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Home My WebLink About2024-11-19 Council Special PacketAgenda Edmonds City Council SPECIAL MEETING NOTICE COUNCIL CHAMBERS 250 5TH AVE NORTH, EDMONDS, WA 98020 NOVEMBER 19, 2024, 7:00 PM Edmonds City Council Agenda November 19, 2024 Page 1 PERSONS WISHING TO JOIN THIS MEETING VIRTUALLY IN LIEU OF IN-PERSON ATTENDANCE CAN CLICK ON OR PASTE THE FOLLOWING ZOOM MEETING LINK INTO A WEB BROWSER USING A COMPUTER OR SMART PHONE: HTTPS://ZOOM.US/J/95798484261 OR JOIN BY PHONE: US: +1 253 215 8782 WEBINAR ID: 957 9848 4261 1. CALL TO ORDER 2. ROLL CALL 3. AUDIENCE COMMENTS 4. RECEIVED FOR FILING 1. Budget Queries 5.0 - Council Budget Questions and Adminstration/Staff Responses (0 min) 5. COUNCIL BUSINESS 1. Comprehensive Plan Transportation Element (45 min) 2. Prosecutor Services RFP (30 min) 3. Council 2025-26 Budget Deliberations, including possible voting on budget amendments proposed by Councilmembers during meeting (45 min) 6. EXECUTIVE SESSION TO DISCUSS PENDING OR POTENTIAL LITIGATION PER RCW 42.30.110(1)(I) (15 MIN.) 7. RECONVENE IN OPEN SESSION ADJOURNMENT 9:30 PM City Council Agenda Item Meeting Date: 11/19/2024 Budget Queries 5.0 - 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 5.0 submitted 11.7.2024 4.1 Packet Pg. 2 Council Budget 2025-2026 Queries 5.0 Submitted by November 7, 2024 Published November 13, 2024 General Budget Queries Q1 What are the dollar and percentage reductions for each department? (CM Paine, 10/24/2024) A1 This question will be forwarded to the next query. Q2 What are the job titles of the non reps participating in furloughs? (CM Paine 11/4/2024) A2 Q3 It would be tremendously helpful to review the program scoring exercise, including the program descriptions and the rankings. Thanks (CM Paine, 11/4/2024) A3 We have added a new link on the City of Edmonds/Finance website providing comprehensive information on all priority-based budget programs. This resource is organized by department for your convenience. Please remember we only engaged this new priority-based program process with General Fund and Street Fund work tasks. Here is the link - Wing FTP Server - Weblink Download 4.1.a Packet Pg. 3 At t a c h m e n t : B u d g e t Q u e r i e s 5 . 0 s u b m i t t e d 1 1 . 7 . 2 0 2 4 ( B u d g e t 2 0 2 5 - 2 0 2 6 Q u e r i e s 5 . 0 ) Council Budget 2025-2026 Queries 5.0 Submitted by November 7, 2024 Published November 13, 2024 The document located before the department folders, “PRIORITY BASED BUDGET INFORMATION,” provides comprehensive details on basic program attributes, Council priorities, and results from the community survey. My goal with this resource is to equip the Council with all necessary information to evaluate each program’s impact, and its alignment with public priorities. Within each department folder, you will find worksheets for each program, including detailed descriptions, intended program outcomes, and basic program attribute details. Additionally, each worksheet includes scoring from our community advisory group with respect to basic program attributes (BPA) and Council Priorities (upper right hand corner). The scoring of programs based on their alignment with basic program attributes and council priorities places each program into one of four tiers, with Tier 1 indicating the highest alignment and Tier 4 indicating the lowest. Police Department Q4 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) A4 We conduct reviews every month of the billing provided by the Snohomish County Jail. If there are irregular charges, bookings that may not be tied to Edmonds or other issues, we generally address them directly with jail administration. In cases where they agree and we are billed erroneously, they do not give “refunds”, but they will deduct an amount from the next months bill. This “credit” does not always show up on our next bill. We also get credit for unused prescriptions purchased for an inmate. In 2024, the number of errors we have found has been minimal – average 1 or 2 per month – which amounts to only a couple hundred dollars saved. Q5 What would it take to reconstitute the Edmonds Police Foundation? (CM Paine, 10/24/2024) A5 Previously board members have voiced a desire to retire. A community member did reach out and we believe join the board. EPD command staff has reached out requesting a meeting to clarify. Q6 Are there police or court programs that can be supplemented through federal Byrne grants? (CM Paine 11/4/2024) A6 Please see the attached links for information related to the Byrne Grant. They can award up to 1 billion annually for law and justice type programs. 4.1.a Packet Pg. 4 At t a c h m e n t : B u d g e t Q u e r i e s 5 . 0 s u b m i t t e d 1 1 . 7 . 2 0 2 4 ( B u d g e t 2 0 2 5 - 2 0 2 6 Q u e r i e s 5 . 0 ) Council Budget 2025-2026 Queries 5.0 Submitted by November 7, 2024 Published November 13, 2024 That said, nationally, starting in January, based on past precedence, we anticipate our state might again not be eligible for these grants based on its current standing as a sanctuary state. jag-program-fact-sheet.pdf jag-use-of-funds.pdf https://www.ncja.org/_files/ugd/cda224_5b86b6ea8e43415bb620220c5ffb2093.pdf?in dex=true Courts Q7 Are there police or court programs that can be supplemented through federal Byrne grants? (CM Paine 11/4/2024) A7 After reviewing their website and grant requirement information. The application process is closed and not accepting any new grant request at this time. The court will check periodically to determine if it opens for new requests going forward. Q8 Can passports be privatized? Perhaps by the same people that handle auto tabs (regular hours/ local) (CM Olson 11/6/2024) A8 To become a passport acceptance facility within the city of Edmonds: • Be a federal, state, county, city, or municipal office. Examples include U.S. post offices, public libraries, and public universities. No non-profits, religious, or commercial organizations. • Have employees who are: o At least 18 years of age o U.S. citizens or U.S. nationals o Full-time or part-time (not temporary, contractual, or volunteer) o Not in trouble with the law Any office that wants to apply to provide these services can do so at travel.state.gov on the U.S. Department of state – Bureau of Consular Affairs website. Parks and Recreation Q9 Is the Craze put out once or twice a year? How much does the postcard mailing containing the link to the online Craze document) cost the city each time we send it? 4.1.a Packet Pg. 5 At t a c h m e n t : B u d g e t Q u e r i e s 5 . 0 s u b m i t t e d 1 1 . 7 . 2 0 2 4 ( B u d g e t 2 0 2 5 - 2 0 2 6 Q u e r i e s 5 . 0 ) Council Budget 2025-2026 Queries 5.0 Submitted by November 7, 2024 Published November 13, 2024 A9 This was addressed during Council budget deliberations 11.12.2024 Mayor’s Office Q1 0 Mayors office- is travel in 2025 budget intentionally 6000 or was the extra zero a typo? It was 500 estimated in 2024 and around 2000 in 2023 If 6000 is the intended number, why is it this high/ what are the pressing travel needs during budget year 2025 when money so tight? (CM Olson 11/6/2024) A1 0 AWC City Action Days ~ February 2025 EASC DC Fly-in ~ May 2025 AWC Annual Conference ~ June 2025 Q1 1 Sister City program- can we privatize/ turn into an Edmonds nonprofit? City contribution is 5k in 2025 (CM Olson 11/6/2024) A1 1 The Commission is currently researching becoming a 501(c)(3) There is no need for the $5k city contribution in 2025 4.1.a Packet Pg. 6 At t a c h m e n t : B u d g e t Q u e r i e s 5 . 0 s u b m i t t e d 1 1 . 7 . 2 0 2 4 ( B u d g e t 2 0 2 5 - 2 0 2 6 Q u e r i e s 5 . 0 ) City Council Agenda Item Meeting Date: 11/19/2024 Comprehensive Plan Transportation Element Staff Lead: Bertrand Haus Department: Planning & Development Preparer: Navyusha Pentakota Background/History Under Washington State's Growth Management Act (GMA), cities and counties must periodically update their Comprehensive Plans to ensure efficient and sustainable growth. These plans address various mandatory and optional elements that contribute to the city's development strategy. GMA requires that transportation planning and system development support the broader, long-range goals for community development. The Growth Management Act specifies transportation as a required element of a comprehensive plan. Transportation is one of the mandatory elements and must align with the land use element. It includes: · Land use assumptions for travel estimates · Impacts to state-owned transportation facilities based on a multimodal level of service (MMLOS), which in 2023 replaced the traditional traffic-only LOS standard · Facility and service needs (e.g., air, water, and ground transportation, ADA transition plans) · An analysis of funding capabilities, including potential new funding sources or land use changes · Intergovernmental coordination · Demand management strategies · An active transportation component As part of the 2024 Comprehensive Plan update, cities must also adopt a six-year Transportation Improvement Program (TIP). This program outlines short-term transportation improvement projects and their associated funding. The TIP is an essential tool for ensuring that infrastructure can support the demands of growing populations, enhancing the city’s ability to plan for future needs and manage funding effectively. The GMA emphasizes the principle of "concurrency," ensuring that public facilities, including transportation systems, are in place and sufficient to support new development without exceeding service capacity. This principle requires new developments to be accompanied by infrastructure improvements or have plans in place to complete these improvements within six years. The 2024 update introduces the need for multimodal LOS standards, ensuring that all transportation modes are integrated into planning efforts. This includes setting performance standards for pedestrians, cyclists, transit users, and drivers to ensure balanced mobility options that serve the diverse needs of the community. The Transportation Element of the Comprehensive Plan outlines these goals and policies and provides the foundation for implementing a multimodal system that accommodates both current and future growth. The draft Comprehensive Plan, including the Transportation Element, was released for public review on October 3rd, and it will undergo revisions based on feedback from the Planning Board, City Council, and the public prior to final adoption. 5.1 Packet Pg. 7 Staff Recommendation This is an informational briefing and discussion for the City Council regarding the draft Transportation Element of the Comprehensive Plan. Feedback from the Council will guide the next steps in finalizing the plan. Narrative The Transportation Plan is a critical component of the Comprehensive Plan, focusing on creating a multimodal transportation system that promotes the safe and efficient movement of people and goods. The plan aims to meet both current and future transportation needs by outlining both short- and long- term strategies that integrate various transportation modes. As part of the update process, the City is adopting new multimodal level of service (MMLOS) standards that align with the goals of the Growth Management Act (GMA) and regional planning policies such as VISION 2050. The update will address the following key components: 1. Methodology for LOS evaluation: A framework for assessing transportation performance across all modes, including transit, bicycles, pedestrians, and vehicles. 2. Adoption of LOS standards: The establishment of performance thresholds for each mode based on the developed methodology. 3. Identification of deficiencies: The plan will highlight existing and future transportation deficiencies and propose solutions to maintain adequate LOS. 4. Measures for addressing deficiencies: Specific actions and projects will be identified to remedy transportation gaps and enhance overall mobility. Staff and consultants worked together to develop a multimodal level of service system. The City will adopt a corridor-based travel time approach for both vehicles and transit along selected corridors, as well as a system-completeness framework for active transportation projects. Draft pedestrian and bicycle maps have been created, highlighting key gaps in pedestrian infrastructure and identifying locations where specific facilities are required. These proposed draft network maps were previously reviewed by the Planning Board and City Council, and necessary revisions have been made. The updated maps will be presented to the Council during this meeting for additional input. These maps will serve as a guide for future projects, helping to prioritize improvements where they are most needed. On Nov 4th, Council approved the preferred growth alternative as part of the Comprehensive Plan future land use discussion. Next steps include the development of a comprehensive list of transportation projects with preliminary cost estimates. A financial plan detailing project funding will follow, with the final Transportation Plan expected to be completed by early December 2024. This plan will set the stage for future transportation investments, ensuring that the city is prepared to accommodate growth while enhancing mobility for all residents. Attachments: Draft Transportation Element Draft Transportation Element Summary Slides 5.1 Packet Pg. 8 Guiding Principle:Guiding Principle: “Edmonds is a community where every resident can travel safely and efficiently on foot, by bicycle, transit, ferry, or vehicle to their destination both within the city and to neighboring areas with people oriented streetscapes” TRANSPORTATIONTRANSPORTATION 5.1.a Packet Pg. 9 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) Prepared by: Prepared for: City of Edmonds 5.1.a Packet Pg. 10 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Table of Contents Introduction to the Plan ........................................................................................................... 147 Plan Development ................................................................................................................... 149 Consistency with Other Agencies ............................................................................................ 150 WSDOT Highway Improvement Program & Six-Year Transportation Improvement Program ............................................................................................................................................ 150 Puget Sound Regional Council ............................................................................................ 151 Snohomish County and Adjacent Cities ............................................................................... 152 Community Transit .............................................................................................................. 152 Federal and State Air Quality Regulations ........................................................................... 152 1. Existing Transportation Facilities and Conditions ............................................................. 153 1.1. Roadway Network ................................................................................................... 153 1.2. Traffic Operations .................................................................................................... 163 1.3. Traffic Safety ........................................................................................................... 166 1.4. Freight Routes ......................................................................................................... 168 1.5. Transit ..................................................................................................................... 170 1.6. Active Transportation Facilities ................................................................................ 175 2. Forecasts & Evaluation .................................................................................................... 180 2.1. Travel Forecast Model ............................................................................................. 180 2.2. Forecast Methodology ............................................................................................. 181 2.3. Forecast Evaluation ................................................................................................. 181 2.4. Transportation Projects & Programs ........................................................................ 192 2.5. Technology Considerations ..................................................................................... 192 3. Goals and Policies ........................................................................................................... 194 4. Plan Implementation ........................................................................................................ 201 List of Tables Table 1-1 Roadway Level of Service Overview ....................................................................... 161 Table 1-2 - Pedestrian Level of Service Overview ................................................................... 162 Table 1-3 Bicycle Level of Service Overview ........................................................................... 162 Table 1-4 Existing (Spring 2024) Roadway Level of Service Overview ................................... 163 Table 1-5 Edmonds Vehicular LOS Standards ........................................................................ 164 Table 1-6 Intersections with Elevated Collision Rates ............................................................. 168 Table 1-7 May 2023 Community Transit Routes and Daily Ridership ...................................... 171 Table 1-8 May 2023 Community Transit Routes and Daily Ridership ...................................... 173 Table 2-1 City of Edmonds Land Use Growth ......................................................................... 181 5.1.a Packet Pg. 11 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 Table 2-2 City of Edmonds Weekday PM Peak Hour Vehicle Trips ......................................... 182 Table 2-3 Pedestrian Transportation Plan Network Definitions ................................................ 185 List of Figures Figure 0-1 Transportation Plan Approach ................................................................................ 150 Figure 1-1 Edmonds Roadway Network .................................................................................. 154 Figure 1-2 Roadway Functional Classification ......................................................................... 156 Figure 1-3 Existing (2023) Roadway Average Daily Traffic (ADT) ........................................... 159 Figure 1-4 Existing (2023) Roadway Level of Service ............................................................. 165 Figure 1-5 Citywide Collisions (2018-2022) ............................................................................. 166 Figure 1-6 Citywide Collisions from 2018 - 2022 ..................................................................... 167 Figure 1-7 WSDOT Freight and Goods Transportation System (FGTS) Map .......................... 169 Figure 1-8 Community Transit Routes in Edmonds ................................................................. 172 Figure 1-9 Existing Pedestrian Facilities.................................................................................. 176 Figure 1-10 Existing Bicycle Facilities ..................................................................................... 178 Figure 2-1 Forecast 2044 Roadway Level of Service .............................................................. 183 Figure 2-2 Planned Pedestrian Network .................................................................................. 186 Figure 2-3 Planned Bicycle Network ....................................................................................... 188 Figure 2-4 Pedestrian LOS...................................................................................................... 190 Figure 2-5 Bicycle LOS ........................................................................................................... 191 5.1.a Packet Pg. 12 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) 5.1.a Packet Pg. 13 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 147 Introduction to the Plan Note: This is the first draft of the plan—it is still a work in progress with opportunities for comment and input. Some sections have placeholders for content pending public input and identification of a preferred growth alternative, and technical work like transportation planning and capital facility financial analysis is ongoing. Additional technical details will be available in a subsequent draft. The City of Edmonds network of highways, roads, sidewalks, trails, railroads, and transit services move residents, visitors, and goods into, though, and out of the community. Today’s circulation routes and infrastructure reflect the incremental development patterns of the past. Updates have occurred as transportation modes have changed, as demands on the system have expanded, and as the City has grown and integrated with regional highway and trail systems. Optimizing existing infrastructure and planning for future needs is necessary to maintain an efficient system that will serve the City into the future. A comprehensive, well- planned, and efficiently functioning transportation system is essential to Edmonds’s long-term growth and sustained vitality. The Transportation Plan provides the framework to guide growth and development of the City’s transportation infrastructure. It integrates land use and the transportation system, responding to current needs and ensuring that all future developments are adequately served. The Transportation Plan addresses the development of a balanced, multimodal transportation system for the City and adjacent unincorporated portions of the Edmonds Urban Growth Area (UGA) and recognizes the regional nature of the transportation system and the need for continuing interagency coordination. This Transportation Plan is based on a study of the existing transportation network in the City of Edmonds, combined with a 20-year (2044) projection of future growth and transportation needs. The document includes five sections: 1. Consistency with other Agencies 2. Existing Transportation Facilities and Conditions 3. Forecasts Evaluation 4. Goals and Policies 5. Implementation As a companion document, the Transportation Plan implements the Transportation Element of the Comprehensive Plan. Consistent with the other elements of the Comprehensive Plan, the Transportation Element establishes a policy framework for making decisions in the City, the guiding principles, and describes a strategy for accomplishing this vision over the 20-year planning horizon. Based on the goals and policies in the Transportation Element, the Transportation Plan is intended to serve as a guide for transportation decisions to address both short- and long-term needs. To meet Growth Management Act (GMA)1 requirements, the Transportation Element and Transportation Plan must identify existing transportation system 1 Washington State 36.70A RCW. Available at http://apps.leg.wa.gov/rcw/default.aspx?cite=36.70A 5.1.a Packet Pg. 14 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 characteristics, establish standards for levels of service, and identify existing and future deficiencies based on land use growth projections. The Transportation Plan also discusses roadway mobility and accessibility needs, and identifies improvements necessary to enhance safety, travel by active modes, and public transit support. 5.1.a Packet Pg. 15 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 149 Plan Development Development of an updated City of Edmonds Transportation Plan was commissioned by the City Council in 2022 to replace the adopted 2015 City of Edmonds’s Transportation Plan. The Plan addresses transportation needs, improvement projects, and funding sources to support the projected residential and employment growth through the year 2044. The Plan is also intended to satisfy GMA requirements. The following sections summarize the regulatory setting and regional planning efforts that guided the development of the Transportation Plan. Growth Management Act Under GMA (RCW 36.70A.070), a transportation element is required to assess the needs of a community and determine how to provide appropriate transportation facilities for current and future residents. A 2023 GMA amendment included requirements to develop and implement a multimodal level of service (MMLOS) for pedestrian, bicycle and transit travel in addition to vehicular level of service (LOS). The transportation element must contain: • Inventory of existing multimodal facilities; • Assessment of future multimodal facility needs to meet current and future demands; • Multi-year plan for financing proposed vehicular and multimodal transportation improvements; • Forecasts of traffic for at least 10 years based on adopted land use plan; • Level of service (LOS) standards for arterials, active transportation facilities, and public transportation, including actions to bring deficient facilities into compliance; • Transportation Demand Management (TDM) strategies, and; • Identification of intergovernmental coordination efforts. Under GMA, development may not occur if the development will cause the transportation facility to decline below the City’s adopted level of service standard unless strategies are identified and implemented within six years of the development to accommodate the development’s impact to the transportation system. To accommodate the impacts of the development, local governments may change the phasing or timing of new development, provide transportation facilities or services to serve the new development, reduce the LOS standard, or revise the land use element. Finally, the transportation element must include a reassessment strategy to address how the City will respond to potential funding shortfalls. Transportation Impact Fees A funding program for constructing the transportation projects identified in the Plan and the Capital Facilities Element of the Comprehensive Plan can be supplemented by a transportation impact fee (TIF) program to assist in funding projects that will accommodate traffic growth associated with the future land use development of the City and its arterial system. The findings of this Plan will provide the City with documentation and justification for grant applications to seek funding for transportation improvement projects, and a guide for prioritizing its transportation needs to maintain adopted level of service standards. 5.1.a Packet Pg. 16 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Consistency with Other Agencies Edmonds’s transportation system is part of, and connected to, a broader regional highway and arterial system. The GMA works to increase coordination and compatibility between the various agencies that are responsible for the overall transportation system. Since transportation improvements need to be coordinated across jurisdictional boundaries, the Transportation Plan needs to be consistent with and supportive of the objectives identified in the Washington State Transportation Plan, PSRC’s Vision 2050, and the transportation plans or capital improvement plans of the surrounding agencies. Developing the Transportation Plan is primarily a bottom-up approach to planning, with the City exploring its needs based on the land use plan. Eventually, local projects are incorporated into regional and state plans. A schematic of this approach is shown below in Figure 0-1. The following sections provide a review of this Plan’s consistent with neighboring jurisdictions. Figure 0-1 Transportation Plan Approach WSDOT Highway Improvement Program & Six-Year Transportation Improvement Program As required by the 1998 amendments to the GMA, the Edmonds Transportation Plan addresses the state highway system. Specifically, the Transportation Plan addresses the following elements related to the state highway system: • Inventory of existing facilities – see Chapter 1 • Level of service standards – see Chapters 1 and 2 • Concurrency on state facilities – see Chapters 1 and 2 • Analysis of traffic impacts on state facilities – see Chapter 1 and 2 • Consistency with the State Highway Systems Plan –described below 5.1.a Packet Pg. 17 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 151 Summarized below are the improvements on state facilities listed in the Statewide Transportation Improvement Program (STIP) 2024 – 2027, which are consistent with the Plan identified in Chapter 4. WSDOT maintains two improvements programs, the Highway System Plan (HSP) and the State Transportation Improvement Program (STIP). WSDOT is currently updating the HSP, which was last updated over 12 years ago. A draft of the HSP has been published and recommends new revenues for state highways be dedicated over the next 20 years. The 2024-2027 STIP was approved in January 2023 and identifies 3 projects in Edmonds: 1. Hwy 99 Revitalization Project extending from 220th Street SW to 224th Street SW (including roadway widening, ADA-compliant curb ramps, landscaping, street lighting, additional turn lanes at Hwy 99 & 220th St SW, APS (Pedestrian Signals) installation, and utility/stormwater infrastructure improvements). 2. Main St. Overlay (6th Ave. to 8th Ave overlay and ADA-compliant ramp upgrades) 3. Olympic View Dr. Improvement (196th St. SW to Talbot St. overlay, ADA ramps enhancements, and installing vaned grates) Puget Sound Regional Council The Puget Sound Regional Council (PSRC) maintains the Regional TIP. The Regional TIP must be a 4-year program of projects that is updated at least every 4 years. The TIP ensures that transportation projects meet regional transportation, growth and economic development goals and policies, and clean air requirements. Regional TIP projects are required to meet the following criteria: • Consistency with VISION 2050 and the Regional Transportation Plan • Consistency with local comprehensive plans • Funds are available or expected to be available • Consistency with the region’s air quality conformity determination • Consistency with federal and state requirements such as functional classification • Consistency with PSRC’s project tracking policies The Regional TIP identifies six projects in and around Edmonds and those projects include (note some of these projects overlap with the STIP projects noted above): • Implementing the Swift Bus Rapid Transit (BRT) Orange Line including project development phase, construction phase and procurement phase. Construction of a terminus station/transit center at Edmonds College. • Expansion of Transit Demand Management (TDM) efforts for Swift BRT services including marketing and outreach to existing and potential users promoting awareness, education and behavior change targeting Swift BRT connections to Link Light Rail. • Widening the intersection of 76th Ave W and 220th St SW on all approaches to add turn lanes and construct wider sidewalks. Installing new traffic signal system, lighting, 5.1.a Packet Pg. 18 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 signage, pavement, pavement striping, stormwater improvements, and potential conversion of overhead utility lines to underground. • Grind and overlay along Main St. from 6th Ave to 8th Ave. Upgrading the curb ramps to be ADA-compliant. • Installing ADA-compliant curb ramps, landscaping enhancements, a planter strip between sidewalk and BAT lanes, and enhanced street lighting along Highway 99 (from 220th St SW to 224th St SW). Adding a second northbound and southbound left-turn lane at the intersection of Hwy 99 and 220th St SW and a right-turn lane for the westbound along 220th St SW. APS will be installed on all corners at 224th St SW and 220th St SW. Also includes new stormwater infrastructure and water and sewer utility improvements. • Grind and overlay along Olympic View Dr. from 196th St. SW to Talbot St. Upgrading the ADA curb ramps and catch basins to vaned grates. Snohomish County and Adjacent Cities Countywide Planning Policies (CPPs) establish a countywide framework for developing and adopting County and City comprehensive plans. The role of the CPPs is to coordinate comprehensive plans of jurisdictions in the same county for regional issues or issues affecting common borders. The Multicounty Planning Policies (MPPs) for transportation call for better integrated land use and transportation planning, with a priority placed on cleaner operations, dependable financing mechanisms, alternatives to driving alone, and lower transportation- related energy consumption. CPPs were last adopted in June 2011 and amended in February 2022 effective March 2022. The County’s and Cities’ comprehensive plans will be made consistent with the vision and policies in the Countywide Planning Policy Update. Snohomish County’s six-year TIP (2024-2029) currently has one project identified in Edmonds: • Installing adaptive signal control systems along Highway 99 and SR 524. Community Transit Community Transit is a regional transportation provider that operates transit service in the City of Edmonds. Four routes provide bus service for the City of Edmonds. The city supports Community Transit’s strategic plans and coordinates with the agency to identify how transit needs should be addressed, particularly as new development occurs. Federal and State Air Quality Regulations The Transportation Plan is subject to the Washington State Clean Air Conformity Act that implements the directives of the Federal Clean Air Act. Because air quality is a region wide issue, the City’s Comprehensive Plan must support the efforts of state, regional, and local agencies as guided by WAC 173-420-080. 5.1.a Packet Pg. 19 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 153 1. Existing Transportation Facilities and Conditions The City of Edmond’s transportation system consists of various transportation facilities, including state highways, arterials, local streets, transit services and facilities, and pedestrian and bicycle facilities. The existing transportation system was inventoried in conjunction with the update of this Transportation Plan. The inventory of the existing transportation facilities covers the street system, traffic controls, traffic volumes, traffic operations, traffic safety, transit service and facilities, and pedestrian and bicycle facilities. 1.1. Roadway Network The roadway network provides mobility and access for a range of travel modes and users. The functional classification system, traffic volumes, and traffic operations at intersections are summarized within this section. This survey and analysis of the roadway network’s existing conditions provides background for identifying potential transportation improvement projects and programs. Figure 1-1 shows the existing transportation system serving the City of Edmonds. 5.1.a Packet Pg. 20 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 1-1 Edmonds Roadway Network 5.1.a Packet Pg. 21 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 155 Functional Classification All streets in the city have a designated functional classification. The functional classification of a street depends on the types of trips that occur on it, the basic purpose for which it was designed, and the relative level of traffic volume it carries. The different classifications of roadways serve different stages of a trip, with some roadways designed to prioritize mobility while others prioritize access to adjacent land uses. Higher classes (e.g., freeways and arterials) provide a high degree of mobility and have more limited access to adjacent land uses, accommodating higher traffic volumes at higher speeds. Lower classes (e.g., local access streets) provide a high degree of access to adjacent land and are not intended to serve through traffic, carrying lower traffic volumes at lower speeds. Collectors generally provide a more balanced emphasis on traffic mobility and access to land uses. Cities and counties are required to adopt a street classification system that is consistent with these guidelines (RCW 35.78.010 and RCW 47.26.090). The functional classification designations for City roadways are shown in Figure 1-2, and the following sections describe the general characteristics of each category. 5.1.a Packet Pg. 22 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 1-2 Roadway Functional Classification 5.1.a Packet Pg. 23 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 157 Freeway Multi-lane, high-speed, high-capacity road intended exclusively for motorized traffic. All access is controlled by interchanges and road crossings are grade-separated. No freeways pass through Edmonds, though Interstate-5 (I-5) runs to the east of the city limits. Principal Arterial Road that connects major activity centers and facilities, typically constructed with limited direct access to abutting land uses. The primary function of principal arterials is to provide a high degree of vehicle mobility, but they may provide a minor amount of land access. Principal arterials serve high traffic volume corridors, carrying the greatest portion of through or long- distance traffic within a city, and serving inter-community trips. On-street parking is often limited to improve capacity for through-traffic. Typically, principal arterials are multi-lane facilities and have traffic signals at intersections with other arterials. Regional bus routes are generally located on principal arterials, as are transfer centers and park-and-ride lots. Principal arterials usually have sidewalks and sometimes have separate bicycle facilities, so that non-motorized traffic is separated from vehicle traffic. In Edmonds, SR 99, SR 140, and SR 524 are principal arterials. Minor Arterial Road that connects centers and facilities within the community and serves some through traffic, while providing a greater level of access to abutting properties. Minor arterials connect with other arterial and collector roads, and serve less concentrated traffic-generating areas, such as neighborhood shopping centers and schools. Provision for on-street parking varies by location. Although the dominant function of minor arterials is the movement of through traffic, they also provide for considerable local traffic with origins or destinations at points along the corridor. Minor arterials also carry local and commuter bus routes. They usually have sidewalks and sometimes have separate bicycle facilities, so that non-motorized traffic is separated from vehicular traffic. Main St/212 St SW, 220th St SW, 228th St SW, 238th St SW, and N 205th St are east-west minor arterials; 5th Ave S, 9th Ave S/9th Ave N, and 76th Ave W/Olympic View Dr are north-south arterials. Collector Road designed to fulfill both functions of mobility and land access. Collectors typically serve intra-community trips connecting residential neighborhoods with each other or activity centers, while also providing a high degree of property access within a localized area. These roadways “collect” vehicular trips from local access streets and distribute them to higher classification streets. Additionally, collectors provide direct services to residential areas, local parks, churches, and areas with similar land uses. Typically, right-of-way and paving widths are narrower for collectors than arterials. They may only be two lanes wide and are often controlled with stop signs. Local bus routes often run on collectors, and they usually have sidewalks on at least one side of the street. Several north-south and east-west Collector roadways are located throughout the City as shown in Figure 1-2. 5.1.a Packet Pg. 24 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Local Access Road with a primary function of providing access to residences. Typically, they are only a few blocks long, are relatively narrow, and have low speeds. Local streets are generally not designed to accommodate buses, and often do not have sidewalks. Cul-de-sacs are also considered local access streets. All streets in Edmonds that have not been designated as an arterial or a collector are local access streets. Local access streets make up the majority of the miles of roadway in the city. Other Classification Systems In addition to the Functional Classification system adopted by the City of Edmonds, there are federal and state roadway designations. Federal and state grant programs provide funding for improvement projects that are on streets that have been classified with the federal or state roadway designations. National Highway System The National Highway System (NHS) includes the Interstate Highway System as well as other roads important to the nation’s economy, defense, and mobility as defined by the Federal Highway Administration (FHWA). Federal Functional Classification The Federal Functional Classification system provides a hierarchy of roadways as defined by the Federal Highway Administration (FHWA). This classification system defines the role of travel through a network of roadways, rather than focusing on individual roadways. As a result, the Federal Functional Classification differs in several ways from the City‘s Functional Classification. Changes to the Federal Functional Classification may be submitted through the Washington State Department of Transportation (WSDOT). Highways of Statewide Significance WSDOT designates interstate highways and other principal arterials that are needed to connect major communities in the state as Highways of Statewide Significance (HSS). This designation assists with the allocation of some state and federal funding. These roadways typically serve corridor movements having travel characteristics indicative of substantial statewide and interstate travel. In Edmonds, SR 104 between the Edmonds-Kingston Ferry Dock and I-5, and SR 99 between the south city limits and SR 104 have been designated as Highways of Statewide Significance. The Edmonds-Kingston ferry route is considered to be part of SR 104 and is also identified as a Highway of Statewide Significance (excluding the ferry terminal). Traffic Volumes Traffic counts were collected at several locations on State Highways and City roadways in June and October 2023. Existing weekday average daily traffic (ADT) volumes are shown in Figure 1-3. 5.1.a Packet Pg. 25 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 159 Figure 1-3 Existing (2023) Roadway Average Daily Traffic (ADT) Within Edmonds, SR 104, SR 99 and SR 524 (196th St SW) have the highest ADT. Generally state routes carry between 10,000 and 40,000 vehicles per day, while collectors such as Main Street, 100th Avenue NW, Olympic View Drive, 76th Avenue W carry between 5,000 and 15,000 vehicles per day. 5.1.a Packet Pg. 26 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Level of Service Standards Transportation Level of Service (LOS) is a qualitative measure used to assess the quality and efficiency of transportation systems. It is commonly used in transportation planning and engineering to evaluate how well a road or transportation facility is operating in terms of traffic flow and congestion. LOS is typically assessed on a scale from "A" to "F," with "A" representing free-flow conditions and "F" indicating severe congestion and poor service quality. State Highway Level of Service Standards There are three Washington state routes located within the city. • SR 104 (Edmonds Way) runs roughly east-west between the Edmonds-Kingston Ferry dock and I-5. • SR 524 (Puget Drive/196th Street SW) runs east-west connecting SR 104 to SR 99, I-5, and ultimately SR 522. • SR 99 runs north-south on the east side of the city and is the highest traffic-carrying arterial in Edmonds. From Edmonds, it runs north to Everett, and south through Shoreline to Seattle and the Tacoma metropolitan area. As described previously, portions of SR 104 and SR 99 have been designated as Highways of Statewide Significance. The LOS standards for Highways of Statewide Significance (HSS) are set by WSDOT. Within Edmonds, both SR 524 and SR 99 are considered Tier 1 Highways of Regional Significance, and have an LOS standard of “E mitigated,” meaning that congestion should be mitigated (such as transit) when p.m. peak hour LOS falls below LOS "E.". SR 104 is classified as an Urban Highway of Statewide significance, and thus has an LOS standard of D. Cities and counties are required to include the LOS standards for all state routes in the transportation element of their local comprehensive plan. The PSRC certifies the transportation elements of the city and county plans and ensures that the regional LOS standards are included. PSRC notes that state law is silent on whether agencies include or exempt non-HSS facilities from local concurrency requirements. WSDOT applies these standards to highway segments, intersections, and freeway interchange ramp intersections. When a proposed development affects a segment or intersection where the level of service is already below the state’s adopted standard, then the pre-development level of service is used as the standard. When a development has degraded the level of service on a state highway, WSDOT works with the local jurisdiction through the Washington State Environmental Policy Act (SEPA) process to identify reasonable and proportional mitigation to offset the impacts. Mitigation could include access constraints, constructing improvements, right-of-way dedication, or contribution of funding to needed improvements. Snohomish County Level of Service Standards Snohomish County LOS standards are defined based on arterial operations and not intersection LOS. Level of service along key arterials is measured by calculating corridor travel speeds. LOS standards for key arterials are defined by Snohomish County based primarily on arterial classification, number of lanes, average daily traffic (ADT) and average travel speed. In rural 5.1.a Packet Pg. 27 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 161 areas LOS standards range from LOS C to LOS D depending on the roadway type. In urban areas LOS E is considered acceptable. City’s Level of Service (LOS) Standards Signalized intersection LOS is defined in terms of a weighted average control delay for the entire intersection. Control delay quantifies the increase in travel time that a vehicle experiences due to the traffic signal control and provides a surrogate measure for driver discomfort and fuel consumption. Signalized intersection LOS is stated in terms of average control delay per vehicle. Unsignalized intersection LOS criteria can be further reduced into two intersection types present within the City of Edmonds: all-way stop and two-way stop control. All-way stop control intersection LOS is expressed in terms of the weighted average control delay of the overall intersection or by approach. Two-way stop-controlled intersection LOS is defined in terms of the average control delay for each minor-street movement (or shared movement) as well as major- street left-turns. Roadway LOS The City of Edmonds has identified the weekday PM peak hour travel speeds along 15 key corridor segments as being critical to maintaining the adequacy of its transportation system. Corridor level of service is based on average weekday (Tuesday – Thursday) travel speed through a corridor, which factors the total travel time and delays at the intersections within and at the end of each segment. The minimum average travel speed for each corridor is based on parameters for the Urban Street Class (Class IV) per the latest edition of the Highway Capacity Manual (HCM). The City of Edmonds has retained a LOS C standard for collectors, and LOS D for arterials. Table 1-1 summarizes the translation between roadway speed and LOS. Table 1-1 Roadway Level of Service Overview Percent of Speed Limit Roadway Level of Service > 85% LOS A 67 - 85% LOS B 50 - 67% LOS C 40 - 50% LOS D 30 - 40% LOS E < 30% LOS F Pedestrian LOS The pedestrian LOS standards are presented in Table 1-2. These standards emphasize system completion of sidewalks, pathways, or multi-use trails on arterial and collector roadways, or along off-street corridors. The LOS designations are shown in green, orange, and red and correspond with good, acceptable, and poor LOS, respectively. The long-term vision for the City would be to have the planned pedestrian network roadways achieve a green or good LOS; 5.1.a Packet Pg. 28 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 however, in the near-term, the objective would be to achieve, at minimum, an orange or acceptable LOS along these roadways. Table 1-2 - Pedestrian Level of Service Overview LOS Rating Standard Example Facilities* Good Pedestrian facilities built as identified in planned network • Sidewalks on both sides of the roadway, or; • Multi-use path on one side of the roadway Acceptable Pedestrian facilities exist, but not as identified in planned network • Sidewalk along one side of the roadway, or; • On-street shoulder facility for pedestrians Poor No pedestrian facilities present • No facilities exist Generally, a green/good LOS indicates a roadway that provides the corresponding pedestrian facilities identified in the planned pedestrian network, while an orange/acceptable LOS indicates that a pedestrian facility is provided but does not align with the identified pedestrian facility in the planned pedestrian network. A red/poor LOS generally indicates no designated facilities are provided for pedestrians and is considered unacceptable. Bicycle LOS The bicycle LOS standards are presented in Table 1-3. These standards emphasize the expansion and completion of both dedicated and shared use bicycle facilities on arterial and collector roadways, as well as off-street corridors. The LOS designations are shown in green, orange, and red and correspond with good, acceptable, and poor LOS, respectively. The long- term goal would be to achieve a green bicycle LOS on all planned bicycle roadways, however in the short term, achieving orange, or acceptable LOS is sufficient. Table 1-3 Bicycle Level of Service Overview LOS Rating Standard Example Facilities* Good Bicycle facilities built as identified in planned network • Bike lanes on both sides of roadway, or; • Multi-use path on one side of the roadway Acceptable Bike facilities exist, but not as identified in planned network • Large shoulder or bike lanes not to standard, or; • On-street shoulder facility for bicyclists Poor No bicycle facilities present • No facilities exist 5.1.a Packet Pg. 29 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 163 Generally, a green/good LOS indicates a roadway that provides the corresponding bicycle facilities (with appropriate striping/signage) identified in the planned bicycle network, while an orange/acceptable LOS indicates that a bicycle facility is provided but does not align with the identified bicycle facility in the planned bicycle network or that inadequate striping/signage is provided to demarcate the facility. A red/poor LOS generally indicates no designated facilities are provided for bicycles and is considered unacceptable. The active transportation LOS standards are described in further detail in Section 2.3. 1.2. Traffic Operations Intersection traffic operations evaluate the performance of signalized and stop-controlled intersections according to the industry standards set forth in the Highway Capacity Manual 6th Edition (Transportation Research Board, 2016). Peak hour traffic operations were evaluated at the study intersections based on level-of-service (LOS) methodology and evaluated using Synchro version 11.0. The PM peak hour intersection operations were selected due to the higher typical traffic volumes occurring during that time period for a single hour between 4 and 6 p.m. Existing (2023) Roadway LOS The City of Edmonds measures LOS by assessing average travel speeds during weekday PM peak hours on key corridor segments. LOS is based on travel time and delays, with standards set by the Highway Capacity Manual. The city aims for LOS C on collectors and LOS D on arterials, with travel speeds determining the LOS. The existing (spring 2024) weekday PM peak hour travel speed LOS summary is presented in Table 1-4. Table 1-4 Existing (Spring 2024) Roadway Level of Service Overview Corridor Roadway Extents Approach Existing Speed Existing LOS 1 3rd Avenue 7th Ave N to SR 104 NB 23.8 A SB 23.5 A 2 Caspers St / Puget Dr 7th Ave N to 76th Ave W WB 26.8 A EB 25.7 A 3 Main St 84th Ave W to SR 104 WB 19.8 C EB 19.3 C 4 212th St SW SR 99 to 84th Ave W WB 21.9 B EB 19.7 C 5 100th Ave W Caspers St to SR 104 NB 22.2 B SB 23.9 B 6 Firdale Ave / 244th St SR 104 to NE 205th St WB 23.2 C EB 25.0 B 7 8th / SR 104 (northern hallf) Main Street to 100th Ave W NB 27.3 B SB 30.0 A 8 220th St 9th Ave to Western city limits WB 22.1 B EB 22.6 B 9 5th Ave Main St to SR 104 NB 15.8 C 5.1.a Packet Pg. 30 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 SB 18.1 B 10 228th Ave 73rd PI W to 95th PI W WB 22.5 A EB 22.2 A 11 84th Ave Main St to 238th St NB 21.1 B SB 23.2 A 12 SR 104 (southern half) 100th Ave W to Southern city limits NB 28.1 B SB 31.4 A 13 SR 99 (southern half) 228th St to 244th St NB 25.6 C SB 29.8 C 14 SR 99 (northern half) Northern city limits to 228th St NB 18.7 D SB 23.9 C 15 76th Ave Northern city limits to 220th St NB 21.8 B SB 23.7 B Previously, the city measured LOS at intersections, based on vehicle delay as measured by the Highway Capacity Manual. Shifting to a methodology based on corridor travel speed time reflects a broader focus on corridor-wide mobility and user experience, rather than isolated intersection performance. The city's LOS standards are shown in Table 1-5. Table 1-5 Edmonds Vehicular LOS Standards Facility LOS Standard City Streets Arterials: LOS D or better (except state routes) Collectors: LOS C or better State Highways of Regional Significance SR 99 north of SR 104, SR 524: LOS E or better State Highways of Statewide Significance SR 104., SR99 south of SR 104: not subject to city Standard, but identify situations where WSDOT standard LOS D is not met. Existing roadway LOS in the City of Edmonds are shown in Figure 1-4. The results of the LOS analysis indicate that all the studied roadways currently meet City LOS standards. In addition to roadway LOS, the map also shows intersection performance. The only intersection not operating well is the intersection of SR 104 (Edmonds Way) and 238th Street SW, a two-way stop-controlled intersection that reports LOS F for the worst movement at the intersection. This intersection involves low-volume side streets that experience high vehicle delays during the PM peak hour. 5.1.a Packet Pg. 31 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 165 Figure 1-4 Existing (2023) Roadway Level of Service 5.1.a Packet Pg. 32 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 1.3. Traffic Safety Collision records for the most recent complete five-year period were reviewed for all collisions reported within the City of Edmonds. Historical safety data was collected from WSDOT for the period of January 1, 2018 to December 31, 2022. A review of collision history was performed to identify potential safety issues for vehicles, pedestrians, and cyclists. Figure 1-5 summarizes the annual citywide collisions between 2018 and 2022. Figure 1-5 Citywide Collisions (2018-2022) Overall annual collisions have decreased in Edmonds since 2018. The large decrease in 2020 is due to traffic volume decreases resulting from the COVID-19 pandemic. As traffic volumes have ‘returned to normal’ the total number of annual collisions have increased but have not returned to pre-COVID levels. Similar to total collision numbers, annual fatal and serious injury collisions decreased significantly in 2020, and have since increased, but have not returned to pre-COVID highs. Figure 1-6 shows a map of the collision locations within Edmonds for the same data period. 1 5 3 2 3 127 132 78 91 94 0 20 40 60 80 100 120 140 2018 2019 2020 2021 2022 Co l l i s i o n s p e r Y e a r Fatal and Serious Injury Crashes All Crashes 5.1.a Packet Pg. 33 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 167 Figure 1-6 Citywide Collisions from 2018 - 2022 During the five-year study period, there were a high number of crashes along 99, including two fatal crashes (pedestrian) and 19 crashes with serious injury, including several crashes 5.1.a Packet Pg. 34 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 involving pedestrians and bicyclists. Other corridors with multiple crashes involving pedestrians and/or bicyclists include 9th Ave S/100th Ave W, 5th Ave S, Main St, SR 104, and 76th Ave W. Most crashes involving fatalities, serious injuries, pedestrians, or bicyclists took place on principal roads and major or minor arterials, but at least three pedestrian-involved crashes caused serious injury occurred on local streets. Between 2018 and 2022 there were 71 pedestrian collisions and 36 cyclist collisions within Edmonds. Generally, pedestrian collisions were more severe, 28 percent of which resulted in a serious or fatal injury, while 11 percent of bicycle collisions resulted in a serious injury. Intersection Crash Rates The crash rate was calculated for each study intersection in terms of collisions per million entering vehicles (MEVs). Generally, intersections that have collision rates below 1 crash per MEVs do not warrant further safety study. In Edmonds, there are two locations with collision rates over 1.0 per MEV, as shown in Table 1-6. Table 1-6 Intersections with Elevated Collision Rates Location Collisions per Year Collisions per MEV Fixed Object Approach Turn Rear End Head On Pedestrian / Bicyclist Angle Sideswipe SR 99 / 228th St SW 12.6 1.08 0 4 30 0 0 21 6 SR 99 / 220th St SW 17.6 1.16 0 6 41 0 1 13 19 SR 99 / 228th St SW 12.6 1.08 0 4 30 0 0 21 6 As shown in the table, the locations with observed crash rates exceeding the critical crash rates include the intersections of 220th Street SW and 228th Street SW of SR 99. The most common collision type at both intersections was rear-end collisions. Rear-end collisions are common at signalized intersections, when drivers may rapidly alter vehicle speeds while approaching the intersection in response to signal timing changes or turning vehicles. Angle and sideswipe were the most common collision type after rear-end collisions. While there were no recorded fatalities at these intersections, there were 48 injury collisions or approximately one-third of the total collisions at these intersections. 1.4. Freight Routes The Washington State Freight and Goods Transportation System (FGTS) classifies highways, county roads, and city streets according to the average annual gross truck tonnage they carry. Truck tonnage values are derived from actual or estimated truck traffic count data that is converted into average weights by truck type. The FGTS uses five truck classifications, T-1 through T-5, depending on the annual gross tonnage the roadway carries. • T-1: more than 10 million tons per year • T-2: 4 million to 10 million tons per year • T-3: 300,000 to 4 million tons per year • T-4: 100,000 to 300,000 tons per year • T-5: at least 20,000 tons in 60 days and less than 100,000 tons per year 5.1.a Packet Pg. 35 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 169 Routes with the highest annual gross tonnage, T-1 and T-2 routes, are also identified as Strategic Freight Corridors. Within Edmonds, as shown in Figure 1-7, SR 104, SR 524 and SR 99 are identified as T-3 routes. Additionally, 76th Ave W, Firdale Avenue and 3rd Ave S are identified as T-4 routes. Beyond these primary routes, delivery vehicles use many other streets to reach their final destinations. A few areas prohibit certain types of vehicles. The downtown area between SR 104 and 9th Ave S only allows single unit trucks, while SR 524, Olympic View Drive within the city, and a few other roads are prohibited for hauling. Figure 1-7 WSDOT Freight and Goods Transportation System (FGTS) Map 5.1.a Packet Pg. 36 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 1.5. Transit The following section describes the existing service, ridership and facilities provided by Community Transit. Community Transit currently operates 10 bus routes through Edmonds and maintains 154 bus stops and five park & ride facilities. Community Transit, the major provider of public transit for Snohomish County, operates three types of transit service in the city: • Fixed bus route service   • Rideshare services   • Dial-A-Ride Transit (DART) paratransit service Fixed Route Service Fixed bus routes are local or commuter services that operate on a standardized schedule. shows the bus routes that serve the city. Most of this service is provided by Community Transit, although Sound Transit connections are available along I-5. SWIFT Bus Rapid Transit also operates through the city along SR 99. Table 3-18 summarizes bus routes serving the city, which provide two-way service between destinations in the city and surrounding areas, from morning through evening. Commuter bus routes serving the city, which provide service to major employment destinations in Snohomish and King Counties, are also shown Figure 1-8. Commuter routes typically operate only during the weekday morning and evening peak commute periods. Every Community Transit bus is equipped to accommodate wheelchairs. All buses are also equipped with bicycle racks. Community Transit currently operates the following routes within Edmonds: • Route 101 – provides local service between the Mariner Park and Ride in Shoreline and Aurora Village in Everett. During the week, service operates every 30 minutes from approximately 5 a.m. to 11:30 p.m. • Route 102 – provides local service between Edmonds Station and Lynwood City Center Station. During the week, service operates every 30 minutes from approximately 5 a.m. to 6:45 p.m. and every hour from 6:45 p.m. to 10:45 p.m. On Saturday, service operates every 30 minutes from approximately 5:45 a.m. to 6:45 p.m. and every hour from 6:45 p.m. to 9:45 p.m. On Sunday, the service operates every 30 minutes from 6:45 a.m. to 6:45 p.m and every hour from 6:45 p.m. to 8:45 p.m. • Route 112 – provides service from Mountlake Terrace Station to Ash Way Park & Ride. During the week, the service operates every 30 minutes from approximately 5 a.m. to 8 p.m. and every hour from 8 p.m. to 10 p.m. On the weekends, service operates every 30 minutes from approximately 7 a.m. to 7 p.m. and every hour from 7 p.m. to 9 p.m. • Route 114 – provides service from Aurora Village to the Lynwood City Center Station. During the week, the service operates every 30 minutes from approximately 5 a.m. to 8 p.m. and every hour from 8 p.m. to 10 p.m. On Saturdays, the service operates every hour from 6:45 a.m. to 9:45 p.m. and on Sundays, it operates every hour from 7:45 a.m. to 8:45 p.m. • Route 119 – provides in-county commuter service between Mountlake Terrace and Ash Way P&R, Monday through Friday. This service provides trips every 30 minutes between approximately 5:45 a.m. to 8:50 a.m. and every hour between 8:50 a.m. to 9:50 p.m. on weekdays (every 30 minutes between 2:50 p.m. and 5:50 p.m.). On Saturdays, it provides trips every hour between 6:10 a.m. and 9:10 p.m. and on Sundays, it provides trips every hour between 8:10 a.m. and 8:10 p.m. 5.1.a Packet Pg. 37 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 171 • Route 130 – provides commuter service between Edmonds Station and Lynnwood Transit Center. This service provides trips once every 30 minutes from approximately 4:30 a.m. to 6:30 p.m. and every hour from 6:30 p.m. to 9:30 p.m. on weekdays. On Saturdays, it provides trips every hour from approximately 6:45 a.m. to 9:45 p.m. On Sundays, it provides trips every hour from approximately 7:45 a.m. to 8:45 p.m. • Route 166 – provides service between Edmonds Station and Silver Firs. On weekdays, the service provides trips once every 30 minutes from approximately 5:00 a.m. to 8:00 p.m. and every hour from 8:00 p.m. to 11:00 p.m. On Saturdays, it provides trips every hour from approximately 5:50 a.m. to 9:50 p.m. On Sundays, it provides trips every hour from approximately 6:50 a.m. to 8:50 p.m. • Swift Blue Line (Route 701) – provides Community Transit’s Bus Rapid Transit (BRT) service every 10-12 minutes on weekdays and every 15-20 minutes on early mornings, evenings and weekends between Everett Station and Shoreline North/185th Station. • Route 909 – provides service from Edmonds Station to Mountlake Terrace Station. This service provides trips about every 45 minutes from approximately 5:25 a.m. to 11:50 p.m. on weekdays and Saturdays (Saturday service stops at 10:20 p.m.). Throughout the day, there are certain one-hour intervals. On Sundays, it provides trips about every 45 minutes from approximately 7:00one-hour0 p.m. Transit routes, run times and recent ridership data available from Community Transit are summarized in Table 1-7. Table 1-7 May 2023 Community Transit Routes and Daily Ridership Route Number Route Description Hours of Operation Route 101 Aurora Village to Mariner Park and Ride Weekdays (5:00 am – 11:30 pm) Saturdays (7:00 am -–10:20 pm) Sundays (7:00 am – 9:20 pm) Route 102 Edmonds Station to Lynwood City Center Station Weekdays (5:00 am – 11:00 pm) Saturdays (5:45 am – 10:00 pm) Sundays (6:45 am – 9:00 pm) Route 112 Mountlake Terrace Station to Ash Way Park & Ride Weekdays (5:00 am – 10:30 pm) Weekends (7:00 am – 9:30 pm) Route 114 Aurora Village Transit Center to Lynwood City Center Station Weekdays (5:00 am – 10:00 pm) Saturdays (6:45 am – 10:00 pm) Sundays (7:45 am – 9:00 pm) Route 119 Mountlake Terrace to Ash Way P&R Weekdays (6:35 am – 10:30 pm) Saturdays (6:10 am - 9:45 pm) Sundays (8:10 am – 8:45 pm) Route 130 Lynwood City Center Station to Edmonds Station Weekdays (4:30 am – 10:00 pm) Saturdays (6:45 am – 10:15 pm) Sundays (7:45 am – 9:20 pm) Route 166 Edmonds Station to Silver Firs Weekdays (5:00 am – 12:00 am) Saturdays (5:50 am – 10:50 pm) Sundays (6:50 am – 9:50 pm) Swift Blue Line (701) Everett Station and Shoreline North/185th Station Weekdays (4:15 am – 12:30 am) Saturdays (5:00 am – 11:30 pm) Sundays (6:00 am – 10:45 pm) Route 909 Edmonds Station to Mountlake Terrace Station Weekdays (5:25 am – 12:00 am) Saturdays (5:25 am – 10:30 pm) Sundays (7:00 am – 10:30 pm) Figure 1-8 shows Community Transit’s current fixed route service map operating in and around the City of Edmonds. 5.1.a Packet Pg. 38 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 1-8 Community Transit Routes in Edmonds Paratransit Service Community Transit also provides paratransit services for patrons who cannot use fixed-route bus services due to disability, in accordance with the Americans with Disabilities Act (ADA). This service provides curb-to-curb paratransit service within ¾ mile of all local fixed-routes during hours of fixed-route operation. Community Transit currently provides Dial-A-Ride Transit 5.1.a Packet Pg. 39 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 173 (DART) paratransit service to eligible riders who are unable to use fixed route bus service due to a disability. Service is available to all origins and destinations within 0.75 mile of local, non- commuter bus routes. Vanpool Program Community transit also offers vanpool services for citizens who wish to carpool to work. Vanpools must consist of at least three riders and can accommodate up to 12 per vanpool group. Users pay a fare based on the daily round trip miles and size of the van used while Community transit will provide the van (including routing service and maintenance), gas, insurance and pay any highway tolls. Park-and-Rides Within Edmonds, there are five officially designated park and ride lots. The largest facility is the Edmonds park-and-ride lot located at 72nd Avenue West and 213th Place SW. This facility, which has a capacity for 256 cars, is owned by WSDOT and operated by Community Transit. This facility offers direct access to routes 405, 871 and provides a one block walk to the nearest Swift Blue line BRT. Table 1-8 summarizes the park-and-ride lots that serve Edmonds. Table 1-8 May 2023 Community Transit Routes and Daily Ridership Facility Routes Served Parking Capacity (if available) Edmonds Park & Ride 405, 871, Swift Blue 256 Edmonds Station 116, 130, 196, 416 ~250 Edmonds Lutheran Church 115 12 Edgewood Baptist Church 119 10 Korean United Presbyterian Church 416 58 Outside of the city, the Lynnwood Transit Center and Aurora Village Transit Center are the major hubs for transferring between Community Transit local routes. Community Transit routes connect with King County Metro service at Aurora Village, Mountlake Terrace Transit Center, and Bothell; Everett Transit in the City of Everett; the Washington State Ferry at the Edmonds and Mukilteo Terminals; with Sound Transit at various park-and- ride lots in the south Snohomish County; with Link Light Rail service at the Northgate Transit Center and Island Transit in the City of Stanwood. King County Metro Transit King County Metro does not provide local service within Edmonds, but connections are available between Community Transit and Metro routes at the Aurora Village Transit Center just south of the city. Sound Transit Express Bus Sound Transit provides regional bus service to the urban portions of Snohomish, King, and Pierce counties, but does not have an established express bus stop in Edmonds. Sound Transit express bus service is available at transit centers and park-and-ride lots in the vicinity of Edmonds (Swamp Creek, Lynnwood Transit Center, and Mountlake Terrace Transit Center) and can be accessed by Community Transit. 5.1.a Packet Pg. 40 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Rail Service Passenger rail service in Edmonds is provided by Sound Transit’s Sounder commuter rail and Amtrak’s intercity rail. The rail station is located at 211 Railroad Avenue and can be accessed by Community Transit. Sounder Commuter Rail Operated by Sound Transit, the Sounder commuter rail line operates between Seattle and Everett, with stops in Edmonds and Mukilteo. Through a partnership with Amtrak, Amtrak trains are also available for commuters along this route. Sounder operates four southbound trains during the morning commute period and four northbound trains during the evening commute period. Amtrak operates one additional train in each direction during both the morning commute period and the evening commute period. Additional parking is needed at the train station to accommodate the rising number of daily transit riders using this service. Sound Transit currently leases a parking lot from various property owners. Amtrak Service Amtrak operates two routes with stops in Edmonds: the Amtrak Cascades and the Empire Builder. Amtrak Cascades Edmonds serves as a stop along the Seattle – Vancouver route. Service is daily, with two northbound trains and two southbound trains stopping in Edmonds per day. From Edmonds, the two northbound trains terminate in Vancouver, British Columbia. Both southbound Cascades trains originate in Vancouver, BC. The Cascades route’s northbound service provides connections to Everett, Mount Vernon, and Bellingham in Washington State, and Surrey, Richmond, and Vancouver in British Columbia. Travelers who wish to take rail south to destinations between Seattle and Portland are best served by traveling to Seattle to take the Seattle–Portland route. Empire Builder The Empire Builder provides cross-country service between Seattle and Chicago. Its route traverses the states of Washington, Idaho, Montana, North Dakota, Minnesota, Wisconsin, and Illinois. Service is daily, with one eastbound train departing from Edmonds each evening (5:27 pm). One westbound train arrives in Edmonds each morning (10:35 am). Washington State Ferries The Edmonds-Kingston ferry route connects the northern portion of the Kitsap Peninsula and the Olympic Peninsula with northern King and southern Snohomish Counties. The route is 4.5 nautical miles long, and takes approximately 30 minutes to traverse. The Edmonds-Kingston route operates seven days per week year-round, with average headways ranging between 35 and 70 minutes. In 2013, the Edmonds-Kingston route carried 3.09 million people, at an average of 8,465 passengers per day. This is slightly less than the 4.3 million people the route carried in 2006. The annual Washington State Ferries Traffic Statistics Report indicates that in-vehicle boardings were the most prevalent, with about 86 percent of passengers boarding in this manner on the 5.1.a Packet Pg. 41 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 175 average weekday. Walk-on passengers constituted 14 percent of all passengers on an average weekday. 1.6. Active Transportation Facilities The active transportation network consists of facilities for residents and visitors to participate in active transportation modes and recreational activities in the City of Edmonds. A combination of on-street facilities and off-street pathways provide the core network for walkers, cyclists, and other non-motorized users to travel. These facilities can be used for many of the same purposes as personal vehicles and transit, including commuter travel, grocery store trips, and other errands within the City. Active transportation facilities, particularly off-street pathways, are also used for recreational trips or for access to parks and other recreational destinations. Pedestrian Facilities In 2002, the City of Edmonds completed its Comprehensive Walkway Plan. The plan included goals and objectives for non-motorized transportation in the city, in addition to a walkway inventory, a review of facility standards, and recommendations for walkway projects. The Walkway Plan has been updated in subsequent years, culminating in a full update as part of the 2015 plan. Pedestrian Facility Inventory Pedestrian facilities within the city include sidewalks, walkways, roadway shoulders, and off- road trails. Sidewalks are the primary pedestrian facility within downtowns and developed areas. Along with off-street trails, sidewalks are the primary facility type for pedestrians. Cyclists may also use sidewalks within many of these jurisdictions provided they yield right-of-way to pedestrians. Sidewalks within the City of Edmonds are typically provided on both sides of the street in the downtown and adjacent neighborhoods. Figure 1-9 shows the existing sidewalks on one or both sides of the street in the City. Figure 1-9 shows that the sidewalk system is most complete inside the core area bounded by SR 104, 92nd Avenue W, and SR 524. Outside of this area, sidewalks are primarily located along roads classified as collectors or arterials. Raised and striped walkways are generally associated with schools and provide safe walking routes. 5.1.a Packet Pg. 42 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 1-9 Existing Pedestrian Facilities 5.1.a Packet Pg. 43 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 177 Bicycle Facilities The city prepared a comprehensive Bikeway Plan in 2009. This plan was revised as part of the previous transportation master plan update to outline a list of improvement projects for the bicycle system. The types of recommended bicycle facilities range from shared-use paths to bike lanes to bicycle parking. • Shared use paths and trails – off-street facilities that cater to both pedestrians and cyclists. Where paved, these facilities provide a high amenity connection for nonmotorized users of all ages and all abilities. • Bike lanes – portions of roadways that have been designated by striping, signing, and pavement markings for the preferential or exclusive use by cyclists. • Bike sharrows or common lanes- shared streets used by bikes and cars. Signed shared roadways are shared roadways that have been identified as preferred bike routes by posting bike route signs. Sharrows are commonly used to indicate where on the roadway a cyclist should ride, and also to remind motorists to share the lane with bicycles when present. Note that these bicycle facilities can be used by human-powered and electric-assisted bicycles. Given the hilly terrain in Edmonds, the use of electric-assisted bicycles is expected to continue to increase. Bicycle Facility Inventory Figure 1-10 shows the location of existing bicycle facilities within the city. The Interurban Trail, which links the cities of Seattle, Shoreline, Edmonds, Mountlake Terrace, Lynnwood, and Everett, runs through the southeastern portion of Edmonds. Trails are also located along the city’s beaches and within city parks. There are also easy connections for cyclists to ferries, Sound Transit’s Sounder service, and Community Transit. Bicycles are allowed on all these systems. WSF provides a reduced fare for bicycles, Sound Transit provides bike racks, and all Community Transit vehicles have bike racks. 5.1.a Packet Pg. 44 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 1-10 Existing Bicycle Facilities 5.1.a Packet Pg. 45 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 179 5.1.a Packet Pg. 46 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 2. Forecasts & Evaluation Edmonds’s Transportation Plan is developed based on the evaluation of the existing transportation system and future transportation system needs based on planned future growth. The City of Edmonds selected a 2044 horizon year. Year 2044 provides a long-range look at the transportation system needed to support anticipated growth in the city and other communities in Snohomish County. The year 2044 also corresponds to the current planning horizon for the Comprehensive Plan overall and associated population and employment forecasts adopted in the Snohomish County Countywide Planning Policies. Travel forecasts have been developed and analysis has been conducted for average weekday conditions during the PM peak hour. The weekday PM peak hour generally has the highest overall traffic volumes in the community and thus provides the basis for identifying capacity- related improvement needs. The travel forecasts provide a technical basis for identifying the transportation improvement projects in the Transportation Systems Plan (Chapter 3). 2.1. Travel Forecast Model Primary analyses of the 2044 traffic forecasts were initially based on the following travel forecasting assumptions: • Committed improvement projects in Edmonds’s current Transportation Improvement Program (TIP) • Improvement projects in available transportation plans from adjacent jurisdictions • Puget Sound Regional Council’s (PSRC) Transportation Vision 2050 Update Regional Capacity Projects List (as of May 2022) • WSDOT’s 2024-2027 Statewide Transportation Improvement Program (STIP) • City of Edmonds’s forecast land use data • PSRC 2050 Land Use forecasts and regional trip end data from the 2050 regional travel demand model Based on these assumptions, travel forecasts were developed using Edmonds’s travel demand model. This model is a tool that is used to convert existing and future land uses into weekday vehicle trips. The Edmonds travel demand model was updated to reflect existing 2023 conditions and was used as the basis for preparing 2044 travel demand forecasts for the Edmonds UGA. The following provides an overview of the land use assumptions, planned network improvements, and the alternatives analysis. Baseline Transportation Network As a part of the baseline forecast 2044 conditions, any transportation improvements that are planned and funded in the near-term were included in the analysis. For the baseline network the following eight planned projects were included: • 228th Street SE from Highway 99 to 95th Place W – Widen to three lanes 5.1.a Packet Pg. 47 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 181 • Highway 99/238th Street – Add 2nd northbound left-turn lane • Highway 99/220th Street – Add 2nd northbound, southbound, and eastbound left-turn lanes • Main Street/9th Avenue – Signalize the intersection • 76th Avenue W/220th Street SW – Intersection improvements • SR 104 from 236th Street to 226th Street – Construction of an adaptive signal system • SR 104/76th Avenue W – Add 2nd westbound left-turn lane • 236th Street SW from 84th Avenue W to Highway 99 – Green streets program, reduced speed limits 2.2. Forecast Methodology A strong relationship exists between land use and the transportation facilities necessary to provide mobility within the community. Future transportation improvements recommended in the Projects and Projects Section have been defined to support the Land Use Element of the Comprehensive Plan. The 2044 forecasts of land use growth throughout the City and its Urban Growth Area (UGA) were developed based on the land use growth estimates from the Land Use Chapter. The Edmonds Travel Demand Model was developed in 2023 and is used as a basis for the 2024 Comprehensive Plan Update and the 2024 Transportation Plan to determine future traffic forecasts. The model accounts for the number of households and employees within the City and converts those into weekday PM peak hour trips. These trips were then converted to travel modes and allocated to City roadways to understand the overall impacts on the transportation system for the proposed 2044 land use. Table 2-1 summarizes the existing and forecast land use assumptions (from the Land Use Element) that form the basis of the transportation forecasting. Table 2-1 City of Edmonds Land Use Growth Land Use Existing 2044 No Action 2044 Alternative A 2044 Alternative B Households 19,219 24,364 30,888 31,329 Jobs 10,309 12,857 13,195 13,374 Source: Snohomish Countywide Planning Policies As shown in Table 2-1, by 2044 the number of households could increase by 5,145 to 12,110 (or a 27 to 63 percent increase). The number of jobs could increase by 2,548 to 3,065 (or a 25 to 30 percent increase). 2.3. Forecast Evaluation The alternative analysis is based on the land use forecast described above and used to identify transportation needs for Edmonds, develop the framework for the transportation network, and ultimately the 20-year transportation improvement project list. The evaluation is completed using the City’s travel demand model to forecast transportation demands and then applying the 5.1.a Packet Pg. 48 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 multimodal level of service (LOS) standards to determine both vehicular and active transportation needs. The results of the alternatives analyses are used to develop a recommended 2044 transportation network with improvements. Traffic Forecasts Trip generation was developed through the modeling process, which converts estimates of housing and employment into weekday PM peak hour vehicle trips based. Table 2-2 summarizes the weekday PM peak hour trip generation for both existing and forecast 2044 conditions for the different alternatives evaluated. Table 2-2 City of Edmonds Weekday PM Peak Hour Vehicle Trips No Action PM Peak Hour Trips Alternative A PM Peak Hour Trips Alternative B PM Peak Hour Trips Forecast 2044 Alternative 24,510 27,434 27,665 Existing 21,470 21,470 21,470 Increase 3,040 5,964 6,195 Source: Transpo Group, 2024 The growth in traffic volumes will result in additional traffic congestion along City streets assuming similar driving behaviors as today. As traffic volumes increase, the number of hours during the day when congestion is experienced may also increase. A review of the roadway system capacity for Edmonds shows that additional roadway improvements and connections may be required to handle this increase in traffic volumes and maintain adopted LOS standards. Additional analysis is completed in the subsequent section to determine what improvements are needed at intersections with the growth in projected vehicle traffic. Traffic Operations Consistent with existing conditions and methodologies, weekday PM peak hour traffic speeds were evaluated across the collector and arterial network. Forecast travel speeds were calculated by adding additional intersection delay incurred by traffic growth between existing and future 2044 forecast conditions along each corridor. Forecast 2044 roadway LOS is shown in Figure 2-1. 5.1.a Packet Pg. 49 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 183 Figure 2-1 Forecast 2044 Roadway Level of Service Forecast 2044 roadway operations generally result in speed decreases compared to existing conditions. However, the roadway LOS standard is only exceeded on SR 99 in the northbound direction from the northern city limits to 228th Street. The speeds are forecast to decrease to LOS F without any improvements. 5.1.a Packet Pg. 50 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 While Edmonds has adopted a roadway travel speed-based methodology for measuring roadway LOS, intersection operations will continue to play an important role in roadway travel speeds. While only US 99 is forecast to operate below LOS standard, four intersections were identified as not performing well during the development of the travel speed forecasts. The intersections include: • 76th Ave/Olympic View Dr (all-way stop controlled) • 88th Ave W/Puget Dr (two-way stop-controlled) • SR 99/228th St (signalized) • Edmonds Way/238th St SW (two-way stop-controlled) The Transportation Projects and Programs provides a list of projects or programs to address these operational deficiencies. Active Transportation Network Vision The City’s vision for the future roadway network is to provide active mode facilities on all roadways unless special circumstances make it prohibitive. The City’s previous comprehensive plan and capital facilities plan identifies numerous improvement projects to install sidewalks and/or multi- use paths along roadways within the city that currently lack active mode facilities. These improvements are being implemented as part of identified improvement projects or through the ADA and sidewalk improvement program. As part of Edmonds Municipal Code 18.80.015 (Complete Streets), the city requires that all new transportation projects provide appropriate accommodation for pedestrians, bicyclists, transit users and persons of all abilities. The City’s recently developed Street Typology report also outlines standardized roadway designs across each roadway in the city. Edmonds also requires developers to provide street frontage upgrades in accordance with their street design standards. These programs have helped the city achieve parts of the active transportation vision; however, reliance on developer-implemented improvements alone would result in gaps within the bicycle and pedestrian network. The planned pedestrian and bicycle networks, shown in Figure 2-2 and Figure 2-3, respectively, identifies the future vision for a comprehensive network of active transportation facilities to serve forecasted growth. The city envisions an interconnected system of on-road and off-road facilities, that include sidewalks, pathways, shared-use trails, and key connections. The pedestrian network contains a series of Primary and Secondary Routes. Corridors identified as Primary or Secondary Routes are not indicative of a hierarchy for future active transportation facility development, rather they are used to make a distinction between routes that are more regional or that extend completely through the community (primary), and those that serve to make the second leg of the journey to connect to destinations, extend into neighborhoods, or complete a loop (secondary). Table 2-3further defines the functions of each tier within the Pedestrian Transportation Plan Network. 5.1.a Packet Pg. 51 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 185 Table 2-3 Pedestrian Transportation Plan Network Definitions Hierarchy System Function Primary Network Backbone of the system. Offers direct connections to majority of important community destinations, usually on arterials or collectors. Primary Network routes are often the most attractive route in terms of convenience in urban areas. Secondary Network Supportive to the Primary Network, often providing system continuity by connecting segments of the primary network with on-street or off-street facilities. Secondary Network routes sometimes offer more comfortable routes on quieter streets, although the route may not be as direct as the Primary network. Local Streets This encompasses most streets within the City (including residential neighborhood streets). While not specifically identified within the Pedestrian Transportation Plan Network, many of these roadways provide pedestrian and/or bicycle facilities in line with roadway design standards. Other Streets provide access to the Primary and Secondary Networks. Trails Trails represent the off-street pedestrian and bicycle facilities within the City. Trails often provide the direct connectivity of Primary Network routes but are located along alignments away from roadways (creating a more comfortable pedestrian and bicycle environment). Source: Transpo Group, 2024 It should be noted that the roadways within the Planned Transportation Plan Network are not the only roadways within the city designated to have pedestrian facilities. As indicated in the street design standards, most roadways within the City are required to provide some level of pedestrian facilities. The Pedestrian Transportation Network is not meant to define the type, width, and locations of these facilities for Primary and Secondary Network roadways. Instead, the roadway design standards and the street typology report designate the types of facilities planned for each roadway based on its functional classification and/or street typology. The Planned Transportation Plan Network is intended to lay out the active transportation vision for the city, not to designate the pedestrian facilities for each roadway. 5.1.a Packet Pg. 52 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 2-2 Planned Pedestrian Network 5.1.a Packet Pg. 53 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 187 Unlike the pedestrian network, where corridors are identified as Primary or Secondary Routes, the bicycle network identifies the preferred bicycle facility on each network (as shown in Figure 2-3). This network was developed iteratively, with feedback from city staff, the transportation advisory committee and the previous comprehensive plan bicycle network. Ultimately, City staff identified specific corridor treatments for bicyclists along each roadway and removed most shared use facilities from the planned network in favor of dedicated facilities to promote bicyclist safety for all ages and abilities. 5.1.a Packet Pg. 54 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 2-3 Planned Bicycle Network 5.1.a Packet Pg. 55 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 189 Active Transportation Level of Service Bicycle, pedestrian, and trail facilities play a vital role in the City’s transportation environment. The Edmonds active transportation system is comprised of facilities that promote mobility without the aid of motorized vehicles. A well-established system encourages healthy recreational activities, reduces vehicle demand on roadways, and enhances safety within the community. As described in Chapter 1 the active transportation LOS standard is based on the presence of facilities along designated routes. Based on the system plan networks and LOS criteria, pedestrian and bicycle networks were evaluated and summarized in and, respectively. 5.1.a Packet Pg. 56 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Figure 2-4 Pedestrian LOS 5.1.a Packet Pg. 57 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 191 Figure 2-5 Bicycle LOS 5.1.a Packet Pg. 58 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 As shown in Figure 2-4, the pedestrian system meets LOS standards in most of the designated pedestrian routes of the city. The northern and southern sections of the city are missing facilities. Many of the missing sidewalks are along secondary or local roadways. In contrast, the bicycle system LOS shown in Figure 2-5 does not meet LOS standards in many areas of the city. The city lacks bicycle facilities along some of the major corridors, including the State Routes 99, 104 and 524 (S 196th Street). The long-term project list (currently under development) seeks to implement bicycle lanes or multi-use pathways to achieve an acceptable LOS for the bicycle network. 2.4. Transportation Projects & Programs [ This section of the plan is currently under development. This section will detail all the needed capital projects necessary to accommodate anticipated growth while maintaining the existing level of service standards. This project list will also include planning level cost estimates that summary the anticipated costs (in 2024 dollars) for each project. The project list will also include recommend studies, citywide preservation and maintenance projects and other programs (such as the city’s traffic calming program). ] 2.5. Technology Considerations Advances in technology impact the short and long-term use of the transportation system and its users. The following sections describe technologies emerging or being considered in Edmonds and the region. Transportation System Management and Operations (TSMO) Transportation System Management and Operations (TSMO) is an integrated approach to optimize the performance of existing infrastructure by implementing multimodal, intermodal, and often cross-jurisdictional systems, services, and projects. TSMO seeks to operate the existing transportation system as safely and efficiently as possible, often maintaining or even regaining previous capacity levels and improving safety performance levels. In practice, TSMO is applied on a corridor or in a region as a series of operational strategies. Corridor strategies instead of just intersection improvements. Electric Vehicles As the use of electric vehicles (EVs) continues to grow within transportation systems, it becomes essential to establish an accessible EV charging infrastructure. Currently, charging infrastructure in the city is provided at several private business locations. City-owned properties and right of way are not currently equipped with public charging systems for electric vehicles. The City may evaluate the benefits of entering a public private partnership to provide charging systems on City property if electric vehicle charging stations are desired by the community in the future. 5.1.a Packet Pg. 59 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 193 E-Bikes / E-Scooters E-bikes and E-scooters are electricity-assisted bicycles and scooters. Availability, diversity of types of e-bikes/scooters, and use of e-bikes/scooters has been increasing in recent years removing barriers and expanding transportation options for road users. Increased use of e- bikes/e-scooters will likely result in the need for increased bike facilities and infrastructure. 5.1.a Packet Pg. 60 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 3. Goals and Policies These initiatives seek to preserve Edmonds's unique story and character, while fostering economic resilience, and enhancing the City’s livability. Prioritizing equitable investments in infrastructure and programs that contribute to vibrant neighborhoods, environmental protection, and transparent governance. The following goals and policies are registered to match the GMA & VISION 2050 requirements: Goal T- 1 Create a complete and connected system that offers efficient transportation options to implement the regional transportation plan. Policy T - 1.1. Partner with other entities to create a logical system that integrates within the regional transportation network and supports the regional growth strategy. Policy T - 1.2. Provide a safe, comfortable, and convenient travel experience for all users and the movement freight and goods. Policy T - 1.3. Focus on transportation system management investments that increase efficiency while reducing demand and the need for capacity. Policy T - 1.4. Focus new development in activity centers with pedestrian access to transit and prioritize connectivity to transit nodes that provide important connections to regional destinations. Policy T - 1.5. Coordinate planning, construction, maintenance, and operation of transportation facilities and programs with the State, counties, neighboring cities, Puget Sound Regional Council, Community Transit, Sound Transit, and other entities to ensure critical infrastructure is in place to respond to both natural and human-caused disasters. Policy T - 1.6. Position Edmonds to respond to technical innovations, such as electric vehicles, autonomous vehicles, and other personal mobility devices. Coordinate with regional and private entities to accommodate these modes of transportation that have the potential to provide increased mobility and environmental benefits. Goal T- 2 Participate in land use and transportation planning with Puget Sound Regional Council, Snohomish County, and surrounding jurisdictions to support and promote the Regional Growth Strategy in Vision 2050. Policy T - 2.1. New and existing streets should form a well-connected network that provides for safe, direct, and convenient access for automobiles, bicycles, and pedestrians. Prioritize transportation investments that reinforce the City's vision of developing near transit-oriented areas, consistent with the regional growth strategy. Policy T - 2.2. Build a transportation system that enhances the City's land use vision to prioritize multimodal investments in activity centers and transit stations. Policy T - 2.3. Work with transit providers to serve designated activity centers with appropriate levels of transit service. Transit stops should be properly located throughout the activity center and designed to serve local community and activity patterns and significant concentrations of employment. 5.1.a Packet Pg. 61 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 195 Policy T - 2.4. Encourage active transportation by providing safe facilities for bicycles and pedestrians. Policy T - 2.5. Encourage collaboration across departments to develop a network of walking paths throughout the city. This network could include, but not be limited to signed loop trails in neighborhoods, park-to-parks walking paths, and theme-related walks. Policy T - 2.6. Provide bicycle lanes where feasible to encourage the use of bicycles for transportation and recreation purposes. Sharrows can be provided on lower volume roadways to create motorist awareness. Policy T - 2.7. Where feasible, design all streets as complete streets that serve automobile, transit, pedestrian, and bicycle travel according to City ordinance 3842. Policy T - 2.8. Maximize efficiencies of existing transportation facilities through Transportation Demand Management; Encouraging occupants of new development to use existing sidewalk, bicycle, and transit facilities; and Supporting technologies that improve the efficienc y of travel, including signal improvements and changeable message signs. Goal T- 3 Support and enforce laws that are designed to provide safety for vulnerable users, including people walking, biking, riding transit, and people with mobility challenges. Policy T - 3.1. Support the transportation needs of traditionally underserved neighborhoods and vulnerable populations through investment in equitable modes of transportation in addition to potential catch-up investment for areas in need, as necessary. Policy T - 3.2. Design walking paths for use by people of all ages, abilities, and mobility levels. Improvements to walking paths and curb cuts should meet the requirements of ADA. Goal T- 4 Develop the City's transportation system to serve existing and future land uses and promote economic growth. Policy T - 4.1. Encourage the efficient movement of people and goods through an effective and inter- connected transportation network that includes collector and arterial streets, trails, bike paths, public transit, and other transportation facilities. Policy T - 4.2. Support a multimodal transportation system that links air, ferry, rail, bus, auto, freight, and non-motorized travel providing access to regional transportation systems while ensuring the quality, safety, and integrity of local commercial districts and residential neighborhoods. Policy T - 4.3. The City should work with WSDOT, BNSF, Amtrak, Sound Transit, Community Transit, and local walking and biking advocacy groups to locate and design a multi-modal transportation center and terminal to serve the City's needs with the following elements: a.) Ferry terminal that meets the operational requirements to accommodate forecast ridership demand and that provides proper separation of automobile, bicycle, and walk - on passenger loading b.) Train station that meets intercity passenger service and commuter rail loading requirements, and provides the requisite amenities, such as waiting areas, storage, and bicycle lockers c.) Transit center with connections to major regional destinations d.) Linkage between stations/terminals that meets the operational and safety requirements of each mode, including a link between the multi-modal station terminal and to the business/commerce center in downtown Edmonds 5.1.a Packet Pg. 62 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 e.) Safety features that include better separation between train traffic and other modes of travel, particularly vehicle and passenger ferry traffic as well as the public; and f.) Overall facility design that minimizes the impact to the natural environment, particularly the adjacent marshes. Goal T- 5 Minimize the adverse impacts of transportation facility improvements on the natural environment both in established neighborhoods and undeveloped areas. Policy T - 5.1. Support transportation investments that advance alternatives to driving alone as a measure to reduce greenhouse gas emissions and in turn reduce the effect of citywide transportation on global climate change. Policy T - 5.2. Design streets with the minimum pavement areas needed and utilize innovative and sustainable materials, where feasible, to reduce impervious surfaces and storm water pollution. Wherever feasible, culverts under streets should be reconstructed or removed to improve fish passage. Policy T - 5.3. Policy 5.3. Include analyses of geological, topographical, and hydrological conditions, as well as impacts to human health and safety in the planning, design, and construction of transportation facilities. Goal T- 6 Pursuant to the Growth Management Act, maintain an inventory of the City's transportation facilities and establish appropriate Level of Service Guidelines and Standards. Policy T - 6.1. The Transportation Element shall include mapped inventories of all major transportation modal networks, including automobile, transit and freight vehicles; sidewalks, bikeways, and multiuse trails; and airports, railroads, shipping terminals, and vehicle a nd passenger ferry routes. Policy T - 6.2. Roadway Level of Service (LOS) Standards for City of Edmonds Streets: ▪ Arterials = LOS D or better ▪ Collectors = LOS C or better ▪ State Highways of Regional Significance (PSRC): o SR 524; SR 99 north of SR 104 = LOS E or better ▪ State Highways of Statewide Significance (WSDOT): o SR 104; SR 99 south of SR 104 = LOS D or better o Not subject to City concurrency regulations, but City will identify locations where LOS D is not being met. Policy T - 6.3. Pedestrian Level of Service (LOS) Standards ▪ Green = Complete Pedestrian Network Facility ▪ Yellow = Partial or Incomplete Pedestrian Network Facility ▪ Red = Missing Pedestrian Network Facility Policy T - 6.4. Bicycle Level of Service (LOS) Standards ▪ Green = Complete Bicycle Network Facility ▪ Yellow = Partial or Incomplete Bicycle Network Facility ▪ Red = Missing Bicycle Network Facility Policy T - 6.5. Adopt and implement a multimodal transportation concurrency management program based on the level of service standard measurements for intersections, public transit, walkways, and bikeways. Policy T - 6.6. Provide additional transportation facility capacity only when existing facilities are used to their maximum level of efficiency, consistent with adopted LOS standards. 5.1.a Packet Pg. 63 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 197 Policy T - 6.7. Work with PSRC travel demand forecasts to identify state, regional, and local multimodal transportation system improvements deemed necessary to accommodate growth while improving safety and human health. Policy T - 6.8. Keep roadways operating in safe condition by taking steps to secure roadway funding from a variety of sources to maintain, rehabilitate, or replace roadways. Edmonds will work with its partners to understand street maintenance and rehabilitation needs. Prioritize roadway preservation projects and consider the long- term maintenance costs of new capacity as part of the upfront cost of development. Goal T- 7 Coordinate infrastructure planning and financing with other agencies to ensure that these plans are consistent with the regional mobility goals and land use plans. Policy T - 7.1. Finance the six-year Transportation Improvement Program (TIP) within the City's financial capacity to achieve a balance between available revenue and expenditures related to transportation facilities. Policy T - 7.2. Pursue and implement alternative and innovative transportation financing methods, such as transportation benefit districts, variable-demand parking management pricing, user fees, and other potential options to support ongoing maintenance, preservation, and operation of the City’s transportation system. Policy T - 7.3. Develop a 20-year finance plan that balances transportation improvement needs, costs, and revenues available for all modes to assist in updating the Transportation Impact Fee (TIF) program and the annual adoption of the Six-Year Transportation Improvement Program (TIP). Policy T - 7.4. If projected funding is inadequate to finance needed transportation facilities, based on adopted level of service (LOS) standards and forecasted growth, the City should explore one or more of the following options: • Lower the LOS standard • Change the Land Use Plan • Increase the amount of revenue from existing sources; or • Adopt new sources of revenue Goal T- 8 Street Design and Traffic Calming Goal: Policy T - 8.1. Design street improvements to encourage downtown traffic circulation to flow in and around commercial blocks, promoting customer convenience and reducing congestion. Separate through-traffic from local traffic circulation to encourage and support customer access. Policy T - 8.2. Encourage landscaping along residential streets to preserve existing trees and vegetation, increase open spaces, and decrease impervious surfaces. Landscaping may be utilized to provide visual and physical barriers but should be carefully designed not to interfere with motorists’ sight distance and traffic, pedestrian, bicycle, and wheelchair safety. Landscaping improvements should take maintenance requirements into consideration. Policy T - 8.3. Encourage underground placements of utilities when existing roadways are improved. Policy T - 8.4. Encourage placement of underground conduit for future installation of fiber optic cable as roadways are built or improved. Policy T - 8.5. Convert private streets to public streets only when: • The City Council has determined that a public benefit would result. • The street has been improved to the appropriate City public street standard. • The City Engineer has determined that conversion will have minimal effect on the City’s Street maintenance budget. • In the case that the conversion is initiated by the owner(s) of the road, that the owner(s) finance the survey and legal work required for the conversion. 5.1.a Packet Pg. 64 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 Policy T - 8.6. Improve emergency service access to the waterfront, especially to west side of train tracks when there is a train crossing. Goal T- 9 Public Transit and Transportation Demand Management Goal: Policy T - 9.1. Explore future funding for a city-based circulator bus that provides local shuttle service between neighborhoods (Firdale Village, Perrinville, Five Corners, Westgate) and downtown. Policy T - 9.2. Encourage the provision of a bus rapid transit system or other high-capacity frequent transit service along SR 104. Policy T - 9.3. Work with transit providers to ensure that transit service within the city is: o Convenient and flexible to meet community and user needs o Dependable, affordable, and maintains regular schedules. o Provides adequate service during evening hours, weekends, and holidays; and o Comfortable and safe for all users. Goal T- 10 Parking Supply Goal Policy T - 10.1. Carefully review parking requirements for downtown development proposals both for autos and bikes to promote development while still ensuring adequate balance between parking supply and demand. Policy T - 10.2. Encourage underground parking as part of new development. Goal T- 11 Additional Active Transportation Goal Policy T - 11.1. Leverage funding opportunities and the City’s right of way to complete the arterial walking path system according to the following priority list: o Arterial roadways without walking paths or shoulders on which transit service is provided o Arterial roadways without walking paths or shoulders on which transit service is not provided o Arterial roadways with shoulders too narrow or in or poor walking condition for pedestrians o Arterial roadways with adequate shoulders for pedestrians but without walking paths o The remainder of the arterial roadway system (e.g. roads with walking paths along one side, or roads with walking paths in disrepair) Policy T - 11.2. Locate walking paths and bicycle facilities to facilitate community access to parks, schools, neighborhoods, shopping centers and transit facilities/stops. Policy T - 11.3. Place highest priority on pedestrian safety in areas frequented by children, such as near schools, parks, and playgrounds. Provide walking paths in these areas at every opportunity. Policy T - 11.4. Maintain existing public walking paths. Policy T - 11.5. Place highest priority for improvements to bicycle facilities and installation of bike racks and lockers near schools, commercial districts, multi-family residences, recreation areas, and transit facilities. Policy T - 11.6. Provide safe bicycle connections to existing bicycle facilities in adjacent jurisdictions. 5.1.a Packet Pg. 65 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 199 Goal T- 12 Land Use – Transportation – Environment Goal Policy T - 12.1. Ensure city transportation facilities and services are provided concurrent with new development or redevelopment to mitigate impacts created from such development. Road improvements may be provided at the time of or within 6 years of development. Policy T - 12.2. Encourage and promote the use of electric vehicles as they are developed in all automobiles, truck, and commercial vehicle classes. Encourage the use of such vehicles in a way that conditions are safe and don’t impede traffic flow. Provide for a broad range of electric charging opportunities at public and private parking venues throughout the city, including standards for new developments that provide parking facilities. 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. These actions will be designed to support the city’s long-term vision while ensuring compliance with the Growth Management Act (GMA) and PSRC Vision 2050 • Encourage neighborhoods to fund improvements that exceed City standards (e.g. for parking, median strips, landscaping, traffic calming, walking paths or other locally determined projects) • Locate utilities and walking path amenities, including but not limited to poles, benches, planters, trashcans, bike racks, and awnings, so as to not obstruct non-motorized traffic or transit access. • Coordinate traffic signals located within ½ mile of each other to decrease delay and improve operations. • Use public rights-of-way only for public purposes. The private use of a public right -of way is prohibited unless expressly granted by the City • Provide access between private property and the public street system that is safe and convenient, and incorporates the following considerations: o Limit and provide access to the street network in a manner consistent with the function and purpose of each roadway. Restrict number of driveways located along arterials. Coordinate with local businesses and property owners to consolidate access points in commercial and residential areas. o Require new development to consolidate and minimize access points along all state highways, principal arterials, and minor arterials. o Design the street system so that the majority of direct residential access is provided via local streets. o For access onto state highways, implement Chapter 468-52 of the Washington Administrative Code (WAC), Highway Access Management -- Access Control Classification System and Standards. • Work with transit agencies to ensure existing and planned transit creates connections to existing and future employment and activity centers • Locate walking paths and additional street features such as benches and shelters along transit routes to provide easy access to transit stops 5.1.a Packet Pg. 66 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) City of Edmonds Transportation Master Plan | DRAFT October 2024 • Participate on the boards of Community Transit and other public transit providers, and regularly share citizen and business comments regarding transit services to the appropriate provider. • Coordinate with local public transit agencies and private transit providers regarding road closures or other events that may disrupt normal transit operations in order to minimize impacts to transit customers. • Encourage parking on one side rather than both sides of streets with narrow rights -ofway, with the exception of downtown • Place highest priority on provision of lighting on walking paths, crosswalks and bicycle facilities that regularly carry non-motorized traffic at night. Non-motorized traffic, characterized as any vehicle that does not require a license, includes motorized bicycles, scooters, and Segways, in addition to pedestrians and people riding bicycles. • Seek opportunities to improve safety for those who bicycle in the city. • Provide a complete walking path network in commercial areas, especially downtown, as an element of public open space that supports pedestrian and commercial activity. • As funding permits and right of way is available, complete a collector walking path system that connects to transit service and activities such as retail, schools, or parks. • When appropriate, acquire easements and/or development rights in lieu of rights-of way for installation of smaller facilities such as sidewalks, walking paths • Encourage the use of innovative crosswalk treatments, such as pedestrian actuated flashing signals or pedestrian crossing flags. • Encourage separation of walking paths from bikeways, where feasible. Multi-use paths should also be encouraged in instances which separating walk and bike paths is unreasonable. 5.1.a Packet Pg. 67 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CITY OF EDMONDS TRANSPORTATION PLAN | DRAFT OCTOBER 2024 201 4. Plan Implementation [ This section of the plan is currently under development. It will discuss Edmond’s expected funding resources and overall adequacy to meet both transportation operations and maintenance needs as well as the needed capital improvements to accommodate growth. This section will also discuss options for balancing the city’s budget should their existing funding resource streams prove insufficient to meet the needs. ] 5.1.a Packet Pg. 68 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t ( C o m p r e h e n s i v e P l a n T r a n s p o r t a t i o n E l e m e n t ) CIT Y O F E DM O N D S Inc.1 8 9 0 Draft Transportation Element November 19th, 2024 Prepared by Transpo Group / City of Edmonds 5.1.b Packet Pg. 69 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n CIT Y O F EDM O N D S Inc.1 8 9 0 Agenda •Edmonds Transportation Vision •Active Transportation Network goals •Active Transportation Network -Pedestrian network -Bicycle network •Transit network •MMLOS •Schedule 5.1.b Packet Pg. 70 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n CIT Y O F EDM O N D S Inc.1 8 9 0 “Edmonds is a community where every resident, regardless of their income, background, or ability can safely travel on foot, by bicycle, transit or vehicle to their destination both within the city and to neighboring areas.” Edmonds Transportation Vision 5.1.b Packet Pg. 71 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Council Approved Land Use Growth Alternative5.1.b Packet Pg. 72 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Pedestrian / Bicycle Network Goals •Goals of the Planned Networks o Maximize / improve accessibility to: ▪Parks, schools, community destinations, transit ▪Regional destinations outside the City o Supports the land use vision (areas of growth have adequate facilities) o Balance connectivity vs. feasibility of network construction (right of way and / or topographic challenges) o Foster active transportation options and reduce reliance on vehicles (in support of Complete Streets Ordinance) o Address disparities in access to safe and convenient walking and biking facilities 5.1.b Packet Pg. 73 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Existing Pedestrian Network •Sidewalk and off-street network 5.1.b Packet Pg. 74 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Existing Bicycle Network •On-street and off-street network 5.1.b Packet Pg. 75 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Active Transportation Network •Active Transportation Network o Segments from 2015 plan o Street Classification o Speed Limit o Average Daily Traffic (ADT) o Proximity to active transportation generators o Alignment with land use growth alternative •A few routes will require additional study given geometric constraints 5.1.b Packet Pg. 76 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Existing Bus Network •Existing (2024) fixed-route transit network (operated by Community Transit) •Includes bus stops and ¼ mile buffers •New Route 102 from Edmonds to Lynwood TC (started in March 30th, 2024) •Key connections throughout City o Downtown o Edmonds Station o Aurora Village •New routes added in September 2024 o Align with new Light Rail Service o New route along 9th Ave/100th Ave from Downtown Edmonds to MLT Transit Station 5.1.b Packet Pg. 77 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n CIT Y O F EDM O N D S Inc.1 8 9 0 Draft Transit Network •Bus / train / ferry network •Proposed service expansions short term and long term (through 2044) •Service enhancements •Crossing enhancements •Prioritization criteria 5.1.b Packet Pg. 78 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Roadway & Intersection Projects •Intersection improvements •traffic signal •mini-roundabout •mid-block crossings •additional travel lanes •Corridor improvements •signal adaptive systems •revitalization projects •access management 5.1.b Packet Pg. 79 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n CIT Y O F EDM O N D S Inc.1 8 9 0 Multimodal Level of Service (MMLOS) 5.1.b Packet Pg. 80 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n MMLOS Program •Corridor travel time o Speed to LOS determined by Highway Capacity Manual (industry standard) as a percent of speed limit ▪LOS on roadways still LOS C for collector and D for arterials ▪State facilities still LOS D/E ▪Transit LOS captured in corridor travel time •Active transportation (pedestrian and bicycle) system assessed on system completeness of planned network 5.1.b Packet Pg. 81 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Travel Time Corridors (Existing) •15 corridors for travel times LOS A LOS B LOS C LOS D LOS E 0 10 20 30 40 50 5: 0 0 A M 5: 4 5 A M 6: 3 0 A M 7: 1 5 A M 8: 0 0 A M 8: 4 5 A M 9: 3 0 A M 10 : 1 5 A M 11 : 0 0 A M 11 : 4 5 A M 12 : 3 0 P M 1: 1 5 P M 2: 0 0 P M 2: 4 5 P M 3: 3 0 P M 4: 1 5 P M 5: 0 0 P M 5: 4 5 P M 6: 3 0 P M 7: 1 5 P M 8: 0 0 P M 8: 4 5 P M 9: 3 0 P M Sp e e d ( m p h ) Time of Day Corridor 14 - SR 99 (228th St to city limits) Northbound 5.1.b Packet Pg. 82 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n Public Outreach •Transportation Committee o Meetings started in November 2023 o Meet approximately on monthly basis o Last meeting was held on November 18th •Transportation Survey o Survey closed June 10th o Evaluation of results •Community meeting (as part of Comprehensive Plan) o Held on May 30th, 2024 o Goals and Policies of Transportation Plan discussion •Public Open House o September 18th, 2024 o Project list discussion 5.1.b Packet Pg. 83 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n CIT Y O F EDM O N D S Inc.1 8 9 0 Schedule Remaining items - Completion of final project list (based on selected Land Use Growth Alternative) and project prioritization - Comprehensive Plan Public Hearing (December 2024) -Approval of Comprehensive Plan by Planning Board -Plan Adoption (December 2024) 5.1.b Packet Pg. 84 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n CIT Y O F EDM O N D S Inc.1 8 9 0 Questions??? 5.1.b Packet Pg. 85 At t a c h m e n t : D r a f t T r a n s p o r t a t i o n E l e m e n t S u m m a r y S l i d e s ( C o m p r e h e n s i v e P l a n City Council Agenda Item Meeting Date: 11/19/2024 Prosecutor Services RFP Staff Lead: Jessica Neill Hoyson Department: Human Resources Preparer: Jessica Neill Neill Hoyson Background/History City Council Legal Assessment Committee recommended, and Council confirmed, that the City should undertake an RFP process for city prosecutorial services. The city released an RFP in September. The City received two responses to the RFP. A panel was established in order to review the RFP responses, interview both applicants, and provide recommendations and feedback to City Council. The panel consisted of representation from the City's legal department, former County Prosecutor, Police Department, the Court, and City Council. City Council members and the Court did not provide a recommendation but participated and provided feedback. Currently the City has a contract in place with the Walls Law Firm through June of 2025. If they are not selected, the City will provide official notification of termination of the contract. Staff Recommendation City Council will need to select which firm they wish the City to enter into a contract for prosectuorial services. Staff will then engage in contract negotiations with that firm and return to Council for approval of the contract. Narrative See attached summary of panel recommendations/feedback, RFP responses, individual panelists responses, and applicants answers to follow-up questions from the interviews. Attachments: 2024 Edmonds RFP for Prosecuting Attorney Services (Final) (003) Zachor Stock Krepps Inc. 9.19.2024 - RFP Response The Walls Law Firm 9.19.2024 - RFP Response Edmonds 2024 RFP Followup Questions - Walls Law Firm 2024 Edmonds RFP response - additional questions 10.30.24 - Zachor Summary information from Prosecuting Attorney RFP process Boruchowitz, Bob Prosectuor Recommendations Hawley, Shane Prosecutor Recommendations Cornell, Adam Prosectuor Recommendations 5.2 Packet Pg. 86 REQUEST FOR PROPOSALS Notice is hereby given that proposals will be received by the City of Edmonds, Washington for: RFP #2024-HR01 Prosecuting Attorney Services By filing with the City Clerk’s office (First Floor) at City Hall, 121 Fifth Avenue North, Edmonds, WA 98020 by: Date: Thursday, September 19, 2024 Time: 4:30 pm Upon the City’s discretion, proposals submitted after the due date and time may not be considered. Proposers accept all risks of late delivery of mailed proposals regardless of fault. Detailed Request for Proposal (RFP) information including general information, requested services, proposal requirements, and evaluation process is available from the City Clerk’s Office located at the above address or by calling (425) 775-2525. The RFP is also available on the City’s website at: https://www.edmondswa.gov/cms/one.aspx?pageId=17278052 The City has complete discretion in the evaluation of the proposals. The City reserves the right to reject any and all proposals and to evaluate proposals even when the information provided is not complete. This RFP does not obligate the City to pay any costs incurred by respondents in the preparation and submission of a proposal. Furthermore, the RFP does not obligate the City to accept or contract for any expressed or implied services. The City is an equal opportunity employer and requires all Proposers to comply with policies and regulations concerning equal opportunity. The Proposer, in performance of the Contract, agrees to not discriminate because of race, color, religion, creed, national origin, ancestry, sex, pregnancy, marital status, sexual orientation, gender identity, gender, age, disability-sensory, mental or physical, the use of a trained guide or service animal by a person with a disability, honorably discharged veteran or military status, or other protected status. Dated this 22nd day of August 2024. 5.2.a Packet Pg. 87 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) City of Edmonds Request for Proposals for Prosecution Services The City of Edmonds invites interested and well-qualified individual attorneys, law firms and public agencies to submit written proposals to provide prosecution services for the City of Edmonds. Scope of Services: The services that are the subject of this Request for Proposals (RFP) are the prosecution of criminal misdemeanors and gross misdemeanors, civil and traffic infractions, criminal code enforcement and animal control matters. The city is open to proposals limiting prosecutor involvement in infraction only hearings. Proposers may be individuals, law firms, or public law offices. The contracted services are intended to begin on or before January 1, 2025. The City is a strong mayor form of government. The City contracts with a law firm for the provision of civil legal services. The City has its own police department, with approximately 55 police officers. The City’s municipal court is housed in the City’s Public Safety Complex located at 250 Fifth Avenue North, Edmonds, WA 98020. Court sessions are generally held in a multi-purpose room. The courtroom also serves as the City Council Chambers and is used for award ceremonies, training, various committee meetings and public hearings. Currently, court operations continue as modified during the COVID-19 pandemic, with many court appearances held remotely. Information on current operations and court calendars can be found on the Edmonds Municipal Court webpage: https://www.edmondswa.gov/government/departments/municipal_court. Court dates and times may change over the course of the contract for prosecuting attorney services. According to the data provided by Washington Courts, in 2023, the following criminal cases were filed in Edmonds Municipal Court: Infractions – Traffic (1,956); Non-Traffic (31); Misdemeanors – DUI or physical control (75); other traffic (51); non-traffic (419) Felony Complaints (0); Parking (949). Detailed information indicating the volume and nature of the City’s prosecutions can be found at http://www.courts.wa.gov/caseload. The Edmonds Municipal Court is not a full-time court. Edmonds currently holds court five (5) days per week. Currently three (3) days are half days, but that can change depending on case load. 5.2.a Packet Pg. 88 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) The City Prosecutor is responsible for all aspects of criminal prosecution for the City of Edmonds. Duties include but are not limited to: 1. Makes filing decisions on criminal cases, including referrals, with input from City police (currently the police direct file a significant portion of cases filed in Edmonds Municipal Court); 2. Advises City police on the conduct of investigations, search warrants, trial preparation, seizures and related matters; 3. Interviews witness and victims of crimes and conducts all discovery; 4. Advises victims of their rights and responsibilities; 5. Communicates with victims’ advocates; 6. Represents the City at arraignments, pretrial hearings, motions, bench and jury trials, sentencing, and review hearings and appeals in connection with criminal misdemeanor and gross misdemeanor cases; 7. Represents the City at contested traffic infraction hearings, including traffic camera infractions, when offender is represented by an attorney or pro se; 8. Represents the City at all in-custody hearings; 9. Makes appropriate sentencing recommendations to the court; 10. Prepares, presents and responds to legal motions, memoranda and briefs as necessary in the routine prosecution of criminal cases; 11. Prepares subpoenas, jury instructions, and other trial related materials; 12. Provides legal research, training, and assistance to City police in criminal matters, including statutory interpretation, enforcement issues, and case decisions; and creating and maintaining appropriate files; 13. Files and prosecutes criminal code enforcement matters; 14. Files and prosecutes animal control cases; 15. Provides annual reports to the City Council during regular business meetings; 16. Provides quarterly reports to the City detailing cases filed, charges associated with the filings, status of cases, dispositions and sentences imposed and participates in quarterly court update meetings, as requested; 17. Attends annual meetings with City staff, including but not limited to the City’s Human Resource Director, Police Chief and City Attorney; and 18. Provides input to the City on proposed policy when so requested. Additional appearances may be necessary to handle arraignments or jury trials. The Prosecutor shall be reasonably available for night and weekend contact by police personnel. The City and Prosecutor will enter into a professional services agreement, which will incorporate the above referenced scope of services and will address compensation. A sample professional services agreement is attached as Attachment 1. 5.2.a Packet Pg. 89 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) Minimum Qualifications: Any attorney proposed to provide prosecution services shall be licensed in the State of Washington. Five or more years of legal experience is preferred for any attorney proposed as the lead prosecutor. Experience in the prosecution of criminal and infraction matters is highly desirable, including matters involving violations of municipal or county ordinances. Compensation: The City and any attorney or firm selected to provide these services will enter into a professional services agreement, which will address compensation. Proposals are required to set forth the fees or fee structure (e.g. hourly, monthly retainer, per-case fee) to be charged for proposed services. Selection Process: The deadline for submitting a proposal to the City of Edmonds is September 19, 2024. All proposals shall be reviewed and screened by a Selection Committee based upon the qualifications and requirements outlined in this RFP. The Selection Committee may include the Human Resources Director, Police Chief, City Council Members and other designated City staff. Finalists will be invited for interviews during the week of October 7, 2024. The Selection Committee then plans to make a recommendation to the City Council for consideration at the City Council’s Regular Business Meeting on October 22, 2024. Should there be a need to change this schedule, finalists selected to interview will be notified in advance of these changes. Instructions to Reply to this Request for Proposals: To reply to this RFP, please submit two (2) hard copies and a soft copy on a thumb drive of the following: (1) resume for each attorney who may be part of prosecutor team; (2) cover letter and statement of qualifications, which must include Washington State Bar Numbers for all attorneys responding to this RFP; (3) three professional references with addresses and phone numbers; and (4) answers to the questions below. All materials shall be submitted in one packet and shall be mailed or hand-delivered to: City Clerk’s Office Attention: Prosecution Services Proposal City of Edmonds Address: Edmonds City Hall, 121 Fifth Avenue North, First Floor Edmonds, WA 98020 5.2.a Packet Pg. 90 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) Requested Information: Proposers must answer the questions below. Proposers may also submit additional information they would like considered. 1. For individual proposers, employment history since 2015. For firm proposers, legal status of firm or predecessor firms since 2015, and areas in which the firm has practiced over those years. Additional employment history may be submitted and will be considered. 2. The proposer’s professional qualification for providing prosecution services, including for each attorney likely to provide services: (a) Law School attended (including year of graduation), year of admission to Washington State Bar, Bar Number, and years of practice. Must be a member in good standing with the Washington State Bar Association. (b) Years of experience providing prosecution services. i. Describe relevant areas of knowledge and experience related to municipal court prosecution. ii. Describe experience with motions practice relevant to prosecution services; iii. Describe jury and bench trial experience. 3. The proposer’s understanding of the type and level of services needed; 4. The proposer’s intended approach to providing the services; 5. The proposer’s experience with therapeutic courts and viewpoint concerning therapeutic courts. 6. The proposer’s experience with diversion programs and viewpoint concerning diversion programs. 7. The proposer’s experience with other alternative programs and viewpoint concerning such programs. 8. A statement of the proposer’s approach to countering implicit bias.1 9. A statement of the proposer’s understanding of the role of the Prosecutor, their relationship to the court, police department, victims, witnesses and community; 1 By definition, implicit biases are those we carry without awareness or conscious direction. It is the result of our human brains using schemas to organize information into categories, mostly on an unconscious level. Implicit bias does not mean that we hide our prejudices – we literally do not know we have them. A large body of research suggests that by virtue of living in a racialized society, implicit bias impacts both individual judgment and institutionalized policies and practices. As such, it inevitably impacts interactions with others and the processes in which we engage. Cited from Public Sector Jobs: Opportunities for Advancing Racial Equity by the Local and Regional Government Alliance on Race & Equity. See: https://www.racialequityalliance.org/resources/public -sector-jobs-opportunity-for-advancing-racial-equity/. 5.2.a Packet Pg. 91 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) 10. The proposer’s philosophy in prosecuting cases where the defendant is pro se; 11. All other clients represented by the proposer; 12. Affiliations or clients that could cause conflicts of interest regarding City matters, if any; 13. Any pending litigation or judgment rendered against the attorneys proposed to provide services that relate in any manner to the professional activities of the attorney and/or the firm, including any pending complaints with the Washington State Bar Association; 14. The proposed compensation structure for services rendered; and 15. Contact information for three professional references. The City reserves the right to reject all proposals, to request additional information concerning any proposal and to interview any proposer. 5.2.a Packet Pg. 92 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) ATTACHMENT 1 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT (“Agreement”) is made and entered into between the City of Edmonds, a Washington municipal corporation (hereinafter referred to as the “City”), and ______________________________________ (hereinafter referred to as the “Consultant”). WHEREAS, the City has established its municipal court under the provisions of Chapter 3.50 RCW and Edmonds City Code 2.15; and WHEREAS, the City wishes to contract with a skilled consultant with attorneys familiar with the prosecution of criminal and infraction matters involving allegations of violation of municipal ordinances; and WHEREAS, the Consultant and its attorneys are licensed to practice law in the State of Washington and have experience as prosecutors within the State of Washington; NOW THEREFORE, in consideration of the mutual promises and benefits to be derived, this Agreement is entered into on a date specified hereafter between the City and the Consultant, subject to the terms and conditions set forth below: 1. Scope of work. The scope of work shall include all services and material necessary to accomplish the above-mentioned objectives in accordance with the Scope of Services that is marked as Exhibit A, attached hereto and incorporated herein by this reference. 2. Payments. The Consultant shall be paid by the City for completed work for services rendered under this Agreement as provided hereinafter. Such payment shall be full compensation for work performed or services rendered and for all labor, materials, supplies, equipment and incidentals necessary to complete the work, and shall consist of the following: 2.1. Base Rate. The Prosecutor shall receive a monthly retainer of DOLLARS ( ) per month for performance of any and all services required to provide municipal prosecution services for the city of Edmonds, including but not limited to those duties set forth in the Exhibit A Scope of Services. 2.2 Fees Review. The schedule of fees provided for in paragraph 2.1 shall apply for the contract period reflected in Article 4. 2.3 Costs. The City shall be the sole obligor and shall pay all witness fees, expert witness fees (including but not limited to Speed Measuring Device Experts), and interpreters’ fees determined to be necessary by the Consultant in the preparation and disposition of its cases. The City shall approve all other anticipated fees, before such expense is incurred. The City will not unreasonably delay in granting approval of such expenses. The City further agrees to hold the Consultant harmless from such expenses and costs as set forth hereinabove. 5.2.a Packet Pg. 93 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) 2.4 Assistant Prosecutors. The City contracts with the Consultant for a monthly fee for prosecution services. Should the Consultant be absent, it shall be the responsibility of the Consultant to provide substitute coverage with a properly licensed State of Washington attorney, who has been previously approved by the City through its Police Chief. In the event of a dispute regarding approval of any individual, the Edmonds City Council shall be final arbiter. All individuals providing services under this Agreement (including substitute attorneys) must wear City-issued identification when in the Public Safety Building. If a “Conflict Prosecutor” is required, such “Conflict Prosecutor” shall be approved by the City through its Police Chief. In the event of a dispute regarding approval of any individual, the Edmonds City Council shall be final arbiter. The Consultant is responsible for any costs associated with the “Conflict Prosecutor.” 3. Ownership and use of documents. All City files and other documents maintained by the Consultant shall be the files of the City and accessible by the City through its City Attorney or other duly authorized representative during normal business hours, subject to the Washington State Bar Association Rules of Ethics. At the request of the City, any and all files maintained by the Consultant shall be tendered to the City, subject to the terms and conditions of this Agreement and the Washington State Bar Association Rules of Ethics. All equipment and facilities furnished by the City shall remain the sole property of the City. Any equipment, facilities and materials provided by the Consultant shall remain the sole property of the Consultant. 4. Term of agreement. The term of this Agreement shall be from _______________ through _______________. Consultant shall perform the work authorized by this Agreement promptly in accordance with the receipt of the required governmental approvals. 5. Hold harmless agreement. The Consultant shall indemnify and hold the City and its officers and employees harmless from and shall process and defend at its own expense all claims, demands, or suits at law or equity arising in whole or in part from the Consultant’s negligence or breach of any of its obligations under this Agreement; provided that nothing herein shall require the Consultant to indemnify the City against and hold harmless the City from claims, demands or suits based solely upon the conduct of the City, its agents, officers and employees; and provided further that if the claims or suits are caused by or result from the concurrent negligence of: (a) the Consultant’s agents or employees; and (b) the City, its agents, officers and employees, this indemnity provision with respect to: (1) claims or suits based upon such negligence; and/or (2) the costs to the City of defending such claims and suits shall be valid and enforceable only to the extent of the Consultant’s negligence or the negligence of the Consultant’s agents or employees. The Consultant shall comply with all applicable sections of the applicable Ethics laws, including RCW 42.23, which is the Code of Ethics for regulating contract interest by municipal officers. The Consultant specifically assumes potential liability for actions brought by the Consultant’s own employees against the City and, solely for the purpose of this indemnification and defense, the Consultant specifically waives any immunity under the state industrial insurance law, Title 51 RCW. 6. General and professional liability insurance. The Consultant shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, or employees. Consultant’s maintenance of insurance as required by this Agreement shall not be construed to limit the liability of the Consultant to the coverage provided by such insurance, or otherwise limit the City’s recourse to any remedy available at law or in equity. 5.2.a Packet Pg. 94 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) The Consultant shall obtain insurance of the types described below from insurers licensed to do business in the State of Washington, and which have a current A.M. Best rating of not less than A:VII: A. Worker’s Compensation and employer’s liability insurance as required by the Industrial Insurance laws of the State of Washington. B. Commercial General Liability and property damage insurance shall be written on Insurance Services Office (“ISO”) occurrence form CG 00 01 and shall cover liability arising from premises, operations, independent contractors and personal injury and advertising injury. The City shall be named as an insured under the Consultant’s Commercial General Liability insurance policy with respect to the work performed for the City. Commercial General Liability insurance shall be written with limits no less than one million dollars ($1,000,000) per occurrence and two million dollars ($2,000,000) general aggregate. C. Automobile Liability insurance covering all owned, non-owned, hired and leased vehicles. Coverage shall be written on ISO occurrence form CA 00 01 or a substitute form providing equivalent liability coverage. If necessary, the policy shall be endorsed to provide contractual liability coverage. Automobile Liability coverage shall have a minimum combined single limit for bodily injury and property damage of one million dollars ($1,000,000) per accident. D. Professional Liability insurance appropriate to the Consultant’s profession. Professional Liability insurance shall be written with limits no less than one million dollars ($1,000,000) per claim and one million dollars ($1,000,000) policy aggregate limit. The Consultant’s Commercial General Liability and Automobile Liability insurance policies are to contain, or be endorsed to contain, that they shall be primary insurance as respect to the City. Any insurance, self-insurance, or insurance pool coverage maintained by the City shall be in excess of the Consultant’s insurance and shall not contribute with it. Excepting the Worker’s Compensation Insurance and Professional Liability Insurance secured by the Consultant, the City will be named on all policies as an additional insured. The Consultant shall furnish the City with verification of insurance in the form of original certificates and copies of any amendatory endorsements required by the Agreement evidencing the insurance requirements before commencement of the work. The City reserves the right to require complete, certified copies of all required insurance policies at any time. The Consultant shall provide the City with written notice of any policy cancellation within two (2) business days of their receipt of such notice. The Consultant’s professional liability to the City shall be limited to the amount payable under this Agreement or one million dollars ($1,000,000), whichever is the greater, unless modified elsewhere in this Agreement. In no case shall the Consultant’s professional liability to third parties be limited in any way. Failure on the part of the Consultant to maintain the insurance as required shall constitute a material breach of contract, upon which the City may, after giving five (5) business days’ notice to the Consultant to correct the breach, immediate terminate this Agreement or, at its discretion, procure or renew such insurance and pay any and all premiums in connection therewith, with any sums so expended to be repaid to the City on demand, or at the sole discretion of the City, offset against funds due the Consultant from the City. 7. Discrimination prohibited. Consultant shall not discriminate against any employee or applicant for employment because of race, creed, color, religion, national origin, age, sex, marital status, sexual orientation, honorably discharged veteran or military status, liability for service in the armed forces of the United States, disability, or the presence of any sensory, mental, or physical disability, the use of a trained dog guide or service animal by a person with a disability, or any other protected class status, unless based upon a bona fide occupational qualification. 5.2.a Packet Pg. 95 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) 8. Consultant is an independent contractor. The parties intend that an independent contractor relationship will be created by this Agreement. No agent, employee or representative of the Consultant shall be deemed to be an agent, employee or representative of the City for any purpose. Consultant shall be solely responsible for all acts of its agents, employees, representatives and subcontractors during the performance of this Agreement. 9. City approval of work and relationships. Notwithstanding the Consultant's status as an independent contractor, results of the work performed pursuant to this Agreement must meet the approval of the City. During pendency of this Agreement, the Consultant shall not perform work for any party with respect to any property located within the City of Edmonds or for any project subject to the administrative or quasi-judicial review of the City without written notification to the City and the City’s prior written consent. 10. Termination. The attorney/client relationship is personal and involves the ability of the parties to communicate and maintain credibility. This is an agreement for legal services and the City as client may terminate the Agreement for any reason upon sixty (60) days’ notice. In the event of termination, work in progress will be completed by Consultant if authorized by the City under terms acceptable to both parties. If completion of work in progress is not authorized or acceptable terms cannot be worked out, Consultant will submit all unfinished documents, reports, or other material to City and Consultant will be entitled to receive payment for any and all satisfactory work completed prior to the effective date of termination. 11. Integration. The entire agreement between the parties shall consist of this document and the Scope of Services, attached hereto as Exhibit A. These writings constitute the entire Agreement of the parties and shall not be amended except by a writing executed by both parties. In the event of any conflict between this written Agreement and any provision of Exhibit A, this Agreement shall control. 12. Changes/Additional Work. The City may engage Consultant to perform services in addition to those listed in this Agreement, and Consultant will be entitled to additional compensation for authorized additional services or materials. The City shall not be liable for additional compensation until and unless any and all additional work and compensation is approved in advance in writing and signed by both parties to this Agreement. If conditions are encountered which are not anticipated in the Scope of Services, the City understands that a revision to the Scope of Services and fees may be required. Provided, however, that nothing in this paragraph shall be interpreted to obligate the Consultant to render services, or the City to pay for services rendered, in excess of the Scope of Services in Exhibit A unless or until an amendment to this Agreement is approved in writing by both parties. 13. Standard of Care. Consultant represents that Consultant has the necessary knowledge, skill and experience to perform services required by this Agreement. Consultant and any persons employed by Consultant shall use their best efforts to perform the work in a professional manner consistent with sound legal practices, in accordance with the schedules herein and in accordance with the usual and customary professional care required for services of the type described in the Scope of Services. 14. Non-waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 15. Non-assignable. The services to be provided by the Consultant shall not be assigned or subcontracted without the express written consent of the City. 5.2.a Packet Pg. 96 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) 16. Covenant against contingent fees. The Consultant warrants that he/she/they/it has not employed or retained any company or person, other than a bona fide employee working solely for the Consultant, to solicit or secure this Agreement, and that he/she/they/it has not paid or agreed to pay any company or person, other than a bona fide employee working solely for the Consultant, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award of making of this Agreement. For breach or violation of this warranty, the City shall have the right to annul this Agreement without liability or, in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 17. Compliance with laws. The Consultant in the performance of this Agreement shall comply with all applicable Federal, State or local laws and ordinances, including regulations for licensing, certification and operation of facilities, programs and accreditation, and licensing of individuals, and any other standards or criteria as described in the Agreement to assure quality of services. The Consultant specifically agrees to pay any applicable business and occupation (B & O) taxes that may be or become due on account of this Agreement. 18. Notices. Notices to the City shall be sent to the following address: City of Edmonds 121 Fifth Avenue North Edmonds, WA 98020 Notices to the Consultant shall be sent to the following address: [Consultant Name] [Address] [City, State, Zip] Receipt of any notice shall be deemed effective three (3) days after deposit of written notice in the U.S. mails, with proper postage and properly addressed. DATED THIS day of 20__. CITY OF EDMONDS [CONSULTANT NAME] By Mike Rosen, Mayor Its ATTEST/AUTHENTICATED: Scott Passey, City Clerk APPROVED AS TO FORM: Office of the City Attorney 5.2.a Packet Pg. 97 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) STATE OF WASHINGTON ) )ss COUNTY OF ) On this day of 20__, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared , to me known to be the person who executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said person, for the uses and purposes therein mentioned, and on oath stated that they were authorized to execute said instrument. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC My commission expires: 5.2.a Packet Pg. 98 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) Exhibit A Scope of Services The Consultant will provide the following services: 1. Review police incident reports for determination of charging; 2. Maintain all current cases in an appropriate filing system; 3. Review and remain familiar with filed criminal misdemeanor and gross misdemeanor cases; 4. Interview witnesses as necessary in preparation of prosecution cases; 5. Respond to discovery requests, make sentence recommendations and prepare legal memoranda, when necessary; 6. Prepare cases for trial, including the issuance of witness subpoenas (for service by the Police Department, when applicable), conduct evidence retrieval (with the assistance of the Police Department and other City agencies), and prepare jury instructions, as necessary; 7. Represent the City at all arraignments, pretrial hearings, motion hearings, review hearings, in-custody hearings and trials on scheduled court days; 8. Prosecute contested code and traffic infraction violations which are scheduled on the regular criminal calendar; 9. Represent the City in the prosecution of drug, felony, and firearm forfeitures that are filed by the City in the Edmonds Municipal Court according to timelines established by state law. 10. Be available to the Police Department for questions at all reasonable times, by providing appropriate telephone numbers, cell phone numbers, e-mail addresses, and voice mail access. Calls shall be returned as soon as practicable. At a time and date to be mutually agreed upon by the parties, the Consultant shall conduct yearly training with the Police Department. The Consultant maintains a business office in the City of Edmonds and Police Officers may meet with the Consultant during normal business hours, when the Consultant is available; 11. Consult with the City Attorney, as needed, regarding Edmonds City Code amendments; 12. Community Court. The Court may institute a Community Court after consultation with the Consultant and others. The Consultant shall represent the City in Community Court hearings, which are anticipated to be located within the Edmonds city limits. Such representation shall be included in the Base Fee; 5.2.a Packet Pg. 99 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) 13. Defend the Edmonds Police Department in impound/tow hearings; 14. Defend the Edmonds Police Department in dangerous dog appeals and potentially dangerous dog appeals; 15. Advise the Edmonds Police Department on interpretation and implementation of new criminal laws and new laws relating to criminal laws. Services provided under this Agreement play an important part in fostering public confidence in the criminal justice system and are an important and essential part of law enforcement. All services provided under this Agreement shall be in accord with the Rules of Professional Responsibility, local court rules and the normal standard of care among prosecutors in Western Washington. 5.2.a Packet Pg. 100 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P f o r P r o s e c u t i n g A t t o r n e y S e r v i c e s ( F i n a l ) ( 0 0 3 ) ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 101 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 102 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 103 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 104 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 105 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 106 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 107 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 108 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 109 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 110 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 111 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 112 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 113 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 114 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 115 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 116 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 117 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 118 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 119 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 120 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 121 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 122 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 123 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 124 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 125 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 126 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.b Packet Pg. 127 At t a c h m e n t : Z a c h o r S t o c k K r e p p s I n c . 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 128 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 129 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 130 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 131 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 132 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 133 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 134 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 135 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 136 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 137 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 138 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 139 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 140 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 141 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 5.2.c Packet Pg. 142 At t a c h m e n t : T h e W a l l s L a w F i r m 9 . 1 9 . 2 0 2 4 - R F P R e s p o n s e ( P r o s e c u t o r S e r v i c e s R F P ) 1. The proposed staffing level of 1 attorney does not seem sufficient for the needs of the City. Please provide an updated proposal with one additional attorney. The Walls Law Firm has been providing prosecution services since January of 2011. We have enjoyed long and enduring relationships with our contract cities, so it has been quite some time since we have added onto our family of cities. Over the last year we have had time to acclimate and now better understand the needs of the city. While the caseload in Edmonds is not larger than the caseload in our other main jurisdiction, which is staffed with one attorney, we wholeheartedly agree that based on the speciflc needs, policies, and procedures in Edmonds, two attorneys are necessary to better provide services to meet the needs of the city. One issue we found in Edmonds is with the high turnover rate of new public defenders, cases need to be consistently revisited which can make timely resolution of cases difficult.. Another issue is that additional calendars have already been added since we started the contract. Aaron would remain the principal attorney. The new attorney would help with charging, calendar preparation, court appearances, jail calendars, and motions and trials as assigned. The goal is to assign tasks based on efficiency standards emphasizing quality of work. Aaron would serve as the direct supervisor for the new attorney. We still believe it is important to have an experienced attorney as the principal attorney. One question brought up in the interview was how Aaron’s experience would help. We handled the oral argument on a previously flled RALJ appeal for driving while suspended cases. The City lost that appeal with all three Superior Court Judges flnding the same problem, which is that the City had never presented evidence on the critical question. In our review of the case prior to the argument, we were able to identify many questions that should have been asked, that would have led to that evidence being in the record. Since it was not, the City is now unable to prosecute most driving while suspended cases. 2. You would need to hire for an attorney. If you are unable to hire an attorney in a timely manner how will you serve Edmonds? Provide a speciflc plan to address the backlog and the need to have a prosecutor present at all court calendars. We are in agreement that hiring a new attorney is beneflcial to all parties and intend to do so as soon as possible. If the market is slow and does not allow for the timely hiring of a new attorney we do have a workable solution. Renee Walls has rotated out and is the prosecutor for Burien. However, she only has court two days a week and can assist with charging for Edmonds. We will review 10 – 12 cases from the backlog weekly. Between both attorneys this will eliminate the backlog by the end of the year or shortly thereafter 5.2.d Packet Pg. 143 At t a c h m e n t : E d m o n d s 2 0 2 4 R F P F o l l o w u p Q u e s t i o n s - W a l l s L a w F i r m ( P r o s e c u t o r S e r v i c e s R F P ) and should not overburden the system as the public defenders are now staffed by three attorneys. 3. Will you be able to commit to being in-person for all court calendars? When we were initially granted the contract our expectation was to be in court for all court appearances. When we submitted our RFP that was already a consideration. After we started the court let us know that it was not necessary to appear in person unless there was testimony, so we appeared via zoom. We understood that historically having the prosecutor on zoom was the practice of the court. We have no issue with appearing in person and will start appearing for calendars this coming Monday. 4. Please break down your proposal into a detailed budget. We propose a fiat fee of $35,256.05 per month to adjust on a yearly basis at 100% of CPI- U, for general criminal prosecution services, including appellate work, and including infraction cases with an attorney or involving accidents. We propose, for non-criminal work, such as Extreme Risk Protection Orders, animal control matters, or other civil matters, to be billed at an hourly rate of $250 an hour. For Civil forfeiture cases we would propose a fiat fee of $300 an hour unless removed from a hearing before the chief law enforcement officer, which would then be billed at $150 an hour thereafter. We propose that the City agrees to cover the costs of witness fees, expert witness fees, transcript and document fees, and interpreter fees. Other fees will be approved by the City. We would also propose that compensation for any increase in court days, including if a non- attorney infraction calendar is added, a signiflcant change in flling processes, or in the event public defender caseload changes are implemented, would be separately negotiated. With the addition of the second attorney we would have more fiexibility to address these situations as they came up. Cost of an additional attorney Wages 90,000.00 Employee taxes 6885.00 96,885.00 Annual Cost 57.60 Payroll fees Insurance, Health, professional, general 12000.00 401k 3600.00 Office overhead, Technology and Software, employee costs 9530.00 Professional dues and training 1000.00 5.2.d Packet Pg. 144 At t a c h m e n t : E d m o n d s 2 0 2 4 R F P F o l l o w u p Q u e s t i o n s - W a l l s L a w F i r m ( P r o s e c u t o r S e r v i c e s R F P ) 123,072.60 Total Annual Cost 5. Can you please provide the case law that was used as the basis for the decline notice? The case I was referring to was City of Tacoma v. Cornell, 116 Wash. App. 165, 64 P.3d 674 (2003). I have reread the case and believe my analysis was incorrect. The case upheld the dismissal of a violation of a no contact order case where the charge was flled after the order was no longer in effect, distinguishing Mead Sch. Dist. No. 354 v. Mead Educ. Ass'n, 85 Wash.2d 278, 280, 534 P.2d 561 (1975) where sanctions were upheld when brought prior to the order being withdrawn. The language in the case was imprecise, but I now recognize it would only apply to a temporary order that was later found to be incorrectly issued. I have re-reviewed the Edmonds case and have prepared a new decline notice based on the underlying facts and context of the case. Because decline notices are public records, our policy has followed other jurisdictions in trying to keep them as short as possible without too many speciflc details. Decline notices are simply a notice and decline decisions can be revisited until the statute of limitations has expired. If there are questions or concerns about this or any decline notice I hope the City will reach out to me to discuss the issues and concerns. 5.2.d Packet Pg. 145 At t a c h m e n t : E d m o n d s 2 0 2 4 R F P F o l l o w u p Q u e s t i o n s - W a l l s L a w F i r m ( P r o s e c u t o r S e r v i c e s R F P ) Zachor, Stock & Krepps, Inc., P.S. Prosecuting Attorneys 19401 40th Ave W, Suite 205 Lynnwood, WA 98036 Tel. 425.778.2429/FAX 425.778.6925 Arlington Burlington Lake Stevens Lynnwood Mill Creek Monroe Mountlake Terrace Mukilteo Oak Harbor Sedro-Woolley Sultan Woodway Attorneys at Law James M. Zachor, Attorney Yelena I. Stock, Attorney Chad W. Krepps, Attorney Jeffrey D. Leeper, Attorney Dane Z. French, Attorney Corey A. Rogers, Attorney Yi Xue, Attorney Rebecca L. Shumar, Attorney Francis N. Ventura, Attorney Thomas A. Fossedal, Attorney Legal Assistants Erin M. Ortega Huda Al-Ghazali Jordan Lockett Case Coordinator Kiera Randal 1 | P a g e OCTOBER 30, 2024 To: City of Edmonds Selection Committee RE: Answers to additional questions regarding RFP 2024-HR01 Dear Committee, Thank you for the opportunity to interview for the City of Edmonds Prosecuting Services contract. It was a pleasure seeing familiar faces as well as meeting new ones. Please find below our responses to the Committee’s follow-up questions and items requested for further discussion. Follow-up Interview Questions: 1) When you were representing the city, approximately how many contested evidentiary hearings and trials did you have? Our office represented the City of Edmonds from approximately 1998 until July 2023. During that time our office prosecuted hundreds of criminal and civil contested evidentiary hearings as well as criminal and civil trials (both jury and bench trials as well as civil forfeiture hearings). It is not easy to quantify or calculate an approximate number as the question includes contested traffic infractions, criminal (3.5 and 3.6 motion to suppress/dismiss, contested probation hearings) and civil evidentiary hearings (contested infractions both traffic and non-traffic as well as felony, drug and firearm forfeiture hearings). Including recently, our office represented the City of Edmonds on Extreme Risk Protection order hearings at superior court. We can provide information as to Jury and Bench trials that our firm conducted while prosecuting for the city from 2019 to 2022. Jury Trial Held (According to the State Courts website) 2022 – 4 jury trials 2021 – 4 jury trials, 2 non-jury trials 2020 – 4 jury trials, 1 non-jury trial 2019 – 6 jury trials 5.2.e Packet Pg. 146 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P r e s p o n s e - a d d i t i o n a l q u e s t i o n s 1 0 . 3 0 . 2 4 - Z a c h o r ( P r o s e c u t o r S e r v i c e s R F P ) 2 | P a g e 2) What metrics would you consider important to evaluate the success of prosecutor services in a community court setting? Our primary metric when evaluating the success of prosecutor services in a community court setting is recidivism rate. It is our belief that if an individual is truly successful in a community court program, then the recidivism rate is zero. That goes for the overall rate of success in a community court program as well. The goal, as it should be with all parties involved (prosecutor, court, defense and the greater community), is that an individual obtains the necessary resources to become a law-abiding citizen capable of keeping themselves out of the criminal justice system through holding themselves accountable through maintaining housing, job longevity, sobriety, and/or mental health treatment. 3) Tell us how you plan to prioritize communications with the city stakeholders, both in need of your timely responsiveness to their questions/communications and the status of your work for them to do their jobs effectively? We have historically maintained almost daily contact with Edmonds PD command staff, either in person, e-mail or phone. We are physically in court multiple times per week and court related issues tend to be resolved organically through those interactions. We always encourage City staff and Council to be familiar with the criminal justice system in the City. When questions arise, we think it is imperative that the questions get asked so all parties can discuss them. This is the best way to avoid misunderstanding and pursue the goals of the City. We would strongly encourage regular stakeholder meetings and proper staffing is necessary. Items requested for further discussion: 1) The proposed staffing levels of 3 attorneys and 1 full-time supervisor appear to be more than necessary for the City’s needs. During the final year of our representation on behalf of the City of Edmonds, our office had 2 full-time attorneys and a full-time supervisor handling the contract. This was insufficient to maintain the level of service the City expected from our firm and what was necessary for the City. All three attorneys had full caseloads and frequently required early morning, later evening, or weekend attention. After reviewing the RFP, the City is asking the prosecutor to take on additional work, to include all contested infractions, both attorney represented and pro se. 5.2.e Packet Pg. 147 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P r e s p o n s e - a d d i t i o n a l q u e s t i o n s 1 0 . 3 0 . 2 4 - Z a c h o r ( P r o s e c u t o r S e r v i c e s R F P ) 3 | P a g e a. Please explain how you would allocate cases between the 3 attorneys and what would be the responsibilities of the full-time supervisor i. Supervisor: Appeals, forfeitures, charging, Extreme Risk Protection Orders (ERPO), officer training, after-hours contact, search warrant review, dangerous dog/potentially dangerous dog appeals, community court appearances, jail calendars, policy meetings, Council meetings. ii. Attorney 1: dedicated to one public defender, charging, defense interviews, in court attendance, rotating contested infractions, rotating motion and jury trials. iii. Attorney 2: dedicated to one public defender, charging, defense interviews, in court attendance, rotating contested infractions, rotating motions and jury trials. iv. Attorney 3: dedicated to private attorneys, rotating contested infractions, probation calendars, contested probation hearings, impound hearings, community court appearances, jail calendars. v. Case coordinator: contacts civilian witnesses on non-domestic violence cases, regarding availability to testify, appear at/for witness interviews, determination of thoughts and desired outcomes of cases by non-DV victims. Assists in restitution demands/requests of non-DV victims. Contacts police officer witnesses to coordinate officer interviews with defense investigators. vi. Legal assistant – receives and processes all discovery demands from all parties such as private attorneys, public defenders and pro se individuals on both criminal and civil matters. b. Would you be willing to entertain a staff proposal of 2 full-time attorneys and one part-time supervisor (based on public defense supervision there is 1 supervisor for every 10 public defenders) No. Only considering an attorney for attorney comparison to the public defenders as described in the question, overlooks a significant amount of work required as outlined in the RFP. The prosecution supervisor’s duties go beyond simply supervising staff and attorneys as highlighted above in 1.a.i. Historically the City has expected the supervisor from our office to be highly involved in the matters with the court and police department, including carrying an active caseload. Additional responsibilities that a prosecutor will be required to take on, under the RFP, are notably absent from a public defender’s scope of duties which include, but are not limited to: i. Review of cases for charging (on average it was approximately 75 to 100 cases per year) 5.2.e Packet Pg. 148 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P r e s p o n s e - a d d i t i o n a l q u e s t i o n s 1 0 . 3 0 . 2 4 - Z a c h o r ( P r o s e c u t o r S e r v i c e s R F P ) 4 | P a g e ii. All contested civil and traffic infractions, to in the City’s photo enforcement infractions (increase in parking tickets from 919 in 2023 to 5500 from 1/1/24 through 8/31/24). This includes all attorney represented and pro se contested infractions. iii. Extreme Risk Protection Orders – appearance required in Snohomish County Superior Court. iv. Dangerous Dog and Potentially dangerous dog appeals before the city hearing examiner v. Civil, drug, felony and firearm forfeitures. vi. Impound/Tow hearings vii. During and after business hours search warrant review. viii. Yearly training (PSR) with the Edmonds police department ix. Legal updates involving new cases relating to search and seizure laws x. Appeals – the assigned public defenders in Edmonds do not do their own appeals, it is done within a separate unit within the Snohomish County Public Defender’s office. 2) You have indicated you will need to hire attorneys for this contract. If you are unable to hire by the time you take over the contract, how will you serve Edmonds? While ZSK remains confident that, if we were granted the contract, that we would be able to hire the necessary attorneys, we would use existing resources to ensure that the City of Edmonds is properly represented. This would include all three partners making appearances in Edmonds, as well as shifting other attorneys to cover hearings. We would also ensure an experienced attorney would be present to maintain consistency of appearances in Edmonds. a. Would you be willing to have Ms. Stock serve Edmonds during that time, while you are hiring? Ms. Stock would be among the attorneys who would make appearances in Edmonds Municipal Court and would be involved in the supervision of the attorneys assigned. The degree and amount of time she spends in court would determine the needs to fulfil the contract. 3) Will you be able to commit to being in-person for all court calendars? Yes. The only exception might be for the M, W, F jail calendar which are conducted via zoom. A prosecutor does not appear in person at the jail, rather they are either in the courtroom via zoom or from the office via zoom. 5.2.e Packet Pg. 149 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P r e s p o n s e - a d d i t i o n a l q u e s t i o n s 1 0 . 3 0 . 2 4 - Z a c h o r ( P r o s e c u t o r S e r v i c e s R F P ) 5 | P a g e 4) Please break down your proposal into a detailed budget Total cost: $51,250.00 per month for the following: i. Fulltime supervisor – 1 ii. Associate attorneys – 3 iii. Case Coordinator – 1 iv. Legal assistant – 1 v. 24/7/365 access by police department to an on-call prosecutor (primarily the three named partners) vi. Payment of all taxes as required under WA state and Federal law vii. Costs of benefits such as 401k contributions, medical, dental and vision insurance, payment of bar dues, etc. viii. Payment of all technology resources (including but not limited to O365, computers, internet, PbK, cell phone services, etc.) ix. Monthly payment for office space, as well as NNN (triple net lease) requirements for landlord property expenses of insurance, maintenance and taxes. Thank you for your time and consideration. Zachor, Stock and Krepps, Inc., P.S. 5.2.e Packet Pg. 150 At t a c h m e n t : 2 0 2 4 E d m o n d s R F P r e s p o n s e - a d d i t i o n a l q u e s t i o n s 1 0 . 3 0 . 2 4 - Z a c h o r ( P r o s e c u t o r S e r v i c e s R F P ) Summary information from Prosecuting Attorney RFP process Items Provided:  RFP responses  Interview follow-up responses from applicants  Summary of feedback from panel members The panel for the Prosecuting Attorney met with each applicant. Subsequent to the interviews each applicant was sent follow up questions and requests for further clarification. Based on the RFP responses, the interview, and the responses to the follow-up questions, the panelists provided their recommendations. The panel consisted of representatives from the City Legal team, former County Prosecutor, Police, Human Resources, Public Defense oversight, Courts, and City Council. As City Council members will be voting on who will be selected as part of their Council function, the councilmembers recommendations were not included. Information has been summarized below. Some panelists have requested that their responses be shared with Council as drafted. Those are also attached. Panel recommendations: 1. The Walls Law Firm (4 yes, 2 no) 2. Zachor, Stock, & Krepps (2 yes, 4 no) The Walls Law Firm: The panel has concerns that the Walls Law Firm developed a backlog under their current contract and has not been able to clear that backlog out. The panel also expressed concerns over a declined protection order based on cited case law that was incorrect. When given the opportunity to provide information to support this decision, Mr. Walls did correct himself and clarify that the violation order would still be declined based on other reasoning. When asked to adjust the proposal for prosecutor services adding an additional attorney, Mr. Walls provided an updated proposal with an appropriate cost associated. Mr. Walls also provided a detailed budget showing the breakdown cost of the contract as requested. The panel also noted the following: Pros:  Aaron Walls has over 25 years of prosecution experience and has now had sufficient experience as City’s current prosecutor to understand its needs / expected service level.  Demonstrated willingness to provide services as requested by the City, including willingness to hire additional personnel. 5.2.f Packet Pg. 151 At t a c h m e n t : S u m m a r y i n f o r m a t i o n f r o m P r o s e c u t i n g A t t o r n e y R F P p r o c e s s ( P r o s e c u t o r S e r v i c e s R F P )  Proposed fees (including updated fee proposal based on hiring another attorney) appear reasonable for the City’s caseload and is a better fit with the City’s financial needs.  Budgeting transparency pro: Provided a detailed cost breakdown when city asked.  Pricing pro: The price of services is ~30% less than the competitor. o Walls: $423,072 including appeals o Zachor: $615,000 excluding appeals  Provided reasonable responses to staffing level inquiries and has committed to hiring additional personnel. Responsive to feedback on adjustments that need to be made to services and flexible on appearing in person. Provided reasonable response to reasons for referral case backlog issue. Provided concrete plan for catching up on backlog and has addressed all outstanding DV cases. Provided detailed budget information, as requested by the City, which appears reasonable. Has plan for coverage in the event an additional attorney to hire cannot be located. Provided reasonable response to concern regarding decline notice. Committed to improving communications with stakeholders, which should help improve relationship with PD. Cons:  Staffing concern: Is not fully staffed for COE--plans to hire one attorney, probably with little experience. Would use existing second attorney to fill in while hiring.  Working relationship concern: The police department has not had a good relationship with the firm.  Performance concern: Made a mistake, providing a basis to decline not supported in law, coupled with other valid basis for decline.  Work history concern: Has had a backlog of case review; has cleared DV but not others. Zachor, Stock, & Krepps The panel has concerns regarding the previous relationship with Zachor and the decisions Zachor made when terminating the contract with the City as well as the reasonableness of Zachor during the last contract negotiations for prosecutor services. Concerns were also expressed that the staffing levels proposed are not necessary for the needs of the City and Zachor was unwilling to adjust the proposal and did not provide a detailed budget breakdown when asked. The panel does also provide that Zachor has been able to effectively handle City prosecution services for many years and has a very good working relationship with the Courts and the Police department. The panel also noted the following: Pros:  Have experience as City’s Prosecuting Attorney and familiarity with City’s needs and expectations.  Has a larger group of attorneys to work with, and Yelena Stock in particular is reported to be a capable attorney who is easy to work with. 5.2.f Packet Pg. 152 At t a c h m e n t : S u m m a r y i n f o r m a t i o n f r o m P r o s e c u t i n g A t t o r n e y R F P p r o c e s s ( P r o s e c u t o r S e r v i c e s R F P )  Have established a good relationship with the Police Department.  Staffing pro: The firm has a large stable of attorneys.  Working relationship pro: The police department has a good working relationship with the firm.  Longevity pro: Firm knows Edmonds having served a long time here before their departure. Cons:  Budgeting opacity concern: Did not provide a cost breakdown when city asked.  Staffing concern: Is not fully staffed for COE--plans to hire 2 new attorneys-- also states the firm can cover COE in the interim without hiring more attorneys.  Staffing concern: States COE now needs 4 full time attorneys to cover COE when criminal case count has not risen and has actually decreased since 2020. Cites civil parking tickets increase as a basis for additional staff. For comparison and based on criminal case filings, the county prosecutor in 2023  Proposal is for four full-time attorneys, which appears inflated for the needs of the City.  Attorneys proposed have not yet been hired and main attorneys (not supervisor) appear to be intended to be attorneys with little to no prosecution experience.  Fees proposed appear far out of line with the fees charged to other clients with no explanation provided other than they plan to increase fees to their other clients.  Relationship with City, other than PD, is strained due to communications during its prior term as City’s Prosecutor, including those relating to performance issues and contract negotiations.  Circumstances surrounding resignation from City causes concerns about quality of relationship going forward.  Information provided in proposal and responses to follow up questions were insufficiently clear to determine the reasonableness of their staffing proposal or fees. Did not provide detailed budget information, as requested by the City, that would help in determining if staffing level or fee proposal were reasonable. Committed to having at least one experienced attorney doing the City’s work, but otherwise the attorneys may have very little experience. Presented no evidence of a willingness to compromise its position, collaborate with the City on solutions, or make any concessions in consideration of the City’s financial needs. This is in keeping with its previous relationship with the City. Additional panel recommendations:  Moving City prosecution services to the County. This would entail having the County run court operations  Moving City prosecution services in-house. A cost analysis would need to be completed for this.  Contract should include a quarterly review by the City prosecutor subcommittee for the first year and twice yearly reviews thereafter. 5.2.f Packet Pg. 153 At t a c h m e n t : S u m m a r y i n f o r m a t i o n f r o m P r o s e c u t i n g A t t o r n e y R F P p r o c e s s ( P r o s e c u t o r S e r v i c e s R F P ) Summary information from Prosecuting Attorney RFP process Items Provided:  RFP responses  Interview follow-up responses from applicants  Summary of feedback from panel members The panel for the Prosecuting Attorney met with each applicant. Subsequent to the interviews each applicant was sent follow up questions and requests for further clarification. Based on the RFP responses, the interview, and the responses to the follow-up questions, the panelists provided their recommendations. The panel consisted of representatives from the City Legal team, former County Prosecutor, Police, Human Resources, Public Defense oversight, Courts, and City Council. As City Council members will be voting on who will be selected as part of their Council function, the councilmembers recommendations were not included. Information has been summarized below. Some panelists have requested that their responses be shared with Council as drafted. Those are also attached. Panel recommendations: 1. The Walls Law Firm (4 yes, 2 no) 2. Zachor, Stock, & Krepps (2 yes, 4 no) The Walls Law Firm: The panel has concerns that the Walls Law Firm developed a backlog under their current contract and has not been able to clear that backlog out. The panel also expressed concerns over a declined protection order based on cited case law that was incorrect. When given the opportunity to provide information to support this decision, Mr. Walls did correct himself and clarify that the violation order would still be declined based on other reasoning. When asked to adjust the proposal for prosecutor services adding an additional attorney, Mr. Walls provided an updated proposal with an appropriate cost associated. Mr. Walls also provided a detailed budget showing the breakdown cost of the contract as requested. The panel also noted the following: Pros:  Aaron Walls has over 25 years of prosecution experience and has now had sufficient experience as City’s current prosecutor to understand its needs / expected service level.  Demonstrated willingness to provide services as requested by the City, including willingness to hire additional personnel. 5.2.g Packet Pg. 154 At t a c h m e n t : B o r u c h o w i t z , B o b P r o s e c t u o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P )  Proposed fees (including updated fee proposal based on hiring another attorney) appear reasonable for the City’s caseload and is a better fit with the City’s financial needs.  Budgeting transparency pro: Provided a detailed cost breakdown when city asked.  Pricing pro: The price of services is ~30% less than the competitor. o Walls: $423,072 including appeals o Zachor: $615,000 excluding appeals  Provided reasonable responses to staffing level inquiries and has committed to hiring additional personnel. Responsive to feedback on adjustments that need to be made to services and flexible on appearing in person. Provided reasonable response to reasons for referral case backlog issue. Provided concrete plan for catching up on backlog and has addressed all outstanding DV cases. Provided detailed budget information, as requested by the City, which appears reasonable. Has plan for coverage in the event an additional attorney to hire cannot be located. Provided reasonable response to concern regarding decline notice. Committed to improving communications with stakeholders, which should help improve relationship with PD. Cons:  Staffing concern: Is not fully staffed for COE--plans to hire one attorney, probably with little experience. Would use existing second attorney to fill in while hiring.  Working relationship concern: The police department has not had a good relationship with the firm.  Performance concern: Made a mistake, providing a basis to decline not supported in law, coupled with other valid basis for decline.  Work history concern: Has had a backlog of case review; has cleared DV but not others. Zachor, Stock, & Krepps The panel has concerns regarding the previous relationship with Zachor and the decisions Zachor made when terminating the contract with the City as well as the reasonableness of Zachor during the last contract negotiations for prosecutor services. Concerns were also expressed that the staffing levels proposed are not necessary for the needs of the City and Zachor was unwilling to adjust the proposal and did not provide a detailed budget breakdown when asked. The panel does also provide that Zachor has been able to effectively handle City prosecution services for many years and has a very good working relationship with the Courts and the Police department. The panel also noted the following: Pros:  Have experience as City’s Prosecuting Attorney and familiarity with City’s needs and expectations.  Has a larger group of attorneys to work with, and Yelena Stock in particular is reported to be a capable attorney who is easy to work with. 5.2.g Packet Pg. 155 At t a c h m e n t : B o r u c h o w i t z , B o b P r o s e c t u o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P )  Have established a good relationship with the Police Department.  Staffing pro: The firm has a large stable of attorneys.  Working relationship pro: The police department has a good working relationship with the firm.  Longevity pro: Firm knows Edmonds having served a long time here before their departure. Cons:  Budgeting opacity concern: Did not provide a cost breakdown when city asked.  Staffing concern: Is not fully staffed for COE--plans to hire 2 new attorneys-- also states the firm can cover COE in the interim without hiring more attorneys.  Staffing concern: States COE now needs 4 full time attorneys to cover COE when criminal case count has not risen and has actually decreased since 2020. Cites civil parking tickets increase as a basis for additional staff. For comparison and based on criminal case filings, the county prosecutor in 2023  Proposal is for four full-time attorneys, which appears inflated for the needs of the City.  Attorneys proposed have not yet been hired and main attorneys (not supervisor) appear to be intended to be attorneys with little to no prosecution experience.  Fees proposed appear far out of line with the fees charged to other clients with no explanation provided other than they plan to increase fees to their other clients.  Relationship with City, other than PD, is strained due to communications during its prior term as City’s Prosecutor, including those relating to performance issues and contract negotiations.  Circumstances surrounding resignation from City causes concerns about quality of relationship going forward.  Information provided in proposal and responses to follow up questions were insufficiently clear to determine the reasonableness of their staffing proposal or fees. Did not provide detailed budget information, as requested by the City, that would help in determining if staffing level or fee proposal were reasonable. Committed to having at least one experienced attorney doing the City’s work, but otherwise the attorneys may have very little experience. Presented no evidence of a willingness to compromise its position, collaborate with the City on solutions, or make any concessions in consideration of the City’s financial needs. This is in keeping with its previous relationship with the City. Additional panel recommendations:  Moving City prosecution services to the County. This would entail having the County run court operations  Moving City prosecution services in-house. A cost analysis would need to be completed for this.  Contract should include a quarterly review by the City prosecutor subcommittee for the first year and twice yearly reviews thereafter. 5.2.g Packet Pg. 156 At t a c h m e n t : B o r u c h o w i t z , B o b P r o s e c t u o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) Shane Hawley, Prosecutor Recommendations Greetings everyone. Here are my recommendations for the prosecutor RFP: The Walls Law Firm I think it is important to point out that the entire reason we started this process was due to the lack of service being provided by The Walls Law Firm. For over a year now, they have failed to meet the basic terms of the contract. When this was pointed out to them, and since they have been put on official notice, there has been very little change to their level of service. Their standard line continues to be, “we have a plan to be more responsive and address cases”. Unfortunately, that has never taken place and month after month goes by with no change. The City of Edmonds, and crime victims are not being served by The Walls Law firm. I was hoping to hear something during their interview that would point to real change, or a plan. That never happened. Even when the panel pointed out that one attorney is clearly not enough, Aaron pushed back repeatedly. It is clear they only resubmitted their bid with the second attorney added because of pressure from the panel. I have a spreadsheet that tracks emails and phone calls made from one of my employees to Aaron and Renee Walls over the past year. While it has gotten better with Aaron, there is still a lack of responsiveness that is unacceptable for a contract vendor. For nearly a year, their office had a 50% (yes, you read that right) response rate to emails and phone calls. 50%! They have yet to show up in person for any court proceedings and, again, based on his answers he knows he needs to show up but it’s too far away and he doesn't have the time. There were discussions about having a 50% appearance clause in a new contract. Why would we not make it 100%? This feels like settling when we all know that our prosecutor should be in person all the time. The backlog of cases has yet to be addressed. The number has grown over the last six months. This is after several phone calls and meetings to put their office on notice. Keep in mind that this included many Domestic Violence cases that sat for over 9 months without review, even after meeting with them. Again, there is little to no action on their part to address any of the issues that have been brought up. How are they going to handle the added workload of contested infractions when red light cameras come online shortly? The Walls Law firm has failed to provide the required service per to the contract. I have yet to see anything that suggests that it will improve moving forward. I have ZERO faith that anything will change based on their past years’ worth of work history. I DO NOT RECOMMEND THE CITY CONTINUES WITH THEM FOR PROSECUTION SERVICES. Zachor, Stock and Krepps (ZSK) I have worked with their law office for over 25 years. For the past 7 years I have been the assigned liaison and main point of contact for their office. In all that time, I have zero documented concerns about their performance or responsiveness. I understand there was mention of some level of concern about them from the past, but that is honestly news to me, and I have not heard of this happening. Their office has always had one or more assigned prosecutors for Edmonds, and they are always on top of the case load. When asked for expedited review of a case, they always make it a priority and often turn it around in a couple of days. 5.2.h Packet Pg. 157 At t a c h m e n t : H a w l e y , S h a n e P r o s e c u t o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) Shane Hawley, Prosecutor Recommendations There is a reason they have the majority of prosecution contracts in Snohomish County and picked up several more last year. They are responsive, professional and deliver the services prescribed in their contract. With the knowledge I have from working with them for so many years, I can confidently say they deliver better service than required per their contract. Their office is large enough to handle our contract and the requirements of our court. I DO RECOMMEND THE CITY MOVES FORWARD WITH THEM FOR PROSECUTION SERVICES. Interviews If we were to simply ignore the documented track records and work history, there was no comparisons in the interviews put forth by both firms. The Law Office of ZSK was far and away more professional, prepared, and polished. The Walls Law Firm came in with no action plan moving forward. He presented as less professional and less knowledgeable. Being blunt, it was one of the most painful interviews I have ever sat through. Costs This is obviously a concern for the city moving forward. The updated Walls contract is $35,000/month for two attorneys. ZSK is $52,000/month for 3 attorney’s and 1 full time supervisor . Looking at the cost vs. services provided, I noted that the bid submitted by ZSK covers virtually everything we need. The Walls has additional costs that will ultimately be billed out to the city. Civil forfeiture and other processes (which I handle at the PD) could easily run an additional $4,000 per month at their billable hours (20 hours of work at an average of $200/hour). I think we must factor that into their total contract price, which would put them at $39,000/month. I think we are all being a little presumptuous with our thoughts about staffing. Let’s examine the evidence here. ZSK was the city prosecutor for many years and has experience in Edmonds Municipal Court. They represent several cities that also have red light cameras and have some idea of the workload involved with that. They had 2.75 assigned attorney’s to our city when they left about 1 ½ years ago. With additional work coming soon, is their bid really that far off? I know we must make a determination here, but I am inclined to put more trust in the opinion of the people that successfully did the job for so many years. I have no idea why we would even consider paying The Walls an increased contract fee when they have yet to provide the requirements in their current contract. With the price difference, compared to the quality of work and the number of assigned attorney’s to the contract, I view the ZSK contract as a better value for the money. Final Thoughts Several years ago, there were concerns about the quality of the work done by our contract public defenders. These were real concerns, and the city acted. We are in the same position now, but instead of the public defense contract, it’s the city prosecutor. Why would we not put as much emphasis into this 5.2.h Packet Pg. 158 At t a c h m e n t : H a w l e y , S h a n e P r o s e c u t o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) Shane Hawley, Prosecutor Recommendations contract as the other? Both are essential to the fundamental administration of justice. The choice is clear, and one law office is far and away the best choice-Zachor, Stock and Krepps. I don’t see how “settling” for sub-par service with the prosecutor contract is acceptable. Shane Hawley | Commander Public Safety Building | 250 5th Ave. N | Edmonds WA 98020 425.771.0284 (office) | 206.786.9289 (mobile) Shane.Hawley@Edmondswa.gov www.edmondswa.gov/police | Facebook | Instagram NOTICE: All emails, and attachments, sent to and from the City of Edmonds are public records and may be subject to disclosure pursuant to the Public Records Act (RCW 42.56) 5.2.h Packet Pg. 159 At t a c h m e n t : H a w l e y , S h a n e P r o s e c u t o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) Memorandum To: Jessica Neill Hoyson, Human Resources Director, City of Edmonds From: Adam Cornell Date: November 5, 2024 Re: Recommendation for Prosecution Services Request for Proposal SENT VIA ELECTRONIC MAIL: Jessica.NeillHoyson@edmondswa.gov By this Memorandum, I write to recommend to the City of Edmonds (hereinafter City) the prosecution services flrm that will best maintain and enhance public safety for the citizens of Edmonds and our surrounding communities and fairly, ethically, expeditiously, and professionally review and prosecute criminal referrals from our police department. My recommendation also considers the cost to City taxpayers not only among applicants, but in the context of the city’s current contract for public defender services with the Snohomish County Public Defender’s Association. The following opinion is based on my 20 years of prior experience both as a Snohomish County Deputy Prosecutor and as elected Snohomish County Prosecutor. In the latter role, I managed approximately 100 attorneys and an equal number of support staff in an office with a budget of over $25 million. As a line prosecutor early in my career, I prosecuted the kinds of cases handled by the City of Edmonds prosecutor, including crimes of Domestic Violence, Driving Under the Infiuence, and property crimes—I later served as the District Court Unit supervisor that handled these kinds of cases. My opinion is also based on the materials provided by the City and RFP applicants as well as information gleaned from the October 24, 2024, candidate interviews. Finally, I relied on information provided to me by Edmonds Police Department Commander Shane Hawley in my assessment of the candidates’ relative merit. Summary In my considered opinion, the City should contract with the Zachor, Stock, and Krepps flrm (hereinafter ZSK). Their prior advocacy as Edmonds City prosecutors, their thoughtful and reasonable plan for future representation, and their apparent present ability to deliver on their proposal makes them far and away the most qualifled. In contrast, the Walls flrm has had an inadequate track record representing the City. Among the disqualifying performance indicators are: 1) lack of sufficient diligence in reviewing, declining and charging cases; 2) historical lack of responsiveness to members of the police department; 3) lack of sufficient progress in addressing concerns raised in recent months by the police department and City administration; and 4) a signiflcant error of the application of law related to a protection order violation referral. 5.2.i Packet Pg. 160 At t a c h m e n t : C o r n e l l , A d a m P r o s e c t u o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) Prior Experience The Walls flrm has represented the City since approximately July, 2023. It is my understanding—and acknowledged by Mr. Walls during his interview—that there have been signiflcant delays in reviewing and charging cases, including referrals involving domestic violence allegations. These challenges were signiflcant enough that the police department had to step in to attempt to flx the problems. While there has been a recent commitment by the flrm to do better, i.e. charge 10-12 cases per week, their overall grade is not high and confldence in the flrm by the police department remains low. A signiflcant backlog of cases still exists, meaning delays for the police, victims of crime, and those accused. Of signiflcant concern is the decision by the Walls flrm to decline a violation of protection order case based on a fundamental misunderstanding of the relevant law. The law is clear—and has been for a long time—that a person can be prosecuted for violating a protection order if the order is valid at the time of the offense, but later expires. Mr. Walls was confronted about this misapplication of the law during his interview and reiterated his belief that case law supported his decision—it did not. Rather than qualify his response with a “I could be wrong,” or “let me get back to you later,” he doubled down on this basic error. Although he later corrected himself via his supplemental submission and acknowledged that he was wrong on the law, his initial defense of misapplication of basic law is concerning. ZSK handled criminal prosecution services for the City from approximately 1998 to 2022. The flrm’s representation of the City was well regarded by the police, city administration, victim advocates, and court staff, among others. The flrm aptly litigated cases that needed litigating and let go of cases in the interests of justice where appropriate. Unfailingly available to the police department for training and impromptu consultations, they were a 24/7 flrm. Current Proposal The current Walls proposal contemplates two full-time attorneys at a cost of approximately $35,000 per month. However, even assuming two attorneys can do the work proposed, the fiat rate proposal does not include the handling of a number of matters routinely handled by City prosecutors i.e. Extreme Risk Protection Orders, forfeitures, animal control matters, and “other civil matters.” The Walls flrm proposes billing the City at an hourly rate for these matters at anywhere from $250.00 to $150.00 per hour. Assuming a yearly average of 40 billable (this would be on the low end, in my opinion) hours for these services at $200.00 per hour, that would increase the cost to the City by $8,000. In contrast, ZSK proposes a contract of 3 full-time attorneys and 1 supervisor at a cost of approximately $51,000 per month, to include all cases. They do not propose charging an hourly rate for certain matters. While I was initially skeptical of the necessity of 3 full-time attorneys by ZSK, their supplemental submission sufficiently justifles their proposal. Notably, among other reasons, they point out that the City currently contracts for 3 full-time public defenders a ½ time supervisor. The parity proposed with the number of public defenders is more than reasonable given the fact that not only does the City prosecutor handle non-public defender cases with private attorneys, but ZSK has included in the fiat rate increased responsibilities and a commitment to be available 24/7. 5.2.i Packet Pg. 161 At t a c h m e n t : C o r n e l l , A d a m P r o s e c t u o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) In sum, it is not necessarily fair to compare the $35,000 Walls proposal to the $51,000 ZSK proposal, because the Walls proposal contemplates an hourly rate for a number of matters. And while the exact number of hours on these non-included matters in the Walls proposal is speculative, the City can certainly anticipate an hourly bill that would more than marginally increase the cost of the City. In light of this reality, and when comparing the two proposals and the current staffing by the City public defender, ZSK is far and away the best option for the City. Conclusion The City’s appropriate and vigorous commitment to the public defense function should be met with an equal commitment to its prosecution services, and by extension, their commitment to crime victims and the safety and well-being of our community. The City’s contract with the public defender is approximately $50,000. Could the ZSK proposal end of costing the City more money than the Walls flrm? Yes. Nevertheless, the value added based on the flrm’s long history of good work and the comprehensiveness of their proposal makes this an easy call. It would be unfortunate if the City decided to continue with the Walls flrm. In my opinion, they have shown insufficient prosecution skill and diligence that the community—including crime victims, witnesses, police, and the accused—should expect from its prosecution team. 5.2.i Packet Pg. 162 At t a c h m e n t : C o r n e l l , A d a m P r o s e c t u o r R e c o m m e n d a t i o n s ( P r o s e c u t o r S e r v i c e s R F P ) City Council Agenda Item Meeting Date: 11/19/2024 Council 2025-26 Budget Deliberations, including possible voting on budget amendments proposed by Councilmembers during meeting 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. On November 12, Council deliberated on 2 staff recommendations and 11 Council amendments. The video for this meeting is available on the city website and the outcome of these amendments are documented in the attached table. 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: 3 - Storm Fund Lab Services 4 - Sewer Fund ODS Pump Replacement 5 - Sewer Fund Nutrient Removal Project 6 - Street Construction Fund Changes 7 - Hotel/Motel Tax Fund Revenue Correction 8 - Hotel/Motel Tax Fund Professional Service correction 9 - Arts & Cultural Services Manager 2026 Reinstatement Councilmember Amendments: C1 - (Dotsch) Rate Study Planning and Development (motioned and deliberated 11/12, postponed to next meeting) 5.3 Packet Pg. 163 C2 - (Dotsch) Fund Balance Replenishment (motioned and deliberated on 11/12, tabled) C6 - (Chen) Police Leadership Structure (motioned and deliberated on 11/12, postponed to next meeting) C8 - (Chen) Reduce City Operations to 32 hours (motioned and deliberated on 11/12, postponed) C12 - (Olson/Nand) Reduce Council Training C13 (Olson) Reduce Parks Training C14 (Olson) Reduce Mayor Travel C15A (Paine) Reduce work week to 35 hours C15B (Paine) Workforce Planning Study C15C (Paine) Project Completion Contingency Fund C16 (Paine) Reinstate Funding for Police Community Engagement C17 (Paine) Reinstate Funding for Police Public Records C18 (Dotsch/Paine) Edmonds Permitting Fee Study C19 (Dotsch) 10% Reduction General Fund Labor/Benefits Attachments: Council Recommendations - Nov 19 C1 Dotsch Rate Study PlanDev 20241119 C2 Dotsch Fund Balance Replenishment 20241119 C6 Chen Police Leadership Structure 20241119 C8 Chen Reduced Operations to 32 hours 20241119 C12 Olson-Nand Reduce Council Training 20241119 C13 Olson Reduce Parks Training 20241119 C14 Olson Reduce Mayors Travel C15A Paine Reduce work week to 35 hours 20241119 C15B Paine Workforce Planning 20241119 C15C Paine Project Completion Fund 20241119 C16 Paine Reinstate Police Community Engagement 20241119 C17 Paine Reinstate Police Public Records C18 Dotsch Paine Edmonds Permitting Fees Study 20241119 C19 Dotsch 10% GF LaborBenefit Reduction 20241119 Staff Recommendations - Nov 19 3-Staff Recommended Change - Fund 422 - Laboratory Services 4-Staff Recommended Change - Fund 423 - ODS Pump Replacement 2 5-Staff Recommended Change - Fund 423 - Nutrient Removal Project 6-Staff Recommended Change - Fund 112 - Revenue Changes 7-Staff Recommended Change to Correct Hotel_Motel Tax revenue 8-Staff Recommended Change to move $49K from F120 to F001 9-Staff Recommended Change - Arts Cultural Svcs Prgm Mgr 5.3 Packet Pg. 164 COUNCIL OUTCOME APPROVAL FROM / DATE COUNCIL ASSIGNED # COUNCIL MEMBER FUND #FUND DESC SUBJECT DEPT #DEPT TITLE REV / EXP INCREASE OR DECREASE 2025 AMOUNT 2026 AMOUNT ON GOING / ONE TIME Comments Postponed 11/12/2024 C1 Dotsch 001 General Fund Rate Study Plan/Dev 62 Planning & Dvmt Expense Increase 5,000.00 0.00 One Time Conduct a Planning & Development Rate Study Tabled 6 to 1 11/12/2024 C2 Dotsch 001 General Fund Fund Balance Replenish NA NA Expense On Going Incorporate General Fund Reserve Balance in adopted budget Failed 2 to 5 11/12/2024 C3 Olson 001 General Fund Reduce Parks Maintenance 64 Parks & Rec Expense Decrease (200,000.00)On Going Reduce mowing Passed 5 to 2 11/12/2024 C4 Olson 125 REET Reduce Johnson Project 64 Parks & Rec Expense Decrease (100,000.00)One Time Remove 2026 $100K expenditure in the CIP for this property Failed 0 to 7 11/12/2024 C5 Olson 001 General Fund Reduce Parks Communications 64 Parks & Rec Expense Decrease (100,000.00)On Going Reduce Parks Communications & Community Engagement Program Postponed 11/12/2024 C6 Chen 001 General Fund Police Leadership Structure 41 Police Expense On Going Restructure Police Leadership Structure Passed 6 to 1 11/12/2024 C7 Chen 001 General Fund Reduce Council Contingency 11 Council Expense Decrease (10,000.00)(10,000.00)One Time Reduce Council contingency Postponed 11/12/2024 C8 Chen Various Various Reduce Operations to 32 hours Various Various Expense Decrease (2,500,000.00)Reduce City Hall Operations to a 32 hours work week Passed 7 to 0 11/12/2024 C9 Chen Various Various Budget Book - align positions Various Various Expense Align authorized positions with budgeted labor and benefit expenditures Withdrawn 11/12/2024 C10 Chen 001 General Fund Restructure Parks Leadership 64 Parks & Rec Expense Decrease (225,000.00)(231,750.00)On Going Restructure Parks & Rec Leadership Structure not moved 11/12/2024 C11 Chen 001 General Fund Remove Parks Communications 64 Parks & Rec Expense Decrease (178,454.00)(187,164.00)On Going Remove Parks Communications & Community Engagement Program C12 Olson/Nand Reduce Council Training C13 Olson Reduce Parks Training C14 Olson Reduce Mayor Travel C15A Paine Reduce Work Week to 35 hours C15B Paine Workforce Planning Study C15C Paine Project Completion Contingency Fund C16 Paine Reinstate funding for Police Community Engagement C17 Paine Reinstate funding for Police Public Records C18 Dotsch/Paine Edmonds Permitting Fees Study C19 Dotsch 001 General Fund Reduce 10% GF Labor/Benefit 5.3.a Packet Pg. 165 At t a c h m e n t : C o u n c i l R e c o m m e n d a t i o n s - N o v 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) 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: 11/12/2024 Program: Administration Outcome: Postponed to next meeting 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 5.3.b Packet Pg. 166 At t a c h m e n t : C 1 D o t s c h R a t e S t u d y P l a n D e v 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) 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: 11/12/2024 Program: Fund Balance Outcome: Tabled 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 Describe All Funding Sources 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) Revenues ($increase) or $decrease Net Budget Impact: No impact. 5.3.c Packet Pg. 167 At t a c h m e n t : C 2 D o t s c h F u n d B a l a n c e R e p l e n i s h m e n t 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Police Leadership Structure Amendment Number: C6 Councilmember: Will Chen Date Submitted: 11/6/2024 Fund: 001 Agenda Packet: 11/12/2024 Department: Police 41 Deliberated: 11/12/2024 Program: Police Administration Outcome: Postponed to next meeting 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. Project 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: Reduce GF expenditures. ($310,000) in 2025; ($319,300) in 2026. 5.3.d Packet Pg. 168 At t a c h m e n t : C 6 C h e n P o l i c e L e a d e r s h i p S t r u c t u r e 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) 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: C-8 Councilmember: Will Chen Date Submitted: 11/6/2024 Fund: GF 001 Agenda Packet: 11/12/2024 Department: Various Deliberated: 11/12/2024 Program: Various Outcome: Postponed (5-2) 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. Project 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 5.3.e Packet Pg. 169 At t a c h m e n t : C 8 C h e n R e d u c e d O p e r a t i o n s t o 3 2 h o u r s 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Reduce Council Training Amendment Number: C-12 Councilmember: Vivian Olson / Jenna Nand Date Submitted: 11/7/2024 Fund: GF 001 Agenda Packet: 11/19/2024 Department: Council Deliberated: Council staff will complete Program: Legislative/Budget, Communications, Law & Policy Outcome: Council staff will complete Budget Year: both 2025/2026 Amendment Motion: I make a motion to further reduce Council’s Miscellaneous line item budget by $2400. Amendment Description: City Council only mandatory training is OPMA and Public Records Act training, which is obtainable for free online. This amendment would remove funding for all training for Councilmembers and Council staff for 2025 and 2026. Amendment Purpose (intended outcomes): • Describe All Funding Sources GF 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): No future costs or reductions Project Status (if Applicable) FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) ($2400) ($2400) 2025 2026 Revenues ($increase) or $decrease $0 Net Budget Impact: ($2400) ($2400) 2025 2026 5.3.f Packet Pg. 170 At t a c h m e n t : C 1 2 O l s o n - N a n d R e d u c e C o u n c i l T r a i n i n g 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Reduce Parks and Recreation Training Amendment Number: C-13 Councilmember: Vivian Olson Date Submitted: 11/7/2024 Fund: GF 001 Agenda Packet: 11/19/2024 Department: Parks and Recreation Deliberated: Council staff will complete Program: Professional Development and Training Outcome: Council staff will complete Budget Year: both 2025/2026 Amendment Motion: I make a motion to delete non mandatory professional development and training for Parks staff. Amendment Description: We cannot afford optional trainings during the fiscal emergency and borrowing with interest to make ends meet. Amendment Purpose (intended outcomes): • Decrease expenditures $35K plus in 2025 and 2026 Describe All Funding Sources GF Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): [Describe ongoing costs or savings] Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) ($35,218) ($36,006) 2025 2026 Revenues ($increase) or $decrease $0 Net Budget Impact: ($35,218) ($36,006) 2025 2026 5.3.g Packet Pg. 171 At t a c h m e n t : C 1 3 O l s o n R e d u c e P a r k s T r a i n i n g 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Reduce Mayor’s Office Travel Amendment Number: C-14 Councilmember: Vivian Olson Date Submitted: 11/7/2024 Fund: GF 001 Agenda Packet: 11/19/2024 Department: Mayor’s Office Deliberated: Council staff will complete Program: Travel Outcome: Council staff will complete Budget Year: 2025 Amendment Motion: I make a motion to reduce Mayor’s travel budget in 2025 from $6000 to $600. Amendment Description: Possibly correcting mistake or reducing intended travel budget. Amendment Purpose (intended outcomes): • Save money and interest in 20125 by limiting travel during fiscal emergency Describe All Funding Sources GF 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): [Describe ongoing costs or savings] Project Status (if Applicable) FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) ($5,400) 2025 Revenues ($increase) or $decrease $0 Net Budget Impact: $0 5.3.h Packet Pg. 172 At t a c h m e n t : C 1 4 O l s o n R e d u c e M a y o r s T r a v e l ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Reduce work week to 35 hours/week, with exceptions Amendment Number: C-15(A) Councilmember: CM Paine Date Submitted: Nov 13, 2024 Fund: GF 001 Agenda Packet: 11/19/2024 Department: Various Deliberated: Council staff will complete Program: Various Outcome: Council staff will complete Budget Year: both 2025/2026 Amendment Motion: Motion to reduce the regular work hours from 40 hours per week to 35 hours., for majority of city workgroups. Amendment Description: Reduce labor costs through work hour reduction. The work groups which are exempted are the WWTP personnel, Courts, and Police Command and Commissioned officers. Also excluded are Directors and others who are voluntarily taking furloughs. Amendment Purpose (intended outcomes): • Reduce the fiscal impacts of labor costs for the City, • Offer stability for the workforce through a 2-year commitment of reduced hours, and • Maintaining a high-quality workforce, without going through layoffs Describe All Funding Sources Various Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): The impacts of this proposal will need to be negotiated with our labor groups. The anticipated start would be mid-year 2025. This proposal is anticipated for the upcoming biennium, and may need to be extended. Project Status (if Applicable) N/A FISCAL DETAILS Account/BARS Notes: Expenditures 001 $decrease $3,000,000 $1,000,000 in 2025; $2,000,000 in 2026 Revenues ($increase) or $decrease $0 Net Budget Impact: Labor savings $0 5.3.i Packet Pg. 173 At t a c h m e n t : C 1 5 A P a i n e R e d u c e w o r k w e e k t o 3 5 h o u r s 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council 5.3.i Packet Pg. 174 At t a c h m e n t : C 1 5 A P a i n e R e d u c e w o r k w e e k t o 3 5 h o u r s 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Workforce Planning Study Amendment Number: C-15(B) Councilmember: CM Paine Date Submitted: 11/14/2024 Fund: General Fund 001 Agenda Packet: 11/19/2024 Department: Human Resources Deliberated: Council staff will complete Program: [PROGRAM IF APPLICABLE] Outcome: Council staff will complete Budget Year: 2025 or 2026 or both 2025/2026 Amendment Motion: Motion to authorize a Workforce Planning Study, to be completed in the first quarter of 2025. Amendment Description: A Workforce Planning Study is needed to establish what is the proper level of staffing based on programs. This study was planned for 2025 and was brought up at the Council Retreat early this year as a study which would be helpful for Council’s mandated role in budgeting. This study would be very useful for understanding our staffing levels and what would be appropriate for the size of our city. Amendment Purpose (intended outcomes): • Determine the proper staffing levels, based on programs More technical information to come from HR. Describe All Funding Sources General Fund 001 - this cost will come from the savings from the move to a 35 hour work week. Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): One- time expense Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures 001 $increase or ($decrease) $20,000 Revenues ($increase) or $decrease $0 Net Budget Impact: $20,000 5.3.j Packet Pg. 175 At t a c h m e n t : C 1 5 B P a i n e W o r k f o r c e P l a n n i n g 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Creation of a New Fund to Support the 35-hour Workweek Amendment Number: C-15(C) Councilmember: CM Paine Date Submitted: 11/14/2024 Fund: GF 039 Agenda Packet: 11/19/2024 Department: Non Departmental Deliberated: Council staff will complete Program: New Fund Outcome: Council staff will complete Budget Year: 2025 Amendment Motion: Motion to create a new, one-year nondepartmental fund to be called Project Completion Contingency fund to support the city-wide process of moving to a 35-hour work week. Amendment Description: The creation of this new non departmental fund is to provide a supplementary funding source to resolve incidental project completion funding needs related to the transition to a 35-hour work week and other needs based on work force cuts in this budget. This fund would be managed by the Administration based on their prioritization of needs. The move to a 35-hour work week implementation will be very disruptive for work flow and transition to an equal reduced work program and also a delay in services to be provided. The work hours reduction must be joined with these 2 outcomes. One of the budget benefits of moving to a 35-hour week includes that there are an additional 5 hours of potential work time before overtime would kick in. Amendment Purpose (intended outcomes): • Provide a limited source of funds to complete projects which cannot be reasonably worked into a 35-hour work week. • Provide a limited source of funds for short projects where staffing has been reduced or eliminated. • Provide a limited use of funds which aren’t yet identified, but directly related to the implementation of a 35-hour work week. Describe All Funding Sources GF - Budget savings with the movement to a 35-hour work week. Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): This is a one-year transition fund, from the date of the actual implementation of the 35-hour work week, after all of the labor negotiations have been completed. Project Status (if Applicable) [Project Status or N/A] 5.3.k Packet Pg. 176 At t a c h m e n t : C 1 5 C P a i n e P r o j e c t C o m p l e t i o n F u n d 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council FISCAL DETAILS Account/BARS Notes: Expenditures GF 039 $increase or ($decrease) $100,000 Revenues ($increase) or $decrease $0 Net Budget Impact: $100,000 5.3.k Packet Pg. 177 At t a c h m e n t : C 1 5 C P a i n e P r o j e c t C o m p l e t i o n F u n d 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Reinstate funding for the Police Community Engagement/Crime Prevention position Amendment Number: C-16 Councilmember: CM Paine Date Submitted: 11/13/2024 Fund: 001 Agenda Packet: 11/19/2024 Department: Police Deliberated: Council staff will complete Program: Outcome: Council staff will complete Budget Year: 2025/2026 Amendment Motion: Motion to reinstate funding for the Police Community Engagement / Crime Prevention Coord postion. Amendment Description: This position provides a great service to our community by providing outreach to the public, making and keeping community connections regarding crime prevention programs. Amendment Purpose (intended outcomes): • To maintain this function within our police agency. Describe All Funding Sources GF 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): On-going expenditure for Community Engagemet Crime Prevention Coordinator (NE-11) Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) $180,000 $188,000 FY 25 FY 26 Revenues ($increase) or $decrease $0 Net Budget Impact: $180,000 $188,000 FY 25 FY 26 5.3.l Packet Pg. 178 At t a c h m e n t : C 1 6 P a i n e R e i n s t a t e P o l i c e C o m m u n i t y E n g a g e m e n t 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Reinstate funding for the Police Public Records position Amendment Number: C-17 Councilmember: CM Paine Date Submitted: Nov 13, 2024 Fund: 001 Agenda Packet: 11/19/2024 Department: Police Deliberated: Council staff will complete Program: Outcome: Council staff will complete Budget Year: 2025/2026 Amendment Motion: Motion to reinstate funding for the Police Dept Public Records position. Amendment Description: This is position requires technical and legal training and decision-making, along with an understanding of timelines and deadlines associated with records requests. Amendment Purpose (intended outcomes): • Maintain the smooth functioning of the Police department records processing program. • There are legal requirements for this public records program and increases the risk of legal liability if this program is under resourced. Describe All Funding Sources GF 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): [Describe ongoing costs or savings] Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures 001 $increase or ($decrease) $145,000 $158,000 FY 25 FY 26 Revenues ($increase) or $decrease $0 Net Budget Impact: $145,000 $158,000 FY 25 FY 26 5.3.m Packet Pg. 179 At t a c h m e n t : C 1 7 P a i n e R e i n s t a t e P o l i c e P u b l i c R e c o r d s ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: Edmonds Permitting Fees Study Amendment Number: C-18 Councilmember: CMs Paine and Dotsch Date Submitted: 11/14/2024 Fund: GF 001 & Other?? Agenda Packet: 11/19/2024 Department: Planning and Development Deliberated: Council staff will complete Program: Outcome: Council staff will complete Budget Year: 2025 Amendment Motion: Motion to add up to $10,000 for a consultant study to evaluate the current permitting fee schedule and update permitting fee methodology. Amendment Description: Permitting fees currently pay for 41% of the staff labor costs. Next year is the scheduled year to update the permit fee schedule and in light of the past 4 years of inflation, the past fee schedule setting methodology needs to be revalidated. Amendment Purpose (intended outcomes): • Provide an external review and comparison of Edmonds’ permitting fees versus other cities. • Determine if there are gaps in our current permit fee schedule. • Reduce general fund impacts based on an inadequate fee schedule. • Review the permitting fees of other local, Puget Sound region, particularly in cities which have experienced a recent burst of development (Shoreline, Bothell, Lynnwood, Everett, and Seattle) as a comparative analysis. • Have the permitting fees be indexed to the regional inflation rate used for construction during the years when there isn’t a permitting fee rate study. • The cost of the rate study should be included in the calculation of the permitting fees. Describe All Funding Sources Initially this study would be funded by the general fund. The cost of this study is to be included in the calculation of the permitting fees to recover those costs. Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): This is an expense that would happen every 3 or 4 years. Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) $10,000 Revenues ($increase) or $decrease $0 5.3.n Packet Pg. 180 At t a c h m e n t : C 1 8 D o t s c h P a i n e E d m o n d s P e r m i t t i n g F e e s S t u d y 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Net Budget Impact: $10,000 5.3.n Packet Pg. 181 At t a c h m e n t : C 1 8 D o t s c h P a i n e E d m o n d s P e r m i t t i n g F e e s S t u d y 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Amendment Title: 10% General Fund Labor/Benefits Expenditure Reduction Amendment Number: Councilmember: Michelle Dotsch Date Submitted: 11/14/2024 Fund: GF 001 Agenda Packet: 11/14/2024 Department: Numerous Deliberated: Council staff will complete Program: Numerous Outcome: Council staff will complete Budget Year: both 2025/2026 Amendment Motion: I make a motion to reduce the General Fund labor/benefits expenditures by 10% for both 2025 and 2026. Amendment Description: This would amend the amount of funds allocated for salaries and benefits by 10%, reducing the budget by $2.5M in 2025 and $2.69M in 2026. This amount was determined by considering the strategic outlook general fund expenditures on page 20 of the budget book – showing 2025 labor expenditures of $25,252,431 and 2026 labor expenditures of $26,915,095. The resulting amount may need to be adjusted with consideration of overtime that is included in these expenditure figures. This proposed amendment is in contrast and should be considered as an alternative to other amendments contemplating a 32- or 35-hour work week. This amendment intentionally does not specify staffing/programmatic reductions that would be necessary as a result of this amendment. Rather, those reductions would be best determined by the administration. These reductions could be a combination of eliminating positions (impacting both labor and benefits expenditures) or reducing positions to a partial FTE (impacting only labor expenditure). This method of eliminating or reducing positions is with more long-term intentions than a furlough or a reduced work week, and indicates that our fiscal recovery will require more long-term strategies than this biennium. Amendment Purpose (intended outcomes): • Reduces the overall budget by $2.5M in 2025 and $2.69M in 2026. • Reduces the City’s workforce more intentionally for long-term fiscal recovery. • Could enable Inter-fund loan amounts to be reduced and/or paid back more immediately. • Could enable a levy-lid-lift amount to be lower, thus reducing the burden on taxpayers. Describe All Funding Sources General Fund Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): These expenditure reductions could be realized beyond 2025 and 2026 until the fiscal conditions allow changes to the city workforce. 5.3.o Packet Pg. 182 At t a c h m e n t : C 1 9 D o t s c h 1 0 % G F L a b o r B e n e f i t R e d u c t i o n 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds – City Council Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) ($2,500,000) ($2,690,000) 2025 2026 Revenues ($increase) or $decrease $0 Net Budget Impact: ($2,500,000) ($2,690,000) 2025 2026 5.3.o Packet Pg. 183 At t a c h m e n t : C 1 9 D o t s c h 1 0 % G F L a b o r B e n e f i t R e d u c t i o n 2 0 2 4 1 1 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) 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 ON GOING / ONE TIME Comments YES 11/12/2024 1 001 General Fund SnoCounty 911 dept split 41 Police Department Expense Decrease (400,000.00)(440,000.00)ON-GOING Moving fire component of SnoCounty 911 expenses to Dept 39 YES 11/12/2024 1 001 General Fund SnoCounty 911 dept split 39 Non Department Expense Increase 400,000.00 440,000.00 ON-GOING Moving fire component of SnoCounty 911 expenses to Dept 39 YES 11/12/2024 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 YES 11/12/2024 2 111 Street Fund COLA Reduction Various Various Expense Decrease (7,590.00)(7,749.00)ON-GOING Same as above YES 11/12/2024 2 127 Gifts Catelog Fund COLA Reduction Various Various Expense Decrease (2,155.00)(2,175.00)ON-GOING Same as above YES 11/12/2024 2 130 Cemetery Fund COLA Reduction Various Various Expense Decrease (1,200.00)(1,202.00)ON-GOING Same as above YES 11/12/2024 2 421 Water Fund COLA Reduction Various Various Expense Decrease (9,041.00)(9,160.00)ON-GOING Same as above YES 11/12/2024 2 422 Storm Fund COLA Reduction Various Various Expense Decrease (8,001.00)(8,140.00)ON-GOING Same as above YES 11/12/2024 2 423 Sewer Fund COLA Reduction Various Various Expense Decrease (24,145.00)(24,713.00)ON-GOING Same as above YES 11/12/2024 2 511 Fleet Fund COLA Reduction Various Various Expense Decrease (3,523.00)(3,566.00)ON-GOING Same as above YES 11/12/2024 2 512 IT Fund COLA Reduction Various Various Expense Decrease (5,158.00)(5,191.00)ON-GOING Same as above 3 422 Storm Fund Laboratory Services 72 Public Works Expense Increase 2,020.00 0.00 ON-GOING Laboratory Services missed in Eden data entry 4 423 Sewer Fund ODS Pump Replacement 76 Public Works Expense Increase 0.00 350,000.00 ON-GOING This project was added after proposed budget 5 423 Sewer Fund Nutrient Removal Project 76 Public Works Expense Increase 350,000.00 0.00 ON-GOING This project was added after proposed budget 6 112 Street Fund Safety Action Plan NA Public Works Revenue Increase 0.00 (300,000.00)ONE TIME 112 revenue finalized after DP's entered. 6 112 Street Fund Hwy 99 Stage 3 NA Public Works Revenue Decrease 0.00 2,015,000.00 ONE TIME 112 revenue finalized after DP's entered. 6 112 Street Fund Traffic Impact Fees NA Public Works Revenue Decrease 336,725.00 648,599.00 ON-GOING Reduce Traffic Impact Fee Revenue Budget 6 112 Street Fund Interfund Transfer 68 Public Works Expense Increase 31,725.00 343,599.00 ON-GOING Transfer of TIF from 502 to 000 6 112 Street Fund Interfund Transfer NA Public Works Revenue Increase (31,725.00)(343,599.00)ON-GOING Transfer of TIF from 502 to 000 7 120 Hotel/Motel Tax Correct 2025 Revnenue NA Administrative Svc Revenue Decrease (119,732.00)0.00 ONE TIME Correct duplicate entry 8 120 Hotel/Motel Tax Change funding source of Prof Svc 31 Administrative Svc Expense Decrease 0.00 (49,000.00)ONE TIME Change funding source from Fund 120 to Fund 001 8 001 General Fund Change funding source of Prof Svc 31 Administrative Svc Expense Increase 0.00 49,000.00 ONE TIME Change funding source from Fund 120 to Fund 001 9 001 General Fund Arts & Cultural Svcs Manager 61 Com, Cul, & Econ Expense Increase 0.00 161,875.00 ON-GOING In 2026 make a commitment to the Arts community and reinstate the Arts & Cultural Services Mgr position 5.3.p Packet Pg. 184 At t a c h m e n t : S t a f f R e c o m m e n d a t i o n s - N o v 1 9 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: Laboratory Services Staff Recommendation Number: 3 Staff Member Kim Dunscombe Date Submitted: 11/19/2024 Fund: Storm, 422 Agenda Packet: staff will complete Department: Public Works Deliberated: staff will complete Program: N/A Outcome: staff will complete Budget Year: 2025 Staff Recommendation: I make a motion to increase professionals services by $2,020.00 in 2025 Recommendation Description: Lab testing of disposal and contracted out storm line video work. Staff Recommendation Purpose (intended outcomes): • Lab testing of disposal and contracted out storm line video work. Describe All Funding Sources Storm, 422 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): These costs are entirely paid by the Storm Fund. Project Status (if Applicable) On-going FISCAL DETAILS Account/BARS Notes: Expenditures 422.000.72.531.40.41.00 $increase or ($decrease) $2,020.00 Revenues ($increase) or $decrease $0 Net Budget Impact: $2,020.00 5.3.q Packet Pg. 185 At t a c h m e n t : 3 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 4 2 2 - L a b o r a t o r y S e r v i c e s ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: ODS Pump Replacement Staff Recommendation Number: 4 Staff Member Kim Dunscombe Date Submitted: 11/19/2024 Fund: WWTP, 423 Agenda Packet: staff will complete Department: Public Works Deliberated: staff will complete Program: N/A Outcome: staff will complete Budget Year: 2026 Staff Recommendation: I make a motion to add the ODS Pump Replacement to the 2026 budget. Recommendation Description: The ODS pumps are over 30 years old and are at the end of their useful life. The maintenance, reliability and efficiency of the primary sludge pumping system would be greatly improved by replacing the current diaphragm pumps with progressive cavity pumps. During this pump replacement, piping modifications would also be done to allow pumps to support more than one clarifier, improving system redundancy along with reliability. Also included will be flow meters that will help to better control and optimize sludge flow to the gasifier, improving gasifier system efficiency and reliability by improving sludge consistency. Staff Recommendation Purpose (intended outcomes): • Improve reliability, redundancy and efficiency of the primary sludge and scum pumps by replacing 30+ year old pumps and improving related piping system. Assist with optimizing gasification system performance. Describe All Funding Sources Mountlake Terrace: 23.17% Olympic View WSDist: 16.55% City of Shoreline (RWD): 9.49% City of Edmonds: 50.79% Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): Anticipate not to exceed $350,000 in 2026 (Additional $250,000 in 2027 for a total project cost of $600,000) Project Status (if Applicable) N/A FISCAL DETAILS Account/BARS Notes: Expenditures 423.100.76.594.35.64.00 $increase or ($decrease) $250,000 5.3.r Packet Pg. 186 At t a c h m e n t : 4 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 4 2 3 - O D S P u m p R e p l a c e m e n t 2 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Expenditures 423.100.76.594.35.41.00 $increase or ($decrease) $100,000 Expenditures 423.000.75.597.35.55.23 $increase or ($decrease) $177,765 Revenues 423.100.374.07.010.00 ($increase) or $decrease ($81,095) Revenues 423.100.374.07.020.00 ($increase) or $decrease ($57,925) Revenues 423.100.374.07.030.00 ($increase) or $decrease ($33,215) Revenues 423.100.397.38.423.20 ($increase) or $decrease ($177,765) Net Budget Impact: $177,765 5.3.r Packet Pg. 187 At t a c h m e n t : 4 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 4 2 3 - O D S P u m p R e p l a c e m e n t 2 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: Nutrient Removal Project Staff Recommendation Number: 4 Staff Member Kim Dunscombe Date Submitted: 11/19/2024 Fund: WWTP, 423 Agenda Packet: staff will complete Department: Public Works Deliberated: staff will complete Program: N/A Outcome: staff will complete Budget Year: 2026 Staff Recommendation: I make a motion to add the Nutrient Removal Project to the 2025 budget. Recommendation Description: The WA Dept of Ecology has imposed the Puget Sound Nutrient General Permit upon us. It is anticipated that our current process will not be able to meet these new permit requirements. This decision package will allow us to team with an engineering firm to study our current process and design a solution that will allow our plant to meet the new PSNGP requirements as well as accommodate projected service area growth over the next decade. Staff Recommendation Purpose (intended outcomes): • The predesign effort will assist with the long term planning and ensure compliance with the new PSNGP. Describe All Funding Sources Mountlake Terrace: 23.17% Olympic View WSDist: 16.55% City of Shoreline (RWD): 9.49% City of Edmonds: 50.79% Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): Anticipate not to exceed $350,000 Project Status (if Applicable) N/A FISCAL DETAILS Account/BARS Notes: Expenditures 423.100.76.594.35.41.00 $increase or ($decrease) $350,000 Expenditures 423.000.75.597.35.55.23 $increase or ($decrease) $177,765 Revenues 423.100.374.07.010.00 ($increase) or $decrease ($81,095) Revenues 423.100.374.07.020.00 ($increase) or $decrease ($57,925) Revenues 423.100.374.07.030.00 ($increase) or $decrease ($33,215) 5.3.s Packet Pg. 188 At t a c h m e n t : 5 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 4 2 3 - N u t r i e n t R e m o v a l P r o j e c t ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Revenues 423.100.397.38.423.20 ($increase) or $decrease ($177,765) Net Budget Impact: $177,765 5.3.s Packet Pg. 189 At t a c h m e n t : 5 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 4 2 3 - N u t r i e n t R e m o v a l P r o j e c t ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: 112 Fund Adjustments Staff Recommendation Number: 6 Staff Member Kim Dunscombe Date Submitted: 11/17/2024 Fund: Street Capital, 112 Agenda Packet: staff will complete Department: Public Works Deliberated: staff will complete Program: N/A Outcome: staff will complete Budget Year: 2025/2026 Staff Recommendation: I make a motion to correct the 2025/2026 budget for Fund 112. Recommendation Description: Adjustments are to be made to 112 Fund for the following revisions: 2025 – Safety Action Plan Increase grant revenue by $300,000 for the Safety Action Plan. The Decision Package in the original budget did not program the grant revenue , only the expenditures and interfund transfer were programmed. 2025-26 – Traffic Impact Fee Revenue The estimated Traffic Impact Fee revenues of $651,725 in 2025 and $963,599 in 2026 were incorrectly shown in the budget. The correct revenue estimate for each year is $315,000. 2025-26 – Traffic Impact Fee Transfer The estimated transfer of traffic impact fee revenue to offset eligible transportation capital expenditures in 2025 is $31,725 and $343,599 in 2026. Both transfers are for the 76th Ave/220th Intersection Improvement Project. 2026 Grant Revenue The Decision Package for Highway 99 Stage 3 project incorrectly programmed $3,698,000 in grant revenue in 2026 when the actual amount should have been $1,683,000. The result is a reduction of $2,015,000 to match the estimated expenditure in 2026. Staff Recommendation Purpose (intended outcomes): • Corrections to revenue Describe All Funding Sources Grant Revenue and Traffic Impact Fees Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): Grant Revenue and Traffic Impact Fees 5.3.t Packet Pg. 190 At t a c h m e n t : 6 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 1 1 2 - R e v e n u e C h a n g e s ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS 2025 2026 Notes: Expenditures 112.502.68.597.95.55.12 $increase or ($decrease) $31,725 $343,599 TIF Transfer Revenues 112.000.397.42.112.00 ($increase) or $decrease ($31,725) ($343,599) TIF Transfer Revenues ($increase) or $decrease ($300,000) Grant Revenues 112.000.334.00.000.00 ($increase) or $decrease $2,015,000 Grant Revenues 112.502.345.86.000.00 ($increase) or $decrease $336,725 $648,599 TIF Net Budget Impact: $36,725 $2,663,599 5.3.t Packet Pg. 191 At t a c h m e n t : 6 - S t a f f R e c o m m e n d e d C h a n g e - F u n d 1 1 2 - R e v e n u e C h a n g e s ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: Correct Hotel_Motel Tax Revenue Staff Recommendation Number: 7 Staffmember Kim Dunscombe Date Submitted: 11/19/2024 Fund: Hotel/Motel Tax 120 Agenda Packet: November 19, 2024 Department: Community, Culture & Econ Dev Deliberated: staff will complete Program: NA Outcome: staff will complete Budget Year: 2025 only Staff Recommendation: I make a motion to reduce Fund 120 revenue in 2025 by $119,732 bringing the total to $120,000. Recommendation Description: To correct a double entry of Fund 120 revenue in the proposed 2025 budget, I recommend adjusting the revenue projection to remove the duplicated entry. This adjustment will align the forecasted revenue with realistic expectations and accurately reflect the anticipated fund balance, supporting more precise financial planning. Staff Recommendation Purpose (intended outcomes): • Correct error Describe All Funding Sources Hotel / Motel Tax revenue Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): NA Project Status (if Applicable) NA FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) $0 Revenues 120.000.313.31.000.00 ($increase) or $decrease ($119,732) Net Budget Impact: $0 5.3.u Packet Pg. 192 At t a c h m e n t : 7 - S t a f f R e c o m m e n d e d C h a n g e t o C o r r e c t H o t e l _ M o t e l T a x r e v e n u e ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: CCED Professional Service Staff Recommendation Number: 9 Staff Member Director Tatum Date Submitted: 11/19/2024 Fund: Hotel/Motel Tax 120 Agenda Packet: 11/19/2024 Department: Community, Culture & Econ Dev Deliberated: staff will complete Program: Destination Marketing Outcome: staff will complete Budget Year: 2026 Staff Recommendation: I make a motion to reinstate the funding source for these professional services to the General Fund. Recommendation Description: I recommend adjusting the proposed 2026 budget to change the funding source for a portion of our Tourism Marketing efforts from Fund 120 back to the General Fund, where these funds have historically resided. This adjustment aligns with the original intent of the use of 120 ending fund balance to provide temporary relief to the General Fund in 2025 only, ensuring that the second year of the biennium correctly reflects the General Fund as the funding source. Lodging Tax funds will continue to be used for tourism marketing in 2026, just at traditional levels. Staff Recommendation Purpose (intended outcomes): • Prevent the near complete depletion of the lodging tax fund balance by the end of 2026. • Ending fund balance preferably should be used for high impact marketing efforts, which draw attention to the business in our city. • A commitment to general fund has been historically necessary due to the fact that we only have one major hotel. Cities of our size, and reliance on tourism/visitation, often have marketing budgets of twice our size. • Lodging tax-funded marketing must be targeted at overnight stays. Since we have many day- trip options which we want to support as a destination, we need a more flexible funding source (GF) to maximize our marketing impact. Describe All Funding Sources Change funding source from Hotel/Motel Tax fund 120 to the General Fund 001. Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): Ongoing costs include the design and placement of advertisements in local and regional publications, digital advertising, search engine marketing management, website upkeep, blog and article copywriting, and a portion of marketing program management. While the use of these funds does not result in savings, they do result in increased retail sales tax collections, which are returned to the city, support a thriving business sector. Our destination marketing efforts continue to draw prospective business owners to our city due to the desire to be associated with the brand. Studies vary but show the return on investment for destination marketing in tax revenue to be anywhere from 1:3 to 1:11, making this a sensible investment. 5.3.v Packet Pg. 193 At t a c h m e n t : 8 - S t a f f R e c o m m e n d e d C h a n g e t o m o v e $ 4 9 K f r o m F 1 2 0 t o F 0 0 1 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Project Status (if Applicable) NA FISCAL DETAILS Account/BARS Notes: Expenditures 120.000.31.575.42.41.00 (decrease) ($49,000.00) Expenditures 001.000.31.575.42.41.00 Increase $49,000.00 Net Budget Impact: $0 5.3.v Packet Pg. 194 At t a c h m e n t : 8 - S t a f f R e c o m m e n d e d C h a n g e t o m o v e $ 4 9 K f r o m F 1 2 0 t o F 0 0 1 ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: Reinstate Arts & Cultural Svcs Program Mgr Staff Recommendation Number: 9 Staffmember Director Tatum Date Submitted: 11/19/2024 Fund: General Fund / 001 Agenda Packet: staff will complete Department: Community, Culture & Econ Dev Deliberated: staff will complete Program: Arts and Culture Outcome: staff will complete Budget Year: 2026 Staff Recommendation: I make a motion to restore funding for the Arts and Culture Program Manager’s salary in 2026 as described in Staff Recommendation #9 Recommendation Description: During the lead up to the release of the 25-26 budget, departments were required to identify reductions to their staff and professional services in 2025. The elimination of funding for the Arts and Culture PM position for 9 months of 2025 was meant to be for FY 2025 only. The defunding of the position was carried forward into 2026 in error. The impacts of this are that this position will not be hired until early to mid-2027 and result in the work of this program manager being transferred onto the Director and Arts Program Specialist for a period of 2 years. This creates a large strain on existing staff, reduces the program’s capacity to bring the community together and accomplish goals, and to manage the programmatic work of this decades old program. The Edmonds Arts Commission is 50 years old in 2025, which is an indication of the long-standing commitment to the arts and creative economy in Edmonds. Staff Recommendation Purpose (intended outcomes): • Allow for the hiring of staff in early 2026 • Allow the program to regain functionality in 2026 • Prevent the loss of institutional knowledge, and sustain connections and momentum in the creative sector • Reduce the strain on existing staff which will be responsible for implementing the program’s work over the next two years • Improve the strategic alignment and execution of the creative district work plan Describe All Funding Sources General Fund Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): Ongoing costs are the salary of the employee which are not new expenditures, but a continuation of a long-standing program responsible for coordination of the arts sector and boosting the creative economy. Amount shown here is mid-step of NR-35 range plus an estimated amount for benefits. 5.3.w Packet Pg. 195 At t a c h m e n t : 9 - S t a f f R e c o m m e n d e d C h a n g e - A r t s C u l t u r a l S v c s P r g m M g r ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s ) Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Project Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures 001.000.61.573.90.11.00 001.000.61.573.90.23.00 $increase or ($decrease) $161,875 Revenues ($increase) or $decrease $0 Net Budget Impact: $0 5.3.w Packet Pg. 196 At t a c h m e n t : 9 - S t a f f R e c o m m e n d e d C h a n g e - A r t s C u l t u r a l S v c s P r g m M g r ( 2 0 2 5 - 2 6 B u d g e t D e l i b e r a t i o n s )