARING ON PROPERTY TAXES
Acting Finance Director Kim Dunscombe advised the budget queries from last week are available online
for review. The second public hearing, on the preliminary budget, will be on October 29 and will be a Q&A
session with Mayor Rosen and herself. Capital decision packages have been posted on the City's website.
A list of decision packages start on page 46 of the proposed budget and include a corresponding page
number in the far right column where that decision package can be found on the linked file on the website.
Ms. Dunscombe explained property taxes are an important issue that effect everyone. As will be seen later
in the presentation and as she and Mayor Rosen have said, property taxes are a key source of revenue for
the City and fund essential services. The purpose of this public hearing is to provide transparency in how
the levy amount and rate are set and to give voice to the public in the process. The City has done biennium
budgets in the past, but even with a biennium budget, taxes are levied one year at a time; this presentation
and the ordinances are for 2025 only. Even though the council passed Resolution 1559 expressing intent to
collect the legal maximum amount in 2026, that resolution does not actually levy taxes in 2026. She
reviewed:
• Why are we having this presentation tonight?
o RCW 84.55.120 states that we must "hold a public hearing on revenue sources for the district's
following year's current expense budget." (General Fund)
• What is the purpose?
o In our case, Property Taxes make up about 30% of GF budget, excluding transfers. One
significant purpose of this presentation is to give you context when you decide whether to
increase our property tax levies by 1%.
• Property Taxes make up about $15.9 million, or 30% of the General Fund budget (Budget Book
page 36)
Edmonds City Council Draft Minutes
October 22, 2024
Page 3
Packet Pg. 100
8.6.a
Fines and Penalties,
5.97%
Charges for Services,
16.10%
Intergovernmental,
2.13%
Licenses & Permits,
3.49%
Business and Occupation
Taxes, 13.68%
Excise Taxes, 0.67a,
INVr
\ Transfers In, 1.00%
\ 1
o Regular levy in 2025 will be for approximately $11.3M. Under state law, the City can only
increase that by 1% annually or about $113,000.
o When comparing this limited growth to the $23M projected in salaries alone, it becomes clear
how challenging it is for the City to maintain long-term financial stability. The gap between
revenue growth and expenditure needs puts the City in a difficult position, something that must
be carefully considered in future planning.
How do we compare to other cities in Snohomish County?
o Edmonds is $7.0464
o Typical 2024 Levy Rate for Cities in Snohomish County:
510.0" _
$9.0000
Sa.uxn
$7.0000
56.001l
55.0000
$4.0LM
$3.0000
$2.0000
$1.0000
$-
c`' �w�c°?°°a
0
O s, �°Jc aw a� Jcco S Asa tS ave 5�
• Property Taxes that go to the City of Edmonds make up only 14.5% of the Property Tax bill paid
by the typical Edmonds homeowner (.1.45 cents of every property tax dollar)
�- M=
R.,—ITrsnin
Auiho�Ry -2%
Edmonds City Council Draft Minutes
October 22, 2024
Page 4
Packet Pg. 101
8.6.a
• Property Tax Decision for tonight: Does Council wish to increase the Regular Property Tax Levy
and/or the EMS Levy by 1% over 2024 Levy? (Amounts provided by the Snohomish County
Assessor's Office
o 2025 Levy Calculation
Regular Property Tax Regular Property Tax with
with 0% 1%
Highlest lawful levy last year (From Snohomish County Letter) $ 11,347,492 $ 11,347,482
Add 1% of Highest Lawful Levy - 113,475
Add New Construction (From Snohomish County Letter) 49,742 49,742
Add Banked Capacity - -
Refunds and Other Assessor Adjustments 79,122 79,122
ESTIMATED Levy for 2025
s 11,476,346 S 11,589,821
EMS Property Tax EMS Property Tax with
with 0% 1%
Highlest lawful levy last year (From Snohomish County Letter) $ 4,337,529 S 4,337,529
Add 1% 43,376
Add New Construction 19,016 19,016
Refunds and Other Assessor Adjustments 30,899 30,899
ESTIMATED Levy for 2025
$ 4,387,443 S 4,430,819
■ City revenue with no increase = $15,863,789
■ City revenue with 1% increase = $16,020,640
■ Total increase inc. 1% = $156,851
■ Amount included in 2025 Proposed Budget = $15,936,000
Senior Citizen / Disabled Persons Exemption 2025 Tax
(source: County Assessor website Senior Citizens and People with Disabilities I Snohomish
County, WA - Official Website snohomishcountywa.gov))
STATS
INCOME LEVEIR
MOUNT OF REDUCTION
Level 1
$0 TO $54,000
Exempt from excess levies (ie: local school levies) and
Part 2 of the state school levy imposed under RCW
84.52.065(2), plus a reduction of assessed value of
60% or $60,000, whichever is greater.
Level 2
$54,001 TO
Exempt from excess levies and Part 2 of the state
$64,000
school levy imposed under RCW 84.52.065(2), plus a
reduction of assessed value of 35% or $50,000,
whichever is greater, not to exceed $70,000.
Level 3
$64,001 TO
Exempt from excess levies and Part 2 of the state
$75,000
school levy imposed under RCW 84.52.065(2).
o Help to apply for this program is available
■ Each business day at the Snohomish County Assessor's office in Everett
■ At a monthly Volunteer Workshop at the Edmonds Waterfront Center (schedule in
Edmonds Waterfront Center newsletter)
Next Steps
o Next on the agenda is a Public Hearing on Property Taxes:
1. Open Public Hearing
2. Accept comments
3. Close Public Hearing
o After the Public Hearing, Council needs to discuss the alternatives and decide on 0% or 1%
increase on both the Regular and EMS levies. Then we will prepare an Ordinance reflecting
the decision arrived at tonight and place it on the next available Consent Agenda.
Edmonds City Council Draft Minutes
October 22, 2024
Page 5
Packet Pg. 102
8.6.a
o Action Needed:
■ Motion to approve a 0% or 1% increase to the Regular Levy, and we also need a second
motion to approve a 0% or 1% increase to the EMS Levy
Mayor Rosen opened the public hearing. There was no public comment and Mayor Rosen closed the public
hearing.
COUNCILMEMBER CHEN MOVED, SECONDED BY COUNCILMEMBER PAINE, TO
APPROVE A 1% INCREASE TO THE REGULAR LEVY FOR 2025.
Councilmember Chen relayed due to the its financial situation, the City is planning to borrow $7.5M from
the utility fund in 2025 and $5M in 2026. This increase in the property tax levy is needed for the City to
function.
Council President Olson commented when the council is approving an ordinance the night of a public
hearing, the ordinance is usually included in the packet. As the ordinance is not in the packet, she suggested
having approval of the ordinance on next week's Consent Agenda. Ms. Dunscombe agreed.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER TIBBOTT, TO
AMEND THE MOTION TO BRING THE ORDINANCE BACK ON CONSENT NEXT WEEK.
AMENDMENT CARRIED UNANIMOUSLY.
MOTION CARRIED UNANIMOUSLY.
COUNCILMEMBER CHEN MOVED, SECONDED BY COUNCIL PRESIDENT OLSON, TO
APPROVE A 1% INCREASE TO THE EMS LEVY FOR 2025 AND BRING THE ORDINANCE TO
CONSENT AT THE NEXT COUNCIL METING.
Councilmember Chen said the same reasoning applied to this increase.
MOTION CARRIED UNANIMOUSLY.
2. 2025-2030 CAPITAL FACILITIES PLAN (CFP) AND CAPITAL IMPROVEMENT
PROGRAM (CIP)
Parks, Recreation & Human Services Director Angie Feser introduced City Engineer Rob English and
Deputy Parks, Recreation & Human Services Director Shannon Burley. She explained a full presentation
with project details was provided to council two weeks ago. Tonight's presentation for the public hearing
is a summary of that presentation. Staff also provided the full presentation to the planning board on
September 11 and returned for a public hearing on September 25. The planning board's recommendation,
in the form of a memo, is included in the packet; the planning board's recommendation was to approve the
capital program as presented.
Ms. Feser reminded the projects and costs are not part of the operating budget and not part of discussions
related to the operating budget. Capital projects can be very large numbers and it's easy to confuse them
with the operating budget challenges where there is an effort to reduce expenditures. Funds related to the
capital program are restricted funds meant only for capital projects. Staff is requesting a light touch on the
capital program this year because three major plans will be finished soon but are not yet available to provide
data for the CFP/CIP; those plans include the Transportation Plan, Stormwater and Surface Water Update
and the Comprehensive Plan which includes a facilities element. Those plans contain a lot of updated and
new information about the goals and direction of the capital program but are not available at this time. With
the new biennium budget process, next year will be a lighter year related to the operating budget so there
will be more staff capacity, time and availability to look at capital programs to ensure they align with the
new plans and have a thorough discussion about the capital program. No council decision is requested
Edmonds City Council Draft Minutes
October 22, 2024
Page 6
Packet Pg. 103
8.6.a
tonight. Council adoption is scheduled for November 26 and there are a number of budget deliberations
scheduled between now and adoption. In addition, councilmembers also have an opportunity to ask
questions through the budget query system which weekly addresses capital and operating budget questions.
Mr. English reviewed the Public Works & Utilities 2025-2030 CFP & CIP (Combined CFP & CIP
document)
• Public Works
o Transportation
o Utilities
■ Water
■ Stormwater
■ Sewer
o Facilities
o Wastewater Treatment Plant
• Transportation
o 2025-26 Pavement Preservation Projects
2025 Annual Overlay Program
REET/Utility
$1,719,200
2026 Annual Overlay Program
REST/Utility
$82,600 $773,250
2027 Annual Overlay Program
REET/Utility
$82,600
88th Ave Overlay & Sidewalk Repair
REET/Utility
$1,180,000
Olympic View Dr Overlay
REET/Fed
$484,000 $963,700
Main St. Overlay
REET/Fed/State
$642,020
Water, Storm & Sewer Overlay CI -Out
Utility
$1,500
o 2025-26 Safety & Capacity Projects
Hwy 99 Stage 3 (244th St — 2381h St)
State/Utility
$1,984,200
$1,683,000
Hwy 99 Stage 4 (22411 St — 220th St)
State/Fed/TIF
$825,000
$1,620,000
76th Ave/220th St Intersection Improv,
Fed/TIF/Utility
$198,000
$1,488,500
SR-104 Adaptive System
Fed/REET
$67,740
Traffic Signal Program
REET
$30t280
$30,280
Safety Action Plan
Fed/Gas Tax
$375,000
o 2025-26 Active Transportation Projects & Planning
Transportation Plan Update Gas Tax $35,000
Traffic Calming Program REET $80,650 $80,650
Pedestrian Safety Program REET $20,180 $20,180
8411 Ave Walkway (238th St-234th St) REET $100,000
Citywide Bikelane/Elm Way Walkway REET $15,000
• Utilities
o 2025-26 Water Utility
Edmonds City Council Draft Minutes
October 22, 2024
Page 7
Packet Pg. 104
8.6.a
9
2024 Water Replacement
Utility
$15 000
2025 Water Replacement
Utility
$3,533,000
2026 Water Replacement
Utility
$547,000
$3,289,000
2027 Water Replacement
Utility
$569,000
Yost & Seaview Reservoirs
Utility
$4,760,000
$3,850,000
2027 Water Comprehensive Plan Update
Utility
$150,000
2025-26 Stormwater Utility
2024 Storm Replacement
Utility
$10,000
2025 Storm Replacement
utility
$1,597,000
2026 Storm Replacement
Utility
$249,000
$981,000
2027 Storm Replacement
utility
$351,000
Storm & Surface Water Comp Plan
utility
$213,000
Lake Ballinger Property
Utility
$256,000
$5,000
Lower Restoration
utility
$350,000
$1,520,000
Flow Management Projects
Utility
$104,000
$108,000
Basin Analysis Update
Utility
$461,767
Planning Study Grant/Utility 589,000
Water Quality Phases 1 & 2 Grant/Utility $708,636
o 2025-26 Sewer
2024 Sewer Replacement Utility $10,000
2025 Sewer Replacement Utility $2,302,000
2026 Sewer Replacement Utility $378,000 $2,126,000
2027 Sewer Replacement Utility $393,000
2027 Sewer Comprehensive Plan Update Utility $150,000
o 2025-26 Wastewater Treatment Plant
WWTP Annual Capital Replacements
Nutrient Removal Project
VFD Upgrades
NPW Pumping System Improvements
Screw Press Feed System Rehab
600 Bldg Air Quality Evaluation
Blower 303 Rehab
ODS(Primary Sludge)Pump Replace
600 Bldg Electrical System Rehab
600 Bldg Air Quality Rehab/Upgrade
Secondary Clarifier 2 Rehab
Facilities
Utility/WWTP Partners
$100,000
Utility/WWTP Partners
$100,000
Utility/WWTP Partners
$250,000
Utility/WWTP Partners
$75,000
Utility/WWTP Partners
$150,000
Utility/WWTP Partners
$50,000
Utility/WWTP Partners
$35,000
Utility/WWTP Partners
Utility/WWTP Partners
Utility/WWTP Partners
Utility/WWTP Partners
$650,000
$250,000
$350,000
$250,000
$250,000
$450,000
Edmonds City Council Draft Minutes
October 22, 2024
Page 8
Packet Pg. 105
8.6.a
o Boys & Girls Club
o Cemetery Building
o City Hall
o Fishing Pier
o Frances Anderson Center
o Fire Station 16
o Fire Station 17
o Fire Station 20
o Historic Log Cabin
o Historic Museum
o Library
o Meadowdale Club House
o Old Public Works
o Parks Maintenance Bldg
o Public Safety
o Public Works O&M
o Wade James Theater
o Yost Pool House
o Police
• Facilities - Project Addition
o PWF-25 Police Station
o Description: Feasibility study to relocate the existing police statement or create a new
substation. Design, location and funding TBD
o Estimated project cost: TBD
o Design: $100,000 in 2029 (funding unsecured)
Ms. Feser reviewed:
• Parks 2025-2030 CIP/CFP — Projects
W
Projisctf
Project Shea Description
2025
21M
28Z7
20711
20211
2®B
6-Year Toast
shell creek Restoration Phase 2
R19
Project to .Ode Improved envsronmemal health and erm.on —11o1.1 Shell
$ 3BO,.
$ -
$ - $ -
$ -
$ -
$ 3RD.000
Creek in Yost Park, may Include trail, bridge and boardwalk repair or relocation.
Lake BalBnger Park Mmlmlake Terrace ILA •CARRYFORWARD•
D19
Funding to support City of Mountlake Terrace Ballinger Park Phase III
$ 2o0,00D
S -
S -
S -
S -
$ -
$ 200.0oo
Development Payment due upon completion of project
Oolumbarium Expansion - Phase 11
DB
Expansion of the c-ent columbanum. Funding provided through the Cemetery
$ 175,000
$ -
$ -
$ -
5 -
S -
$ 175=
Trust Fund 137.
Mee Properly
R
D13
Master plan and future development providing expansion of the Mathay Ballinger
neighborhood park. Property purchased In 2025.
$ Bo,000
$ -
5 MAN
$ -
$ -
S -
$ 330,000
Johnson Property
R
Master plan for future use and expansion of Yost Park. Site deMopinent not
S -
$ 100,000
$ -
$ -
$ -
$ -
$ 100,000
PS
included in estimate. Demolition, debris removal and site security competed in
2023.
PD22
Parks al Facilities MakRenance, arid OperMlonF Building
III
Rrpare and/nr ren—le Parka R Farilitie, Maintenance Shop located in City Park
Preliminary design in 2026.
$ -
$ 250,000
$ 975,5W
$ a,700,000
5 -
$
$ 5,825,500
Mash Boa th"alt RegaCernerlt
D21
Re —turn and replacement of northwest Edmonds Marsh boardwalk to mtlude
75,OOD
$ 750,000
$ -
S -
S -
$ 825A00
R2o
ADA upgrades.
Ypst Pod Upgrades a Renovation
III
Repairs and renovations of So. year old pool as needed to include a compete
$ -
$ -
$ 350,000
S
$ -
$ -
$ 350,000
replaster of me of.
Woodaray Campus Athletic Conlplea - Phase I - Lighting
R
D2o
In cooperation with the Edmonds School District, compete a community park aM
S _
S
1,So000
athletic complex a Former W oodway Nigh School to include lighting and future
,0
construRian of two additional fields.
Edmonds City Council Draft Minutes
October 22, 2024
Page 9
Packet Pg. 106
Costs inflated at 3% per year
DEP
Project.
Project Site A Description
211111115
]R
2Q2
211111111111
211119
76B
it►tlrTadl
Sierra Park
RE
Refit acemenI of a 25- year old playground and related improvements to included
$ -
$ -
$ 50,000
$ 350,000
$ -
$ -
$ 40Q000
ADA compliance.
D10
Pine street Park
Dill
Park enhancements to include the addition of a small shelter with picnic tables,
$
$ $ -
$ 100,000
$ 60,000
S 200,00D
$ 360ADO
D12
canopy shade trees and a payed connecting pathway.
Maplewood Hill Park
R12
Replacement of a nearly 40 year old playground for improved play experience and
5 -
S - 5 -
5 50.000
5 350,000
5 -
5 400=1
ADA compliance.
Neighborhood Park SR99
X
U1S
Master plan and development of a new neighborhood park In --be-, Edmonds
$ -
$ 807XI0
S 850,000
$ 930—
(funding is in Parkland Acquisition program for purchase).
D16
rk
D17
11EI.Streestili
Park enhancements to include the addmon of a nature playground, small shelter
$ -
S -
S -
$ -
$ 105,000
$ 385,OD0
$ 490,D00
R34
with pane ubles, habitat restoration and possible addnlon of a dog park.
Neighborhood Park SE 2
X
Mader plan and dmn,lopmenl cal a new neighborhood park in Southeast
82AM
$ 82,000
D18
Edmonds (funding is in Parkland Acquisition program for purchase).
Pool Replacement
X
R35
Replacement of the existing Yost pool due to end of life cycle Design, location,
$ -
$ - $
$ -
$ -
$ 24.000,0D0
$ 24,000,000
and funding T9D and consideration of possible partnerships.
Edmonds Marsh Estuary Restoration (Willow creek Daykghting)
Master Plan development and implementation of the Edmonds Marsh to daylight
P4
the waterway connection of Puget Sound to the Edmonds Marsh and two fresh
X
D9
water creeks pmvidmi, restoration of fresh water/salt water estuary and natural
TRD
TRD T0�
T ..-;
'1D TBD $ -
DI
tidal exchange. (AIL expenses are TBD per Council direction in December 20221,
vroperty acqu,ntlon identified in Parkland Acquismon program.
SUBTOTALPARRSCIP/CFP
PROJECTS
1 $ 835000
$ 425000 $ 37755o0
$ 5200000
$ 595000 $ 25517000 $ 3634]500
• rarxs /_uzD-zwu uiriutr — rrograms r not site specinc)
Project#
PARKS CIP PROGRAMS
2025
2026
2027
2028
2029
2030
6-YearTotal
Citywide Park improvements / capital Replacement Program
R17
Ongoing program of funding allocation for regular, major and deterred
$ 450,000
$ I50,0o0
$ 450,ODD
$ 450,000
S 450,000
$ 450,000
$ 2,70D,00D
maintenance, repair and replacement of parks amenities, structures and
equipment.
ADA Improvements & Replacement
R16
Ongoing replacement or improvements to meet ADA standards within park
$ -
$ 200AM
$ 3011,0W
S
$
$
$ S00,0111D
system. (Example is of the Seaview Park restroom replacement and
improvements to pathway).
Service and Interfurd Transfers
JDebt
Debt service on Civic Park $1.61M bond (20211, Manna Beach Acquisition and $ 412,518
$ 416,188
$ 41%438
$ 416,350
$ 407,912
$ 414,225
$ 2,477,630
Inlerfund transfers to Engineering for Capital Project Support.
@) SURTOTAL
- PARKS ap PROGRAMS IS 86ZSU
$ L066,11113
S 1.115,111,4311
S 8111
$ 857,912
S SK225
S 5,677,630
• Parks 2025-2030 CIP/CFP — Parkland Acquisition
Project a
PARKLAND ACQUt5R1oN
2025
2026
2027
2028
A3
Neighborhood Park SR99
$ -
$ -
S -
$ 900,000
Acquisition of parkland near SR 99 to fill park system gaps.
Neighborhood Park SE 2
A4
Acquisition of parkland In South Edmonds to fill park system gaps.
5 -
5 -
S -
S -
Edmonds Marsh Estuary Restoration (Willow Creek Daylighting)
Al
Acquisition of the Unocal property in support of greater Edmonds Marsh
TBD
TBD
TBD
TBD
restoration project.
C SUBTOTAL-
PARKLAND ACQUISITION
Is
S
S
$ 900,000
• Changes to CIP/CFP
N
d
C_
G
C
O
U
N
N
O
r
4
N
Co
N
r-�
C
E
t
Cr1
lC
rr
a
Edmonds City Council Draft Minutes
October 22, 2024
Page 10
Packet Pg. 107
8.6.a
PROJECTS REMOVED
Type
PROJECT NAME
UP
DESCRPf10N
Parks
Interurban Trail Extension
Itc—rd due to lack of available funding.
Parks
M.,Ih.y Rallin m Park
Najcornplrtion scheduled for 2024,
Parks
Neighborhood Park SE J
Mee Property Purchased in 2024. Master Plan listed above as new item.
Parks
Olympic Beach Park Rest—
Interior renovation completed.
Parks
Parkland Ac uisibon Support
Removed, will be requested if/when potential ac ursition is idenbfred.
Parks
54na e & Wa mdin
Prowt complebun scheduled for 2024.
Parks
Waterfront Walkway Imissn link)
Removeddue to lack of available fundrn and other capital priorities.
Parks
Von Park Ma ound Ion rovernems
Pro ea ez se, tleemed replacement as not feasible at this time.
REVISED
Type
PRDJECT NAME
UP
CHANGE
Parks
Elm Surrt Park lmprnvemmts
Moved to 2029-30 vs. 2028-29.
Parks
loWwn Proprrt M.nt Plan
X
Exprnditurr estimate updated to reflect more current pricing.
Parks
lake RAM er Park Mountlake Terrace IAA
IIA turnl led in 2011; a merit due upon construction completion estimated for 2025, car orward.
Parks
Ma ewondMlll Parklm rovemenls
Moved to 2029-29 vs. 2027.
Parks
N hhorhood ParE 2
k SSR
X
Ac uisbon vs. moved to 2029 2026 and Master Plan moved to 2030 vs. 2027.
Parks
N hbochood park 99
X
Ac uisbon moved to 2028 vs. 2025 and Master Plan/Construction moved to 2029-30 vs. 202627.
Parks
1parks & Facilibes Maintenance Buddin
X
Corlstrucbon shifted ro 2028 vs. 2027; elimina des n funded via BEET Fund 125.
Parks
Pine Street Park Improvements
Moved to 2028, 29 & 30 vs, 2025.26.
Parks
Pool Replacement
X
Moved to 2030 vs. 2029,
Parks
Seaview Park Restroom Replacement
Moved into ADA Improvements & Replacement Program 2026-2027 vs. 2028,
Parks
Serra Park Imprnvemrnls
Moved to 2027 28 vs. 2026.
Parks
Woodway Campus Athletic Complex Phase t
X
Moved to 2027 vs. 2025 duet required ESD partnership development and coordnation.
Parks
Vost Pod u rades & Rer Lion
Moved to 2027 vs. 2025.
Parks
Vosl Pool Replacement
X
Replacement of exist) I- Roved to 2030 vs. 2029.
Mayor Rosen opened the public hearing.
Joe Scordino, Edmonds, suggested moving employees who will be furloughed and/or positions that will
be eliminated to capital projects to keep some of the City's great employees employed rather than hiring
contractors and to move eligible costs in the General Fund to capital programs.
With no further comment, Mayor Rosen closed the public hearing.
Councilmember Nand referred to Project R16, ADA Improvement & Replacement, recalling a visually
impaired individual did an audit of one of the City's interpretive trails. She asked if that was something the
DEIA Commission could take up in conjunction with this $500,000 program if they chose to add that to
their work plan. Ms. Feser answered staff would be glad to work with the DEIA Commission on any of the
accessibility or equity projects within City parks. Councilmember Nand asked if having the DEIA
Commission do the audit could potentially result in an in-house savings versus having a contractor do the
audit. Ms. Feser answered it would depend on the project and the skills necessary to complete the work.
Councilmember Dotsch referred to the Transportation Plan, noting the only LOS F mentioned in the DEIS
was going north on Highway 99, but the packet includes six intersections with LOS F. Mr. English said
possibly that could be addressed when the comprehensive plan comes to the council in a couple weeks. The
intersection of 228' and one other on Highway 99 are LOS F and a stop -controlled intersection on SR-104
& 238' also fails in the future based on modeling associated with the comprehensive plan and anticipated
growth. Depending on which growth option the council chooses could change that slightly, but he did not
anticipate big changes whether the council chooses Option A, B or a hybrid.
Councilmember Dotsch commented on the challenging ways that some roads come together and limited
ingress/egress out of Edmonds. She wanted to ensure good information coordination where growth is
planned related to major intersections, projects and ROW purchases, projects that are influenced by density.
Mr. English answered the Transportation Plan is being coordinated with the Comprehensive Plan so
whatever growth option is selected will go into the transportation model and whatever trips generated based
on that growth will be modeled and the intersections evaluated based on that information. Councilmember
Dotsch commented some are LOS F now. Mr. English answered some will remain LOS F and a project will
need to be identified.
Edmonds City Council Draft Minutes
October 22, 2024
Page 11
Packet Pg. 108
8.6.a
10. EXECUTIVE SESSION: PENDING OR POTENTIAL LITIGATION. RCW 42.30.11
Following a 5 minute break, the council convened in executive session at 8:00 pm to discuss pending or
potential litigation per RCW 42.30.110(1)(i) for a period of 20 minutes.
Meeting Extension
At 8:19 pm, Mayor Rosen announced the executive session would be extended to 8:30 pm.
At 8:29 pm, Mayor Rosen announced the executive session would be extended to 8:35 pm.
11. RECONVENE IN OPEN SESSION
The meeting reconvened at 8:34 pm.
12. COUNCIL BUSINESS
1. 2025-2026 BUDGET PRESENTATIONS: PUBLIC WORKS, INFORMATION TECH,
COURT, AND PLANNING AND DEVELOPMENT
Mayor Rosen requested the order of presentations be changed so that Public Works is last since it is the
longest and that would allow other staff to leave the meeting earlier. Council agreed.
Information Services
Information Services Manager Brian Tuley reviewed:
• Role of Information Services
o Information Services ensures City digital assets are:
■ Available
■ Reliable
■ Verifiable
o Digital Assets comprise:
■ Hardware
■ Software
■ Data
o We achieve this through:
■ Direct and indirect support
- Help desk
■ Security investments
- Anti -virus / anti-malware
- Firewalls
- Policies & procedures
- Patching
■ Scheduled hardware replacements
■ Research, industry trends, standards
■ System evaluations, replacements and upgrades
2025 Budget Highlights
o Changes from previous year
■ $68,222 increased costs in existing software (price increases)
■ $356,464 accounting system replacement
■ $97,000 reduction in allocation for computer equipment
- Reducing the number of workstations
- Increasing life cycle period of computers
Budget Cut Impacts
Edmonds City Council Draft Minutes
October 22, 2024
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Packet Pg. 109
o Eliminating Microsoft Outlook licenses for boards and commissions (saves about $17,000)
■ Requires the build and maintenance of an additional internal email server. There is no cost,
as we are currently licensed for this.
■ IT staff will need to create contact cards within the City outlook system providing contact
information for the external members.
o Extending Hardware life cycle
■ May increase hardware failure rates requiring increased support and management from IT.
■ IT will need to monitor stations and failure rates closer to ensure acceptable up times and
performance.
o Eliminating camera operator
■ Selecting pre-programmed camera positions will be operated by the City Clerk during
council meetings.
o Increasing workloads
■ Cost increases are pushing the evaluation of "open source" solitons which require longer
R&D / compatibility testing, extended rollouts, and often add labor. We are more actively
evaluating the city software portfolio
Closing Thoughts - Technology Industry Trends
o Era of extreme greed by technology companies (greed: price increases greatly exceeding
inflation)
■ Edmonds Examples:
- 2020 Microsoft licensing spend $67K, 2024 Microsoft cost $169K (152% increase)
- 2020 Adobe spend $4K, 2024 Adobe cost $21K (675% increase)
- 2020 backup appliance maintenance $2800, 2024 cost $10.5K (275% increase)
- 2020 911 database cost $1200, 2024 cost $6000 (400% increase)
- 2020 helpdesk software $9K, 2024 cost $18AK (106% increase)
- Comparison: food costs up 25% since 2020 *
* Food cost increase Yahoo! Finance May 5th, 2024
https:Hfinance.yahoo. com/news/much-grocery-prices-increased-since-
140029491.html .
■ Reasons:
- Corporate acquisitions
- Forced cloud migrations
- Licensing changes from perpetual to subscription models
o These trends are accelerating
Mayor Rosen advised one round of council questions with a limit of three minutes for both the question
and answer will follow.
Councilmember Chen thanked Mr. Tuley for working creative to find savings. He asked if some of the cost
saving methods could be instituted now instead of waiting until 2025. Mr. Tuley answered they are part of
the budget request in 2025; it would be difficulty to make changes this year as the software licenses were
already paid in 2024. Much of the cash outlay for the Information Services budget occurs in the beginning
of the year because many of the licenses are due in January.
Councilmember Tibbott commented most of the numbers Mr. Tuley presented were a 500% increase from
2020. He asked whether those 100%/year increases would continue. Mr. Tuley answered unfortunately it
is up to each company. As companies realize they can be more profitable by changing their business model,
they are adopting those as quickly as they can. The City has a portfolio of around 80 different software
applications, both on premise and in the cloud; the biggest are Microsoft, the accounting system, Adobe
and others. As vendors figure out ways to increase pricing, they are doing it.
Councilmember Tibbott asked whether Microsoft had an all in one suite which would allow the City to
eliminate something like Adobe. Mr. Tuley answered Microsoft does not have a competitor product to
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October 22, 2024
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8.6.a
Adobe; Microsoft 365 platform has three levels, the City is in the mid -level, the higher level is significantly
more expensive, but adds a telephony piece which the City does not need at this point. It will be worth
evaluating whether it makes sense to move to that more expensive level and eliminate all internal equipment
for telephony and not have to pay for that. As that equipment ages, staff will run the numbers.
Council President Olson asked if there was any way the City or at least some staff could get by without
Adobe. She acknowledged receiving attachments that could not be opened without Adobe, noting the City
could not control what people send. Mr. Tuley responded there are some processes that name Adobe as a
requirement. For example in the Police Department, the application that creates their case reporting ties
directly to Adobe and expects the computer to have Adobe installed. Adobe Pro also has built in tools like
digital document signage. If the City got rid of that, more would need to be spent on licenses to be able to
sign documents. Council President Olson commented to the extent the Police Department needs Adobe, but
maybe others do not may warrant some investigation due to the very high price tag.
Councilmember Dotsch referred to the computer equipment reduction of $97,000 and thanked him for
looking for opportunities. Mr. Tuley responded Information Services is evaluating licensing and what is
needed. For example, in the past an extra license would be maintained so it would be available when
someone was hired, that is no longer being done.
Councilmember Paine referred to security investments and hoped that was a top priority as no city wants
to be held hostage by nefarious people seeking information. She asked for assurance the City was using the
highest level of security for web activity. Mr. Tuley answered there are no any planned budget cuts in the
security environment. There may be some unfunded mandated expenditures next year; when staff has a
better understanding of what that entails, they will bring it to council. Councilmember Paine asked if there
were grant opportunities, particularly for security. Mr. Tuley answered there may be, grants opportunities
have to be watched closely to see what they are targeting. There have been grants in past and he expected
there would be opportunities in the future.
Councilmember Nand commented it is hard to hear that a staff member is proposed to be eliminated. She
appreciated Mr. Tuley highlighting the predatory pricing trends and antitrust issues in the tech industry.
She sent a Hail Mary to Congress to pull some of the big tech companies into a congressional hearing to
make them justify their increases, noting it is the taxpayers and City staff who end up suffering.
Municipal Court
Judge Neil Weiss thanked Mayor Rosen and Acting Finance Director Kim Dunscombe for their work on
the budget, recognizing it was a monumental task. It's easy to look at the budget and just see numbers on
paper, but often it is people's livelihoods and incredibly important City programs. He reviewed:
• The Role of Municipal Court and the Importance of Courts
o Why are courts important?
■ Uphold Due Process
■ Protect the Rule of Law
■ Foster Trust in Government
■ Promote Justice
■ Safeguard Constitutional Rights
o Mission Statement: Providing the Community Access to Justice with Respect and Integrity
Top Priorities for Edmonds — Open Ended
Edmonds City Council Draft Minutes
October 22, 2024
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8.6.a
Housing affordability is a top-ofmind concern to residents, as is public safety. Overdevelopment concerns are also cited.
If you could only pick one issue, what do you think should be the top priority for the City
of Edmonds government to address over the next two years?
lope^ -ended yueaoo: vem.nm r Pon:e: code, inm rrtegor1,, bNow)
Budget/Fiscal responsibility
7%
Road/Transportation infrastructure11%
6%
Parking6%
Traffic safety/enforcement6%
Homelessness%
Bike/Pedestrian lanes%
Cost of living/Taxes
Schools/Education
Climate change/Environment E 3%
Parks/Recreation 3%
Maintaining city aesthetic 3%
Other - 11%
Ie 9336 Edmond, [anmunity Survey
o Role of Court in Public Safety
fill Bail and Release Decisions
■ Pre -Trial Monitoring
■ Post -Conviction Probation
■ Support through Community Court
■ Alternative Sentencing
■ Adjudicating Traffic Laws to Enhance Public Safety
■ Collaboration with Law Enforcement and Service Providers
• Court Operations and Budget
o What the court does
■ In -Court
- Criminal
• Pre-trial & Pre-trial Monitoring
• Trials
Post -Conviction & Probation
Community Court
- Infractions
• Hearings - Traffic & Non -Traffic; Parking; and Photo Enforcement
- Civil Hearings
• Potentially Dangerous/Dangerous Dog Hearings
• Vehicle Impound
■ Out -of -Court
- Record Keeping
- Probation
- MRT Programs
- Processing
- Payments
- Phones
- Passports
• % of Expenditures of Municipal Court - General Fund - by department
2.51%
Edmonds City Council Draft Minutes
October 22, 2024
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Packet Pg. 112
8.6.a
• Money Saving Measures
o Grants
■ 2024 State Grants - $107,630.88
o Partnerships
o Plans to Reduce Spending
■ Consolidation of computers
■ Consolidation of interpreter calendars
■ Upcoming Case Management System update (statewide)
Impact of Budget Cuts
o Possible loss of Community Court location
■ Located on Hwy 99 - accessible
■ Location for MRT Class
■ Does not mean loss of Community Court -just location
o No second probation officer
■ Higher workload for probation
- No coverage
- Limits supervision ability
- Limits impact per user
o Lower MRT & DV-MRT Programs from 4 classes to 1
Total Criminal Intake
100 -
$120,000
$100,00
$80,000
$60,000
$40,000
$20,000
2024
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Thru
August
■Total Criminal Intake 5109,03 $107,29 $113,54 $103,48 $125,11 $110,47 $82,508 $50,149 $56,072 $23,907 $20,703
MIM
Court is not a Revenue Generator
o Problems with Legal Financial Obligations (LFOs) in criminal cases:
■ What happens for indigent defendants:
- High interest rate (12%) and collection fees
• Add to financial obligation over time
- Owe money for long time
• Inability to pay "on average, a person who pays $25 per month toward their LFOs
will owe the state more 10 years after conviction"
■ How that impacts individuals:
- Owe high amounts due to interest and fees
- Inequity based on poverty
• "The inability to pay off the LFOs means that courts retain jurisdiction over
impoverished offenders long after they are released... "
- Barriers for stability
• "The court's long-term involvement in defendants' lives inhibits reentry: legal or
background checks will show an active record..."
Source: State v. Blazina, 182 Wash. 2d 827, 837, 344 P.3d 680, 685 (2015)
o Waste of court resources:
Edmonds City Council Draft Minutes
October 22, 2024
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Packet Pg. 113
r
■ "the State cannot collect money from defendants who cannot pay, which obviates one of
the reasons for courts to impose LFOs. See RCW 9.94A.030. For example, for three
quarters of the cases sentenced in the first two months of 2004, less than 20 percent of
LFOs had been paid three years after sentencing."
o Disproportionality:
■ "Significant disparities also exist in the administration of LFOs in Washington. For
example, drug -related offenses, offenses resulting in trial, Latino defendants, and male
defendants all receive disproportionately high LFO penalties. "
■ "Additionally, counties with smaller populations, higher violent crime rates, and smaller
proportions of their budget spent on law and justice assess higher LFO penalties than other
Washington counties"
Source: State v. Blazina, 182 Wash. 2d 827, 837, 344 P.3d 680, 685 (2015)
House Bill 1783, which amends former RCW 10.0 1. 160(3), prohibits courts from imposing... fees
on indigent defendants.
Source: State v. Ramirez, 191 Wash. 2d 732, 739,426 P.3d 714, 718 (2018)
Infraction Intake Compared to Criminal Case Intake
$600,000
$559,790
$500,000
$400,000
$357,310
$358,792
$300,000
$253,657
$219,620
$200,000
$100,000
$82,50
$50,24
$56,07
. $23,90
$20,70
$-
■
_
2020
2021
2022 2023
2024 Thru August
■ Total Criminal Intake
■ Total Infraction Intake
Infraction — Total
Filings compared to Intake (in dollars)
8000
$600,000
7000
$500,000
6000
A$300,000
$400,000
5000
4000
3000
2000
1000
0
2020 2021
M7otal Infraction Filings 3724 3842
Total Infraction Intake $357,310 $358,792
MTotal Infraction Filings
Ability to Pay Hearing
\� $200,000
$100,000
2022 2023 2024 Thru August $
2650 2936 6939
$219,620 $253,657 $559,790
— Total Infraction Intake
Edmonds City Council Draft Minutes
October 22, 2024
Page 17
Packet Pg. 114
8.6.a
You must respond by midnight of the DUE DATE by
one of the following methods. Mailed responses runt
be "marked by mitlniglnt or Owe DUE DATE. IF YOU
DO NOT RESPOND BY THE DUE DATE. the Court will
find that you committed the attraction and add a We
tee. a you fad to pay. the Court rosy refer Your case tc
a collection agency. Feature to pay stay also result cal
non+erll;yral of your vehicle registiation purstwnt to
RC W 46.16A.120.
1. PAY THE $13&00 PENALTY (see nsbucboris on bacf,
OR
2- ENTER INTO A PAYMENT PLAN WITH THE
MUNICIPAL COURT (see payment options). OR
3 REQUEST A MITIGATION HEARING TO EXPLAIN THE
CIRCUMSTANCES (tang the film[ beloer OR
4. REQUEST A HEARING TO CONTEST THE NOTICE Cf
INFRACTION (wing the form below I. OR
5 REQUEST AN AHLITY TO PAY HEARING (usng the
form beloW OR
6. SUBMIT A DECLARATION OF NON•RESPONSIBILITY.
This notice represents a determination that a speeding in a
acbmil zone violation has been convrshe0. Th,
deletrnirwhon WI be Mall u nim contested as provided r
Chapter 46 63 RCW
Oehdl and mar r
• Infraction Financial Screening Form
EDMONDS MteaICIPAL COURT FNMJCLLL CONFIDENTUL
DEiERM1NAC16N J. ESTADo DE CO/aNENf7al
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yid em.mF✓•co. Hoc
TO REQUEST A HEARING, USE THIS COUPON
your hearing opt rt ridittle
A HEARING TO EXPLAIN THE CIRCUMSTANCES. By
requesting a niitigatior, hir-ing. you nia be deemed to
have committed the infraction. You may oat subpoena
ahitnesses for this hearing. You would request
mdigabon heanng d you agree youommtted Me
Intaction bud bol,ow the Caa,lllGblKOf Gmay be such
that tiro caun MUW red— 9ro penalty
A HFANRIG TO CONIFS/ THE INFRACTION At a
contested hearw,g. the City has the burden of proving
by a roopondennct, or the evidence that Ins IMracaon
wmmeted. You may subpoena wdyesses
ndudx,g the officer who issued this Not- or
Infraction. 11 you request a contested hearing the Court
nil schedule a prehewing conferenc�e, which you may
arve by using the form att—hed to the Notice of
hearing that the Coun will send you.
A HEARING TO DETERMINE ABILITY TO PAY: By request
n ab irty to pay heanngp . you admit resor,-dMirty for
the etlraebon and agree to appear a your schoauled
hearing to provdo ovlde— ngarrhng your aabh6ty to
pay the Penalty in full
Maned responses must be ri a tmarfod by mtdnrQhf M
the DUE DATE
Court Recommendations for New Red Light Program 2025 2026
Rid usm The city authorind the use of automated
prowatm red-light cameras at various intersections.
These cameras are intended to directly
impact driver behavior by ensuring
compliance with red light laws. The court's
role involves processing citations, handling
contested and mitigated requests, and
managing payments and collections.
Cost
$1,11111,000
$230,292
Revenue
0
0
Ai
15
2.0
KEY ASSUMPTIONS FOR THE 2025-2026 BIENNIUM BUDGET:
GENERAL FUND
2024 Foreust
$SS
2025 Proposed
SSS
Budget
%
2026 Proposed
SSS
Budget
%
Property Tax -Regular
11.390,000
11,532,0DO
1.25%
11,676,ODO
L25%
Property Tax EMS
4,360,000
4,404,000
1,25%
-
-100%
Sal --Use Tax -Regular
12,210,902
12,577,229
3%
13,017,412
3.50%
Sale, a Use Tax- Criminal Justice
1,OOD,000
1,000,000
0%
1,000,000
0,00%
Utility Tax
Electric Utility Tax
11950,000
2,025,ODO
4%
2,100,000
4%
Gas Utility Tax
800,000
680,ODO
.15%
690,0D0
09A
Solid Waste Utility Tax
385,000
390,000
-1%
390,ODO
096
Water Utility Tax
937,000
1,021,330
9%
1,113,250
9%
Sewer Utlllty Tax
1,123,914
1,241,81S
11%
1,36S,996
10%
Stomwater Uelly Tax
659.400
715,449
9%
776,262
8%
TV Cable UUllty Tax
77S.Wo
738,000
-5%
716,000
-3%
Tel h n
5000
1,300,ODO
28%
-4%
465,0D0
-
0%
ra.spori Fees
1,350.000
l lone Cameras
ER,d
550,000
550,000
0%
550,OD0
0%
ght Cameras
-
2,500,000
2,500,000
160,000
313,000
96%
326,000
o Court Estimated Red Light Intake
Edmonds City Council Draft Minutes
October 22, 2024
Page 18
Packet Pg. 115
8.6.a
# of Cameras - 220th and Hwy 99
3
Citations per Camera
550
# of Cameras - 100th and SR 104
2
Citations per Camera
400
Total Number of Citations
2450
Bail amount per Infraction S 130.00
Average Mitigation S 52.00
% of Infractions Paid Outright 52%
of Infractions Paid Reduced 18:=
% of Infractions Not Paid 20%
Dismissed 10':
Total Intake Per Month S 188,552.00
Months of Operation 11
Total Intake Per Year S 2,074,072.00
o Workload Estimation
■ Clerk Time
- Document Preparation (All citations, 2.1 minutes per case)
Opening mail, processing disposition or request, processing citation filing
- Money Management (All cases, 5 minutes per case)
• Processing payment or collections using manual entry in Judicial Information
System
- Hearing Time (Cases with hearing requests only, 20 minutes per case)
Creating digital file, scanning documents, setting hearing, reviewing decision,
entry of decision, in -court time, communicating decisions or follow-up, etc.
■ Additional judicial time (Cases with hearing requests only)
■ Additional interpreter time (as needed per citation)
o Clerk Workload Estimator
Total Number of Citations per month 2450
% of Hearing Requests per month (Lynnwood Municipal Court Reported Rate) 18.5 b
Hearing requests per month (Total) 453
Document Prep Time per month, hours (@ 2.1 minutes per case) 85.75
Money Mangement per month, hours (@ 5 mire per case) 204.17
Hearing prep and consideration time per month, hours (@ 18.5%, 20 mins per hearing) 151.08
Total Clerk Hours per month @ 18.5% hearing Rate 441.00
FTE Hours per Month 160
Total # of FTEs Needed 2.76
o State Statutory Mandate to Fund Administration
■ RCW 46.63.220(13)(a)(ii)
- Except as provided in (d) of this subsection, a county or a city may only use revenue
generated by an automated traffic safety camera program as authorized under this
section for:
- ...The cost to administer, install, operate, and maintain the automated traffic safety
cameras, including the cost of processing infractions.
o Court Requests for New Red Light Program
1. Budgeted Revenue (net, red light only): $2,000,000
2. Additional Clerk FTEs 2025: 2.66
3. Additional Pro Tem budget, per year: $25,000
Edmonds City Council Draft Minutes
October 22, 2024
Page 19
Packet Pg. 116
8.6.a
4. Additional Interpreter Budget, per year: $15,000
Councilmember Nand relayed her appreciation for the presentation highlighting the purpose of the court is
not to generate revenue but to administer justice, something that got lost in the discussion of the red light
cameras. She also appreciated the financial intake screening the court will be implementing, recalling a
community member pointing out $130 might be minimal to a CEO but is painful to a minimum wage
worker. She also greatly appreciated the time and effort that Judge Weiss, Ms. Maylor and their staff put
into calculating the actual cost of this program per camera. Some people have viewed this as a budget
panacea for the situation the City is in, but adding 2.66 FTE and $40,000 in other labor costs when so many
long-time, valued City employees are being cut to implement a program that in her opinion will not better
people's lives. Commenting she intended no insult to the court, Councilmember Nand relayed her opinion
that red light cameras are highly suspect to a lot of community members in terms of the actual public safety
benefit versus revenue generation. She recognized the court was simply implementing the program that
council approved and she commended everyone associated with the court for their forthrightness and
honesty regarding the impacts it will have.
Councilmember Paine expressed her appreciation for the answers provided to an extensive email she sent
this weekend, noting the questions and responses would be published as part of the budget queries. She
asked the worst possible outcome if the court was unable to staff the automated cameras appropriately, what
was the potential harm to the City. She recalled from past experience that certain timelines have to be
followed. Judge Weiss responded in terms of the court, if the court reaches the position where it is
understaffed and in triage mode where they have to prioritize what they are doing, the order of prioritization
is fairly clear. The highest priority is more complicated criminal cases and those who are in custody,
followed by lower level criminal charges and those who are out of custody. That would be followed by civil
cases, traffic and non -traffic infractions and at the lowest priority is parking infractions and photo
enforcement which are classified as parking infractions.
Judge Weiss continued, criminal cases have the right to a trial within 60 days if in custody and within 90
days if out of custody. Ensuring the constitutional right to a speedy trial are respected and upheld is of
paramount importance for the court and given the most priority by far. With regard to infractions, there are
rules regarding the timelines which he identified in his response to Councilmember Paine's email. There
are specific timelines regarding when a hearing needs to be set and if those are not met, a litigant can ask
for a case to be dismissed. If the court is prioritizing things in the triage mode, there will be cases that aren't
processed and ultimately subject to dismissal.
Court Administrator Uneek Maylor commented her biggest nightmare is coming into work and having
buckets of money that she cannot get into the computer because there isn't staff to do it. That's not the
function of the court and would be a dire situation for the court to be in with that many citations coming in
and people paying their citations. She also did not want to shut down access to justice by shutting down the
front counter or the phones because there are so many documents to be processed for calendars and
infractions. Most infractions are individuals preparing their case by themselves and they do not always
understand the forms and/or language and they find coming into court very nerve-racking, so they want to
be prepared, know the rules, understand the forms available to them, and how to have their voice heard.
Access to justice is an open courtroom, a process to be heard and seen and have their day in court. If she
doesn't have staff to ensure those calendars are prepared or those individuals have access, the court has
essentially failed the public. That is her biggest concern with not having staff.
Councilmember Dotsch asked about the court's experience with the school zone cameras. Ms. Maylor
explained the court asked about staffing when the school zone camera program began. There wasn't
communication or availability to work on staffing when the program hit the court. The court just switched
over administration and began getting into red light camera infractions. The court has taken in almost 900
citations, quadrupling the number of infractions the court normally takes in which has required adjusting
everyone's schedules and overtime. The court's unionized workers have had to adjust their lives to take on
Edmonds City Council Draft Minutes
October 22, 2024
Page 20
Packet Pg. 117
8.6.a
this workload and while she appreciates everything they have done, they should not have had to do that.
There has been a little reprieve and not as much overtime when the school zone cameras were off during
the summer, but school zone tickets are being issued again. The court has reduced passports and she
anticipated having to reduce passports completely if the uptick in infractions continues.
Councilmember Dotsch observed onboarding more staff requires time to train, equipment costs, etc. Ms.
Maylor pointed out furloughs will impact her and the assistant administrator; between the two of them, that
is a month of administration and all the court staff have to be trained by them. She was unsure how to do
what needs to be done, but she assured it will be done. Councilmember Dotsch commented the red light
camera program is self -funding, and asked if there were limits on how the funds from school zone camera
infractions could be used. Judge Weiss deferred that question to the city attorney, recalling there was a
change in the statute and some are grandfathered in.
Council President Olson commented revenue exceeded what was collected in the recent past and she was
happy to have confidence in the revenue numbers in the budget and she thanked the court for their efforts.
With regard to having a private provider of passports, she relayed residents would appreciate that
convenience. She recalled when ways to save money were researched, there was grant available for
reimbursement for an elected judge. She was unsure if Judge Weiss was currently eligible as an appointed
judge, but once he is elected, she asked the court to seek out that grant, recalling it was a significant amount.
Ms. Maylor asked if she was referring to the trial court improvement fund where the state supplements the
judge's salary, advising the City already receives that quarterly.
Councilmember Tibbott commented the presentation gives a broad picture of the court's involvement. He
will submit his question via email.
Councilmember Chen commented the court's presentation is very detailed and provides good information
regarding the services the court provides, beyond just a courtroom. He also appreciated the court drilling
down on estimating the FTE needed to process red light camera infractions, 2.76 FTE. He wondered if
those services could be outsourced and if that could result in cost savings. Ms. Maylor answered courts are
courts and a case file is a case file, it's not a bill. She had never heard of a court outsourcing any part of
their job because every ticket and every criminal citation is created the same, an entry into the criminal
justice software. She has never heard of a judicial branch outsourcing any of their work. The court staff
even processes a majority of its collections and outsources garnishments to a collection agency. These are
processes in criminal cases or citations and infraction cases, live entries onto an individual's criminal
histories. If this was just a bill, she could see where that could be outsourced, but this is access to justice
which is done in a courtroom under the supervision of a judge, not through another company.
Councilmember Chen asked if it was a fair statement to say the current court staff did not have the capacity
to absorb the workload. Ms. Maylor answered there are 4 clerks for the entire caseload; the national average
is 7-8 staff for one full-time judge. In the history of Edmonds Municipal Court, in looking at staffing back
to 1997, there were 5 and 6 clerks in the past when there was not even a full-time judge. Judge Coburn
made a lot of efficiencies such as going paperless and with forms and processes. Judge Riveria made a lot
of efficiencies internally via policies and Judge Weiss has added efficiencies such as the interpreter
calendar. Judge Weiss is the only judge who has questioned her on every item line in the budget. She
concluded the court is staffed appropriately. When she came to the Edmonds Municipal Court, there were
four clerks and one clerk changed to a probation officer because the probation caseload was so large,
reducing the number of clerks to three. With the court reorganization, they asked to return that clerk position
to deal with all the processes. The court has managed with four clerks, but the history of the court has been
a smaller caseload. She concluded the court is as efficient as it can be. She has run courthouses and
courtrooms with 20, 50, 150, there are amazing clerks in Edmonds.
Councilmember Eck commented this level of analysis is extremely helpful. She asked about the proposal
to eliminate the second probation officer and asked what the plan was when the probation officer was sick,
Edmonds City Council Draft Minutes
October 22, 2024
Page 21
Packet Pg. 118
8.6.a
took time off or was otherwise unavailable. Judge Weiss relayed his recent experience, commenting the
court is fortunate that the assistant court administrator Omar Gamez is a former probation officer and is
well recognized and decorated. While he does not fill that formal probation officer role, he has been able
to step in and speak with people. For example, at community court, the court likes to have a probation
officer there so people who need to meet with probation are able to do it there. The other tool is more focus
on bench probations, so more regularly set hearings and checking in on case statuses. Ms. Maylor relayed
Omar has been fabulous about filling in during the court's time of need. In coming to a smaller court, she
went to the academy and was trained to be a probation officer in case the need arose because she did not
know what would happen if the court lost its probation officer and she couldn't let the court fail simply
because there wasn't a probation officer.
Ms. Maylor hoped if the current probation officer was sick or out for an extended period of time, she and
Omar could cover that. It is just her and Omar covering all administrative needs, everything from payroll
to negotiations, vendor communications, etc., anything required by the state that has nothing to do with the
City lands on their shoulders. She was unsure how that would be impacted by furloughs and training new
staff. She would hate to reach the point where individuals who need accountability, check -in, classes, etc.
lose that because the court doesn't have the space or someone is out sick. Councilmember Eck pointed out
if another staff member is covering the probation officer role, other things that are also extremely important
are not getting done.
Planning & Development
Acting Planning & Development Director Shane Hope introduced Building Official Leif Bjorback and
Acting Planning Manager Mike Clugston. She reviewed:
• Role of the Planning & Development Department
o Who we are
■ Planning & Development is a multidisciplinary team of professionals specialized in
building, planning and code enforcement.
- Building (8)
- Planning (9)
- Code Enforcement (1)
- Administration (2)
What we do
Edmonds City Council Draft Minutes
October 22, 2024
Page 22
Packet Pg. 119
8.6.a
0
■ Planning & Development's mission is to preserve and enhance our community's
environment and quality of life.
■ We take pride in:
- Providing accurate, consistent, and timely permit processing
- Improving and extending public infrastructure
- Promoting building safety and managed land use
- Implementing adopted City codes, policies, plans, and standards
- Protecting the public's health and safety
- Providing excellent customer service
• Customer numbers at the counter are up 63% during the last
year
What's New
■ Updated Building Codes
■ Land Use Permit Timelines
■ Comp Plan
■ DADU's
Planning & Development Programs
■ Current Planning
■ Long Range Planning
■ Administration
■ Code Enforcement
■ Development Permit Review and Inspections
■ Boards, Commissions and Committees
■ Business License Review
■ Professional Development and Mandatory Training
Permitting Activity History (Number of building permits varies by year)
$2,000,000
.. .. .. . ............................................................................................................................................................................
2,000
$1.800.000
------------------- ___-- --- ___-- -- -- -- --- -- -- -- --- ___-- --- _--- -- -- -- -- --- ___-- -- ---------------------- --- --- -- -- - ------------------------- ---
1,800
$1,600,000
-------------- ... --- ----- ----
1,600
$1,400,000
.................................................................................................
.. ..
..................................... .....
.. .......
.......
1,400
$1.200.000
-----------------------------------------------------------------------------------------------
.............................
. .
.. ..
.. .......
1,200
$1.000.000
----------------------------- -- -------------------------- ------ ----
- --
-- --
-- -
-- -- - -----------
-
- --
- - -
1.000
$800,000
................... ........................ . ...............
. .
.
..
.. .. ..
............
......
. .
. ..
.. ..
.. .. -
800
$600,000
.....................................................................
.
. .
.. ..
.. ..
.. ..
.. ..
.. .. ...
600
5400.000
.............................................................
..
..
.. ..
.. ..
..
..
.. ..
.. .. -
400
$200,000
...............
.. ..
.. ..
.. ..
..
. .
. .
. ..
.. ..
.. ..
..
-
200
$0
0
n m r- m w o .I ry m v m m r ro w o .I ry 2q a v2 m
l0 00 l0 n7 OD CA 01 CA m Ol Qi Qi S R R p p p p p p p p p p 0 ei ei 0 ei .I 0 0 N N
m�� O O O O O O O O O 8 [�`! N ry n N t�v N N N N
Total Devel Svc Revenue —# Building Permits
Sznm,M
52.aagom
$l,am,000
$]pm,000
$a00,000
$600,Om
$OOO,Om
$2m,Om
r"A r
—Total Devel Svc Revenue Building Permits
Edmonds City Council Draft Minutes
October 22, 2024
Page 23
Packet Pg. 120
8.6.a
o Development Fee Revenues
■ 2020: $1,092,754
■ 2021: $1,480,291
■ 2022: $1,444,600
■ 2023: $1,388,900
o Recent Planning & Development Grants
■ $1.36M affordable housing, stormwater and infrastructure
■ $125,000 comprehensive plan
■ $75,000 middle housing
o Long range planning
■ Comp Plan Amendments
■ Development Code Updates -
- Critical Area Code update
- Legislatively required updates
- Climate related
■ Support to
- Planning Board
- Architectural Review Board
- Historic Preservation Commission
- Other
o Code Enforcement Cases by Month 2021-2024
35
30
25
20
15
10
dll dll Ild III ��I I��� III i��l ICI dl di ���
0 2021 0 2022 0 2023 0 2024
• 2025 Budget Program
o Current Planning
o Long Range Planning
o Administration
o Code Enforcement
o Construction Permit Review and Inspections
o Boards, Commissions and Committees
o Business License Review
o Professional Development and Mandatory Training
o Total Budget $4,029,272
Target Reductions 4.5%
o The Planning and Development Department has a target to meet that is 4.5% of its 2025 budget
amount.
■ 2025 budget = $4,029,272
■ 4.5% = $181,634
o Reductions List
■ $69,731 0.5 FTE Administrative Assistant from Planning Division
■ $50,000 Waterfront Visioning Professional Services
■ $62,000 Neighborhood Action Planning Professional Services
■ $181,731 TOTAL REDUCTIONS
Edmonds City Council Draft Minutes
October 22, 2024
Page 24
Packet Pg. 121
8.6.a
o Impacts of Target Reductions 4.5%
■ $69,731: 0.5 FTE Administrative Assistant from Planning Division
- Cuts in half the 1.0 FTE AA support for Planning division activities, including support
of boards and commissions
■ $50,000: Waterfront Visioning Professional Services from Development Services
- Reduces waterfront studies by $50,000 from $75,000 originally budgeted
- Leaves only $25,000 for technical analysis, environmental review etc. related to
waterfront in 2025
■ $62,000: Neighborhood Action Planning Professional Services from Development
Services
- $100,000 originally in 2025 budget for professional services to begin development of
Neighborhood Design Action Plans for centers and hubs
- Reduction of 62,000 means only remaining $38,000 could be used, probably for two
priorities neighborhoods in 2025
Councilmember Eck referred to the $62,000 reduction in Neighborhood Action Planning Professional
Services which means only the remaining $38,000 could be used for probably two priority neighborhoods
in 2025, commenting that would considerably slow that effort. She asked if the plan was to complete two
neighborhood plans per year. Ms. Hope answered yes, it would be a slowed down, phased in process.
Councilmember Eck asked if there were lessons learned that could create efficiencies for the subsequent
neighborhood plans. Ms. Hope answered the goal will be to be as efficient as possible and work on lean
processes. She was also interested in better coordination with other departments and learning from other
cities. She acknowledged it will be a challenge with the resources available. Getting a couple positions in
Planning & Development filled will help. The City has hired a planner on a temporary basis who worked
for the City in the past; his knowledge and familiarity with the City helps move things forward faster. Hiring
experienced staff whenever possible will be a big gain.
Councilmember Chen referred to the 0.5 FTE cut and their email exchange about a restaurant reopening at
Pacific Plaza (formerly Plum Tree Plaza) and their inquiries about permitting, etc. He asked if that 0.5 FTE
cut would impact the services the department provides. Ms. Hope advised that administrative assistant was
not involved in permitting, but provides support for boards and commissions as well as assists with
paperwork and records. That reduction will be a tighter squeeze, but it is not as impactful as cutting a
position that does permitting, plan review or code updates. That cut hurts, but it is the least impactful. There
is another position to fill, but hiring will be delayed until the budget situation improves.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER ECK, TO
EXTEND TO 11:30. UPON ROLL CALL, MOTION CARRIED (5-2), COUNCILMEMBERS CHEN
AND TIBBOTT VOTING NO.
Councilmember Dotsch asked if there would be furloughs in Planning & Development. Ms. Hope answered
yes. Councilmember Dotsch asked about staffing code updates in a meaningful way. Ms. Hope responded
it is hoped any replacements will be experienced so they can get the work done as quickly as possible. She
acknowledged it will be a challenge; she is working on organizing now to begin to tackle those challenges
because unless some new grants fall out of the sky, the City will have to rely on existing staff for most
everything. Councilmember Dotsch asked if there is anything that can be outsourced. Ms. Hope answered
that would be professional services and that is not included in the budget. Usually there is some of both,
staff and professional services; in this case it will be up to staff.
Councilmember Nand referred to the $62,000 reduction in Neighborhood Action Planning Professional
Services, relaying she has heard rumors that there are historical documents of subarea plans for some of the
identified neighborhood business districts. She asked if there could be an overlay or derivative from those
subarea plans that could inform the work of the Neighborhood Action Planning. Ms. Hope answered she
would be glad to look into that, but she has never heard of anything like that other than the Highway 99
Edmonds City Council Draft Minutes
October 22, 2024
Page 25
Packet Pg. 122
subarea plan. Councilmember Nand commented there was a list of historical documents in the scope of
services for the VIA contract. Ms. Hope answered there was also work done on Westgate, but that may or
may not be a priority neighborhood.
Mayor Rosen declared a brief recess.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER ECK, TO MOVE
THE 2024 OCTOBER BUDGET AMENDMENT ORDINANCE TO THE NEXT AVAILABLE
MEETING. MOTION CARRIED UNANIMOUSLY.
Public Works & Utilities
Acting Public Works Director Phil Williams reviewed the 2025 Public Works and Utilities Budget:
• Preliminary Comments
o We will not discuss Capital tonight — CFP/CIP was presented on 10/10
o We will go through the various Divisions of Public Works in the order they appear in the
Budget Book
o We have our Managers here tonight to help with questions as needed, including Rob English,
Engineering; Brett Gehrke, Water/Sewer Manager; Thom Sullivan, Facilities Manager; Carl
Rugg, Fleet Manager; Ross Hahn, WWTP Manager; Tod Moles, Street/Stormwater Manager
is out
o We appreciate all opportunities to discuss our work with Council and look forward to your
input tonight and in the coming weeks
• Total Department
o Role of the Public Works and Utilities
■ The Department is responsible for the planning, operations, maintenance, repair and
replacement of the City's physical infrastructure, including our street transportation
network; rights -of -way; and traffic control systems; storm and surface water drainage
systems, including management of our National Pollutant Discharge Elimination (NPDES)
Permit for Stormwater; maintenance and repair of city -owned buildings and other facilities;
potable water distribution systems and water quality control; wastewater conveyance and
collection systems; operation of the regional secondary wastewater treatment plant; and
maintenance of the City's vehicle and equipment fleet. We work hard to do all of this using
approaches that are cost-effective, energy efficient, and sustainable.
o Organizational Chart
r,
20 FTE
•�~"
rolell,S—el-
19FTE
9FTE
-
18 FTE
xti
Facilities-
12 FTE
Fleet-
4FTE
_
^w.w.
Administration-
3.25 FTE
w.
95.25 FTE
uw...n
Vacant positions
Edmonds City Council Draft Minutes
October 22, 2024
Page 26
Packet Pg. 123
8.6.a
Administration $907,010
$907,010
$3,770
Facilities $2,638,611
$2,638,611
$148,983
Engineering $3,719,199
$1,117,000
$81,670
Street $2,817,461
$400,000
Water $22,324,388
Storm $13,829,854
Sewer $19,093,543
Fleet $1,910,879
0
0
0
$756,708 $30,769
Facilities/Transportation Capital $4,613,015 0
Total PW Furloughs $174,640
Total $71,853,960 $5,819,329 $439,832
* $326,362 (4,400 hrs. in 2024)
Up to $446,154+ (8,000 hrs.) in 2025
o Utility Taxes
Division 2024 Utility
Taxes
Est.
Water $937,000
2025 Utility
Taxes
Budgeted
$1,047,000
InIcreas
y
$110,000
Storm $659,400
$690,196
$30,796
Sewer $1,123,814
$1,241,815
$118,001
Total $2,720,214
$2,979,011
$258,797
o Utilities Interfund Charges
Total of new GF revenue from Utilities = UT taxes + additional GF Overhead = $765,299
Plus, minimum savings in budget cuts of $439,832 = Total benefit to GF of $2,205,131
Administration
2025 Budget: $907,010
2026 Budget: $958,170
o Role of Public Works Administration
■ Provide overall executive coordination of Public Works & Utilities Department services
and programs
Edmonds City Council Draft Minutes
October 22, 2024
Page 27
Packet Pg. 124
8.6.a
■ Coordinate management of the city's infrastructure assets, including city streets, drainage,
water and sewer utilities, facilities and building maintenance, fleet maintenance and the
wastewater treatment plant.
■ Provide an initial point of contact for citizen concerns or requests for public works services.
■ Provide direction to the Engineering Division in the planning and delivery of capital
improvement and replacement projects for the City's infrastructure.
■ Partner with the Finance Department in managing budgets for the Combined Utilities and
provide direction and management to the Equipment Rental, Street, and Building
Maintenance Funds.
■ Coordinate with emergency management officials on disaster response and recovery
operations.
$ Change
$ Change
$ Change
2023
2024
2024
2025
2026
25 Budget
25 Budget
26 Budget
Description
Actuals
Budget
Estimate
Budget
Budget
24 Estimate
24 Budget
25 Budget
Salaries
255,694
422,773
500,147
522,923
563,749
22,776
100,150
40,826
Overtime
-
200
-
-
-
N/A
(200)
N/A
Benefits
85,353
128,003
157,435
183,992
194,326
26,557
55,989
10,334
Supplies
6,004
7,740
6,000
6,000
6,000
-
(1,740)
-
Minor Equipment
6,583
1,000
700
700
700
-
(300)
-
Professional Services
103
200
185
185
185
-
(15)
-
Communications
588
1,350
1,000
1,000
1,000
-
(350)
-
Travel
-
390
200
200
2D0
-
(190)
-
Rental/Lease
(58)
2,400
1,600
1,600
1,600
-
(800)
-
Interfund Rental
84,856
150,895
150,695
183,310
183,310
32,415
32,415
Public Utility Utility
3,922
2,800
3,600
3,600
3,600
-
800
-
Repair/Maintenance
-
1,000
500
500
500
-
(500)
-
Miscellaneous
2,878
3,675
3,000
3,000
1,D00
-
(675)
-
Lease Payment
687
-
-
N/A
N/A
N/A
Lease Interest
104
-
-
-
N/A
N/A
N/A
446.714
722,426
825,262
907,010
958,110
81,748
184,584
51,160
3.25 FTE and interfund rentals are 98+ percent of the budget
Remaining budget was reduced by $3,770 (23%) + furloughs @ $10,200
Public Works Facilities
2025 Budget: $2,638,611
2026 Budget: $2,869,803
o Role of Facilities Maintenance
■ The facilities team ensures each of our city owned buildings is clean and safe for city
employees and the public. Major buildings include the City Hall, Police Building, Frances
Anderson Center, Library and Plaza Room, Public Works and Utilities Operational
complex, Fire Stations 16, 17, and 20, Meadowdale Clubhouse, Museum, Wade James
Theater, Log Cabin, Boys and Girls Club, and some Parks buildings. Maintenance and
repair activities for these buildings include carpentry, flooring, plumbing, locksmithing,
electrical, painting, roofing, heating/ventilation/cooling, low voltage cabling, and building
security including, cameras and card entry systems and building automated controls,
fire/life safety systems, burglar alarms and lighting systems.
■ Working to reduce long-term cost of ownership through targeted investments in lower and
cleaner energy usage and other sustainability upgrades
o Custodial Services Provided: 6 FTE
■ Daily cleaning and sanitizing of up to 10 different buildings
■ Trash, Compost and Recycling services
■ Sanitary supply ordering and distribution
■ Routine floor maintenance and daily vacuuming
■ Daily city meeting support including set-up, building security, and post meeting room re-
sets
■ Cleaning of 44 restrooms daily M-F, 25 each Sat -Sun
■ Rental program building turn around at Plaza Room and Meadowdale
Edmonds City Council Draft Minutes
October 22, 2024
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Packet Pg. 125
8.6.a
■ City Event logistics and recycling support for: Markets, Taste of Edmonds, Edmonds Arts
Festival, Bird Fest, Writers on the Sound, 4' of July Parade and Holiday Trolley
■ Provide all training and record keeping required by regulatory agencies including global
harmonization labeling standards and MSDS sheets.
o Building Maintenance Services Provided: 4 FTE
■ General Building Maintenance
■ Mechanical, Electrical and Plumbing services
■ Electrician Support for City operations
■ Fire/Life Safety system operation and regulatory compliance
■ Locksmith, access Control and physical security and safety
■ Assist Fleet in maintenance and operation of the fuel site at Public Works
■ Logistics and moving, light remodeling
■ Scheduled preventative equipment maintenance
o Facilities Condition Tracking and Proactive Maintenance
■ Remote daily building condition monitoring
■ Scheduled HVAC service and air filter changes
■ Routine floor cleaning and polishing
■ Management of Repair and Maintenance Projects
■ ADA access compliance
■ Elevator services and operations
o Recent Sustainability Projects
■ Support 12 Public EV chargers
■ Continuing LED retrofits
■ Compost collection, waste auditing, energy monitoring
■ Use of repurposed materials and environmentally friendly manufactured products
■ Insurance compliance and safety upgrades to limit our costs for liability coverage and
enhance safety performance and resilience to fire, flood, and other natural disasters
■ Installation of 100-Kilowatt solar plant at the Public Safety Building
■ Kitchen and desk side compost option at 5 City buildings, weekend markets, and other
local events
■ Water bottle filling stations at 4 City buildings
■ We are ramping -up audits and project development for compliance with the new Clean
Building Act
0 2024 Completion of 16 Facilities Bond projects: Approx. $840,000
■ Public Safety Interior ADA door operators
■ 100-Kilowatt Solar plant on PS Building
■ Four building roof and gutter replacements
■ 60 transom window replacements at Anderson Center
■ Museum Concrete sealing
■ Support of Library re -grand opening
■ Addition of compost services at City Hall and Public Safety
■ Support of City Council Office re -configuration
■ Fire Panel replacements at two buildings
■ We have 3-5 more projects currently in permitting, scoping or proposal review
■ We have had 100% staff retention for over 2 years
o Facilities Capital Investments
2024 Deferred Maintenance Bond funded Projects 5 805,000
2025 Deferred Maintenance Bond funded Projects $ 550,000 u
Proposed �2026 Deferred Maintenance Bond funded Proiects $ 550,000 V
Edmonds City Council Draft Minutes
October 22, 2024
Page 29
Packet Pg. 126
8.6.a
2025 2026
PS Downspout replacement $10,000 Library HVAC Replacement $100,000
Fire Station 17 Downspout replacement $S,000 Museum Roof Stabilization $45,000
Library Roof and flashing replacement $160,000 Plaza Room Plumbing Replacement $10,000
Public Works furnace and AHU replacements $125,000 Plaza Room entry Door Replacement (4) $80,000
FAC Card Reader Access (8-10 Doors) $30,000
• City-wide HVAC Controls Replacement $140,000 FS 16 HVAC. unit Replacement $40,000
Fish Hatchery Roof replacement $35,000 City Hall Access Control & Security Upgrades $25,000
City Hall Electric Panel Replacement $25,000 Log Cabin Roof Replacement $30,000
• Plaza Room Audio Replacement $1S,000 Wade James Theater Gutter Replacement $20,000
New FS 16 equipment Door Operator $35,000 Public Works Electrical Panel Replacement $4S,000
Unforeseen Emergent Repairs & Replacements $125,000
o Budget Reductions o Increased Revenue
■ Furloughs ($8,860) ■ Addition of custodial workload of 16
■ Custodial Staff person ($99,983) hours per week at WWTP
(occupied position) ■ Est. $49,000 in new revenue
■ Total General Fund savings + revenue:
$157,843
o Expense Reductions/Increased Revenue vs. Impacts
■ Minimize supply costs with less expensive supply options
■ Maximize energy efficiency system settings
■ Increase use of energy conservation devices
■ Reduce cleaning and sanitation intervals at City bldgs. From 7-day per week to 5 or 6
depending on available staff hours
■ Discontinue deskside trash and recycling pick up at all city building and add centralized
trash and recycling areas at each city building floor
■ Increase lighting and electrical conservation devices to minimize utility consumption and
comply with new energy codes
Engineering
2025 Budget: $3,719,199
2026 Budget: $4,000,788
o Role of the Engineering Division
■ Manage planning, design and construction of capital projects
■ Permitting, plan reviews and inspections for private development projects
■ Responding to general inquiries from residents, business owners and the public regarding
use of private property and right-of-way • Traffic calming & pedestrian safety programs -
ADA compliance within City right-of-way
■ Apply and administer grants for capital projects
■ Stormwater compliance and public outreach
0 2025 Budget Highlights
■ Management of Capital & Preservation
Programs
- $7.85M - Transportation $23,440,000
- $8.85M - Water Utility
- $4.05M - Stormwater Utility
- $2.69M - Sewer Utility
■ Private Development Permitting and Inspections:
- 450 new multi -family units
- 25 new single family homes
- Creation of 30 new lots through subdivision
- 35 Development Review Committee Meetings
Edmonds City Council Draft Minutes
October 22, 2024
Page 30
Packet Pg. 127
8.6.a
$ change
$ change $ change
2023 2024 2024 202S 2026 2S Budget
2S Budget 26 Budget
Description Actuais Budget Estimate Budget Budget 24 Estimate
24 Budget 2S Budget
Salaries 454,973 2,523,734 2,113,265 2,483,645 2,711,206 370,380
(40,089) 227,561
Overtime 51000 4,500 5.000 5.857 500
- 857
Benefits 161,022 884,622 800,177 999,319 957,890 99,142
14,697 58,571
Uniforms 2,334 2,450 1,200 2,452 2,452 1,252
2 -
Supplies - - 11000 - - (1,000)
N/A N/A
Minor Equipment 2,947 2,200 Soo 7,600 2,200 7,100
5,400 (5,400)
Professional Services 53,630 13,840 14,340 - - (14,340)
(13,840) N/A
Communications 10,236 19,700 14,300 19,700 19,700 5,400
Travel 717 1.360 800 1,360 1.360 560
Rental/Lease (70,577) 7,500 7,500 7,500 7,500 -
Interfund Rental 167,683 276,447 276,447 238,623 238,623 (37,824)
(37,824)
Repair/Maintenance 174 2,000 1,000 2,000 2,000 1,000
Miscellaneous 37,029 39,000 35,000 52,000 52,000 17,000
13,000
Lease Payments 2,943 - - - - N/A
N/A N/A
Lease Interest 74 - - N/A
N/A N/A
822,184 3,777,853 3,270,029 3,719,199 4,000,788 449,170
(58,654) 281,589
97.3% of Engineering is labor and interfund rental
o What's New
■ Training staff for implementation of transportation multi -modal impact fees for private
development projects.
■ Transportation impact fees can be programmed on future travel corridors, sidewalks, and
bike projects that are identified on the MMLOS network.
■ Stormwater Comprehensive Plan Update
■ Begin right-of-way acquisition on Hwy 99 Stage 3 (244th St - 238th St)
■ Transportation Safety Action Plan (USDOT-Safe Streets for All grant) - $300k
■ Partner with DOE on sampling and monitoring study on the effectiveness of street
sweeping in removing 6PPD-q from City streets
o Grant summary (2019-2024)
Project Grant Program Phase
Amount Secured Award Data
Hwy 99 Revitaliaistilon State Funds (Connecting WA) Design/ ROW / Construction
$16,500,000 Apr-19
seaview Infieration Phase 2 Ecology Design / Construction
$S57,025 Jan-20
Main St. Overlay from 6th Ave -Sth Ave Federal Design/Construction
$750,000 Dec-20
76th Ave. @ 220th St. Intersection Improvements Federal ROW
$244,000 Dec-20
SR-1041TS Adaptive System Federal Design
$354,560 Dec-20
2020 Total
$4ws sn1R
Hwy 99 Revitalization from 220th St. - 224th St. (Stage 4) Federal Design
$1,580,000 Apr-21
Edmonds Marsh Water Quality Phase 1 Ecology Design / Construction
$313,500 Jul-21
2021 Total
$1,893,M00
Hwy 99 Revitalization from 244th St. - 210th St (Stage 3) State (Move Ahead WA) Design / ROW / Construction
$22,500,000 Apr-22
OVD Overlay from 196th to Talbot Federal Construction
$700,000 Nov-22
Hwy 99 Revitalization from 220th St. - 224th St. (Stage 4) Federal ROW
$2,597,500 Nov-12
stormwater Capacity Grant Ecology Miscellaneous
$75,000 Dec-12
L 2022 Total
$2S, n72
Lake Ballinger Property Purchase Ecology Land Acquisition
$500,000 Jan-23
Perrimrille Basin Flow Reduction Study Ecology Study
$469,200 Jul-23
Stormwater Capacity Grant Ecology Miscellaneous
$130,000 Jul-23
2023 Total
Safety Action Plan Federal Planning
$300,000 Jan-24
Main St. Overlay from 6th Ave. to 8th Ave. State -TIB Construction
$449,000 Mar-24
Edmonds Marsh Water Quality Phase 2 State Appropriation Design / Construction
$458,000 Aug-24
76th Ave. Overlay from 220th St.-224th St. Federal Construction
'$750,000 Aug-24
76th Ave. @ 220th St. Intersection Improvements Federal ROW
'$2,798,000 Aug-24
Citywide lighting Improvements Federal Grant/HSIP Design/Construction
'$700,000 Oct-24
=A Total
$51Mllllk
'preliminary award received
o 6-Year Grant Summary: $52,725,785
2019 [:2020
2021 2022 2023 2024
TRANSPORTATION OF
STORMWATER STORMWATER STORMWATER STORMWATER
$16.5M $557K $314K $75K $1.1M $458K
TRANSPORTATION TRANSPORTATION TRANSPORTATION TRANSPORTATION
$1.35M $1.58M $25.8M $4.9M
Edmonds City Council Draft Minutes
October 22, 2024
Page 31
Packet Pg. 128
8.6.a
o Budget Cut Impacts
■ Eliminate student intern program - $49,890
■ Eliminate ORCA commute trip reduction program - $17,000
■ Partial reduction in overtime and smaller miscellaneous items - $14,780
■ Non -represented staff furlough days for 10 FTEs (960 hours) - $89,230
■ Total Cuts=$170,900
Street/Storm Division Fund 111, 423
2025 Budget: $2,817,461
2026 budget: $2,955,324
o Role of the Street/Storm Division
■ Streets maintains and improves 133 miles of rights -of -way, including street roadways,
shoulders and alley base surfaces, traffic markings, signing and signal control devices,
sidewalks and pedestrian facilities, roadside vegetation control, snow and ice control, and
public street and pedestrian lighting.
■ Stormwater Storm Drainage Utility staff conduct system maintenance, street sweeping,
emergency flooding response, creek maintenance, and minor capital improvement projects.
A major focus for the Division is to structure its services to comply with Federal Clean
Water Act requirements and Phase II municipal stormwater permit issued by the State
Department of Ecology. This requires periodic inspection of all catch basins, manholes,
city -owned detention and treatment facilities and other stormwater collection system
infrastructure
0 2025 budget notes, budget cuts, and impacts
■ Streets
- This division had several vacancies this year both long-term medical and retirements
- All of our vacancies in 2024 have had to go unfilled resulting in a loss of approx. 4,400
man-hours of labor (approx. value $326,000). This has been necessary to help reset the
structural budget problem in this division on the Street (General Fund) side of this
budget
- The impacts of this show up in nearly all areas of our work, including road striping,
vegetation control, pothole patching, crack sealing, signal maintenance, crosswalk
maintenance, painting of curbs and parking stalls, concrete work on sidewalks and
ADA ramps as well as in other areas
- Immediate concern heading into winter weather
- These issues will be improved when we can begin filling some of these positions. The
timing of that is not yet clear but the sooner the better
- One very positive area has been in our 2024 safety performance
■ Storm
Stormwater service rates will rise by 8.5% in both 2025 and 2026
compamlw stormwaur Rates s'a
sm
sra
$so
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and agd owd are( cod cm& cm er uar a orvoi dvoi
Segttk CagbrW EwrNl Mortlag¢ Ednwdf MuklMeo (weft OYY AMnoro lYnm'rn04 Ming[on
pl nmm�N raa+cna.geemr�rVi�imur.e>eener vwenm>o-cwae>uiinywes «nerecnarged.
- We have a stormwater maintenance worker vacancy in operations that has not been
filled, savings of approx. $9,700/mo.
- Savings of 44,770 from furloughs
Water/Sewer Funds 421& 423
2025 Water Budget: $22,324,388
2026 Water Budget: $18,327,361
2025 Sewer Budget: $19,093,543
Edmonds City Council Draft Minutes
October 22, 2024
Page 32
Packet Pg. 129
8.6.a
2026 Sewer Budget: $23,445,853
o Role of the Water Division
■ Edmonds potable water is purchased from the Alderwood Water Wastewater District who
in turn sources their water from the City of Everett. The original water source is Spada
Reservoir, located at the headwaters of the Sultan River about 30 miles east of Everett.
From the Spada Reservoir, the water travels through pipelines to the City of Everett
Treatment facility at Chaplain Reservoir.
■ This Division of 10 highly trained staff is responsible for the operation, maintenance, and
safe delivery of high -quality potable water to our 10,400 customer accounts through 138
miles of distribution mains, 18 pressure reducing stations, three 1.5- million -gallon
reservoirs, and one 3.0-million-gallon reservoir/pumping station (5- Corners).
o 2025 Water Budget Highlights
■ Retail Water Rate increase of 9.0% in both 2025 and 2026
s Comparative Rates I'M
SLN
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a" of awor agar aw0 0"0 ow ana
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(71 Aswnb snela famih r-s+s•mlJ rsl<La %'rMcr �d30 ¢/o7 wetn crosumatonT
.rtumsl rates sre sadkslle. InduhS UIIRy UaM wMe W'Lld.
(7) Aal¢f In a((Kt as d lanwry 4 »la
■ Wholesale cost of water from Alderwood est. to increase 5% in 2025
■ Water sales budget in 2024 was $11,525,354. The YE 2024 est. is now $10,312,100, a
reduction of $1,312,254. This needs to be monitored. If accurate, it is likely due to a wetter
than usual summer growing season
■ Credit Card processing fees have risen from approx. $400,000/yr. when the program first
began, to over $1,000,000/yr. now, as customers take advantage of this convenient payment
method
■ A predicted mild La Nina winter may bring colder, wetter weather to our area
■ Water Fund savings of $14,850 from furloughs
o Role of the Sewer Operations Division - Dept 75 — Collection
■ The Sewer Operations Division is responsible for the repair, maintenance, and operation
of 14 pump stations, 3,200 sanitary sewer manholes, and over 186 miles of sanitary sewer
mains serving 9,800 customer accounts. Seven permanent employees are responsible for
these functions as well as maintenance of 26 grinder pumps.
■ Sewer Department has 9 FTE at full staff
■ Operate sewer jetting equipment and the TV truck for the inspection, evaluation and rating
of sewage system piping
■ Work hand in hand with Engineering to prioritize pipe replacement, lining, or other
appropriate repairs
■ Staff perform new sewer line installations as well as the repair, maintenance and operation
of all existing piping
o Role of Sewer Division — Treatment Plan Operations — Dept 76
■ The City owns and operates a conventional Activated Sludge Wastewater Treatment Plant
(WWTP) with a capacity of 11.8 MGD. We provide treatment services to 80% of Edmonds
residents, all of Mountlake Terrace, all of Olympic View Water and wastewater District,
and much of Shoreline.
■ Due to the regional nature of the Treatment Plant, other agencies pay a proportionate share
of both operating and capital expenditures. City of Edmonds pays approximately 50% of
both O&M and capital expenses. The city's WWTP staff of 19 cover operations between
14 — 24 hours each day, depending on weather and biosolid volumes.
Edmonds City Council Draft Minutes
October 22, 2024
Page 33
Packet Pg. 130
8.6.a
■ Wastewater treatment is heavily regulated by USEPA and the State Dept. of Ecology. All
operators need to obtain and maintain certifications to be able to work at the facility. We
have completed 7 major energy savings projects over the last decade and are right now
beginning start-up of our new gasifier system for biosolids treatment.
o Budget Highlights - Sewer Division - Dept 75, 76
■ Retail Sewer Rates will rise for all classes of customers by 10.5% in 2025 and 10% in 2026
Comparative Sewer Rates
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aYprNvn On .rro�.p'm +eYwre. in[L.ew ulixy hvr wl.r. rndrp9
■ Rates still remain competitive with peer agencies
■ DP submitted for (1) additional Operator position with addition of the gasifier
o Role of Sewer Division - Treatment Plan Operations - Dept. 76
■ The City owns and operates a conventional Activated Sludge Wastewater Treatment Plant
(WWTP) with a capacity of 11.8 MGD. We provide treatment services to 80% of Edmonds
residents, all of Mountlake Terrace, all of Olympic View Water and wastewater District,
and much of Shoreline.
■ Due to the regional nature of the Treatment Plant, other agencies pay a proportionate share
of both operating and capital expenditures. City of Edmonds pays approximately 50% of
both O&M and capital expenses. The city's WWTP staff of 19 cover operations between
14 - 24 hours each day, depending on weather and biosolid volumes.
■ Wastewater treatment is heavily regulated by USEPA and the State Dept. of Ecology. All
operators need to obtain and maintain certifications to be able to work at the facility. We
have completed 7 major energy savings projects over the last decade and are right now
beginning start-up of our new gasifier system for biosolids treatment.
Equipment Rental (Fleet Fund 511 (A&B)
2025 Budget: $3,719,199
2026 Budget: $4,000,788
o Role of Equipment Rental (Fleet)
■ Provide safe and reliable vehicles/equipment to support the operations of Public Works,
Police, Parks Maintenance, Recreation, Cemetery, Building, Planning, and Information
Services.
■ We achieve this through
- Vehicle and equipment acquisition
- New vehicle upfitting
- Decommission and surplus vehicles and equipment
- Maintain and operate the fuel site at Public Works
- Maintain and repair all city vehicles and equipment
Edmonds City Council Draft Minutes
October 22, 2024
Page 34
Packet Pg. 131
8.6.a
o Fleet Inventory of 230 Vehicles and Equipment
■ Passenger Vehicles
■ Medium and Heavy -Duty Trucks
■ Maintenance Vehicles
■ Civil Engineering support equipment
■ Police Vehicles
■ Heavy machinery and construction equipment
■ Trailers
■ Backup power generators
■ Hybrid, EV, and alternative fuel vehicles
o Edmonds Green Fleet
■ 2024 Green Fleet Improvements
- 5 Propane Converted vehicles
■ Total Fleet Improvements
- 13 fully electric vehicles
- 15 hybrid vehicles
- 38 propane converted vehicles
■ Of the 163 on the road vehicles, 40% are running on electric, hybrid, or alternative fuels
(exceeding future federal and state goals by 2030)
■ The City is dedicated to reducing environmental impacts by continuing purchases of EV,
hybrid, and alternative -fueled vehicles consistent with our Climate Action Plan
0 2024 Fleet Achievements
■ Completed 5 propane conversions
■ Put into service 18 new vehicles
- 11 Additional new vehicles will be in service by the end of 2024
- Uptitted 15 new police patrol vehicles
■ Completed 673 work orders
■ Satisfactory Results from a citywide Fleet Stakeholder satisfaction survey. Results can be
viewed using the QR code below.
,�;i,., off:;?•,;-ry:
o 2025 Budget Highlights
■ Fund 511 2025 Decision Packages
�Purpose
770-25001 2025 Pre -Scheduled Vehicle Replacements ink,_490,000
770-25004 Operations Expense Reductions M_ 77,700
- 104-ITS 2004 Ford Taurus
- 66-STM 2012 Elgin Crosswind Street
Sweeper
- 2018 - $636,000
- 2019 - $1,750,000
- 2020 - $628,000
- 2021 - $262,000
- 2022 - $485,000
- 2023 - $633,000
- 2024 - $475,000
- 2025 - $490,000
Replaced with 2025 Nissan Leaf EV
Replaced with 2025 Elgin Crosswind Street
Sweeper
Edmonds City Council Draft Minutes
October 22, 2024
Page 35
Packet Pg. 132
8.6.a
o Budget Reductions and Inflation Impacts
Decision Package 770-25004 Equipment Rental Operations Expenses
All increases are a result of inflation on cost of materials
Overall Reductions of $77,000
Reductions
• Diesel Fuel-$20,000
• Regular Unleaded-$50,000
• Propane-$30,000
• Bio Diesel-$5,000
■
o Budget Cut Impacts
■ Fleet Goals
- Extend replacement intervals
- Reduce outsourced labor costs
- Reduce overall Fleet assets
- Minimize material costs
- Dedication to our Green Fleet
Program to reduce CO2 Emissions
Increases
• Uniforms
$500
• Supplies
$6,000
• Communications
$500
• Miscellaneous
$3,000
• Interfund Rental
$17,300
Impacts to Operations
- Extended vehicle service life may
result in higher maintenance and
repair costs
- Reducing outsourced labor and
material costs could result in longer
than average out of service time for
- Maximize efficiencies to increase repairs.
turnaround time - Reducing Fleet assets will impact
- Extend maintenance intervals daily operations of those
departments whose vehicles are sold
- There will be no reduction in the
reliability and safety of Fleet assets.
Operational improvements in 2025 will reduce city-wide Interfund Rental Rates and
improve the overall impact to the general fund and utility fund in 2026
Councilmember Nand commented she was impressed by what the workforce does to keep a city of
approximately 43,000 safe and functioning.
Councilmember Paine referred to the ADA transition plan which hasn't been updated since 2017 and
suggested finding a grant to help rewrite the ADA transition plan, even the smallest section, so the City be
eligible for ADA grants. She expressed appreciation for Parks' efforts related to ADA compliance and the
work being done by Engineering, Street Maintenance and Facilities. She was dismayed the City was
eliminating the Commute Trip Reduction Program. Mr. Williams advised the ADA transition plan is mostly
still functional; it is a constant battle with sidewalk panels lifting. Staff tries to keep up with marking them,
but is not able to resolve all of them. The City's main responsibility is to find ADA issues, catalog them,
produce a plan that will eventually address them and put a meaningful amount in the budget each year.
Mr. Williams recalled when the first transition plan was developed, the overall cost of the work was $150M;
the City budgets an amount every year. With regard to overall ADA issues such as ramps, stairways, etc.,
Facilities is responsible for buildings and Engineering is responsible for the right-of-way ROW, and they
do the best they can. All the sidewalks are walked annually and hazards marked and a concrete company is
hired to shave the trip hazards. He agreed the ADA transition plan was important, but the amount of money
required is quite substantial. He noted many of the things identified in the 2017 plan haven't changed.
Councilmember Dotsch recalled a lighting study was being done. Mr. English answered that study is in the
process of being wrapped up and providing the results. All the information has input into the GIS and
evaluation criteria was used to determine areas without proper coverage. Councilmember Dotsch asked if
the Safety Action Plan grant could be used for lighting. Mr. English answered yes, one of the thoughts is to
use the work that has been done to date and take it a step further. Once the Safety Action Plan is complete,
the City can apply for implementation grants.
Edmonds City Council Draft Minutes
October 22, 2024
Page 36
Packet Pg. 133
Councilmember Dotsch referred to the gasifier and asked if more than one would be needed in the future.
Mr. Williams answered more will be learned as the system comes on line in the next several weeks. Staff
brought to the committee this week and will bring to full council next week an operations and maintenance
contract to directly hire Ecoremedy instead of through the state to provide operational experience on the
gasifier for six months as staff is trained to take over full operation. Having an additional operator is a start
to see if that will be enough. Most of the operators will be trained on the equipment and then see what the
needs are.
Council President Olson thanked Public Works for developing cuts, recognizing how difficult those choices
are including one cut in a department that hasn't had any turnover. She was saddened for the staff members
effected by the situation the City is in.
Councilmember Tibbott acknowledged Mr. Williams mentioning at least three times the amount of work
staff does to maintain vehicles and properties to extend their life. He admired the tenacity that takes, noting
it is obviously good for the City.
Councilmember Chen commented through the presentation he learned that Public Works does a lot of work
for the public. He referred to the Engineering budget slide which reflects $822,184,822 for 2023 actual and
$3.7M for 2024 budget. He asked the reason for that increase. Mr. English answered it reflects interfund
charges. Engineering labor is charged to utilities through capital projects or work in the stormwater division.
Mr. Willliams explained the 2024 budget ($3,777,853), 2024 estimate ($3,270,029), 2025 budget
($3,719,199) and 2026 budget ($4,000,788) reflect the total budget but not the direct impact to the General
Fund. Engineering's budget that affects the General Fund in 2025 is about $1.17M, comparable to the 2023
actual of $822,184, accounting for inflation.
Councilmember Eck said she was impressed by the 100% retention for 2 years in Facilities. She expressed
appreciation for the intentional thread of sustainability throughout the presentation and everyone's focus
on that.
2. 2024 OCTOBER BUDGET AMENDMENT ORDINANCE
This item was postponed to a future meeting.
13. COUNCIL COMMENTS
Councilmember Eck encouraged the public to please vote.
Council President Olson commented the voters' pamphlet is quite large and daunting, but after doing her
homework for the primary ballot, she got through it more quickly than she thought. She also encouraged
the public to vote.
Councilmember Nand hoped the public joins her in wishing Hermona Girmay luck when she competes for
Miss American in January 2025.
14. MAYOR'S COMMENTS
Mayor Rosen congratulated the council on getting through a 740 page packet. Another important number,
in 61 days the days start getting longer.
ADJOURNMENT
With no further business, the council meeting was adjourned at 11:10 pm.
Edmonds City Council Draft Minutes
October 22, 2024
Page 37
Packet Pg. 134
8.7
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of Council Special Meeting Minutes October 29, 2024
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Meeting minutes as part of the Consent Agenda.
Narrative
Council meeting minutes are attached.
Attachments:
2024-10-29 Council Special Minutes
Packet Pg. 135
8.7.a
EDMONDS CITY COUNCIL
SPECIAL MEETING
DRAFT MINUTES
October 29, 2024
ELECTED OFFICIALS PRESENT
Mike Rosen, Mayor
Vivian Olson, Council President
Chris Eck, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Michelle Dotsch, Councilmember
Susan Paine, Councilmember (arrived 6:16 pm)
Jenna Nand, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Kim Dunscombe, Acting Finance Director
Shane Hope, Acting Planning & Dev. Dir.
Mike Clugston, Sr. Planner/Acting Planning Mgr
Leif Bjorback, Building Official
Tristan Sewell, Planner
Jeff Taraday, City Attorney
Beckie Peterson, Council Executive Assistant
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
The Edmonds City Council meeting was called to order at 5:59 pm by Mayor Rosen in the Council
Chambers, 250 5th Avenue North, Edmonds, and virtually. The meeting was opened with the flag salute.
2. LAND ACKNOWLEDGEMENT
Councilmember Eck read the City Council Land Acknowledgement Statement: "We acknowledge the
original inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes,
who since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their
sovereignty, their right to self-determination, and we honor their sacred spiritual connection with the land
and water."
3. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present with the exception of
Councilmember Paine (arrived at 6:16 pm).
4. APPROVAL OF AGENDA
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER ECK, TO
APPROVE THE AGENDA IN CONTENT AND ORDER.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER TIBBOTT, TO
REMOVE AGENDA ITEM 10.1, 6-MONTH O&M CONTRACT WITH ECOREMEDY, LLC, AT
STAFF'S REQUEST AND MOVE ITEMS 10.2 AND 10.3 TO 10.1 AND 10.2. AMENDMENT
CARRIED UNANIMOUSLY. (Councilmember Paine was not present for the vote.)
MOTION CARRIED UNANIMOUSLY. (Councilmember Paine was not present for the vote.)
Edmonds City Council Draft Minutes
October 29, 2024
Page 1
Packet Pg. 136
8.7.a
5. COUNCIL BUSINESS
1. COMPREHENSIVE PLAN: LAND USE & HOUSING
Planning & Development Director Shane Hope commented a lot of work has occurred and is continuing.
She provided an overview of the Land Use & Housing elements:
Comprehensive plan process overview
County adopted housing units
target (includes existing capacity
including H-99)
Edmonds currently has capacity for 5148
units, but only 4,946 units can be counted
towards growth targets.
4862 units that are multi family, senior
apartments i.e low rise or mid rise
• 84 units that must are middle housing
• Capacity for ADUs has not previously
been evaluated
201 units that are single family (Not
Counted as they do not satisfy HB
1220)
• Growth Alternatives
9,069 — 4,946 = 4,123
Required Typology for the total 4,123
1952 - low-rise or mid -rise multi -family
apartment category.
2129 ADUs or low-rise or mid -rise multi-
family apartment category.
42 units that are middle housing low-rise
or mid -rise multi -family apartment
category
4,946
Existing
Capacity
Per BLR
r t 1
2052,T
HB111o+Hb1337
Achieved Ca ac
250-300 units
Loss of units in UNOCAL
property
2,400 units
City to find potential growth locations feasible to
accommodate this additional housing
Edmonds City Council Draft Minutes
October 29, 2024
Page 2
Packet Pg. 137
8.7.a
A: Focused Growth
Growth continuing along Hwy 99, downtown, etc.
4 Neighborhood centers
• some mid -scale mixed use (commercial on
ground floor & apartments or condos above
• up to 4 floors + 5th floor if special
community benefits provided
4 Neighborhood hubs (smaller than centers)
• mixed use up to 3 stories
• no bonus floor incentive
ALTERNATIVE A: FOCUSED GROWTH
DEAFT R1TLNfE LPND UEF Mm6LUM1 COMwENFNErvE MAN UMMTE.00T 10i1
Mnrnah�vy [m..
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Draft Comp Plan
o Elements
■ Introduction
■ Land Use
■ Housing
■ Economy
■ Climate
■ Culture, History & Urban Design
■ Capital Facilities
■ Utilities
■ Transportation
■ Appendices
Land Use Element
o Goals & Policies by Section
■ Citywide*
■ Neighborhood Centers & Hubs
• Downtown
■ Waterfront
B: Distributed Growth
Growth continuing along Hwy 99, downtown, etc.
4 Neighborhood centers (smaller than Alt. A)
• some mid -scale mixed use (commercial on ground floor
& apartments or condos above)
• up to 3 floors if special community benefits
provided
7 Neighborhood hubs
• low -scale mixed use
• up to 3 stories + 4th floor if special
community benefits provided
ALTERNATIVE B: FOCUSED GROWTH
DRPETT rUEE IAND UEf MPP DiUb COM•NENENMVE PLAN UPDITF,OCT=4
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o Layout of Each Major Element
1. Guiding principle (very high level)
2. Background information
3. Goals and policies (broad direction)
4. Potential implementation items (more
specific action steps to consider)
*Proposed Replacement of Policy LU-1.10 (about
MUGA boundaries) (per city council 10/1/24 city
council meeting
"The City Council may consider a proposal affecting its
Municipal Urban Growth Area boundary after receiving
Edmonds City Council Draft Minutes
October 29, 2024
Page 3
Packet Pg. 138
8.7.a
■ Highway 99 Activity Center &
Subarea
■ Priority Use Areas
■ Natural Environments
o Potential Action Items
Housing Element
o Goals & Policies by Section
■ Housing diversity
■ People's Policies
■ Supportive Housing
■ Regulatory Framework
■ Adapting to Climate Change
o Potential Action Items
adequate information to determine whether it is in the City's
best interest to take action on the proposal. The information
should include:
1. Whether any other jurisdiction affected by the proposed
MUGA boundary change is willing to approve or consider
approving the change;
2. An engineering analysis of how the infrastructure of the
proposed MUGA expansion area meets or does not meet
the City's standards for level of service; and
3. The improvements that may be needed (including any
downstream capacity -related improvements) and their
cost as estimated by a qualified engineering firm, for the
area to meet the City's standards.
The City Council may consider the resulting information,
along with any other relevant factors, and identify whether
additional information should be obtained and/or potential
tools, such as an LID process to achieve the infrastructure
improvements deemed necessary, be required as part of a City
decision to pursue a MUGA boundary change."
Councilmember Nand asked with regard to housing, was there a way to place a prioritization on safety
elements in multistory buildings such as ingress/egress windows, fire escapes, etc. When she visits Capitol
Hill, she sees hermitically sealed windows and limited opportunities to escape if there was a fire, earthquake
or other disaster. Ms. Hope responded the building code addresses windows, egress, fire requirements, etc.
She agreed more work needed to be done on emergency management planning, but that is not covered
specifically in the comprehensive plan. Councilmember Nand suggested having a link to requirements for
fire escapes, exit options, etc. for higher building heights in the DEIS or comprehensive plan. Ms. Hope
answered that could be a potential action item which would be implemented by zoning or the building code.
With regard to the housing number, Councilmember Dotsch recalled there was a excess buffer percentage
that was factored in and asked how much the excess was. Ms. Hope recalled there was a 10% buffer; the
ultimate number is about 2,400 which she thought excluded the buffer, but she offered to doublecheck.
Councilmember Eck liked the way this was put this together, particularly the calculation of the number of
units. She commented that calculation cannot be overcommunicate to the community, especially that the
target is 2,400 over 20 years.
Councilmember Chen expressed appreciation for the housing requirements. He asked if green housing
incentives later on tonight's agenda was part of the housing element of the comprehensive plan or was it
totally separate. Ms. Hope answered it is separate and is a result of the existing comprehensive plan which
recommended being more sustainable and looking at ways to encourage green building. Councilmember
Chen asked if the green incentive program was incorporated in this update, could the City fulfill the
comprehensive plan update requirements. Ms. Hope answered definitely as there are things about
sustainability, climate, etc. in the draft comprehensive plan as well as the existing comprehensive plan.
With regard to whatever growth alternative is chosen, Councilmember Dotsch asked if there was an
opportunity to do a phased implementation versus doing it all at once. Ms. Hope answered it depends; the
Edmonds City Council Draft Minutes
October 29, 2024
Page 4
Packet Pg. 139
City has to show it is adopting capacity; figuring that out will occur in the zoning code. Councilmember
Dotsch commented there is infrastructure and other things coming later that can possibly have an influence.
She wondered if there was an opportunity to be more mindful of how fast changes occur in certain areas.
Ms. Hope responded in a lot of cases, there is infrastructure. Thinking about 2,400 units divided into 10
places over 20 years, that is 240 units in each of those places which is not a huge amount and will provide
some opportunity to ensure the infrastructure matches up. Every time a project is proposed, it has to go
through a checklist to ensure the infrastructure is there or the developer pays the difference.
Council President Olson referred to the land use maps, pointing out in the packet Alternatives A and B are
both titled Focused Growth. Ms. Hope said Alternative A should be titled Focused Growth and Alternative
B should be titled Distributed Growth. She will provide Council the maps with the correct titles.
Council President Olson referred to the Growth Alternative slide and asked about the differential between
current heights and an additional floor if special community benefits are provided and how that ties in with
the additional height for green incentives. Ms. Hope relayed her understanding that Council President Olson
was asking staff to provide more details when discussing the preferred alternatives. This is still somewhat
high level and the council may choose to do a hybrid of the growth alternatives. In most, there is one floor
above the existing height limit, but in the Focused Growth Alternative it is up to 4 floors and a 5th floor if
special community benefits are provided. That is one of the options the council could choose, but is certainly
not the only option; council could choose a blend of Alternatives A and B. In Distributed Growth it is up
to 3 stories if special community benefits are provided. She will provide further details in the presentation
of the preferred alternative at the council's November 4 meeting.
Council President Olson suggested providing the boards with circles that were displayed at community
meetings. Ms. Hope agreed staff will provide those along with more detail for each center and hub. Council
President Olson observed in the Distributed Growth alternative, the hubs are more significant or more dense
than the centers. Ms. Hope responded in Focused Growth, the neighborhood centers are the biggest and
then four neighborhood hubs, which although they are smaller than the centers, they are bigger than the
seven neighborhood hubs in the Distributed Growth alternative. Council President Olson observed the
neighborhood hub in the Distributed Growth has a 4t' floor option which is more than even the
neighborhood center in that option. Ms. Hope agreed, advising council can choose a blend of A and B as
the preferred alternative. When discussing the preferred alternative, the planning board considered each one
to see what made sense, an A or B version or a slight blend. She noted as long as the alternatives add up to
the numbers, that is the main thing.
Councilmember Paine apologized for arriving late, thinking the meeting started at 7 pm. She watched the
planning board meeting and loved that there were two significantly different alternatives along with the do
nothing alternative. She expressed interest in the opportunity to not have the tallest buildings along
Highway 99 and have a more distributed pattern, envisioning that taller buildings on Highway 99 creates a
visual and infrastructure barrier between the sides of Highway 99. She hoped there would not be a visual
canyon created along Highway 99, one of the busiest and most dangerous roads in the state. She looked
forward to the discussion at next Monday's 5:30 pm meeting, noting this is an important piece of work that
the City has been working toward for the last 2% years.
Councilmember Eck asked if the ADU, DADUS, duplexes and triplexes were included or excluded from
the 2,400. Ms. Hope answered they were excluded from the 2,400.
Councilmember Nand referred to a question she sent Ms. Hope about addressing racial equity and
displacement. Goal H-2 states, "Implement measures to increase the affordable housing supply while
enhancing the public realm of growth areas." and Policy H-2.4 states, "Consider the reduction of parking
requirements for residential developments in areas proximate to transit service or based on planned
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occupancy (such as seniors, affordable units) to reduce construction costs and to promote affordability of
residential development." She expressed concern about the idea of reduced parking, pointing out during the
mandatory evacuation for Hurricanes Milton and Helene, gas stations were running out of gas due to people
trying to fill up on gas to reach safety and as a result 230 people died. With a lot of density centered in one
place, during an emergency people will not be able to rely on buses or trains to reach safety and may need
to use their car to drive away. She wanted assurance with the coming multifamily and larger buildings that
the idea of minimum parking would be preserved. Ms. Hope commented although the City has not gotten
into the zoning regulations yet, it is her intent to retain parking requirements although there may be
considerations for different housing types and in some cases it will not be one parking space per unit. For
example, senior housing or retirement homes, not everyone will be driving. She summarized there will be
some parking requirements and it will be up to the council to approve a code that supports that.
Councilmember Tibbott commented one of his overwhelming impressions of this comprehensive plan was
that it was trying to do everything, improve the environment and housing, increase density, transportation
improvements, etc. and some of them seem to be in conflict with each other. For example, the desire for
greater housing density, but also having open space and trees and preserving the environment, but also build
lot line to lot line. He asked how to interpret that for the future. Ms. Hope agreed the comprehensive plan
is tackling a lot, but at a broad level. The state GMA requires the City look broadly at transportation,
housing, including new housing requirements, environment, open space, etc. She agreed there logically
should be a balance point; for example with open space, how much open space? Choices have to be made
sometimes through codes, investment in parks, etc. She agreed it was a balancing act, just like with one's
home — you want it to be really nice but not cost a lot.
Councilmember Tibbott said if this is a 20 year plan, he envisioned a future council in 10 years coming
across a comprehensive plan element that says there needs to be high density in Perrinville and add 3-4
stories depending on whether the council chooses Alternative A or B, but what happens with stormwater
runoff with higher density? He wondered how future councils will interpret what the council is doing today.
Ms. Hope responding the comprehensive plan, the EIS, and regulations tell a story so if development occurs
in areas with existing stormwater issues, the new stormwater regulations need to be met. The new
stormwater management codes are much stricter than the ones that were in place when a lot of that
development occurred. There are still issues to consider so this council may choose not to allow as much
development in an area such as Perrinville for environmental reason and that will be reflected in the plan.
The council can review the comprehensive plan annually and if something is not working or a different
alternative needs to be considered, that can be done. The comprehensive plan is adopted by ordinance which
creates a record for future councils to follow.
Councilmember Tibbott referred to the two big boards that were displayed last night, relaying he noticed
in Alternative B with all hubs, they all have some level of multifamily development and commercial which
to him looked like transition zones that are already moving from low density housing to higher density and
more commercial uses. Those transition zones would seem to be useful for the City as it looks to add 2,400
units. He noted some of those have commercial enterprises and ownership groups that may or may not be
interested in going from one story to three stories. He asked if the comprehensive plan incentivizes that or
is it just on paper to be considered at some future date. Ms. Hope responded the comprehensive plan does
not speak to incentivizing. If council wants to consider that, it could be considered as part of a development
regulation in the future.
Councilmember Dotsch said she feels there are a lot prescriptive things in the elements that cost time,
money and staff, programs the City does not have the ability to do on its own. The elements contain a lot
of prescriptive language as well as a lot of planning jargon and some definitions are not defined. She was
still confused about the activity centers and asked if staff had a slide with the map of Edmonds with circles.
She recalled originally Highway 99 and Downtown Waterfront were separate. The comprehensive plan
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discusses quite a bit of development in the Downtown Waterfront Activity Center which is from 9t1i up to
Caspers and down to the waterfront. She did not think the DEIS accounted for any growth. Ms. Hope
responded it did. Councilmember Dotsch commented there are some intensive environmental impacts in
those areas due to proximity to the water. Ms. Hope displayed the following:
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Councilmember Dotsch continued, referring to Goal H-2.3, "Provide for a higher number of units per lot
around the transit stops in activity centers," commenting there is now a bus and bus stops on 9t' and in
residential neighborhoods, on Dayton, etc. The Downtown Waterfront Activity Center is quite large and
ill-defined with regard to how it will grow and the comprehensive plan, as written, greatly impacts that
area. Ms. Hope explained the requirements in state legislation are related to within the vicinity of to '/2
mile of a major transit center, not bus stops. Councilmember Dotsch pointed out the comprehensive plan
does not say that. She recalled that was discussed by the planning board because literally every
neighborhood is within 'h mile of a bus stop. Ms. Hope advised staff will address that.
Councilmember Dotsch asked staff to add the number of feet along with the number of stories; the existing
comprehensive plan refers to feet. Ms. Hope offered to include both, commenting some like feet and others
like stories. With regard to Councilmember Dotsch's comment that some things are still prescriptive, she
also noticed a few things that had not been swept into potential action items; staff will be looking at that.
Councilmember Chen commented special community benefit was referenced in a couple places under the
growth alternatives, in particular one the centers states if a special community benefit is provided,
development can include a 5'' floor. He asked for an example of what type of special community benefit
would qualify for a 5' floor. Ms. Hope noted more detail would be provided in the code. The idea she has
heard expressed related to special community benefit is going above and beyond the standard code such as
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8.7.a
providing extra open space, extra community amenities in addition to what would normally be required.
The exact requirement will be worked out in the zoning code.
Council President Olson referred to an earlier comment about not wanting towering buildings on Highway
99 creating a corridor effect. She agreed and supported that idea, but supported requiring some minimum
density which she did not see referenced in the comprehensive plan. She did not think there should be any
single story development on Highway 99 because, from an economic standpoint, it was not in the City's
best interest. She suggested a minimum of two stories. Ms. Hope recalled that was discussed as part of the
Highway 99 plan and there may be something in that plan. The idea was to have a Floor Area Ratio (FAR)
such that the only way it could be accomplished was two stories or the code could state a minimum of two
stories. The intent was mixed use. Council President Olson anticipated that would make the area more
walkable. Ms. Hope envisioned staff s focus would first be on what is required by the state related to
housing, but also changes on Highway 99 to support the kinds of things the council has been talking about
such as making it more vibrant.
Council President Olson referred to Policy LU-19.1 which mentions interconnected park system, relaying
when she thinks about an interconnected park system, she thought about the greenway loop proposal,
something she never understood. People go from their home to various open spaces, parks and recreational
opportunities, but they don't typically go from one to another. It would be of interest to her and likely other
community members to have interconnected business districts so people could do multiple errands. She
was concerned about a comprehensive plan policy or goal associated with interconnecting parks. She
suggested an overt conversation with council and the community to ensure that was something people
wanted; she personally did not. Ms. Hope answered it might make sense for some parks to be interconnected
such as along the waterfront, but it doesn't necessarily make sense throughout the community. Council
President Olson said she is supportive of connecting parts of the trail system, but not connecting parks.
Councilmember Eck commented a lot of the concerns tonight are addressed in policy goals. With regard to
sensitive areas and stormwater, using Perrinville as example, the goal cannot be to just build, build, build;
there can't be growth just anywhere. Builders must abide by the City's stormwater regulations and work
closely with planning & development and would not be permitted to build in sensitive areas. Ms. Hope
agreed, acknowledging the concern about environmentally sensitive areas, assuring clearly those are off
limits. Steeper slopes may be an exception; building can occur on a 15-30 degree slope, but a lot more
geotechnical work would need to be done which is more expensive for a developer so often they don't
bother with those areas. Sensitive areas like wetlands or fish habitat cannot be built on. Councilmember
Eck point out as the council discusses green incentives later on the agenda, some of what is allowed with
green incentives for DADUs would allow the DADU to be sited away from a tree to preserve it.
With regard to downtown, Councilmember Dotsch commented the way the comprehensive plan is written,
mixed use is used a lot. She asked whether BD zoning would still be allowed if this comprehensive plan is
approved. Ms. Hope answered yes, there was no reason to change it based on the comprehensive plan.
Councilmember Dotsch referred to community incentives, commenting green space, open space, retention
of trees could be an incentive for higher density. With regard to lot combination and frontage, she
commented the developer of the Baskin & Robbins halved the lots to get out of providing green space. She
suggested look at that loophole in the code, especially in downtown, to avoid losing green space and open
space as development occurs. Ms. Hope pointed out a lot of code work still needs to be done and likely will
need to be done in stages. For example, in the first six months, staff will have to focus on implementing the
state requirements, but after that a lot of things could be done to make the code better.
Councilmember Paine referred to Policy LU 26.1, relaying her hope the City can create tree care initiatives,
partner with local nurseries etc. She referred to Policy LU 26.4, "promote "right tree, right place,"
commenting sometimes there can be a grand, transgenerational tree in areas where there are views, but it
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8.7.a
provides a great deal of canopy cover. At some point the City will need to develop a tree code and policy
direction via an ordinance to be clear about doing the right thing for the environment, preserve wildlife
corridors and trees. She referred to Policy LU-26.1, "Invest in tree plantings in areas that have documented
high summer temperatures, risk of flooding and low tree canopy to enhance ecosystem services and improve
equity" which was something she wanted to focus on. Looking at the comprehensive plan through the lens
of climate action, it does a lot in really meaningful ways.
6. AUDIENCE COMMENTS
Jim Ogonowski, Edmonds, said he found the comprehensive plan discussion very enlightening. He
referred to a comment about planning for 2400 additional units, commenting he was trying to visualize
what that will look like and someone's comment that it would be distributed around ten areas in the City.
He cited the Hazel Apartments on Highway 99 which is approximately 200 units as an example; 2400 is 10
of that type of development throughout the City to reach the 2400 growth target. He found it daunting to
think of it in that sense because that is a 5-story building. He questioned whether that was what residents
want the City to look like.
Richard Bologna, Edmonds, said he believes the city council and mayor should approach the budget
deficit by not only cutting expenditures, but also maximizing revenue sources. Much of the budget gap can
be attributed to the negative effects of the Covid pandemic. By all accounts the U.S. economy has been
healthy this year, price inflation may be subsiding, and other financial indicators are improving. The
hardship to individuals of being laid off is unfortunate; area businesses operating at full capacity will
enhance City revenues. It is good to focus on building and assisting successful Edmonds businesses,
something the Edmonds Chamber does quite well. On a personal level, he would like to work within his
sphere of influence to increase parking in the downtown core which will directly contribute to generating
more business revenue in Edmonds.
Janelle Cass, Edmonds, expressed her concern with tonight's presentation on the land use and housing
comprehensive plan elements. First and foremost, there is a change in terminology on packet page 15
regarding the future land use designations that introduces "Mixed Use-3, Mixed Use-4, and Mixed Use-5,"
replacing Mixed Use Commercial, Community Commercial and Neighborhood Commercial. In the current
economy, small and medium businesses cannot compete with the demand for residential development. For
example, the project on 5t1i Avenue South that will have little viable commercial space and changes to area
like Firdale Village where there are culturally diverse small businesses that are at huge risk for displacement
when facing a residential -focused type of mixed use. The health of the City's finances is directly related to
having a balanced ratio of businesses to residential. While residential brings in property tax, it is a debit to
the balance sheet because of the services and infrastructure, whereas businesses bring in property tax, sales
tax and jobs.
Ms. Cass continued, many cities strive to have 35% commercial land use to a 65% residential use; Edmonds
is only 8% commercial and she wondered if that contributed to the current financial crisis. She urged the
council to focus on the foundational numerical assumptions that the comprehensive plan is based on; she
encouraged the council to question and push back on the assumption on packet page 10 that future housing
will only be occupied at a rate of 1.4 persons/dwelling. The current occupancy in Edmonds is 2.25/dwelling;
if that assumption were used in the calculation, the required housing goal could be reduced to 5,828.
Another important number to consider on packet page 46 is the goal of 4,123 which makes an assumption
there is currently zero capacity for ADUs; the 0 in the chart should be TBD which will bring down the
required housing numbers. Edmonds has been doing its fair share, exceeding its GMA goal year after year
and is one of the densest cities in the Puget Sound area. She urged the City to do good math and preserve
green spaces.
7. RECEIVED FOR FILING
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1. OUTSIDE BOARDS AND COMMITTEE REPORTS
2. WRITTEN PUBLIC COMMENTS
3. CIP/CFP 2025-2030 QUERIES
4. BUDGET QUERIES 2.0 -COUNCIL BUDGET QUESTIONS AND
ADMINISTRATION/STAFF RESPONSES
7. APPROVAL OF CONSENT AGENDA ITEMS
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER PAINE, TO
APPROVE THE CONSENT AGENDA.
MOTION CARRIED UNANIMOUSLY. The agenda items approved are as follows:
1. APPROVAL OF PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND WIRE
PAYMENTS
2. APPROVAL OF PROPERTY TAX AND EMS LEVY ORDINANCES
9. PUBLIC HEARING
PUBLIC HEARING ON PRELIMINARY BUDGET
Mayor Rosen opened the public hearing. He explained the public hearing will be a Q&A; each person
participating in the hearing will have three minutes to either state a comment or ask questions and he and
Acting Finance Director Kim Dunscombe will do their best to briefly answer questions. Following the
public hearing, each councilmember will have three minutes to make comments.
Jim Ogonowski, Edmonds, expressed his appreciation for this format, envisioning it would be easy to ask
a question about the budget, but it was actually more difficult than he anticipated. Part of the reason was he
has two sets of documents, the budget book and the presentations and discussions and he was having a
difficult time reconciling them. He's heard the City cut $7 million in expenses, yet he could not find $7
million in expenditure cuts in the budget book. He's heard 46 positions unfunded, but could not find 46
unfunded positions in the budget book. He's heard about a 10-year recovery plan; the budget book shows
the City is insolvent by 2027. The council adopts the budget book, not the presentations. If the discussion
topics were part of the budget book, he would have expected at a minimum decision packages associated
with each of the ideas in the presentations, but did not see any decision package in the budget book that
equate to the $7 million. He summarized his question was which should he believe, the words that are being
said or the budget that has been presented. He asked the council what success looked like for them, whether
it was simply passing a balanced budget or passing a budget that has a path to fiscal recovery of the City's
finances.
With regard to the $7 million in cuts, Ms. Dunscombe responded the budget process began will all the
approved FTE according to the ordinance, and full employment included in the budget. Directors were
asked to request everything they were proposing to do in their 2025 work plan which included professional
services, supplies, etc. That total came to $65-66 million; that budget wasn't proposed because forecasted
revenues are $52 million which would not result in a balanced budget. A budget reduction exercise followed
which resulted in a $7.5 million reduction. That is not included in the budget book, and she recognized that
was unclear when there has been reference to those numbers. She asked directors to focus on the work that
won't get done next year to assist the council and community in understanding services that will be lost by
reducing the budget.
Ms. Dunscombe continued, she accepted ownership for failing to show that math, recognizing there are in -
tune community members who wanted to be able to see that reduction whether it was FTEs, professional
services, or supplies. One of the schedules she prepared 1-2 weeks ago was a list of the positions that are
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8.7.a
no longer unfunded. The term "unfunded" changed the way FTE was presented in the budget book. That
list shows how positions are funded, whether it is by the General Fund or an allocated position, whether the
position is currently vacant or there is a person filling the position and the salary savings for 2025 and 2026.
The next piece is to show all the other choices that staff decided not to put in the proposed budget, most of
which is professional services and reductions in supplies. IT was asked to reduce their to-dos which reduced
their internal rate to departments. She acknowledged not doing a good job laying that out for the council
and the community and it is important for them to see the proposed budget was created, knowing there have
been comments that spending was reduced by $7.5 million.
With regard to the 46 unfunded positions, instead of just eliminating positions, directors wanted to use the
term unfunded where positions are still part of the approved FTE list, but funding for those positions is not
in the proposed budget. The FTE ordinance is new to staff, and in conversations with Mr. Taraday and other
directors, she was unsure about amending that ordinance until the council decides whether the positions
would be unfunded or abrogated/eliminated. That is a decision for council to make and the council's
decision will be reflected in the ordinance. In the budget book she was trying to relay the message that the
positions are proposed to be unfunded but they are still approved in the ordinance with no budget for them.
Filling any of those unfunded positions would require a budget amendment so filling the position would be
a very clear and transparent ask and could not be done without council permission.
With regard to the recovery plan, Ms. Dunscombe said Mr. Ogonowski is correct, she has not laid out in
the strategic plan a clear definition of what the recovery plan looks like. The mayor has mentioned interest
in amending the financial policies to state financial recovery would occur over ten years rather than seven
years. She anticipated through the deliberation process, council can begin to develop that plan. She referred
to Councilmember Chen's query asking that work begin on that and make clear, defined transactions to
amend the proposed budget to show that recovery in the strategic forecast.
With regard to difficulty reconciling presentations and the budget book, Ms. Dunscombe said she worked
with the directors on the content of their presentations and Mayor Rosen clearly identified what information
should be included, but she did not verify all the numbers presented by departments. For example, the Police
Department had screenshots from the budget book, but related to other presented numbers, she would need
a specific request to validate the numbers.
Mayor Rosen commented he also owns some of this. In talking about the replenishment of reserves, he
indicated the proposal of 10 years and when that clock start. That will require council action which should
have been a footnote. With regard to the open positions, they are included in the org charts but filling those
positions would require council action. His intent in showing them in the org chart was to help the
community and council understand that council approved those positions in the past and it was work the
council felt was important. In addition he has tried to emphasize via presentations the work that was not
being done to help the community understand by making cuts, less will be done. With regard to future
projections, it is a huge moving target in which the council and community have huge roles. Staff is finding
things and presenting ideas and council has not started their deliberations and amendments.
Mayor Rosen continued, on Saturday the council will start exploring revenue opportunity which will impact
what could be done in the future to offset cuts or pay off things more quickly. The revenue opportunities
include whether to annex into the RFA; the proposed budget assumes that occurs. The budget also assumes
some money from taxes be retained for which council has signaled their approval. However both those
could change, the public or council could decide not to annex into the RFA, the council could decide not to
retain the $6 million in taxes. Even if the answer is yes to all that, there is still a revenue gap. Saturday's
meeting will include discussion regarding options related yes/no on annexing into the RFA and retaining
the $6 million so the council has a sense of the financial impact, the impact on the loan amount, potential
loan payback, and replenishment of reserves.
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Theresa Hutchinson, Edmonds, explained in 2016 Edmonds hired Fitch & Associates, a regional
fire/EMS consultant to vet the Snohomish County Fire and Edmonds contract. Their study found EMS calls
make up about 86% of Fire District l's overall call volume, with fire calls at only 10%. The following
statement is taken from the Fitch report, "Given that statistic, one of the alternatives calls for moving the
fire district capability away from Station 17 all together and instead for staffing that station only with two
dedicated paramedics." That move alone could save Edmonds $1.5 million annually, money that could be
used to fund other important City services like streets or add to the City's reserves. Nothing has been done
since the 2016 report, 8 years ago, to reform the business and operations model to bring efficiencies to the
Snohomish County Fire District. She asked Mayor Rosen and/or councilmembers to speak to this.
Mayor Rosen explained the opportunity was imposed on the City when South County Fire called their
contract early. When that occurred, the council began the process of researching options. Fitch was hired
to help do an analysis; the options were to rebuild the City's own fire department, contract with another
community, the City form its own RFA via partnering with another city, annex into the RFA and renegotiate
the contract. Some of those options proved to be unviable, but council wanted to ensure decisions were not
forever and whatever decision is made allows future councils and residents to change their mind. Service
levels and how service is provided has been an ongoing question. The primary two options currently being
considered and negotiated are a contract and annexation; service levels, staffing levels, accountability for
pricing, etc. are part of those negotiations.
Bill Krepick, Woodway, said he had the same question as Ms. Hutchinson about why nothing has been
done to reformulate the delivery of fire and EMS services. A number of recent articles have shown this is
not only something raised by Fitch in 2016, but something that has been done by many EMS and fire
departments. He asked who is negotiating for the City and what their background is. He referred to the
national consulting firm Center of Public Safety and Management (CPMS), a nonprofit that does work for
municipalities and not necessarily fire departments so they have no conflict of interest. They have worked
with a city in southern California with a population of 52,000, Placentia, and have basically executed the
plan that Fitch mentioned in 2016, having separate fire and EMS departments. He asked if the City had
given up on having a city -owned department, commenting the savings that can accrue are unbelievable. He
asked the City to reconsider that and not only look at annexation or a contract. With regard to police, given
that Chief Bennett announced her retirement, she has a history with the contract police model in King
County and has said on more than one occasion how much that could save any municipality. He wondered
if the administration would temporarily slow the hiring process to understand what that could mean to the
City. He anticipated the possibility of saving $5 million via some other model, whether it is the county or
partnering with Mukilteo or Lynnwood or something else. He asked whether the administration planned to
look at something different or would hire someone to replace Police Chief Bennett.
Mayor Rosen refrained his earlier statement about the options that are available. There can absolutely be
an option to rebuild the City's own fire department. With regard to the negotiating team, it includes two
councilmembers, one of whom participated in the prior negotiations, legal counsel, himself, strategy teams
to help advise on the negotiations that include cities who recently went through negotiations, reviewing the
contracts from other cities, and a couple community members who have been following this issue incredibly
closely and providing guidance to the negotiating team were invited to participate. With regard to police,
in addition to Chief Bennett's retirement, the City has three other director openings. In a time of budget
crisis, he is looking at structure throughout the organization which includes the police department.
Consideration is being given to whether there are other ways to provide the service; one option could be
becoming a contract city, restructuring the Edmonds Police Department, considering the needs of the
community, working with others in south Snohomish County, etc. In terms of keeping the position open or
restructuring, consideration is being given to what structure makes sense in the context of providing service.
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8.7.a
That is the case for everything in the budget and all the services the City provides. If the City can do things
better, faster or cheaper, the City will course correct.
Finis Tupper, Edmonds, expressed concern with the budget, relaying he has watched the directors'
presentation and the cuts aren't enough. There has been no explanation of why the City burned through the
reserve as well as all the money received from the federal government for Covid. As an Edmonds residents
who has been involved since 1980, he anticipated the City would burn through another $12-13 million in
the biennial budget. The citizens need an explanation about where the money went before the City reaches
into their wallets and affect their ability to pay for inflation and increases in property tax, gas, food and
everything else. He said this seemed like a Dixon, Illinois, thing; where did the money go? He recommended
the City cut more than is proposed to be cut, commenting there is no pain with the proposed budget. He
accused Mayor Rosen of spending a year sitting on his hands and not taking care of the problem that he ran
on and was elected on and recommended dropping the mike.
With regard to where did it go or how did we get here, Mayor Rosen said that explanation would take more
than a couple minutes. He directed Mr. Tupper to his state of union where he started telling this story. The
City also had the most robust mid -year financial update that covered some of how did we get here and
where did it go. In addition, it was referenced in the budget presentation. A recent, very extensive article in
My Edmonds News, a transcript of a conversation, goes into additional detail. He encouraged Mr. Tupper
to visit those to get sense of where it went and he hoped that would help him understand the story. If there
are things that were not included in the story, he welcomed knowing that. With regard to the pain, directors
have described the impacts of cuts at the last several council meetings. Council is now rolling up its sleeves
to consider options for filling the gap, whether that is further cuts, different cuts, what that means to the
community, and whether they ask the community for help.
With no further public comment, Mayor Rosen closed the public hearing.
Councilmember Nand thanked the all engaged community members for coming to the meeting and showing
how democracy works and holding electeds accountable. She voted on 2022 and 2023 budgets and if she
and her fellow councilmembers made unwise decisions, they should be held accountable through the
political process. Each director makes proposals, the council approves them as the budget is their purview.
The council got the City into this mess, not the administration and the council is now trying to get out of it.
To the comment regarding pain, the council has gotten dozens of emails from families mourning the fact
that the gymnastics program is proposed to be defunded. When the council defunded the Meadowdale
Preschool last year, many families with young children lamented the fact that an affordable program that
served young families was being taken away. The council is inflicting pain which is very tragic but
necessary.
Councilmember Nand reiterated the council approves budgets, directors make proposals, projects, staffing
and decision packages they feel will enable them to do their job to the best of their ability and the council
either says yes or no via vote of the council. The public should hold the council accountable; it is the job
they signed up for. She was proud of engaged community members for holding the council accountable.
She was also very proud of the directors and staff for leading the City through an incredibly difficult and
painful period. She commended Ms. Dunscome for doing an excellent job putting forward the
administration's budget proposal. The budget is just a proposal at this point and it's very likely the council
will rip it apart. This will be a very difficult budget year, and she commended Ms. Dunscome for the level
of financial transparency and accountability that she and her team built into the budget.
Councilmember Paine relayed the council has heard from the public about their interest in the council
continuing to talk about revenue options. That should have been done at the beginning of year. She recalled
meeting with the council president earlier this year to discuss available options, an interesting conversation
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because there are a lot of options. The City does not have a strong sales tax base because it is balanced with
automobile sales, about a 60/40 split. She intends to work with the council and the public to consider other
sales tax options. One of her ideas is a local marijuana and alcohol surcharge/sin tax. She looked forward
to hearing from the community about options they have seen succeed in other communities. With regard to
what is success, to her budgeting is a team sport and everyone needs to work together to make things come
together.
Councilmember Dotsch thanked the engaged citizens for participating in this process and expressed her
appreciation for the citizens who have been contacting councilmembers. With regard to the comment that
the cuts aren't enough, in looking at the budget and having run a business, the City needs to spend within
its means. One of the reasons she ran for office was the importance of the City's commercial; revenue is
not just bedrooms, having a balance is important and finding way to expand revenue beyond property
owners. Edmonds needs to be mindful not to get out over its skis and doing more than it can fiscally and
responsibly do. She supports looking at all the options, both cuts and revenue sources. She suggested having
a number associated with the revenue sources; $10,000 or $20,000 is just a piece of sand on the beach; the
council needs to think broader. With regard to police, her office was in Shoreline and she worked with the
Shoreline policing model. The community's highest priority in the recent survey was public safety; there
are a lot of people in the higher crime areas on Highway 99 asking about the City's plans. There is a balance
between the budget, costs, delivery of services and what the community wants. Edmonds provides
phenomenal service for the community, but there is a budget crisis. With regard to fire service, she is
interested in exploring all options. As a councilmember, she is not involved in the negotiations, but hopes
to hear more about it.
Council President Olson thanked the resident who mentioned revenues, agreeing that is a critical component
that the council plans to tackle at Saturday's meeting. She gave kudos to the administration who have looked
at some revenue options and have definitely made a lot of reorganization and structural addressing of
expenditures and made reductions this year. The City needs to stop the bleeding and live within its means
which sometimes means you will miss the things you used to spend money on. Just like in people's personal
lives when there are fluctuations in income, sometimes you get to do what you want to do and sometimes
you don't, and this is one of times where the City doesn't get to do everything it wants. The cuts are really
painful; councilmember know people affected by the cuts and jobs that are going away and her hearts hurts
for them and their families. She recalled another councilmember saying the city government is not a jobs
program; it is here to serve and meet the needs of the community and the community's priorities need to
direct spending.
With regard to police, Council President Olson said the City's police and merchants have made a big impact
on creating the community people enjoy in Edmonds, the art flavor and the personality, and the council and
community need to figure out what they are willing to lose in the process. That is what the mayor's long
term plan is, getting community buy -in and financing it through revenue generation as well as
reorganization to provide what the community wants. There is a way to get what the community wants, but
that requires buy -in, and if not, Edmonds will be a community that's a little different. She has been on
taskforce having conversations with RFA. She has been impressed with Mayor Rosen, City Attorney Jeff
Taraday, and Councilmember Tibbott for their enormous contributions. She negotiated contracts for a living
when she was a government contracting officer and is a certified government contracting officer and pricing
specialist.
Councilmember Tibbott relayed the council has considered sales tax revenues and other revenues. This is
the first year that sales tax revenues in Edmonds are anticipated to exceed property tax revenues. That has
been a robust growth area for the City and hopefully will continue. One of the sources of revenue has been
online sales; he has been told by experts that that source of revenue, although it has grown rapidly in the
last 3-4 years, is likely to plateau so increases in sales tax revenue will have to come from other sources or
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the next generation of online sales. The council is talking about numerous revenue sources including
parking meters downtown, or a B&O tax, all things the council doesn't relish imposing. With regard to the
comment about the City structure, he has had a number of conversations with the mayor about how
departments could be restructured and he was very impressed with the mayor's creativity and flexibility
and citizens can be confident the administration is being very forthright, working with directors and staff
to develop efficiencies that have not been seen before. Cities across the state are looking for the same kind
of things. He was hopeful the budget difficulties will also result in better government. With regard to police
and fire services, the number of fire stations could be reduced, but that would also increase response times
and likely result in fewer EMTs and firefighters on scene. That would be one of the losses that the public
could expect with Edmonds' having its own fire department.
Councilmember Chen expressed his appreciation for the administration, councilmember and citizens, they
all care about Edmonds and are going through this difficult budget time together. With regard to the
inconsistencies between he budget book and the budget presentations, he anticipated it was due to time
constraints and the biennial budget which is a different approach. It is an ongoing process; assumptions
were made in developing the budget, some of which were documented in the budget book and some were
not. For example, the assumption the City will annex into the RFA was documented and shows up in the
strategic outlook, but the recovery plans are not documented which is why the forecast shows the City
insolvent in 2027. There needs to be consistency going forward to document the assumptions and the
approach.
With regard to the council's responsibility for how the City got here, Councilmember Chen agreed the
council had a role in it and should be held accountable. Personally he appreciated and supported the
administration's work 120%, but he has always said councilmembers need to maintain their independence.
When they see opportunities or different approaches, they shouldn't just rubberstamp it, they should
exercise their independent analysis and judgment and not just be a nice person. He learned that and it is part
of the reason for how the City got here. Each councilmember only has one vote. With regard to what success
looks like, to him success is in looking at revenue options and opportunities for streamline and restructuring
operations, inflation is the truth. The community needs to come together, face this together, raise revenue,
cut costs, restructure and come through it together with a balanced budget for the next two years and years
to come.
Councilmember Eck agreed with many of the councilmembers' remarks. It is an instrumental part of an
effective democracy for the public to speak. She thanked the public for attending either in person or online;
spending their evening with council and sharing their input is extremely important to the process. She
expressed appreciation for the written comments the council has received, they add to the council's thinking
and make a difference. With regard to there not being enough pain, the City already has a lower staff count
per capita and the proposed budget reduces that ratio even further. She assured the City will come out of
the budget process with pain; the cuts that have been presented are painful and the pain to the community
means some things will not get done, hard choices will have to be made. It also means some services that
residents receive will not be done as often as they would like or not at all. The council is weighing that and
taking it extremely seriously. No matter how one looks at the budget, the cuts will be painful and significant.
Having said that, she recognized the council cannot cut its way out of this. As someone who has worked on
budgets in the other part of her part of life for many years, cuts will not be enough. The word revenue can
be striking, but it doesn't mean just taxes. The council needs to look at everything and comb through it very
carefully to find the right answers. A mix of revenues and serious, painful cuts are completely warranted at
this time.
10. COUNCIL BUSINESS - CONTINUED
1. 6-MONTH O&M CONTRACT WITH ECOREMEDY, LLC
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This item was removed from the agenda via action taken under Agenda Item 4.
Mayor Rosen declared a brief recess.
2. POTENTIAL ACTION ON PERMIT PROCESSING TIMELINE AND PUBLIC NOTICE
CODE AMENDMENTS TO ACHIEVE COMPLIANCE WITH MANDATES IN SB 5290
AND HB 1105 (FILE NO. AMD2024-0002)
Acting Planning Manager Mike Clugston recalled this topic was introduced to the council on September 24
and a public hearing held that evening. No public comments were received. Staff recommends council adopt
the ordinance in Attachment 6 and either use the planning board recommended language in Attachment 4
or the staff recommended language in Attachment 5. The only difference between the two versions is staff s
version retains language about refunds in SB 5290 and the planning board recommends removing that
language if it is not required since the City already meets three of the process for permit streamlining. Staff
believes it's useful to retain the references to refunds as a reminder about the possible requirement in the
future.
Council President Olson referred to her request to identify the location in the ordinance where the language
differed; she was unable to find the difference between the staff and planning board's recommendations.
Mr. Clugston relayed there are a couple places where "refund" is mentioned. There is existing language in
the code regarding refunds for an application that expires; no change is proposed to that language. That
occurs if an applicant submits an application and it does not continue, but staff has spent some time on it,
the applicant can request a refund of unspent funds for staff review time. The planning board recommended
language regarding refunds related to SB 5290 is in Attachment 4 (packet page 226); Section C on that page
be removed, compared to the staff recommended version in Attachment 5 (packet page 256), where Section
C regarding Permit Application Fee Refunds is retained.
Council President Olson asked about time criticality, would it be problematic to verify the versions and
bring approval back on the Consent Agenda. Mr. Clugston answered it would not be problematic.
A MOTION WAS MADE BY COUNCIL PRESIDENT OLSON AND SECONDED TO ADOPT THE
ORDINANCE IN THE PACKET WITH THE PLANNING BOARD RECOMMENDATION
INCORPORATED ON THE NEXT AVAILABLE CONSENT AGENDA.
Councilmember Paine expressed support for the motion. She felt the council could approve it tonight as the
council has already touched it once and it doesn't need to be brought back on the Consent Agenda. She
agreed with the planning board's recommendation.
Councilmember Tibbott said while he agreed it could always be brought back, staff s recommendation to
retain the refund language may provide continuity for future changes. He asked Mr. Clugston to describe
the value of retaining that language for future use. Mr. Clugston responded sometimes language in RCWs
exists and staff doesn't necessarily know about it or they learn about it in the process of their work. With
the loss of staff knowledge over the past several years, he could see that possibly happening in the future
which is why he believes it is useful to retain the language, particularly with something as important as
refunds. The City will be reporting to Commerce every year but retaining the language is a belt and
suspender approach.
MOTION CARRIED UNANIMOUSLY.
3. GREEN BUILDING INCENTIVES CODE AMENDMENTS
Planner Tristin Sewell introduced Building Official Leif Bjorback. He reviewed:
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8.7.a
Brief Summary
o Buildings emit most of Edmonds' local climate pollution. Residences emit over a third
o The 2020 Comprehensive Plan and 2023 Climate Action Plan identify green building
incentives as necessary to achieving our climate goals.
o These incentives would encourage development with reduced environmental impacts via
optional permit review and land use incentives
o Planning Board and Climate Protection Committee recommend
Tonight's Discussion
o Seeking direction on draft final amendments
o Presenting land use incentive alternatives addressing concerns and questions
o Modular options to simplify discussion and decision making
o No changes to permit review incentives
Baseline — Previously presented draft
o Land use incentives drawn from existing examples
■ Using language from a different zone (e.g. pitched roof bonus, adopted residential setbacks,
increased multifamily density, etc.)
■ Modeling after existing precedent in MWU and RM zones
o Balancing act — enough to encourage more "green" building
o Considering impact on staff administering code
Built Green 4-Star
Built Green 5-Star or
better get setbacks
one zone smaller
(i.e., RS-10 to RS-8)
Multifamily Residential Commercial
Business (B) Zones
(RM)Zones (C)Zones
LEED Gold or Built Green 4-Star Multifamily
Choose one:
• +5' in addition to the
+5' where all portions existing pitched roof
above height limit are bonus of Ch.16.30
sloped z 4-in-12 • Maximum unit density
increased one tier (i.e.,
RM-3 to RM-2.4)
1 per dwelling unit
N/A
+5' plus the 5' pitched roof
bonus for all portions sloped
at least:
+5'
3-in-12 BC (CW only)
4-in-12 BN, BP
6-in-12 BD5
N/A BD1 - 4
1 per dwelling unit
1 per 500 sq. ft. leasable commercialfloor area
Predominant Concerns
o Building height (esp. residential)
■ Primary dwellings
■ Detached accessory dwellings
■ Choice of height OR density for multifamily
o Residential setbacks
■ Primary dwellings
■ Detached accessory dwelling
■ No setback incentive proposed for multifamily residential
What green building can look like
o RS-6 Five Foot side setback
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8.7.a
L
7t' Ave S and Spruce St
• Four Alternatives
All Green -Certified Residential Development
A: No residential height incentives
B: No RS setback incentives
Green -Certified Detached Accessory Dwellings
C: No height incentives for detached accessory dwellings
D: No setback incentives for detached accessory dwellings
Mutual inclusivity: Adopting A also adopts C, and B adopts D
RED highlights changes over baseline proposed draft
• Current proposal
Primary
One district 25' 5'sloped 4-in-12
30'
smaller*
Attached ADU
Same as Same as Same as Primary
Same as
Primary Primary
Primary
2-Story DADU
Same as 24' 5'sloped 4-in-12
29'
Primary, with
10' DADU rear
setback
1-Story DADU
Same as 15' 5'sloped 4-in-12
20'
Primary, with 5'
DADU rear
setback
*Requires 5-Star or better. Each building certified separately.
• Alternative A
— No Residential Height Incentive
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8.7.a
Primary One district 25' None 25'
smaller*
Attached ADU Same as Same as None Same as
Primary Primary Primary
2-Story DADU Same as 24' None 24'
' Primary, with
10' DADU rear
setback
1-Story DADU Same as 15' None 15'
Primary, with 5'
DADU rear
setback
*Requires 5-Star or better. Each building certified separately.
• Current Code:
Multifamily Residential
Retain existing height limit:
• 25' +5' if sloped >_4-in-12 = 30' total
Density one zoning district smaller
(e.g., RM-2.4 to RM-1.5)
• 5 units on 7,500 sf vs. 12,000 sf
• +60% dwelling unit density
Outwardly the same as today's code
One parking space per dwelling
• Alternative B — No Residential Setback Incentive
Primary
No incentive
25'
5'sloped 4-in-12
30'
Attached ADU
Same as
Same as
Same as Primary
Same as
Primary
Primary
Primary
2-Story DADU
Same as
24'
5'sloped 4-in-12
29'
Primary, with
10' DADU rear
setback
1-Story DADU
Same as
15'
5'sloped 4-in-12
20'
Primary, with 5'
DADU rear
setback
• Alternative C — No DADU Height Incentive
Primary
One district
25'
smaller
Attached ADU
Same as
Same as
Primary
Primary
2-Story DADU
Same as
24'
Primary, with
10' DADU rear
setback
1-Story DADU
Same as
15'
Primary, with 5'
DADU rear
setback
5' sloped 4-in-12 30'
Same as Primary Same as
Primary
No incentive 24'
No incentive 15'
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8.7.a
• Alternative D — No Setback Incentive for DADU
Primary One district 25'
smaller
Attached ADU Same as Same as
Primary Primary
2-Story DADU No incentive 24'
1-Story DADU No incentive 15'
5'sloped 4-in-12 30'
Same as Primary Same as
Primary
5'sloped 4-in-12 29'
5' sloped 4-in-12 20'
Staff recommendation
o Adopt the baseline proposed amendments as the most comprehensive and effective incentive
package capable of capturing the greatest amount of certified green development
o Supported by the planning board and Mayor's Climate Protection Committee
o Provide staff any additional input on incentives not discussed
Next Steps
o Staff drafts code amendment responsive to council input
o Council action: early November
A. Approve Green Building program
B. Approve modified Green Building program
■ Using one or more presented alternative(s)
■ Using one of more presented alternative(s) and other changes
■ Using other changes
C. No action now
Councilmember Tibbott explained several councilmembers participated in a tabletop exercise at the
PSPHSP Committee meeting which helped him understand what could potentially be achieved. He is
inclined to approve both height and setback incentives for the main residence but not the ADU. The main
reason is in most cases an ADU will be added to properties and has the greatest potential for impacting
nearby properties. With the potential of a 30' ADU within the proximity of someone's backyard or privacy
area, he preferred not to have those throughout the City so it would be better not to allow the extra height
and setback reduction for an ADU.
Councilmember Tibbott referred to staff s response to his question about the BD5 area which currently
allows up to 30' heights so ADU's would be allowed up to 35' with a pitched roof. BD5 is primarily
developed with one-story historic homes and he found that in conflict with the comprehensive plan in terms
of maintaining historic structures, and the potential for 35' buildings to impact the view corridor. Staff also
responded to his question about rooftop utilities, in commercial zones there are flat roofs with utilities on
top and the building code requires screening. However he did not realize in addition to 30', there is also the
potential for 3.5' for a railing. Therefore adding a 5' incentive could result in some building in commercial
zones being 38.5' which may not have been what the public has in mind.
Councilmember Tibbott recalled asking staff about roof top utilities related to sloped roofs, and he wasn't
clear whether that was allowed. Staff referenced the building code, but that is a something that needs to be
clarified. If a heat pump can be attached to a sloped roof, he was unsure that was much of an incentive. If
rooftop utilities were inside an attic area, that would be different. He summarized he did not think these
green incentives were ready for passage tonight. He needed some clarifications and wanted to hear more
about how the height incentives would work in commercial areas.
Councilmember Eck thanked staff for taking the council's comments to heart and returning with these
alternatives. She was concerned about changing the proposed green building incentives so much that they
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8.7.a
do not attract builders to build green although she understood the concerns about height and setback. As
one thinks about smaller lots in the Bowl, without green incentives, she wondered if there was a lot of pent
up demand to build on those lots. Mr. Sewell answered in a lot of the already developed areas, there is
potential through the remodel pathway Built Green offers. Redevelopment is a bit more limited due to cost.
However, it is easier to hit the constraint of lot coverage maximum on smaller lots. That incentive was
removed during discussions with the planning board. People want a certain size home and are little less
sensitive to the size lot it is on.
Councilmember Eck commented with very small lots, a DADU may not be an option. Her tendency was
toward the baseline proposal based on recommendations from the Planning Department, Planning Board
and Mayor's Climate Protection Committee's. Knowing the market will self-select a lot of what will
inevitably happen, some lots in Edmonds will not be attractive to a builder.
Councilmember Nand referred to Alternative C, no DADU height incentive, and wondered if this was a
more academic options as she hasn't seen tall DADUs. The concept of adding stairs or a ladder becomes
very awkward in a constrained space. If the council were to concede something for those more concerned
about the impacts to neighbors, would that be lower hanging fruit trying to get green built incentives along
with ADUs and DADUs. Mr. Sewell responded that is a well -taken point, akin to Councilmember Eck's
point of market self-selection. Housing is a product and consumers have preferences about the produce they
buy. An envelope can only be pushed so far with certain design choices. There is also the chicken and egg
aspect, one doesn't see things because the code says you cannot have them. It's hard to know what the
result of the code change will be.
Councilmember Dotsch said she was trying to understand and balance the number of changes coming to
single family zoning due to comprehensive plan update and HB 1110. HB 1110 allows lots up to 2000
square feet; this incentive program will need to consider even smaller lots. She asked how to make that
compatible. Mr. Sewell answered that is an open question. This program was drafted with the current code
in mind. There are elements that can be transposed forward as they compatible. Having Brad Shipley back
in a term limited position, staff has already had casual discussion about what that level of compliance looks
like. He summarized these regulations are for today and not for tomorrow.
With regard to writing code, Councilmember Dotsch recognized there is limited staff and limited time. She
assumed if this code is written now, once the comprehensive plan is completed, it most likely will have to
be rewritten to be compatible with HB I I10. She was trying to understand how there could be a more
holistic approach to including green building incentives. She referred to a photograph Councilmember
Tibbott displayed at the committee meeting and sent to council, commenting the photo illustrates setbacks
getting smaller and with each having a driveway, there is no parking on the street. The photo also shows
two cars parked haphazardly on a green area in front of one of the houses because there was no street
parking. In 13135 or single family neighborhoods with cul-de-sacs or small lanes which exist all over
Edmonds due to annexing semi -rural areas, they may not be able to handle the parking reductions. To
Councilmember Eck's comment, she asked if some things could be required by code for the primary
structure and the ADU/DADU if it was something the council wanted, and not have it be an incentive. She
asked how the green incentive program matched up with the community incentive program since they both
involve heights, bulk, and parking reductions. Mr. Sewell responded he is aware of the community incentive
program but has not been involved with it.
Councilmember Paine said she liked how the options had been developed. She commented the agenda
memo describes how this won't be supportive of having green buildings. She referred to Alternative B and
the pitched roof bonus, noting the pitched roof adds to how housing fits in neighborhoods. Otherwise there
are massive, square, blocky buildings that do not always allow for light, air and peekaboo views, things that
people like. Pitched roofs also accommodate things to make a house more green and having that available
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8.7.a
makes it an option to include for people building a DADU. If the primary structure isn't Built Green, it may
be great to have something more affordable to operate as an ADU on the property. In Edmonds, having
generational housing is supported by cheaper ADU or DADU which includes green incentives which make
them cheaper to operate. She appreciated staff developing and explaining the alternatives; the only one she
would be comfortable adopting was no setback bonus, particularly in the smaller RS zones.
Councilmember Paine asked how green building incentives for residential and multifamily comply with
HB 1110 and other new legislation. Mr. Sewell answered it certain complies and is crafted around the
current ADU legislation, HB 1387. With regard to HB I I10, an easy switch is duplexes are counted as
single family in the residential building code and the same fleet of incentives that apply to single family
could apply to a duplex. A duplex is only one building type in the list of nine that HB 1110 requires the
City adopt six. Staff can shop around how the different building typologies are applied and how they fit in.
The Built Green certification program groups townhomes into the same scoring system as single family
residential so that is a compatibility bonus. The application and roll out of townhomes in places in Edmonds
where they perhaps haven't been before would be relatively compatible with the green building incentive
program. Whether the council applies a more multifamily model for the incentives to those levels of density,
number of dwelling units, housing typologies, etc. is open to discussion.
Councilmember Paine hoped the council would make a decision soon, recognizing minor fixes could be
made if necessary with the implementation of HB 1110. She looked forward to getting the green building
incentives program passed this year.
Council President Olson thanked staff for going above and beyond to help the council understand and found
very resourceful ways to ensure the council understood. She recalled the presentation mentioned light and
asked if that was one of the incentives from the LEED program where points are awarded for light inside a
unit. Mr. Sewell responded natural lighting is often considered an element of green building design and a
pretty standard practice such as was implemented in the Waterfront Center. He didn't know for sure that
was the case as he had not read their LEED scorecard, but having been in the space, that was something
they capitalized on.
Council President Olson commented natural light would be hard to achieve if the setbacks aren't very big
so it would be unlikely that someone would choose that LEED incentive if the structure was 5' from the
neighbor or the property line. Mr. Sewell answered that is part of choice, it is a choice how to implement
and earn points for certification. If capturing natural light is one of the lower hanging fruits, he envisioned
they would make design choices around that. If it is harder to achieve due to things on the site such as large
trees, they probably will make other design choices. The flexibility and options is what an incentive program
like this offers. It is not to force anyone to an specific thing or fleet of things, but to have options available
to make design choices based on consumer preference.
Council President Olson relayed she feels strongly she did not want to give people the option of building
that close to their neighbor. She preferred not doing any of the setback options and definitely not for
DADUs. She thanked staff for their transparency and bringing up the fact that council had already made
concessions on setbacks in DADU code. She has seen so many pictures and personally seen things that do
not feel or look good. To the extent the council has control, it should be allowed in the code. She supported
not having any incentives related to setback. If other councilmembers felt strongly about doing it for the
primary residence, she could live with that more easily than she could with the DADU. She also did not
want a height incentive for DADUs.
Council President Olson continued, there are a lot of one level single family homes that are in good
condition and aren't going anywhere or getting built up. If there's room on the property to build a DADU,
they absolutely might. There will be an incentive to build a 24' DADU instead of 15' to provide more
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8.7.a
square footage and higher rent or more living space. She has personally seen examples as well as a lot of
photographs of tall skinny DADUs on single family lots next to single level single family homes and a 29'
DADU (which could be achieved with green incentives) looks weird next to a 15' single family home. She
did not like seeing that and felt the council owed residents to protect the look and feel of neighborhoods.
One of the options staff displayed was do nothing, but she felt the City could at least do the expedited
processing as that is non -controversial. She preferred to wait to approve any incentives other than the
expedited processing until the comprehensive plan is finalized so the impacts of additional height in that
plan can be considered.
Councilmember Chen echoed the comments about flexibility and transparency and incorporating the
council's comments into the program. He asked if delaying the green building incentives until the
comprehensive plan is complete would delay the process for homeowners who want to build a DADU but
are waiting for the green incentive program. Mr. Sewell answered it is certainly a possibility. In the case of
ADUs, whether they have the option of green incentives may not drastically change the number that are
built or the timeline in which they are developed. It will change the manner in which they developed;
whether they are certified Built Green or not. The demand for them is latent and independent of the
availability of the green building incentives. There may be some that won't be built, but he did not think it
was a major contributing factor based on his experience and what he is hearing from the community.
Councilmember Chen asked if implementing a green building incentive program will increase or decrease
permits and the City's income. Mr. Sewell answered staff has kept fees out of this proposal, there are no
financial incentives. There will be staff time involved with an expedited process, a tighter window in which
to respond to applicants and provide reviews. He was unsure if a financial analysis had been done regarding
that. Mr. Bjorback said it didn't seem appreciable or worthy of dramatic concern. Mr. Sewell said as far as
property value revenue, that math has not been done and would be interesting to learn more about.
Councilmember Chen commented from a construction perspective, green incentives increase the cost of
construction so the value of the product would also increase.
Councilmember Eck said the reason for this program is to reach the City's climate goals. She believed green
incentives were a vital part of that since greenhouse gas emissions largely come from buildings. Shoreline
adopted green incentives with no dramatic changes overnight. It was her understanding developers who
utilize green incentives have been primarily multifamily. When looking at it from a financial standpoint,
developers are looking at scale. She envisioned Edmonds would have a similar experience. She did not
want to whittle down the incentives too much more because the City has climate goals to meet. Not all
developers will want to utilize green building incentives and those that do are likely to be developing
multifamily. Mr. Sewell agreed, multifamily is where the meat of the residential aspect of the program lives,
where there is more to offer and more to gain.
Councilmember Paine relayed her understanding this complies with the ADU legislation, observing the
incentives might change a little with the comprehensive plan depending on height. This is a great time to
put this program in place so there isn't another moving piece with all the other development codes that need
to be revised with the adoption of the comprehensive plan. This is the third or fourth time the council has
considered this program and she urged councilmembers to adopt it. She emphasized there is a climate crisis;
the southeast has had terrible storms. A recent Washington Post article said the cost for the impacts of
climate change is extraordinary and going up at a parabolic rate. The things that can be done now to support
the climate are super important. There might be some ADU development which she anticipated would help
families and having the green incentives would be great for the planet. She urged councilmembers to get
this done this year as it is compliant with HB 1337.
Edmonds City Council Draft Minutes
October 29, 2024
Page 23
Packet Pg. 158
Councilmember Dotsch referred to capturing natural light, pointing out if someone builds a structure higher
than their neighbor or cuts down trees or vegetation, that could provide natural light. She worried about
what was incentivized and the byproduct. If a bonus is offered for height, development will occur up to that
limit and the neighboring home, which may not have the financial wherewithal to do anything, often ends
up selling their house or lose their light. This is a great foundation, a green building incentives program is
in the existing comprehensive plan, but she did not think delaying a few months would have a dramatic
impact. She referred to a Conservation PRD which is allowed on smaller lots and asked if that could be
applied to ADUs so an ADU could be sited on a lot to preserve trees. Mr. Sewell answered that is the same
intent as the setback incentives. The conservation subdivision process allows lots to allocate portions of the
land for conservation of significant natural resources which are set aside and in exchange, the lot minimum
is eliminated, the density remains the same, setbacks are reduced and there are no particulars about lot width
which provides much more flexibility in the lot layout. It can lend itself to unique property development in
an attempt to leave a portion untouched. The setback incentives attempt to mimic that to an extent.
Councilmember Dotsch relayed she was inclined to wait to adopt this program until after the comprehensive
plan and compliance with HB 1110 are complete.
11. EXECUTIVE SESSION: PENDING OR POTENTIAL LITIGATION. RCW 42.30.110(1)(I
At 9:10 pm, the Council convened in executive session to discuss pending or potential litigation per RCW
42.30.110(1)(i) for a period of 20 minutes.
Executive session extension
At 9:30 pm, Mayor Rosen announced that the executive session would be extended to 9:35 pm.
12. RECONVENE IN OPEN SESSION
The meeting reconvened at 9:35 pm.
ADJOURNMENT
With no further business, the Council meeting was adjourned at 9:35 pm.
Edmonds City Council Draft Minutes
October 29, 2024
Page 24
Packet Pg. 159
8.8
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of claim checks and wire payments.
Staff Lead: Kimberly Dunscombe
Department: Administrative Services
Preparer: Nori Jacobson
Background/History
Approval of claim checks #264714 through #264834 dated October 23, 2024 for $472,019.71 (re -issued
check #264814 $796.59), claim checks #264835 through #264929 dated October 30, 2024 for
$1,374,556.48, claim checks #264930 through #264935 dated November 1, 2024 for $975,486.56, claim
checks #264936 through #265018 dated November 6, 2024 for $522,357.38 and wire payments of
$61.32, $2,731.36, $17,275.31, $4,953.89 & $1,722.57.
Staff Recommendation
Approval of claim checks and wire payments.
Narrative
The Council President shall be designated as the auditing committee for the city council. The council
president shall review the documentation supporting claims paid and review for approval by the city
council at its next regular public meeting all checks or warrants issued in payment of any claim, demand
or voucher. A list of each claim, demand or voucher approved and each check or warrant issued
indicating the check or warrant number, the amount paid and the vendor or payee shall be filed in the
city council office for review by individual councilmembers prior to each regularly scheduled public
meeting.
Attachments:
Claim cks 10-23-24 Agenda copy
Claim cks 10-30-24 Agenda copy
Claim cks 11-01-24 Agenda copy
Claim cks 11-06-24 Agenda copy
Packet Pg. 160
8.8.a
apPosPay Positive Pay Listing Page: 1
10/23/2024 8:51:24AM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
065052
AARD PEST CONTROL
264714
10/23/2024
109.40
000135
ABSCO ALARMS INC
264715
10/23/2024
893.88
078938
ALLOY ARTS LLC
264716
10/23/2024
3,526.83
001528
AM TEST INC
264717
10/23/2024
265.00
079725
BAHR, DANE
264718
10/23/2024
142.00
075600
BARKSDALE, JESSICA
264719
10/23/2024
482.00
079594
BARTOY, JENNY
264720
10/23/2024
629.00
075941
BELL, LAURIE
264721
10/23/2024
154.00
079730
BENDER, DAVID H
264722
10/23/2024
100.00
079727
BLEVINS, KIMBERLYANN
264723
10/23/2024
75.00
079713
BOOK HOUSE PUBLISHING LLC
264724
10/23/2024
204.00
070052
BOONE, MARY ELIZABETH
264725
10/23/2024
366.00
002800
BRAKE & CLUTCH SUPPLY
264726
10/23/2024
215.98
072005
BROCKMANN, KERRY
264727
10/23/2024
2,191.24
079589
BURKHALTER, NANCY
264728
10/23/2024
162.00
079637
BUSTILLO, ROMSON REGARDE
264729
10/23/2024
1,000.00
073029
CANON FINANCIAL SERVICES
264730
10/23/2024
520.36
077353
CAPITOL CONSULTING LLC
264731
10/23/2024
3,900.00
071816
CARLSON, JESSICA
264732
10/23/2024
683.10
078852
CEBAN, DAN
264733
10/23/2024
474.08
003510
CENTRAL WELDING SUPPLY
264734
10/23/2024
37.74
073249
CG ENGINEERING, PLLC
264735
10/23/2024
7,740.00
072473
CHANCE, MEGAN S
264736
10/23/2024
198.00
019215
CITY OF LYNNWOOD
264737
10/23/2024
42,307.00
072746
CONSOR NORTH AMERICA INC
264738
10/23/2024
7,309.00
060914
CUMMINS SALES AND SERVICE
264739
10/23/2024
82.05
073823
DAVID EVANS & ASSOC INC
264740
10/23/2024
471.00
079596
DAVIS, LAUREN
264741
10/23/2024
198.00
079417
DE DAKIS, JOHN H
264742
10/23/2024
624.00
079013
DEALERSHIP GLASS AUTO GLASS
264743
10/23/2024
44.14
079614
DRY BOX INC
264744
10/23/2024
165.75
079590
DUNN, ROXANAA
264745
10/23/2024
310.00
078791
EDM ARTS FESTIVAL ASSOCIATION
264746
10/23/2024
3,700.00
007775
EDMONDS CHAMBER OF COMMERCE
264747
10/23/2024
10,000.00
076610
EDMONDS HERO HARDWARE
264748
10/23/2024
100.05
008705
EDMONDS WATER DIVISION
264749
10/23/2024
12,018.15
008812
ELECTRONIC BUSINESS MACHINES
264750
10/23/2024
629.41
079517
ELECTRONIC MOBILE SOLUTIONS
264751
10/23/2024
4,716.60
078931
ELLIOTT, ANNE E
264752
10/23/2024
624.00
079627
ELYANOW, REBECCA
264753
10/23/2024
2,000.00
008969
ENGLAND, CHARLES
264754
10/23/2024
374.00
009350
EVERETT DAILY HERALD
264755
10/23/2024
297.56
079599
FAIRCHILD, CHRISTINE M
264756
10/23/2024
587.00
079622
GABRIELLE WILDHEART STUDIO
264757
10/23/2024
2,000.00
076809
GAGNER, SAMUEL
264758
10/23/2024
482.25
074358
GEO-TEST SERVICES
264760
10/23/2024
5,671.00
079735
GEOSYNTEC CONSULTANTS INC
264759
10/23/2024
2,550.00
063137
GOODYEAR AUTO SERVICE CENTER
264761
10/23/2024
768.62
012199
GRAINGER
264762
10/23/2024
365.06
076436
GRANITE CONSTRUCTION CO
264763
10/23/2024
900.00
074722
GUARDIAN SECURITY SYSTEMS
264764
10/23/2024
69.53
063819
HALL, LESLIE
264765
10/23/2024
198.00
079624
HAMILTON, GLEN E
264766
10/23/2024
162.00
Page: 1
Packet Pg. 161
apPosPay Positive Pay Listing
10/23/2024 8:51:24AM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
079716
HART, RICHARD
264767
10/23/2024
102.00
073796
HARTWELL, ELENA
264768
10/23/2024
524.00
079717
HEALING ENERGY & MASSAGE PLLC
264769
10/23/2024
120.00
013140
HENDERSON, BRIAN
264770
10/23/2024
678.79
066575
HERC RENTALS INC
264771
10/23/2024
1,328.61
074966
HIATT CONSULTING LLC
264772
10/23/2024
200.00
061013
HONEY BUCKET
264773
10/23/2024
1,957.91
079715
HOPPER, DAREN
264774
10/23/2024
432.50
066265
INDUSTRIAL SCIENTIFIC CORP
264775
10/23/2024
653.14
072627
INTRADO LIFE & SAFETY INC
264776
10/23/2024
537.50
074597
KENDALL, WENDY
264777
10/23/2024
162.00
079591
KENNEDY, CECILIA
264778
10/23/2024
162.00
071137
KIDZ LOVE SOCCER
264779
10/23/2024
3,576.30
067568
KPG PSOMAS INC
264780
10/23/2024
15,206.00
079601
LAMBERT, TROY
264781
10/23/2024
624.00
075159
LIFE INSURANCE CO OF NO AMER
264782
10/23/2024
16,592.00
079732
LIZ LOOMIS PUBLIC AFFAIRS
264783
10/23/2024
8,000.00
079731
LOVEJOY, WENDY-SUSAN
264784
10/23/2024
100.00
079433
MAGGI, NICOLE MARIE
264785
10/23/2024
462.00
079711
MAGPIE LLC
264786
10/23/2024
4,250.00
079726
MC CURDY, ANN
264787
10/23/2024
75.00
079686
MCGUIRE BEARING COMPANY
264788
10/23/2024
177.93
020039
MCMASTER-CARR SUPPLY CO
264789
10/23/2024
71.29
079728
MICKA-FOOS, BRITTANY
264790
10/23/2024
100.00
020900
MILLERS EQUIP & RENT ALL INC
264791
10/23/2024
59.00
074599
MOUNTFORD, PETER
264792
10/23/2024
162.00
069689
MULTI SVC TECH SOLUTIONS INC
264793
10/23/2024
245.50
062204
NELSON TRUCK EQUIP CO INC
264794
10/23/2024
1,784.73
072739
O'REILLYAUTO PARTS
264797
10/23/2024
87.60
076902
OCCUPATIONAL HEALTH CTR OF WA
264795
10/23/2024
123.00
073714
OLBRECHTS & ASSOC PLLC
264796
10/23/2024
4,048.75
078127
OWENS PUMP & EQUIPMENT
264798
10/23/2024
622.93
078952
PHONXAYLINKHAM, PHAIVANH
264799
10/23/2024
82.46
028860
PLATT ELECTRIC SUPPLY
264800
10/23/2024
244.17
072384
PLAY -WELL TEKNOLOGIES
264801
10/23/2024
480.00
064167
POLLARD WATER
264802
10/23/2024
557.34
079360
POWER SOLUTIONS LLC
264803
10/23/2024
3,390.48
074117
PURCELL, KIMBERLY
264804
10/23/2024
887.00
030780
QUIRING MONUMENTS INC
264805
10/23/2024
450.00
079523
RUSTED ELEMENT DESIGN
264806
10/23/2024
660.00
079174
SAVANNAH POWERS
264807
10/23/2024
612.50
079280
SCHUMACHER, EMMA
264808
10/23/2024
184.80
076328
SCJ ALLIANCE
264809
10/23/2024
22,899.22
066964
SEATTLE AUTOMOTIVE DIST INC
264810
10/23/2024
365.87
066918
SEDOR, NORMAN
264811
10/23/2024
7,000.00
079592
SELIG, JENNIFER
264812
10/23/2024
887.00
036041
SETINA MFG CO
264813
10/23/2024
9,840.58
071655
SHI INTERNATIONAL CORP
264814
10/23/2024
796.59
079626
SIXMO GATEMOUTH LLC
264815
10/23/2024
1,000.00
037375
SNO CO PUD NO 1
264816
10/23/2024
9,251.01
063941
SNO CO SHERIFFS OFFICE
264817
10/23/2024
196,183.97
006630
SNOHOMISH COUNTY
264818
10/23/2024
964.00
039775
STATE AUDITOR'S OFFICE
264819
10/23/2024
17,387.50
027269
THE PART WORKS INC
264820
10/23/2024
2,985.27
Page: 2
Packet Pg. 162
apPosPay
10/23/2024 8:51:24AM
Positive Pay Listing
City of Edmonds
Document group:
jacobson
Vendor Code & Name
Check #
Check Date
Amount
072649
THE WIDE FORMAT COMPANY
264821
10/23/2024
232.05
064423
USA BLUE BOOK
264822
10/23/2024
689.07
069751
VESTIS
264823
10/23/2024
248.51
069751
VESTIS
264824
10/23/2024
211.10
079677
VUONG, JESSICA
264825
10/23/2024
312.64
067086
WASHINGTON CRANE AND HOIST CO
264826
10/23/2024
565.59
074958
WDBK CONNECTIONS
264827
10/23/2024
324.00
073552
WELCO SALES LLC
264828
10/23/2024
633.83
079729
WHEELER, HANNAH E
264829
10/23/2024
75.00
077299
WINCAN LLC
264830
10/23/2024
3,750.00
076088
WITCHEY, ERIC
264831
10/23/2024
524.00
079597
YOUNG-SCHOLTEN, MARTHA
264832
10/23/2024
100.00
011900
ZIPLY FIBER
264833
10/23/2024
1,007.70
079700
ZORO TOOLS INC
264834
10/23/2024
12.79
GrandTotal:
472,816.30
Total count:
121
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Page: 3
Packet Pg. 163
8.8.b
apPosPay Positive Pay Listing Page: 1
10/30/2024 9:22:20AM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
076040
911 SUPPLY INC
264835
10/30/2024
6,329.89
070322
A&A LANGUAGE SERVICES INC
264836
10/30/2024
360.00
065052
AARD PEST CONTROL
264837
10/30/2024
188.96
000135
ABSCO ALARMS INC
264838
10/30/2024
1,038.70
061029
ABSOLUTE GRAPHIX
264839
10/30/2024
72.75
079740
ADEYEMI, FLORENCE O
264840
10/30/2024
250.00
077610
ALBA PAINTING & COATINGS
264841
10/30/2024
9,326.20
079697
ALL CITY FENCE CO
264842
10/30/2024
90,630.72
065709
ALPINE SPECIALITY CLEANING
264843
10/30/2024
91.20
001528
AM TEST INC
264844
10/30/2024
235.00
001375
AMERICAN PLANNING ASSOCIATION
264845
10/30/2024
611.00
074306
AMWINS GROUP BENEFITS INC
264846
10/30/2024
8,514.47
078237
ARIAS, ADRIAN
264847
10/30/2024
406.25
001795
AUTOGRAPHICS
264848
10/30/2024
237.02
001801
AUTOMATIC WILBERT VAULT CO
264849
10/30/2024
1,006.00
028050
BILL PIERRE FORD INC
264850
10/30/2024
1,556.18
073029
CANON FINANCIAL SERVICES
264851
10/30/2024
2,565.49
003510
CENTRAL WELDING SUPPLY
264852
10/30/2024
240.26
063902
CITY OF EVERETT
264853
10/30/2024
1,945.80
075648
COVICH-WILLIAMS CO INC
264854
10/30/2024
126.59
072786
CTS LANGUAGE LINK
264855
10/30/2024
246.89
064531
DINES, J EAN N I E
264856
10/30/2024
1,524.00
079739
DK BOOS GLASS INC
264857
10/30/2024
7,723.96
076172
DK SYSTEMS
264858
10/30/2024
2,227.68
076610
EDMONDS HERO HARDWARE
264859
10/30/2024
154.28
038500
EDMONDS SENIOR CENTER
264860
10/30/2024
2,975.00
008688
EDMONDS VETERINARY HOSPITAL
264861
10/30/2024
473.18
008705
EDMONDS WATER DIVISION
264862
10/30/2024
1,958.14
075200
EDUARDO ZALDIBAR
264863
10/30/2024
130.00
008812
ELECTRONIC BUSINESS MACHINES
264864
10/30/2024
313.62
047407
EMPLOYMENT SECURITY DEPT
264865
10/30/2024
22,473.00
075505
ENGINEERED PROCESS CONTROLS
264866
10/30/2024
1,503.15
079746
ERIC LEE & MELISSA WEAKLAND
264867
10/30/2024
184.96
079737
ESTATE OF JAMES E PLUTE
264868
10/30/2024
254.35
009350
EVERETT DAILY HERALD
264869
10/30/2024
1,890.00
009815
FERGUSON ENTERPRISES INC
264870
10/30/2024
5,935.67
009815
FERGUSON ENTERPRISES INC
264871
10/30/2024
363.14
078371
GENERAL MECHANICAL INC
264872
10/30/2024
62,680.48
063137
GOODYEAR AUTO SERVICE CENTER
264873
10/30/2024
854.43
012199
GRAINGER
264874
10/30/2024
531.42
012560
HACH COMPANY
264875
10/30/2024
2,292.92
079744
HEGG, ADAM R
264876
10/30/2024
144.00
076240
HM PACIFIC NORTHWEST INC
264877
10/30/2024
1,123.66
067862
HOME DEPOT CREDIT SERVICES
264878
10/30/2024
946.02
061013
HONEY BUCKET
264879
10/30/2024
4,660.26
014940
INTERSTATE BATTERY SYSTEMS
264880
10/30/2024
317.47
079227
JAMTOWN LLC
264881
10/30/2024
423.00
072422
JE HORTON INTERPRETING SVCS
264882
10/30/2024
260.00
078250
KAUFER DMC LLC
264883
10/30/2024
300.00
072650
KCDA PURCHASING COOPERATIVE
264884
10/30/2024
254.22
074417
LAW OFFICE OF CHRISTIAN SMITH
264885
10/30/2024
3,075.00
067725
LES SCHWAB TIRE CENTER
264886
10/30/2024
605.08
074263
LYNNWOOD WINSUPPLY CO
264887
10/30/2024
696.44
Page: 1
Packet Pg. 164
apPosPay Positive Pay Listing
10/30/2024 9:22:20AM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
079742
MAYALL, SEAN
264888
10/30/2024
106.00
020900
MILLERS EQUIP & RENT ALL INC
264889
10/30/2024
395.83
018950
NAPA AUTO PARTS
264890
10/30/2024
195.24
067834
NATIONAL CONSTRUCTION RENTALS
264891
10/30/2024
232.05
070855
NAVIA BENEFIT SOLUTIONS
264892
10/30/2024
315.00
024302
NELSON-REISNER
264893
10/30/2024
890.96
076902
OCCUPATIONAL HEALTH CTR OF WA
264894
10/30/2024
123.00
078127
OWENS PUMP & EQUIPMENT
264895
10/30/2024
75.33
026830
PACIFIC PLUMBING SUPPLY
264896
10/30/2024
39.02
027060
PACIFIC TOPSOILS
264897
10/30/2024
1,443.00
078895
PADILLA, TRACIE
264898
10/30/2024
38.86
079464
PERKINS EASTMAN ARCHITECTS DPC
264899
10/30/2024
25,200.00
028860
PLATT ELECTRIC SUPPLY
264900
10/30/2024
141.23
079020
PRECISION LANGUAGE SERVICES
264901
10/30/2024
520.00
046900
PUGET SOUND ENERGY
264902
10/30/2024
411.23
070955
R&R STAR TOWING
264903
10/30/2024
280.92
062657
REGIONAL DISPOSAL COMPANY
264904
10/30/2024
3,664.50
079607
ROMERO, STACEY F
264905
10/30/2024
292.50
079523
RUSTED ELEMENT DESIGN
264906
10/30/2024
264.00
033550
SALMON BAY SAND & GRAVEL
264907
10/30/2024
1,415.73
066964
SEATTLE AUTOMOTIVE DIST INC
264908
10/30/2024
24.27
063306
SHERWIN-WILLIAMS
264909
10/30/2024
84.19
068132
SHORELINE CONSTRUCTION CO
264910
10/30/2024
1,013,338.13
036955
SKY NURSERY
264911
10/30/2024
18.76
075628
SNO CO DEPT OF EMERG MGMT
264912
10/30/2024
14,876.50
037375
SNO CO PUD NO 1
264913
10/30/2024
28,367.55
063941
SNO CO SHERIFFS OFFICE
264914
10/30/2024
123.97
075700
SONESSA, MERGIA
264915
10/30/2024
110.00
065578
SYSTEMS INTERFACE INC
264916
10/30/2024
5,208.48
040917
TACOMA SCREW PRODUCTS INC
264917
10/30/2024
188.34
075141
TREATMENT EQUIPMENT COMPANY
264918
10/30/2024
2,320.50
079741
TUNG, AMY
264919
10/30/2024
130.00
062345
URBAN FORESTRY NURSERY
264920
10/30/2024
1,330.35
069751
VESTIS
264921
10/30/2024
209.58
068259
WA ST CRIMINAL JUSTICE
264922
10/30/2024
100.00
047455
WA ST DEPT OF TRANSPORTATION
264923
10/30/2024
6,866.66
073552
WELCO SALES LLC
264924
10/30/2024
491.17
069691
WESTERN SYSTEMS
264925
10/30/2024
4,952.29
068150
WESTERN TIRE CHAIN
264926
10/30/2024
1,310.55
064213
WSSUATREASURER
264927
10/30/2024
2,800.00
079733
ZHELEZNYAK, MICHAEL
264928
10/30/2024
130.00
011900
ZIPLY FIBER
264929
10/30/2024
302.89
GrandTotal:
1,374,556.48
Total count:
95
Page: 2
Packet Pg. 165
apPosPay
11 /112024 11:16:25AM
Document group: jacobson
Vendor Code & Name
Positive Pay Listing
City of Edmonds
064341
AT&T MOBILITY
073548
INDOFF INCORPORATED
075769
QUADIENT LEASING USA INC
071655
SHI INTERNATIONAL CORP
037303
SO SNOHOMISH CO FIRE & RESCUE
067865
VERIZON WIRELESS
8.8.c
Page: 1
Check #
Check Date
Amount
264930
11 / 1 /2024
43.35
264931
11 / 1 /2024
49.80
264932
11 /1 /2024
2,193.70
264933
11 / 1 /2024
2.19
264934
11 / 1 /2024
959, 553.00
264935
11 /1 /2024
13,644.52
GrandTotal:
975,486.56
Total count:
6
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Page: 1
Packet Pg. 166
8.8.d
apPosPay Positive Pay Listing Page: 1
11/5/2024 1:32:29PM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
065052
AARD PEST CONTROL
264936
11/6/2024
142.55
000135
ABSCO ALARMS INC
264937
11/6/2024
2,513.04
079673
ACCORD CONTRACTORS LLC
264938
11/6/2024
32,533.20
079697
ALL CITY FENCE CO
264939
11/6/2024
7,349.63
078796
AMETEK BROOKFIELD
264940
11/6/2024
1,823.25
064807
ATS AUTOMATION INC
264941
11/6/2024
3,928.28
076685
BAILEY, MICHAEL E
264942
11/6/2024
210.00
028050
BILL PIERRE FORD INC
264943
11/6/2024
302.62
079747
BLUE COAST ENGINEERING LLC
264944
11/6/2024
3,436.00
074307
BLUE STAR GAS
264945
11/6/2024
945.14
078083
BUYCE JR, RICHARD J
264946
11/6/2024
576.25
073029
CANON FINANCIAL SERVICES
264947
11/6/2024
276.41
077353
CAPITOL CONSULTING LLC
264948
11/6/2024
3,900.00
069813
CDW GOVERNMENT INC
264949
11/6/2024
80.17
003510
CENTRAL WELDING SUPPLY
264950
11/6/2024
337.23
073249
CG ENGINEERING, PLLC
264951
11/6/2024
6,590.00
078902
COLEMAN OIL COMPANY LLC
264952
11/6/2024
35,638.04
070323
COMCAST BUSINESS
264953
11/6/2024
398.46
073823
DAVID EVANS & ASSOC INC
264954
11/6/2024
758.04
072174
DEMIERO JAZZ FESTIVAL
264955
11/6/2024
3,250.00
047450
DEPT OF INFORMATION SERVICES
264956
11/6/2024
285.00
064531
DINES, JEANNIE
264957
11/6/2024
600.00
079281
DVAADVERTISING & PUBLIC REL
264958
11/6/2024
5,108.01
071842
EATON CORPORATION
264959
11/6/2024
1,768.00
076610
EDMONDS HERO HARDWARE
264960
11/6/2024
325.85
069523
EDMONDS P&R YOUTH SCHOLARSHIP
264961
11/6/2024
75.00
069523
EDMONDS P&R YOUTH SCHOLARSHIP
264962
11/6/2024
75.00
008705
EDMONDS WATER DIVISION
264963
11/6/2024
293.35
008812
ELECTRONIC BUSINESS MACHINES
264964
11/6/2024
186.60
078919
EMERALD CITY FLOORBALL
264965
11/6/2024
1,352.00
079751
EMERSON LLLP
264966
11/6/2024
6,357.50
078226
GEIGLE SAFETY GROUP INC
264967
11/6/2024
191.91
079735
GEOSYNTEC CONSULTANTS INC
264968
11/6/2024
12,113.57
068617
GLEISNER, BARBARA
264969
11/6/2024
686.41
079748
HALL, ALLE
264970
11/6/2024
162.00
078923
HKA GLOBAL INC
264971
11/6/2024
9,625.00
067862
HOME DEPOT CREDIT SERVICES
264972
11/6/2024
1,256.59
067862
HOME DEPOT CREDIT SERVICES
264973
11/6/2024
602.66
061013
HONEY BUCKET
264974
11/6/2024
182.05
075966
HULBERT, CARRIE
264975
11/6/2024
2,766.67
076488
HULBERT, MATTHEW STIEG
264976
11/6/2024
1,100.00
069733
ICONIX WATERWORKS INC
264977
11/6/2024
1,553.31
078946
KITCHENS, KYLEE
264978
11/6/2024
256.25
078471
LEMM, KEVIN
264979
11/6/2024
569.40
068186
MATTHEWS, STEVE
264980
11/6/2024
99.00
020039
MCMASTER-CARR SUPPLY CO
264981
11/6/2024
107.72
075746
MCMURRAY, LAURA
264982
11/6/2024
291.00
079223
MOORE, ANGELA
264983
11/6/2024
955.80
018950
NAPA AUTO PARTS
264984
11/6/2024
327.24
079535
NAPOLITINO, ROYCE
264985
11/6/2024
80.40
074866
NORTHWEST PLAYGROUND EQUIPMENT
264986
11/6/2024
2,209.21
064215
NORTHWEST PUMP & EQUIP CO
264987
11/6/2024
81.46
065720
OFFICE DEPOT
264988
11/6/2024
70.11
Page: 1
Packet Pg. 167
apPosPay Positive Pay Listing
11/5/2024 1:32:29PM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
002203
OWEN EQUIPMENT COMPANY
264989
11/6/2024
2,299.55
078742
PARK PLACE TECHNOLOGIES LLC
264990
11/6/2024
1,404.76
075130
PATRICK DOHERTY PROF SVCS
264991
11/6/2024
728.00
028860
PLATT ELECTRIC SUPPLY
264992
11/6/2024
250.99
078800
POPA & ASSOCIATES
264993
11/6/2024
600.00
078925
PREMIER MEDIA GROUP INC
264994
11/6/2024
500.00
079680
PRIBULA, JESSICA
264995
11/6/2024
180.00
046900
PUGET SOUND ENERGY
264996
11/6/2024
9,182.00
030780
QUIRING MONUMENTS INC
264997
11/6/2024
450.00
079019
ROOT AND LIMB YOGA
264998
11/6/2024
342.00
079080
SENTRY EQUIPMENT CO
264999
11/6/2024
4,671.26
079492
SKYCORP LTD
265000
11/6/2024
38,347.09
037375
SNO CO PUD NO 1
265001
11/6/2024
4,391.71
075875
SOUND CLEANING RESOURCES INC
265002
11/6/2024
1,274.00
038300
SOUND DISPOSAL CO
265003
11/6/2024
3,211.42
074797
SUPER CHARGE MARKETING LLC
265004
11/6/2024
800.00
040917
TACOMA SCREW PRODUCTS INC
265005
11/6/2024
353.79
078891
TUBE ART GROUP
265006
11/6/2024
10,086.44
067865
VERIZON WIRELESS
265007
11/6/2024
197.54
064649
VERMEER NW SALES INC
265008
11/6/2024
194.34
069751
VESTIS
265009
11/6/2024
136.25
067216
VIKING AUTOMATIC SPRINKLER CO
265010
11/6/2024
2,093.32
045515
WABO
265011
11/6/2024
109.00
078314
WASTE MGMT DISPOSAL SVC OF OR
265012
11/6/2024
201,608.25
075926
WESTERN EXTERMINATOR
265013
11/6/2024
157.11
079083
WESTWATER CONSTRUCTION COMPANY
265014
11/6/2024
76,188.12
063008
WSDOT
265015
11/6/2024
34.83
078389
ZENNER USA
265016
11/6/2024
3,894.48
011900
ZIPLY FIBER
265017
11/6/2024
1,274.80
079700
ZORO TOOLS INC
265018
11/6/2024
693.95
GrandTotal:
522,357.38
Total count:
83
Page: 2
Packet Pg. 168
8.9
City Council Agenda Item
Meeting Date: 11/12/2024
Approval of payroll and benefit checks, direct deposit and wire payments.
Staff Lead: Kimberly Dunscombe
Department: Administrative Services
Preparer: Lori Palmer
Background/History
Approval of payroll checks #66115 through #66116 for $4,703.95, dated November 5, 2024, direct
deposit for $879,586.68, benefit checks #66117 through #66121 and wire payments for $783,997.92 for
the pay period of October 16, 2024 through October 31, 2024.
Staff Recommendation
Approval of payroll and benefit checks, direct deposit and wire payments.
Narrative
In accordance with the State statutes, City payments must be approved by the City Council. Ordinance
#2896 delegates this approval to the Council President who reviews and recommends either approval or
non -approval of payments.
Attachments:
10-16-2024 to 10-31-2024 benefit checks summary
10-16-2024 to 10-31-2024 payroll earnings summary
Packet Pg. 169
8.9.a
Benefit Checks Summary Report
City of Edmonds
Pay Period: 1,159 - 10/16/2024 to 10/31/2024
Bank: usbank - US Bank
Check #
Date
Payee #
Name
Check Amt
Direct Deposit
66117
11/05/2024
bpas
BPAS
15,523.33
0.00
66118
11/05/2024
icma
MISSIONSQUARE PLAN SERVICES
8,087.01
0.00
66119
11/05/2024
flex
NAVIA BENEFIT SOLUTIONS
5,265.59
0.00
66120
11/05/2024
rwt
WASHINGTON TEAMSTERS
284.55
0.00
66121
11/05/2024
afscme
WSCCCE, AFSCME AFL-CIO
3,258.20
0.00
32,418.68
0.00
Bank: wire - US BANK
Check #
Date
Payee #
Name
Check Amt
Direct Deposit
3749
11/05/2024
pens
DEPT OF RETIREMENT SYSTEMS
382,568.57
0.00
3752
11/05/2024
aflac
AFLAC
3,106.42
0.00
3755
11/05/2024
us
US BANK
177,602.44
0.00
3756
11/05/2024
mebt
WTRISC FBO #N3177B1
138,470.56
0.00
3757
11/05/2024
pb
NATIONWIDE RETIREMENT SOLUTION
7,018.75
0.00
3758
11/05/2024
wadc
WASHINGTON STATE TREASURER
42,047.50
0.00
3759
11/05/2024
oe
OFFICE OF SUPPORT ENFORCEMENT
765.00
0.00
751, 579.24
0.00
Grand Totals: 783,997.92
0.00
11/4/2024 Packet Pg. 170
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,159 (10/16/2024 to 10/31/2024) ,
Hour Type Hour Class Description Hours Amount
118
ABSENT
UNPAID L & 1
48.00
0.00
120
SICK
SICK LEAVE - L & 1
52.00
2,051.30
121
SICK
SICK LEAVE
778.50
38,551.51
122
VACATION
VACATION
1,220.00
59,264.68
123
HOLIDAY
HOLIDAY HOURS
102.00
5,120.50
124
HOLIDAY
FLOATER HOLIDAY
78.00
3,648.33
125
COMP HOURS
COMPENSATORY TIME
227.00
11,719.07
131
MILITARY
MILITARY LEAVE
36.00
1,631.42
132
JURY DUTY
JURY DUTY
16.00
660.16
134
MILITARY
MILITARY LEAVE -UNPAID
96.00
0.00
141
BEREAVEMENT
BEREAVEMENT
9.00
374.77
149
KELLY DAY
KELLY DAYS BUY BACK
36.00
3,032.64
150
REGULAR HOURS
Kelly Day Used
240.75
12,341.41
152
COMP HOURS
COMPTIME BUY BACK
60.00
5,054.39
153
HOLIDAY
HOLIDAY BUY BACK
70.00
5,896.79
155
COMP HOURS
COMPTIME AUTO PAY
110.00
6,861.61
157
SICK
SICK LEAVE PAYOFF
34.79
2,930.71
158
VACATION
VACATION PAYOFF
199.46
16,802.49
160
VACATION
MANAGEMENT LEAVE
29.00
2,269.37
170
REGULAR HOURS
COUNCIL BASE PAY
700.00
11,936.19
174
REGULAR HOURS
COUNCIL PRESIDENTS PAY
0.00
341.00
175
REGULAR HOURS
COUNCIL PAY FOR NO MEDICAL
0.00
5,356.68
190
REGULAR HOURS
REGULAR HOURS
20,779.00
1,017,734.94
191
REGULAR HOURS
FIRE PENSION PAYMENTS
2.00
3,517.17
194
SICK
Emergency Sick Leave
71.00
2,559.63
210
OVERTIME HOURS
OVERTIME -STRAIGHT
6.00
302.78
215
OVERTIME HOURS
WATER WATCH STANDBY
72.00
5,375.73
216
MISCELLANEOUS
STANDBY TREATMENT PLANT
14.00
1,906.92
220
OVERTIME HOURS
OVERTIME 1.5
229.00
22,194.59
225
OVERTIME HOURS
OVERTIME -DOUBLE
46.00
4,689.10
400
MISCELLANEOUS
MISC PAY
0.00
100.00
410
MISCELLANEOUS
WORKING OUT OF CLASS
0.00
1,148.40
411
SHIFT DIFFERENTIAL
SHIFT DIFFERENTIAL
0.00
3,045.75
600
RETROACTIVE PAY
RETROACTIVE PAY
0.00
139.88
11/04/2024 Packet Pg. 171
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,159 (10/16/2024 to 10/31/2024)
Hour Type Hour Class Description Hours Amount
602
COMP HOURS
ACCRUED COMP 1.0
120.50
0.00
604
COMP HOURS
ACCRUED COMP TIME 1.5
124.50
0.00
606
COMP HOURS
ACCRUED COMP 2.0
14.75
0.00
609
COMP HOURS
Commander Standy Accrual
5.00
0.00
acc
MISCELLANEOUS
ACCREDITATION PAY
0.00
320.79
acs
MISCELLANEOUS
ACCRED/POLICE SUPPORT
0.00
261.56
anc
REGULAR HOURS
Ancilary Duty Pay
0.00
264.19
anc2
REGULAR HOURS
Ancilary Duty Pay
0.00
1,617.95
anc3
REGULAR HOURS
Ancilary Duty Pay
0.00
1,774.84
boc
MISCELLANEOUS
BOC II Certification
0.00
237.66
cpl
MISCELLANEOUS
TRAINING CORPORAL
0.00
226.78
crt
MISCELLANEOUS
CERTIFICATION III PAY
0.00
118.83
ctr
MISCELLANEOUS
CTR INCENTIVES PROGRAM
0.00
440.00
det4
MISCELLANEOUS
Detective 4%
0.00
1,301.62
ed1
EDUCATION PAY
EDUCATION PAY 2%
0.00
928.36
ed2
EDUCATION PAY
EDUCATION PAY 4%
0.00
849.10
ed3
EDUCATION PAY
EDUCATION PAY 6%
0.00
12,481.78
evap
VACATION
Exempt Vacation Premium
20.00
863.33
fmla
ABSENT
FAMILY MEDICAL/NON PAID
40.00
0.00
hol
HOLIDAY
HOLIDAY
30.00
1,816.33
k9
MISCELLANEOUS
K-9 Assiqnment
0.00
414.20
Ian
MISCELLANEOUS
LANGUAGE PAY
0.00
450.00
Iq1
LONGEVITY
LONGEVITY PAY 2%
0.00
1,347.39
Ig11
LONGEVITY
LONGEVITY PAY 2.5%
0.00
923.44
Ig12
LONGEVITY
Longevity 9%
0.00
3,750.14
Ig13
LONGEVITY
Longevity 7%
0.00
1,210.41
Ig14
LONGEVITY
Longevity 5%
0.00
1,158.46
Iq2
LONGEVITY PAY
LONGEVITY PAY 4%
0.00
166.92
Iq3
LONGEVITY PAY
LONGEVITY 6%
0.00
289.83
Iq4
LONGEVITY
Longevity 1%
0.00
1,157.87
Iq5
LONGEVITY
Longevity 3%
0.00
4,104.55
Iq7
LONGEVITY
Longevity 1.5%
0.00
576.39
pfmh
HOLIDAY
Paid Family Medical Holiday
3.50
114.45
pfmp
ABSENT
Paid Family Medical Unpaid/Sup
376.97
0.00
11/04/2024 Packet Pg. 172
Hour Type Hour Class
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,159 (10/16/2024 to 10/31/2024)
Description
Hours Amount
pfms
SICK
Paid FAMILY MEDICAL/SICK
86.25
4,292.84
pfmv
VACATION
Paid Family Medical Vacation
58.28
2,936.71
phy
MISCELLANEOUS
PHYSICAL FITNESS PAY
0.00
2,926.50
St
REGULAR HOURS
Serqeant Pay
0.00
246.44
str
MISCELLANEOUS
PSET Sergeant
0.00
246.44
tac
MISCELLANEOUS
TAC Officer
0.00
207.10
to
MISCELLANEOUS
Traininq Officer
0.00
207.10
traf
MISCELLANEOUS
Traffic Officer - Car
0.00
414.20
vap
VACATION
Vacation Premium
1.00
41.73
26,242.25 $1,309,246.14
Total Net Pay: $884,290.63
8.9.b
P
11/04/2024 Packet Pg. 173
8.10
City Council Agenda Item
Meeting Date: 11/12/2024
Resolution adopting Council Rules of Procedure
Staff Lead: City Council
Department: City Council
Preparer: Beckie Peterson
Background/History
In 2013, the City Council passed Resolution No. 1295, which adopted Robert's Rules of Order as its
parliamentary authority for the conduct of City Council meetings. In December 2013, the Council passed
Resolution No. 1306 adopting a Code of Conduct and in June 2015, the Council approved a Code of
Ethics by motion. On January 25, 2021, the Council adopted a new Code of Conduct by motion.
Because Resolution No. 1295 is limited to parliamentary procedure in the context of Council meetings,
such rules do not address many other processes and procedures in the conduct of City business. It is
thought that a more comprehensive set of rules would provide greater understanding and transparency
about the roles, rights, and responsibilities of councilmembers and facilitate the orderly conduct of
business within the context of council meetings.
The draft rules of procedure address Council organization, duties of officers, agenda preparation,
meeting management, consent agenda, public testimony, decorum, motions, and other important areas.
The draft also includes Council's recent adoption of a Code of Conduct as Section 6; this was done to
consolidate all applicable rules into one document.
It is important to note that many provisions of these rules of procedure are already governed by other
codes, statutes, and rulings. Any provision that is footnoted with a citation to the Revised Code of
Washington (RCW), the Edmonds City Code (ECC), or other statute or ruling is included for ease of
reference only and is not intended to be adopted as a rule because it already constitutes governing law.
Provisions that are not footnoted with a citation to the RCW or ECC are adopted by City Council
resolution as the Council's procedural rules and may be amended at any time by subsequent resolution.
On April 6, 2021, the Council passed Resolution 1470, which established that the Council adopted its
own Code of Conduct separate from that which applies to the Mayor and members of City boards,
commissions, committees, and work groups. The proposed Rules of Procedure and the Code of Conduct
were presented and discussed on February 4, 2020, January 26, 2021, and April 6, 2021. For comparison
purposes, prior drafts of the rules of procedure are included in the online Council meeting packets of
February 4, 2020 and March 3, 2020.
On April 6, 2021, a motion was passed to table consideration of the draft Rules of Procedure for a period
of three weeks. The draft rules were scheduled on the June 1, 2021 council agenda, but consideration
was postponed due to lack of time.
On August 3, 2021, the Council considered the draft rules, made amendments, and instructed the city
attorney to bring back additional language for potential amendments to various sections of the rules.
A new Section 7 entitled "Code of Ethics" has been added to incorporate the Code of Ethics adopted by
the City Council on June 2, 2015.
The Council workplan for 2024 included reviewing and considering each section of the Draft Rules of
Packet Pg. 174
8.10
Procedure during Council committee sessions, and then full council approval of each section. The dates
of each section approval is noted below.
Recommendation
Pass resolution adopting Council Rules of Procedure.
Narrative
Council's 2024 workplan for adopting Council Rules of Procedure addressed the draft rules of procedure
by section or segments, starting with the most timely/highest priority section(s). Each section was
reviewed by council committees, and then approved by full council. As all segments are approved,
Council may now consider adopting a resolution with the comprehensive set of rules of procedures as
Exhibit A.
SECTION 1. AUTHORITY - approved 6/25/2024
SECTION 2. COUNCIL ORGANIZATION - approved 6/25/2024
SECTION 3. AGENDA PREPARATION - amended and approved 3/26/2024
SECTION 4. CONSENT AGENDA - approved 7/23/2024
SECTION 5. COUNCIL MEETINGS - approved 7/23/2024
SECTION 6. COUNCIL CONDUCT - adopted 1/26/2021
SECTION 7. CODE OF ETHICS - adopted 6/2/2015
SECTION 8. PUBLIC TESTIMONY - amended and approved 4/16/2024
SECTION 9. MOTIONS - approved 9/10/2024
SECTION 10. ITEMS REQUIRING FOUR VOTES - approved 9/24/24
SECTION 11. ITEMS REQUIRING A UNANIMOUS VOTE - approved 9/24/24
SECTION 12. COUNCIL REPRESENTATION - approved 9/24/24
SECTION 13. REIMBURSEMENT OF EXPENSES - approved 4/16/2024
SECTION 14. SUSPENSION AND AMENDMENT OF RULES - approved 9/24/24
The Rules of Procedure Section 1.1 adopts Roberts Rules of Order for procedural matters "the Council
shall be governed by the current edition of Robert's Rules of Order,". Resolution 1295 (attached)
previously adopted Roberts Rules with modifications. The proposed resolution repeals Resolution 1295.
Attachments:
Resolution adopting Council Rules of Procedure 20241112
Exhibit A Council Rules of Procedure 20241025
Resolution 1295
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8.10.a
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EDMONDS, WASHINGTON, ESTABLISHING RULES OF
PROCEDURE FOR THE CITY COUNCIL
WHEREAS, Chapter 35A.12.120 RCW gives the City Council of each code city the power
to set rules for conducting its business within the provisions of Title 35A RCW; and
WHEREAS, in 2013, the City Council passed Resolution No. 1295, which adopted
Robert's Rules of Order as its parliamentary authority for the conduct of City Council meetings;
and
WHEREAS, in December 2013, the Council passed Resolution No. 1306 adopting a Code
of Conduct and in June 2015, the Council approved a Code of Ethics by motion; and
WHEREAS, on January 25, 2021, the Council adopted a new Code of Conduct by motion;
and
WHEREAS, Resolution No. 1295 is limited to parliamentary procedure in the context of
Council meetings, and such rules do not address many other processes and procedures in the
conduct of City business; and
WHEREAS, a more comprehensive set of rules, including a code of conduct, would
provide greater understanding and transparency about the roles, rights, and responsibilities of
councilmembers and facilitate the orderly conduct of City business; and
WHEREAS, these "Rules of Procedure" constitute the official rules of procedure for the
Edmonds City Council; in all decisions arising from points of order, the council shall be governed
by the current edition of "Robert's Rules of Order"; and
WHEREAS, the City Council has reviewed and approved all sections of its draft Rules of
Procedures during its committee and regular meetings in 2024; and
WHEREAS, it is the intent of the City Council that these rules of procedure be periodically
reviewed as needed or during odd -numbered years, as referenced in Section 14.2 of the Council
Rules of Procedure.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
Section 1. Establishment of Rules of Procedure. The City Council hereby adopts the "Rules
of Procedure" attached hereto as "Exhibit A."
1
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8.10.a
Section 2. Repealer. Resolution No. 1295 adopting Robert's Rules of Procedure is hereby
repealed.
RESOLVED this day of
APPROVED:
2024.
MAYOR, MIKE ROSEN
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
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8.10.b
Exhibit A COUNCIL RULES OF PROCEDURE
COUNCIL RULES OF PROCEDURE
TABLE OF CONTENTS
SECTION 1. AUTHORITY
1.1 Intent of Policies............................................................................................ 1
1.2 Effect/Waiver of Rules.................................................................................... 1
1.3 Footnotes and References............................................................................. 1
SECTION 2. COUNCIL ORGANIZATION
2.1 Oath of Office................................................................................................. 1
2.2 Election of Council President and Council President Pro Tern ....................... 1
2.3 Duties of Officers............................................................................................ 2
2.4 Appointments to Boards and Commissions.................................................... 2
2.5 Filling a Council Vacancy............................................................................... 2
SECTION 3. AGENDA PREPARATION
3.1 Role of City Clerk............................................................................................3
3.2 Placement of Items on the Agenda.................................................................3
3.3 Format for Agenda Memos..............................................................................4
3.4 Agenda Item Priority.......................................................................................4
3.5 Readings for Ordinances.................................................................................4
SECTION 4. CONSENT AGENDA
4.1 Establishment of Consent Agenda................................................................. 4
4.2 Adoption of Consent Agenda......................................................................... 4
4.3 Removal of Item from Consent Agenda......................................................... 4
SECTION 5. COUNCIL MEETINGS
5.1
Open Public Meetings................................................................................. 5
5.2
Meeting Cancellation....................................................................................5
5.3
Regular Meetings.........................................................................................5
5.4
Forms of Address.........................................................................................6
5.5
Seating Arrangement...................................................................................6
5.6
Quasi -Judicial Items.....................................................................................6
5.7
Council Committees.....................................................................................7
5.8
Executive Sessions..................................................................................... 8
5.9
Special Meetings......................................................................................... 8
5.10
Emergency Meetings................................................................................. 8
5.11
Meeting Place............................................................................................ 8
i
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Exhibit A COUNCIL RULES OF PROCEDURE
5.12 Notice of Meetings, Public Hearings.......................................................... 8
5.13 Quorum...................................................................................................... 8
5.14 Attendance, Excused Absences..................................................................8
5.15 Remote Attendance.....................................................................................9
5.16 Role of Clerk................................................................................................9
SECTION 6. COUNCIL CONDUCT
6.1 General Conduct............................................................................................ 9
6.2 Conduct with City Staff, and the Council Legislative Assistant ..................... 10
6.3 Conduct with Boards, Committees, Commissions, and Outside Agencies .... 10
6.4 Implementation, Compliance, and Enforcement............................................11
SECTION 7. CODE OF ETHICS
7.1 Code of Ethics.............................................................................................. 11
SECTION 8. PUBLIC TESTIMONY
8.1 Public Hearings............................................................................................ 12
8.2 Audience Comments.................................................................................... 12
8.3 Group representation....................................................................................12
8.4 Quasi -Judicial Items......................................................................................12
8.5 Recognition by Chair.....................................................................................13
8.6 Decorum........................................................................................................13
8.7 Identification of Speakers..............................................................................13
8.8 Instructions for Speakers...............................................................................13
8.9 Donation of Speaking Time..........................................................................13
8.10 Campaigns and Elections...........................................................................13
SECTION 9. MOTIONS
9.1 Voice Votes...................................................................................................13
9.2 Motions that do not Receive or Require Seconds.........................................13
9.3 Tie Votes......................................................................................................
13
9.4 Nature of Motion............................................................................................13
9.5 Request for Written Motions..........................................................................13
9.6 Discussion Following a Motion.....................................................................
13
9.7 Council Consensus......................................................................................
14
9.8 Withdrawal of Motions..................................................................................
14
9.9 Motion to Table..............................................................................................14
9.10 Motion to Postpone to a Time Certain........................................................
14
9.11 Motion to Postpone Indefinitely...................................................................14
9.12 Motion to Call for the Question..................................................................
14
9.13 Motion to Amend........................................................................................
14
9.14 Repetition of the Motion Prior to Voting .....................................................
14
9.15 Voting.........................................................................................................
14
9.16 Recusal......................................................................................................
14
9.17 Silence and Abstention...............................................................................
15
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8.10.b
9.18 Prohibition of Voting by Proxy.................................................................... 15
9.19 Close of Discussion.................................................................................... 15
9.20 Motion to Reconsider................................................................................. 15
9.21 Questions of Interpretation......................................................................... 15
SECTION 10. ITEMS REQUIRING FOUR VOTES.............................................15
SECTION 11. ITEMS REQUIRING A UNANIMOUS VOTE................................15
SECTION 12. COUNCIL REPRESENTATION
12.1 Correspondence..........................................................................................15
12.2 Use of City Resources.................................................................................16
12.3 Controversial Communications................................................................... 16
SECTION 13. REIMBURSEMENT OF EXPENSES
13.1 Authorized Expenses..................................................................................16
SECTION 14. SUSPENSION AND AMENDMENT OF RULES
14.1 Suspension of Rules...................................................................................16
14.2 Amendment of Rules...................................................................................16
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Exhibit A COUNCIL RULES OF PROCEDURE
Section 1. Authority.
1.1 These rules constitute the official rules of procedure for the Edmonds City
Council. In all decisions arising from points of order, the Council shall be
governed by the current edition of Robert's Rules of Order," a copy of which is
maintained in the City Council Office.
1.2 These rules of procedure are adopted for the sole benefit of the members of the
City Council to assist in the orderly conduct of Council business. These rules of
procedure do not grant rights or privileges to members of the public or third
parties. Failure of the City Council to adhere to these rules shall not result in any
liability to the City, its officers, agents, and employees, nor shall failure to adhere
to these rules result in invalidation of any Council act.
1.3 Any provision of these rules of procedure that is footnoted with a citation to the
Revised Code of Washington, the Edmonds City Code, or other statute or ruling
is included here for ease of reference only and is not intended to be adopted as a
rule herein because it already constitutes governing law. Likewise, any conflict
between such a provision and the law cited in the footnote shall be resolved in
favor of the law cited in the footnote. Provisions herein that are not footnoted with
a citation to the Revised Code of Washington or the Edmonds City Code have
been adopted by City Council resolution as the Council's procedural rules and
may be amended at any time by subsequent resolution.
Section 2. Council Organization.
2.1 New Councilmembers shall be sworn in by one of the following persons: court
commissioner, judicial officer, judge, clerk of the court, county auditor or deputy
auditor, county commissioner or county councilmember, mayor of a code city, a
town, or a second-class city, mayor pro tem of a second-class city, clerk of a
code city, town clerk or deputy clerk.
2.2. The Council shall elect a Council President and Council President Pro Tern for a
one-year term. The election of the Council President shall be conducted by the
City Clerk. No one Councilmember may nominate more than one person for a
given office until every member wishing to nominate a candidate has an
opportunity to do so. Nominations do not require a second. The Clerk will repeat
each nomination until all nominations have been made. When it appears that no
one else wishes to make any further nominations, the Clerk will ask again for
further nominations and if there are none, the Clerk will declare the nominations
closed. A motion to close the nominations is not necessary. After nominations
have been closed, voting for Council President takes place in the order
nominations were made. Councilmembers will be asked to vote by a raise of
hands. As soon as a nominee receives a majority vote (four votes), the Clerk will
declare him/her elected. No votes will be taken on the remaining nominees. If
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8.10.b
none of the nominees receives a majority vote, the Clerk will call for nominations
again and repeat the process until a single candidate receives a majority vote.
The same process is conducted for the election of the Council President Pro
Tem.
2.3 Duties of Officers
A. The Mayor shall be the Presiding Officer at all Council Meetings except
Council Committee Meetings. In the absence of the Mayor, the Council
President shall become Mayor Pro Tem and act as the Presiding Officer,
performing the duties and responsibilities regarding conduct of meetings
and emergency business. In the absence of both the Mayor and the
Council President, the Council President Pro Tem shall act as a temporary
Presiding Officer.
B. It shall be the duty of the Presiding Officer to:
1. Call the meeting to order.
2. Keep the meeting to its order of business.
3. Control discussion in an orderly manner.
a. Give every Councilmember who wishes an opportunity to
speak when recognized by the chair.
b. Permit audience participation at the appropriate times.
C. Require all speakers to speak to the question and to observe
Robert's Rules of Order.
4. State each motion before it is discussed and before it is voted
upon.
5. Put motions to a vote and announce the outcome.
C. The Presiding Officer shall decide all questions of order, subject to the right
of appeal to the Council by any member.
2.4 Appointments to Boards and Committees'
The Council President shall appoint Councilmembers to Council committees and
outside boards and committees that are not otherwise specified or governed by
other rules. Prior to appointment, the Council President shall solicit interest from
Councilmembers for their preferred appointments. The Council President shall
then circulate the final appointment list to the Council at least seven (7) days
prior to appointment. The Council President shall make his or her appointments
as soon as practicable, following election of the Council President.
2.5 Filling a Council Vacancy
' ECC 1.02.031(B)
2
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Exhibit A COUNCIL RULES OF PROCEDURE
8.10.b
A. If a vacancy occurs in the office of Councilmember, the Council will follow
the procedures outlined in the Revised Code of Washington2. To fill the
vacancy with the most qualified person available until an election is held,
the Council will widely distribute and publish a notice of the vacancy at
least two weeks in advance, the procedure by which the vacancy will be
filled, and an application form.
B. The Council staff will draw up and Council will approve an application form
to aid the Council's selection of the new Councilmember.
C. Those candidates selected by the Council will be interviewed by the
Council during a regular or special Council meeting open to the public.
The order of the interviews will be determined by drawing the names.
Applicants will be asked to answer questions posed by each
Councilmember during the interview process. The interview process will
be designed to be fair and consistent. Since this is not a campaign,
comments about other applicants will not be allowed.
D. The Council may recess into executive session to discuss the
qualifications of all candidates. Nominations, voting and appointment of a
person to fill the vacancy will be conducted during an open public meeting
E. The term of an appointed Council position expires upon certification of the
next election.
Section 3. Agenda Preparation.
3.1 In an administrative capacity, the City Clerk receives agenda topics and preferred
dates from the administration for council or council committee agendas. The
same process applies to the extended council meeting agendas.
The City Clerk provides these inputs to the Council President for agenda setting
in advance of publishing the agenda for the next public meeting. The Council
President is responsible for determining which items will be moved forward for
council business or moved to a future date. In the same way, the president
determines what section of the meeting an item will appear and in what order.
The resulting agendas for Council committees and Council regular meetings will
set forth a brief general description of each item to be considered by the Council
and specify the time and place of the meeting. The agenda for the next council
meeting and the extended agenda are published online by the City Clerk.
3.2 An item for a Council meeting may be placed on the agenda by one of the
following methods:
' RCW 42.12.070
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Exhibit A COUNCIL RULES OF PROCEDURE
A Majority vote or consensus of the Council.
B. By the Council President or Council President Pro Tern when acting in the
absence of the Council President.
The Council President will make every effort to place an item Council
approved by consensus or majority vote on an agenda. If time is not
available for the requested date, it shall be placed on the next available
agenda.
3.3 Agenda memos shall be in a standard format. The Mayor shall determine the
format.
3.4 Agenda items will generally be prioritized in the following order of importance: 1)
joint meetings or presentations involving outside agencies; 2) items scheduled for
statutory compliance; 3) advertised public hearings; 4) continued items from a
prior meeting; and 5) items scheduled for convenience, such as those involving
outside consultants.
3.5 Except when the Council President has authorized an exception for items of an
emergency or unexpected nature requiring immediate action, ordinances
scheduled for Council action will receive a minimum of two readings. Action by
the Council (by the consent agenda, or council motion and vote) will always be
one of the readings. Other reading(s) will be in the number the topic warrants,
and could include any or all of the following-
1 . publication on the extended agenda
2. presentation of the topic by staff
3. discussion at council committee and/or meetings of the full council
4. public hearings (sometimes mandated by law)
Section 4. Consent Agenda.
4.1 Upon approval of the Council President, the administration shall place matters on
the Consent Agenda which: (a) have been previously discussed by the Council or
council committee, or (b) based on the information delivered to members of the
Council, by the administration, can be reviewed by a Councilmember without
further explanation, or (c) are so minor or routine in nature that passage is likely.
4.2 The motion to adopt the Consent Agenda shall be non -debatable and have the
effect of moving to adopt all items on the Consent Agenda.
4.3 Since adoption of any item on the Consent Agenda implies unanimous consent,
any member of the Council shall have the right to remove any item from the
Consent Agenda. Councilmembers are given an opportunity to remove items
4
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8.10.b
from the Consent Agenda after the motion is made and seconded to Approve the
Agenda. If any matter is withdrawn, the Presiding Officer shall place the item at
an appropriate place on the agenda at the current or future Council meeting,
subject to Council agreement.
Section 5. Council Meetings.
5.1 All Council meetings shall comply with the requirements of the Open Public
Meetings Act3. All Regular Meetings, Committee Meetings, and Special Meetings
of the Council shall be open to the public. A Council meeting is defined as a
properly noticed meeting in which a quorum of the Council transacts official City
business as defined by the OPMA. Meetings under the OPMA require an
agenda, public notice, and an official record in the form of meeting minutes.
Meetings attended by Council members which do not involve the transaction of
City business are not considered meetings under the Act. If a quorum of Council
members attends such meetings, they are encouraged to sit separately, refrain
from discussing City business, and only participate as passive observers.
5.2 Any Council meeting may be canceled by a majority vote or consensus of the
Council. The Council President may cancel a Council meeting for lack of official
business.
5.3 Regular Meetings4 of the City Council shall be held in accordance with the
meeting schedule adopted in Edmonds City Code 1.04.010. Council meetings
shall adjourn no later than 10:00 p.m. on the day initiated unless such
adjournment is extended by an affirmative vote of a majority of the Council as a
whole plus one.
Order of Business for Regular Meetings. The order of business shall
generally be as follows:
Regular Meeting (7:00 p.m.)
1. Call to Order, Flag Salute
2. Land Acknowledgment
3. Roll Call
4. Approval of the Agenda
5. Presentations
6. Public Comment
7. Approval of the Consent Agenda
8. Received for Filings
s RCW 42.30
4 ECC 1.04.010(A)
5 Received for Filing is a method of providing information on an agenda that doesn't require council action. It
includes but is not limited to: financial reports, program/project status updates, committee reports, claims for
damages, public comments, and appointments to boards/commissions.
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Exhibit A COUNCIL RULES OF PROCEDURE
9. Public Hearing(s)
10. Council Business: The following procedures shall be used:
• Introduction of item by Presiding Officer
• Presentation by staff
• Council motion to adopt legislation
• Council deliberation and potential action
11. Council Comments
12. Mayor's Comments
13. Adjournment (10:00 PM)
5.4. Meetings of the council shall be presided over by the mayor, if present, or
otherwise by the mayor pro tempore (Council President or Council President Pro
Tempore) or by a member of the council selected by a majority of the
councilmembers at such meeting. Appointment of a councilmember to preside
over the meeting shall not in any way abridge his or her right to vote on matters
coming before the council at such meeting.
5.5. At all meetings, the Mayor shall be addressed as "Mayor (surname)." The
Council President shall be addressed as "Council President (surname)."
Members of the Council shall be addressed as "Councilmember (surname)." At
all meetings, the Mayor shall sit in the Presiding Officer's seat, and the Council
President shall sit at the right hand of the Mayor. Other Councilmembers are to
be seated in a manner acceptable to Council. If there is a dispute, seating shall
be in position order.
5.6 Prior to commencement of discussion of a quasi-judicial item, the Mayor will ask
if any Councilmember has a conflict of interest or Appearance of Fairness
Doctrine concern which could prohibit the Councilmember from participating in
the decision -making process. If it is deemed by the Councilmember, in
consultation with the City Attorney, that it is warranted, the Councilmember
should step down and not participate in the Council discussion or vote on the
matter. The Councilmember shall leave the Council Chambers while the matter is
under consideration.
5.7 Council Committees. The City Council shall have the following Standing
Committees: Finance ("FIN"); Parks and Public Works ("PPW"); Public Safety,
Personnel, Human Services, and Planning ("PSPHSP"). Regular meetings of the
City Council standing committees shall be held in accordance with the meeting
schedule adopted in Edmonds City Code 1.04.010. The audio and/or video of
Council Committee meetings shall be recorded and posted online.
A. Business items considered by a City Council committee should only be
forwarded to the City Council Consent Agenda with the unanimous consent of
6 ECC 1.04.010(B)
6
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Exhibit A COUNCIL RULES OF PROCEDURE
the committee members.'
B. Committee business items that have not received unanimous support of the
committee to be forwarded to the Consent Agenda may be discussed at a
forthcoming committee meeting if additional committee work is likely to
produce unanimity. Alternatively, the Council President may place the item on
a future Council agenda for further deliberation and/or action by the City
Council.$
C. The Council President shall be a nonvoting ex-officio member of all Council
committees, except when a regular committee member is absent, in which
case the Council President may vote. When a committee chair is absent, the
other regular committee member shall serve as the committee chair.9
D. The Mayor and Council members from other committees may attend
committee meetings of which they are not members and may join the
discussion and ask questions about a committee business item if they have
been present during the entire discussion of that business item; provided, that
only committee members, or the Council President when substituting for an
absent committee member, may vote on committee business. Presence of a
quorum of the City Council at a committee meeting shall not change the
character of the meeting from a committee meeting to a City Council
meeting.10
5.8 The Council may hold Executive Sessions or Closed Sessions from which the
public may be excluded, for those purposes set forth in the Revised Code of
Washington". Before convening an Executive Session, the Presiding Officer
shall announce the purpose of the Session and the anticipated time when the
Session will be concluded. Should the Session require more time, a public
announcement shall be made that the Session is being extended.
Councilmembers should keep confidential all written materials and verbal
information provided to them during Executive Sessions, to ensure that the City's
interests are not compromised. Councilmembers should refrain from taking notes
in Executive Session because such records may be subject to public disclosure,
thereby compromising the confidential nature of the matters discussed.
Confidentiality also includes information provided to Councilmembers outside of
Executive Sessions when the information is exempt from disclosure under the
Revised Code of Washington. If a Councilmember unintentionally discloses
Executive Session discussion with another party, that Councilmember shall make
full disclosure to the Mayor and/or the City Council in a timely manner as soon as
the error is discovered.
ECC 1.04.050(A)
8 ECC 1.04.050(B)
9 ECC 1.04.050(C)
10 ECC 1.04.050(D)
11 RCW 42.30.110 and RCW 42.30.140
7
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8.10.b
5.9 Special Meetings92 may be held by the Council subject to notice requirements
prescribed by State law. Special Meetings may be called by the Council
President, Mayor, or any four members of the City Council by written notice
delivered to each member of the Council at least twenty-four hours before the
time specified for the proposed meeting. The notice of such Special Meetings
shall state the subjects to be considered, and no subject other than those
specified in the notice shall be considered.
5.10 An Emergency Meeting13 is a special Council meeting called without the 24-
hour notice. It deals with an emergency involving injury or damage to persons or
property or the likelihood of such injury or damage, when time requirements of a
24-hour notice would make notice impractical and increase the likelihood of such
injury or damage. Emergency meetings may be called by the Mayor or the
Council President with the consent of a majority of Councilmembers. The
minutes will indicate the reason for the emergency.
5.11 Special Meetings and Emergency Meetings will beat a time and place as
Council directs.
5.12 The City shall comply with the public notice provisions of the Revised Code of
Washington14. Unless specified otherwise, the public shall receive notice of
upcoming public hearings through publication of such notice in the City's official
newspaper at least ten (10) days prior to the hearing.
5.13 At all Council Meetings, a majority of the Council (four members) shall constitute
a quorum for the transaction of business. In the absence of a quorum, the
members present may adjourn that meeting to a later date.
5.14 Members of the Council may be excused from attending a City Council meeting
by contacting the Council President prior to the meeting and stating the reason
for his or her inability to attend. If the member is unable to contact the Council
President, the member shall contact the Mayor, who shall convey the message to
the Council President. Following roll call, the Presiding Officer shall inform the
Council of the member's absence, state the reason for such absence, and inquire
if there is a motion to excuse the member. This motion shall be nondebatable.
Upon passage of such motion by a majority of members present, the absent
member shall be considered excused and the Clerk will make an appropriate
notation in the minutes. Councilmembers who do not follow the above process
will be considered unexcused and it shall be so noted in the minutes. A motion to
excuse a Councilmember may be made retroactively at the next meeting.
Removal of a sitting Councilmember for three (3) consecutive unexcused
absences is authorized by RCW 35A.12.060.
12 RCW 42.30
13 RCW 42.30
14 RCW 35A.12.160
8
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Exhibit A COUNCIL RULES OF PROCEDURE
5.15 Remote Attendance: Notification of the need to attend a meeting remotely shall
be made to the City Clerk by noon of the meeting day. When attending a council
meeting remotely, Councilmembers must have video and audio capabilities and
enable them during the meeting whenever possible. Any attendee (Council, staff,
or presenter) must enable their video and audio when speaking, unless technical
difficulties do not allow. Attendees must attempt to contact the technology
department to resolve any problems prior to the meeting. If the problem cannot
be resolved, the attendee must inform the Council President and/or the Mayor
prior to the meeting.
5.16 The City Clerk or an authorized Deputy City Clerk shall attend all Council
meetings. If the Clerk and the Deputy Clerk are absent from any Council
meeting, the Mayor shall appoint a Clerk Pro Tempore. The minutes of the
proceedings of the Council shall be kept by the City Clerk and shall constitute the
official record of the Council.
Section 6. Council Conduct.
The City Council finds that Councilmembers should seek to continually improve the
quality of public service and ensure public confidence in the integrity of local
government and its effective, transparent, and equitable operation. Councilmembers
have a public stage and privileged platform to show how individuals with contrasting
points of view can find common ground, demonstrate problem -solving approaches, and
achieve solutions that benefit the community as a whole. Central to these principles is
that civility and decorum shall apply to all Councilmember conduct in relation to city
business. To this end, the following Code of Conduct for members of the Edmonds City
Council is established.
6.1 General Conduct
A. Councilmembers shall focus discussions and debates on vision, policies,
and their implementation.
B. No Councilmember shall dominate proceedings during Council or other
public meetings.
C. Personal, insulting, or intimidating language, body language and actions,
are not allowed. Councilmembers may raise a point of order for ruling by
the Chair or by the Body to address inappropriate remarks.
D. Ensuring that all meeting participants feel welcome is a vital part of the
democratic process. No signs of partiality, prejudice, or disrespect should
be evident on the part of Councilmembers toward any individual
participating in a public meeting. Every effort should be made to be
respectful in listening to Council, staff and public testimony and
9
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8.10.b
Exhibit A COUNCIL RULES OF PROCEDURE
discussions.
E. Technology allows words written or said to be distributed far and wide.
Councilmember written notes, voicemail messages, texts, email, or other
electronic communications, are public records and shall follow this code.
6.2 Conduct with City Staff, and the Council Legislative Assistant
The community is best served when the abilities, experience, and knowledge of
staff and contract employees work alongside councilmembers, and
councilmembers will value these resources and relationships by:
A. Using respectful language and avoiding aggressive tones.
B. Whenever possible, provide questions ahead of public meetings and
otherwise avoid surprises.
C. Recognize that calls and emails may not be returned outside of business
hours.
D. Expressing concerns about performance only to the Mayor, in the case of
staff, and the Council President, in the case of Council legislative aide.
E. Understanding that Council, as a legislative body, directs City business via
policy change initiated by majority Council vote only; councilmembers
acting individually shall refrain from directing staff or otherwise intruding
on the City's administrative functions.
6.3 Conduct with Boards, Committees, Commissions, and Outside Agencies
A. The City maintains several boards and commissions as a means of
encouraging and gathering community input. Residents who serve on
boards and commissions are a valuable resource to the City's leadership
and shall be treated with appreciation and respect.
B. Councilmembers are appointed as non -voting members to serve as the
primary two-way communication liaison between the Council and boards,
commissions, and committees. Councilmembers are not to direct the
activities or work of the board, commission, or committee.
C. Councilmembers may attend any board or commission meeting to which
they are not appointed but shall do so as a member of the public. Personal
comments or positions, if given, will be identified as such and shall not be
represented as the position of the City or Council.
D. Councilmembers shall not contact a board or commission member to
10
Packet Pg. 190
8.10.b
Exhibit A COUNCIL RULES OF PROCEDURE
lobby on behalf of an individual, business, or organization, with the
exception of the hearing examiner or architectural design board. It is
acceptable for Councilmembers to contact boards or commissions and
their members, so long as all interactions are in line with the Edmonds
Code of Ethics.
E. When attending a non -city sponsored event, meeting, conference, or other
activity, Councilmembers shall do so in an individual Councilmember
capacity only. Likewise, a Councilmember may be authorized to represent
the City only in compliance with RCW 35A.12.100.
6.4 ImDlementation. ComDliance. and Enforcement
As an expression of the standards of conduct that best serve the City, the Code
of Conduct is intended to be self -enforcing and is most effective when members
are thoroughly familiar with it and embrace its provisions.
A. This Council Code of Conduct shall be included in the regular orientations
for newly seated Councilmembers. Members entering office shall sign a
statement affirming they read and understood the City of Edmonds
Council Code of Conduct.
B. The Code of Conduct shall be reviewed and reaffirmed annually by the
City Council.
C. When a breach of this code occurs, Councilmembers are encouraged to
remind one another of the Code of Conduct terms. These communications
may be documented with the subject line, "Code of Conduct Reminder."
D. Repeated breaches, or egregious instances, may be dealt with according
to the terms set out in the Council's adopted Robert's Rules of Order or
other applicable laws and regulations.
Section 7. Code of Ethics.
7.1 Code of Ethics. The purpose of a Code of Ethics is to strengthen the quality of
government through ethical principles which shall govern the conduct of the City
Council. To this end, the Council shall:
1. Be dedicated to the concepts of effective and democratic government.
2. Affirm the dignity and worth of the services rendered by government and
maintain a sense of social responsibility.
3. Be dedicated to the highest ideals of honor and integrity in all public and
personal relationships.
4. Recognize that the chief function of local government at all times is to
11
Packet Pg. 191
8.10.b
Exhibit A COUNCIL RULES OF PROCEDURE
serve the best interest of all the people.
5. Keep the community informed on municipal affairs and encourage
communications between the citizens and all municipal officers.
Emphasize friendly and courteous service to the public and each other;
seek to improve the quality of public service, and confidence of citizens.
6. Seek no favor; do not personally benefit or profit by confidential
information or by misuse of public resources.
7. Conduct business of the city in a manner which is not only fair in fact, but
also in appearance.
Section 8. Public Testimon
8.1 Public Hearings:
a. Individuals will be allowed three minutes to speak.
b. The Presiding Officer may allow additional time for receipt of written
testimony when needed.
c. The Clerk shall be the timekeeper.
d. Prior to closing the public hearing, the Presiding Officer shall inquire if
there are any additional speakers other than those that have signed up
and previously spoken, and if there are, they shall be allowed to testify.
8.2 Other Audience Comment at Regular Meetings
Audience comments are offered at the beginning of regular meetings. This is an
opportunity for members of the public to speak to any topic not listed as a public
hearing or closed record review.
A speaker sign-up form will be at the entry table.
The procedures for the Public Hearing testimony in 8.1 A and C above are
generally followed for audience comment; 8.1 D is followed for audience
comment as time allows.
8.3 When large numbers of people are signed up to speak on the same topic, the
Presiding Officer may request that the group(s) select a limited number of
speakers to cover their view and then ask all those who agree with that position
to stand at the conclusion of each presentation.
8.4 Public testimony authorized in Section 8.2 and 8.3 may not include comments or
information on any quasi-judicial matter pending before the City Council, or on
any topic for which Council has closed the public record.
12
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8.10.b
Exhibit A COUNCIL RULES OF PROCEDURE
8.5 No person shall be allowed to address the Council while it is in session without
the recognition of the Presiding Officer.
8.6 It shall be unlawful for any person in the audience at a Council meeting to do any
of the following: Engage in disorderly, disruptive, disturbing, delaying or
boisterous conduct, such as, but not limited to, handclapping, stomping of feet,
whistling, making noise, use of profane language or obscene gestures, yelling or
similar demonstrations, which conduct substantially interrupts, delays, or disturbs
the peace and good order of the proceedings of the Council.15
8.7 Persons testifying shall identify themselves for the record as to name, City of
residence and any organization represented.
8.8 An instruction notice for speakers will be available at the meeting. Speakers will
be advised by the Presiding Officer that their testimony is being recorded.
8.9 Time cannot be donated by one speaker to another.
8.10 No person may use audience comment to promote or oppose any candidate for
public office. In election years, a campaign officially begins when a candidate
files their candidacy with the elections office and continues through the election.
Section 9. Motions.
9.1 Unless otherwise provided for by statute, ordinance, or resolution, all votes shall
be taken by voice and hand raise, except that at the request of any
Councilmember, a roll call vote shall be taken by the City Clerk.
9.2 A motion must precede deliberation of an action item. A Councilmember should
make a motion, which is seconded by another Councilmember, on the topic
under discussion. If the motion is not seconded, it dies. Some motions do not
require a second: nominations, withdrawal of a motion, request for a roll call vote,
and point of order.
9.3 In case of a tie vote on a motion, the motion shall be considered lost. If the
motion is an item for which the Mayor may break the tie vote, the Mayor may
vote on the motion.
9.4 Motions shall be clear and concise and not include arguments for the motion.
9.5 Motions shall be reduced to writing when required by the Presiding Officer or any
member of the Council. All resolutions and ordinances shall be in writing.
9.6 After a motion has been made and seconded, Councilmembers may discuss
is Acosta v. City of Costa Mesa, 718 F.3d 800 (9th Cir. 2013), Id., at 816
13
Packet Pg. 193
Exhibit A COUNCIL RULES OF PROCEDURE
8.10.b
their opinions on the issue prior to the vote. If they wish to do so, they may state
why they will vote for or against the motion.
9.7 When the Council concurs or agrees with an item that does not require a motion,
the Mayor will summarize the Council's consensus at the conclusion of the
discussion.
9.8 A motion may be withdrawn by the maker of the motion upon consent of the
Council.
9.9 A motion to table is nondebatable. It requires a majority to pass. If the motion to
table prevails, the matter may only be "taken from the table" at the same meeting
or the next regular meeting.
9.10 A motion to postpone to a specific time is debatable, amendable, and may be
reconsidered at the same meeting. It requires a majority to pass. The motion
being postponed must be considered later in the same meeting or a specific
future meeting.
9.11 A motion to postpone indefinitely is debatable, is not amendable, and may be
reconsidered at the same meeting. It requires a majority to pass. The merits of
the main motion may be debated.
9.12 A motion to call for the question shall close debate on the main motion and is
nondebatable. This motion must receive a second and fails without a two-thirds
(2/3) vote. Debate is reopened if the motion fails.
9.13 A motion to amend is defined as amending a motion that is on the floor and has
been seconded, by inserting or adding, striking out, striking out and inserting, or
substituting.
9.14 When the discussion is concluded, the motion maker, Mayor, or City Clerk, shall
repeat the motion prior to voting.
9.15 The City Council votes on the motion as restated. If the vote is unanimous, the
Mayor shall state that the motion has been passed unanimously according to the
number of Councilmembers present, such as 7-0" or "6-0." If the vote is not
unanimous, the Mayor shall state the number of Councilmembers voting in the
affirmative and the number voting in the negative and whether the motion passes
or fails.
9.16 Personal involvement in an issue coming before Council shall be a trigger to
consult with the City Attorney regarding possible conflict of interest/need for
recusal from that council business item. If such conflict of interest or an
appearance of fairness question under state law16 is established, the
16 RCW 42.36 and RCW 42.23.020
14
Packet Pg. 194
Exhibit A COUNCIL RULES OF PROCEDURE
8.10.b
Councilmember shall recuse themselves from the issue and shall leave the
Council chambers during discussion and voting on the issue. That
Councilmember shall be considered absent when voting occurs.
9.17 If a member of the Council is silent on a vote, it shall be recorded as an
affirmative vote. If a member of the Council abstains, it shall be recorded as an
abstention and not included in the vote tally.
9.18 No vote may be cast by proxy.
9.19 Once the vote has been taken, the discussion is closed. It is not necessary for
Councilmembers to justify or explain their vote. If they wish to make their
positions known, this should happen during the discussion preceding the vote.
9.20 After the question has been decided, any Councilmember who voted in the
majority may move for a reconsideration of the motion. The motion for
reconsideration must be made at the same or next regular meeting.
9.21 The City Attorney, in consultation with the City Clerk, shall decide all questions of
interpretations of these policies and procedures and other questions of a
parliamentary nature which may arise at a Council meeting. All cases not
provided for in these policies and procedures shall be governed by the current
edition of Robert's Rules of Order. In the event of a conflict, these Council rules
of procedures shall prevail.
Section 10. Items Requiring Four Votes. The passage of any ordinance, grant or
revocation of franchise or license, any resolution for the payment of money or approval
of warrants shall require the affirmative vote of at least a majority of the whole
membership of the Council (4 votes)."
Section 11. Items Requiring a Unanimous Vote. An ordinance must be adopted
unanimously where both of the following conditions exist: 1) the ordinance is subject to
referendum under RCW 35A.11.090, as limited by Leonard v. City of Bothell, 87 Wn.2d
847, 852-53, 557 P.2d 1306, 1310 (1976) ("If the grant of power is to the city as a
corporate entity, direct legislation is permissible insofar as the statute is concerned. On
the other hand, if the grant of power is to the legislative authority of the city, the initiative
and referendum are prohibited."), and similar case law, and; 2) the ordinance is
proposed to take immediate effect under RCW 35A.11.090(2).
Section 12. Council Representation.
12.1 Once the City Council has taken a position on an issue, all official City
correspondence regarding the issue will reflect the Council's adopted position.
"RCW 35A.12.120
15
Packet Pg. 195
8.10.b
Exhibit A COUNCIL RULES OF PROCEDURE
12.2 City letterhead, email and other city resources shall not be used for
correspondence of Councilmembers representing a dissenting point of view from
an official Council position.
12.3 As a matter of courtesy, letters to the editor, or other communication of a
controversial nature, which do not express the majority opinion of the Council,
shall be presented to the full Council prior to publication.
Section 13. Reimbursement of Expenses.
13.1 Council adopted the City of Edmonds Employee Expenses, Volunteer
Recognition and Reimbursements Policy'$ for application to Council as
enumerated therein.
In addition to the option of prior approval of training course -by -course as outlined
in Section VI of the Policy, a Council President may also pre -authorize trainings
relevant to the councilmember role up to a pre -authorized budget amount per
councilmember annually.
Section 14. Suspension and Amendment of Rules.
14.1 Any provision of these rules not governed by state law, City code, fundamental
parliamentary principle, or other statute or rule may be temporarily suspended by
a majority vote of the Council.
14.2 It is the intent of the City Council that the rules of procedure be periodically
reviewed as needed or during odd -numbered years. These rules may be
amended, or new rules adopted, by a majority vote of the Council, provided that
the proposed amendments or new rules shall have been distributed to Council at
least two weeks prior to such action.
" Resolution 1516, November 1, 2022
ADOPTED BY:
RESOLUTION NO. XXXX
AMENDED BY:
RESOLUTION NO. XXXX
16
Packet Pg. 196
8.10.c
RESOLUTION NO. 1295
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, REPEALING RESOLUTION NO. 292, WHICH ADOPTED
RULES OF PROCEDURE FOR CONDUCT OF COUNCIL MEETINGS;
ADOPTING ROBERT'S RULES OF ORDER WITH MODIFICATIONS AS
THE CITY COUNCIL'S NEW RULES OF PROCEDURE.
WHEREAS, the city council adopted Resolution No. 292 in 1974, which adopted rules of
procedure for conduct of council meetings; and
WHEREAS, Resolution No. 292 did not adopt Robert's Rules of Order; and
WHEREAS, it has been recommended that the city council use Robert's Rules of Order
with modifications identified by the city council, now therefore,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY
RESOLVES AS FOLLOWS:
Section 1. REPEALER. Resolution No. 292 is hereby repealed.
Section 2. ADOPTION OF ROBERT'S RULES. The city council hereby adopts Robert's Rules of
Order Newly Revised, 111h Edition, as its official rules for conducting council meetings. The city
council intends that the city official serving as parliamentarian should consult this version of
Robert's Rules when asked to provide guidance on a procedural question. City council members
wishing to use a shorter version of Robert's Rules for their own convenience should use Robert's
Rules of Order In Brief, but the council does not recognize this volume as an authority nor as the
City council's official rules.
Section 3. MODIFICATIONS TO ROBERT'S RULES. The city council hereby adopts the
following modifications to the Robert's Rules of Order Newly Revised, 11 `h Edition:
1. Contrary to the ** footnote on Page 35 and first bullet point on page 488, motions before
the city council must be seconded.
2. Contrary to page 43, line 23 of Robert's Rules of Order, the Mayor participates in discussion
and debate only with the permission of the Council and does not make motions. Tiebreaker
votes by the Mayor will be as provided by Washington State law.
Section 4. MATTERS NOT COVERED. Any matter of order or procedure not covered by the
modifications set forth in this resolution shall be decided by the presiding officer pursuant to state
law, city ordinance, and Robert's Rules of Order Newly Revised, 11`h edition (in that order of
priority), with the assistance and advice of the City Attorney.
Packet Pg. 197
8.10.c
Section 5. EFFECTIVE DATE. Robert's Rules of Order as modified in Section 3 will be the
official rules of procedure for the conduct of council meetings effective August 6, 2013.
RESOLVED this 16'' day of July, 2013.
CITY OF EDMONDS
MAYOR, DAVID O. EARLING
ATTEST:
CITY CLERK, SANDRA CHASE
FILED WITH THE CITY CLERK: 07-12-2013
PASSED BY THE CITY COUNCIL: 07-16-2013
RESOLUTION NO. 1295
Packet Pg. 198
9.1
City Council Agenda Item
Meeting Date: 11/12/2024
Public Hearing on Proposed 2025-2026 Biennial Budget
Staff Lead: Kim Dunscombe
Department: Administrative Services
Preparer: Scott Passey
Background/History
The City Council held public hearings on the 2025-2026 Proposed Biennial Budget on October 22 and 29.
The hearing on October 22 was dedicated to 2025-2026 Proposed Property Tax Levy and Revenue
Sources, and the hearing on October 29 was dedicated to the budget in general.
Staff Recommendation
Open the public hearing. When there are no further speakers wishing to comment, the Mayor should
close the public hearing.
Tonight's public hearing is the second opportunity to hear public testimony on the Proposed 2025-2026
Biennial Budget.
Packet Pg. 199
10.1
City Council Agenda Item
Meeting Date: 11/12/2024
Draft Comprehensive Plan Elements for Climate and Economic Development
Staff Lead: Shane Hope
Department: Planning & Development
Preparer: Heather Lakefish
Background/History
Cities and counties, under state law, must adopt comprehensive plans that meet certain requirements
and that contain specific elements, including land use, housing, transportation, growth, and other
topics. These must be updated and adopted on a certain schedule. For Edmonds, the next due date is
December 31, 2024.
The Edmonds Draft Comprehensive Plan was prepared and posted on October 3, 2024. Some elements
of it have previously been reviewed and discussed by the City Council. The Council's November 12
meeting will focus on the Plan's draft elements for "climate" and "economy".
Staff Recommendation
Discuss and provide any direction on the Draft Climate Element and Draft Economic Element for the
Comprehensive Plan update.
Narrative
On November 12, the City Council will consider the Draft Climate Element and the Draft Economic
Elements for the Comprehensive Plan. (See attachments.)
These two elements were previously discussed by the Planning Board, especially on October 30. (See
attached draft Planning Board minutes for the relevant discussion.)
Draft Climate Element
The Draft Climate Element (attached) would replace and update the Community Sustainability Element
from the current (2015) Comprehensive Plan.
Since the City's last Comprehensive Plan update, new state law has taken effect that requires
jurisdictions to have a "climate change and resiliency" element by 2029 and for the element to meet
specific requirements. Some of these requirements appear to be beyond the City's current capacity but
can be incorporated later (i.e., by 2029). Meanwhile, because the City has been working on climate
issues for years --including the creation of a Climate Action Plan --a draft Climate Element is now
proposed to capture key concepts and to set the stage for further addressing climate change and
resiliency.
The proposed new Climate Element includes the following two sub -elements:
Packet Pg. 200
10.1
--Climate Resilience;
--Greenhouse Gas (GHG) Emissions.
The Planning Board discussed the Climate Element in previous meetings, especially in its October 30,
2024 meeting. (See attached draft minutes for the relevant discussion.)
Economic Development Element
The draft Economy Element (attached) is proposed to replace and update the Economic Development
Element from the current (2015) Comprehensive Plan.
This element discusses current conditions, including for industries, jobs, and public revenues. It also
proposes goals and policies to plan for the future. Based on countywide growth targets, Edmonds needs
to plan for 17,232 jobs by 2044. Since most of the needed capacity for this number of jobs already exists
in Edmonds, additional capacity is needed only for about 500 jobs. However, even more jobs can
probably be accommodated if reasonable opportunities are provided, consistent with market factors.
The Planning Board and the Economic Development Commission previously met together and discussed
concepts for inclusion in the Comprehensive Plan. Ultimately, a draft element was prepared that is now
included in the Draft Comprehensive Plan. This version was discussed at the Planning Board meeting
October 30, 2024. (See attached draft Planning Board minutes.)
Next Steps
After receiving comments and any direction from the City Council (along with other input and
information) at the November 12 meeting, a revised Draft Plan will be developed for the City Council's
further consideration.
The revised draft will be considered in early December. A public hearing is planned for December 10
and City Council adoption of the final Comprehensive Plan for December 17.
Attachments:
05_Climate
04_Economic Development
PB 10.30.2024 draft Minutes
Packet Pg. 201
1
Guiding Princinle:
"Edmonds is committed to strengthen our resilience to
climate change while balancing growth and protecting
and expanding our environmental assets. It will prioritiz,
creating sustainable, and low -carbon Edmonds that can
enhance quality of life for residents"
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96 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 203
10.1.a
Introduction
The Climate element provides a vision, goals, and policies that respond to new legislation that
requires a climate change element (HB 1181) as part of a comprehensive plan. Climate elements must
maximize economic, environmental, and social co -benefits and prioritize environmental justice to avoid
worsening environmental health disparities. The element must include:
• Resilience Sub -element that addresses adaptation to hazards exacerbated by climate change.
• Mitigation Sub -element that identifies goals and policies addressing greenhouse gas emissions reductions
The Climate Element addresses strategies to mitigate and adapt to climate change. It includes
reducing greenhouse gas emissions through sustainable practices, enhancing energy efficiency, and
promoting renewable energy sources. The element emphasizes climate adaptation measures, such
as protecting against sea level rise, mitigating the urban heat island effect, and improving stormwater
management. It also focuses on preserving natural resources and critical areas, expanding green
infrastructure, and increasing urban tree canopy. Public education and community engagement are key
components, aiming to foster a resilient and sustainable city capable of withstanding climate impacts.
The City of Edmonds is currently developing this element and requires more detailed analysis to
ensure complete compliance.
EVERYONE'S EDM Packet Pg. 204
10.1.a
City of Edmonds- Regional leader in environmental
stewardship
The City of Edmonds recognizes that global climate change brings significant risks to our community
as a shoreline city. At the same time, the City understands that we have a responsibility to play a
leadership role both within our own community as well as the larger Puget Sound region.
Recognizing the importance of addressing the issues surrounding the environment and climate
change, in September 2006, the City of Edmonds formally expressed support for the Kyoto Protocol
and adopted the U.S. Mayors Climate Protection Agreement by Resolution No. 1129, and joined the
International Council for Local Environmental Initiatives (ICLEI) by Resolution No. 1130.
Scientific evidence and consensus continue to strengthen the idea that climate change is an urgent
threat to the environmental and economic health of our communities. Many cities, in this country and
abroad, already have strong local policies and programs in place to reduce global warming pollution,
but more action is needed at the local, state, and federal levels to meet the challenge. On February 16,
2005 the Kyoto Protocol, the international agreement to address climate change, became law for the
141 countries that have ratified it to date. On that day, Seattle Mayor Greg Nickels launched an initiative
to advance the goals of the Kyoto Protocol through leadership and action by at least 141 American
cities.
The City of Edmonds has formally approved
the U.S. Mayors Climate Protection Agreement
which was endorsed by the 73rd Annual U.S.
Conference of Mayors meeting, Chicago, 2005.
Under the Agreement, participating cities
committed to take three sets of actions:
Urge the federal government and state governments
to enact policies and programs to meet or beat the
target of reducing global warming pollution levels to
7 percent below 1990 levels by 2012.
• Urge the U.S. Congress to pass bipartisan
greenhouse gas reduction legislation that 1)
includes clear timetables and emissions limits and
2) a flexible, market -based system of tradable
allowances among emitting industries
• Strive to meet or exceed Kyoto Protocol targets for
reducing global warming pollution by taking actions
in our own operations and community.
average annual
temperatures
increase by
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by 2100
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foot rise in °'
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Figure 5.2 Regional and local climate
change projections. (Source:
Edmonds Climate Action Plan)
98 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024
Packet Pg. 205
10.1.a
Edmonds Climate Action Plan (CAP)
The Climate Action Plan (CAP) was first published
in 2010 to set goals to reduce greenhouse
gas emissions (GHG). In 2023 the CAP was
updated to redefine climate action goals to meet
targets that had not been met by the Edmonds
community. The CPA provides steps for the City,
individuals and businesses to work towards being
carbon neutral by 2050 and identifies actions
through 2035. The interconnection of equity and
climate action is integrated throughout the plan,
with Frontline communities identified as leaders
for reducing consumption, and as those facing the
biggest threats related to climate change.
The CAP discusses the inevitability of impacts from
climate change and identifies steps to prepare and
respond to those impacts. The Comprehensive Plan
has integrated the Strategies and Actions provided
in the plan, along with the overall approach to
Climate Equity.
CAP sets goals to reduce greenhouse gas emissions
(GHG). In 2023 the CAP was updated to provide
steps for the City, individuals and businesses to
work towards carbon neutrality by 2050. It identifies
actions through 2035.
The CAP discusses impacts from climate change
and identifies steps to prepare and respond to those
impacts.
The history of inequity in climate action provides
context for CAP recommendations, as environmental
crises disproportionately impact vulnerable
populations.
Climate Resilience: The ongoing process
of anticipating, preparing for, and
adapting to changes in climate; minimizing
negative impacts to our natural systems,
infrastructure, and communities
Mitigation: Actions taken to reduce or
eliminate the emissions of greenhouse
gases (present and future) to reduce the
rate and extent of climate change damage
It may also be referred to as greenhouse
gas emissions GHG reduction.
Climate Equity. Recognition that the impacts
of climate change are felt by the most
vulnerable populations. A climate equity
approach not only enhances ecosystem
services but also contributes to building
resilience in these vulnerable communities,
prioritizing those areas that already lack
infrastructure to mitigate surface runoff, lack
tree canopy or shade or cooling, or other
impacts.
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EVERYONE'S EDM Packet Pg. 206
10.1.a
Climate Equity
The City of Edmonds is committed to
embedding climate equity at the forefront of
development projects and city -funded capital
projects. This means proactively addressing the
disproportionate impacts of climate change on
vulnerable populations, including low-income
communities, communities of color, and other
marginalized groups.
The CAP discusses the interconnection between
equity and climate action and the benefits of
integrating the two in strategic planning. The
history of inequity in climate action provides
context for key recommendations, highlighting
Frontline communities as key demographics to
consider.
Environmental justice, climate change, and equity
are deeply interconnected, with geographic
and socioeconomic factors creating distinct
exposures and outcomes. For instance, the
Bowl area benefits from cooler temperatures
during heatwaves due to its proximity to Puget
Sound, while communities along the Highway 99
Corridor face higher environmental health risks.
The unique contexts and frontline communities
that exist within Edmonds need to be considered
in the assessment and prioritization of climate
change resources.
El Non -English
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Figure 5.1 Frontline Communities in Edmonds (Source
CAP Document)
The City of Edmonds is home to frontline communities
including the elderly, BIPOC, non-English speakers, those
with no health care coverage, renters, persons below the
poverty line, those experiencing homelessness, and those
without a bachelor's degree or higher, among others.
Goal CCA Provide information and opportunities for Edmonds residents to learn more
about the climate crisis and take action.
Policy CC-1.1 Partner with environmental organizations to leverage their expertise.
Policy CC-1.2 Encourage access to healthcare services in underserved areas, particularly those
disproportionately affected by climate change, to address both immediate and long-term health
risks.
Goal CC-2.Seek to alleviate environmental and health disparities on vulnerable
populations resulting from climate change
Policy CC-2.1 Encourage public health systems to anticipate and respond to emerging climate -related
health threats, including the integration of climate considerations into disease surveillance,
emergency response, and health education programs.
Policy CC-2.2 Support programs to ensure that all residents, regardless of race, social, or economic
status, have clean air, clean water, and other elements of a healthy environment.
100 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 207
10.1.a
Climate Resilience Sub Element
Develop, implement and monitor climate resilience strategies responsive to the impacts of climate
change and support public health and safety, the economy, public and private infrastructure, water
resources, and habitat.
Snohomish County 2020 Hazard Mitigation Plan (HMP)
The City of Edmonds adopted the HMP which was developed in cooperation with other jurisdictions in
Snohomish County. HMP identifies resources, information, and strategies for reducing risk from natura
hazards. The plan guides and coordinates mitigation activities throughout Snohomish County.
Integration of Climate Adaptation and Hazard Mitigation: This approach recognizes the
interconnectedness between climate change impacts, such as extreme weather events, sea -level rise,
and heatwaves, and existing vulnerabilities to natural hazards, such as floods, hurricanes, earthquakes,
and wildfires. They both require deliberative long-term actions in the built and natural environments to
reduce harm resulting from hazards. Both frameworks center around vulnerability and risk assessment
as the fundamental analyses, making them highly comparable in structure and approach. By integrating
climate adaptation and hazard mitigation efforts, communities can:
• Recognize and address the compounding risks posed by climate change and natural hazard
• Identify opportunities to implement measures that provide multiple benefits
• Build resilience by incorporating adaptive strategies into hazard mitigation plans,
• Integrate climate projections and future risk assessments into hazard mitigation planning processes to ensure
that mitigation measures are robust and effective in the face of changing climate conditions.
• Identify opportunities to leverage funding and resources from multiple sources
Goal CC-3. Fulfill requirements of HB 1181 for addressing climate change.
Q
E
Policy CC-3.1 Conduct a climate change risk assessment and impact analysis, consistent with state
c0
guidance.
L
Policy CC-3.2 Broadly engage the public, including through equitable public outreach processes and
best practices for addressing climate issues.
Policy CC-3.3 Consider strategies that coordinate with with the Snohomish County Hazard Mitigation
E
E
Plan (HMP) and Shoreline Master Program. The strategies may include:
LO
0
• "Extreme Heat Response Plan", such ascreating a network of emergency cooling centers to be available
during extreme heat events.
E
• "Floodplain Management Plan", such as updating development regulations for high -risk zones and
green storm infrastructure.
• "Wildfires Prevention Plan", such as for fuel management and fire-resistant landscaping.
Q
EVERYONE'S EDM Packet Pg. 208
10.1.a
Goal CCASeek to reduce community exposure to extreme heat, precipitation, smoke,
sea -level rise, and other climate -exacerbated events
Policy CC-4.1 Address the impacts of sea level rise by developing and implementing a comprehensive
adaptation plan that protects Edmonds' coastal areas, infrastructure, and communities.
Policy CC-4.2 Seek funding sources, including grants, state and federal funding, and public -private
partnerships for sea level rise adaptation projects such as the Edmonds Marsh Estuary
restoration project, Willow Creek Daylighting project or others, as appropriate
Policy CC-4.3 Enhance emergency preparedness, response, and recovery efforts to mitigate risks and
impacts associated with extreme weather and other hazards worsened by climate change.
Policy CC-4.4The City of Edmonds should communicate with, and support climate resilience planning
efforts of, other districts and county programs, such as the Snohomish County Hazard Mitigation
Plan process, the Snohomish Health District, the Port District, the Alderwood Water Wastewater
District, the Snohomish County Public Utility District, and others.
GHG Emissions Reduction Sub -element
Edmonds Climate Action Plan's GHG inventory and analysis aligns with Pathway 3 of the GHG
Emissions Reduction Sub -Element analysis as outlined in Section 4.3 of Climate Element Planning
Guidance published by WA State Department of Commerce. Pathway 3 leads to developing GHG
reduction goals and policies based on emissions inventory modeling results.
However, per the guidance document, Edmonds should use 2022 as their emissions baseline year and
set incremental targets that lead to achieving net zero emissions in 2050, consistent with Washington's
statewide targets. The current CAP has 2017 as the baseline year. Commerce also recommends that
the emissions inventory be updated every five years to evaluate progress toward your GHG reduction
goals and targets.
Since 2008, the City has launched numerous initiatives aimed at creating energy -efficient and
L
sustainable public facilities. o
• Completed an energy audit of major City buildings and facilities to identify opportunities for improved
M
efficiency. E
• Reduced electrical usage at the library by approximately 45% after completing a capital improvement project.
VI
• Upgraded the wastewater treatment plant with new technology that reduced electrical consumption by 19%
Ln
r
and fuel oil consumption by 44%, a reduction of 221 MT CO2e annually.
• Upgraded energy efficiency of City facilities, including interior lighting, insulation, and 10kW of community
solar at the Anderson Center; insulated glazing at City Hall; and high efficiency boiler and hot water tank at the
2
Public Safety building. Q
• Worked with PUD to replace 1600 streetlights with energy -efficient LED fixtures.
• Installed a 100-kilowatt project on Edmonds' public safety building in 2022 using WA state grant
102 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 209
10.1.a
Goal CC-5. Promote green building practices and embrace renewable energy sources
to reduce carbon emissions
Policy CC-5.1 Strengthen energy efficiency codes,
consistent with best practices.
Policy CC-5.2 Support programs and incentives
that encourage existing land use,
buildings, and infrastructure to reduce their
carbon footprint. Encourage or incentivize
new developments to use low emission
construction practices, low or zero net
lifetime energy requirements and "green"
building techniques
Efficiency First bill, requires owners of
large buildings (commercial and multifamily
buildings over a size threshold) to
benchmark their building's energy usage
and report it to the State of Washington. The
state will then publish this data online so that
owners can see how each building compares
to its peers.
Policy CC-5.3 Encourage electric heat pumps and consider limiting the use of natural gas in new
commercial and residential construction
Policy CC-5.4 Partner with Puget Sound Energy and other organizations with the goals to identify and
select appropriate and cost-effective energy improvements.
Policy CC-5.5 Explore financial assistance programs such as low interest loans or grants for installation
of solar energy projects and energy efficient equipment for affordable housing projects,
including residences and community facilities.
Policy CC-5.6 Remove barriers for installing residential and small business renewable energy systems,
as well as community solar (streamline permitting, lower fees, etc.)
Goal CC-6.Reduce vehicle miles traveled (VMT) by promoting active transportation and
mobility by all modes to achieve greenhouse gas reduction goals.
Policy CC-6.1 Prioritize multimodal investments
where needed in neighborhood centers
and hubs and the activity centers
Policy CC-6.2 Continue to promote active
transportation to reduce VMTs through:
Encourage development in centers and hubs
to support a sustainable land use framework
Support transit capital improvement in
partnership with Community Transit to improve
transit stops that serve centers and hubs.
TDM strategies that are meant to reduce
congestion, ease traffic, and improve
the range of transportation options by
encouraging carpooling, biking, public
transit, or Telecommuting.
Policy CC-6.3 Establish guidelines for the installation of EV charging stations in the public Right -of -
Way (ROW) while balancing the competing demands for curb space, including the needs of
pedestrians, cyclists, public transit, and other users.
Policy CC-6.4 Explore and expand practical options for transitioning more of the municipal fleet to
electric vehicles to maximize climate benefits and cost savings.
EVERYONE'S EDMO Packet Pg. 210
10.1.a
Goal CC-7. Reduce material consumption, waste generation, and resource depletion
Policy CC-7.1 Promote zero -waste programs and educational initiatives to "reduce, re -use, and recycle"
Policy CC-7.2 Promote local farmers' markets at activity centers (including proposed Neighborhood
Centers and Hubs) throughout the city.
Policy CC-7.3 Ensure that the City sets an example by promoting sustainable practices when
organizing events, with a focus on reducing waste in materials, food, and other resources.
Implementation Actions
Performance Measures
Goal CC-8. Develop a set of climate metrics that can be tracked, assessed and
reported on by the City on an on -going basis.
Policy CC-8.1 Create an interactive dashboard that can display tracked information and reporting from
the monitoring program.
Policy CC-8.2 Climate Action Plan (CAP) should be updated every five years to be in compliance with
HB 1181 and Commerce's GHG Emissions Reduction sub -element requirements.
Policy CC-8.3 Set aside funding for regular updates to the inventory analyzed in CAP.
Policy CC-8.4 Plan for data collection, target setting, progress reporting and adjustments to program
needs.
Policy CC-8.5 Continue to inventory and monitor both public facility, and community greenhouse gas
emissions targets as designated in the 2023 CAP.
Goal CC-9. Consider long-range, strategic, and short-term planning and decision -
making in making progress toward community sustainability.
Policy CC-9.1 Develop benchmarks and indicators to measure progress toward sustainability goals. o
They should be both understandable and obtainable so that they can be easily explained and
used. M
E
Policy CC-9.2 Schedule planning and budgeting decision processes to form a logical and linked V
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progression so that each process builds on and informs related decisions. o
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Policy CC-9.3 Long-range, strategic, and short-term planning should acknowledge the other time
frames, decisions, and resources involved. For example, short-term budgetary and regulatory
decisions should be designed to effect strategic and long-term goals.
Q
104 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 211
10.1.a
Potential Action Items
The following list outlines potential action items that can be further explored to guide implementation
efforts, considering the city's priorities, available resources, and other critical factors. Any such action
that is selected will be designed to support the City's long-term vision while ensuring compliance with
the Growth Management Act (GMA).
• Allocate resources to enhance climate literacy for the community with emphasis on educating
community leaders, youth, and organizations by facilitating regular workshops and seminars on
climate
• Create a centralized resource providing information and updates
• Conduct regular climate risk assessments to identify vulnerabilities, inform housing resilience
strategies, and make relevant updates to the building codes
• Establish advisory boards such as Climate Champions with representatives from vulnerable
communities to guide program development and implementation
• Conduct thorough climate equity assessments to evaluate how proposed city funded capital projects
may affect vulnerable populations, with a focus on reducing disparities in climate resilience and
access to resources
• Conduct Health Impact Assessments (HIA) for large-scale projects to evaluate and address
potential health impacts on vulnerable populations and neighborhoods. Define threshold criteria for
determining which projects require an HIA based on factors such as project size and type, potential
health impacts, and the characteristics of the affected populations
• Expand responsibilities of the existing Climate Protection Committee to act as the Climate Policy
Advisory Team as defined in Section 2.1 of the guidance document
• Develop a climate change risk assessment and impact analysis for city government facilities and
operations
Develop a climate risk assessment and impact analysis for the Edmonds community. Consider U
the potential impacts to economic, land use, and other community patterns due to the short- and
long-term risks associated with climate change using tools specified in Section 3.1 of the guidance
document
M
• Undertake a Climate Equity Strategic Plan that identifies issues, and targets actions that address
E
climate equity. Include planning tools appropriate to both public and private participants. The
U
following activities should be part of the plan:
• Utilize Edmonds Equitable Engagement Framework to inform equitable public outreach processes
and best practices. Incorporate surveys and other forms of data collection to find populations needing
E
support. Engage with advocacy groups and elevate local needs and priorities.
• Assess the effects of climate risk on vulnerable populations, e.g. seniors, and those on fixed incomes.
Q
Develop recommendations for community programs responsive to findings.
Coordinate with, and leverage state and regional goals and initiatives.
Implement a monitoring schedule: Align the periodic assessment with scheduled updates to vulnerability
analysis for regular evaluation and timely update of strategies and actions.
EVERYONE'S EDMO Packet Pg. 212
10.1.a
Undertake a policy review of City comprehensive, strategic, and specific plans to ensure that City
policies are appropriately targeted to prepare for and mitigate potential impacts of climate change.
• The reviews may be done to correspond with scheduled plan updates or accelerated where either a
higher priority is identified, or the next update is not specifically scheduled
• Develop and implement robust development standards that are adaptable to the impacts of climate
change, enhancing the resilience of the city's infrastructure, buildings, and communities
• Update building codes to incorporate climate -resilient materials and construction practices that can
withstand extreme weather events such as heatwaves, floods, and storms
• Update land use plans for climate adaptation and resilience based on the strategies identified within
climate change risk assessment and impact analysis to address sea level rise, flooding, wildfire, extreme
heat, and other hazards
Implement urban cooling strategies such as increasing green spaces, greater tree canopy,
opportunities for water -based recreation, installing cool roofs and pavements, (Refer UDF goals in E
Community Design Element) o
0
Develop and implement policies to enhance carbon sequestration through natural and engineered w
solutions, contributing to the city's climate goals and improving environmental health r_
Conduct a detailed vulnerability assessment of coastal areas, identifying critical infrastructure,
properties, and natural habitats at risk from sea level rise E
CU
Establish and maintain monitoring systems to track sea level changes and the effectiveness of c
adaptation measures over time w
Conduct an economic impacts analysis of sea level rise and the costs and benefits of different
adaptation strategies 2
w
Regularly update and implement the City's Emergency Management Plan (EMP) including
identification of multimodal emergency and evacuation routes. a
a�
Include measures to ensure resilience of local energy supply at City operated mass care facilities,
such as solar power and battery storage, in the event of electrical outages due to extreme weather or
fires L
a
Conduct community drills and education programs to ensure residents are informed and prepared c
U
Support local schools in integrating climate and sustainability education into curriculum
L
Explore carbon credits on the voluntary carbon market as a funding source for energy improvement
programs/incentives for small businesses
Pursue the use of transportation demand management (TDM) strategies as a means of reducing E
traffic congestion and greenhouse gas emissions. L)I
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• Operationalizing complete street approach
• Explore a market -based vehicle, bike and scooter share program in Edmonds.
E
Promote the use of electric vehicles (EVs) by expanding charging infrastructure especially within City -
owned facilities including parks Q
Partner with utility companies to create favorable EV charging rates and infrastructure development
programs
106 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 213
10.1.a
• Establish a monitoring program which should include measures that:
• Enable a comparison between measurement periods
• Measure progress toward greenhouse gas reduction goals
• Identify opportunities and obstacles for meeting greenhouse gas emission targets
• Evaluate the effectiveness to achieve these goals.
• Develop benchmarks and indicators to measure progress toward sustainability goals. They should be
both understandable and obtainable so that they can be easily explained and used
Draft Performance Metrics
Number of New Residential and Commercial Solar Photovoltaic Systems
r_
Installed
New developments use low emission
M
construction practices.
Percent of New Residential and Commercial Development LEED-Certified or
meeting Net -Zero Carbon Emissions
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Percent of Existing Residential and Commercial Area Retrofitted
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Residential units developed in neighborhood centers and hubs
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Percent of workforce commuting by transit
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Vehicle miles travelled (VMT) are reduced
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Percent of workforce commuting on foot or by bicycle
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Percent of Workers Carpooling and Ridesharing
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Promoting low -carbon vehicles
Number of electric vehicles registered in Edmonds
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Tree canopy contributes to carbon
Number of Trees Planted in Edmonds
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Material consumption and waste
Reduction in Solid Waste Taken to Landfill
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82 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 216
10.1.b
Introduction
The Economic Development Element is intended to provide comprehensive policy direction for
maintaining, expanding, and attracting economic activity across the city. This objective focuses on
fostering sustainable growth that balances development with environmental stewardship, ensuring
long-term prosperity and an enhanced quality of life for residents. Key priorities include supporting
existing businesses through resources and infrastructure improvements, attracting new businesses by
leveraging the city's strengths and opportunities, and fostering a skilled workforce.
The element aims to enhance the city's livability
by supporting mixed -use development and
cultural amenities. Additionally, it promotes
inclusive economic development to ensure that
all residents benefit from economic opportunities,
while encouraging regional collaboration and
resilience to adapt to economic shifts and market
disruptions.
The International Economic
Development Council defines the
general objective of economic
development as "Improving the
economic wellbeing of a community
through efforts that entail job
creation, job retention, tax base
enhancements and quality of life."
EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 217
10.1.b
Edmonds Today
Key Employment Sectors
Based on a review of local and regional employment data, the City of Edmonds either already excels
in or has the capacity to excel in the following employment categories. referred henceforth as "Key
Employment Sectors."
A variety of terms are used to describe various employment sectors. Most of the names of the key
employment sectors below are from the American Community Survey (ACS, a part of the US Census).
The sector names in bold italics below are from the PSRC Regional Economic Development Strategy
(2021); these sectors have been identified as significant drivers of the regional economy. An underlying
assumption of the employment sectors is that flexible work schedules and quality of life of the
employees will remain a key consideration in luring business to Edmonds.
• Health care, Life Sciences, and Global Health
• Knowledge workers
• Professional, scientific, management, and other services
• Business Services; Finance, insurance, and real estate
• Information & Communication Technology
The Creative Economy, which includes arts, tourism, small-scale artisanal manufacturing, and craft
producers, including microbreweries, distilleries, specialty foods, creative technology, and other
sectors. The Creative Economy is characterized by a significant number of non-traditional workers
who operate sole -proprietorships, sole -owner LLCs and who are small business owners, independent
contractors, and freelancers.
• Retail/Commercial
Employed Edmonds Residents by Industry
Figure 4.1 shows the number of Edmonds
residents who are employed in various industries.
Consistent with the Key Employment Sectors
section above, health care, knowledge work
including professional services and finance, retail,
and arts and recreation are among the industries
in which the most residents are employed.
Source: American Community Survey (ACS),
2020, via PSRC. For the civilian employed
population 16 years and older. https://www.psrc.
org/our-work/census-and-american-community-
survey
Employed population 16
years and over
Health care & Education
4,672
Professional, scientific,
management and other Services
3,604
Retail Trade
2,647
Finance, Insurance, and Real
Estate
1,913
Manufacturing
1,886
Construction
1,860
Arts, Recreation, Accommodation
and Food Services
1,830
Other Services
991
WTU
843
Public Administration
653
Information
487
Wholesale trade
429
Agriculture, Forestry & Mining
94
Figure 4.1 Employed Edmonds Residents by Industry, 2020
84 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024
Packet Pg. 218
10.1.b
The columns on the right of Table 4.2 compare the share of employed Edmonds residents in each
industry to the share of employed residents in Bothell and Woodinville, and Snohomish County,
respectively. Bothell and Woodinville were selected because of their somewhat similar locations in the
region, and size.
Industry Category
(ACS/U.S. Census)
Key Regional Export Industries (Clusters)
(PS RC)
Edmonds Edmonds
vs Bothell & vs Snohomish
Woodinville County
Health care and education
Life Sciences & Global Health
2.9%
1.3%
Construction
2.2%
-0.2%
Finance. insurance. and real estate
Business Services
19%
3.0%
Arts. recreation. accommodation and food services
Tourism
1.6%
0.3%
Professional. scientific. management. & other services
Business Services: Aerospace: Clean Technology
-5 0—
3.6%
Retail trade
0.7%
0.2%
Transportation and warehousing. and utilities
Transportation & Logistics
0.8%
-0.4%
Other services
0.1%
-0.1%
Public administration
0.0%
-1.0%
Agriculture. forestry. and mining
-0.1%
-0.3%
Wholesale trade
-0.5%
-0.1%
Information
Information & Communication Technology
-1.8%
Manufacturing
Aerospace: Maritime. Military & Defense: Clean Technology
-2.8%
6.3%
Figure 4.2 Key Export Industries and Comparison
of Edmonds to Nearby Cities
Source: American Community Survey
(ACS), 2020, via PSRC. For the civilian employed
population 16 years and older.
• Key Regional Export Industries are PSRC's terms for the industry categories described in the
ACS/U.S. Census; For example, PSRC focuses on "life sciences" while the Census tracks jobs in the
"health care and education" industries. Many of these industries, are important both regionally and
locally in Edmonds —including health care/life sciences, knowledge work/business services, arts
and recreation/tourism, and information. However, other industries are key drivers of the regional
economy, but are probably less critical to the City of Edmonds. These industries include aerospace,
maritime, and military and defense. It is possible that Edmonds could excel in these industries, but
neither anecdotal evidence nor government data seem to suggest that Edmonds currently excels in
them.
• Edmonds' economy is similar and different to nearby cities and the County. Edmonds has more
employed residents than the comparison cities in healthcare, construction, finance, and arts/
recreation. It has fewer employed residents in the professional services, information, and
manufacturing industries. Compared to the County, Edmonds has a significantly larger share of
employed residents working in health care, arts/recreation, and professional services; it has far few
employed residents in manufacturing.
EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 219
10.1.b
Where Edmonds Residents Work
Understanding where Edmonds residents work is a critical piece of the City's economy. During and
following 2020, the COVID-19 pandemic and other factors led to significant changes in work locations
across the country. Thus, U.S. Census' LEHD program 2019 data was selected to represent pre -
pandemic employment locations for this study.
Figure 4.3 shows that, in 2019, the vast majority (92%) of employed Edmonds residents commuted to
work elsewhere, and that only 8% of employed Edmonds residents both lived and worked in Edmonds
Therefore, Edmonds can accurately be called a "bedroom community." Workers and their families are
making a choice to live in Edmonds, even though their jobs are located elsewhere.
Live in Edmonds,
Work Elsewhere
18,847
92% of employed residents.
Live and Work
In Edmonds
1,608
8% of employed residents.
Figure 4.3 Where Edmonds Residents Work, 2019
(Source: Longitudinal Employer -Household Dynamics (LEND) program, U.S. Census Bureau, 2019. Note that the data source
for Figure 4.3(LEHD) is different than the data source for Figure 4.1 (ACS). While the two data sources identify similar overall
employment dynamics, specific figures are different between the two sources.)
There are about 55% more employed residents
who commute elsewhere than there are
employees who commute into Edmonds. These
employed residents are critical to the City's
economic health and contribute heavily to
municipal revenue streams such as property and
sales taxes. The comprehensive plan should
focus on improving quality of life for these
employed residents, not just oriented towards
attracting employers to Edmonds.
Figure 4.4 shows the direction and distance
that employed Edmonds residents commuted in
2019. While about 40% of employed residents
remain "close to home" and commute less than 10
miles, an even larger share (47.6%) of employed
residents commute between 10 and 24 miles. A
very large share of these commuters have been
commuting south, to central parts of the City of
Seattle, including Downtown and the University
District.
N
W 2,400, E
7,200 �Y ■ Less than 10 miles
12,000 ® 10 to 24 miles
sin sE 25 to 50 miles
Figure 4.4 Commute Direction and Distance for
Employed Edmonds Residents, 2019
(Source: Longitudinal Employer -Household
Dynamics (LEHD) program, U.S. Census
Bureau, 2019)
86 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024
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10.1.b
Work From Home / Remote Work
Prior to the COVID pandemic, a relatively small share of the workforce nationwide worked from home
(about 5%). During and following the pandemic, this share increased dramatically, as more workers
found they could do their jobs from home and other locations, aided by new technologies such as
remote video conferencing. We expect remote work to be a critical employment trend throughout the
duration of the Edmonds comprehensive plan.
In 2022, data from the American Community Survey (ACS) / U.S. Census Bureau indicate that 25.3%
of workers in the Edmonds area were working from home or working remotely. This suggests that
approximately 4,500 Edmonds residents are working from home or working remotely (e.g., from coffee
shops, co -working spaces, etc.) Edmonds' 25% work from home share is similar to other nearby areas,
and lower than Bothell and Mill Creek (33%), Shoreline (30%), and Redmond (38%). One source notes
that, "[ACS] data shows remote work is stable over the last year [2021 to 2022], and if anything, has
increased slightly. There is no sign that return -to -office is gaining steam on a national scale"
This means that ensuring that Edmonds is a functional and desirable place to work remotely is key to
Edmonds ongoing economic success. Apart from any specific industry sector, accommodating work
from home employees is its own key employment sector.
The Adjacent Possible
Recent academic research into economic development has shown that economies tend to grow into
the "adjacent possible," rather than by taking giant leaps into "distant" economic sectors. (Source: MIT,
Bloomberg.)
Put in more concrete terms, this means that local economies grow by building from the things they are
already good at into industries that are adjacent to their existing business and employment base. For
example, the Puget Sound's strong software industry grew into online shopping in the early 2000s.
Its strength as a location where gourmet coffee has been brewed and enjoyed for decades enabled
the region to produce traded sector companies that serve coffee worldwide. It's aeronautics and
aerospace industry has spawned many other complex manufacturing companies in Snohomish County.
However, the region is not a notable hub (at a nationally notable scale) for movie production (LA) or oil
and gas production (Houston). Both at a regional and City of Edmonds scale, it does not make sense to
try to pursue these non -adjacent industries.
The City should incrementally seek to grow into adjacent possible industries. For example, while its
Life Sciences employment base is small compared to other Puget Sound cities, Edmonds has strong
health care and professional service sectors, and quality of life. It is possible that it can use these to
attract additional Life Science businesses and employees. The Key Employment Sectors reflect this
approach of pursuing the adjacent possible.
EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 221
10.1.b
Edmonds 2044
Activity Centers, Neighborhood Centers, and Hubs
The 2024 Comprehensive Plan Update envisions a hierarchy of centers and hubs, with two major
activity centers (Downtown/Waterfront, and Highway 99), multiple Neighborhood Centers (e.g.,
Westgate, Five Corners), and multiple smaller Hubs (e.g., North Bowl and Perrinville). These centers
and hubs are described in more detail in the Land Use Element of the Comprehensive Plan.
The City envisions that all centers and hubs will include a mix of land uses that are physically
integrated, and ideally would include places to live, work, shop, and play in close proximity to each
other. This is a significant difference in approach from the previous Comprehensive Plan, which
emphasized the importance of "business districts" This shift is intentional and seeks to focus the City's
attention on people and integrated, mixed -use places, rather than single -use business districts, or
industrial or office parks.
Neighborhoods of Opportunity
Numerous studies completed in recent decades have shown that the neighborhoods that children
grow up in have a significant impact on their lives, including the education they receive, the jobs
they hold, their future income, and other outcomes. Raj Chetty, Professor of Economics at Harvard
University and Director of Opportunity Insights has led the detailed analysis of this phenomenon.
Residents' levels of education is one of the best predictors of incomes and thriving economies.
The fact that where people live affect their opportunities in life means that Edmonds has an opportunity
to provide its residents with great opportunities through the thoughtful implementation of this plan.
Some of the findings of the Opportunity Insights lab include:
• The neighborhoods in which children grow up shape children's outcomes in adulthood.
• Education quality - even as early as Pre -Kindergarten - has large effects on kid's lives
• Currently, low-income families are segregated into lower -opportunity areas.
• A booming economy does not necessarily lead to increased upward mobility for local children.
Place -focused approaches to improving economic mobility —such as making investments to improve
outcomes in areas that currently have low levels of mobility or helping families move to higher
opportunity areas —are important.
Support for policies that integrate households of various incomes to reduce segregation and
concentrated poverty, such as building affordable and middle -income housing, changes in zoning laws,
and efforts to improve local public schools.
88 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 222
10.1.b
Placemaking and Destination Development
Placemaking can be defined as creating and sustaining places in the built and natural environments
that people want to go to, linger, and spend time in with family, friends, and neighbors.
Examples of great places can be small or large, and include Downtown Edmonds, many places on the
Puget Sound waterfront, and small neighborhood cafes or pocket parks where neighbors meet and
connect.
Figure 4.5 shows a street scene in Downtown Edmonds and illustrates one reason that placemaking
is relevant to economic development: When people enjoy going to places and spending time in them
because the buildings and public spaces there are well designed, they often spend money there,
and enable the businesses and organizations located there to be more successful. Many high -quality
places are also places with correspondingly high measures of business strength, such as commercial
rents and property values.
Figure 4.5 Downtown Edmonds (Source: City of Edmonds)
While placemaking is desirable for local businesses and business districts, it is also an important part of
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modern economic development citywide. This is because:
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• Highly educated "knowledge workers" in Edmonds' Key Employment Sectors drive a significant share of
economic growth, An increase in knowledge workers brings up to three times more corollary jobs than
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the manufacturing sector most often in the service sector.
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• Knowledge workers are increasingly mobile and can choose where to live. This has been true since the
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mid-20th century and is even more the case now in the post-COVID world, where working on a hybrid or
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remote basis has become more common.
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• By investing in placemaking, cities such as Edmonds can increase the likelihood that residents,
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employees, and businesses want to live in Edmonds, which should drive job creation and public sector
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revenues such as property values and retail sales.
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Destination development is a term highly related to placemaking but is focused on visitation.
Destination development can be defined as: The strategic planning and advancement of defined areas
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to support the evolution of desirable destinations for visitors, by providing compelling experiences,
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quality infrastructure, and remarkable services to entice visitation.
EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 223
10.1.b
Public Revenues
As per the definition of economic development, tax base enhancements are a key component of this
work. A resilient and differentiated tax base is essential to creating the conditions for the remainder of
the components of economic development. The two figures below show the 2023 revenues for the
City of Edmonds for all funds (Figure 6) and the General Fund (Figure 7).
2023 revenues for the City of Edmonds for all funds
Property, retail sales and use taxes make up nearly 36% of all of City's revenues for all funds. These
taxes are directly related to economic development outcomes, such as demand for residential and
commercial property in Edmonds, and the amount of retail sales and business enterprises that take
place in Edmonds.
Charges for services generate more than 41% of total City revenue. Charges for services are primarily
related to the provision of utilities, including water, wastewater/sewer, stormwater, telephone, cellular,
gas, electric, cable garbage. Demand for utilities is also related to economic development, since
residents and businesses generate demand for utilities.
Thus, a thriving economy with prosperous households and businesses, and some growth in
population and jobs, drives at least 77% of the City's revenues. Some intergovernmental transfers are
also related to population and job growth, growth management, and other economic development
related issues.
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Figure 4.6 Percentage Revenue by Type —All Funds, Figure 4.7 Percentage Revenue by Type — General
2023 Fund,2023
Sources: 2020 Adopted Budget, City of Edmonds; Edmonds Taxes and Incentives, City of Edmonds.
2023 revenues for the City of Edmonds for General funds
• The General Fund is used for most ordinary government operations, such as staffing for parks and
recreation, public works, facilities maintenance, and administrative offices.
• Other funds, such as Enterprise Funds, pay for specific City projects such as those related to sewer
and water utilities and capital projects.
• Property and retail sales and use taxes —provide 58% of the revenues for the general fund.
Therefore, creating policies to increase the amount of goods sold and the total value of property in the
City is critically important to providing quality public services.
90 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 224
10.1.b
Edmonds' Economic Development Vision
Edmonds Economic Development vision or "mantra" can be visualized as the place where the City's
four economic development goals overlap, as shown below. Between 2024 and 2044, Edmonds
hopes to:
*An integrated place -based strategy for
economic resiliency
Figure 4.8 Edmonds' Economic Development Vision "Mantra"
Goal EDA Diversify and grow the City's jobs and economy to build robust and
differentiated key employment sectors, enhance local employment opportunities,
strengthen the city's unique identities, attract spending from nearby communities,
and increase municipal tax revenues to support local services.
Policy ED-1.1 Grow employment within Edmonds' key employment sectors by enabling existing
employers in these sectors to thrive, and actively attracting employers and jobs in these sectors
Identify and prioritize areas with blighted commercial areas for investment. Develop or maintain
business recruitment programs, including a tool kit of incentives, to encourage business growth
Policy ED-1.2 Be an exceptional place for employees to work remotely —from home, community
spaces, or other "third places." Explore features that could enhance Edmonds' desirability for
remote workers, including high quality of life, reliable internet connectivity, and transportation
infrastructure.
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EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 225
10.1.b
Policy ED-1.3 Market Edmonds as a year-round destination to visitors from within and beyond the
Puget Sound region, for its waterfront location, historic downtown, arts and culture, eating and
drinking establishments, international shopping and dining, natural amenities, gardens and
flower displays, parks and recreational assets, etc.
Policy ED-1.4 Actively partner with local and regional economic development organizations such as the
Edmonds Chamber of Commerce, Port of Edmonds, Snohomish County, PSRC's Central Puget
Sound Economic Development District Board, and the Department of Commerce to grow the
City's economy, particularly in low opportunity areas. Continue to solicit and address feedback
to enhance the business environment.
Policy ED-1.5 Acknowledge that producing adequate affordable and workforce housing requires
an active role from city government. While community -based organizations and housing
developers are the primary movers of this work, the city should allocate staff time to partnership,
grant writing, planning, policymaking, and advocating in this space. Facilitate a variety of
home ownership opportunities by allowing and supporting condos, community cooperatives,
associations, and equity building
Goal ED-2. Revitalize and enhance the city's activity centers, neighborhood centers
and hubs through integrated, mixed -use placemaking and destination
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development approaches, in recognition of the needs for housing, commerce and
economic development.
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Policy ED-2.1 Commit to, and invest in, an active and continuous engagement with the entire
community, with particular emphasis on neighborhoods.
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Policy ED-2.2 Create destination management plans for the City's Activity Centers and engage in
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holistic planning, implementation, and reporting of their progress. Branding and destination
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marketing are key elements of destination management.
Policy ED-2.3 Prioritize revitalization and enhancements to communities with a low opportunity index.
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Actively target infrastructure improvements to provide equitable access to public facilities
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and services. Plan, track, and create realistic financing strategies to improve place. Consider
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effective use of community renewal planning in the Highway 99 area or other areas where such
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a tool is appropriate.
PolicyED-2.4 Acknowledge that this work is regional and requires a stead Investment in time, energy,
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and focus over years to address imbalances in public investment. It requires work at every level
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of our government.
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Policy ED-2.5 Address business displacement through supporting businesses — directly where feasible
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or through conveners - with grants, technical assistance, capacity -building expertise, marketing,
and branding.
Policy ED-2.6 Improve access to commercial parcels negatively impacted by state highway
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infrastructure. Promote access and walkability to, and within, commercial areas in areas less
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effectively served by pedestrian enhancements.
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92 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 226
10.1.b
Goal ED-3. Support and enhance the community's quality of life for residents of all
backgrounds and incomes, workers, and visitors to sustain and attract business
and investment and enhance economic well-being.
Policy ED-3.1 Promote strategies and policies that expand access to opportunity and remove barriers
ensuring all Edmonds residents have the opportunity to thrive —regardless of age, race, gender,
and other factors
Policy ED-3.2Recognize the role of community -led organizations as catalysts for local empowerment,
advocacy, and collaboration and support them to strengthen their capacity and enhance their
effectiveness in serving the community
• Facilitate access to resources, information, and networks.
• Foster collaborative partnerships between city agencies and CBOs to address community needs and
achieve shared goals
Policy ED-3.3 Support green job growth: Encourage Investment in skilled workers, green workforce
development training, and new low carbon technologies like clean energy and renewable
materials.
Policy ED-3.4 Recognize that investments providing attractive and integrated public facilities, civic
spaces, and mixed -use development help the City's growing population to gather, connect,
and that building community increases our competitiveness in the regional economy as well as
improving quality of life for residents
Policy ED-3.5 Support, recognize, and empower businesses with cultural significance to the
community.
Goal ED-4. Ensure a predictable and efficient regulatory environment that facilitates
economic development, via the City's zoning, permitting, business support, and
investments.
Policy ED-4.1 Continually strive to offer an efficient, timely and predictable regulatory environment, and
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a high level of customer service to those seeking permits from the City. Establish performance
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metrics and track them, acknowledging that learning and improving is the primary goal of this
work.
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Policy ED-4.2Align the following City's investments and programs with the economic development
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goals.
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• Capital Improvement Program
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• Impact fees structures, which can vary based on the degree to which a project supports comprehensive o'
plan goals. For example, projects that create more walk trips and fewer auto trips may pay lower impact r
fees. a0i
• Taxes, including overall tax burden. s
• Programs, grants, loans, and other incentives, particularly those which support anti -displacement
strategies and support for existing entrepreneurs, such as relocation assistance. Q
EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 227
1O.1.b
Policy ED-4.3 Become experts in all aspects of municipal project financing. Investigate Tax Increment
Financing, Local Improvement Districts, Congressionally Directed Spending, state and federal
grants, area -specific impact fees and other methods to improve infrastructure in targeted areas
of the city.
Policy ED-4.4Ensure that equity is central to the decision -making process of city government, with a
commitment to fairness, inclusion, and justice for all residents
Policy ED-4.5 Be a connector for our small businesses to programs that offer business support,
financial or managerial assistance, and technical training
Potential Action Items
The following list outlines potential action items that can be further explored to guide implementation
efforts, considering the city's priorities, available resources, and other critical factors. Any such action
that is selected will be designed to support the City's long-term vision while ensuring compliance with
the Growth Management Act (GMA).
Develop relocation options in Edmonds for those displaced from mobile home parks and engage
with communities to make those resources known.
• Provide additional support for safety, community space, and walkability improvements through
securing grants and other financial support
• Establish a shared metric for quality of life that incorporates the following measures as a starting
point, possibly with the addition of other elements to be determined:
• Connection
• Mobility
• Sociability
• Stability — particularly with respect to housing stability
• Health
• Safety
• Continue to foster an open and accepting community culture that respects diversity, in part because
progressive communities are better able to attract and retain business.
• Identify sources of risk where displacement risk is high
• Develop programs that mitigate and manage displacement risk.
• Identify meaningful investments in areas with lower economic opportunity.
• Develop incentives to manage and preserve affordable commercial spaces within mixed -use areas
that support small local businesses
• Assist in applications for grants, subsidies, or if feasible, provide direct funding opportunities
• Simplify administrative processes and requirements for community -based organizations seeking
permits, licenses, or approvals to carry out their activities
• Minimize housing displacement created from development — identify properties at risk of commercial
and housing displacement in commercial areas
94 CITY OF EDMONDS COMPREHENSIVE PLAN I DRAFT OCTOBER 2024 Packet Pg. 228
10.1.c
Board Member Gladstone comments regarding adding a second left turn lane to manage high traffic volumes,
that other jurisdictions are removing them, so wondering why they're being implemented and what kind of
studies have gone into that, noting it takes up a lot of land area add in a second left turn lane. Bertrand Hauss
responds that all but one being proposed are all on Highway 99 intersect, and all are at intersections with
significant left turn demands and trying to improve that level of service and dealing with delays. Board
Member Gladstone raises the question about looking at other jurisdictions with similar kinds of congestion
problems and what methods they've used for solving those. She also pointed out several places with
redundancy in the policies, including 2.1, 1.4, and 2.2. Regarding Policy T7, it relates to funding, but the goal
talks about coordination. She suggests separating those out and adding goals around coordination with
utilities to minimize increased costs due to delays caused by lack of coordination with utilities. With
coordination, it's important to allow for project design and for utility relocation costs. For Goal T8, she
questions how it works on arterials and what the goal means or what its implications would be to multifamily
areas and to businesses in the area. Under Policy T 8.6, improve emergency service access to the waterfront,
especially to west side of train tracks when there is a train crossing, she states the city needs to be creative
about how it looks at addressing that problem. Under Policy 11.1, it's good that it includes criteria of
prioritizing sidewalks, as they're badly needed, and money is limited. Further criteria may need to be added
which enable the city to scrutinize projects around arteria roadways without pads or shoulders where transit
service is not provided.
Board Member Li suggested a verbiage change on Policy 1.3, from "reducing" to "meeting." He then
discusses overall traffic calming, Policy T3 and the lack of an overall plan for what arterials and what streets
get what signage and what speed limits are set where. It's not listed in the transportation guide under calming
or any other thing. Bertrand Hauss stated that there will be a chapter about the traffic calming program.
Board Member Li comments that there is data on the number of cars traveling on each street, but some routes
get a speed limit sign or a flashing speed limit digital sign, while others aren't prioritized. It should be part of
the standard features for a section of road based on these characteristics. Board Member Gladstone stated it
may be an equity issue, and it should not be based just on complaints made.
Board Chair Mitchell notes that in 8.1 and 10.1 use the word "downtown," which he feels should be removed,
because any beneficial policy should be applied across the board, not just to downtown. He also wonders
what the intent is for bullet point one under potential action items, which encourages neighborhoods to fund
improvements that exceed city standards, and he wonders how neighborhoods would fund something. Better
verbiage would be to just say encourage funding, or even scratch that one altogether. There was discussion
that goals and policies are the key elements to focus on, and that some of these minor errors will be cleaned
up. City council will have the options on what is included, what remains potential, and what's removed.
Board Member Li comments on Goal T5.2, where it says design streets with minimum pavement areas
needed, that's referring for new streets, but wondering if there's an opportunity to redesign or retrofit existing
streets, especially around those needing new sewer work or new pavement, which would create opportunities
to decrease impervious services, create better drainage using planter areas for more trees and tree coverage so
that they perform better ecologically and are better for the environment. That could happen especially in areas
where work is already being done. On Goal T 10, the parking supply goal, he suggests thinking about parking
more holistically as a whole area as opposed to like development by development, and to look for studies
done on that topic.
B. Discussion on Comprehensive Plan — Economic Development
Planning Board Meeting Minutes
October 30, 2024 Page 4 of 11
Packet Pg. 229
10.1.c
Introductory remarks were made that previous suggestions were implemented. There was discussion about new
regulations from the state on the metrics on permitting, how long permitting takes, how many permits are asked
for, how many are granted, cost, et cetera. It's required, and it's needed for inspections as well. There was
discussion on Policy 2.4, a need to clarify what "regional" means. Also, the use of the phrase "recognize" all
throughout could be improved to state an action rather than just recognition. There was discussion around
remote work, bringing higher paying jobs to the area, sales tax, et cetera.
There was discussion concerning the effort to not try to force council to make financial investments. That it's
important to have significant action items. In policy ED 2.4 it states, "recognize the role of community -led
organizations as catalysts for local empowerment, advocacy and collaboration, and support them." Support
doesn't necessarily mean fund. But it may mean a priority for where staff puts their time.
C. Discussion on Comprehensive Plan — Climate
There was discussion on Policy CC 4.2 to remove the current text where it lists projects such as the Edmonds
Marsh Estuary Restoration Project and Little Creek Daylight, because neither of those projects are sea level
adaptation projects. An implication will be put in that the marsh and Willow Creek are there in order to do sea
level adaptation. On 8.3, it says set aside funding for regular updates, which is over committing the council.
Better wording would be achieve consistency on, or something to refine the wording. It was mentioned that the
section on metrics will be revised. Also, that all throughout, the policies listed are under the correct goals;
currently, some are listed under different goals. So that also needs to be refined. There may need to be some
cross-referencing added where a topic needs to be referenced under multiple sections. There was also discussion
about the need for hazard mitigation plans for earthquakes, wildfires, windstorms, et cetera, and the need for
backup power. The current policy is that if there's going to be a blackout, you need to have a generator at your
house. The permitting process has been streamlined, so there's no longer conditional use requirement. for that
equity. The city has to have an emergency action plan of some sort, with an emergency operations center with
generator backup for it, for coordination with police, fire, city assets, tracking and radars for Puget Sound.
Everything on the radars is all in backup with automatic transfer switches. FEMA is being consulted on a first
draft.of the updated plan.
D. Review of the Draft Future Land Use Map
NgMsha Pentakota gave a brief introduction and shared a couple slides to recap what's been finalized. The
Planning Board has also requested capacities based on what's decided. Each center and hub was reviewed as
proposed in both alternators. For most of them, it's either Alt A or Alt B as proposed, except Five Corners
and Medical District, which is kind of a mix of extents of one alternative and height limits that's proposed in
the other alternative. Calculations were done based on what's finalized. There are no big changes.
The map is included in the packet that was sent and also the printout that was distributed. There are numbers
based on recalculations done, based on the Planning Board's recommended preferred alternative. So in total,
from all the centers and hubs, there's a total capacity of 3,965, which is more than what the city needs to attain
overall. There is already capacity for 4,947 units based on the existing BLR report. Per aid use and middle
housing exemptions, there are approximately 1,977 ADUs and 42 middle housing units. And with the
preferred alternative, the centers and hubs give approximately 4,000 units. The total is around 10,931, which
is around 1800 additional units. It's up to the council to make the final decision.
Planning Board Meeting Minutes
October 30, 2024 Page 5 of 11
Packet Pg. 230
10.2
City Council Agenda Item
Meeting Date: 11/12/2024
Council 2025-26 Budget Deliberations
Staff Lead: City Council
Department: City Council
Preparer: Beckie Peterson
Background/History
On August 13, Council was briefed on the outcome of the City of Edmonds Community Survey.
On August 16, Council, Administration and Staff held a budget retreat.
On September 10, Council adopted Resolution 1553 regarding Council's priorities for the 2025-26
Biennial Budget.
On October 1, Mayor Rosen presented the proposed 2025-26 Biennial Budget.
On October 8, 15 and 22 Council received budget presentations from each city department.
On October 22 Council held a public hearing on property tax and revenue.
On October 29 Council held a public hearing on the preliminary budget.
On November 2, Council held a workshop on revenues and budget.
Recommendation
N/A
Narrative
Councilmembers will have discussion on the budget and amendments they would like to consider for
the 2025-26 Biennial Budget.
Included in this packet are Staff Recommended Changes to the 2025-2026 Biennial Budget:
SR1 - 911 Fire and Police Split
SR2 - COLA reduction
Councilmember Amendments:
C1 - (Dotsch) Rate Study Planning and Development
C2 - (Dotsch) Fund Balance Replenishment
C3 - (Olson) Reduce Parks Maintenance Program
C4 - (Olson) Reduce Johnson Property
C5 - (Olson) Reduce Parks Communications and Community Engagement Program
C6 - (Chen) Police Leadership Structure
C7 - (Chen) Reduce Council Contingency
C8 - (Chen) Reduce City Operations to 32 hours
C9 - (Chen) Budget Book Align Authorized Positions with Salary/Benefits
C10 (Chen) Restructure Parks Leadership Structure
C11 (Chen) Remove Parks Communication & Community Engagement Function
Packet Pg. 231
10.2
Attachments:
Staff Recommended Change 1 - 911 Fire and Police split
Staff Recommended Change 2 - COLA Reduction
Staff Recommendations - Nov 12
C1 - Dotsch 9- rate study plan-dev
C2 Dotsch 10- fund balance replenishment
C3 - Olson 1 - reduce parks maintenance
C4 -Olson 2 - reduce Johnson Project
C5 Olson 3- reduce Parks Communications & Community Engagement
C6 Chen #1 - Police Leadership Structure
C7 Chen #2 - reduce Council Contingency
C8 Chen #3 - Reduce Operations to 32 Hours
C9 Will #4 - Budget Book - align positions with salary and benefits
C10 - Will #5 Restructure Parks Leadership structure
C11 - Will #6 - Remove Parks Communications & Community Engagement Function
Packet Pg. 232
10.2.a
Staff Recommended Change to Proposed 2025-2026 Biennial Budget
City of Edmonds
Staff Recommendation Title: 911 Services Fire and Police split
Staff Recommendation Number: 1
Staffinember
Kim Dunscombe
Date Submitted:
11/6/2024
Fund:
General Fund — 001
Agenda Packet:
11/12/2024
Department:
Police Dept and Non -Dept
Deliberated:
staff will complete
Program:
Detention & Incarceration Svc
Outcome:
staff will complete
Budget Year:
2025 or 2026 or both 2025/2026
Staff Recommendation:
I make a motion to split 911 services for fire related calls from Police related calls and move the fire
portion of this expense to Department 39 — Non -Department.
As part of the priority -based budgeting process, 911 service -related expenses, initially booked to
Department 39 (Non -Department), were reviewed and reallocated to the Police Department, aligning
these expenses with their program responsibilities. However, upon closer examination of the invoices
and the reallocation, Police Command staff questioned the appropriateness of including the fire -
related portion of 911 services under their department. After further discussion, it was agreed that
separating the fire -related 911 expenses would be more appropriate, and we are now recommending
that these expenses be moved back to Department 39 (Non -Department) for accurate alignment with
departmental responsibilities.
Staff Recommendation Purpose (intended outcomes):
• Correctly allocate only the police portion of 911 Services to the police department.
Describe All Funding Sources
These services are entirely paid for by the General Fund.
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
911 Services will always be paid for by the General Fund. RFA annexation may or may not have an
impact on the fire component of this invoice and obligation.
Protect Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
001.000.39.528.00.41.50
$increase or ($decrease)
$400,000
Expenditures
001.000.41.528.00.41.50
($increase) or $decrease
($400,000)
Net Budget Impact:
$0
Packet Pg. 233
10.2. b
Staff Recommended Change to Proposed 2025-2026 Biennial Budget
City of Edmonds
Staff Recommendation Title: COLA Reduction
Staff Recommendation Number: 2
Staffinember
Kim Dunscombe
Date Submitted:
11/6/2024
Fund:
Various
Agenda Packet:
11/12/2024
Department:
Various
Deliberated:
staff will complete
Program:
Various
Outcome:
staff will complete
Budget Year:
2025/2026
Staff Recommendation:
I make a motion to reduce salaries and benefits to accommodate the recent acceptance of collective
bargaining agreements.
Recommendation Description:
The proposed budget initially assumed a 3.8% cost -of -living adjustment (COLA) for 2025. However,
recent collective bargaining agreements have set the COLA at 3%. This request is to adjust the
affected salaries to reflect the 3% increase, which will also lower the starting salary base for 2026,
resulting in a reduction in projected expenses for both years of the biennium.
Staff Recommendation Purpose (intended outcomes):
• Align salaries with recent CBA's.
Describe All Funding Sources
Various funds
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
Both years of the biennium are reduced accordingly
Proiect Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
Various
$increase or ($decrease)
$
See
spreadsheet
Revenues
Various
($increase) or$decrease
$
Net Budget Impact:
I
$0
Packet Pg. 234
10.2.c
COUNCIL
APPROVED
(YES / NO)
APPROVAL
FROM /
DATE
Staff
Assigned
Number
FUND #
FUND DESC
SUBJECT
DEPT #
DEPT TITLE
REV / EXP
INCREASE
OR
DECREASE
2025
AMOUNT
2026 AMOUNT
POTENTIALLY
OFFSET
(YES/NO)
OFFSET DETAILS
(REFERENCE SUBJECT)
ON GOING /
ONETIME
Comments
1
001
General Fund
SnoCounty 911 dept split
41
Police Department
Expense
Decrease
(400,000.00)
(440,000.00)
Yes
SnoCounty 911 dept split
ON -GOING
Moving fire component of SnoCounty 911 expenses to Dept 39
1
001
General Fund
SnoCounty 911 dept split
39
Non Department
Expense
Increase
400,000.00
440,000.00
Yes
SnoCounty 911 dept split
ON -GOING
Moving fire component of SnoCounty 911 expenses to Dept 39
2
001
General Fund
COLA Reduction
Various
Various
Expense
Decrease
(117,631.00)
(119,272.00)
ON -GOING
COLA decrease from 3.8% to 3.0% for the following work groups: Council,
Mayor, Non -Represented, ASFME, Teamsters (non -police), and Law
Support
2026 COLA is still at 4%, the 2026 change is compounding effect of the
2025 reduction
2
111
Street Fund
COLA Reduction
Various
Various
Expense
Decrease
(7,590.00)
(7,749.00)
ON -GOING
Same as above
2
127
Gifts Catelog Fund
COLA Reduction
Various
Various
Expense
Decrease
(2,155.00)
(2,175.00)
ON -GOING
Same as above
2
130
Cemetery Fund
COLA Reduction
Various
Various
Expense
Decrease
(1,200.00)
(1,202.00)
ON -GOING
Same as above
2
421
Water Fund
COLA Reduction
Various
Various
Expense
Decrease
(9,041.00)
(9,160.00)
ON -GOING
Same as above
2
422
Storm Fund
COLA Reduction
Various
Various
Expense
Decrease
(8,001.00)
(8,140.00)
ON -GOING
Same as above
2
423
Sewer Fund
COLA Reduction
Various
Various
Expense
Decrease
(24,145.00)
(24,713.00)
ON -GOING
Same as above
2
511
Fleet Fund
COLA Reduction
Various
Various
Expense
Decrease
(3,523.00)
(3,566.00)
ON -GOING
Same as above
2
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COLA Reduction
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Various
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(5,191.00)
ON -GOING
Same as above
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Packet Pg. 235
10.2.d
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Rate Study for Planning Development Services
Amendment Number: C-1
Councilmember:
Michelle Dotsch
Date Submitted:
11/6/2024
Fund:
General Fund 001
Agenda Packet:
11/12/2024
Department:
Planning and Development
Deliberated:
Council staff will complete
Program:
Administration
Outcome:
Council staff will complete
Budget Year:
2025
Amendment Motion:
I make a motion to add $5000 to Planning and Development professional services to conduct a rate
study in the beginning of 2025.
Amendment Description:
As inflation has taken a toll on all our expenses which has deepened our financial problem, we should
evaluate our costs and pass along those increases for the services we provide.
*As this proposed amendment increases expenditures to the general fund, it is my intention to also
provide a counter amendment to decrease expenditures.
Amendment Purpose (intended outcomes):
• Analyze existing rates
• Evaluate rate adjustments
• Potentially reduce General Fund expenditures that are not recovered with rates.
Describe All Funding Sources
This rate study was intended to be done in 2025, but was not budgeted.
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
Project Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
$increase or ($decrease)
$5000
Revenues
($increase) or $decrease
$0
Net Budget Impact:
$5000
Packet Pg. 236
10.2.e
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Include Fund Balance Reserve Replenishment in Strategic
Outlook
Amendment Number: C-2
Councilmember:
Michelle Dotsch
Date Submitted:
11/6/2024
Fund:
General Fund 001
Agenda Packet:
11/12/2024
Department:
NA
Deliberated:
Council staff will complete
Program:
Fund Balance
Outcome:
Council staff will complete
Budget Year:
Amendment Motion:
I make a motion that the Fund Balance Reserve replenishment plan be incorporated into the Strategic
Outlook (Budget Book Pages 20 and 21) starting in 2027.
Amendment Description:
The Financial Policy Framework adopted by Council in September 2024 indicates that the Mayor will
present to City Council an Replenishment Plan with a plan and timeline for replenishing the Reserve
to policy mandated levels. Once the Replenishment Plan and timeline has been provided to Council ,
it would be prudent to incorporate the details into the strategic outlook.
Amendment Purpose (intended outcomes):
• Demonstrated intentions of replenishing the Reserve to policy mandated levels
Proiect Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
$increase or ($decrease)
Revenues
($increase) or$decrease
Net Budget Impact:
No impact.
Packet Pg. 237
10.2.f
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Reduce Parks Maintenance
Amendment Number: C3
Councilmember:
Vivian Olson
Date Submitted:
11/6/2024
Fund:
General Fund 001
Agenda Packet:
11/12/2024
Department:
PARKS AND RECREATION
Deliberated:
Council staff will complete
Program:
Maintenance: Parks, trails and natural
area management
Outcome:
Council staff will complete
Budget Year:
both 2025/2026
Amendment Motion:
I make a motion to reduce parks maintenance.
Amendment Description:
Maintain current schedule sport playfields only; Reduce mowing and edging in all other areas of parks
to 1x/month year round.
Amendment Purpose (intended outcomes):
• Save about $200K annually — estimated due to reduced staff and equipment expense
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
$increase or ($decrease)
($200,000)
Approximate
per year
Revenues
($increase) or $decrease
$0
Net Budget Impact:
$0
Packet Pg. 238
10.2.g
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Reduce $100K for Johnson Property
Amendment Number: C4
Councilmember:
Vivian Olson
Date Submitted:
11/6/2024
Fund:
Fund 125 — REET2
Agenda Packet:
11/12/2024
Department:
PARKS AND RECREATION
Deliberated:
Council staff will complete
Program:
Johnson Property(CFP P-5)
Outcome:
Council staff will complete
Budget Year:
2026
Amendment Motion:
I make a motion to remove $100K for Johnson Property. I intend to make a separate motion when
deliberating the CIP-CFP to remove $100K.
Amendment Description:
Remove the money for Johnson Property master planning and conduct public engagement by Mayor
and first stage design work by volunteers with landscape architect backgrounds.
Amendment Purpose (intended outcomes):
• Utilize willing volunteer resources
• Save $100k plus interest
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
Future anticipated costs on this project: remaining design and construction
Protect Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
$increase or ($decrease)
($100,000)
2026
Revenues
($increase) or $decrease
$0
Net Budget Impact:
$0
Packet Pg. 239
10.2. h
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Discontinue Parks Communications and Community
Engagement Program
Amendment Number: C5
Councilmember:
Vivian Olson
Date Submitted:
11/6/2024
Fund:
General Fund 001
Agenda Packet:
11/12/2024
Department:
PARKS AND RECREATION
Deliberated:
Council staff will complete
Program:
Communications & Community
Engagement
Outcome:
Council staff will complete
Budget Year:
Both 2025/2026
Amendment Motion:
I make a motion to dramatically reduce Parks Recreation and Human Services Communications &
Community Engagement Program; eliminating all items except for the Craze program guide.
Amendment Description.
The Craze guide development and production and associated postcard mailing should continue to get
done. This work, to the extent that it gets done, should be absorbed by other parks staff position and
City PIO.
The proposed savings would be (less postcard production and mailing) $178,454 for 2025 and (less
postcard production and mailing) $187,164 for 2026.
Amendment Purpose (intended outcomes):
• Reduce Costs
Describe All Funding Sources
GF
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
Future anticipated costs on this project: remaining design and construction
Proiect Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
$increase or ($decrease)
($100,000)
2026
Revenues
($increase) or $decrease
$0
Net Budget Impact:
$0
Packet Pg. 240
10.2. i
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Police Leadership Structure
Amendment Number: Council staff will provide sequenced numbers
Councilmember:
Will Chen
Date Submitted:
11/6/2024
Fund:
001
Agenda Packet:
council staff will complete
Department:
Police 41
Deliberated:
Council staff will complete
Program:
Police Administration
Outcome:
Council staff will complete
Budget Year:
both 2025/2026
Amendment Motion:
I motion to restructure the Police Department leadership structure to better align the management needs
of one Police Chief and One Assistant Police Chief.
Amendment Description:
This amendment is to restructure the Police Department's leadership structure to better align the
management needs of one Police Chief and One Assistant Police Chief.
Amendment Purpose (intended outcomes):
• To better align administration management team with the size of the city's police force.
Describe All Funding Sources
Describe funding —GF
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
The estimated ongoing savings (reduction of salary and benefits) to General Funds is $310,000 in 2025
and $319,300 in 2026.
Proiect Status (if Applicable)
Police Administration on budget book page 106.
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
001
$increase or ($decrease)
($310,000) in
2025;
($319,300) in
2026.
Revenues
($increase) or $decrease
$0
Net Budget Impact:
($310,000) in
Reduce GF
2025;
expenditures.
($319,300) in
2026.
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Packet Pg. 241
10.2. j
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Remove Council Contingency funding of $10,000.
Amendment Number: Council staff will provide sequenced numbers
Councilmember:
Will Chen
Date Submitted:
11/6/2024
Fund:
GF001
Agenda Packet:
Council staff will complete
Department:
Council
Deliberated:
Council staff will complete
Program:
n/a
Outcome:
Council staff will complete
Budget Year:
both 2025/2026
Amendment Motion:
I motion to remove Council Contingency funding of $10,000.
Amendment Description:
To remove Council Contingency funding of $10,000.
Amendment Purpose (intended outcomes):
• To free up funding back to GF 001.
Describe All Funding Sources
Describe funding —GF
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
GF savings is $10,000 in 2025 and $10,000 in 2026.
Proiect Status (if Applicable)
N/A
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
GF001
$increase or ($decrease)
($10,000) in
2025 and
($10,000) in
2026.
Revenues
($increase) or $decrease
$0
Net Budget Impact:
($10,000) in
GF savings
2025 and
($10,000) in
2026.
Packet Pg. 242
10.2. k
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Reduce city hall operations to 32-hours a week except for Police, Court, and
Wastewater Treatment.
Amendment Number: Council staff will provide sequenced numbers
Councilmember:
Will Chen
Date Submitted:
11/6/2024
Fund:
GF001
Agenda Packet:
Council staff will complete
Department:
Various
Deliberated:
Council staff will complete
Program:
Various
Outcome:
Council staff will complete
Budget Year:
2025
Amendment Motion:
I motion to reduce city hall operations to 32-hours a week except for Police, Court, and Wastewater
Treatment.
Amendment Description:
reduce city hall operations to 32-hours a week except for Police, Court, and Wastewater Treatment.
Amendment Purpose (intended outcomes):
• Reduce city hall operations to 32-hours a week to generate GF salary savings, as well as
letting public know that city needs additional funding to maintain normal service hours.
Describe All Funding Sources
GF and others
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
Estimated 10% labor reduction, which is 10%*$25,252,431, rounding down to $2,500,000.
Proiect Status (if Applicable)
N/A
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
001
$increase or ($decrease)
($2,500,000)
in 2025
Revenues
($increase) or $decrease
$0
Net Budget Impact:
10% labor savings.
($2,500,000)
in 2025
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Packet Pg. 243
10.2.1
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: align the authorized positions (page 40 of the budget book) with the budgeted
wage and benefits by department.
Amendment Number: Council staff will provide sequenced numbers
Councilmember:
Will Chen
Date Submitted:
11/6/2024
Fund:
Various
Agenda Packet:
Council staff will complete
Department:
Various
Deliberated:
Council staff will complete
Program:
Various
Outcome:
Council staff will complete
Budget Year:
both 2025/2026
Amendment Motion:
I motion to align the authorized positions (page 40 of the budget book) with the budgeted wage and
benefits by department.
Amendment Description:
This amendment is to align the authorized positions (page 40 of the budget book) with the budgeted wage
and benefits by department. Budget headcounts should align with budget dollars for the periods
budgeted. Future headcount needs can be approved as appropriate.
Amendment Purpose (intended outcomes):
• to align the authorized positions (page 40 of the budget book) with the budgeted wage and
benefits by department.
Describe All Funding Sources
Various
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
None — no financial impact. Budget book alignment.
Project Status (if Applicable)
N/A
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
$increase or ($decrease)
$0
Revenues
($increase) or $decrease
$0
Net Budget Impact:
$0
Packet Pg. 244
10.2.m
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: Restructure the Park's Department leadership structure to better align the
management needs of one Director position.
Amendment Number: Council staff will provide sequenced numbers
Councilmember:
Will Chen
Date Submitted:
11/6/2024
Fund:
001
Agenda Packet:
Council staff will complete
Department:
Parks
Deliberated:
Council staff will complete
Program:
001
Outcome:
Council staff will complete
Budget Year:
both 2025/2026
Amendment Motion:
I motion to restructure the Park's Department leadership structure to better align the management needs
of one Director position.
Amendment Description:
To restructure the Park's Department leadership structure to better align the management needs of one
Director position.
Amendment Purpose (intended outcomes):
• Restructure Parks administration to reflect the reduction of various programs managed by
Parks and Recreation Depart.
Describe All Funding Sources
Describe funding —GF and others
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
GF savings is $225,000 in 2025 and $231,750 in 2026.
Protect Status (if Applicable)
Parks admin
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
001
$increase or ($decrease)
($225,000) in
2025 and
($231,750) in
2026
Revenues
($increase) or $decrease
$0
Net Budget Impact:
($225,000) in
GF savings
2025 and
($231,750) in
2026
Packet Pg. 245
10.2.n
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Amendment Title: remove Parks Communications & Community Engagement function.
Amendment Number: Council staff will provide sequenced numbers
Councilmember:
Will Chen
Date Submitted:
11/6/2024
Fund:
001
Agenda Packet:
Council staff will complete
Department:
Parks
Deliberated:
Council staff will complete
Program:
Admin
Outcome:
Council staff will complete
Budget Year:
both 2025/2026
Amendment Motion:
I motion to remove Parks Communications & Community Engagement function.
Amendment Description:
Remove Parks Communications & Community Engagement function.
Amendment Purpose (intended outcomes):
• To merge Parks' communication and community engagement function with the City's main
Community Engagement professional staff.
Describe All Funding Sources
Describe funding — GF
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
GF savings are $178,454 in 2025 and $187,164 in 2026. This is based on figures provided in budget
book page 137.
Protect Status (if Applicable)
Parks community engagement
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
GF001
$increase or ($decrease)
($178,454) in
2025and
($187,164) in
2026.
Revenues
($increase) or $decrease
$0
Net Budget Impact:
($178,454) in
2025and
($187,164) in
2026.
Packet Pg. 246