The URL can be used to link to this page

2024-11-19 Council Special PacketAgenda Edmonds City Council SPECIAL MEETING NOTICE COUNCIL CHAMBERS 250 5TH AVE NORTH, EDMONDS, WA 98020 NOVEMBER 19, 2024, 7:00 PM 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) S. 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)(1) (15 MIN.) 7. RECONVENE IN OPEN SESSION ADJOURNMENT 9:30 PM Edmonds City Council Agenda November 19, 2024 Page 1 4.1 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 Packet Pg. 2 4.1.a Council Budget 2025-2026 Queries 5.0 Submitted by November 7, 2024 Published November 13, 2024 Q1 Budget� General Queries What are the dollar and percentage reductions for each department? (CM Paine, 10/24/2024) Al This question will be forwarded to the next query. Q2 What are the job titles of the non reps participating in furloughs? (CM Paine 1 1 /4/2024) A2 Department Position Title Executive Assistant to Council Execuive Assistant to the Me or HR Director Human Resources Assistant Senior Human Resources Anahfst Human Resources Manaaer Court Administrator Assistant Court Administrator Administraive Services Director City Clerk Safety & Disaster Coordinator Execuive Assistant Confidential 11 Execuive Assistant Confidential I Comm Svc/Econ Oev Diractor Arts & CulWral Svcs P m Manaoer Oe%mh3prryent Services Oirector Planni Manaaer Associate Planner Associate -rransporlalian Planner Planner Planner I Planner I Senior Planner Build Ofricial Permit Superviscxr Mecreation Su rvisor Park Rec & CulWral Svc Director Oevuty Parks Director Park Planner & Capital PrcAect Manaaer Parks Maintenance h4anaper Public Works Director Facififes rVianaper C1W En ineer Capital Pr "ects Manacer Capital Pro -acts Maner Cavited P acts Manaaaw CagAted Projects Manager Ennineerina Pr ram Manauer 11 Senior Ufities En 'neer Stomruwater E ineer Irranspcwtabon En ' near Associate En . neer Capital Prc4ecls Man er SlreevStorm Mana5ler Environmental Proararn Specimffist Water/Sewer Mana WWTP Manaaer WWTP Plant Su sor Asset/Propiect Mana nt speciamst Fleet Manag3er IS Managger _ StreeVStorm Manager Council Mayar Human Resources Human Resources Human Resources Human Resources Court Court Admin Services Adnin Services Pofice Pa -ice Poice Comm S1rs/Econ Dow Comm Svs/Econ Dev Development Services Development Services Development Services Devel meet Services Development Services Devel rent Services Development Services Development Services Development Services Development Services Parks & Recreafon Parks & Recreafon Parks & Recreafon Parks & Recreafon Parks & Recreafon Public Works Public Works Enainaerina Eng*naerina Encgne-ewing3 Encfineeirina Engineeirina Eng*neerina Enaineerina Enaine-ewina EncAneerina Encmineerina Ens*neerina Pudic Works Public Works Public Works Public Works Public Works Public Works Public Works Admin Services Public Works 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 I* N O N Packet Pg. 3 4.1.a 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. 0 L6 w as �L as CJ N 0 N LO N O N 4) 3 m N O N r a� E 3 N O LO m •L m 3 CJ d a� 3 m m E r w a Packet Pg. 4 4.1.a 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. iag-program-fact-sheet.pdf iag-use-of-funds.pdf https://www.nc.0a.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? 0 L6 w 2 •L as CJ N O N LO N O N 4) 3 m v N O N r a� E 3 N 0 LO m 3 CJ d a� m m E t c� r w Q Packet Pg. 5 4.1.a 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) Al 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) Al 1 The Commission is currently researching becoming a 501(c)(3) There is no need for the $5k city contribution in 2025 v N O N Packet Pg. 6 5.1 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. Packet Pg. 7 5.1 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 41h, 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 Packet Pg. 8 ■ 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" 5.1.a 0p EDM � O v � Prepared for: City of Edmonds Prepared by: transpogroup Tr Q Packet Pg. 10 5.1.a Table of Contents Introductionto the Plan...........................................................................................................147 PlanDevelopment...................................................................................................................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 CommunityTransit..............................................................................................................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 City of Edmonds Transportation Master Plan I DRAFT October 2024 7 Packet Pg. 11 5.1.a 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 CITY OF EDMONDS TRANSPORTATION PLAN I OCTOBER 2024 Packet Pg. 12 5.1.a w m E m w _ O O a N C fC L _ a as m d L Q E O U _ a) E d W _ O O O Q N _ O L L 0 E 0 Q Packet Pg. 13 5.1.a 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)' requirements, the Transportation Element and Transportation Plan must identify existing transportation system Washington State 36.70A RCW. Available at http://apes.leg.wa.gov/rcw/default.aspx?cite=36.70A CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 147 Packet Pg. 14 5.1.a 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 "r Packet Pg. 15 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 149 Packet Pg. 16 5.1.a 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. Less Detail State Transportation Plan Regional Transportation Plans More Local Detail Transportation Plans 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 City of Edmonds Transportation Master Plan I DRAFT October 2024 Packet Pg. 17 5.1.a 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, CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 151 Packet Pg. 18 5.1.a 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 19 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 153 Packet Pg. 20 5.1.a Figure 1-1 Edmonds Roadway Network or LEGEND Regional Trails Railway Waterbody Park or Open Space Edmonds City Limits A N 3 '` �j l iASl.+st tw O� 17Ar11 ST SW / F toot" srsw f > i Z Z wrHsrsw a nvftraq f uuEAssr � r Toje rwr z < i MAINSI �!.•. M IF IN FAW wo, f = a 1rr i "Ar 37rrH Sr SW j D EUMO�S ` Y I I� p[ ^ lkp - 'It, F MILES 1 qtr. cT tH :W4M Sr SW � 9 :e�nl sr sw SWTH Sr SW 1 I.7M S i GYV I / 710TH ST Sw L I FL *4 L16 rH CT %W il[M or SW / 1NrT�cT SW City of Edmonds Transportation Master Plan I DRAFT October 2024 n "r Packet Pg. 21 _ 0) W _ O O O- N C fC L _ CU FL a� m t d Q E O U _ 0) W _ O O CL _ L O 0 _ 0 2 Q 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I OCTOBER 2024 155 Packet Pg. 22 5.1.a Figure 1-2 Roadway Functional Classification LEGEND Intersection Control (c Roundabout 9 Signal Roadway Functional Class — Freeway — Principal Arterial Minor Arterial — Collector 2, Regional Trails Railway Edmonds City Limits 0 0.5 1 I A N A&Wow&* ee.e P.* City of Edmonds Transportation Master Plan I DRAFT October 2024 �r Packet Pg. 23 5.1.a 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 (1-5) 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 157 Packet Pg. 24 5.1.a 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 1-5, 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 Packet Pg. 25 5.1.a Figure 1-3 Existing (2023) Roadway Average Daily Traffic (ADT) LEGEND Traffic Volumes — < 2500 2,500 - 5,000 5,000 - 10,000 10,000 - 15,000 �> 15,000 Railway Edmonds City Limits k Co ` A N �' IItTM n SW D 116TM IT SW IWTMsTSW 3 3 az z S IITT2l srsw :0TH sT sw �991 .'. sT tW 111 2WM IT sw 212TH sT SW v 114TH S T SW 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. w _ E d W _ Q a..l L O IZ fn C fC _ fC a as m d L IZ E O U _ 0) E 2 LU _ 0 O IZ N _ L M 0 _ E 0 Q CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 159 Packet Pg. 26 5.1.a 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 1-5. • SR 524 (Puget Drive/196th Street SW) runs east -west connecting SR 104 to SR 99, 1-5, 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 City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 27 5.1.a 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; CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 161 Packet Pg. 28 5.1.a 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* • Sidewalks on both Pedestrian facilities built sides of the roadway, or; Good as identified in planned •Multi -use path on one network side of the roadway • Sidewalk along one Pedestrian facilities exist, side of the roadway, or; Acceptable but not as identified in • On -street shoulder planned network facility for pedestrians No pedestrian facilities Poor • No facilities exist present 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* Bicycle facilities built as - Bike lanes on both sides Good identified in planned of roadway, or; Lm network • Multi -use path on one side I of the roadway Bike facilities exist, but not - Large shoulder or bike Acceptable as identified in planned lanes not to standard, or; network • On -street shoulder facility for bicyclists Poor No bicycle facilities present • No facilities exist City of Edmonds Transportation Master Plan I DRAFT October 2024 Packet Pg. 29 5.1.a 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 Existing Existing Corridor Roadway Extents Approach Speed LOS NB 23.8 A 1 3rd Avenue 7th Ave N to SR 104 SB 23.5 A WB 26.8 A 2 Caspers St / Puget Dr 7th Ave N to 76th Ave W EB 25.7 A WB 19.8 C 3 Main St 84th Ave W to SR 104 EB 19.3 C WB 21.9 B 4 212th St SW SR 99 to 84th Ave W EB 19.7 C NB 22.2 B 5 100th Ave W Caspers St to SR 104 SB 23.9 B WB 23.2 C 6 Firdale Ave / 244th St SR 104 to NE 205th St EB 25.0 B 8th / SR 104 (northern NB 27.3 B 7 hallf Main Street to 100th Ave W SB 30.0 A WB 22.1 B 8 220th St 9th Ave to Western city limits EB 22.6 B 9 5th Ave Main St to SR 104 NB 15.8 C CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 163 Packet Pg. 30 5.1.a SB 18.1 B WB 22.5 A 10 228th Ave 73rd PI W to 95th PI W EB 22.2 A NB 21.1 B 11 84th Ave Main St to 238th St SB 23.2 A NB 28.1 B 12 SR 104 (southern half) 100th Ave W to Southern city limits SB 31.4 A NB 25.6 C 13 SR 99 (southern half) 228th St to 244th St SB 29.8 C m NB 18.7 D E 2 14 SR 99 (northern half) Northern city limits to 228th St W SB 23.9 C c NB 21.8 B C 15 76th Ave Northern city limits to 220th St SB 23.7 B O Q N C R 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 _a a intersection performance. a� c a� The city's LOS standards are shown in Table 1-5. L Q Table 1-5 Edmonds Vehicular LOS Standards t O Facility LOS Standard U City Streets Arterials: LOS D or better (except state routes) w Collectors: LOS C or better E State Highways of Regional Significance SR 99 north of SR 104, SR 524: LOS E or better T W State Highways of Statewide Significance SR 104., SR99 south of SR 104: not subject to city Standard, but = O identify situations where WSDOT standard LOS D is not met. r ca Existing roadway LOS in the City of Edmonds are shown in Figure 1-4. The results of the LOS N analysis indicate that all the studied roadways currently meet City LOS standards. In addition to r_ 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 o intersection involves low -volume side streets that experience high vehicle delays during the PM peak hour. E r r a City of Edmonds Transportation Master Plan I DRAFT October 2024 Packet Pg. 31 5.1.a Figure 1-4 Existing (2023) Roadway Level of Service LLUENO Corridor LOS A -C D E F Intersection LOS • A-C ID • F Intersection Contro O Signal 0 Roundabout Stop Intersection Not 01 By City Railway Edmonds City Limi o n I66TH 51 S W 116TH ST SW 110TH ST SW a a 16STH ST SW 1WTH ST SW `991 1. ST . f tH ST SW I:tH ST SW 1110 116TH ST SW '...TH ST SW w E m w _ 0 0 a N C 1- _ a d _ m t d CL E 0 U _ d E d W _ 0 Q _ M L 0 _ 0 Q CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 165 Packet Pg. 32 5.1.a 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) 140 132 127 120 c`o 100 91 > 94 L a)80 78 0 60 .Ln v 40 20 1 5 3 2 3 0 — 2018 2019 2020 2021 2022 � Fatal and Serious Injury Crashes All Crashes 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 "r Packet Pg. 33 5.1.a Figure 1-6 Citywide Collisions from 2018 - 2022 LEGEND Intersection Related Crashes 0 Single Crash Lower # of Crashes Higher # of Crashes o Non -Intersection Related O Bicycle Crash O Pedestrian Crash Fatal Crash ® Serious Injury Crash 2r Regional Trails Railway Edmonds City Limits gl O MILES * C 1 < O 1s 6, m O �o O 0 ° r` n� r v O tl Q ; O q o Z ° O Cb 9 ° o ° o ° O p0CP J'�.i° AM° °C00 o �Q�� (,� ®casrSa�l" ® O O ; ° O U a O ° O - O o 8 O Wq° O e s e 14AINa o ° ° R 00 U 1�j 25 0 O D � ff��66xx��YY77 ?O O ® to O 8p � 00 O° g0 Va 0O O akPO o° 00 0,O 90 U O O ° ?f e ° D O ° 4 ° ° ° � O9`� ° �° BLS. YtjRr 16.11. _„ 1 UTH It SW 180TII ST SW a= 186}H ST 1.. INTH ST SW 99 . H sr s W 108TH ST SW H ST SW i6T115T SW 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 CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 167 Packet Pg. 34 5.1.a involving pedestrians and bicyclists. Other corridors with multiple crashes involving pedestrians and/or bicyclists include 91h Ave S/1001h Ave W, 5' 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 Collisions Collisions Approach Rear Head Pedestrian / Location per Year per MEV Fixed Object Turn End On Bicyclist AngleSideswipe SR 99 / 228th St 12.6 1.08 0 4 30 0 0 21 Sw SR 99 / 220th St 17.6 1.16 0 6 41 0 1 13 19 Sw SR 99 / 228th St 12.6 1.08 0 4 30 0 0 21 6 Sw 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 City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 35 5.1.a 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 FGTS Class T-1 T-2 T-3 — T-4 — T-5 Railway Edmonds City Limits �1 �� 68iH 1i SW gG w �>�THSl SW h i 711 sT SW �l i ; CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 169 Packet Pg. 36 5.1.a 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 1-5. 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 37 5.1.a • 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 Weekdays (5:00 am — 11:00 pm) Center Station Saturdays (5:45 am — 10:00 pm) Sundays (6:45 am — 9:00 pm) Route 112 Mountlake Terrace Station to Ash Way Weekdays (5:00 am — 10:30 pm) Park & Ride Weekends (7:00 am — 9:30 pm) Route 114 Aurora Village Transit Center to Weekdays (5:00 am — 10:00 pm) Lynwood City Center Station 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 Weekdays (4:30 am — 10:00 pm) Edmonds Station 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 Weekdays (4:15 am — 12:30 am) North/185th Station Saturdays (5:00 am — 11:30 pm) Sundays (6:00 am — 10:45 pm) Route 909 Edmonds Station to Mountlake Terrace Weekdays (5:25 am — 12:00 am) Station 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 171 Packet Pg. 38 5.1.a Figure 1-8 Community Transit Routes in Edmonds LYNNWOOD Edmonds Station/ 0 Q Ferry Terminal 102 130 166 416 Dayton St V) Edmonds Park & Ri L 405 871 `n 220th EDMONDS Aurora Village Transit Center Blue Line 101 114 130 113 ZIP Lyi OrE 114 421 228th Mountlake Terrace Transit Center 111 112 119 130 410 413 415 435 810 871 512 513 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 3/4 mile of all local fixed -routes during hours of fixed -route operation. Community Transit currently provides Dial -A -Ride Transit City of Edmonds Transportation Master Plan I DRAFT October 2024 _ w _ 0 c� 0 a �a L _ a a� a� s L a 0 U w _ 0 E a2 w _ 0 r c� 0 a c c� r 0 a� 0 a Packet Pg. 39 5.1.a (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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 173 Packet Pg. 40 5.1.a 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 City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 41 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 175 Packet Pg. 42 5.1.a Figure 1-9 Existing Pedestrian Facilities LEGEND Sidewalk Regional Trails Railway Edmonds City Limits 0 City of Edmonds Transportation Master Plan I DRAFT October 2024 A N ' IdBT1112 SW 1 TSTN ST SW 1901N ST SW 3 3 � 2 20OTN 5T SW S ;a + 9 2NTN 5T SW 20BTN ST SW 2121N SI SW 7 Packet Pg. 43 w _ d W _ O O a N C fC L _ CU a. 0) m d a E O U _ 0) E 2 W _ O O Q _ L M L 0 _ d t 0 Q 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 177 Packet Pg. 44 5.1.a Figure 1-10 Existing Bicycle Facilities LEGEND Existing Bike Lanes Inside City ■ Outside City Sharrow or Common Bike Route Inside City -- Outside City Existing Bike Trails/Paths Inside City -- Outside City Regional Trails Railway Edmonds City Limits PU4f i pM ` �CASPf 1155t 2 O g:. � 1 z1 MILES 0 0.5 1 ffA� 61SHEq� A t N �"N " b 11f TH IT S- IT SW s 1 W 1 $ �__i ueTH ST Sw ■ ■ ■ ■ s+fH ST S� ■ IUSTH ST SW 99 w 2MINST SW ■ ■��■ ��aTH ST SW :.1THa5• City of Edmonds Transportation Master Plan I DRAFT October 2024 "r Packet Pg. 45 _ m E d LLI _ 0 0 CL N C L _ fC a a) _ CL 0 U _ a) E 2 w _ 0 0 CL 0 0 0 a 5.1.a w m E m w _ O O a N C fC L _ a as m d L Q E O U _ a) E d W _ O O O Q N _ O L L 0 _ E 0 Q CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 179 Packet Pg. 46 5.1.a 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 City of Edmonds Transportation Master Plan I DRAFT October 2024 Packet Pg. 47 5.1.a • 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 Countvwide Plannino 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 CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 181 Packet Pg. 48 5.1.a 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: Transoo 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 "r Packet Pg. 49 5.1.a Figure 2-1 Forecast 2044 Roadway Level of Service LEGENb Corridor Level of ` Service ■ —A-C FFF D E F Railway Edmonds City Limits ,-H ST SW i OOTH ST SW 3 3 < i z z `y 3 issn�sr sw t.TN ST SW 99 osTN sT sw IOOTN ST SW 11 ZTN ST SW i Z )MILE 0.5 1 A N 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. _ d E d LU _ O O O Q N _ fC _ a as m Q O U _ I_ W _ O O Q N _ L M 0 a.� _ d E t 0 Q CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 183 Packet Pg. 50 5.1.a 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 Packet Pg. 51 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 185 Packet Pg. 52 5.1.a Figure 2-2 Planned Pedestrian Network LEGEND Pedestrian Route Type Primary Secondary Local Street Trail - - Route Outside City Limits Railway Edmonds City Limits h"S"W ■ City of Edmonds Transportation Master Plan I DRAFT October 2024 A N 1 -�wrtistsw • 1, s. • `■■■lrliiiYisn-n r Lynwood• Transit Center 1'Mile • • _ [991 �..■ • I� L ■ ■ •� �l SMl 3 s y �44L ■ ■ �y ar a. aw ■ ■ i ■ ■ Lahr ; ■ ■ s �r Packet Pg. 53 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 187 Packet Pg. 54 5.1.a Figure 2-3 Planned Bicycle Network LLULNU Bicycle Facility Type Bike Lane Multi Use Path Shared Road Multi Use Trail Further Study Needed - Outside City Connections Q Proposed Ped / Bike Bridge Qi Mountlake Terrace Lightrail Station Railway Edmonds City Limits � to 1 (1 r�1 Q 1 I i 1 1 . 1 1- 1 �1 1 1 Bike Lanes only Considered on 1 Roadways with ADT > 3.500 City of Edmonds Transportation Master Plan I DRAFT October 2024 A N Md1. LI..I � Atsi,.ek lT 5W �")$Or" ITsW 1 ; < 1 _ Lynnwood Transit Center 1y� 1 Mile viTN ST CAW - `991 lClii� st Iw �1 1 s� "r Packet Pg. 55 w C m m w C O O a N C fi3 L I— C a. a) C d t d L Q O U C d E d W C O 1= O CL N C i M d t C) O Q 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 189 Packet Pg. 56 5.1.a Figure 2-4 Pedestrian LOS Route Level of Service A N 14THSI SW N. .m. 3 x ti Lynnwood Transit Center 1 Mile 0 M1H R SW .l. ST SW loot. ST SW ST SW U City of Edmonds Transportation Master Plan I DRAFT October 2024 "r Packet Pg. 57 5.1.a Figure 2-5 Bicycle LOS LEGEND Route Level of Service Primary, Complete 1W Primary, Incomplete = Primary, No Facilities Secondary, Incomplete Further Study Needed © PedrBike Bridge (Not Y.t Constructed ) i(Q1 Mountlake Terrace Ligl Railway j Edmonds City Limits FFM FIwGFn N 3 He , ef, , . tl , n r__, 3 E� b Lynnwood Transit Center 1 Mlle 00 rN ST $ W 304TN sr SW OSTH ST SW TSW 1 w c m w c 0 0 Q N C fC L I— a a) c d t d L Q I_ 0 U C d E d W C 0 Q N C O H O 0 C 0 a CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 191 Packet Pg. 58 5.1.a 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 59 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN OCTOBER 2024 193 Packet Pg. 60 5.1.a 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 61 5.1.a 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 efficiency 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 CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 195 Packet Pg. 62 5.1.a 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 and 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 63 5.1.a 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. CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 197 Packet Pg. 64 5.1.a 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 65 5.1.a 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 'h 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 CITY OF EDMONDS TRANSPORTATION PLAN I DRAFT OCTOBER 2024 199 Packet Pg. 66 5.1.a • 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. City of Edmonds Transportation Master Plan I DRAFT October 2024 / Packet Pg. 67 5.1.a 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. ] CITY OF EDMONDS TRANSPORTATION PLAN I OCTOBER 2024 201 Packet Pg. 68 i� APF .w \ O 777 Draft Transp spElement November 191"12024 Prepared by Transpo Group / City of Edmonds �OV ED�o �c i •[a@[•r: Edmonds Transportation Vision Active Transportation Network goals Active Transportation Network - Pedestrian network - Bicycle network • Transit network • MMLOS • Schedule -�: ■■ Edmonds Transportation Visio--F 5,11,b I a m .N c as a� L Q E O U Pedestria U) ; Bicycles CU E 7r Public Transit Cn r ■ ` Commercial/Freight * 0-0 High Occupancy Vehicle ---o Single Occupancy Vehicle Packet Pg. 71 5.1.b Neighborhood Centers: 1. Westgate 2. Five Corners 3. Medical District Expansion 4. Firdale Neighborhood Hubs: 1. North Bowl 2. Perrinville 3. East Seaview 4. South Ballinger 5. West Edmonds Way 6. Maplewood Transit Routes connecting "w Carters and H Bus sto7 Nigh Caput/ BRT R.O. Downtownt WatcrlroM AcWty Conler 1 Wass Edmonds Way ' Firdxie Village t North Bowl Muplrer,uoil' Medical District Eapaln]kdti Fiver Comore c East seavitw, soutn . i. Packet Pg. 72 a� a E 0 U • 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 Existing Pedestrian Network LEGEND A Sidewalk N Regional Trails Railway ^'\ Edmonds City Limits INTNf„w I / ( IMIN tTfW Yf T� INTN\T M � tV J i [91 a�,. 1 mnNfTM N.rN fT M G _TJL 1 � .9 �- Li s .s A � s how MILES 0 0.5 1 LEGEND Existing Bike Lanes Inside City ■ Outside City Sharrow or Common Bike Route Inside City - - Outside City Existing Bike Trails/Paths Inside City -� Outside City Regional Trails Railway Edmonds City Limits 1 1 1 zl MILES 0 05 1 Existing Bicycle Network �.. A N Active Transportation Network LEGEND A Project Type N Brco Lariat, Murt, Use Pam 1 1W — SKiewalk a _ SdMalk and Bike �d2 Lanes as Trail �� ■ = Roadway >9r • Intersection Protect Edmonds City Limits •R 9 �nw 9 � i rA 11,14,01343 kuJiI wlF- I _ � _ .� 3 .e a I� I • i jd, n N i/ at -is aL 41 rQ. r F i - sw r S f4� i 1 a SW 27 `-t7 ay s SW.II sw-1' Illll 4�' -21 LW JI 6� 3W-24 ti Q 4Y n 05 Wit FIS Packet Pg. 76 Existing Bus Network a. 168th St SW 3 a� a a E LYNNWOOD •- • .• . • - • - �j Edmonds Station/ QQ 184th St SW • • • . N • • Edmonds Ferry - Terminal 188th St SW 9! L • • • • 102 130 166 909 EDMONDS c , E 196th St SW COLLEGE Ln p � E .. Edmonds College 200th St SW • • cf) c Transit Center 1:4 L a� > • '• • 1 • • d 2081h St SW • W p S a `^ 212th St Edmonds 1 3 • • • • • � 0 > a a r Park & Ride .•' O• a ' L • • • a _ a 220th St ; b 0 a 11 - • - • • - • - • - • - CU EDMONDSY228th a 3 9 .. St S . `n = 22 G a g 238th St SW } p 236th St SW 1 • • • •0 • 1• 244th S; SW E NE 205th St Mountlake e Terrace St N 200th St ,,, : 111 112 119 130 Q Z % 515 909 Aurora Village w a % Link 1 Line Transit Center a' % Blue Lime 101 114 130 NE 185th St d Shoreline Packet Pg. 77 Draft Transit Network 01 CL 0 U Roadway Intersection Proj*ec�'� LEGEND • Intersection Project e Roadway Project Edmonds C,ty Umns 4.J F j ��4• �d n� MILES 0 0.5 t rW A N Packet Pg. 79 5.1.b Mult*imodal Level of Service (MMLOS) 10 • 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 Travel Time Corridors (Existing) Corridor 14 - SR 99 (228th St to city 150 limits) Northbound 140--——————————————— — —LOSA 30 Z_;A&SB E �-- -- — -- — —LOSC d 20---- — — — — —————— L-(OSD --———————————————— —L-OSE 10 - - 0 Time of Day oU-)o�CD U-)o�CD LO0 0Ln0 noLOooU-)o O V M.. (P V M (P V M o V M o V M o V M V) V)(O 1- w CO MO 7N N M V LID U')CO 11- OONM 1 3rd Ave 2 Casper I Puget 3 Main St 4 212th 5 100th Ave 8 Firdale 1244th 7 8th I SR 104 8 220th 9 51h Ave 10 228th 11 84th 12 SR 104 (South) 13 14 15 SR 99 (south) SR 99 (north) 78th LEGEND Comdor LOS —A C D E — r Intersection LOS •A C D OF Intersection Control SNr& Roundabu/1 StoQ IrAmsect on Not owne By Crty Rarvray Edmonds City Lints 5.1.b K t Y ci r Q MILES 0 bb i Existing Intersection and Corridor Level of Service FIGURE City of Edmonds Transportation EMment DRAFT Packet Pg. 82 • Transportation Committee o Meetings started in November 2023 o Meet approximately on monthly basis o Last meeting was held on November 18tn • Transportation Survey o Survey closed Juneloth o Evaluation of results • Community meeting (as part of Comprehensive Plan) o Held on May 30t", 2024 o Goals and Policies of Transportation Plan discussion • Public Open House o September 18t", 2024 o Project list discussion Schedule SCHEDULE June July Aug Multimodal Level of Service Program Environmental Impact Statement Develop Draft Project List Draft Transportation Element Updated Land Use / Modeling Finalize Project List and Transportation Element Outreach 2024 a Sep Oct Nov De .N c a� as L Q E 0 U Packet Pg. 84 Questions??? FL m .N _ as a� L Q E O U N d E Cn _ E W _ 0 0 am N C L W L 0 _ V Q Packet Pg. 85 5.2 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 Packet Pg. 86 5.2.a 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 availableon the City's website at: hiips://www.edmondswa.gov/cros/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 bya person with a disability, honorably discharged veteran or military status, or other protected status. Dated this 22nd day of August 2024. Packet Pg. 87 5.2.a 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. a Scope of Services: The services that are the subject of this Request for Proposals (RFP) are the prosecution of y criminal misdemeanors and gross misdemeanors, civil and traffic infractions, criminal code c 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 N law offices. The contracted services are intended to begin on or before January 1, 2025. ° n 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: ht!ps://www.edmondswa.gov/govemment/de]2artments/munici]2al_ 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. Packet Pg. 88 5.2.a 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 isrepresented 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. Packet Pg. 89 5.2.a 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. a U_ Compensation: as 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 y L to set forth the fees or fee structure (e.g. hourly, monthly retainer, per -case fee) to be charged for proposed services. 0 L Selection Process: a 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 phonenumbers; 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 Packet Pg. 90 5.2.a 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 U- practiced over those years. Additional employment history may be submitted and will be considered. 2. The proposer's professional qualification for providing prosecution services, a) Cn including for each attorney likely to provide services: c 0 (a) Law School attended (including year of graduation), year of admission to Washington State Bar, Bar Number, and years of practice. Must be c a member in good standing with the Washington State Bar Association. a (b) Years of experience providing prosecution services. c O i. Describe relevant areas of knowledge and experience related to municipal court prosecution. U- ii. Describe experience with motions practice relevant to 0 prosecution services; iii. Describe jury and bench trial experience. in 3. The proposer's understanding of the type and level of services needed; L 4. The proposer's intended approach to providing the services; 0 a 5. The proposer's experience with therapeutic courts and viewpoint concerning c therapeutic courts. 6. The proposer's experience with diversion programs and viewpoint concerning a� c diversion programs. a 7. The proposer's experience with other alternative programs and viewpoint L a concerning such programs. 8. A statement of the proposer's approach to countering implicit bias.' 9. A statement of the proposer's understanding of the role of the Prosecutor, their 0 E relationship to the court, police department, victims, witnesses and community; w N O N ' 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.racialequiiyalliance. orWresources/public-sector-j obs-opportunity-for-advancine-racial-equity. Packet Pg. 91 5.2.a 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 a 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 in L 15. Contact information for three professional references. as 0 The City reserves the right to reject all proposals, to request additional information a` concerning any proposal and to interview any proposer. Packet Pg. 92 5.2.a ATTACHMENT I 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. Scone 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. Pam. 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 grantingapproval of such expenses. The City further agrees to hold the Consultant harmlessfrom such expenses and costs as set forth hereinabove. Packet Pg. 93 5.2.a 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 anyindividual, 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 theConsultant shall be the files of the City and accessible by the City through its City Attorneyor 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 promptly in accordance with the receipt of the required governmental approvals. this Agreement 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. Packet Pg. 94 5.2.a The Consultant shall obtain insurance of the types described below from insurers licensed to do businessin the State of Washington, and which have a current A.M. Best rating of not less than ANII: 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 a Services Office ("ISO") occurrence form CG 00 01 and shall cover liability arising from U_ premises, operations, independent contractors and personal injury and advertising injury. w 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 vn ($1,000,000) per occurrence and two million dollars ($2,000,000) general aggregate. o 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 formproviding c equivalent liability coverage. If necessary, the policy shall be endorsed toprovide a` contractual liability coverage. Automobile Liability coverage shall have aminimum combined single limit for bodily injury and property damage of one million dollars c ($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 tocontain, 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 anytime. 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 Drohibited. 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. Packet Pg. 95 5.2.a 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 theCity 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 auinroval of work and relationships. Notwithstanding the Consultant's a 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 4) to the City and the City's prior written consent. y 0 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 c the City as client may terminate the Agreement for any reason upon sixty (60) days' notice. In the a` 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 c 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. i t . 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 workand 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 Cityunderstands 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 untilan 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. Packet Pg. 96 5.2.a 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 a 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. w a� 17. Compliance with laws. The Consultant in the performance of this Agreement 4) shall comply with all applicable Federal, State or local laws and ordinances, including regulations y L 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. 0 The Consultant specifically agrees to pay any applicable business and occupation (13 & O) taxes a that may be or become due on account of this Agreement. c 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 Packet Pg. 97 5.2.a 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, a personally appeared , to me known to be the person who U- 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. y L WITNESS my hand and official seal hereto affixed the day and year first above written. N 0 L a M O NOTARY PUBLIC My commission expires: U- Packet Pg. 98 5.2.a 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; Packet Pg. 99 5.2.a 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. a U- 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 in Responsibility, local court rules and the normal standard of care among prosecutors in Western Washington. 0 L a Packet Pg. 100 5.2.b 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 Case Coordinator Kiera Randal Leaaf Assistants Erin M. Ortega Huda AI-Ghazali Jordan Lockett Zachor, Stock & Krepps, Inc., P.S. Prosecuting Attorneys 19401 40th Ave W, Suite 205 Lynnwood, WA 98036 Tel. 425.778.24291FAX 425.778.6925 September 19, 2024 City Clerk Edmonds City Hall 121 Fifth Avenue North, First Floor Edmonds, WA 98020 RE: Response to RFP for City of Edmonds Prosecution Services #2024-HRO1 Dear City Clerk, Arlington Burlington Lake Stevens Lynnwood Mill Creek Monroe Mountlake Terrace Mukilteo Oak Harbor Sedro-Woolley Sultan Woodway Zachor, Stock & Krepps, Inc., P.S. (ZSK), respectfully submits this response to the Request for Proposal for Prosecution Services to the City of Edmonds and we appreciate the opportunity to once again serve the City of Edmonds. Our firm consists of ten qualified attorneys currently serving twelve cities in Snohomish, Skagit and Island Counties. We have three active managers/partners who will perform various functions in meeting the needs of the City and Police Department. Those managers/partners include Yelena I. Stock, James M. Zachor, and Chad W. Krepps. Our senior attorneys have a cumulative 50+ years of criminal prosecution experience and our firm is qualified to provide prosecution services needed and demanded by the City of Edmonds. To properly service the prosecution needs of the City of Edmonds in a highly litigious environment, ZSK believes that it is necessary to deploy one case coordinator and four attorneys (1 supervisor and 3 associates) who would all carry a significant case load. In addition to those attorneys, all three managers would also play significant roles in the servicing of the contract to include officer trainings, policy discussions, RAU appeals, civil and drug forfeitures, charging reviews and Extreme Risk Protection Orders. To meet these needs, our firm would be required to increase staffing. It is ZSK's sincere belief that it would be able to hire, appropriately staff and assume the contract by January 1, 2025. Increasing capacity brings a significant investment in resources, such as office space and equipment (laptops, cell phones, and office furniture). ZSK also sincerely believes that these resources can be in place by the start of the contract on January 1, 2025. It would be ZSK's proposal to begin onboarding on December 1, 2024, and utilize that one -month period as a training/transition period with the current prosecutor's office. ZSK is also aware of a significant backlog (150+ cases) in charging review cases. Our intent for the month of December is also to review and make a charging decision on those cases. 1IPage Packet Pg. 101 UK 5.2.b At Zachor, Stock & Krepps, we are confident that our law firm will meet and exceed the expectations of the City of Edmonds. Further information about the firm and its attorneys and staff is enclosed herein. We are available to respond to any questions you may have regarding each individual employee or the firm. We look forward to the opportunity to once again serve the City of Edmonds. Thank you for your time and consideration. 2 1 P a g e J es M. Zachor SBA #41688 President Zachor, Stock & Krepps, Inc., P.S. a U- Q a� Cn L 0 w 3 Q N 0 L a Packet Pg. 102 5.2.b CITY of EDMONDS ZACHOR, STOCK & KREPPS, Inc., P.S. BID FOR PROSECUTION SERVICES RFP #2024-HR-01 Presented By: ZACHOR, STOCK & KREPPS, Inc., P.S. Attorneys at Law 19401 40t" Ave W, Suite 205 Lynnwood, Washington 98036 Telephone: 425-778-2122 FAX: 425-778-6925 Contact Persons: James M. Zachor e-mail: Yelena I. Stock e-mail: Chad W. Krepps e-mail: ,'A( 110R, 51��(.I: & KRI PPS, INC, PS PROS[ CUM -)N ',f_RVI( I PROPO`,A[ jmz @zsklegal.com yelenanzskle ag l.com chad@zsklegal.com Packet Pg. 103 5.2.b TABLE OF CONTENTS 1. CORPORATE INFORMATION, LEGAL STATUS, AND INSURANCE COVERAGE 3 2. PROFESSIONAL QUALIFICATIONS • EMPLOYEE BIOGRAPHIES AND RESUMES 6 7 3. OUR UNDERSTANDING OF THE TYPE AND LEVEL OF SERVICES NEEDED 16 4. OUR INTENDED APPROACH TO PROVIDING SERVICES 18 5. PROBLEM SOLVING COURTS 19 • EXPERIENCE WITH THERAPUTIC COURTS — VETERAN'S, COMMUNITY COURT • VIEWPOINT CONCERNING PROBLEM SOLVING COURTS 6. AND 7. DIVERSION AND ALTERNATIVE PROGRAMS 19 • EXPERIENCE WITH DIVERSION AND ALTERNATIVE RESOLUTIONS PROGRAMS • VIEWPOINTS CONCERNING DIVERSION AND ALTERNATIVE PROGRAMS 8. OUR APPROACH TO COUNTERING IMPLICIT BIAS 20 9.OUR UNDERSTANDING OF THE ROLE OF THE PROSECUTOR AND ITS RELATIONSHIP 20 WITH THE COURT, POLICE DEPARTMENT, VICTIMS, WITNESSES AND THE COMMUNITY 10.OUR PHILOSOPHY IN PROSECUTING A PRO SE DEFENDANT 21 11. OTHER CLIENTS 22 12. CONFLICTS OF INTEREST REGARDING CITY OF EDMONDS MATTERS 22 13. PENDING LITIGATION OR JUDGMENTS AGAINST FIRM OR ATTORNEYS FOR 22 PROFESSIONAL ACTIVITIES 14. PROPOSED COMPENSATION STRUCTURE FOR SERVICES RENDERED 23 15. THREE PROFESSIONAL REFERENCES 24 FREQUENTLY ASKED QUESTIONS 25 IA('11013, SIOCI: v KRf PPS. INC., P S. - PROSECUFION tiFRVl(E`,PROP()SAL Packet Pg. 104 5.2.b 1. CORPORATE INFORMATION, LEGAL STATUS, AND INSURANCE COVERAGE Name: Zachor, Stock & Krepps, Inc., P.S. Status: Good Standing with the State of Washington Address: 19401 401h Ave W, Suite 205 Lynnwood, Washington 98036 Tel: 425-778-2122 FAX: 425-778-6925 James M. Zachor e-mail: Yelena I. Stock e-mail: Chad W. Krepps e-mail: jmz(a},zsklegal.com yelena(c _al.com chad azsklegal.com Washington State UBI Number: 604 812 586 Federal I.D. Number: (S corporation): 87-3001007 Employment Security Reference Number: 87187096 Labor & Industries Account I.D. Number: 080, 262-00 Corporate History: Zachor, Stock & Krepps, Inc., P.S. (ZSK) formed in October 2021. ZSK currently holds the prosecution services contracts for twelve cities in Snohomish, Skagit and Island Counties. ZSK's predecessor firm, Zachor & Thomas, was created in 2004 and held many of the same contracts listed below, to include the City of Edmonds prosecution services from 2003 until 2022 when ZSK took over that contract. The three current partners of ZSK all worked for Zachor & Thomas. All taxes and obligations of Zachor, Stock & Krepps, Inc., P.S. are current. The firm also maintains medical/dental insurance and retirement benefits for all its full-time employees. Current Prosecution Contracts: City of Arlington Prosecution Contact: Chief Jonathan Ventura 360-403-3400 City of Burlington Prosecution Contact: Chief Michael Luvera 360-755-0921 City of Lake Stevens Prosecution Contact: Chief Jeff Beazizo 425-334-9537 City of Lynnwood Prosecution Contact: Chief Cole Langdon 425-670-5600 City of Mill Creek Prosecution Contact: Chief Stan White 425-445-6175 City of Monroe Prosecution Contact: Chief Jeffrey Jolley 425-794-6300 City of Mountlake Terrace Prosecution Contact: Chief Pete Caw 425-670-8260 City of Mukilteo Prosecution Contact: Chief Andy Illyn 425-263-8100 /A0I0R, `MOCK & KRF PP;, INC., P S. PROSI CUTION ',FRVI( LS PROPOSAL a o: a� 0 a� 0 3 d 0 a Packet Pg. 105 5.2.b City of Oak Harbor Prosecution Contact: Chief Tony Slowik 360-279-4601 City of Sedro-Woolley Prosecution Contact: Chief Dan McIlwraith 360-855-0111 City of Sultan Prosecution Contact: Chief Craig Hess 425-388-6260 Town of Woodway Prosecution Contact: Chief Jason Valentine 425-670-8260 Areas of Specialization: Municipal Prosecution, criminal law, municipal law, domestic E violence prosecution, impaired driving (DUI) prosecution, civil and a_ traffic infraction prosecution, drug/civil/weapon seizures, and forfeitures. as co Organizational Size: Ten Attorneys Three FTE Legal Assistant One FTE case and witness coordinator c P a Technology and Access: Prosecutor by Karpel (digital file management system) Managed SharePoint Website (for electronic exchange of police reports and evidence) a 24-hour access to digital files with dedicated VPN and network Secured Office All employees have received Criminal Justice Information's System Security and Awareness Training Judicial Access Browser System Access Department of Licensing Public Access Portal Account Snohomish County 911 Public Access Portal Account Facsimile (FAX) Machine/Scanner with Dedicated Line Law Library and On -Line Legal Research Surface / Laptop Computer for each attorney Regular Shred Service (every other week) Corporate Insurance Information: Lawyers Professional Liability (see attached Insurance Summary): Insurance Carrier: Travelers PO Box 2950 Hartford, CT 06104 Policy Number: 107466779 Policy Limits: $1,000,000.00 each claim/ $2,000,000.00 aggregate Deductible: $5,000.00 2. Business Policy: (see attached Declaration Page): Iiv I10R,',fo ( IC MR,,( PPS.INC . P S. PROSfOMON �J Rv( [ PIMPOtial_ Packet Pg. 106 5.2.b Insurance Carrier: State Farm Fire and Casualty Company P.O. Box 5000 Dupont, WA 98327-5000 Contact Person: Rachel Alexander Insurance Agency 644 NW Richmond Beach Road Shoreline, WA 98177 206-542-8000 Policy Number: 98-GJ-1323-4 Policy Limits: Business Personal Property: $40,000.00 Loss of Income:Actual Loss Business Liability $1,000,000.00 Medical $10,000.00 Products -Completed Operations: $2,000,000.00 General Aggregate (other than PCO) $2,000,000.00 IA( I10R, SI OCK & KRI PPS, IN(j) S. - PHOSI CUT ION tiER\/I( F; PROPO`,AL Packet Pg. 107 5.2.b 2. OUR PROFESSIONAL QUALIFICATIONS Our senior attorneys have a cumulative 50+ years of criminal prosecution experience. Proposed contract manager/supervising attorney Yelena Stock has 15+ years of municipal prosecution experience. The proposed in -court supervisor Dane French has 3+ years of criminal experience. Other attorneys that would appear on behalf of the City of Edmonds include James M. Zachor (15+ years of municipal prosecution) and Yi Xue (2 years of prosecution experience as well as 10+ years as an attorney in China) as well as two other attorneys that would be hired to service the contract. Among the ten attorneys employed by Zachor, Stock & Krepps, only a couple have a less than one year of municipal prosecution experience but those have working knowledge of the criminal process after spending time as defense attorneys or as legal interns in a prosecutor's office. ZSK intends, if awarded the contract, to supplement it attorneys by hiring three (3) additional attorneys to properly staff the contract. Those attorneys may or may not have prior prosecution experience. ZSK would also need to hire an additional case coordinator to facilitate victim/witness communication and case preparation. Each attorney in our firm has an extensive and proven working knowledge of municipal prosecution including the review and charging of cases, negotiation, motions practice, jury trial experience and appellate work. All our prosecutors are knowledgeable in the changing environment of prosecution brought about by changes in the law and shifts in societal thinking. We understand that each case presents a unique potential to not only hold people charged with a crime accountable, but also to do so in a way that provides the best opportunity to address the root cause of criminal behavior and thereby reduce recidivism. All our prosecutors are knowledgeable of the opportunities afforded by therapeutic alternatives to punishment, but we are also not blind to the challenges. We all have had some amount of experience in therapeutic or alternative court programs in Edmonds, as well as, other jurisdictions. Packet Pg. 108 5.2.b ATTORNEY RESUMES AND BIOGRAPHIES Yelena I. Stock WSBA: 41248 Bar Status: Good Standing yelena@zskelgal.com Ms. Stock is a first generation Honduran American and first child in her family born in the United States after her parents immigrated to the United States in the in the mid- 1970s. Ms. Stock is also a United States Navy Veteran having served as a Gunnersmate for five years in active duty and two years as a Torpedomate in the Navy Reserves. Ms. Stock was admitted to the Washington bar in May 2009. She began her career at Zachor at Thomas in 2009. In 2014, she left Zachor and Thomas for the City of Seattle prosecutor's office. There she quickly excelled and became one of the City of Seattle's top trial attorneys, with a special emphasis on prosecuting crimes of domestic violence. During her tenure there, she also gained experience and knowledge, handling cases in many of the various therapeutic court programs offered by the City of Seattle. In June of 2019, she came home to Zachor and Thomas and brought with her knowledge and experience in prosecuting DV cases, but also her knowledge and experience with therapeutic courts. Ms. Stock is one of the supervising attorneys and handles the training of case management, trial work, and assignment of all associate attorneys. Additionally, is lead in the cities of Mountlake Terrace, Mill Creek, and Woodway. Yelena Stock was admitted to practice in the State of Washington in 2009, has over 11 years of prosecutorial experience, and is a seasoned trial lawyer. Yelena comes to Washington from Arizona after graduating from Arizona State University with a B.S. in Justice Studies in 2004. She has lived here for now for over 15 years. She received her J.D. from Seattle University School of Law in 2008. Before stepping into law, she served in the U.S. Navy. Serving five years of active duty as a Gunnersmate on the U.S.S. Rainier, stationed in Bremerton, Washington and the U.S.S. Willamette stationed in Pearl Harbor, Hawaii. Additionally, serving as a Navy Reservist for two years as a Torpedomate assigned to Pearl Harbor, Hawaii and Everett, Washington. She additionally speaks Spanish. As a misdemeanor prosecutor for 11 different Snohomish County Cities and the Seattle City Attorney's Office, she has resolved thousands of criminal cases. She was an associate attorney at Zachor and Thomas, Inc., P.S. for almost six years. During her time there, she was a lead prosecutor /A1 I IOR, ;l OC7< 9 KIM PPS, IN(., P.S. - PRosI M f ION `�I_i-VI( E'. Pf(()PO" AL Packet Pg. 109 5.2.b for the cities of Lynnwood, Mill Creek, and Mountlake Terrace. At the Seattle City Attorney's office, she was a lead Domestic Violence prosecutor for almost four years. In 2017, she assisted in developing the Regional Domestic Violence and Firearms Enforcement Unit. She also became the LINC (Legal Intervention Network of Care) prosecutor and worked in Seattle Municipal therapeutic courts. LINC is a diversion program that focuses on the Trueblood population. In June of 2019, she returned to her home - Zachor & Thomas. In 2021, she became partner with Zachor, Stock & Krepps. a U_ RESUME Q LEGAL EXPERIENCE N L Zachor, Stock & Krepps, Inc., P.S., Lynnwood, WA Oct 2021— Present w Partner/Shareholder d ■ Vice President of Human Resources N 0 • Trains all attorneys on motions and jury trial practice a • Maintains caseload for Cities of Mountlake Terrace and Mill Creek a) • Supervises all associate attorneys = Zachor & Thomas, Inc., P.S., Edmonds, WA Jun 2019 — Oct 2021 Senior Associate Attorney ■ Assume a supervisory role of junior associates, legal interns, and legal assistants ■ Train associates in trial advocacy • Serve a lead negotiator and trial attorney for the City of Edmonds. City of Seattle, Seattle, WA Assistant City Prosecutor Sep 2014 — May 2019 ■ Specialty Court Unit: LILAC Prosecutor (Legal Intervention Network of Care), criminal diversion program focused on mental health and Trueblood population; Work with community partners Behavioral Health and Recovery Division and Community House; Mental Health Court and Community Court (a dedicated court for low-level offenders). ■ Domestic Violence Unit: DV lead prosecutor; vertical prosecution from filing decision to trial; work with team of DV Victim Advocates; train Rule 9 interns and new attorneys; Participated in HB 1840 Firearms Surrender Enforcement Work Group (2016) which assisted in creating the Regional Domestic Violence Firearms Enforcement Unit (2017). Zachor & Thomas, Inc., P.S., Edmonds, WA Sep 2008 - Apr 2014 Senior Associate Attorney ■ Represented nine Snohomish County Cities in criminal misdemeanor prosecution and civil infractions. ■ Lead prosecutor for the Cities of Lynnwood, Mill Creek and Woodway. Appeared in multiple District and Municipal courts for arraignments, pre-trial hearings, motions, trials, and appeals. Police Liaison for respective police departments, including training and legal updates. Trained Rule 9 interns and new attorneys. i/W 10F, "lMR- IT" IN( PS hH(l ;f rII� C1 �l Packet Pg. 110 5.2.b Federal Public Defenders Office, Seattle, WA Jan — Apr 2008 Legal Extern Social Security Administration, Office of General Counsel, Seattle, WA May — Aug 2007 Legal Extern U.S. Navy Reserve 2"d Class Petty Officer (Torpedoman's Mate/E-5) Dec 2001— Sep 2004 U.S. Navy Active -Duty 3.d Class Petty Officer (Gunner's Mate/E-4) May 1994 — Apr 1999 ■ Maintenance and handling of weapons, ammunitions, and related equipment and systems. ■ Good Conduct Medal, National Defense Medal with Bronze Star, Outstanding Volunteer _ Medal a a_ a_ Education ■ Seattle University School of Law - Juris Doctor 2008 ■ Arizona State University - Bachelor of Science, Justice Studies 2004 y L Lanivaus 0 Spanish — Proficient (Native Speaker) a /ACI IOR, SIOCK & KU PPS, INC., P.S. - PROSF CM ION SERVI( B PROPOSAL Packet Pg. 111 5.2.b James Matthew Zachor WSBA: 41688 Bar Status: Good Standing jmz@zsklegal.com Mr. Zachor has been an attorney since October 2009. He graduated from the Thomas Cooley School of Law in Lansing, Michigan where he graduated Cum Laude (top 10% in class). He has been a prosecutor with Zachor and Thomas for approximately 12 years (almost 10 as an attorney and 2 as a "Rule 9" legal intern). He is currently the supervising attorney for the City of Edmonds and oversees all other attorneys who handle Edmonds cases. He is also the supervising attorney overseeing all associate attorneys in the firm. In this role he defends the City of Edmonds on appeals, provides Edmonds Police Officers with legal updates, reviews police reports to make charging decisions, and is on call 24 hours a day, 7 days a week, for Edmonds Officers in need of review of search warrants, arrest warrants, or for charging/arrest questions in the field. In addition to primarily representing the City of Edmonds, he also serves all other contract cities by reviewing charging decisions, making appearances in court, and providing policy and legal opinions on issues of law. He has attended the DUI Boot Camp as well as Drug Recognition Expert (DRE) training along with Washington Law Enforcement Officers to better understand investigation techniques and better prosecute those suspected of driving while impaired by a substance other than alcohol. RESUME LEGAL EXPERIENCE Zachor, Stock & Krepps, Inc., P.S. Oct 2021— Present President • Client services — responsible for all services related to contracts • District Court Jail calendar ■ City of Sedro-Woolley primary attorney ■ RAU Appeals • Charging Reviews/Decisions • Supervising Attorney ■ Police officer training ■ ARIDE instructor • Extreme Risk Protection orders ■ Code and animal control hearings and appeals !iA(1I01k, ',T(1( IC f� K1,1 PI", IN( ", PROY (I iON `,LIRA/I( I PROPH ,X Packet Pg. 112 5.2.b Puget Sound Senior Baseball League, Seattle, WA May 2019 —Present League Legal Counsel ■ Advises non-profit organization on legal matters relating to sports and organizational liability, contracts and rules relating to players, managers, board of directors and spectators. ■ Drafts legal memoranda with opinions relating to sports and organizational liability, contracts and rules relating to players, managers, board of directors and spectators. Zachor & Thomas, Inc., PS, Edmonds, WA Oct 2009 — Oct 2021 Senior Prosecuting Attorney ■ Became full time associate attorney in firm after passing the Bar Exam in October of 2009. ■ Represented numerous cities in various court proceedings such as arraignments, pre-trial hearings, jury confirmation/readiness hearings, motions, and bench trials. ■ Assisted in file preparation (i.e., ordering photos/police reports/911 tapes/drug & paraphernalia tests/NCIC III requests). ■ Prepared and issued subpoenas for trial and motions. ■ Researched, wrote, and argued substantive 3.5 and 3.6 motions. ■ Primary Cities of responsibility have included Lynnwood, Lake Stevens, Arlington, Edmonds and Monroe. • Participated in 20+ jury and bench trials. ■ Contacting victims of domestic violence to inform them of the DV laws in Washington and provide information on the status of a case, information on various domestic violence services available to victims in Snohomish County, information on Crime Victim Compensation fund, obtaining protection orders. ■ Prepare policy memos on new criminal case law for law enforcement agencies. ■ Regularly train patrol officers on WA criminal law areas such as search and seizure, DUI and Domestic Violence. ■ Consults agencies and reviews "Extreme Risk Protection Orders" under RCW 7.94. ■ Was the first prosecutor in Snohomish County to successfully argue for and obtain an "Extreme Risk Protection Order." (An Extreme Risk Protection Order is a civil order that prevents individuals with dangerous mental health or corroborative substance abuse disorders who present a danger to themselves or other by possessing firearms.) ■ Was the first prosecutor in Snohomish County to successfully argue for and obtain a renewal of an "Extreme Risk Protection Order. ■ Primary prosecutor all contracted law enforcement agencies in drafting, reviewing and arguing petitions for Extreme Risk Protection Orders. ■ Supervise rule 9 interns, as well as associate attorneys. Zachor & Thomas, Inc., PS, Edmonds, WA Rule 9Intern Summer 2008, Summer 2009 ■ Represented numerous cities in various court proceedings such as arraignments, pre-trial hearings, jury confirmation/readiness hearings, motions, and bench trials. ■ Primary City represented was the City of Lynnwood in most criminal and civil infraction hearings. ■ Assisted in file preparation (i.e., ordering photos/police reports/911 tapes/drug & paraphernalia tests/NCIC III requests). ■ Interviewed/contacted victims, witnesses and businesses. ■ Prepared and issued subpoenas for trial and motions. ■ Researched, wrote and argued substantive 3.5 and 3.6 motions. /A(.IIUR, i,H-WI; 1 RI I'W'. W ., I'S PROY CI I I IMd A RVI( P, ('f11OPo(1AI a LL d s' d L 0 d 0 L. IL Packet Pg. 113 Zachor & Thomas, Inc., PS, Edmonds, WA Apr 2007 - Sep 2007 5.2.b Summer Intern/Legal Assistant ■ Assisted in file preparation (i.e., ordering photos/police reports/911 tapes/drug & paraphernalia testsiNCIC III requests). ■ Interviewed/Contacted victims, witnesses and businesses. ■ Reviewed files for issuance of trial and motion subpoenas. • Researched case law and drafted substantive motions and motion responses. Education Thomas M. Cooley School of Law, Lansing, MI ■ Juris Doctorate, 2009 ■ Graduated Cum Laude ■ Honor Roll (earned a 3.00 GPA or higher in one term) 7 of 9 terms ■ Dean's List (maintained a 3.00 GPA or higher) 6 of 9 terms ■ Certificate of Merit (highest grade in course) - Intra-school Moot Court. Pacific University, Forest Grove, OR - 2001-2004, ■ Bachelor of Arts. Political Science, 2004 ■ Honor Roll/Dean's List 4 of 6 terms Linn -Benton Community College, Albany, OR - 1999-2000 ■ Mechanical Engineering major Oregon State University, Corvallis, OR - 1998-1999 • Mechanical Engineering Major /A( II(11, ]0, N, I:EI PI'�,, INC., P,S. - PROP (I IIION J "VI( P, PROPW'/V a LL w d sr d co L d 0 IL Packet Pg. 114 5.2.b Dane Z. French WSBA: 57848 Bar Status: Good Standing dane@zsklegal.com Dane French decided to pursue a legal career while attending Washington State University, where he obtained a Bachelor of Arts in Criminal Justice with a minor in Political Science. He then attended Gonzaga University School of Law, graduating in 2021. While at Gonzaga University he worked as a Rule 9 with the Elder Law Clinic. This gave him the opportunity to interact with a variety of areas of law, including Medicaid, Estate Planning, and Property Law. This experience also provided his first opportunity to argue a case in Court. After graduating from Gonzaga University School of Law, he found his first work post -bar as a public defense attorney with Mountain Law, PLLC where he reaffirmed his passion for Criminal Law. During this time, he gained a better understanding of how to analyze cases through the eyes of a defense attorney and better understand the needs of defendants. This experience has translated to better recognizing the strengths and weaknesses of the cases he is actively working on and recognizing what resolutions to cases will be most beneficial to the Community at large. In May of 2022 Dane first started working at Zachor Stock & Krepps as an associate prosecuting attorney. In that time, he has rotated through several cities and currently is serving the cities of Monroe and Arlington. RESUME LEGAL EXPERIENCE Zachor, Stock & Krepps, Inc., P.S. May 2022 — Present Senior Associate Attorney ■ Represented numerous cities in various court proceedings such as arraignments, pre-trial hearings, jury confirmation/readiness hearings, motions, and bench trials. ■ Prepared and issued subpoenas for trial and motions. ■ Research, write and argued substantive 3.5 and 3.6 motions. • Primary Cities of responsibility have included Arlington, Edmonds and Monroe. • Supervise associate attorneys and eligible to supervise rule 9 interns ITS,. IN! - PRoY lll11ON Packet Pg. 115 5.2.b Mountain Law, PLLC Mount Vernon, WA Attorney At Law Sep 2021- Apr 2022 ■ Manage a large caseload representing indigent clients as a Public Defense Attorney in Mount Vernon and Burlington Municipal Courts ■ Wide knowledge of Misdemeanor and Gross Misdemeanor statutes in Washington State. ■ Meet with clients to explain and discuss all aspects of their cases including statutes and proceedings. • Appear on behalf of clients in a variety of court proceedings across two jurisdictions on a weekly basis. ■ Draft motions and other legal documents on behalf of clients Clinical Legal Programs Spokane, WA May 2020- Dec 2020 Elder Law Clinic„ Rule 9 Intern ■ Draft appellate brief, motions, and response brief ■ Research legal issues presented ■ Work closely with clients ■ Argued appeal from Administrative Court in front of the Superior Court ABC Legal Services Seattle, WA Aug 2019 — May 2020; Feb 2017 — Jul 2018 Investigation Specialist, Compliance Dept. • Research complaints and legal issues related to process service • Draft affidavits and declarations for process servers and prepare investigation reports • Review records for inconsistencies ■ Communicate with clients regarding complaints and other issues Education Gonzaga University School of Law Spokane, WA Juris Doctor, December 2020 ■ Street Law Program, Volunteer ■ Irish Jewish Law Caucus, Member Washington State University Pullman, WA Bachelor of Arts, Criminal Justice, December 2016 U 1 ()ld, i1 (I: "�I<RI !'1"�. IfJ� , 1' S PROY ( UTIUN E LL d U m U) 0 d N 0 a Packet Pg. 116 5.2.b Staff Biographies Erin M. Ortega Lead Legal Assistant erin@zsklegal. com Erin joined the firm in March 2004, having graduated with a Bachelor of Arts in Law Enforcement from Central Washington University. Prior to joining our firm, she worked for five years facilitating discovery and client contact with the law firm of Feldman & Lee, P.S., handling primarily public defense cases. She is extremely knowledgeable in dealing with court staffs, the Department of Licensing, Snohomish County 911, defense attorneys, pro -se defendants, victims, witnesses, and law enforcement personnel. She currently serves as a legal assistant for the Cities of Lynnwood, Edmonds, Mill Creek, Mukilteo, responsible for receiving and properly handling a variety of legal document, fulfilling discovery demands, and preparing case files for attorneys. Her performance is exceptional and a true credit to every successful prosecution. Huda Al-Ghazali Legal Assistant huda@zsklegal.com Huda, one of the legal assistants at Zachor, Stock, and Krepps, was born and raised right here in the Pacific Northwest. In 2022, she graduated from the University of Washington in Seattle with a Bachelor of Arts focusing on sociology and law, societies, and justice. Her interest in law was inspired by her family's experiences of war, political persecution, and immigration across the world. At ZSK, she supports the prosecuting attorneys through organization of evidence, management of case files, and communication with victims of crime. She hopes to combine her professional experiences with her personal background and one day become an attorney. Kiera Randal Case Coordinator kiera@zsklegal. com Kiera is a recent graduate from Seattle Pacific University where she obtained a Bachelor of Arts in Political Science with a focus in Public Policy and Law, and a minor in Global Engagement. She is currently in the process of applying to law schools for fall 2025, hoping to stay in the Seattle area where she has lived almost all her life. At ZSK Kiera started as a part-time legal assistant, and eventually transitioned to her current position as Case Coordinator. She primarily works on witness and victim contact, restitution, prepping legal documents, and assisting attorneys in the courtroom. Outside of work Kiera loves reading, spending time outdoors, and playing with her two cats Luna and Apollo. II(')R,'�IO( i<,C E'J f f'I INS I'. I'MYJ CANON �f It�'Ir f, Packet Pg. 117 5.2.b 3.OUR UNDERSTANDING OF THE TYPE AND LEVEL OF SERVICE NEEDED Edmonds Municipal Court was established in 1985, and our attorneys and the attorneys of our predecessor firm have previously served the City as prosecutors from 2003 until July 2023. We are acutely aware of the type and level of current and previous services needed by the City of Edmonds. Because of our experience and involvement in the criminal justice system throughout Snohomish County, we are well positioned to expand services that we anticipate the City of Edmonds will need. a U_ Recent legislative sessions brought about legislation which has already resulted in seismic N shifts in the way potential crime is investigated and how some crimes are addressed. The millions who gathered across the country to rally to the cause of racial justice resulted in multiple police y reform laws. The perceived failure of the war on drugs brought about a change in the way the State, c law enforcement, and prosecutors respond to drug addiction and opioid epidemic. In the passing of SB5476 the Legislature announced that drug addiction should be treated as a public health crisis. c 0 a This new paradigm has shifted the focus to therapeutic courts, dispositional continuances, or pre -charge diversions from prosecution all together. Each option offers unique opportunities. c Our office is prepared to advocate on behalf of the people of Edmonds in each and every program. In Our office is qualified to meet these needs. and has put into practice, an individual centered approach where the goal is not always conviction and jail, but rather a focus on how to help a person obtain the help and services that will get them out of the criminal justice system. This goal can be achieved in many ways such as incentive -based diversion programs, relicensing programs as well as therapeutic or problem -solving courts. In other words, conviction and jail is not the only answer to holding a person accountable. Often with the use of community service and/or engagement with alcohol/drug or mental health treatment, a person may be held accountable, but more importantly learn to hold themselves accountable for their actions. It is our understanding that the City of Edmonds desires, and we are qualified to provide, the individual centered approach which focuses on services and assisting people out of the cycle of drug addiction, poverty, and homelessness. Our office either has been or is currently involved in the creating of the community courts in several cities, the MAP (Mental Health Alternative Program) program in Marysville Municipal Court, and the Law Enforcement Assisted Diversion (LEAD) program currently used throughout Snohomish County. The types of therapeutic and alternative courts the City of Edmonds envisions, as well as recent changes in legislation, present an exciting opportunity to shift from direct filing to a prosecutor review filing system. If the City chose to make this adjustment our office is qualified to enact this shift efficiently and with minimal procedural changes to the police department and the court. A prosecutor review filing system allow the prosecutor's office greater case discretion such ACIIOR, SRl(4( t1 KRI'PPS, INC.. P S. -IROSI CUT ION "FRVI(.ES PfU(TO,AL Packet Pg. 118 5.2.b as whether to 1) file formal a charge(s) against the individual; 2) decline criminal charges; or 3) divert certain cases towards an alternative process such as Community Court or other diversion programs that are likely to come into existence in the near future. In a prosecutor review filing system, the workload of assessing all cases, including its evidence, prior to filing is no longer in the hands of the police department. A prosecutor's general standard of review in charging cases is whether sufficient admissible evidence exists, which, when considered with the most plausible, reasonably foreseeable defense that could be raised under the evidence, would justify conviction by a reasonable and objective fact finder. A charging review is also guided by legal and ethical rules that require a reasonable belief that the evidence is sufficient to convince a jury unanimously, beyond a reasonable doubt, and despite any reasonable defenses, that the defendant is guilty of the charge. This requires a review of ALL evidence known to exist at the time of the charging decision. While such a system has the advantage of greater discretion to divert cases, a prosecutor review system can also delay the filing of criminal charges, charges becoming stale and witnesses or victims can lose interest or contact Additionally, after initial review of the evidence a prosecutor may request further investigation from law enforcement. Likewise, DUI investigations awaiting blood toxicology analysis reports will result in extended delays in charging as toxicology reports from the Washington State Toxicology lab are backlogged 12-14 months. Prosecutors are needed for all court appearances for filed cases as well as an active presence in therapeutic courts. In moving to a prosecutor review model, the bulk of workload will be outside of court. Attorney time will be needed to review, processes, and track all cases pre -filing. When a case is filed the prosecutor in a criminal case shall make timely disclosure to the defense of all evidence or information known to the prosecutor that tends to negate the guilt of the accused or mitigates the offense. However, in a prosecutor review filing system, a prosecutor's ethical obligation to review all evidence, including body camera or patrol vehicle video, occurs prior to filing of criminal charges or diverting cases to a therapeutic or alternative court. Impaired driving investigations and domestic violence calls typically call for a multiple officer response and are longer investigations. In turn there will be several hours of available body worn camera footage. Currently, prosecutor workload encompasses case and evidence review, witness and victim contact, court appearance, case negotiation with four public defenders and private attorneys, motions practice, trial preparation, appellate practice, and forfeitures. The addition of body worn and vehicle video, alternative/therapeutic courts, pre -filing diversion programs, tracking of all pre -filing cases, additional public defenders and prosecutor review will require at least four full-time (supervisor and staff attorneys) dedicated attorneys to properly staff prosecution service needs for the City of Edmonds. AI HIM,, 11 UCI( R. KI:I PP',. IN( 1' S. PROSI r N I ION `J RVI( f_-, {'hOPOSAI Packet Pg. 119 5.2.b 4. OUR APPROACH TO PROVIDING SERVICES We consider these two questions in every case we are involved with: Why did the suspect commit this crime and how can we help prevent the individual from committing this or other crimes in the future? Our approach to prosecution focuses on two types of prosecution theories: and individual - centered approach and the more traditional approach to prosecution. The individual -centered approach addresses both of those questions. This approach does not focus on conviction or jail time. This approach focuses on the individual and what lead that person to commit the crime, or crimes, that they are accused of. Such an approach necessitates obtaining information often not included in a police report. It focuses on the individual and their life. It first focuses on whether drugs, alcohol, mental health, poverty, or some other issue is the underlying cause of an individual's criminal behavior. The individual -centered approach then attempts to work with the individual's attorney to first attempt to get them into a program that addresses the underlying cause of the criminal behavior. More often than not, under the current direct file system, cases are often dismissed or placed on pre-trial diversion program with proof of treatment or programs designed to address the underlying issue, or issues, with the goal being dismissal of the case (thereby resulting in no conviction, no jail time, and minimal costs). With the increased access to pre -filing programs and alternative courts, this individual -centered approach has the potential to truly focus on helping the individual and reduce recidivism across the board. However, there are instances when the individual -centered approach fails or when cases are such an individual or public safety concern that criminal charges must be filed (such as DUI, Domestic Violence, Stalking/Harassment, or crimes against children). Traditional approaches to prosecution may be in order to appropriately deter individuals from violating the law. This perspective has transitioned to include therapeutic aspects and goals. This transition serves to ensure that in addition to deterrence, it also attempts to address the underlying cause, or causes, of the criminal behavior. Such examples are the use of alcohol, drug, and mental health treatment as well as MRT (Moral Reconation Therapy). These cases may still offer opportunities for reduction or dismissal when appropriate. While our role as prosecutor is to ensure the safety of the public and hold those accused of committing crimes in and against this community accountable, we have an equally compelling role of ensuring the accused are treated fairly and that the individual's circumstances are considered. When an individual believes they are treated fairly and with respect, they are more likely to hold an abiding belief in the fairness of the criminal justice system. PROY Cliil(1N ,LhV/I( P, P[fN l'MAL Packet Pg. 120 5.2.b 5. OUR EXPERIENCE WITH PROBLEM SOLVING COURTS, THERAPEUTIC COURTS AND OUR VIEWPOINT Problem solving and therapeutic courts in general are a non-traditional approach towards combating criminal behavior. These types of courts are focused on, as the names imply, problem solving and therapeutic approaches to address, reduce, or eliminate, the underlying causes of criminal behavior. Drugs, alcohol, mental health, poverty, homelessness, or a combination there of will correlate with lower -level property and drug -related offenses. These courts address the multitude of these issues, to help reduce the likelihood of an individual spiraling toward recidivism. Such courts can aid in reducing other scarce resources within the community, such as hospital expenses, fire and medical responses, as well as law enforcement resources. These types of courts can have a positive effect on the community. Our office has worked to build the foundation for these types of courts in other jurisdictions, as well as previously with the Edmonds public defender's office and court to build the foundation for community court under Judges Coburn and Rivera. The proposed attorneys have extensive knowledge in the pros and cons of not only developing a therapeutic court, but also in being a major participant in the running of these types of courts. Yelena Stock was part of the Specialty Court Unit as the LILAC (Legal Intervention of Network of Care) prosecutor at the City of Seattle. This unit specifically is assigned to the therapeutic courts in Seattle Municipal Court. These included Community Court, Mental Health Court, and Veterans Treatment Court. James M. Zachor was on the committee that developed and start the Marysville Municipal Court MAP (Mental Health Alternatives Program) court. Both Ms. Stock and Mr. Zachor also had been active participant at the city of Edmonds stakeholder meetings for the development of its community court. Attorneys in our office have attended local, state, and national trainings on adult treatment courts. 6. and 7.OUR EXPERIENCE WITH DIVERSION PROGRAMS OR ALTERNATIVE PROGRAMS AND OUR VIEWPOINT We believe that diversion programs, properly conceptualized and effectuated, can serve as a great tool in criminal justice. The two general types of diversion programs are pre -charge and post -charge. At present most jurisdictions, including Edmonds Municipal Court, use post -charge diversions. The goal of a diversion is to allow a defendant to earn a dismissal or reduction on their charges if successfully completed. Generally, it includes a combination of community service, law abiding behavior, abstinence from drugs and alcohol, substance use disorder treatment, mental health treatment, moral reconation therapy (MRT) and no contact provisions. Often post -charging diversion programs result in dismissal or reduction in charges. This puts the success in the hands of the defendant. Some jurisdictions use pre -charging diversions. These programs very widely but can also be of great benefit to individuals. Some are directed towards certain offenses, other are directed towards certain demographics. Yelena Stock while at the City of Seattle was a part of the LEAD liA(I I�ll�,'-1O( 11 }� KR! PI `1, IN( , 1' � PRC) Y CI III"N I Packet Pg. 121 5.2.b (Law Enforcement Assisted Diversion) program. The Seattle City Attorney's Office for LEAD had a prefiling component attached to pending cases in its municipal court. Our office has been involved in the development of the Lynnwood LEAD program. If the City of Edmonds adopts a prosecutor -review filing system, the availability of pre -filing diversion programs can be used in conjunction with the problem solving and therapeutic courts. Because the types of pre -filing diversion programs vary so widely, utilization in conjunction with alternative court to obtain the desired outcome: an individual's elimination of contact with the criminal justice system. 8.OUR APPROACH TO COUNTERING IMPLICIT BIAS Our approach toward countering implicit bias begins by acknowledging that implicit bias exists within everyone. Studies have shown that this is true in all walks of life and even in the criminal justice system where the law is supposed to be blind and above such biases. Our office approaches countering implicit bias through intervention such as bias reduction and bias override. Our firm has significant diversity in its employees. This assist in bringing in viewpoints from diverse perspectives. Bias override requires long-term practices and decision -making tools to minimize implicit biases. Our employees are encouraged to attend CLE's (Continuing Legal Education) that includes implicit bias education. Bias reduction requires prosecutor community engagement and constant exposure of prosecutors to positive interactions with the community and to engage all citizens from all walks of life. Many of our employees are part of minority law associates and conduct pro bono work for underprivileged or marginalized communities. Additionally, our team of prosecutors engage in community building exercises such as citizens academies and "national nights out." 9. OUR BELIEF ON THE ROLE OF THE PROSECUTOR AND RELATIONSHIPS WITH THE COURT, POLICE DEPARTMENT VICTIMS, WITNESSES, AND COMMUNITY Due Process is the concept of fundamental fairness, and it requires prosecutors to protect the rights of victims, witnesses, law enforcement officers, the community, and the accused. Prosecutors are ministers of justice, fairness, and equity. For most people, contact with the Municipal Court may be their first and only exposure to the judicial system. That contact may come in the form of a traffic or parking infraction, as a witness to or a victim of a crime or as a member of a jury panel. A prosecutor plays a critical role in promoting due process. The prosecutor is the citizen's advocate to ensure that all procedures required by law and court rules are followed. Through education and the highest levels of professionalism and ethical conduct, the prosecutor is in a unique position to foster the citizen's trust in the fundamental fairness of the justice system. This trust should never be taken lightly. //V I IUR, '.l OCK K KM F'1'S, IN(_ , f .5 PROY (U110N Packet Pg. 122 5.2.b The relationship of the prosecutor to the Police Department is essential to the efficient and diligent prosecution of criminal activity. Availability to respond to inquiries of officers in the field immediately over the years has been a strong point of our firm. We are available at all hours to respond to questions from the field or attend on sight for training meetings or assisting in investigations. This contact has proven valuable to successful prosecution. Administrative questions from the police are also addressed in a timely manner. We provide a regular legal training and update program to the police. We collaborate with the Police Department Domestic Violence Coordinator in communicating with victims and their families. This relationship has to be robust as it often involves the most vulnerable of the city citizens. Our firm has long-standing relationships with the police departments we serve. Attorneys are encouraged to have as much face-to-face interaction with officers, police staff, and command staff as possible. Communication with the court staff is important to maintain a smooth and consistent calendar performance on court days. Without this, the judicial system would quickly disintegrate into chaos. We maintain a congruent and effective relationship with the Court. We have proposed and accomplished changes to court process and scheduling which have greatly benefited all parties. We are proud of our ability to manage cases which includes maintaining regular contact with the victims and witnesses. We respond regularly to victims and witnesses in updating them as to the status of cases, pursing restitution on their behalf, and assisting them in navigating the criminal justice system. Contact with the community in general is an important feature of our office, though we must restrict dispensing legal advice to citizens, which includes victims or witnesses. We engage with the community through different interactions. Yelena Stock has been a guest lecturers/professors at Seattle University School of Law, a presenter at the Seattle University Domestic Violence Symposium multiple times, and Chair of Seattle University School of Law CLE Working with Interpreters and Clients: Translating Between Culture and the Courtroom. We assist in training at the Lynnwood, Mill Creek, Monroe, and Lake Stevens Citizens Academy and would extend the same service if requested. In addition, James Zachor and Chad Krepps present at town hall, safety commission meetings, and city council meetings in all our jurisdictions. 10.OUR PHILOSOPHY TOWARDS PRO SE DEFENDANTS While a person charged with a crime has a right to an attorney, there is likewise a right for a person to represent themselves. Our firm, when dealing with a pro se defendant, strives to encourage that person to first obtain legal counsel to represent them. This firm strives to treat a pro se defendant fairly but also hold them to that same standard as required by the court. We also must ensure that we maintain our ethical duties as a prosecutor which prohibits us from providing legal advice. The rights of a represented defendant and a pro se defendant are identical. However, there are significant pitfalls that a pro se defendant faces. The criminal justice system is adversarial by nature. Prosecutors and Defense Attorneys have extensive training and experience which gives i�(I I(1R, Sl(li,l: Kb;l I'f'S, IN( `J:PV1( F�. 4'ftl)F'OSAI. Packet Pg. 123 5.2.b them the knowledge and skill to present or to defend a case. Save a few exceptions, pro se defendant do not have this knowledge. While a pro se defendant is our "adversary" in the case, it is imperative that we ensure that they are making a freely, knowing, and voluntary decision to represent themselves, including guilty pleas and a jury trial. We ensure a "waiver of counsel" form has been reviewed with the judge and that the defendant is aware of their rights and risks of being pro se. Likewise, when dealing with a pro se defendant, our office also realizes that we must take great care in discharging the duty to victims, witnesses, and the citizens of Edmonds to the best of our ability. 11.OUR CLIENTS U- We currently hold prosecution services contracts for the Cities Arlington, Burlington, Lake Stevens, Lynnwood, Mill Creek, Monroe, Mountlake Terrace, Mukilteo, Oak Harbor, Sedro- Woolley, Sultan, and the Town of Woodway. We also serve as the conflict prosecutor for Island co 0 and Skagit Counties. a� 0 L a 12.OUR AFFILIATIONS OR CLIENTS THAT COULD CAUSE A y CONFLICT OF INTEREST WITH THE CITY OF EDMONDS There are no such affiliations which have in the past presented a conflict with the City ofILL a Edmonds and we do not anticipate any future conflicts to arise. 13. PENDING LITIGATION, JUDGMENTS AGAINST OUR ATTORNEYS, PENDING COMPLAINTS TO THE WASHINGTON STATE BAR ASSOCIATION Ewing v City of Sedro-Woolley, James M. Zachor, et. al — pending in Western Federal District Court of Washington — lawsuit. IA( I IC)R,',IOCK & IURLPP`,, IN(, P S - PRMI CUIION `,LRVIC P, PI OPOI AL Packet Pg. 124 5.2.b 14. PROPOSED COMPENSATION STRUCTURE FOR SERVICES RENDERED A. Our proposed contract term is a three-year contract with an option to renew the contract for two additional two-year periods. B. Our proposed Contract Rate is $51,250.00 per month for Base Prosecution Services, for such duties set forth in the City proposal of services. The proposed contract rate includes all Extreme Risk Protection Orders (new and renewals), RAU appeals, Forfeiture cases, and trainings except as outlined below in paragraph C. C. Hourly Rate of per hour for Specialty Services: 13.C.1 Appeals filed at the Court of Appeals ($350.00 per hour). 13.C.2 Appeals filed at the Supreme Court ($350.00 per hour). 13.C.3 Cases filed at the District Courts that are not criminal gross misdemeanors or misdemeanors (examples include forfeiture cases removed to District Court) ($250.00 per hour). 13.C.4 Such other activities or appearances, not accounted for above (such as review and re -write of city criminal/traffic/animal/parking codes), which are agreed to by the City of Edmonds and Zachor, Stock & Krepps (fee to be negotiated). D. Expenses and Costs: 13.D.1 The City of Edmonds shall reimburse the Zachor, Stock & Krepps for any reasonable out-of-pocket expenses that may be required, in excess of the standard scope of services (appellate filing fees etc.) in the performance of its duties as Prosecuting Attorney. 13.D.2 Expenses of witnesses, expert witnesses, transcripts and transcriptions services, and interpreters, as may be required from time to time, shall be the sole responsibility of the City. 13.D.2 Cost of living increase annually of 4%. i1( I I(M. II,RI M",, IN(_.. I',S, r'Rn;! COfIf)N, �FRV/1( F'� Packet Pg. 125 5.2.b 15. THREE PROFESSIONAL REFERENCES The Honorable Linda W.Y. Coburn WA Court of Appeals, Division I 600 University St Seattle, WA 98101 425-464-7423 Linda.coburn@courts.wa.gov 2. The Honorable Valerie Bouffiou Judge Pro-Tem — Snohomish County 19000 33rd Ave W, Ste 100 Lynnwood, WA 98036 425-241-0901 3. Phillip Su Peterson & Su, PLLP - Partner 15 S. Grady Way, Ste 230, Renton, WA 98057 425-227-7729 Additional References can be provided upon request a U- o_ Q m Cn L 0 3 d N 0 a Packet Pg. 126 5.2.b FREQUENTLY ASKED QUESTIONS We have hereafter tried to answer some of the "often asked questions" of our firm in relation to our municipal court prosecution. If there are any other questions regarding our operations, policies, or any matters before the selection process, we look forward to responding. As Prosecutor how will you handle subpoenas, discovery, and related public disclosure requests? We are in the process of going live with Prosecutor by Karpel (PBK). PBK is a leading software solution for criminal prosecution, serving over 300 agencies across 27 states. PBK is also Criminal Justice Information System (CJIS) compliant. It will allow our office to maintain a completely digital case file and fully digital record retention. Features of PBK will allow us to send discovery electronically via a secure e-mail. Additional features will allow us to provide greater outreach to victims of crimes and more complete case files (integrations with voicemail, e-mail, photos, videos, and file documents). We currently have a regular process for the issuance of discovery; the issuance of subpoenas; the ordering of CCDRs from the Department of Licensing; the ordering of NCIC III, photos, and videos from the police departments; the ordering of 911 tapes from Snohomish County 911; PBK will also ensure that such evidence is stored on a digital case file. The use of PBK will create a more efficient discovery process between the police department, our office, and defense counsels. PBK is currently serving the following Washington jurisdictions: Chelan County, City of Kelso, Columbia County, Cowlitz County, Douglas County, Franklin County, Grant County, Grays Harbor County, Island County, King County, Klickitat County, Mason County, Yakama Nation Prosecutor, Pacific County, San Juan County, Stevens County, Walla Walla County. As to requests for public disclosure, most often these are responded to by the City Attorney. Most documents requested are typically for items under the control of the City or the Police Department. Our firm strives to respond promptly to requests by the City and Police Department so that they can comply with the requirements for public disclosure request. What level of availability would you have to staff during both working and off -hours? Our current office is located at 19401 401h Ave W, Suite 205, Lynnwood, Washington (approximately 10 minutes from Edmonds Municipal Court). Our office hours are Monday through Friday, 7:30am to 5:00pm, albeit we are often in the office during weekends and after hours, depending on the work requirements. We have ten full time attorneys located in the office, as well as support staff. All in our office have their own desktop computer, laptop/Surface and full legal research capabilities and access to the Judicial Access Browser System (JABS). The partners are on call twenty-four (24) hours a day -seven (7) days a week (including major holidays such as Thanksgiving and Christmas). A special business card is provided to the police department, with cell phone numbers of the partners and supervising attorneys for necessary late -hour needs. //VIIOP, ,I()( !I,,,,' KIP III'5.INIi., P_',. f'ROSY CIJiION 4 POK f PR I10I)AI Packet Pg. 127 5.2.c F2 Aaron Walls September 19, 2024 THE WALLS LAW FIRM City Clerk's Office Edmonds City Hall, 121 Fifth Avenue North, First Floor Edmonds, WA 98020 Re: Prosecution Services Proposal City of Edmonds To Whom it May Concern: Renee Walls We have had the pleasure of providing prosecution services for the City of Edmonds for the past year. We are seeking to continue and improve that relationship. We have been providing prosecution services to cities as a firm for 13 years and individually for many years before that. The City of Edmonds is especially compelling for us because Aaron Walls grew up in Edmonds and graduated from Edmonds High School in 1988. His parents have lived in Edmonds since the 1960s. Our firm consists of attorneys Aaron Walls, WSBA 25266 and Renee Walls, WSBA 29911. Our paralegals are Kim Obermayer, Colleen Dolan, and Irma Salinas. Kim is the principal paralegal while Colleen and Irma will provide support including the ability to contact witnesses who only speak Spanish. We also subcontract with Nancy Shattuck, a Spanish speaking domestic violence advocate. Aaron will be the primary designated City Prosecutor and Renee will assist and provide back up. Aaron has been a Prosecutor for over 25 years and is currently the primary Prosecuting Attorney for Edmonds and Algona. He has served as the Chief Prosecutor and Deputy City Attorney for Federal Way and as a Deputy Prosecutor for the County of Okanogan. He has tried over 50 cases to juries as well as conducted numerous bench trials and motions. He has appeared before every level of court in Washington from hearing examiner to the Washington Supreme Court. He has argued numerous appeals at all levels of Washington courts. Renee has been a Prosecutor for over 20 years working for the City of Burien, King County, the City of Federal Way, and Kenyon Disend. She has tried cases to judges and juries and has argued motions and appeals regarding municipal prosecutions. Additionally, she has been a Judge Pro Tem for over 10 years serving in municipal, district, and superior courts. She has been a hearings examiner for the WSBA Disciplinary Board. Kim has over 20 years of experience as a paralegal working mostly for city prosecutors. Colleen has been a paralegal and a municipal court clerk for over 25 years and Irma has been a police p: (206) 453-3572 16300 Christensen Rd, Ste 360 f: (206) 829-9427 Tukwila, WA 98188 Packet Pg. 128 5.2.c jo THE WALLS LAW FIRM Aaron Walls Renee Walls records clerk and a paralegal. They are the glue that holds the firm together and always assures the office runs smoothly and tasks are complete. We recognize that the City has had concerns with some cases being slow to be filed, as well as our responses on some cases in court. We proactively took the step of reassigning Aaron to Edmonds and switching Renee to Burien. We have addressed all the backlog of domestic violence cases and a are working through the remaining review cases. We have improved our communication with the domestic violence advocate and taken steps to more proactively address cases in court. We will commit to ensuring that we review every domestic violence case and every DUI case within a week of it being referred. We recognize that domestic violence cases are time sensitive and delay in L can put victims in danger or weaken the case against the suspect. We are also working with Judge 3 Weiss to update and improve the community court so that it better achieves its goals. 0 L Conclusion a We truly appreciate your consideration and hope to continue to work with the City of Edmonds If you need any further information, we are glad to provide it and are available anytime to answer any of your questions. Sincerely, Aaron G. Walls WSBA# 25266 p: (206) 453-3572 16300 Christensen Rd, Ste 360 f: (206) 829-9427 Tukwila, WA 98188 Packet Pg. 129 5.2.c Aaron Walls Aaron Walls Page One 16300 Christensen Road, Suite 360, Tukwila, WA 98188 Phone (206)453-3572 Mobile (206) 601-8288 aaronathcwallslawfirm.com Experienced public attorney with over 20 years experience in criminal and municipal law and litigation. Expertise in managing a high caseload and addressing diverse legal issues ranging from LL criminal prosecution; property, tort and civil rights litigation; nuisance abatement; municipal w governance; contracts; public disclosure; and legislation. Recognized for insightful and quality legal analysis, and making the law work for the client. Demonstrated ability to effectively and creatively apply the law to successfully advocate for and advise clients. History of anticipating issues and in addressing big issues and details while solving problems. Collabrative team player who thrives in o high pressure environment. m 0 L PROFESSIONAL EXPERIENCE a The Walls Law Firm 2010 to Present Partner Provides high quality prosecution, code enforcement, and civil legal services to municipalities. Emphasize exceptional customer service while providing efficient and superior representation. Cities have included Edmonds, Burien, Algona, Tukwila, Orting and South Cle Elum. Increased city revenue while decreasing costs and court congestion while maintaining high level of accountability for defendants in represented cities. City of Federal Way 2002-2009 Deputy City Attorney 2007-2009 Responsible for resolving a wide range of legal issues for a city of 85,000. Reported to City Attorney and acted as City Attorney where conflicts of interest existed or City Attorney was absent. Advised City Council and addressed municipal governance issues. Trained and advised civil service commission. Advised departments on a wide range of legal issues including regulation and land use matters. Handled civil litigation and provided litigation support, including performing risk analysis and reviewing and responding to tort claims. Drafted and reviewed legislation, contracts, and other documents. Responded and advised on public records issues including litigation. Supervised civil side of law department, including 2 assistant city attorneys and 2 staff. Acted as advisor to police for policy, procedures, contracts, and public disclosure. Successfully represented department in inquest involving a death in police custody. Advised and provided litigation support in civil rights litigation. Collaborated and drafted documents to implement successful new programs including red light photo enforcement, and the SAFE City program involving a public/private initiative to provide video monitoring to high crime areas. Packet Pg. 130 5.2.c Aaron Walls Page Two • Provided legal advice, strategic consultation, and discovery support for $70 million tort claim against City involving multiple parties and issues, successfully emphasized public duty doctrine resulting in an improved legal position through summary judgment motions. • Successfully defended new nuisance abatement program and obtained affirmation of order for demolition of an unfit building against litigious property owner with 30 year history of non-compliance, despite history of failed compliance actions and suits against the City. • Collaborated with co-defendant as lead attorney for City in property and tort lawsuit, resulting in a successful summary judgment motion involving complex property ownership issues. • Represented City in Coalition helping formulate strategy for successful appeal of municipal stormwater system permit, resulting in significantly reduced liability for City, and advised City on stormwater permit compliance. • Led project to update and revise municipal code accreted with redundant and contradictory provisions over 15 years, increasing process efficiency and eliminating contradictory provisions by convening departmental stakeholder group to review proposed organization structure and new code processes and provisions. Implemented new code through ordinances and produced new code resulting in more efficient and clear legal processes and the elimination of vague and unclear provisions. • Led project to revise contracts and contract procedures, redrafted form contracts with input from department stakeholders, and increased contract process efficiency. Chief City Prosecutor 2002-2006 Responsible for all prosecutions in District and Municipal Court, maintained full case load of trials and handled most appeals to Superior Court up to Supreme Court. Assisted City Attorney with civil issues, including tort claims, PDA, civil forfeiture, code enforcement, department administration, drafted ordinances, and pursued new legislation. Managed caseload reaching up to 4300 misdemeanor cases per year with 2 other prosecutors with no significant impact on overall program success. Regularly carried a caseload of 1500+ cases a year while supervising criminal side of department. Supervised criminal side of department including 2 assistant prosecutors, and 3 staff. Developed and implemented policy for greater efficiency and consistency through new written prosecutor standards, new discovery procedures, and other policies. Drafted new domestic violence ordinances and helped successfully lobbied for similar legislation statewide. Okanogan County Prosecutor's Office 1998-2002 Deputy Prosecuting Attorney Lead prosecutor in District Court and then Juvenile Court. Litigated trials in District and Juvenile Court. Handled civil forfeiture proceedings, mental health proceedings, and public records requests. Experience in Superior Court, including co-chairing Murder 2° case. Briefed, argued, won appeals in Superior Court, Court of Appeals, and the Washington Supreme Court. d LL N m a� 0 3 V m 0 a Packet Pg. 131 5.2.c Aaron Walls Law Offices of Scot D. Stuart, Okanogan, WA Page Three 1996-1997 Public Defender — Felony and Misdemeanor Defense Immediately carried a full litigation caseload after previous attorney left unexpectedly. Litigated trials in Superior and District Courts. Briefed, argued, and won appeals in Superior Court and Court of Appeals. Trained junior trial attorneys. El U- EDUCATION, ADMISSIONS, AND LICENSES N d t� Admited to: Washington State Bar Association, # 25266; v� L • Federal District Courrt, Western District of Washington; $ • 9' Circuit Court of Appeals. � m 0 University of Washington School of Law, Seattle WA 1992-1995 a_ Doctor of Jurisprudence - Earned distinguished grades in Criminal, Legislation, Environmental m .., Pomona College, Claremont, CA Bachelor of Arts in Philosophy - National Merit Scholar 1988-1992 Packet Pg. 132 5.2.c Renee Walls Page One Renee G. Walls 16300 Christensen Road, Suite 360, Tukwila, WA 98188 Phone (206) 399-3499 renec a.thewallslawBrm.com 10 years of experience serving as Judge Pro Tern and 18 years of experience serving as a prosecutor in Municipal and District Courts. Collaborative team partner with experience working with City LL Council, City Department Heads and Courts. Expertise in efficiently managing high -volume caseloads N at all stages of proceedings from initial charging decisions through jury trials and appeals. Recognized for quality legal analysis, decisiveness, efficiency, and integrity. a� co L O PROFESSIONAL EXPERIENCE n 0 L a The Walls Law Firm 2010 to Present Managing Partner Provide high quality prosecution, code enforcement, and civil legal services to municipalities. Emphasize exceptional customer service while providing efficient and superior representation. Work with various City Department Heads and is present at City Council meetings for any requested presentations. Cities have included Edmonds, Burien, Algona, Tukwila, Orting and South Cle Elum. Increased city revenue while decreasing costs and court congestion by implementing efficiencies in both areas. Judge Pro Tempore 2008 to Present Responsible for presiding over criminal and civil calendars for King County District Court, the cities of Bonney Lake, Puyallup, and Sumner, and for King County Superior Court. Make probable cause findings, determine bail, and issue warrants. Conduct colloquies on arraignments, guilty pleas, stipulated fact trials, and deferred prosecutions. Determine appropriate sentences and sanctions for probation and release violations. Conduct contested and mitigated infraction hearings. Conduct protective order hearings and name changes. e Rated "Exceptionally Well Qualified" by the King County Bar Association Kenyon Disend, PLLC. 2005 to 2010 Prosecuting_ Attorney Sole prosecutor for the City of Burien and provided prosecution services for other cities. Handled all aspects of criminal prosecution and administration, from charging to jury trials and appeals. Conducted Police training and trained interns. Participated in Court stakeholder meetings and worked with City, police, and court system. Packet Pg. 133 5.2.c Renee Walls Page Two • Met and surpassed City/Client expectations by establishing clear communication with stakeholders and implementing balanced and considered policies. • Managed high caseload while successfully meeting prosecutorial goals and city priorities. • Increased efficiency through communication and coordination between court, police, and defense. • Served as prosecutor for the cities of Burien, Kenmore, Sammamish, North Bend, and Puyallup. Coverage Attorney 2004 to 2005 Provided in -court coverage for attorneys when needed. City of Federal Way 2001 to 2003 Prosecuting Attorney Maintained full caseload and handled any resulting appeals. Appeared in court for arraignment, pretrial, in -custody, sentence and review, and motions calendars. Conducted police training on search and seizure, testimony, and report writing. Made presentations to community groups on issues of domestic violence. • Fostered open communication with the police by attending shift -change meetings to discuss issues regarding police concerns and prosecution policies. King County Prosecutor's Office 2000 becial D ply Prosecuting Attorney Served as the Seattle District Court Jail Deputy. Responsible for arraignment, pretrial, readiness and motion hearings, and jury trials. Responsible for RALJ readiness calendar. Conducted first appearance felony fugitive hearings and expedited felony cases. Responsible for conducting felony plea calendar. Marion County District Attorney's Office 1998-1999 Law Clerk Conducted Grand Jury proceedings on felony cases and obtained testimony from all witnesses for each scheduled case. Reviewed and revised attorney charging decisions based on witness testimony in front of the grand jury. Assisted in orientation of grand jury members and familiarized grand jurors with elements of various crimes and applicable rules of evidence. Managed and carried domestic violence restraining order caseload. Assisted Chief Deputy District Attorney in trial preparation of major Aggravated Murder case, including witness preparation, motions, trial strategy, and evidence review. Packet Pg. 134 5.2.c Renee Walls Page Three State of Oregon Department of Justice 1997 Law Clerk Responsible for researching and writing trial memoranda for civil federal habeas corpus proceedings. COMMITTEES AND CIVIC ACTIVITIES Partnership for Youth Justice Diversion Program Vice President, South King County Bar Association — 2014 in President, South King County Bar Association — 2015 0 Board Member, South King County Bar Association — 2016 m Hearing Examiner, Washington State Bar Association Board of Discipline — 2012 — 2018 ° a Northwest Immigrant Rights Project — Volunteer Attorney — 2018 SECTOR Advisory Board, 2011 EDUCATION, ADMISSIONS, AND LICENSES Admitted to: • Washington State Bar Association - May 25, 2000 WSBA # 29911 Lewis and Clark Law School, Portland, OR 1996-1999 Doctor of Jurisprudence — invited to join Phi Delta Phi, legal honor fraternity, participated in first - year honors program. University of Illinois at Urbana -Champaign 1992,1995 Bachelor of Arts — Participated in Senior Honors Program and graduated with Distinction from the Department of Religious Studies. Packet Pg. 135 5.2.c Supplemental Ouestions 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. The Walls Law Firm is a for -profit corporation that was established in December 2010. Our firm U_ exclusively represents municipalities. Since its inception our focus has been providing criminal prosecution services for various cities. Additionally, we provided town attorney services for the Town of South Cle Elum from 2011 through 2021. L rt+ 3 2. The proposer's professional qualification for providing prosecution services including for each N attorney likely to provide services: ° a (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 c Washington State Bar Association; Aaron Walls would be the primary designated City Prosecutor and Renee Walls would assist and provide substitute coverage in the event Aaron is unavailable. Aaron graduated from the University of Washington Law School in 1995, WSBA Number 25266, and is a member in good standing. Aaron has practiced law for twenty-eight years. Renee graduated from Lewis and Clark Law School in Oregon in 1999. After moving from Oregon, she was admitted to the Washington State Bar Association on May 25, 2000, WSBA Number 29911, and is a member in good standing. She has practiced law for twenty-four years. (b) Years of experience providing_ prosecution services; Aaron has been a prosecutor for twenty-six years and Renee has been a prosecutor for twenty-four years. i. Describe relevant areas of knowledge and experience related to municipal court C,osecution: Aaron has been a prosecutor since 1998. Prior to that he spent two years as a public defender so he understands both sides of the court room. He has done over 50 jury trials and appeals at every level of the court system. He was Chief Prosecutor for the City of Federal Way before switching to do civil work for the City, including advising the police and working with the Court. After starting a firm with his wife Renee that exclusively focused on municipal work and primarily prosecution he as worked for six different municipalities. He has worked with community courts and variations of therapeutic courts. He is well versed in courts of limited jurisdiction. Aaron has Packet Pg. 136 5.2.c been involved in all types of hearings, including motions, bench trials, and jury trials on many types of cases in municipal courts. These range from domestic violence, DUI's, property crimes, and regulatory crimes. He has done civil and nuisance cases for municipalities, including civil forfeitures, impound hearings, extreme risk protection orders, and code enforcement cases. ii. Describe experience with motions practice relevant to prosecution services; Aaron has handled innumerable motions over his years of practice, involving 3.5 and 3.6 issues such as BAC suppression, probable cause motions, and no contact order motions. He has worked on appeals of those motions all the way to the Washington Supreme Court. iii. Describe jury and bench trial experience. Aaron has done approximately 50 jury trials and a number of bench trials. 3. The proposer's understandingof the type and level of services needed. Edmonds needs a Prosecutor who can manage a diverse criminal caseload, handle pretrial hearings, motions, trials, and appeals, as well as related civil cases. Prosecution requires coordination and communication between the Police, the City, the Court, and defense attorneys. Challenges for Edmonds include a public defense bar that sees quick turnover, a community court that needs a better structure to be more effective, and better communication. Having had issues with this previously we have proactively made changes to address issues by bringing on a more experienced prosecutor who can engage the case load better. 4. The proposer's intended approach to providing, the services. The primary goals of prosecution are deterrence, reduction of recidivism, and the protection of the public. It is important to try to ascertain and take into consideration a person's circumstances which may contribute to the root cause of the commission of particular crimes, whether it is substance abuse, anger problems, poverty, etc. If, through alternative programs, defendants can change their behavior or environment, or sometimes just get their driver's license, the result is a safer community. However, this goal cannot always be accomplished. If we cannot create a safer community through changed behavior, then we must protect the community using jail, electronic home monitoring, or other restraints. Our office has always tried to be flexible to meet the current climate and needs of our client cities. We are willing to change policies and approaches to meet the particular difficulties that a city faces. 5. The proposer's experience with therapeutic courts and viewpoint concerninp, therapeutic courts. Aaron has been a prosecutor in Community Court for Burien from its inception until its suspension during the pandemic. Aaron has also worked with getting the Tukwila Court's resource center up and running. Community court can offer an effective way to reduce Packet Pg. 137 5.2.c recidivism by addressing the underlying problems and challenges defendant's face through collaborative justice. However, it cannot be done with a cookie cutter approach and attention to the details of the program and cases is important. Each community court also must reflect its community both in the cases it addresses as well as the services and programs it offers. Community court often requires a higher initial investment of time and resources but has the promise of a larger payoff down the road. There have been effective community courts such as the Spokane Community Court and ineffective ones such as the Seattle Community Court. One aspect of success is also the caseload within the court which affects what services can be provided effectively. We have used mental health and veteran's courts thorough referrals to King County District Court. These are effective because they pair close supervision with targeted services. 6. The proposer's experience with diversion programs and viewpoint concerning diversion programs. We have used prefiling contracted diversion programs targeted at nonviolent first-time offenders to reduce cases filed. These are effective as they reduce caseload making the Court more efficient as well as allocating resources to more serious offenses and offenders. We use post filing, in Court diversions as well. These are effective at addressing difficult cases where there may be evidentiary issues as well as cases where a person has more serious issues that need to be addressed with closer supervision. Because these are negotiated contracts, they are also more flexible. We have used them to encourage people to get GED's as well as to participate in traditional dispute resolution for their ethnic community. 7. The proposer's experience with other alternative programs and viewpoint concerning, such programs. The City of Burien participates in the Law Enforcement Assisted Diversion Program (LEAD). This program gives officers an alternative to booking people into jail and instead refers them to a LEAD case manager who works closely with a participant to provide crisis services, psychological and substance abuse assessment, and wrap -around services. We are advocates of this program having seen how this intensive support can help people get the services they need and helps them gain stability. 8. A statement of the proposer's approach to countering implicit bias. Implicit biases are those biases that are ingrained in our psyche and trigger a response that is automatic and unintentional. It is this unintentionality that causes implicit bias to be so insidious which can result in unintended yet harmful consequences. For example, a prosecutor's implicit bias can reveal itself in filing decisions, motion and trial strategies, plea offers, and revocation hearings. We believe, as prosecutors, we must acknowledge that we all have biases, even if it Packet Pg. 138 5.2.c difficult to admit to ourselves, be aware of what those biases are, be purposeful, and ask ourselves if those biases are influencing our decision making at any given time. I believe the Edmonds Community court needs better structure to be able to better tailor its help to individual participants. 9. A statement of the proposer's understanding of the role of the Prosecutor, and his/her relationship to the court police department victims. witnesses and community. A Prosecutor has an obligation to act in an ethical manner to accomplish justice. These ethical a obligations are governed by the Rules of Profession Conduct, case law, and statutes. A Prosecutor also has an obligation to act as an advocate for their client. Here, the client is the community, who is spoken for and represented by its various city officials. To represent the community effectively, a Prosecutor should be available to the City Council, City Manager, and Police Chief to address in any issues concerning the needs of the community. o Courtroom efficiency is a concern for both the court and the Prosecutor. It is important to N communicate with the court to establish and maintain policies and procedures that bolster o efficiency. Court staff works hard, and it is important to treat all concerned with the utmost respect a for the manner in which they do their jobs and to be open to change if practical problems should N arise. The Prosecutor must maintain a good reputation with the Court to be a successful advocate a for the City. A Prosecutor must also be able to work closely with the Police Department. A good relationship and open communication are integral to successful prosecution. A Prosecutor should be available to answer questions and exchange information so that both the Prosecutor and the police officers know and understand the needs, concerns, and expectations of the other. Prosecutors also have contact with the victims and witnesses. Although a Prosecutor does not represent his victim, a victim does have legal rights that need to be protected in court. A Prosecutor should consider the needs and vulnerability of victims in assessing their case and the desired outcome while not being dictated by those desires. It is also important to coordinate with witnesses to lessen the burden of being called as a witness and answer any questions they may have regarding their involvement in a case. 10. The proposer's philosophy in prosecuting cases where the defendant is pro se. A criminal defendant has a right to proceed pro se and so must be treated with respect when doing so. However, a defendant must be fully aware they have a right to an attorney and have an opportunity to obtain one. A pro se defendant must be treated fairly and respectfully but also held to conduct their case in a reasonable manner. It must be made clear to them what rights they have, and that the Prosecutor is not on their side. They must follow the same rules and procedures an attorney would in the case. A Prosecutor must make fair plea offers to them that are commensurate with the strength and type of case, considering reasonably foreseeable defenses. Often treating them with respect and giving an honest explanation of consequences, options, and alternatives Packet Pg. 139 5.2.c allows an easier and quicker resolution to their case for the City. In many cases assisting them in obtaining an attorney avoids delays in the case and results in a swifter resolution. 11. All other clients represented by the proposer. Our office exclusively represents municipalities in criminal prosecution. At the time of this proposal we provide prosecution services for Burien and Algona. 12. Affiliations or clients that could cause conflicts of interest regarding City matters, if any. Our firm and attorneys have no affiliations or clients that could cause a conflict of interest with the City of Edmonds matters. 13. Any pending litigation oriudgment 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. There is no pending litigation and there has never been a judgment or professional discipline against our firm or any of our attorneys for our professional activities. 14. The proposed compensation structure for services rendered. We propose a flat fee of $25,000 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 flat 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 would also propose that compensation for any increase in court days, including if a community court is added, or a significant change in filing processes would be separately negotiated. We propose that the City would agree 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 like to have further discussions with the City regarding costs related to case management systems and the best implementation of them. 15. Contact information for three professional references. 1. Timothy Goss — Public Defender Ti mLa:) K i rshen baumandGoss.com (206) 930-6001 2. Sergeant Scott Fitchett — King County Veronica Alicea-Galvan — King County Superior Court Judge Veronica.Gal vannkin c� ounty.gov (206) 478-6801 Packet Pg. 140 5.2.c Sheriff's Office Scott. Fitchett c kingcount� (206) 3 91-1602 Packet Pg. 141 5.2.c Professional References 1. Timothy Goss — Public Defender Ti m'u!K i rshen bau mand Goss.com (206) 930-6001 1314 Central Ave S., #101 Kent, WA 98032 2. Sergeant Scott Fitchett — King County Sheriff s Office Scou.l-itchettna kingcounty.gov (206) 391-1602 Shoreline Police Department 17500 Midvale Ave North Shoreline, WA 98133 3. Veronica Alicea-Galvan — King County Superior Court Judge Veronica. Gal�,an(@*in c�ttgov (206) 478-6801 King County Superior Court 401 4th Ave N. Kent, WA 98032 Packet Pg. 142 5.2.d 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 sometime 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. a U- W While the caseload in Edmonds is not larger than the caseload in our other main U jurisdiction, which is staffed with one attorney, we wholeheartedly agree that based on the specific needs, policies, and procedures in Edmonds, two attorneys are necessary to in L 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 a revisited which can make timely resolution of cases difficult.. Another issue is that ° a 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 filed RALJ appeal for driving while suspended cases. The City lost that appeal with all three Superior Court Judges finding 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 specific 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 beneficial 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 Packet Pg. 143 5.2.d 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 flat 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 flat 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 significant change in filing 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 flexibility 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 12000.00 401 k 3600.00 Office overhead, Technology and Software, employee costs 9530.00 Professional dues and training 1000.00 Packet Pg. 144 5.2.d 123,072.60 Total Annual Cost 5. Can you please provide the case law that was used as the basis for the decline notice? a The case I was referring to was City of Tacoma v. Cornell, 116 Wash. App. 165, 64 P.3d N 674 (2003). 1 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 filed after the order was no longer in effect, distinguishing Mead Sch. Dist. No. 354 v. Mead 0 Educ. Ass'n, 85 Wash.2d 278, 280, 534 P.2d 561 (1975) where sanctions were upheld when brought prior to the order beingwithdrawn. The language in the case was imprecise, c but I now recognize it would only apply to a temporary order that was later found to be a incorrectly issued. I have re -reviewed the Edmonds case and have prepared a new E 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 specific 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. Packet Pg. 145 Attorneys at Law James M. Zachor, Attorney Yelena I. Stock, Attorney Chad W. Krepps, Attorney Jeffrey D. Leeper, Attorney DanCoreZ.French,Attorny Zachor, Stock & Krepps P.S. Inc., Corey A. Rogers, Attorney f f Yi Xue, Attorney Prosecuting Attorneys Rebecca L. Shumar, Attorney Francis N. Ventura, Attorney 19401 40th Ave W, Suite 205 Thomas A. Fossedal, Attorney Lynnwood, WA 98036 LegErin Tel. 425.778.2429/FAX 425.778.6925 Erin M. Ortega M. Ortega Huda AI-Ghazali Jordan Lockett Case Coordinator Kiera Randal OCTOBER 30, 2024 To: City of Edmonds Selection Committee RE: Answers to additional questions regarding RFP 2024-HRO1 Dear Committee, Arlington Burlington Lake Stevens Lynnwood Mill Creek Monroe Mountlake Terrace Mukilteo Oak Harbor Sedro-Woolley Sultan Woodway 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 11Page Packet Pg. 146 5.2.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 '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 as be with all parties involved (prosecutor, court, defense and the greater community), is L 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 N themselves accountable through maintaining housing, job longevity, sobriety, and/or a 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. 2 1 P a g e Packet Pg. 147 5.2.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. Attorney1: dedicated to one public defender, charging, defense interviews, in court attendance, rotating contested infractions, rotating motion and jury trials. iii. Attorney : 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 La.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) 3 1 P a g e Packet Pg. 148 5.2.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/l/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. 4 1 P a g e Packet Pg. 149 5.2.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 0365, 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 1 P a g e Packet Pg. 150 5.2.f 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. a U_ a� d Cn 0 3 a� 0 a Packet Pg. 151 5.2.f • 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 p p 1 w 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 0 reasonable response to concern regarding decline notice. Committed to improving y communications with stakeholders, which should help improve relationship with PD. ° a 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. Packet Pg. 152 5.2.f • 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. FL • 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 Cn count has not risen and has actually decreased since 2020. Cites civil parking tickets increase as a c basis for additional staff. For comparison and based on criminal case filings, the county 3 prosecutor in 2023 c • Proposal is for four full-time attorneys, which appears inflated for the needs of the City. a • Attorneys proposed have not yet been hired and main attorneys (not supervisor) appear to be w intended to be attorneys with little to no prosecution experience. °i • 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. Packet Pg. 153 5.2.g 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. Packet Pg. 154 5.2.g • 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. a U_ 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 (D 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 N L communications with stakeholders, which should help improve relationship with PD. 0 3 Cons: ai 0 L • Staffing concern: Is not fully staffed for COE--plans to hire one attorney, probably with little a experience. Would use existing second attorney to fill in while hiring. c • Working relationship concern: The police department has not had a good relationship with theCU firm. c • Performance concern: Made a mistake, providing a basis to decline not supported in law, m E coupled with other valid basis for decline. 0 • Work history concern: Has had a backlog of case review; has cleared DV but not others. W 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. Packet Pg. 155 5.2.g • 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. a U_ aD m 0 w 3 d 0 a Packet Pg. 156 5.2.h 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, 0. 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. a� I have a spreadsheet that tracks emails and phone calls made from one of my employees to Aaron and c 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, N you read that right) response rate to emails and phone calls. 50%! a 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. Packet Pg. 157 5.2.h 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. a U. a� Interviews L 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, N prepared, and polished. The Walls Law Firm came in with no action plan moving forward. He presented o as less professional and less knowledgeable. Being blunt, it was one of the most painful interviews I have n 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 '/z 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 Packet Pg. 158 5.2.h 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. 01F EQ-41 Shane Hawley I Commander Public Safety Building 250 5t" Ave. N I Edmonds WA 98020 a U- 425.771.0284 (office) 206.786.9289 (mobile) N Shane. Hawley@Edmondswa.Rov www.edmondswa.gov/police I Facebook I Instagram L 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) N O L a Packet Pg. 159 5.2.i 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 a U- o: By this Memorandum, I write to recommend to the City of Edmonds (hereinafter City) the prosecution services firm that will best maintain and enhance public safety for the citizens of Edmonds and our surrounding communities and fairly, ethically, expeditiously, and professionally Cn L review and prosecute criminal referrals from our police department. My recommendation also 0 considers the cost to City taxpayers not only among applicants, but in the context of the city's y current contract for public defender services with the Snohomish County Public Defender's a Association. c The following opinion is based on my 20 years of prior experience both as a Snohomish County o 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 E $25 million. As a line prosecutor early in my career, I prosecuted the kinds of cases handled by the o City of Edmonds prosecutor, including crimes of Domestic Violence, Driving Under the Influence, and property crimes —I later served as the District Court Unit supervisor that handled these kinds of L cases. 0 My opinion is also based on the materials provided by the City and RFP applicants as well as a� w 0 information gleaned from the October 24, 2024, candidate interviews. Finally, I relied on a information provided to me by Edmonds Police Department Commander Shane Hawley in my E assessment of the candidates' relative merit. Q Summary In my considered opinion, the City should contract with the Zachor, Stock, and Krepps firm (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 qualified. In contrast, the Walls firm 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 significant error of the application of law related to a protection order violation referral. Packet Pg. 160 5.2.i Prior Experience The Walls firm has represented the City since approximately July, 2023. It is my understanding —and acknowledged by Mr. Walls during his interview —that there have been significant delays in reviewing and charging cases, including referrals involving domestic violence allegations. These challenges were significant enough that the police department had to step in to attempt to fix the problems. While there has been a recent commitment by the firm to do better, i.e. charge 10-12 cases per week, their overall grade is not high and confidence in the firm by the police department remains low. A significant backlog of cases still exists, meaning delays for the police, victims of crime, and those accused. Of significant concern is the decision by the Walls firm 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 firm's representation of the Citywas well regarded by the police, city administration, victim advocates, and court staff, among others. The firm 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 firm. 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 flat 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 firm 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 justifies their proposal. Notably, among other reasons, they point out that the City currently contracts for 3 full-time public defenders a'/z 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 flat rate increased responsibilities and a commitment to be available 24/7. ii U_ Q d Cn 0 3 Q U) 0 a Packet Pg. 161 5.2.i 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 a U_ o: 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 firm? Yes. Nevertheless, the value added based on the firm's long history of good Cn work and the comprehensiveness of their proposal makes this an easy call. It would be unfortunate c if the City decided to continue with the Walls firm. 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. 0 a Packet Pg. 162 5.3 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) Packet Pg. 163 5.3 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 Packet Pg. 164 5.3.a 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 6to 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 C12 Chen Olson/Nand 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 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 c 0 r 0 c a� E E 0 a� c 0 U r c m E t R r w Q Packet Pg. 165 5.3.b 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): Proiect Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) $5000 Revenues ($increase) or $decrease $0 Net Budget Impact: $5000 Packet Pg. 166 5.3.c 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 Proiect Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) Revenues ($increase) or$decrease Net Budget Impact: No impact. Packet Pg. 167 5.3.d 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 me 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. Protect Status (if Applicable) Police Administration on budget book page 106. FISCAL DETAILS Account/BARS Notes: Expenditures 001 $increase or ($decrease) ($310,000) in 2025; ($319,300) in 2026. Revenues ($increase) or $decrease $0 Net Budget Impact: ($310,000) in Reduce GF 2025; expenditures. ($319,300) in 2026. ang Packet Pg. 168 5.3.e 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: GF001 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. Protect 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 Packet Pg. 169 5.3.f 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 G F 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): No future costs or reductions 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 Packet Pg. 170 5.3.g 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] Proiect 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 Packet Pg. 171 5.3.h 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 G F 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): [Describe ongoing costs or savings] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) ($5,400) 2025 Revenues ($increase) or $decrease $0 Net Budget Impact: $0 Packet Pg. 172 5.3.i 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. Protect 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: $0 Labor savings 0 w M L s 0 d a� 3 m N LO N 0 N Packet Pg. 173 5.3.i Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds — City Council 0 L d 0 d m N LO N O N N O N Ln L O t LO CO O r Y d d 3 L O 3 a� d a: as _ a Q U _ d E t 0 r Q Packet Pg. 174 5.3.j Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds — City Council Amendment Title: Workforce Planning Study Amendment Number: C-15(13) 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. 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 Protect 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 Packet Pg. 175 5.3.k 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. 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. Proiect Status (if Applicable) [Project Status or N/A] Packet Pg. 176 5.3.k Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds — City Council FISCAL DETAILS Account/BARS Notes: Expenditures GF039 $increase or ($decrease) $100,000 Revenues ($increase) or $decrease $0 Net Budget Impact: $100,000 _ O ca m 0 a� a� 3 m N LO N O N r r N O N _ 3 U- r- 0 N Q E O U t) N O L a a� M a U LO T- U r _ d E s 0 ca Q Packet Pg. 177 5.3.1 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: 1111912024 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 G F 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): On -going expenditure for Community Engagemet Crime Prevention Coordinator (NE-11) Proiect 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 0 �a d Q 0 r m as 3 m ca N LO N 0 N Packet Pg. 178 5.3.m 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 G F 001 Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure): [Describe ongoing costs or savings] Protect 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 Packet Pg. 179 5.3.n Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds — City Council Amendment Title: Edmonds Permitting Fees Study Amendment Number: c-zs 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. • 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. Protect Status (if Applicable) [Project Status or N/A] FISCAL DETAILS Account/BARS Notes: Expenditures $increase or ($decrease) $10,000 Revenues ($increase) or $decrease $0 Packet Pg. 180 5.3.n Amendment to Proposed 2025-2026 Biennial Budget City of Edmonds — City Council Net Budget Impact: $10,000 0 �a L r M M� W W N LO N O N N (D N 3 r N N N d LL 0) E L a _ 0 E Lu m _ a s 0 0 CO r ci y.i _ d E t V f4 Q Packet Pg. 181 5.3.0 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. 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 Puraose (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. Packet Pg. 182 5.3.0 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 Packet Pg. 183 5.3.p COUNCIL APPROVED (YES / NO) APPROVAL FROM / DATE Staff Assigned Number FUND # FUND DESC SUBJECT DEPT # DEPTTITLE 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 3 512 422 IT Fund Storm Fund COLA Reduction Laboratory Services Various 72 Various Public Works Expense Expense Decrease Increase (5,158.00) 2,020.00 (5,191.00) 0.00 ON -GOING ON -GOING Same as above 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) ONETIME 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, Cut, & 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 N C 0 :r �a `m 0 2 0 a� 3 m N LO N O 0 z c 0 41 M c m E E 0 m 0 Cn c a� E M Q Packet Pg. 184 5.3.q 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. Protect 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 Packet Pg. 185 5.3.r 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 Fundine 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) Proiect Status (if Applicable) N/A FISCAL DETAILS Account/BARS Notes: Expenditures 423.100.76.594.35.64.00 $increase or ($decrease) $250,000 Packet Pg. 186 5.3.r 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 $decreose ($81,095) Revenues 423.100.374.07.020.00 ($increase) or $decreose ($57,925) Revenues 423.100.374.07.030.00 ($increase) or $decreose ($33,215) Revenues 423.100.397.38.423.20 ($increase) or $decreose ($177,765) Net Budget Impact: $177,765 Packet Pg. 187 5.3.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. 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 Fundine 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 Protect 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 ($33,215) Packet Pg. 188 5.3.s Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Revenues 423.100.397.38.423.20 ($increase) or $decrease ($177,765) Net Budget Impact: 1 $177,765 Packet Pg. 189 5.3.t 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. 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 761h 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 Packet Pg. 190 5.3.t 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 $31,725 $343,599 TIF ($decrease) Transfer Revenues 112.000.397.42.112.00 ($increase)or ($31,725) ($343,599) TIF $decrease Transfer Revenues ($increase)or ($300,000) Grant $decrease Revenues 112.000.334.00.000.00 ($increase)or $2,015,000 Grant $decrease Revenues 112.502.345.86.000.00 ($increase)or $336,725 $648,599 TIF $decrease Net Budget $36,725 $2,663,599 Impact: Packet Pg. 191 5.3.0 Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Staff Recommendation Title: Correct Hotel Motel Tax Revenue Staff Recommendation Number: 7 Staffinember Kim Dunscombe Date Submitted: 11/19/2024 Fund: Hotel/Motel Tax 120 Agenda Packet: November19, 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 Proiect 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 Packet Pg. 192 5.3.v 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: 1111912024 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. 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. Recommendation Puroose (intended outcom • 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. 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. Packet Pg. 193 5.3.v 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 Increose $49,000.00 Net Budget Impact: $0 Packet Pg. 194 5.3.w 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 Staffinember 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 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. • 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. Packet Pg. 195 5.3.w Staff Recommended Change to Proposed 2025-2026 Biennial Budget City of Edmonds Protect 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 Packet Pg. 196