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2024-12-17 Council Special Packet 700
Agenda Edmonds City Council SPECIAL MEETING NOTICE COUNCIL CHAMBERS 250 5TH AVE NORTH, EDMONDS, WA 98020 DECEMBER 17, 2024, 7:00 PM REGULAR COUNCIL MEETINGS BEGINNING AT 7:00 PM ARE STREAMED LIVE ON THE COUNCIL MEETING WEBPAGE, COMCAST CHANNEL 21, AND ZIPLY CHANNEL 39. TO ATTEND VIRTUALLY, CLICK ON OR PASTE THE FOLLOWING ZOOM MEETING LINK INTO A WEB BROWSER USING A COMPUTER OR SMART PHONE: HTTPS://ZOOM.US/J/95798484261 BY PHONE: +1 253 215 8782 WEBINAR ID: 957 9848 4261 1. CALL TO ORDER/FLAG SALUTE 2. LAND ACKNOWLEDGEMENT WE ACKNOWLEDGE THE ORIGINAL INHABITANTS OF THIS PLACE, THE SDOHOBSH (SNOHOMISH) PEOPLE AND THEIR SUCCESSORS THE TULALIP TRIBES, WHO SINCE TIME IMMEMORIAL HAVE HUNTED, FISHED, GATHERED, AND TAKEN CARE OF THESE LANDS. WE RESPECT THEIR SOVEREIGNTY, THEIR RIGHT TO SELF-DETERMINATION, AND WE HONOR THEIR SACRED SPIRITUAL CONNECTION WITH THE LAND AND WATER. 3. ROLL CALL 4. APPROVAL OF THE AGENDA S. AUDIENCE COMMENTS THIS IS AN OPPORTUNITY TO COMMENT REGARDING ANY MATTER NOT LISTED ON THE AGENDA AS CLOSED RECORD REVIEW OR AS A PUBLIC HEARING. SPEAKERS ARE LIMITED TO THREE MINUTES. PLEASE STATE CLEARLY YOUR NAME AND CITY OF RESIDENCE. IF USING A COMPUTER OR SMART PHONE, RAISE A VIRTUAL HAND TO BE RECOGNIZED. IF USING A DIAL - UP PHONE, PRESS *9 TO RAISE A HAND. WHEN PROMPTED, PRESS *6 TO UNMUTE. 6. RECEIVED FOR FILING 1. Written Public Comments (0 min) 2. Outside Boards and Committee Reports (0 min) 7. APPROVAL OF THE CONSENT AGENDA 1. Creative District Gateway Art Project Artist Approval Edmonds City Council Agenda December 17, 2024 Page 1 8. COUNCIL BUSINESS 1. Adoption of 2025-2026 Biennium Budget Ordinance (15 min) 2. Adoption of Comprehensive Plan (60 min) 3. Discussion/Potential Action of Fire/EMS Services Options; annexation to RFA, new contract, or other (35 min) 4. Selection of Council President and Council President Pro Tem for 2025 (5 min) 9. COUNCIL COMMENTS 10. MAYOR'S COMMENTS ADJOURNMENT Edmonds City Council Agenda December 17, 2024 Page 2 6.1 City Council Agenda Item Meeting Date: 12/17/2024 Written Public Comments Staff Lead: City Council Department: City Council Preparer: Beckie Peterson Background/History N/A Staff Recommendation Acknowledge receipt of written public comments. Narrative Public comments submitted to the web form for public comments <https://www.edmondswa.gov/publiccomment> between December 5, 2024 and December 11, 2024. Attachments: Public Comment December 17, 2024 Packet Pg. 3 6.1.a Edmonds City Council Public Comments — December 17, 2024 Online Form 2024-12-06 10:51 AM(MST) was submitted by Guest on 12/6/2024 12:51:18 PM (GMT- 07:00) US/Arizona FirstName Mary Ellin LastName Block CityOfResidence Edmonds AgendaTopic Edmonds Marsh Comments Dear Mayor Rosen and City of Edmonds Council Members: As a long-time resident of Edmonds, I urge the Council to make a few revisions to the Draft Comprehensive Plan to address full restoration of the Edmonds Marsh. The Marsh is a unique natural resource in the City. Its full restoration would provide key wildlife habitat, as well as offer residents and visitors enhanced educational and recreational opportunities. Full restoration of the Marsh will only be possible if Willow Creek is allowed to once again flow into Puget Sound, via an open channel through the Unocal site, so salmon can easily access this important habitat. I believe it is critical that we fully restore the Marsh to a salmon -bearing estuary to benefit the health of Puget Sound and the wildlife that inhabit it, and, to provide people with greater opportunities to enjoy, and to learn about, our natural resources. This restoration aligns with the Open Space and Recreation section of RCW 36.70A.020 (listed on page 19 of the Draft), which requires that we, "Retain open space, enhance recreational opportunities, conserve fish and wildlife habitat, increase access to natural resource lands and water, and develop parks and recreation facilities." I ask the Council to revise sections LU-10.1, LU-10.3, and LU-24.4 as follows: WATERFRONT Current Policy Statement LU-10.1: Restore and reclaim Edmonds Marsh as a vital ecological, educational and recreational area. Revision Recommendation: Restore, expand, and reclaim Edmonds Marsh, along with the Unocal land, as a vital ecological, educational, wildlife and recreation area. Current Policy Statement LU-10.3: Remove or modify barriers, such as culverts, to improve fish passage. Revision Recommendation: Remove or modify barriers, such as culverts, and create an open channel through the Unocal property to improve fish passage. NATURAL ENVIRONMENT: HABITAT, VEGETATION, AND WILDLIFE Current Policy Statement LU-24.4: Seek opportunities to restore and enhance the Edmonds Marsh as an estuary. Revision Recommendation: Seek opportunities to restore, expand, and enhance the Edmonds Marsh as a salmon restoration estuary. I also urge the Council to include Environmentally Sensitive Zoning in the Comprehensive Plan in order to further protect our natural resources and infrastructure. We have an opportunity in the drafting of this Plan to craft meaningful protections for the natural resources and infrastructure that are foundational to our quality of life in Edmonds. I hope the Council will take important steps to include these protections. Thank you for your consideration. Sincerely, Mary Ellin Block r _ d E E 0 U 2 s 3 a m r r Packet Pg. 4 6.1.a Edmonds City Council Public Comments — December 17, 2024 Online Form 2024-12-06 12:51 PM(MST) was submitted by Guest on 12/6/2024 2:51:12 PM (GMT- 07:00) US/Arizona FirstName JANE LastName O'DELL Email CityOfResidence Edmonds, WA AgendaTopic Comprehensive Plan land use provisions Comments Honorable members of the City Council, The effort to complete the Comprehensive Plan for the City of Edmonds has been a huge undertaking and the Planning Department deserves admiration and appreciation for the work they have done. However, it is of extreme importance we are clear about our interests. Keeping the Comprehensive Plan general in tone sounds like appropriate caution, except when it interferes with, or creates confusion regarding, attitudes and aspirations of the City and our residents. There is widespread support in Edmonds for restoration of the Edmonds Marsh. This goes beyond removing invasive weeds, and re -introducing appropriate native plants, to reopening the connection to Puget Sound and allowing the free flow of salt water and the migration of salmonid species that have, historically, used the area. There are still a lot of variables to be addressed to accomplish the re -opening of the Marsh to the Sound, but the focus, and the funding, both depend on a clear statement of the aspiration of the City of Edmonds. I resolutely hope that we can agree to incorporating language in the CP that is unambiguous about our aspirations. The Land Use provisions of the Comprehensive Plan should be revised as follows: Current LU-10.1, stating the desire to "restore and reclaim the Edmonds Marsh as a vital ecological, educational and recreational area" should be revised to read, "restore, expand and reclaim the Edmonds Marsh, along with the Unocal land, as a vital ecological, educational and recreational area." This proposed revision does not commit the City to expending funds it does not have, it reconfirms the City's interest. Current LU-10-3, specifies that restoration will "remove or modify barriers, such as culverts, to improve fish passage." The primary barrier is not culverts (although they should be removed!), but the lack of an open channel to Puget Sound, to which culverts contribute but are not the extent of the problem. The Marsh cannot be "restored" without a channel, and as that is our aspiration the LU-10.3 should propose to "remove or modify barriers, such as culverts, and create an open channel through the Unocal property to improve fish passage." In the section on Natural Environment, LU-24.4 states the City will "seek opportunities to restore, expand and enhance the Edmonds Marsh as an estuary." It would be more specific, but in no way commit the City, to clarify that the Marsh should be restored as an "estuary for salmon restoration." In addressing these ambiguities, the CP will clarify the future the City of Edmonds, and its citizens, hopes to create for the Marsh without interfering in other interests, or overcommitting City resources to accomplish it. r _ d E E 0 U 2 s 3 a m r r Packet Pg. 5 6.1.a Edmonds City Council Public Comments — December 17, 2024 Online Form 2024-12-09 12:37 PM(MST) was submitted by Guest on 12/9/2024 2:37:50 PM (GMT- 07:00) US/Arizona FirstName Brianna LastName Yearwood Email CityOfResidence Edmonds AgendaTopic Gymnastics Comments Please vote to continue supporting the Gymnastics program at the Francis Anderson Center! It is immensely important for many local parents and it is SO difficult to find a gymnastics center where they can play and learn without being pushed into the competitive sphere. Coach Jean is amazing and we will be so disappointed if the Edmonds City Council instead decides to turn this into another workout space. We have enough workout spaces and do not need more! We need more support for parents and activities for kids. Part of the reason families relocate to Edmonds is because it is a beautiful place to raise kids... so please do not screw over parents like this. The Surgeon General recently issued a statement about how stressful it is to be a parent these days because there is so much pressure and a lack of support system. Gymnastics at the Francis Anderson Center is one of those support systems and you will be taking it away. Please, please please, reconsider and take into account the desire of local parents and not just cranky old people who want to pretend they will use a treadmill, when we all know they actually won't, whereas my 2 year old and 5 year old will run circles around that room for hours. Think about parents and vote to keep gymnastics!!!!! PLEASEHH Online Form 2024-12-09 04:09 PM(MST) was submitted by Guest on 12/9/2024 6:09:55 PM (GMT- 07:00) US/Arizona FirstName Brynne LastName GIBSON Email CityOfResidence Edmonds AgendaTopic Please Don't Cancel the Gymnastics Program Comments Dear City Council Members, My name is Brynne, and I'm 12 years old. I'm writing to you because I heard that the gymnastics program might be canceled, and that really makes me sad. Gymnastics is super important to me, and I don't want to lose something I love so much. I play other sports, but gymnastics is different —it's the one activity where I feel like I really succeed. It's helped me build my confidence and feel proud of myself. I've made friends there, and we cheer each other on, which is really cool. It's not just about sports; it's about feeling strong and happy. If the program is canceled, I'm scared I won't have another activity where I feel like I belong. _ d E E 0 U 2 Z 0 a m r r Packet Pg. 6 6.1.a Edmonds City Council Public Comments — December 17, 2024 Gymnastics gives kids like me a chance to shine in something outside of the usual sports. I think it's important to keep it going so more kids can have the same opportunities. Please don't take away gymnastics from us. It's not just an activity —it's something that really matters to me and other kids. Thank you for listening to what I have to say. Sincerely, Brynne Online Form 2024-12-09 04:22 PM(MST) was submitted by Guest on 12/9/2024 6:22:24 PM (GMT- 07:00) US/Arizona FirstName Ryan LastName McKinney Email CityOfResidence EDMONDS AgendaTopic Please do not reduce Law Enforcement Funding Comments Dear Members of the Edmonds City Council, I hope this message finds you well. I am writing to express my understanding of the current budgetary challenges facing our city and to convey my appreciation for your diligent efforts in navigating these complexities. In light of these fiscal constraints, I urge you to consider the critical importance of maintaining adequate funding for our police department. Research indicates that reductions in police budgets can lead to increased crime rates. For instance, a study examining austerity -driven police station closures in London found significant efficiency losses and a rise in crime, underscoring the adverse effects of indiscriminate cuts to police funding. OPlease see..... https://cepr.org/voxeu/columns/policing- budget-understanding-impacts-austerity-cuts-crime-police-effectiveness-and Moreover, an increase in crime imposes substantial financial burdens on municipalities. The Inter -American Development Bank reported that crime and violence cost Latin America and the Caribbean nearly 3.5% of their economic output, diverting resources from essential services like education and social assistance. 0 While this data pertains to a different region, it illustrates the broader economic strain that elevated crime rates can place on local governments. Please see.... https://www.reuters.com/world/americas/crime-costs-latam-caribbean-almost-what-region- spends-education-idb-says-2024-11-11/ Conversely, maintaining or enhancing police funding can contribute to crime reduction. For example, Sweden increased its justice system spending by 3.46 billion crowns ($335 million) to address high crime rates, aiming to restore security and prevent youth recruitment into gangs. OPlease see.... https://www.reuters.com/world/europe/sweden- boosts-justice-system-spending-tackle-crime-2024-09-11/ In summary, reducing the police budget may lead to higher crime rates, which in turn can exacerbate financial strains on our city's budget. I respectfully request that you prioritize public safety by preserving adequate funding for our police department, thereby ensuring the well-being and security of our community. Thank you for your attention to this critical matter. Sincerely, Ryan McKinney r d E E 0 U 2 0 a m r r Packet Pg. 7 6.1.a Edmonds City Council Public Comments — December 17, 2024 Online Form 2024-12-09 04:34 PM(MST) was submitted by Guest on 12/9/2024 6:34:19 PM (GMT- 07:00) US/Arizona Name Value FirstName Katie LastName Tibbits Email CityOfResidence Edmonds AgendaTopic Edmonds Police Comments Dear Council Members, I am astonished to learn that closing the Edmonds Police precinct and outsourcing our law enforcement elsewhere is a topic that has even come up for consideration. While I am relieved to hear reports that this idea is "exploratory at best", in my opinion, this is still a bridge to far - and you would do well to quickly strike this idea down and look elsewhere to meet the deficit to your budget. One need only travel a few miles south on any major arterial to see the detrimental affects that removing police presence has on the greater Seattle area. Such a decision would invite this lawlessness into our town. Is it your desire to mimic that debacle in our town? Right now Edmonds is a safe, clean city, with thanks to our heroic men and women in uniform who serve us gladly. Removing the police from Edmonds will most surely have devastating consequences to our town. One can imagine the downward spiral that would follow a removal of the police precinct. Once could predict a spike in crime, which will drive out visitors who bring revenue to our area. This may cause businesses to close their doors and move out of our town. One imagines an exodus which may occur as citizens move away, selling their homes, driving down property values. These and potentially other events could follow which will only create more economic issues than this poorly calculated idea hopes to fix. Your budget shortfall will not be repaired by this idea, but rather magnified and most likely multiplied. The astounding list of departments in the City of Edmonds present you with a wealth of other places to look for budget cuts and workforce reductions that make so much more sense than cutting so much as a dime from our police. Even continued discussion of this topic is going to cause individuals to begin looking elsewhere for employment and for homes and prevent movement of any more business from coming here. So please, I ask you to kindly put this idea away forever and move on to many other departments where money is wasted in our city. Thankyou for your attention and thank you in advance for good intentions toward our city. Packet Pg. 8 6.1.a Edmonds City Council Public Comments — December 17, 2024 Online Form 2024-12-09 11:53 PM(MST) was submitted by Guest on 12/10/2024 1:53:40 AM (GMT- 07:00) US/Arizona FirstName Bill LastName Cooper Email CityOfResidence Snohomish AgendaTopic Elimination of Edmonds Police Department Comments I am a retired Chief of Police and have gone through issues such as contracting services with an outside agency for police services. For agencies with 10 officers or less it is a feasible approach financially and operationally. For an agency the size of Edmonds PD, considering such an action is unreasonable and unworkable, as many agencies of size such as this have found out. The inevitable consequences are significant. I will provide some, each of which requires considerable cost, time and finding solutions for other concerns. The main issues, already occurring, include experienced and trained officers leaving for other agencies. While the city argues some officers would be absorbed by whatever agency contracts, the larger number will wind up unemployed. Additional costs, typically not contained in a contract include training to meet the new agency, change of uniforms and equipment, repaining cars, training officers in the new agencies policies and procedures, which is very time consuming, as well as getting the new agency familiar with and implementing the city's policies and procedures - all of these are very expensive and time consuming. A larger issue is public safety. In such a contract the new agency definitively will not absorb most of the Edmonds officers. There will definitely be fewer officers available in Edmonds and response times to call, including emergencies will become significantly longer. While the initial cost requests appear inviting, over time the cost will increase such that on a per officer basis thise costs always go higher. Given that the city is facing a budget shortfall of $20mm, my first question as a person who has managed large and mid -size agencies would be to define specifically why the city is facing such a problem. This is not made clear to residents, nor has it been well defined. I have extensive experience in identify cost problems and providing genune solutions to address them. Each department in the city needs to be asked to identify waste, redundancy, re- works, non -essential programs and projects and aggregate those costs. I think the city would find a dramatic reduction in its deficit. I literally wrote the book on how to do it and have taught it all over the country. Edmonds PD is a fine organization with fine staff; it would be a serious mistake to eliminate it or even reduce it, and would be a serious problem even copnsidering contracting with King County Sheriff - they have a Sheriff appointed by the County Council who drive the Sheriff politically. It is not a functionally efficient or effective approach and typically results in higher costs, poorer service levels and a law enforcement philosophy that does not align with the citizens or community. I am happy to discuss. r _ d E E 0 U 2 s 3 a m r r Packet Pg. 9 6.1.a Edmonds City Council Public Comments — December 17, 2024 Online Form 2024-12-10 09:22 AM(MST) was submitted by Guest on 12/10/2024 11:22:10 AM (GMT- 07:00) US/Arizona FirstName Barbara LastName Keefe Email CityOfResidence Edmonds AgendaTopic RFA annexation Comments Please vote no for RFA annexation, no double taxation, be fiscally responsible. Edmonds' residents do not need more taxes, how many times do you need to hear that. Do the E right thing, fire those 50 employees to help balance the budget, let's get our own EMS services. U a Online Form 2024-12-10 01:00 PM(MST) was submitted by Guest on 12/10/2024 3:00:18 PM (GMT- r 07:00) US/Arizona L FirstName Tamara LastName Nelson Email CityOfResidence Edmonds AgendaTopic Comprehensive Plan and Outsourcing Emergency Services Comments I would like to state that I am opposed to the counsel pushing through the Comprehensive Plan. As evidenced by the extreme budget problems in the city of Edmonds, the city council and mayor have demonstrated they are not in a position to thoughtfully administer this growth plan that has been heavily influenced by the previous "consultants" and handed down from state leadership with no consideration of our citizens. With the exception of late arrivals CMs Eck and Dotsch, this governing body counted on short term and limited Covid funds to plan their ongoing budget. They are scrambling to make up their fiscal errors by finding new ways to tax and/or fine the citizens, like adding red light cameras "for safety" without consideration of the added staff hours to process the tickets. Saying the state requires expanding housing to this erroneous capacity with no consideration of demographics or elevations or neighborhoods is a cop out. There is precedence of cities pushing back against top down planning. It isn't that I am "anti -development:' It is that this council and mayor have not shown good judgement or that they are listening to the citizens (again, Dotsch excluded here). It looks more like a desperate attempt to increase residency to increase tax base to get them out of this mess they're in. We don't need reactionary planning. If you can't afford to have the city own their own fire and police services, you have no business planning future growth. City council needs to do the due diligence in cutting programs, cutting staff not related to safety, and get back to operating in an independent, common sense way in the here Packet Pg. 10 6.1.a Edmonds City Council Public Comments — December 17, 2024 and now before we will trust you to plan ahead. And when that planning does take place we expect you to listen to the people who put you in office above and beyond any other consideration. Online Form 2024-12-10 01:14 PM(MST) was submitted by Guest on 12/10/2024 3:14:43 PM (GMT- 07:00) US/Arizona FirstName Kevin LastName Kuper Email kjkuper@gmail.com CityOfResidence EDMONDS AgendaTopic RFA_ Comments We do not support annexation into the RFA. We need more time to understand what the alternatives actually look like, in detail. The 20,000' view you have given residents on restoring our own service is inadequate. We do not support giving our fire stations to the RFA and we do not think the RFA model is just or serves the best interests of the citizens of Edmonds, ourselves included. Our family is asking you to negotiate with the RFA on our behalf and demand a reasonably priced one-year contract with a maximum 30% increase. This would mean-$14million. This is fair and reasonable and will give us more time to fully vet options and appropriately involve our citizenry. Sincerely- the Kuper family Online Form 2024-12-10 04:58 PM(MST) was submitted by Guest on 12/10/2024 6:58:33 PM (GMT- 07:00) US/Arizona FirstName Laura LastName Walls Email CityOfResidence Edmonds AgendaTopic Comprehensive Plan for Waterfront Land Use Comments Given that the Comprehensive Plan is about reimagining the future of Edmonds, I would like to emphasize the importance of this plan to affirming our goals for the future of Edmonds Marsh. It is essential to recognize that the Unocal property is the keystone that connects and integrates the entire vision for the Edmonds Waterfront, both ecologically and socially. First, the Unocal property is essential to any ecological restoration of the Marsh, which requires daylighting Willow Creek to allow the free flow of waters between the Marsh and Puget Sound. Only this will open a passageway for salmon to spawn upstream, nourish their growth in the estuary, seek the ocean as their instinct demands, and return to their spawning grounds to lay new eggs and with their bodies feed both soil and animal life —thus completing the life cycle blocked by the Packet Pg. 11 6.1.a Edmonds City Council Public Comments — December 17, 2024 underground culvert. In terms of the social ecology of the Edmonds community, the Unocal property is key to building trail around the perimeter and an overlook on the south side, opening the restored estuary to the public for recreational value. Imagine the profound experience for children of seeing salmon eggs they have raised not only hatch but grow into strong and beautiful fish that return home to Edmonds to continue the cycle of life; imagine the real and cultural value to Edmonds of thus contributing to the wider economy of the Salish Sea. Doing this will mean we will have restored a millennia -old natural process, a process Unocal's seizure and despoliation had destroyed. I think we all sense why this needs to happen, both to restore a sense of agency and hope for the land we have adopted and made our home, and to reintegrate humans back into the natural landscape as creative participants instead of agents of blockage and destruction. I thank the planners for prioritizing the E future of the Marsh. It's a small marsh, but an immense vision, one central to any whole conception E of the future of Edmonds. Yet to realize this vision means there is immense work ahead of us, work V the plan itself needs to acknowledge. I urge the language of this Comprehensive Plan be clarified to state that any restoration of the Marsh requires an open reconnection to the Sound, and that a - reconnection requires building a daylight channel through the Unocal property. I fear that any plan r for improvements that doesn't explicitly acknowledge the difficulty as well as the importance of this challenge risks creating an opening for compromise once the going gets tough —which it will! -- Packet Pg. 12 s.2 City Council Agenda Item Meeting Date: 12/17/2024 Outside Boards and Committee Reports Staff Lead: Council Department: City Council Preparer: Beckie Peterson Background/History Outside Boards and Committee Reports will be submitted to the Received for Filing portion of the agenda for last meeting of the month. Staff Recommendation N/A Narrative The Council is asked to review the attached committee reports/minutes from the following organizations: SnoCom 911 Edmonds Public Facilities District Port of Edmonds Snohomish County Tomorrow Attachments: SNO911-Board-Agenda-20241121 PFD102424 Commission Meeting Minutes 10-28-24 - Port Of Edmonds 09252024-2285 Packet Pg. 13 6.2.a SNOHOMISH COUNTY SNOHOMISH COUNTY 911 BOARD OF DIRECTORS 911 BOARD MEETING AGENDA s = November 21, 2024 at 8:30 a.m. Web Conference — Join Zoom Meeting https://uso2web.zoom.us/i/86274396181 Meeting ID: 860 00 46 6014, Passcode: 195881 or dial +1 253 215 8782 Physical location: 1121 SE Everett Mall Way, Everett Police Department, South Precinct. Please note that most Board members and staff attend the meeting remotely. However, pursuant to RCW 42.30, a physical location is also provided. 1. Call to Order A. Roll Call B. Announcements C. Public Comment Policy: Public Comments limited to 3 minutes on discussion items related to agency business. 2. Public Comments 3. Approval of Agenda 4. Consent Agenda A. Minutes from the October 17, 2024 Regular Board Meeting B. October 2024 Blanket Voucher & Payroll Approval Form: i. Checks 1065 — 1069; and 19426 - 19545, for a total of $5,795,776.43 ii. Payroll Direct Deposit, in the amount of $1,399,855.41 5. Executive Session (if needed) 6. Old Business A. Snohomish County EMS i. Director Contract Extension ii. Service Level Agreement Update B. Aurelian Al Non -Emergency Phoneline Cut -over Plan 7. New Business A. APF — RRP/Motorola Change Order 17 8. Reports A. Agency Report B. New Facility Project Update C. Radio Replacement Project (RRP) Packet Pg. 14 6.2.a D. Police TAC E. Fire TAC 9. Committee Reports A. Finance Committee i. Audit update B. Personnel Committee C. Future Facility Committee (No meeting) D. EMS Joint Task Force E. Public Safety Technology Committee F. County EESCS Committee (formerly County E911 Office) G. County ECSF Program Advisory Board 10. Good of the Order 11. Adjourn - The next meeting is scheduled for December 19, 2024 Packet Pg. 15 6.2.b Edmonds Public Facilities District Board of Directors Meeting October 24, 2024 The Edmonds Public Facilities District Board hybrid meeting convened at 7:33 a.m. in the Edmonds Center for the Arts Green Room, 410 4th Avenue North, Edmonds, and via Zoom. EPFD Board Members Present Ray Liaw, President Wayne Grotheer, Vice President Suzy Maloney (joined 8:02 a.m.) David Brewster Bill Willcock 1. Call to Order ECA Staff Present Kathy Liu, Executive Director Lori Meagher, Associate Executive Director ECA Board Members Present David Schaefer, Immed. Past President Board President Liaw called the meeting to order. • Attendance of those attending in -person for minutes. 2. Land Acknowledgement & Equity Statement Board Member Willcock read the Land Acknowledgement & Equity Statement. 3. Agenda Review & Approval BOARD MEMBER BREWSTER MOVED TO AMEND THE AGENDA TO REMOVE THE SURPLUS POLICY FROM THE AGENDA AND THE SEPTEMBER 26, 2024 MINUTES FROM THE CONSENT AGENDA. BOARD MEMBER GROTHEER SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY. BOARD MEMBER WILLCOCK MOVED TO APPROVE THE AGENDA AS AMENDED. BOARD MEMBER GROTHEER SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY. 4. Board President's Comments Board President Liaw recognized staff for their amazing work on the Gala and on the season 5. Public Comment There was no public comment. 6. Consent Aqenda • Meeting Minutes — August 22, 2024 • August & September Disbursement Reports BOARD MEMBER BREWSTER MOVED TO APPROVE THE CONSENT AGENDA. BOARD MEMBER WILLOCK SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY. 7. Old Business • Prior Action Items Review Edmonds Public Facilities District Board Draft Minutes October 24, 2024 Page 1 Packet Pg. 16 6.2.b Ms. Meagher reviewed progress on action items from the previous meeting and identified outstanding items (see Action Items below). • September Staff Report — Questions/Comments? Board Member Brewster recognized how busy staff is and their positivity reflected in the staff report and in his interactions with them. Board VP Grotheer referred to Director of Patron Experience Nicole Giordano's report, and her continuing efforts to raising the level of professionalism of the volunteers including organizing a recent event for volunteers to get to know staff. • Meeting Minutes — September 26, 2024 Approval of the minutes (with blanks filled in) was moved to the November meeting. 8. PFD Board Business • Surplus Policy This item was moved to the November meeting. 9. PFD Board Member Reports Board Member Brewster reported he missed the Education and Community Engagement Committee meeting; but it was covered by Diana Ortega's in the staff report. There are positive signs with enrollment for matinees and Dementia Inclusive series beginning again. Ms. Meagher reported the IDEA Committee is considering IDEA priorities for the organization and next year's work plan as well as finalizing the Mclalwain Access Fund which will be presented to the ECA and EPFD Boards in November. Board VP Grotheer reported the primary focus of the last Universal Access Task Force meeting was the proposed operating budget which will be reviewed by the IDEA Committee next week. The Facilities & Operations Committee is reviewing a 3-year capital budget. Board Member Brewster reported Councilmember Tibbott was a guest at the Creative District Advisory Committee and reported on impacts of the City's budget challenges including that the City will not provide any funds to the ECA in 2025. Councilmember Tibbott and others made the point that arts are a positive aspect of the Edmonds community and while the City is experiencing financial challenges, there is a lot that arts organizations can do to attract audiences, connect with each other, find opportunities to partner, etc. which will help the City's financial situation in the long run. Board Member Brewster reported Arts & Culture Program Manager Frances Chapin is retiring and her position will not be replaced. The Advisory Committee formed a work group to consider marketing that the Creative District can do in partnership with the City in Ms. Chapin's absence. She may do some consulting for the City. For Board President Liaw, he and Ms. Liu identified the members of the Creative District Advisory Committee (City Council, Art Walk Edmonds, Olympic Ballet Theater, Chamber of Commerce, Driftwood Players, Cascadia Art Museum, Edmonds Historical Museum, Wade James Theater, Driftwood Theater, Graphite, Edmonds Sno-Isle Library, and Port of Edmonds.) Board Member Willcock reported he was unable to attend the September Hosting Committee meeting and referred to Rental Events and Logistics Coordinator Beck Cole's notes in the staff Edmonds Public Facilities District Board Draft Minutes October 24, 2024 Page 2 Packet Pg. 17 6.2.b report. He planned to attend the November 20 Hosting Committee meeting. Ms. Liu reported the committee brainstormed how to treat long-term partners like CSO and OBT. Board President Liaw reported the Steering Committee met with the Boys & Girls Club to get reacquainted and hear about their project. The Boys & Girls Club plans to begin construction once the City issues their permits. The committee encouraged them to talk with the ECA team if they need temporary space during construction. The Boys & Girls Club is still interested in a teen center at the ECA; the Steering Committee reiterated where the ECA is with regard to the strategic plan, campus master plan and deferring expenditure of the state funds. Board Member Brewster reported following the Association of WA Cities PFDs conference, a work group was assembled to work on key issues such as the organization's finances and bank account, developing bylaws, creating a board of directors, etc. Board President Liaw reported at the Steering Committee meeting, Ms. Liu and Ms. Meagher reviewed a personnel capacity analysis. An abbreviated version of the capacity analysis will be presented as part of the 2025 budget presentation. Board President Liaw reported the Admin & Finance Committee discussed the organization's financial principles and brainstormed financial goals. The committee plans to distill the brainstorming into a 1-page document identifying key financial principles which will eventually be presented and endorsed/approved by both boards in time for the strategic planning process. Discussion followed regarding keeping the balance between financial performance and mission in mind and not letting one drive the other, addressing the question of whether the organization will continue to operate in the red, and how to use the operational funds provided by the state. Board Member Maloney reported she was out of town for the Philanthropy Committee meeting 10. Associate Executive Director Update • Finance Update Ms. Meagher reviewed the Income Statement, highlighting presented events revenue below budget due to cancelled shows and lower than anticipated ticket sales, reduced expenditures for the canceled shows, addition of Gala expenses and revenues for October financials, YTD decrease in payroll and benefits due to a key employee on medical leave, increased facilities maintenance and utilities expenses due to repairs on the ECA van. She reviewed non -operating revenues and expenses, highlighting sales tax revenue. Ms. Liu reported the Snohomish County PFD meeting included a presentation by the Snohomish County Treasurer who recommended forecasting a 3.5% increase and their plans to do a reforecast at yearend Ms. Meagher reviewed the Balance Sheet, highlighting contributed and earned revenue, staff's efforts to collect outstanding receivables and ensure payables are paid on time, and ending year cash. Discussion followed regarding using funds from the LGIP to offset operations but not utilizing the Board Designated Funds, and Gala revenue. o 1st Draft Budget Preview Ms. Meagher displayed and reviewed the Statement of Revenues and Expenses for operations, highlighting 2024 projected actuals and 2025 budget. She described the process which includes meeting with department heads and taking a conservative and realistic approach to the budget. Edmonds Public Facilities District Board Draft Minutes October 24, 2024 Page 3 Packet Pg. 18 6.2.b She commented on lower revenue projection for 2025 due to fewer shows (30 in 2025 versus 44 in 2024) which also impacts presented events expenses, increased demand for rentals, fewer presented events in 2025 providing dates for rentals, continued growth of concessions, upward trend in advertising expenses, renters using ECA's marketing, increase in historic facility preservation fees, education and outreach trends, 2025 programming, summer camps, contributions and operating grants revenue, loss of the contribution from the City, portion of Rick Steves' contribution that supports CSO, Susan Elizabeth Foundation grant that ended in 2024, and the business development program. Questions and discussion followed regarding rental income from CCF, why rental expenses are projected to decrease for 2025, and considering productivity of the development team on a managed dollar basis (whether rightsized for amount of revenue the team is producing). Ms. Meagher reviewed operating expenses, highlighting patron experience, advertising and marketing, education and outreach, payroll and benefits (26.38 FTE in 2025 compared to 28.4 FTE in 2024), increased benefit costs, facility maintenance and utilities, insurance audit and legal, all other expenses (includes strategic planning consultant and equity audit), and operating loss based on the draft budget. Ms. Liu pointed out expenses include moving to a new CRM software in 2025 with implementation in the 4tn quarter. Questions and discussion followed regarding whether the website refresh is complete, dead links on the website, programming philosophy for the 2025/2026 season, new model for offers for the 2025/202 season, tiered COLA increases, and likelihood of a reforecast in 2025 if special presentations are added. o Audit Update Ms. Meagher reported the audit is nearly complete. The redrafted financial statements and annual report text have been prepared. Adjustments were made to the 2023 financial statements related to GASB 96 and information technology agreements. Next steps include the auditor reviewing the revisions to the financial statements and scheduling an exit conference. She has asked the auditor to begin the audit earlier next year due to timing challenges with the season opening and budget season. A meeting invite for the exit conference will be issued when the date is selected. • Rentals: Research of 2010 Partnership Rate/Partnership Agreement Ms. Meagher reported when she analyzed historical rental rates, she discovered documentation related to establishing partner rates in 2010 that were never implemented. She offered to send board members the historical documents. Conversations continue about what it means to be partner or resident company. Discussion followed regarding whether the ECA could have a partnership rate. • Human Resources Update Ms. Meagher reported Development Assistant Brent Gibbs is leaving the organization. Staff is discussing how to fill that role and what the development structure looks like going forward. • Facilities Update Ms. Meagher reported the boilers have been fixed. 11. Executive Director Update • Development Update — Gala Debrief Edmonds Public Facilities District Board Draft Minutes October 24, 2024 Page 4 Packet Pg. 19 6.2.b Ms. Liu reported the Gala was a wonderful event, a phenomenal concert and experience and very mission affirming and the energy the young people brought was fabulous. Financially, the event was under budget due to people traveling, the change in the Gala concept, loss of a corporate sponsor, and emeritus board members stepping away from the organization. She described plans for a Gala survey distributed internally as well as to all the attendees, and a debrief by the Philanthropy Committee and ECA Board to discuss the structure of next year's event. Positives included some first time Gala attendees and people from outside the area, increased support from sponsors and individuals, and completing fundraising by the time the Gala was held. Board comments included: wonderful evening, looking forward to the debrief, opening remarks were the right amount and tone and set the mood for the evening, very impressed with the event. • Programming/Revenue Update Ms. Liu reported there is some softness in ticket sales for fall shows; four are anticipated to sell out, but others are under projections, a trend that performing arts centers are seeing. Reasons include the tense election year and a slowing economy. Questions and discussion followed regarding reviews that Board Member Brewster and Bill Wood wrote in the past that appeared in the Edmonds Beacon and whether there was an opportunity to do that again, and inviting My Edmonds News and the Edmonds Beacon to future shows to bring attention to the ECA. • Strategic Planning Update Ms. Liu reported the RFP has been advertised; interest has been modest. Feedback has indicated the fee offered is on the low side. • Partnership Ms. Liu advised the Steering Committee is exploring partnerships. • Marketing — Results of Past Patron Surveys Ms. Liu advised she will provide the patron surveys at next month's meeting. 12. New Business 13. Adjourn The meeting was adjourned at 8:54 a.m. Next EPFD Board Meetings ➢ Special Meeting (EPFD Board & Admin & Finance Committee): November 20, 2024 ➢ Thursday, November 21, 2024 - 7:30 AM ACTION ITEMS: 1. November EPFD Board Meeting agenda items a. Approval of September 26, 2024, EPFD Board Meeting Minutes (with blanks filled in) b. Approval of Surplus Policy c. Results of past patron surveys d. Mclalwain Access Fund e. Abbreviated capacity presentation to EPFD Board as part of 2025 budget presentation 2. Send meeting invite for audit exit conference when date is determined 3. Send EPFD Board 2010 Partnership Rate/Partnership Agreement Edmonds Public Facilities District Board Draft Minutes October 24, 2024 Page 5 Packet Pg. 20 6.2.c PORT COMMISSION OF THE PORT OF EDMONDS MINUTES OF REGULAR MEETING October 28, 2024 COMMISSIONERS PRESENT Jay Grant, President N David Preston, Vice President 0 0_ Janelle Cass, Secretary a� Steve Johnston d d E Selena Killin E 0 U c STAFF PRESENT Angela Harris, Executive Director Brandon Baker, Deputy Executive Director 0 m a� Tsz Yan Brady, Director of Finance and Administration w 0 Brittany Williams, Manager of Properties and Economic Development 0 OTHERS PRESENT Jordan Stephens, Port Attorney John Brock, Town of Woodway Council Will Chen, City of Edmonds Council I. CALL TO ORDER Vice President Preston called the meeting to order at 7:00 p.m. II. FLAG SALUTE All those in attendance participated in the Pledge of Allegiance to the American Flag. III. ROLL CALL All Commissioners are present. IV. APPROVAL OF AGENDA COMMISSIONER CASS MOVED TO APPROVE THE AGENDAAS SUBMITTED. COMMISSIONER JOHNSTON SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY. V. PUBLIC COMMENTS (Each comment shall generally be limited to 3 minutes or less and shall be limited to Port business) Packet Pg. 21 6.2.c • Mr. Charles Malmgren, a dry storage tenant, provided a comment regarding difficulty in scheduling fishing trips. • Mr. Darrol Haug, a City of Edmonds resident, provided a comment regarding the Port and economic development. VI. CONSENT AGENDA COMMISSIONER JOHNSTON MOVED THAT THE CONSENT AGENDA BE APPROVED TO INCLUDE THE FOLLOWING ITEMS. COMMISSIONER CASS SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY. A. Approval of October 14, 2024 Meeting Minutes B. Approval of Payments in the amount of $559,127.56 VII. POSSIBLE ACTION A. No action was taken. VIII. CITY OF EDMONDS AND WOODWAY REPORTS • Councilmember Chen provided an update on the City of Edmonds budget and draft EIS & City Comprehensive plan. IX. EXECUTIVE DIRECTOR'S REPORT Executive Director Harris provided the following updates: • She will be presenting a Port of Edmonds Update at the WPPA Annual Meeting on Thursday, December 12. • The Fall Marina Dive Clean -Up is scheduled for Sunday, November 3. • She provided an overview of government affairs work: o North Portwalk & Seawall Reconstruction Phase 2 — we will be submitting for City of Edmonds permits in November. Also in November is a meeting with the WSDOT Program Manager to start the agreement process for the Port Electrification grant we were awarded. Target for construction is October 2025 with an estimated project length of 6 months. o North Portwalk & Seawall Reconstruction Phase 3 — PROTECT NOFO was released this past weekend. The Port of Edmonds will be applying for that grant, due February 24. In addition, the USDOT RAISE grant NOFO is expected to be released in November. The Port met with DOT staff to receive feedback on our application, which Packet Pg. 22 6.2.c was tavorable, receiving medium ratings in all but one category where we received a high rating — and we made it to the 2nd tier reviews. We also met with USDOT Director Castaneda to receive her feedback, which was very helpful. Overall, the state of our application is in good form, with some additional data points needed and some additional analysis with the economists to understand their ratings. o Mid -Marina Breakwater repair — due to our expected repair length c (under 25 years) we will not be competitive in the Boating Facilities a Program grant process. Therefore, we are holding on that application a� and instead pivoting to request State help with this project. E X. COMMISSIONER'S COMMENTS AND COMMITTEE REPORTS • Commissioner Preston — Provided a summary from the WPPA Small Ports Conference. He is also attending several Economic Alliance of Snohomish County meetings in the coming two weeks. • Commissioner Cass —Attended the public workshop on the draft EIS for the City of Edmonds. She stated it was well attended with good comments. • Commissioner Johnston —Attended the finance committee last week and the investment committee for WPPA meetings. Noted that the Port of Edmonds is now the 13th largest in terms of revenue in the State of Washington. • Commissioner Killin — Provided a summary from the recent Economic Development Commission retreat. She also met with Northwest Bicycle Advocates, a group that is requesting a letter of support from the Commission on a study they are requesting to be completed on safer bicycle and pedestrian passage over SR 104. • Commissioner Grant — Is currently attending the AAPA Annual meeting in Boston and discussed several legislative focus areas. He also shared that he is heading the WPPA Cyber taskforce and is working with Seattle and Tacoma on lessons learned. XI. INFORMATION A. Discuss 2025 Preliminary Budget • Director Brady reviewed changes made to the budget from the October 14, 2024 Preliminary Budget review. B. Waterfront Property Analysis • The Schuster Group reviewed decisions and proforma data related Packet Pg. 23 to the waterfront properties 6.2.c XII. EXECUTIVE SESSION Commissioner Grant announced the Port of Edmonds Commission will move into Executive Session pursuant to RCW 42.30.110(1)(b) at 8:13pm and will last 20 minutes. The Executive Session will conclude at 8:33pm and at the conclusion, the Commission will return to regular Commission meeting with no related announcements or actions taken. The Commission returned to the regular Commission meeting at 8:33pm with no related announcements or actions taken. XIII. ADJOURNMENT The Commission meeting was adjourned at 8:36pm. Janelle Cass, Port Commission Secretary TAGS: 2024 Commission Meeting Minutes, Discuss 2025 Preliminary Budget, The Fall Marina Dive Clean -Up is scheduled for Sunday November 3., Waterfront Property Analysis 0 a a� o: a� d E E 0 U ca U) M 0 m m .y 3 0 Packet Pg. 24 Stanwood Darrington I 6.2.d I Snohomish County Tomorrow A GRO WTH MANAGEMENT AD VISOR COUNCIL 1 2 STEERING COMMITTEE MEETING Wednesday, September 25, 2024 Via Zoom 4:00 p.m. MEETING MINUTES Tulalip Arlington Tribes Marysville Granite Falls Everett Lake Stevens ukilteo Mill Creek Ly Mountlake nnwood Snohomish Edmonds Monroe Terrace Sultan Gold Index Woodway Brier Bothell Bar Participating Jurisdictions/Members City of Arlington Mayor Don Vanne City of Bothell Councilmember Amanda Dodd City of Darrin ton Mayor Dan Rankin City of Edmonds Councilmember Vivian Olson City of Everett Councilmember Ben Zarlin o City of Granite Falls Mayor Matt Hartman City of Lynnwood Mayor Christine Frizzell, Councilmember David Parshall City of Mill Creek Mayor Pro Tern Stephanie Vignal City of Monroe Councilmember Jacob Walker City of Mountlake Terrace Mayor Pro Tern Bryan Wahl City of Mukilteo Councilmember Louis Harris Snohomish County Council Councilmember Jared Mead City of Woodway Councilmember John Brock Community Representative Allan Giffen Community Representative Easton Craft Community Representative Mike Appleby Other Attendees/Presenters: PSRC Ben Bakkenta Snohomish County, ICC Co -Chair Max Phan City of Monroe, PAC member Lance Bailey CAB Co -Chair Kate Nesse Department of Commerce Laura Hodgson City of Everett Frank Hong SCT Manager Ann Larson Snohomish County Taylor Twiford, Jacob Lambert Community Members Melody Tucker, Daniel Lucier Call to Order: The meeting was called to order at 4:00 pm by Mayor Pro Tem Bryan Wahl. Introductions/Roll Call Roll call was taken (as listed above). Packet Pg. 25 6.2.d 3. Citizen Comments No comments. 4. Approval of Meeting Minutes (8-28-24) Mayor Dan Rankin moved to approve the minutes. Vivian Olson seconded, and the motion passed unanimously. 5. Update Items a. PSRC Board Actions and Activities, Ben Bakkenta Ben Bakkenta, Director of Regional Planning, announced that PSRC launched an online engagement hub for its Regional Safety Action Plan. He also informed the group of a meeting in support of the Safety Action Plan happening on October 1 st at Everett Station from 5 to 7:30 p.m. At the next meeting, the Executive Board will begin discussing recommendations for the 2025 State legislature and discuss the process to develop a scope of work for the region's next Regional Transportation plan. The Board will also receive a briefing on the potential development of a new Washington State Housing Research Center. The Growth Management Policy Board will get an update on PSRC's upcoming process to review and certify local comprehensive plans and will have a discussion with the Puyallup tribe about collaborative planning with tribes. The Transportation Policy Board will take action to recommend approval of this year's transportation improvement program. 6. Action Items a. ICC 2024 Regional Project Evaluation Committee (RPEC) Recommendations for Other Cities/Towns Reps for Snohomish County Max Phan, ICC Co -Chair, briefed the group on the election for the Regional Project Evaluation Committee (RPEC) Other Cities/Towns representatives. The two candidates are Gail Fisk and Steve Morikawa. Councilmember Amanda Dodd moved to approve the representatives and was seconded by Mayor Dan Rankin. SCT Organizational Structure Ann Larson, SCT Manager updated the group on the potential restructuring and rebranding of SCT. Previously, the prosecuting attorney's office had been looking into a council of government format, but it is not something SCT can do. However, they did note that the Steering Committee does have the authority to create other committees that it deems necessary. The Executive Committee voted via email to update the structure of SCT to reflect these updates. Following some discussion, the committee decided to table a vote until cost analysis on additional costs related to resources and staffing needed could be provided as well as more details on the potential structure of the committees and the future of the county's ADO designation Economic Alliance of Snohomish County. Packet Pg. 26 6.2.d c. Community Advisory Board (CAB) Discussion I I I Kate Nesse, CAB Co -Chair, spoke about the role of the Community Advisory Board (CAB) and the recommendation of its structure within SCT. She spoke about duties and responsibilities and how they would be delivered. Following the presentation, the Committee expressed its agreement with the recommendations from CAB. 6. Briefings, Discussion Items a. Housing Update: Washington State Department of Commerce Laura Hodgson, Department of Commerce, gave an update on Commerce Housing Planning Guidance and Investments in Housing. Washington will need 1.1 million new homes over the next 20 years. She gave an overview of requirements for HB 1337, HB 1110, and HB2321. In 2021, the Legislature significantly strengthened the statewide growth management housing goal. The housing element changes requires Commerce to provide projections of housing need for moderate, low, very low, and extremely low income segments, as well as permanent supportive housing and emergency housing. HB 1337 requires jurisdictions to, within 6 months after their periodic update due date: allow two ADUs per lot in all GMA urban growth areas, may not require owner occupancy for any unit on the property, must allow sale as condominiums, must allow at least 1,000 square feet size units, and cannot require parking if within '/2 mile of a major transit stop. HB 1110 jurisdictions must allow at least six of the nine middle housing types on "all lots predominantly for residential use". Other housing related activities include 1. STEP, another requirement is for cities and counties to plan for deeply affordable housing types, 2. Multifamily Property Tax Exemption (MFTE) audit program, a property tax exemption to developers in exchange for the development of multifamily and affordable housing development, and 3.Connecting Housing to Infrastructure Program (CHIP) which funds sewer, water and stormwater connections to affordable housing projects and reimburses waived system development charges. b. SCT Manager's Report, Ann Larson a. SCT Committee Report 7. Go -Round 8. Next Meeting Date October 23, 2024 9. Adjournment The meeting was adjourned at 5:28 p.m. by Mayor Pro Tern Bryan Wahl. All presentations given, discussions held, and actions taken at this meeting are kept on file (via recording) in PDS until six years from December 3111 of this year. Packet Pg. 27 7.1 City Council Agenda Item Meeting Date: 12/17/2024 Creative District Gateway Art Project Artist Approval Staff Lead: Frances Chapin Department: Arts Commission Preparer: Laurie Rose Edmonds was designated as the first State certified Creative District at the end of 2018 by the Washington State Arts Commission (ArtsWA). ArtsWA provides grants to the Creative Districts to advance arts and culture in their districts. In 2024, Edmonds received a grant to provide a visual art installation as a key placemaking element in Anway Park, a gateway to the Creative District located by the ferry holding lanes. The funding for the state grant is matched by a donation from the Edmonds Arts Festival Foundation and the project must be completed at the end of June 2025. The goal of the project is to draw in visitors with a visually engaging artwork installation that reflects community creativity and promotes Edmonds as a vibrant hub for cultural activities and creative businesses. The location next to the busy ferry lanes provides an opportunity for a creative visual installation that will bring focus to the arts and cultural elements integral to Edmonds Creative District. An informational panel about the Creative District will be located in the park near the artwork. The project supports three main goals of the Edmonds Creative District: to enhance the creative identity of Edmonds; enhance creative experience and placemaking; and support retention and expansion of a strong creative sector through engagement in art. The Gateway Art Project will activate the space and provide a welcoming focal point for visitors who plan to return to Edmonds and the Creative District. Approval of the concept proposal and artist Sean Orlando as recommended by Edmonds Arts Commission. The artist was selected through an RFQ process. The selection panel included members representing the Edmonds City Council, Edmonds Arts Commission, Edmonds Arts Festival Foundation, and Edmonds Creative District, plus a professional public artist who is a resident of Edmonds. The selection panel reviewed 21 submissions and selected three to develop concept proposals for the site. The three finalists presented their concept proposals to the selection panel at an in -person advertised Public Meeting on November 22, 2024. Thirty-seven people attended the meeting and comments from the public were collected at the meeting. Following review of public comments and comments from the Parks Department, the selection panel reconvened to review the finalists' concept proposals and unanimously selected Sean Orlando, Engineered Artworks, to recommend for the commission. The selection panel recommendation was presented at the Edmonds Arts Commission regular meeting on December 2, 2024 and the recommendation was unanimously approved to forward to City Council. Packet Pg. 28 7.1 Due to the terms of the grant which require completion of the project by the end of June 2025, the timeline for the project is very tight. A budget of $115,000 is available for the final design, fabrication and installation of the artwork. The budget includes, but is not limited to: artist fees, materials, fabrication, storage, delivery, foundation design/engineering, site preparation and foundation construction, insurance, travel, and sales tax. The artist will work closely with City staff on finalizing details of the concept design and integrating the proposed artwork into the park property and landscape. The recommended artist, Sean Orlando, has extensive experience in creating sculptures for public and community settings, including installations in Tacoma, Seattle and Kirkland. The intent of his concept, "Gateway Canopy" is to create an organically inspired and visually engaging form, with functional uses including seating, that "exemplifies the experimental and design -centered values of the Edmonds Creative District". Orlando presented his concept proposal to the Edmonds City Council via Zoom at a Public Hearing on Dec. 10, 2024. Attachments: Sean —Orlando —Resume Orlando initial proposal for Creative District Art Project RFQ Packet Pg. 29 7.1.a SEAN ORLANDO • Engineered Artworks LLC 4925 Seaport Ave, Richmond, CA 94804, 415-515-1239, seano@engineeredartworks.com www.engineeredartworks.com RESUME RECENT COMMISSIONS Aspen Forest/Denver 16th Street Playground Sculpture, 2025: Lead Artist, Engineered Artworks In -progress public commission of interactive sculptural object for exterior pedestrian plaza, March 2025 installation. Fire Station 27, 2024: Lead Artist, Engineered Artworks Public commission of illuminated exterior entry sculpture for renovation of Fire Station 21 in Kirkland, WA; November 2024 installation. Grass Dome/Five Points Park Entry Sculpture, 2024: Lead Artist, Engineered Artworks In -progress public commission of monumental, illuminated interactive gateway work anchoring public park in Norfolk, VA; October 2024 installation. Stella (2023): Lead Artist, Engineered Artworks Commission of immersive, suspended stellated icosahedron sculpture on permanent exhibit within the interior atrium of the Kiewit Luminarium, Omaha, NE. Dahlias by John Edmark (2023): Contributing Artist, Engineered Artworks Private commission for engineering design, fabrication, and installation of two illuminated, programmable wall -mounted golden ratio light sculptures for Resonance Bar at Atlantis, The Royal Hotel in Dubai, UAE. YKnot Saloon (2022): Design, Structural Engineering, Project Management, Engineered Artworks Private commission of furnished saloon on wheels evoking the 19th-century wild west. Exhibited at Burning Man Arts Festival 2022. Collaboration with J-P Conte, Dave Keane and Keith London. Kilroy Stars (2020): Lead Artist, Engineered Artworks Monumental light sculptures in stellated dodecahedron forms anchored to buildings in California, Washington, and Texas. Commissioned by Kilroy Realty; implemented in collaboration with Zoetic Digital Welcome Tower (2019): Co -Lead Artist, Engineered Artworks Interactive beacon sculpture exhibited at Pier 14, San Francisco from 2019-2020, permanently installed at Paradise Ridge Sculpture Park, Santa Rosa, CA in 2021. Commissioned by Cutwater SF/Unison and Port of San Francisco in collaboration with the San Francisco Arts Commission. Collaboration with Tania Seabock. Gertie's Ghost/Downtown Tacoma Gateway (2019): Lead Artist, Engineered Artworks Public commission for SounclTransit Percent for Art and the Tacoma Off ce of Arts and Cultural Vitality Permanent 100' diameter multipart sculpture marking redeveloped transit gateway. Developed with community members and local stakeholders, implemented with Project Manager David Shulman. Elektra Dragon (2019): Lead Artist, Engineered Artworks Animatronic dragon sculpture with proportional hydraulic wings, innovative LED programming and light -transmitting polymer scales. Featured in Forbes magazine. Private commission. The Capitol Theater (2018): Co -Lead Artist, Five Ton Crane Commissioned by the Renwick Gallery, Smithsonian American Art Museum. Implemented with the Five Ton Crane collective and Co -Lead Artist Brie Hylkema. Art -Deco immersive space including silent f Im reels, exhibited at the Renwick Gallery, Washington DC; Cincinnati Art Museum; Oakland Museum of California. Packet Pg. 30 7.1.a Sean Orlando Resume Continued Fire Engine 32 /z (2017): Lead Artist, Engineered Artworks Public commission for the Seattle Off ce of Arts & Culture. Architecturally integrated sculpture designed and implemented concurrently with the LEED Platinum rebuild of Fire Station 32. Cal State East Bay Gateway Typographical Sculpture (2017): Lead Artist, Engineered Artworks Public commission for the California State University East Bay Placemaking Commission. Permanent exterior large-scale pathf nding and campus name sculpture. Storied Haven (2015): Contributing Artist/Construction Manager, Five Ton Crane Immersive sculptural space in collaboration with Bree Hylkema and Five Ton Crane collective. Exhibited at the Hermitage Museum and Gardens, Norfolk, VA, 2016-2017. Burrows Street Park Gate and Bench Elements (2014): Contributing Artist/Fabrication Manager Public commission of the design and fabrication of placemaking elements for San Francisco pedestrian arcade, in partnership with Rebar/Morelab Art & Design Studio and Architecture for Humanity. The Nautilus (2011), Lead Artist, Five Ton Crane Private commission for the Bently Foundation, San Francisco. In collaboration with Five Ton Crane collective, a sculptural interpretation of the submarine from Jules Verne's Twenty Thousand Leagues Under the Sea. Raygun Gothic Rocketship (2009): Co -Lead Artist, Five Ton Crane Grant Funded rocketship beacon sculpture, executed by Lead Artists Nathaniel Taylor, Sean Orlando, David Shulman, and members of the Five Ton Crane collective. Exhibited at Pier 14 in San Francisco 2010-2013; permanently installed in 2017 at Wings Over the Rockies Museum in Denver, CO. Steampunk Tree House (2007): Artistic Director/ Lead Artist/ Project Manager, Five Ton Crane In collaboration with Five Ton Crane, a monumental immersive sculptural space featuring functioning steam calliope. Permanently installed at Dogfsh Head Brewery, Milton, DE. SELECTED EXHIBITIONS Oakland Museum of California: Capitol Theater, October 2019, Oakland, CA Cincinnati Art Museum: Capitol Theater, April 2019, Cincinnati, OH Renwick Gallery, Smithsonian American Art Museum: Capitol Theater, March 2018, Washington DC Hermitage Museum and Gardens: Storied Haven, 2017, Norfolk, VA de Young Museum: Charismatic Expressions of a Microscopic World (solo), June 2014, San Francisco, CA de Young Museum: Urbanauts, residency and fellowship, 2012-2013, San Francisco, CA On the Move - An Exploratorium Roadshow: The Nautilus, March 2013, San Francisco, CA Yuri's Night: Raygun Gothic Rocketship, 2010, NASA Ames Research Center, Moffett Field, CA PROFESSIONAL ROLES November 2021 - Present: Founder and Studio Manager, Seaport Art Studios, Richmond, CA May 2014- Present: Founder and Principal Artist, Engineered Artworks, Richmond, CA 2007 - Present: Co -Founder, Lead Artist, Project Manager, Five Ton Crane collective, Oakland, CA EDUCATION 2011, BA, Practice of Art, College of Letters & Sciences, University of California, Berkeley Packet Pg. 31 ENGINEERED ARTWORKS City of Edmonds Community, Culture & Economic Development Deportment ANWAV PARK SCULPTURE CONCEPT PROPOSAL 131 Sunset Ave, Edmonds, WA 98020 7.1.b ARTIST. Sean Orlando FIRM: Engineered Artworks, LLC 4925 Seaport Ave. Richmond, CA 94804 Beano en ineer 5)5PackeP. 32 mobile: (41 Q AL .re_ KrICOM-11wo _ 7.1.b Packet Pg. 33 PS-, nly' STATEMENT OF INTENT 7.1.b We are dedicated to implementing extraordinary creative spaces in the public realm, and are inspired by the process of conceptualizing an illuminated organic sculpture for the Richard F. Anway Park site that is structurally sound, designed for functional uses including seating and shade, and exemplifies the experimental and design -centered values of the Edmonds Creative District. Taking root from the existing sculpture pad at the Center of Anway Park, the Gateway Canopyextends with a vertical gesture to approximately Win height and horizontally 15', in an asymmetrical curving form made up of rectangular steel ribs in a parametrically designed pattern. Presenting a compelling elliptical structure with a circular seat at its base, this sculptural work will also cast shade over the park's grassy area and walkway. Anway Park can feel exposed to sun, wind, and the vehicles lined up at the nearby Ferry terminal lanes. Gateway Canopy provides a unique visual mediation to these elements, as a sculptural structure of protection, rest, and contemplation. We aimed to provide a source of interest at the middle of the main park area, offering those who are walking dogs, stretching their legs, or taking photographs, a large-scale creative object to center their visit to the park. We were inspired by the idea of parametric design in segmented forms providing structural strength to the whole, and comprising a curving embrace of the Anway Park space. As these gridded intersecting components reach from a central stalk toward a lofty centerpoint, their shape will change according to the shape of the structure, connecting to form a pattern that looks both organic and geometric. We imagine park users being held in the transformational protection of a tree -like creative space that represents the connection between restorative natural systems and human gathering and recreation. ARTIST TEAM STATEMENT Sean Orlando and Engineered Artworks create monumental sculptures for public and community settings. Collaboration and relationship -building is a primary influence, whether interfacing with municipal arts agencies, civil engineers, community representatives, or fellow artists. Orlando's works are often influenced by mathematical or geometrical patterns, the aesthetics of industry and locomotion, and regional histories and ecologies. In every endeavor Engineered Artworks strives to generate immersive environments through striking and spectacular sculptural objects, shaping compelling spaces in which members of the public can connect with their own creative ideas and imaginative experiences. Packet Pg. 34 t •tom I• � y • Y 'ti 'f � .� ,'.R• •• � 'r. .� t ; • '1 '....> •. � ;.off • . � ....' ; :.� • �y f T'y E2 NP i Packet Pg. 36 RWR � e\ i rs � /A GATEWAY CANOPY INSPIRATION IMAGES Zhuhai Jinwan Civic Arts Centre, Zhuhai, Digital Fabrication in Architecture China, by Zaha Hadid Architects Group, National University of Singapore Courtesy of © MATSYS Packet Pg. 37 PS-, nly' 1 10, I lul1ll I I I�■� liiiiioiiiiiin March, 2025: Aspen Grove ADA compliant sculptural playground and shade structure influenced by organic forms, commissioned for the redevelopment of the mile -long 16th Street pedestrian promenade in Denver, CO EXAMPLES OF SIMILAR RECENT COMMISSIONS November, 2024: Grass Dome Commissioned by NORFOLK ARTS and the Five Points Park Planning Commission. The collaboration of park planners in the Norview neighborhood of Norfolk, VA, informed both the organic shape of the sculpture and its location within the park grounds. 7.1.b 2019: Gertie's Ghost/Tacoma Gateway In the process of researching Gertie's Ghost/Tacoma Gateway, local constructic and industrial workers proposed both the content of the work —a mythical beast sai to reside beneath the Tacoma Narrows Bridge, and its material —riveted steel tha echoes the form of nearby classic truss railroad bridges. Packet Pg. 38 PS-, nly' CONCEPT NARRATIVE 7.1.b GATEWAY CANOPY SCULPTURE A parametric gridded pattern of steel rectangles supports a spreading canopy form that centers the park and provides a visual point of interest in the conte. of the park area and the ferry terminal lanes. As a gesture of both experimentation and protection, the Gateway Canopy includes a seating area around its trunk -like base and casts an intentional shade pattern on the nearby landscape. With a contemporary geometric design, the Gateway Canopy sculpture represents the forward -looking aesthetic and character of the Edmonds Creative District, but it is also a structure of rest and protection, as embedded withii form are amenities built for the comfort of users ofAnway Park. In the evening, an internal matrix of LEDs or ER wire may provide small points of illumination that emphasize the complex internal structure of the piece and are visible as a vibrant grid from the vehicular perspective of the terminal lanes. MATERIALS AND COMPOSITION Mesh or waffle structure grows from single base on existing cement pad Stainless steel ribs and panels Internal EL wire or LED FUNCTIONAL AND MODIFIABLE ELEMENTS -Permanent, durable, and weather -resistant steel that requires a low level of maintenance. -Design is flexible in terms of the arrangement of rectangular panels in the grid, the structure's base and overall height and diameter -Center/base configuration is adjustable according to size and mounting, and backrest of seating area and debris prevention below bench can be determined with City of Edmonds representatives -Optional illumination allows for different colors or patterns of lighting if desired. Packet Pg. 39 ENGINEERED ARTWORKS ARTWORKS PRELIMINARY BUDGET PROJECT COST AMOUNT ARTIST FEE $30,000 ENGINEERING $15,000 MATERIALS $23,000 FINISHING $6,000 LABOR $23,000 INSTALLATION $10,000 TRANSPORTATION $3,000 INSURANCE $5,000 TOTAL $115,000 Packet Pg. 40 PS-, nly' SUGGESTED TIMELINE Contract Signed / Commencement of Artwork Creation Begins January 2025 Design Engineering Finalized February 2025 Materials Acquisition March/April 2025 Fabrication, 8 weeks April - May 2025 Finishing, 2 weeks May -June 2025 Transportation and installation, 2 weeks June 2025 Final installation details and dedication June 2025 7.1.b Q Packet Pg. 41 7.1.b a Packet Pg. 42 PS-, nly' THANK YOU 7.1.b Q Packet Pg. 43 8.1 City Council Agenda Item Meeting Date: 12/17/2024 Adoption of 2025-2026 Biennium Budget Ordinance Staff Lead: Kim Dunscombe Department: Administrative Services Preparer: Kimberly Dunscombe 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, 19, 21, 26, and December 3 and 4 Council deliberated on staff recommendations and Council amendments. The video recordings for these meeting is available on the city website. Staff Recommendation Staff recommendation is to approve the 2025-2026 Proposed Budget as amended and included in packet. Narrative N/A Attachments: 2025-2026 Budget Ordinance Recon Packet Pg. 44 8.1.a ORDINANCE NO. AN ORDINANCE ADOPTING THE BUDGET FOR THE CITY OF EDMONDS, WASHINGTON, FOR THE 2025-2026 BIENNIUM. WHEREAS, the City of Edmonds, Washington completed and placed on file with the City Clerk a proposed budget and estimate of the amount of moneys required to meet the public expenses, bond retirement and interest, reserve funds, and expenses of government of the City for the 2025-2026 Biennium; and WHEREAS, a notice was published that the City Council would meet on October 22°d, October 29th, and November 12th for the purpose of giving taxpayers within the limits of the City an opportunity to be heard in a public hearing upon said budget; and WHEREAS, the City Council did hold a public hearing at that time and place and did then consider the matter of the proposed budget for the 2025-2026 biennium; and WHEREAS, the proposed budget does not exceed the lawful limit of taxation allowed by law to be levied on the property within the City for the purposes set forth in the budget, and the estimated expenditures set forth in the budget being all necessary to carry on the government of the City for the 2025-2026 biennium and being sufficient to meet the various needs of the City during that period; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. The budget for the City of Edmonds, Washington for the 2025-2026 biennium is hereby adopted at the fund level in its final form and content as set forth in the comprehensive budget document, the City of Edmonds Adopted Budget, copies of which are on file in the Office of the City Clerk. Section 2. Estimated resources including beginning and ending fund balances for each separate fund of the City of Edmonds for the 2025-2026 biennium are set forth in summary form Packet Pg. 45 8.1.a below, and are hereby appropriated for expenditure at the fund level during the year 2025-2026 biennium as set forth in the City of Edmonds Adopted Budget. 2025 BUDGET SUMMARY BY FUND Fund No. Fund Description ESTIMATED Beginning Fund Balance Estimated Revenues Council Approved Appropriations ESTIMATED Ending Fund Balance 001 General Fund $ 757,457 $ 59,044,690 $ 58,387,767 $ 1,414,380 009 LEOFF Medical Insurance Reserve Subfund 91,074 275,000 317,500 48,574 012 lContingency Reserve Fund 2,228,672 - - 2,228,672 014 Historic Preservation Gift Fund 4,444 - 5,700 (1,256) 016 Building Maintenance Fund 2,739,104 100,340 550,000 2,289,444 017 Marsh Restoration & Preservation Fund 838,895 - 29,000 809,895 018 Edmonds Homelessness Response Fund 200,000 - 188,100 11,900 019 Edmonds Opioid Response Fund 458,619 50,000 400,000 108,619 104 Drug Enforcement Fund 43,850 4,790 20,000 28,640 111 Street Fund 66,480 2,440,000 2,639,871 (133,391) 112 Street Construction Fund 3,233,710 4,619,540 4,094,740 3,758,510 117 Municipal Arts Acquisition Fund 618,319 297,560 245,400 670,479 120 Hotel/Motel Tax Fund 151,031 129,500 194,000 86,531 121 Employee Parking Permit Fund 21,565 55,340 31,770 45,135 122 Youth Scholarship Fund 17,376 2,410 3,000 16,786 123 Tourism Promotional Arts Fund 145,119 49,230 37,500 156,849 125 REET 2 1,171,319 1,648,620 1,946,465 873,474 126 REET 1 4,010,241 1,780,420 2,552,330 3,238,331 127 Gifts Catalog Fund 2,893,921 345,580 638,936 2,600,565 130 Cemetery Maintenance/Imp. Fund 108,596 197,780 329,009 (22,633) 137 Cemetery Maintenance Fund 1,233,694 101,090 375,000 959,784 138 Sister City Commission Fund 17,646 11,310 7,400 21,556 140 Business Improvement District Fund 27,271 79,209 84,445 22,035 141 Affordable and Supportive Housing Fund 374,126 65,000 - 439,126 142 Edmonds Rescue Plan Fund 36,932 - 36,932 143 Tree Fund 69,862 83,502 - 153,364 231 2012 LTGO Debt Service Fund - 305,870 305,870 - 332 Parks Capital Construction Fund 287,893 209,450 - 497,343 421 Water Utility Fund 17,305,796 11,863,672 22,315,347 6,854,121 422 Storm Utility Fund 9,197,998 9,494,779 12,323,172 6,369,605 423 Sewer/WWTP Utility Fund 11,764,377 19,329,568 19,597,163 11,496,782 424 Utility Debt Service Fund 28,967 1,174,920 1,149,400 54,487 511 Equipment Rental Fund 5,128,013 2,421,990 1,907,356 5,642,647 512 Technology Rental Fund 640,007 2,505,723 2,530,572 615,158 Totals $ 65,912,374 $ 118,686,883 $ 133,206,813 $ 51,392,444 Packet Pg. 46 8.1.a 2026 BUDGET SUMMARY BY FUND Fund No. Fund Description ESTIMATED Beginning Fund Balance Estimated Revenues Council Approved Appropriations ESTIMATED Ending Fund Balance 001 General Fund $ 1,414,380 $ 53,405,494 $ 51,933,921 $ 2,885,953 009 LEOFF Medical Insurance Reserve Subfund 48,574 275,000 311,500 12,074 012 lContingency Reserve Fund 2,228,672 - - 2,228,672 014 Historic Preservation Gift Fund (1,256) - 5,700 (6,956) 016 Building Maintenance Fund 2,289,444 94,070 550,000 1,833,514 017 Marsh Restoration & Preservation Fund 809,895 - - 809,895 018 Edmonds Homelessness Response Fund 11,900 - 8,325 3,575 019 Edmonds Opioid Response Fund 108,619 50,000 50,000 108,619 104 Drug Enforcement Fund 28,640 4,610 20,000 13,250 111 Street Fund (133,391) 2,430,000 2,777,575 (480,966) 112 Street Construction Fund 3,758,510 6,215,209 5,849,659 4,124,060 117 Municipal Arts Acquisition Fund 670,479 165,920 211,400 624,999 120 Hotel/Motel Tax Fund 86,531 128,910 140,000 75,441 121 Employee Parking Permit Fund 45,135 54,950 33,093 66,992 122 Youth Scholarship Fund 16,786 2,340 3,000 16,126 123 Tourism Promotional Arts Fund 156,849 8,740 37,500 128,089 125 REET 2 873,474 1,639,330 1,270,200 1,242,604 126 REET 1 3,238,331 1,762,900 1,285,470 3,715,761 127 Gifts Catalog Fund 2,600,565 332,360 661,415 2,271,510 130 Cemetery Maintenance/Imp. Fund (22,633) 202,562 340,938 (161,009) 137 Cemetery Maintenance Fund 959,784 96,924 25,000 1,031,708 138 Sister City Commission Fund 21,556 6,230 7,400 20,386 140 Business Improvement District Fund 22,035 79,209 80,400 20,844 141 Affordable and Supportive Housing Fund 439,126 65,000 - 504,126 142 Edmonds Rescue Plan Fund 36,932 - 36,932 143 Tree Fund 153,364 58,259 - 211,623 231 2012 LTGO Debt Service Fund - 301,190 301,190 - 332 Parks Capital Construction Fund 497,343 208,860 - 706,203 421 Water Utility Fund 6,854,121 14,779,973 18,318,201 3,315,893 422 Storm Utility Fund 6,369,605 11,313,854 8,665,278 9,018,181 423 Sewer/WWTP Utility Fund 11,496,782 20,579,448 19,948,905 12,127,325 424 Utility Debt Service Fund 54,487 1,172,310 1,148,390 78,407 511 Equipment Rental Fund 5,642,647 2,420,770 1,972,106 6,091,311 512 Technology Rental Fund 615,158 2,505,723 2,615,344 505,537 Totals $ 51,392,444 $ 120,360,145 $ 118,571,910 $ 53,180,679 Section 3. The City Clerk is directed to transmit a certified copy of the budget hereby adopted to the State Auditors' Office and to the Municipal Research and Services Center (MRSC). Section 4. Severability. If any section, subsection, clause, sentence, or phrase of this ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. Packet Pg. 47 8.1.a Section 5. Effective Date. This ordinance, being exempt under RCW 35A.11.090, is not subject to referendum and shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. APPROVED: MAYOR, MIKE ROSEN ATTEST/AUTHENTICATED: CITY CLERK, SCOTT PASSEY APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: Im JEFF TARADAY FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO. Packet Pg. 48 8.1.a SUMMARY OF ORDINANCE NO. of the City of Edmonds, Washington On the day of , 2024, the City Council of the City of Edmonds, passed Ordinance No. A summary of the content of said ordinance, consisting of the title, provides as follows: AN ORDINANCE ADOPTING THE BUDGET FOR THE CITY OF EDMONDS, WASHINGTON, FOR THE 2025- 2026 BIENNIUM. The full text of this Ordinance will be mailed upon request. DATED this day of 92024. CITY CLERK, SCOTT PASSEY 4840-7251-8158,v. 1 Packet Pg. 49 8.1.a Part 1: Actual Use of REET Funds collected during the prior two-year period and Actual Use of REET Funds as a Percentage of Project REET FUNDS USED FOR THE FOLLOWING STREET EXPENDITURES 2023 % of Project using REET 2024 % of Project using REET REET 2 - Fund 125 Citywide Pedestrian Crossing Enhancements 1,066 15% Citywide Bicycle Improvements 470,378 34% 129,460 15% 2021 Overlay Program 4,668 24% 76th Ave Overlay 196th to OVD 181,767 13% 4,950 25% 2022 Pavement Overlay Program 4,563 7% SR-104 Adaptive System 236th-226th 17,073 13% 15,975 14% 2023 Overlay Program 253,686 50% 17,119 43% Main Street Overlay from 6th Ave to 9th Ave 18,671 20% 30,826 3% 2023 Traffic Calming Program 15,720 14% 2023 Guardrail Program 5,101 100% 2023 Pedestrian Safety Program 100,818 90% 2023 Traffic Signal Upgrades 18,797 100% 11,300 100% 2024 Overlay Program 10,837 50% 719,774 50% 84th Ave W Walkway from 238th St Sw to 234 St 37,543 45% 2024 Pedestrian Safety Program 80,770 100% 2024 Traffic Signal Upgrades 30,290 100% 88th Ave Overlay and Sidewalk Repair 27,500 25% 2025 Overlay Program 16,008 25% Olympic View Drive Overlay 55,000 100% REET 1 - Fund 126 Citywide Pedestrian Crossing Enhancement 1,790 26% Citywide Bicycle Improvements 114,282 8% 28,088 3% 2021 Overlay Program 3,494 18% 76th Ave Overlay 196th to OVD 37,496 3% SR99 Revitalization Stage 2 94,391 2% Elm Way Walkway 8th to 9th 265,887 46% 193,148 88% 2022 Overlay Program 4,396 6% 2023 Overlay Program 253,686 50% 23,135 57% 2023 Traffic Calming Program 94,442 85% 2024 Overlay Program 10,837 50% 719,774 50% Citywide Street Lighting Study 21,037 100% 41,909 100% Street Maintenance 216,741 100% 84th Ave W Walkway from 238th St Sw to 234 St 37,543 45% 2024 Traffic Calming 82,000 100% 88th Ave Overlay and Sidewalk Repair 27,500 25% 2025 Overlay Program 16,008 25% N t� C ca C L O E d 3 m 3 c d m ca N 0 N LO N 0 N 4- 0 C O Q O Q r C O .n d d t� C ca C 'a L O d 3 m <D N O N LO N O N C O E t V r Q Packet Pg. 50 8.1.a Part 1: Actual Use of REET Funds collected during the prior two-year period and Actual Use of REET Funds as a Percentage of Project REET FUNDS USED FOR THE FOLLOWING PARKS EXPENDITURES 2023 % of Project usingREET 2024 % of Project using REET REET 2 - Fund 125 Civic Park 1,088,690 57% 66,568 98% Johnson Property 195,400 100% Mathay Ballinger Park 77,766 43% 382,708 100% Park Restrooms 3,495 100% Outdoor Shower at Brackett's North 24,085 100% MOU Meadowdale Pla field Site 111,492 100% Citywide Parks Maintenance 243,385 9% 175,000 5% Shell Creek Restoration - 0% Lake Ballinger Park Improvements Mountlake Terrace ILA - 0% Si na e & Wayfinding Citywide 56,845 100% REET 1 - Fund 126 Debt Service 403,005 100% 503,600 100% Waterfront Development & Restoration 1,958 76% Landmark Project 100,000 74% Mee Property Purchase 30,000 100% 84,375 6% Land Acquisition Long Bay Enterprises 71,317 100% Part 2: Use of REET Funds for the succeeding two-year period and Percentage of REET Funds for capital projects Compared to all other sources of capital proiect funding as Identified in Citv's Capital Facilities Plan. TRANSPORTATION PROJECTS AND FUNDING SOURCES 2025 2026 Total % of Funding 84th Ave W Walkway from 238th St SW to 234 St SW (100,000) (100,000) Fund 126 Reimbursement - 84th Ave W Walkway 100,000 100,000 100% 84th Ave W Walkway from 238th St SW to 234 St SW $ - $ $ - 100% Citywide Bicycle Improvement Project (10,000) (10,000) Fund 125 Reimbursement - Citywide Bicycle Improvement Project 10,000 10,000 10% Citywide Bicycle Improvement Project $ - $ $ - 10% Elm Way Walkway from 8th Ave S to 9th Ave S (5,000) (5,000) Fund 126 Reimbursement - Elm Way from 8th Ave S. to 9th Ave S. 5,000 5,000 100% Elm Way from 8th Ave S. to 9th Ave S. $ - $ $ - 100% Pedestrian Safety Program (20,180) (20,180) (40,360) Fund 126 Reimbursement - Pedestrian Safety Program 20,180 20,180 40,360 807% Pedestrian Safety Program $ - $ - $ - 807% PARKS PROJECTS AND FUNDING SOURCES 2025 2026 Total % of Funding Mee Property (80,000) (80,000) Fund 125 Reimbursement - Mee Property 80,000 80,000 100% Fund 332-100 Park Impact Fees - Mee Property - - 0% Mee Property $ $ $ 100% Johnson Property (100,000) (100,000) Fund 125 Reimbursement - Johnson Property 100,000 100,000 100% Johnson Property $ $ - $ - 100% Parks & Facilities Maintenance Operations Building (250,000) (250,000) Fund 125 Reimbursement - Operations Building 250,000 250,000 100% Unsecured Funding (grants, bonds, special funds) - - 0% Parks & Facilities Maintenance Operations Building $ $ - $ 100% Packet Pg. 51 8.1.b Beginning Fund Balance Revenue Expenditures Historic Preservation Grant IF Loan reduction Red-light camera reduction Red-light camera rate increase Residential Parking Transfer from F018 Add Levy Lift Reduce Council Training Reduce Mayor's Travel Budget Reduce Council Contingency Edmonds Permitting Fees Study Reduce General Fund Expenditures $1.5M Reduction in General Fund Loan Court Red -Light Program Remove Non -Mandatory Boards & Commissions Fund Only One Assistant Police Chief Remove Police Crime Analyst Reinstate Community Engagement Coordinator Reduce 2025 COLA from 3.8% to 3% Move Fire Component of 911 to NonDP Hearing Examiner Professional Services Minute Taker HASCO /AHA MEMBERSHIP Arborist Digitization Interpretation Services Historical Property Inventory Reduce Election Costs Change Prof Svc from LTAC to GF Ending Fund Balance 2025PROPOSED MOTIONS 2025ADOPTED 2026PROPOSED MOTIONS 2026ADOPTED 757,457 556,022 1,414,380 60,759,690 52,685,494 15,000 (1,500,000) (5,000,000) (500,000) (500,000) 210,000 210,000 10,000 10,000 50,000 - - 6,000,000 (1,715,000) 59,044,690 720,000 53,405,494 60,961,125 52, 575,629 (2,400) (2,400) (5,400) (10,000) (10,000) 10,000 (1,500,000) (2,000,000) (972,283) 1,679,529 190,210 115,996 (8,750) (8,750) (232,500) (319,500) (179, 066) (188,448) 180,712 188,385 (117,631) (119,270) 15,000 15,000 10,000 10,000 6,250 6,250 15,000 15,000 10,000 - 2,500 2,500 15,000 - - (75,000) 49,000 (2,573,358) 58,387,767 (641,708) 51,933,921 556,022 1,414,380 665,887 2,885,953 Packet Pg. 52 8.2 City Council Agenda Item Meeting Date: 12/17/2024 Adoption of Comprehensive Plan Staff Lead: Shane Hope Department: Planning & Development Preparer: Heather Lakefish Background/History Every city and county in our region must adopt updates to their comprehensive plans and development regulations as needed under the Growth Management Act, by December 31, 2024 A comprehensive plan is a set of goals and policies, along with relevant information, to identify the general direction over the next 20 years for accommodating growth, protecting the natural environment, and otherwise address other important requirements and options under the Growth Management Act. By contrast, development regulations are the set of specific standards and rules that establish requirements and guidance for development. They are more detailed than a comprehensive plan. In 2023, an Environmental Impact Statement (EIS) process began for the Edmonds comprehensive plan update under the State Environmental Policy Act (SEPA). This led to the publication of a a Draft EIS, which was posted online September 29, with a comment period through October 30, 2024. After revisions to the draft, a Final EIS was published online on December 9 and officially recognized in the SEPA registry December 10. Another part of the update process was to submit the initial draft Comprehensive Plan, which had been developed and posted on the City's website on October 3, to the state Department of Commerce. The draft Plan is required by state law to be submitted to the state for review before adoption. Commerce then sent the draft Plan to interested state agencies (such as Department of Ecology) for their review and, as needed, any comments. Numerous public meetings of the Planning Board and City Council included review and discussion of Plan updates. The City's initial draft Comprehensive Plan was posted online October 3, 2024, and received more than 170 public comments. In light of public comments and the City Council's selection on November 4th of a preferred growth alternative, the draft Plan was revised in November and the new version posted on the City's website. The designations table was revised in the posted version on December 6th to replace the designations table. On December 10, the City Council had a special meeting to review and discuss the Final EIS. Later that evening, the Council held a public hearing, considered a presentation from staff, and listened to comments from the public about the draft Plan. Packet Pg. 53 8.2 Staff Recommendation o Move to adopt the proposed Comprehensive Plan. o Move to amend the proposed Plan by (adding, removing, or revising XXXXX...J o Move to adopt the 2024 Comprehensive Plan as amended. Narrative The proposed 2024 Comprehensive Plan includes all elements required under the Growth Management Act, along with an optional element (Culture, History, and Urban Design). It retains two elements previously adopted: the Parks Recreation and Open Space Plan and the Shoreline Master Program. It also contains several appendices, for example, an explanation of the methodology for calculating growth and housing targets and a list of possible implementation actions. Newer features now in the proposed Plan are the revised Transportation Element and project list, along with the Parks and Public Works CFP/CIP project lists, as preliminarily approved by the Council in previous actions. The Council's December 3rd meeting included discussion of the designations table, which staff committed to revise. Revisions to the table were subsequently completed and published December 6th online (as shown in the revised draft plan currently on the City's "Everyone's Edmonds" webpage) and included in the proposed Plan under consideration now. At its December 4, 2024 meeting, the Planning Board recommended City Council adoption of the revised draft Comprehensive Plan with several specific amendments (see attachment). At the Council's December 10 public hearing, additional amendment ideas were suggested by the public and staff. On December 17, the Council will consider amendments to the proposed Comprehensive Plan. Potential amendments may include the attached Planning Board edits, recommendations from staff, and any other recommendations brought forward by City Council members. (See attachment for staff's recommended amendments.) After voting on any amendments to the proposed Plan, the Council may adopt it as amended. After Plan adoption, staff will incorporate amendments into the final document and make any technical corrections (spelling, punctuation, page numbering, etc.). That document will be submitted to the state Department of Commerce within 10 days, as required, and posted on the City's "Everyone's Edmonds" website. Plan adoption before Dec. 31, 2024 means that the City of Edmonds will be considered compliant with the requirement to adopt an updated comprehensive plan by the state's due date. State agencies also have a period to review the submitted plan and notify the City of any concerns. Meanwhile, Edmonds will move forward with adopting any other required development regulations due by the end of 2024 or 2025. Such regulations will be drafted and considered through a public process. Ultimately, the adopted Edmonds Comprehensive Plan will provide direction for healthy growth, climate resiliency, and community qualify of life well into the future. Taking action to implement the Plan will be a next critical step in achieving the vision. Attachments: Final —Comment Letter Edmonds 2024-S-7600.12.11.2024 PB. Recommended.Chamges Response.to.Commerce.Letter. Edmonds 2024.DraftComp.Plan Packet Pg. 54 8.2 241212_Edmonds Final Comp Plan_V2 Draft Amendment Language 2024-12-11 comp plan ordinance v2 Packet Pg. 55 8.2.a STATE OF WASHINGTON DEPARTMENT OF COMMERCE 1011 Plum Street SE • PO Box 42525 • Olympia, Washington 98504-2525 • (360) 725-4000 www.commerce.wa.gov December 11, 2024 Shane Hope Planning and Development Director City of Edmonds 121 5ch Avenue Edmonds, Washington 98020 Sent Via Electronic Mail: shane.hope(c-r�,edmondswa.gov Re: Proposed Changes to City of Edmonds 60-day Notice of Intent to Adopt Amendment--2024- S-7600. Dear Shane: Thank you for the opportunity to comment on the proposed changes to the City of Edmonds' draft 2024 comprehensive plan. Growth Management Services received the proposed amendments on October 9, 2024, and processed them with material identification number 2024- S-7600. We have reviewed your draft plan using Commerce's Periodic Update Checklist (July 2024) and Expanded Housing Checklist. We appreciate your continued coordination and responsiveness with our agency in regards to the proposed amendments and as you work to achieve the community's vision consistent with the goals and requirements of the Growth Management Act (GMA). We realize your submission represents a great deal of work and substantial progress towards the 2024 periodic update of your comprehensive plan and corresponding development regulations due December 31, 2024. We very much appreciated the layout and organization of the plan. The logical layout helped make it easy to understand the interplay between elements and the overall community vision and goals. We encourage you and your community to consider the following as you finalize your drafts and present these amendments to your appointed and elected officials. In each of the numbered sections below, we have included line items and corresponding statutory citations from the Periodic Update Checklist -Updated July 2024 and the Expanded Housing Checklist (in italics) as support for our comments and recommendations that follow. Page I of 5 Packet Pg. 56 Department of Commerce: Submittal ID 2024-S-7600 8.2.a 1) Land Use Element a) Estimates ofpopulation densities and building intensities based on future land uses and housing needs. RCW 36. 70A.070(1) (amended in 2023), WAC 365-196-405(2)(1) Recommendation: When updating your land capacity analysis, please include the assumed densities used to calculate capacity in each zoning category, or discuss these in the text, as support for your analysis. b) The land use element must reduce and mitigate the risk to lives and property posed by wildfires by using land use planning tools and through wildfire preparedness and fire adaptation measures. RCW 36.70A.070(1) amended in 2023 Recommendation: While our review did find language concerning wildfire risk and mitigation in the draft land use element, we did not find policy language focused on reducing or mitigating the risk to lives and property by wildfires. Commerce recommends the addition of wildfire preparedness and fire adaptation measures in the land use element with identification of specific procedures to better align with statutory requirements. 2) Housing Element a) An inventory and analysis of existing and projected housing needs over the planning period, by income band, consistent with the jurisdiction's share of countywide housing need, as provided by Commerce. RCW 36.70A.070(2)(a) amended in 2021, WAC 365- 196-410(2)0) and ( ) Recommendation: Please include documentation of the city's projected housing needs at all income bands, including permanent supportive housing and emergency housing/shelter, in the Housing Element, as required by RCW 36.70A.070(2)(a) b) Identification of capacity of land for housing including, but not limited to, government - assisted housing, housing for moderate, low, very low, and extremely low-income households, manufactured housing, multifamily housing, group homes, foster care facilities, emergency housing, emergency shelters and permanent supportive housing. RCW 36. 70A.070(2)(c) amended in 2021, WAC 365-196-410(e) and (Q Recommendation: The city has an excellent foundation of analysis related to understanding and evaluating capacity for its housing growth targets. We recommend building on this analysis by completing a capacity analysis for emergency housing, as required by RCW 36.70A.070(2)(c). The city must also demonstrate sufficient capacity to accommodate allocated permanent supportive housing needs. Code updates to allow permanent supportive housing in appropriate zones may be needed to meet this requirement, since any areas counted toward capacity for permanent supportive housing must allow this housing type. Page 2 of 5 Packet Pg. 57 Department of Commerce: Submittal ID 2024-5-7600 8.2.a c) Ensure adequate provisions for existing and projected housing needs for all economic segments of the community, including documenting barriers and actions needed to achieve housing availability. RCW 36.70A.070(2)(d) amended in 2021, WAC 365-196- 010 ii WAC 365-196-300(D, WAC 365-196-410 and see Commerce's Housing Action Plan (HAP) guidance: Guidance for Developing a Housing Action Plan. Recommendation: Please include a summary of barriers to developing affordable housing (e.g. infrastructure limitations, development regulations, process obstacles) and actions the city plans to take to address those barriers in Housing Element as required by RCW 36.70A.070(2)(d). For additional guidance, see Chapter 4, Adequate Provisions (pgs. 48- 69) and Appendix B (pgs. 114-127) in Housing Element Book 2. d) Identify local policies and regulations that result in racially disparate impacts, displacement, and exclusion in housing, including zoning that may have a discriminatory effect; disinvestment and infrastructure availability per RCW 36.70A.070 (2)(e) Recommendation: Please conduct an evaluation of housing policies that may have led to racially disparate impacts, displacement, and exclusion in housing, as required by RCW 36.70A.070(e). See Step 3 in Commerce Book 3: Guidance to Address Racially Disparate Impacts (pgs. 33-40) for information on how to conduct this evaluation. In addition to the narrative provided, we also recommend identifying whether there is evidence of racially disparate impacts, displacement, and exclusion in Edmonds. 3) Capital Facilities Plan Policies or procedures to ensure capital budget decisions are in conformity with the comprehensive plan. RCW 36.70A.120 Suggestion: Consider adding an explicit policy linking capital budget and the comprehensive plan. 4) Transportation Element a) Identification of specific actions to bring transportation facilities and services to established multimodal LOS. RCW 36.70A.070(6)(a)(iii)(D) amended in 2023, WAC 365- 196-430 A projection of state and local system needs to equitably meet current and future demand and equitably implement the multimodal network. RCW 36.70A.070()(a)(iii)(F) amended in 2023, WAC 365-196-430(l)(c)(vi) and RCW 47.06 Recommendation: At the time of review, section 2.4 of the plan was under development. Please be sure to address these requirements in the final draft for adoption. b) A transition plan for transportation as required in Title II o ADA. Perform self - evaluations of current facilities and develop a program access plan to address Page 3 of 5 Packet Pg. 58 Department of Commerce: Submittal ID 2024-5-7600 8.2.a deficiencies and achieve the identification of physical obstacles, establish methods, perform modifications and identify leadership roles. RCW 36.70A.070(6) (a)(iii1fG) Recommendation: We did not find language regarding and ADA Transition Plan and recommend including policy language to create an ADA Transition Plan for transportation by evaluating current facilities and creating a program to address deficiencies. While Edmonds is not required to include a transition plan until the five- year implementation progress report is due in 2029, it is advisable that jurisdictions begin this planning process as early as possible. ADA transition plans are an important component of a multimodal transportation system. 5) Provisions for Siting Essential Public Facilities (EPFs) A process or criteria for identifying and siting essential public facilities (EPFs). RCW 36. 70A.200 and WAC 365-196-5500 ) Recommendation: While we did find language in the existing plan on essential public facilities and the Snohomish County Tomorrow process, there was not a specific process or criteria stated in the draft provided for review as part of the periodic update. We recommend adding policy language addressing the process or criteria for identifying and siting EPFs in the final draft for adoption. 6) Climate Change and Resiliency Edmonds is not obligated to meet the climate -related changes to GMA until 2029. However, we appreciate that you already integrated many climate goals and policies throughout your comprehensive plan. Commerce is updating the Washington Administrative Code (WAC) to set minimum standards for compliance with HB 1181 (Chapter 228, Laws of 2023). Rulemaking will be complete by the end of 2025, and we will regularly ask for feedback. Your 2029 implementation progress report will need to include climate change and resiliency policies that meet those standards, so we invite you to engage with our team over the next year. 7) Property Rights Considerations for preserving property rights. Local governments must evaluate proposed regulatory or administrative actions to assure that such actions do not result in an unconstitutional taking of private property. RCW 36.70A.370. For further guidance see the 2018 Advisory Memo on the Unconstitutional Taking otfrivate Property Recommendation: Our review did not find language regarding property rights. We recommend including in the final draft a goal, policy, or evaluation that addresses statutory requirements regarding consideration for property rights. Page 4 of 5 Packet Pg. 59 Department of Commerce: Submittal ID 2024-5-7600 8.2.a 8) Development Regulations a) Permanent supportive housing or transitional housing must be allowed where residences and hotels are allowed. RCW 35A.21.430 Recommendation: Please allow permanent supportive housing and transitional housing in all zones that allow hotels or residences, to be consistent with RCW 35A.21.430. See the STEP Model Ordinance and User Guide for further guidance. b) Indoor emergency shelters and indoor emergency housing shall be allowed in any zones in which hotels are allowed, except in cities that have adopted an ordinance authorizing indoor emergency shelters and indoor emergency housing in a majority of zones within one -mile of transit. Indoor emergency housing must be allowed in areas with hotels. RCW 35A.21.430 Recommendation: Please allow emergency housing and shelter in either all zones that allow hotels or a majority of zones within one mile of transit, to be consistent with RCW 35A.21.430. See the STEP Model Ordinance and User Guide for further guidance. Thank you again for the opportunity to comment. If you have any questions or need technical assistance, please feel free to contact me at jef .aken(acr�commerce.wa.govor (360) 725-2869. Please note, notification and copies of adopted plans shall be submitted to Commerce within ten days after final adoption (RCW 36.70A.106(2)). Sincerely, Jid744n Jeff Aken Senior Planner Growth Management Services Cc: David Andersen, AICP, Managing Director, Growth Management Services Valerie Smith, AICP, Deputy Managing Director, Growth Management Services Ben Serr, AICP, Eastern Regional Manager, Growth Management Services Carol Holman, MUP, Western Regional Manager, Growth Management Services Anne Fritzel, AICP, Housing Section Manager, Growth Management Services Laura Hodgson, Housing Planning and Data Manager, Growth Management Services Page 5 of 5 Packet Pg. 60 8.2.b 12/4/24 Planning Board Recommended Amendments To Draft Comprehensive Plan Transportation Element: [ADD] New Policy 8.8 within Goal & Policies Section: "When setting level of service targets, prioritize safety and reduced mortality over higher roadway speeds." [ADD] Information applicable to Table 2.4 and Table 2.5 (Roadway& Intersection /Active Transportation Project lists) to show how project priority grading was determined. Land Use Element: Future Land -Use Map & Designations - keep FLUM as drafted and corrected but remove any reference to "mixed -use" from the designation definitions of Low Density Residential 1 and 2 in the associated table. LU-10.3 [Revise to read] "Remove or modify barriers, such as culverts, to improve fish passage where appropriate and where there is improvement in salmon populations." LU-11.3 [Replace] "access" with "services" [Replace] LU-13 and LU-14 with: "LU-13 Develop distinct hubs and centers in the Subarea districts that foster and enhance the unique characteristic of each and seek needed improvements for public spaces. • Incorporate culturally significant design elements into public spaces, building and infrastructure to preserve and enhance the International District's unique identity. • Create a character for the Gateway District, with place -making features such as those found in other centers and hubs. • Develop the Health District that is diverse and comprehensive, expanding housing choices to meet specific needs of populations served by the Health District, especially low-income groups. • Promote urban design features in the southern and northern entry to Edmonds along HWY 99 that create a sense of arrival to the city. • Encourage signage and wayfinding elements along the corridor to other destinations in the city in order to strengthen the area as an integral part of Edmonds. Mitigate displacement due to redevelopment." Packet Pg. 61 8.2.b LU-15.1 [Revise to read] "Apply contextually appropriate standards and regulations in updating the development code to enable walkability. vibrant public realm and urban character between different land use areas." LU-15.5 [Remove entirely] LU-22.1 [Revise to read]: "Limit land use activities that would negatively impact groundwater recharge, unless such activities protect against contaminating the aquifer." LU-22.3 [Revise to read]: "Encourage projects that actively enhance aquifer recharge, such as artificial recharge basins, managed aquifer recharge (MAR) systems, and restoring natural recharge areas, unless such projects risk contaminating the aquifer." Packet Pg. 62 8.2.c Responses to Department of Commerce: Submittal ID 2024-S-7600 Comment from Commerce Response 1 Land Use Element a) Estimates of population densities and The Appendix A (Methodology and Assumptions building intensities based on future for City of Edmonds Land Use Capacity land uses and housing needs. RCW Analysis) lists the assumed densities: 36.70A.070(1) (amended in 2023), WAC 365-196-405(2)(i) Assumed DU/Acre by Height Floors DU/Ac. Recommendation: When updating your land capacity analysis, please 3 36 include the assumed densities used to 4 70 calculate capacity in each zoning 5 109 category, or discuss these in the text, 6 140 as support for your analysis. The floors correspond to the maximum number of floors allowed in the proposed mixed use zoning. b) The land use element must reduce and Existing policy in Comp Plan: mitigate the risk to lives and property posed by wildfires by using land use LU-23.8 Reduce and mitigate the risk to lives and planning tools and through wildfire property posed by wildfires by using land use preparedness and fire adaptation planning tools and through wildfire preparedness and measures. RCW 36.70A. 070(1) fire adaptation measures. amended in 2023 The policy can be strengthened and/or the following potential action items can be added: Recommendation: Our review did find Mapping High Fire Risk Areas: language concerning wildfire risk and Clearly delineate areas with high wildfire potential mitigation in the draft land use on land use maps to guide development decisions. element but we did not find policy Vegetation Management Regulations: language focused on reducing or Establish guidelines for vegetation management mitigating the risk to lives and around homes and structures in fire -prone zones, property by wildfires. Commerce including defensible space requirements. recommends the addition of wildfire Building Code Amendments: preparedness and fire adaptation Incorporate fire-resistant building materials and measures in the land use element with design elements into local building codes for new construction in high fire risk areas. identification of specific procedures to Community Preparedness Planning: better align with statutory Facilitate community -level wildfire preparedness requirements. plans, including evacuation routes, designated assembly points, and public education programs Page 1 of 7 c a m .N a� s a� L Q. E 0 U 4- 0 a0 0 a 0 a Q. 0 U L 0 N O N N _ 0 E w i as J a� E a Packet Pg. 63 8.2.c 2 Housing Element al An inventory and analysis of existing The City's approach to projecting housing needs and projected housing needs over the was to adopt Snohomish County housing targets planning period, by income band, (H05 Report) and find capacity to achieve those consistent with the jurisdiction's targets. share of countywide housing need, as provided by Commerce. RCW 36.70A.070(2)(a) amended in 2021, This chart gives the housing targets as per income bands including PSH housing. WAC 365-196-410(2,)(b) and (c,) City of Edmonds ,.wawa c. zoxoawwu y N.sn� M Yww, GqM IIwiY yy.•lYi® M9 Please include documentation of the city's projected housing needs at all income bands, including permanent supportive housing and emergency housing/shelter, in the Housing Element, as required by RCW iaamo,awo�.w.� 36.70A.070(2)(a) As per Commerce guidance for HB 1220, "Jurisdictions must do a quantitative LCA for emergency housing (EH) needs unless they can demonstrate both: The jurisdiction has one or more zones that allow hotels, all of which allow for EH by right, OR that EH is allowed by right in a majority of zones within one -mile of transit. AND that there are no regulations that limit the occupancy, spacing or intensity of EH. City of Edmonds is compliant with both requirements. b) Identification of capacity of land for Edmonds' housing targets already include the housing including, but not limited to, units required to be provided for PSH and there government -assisted housing, is capacity for PSH both in zones allowing housing for moderate, low, very low, hotels and/or residences. and extremely low-income households, manufactured housing, multifamily housing, group homes, foster care facilities, emergency housing, emergency shelters and permanent supportive housing, Page 2 of 7 a� E a Packet Pg. 64 8.2.c RCW 36.70A.070(2)(c) amended in 2021, WAC 365-196-410(e) and (Q Recommendation: The city has an excellent foundation of analysis related to understanding and evaluating capacity for its housing growth targets. We recommend building on this analysis by completing a capacity analysis for emergency housing, as required by RCW 36.70A.070(2)(c). The city must also demonstrate sufficient capacity to accommodate allocated permanent supportive housing needs. Code updates to allow permanent supportive housing in appropriate zones may be needed to meet this requirement, since any areas counted toward capacity for permanent supportive housing must allow this housing type. c) Ensure adequate provisions for These barriers were discussed and incorporated existing and projected housing needs in research before drafting goals and policies. for all economic segments of the community, including documenting Commerce guidelines mention the following barriers and actions needed to categories of barriers should be analyzed: achieve housing availability. RCW 36.70A.070(2)(d) amended in 2021, 1. Development regulations, WAC 365-196-010(g)(ii), WAC 365- 2. Process obstacles, 196-300(o WAC 365-196-410 and 3. Limited land availability and environmental see Commerce's Housing Action Plan constraints, and (HAP) guidance: Guidance for 4. Funding gaps Developing a Housing Action Plan. Recommendation: Please include a The Comp Plan has mitigating policies for all summary of barriers to developing these factors already. Staff can create a affordable housing (g• e. infrastructure corresponding checklist as an appendix. limitations, development regulations, process obstacles) and actions the city plans to take to address those barriers in Housing Element as required by RCW 36.70A.070 2 d . Page 3 of 7 c a a� .N a� s a� Q. E 0 U 4- 0 0 a 0 a 0 a, Q. E 0 U 0 N O N N _ 0 E w m a J a� E a Packet Pg. 65 8.2.c For additional guidance, see Chapter 4, Adequate Provisions (pgs. 48-69) and Appendix B (pgs. 114-127) in Housing Element Book 2. dZ Identify local policies and regulations that result in racially disparate Consultant team conducted a review of existing impacts, displacement, and exclusion policies flagging terminology and other content in housing, including zoning that may which is not inclusive. Staff can create a have a discriminatory effect; corresponding checklist as an appendix. disinvestment and infrastructure availability per RCW 36.70A. 070 It should be noted that the policy text has been (2)(e) re -written and the language and content which is Recommendation: Please conduct an not inclusive has been removed, evaluation of housing policies that may have led to racially disparate impacts, displacement, and exclusion in housing, as required by RCW 36.70A.070(e). See Step 3 in Commerce Book 3: Guidance to Address Racially Disparate Impacts (pgs. 33-40) for information on how to conduct this evaluation. In addition to the narrative provided, we also recommend identifying whether there is evidence of racially disparate impacts, displacement, and exclusion in Edmonds. 3) Capital Facilities Plan a) Policies or procedures to ensure Relevant current policy text which can be capital budget decisions are in strengthened: conformity with the comprehensive plan. RCW 36.70A.120 Policy CF2.3 Identify new or improved capacity of existing capital facilities needed to Suggestion: Consider adding an support the location and intensity of housing and explicit policy linking capital budget employment growth anticipated in the growth and the comprehensive plan. strategy Policy CF3.2 If probable funding falls short of meeting existing capital facility needs, the land use element and any other relevant information shall be reassessed to ensure the land use Page 4 of 7 c a. a� .N a� s as L Q E 0 U 0 0 a 0 a 0 a, Q. E 0 U 0 N 0 N N _ 0 w m m J a� E a Packet Pg. 66 8.2.c element, capital facilities element, and financing plan within the capital facilities element are consistent. (This supports Commerce's compliance) 4) Transportation Element a) Identification of specific actions to bring transportation facilities and services to established multimodal LOS. RCW 36.70A.070(6)(a)(iii)(D) amended in 2023, WAC 365- 196-430 A projection of state and local system needs to equitably meet current and future demand and equitably implement the multimodal network. RCW 36.70A.070(6)(a)(iii,1fF) amended in 2023, WAC 365-196-430(l)(c)(vi) and RCW 47.06 Recommendation: At the time of review, section 2.4 of the plan was under development. Please be sure to address these requirements in the final draft for adoption. b) A transition plan for transportation as required in Title II ofADA. Perform self - evaluations of current facilities and develop a program access plan to address deficiencies and achieve the identification of physical obstacles, establish methods, perform modifications and identify leadership roles. RCW 36.70A.070()(a)(iii)(G) Recommendation: We did not find language regarding and ADA Transition Plan and recommend including policy language to create an ADA Transition Plan for transportation by evaluating current facilities and creating a program to address deficiencies. While Edmonds is not required to include a transition plan until the five- year implementation progress report is due in 2029, it is advisable that jurisdictions begin this planning process as early as possible. ADA transition plans are an important component of a multimodal transportation system. 5) Provisions for Siting Essential Public Facilities (EPFs) a2 A process or criteria for identifying Relevant current policy text which can be and siting essential public facilities strengthened: (EPFs). RCW 36.70A.200 and WAC 365-196-550(1) Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on urgency, impact, and alignment with the ci 's strategic Page 5 of 7 Packet Pg. 67 8.2.c Recommendation: While we did find language in the existing plan on essential public facilities and the Snohomish County Tomorrow process, there was not a specific process or criteria stated in the draft provided for review as part of the periodic update. We recommend adding policy language addressing the process or criteria for identifying and siting EPFs in the final draft for adoption. 6) Climate Change and Resiliency goals. Periodically review the criteria and resources to help address these needs. Policy CF2.6 Ensure essential public facilities are not precluded, consistent with state law, and are sited in an equitable manner and with appropriate mitigation that balances local and regional objectives. Edmonds is not obligated to meet the climate -related changes to GMA until 2029. However, we appreciate that you already integrated many climate goals and policies throughout your comprehensive plan. Commerce is updating the Washington Administrative Code (WAC) to set minimum standards for compliance with HB 1181 (Chapter 228, Laws of 2023). Rulemaking will be complete by the end of 2025, and we will regularly ask for feedback. Your 2029 implementation progress report will need to include climate change and resiliency policies that meet those standards, so we invite you to engage with our team over the next year. Property Rights Considerations for preserving Draft policy language options: property rights. Local governments must evaluate proposed regulatory Evaluate proposed regulatory or administrative or administrative actions to assure actions to assure that such actions do not result that such actions do not result in an in an unconstitutional taking of private unconstitutional taking of private property. (Verbatim from RCW) property. RCW 36.70A.370. For further guidance see the 2018 Protect the property rights of landowners from Advisory Memo on the arbitrary and discriminatory actions. Unconstitutional Taking of Private Proper Recommendation: Our review did not find language regarding property rights. We recommend including in the final draft a goal, policy, or evaluation that addresses statutory Page 6 of 7 Packet Pg. 68 8.2.c requirements regarding consideration for property rights. 8) Development Regulations a) Permanent supportive housing or Current plan is already compliant transitional housing must be allowed where residences and hotels are H-9.5 Allow transitional housing and allowed. RCW 35A.21.430 permanent supportive housing in any zones that allow residential dwelling units or hotels (RCW Please allow permanent supportive 35.21.683 and RCW 35A.21.430). housing and transitional housing in all zones that allow hotels or H-9.7 Allow permanent supportive housing in residences, to be consistent with areas where multifamily housing is permitted RCW 35A.21.430. See the STEP (RCW 35.21.689 and RCW 35A.21.305). Model Ordinance and User Guide for further guidance. b) Indoor emergency shelters and Current plan is already compliant indoor emergency housing shall be allowed in any zones in which hotels are allowed, except in cities that H-9.6 Allow emergency shelters and emergency have adopted an ordinance housing in any zones that allow hotels. authorizing indoor emergency shelters and indoor emergency housing in a majority of zones within one -mile of transit. Indoor emergency housing must be allowed in areas with hotels. RCW 35A.21.430 Please allow emergency housing and shelter in either all zones that allow hotels or a majority of zones within one mile of transit, to be consistent with RCW 35A.21.430. See the STEP Model Ordinance and User Guide for further guidance. Page 7 of 7 c a m .N a� s as Q. 0 U 0 _ 0 a 0 a a Q. 0 U 0 N 0 N N _ 0 w i as J E a Packet Pg. 69 8.2.d , 9c�' , ONDS�W; vision. Flan - ices „ �OL�/d Ir,�(0) d d �tiT Comprehensive Plan City of Edmonds REVISED PUBLIC DRAFT DECEMBER, 2024 �1 1 �- wq w 0 .�0 Packet Pg. 70 1' 8.2.d ACKNOWLEDGEMENTS The City of Edmonds wishes to acknowledge the contributions made by the community to the Everyone's Edmonds Comprehensive Plan and its participation in a series of events, surveys, and meetings. Mayor: Mike Rosen City Council: Chris Eck Will Chen Neil Tibbott Michelle Dotsch Vivian Olson, Council President Susan Paine Jenna Nand Planning Board: Jon Milkey Lauren Golembiewski, Vice Chair Jeremy Mitchell, Chair Steven Li Judi Gladstone Lee Hankins Nick Maxwell George Bennett (Alternate) Isaac Fortin (Student Rep) Others: Economic Development Commission Architectural Design Board Transportation Advisory Commission Community Champions City Staff: Shane Hope, Planning & Development Director Phil Williams, Public Works Director Angie Feser, Parks, Recreation & Human Services Director Todd Tatum, Community Services, Culture and Economic Development Director Mike Clugston, Planning Manager Brad Shipley, Senior Planner Navyusha Pentakota, Urban Design Planner Robert English, City Engineer Bertrand Hauss, Traffic Engineer Mike DeLilla, Senior Utilities Engineer Consultants Perkins Eastman Stepherson and Associates Forum Placemaking Herrera Environmental Consultants Transpo Group a m c a� s a E 0 L) 0 c 0 a 0 g 2 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 71 8.2.d Contents INTRODUCTION 11 Introduction 13 Vision 13 Guiding Principles 14 Planning Area 15 Planning History 16 Planning Framework 18 City Profile 22 Growth Projection 28 Community Engagement Framework 30 How to use the Plan? 32 LANDUSE 35 Introduction 37 Edmonds Today 38 Edmonds 2044 40 Opportunity for Edmonds 41 Growth Strategy 42 Citywide Goals 51 Neighborhood Centers and Hubs 53 Downtown 55 Waterfront 56 Highway 99 Activity Center and Subarea 59 Residential Neighborhoods 61 Commercial Areas 61 Industrial Areas 62 Open Space 63 The Natural Environment 65 Priority Action Steps 70 HOUSING 71 Introduction Edmonds Housing Today Edmonds Housing Targets Housing Diversity Housing Affordability and Equity Addressing Racial Equity and Displacement People's Policies Supportive Housing Regulatory Framework Adapting to Climate Change Priority Action Steps 73 74 75 79 80 82 87 88 89 90 90 c R a a) y a) as L cQ E 0 L) 4- 0 c 0 a 0 a EVERYONE'S EDMONDS: Packet Pg. 72 8.2.d ECONOMIC DEVELOPMENT 91 Introduction 93 Edmonds Today 94 Edmonds 2044 98 Public Revenues 101 Edmonds' Economic Development Vision 102 Priority Action Steps 105 CLIMATE 107 Introduction City of Edmonds- Leader in environmental stewardship Climate Resilience Sub Element GHG Emissions Reduction Sub -element Implementation Actions 109 110 113 114 116 CULTURE. HISTORY AND URBAN DEISGN 117 Introduction 119 Arts and Culture 120 Celebrating our Heritage 122 Urban Design 123 Priority Action Steps 125 CAPITAL FACILITIES 127 Introduction 129 Essential Public Facilities 130 Future needs 134 Level of Service (LOS) 136 Strategic Planning and Investment Prioritization 137 Sustainability goals for Capital facility projects 139 Public Works 2025-2030 Capital Facilities Plan & Capital Improvement Program 141 Parks, Recreation & Human Services 2025-2030 Capital Facilities Plan & Capital Improvement Pro- gram 288 UTILITIES 329 Introduction Edmonds' Utilities today Future Projections and Challenges Overall Goals and Policies Storm and Surface Water Management Solid Waste 331 332 340 341 342 343 a m s a� a E 0 c.> 0 c 0 CL 0 a 4 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 73 8.2.d TRANSPORTATION 345 Introduction to the Plan 347 Existing Transportation Facilities and Conditions 352 Forecasts and Evaluation 380 Goals and Policies 405 Plan Implementation 412 Transportation Project List Prioritization Scores 421 Appendix A: Methodology and Assumptions for City of Edmonds Land Use Capacity Analysis 425 Appendix B: Growth Targets 436 Appendix C: Growth Alternatives 444 Appendix D: Community Engagement Summary 460 Appendix E: Potential Actions to Consider as Recommended by the Planning Board 466 Appendix F: Potential Action Items based on Draft Plan 471 c a a� .N c a� a� L a E 0 U 0 0 Q. 0 EVERYONE'S EDMONDS: Packet Pg. 74 8.2.d List of Figures Figure 1.1 1. Edmonds Downtown 2. Brackett's Landing North (Source: Edmonds Downtown Alliance) 3. View of Edmonds Marsh and Unocal property 12 Figure 1.2 Draft Vision Graphic with recurring themes generated using community's feedback 12 Figure 1.3 Regional Map 15 Figure 1.4 Coast Salish Peoples Most Associated with Edmonds (Source: City of Edmonds Mayor's office, Resources on Indigenous Peoples) 16 Figure 1.5 Shingle Mills on the Edmonds Waterfront (Source: Edmonds Historical Museum) 17 Figure 1.6 City of Edmonds Ferry (Source: Edmonds Historical Museum) 17 a Figure 1.7 GMA Planning Framework 18 Figure 1.8 VISION 2050 plan overview flyer 20 Figure 1.9 City of Edmonds Annexation History 22 L Figure 1.10 City of Edmonds Age Pyramid 23 a E Figure 1.11 City of Edmonds racial distribution trends 24 0 L) Figure 1.12 City of Edmonds Population Change in Youth, 2013-2017 vs. 2018-2022 24 0 Figure 1.13 City of Edmonds Existing Land Use Plan 27 c Figure 1.14 Community Engagement, Summer 2022-2024 30 a Figure 2.1 Area by zoning classfication (2020) 38 a Figure 2.2 City of Edmonds Zoning Map 39 Figure 2.3 City of Edmonds Existing Activity Centers (2015 update to Comprehensive Plan) 43 >I Figure 2.4 City of Edmonds: Locations of Neighborhood Centers and Hubs 45 Figure 2.5 Detailed figures of each neighborhood center and hub locations showing the area a boundaries and proposed building heights for each location 46 a c Figure 2.6 Future Land Use Map 50 L) Figure 2.7 Key locations within the Edmonds Waterfront 56 c Figure 2.8 Distinct districts within Highway 99 Subarea Plan 59 Figure 2.9 Edmonds Downtown (Source: Edmonds Downtown Alliance) 62 N c Figure 2.10 Existing Parks and Open Spaces (Source: Edmonds Parks, Recreation & Open Space E Plan 2022-2027) 64 W Figure 2.11 Critical Areas (Source: City of Edmonds) 66 NCq Figure 2.12 Existing tree canopy percentage summarized using 20-acre hexagons for the year 2020 (Source: Tree Canopy Assessment Report 2022) 69 N Figure 3.1 Housing Typology Mix (Source: Census 2020) 74 = as Figure 3.3 Edmonds future land supply (Source: The Housing Characteristics and Needs in E Snohomish County Report 2023) 75 w Figure 3.2 No of bedrooms distribution Source: Census 2020 75 a Figure 3.6 Existing Mix of housing types (Census 2020) and potential mix of housing types as per House Bills compliance (2044) 77 Figure 3.7 City of Edmonds: Locations of Neighborhood Centers and Hubs 78 Figure 3.8 Home Sales Affordability (Source: AHA) 80 Figure 3.9 Age of housing stock (Source: AHA) 81 Figure 3.10 Selected Monthly Owner Costs as a Percentage of Household Income (SMOCAPI) and Gross Rent as a Percentage of Household Income (GRAPI) (Source: Census 2020) 81 Figure 3.11 Cost burdened households, by race. (Source: Census 2020) 82 6 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 75 8.2.d Figure 3.12 Social Vulnerability Index (Source: Washington State Department of Health Disparities Map) 83 Figure 3.13 Environmental Health Disparities Map (Source: Washington State Department of Health Disparities Map) 84 Figure 3.14 PSRC displacement risk map (Source: PSRC) 85 Figure 4.1 Employed Edmonds Residents by Industry, 2020 94 Figure 4.2 Key Export Industries and Comparison of Edmonds to Nearby Cities 95 Figure 4.3 Where Edmonds Residents Work, 2019 96 Figure 4.4 Commute Direction and Distance for Employed Edmonds Residents, 2019 (Source: Longitudinal Employer -Household Dynamics (LEHD) program, U.S. Census Bureau, 2019) 96 Figure 4.5 Downtown Edmonds (Source: City of Edmonds) 100 Figure 4.6 Percentage Revenue by Type — All Funds, 2023 101 Figure 4.7 Percentage Revenue by Type — General Fund, 2023 101 Figure 4.8 Edmonds' Economic Development Vision "Mantra" 102 Figure 5.2 Regional and local climate change projections. (Source: Edmonds Climate Action Plan) 110 Figure 5.1 Frontline Communities in Edmonds (Source: CAP Document) 112 Figure 6.1 "AOSAGI" installed in September 2021 by Shogo Ota with Urban Artworks 121 Figure 6.2 "THE SALISH SEA" installed in November 2018 by Nick Goettling 121 Figure 6.3 Honoring the land and the Coast Salish tribes, `Marsh Life' is an artistic depiction and window into what life may have been like for Coast Salish communities living in the area. (Source: Edmonds Historical Museum) 122 Figure 6.4 12 urban quality criteria as developed by the Gehl Institute. 124 Figure 7.1 City of Edmonds Public Capital Facilities Map 131 Figure 7.2 City of Edmonds City Hall 135 Figure 8.1 Service area extents for City of Edmonds Water Utility and Olympic View Water Sewer District. (Source: City of Edmonds) 333 Figure 8.2 View of Spada Reservoir near Sultan (Source: The Herald) 334 Figure 8.3 Service area extents for City of Edmonds Sewer Utility and Olympic View Water Sewer District. (Source: City of Edmonds) 335 Figure 8.4 Service area extents for various garbage collection services. (Source: City of Edmonds) 338 a m U) c a� s a E 0 L) 0 c 0 a 0 a EVERYONE'S EDMONDS: Packet Pg. 76 8.2.d List of Tables Table 1.1 Growth Targets for the City of Edmonds for 2044 as set by Snohomish County CPP. 28 Table 2.1 Growth Targets for the City of Edmonds for 2044 as set by Snohomish County CPP. 40 Table 2.2 Future Land Use Designations Reference Table 48 Table 3.3 Required allocation of housing units as per affordability levels designated in House Bill 1220 76 Table 3.4 Summary of housing units capacity 78 Table 4.1 Employment growth by demographic trends (Source: Labor Participation Rate: Federal Reserve Bank of St. Louis) 98 a Table 4.2 Employment capacity for 2044 98 Table 7.1 Publicly owned facilities in City of Edmonds 132 Table 7.2 Capital Facilities and Service Providers for City of Edmonds and L Relevant Plans and Documents 133 Q- E Table 7.3 Level of Service standards for public facilities 136 0 U Table 8.1 Utility providers in City of Edmonds and Functional Plans 144 0 c 0 CL 0 a 8 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 77 8.2.d List of Tables for Transportation Element Table 1-1 Edmonds Vehicular LOS Standards........................................................................360 Table 1-2 Roadway Level of Service Overview.......................................................................360 Table 1-3 - Pedestrian Level of Service Overview...................................................................361 Table 1-4 Bicycle Level of Service Overview...........................................................................362 Table 1-5 Transit Level of Service Overview...........................................................................363 Table 1-6 Existing (Spring 2024) Roadway Level of Service Overview...................................364 Table 1-7 Intersections with Elevated Collision Rates.............................................................369 Table 1-8 September 2024 Community Transit Routes and Daily Ridership ...........................372 Table 1-9 Edmonds Park and Rides........................................................................................374 Table 2-1 City of Edmonds Land Use Growth.........................................................................381 Table 2-2 Pedestrian Transportation Plan Network Definitions................................................384 Table 2-3 Project Prioritization Scoring Methodology..............................................................394 Table 2-4 Roadway and Intersection Projects.........................................................................395 Table 2-5 2044 Transportation Improvement Project List: Active Transportation .....................398 Table 2-6 Transportation Planning Studies.............................................................................403 Table 4-1 Transportation Project and Program Costs (2024 — 2044).......................................413 Table 4-2 2024-2044 Transportation Revenues.....................................................................415 Table 4-3 Forecasted Revenues and Costs............................................................................418 List of Figures for Transportation Element Figure 0-1 Transportation Plan Approach................................................................................349 Figure 1-1 Edmonds Roadway Network..................................................................................353 Figure 1-2 Roadway Functional Classification.........................................................................355 Figure 1-3 Existing (2023) Roadway Average Daily Traffic (ADT)...........................................358 Figure 1-4 Existing (2024) Roadway Level of Service.............................................................366 Figure 1-5 Citywide Collision Rates (2018-2022)....................................................................367 Figure 1-6 Citywide Collisions Map (2018 — 2022)..................................................................368 Figure 1-7 WSDOT Freight and Goods Transportation System (FGTS) Map ..........................370 Figure 1-8 Edmonds Truck Haul Map......................................................................................371 Figure 1-9 Community Transit Fixed Routes in Edmonds.......................................................373 Figure 1-10 Existing Pedestrian Facilities................................................................................377 Figure 1-11 Existing Bicycle Facilities.....................................................................................379 Figure 2-1 Forecast 2044 Roadway Level of Service..............................................................382 Figure 2-2 Planned Pedestrian Network..................................................................................385 Figure 2-3 Planned Bicycle Network.......................................................................................387 Figure 2-4 Pedestrian LOS......................................................................................................389 Figure2-5 Bicycle LOS...........................................................................................................390 Figure 2-6 Forecast 2044 Transit LOS....................................................................................392 Figure 2-7 Roadway and Intersection Projects........................................................................397 Figure 2-8 Active Transportation Projects...............................................................................402 EVERYONE'S EDMONDS: Packet Pg. 78 8.2.d c� (L m U) c a� s a� L CL E ♦O� V 4- 0 c O 4. Q O Q N i c I ca a a E O U c ii w c O E m W I N T" N r N C d E L C� �4 w w Q 10 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 79 FS�GN a 0 gCILITIES , , 1 , 4OND1 , ion Plan Voices • Vls i v O �\ ♦ o \ 1 1 1 , \ I �GN i 1 p p 1 O o pp ' �� oo pp % ��AND USE' a m N C GN L d L cQ E O V O C O Q O Q N C I O a a E O U c U- N C O W NI N Iq r 4) v m a Packet Pg. 80 8.2.d Figure 1.1 1. Edmonds Downtown 2. Brackett's Landing North (Source: Edmonds Downtown Alliance) 3. View of Edmonds Marsh and Unocal property EDMON�S.o' 02, WMT DD YWilk piedxgnors ID va�iraes ry ll�fjl'i Wav�aysi� MgwigwTHE OTIOFEMOD5Aftv A SMML-TOWH ATMOSPHERE DRAK VISION STATEMENT � MgIMTAIt� AND Q,F$Op(b;TNE FAVIR01JMEr1T JWZASE WA4WBILITI MID Z7$ SPttlfiuM IREe5 MD InVaLb,1D W EASIAW DNEQSPY M.ID FWCyIGE PFA7LE 'TO flA&IL TRNJS(T OMWE OF D)WUTOWH EWWhQ (THE PAWL) Figure 1.2 Draft Vision Graphic with recurring themes generated using community's feedback 12 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 81 8.2.d Introduction Edmonds is a vibrant city renowned for its scenic beauty, rich cultural heritage, and strong community spirit. Situated along the shores of Puget Sound, Edmonds blends small-town charm with modern amenities, offering residents and visitors alike a unique blend of coastal living and urban convenience. As a hub of creativity and innovation, Edmonds is home to a thriving arts scene, diverse local businesses, and a deep commitment to sustainability. With its picturesque downtown, bustling a waterfront, and abundant parks and recreational areas, the city attracts individuals and families a) >_ seeking a high quality of life in a welcoming and inclusive environment. Edmonds prides itself on its y a strong sense of community, where neighbors come together to celebrate local traditions, support local L initiatives, and shape the future through active civic engagement. E 0 c) Everyone's Edmonds is Edmonds' 2044 Comprehensive Plan, the City's primary policy document that c outlines a long-term vision and provides direction for future growth and development over the next 20 c years. As Edmonds continues to evolve, the plan will provide clear direction on critical issues such as o housing, job creation, transportation improvements, and capital investments in essential infrastructure a like utilities, sidewalks, and parks. The plan serves as the cornerstone for the City's major decisions on growth and development, helping preserve the unique charm while embracing opportunities for progress and innovation. It outlines how the City will look, feel, and function in the years to come. It prepares Edmonds to face present and future challenges with resilience and adaptability, fostering a thriving, inclusive, and environmentally sustainable community. By aligning with the values and vision of Edmonds' residents, this plan aims to create a future where everyone can prosper and enjoy an exceptional quality of life. Vision The vision statement was crafted through an inclusive community visioning process that encouraged broad participation and input from Edmonds residents. Following this collaborative effort, the statement underwent review and refinement by both the Edmonds Planning Board and the City Council. This process ensured that the vision reflected the aspirations and priorities of the community while aligning with strategic goals for the city's future. "Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community." EVERYONE'S EDMONDS: Packet Pg. 82 8.2.d Guiding Principles The Vision ties directly to the guiding principles. Guiding Principles create the framework for decision - making and actions in each of the plan's "elements" that provide the City's long-range policy direction. They pull forward the core values, goals, and aspirations embedded within the vision, guiding how each element's strategies and policies can contribute to a desired future. Land use Grow mindfully with a place -driven approach that integrates all aspects of the built environment- housing, transportation, economic development, infrastructure, and social amenities to foster well -designed and livable environments for all. 0o Housing 00 °oo gg Edmonds is an inclusive community where every resident, regardless of their income, background, or ability, has access to safe, affordable, and dignified housing. Economic Development ®� Edmonds' economy is resilient and celebrates its unique identity, and provides support W11W; " and opportunities to the community and businesses to flourish. Climate Edmonds is committed to strengthening our resilience to climate change while balancing growth and protecting and expanding our environmental assets. It will prioritize creating a sustainable, and low -carbon Edmonds that can enhance quality of life for residents. Culture, History, and Urban Design Community quality of life in Edmonds is enhanced by weaving culture, arts, historic preservation, and thoughtful urban design into community activities and placemaking. - Transportation Edmonds will create well -designed streets that are safe, welcoming, and accessible for all residents, regardless of age, ability, or mode of transportation Public Utilities and Capital Facilities Edmonds will provide access to reliable, efficient, and sustainable delivery of essential public utilities, including water, sewer, electricity, gas, and telecommunications, to all residents and businesses. 14 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 83 8.2.d Planning Area The City of Edmonds is in south Snohomish County on the western shores of Puget Sound approximately 14 miles north of Seattle. Situated within the urbanized Puget Sound region, the city encompasses approximately 8.9 square miles (5,700 acres) in area, including 5 linear miles (26,240 feet) of marine shoreline. Roughly triangular in shape, the city is bounded by Puget Sound on the west; Lynnwood and Mountlake Terrace on the east; unincorporated Snohomish County on the north; and the town of Woodway and the City of Shoreline on the south. The 2044 Plan update focuses on creating compact efficient land use patterns to accommodate growth with integrated place -making as an approach to urban planning and development that considers the interconnectedness of social, economic, environmental, and cultural elements. This method emphasizes the active involvement of community members in designing and maintaining spaces that reflect their identity and meet their diverse needs. Figure 1.3 Regional Map EVERYONE'S EDMONDS: I Packet Pg. 84 8.2.d Planning History The earliest documented inhabitants of the area were Native American tribes. The Edmonds area was an integral part of the Coast Salish tribes' way of life for thousands of years before the settlers arrived. The area was rich in natural resources harvested by Coast Salish tribes. The marsh provided bark and cattails, the Puget Sound provided ample fishing, and berries, roots and other resources could be found on trails stretching to Lake Ballinger. Although there is no archaeological evidence of an established village in Edmonds, the area — especially the marsh — was an important summer destination for the Coast Salish tribes, which helped sustain them during the winter months. While they came to harvest fish, shellfish, reeds, medicinal plants and other resources, they also spent weeks sharing the marsh bounty and socializing, and held marriage ceremonies connecting different tribes. Before settlement, the marsh stretched nearly 100 acres. Continued development over the years has reduced the area to its current 22.5 acres. q4p i nax"'gl y t na VV- Yayam PORT GAMBLE S'KLALLAM TRIBE Suquamish Tribe - Place of the Clear Salt Water Figure 1.4 Coast Salish Peoples Most Associated with Edmonds (Source: City of Edmonds Mayor's office, Resources on Indigenous Peoples) "We acknowledge the original inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes, who since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their sovereignty, their right to self- determination, and we honor their sacred spiritual connection with the land and water." Edmonds City Council Land Acknowledgment a m c a� s a� a 0 0 0 c 0 a 0 a 16 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 85 8.2.d As European exploration and settlement in the Pacific Northwest increased, settlers began homesteading and logging activities in the general area of the present-day city. The community that became the City of Edmonds grew out of a homestead and logging operation started by George Brackett in 1876. Logging and shingle -splitting were the dominant economic activities in the community during the 1880s and 1890s. The town continued to grow as other industries including box making, pulp mill, a cigar factory, and increased waterfront activities developed. The Great North Railroad reached the town in 1891 and for many years provided access for goods and passenger travel to Everett and Seattle as well as to the eastern part of the state. Although fires destroyed many of the waterfront mills, shingle production continued to be the primary industry in the City into the 1940s. Ferry service to Kingston began in 1923 when a ferry terminal was built near the location of the existing ferry dock. The present ferry terminal was built in the early 1950s after acquisition of the ferry system by the State of Washington. Figure 1.5 Shingle Mills on the Edmonds Waterfront (Source: Edmonds Historical Museum) Figure 1.6 City of Edmonds Ferry (Source: Edmonds Historical Museum) The City continued to grow during the 1940s and 50s, resulting in a more active role of the municipality in providing water, sewer, and streets for the residential and commercial expansion. The Port District was formed in 1948 and began waterfront improvements. Commercial and retail businesses within the downtown provided a wide range of services to the community. Completion of Interstate 5 and increased growth in the Puget Sound region led to a gradual change in the character of the City with more emphasis on residential development and a decline in the retail importance of the downtown. Although the City is now primarily a residential community, it also provides many amenities for residents and visitors, including restaurants and specialized shopping as well as a long list of festivals and cultural events. The City of Edmonds was incorporated in 1890 with the original town site encompassing approximately 550 acres. The original town site is now occupied primarily by the downtown and adjacent residential areas. The City has expanded in area through annexations to a land area of approximately 8.9 square miles or approximately 9.2 square miles including portions of Lake Ballinger and Puget Sound tidelands. EVERYONE'S EDMONDS: 11Packet Pg. 86 8.2.d Planning Framework Adopted state and regional goals provide the framework for local comprehensive plans and implementation strategies. Through these goals, local governments are assured that important issues facing the state and other local governments in the Puget Sound region can be comprehensively addressed. State and Regional Planning Framework Growth Management Act The Washington Growth Management Act (GMA) establishes a framework for jurisdictions to manage and accommodate growth. The GMA sets LOCAL COMPREHENSIVE PLANS Figure 1.7 GMA Planning Framework requirements for comprehensive planning to guide future growth towards shared goals and ensure consistency and coordination between jurisdictions. State, regional and local jurisdictions undertaking growth management planning are required to adopt plans and implementation strategies that form a coordinated approach to actively plan for the future. The purpose of the GMA is to manage growth to support a high quality of life, sustainability, economic development, and environmental conservation (RCW 36.70A.010). The Growth Management Act (GMA) provides guidance for locally adopted comprehensive plans and development regulations across cities and counties. The GMA establishes the comprehensive plan as the centerpiece of local long-range planning, which contains a vision, goals, objectives, policies, and implementation actions that are intended to guide day-to-day decisions by elected officials and local government staff. Comprehensive plans encompass a future land use map (FLUM) which provides guidance for zoning and other development regulations. GMA requires comprehensive plans to include mandatory elements such as land use, housing, capital facilities, utilities, transportation, parks and recreation, and climate change resilience (RCW 36.70A.070). Local governments have the flexibility to include additional elements as desired. Development regulations, including zoning, must align with the objectives outlined in each jurisdiction's comprehensive plan. Compliance with the GMA, including periodic updates, is crucial for counties and cities to qualify for grants and loans from specific state infrastructure programs, ensuring their readiness to support sustainable growth and development. In recent years, amendments to the GMA have mandated jurisdictions to plan for and facilitate housing that meets the needs of all economic segments of the population (HB 1220). Additionally, these amendments require jurisdictions to identify and mitigate racially disparate impacts (HB 1220), simplify regulations to expand accessory dwelling unit (ADU) options (HB 1337), and enhance opportunities for middle housing (HB 1110). 18 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 87 8.2.d Under RCW 36.70A.020, the GMA establishes a series of 15 goals that should act as the basis of all comprehensive plans. • Urban growth. Encourage development in urban areas where adequate public facilities and services exist or can be provided in an efficient manner. • Reduce sprawl. Reduce the inappropriate conversion of undeveloped land into sprawling, low -density development. • Transportation. Encourage efficient multimodal transportation systems that are based on regional priorities and coordinated with county and city comprehensive plans. • Housing. Encourage the availability of affordable housing to all economic segments of the population of this state, promote a variety of residential densities and housing types, and encourage preservation of existing housing stock. • Economic development. Encourage economic development throughout the state that is consistent with adopted comprehensive plans, promote economic opportunity for all citizens of this state, especially for unemployed and for disadvantaged persons, promote the retention and expansion of existing businesses and recruitment of new businesses, recognize regional differences impacting economic development opportunities, and encourage growth in areas experiencing insufficient economic growth, all within the capacities of the state's natural resources, public services, and public facilities • Property rights. Private property shall not be taken for public use without just compensation having been made. The property rights of landowners shall be protected from arbitrary and discriminatory actions. • Permits. Applications for both state and local government permits should be processed in a timely and fair manner to ensure predictability. • Natural resource industries. Maintain and enhance natural resource -based industries, including productive timber, agricultural, and fisheries industries. Encourage the conservation of productive forestlands and productive agricultural lands, and discourage incompatible uses. • Open space and recreation. Retain open space, enhance recreational opportunities, conserve fish and wildlife habitat, increase access to natural resource lands and water, and develop parks and recreation facilities. • Environment. Protect the environment and enhance the state's high quality of life, including air and water quality, and the availability of water. • Citizen participation and coordination. Encourage the involvement of citizens in the planning process and ensure coordination between communities and jurisdictions to reconcile conflicts. • Public facilities and services. Ensure that those public facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy and use without decreasing current service levels below locally established minimum standards. • Historic preservation. Identify and encourage the preservation of lands, sites, and structures, that have historical or archaeological significance. • Climate change and resiliency. Ensure that comprehensive plans, development regulations, and regional policies, plans, and strategies under RCW 36.70A.210 and chapter 47.80 RCW adapt to and mitigate the effects of a changing climate; support reductions in greenhouse gas emissions and per capita vehicle miles traveled; prepare for climate impact scenarios; foster resiliency to climate impacts and natural hazards; protect and enhance environmental, economic, and human health and safety; and advance environmental justice. • Shorelines of the state. For shorelines of the state, the goals and policies of the shoreline management act as set forth in RCW 90.58.020 shall be considered an element of the county's or city's comprehensive plan. EVERYONE'S EDMONDS: I Packet Pg. 88 8.2.d Regional Goals The Puget Sound Regional Council (PSRC) is a regional transportation planning organization under chapter 47.80 RCW. In its major planning document, Vision 2040, the PSRC is described as: "...an association of cities, towns, counties, ports, and state agencies that serves as a forum for developing policies and making decisions about regional growth management, environmental, economic, and transportation issues in the four - county central Puget Sound region of Washington state." The City of Edmonds is a member of PSRC. PSRC's VISION 2050 VISION 2050 is the region's plan for growth. By 2050, the region's population will reach 5.8 million people. The region's cities, counties, Tribes, ports, agencies, businesses, and communities have worked together to develop VISION 2050 to prepare for this growth and serve as a guide for sustaining a healthy environment, thriving communities and a strong economy. VISION 2050 is a plan for the long-term that can be adjusted as the region changes. Vision 2050, provides a framework to guide sustainable growth across the region through integrated transportation, land use, and economic strategies. It envisions a future where communities thrive with affordable housing, efficient transportation systems, and equitable access to jobs and amenities. The plan emphasizes environmental stewardship, promoting compact urban growth while preserving natural resources and open spaces. Vision 2050 aims to enhance regional connectivity, resilience to climate change, and social equity by fostering vibrant, inclusive communities where residents enjoy a high quality of life and economic opportunities, ensuring a sustainable and prosperous future for generations to come. VISION 2050 r16 Puget Sound Regional Council The region's vision for 2050 VISION 2050 is the region's plan to provide an exceptional quality of life, opportunity for all, connected communities, a spectacular natural environment, and an innovative, thriving economy. A plan for how and where we grow The plan includes a Regional Growth Strategy that focuses growth in centers and near transit, with the goal of sustaining and creating different types of urban communities, while preserving the region's r working resource lands and open spaces. Beyond just the numbers, the Growth Strategy has policies and actions to help cities and counties plan for coming population and employment growth. VISION 2050 will help us... Provide opportunities for all Increase housing choices and affordability IS Sustain a strong economy Significantly reduce greenhouse gas emissions Keep the region moving 1 Restore the health of the Puget Sound V� Protect a network of open spaces V Grow in centers and near transit GAct collaboratively and support local efforts VISION 2050 was adopted in 2020 and includes the region's multicounty planning policies, local and regional actions, and a strategy for how and where we grow through 2050. Figure 1.8 VISION 2050 plan overview flyer The City of Edmonds is identified as a High -Capacity Transit Community. As the regional transit system grows, Edmonds will play a key role in accommodating employment and population growth by supporting mobility and reducing vehicle trips. Edmonds' Comprehensive Plan is consistent with and helps implement Vision 2050. It supports the role of Edmonds as a high -capacity transit hub within the larger regional system and is in alignment with the goals, policies, and actions established at the regional level. 20 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 89 8.2.d Regional collaboration is a foundational component of Vision 2050. It responds to the coordinated planning component of the GMA, recognizing the interdependency of jurisdictions and the imperative nature of consistency across systems. The document focuses on coordination in planning development with related entities, and emphasizes equity and health requirements for the region. VISION 2050, focuses greater amounts of growth within regional growth centers and high -capacity transit station areas. High -capacity transit station areas are areas within'/2 a mile of existing or planned light rail and streetcar stations, commuter rail stations, ferry terminals, and within'/4 mile of all bus rapid transit stations. To implement the vision, VISION 2050 contains the following overarching Goals: • Regional Collaboration: The region plans collaboratively for a healthy environment, thriving communities, and opportunities for all. • Regional Growth Strategy - The region accommodates growth in urban areas, focused in designated centers and near transit stations, to create healthy, equitable, vibrant communities well -served by infrastructure and services. Rural and resource lands continue to be vital parts of the region that retain important cultural, economic, and rural lifestyle opportunities over the long term. • Environment - The region cares for the natural environment by protecting and restoring natural systems, conserving habitat, improving water quality, and reducing air pollutants. The health of all residents and the economy is connected to the health of the environment. Planning at all levels considers the impacts of land use, development, and transportation on the ecosystem. • Climate Change - The region substantially reduces emissions of greenhouse gases that contribute to climate change in accordance with the goals of the Puget Sound Clean Air Agency (50% below 1990 levels by 2030 and 80% below 1990 levels by 2050) and prepares for climate change impacts. • Development Patterns - The region creates healthy, walkable, compact, and equitable transit - oriented communities that maintain unique character and local culture, while conserving rural areas and creating and preserving open space and natural areas • Housing - The region will preserve, improve, and expand its housing stock to provide a range of affordable, healthy, and safe housing choices to every resident. The region will continue to promote fair and equal access to housing for all people. • Economy - The region will have a prospering and sustainable regional economy by supporting businesses and job creation, investing in all people and their health, sustaining environmental quality, and creating great central places, diverse communities, and high quality of life. • Transportation - The region has a sustainable, equitable, affordable, safe, and efficient multimodal transportation system, with specific emphasis on an integrated regional transit network that supports the Regional Growth Strategy and promotes vitality of the economy, environment, and health. • Public Services - The region will support development with adequate public facilities and services in a coordinated, efficient, and cost-effective manner that supports local and regional growth planning objectives. EVERYONE'S EDMONDS: I Packet Pg. 90 8.2.d Multicounty Planning Policies (MPPs) are included as a part of Vision 2050, are included as a part of Vision 2050, adopted under the state's GMA, to provide an integrated framework for addressing land use, economic development, transportation, other infrastructure, environmental, and climate change planning. Their role is to implement the Regional Growth Strategy, create a planning framework to ensure consistency across local plans, and provide the policy structure for other regional plans. MPPs inform Countywide Planning Policies and local jurisdiction Comprehensive Plans. County's Planning Framework Snohomish County Countywide Planning Policies (CPPs) provide a framework for developing and adopting comprehensive plans for all jurisdictions within the county. CPPs ensure countywide consistency in growth management in compliance with MPPs and the GMA. This framework addresses issues at the regional level and establishes a shared vision for the county. General and joint framework are provided to guide and coordinate the development of plans at the county and city level. Topic specific policies are provided for the following subject areas: land use, housing, capital facilities, utilities, transportation, economic development, and parks and recreation. City Profile Edmonds has a history of annexation that has expanded its boundaries over the years. The original incorporation in 1890 included about 600 acres along the waterfront and up the hill to the east. Major annexations occurred in the 1950s and 1960s as Edmonds expanded into the surrounding suburban areas. By 1963, Edmonds had completed its largest annexations, growing to a population of around 19,000. The city reached its present eastern boundary along State Route 99 in May 1959. Edmonds gradually annexed portions of the unincorporated area of Esperance. This process occurred over several decades, with Edmonds annexing pieces of Esperance for industrial development and to increase its tax base. By the early 2000s, only 5 precincts of Esperance remain unincorporated, completely surrounded by Edmonds. These annexations have contributed to Edmonds' growth from its original 600 acres to its current size of about 8.9 square miles, making it the third most populous city in Snohomish County. 11 1953 a 0o Figure 1.9 City of Edmonds Annexation History 1963� (L m c a� s ;v a E 0 L) 0 c 0 CL 0 a 22 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 91 8.2.d Demographics The rate of population growth has been relatively stable over the years with major increases occurring primarily as a result of annexations during the 1950s, 1960s, and 1990s. The population growth during these decades was 289.7 percent, 195.5 percent, and 28.5 percent respectively. Maps detailing the annexation timeline for Edmonds are shown below. The city has experienced moderate population growth and demographic shifts between 2000 and 2024. The growth rate was marginal between 2000- 2010 at 0.5 percent. The city's population increased from 39,709 in the 2010 census to an estimated 42,658 in 2024, representing a growth of about 7.4%. Edmonds has an older population compared to state and national averages, with a median age of 45.8 years in 2024. The average household size in Edmonds has slightly decreased from 2.262 in 2010 to 2.0 in 2020. The city is relatively affluent, with a median household income of $96,775 and a low poverty rate of 4.19%. Edmonds also boasts a well-educated population, with high rates of educational attainment. 85 + 80 - 84 75 - 79 70 - 74 67 - 69 65 - 66 62 - 64 60-61 55 - 59 50 - 54 45 - 49 40-44 35 - 39 30 - 34 25 - 29 22 - 24 20-21 18-19 15-17 10-14 5-9 Under 5 FEMALE 2000 1500 1000 500 _ Population 2022 (ACS Data) Population 2017 (ACS Data) Figure 1.10 City of Edmonds Age Pyramid MALE 0 500 1000 1500 2000 a m c a� s a� L Q E ♦0 V 0 c 0 a 0 a EVERYONE'S EDMONDS: I Packet Pg. 92 8.2.d The racial composition has become slightly more diverse, with the White population decreasing from 87% in 2010 to 78% in 2024, while the Asian population increased from 6% to 9%. Only White Only Black or African American 1 1% 2% Only American Indian and 1 0.5% Alaska Native 0.1% Only Asian = 6% 9% Only Native Hawaiian and 10.3% Other Pacific Islander 0.7% Only Some other race 1% 3% Two or more races N 2% a 7% Hispanic or Latino (of any race) W 8% _ ACS Data 2010 ACS Data 2020 Figure 1.11 City of Edmonds racial distribution trends 78% 87% The data suggests that while Edmonds experienced overall population growth from 2013 to 2022, the proportion of youth in the population has decreased. This trend aligns with the city's increasing median age and growing percentage of residents over 65, indicating that Edmonds is becoming a more mature community with a smaller proportion of young families and children. However, it's important to note that these are current trends and may evolve in the future as demographic patterns shift and new development or policy changes potentially attract younger residents and families to the area. 0.80% 0.60% 0.40% 0.20% 0.00% -0.20% -0.40% -0.60% -0.80% -1.00% -1.20% Age 0-4 Age 5-9 Age 10-14 ■% Change Edmonds % Change Snohomish County % Change WA Figure 1.12 City of Edmonds Population Change in Youth, 2013-2017 vs. 2018-2022 C ca (L d U) C d s O L Q 0 L) O C O CL O Q 24 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 93 8.2.d Demographic analysis for Audience Prioritization Source: Equitable Engagement Framework, City of Edmonds Knowing the audience helps prioritize which audiences to engage, and how to reach them. Using information gathered from interviews, best practices for engaging specific populations, and demographic information by census tract, the following is a list of suggested priority audiences along with recommendations for engaging community members in each geographic area. Recommended priority audiences include: Audience Criteria Area 4 Area 5 Area 6 Area 7 Area 8 Area 9 Area 10 People who are older than 60 years of age and living alone x Females older than 65 years of age x Households with incomes less than $50,000 x x x Families with children younger than 18 years of age x x People who speak languages other than English x x x People who are BIPOC x x x x People who are not citizens x x x People who have disabilities x x x x People who rent their homes x x x x People without reliable computer and/or internet access x x x People who are LGBTQIA+ x x x x x x x People who rely on public transit x EVERYONE'S EDMONDS: I Packet Pg. 94 8.2.d Land Use Pattern Single-family residential uses are relatively evenly dispersed throughout the city and occupy the majority of the city's land use base. Approximately 3,460 acres, or 58.5 percent of the city's area, is developed for single-family residential uses. Higher density residential development (including apartments and condominiums) is primarily located south and north of the downtown; in the vicinity of the Edmonds-Woodway High School site and Swedish -Edmonds Hospital; and adjacent to 196th a Street, 76th Avenue and Highway 99. Together, single-family and multi -family residential units comprise approximately 3,959.9 acres (just over 64 percent of the total developed land within the city). c a� Commercial activity is concentrated in two principal areas -- the Downtown/Waterfront and the CL Highway 99 corridor (which includes the retail and medical development in the vicinity of Swedish E Edmonds Hospital). These two areas were designated as Activity Centers in the 2015 Comprehensive c°� Plan, and over the years, various strategies and actions have been implemented to establish them as o key hubs of economic activity within the city. 0 a 0 There are several smaller commercial nodes of varying sizes that help to serve adjacent a neighborhoods, such as Westgate, Five Corners, Firdale, Perrinville, and Puget Drive. N The Port of Edmonds is located in the southern portion of the City's waterfront. The Port owns and manages 33 upland acres as well as a small boat harbor and marina, with space for 1,000 boats (approximately 11 acres). A variety of services and marine -related businesses are located on the Port's properties. Waterfront area revitalization is one of the key considerations of the 2024 plan update. With the revocation of `Edmonds Crossing' project, waterfront has created new set of opportunities and challenges to address to accommodate growth and maintain its status as a unique destination of the Puget Sound region. Regional parks and beaches figure prominently in the City, including Brackett's Landing North and South, the Edmonds Fishing Pier, Edmonds Memorial Cemetery, Edmonds Underwater Park, Marina Beach Park, Olympic Beach Park, local tidelands, and the Edmonds Waterfront Center. The Edmonds Marsh is a significant City -owned open space (23 acres), while Yost Memorial Park is the largest community park owned by the City (44 acres). The largest County resources are Southwest County Park (118 acres) and Meadowdale Beach County Park (144 acres). All together, parks, recreation, and open space lands account for 5.8 percent of City land. 26 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 95 8.2.d Existing Land Use Detached Residential 7� Accessory/Attached - 8-Plex Residential* 0 Z 9+ Units Residential* General Commercial & Office Parks and Open Space '` J Public Services L .r � Healthcare �- Education Utilities and Industrial Hotel Vacant Historic *Including ground floor mixed use °1ya' _ pr IL ,f 96t ff ' ain St. - - -- ,!J III ���ly a . ■ 1 1 slyer ■ 220th St. I Li 228 I j t Figure 1.13 City of Edmonds Existing Land Use Plan c� a m U) c d s a E 0 L) 0 0 CL 0 a EVERYONE'S EDMONDS: I Packet Pg. 96 8.2.d Growth Projection The Growth Management Act requires the state Office of Financial Management (OFM) to set demographic projections for each county, from which counties, in coordination with the Puget Sound Regional Council, select a growth target and allocate it among their cities. In the 2020 Census, Edmonds had a population of 42,853. Its 2044 population target, set by the Snohomish County Tomorrow Steering Committee, is 55,966, reflecting a projected increase of 13,113 residents. This target aligns with the Countywide Planning Policies' General Framework Policy GF-5, which advises allocating growth according to each community's vision, infrastructure, and role in the region. Edmonds' projected 30% population increase by 2044 is below the countywide average of 37% and the 43% increase projected for the Urban Growth Area (UGA). This reflects Edmonds' more limited capacity for growth compared to areas along major transit corridors, though it still plays a role in supporting countywide growth targets. Translating Population Growth to Housing Targets Snohomish County's approach to setting housing targets based on population growth uses the Department of Commerce's Housing For All Planning Tool (HAPT), with an exception for cost -burdened owner -occupied housing, which the county excludes from increased housing needs. This results in a housing target for 9,068 new housing units, with assumptions on household size consistent with the Snohomish County HO-5 Report. Table 1.1 summarizes the adopted housing and employment growth targets as set in the Snohomish County CPPs. Table 1.1 Growth Targets for the City of Edmonds for 2044 as set by Snohomish County CPR Population 42,853 55,966 13,113 Housing 19,005 28,073 9,068* Jobs 14,174 17,232 3,058 This total of 9068 housing units is further defined by various income levels and capacity needed to achieve under each of the income band. Table 3.3 in the Housing Element summarizes Edmonds' adopted housing targets by income band and emergency housing required. Similarly, Economic Development element summarizes the adopted employment targets as set by the Snohomish County. 28 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 97 8.2.d To meet growth targets, the City must identify key areas and implement strategies to accommodate projected growth over the next 20 years. Based on previous planning efforts, the City already has some capacity for housing and job growth, carried over from the last plan update. This available capacity is detailed in the 2021 Snohomish County Buildable Lands Report and further explained in the Land Use Element. For a detailed break down and explanation of county adopted growth targets, refer to Appendix B Growth Alternatives To accommodate the growth, two growth scenarios were proposed as growth alternatives to create vibrant neighborhoods with suitable and affordable housing for all income levels, enhancing quality of life and promoting social equity. Both the Growth Alternatives proposed focused on the 2024- 2044 planning period and will plan to accommodate new housing and employment growth targets, be compliant with the state legislative house bills and stay consistent with the Snohomish County Countywide Planning Policies (CPPs). The State Environmental Policy Act (SEPA) provides an environmental analysis opportunity for both specific development projects and broader planning efforts. An environmental analysis at the "development project" level requires more detailed analysis of the site conditions, including proximity to critical areas and other factors. An environmental analysis at the planning ("non -project" level) is a higher -level look at potential impacts of implementing the proposed plan and identifies mitigation measures for the potential significant impacts. For example, an Environmental Impact Statement (EIS) for a long-range citywide comprehensive plan would identify general issues (such as increased population and the need for more housing) and recognize mitigation measures (such as application of critical area and stormwater regulations) that would be required for future development. Under SEPA, as part of the City's evaluation of the growth alternatives for the draft comprehensive plan, Edmonds considered not only potential impacts and mitigation measures for the two Growth Alternatives, but also for the "No Action" alternative, whereby the City would continue to follow the 2015 Comprehensive Plan, as amended in 2020, and current zoning regulations. The "No -Action" alternative would also maintain the existing land use designations without modifications and would not include meeting the requirements of House Bill (HB) 1110, HB 1220, and HB 1337. Both action alternatives assume minimum compliance with recently adopted House Bills 1110, 1337 and 1220. A final decision was made by the City Council seeking recommendations from the Planning Board to choose the extents and heights of the potential areas of change. The approved growth scenario defined significant changes in future land use designations within the Comprehensive Plan's Land Use element. The housing element address the distribution and types of housing needed to meet various income levels. To read more about the proposed alternatives, refer to the Appendix C a m a� s a� a 0 L) 4- 0 c 0 a 0 a EVERYONE'S EDMONDS: J Packet Pg. 98 8.2.d Community Engagement Framework The City of Edmonds aims to ensure timely and consistent public notification regarding proposed comprehensive plan amendments. This includes providing advance notice of all opportunities for public comment on the proposals and enabling interested parties to monitor their progress throughout the legislative decision -making process. Equitable Engagement Framework The City of Edmonds' Equitable Engagement Framework is a guiding document for inclusive and M equitable community engagement. Its key principles include fostering mutual respect, prioritizing a m engagement with overlooked communities, being responsive to community input, investing in '- U) resources for engagement, and building lasting relationships with community representatives. The framework outlines specific roles and responsibilities for engagement, tailored approaches for different projects, and methods to measure success. CL E 0 L) The demographic analysis within the framework identifies key population characteristics within o ten geographic locations in Edmonds using data from the 2020 American Community Survey. The o analysis focused on individual -level demographics (age, sex, race, ethnicity, poverty level, citizenship o status, disability status, language spoken at home) and household -level demographics (age groups of a household members, rented units, transit dependency, computer use, internet subscription, household N income). > The Framework recommends the city make use of practices such as • Prioritizing appropriate outreach for specific audiences, including households with incomes less than $50,000, families with children, non -citizens, and those who speak languages other than English. • Providing childcare, scheduling meetings at convenient times, and using local media and social media platforms to reach these communities. • Ensuring broad participation and mutual benefit by working with Community Based Organizations (CBOs) organizations and compensating them for time, vision, input, and expertise. -spgyo�yo� 1 Figure 1.14 Community Engagement, Summer 2022-2024 30 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 99 8.2.d Community Champions The Community Champions pilot program is a strategic part of the city's Equitable Engagement Framework. It seeks to serve the communities who identify as: • Black, indigenous, or as a person of color • Speak a language other than English at home • Immigrants or refugees • Having disabilities • LGBTQIA+ • Low-income households • Youth who may be future Edmonds residents, voters, and business owners • Social service agencies • Small business owners Community Champions Network brings underrepresented and historically marginalized voices into the process. Their involvement is helping to ensure Edmonds' planning efforts reflect their needs and priorities. Appendix D summarizes community engagement activities undertaken by the City of Edmonds team from 2022- 24. EVERYONE'S EDVONDS: Packet Pg. 100 8.2.d How to use the Plan? Intended Use & Document Organization The Everyone's Edmonds Comprehensive Plan is intended for use by all members of the community and is a tool to assist City Council, City staff, and others involved in making land use and public infrastructure decisions. The Plan is organized into elements or chapters. Each topic -specific element contains a summary of existing conditions and goals and policies. Elements are organized as follows: 1. Introduction and Context 2. Land Use 3. Housing 4. Economic Development 5. Community Culture, History, and Urban Design 6. Climate 7. Capital Facilities 8. Utilities 9. Transportation Guiding Principles are derived from the Vision statement and provide a foundational framework for achieving the Vision. They are broad, enduring statements that set the tone for decision -making and planning processes. These principles embody the core values and priorities of the community. Goals translate the Vision and Guiding Principles into specific, and achievable outcomes. Each Goal outlines the desired results that the city seeks to achieve, providing a clear direction for policy. Goals are ambitious yet attainable, reflecting both the aspirations and practical realities of the community. Policies are the actionable steps and strategies that will be implemented to achieve the Goals. They provide detailed guidance on how the city will manage growth, allocate resources, and address specific issues. Policies are designed to offer concrete actions that can be taken by the city's staff, leaders, and community partners. Goals and policies work together to support the community's vision and guiding principles. System plans and other city plans —such as the Parks, Recreation, and Open Space (PROS) Plan —further reinforce the Comprehensive Plan with infrastructure, programs, and detailed strategies. The Comprehensive Plan and its supporting plans are implemented through regulations and permits, including the City's development regulations (e.g., zoning code) and other ordinances. 32 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 101 8.2.d Appendices A. Methodology and Assumptions for City of Edmonds Land Use Capacity Analysis B. Growth Targets C. Growth Alternatives D. Community Engagement Summary E. Potential Actions to Consider as Recommended by the Planning Board F. Potential Action Items based on Draft Plan Implementation Edmonds' Comprehensive Plan is implemented through numerous actions, including day-to-day operations, capital investments, review of new development projects, and related system plans. Implementation actions are steps that are intended to be taken within a specified time frame to address high priority sustainability goals. GMA requires larger counties and cities to submit an implementation progress report detailing the progress they have achieved in implementing their plans five years after they been updated. This report should include regulations, zoning and land use changes, and other legislative and administrative actions needed for implementation. Performance measures, as identified in the Comprehensive Plan, are specific, meaningful, and easily obtainable data points that relate to sustainability and can be reported on an annual basis. They are intended to help assess progress toward achieving the goals and policy direction of each major Comprehensive Plan element. The City staff will annually report on the progress and effectiveness of implementation actions and performance measures to City Council and Planning Board. Documents Incorporated into the Comprehensive Plan: • Shoreline Master Program • Highway 99 Sub Area Plan • Capital Facilities Plan and Capital Improvement Program • 2022-2027 Parks, Recreation, and open Space Plan Documents Adopted into the Comprehensive Plan by reference: • Comprehensive Water System Plan (2017) • Comprehensive Sanitary Sewer Plan (2013) • Storm & Surface Water Management Comprehensive Plan (2010) EVERYONE'S EDMONDS: I Packet Pg. 102 8.2.d c� (L m U) c a� s a� L CL E ♦O� V 4- 0 C O 4. Q O Q N i c I ca a a E O U c ii w c O E m W I N T" N r N C d E L C� �4 w w Q 34 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 103 8.2.d c a a� .N c a� as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U 76 c ii c O E W I N N T- ICT C d E t 0 Q Packet Pg. 104 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Grow mindfully with a place -driven approach that integrates all aspects of the built environment- housing, transportation, economic development, infrastructure, and social amenities to foster well -designed and livable environments for all. 36 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 105 8.2.d Introduction The Land Use Element for the City of Edmonds outlines the vision and policies for land use to guide future development and environmental conservation, taking into account community needs, along with state and federal laws. Key objectives include preserving and enhancing community quality of life, providing diverse housing opportunities, enhancing economic vitality, and ensuring adequate infrastructure. The element offers guidance on how development regulations can contribute to a high quality of life and achieve environmental justice, including efforts to avoid creating or worsening environmental health disparities. The Land Use Element includes an assessment of current land use patterns, zoning regulations, and future land needs. It establishes goals and policies to steer the development of desired land use patterns within the community. The Natural Environment section focuses on protecting and enhancing a community's ecological resources. It includes strategies for conserving critical areas like wetlands and wildlife habitats, maintaining water quality, managing stormwater, and preserving open spaces. By balancing development with environmental stewardship, it aims to ensure the long-term health of natural resources, support ecological functions, and maintain quality of life while accommodating growth The Future Land Use Map (FLUM) delineates general land use designations, serving as the basis for more specific zoning districts and development regulations that set parameters for residential, commercial, recreational, and other uses within Edmonds, as well as parks, open spaces, and protected natural areas. The Future Land Use map and the policies outlined in this element identify areas for focused growth and investment. These strategic decisions aim to support equitable and sustainable expansion over the next two decades, ensuring Edmonds continues to thrive, creating a welcoming environment that promotes a sense of belonging among residents, businesses, and visitors alike. EVERYONE'S EDMO Packet Pg. 106 8.2.d Edmonds Today Edmonds is a historic waterfront city, providing housing, retail and restaurants, medical facilities, services, regional cultural attractions, parks, and much more. As of 2020, the city has a population of 42,853 residents, residing in 19,005 housing units, with approximately 14,174 jobs available locally. The existing land use map indicates generally how these residents and jobs are distributed in homes and businesses throughout the city, as well as supportive functions such as healthcare, education, and parks. Most of the city's land area is characterized by single -unit residential lots, representing about 75% of the total area. Currently, future growth is focused in two defined "activity centers", including the Medical/Highway 99 Activity Center and the Downtown/Waterfront Activity Center. The vast majority of Edmonds' existing growth capacity in both housing and jobs is along the Highway 99 corridor. Existing Zoning The comprehensive plan identifies land areas for future types of uses and has broad policies that provide general direction for the implementation of specific development regulations, programs, and investments. An example of a more specific regulation is the zoning regulations that apply to one or more zoning districts and prescribe height limits and other dimensional requirements for development. Through the zoning regulations, three-story heights are allowed for much of the city with few exceptions. The largest exception is the allowance of 75 feet in height along the Highway 99 corridor (as defined in the Highway 99 Subarea Plan). For some zoning districts, the regulations also prescribe minimum square footage for a legal lot and/or the number of units allowed per acre. Other development and environmental regulations, including for stormwater and environmentally critical areas, further affect development options. Parks 5.90% Public Facil 1.50% Commercia 8. M 5.10% Single Family 61.50% Figure 2.1 Area by zoning classfication (2020) a m c a� s a� L CL E 0 c.> 0 c 0 a 0 a 38 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 107 8.2.d City of Edmonds Zoning tie, 14 ° Zoning Designations and Descriptions mwn.sre. sr�a,rmm�e. react.. rr of m.ror�r way rem.•t. roebr eKK.ex a.f This map is a representation of the official zoning map of the City of Edmonds. Please check with the Single racy City of Edmonds Planning Division before relying ins--1l..—.. n. mn is sag. romps a,ma m. tt. wn on the zoning information described on this map. ������,: n•;,::�,,,:;_�;�,oH s'oa•romea 000.y.tt ion Mar revision date: August 3, 2022 xarMonr rz .. •� s's•rom a. e�wwr mn ZomnS2022g2022 36x56.mxd In rmiN. t.tm w.fc or lat•re•cerunl� mac.. m•� m. n. •n•t•r.•wr„mr ®.. tea.. r omiN r.vnw. «. or�oro,eoo<r„.n we ex .xwti rmmiN. rtM.rmw.ws xry Figure 2.2 City of Edmonds Zoning Map a `) y C GN L L iZ 0 V 0 C 0 a 0 a EVERYONE'S EDMO Packet Pg. 108 8.2.d Edmonds 2044 One of the key principles of the Growth Management Act and regional planning is that jurisdictions must accommodate their fair share of the region's growth. Growth targets in Edmonds are set by Snohomish County through the Snohomish County Tomorrow process. Snohomish County periodically produces a "Buildable lands Report" based on countywide population projections. The most recent version was adopted in 2021. A detailed methodology defined by the county process determines the "baseline" capacity available for growth within each city. Between 2020 and 2044, Edmonds population is forecasted to increase by 31%. the housing units by 48%, and jobs are expected to increase by 22%. This represents a significant increase in growth targets compared to the previous comprehensive plan. The housing and land use sections of this comprehensive plan aim to accommodate growth and other needs in a way that is consistent with Edmonds' principles and goals while delivering the greatest community benefit. For more technical information on legislative background and housing and jobs capacity calculation methods, please see the Appendix A. Population 42,853 55,966 13,113 Housing 19,005 28,073 9,069' 5,148 3,921 Jobs 14,174 17,232 3,058 2,548 510 Table 2.1 Growth Targets for the City of Edmonds for 2044 as set by Snohomish County CPP. 1. These 9,069 units must be distributed according to the requirements and affordability levels designated in HB 1220 2. Source: Snohomish County Buildable Lands Report 2021 3. Proposed Land Use alternatives are distributing this required net growth capacity a m c a� s a� L a E 0 L) 0 c 0 W a 0 a 40 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 109 8.2.d Opportunity for Edmonds Integrated Place -making: To meet anticipated growth targets and respond to the rising demands for housing opportunities and broader accessibility to goods and services, the City's land use approach emphasizes the creation of appropriately scaled, vibrant, sustainable, and inclusive community places. A place -driven approach integrates all aspects of the built environment- land use, transportation, economic development, infrastructure, and social amenities to foster well -designed and livable environments that promote healthy lifestyles, climate resiliency, and access to natural beauty. Climate -change responsiveness The approach emphasizes mixed land use, pedestrian -friendly infrastructure, and efficient public transportation to create a sustainable, resilient, and livable city that can adapt to changing environmental conditions while meeting the needs of its residents. Protecting critical areas, such as wetlands, floodplains, and habitats, is essential for maintaining biodiversity and ecosystem health. Preserving and expanding the urban tree canopy helps improve air quality, reduce heat, and enhance the city's aesthetic appeal. Walkable neighborhoods A place -driven approach can help residents be more active, healthy, and engaged in their community, by bringing shopping, employment, education, recreation, and other community resources within reach of walking, biking, and transit. Organizing land use to efficiently provide infrastructure and create enough demand for services and amenities within a given walkable area requires a curated mix of uses as well as density, particularly in housing. Given that significant multifamily housing growth is needed in the city, thoughtful land use planning can leverage this growth as an asset to create a more complete and livable community by supporting both neighborhood and citywide serving businesses, services, and amenities. Supporting mobility for people Transportation infrastructure is critical to support land use, including through sidewalks, crosswalks, bicycle infrastructure, traffic management, and more. To address this, Edmonds has brought a Multi - Modal Level of Service (MMLOS) approach to planning this infrastructure. The MMLOS approach prioritizes investments to promote sustainable and equitable transportation options. The transportation section of this comprehensive plan has more information. EVERYONE'S EDMO Packet Pg. 110 8.2.d Growth Strategy Per Snohomish County adopted targets, City is expected to grow by approximately 13,000 people and approximately 9,000 housing units plus 3000 jobs. The city has proposed it's growth strategies for managing population growth, land use, and development in Edmonds. The Growth strategy is the approach city chose to achieve the overall vision and objectives of the proposal. This must reflect the needs of residents and businesses; guide Edmonds in investing in parks, transportation, public infrastructure, and social services; meaningfully serve the City as it grows and becomes more diverse; protect Edmonds' natural resources; and manage sustainable growth. The Growth Strategy must also align with the City's 2044 growth targets, addressing the projected growth targets while ensuring compliance with recently adopted House Bills 1110, 1337 and 1220. Minimum compliance with recently adopted Washington State legislation HOUSE BILL 1110 Increasing middle housing consisting of duplexes, triplexes, townhomes, quadplexes (with one affordable unit), stacked flats, and cottage style and courtyard apartments in areas traditionally dedicated to single family residential detached housing. HOUSE BILL 1337 Expanding housing options by easing barriers to the construction and use of accessory dwelling units [ADUs]. HOUSE BILL 1220 Planning for and accommodating affordable housing and requires jurisdictions to address moderate, low, very low, and extremely low- income housing in the housing element of the comprehensive plan. It also requires jurisdictions to address racially disparate impacts and displacement in the housing element of the comprehensive plan. As part of this growth strategy city has identified potential growth areas called Neighborhood Centers and Neighborhood Hubs to achieve sustainable, resilient, and equitable distribution of growth. They offer a variety of capacities to support housing and job growth, diverse housing types, and citywide infrastructure investments. A similar approach had been proposed as part of the 2015 periodic update of the plan, where Edmonds strategically planned for future development in two activity centers located within the community, the Medical/Highway 99 Activity Center and the Downtown/Waterfront Activity Center. 42 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 111 8.2.d Activity Centers Activity Centers in Edmonds are intended to address the following framework goals: • Pedestrian -oriented - Provide a pedestrian -oriented streetscape environment for residential and commercial activity. • Mixed -use - Encourage mixed -use development patterns that provide a variety of commercial and residential opportunities, including both multi -family and small -lot single family development. • Community character - Build on historical character and natural relationships, such as historic buildings, slopes with views, and the waterfront. • Multimodal -Encourage transit service and access. • Balanced (re)development - Strategically plan for development and redevelopment that achieves a balanced and coordinated approach to economic development and housing, along with cultural and environmental goals. • Concurrency: Coordinate the plans and actions of both the public and private sectors. • Adaptive reuse: Provide incentives to encourage adaptive reuse as an alternative to redevelopment of historic structures to preserve these resources. Figure 2.3 City of Edmonds Existing Activity Centers (2015 update to Comprehensive Plan) To plan growth sustainably and equitably, City wanted to set frameworks in place for other potential areas of growth for the next 20 years. These areas are named Neighborhood Centers and Neighborhood Hubs. Neighborhood Centers and Neighborhood Hubs will be new types of relatively smaller scale activity centers in Edmonds. Of the two, centers are larger while hubs are smaller. The City took into account various criteria when locating these areas, including: • Redevelopable parcels within the City boundaries as outlined in the 2021 Snohomish County Buildable Lands Report (Snohomish County 2021 • Existing mixed use and multifamily land use designated areas • Existing transit corridors • Exclusion of activity centers • Overlaying critical areas Additionally, the selection process considered the PSRC displacement risk mapping, which identifies neighborhoods at higher risk of displacement. This mapping includes both residents and businesses, with the majority of Edmonds being categorized as low risk. EVERYONE'S EDMO Packet Pg. 112 8.2.d Both Centers and Hubs are underutilized areas with existing commercial and multi family units targeted for redevelopment to align with community goals and enhance the public realm. They feature a mix of retail and commercial businesses and benefit from good multimodal access, including existing transit services. These are key nodes with the potential for strong multimodal connectivity, including transit services. Some of the Key characteristics of the neighborhood centers and hubs are • Commercial and Mixed Use: Provide a mix of retail, commercial, and services to a variety of areas in the City. Hubs offer a relatively small scale retail/commercial businesses and mixed use developments compared to centers. • Complementary Uses: Enable compact building forms, providing the ability to accomplish many daily tasks without a car. • Vibrant: Create a town -center atmosphere, with larger open spaces and walkable streetscapes. • Public Realm: Offer opportunities for public art and areas for festivals and other civic activities. • Range of Housing Choices: Enable housing options for current and future residents of Edmonds, including senior- and family -oriented mid rise and mixed -use multifamily buildings. • Transit Accessible: Conveniently located with solid transit access. Positioned to ensure good multimodal access, including existing transit services Neighborhood Centers Neighborhood centers leverage already established mixed commercial areas to accommodate additional growth, while providing amenities, services, and economic activity closer to mature residential neighborhoods. Centers permit a wide range of building types and will offer the ability to accomplish daily tasks without a car to large sectors of the city. Centers are active with larger public open spaces, and walkable streetscapes. Centers will include amenities such as public art and areas for street markets, festivals, and other civic activities. Housing in centers includes senior and family - oriented mid -rise and mixed -use multifamily buildings. The addition of housing to centers will help build a customer base for local businesses to thrive. This approach to neighborhood centers leaves open the potential for each center to respond and grow within its unique context, working in coordination with other activity centers to best serve community needs. Neighborhood Hubs Neighborhood hubs are smaller focal points within the city, bringing neighborhood serving retail, amenities, and services within proximity to residents. "Third places" such as local coffee shops and bookstores for neighborhood gathering and connection can be located here. Hubs will offer small scale open spaces that primarily serve the surrounding neighborhood with improved pedestrian and bicycle infrastructure. Housing choices available in hubs such as townhomes and apartments allow seniors to stay in their community, and young families to start out. 44 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 113 8.2.d Figure 2.4 City of Edmonds: Locations of Neighborhood Centers and Hubs EVERYONE'S EDMO Packet Pg. 114 8.2.d Through the Neighborhood Centers and Hubs, the City's growth strategy focuses on fostering compact, walkable neighborhoods where people can live, work, and play. This approach aims to enhance quality of life, promote equity, and support sustainable growth. Initially, two alternative approaches were studied to evaluate growth impacts and mitigation measures. Ultimately, the Council approved a final growth scenario that designates four centers —Westgate, Five Corners, Firdale, and the Medical District Expansion —and six hubs: West Edmonds Way, South Lake Ballinger, East Sea View, North Bowl, Maplewood, and Perrinville. Figure 2.5 Detailed figures of each neighborhood center and hub locations showing the area boundaries and proposed building heights for each location 'A - Westgate 3 Floors, Bonus floor height incentive allowed Medical District Expansion 3, 4 Floors, Bonus floor height incentive allowed on few parcels Five Corners 3 Floors 601"Alml, Firdale Village E__1 Low Density Residential 1 4 Floors, Bonus floor height incentive Low Density Residential 2 allowed Moderate Density Residential ® Mixed -Use 3 - Mixed -Use 4 - Mixed -Use 5 ® Highway 99 Mixed -Use ® Planned -Neighborhood C Hospital / Medical Map Key: W Public - Park / Open Space 46 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 115 8.2.d Edmonds Waterfront: The Plan removes references to Edmonds Crossing and examines key planning issues and objectives within the waterfront's evolving context. Critical issues to address include sea level rise, climate resilience, access and circulation for all modes of transportation, marsh restoration, land use and development, sustainability, and design character. Future Land Use Designations The land use designation guide shows what types of buildings are proposed, how tall they are, and what sort of homes, commercial spaces, or offices would be there. Table 2.2 Future Land Use Designations Reference Table Downtown Mix of uses; refer to specific plan designations within activity Mix of Downtown Business (BD), Waterfront DT/WF center Multiple Residential (RM) and related classifications Low Density Residential uses. Buildings are primarily single family Residential 1 detached, with some accessory dwelling units and low -scale RS-6, RS-8 middle housing types. Low Density Residential uses. Buildings are primarily single family Residential 2 detached, with some accessory dwelling units and low -scale RS-10, RS-12, RSW-12, RS-20 middle housing types. Moderate Density Housing types consist of a mix of detached and attached Residential housing, including townhouses, multiplexes, courtyard All RM zones (RM 1.5, 2.4, 3.0) apartments and other smaller scale multifamily. Residential and commercial uses accommodated throughout Westgate Mixed Use (WMU), Mixed Use 3 Centers and Hubs. Housing types same as moderate density Neighborhood Business (BN), residential. Neighborhood scale commercial on ground floor Planned Business (BP), and related allowed. Maximum of 3 floors. classifications Residential and commercial uses accommodated throughout Westgate Mixed Use (WMU), Mixed Use 4 Centers and Hubs. Housing types same as moderate density Neighborhood Business (BN), and residential. Neighborhood scale commercial on ground floor related classifications allowed. Three floors, a fourth floor possible with incentives. Residential and commercial uses accommodated throughout Centers and Hubs. Mix of office, residential, civic and retail Mixed Use 5 or other commercial services with a focus on medium- Firdale Village Mixed Use FVMU g ( ), density multifamily residential (multi -story development, Neighborhood Business (BN), and apartments/condominiums) and supporting retail and services. related classifications Commercial ground floor uses may be required in select locations and encouraged everywhere else. Four floors, a fifth floor possible with incentives. 48 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 117 8.2.d Highway 99 Mixed Mix of office, residential, and retail or other commercial Use services with a focus on higher -density multifamily residential General Commercial (CG) and supporting retail and services. Hospital/ Medical Special Use District Hospital or Medical zone Edmonds Way Mixed Use BP, BN, BC, or similar commercial Corridor zone; RM zones a m Planned Mixed Use U) Neighborhood L cQ G Master Plan Mixed Use 0 V Development 0 c 0 a 0 Parks & Open Space Public parks, trails, recreation facilities, open space P, OS or related classification Q N i Includes public institutional uses such as: public schools, Public libraries, community cetners, policy stations, fire stations, and P, OS or related classification a municipal or school district administration buildings. a c EVERYONE'S EDMO Packet Pg. 118 8.2.d \01�ED,", City of Edmonds y, Future Land Use Map Future Land Use Designations and Descriptions Plan Overlays ® Activity Center L Corridor Development Hi -Rise Node ® Planned Action Area Street Front Future Land Use a 50 Downtown / Waterfront Activity center - Retail Core 4° - Arts Center Corridor Downtown Mixed Commercial o Downtown Convenience Downtown Mixed Res " Shoreline Commercial - Downtown Residence -Office ' Master Plan Development FA,0 Downtown Master Plan Low Density Residential 1 Low Density Residential 2 Moderate Density Residential \ ��• :� � oAiffdfi;SY� e Mixed -Use 3 � Mixed -Use 4 :: P�� - �. WALNUT ST - Mixed -Use 5 ■ _ `. 3 Highway 99 Mixed -Use a Planned -Neighborhood L, .;n Edmonds Way Corridor .,.,,...'�'""� Hospital /Medical � i ��� Public er 3 - Park / Open Space m tt 6 I N Q 3 I w�E o f 3 6 I I Map revision date: December 4, 2024 Future_ Land_ Use _2024_8x11.mxd I m,. 0 5,280 F Feet IN ■ 3 a _ / o �,� OOTH ST SW Og/ 3 v O O A 7 BpwO01N wAR, • a 228TH ST SW 176TH ST SW 180TH ST S a 188TH ST SW Q F96TH ST SW 3 i a i L�1 200TH ST SW 1 208TH ST SW m f� 'a x TF PL SW 228TH ST SW (y AFL T� 9 sA x 23'ITH PL SW W 244TH ST SW Figure 2.6 Future Land Use Map 50 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 119 8.2.d Citywide Goals Goal LU-1 Ensure growth enhances the quality of life for current and future residents, workers, businesses, and visitors while upholding the community's vision Policy LU-1.1 Direct new growth to areas with existing infrastructure and services to promote efficiency, reduce environmental impacts, and enhance community cohesion. Policy LU-1.2 Promote place -based solutions to mitigate existing corridor development to enable walkability, livability and access to open space, while encouraging efficient land use management Policy LU-1.3 Support and maintain significant public investments, including government and cultural facilities, landscaping, street furnishings, public art, and civic features that enhance the pedestrian experience and foster community. The Parks, Recreation, and Open Space (PROS) Plan details a parks system gap analysis, which was conducted to examine and assess the current distribution of parks throughout the city. The analysis reviewed the locations and types of existing facilities, land use classifications, transportation/ access barriers, and other factors to identify preliminary acquisition target areas. Additional analysis was conducted to examine the park system through an equity lens. The analysis illustrates which parks may be underdeveloped or require additional upkeep or enhancements, which could guide future capital planning to bring parity to existing developed parks. This analysis should be part of assessment studies conducted under Policy LU 1.3. Policy LU-1.4 Building design should discourage automobile access and curb cuts that interfere with pedestrian and bicycle activity and break up the streetscape. Encourage the use of alley entrances to reduce vehicle and pedestrian conflicts and provide for an attractive street front. Policy LU-1.5 Prioritize capital facility improvements, including for open space and community gathering places, in historically underserved areas. Policy LU-1.6 Implement appropriate development regulations to create opportunities for housing and jobs consistent with state and regional goals and targets for the planning period ending in 2044, as shown in Table 2.1. Policy LU-1.7 Foster vibrant retail, office, and entertainment spaces supported by local residents and the broader Edmonds community in activity, neighborhood centers and hubs, Policy LU-1.8 Enhance Edmonds' imageability by preserving and leveraging its strong visual quality. Policy LU-1.9 Find opportunities in creative placemaking to celebrate the Edmonds arts and heritage community and promote local craftsmanship, and Edmonds' heritage. EVERYONE'S EDMO Packet Pg. 120 8.2.d Policy LU-1.10 The City Council may consider a proposal affecting its Municipal Urban Growth Area (MUGA) boundary after receiving adequate information to determine whether it is in the City's best interest to take action on the proposal. The information should include Whether any other jurisdiction affected by the proposed MUGA boundary change is willing to approve or consider approving the change; An engineering analysis of how the infrastructure of the proposed MUGA expansion area meets or does not meet the City's standards for level of service; The improvements that may be needed (including any downstream capacity -related improvements) and their cost as estimated by a qualified engineering firm, for the area to meet the City's standards. The City Council may consider the resulting information, along with any other relevant factors, and identify whether additional information should be obtained and/or potential tools, such as an LID process to achieve the infrastructure improvements deemed necessary, be required as part of a City decision to pursue a MUGA boundary change. Policy LU-1.11 As resources allow, annex the unincorporated urban growth area designated for the City of Edmonds per the Snohomish County Countywide Planning Policies. Goal LU-2 Maintain and grow a welcoming environment that promotes a sense of belonging among residents, visitors, and businesses. Policy LU-2.1 Avoid racially disparate impacts on historically marginalized communities when considering City investments, programs, and regulations. Policy LU-2.2 Continue to support pedestrian scale development through appropriate land use regulations and design guidelines. Policy LU-2.3 Encourage opportunities for public views of Puget Sound and other natural settings in the city. Policy LU-2.4 As opportunities arise, seek to de -pave underutilized or undefined impervious areas through landscaping, high quality furnishings, permeable surfaces and tree canopy while incorporating green infrastructure. Activity Centers Over the past decade, Edmonds has strategically planned for future development in Activity Centers. During the last Comprehensive Plan Process in 2015, these were identified as the Downtown/ Waterfront Activity Center and Medical/Highway 99 Activity Center. Most of the Edmonds' development capacity currently is on Highway 99, which is a major regional transportation spine linking multiple cities between 1-5 and the Puget sound. The Highway 99 subarea plan and complementary policies in this document, such as guidance to develop distinct character areas, can guide the development of this area to better serve the neighborhood and community. Edmonds Downtown, which includes the arts district, and Waterfront serve as the City's primary destination for residents to come together and enjoy the natural and cultural assets of the City. The two areas are complimentary - connected by their physical proximity, streets, views, and uses. Policies in this plan reinforce this seamless connection, as well as describe approaches appropriate to each location. a m U) c a� s a� L a E 0 L) 4- 0 r_ 0 0 g 52 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 121 8.2.d Quality of life in Edmonds will be further improved by growing its unique, thriving neighborhoods and anchoring them with social gathering points which are well connected by safe streets and parks. To that end, Neighborhood Centers and Hubs apply these principles of integrated place -making to encourage collaboration among the community, policymakers, and private developers to ensure that urban spaces are not only functional but also context specific and socially cohesive. Outside of these activity centers, land use decisions will be guided by other elements of this document. Other elements of this document may also inform decisions in activity centers where appropriate. Neighborhood Centers and Hubs a Goal LU-3 Promote development within the centers and hubs as the focus for growth _ in a way that enhances a sense of place and provides a good quality of life for allCL residents. ° Policy LU-3.1 Encourage multi -family residential development alongside a diverse mix of retail and c commercial spaces within centers and hubs to enable efficient land utilization and strengthen a community cohesion. -°a a Policy LU-3.2 Establish Centers and Hubs as focal points for residents' needs, services, jobs, housing N with mobility options and recreational opportunities. >, Collaborate with organizations and agencies to support local businesses at risk of displacement, a helping them have the resources to thrive. a E Policy LU-3.3 Incentivize development that provides signature pedestrian facilities and public space, L) supports local business and incorporates affordable housing. Policy LU-3.4 Coordinate with Community Transit to enable last -mile connections to support transit U_ use. _ 0 Policy LU-3.5 Manage the transition between the core of neighborhood centers to the surrounding w community with stepped -down densities and heights, and retail uses that are more N� neighborhood serving and associated with less traffic demand. r Goal LU-4 Enable mixed -use areas to be distinct, human -scale environments that foster placemaking opportunities. Policy LU-4.1 Support satellite civic uses and capital investments, where practical, to serve as anchors w in centers and hubs. w a Policy LU-4.2Adopt regulations that reduce barriers for mixed use, multifamily developments while providing for context -appropriate design. Policy LU-4.3 Continue transition of overhead wires and poles to underground facilities. Policy LU-4.4 Promote pedestrian -friendly ground -level activities and street -facing storefronts and commercial spaces that create opportunities for community engagement in all mixed -use areas. EVERYONE'S EDMO Packet Pg. 122 8.2.d Goal LU-5 Foster healthy and thriving community places. Policy LU-5.1 Support active transportation (e.g., walking and bicycling) access to public facilities, schools, parks and open space, employment centers, and other amenities and resources. Policy LU-5.2 Support increased green space, tree canopy, and integration of nature within urban settings. Policy LU-5.3 Open space should be equitably distributed throughout the city and promoting active and passive recreation, foster social interactions and community engagement Policy LU-5.4 Facilitate partnerships between the city, neighborhoods, business, and property owners/developers to reduce or share costs associated with neighborhood improvements. Policy LU-5.5 Encourage space sharing between properties to serve neighborhood businesses for staging garbage, recycling and compost Policy LU-5.6 Find opportunities to integrate small open spaces such as pocket parks, expanded outdoor caf6 seating areas, and intimate plazas appropriate for small community gatherings and impromptu meetings between neighbors. WHAT IS HUMAN SCALE? In its simplest definition, creating a "human scale" environment means making sure that the objects that we interact with every day are of a size and shape that is reasonable for an average person to use. The human scale in any given community depends upon what that community perceives as human scale. Source: People for Public Spaces (www. pps.org) It is important to create urban spaces that are both appealing and vibrant. This is achieved through offering lots of activities and detail, oriented to engage pedestrians at frequent intervals, ideally every 6 seconds. This concept aims to create dynamic, lively environments that encourage walking, social interaction, and economic activity. Source: Paraphrased from `Jan Gehl. - Planning Cities on the Human Scale" Goal LU-6 Support efficient parking management strategies. Policy LU-6.1 Foster shared parking arrangements between different land uses (e.g., office and residential) to optimize the use of existing parking spaces. Policy LU-6.2 Encourage adaptable building design for parking garages to have flat floors, which will allow for future use conversion. Policy LU-6.3 Consider opportunities to reflect changing parking demand as single -occupancy vehicle uses evolve and where transit or other alternatives become available. 54 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 123 8.2.d Downtown In downtown, goals and policies focus on encouraging uses that complement existing businesses to improve vibrancy and vitality. Downtown land use will allow a range of amenities and activities that complement its walkable environment, creative and cultural sector, restaurants and retail, and historic buildings which are intrinsic to Edmonds' identity. Landmarks and gathering spaces can serve as focal points to attract people, including visitors, to beloved Edmonds events such as arts festivals and farmers markets. Strategically introducing ground floor residential uses along the edges of downtown with, design a and street frontage considerations will increase public safety by placing "eyes on the street" while supporting the retail core, providing housing choices appropriate for seniors, and more productively utilizing land. Further modification of downtown design standards can help ensure success of ground floor residential and retail space and improve building quality while maintaining the scale of downtown. a A major highlight of downtown will continue to be the 4th Avenue arts corridor. To complement this c and add to the ecosystem of the Edmonds arts community, Dayton St. will be supported as a live -work - corridor. This will further serve to connect downtown and the waterfront and add vitality to the south c downtown in a way that complements rather than competes with Main Street. a Goal LU-7 Strengthen and expand the unique identity of Downtown 0 a N i Policy LU-7.1 Encourage the adaptive reuse of historic structures by facilitating seismic retrofits, accessibility, and code upgrades ii Policy LU-7.2 Reinforce the public realm along the "5th Ave and Main St corridor" supporting various a c retail, public uses, and pedestrian activities. U Goal LU-8 Strengthen and expand the creative identity of Edmonds Downtown Creative District. Policy LU-8.1 Strengthen meaningful connections and representation of indigenous culture, past and present. Policy LU-8.2 Provide flexibility for creative uses, including retail, small-scale production spaces, and live work uses. Policy LU-8.3 Explore programs that support interim, transitional, or temporary creative uses that can transform underutilized spaces with temporary arts. Policy LU-8.4 Continue to explore strategies to nurture the working arts for example through access to supportive facilities (working spaces and venues) EVERYONE'S EDMO Packet Pg. 124 8.2.d Waterfront Nestled within a walkable distance from the vibrant downtown core, the Edmonds Waterfront stands as a unique and captivating destination. This picturesque setting, with stunning views of the Puget Sound and the Olympic Mountains, blends natural beauty, recreation, active businesses, and significant transportation facilities, Community members are deeply invested in preserving the area's scenic beauty, enjoying recreational activities, and fostering educational opportunities for natural resource conservation. The City of Edmonds' beaches are renowned as marine protected areas, and the Edmonds Marsh is one of the last remaining urban, tidally influenced saltwater estuaries in the Puget Sound region. Restoration of fish habitat is a key priority in this area. Adding to the city's waterfront charm is the Edmonds Underwater Dive Park, located just north of the Edmonds -Kingston Ferry Landing, which stands as the most popular of Washington's 10 underwater parks. Figure 2.7 Key locations within the Edmonds Waterfront The waterfront is also home to a port district —the Port of Edmonds —and many local businesses, including a hotel, restaurants, retail shops, and services. The Port district operates a long-time marina, which includes service for water -related commercial activities, as well as public access, and provides space for local businesses at Harbor Square, a commercial campus. Nearby, the Cascadia Art Museum, which is operated by an educational nonprofit organization, operates in its own renovated building. A little further north, the Edmonds Community Center was recently rebuilt along the waterfront to provide a welcoming and scenic public space. Redevelopment there included cleanup of contamination from old piers. c a. m U) c a� s a� L cQ E ♦0 V 0 r_ 0 y.+ Q 0 56 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 125 8.2.d In this same general vicinity, BNSF operates a north -south train system that includes frequent freight service on a set of single tracks roughly paralleling the shoreline and separating the western -most portion of the waterfront area from the remainder. On this track, Amtrak provides passenger rail services, including commuter service to Seattle. BNSF has proposed double -tracking along here but the timing remains uncertain. Close to the shoreline, Washington State Ferries operates the ferry terminal. It serves as the westerr gateway to downtown and provides ferry transportation between Edmonds and Kingston, with a connection to Hwy 104 in Edmonds. Proposed by Washington state, the Edmonds Crossing project included relocation of ferry terminal from its downtown setting to a less developed area to the south Because of the very high cost of relocation and obstacles to implementation, the Edmonds Crossing project was ultimately dropped from Washington State plans. Key Driving Factors Given the area's many attributes, diverse property ownerships, and increasing popularity, establishing a clear vision to implement complementary strategies and partnerships is more crucial than ever for the future of the Edmonds Waterfront. • Preparation for the Edmonds Crossing project was incorporated into the Edmonds Comprehensive Plan in 2015 and its 2020 update. Due to cancellation of the project, land use assumptions and opportunities need reconsideration. • Edmonds recognizes that sea level rise pertaining to climate change is likely to affect the waterfront. • Concerns about the Edmonds Marsh: The marsh extents have been reduced to what they were years. Today, much of the remaining Marsh is protected from development while opportunities for public viewing, viable bird habitat, and low -impact pedestrian access have increased. • Emergency access between the waterfront and the city: Grade -level access is frequently blocked by train traffic for periods of each day and at times for sustained period of time, when a train has to stop on the tracks. As the train traffic through Edmonds increases, providing emergency services can become challenging. • The Unocal property has been going through years -long cleanup. The state has been overseeing this cleanup, which is expected to result in new ownership of the property and possibly more opportunities Meanwhile, the City has invested significant resources, including grant funds —to protect the adjacent natural environment, enhance passive recreational opportunities, and also to operate a regional sewage treatment facility and other types of public infrastructure. • Waterfront's connection with downtown. This connection is an important part of Edmonds' identify. Moreover, the economic value and convenience of having businesses and public facilities in both the waterfront and historic downtown areas significantly contribute to the city's tax revenues, which in turn fund essential services for local residents. EVERYONE'S EDMO Packet Pg. 126 8.2.d Planning Context In 2021, the City conducted a waterfront study to understand new information about the waterfront area and to make some corresponding preliminary recommendations for considering the area's future. The preliminary study recommended that a vision be developed to address: • Land use and transportation policies that recognize the existing ferry terminal • Desired land use of the Unocal property • The Edmonds Marsh and Willow Creek restoration project, including refined cost estimates, design, and flood mitigation planning. • Emergency management needs of the waterfront. The 2021 study was a good start. It led to initial public engagement exercises that identified ideas and amenities of interest to community members. Going forward, a variety of interested parties, including the tribes, the Port, environmental advocates, businesses, and affected property owners, also will be involved in developing a future vision that takes into account different needs and practical next steps. Goal LU-9 Promote Edmonds waterfront as a destination with enhanced pedestrian experiences and vibrant public realm. Policy LU-9.1 Maintain existing parks as high -quality, safe places and consider opportunities to create new public spaces, and plazas through partnerships and capital investments. Policy LU-9.2Enhance pedestrian safety and walkability along the waterfront, with improved infrastructure, signalized intersections, and new pedestrian connections. Policy LU-9.3Encourage gathering spaces for cultural festivals, music, and seasonal events to foster community interaction and cultural appreciation. Policy LU-9.4Identify and promote opportunities to celebrate Edmonds' maritime heritage. Goal LU-10 Enhance ecological functionality and promote the restoration of natural habitats, supporting community education, recreation and natural habitat sustainability. Policy LU-10.1 Restore and reclaim Edmonds Marsh as a vital ecological, educational and recreational area. Policy LU-10.2 Prioritize salmon restoration in ecological planning and development. Policy LU-10.3 Remove or modify barriers, such as culverts, to improve fish passage. Goal LU-11 Encourage economic vitality, public safety, and recreational and cultural activities. Policy LU-11.1 Support opportunities for businesses and services to operate or expand in appropriate locations. Policy LU-11.2 Include economic considerations in planning for the waterfront Policy LU-11.3 Seek and implement improvements, as feasible, to ensure emergency access to the waterfront. Policy LU-11.4 Maintain and enhance the connection of parks and public spaces between the waterfront and downtown. FL m U) c a� s a� L CL E 0 0 c 0 a 0 a 58 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 127 8.2.d Highway 99 Activity Center and Subarea The Edmonds Highway 99 subarea is located along approximately 2 miles of Highway 99 and bordered by several jurisdictions — Lynnwood, Mountlake Terrace, Shoreline, and the unincorporated Snohomish County neighborhood of Esperance. It is mostly comprised of strip of retail and commercial uses bounded by residential neighborhoods. The city adopted the Highway 99 Subarea Plan in 2017. This subarea plan describes concepts for the area with direction for transportation facilities and the built environment. The subarea plan also describes relationships to surrounding residential areas and themed "character areas" or districts. Gateway District The goal of the gateway district is to provide a positive experience entering Edmonds and an anchor for the south end of the Highway 99 corridor. Key to this is creating community gathering spaces and activity nodes, building a community through mixed use development, retaining local businesses, addressing traffic and intersection challenges, connecting to the interurban trail, and maintaining and expanding the tree canopy. Quality design of the built environment should be emphasized. A possible implementation strategy for the gateway district is a community renewal area. International District The international district is known for its cultural significance and diversity. As a great asset to Edmonds, the land use strategy plays a vital role in protecting and growing this community. The community has expressed interest in venues that can host live music, festivals, and markets, as well as outdoor spaces such as Asian gardens. Business growth and retention is particularly important for this character area. Development should include a variety of culturally relevant design features that, when taken as a whole, clearly indicate to visitors the extents of the district. Health District 22011LSt SW f t 212th St SW I I t• Edmonds Woodway AlderctestHeatth Health High School I 4 Aehab♦ b rater j- II I Swedish , District 3 Hospital 1 ��I��MMll Medicine � �eglonal Heart � �, Center 220th St SW j I I 1 99 t I t Pwm Tree 224th St SW Pf... I International ( • t s 99Aa�th District Pumtc storage Mar lTc eb t ` arket 228th St SW 230th St SW Are ood 1, �' t 232nd SLtSW, J C 234th St SW B 99 d f 3 I 4 236th St SYJ _ i / 4. tpl. , I Gateway ake 238th St SW III 8allin ger r a District 240th St SW I. 9 Major 8 O Transportation 242nd St S g C. Gateway �d I i o'ony I K why s i zaath St S!� C Figure 2.8 Distinct districts within Highway 99 Subarea Plan With a large hospital complex at its heart, the Highway 99 health district aims to grow its healthcare - adjacent business, amenities, and services. Housing needs include short term housing such as hotels to serve visitors to the hospital, as well as housing for seniors and others who could benefit from direct access to medical services and facilities. The proposed new Neighborhood center called the Medical District Expansion is developed as continuation of this district outside the subarea plan boundary. EVERYONE'S EDMO Packet Pg. 128 8.2.d The basis for land use decision -making along Highway 99 will continue to be the Highway 99 Subarea Plan. However, several area -wide themes will be emphasized, as well as further development of each of the three character areas along Highway 99. Goal LU-12 Enable Hwy-99 Subarea's transition to a mixed -use, walkable environment. Policy LU-12.1 Leverage the proximity of the light rail station when proposing changes to land use or encouraging a diverse mix of uses. Prioritize developments that complement transit access, such as mixed -use buildings, pedestrian -friendly amenities, and services that enhance the station area's vibrancy and connectivity. Policy LU-12.2 Promote pedestrian- and bike -friendly growth, with a focus on providing safe access, through -block connections, adequate lighting, and high -quality streetscapes. Policy LU-12.3 Explore funding opportunities at the state and regional level for infrastructure improvements that can support the subarea's land use strategies Policy LU-12.4 Increase frequency and visibility of pedestrian crossings at key cross streets and bus stops on Highway 99. Policy LU-12.5 Apply traffic calming best practices to facilitate pedestrian, business, and residential access while maintaining traffic capacity along Highway 99. Continue to collaborate with WSDOT to develop a circulation management plan. Policy LU-12.6 Prioritize access through side streets and minimize curb cuts for new and existing developments to enhance safety while minimizing impacts to surrounding residential neighborhoods. Goal LU-13 Emphasize the unique opportunities of the Gateway, International, and Health districts along Highway 99. Policy LU-13.1 Foster and enhance the unique character of the International District by: • Protecting and supporting the business cluster while mitigating displacement due to redevelopment. • Incorporating culturally significant design elements into public spaces, buildings, and infrastructure to preserve and enhance the districts' unique identity Policy LU-13.2 Develop the Gateway District as a distinct transition point on Highway 99 by: • Promoting urban design features in the southern gateway district and the northern entry to Edmonds along Highway 99 that create a sense of arrival. • Integrating public art, high -quality streetscape features, and encouraging high -quality gateway features on private development within these areas. Policy LU-13.3 Develop the Health district as a complement to the Medical Activity Center, to grow a diverse and comprehensive health -focused area. Encourage research partnerships, health and wellness advocacy and education opportunities. Expand housing choices to meet specific needs such as short-term housing for families and individuals, specialized housing for people with chronic illnesses and disabilities, especially for low-income groups. 60 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 129 8.2.d Goal LU-14 Encourage transitioning of development scale between certain districts and seek necessary improvements for public spaces. Policy LU-14.1 Support neighborly transitions between low —density residential and more intense types of development in selected areas within the subarea boundary. Explore increasing the height allowance for some parcels adjacent to Highway 99 and SWIFT BRT bus stops while ensuring the net growth capacity of the Highway 99 subarea is not affected. Policy LU-14.2 Consider branding elements expressed through public and local art, street furniture, bus shelter designs, pavement patterns, special lighting fixtures, colored crosswalks, or banners. Policy LU-14.3 Encourage signage and wayfinding elements along the corridor to highlight connections to key destinations, improve accessibility, and strengthen the corridor's identity as an integral part of Edmonds. Residential Neighborhoods Goal LU-15 Ensure the availability of quality housing to all sections of the community, accommodating the spectrum of housing needs and preferences. Policy LU-15.1 Encourage creating transition zones between low/med density residential areas to enable walkability, vibrant public realm and urban character Policy LU-15.2 Encourage and monitor the shift from single-family dominant residential zoning to low - density and medium -density residential zones to provide a wide variety of housing types and sizes, while keeping the quality of living a priority. Policy LU-15.3 Adjust development standards and regulations that act as barriers to the possibility of middle housing in residential zones, Policy LU-15.4 Encourage middle housing typologies of different sizes and affordability levels to make housing available for individuals and families of all sizes, in compliance with the state legislation Policy LU-15.5 Apply contextually appropriate standards and regulations to transition between low density, medium residential and mixed -use zone. Commercial Areas Goal LU-16 Locate commercial development in Edmonds to take advantage of its unique economic opportunities while being compatible with the surrounding neighborhood. Policy LU-16.1 The design and location of commercial sites should provide for convenient and safe access for customers, employees, and suppliers. Policy LU-16.2 Commercial developments should be designed to minimize the impacts of traffic and noise. Policy LU-16.3 Discourage poorly connected strip commercial areas along Edmonds streets and highways. EVERYONE'S EDMO Packet Pg. 130 8.2.d Policy LU-16.4 Encourage location of vehicular parking behind buildings to promote a pedestrian friendly street frontage Policy LU-16.5 Minimize curb cuts where possible, especially along streets with pedestrian traffic. Policy LU-16.6 Promote inclusion of public amenities such as pocket parks, plazas, and community spaces in commercial developments. Industrial Areas Goal LU-17 Ensure that any new industrial development in Edmonds contributes to a. economic growth and stability while preserving the quality of life and protecting W N the environment. s L Policy LU-17.1 Light industrial uses should be given preference over heavy industrial uses. The industry E type should not degrade Edmonds' natural or residential living environment. 0 U Policy LU-17.2 Adequate buffers for landscaping, compatible transitional land uses and open space 4- ° should be utilized to protect surrounding land areas from the adverse effects of industrial land 2 use. Particular attention should be given to protecting residential areas, parks and other public- W o institutional land uses. a Policy LU-17.3 All industrial areas should be located where direct access can be provided to regional > ground transportation systems (major State Highways and/or railroad lines). Figure 2.9 Edmonds Downtown (Source: Edmonds Downtown Alliance) 62 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 131 8.2.d Open Space The 2022 Parks, Recreation & Open Space Plan (PROS Plan) is a six -year guide and strategic plan for managing and enhancing park and recreation services in Edmonds. It establishes a path forward for providing high quality, community -driven parks, trails, open spaces and recreational opportunities. The Edmonds community is fortunate to have retained several significant natural areas across the City. Approximately 75 acres of open space are owned and managed by the City, in coordination with the acreage of developed parks. These open space properties include forested lands, waterfronts, and = wetlands across 13 different sites. a m The open space classification distinguishes natural lands from parks developed for active recreation U) and other highly managed landscapes. Open space may refer to public properties that are exclusively natural areas or portions of larger parks that are managed as natural areas. These open space a lands are managed to preserve, restore, and conserve ecosystem functions, native vegetation, and c wildlife habitat. Open space properties are undeveloped, primarily left in their natural form, and are c managed to retain or enhance natural or scenic resources. However, open space may include trails or c interpretive signs, along with modest support amenities such as parking or restrooms. a Goal LU-18 Expand and enhance open space in the community, where needed, to 0 a improve environmental quality and overall community well-being. >, Policy LU-18.1 Evaluate the suitability of undeveloped public properties to serve as open space Policy LU-18.2 Relinquish city -owned property only after the amenity's range of potential public uses have been considered by administration and council and the cost -benefit of all uses favors it. Policy LU-18.3 Seek opportunities to increase open spaces, especially: • Natural and green belt areas adjacent to highways and arterials • Areas that have steep slopes or are in major stream drainage ways • Wetlands • Land that can serve as buffers between high noise environments and sensitive uses. • Lands that would have unique suitability for future passive or active recreational use. Goal LU-19Support the goals of the City's Parks Recreation and Open Space (PROS) Plan. Policy LU-19.1 Provide an interconnected park system that offers a wide variety of year-round recreation opportunities and experiences which support and enhance Edmonds' cultural identity and the natural environment. Policy LU-19.2 Preserve and pursue opportunities to expand public access and enjoyment of Edmonds open space and recreational facilities. Policy LU-19.3 Conserve and provide access to natural resource lands for habitat conservation, recreation, and environmental education. EVERYONE'S EDMO Packet Pg. 132 8.2.d Legend O City Limits - City Parks - Open Space & Special Use Areas - Non -city Parks - Non-cityParks w/ Interlocal Agreer _ Edmonds School District - Water 6 OW, Center Playfeld Community Park J Dayton St Plazas Special Use Park 8 Etlmpnds Ubrary Plaza Special Use Park 9 Edmonds Marsh Open space 30 Edmonds Memorial Cemetery Special Use Park 11 Waterfront Center Park Waterfront Park 12 EIm St Park Neighborhootl Park 13 Frances Anderson Center Special Use Park 14 Frances Anderson Center Field Neighborhood Park 15 H.O. Hutt Park Open Space 16 Haines Tidelands open space lT Haines Wharf Neighborhood Park 18 Hazel Miller Plaza Special Use Park 19 Hickman Park Neighborhood Park W Hummingbird Hill Park Neighborhood Park 21 Interurban Trail Special Use Park 22 Lake Ballinger Access Special Use Park 23 Maplewood Hill Park Open Space 24 Marina Beach Park Waterfront Park 25 Mathay Ballinger Park Neighborhood Park 26 Meadowdale Clubhouse Special Use Park 27 Meadowdale Natural Areas Open Space 28 Ocean Aye Yewpoint Special Use Park 29 Olympic Beach Waterfront Park 30 Olympic Vlew Open Space Open Space 31 Pine Ritlge EM ISW) Open Space 32 Pine Ridge Park Open Space 33 Pine St Park Neighborhood Park 34 Richard F. An- Park Spatial Use Park 35 Seaview Park Neighborhaal Park 36 Seaview Reservoir Open Space 37 Shell Creek Open Space Open Space 38 Sierra Park Neighborhood Park 39 Stamm Overlook Special Use Park 40 Sunset Ave Special Use Park 41 Veterans Plaza Special Use Park 42 Wharfstreet Open Space 43 Willow Creek Park Open Space 44 Yost Memorial Park 45 Lvnndale Skate Park Community Park Soecial Use Park Woodway U rL Puget Sound I I - 1T6TH ST S Snohomish Ir C unt Park I _ t 180TH ST SW Lynnwood Lynndal Park 1BBTHS S 7IT �TMS`rS o o o l —208TH ST SW '// 1.11-11, I i a 1 t Esperance ark; Mountlake Terrace Unincorporated Snohomish Co. a 26T PL SW w 1 3 f 22aTH ST SW a 4) 7 y _ 4) L CL E O V O _ O O Q u ' l �� Ballinger' Z¢ Park a, 3 \ 235TH PL SW%ZCw 236TH ST SW 238TH ST SW j g ~ 1 FOMON 24411 ST SW Figure .10 Existing Parks and Open Spaces (Source: Edmonds Parks, Recreation & Open Space Plan 2022-2027) 64 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 133 8.2.d The Natural Environment The Natural Environment section serves as a guiding framework for the responsible stewardship of natural resources within the city, aligning with the community's vision and priorities. It encompasses considerations such as soils and vegetation, wildlife, open space preservation, equity, harmonious integration of built and natural environments, and collaboration on regional natural resource issues. Natural critical areas require careful management to balance development with environmental conservation. These areas, such as marshes, floodplains, and steep slopes, play crucial roles in maintaining biodiversity, mitigating natural hazards, and preserving water quality. _ a In 2022, the city became aware of two Critical Aquifer Recharge Areas (CARAs) in Edmonds. They are Olympic View Water and Sewer District wellhead protection areas. According to the state Growth U) Management Act, CARAs are critical areas which must be regulated and protected using best available science (BAS). a E The Shoreline Master Program (SMP) applies to shorelines within the City and establishes standards ° - for shoreline development. The shoreline areas within the City of Edmonds jurisdiction include Puget c Sound, Lake Ballinger, and the tidally influenced portions of the Edmonds Marsh. Shoreline Jurisdiction a also applies to upland areas within 200 feet of the shoreline edge (ordinary high-water mark) and ° associated wetlands. a Goal LU-20 New development should be compatible with the natural constraints of slopes, soils, geology, drainage, vegetation and habitat. Policy LU-20.1 Designate and protect critical areas using the best available science (BAS) pursuant to RCW 36.70A.172 and long-range climate change projections. Policy LU-20.2 In addition to regulations, provide incentives that encourage environmental stewardship, resource conservation, and environmental enhancement during development activities. Policy LU-20.3 When an alteration to a critical area or its buffer is proposed, such alteration should be avoided, minimized, or compensated. Where appropriate, use adaptive management to monitor and evaluate effectiveness of such alterations and update standards to achieve the level of protection intended in the regulations. Goal LU-21 Encourage low impact development approaches for managing stormwater. Policy LU-21.1 Encourage retaining native vegetation, reducing impervious surfaces, and protecting habitat. Policy LU-21.2 Promote the use of best management practices (BMPs) for stormwater to enhance infiltration and reduce runoff, such as permeable pavements, green roofs, green streets, rain gardens, and retention basins. Policy LU-21.3 Review drainage, flooding, and stormwater runoff in the area and nearby jurisdictions and provide guidance for corrective actions to mitigate or cleanse those discharges that pollute waters of the state, including Puget Sound or waters entering Puget Sound. EVERYONE'S EDMO Packet Pg. 134 Creek ® Seismic Hazard Areas ® Earth Subsidence and Landslide Area Minimum Buffer Adjacent to Hazard = Wetlands Wetland Boundaries Not / r' •,`� Completely Delineated t Wetland Known Extents J Floodplain Zones !� ® AE ®VE ' �F ® X Wellhead Protection Areas A Exposed Aquifer - 6 Month ( ram _ 1 Year I roW ' A_ _ 5 Year -10Yeare 'if�3 1V1 i,- 7 ' Buffer Zoned -1:k } Ti. _I �{ - 40% Slope �2iriTk' r fr1 I r �j 3J� IAM, r- Alderwood or Everett PIr , ( t „ �crt``' ti t I swL i r - Soils 15%-40% Slope h�"'.! (�`,�E.*,L,I , i .� 15%-40% Slope - Greater than 25%Sloe „�'r:l Y7 i Ali .'' ri RiJ- _ y,�, �qk"(- - JL'Cf l l ` 1 { r q' _ X fhr, �� �fi� �i r ` s in `e �� ♦i .� - 7w.. w r' 4_ Figure 2.11 Critical Areas• of • • . Q 66 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 135 8.2.d Goal LU-22 Protect the quality and quantity of groundwater used for public water supplies. Policy LU-22.1 Limit land use activities that would negatively impact groundwater recharge. Policy LU-22.2 Restrict or prohibit activities that pose a high risk of contaminating the aquifer. Policy LU-22.3 Encourage projects that actively enhance aquifer recharge, such as artificial recharge basins, managed aquifer recharge (MAR) systems, and restoring natural recharge areas. Policy LU-22.4 Collaborate with Olympic View Water and Sewer District to monitor periodic assessment of groundwater levels, recharge rates, and water quality. _ Policy LU-22.5 Use environmental regulations that reflect the best available science for Critical Aquifer ; Recharge Areas (CARAs), to protect groundwater resources. '- U) Policy LU-22.6 Consider investing in stormwater management facilities to reduce impacts on c s groundwater resources, especially in Critical Aquifer Recharge Areas. a E 0 0 Soil and Topography o Goal LU-23 Facilitate responsible development practices in areas with steep r_ 2 slopes and potentially hazardous soil conditions. CL a Policy LU-23.1 Designate areas where development is restricted or prohibited based on slope gradients and soil stability assessments. >i Policy LU-23.2 Require special permits for developments in identified high -risk areas, ensuringCL a thorough review and compliance with safety standards. E Policy LU-23.3 Consider flexible lot line adjustment and lot combination and division to allow parcels 0 L) with steep slopes to preserve the site and reduce impervious surfaces, cuts, and fills. M r- U_ Policy LU-23.4 Encourage streets and access ways to conform to the natural topography, reducing runoff and minimize grading of hillsides. E Policy LU-23.5 Use special design and building standards based upon best management practices wi to mitigate the impacts of development on and adjacent to steep slopes, erosion hazard, and landslide hazard areas. • Regularly update City building and development codes to incorporate the best and latest standards for N minimizing damage caused by seismic activities and consider such hazards when locating land uses and intensities. Policy LU-23.6 Encourage opportunities for increasing seismic safety while retaining historic buildings. a Policy LU-23.7 Provide for buffers around the perimeter of undevelopable landslide hazard areas to minimize the risk to human life and safety. Policy LU-23.8 Reduce and mitigate the risk to lives and property posed by wildfires by using land use planning tools and through wildfire preparedness and fire adaptation measures EVERYONE'S EDMO Packet Pg. 136 8.2.d Habitat, Vegetation and Wildlife Goal LU-24 Preserve and enhance natural habitats woodlands, marshes, wetlands and other natural areas. Policy LU-24.1 Improve water quality, fish habitat, and wildlife resources consistent with adopted state and federal standards. Policy LU-24.2 Participate in regional efforts to recover Priority Habitats and Species including through watershed planning, restoration, implementation efforts, the WRIA 8 Salmon Recovery program, and other recovery actions. a Policy LU-24.3 Avoid introduction of invasive plant and animal species into natural areas. Prioritize the > use of native plants in landscaping of public properties and right of ways. Apply best available science to support habitat restoration and expansion. CL Policy LU-24.4 Seek opportunities to restore and enhance the Edmonds Marsh as an estuary. E 0 Policy LU-24.5 Identify and implement targeted public projects to improve salmon habitat and help ensure the protection and recovery of the native salmon population. r_ 0 Goal LU-25 Promote and increase public awareness and pride in Edmonds' wildlife o heritage. a N Policy LU-25.1 Through partnerships and coordination, seek to provide education and recreational >I programs and activities for all age levels. a Policy LU-25.2 Encourage public educational displays that identify some of the more common plants E and animals and their ecosystems and habitats, including at streams, beaches, and marshes. o Tree Canopy The urban forest in Edmonds is a vital component of the city's infrastructure. However, as with many communities, Edmonds is facing environmental challenges while seeking to balance development and conservation. A healthy city-wide tree canopy is crucial for maintaining this balance, serving as a valuable resource for the well-being of current and future generations. Trees comprising a broad age distribution, and a variety of species ensure a robust and healthy tree canopy over time. According to the Tree Canopy assessment report released in 2022, 34.6% of Edmonds' land is covered by tree canopy. The gains in tree canopy outpaced losses by a very small amount in the past five years (2015-2020). This may be attributable to incremental growth of existing trees, highlighting the importance of preservation efforts for significant trees and allowing flexibility to accomplish housing and community objectives while prioritizing trees and other natural resources. 68 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 137 8.2.d Goal LU-26 Expand the tree canopy cover over the next 20 years with a goal of no net loss. Policy LU-26.1 Invest in tree plantings in areas that have documented high summer temperatures, risk of flooding and low tree canopy to enhance ecosystem services and improve equity. Policy LU-26.2 Prioritize tree preservation within riparian corridors, wetlands, and associated buffers, and minimize deforestation on steep slopes to maintain stability. Policy LU-26.3 Reduce clearcutting or other development impacts on the urban forest. Policy LU-26.4 Promote "Right tree, right place" which ensures a balanced combination of long-lived native trees and nursery -grown street trees, planted in locations that are suitable for their growth and contribute to a sustainable urban forest. Policy LU-26.5 Partner with local nurseries, gardening clubs, environmental organizations, and schools to promote tree care initiatives and provide resources such as give-away trees and/or tree vouchers for use in Edmonds. Policy LU-26.6 Protect significant trees within the community, so that they continue to provide environmental, aesthetic, and social benefits Figure 2.12 Existing tree canopy percentage summarized using 20-acre hexagons for the year 2020 (Source: Tree Canopy Assessment Report 2022) Goal LU-27 Plan for phased growth of communities to be economically viable, supported by planned urban infrastructure, and served by public transit Policy LU-27.1 Support Joint planning and urban development standards for urban unincorporated areas Policy LU-27.2 Coordinate with the county to plan for annexation of unincorporated areas of the MUGA as necessary. EVERYONE'S EDMO Packet Pg. 138 8.2.d Priority Action Steps Create a "Street Design Manual" to guide the planning and design of street projects, offering functional solutions, incorporating Green Street features where feasible, and supporting stormwater management initiatives. 70 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 139 8.2.d _ R a a) y _ GN L d L Q E �0♦ V 4- 0 0 4. Q 0 a N I _ is a a E 0 R ii c 0 E w I N r N r N r.+ _ 4) E t V !C a Packet Pg. 140 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Edmonds is an inclusive community where every resident, regardless of their income, background, or ability, has access to safe, affordable, and dignified housing. 72 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 141 8.2.d Introduction The Housing Element for the City of Edmonds outlines the strategies and policies to ensure the = availability of safe, affordable, and diverse housing options for all residents. It includes an assessment a of current housing conditions. It plays a pivotal role in guiding the development, preservation, and enhancement of the housing stock to meet current and future demands in alignment with local U) regulations and sustainability goals. s a� L Housing in Edmonds offers a diverse mix, predominantly featuring single-family homes that Q c contribute to the city's traditional, suburban feel. These homes are often situated in well -established L) neighborhoods, many of which boast mature trees, scenic views, and a close-knit community 0 0 atmosphere. Alongside these, townhouses provide a more compact and often more affordable option, a catering to those seeking a balance between private living space and lower maintenance. In recent -°a years, there has been a noticeable increase in multifamily developments, including apartments and g condominiums. N The city is committed to providing a range of housing options to meet the needs of its residents, from young families to retirees, while maintaining the natural features, historic character and its unique charm that make Edmonds a desirable place to live. As the city continues to grow, housing affordability and availability are key concerns. Edmonds strives to balance new development with the preservation of its established neighborhoods, ensuring that housing options are accessible and sustainable for all residents. The city's housing policies are designed to promote a diverse housing stock, encourage sustainable building practices, and support the creation of affordable housing options that align with the community's values and future growth plans. EVERYONE'S EDMO Packet Pg. 142 8.2.d Edmonds Housing Today Edmonds' well -established neighborhoods are one of the City's most desirable assets, and critical building blocks to a great community. The city is home to 42,853 people as of 2020 and is anticipated to welcome about 13,113 new residents by 2044. According to the Office of Financial Management (OFM), there were an estimated 18,847 housing units within the City of Edmonds in 2020. Housing Types As of 2024, Edmonds' current housing stock contains a mix of low density detached units, attached townhomes, and larger apartments and condominiums. The current mix of housing stock is shown in Figure 3.1 Since Edmonds does not have much available undeveloped land, future development for population growth will mostly occur as redevelopment or infill over time. This will be accomplished with sensitivity and care to maintain the charm of Edmonds' distinct neighborhoods. More detail on this can be found in the Land Use chapter of this comprehensive plan. 51-100 Unit. 5 13-50 Un 14.70% 5-12 Unit, 6.70% Tri/Quadpl -/ ex, 3.10% Duplex, 4.40% 0100616M .D.. Single Family, 59.80% Figure 3.1 Housing Typology Mix (Source: Census 2020) 74 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 143 8.2.d Household Size and Vacancy Although regional household size has been trending downwards for decades due to an increasingly senior population with fewer children, household size has grown since 2010. Washington State Department of Commerce attributes the increase in average household size to the under -building of housing, leading to people living in multi -generational housing or with roommates, not by choice but because of the lack of affordable housing. However, the Department of Commerce assumes a continued decline in household size coincident with demographic trends. Likewise, the city of Edmonds has a vacancy rate of 4.2%, which is artificially small due to low housing availability. The Washington State Department of Commerce has directed cities to plan for an economically healthy vacancy rate of 6%. Household size is generally related to the number of bedrooms. The distribution in number of bedrooms for the city of Edmonds existing housing stock is shown in Figure 3.2. 7000 5,883 6000 5,193 5000 4000 3,656 3000 2,493 2000 1,258 1000 364 - 0 No bedroom 1 2 3 4 5 or more No. of bedrooms Figure 3.2 No of bedrooms distribution Source: Census 2020 Edmonds Housing Targets Edmonds is committed to guiding growth in a manner that is equitable and sustainable. This will be done by increasing the quantity of housing stock and diversity of housing choices, including middle housing and accessory dwelling units (see Appendix A), and identifying and addressing racially disparate impacts of housing policy. As part of doing its part in addressing critical regional needs, Snohomish County's HO-5 Report (adopted May 2023) relates the City of Edmonds' housing targets. Edmonds has a future land supply established in 2021 of 5,148 (see Figure 3.4). Pending 17 49 15 561 0 625 Vacant 44 115 7 422 31 575 Partially Used 21 62 0 0 0 62 Redevelopable 231 -24 63 3508 340 3887 City 313 201 84 4491 371 5148 Figure 3.3 Edmonds future land supply (Source: The Housing Characteristics and Needs in Snohomish County Report 2023) (L m c a� s a� L Q E 0 L) 4- 0 c 0 a 0 Q EVERYONE'S EDMO Packet Pg. 144 8.2.d In this planning cycle to accommodate population growth, the City must increase its unit capacity by 3,921, for a total of 9,069 housing units. These 9,069 units must be distributed according to the requirements and affordability levels designated in HB 1220. Edmonds' designation as a "high -cost community" impacts the required allocation for types of housing units. Edmonds must plan for: • 6,814 units at the Low 0-80% AMI Income level - Low -Rise or Mid -Rise Multi -family; e.g. walk-up • Apartment buildings — this is the largest category of need in Edmonds. • 2,129 units at the Moderate <80-120% AMI Income level — these may be Accessory Dwelling Units (ADUs.) • 126 units at the High Income level - these may be Moderate Density (duplex, quad, triplex) Edmonds current supply comprises of: • 5,148 units of which 201 units are single family detached, • 84 units are Moderate Density (e.g. duplex, triplex, quad) and • 4,862 units are Low-rise or Mid -Rise Multi -family (walk up apartments) During the 2024 update cycle, the City of Edmonds must provide a net capacity change of the following: • A net increase of at least 1,952 units that are in the Low-rise or Mid -rise multi -family apartment category. • A net increase of at least 2,129 ADUs, or that are in the Low-rise or Mid -rise multi -family apartment category. • A net increase of at least 42 units that are Moderate density. Low -Rise or Mid -Rise Low 0-80% AMI Multi -family. (For eg. 6,814 4,862 1,952 Walk-up apartment buildings) Mnrlarnta <gn_1')(1% Ani is nr I nXAi_rica/ AMI Mid -rise 2,129 X 2.129 Detached single Higher Income >120% family homes, Middle AMI Housing- Townhomes, 126 84 42 Duplex, Triplex, Quadplex Table 3.3 Required allocation of housing units as per affordability levels designated House Bill 1220 76 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 145 8.2.d By 2044, the unit mix for Edmonds is anticipated to be more diverse, providing a greater amount of housing choices, especially among housing types such as apartments and condominiums, which tend to be more affordable than others. Mobile home, Boat, RV, van, etc., 1% ADUs, 0%__/ 11 Multi Family and Middle Housing (2-4 units per lot), 36% Single Family, 63% 2020 Mobile home, Boat, ADUs, 7% RV, van, etc., 1% Multi Family and Single Family Middle Housing 43% (2-4 units per lot), 49% 2044 Figure 3.6 Existing Mix of housing types (Census 2020) and potential mix of housing types as per House Bills compliance (2044) The two categories of land for which a net change in capacity is calculated: • Single-family residential land use areas • The multi -family and mixed -use land use areas. With the implementation of HB 1110 and HB 1337, capacity assumptions for single-family/low-density residential land use areas must be adjusted. These legislative changes effectively eliminate the State's allowance for one -family detached zoning. Consequently, Edmonds' single-family/low-density residential areas can now be assumed to have the potential for (re)development under any of the following density scenarios: • Two additional ADUs in attached or detached configurations • Two units in any configuration • Four units in any configuration if one unit is affordable, i.e., rented or purchase price restricted and limited to lower income tenants or purchasers Applying the two House Bills, HB 1110 and HB 1337, capacity of ADUs and Middle Housing Units that may count towards the housing targets is calculated. Department of commerce has provided guidance on implementing the house bills. Based on this guidance, a set of methods and assumptions were created. Refer Appendix A for Method and Assumptions for calculating the new housing capacity. EVERYONE'S EDMO Packet Pg. 146 8.2.d To accommodate the projected growth, i.e. housing and employment targets City has identified potential growth areas called Neighborhood Centers and Neighborhood Hubs to achieve sustainable, resilient, and equitable distribution of growth. They offer a variety of capacities to support housing and job growth, diverse housing types, and citywide infrastructure investments Refer to the Appendix C for a detailed summary of Growth alternatives. The Land Use element of this Plan details the areas of centers and hubs along with the capacities achieved. Below is the summary of housing units capacity enabled for the year 2044 based on the City's selected approach. Table 3.4 Summary of housing units capacity Centers Medical District Expansion 1,150 Westgate 1,180 5 Corners 460 Firdale Village 290 Hubs North Bowl 210 East Seaview 220 Perrinville 110 West Edmonds Way 30 South Lake Ballinger 70 Maplewood 200 Low Rise/Mid Rise Apartments in Centers and Hubs 3,920 ADUs 1,972 Middle Housing 42 Existing Capacity 4,226 10,160 Note: The housing capacity estimates are based on market feasibility analysis conducted in 2024. • Neighborhood Centers • Neighborhood Hubs Downtown/ Waterfront Activity Center West EdmondsWay Firdale Village Olympic f North Bowl Maplewood Medical District Expansion Five Corners Main St. Illth sr. ZIOth St. Westgate 8th St. Perrinville East Seaview Highway 99 Subarea South Lake Ballinger I Figure 3.7 City of Edmonds: Locations of Neighborhood Centers and Hubs a m U) c d s a� L CL G 0 c.> 0 c 0 CL 0 Q 78 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 147 8.2.d Housing Diversity Goal HA Enable and promote diverse housing types for people of all economic and demographic backgrounds. Policy H-1.1 Housing developments within the neighborhood centers and hubs should promote diverse housing. Provide a mix of housing types and densities shaped through integrated place -making strategies. Policy H-1.2 Promote middle housing types to create equity and diversity. Policy H-1.3 Encourage infill developments supporting neighborhood life and businesses in centers and hubs. Policy H-1.4 Enable and promote live -work developments in areas that already allow commercial, and retail uses to accommodate living and employment within the same premises. Policy H-1.5 Establish partnerships with employers, local businesses, developers, nonprofits to promote housing projects affordable and accessible to the local workforce with focus on employees in critical sectors such as healthcare, retail, education, and hospitality. Policy H-1.6 Explore funding opportunities and grants to support the development of diverse housing typologies. Policy H-1.7 Identify and remove existing regulatory barriers and provide opportunities to support co -housing. In a co -housing community, residents typically have their own private living spaces, such as individual apartments or houses, and share some common facilities and amenities. a m c a� s a� L a E 0 c.> 0 c 0 a 0 a EVERYONE'S EDMo Packet Pg. 148 8.2.d Housing Affordability and Equity Housing affordability is defined as area rents and home prices relative to area incomes and is a result of a combination of various factors. The Puget Sound's growth as a powerful economic engine has not been matched with regional housing production, and thus has had significant impacts on regional housing affordability. Like most communities in the Puget Sound, Edmonds access to job centers has led to a steep increase in home prices, stalled only briefly by the COVID-19 pandemic and its subsequent economic effects. Edmonds natural beauty furthermore attracts many home buyers, leading to higher housing costs. The falling affordability of Edmonds can be seen in the home sales affordability index, showing a reduced proportion of homes being sold at prices that would be affordable to low- and moderate - income brackets since 2010. (Figure 3.8) 600 500 400 300 200 100 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Middle 44 44 72 73 70 106 100 156 137 140 145 137 86 75 Moderate 143 148 167 217 215 275 266 229 193 217 177 154 74 73 Low 105 155 150 170 141 139 113 101 87 64 80 93 43 54 Very Low 18 54 58 57 51 43 61 44 23 29 18 7 5 3 Extremely Low 9 35 40 45 27 21 18 3 1 1 3 0 1 0 ■ Extremely Low Very Low Low ■ Moderate ■ Middle Extremely Low Income Required Income <$40,000, Sale Price <$200,000 Very Low Income Required Income <$68,000, Sale Price <$300,000 Low Income Required Income <$99,900, Sale Price <$460,000 Moderate Income Required Income <$128,800, Sale Price <$590,000 Middle Income Required Income <$162,700, Sale Price <$900,000 Figure 3.8 Home Sales Affordability (Source: AHA) 80 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 149 8.2.d Housing Stock Edmonds' housing stock is older than its regional peers, which means that some of these homes are more affordable than comparable newer ones in other communities.. Much of the existing housing stock was built between 1950 and 1969. As part of the greater Seattle metropolitan area, Edmonds experienced growth earlier than most in Snohomish County. Older properties that have multifamily development are particularly valuable in addressing affordable housing needs, and the maintenance and preservation of this housing should be prioritized when identifying places to address regional housing supply goals. Housing Cost Burdens While there have been benefits to many residents associated with increased home values, others have experienced rising costs as burdens and barriers. These people include the members of the community who are renters, seniors on fixed incomes, young families, and community members who fill roles critical to maintaining Edmonds community, such as artists, teachers, firefighters, retail workers, and other community - supportive jobs. It is necessary to proactively address housing affordability to ensure those that serve the has limited ability to directly participate in the construction or provision of affordable housing, so it has chosen instead to affect the cost of housing by reducing government regulation, providing flexible development standards, and otherwise minimize housing costs that would be passed on to prospective owners or renters. Beyond increasing 25% 20% 15% 10% 5% 0% Built Built Built Built Bunt Bunt Built Built Built Bunt 1939 or 1940 to 1950 to 1960 to 1970 to 1980 to 1990 to 2000 to 2010 to 2020 or earlier 1949 1959 1969 1979 1989 1999 2009 2019 later King County Snohomish County ■ Edmonds Figure 3.9 Age of housing stock (Source: AHA) 60% 52% 50% 40% 30% 22% 20°r° 10% 0% 30% Less than 20.0 percent 20.0 to 29.9 percent ■Owner 2020 Rent 2020 44% 23% 30.0 to 34.9 percent Figure 3.10 Selected Monthly Owner Costs as a Percentage of Household Income (SMOCAPI) and Gross Rent as a Percentage of Household Income (GRAPI) (Source: Census 2020) C a d U) c d s a E 0 L) 0 c 0 a 0 a EVERYONE'S EDM Packet Pg. 150 8.2.d the allowances of unit types such as middle housing and accessory dwelling units (ADUs), apartments and condominiums tend to be more affordable, Edmonds is committed to further supporting housing affordability through streamlined permitting and opportunities for different lot configurations. Locating New Housing Capacity Most of Edmonds' new housing capacity will be created in newly designated Centers and Hubs (see the Land Use Chapter of this comprehensive plan for more information). These areas will serve as hearts for vibrant and diverse neighborhoods while concentrating growth in areas best served by existing infrastructure, transit, and community amenities. This approach both reduces the cost of land development, allowing for lower home purchase prices and rents, and enables a lower -cost lifestyle for residents, allowing them, for example, to forgo automobile trips for more affordable transportation options when feasible. Addressing Racial Equity and Displacement The City of Edmonds encourages fair and accessible housing opportunities white 84% 31% for all families and individuals in the community regardless of their race, age, sex, religion, disability or economic circumstances. A racially disparate impacts analysis has guided the formation of this housing plan, and the housing and land use strategy is aimed at reducing these impacts. At present, Edmonds has a higher share of minorities who are cost burdened as well as a higher share of minorities who are renters. This indicates that Black or African American 1 3% 39% American Indian and 1 1% Alaska Native 47% ° Asian 8/° 23% Other Race 1 3% 46% these community members are at higher _ %Occupied Units by Race risk of displacement both due to rising Cost Burdened Units (Owner and Renter) housing costs, as well as redevelopment necessary to address these rising housing costs. Thus, it is critical to identify where these communities lie to ensure redevelopment areas do not disproportionately fall on these communities. Figure 3.11 Cost burdened households, by race. (Source: Census 2020) Notes: 1. Race distribution here is alone or in combination with one or more other races. 2. Cost burdened is defined as spending more than 30% of income on housing needs. 82 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 151 8.2.d The Snohomish County social vulnerability (Ref Figure 3.12) shows where vulnerable populations reside, while the Washington State environmental health disparities map (Ref Figure 3.13) shows where environmental impacts associated with negative health outcomes are. Although both analyses are limited in resolution to the tract level, they indicate that there is increased environmental health issues and social vulnerability near the Highway 99 corridor. Rank High 10 9 8 7 6 5 4 3 F Low LM-i Figure 3.12 Social Vulnerability Index (Source: Washington State Department of Health Disparities Map) The index is based on household composition and disability, housing type and transportation, race and ethnicity and other socio-economic determinants. EVERYONE'S EDMO Packet Pg. 152 8.2.d Figure 3J3 Environmental Health Disparities Map; Source: Washington State Department of Health Disparities Map The city's approach prioritizes the equitable distribution of growth, public investment, and housing resources through the proposed neighborhood centers and hubs located throughout the city, many of which are in areas of greater opportunity and greater environmental health. By dispersing growth and providing affordable housing opportunities in these areas, the city is reducing the concentration of future development previously allocated toward the Highway 99 corridor, thus reducing spatial inequalities and promoting inclusive development that benefits members of the community across all socio-economic sectors. 84 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 153 8.2.d Housing Displacement Risk The Puget Sound Regional Council's Study of Housing Displacement Risk has placed Edmonds at "low" displacement relative to the Puget Sound region. The City of Edmonds is becoming increasingly racially diverse over the past decade, and there is little to no pattern of historic displacement . Figure 3.14 PSRC displacement risk map (Source: PSRC The mapping tool identifies areas where residents and businesses are at greater risk of displacement. However, the city recognizes that unprecedented changes to housing policy within this comprehensive plan could nonetheless result in future displacement if not informed by environmental justice, equitable distribution of opportunities, and sensitivity to existing land use. The city's approach reduces potential displacement by accommodating necessary growth through encouraging redevelopment of underutilized commercial property, rather than existing affordable housing. Furthermore, the ability to move lot lines will likely have a greater impact facilitating new housing in neighborhoods with environmentally critical areas, which are also currently among the more expensive and less diverse neighborhoods relative to the rest of the city. EVERYONE'S EDMO Packet Pg. 154 8.2.d Many of the measures outlined below will further assist in reducing the potential for future displacement and equitably distributing the benefits of investment and growth. Goal H-2. Implement measures to increase the affordable housing supply while enhancing the public realm in growth areas. Policy H-2.1 Consider an incentive zoning program to achieve desired housing diversity and public amenities in growth areas. Consider bonus density incentives, expedited permit review and/ or waivers from site development standards to implement a community amenity provision. Consider amenities such as, but not limited to: Community dedicated spaces Beyond -code requirements for pedestrian facilities and connections High -quality public realm or on -site landscape features Policy H-2.2 Allow affordable housing development on land owned by religious institutions as a permitted use. The affordability requirement should correspond with HB1337 legislation. Policy H-2.3 Provide for a higher number of units per lot around the transit stops in activity centers, neighborhood centers and hubs. Policy H-2.4 Consider the reduction of parking requirements for residential developments in areas proximate to transit service or based on planned occupancy (such as seniors, affordable units) to reduce construction costs and to promote affordability of residential development. Policy H-2.5 Leverage public -private partnerships to create affordable housing integrated with community resources, such as libraries, enhancing both housing availability and community amenities. Goal H-3. Achieve a net positive number of housing units per lot in activity centers, neighborhood centers and hubs. Policy H-3.1 Explore a requirement for an equal or greater number of housing units when property in a center or hub is redeveloped. Policy H-3.2 Encourage accessible open space and shared amenities with development of housing in centers and hubs. 86 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 155 8.2.d People's Policies Goal H-4. Promote rehabilitating and restoring suitable housing stock. Policy H-4.1 Partner with the Edmonds Historic Preservation Commission to engage with property owners, developers, preservationists, and community members to gather input and build support for historic preservation. Policy H-4.2 Provide incentives for homeowners who adopt sustainable design practices, materials and green technologies, in their remodeling projects. Policy H-4.3 Preserve and support the retention of manufactured homes and other lower -cost housing types to provide affordable housing. c a� s a� Goal H-5. Foster access to quality housing for low income, differently abled, impaired C and senior residents. ° Policy H-5.1 Seek to identify and utilize State and Federal housing resources to assist in providing c adequate housing opportunities for low income, disabled, or senior residents. a 0 Support the efforts of public and private non-profit agencies that develop assisted housing and/ a or housing -related human services, such as services enabling residents to remain in their homes N or neighborhoods. > Policy H-5.2 Support co living, co -housing, micro housing and other types of shared housing arrangements to make housing affordable for seniors, recent graduates, students, and young adults. Policy H-5.3 Partner with non-profit organizations and agencies that specialize in managing shared housing arrangements and other services. Goal H-6. Avoid actions that result in the displacement of existing residents, particularly low-income and marginalized communities. Policy H-6.1 Explore policies and programs to help support renters at risk of displacement. Includes providing rental assistance, establishing tenant protections, expanding access to legal aid, offering relocation support, and creating incentives for landlords to maintain affordable rental units. Prioritize measures that address the root causes of displacement, such as rising housing costs, while collaborating with community organizations to ensure vulnerable populations have access to resources and advocacy. Policy H-6.2 Encourage shared housing arrangements to provide affordable housing options, prevent displacement and offer mental health benefits by alleviating loneliness, particularly among seniors living in isolation. Policy H-6.3 Partner with nonprofit organizations or local housing authority such as Housing Authority of Snohomish County (HASCO) to create a centralized matching service that connects individuals seeking housing with homeowners or tenants who have available rooms. EVERYONE'S EDMO Packet Pg. 156 8.2.d Goal H-7. Work towards eliminating racial inequity in housing distribution. Policy H-7.1 Engage and partner with communities most disproportionately impacted by housing challenges in the decision -making process to shape/inform strategies, actions, regulations, and resource allocation that address and mitigate their housing -related issues. Policy H-7.2 Continue to recognize local policies and regulations that may result in racially disparate impacts, displacement, and exclusion in housing, including: Zoning that may have a discriminatory effect Disinvestment • Infrastructure availability Policy H-7.3 Establish policies and regulations that address and begin to undo racially disparate impacts, displacement, and exclusion in housing caused by local policies, plans, and actions. Goal H-8. Evaluate, leverage and implement housing financing opportunities. Policy H-8.1 Through the Multifamily Tax Exemption (MFTE) program, support the development of affordable housing while ensuring long-term sustainability. Consider adjusting the eligibility criteria, tax benefit periods, and affordability requirements to reflect current housing market conditions and community needs such as family -oriented housing options. Policy H-8.2 Explore options for an inclusionary zoning program that provides developers with the flexibility to either incorporate affordable housing units within their projects or contribute to a housing fund. Policy H-8.3 Per RCW 82.14.540, use the City of Edmonds' share of the existing state sales tax that is reserved for affordable housing to: • Provide short-term rental assistance to low-income households in Edmonds. • Contribute to a regional organization, which could be the County, the Alliance for Housing Affordability (AHA), or a partnership of cities in southwest Snohomish County to support long term goals of providing affordable housing in the sub -region. • Support public private partnerships to develop affordable housing. Supportive Housing Assisted Housing Availability HUD -assisted developments provide units for low-income, senior residents within the City of Edmonds. The Housing Authority of Snohomish County is also authorized to operate units within the city but mostly administers Section 8 rent supplement certificates and vouchers within the city. In addition, various adult family homes provide shelter for residents with special needs. Goal H-9. Encourage stable housing and wraparound services to individuals experiencing housing insecurity or at risk of becoming unhoused. Policy H-9.1 Support county and nonprofit efforts to provide stable housing to individuals experiencing housing insecurity or at risk of becoming unhoused. 88 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 157 8.2.d Policy H-9.2 Support development of low-income (subsidized), low -barrier, permanent supportive housing. Policy H-9.3 Explore opportunities for small scale housing types, such as micro -housing (shared kitchen and restrooms) Policy H-9.4 Work with faith -based organizations that are interested in adding single -person shelters, overnight shelters, and temporary small houses on property owned or controlled by a religious organization. Policy H-9.5 Allow transitional housing and permanent supportive housing in any zones that allow residential dwelling units or hotels (RCW 35.21.683 and RCW 35A.21.430). Policy H-9.6 Allow emergency shelters and emergency housing in any zones that allow hotels. Policy H-9.7 Allow permanent supportive housing in areas where multifamily housing is permitted (RCW 35.21.689 and RCW 35A.21.305). Policy H-9.8 Exempt emergency housing from impact fees (RCW 82.02.090). Regulatory Framework Goal H-10. Remove barriers and implement supportive development regulations. Policy H-10.1 Provide options for lot combination, lot -line adjustment, and subdivisions to accommodate a modest amount of additional housing to enable ADU and middle housing typologies per state legislation. Policy H-10.2 Explore options for Planned Residential Development provisions in mixed -use zones to achieve site -specific flexibility. Policy H-10.3 Consider options to reduce off-street parking requirements that impact housing affordability. Policy H-10.4 Consider adjusting permit fees, impact fees, and utility connection fees if they become barriers to the development of affordable housing. Identify modifications needed to reduce or avoid impediment to meeting the City's housing target. Policy H-10.5 Explore allowing shared use covenants for open spaces, enabling neighboring residential units to access and utilize these areas for recreational and communal activities. Policy H-10.6 Encourage agreements between the city, homeowners' associations, and neighboring units for the shared maintenance and stewardship of park spaces Goal H-11. Provide predictability, effectiveness, and efficiency in government permitting processes and regulatory systems to support housing development. Policy H-11.1 Implement clear, efficient, and standardized administrative procedures. Policy H-11.2 Conduct periodic reviews of the permitting process to identify inefficiencies and opportunities for improvement. Policy H-11.3 Explore opportunities to collaborate with neighboring jurisdictions to be consistent with regulations and processes where feasible. EVERYONE'S EDMO Packet Pg. 158 8.2.d Adapting to Climate Change Energy used in buildings is the largest source of local greenhouse gas (GHG) emissions in Edmonds. Residential buildings emit roughly twice the quantity of GHGs than commercial and industrial buildings. Energy consumption in buildings could be cut by about 30-50% through investment in energy efficiency. Low-income urban households have an energy burden in the proportion of income spent on energy, which is three times higher than that of higher income households. Improved energy efficiency can = lower living costs and improve the quality of housing, while also reducing greenhouse gas emissions. a By supporting weatherization, the city of Edmonds helps increase energy efficiency of homes while reducing cost burden on vulnerable populations and preserving housing likely to be more affordable. a� s a� L Q Goal H-12. Continue to advance building sustainability through regulations and 0 incentives. c Policy H-12.1 Explore regulations for transitioning to clean energy and moving away from fossil fuels for 2 new developments and redevelopments. -°a a Policy H-12.2 Encourage green building practices with appropriate incentives and technical assistance. N Policy H-12.3 Seek funding from state and federal grants, utility programs, and private sector partners �I to support sustainable development. a Priority Action Steps 1. Develop pre -approved plans for ADUs 2. Develop a Housing Action Plan every 5 years that includes but not limited to housing supply, housing for vulnerable populations, Disparate Impacts Analysis, displacement, vacancy audit for MFTE units. 3. Establish performance metrics, timelines and monitoring programs for permitting and regulatory processes 4. Adopt tools to minimize impacts on adjacent lower -density residentially zoned properties 90 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 159 8.2.d c a a� .N c a� as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U 76 c ii c O E W I N N T- ICT C d E t 0 Q Packet Pg. 160 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Edmonds' economy is resilient and celebrates its unique identity, provides support and opportunities to the community and businesses to flourish. 92 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 161 8.2.d Introduction The Economic Development Element is intended to provide comprehensive policy direction for maintaining, expanding, and attracting economic activity across the city. This objective focuses on fostering sustainable growth that balances development with environmental stewardship, ensuring long-term prosperity and an enhanced quality of life for residents. Key priorities include supporting existing businesses through resources and infrastructure improvements, attracting new businesses by leveraging the city's strengths and opportunities, and fostering a skilled workforce. The element aims to enhance the city's livability by supporting mixed -use development and cultural amenities. Additionally, it promotes inclusive economic development to ensure that all residents benefit from economic opportunities, while encouraging regional collaboration and resilience to adapt to economic shifts and market disruptions. The International Economic Development Council defines the general objective of economic development as "Improving the economic wellbeing of a community through efforts that entail job creation, job retention, tax base enhancements and quality of life." a m c a� s a� a E 0 c.> 0 c 0 a 0 g EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 162 8.2.d Edmonds Today Key Employment Sectors Based on a review of local and regional employment data, the City of Edmonds either already excels in or has the capacity to excel in the following employment categories, referred henceforth as "Key Employment Sectors." A variety of terms are used to describe various employment sectors. Most of the names of the key employment sectors below are from the American Community Survey (ACS), a part of the US Census). The sector names in bold italics below are from the PSRC Regional Economic Development Strategy . (2021); these sectors have been identified as significant drivers of the regional economy. An underlying assumption of the employment sectors is that flexible work schedules and quality of life of the employees will remain a key consideration in luring business to Edmonds. a E • Health care, Life Sciences, and Global Health c.> • Knowledge workers 00 • Professional, scientific, management, and other services a • Business Services; Finance, insurance, and real estate 0 Information & Communication Technology a The Creative Economy, which includes arts, tourism, small-scale artisanal manufacturing, and craft producers, including microbreweries, distilleries, specialty foods, creative technology, and other sectors. The Creative Economy is characterized by a significant number of non-traditional workers who operate sole -proprietorships, sole -owner LLCs and who are small business owners, independent contractors, and freelancers. • Retail/Commercial Employed Edmonds Residents by Industry Figure 4.1 shows the number of Edmonds residents who are employed in various industries. Consistent with the Key Employment Sectors section above, health care, knowledge work including professional services and finance, retail, and arts and recreation are among the industries in which the most residents are employed. Source: American Community Survey (ACS), 2020, via PSRC. For the civilian employed population 16 years and older. https://www.psrc. org/our-work/census-and-american-community- survey Employed population 16 years and over Health care & Education 4,672 Professional, scientific, management and other Services 3,604 Retail Trade 2,647 Finance, Insurance, and Real Estate 1,913 Manufacturing 1,886 Construction 1,860 Arts, Recreation, Accommodation and Food Services 1,830 Other Services 991 WTU 843 Public Administration 653 Information 487 Wholesale trade 429 Agriculture, Forestry & Mining 94 Figure 4.1 Employed Edmonds Residents by Industry, 2020 94 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 163 8.2.d The columns on the right of Table 4.2 compare the share of employed Edmonds residents in each industry to the share of employed residents in Bothell and Woodinville, and Snohomish County, respectively. Bothell and Woodinville were selected because of their somewhat similar locations in the region, and size. Industry Category Key Regional Export Industries (Clusters) (ACS/U.S. Census) (PS RC) Heath care and education Life Sciences & Global Health Construction Finance. insurance. and real estate Business Services Arts. recreation. accommodation and food services Tourism Professional. scientific. management. & other services Business Services: Aerospace: Clean Technology Retail trade Transportation and warehousing. and utilities Other services Public administration Agriculture. forestry. and mining Wholesale trade Information Manufacturing Edmonds Edmonds vs Bothell & vs Snohomish Woodinville County 2.9% 1.3% 2.2% -0.2% 1.9% 3.0% 1.6% 0.3% -5 0 t 3.6% 0.7% 0.2% 0.8% -0.4% 0.1% -0.1% 0.0% -1.0% -0.1% -0.3% -0.5% -0.1% Information & Communication Technology -1.8% Aerospace: Maritime. Military & Defense: Clean Technology -2.8% r3% Transportation & Logistics Figure 4.2 Key Export Industries and Comparison of Edmonds to Nearby Cities Source: American Community Survey (ACS), 2020, via PSRC. For the civilian employed population 16 years and older. • Key Regional Export Industries are PSRC's terms for the industry categories described in the ACS/U.S. Census; For example, PSRC focuses on "life sciences" while the Census tracks jobs in the "health care and education" industries. Many of these industries, are important both regionally and locally in Edmonds —including health care/life sciences, knowledge work/business services, arts and recreation/tourism, and information. However, other industries are key drivers of the regional economy, but are probably less critical to the City of Edmonds. These industries include aerospace, maritime, and military and defense. It is possible that Edmonds could excel in these industries, but neither anecdotal evidence nor government data seem to suggest that Edmonds currently excels in them. • Edmonds' economy is similar and different to nearby cities and the County. Edmonds has more employed residents than the comparison cities in healthcare, construction, finance, and arts/ recreation. It has fewer employed residents in the professional services, information, and manufacturing industries. Compared to the County, Edmonds has a significantly larger share of employed residents working in health care, arts/recreation, and professional services; it has far few employed residents in manufacturing. Q EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 164 8.2.d Where Edmonds Residents Work Understanding where Edmonds residents work is a critical piece of the City's economy. During and following 2020, the COVID-19 pandemic and other factors led to significant changes in work locations across the country. Thus, U.S. Census' LEHD program 2019 data was selected to represent pre - pandemic employment locations for this study. Figure 4.3 shows that, in 2019, the vast majority (92%) of employed Edmonds residents commuted to work elsewhere, and that only 8% of employed Edmonds residents both lived and worked in Edmonds. Workers and their families are making a choice to live in Edmonds, even though their jobs are located elsewhere. Ae Live in Edmonds, Work Elsewhere 18,847 92% of employed residents. Live and Work In Edmonds 1,608 8% of employed residents. Figure 4.3 Where Edmonds Residents Work, 2019 monds, (Source: Longitudinal Employer -Household Dynamics (LEND) program, U.S. Census Bureau, 2019. Note that the data source for Figure 4.3(LEHD) is different than the data source for Figure 4.1 (ACS). While the two data sources identify similar overall employment dynamics, specific figures are different between the two sources.) There are about 55% more employed residents who commute elsewhere than there are employees who commute into Edmonds. These employed residents are critical to the City's economic health and contribute heavily to municipal revenue streams such as property and sales taxes. The comprehensive plan should focus on improving quality of life for these employed residents, not just oriented towards attracting employers to Edmonds. Figure 4.4 shows the direction and distance that employed Edmonds residents commuted in 2019 While about 40% of employed residents remain "close to home" and commute less than 10 miles, an even larger share (47.6%) of employed residents commute between 10 and 24 miles. A very large share of these commuters have been commuting south, to central parts of the City of Seattle, including Downtown and the University District. ■ Less than 10 miles 10 to 24 miles 25 to 50 miles Figure 4.4 Commute Direction and Distance for Employed Edmonds Residents, 2019 (Source: Longitudinal Employer -Household Dynamics (LEHD) program, U.S. Census Bureau, 2019) 96 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 165 8.2.d Work From Home / Remote Work Prior to the COVID pandemic, a relatively small share of the workforce nationwide worked from home (about 5%). During and following the pandemic, this share increased dramatically, as more workers found they could do their jobs from home and other locations, aided by new technologies such as remote video conferencing. We expect remote work to be a critical employment trend throughout the duration of the Edmonds comprehensive plan. In 2022, data from the American Community Survey (ACS) / U.S. Census Bureau indicate that 25.3% of workers in the Edmonds area were working from home or working remotely. This suggests that approximately 4,500 Edmonds residents are working from home or working remotely (e.g., from coffee M shops, co -working spaces, etc.) Edmonds' 25% work from home share is similar to other nearby areas, a and lower than Bothell and Mill Creek (33%), Shoreline (30%), and Redmond (38%). One source notes > that, "[ACS] data shows remote work is stable over the last year [2021 to 2022], and if anything, has increased slightly. There is no sign that return -to -office is gaining steam on a national scale" a E This means that ensuring that Edmonds is a functional and desirable place to work remotely is key to c0 Edmonds ongoing economic success. Apart from any specific industry sector, accommodating work — from home employees is its own key employment sector. c Supporting work from home is a critical part of Edmonds' growth strategy, accomplishing multiple a a objectives, including encouraging sustainable transportation, supporting local businesses, and growing N vibrant neighborhood centers. > The Adjacent Possible Recent academic research into economic development has shown that economies tend to grow into the "adjacent possible," rather than by taking giant leaps into "distant" economic sectors. (Source: MIT, Bloomberg.) Put in more concrete terms, this means that local economies grow by building from the things they are already good at into industries that are adjacent to their existing business and employment base. For example, the Puget Sound's strong software industry grew into online shopping in the early 2000s. Its strength as a location where gourmet coffee has been brewed and enjoyed for decades enabled the region to produce traded sector companies that serve coffee worldwide. It's aeronautics and aerospace industry has spawned many other complex manufacturing companies in Snohomish County. However, the region is not a notable hub (at a nationally notable scale) for movie production (LA) or oil and gas production (Houston). Both at a regional and City of Edmonds scale, it does not make sense to try to pursue these non -adjacent industries. The City should incrementally seek to grow into adjacent possible industries. For example, while its Life Sciences employment base is small compared to other Puget Sound cities, Edmonds has strong health care and professional service sectors, and quality of life. It is possible that it can use these to attract additional Life Science businesses and employees. The Key Employment Sectors reflect this approach of pursuing the adjacent possible. EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 166 8.2.d Edmonds 2044 Employment Targets Per Snohomish County adopted Growth Targets, City of Edmonds is expected to increase its employment capacity by 3,058 in number by 2044. Per the Snohomish County Buildable Lands Study, Edmonds has existing capacity for 2,548 jobs. Therefore, Edmonds must show a net addition in capacity for 510 jobs for the 2024-2044 planning period. This net new capacity will be met by a combination of two factors. The first is calculating change in capacity associated with proposed land use changes. The second is calculating the change in capacity that is not associated with land use — that is, effective capacity associated with working from home. The actual capacity change of a proposed future land use alternative will be calculated by combining the net capacity change from future land use changes, and the remote and hybrid work strategy. Jobs Capacity and Remote and Hybrid Work The population of Edmonds is expected to grow by more than 13,000 between 2020 and 2044. Edmonds labor participation rate is assumed to be 60%, similar to the current statewide average of 65% (It is assumed to be lower due to the relatively large proportion of older population). This implies that the number of employed Edmonds residents is expected to grow by more than 7,800 over the next two decades. Considering the current trends, many of these new residents will work from home. Population growth, 2020-2044 13,113 Labor Participation Rate 60% Growth in number of employed Edmonds Residents, 2020-2044 7,868 % of employed residents which can be counted towards job capacity 20%* Job Capacity generated due to Work from Home trends 1,570 Table 4.1 Employment growth by demographic trends (Source: Labor Participation Rate: Federal Reserve Bank of St. Louis) * Assuming contingencies and changes in trends, we assume that work from home rates in the future (2044) will be about 20%. See Appendix A for details. The method for calculating jobs capacity, much like the method for calculating housing capacity, starts with assumed capacity per the Buildable Lands Report (BLR). Then, for parcels where a change in future land use is identified, change in net jobs capacity is calculated for those parcels if they are considered redevelopable. Job Capacity generated due to Work from Home trends 1,570 Job Capacity generated in neighborhood centers and hubs, which 3,029 support local, diverse businesses 4,599 Table 4.2 Employment capacity for 2044 For more information on how a parcel is considered redevelopable and therefore countable toward capacity, please see section 2.2 of Appendix A. a m U) c a� s L- a E 0 0 c 0 a 0 a 98 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 167 8.2.d Activity Centers, Neighborhood Centers, and Hubs The 2024 Comprehensive Plan Update envisions a hierarchy of centers and hubs, with two major activity centers (Downtown/Waterfront, and Highway 99), multiple Neighborhood Centers (e.g., Westgate, Five Corners), and multiple smaller Hubs (e.g., North Bowl and Perrinville). These centers and hubs are described in more detail in the Land Use Element of the Comprehensive Plan. The City envisions that all centers and hubs will include a mix of land uses that are physically integrated, and ideally would include places to live, work, shop, and play in close proximity to each other. This is a significant difference in approach from the previous Comprehensive Plan, which M emphasized the importance of "business districts." This shift is intentional and seeks to focus the City's a attention on people and integrated, mixed -use places, rather than single -use business districts, or m >_ industrial or office parks. a� L Neighborhoods of Opportunity CL E Numerous studies completed in recent decades have shown that the neighborhoods that children 0 L) grow up in have a significant impact on their lives, including the education they receive, the jobs 00 they hold, their future income, and other outcomes. Raj Chetty, Professor of Economics at Harvard University and Director of Opportunity Insights has led the detailed analysis of this phenomenon. -0 Residents' levels of education is one of the best predictors of incomes and thriving economies. a The fact that where people live affect their opportunities in life means that Edmonds has an opportunity to provide its residents with great opportunities through the thoughtful implementation of this plan. Some of the findings of the Opportunity Insights lab include: • The neighborhoods in which children grow up shape children's outcomes in adulthood. • Education quality - even as early as Pre -Kindergarten - has large effects on kid's lives • Currently, low-income families are segregated into lower -opportunity areas. • A booming economy does not necessarily lead to increased upward mobility for local children. • Place -focused approaches to improving economic mobility —such as making investments to improve outcomes in areas that currently have low levels of mobility or helping families move to higher opportunity areas —are important. • Support for policies that integrate households of various incomes to reduce segregation and concentrated poverty, such as building affordable and middle -income housing, changes in zoning laws, and efforts to improve local public schools. EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 168 8.2.d Figure 4.5 Downtown Edmonds (Source: City of Edmonds) Placemaking and Destination Development Placemaking can be defined as creating and sustaining places in the built and natural environments that people want to go to, linger, and spend time in with family, friends, and neighbors. Examples of great places can be small or large, and include Downtown Edmonds, many places on the Puget Sound waterfront, and small neighborhood cafes or pocket parks where neighbors meet and connect. Destination development can be defined as: The strategic planning and advancement of defined areas to support the evolution of desirable destinations for visitors, by providing compelling experiences, quality infrastructure, and remarkable services to entice visitation. Figure 4.5 shows a street scene in Downtown Edmonds and illustrates one reason that placemaking is relevant to economic development: When people enjoy going to places and spending time in them because the buildings and public spaces there are well designed, they often spend money there, and enable the businesses and organizations located there to be more successful. Many high -quality places are also places with correspondingly high measures of business strength, such as commercial rents and property values. While placemaking is desirable for local businesses and business districts, it is also an important part of modern economic development citywide. This is because: • Highly educated "knowledge workers" in Edmonds' Key Employment Sectors drive a significant share of economic growth, An increase in knowledge workers brings up to three times more corollary jobs than the manufacturing sector most often in the service sector. Knowledge workers are increasingly mobile and can choose where to live. This has been true since the mid-20th century and is even more the case now in the post-COVID world, where working on a hybrid or remote basis has become more common. By investing in placemaking, cities such as Edmonds can increase the likelihood that residents, employees, and businesses want to live in Edmonds, which should drive job creation and public sector revenues such as property values and retail sales. Destination development is a term highly related to placemaking but is focused on visitation. 100 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 169 8.2.d Public Revenues As per the definition of economic development, tax base enhancements are a key component of this work. A resilient and differentiated tax base is essential to creating the conditions for the remainder of the components of economic development. The two figures below show the 2023 revenues for the City of Edmonds for all funds (Figure 6) and the General Fund (Figure 7). 2023 revenues for the City of Edmonds for all funds • Property, retail sales and use taxes make up nearly 36% of all of City's revenues for all funds. These M taxes are directly related to economic development outcomes, such as demand for residential and . commercial property in Edmonds, and the amount of retail sales and business enterprises that take place in Edmonds. s • Charges for services generate more than 41% of total City revenue. Charges for services are primarily a related to the provision of utilities, including water, wastewater/sewer, stormwater, telephone, cellular, c gas, electric, cable garbage. Demand for utilities is also related to economic development, since L) residents and businesses generate demand for utilities. 00 0 • Thus, a thriving economy with prosperous households and businesses, and some growth in a population and jobs, drives at least 77% of the City's revenues. Some intergovernmental transfers are -00 also related to population and job growth, growth management, and other economic development a related issues. > Capital Contributions, Transfers In, Proceedsof Long- Fines B Penalties, Miscellaneous, 4.24% Transfers ProceedsofLong- 0.61% 1.65% Term Debt, 0.15% 0.42% �in, 0.21% Term Debt.0.34% Miscellaneous, 5.37% Fines 8 Penalties. 0.18% --- rgesfor Services, 38.90% Chargesfor Sr 8.62% Intergovernmental, 5.99' Licenses & - Permits,4.f.6% 6% EncseT,,es , 0.69% 1�tql S Permits, 4% Retail Sales 8 Use Taz, 27.62% Figure 4.6 Percentage Revenue by Type —All Funds, Figure 4.7 Percentage Revenue by Type — General 2023 Fund,2023 Sources: 2020 Adopted Budget, City of Edmonds; Edmonds Taxes and Incentives, City of Edmonds. 2023 revenues for the City of Edmonds for General funds • The General Fund is used for most ordinary government operations, such as staffing for parks and recreation, public works, facilities maintenance, and administrative offices. • Other funds, such as Enterprise Funds, pay for specific City projects such as those related to sewer and water utilities and capital projects. • Property and retail sales and use taxes —provide 58% of the revenues for the general fund. Therefore, creating policies to increase the amount of goods sold and the total value of property in the City is critically important to providing quality public services. EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 170 8.2.d Edmonds' Economic Development Vision Edmonds Economic Development vision or "mantra" can be visualized as the place where the City's four economic development goals overlap, as shown below. Between 2024 and 2044, Edmonds hopes to: *An integrated place -based strategy for economic resiliency Figure 4.8 Edmonds' Economic Development Vision "Mantra" Goal EDA Diversify and grow the City's jobs and economy to build robust and differentiated key employment sectors, enhance local employment opportunities, strengthen the city's unique identities, attract spending from nearby communities, and increase municipal tax revenues to support local services. Policy ED-1.1 Grow employment within Edmonds' key employment sectors by enabling existing employers in these sectors to thrive, and actively attracting employers and jobs in these sectors. Identify and prioritize areas with blighted commercial areas for investment. Develop or maintain business recruitment programs, including a tool kit of incentives, to encourage business growth. Policy ED-1.2 Be an exceptional place for employees to work remotely —from home, community spaces, or other "third places." Explore features that could enhance Edmonds' desirability for remote workers, including high quality of life, reliable internet connectivity, and transportation infrastructure. 102 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 171 8.2.d Policy ED-1.3 Market Edmonds as a year-round destination to visitors from within and beyond the Puget Sound region, for its waterfront location, historic downtown, arts and culture, eating and drinking establishments, international shopping and dining, natural amenities, gardens and flower displays, parks and recreational assets, etc. Policy ED-1.4 Actively partner with local and regional economic development organizations such as the Edmonds Chamber of Commerce, Port of Edmonds, Snohomish County, PSRC's Central Puget Sound Economic Development District Board, and the Department of Commerce to grow the City's economy, particularly in low opportunity areas. Continue to solicit and address feedback to enhance the business environment. Policy ED-1.5 Acknowledge that producing adequate affordable and workforce housing requires an active role from city government. While community -based organizations and housing a developers are the primary movers of this work, the city should allocate staff time to partnership, grant writing, planning, policymaking, and advocating in this space. Facilitate a variety of s home ownership opportunities by allowing and supporting condos, community cooperatives, a associations, and equity building c 0 0 Goal ED-2. Revitalize and enhance the city's activity centers, neighborhood centers _ and hubs through integrated, mixed -use placemaking and destination 0 development approaches, in recognition of the needs for housing, commerce and a economic development. >1 Policy ED-2.1 Commit to, and invest in, an active and continuous engagement with the entire a community, with particular emphasis on neighborhoods. a E Policy ED-2.2 Create destination management plans for the City's Activity Centers and engage in 0 L) holistic planning, implementation, and reporting of their progress. Branding and destination marketing are key elements of destination management. _ Policy ED-2.3 Prioritize revitalization and enhancements to communities with a low opportunity index. 0 Actively target infrastructure improvements to provide equitable access to public facilities M and services. Plan, track, and create realistic financing strategies to improve place. Consider LU effective use of community renewal planning in the Highway 99 area or other areas where such NI N a tool is appropriate. N Policy ED-2.4 Acknowledge that this work is regional and requires a steady investment in time, energy, and focus over years to address imbalances in public investment. It requires work at every level E of our government. CU w Policy ED-2.5 Address business displacement through supporting businesses — directly where feasible a or through conveners - with grants, technical assistance, capacity -building expertise, marketing, and branding. Policy ED-2.6 Improve access to commercial parcels negatively impacted by state highway infrastructure. Promote access and walkability to, and within, commercial areas in areas less effectively served by pedestrian enhancements. EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 172 8.2.d Goal ED-3. Support and enhance the community's quality of life for residents of all backgrounds and incomes, workers, and visitors to sustain and attract business and investment and enhance economic well-being. Policy ED-3.1 Promote strategies and policies that expand access to opportunity and remove barriers ensuring all Edmonds residents have the opportunity to thrive —regardless of age, race, gender, and other factors Policy ED-3.2Recognize the role of community -led organizations as catalysts for local empowerment, advocacy, and collaboration and support them to strengthen their capacity and enhance their effectiveness in serving the community • Facilitate access to resources, information, and networks. • Foster collaborative partnerships between city agencies and CBOs to address community needs and achieve shared goals Policy ED-3.3 Support green job growth: Encourage Investment in skilled workers, green workforce development training, and new low carbon technologies like clean energy and renewable materials. Policy ED-3.4 Recognize that investments providing attractive and integrated public facilities, civic spaces, and mixed -use development help the City's growing population to gather, connect, and that building community increases our competitiveness in the regional economy as well as improving quality of life for residents Policy ED-3.5 Support, recognize, and empower businesses with cultural significance to the community. Goal ED-4. Ensure a predictable and efficient regulatory environment that facilitates economic development, via the City's zoning, permitting, business support, and investments. Policy ED-4.1 Continually strive to offer an efficient, timely and predictable regulatory environment, and a high level of customer service to those seeking permits from the City. Establish performance metrics and track them, acknowledging that learning and improving is the primary goal of this work. Policy ED-4.2Align the following City's investments and programs with the economic development goals. • Capital Improvement Program • Impact fees structures, which can vary based on the degree to which a project supports comprehensive plan goals. For example, projects that create more walk trips and fewer auto trips may pay lower impact fees. • Taxes, including overall tax burden. • Programs, grants, loans, and other incentives, particularly those which support anti -displacement strategies and support for existing entrepreneurs, such as relocation assistance. 104 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 173 8.2.d Policy ED-4.3 Become experts in all aspects of municipal project financing. Investigate Tax Increment Financing, Local Improvement Districts, Congressionally Directed Spending, state and federal grants, area -specific impact fees and other methods to improve infrastructure in targeted areas of the city. Policy ED-4.4Ensure that equity is central to the decision -making process of city government, with a commitment to fairness, inclusion, and justice for all residents Policy ED-4.5 Be a connector for our small businesses to programs that offer business support, financial or managerial assistance, and technical training Priority Action Steps Establish metrics to monitor job growth/ business activity as well as to identify and address business displacement, enabling timely and effective responses to support the local economy, EVERYONE'S EDMONDS: ECONOMIC Packet Pg. 174 8.2.d c� (L m U) c a� s a� L CL E ♦O� V 4- 0 c O 4. Q O Q N i c I ca a a E O U c ii w c O E m W I N T" N r N C d E L C� �4 w w Q 106 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 175 8.2.d �l CL MZA\UIE 2024 COMPREHENSIVE PLAN CITY OF EDMONDS Q Packet Pg. 176 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Edmonds is committed to strengthening our resilience to climate change while balancing growth and protecting and expanding our environmental assets. It will prioritize creating a sustainable, and low - carbon Edmonds that can enhance quality of life for residents. 108 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 177 8.2.d Introduction The Climate element provides a vision, goals, and policies that respond to new legislation that requires a climate change element (HB 1181) as part of a comprehensive plan. Climate elements must maximize economic, environmental, and social co -benefits and prioritize environmental justice to avoid worsening environmental health disparities. The element must include: • Resilience Sub -element that addresses adaptation to hazards exacerbated by climate change. • Mitigation Sub -element that identifies goals and policies addressing greenhouse gas emissions reductions The Climate Element addresses strategies to mitigate and adapt to climate change. It includes reducing greenhouse gas emissions through sustainable practices, enhancing energy efficiency, and promoting renewable energy sources. The element emphasizes climate adaptation measures, such as protecting against sea level rise, mitigating the urban heat island effect, and improving stormwater management. It also focuses on preserving natural resources and critical areas, expanding green infrastructure, and increasing urban tree canopy. Public education and community engagement are key components, aiming to foster a resilient and sustainable city capable of withstanding climate impacts. The City of Edmonds is currently developing this element and requires more detailed analysis to ensure complete compliance. a m U) c a� s a� L Q E 0 L) 0 c 0 a 0 a EVERYONE'S EDMO Packet Pg. 178 8.2.d City of Edmonds- Leader in environmental stewardship The City of Edmonds recognizes that global climate change brings significant risks to our community as a shoreline city. At the same time, the City understands that we have a responsibility to play a leadership role both within our own community as well as the larger Puget Sound region. Recognizing the importance of addressing the issues surrounding the environment and climate change, in September 2006, the City of Edmonds formally expressed support for the Kyoto Protocol and adopted the U.S. Mayors Climate Protection Agreement by Resolution No. 1129, and joined the = International Council for Local Environmental Initiatives (ICLEI) by Resolution No. 1130. a m Scientific evidence and consensus continue to strengthen the idea that climate change is an urgent threat to the environmental and economic health of our communities. Many cities, in this country and abroad, already have strong local policies and programs in place to reduce global warming pollution, E but more action is needed at the local, state, and federal levels to meet the challenge. On February 16, ° 2005 the Kyoto Protocol, the international agreement to address climate change, became law for the c 141 countries that have ratified it to date. On that day, Seattle Mayor Greg Nickels launched an initiative c to advance the goals of the Kyoto Protocol through leadership and action by at least 141 American a cities. ° a The City of Edmonds has formally approved average annual M the U.S. Mayors Climate Protection Agreement temperatures C a which was endorsed by the 73rd Annual U.S. increase by c Conference of Mayors meeting, Chicago, 2005. 4.20E to 5.50E Under the Agreement, participating cities by 2100 committed to take three sets of actions: Urge the federal government and state governments to enact policies and programs to meet or beat the target of reducing global warming pollution levels to 7 percent below 1990 levels by 2012. • Urge the U.S. Congress to pass bipartisan greenhouse gas reduction legislation that 1) includes clear timetables and emissions limits and 2) a flexible, market -based system of tradable allowances among emitting industries • Strive to meet or exceed Kyoto Protocol targets for reducing global warming pollution by taking actions in our own operations and community. 38%-46% less snowoac in the Cascades by 2050 �'likelihoodofa 2_5 foot rise in sea level in Edmonds by 2100 Figure 5.2 Regional and local climate change projections. (Source: Edmonds Climate Action Plan) 110 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 179 8.2.d Edmonds Climate Action Plan (CAP) The Climate Action Plan (CAP) was first published in 2010 to set goals to reduce greenhouse gas emissions (GHG). In 2023 the CAP was updated to redefine climate action goals to meet targets that had not been met by the Edmonds community. The CAP provides steps for the City, individuals and businesses to work towards being carbon neutral by 2050 and identifies actions through 2035. The interconnection of equity and climate action is integrated throughout the plan, with Frontline communities identified as leaders for reducing consumption, and as those facing the biggest threats related to climate change. The CAP discusses the inevitability of impacts from climate change and identifies steps to prepare and respond to those impacts. The Comprehensive Plan has integrated the Strategies and Actions provided in the plan, along with the overall approach to Climate Equity. CAP sets goals to reduce greenhouse gas emissions (GHG). In 2023 the CAP was updated to provide steps for the City, individuals and businesses to work towards carbon neutrality by 2050. It identifies actions through 2035. The CAP discusses impacts from climate change and identifies steps to prepare and respond to those impacts. The history of inequity in climate action provides context for CAP recommendations, as environmental crises disproportionately impact vulnerable populations. Climate Resilience: The ongoing process of anticipating, preparing for, and adapting to changes in climate; minimizing negative impacts to our natural systems, infrastructure, and communities Mitigation: Actions taken to reduce or eliminate the emissions of greenhouse gases (present and future) to reduce the rate and extent of climate change damage It may also be referred to as greenhouse gas emissions GHG reduction. Climate Equity: Recognition that the impacts of climate change are felt by the most vulnerable populations. A climate equity approach not only enhances ecosystem services but also contributes to building resilience in these vulnerable communities, prioritizing those areas that already lack infrastructure to mitigate surface runoff, lack tree canopy or shade or cooling, or other impacts. EVERYONE'S EDM Packet Pg. 180 8.2.d Climate Equity The City of Edmonds is committed to embedding climate equity at the forefront of development projects and city -funded capital projects. This means proactively addressing the disproportionate impacts of climate change on vulnerable populations, including low-income communities, communities of color, and other marginalized groups. The CAP discusses the interconnection between equity and climate action and the benefits of integrating the two in strategic planning. The history of inequity in climate action provides context for key recommendations, highlighting Frontline communities as key demographics to consider. Environmental justice, climate change, and equity are deeply interconnected, with geographic and socioeconomic factors creating distinct exposures and outcomes. For instance, the Bowl area benefits from cooler temperatures during heatwaves due to its proximity to Puget Sound, while communities along the Highway 99 Corridor face higher environmental health risks. The unique contexts and frontline communities that exist within Edmonds need to be considered in the assessment and prioritization of climate change resources. 10 0 Elderly 65 years and older Health PF Experiencing ' Homelessness Non -English •� Speakers Renters Population l`� � Pove� 9 years older than ttlrTacoma-Bellevue WA Metro Area Median Age ,• Educational V Attainment Sowces: Census data' ACS 2095y e, estimates, Department of Social and Headh Serviced 2020 Census RedisWRiig D oo (P.L 94171) Figure 5.1 Frontline Communities in Edmonds (Source CAP Document) The City of Edmonds is home to frontline communities including the elderly, BIPOC, non-English speakers, those with no health care coverage, renters, persons below the poverty line, those experiencing homelessness, and those without a bachelor's degree or higher, among others. Goal CCA Provide information and opportunities for Edmonds residents to learn more about the climate crisis and take action. Policy CC-1.1 Partner with environmental organizations to leverage their expertise. Policy CC-1.2 Encourage access to healthcare services in underserved areas, particularly those disproportionately affected by climate change, to address both immediate and long-term health risks. Policy CC-1.3 Develop a public participation plan to share information and support the goals of the plan Goal CC-2.Seek to alleviate environmental and health disparities on vulnerable populations resulting from climate change Policy CC-2.1 Encourage public health systems to anticipate and respond to emerging climate -related health threats, including the integration of climate considerations into disease surveillance, emergency response, and health education programs. Policy CC-2.2 Support programs to ensure that all residents, regardless of race, social, or economic status, have clean air, clean water, and other elements of a healthy environment. 112 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 181 8.2.d Climate Resilience Sub Element Develop, implement and monitor climate resilience strategies responsive to the impacts of climate change and support public health and safety, the economy, public and private infrastructure, water resources, and habitat. Snohomish County 2020 Hazard Mitigation Plan (HMP) The City of Edmonds adopted the HMP which was developed in cooperation with other jurisdictions in Snohomish County. HMP identifies resources, information, and strategies for reducing risk from natural hazards. The plan guides and coordinates mitigation activities throughout Snohomish County. a m Integration of Climate Adaptation and Hazard Mitigation: This approach recognizes the U) interconnectedness between climate change impacts, such as extreme weather events, sea -level rise, and heatwaves, and existing vulnerabilities to natural hazards, such as floods, hurricanes, earthquakes, and wildfires. They both require deliberative long-term actions in the built and natural environments to 0 reduce harm resulting from hazards. Both frameworks center around vulnerability and risk assessment o as the fundamental analyses, making them highly comparable in structure and approach. By integrating o climate adaptation and hazard mitigation efforts, communities can: a 0 • Recognize and address the compounding risks posed by climate change and natural hazard a • Identify opportunities to implement measures that provide multiple benefits i • Build resilience by incorporating adaptive strategies into hazard mitigation plans, • Integrate climate projections and future risk assessments into hazard mitigation planning processes to ensure a that mitigation measures are robust and effective in the face of changing climate conditions. c • Identify opportunities to leverage funding and resources from multiple sources v Goal CC-3. Fulfill requirements of HB 1181 for addressing climate change. Policy CC-3.1 Conduct a climate change risk assessment and impact analysis, consistent with state guidance. Next steps to adopt Commerce Climate Guidance: Policy CC-3.2 Broadly engage the public, including through equitable public outreach processes and best Step 1 Explore Climate Impacts practices for addressing climate issues. Encourage Step 2 Audit Plan and Policies participation by the Mayors' Climate Protection Step 3 Assess Vulnerability and Risk Committee and other local groups and individuals to Step 4 Pursue Pathways help the community learn about and take actions to Step 5 Integrate Goals and Policies. mitigate climate change. Policy CC-3.3 Consider strategies that coordinate with the Snohomish County Hazard Mitigation Plan (HMP) and Shoreline Master Program. The strategies may include but are not limited to:: "Extreme Heat Response Plan", such as creating a network of emergency cooling centers to be available during extreme heat events. "Floodplain Management Plan", such as updating development regulations for high -risk zones and green storm infrastructure. "Wildfires Prevention Plan", such as for fuel management and fire-resistant landscaping. EVERYONE'S EDM Packet Pg. 182 8.2.d Goal CCASeek to reduce community exposure to extreme heat, precipitation, smoke, sea -level rise, and other climate -exacerbated events Policy CC-4.1 Address the impacts of sea level rise by developing and implementing a comprehensive adaptation plan that protects Edmonds' coastal areas, infrastructure, and communities. Policy CC-4.2 Seek funding sources, including grants, state and federal funding, and public -private partnerships for sea level rise adaptation projects such as the Edmonds Marsh Estuary restoration project, Willow Creek Daylighting project or others, as appropriate Policy CC-4.3 Enhance emergency preparedness, response, and recovery efforts to mitigate risks and impacts associated with extreme weather and other hazards worsened by climate change. Policy CC-4.4The City of Edmonds should communicate with, and support climate resilience planning efforts of, other districts and county programs, such as the Snohomish County Hazard Mitigation Plan process, the Snohomish Health District, the Port District, the Alderwood Water Wastewater District, the Snohomish County Public Utility District, and others. GHG Emissions Reduction Sub -element Edmonds Climate Action Plan's GHG inventory and analysis aligns with Pathway 3 of the GHG Emissions Reduction Sub -Element analysis as outlined in Section 4.3 of Climate Element Planning Guidance published by WA State Department of Commerce. Pathway 3 leads to developing GHG reduction goals and policies based on emissions inventory modeling results. However, per the guidance document, Edmonds should use 2022 as their emissions baseline year and set incremental targets that lead to achieving net zero emissions in 2050, consistent with Washington's statewide targets. The current CAP has 2017 as the baseline year. Commerce also recommends that the emissions inventory be updated every five years to evaluate progress toward your GHG reduction goals and targets. Since 2008, the City has launched numerous initiatives aimed at creating energy -efficient and sustainable public facilities. • Completed an energy audit of major City buildings and facilities to identify opportunities for improved efficiency. • Reduced electrical usage at the library by approximately 45% after completing a capital improvement project. • Upgraded the wastewater treatment plant with new technology that reduced electrical consumption by 19% and fuel oil consumption by 44%, a reduction of 221 MT CO2e annually. • Upgraded energy efficiency of City facilities, including interior lighting, insulation, and 10kW of community solar at the Anderson Center; insulated glazing at City Hall; and high efficiency boiler and hot water tank at the Public Safety building. • Worked with PUD to replace 1600 streetlights with energy -efficient LED fixtures. • Installed a 100-kilowatt project on Edmonds' public safety building in 2022 using WA state grant c a. a� .N a� s a� L a E 0 U 0 _ 0 0 114 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 183 8.2.d Goal CC-5. Promote green building practices and embrace renewable energy sources to reduce carbon emissions Policy CC-5.1 Strengthen energy efficiency codes, consistent with best practices. Policy CC-5.2 Support programs and incentives that encourage existing land use, buildings, and infrastructure to reduce their carbon footprint. Encourage or incentivize new developments to use low emission construction practices, low or zero net lifetime energy requirements and "green" building techniques Efficiency First bill, requires owners of large buildings (commercial and multifamily buildings over a size threshold) to benchmark their building's energy usage and report it to the State of Washington. The state will then publish this data online so that owners can see how each building compares to its peers. Policy CC-5.3 Encourage electric heat pumps and consider limiting the use of natural gas in new commercial and residential construction Policy CC-5.4 Partner with Puget Sound Energy and other organizations with the goals to identify and select appropriate and cost-effective energy improvements. Policy CC-5.5 Explore financial assistance programs such as low interest loans or grants for installation of solar energy projects and energy efficient equipment for affordable housing projects, including residences and community facilities. Policy CC-5.6 Remove barriers for installing residential and small business renewable energy systems, as well as community solar (streamline permitting, lower fees, etc.) Goal CC-6.Reduce vehicle miles traveled (VMT) by promoting active transportation and mobility by all modes to achieve greenhouse gas reduction goals. Policy CC-6.1 Prioritize multimodal investments where needed in neighborhood centers and hubs and the activity centers Policy CC-6.2 Continue to promote active transportation to reduce VMTs through: Encourage development in centers and hubs to support a sustainable land use framework Support transit capital improvement in partnership with Community Transit to improve transit stops that serve centers and hubs. TDM strategies that are meant to reduce congestion, ease traffic, and improve the range of transportation options by encouraging carpooling, biking, public transit, or Telecommuting. Policy CC-6.3 Establish guidelines for the installation of EV charging stations in the public Right -of - Way (ROW) while balancing the competing demands for curb space, including the needs of pedestrians, cyclists, public transit, and other users. Policy CC-6.4 Explore and expand practical options for transitioning more of the municipal fleet to electric vehicles to maximize climate benefits and cost savings. a m U) c a� s Q L a E 0 L) 4- 0 c 0 a 0 a EVERYONE'S EDM Packet Pg. 184 8.2.d Goal CC-7. Reduce material consumption, waste generation, and resource depletion Policy CC-7.1 Promote zero -waste programs and educational initiatives to "reduce, re -use, and recycle" Policy CC-7.2 Promote local farmers' markets at activity centers (including proposed Neighborhood Centers and Hubs) throughout the city. Policy CC-7.3 Ensure that the City sets an example by promoting sustainable practices when organizing events, with a focus on reducing waste in materials, food, and other resources. Implementation Actions a m Performance Measures Goal CC-8. Develop a set of climate metrics that can be tracked, assessed and reported on by the City on an on -going basis. c L) Policy CC-8.1 Create an interactive dashboard that can display tracked information and reporting from c the monitoring program. c W Policy CC-8.2 Climate Action Plan (CAP) should be updated every five years to be in compliance with o HB 1181 and Commerce's GHG Emissions Reduction sub -element requirements. a Policy CC-8.3 Set aside funding for regular updates to the inventory analyzed in CAP. >I _ Policy CC-8.4 Plan for data collection, target setting, progress reporting and adjustments to program 2 needs. a E Policy CC-8.5 Continue to inventory and monitor both public facility, and community greenhouse gas c0 emissions targets as designated in the 2023 CAP. E Goal CC-9. Consider long-range, strategic, and short-term planning and decision - making in making progress toward community sustainability. Policy CC-9.1 Develop benchmarks and indicators to measure progress toward sustainability goals. They should be both understandable and obtainable so that they can be easily explained and used. Policy CC-9.2 Schedule planning and budgeting decision processes to form a logical and linked progression so that each process builds on and informs related decisions. Policy CC-9.3 Long-range, strategic, and short-term planning should acknowledge the other time frames, decisions, and resources involved. For example, short-term budgetary and regulatory decisions should be designed to effect strategic and long-term goals. 116 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 185 8.2.d c a a� .N c a� as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U 76 c ii c O E W I N N T- ICT C d E t 0 Q Packet Pg. 186 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Community quality of life in Edmonds is enhanced by weaving culture, arts, historic preservation, and thoughtful urban design into community activities and placemaking. 118 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 187 8.2.d Introduction The purpose of the culture, history and urban design element is to ensure that the city's growth and development reflect its unique cultural identity while enhancing the quality of the built environment. This element emphasizes the importance of preserving historical landmarks, promoting local arts and traditions, and designing spaces that celebrate the community's heritage. It also guides the aesthetic and functional aspects of urban spaces, ensuring they are both visually appealing and culturally significant, fostering a strong sense of place. The integration of culture, history, and design elements is essential in shaping vibrant and meaningful spaces that resonate with communities and attract visitors. Culture reflects the values, traditions, and identity of a place, while history provides context and continuity, connecting the past with the present. Thoughtful design, informed by these aspects, not only enhances the aesthetic and functional quality of a space but also fosters a sense of belonging and pride among residents. EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 188 8.2.d Arts and Culture Edmonds is one of the oldest settlements in the southwest county area. It lies within territory once attributed to the Snohomish, Suquamish and Snoqualmie tribes, all of whom spoke Coast Salish languages. Later explorations were made by both British and Americans. Certain geographical areas and sites within Edmonds have special significance because of historical, archaeological, architectural, recreational, social, cultural and scenic importance. Contemporary Edmonds has a reputation as an arts community with strong local organizations supporting visual, performing and literary arts. To expand public experience throughout the broad spectrum of the arts, the city has planned for and invested in arts and culture, including through the establishment of the Edmonds Arts Commission in 1975. The Community Cultural Plan (CCP), developed by the Edmonda Arts Commission and last updated in 2014, has been adopted by reference as a part of the Comprehensive Plan. This provides the vision, goals, and implementation strategies for the cultural development of the community. The plan seeks to integrate artistic and cultural experiences into everyday life, work, and visits in Edmonds. Edmonds Community Cultural Plan 2014 Goal 1. Reflect Edmonds' commitment to arts and culture through integration of the arts in the city's physical infrastructure, event planning, image, and brand. Goal 2. Embrace an expansive view of art and culture to include and respond to multiple forms of artistic and cultural expression. Goal 3. Foster creative community partnerships to increase and secure accessibility to the arts and cultural experiences. Goal 4. Maximize and diversify use of spaces for arts and cultural activities in Edmonds. Goal 5. Strengthen communication among arts and cultural organizations and projects to enhance scheduling, information sharing and collaboration and to increase cultural awareness in the community. As an implementation strategy of the CCP, Edmonds downtown became Washington's first Certified Creative District in 2018. An economic impact study shows Edmonds' arts and culture sector consists of over 100 arts and culture -related entities, organizations and businesses with an estimated revenue of $19.6 million in revenue to the local economy, 440 full-time jobs and $17 million in labor income (2017). The Edmonds Arts Festival has been a draw for 60 years, the Edmonds Center for the Arts opened 10 years ago and brings about 90,000 people through its doors a year. Edmonds' Public Art program includes a permanent collection of sculpture, 2D works, temporary installations, and special commissions. The collection includes over 65 outdoor installations permanently sited downtown and in other locations throughout the city. Over 150 portable two- and three-dimensional original works are located within several City buildings. The Community Cultural Plan encourages the expanded use of public spaces as flexible and accessible venues for a wide range of artistic and cultural activities. 120 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 189 8.2.d Goal CDA Strengthen Edmonds' creative identity. Policy CD-1.1 Recognize and encourage the City's role as a regional arts destination - with participation from interested organizations and stakeholders. Policy CD-1.2 Support strategies from the Community Cultural Plan to enrich Edmonds' physical environment, including public spaces. Policy CD-1.3 Strategize distribution of restricted funds collected for the acquisition, installation and maintenance of public art. Goal CD-2.Leverage the creative arts to foster dialogue with diverse communities Policy CD-2.1 Infuse art into existing city programs and services. Partner with local artists to create more accessible and inclusive community engagement processes, such as facilitating a community meeting, exploring future scenarios, or storytelling. Policy CD-2.2 Seek opportunities to support the next generation of Edmond's artists, including through programs for youth and young adults. Mural Project Edmonds' (MPE's) works: Figure 6.1 "AOSAGI" installed in September 2021 by Shogo Ota with Urban Artworks Figure 6.2 "THE SALISH SEA" installed in November 2018 by Nick Goettling Goal CD-3.Advance neighborhood pride through investments in the cultural arts Policy CD-3.1 Encourage programs and pilot ideas about how to creatively use Edmond's public places. Policy CD-3.2 Encourage a diverse, year-round audience for Edmonds' neighborhood and city-wide events, such as festivals, installations, and exhibitions. Energize and activate neighborhood public spaces with innovative performances and exhibits. Policy CD-3.3 Identify, maintain, and develop cultural facilities, especially for areas of the city that lack cultural spaces. Policy CD-3.4 Seek to support public art projects such as neighborhood murals, art, bus shelters, pocket parks and streetscapes. EVERYONE'S EDMONDS: CULTURE, HISTORY AND Packet Pg. 190 8.2.d Celebrating our Heritage Certain geographic areas and sites within Edmonds hold special significance due to their archaeological, architectural, recreational, social, cultural, and scenic importance. Historic preservation aims to understand, acknowledge, and conserve the cultural heritage of a community. The Edmonds Historic Preservation Commission (HPC) maintains a register of historic places. HPC promotes historic preservation in the community and encourages owners of historically significant properties to voluntarily add them to the Edmonds Register of Historic Places. The HPC partners with arts and historical organizations, such as the Edmonds Arts Commission, and Edmonds South Snohomish County Historical Society and Museum, in pursuing its mission. Figure 6.3 Honoring the land and the Coast Salish tribes, `Marsh Life' is an artistic depiction and window into what life may have been like for Coast Salish communities living in the area. (Source: Edmonds Historical Museum) Edmonds' Carnegie Library houses the Edmonds Historical Museum operated by the Edmonds —South Snohomish County Historical Society. The museum offers text, oral and photographic archives of the town's early history. The museum's collection includes more than 32,000 objects that includes artifacts, clothing, text, and oral and photographic archives of the town's early history. The museum's 1910 building is on the National Register of Historic Places, striving to bring a historical context to local events throughout the City. It collaborates with the HPC, Arts groups, and other historical societies around the county, and it provides its resources to local schools. The museum's 1910 building is on the National Register of Historic Places. On a statewide level, the Washington State Department of Archaeology and Historic Preservation helps identify and preserve cultural resources and historic properties. This includes using the Washington Statewide Archaeological Predictive Model (WSAPM) by analyzing sites based on a selection of environmental variables —such as slope aspect and percentage, elevation, distance to water, geology, soils, and landforms—to help determine areas that may have a high probability of containing previously unknown archaeological materials. Goal CD-4.Continue to identify, celebrate, preserve, and maintain the cultural resources and historic sites. Policy CD-4.1 Support programs for the preservation of the city's historic architectural, archaeological, and cultural resources through incentives, regulations, and informational activities. Policy CD-4.2 Continue to maintain and expand the inventory of historic properties. Policy CD-4.3 Collaborate with public agencies and the Edmonds Historic Preservation Commission to determine priorities and incentives for identifying and preserving historic properties. Policy CD-4.4 Collaborate with agencies like Edmonds -South Snohomish County Historical Society to enhance the history of the indigenous tribes and other underrepresented groups in the area. a m c a� s a� L a E 0 U 0 c 0 a 0 Q 122 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 191 8.2.d Urban Design Urban design is a term that refers to the art and practice of designing buildings and the spaces around them in a way that meets both aesthetic and functional objectives. Cities often employ urban design concepts and standards to shape the built environment. In turn, the built environment, as it evolves, is an important factor in a community's qualify of life. Use of Urban Design Standards Edmonds practices design review of many types of development, with specific standards that apply to types of use or designated areas of the city. The process for design review is carried out by the Architectural Design Board and/or City staff, consistent with city regulations. Over the past decade, Edmonds has used urban design guidelines and standards for development in designated Activity Centers - namely, the Downtown/Waterfront Area and Highway 99 Subarea. Some of these urban design standards have been included in sections of the municipal code and some in elements of previous comprehensive plans. Having design standards in the Comprehensive Plan, which is generally considered a broad policy document, rather than in the development regulations, is confusing for development applicants, who normally rely on adopted regulations to set the rules for design. It also makes review more time-consuming for City staff and the Architectural Design Board. Updating City regulations to incorporate, add to, and/or update all design standards would be a more effective approach. In addition, recent state legislation has directed the need for changes to some aspects of local design review processes, with the intent to enable more predictability and timeliness. Place -making Place -making is about creating attractive, comfortable spaces that reflect the identity, physical features and objectives for a site or neighborhood. A place -making approach is particularly useful in designing public places. The approach works best when it is based on understanding how people will use the space and the barriers and opportunities that will influence their choices Over the past decade, Edmonds has strategically planned for future development in Activity Centers. Complementary to Activity Centers, the 2024 Comprehensive Plan identifies a Neighborhood Centers and Hubs strategy to strengthen existing neighborhood mixed -use areas by accommodating growth while providing for local needs and amenities. In designing public places for any particular site or use, three critical human needs should be considered, namely: enjoyment comfort, and protection. The figure 6.4 illustrates this concept, showing various factors related to the three critical human needs. EVERYONE'S EDMONDS: CULTURE, HISTORY AND U Packet Pg. 192 8.2.d ENJOYMENT COMFORT PROTECTION Protection Scale Opportunities to Opportunities to against traffic and • Buildings and spaces designed for human see walk accidents- feeling Reasonable viewing Room for walking scale distances Interesting facades safe • Unhindered Views No obstacles Protection for pedestrians • Lighting (when dark) Accessibility for Eliminating fear of traffic everyone Protection Opportunities to Opportunities to Opportunities to against crime and enjoy the positive talk/listen stand/stay violence- feeling aspects of climate Low noise levels Edge effect/attractive • Sun/shade • Street furniture that zones for standing/ secure • Shelter from wind/ provides `talkscapes' staying Lively public realm breeze Supports for standing Eyes on the street • Overlapping functions day and night Positive sensory Opportunities for Opportunities to Protection against experience play and exercise sit unpleasant • Good design and Physical activity, Zones for sitting sensory detailing exercise Utilizing advantages: • Good materials Play and street view, Sun, people experiences • Fine views entertainment Good places to sit Wind, Rain/Snow • Trees, plants, water Pollution • Dust/Noise Figure 6.4 12 urban quality criteria as developed by the Gehl Institute. Goal CD-5.Achieve well -planned areas and public spaces within the city. Policy CD-5.1 Create neighborhood -level plans for key centers and hubs to guide place -making and public investments which may include art that reflect the needs and characteristics of the area Policy CD-5.2 Ensure that the City has appropriate design standards for development, especially for multifamily housing and commercial development. The standards may reflect unique characteristics and opportunities for a particular center or hub. Policy CD-5.3 Until specific design standards are adopted by code or are preempted by state law for the downtown and waterfront area, the following sections from the Culture and Urban Design Element of the Edmonds 2020 Comprehensive Plan shall continue to serve as design guidelines for the development of buildings and sites:.the Urban Design Goals and Policies section, the General Design Objectives section, and the Urban Design Goals and Policies for Specific Areas. Q 124 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 193 8.2.d Policy CD-5.4 Consider place -making opportunities for public spaces and rights - of -way, as needs and resources allow. The study should be carefully designed to enable comparison between spaces in the city and to other locations. It is recommended to use the "Public Life Data Protocol" (developed by Gehl Institute). This data set should be used over time to track, share, and compare information about the relative success of the City's public spaces. Data should be collected through: • Observation • On -site Surveys • Focus Groups • Qualitative ranking on urban quality criteria Policy CD-5.5 Ensure that the Edmonds design review process uses clear and objective standards and processes that comply with state law for timely and predictable design review Priority Action Steps Definition of art installation: Temporary or permanent work of art created specifically for a particular space or environment. It often involves the arrangement and placement of objects, materials, or media in a way that transforms the space and engages viewers in a unique aesthetic or conceptual experience. Art installations can vary widely in form and medium, ranging from sculptures and multimedia presentations to immersive environments and interactive displays. 1. Create "Urban Design Frameworks" for each Neighborhood Center, and Hub, with updates on a 5-year cycle to define the built character, guide public realm investments for placemaking. EVERYONE'S EDMONDS: CULTURE, HISTORY AND U Packet Pg. 194 8.2.d c� (L m U) c a� s a� L CL E ♦O� V 4- 0 c O 4. Q O Q N i c I ca a a E O U c ii c O E m W I N T" N r N C d E L C� �4 w w Q 126 CITY OF EDMONDS COMPREHENSIVE PLAN 1 2024 Packet Pg. 195 8.2.d c a a� .N c a� as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U 76 c ii c O E W I N N T- ICT C d E t 0 Q Packet Pg. 196 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Edmonds will ensure reliable, efficient, and sustainable delivery of essential public utilities, including water, electricity, gas, and telecommunications, to all residents and businesses. 128 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 197 8.2.d Introduction The Capital Facilities element of the Comprehensive Plan is a critical component that addresses the planning, development, and management of the essential facilities and infrastructure required to support existing residents, businesses and visitors and future growth for the next 20 years as outlined in the Land Use Element. This element encompasses a wide range of facilities owned, operated and maintained by the City, including facilities for police and fire, parks and recreation, library, City office spaces, arts and cultural venues, and maintenance shops and yards. While City -operated utility facilities also fall under capital facilities, they are primarily funded by rate revenues and are detailed in the Utilities element of this Plan. Capital facilities are fundamental to maintaining the high quality of life that residents of Edmonds enjoy. Most capital facility planning is targeted to maintaining existing level of service standards and expanding the quality of life of its citizens with new or expanded facilities. They provide the necessary services and amenities that support daily living, enhance community well-being, promote economic development and protect the natural environment. Effective planning and investment in these facilities ensure that the city can meet current demands while anticipating future needs. In addition to City -operated facilities, this element also considers the infrastructure and services provided by other public entities, including parks, schools and transit services. These facilities play a crucial role in serving the Edmonds community and are integral to the city's overall infrastructure network. Service standards are described for some of the elements used to assist in developing both short and long range capital improvements projects. The Capital Facilities element aims to ensure that capital facilities are developed and managed in a way that is efficient, sustainable, and aligned with the community's vision for the future. By doing so, it supports the broader goals of the Comprehensive Plan, fostering a well-equipped, resilient, and vibrant city for all residents and visitors. a m U) c a� s a� a E 0 L) 0 c 0 a 0 a EVERYONE'S EDMONDS: CAPI Packet Pg. 198 8.2.d Essential Public Facilities These are the facilities that are typically difficult to site, such as state education facilities and state or regional transportation facilities as defined in RCW 47.06.140. Each city and county planning under Growth Management Act (GMA) must include a process for identifying and siting essential public facilities. No local comprehensive plan or development regulation may preclude the siting of essential public facilities. The GMA establishes five requirements for the Capital Facilities Element: 1. An inventory of existing capital facilities owned by public entities 2. A forecast of the future needs for such capital facilities 3. The proposed locations and capacities of expanded or new capital facilities 4. A financing plan for needed facilities; and 5. Reassess the land use element if probable funding falls short of meeting existing needs. Capital Facilities Inventory The City of Edmonds owns and maintains a range of public infrastructure, with each responsible department conducting continuous planning, operations, maintenance and renovations to ensure effective management and improvement of these facilities. Figure 7.1 is a map and Table 7.1 is list of public -owned capital facilities, as identified in 2024. This inventory focuses on larger properties and buildings; it does not include transportation or utility facilities. Larger systems, such as water, sewer, and stormwater utilities, have dedicated functional plans. The City of Edmonds owns, operates, and maintains infrastructure to provide drinking water, wastewater, and stormwater and surface water services to residents and businesses. Continued investment in this infrastructure is essential for the uninterrupted delivery of utility services. The goals and policies for both city -owned and non -city -owned utilities are detailed in the Utilities element. The city also owns and manages a collection of recreational facilities, including parks, trails, open space, swimming pool and spray pad, playgrounds, and community center. A detailed inventory and discussion of goals and policies for these recreational facilities are included in the PROS Plan adopted in 2022. A few of these facilities, while owned by the City, are operated by other entities. For example, fire stations are currently owned by the City but operated by Fire District 1. Other facilities are owned by different governmental agencies, such as the Port of Edmonds and the Edmonds School District. In addition to the facilities covered by functional plans, the City of Edmonds maintains and utilizes several other facilities for city administrative functions. Table 7.2 provides a list and description of both types of facilities. The adoption by reference of other agencies' capital facilities plans is not intended to control or direct Edmonds' land use planning. If there is a conflict, the goals, policies, and implementing actions in Edmonds' Comprehensive Plan shall prevail, subject to the extent of the City's statutory authority. 130 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 199 8.2.d City Public Ballinger Pump Station City Hall of Edmonds Capital Facilities Map Property Type or — Land Owner Edmonds Library and Plaza Room Fire Station 16 Fire Station 17 Fire Station 20 Five Corners Reservoir Frances Anderson Center Historic Log Cabin Historical Museum Old Public Works Public Safety Building Public Works Wade James Theatre Wastewater Treatment Plant Willow Creek Hatchery Yost Pool Edmonds Memorial Cemetery Meadowdale Clubhouse Boys and Girls Club Chase Lake Elementary Edmonds Elementary Edmonds Woodway High Madrona Maplewood Scriber Lake High Seaview Elementary Sherwood Elementary Westgate Elementary W Lynnwood Treatment Plant Edmonds Center for the Arts N W� E s Map revision date: December 12, 2024 Public_Faci lities_2024_8x11. mxd 5,280 Feet r 1s City Park--� Other Public Park , 30 MEAOOI Public Facilities District y�------� City Facility �!F qey Other 41 i Edmonds School District y56TH ST S Port of Edmonds I WSDOT Olympic View Water Distric0LU 3 City of Lynnwood ■3 ram- �`� w L m a ¢ I 188TH ST SW `°D 1 Ob i o`} I PUG16 1fTH ST SW u' 00 x 00 GASPERS ST L W = Z w cc25 200TH ST SW i 200TH ST S a a o 31 F � � % J r i a i A N SIM ----2�I8TH ST SW i y LU WALNUT ST w N e0 • 4 212TH SW x ¢ > 0 0'N wAY v w 23 , w > ILn m r 21 x m L_ F ■ i y'9Y Ex— _ f o- 228 SW I 88 � �_� 2ST14PLSW 00 r 1 m 228TH kfS1N7 r 7 228TH ST S I 26 R I 9 J - ?35TH PL SW r +238TH ST SW � x L------- —-s"T++9T-6vw24+TH-9;F-6W--------�-- -� 244TH ST SW Figure 7.1 City of Edmonds Public Capital Facilities Map EVERYONE'S EDMONDS: CA Packet Pg. 200 8.2.d Table 7.1 Publicly owned facilities in City of Edmonds Boys And Girls Club City of Edmonds Cemetery Columbarium and Building City of Edmonds City Hall City of Edmonds Frances Anderson Center City of Edmonds Fire Station 16 City of Edmonds Fire Station 17 City of Edmonds Fire Station 20 City of Edmonds Historic Log Cabin City of Edmonds Historical Museum City of Edmonds Library And Plaza Room City of Edmonds Meadowdale Club House City of Edmonds Old Public Works City of Edmonds Parks and Facilities Maintenance Building and Yard City of Edmonds Public Safety Building City of Edmonds Public Works O&M Center City of Edmonds Wade James Theater City of Edmonds Yost Pool and Building City of Edmonds Hatchery Building City of Edmonds Chase Lake Elementary Edmonds School District 15 Edmonds Elementary School Edmonds School District 15 Edmonds-Woodway High School Edmonds School District 15 Former Woodway High School (Edmonds Homeschool Resource (K-12), Schriber Lake High School) Edmonds School District 15 Madrona School (K-8) Edmonds School District 15 Maplewood Parent Cooperative (K-8) (Maplewood Center K-12) Edmonds School District 15 Seaview Elementary Edmonds School District 15 Westgate Elementary Edmonds School District 15 Woodway Elementary Edmonds School District 15 Marina Port of Edmonds Waterfront Businesses Port of Edmonds Harbor Square Business Complex Port of Edmonds Waterfront seawalls Port of Edmonds Edmonds Center for the Arts Edmonds Public Facilities District Edmonds Fishing Pier Washington Department of Fish & Wildlife Edmonds Underwater Park and Higgins Trail Washington State Department of Natural Resources Olympic View Water District Maintenance Facility Olympic View Water District Public Utility Water District #1 Public Utility District See PROS Plan 2021 for detailed list of parks amd open spaces. c� a m c d s a E 0 L) 4- 0 c 0 a 0 Q 132 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 201 8.2.d Table 7.2 Capital Facilities and Service Providers for City of Edmonds and Relevant Plans and Documents City General Offices City of Edmonds Public buildings (e.g., City Hall) City Budget providing general City services. City maintenance shop Maintenance Facilities City of Edmonds facilities and fleet storage and City Budget, PROS Plan _M a maintenance > U) c City of Edmonds, Parks, trails, recreation facilities, Parks, Recreation, and Open s Parks & Recreation Snohomish County Community Center and open Space (PROS) Plan 2022 a space. E 0 L) City of Edmonds, WSDOT, Streets, traffic controls, and street o Streets and Active Snohomish County, PUD lighting as well as sidewalk, See the Transportation r_ 0 Transportation (Street Lighting), Amtrak, bike, and other non -motorized element a Community Transit transportation facilities 0 Q Provides facilities that support > Police Services City of Edmonds the provision of law enforcement City Budget services. a a South County Fire stations, 0 Fire & EMS Snohomish County Under contract- City Budget V Emergency Management ii Edmonds School District w Public Schools Edmonds School District Capital Facilities Plan (CFP) c 2017-2027 E M w Manages water quality and flood 2010 Storm &Surface 0I Surface Water City of Edmonds Storm risks to reduce flooding, improve Water Management N Management / Stormwater Utility water quality, and preserve Comprehensive Plan N natural resources. m t City of Edmonds Sewer Domestic and commercial 0 Sewer/Wastewater Utility, Olympic View Water wastewater systems using a 2013 Comprehensive ca collection and treatment Sewer District combination of municipal sewers Sanitary Sewer Plan Q and onsite wastewater disposal. City of Edmonds Water Infrastructure for providing 2017 Comprehensive Water Potable Water Utility, Olympic View Water drinking water and water for fire System Plan Sewer District suppression. Library services provided by Capital Plan adopted by Library Sno-Isle Libraries District within city -own facility. Sno-Isle Libraries Board of Trustees Other Public Facilities City of Edmonds Cultural facilities City Budget EVERYONE'S EDMONDS: CAPI Packet Pg. 202 8.2.d Future needs Capital facilities are proposed to serve growth in the city limits over the 20-year planning period. Edmonds is planning for new housing types and targets by affordability and to meet jobs targets (see the Land Use Element). The GMA mandates that capital improvement planning be integrated with the city's broader land use planning framework. The city must monitor the progress of development against planned conditions and review and update plans as necessary. It is essential that the city ensures adequate capital facilities are available to meet the needs of development as it occurs. The facility needs are identified based on adopted level of service standards. The following documents identify the facilities needed to support projected growth: 1. Public Works 2024-2029 Six Year Capital Facilities Plan and Capital Improvement Program 2. 2024-2029 Six Year Capital Facilities Plan and Capital Improvement Proaram for Parks. Recreation & Human Services 3. List of planned facilities/projects within 2022 PROS Plan 4. List of planned facilities/projects within Transportation element) Funding the Capital Facilities Plan The objective is to identify capital facility needs and funding mechanisms to finance the construction, reconstruction, and acquisition of assets required due to population growth, aging infrastructure, evolving needs, or Edmonds' commitment to enhancing the city's capital investments. The city may use many revenue sources to fund the capital investment projects identified in the plan. These include but are not limited to: 1. General Capital Revenues: Revenues under the category of general capital revenues are the revenues required by law to be used for capital projects. The general capital revenues in Edmonds consist of REET 1 and REET 2 and are used for both public works and park capital projects. 2. Dedicated Capital Revenues: Dedicated revenues are required to be used for certain types of capital spending, outlined by the law. The dedicated capital revenue source in Edmonds include impact fees and SEPA mitigation fees, dedicated property tax revenues, street funds, bonds, and federal, state, county or other grants. 3. Enterprise Fund Revenues: The City operates utility enterprise funds for water, sewer, and storm & surface water. As part of the annual budget process, the City determines the amount in each utility fund to set aside for capital improvement projects. The funding sources available for allocation toward capital projects are customer user fees, facility charges/connection fees, mitigation fees, grants, loans, and revenue bonds. 4. Impact Fees: To mitigate the impacts of growth and development, the City uses impact fees, as authorized by state law, to help pay for improvements to transportation infrastructure and park facilities 134 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 203 8.2.d 5. Additional tools and resources are sometimes available to fund capital projects. Operating Transfers: The City may transfer funds from the General Fund to support capital projects. Grants: Federal, state, and county grant programs may be pursued, sometimes recognizing city proposals would need to fit with competitive regional priorities for infrastructure investments. • Bonds: The City can continue to use bonds to support capital facilities funding. A challenge a with bond funding is the annual debt service requirement, which would become a long-term obligation for the operating budget and could limit other funding priorities. • Local Improvement District/Road Improvement District (LID/RID): Local Improvement Districts s a (LIDs) at the neighborhood level help finance capital improvements, such as public realm c improvements, installation of sidewalks, curbs, and gutters. V 0 • Tax Increment Financing: In 2021, the Washington State Legislature authorized local jurisdictions c to form tax increment financing (TIF) districts. A TIF can be used to fund public infrastructure in o targeted areas to encourage private development and investment. a Transportation Levy: The City could explore options to institute a street and sidewalk levy to > specifically fund the construction, repair, and maintenance of streets and sidewalks. c • Parks Levy: The City could explore options to institute a Parks levy to fund future capital projects or could also be used with a combination of smaller projects. This effort could be analyzed as a funding mechanism for projects contained within the Parks, Recreation and Open Space Plan. • Funding generated from leasing or selling city -owned lands, buildings, or other assets. Figure 7.2 City of Edmonds City Hall EVERYONE'S EDMONDS: CAPI Packet Pg. 204 8.2.d Level of Service (LOS) Goal CFA Establish level of service standards for city -provided services to provide public facilities and services that meet citizens' needs and enhance the community's quality of life. Policy CF 1.1 Level of service (LOS) standards. Table 7.3 Level of Service standards for public facilities "Level of service" means an established minimum capacity of public facilities or services that must be provided per unit of demand or other appropriate measure of need. Level of service standards are synonymous with locally established minimum standards. (WAC 365-196-210(21)) City General Offices, Maintenance No quantifiable standard. Adequate to serve citizen needs and administrative Facilities requirements Parks Refer to PROS Plan Streets and Active Transportation See Transportation element Police Services Adequate to meet public safety and police service needs Fire & EMS Locate and staff fire stations to facilitate achievement and maintenance of the adopted overall response time operational Public Schools The city adopts level of service guidelines specified within the Edmonds school district's CFP Solid Waste and Recycling Comply with Washington State Solid and Hazardous Waste Plan guidance on minimum functional standards for solid waste handling Surface Water Management / Consistency with 2019 DOES Stormwater Management Manuar for Western Stormwater Washing, supplement with Edmonds January 2024 Addendum Sewer/Wastewater collection and Comply with Department of Ecology of Washington State's guidelines specified in treatment wastewater discharge permits. Potable Water Supply: Comply with Washington State Department of Health (DOH) requirements concerning provision for peak day demands and maintenance of drinking water quality. Potable Water Supply, Storage and Potable Water Storage: Comply with DOH requirements for operational, equalizing, Distribution standby, fire suppression, and dead storage. Potable Water Distribution: Comply with DOH requirements concerning minimum system pressure and fire flow. Library The city adopts level of service guidelines specified within the Capital Plan adopted by Sno-Isle Libraries Board of Trustees. 136 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 205 8.2.d Strategic Planning and Investment Prioritization As Edmonds faces the dual imperative of fiscal responsibility and meeting community needs effectively, it is essential to establish strategic priorities for the City's investments is capital facilities and with limited resources. By prioritizing projects that align with the community's most pressing needs and long-term goals, the City can ensure that each dollar spent has the maximum possible impact. Emphasizing convenience and efficiency, cities are increasingly consolidating administrative functions into centralized locations. The city of Edmonds is exploring this approach not only to = streamline processes and reduce costs but also to enhance service delivery and coordination across a departments. Edmonds is continually seeking to better allocate resources, prioritize essential services, and foster U) c transparency. This balanced approach ensures that Edmonds remains financially prudent while fulfilling a its commitment to provide essential and accessible services that enhance quality of life for all residents c and support tourism. c Goal CF-2. Develop and expand capital facilities to effectively meet the needs of a c 0 Q growing city. a Policy CF2.1 Identify opportunities to improve public facilities serving existing development, based on adopted LOS guidelines and other relevant considerations. Prioritize addressing existing deficiencies where vulnerable and underserved communities are located. Policy CF2.2 Prioritize funding and the preservation of existing capital facilities to ensure their continued reliability, safety, and efficiency. Policy CF2.3 Identify new or improved capacity of existing capital facilities needed to support the location and intensity of housing and employment growth anticipated in the growth strategy, Policy CF2.4 Establish a clear set of criteria to prioritize capital projects based on urgency, impact, and alignment with the city's strategic goals. Periodically review the criteria and resources to help address these needs. Policy CF2.5 Seek to provide community facilities and services that are appropriate for the size and composition of the population they serve. Policy CF2.6 Ensure essential public facilities are not precluded, consistent with state law, and are sited in an equitable manner and with appropriate mitigation that balances local and regional objectives. EVERYONE'S EDMONDS: CAP Packet Pg. 206 8.2.d Goal CF-3. Maintain at least a 6-year plan to finance needed City capital facilities within projected funding capacities and ensure adequate levels of service across the city. Policy CF3.1 Identify sources of funds for capital facilities in the finance plan and update the plan bi annually (once in two years). Policy CF3.2 If probable funding falls short of meeting existing capital facility needs, the land use element and any other relevant information shall be reassessed to ensure the land use element, capital facilities element, and financing plan within the capital facilities element are consistent. M a. Policy CF3.3 Evaluate and coordinate the provision of capital facility improvements with both budgeting and long-term financial planning. Ensure 20-year projected growth, levels of service, and funding projections are also considered in functional plans for transportation, parks, and s utilities. L a E Policy CF3.4 Utilize a coordinated range of mechanisms and revenue sources to fund needed capital c0 facilities. c c Policy CF3.5 Develop or adjust, as needed, impact fees, utility facility charges, and utility user rates, 2 as part of the financing for public facilities. o a Goal CF-4. Optimize government operations for efficiency and effectiveness. >, Policy CF4.1 Continue to analyze city operations and strategize to achieve efficient performance of city government functions. Strategies may include outsourcing part of services when they can be more efficiently provided by the private sector or other governmental entities. Policy CF4.2 Explore co -locating and "right - sizing" compatible city functions by encouraging multi -use facilities, shared services, or re -location. Multiple approaches may be explored for operational feasibility, such as: • Co -locating public -facing services provided by City Hall, Human Services, Emergency services etc. • Developing dedicated office spaces for operational city functions and separating them from emergency operations. • Identify existing City -owned land and buildings to re -purpose, upgrade, demolish, rebuild or sell off, based on cost -benefit analysis, functional efficacy and the Edmonds Facility Condition Index). A high FCI may indicate the need for major repairs or improvements, while a low score means the facility is well - maintained and in good shape. Cities regularly commission `Facility Condition Assessments' of public facilities to inform both capital and operating budgets, prioritize maintenance efforts, and optimize planning processes as replacements and upgrades of assets and facility systems become necessary in the future. 138 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 207 8.2.d Policy CF4.3 Comprehensively evaluate the City's current capital facility assets, considering both operational efficiency and physical assessment. Policy CF4.4 Review programming for projects currently underway and/or committed and seek to incorporate these projects. Goal CF-5. Coordinate with other governmental entities to align capital planning efforts and leverage shared resources. This collaboration can lead to cost savings and enhanced service delivery across jurisdictions. Policy CF5.1 Explore opportunities to streamline service provision within the city by outsourcing a government services to neighboring jurisdictions. U) Policy CF5.2 Explore opportunities to utilize existing infrastructure by offering paid services to a� neighboring jurisdictions, such as fleet maintenance, to generate additional funds for facility E upgrades. C L) Policy CF5.3 Foster a productive and supportive relationship with Edmonds School District to facilitate ° sharing of resources and facilities; to collaborate in long-term planning to anticipate future _ needs and challenges and ensuring that city policies and initiatives are aligned with educational o goals and priorities set by the school district. a Policy CF5.4 Emphasize continued cooperation through interlocal agreements with neighboring fire >, districts and law enforcement agencies of adjacent jurisdictions as well as other public safety service providers. a Sustainability goals for Capital facility projects The capital facility projects should be designed, constructed, and operated in line with the City's commitment to sustainability, energy efficiency, and environmental stewardship, ensuring compliance with the state clean energy building act. This includes prioritizing renewable energy, resource conservation, climate resilience, and community engagement to create facilities that not only meet current needs but also enhance the well-being of future generations. Goal CF-6. The City of Edmonds aims to achieve resiliency, sustainability, and high levels of environmental performance in all public facilities and Capital facility projects. Policy Policy CF6.1 Investigate compliance with State Clean Building Act to include buildings of appropriate sizes and new lower Energy Use Intensity requirements. Policy CF6.2 Develop capital facilities and services that protect and minimize their impact on the natural environment, particularly to critical areas. Policy CF6.3 Consider future climate conditions during siting and design —including changes to temperature, precipitation, and flooding —to help ensure facilities can continue to exist and function as intended over their planned life cycle. EVERYONE'S EDMONDS: CAPI Packet Pg. 208 8.2.d Policy CF6.4 Continue City's programs aimed at reducing energy consumption at its wastewater treatment plant. Policy CF6.5 Continue to promote energy -efficiency programs sponsored by the utilities and energy companies, including water conservation. Policy CF6.6 Support Puget Sound Energy's efforts to reduce its carbon footprint. 140 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 209 PUBLIC WORKS 2025-2030 CAPITAL FACILITIES PLAN & CAPITAL IMPROVEMENT PROGRAM TRANSPORTATION & UTILITY PROJECT MAP FACILITIES & WWTP PROJECT MAP TRANSPORTATION PRESERVATION/MAINTENANCE SAFETY/CAPACITY ANALYSIS NON -MOTORIZED TRANSPORTATION FERRY PROJECTS TRAFFIC CALMING TRAFFIC PLANNING GREEN STREETS WATER STORMWATER EDMONDS MARSH ESTUARY RESTORATION PERRINVILLE CREEK BASIN STORM DRAINAGE IMPROVEMENT COMPLIANCE RELATED SEWER FACILITIES WASTEWATER TREATMENT CFP/CIP COMPARISION 2024-2025 6 14 38 61 63 65 68 70 76 81 122 140 a .y CL E O L) 0 O a Packet Pg. 211 8.2.d M42 rw i-ui PWW-02 rWS�02 PW�T-70 PWT- PWT-65 NWT-04:=� PWT-51 I'� PWTB36.0=� • I D\A/1" PWT-03 Im h PWT • a m a� s a� L Q E O U O _ O Q O Q r•vTPWD-05 mPWT-09 . PWT-45 � PWT-12 r ' PWT-35 PWT-3iPW PWT-T-16 � 1 �� PWT-48 19 PWT-11 C PWT-25 PWT-15 PWT-22 ' 1�Ir3► . PWT-20 PWT-08 PWT-21 P �T- • _ PWT=30 PWTI20 PWT-13 PWT-14 PWT-47 P.WT K, � _ PWT-31 WE�1 i WT-06 I PWT-�3 PWTi64 PWT-5, PWT-06 PWS-11 IJ� ■�`f PWD=06 * Site specific projects only. Citywide/annual PWT-10 PWT-26 P 2024 citywide projects not shown. PWT-43 • Packet Pg. 212 8.2.d v s� PWF-07 PWF-01 Ell PWFO3 ■���'i�11 :�� PWF-09 id16 III od Mel y� i� � Jrvlvr-ii M *� PWF=2 I k !F OS W 4i� WKS -rrif.m*.il�■� o V ■ �Vvv��� r�ir■ �� ���� a te- W _;•t Xiw I a*. I�-r_ � ■ a .i 1 NINE PW F-07'P�W 1 PWF-09 •ON' PWF-03490 1• b��F-23 R �■*'+E'l 1i 05'4 MCI C PWF-08 • rjl11 1■ ■ J�.WA ■ L ■ WA eFAm ®R` v- * Site specific projects only. Citywide/annual citywide projects no sown: a am _ s a E 0 U O _ O Q 0 g PWF-1 i • _ Packet Pg. 213 V. TRANSPORTAT101 i .. ,.16 how - CATER 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS 8.2.d TRANSPORTATION PRESERVATION/ MAINTENANCE PWT-01 Annual Street Preservation Program Str-25020/22/33 $1,801,800 $855,850 $2,630,000 $2,630,000 $2,630,000 $2,630,000 $13,177,650 $39,450,000 c $52,627,1 a PWT-04 Main St Overlay from 6th Ave to 8th Ave $642,020 $0 $0 $0 $0 $0 $642,020 $0 m $642,1 N _ a� PWT-05 Puget Dr @ OVD Signal Upgrades $0 $0 $0 $95,000 $526,000 $0 $621,000 $0 $621,1 PWT-06 Signal Upgrades 100th Ave @ 238th St $0 $0 $0 $175,000 $820,000 $0 $995,000 $0 0. $995,1 0 PWT-07 Main St @ 3rd Signal Upgrades $0 $0 $0 $117,000 $406,000 $0 $523,000 $0 $523,1 c 0 PWT-61 Olympic View Dr Overlay -196th I SR-524 Str-25031/32 $484,000 $963,700 $0 $0 $0 $0 $1,447,700 $0 $1,447. 0 to Talbot Rd a Q PWT-68 88th Avenue Overlay and Sidewalk Repair Str-25018 $1,180,000 $0 $0 $0 $0 $0 $1,180,000 $0 $1,180,1 N SAFETY/ CAPACITY ANALYSIS M PWT-08 228th St SW from Hwy 99 to 95th PI W $0 $0 $0 $1,533,000 $2,650,000 $13,900,000 $18,083,000 $0 L $18,083,1 c Corridor 0 PWT-09 Hwy 99 Revitalization & Gateway Project - Str-25002 $15,000 $0 $0 $0 $0 $0 $15,000 $0 v $15,1 R Stage 2 PWT-10 ✓ Hwy 99 Revitalization Project - Stage 3 Str-25004/5 $1,984,000 $1,683,000 $2,489,000 $10,000,000 $9,607,000 $0 $25,763,000 $0 ii $25,763,1 -a c PWT-11 ✓ Hwy 99 Revitalization Project - Stage 4 Str-25006/7 $825,000 $1,620,000 $5,000,000 $4,955,000 $13,100,000 $10,000,000 $35,500,000 $0 $35,500,1 EO M w PWT-12 ✓ Hwy 99 Revitalization Project - Stage 5 $0 $0 $0 $530,000 $1,060,000 $2,090,000 $3,680,000 $46,293,000 $49,973,1 N PWT-13 ✓ Hwy 99 Revitalization Project - Stage 6 $0 $0 $0 $0 $0 $0 $0 $22,500,000 T" N r $22,500,1 N PWT-14 ✓ Hwy 99 Revitalization Project - Stage 7 $0 $0 $0 $0 $0 $0 $0 $42,900,000 r c $42,900,1 t PWT-15 ✓ Hwy 99 Revitalization Project - Stage 8 $0 $0 $0 $0 $0 $0 $0 $37,500,000 $37,500,1 Q PWT-16 ✓ Hwy 99 Revitalization Project - Stage 9 $0 $0 $0 $0 $0 $0 $0 $22,500,000 $22,500,1 PWT-17 ✓ 196th St SW 188th Ave W - Intersection $0 $0 $0 $279,000 $252,000 $835,000 $1,366,000 $0 $1,366,1 Improvements Packet Pg. 215 8.2.d TRANSPORTATION PWT-18 ✓ Main St @ 9th Ave Intersection Str-25010 Improvements PWT-19 ✓ 76th Ave W @ 220th St SW - Intersection Str-25028/29 Improvements PWT-20 SR-104 Adaptive System - 236th to 226th Str-25008 PWT-21 ✓ SR-104 @ 100th Ave W Intersection Improvements PWT-22 ✓ SR-104 @ 95th PI W Intersection Improvements PWT-23 ✓ SR-104 @ 238th St SW Intersection Improvements PWT-24 ✓ Olympic View Dr @ 76th Ave W Intersection Improvements PWT-25 ✓ 84th Ave W (212th St SW to 238th St SW) Str-25011 PWT-26 ✓ SR-104 @ 76th Ave W Intersection Improvements PWT-27 ✓ Olympic View Dr @ 174th St SW Intersection Improvements PWT-28 175th St SW Slope Repair PWT-59 Traffic Signal Program Str-25016/17 PWT-70 Safety Action Plan 670-25011 .•^-7RTATION PWT-29 ✓ 232nd St SW Walkway from 100th Ave to SR-104 PWT-30 ✓ 236th St SW Walkway from Madrona Elem to 97th Ave W PWT-31 ✓ 236th St SW Walkway from Hwy 99 to 76th Ave W PWT-32 ✓ 84th Ave W Walkway from 238th St SW to 234th St SW PWT-33 ✓ 80th Ave W Walkway from 212th St SW to 206th St SW $0 $0 $0 $210,000 $1,157,000 $0 $1,367,000 $0 $1,367,1 $198,000 $1,488,500 $2,100,000 $3,370,000 $3,300,000 $0 $10,456,500 $0 $10,456,! a aD $67,740 $0 $0 $3,515,000 $0 $0 $3,582,740 $0 m $0 $0 $0 $200,000 $1,350,000 $2,650,000 $4,200,000 $0 $4,200,1 a E $0 $0 $0 $45,000 $242,000 $0 $287,000 $0 $287,1 0 0 $0 $0 $0 $241,000 $1,370,000 $0 $1,611,000 $0 $1,611,1 c $0 $0 $0 $0 $0 $0 $0 $1,428,000 r a $1,428,1.0 a $0 $0 $0 $0 $0 $0 $0 $18,672,000 $18,672,1 > $0 $0 $0 $0 $0 $0 $0 $3,630,000 $3,630,1 a $0 $0 $0 $0 $0 $0 $0 $758,000 a $758,1 c v $0 $0 $0 $1,060,000 $0 $0 $1,060,000 $0 $1,060,1 = ii $30,280 $30,280 $0 $0 $0 $0 $60,560 $0 $60,! -a c 0 $375,000 $0 $0 $0 $0 $0 $375,000 $0 $375,1 E w i N_ $0 $0 $0 $0 $284,000 $1,572,000 $1,856,000 $0 N r $1,856,1 N $0 $0 $0 $313,000 $1,794,000 $0 $2,107,000 $0 :.c _ $2,107,1 E $0 $0 $0 $0 $0 $0 $0 $2,054,000 $2,054,1 r a $100,000 $0 $0 $625,000 $2,550,000 $0 $3,275,000 $0 $3,275,1 $0 $0 $0 $117,000 $127,000 $1,433,000 $1,677,000 $0 $1,677,1 Packet Pg. 216 TRANSPORTATION 8.2.d PWT-34 ✓ 80th Ave W Walkway from 188th St SW to $0 $0 Olympic View Dr PWT-35 ✓ 218th St SW Walkway from 76th Ave W to $0 $0 84th Ave W PWT-36 ✓ Walnut St Walkway from 6th Ave S to 7th $0 Ave0 ve S PWT-37 ✓ 216th St SW Walkway from Hwy 99 to $0 $0 72nd Ave W PWT-39 ✓ Citywide Bicycle Improvements Project Str-25001 $10,000 $0 PWT-40 ✓ Maplewood Dr Walkway from Main St to $0 $0 200th St SW PWT-41 ✓ 95th PI W Walkway from 224th St SW to $0 $0 220th St SW PWT-43 ✓ SR-104 & 76th Non -Motorized $0 $0 Transportation Improvements PWT-45 ✓ SR-104 Walkway HAWK to Pine/Pine $0 $0 from SR-104 to 9th PWT-46 ✓ 191 st St SW from 80th Ave W to 76th Ave $0 $0 W PWT-47 ✓ 104th Ave W I Robinhood Ln from 238th $0 $0 St to 106th Ave W PWT-48 ✓ 80th Ave W from 218th St SW to 220th St $0 $0 SW PWT-49 ✓ 84th Ave W from 188th St SW to 186th St $0 $0 SW PWT-50 ✓ 238th St SW from Hwy 99 to 76th Ave W $0 $0 PWT-55 ✓ Elm Way Walkway from 8th Ave. S to 9th Str-25003 $5,000 $0 Ave. S PWT-60 Pedestrian Safety Program Str-25014/15 $20,180 $20,180 PWT-66 4th Avenue Cultural Corridor $0 $0 FFRRV P1=1 d TF PWT-51 Ferry Storage Improvements from Pine St $0 $0 to Davton St $0 $511,000 $1,962,000 $0 $2,473,000 $0 $0 $280,000 $1,563,000 $0 $1,843,000 $0 $0 $308,000 $0 $0 $308,000 $0 $0 $233,000 $0 $0 $233,000 $0 $0 $0 $0 $0 $10,000 $0 $0 $233,000 $233,000 $2,662,000 $3,128,000 $0 $0 $139,000 $775,000 $0 $914,000 $0 $0 $277,000 $1,389,000 $0 $1,666,000 $0 $0 $0 $0 $3,473,000 $3,473,000 $0 $0 $0 $0 $0 $0 $762,000 $0 $0 $0 $0 $0 $1,192,000 $0 $0 $0 $0 $0 $365,000 $0 $0 $0 $0 $0 $369,000 $0 $211,000 $1,234,000 $0 $1,445,000 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $40,360 $0 $0 $1,000,000 $1,000,000 $6,000,000 $8,000,000 $0 $2,473,1 c $1,843,1 a m a� $233,1 a E $10,1 0 4- 0 $3,128,1 0 r Q. $914,1 v0 Q $1,666,1 c $3,473,1 a a $762,1 c tU $1,19251 ii $365,1 c 0 $369,1 M w i $1,445,1 N r $5,1 r c m $40,; E 0 $8,000,1 Q $0 $403,000 $0 $0 $403,000 $0 $403,1 Packet Pg. 217 8.2.d TRANSPORTATION TRAFFIC CALMING PWT-52 Traffic Calming Program Str-25012/13 $80,650 $80,650 $22,000 $22,000 $22,000 $22,000 $249,300 $330,000 c $579,: a m TRAFFIr. PI ANNINC. PWT-53 ADA Transition Plan (Right -of -Way) $0 $0 $0 $440,000 $0 $0 $440,000 $0 d $440,1 Update Q. E PWT-54 Transportation Plan Update Str-25009 $35,000 $0 $0 $0 $0 $0 $35,000 $0 $35,1 0 4- 0 rL?FFAI CTl?FFT O O PWT 64 Green Streets 236th St SW - 84th Ave W $0 $0 $0 $0 $0 $3,710,000 $3,710,000 $0 Q- $3,710,1 Q to Highway 99 EXPENSE TOTAL $7,853,670 $6,742,160 $12,241,000 $34,067,000 $51,403,000 $50,977,000 $163,283,830 $240,703,000 $403,986,1 N c M Fundingi25 2026 2027i 2025-30 IL Q TotalE Federal Grants $1,351,200 $2,507,500 $4,463,000 $0 $0 $0 $8,321,700 $0 O $8,321,' v Fund 112 -Street (Gas Tax &Multi $168,595 $0 $0 $0 $0 $0 $168,595 $0 $168,! L Modal) Fund 125 - REET $836,465 $295,200 $750,000 $750,000 $750,000 $750,000 $4,131,665 $11,250,000 $15,381,1 Fund 126 - REET $2,037,610 $773,060 $772,000 $1,247,000 $772,000 $772,000 $6,373,670 $11,580,000 O $17,953,1 M w Fund 421 -Water Utility $212,000 $194,400 $0 $0 $0 $0 $406,400 $0 i $406,, Fund 422 - Stormwater Utility $501,000 $6,500 $0 $0 $0 $0 $507,500 $0 N V.- $507,! N Fund 423 - Sewer Utility $236,800 $0 $0 $0 $0 $0 $236,800 $0 r $236,1 E State Grants $2,486,000 $2,683,000 $2,547,000 $10,000,000 $9,607,000 $0 $27,323,000 $0 $27,323,1 Transportation Impact Fees $24,000 $282,500 $2,579,000 $475,000 $0 $0 $3,360,500 $0 $3,360,! a Unsecured Funding $0 $0 $1,130,000 $21,595,000 $40,274,000 $49,455,000 $112,454,000 $217,873,000 $330,327,1 FUNDING TOTAL $7,853,670 $6,742,160 $12,241,000 $34,067,000 $51,403,000 $50,977,000 $163,283,830 $240,703,000 $403,986,1 Packet Pg. 218 w PRESERVATION/ MAINTENANC - .el Loll ~ _ tt • --7 r h :��C_ 4 _ � jfr � � � � ~ it ~ - ���?'�� � +��• �r .ram.. ,'-jl!•, �Y'I` ,—p ,�'� � �r.� �� �� x, - ,ate I. l F 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS PWT-01 ANNUAL STREET PRESERVATION PROGRAM Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 125 - REET Fund 126 - REET Fund 421 - Water Utility Fund 423 - Sewer Utility Unsecured Funding Funding Source Total Maintains the City's pavement infrastructure and reduces the need for larger capital a investment to rebuild City streets. .N c a� Annual pavement preservation program to maintain City streets. Q. E $1,800,000 (2025) 0 4- 0 c 0 Q- 0 a 2025 2026 2027 2028 2029 2030 2031-45 $110,000 $110,000 $130,000 $130,000 $130,000 $130,000 $1,950,000 $1,691,800 $745,850 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $37,500,000 $1,801,800 $855,850 $2,630,000 $2,630,000 $2,630,000 $2,630,000 $39,450,000 $732,500 $295,200 $750,000 $750,000 $750,000 $750,000 $11,250,000 $732,500 $378,250 $750,000 $750,000 $750,000 $750,000 $11,250,000 $200,000 $182,400 $0 $0 $0 $0 $0 $136,800 $0 $0 $0 $0 $0 $0 $0 $0 $1,130,000 $1,130,000 $1,130,000 $1,130,000 $16,950,000 $1,801,800 $855,850 $2,630,000 $2,630,000 $2,630,000 $2,630,000 $39,450,000 Packet Pg. 220 PWT-04 MAIN ST OVERLAY FROM 6TH AVE TO 8TH AVE Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Municipal Court Bell St RAJ: Z z ^ ►. 9 ON m MAIN ST G ` M Frances Anderson N r c Snolsle 4a Anderson del 0 'z Library Center ¢> C Center Field L 4 r r Improve pavement conditions, pedestrian accessibility (with ADA curb ramps) and bik, a - safety on this segment of Main Street. .N c W The project will provide a full -width grind and pavement overlay of Main St. from 6th Q. Ave to 8th Ave. This project also includes upgrading all non -compliant ADA o pedestrian curb ramps within the project limits, an eastbound bike lane and westboun rJ bike sharrow markings. o c 0 $1,855,000 Q- 0 Q Project Cost 2025 2026 Construction $642,020 $0 Expense Total $642,020 $0 Fund 125 - REET $84,820 $0 Federal Grants $557,200 $0 Funding Source Total $642,020 $0 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Packet Pg. 221 PWT-05 PUGET DR @ OVD SIGNAL UPGRADES Benefit Description J �G Q 1 . d 0 PUGET DR w > w > _U Q .. Edmonds a = Elementary H } 0 J St. Peters O I Lutheran Church C t6 This upgrade will provide safer roadway conditions since the hanging signal heads wil a - be replaced with fixed signal heads on mast arms. The new vehicle detection will > guarantee that all vehicles will be detected. c W as L Q- The project will rebuild the existing traffic signal and remove the signal heads currentl o on span wire and install standard traffic signal poles with mast arms. Vehicle detectioi U will also be upgraded as part of this project. o c 0 Estimated Project Cost $621,000 C 'includes prior year expenditures Q Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total pu ,.l of 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $95,000 $0 $0 $0 $0 $0 $0 $0 $526,000 $0 $0 $0 $0 $0 $95,000 $526,000 $0 $0 $0 $0 $0 $95,000 $526,000 $0 $0 $0 $0 $0 $95,000 $526,000 $0 $0 Packet Pg. 222 PWT-06 SIGNAL UPGRADES - IOOTH AVE @ 238TH ST SW Ill 3r a W 1 30' iickmen Perk e' 4 a ' Edmonds Memorial , :emetery Faith Community - 1 Church _ • (� T < r � a D m '7L g i i Afton Ir 14 ap �r M 3 237th PI SWT 1 Wood a 4%+ Ilia Elemer 73Rth St SW SW .'39th n� 1 a ; M r rt Benefit The existing traffic signal is near the end of its anticipated service life. Description Install new traffic signal and vehicle detection system. Estimated Project Cost $995,000 Includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total I a 2025 2026 2027 2028 2029 2030 2031-45 N $0 $0 $0 $175,000 $0 $0 $0 $0 $0 $0 $0 $820,000 $0 $0 Q $0 $0 $0 $175,000 $820,000 $0 $0 0 U $0 $0 $0 $175,000 $820,000 $0 $0 c $0 $0 $0 $175,000 $820,000 $0 $0 LL Packet Pg. 223 PWT-07 MAIN ST @ 3RD SIGNAL UPGRADES Underwater Park. _ F Civic v4, Sprague St Puget Washington State Bracketts Ferry _ oD1, Play S� Sound Landing Terminal Fire Station 17 144 South _ ailroad Ave ^- '%9 J� r �Q' �' 1 Polic Tidelands - Port Office 14, Q r • P - j' Edmonds 1, Municipal �` 5+ Y C e'., �y and `o .��"r Vaterfront s _ Mini Park_ ;enter YAW Railroad Q Station ry��r.. Z to " ourt S • 7 Veteran's !/ Edmonds Centennial Plaza City Hall Plaza Cl) d� Museum r J Fountain MAIN ST Cr M Benefit The existing traffic signal is near the end of its anticipated service life. Description Install new traffic signal and vehicle detection system. Estimated Project Cost $523,000 *includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $117,000 $0 $0 $0 $0 $0 $0 $0 $406,000 $0 $0 $0 $0 $0 $117,000 $406,000 $0 $0 $0 $0 $0 $117,000 $406,000 $0 $0 $0 $0 $0 $117,000 $406,000 $0 $0 I Packet Pg. 224 PWT-61 OLYMPIC VIEW DR OVERLAY - 196TH / SR- 524 TO TALBOT RD Benefit Description Estimated Project Cost Includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 126 - REET Federal Grants Funding Source Total P OLYMPIC V�� 3 Eo Eo of YMo"c I � Improve pavement condition and improve accessibility for pedestrians of all abilities. a Pavement overlay along Olympic View Dr, from 196th St. SW / SR-524 to Talbot Roa along with ADA pedestrian curb ramp upgrades. Q. E $1,500,000 0 v 0 c 0 Q- 0 a 2025 2026 2027 2028 2029 2030 2031-45 $100,000 $15,000 $0 $0 $0 $0 $0 $384,000 $948,700 $0 $0 $0 $0 $0 $484,000 $963,700 $0 $0 $0 $0 $0 $484,000 $263,700 $0 $0 $0 $0 $0 $0 $700,000 $0 $0 $0 $0 $0 $484,000 $963,700 $0 $0 $0 $0 $0 Packet Pg. 225 PWT-68 88TH AVENUE OVERLAY AND SIDEWALK REPAIR Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 126 - REET Fund 422 - Stormwater Utility Fund 423 - Sewer Utility Funding Source Total GET 1 -,,, f H S, b- Improve pavement conditions, pedestrian accessibility (with ADA curb ramps) and a pedestrian safety. .N This project will resurface 88th Ave and improve the existing asphalt sidewalk on the c east side of 88th Ave from 196th St SW to 185th PI SW in the Seaview neighborhood Q. All City utilities along this section of 88th Ave have been upgraded in recent years an( the street is ready to pave. The existing curb is in poor condition and varies in height. o � The project will install 6" concrete vertical curbs and repave the existing asphalt o sidewalk. 0 $1,180,000 Q- a 2025 2026 2027 2028 2029 2030 2031-45 $110,000 $0 $0 $0 $0 $0 $0 $1,070,000 $0 $0 $0 $0 $0 $0 $1,180,000 $0 $0 $0 $0 $0 $0 $585,000 $0 $0 $0 $0 $0 $0 $495,000 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $1,180,000 $0 $0 $0 $0 $0 $0 Packet Pg. 226 I 6" SAFETY/ CAPACITY ANALYSI 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS PWT-08 228TH ST SW FROM HWY 99 TO 95TH PL W CORRIDOR Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total ..� _.. �2anl St sw 1 . .. tSYt. KANLt 1. _ _ zian s 46 - .xz�rtiasw - 1 6J I l• -�. � ..1 � I r`1 • i � , 1 �• � 1 .y 1 l � r• 1 r_ .�a}Imri --r�• ; -1 �y Jml- �-►W 3• •... oa � .��K��__ _ .�F: • �: i3i ! - r5 iaJ.rf�a.:S.'.:- ,�,Mn 5� SW 21. :2Nn S1 Sw a 6 r ik1,5 1Lijr.'� .`a'�!��. ,. y: �6�.•: _<.II �� rn ��F TS.-r,' l ; r.�11 F is 1 :.� .r gam•._ �8i_•PI SW3 .., _. 2d8TH ST 2Ja �iA--<_r.r, ._,t,.•,�• •,�; 3 9 • �.ial' • 236 Sl SW Z. ion 1 1+•rl )d13� U � S,e�Yn•�m?Zaa;ra��. 1 �14.. �� F l 1�•_ fr_ j1 i I rN.Nry l l!. 4■� _. J I ]• t -r Y .. *' . 6 ej�.ti_ This project would improve active transportation safety and traffic flows along this a. corridor. Community Transit will evaluate the possibility of creating a new east -west bi route along 228th St. SW, if this project moves forward (connecting Edmonds Transit c Station to Mountlake Terrace Transit Station). L Q_ I_ 0 U Widen 228th St. SW from Hwy. 99 to 95th PI. W to three lanes (with center two-way o left turn lane), with curb and gutter, sidewalk, and bike lanes. The section of 228th St a SW between 92nd Ave W and 80th Ave W is within Snohomish County. a 0 $18,083,000 a 2025 2026 $0 2027 2028 2029 2030 2031-45 $0 $0 $1,533,000 $1,590,000 $0 $0 $0 $0 $0 $0 $1,060,000 $0 $0 $0 $0 $0 $0 $0 $13,900,000 $0 $0 $0 $0 $1,533,000 $2,650,000 $13,900,000 $0 $0 $0 $0 $1,533,000 $2,650,000 $13,900,000 $0 $0 $0 $0 $1,533,000 $2,650,000 $13,900,000 $0 Packet Pg. 228 PWT-09 HWY 99 REVITALIZATION & GATEWAY PROJECT - STAGE 2 Benefit Description 3 a > > > Bp1.t,Op/N�P'l a �P > 2127H SS SK, _ > a x rn ^ x o 3 ~ N 3 3 3 220TH ST SW b 3 a > a 3 - < a 228TH T SW x N Q 3 P O o x 3 '- 0 236TH ST SW :.+ 1 -NW�Z H,S7 __ I The conversion of the center two-way left turn lane to a landscaped raised median wil 0- improve corridor safety along this Highway of Regional Significance (HRS), with an > Average Daily Traffic (ADT) of - 35,000 vehicles per day. The new HAWK signal will provide a signalized pedestrian crossing between the existing traffic signals at 238th ; and 228th St. a E O U O In 2023, the project constructed landscaped center medians on Highway 99 from 244 0 St. SW to 212th St. SW, a HAWK signal - 600' north of 234th St. SW, and gateway a signs on both ends of the corridor. Plant establishment was completed in 2024. The -O project close-out will be completed in 2025. a Estimated Project Cost $9,400,000 *includes prior year expenditures Budget Project Cost Construction Expense Total State Grants Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $15,000 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $0 Packet Pg. 229 PWT-10 HWY 99 REVITALIZATION PROJECT - STAGE 3 Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Right of Way Construction Expense Total State Grants Unsecured Funding Funding Source Total Q a P, I Mad one Ur$ i Fp� 238TH ST a School Os• Koreen I'll, Presbyterian ^ Church Mathay Ballinger Park Seattle Baptist Church I• '' •'� '' 244TH S1 sr.• LAKE BALLINGER WAY N 205TH ST I N 205TI: t6 Improve aesthetics, safety, and user experience along this segment of the Hwy 99 a corridor. > .N c The Stage 3 Highway 99 project limits are from 244th St SW to -400 feet north of 238th St. SW. The project will provide new sidewalk, landscaped planter strips, stree Q. lighting, separated bike lanes, ADA compliant pedestrian curb ramps and utility o improvements (including undergrounding of overhead utility lines). The project will al: � widen the intersection of Highway 99 and 238th St. SW to provide a second o northbound left turn lane widen 238th St. from Highway 99 to 84th Ave. a la- $27,500,000 a 2025 2026 2027 2028 2029 2030 2031-45 $1,100,000 $799,000 $257,000 $0 $0 $0 $0 $884,000 $884,000 $2,232,000 $0 $0 $0 $0 $0 $0 $0 $10,000,000 $9,607,000 $0 $0 $1,984,000 $1,683,000 $2,489,000 $10,000,000 $9,607,000 $0 $0 $1,984,000 $1,683,000 $2,489,000 $10,000,000 $9,607,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,984,000 $1,683,000 $2,489,000 $10,000,000 $9,607,000 $0 $0 Packet Pg. 230 PWT-11 HWY 99 Y . ri� s t l£+ !' i REVITALIZATION w : r ::�, w v 74 •PROJECT -STAGE 4 ''" oY w Esperence f Q Perk O F wZ Inactive School Site O Esperence Baptist / Benefit Description Estimated Project Cost Includes prior year expenditures Budget I Church Improve aesthetics, safety, and user experience. In addition, future economic a development would be improved. d The Stage 4 Highway 99 project limits are from 224th St SW to -800 feet north of Q. 220th St. SW. The project will provide new sidewalk, landscaped planter strips, stree o lighting, separated bike lanes, ADA compliant pedestrian curb ramps and utility L) improvements (including undergrounding of overhead utility lines). The project will al, o widen the intersection of Highway 99 and 220th St. SW to provide a second left turn o lane for the northbound, southbound, and westbound movements. a 0 $37,000,000 a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $825,000 $1,000,000 $1,000,000 $475,000 $0 $0 $0 Right of Way $0 $620,000 $4,000,000 $4,480,000 $0 $0 $0 Construction $0 $0 $0 $0 $13,100,000 $10,000,000 $0 Expense Total $825,000 $1,620,000 $5,000,000 $4,955,000 $13,100,000 $10,000,000 $0 Transportation Impact Fees $0 $84,000 $2,295,500 $475,000 $0 $0 $0 Federal Grants $338,000 $536,000 $2,646,500 $0 $0 $0 $0 State Grants $487,000 $1,000,000 $58,000 $0 $0 $0 $0 Unsecured Funding $0 $0 $0 $4,480,000 $13,100,000 $10,000,000 $0 Funding Source Total $825,000 $1,620,000 $5,000,000 $4,955,000 $13,100,000 $10,000,000 $0 Packet Pg. 231 PWT-12 HWY 99 REVITALIZATION PROJECT - STAGE 5 Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total - _ Edmonds Public Works M~ 'am mpg F5.4 Swedish Edmond, xiem si sw I Improve aesthetics, safety, and user experience. In addition, future economic a development will be improved along the corridor. .N c a� Along Hwy 99 from 216th St SW to 212th St. SW, the project will add a planter strip c Q. both sides of the street, new street lighting, better stormwater management, targeted o utility replacements, potential undergrounding of overhead utilities, landscaping and � other softscape treatments to identify the area as being in Edmonds. o c 0 $49,700,000 Q- 0 Q 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $530,000 $1,060,000 $1,590,000 $1,689,000 $0 $0 $0 $0 $0 $500,000 $4,188,000 $0 $0 $0 $0 $0 $0 $40,416,000 $0 $0 $0 $530,000 $1,060,000 $2,090,000 $46,293,000 $0 $0 $0 $530,000 $1,060,000 $2,090,000 $46,293,000 $0 $0 $0 $530,000 $1,060,000 $2,090,000 $46,293,000 Packet Pg. 232 PWT-13 HWY 99 REVITALIZATION PROJECT - STAGE 6 Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design, ROW, and Construction Expense Total Unsecured Funding Funding Source Total ESPERANCEi aL.�rAry j j vnj t Med— Ln s n ' ��. .I•i Christ 2351h F' Lutheran 3 Perk end Church > Ride a m .'38TH ST SW I r Improve aesthetics, safety, and user experience. In addition, future economic a development would be improved along the corridor. .N c a� Along Hwy 99 from 238th St. SW to 234th St. SW, the project will add a planter strip Q. both sides of the street, new street lighting, better stormwater management, targeted o utility replacements, potential undergrounding of overhead utilities, landscaping and � other softscape treatments to identify the area as being in Edmonds. o c 0 $22,500,000 Q- 0 Q 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $22,500,000 $0 $0 $0 $0 $0 $0 $22,500,000 $0 $0 $0 $0 $0 $0 $22,500,000 $0 $0 $0 $0 $0 $0 $22,500,000 Packet Pg. 233 PWT-14 HWY 99 REVITALIZATION PROJECT - STAGE 7 Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design, ROW, and Construction Expense Total Unsecured Funding Funding Source Total Water Tank. • L LDS Church �r [•fir sue- � %i Ethiopian r.w►I. ;�. Orthodox Saint Michael Church;z 230th S, SW 1—; lm/" �ta,� a••�'� ! ^m Y ! 1 oily L. �� •� I s 9 SW . 1 PUD .'28 TH Sr Shy Sub Station V Q O r - Nile Count,; 0 Club Golf Course 75r Improve aesthetics, safety, and user experience. In addition, future economic a. development would be improved along the corridor. .N c a� Along Hwy 99 from 234th St. SW to 228th St. SW, the project will add a planter strip 1 Q. both sides of the street, new street lighting, better stormwater management, targeted o utility replacements, potential undergrounding of overhead utilities, landscaping and rJ other softscape treatments to identify the area as being in Edmonds. o c 0 $42,900,000 Q- 0 Q 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $42,900,000 $0 $0 $0 $0 $0 $0 $42,900,000 $0 $0 $0 $0 $0 $0 $42,900,000 $0 $0 $0 $0 $0 $0 $42,900,000 Packet Pg. 234 PWT-15 HWY 99 REVITALIZATION PROJECT - STAGE 8 EDMONDS w MOUNTLAKE Z o PUD Sub 226 TH PL S Station Nile Country 228TH ST SW Club Gnlf I y Course• C 26 Benefit Improve aesthetics, safety, and user experience. In addition, future economic a. development would be improved along the corridor. > .N c a� Description Along Hwy 99 from 228th St. SW to 224th St. SW, the project will add a planter strip I Q both sides of the street, new street lighting, better stormwater management, targeted o utility replacements, potential undergrounding of overhead utilities, landscaping and � other softscape treatments to identify the area as being in Edmonds. o c 0 Estimated Project Cost $37,500,000 C 'includes prior year expenditures Q Budget Unitarian Esperance Inactive Church ;3,-2SeiMsnS: Park School SiteWe +� Esperance ~� .8 � • Baptist - Ir I S 1 r church i� 2251n w SW a I • . , 3 . ' 225th M SW tty 'e r .- ttt- a' ~, lt� tlttttttt�. ?26th St SW 5 YPI*^t3LMrFii x ^y ti L •�;1511iVChurcha. r Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design, ROW, and $0 $0 $0 $0 $0 $0 $37,500,000 Construction Expense Total $0 $0 $0 $0 $0 $0 $37,500,000 Unsecured Funding $0 $0 $0 $0 $0 $0 $37,500,000 Funding Source Total $0 $0 $0 $0 $0 $0 $37,500,000 Packet Pg. 235 PWT-16 HWY 99 REVITALIZATION PROJECT - STAGE 9 Benefit Description Swedish Edmonds I Bth St sw- 216th St SLY 6- C R Improve aesthetics, safety, and user experience. In addition, future economic a development would be improved along the corridor. > y C GN t Along Hwy 99 from approximately 500 feet north of 220th St. SW to 216th St. SW, thi a project will add a planter strip on both sides of the street, new street lighting, better o stormwater management, targeted utility replacements, potential undergrounding of 0 overhead utilities, landscaping and other softscape treatments to identify the area as o being in Edmonds. o Q- Estimated Project Cost $22,500,000 a 'includes prior year expenditures Budget Project Cost Design, ROW, and Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $22,500,000 $0 $0 $0 $0 $0 $0 $22,500,000 $0 $0 $0 $0 $0 $0 $22,500,000 $0 $0 $0 $0 $0 $0 $22,500,000 Packet Pg. 236 1 PWT-17 196TH ST SW / 88TH AVE W - INTERSECTION IMPROVEMENTS Benefit Description 3 i94nP1sw I Y* Seventh Day 4 yy Fire t T St. on 16 V Adventist Church Meplew Presbyt4 n Churc • 1961H ST SW PUD Sub CStation LU Q �R = Maplewood � Hill Perk co W I I C t6 Improve traffic flow characteristics and safety at the intersection. The improvement a would modify LOS to A, but increase the delay along 196th St. SW. > .N c W Install traffic signal at the intersection of 196th St. SW @ 88th Ave. W. The modeling Q. the 2009 Transportation Plan indicated that restricting northbound and southbound o traffic to right -turn -only (prohibiting left -turn and through movements) would also L) address the deficiency identified at this location through 2025. This is same alternativ o as one concluded by consultant in 2007 study but not recommended by City Council. a This could be implemented as an alternate solution, or as an interim solution until a traffic signal warrants are met. The existing LOS is F (below City Standards: LOS D). �° This project was ranked #6 in the Roadway Project Priority in the 2015 Transportatior a Plan. N Estimated Project Cost $1,366,000 "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 Design $0 $0 $0 $279,000 Right of Way $0 $0 $0 $0 Construction $0 $0 $0 $0 Expense Total $0 $0 $0 $279,000 Unsecured Funding $0 $0 $0 $279,000 Funding Source Total $0 $0 $0 $279,000 2029 2030 2031-45 $0 $0 $0 $252,000 $0 $0 $0 $835,000 $0 $252,000 $835,000 $0 $252,000 $835,000 $0 $252,000 $835,000 $0 Packet Pg. 237 PWT-18 Civlt i,1,, Hummingbird :_wiianu. Pivy'fieldt i ; A - PerkLLJ MAIN ST @ 9TH Z AVE z Ali #'o~ Bell Q a St ¢ _ E i� z INTERSECTION Sno-Isle MAIN ST • IMPROVEMENTS Library Anderson Frances Anderson Center N Center Field W Yost Park Ch Ch I C <B Benefit The existing intersection is stop -controlled for all approaches and the projected a intersection LOS in 2035 is LOS F (below the City's concurrency standards: LOS D). The installation of a traffic signal would improve the intersection delay to LOS B. _ m as L Q- I Description Installation of a traffic signal or mini -roundabout. The project ranked #4 in the c0� Roadway Project Priority of the 2015 Transportation Plan. The preliminary cost o estimate for a new traffic signal is $1,290,000. A conceptual cost estimate for a mini- a roundabout is $500,000. a 0 Estimated Project Cost $1,367,000 a *includes prior year expenditures N >I c R a Budget a E 0 U Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $210,000 $0 $0 $0 c U_ Construction $0 $0 $0 $0 $1,157,000 $0 $0 to c Expense Total $0 $0 $0 $210,000 $1,157,000 $0 $0 E Unsecured Funding $0 $0 $0 $210,000 $1,157,000 $0 $0 w N� Funding Source Total $0 $0 $0 $210,000 $1,157,000 $0 $0 Packet Pg. 238 PWT-19 MW 76TH AVE W @ 220TH ST SW - INTERSECTION IMPROVEMENTS a _ 220TH ST SW Al r P ESPERANCE I Benefit Reduce the intersection delay and improve the LOS. The projected LOS in 2050 woul be improved from LOS F to LOS D. Improve active transportation conditions for > pedestrians and bicycle riders. _ d a� L Q Description Reconfigure eastbound lanes to a left turn lane and through/ right turn lane. Add eastbound and westbound dedicated left turn lanes with a protected -permitted phase. 0 Provide right turn overlap for westbound movement during southbound left turn phaSE o Additional improvements include wider sidewalk, bike lanes, street lighting, and variot a utility improvements (including conversion overhead utility lines to underground). a ROADWAY PROJECT PRIORITY #1 in 2015 Transportation Plan . -°a a 1t _ I e UJ Jra i i ♦ ■ a 'to �� • �,,, iPIFE� m �, Estimated Project Cost $11,000,000 > *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $198,000 $253,500 $100,000 $0 $0 $0 $0 Right of Way $0 $1,235,000 $2,000,000 $0 $0 $0 $0 Construction $0 $0 $0 $3,370,000 $3,300,000 $0 $0 Expense Total $198,000 $1,488,500 $2,100,000 $3,370,000 $3,300,000 $0 $0 Transportation Impact Fees $24,000 $198,500 $283,500 $0 $0 $0 $0 Fund 421 - Water Utility $12,000 $12,000 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $6,000 $6,500 $0 $0 $0 $0 $0 Federal Grants $156,000 $1,271,500 $1,816,500 $0 $0 $0 $0 Unsecured Funding $0 $0 $0 $3,370,000 $3,300,000 $0 $0 Funding Source Total $198,000 $1,488,500 $2,100,000 $3,370,000 $3,300,000 $0 $0 Packet Pg. 239 PWT-20 SR-104 ADAPTIVE SYSTEM - 236TH TO 226TH Benefit Description rtlgpq,r.n A ;T SW 0 W � Improve traffic flows along this regional corridor with a current Average Daily Traffic a (ADT) of — 25,000 vehicles per day. .N c a� The project will add a traffic signal adaptive system on a 1.25-mile segment of SR104 Q. from 236th St to 226th St. The system will monitor and synchronize the timing of fivE o existing signalized intersections (SR104 @ 236th St, SR104 @ 232nd St, SR104 @ 95th PI, SR104 @ 100th Ave, SR104 @ 226th St) and improve traffic flows along o SR104. a Q- 0 Estimated Project Cost $4,000,000 a 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 112 - Street (Gas Tax & Multi -Modal) Fund 125 - REET Fund 126 - REET Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $67,740 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,515,000 $0 $0 $0 $67,740 $0 $0 $3,515,000 $0 $0 $0 $58,595 $0 $0 $0 $0 $0 $0 $9,145 $0 $0 $0 $0 $0 $0 $0 $0 $0 $475,000 $0 $0 $0 $0 $0 $0 $3,040,000 $0 $0 $0 $67,740 $0 $0 $3,515,000 $0 $0 $0 Packet Pg. 240 PWT-21 SR-104 @ 100TH AVE W INTERSECTION Sherwood E lementnry IMPROVEMENTS EDMONDS WAY 3 w Q 2 F- 0 0 Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total ; 0 '& ft& SW 96tt PUD Su stetio, Improve access and safety at the intersection and improve active transportation safety a- .N Implement Westgate Circulation Access Plan, install mid -block pedestrian crossing along 100th Ave. W, improve safety to access the driveways within proximity to the Q. intersection, and re -striping of 100th Ave. W with the potential addition of bike lanes. o This project was identified in the SR-104 Completed Streets Corridor Analysis L) (completed in 2015). o c 0 $4,200,000 Q- 0 Q 2025 2026 2027 2028 2029 $0 $0 $0 $200,000 $250,000 $0 $0 $0 $0 $1,100,000 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $1,350,000 $0 $0 $0 $200,000 $1,350,000 $0 $0 $0 $200,000 $1,350,000 2030 $0 $0 $2,650,000 $2,650,000 $2,650,000 $2,650,000 2031-45 $0 $0 $0 $0 $0 $0 Packet Pg. 241 PWT-22 °227th PI �, _ 0. Q a q'�`' ' SR-104 @ 95TH PL W INTERSECTION - 228th St S'r: -. 228TH ST SW IMPROVEMENTS■�� a � `py Westgate G, Chapel c 229th St W 1 a * tt• ■ PUD Sub Station s _ Benefit Improve intersection safety for pedestrians and vehicles. Description Upgrade all ADA Curb Ramps; and add C-Curb for access management. This project was identified in the SR-104 Complete Streets Corridor Analysis (completed in 2015). L Q Estimated Project Cost $287,000 0 'includes prior year expenditures C _ 0 r a Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 > Design $0 $0 $0 $45,000 $0 $0 $0 g� Construction $0 $0 $0 $0 $242,000 $0 $0 a a Expense Total $0 $0 $0 $45,000 $242,000 $0 $0 0 0 Unsecured Funding $0 $0 $0 $45,000 $242,000 $0 $0 Funding Source Total $0 $0 $0 $45,000 $242,000 $0 $0 U- Packet Pg. 242 PWT-23 SR-104 @a 238TH ST SW INTERSECTION IMPROVEMENTS L Benefit Improve vehicular and pedestrian safety. a Description Install traffic signal. This project was identified in the SR-104 Complete Street Corridl a Analysis (completed in 2015). L Estimated Project Cost $1,611,000 Q- 0 'includes prior year expenditures — c 0 Budget Q- a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $241,000 $0 $0 $0 Construction $0 $0 $0 $0 $1,370,000 $0 $0 a Expense Total $0 $0 $0 $241,000 $1,370,000 $0 $0 a 0 Unsecured Funding $0 $0 $0 $241,000 $1,370,000 $0 $0 U Funding Source Total $0 $0 $0 $241,000 $1,370,000 $0 $0 c LL Packet Pg. 243 PWT-24 OLYMPIC VIEW DR @ 76TH AVE W INTERSECTION IMPROVEMENTS Benefit Description ,OW Way — • a ,y ar / ♦ F i Post = r 184th PI Office _ _- Seaview Park • O` YMP1C VIEW D # d � R to 0 p0 o� L �Z Z /UJ>; Pow, C The improvement will reduce the intersection delay. The projected Level of Service is a- LOS F in 2035, which is below the City's concurrency standards (LOS D). The project will improve the Level of Service to LOS B. a� as L Install traffic signal (the intersection currently stop controlled for all movements). Q. o (ROADWAY ROJECT PRIORITY in 2015 Transportation Plan: #11). L) 4- 0 Estimated Project Cost $1,428,000 0 'includes prior year expenditures o Q Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $244,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,184,000 $0 $0 $0 $0 $0 $0 $1,428,000 $0 $0 $0 $0 $0 $0 $1,428,000 $0 $0 $0 $0 $0 $0 $1,428,000 Packet Pg. 244 PWT-25 84TH AVE W (212TH ST SW TO 238TH ST SW) Benefit Description N a N N y Bpy,�O/Ny�p A Q 212ZNSTSW. 3 > > x x r i 220TH ST SW > 3 a 228TH ST SW o 228TH ST3� < 3 > x as F4 n � A 236TH ST' I Improve traffic flow, access and active transportation uses by installing a center two a- way left turn lane, sidewalks, bike lanes and street lighting. .N c W Widen 84th Ave. W to (3) lanes with curb, gutter, bike lanes, and sidewalk on each Q. side of the street. (part of this project was ranked #6 in the Long Walkway list of the o 2015 Transportation Plan). L) 4- 0 Estimated Project Cost $18,672,000 0 'includes prior year expenditures o Q Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $2,380,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $16,292,000 $0 $0 $0 $0 $0 $0 $18,672,000 $0 $0 $0 $0 $0 $0 $18,672,000 $0 $0 $0 $0 $0 $0 $18,672,000 Packet Pg. 245 PWT-26 SR-104 a@ 76TH AVE W Seattle Baptist > Lake Ballinger FO Church Q INTERSECTION MO"641 IMPROVEMENTS N205THST •N205TH `r ar sT LAKE BALLINGER WAY �2 ti N 204TH PLv ?fib TH Pt 4 Q W > Q O Z 0 N .Z03RD a _ R Benefit Improve access, safety and delay at the intersection. a Description Add a second westbound left turn lane along SR-104. This project was identified in ti r- SR-104 Complete Street Corridor Analysis (completed in 2015). L Estimated Project Cost $3,630,000 Q 0 'includes prior year expenditures C _ 0 Budget r a a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 > Design $0 $0 $0 $0 $0 $0 $541,000 aI Construction $0 $0 $0 $0 $0 $0 $3,089,000 a Expense Total $0 $0 $0 $0 $0 $0 $3,630,000 a 0 Unsecured Funding $0 $0 $0 $0 $0 $0 $3,630,000 U m Funding Source Total $0 $0 $0 $0 $0 $0 $3,630,000 LL Packet Pg. 246 PWT-27 OLYMPIC VIEW DR @ 174TH ST SW INTERSECTION IMPROVEMENTS 172nd PI S* W 172nd St Sw M , 4 -A % O` 172nd Sr SW Olympic a o� rd St SW 173rd St o View Open aaa ��F BEACII space I-3rd PI Sw 0 2a o 0 Warn St sw 3 0 L a St. Thomas Moore School 176th St S4'J C t6 Benefit Improve intersection efficiency and safety of drivers accessing either street. a. .N t= Description Widen Olympic View Dr. to add a northbound left turn lane for 50' storage length. Shi- the northbound lanes to the east to provide an acceleration lane for eastbound left Q. turns. Install traffic signal to increase the LOS and reduce intersection delay. o (ROADWAY PROJECT PRIORITY in 2015 Transportation Plan: #13) L) 4- 0 Estimated Project Cost $758,000 0 'includes prior year expenditures o Q Budget N '1 t= Project Cost 2025 2026 2027 2028 2029 2030 2031-45 a Design $0 $0 $0 $0 $0 $0 $127,000 a 0 Right of Way $0 $0 $0 $0 $0 $0 $0 U Fa Construction $0 $0 $0 $0 $0 $0 $631,000 c LL Expense Total $0 $0 $0 $0 $0 $0 $758,000 Unsecured Funding $0 $0 $0 $0 $0 $0 $758,000 0 E Funding Source Total $0 $0 $0 $0 $0 $0 $758,000 NI Packet Pg. 247 PWT-28 175TH ST SW SLOPE REPAIR s Snohomish County Perk Am - �I 10 3 � , W a 10 Benefit Repair roadway and stabilize slope embankment. Description The project will stabilize the roadway subgrade and embankment and rebuild the damaged pavement on 175th St. SW. Estimated Project Cost $1,060,000 'includes prior year expenditures Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,060,000 $0 $0 $0 $0 $0 $0 $1,060,000 $0 $0 $0 $0 $0 $0 $1,060,000 $0 $0 $0 $0 $0 $0 $1,060,000 $0 $0 $0 Packet Pg. 248 1 PWT-59 TRAFFIC SIGNAL PROGRAM Benefit Improve reliability of traffic signal operation. Description This program started in 2019 and will provide new signal upgrades, such as vehicle detection at intersections, new vehicle/pedestrian head equipment and other signal - related upgrades. These improvements will improve the safety of the City's transportation system. Estimated Project Cost $30,280 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 126 - REET Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $1,000 $1,000 $0 $0 $0 $0 $0 $29,280 $29,280 $0 $0 $0 $0 $0 $30,280 $30,280 $0 $0 $0 $0 $0 $30,280 $30,280 $0 $0 $0 $0 $0 $30,280 $30,280 $0 $0 $0 $0 $0 a .y m a E 0 L) 0 0 a 0 Q Packet Pg. 249 PWT-70 SAFETY ACTION PLAN Benefit Description nr_n" �O'A R ,. Complete this document so safety projects for all modes of transportation can be a completed (by securing future grants). .N c a� A comprehensive safety plan aimed at reducing and eliminating serious -injury and fat Q. crashes affecting all roadway users. In order to qualify for future Infrastructure E Implementation Grant or Planning / Demonstration Grant (through Safe Streets for Al co) SS4A, the project needs to be identified in this plan. o c 0 Estimated Project Cost $375,000 C 'includes prior year expenditures Q Budget Project Cost Design Expense Total Federal Grants Fund 112 - Street (Gas Tax & Multi -Modal) Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $375,000 $0 $0 $0 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $0 Packet Pg. 250 NON -MOTORIZED TRANSPORTATIO1 i` oil oil "� - C71; �fr • �� r � Hp 1. a 4 • r �%: f ri ' �4 i . w 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS PWT_29 EDh10NDS WAY I PUD Sub Westgate Station 232ND ST SW WALKWAY FROM 100TH AVE TO SR-104 Benefit Description Estimated Project Cost *includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total s • � r 3 Salem Edmonds Lutheran Heights < Church x K-'12 0 Scriber - •T! •�ln.> i� 73tnpsw Lake High * v'+ ! _ _ School I � 26 This project would improve pedestrian safety. a Install sidewalk along 232nd St. SW from 100th Ave. W to SR-104. This project rankE #3 in the Long Walkway List of 2015 Transportation Plan. L Q- $1,856,000 E 0 U 0 c 0 Q- 0 a 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $284,000 $0 $0 $0 $0 $0 $0 $0 $1,572,000 $0 a $0 $0 $0 $0 $284,000 $1,572,000 $0 0 $0 $0 $0 $0 $284,000 $1,572,000 $0 U $0 $0 $0 $0 $284,000 $1,572,000 $0 c LL Packet Pg. 252 PWT-30 236TH ST SW / 234TH ST. SW WALKWAY FROM 94TH AVE. W / MADRONA ELEM TO 97TH PL. W Benefit Description = Woodway Madrona 236th St SJ Elementary School C _R This project would improve pedestrian safety. a Install sidewalk with curb and gutter along 94th Ave. W from 236th St. SW / Madrona r- Elementary to 234th St. SW, 234th St. SW from 94th Ave. W to 96th Ave. W, and 236th St. SW from 96th Ave. W to 97th PI. W. This project ranked #4 in Long Walkw, a list of the 2015 Transportation Plan. c Estimated Project Cost $2,107,000 = *includes prior year expenditures r a 0 a Budget ;I Project Cost 2025 2026 2027 2028 2029 2030 2031-45 1= is (L Design $0 $0 $0 $313,000 $0 $0 $0 a E Construction $0 $0 $0 $0 $1,794,000 $0 $0 L) Expense Total $0 $0 $0 $313,000 $1,794,000 $0 $0 Unsecured Funding $0 $0 $0 $313,000 $1,794,000 $0 $0 ii Funding Source Total $0 $0 $0 $313,000 $1,794,000 $0 $0 0 Packet Pg. 253 PWT-31 236TH ST SW WALKWAY FROM HWY 99 TO 76TH AVE W saw Benefit This project would improve pedestrian safety. a. Description Install sidewalk along 236th St. SW from Hwy 99 to 76th Ave. W. This project rankec #10 in Long Walkway List of the 2015 Transportation Plan. L Q- Estimated Project Cost $2,054,000 0 'includes prior year expenditures — c 0 Budget Q- a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $0 $0 $0 $293,000 Right of Way $0 $0 $0 $0 $0 $0 $0 a Construction $0 $0 $0 $0 $0 $0 $1,761,000 0 Expense Total $0 $0 $0 $0 $0 $0 $2,054,000 U Fu Unsecured Funding $0 $0 $0 $0 $0 $0 $2,054,000 c LL Funding Source Total $0 $0 $0 $0 $0 $0 $2,054,000 c Packet Pg. 254 PWT-32 84TH AVE W WALKWAY FROM Lutheer`hr an - Perk and Church 238TH ST SW TO Ride m 0 234TH ST SW N $ 3 9L a x 238TH ST SW Benefit This project would improve pedestrian safety. Description The walkway project proposed approximately 1,000 LF of new sidewalk on the east side of 84th Ave W with ADA compliant pedestrian curb ramps. Estimated Project Cost $3,325,000 'includes prior year expenditures Budget Project Cost Design ROW Construction Expense Total Fund 126 - REET Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $100,000 $0 $0 $296,000 $0 $0 $0 $0 $0 $0 $329,000 $0 $0 $0 $0 $0 $0 $0 $2,550,000 $0 $0 $100,000 $0 $0 $625,000 $2,550,000 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $625,000 $2,550,000 $0 $0 $100,000 $0 $0 $625,000 $2,550,000 $0 $0 Packet Pg. 255 PWT-33 80TH AVE W WALKWAY FROM 212TH ST SW TO 206TH ST SW Benefit Description College Place Elementary College Place Middle LYNNWOODza8TH Sr sw EDMONDS Edmc Pub Edmonds Woy Water Tank Jeremiah Woodway . 12TH ST SW I Center High School _ C <0 The improvements will improve active transportation safety (including for school kids a - due to proximity of several schools). .N c a� Install sidewalk along 80th Ave. W from 206th St. SW to 212th St. SW with curb and Q. gutter. This project ranked #1 in Long Walkway List of the 2015 Transportation Plan. o U 4- Estimated Project Cost $1,677,000 c Includes prior year expenditures 0 la- 0 a Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $117,000 $127,000 $0 $0 $0 $0 $0 $0 $0 $1,433,000 $0 $0 $0 $0 $117,000 $127,000 $1,433,000 $0 $0 $0 $0 $117,000 $127,000 $1,433,000 $0 $0 $0 $0 $117,000 $127,000 $1,433,000 $0 Packet Pg. 256 PWT-34 80TH AVE W WALKWAY FROM 188TH ST SW TO b� OLYMPIC VIEW DR F�y�ONQyo' 3_ �Y LYNNWOOD F o $1 1871n p% S" I I BBI� Benefit This project would improve pedestrian safety. a Description Install sidewalk along 80th Ave. W from 188th St. SW to OVD. This project ranked #1 in Long Walkway List of the 2015 Transportation Plan. L Estimated Project Cost $2,473,000 Q- 0 'includes prior year expenditures — c 0 Budget Q- a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $511,000 $0 $0 $0 Construction $0 $0 $0 $0 $1,962,000 $0 $0 a Expense Total $0 $0 $0 $511,000 $1,962,000 $0 $0 a 0 Unsecured Funding $0 $0 $0 $511,000 $1,962,000 $0 $0 U Funding Source Total $0 $0 $0 $511,000 $1,962,000 $0 $0 c LL Packet Pg. 257 PWT-35 218TH ST SW WALKWAY FROM 76TH AVE W TO 84TH AVE W Chase Lake Elementary tamonas vwooaway nign Swedish 3 - School Edmo w 3 > Chase Lake -- Q School > Q 00 Edmonds ESPERANCE Church of God 220TH ST SW Benefit The improvements will improve pedestrian safety. Description Install sidewalk along 218th St. SW from 76th Ave. W to 84th Ave. W with curb and gutter. This project ranked #2 in Long Walkway List of the 2015 Transportation Plan Estimated Project Cost $1,843,000 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $280,000 $0 $0 $0 $0 $0 $0 $0 $1,563,000 $0 $0 $0 $0 $0 $280,000 $1,563,000 $0 $0 $0 $0 $0 $280,000 $1,563,000 $0 $0 $0 $0 $0 $280,000 $1,563,000 $0 $0 I Packet Pg. 258 PWT-36 WALNUT ST WALKWAY - W - St FROM 6TH AVE S TO 7THAVE S w a Walnut St im Cedar St r � I C Benefit This project will improve pedestrian safety along this stretch. (L U) Description Install sidewalk on the south side of Walnut St. from 6th Ave. S to 7th Ave. S. This project is ranked #9 in the Short Walkway List (from 2015 Transportation Plan). a E Estimated Project Cost $308,000 0 L) "includes prior year expenditures c 0 r a 0 Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 N >i Design $0 $0 $0 $53,000 $0 $0 $0 c a Construction $0 $0 $0 $255,000 $0 $0 $0 CL E E Expense Total $0 $0 $0 $308,000 $0 $0 $0 0 L) Unsecured Funding $0 $0 $0 $308,000 $0 $0 $0 = U- Funding Source Total $0 $0 $0 $308,000 $0 $0 $0 a Packet Pg. 259 PWT-37 216TH ST SW WALKWAY FROM HWY 99 TO 72ND AVE W Benefit Description 21 sth St sw , O o0 r oso Swedish Q�2 - .Edmonds %16t1-� l 4,. ��2 v �216thStsw �G c to To provide a safe and desirable walking route. a Install 150' sidewalk on north side of 216th St. SW from Hwy. 99 to 72nd Ave. W (completing a missing link on north side of 216th St. SW). This project is ranked #3 in the Short Walkway List (from 2015 Transportation Plan). a E 0 Estimated Project Cost $233,000 `includes prior year expenditures 0 c 0 a 0 Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 N >I Design $0 $0 $0 $35,000 $0 $0 $0 a Construction $0 $0 $0 $198,000 $0 $0 $0 CL E Expense Total $0 $0 $0 $233,000 $0 $0 $0 0 L) Unsecured Funding $0 $0 $0 $233,000 $0 $0 $0 S Funding Source Total $0 $0 $0 $233,000 $0 $0 $0 a Packet Pg. 260 PWT-39 CITYWIDE BICYCLE IMPROVEMENTS PROJECT Benefit This project will create new bike connections to various destination points throughout a the City (such as schools, parks, Downtown, Sound Transit Station). Sound Transit awarded the grant to fund improvements that will provide more convenient access so c that more people can use Sound Transit services. L Q- I 0 U Description The project added bike lanes or sharrows on the following streets: o • 100th Ave/9th Ave from 244th St to Walnut St a • Walnut/Bowdoin Way from 9th Ave to 84th Ave a • 228th St. from 76th Ave to 80th Ave -°a • Bike sharrows on 80th Ave from 228th St. to 220th St. a Pedestrian crossing improvements including curb ramps, rectangular rapid flashing > beacons (RRFB) and signing were installed at 100th Ave & 224th St, 9th Ave & Pine >I St, Bowdoin Way& 96th Ave and Bowdoin Way & Pioneer Way. The construction wa: a completed in 2024 and project close-out is scheduled for 2025. a Estimated Project Cost $2,800,000 Includes prior year expenditures Budget Project Cost Construction Expense Total Fund 125 - REET Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $10,000 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 Packet Pg. 261 PWT-40 MAPLEWOOD DR WALKWAY FROM MAIN ST TO 200TH ST SW Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total a - U a a Create pedestrian connection between Maplewood Elementary School on 200th St. S a and Main St., by encouraging kids to use non -motorized transportation to walk to / froi ,> school. _ a� as L Q- Construct sidewalk on Maplewood Dr. from Main St. to 200th St. SW (— 2,700'). A o sidewalk currently exists on 200th St. SW from Main St. to 76th Ave. W, adjacent to � Maplewood Elementary School (rated #18 in the Long Walkway list of the 2015 0 Transportation Plan). a Q- $3,128,000 a 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $233,000 $233,000 $0 $0 $0 $0 $0 $0 $0 $2,662,000 $0 $0 $0 $0 $233,000 $233,000 $2,662,000 $0 $0 $0 $0 $233,000 $233,000 $2,662,000 $0 $0 $0 $0 $233,000 $233,000 $2,662,000 $0 Packet Pg. 262 PWT-41 ��ri`..•:�;*•ems 220TH ST SW 95TH PL W WALKWAY �" I.P. ' �� -� � ZQ 9 FROM 224TH ST Elementary SW TO Elementary /. V- F UJa $c W • 3 W y .+ ^ � � 220TH ST SW o t �R a; ♦ �. af. 4 :' L IF �r so AW a I= nan sw Benefit This project would improve pedestrian safety. Description Install sidewalk along 95th PI. W from 224th St. SW to 220th St. SW with curb and gutter. This project ranked #8 in the Long Walkway List of the 2015 Transportation Plan. Estimated Project Cost $914,000 `includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $139,000 $0 $0 $0 $0 $0 $0 $0 $775,000 $0 $0 $0 $0 $0 $139,000 $775,000 $0 $0 $0 $0 $0 $139,000 $775,000 $0 $0 $0 $0 $0 $139,000 $775,000 $0 $0 C R a .y m L a E 0 L) 0 0 r a 0 a Packet Pg. 263 PWT-43 Senttle 3 ' SR-104 & 76TH NON- FoMoy Baptist W Lake Church = Ballinger MOTORIZED TRANSPORTATION N 205TH ST N 205TH ST LAKE BALLINGER WAY IMPROVEMENTS N20dTH PL y?04fH Pl w a a 0 Z a 0 " Z iu F.N f_r12u�N� Benefit Improve active transportation safety along this section of the Interurban Trail and a across SR-104. > c Description Extend bike lanes within proximity of the intersection in northbound and southbound directions. Install APS on all corners and new ADA curb ramps. a E Estimated Project Cost $1,666,000 0 L) "includes prior year expenditures c 0 r a 0 Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 N >i Design $0 $0 $0 $277,000 $0 $0 $0 c a Construction $0 $0 $0 $0 $1,389,000 $0 $0 CL E E Expense Total $0 $0 $0 $277,000 $1,389,000 $0 $0 0 L) Unsecured Funding $0 $0 $0 $277,000 $1,389,000 $0 $0 = U- Funding Source Total $0 $0 $0 $277,000 $1,389,000 $0 $0 a Packet Pg. 264 PWT-45 SR-104 WALKWAY HAWK TO PINE/PINE FROM SR-104 TO 9TH Edmonds Marsh Edn,,,.. .. City Perk •... Qo Fa 0o y�tios N 02 R Benefit This project will improve pedestrian connectivity between the residential areas along 3rd Ave. S to Downtown Edmonds and City Park. .y C GN L Description Installation of sidewalk with ADA curb ramps along SR-104 from the HAWK signal to Q Pine St and along Pine St from SR-104 to 9th Ave S c L) Estimated Project Cost $3,473,000 0 c *includes prior year expenditures 0 a 0 a Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 i $0 $0 $0 $0 $0 $579,000 c $0 : $0 $0 $0 $0 $0 $2,894,000 E $0 $0 $0 $0 $0 $0 $3,473,000 $0 i $0 $0 $0 $0 $0 $3,473,000 $0 z $0 $0 $0 $0 $0 $3,473,000 $0 Packet Pg. 265 PWT-46 191 ST ST SW FROM 80TH AVE W TO 76TH AVE W 190th St SW 1. tttl ti 'AL4 • 1 O Q2 Sierra Park 4 3 ' ' , tis0 3 w Q 2 H Lynndale Park 9 y Lynnc 19"t St Elemer S D It` C Benefit This project would improve pedestrian safety. Description Install sidewalk along 191th St. SW from 80th Ave. W to 76th Ave., with curb and gutter. This project ranked #8 in Long Walkway List of the 2015 Transportation Plan. L Q Estimated Project Cost $762,000 0 'includes prior year expenditures — c 0 �r a Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design, ROW, and $0 $0 $0 $0 $0 $0 $762,000 Construction Expense Total $0 $0 $0 $0 $0 $0 $762,000 Unsecured Funding $0 $0 $0 $0 $0 $0 $762,000 Funding Source Total $0 $0 $0 $0 $0 $0 $762,000 Packet Pg. 266 PWT-47 104T H AVE W / ROBINHOOD LN FROM 238TH ST TO 106TH AVE W £ R Salem 5 Edmonds Lutheran Heights Church Wachisea Rd K-12 y Scriber Lake Z High School - 00 O� 3 i 3 a Hickman � Perk Edmonds Memorial Faith Community I Cemetery Church C t6 Benefit This project would improve pedestrian safety. a Description Install sidewalk along 104th Ave. W from 238th ST. SW to 106th Ave. W, with curb al a gutter. This project ranked #10 in the Long Walkway List of the 2015 Transportation a Plan. CL E Estimated Project Cost $1,192,000 0 4- 'includes prior year expenditures 0 c 0 Q. 0 Budget a N > Project Cost 2025 2026 2027 2028 2029 2030 2031-45 i Design, ROW, and $0 $0 $0 $0 $0 $0 $1,192,000 a Construction a E Expense Total $0 $0 $0 $0 $0 $0 $1,192,000 LO) Unsecured Funding $0 $0 $0 $0 $0 $0 $1,192,000 c Funding Source Total $0 $0 $0 $0 $0 $0 $1,192,000 u- T Packet Pg. 267 PWT-48 80TH AVE W FROM 218TH ST SW TO 220TH ST SW Benefit Description Chase Lake ' School Y > 0 $ LLJ Q 466 i MGM do M �• r�.t 01 • = 218th St SW 3 3 H s ono ■ a �•� a�' 220TH ST SW ss Edmond� s ■ �na1' . > ��Ai ■ S 7 Lo JrS i * *� ■ 7. Church .r=. ■ • �' ' ' it a of God l � L ESPERANCE I C This project would improve pedestrian safety. a Install sidewalk along 80th Ave. W from 218th ST. SW to 220th ST. SW, with curb an gutter. This project ranked #7 in the Short Walkway List of the 2015 Transportation Plan. CL E 0 Estimated Project Cost $365,000 'includes prior year expenditures 0 c 0 :a. 0 Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 N >i Design, ROW, and $0 $0 $0 $0 $0 $0 $365,000 a Construction a E Expense Total $0 $0 $0 $0 $0 $0 $365,000 LO) Unsecured Funding $0 $0 $0 $0 $0 $0 $365,000 c Funding Source Total $0 $0 $0 $0 $0 $0 $365,000 i� Packet Pg. 268 PWT-49 84TH AVE W FROM 188TH ST SW TO 186TH ST SW Benefit Description 3 185th PI SW - - � 7 ■ 5 � ` ' ■ d 1 tt Seaviaw 7� Q 4J�+r a �.r.. r. a 9r ,i �e-tiw♦ Park = 00 ro St SW 187th PI SW r AP t z 3 187th St SWam 3 , S a. ■ & .�iqr=adudIR ;• - L 60 F � IS ■ � 12tt■� A Y� � � 3th St SW 3 7 AN 41111111111 Seaview a I Elementary _ t6 This project would improve pedestrian safety. a Install sidewalk along 84th Ave. W from 188th St. SW to 186th St. SW., with curb anc gutter. This project ranked #5 in Short Walkway List of the 2015 Transportation Plan L Q a Estimated Project Cost $369,000 0 'includes prior year expenditures — c 0 Budget Q- a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design, ROW, and $0 $0 $0 $0 $0 $0 $369,000 Construction a Expense Total $0 $0 $0 $0 $0 $0 $369,000 E Unsecured Funding $0 $0 $0 $0 $0 $0 $369,000 0 L) Funding Source Total $0 $0 $0 $0 $0 $0 $369,000 Packet Pg. 269 PWT-50 238TH ST SW FROM HWY 99 TO 76TH AVE W Benefit Description w Q Methey Bellinger I Perk t6 This project would improve pedestrian safety. a Install sidewalk along 238th St. SW from Hwy 99 to 76th Ave. W. This project rankec #10 in Long Walkway List of the 2015 Transportation Plan. L Q- a Estimated Project Cost $1,445,000 0 'includes prior year expenditures — c 0 Budget Q- a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $211,000 $0 $0 $0 Construction $0 $0 $0 $0 $1,234,000 $0 $0 a Expense Total $0 $0 $0 $211,000 $1,234,000 $0 $0 a 0 Unsecured Funding $0 $0 $0 $211,000 $1,234,000 $0 $0 U Funding Source Total $0 $0 $0 $211,000 $1,234,000 $0 $0 c LL Packet Pg. 270 PWT-55 (f) ' w ELM WAY WALKWAY 7thand Q Elm Park = H FROM 8TH AVE. S TO - 9TH AVE. S 220TH ST SW �3 W Q La e„c I Benefit The project will improve pedestrian safety and provide a missing link of sidewalk on a- ElmWay between 8th Ave and 9th Ave. .N c a� Description The walkway project is ranked #6 on the short walkway list from the 2015 Q Transportation Plan. The project constructed approximately 700 feet of new sidewalk; o six pedestrian curb ramps and modify the existing stormwater system on Elm Way L) between 8th Ave. S and 9th Ave. S. Construction was completed in 2024. Project o closeout in 2025. 0 Estimated Project Cost $1,000,000 Q- a 'includes prior year expenditures `. N I C Budget C E Project Cost 2025 2026 2027 2028 2029 2030 2031-45 L) Construction $5,000 $0 $0 $0 $0 $0 $0 6 Expense Total $5,000 $0 $0 $0 $0 $0 $0 v Fund 126 - REET $5,000 $0 $0 $0 $0 $0 $0 0 E Funding Source Total $5,000 $0 $0 $0 $0 $0 $0 Packet Pg. 271 PWT-60 PEDESTRIAN SAFETY PROGRAM Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 126 - REET Funding Source Total _ Improve safety at pedestrian crossings. a This program started in 2019 and will provide pedestrian safety improvements, such E r- additional signage / striping, flashing LED's around stop signs, or other improvement; These improvements will improve the safety of the City's transportation system. a E 0 L) $20,180 0 0 a 0 Q 2025 2026 2027 2028 2029 2030 2031-45 $1,000 $1,000 $0 $0 $0 $0 $0 $19,180 $19,180 $0 $0 $0 $0 $0 $20,180 $20,180 $0 $0 $0 $0 $0 $20,180 $20,180 $0 $0 $0 $0 $0 $20,180 $20,180 $0 $0 $0 $0 $0 Packet Pg. 272 PWT-66 4TH AVENUE CULTURAL CORRIDOR Benefit The corridor improvements in the public right of way will encourage pedestrian traffic a - and provide a strong visual connection between the ECA and downtown retail. Improvements will enhance connectivity as an attractive walking corridor and contribu c to the economic vitality in downtown. The project has been supported by the commun in the 2014 Community Cultural Plan and in the goals and priorities for the State Q. certified Creative District. This project is supported by the 2022 Parks, Recreation anc o Open Space (PROS) Plan. 0 c 0 Q. 0 Description Final design of 4th Avenue Cultural Corridor to include site design and construction a documents for a safe, pedestrian friendly, and art enhanced corridor in the public righ of way which provides a strong visual connection along 4th Avenue N between Main >I Street and Edmonds Center for the Arts. Interim work on this project since the concei 2 was developed includes a 2015 temporary light artwork "Luminous Forest", as well as a preliminary design development through 2020-21. Funding for this project has not be( o secured at this time. The 4th Avenue Cultural Corridor Project is managed by the L) Community Services/Economic Development Department. Estimated Project Cost $9,206,600 Includes prior year expenditures Budget Project Cost Design Right of Way Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $1,000,000 $500,000 $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $6,000,000 $0 $0 $0 $0 $1,000,000 $1,000,000 $6,000,000 $0 $0 $0 $0 $1,000,000 $1,000,000 $6,000,000 $0 $0 $0 $0 $1,000,000 $1,000,000 $6,000,000 $0 Packet Pg. 273 8.2.d Q PWT-51 ulympic Railroad Snc Beech Park Station l. Lib FERRY STORAGE Jlltayto�ra monHazel Christian Pugel Sound CityEdmonds Miller Science Port d Treatment Plant Plaza Church Edmonds IMPROVEMENTS FROM Wildlife Refuge h PINE ST TO DAYTON ST a a Edmonds Marsh a Edmonds Marsh Marina Beach city Perk i o _ C t6 Benefit Reduce conflicts between ferry storage and access to local driveways. a .N Description Modify existing lane channelization on SR104 to add vehicle storage for ferry users. L Q- Estimated Project Cost $403,000 0 'includes prior year expenditures — c 0 Budget Q- a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 N Design $0 $0 $0 $61,000 $0 $0 $0 Construction $0 $0 $0 $342,000 $0 $0 $0 a a Expense Total $0 $0 $0 $403,000 $0 $0 $0 0 U Unsecured Funding $0 $0 $0 $403,000 $0 $0 $0 c Funding Source Total $0 $0 $0 $403,000 $0 $0 $0 LL Packet Pg. 275 8.2.d 15 M P H I� a to y C GN L tV L. CL G ♦0♦ V 0 C 0 Q 0 g �4 K TOW t�%4d t� -•!r� � �. fir, y� t 't � ei �A ! ��S 1 Packet Pg. 276 EML8.2.d�� PWT-52 TRAFFIC CALMING PROGRAM _ Benefit Reduce vehicle speeds on City streets that qualify under the City's Traffic Calming a. Policy. .N c Description Install traffic calming devices along selected stretches throughout the City with speeding issues (through completion of detailed evaluation). This ongoing annual Q. program started in 2015 and is included in the City's 6-year Transportation o Improvement Program (TIP) and Capital Improvement Program (CIP). U 4- 0 Estimated Project Cost $80,650 0 '`includes prior year expenditures o Q Budget N '1 Project Cost 2025 2026 2027 2028 2029 2030 2031-45 a Design $10,000 $10,000 $2,000 $2,000 $2,000 $2,000 $30,000 a 0 Construction $70,650 $70,650 $20,000 $20,000 $20,000 $20,000 $300,000 U Fu Expense Total $80,650 $80,650 $22,000 $22,000 $22,000 $22,000 $330,000 c LL Fund 126 - REET $80,650 $80,650 $22,000 $22,000 $22,000 $22,000 $330,000 Funding Source Total $80,650 $80,650 $22,000 $22,000 $22,000 $22,000 $330,000 0 E Packet Pg. 277 TRAFFIC PLANNINI I 'lip wL t 1,2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS PWT-53 ADA TRANSITION PLAN (RIGHT-OF-WAY) UPDATE Benefit Description Estimated Project Cost Includes prior year expenditures Budget Project Cost Design Expense Total Unsecured Funding Funding Source Total Inventories and prioritizes ADA issues in the City right of way, as well as City building: a - and parks facilities. .N The 2017 Transition Plan completed an ADA evaluation and prioritization of the City's c street right-of-way. This decision package will update the 2017 plan and expand the Q. evaluation to include City Buildings and Parks facilities. The Plan will inventory o physical barriers preventing accessibility and develop actions and preliminary cost L) estimates to address ADA non-compliance. o c 0 $440,000 Q- 0 Q 2025 2026 2027 2028 $0 $0 $0 $440,000 $0 $0 $0 $440,000 $0 $0 $0 $440,000 $0 $0 $0 $440,000 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Packet Pg. 279 PWT-54 TRANSPORTATION PLAN UPDATE Benefit Description Based upon existing and projected future land use and travel patterns, the a Transportation Plan describes roadway pedestrian, bicycle and transit infrastructure 45, and services and provides an assessment of existing and projected future c transportation needs. The Plan will establish the transportation priorities and guides & development of the six -year Transportation Improvement Program (TIP), Capital Q. Improvement Program (CIP), Capital Facilities Plan (CFP) and introduce Multimodal o Level of Service (MMLOS). L) 4- 0 c 0 Q- 0 The Transportation Plan serves as the transportation element of the City's a Comprehensive Plan and is being updated in coordination with the 2024 Comprehensive Plan Update. The plan was last updated in 2015. The Transportation Plan Update will be completed in Fall 2024. The funding in 2025 will develop the new multi -modal impact fee and provide staff training on implementin, the program on private development projects. Estimated Project Cost $406,000 "includes prior year expenditures Budget Project Cost 2025 Planning $35,000 Expense Total $35,000 Fund 112 - Street (Gas Tax & $35,000 Multi -Modal) Funding Source Total $35,000 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A $0 $0 $0 $0 Packet Pg. 280 GREEN STREET; • 11 � +T ,3► � •'� �) •� `` ,• . !' I . - � �s•>�`•`v yr -f r t A A f , ` � \ ~ � I • may., � `�' •.�. ` ^� 1 � j \ • 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS PWT-64 TA9001 W GREEN STREETS T- 236TH ST SW - 84TH AVE W TO HIGHWAY 99 "��� " -Y Benefit Description F Incorporating green streets into the urban fabric of the City of Edmonds is intended to a demonstrate how trees, vegetation, engineered green stormwater solutions, physical and visual narrowing of vehicular lane widths, and shortening pedestrian crossings wii c curb bulbs help to slow traffic, ameliorate climate change impacts, and reinforce desired land use and transportation patterns on appropriate street rights -of -way. This Q. project is intended to increase the livability of a diverse, growing city. c U O c 0 CL The City of Edmonds proposes the development of this project to demonstrate how -°a green infrastructure can both address stormwater flows and enhance the streetscape g to benefit the Hwy 99 neighborhood and the downtown core. This project includes the following elements: • Roadway narrowing to reduce traffic speeds and to reduce impervious surface (vehicular capacity retained) • Sidewalks and planting strips added • Bioretention cells collect runoff from the road through curb cuts • Bioretention cells collect runoff directly from sidewalks • Public private partnership potential with Housing Hope and Terrace Place developments. Estimated Project Cost $3,710,000 Includes prior year expenditures Budget Project Cost Design Construction Expense Total Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $371,000 $0 $0 $0 $0 $0 $0 $3,339,000 $0 $0 $0 $0 $0 $0 $3,710,000 $0 $0 $0 $0 $0 $0 $3,710,000 $0 $0 $0 $0 $0 $0 $3,710,000 $0 Packet Pg. 282 WAT E i y - �+ ry ` t� � • 14 1 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS 8.2.d PWW-01 Annual Waterline Overlay (2024) Str-25025 $500 $0 $0 $0 $0 $0 $500 $0 $! PWW-02 2027 Water Comprehensive Plan Update 670-25017 $0 $150,000 $350,000 $0 $0 $0 $500,000 $0 c $500,1 a m PWW-03 Phase 14 Annual Replacement Program (2024) Cap-25029 $15,000 $0 $0 $0 $0 $0 $15,000 $0 $15,1 '0) d PWW-04 Phase 15 Annual Replacement Program (2025) Cap-25003 $3,533,000 $0 $0 $0 $0 $0 $3,533,000 $0 s $3,533,1 a E PWW-05 Phase 16 Annual Replacement Program (2026) Cap-25004/35 $547,000 $3,289,000 $0 $0 $0 $0 $3,836,000 $0 $3,836,1 0 4- 0 PWW-06 Phase 17 Annual Replacement Program (2027) Cap-25036 $0 $569,000 $3,966,000 $0 $0 $0 $4,535,000 $0 $4,535,1 c PWW-07 Phase 18 Annual Replacement Program (2028) $0 $0 $592,000 $4,124,000 $0 $0 $4,716,000 $0 r a $4,716,1 -°a Q PWW-08 Phase 19 Annual Replacement Program (2029) $0 $0 $0 $616,000 $4,289,000 $0 $4,905,000 $0 $4,905,1 PWW-10 Phase 20 Annual Replacement Program (2030) $0 $0 $0 $0 $641,000 $4,460,000 $5,101,000 $0 c $5,101,1 a PWW-11 Yost & Seaview Reservoir Repairs & Upgrades Cap-25001/34 $4,760,000 $3,850,000 $0 $0 $0 $0 $8,610,000 $0 a $8,610,1 c tU PWW-20 Phase 21 Annual Replacement Program (2031) & $0 $0 $0 $0 $0 $666,000 $666,000 $106,764,000 $107,430,1 Future Projects ii EXPENSE TOTAL $8,855,500 $7,858,000 $4,908,000 $4,740,000 $4,930,000 $5,126,000 $36,417,500 $106,764,000 $143,181,! c 0 E 2025-30 w Funding Source i i i i 2030 Total i i N Fund 421 - Water Utility $8,855,500 $7,858,000 $4,908,000 $4,740,000 $4,930,000 $5,126,000 $36,417,500 $106,764,000 N $143,181,! N FUNDING TOTAL $8,855,500 $7,858,000 $4,908,000 $4,740,000 $4,930,000 $5,126,000 $36,417,500 $106,764,000 $143,181,! c m E 0 .r .r Q Packet Pg. 284 PWW-01 ANNUAL WATERLINE OVERLAY (2024) Benefit low .7 IU Improve overall pavement condition in locations that were excavated and patched duE a - to the Annual Waterline Replacement Projects. .N c a� Description Road pavement overlays will cover areas of roadways that were excavated and Q patched in previous years as part of the Waterline Replacement Projects. o U 4- Estimated Project Cost $295,000 (2024) c 'includes prior year expenditures 0 Q- 0 a Budget Project Cost Construction Expense Total Fund 421 - Water Utility Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $500 $0 $0 $0 $0 $0 c $0 $500 $0 $0 $0 $0 $0 1 $0 $500 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 Packet Pg. 285 PWW-02 2027 WATER COMPREHENSIVE PLAN UPDATE Benefit Description Maintain a high level of drinking water quality, improve overall system reliability, a decrease probability of breakages and leakage, improve fire flows, and decrease > overall day to day maintenance costs. _ d a� L Q- The existing water comprehensive plan was last updated in 2017 and is required to bi E updated by the State Dept of Health (DOH) every 10 years. This project would be a 00 comprehensive evaluation of the City's drinking water system, its replacement o program, and operations. It will include recommendations for improvements or a adjustments with recommended priorities for selecting future capital maintenance a projects. -°a a Estimated Project Cost $500,000 *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $150,000 $350,000 $0 $0 $0 $0 Expense Total $0 $150,000 $350,000 $0 $0 $0 $0 Fund 421 -Water Utility $0 $150,000 $350,000 $0 $0 $0 $0 Funding Source Total $0 $150,000 $350,000 $0 $0 $0 $0 Packet Pg. 286 PWW-03-09,20 PHASE 14-35 WATER REPLACEMENT PROJECTS (2024-45) Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 421 - Water Utility Funding Source Total Maintain a high level of drinking water quality, improve overall system reliability, a decrease probability of breakages and leakage, improve fire flows, and decrease > overall day to day maintenance costs. c a� a� L Per the approved 2017 Water Comprehensive Plan, the projects will replace/maintain Q. pipe and related appurtenances at various locations throughout the City due to old ag o � being undersized, need to increase flow or pressure, or more prone to breakage due o its material properties. a $4.2 to $9.2 million/year Q- a 2025 2026 2027 2028 2029 2030 2031-45 $590,100 $569,000 $592,000 $616,000 $641,000 $666,000 $13,873,000 $3,504,900 $3,289,000 $3,966,000 $4,124,000 $4,289,000 $4,460,000 $92,891,000 $4,095,000 $3,858,000 $4,558,000 $4,740,000 $4,930,000 $5,126,000 $106,764,000 $4,095,000 $3,858,000 $4,558,000 $4,740,000 $4,930,000 $5,126,000 $106,764,000 $4,095,000 $3,858,000 $4,558,000 $4,740,000 $4,930,000 $5,126,000 $106,764,000 Packet Pg. 287 PWW-11 YOST & SEAVIEW RESERVOIR REPAIRS & UPGRADES Benefit Description Maintain a high level of drinking water quality, improve overall system reliability, a decrease probability of leakage, retrofit structures so that they meet current structural codes to improve their resiliency during earthquakes, and decrease overall day to day c maintenance costs. a� L Q I_ This work is being done to provide structural upgrades, repair leakages, and upgrade LO) to our two underground potable water storage reservoirs. Preliminary findings o completed in early 2023 were used to determine order of magnitude/preliminary costE r- and next steps for the now planned repairs and upgrades project. The Yost Reservoi a report shows that it will need a major structural and seismic retrofit, plus repairs to �° address leakage from the reservoir. The report for the Seaview Reservoir shows a similar issues as the Yost Reservoir, with a less serious leakage issue. Estimated Project Cost $9,659,000 "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $260,000 $0 $0 $0 $0 $0 $0 Construction $4,500,000 $3,850,000 $0 $0 $0 $0 $0 Expense Total $4,760,000 $3,850,000 $0 $0 $0 $0 $0 Fund 421 - Water Utility $4,760,000 $3,850,000 $0 $0 $0 $0 $0 Funding Source Total $4,760,000 $3,850,000 $0 $0 $0 $0 $0 Packet Pg. 288 STORMWATEI M;0, t 9` 101 r .4k•_ 14*5 z,..r �' - ':�rJalf`r�7 1 e,�. 1 - 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS 8.2.d STORMWATER PWD-11 Phase 4 Storm Maintenance Project (2024) Cap-25030 PWD-12 Phase 5 Storm Maintenance Project (2025) Cap-25016 PWD-13 Phase 6 Storm Maintenance Project (2026) Cap-25017/32 PWD-14 Phase 7 Storm Maintenance Project (2027) Cap-25033 PWD-15 Phase 8 Storm Maintenance Project (2028) PWD-16 Phase 9 Storm Maintenance Project (2029) PWD-18 Phase 10 Annual Storm Replacement (2030) PWD-07 Phase 11 Storm Maintenance Project (2031) & Future Projects PWD-19 Annual SD Overlays (2024) Str-25026 EDMONDS MARSH ESTUARY RESTORATION PWD-01 Edmonds Marsh Water Quality Improvements Cap-25012 (phase 1) PWD-05 Edmonds Marsh Water Quality Improvements Cap-25013 (phase 2) PWD-24 Edmonds Marsh Estuary Planning Study 670-25007 PERRINVILLE CREEK BASIN PWD-03 Perrinville Creek Flow Management Projects Cap-25010/11 PWD-04 Lower Perrinville Creek Restoration Project Cap-25014/15 PWD-23 Perrinville Creek Basin Analysis Update 670-25006 STORM DRAINAGE IMPROVEMENT PWD 06 Lake Ballinger Regional Facility Design $10,000 $0 $0 $0 $0 $0 $10,000 $0 $10,( $1,597,000 $0 $0 $0 $0 $0 $1,597,000 $0 c $1,597,( a m $249,000 $981,000 $0 $0 $0 $0 $1,230,000 $0 $1,230,( d t $0 $351,000 $1,825,000 $0 $0 $0 $2,176,000 $0 $2,176,( a E $0 $0 $365,000 $1,898,000 $0 $0 $2,263,000 $0 $2,263,( v 4- 0 $0 $0 $0 $380,000 $1,974,000 $0 $2,354,000 $0 $2,354,( c $0 $0 $0 $0 $395,000 $2,053,000 $2,448,000 $0 r a $2,448,( -00 Q $0 $0 $0 $0 $0 $411,000 $411,000 $51,280,000 $51,691,1 > $500 $0 $0 $0 $0 $0 $500 $0 $1 a a E 0 U $321,928 $0 $0 $0 $0 $0 $321,928 $0 $321,5 ii $386,708 $0 $0 $0 $0 $0 $386,708 $0 $386,1 0 $89,000 $0 $0 $0 $0 $0 $89,000 $0 $89,( ma w N N r $104,000 $108,000 $112,000 $116,000 $120,000 $125,000 $685,000 $2,641,000 $3,326,( r _ m $350,000 $1,520,000 $2,122,500 $0 $0 $0 $3,992,500 $0 $3,992,! R $468,343 $0 $0 $0 $0 $0 $468,343 $0 $468,; Q $0 $0 $200,000 $3,000,000 $0 $0 $3,200,000 $0 $3,200,Guu A I CAPITAL IMPROVEMENTS PROJECTS Packet Pg. 290 8.2.d STORMWATER PWD-22 7317 Lake Ballinger Way Floodplain Purchase Cap-25008/9 $256,000 $5,000 $0 $0 $0 $0 $261,000 $0 $261,( & Structure Removal c M COMPLIANCE RELATED a a� PWD-17 Storm and Surface Water Comprehensive Plan 670-25003 $213,000 $0 $0 $0 $0 $0 $213,000 $0 $213,( EXPENSE TOTAL $4,045,479 $2,965,000 $4,624,500 $5,394,000 $2,489,000 $2,589,000 $22,106,979 $53,921,000 d $76,027,E L Q I_ O U 1 1 O C O Citizen Cash Donation $25,000 $0 $0 $0 $0 $0 $25,000 $0 $25,( a O City of Lynnwood $30,086 $0 $0 $0 $0 $0 $30,086 $0 $30,( Q N Federal Grants $35,000 $0 $0 $0 $0 $0 $35,000 $0 $35,( Fund 422 - Stormwater Utility $3,081,476 $1,825,000 $3,032,625 $3,144,000 $2,489,000 $2,589,000 $16,161,101 $53,921,000 a $70,082,' E Marsh Preservation Fund $29,000 $0 $0 $0 $0 $0 $29,000 $0 O $29,( v c Secured Grants $582,417 $0 $0 $0 $0 $0 $582,417 $0 $582,1 - Unsecured Grants $262,500 $1,140,000 $1,591,875 $2,250,000 $0 $0 $5,244,375 $0 c $5,244,; E FUNDING TOTAL $4,045,479 $2,965,000 $4,624,500 $5,394,000 $2,489,000 $2,589,000 $22,106,979 $53,921,000 M $76,027,f w, N T" N r N r C d E t V R r.+ r.+ a Packet Pg. 291 PWD-07,11-16,18 PHASE 4-25 STORM MAINTENANCE PROJECTS (2025-45) Benefit Improve system reliability and capacity, decrease breakages, and decrease overall de to day maintenance costs. .N c a� Description Annual storm drain replacement/maintenance projects. Projects propose to replace o Q rehab storm drain infrastructure in several locations throughout the City. Locations of o work identified by City crews and staff via firsthand knowledge or video inspection L) results. Much of Edmonds stormwater infrastructure is past its useful lifespan and o requires routine replacement or repair to preserve the function of the storm drain a system. Failure to conduct annual maintenance projects will increase chances of stop a drain system failures. a Estimated Project Cost $1.2 to $4.4 million/year > 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $249,000 $351,000 $365,000 $380,000 $395,000 $411,000 $8,539,000 Construction $1,607,000 $981,000 $1,825,000 $1,898,000 $1,974,000 $2,053,000 $42,741,000 Expense Total $1,856,000 $1,332,000 $2,190,000 $2,278,000 $2,369,000 $2,464,000 $51,280,000 Fund 422 - Stormwater Utility $1,856,000 $1,332,000 $2,190,000 $2,278,000 $2,369,000 $2,464,000 $51,280,000 Funding Source Total $1,856,000 $1,332,000 $2,190,000 $2,278,000 $2,369,000 $2,464,000 $51,280,000 Packet Pg. 292 s PWD-19 ANNUAL SD OVERLAYS (2024) Benefit Description Improve overall pavement condition in locations that were excavated and patched due a - to the Annual Storm Replacement Projects. y C GN L Road pavement overlays to cover areas of roadways that were excavated and patche a in previous years as part of the Annual Storm Maintenance Projects. o U Estimated Project Cost $35,000 (2024) c *includes prior year expenditures 0 a 0 a Budget Project Cost Construction Expense Total Fund 422 - Stormwater Utility Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $500 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 Packet Pg. 293 1 EDMONDS MARSH ESTUARY RESTORATIOI • y ,r ' •'• �+` - t� •ate _ r H 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS PWD-01 EDMONDS MARSH WATER QUALITY IMPROVEMENTS (PHASEI) Benefit Description Estimated Project Cost 'includes prior year expenditures Budget _ Improve water quality of stormwater discharging into the Edmonds Marsh from the we a portions of SR-104 located near the marsh. The improvements will provide better habitat for the return of salmon to the marsh. c d a� L The project will be improving water quality of stormwater runoff by replacing existing Q c catch basins along the west side of SR-104 funded via a DOE grant. The catch baser V will be replaced with catch basins that include water filter cartridges. Staff proposes o this effort in order to provide water quality mitigation for all discharges that directly a enter the marsh from these locations. a 0 a $418,000 Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction $321,928 $0 $0 $0 $0 $0 $0 Expense Total $321,928 $0 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $80,482 $0 $0 $0 $0 $0 $0 Secured Grants $241,446 $0 $0 $0 $0 $0 $0 Funding Source Total $321,928 $0 $0 $0 $0 $0 $0 Packet Pg. 295 PWD-05 EDMONDS MARSH WATER QUALITY IMPROVEMENTS (PHASE 2) Benefit Description Estimated Project Cost Includes prior year expenditures Budget Edmonds Marsh w Q N Edmonds Marsh Edmonds Marsh �• Q (N Z O w o I City Perk � _ C ca Improve water quality of stormwater discharging into the Edmonds Marsh from the we a portions of SR-104 located near the marsh. The improvements will provide better > habitat for the return of salmon to the marsh. a� s a� L Q The project will be improving water quality of stormwater runoff by replacing existing E catch basins along the east side of SR-104 via a state funded appropriation. The cats c0 � basins will be replaced with catch basins that include water filter cartridges. Staff o proposes this effort in order to provide water quality mitigation for all discharges that a directly enter the marsh from these locations. a 0 $458,000 a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $39,868 $0 $0 $0 $0 $0 $0 Construction $346,840 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Expense Total $386,708 $0 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $386,708 $0 $0 $0 $0 $0 $0 Secured Grants $0 $0 $0 $0 $0 $0 $0 Unsecured Grants $0 $0 $0 $0 $0 $0 $0 Funding Source Total $386,708 $0 $0 $0 $0 $0 $0 Packet Pg. 296 City Perk � _ C ca Improve water quality of stormwater discharging into the Edmonds Marsh from the we a portions of SR-104 located near the marsh. The improvements will provide better > habitat for the return of salmon to the marsh. a� s a� L Q The project will be improving water quality of stormwater runoff by replacing existing E catch basins along the east side of SR-104 via a state funded appropriation. The cats c0 � basins will be replaced with catch basins that include water filter cartridges. Staff o proposes this effort in order to provide water quality mitigation for all discharges that a directly enter the marsh from these locations. a 0 $458,000 a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $39,868 $0 $0 $0 $0 $0 $0 Construction $346,840 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Expense Total $386,708 $0 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $386,708 $0 $0 $0 $0 $0 $0 Secured Grants $0 $0 $0 $0 $0 $0 $0 Unsecured Grants $0 $0 $0 $0 $0 $0 $0 Funding Source Total $386,708 $0 $0 $0 $0 $0 $0 Packet Pg. 296 Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $39,868 $0 $0 $0 $0 $0 $0 Construction $346,840 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Expense Total $386,708 $0 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $386,708 $0 $0 $0 $0 $0 $0 Secured Grants $0 $0 $0 $0 $0 $0 $0 Unsecured Grants $0 $0 $0 $0 $0 $0 $0 Funding Source Total $386,708 $0 $0 $0 $0 $0 $0 Packet Pg. 296 Packet Pg. 296 PWD-24 Wildlife i Refuge EDMONDS MARSH dm Eds Marsh ESTUARY PLANNING a STUDY Z 0 Edmonds Marsh 0 Edmonds Marsh 0 W City Park I C Benefit Aid for future planning of Marsh Restoration. a fv Description This study will include completing a gap analysis of existing data, hydrologic evaluation, hydraulic modeling, listing restoration alternatives, minimizing the potentia for exposure to contamination, listing permits and approvals required for restoration, a evaluating project land purchase and restoration funding options, identifying a proces c that defines community goals for the marsh, and producing scoping documents that li V the tasks required to complete the restoration plan. o c 0 Estimated Project Cost $204,000 0 `includes prior year expenditures Q N I Budget c Project Cost 2025 2026 2027 2028 2029 2030 2031-45 CL c Design $89,000 $0 $0 $0 $0 $0 $0 c) Expense Total $89,000 $0 $0 $0 $0 $0 $0 ;S Federal Grants $35,000 $0 $0 $0 $0 $0 $0 Marsh Preservation Fund $29,000 $0 $0 $0 $0 $0 $0 E Citizen Cash Donation $25,000 $0 $0 $0 $0 $0 $0 WI N Funding Source Total $89,000 $0 $0 $0 $0 $0 $0 N Packet Pg. 297 PERRINVILLE CREEK BASII t ! _ AFN VL Ao �.` J _J,rr � - _ ... , 'li', �:,e � � ♦�" •ia: L_ �:��`_�1: x y!'�it -"_ . _ .�fi�fil . ' �_ �/�Ci y f - .�� ' i - 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS PWD-03 PERRINVILLE CREEK FLOW MANAGEMENT PROJECTS Benefit Description The project will reduce peak flows in Perrinville creek, improve fish passage and a decrease creek bed scour during peak flow events. .N c a� Reducing scouring flows to reduce sediments load in Perrinville Creek was identified Q. a previous basin report completed in 2015 as a critical element of restoring this creek o which has been significantly impacted by urban development. The projects funded by L) this program are incremental steps toward recovering this stream run as adequate fis o habitat. These efforts have become even more critical given recent challenges arounc a the Perrinville Creek outfall area. This program is a fund for implementing projects a within the Perrinville Creek basin to reduce scour flows in the creek. It allows staff flexibility to respond to ad -hoc opportunities such as rain garden cluster projects, or a ensure matching funds are available for chasing grant applications for flow reductions > projects. 1 Estimated Project Cost $100,000 to $229,000 per year Includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $10,400 $10,800 $11,200 $11,600 $12,000 $12,500 $300,000 Construction $93,600 $97,200 $100,800 $104,400 $108,000 $112,500 $2,341,000 Expense Total $104,000 $108,000 $112,000 $116,000 $120,000 $125,000 $2,641,000 Fund 422 - Stormwater Utility $104,000 $108,000 $112,000 $116,000 $120,000 $125,000 $2,641,000 Funding Source Total $104,000 $108,000 $112,000 $116,000 $120,000 $125,000 $2,641,000 Packet Pg. 299 1 PWD-04 LOWER PERRINVILLE CREEK RESTORATION PROJECT Benefit Description f Freaen C The project will reduce City maintenance needs in the future and improve fish passag� a U) The purpose of this project is to improve the environmental health of the creek s necessary to support fish habitat, and to restore the storm water capacity. The projec a consists of the modifications to three structures that currently prevent fish passage ar c are undersized for the flows on the creek, (1) the culvert at the BNSF track, remove c> and replace with a fish -friendly culvert or bridge with adequate flow capacity, which wl o be led and funded by BNSF and the Tulalip Tribes using grant funds, (2) return flow t( c the creek between the high flow bypass structure and the BNSF culvert by blocking tY a structure and restoring creek capacity and (3) culvert at Talbot Road, will be removed -°a and replaced with a fish -friendly culvert or bridge that provides adequate fish passagE a and storm water flow capacity. This project will increase the resiliency of the watershE by building the structures that mimic the natural channel performance necessary for fish habitat and stormwater flow capacity. The project also includes time and effort to research and apply for supplemental/additional funding sources for construction of thl a Edmonds portions of the work (Items 2 & 3). Due to the project complexity and numbf c of stakeholders, the planning and design phase is estimated to be 2-years. L) Estimated Project Cost $4,500,000 "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $350,000 $450,000 $0 $0 $0 $0 $0 Construction $0 $1,070,000 $2,122,500 $0 $0 $0 $0 Expense Total $350,000 $1,520,000 $2,122,500 $0 $0 $0 $0 Fund 422 - Stormwater Utility $87,500 $380,000 $530,625 $0 $0 $0 $0 Unsecured Grants $262,500 $1,140,000 $1,591,875 $0 $0 $0 $0 Funding Source Total $350,000 $1,520,000 $2,122,500 $0 $0 $0 $0 Packet Pg. 300 PWD-23 J PERRINVILLE CREEK t ` BASIN ANALYSIS ",1J UPDATE Pertinvdle Cr�. Lynnwood i f/Cdricr�'c � Benefit Improve overall basin and stream health, by using green stormwater infrastructure methods. This will make it so that rainfall is not simply collected and conveyed downstream and instead behaves as close as possible to natural conditions. This includes infiltrating rainfall runoff as close as possible to where it fell. This will also decrease stream peak flows, which will decrease stream erosion and improve the overall stream habitat for aquatic life. Description City of Edmonds and Lynnwood joint project to supplement/update the Perrinville Creek 2015 basin analysis that determined possible locations for projects that would help decrease the peak storm flows during high rain events. Project will be updated tc reflect projects completed and also determine if there are other locations within the basin to aid in the reduction of peak flows in the basin. Estimated Project Cost $649,200 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $468,343 $0 $0 $0 $0 $0 $0 Expense Total $468,343 $0 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $97,286 $0 $0 $0 $0 $0 $0 Secured Grants $340,971 $0 $0 $0 $0 $0 $0 City of Lynnwood $30,086 $0 $0 $0 $0 $0 $0 Funding Source Total $468,343 $0 $0 $0 $0 $0 $0 c ca a U) c a� s a� a E 0 L) 0 c 0 Q- 0 a Packet Pg. 301 8.2.d OWN � 1 Packet Pg. 302 8.2.d PWD-22 7317 LAKE BALLINGER WAY FLOODPLAIN PURCHASE & STRUCTURE REMOVAL Benefit Description Improve the health and water quality of Lake Ballinger by removing hard surfaces and a - home that is generally uninhabitable. Project will also provide a future location to trea stormwater runoff from portions SR-104. c a� a� L The project purchases an existing single family residential property in 2023 located Q. o within the Lake Ballinger flood plain. The City secured a $500,000 Department of L) Ecology grant to aid in this process. The home is the lowest property on the lake and o is badly damaged from previous flooding to the point it is generally uninhabitable. a The City intends to remove the home and any pollution generating surfaces from the Q. �0 site in 2024 as part of the initial 2023 purchase. The grant has restrictions that prever a this parcel to be used for public use. After demolition of the structures and imperviouE surfaces, the planned site use would be for public utility benefit only. Because the Cit) storm drain line for SR-104 cuts through in an easement immediately adjacent to this a parcel, the City plans to pursue a future project to split appropriate flows from the City a storm drain system and provide water quality treatment to the maximum extent E 0 feasible. The future project would provide water quality treatment for a very heavily L) trafficked highway (SR-104) and would make significant improvement in water quality c to Lake Ballinger and its downstream course to Lake Washington via McAleer Creek. Z Estimated Project Cost $940,000 Includes prior year expenditures Budget Project Cost 2025 2026 Design $43,000 $0 Construction $213,000 $5,000 Expense Total $256,000 $5,000 Fund 422 - Stormwater Utility $256,000 $5,000 Funding Source Total $256,000 $5,000 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Packet Pg. 303 8.2.d YA IN v NI 41 I Y.40 ea- 03 v Al 4 I Packet Pg. 304 1 PWD-17 STORM AND SURFACE WATER COMPREHENSIVE PLAN Benefit A holistic summary of the City's Stormwater system with recommended priorities for selecting future capital maintenance and improvements projects. Description The City of Edmonds (City) owns and operates an extensive system of drainage pipe! ditches, and other assets to convey stormwater runoff into streams, lakes, and Puget Sound to prevent and minimize damage to private property, streets, and other infrastructure. The City is faced with the challenge of conveying this runoff safely and cost-effectively while preventing or minimizing the adverse impacts of high flows (erosion, flooding, and sediment deposition) and of stormwater pollutants on water quality and aquatic habitat. In addition, recent state and federal stormwater regulatior make it technically and financially challenging to address these issues while balancinc utility ratepayer costs. To proactively address these challenges and remain in compliance with the State -mandated National Pollutant Discharge Elimination Systerr Western Washington Phase II Municipal Stormwater Permit (NPDES Phase II permit,' and other increasing regulatory requirements, the City is updating its current comprehensive storm and surface water management plan. This permit has and will continue to have a significant impact on the workload and operational budget of both the Engineering Division and the Storm Crews within the Public Works Department. Per the State Department of Ecology, the plan will also include the work findings from their required (Stormwater Management Action Plan) SMAP process of City drainage watersheds. Project will also include recommendations for stormwater utilities rates ti be adjusted at the discretion of Council. Estimated Project Cost $733,000 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $213,000 $0 $0 $0 $0 $0 $0 Expense Total $213,000 $0 $0 $0 $0 $0 $0 Fund 422 - Stormwater Utility $213,000 $0 $0 $0 $0 $0 $0 Funding Source Total $213,000 $0 $0 $0 $0 $0 $0 Packet Pg. 305 SEWEI �e 7-7- mo A 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS 8.2.d SEWER PWS-01 Annual Sanitary Sewer Replacement Overlays Str-25027 (2024) PWS-02 2027 Sanitary Sewer Comprehensive Plan Update 670-25010 PWS-03 Phase 11 Sewer Replacement (2024) Cap-25031 PWS-04 Phase 12 Sewer Replacement (2025) Cap-25020 PWS-05 Phase 13 Sewer Replacement (2026) Cap-25021/22 PWS-06 Phase 14 Sewer Replacement (2027) Cap-25023 PWS-07 Phase 15 Sewer Replacement (2028) PWS-08 Phase 16 Sewer Replacement (2029) PWS-12 Phase 17 Sewer Replacement (2030) PWS-13 Phase 18 Sewer Replacement (2031) & Future Projects PWS-10 Annual Citywide CIPP Sewer Rehabilitation PWS-11 Lake Ballinger Sewer Fund 423 - Sewer Utility EXPENSE TOTAL FUNDING TOTAL $500 $0 $0 $0 $0 $0 $500 $0 $! $0 $150,000 $350,000 $0 $0 $0 $500,000 $0 c $500,( a m $10,000 $0 $0 $0 $0 $0 $10,000 $0 $10,( d t $2,302,000 $0 $0 $0 $0 $0 $2,302,000 $0 $2,302,( CL E $378,000 $2,126,000 $0 $0 $0 $0 $2,504,000 $0 $2,504,( v 4- 0 $0 $393,000 $2,210,000 $0 $0 $0 $2,603,000 $0 $2,603,( o $0 $0 $409,000 $2,299,000 $0 $0 $2,708,000 $0 0. $2,708,( 0 a $0 $0 $0 $425,000 $2,391,000 $0 $2,816,000 $0 $2,816,( > $0 $0 $0 $0 $442,000 $2,487,000 $2,929,000 $0 c $2,929,( a $0 $0 $0 $0 $0 $460,000 $460,000 $61,348,000 CL $61,808,( c v $0 $0 $587,000 $611,000 $636,000 $662,000 $2,496,000 $13,735,000 $16,231,( c ii $0 $0 $1,000,000 $6,000,000 $0 $0 $7,000,000 $0 $7,000,( a 0 $2,690,500 $2,669,000 $4,556,000 $9,335,000 $3,469,000 $3,609,000 $26,328,500 $75,083,000 $101,411,! E w i N 1 1 N r 2025 20261 128 2029 2030 TotalN 1 • To. le $2,690,500 $2,669,000 $4,556,000 $9,335,000 $3,469,000 $3,609,000 $26,328,500 $75,083,000 r $101,411,1 E $2,690,500 $2,669,000 $4,556,000 $9,335,000 $3,469,000 $3,609,000 $26,328,500 $75,083,000 $101,411,! 0 0 Q Packet Pg. 307 s PWS-01 ANNUAL SANITARY SEWER REPLACEMENT OVERLAYS (2024) Benefit Improve overall pavement condition in locations that were excavated and patched duE a- toSanitary Sewer Replacement Projects. .N c a� Description Road pavement overlays to cover areas of roadways that were excavated and patche Q in previous years as part of the Sanitary Sewer Replacement Projects. o U Estimated Project Cost $30,000 4- 0 'includes prior year expenditures c 0 Q- 0 a Budget ; Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction $500 $0 $0 $0 $0 $0 $0 a a E Expense Total $500 $0 $0 $0 $0 $0 $0 0 Fund 423 - Sewer Utility $500 $0 $0 $0 $0 $0 $0 Funding Source Total $500 $0 $0 $0 $0 $0 $0 N Packet Pg. 308 PWS-02 2027 SANITARY SEWER COMPREHENSIVE PLAN UPDATE Benefit Improve system reliability and capacity, decrease infiltration and inflow, decrease a breakages, and decrease overall day to day maintenance costs. .N c a� Description The existing sewer comprehensive plan was last updated in 2013 and is in need of ar Q update. This project would be a comprehensive evaluation of the City's sewer systen o its replacement program and operations, with recommendations for improvements or L) adjustments and recommended priorities for selecting future capital maintenance o projects. a Estimated Project Cost $500,000 Q- a 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $150,000 $350,000 $0 $0 $0 $0 Expense Total $0 $150,000 $350,000 $0 $0 $0 $0 Fund 423 - Sewer Utility $0 $150,000 $350,000 $0 $0 $0 $0 Funding Source Total $0 $150,000 $350,000 $0 $0 $0 $0 Packet Pg. 309 PWS-03-08,12,13 PHASE 11-30 SEWER REPLACEMENT (2025- 45) Benefit Improve system reliability and capacity, decrease infiltration and inflow, decrease breakages, and decrease overall day to day maintenance costs. .N c a� Description Per the approved 2013 Sewer Comprehensive Plan, the projects will replace/rehab Q pipe and related appurtenances at various locations throughout the City due to old ag o being undersized, need to increase capacity, or more prone to breakage due to its L) material properties. o c 0 Estimated Project Cost $2.7 to $5.3 million/year o 'includes prior year expenditures Q N I Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 a E Design $378,000 $393,000 $409,000 $425,000 $442,000 $460,000 $9,568,000 0 L) Construction $2,312,000 $2,126,000 $2,210,000 $2,299,000 $2,391,000 $2,487,000 $51,780,000 76 S U- Expense Total $2,690,000 $2,519,000 $2,619,000 $2,724,000 $2,833,000 $2,947,000 $61,348,000 Fund 423 - Sewer Utility $2,690,000 $2,519,000 $2,619,000 $2,724,000 $2,833,000 $2,947,000 $61,348,000 c 0 E Funding Source Total $2,690,000 $2,519,000 $2,619,000 $2,724,000 $2,833,000 $2,947,000 $61,348,000 Lu Packet Pg. 310 PWS-10 ANNUAL CITYWIDE CIPP SEWER REHABILITATION tit Benefit Improve system reliability and capacity, decrease infiltration and inflow, decrease a breakages, and decrease overall day to day maintenance costs. .N c a� Description Per the approved 2013 Sewer Comprehensive plan and current video inspections of Q sewer mains, the project will line existing sewer mains that are subject to root intrusio 0 infiltration and inflow, and damage that can be repaired by this trenchless method. L) 2025 and 2026 funds will be combined with the Annual Sewer Replacement Program o This is because the annual replacement rehab program for these years will be focusir a on pipe lining as well thereby requiring only 1 design and 1 construction contract to a administer. ° a Estimated Project Cost $587,000 to $662,000/year "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $88,000 $92,000 $96,000 $100,000 $2,070,000 Right of Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $499,000 $519,000 $540,000 $562,000 $11,665,000 Expense Total $0 $0 $587,000 $611,000 $636,000 $662,000 $13,735,000 Fund 423 - Sewer Utility $0 $0 $587,000 $611,000 $636,000 $662,000 $13,735,000 Funding Source Total $0 $0 $587,000 $611,000 $636,000 $662,000 $13,735,000 Packet Pg. 311 FACILITIE H I S T O R I C A L - MUSEUM l .iinw-w I ilmm\ Ilmh •191u• I. L IL 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS 8.2.d FACILI-'^- PWF-01 Boys and Girls Club Bld-25001 $27,733 $37,453 $32,077 $15,101 $20,000 $0 $132,364 $0 $132,: PWF-02 Cemetery Building Bld-25001 $8,414 $3,377 $818 $1,000 $5,000 $2,500 $21,109 $0 c $21,' a m PWF-03 City Hall Bld-25001 $25,000 $25,000 $258,628 $150,949 $65,000 $50,000 $574,577 $0 $574,! d PWF-04 Fishing Pier/Beach Ranger Station Bld-25001 $2,918 $5,628 $1,043 $1,500 $3,000 $5,000 $19,089 $0 s $19,( a E PWF-05 Frances Anderson Center Bld-25001 $20,000 $30,000 $98,892 $385,274 $113,029 $80,000 $727,195 $0 $727,' 0 4- 0 PWF-06 Fire Station 16 Bld-25001 $35,000 $40,000 $69,388 $30,107 $31,631 $35,000 $241,126 $0 $241,' o PWF-07 Fire Station 17 Bld-25001 $30,000 $25,000 $221,922 $27,575 $122,245 $45,000 $471,742 $0 r Q. $471j -00 Q PWF-08 Fire Station 20 Bld-25001 $5,000 $5,500 $94,248 $69,782 $23,765 $20,000 $218,295 $0 $218,, PWF-09 Historic Log Cabin Bld-25001 $1,000 $30,000 $6,469 $1,500 $2,000 $1,500 $42,469 $0 _ $42,' a PWF-10 Historical Museum Bld-25001 $3,000 $45,000 $10,000 $4,621 $10,199 $5,000 $77,820 $0 a $77,1 c tU PWF-11 Library Bld-25001 $160,000 $100,000 $53,325 $45,038 $35,000 $25,000 $418,363 $0 $418,: ii PWF-12 Meadowdale Club House Bld-25001 $7,985 $4,446 $1,159 $5,000 $5,000 $5,000 $28,590 $0 $28,! c 0 PWF-13 Old Public Works Bld-25001 $25,000 $25,000 $25,000 $25,000 $24,519 $25,000 $149,519 $0 $149,! M w PWF-14 Parks Maintenance Building Bld-25001 $9,349 $5,177 $69,228 $20,000 $10,000 $10,000 $123,754 $0 N $123j N PWF-15 Public Safety Bld-25001 $50,000 $10,000 $55,169 $151,481 $515,071 $80,000 $861,721 $0 r $861j r m PWF-16 Public Works 0&M Bld-25001 $524,000 $1,017,000 $80,315 $79,348 $43,821 $50,000 $1,794,484 $0 $1,794,j E 0 PWF-17 Wade James Theater Bld-25001 $3,000 $45,000 $43,880 $115,734 $21,872 $25,000 $254,486 $0 $254,' a PWF-18 Yost Pool House Bld-25001 $5,000 $8,409 $19,127 $30,389 $30,000 $25,000 $117,925 $0 $117,� Packet Pg. 313 FACILITIES 8.2.d PWF-23 ✓ Library Plaza Deck Waterproofing Project $0 $0 $0 $0 $0 $4,900,000 $4,900,000 $0 PWF-25 ✓ Police Station $0 $0 $0 $0 $100,000 $0 $100,000 $0 EXPENSE TOTAL $942,399 $1,461,990 $1,140,688 $1,159,399 $1,181,152 $5,389,000 $11,274,628 $0 Fund 016 (2021 Facilities Bond) $450,000 $350,000 $0 $0 $0 $0 $800,000 $0 Fund 016 (non -bond) $93,399 $134,813 $151,159 $70,949 $0 $0 $450,320 $0 Fund 421 - Water Utility $133,000 $324,000 $0 $0 $0 $0 $457,000 $0 Fund 422 - Stormwater Utility $133,000 $324,000 $0 $0 $0 $0 $457,000 $0 Fund 423 - Sewer Utility $133,000 $324,000 $0 $0 $0 $0 $457,000 $0 Unsecured Funding $0 $5,177 $989,529 $1,088,450 $1,181,152 $5,389,000 $8,553,308 $0 FUNDING TOTAL $942,399 $1,461,990 $1,140,688 $1,159,399 $1,181,152 $5,389,000 $11,174,628 $0 $4,900,( _ $100,( a $11,274,f d t m L Q • • E O t) $800,( o _ 0 $450,: a 0 �a $457,( Q N $457,( _� �a $457,( a E 0 $8,653,: V m $11,274,( E Ul _ O E M W Packet Pg. 314 PWF-01 BOYS AND GIRLS CLUB Benefit Description L Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan c a� s a� L This building built in 1900 was the original field house for Edmonds High School. The Q c property is located at Civic Field and not part of the large Civic Field Park restoration � project. The building is solely operated by the Snohomish County Boys and Girls Cluk o in partnership with the City's Parks and Recreation department. The building has c sustained some interior settling that will require immediate repair to back hallway floor a and the back stairway. It has significant need for major renovations if it is expected to -°a be in operation for another 10 years. Renovation and deferred maintenance may a eclipse the building value in its current location. Floor stabilization work was completed, and building is now on a run to fail model waiting replacement of building >I through a private public partnership. Building will be maintained in operational a readiness to support the Boys and Girls Club, until their new building is constructed. Q Projects: Exterior plumbing access, Window replacement, Roof replacement, Siding replacement, ADA Access, Plumbing replacement, Front entry door replacement, FirE Alarm System new installation, Fire Sprinkler updates, Baseboard heating replaceme If the Boys and Girls Club builds a new facility in the future, then maintenance fundinc programmed for the building will be adjusted to align with the project schedule. Estimated Project Cost $27,733 (2025) 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 Construction\Professional $27,733 $37,453 $32,077 $15,101 $20,000 Services Expense Total $27,733 $37,453 $32,077 $15,101 $20,000 Fund 016 (non -bond) $27,733 $37,453 $0 $0 $0 Unsecured Funding $0 $0 $32,077 $15,101 $20,000 Funding Source Total $27,733 $37,453 $32,077 $15,101 $20,000 2030 2031-45 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Packet Pg. 315 PWF-02 CEMETERY BUILDING Benefit Public owned facilities and properties are maintained to assure safe and efficient operating conditions and to assure to the protection of the asset throughout an expected lifespan Description This small structure houses the Edmonds Cemetery funerary services and the cemetery Sextant office. The building is in relatively good condition and has little deferred maintenance backlog. Minor security and communications updates will be needed as technology dictates. Projects: Minor repair and maintenance Estimated Project Cost $8,414 (2025) "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $8,414 $3,377 $818 $1,000 $5,000 $2,500 $0 Services Expense Total $8,414 $3,377 $818 $1,000 $5,000 $2,500 $0 Fund 016 (non -bond) $8,414 $3,377 $0 $0 $0 $0 $0 Unsecured Funding $0 $0 $818 $1,000 $5,000 $2,500 $0 Funding Source Total $8,414 $3,377 $818 $1,000 $5,000 $2,500 $0 a .N c a� a� L Q- 0 U 4- 0 c 0 Q- 0 Packet Pg. 316 1 PWF-03 CITY HALL Benefit Description 11 a c Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. a� a� L Q. City Hall was built in 1979 and was operated as a private business office center until o the City purchased and renovated the building in the 1990s. The City has operated L) Edmonds City Hall from this location since the renovations were completed. The o building is in near original condition and needs substantial repair and maintenance. a Q- Projects: All Mechanical, Electrical and Plumbing systems need replacement, -0 Restroom remodels w/gender neutral consideration, Center Stairway Code updates a and replacement, Lobby remodel, Entry Awning re -glazing, Interior Painting, ADA accessibility improvements. C7 Estimated Project Cost $25,000 (2025) 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $25,000 $25,000 $258,628 $150,949 $65,000 $50,000 $0 Services Expense Total $25,000 $25,000 $258,628 $150,949 $65,000 $50,000 $0 Fund 016 (2021 Facilities $25,000 $25,000 $0 $0 $0 $0 $0 Bond) Fund 016 (non -bond) $0 $0 $150,000 $70,949 $0 $0 $0 Unsecured Funding $0 $0 $108,628 $80,000 $65,000 $50,000 $0 Funding Source Total $25,000 $25,000 $258,628 $150,949 $65,000 $50,000 $0 Packet Pg. 317 PWF-04 FISHING PIER/BEACH RANGER STATION Benefit Description Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. _ a) M m L Q The Pier was recently renovated and is generally in good condition. The Beach Rangi o Office is a 1200 square foot office and restroom facility located near the east end of c0 the pier. There are season programs and visitor support functions that operate out of o this facility. o a Projects: Electrical panel clean up and safety inspection, minor repairs, and maintenance, Beach Ranger Station/restroom roof replacement. a Estimated Project Cost $2,971 (2025) *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $2,918 $5,628 $1,043 $1,500 $3,000 $5,000 $0 Services Expense Total $2,918 $5,628 $1,043 $1,500 $3,000 $5,000 $0 Fund 016 (non -bond) $2,918 $5,628 $0 $0 $0 $0 $0 Unsecured Funding $0 $0 $1,043 $1,500 $3,000 $5,000 $0 Funding Source Total $2,918 $5,628 $1,043 $1,500 $3,000 $5,000 $0 Packet Pg. 318 1 PWF-05 FRANCES ANDERSON CENTER Benefit Description Estimated Project Cost 'includes prior year expenditures Budget & Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. W a� L Q- The Frances Anderson Center serves as the City's main recreation center offering ari o athletic and cultural programing year round. Due to the age and high usage of the L) building there are many building systems that are in need of replacement or o restoration. Projects: Replacement of Heating Boilers with Electric alternatives that wi a add ventilation, cooling and heating Investment grade audit approved by City Council, Q. Replacement of all exterior doors scheduled for 2024/25, ADA accessible door �° closures, Plumbing drainage collector, Restroom remodels (w/ gender neutral a consideration), Replacement of all plumbing fixtures, Addition of building security car( readers, Building HVAC controls to maximize efficiency, Fire Sprinkler replacement, and clean building act compliance efforts will be addresses by IGA.) $20,000 (2025) Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $20,000 $30,000 $98,892 $385,274 $113,029 $80,000 $0 Services Expense Total $20,000 $30,000 $98,892 $385,274 $113,029 $80,000 $0 Fund 016 (2021 Facilities $20,000 $30,000 $0 $0 $0 $0 $0 Bond) Unsecured Funding $0 $0 $98,892 $385,274 $113,029 $80,000 $0 Funding Source Total $20,000 $30,000 $98,892 $385,274 $113,029 $80,000 $0 Packet Pg. 319 DFAMEMEMMM PUBLIC WORKS - FACILITIES =. FIRE STATION 16 Benefit Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an > expected lifespan. a� s a� L Description This facility is operated by South Snohomish County Fire and Rescue and was built it cQ 2003 and has a building area of 10,700 square feet. The building is in fair condition 0 and will require some infrastructure updates or replacements to remain operationally o ready for the needs of the City. c a Projects: Roll -up Bay door controller replacements, HVAC unit assessment, Gutter -°a replacement, interior coatings updates. a Estimated Project Cost $35000 (2025) *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 ConstructionTrofessional $35,000 $40,000 $69,388 $30,107 $31,631 $35,000 $0 Services Expense Total $35,000 $40,000 $69,388 $30,107 $31,631 $35,000 $0 Fund 016 (2021 Facilities $35,000 $40,000 $0 $0 $0 $0 $0 Bond) Unsecured Funding $0 $0 $69,388 $30,107 $31,631 $35,000 $0 Funding Source Total $35,000 $40,000 $69,388 $30,107 $31,631 $35,000 $0 Packet Pg. 320 PUBLIC WORKS - FA FIRE STATION 17 Benefit Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an > expected lifespan. a� s a� L Description This building is operated by South Snohomish County Fire and Rescue, was built in cQ 1999 and has a building area of 9,800 square feet. This building has had some c> updates but will need some infrastructure upgrades to remain operationally ready. o c 0 Projects: Bay Door assessment, Electrical infrastructure updates, roof soffit enclosurE a interior painting. �° a Estimated Project Cost $30,000 (2025) > *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $30,000 $25,000 $221,922 $27,575 $122,245 $45,000 $0 Services Expense Total $30,000 $25,000 $221,922 $27,575 $122,245 $45,000 $0 Fund 016 (2021 Facilities $30,000 $25,000 $0 $0 $0 $0 $0 Bond) Unsecured Funding $0 $0 $221,922 $27,575 $122,245 $45,000 $0 Funding Source Total $30,000 $25,000 $221,922 $27,575 $122,245 $45,000 $0 Packet Pg. 321 oil& 8.2.d PUBLIC WORKS - FACILITIES =. FIRE STATION 20 Benefit Public owned facilities and properties are maintained to assure safe and efficient a. operating conditions and to assure to the protection of the asset throughout an > expected lifespan. a� a� L Q Description This building is the eldest of the City's three fire stations and is operated by South E County Fire and Rescue. This station serves Esperance and supports the other two fi LO) stations in Edmonds. The building is 6400 square feet and was built in 1990. The o building has had significant updates to the exterior envelope and is in need of interior r- and HVAC system updates. a 0 Projects: interior painting, restroom fixture replacement a Estimated Project Cost $5000 (2025) *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $5,000 $5,500 $94,248 $69,782 $23,765 $20,000 $0 Services Expense Total $5,000 $5,500 $94,248 $69,782 $23,765 $20,000 $0 Fund 016 (non -bond) $5,000 $5,500 $0 $0 $0 $0 $0 Unsecured Funding $0 $0 $94,248 $69,782 $23,765 $20,000 $0 Funding Source Total $5,000 $5,500 $94,248 $69,782 $23,765 $20,000 $0 Packet Pg. 322 1 PWF-09 HISTORIC LOG CABIN Benefit Description M M Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. W a� L Q This Historic log cabin is home to the Edmonds Chamber of Commerce visitor center; o the structure was a purpose built cabin from the turn of the century. The structure is � professionally maintained on a three year cycle by a log cabin specialist and requires o only minor maintenance and upkeep annually. a Q- Projects: new thick cut shingle replacement, chinking of exterior log finish, interior lighting. a Estimated Project Cost $1000 (2025) "includes prior year expenditures Budget Project Cost Construction\Professional Services Expense Total Fund 016 (2021 Facilities Bond) Fund 016 (non -bond) Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $1,000 $30,000 $6,469 $1,500 $2,000 $1,500 $0 $1,000 $30,000 $6,469 $1,500 $2,000 $1,500 $0 $0 $30,000 $0 $0 $0 $0 $0 $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $6,469 $1,500 $2,000 $1,500 $0 $1,000 $30,000 $6,469 $1,500 $2,000 $1,500 $0 Packet Pg. 323 PWF-10 HISTORICAL MUSEUM Benefit Description Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. _ a� s a� L Q The 110-year-old original Carnegie Library building is home to the Edmonds Museum o The building is on the State of Washington Historic registry and has been well L) maintained over the last several years. Buildings of this age require specialized o maintenance and coordination with the state historic architect to maintain the historic o status. Structural stabilization, weatherproofing, and updating the restroom to meet a ADA compliance are the most significant priorities to maintain this facility. a Projects: minor structural reinforcement, entry fagade masonry repair, lower entry > restoration _i Estimated Project Cost $3000 (2025) 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $3,000 $45,000 $10,000 $4,621 $10,199 $5,000 $0 Services Expense Total $3,000 $45,000 $10,000 $4,621 $10,199 $5,000 $0 Fund 016 (2021 Facilities $0 $45,000 $0 $0 $0 $0 $0 Bond) Fund 016 (non -bond) $3,000 $0 $0 $0 $0 $0 $0 Unsecured Funding $0 $0 $10,000 $4,621 $10,199 $5,000 $0 Funding Source Total $3,000 $45,000 $10,000 $4,621 $10,199 $5,000 $0 Packet Pg. 324 PWF-11 LIBRARY Benefit Description Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an > expected lifespan. W a� L The Edmonds Library is operated by the Sno-Isle Library system with exception of the Q. o Second floor Plaza room rental space. The library is a 19,000 square foot building bui � in 1982. The building hosts special event rentals and daily Library programming and o community services. This is one of the City's most heavily used buildings by the publil a and has significant deferred maintenance needs, including the building fagade, roof a and plaza deck waterproofing. �° a Projects: window replacement, ADA access device upgrades or replacement, gender inclusive public restroom creation, Plaza Room restroom/changing facilities, Plaza Room AN installation, building masonry restoration or building cladding, exterior stairway restoration, HVAC ventilation fan assessment, building breezeway remodel, a flood damage restoration, and plaza level green roof now on CIP. E Estimated Project Cost $160,000 (2025) "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $160,000 $100,000 $53,325 $45,038 $35,000 $25,000 $0 Services Expense Total $160,000 $100,000 $53,325 $45,038 $35,000 $25,000 $0 Fund 016 (2021 Facilities $160,000 $100,000 $0 $0 $0 $0 $0 Bond) Unsecured Funding $0 $0 $53,325 $45,038 $35,000 $25,000 $0 Funding Source Total $160,000 $100,000 $53,325 $45,038 $35,000 $25,000 $0 Packet Pg. 325 PWF-12 MEADOWDALE CLUB HOUSE _ Benefit Public owned facilities and properties are maintained to assure safe and efficient a. operating conditions and to assure to the protection of the asset throughout an expected lifespan. a� a� L Q Description This 4000 square foot facility was built in 1965 as a community theater facility and latf E was transformed into the Meadowdale community club house. The building is currentl LO) owned and maintained by the City of Edmonds and houses the City operated o Meadowdale pre-school and the 1500 square foot Meadowdale club house rental a facility. This facility while dated has been well maintained and only requires minor a maintenance and repairs. �° a Projects: minor maintenance and repairs, interior flooring and painting, and bath fixtui replacement. 1 Estimated Project Cost $7,985 (2025) 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $7,985 $4,446 $1,159 $5,000 $5,000 $5,000 $0 Services Expense Total $7,985 $4,446 $1,159 $5,000 $5,000 $5,000 $0 Fund 016 (non -bond) $7,985 $4,446 $1,159 $0 $0 $0 $0 Unsecured Funding $0 $0 $0 $5,000 $5,000 $5,000 $0 Funding Source Total $7,985 $4,446 $1,159 $5,000 $5,000 $5,000 $0 Packet Pg. 326 DF� PWF-13 OLD PUBLIC WORKS Benefit Description Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. a� a� L Q- This facility was built in 1965 to house the City's Public Works Department, the buildir o was converted in 1995 to tenant space and City storage, as well as Edmonds Police � large evidence storage. This is a vital piece of property adjacent to the Waste Water o Treatment Plant, and could be converted for utility use if regulatory requirements a dictate. Building is primarily used as storage and will need some updates to maintain a current operational readiness. �° a Projects: HVAC updates, roll -up door replacement, security camera system Estimated Project Cost $25000 (2025) "includes prior year expenditures Budget Project Cost Construction\Professional Services Expense Total Fund 016 (non -bond) Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $25,000 $25,000 $25,000 $25,000 $24,519 $25,000 $0 $25,000 $25,000 $25,000 $25,000 $24,519 $25,000 $0 $25,000 $25,000 $0 $0 $0 $0 $0 $0 $0 $25,000 $25,000 $24,519 $25,000 $0 $25,000 $25,000 $25,000 $25,000 $24,519 $25,000 $0 Packet Pg. 327 PWF-14 PARKS MAINTENANCE BUILDING Benefit Description Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. a� a� L Q- This facility was built in 1967 by Ed Huntley who at the time was the City Facilities o supervisor. The 4800 square foot facility now houses all City Facility Operations L) staff(11) and all of Park and Rec Parks Maintenance Staff(12+ seasonal help) This o Facility is home to the City Carpentry Shop, Key Shop, City Flower program, Parks a engine repair shop and Parks and Facilities maintenance supply storage as well as Q. Parks and Facilities Manager offices. This Facility is near end of life and is undersizec �° to support the departmental staffing that are assigned to this facility. a Projects: maintenance and repair to maintain operational capacity, ADA restroom updates, shop floor replacement, Pine St. facility exit, exterior painting. Estimated Project Cost $9,349 (2025) 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction\Professional $9,349 $5,177 $69,228 $20,000 $10,000 $10,000 $0 Services Expense Total $9,349 $5,177 $69,228 $20,000 $10,000 $10,000 $0 Fund 016 (non -bond) $9,349 $0 $0 $0 $0 $0 $0 Unsecured Funding $0 $5,177 $69,228 $20,000 $10,000 $10,000 $0 Funding Source Total $9,349 $5,177 $69,228 $20,000 $10,000 $10,000 $0 Packet Pg. 328 PWF-15 PUBLIC SAFETY Benefit Description J. = M Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. a� s a� L The Public Safety building houses Edmonds Police Department, Edmonds Municipal Q c Court and the City Council Chambers. The building was built in 1999 encompassing c> 30,000 square feet of office, court and municipal government uses. The building o houses one of the City emergency operations centers, large police training, simulator c facilities and evidence processing and storage. The building has had minimal system a updates over its life and has a significant amount of deferred maintenance and shoulc -°a be retrofitted with new fire sprinklers. a Projects: air handler and outdoor ventilation unit replacements, parking lot reconfiguration to meet current usage, fire sprinkler installation, interior hallway renovation and painting, sleeping room remodel and gender specific/neutral accommodations, gender inclusive public restrooms, operable windows in specific locations, court's flat roof replacement. Estimated Project Cost $50000 (2025) "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 ConstructionRofessional $50,000 $10,000 $55,169 $151,481 $515,071 $80,000 $0 Services Expense Total $50,000 $10,000 $55,169 $151,481 $515,071 $80,000 $0 Fund 016 (2021 Facilities $50,000 $10,000 $0 $0 $0 $0 $0 Bond) Unsecured Funding $0 $0 $55,169 $151,481 $515,071 $80,000 $0 Funding Source Total $50,000 $10,000 $55,169 $151,481 $515,071 $80,000 $0 Packet Pg. 329 L DF PWF-16 PUBLIC WORKS O&M Benefit Description Estimated Project Cost "includes prior year expenditures Budget Project Cost Construction\Professional Services Expense Total Fund 016 (2021 Facilities Bond) Unsecured Funding Fund 421 -Water Utility Fund 422 - Stormwater Utility Fund 423 - Sewer Utility Funding Source Total Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an > expected lifespan. a� s a� L This building built in 1995 houses four Public Works divisions and the auxiliary City Q c Emergency Operations Center. This building is 28,000 square feet and is capable of c> operations 24/7 during weather emergencies and natural disasters. The building has o significant deferred maintenance needs and infrastructure updates. c Projects: vehicle yard leveling, HVAC unit replacements, roof system for material a -°a bunkers, ventilation fan replacements, fire alarm system replacement, lobby remodel, a restroom remodel with gender inclusivity considerations, electric vehicle charging and maintenance infrastructure, emergency communications updates, interior hallway flooring thresholds, utility bay HVAC replacement, water main replacement (building a connection). a $125000 (2025) 2025 2026 2027 2028 2029 2030 2031-45 $524,000 $1,017,000 $80,315 $79,348 $43,821 $50,000 $0 $524,000 $1,017,000 $80,315 $79,348 $43,821 $50,000 $0 $125,000 $45,000 $0 $0 $0 $0 $0 $0 $0 $80,315 $79,348 $43,821 $50,000 $0 $133,000 $324,000 $0 $0 $0 $0 $0 $133,000 $324,000 $0 $0 $0 $0 $0 $133,000 $324,000 $0 $0 $0 $0 $0 $524,000 $1,017,000 $80,315 $79,348 $43,821 $50,000 $0 Packet Pg. 330 PWF-17 WADE JAMES THEATER Benefit Public owned facilities and properties are maintained to assure safe and efficient a operating conditions and to assure to the protection of the asset throughout an expected lifespan. a� a� L Description This community theater was built by the Driftwood Players theater group in 1967 and Q. was deeded to City ownership at a later date. The facility is 6,300 square feet in size o � and houses the Driftwood Players theatrical performances and City meetings. The o City's maintenance responsibilities are limited to large infrastructure, parking lot, a roofing, and grounds. a 0 Projects: parking lot repair and recoating, minor repair, and maintenance. a Estimated Project Cost $3000 (2025) "includes prior year expenditures Budget Project Cost Construction\Professional Services Expense Total Fund 016 (2021 Facilities Bond) Fund 016 (non -bond) Unsecured Funding Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $3,000 $45,000 $43,880 $115,734 $21,872 $25,000 $0 $3,000 $45,000 $43,880 $115,734 $21,872 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $3,000 $45,000 $0 $0 $0 $0 $0 $0 $0 $43,880 $115,734 $21,872 $25,000 $0 $3,000 $45,000 $43,880 $115,734 $21,872 $25,000 $0 Packet Pg. 331 PUBLIC WORKS - FACILITIES YOST POOL HOUSE Benefit Description Public owned facilities and properties are maintained to assure safe and efficient a. operating conditions and to assure to the protection of the asset throughout an expected lifespan. W a� L Q- This recreational facility houses the City's aquatic programing and some Parks and o Recreation programs. Built in 1971 the pool house historically was only operated L) seasonally. The tenant run aquatic programing is currently expanding to year round IE o and team aquatic activities and will continue to support summer open swim a programing. The facility requires minimal maintenance to remain operational and is a subject to tenant lease terms of use. �° a Projects: security updates, roof replacement, gutter replacement, plumbing fixture > updates, exterior door replacements, operational repair and maintenance to >I accommodate 365 operations. Estimated Project Cost $5000 (2025) 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 ConstructionTrofessional $5,000 $8,409 $19,127 $30,389 $30,000 $25,000 $0 Services Expense Total $5,000 $8,409 $19,127 $30,389 $30,000 $25,000 $0 Fund 016 (2021 Facilities $5,000 $0 $0 $0 $0 $0 $0 Bond) Fund 016 (non -bond) $0 $8,409 $0 $0 $0 $0 $0 Unsecured Funding $0 $0 $19,127 $30,389 $30,000 $25,000 $0 Funding Source Total $5,000 $8,409 $19,127 $30,389 $30,000 $25,000 $0 Packet Pg. 332 PWF-23 LIBRARY PLAZA DECK WATERPROOFING PROJECT Benefit Description Maintaining building in operational and safe condition, in order to maintain partnership a with Sno-Isle Library system. Preservation of the City's physical assets in appropriate condition vs. the age of the facility and historic capital investment. c a� a� L Q l_ The Library Plaza Deck is essentially a green roof on the second floor of the Edmond LO) Sno-Isle Library. The deck surface was waterproofed and remodeled in 2003, since o that project continuous water intrusion has occurred through the waterproof a membrane. This water intrusion has been successfully mitigated over the years and a has not been deemed a project of significance previously. In 2018 Western Specialty 0 Contractors inspected the water intrusion and offered an initial ROM price to demolisl• a and waterproof the existing plaza deck. Rebuilding the plaza deck and replacement o landscape, planters, grass, pavement, flashing and hand railings would be a separatE >I construction project. The Parks Director in 2018 offered an estimate to replace landscaping and irrigations systems. In 2021 a draft structural report was performed t a MLA Engineering to discover any structural consequences from the years of water o intrusion, building was deemed structurally sound and water intrusion not factoring in L) building structural stability. Estimated Project Cost $4,900,000 (2030) Includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 Construction\Professional $0 $0 $0 $0 $0 $4,900,000 Services Expense Total $0 $0 $0 $0 $0 $4,900,000 Unsecured Funding $0 $0 $0 $0 $0 $4,900,000 Funding Source Total $0 $0 $0 $0 $0 $4,900,000 2031-45 $0 $0 $0 $0 Packet Pg. 333 PWF-25 POLICE STATION Benefit Description Feasibility Study to relocate the existing Police Station or create a new substation Design, location and funding TBD. Estimated Project Cost TBD 'includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $0 $100,000 $0 $0 Expense Total $0 $0 $0 $0 $100,000 $0 $0 Unsecured Funding $0 $0 $0 $0 $100,000 $0 $0 Funding Source Total $0 $0 $0 $0 $100,000 $0 $0 _ a y m L cQ G 0 L) 0 _ 0 r a 0 M a Packet Pg. 334 1 WASTEWATER TREATMENT PLAN No r , jo Ai 40. / .: 40 61, • � tip' Y1 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM CAPITAL IMPROVEMENTS PROJECTS 8.2.d WASTEWATER TREATMENT PLANT PWP-01 WWTP Annual Capital Replacement In - House Projects PWP-04 Nutrient Removal Project PWP-08 Gasification Bypass (Class A Solids Production) PWP-10 VFD Upgrades PWP-11 Primary Clarifier 2 Rehab PWP-12 Primary Clarifier 3 Rehab PWP-13 ODS (Primary Sludge) Pump Replacement PWP-14 Chlorine Contact Channel Sluice Gates Replacement PWP-15 Screw Press Feed System Rehab PWP-16 NPW Pumping System Improvements PWP-17 600 Bldg Air Quality Evaluation PWP-18 LPA Blower 303 Rehab PWP-19 600 Bldg Electrical Rehab PWP-20 600 Bldg Air Quality Rehab/Upgrade PWP-21 Secondary Clarifier 2 Rehab EXPENSE TOTAL City of Shoreline Fund 423 - Sewer $100,000 $0 $1,000,000 $1,250,000 $1,250,000 $1,300,000 $4,900,000 $19,500,000 $24,400,( $100,000 $650,000 $5,000,000 $5,000,000 $0 $0 $10,750,000 $0 c $10,750,( a $0 $0 $300,000 $0 $0 $0 $300,000 $0 a� $300,( N c a� 760-25016 $250,000 $250,000 $0 $0 $0 $0 $500,000 $0 $500,( a E $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 $0 $950,000 4- 0 $950,( o $0 $350,000 $250,000 $0 $0 $0 $600,000 $0 r Q. $600,( v0 Q $0 $0 $0 $375,000 $0 $0 $375,000 $0 $375,( > 760-25005 $150,000 $0 $0 $0 $0 $0 $150,000 $0 $150,( a 760-25004 $75,000 $0 $0 $0 $0 $0 $75,000 $0 0. $75,( E U 760-25006 $50,000 $0 $0 $0 $0 $0 $50,000 $0 $50,( ii 760-25007 $35,000 $0 $0 $0 $0 $0 $35,000 $0 $35,( c 0 760-25009 $0 $250,000 $0 $0 $0 $0 $250,000 $0 $250,1 w 760-25011 $0 $250,000 $0 $0 $0 $0 $250,000 $0 i $250,1 N 760-25010 $0 $450,000 $0 $0 $0 $0 $450,000 $0 r $450,1 $760,000 $2,200,000 $6,550,000 $6,625,000 $1,250,000 $1,300,000 $18,685,000 $20,450,000 r c $39,135,( 2025-30 R � � 1 2431r. TviQ $72,124 $208,780 $621,595 $628,712 $386,005 $1,117,380 $3,326,745 $3,364,838 $118,625 $123,370 $634,875 $660,270 $1,773,206 $1,940,705 $3,713,1 $9,490,113 $10,386,555 $19,876,668 8.2.d WASTEWATER TREATMENT PLANT Mountlake Terrace $176,092 $509,740 $1,517,635 $1,535,013 $289,625 $301,210 $4,329,315 $4,738,265 $9,067,! c Olympic View Water Sewer District $125,779 $364,100 $1,084,025 $1,096,437 $206,875 $215,150 $3,092,366 $3,384,475 $6,476,1 a as FUNDING TOTAL $760,000 $2,200,000 $6,550,000 $6,625,000 $1,250,000 $1,300,000 $18,685,000 $20,450,000 $39,135,( _ d t m L Q E O U O C O Q O a Packet Pg. 337 PWP-01 WWTP ANNUAL CAPITAL REPLACEMENT IN- HOUSE PROJECTS Benefit Description Estimated Project Cost 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 423 - Sewer Utility Mountlake Terrace Olympic View Water Sewer District City of Shoreline Funding Source Total This project ensures that critical infrastructure is maintained and equipment is replace a - in order to reduce risk to the City. .N c a� The WWTP Annual Capital Replacement In -House Projects is intended to maintain Q. infrastructure and equipment to ensure that the treatment plant is well maintained. o U $100,000 (2024) 4- c 0 Q- 0 a 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $200,000 $250,000 $250,000 $300,000 $4,875,000 $100,000 $0 $800,000 $1,000,000 $1,000,000 $1,000,000 $14,625,000 $100,000 $0 $1,000,000 $1,250,000 $1,250,000 $1,300,000 $19,500,000 $50,790 $0 $507,900 $634,875 $634,875 $660,270 $9,904,050 $23,170 $0 $231,700 $289,625 $289,625 $301,210 $4,518,150 $16,550 $0 $165,500 $206,875 $206,875 $215,150 $3,227,250 $9,490 $0 $94,900 $118,625 $118,625 $123,370 $1,850,550 $100,000 $0 $1,000,000 $1,250,000 $1,250,000 $1,300,000 $19,500,000 Packet Pg. 338 � 8.2.d PWP-04 NUTRIENT REMOVAL PROJECT Benefit To meet new permit requirements and increase capacity for projected 20-year service a- areaexpansion. > .N c Description The WA Dept of Ecology has imposed the Puget Sound Nutrient General Permit upor us. It is anticipated that our current process will not be able to meet these new perm) Q. requirements. This decision package will allow us to team with an engineering firm tc o study our current process and design a solution that will allow our plant to meet the L) new PSNGP requirements as well as accommodate projected service area growth ov o the next decade. 0 Estimated Project Cost $10,750,000 Q- a 'includes prior year expenditures `. N I C Budget C E Project Cost 2025 2026 2027 2028 2029 2030 2031-45 L) Design $100,000 $650,000 $0 $0 $0 $0 $0 Construction $0 $0 $5,000,000 $5,000,000 $0 $0 $0 v Expense Total $100,000 $650,000 $5,000,000 $5,000,000 $0 $0 $0 0 E Fund 423 - Sewer Utility $50,790 $330,135 $2,539,500 $2,539,500 $0 $0 $0 w Mountlake Terrace $23,170 $150,605 $1,158,500 $1,158,500 $0 $0 $0 I Olympic View Water Sewer $16,550 $107,575 $827,500 $827,500 $0 $0 $0 N N District City of Shoreline $9,490 $61,685 $474,500 $474,500 $0 $0 $0 c E Funding Source Total $100,000 $650,000 $5,000,000 $5,000,000 $0 $0 $0 L) Packet Pg. 339 PWP-08 GASIFICATION BYPASS (CLASS A SOLIDS PRODUCTION) Benefit Description Allow solids handling system redundancy and the ability to run the dryer unit a independently in the event of a gasification system failure or repair. The dryer is capable of producing Class A biosolids, which would negate the need for temporary hauling and disposal of wet cake at a rate of up to $200,000/month. L Q- I 0 U This allows the ability to continue production of class A solids if/when the gasification o system is shut down for repairs or preventative maintenance. The ability to produce a and haul class A solids will eliminate a temporary but substantial cost increase haulini a as this product is essentially the same in volume as biochar or concentrated minerals �° and is accepted at the local transfer station whereas if this option is not available, a sludge will need to be loaded into trailers and hauled to Oregon as was done during the Carbon Recovery Project at a cost of up to $200,000 per month. This redundant �I solids processing mode was an option to add to the Carbon Recovery Project and wa rejected by previous administration. Along with the savings in hauling costs, there wil a be no additional odor issues or daily sludge truck traffic in the adjacent neighborhood E Estimated Project Cost $300,000 *includes prior year expenditures Budget Project Cost 2025 Design $0 Construction $0 Expense Total $0 Fund 423 - Sewer Utility $0 Mountlake Terrace $0 Olympic View Water Sewer $0 District City of Shoreline $0 Funding Source Total $0 2026 2027 2028 2029 2030 2031-45 $0 $50,000 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $152,370 $0 $0 $0 $0 $0 $69,510 $0 $0 $0 $0 $0 $49,650 $0 $0 $0 $0 $0 $28,470 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 Packet Pg. 340 PWP-10 VFD UPGRADES Benefit Description To keep critical equipment reliable and in working condition. a. .N The WWTP has several VFD's (variable frequency drives) on various critical equipment influent pumps, effluent pumps, RAS/WAS pumps, aeration blowers, etc. Q. These VFD's have an expected useful life of 15-20 years. Several of the VFD's here o the plant range in age between 20-30 years old. There have already been some L) failures and replacements made. These outdated VFD's need to be replaced to avoic o a catastrophic failure event that could happen to these weakened state VFD's for any a number of reasons, including abrupt starting and stopping due to power bumps/loss, a switching from grid to generator power supply or just a parts failure. If multiple critical 00 components fail simultaneously, then the plant may lose it's ability to treat wastewater a that meets NPDES permit requirements resulting in pollution of our receiving waters and possible fines by our governing agency. Estimated Project Cost $500,000 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 423 - Sewer Utility Mountlake Terrace Olympic View Water Sewer District City of Shoreline Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $50,000 $50,000 $0 $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $126,975 $126,975 $0 $0 $0 $0 $0 $57,925 $57,925 $0 $0 $0 $0 $0 $41,375 $41,375 $0 $0 $0 $0 $0 $23,725 $23,725 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 Packet Pg. 341 8.2.d PWP-11 PRIMARY CLARIFIER 2 REHAB Benefit Description V Improve reliability of critical infrastructure as it is in a state of imminent failure. Ensur( a WWTP's ability to treat wastewater up to its rated capacity and meet discharge permi- ,> requirements. c a� a� L Q- Primary Clarifier #2 cage, center column, feedwell, corner sweeps, weir, counterweigl o skimming device and rake arms need replacement due to severe corrosion. The stee � has not been replaced since the original construction. The limited access will require o that pieces be assembled inside the tank. The concrete structure also needs to be a inspected and repaired as needed as corrosion of the concrete in spots has led to a exposed rebar and may have compromised the structural integrity of the clarifier. Th( �° project was delayed in 2024 and a carryforward budget amendment will move funds ti a 2025 to complete project. Estimated Project Cost $600,000 "includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Expense Total $0 $0 $0 $0 $0 $0 $0 Fund 423 - Sewer Utility $0 $0 $0 $0 $0 $0 $0 Mountlake Terrace $0 $0 $0 $0 $0 $0 $0 Olympic View Water Sewer $0 $0 $0 $0 $0 $0 $0 District City of Shoreline $0 $0 $0 $0 $0 $0 $0 Funding Source Total $0 $0 $0 $0 $0 $0 $0 Packet Pg. 342 PWP-12 PRIMARY CLARIFIER 3 REHAB Benefit Description 4 r,W Improve reliability of critical infrastructure as it is approaching a state of imminent a failure. Ensure WWTP's ability to treat wastewater up to its rated capacity and meet discharge permit requirements. c W a� L Q- Primary Clarifier #3 (dual drive) cages, center columns, feedwells, corner sweeps, o weirs, counterweights, skimming devices and rake arms need replacement due to L) severe corrosion. The steel is in a highly corrosive environment and has not been o replaced since the original construction approximately 30 years ago. The limited a access will require that pieces be assembled inside the tank. The concrete structure a also needs to be inspected and repaired as needed as corrosion of the concrete in �° spots has led to exposed rebar and may have compromised the structural integrity of a the clarifier. After recent evaluation od PC 3 it was determined, based on the current condition of the clarifier, this rehab can occur after 2030. r Estimated Project Cost $950,000 'includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 423 - Sewer Utility Mountlake Terrace Olympic View Water Sewer District City of Shoreline Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $800,000 $0 $0 $0 $0 $0 $0 $950,000 $0 $0 $0 $0 $0 $0 $482,505 $0 $0 $0 $0 $0 $0 $220,115 $0 $0 $0 $0 $0 $0 $157,225 $0 $0 $0 $0 $0 $0 $90,155 $0 $0 $0 $0 $0 $0 $950,000 Packet Pg. 343 PWP-13 ODS (PRIMARY SLUDGE) PUMP REPLACEMENT Benefit Description Estimated Project Cost "includes prior year expenditures Budget Project Cost Design Construction Expense Total Fund 423 - Sewer Utility Mountlake Terrace Olympic View Water Sewer District City of Shoreline Funding Source Total Improve reliability, redundancy and efficiency of the primary sludge and scum pumps a by replacing 30+ year old pumps and improving piping system. c a� s The ODS pumps are over 30 years old and are at the end of their useful life. The a maintenance, reliability and efficiency of the primary sludge pumping system would bE c greatly improved by replacing the current diaphragm pumps with progressive cavity c> pumps. During this pump replacement, piping modifications would also be done to 0 allow pumps to support more than one clarifier, improving system redundancy along c with reliability. a 0 $600,000 a 2025 2026 2027 2028 2029 2030 2031-45 $0 $100,000 $0 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $350,000 $250,000 $0 $0 $0 $0 $0 $177,765 $126,975 $0 $0 $0 $0 $0 $81,095 $57,925 $0 $0 $0 $0 $0 $57,925 $41,375 $0 $0 $0 $0 $0 $33,215 $23,725 $0 $0 $0 $0 $0 $350,000 $250,000 $0 $0 $0 $0 Packet Pg. 344 PWP-14 CHLORINE CONTACT CHANNEL SLUICE GATES REPLACEMENT Benefit To replace problematic, yet critical valves with more reliable technology that helps to ensure disinfection system functionality and the ability to continue to meet NPDES discharge permit requirements. Description Replace two gate valves and actuators at the inlets of the two chlorine contact channels. These gates have repeatedly failed. Repair is often expensive and time consuming, as access is an issue, so it is necessary to rent scaffolding and other equipment to make repairs. When a gate fails, it effectively cuts the disinfection capacity of the plant in half. These are critical pieces of equipment and need to be replaced with a different technology to improve performance and reliability. Estimated Project Cost $375,000 *includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $0 $0 $75,000 $0 $0 $0 Construction $0 $0 $0 $300,000 $0 $0 $0 Expense Total $0 $0 $0 $375,000 $0 $0 $0 Fund 423 - Sewer Utility $0 $0 $0 $190,463 $0 $0 $0 Mountlake Terrace $0 $0 $0 $86,888 $0 $0 $0 Olympic View Water Sewer $0 $0 $0 $62,062 $0 $0 $0 District City of Shoreline $0 $0 $0 $35,587 $0 $0 $0 Funding Source Total $0 $0 $0 $375,000 $0 $0 $0 a c a� s a� L Q 0 U 4- 0 c 0 a 0 a Packet Pg. 345 PWP-15 SCREW PRESS FEED SYSTEM REHAB Benefit Replacing these pumps allows for consistent and reliable operation of the sludge a. dewatering system which supplies dewatered biosolids to the new gasification system c a� a� L Description Replace two sludge feed pumps and three polymer pumps that are reaching the end oQ. their useful life and are often down for repairs. L) 4- 0 Estimated Project Cost $150,000 0 'includes prior year expenditures o R Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction $150,000 $0 $0 $0 $0 $0 $0 Expense Total $150,000 $0 $0 $0 $0 $0 $0 Fund 423 - Sewer Utility $76,185 $0 $0 $0 $0 $0 $0 Mountlake Terrace $34,755 $0 $0 $0 $0 $0 $0 Olympic View Water Sewer $24,825 $0 $0 $0 $0 $0 $0 District City of Shoreline $14,235 $0 $0 $0 $0 $0 $0 Funding Source Total $150,000 $0 $0 $0 $0 $0 $0 Packet Pg. 346 PWP-16 NPW PUMPING SYSTEM IMPROVEMENTS Benefit Description Current NPW system is non-functional as currently built. Currently, only one pump a provides the needed system pressure to allow the standby generator to function. In th event of that pump failing, the standby generator (which is required as a backup powE c source per our NPDES permit) is not operable. This project will allow for much needec 0 NPW redundancy. Q. E O U 4- 0 Relocate one NPW pump, replace one NPW pump and modify piping as needed to a achieve system functionality. a O a Estimated Project Cost $75,000 N "includes prior year expenditures > Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Construction $75,000 $0 $0 $0 $0 $0 $0 Expense Total $75,000 $0 $0 $0 $0 $0 $0 Fund 423 - Sewer Utility $38,093 $0 $0 $0 $0 $0 $0 Mountlake Terrace $17,378 $0 $0 $0 $0 $0 $0 Olympic View Water Sewer $12,412 $0 $0 $0 $0 $0 $0 District City of Shoreline $7,118 $0 $0 $0 $0 $0 $0 Funding Source Total $75,000 $0 $0 $0 $0 $0 $0 Packet Pg. 347 PWP-17 600 BLDG AIR QUALITY EVALUATION Benefit Description Estimated Project Cost Includes prior year expenditures Budget After rehab/upgrade project is complete (2026-part 2 of this project), it will improve a performance and reliability as well as lowering operational and maintenance costs for the systems mentioned above. c a� a� L Evaluate the AQ issues within the 600 Bldg with a focus on the lower level where 1-12S Q o gas appears to be accumulating at levels that are high enough to do damage to L) sensitive electronic equipment such as VFD's, control boards and relay switches. o These electronic failures cause shutdowns in the primary sludge pumping system, hic a pressure plant air system and sludge dewatering system. a 0 a $50,000 Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $50,000 $0 $0 $0 $0 $0 $0 Expense Total $50,000 $0 $0 $0 $0 $0 $0 Fund 423 - Sewer Utility $25,395 $0 $0 $0 $0 $0 $0 Mountlake Terrace $11,585 $0 $0 $0 $0 $0 $0 Olympic View Water Sewer $8,275 $0 $0 $0 $0 $0 $0 District City of Shoreline $4,745 $0 $0 $0 $0 $0 $0 Funding Source Total $50,000 $0 $0 $0 $0 $0 $0 Packet Pg. 348 PWP-18 LPA BLOWER 303 AND 305 REHAB Benefit Description 1 As these are our medium sized blowers, this allows for more efficient and cost -saving a operation of the LPA system. m Blowers are currently running at 75% capacity, are at the end of their useful life Q. (30,000 hrs, put in service in 2017), and due for rebuild. c c.> Estimated Project Cost $70,000 _ *includes prior year expenditures 0 Q- 0 a Budget Project Cost Construction Expense Total Fund 423 - Sewer Utility Mountlake Terrace Olympic View Water Sewer District City of Shoreline Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $35,000 $35,000 $0 $0 $0 $0 $0 $35,000 $35,000 $0 $0 $0 $0 $0 $17,777 $17,777 $0 $0 $0 $0 $0 $8,110 $8,110 $0 $0 $0 $0 $0 $5,792 $5,792 $0 $0 $0 $0 $0 $3,322 $3,322 $0 $0 $0 $0 $0 $35,000 $35,001 $0 $0 $0 $0 $0 Packet Pg. 349 PWP-19 600 BLDG ELECTRICAL REHAB Benefit Description or Rehab of the 600 bldg electrical system will result in a tremendous increase in the a reliability of the critical systems within the 600 bldg including sludge dewatering, primary sludge pumping, high-pressure air, chemical disinfection pumps and several others. s a� L cQ G Both the high and low voltage electrical systems are in a degraded state and have L) functionality issues during periods of high demand, often resulting in equipment failun o due to MCC or breaker failures. This is a critical system and is at the end of its useful c life, being well over thirty years old. a 0 Estimated Project Cost $250,000 a N "includes prior year expenditures >, Budget Project Cost Design Construction Expense Total Fund 423 - Sewer Utility Mountlake Terrace Olympic View Water Sewer District City of Shoreline Funding Source Total 2025 2026 2027 2028 2029 2030 2031-45 $0 $50,000 $0 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $126,975 $0 $0 $0 $0 $0 $0 $57,925 $0 $0 $0 $0 $0 $0 $41,375 $0 $0 $0 $0 $0 $0 $23,725 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 Packet Pg. 350 PWP-20 600 BLDG AIR QUALITY REHAB/UPGRADE Benefit Description '"NW Improve performance and reliability as well as lowering operational and maintenance a costs for the systems mentioned above. .N c a� Perform AQ system repairs and modifications from the prior years' AQ Evaluation Q. Project to resolve the AQ issues within the 600 bldg with a focus on the lower level o where H2S gas appears to be accumulating at levels that are high enough to do L) damage to sensitive electronic equipment such as VFD's, control boards and relay o switches. These electronic failures cause shutdowns in the primary sludge pumping a system, high pressure plant air system and sludge dewatering system. a Estimated Project Cost $250,000 Includes prior year expenditures Budget Project Cost 2025 2026 2027 2028 2029 2030 2031-45 Design $0 $50,000 $0 $0 $0 $0 $0 Construction $0 $200,000 $0 $0 $0 $0 $0 Expense Total $0 $250,000 $0 $0 $0 $0 $0 Fund 423 - Sewer Utility $0 $126,975 $0 $0 $0 $0 $0 Mountlake Terrace $0 $57,925 $0 $0 $0 $0 $0 Olympic View Water Sewer $0 $41,375 $0 $0 $0 $0 $0 District City of Shoreline $0 $23,725 $0 $0 $0 $0 $0 Funding Source Total $0 $250,000 $0 $0 $0 $0 $0 0 a Packet Pg. 351 PWP-21 SECONDARY CLARIFIER 2 REHAB Benefit This will increase reliability/redundancy in the secondary system and help ensure the a- finaleffluent meets NPDES discharge permit standards. .N c a� Description Secondary Clarifier 2 has reached the end of useful life as its components are over 31 Q years old and need to be replaced. Clarifier drive, drive motor and steel structure have o corroded and need repair or replacement. Concrete needs to be evaluated and L) repaired if necessary. o c 0 Estimated Project Cost $450,000 0 'includes prior year expenditures Q N I Budget a Project Cost 2025 2026 2027 2028 2029 2030 2031-45 a E Design $0 $50,000 $0 $0 $0 $0 $0 0 L) Construction $0 $400,000 $0 $0 $0 $0 $0 S U- Expense Total $0 $450,000 $0 $0 $0 $0 $0 -0 Fund 423 - Sewer Utility $0 $228,555 $0 $0 $0 $0 $0 c E Mountlake Terrace $0 $104,265 $0 $0 $0 $0 $0 'a w Olympic View Water Sewer $0 $74,475 $0 $0 $0 $0 $0 I N N District v N City of Shoreline $0 $42,705 $0 $0 $0 $0 $0 Funding Source Total $0 $450,000 $0 $0 $0 $0 $0 as E Packet Pg. 352 CFP/CIP COMPARISION 2024-20 k tires+ � r' 4t.:Fr 2025-2030 PUBLIC WORKS CAPITAL FACILITIES PROGRAM I CAPITAL IMPROVEMENTS PROJECTS 8.2.d CFP /CIP COMPARISON (2024 TO 2025) PROJECTS ADDED Transportation Safety Action Plan Secured federal grant to complete plan. Water 2027 Water Comprehensive Plan Update Estimated costs for update to existing water comprehensive plan Water Phase 21 Annual Replacement Program (2031) Estimated future costs for waterline replacements. Storm Edmonds Marsh Water Quality Improvements (Phase 2) Estimated future costs for road repairs due to storm replacements Storm Phase 11 Storm Maintenance (2031) Estimated future costs for stormline replacements Storm Edmonds Marsh Estuary Planning Study Estimated future costs for Marsh Planning Study Sewer 2027 Sewer Comprehensive Plan Update Estimated costs for update to existing sewer comprehensive plan Sewer Phase 18 Annual Sewer Replacement/Rehab (2031) Estimated future costs for sewerline replacements WWTP Screw Press Feed System Rehab Estimated future costs for waste water treatment plant project. WWTP NPW Pumping System Improvements Estimated future costs for waste water treatment plant project. WWTP 600 Bldg air Quality Evaluation Estimated future costs for waste water treatment plant project. WWTP LPA Blower 303 Rehab Estimated future costs for waste water treatment plant project. WWTP 600 Bldg Air Quality Rehab/Upgrade Estimated future costs for waste water treatment plant project. WWTP Secondary Clarifier 2 Rehab Estimated future costs for waste water treatment plant project. Facilities Police Station Estimated and future costs for facilities project. Facilities Boys and Girls Club Estimated and future costs for facilities project. c a m c d t a� L Q E 0 U 0 C 0 w a 0 a Packet Pg. 354 8.2.d CFP /CIP COMPARISON (2024 TO 2025) PROJECTS REMOVED Transportation 76th Ave. Overlay from 196th to OVD completed in 2024 Transportation 2024 Traffic Signal Upgrades to be completed in late 2024 Transportation 2024 Pedestrian Safety Program to be completed in late 2024 Water Phase 13 Annual Replacement Program Completed Sewer Phase 10 Annual Sewer Replacement/Rehab Completed Sewer Citywide CIPP Sewer Rehabilitation Phase 4 Completed Facilities Landmark 99 Six -year cost and funding (2025-2030) removed Facilities Fire Life Safety Communications Six -year cost and funding (2025-2030) removed WWTP WWTP Asset Criticality Ranking and Condition Assessment to be completed in late 2024 WWTP Primary Clarifier Completed WWTP Joint Sealant lCompleted WWTP Vacuum Filter Icompleted a Packet Pg. 355 8.2.d CFP /CIP COMPARISON (2024 TO 2025) PROJECTS REVISED ., - Transportation Puget Dr. @ OVD Signal Upgrades Cost and funding moved from 2027-2028 to 2028-2029 Transportation Signal Upgrades - 100th Ave @ 238th St. SW Cost and funding moved from 2027-2028 to 2028-2029 c Transportation Main St. @ 3rd Signal Upgrades Cost and funding moved from 2027-2028 to 2028-2029 a Transportation 228th St. SW from Hwy 99 to 95th PI. W Corridor Cost and funding revised, moved from 2027-2029 to 2028-2030 Transportation Hwy 99 Revitalization & Gateway Project - Stage 3 Cost and funding revised, moved from 2022-2028 to 2022-2029 Transportation Hwy 99 Revitalization & Gateway Project - Stage 4 Cost and funding revised, moved from 2022-2028 to 2022-2029 L Transportation SR 524 (196th St. SW) / 88th Ave. W - Intersection Improvements Cost and funding moved from 2027-2028 to 2028-2030 0- E Transportation Main St. @ 9th Ave. Intersection Improvements Cost and funding revised, moved from 2027-2028 to 2028-2029 0 U Transportation 76th Ave. W @ 220th St. SW - Intersection Improvements Cost and funding revised, moved from 2023-2027 to 2023-2029 0 Transportation SR-104 Adaptive System - 236th to 226th Cost and funding revised, moved from 2023-2027 to 2024-2028 0 Transportation SR-104 @100th Ave W. Intersection Improvements Cost and funding revised, moved from 2027-2029 to 2028-2030 0- 0 Transportation SR-104 @ 95th PI. W Intersection Improvements Cost and funding revised, moved from 2027-2028 to 2028-2029 Q Transportation SR-104 @ 238th St. SW Intersection Improvements Cost and funding revised, moved from 2027-2028 to 2028-2029 N Transportation SR-104 @ 76th Ave. W Intersection Improvements Cost and funding revised, moved from 2027-2028 to 2028-2029 >i Transportation Olympic View Dr @ 76th Ave. W Intersection Improvements Cost and funding revised, moved from 2030-2044 to 2031-2045 a Transportation 175th St SW Slope Repair Construction cost moved from 2027 to 2028 Q. Transportation 232nd St. SW Walkway from 100th Ave. to SR-104 Cost and funding revised, moved from 2028-2029 to 2029-2030 �0 Transportation 236th St. SW Walkway from Madrona Elementary to 97th Ave. W Cost and funding revised, moved from 2027-2028 to 2028-2029 Fa Transportation 84th Ave. W Walkway from 238th St. SW to 234th St. SW Cost and funding revised, moved from 2024-2025 to 2025-2029 S Transportation 80th Ave. W Walkway from 212th St. SW to 206th St. SW Cost and funding revised, moved from 2027-2029 tto 2028-2030 Transportation 80th Ave. W Walkway from 188th St. SW to Olympic View Dr. Cost and funding revised, moved from 2027-2029 to 2028-2030 E Transportation 218th St. SW Walkway from 76th Ave. W to 84th Ave. W Cost and funding revised, moved from 2027-2029 to 2028-2030 w Transportation Walnut St. Walkway from 6th Ave. S to 7th Ave S Cost and funding revised, moved from 2027 to 2028 N� Transportation 216th St. SW Walkway from Hwy. 99 to 72nd Ave W T Cost and funding revised, moved from 2027 to 2028 04 Transportation Maplewood Dr. Walkway from Main St. to 200th St. SW Cost and funding revised, moved from 2027-2029 to 2028-2030 'Zr Transportation 95th PI. W Walkway from 224th St. SW to 220th St. SW Cost and funding revised, moved from 2027-2028 to 2028-2029 Transportation SR-104 @ 76th Ave. W Non -Motorized Trans Improvements Cost and funding revised, moved from 2027-2028 to 2028-2029 E Transportation SR-104 Walkway: HAWK to Pine / Pine from SR-104 to 9th Cost and funding revised, moved from 2029 to 2030 L) Transportation Ferry Storage Improvements from Pine St. to Dayton St. Moved from 2027 to 2028 Q Transportation Transportation Plan Update Cost and funding revised, extended to 2025 Transportation Green Streets 236th St SW - 84th Ave W to Highway 99 Cost and funding revised, moved from 2029 to 2030-2045 • • PUBLIC WORKS• •PROJECTS Packet Pg. 356 8.2.d CFP /CIP COMPARISON (2024 TO 2025) Storm Lower Perrinville Creek Restoration Project Cost and Funding Revised Storm 7317 Lake Ballinger Way Purchase & Structure Removal lCosts of building demolishment added to 2025 with 2026 closeout Storm Lake Ballinger Regional Facility Design and Construction Moved project funding from 2026-2027 to 2027-2028 c Storm Storm and Surface Water Comprehensive Plan $213,000 in 2024 funds moved to 2025 a m Sewer Annual Citywide CIPP Sewer Rehabilitation Cost and funding (2025-2030) revised Sewer Lake Ballinger Sewer Cost and funding shifted from 2026-2027 to 2027-2028 a E WWTP Nutrient Removal Project Six -year cost and funding (2025-2030) revised 0 U WWTP VFD Upgrades Six -year cost and funding (2025-2030) revised o WWTP Gasification Bypass (Class A Solids Production) Project postponed to 2027 0 WWTP Primary Clarifier 3 Rehab r Six -year cost and funding (2025-2030) revised Q- 0 WWTP ODS (Primary Sudge) Pump Replacement Six -year cost and funding (2025-2030) revised a WWTP Chlorine Contact Channel Sluice Gates Replacement Six -year cost and funding (2025-2030) revised c Facilities Cemetery Building Six -year cost and funding (2025-2030) revised a Facilities City Hall Six -year cost and funding (2025-2030) revised E Facilities Fishing Pier/Beach Ranger Station Six -year cost and funding (2025-2030) revised 0 Facilities Frances Anderson Center Six -year cost and funding (2025-2030) revised Facilities Fire Station 16 Six -year cost and funding (2025-2030) revised iE Facilities Fire Station 17 Six -year cost and funding (2025-2030) revised Facilities Fire Station 20 Six -year cost and funding (2025-2030) revised E Facilities Historic Log Cabin Six -year cost and funding (2025-2030) revised w Facilities Historical Museum Six -year cost and funding (2025-2030) revised N� Facilities Library Six -year cost and funding (2025-2030) revised r Facilities Library Plaza Deck Waterproofing Six -year cost and funding (2025-2030) revised Facilities Meadowdale Club House Six -year cost and funding (2025-2030) revised Facilities Old Public Works Six -year cost and funding (2025-2030) revised E Facilities Parks Maintenance Building Six -year cost and funding (2025-2030) revised Facilities Public Safety .r Six -year cost and funding (2025-2030) revised a Facilities Public Works O&M Six -year cost and funding (2025-2030) revised Facilities Wade James Theater Six -year cost and funding (2025-2030) revised Facilities Yost Pool House Six -year cost and fundinq (2025-2030) revised Packet Pg. 357 A15!kEDMONDS �i PARKS, RECREATION & HUMAN SERVICES 2025-2030 CAPITAL FACILITIES PLAN & CAPITAL IMPROVEMENT PROGRAM FINAL NOVEMBER 2024 "EDMONDS PARKS, RECREATION & HUMAN SERVICES Table of Contents Director's Letter................................................................ 2 CIP/CFP Worksheets.......................................................3-6 Project Distribution Map ................................................. 7 Project Descriptions......................................................8-26 Program Descriptions...................................................27-29 Acquisition Descriptions...............................................30-31 FundDetail..................................................................... 32 Fund 332 (Capital Const. & Impact Fee) Detail ............33-34 Fund 125 (REET 11) Detail ................................................ 35 Fund 126 (REET 1) Detail ................................................. 36 Fund 143 (Tree) Detail .................................................... 37 Fund 137 (Cemetery) Detail ........................................... 38 Annual Project Comparison ............................................ 39 .fit 8.2.d EDMONDS PARKS, RECREATION & HUMAN SERVICES September 30, 2024 Members of the City Council, Parks & Planning Board, Staff and Citizens of Edmonds, The Parks, Recreation & Human Services Department presents the City of Edmonds Parks 6-year Parks Capital Improvement Program (CIP) and Capital Facilities Plan (CFP). The CIP/CFP serve as a planning guide identifying parks capital projects and related funding sources. It reflects the priorities established in the 2022 Parks, Recreation and Open Space (PROS) Plan priorities as well as unforeseen opportunities and demands. The CIP/CFP is updated annually through a public process including presentations and Public Hearings hosted by both the Parks & Planning Board and the City Council during the budget process. Highlights of the 2024 parks capital project accomplishments through August include: 1. Acquisition of the Mee property expands the Mathay Ballinger Park by 50% and the purchase and related costs were 80% grant funded ($880,000 grant). 2. Demolition of unusable structures, removal of invasive plants and site security of the 1-acre parcel donated by Shirley Johnson adjacent to Yost was completed. 3. Improvements to the McAleer Lake Ballinger Access area. 4. Installation of automated door locks on all park restrooms to decrease damage and vandalism. 5. Standardization of park entry signage. 6. Replacement of the outdoor shower, an additional foot wash station and installation of ADA compliant water bottle filler to replace a non -working drinking fountain. The remaining 2024 capital projects in process include: 1. Improvements continue at Mathay Ballinger Park with installation of a permanent restroom and remaining improvements including ADA accessible pathway, parking improvement, picnic shelter and additional park amenities. 2. Completing open space improvements to meet a 2008 State of Washington grant non-compliance issue. 3. Installation of "No Boating" buoys along the Waterfront as resulting from US Coast Guard audit. Currently, the focus of our capital work is on deferred maintenance throughout the city's existing parks system and recreation facilities. With an aging system and lack of adequate asset management through Edmonds' parks and facilities, amenities are reaching the end of their useful life and require significant repairs or replacement. Some of which require significant permitting due to proximity to salmon -bearing waterways. Another priority in our capital work is addressing ADA accessibility compliance issues both during renovation and repair work as well as stand-alone new projects to address the issue. Ensuring our parks, trails, open spaces and recreation facilities and amenities are inclusive and welcoming and equitability available to all Edmond's residents and visitors is an emphasis of all our parks capital work. Your Parks, Recreation & Human Services Department strives to keep our parks safe, accessible, and enjoyable for all and we are proud to continue to implement the parks capital program to better serve the Edmonds community. Sincerely, Ii \X Angie Feser, Edmonds Parks, Recreation & Human Services Director 425-771-0256 Angie.Feser@EdmondsWA.gov Page 2 Packet Pg. 360 2025-2030 SIX -YEAR CAPITAL IMPROVEMENT PROGRAM CAPITAL FACILITIES PLAN 8.2.d Costs inflated at 3% per year CFP Project # Project Site & Description 2025 2026 2027 2028 2029 2030 6-Year Tot, Shell Creek Restoration Phase 2 R19 Project to provide improved environmental health and erosion control of Shell $ 380,000 $ $ $ $ $ $ 380,0 Creek in Yost Park, may include trail, bridge and boardwalk repair or relocation. Lake Ballinger Park Mountlake Terrace ILA *CARRYFORWARD* D19 Funding to support City of Mountlake Terrace Ballinger Park Phase III $ 200,000 $ $ $ $ $ $ 200,0 Development. Payment due upon completion of project. Columbarium Expansion - Phase II D8 Expansion of the current columbarium. Funding provided through the Cemetery $ 175,000 $ $ $ $ $ $ 175,0 Trust Fund 137. Mee Property X D13 Master plan and future development providing expansion of the Mathay Ballinger $ 20,000 $ $ 250,000 $ $ $ $ 270,0 neighborhood park. Property purchased in 2024. Johnson Property X Master plan for future use and expansion of Yost Park. Site development not $ $ $ $ $ $ $ P5 included in estimate. Demolition, debris removal and site security completed in 2023. Parks & Facilities Maintenance and Operations Building X Pi Replace and/or renovate Parks & Facilities Maintenance Shop located in City Park. $ $ 250,000 $ 875,500 $ 4,700,000 $ $ $ 5,825,5 DD2 Preliminary design in 2026. Marsh Boardwalk Replacement D21 Renovation and replacement of northwest Edmonds Marsh boardwalk to include $ $ 75,000 $ 750,000 $ - $ $ $ 825,0 R20 ADA upgrades. Yost Pool Upgrades & Renovation R11 Repairs and renovations of 50+ year old pool as needed to include a complete $ $ - $ 350,000 $ $ $ $ 350,0 replaster of the pool. Woodway Campus Athletic Complex - Phase I - Lighting X D20 In cooperation with the Edmonds School District, complete a community park and $ $ $ 1,500,000 $ $ $ $ 1,500,0 athletic complex at Former Woodway High School to include lighting and future construction of two additional fields. Project Type: A: Acquisition - R: Replacement/Upgrade - P: Master Planning - D: Development (new) c ca a d C d s O L Q E O U 4- 0 C O Q O Q N c I ca a Q E O U C U_ C O E W I N T" N r le N C O t t> ca r Q Page 3 Packet Pg. 361 2025-2030 SIX -YEAR CAPITAL IMPROVEMENT PROGRAM CAPITAL FACILITIES PLAN 8.2.d Costs inflated at 3% per year CFP Project # Project Site & Description 2025 2026 2027 2028 2029 2030 6-Year Tot, Sierra Park R8 Replacement of a 25+ year old playground and related improvements to included $ $ $ 50,000 $ 350,000 $ - $ - $ 400,0 ADA compliance. D10 Pine Street Park D11 Park enhancements to include the addition of a small shelter with picnic tables, $ $ $ - $ 100,000 $ 60,000 $ 200,000 $ 360,0 D12 canopy shade trees and a paved connecting pathway. Maplewood Hill Park R12 Replacement of a nearly 40 year old playground for improved play experience and $ $ $ $ 50,000 $ 350,000 $ - $ 400,0 ADA compliance. Neighborhood Park SR99 X D15 Master plan and development of a new neighborhood park in Southeast Edmonds $ $ $ $ $ 80,000 $ 850,000 $ 930,0 (funding is in Parkland Acquisition program for purchase). D16 Elm Street Park D17 Park enhancements to include the addition of a nature playground, small shelter $ $ $ $ $ 105,000 $ 385,000 $ 490,0 R14 with picnic tables, habitat restoration and possible addition of a dog park. Neighborhood Park SE 2 X D18 Master plan and development of a new neighborhood park in Southeast $ $ $ $ $ $ 82,000 $ 82,0 Edmonds (funding is in Parkland Acquisition program for purchase). Pool Replacement X R15 Replacement of the existing Yost pool due to end of life cycle. Design, location, $ $ $ $ $ $ 24,000,000 $ 24,000,0 and funding TBD and consideration of possible partnerships. Edmonds Marsh Estuary Restoration (Willow Creek Daylighting) Master Plan development and implementation of the Edmonds Marsh to daylight X P4 D9 the waterway connection of Puget Sound to the Edmonds Marsh and two fresh TBD TBD TBD TBD TBD TBD $ water creeks providing restoration of fresh water/salt water estuary and natural - D1 tidal exchange. (All expenses are TBD per Council direction in December 2022). Property acquisition identified in Parkland Acquisition program. (A) SUBTOTAL PARKS CIP/CFP PROJECTS 1 $ 775,000 $ 325,000 $ 3,775,500 $ 5,200,000 $ 595,000 $ 25,517,000 $ 36,187,51 Project Type: A: Acquisition - R: Replacement/Upgrade - P: Master Planning - D: Development (new) C ca a d U) C d s O L Q E O U O C O CL O Q I C M a a O U C U_ N C O E W I N_ N r le N C O E t t) ca Q Page 4 Packet Pg. 362 2025-2030 SIX -YEAR CAPITAL IMPROVEMENT PROGRAM CAPITAL FACILITIES PLAN 8.2.d Costs inflated at 3% per year Project # PARKS CIP PROGRAMS 2025 2026 2027 2028 2029 2030 6-Year Tot; Citywide Park Improvements / Capital Replacement Program R17 Ongoing program of funding allocation for regular, major and deferred $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 2,700,0 maintenance, repair and replacement of parks amenities, structures and equipment. ADA Improvements & Replacement R16 Ongoing replacement or improvements to meet ADA standards within park $ $ 200,000 $ 300,000 $ $ $ $ 500,0 system. (Example is of the Seaview Park restroom replacement and - improvements to pathway). Debt Service and Interfund Transfers Debt service on Civic Park $1.6M bond (2021), Marina Beach Acquisition and $ 412,518 $ 416,188 $ 410,438 $ 416,350 $ 407,912 $ 414,225 $ 2,477,6 Interfund transfers to Engineering for Capital Project Support. (B) SUBTOTAL - PARKS CIP PROGRAMS $ 862,518 $ 1,066,188 $ 1,160,438 $ 866,350 $ 857,912 $ 864,225 $ 5,677,& Costs inflated at 3% per year Project # PARKLAND ACQUISITION 2025 2026 2027 2028 2029 2030 6-Year Tot; X A3 Neighborhood Park SR99 $ $ $ $ 900,000 $ - $ $ 900,0 Acquisition of parkland near SR 99 to fill park system gaps. X A4 Neighborhood Park SE 2 $ $ $ $ - $ 900,000 $ $ 900,0 Acquisition of parkland in South Edmonds to fill park system gaps. Edmonds Marsh Estuary Restoration (Willow Creek Daylighting) X Al Acquisition of the Unocal property in support of greater Edmonds Marsh TBD TBD TBD TBD TBD TBD $ - restoration project. (C) SUBTOTAL - PARKLAND ACQUISITION $ $ $ $ 900,000 $ 900,000 i $ $ 1,800,01 (D) TOTAL PARKS CIP/CFP EXPENDITURES (A+B+C) 1 $ 1,637,518 1 $ 1,391,188 1 $ 4,935,938 1 $ 6,966,350 1 $ 2,352,912 1 $ 26,381,225 1 $ 43,665,1: Project Type: A: Acquisition - R: Replacement/Upgrade - P: Master Planning - D: Development (new) C ca a d U) C d s i Q E O U 4- 0 C O Q O Q N C I ca a a E O U C U_ C O E W I N T" N T_ le N C d E s t) Q Page 5 Packet Pg. 363 2025-2030 SIX -YEAR CAPITAL IMPROVEMENT PROGRAM CAPITAL FACILITIES PLAN 8.2.d PARKS CIP REVENUE 2025 2026 2027 2028 2029 2030 6-Year Tot; Real Estate Excise Tax (REET) I - Fund 126 $ 512,518 $ 516,188 $ 510,438 $ 516,350 $ 507,912 $ 514,225 $ 3,077,6 Real Estate Excise Tax (REET) II - Fund 125 $ 1,050,000 $ 975,000 $ 1,150,000 $ 950,000 $ 910,000 $ 950,000 $ 5,985,0 Park Impact Fees - Fund 332-100 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,200,0 Tree Fund 143 - Land Acquisition $ 84,192 $ 60,419 $ 58,419 $ 61,140 $ 63,997 $ 56,997 $ 385,1 Cemetery Trust Fund 137 - Columbarium Expansion $ 175,000 1 $ 175,0 Investment Interest (3%) $ 7,870 $ 8,220 $ 35,132 $ 34,363 $ 46,081 $ 54,385 $ 186,0 Donations $ - $ - $ - $ - $ - $ - $ Bond Proceeds $ $ $ $ $ $ $ Secured Grants $ $ $ $ $ $ $ Unsecured Grants/Funding - non -land acquisition $ $ $ 3,125,000 $ 4,700,000 1 $ 55,0001 $ 24,167,000 1 $ 32,047,01 (E) TOTAL PARKS CIP REVENUE $ 2,029,580 $ 1,759,827 $ 5,078,988 $ 6,461,853 1 $ 1,782,990 1 $ 25,942,607 1 $ 43,055,8. Parks Fund 6-Year Overview 2025 2026 2027 2028 2029 2030 (F) Beginning Fund Balance $ 1,458,932 $ 1,846,994 $ 2,211,633 $ 2,350,684 $ 1,842,187 $ 1,268,265 (E) Revenue $ 2,029,580 $ 1,759,827 $ 5,078,988 $ 6,461,853 $ 1,782,990 $ 25,942,607 (D) Expenditures $ 1,641,518 $ 1,395,188 $ 4,939,938 $ 6,970,350 $ 2,356,912 $ 26,385,225 (G) Ending Fund Balance (F+E-D) $ 1,846,994 $ 2,211,633 $ 2,350,684 $ 1,842,187 $ 1,268,265 $ 825,647 Restricted Land Acquisition Funds: $ 1,352,583 $ 1,509,002 $ 1,663,421 $ 920,561 $ 180,557 $ 333,554 Available Funding (assuming $2001(in PIF+ Interest): $ 494,411 $ 702,631 $ 687,263 $ 921,626 $ 1,087,707 $ 492,093 Q Page 6 Packet Pg. 364 I 8.2.d I 2025-2030 Parks Capital Improvement Program & Capital Facilities Plan PROJECTS v EDMONDS PARKS, RECREATION & HUMAN SERVICES Page 8 Packet Pg. 366 1 8.2.d Parks & Recreation Shell Creek Restoration Phase 2 - R19 O Driftwood PWyers Yost Park Trails City of Edmonds Bridge — Boardwalk ---- Trail Creek Park Boundary _ Service Road — Pavement 0 100 200 Feet Main St NlghlineTrall Existing Conditions Area ; 1 1 �hP��cePk Bzl( Approximate Project Outline ---` V+�_ ate, • �, , ' `I Cedar Loop Trail—� ` C S 0, i Im I ct ` AI �\ tti ❑ \� Crow's Nest Loop / \ N ENTRANCE T< ----��-- ' Project Summary: The goal of this project is the restoration of the northern portion of Yost Park and may include habitat and environmental protection and enhancement, mitigation opportunities, bridge, trail and boardwalk replacement/relocation and concrete structure removal or modification. After completion of the Existing Conditions Analysis, funding is needed for the next phase which includes scope of work development and may include architecture, engineering and ecological design, document development to support and start the permit process and potential construction estimates. Project Justification: The 45-acre Yost Park, containing a portion of Shell Creek, is experiencing environmental degradation to the creek's ecosystem and the bridges are nearing end of life cycle. Shell Creek is identified as a salmon -bearing stream and erosion and silting issues within Yost Park impact stream bed conditions and spawning habitat within the park and downstream. This erosion has caused the closure of a pedestrian bridge in the upper creek corridor, resulting in significant impact to trail users by lack of ability to cross the creek to access both sides of the park. Additional pedestrian bridges are deteriorating and will require replacement or repair. 2022 Parks, Recreation & Open Space (PROS) Plan - Goal 3: Parks, Trails & Open Space, Objectives 3.7, 3.8 and 3.9; Goal 4: Waterfront Use & Access, Objectives 4.2 and 4.4; Goal 5: Natural Resource & Habitat Conservation Objectives, 5.1, 5.3 and 5.4; Goal 6: Climate Change, Adaptation & Resiliency, Objective 6.5; and Goal 9: Park Operations & Administration Objectives 9.1 and 9.2. PROS Plan Recommendations 3.1, 3.10. 5.2 and 6.2. Estimated Cost: Phase 1- $250,000 & Phase 2 - $380,000 = $630,000 total Page 9 Packet Pg. 367 8.2.d Parks & Recreation Lake Ballinger Park/Mountlake Terrace ILA - D19 alp Interurban Trail Improved Park Entry e sT Proposed Crossing by the U.S. Army Corps of Engineers Senior Center Proposed Channel by the 6 It Asphalt Path y U.S. Army Corps of Engineers �r 6 ft Wood Chips Path 6 ft Gravel Path Proposed Boardwalk by the U.S. Army Corps of Engineers Boardwalk & Viewing Platform 4 Lake Ballinger Lake Ballinger Park, City of Mountlake Terrace Project Summary: Through an Interlocal Agreement (ILA) with the City of Mountlake Terrace, the City of Edmonds will support the construction of the planned improvements in the northwest area of Lake Ballinger Park including a pedestrian entry, pathways and access to Lake Ballinger. The ILA was executed in 2023, with the project underway and payment is due upon completion. Project Justification: This western boundary of the park is Edmonds city limits, and these improvements will provide better access to Lake Ballinger Park for Edmonds residents. The revenue contribution supports the construction of the improvements which will benefit the City of Edmonds. This project is supported by the 2022 Parks, Recreation and Open Space (PROS) Plan including a goal, three objectives and three recommendations. PROS Goal 3, Objectives 3.2, 3.8 and 3.11. Recommendation 1.2 Expand partnerships and agreements with other nearby jurisdictions. Recommendation 3.6 Explore options for access to Lake Ballinger with the City of Mountlake Terrace to include possible joint development and consideration of a fishing pier. Recommendation 5.2 Repair and improve or extend trails and boardwalks to allow improved public access to natural areas for nature/wildlife viewing, hiking and outdoor experience. Estimated Cost: $200,000 Construction (D19) — ILA 2025 2026 $200,000 2027i i $200,000 Total Expenses $200,000 $200,000 Real Estate Excise Tax II - Fund 125 $200,000 $200,000 Total Revenue Unsecured Funding $200,000 so $200,000 $0 R Page 10 Packet Pg. 368 8.2.d Parks & Recreation Columbarium Expansion Phase 2 - D8 820 15th St SW, Edmonds Memorial Cemetery Project Summary: Expansion of the existing Edmonds Memorial Cemetery Columbarium. Funding is provided through the Cemetery Trust Fund 137 which is designated for capital projects such as this. This accumulated fund balance is generated from revenue collected through ongoing cemetery sales and services. Project Justification: As the existing columbarium continues to fill up, it is appropriate to begin planning for the Phase 2 expansion to accommodate additional inurnments. The project design was developed with the original design and therefore, could be relatively simple to implement. Estimated Cost: $159,100 Page 11 Packet Pg. 369 8.2.d Parks & Recreation Mee Property - P2, D13 24024 76th Ave. Project Summary: This project is the Master Planning process supporting development of the recently acquired Mee Property adjacent to and expanding Mathay Ballinger Park. This planning effort is the next step to providing improvements to expand the adjacent park and address park services gap and inequities in geographic distribution in underserved areas of Edmonds. The Master Plan relies on community engagement and will be developed in collaboration with Edmonds community. Opening this property to the public requires site improvements determined by a community -based Master Plan. Project Justification: The addition of new parkland and amenities is supported by the 2022 Parks, Recreation and Open Space (PROS) Plan including Goal 1, Objective 1.1; Goal 2, Objectives 2.1 and 2.3, Goal 3, Objectives 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9 and 3.10; Goal 5, Objectives 5.1, 5.3, and 5.4; and Goal 6, Objectives 6.1, 6.3, and 6.4. Recommendations include 6.2 which supports development of a new park and recommendations 3.2 and 3.5. Estimated Cost: $330,000 Planning — Neighborhood Park SE 1 (P2)** 2025 2026 $20,000 $20,000 Construction — Neighborhood Park SE 1 (D13) $250,000 $250,000 Total Expenses $20,000 $250,000 $290,000 Real Estate Excise Tax II - Fund 125 $20,000 $20,000 Park Impact Fees — Fund 332-100 $250,000 $250,000 Total Revenue $20,000 $250,000 $290,000 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) ** Project funding reduced via Council Budget Amendment in 2025 Page 12 Packet Pg. 370 8.2.d Parks & Recreation Johnson Property - P5 9309 Bowdoin Way Project Summary: This project is for the first phase of design including a Master Plan for the 1-acre property donated by Shirley Johnson in 2021. The house, outbuildings and invasive plants material were removed in 2023 and the site is currently secured with fencing. The master planning process uses a combination of park system -wide goals (PROS Plan), property opportunities and constraints, property donation conditions and community input on future design and usage for the space as well as providing documentation for grant opportunities for future improvements. Project Justification: This project is supported by five goals and 11 related objectives and a recommendation of the 2022 Parks, Recreation and Open Space (PROS) Plan. They include Goal 1, Objective 1.1; Goal 3, Objectives 3.7, 3.8 and 3.10; Goal 5, Objective 5.1; Goal 6, Objectives 6.1, 6.4 and 6.5; Goal 9, Objectives 9.1, 9.3 and 9.5 support this project. In addition, Plan Recommendation 3.1 - Maintain, renovate, or replace aging or damaged infrastructure in existing City properties to ensure public accessibility, use and safety applies to this work. Estimated Cost: $100,000** *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) **Project funding removed via council budget amendment in 2025 Page 13 Packet Pg. 371 8.2.d Parks & Recreation Parks & Facilities Maintenance Building - P1 & D2 6003 d Avenue South, City Park Project Summary: Replacement of 40+ year old Parks and Facilities Maintenance building and renovation of the yard area in City Park. Currently undersized to accommodate staff, vehicles and equipment, mechanical workspaces and employee facilities and the facility is reaching the end of its useful life. Project Justification: Parks and Facilities Divisions have long outgrown this existing facility and need additional work areas and fixed equipment storage to more efficiently maintain City parks and Capital facilities. The city's small equipment repair garage is used as the Park Maintenance locker room, daily meeting room, computer access (two for 17 FTEs) and work preparation space. It is insufficient for work efficiency and creates a conflicting workspace of small machinery repair and gathering space. This project is supported by a Goal and three Objectives in the 2022 Parks, Recreation and Open Space (PROS) Plan including Goal 9, Objectives 9.1, 9.3 and 9.9. Estimated Cost: $5,825,000 Planning & Design (P1) 2025 2026i $250,000 $875,000 i28 2029 2030 Total $1,125,000 Construction (D2) $4,700,000 $4,700,000 Total Expenses $250,000 $875,000 $4,700,000 $5,825,000 Real Estate Excise Tax II - Fund 125 $250,000 $250,000 Bond Proceeds Operating Contribution —General Fund Park Donations Total Revenue $250,000 $250,000 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Page 14 Packet Pg. 372 8.2.d Parks & Recreation Marsh Boardwalk Replacement - D21, R20 180 West Dayton, Edmonds Marsh Project Summary: Initial work for repair and possible replacement of the failing Marsh Boardwalk. Work may include evaluation of existing structure, architecture and engineering design for repair or replacement, development of construction drawings and the start of a complex permitting process. Project Justification: The deck of the wooden boardwalk is nearing the end of its useful life and the supporting structure and footings may be starting to settle into the underlying marsh. If this repair/replacement is not completed, there may need to be closed to the public due to unsafe surface conditions and trip hazards. 2022 Parks, Recreation & Open Space (PROS) Plan - Goal 3: Parks, Trails & Open Space, Objectives 3.4, 3.7, 3.8 and 3.9; Goal 4: Waterfront Use & Access, Objectives 4.2 and 4.4; Goal 5: Natural Resource & Habitat Conservation Objectives, 5.1, 5.3 and 5.4; Goal 6: Climate Change, Adaptation & Resiliency, Objective 6.1, 6.4 and 6.5; and Goal 9: Park Operations & Administration Objectives 9.1 and 9.5. PROS Plan Recommendations 3.1 and 3.10, 5.2 and 6.2. Estimated Cost: $825,000 2026 2027030 Planning & Design (D21) $75,000 $75,000 Construction (1120) $750,000 $750,000 Total Expenses $75,000 $750,000 $825,000 Real Estate Excise Tax II - Fund 125 $75,000 $75,000 Total Revenue FundingUnsecured $75,000 000 $75,000 000 Page 15 Packet Pg. 373 8.2.d Parks & Recreation Yost Pool Upgrades & Renovation - R11 96th Ave W & Bowdoin Way, Yost Park Project Summary: Future pool repair and maintenance to include a full replaster project. Project Justification: The outdoor Yost Pool, built in the early 1970's, is more than 50 years old and has numerous maintenance needs to enable the pool to remain operational and meet safety requirements. These repairs and amenity replacements are supported in the 2022 Parks, Recreation and Open Space (PROS) Plan including Goal 1, Objective 1.4; Goal 2, Objective 2.1, Goal 3, Objectives 3.6, 3.8 and 3.9; Goal 4, Objective 4.4; Goal 6, Objective 6.3; Goal 7, Objectives 7.2 and 7.4; Goal 9, Objectives 9.1 and 9.5 and Recommendation 3.1, and 6.2. Estimated Cost: $350,000 Construction (1111) 2025 2026 2027 2028i $350,000 Total $350,000 Total Expenses $350,000 $350,000 Real Estate Excise Tax II - Fund 125 $350,000 $350,000 Total Revenue Unsecured Funding $350,000 $0 $350,000 $0 Page 16 Packet Pg. 374 8.2.d Parks & Recreation Woodway Campus Athletic Complex Phase 1 Lighting - D20 23200 100th Ave. W Project Summary: This project consists of two components: Phase 1 lighting addition, Phase 2 renovation of existing underdeveloped athletic field and would be coordinated with the property owner, Edmonds School District. Project Justification: By adding lighting to the renovated Phase 1 year-round field, usage of the multi -use facility would significantly increase. Phase 2 would renovate a currently poorly maintained and underutilized large athletic field to provide community significantly more multi -sport use of an existing facility. This Athletic Complex serves a densely populated area of more than 150,000 residents within 5-mile radius. Future maintenance costs could be offset by user fees. Phase I without lighting installation was completed in 2015 for $4.2M, Phase II estimated at $6-8M with funding and timing undetermined. This partnership improvement is supported by a Recommendation, 2 Goals and 5 Objectives in the 2022 PROS Plan including Recommendation 3.2 "expand partnerships and agreements with Edmonds School District ... to provide public access and opportunities for outdoor recreation". And PROS Plan Goal 3, Objectives 3.3, 3.9, 3.10 and 3.11; and Goal 9, Objective 9.4. Estimated Cost: Phase 1 Lighting: $1,500,000; Phase 2: $6 — 8M Construction (D20) - Lighting $1,500,000 2029 2030Total $1,500,000 Total Expenses $1,500,000 $1,500,000 Real Estate Excise Tax II - Fund 125 Park Impact Fees — Fund 332-100 Total Revenue Unsecured Funding $0 E.21MIII)iIIIII)MI $0 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Page 17 Packet Pg. 375 8.2.d Parks & Recreation Sierra Park - R8 R 81st Ave W & 190th St SW Project Summary: Replacement of the playground and fall surfacing at Sierra Park. The playground is 27 years old and is currently the smallest and most limited playground in the park system. The new playground will be ADA accessible and could be an inclusive level design. Project Justification: These improvements are supported by three Goals and Objectives and two Recommendations in the 2022 Parks, Recreation and Open Space (PROS) Plan. The improvement project is supported by Goal 1, Objective 1.1; Goal 3, Objective 3.8, Goal 9, Objective 9.1 and Recommendation 3.1. In addition, Recommendation 3.4 states "replace the playgrounds at Maplewood Hill Park, Sierra Park and Yost Memorial Park". Estimated Cost: $400,000 Construction (R8) — Playground Replacement i $50,000 $350,000 $400,000 Total Expenses $50,000 $350,000 $400,000 Real Estate Excise Tax II - Fund 125 $50,000 $350,000 $400,000 Total Revenue Unsecured Funding $50,000 $350,000 $400,000 so $0 $0 Page 18 Packet Pg. 376 8.2.d Parks & Recreation Pine Street Park - D10, D11 & D12 C a m c a� s a 0 c.> 0 c 0 a 0 a 6th and Pine Street Project Summary: Park improvements to include the addition of a small shelter with picnic tables, canopy shade trees and a paved interior connecting pathway. Project Justification: These improvements are supported by 2 Recommendations, 2 Goals and 2 Objectives in the 2022 Parks, Recreation and Open Space (PROS) Plan. Recommendation 3.5 is to add amenities to existing parks, such as picnic shelters to Mathay Ballinger Park, Elm Street Park and Pine Street Park and paved pathway connections in Mathay Ballinger Park and Pine Street Park. PROS Plan Goal 3, Objective 3.8; Goal 9, Objective 9.1 and Recommendation 6.2 also align with these improvements. Estimated Cost: $360,000 Construction (D10) — Shelter w/Picnic Tables $100,000 $100,000 Construction (D11) — Paved Pathway $35,000 $200,000 $235,000 Construction (D12) — Canopy Shade Trees $25,000 $25,000 Total Expenses $100,000 $60,000 $200,000 $360,000 Real Estate Excise Tax II - Fund 125 $100,000 $60,000 $200,000 $360,000 Total Revenue $100,000 $60,000 1 $200,000 $360,000 Page 19 Packet Pg. 377 8.2.d Parks & Recreation Maplewood Hill Park — R12 19800 89th PI W Project Summary: Replacement of the existing playground installed in 1985. This playground is 38 years old and is the oldest in the park system. Project Justification: This improvement is supported by three Goals and Objectives as well as two Recommendations in the 2022 Parks, Recreation and Open Space (PROS) Plan. PROS Plan Goal 1, Objective 1.1; Goal 3, Objective 3.8; Goal 9, Objective 9.1 and Recommendation 3.1 also align with this improvement. Recommendation 3.4 specifically states "replace the playgrounds at Maplewood Hill Park, Sierra Park and Yost Memorial Park". Estimated Cost: $400,000 Construction (R12) — Playground Replacement $50,000 $350,000 $400,000 Total Expenses $50,000 $350,000 $400,000 Real Estate Excise Tax II - Fund 125 $50,000 $350,000 $400,000 Total Revenue $50,000 $350,000 $400,000 Unsecured Funding so $0 Page 20 Packet Pg. 378 8.2.d Parks & Recreation Neighborhood Park SR 99 - P6 & D15 Project Summary: Design and development of an additional neighborhood park in the SR 99 area to address an existing gap in park services and inequities in parkland distribution. Once an acquisition has been authorized (see Land Acquisition Section for details) a Master Plan should be developed in collaboration with the surrounding community. Eventual development of the park will be based on the Master Plan. Project Justification: The addition of a new park is supported by three Goals and 11 Objectives two recommendations in the 2022 Parks, Recreation and Open Space (PROS) Plan. PROS Plan Goal 1, Objective 1.1; Goal 2, Objectives 2.1 and 2.3, Goal 3, Objectives 3.1, 3.2, 3.3, 3.6, 3.7, 3.8, 3.9 and 3.10 and Recommendation 6.2 also align with the development of a new park. Recommendation 1 states "to fill the park system gaps ... 1.1 Acquire property for neighborhood parks in underserved areas such as the south Edmonds area and the SR 99 corridor". Estimated Cost: $930,000 + Parkland Acquisition Planning —Neighborhood Park SR99 (P6) $80,000 $80,000 Construction — Neighborhood Park SR 99 (D15) $850,000 $850,000 Total Expenses $80,000 $850,000 $930,000 Real Estate Excise Tax II - Fund 125 Park Impact Fees — Fund 332-100 $80,000 $850,000 $930,000 Total Revenue Unsecured Funding $80,000 $850,000 $930,000 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Page 21 Packet Pg. 379 8.2.d Parks & Recreation Elm Street Park - D16, D17 & R14 7th & Elm Street Project Summary: Park enhancements to include the addition of a nature playground, small shelter with picnic tables, habitat restoration and public process to consider possible off -leash dog park area. Project Justification: These improvements are supported by two Goals and Objectives and two Recommendations in the 2022 Parks, Recreation and Open Space (PROS) Plan. PROS Plan Goal 6, Objective 6.5; Goal 9, Objective 9.1; and Recommendation 3.5 support these improvements. Recommendation 3.1 is to "add amenities to existing parks, such as picnic shelters to Mathay Ballinger Park, Elm Street Park and Pine Street Park". Estimated Cost: $490,000 Construction (R14) — Habitat Restoration $55,000 $55,000 Construction (D16) — Nature Play & Dog park $50,000 $300,000 $350,000 Construction (D17) — Shelter w/Picnic Tables $85,000 $85,000 Total Expenses $105,000 $385,000 $490,000 Real Estate Excise Tax II - Fund 125 $50,000 $300,000 $350,000 Total Revenue Unsecured Funding $50,000 (55,000) $300,000 ($85,000) $350,000 ($140,000) Page 22 Packet Pg. 380 8.2.d Parks & Recreation Neighborhood Park SE 2 - P7, D18 Project Summary: Design and future development of an additional neighborhood park in the SE Edmonds area to address an existing gap in park services and inequities in parkland distribution. Once an acquisition (see Land Acquisition Section for details) has been authorized a Master Plan will be developed in collaboration with the surrounding community. Development of the park will be based on the Master Plan. Project Justification: The addition of a new park is supported by three Goals and 11 Objectives and two Recommendations in the 2022 Parks, Recreation and Open Space (PROS) Plan including Goal 1, Objective 1.1; Goal 2, Objectives 2.1 and 2.3, Goal 3, Objectives 3.1, 3.2, 3.3, 3.6, 3.7, 3.8, 3.9 and 3.10 and Recommendation 6.2 support the development of a new park. Recommendation 1 states "to fill the park system gaps, 1.1 Acquire property for neighborhood parks in underserved areas such as the south Edmonds area and the SR 99 corridor". Estimated Cost: $82,000 + Parkland Acquisition 2025 2026 2027i Planning — Neighborhood Park SE 2 (P7) $82,000 $82,000 Construction — Neighborhood Park SE 2 (D18) Total Expenses $82,000 $82,000 Real Estate Excise Tax II - Fund 125 Total Revenue Unsecured Funding 000000 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Page 23 Packet Pg. 381 8.2.d Parks & Recreation Yost Pool Replacement - R15 96th Ave W & Bowdoin Way, Yost Park Project Summary: Yost Pool was built nearly 50 years ago and continues to provide recreational opportunities for many residents and visitors. In addition to teaching youth lifesaving water safety, the pool serves as an opportunity for community members of all ages to lead healthy and active lifestyles. Funding for this project has not been identified, may need partnerships and would likely require voter approval. Project Justification: Replacing Yost Pool is supported by four Goals and six Objectives in the 2022 Parks, Recreation and Open Space (PROS) Plan lists Goal 1, Objective 1.1; Goal 3, Objectives 3.7, 3.8 and 3.9; Goal 7, Objective 7.4; Goal 9, Objective 9.1 and Recommendations 3.1, 4.1, 4.2 and 6.2. Recommendation 4 actually states "replace Yost Pool". Estimated Cost: $24,000,000 Planning & Construction (1115) 2025 2026 2027i i $24,000,000 $24,000,000 Total Expenses $24,000,000 $24,000,000 Real Estate Excise Tax II - Fund 125 Fund 332 Balance + Park Impact Fees Secured Grants Bonds Total Revenue Unsecured Funding $0 1 $0 ($24,000,000) ($24,000,000) *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Page 24 Packet Pg. 382 8.2.d Parks & Recreation Edmonds Marsh -Estuary Expansion & Restoration - Al, P4, D9 & D1 Edmonds Marsh - City of Edmonds Marsh, Marina Beach Park and property owned by Unocal (Chevron) Project Summary: Reconnect the Puget Sound with the Edmonds Marsh near -shore estuary by restoring the natural tidal exchange. This project will impact the existing Marina Beach Park and its proposed renovation including daylighting of Willow Creek within the park and the Edmonds Marsh. In addition, this project encompasses the possible acquisition or use of the adjacent 21-acre parcel known as the Unocal property to support a larger estuary restoration project. Once acquired, an integrated restoration plan can be developed to restore functioning conditions of the tidal wetland for salmon recovery, wildlife conservation and improved public access for recreational use, environmental education and wildlife viewing. Project Justification: The marsh estuary restoration project will allow for and provide a natural tidal exchange, allow salmon to again migrate into Willow Creek, support migratory birds and waterfowl, provide a natural redistribution of saltwater -freshwater flora and fauna and address sea level rise impacts. This project is supported by 3 Recommendations, 5 Goals and 8 Objectives in the 2022 Parks, Recreation and Open Space (PROS) Plan. Recommendation 2.2 — Expand the Edmonds Marsh/Estuary to include the Unocal property. Develop funding strategy for purchase of the Unocal property or negotiate with the State of Washington to have the property become part of the Edmonds Marsh/Estuary. PROS Plan Goal 1, Objective 1.1; Goal 4, Objective 4.3; Goal 5, Objectives 5.1, 5.3 and 5.4; Goal 6, Objective 6.5 and 6.7; Goal 9, Objective 9.1; Recommendation 2.1 and 3.11 also align with this project. Estimated Cost: TBD Acquisition and Planning + Restoration + Marina Beach Park renovation Continued on next page. Page 25 Packet Pg. 383 8.2.d Edmonds Marsh -Estuary Expansion & Restoration— continued. Land Acquisition (Al) TBD TBD TBD TBD TBD 030 TBD Total TBD Master Plan (P4) TBD TBD TBD TBD TBD TBD TBD Master Plan Implementation (D9) TBD TBD TBD TBD TBD TBD TBD Restoration (D1) - TBD TBD TBD TBD TBD TBD TBD TBD Total Expenses TBD TBD TBD TBD TBD TBD TBD Real Estate Excise Tax II - Fund 125 Real Estate Excise Tax I — Fund 126 Fund 332 Balance + Park Impact Fees Bond Proceeds Secured Grants Tree Fund 143 — Land Acquisition Park Donations Operating Contribution —General Fund Stormwater— Fund 422 Total Revenue Unsecured Funding TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD Project Accounting #M070 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Expense estimates and funding sources changed to TBD per Council direction December 2022. Page 26 Packet Pg. 384 I 8.2.d I 2024-2029 Parks Capital Improvement & Capital Facilities Plan PROGRAMS Y EDMONDS PARKS, RECREATION & HUMAN SERVICES Page 27 Packet Pg. 385 1 8.2.d Parks & Recreation Citywide Park Improvements / Capital Replacement Program - R17 Q fth: , - _L J Project Summary: The 2022 Parks, Recreation & Open Space (PROS) plan identified a significant list of deferred park maintenance projects. With the addition of a Parks Capital Project Manager, hired in 2022 and the Job Order Contracting program, the Parks Department will continue to make progress on the numerous system -wide repairs, renovations and replacements of an aging parks infrastructure and ADA accessibility. Project Justification: Insufficiently maintained parks and related assets lead to higher deferred maintenance costs, increased City liability and decreased level of service and community satisfaction. This program is supported by six Goals and 21 Objectives and five Recommendations in the 2022 Parks, Recreation and Opens Space (PROS) Plan. These include Goal 2, Objectives 2.1 and 2.3; Goal 3, Objectives 3.6, 3.7, 3.8 and 3.9; Goal 4, Objectives 4.1, 4.2, and 4.4; Goal 5, Objectives 5.1, 5.3, and 5.4; Goal 6, Objectives 6.1, 6.3, 6.4, 6.5 and 6.7; and Goal 9, Objectives 9.1, 9.2, 9.3 and 9.9. Recommendation 3.1 is "Maintain, renovate, or replace aging or damaged infrastructure in existing City properties to ensure public accessibility, use and safety' and additional recommendations are found in 3.7, 6.2, 6.3 and 6.4. Estimated Cost: $2,700,000 (6-year total) 2025 2026 2027 2028 2029 2030 Total Repair & Maintenance $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $1,800,000 Professional Services $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $900,000 Total Expenses $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $2,700,000 Real Estate Excise Tax II - Fund 125 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $2,700,000 Total Revenue 1 $450,000 1 Unsecured Funding i $450,000 1 $450,000 1 i $450,000 1 $450,000 1 $450,000 1 i $2,700,000 Page 28 Packet Pg. 386 8.2.d Parks & Recreation ADA Improvements / Replacement - R16 Project Summary: Systemic accessibility installations, upgrades, replacements and or renovations are needed throughout the City of Edmonds parks, open spaces, trails and recreation facilities and amenities. Examples of projects include Seaview Park restroom access and pathway to the playground, ADA compliant access in the Marina Beach Park dog park and Edmonds Marsh viewing pier and platform and among other numerous projects throughout the city parks and city -owned public spaces. This funding to be used for professional design, permits and arranging construction of these projects. Project Justification: In addition to building code compliance and ADA requirements, these improvements are supported by three goals and objectives and three recommendations in the 2022 Parks, Recreation and Open Space (PROS) Plan. Included are Goal 2, Objective 2.1; Goal 3, Objectives 3.3, 3.7, 3.8 and 3,9; and Goal 9, Objective 9.1. Recommendations 3.1 "ensuring public accessibility" and 6.2 includes "improvements to park facilities to conform with American with Disabilities Act (ADA) and ensure universal accessibility". In addition, recommendation 6.3 is to replace or renovate restrooms at Olympic Beach, Seaview Park and Brackett's Landing North. Estimated Cost: $500,000 Page 29 Packet Pg. 387 I 8.2.d I 2024-2029 Parks Capital Improvement & Capital Facilities Plan PARKLAND ACQUISITION EDMONDS PARKS, RECREATION & HUMAN SERVICES IL a� .N c W as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U c ii c O E W I N N T- ICT C d E t 0 Q Page 30 Packet Pg. 388 1 8.2.d Parks & Recreation Parkland Acquisition - Neighborhood Park SR 99 & SE 2 - A3 & A4 Q Project Summary: Acquisition of parkland that will benefit the Edmond community and support the priorities identified in the PROS Plan. Currently, $1,140,625 is reserved for parkland and open space acquisition. These funds were accumulated from 2019 through 2024. There is no specific request to purchase a particular parcel as opportunities are somewhat limited in a mostly built -out city, but staff continues to search for, develop and negotiate opportunities. Project Justification: Parkland acquisitions are supported by two Goals and five Objectives (land purchase only, see previous projects for development) and a Recommendation in the 2022 Parks, Recreation & Open Space (PROS) Plan. Those include Goal 2, Objective 2.1; Goal 3, Objectives 3.1, 3.2, 3.3 and 3.9 also support the acquisition of parkland. Recommendation 1 is to "Fill the park system gaps, 1.1 Acquire property for neighborhood parks in underserved areas such as the south Edmonds area and the SR 99 corridor". Estimated Cost: $1,800,000 Acquisition — Neighborhood Park SR99 (A3) 2025 2026 2027 2028 2029 2030 $900,000 Total $900,000 Acquisition — Neighborhood Park SE 2 (A4) $900,000 $900,000 Total Expenses $900,000 $900,000 $1,800,000 Real Estate Excise Tax I - Fund 126 $900,000 $700,000 $1,600,000 Tree Fund 143 - land acquisition - TBD $200,000 $200,000 Snohomish County Conservation Futures Total Revenue $900,000 1 $900,000 1 1 $1,800,000 *Project is both in Capital Improvement Program (CIP) and Capital Facilities Plan (CFP) Page 31 Packet Pg. 389 I 8.2.d I 2024-2029 Parks Capital Improvement & Capital Facilities Plan FUND DETAIL { EDMONDS PARKS, RECREATION & HUMAN SERVICES Q Page 32 Packet Pg. 390 1 8.2.d Fund 332 Costs inflated at 3% per year Fund 332 Expenditures 2025 2026 2027 2028 2029 2030 6-Year Total D9 Edmonds Marsh Estuary Restoration (Master Plan Implementation) $ D1 Edmonds Marsh Estuary Restoration (Restoration) $ - R14 Elm Street Park Habitat Restoration $ 55,000 $ 55,000 D17 Elm Street Park (Shelter w/Picnic Tables) $ 85,000 $ 85,000 R20 Marsh Boardwalk Replacement $ 750,000 $ 750,000 D13 Mee Property (Park Development) $ 250,000 $ 250,000 D15 Neighborhood Park - SR99 (Park Development) $ 80,000 $ 850,000 $ 930,000 D18 Neighborhood Park - SE2 (Park Development) $ 82,000 $ 82,000 R15 Pool Replacement $24,000,000 $ 24,000,000 P1 Parks Facilities M&O Building (Design) $ 875,500 $ 875,500 D2 Parks Facilities M&O Building (Construction) $ 4,700,000 $ 4,700,000 D20 Woodway Campus Athletic Complex - Phase I - Lighting $ 1,500,000 $ 1,500,000 (C) TOTAL Fund 332 Expenditures $ $ $ 3,375,500 $ 4,700,000 $ 135,000 $25,017,000 $33,227,500 Fund 332 Revenue 2025 2026 2027 2028 2029 2030 6-Year Total Park Impact Fees (Fund 332-100) $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,200,000 Miscellaneous Park Donations $ - Bond Proceeds $ - Park Impact Fees - Mee Property (Park Development) $ 250,000 $ 250,000 Park Impact Fees - Neighborhood Park SR99 (Development) $ 80,000 $ 850,000 $ 930,000 Unsecured Funding - Woodway Campus Athletic Complex Phase 1 $ 1,500,000 $ 1,500,000 Unsecured Grants - Marsh Estuary Restoration $ - Unsecured Grants - Elm Street Park Habitat Restoration & Shelter $ 55,000 $ 85,000 $ 140,000 Unsecured Grants - Neighborhood Park SE 2 (Development) $ 82,000 $ 82,000 Unsecured Funding (Bonds, Levy, Misc.) Pool Replacement $ 24,000,000 $ 24,000,000 Unsecured Funding Park Facilities M&O Building $ 875,000 $ 4,700,000 $ 5,575,000 Unsecured Grants - Marsh Walkway Replacement $ 750,000 $ 750,000 (D) TOTAL Fund 332 Revenue $ 200,000 $ 200,000 $ 3,575,000 $ 4,900,000 $ 335,000 $25,217,000 $37,357,000 Fund 332 Parks Fund 6-Year Overview 2025 2026 2027 2028 2029 2030 (E) Beginning Fund Balance (332) $ 106,309 $ 110,729 $ 115,349 $ 120,617 $ 126,648 $ 132,980 (F) Investment Interest (5%) $ 4,420 $ 4,620 $ 5,767 $ 6,031 $ 6,332 $ 6,649 (D) Revenue - Non Park Impact Fees $ - $ - $ 3,375,000 $ 4,700,000 $ 135,000 $25,017,000 (C) Expenditures $ - $ - $ 3,375,500 $ 4,700,000 $ 135,000 $25,017,000 (H) Ending Fund Balance (E+F+D-C) $ 110,729 $ 115,349 $ 120,617 $ 126,648 $ 132,980 $ 139,629 Q Page 33 Packet Pg. 391 Fund 332 8.2.d Fund 332-100 Fund Park Impact Fee 6-Year Overview 2025 2026 2027 2028 2029 2030 (E) Beginning Fund Balance (332-100) - Park Impact Fees $ 180,232 $ 383,682 $ 587,282 $ 566,646 $ 794,978 $ 954,727 (F) Investment Interest (5%) $ 3,450 $ 3,600 $ 29,364 $ 28,332 $ 39,749 $ 47,736 (D) Revenue - Park Impact Fees Only $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 (C) Expenditures $ - $ $ 250,000 $ - $ 80,000 $ 850,000 (I) Ending Fund Balance (E+F+D-C) $ 383,682 $ 587,282 $ 566,646 $ 794,978 $ 954,727 $ 352,464 Project Type: A Acquisition P Master Planning D Development - New R Replacement / Upgrade Page 34 Packet Pg. 392 REET II Fund 125 8.2.d Costs inflated at 3% per year REET II(Fund 125)Expenditures 2025 2026 2027 2028 2029 2030 6-Year Total P4 Edmonds Marsh Estuary Restoration (Master Plan) $ - D16 Elm Street Park (Nature Playground & Dog Park) $ 50,000 $ 300,000 $ 350,000 P5 Johnson Property (Master Plan)** $ R12 Maplewood Hill Park (Playground Replacement) $ 50,000 $ 350,000 $ 400,000 R20 Marsh Boardwalk Replacement (Design) $ 75,000 $ 75,000 D19 Mountlake Terrace ILA (Lake Ballinger Park)* $ 200,000 $ 200,000 P2 Mee Property - (Master Plan)*** $ 20,000 $ 20,000 P1 Parks Facilities M&O Building (Design) $ 250,000 $ 250,000 D10 Pine Street Park (Shelter w/Picnic Tables) $ 100,000 $ 100,000 D11 Pine Street Park (Paved Connecting Pathway) $ 35,000 $ 200,000 $ 235,000 D12 Pine Street Park (Canopy Shade Trees) $ 25,000 $ 25,000 R19 Shell Creek Restoration Phase 2 (Yost Park) $ 380,000 $ 380,000 R8 Sierra Park (Playground Replacement) $ 50,000 $ 350,000 $ 400,000 R11 Yost Pool Upgrades & Renovation $ 350,000 $ 350,000 R16 ADA Improvements (Seaview Restroom & Pathway) $ 200,000 $ 300,000 $ 500,000 R17 Citywide Park Improvements / Capital Replacement Program $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 2,700,000 (C) TOTAL PARKS REET II (Fund 125) Expenditures $ 1,050,000 $ 975,000 $ 1,150,000 $ 950,000 $ 910,000 $ 950,000 $ 5,985,000 REET II(Fund 125)Revenue 2025 2026 2027 2028 2029 2030 6-Year Total Real Estate Excise Tax (REET) II - Fund 125 $ 1,050,000 $ 975,000 $ 1,150,000 $ 950,000 $ 910,000 $ 950,000 $ 5,985,000 (D) TOTAL PARKS REET I (Fund 126) Revenue $ 1,050,000 $ 975,000 $ 1,150,000 $ 950,000 $ 910,000 $ 950,000 $ 5,985,000 REET II (Fund 125) Parks Fund 6-Year Overview 2025 2026 2027 2028 2029 2030 (E) Beginning Fund Balance $ - $ - $ - $ - $ - $ - (D) Revenue $ 1,050,000 $ 975,000 $ 1,150,000 $ 950,000 $ 910,000 $ 950,000 (C) Expenditures $ 1,050,000 $ 975,000 $ 1,150,000 $ 950,000 $ 910,000 $ 950,000 (G) Ending Fund Balance (E+D-C) $ - $ - $ - $ - $ - $ - *Project added via Council amendment in 2023 ** Project funding ($100,000) eliminated via Council amendment in 2025 *** Project funding reduced from $80,000 to $20,000 via Council amendment in 2025 Packet Pg. 393 Page 35 REET I Fund 126 8.2.d Costs inflated at 3% per year REET I(Fund 126)Expenditures 2025 2026 2027 2028 2029 2030 6-Year Total Al Edmonds Marsh Estuary Restoration (Acquisition) $ A2 Neighborhood Park - SE1 (Acquisition) $ - A3 Neighborhood Park - SR99 (Acquisition) $ 900,000 $ 900,000 A4 Neighborhood Park -SE2 (Acquisition) $ 700,000 $ 700,000 Debt Interest & Principal (Civic & Marina Beach) $ 412,518 $ 416,188 $ 410,438 $ 416,350 $ 407,91:21 $ 414,225 $ 2,477,630 (C) TOTAL PARKS REET I (Fund 126) Expenditures $ 412,518 $ 416,188 $ 410,438 $ 1,316,350 $ 1,107,912 1 $ 414,225 $ 4,077,630 REET I(Fund 126)Revenue 2025 2026 2027 2028 2029 2030 6-Year Total Real Estate Excise Tax (REET) I - Fund 126 - Land Acquisition $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 600,000 Real Estate Excise Tax (REET) I - Fund 126 - Debt Interest & Principal $ 412,518 $ 416,188 $ 410,438 $ 416,350 $ 407,912 $ 414,225 $ 2,477,630 (D) TOTAL PARKS REET I (Fund 126) Revenue $ 512,518 $ 516,188 $ 510,438 $ 516,350 $ 507,912 $ 514,225 $ 3,077,630 REET I (Fund 126) Parks Fund 6-Year Overview 2025 2026 2027 2028 2029 2030 (E) Beginning Fund Balance $ 1,140,625 $ 1,240,625 $ 1,340,625 $ 1,440,625 $ 640,625 $ 40,625 (D) Revenue $ 512,518 $ 516,188 $ 510,438 $ 516,350 $ 507,912 $ 514,225 (C) Expenditures $ 412,518 $ 416,188 $ 410,438 $ 1,316,350 $ 1,107,912 $ 414,225 (G) Ending Fund Balance (E+D-C) $ 1,240,625 1 $ 1,340,625 1 $ 1,440,625 1 $ 640,625 1 $ 40,625 1 $ 140,625 c ca a d .y C N t N Q E O U 4- 0 C O r Q O Q N I C O a CL E O U c ii z3 c O E W I N N r le N r C d t V O r.+ Page 36 Packet Pg. 394 TREE Fund 143 8.2.d Costs inflated at 3% per year TREE (Fund 143)Expenditures 2025 2026 2027 2028 2029 2030 6-Year Total Park and Open Space Acquisition Program $ Mee Property Acquisition $ - A4 Neighborhood Park -SE2 (Acquisition) $ 200,000 $ 200,000 Tree Board Supplies and Minute Taker $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 24,000 (C) TOTAL TREE (Fund 143) Expenditures 1 $ 4,0001 $ 4,000 1 $ 4,0001 $ 4,000 1 $ 204,000 1 $ 4,000 1 $ 224,000 TREE (Fund 143)Revenue 2025 2026 2027 2028 2029 2030 6-Year Total Tree Fund 143 $ 70,152 $ 45,749 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 315,901 Investment Interest (@5%) $ 14,040 $ 14,670 $ 8,419 $ 11,140 $ 13,997 $ 6,997 $ 69,262 (D) TOTAL TREE (Fund 143) Revenue $ 84,192 $ 60,419 $ 58,419 $ 61,140 $ 63,997 $ 56,997 $ 385,163 TREE (Fund 143) 6-Year Overview 2025 2026 2027 2028 2029 2030 (E) Beginning Fund Balance $ 31,766 $ 111,958 $ 168,377 $ 222,796 $ 279,936 $ 139,932 (D) Revenue $ 84,192 $ 60,419 $ 58,419 $ 61,140 $ 63,997 $ 56,997 (C) Expenditures $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 204,000 $ 4,000 (G) Ending Fund Balance (E+D-C) $ 111,958 $ 168,377 $ 222,796 $ 279,936 $ 139,932 $ 192,929 c ca a d .y C N t N Q E O U O C O r Q O Q N I C O a CL E O U c ii uJ c O E W I N N r le N r C d t V O r.+ Page 37 Packet Pg. 395 CEMETERY Trust Fund 137 8.2.d Costs inflated at 3% per year CEMETERY Trust (Fund 137) Expenditures 2025 2026 2027 2028 2029 2030 6-Year Total D8 lColumbarium Expansion -Phase II $ 175,000 $ 175,000 Repair & Maintenance $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 150,000 (C) TOTAL CEMETERY Trust(Fund 137) Expenditures $ 200,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 325,000 CEMETERY Trust (Fund 137) Revenue 2025 2026 2027 2028 2029 2030 6-Year Total Cemetery Trust - Fund 137 Investment Interest (@5%) $ 77,880 $ 81,400 $ 70,091 $ 73,145 $ 76,352 $ 79,720 $ 458,588 Cemetery Trust - Fund 137 Sales Revenue $ 18,540 $ 19,096 $ 16,000 $ 16,000 $ 16,000 $ 16,000 $ 101,636 (D) TOTAL CEMETERY Trust (Fund 137) Revenue $ 96,420 $ 100,496 $ 86,091 $ 89,145 $ 92,352 $ 95,720 $ 560,224 CEMETERY Trust (Fund 137) 6-Year Overview 2025 2026 2027 2028 2029 2030 (E) Beginning Fund Balance $ 1,429,895 $ 1,326,315 $ 1,401,811 $ 1,462,902 $ 1,527,047 $ 1,594,399 (D) Revenue $ 96,420 $ 100,496 $ 86,091 $ 89,145 $ 92,352 $ 95,720 (C) Expenditures $ 200,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 (G) Ending Fund Balance (E+D-C) $ 1,326,315 $ 1,401,811 $ 1,462,902 $ 1,527,047 $ 1,594,399 $ 1,665,119 c ca a m .y c N t d Q E O U O c O r Q O Q N I C O a a E O U c ii c O E W I N N r le N r C d E t V O r.+ Page 38 1 Packet Pg. 396 8.2.d PARKS CIP /CFP COMPARISON 2025 - 30 vs. 2024-29 PROJECTS ADDED Type PROJECT NAME UP DESCRIPTION Parks ADA Improvements & Replacement Ongoing replacement or improvements to meet ADA Standards. Parks Marsh Boardwalk Replacement Renovation and replacement of NW Edmonds Marsh Boardwalk to include ADA upgrades. Parks Mee Property Master Plan X Was part of Parkland Acquisition, now stand alone project. PROJECTS REMOVED Type PROJECT NAME UP DESCRIPTION Parks Interurban Trail Extension Removed due to lack of available funding. Parks Mathay Ballinger Park Project completion scheduled for 2024. Parks Neighborhood Park SE 1 Mee Property Purchased in 2024. Master Plan listed above as new item. Parks Olympic Beach Park Restroom Interior renovation completed. Parks Parkland Acquisition Support Removed, will be requested if/when potential acquisition is identified. Parks Signage & Wayfinding Project completion scheduled for 2024. Parks Waterfront Walkway (missing link) Removed due to lack of available funding and other capital priorities. Parks Yost Park Playground Improvements Project expenses deemed replacement as not feasible at this time. PROJECTS REVISED Type PROJECT NAME CFP CHANGE Parks Elm Street Park Improvements Moved to 2029-30 vs. 2028-29. Parks Johnson Property Master Plan X Expenditure allocation of $100,000 in 2026 removed per council budget amendment. Parks Lake Ballinger Park Mountlake Terrace ILA ILA completed in 2023; payment due upon construction completion estimated for 2025, carryforward. Parks Maplewood Hill Park Improvements Moved to 2028-29 vs. 2027. Parks Neighborhood Park SE 2 X Acquisition moved to 2029 vs. 2026 and Master Plan moved to 2030 vs. 2027. Parks Neighborhood Park SR 99 X Acquisition moved to 2028 vs. 2025 and Master Plan/Construction moved to 2029-30 vs. 2026-27. Parks Parks & Facilities Maintenance Building X Construction shifted to 2028 vs. 2027; preliminary design funded via REET Fund 125. Parks Pine Street Park Improvements Moved to 2028, 29 & 30 vs. 2025-26. Parks Pool Replacement X Moved to 2030 vs. 2029. Parks Seaview Park Restroom Replacement Moved into ADA Improvements & Replacement Program 2026-2027 vs. 2028. Parks Sierra Park Improvements Moved to 2027-28 vs. 2026. Parks Woodway Campus Athletic Complex Phase 1 X Moved to 2027 vs. 2025 due to required ESD partnership development and coordination. Parks Yost Pool Upgrades & Renovation Moved to 2027 vs. 2025. Parks Yost Pool Replacement X Replacement of existing pool - moved to 2030 vs. 2029. C O a d C d t d L Q I= O U O C O O- O a N I C O a Q E O U C I.L N C O FE W I N T N T- NT N C d s L) M Q Page 39 Packet Pg. 397 8.2.d c a a� .N c a� as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U 76 c ii c O E W I N N T- ICT C d E t 0 Q Packet Pg. 398 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Edmonds will provide access to reliable, efficient, and sustainable delivery of essential public utilities, including water, sewer, electricity, gas, and telecommunications, to all residents and businesses. 330 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 399 8.2.d Introduction The utilities element must detail the general and proposed locations, as well as the capacity, of all 2 existing and planned utilities like water, sewer, electrical, telecommunications, and natural gas systems. a The city is to identify and work with all public entities that own these utility systems, including special > purpose districts to gather and include necessary information .The element includes policies to identify issues and propose regulatory changes for maintaining the existing and upgrading infrastructure, to s ensure that utility provisions are effectively aligned with the growth projections outlined in the Land a Use Element. E 0 0 This element outlines a comprehensive strategy for delivering adequate utility services to the °- community. The City uses the utility element to identify issues, policies, and regulatory changes required to ensure that utility provisions are effectively aligned with the growth projections outlined in -0 the Land Use Element. a EVERYONE'S EDMO Packet Pg. 400 8.2.d Edmonds' Utilities today The City of Edmonds provides water, sewer, and stormwater services. It also coordinates and collaborates with other utility providers, including those identified in the table below. Planning for utilities is primarily the responsibility of the respective utility providers, which are also responsible for managing utility needs and repairs in aging systems, responding to consumer demands, and adapting to new technologies. The City is reliant upon the plans provided by the system utility. Table 8.1 outlines the utilities, providers, and relevant plans that guide these agencies for the City of Edmonds. Utilities have several layers of State and Federal regulations that preempt local controls. Table 8.1 Utility providers in City of Edmonds and Functional Plans • City of Edmonds Water Utility 2017 Comprehensive Water System Plan Water Olympic View Water Sewer District 2016 District Water System Plan, 2023 Watershed Protection Plan Sewer City of Edmonds Sewer Utility 2013 Comprehensive Sanitary Sewer Plan • Olympic View Water Sewer District 2007 Sewer Comprehensive Plan and amendments Storm City of Edmonds Storm Utility 2010 Storm & Surface Water Management Comprehensive Plan Snohomish County Public Utility 2021 Integrated Resource Plan (2022-2045 Study Period), Electricity District (PUD) 2023 Integrated Resource Plan (IRP) Update, 2023-2027 Strategic Plan Natural Gas Puget Sound Energy (PSE) 2023 Gas Utility Integrated Resource Plan, Clean Energy Action Plan, and Clean Energy Implementation Plan Solid Waste and Waste Management Inc., Republic Snohomish County Comprehensive Solid and Hazardous Recycling Services Inc., Sound Disposal, Inc. Waste Management Plan - 2021 The Washington Utilities and Transportation Commission City of Edmonds, Comcast, Astound, (WUTC) regulates the rates and services of telephone Telecom Ziply companies operating in Washington per WAC 480-120. The WUTC does not normally regulate cable, internet, wireless phones, and VoIP (Voice over Internet Protocol) 332 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 401 Water Drinking water in Edmonds is provided by the City of Edmonds Water Utility and the Olympic View Water and Sewer District. The service area extents are shown in Figure 8.1. City of Edmonds Water Service Area M-M Nil AM __j Alp it January 2013 Figure 8.1 Service area extents for City of Edmonds Water Utility and Olympic View Water Sewer District. (Source: City of Edmonds) EVERYONE'S EDM01 Packet Pg. 402 1 8.2.d The City of Edmonds water utility has sourced all of its potable water through a long-term wholesale purchase agreement with the Alderwood Water and Wastewater District. The district, in turn, purchases its water from the City of Everett's regional water system. Everett's water source is the upper Sultan River and the water from that basin is collected in Spada Lake, approximately 30 miles east of downtown Everett. It flows from there to Chaplain Reservoir where it is treated and placed into one of four large transmission main lines that move it westward to the urbanized areas of Snohomish County. Figure 8.2 View of Spada Reservoir near Sultan Source: The Herald The City of Edmonds distributes this water on a retail basis to local customers and bills them for this service. Edmonds provides for operation, maintenance, capital improvements, and replacement of the "end -user" system that provides storage to cover peak usage periods and that further provides required fire protection volumes and maintains the required the minimum and maximum allowable pressures. The Water Division is responsible for the maintenance and operation of constant and safe delivery of potable water to over 10,000 customer accounts through 138 miles of distribution mains, 18 pressure reducing stations, three 1.5-million-gallon reservoirs, and one three -million -gallon reservoir and pumping station. Olympic View Water and Sewer (OVWSD) is a Special Purpose District which was originally formed in 1937 to provide water to Unincorporated Snohomish County. The District added sewer to its services in 1966. Around 20% of the city's population receives water service from OVWSD. Water from Deer Creek Springs is treated at the Deer Creek water treatment plant and supplies about 40 percent of the drinking water to the OVWSD service area. The remaining 60 percent of the water is sourced from the South Fork Tolt River Watershed through Seattle Public Utilities (SPU). Water System Goals and Policies N Goals, policies, and design criteria for operating the water system are developed as part of the City's Comprehensive Water System Plan, which will be updated after the 2024 citywide comprehensive E plan update . The City is required to update and submit a water system plan to the state Department of 5 Health for review and approval every ten years in accordance with current drinking water regulations. a The updated plan will be used by City staff to help maintain the water system to ensure both existing and future customers are provided with a safe and reliable supply of drinking water for the next 20 years. The Water System Plan provides information on water supply and quality, usage and demands, planned improvements based on the water system analysis. The water system plan establish priorities for the utility's operation and maintenance budgets as well as its six -year and 20-year capital plans. Edmonds' current utility system rate structure was designed to fund a long-range program of replacing the community's aging network of water mains and sewer mains from current rate revenues rather than debt financing. 334 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 403 8.2.d Sanitary Sewer Sewer facilities in Edmonds are provided by the City of Edmonds Public Works Department and the Olympic View Water and Sewer District. The service area extents are shown in Figure 8.3. Edmonds Sewer Service UEdmonds ■ Edmonds (Esperance) Olympic View Olympic View (Woodway) Olympic View (Esperance) A .1, PO January 2013 Figure 8.3 Service area extents for City of Edmonds Sewer Utility and Olympic View Water Sewer District. (Source: City of Edmonds) EVERYONE'S EDMO Packet Pg. 404 8.2.d The City of Edmonds' (City) Comprehensive Sewer Plan (the Plan) reviews the City's current sewage capacities and looks at the impact of projected growth on the City's sewage collection and conveyance system. The Plan evaluates existing and future capacity, material types of the various pieces of infrastructure, pipe inspection assessments of the sewer system, anticipated future wastewater flow rates, and the structural condition of the sewer collection system. Future wastewater flow rates are estimated from existing flow data using population growth projected within the sewer service area. The City of Edmonds and the Olympic View Water and Sewer District are responsible for the long-range planning, design and construction management of public sewer system improvements and extensions within their respective jurisdictions. The City's Sewer Division is responsible for the maintenance and operation of 14 sanitary sewer pump stations, 26 residential grinder pumps, 3,200 sanitary sewer manholes, and over 186 miles of sanitary sewer mains serving over 9,800 customer accounts. An implementation plan is provided as part of the adopted Sanitary Sewer Comprehensive Plans for the respective jurisdictions. This includes an estimated timeline for constructing selected projects that need maintenance or upsizing. The financial analysis includes asset management of the system along with a utility rate structures to support the policies and goals set forth in the Sanitary Sewer Comprehensive Plan. Similar to the Water Utility, the Sewer Utility includes a program to convert from debt -financing pipe replacements to one where the program can be funded directly from rate revenues. The Edmonds Wastewater Treatment Plant (WWTP) is a regional facility. The original Primary Treatment plant was built in 1957 The plant was upgraded twice by 1967 to handle increased flows due to population growth. Partnerships with Mountlake Terrace and Ronald Sewer District were established in 1959 and with Olympic View Water and Sewer District in the late 1960's. From 1986 to 1991 the treatment plant was expanded to incorporate secondary treatment. In April 2020, Ronald WWP was merged into Shoreline. Sanitary Sewer System Goals and Policies The City's goals and policies for its Sanitary Sewer System are contained in the City's Comprehensive Sewer Plan. The Plan is guided by policies adopted by the City Council and coordinated with the sewer plans from adjacent agencies. The adopted Comprehensive Sanitary Sewer Plan provides guidance to the City for management and operation of its sewer system and sets the timing for expansions and upgrades to sewer infrastructure over the next twenty years. The City's adopted Plan serves as a guide for policy development and decision making for the City. It also provides other agencies and the public with information regarding the City's plans for sewer system extensions within its service area. This approach allows the City to maintain its goal of providing high quality service to its customers while protecting environmental quality, primarily the water quality of both Puget Sound and the coastal streams located in Edmonds. 336 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 405 8.2.d Storm and Surface Water Management The City owns and operates an extensive network of detention systems, drainage pipes and ditches and associated catch basins and marshlands to convey stormwater runoff to streams, lakes, and Puget Sound in a manner designed to prevent and minimize damage to private property, streets, and other infrastructure. A more detailed description of this system is contained in the adopted Storm & Surface Water Management Comprehensive Plan (2010). City crews perform maintenance and repairs to the entire City -owned system to reduce flooding, improve water quality and protect the environment. Maintenance includes inspection and cleaning of catch basins, street sweeping, emergency flood response, creek maintenance, inspection and monitoring of private stormwater detention systems, and minor capital improvement and replacement project construction. Private property owners are responsible for properly maintaining the stormwater infrastructure on their property to ensure it operates as designed. The City has developed an inspection program to ensure private property owners are properly maintaining their stormwater systems. Due to extensive alteration of the natural landscape in most areas of the City, the amount of stormwater that runs off the land in larger storm events is substantial, and runoff in all storm events carries a variety of pollutants that wash off of their source areas into receiving waters. The City is faced with the challenge of conveying stormwater runoff safely and cost-effectively while preventing or minimizing adverse high flow impacts (erosion, flooding, and sediment deposition), water quality degradation in lakes and streams receiving runoff, and degradation of aquatic habitat caused by high flows and water quality degradation. Local governments manage their stormwater under the National Pollutant Discharge Elimination System(NPAES), which includes permit issued by the state Department of Ecology that stems from the Federal Clean Water Act. For many cities in Western Washington, such as Edmonds, the key permit is the Western Washington Phase II Municipal Stormwater Permit. This Permit allows "the City to discharge its collected stormwater into streams, lakes, and Puget Sound if a series of programs and activities are implemented to help improve water quality." This Permit has and will continue to have a significant impact on the workload and operational budget of the Public Works Department. Much of the total stormwater operational budget is spent on permit -related compliance programs. Pugetsoundo Starts Here The campaign, Puget Sound Starts Here, tells residents how changes in their everyday actions can help save local waterways and the Sound. The effort is the largest in history to save Puget Sound, and is led by the Puget Sound Partnership, S.T.O.R.M. (Stormwater Outreach for Regional Municipalities) and the Washington State Department of Ecology. a m U) c a� s a E 0 c.> 0 c 0 a 0 a EVERYONE'S EDMO Packet Pg. 406 8.2.d Solid Waste Curbside garbage, yard/food waste, and recycling waste collection in Edmonds is provided by three private waste hauling companies, Republic Services, Sound Disposal and Waste Management NW. These hauling companies transport waste to Snohomish County transfer stations. These services are provided under franchise agreements regulated by the UTC. The corresponding service areas are shown in Figure 8.4. City of Edmonds Garbage and Recycling rile NNJ �OPP 141 �111 1 I APFA '41 r"F Mu" September 2012 Figure 8.4 Service area extents for various garbage collection services. (Source: City of Edmonds) Q 338 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 407 8.2.d Solid waste collection and disposal have become increasingly sophisticated, continually adopting more efficient and economical methods. Waste prevention and recycling now play a fundamental role in solid waste management planning. For most residences, businesses, and schools, services like curbside recycling and yard and food waste collection have become standard daily practices. These positive behaviors help conserve resources, reduce litter, save energy, and contribute to efforts aimed at reducing greenhouse gas emissions. The City is a signatory on the Snohomish County Solid Waste Management Comprehensive Plan and an active participant on the County's Solid Waste Advisory Committee. The County Plan provides a blueprint for which the City is able to provide education and outreach to all sectors in regards to = proper disposal and recycling, and opportunities for collection and proper handling of several common a unwanted materials. c Electric Power s L Electric power in the City of Edmonds is provided by Snohomish County PUD. Snohomish County PUD provides electric power to all of Snohomish County and Camano Island, with nearly 6,700 electrical line 0 miles and over 377,000 total customers. The utility's generating capacity is 132 megawatts (MW) from c the following hydroelectric sources: c • Jackson Hydro Project o • Woods Creek Hydro Project a • Youngs Creek Hydro Project > i • Calligan Hydro Project • Hancock Hydro Project a Natural gas Natural gas is provided to customers in Edmonds and the surrounding study area by PSE. PSE is the oldest local energy provider in Washington and serves over 900,000 natural gas customers in six counties, including over 150,000 customers in Snohomish County. Telecom Telecommunications service in the City of Edmonds is provided by Comcast Xfinity, Astound Broadband, and Ziply. These private companies have franchise agreements with the City. EVERYONE'S EDMO Packet Pg. 408 8.2.d Future Projections and Challenges High -quality, affordable, safe, and reliable utility services are essential for Edmonds residents, businesses and visitors. As development progresses and demand increases, system and facility improvements and maintenance must keep pace. These need to be completed within set time frames to ensure that service levels remain adequate. Challenges for utilities in Edmonds include: • Aging Infrastructure: Water, sewer and storm water infrastructure are facing the challenge of maintaining and upgrading aging infrastructure, which is leading to instances of flooding and increased operational costs. Population growth could also strain the system in specific areas, particularly those with older infrastructure or high -density development. • Evolving Usage Patterns: The rise of remote work following the pandemic adds another layer of complexity for the City of Edmonds. It can potentially shift peak demand hours which can further stress the system. • Climate Change: Extreme weather events and changing climate patterns can stress utility systems and water supply, leading to challenges in ensuring reliable service and managing environmental impacts. • Funding and Investment: Securing funding for basic infrastructure improvements and maintenance has been difficult especially as the city is facing budget constraints. • Technological Integration: Adopting and integrating new technologies, such as advanced metering systems, can be costly and require significant planning and training. Even when cost effective in the long run, upfront costs are prohibitive with respect to current fiscal challenges facing the city. • Community Expectations: Managing public expectations for service reliability, affordability, and sustainability requires careful balancing Although the City does not directly control all the utilities, it can take steps to influence their direction to align with the values of the Edmonds community, such as advocating for clean and resilient programs and encouraging cost-effective measures. The City will continue to coordinate with utility providers to ensure that utility planning aligns with land use and anticipated growth. 340 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 409 8.2.d Overall Goals and Policies Goal UTA Utilities should be developed and improved at the appropriate levels of service (LOS) to serve existing and future growth. Policy UT-1.1 Coordinate with city owned and non -city utility providers to ensure services are aligned with community growth, land use planning , climate change and emergency preparedness. System component sizing should be based on the area's land use plan, while allowing utility providers to determine the implementation sequence of the utility plan elements. Policy UT-1.2 Allow new development only when and where necessary public utilities can adequately serve demand. Policy UT-1.3 Encourage the adoption of cost-effective new technologies, renewable energy, and innovative sustainable practices that improve efficiency, reduce environmental impact, and enhance service delivery. Public and private utility plans should be required to identify long- range system needs and that are coordinated with the City's Comprehensive Plan. Policy UT-1.4 Encourage a holistic approach for all utility projects to address system improvements or maintenance needs. Policy UT-1.5 Prioritize the regular maintenance, repair, and upgrading of utility infrastructure to ensure — resiliency and in harmony with the climate element, in consistent with the climate element Policy UT-1.6 Ensure that utility services are accessible and affordable to all residents, with particular attention to vulnerable populations. Coordination between utility projects: For example, undergrounding of new utility distribution lines or replacing an aging water main is significantly easier and more cost- effective to implement when new roads are constructed or during planned major roadwork. This approach not only addresses the immediate need for road improvement but also ensures the water or power infrastructure is upgraded, minimizing future disruptions and reducing overall project costs. Policy UT-1.7 Implement policies that minimize the environmental impact of utility operations, such as reducing emissions, protecting water quality, and managing waste responsibly. Policy UT-1.8 Protect water quality by serving new urban development with sanitary sewer systems and requiring failing septic systems to be replaced. Policy UT-1.9 Ensure that all utility operations comply with local, state, and federal regulations, including health and safety standards. Policy UT-1.10 Coordinate emergency preparedness and response with local and regional utility partners. Policy UT-1.11 Collaborate with providers to develop a long-term telecommunications infrastructure master plan that supports the city's growth and development objectives. Policy UT-1.12Encourage providers to report on infrastructure performance, service quality, and community impact regularly, ensuring alignment with city standards and public expectations. Policy UT-1.13 Seek to include adaptive clauses in the franchise agreements to accommodate advancements in technology and changing community needs over time. EVERYONE'S EDMO Packet Pg. 410 8.2.d Goal UT-2. Promote public awareness and education on utility -related issues Policy UT-2.1 Support efforts to educate and inform the public about the costs and benefits of emerging technologies related to the services offered by the City. Policy Policy UT-2.2 Promote public awareness on issues such as conservation efforts, service changes, and the importance of infrastructure investment. Goal UT-3. Minimize impacts associated with the siting, development, and operation of utility services and facilities on adjacent properties and the natural environment. Policy UT-3.1 Design, construct and maintain facilities to minimize their impact on surrounding neighborhoods. Policy UT-3.2 Utility structures should be located or sited so that they are as unobtrusive as possible and are integrated with the design of their site and surrounding area. Policy UT-3.3 Ensure that the location, type and size of all public facilities is determined and/or approved by the city. Policy UT-3.4 Promote strategies to enhance the resilience of utility systems against natural disasters, climate change, and other potential disruption Storm and Surface Water Management As flood risks and stormwater volumes continue to rise due to climate change and urbanization, older plans and development that occurred without an understanding of evolving needs and prior to modern stormwater management requirements, relied on outdated assumptions about weather patterns, are no longer sufficient. Good stormwater management planning, such as the Stormwater Comprehensive Plan that Edmonds adopted in the past and will be significantly updating in the next year or two, help analyze the issues and identify system improvements to be made and best practices to be followed. Furthermore, strong stormwater codes serve as essential tools to manage the challenges, ensuring that new developments are designed and built with improved standards that mitigate the impact of increased stormwater. Edmonds has an adopted system management plan and a set of codes that meet state requirements, promoting practices such as enhanced drainage systems, permeable surfaces, on -site treatment, and retention basins, which reduce runoff and its associated risks. The growing challenges calls for shifting toward even more resilient planning strategies, integrating green infrastructure, stormwater management innovations, and policies that prioritize adaptability and sustainability. Proactive, forward -thinking measures, including the adoption and enforcement of robust stormwater codes, are critical to protecting communities and ecosystems from escalating risks. 342 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 411 8.2.d Goal UTA Develop policies for Storm and Surface Water Management that focus on effective management, protection, and enhancement of water resources. Policy UT-4.1 Implement measures to mitigate flood risks through proper planning, infrastructure improvements, and land use controls. Policy UT-4.2 Enforce practices and regulations to protect and improve the quality of stormwater and surface water, including the control of pollutants and runoff. Policy UT-4.3 Promote the use of sustainable drainage systems and green infrastructure to manage stormwater and reduce environmental impact. (See Land Use Goal LU-21 for Low Impact Development) Policy UT-4.4 Coordinate stormwater management with other land use and environmental planning efforts to achieve holistic and effective water management. Policy UT-4.5 Educate the community about stormwater management practices and encourage public participation in maintaining and protecting water resources. Policy UT-4.6 Preserve, protect, and (where feasible) restore surface water resources to provide beneficial uses to humans, fish, and wildlife. (See Land Use element policies for critical areas) Policy UT-4.7 Provide adequate funding through an equitable stormwater utility rate structure and outside funding sources to support necessary programs which may include an asset management -based replacement program) Solid Waste Goal UT-5. Maintain a safe, cost-effective and responsive solid waste collection system that provides convenient, efficient, environmentally friendly and visually unobtrusive components and services. Policy UT-5.1 Encourage and actively seek an effective regional approach to solid waste management. Policy UT-5.2 Work directly with County Solid Waste staff to implement recommendations that strengthen recycling, organics diversion, waste prevention, and product stewardship programs. Policy UT-5.3 Manage solid waste collection to minimize litter and neighborhood disruption Policy UT-5.4Cooperate with other private and public agencies in the region to manage and control See Climate element policies aimed hazardous waste and moderate risk waste, at reduction of material consumption, including medical wastes and hazardous waste generation, and resource household substances. depletion EVERYONE'S EDMO Packet Pg. 412 8.2.d c� (L m U) c a� s a� L CL E ♦O� V 4- 0 c O 4. Q O Q N i c I ca a a E O U c ii w c O E m W I N T" N r N C d E L C� �4 w w Q 344 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 413 8.2.d c a a� .N c a� as L Q. E O U 4- 0 C O Q O Q N C I O a a E O U 76 c ii c O E W I N N T- ICT C d E t 0 Q Packet Pg. 414 8.2.d Vision Statement Edmonds is a charming and welcoming city offering outstanding quality of life for all with vibrant and diverse neighborhoods, safe streets, parks, and a thriving arts scene shaped in a way to promote healthy lifestyles, climate resiliency, and access to the natural beauty of our community Guiding Principle Edmonds will create well -designed streets that are safe, welcoming, and accessible for all residents, regardless of age, ability, or mode of transportation. 346 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 415 8.2.d Introduction to the Plan The City of Edmonds's 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 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. In order to meet Growth Management Act (GMA)' requirements, the Transportation Element and Transportation Plan must identify existing transportation system 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. Washington State 36.70A RCW. Available at http://apps.le-g.wa.-gov/rcw/default.aspx?cite=36.70A EVERYONE'S EDMONDS: TRANSPORTATION 347 Packet Pg. 416 8.2.d Plan Development Development of an updated City of Edmonds Transportation Plan was commissioned by the City Council in 2023 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. 348 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 417 8.2.d 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 EVERYONE'S EDMONDS: TRANSPORTATION 349 Packet Pg. 418 8.2.d 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 five projects in and around Edmonds and those projects include (note some of these projects overlap with the STIP projects noted above): 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 left turn lanes and construct wider sidewalks. Installing new traffic signal system, lighting, signage, bike lane, pavement, pavement striping, stormwater improvements, and conversion of overhead utility lines to underground. 350 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 419 8.2.d • Grind and overlay, stormwater upgrades, and upgrades of all curb ramps to meet ADA standards along Main St. from 6th Ave to 8th Ave. • Installing ADA-compliant curb ramps, landscaping enhancements, bike lane, 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 left -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 no projects identified in Edmonds Community Transit Community Transit is a regional transportation provider that operates transit service in the City of Edmonds. Eight 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. EVERYONE'S EDMONDS: TRANSPORTATION 351 Packet Pg. 420 8.2.d 1. Existing Transportation Facilities and Conditions The City of Edmond's transportation system consists of various transportation facilities, including state highways, arterials, collector street, 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 active transportation 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. 352 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 421 8.2.d Figure 1-1 Edmonds Roadway Network LEGEND Regional Trails Railway Waterbody Park or Open Space Edmonds City Limits f1Lr171D 4 N B r IL O cyb .N C I I.TN fr fw W , d / CL 77NTN fi fw 4 U : r e = o o `s :r Q- O Q MAGI T Do �Nn7 fT fw UVEf1fr ; i.fTN 1TfW 9 f � I4TN fr M i nrrti Ir �. : C � 1NfTN fT fw 1 t Jo j < S i t = It sw 778TN f 1 fW ; 1� i �! l Z 21.IN fi {w / j kI. E1//Jy`.V177F / Y.� P h MILES 0 0.5 1 EVERYONE'S EDMONDS: TRANSPORTATION 353 Packet Pg. 422 8.2.d 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. 354 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 423 8.2.d Figure 1-2 Roadway Functional Classification LEGEND Intersection Control Roundabout A Signal Functional Class — Collector Freeway Minor Arterial Principal Arterial Railway Edmonds City Limit I 0 0.5 z z MILES 1 EVERYONE'S EDMONDS: TRANSPORTATION 355 Packet Pg. 424 8.2.d 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. 356 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 425 8.2.d 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). Within Edmonds, SR 99, SR 104 and SR 524 belong to the NHS. 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 may differ from the City`s Functional Classification (within Edmonds the federal classifications almost exactly match the city's local classifications). 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 selected 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. EVERYONE'S EDMONDS: TRANSPORTATION 357 Packet Pg. 426 8.2.d Figure 1-3 Existing (2023) Roadway Average Daily Traffic (ADT) LEGEND Vehicles Per Day — < 2500 2,500 - 5.000 5,000 - 10,000 M 10,000 - 15.000 => 15,000 Railway Edmonds City Limits MII 0 0.5 1 fi 0 INTH ST SW 125T11 ST SW INTM ST SW t l f Z :WTM ST SW �991 ..ST- 2007" ST SW 212TH ST SW 11220TH ST Sw s S f � h 11STH ST IT" ST Q 358 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 427 8.2.d 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 arterials such as Main Street, 212t" St. SW, 220t" St. SW, 100th Avenue NW, and 76th Avenue W carry between 5,000 and 15,000 vehicles per day. 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 7," with "A" representing free -flow conditions and 7" 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. The LOS standards for Highways of Statewide Significance (HSS) are set by WSDOT. Cities and counties are required to include the LOS standards for all state routes in the transportation element of their local comprehensive plan (see Table 1-1). 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. LOS 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 areas LOS EVERYONE'S EDMONDS: TRANSPORTATION 359 Packet Pg. 428 8.2.d 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 The City of Edmonds has historically used an intersection -based LOS standard but chose to adopt a roadway speed -based LOS standard as part of the 2024 transportation plan update. While the city chose to update the method of measuring LOS, the City chose to maintain its existing vehicular level of service standards, as summarized in Table 1-1. Table 1-1 Edmonds Vehicular LOS Standards Facility LOS Standard City Streets Arterials: LOS D or better (except state routes) Collectors: LOS C or better State Highways of Regional Significance SR 99 north of SR 104, SR 524: LOS E or better State Highways of Statewide Significance SR 104., SR99 south of SR 104: not subject to city Standard, but identify situations where WSDOT standard LOS D is not met. Roadway level of service is based on average weekday (Tuesday — Thursday) PM peak 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). Table 1-2 summarizes the translation between roadway speed and LOS. Table 1-2 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 1-3. 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; however, in the near -term, the objective would be to achieve, at minimum, an orange or acceptable LOS along these roadways. 360 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 429 8.2.d Table 1-3 - 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 network •Multi -use path on one 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 Poor No pedestrian facilities . 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 1-4. 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. EVERYONE'S EDMONDS: TRANSPORTATION 361 Packet Pg. 430 8.2.d Table 1-4 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; • Multi -use path on one side network 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 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. Transit LOS The City of Edmonds is committed to making public transportation an easy, accessible and safe mode choice for those living in and visiting Edmonds. While the City of Edmonds does not directly provide public transit service, the City controls accessibility to transit stops and the way buses travel on their roadways. The City has decided to focus on transit speed and reliability as the key indicator of transit LOS within Edmonds. Ideally, speed and reliability would be directly measured from Community Transit data. However, due to the timing of the 2024 Transportation Master Plan development closely aligning with major route changes from Community Transit in response to the Link Light Rail opening in Lynnwood and Mountlake Terrace, there was not sufficient time or data to establish a transit speed indicator. As a result, overall roadway speeds are being used in proxy of transit speeds. It is recommended that the transit LOS measure be revisited in future updates to the Transportation Master Plan to be based on transit speeds instead of overall roadway speeds. The Transit LOS is applicable along the following key transit corridors within the City: • SR 99 • SR 104 • SR 524 (S 196th Street) • 9tn Ave. S / 1001" St. SW • Main Street • 76th Avenue W 362 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 431 8.2.d • 84th Avenue W The City's Transit LOS is summarized in Table 1-5 Table 1-5 Transit Level of Service Overview Transit LOS Rating Roadway LOS Good Roadway LOS A, B or C Acceptable Roadway LOS D (or LOS E on SR 99 / SR 524) K: Poor LOS E or F (only LOS F on SR 99 / SR 524) EVERYONE'S EDMONDS: TRANSPORTATION 363 Packet Pg. 432 8.2.d 1.2. Traffic Operations 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 1-6. Table 1-6 Existing (Spring 2024) Roadway Level of Service Overview Speed Existing Corridor Roadway Extents Limit Direction Speed Existing LOS = ca NB 23.8 A a 1 3rd Avenue 7th Ave N to Elm St 25 MPH SB 23.5 A > 7th Ave N to 76th Ave 30 MPH & WB 26.8 A U) 2 Caspers St / Puget Dr W 35 MPH s EB 25.7 A y L h 25 MPH & WB 19.8 C CL E 3 Main St SR-104 to 84 Ave. W 30 MPH EB 19.3 C V WB 21.9 B p 4 212th St SW SR 99 to 84th Ave W 30 MPH C EB 19.7 C p NB 22.2 B C 5 100th Ave W Caspers St to SR 104 30 MPH SB 23.9 B 0 Q WB 23.2 C N 6 Firdale Ave / 244th St Hwy 99 to Firdale Ave. 35 MPH EB 25.0 B I 100th Ave. W to Main NB 27.3 B St 7 SR 104 (northern half) 35 MPH SB 30.0 A 9th Ave to Eastern city WB 22.1 B 8 220th St limits 30 MPH EB 22.6 B NB 15.8 C 9 5th Ave Main St to SR 104 25 MPH SB 18.1 B WB 22.5 A 10 228th Ave 73rd PI W to 95th PI W 25 MPH EB 22.2 A NB 21.1 B 11 84th Ave 238th St. to 2121h 25 MPH SB 23.2 A Southern city limits to NB 28.1 B 12 SR 104 (southern half) 1001h Ave. W 40 MPH SB 31.4 A NB 25.6 C 13 SR 99 (southern half) 228th St to 244th St 40 MPH SB 29.8 B 14 SR 99 (northern half) 228th St. to Northern city 40 MPH NB 18.7 D limits SB 23.9 C Hwy 99 to Northern city NB 21.8 B 15 76th Ave limits 30 MPH SB 23.7 B 16 76th Ave SR 104 to Hwy 99 30 MPH NB 23.7 B SB 25.7 A 17 Olympic View Drive Puget Drive to 76th Ave 25 MPH NB / EB 26.3 A SB/WB 26.7 A 364 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 433 8.2.d Existing roadway LOS in the City of Edmonds is shown in Figure 1-4. The results of the LOS analysis indicate that all the studied roadways currently meet City LOS standards. In addition to roadway LOS, the map also shows intersection performance. The only intersection currently not operating well is the intersection of SR 104 (Edmonds Way) and 238th Street SW, a two-way stop -controlled intersection that reports LOS F for the worst movement at the intersection. This intersection involves low -volume from the side street along 238th St. SW, approaches experiencing high vehicle delays during the PM peak hour. EVERYONE'S EDMONDS: TRANSPORTATION 365 Packet Pg. 434 8.2.d Figure 1-4 Existing (2024) Roadway Level of Service LEGEND Corridor LOS �—A-C D E F Intersection LOS • A-C �D OF Intersection Control U Signal VRoundabout ❑ Stop OIntersection Not Owne By city Railway Edmonds City Limits 0 0.5 1 MILES 1 „1,40 10o1 A IIfrN ST SW "Or" ST fw IMTM ST f W 3 iI < Iff TM ST SW ST Sw IWTN ST SW `991 o�rH tT fw 1WTN ST SW I-"-fT P/V I 3 c IL d .N c d L CL 0 U O c 0 CL O R 366 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 435 8.2.d 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 Collision Rates (2018-2022) 140 132 —127 120 m 100 91 } 94 a 80 \� Ln 78 0 60 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. EVERYONE'S EDMONDS: TRANSPORTATION 367 R Packet Pg. 436 8.2.d Figure 1-6 Citywide Collisions Map (2018 — 2022) LEGEND Intersection Related Crashes o Single Crash 0 Lower # of Crashes C^ Higher # of Crashes Non -Intersection Related Crash O Bicycle Crash O Pedestrian Crash Fatal Crash Serious Injury Crash Re tonal Trails A N ° o° o l .NTH ST SW �r O C 0 m �/ O g ° oc0 Railway ° �} Edmonds City Limits 0 0 0 MILES 0 05 1 O ; O° o I o 0 g cb - o ° o p O O IVGI T DII /� O ,. O �� O_ 00037U°� ° U � ° ®C0AW ° z 0 O a_- 00 ° ° < toO 0 z O O Orb 0QO d!f ty 0 O O 9 O o 1"�d B ° o m 0 S° 0 00 Opo0CQ.9008 0 Vo ® r ° I z o o 0` o° o 0 0 O 0 0 0 q O O n 8 0 O 0 dill u m 0 y 0 O" O II O ITSTNST, -WTHsTSw TOOTH ST SW z 9 3M T N ST sw IOOTH ST SW MI. STSw iz s 3 ; � f 2 I 4 i n.rn+r .w V ° //�O ° OO d. ° � l� O f O `b0 0 O Op O O During the five-year study period, there were a high number of crashes along SR-99, including two fatal crashes (pedestrian) and 19 crashes with serious injury (several crashes involving c ca (L d U) c d IZ E O V O c O yp IZ O Q 368 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 437 8.2.d pedestrians and bicyclists). Other corridors with multiple crashes involving pedestrians and/or bicyclists include 9th Ave S/100th Ave W, 51h 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 1-7. Table 1-7 Intersections with Elevated Collision Rates Collisions Collisions Approach Rear Head Pedestrian / Location per Year Fixed Object per MEV Turn Angle Sideswipe End On Bicyclist SR 99 / 228th St 12.6 1.08 0 4 30 0 0 21 6 Sw SR 99 / 220th St 17.6 1.16 0 6 41 0 1 13 19 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. Approximately one-third of the total collisions at these intersections result in an injury. 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 EVERYONE'S EDMONDS: TRANSPORTATION 369 Packet Pg. 438 8.2.d • 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 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. Figure 1-7 WSDOT Freight and Goods Transportation System (FGTS) Map LEGEND FGTS Class T-1 T-2 T-3 — T-4 — T-5 Railway Edmonds City Limits 4 iAA iwiH sr sw A N 370 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 439 8.2.d 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 1-8 shows the approved truck routes within the city. Figure 1-8 Edmonds Truck Haul Map LEGEND A Truck Route N Approved Haul Route a Prohibited Route Downtown Area (Single Unit Trucks Only) 1 Railway Edmonds City Limits �"�2 ' iurM sT sw 1 • nT • MfT AV • /'' f � M � r Y , If•TM fT fw • • _ _ • < off TN fT SW • 7 • ff• �'• �o 2 Z MILES 0 05 1 c ca a d U) C d s CL E ♦0� V 4- 0 C 0 CL 0 Q EVERYONE'S EDMONDS: TRANSPORTATION 371 Packet Pg. 440 8.2.d 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 5 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 (BRT) also operates through the city along SR 99. Table 1-8 summarizes bus routes serving the city, providing 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 1-9. 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. Transit routes and run times available from Community Transit are summarized in Table 1-8. Table 1-8 September 2024 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 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 (5:45 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) 372 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 441 8.2.d Figure 1-9 shows Community Transit's current fixed route service map operating in and around the City of Edmonds. Figure 1-9 Community Transit Fixed Routes in Edmonds Edmonds Station/ 1190 Edmonds Ferry Terminal 102 130 166 909 Dayton St EDMONDS Aurora Village Transit Center Blue Line 101 114 130 168th St SW YNNWOOD A z NE 185th St It E 2( 9( St 236th St SW ©� Mountlake Terrace Sti 111 112 119 130 515 909 Link 1 Line 01111�Shoreline I !` 0185th Stati a a� .N L CL E O U 4- 0 C O Q O R EVERYONE'S EDMONDS: TRANSPORTATION 373 Packet Pg. 442 8.2.d 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 (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 1-9 summarizes the Park -and -Ride lots that serve Edmonds. Table 1-9 Edmonds Park and Rides Facility Routes Served Parking Capacity (if available) Edmonds Park & Ride 102 256 Edmonds Station 102, 130, 166, 909 —250 Edmonds Lutheran Church 114,909 12 Edgewood Baptist Church 119 Korean United Presbyterian Church 909 10 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. 374 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 443 8.2.d 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. 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. 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 EVERYONE'S EDMONDS: TRANSPORTATION 375 Packet Pg. 444 8.2.d route operates seven days per week year-round, with average headways ranging between 35 and 70 minutes. In 2023, the Edmonds -Kingston route carried 3.53 million people, at an average of 9,704 passengers per day. This is a 14% reduction from the 4.12 million people the route carried in 2019. The annual Washington State Ferries Traffic Statistics Report indicates that in -vehicle boardings were the most prevalent, with about 85 percent of passengers boarding in this manner on the average weekday. Walk-on passengers constituted 15 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 2009, 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 1-10 shows the existing sidewalks on one or both sides of the street in the City. Figure 1-10 shows that the sidewalk system is most complete inside the core area bounded by SR 104, 9th Avenue N 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. 376 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 445 8.2.d Figure 1-10 Existing Pedestrian Facilities LEGEND Sidewalk Regional Trails Railway Edmonds City Limits 0 0.5 •V .... T--T- 1A 1 3 IOOrw rr sw s MTl sT sw 1111N sT sW i C: x ie # 336TH sr SW 1"TN S T S W 3 ; L c a .N CL O U O __ O CL Q p EVERYONE'S EDMONDS: TRANSPORTATION 377 Packet Pg. 446 8.2.d Bicycle Facilities The city prepared a comprehensive Bikeway Plan in 2015. 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 1-11 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. 378 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 447 8.2.d Figure 1-11 Existing Bicycle Facilities LEGEND ISHT,,D A Bike Facility N Bike Lane f r - Sharrow or Common Bike Route` Bike Trails/Paths •-- Outside City Limits Regional Trails HF ' Railway Edmonds City Limits -- I ISTH ST SW I►OTH ST SW a �O l� ' t Z ■ ■ ■ ■ ■ CAWEAS $T ■ pa0�' WTjW • �iN FERRY = Z o OO y T 41H Sl SW ' MAIN SI Z ■ o 1010 • • 10• v aO� t f L i 1 < x ■ �AY 3381H ST SW p<, ,. Z ■ �i SW IL■�liiili' 2■ 35�TH SL sw MILE?■ ■ 0 0.5 ■ ■ ■ r■�■� EVERYONE'S EDMONDS: TRANSPORTATION 379 Packet Pg. 448 8.2.d 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 forecasted 2044 conditions, no transportation improvements were included in the forecast 2044 roadway LOS calculations. 380 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 449 8.2.d 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 Transportation Projects and Programs 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 Forecast 2044 Increase Households 19,219 32,912 +13,693 Jobs 10,309 14,550 +4,241 Source: Land Use Element As shown in Table 2-1, by 2044 the number of households is forecast to increase by 13,693 (or approximately a 71 percent increase). The number of jobs could increase by 4,241 (or a 41 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 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 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. EVERYONE'S EDMONDS: TRANSPORTATION 381 Packet Pg. 450 8.2.d Figure 2-1 Forecast 2044 Roadway Level of Service2 LEGEND Corridor LOS �A-C D E F Intersection LOS • A-C WD 1111111 E 0F Intersection Control O Signal Roundabout n Stop Intersection Not Owne By City Railway Edmonds City Limits M1'll E. 0 05 i 1;�\ I rf rN ST SW MOTH ST SW a t i MTN ST SW �STN fT fW �991 �wrNfT 1W TN ST SW 717TN ST SW A N 2 Intersection improvements at 76th Ave / 220th Street and SR 99 / 220th are currently under design, but funding for the construction phase hasn't yet been secured. 382 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 c IL d .N c d t a� L Q- E 0 U 4- 0 C 0 CL 0 R Packet Pg. 451 8.2.d 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 2281" St. SW to the northern city limits. The speeds are forecast to decrease to LOS F without any improvements. 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 SR 99 is forecast to operate below LOS standard, several 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) • Main @ 9tn (all -way stop controlled) • Edmonds Way @ 76t" Ave. W (traffic signal) 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. 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 EVERYONE'S EDMONDS: TRANSPORTATION 383 Packet Pg. 452 8.2.d complete a loop (secondary). Table 2-2 further defines the functions of each tier within the Pedestrian Transportation Plan Network. Table 2-2 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. 384 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 453 8.2.d Figure 2-2 Planned Pedestrian Network LEGEND Pedestrian Route Type Primary Secondary Local Street Trail - - Route Outside City Limits Railway Edmonds City Limits Wk U!.n. fr fw i!.■.i...Lynnwood' ■ Transit Center is Mile EVERYONE'S EDMONDS: TRANSPORTATION 385 c FL a� .N C d t a� Q E O U O C O Q. O R Packet Pg. 454 8.2.d 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. 386 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 455 8.2.d Figure 2-3 Planned Bicycle Network LEGEND Bicycle Facility Type Bike Lane Multi Use Path — Shared Road — Multi Use Trail — Further Study Needed - - Outside City Connections © Proposed Ped / Bike Bridge Q Mountlake Terrace Lightrail Station Railway Edmonds City Limits {I � o , r , f GGif „p 1 f r- - _1 �f =1 MILEC 0 05 1 E Bike Lanes only Considered on E Roadways with ADT > 3,500 S[N- S.b. NO W.0 a �fHE1,�l= A N E �� � -' • IN N:T� - - AYdu1♦1 rR �' 4 slf•0 tib 1)17N fT fV1l .fo7N fT fw f � � L--------- ^''��y Lynnwood Transit Center IMTN n M 1 Mile -f -f - - - - - Z FT > `91 < I.T. fT fw 7ftTN sT 3W z Z UboQq' � 1%. I ... =—T1 Si SW 6 F�F tf o — i V =ZITH iT <W '- ` FDNOM� i < 1 r `r r 3 Mww :=IrH Si Sw Y1� 's v t� ,04 =1ITN ST Sw f l.' c IL .N C Iv a� Q E O U O C 0 CL O R EVERYONE'S EDMONDS: TRANSPORTATION 387 Packet Pg. 456 8.2.d 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 Figure 2-4 and Figure 2-5, respectively. 388 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 457 8.2.d Figure 2-4 Pedestrian LOS LEGEND Route Level of Service M Primary, Complete its Primary, In 1111111IM Primary. N, Secondary Secondary Railway Edmonds rp A N uml a 5W i rnrrr sr tw �MM fT 1w t t Lynnwood Transit Center 1 Mile 0 )"7. tT tW rMtM {T SW 1"I. {T iW fT SW r- r EVERYONE'S EDMONDS: TRANSPORTATION 389 c a a� .N c d t d L Q- E 0 U O C O Q- O R Packet Pg. 458 8.2.d Figure 2-5 Bicycle LOS LEGEND Route Level of Service = Complete Incomplete = No Facilities Further Study Needed Ped/Bike Bridge (Not Yet © Constructed) I�p Mountlake Terrace Lig Railway Edmonds City Limits i MILES qbw:�31 f iSWggO A N NTN ST {W MeaAwY� 1.1 Lynnwood Transit Center 1 Mile ON Y u c a d .N C d t a� L Q E O U 4- 0 C O CL O R 390 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 459 8.2.d 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 seeks to implement bicycle lanes or multi -use pathways to achieve an acceptable LOS for the bicycle network. Transit LOS The transit LOS should ideally be based on transit speeds and reliability. However, due to the lack of available travel speed data for the recently realigned Community Transit routes, general roadway speeds were used as a proxy for transit speeds (see Table 1-5). Given the forecast roadway LOS summarized in the Figure 2-1, the resulting forecast 2044 transit LOS is summarized in Figure 2-6. EVERYONE'S EDMONDS: TRANSPORTATION 391 Packet Pg. 460 8.2.d Figure 2-6 Forecast 2044 Transit LOS LEGEND • Transit Stop Transit LOS — Good Acceptable — Fail Railway Edmonds City Limits ,HGiT�^ F�RR� Z I MILES 0 0.5 1 I ISNF,�� A � N Kr40 l 16STN ST SW 04 124 • no 111TH ST SW • MOT. ST SW a > z a z Mt. ST SW I ST SW 2WTN ST SW `99� ]0<TM fi SW • 2001M ST SW • 212TH ST SW l Z 4� 211TN ST SW 2a1TM ST SW IF f 2 2 c a d .N C d C. E 0 U O C 0 ^ CL 0 R 392 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 461 8.2.d 2.4. Transportation Projects & Programs The existing and future transportation needs analysis and the proposed modal plans for the components described above were utilized to develop a list of multimodal transportation improvement projects to support growth in the City of Edmonds. The project improvements address safety, capacity, connectivity, and expanded active transportation facilities. Improvements also cover upgrades to existing roads to support the forecast economic development and growth in the city. The roadway and intersection projects incorporate needs for pedestrians, bicyclists, and transit riders that will use the same corridors. The projects were categorized into two primary types: • Roadway and Intersection Projects • Active Transportation Projects Project Prioritization Given the number of projects identified (both roadway and active transportation), it is important to prioritize their implementation. The City set about designing a project prioritization methodology that reflects the priorities of the overall Edmonds 2044 Comprehensive Plan, "Everyone Edmonds." The City selected four key categories: Equity, Safety, Proximity to Activity Centers and Other Key Locations, and Capacity as reflective of the goals of their transportation system, as reflected in the goals and policies presented in Section 3. The project prioritization point scoring methodology is described in Table 2-3. EVERYONE'S EDMONDS: TRANSPORTATION 393 Packet Pg. 462 8.2.d Table 2-3 Project Prioritization Scoring Methodology Category Policy Reference Measurement Possible Points Points Scoring Methodology Equity Policy 2.3 / 2.4 PSRC Opportunity 20 Very High — 0 pts, High — 5 pts, Medium — 10 pts, Low — Index3 15 pts, Very low — 20 pts Safety Goal 3 Top 3 Locations of Ped/Bike/Injury/Fatal Collisions — 20 Areas of Safety Concern 20 pts, next 4 locations —15 points, next 3 locations —12 points. etc (to min 3 pts) Proximity to Parks 10 Within 1/8 mile - 10 pts, within 1/4 mile - 5 pts Proximity to Schools 10 Within 1/8 mile - 10 pts, within 1/4 mile - 5 pts Proximity to Transit Stops 5 Within 1/8 mile 10 pts, within 1/4 mile 5 pts Activity Center: Within 1/8 mile - 10 pts, within 1/4 Proximity to mile - 5 pts Activity Centers Policy 3.1 Proximity to Growth 10 Neighborhood Center: Within 1/8 mile - 7 pts, within and Other Key Hubs 1/4 mile - 4 pts Locations Neighborhood Hub: Within 1/8 mile - 4 pts, within 1/4 mile - 2 pts Proximity to Public Buildings or Hospital 5 Within 1/8 mile 5 pts, within 1/4 mile 3 pts Proximity to Commercial 5 Within 1/8 mile - 5 pts, within 1/4 mile - 3 pts Areas Capacity Policy 6.2 Adds vehicle capacity to corridor with more than 20,000 ADT = 15 points, Project Adds Roadway 15 Adds vehicle capacity to corridor with more than Capacity 10,000 ADT = 10 pts, Adds vehicle capacity to corridor with more than 5,000 ADT = 5 pts Total 100 Roadway and Intersection Projects were scored out of a total of 100 points, while active transportation projects were scored out of a total of 85 points. Roadway and Intersection projects were prioritized against one another, while active transportation projects were prioritized separately. The top 25 percent of project scores in both project priority lists were considered high priority, while the next 50 percent were considered medium, and the bottom 25 percent of scoring projects were considered low. The project priorities (high, medium, and low) are shown in Table 2-4 and Table 2-5. Final project prioritization scores are shown in Appendix A. Roadway and Intersection Improvements Roadway or intersection improvements were identified where existing or forecast operational deficiencies are anticipated with growth in and around the City of Edmonds. The projects are intended to improve operations at the identified intersections to improve intersection operations, corridor travel time or improve safety. Some of the spot/intersection improvements were previously identified as a need in the 6-year transportation improvement program and/or the 2015 Transportation Element and should continue to be considered to support growth into 2044. 3 https://www.psrc.org/our-work/opportunity-mapping 394 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 463 8.2.d The roadway and intersection improvement projects are summarized in Table 2-4 and Figure 2-7. Table 2-4 Roadway and Intersection Projects Project ID Roadway Extents Project Description Project Cost Priority (2024 $) (Highest to Lowest) 206th St SW to 220th St Install ITS adaptive system from 206th St SW to ITS-02 76TH AVE SW 220th St SW $2,820,000 High Installation of planter strip, lighting upgrades, utility upgrades, and capacity improvements at SR-99 Hwy 99 @ 238th St SW (additional northbound d Revitalization 244th St. SW to 238th St. left turn lane). Install grade separated bike lanes O R 03 Stage 3 SW and sidewalks on both sides of roadway. $28,700,000 High U) c 236th St Sw to 226th St Install ITS Adaptive System along SR-104 from d ITS-01 SR 104 SW 236th St. SW to 226th St. SW $4,240,000 High Installation of planter strip, lighting upgrades, Q E utility upgrades, and capacity improvements at O Hwy 99 @ 220th St SW (additional northbound / V 4- SR-99 southbound / westbound left turn lane). Install O Revitalization 224th St. SW to 220th St. grade separated bike lanes and sidewalk on C R-04 Stage 4 SW both sides of roadway. $36,600,000 High CL SR-99 Installation of planter strip, lighting upgrades, O Revitalization 216st St SW to 500' northutility upgrades, and install grade separated bike Q R-09 Stage 9 of 220th St SW lane and sidewalk on both sides of roadway. $22,500,000 Medium SR-99 Installation of planter strip, lighting upgrades, N N >I Revitalization utility upgrades, and install grade separated bike R-06 Stage 6 234th to 238th St lanes and sidewalk on both sides of roadway. $22,900,000 Medium a SR-99 Installation of planter strip, lighting upgrades, Q Revitalization utility upgrades, and install grade separated bike 0 R-08 Stage 8 224th to 228th St lanes and sidewalk on both sides of roadway. $39,500,000 Medium U Westgate / SR- 104 @ 100th Ave. Add bike lane addition for NB and SB along ii W Intersection 100th Ave. W. Provide safety improvements Access within proximity to the intersection by providing = 1-04 Management at intersection better access management on all approaches $4,460,000 Medium O E Widen roadway to add NB/SIBleft turn lanes at W W 220th Street and 228th Street intersections and I 5' bike lanes. Add 7' sidewalks on each side of T" the roadway with 4' planter strip. (Cost to be r 238th St SW to 212th St shared with County based on portion of project N R-01 84th Ave W SW extents within City/County). $16,330,000 Medium; C Main St. @ 9th 1-03 Ave. at intersection Installation of traffic signal or mini roundabout. $1,370,000 Medium t Installation of planter strip, lighting upgrades, t� w utility upgrades, and capacity improvements at Q SR-99 Hwy 99 @ 228th St SW. Install grade separated Revitalization bike lane and sidewalk on both sides of R-07 Stage 7 234th to 228th St roadway. $42,800,000 Medium Extend bike lanes within proximity of intersection SR-104 @ 76th in northbound and southbound directions. Install Ave. W APS on all corners and new ADA curb ramps. Intersection Add westbound right turn lane along SR-104 1-07 Improvements at intersection (-125 ft storage length) $2,570,000 Medium EVERYONE'S EDMONDS: TRANSPORTATION 395 Packet Pg. 464 8.2.d 1-01 1-02 76th Ave. W @ 220th St. SW Intersection Improvements SR 524 (196th St. SW) @ 88th Ave W. Intersection Improvements at intersection at intersection Add left turn lane on east and west approaches, removing split phase, add bike lanes and sidewalk improvements Design intersection improvements (roundabout or signal) and addition of guardrail on the west side of intersection due to 12' vertical drop (grade. adjustment to improve sight distance to be considered). $11,640,000 Medium $ 1,450,000 Low SR-104 @ 95th PI. W Intersection Provide C-Curb with left turn channelization for 1-05 Improvements at intersection access management. $ 290,000 Low 228th St. SW Widen roadway to add two-way left turn lane a Corridor along stretch or left turn lanes at specific O improvements intersections. Install multi -use path on one side from Hwy. 99 to of street. (Cost to be shared with County based d R-02 95th PI. W SR 99 to 95th PI. W on portion of project extents within City/County). $ 24,760,000 Low SR-104 @ 238th L Q St. SW C Intersection Install traffic signal and other intersection V 1-06 Improvements at intersection improvements. $ 1,560,000 Low C Installation of planter strip, lighting upgrades, r_ O utility upgrades, and capacity improvements at Q Hwy 99 @ 212th St SW (add left turn lane for 0 northbound and Q southbound movements / bike lane for SR-99 eastbound & westbound movements). Install Revitalization 216th St. SW to 212th St. grade separated bike lanes and sidewalk on ; I R-05 Stage 5 SW both sides of roadway. $ 50,700,000 Low ca 76th Ave W / a Olympic View = 1-08 Drive at intersection Installation of traffic signal or mini roundabout. $ 1,370,000 Low 0 U Roadway and Intersection Projects Total Cost $316,560,000 ii Source: Transpo Group, 2024 w 396 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 465 8.2.d Figure 2-7 Roadway and Intersection Projects LEGEND • Intersection Project — Roadway Project Railway Edmonds City Limits /1�e1 Swlld f MILES 04 1 i rfl.rf,b .A • N � IfTIfT pM � i A a � tb or N 3 � "6r"STSWCL d . L MTN fT f W I_ O O < F z 3 O UrTN s r sw CL O Q IgTNfrsw N laTl ST Sw laTN ST SW larN ST TK 117TH ST SW 116 ,yW l Oklow Grpl I.T sr sw EVERYONE'S EDMONDS: TRANSPORTATION 397 Packet Pg. 466 8.2.d Active Transportation Projects While active transportation improvements will be incorporated into both the intersection and roadway improvements, separate active transportation specific improvements have been identified. Active transportation projects have been identified to increase accessibility and connectivity by completing missing links in the current trail, pedestrian, and bike systems and to increase opportunities for alternative modes of transportation such as walking and biking and reducing reliance on vehicles. The active transportation improvements include both projects that are already on the TIP as well as new improvements to support the Edmonds land use plan. The active transportation improvements are summarized in Table 2-5 and Figure 2-8. Table 2-5 2044 Transportation Improvement Project List: Active Transportation Cost Priority (2024 $) (Highest Project ID Roadway Extents Project Description to Lowest) Gaspers / 9th Ave / Puget from Admiral to Olympic View MUP-03 9TH AVE N Drive Construct 10' multi -use path $11,040,000 High MUP-05 SR 104 Sunset Ave to 100th Ave W Construct 10' multi -use path $26,300,000 High MUP-09 212TH ST SW 74th Ave W to SR 99 Construct 10' multi -use path $5,050,000 High MUP-06 SR 104 100th Ave W to 244th St SW Construct 10' multi -use path $22,320,000 High Widen roadway (narrow existing sidewalks) to install eastbound (uphill) bicycle lane, BL-05 MAIN ST Ferry Terminal to 6th Avenue sharrows on westbound (downhill) $8,290,000 High 240TH ST SW / Build curb, gutter, 5' sidewalk to design LSW-30 78th Ave W SR 99 to 236th St SW standards $4,270,000 High BL-04 9TH AVE Main Street to Caspers Street Restripe and install 5' bike lanes $270,000 High 9th Ave to 84th Avenue (5 BL-01 Main St corners) Restripe and install 5' bike lanes $570,000 High BL-03 238TH ST SW SR 104 to 84th Ave W Widen road to install 5' bike lanes $520,000 High Build curb, gutter, 5' sidewalk to design LSW-28 236TH ST SW SR 99 to 76th Ave W standards $2,180,000 High Build curb, gutter, 5' sidewalk to design LSW-41 236TH ST SW 94th Ave W to 84th Ave W standards $2,980,000 High Gaspers Street to 3rd Ave N / MUP-04 SUNSET AVE N SR 104 Construct 10' multi -use path $5,260,000 High 76th Ave W to City Limits / MUP-08 220TH ST SW Interurban Trail Construct 10' multi -use path $3,030,000 High OLYMPIC VIEW 76th Ave W to City Limits MUP-01 DR (Meadowdale Middle School) Construct 10' multi -use path $17,400,000 High MUP-02 196TH ST SW 88th Ave W to 76th Ave W Construct 10' multi -use path $9,020,000 High BL-06 76th Ave W 220th St SW to SR 99 Restripe and install 5' bike lanes $190,000 High Build curb, gutter, 5' sidewalk to design LSW-31 236TH ST SW 84th Ave W to SR 104 standards $1,410,000 High Existing sidewalk at 8th to 9th Construct curb, gutter, 5' sidewalk to design SSW-04 Maple Street Ave standards $900,000 Medium 76th Avenue W to Interuban BL-07 224th St SW Trail Restripe and install 5' bike lanes $140,000 Medium BL-08 9TH AVE S Bowdoin to Main St Restripe and install 5' bike lanes $120,000 Medium Q 398 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 467 8.2.d Cost Priority (2024 $) (Highest Project ID Roadway Extents Project Description to Lowest) Widen road to install 5' bike lanes; build curb, gutter, 5' sidewalk to design standards on BL-02 OLYMPIC AVE Main Street to Puget Drive one side of street $8,020,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-10 218TH ST SW 84th Ave W to 76th Ave W standards $3,800,000 Medium MUP-07 244th St SW Firdale Ave to SR 104 Construct 10' multi -use path $11,650,000 Medium Build curb, gutter, 7' sidewalk to design LSW-21 MAPLEWOOD DR Main Street to 200th St SW standards $4,410,000 Medium Build curb, gutter, 7' sidewalk to design LSW-22 88TH AVE W 200th St SW to 196th St SW standards $2,090,000 Medium Build curb, gutter, 5' sidewalk to design LSW-04 232ND ST SW 100th Ave W to SR 104 standards $4,170,000 Medium Build curb, gutter, 7' sidewalk to design LSW-32 PINE ST SR 104 to 9th Ave S standards $6,620,000 Medium Olympic View Drive to Puget Build curb, gutter, 7' sidewalk to design LSW-20 OLYMPIC AVE Drive standards $1,210,000 Medium Build curb, gutter, 5' sidewalk to design LSW-39 80TH AVE W 212th St SW to 206th St SW standards $2,820,000 Medium MEADOWDALE Build curb, gutter, 7' sidewalk to design LSW-18 BEACH RD 75th PI W to Olympic View Dr standards $6,420,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-13 6th AVE Elm Way to Pine St standards $1,110,000 Medium 230TH ST SW / 76th Ave W to City Limits Build curb, gutter, 5' sidewalk to design LSW-29 75th PI W (74th Ave W) standards $1,630,000 Medium Build curb, gutter, 5' sidewalk to design SSW-07 78TH AVE W 234th St SW to 236th ST SW standards $960,000 Medium 188th St SW to Olympic View Build curb, gutter, 7' sidewalk to design LSW-19 80TH AVE W Drive standards $6,160,000 Medium Build curb, gutter, 5' sidewalk to design LSW-42 234TH ST SW SR 99 to 76th Ave W standards $2,290,000 Medium Construct curb, gutter, 5' sidewalk to design SSW-01 WALNUT ST Existing sidewalk to 7th Ave standards $390,000 Medium 106th Ave W to existing Build curb, gutter, 5' sidewalk to design LSW-27 ROBIN HOOD DR sidewalk at Hickman Park standards $2,130,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-11 216TH ST SW 92nd Ave W to 86th Ave W standards $3,030,000 Medium 82ND AVE W / Build curb, gutter, 5' sidewalk to design LSW-25 208th St SW 83rd Ave W to 206th St SW standards $1,260,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-34 186TH ST SW 185th PI SW to 80th Ave W standards $3,070,000 Medium Build curb, gutter, 5' sidewalk to design SSW-08 80TH AVE W 220th St SW to 218th St SW standards $960,000 Medium 72nd Ave W to Olympic View Construct curb, gutter, 5' sidewalk to design LSW-01 176 ST SW Drive standards $1,950,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-07 184TH ST SW 88th Ave W to 80th Ave W standards $3,070,000 Medium N MEADOWDALE Build curb, gutter, 5' sidewalk to design LSW-17 RD 164th St SW to 68th Ave W standards $1,160,000 Medium Q EVERYONE'S EDMONDS: TRANSPORTATION 399 Packet Pg. 468 8.2.d Cost Priority (2024 $) (Highest Project ID Roadway Extents Project Description to Lowest) Construct curb, gutter, 5' sidewalk to design LSW-36 82ND AVE W 206th St SW to 204th St SW standards $1,010,000 Medium Existing sidewalk north of Construct curb, gutter, 5' sidewalk to design LSW-37 98TH AVE W 220th St SW to 216th PI SW standards $1,180,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-38 14TH ST SW 8th Ave S to 96th Ave W standards $2,150,000 Medium Build curb, gutter, 5' sidewalk to design LSW-40 234TH ST SW 97th Ave W to 94th Ave W standards $4,140,000 Medium Build curb, gutter, 7' sidewalk with tree grates on east side of 84th and northbound 5' bike LSW-43 84TH AVE W 238th Street to 234th Street lane $2,350,000 Medium 84th Ave W to existing Build curb, gutter, 5' sidewalk to design SSW-02 234TH ST SW sidewalk by 82nd PI W standards $590,000 Medium Build curb, gutter, 5' sidewalk to design SSW-10 100TH AVE W 238th St SW to 242nd PI SW standards $970,000 Medium Construct curb, gutter, 5' sidewalk to design LSW-05 189TH PL SW 80th Ave W to 76th Ave W standards $2,120,000 Medium Existing sidewalk end to Vista Construct curb, gutter, 5' sidewalk to design LSW-14 12TH AVE N Way standards $1,810,000 Low southern City limits to 238th Construct curb, gutter, 5' sidewalk to design LSW-15 12TH AVE NW St SW standards $2,830,000 Low Construct curb, gutter, 5' sidewalk to design LSW-23 8TH AVE S 14th St SW to Elm St standards $1,900,000 Low Build curb, gutter, 7' sidewalk to design LSW-24 95TH PL W 224th St SW to 220th St SW standards $2,240,000 Low Build curb, gutter, 5' sidewalk to design LSW-26 96TH PL W 239th St SW to 234th St SW standards $2,810,000 Low Construct curb, gutter, 5' sidewalk to design SSW-03 234TH ST SW 97th PI W to 96th Ave W standards $860,000 Low Build curb, gutter, 5' sidewalk to design SSW-05 97TH AVE W 239th St SW to 240th St SW standards $950,000 Low Construct curb, gutter, 5' sidewalk to design LSW-12 PARADISE LN SR 104 to 7th Ave S standards $2,390,000 Low Olympic View Drive to 176th Construct curb, gutter, 5' sidewalk to design LSW-02 72ND AVE W St SW standards $4,200,000 Low Construct curb, gutter, 5' sidewalk to design LSW-09 192ND ST SW 88th Ave W to 86th Ave W standards $1,010,000 Low Construct curb, gutter, 5' sidewalk to design LSW-06 191ST ST SW 80th Ave W to 76th Ave W standards $1,970,000 Low Construct curb, gutter, 5' sidewalk to design LSW-16 188TH ST SW 92nd Ave W to 88th Ave W standards $1,500,000 Low Construct curb, gutter, 5' sidewalk to design SSW-06 92ND AVE W 218th St SW to 216th St SW standards $950,000 Low Construct curb, gutter, 5' sidewalk to design SSW-09 84TH AVE W 186th St SW to 188th St SW standards $970,000 Low 184th ST SW to Olympic Construct curb, gutter, 5' sidewalk to design LSW-03 ANDOVER ST View Drive standards $2,200,000 Low Construct curb, gutter, 5' sidewalk to design LSW-08 92ND AVE W 189th PI SW to 187th St SW standards $1,160,000 Low Q 400 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 469 8.2.d Cost Priority (2024 $) (Highest Project ID Roadway Extents Project Description to Lowest) Olympic View Drive to 94th Construct curb, gutter, 5' sidewalk to design LSW-35 190TH PL SW Ave W standards $1,120,000 Low Active Transportation Projects Total Cost $244,670,000 EVERYONE'S EDMONDS: TRANSPORTATION 401 Packet Pg. 470 8.2.d Figure 2-8 Active Transportation Projects LEGEND Project Type o Multi Use Path o Sidewalk (Long) Sidewalk (Short) o Bike Lanes Q Proposed Ped / Bike Bridge Edmonds City Limits MILES 0 0.5 1 • N 1N7T1 K sw e LSW.oi M& 1r�tN sr sw $a,ui 9 P �wrN si sw o y �JQ d LSW�-07 �y i LSW-34LSW-16 9 Osbko INTN sT aw LSWp-09 J t LS`W-06 N MUP-02 9 n � yIx J C��-CAlRS trNOT" ST Sw -�m BL-01 yn 2NTN ST sw o SSW-01 mLsSW-0a �+ *UP-09 ! aVwr, ,', � 711TN fT AN . ��N hq rA.vw6 LSW-72 LSWr1 LSW 10 9 MUP-08 LSWI12 ~1j� � LSW-78 J { 9 BL-07 S - i - - EDNON� SSW-02 LSW-42� SSW-07 3 BYO LSW-11 LSW-31 LL W48 v JLSWJISSW-07 o H BL-0] LSW.)0 y 3 Trail-01 MUP-07 402 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Q Packet Pg. 471 $a,ui 9 P �wrN si sw o y �JQ d LSW�-07 �y i LSW-34LSW-16 9 Osbko INTN sT aw LSWp-09 J t LS`W-06 N MUP-02 9 n � yIx J C��-CAlRS trNOT" ST Sw -�m BL-01 yn 2NTN ST sw o SSW-01 mLsSW-0a �+ *UP-09 ! aVwr, ,', � 711TN fT AN . ��N hq rA.vw6 LSW-72 LSWr1 LSW 10 9 MUP-08 LSWI12 ~1j� � LSW-78 J { 9 BL-07 S - i - - EDNON� SSW-02 LSW-42� SSW-07 3 BYO LSW-11 LSW-31 LL W48 v JLSWJISSW-07 o H BL-0] LSW.)0 y 3 Trail-01 MUP-07 402 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Q Packet Pg. 471 8.2.d In addition to transportation capital and maintenance projects, several planning studies are recommended to update ADA accessibility, improve safety, and conduct corridor specific active transportation planning. The full list of recommended studies is summarized in Table 2-6. Table 2-6 Transportation Planning Studies Study Name Description Project Cost (2024 $) Citywide ADA Transition Plan Complete a compliance evaluation of all existing ADA curb ramps, as $150,000 well as long range plan on how to address all identified deficiencies. Pavement Rating Study Analyze the pavement condition of all arterial, collector, and local $45,000 (every 3 streets to determine the stretches to be repaved as part of future years) annual overlays. Safety Plan Update Update the City's Safety Plan, identifying all high accident locations $250,000 through the City and establish of priority project ranking based on set of criteria. Olympic View Drive Active Complete a feasibility study to identify preferred active transportation $150,000 Transportation Feasibility Study improvements along Olympic View Drive and develop initial design and cost estimates. 196th Street Active Transportation Complete a feasibility study to identify preferred active transportation $150,000 Feasibility Study (pedestrian and bicycle) improvements along 196th Street and develop initial design and cost estimates. SR 104 Overpass Feasibility Study Conduct study for new Interurban Trail connection with bridge over $400,000 SR 104 Transportation Plan Update Update Transportation Master Plan Document every 8-9 years $450,000 EVERYONE'S EDMONDS: TRANSPORTATION 403 Packet Pg. 472 8.2.d 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. 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 404 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 473 8.2.d 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 1.1 Provide a safe, comfortable, and convenient travel experience for all users and the movement of freight and goods. Policy 1.2 Focus on transportation system management investments that increase efficiency while meeting existing and future demand and capacity. Policy 1.3 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 1.4 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 1.5 Build a transportation system that enhances the City's land use vision to prioritize multimodal investments in activity centers and transit stations. Policy 1.6 Encourage active transportation by providing safe facilities for bicycles and pedestrians. Policy 1.7 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 1.8 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 1.9 Where feasible, design all streets as complete streets that serve vehicular, transit, pedestrian, and bicycle travel according to City ordinance 3842. Policy 1.10 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. EVERYONE'S EDMONDS: TRANSPORTATION 405 Packet Pg. 474 8.2.d 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 2.1 Partner with other entities to create a logical system that integrates within the regional transportation network and supports the regional growth strategy. Policy 2.2 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 2.3 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. Policy 2.4 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. Goal T-3 Support and enforce traffic laws that are designed to provide safety for vulnerable users, including people walking, biking, riding transit, and people with mobility challenges. Policy 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 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 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 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 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: 406 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 475 8.2.d 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 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 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 5.2 Design streets with the minimum pavement areas needed and utilize innovative and sustainable materials, where feasible, and redesign existing streets to reduce impervious surfaces and storm water pollution. Wherever feasible, culverts under streets should be reconstructed or removed to improve fish passage. 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 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 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 EVERYONE'S EDMONDS: TRANSPORTATION 407 Packet Pg. 476 8.2.d • 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. Pedestrian Level of Service (LOS) Standards o Green = Complete Pedestrian Network Facility o Yellow = Partial or Incomplete Pedestrian Network Facility o Red = Missing Pedestrian Network Facility Bicycle Level of Service (LOS) Standards o Green = Complete Bicycle Network Facility o Yellow = Partial or Incomplete Bicycle Network Facility o Red = Missing Bicycle Network Facility Policy 6.3 Adopt and implement a multimodal transportation concurrency management program based on the level of service standard measurements for intersections, public transit, walkways, and bikeways. • Provide additional transportation facility capacity only when existing facilities are used to their maximum level of efficiency, consistent with adopted LOS standards. • 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 6.4 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 Establish infrastructure planning and financing strategies with other agencies to ensure that these plans are consistent with the regional mobility goals and land use plans. Policy 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 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 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). 408 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 477 8.2.d Policy 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: o Lower the LOS standard o Change the Land Use Plan o Increase the amount of revenue from existing sources; or o Adopt new sources of revenue Policy 7.5 Identify funding strategies with other agencies to ensure progress on future shared - jurisdiction projects to provide a safe and comfortable travel experience for all users. Goal T-8 Integrate traffic calming to reduce congestion, improve safety, support downtown, enhance neighborhoods, improve emergency access and maintain a pedestrian -friendly environment. Policy 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 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 8.3 Encourage underground placements of utilities when existing roadways are improved. Policy 8.4 Encourage placement of underground conduit for future installation of fiber optic cable as roadways are built or improved. Policy 8.5 Convert private streets to public streets only when: o The City Council has determined that a public benefit would result. o The street has been improved to the appropriate City public street standard. o The City Engineer has determined that conversion will have minimal effect on the City's Street maintenance budget. o In the case that the conversion is initiated by the owner(s) of the road, that the owner(s) finances the survey and legal work required for the conversion. Policy 8.6 Improve emergency service access to the waterfront, especially to the west side of train tracks when there is a train crossing. Policy 8.7 Design street improvements to enhance the safe and efficient movement of all modes of transportation. Incorporate traffic calming measures where appropriate to further enhance those conditions Policy 8.8 When setting level of service targets, prioritize safety and reduced mortality over higher roadway speeds. EVERYONE'S EDMONDS: TRANSPORTATION 409 Packet Pg. 478 8.2.d Goal T-9 Expand local and regional transit options, ensuring reliable, accessible, and safe service, and connecting neighborhoods to key destinations to meet diverse community needs. Policy 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 9.2 Encourage the provision of a bus rapid transit system or other high -capacity frequent transit service along SR 104. Policy 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 Promote efficient, sustainable parking solutions that support development in all centers and hubs and encourage multimodal access. Policy 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 10.2 Encourage underground parking as part of new development. Goal T-11 Prioritizes pedestrian and cyclist safety, support community access to centers and hubs, all key destinations integrating with regional systems. Policy 11.1 Leverage funding opportunities and the City's right of way to complete the arterial and collector walking path system according to the following priority list: o Arterial and collector roadways without walking paths or shoulders on which transit service is provided o Arterial and collector roadways without walking paths or shoulders on which transit service is not provided o Arterial and collector roadways with shoulders too narrow or in or poor walking condition for pedestrians o Arterial and collector 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 11.2 Locate walking paths and bicycle facilities to facilitate community access to parks, schools, neighborhoods, shopping centers and transit facilities/stops. Policy 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 11.4 Maintain existing public walking paths. 410 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 479 8.2.d Policy 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 11.6 Provide safe bicycle connections to existing bicycle facilities in adjacent jurisdictions Goal T-12 Ensure transportation infrastructure keeps pace with development and promotes sustainable mobility by integrating electric vehicle support and mitigating traffic impacts through timely improvements. Policy 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 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. EVERYONE'S EDMONDS: TRANSPORTATION 411 Packet Pg. 480 8.2.d 4. Plan Implementation The list of transportation improvement projects must be funded and implemented to meet existing and future travel demands in and around the City of Edmonds. Estimated project costs and future revenues are presented and options to fund the projects are described in this section. Implementation strategies are discussed and include items such as coordination with WSDOT, Snohomish County, and Puget Sound Regional Council (PSRC) to prioritize and fund regional improvements. The implementation plan sets up the framework for the City to prioritize and fund the improvements identified in the transportation plan. The GMA requires the Transportation Element of the Comprehensive Plan to include a multi- year financing plan based on the identified improvement needs in the transportation systems plan. The financing plan is to be the basis in developing the required six -year Transportation Improvement Program (TIP). If probable funding is less than the identified needs, then the transportation financing program must also include a discussion of how additional funding will be raised or how land use assumptions will be reassessed to assure that level of service standards will be met. Alternatively, the city can adjust its level of service standards. A summary of costs for capital improvement projects and citywide maintenance and operation programs are presented. The capital project and maintenance and operations program costs are compared to estimated revenues from existing sources used by the City to fund transportation improvements. Other potential funding sources to help reduce the projected shortfall are described. Lastly, a summary of a reassessment strategy for the city to use for reviewing transportation funding in the context of the overall Comprehensive Plan is also included. 4.1. Project and Programs Cost Estimates Table 4-1 summarizes the costs of the recommended transportation improvement projects and programs. These cover City of Edmonds capital improvements, maintenance and operations. The costs are summarized for the life of the Plan. Improvements under the responsibility of WSDOT or Snohomish County are not included in the summary table. However, the city may choose to include a share of the costs of WSDOT improvements in its transportation impact fee or other funding options. 412 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 481 8.2.d Table 4-1 Transportation Project and Program Costs (2025 — 2044) Improvement Type (2025-20441 Total Costs Percent of Total Costs Transportation Capital Projects2 Roadway $291,850,000 47.3% Multi Use Path $111,070,000 18.0% Intersection $24,710,000 4.0% Sidewalk - Long $106,980,000 17.3% Sidewalk - Short $8,500,000.00 1.4% Bike Lanes $18,120,000 2.9% Pavement Preservation Subtotal Capital Projects $56,000,000 $617,230,000 9.1 % 100% Transportation Maintenance & Operations (M & O) Programs General Maintenance & Operations $47,800,000 100% Subtotal M & O Programs $47,800,000 100% Total Costs $665,030,000 1. All costs in 2024 dollars, rounded to $1,000 2. Does not include other agency improvements Planning -level cost estimates were developed for the capital improvements and presented in the Forecast and Evaluation Chapter. The planning estimates were prepared based upon average unit costs for transportation projects within the region. Planning -level costs were developed with the assumption that costs would include associated storm water development requirements, property acquisition, wetland mitigation, and utility extensions and/or upgrades, based upon historic costs for those items. More detailed cost estimates will need to be prepared as the projects are closer to design and construction. Future design studies will identify specific property impacts and options to reduce costs and impacts on properties. The estimated capital cost of the Transportation Plan is approximately $617 million (in 2024 dollars). Approximately 39 percent of the capital costs are associated with the various SR 99 revitalization stages. Sidewalk and multiuse path projects each account for approximately 18 percent of the capital costs, while pavement preservation needs are about 9 percent of the total cost, with the remaining 15 percent consisting of additional roadway, intersection and bike lane improvements. A Pavement Rating Study was completed in 2018, identifying the Pavement Condition Index (PCI) rating as 71. In order to maintain this PCI rating, the study indicated that the annual overlay budget should be approximately $2.6 Million. Since the average annual funding for this program between 2018 and 2022 was only $1.9 Million ($700,000 below that necessary EVERYONE'S EDMONDS: TRANSPORTATION 413 Packet Pg. 482 8.2.d amount), the PCI rating dropped to 66 (based on Pavement Rating Study completed in 2022). The study then indicated that the annual budget needs to be approximately $2.8 Million in order to maintain this PCI rating. Another pavement rating study will be completed in 2025. Maintenance and operations costs were projected based on historic expenditures from 2022 through the 2024 budget. Maintenance and operations costs cover general administration, roadway and storm drainage maintenance, street lighting, traffic signal and street signs, street sweeping, and other miscellaneous safety improvement programs. To reduce the need for extensive capital reconstruction projects, the maintenance and operations program to preserve the existing street system is estimated to be approximately $48 million of the total $665 million Transportation Plan cost. 4.2. Funding Analysis with Existing Revenue Sources The City has historically used tax revenues, developer fees, and grants to construct and maintain their transportation facilities. In 2008, Edmonds City Council amended the Edmonds City Code to enact a new Chapter 3.65, the Edmonds Transportation Benefit District (TBD). The Edmonds TBD boundary is coextensive with the boundary of the City of Edmonds. In 2023, City Council voted to increase the collection amount to $40 per vehicle tax as provided by RCW 82.80.140. The TBD funds are for preservation, maintenance and operation funds only. The TBD was set to automatically dissolve after 18 years (2026), unless extended. The financial forecast within the Edmonds Transportation Master Plan assumes the continued collection of TBD fees based on the updated $40 fee over the 20-year plan period (to 2044). The description of this and other available funding sources and projected revenues are listed in Table 4-2. 414 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 483 8.2.d Table 4-2 2025-2044 Transportation Revenues Revenue Source Total Revenues Percent of Total Revenues Transportation Capital Revenues Grant Funds $103,960,000 66.1% GMA Fees/(TIF)' $8,050,000 5.1% State Gas Tax $2,860,000 1.8% General Fund $2,860,000 1.8% REET (Fund 125 & 126) $36,760,000 23.4% Other (Stormwater, sewer, water, etc.) $2,720,000 1.7% Subtotal Capital Revenues $157,210,000 100% Transportation M & O Revenues Transportation Benefit District2 $25,600,000 54.0% Motor Vehicle Fuel Tax $12,880,000 27.2% General Funds $8,160,000 17.2% Other $800,000 1.7% Subtotal M & O Revenues $47,440,000 100% Total Revenues $204,650,000 1. Assumes a 25% increase in TIF collection rate based on expected TIF rate increase as part of updated transportation plan 2. Assumes $40 collection per vehicle fee based on 2023 City Council approval through the 20-year plan Revenue projections were estimated based upon the City's 2024 budget, 3-years of historical revenues, and an assumed 25 percent increase to the adopted impact fee program. Based on recent historical data, it is estimated that revenues would be approximately $204.7 million during the 20-year period, of which approximately 76 percent would be dedicated for capital improvements, while the remaining 24 percent would be for maintenance and operations programs. Of the approximately $157 million in revenues dedicated for capital improvements, grant funds are assumed to generate approximately 66 percent of revenue. Real-estate excise taxes (REET) are estimated to account for about 23 percent of capital funds. Impact fees, state gas taxes and water, stormwater, sewer fees are estimated to generate the remaining capital revenue. Approximately $47.7 million in revenues dedicated for maintenance and operations programs are anticipated over 20 years. The funding forecast assumes the continued collection of Transportation Benefit District revenues beyond its current 2026 end date and is expected to generate approximately $25.6 million by 2044. EVERYONE'S EDMONDS: TRANSPORTATION 415 Packet Pg. 484 8.2.d Developer Transportation Funding The city uses several programs to help offset the increased traffic impacts of new development or redevelopment. These include construction of frontage improvements such as curb, gutter, and sidewalks, with or without dedication of right-of-way, and new roadways needed to serve the development. The City is also required to review the potential transportation impacts of development and define appropriate mitigation under the State Environmental Policy Act (SEPA) and GMA concurrency requirements. In addition, the City previously adopted a Transportation Impact Fee program as allowed for by the GMA to help fund growth -related transportation system improvements. Transportation Impact Fees The GMA allows agencies to develop and implement a Transportation Impact Fee (TIF) program to help fund part of the costs of transportation facilities needed to accommodate growth. State law (RCW 82.02) requires that TIF programs are: • Related to improvements to serve new growth and not existing deficiencies; • Assessed proportional to the impact of new developments; • Allocated for improvements that reasonably benefit new development, and; • Spent on facilities identified in the adopted Capital Facilities Plan. TIFs can only be used to help fund improvements that are needed to serve new growth. The cost of projects needed to resolve existing deficiencies cannot be included. The TIF program must allow developers to receive credits if they are required to construct all or a portion of system improvements to the extent that the required improvements were included in the TIF calculation. The city is in the process of updating its existing program based on the updated Transportation Plan. Other Developer Mitigation and Requirements The City has adopted specific development -related requirements which will help fund the identified improvements. These include requirements for frontage improvements, mitigation of transportation impacts under SEPA, and concurrency requirements. The City requires developments to fund and construct certain roadway improvements as part of their projects. These typically include reconstructing abutting streets to meet the City's current design standards. These improvements can include widening of pavement, drainage improvements, and construction of curb, gutter, and sidewalks. Several of the projects identified in the Transportation Plan could be partially funded and constructed as part of new developments. As noted above, to the extent that costs of a transportation improvement are included in the TIF then credits must be provided. If improvements to an abutting local street are not included in the TIF, then credits against the TIF would not be required or allowed. The city also evaluates impacts of development projects under SEPA. The SEPA review may identify adverse transportation impacts that require mitigation beyond payment of the TIF. These could include impacts related to safety, traffic operations, active transportation, or other 416 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 485 8.2.d transportation issues. The needed improvements may or may not be identified as specific projects in the Plan. If the required improvements are included in the TIF program, then the City must provide credits to the extent that the costs are included in the project list and impact fee calculations. The city also requires an evaluation of transportation concurrency for development projects. The concurrency evaluation is intended to identify project impacts that will cause City facilities to operate below the City's level of service standard. To resolve such a deficiency, the applicant can propose to fund and/or construct improvements to provide an adequate level of service. Alternatively, the applicant can wait for the City, or another agency or developer to fund improvements to resolve the deficiency. According to the GMA, the City must deny any proposal that will cause the level of service for transportation facilities to decline below the adopted standard unless a financial commitment is in place to complete measures to achieve the LOS standard within six years. (RCW 36.70A.070(6)(b). Grants Over the past several years the city has had significant success in securing grants for transportation improvements. Grant funding is typically tied to specific improvement projects and distributed on a competitive basis, often with a local funding match. 4.3. Forecasted Revenue Shortfall Table 4-3 summarizes the City's proposed transportation financing strategy for the approximately $633 million City portion of the capital improvement costs as well as the $48 million in maintenance, operations, and program expenditures. The Plan results in a shortfall of approximately $474 million. This assumes that the level of grants and developer commitments will be generated as estimated in the Transportation Plan. The deficit could be greater if the level of development or the level of grant funding is less than forecast. The former would be offset by a reduced need for transportation improvements to accommodate growth. If the City is more successful in obtaining grants or other outside funding for projects, then the potential deficit could be reduced, as discussed in the next section. EVERYONE'S EDMONDS: TRANSPORTATION 417 Packet Pg. 486 8.2.d Table 4-3 Forecasted Revenues and Costs Revenue Source' Total (2025-2044) Transportation Capital Revenues Total Capital Project Costs $157,210,000 $617,230,000 Capital Estimated Shortfall ($460,020,000) Transportation M&O Revenues $47,440,000 Transportation M&O Costs $47,800,000 M & O Estimated Shortfall ($360,000) Total Estimated Shortfall ($460,380,000) 1. All revenues in 2024 dollars 2. Does not include other aaencv improvements Capital Revenue Shortfall The approximately $460 million shortfall in funding would largely affect the ability of the city to fund all the identified capital improvement projects during the planning period. Maintenance and Operations Revenue Shortfall The financial forecast shows an estimated $360,000 shortfall in funding for the 20-year maintenance and operations program needs. This assumes the continued collection of transportation benefit district fees throughout the life of the plan. General citywide maintenance and operations programs are expected to approximately balance with forecasted revenues over the life of the plan; however, the city will review and adjust the maintenance and operation programs on an annual basis to balance with anticipated dedicated revenues. 4.4. Potential Options to Balance the Plan Delaying Improvement Projects The City will not likely be able to fund lower priority projects within the 20-year horizon without additional funding sources. Some of these projects may be funded through impact fees and/or frontage improvement requirements as development (or re -development occurs). As developments occur in these areas the city may require project -specific facility improvements including SEPA mitigation measures, as appropriate. The city also may identify other programs or opportunities to partially or fully fund some of these improvements. Additional Grants and Other Agency Funding As discussed above, the transportation financing analysis estimates that the city may receive approximately $104 million in grant funding over the life of the Plan. If the City is able to pursue and receive grants at a higher rate, shortfalls may be less than projected. 418 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 487 8.2.d Tax Increment Financing Washington State allows cities to create "increment areas" that allows for the financing of public improvements, including transportation projects within the area by using increased future revenues from local property taxes generated within the area. The specific rules and requirements are noted in the Community Revitalization Financing (CRF) Act. The Local Infrastructure Financing Tool (LIFT) program is a potential tool for the City to pursue. Under this concept the annual increases in local sales/use taxes and property taxes can be used to fund various public improvements. The city may choose to further consider these types of funding programs in the future as part of its annual budget and six -year Transportation Improvement Program (TIP) processes. Voter Approved Bond/Tax Package (Levy) Bonds do not result in additional revenue unless coupled with a revenue generating mechanism, such as a voter approved tax. The debt service on the bonds results in increased costs which can be paid with the additional tax revenues. Although the city does not anticipate issuing bonds in the near future, it remains an option for generating additional transportation revenues to fund some of the higher cost improvement projects. Local Improvement Districts A local improvement district (LID) is a special assessment area established by a jurisdiction to help fund specific improvements that would benefit properties within the district. LIDS could be formed to construct sidewalks, upgrade streets, improve drainage or other similar types of projects. A LID may be in residential, commercial, or industrial areas or combinations depending on the needs and benefits. LIDS can be proposed either by the city or by property owners. LIDS must be formed by a specific process which establishes the improvements, their costs, and assessments. The assessments are added to the property tax which helps to spread the costs over time. 4.5. Reassessment Strategy Although the financing summary identifies the potential for a total revenue shortfall of approximately $460 million (in 2024 dollars) over the life of the Plan, the city is committed to reassessing transportation needs and funding sources each year as part of its six -year Transportation Improvement Program (TIP). This allows the city to match the financing program with the short-term improvement projects and funding. To implement the Transportation Plan, the city will consider the following principals in its transportation funding program: • Balance improvement costs with available revenues as part of the annual six -year Transportation Improvement Program (TIP) for the first three years of project expenditures (years 4-6 will remain 'unconstrained'); • Review project design standards to determine whether costs could be reduced through reasonable changes in scope or deviations from design standards; • Fund improvements or require developer improvements as they become necessary to maintain LOS standards; EVERYONE'S EDMONDS: TRANSPORTATION 419 Packet Pg. 488 8.2.d • Coordinate and partner with WSDOT, Snohomish County, and others to implement improvements to SR 99, SR 104, and SR 524; • Vigorously pursue grant funds from state and federal sources; • Work with Snohomish County, and other neighboring agencies to develop multiagency grant applications for projects that serve growth in the city and around the City; • Review and update the TIF program regularly to account for the updated capital improvement project list, revised project cost estimates, and annexations; Some lower priority improvements may be deferred or removed from the Transportation Plan. The city will use the annual update of the six -year Transportation Improvement Program (TIP) to re-evaluate priorities and timing of projects and need for alternative funding programs. Throughout the planning period, projects will be completed, and priorities revised. This will be accomplished by annually reviewing traffic growth and the location and intensity of land use growth in the city and its UGA. The city will then be able to consider how to direct funding to areas that are most impacted by growth or to roadways that may be falling below the city's level of service standards. The development of the TIP will be an ongoing process over the life of the Plan and will be reviewed and amended annually. 420 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 489 Transportation Project List Prioritization Scores ProjectlD Project Type Street Name Extents Description Total Score Capacity Score Equity Score Safety Score Activity Centers Score Cost Priority 206th St SW to 220th St Install ITS adaptive system from 206th St ITS-02 Roadway 76TH AVE SW SW to 220th St SW 80 30 15 20 35 $ 2,820,OD0 High Installation of planter strip, lighting upgrades, utility upgrades, and capacity improvements at Hwy 99 @ 238th St SW (additional northbound left turn lane). 244th St. SW to 238th St. Install grade separated bike lanes and R-03 Roadway SR-99 Revitalization Stage 3 SW sidewalks on both sides of roadway. 75 15 15 20 25 $ 28,700,000 High 236th St Sw to 226th St Install ITS Adaptive System along SR-104 ITS-01 Roadway SR 104 SW from 236th St. SW to 226th St. SW 73 11 10 6 42 $ 4,240,000 Hi h Installation of planter strip, lighting upgrades, utility upgrades, and capacity improvements at Hwy 99 @ 220th St SW (additional nothbound/southbound/ westbound left turn lane). Install grade 224th St. SW to 220th St. separated bike lanes and sidewalk on both R-04 Roadway SR-99 Revitalization Stage 4 SW sides of roadway. 73 15 15 20 23 $ 36,600,000 High Installation of planter strip, lighting upgrades, utility upgrades, and install 216st St SW to 500' north grade separated bike lane and sidewalk on R-09 Roadway SR-99 Revitalization Stage 9 of 220th St SW both sides of roadway. 73 15 15 20 23 $ 22,500,000 Medium Installation of planter strip, lighting upgrades, utility upgrades, and install grade separated bike lanes and sidewalk on R-06 Roadway SR-99 Revitalization Stage 6 234th to 238th St both sides of roadway. 70 15 15 20 20 $ 22,900,000 Medium Installation of planter strip, lighting upgrades, utility upgrades, and install grade separated bike lanes and sidewalk on R-08 Roadway SR-99 Revitalization Stage 8 224th to 228th St both sides of roadway. 68 15 15 15 23 $ 39,500,000 Medium Provide safety improvements within proximity to the intersection by providing Westgate / SR-104 @ 100th Ave. W better access management on all 1-04 Intersection Intersection Access Management at intersection approaches 64 15 10 6 33 $ 4,460,000 Medium Widen roadway to add NB/SB left turn lanes at 220th Street and 228th Street intersections and 5' bike lanes. Add 7' sidewalks on each side of the roadway with 4' planter strip. (Cost to be shared with 238th St SW to 212th St County based on portion of project extents R-01 Roadway 84th Ave SW within City/County). 63 5 10 20 28 $ 16,330,000 Medium Installation of traffic signal or mmi- 1-03 Intersection Main St. @ 9th Ave. at intersection oundabout. 57 5 15 9 28 $ 1,370,000 Medium Installation of planter strip, lighting upgrades, utility upgrades, and capacity improvements at Hwy 99 @ 228th St SW. Install grade separated bike lane and R-07 Roadway SR-99 Revitalization Stage 7 234th to 228th St sidewalk on both sides of roadway. 53 15 15 3 20 $ 42,800,000 Medium Extend bike lanes within proximity of intersection in northbound and southbound directions. Install APS on all corners and new ADA curb ramps. Add SR-104 @ 76th Ave. W Intersection westbound right turn lane along SR-104 1-07 Intersection Improvements at intersection (^125 ft storage length) 50 15 15 0 20 $ 2,570,000 Medium Add left turn lane on east and west 76th Ave. W @ 220th St. SW Intersection approaches, removing split phase, add bike 1-01 Intersection Improvements at intersection lanes and sidewalk improvements 48 10 15 0 23 $ 11,640,000 Medium Design intersection improvements (RAB or signal) and addition of guardrail on the west side of intersection due to 12'vertical SR 524 (196th St. $W) @ Rath Ave W. drop (grade. adjustmentto improve sight 1-02 Intersection Intersection Improvements at intersection distance to be considered). 47 10 15 0 22 $ 1,450,000 Low SR-104 @ 95th PI. W Intersection Provide C-Curb with left turn 1-05 Intersection Improvements at intersection channelization for access management. 46 15 10 6 15 $ 290,OD0 Low Widen roadway to add two-way left turn lane along stretch or left turn lanes at specific intersections. Install multi -use path e side of street. (Cost to be shared 228th St. SW Corridor improvements with County based on portion of project R-02 Roadway from Hwy. 99 to 95th Pl. W SR 99 to 95th PI. W extents within City/County). 46 0 15 6 25 $ 24,760,000 Low SR-104 @ 238th St. SW Intersection Install traffic signal and other intersection 1-06 Intersection Improvements at intersection improvements. 45 15 10 01 20 $ 1,560,000 Low Installation of planter strip, lighting upgrades, utility upgrades, and capacity improvements at Hwy 99 @ 212th St SW (add left turn lane for northbound and southbound movements / bike lane for eastbound & westbound movements). 216th St. SW to 212th St. Install grade separated bike lanes and R-05 Roadway SR-99 Revitalization Stage 5 SW sidewalk on both sides of roadway. 43 11 0 3 25 $ 50,700,000 Low Installation of traffic signal or mink 77 1-08 Intersection 76th Ave W/ Olympic View Drive at intersection roundabout. 15 5 0 0 10 $ 1,370,0D0 Low ProjectlD Project Type Street Name Extents Description Total Score Capacity Score Equity Score Safety Score Activity Centers Score Cost Priority Caspers / 9th Ave / Puget from Admiral to Olympic MUP-03 Multi Use Path 9TH AVE N View Drive Construct 30' multi -use path 73 0 15 15 43 $ 11,040,000 High Sunset Ave to 100th Ave MUP-05 Multi Use Path SR 104 W Construct 10' multi -use path 70 0 10 15 45 $ 26,300,OD0 High MUP-09 Multi Use Path 212TH ST SW 74th Ave W to SR 99 Construct 10' multi -use path 70 0 15 20 35 $ 5,050,000 High 100th Ave W to 244th St MUP-06 Multi Use Path SR 104 Sw Construct 10' multi -use path 69 0 15 9 45 $ 22,320,OD0 High Widen roadway (narrow existing sidewalks) Ferry Terminal to 6th to install eastbound(uphill) bicycle lane, BL-05 Bike Lanes MAIN ST Avenue sharrows on westbound (downhill) 65 0 15 15 35 $ 8,290,OD0 High Build curb, gutter, 5' sidewalk to design LSW-30 Sidewalk - Lon 240T1I ST SW /78th Ave SR 99 to 2361h St SW standards 65 0 15 20 30 $ 4,270,000 Hi h Main Street to Caspers BL-04 Bike Lanes 9TH AVE Street I Restripe and install 5'bike lanes 63 0 15 15 33 $ 270,000 High R a y C d t L cCL G �O V O C O Q O a N C FL cQ i O V M N O E W N r N r Ilt C c) i Z V M a Packet Pg. 490 9th Ave to 84th Avenue BL-01 Bike Lanes Main St (5 corners) Restripe and install 5' bike lanes 62 0 15 9 38 $ 570,000 High BL-03 Bike Lanes 238TH ST SW SR 104 to 84th Ave W Widen road to install 5' bike lanes 60 0 15 20 25 $ 520,000 High LSW-28 Sidewalk - Long 236TH ST SW SR 99 to 76th Ave Build curb, gutter, 5' sidewalk to design 60 0 15 20 25 $ 2,180,000 High LSW-41 Sidewalk - Long 236TH ST SW 94th Ave W to 84th Ave Build curb, gutter, 5'sidewalk to design 60 0 10 20 30 $ 2,980,0DO High Caspers Street to 3rd Ave MUP-04 Multi Use Path SUNSET AVEN N/SR 104 Construct 10' multi -use path 60 0 10 15 35 $ 5,260,000 High 76th Ave W to City Limits MUP-08 Multi Use Path 220TH ST SW / Interurban Trail Construct 10' multi -use path 60 0 15 20 25 $ 3,030,000 High 76th Ave W to City Limits (Meadowdale Middle MUP-01 Multi Use Path OLYMPIC VIEW DR School) Construct 10' multi -use path 56 0 5 12 39 $ 17,400,000 High 88th Ave W to 76th Ave MUP-02 Multi Use Path 196TH ST SW W Construct 10' multi -use path 56 0 15 12 29 $ 9,020,000 High BL-06 Bike Lanes 76th Ave 220th St SW to SR 99 Restripe and install 5'bike lanes 55 0 15 15 25 $ 190,000 High LSW-31 Sidewalk - Long 236TH ST SW 84th Ave W to SR 104 standards 55 0 15 20 20 $ 1,410,000 High Existing sidewalk at Sth Construct curb, gutter, 5'sidewalk to SSW-04 Sidewalk - Short Maple Street to 9th Ave design standards 55 0 15 9 31 $ 900,000 Medium 76th Avenue W to BL-07 Bike Lanes 224th St SW Interuban Trail Restripe and install 5'bike lanes 53 0 15 15 23 $ 140,000 Medium BL-08 Bike Lanes 9THAVES Bowdoin to Main St Restripe and install 5'bike lanes 52 0 15 9 28 $ 120,000 Medium Widen road to install V bike lanes; build Main Street to Puget curb, gutter, 5'sidewalk to design BL-02 I Bike Lanes OLYMPICAVE Drive standards on one side of street 50 0 15 0 35 $ 8,020,000 Medium 84th Ave W to 76th Ave Construct curb, gutter, 5'sidewalk to LSW-10 Sidewalk - Long 218TH ST SW W design standards 50 0 15 0 35 $ 3,800,000 Medium MUP-07 Multi Use Path 244th St SW Firdale Ave to SR 104 Construct 10' multi -use path 49 0 15 9 25 $ 11,650,01DO Medium LSW-21 Sidewalk - Long MAPLEWOOD DR SW standards 47 0 15 9 23 $ 4,410,000 Medium LSW- 22 Si ewa -Long 88T VE t to t t Bui c r ,gutter, s a to design 47 0 15 0 32 2,090,000 Me ium LSW-04 Sidewalk - Long 232NDSTSW IODth Ave W to SR 104 Build curb, gutter, 5'sidewalk to design 45 0 10 0 35 $ 4,170,000 Medium LSW-32 Sidewalk - Long PINE ST SR 104 to 9th Ave standards 45 0 15 0 30 $ 6,620,OD0 Medium Existing southern trail terminus (Mathay- Ballinger Park) to City limits/ connecting to City Conduct study for new Interurban Trail Trail-01 Overpass Interurban Trail SR 104 Overpass of Shoreline nection with bridge over SR 104 45 0 15 0 30 $ 400,ODO Low m Olypic View Drive to Build curb, gutter, 7' sidewalk to design LSW-20 Sidewalk - Long OLYMPICAVE Puget Drive standards 44 01 15 0 29 $ 1,210,000 Medium 212th St SW to 206th St Build curb, gutter, 5'sidewalk to design LSW-39 Sidewalk - Lon 80TH AVEW SW standards 43 0 15 0 28 $ 2,820,000 Medium 75th PI W to Olympic Build curb, gutter, 7'sidewalk to design LSW-18 Sidewalk - Long MEADOWDALE BEACH RD View Dr standards 40 0 20 0 20 $ 6,420,OD0 Medium Construct curb, gutter, 5'sidewalk to LSW-13 Sidewalk - Lon 6th AVE Elm Way to Pine St design standards 38 0 10 0 28 $ 1,110,000 Medium 76th Ave W to City Limits Build curb, gutter, 5'sidewalk to design LSW-29 Sidewalk - Long 230TH ST SW /75th PI (74th Ave W) standards 38 0 15 0 23 $ 1,630,OD0 Medium 234th St SW to 236th ST Build curb, gutter, 5'sidewalk to design SSW-07 Sidewalk - Short 78TH AVEW SW standards 38 01 15 0 23 $ 960,000 Medium 188th St SW to Olympic Build curb, gutter, 7'sidewalk to design LSW-19 Sidewalk - Long BOTH AVEW View Drive standards 35 0 10 0 25 $ 6,160,01D0 Medium Build curb, gutter, 5'sidewalk to design LSW-42 Sidewalk - Lon 234TH ST SW SR 99 to 76th Ave standards 35 0 15 0 20 $ 2,290,000 Medium Existing sidewalk to 7th Construct curb, gutter, 5' sidewalk to SSW -OS Sidewalk - Short WALNUTST Ave design standards 34 0 10 0 24 $ 390,000 Medium 106th Ave W to existing Build curb, gutter, 5'sidewalk to design LSW-27 Sidewalk - Long ROBIN HOOD DR sidewalk at Hickman Park standards 33 0 10 0 23 $ 2,130,OD0 Medium 92nd Ave W to 86th Ave Construct curb, gutter, S'sidewalk to LSW-11 Sidewalk - Lon 236TH ST SW W design standards 31 0 15 0 16 $ 3,030,000 Medium 83rd Ave W to 206th St Build curb, gutter, 5'sidewalk to design LSW-25 Sidewalk - Long 82ND AVE W/208th St SW SW standards 31 0 15 0 16 $ 1,260,OD0 Medium 185th PI SW to 80th Ave Construct curb, gutter, 5'sidewalk to LSW-34 Sidewalk - Lon 186TH ST SW W design standards 31 0 5 0 26 $ 3,070,000 Medium 220th St SW to 218th St Build curb, gutter, 5'sidewalk to design SSW-08 Sidewalk - Short BOTH AVEW SW standards 31 0 15 0 16 $ 960,OD0 Medium 72nd Ave W to Olympic Construct curb, gutter, 5'sidewalk to LSW-01 Sidewalk - Lon 176 ST SW View Drive design standards 30 01 10 0 20 $ 1,950,000 Medium 88th Ave W to 80th Ave Construct curb, gutter, 5'sidewalk to LSW-07 Sidewalk - Long 184TH Sr SW W design standards 30 0 5 0 25 $ 3,070,OD0 Medium 164th St SW to 58th Ave Build curb, gutter, 5'sidewalk to design LSW-17 Sidewalk - Lon NMEADOWDALE RD W standards 30 0 10 0 20 $ 1,160,000 Medium 206th St SW to 204th St Construct curb, gutter, 5'sidewalk to LSW-36 Sidewalk - Long 82ND AVEW SW design standards 30 0 15 0 15 $ 1,010,000 Medium Existing sidewalk north of 220th St SW to 216th PI Construct curb, gutter, 5' sidewalk to LSW-37 ISidewalk - Long 98TH AVEW SW design standards 30 0 15 0 15 $ 1,180,OD0 Medium Construct curb, gutter, 5' sidewalk to LSW-38 Sidewalk - Lon 14TH ST SW Bth Ave S to 96th Ave W design standards 30 0 10 0 20 $ 2,150,000 Medium 97th Ave W to 94th Ave Build curb, gutter, 5'sidewalk to design LSW-40 Sidewalk - Long 234TH ST SW W standards 30 0 10 0 20 $ 4,140,OD0 Medium Build curb, gutter, 4' planter strip and 7' 238th Street to 234th sidewalk with tree grates on east side of LSW-43 Sidewalk -Long 84TH AVE W Street 84th and northbound 5' bike lane 30 0 10 0 20 $ 2,350,OD0 Medium 84th Ave W to existing Build curb, gutter, 5'sidewalk to design SSW-02 Sidewalk - Short 234TH ST SW sidewalk by 82nd PI W standards 30 0 101 0 20 $ 590,000 Medium 238th St SW to 242nd PI Build curb, gutter, 5'sidewalk to design SSW-10 Sidewalk - Short 100TH AVEW SW standards 29 0 10 01 19 $ 970,000 Medium 80th Ave W to 76th Ave Construct curb, gutter, 5'sidewalk to LSW-05 Sidewalk - Lon 189TH PL SW W design standards 28 0 5 0 23 $ 2,120,000 Medium Existing sidewalk end to Construct curb, gutter, 5'sidewalk to LSW-14 Sidewalk - Long 12TH AVE IN Vista Way design standards 28 0 15 0 13 $ 1,810,000 Low southern City limits to Construct curb, gutter, 5'sidewalk to LSW-15 Sidewalk - Lon 12TH AVE NW 238th St SW design standards 28 0 10 0 18 $ 2,830,000 Low Construct curb, gutter, 5' sidewalk to LSW-23 Sidewalk - Long 8THAVES 14th St SW to Elm St design standards 28 0 10 0 18 $ 1,900,OD0 Low 224th St SW to 220th St Build curb, gutter, 7'sidewalk to design LSW-24 Sidewalk - Lon 95TH PLW SW standards 28 0 15 01 13 $ 2,240,000 Low 239th St Sw to 234th St Build curb, gutter, 5'sidewalk to design LSW-26 Sidewalk - Long 96TH PLW SW standards 28 0 10 0 18 $ 2,810,OD0 Low Construct curb, gutter, 5' sidewalk to SSW-03 Sidewalk - Short 234TH ST SW 97th PI W to 96th Ave W design standards 28 0 10 0 18 $ 860,01DO Low 239th St Sw to 240th St Build curb, gutter, 5'sidewalk to design SSW-05 Sidewalk -Short 97TH AVEW SW standards 28 0 10 0 18 $ 950,000 Low Construct curb, gutter, S' sidewalk to LSW-12 Sidewalk - Lon PARADISE LN SR 104 to 7th Ave design standards 27 0 10 0 17 $ 2,390,000 Low Olympic View Drive to Construct curb, gutter, 5'sidewalk to 1-71 LSW-02 Sidewalk - Long 72ND AVEW 176th St SW design standards 26 0 10 0 16 $ 4,200,000 Low R a 4) N C d t L cQ G �O♦ V O C O r Q O a N >I C 2 IL cQ G O V R U_ O E W N r N r Ilt C c) G Z V R a Packet Pg. 491 88th Ave W to 86th Ave Construct curb, gutter, 5'sidewalk to LSW-09 Sidewalk - Long 192NDSTSW W design standards 26 0 5 0 21 $ 1,010,000 Low Mh Ave W to 76th Ave Construct curb, gutter, 5'sidewalk to LSW-06 Sidewalk - Lon 191STSTSW W design standards 25 0 5 0 20 $ 1,970,000 Low 92nd Ave W to 88th Ave Construct curb, gutter, 5'sidewalk to LSW-16 Sidewalk - Long 188TH ST SW W design standards 20 0 5 0 15 $ 1,500,000 Low 218th St SW to 216th St Construct curb, gutter, 5'sidewalk to SSW-06 Sidewalk - Short 92ND AVEW SW design standards 20 0 15 0 5 $ 950,000 Low 186th St SW to 188th St Construct curb, gutter, 5'sidewalk to SSW-09 Sidewalk - Short 84TH AVEW SW design standards 20 0 5 0 15 $ 970,000 Low 184th ST SW to Olympic Construct curb, gutter, 5'sidewalk to LSW-03 Sidewalk - Lon ANDOVER ST View Drive design standards I8 0 5 0 13 $ 2,200,000 Low 189th PI SW to 187th St Construct curb, gutter, 5'sidewalk to LSW-08 Sidewalk - Long 92ND AVEW SW design standards 15 0 5 0 10 $ 1,160,000 Low Olympic View Drive to Construct curb, gutter, 5' sidewalk to LSW-35 Sidewalk - Lon 19OTH PL SW 94th Ave design standards 10 0 5 0 5 $ 1,120,000 Low _ R FL a) .y _ GN L d L Q E �0♦ V 4- 0 0 Q 0 a N I _ is a a E 0 R ii c 0 E w I N r N r It N r.+ _ 4) E t V M a Packet Pg. 492 8.2.d APPENDIX c� a m U) c a� s a� L CL E ♦O� V 4- 0 c O -W Q O Q N I a a E O U c ii w c O E m W I N T" N r N C d E L C� �4 w w Q 424 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 493 8.2.d Appendix A: Methodology and Assumptions for City of Edmonds Land Use Capacity Analysis This memo outlines the Consultant team's proposed method and outlines assumptions that will be used to develop the City of Edmonds' Land Capacity Analysis' (LCA) for the Everyone Edmonds 2050 Comprehensive Plan Update. The method responds to the GMA targets for new jobs and housing, and assumes minimum compliance with recently adopted Washington State legislation addressing the region's acute housing shortage: • House Bill 1110 (Increasing middle housing in areas traditionally dedicated to single family residential c=a detached housing) (L m • House Bill 1337 (Expanding housing options by easing barriers to the construction and use of U) accessory dwelling units) • House Bill 1220 (Supporting emergency shelters and housing through local planning and development regulations.) This bill updates the housing goals of the Growth Management Act to include planning for a E and accommodating affordable housing and requires jurisdictions to address moderate, low, very low, 0 c) and extremely low-income housing in the housing element of the comprehensive plan. It also requires — jurisdictions to address racially disparate impacts and displacement in the housing element of the c comprehensive plan a 0 Section 1 and 2 of this Memo describe housing requirements. Employment targets are discussed in section 3. Q C R The Memo is organized as follows: a a E 1.0 Growth Management - Context.....................................................................................2 0 1.1 City of Edmonds Housing Targets.................................................................................4 Ri c 2.0 Housing Capacity Calculations - Closing the Gap.......................................................6 ii Lower Density Residential Areas.........................................................................................7 = 0 Low -Rise and Mid -rise Multi -family Areas...........................................................................8 E M 3.0 Jobs Overview.................................................................................................................9 W N 3.1 Jobs Capacity and Land Use........................................................................................10 N r le 3.2 Remote and Hybrid Work.............................................................................................10 N ' Washington State defines the LCA as "a comparison between the collective effects of all development regulations operating on development and the assumed densities established in the land use element." The LCA is the means by which the City measures the number of housing and jobs that would be accommodated by a growth alternative. EVERYONE'S EDMONDS: Packet Pg. 494 8.2.d 1.0 Growth Management - Context The Growth Management Act (RCW 36.70a) was created to contain urban growth and encourage sustainable development patterns. To ensure growth is accommodated within the designated urban growth boundary, the State assigns population, and jobs targets to counties, which in turn are assigned to cities. Cities must plan for adequate capacity to meet these targets. The Puget Sound Region is growing rapidly, and housing supply has not kept pace with demand. This has led to a housing affordability crisis, displacement, homelessness, and hardship for many. The crisis has also been aggravated by historic patterns of racial exclusion and inequity.2,3 To address this, the WA state legislature passed a suite of bills that together, reduce obstacles to housing production - with a renewed focus on enabling the types ofhousingthat tend to be more affordable.4 These bills both modify the GMA and work in tandem with it. Each city must provide their fair share of housing and jobs capacity to meet the region's goal. Municipal Governments are now working to understand how to apply these bills to their Comprehensive Plan updates. HB 1220 substantially amends the housing -related provisions of the Growth Management Act (GMA). It strengthened the GMA housing goal from "Encourage the availability of affordable housing to all economic segments of the population" to "Plan for and accommodate housing affordable to all economic segments of the population of this state." It is also important to frame the context for growth. The Comprehensive Plan process is an opportunity to tailor how and where growth occurs to maximize community benefit and increase quality of life. Tailored growth is a critical ingredient to achieving the vision for Everyone's Edmonds, as well as the Edmonds' Climate Action Plan Additional investment in housing choices and mixed land uses can make healthy lifestyles more feasible by bringing supporting services and amenities closer to home and funding street, sidewalk, and park improvements to allow for walking and biking. Growth is also critical for economic development, supporting a thriving arts scene and increasing the number and health of local businesses. Additional tax revenue and impact fees can allow for greater investments in city services. By increasing housing choice and affordability, growth can foster a more diverse and inclusive community. The Comprehensive Plan Goal is to equitably distribute employment and housing. In Edmonds, the City must consider how to apply this change to its on -going assumptions about its existing capacity and the affordability level of its housing types - particularly in its single family residential land use areas. Population Growth Projection Per the Growth Management Act, the state Office of Financial Management sets a range of demographic projections for each county. Counties, working with the Puget Sound Regional Council, then pick a target within a range set by the OFM. Counties are then responsible for allocating growth to their constituent cities. Edmonds population in the 2020 census was 42,853. Edmonds population target for 2044 is 55,966, as determined by the Snohomish County Tomorrow Steering Committee. This decision was based on General Framework policy GF-5, found in Countywide Planning Policies. This policy states that population growth should be allocated per "each community's vision and regional role as described in [Puget Sound Regional Council's Regional Growth Strategy].... Levels of infrastructure investment, market conditions, and other factors...... This represents growth of 13,113 population. Its worth noting that while Edmonds population percentage increase from 2020-2044 is 30%, its significantly lower than the countywide percentage increase of 37% total, and 43% within the UGA. This is because Edmonds, compared to other areas of the county, is not located along many major transportation spines and is less fit to take on growth. Nevertheless, Edmonds does have a role to play in achieving countywide population capacity targets. 2 https://www.psrc.org/about-us/media-hub/new-report-shows-housing-region-continues-cost-too-much 3 https://mrsc.org/explore-topics/planning/housing/affordable-housing-background 4 https://mrsc.org/stay-informed/mrsc-insight/July-2023/major-changes-to-washington-housing-laws 426 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 495 8.2.d Translating Population Growth to Housing Targets Snohomish County's method of translating population growth to housing targets is based on the Department of Commerce's Housing For All Planning Tool (HAPT), with at least one modification, which is that the county does not consider cost -burdened owner occupied housing to be an issue that needs to be addressed with increased supply. Therefore, the countywide housing target relative to its population target is lower than what the state recommends. The full countywide breakdown is as follows, taken from the Snohomish County HO-5 report, Table 4-3: Adding up Component for Total Net New Housing Nee T(%Lded Production Income Levelo Eliminate ofAMlost Burden 7,022 3,086 23,597 7,979 780 3,031 11,790 1,416 0 4,649 6,066 219 0 2,850 3,069 0 0 2,464 2,464 0 0 1 1,513 11,513 23,103 7,802 27,594 58,499 Much of the housing needed is technically not to accommodate population growth, but rather to reduce current renter cost burden with increased housing supply. This housing growth target is then allocated cities based on a method that takes into account their projected population growth as well as their existing supply of affordable housing relative to housing need at lower income categories. Population is formally translated to housing growth targets at the countywide level, and then the housing targets are then allocated cities ]. Thus, there is no direct calculation translating population growth to housing targets for the city of Edmonds specifically, but knowing the input and output and several data points, it is possible to induce effective assumptions. One way to arrive at this translation is as follows: 1. Start with Edmonds 2044 Population Projection [55,966 population] 2. Subtract assumed group quarters population of 297 [55,669 population] 3. Apply an average future household size of 2.11 [26,388 households] 4. Apply vacancy rate of 6%, per commerce guidance as a healthy target [28,073 housing units] 5. Subtract existing housing units to find net new units needed [9068 housing units] Of these factors, future household size was induced. Snohomish County acknowledges this in Appendix D of the HO-5 Report, and explains how this is within the countywide range of anticipated future household sizes. EVERYONE'S EDMONDS: Packet Pg. 496 8.2.d 1.1 City of Edmonds Housing Targets Snohomish County's HO-5 Report (adopted May 2023)5 relates the City of Edmonds' housing targets. Edmonds has 19,000 housing units and a future land supply established in 2021 of 5,148 (see Figure 1).6 In this planning cycle to accommodate population growth, the City must increase its unit capacity by 3,921, for a total of 9,069 housing units. These 9,069 units must be distributed according to the requirements and affordability levels designated in HB 1220 (see Figure 2). Future Land Supply Status Buildable Acres Single Family Townhouses Multi- Family Senior Apartments Total Pending 17 49 15 561 0 625 Vacant 44 115 7 422 31 575 Partially Used 21 62 0 0 0 62 Redevelopable 231 -24 63 3,508 340 3,887 313 2011 84 City 4,491 371 5148 Figure 1 Source: The Housing Characteristics and Needs in Snohomish County report 2023 (HO 5 Report) For each Snohomish County City, the HO-5 report provides a similar graph. Seven classifications are expressed as a percentage of the median income a household would have to make for housing to be affordable. Housing is considered "Affordable" when a family spends less than 30% of their income on rent or a mortgage. The units of housing that Edmonds must plan at each classification's affordability level is designated at top of the column. For more information, reference the HO-5 report, Section 4. The Department of Commerce translates these housing classification levels into building types. The Department of Commerce guidance also considers how these building types are impacted by the underlying cost of land with separate tables for "moderate cost communities" and "higher cost communities," helping to address disparities at the regional scale. The City of Edmonds falls into the "higher cost community"category due to the high average sale price for a "Moderate Density unit" (townhomes, duplex, triplex, quad) unit at > 120% AMI. Fifty of the most recent "Moderate Density" unit sales in Edmonds average an estimated $720,000, with no sales below $590,000.7 According to the Department of Commerce recommended Fannie Mae calculator, these sale prices would need to be below $400,000 to correspond to a rent or mortgage payment that would be considered affordable at <120% AMI. Figure 3 describes housing types applicable to each income classification. The column titled "Zone Category" defines the housing type or categories, while the column titled "Assumed Affordability Level for Capacity Analysis" describes the assumed affordability level of that housing type to be used in a City's capacity assessment. Note that there are two rows that do not currently apply to Edmonds. Per HB 1110, "Detached Single Family Homes;" in Edmonds are too populous to plan for this density level as a maximum within its residential areas. The second is High-Rise/Tower because Edmonds highest building height is 75' along Highway 99 (corresponding to Mid -Rise Multi -family). 5 Housing Characteristics and Needs in Snohomish County Report prepared pursuant to Countywide Planning Policy HO-5 by The Planning Advisory Committee of Snohomish County Tomorrow May 2023 https:Hsnohomishcountywa.gov/6039/Housing-Characteristics-and-Needs-Report 6 Snohomish County Buildable Lands Report (2021) see p. 9 httDS://snohom ishcou ntvwa.gov/DocumentCenter/View/84919/Letter-to-DeDt-of-Commerce---Snohomish- County-Buildable-Lands-Report?bidld= 7 Costs are sourced from townhomes sold in Edmonds between March 2022 and January 2024, Redfin and realtors based in Edmonds with 47 data points. Metric is based on Department of Commerce guidance to reference the rents or sale prices of newly developed homes. Although these costs relative to area median income may decrease over the 20-year horizon, this is considered by the Department of Commerce to be outside the scope of a Land Capacity Analysis. Vouchers and other ways to subsidize housing, although effectively increasing housing affordability, are also outside the scope of the Land Capacity Analysis. 428 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 497 8.2.d Method C: 2020-2044 Housing Allocations by Income, City of Edmonds (Apr-13-2023 PAC) 3.000 2,479 2.500 2.000 L 500 ~ 000 500 0 0-30%Non-PSH 0-30%PSH >30-50% >50-80% >80-100% >100-120% >120% Percent Distribution: 21% 11% 27% 16% 22% 2% 1% (of 2010-204a Change) 1 32% Percent Distribution: 2% 1 0% 8% 18% 13% 20% 40% (of 2020 Housing Stock) 2% Figure 2. 2023 Housing Characteristics and Needs Report Appendix G breaks down Edmonds' total housing capacity requirement of 9,069 by affordability classification. See: https.11snohomishcountywa.0ovIDocumentCenterIViewllO88701HO-5-Report--Combined-Appendices page G-6 . Low Density Detached single family homes Higher income Not feasible at Higher income (>120 % (>120%AMI) scale AMI) Moderate Density Townhomes, duplex, triplex, Higher income Not typically feasible Higher income (>120 % quadplex (>120%AMI) at scale AMI) Low -Rise Multifamily Walk-up apartments, condominiums Moderate income (>80- Extremely low, Very low, and Low-income Low income (0-80 % (2-3-floors) 120%AMI) (0-80%AMI) AMI) and PSH Moderate Extremely low, Very Low income (0-80% Mid -Rise Multifamily Apartments, condominiums income (>80- low, and Low-income AMI) and PSH 120%AMI) (0-80%AMI) High-Rise/Tower Apartments, condominiums Higher income Moderate income Moderate income (>120% AMI) (>80-120% AMI) (>80-120% AMI) ADUs (all zones) ADUs on developed residential lots Moderate income (>80- N/A Moderate income 120 % AMI) (>80-120 % AMI) Figure3. Department of Commerce Guidebook for Applying HB 1220 - Translating housing type to affordability level (for high cost communities) see: https://www.commerce. wa.gov/serving-communities)growth-managementlgrowth- mana-dement-topics/plannin-d-for-housing/u,udating-,ama-housing-elements/ Edmonds' designation as a "high -cost community" impacts the required allocation for types of housing units. When matched to income brackets shown in Figure 2, the housing capacity Edmonds must plan for is: • 6,814 units at the Low 0-80% AMI Income level - Low -Rise or Mid -Rise Multi -family; e.g. walk-up apartment buildings - this is the largest category of need in Edmonds. • 2,129 units at the Moderate <80-120% AMI Income level - these may be ADUs. • 126 units at the High Income level - these may be Moderate Density (duplex, quad, triplex) EVERYONE'S EDMONDS: Packet Pg. 498 8.2.d Edmonds current supply comprises of 5,148 units of which 201 units are single family detached, 84 units are Moderate Density (e.g. duplex, triplex, quad) and 4,862 units are Low-rise or Mid -Rise Multi -family (walk up apartments), Note that ADUs were not assessed by the BLR.8 During the 2024 update cycle, the City of Edmonds must provide a net capacity change of the following as shown in Figure 4: • A net increase of at least 1,952 units that are in the Low-rise or Mid -rise multi -family apartment category. • A net increase of at least 2,129 ADUs, or that are in the Low-rise or Mid -rise multi -family apartment category. • A net increase of at least 42 units that are Moderate density, or that are ADUs or in the Low-rise or Mid -rise multi -family apartment category. 7000 6000 5000 4000 3000 2000 1000 n Low -Mid Rise Apmts, Condos ■ Required Units Figure 4 Net capacity change by Housing type WK-11 ADUs Existing Capacity (BLR) 126 Townhomes, Duplex, Triplex, Quadplex Units To be added* 42 84 2.0 Housing Capacity Calculations - Closing the Gap There are two categories of land for which a net change in capacity will be calculated. The first is Edmonds' single family/low density Residential land use areas making up much of the City's land area, and the second is its denser multi -family and mixed -use land use areas. Under HB 1110 and 1337, single family residential/low density Residential land use area capacity assumptions must shift. Effectively the State no longer allows one -family detached zoning. As such Edmonds' single family residential/low density residential land use areas may be assumed to have the ability to (re)develop to any one of the following density scenarios: • two additional ADUs in attached or detached configurations • two units in any configuration • four units in any configuration if one unit is affordable, i.e., rented or purchase price restricted and limited to lower income tenants or purchasers 8 Buildable Lands Studies have not assessed the feasibility of ADUs, making this capacity that is effectively unaccounted for. As the City's growth targets reference and build from the County's BLS, the Consultant team proposes to count all ADU capacity created through implementing HB 1337 legislation toward the ADU target. 430 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 499 8.2.d These (re)development scenarios are not additive (i.e., a parcel need not have a minimum entitlement of two units in any configuration plus two ADUs). Rather we assume each parcel has the potential to (re)develop to the minimum provisions of each Bill, but at a "realistic level" of participation by applying a) feasibility/market factors, and b) a process that designates, and screens out parcels unlikely to have redevelopment potential. A reduction factor has been included to account for potential "double counting" resulting from the interaction between the two calculation methods. Findings9 related to local land value, recent real estate transactions, and likelihood/thresholds for (re)development guide assumptions about which and how many of each of the above (re)development scenarios are applicable and can contribute to assumed capacity. The Comprehensive Plan Action Alternatives, and Draft Housing Element now in process, will further modify these assumptions, as well as the City's policy approach to promote particular types of housing growth. A policy framework that identifies and removes barriers realizing the Land Capacity Analysis is also required per HB 1220. Of note, HB 1110 also includes a provision that four units in any configuration are allowable by right in a low - density residential zone within a 1/4 mile of a defined "major transit stop." The City of Edmonds has two SWIFT BRT Stops on Hwy 99 and a Sounder Rail Station that qualify. Edmonds Sounder Rail Station area contains no parcels that would be affected, and the Hwy 99 stop area contains 70 parcels that would be affected. 2. 1 Lower Density Residential Areas Method and Assumptions for calculating a new capacity - ADUs: 6. Identify all single-family residential land use designated parcels. 7. Conduct Screening based on Buildable Land Report (BLR) and Department of Commerce Guidance: o Remove environmentally critical areas (as designated in 2021 Snohomish County BLR). o Remove publicly owned and tax-exempt parcels (as identified in BLR, such as schools, parks, and churches). 8. Conduct high level feasibility screening; remove parcels with less than 6,000 SF10 of buildable area remaining after deducting environmentally critical areas. 9. Apply capacity of two (2) ADUs on remaining parcels (minimum allowed per HB 1337). 10. Reduce capacity of resultant ADUs by 90% by applying the 10% maximum "participation rate". This rate has been set by the Department of Commerce and accounts for feasibility considerations not already captured by this method, as well as a reasonable upper limit of the ratio of property owners who would be interested in redevelopment. Method and Assumptions for calculating a new capacity assumption - Moderate Density (duplex, triplex, quad) capacity: 1. Identify Single Family land use areas. 2. Conduct Screening based on BLR and Department of Commerce Guidance: o Remove environmentally critical areas (as designated in 2021 Snohomish County BLR) o Remove publicly owned and tax-exempt parcels (as identified in BLR, such as schools, parks, and churches) 9 Forum Placemaking (consultant) market research 10 Assumed effective lot area needed to add two ADUs to a parcel with an existing principal structure, retaining reasonable lot coverage and tree retention restrictions. Lot area needed to add one ADU is assumed to be within the margin of the participation rate, and how specific development regulations would affect feasibility. EVERYONE'S EDMONDS: Packet Pg. 500 8.2.d 3. Conduct feasibility screening: Remove parcels with less than 4,000 SF buildable area remaining". 4. Remove parcels with an existing land value exceeding $450,000.12 5. Apply capacity of two (2) units for each remaining parcel (e.g. duplex). 6. Subtract existing unit.13 7. Reduce capacity by 5%14. This factor accounts for any unique interactions between site conditions, market, and development regulations that hinder feasibility on sites. 2.2 Low -Rise and Mid-rise15 Multi -family Areas The following outlines the method to calculate a net capacity change within existing Multi -family and Mixed -Use areas. The method distinguishes between areas that are proposed for change in Action Alternatives, and Low- rise and Mid -Rise multi -family areas that will not be affected by Action Alternatives. The methodology follows these general steps: • For parcels where no change is included in a proposed land use alternative, apply capacity assumptions in the BLR. • For parcels where a change is proposed, and there is already current capacity assumed in the BLR, identify net capacity changes by removing existing capacity and adding "ideal proposed capacity" building from market research, related to the new land use designation (see tables 2 and 3 following). A "net capacity" change will count toward closing the capacity gap. • For parcels where a change is proposed, and there is no current capacity assumed in the BLR, confirm if the change would make redevelopment feasible. If so, assume an "ideal proposed capacity." If not, use the current BLR assumption of zero capacity. Edmonds' Market Studies have been conducted to provide the following development feasibility thresholds, and yields associated with Low-rise and Mid -rise multi -family development. Figure 5 below shows the assumed density yield that associates with multi -family (re)development by building height. Height limit can be used as an approximation of density yield on a D/U basis. Figure 6 shows assumed thresholds for the maximum parcel purchase price that could be feasibly re -developed to the associated height. Figure 5 - Assumed DU/Acre by Height Floors DU/Ac. 3 36 4 70 5 109 6 140 (Source: Consultant Market Economic Research, Forum Placemaking). 11 Assumed minimum area to achieve a redevelopment of the principal structure to duplex, accounting for reasonable lot coverage and tree retention restrictions 12 Parcels over $450,000 are screened from the capacity calculation. These parcels are assumed to be beyond the threshold for feasibility; e.g. land cost is too expensive to allow for redevelopment to duplex per consultant economic research. 13 This step assumes the ability to create a duplex by either removing an existing single family home and building a duplex, or expanding or dividing an existing single family home. 14 Consultant's professional judgement 15 Low-rise and Mid -rise classification for the Apartments and condos is an intensity classification, not construction type. 432 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 501 8.2.d Figure 6 - Feasibility Threshold Floors $/SF 3 <$34 4 <$57 5 <$80 6 <$103 (Source: Consultant Market Economic Research, Forum Placemaking) Low- rise and Mid -rise Multi -family Method and Assumptions: 1. Identify Eligible Land Use Areas: o Currently multi -family or mixed -use, and/or are being redesignated in a way to significantly impact future capacity. o Land use area not currently designated multi-family/mixed-use, redesignated to an eligible multi -family and mixed -use type. 2. Subtract capacity associated with proposed land use designation changes that may reduce development capacity from what is assumed by the BLR. 3. Conduct screening: o Remove environmentally critical areas (as designated in 2021 Snohomish County BLR). o Remove publicly owned and tax-exempt parcels (identified in BLR, not countable toward capacity per BLR and Department of Commerce guidance). 4. For areas with development potential identified per the BLR, apply density yield assumptions corresponding to proposed height limit (Figure 5). 5. For areas designated not re -developable per the BLR, apply a threshold test to conform if the parcel may become re -developable under the new designation (Figure 6). If it becomes re -developable, apply density yield assumptions (Figure 5). 3.0 Jobs Capacity Overview Edmonds must provide a total capacity for 3,058 jobs. The growth target was set by Snohomish County Tomorrow steering committee and now exists in the Snohomish County Code. The city must provide capacity to meet this target to be compliant with state growth management statutes. Per the Snohomish County Buildable Lands Study, Edmonds has existing capacity for 2,548 jobs. Therefore, Edmonds must show a net addition in capacity for 510 jobs for the 2024-2044 planning period. This net new capacity will be met by a combination of two factors. The first is calculating change in capacity associated with proposed land use changes. This is discussed in section 3.1. The second is calculating the change in capacity that is not associated with land use - that is, effective capacity associated with working from home. This is discussed in section 3.2. Due to the large job capacity created this way, land use policy decisions regarding employment (including the future land use map from which zoning will be derived) will be driven by the city's economic development goals, rather than meeting capacity requirements. The actual capacity change of a proposed future land use alternative will be calculated by combining the net capacity change from future land use changes, as described in section 3.1, and the remote and hybrid work strategy, as described in section 3.2. EVERYONE'S EDMONDS: Packet Pg. 502 8.2.d 3.1 Jobs Capacity and Land Use The method for calculatingjobs capacity, much like the method for calculating housing capacity, starts with assumed capacity per the Buildable Lands Report (BLR). Then, for parcels where a change in future land use is identified, change in net jobs capacity is calculated for those parcels if they are considered (re)developable. For more information on how a parcel is considered (re)developable and therefore countable toward capacity, please see section 2.2 of this memo. For capacity associated with low-rise and mid -rise re -development, ground floor retail is assumed to accommodate 10 jobs per acre. This figure is based on the yield of recent local mixed -use developments. 3.2Jobs Capacity and Remote and Hybrid Work Supporting work from home is a critical part of Edmonds' growth strategy, accomplishing multiple objectives, including encouraging sustainable transportation, supporting local businesses, and growing vibrant neighborhood centers. As local amenities and quality of life increase a segment of Edmonds residents will continue to choose hybrid and remote work in the coming decades. There are two factors that contribute to employment capacity created through remote work. The first is employment capacity effectively created - and filled - by remote workers as new residents move to Edmonds The second is current work from home capacity that has not yet been accounted for in growth planning. The population of Edmonds is expected to grow by more than 13,000 between 2020 and 2044. Edmonds labor participation rate is assumed to be 60%, similar to the current statewide average of 65% (It is assumed to be lower due to the relatively large proportion of retirees). This implies that the number of employed Edmonds residents is expected to grow by more than 7,800 over the next two decades. Considering the current trends, many of these new residents will work from home. Figure 8: Employment growth by demographic trends Population growth, 2020-2044 13,113 Labor Participation Rate 60% Growth in number of employed Edmonds Residents, 2020-2044 7,868 Source: Labor Participation Rate: Federal Reserve Bank of St. Louis, https://fred.stlouisfed. org/series/LBSNSA53 434 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 503 8.2.d Work from home rates vary widely across the country. Large metro areas with high rates of employment in professional and technology fields, such as Puget Sound, Portland, and the San Francisco Bay Area, have high rates of remote work, while smaller cities and rural areas have low rates of remote work. In 2022, data from the American Community Survey (ACS) / U.S. Census Bureau indicate that 25.3% of workers in the Edmonds area were working from home or working remotely. <6.9% 6.9%-9.9% 0 9.9%-13.2% 0 13.2%-17.1% 0 17.1%-21.9% 0 21.9%-28.8% >- 28.8% Snohomish County (Southwest) --Edmonds, Lynnwood & Mountlake Terrace Cities PUMA; Washington Share WFH: 25346974A 1-A2255597 ^- ,. f-1 Figure 9: Share of workers age 16+ who worked remotely in 2022 Source: Economic Innovation Group, American Community Survey (ACS) - U.S. Census Bureau; https://eig.org/remote-work-in-20221 Assuming contingencies and changes in trends, we assume that work from home rates in the future (2044) will be about 20%, down from 25% today. According to the Economic Innovation Group, "[ACS] data shows remote work is stable over the last year [2021 to 2022], and if anything, has increased slightly. There is no sign that return -to -office is gaining steam on a national scale." EVERYONE'S EDMONDS: Packet Pg. 504 8.2.d Appendix B: Growth Targets Per the Growth Management Act (GMA), the Washington State Office of Financial Management sets a range of demographic projections for each county to ensure that the 20year growth expectations used for GMA local plans are consistent across jurisdictions. In addition, the Puget Sound Regional Council's (PSRC) Multi County Planning Policies (MPPs) and the Snohomish County Countywide Planning Policies (CPPs) also require the development and adoption of 20-year housing unit growth targets, taking into account the population growth targets. Snohomish County Tomorrow (SCT) develops 2044 growth targets based on the methodology a provided by the Washington State Department of Commerce and PSRC guidance. The County Council adopts these growth targets and the distribution to cities, unincorporated UGAs, and rural areas. Refer to Appendix B — 2044 Initial Population Growth Targets for Cities by the Snohomish County to view the s adopted growth targets for various cities within the County. a E Per 2020 Census, Edmonds had a population of 42,853. Its 2044 population target, set by the 0 Snohomish County Tomorrow Steering Committee, is 55,966, reflecting a projected increase of 13,113 r- residents. This target aligns with the Countywide Planning Policies' General Framework Policy GF-5, 2 which advises allocating growth according to each community's vision, infrastructure, and role in the -0 region. a Edmonds' projected 30% population increase by 2044 is below the countywide average of 37% and the 43% increase projected for the Urban Growth Area (UGA). This reflects Edmonds' more limited capacity for growth compared to areas along major transit corridors, though it still plays a role in supporting countywide growth targets. Table 1 Edmonds Population Growth Population 42,853 55,966 13,113 To accommodate this population growth, Edmonds must increase its capacity for housing and jobs because the City currently lacks the capacity to accommodate the needed housing and employment for the additional population, and to comply with the GMA. 436 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 505 8.2.d Employment The largest sources of jobs for Edmonds employees and residents are the healthcare and social assistance sectors. A comparison, by employment sector, of Edmonds to neighboring cities is shown in Figure 1. Industry Oetelory ►+ealth care and education construction Anarice. insurance, and reel estate Arts. recreation. accommodation and food services Transportation and »arehousrng. and utiYtieS Retail trade Other services Public administration Agriculture. forestry. and nuning Wholesale trade Information pnoulang technolMi Manufactumg Professional. saentfic. management. 6 other services EdnwrWs tR eooletl s W oodl nw lle 2.9% 2 2% Edmonds has 1.0% more jobs than 16% comparison cities. 0 8% 0.7% 0.1% 0.0% .0.1% -0.5% -1.8% Edmonds has •2 8% fewer jobs than -5 0% comparison cities. Figure 1 Employment Sectors in Edmonds Versus Neighboring Cities Source: U.S. Census Bureau and American Community Survey Data via PSRC Community Profiles Of the approximately 19,300 employed residents of Edmonds, 17,900 commute out of Edmonds for work. Only 1,400 both live and work in Edmonds. Approximately 11,800 people commute to Edmonds for their jobs, for a total of approximately 13,200 jobs when added to the jobs of those who live and work in the City. According to the Snohomish County Tomorrow Steering Committee (SCT 2021), the number of people who reside in Edmonds and reported having a job was slightly higher at 14,174. This estimate includes all full and part-time wage and salary workers and self employed persons, excluding jobs within the resource (agriculture, forestry, fishing, and mining) and construction sectors for the year 2019. Per 2044 growth targets, Edmonds must provide a total capacity for 3,058 jobs. This growth target was set by the Snohomish County Tomorrow steering committee (SCT 2021) and now is set forth in the Snohomish County Code. The City must provide capacity to meet this target for jobs growth to be compliant with state growth management statutes. Per the Snohomish County Buildable Lands Report (Snohomish County 2021), Edmonds has existing capacity for 2,548 additional jobs. Therefore, Edmonds must show a net addition in capacity for 510 jobs for the 2024-2044 planning period. Table 2 Population, Housing, and Employment Targets and Growth. Population 42,853 55,966 13,113 Employment 14,174 17,232 3,058 Housing 19,005 28,073 9,069 EVERYONE'S EDMONDS: Packet Pg. 506 8.2.d Translating Population Growth to Housing Targets Snohomish County has adopted a detailed and multifaceted approach to setting housing targets based on anticipated population growth, leveraging tools such as the Department of Commerce's Housing For All Planning Tool (HAPT). However, the county excludes cost -burdened owner -occupied housing from increased housing needs calculations, which influences the final targets. For Edmonds, this approach establishes a housing target of 9,068 new housing units over the next 20 years. These targets incorporate several factors beyond raw population projections, ensuring a nuanced understanding of future housing needs: a Key Factors Considered: m U) • Current Population: Edmonds' population is 42,853. L • Current Employment: Edmonds has a base of 14,174 jobs. a E • Recent Population Change: Over the past decade, the city experienced growth of 3,144 residents (7.9%). v • Future Projections: These are shaped by: • Pending Development: Population capacity associated with projects listed in the 2021 Buildable Lands Report c 2 (BLR). -°a • Transit Proximity: The number of light rail stations and high -capacity transit stations nearby. a • Economic Drivers: Presence of manufacturing/industrial centers. N >I • Accessibility: The transportation accessibility index, measuring access to jobs within a 30-minute auto travel c 5 time. a These considerations are based on Snohomish County's HO-5 Report, which aligns household size assumptions with projected needs, ensuring an equitable and informed distribution of housing targets 2 3 4 5 2044 Assumed Group 2044 Household Average Edmonds' Quarters Household Size, 2044 Projected Population Population, 2044 Population 2044 Households • Net new Projected total 20R88 H• • •'. 1 • 11 11 • 1 *2044 growth targets per county's allocation, HO-5 Report Combined Appendices Table D-1 Draft Initial Housing Growth Targets **Commerce guidance indicates that healthy housing markets generally need a 6% vacancy rate to ensure there is enough supply available to reduce intense competition for available units that can push up rents and housing prices. *** 2020 Census data 438 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 507 8.2.d This methodology highlights a strategic and data -driven path to accommodating growth while addressing critical factors like transit accessibility, job proximity, and current development trends. Edmonds' housing target underscores the importance of integrating population and employment trends with the city's infrastructure and development capacity. As of 2024, Edmonds' current housing stock contains a mix of low density detached units, attached townhomes, and larger apartments and condominiums. The current mix of housing stock is shown in Figure 2. 51-100 l lnit_ 5.E 13-50 Unit 14.70% 5-12 Unit, 6.70% Tri/Quadpl ex, 3.10% 101-300 5.90% Single Family, 59.80% Duplex, 4.40% Figure 2 Housing Typology Mix (Source: Census 2020) Housing affordability is defined as area rents and home prices relative to area incomes and is a result of a combination of various factors. Puget Sound's growth as a powerful economic engine has not been matched with regional housing production; thus, its growth has had significant impacts on regional housing affordability. Like most communities in Puget Sound, Edmonds' access to job centers and slower rate of new housing has led to a steep increase in home prices, stalled only briefly by the COVID19 pandemic and its subsequent economic effects. Edmonds' natural beauty, furthermore, attracts many home buyers, leading to higher demand that pushes up housing costs. The falling affordability of Edmonds can be seen in the home sales affordability index, which shows a reduced proportion of homes being sold at prices that would be affordable to prospective buyers in low and moderate -income brackets since 2010 (Figure 3). 600 500 400 300 200 100 0 Middle Moderate Low Very Low Extremely Low 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 44 44 72 73 70 106 100 156 137 140 145 137 86 75 143 148 167 217 215 275 266 229 193 217 177 154 74 73 105 155 150 170 141 139 113 101 87 64 80 93 43 54 18 54 58 57 51 43 61 44 23 29 18 7 5 3 9 35 40 45 27 21 18 3 1 1 3 0 1 0 ■ Extremely Low Very Low Low ■ Moderate Is Middle Extremely Low Income Required Income <$40,000, Sale Price <$200,000 Very Low Income Required Income <$68,000, Sale Price <$300,000 Low Income Required Income <$99,900, Sale Price <$460,000 Moderate Income Required Income <$128,800, Sale Price <$590,000 Middle Income Required Income <$162,700, Sale Price <$900,000 Figure 3 Home Sales Affordability (Source: AHA) EVERYONE'S EDMONDS: Packet Pg. 508 8.2.d According to the 2020 Census, Edmonds has 19,005 existing housing units. It is important to note that there is no direct calculation translating population growth to housing targets for cities and counties in Washington. The housing targets under the GMA account for a number of other factors such as average household size, vacancy rates by housing type, amount of people living in group quarters, and more. The City must plan for an additional 9,069 units over the next 20 years to meet the 2044 target of 28,073 housing units. House Bill (HB)1220 states that cities need to plan for and accommodate diverse housing types that are affordable for various income groups. Hence, these 9,069 units must be distributed as per the affordability levels designated in HB 1220. Edmonds' designation as a "high cost community" impacts the required allocation for types of housing units. Figure 4 shows the 9,069housing-unit distribution across various income levels consistent with the Snohomish County allocation. 6,814 2,129 126 Must be low-rise, or mid- ADUs or low-rise, mid- Middle housing or any rise apartments / condos rise apartments/ condos other type 6,814 2,129 126 E34111. - Data Source- The Housing Characteristics and Needs in Snohomish County 110-5 Figure 4 Targeted 2044 Additional Housing Units Distribution in Edmonds by Type and Income. PSH: Permanent Supportive Housing The 2015 Comprehensive Plan had planned for accommodating growth through 2035. Furthermore, the Buildable Lands Report for Snohomish County indicates that the City has an existing capacity for 5,148 units, which can be credited toward the 2044 target requirements. The categorization of the existing housing capacity is shown in Table 3. Table 3 Edmonds future land supply Pending 17 49 15 561 0 625 Vacant 44 115 7 422 31 575 Partially Used 21 62 0 0 0 62 Redevelopable 231 -24 63 3508 340 3887 City 313 201 84 4491 371 5148 440 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 509 8.2.d Per Washington State Department of Commerce guidance, single-family unit capacity cannot be counted towards achieving the 2044 housing units target that incorporates the need for low and moderate -income housing. Furthermore, when the Buildable Lands Report was generated, capacity for accessory dwelling units (ADUs) was not calculated. Hence, out of the 5,148 units of existing housing capacity, the City can only count the following towards the 2044 growth target: • 84 townhouses as its portion of middle housing units capacity • 4,491 multifamily units and 371 senior apartments as low rise or midrise capacity This combination of numbers results in an existing capacity of 4,946 units that can be counted toward the 2044 housing unit targets. To summarize, 4,123 housing units is the additional amount that the City needs to plan for as part of the Comprehensive Plan. Most of the units to be accommodated are for low and moderate -income families. Because single-family houses on individual lots are generally not affordable to low and moderate -income levels, multifamily housing is a needed option for these income levels. Table 4 lists existing housing units by type and the additional units needed by 2044 in Edmonds, with corresponding median income ranges. Table 4 Required allocation of housing units as per affordability levels designated House Bill 1220 Low -Rise or Mid -Rise Low 0-80% AMI Multi -family. (Like 6,814 4,862 1,952 Walk-up apartment buildings) Moderate <80-120% AMI ADUs or Low-rise/ 2129 0 2,129 Mid -rise Detached single Higher Income >120% family homes, Middle AMI Housing- Townhomes, 126 84 42 Duplex, Triplex, Quadplex 9,069 4,946 4,123 Source: The Housing Characteristics and Needs in Snohomish County report 2023 (H05) ADUs = Accessory Dwelling Units AMI = Area Median Income Besides HB 1220, the City also needs to meet the requirements of HB 1337, which allows two ADUs in all single-family residential zones. Therefore, Edmonds must provide a net capacity change of: • A net increase of at least 1,952 units that are lowrise or midrise in the multifamily category • A net increase of at least 2,129 ADUs (or any of the above categories) • A net increase of at 42 units that are middle housing (or any of the above categories) EVERYONE'S EDMONDS: Packet Pg. 510 8.2.d Therefore, as part of its 2024 Plan update, the City aims to plan for 4,123 new units of housing. Some of the new units can be achieved by either action alternative, which assumes implementation of recent State legislation requiring cities to accommodate additional housing and housing types. Calculations that incorporate guidance from the Washington State Department of Commerce in accommodating the required additional housing and housing types result in a net new need of about 2,400 housing units, the majority of which should be generally affordable to low and moderate -income households. Figure 5 shows the number of housing units the City must plan for by type (multi -family, ADUs, and middle housing). _ Per a BLR Existi Requi Achieved by applying HB Categorys Low-rise/ Mid -rise ;v a Multi Family 6,814 - 4,862 = 1,952 - 0 = 1952 C ADUs 2,129 - n/a = 2,129 - 1,977 (HB 1337), = 152 500-600 (HB 1110) c Middle Housing 126 - 84 = 42 - Only 42 can count (HB 1220) = 0 2 W Total 9,069 4,946 = 4,123 - 2019 = 2104 + (300 Unocal) = Approx 2400 CL 0 Figure 5 Existing Housing and Units Edmonds must accommodate by type. Q Therefore, the City must accommodate a total of approximately 2,400 housing units through its Comprehensive Plan growth strategies (e.g., distributed within the Centers and Hubs as proposed in the action alternatives). 442 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 511 8.2.d _sp 4,946 Exlsbri Capacity Per BLR ExlsOnq 4,946 Capacity Per BLR ~-' = 1 I I 2,052 HB1110•Hbl337 Achieved Capaaty County Allocated Target Per BLR existing Capacity County adopted housing units target (Includes existing capacity) — 9.069 Edmonds currently has capacity for 5148 units. but only 4.946 units can be counted towards growth targets. • 4862 units that are multi family. senior apartments i e low rise or mid rise • 84 units that must are middle housing • Capacity for ADUs has not previously been evakiated • 201 units that are single family (Not Counted as they do not satisfy HB 1220) Subtracting the existing capacity of 4.946 from the 9.069-target housing. we still need to plan for 4.123 units capacity. Required Typology for the total 4.123 1952 - low-rise or mid -rise mulb-family apartment category 2129 ADUs or low-rise or mid -rise multi -family apartment category. 42 units that are middle housing low-rise or mid -rise multi- family apartment category + = 2.400 unit,. C h in rind potential grovM A locations leasible to accowanodate the additional horning Possible loss of units in UNOCAL property Total Units required (after excluding existing capacity) ADUs and Middle Housing Capacities W Possible loss of units in UNOCAL property (not included in the growth target) Total Housing units to plan for (including Unocal 9069 4946 4.123 2.052 300 2,400 Approx. EVERYONE'S EDMONDS: Packet Pg. 512 8.2.d Appendix C: Growth Alternatives To accommodate the growth, two growth scenarios were proposed as growth alternatives to create vibrant neighborhoods with suitable and affordable housing for all income levels, enhancing quality of life and promoting social equity. Both the Growth Alternatives proposed focused on the 2024- 2044 planning period and will plan to accommodate new housing and employment growth targets, be compliant with the state legislative house bills and stay consistent with the Snohomish County Countywide Planning Policies (CPPs). SEPA mandates that cities study the environmental impacts of the proposed alternatives to ensure that no growth is being planned in such a way that it impacts the surrounding environment. City proposed two action alternatives besides a No -Action alternative where City continues to follow the 2015 Comprehensive Plan, amended in 2020, and current zoning regulations. It would maintain the existing land use designations without modifications and would not follow would not meet new requirements set by the State related to middle housing (HB 1110), providing housing capacity for all income levels (HB 1220), easing limitations on accessory dwelling units (ADUs) (HB 1337), and planning for climate change (HB 1181). This alternative aligns with the approach proposed in the current Comprehensive Plan for Edmonds, which is to strategically plan for future development in larger two activity centers located within the community, the Medical/Highway 99 Activity Center and the Downtown/Waterfront Activity Center. No -Action alternative is the baseline condition for comparison with the Action Alternatives. It maintains the current land use designations from the 2015 Comprehensive Plan Update. This alternative is non- compliant with Washington State Growth Management Act requirements. To accommodate the projected growth, i.e. housing and employment targets City has identified potential growth areas called Neighborhood Centers and Neighborhood Hubs to achieve sustainable, resilient, and equitable distribution of growth. They offer a variety of capacities to support housing and job growth, diverse housing types, and citywide infrastructure investments. Developing cohesive neighborhoods through Neighborhood Hubs and Neighborhood Centers would foster community cohesiveness and wellbeing in more areas of the City. The action alternatives would meet Edmonds' vision statement for the future of the City. a m U) c a� s a E 0 L) 0 c 0 a 0 a 444 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 513 8.2.d i .i ♦ j r .• 1 OF 1 •. : e �D is Encouraging compact and efficient land use making use of the existing infrastructure and density seems to be an opportunity for Edmonds to enhance the overall quality of life for residents, businesses and visitors. This approach can further: • Emphasize on mixed land use, pedestrian -friendly infrastructure, and efficient public transportation. • Create walkable neighborhoods where most daily necessities and services can be easily reached by a short walk, bike ride, or public transit ride. • Support mobility for people, not just vehicles • Prioritize investments in transportation infrastructure, promote sustainable and equitable transportation options. All three of the alternatives consider the same level of overall growth, consistent with the City's adopted 2044 growth targets: 9,069 housing units and 3,058 jobs in total by 2044. Because of existing capacity, Edmonds must provide a net addition in capacity for 4,123 housing units and 510 jobs. The Action Alternatives examine a different distribution of this targeted growth in Edmonds to highlight a range of choices. The range of growth options includes concentrating development in four comparatively larger Neighborhood Centers and in four smaller Neighborhood Hubs (Alternative A: Focused Growth), or in four comparatively smaller Neighborhood Centers and in seven relatively larger Neighborhood Hubs (Alternative B: Distributed Growth). EVERYONE'S EDMONDS: Packet Pg. 514 8.2.d Neighborhood Centers Neighborhood Centers are described as places which provide a mix of retail, commercial and services to a variety of segments of the city. The centers enable compact building forms, providing the ability to accomplish many daily tasks without a car. They can be described as having vibrant "village center" atmosphere, with larger activated open spaces, and walkable streetscapes. The public realm offers opportunities for public art, and areas for festivals, and other civic activities. They enable housing options for current and future residents of Edmonds, including senior and family oriented mid -rise and mixed -use multifamily buildings. Selection Criteria for Neighborhood Centers • Potential for redevelopment (underutilized) to meet community goals and enhance the public realm • Existing retail and other commercial businesses • Existing moderate scale multifamily residential land uses • Potential for good multimodal access with existing transit service Locations and Extents of Neighborhood Centers The extents of the centers vary for each of the action alternatives. • Firdale Village • Westgate • Five Corners • Medical District Expansion Neighborhood Hubs Neighborhood hubs are the focal points within residential areas where residents can access various services, resources, and social activities. These hubs play a vital role in fostering community engagement, promoting social cohesion, and improving the quality of life for residents. Selection Criteria for Neighborhood Hubs • Potential for redevelopment (underutilized) to meet community goals and enhance the public realm • Existing mixed -use with small-scale retail or commercial businesses • Existing low-rise apartments or missing middle housing • Potential for good multimodal access with existing transit service Locations and Extents of Neighborhood Hubs The extents of the Neighborhood Hubs vary for each of the action alternative. • South Lake Ballinger • Firdale North • West Edmonds Way • North Bowl • Maplewood • East Seaview • Perrinville • Edmonds Waterfront Under both action alternatives, the Plan removes references to Edmonds Crossing and examines key planning issues and objectives within the waterfront's evolving context. Critical issues to address include sea level rise, climate resilience, access and circulation for all modes of transportation, marsh restoration, land use and development, sustainability, and design character. a m c a� s a� a E 0 L) 0 c 0 a 0 g 446 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 515 8.2.d Alternative A: Focused Growth Alternative A would consist of four Neighborhood Centers of mid -scale mixed use (Figure 124). This would include four -floor apartments or condominiums with retail, commercial, or offices on the ground floor in select locations, with a possible additional bonus floor. A bonus (fifth) floor would be possible if a developer meets community benefit incentives. The four Neighborhood Hubs would include low scale mixed use. This would include three -floor apartments or condominiums with retail, commercial, or offices on the ground floor in select locations, with no bonus floors permitted in Hubs. ELNeighborhood Residential (Housing Bills Compliance) Middle housing: Duplexes, Triplexes, ADUs, townhomes, quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Neighborhood Center Mltl-scale mixetl-use: Apartments or condos with retail/ cial/offices on ground floor in select locations .Neighborhood Hub Low -scale mixed -use: Apartments or condos with retail/ commercial/ offices on ground floor in select locations OTransit Oriented Housing Transit Routes connecting the Centers and Hubs Bus Stop High Capacity BRT Route Downtown/ Waterfront Activity Center Firdale Village Olympic View Or- 196th St. Medical District Expansion Five Corners Main St. 2th St. ........... i Q t � m t zzoth St. Westgate St. 0 Highway 99 Subarea a i U) d t L Q E O V O C O �=r Q O Q EVERYONE'S EDMONDS: Packet Pg. 516 8.2.d Alternative B: Distributed Growth Alternative B would consist of four smaller Neighborhood Centers compared to Alternative A, each of mid -scale mixed use (Figure 2.5). This would include lower three -floor apartments or condominiums with retail, commercial, or offices on the ground floor in select locations, with a possible additional bonus floor. A bonus (fourth) floor would be possible if a developer meets community benefit incentives. The seven Neighborhood Hubs would include low- scale mixed use. This would include higher three -floor apartments or condominiums with retail, commercial, or offices on the ground floor in select locations, also with a possible bonus floor permitted in Hubs. Neighborhood Residential (Housing Bills Compliance) Middle housing: Duplexes, Triplexes, ADUs, town quadplexes (only with one affordable unit), stacke cottage style and courtyard apartments Center •Neighborhood Mid -scale mixed -use: Apartments or condos with commercial/offices on ground floor in select local •Neighborhood Hub Low -scale mixed -use: Apartments or condos Mid - commercial/ offices on ground floor in select loca OTransit Oriented Housing Transit Routes connecting the Cent Bus Stop High Capacity BRT Route North Bowl Maplewood`, 196th St. Downtown/ Waterfront Activity Center, West Edmonds Way Firdale North Firdale Village Medical District�l Expansion Five Corners N Main St. ` \ s 212th St. a Q t 220th St. Westgate St. Perrinvillej East Seaview 7 IF Highway 99 Subarea South Lake Ballinger 448 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 517 8.2.d How the Action Alternatives differ? Proposed Area Details: Westgate In the Westgate area, growth Alternatives A and B differ in housing unit capacity and allowable building heights. Alternative A provides for approximately 1,800 housing units, while Alternative B reaches about 1,100 units. Under Alternative A, most parcels permit building heights ranging from three to five stories. The darker = blue areas on the map represent parcels where building heights of up to four floors are allowed, with a an additional floor available if community benefits, such as affordable housing or public amenities, are > included in the development proposal. In contrast, Alternative B allows buildings of up to three floors U) by right, with a similar height bonus to four floors if community benefits are provided. s The primary distinction between the two alternatives is in the lower right corner of the Westgate a area, where proposed heights differ. The increased height allowances in Alternative A yield a greater c housing capacity compared to Alternative B. L) 0 Keeping Westgate at its current zoning could limit job growth opportunities and impact city revenue. c ° �r Additionally, the existing zoning may not meet feasibility standards, suggesting that without the -0 proposed adjustments to building heights and densities, market -driven growth may not occur, a potentially leaving development stagnant. V No Action Alt A: Focused Growth Alt 13: Distributed Growth Neighborhood Commercial Existing Multi -Family (3 floors) Existing 3-4 Floors Neighborhood Commercial Existing Multi -Family (3 floors) Up to 4 floors (5 with incentive) Up to 4 floors Mixed -Use Neighborhood Commercial Neighborhood Residential Multi -Family (Housing Bills Compliance) School Middle housing: Duplexes, Triplexes, ADUs, townhomes, rr Bus Slops quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Neighborhood Commercial Existing Multi -Family (3 floors) Up to 3 floors (4 with incentive) Metrics are approximate, conceptual only and subject to change with further study. EVERYONE'S EDMONDS: Packet Pg. 518 8.2.d Proposed Area Details: Five Corners In the Five Corners area, Alternatives A and B propose significantly different housing capacities and height limits. Alternative A accommodates up to 800 housing units, while Alternative B has a capacity of only 350 units, largely due to differences in building height allowances. In Alternative A, the core commercial center, currently zoned as neighborhood commercial, allows buildings of up to four stories, with an option for an additional bonus floor if community benefits —such as affordable housing or public amenities —are included in the development. The multi -family parcels to the east, along both sides of 212th Street, are also set at four stories, while parcels to the west are limited to three stories. This distribution enables the area to achieve a higher density and meet more of the city's housing targets. Conversely, the distributed growth option in Alternative B limits the entire center to a maximum height of three floors, with a potential fourth floor as a height bonus for developments that provide community benefits. Unlike Alternative A, Alternative B has no five -story buildings, which constrains the housing capacity and limits the opportunity for higher -density development. Maintaining height incentives as a tool for community benefits could help ensure that new developments contribute facilities and amenities to the public. Without these height bonuses, future projects may prioritize maximizing building mass without adding significant public value. Additionally, reducing height limits further in either alternative could hinder the city's ability to meet its housing and growth goals for Five Corners. No Action Alt A: Focused Growth Alt B: Distributed Growth Neighborhood Commercial Existing Multi -Family (3 floors) Existing Multi -Family (3 floors) Up to 4 floors (5 with incentive) Up to 4 floors Ui) to 3 floors Existing Multi -Family (3 floors) Up to 3 floors (4 with incentive) s.\ 21ZMst_ 2120st y �1 all all Mixed -Use Nei hborhood Commercial Neighborhood Residential g Metrics are approximate, conceptual only and Multi -Family (Housing Bills Compliance) subject to change with further study. School Middle housing: Duplexes, Triplexes, ADUs, townhomes, rr Bus Slops quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments (L m U) c a� s a E 0 c.> 0 c 0 1r a 0 a 450 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 519 8.2.d Proposed Area Details: Medical District Expansion In the Medical District, Alternatives A and B propose distinct approaches to height limits, zoning extents, and housing capacity. In Alternative A, the existing neighborhood commercial area is proposed with a height limit of four stories, with an additional bonus floor available if community benefits are provided. Some of the multi- family parcels west of 76th Street are similarly capped at four floors. This approach limits the growth area and keeps development focused on the existing core, achieving an estimated 750 housing units in total. Alternative B, however, expands the Medical District's growth area to include additional parcels Notably, RS-8 parcels along 220th Street and areas west of Woodway High School are incorporated, with proposed height limits up to three floors. Parcels east of 76th Street are also included in this expanded growth boundary. The result is a significantly higher housing capacity —around 1,500 units — due to both the increased extent of developable land and the broader zoning allowances. There has been feedback advocating for more balanced growth across the city, which suggests adjusting the expansion extent of the Medical District. Reducing this expansion could mean concentrating density by increasing allowable heights in certain hubs and centers, potentially permitting four-story buildings to help meet growth goals without overextending the district boundaries. Finding a balance between concentrated height and expanded growth area will be essential to align with the city's objectives for the Medical District while meeting housing and development targets. No Action Alt A: Focused Growth Alt B: Distributed Growth � Neighborhood Commercial � Existing Multi -Family (3 floors) Mixed -Use Neighborhood Commercial Multi -Family School • Bus Stops � Existing Multi -Family (3 floors) � Up to 4 floors (5 with incentive) � Up to 4 floors rvelgnoornooa neslaenaal (Housing Bills Compliance) Middle housing: Duplexes, Triplexes, ADUs, townhomes, quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments � Existing Multi -Family (3 floors) � Up to 3 floors (4 with incentive) � Up to 3 floors W ESPraAa F II / Metrics are approximate, conceptual only and subject to change with further study. c R a a) y a) m L a E 0 L) 0 _ 0 r a 0 Q EVERYONE'S EDMONDS: Packet Pg. 520 8.2.d Proposed Area Details: Firdale This map displays both the Firdale Center and the North Firdale Hub, illustrating distinct approaches in Alternatives A and B. In both alternatives, the Firdale Center boundary remains the same, yielding an estimated 290 housing units with a proposed building height of four floors, plus a bonus floor incentive for developments that incorporate community benefits. The North Firdale Hub varies slightly between the alternatives. In Alternative A, the hub is a minimal area limited to the existing neighborhood commercial zone, contributing approximately 30 housing units. Alternative B expands the North Firdale Hub to include additional parcels, allowing a maximum height of three floors, with select parcels eligible for a bonus floor if community benefits are provided. A common public comment has been to remove the North Firdale Hub as a designated neighborhood hub due to its location within Critical Aquifer Recharge Areas (CARAs). Given that North Firdale's current designation yields only a minor increase in housing units, and with some flexibility in the city's housing targets, both alternatives could largely remain unchanged without significantly impacting overall housing goals. No Action Alt A: Focused Growth Alt 13: Distributed Growth Neighborhood Commercial Existing Multi -Family (3 floors) Existing Multi -Family (3 floors) Up to 4 floors (5 with incentive) Up to 3 floors Mixed -Use Neighborhood Commercial Neighborhood Residential Multi -Family (Housing Bills Compliance) School Middle housing: Duplexes, Triplexes, ADUs, townhomes, rr Bus Slops quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Existing Multi -Family (3 floors) Up to 4 floors (5 with incentive) Up to 3 floors (4 with incentive) Up to 3 floors Metrics are approximate, conceptual only and subject to change with further study. 452 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 521 8.2.d Proposed Area Details: North Bowl In the North Bowl area, Alternatives A and B differ in terms of housing capacity and the extent of mixed -use zoning. In Alternative A, the existing commercial area is re -designated for mixed -use development, with a maximum height of three floors. This yields a housing capacity of around 75 units. Alternative B expands the housing potential by increasing capacity to approximately 200 units. Like Alternative A, the existing commercial area is designated for mixed -use up to three floors, but an additional floor is available as a bonus for developments that provide community benefits. Furthermore, Alternative B incorporates additional parcels as mixed -use, also capped at three floors, which supports increased density and housing opportunities within the North Bowl area. No Action Alt A: Focused Growth Alt 13: Distributed Growth Neighborhood Commercial Existing Multi -Family (3 floors) Mixed -Use Neighborhood Commercial Multi -Family School • Bus Stops Existing Multi -Family (3 floors) Up to 3 floors Neighborhood Residential (Housing Bills Compliance) Middle housing: Duplexes, Triplexes, ADUs, townhomes, quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Existing Multi -Family (3 floors) Up to 3 floors (4 with incentive) Up to 3 floors ya Metrics are approximate, conceptual only and subject to change with further study. EVERYONE'S EDMONDS: Packet Pg. 522 8.2.d Proposed Area Details: Perrinville In Perrinville, Alternatives A and B follow a similar zoning approach, with the existing commercial area re -designated for mixed -use development. In Alternative A, the allowable height is capped at three floors, with a total housing capacity of around 35 units. Alternative B maintains the same boundary and existing commercial zoning as Alternative A but includes a bonus floor incentive, allowing a potential fourth floor for projects that incorporate community benefits. This provides additional flexibility for developers while encouraging public amenities. Community feedback has highlighted concerns about flooding in the area, with some residents suggesting the removal of Perrinville as a Neighborhood Hub. However, it is worth noting that new developments would be subject to updated stormwater codes designed to mitigate flooding impacts and prevent harmful environmental effects. Retaining Perrinville as a hub could also allow the city to distribute growth more evenly, potentially reducing required building heights in other hubs and centers. No Action Alt A: Focused Growth Alt 13: Distributed Growth Neighborhood Commercial Existing Multi -Family (3 floors) Existing Multi -Family (3 floors) Up to 3 floors Mixed -Use Neighborhood Commercial Neighborhood Residential Multi -Family (Housing Bills Compliance) School Middle housing: Duplexes, Triplexes, ADUs, townhomes, rr Bus Slops quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Existing Multi -Family (3 floors) Up to 3 floors (4 with incentive) Metrics are approximate, conceptual only and subject to change with further study. 454 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 523 8.2.d Proposed Area Details: East Seaview The small area at the intersection of 76th and 196th was added as a neighborhood hub in response to public input. In Alternative A, this hub is compact, with an allowable height of three floors, yielding approximately 80 housing units. Alternative B expands the hub further west, increasing its overall area while maintaining the same three -floor height limit. In this alternative, certain parcels within the hub also offer a bonus floor incentive for developments that include community benefits, providing additional flexibility for housing while encouraging public amenities. This approach allows the hub to support modest growth while aligning with community feedback on expanding mixed -use areas near this intersection. No Action Alt A: Focused Growth Alt 13: Distributed Growth Neighborhood Commercial Existing Multi -Family (3 floors) Existing Multi -Family (3 floors) Up to 3 floors Mixed -Use Neighborhood Commercial Multi -Family School • Bus Stops Neighborhood Residential (Housing Bills Compliance) Middle housing: Duplexes, Triplexes, ADUs, townhomes, quadplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Existing Multi -Family (3 floors) Up to 3 floors (4 with incentive) Up to 3 floors Metrics are approximate, conceptual only and subject to change with further study. a m U) c a� s a� L a E 0 c.> 0 c 0 �r a 0 a EVERYONE'S EDMONDS: Packet Pg. 524 8.2.d Proposed Area Details: South Lake Ballinger The South Ballinger area is included only in Alternative B, where it is designated as a new hub at the southern boundary near 76th Avenue and Edmonds Way. This designation allows for approximately 70 housing units, with a straightforward height limit of three floors. This addition expands housing opportunities in the southern part of the city, supporting moderate growth in response to strategic planning goals. No Action Neighborhood Commercial Existing Multi -Family (3 floors) i o ry 0 a Spot\ 3 ,01, \noes fi e r, Lake Ballinger woy Mixed -Use Neighborhood Commercial Multi -Family School r, Bus Stops N£ "Sth St. Neighborhood Residential (Housing Bills Compliance) Middle housing: Duplexes, Triplexes, ADUs, townhomes, quatlplexes (only with one affordable unit), stacked flats, cottage style and courtyard apartments Alt B: Distributed Growth Up to 3 floors Fdr»�'waY tta\ of at, Q e n Lake Ballinger NE 205th St. Metrics are approximate, conceptual only and subject to change with further study. a W .N c W as L CL E O U 4- 0 C O Q O 456 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 525 8.2.d Proposed Area Details: West Edmonds Way The West Edmonds Way area is included exclusively in Alternative B, where only a portion of the existing commercial parcels is re -designated for mixed -use development. This area, shown in blue within the larger pink commercial zone, has a proposed housing capacity of 35 units. This designation aims to introduce modest residential growth within the existing commercial corridor, balancing housing needs while maintaining the character of the area. No Action Neighborhood Commercial Existing Multi -Family (3 floors) Mixed -Use Neighborhood Commercial Neighborhood Residential Multi -Family (Housing Bills Compliance) School Middle housing. Duplexes, Triplexes, ADUs, townhomes. Bus Stops quadplexes (only with one affordable unit), slacked flats, cottage style and courtyard apartments Proposed Area Details: Maplewood Alt B: Distributed Growth Up to 3 floors Metrics are approximate, conceptual only and subject to change with further study. In Alternative B, the Maplewood area includes several parcels designated for housing, excluding the church parcel due to GMA and Commerce guidelines, which prohibit counting capacity from religious properties. The remaining parcels collectively add up to approximately 200 housing units. EVERYONE'S EDMONDS: Packet Pg. 526 8.2.d Summary of Differences Between Alternatives A and B. Majority of residential capacity is allocated to create mixed use Neighborhood Centers. Proposed residential capacity is distributed within Neighborhood Centers and Neighborhood Hubs. Single -use commercial areas within Moderate increase in capacity in centers are proposed to be Mixed -Use. Neighborhood Centers. Areas of Change Neighborhood Centers expand beyond Neighborhood Centers' extents would the existing commercial area. be limited to existing commercial zoned areas. Introduces opportunity for targeted capacity to create smaller mixed A higher number of Neighborhood use with Neighborhood Hubs at a Hubs are proposed with moderate moderate scale. increase in capacity. Centers 1,600 residential units 850 residential units Hubs 200 residential units 900 residential units Medical Center Expansion 1,000-1,200 residential units 1,000-1,200 residential units TOTAL 2,700-3,000 residential units 2,700-3,000 residential units Mixed -Use Residential introduces a maximum of 4 floors (with 1 possible Mixed -Use Residential introduces a bonus floor) for new buildings within all maximum of 3 floors (with 1 bonus floor) Neighborhood Centers. for new buildings within Neighborhood Centers. Development Intensity Mixed -Use and Multi -Family buildings with heights of 2 to 3 floors within Mixed -Use and Multi -Family buildings Neighborhood Hubs. with heights of 3 (with 1 bonus floor) within Neighborhood Hubs. 458 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 527 8.2.d WIR Preferred Growth Alternative Selection f.date North. 90 rnor41 .35 outh late mmM. 70 f. 200 A final decision was made by the City Council seeking recommendations from the Planning Board to choose the extents and heights of the potential areas of change. The approved growth scenario defined significant changes in future land use designations within the Comprehensive Plan's Land Use element. The housing element address the distribution and types of housing needed to meet various income levels. EVERYONE'S EDMONDS: Packet Pg. 528 8.2.d Appendix D: Community Engagement Summary The new 20-year plan articulates the community's vision for future growth and development and reflect community values. The goals and policies included in this plan provide a basis for the City's regulations and guide future decision -making. It also addresses anticipated population and employment growth and how facilities and services will be maintained or improved to accommodate expected growth. Public participation is a crucial element in the development of the Comprehensive Plan to ensure Edmonds remains a welcoming place for all where people can live, work, and enjoy diverse activities and amenities. This community engagement summary provides a strategic framework and schedule guiding how members of the Edmonds community were involved at different points and in different ways in the development of the Comprehensive Plan. It provided the framework and establish the desired goals and outcomes of public participation. Specific methods and tactics used to implement community engagement were adaptable to build on lessons learned from each stage of public participation throughout the duration of the project. Principles for Public Participation Strategy Public input matters and public input is a priority. Public input and involvement improve decision - making and create a project that reflects the needs of the community. Outreach and engagement need to occur early and regularly throughout the project, along with a commitment to provide accurate and timely information and to listen and respond to community feedback. Communicating early and regularly limits surprises and helps manage participant expectations. Outreach should build partnerships and leverage existing relationships. Where possible, we worked closely with and cultivate positive, long-term relationships with residents, community -based organizations, businesses and other institutions, and partner agencies. Outreach includes following up with the community. The project team ensured communications processes that create meaningful feedback loops, so participants knew how their input informed decision -making processes, are aware of data and key community themes, and knew what the next steps will be. 460 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 529 8.2.d The city of Edmonds has actively engaged the community through various public outreach events since Summer 2022, aiming to gather feedback from a diverse range of stakeholders, including agencies, non-profit organizations, businesses, and residents. This engagement is crucial for fostering a sense of community involvement and ensuring that urban development reflects the needs and desires of its citizens. These events provided platforms for residents and stakeholders to voice their opinions on urban planning and community needs. Engagement efforts included a wide array of participants: • Agencies: Local government and regional agencies contributed insights into regulatory and planning 2 frameworks. a • Non -Profit Organizations: Non -profits provided perspectives on community needs and social services. U) a� • Businesses: Local businesses shared their views on economic development and community vibrancy. s ;v • Residents: Community members offered feedback on their experiences and aspirations for urban a c spaces. L) 0 c 0 The outreach activities included workshops, public forums, surveys, and informal gatherings designed a to encourage dialogue among participants. These formats helped ensure that all voices are heard and a considered in the planning process. A brief overview of these events is given below. EARLY PLANNING The city initiated working on the 2024 update in the summer of 2022 with an evaluation of the existing plan. As a part of this, the city began reviewing the Plan with two focused studies that will be used to frame the update. • A Review of Waterfront Issues. • Gap Analysis Regarding Equity and Climate. This helped in the existing conditions study to analyze the current context of different neighborhoods within Edmonds and identify strengths, opportunities, and challenges. Edmonds Waterfront Issues Study Key Findings and Recommendations Memo July ta, aon Ezecutiye Summary emmTr, " o�n„9m,ae roe cryao Comprehensive Plan Gap Analysis City of Edmonds Prepred by: InGEOS ECONorthwest I N S I II'UI'E EONOMKS-ENANCF-P.AN1- EVERYONE'S EDMONDS: Packet Pg. 530 8.2.d VISIONING (Sept 2022) Six -week themed community conversations focused on key topics in the Comprehensive Plan to shape the vision statement during the summer of 2022. Over 8,500 comments were collected which helped craft the vision statement • Identity • Quality of Life • Economic Growth • Environment • Culture • Livability and Land Use SUMMER 2023 ENGAGEMENT (June 2023) After visioning in 2022, the City restarted conversations regarding the Comprehensive Plan update with a community kick-off in late July 2022 and has had an ongoing presence at community events. Staff hosted interactive activities like `Popsicles in the Park' and `Spin the Wheel' character play to analyze the needs and wants for the next 20 years. • Community Fair • Summer Market • Civic Park opening • `Reimagining Neighborhoods + Streets' events. EIS SCOPING (August 2023) An Environmental Impact Statement (EIS) is an informational document that provides the city, the public, and other agencies with environmental information to be considered in the decision -making process of the Comprehensive Plan update. An EIS identifies and reduces adverse impacts, and identifies potential beneficial outcomes. In August 2022, a five -week scoping period gathered input from the community and agencies on what the EIS should focus on. a Mix T \ i ~ orwwo I IITCIN,„' ry I U k nMI :'GP,ChJ 1 ar. ®"NEEDS M[k�". sago YrJdSno�J um�wAYt 462 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 531 8.2.d NEIGHBORHOOD MEETINGS (Dec 2023) The city held neighborhood meetings from December 4 to December 12, 2023, inviting residents to participate in discussions tailored to specific neighborhoods. Community members engaged in small group discussions to express their thoughts and ideas. Specifically, questions were posed regarding the elements they wish to see in their neighborhood, their vision for the community in the next 20 years, potential growth opportunities, and significant concerns. Six focused meetings focusing in the following areas were held at the Edmonds Plaza room. Downtown and Waterfront 2. Westgate 3. 5 Corners 4. North Bowl 5. Firdale Village 6. Highway 99 ONLINE OPEN HOUSE and CITYWIDE FORUM (March 2024) An online open house and an in -person public forum, both of which were held to present growth alternatives to the community. The online open house provided a convenient platform for residents to explore various growth alternatives from the comfort of their homes. Participants could access detailed information, view visual presentations, and engage with interactive elements that highlighted the proposed options. This format allowed us to reach a broader audience, accommodating those who might not have been able to attend an in -person event due to scheduling conflicts or mobility issues. Clty of Edmonds 2044 comprehensive Plan Update Welcome to the online open house for the City of Edmonds' Comprehensive Plan Update! r.Community Comment Board Project Background f WM1al�aa yeMreFregani .................................................. . „ereol,0 EVERYONE'S EDMONDS: Packet Pg. 532 8.2.d In addition to the online engagement, we also hosted an in -person public forum. This event encouraged direct interaction between community members and city planners. Attendees had the opportunity to ask questions, express their opinions, and discuss their thoughts on the growth alternatives presented. The face-to- face setting fostered a sense of community and allowed for more nuanced conversations about the potential impacts of these alternatives. Both events were designed to ensure that all voices were heard and that feedback could be collected effectively. STAKEHOLDER INTERVIEWS (April 2024) The purpose of the interviews was to gather input from clearly defined audiences using tailored questioning to help inform the key themes of the Comprehensive Plan. Details of the Sessions: • Held in 4 focus groups: Waterfront, Environment, Developers and Utility providers • The interviews were held in March and April 2024. • Each session will be a facilitated, ninety -minute -long meeting. • Meetings were hybrid CITYWIDE MEETINGS- GOALS & POLICIES (MAY 2023) Six meetings were held on the following topics for one hour each. • Land Use • Housing • Economy • Transportation • Urban Design • Climate �mmaeniry i ' wal aapa aaam tp eoal e. (NEW�Th. city or Eemonee will implemem mE si ting re i lary low A (UPD ED)Diversifyandgro a an econ Poliry EVlpd wconautt FaEa Dlzpzratelmp en al ory crasupPomng mamgleswrmat4 [amours moreaes oydewrem wrcers lneuag eveo m mee mans ouzo r a �i elltty MlMe, relladelnremn connmlNry, ana vanzponmlan lnhuvucwre�re PoI EYlpdky wnunao �mpacualrttiallrepumes on nou poliq i rq employers in xeyemplofnem ucmrsmmme. anaarnrelyamactmP calana reeional resourcesm pesen net m e Pooai B. (NM' pwaIm�neteuypler eibas�eastratugy ana eer,natmn aeyeopme s�pprgacb ry zas°ra.� -1„ ry rere a ,. , cr re r ., r al. Im r re ,apaelmw l� a.e 464 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 533 8.2.d DRAFT EIS PUBLIC HEARING The required public hearing was held on October 16th, 2024. Staff and Consultants provided a brief overview of the summary of impacts and mitigation measures that were included in the draft document. DRAFT PLAN WEBINAR Draft Plan webinar was held on October 21st, 2024. Staff provided a brief overview of city's approach and what's in the draft documents. An In -person Open house was held on October 28th , to discuss both Draft Plan and the DEIS, where public had an opportunity to ask questions and provide comments. Board/Committees involved throughout: • Community Champions • Planning Board • EDC • City Council Communication channels: Webpage- edmondswa.gov/everyonesedmonds Email : Email: everyonesedmondsC@edmondswa.gov Sign up / Ask Us form- https://forms.office.com/g/xhslaaLprJ?origin=lprLink Customer constant Mianiling list —1500 subscribers News / Press release on My Edmonds News, Beacon Social media — Facebook, Instagram EVERYONE'S EDMONDS: Packet Pg. 534 8.2.d Appendix E: Potential Actions to Consider as Recommended by the Planning Board The following list outlines potential action items that can be further explored to guide implementation efforts, considering the city's priorities, available resources, and other critical factors. Any such action that is selected will be designed to support the City's long-term vision while ensuring compliance with the Growth Management Act (GMA). Critical Areas Explore standards that encourage projects to meet desired environmental outcomes. Tree Canopy Reassess city tree canopy at five-year intervals to monitor change and make strategic management decisions. 2. Include a tree planting budget and a maintenance plan in all rights -of -way and other capital transportation projects 3. Create volunteer programs to assist elderly or disabled residents with tree care tasks, leveraging community involvement and support 4. Implement a tree protection ordinance that outlines the criteria for significant trees (factors such as size, species, age, historical significance, and ecological value) and specifies the protections afforded to them 5. Consider requiring permits for any activity that could potentially impact significant trees, including pruning, removal, and construction activities within the tree's critical root zone 6. Consider the replacement of removed significant trees with appropriate species and sizes, ensuring no net loss of tree canopy Waterfront: 1. Create people centered hubs that are pedestrian -only zones, free of vehicular traffic, to expand usable open spaces for recreating, socializing and hosting events. 2. Use interpretative signage and/or art to highlight the historic and ecological significance of the waterfront. 3. Develop additional pocket parks and open spaces along the boardwalk, connected by bike and pedestrian pathways for in -creased accessibility. 4. Provide diverse and inclusive amenities and activities that cater to all community members, visitors enhancing the recreational and cultural vibrancy of the waterfront. 5. Design a network of pathways, boardwalks, and trails that prioritize pedestrians and connect key destinations. 6. Continue implementing a continuous shoreline walkway (board-walk/esplanade) from Brackett's Landing North to Marina Beach Park. Work with the Port of Edmonds to integrate recreation and marina functions into the long-term plan. 466 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 535 8.2.d 7. Restore and reclaim Edmonds Marsh as a vital ecological, educational and recreational area, designating it as an open space with water access for passive recreation. 8. Support evaluation and establishment of a regional wildlife sanctuary and recreation area at the southern end of the Edmonds Waterfront. (Includes but not limited to the Edmonds Marsh -Estuary, adjacent wetland open spaces, the Unocal/WSDOT property, Marina Beach, city park, Willow Creek, and Shellabarger creek 9. Prioritize salmon restoration in all ecological planning and development. Support projects like Willow creek daylighting encouraging salmon restoration. Facilitate expansion of "Willow Creek Salmon Hatchery & Habitat Center" as the gateway to the restored Edmonds Marsh at SR 104/ Pine St. 10. Design boardwalk loop with viewing platforms, observation decks, educational signage, and wide landscape promenades to the Edmonds Marsh without impacting the environment, enhancing its ecological, educational and recreational value. 11. Create pathways to protect flora and fauna, minimize ecological disturbance, and prevent habitat destruction. 12. Rehabilitate and protect riparian zones along streams to improve water quality and provide essential habitat for salmon 13. Identify, remove or modify barriers such as culverts, dams, pipes and weirs that impede salmon migration, ensuring free passage for all life stages of salmon 14. Partner with organizations to educate community, partner with landowners, Tribes, government agencies, community groups, businesses and other nonprofits to develop supportive programs and exhibits to educate local residents and visitors about Edmonds unique eco systems, ecological conservation and significance. 15. Encourage programs related to ecological education in local schools 16. Facilitate the growth of the education centers such as Restoration Education Center or Willow Creek Salmon Hatchery, Watershed Education Center, to provide learning opportunities related to the local watershed and salmon habitat. Housing Define key performance indicators (KPIs) to measure the success of the Green Building program Economic Development Develop and implement an equitable economic development strategy that includes a citywide analysis to identify underserved areas and prioritize investments in those locations. 2. Establish policies and programs to support small businesses, especially those at risk of displacement, such as offering grants, affordable commercial spaces, and technical assistance to ensure economic growth benefits all populations. EVERYONE'S EDMONDS: Packet Pg. 536 8.2.d Culture, History & Urban Design 1. Work with local schools and youth organizations to dedicate spaces for youth perspectives in community -wide conversations. 2. Support the maintenance of a strategic plan to guide the priorities and activities of the Historic Preservation Commission. 3. The urban Design framework shall be developed with participation from relevant city departments including Planning & Development, Public Works, Community, Culture & Economic Development a and Parks, Recreation and Human Services. 4. The framework should be developed with Edmonds' identity as an arts destination as one of the U) s key criteria for assessment. ;v 5. The Urban Design Frameworks shall include a "public life study". The public life study should a c include data on items such as: • The scale and urban characteristics of the space 0 c • How many people are there, and for how long a • Who is there, by gender, age, etc. 0 • What activities are people engaging in a • Mapping of existing public spaces, transportation networks and community amenities including art installations. c 6. Using data collected through public life studies, the city should create Public Life Action PlansCL R a as a core component of each urban design framework to identify both design and programming E opportunities, gaps and areas for improvement. Integrating artistic expression and cultural L) activities to enrich the community's distinct character and enhance quality of life. 7. Update and develop policy to implement the goals as defined in the Community Cultural plan with y a focus on strategies of the `Creative Arts' to enrich Edmonds' physical environment, including c public spaces. E 8. Strategize distribution of restricted funds collected for the acquisition, installation ad maintenance NI of public art under `Municipal arts fund' and `Public art acquisition fund'. N r 9. Based on Urban Design Framework and the completed Public Life Studies, identify areas with le limited access to cultural resources and opportunities for artistic expression. 468 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 537 8.2.d Climate Undertake a Climate Equity Strategic Plan that identifies issues, and targets actions that address climate equity. Include planning tools appropriate to both public and private participants. The fol- lowing activities should be part of the plan: • Utilize Edmonds Equitable Engagement Framework to in -form equitable public outreach processes and best practices. Incorporate surveys and other forms of data collection to find populations needing support. Engage with advocacy groups and elevate local needs and priorities. • Assess the effects of climate risk on vulnerable populations, e.g. seniors, and those on fixed incomes. • Develop recommendations for community programs responsive to findings. • Coordinate with, and leverage state and regional goals and initiatives. • Implement a monitoring schedule: Align the periodic assessment with scheduled updates to vulnerability analysis for regular evaluation and timely update of strategies and actions. 2. Undertake a policy review of City comprehensive, strategic, and specific plans to ensure that City policies are appropriately target-ed to prepare for and mitigate potential impacts of climate change. • The reviews may be done to correspond with scheduled plan updates or accelerated where either a higher priority is identified, or the next update is not specifically scheduled • Develop and implement robust development standards that are adaptable to the impacts of climate change, enhancing the resilience of the city's infrastructure, buildings, and communities • Update building codes to incorporate climate -resilient mate-rials and construction practices that can withstand extreme weather events such as heatwaves, floods, and storms • Update land use plans for climate adaptation and resilience based on the strategies identified within climate change risk assessment and impact analysis to address sea level rise, flooding, wildfire, extreme heat, and other hazards Capital Facilities 1. Create and maintain a long-range Municipal Capital Facility Plan. 2. Integrate preservation priorities into the long-term strategic planning. 3. Develop program requirements for City departments to support the delivery of City services considering department adjacencies and square footage needed for current and future growth requirements. 4. Identify deficiencies, gaps, and areas of improvement in the existing capital facility asset inventory based on projected growth, service levels of public facing services and deferred maintenance backlogs. 5. Implement a phased facility implementation plan that includes overarching strategic facility goals. 6. Use an achievable funding strategy and phasing program, which considers financing options, impact fees, property sales or trades, and joint -use opportunities with partners. 7. Conduct feasibility studies for each existing building, projecting usage, utility costs, and carbon reduction goals over the next 10-20 years, while also assessing the cost -benefit of potential updates such as conversion to electric heating and hot water. c� a m c d s a E 0 c.> 0 c 0 a 0 a EVERYONE'S EDMONDS: Packet Pg. 538 8.2.d Utilities Develop strategies to enhance the resilience of utility systems i.e. drinking water, storm water against natural disasters, climate change, and other potential disruptions 470 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 539 8.2.d Appendix F: Potential Action Items based on Draft Plan The following list outlines potential action items that were compiled during the development of draft plan and can be further explored to guide implementation efforts, considering the city's priorities, available resources, and other critical factors. Any such action that is selected will be designed to support the City's long-term vision while ensuring compliance with the Growth Management Act (GMA). Land Use 1. Develop a `complete streets' street typology manual that considers land use in street design and a functionality. 2. Develop a street activation toolkit to facilitate community led events that temporarily utilize the right of way for local gatherings in all centers and hubs 3. Utilize the Green Street manual as a tool to identify and design transportation and stormwater a E projects citywide L) 4. Conduct a well -reasoned analysis of local policies and regulations contributing to racially disparate r_ impacts, displacement, and exclusion at neighbor -hood level and take necessary actions to undo a impacts. 0 5. Identify festival streets that could serve as periodic public spaces, designed with the goal of a pedestrian comfort and providing flexibility to accommodate occasional events >, 6. Adopt tools to minimize impacts on adjacent lower -density residentially zoned properties, such as landscape buffers, tree retention, high -quality de -sign elements, adequate parking, and low lighting and noise levels 7. Encourage developers to unbundle parking costs from rent, allowing tenants to opt out of paying for parking spaces they do not need. Waterfront: Create people centered hubs that are pedestrian -only zones, free of vehicular traffic, to expand usable open spaces for recreating, socializing and hosting events. 2. Develop signature pedestrian routes, with wide sidewalks, lighting and wayfinding, that connect parks, key activity nodes, and downtown Edmonds 3. Use interpretative signage and/or art to highlight the historic and ecological significance of the waterfront. 4. Develop additional pocket parks and open spaces along the boardwalk, connected by bike and pedestrian pathways for increased accessibility. 5. Provide diverse and inclusive amenities and activities that cater to all community members, visitors enhancing the recreational and cultural vibrancy of the waterfront. 6. Design a network of pathways, boardwalks, and trails that prioritize pedestrians and connect key destinations. 7. Continue implementing a continuous shoreline walkway (board-walk/esplanade) from Brackett's Landing North to Marina Beach Park. Work with the Port of Edmonds to integrate recreation and marina functions into the long-term plan. EVERYONE'S EDMONDS: Packet Pg. 540 8.2.d 8. Rebuild Marina Beach Park to enhance access and incorporate green spaces, providing a revitalized recreational area for the community. 9. Restore and reclaim Edmonds Marsh as a vital ecological, educational and recreational area, designating it as an open space with water access for passive recreation. 10. Support evaluation and establishment of a regional wildlife sanctuary and recreation area at the southern end of the Edmonds Waterfront. (Includes but not limited to the Edmonds Marsh -Estuary, _ adjacent wetland open spaces, the Unocal/WSDOT property, Marina Beach, city park, Willow a Creek, and Shellabarger creek 11. Prioritize salmon restoration in all ecological planning and development. Support projects like Willow creek daylighting encouraging salmon restoration. Facilitate expansion of "Willow Creek Salmon Hatchery & Habitat Center" as the gateway to the restored Edmonds Marsh at SR 104/ E Pine St. c0 12. Redevelop Marina Beach Park to enhance recreational amenities while preserving natural habitats. o 13. Design boardwalk loop with viewing platforms, observation decks, educational signage, and wide c landscape promenades to the Edmonds Marsh without impacting the environment, enhancing its -0 ecological, educational and recreational value g 14. Create pathways to protect flora and fauna, minimize ecological disturbance, and prevent habitat >, destruction. 15. Rehabilitate and protect riparian zones along streams to improve water quality and provide a essential habitat for salmon E 0 16. Identify, remove or modify barriers such as culverts, dams, pipes and weirs that impede salmon U migration, ensuring free passage for all life stages of salmon 17. Partner with organizations to educate community, partner with landowners, Tribes, government c agencies, community groups, businesses and other non -profits to develop supportive programs E and exhibits to educate local residents and visitors about Edmonds unique eco systems, w ecological conservation and significance. NI 18. Encourage programs related to ecological education in local schools 19. Facilitate the growth of the education centers such as Restoration Education Center or Willow N Creek Salmon Hatchery, Watershed Education Center, to provide learning opportunities related to the local watershed and salmon habitat. Highway 99 Establish a structured and regular schedule for engaging with the Highway 99 community to ensure ongoing, meaningful participation and input. Critical Areas Implement performance -based standards that encourage developers to meet specific environmental outcomes rather than prescriptive requirements 472 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 541 8.2.d Soil & Topography Grading, filling, and tree cutting should be restricted to building pads, reasonable construction clearance, driveways, access ways and other impervious surfaces 2. Grading should not jeopardize the stability of any slope, or of an adjacent property 3. Only minimal amounts of cut and fill on hillsides should be permitted so that the natural topography can be preserved. Fill should not be used to create a yard on steeply sloped property 4. Fill and excavated dirt shall not be pushed down the slope 5. Minimize deforestation and encourage planting of deep-rooted vegetation and mulch (of suitable native varieties) to prevent siltation of drainage ways and improve stability on steep slopes 6. Ensure proper design and maintenance of drainage systems to manage surface water runoff and prevent soil saturation Tree Canopy Reassess city tree canopy at five-year intervals to monitor change and make strategic management decisions. 2. Include a tree planting budget and a maintenance plan in all rights -of -way and other capital transportation projects 3. Create volunteer programs to assist elderly or disabled residents with tree care tasks, leveraging community involvement and support 4. Consider a tree protection ordinance that outlines the criteria for significant trees (factors such as size, species, age, historical significance, and ecological value) and specifies the protections afforded to them 5. Consider requiring permits for any activity that could potentially impact significant trees, including pruning, removal, and construction activities within the tree's critical root zone 6. Consider the replacement of removed significant trees with appropriate species and sizes, ensuring no net loss of tree canopy Housing Develop a "Housing Action Plan" every 5 years including assessments of housing supply relative to vulnerable populations' needs, in partnership with key stakeholders, such as Affordable Housing Alliance. 2. Establish local housing funds for relocation and eviction and/or foreclosure assistance, such as counseling services to educate tenants about their rights and directing residents to resources that may be available. 3. Conduct Racially Disparate Impacts Analysis every five years to ensure residential development helps meet Edmonds' housing affordability targets. 4. Establish a vacancy audit and reporting mechanism requiring property owners to report vacant units, with particular attention to ensuring that MFTE units are not left unoccupied. 5. Conduct a periodic review of the MFTE program to assess its effectiveness, including an analysis of occupancy rates, demographic reach, and community feedback. EVERYONE'S EDMONDS: Packet Pg. 542 8.2.d 6. Identify opportunities for shared parking lots that provide a net reduction in parking spaces while still reasonably meeting parking demand. Opportunities could include a shared parking system or parking districts. 7. Develop pre -approved plans for ADU's for faster permitting. 8. Publish performance metrics and timelines for the permitting process 9. Establish monitoring programs for permitting and regulatory processes to ensure that they promote housing opportunities and avoid, to the extent possible, adding to the cost of housing 10. Define key performance indicators (KPIs) to measure the success of the Green Building program, such as the number of projects incentivized, energy savings achieved, and/or reductions in greenhouse gas emissions. Economic Development Develop relocation options in Edmonds for those displaced from mobile home parks and engage with communities to make those resources known 2. Provide additional support for safety, community space, and walkability improvements through securing grants and other financial support 3. Establish a shared metric for quality of life that incorporates the following measures as a starting point, possibly with the addition of other elements to be determined: • Connection • Mobility • Sociability • Stability — particularly with respect to housing stability • Health • Safety 4. Continue to foster an open and accepting community culture that respects diversity, in part because progressive communities are better able to attract and retain business. • Identify sources of risk where displacement risk is high • Develop programs that mitigate and manage displacement risk. • Identify meaningful investments in areas with lower economic opportunity. • Develop incentives to manage and preserve affordable commercial spaces within mixed -use areas that support small local businesses 5. Assist in applications for grants, subsidies, or if feasible, provide direct funding opportunities 6. Simplify administrative processes and requirements for community -based organizations seeking permits, licenses, or approvals to carry out their activities 7. Minimize housing displacement created from development — identify properties at risk of commercial and housing displacement in commercial areas 474 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 543 8.2.d Climate Allocate resources to enhance climate literacy for the community with emphasis on educating community leaders, youth, and organizations by facilitating regular workshops and seminars on climate 2. Create a centralized resource providing information and updates 3. Conduct regular climate risk assessments to identify vulnerabilities, inform housing resilience strategies, and make relevant updates to the building codes 4. Establish advisory boards such as Climate Champions with representatives from vulnerable communities to guide program development and implementation 5. Conduct thorough climate equity assessments to evaluate how proposed city funded capital projects may affect vulnerable populations, with a focus on reducing disparities in climate resilience and access to resources 6. Conduct Health Impact Assessments (HIA) for large-scale projects to evaluate and address potential health impacts on vulnerable populations and neighborhoods. Define threshold criteria for determining which projects require an HIA based on factors such as project size and type, potential health impacts, and the characteristics of the affected populations 7. Expand responsibilities of the existing Climate Protection Committee to act as the Climate Policy Advisory Team as defined in Section 2.1 of the guidance document 8. Develop a climate change risk assessment and impact analysis for city government facilities and operations 9. Develop a climate risk assessment and impact analysis for the Edmonds community. Consider the potential impacts to economic, land use, and other community patterns due to the short- and long-term risks associated with climate change using tools specified in Section 3.1 of the guidance document 10. Implement urban cooling strategies such as increasing green spaces, greater tree canopy, opportunities for water -based recreation, installing cool roofs and pavements, (Refer UDF goals in Community Design Element) 11. Develop and implement policies to enhance carbon sequestration through natural and engineered solutions, contributing to the city's climate goals and improving environmental health 12. Conduct a detailed vulnerability assessment of coastal areas, identifying critical infrastructure, properties, and natural habitats at risk from sea level rise 13. Establish and maintain monitoring systems to track sea level changes and the effectiveness of adaptation measures overtime 14. Conduct an economic impacts analysis of sea level rise and the costs and benefits of different adaptation strategies 15. Regularly update and implement the City's Emergency Management Plan (EMP) including identification of multimodal emergency and evacuation routes. 16. Include measures to ensure resilience of local energy supply at City operated mass care facilities, such as solar power and battery storage, in the event of electrical outages due to extreme weather or fires 17. Conduct community drills and education programs to ensure residents are informed and prepared 18. Support local schools in integrating climate and sustainability education into curriculum EVERYONE'S EDMONDS: Packet Pg. 544 8.2.d 19. Explore carbon credits on the voluntary carbon market as a funding source for energy improvement programs/incentives for small businesses 20. Pursue the use of transportation demand management (TDM) strategies as a means of reducing traffic congestion and greenhouse gas emissions. • Operationalizing complete street approach • Explore a market -based vehicle, bike and scooter share program in Edmonds. 21. Promote the use of electric vehicles (EVs) by expanding charging infrastructure especially within City -owned facilities including parks 22. Partner with utility companies to create favorable EV charging rates and infrastructure development programs 23. Establish a monitoring program which should include measures that: • Enable a comparison between measurement periods • Measure progress toward greenhouse gas reduction goals • Identify opportunities and obstacles for meeting greenhouse gas emission targets • Evaluate the effectiveness to achieve these goals. 24. Develop benchmarks and indicators to measure progress toward sustainability goals. They should be both understandable and obtainable so that they can be easily explained and used New developments use low emission construction practices. Vehicle miles traveled (VMT) are reduced Number of New Residential and Commercial Solar Photovoltaic Systems Installed Percent of New Residential and Commercial Development LEED-Certified or meeting Net -Zero Carbon Emissions Percent of Existing Residential and Commercial Area Retrofitted Residential units developed in neighborhood centers and hubs Percent of workforce commuting by transit Percent of workforce commuting on foot or by bicycle Percent of Workers Carpooling and Ride -sharing Promoting low -carbon vehicles Number of electric vehicles registered in Edmonds Tree canopy contributes to carbon sequestration efforts. Material consumption and waste generation is reduced. Number of Trees Planted in Edmonds Reduction in Solid Waste Taken to Landfill a m c a� s a� L Q E 0 L) 0 c 0 W a 0 a 476 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 545 8.2.d Culture, History & Urban Design 1. Work with local schools and youth organizations to dedicate spaces for youth perspectives in community -wide conversations. 2. Support the maintenance of a strategic plan to guide the priorities and activities of the Historic Preservation Commission. 3. The city should invest in a set of "urban design frameworks" to be updated on an estimated 5-year cycle for each identified Activity Center, Neighborhood Center and/or Hub 4. Urban design frameworks should follow a standardized method, such as the 12 urban quality criteria" developed by the Gehl Institute and shown in figure x to assess urban de -sign opportunities along with the utilization of the Gehl Public Life Data Protocol to inform public realm a investments. These criteria center around three critical human needs — protection, comfort, and enjoyment. (Gehl, J. (1987). Life between Buildings. New York: Van Nostra nd-Reinhold.) 5. The urban Design framework shall be developed with participation from relevant city departmentsCL s ;v including Planning & Development, Public Works, Community, Culture & Economic Development E and Parks, Recreation and Human Services. 0 6. The framework should be developed with Edmonds' identity as an arts destination as one of the r_ key criteria for assessment. ° a 7. The Urban Design Frameworks shall include a "public life study". The public life study should a include data on items such as: • The scale and urban characteristics of the space N >i • How many people are there, and for how long _ (L • Who is there, by gender, age, etc. CL E • What activities are people engaging in ° L) • Mapping of existing public spaces, transportation networks and community amenities including art M S installations. 8. Using data collected through public life studies, the city should create Public Life Action Plans ° E as a core component of each urban design framework to identify both design and programming w opportunities, gaps and areas for improvement. Integrating artistic expression and cultural N� activities to enrich the community's distinct character and enhance quality of life. 9. Update and develop policy to implement the goals as defined in the Community Cultural plan with r le c' a focus on strategies of the `Creative Arts' to enrich Edmonds' physical environment, including a public spaces. E 10. Strategize distribution of restricted funds collected for the acquisition, installation ad maintenance w of public art under `Municipal arts fund' and `Public art acquisition fund'. a 11. Based on Urban Design Framework and the completed Public Life Studies, identify areas with limited access to cultural resources and opportunities for artistic expression. EVERYONE'S EDMONDS: Packet Pg. 546 8.2.d Capital Facilities Create and maintain a long-range Municipal Capital Facility Plan. Integrate preservation priorities into the long-term strategic planning. 2. Develop program requirements for City departments to support the delivery of City services considering department adjacencies and square footage needed for current and future growth requirements. 3. Identify deficiencies, gaps, and areas of improvement in the existing capital facility asset inventory based on projected growth, service levels of public facing services and deferred maintenance backlogs. 4. A Implement a phased facility implementation plan that includes overarching strategic facility goals. Use an achievable funding strategy and phasing program, which considers financing options, impact fees, property sales or trades, and joint -use opportunities with partners. 5. Conduct feasibility studies for each existing building, projecting usage, utility costs, and carbon reduction goals over the next 10-20 years, while also assessing the cost -benefit of potential updates such as conversion to electric heating and hot water. Utilities Develop strategies to enhance the resilience of utility systems against natural disasters, climate change, and other potential disruptions. 478 CITY OF EDMONDS COMPREHENSIVE PLAN 12024 Packet Pg. 547 8.2.d c� (L m U) c a� s a� L Q E ♦O� V 4- 0 c O 4. Q O Q N i c I ca a a E O U c ii c O E m W I N T" N r N C d E L C� �4 w w Q EVERYONE'S EDMONDS: Packet Pg. 548 8.2.e List of Potential Amendments by Topic As Recommended by Shane for Council Consideration on December 17 Note: Draft language for at least two of the topics below will be included in the Council packet for consideration. Draft language to consider for any of the remaining topics will come to Council members by Monday morning Dec. 16. 1. Marsh estuary and channel for salmon passage through "Unocal" property 2. Removal of Perrinville as a neighborhood hub 3. Specific language for each of the Planning Board recommendations 4. Minor wording changes to Climate Element 5. Wording change to Policy LU-15.1 about how it refers to transition zones 6. Wording change to Policy LU-22.1 about protecting goundwater recharge 7. Reference to existing Shoreline Master Program, PROS ("parks") Plan, and Highway 99 Subarea Plan 8. Changes that address comments from Dept. of Commerce (where they have not already been addressed in the revised draft Plan) For Marsh and salmon passage: ■ Amend Policy LU-10.3 to add, at the end of it, the phrase "and, at the property known as the Unocal property, provide an open channel that will allow fish passage to Puget Sound." ■ Amend Policy LU-24.4 to add the word "expand", so that it reads: Seek opportunities to restore, expand, and enhance the Edmonds Marsch as an estuary For Neighborhood Hubs: ■ Revise the Plan in all places as needed to remove Perrinville from being included as a Neighborhood Hub. For Planning Board recommendations: ■ Amend the Plan to include the Planning Board's recommended edits, as contained in tonight's agenda memo, excluding Item 4 on the list regarding Policy LU-10.3 for fish passage. For Climate Element: Packet Pg. 549 8.2.e ■ Remove the Climate Element section title that reads "City of Edmonds- Leader in environmental stewardship" and replace it with the following language: "City of Edmonds — Mission to lead in environmental stewardship". For transition zones: ■ Revise Policy LU-15.1, by removing the current reference to transition zones and revising the policy to read: "In low and medium density residential areas, encourage walkability, a vibrant public realm, and appropriate city neighborhood character." For groundwater recharge: ■ Revise Policy LU-22.1 to add the term "and materials" so that the policy reads: "Limit land use activities and materials that would negatively impact groundwater recharge." For PROS Plan, Shoreline Master Plan, and Highway 99 Subarea Plan: ■ Add anew Policy LU-19.3 under Goal LU-19 that reads: "The adopted Parks Recreation and Open Space (PROS) plan is an element of the Comprehensive Plan and its policies continue to be in effect." ■ Add a new Policy LU-10.4 under Goal LU-10 that reads as follows: "The goals and policies of the City's Shoreline Master Program are an element of the Comprehensive Plan and continue to be in effect." ■ Add a new Policy LU-13.4 under Goal LU-13 that reads: "The Highway 99 Subarea Plan continues to provide information and guidance for revitalizing this special area" Packet Pg. 550 8.2.f ORDINANCE NO. AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ADOPTING THE CITY OF EDMONDS' 2024 PERIODIC UPDATE TO ITS COMPREHENSIVE PLAN UNDER THE WASHINGTON STATE GROWTH MANAGEMENT ACT. WHEREAS, the Washington State Growth Management Act (under RCW 36.70A.130) requires that all cities and counties periodically take legislative action to review and, if needed, revise its comprehensive land use plan and development regulations, including critical areas ordinance, to ensure the plan and regulations comply with the requirements of the Washington State Growth Management Act; and WHEREAS, the City of Edmonds is required to complete this process by December 31, 2024; and WHEREAS, this ordinance demonstrates completion of the comprehensive plan portion of the update process required under RCW 36.70A.130; and WHEREAS, the City of Edmonds will adopt necessary updates to its development regulations to implement the comprehensive plan by separate ordinance; and WHEREAS, the City of Edmonds will make substantial progress toward updating its regulations that protect critical areas, and, pursuant to RCW 36.70A.130(7)(b), intends to update those regulations no later than December 31, 2025; and WHEREAS, on September 29, 2024, the city published a draft environmental impact statement related to the city's periodic update; and WHEREAS, on October 3, 2024, the initial Draft Comprehensive Plan was published and public comments were invited; and WHEREAS, a summary of the submitted public comments, arranged by relevant Comprehensive Plan element, was posted online; and WHEREAS, common themes from the comments were identified and responses gathered into a "FAQ" document and also posted online; and Packet Pg. 551 WHEREAS, a detailed description of the process and documents that guided this periodic update can be found on the "Everyone's Edmonds" website, which has the following URL: https://www.edmondswa.gov/govemment/departments/development_ services/planning division/ everyones edmonds WHEREAS, a revised draft Plan was developed and posted online on November 22, 2024; and WHEREAS, on November 25 and December 3, 2024, the City Council reviewed the revised draft Comprehensive Plan; and WHEREAS, on November 25 and December 4, 2024, the Planning Board considered the revised draft Plan; and WHEREAS, the Planning Board voted to recommend adoption of the draft Plan at its December 4, 2024 meeting; and WHEREAS, the city published its final environmental impact statement related to the periodic update on December 9, 2024; and WHEREAS, the city council held a public hearing on the draft Plan on December 10, 2024; and WHEREAS, the city submitted the comprehensive plan to the Washington State Department of Commerce and other state agencies on October 9, 2024 to provide required 60- day state notification (under RCW 36.70A.106) and solicit agency comments; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. The 2024 periodic update to the City of Edmonds Comprehensive Plan is hereby adopted to read as set forth in Attachment A, which is attached hereto and incorporated herein by this reference as if set forth in full. Packet Pg. 552 8.2.f Section 2. Severability. If any section, subsection, clause, sentence, or phrase of this ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. Section 3. Effective Date. This ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum and shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. APPROVED: MAYOR MIKE ROSEN ATTEST/AUTHENTICATED: CITY CLERK, SCOTT PASSEY APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: Im JEFF TARADAY FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO. Packet Pg. 553 8.2.f SUMMARY OF ORDINANCE NO. of the City of Edmonds, Washington On the day of , 2024, the City Council of the City of Edmonds, passed Ordinance No. A summary of the content of said ordinance, consisting of the title, provides as follows: AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ADOPTING THE CITY OF EDMONDS' 2024 PERIODIC UPDATE TO ITS COMPREHENSIVE PLAN UNDER THE WASHINGTON STATE GROWTH MANAGEMENT ACT. The full text of this Ordinance will be mailed upon request. DATED this day of 92024. 4840-7251-8158, v. 1 il CITY CLERK, SCOTT PASSEY Packet Pg. 554 8.3 City Council Agenda Item Meeting Date: 12/17/2024 Discussion/Potential Action of Fire/EMS Services Options; annexation to RFA, new contract, or other Staff Lead: City Council Department: City Council Preparer: Beckie Peterson Background/History In 2010, the City of Edmonds closed its fire department and began contracting for fire and emergency medical services (EMS) with Snohomish Fire District 1. This contract was revised in 2017. In 2017, Snohomish Fire District 1 and City of Lynnwood formed a new Regional Fire Authority (RFA); South Snohomish County Regional Fire Authority. Also in 2017, the City of Edmonds (COE) commissioned a study with Fitch Associates, after which the City amended the ILA to reduce staffing levels from 11-9 firefighters on duty daily, reducing the contract price $1.2M. In 2022, Amendment 1 to the Revised ILA between the City of Edmonds and South County Fire was signed. This amendment increased staffing, remedying what had become an imbalance in the Neighboring Unit Utilization Factor and Transport Balance Factors, thus increasing the contract price. In July, 2023, Council approved a budget amendment for $1.5 million, anticipating contract adjustment costs that included adjusted labor rates once a collective bargaining agreement was executed by the RFA and IAFF Local 1828. September 2023, Council passed Resolution 1531, requesting information about annexation into the South Snohomish County Regional Fire Authority. This resolution fell short of the legal requirements to initiate annexation and did not prompt RFA action in response. November 2023, Council contracted the services of Fitch and Associates to study the feasibility of fire and emergency service alternatives. December 20, 2023, South County Fire notified the City of Edmonds via two letters dated December 19, 2023, emailed to Mayor Nelson and councilmembers, of its intention to terminate the interlocal agreement for fire and emergency medical services as of December 31, 2025. April 24, 2024 - Fitch and Associates submitted their final report, City of Edmonds Emergency Services Analysis. May 7, 2024 - Public Hearing on options for City of Edmonds Fire/EMS Services. Packet Pg. 555 8.3 May 28, 2024 - Council adopted Resolution 1547, stating their preferred alternative for fire and emergency medical services was joining the RFA via annexation, and authorizing the mayor to pursue next steps regarding this alternative. June 3, 2024 - Revised final Fitch report received, incorporating the lead time and cost impacts of the option to buy rolling stock. June 11, 2024 - Council passed Resolution 1549, expressing the intent to purse the benefits of receiving fire and emergency medical services from the South Snohomish County Regional Fire Authority via annexation. June 18, 2024 - Mayor Rosen received a letter from the South County Fire Board of Commissioners in response to questions posed to Fire Chief Bob Eastman regarding contract options. November 19, 2024 - South County Fire Commissioners vote to approve RFA Plan (Amended) considering Edmonds Annexation, and a pre -Annexation agreement. December 3, 2024 - Council holds discussion during the S:OOpm special meeting regarding details of RFA Plan (Amended) and pre -Annexation agreement. These draft minutes (not yet approved by Council) are attached; video of this meeting is available on the city website. December 3, 2024 - Council holds an optional public hearing on Fire/EMS Service Options. December 10, 2024- Council heard audience comments and discussed (with Chief Eastman, Commissioner Widdis and Communications Director Veley) the changes to the proposed RFA Plan (Amended) and Pre -annexation Plan that the commissioners had seemed open to. Recommendation Review and discuss the updated draft documents, receive update on the December 17, 2024 RFA Board of Commissioners' action relating to these draft documents. Motion to approve the updated RFA Plan Amendment (Edmonds Annexation) and Pre -Annexation Agreement and direct the City Attorney to draft a resolution placing the RFA Annexation on the April 2025 ballot. Narrative During the December 10, 2024 Council meeting, RFA Commissioner Ed Widdis and Fire Chief Bob Eastman reported that the RFA Commissioners meeting earlier that same night included discussion of several changes to the RFA Plan and Pre -Annexation Agreement. These changes include a reconsideration of the way Station 16 and 20 would transfer if the City chooses to provide its own fire service, a change to the temporary services agreement regarding SnoCom911 fees, a date correction, clarification of notification date of September 1 for a term agreement ending December 2026, removing language about level of service in 2.2, and establishing that the City may purchase back rolling stock without concurrence of the RFA. The RFA team has updated the draft proposed RFA Plan (Amended) and Pre -annexation Plan, and provided them for both the RFA Commissioner packet for their Dec 17 meeting, and this Dec 17 City Council Packet. Previous versions of the same have been seen and discussed by both stakeholders. The council expects Chief Eastman and Commissioner Widdis to Packet Pg. 556 8.3 recommend approval of these latest versions of the documents at the RFA Board meeting on the 17th. With the details of these plans and the contract alternative* known, Council should contemplate whether the updated RFA Plan (as revised to include Edmonds) and the updated Edmonds Pre - Annexation Agreement continue to represent the Council's preferred alternative for the future of Fire and EMS services, or if Council wishes to elevate another alternative. Discussion of annexation or any other alternative preferred instead, is germane to the motion recommended below as it would provide justification for a no vote. *The contract alternative with the RFA has the same terms as the Temporary Contract (seen at Exhibit 3 of the Pre -Annexation agreement). Previous versions of the Annexation Plan and Pre -Annexation Agreement approved by the RFA commissioners can be found in the Dec 10, 2024 packet (not included as attachments to this memo to avoid mistaking them for the documents representing the draft council is expecting the commission to approve on the 17th) Documents included in this agenda packet are draft versions that still need to be approved by the South County Fire Commissioners. Board action is expected early in the evening on December 17, 2024 and reported to us. Attachments: RFA Plan Amendment (Edmonds Annexation).12..09.2024 clean Pre -Annexation Agreement with exhibits. 12.11.2024 clean E120324 Special - Draft Minutes (not yet approved by Council) FITCH-Final Revised Edmonds Report Updated 6-3-24( Packet Pg. 557 8.3.a SOUTH COUNTY L;1�0, *�j FIRE Amended and Restated Plan for South Snohomish County Fire & Rescue Regional Fire Authority Packet Pg. 558 8.3.a TABLE OF CONTENTS Acknowledgement 2 Section 1: Background & Needs Statements 3 Section 2: Definitions 5 Section 3: Formation Authority 7 Section 4: Jurisdictional Boundaries 9 Section 5: Governance 11 Section 6: Funding and Finance 13 Section 7: Organizational Structure: Personnel & Administration 15 Section 8: Operations and Services 16 Section 9: Annexation of the City of Mill Creek 18 Section 10: Annexation of the City of Mountlake Terrace 20 Section 11: Annexation of the City of Brier 22 Section 12: Annexation of the City of Edmonds 24 APPENDICES Appendix A: Jurisdiction Boundary Map 27 Appendix B: Real Property 28 Appendix C: Personal Property - Vehicles and Apparatus 30 Appendix D: Organization Structure 33 Date Approved by South County Fire Board: November 191h, 2024 Packet Pg. 559 8.3.a ACKNOWLEDGEMENT Recognizing the challenges and opportunities that all fire jurisdictions are facing, the City of Lynnwood and Snohomish County Fire District No. 1, through a partnership of many years, agreed to explore the different governance and funding options available to provide regional fire protection and emergency medical services to the communities we serve. Planning Committee Ian Cotton, Lynnwood City Council George Hurst, Lynnwood City Council Nicola Smith, Lynnwood Mayor Leadership Staff Brad Reading, Fire Chief Robert Eastman, Assistant Chief Gregg Sieloff, Assistant Chief Staff Workgroup Jim McGaughey, Fire District 1 Commissioner Bob Meador, Fire District 1 Commissioner Richard Schrock, Fire District 1 Commissioner City of Lynnwood Fire District 1 Dustin Akers Bill Cushman Robert Bartram Doug Dahl Jared Bond Leslie Hynes Scott DiBenedetto Shaughn Maxwell Julie Moore April Richardson Sarah Olson Amanda Thompson Kevin Zweber Thad Hovis f 2 1 Packet Pg. 560 8.3.a SECTION 1 BACKGROUND & NEEDS STATEMENTS Revision The BACKGROUND & NEEDS STATEMENTS section of the RFA Plan is subject to amendment by a majority vote of the RFA Governance Board. Adopted Revised A. Background and Needs: 1. The ability to respond to emergency situations by fire protection and emergency services jurisdictions has not kept up or progressed with the region's needs and special service demands. Anticipated increases in population, building density and building heights will likely exacerbate this problem. 2. Providing a fire protection and emergency services system requires a collaborative partnership and responsibility among local and regional governments, the private sector, and the community. 3. Delivery of core emergency services and timely development of significant projects can best be achieved through stable funding options for regional fire protection and emergency services. 4. The City of Lynnwood and Snohomish County Fire District No. 1 (prior to its dissolution) had a cooperative partnership, striving to provide the highest level of fire and emergency services to our community within the confines of available resources through a long-standing mutual/auto aid agreement and more recently, through blended management. 5. In 2017, the citizens of the City of Lynnwood and Fire District No. 1 approved combining all functions and services provided by the City of Lynnwood Fire Department and Snohomish County Fire District No. 1 into a single entity, called South Snohomish County Fire & Rescue Regional Fire Authority. 6. The Planning Committee established this Plan using an approach to equitably share costs and contribute assets to form the Regional Fire Authority. 7. Effective August 1, 2022, the City of Mill Creek annexed into the Regional Fire Authority. 8. Effective August 1, 2023, the Cities of Mountlake Terrace and Brier annexed into the Regional Fire Authority. 9. It is anticipated that on April 22, 2025, the City of Edmonds will submit a ballot measure to its citizens seeking approval to annex into the Regional Fire Authority. f 3 1 Packet Pg. 561 8.3.a RFA SECTION 1 PLAN REVISION: The NEEDS STATEMENT section of the (RFA) Plan is subject to amendment by a majority vote of the RFA Governance Board. Packet Pg. 562 8.3.a SECTION 2 DEFINITIONS Revision The DEFINITIONS section of the RFA Plan is subject to amendment by a majority vote of the RFA Governance Board. Adopted Revised A. DEFINITIONS 1. The definitions in this section apply throughout this Plan unless the context clearly requires otherwise. 1.1. "Board," "Governance Board, "or "Governing Board" means the Governance body of a regional fire protection service authority. 1.2. "City" means a city which is a Participating Jurisdiction in the RFA. The term "Cities" shall be used to refer collectively to all cities which are Participating Jurisdictions in the RFA. 1.3. "District' means Snohomish County Fire District No. 1. 1.4. "Effective Date" means October 1, 2017. 1.5. "EMS Levy' is a voter approved property tax levy that must be approved by a supermajority vote. 1.6. "Benefit Charge" is a service charge determined by the required fire -flow, personnel and equipment costs associated with fighting a fire in a particular type and size of structure. 1.7. "Interlocal Agreement' or `ILA" means any interlocal service agreement between the RFA and the City of Lynnwood in providing certain administrative and support services per the adopted Plan. 1.8. "Participating Jurisdictions" means the City of Lynnwood and Snohomish County Fire District No. 1 (now dissolved), both of whom were the original Participating Jurisdictions in the RFA, City of Mill Creek, City of Brier, City of Mountlake Terrace and City of Edmonds. 1.9. "RCW' means Revised Code of Washington. 1.10. "Regional Fire Protection Service Authority," "Regional Fire Authority, " or "RFA" means a regional fire protection service authority formed pursuant to Chapter 52.26 RCW. An RFA is a municipal corporation and independent taxing authority within the meaning of Article VII, Section 1 of the State Constitution, and a taxing district within the meaning of Article VII, Section 2 of the State Constitution. f 5 1 Packet Pg. 563 8.3.a 1.11. "Regional Fire Authority Planning Committee" or "Planning Committee" means the committee created under RCW 52.26.030 to create and propose to the City of Lynnwood and Snohomish County Fire District No. 1 the Regional Fire Authority Plan. 1.12. "Regional Fire Authority Plan," "RFA Plan" or "Plan" means this Regional Fire Protection Service Authority Plan, drafted and approved in accordance with Chapter 52.26 RCW for the development, financing, and operation of the South Snohomish County Fire & Rescue Regional Fire Authority. 1.13. "Regional Fire Authority" or "RFA" means the Regional Fire Protection Service Authority defined in this plan whose boundaries are coextensive with (i) the City of Lynnwood; (ii) the former Snohomish County Fire District No. 1 (now dissolved); (iii) the City of Mill Creek; (iv) the City of Mountlake Terrace; (v) the City of Brier; and (vi) the City of Edmonds. RFA SECTION 2 PLAN REVISION DISPOSITION: The DEFINITIONS section of the RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governance Board. f 6 1 Packet Pg. 564 8.3.a SECTION 3 FORMATION AUTHORITY The FORMATION AUTHORITY section of the RFA Plan is subject to Revision amendment or revision only by submission of a revised RFA Plan to the electorate for approval. Adopted Revised This section provides historical details on the formation of the RFA. Notes Accordingly, the term "Participating Jurisdictions" in this Section 3 only refer to the original participating jurisdictions, namely Snohomish County Fire District No. 1 and the City of Lynnwood. A. REGIONAL FIRE PROTECTION SERVICE AUTHORITY Chapter 52.26 RCW provides statutory authority for the formation of a Regional Fire Authority by the City of Lynnwood and Snohomish County Fire District No. 1. B. PLANNING COMMITTEE AUTHORITY 1. RCW 52.26.030 and RCW 52.26.040 provides statutory authority to form and operate a Planning Committee. 2. The Participating Jurisdictions formed a Planning Committee consisting of three (3) elected officials of the City and three (3) Commissioners of the District. 3. The Planning Committee developed and presented the RFA Plan to the elected officials of each Participating Jurisdiction. C. RFA PLAN APPROVAL AUTHORITY 1. The legislative body of each Participating Jurisdiction reviewed and approved the RFA plan by Joint Resolution and called for an election to approve the RFA Plan. 2. The RFA Plan was submitted to the voters of the City and the District as a ballot measure that must be approved by a simple majority. 3. The Planning Committee had authority to take all necessary actions on behalf of the Participating Jurisdictions and perform all necessary duties as required to place the RFA Plan before the voters. 4. The RFA Plan was approved by a simple majority of the voters of the Participating Jurisdictions, the South Snohomish County Fire & Rescue Regional Fire Authority was formed on the Effective Date in accordance with RCW 52.26.070. 5. f , 1 Packet Pg. 565 8.3.a RFA SECTION 3 PLAN REVISION DISPOSITION: The FORMATION AUTHORITY section of the RFA Plan is subject to amendment or revision only by submission of a revised RFA Plan to the electorate for approval. 8 Packet Pg. 566 8.3.a SECTION 4 JURISDICTIONAL BOUNDARIES Revision The JURISDICTIONAL BOUNDARIES section of the RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governance Board. Adopted Revised A. JURISDICTIONAL BOUNDARIES 1. The jurisdictional boundaries of the RFA shall be the legal boundaries of the Participating Jurisdictions. The boundaries are generally depicted on the map attached hereto and in Appendix A of this RFA Plan. 2. The RFA is also responsible for providing services to the following jurisdictions via the referenced interlocal agreements which have been assigned to the RFA by the following Participating Jurisdictions: 2.1. District Interlocal Agreements: a) City of Mukilteo pursuant to an Interlocal Agreement for Ladder and Battalion Chief response services dated November 1, 2016. 2.2. City of Lynnwood Interlocal Agreements: a) City of Mukilteo pursuant to an Interlocal Agreement Regarding Advanced Life Support Licensing and Fire/EMS Services dated July 21, 2009, between the City of Lynnwood and the City of Mukilteo. B. CHANGES IN JURISDICTIONAL BOUNDARIES Boundary changes that do not require an RFA Plan amendment: 1.1. City annexations of areas included within the jurisdictional boundaries of the RFA. Such annexations will not affect the RFA since the areas will already be within the RFA boundaries. Pursuant to RCW 52.26.290 there will be no required asset or employee transfers between the District and the City. 1.2. City annexations of areas not previously included within the jurisdictional boundaries of the RFA. On the effective date of such annexation, the territory annexed shall automatically be included within the boundaries of the RFA pursuant to RCW 52.26.290. The territory added to the RFA by such annexation shall be subject to the taxation, charges, and bonded indebtedness (if approved as part of the annexation process) of the RFA. Any transfer of assets or employees that occurs because of annexation f 9 1 Packet Pg. 567 8.3.a shall be between the transferring entity and the RFA. 1.3. Annexation of unincorporated areas of the RFA by a City that is not a Participating Jurisdiction in the RFA. On the effective date of such annexation, the territory annexed shall automatically be removed from the boundaries of the RFA. In this situation, the RFA shall not be obligated to transfer employees or assets of the RFA. 1.4. RFA Annexations. Pursuant to RCW 52.26.090(g), the RFA shall have the authority to conduct annexations of unincorporated territory adjacent to the RFA pursuant to the statutory authority and procedures set forth in RCW 52.04.001 through RCW 52.04.051. 1.5. RFA Partial Mergers. Pursuant to RCW 52.26.090(g), the RFA shall have the authority to participate in the partial merger process under the authority and pursuant to the procedures set forth in RCW 52.06.090 and RCW 52.06.100. 2. Boundary Changes that require an RFA Plan Amendment. 2.1. Annexations of Fire Protection Jurisdictions within reasonable proximity to the RFA. Other fire protection jurisdictions that are within reasonable proximity to the RFA are eligible for annexation by the RFA. Upon Plan amendment and voter approval as provided in the annexation procedures of RCW 52.26.300, the boundary of the RFA will be expanded to include such annexed fire protection jurisdictions. RFA SECTION 4 PLAN REVISION DISPOSITION: The JURISDICTIONAL BOUNDARIES section of the RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governance Board. r 10 1 Packet Pg. 568 8.3.a SECTION 5 GOVERNANCE Revision The GOVERNANCE section of the RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governance Board. Adopted Revised A. GOVERNING BOARD STRUCTURE AND OPERATION 1. Governing Board. As provided by RCW 52. 26.080, the RFA Governing Board is established consistent with the terms of this Section and shall have authority as of the Effective Date. 2. Governing Board Positions and Terms. The Governing Board consists of five commissioner districts initially created pursuant to Resolution No. 12812018027 and two at -large positions. Only a registered voter residing within a commissioner district may be a candidate for, or serve as, a commissioner of the commissioner district. Commissioner districts are subject to redistricting as provided in RCW 29A.76. An at -large position may be held by a registered voter residing anywhere within the boundaries of the RFA. The positions and terms are as follows: a. Position 1: Commissioner District 1. December 31, 2025. b. Position 2: Commissioner District 2. December 31, 2029. c. Position 3: Commissioner District 3. 31, 2025. d. Position 4: Commissioner District 4. December 31, 2029. e. Position 5: Commissioner District 5. 31, 2025. The current term expires on The current term expires on The current term expires on December The current term expires on The current term expires on December f. Position 6. At -large position. The current term expires on December 31, 2027. g. Position 7. At -large position. The current term expires on December 31, 2027. 2.1. All commissioner terms are six (6)-year terms. 2.2. Upon annexation of a Participating Jurisdiction, such Participating Jurisdiction shall be entitled to one (1) non -voting position on the Governing Board until January 1 following the year in which a commissioner is elected from any newly drawn commissioner district covering some or all of the Participating Jurisdiction's boundaries. The non -voting position shall be filled either by an elected official or by an employee of the Participating Jurisdiction. Packet Pg. 569 8.3.a 2.3. If the RFA Plan is later amended to expand the Governing Board, the total number of voting members shall be an odd number no greater than nine (9) in number. 3. Governing Rules. The RFA Governing Board shall develop and adopt by- laws, governance policies, and rules for the RFA Governing Board to conduct business in accordance with RCW 52.26.080. 4. Authority. The RFA Governing Board shall have all the power and authority granted governing boards under Washington State law and shall include the power and authority to make any decisions appropriate for the RFA and for matters related to Title 52 RCW. 5. Compensation of Governing Board. Commissioners of the Governing Board will receive compensation in the same manner and under the same conditions as provided by law for commissioners of a fire protection district organized under Title 52 RCW. RFA SECTION 5 PLAN REVISION DISPOSITION: The GOVERNANCE section of the Plan may be amended by a majority vote of the RFA Governance Board. r 12 1 Packet Pg. 570 8.3.a SECTION 6 FUNDING and FINANCE Revision The FUNDING and FINANCE section of the RFA Plan is subject to amendment or revision by the Governing Board except when voter approval is required by statute. Adopted Revised A. RFA REVENUES 1. Tax Levies. The RFA shall be authorized to levy and collect taxes in accordance with RCW 52.26.050(1)(b) ("Fire Levy") up to a maximum of $1.50 per thousand of assessed valuation. 2. Benefit Charge. In 2020, voters in the RFA approved a benefit charge pursuant to RCW 52.25.220. The Benefit Charge was renewed by voters in 2024 and is effective for calendar years 2021 — 2036. The Governing Board may seek voter approval to renew the Benefit Charge. Whenever a Benefit Charge is imposed, the RFA's maximum Fire Levy will be $1.00 per thousand of assessed valuation in accordance with RCW 52.26.240. 3. EMS Levy. The RFA is authorized to levy and collect up to $0.50 per thousand of assessed valuation for its EMS levy as authorized by RCW 84.52.069. 4. Service Contracts. To the extent permitted by law, the RFA Governance Board shall have the authority to pursue and contract with agencies and entities exempt from property taxes in accordance with RCW 52.30.020 and related statutes. 5. Fire Impact and Mitigation Fees. The RFA may enter into interlocal agreements with Snohomish County and/or the City of Lynnwood and other Cities to collect such fees. 6. Transport Fees. The RFA Board will charge and collect transport fees in accordance with policies adopted by the RFA Governing Board. 7. Additional Revenue Options. The RFA Governing Board shall have the authority to pursue, subject to any applicable statutory voter approval requirements and the RFA Plan Amendment, if required, all additional revenue sources authorized by law including, but not limited to, revenue sources specifically identified in Title 52 RCW and Title 84 RCW that are not otherwise addressed in chapter 52.26 RCW. B. ASSETS Real Property. Appendix B identifies the Real Property owned by the RFA. f 13 1 Packet Pg. 571 8.3.a 2. Apparatus and Vehicles. Appendix C identifies all apparatus and vehicles owned by the RFA. 3. Historical Transfers of Property and Liabilities to RFA. The original RFA Plan details transfers of property and liabilities which were transferred by the City of Lynnwood and Snohomish County Fire District No. 1 to the RFA upon its formation. Those provisions have been removed from this Amended and Restated Plan solely for clarity and conciseness of this Section. Those provisions are incorporated herein by reference. C. LIABILITIES The following City of Lynnwood Debt/Liabilities are retained by the City of Lynnwood: 1.1. The balance of the City of Lynnwood's 20-year debt obligation to SERS associated with construction of the regional 800 MHz system. 1.2. The City of Lynnwood retains its Fireman's Pension Fund created under Chapter 41.18 RCW and will make required pension payments to eligible participants. RFA SECTION 6 PLAN REVISION DISPOSITION: The FUNDING AND FINANCE section of the RFA Plan is subject to amendment or revision by majority vote of the Governing Board except when voter approval is required by statute. f 14 1 Packet Pg. 572 8.3.a SECTION 7 ORGANIZATION STRUCTURE: PERSONNEL & ADMINISTRATION Revision The ORGANIZATIONAL STRUCTURE: PERSONNEL & ADMINISTRATION section of the RFA Plan is subject to amendment by a majority vote of the RFA Governance Board Adopted Revised A. ORGANIZATIONAL STRUCTURE Organizational Chart. The current Organization Chart for the RFA is set forth in Appendix D of the RFA Plan. The Fire Chief shall have authority to adjust the Organizational Chart as necessary to improve service delivery without amending the RFA Plan. B. PERSONNEL Fire Chief. The Fire Chief shall at all times be appointed and serve at the pleasure of the Governance Board. 2. Personnel. See Organization Chart, Appendix D. C. ADMINISTRATION Administration. On the Effective Date, the City of Lynnwood's administrative and business functions, agreements, documents, operations, and policies and procedures related to its fire department were transferred from the City of Lynnwood Fire Department to the RFA except as otherwise noted in this Plan. 2. City of Lynnwood Retained Administrative Service Responsibilities. The City of Lynnwood shall continue to provide the following services: 2.1. The City of Lynnwood LEOFF Board will continue to oversee LEOFF 1 benefits for City of Lynnwood retirees in accordance with the City of Lynnwood LEOFF 1 Policies and Procedures. RFA SECTION 7 PLAN REVISION DISPOSITION: The ORGANIZATIONAL STRUCTURE: PERSONNEL & ADMINISTRATION section of The RFA Plan is subject to amendment by a majority vote of the RFA Governance Board. f 15 1 Packet Pg. 573 8.3.a SECTION 8 OPERATIONS AND SERVICES Revision The OPERATIONS AND SERVICES section of the RFA Plan is subject to amendment by a majority vote of the RFA Governance Board. Adopted Revised A. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES 1. The RFA is the primary service provider for fire protection, fire suppression and emergency medical services (including ambulance transports) throughout the RFA's jurisdictional boundaries. 2. The Governing Board shall determine services, standards of coverage, and levels of service as it deems appropriate. 3. All automatic aid and mutual aid agreements, all interlocal agreements and contractual services agreements, documents, or memorandums in place with the City of Lynnwood Fire Department and the District were transferred to the RFA on the Effective Date to provide continuous, seamless readiness and emergency services coverage. Notwithstanding the foregoing, the City of Lynnwood's interlocal agreements with SERS and SNOCOM were modified to provide that the RFA will assume the fire related rights and obligations under these agreements and that the RFA shall be entitled to the City of Lynnwood's fire -related equity interests under both these agreements. B. FIRE MARSHAUINSPECTION SERVICES Fire Marshal Service Providers: 1.1. Fire Marshal Services within the boundaries of the RFA are provided as follows: a. Within the Cities: The RFA provides fire investigation to the Cities. Additionally, the RFA provides certain fire code enforcement services (e.g., plan reviews, inspections and enforcement) to the Cities pursuant to interlocal agreements which serve to compensate the RFA for such services. b. Within unincorporated Snohomish County: Snohomish County provides Fire Marshal Services. c. The RFA may provide Fire Marshal and inspection services to another local municipal jurisdiction through an interlocal agreement. C. EMERGENCY MANAGEMENT SERVICES f 16 1 Packet Pg. 574 8.3.a Emergency Management Services are provided as follows: a. Within Cities: Snohomish County DEM provides Emergency Management Services within the Cities of Lynnwood, Mill Creek, Brier and Mountlake Terrace boundaries pursuant to City contracts with DEM. b. Within unincorporated Snohomish County: Snohomish County Department of Emergency Management provides Emergency Management Services. D. PUBLIC EDUCATION SERVICES The RFA provides Public Education Services throughout the jurisdictional boundaries of the RFA and its service area. E. PURCHASING 1. From time to time, the Governing Board shall formally adopt written policies a. Purchases of goods, equipment, supplies or materials b. Public works c. Professional services 2. The Governing Board expressly declares that such policies need not be in accordance with Title 52.26.090(g) RFA SECTION 8 PLAN REVISION DISPOSITION: The OPERATIONS AND SERVICES section of the RFA Plan is subject to amendment by a majority vote of the RFA Governance Board. f 17 1 Packet Pg. 575 8.3.a SECTION 9 ANNEXATION OF CITY OF MILL CREEK The ANNEXATION OF MILL CREEK section Revision of the RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governing Board. Adopted Revised A. ANNEXATION The City of Mill Creek annexed into the RFA on August 1, 2022 (the "Mill Creek Annexation Date"). C. PROVISION OF FIRE AND EMERGENCY MEDICAL SERVICES The RFA provides fire and emergency medical services to the City of Mill Creek, including ambulance transports. 2. The RFA initially adopted the City of Mill Creek's Standards of Coverage Document for the City of Mill Creek's jurisdictional boundary area. D. FIRE MARSHAL / INSPECTION SERVICES The RFA provides certain fire code enforcement services to the City of Mill Creek pursuant to an interlocal agreement in which the City of Mill Creek assesses fire fees and charges adopted by the RFA and remits a portion of those fire fees and charges to the RFA. The City of Mill Creek retains the authority to set fees to its citizens for the Fire Marshall Services and retain the revenues. E. TRANSITION OF PROPERTY AND ASSETS The City of Mill Creek transferred to the RFA the following property, assets, and records on an "as is, where is" condition: • Station 76. The real property commonly known as 1020 153rd St. SE, Mill Creek, WA 98012 ("Station 76") along with all its fixtures, furnishings and equipment. The City will have a right of reversion to re -acquire the property in the event that it is no longer used as a fire station, the terms of which are described in a pre -annexation agreement, and which shall control. • Equipment, Etc. All City of Mill Creek owned equipment associated with the provision of fire and emergency medical services as identified in the pre - annexation agreement. f is 1 Packet Pg. 576 8.3.a • Records and Materials. All reports, documents, surveys, books, records, files, papers, and electronic or written material that are owned by or in the possession of the City of Mill Creek and which relate to the provision of fire and emergency medical services within the City of Mill Creek. F. FINANCES Transport Fees. The RFA is entitled to bill and collect for Transport Fees for transports originating within the City of Mill Creek. 2. Liabilities. Commencing on the Mill Creek Annexation Date, the RFA assumed the periodic fire related payment obligations of the City of Mill Creek interlocal agreement with Sno911. Otherwise, the RFA did not assume any liabilities of the City of Mill Creek. RFA SECTION 9 PLAN REVISION DISPOSITION: The ANNEXATION OF THE CITY OF MILL CREEK section of the Plan may be amended by a majority vote of the RFA Governance Board. f 19 1 Packet Pg. 577 8.3.a SECTION 10 ANNEXATION OF CITY OF MOUNTLAKE TERRACE The ANNEXATION OF MOUNTLAKE TERRACE section of the RFA Plan is subject Revision to amendment or revision only by a majority vote of the RFA Governing Board. Adopted Revised A. ANNEXATION The City of Mountlake Terrace annexed into the RFA on August 1, 2023 (the "Mountlake Terrace Annexation Date"). B. PROVISION OF FIRE AND EMERGENCY MEDICAL SERVICES The RFA provides fire and emergency medical services to the City of Mountlake Terrace, including ambulance transports. 2. The RFA adopted the City of Mountlake Terrace's Standards of Coverage Document for the City of Mountlake Terrace's jurisdictional boundary area. C. FIRE MARSHAL / INSPECTION SERVICES The RFA provides certain fire code enforcement services to the City of Mountlake Terrace pursuant to an interlocal agreement in which the City of Mountlake Terrace assesses fire fees and charges adopted by the RFA and remits a portion of those fire fees and charges to the RFA. D. TRANSITION OF PROPERTY AND ASSETS The City of Mountlake Terrace transferred title to all personal property related to fire and emergency medical services to the RFA. Station 19 has not been transferred to the RFA on the Mountlake Terrace Annexation Date because it is located on a parcel of property which also contains City Hall. Transferring title to the Fire Station would have required the property to be subdivided. In lieu of undertaking a subdivision, the City entered into a perpetual Use Agreement to allow the RFA to use Station 19 for as long as the RFA uses Station 19 as a fire station. The RFA shall not be charged for such use of Station 19. If the RFA ceases to use Station 19 as a fire station, the City shall pay to South County Fire a portion of the capital improvement expenses it incurred as further detailed in the Use Agreement. If the City terminates the Use Agreement, the parcel on which the Fire Station is located will be subdivided by the RFA, and the Fire Station will thereafter be conveyed to the RFA at no charge. E. EMPLOYMENT OF CITY OF MOUNTLAKE TERRACE EMPLOYEES 20 Packet Pg. 578 8.3.a No employees of the City of Mountlake Terrace transferred to the employment of the RFA on the Mountlake Terrace Effective Date. FINANCES Transport Fees. The RFA is entitled to bill and collect for Transport Fees related to transports originating within the City of Mountlake Terrace. 2. Liabilities. a. Commencing on the Mountlake Terrace Annexation Date, the RFA assumed the periodic fire related payment obligations of the City of Mountlake Terrace interlocal agreement with Sno911. b. City of Mountlake Terrace rights and obligations under LEOFF 1 retiree medical were transferred to the RFA upon the Mountlake Terrace Annexation Date, including any Long -Term Care policies maintained by the City. c. The City of Mountlake Terrace retained its Fireman's Pension Fund, if any, created under Chapter 41.18 RCW and will make required pension payments to eligible participants. d. The RFA assumed the City's liability for the retroactive payment billing due during the first quarter of 2023 pursuant to section 4.1.3(f) of the Interlocal Agreement for Fire and Emergency Medical Services dated January 13, 2005. e. Except as set forth above, the RFA has not assumed any liabilities of the City of Mountlake Terrace. RFA SECTION 10 PLAN REVISION DISPOSITION: The ANNEXATION OF THE CITY OF MOUNTLAKE TERRACE section of the Plan may be amended by a majority vote of the RFA Governance Board. r 21 1 Packet Pg. 579 8.3.a SECTION 11 ANNEXATION OF CITY OF BRIER The ANNEXATION OF BRIER section of the Revision RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governing Board. Adopted Revised A. ANNEXATION The City of Brier annexed into the RFA on August 1, 2023 (the "Brier Annexation Date"). B. PROVISION OF FIRE AND EMERGENCY MEDICAL SERVICES The RFA provides fire and emergency medical services to the City of Brier, including ambulance transports. 2. The RFA initially adopted the City of Brier's Standards of Coverage Document for the City of Brier's jurisdictional boundary area. C. FIRE MARSHAL / INSPECTION SERVICES The RFA provides certain fire code enforcement services to the City of Brier pursuant to an interlocal agreement in which the City of Brier assesses fire fees and charges adopted by the RFA and remits a portion of those fire fees and charges to the RFA. D. TRANSITION OF PROPERTY AND ASSETS No property or assets were transferred to the RFA on the Annexation Date. E. EMPLOYMENT OF CITY OF BRIER EMPLOYEES No employees of the City of Brier transferred to the employment of the RFA on the Effective Date. F. FINANCES 1. Transport Fees. The RFA is entitled to bill and collect for Transport Fees for transports originating within the City of Brier. 2. Liabilities. Commencing on the Annexation Date, the RFA assumed the periodic fire related payment obligations of the City of Brier interlocal agreement with Sno911 commencing on the Annexation Date. Otherwise, the RFA did not assume any liabilities of the City of Brier. RFA SECTION 11 PLAN REVISION DISPOSITION: r 22 1 Packet Pg. 580 8.3.a The ANNEXATION OF THE CITY OF BRIER section of the Plan may be amended by a majority vote of the RFA Governance Board. 2? Packet Pg. 581 8.3.a SECTION 12 ANNEXATION OF CITY OF EDMONDS The ANNEXATION OF EDMONDS section of Revision the RFA Plan is subject to amendment or revision only by a majority vote of the RFA Governing Board. Adopted Revised A. ANNEXATION AUTHORITY Chapter 52.26.300 RCW provides statutory authority for the annexation of additional participating jurisdictions into a regional fire authority. B. REVISED RFA PLAN APPROVAL 1. On June 11, 2024, the City of Edmonds adopted Resolution No. 1549 requesting to annex into the RFA. 2. On December 17, 2024, the Governing Board of the RFA adopted Resolution No. , to amend the RFA Plan to establish terms and conditions of the requested annexation by the City of Edmonds. 3. On , 2024, the City of Edmonds adopted Resolution No. _ approving the amended RFA Plan and the annexation of the City of Edmonds into the RFA and calling an election on the matter at the special election to be held on April 22, 2025. 4. The Amended and Restated RFA Plan and the measure for the City of Edmonds to annex into the RFA is being submitted to the voters of the City of Edmonds at the special election on April 22, 2025, as a single ballot measure that must be approved by a simple majority. 5. If the City of Edmonds voters approve the annexation and the Amended RFA Plan at the special election, then on June 1, 2025 , (the "Edmonds Annexation Date"), the annexation of the City of Edmonds into the RFA will be effective in accordance with RCW 52.26.300, at which time the City of Edmonds will become a Participating Jurisdiction in the RFA. 6. This Amended and Restated Plan shall be automatically void if the voters of the City of Edmonds do not approve the ballot measure at the special election on April 22, 2025, in which case the prior RFA Plan shall be effective without further action of the Governing Board. C. TRANSITION OF FIRE AND EMERGENCY MEDICAL SERVICES 24 J Formatted: Highlight Packet Pg. 582 8.3.a On the Edmonds Annexation Date, all current operational and service delivery aspects of fire suppression and emergency medical services for the City of Edmonds, including ambulance transports, shall be performed by the RFA. D. FIRE MARSHAL / INSPECTION SERVICES Effective on the Edmonds Annexation Date, the RFA will provide certain fire code enforcement services to the City of Edmonds pursuant to an interlocal agreement in which the City of Edmonds assesses fire fees and charges adopted by the RFA and remits a portion of those fire fees and charges to the RFA. E. TRANSITION OF PROPERTY AND ASSETS On the Edmonds Annexation Date, the City will transfer title to Fire Stations 16 and 20 to the RFA without cost. The City will have a right of reversion to re -acquire either fire station in the event that such property is no longer used as a fire station, the terms of which are described in a pre -annexation agreement, and which shall control. Station 17 has not been transferred to the RFA on the Edmonds Annexation Date because it is located on a parcel of property which also contains other City departments. Transferring title to Station 17 would have required the property to be subdivided. In lieu of undertaking a subdivision, the City entered into a perpetual Use Agreement to allow the RFA to use Station 17 for as long as the RFA uses Station 17 as a fire station. The RFA shall not be charged for such use of Station 17. If the RFA ceases to use Station 17 as a fire station, the City shall pay to South County Fire a portion of the capital improvement expenses it incurred as further detailed in the Use Agreement. If the City terminates the Use Agreement, the parcel on which the Fire Station is located will be subdivided by the RFA, and the Fire Station will thereafter be conveyed to the RFA at no charge. The City will have a right of reversion to re -acquire Station 17 in the event that, after being conveyed to the RFA, such property is no longer used as a fire station by the RFA, the terms of which are described in a pre -annexation agreement, and which shall control. F. EMPLOYMENT OF CITY OF EDMONDS EMPLOYEES No employees of the City of Edmonds shall transfer to the employment of the RFA on the Effective Date. G. FINANCES Transport Fees. Commencing on the Edmonds Annexation Date, the RFA will be entitled to bill and collect for Transport Fees for transports originating within the City of Edmonds. 2. Liabilities. Commencing on the Annexation Date, the RFA shall assume only the following liabilities of the City of Edmonds: a. The periodic fire related payment obligations of the City of Edmonds f 25 1 Packet Pg. 583 8.3.a interlocal agreement with Sno911. b. City of Edmonds' rights and obligations under LEOFF 1 firefighter retiree medical, including any Long -Term Care policies maintained by the City. Provided, however, that the City of Edmonds LEOFF Board will continue to oversee LEOFF 1 benefits for City of Edmonds retirees in accordance with the City of Edmonds LEOFF 1 Policies and Procedures. c. The periodic payment obligations of the City of Edmonds for the interlocal agreement with Snohomish County DEM for three years (2025-2027). H. PARTICIPATION ON GOVERNING BOARD. See Section 5, subsection 2.2 of this Plan. RFA SECTION 12 PLAN REVISION DISPOSITION: The ANNEXATION OF THE CITY OF EDMONDS section of the Plan may be amended by a majority vote of the RFA Governance Board. f 26 Packet Pg. 584 8.3.a APPENDIX [JURISDICTION BOUNDARY MAP] fl ,- ;1 / IVNNWUIIN `- m m 111MONIIS 1 --- � MIIIINII AKI' _ I I RRA( I ._ 1 �IIUIr I ,` 6--�--— JI = r i 1 MIII(n11K- kiq t x' 1 It i 27 1 w South County fire Boundaries — Map. we ¢ � wanxeas M0- C3 E& b: = wry pwu C3 Man w Te de S Cnvly nm C d v N O N 0) O Packet Pg. 585 8.3.a APPENDIX B REAL PROPERTY Facility Year Built Fire District 1 Address Land SF Building SF IS 10 2010 3922 156th Street SW, Lynnwood, WA 98087 54,014 13,100 FS 11 1989 12310 Meridian Ave, Everett, WA 98208 116,025 16,270 IS 12 2005 3525 108`h SE, Everett, WA 98208 127,892 10,100 FS 13 1980 13611 Puget Park Rd, Everett, WA 98208 48,184 7,430 IS 18 2010 21206 Poplar Way, Brier, WA 98036 97,574 8,780 FS 21 2009 16819 131h Ave W, Lynnwood, WA 98036 118,047 12,960 IS 22 1972 20510 Damson Rd, Lynnwood, WA 98036 28,749 5,080 FS 23 1972 4324 Serene Way, Lynnwood, WA 98087 57,934 5,080 District 1 HQ 1974 12425 Meridian Ave S, Everett, WA 98208 228,240 36,000 Tower 12425 Meridian Ave S, Everett, WA 98208 3,361 -Training Classrooms 12425 Meridian Ave S, Everett, WA 98208 2,304 -Training Fender property Fender Drive, Lynnwood, WA 98087 3+ acres 0 Manor property 2224 Manor Way, Lynnwood, WA 98037 47,916 0 Alderwood Mall Parkway property New Station 22 property City of Lynnwood Facility Year Built Address Land SF Building SF FS 14* 1990 18800 6811 Ave W, Lynnwood, WA 98037 20,037 4,540 FS 15** 1995 18800 44' Ave W, Lynnwood, WA 98036 59,242 18,710 City of Mill Creek Facility Year Built Address Land SF Building SF FS 76**** 1988 1020 153rd St SE, Mill Creek, WA 98102 1.38 acres 4,190 City of Mountlake Terrace Facility Year Built Address Land SF Building SF FS 19**** - Subject to 2005 5902 - 232nd St. SW Mountlake Terrace, WA NA 7,350 Q Packet Pg. 586 8.3.a Use Agreement with 98043 City of Mountlake Terrace City of Edmonds Facility Year Built Address Land SF Building SF FS 16**** 2003 8429 19611 ST SW Edmonds, WA 98026 1.3 acres 10,810 FS 17 Subject to Use 1999 275 6th Avenue N Edmonds, WA 98020 NA 8,900 Agreement with City of Edmonds FS 20**** 1992 23009 88th Avenue W Edmonds, WA 98026 .6 acres 6,510 * The City of Lynnwood has an option to purchase Station 14 (the land and the building) if the station ever ceases to be continuously used for fire service. The Option has been recorded under Snohomish County Auditor File No. 201710110192. **The deed conveying Station 15 to the RFA and recorded under Snohomish County Auditor File No. 201710110193 contains a reversionary interest providing that the title to the land and the station will return to the City of Lynnwood if the station ever ceases to be continuously used for fire service. The amount of compensation to be paid to the RFA for such reversion shall be negotiated by the RFA and the City of Lynnwood. *** As used in the foregoing notations, the term Used for fire service" shall mean more than 50% of the facility is used continuously for fire suppression, department support or administration. ***The transfer of Station 76 from the City of Mill Creek to the RFA contains a reversionary interest and for the City of Mill Creek to pay the fair market value for such station as set forth in the pre -annexation agreement. The fair market value will be reduced by the City's equity interest in the station, as adjusted for inflation provided that the City annexes into the RFA not later than August 1, 2023. ****The transfer of Stations 16 and 20 from the City of Edmonds to the RFA shall contain a reversionary interest for the City of Edmonds to repurchase either station in the event such station is not being used as an "Active Fire Station". The price shall be fair market value, less the equity the City had in the station at the date of transfer to the RFA, as adjusted by inflation, as described in the deed. In the event the City of Edmonds were to de -annex from the RFA, both Stations would be transferred back to the City of Edmonds for no consideration. The 15 fire stations identified in the real property table above are staffed and maintained by the RFA for the operational readiness to provide fire and EMS services to the citizens of the RFA. 0 Packet Pg. 587 8.3.a APPENDIX C PERSONAL PROPERTY - VEHICLES AND APPARATUS App No. license Vin year model Make 143 93286C 1 FTSW21508EA62932 2008 FORD F-250 PICK-UP 1 391185 1925 REO PUMPER 250 GPM 146 95224C 1 FDXE45PX9DA63704 2009 FORD/ BRAUN NORTHSTAR E-450 SD 145 95223C 1FDXE45P89DA63703 2009 FORD/BRAUNNORTHSTAR E-450SD 106 78921C 1FDXE45P16HA05615 2006 FORD/BRAUN NORTH STAR E-450 SD 147 96980C 4S7AT2D959C072158 2009 SPARTAN/SVI AIR UNIT 100 75935C 1GNEK13Z75J244592 2005 CHEVROLETTAHOE SUV 126 91089C 1GNGK46K89R254631 2009 CHEVROLET SUBURBAN SUV 110 81414C 3GNGKZ6K77G161861 2007 CHEVROLET SUBURBAN SUV 103 75936C AGBKP32K8R3311793 1994 CHEVROLET STEP -VAN UTILITY 102 75937C 1GNEK13Z15J251554 2005 CHEVROLETTAHOE SUV 160 B3859C 1 FM5K8AR1 GGB55598 2016 FORD EXPLORER AWD SUV 104 78303C 5NHUTBT2N6T405828 2005 CARGOMATE TRAILER TRAILER 131 93290C 1 FDAW5HR6AEA09059 2009 FORD/PACIFIC TRUCK F-550 SD 42 40077C 4S7AT9D02TCO20195 1996 SPARTAN/DARLEY 1500 GPM 113 84285C 4F7AT2F936C056016 2007 SPARTAN/H&W PUMPER 1500 GPM 34 21634C 457BT9F07MC003699 1991 SPARTAN/DARLEY 1500 GPM 114 84287C 4S7AT2F956C056017 2007 SPARTAN/H&W PUMPER 1500 GPM 78 171683C 4Z3AAAXG54RN02993 2004 AMERICAN LAFRANCE 1500 GPM 140 93288C 4S7AT2F996C053881 2006 SPARTAN/H&W PUMPER 1500 GPM 133 932921C 4SAT4198WCO21121 1998 SPARTAN/DARLEY PUMPER 1500 GPM 119 96060C 4S7AT2F998C070036 2008 SPARTAN/CRIMSON PUMPER 1500 GPM 125 96061C 4S7AT2F9X9C070533 2008 SPARTAN/CRIMSON PUMPER 1500 GPM 132 932912 4S7AT419XWCO21122 1998 SPARTAN/DARLEY PUMPER 1500 GPM 120 96038C 4S7AT2F908C070037 2008 SPARTAN/CRIMSON PUMPER 1500 GPM 92 82381C 4S7AT33991C039627 2002 SPARTAN/H&W PUMPER 1500 GPM 77 71682C 4Z3AAACG34RNO2992 2004 AMERICAN LAFRANCE 1500 GPM 33 21633C 457BT9F05MC003698 1991 SPARTAN/DARLEY 1500 GPM r Q Packet Pg. 588 8.3.a 159 B3831 C 1 FM5K8AR3GGB55599 2016 FORD EXPLORER AWD SUV 35 22957C 1 B7KE26C4NS680942 1992 DODGE PICKUP 3/4 TON 161 B3860C 1 FTBF2B67GEB54822 2016 FORD F250 4 X 4 P/U 3/4T P/U 101 75934C 1GNEK13Z55J245157 2005 CHEVROLETTAHOE SUV 97 75924C 1 FMDU72K75ZA66945 2005 FORD EXPLORER SUV 32 19453C 4BMFH2029M1100528 WILSON TRAILER TRAILER 149 85462C 4YMUL08147T092838 2007 CARRY -ALL TRAILER TRAILER 124 188755C 2FAHP71V78X145945 2008 FORD POLICE INTERCEPTOR SEDAN 144 93287C 1 FMCUC93158KA30357 2008 FORD ESCAPE SUV 150 99076C 4ENDABA86N1009933 1992 E-ONE/LADDER 95FT. 1500 GPM 71 60911C 4EN3ABA8111003138 2001 E-ONE/ LADDER 100 FT. 2000 GPM 118 96059C 4S7XZF949C070371 2008 SPARTAN/CRIMSON LADDER 103 FT. 1500 GPM 157 A8988C 1GD675CL6E1177495 2014 GMC AMBULANCE SC4 127 93569C 1 FDXE45P09DA42926 2009 FORD/BRAUN NORTHSTAR E-450 SD 156 A8989C 1GD675CLOE1177122 2014 GMC AMBULANCE SC4 136 93281 C 1 FDXE45F61 HBO5466 2001 FORD/ROAD RESCUE E-450 SD 130 195208C 1 FDXE45P29DA68539 2009 FORD/BRAUN NORTHSTAR E-450 SD 117 82345C 1 FDXE45P16DB33893 2007 FORD/BRAUN NORTHSTAR E-450 SD 128 93557C 1 FDXE45P99DA68537 2009 FORD/BRAUN NORTHSTAR E-450 SD 129 94348C 1 FDXE45P09DA68538 2009 FORD/BRAUN NORTHSTAR E-450 SD 155 A8990C 1GD675CLXE1178133 2014 GMC AMBULANCE SC4 115 82344C 1 FDXE45P76DB33896 2007 FORD/BRAUN NORTHSTAR E-450 SD 141 93282C 1 FDX45P46DB40773 2006 FORD/BRAUN NORTHSTAR E-450 SD 153 A8215C 1 FMPU16595LA77690 2005 FORD EXPEDITION SUV 109 81392C 1GNFK13017J215050 2007 CHEVROLETTAHOE SUV 139 93287C 1GNEK13Z75R220701 2005 CHEVROLETTAHOE SUV 154 A9409C 1GNSK5EC2FR275786 2015 CHEVY SUBURBAN SUV 98 75925C 1 FMDU72K95ZA66946 2005 FORD EXPLORER SUV 67 50601C 1FMPU18L8XLA45280 1999 FORD EXPEDITION SUV 122 88757C 2FAHP71V08XI45947 2008 FORD POLICE INTERCENTOR SEDAN 123 88756C 2FAHP71V98X145946S 2008 FORD POLICE INTERCEPTOR SEDAN 96 75931C 2D8GP44185R529474 2005 DODGE CARAVAN, RED MINI VAN 121 88761C 1GBDV13WX8D211305 2008 CHEVROLET UPLANDER, WHITE CARGO VAN 158 B3830C 1 FM5K8ARXGGB55597 2016 FORD EXPLORER AWD SUV 105 78304C 5NHUTBT256T405986 2005 CARGOMATE TRAILER TRAILER 74 70226C 1 FDXE45F23HB46521 2003 FORD/BRAUN NORTH STAR E450-SD 75 70227C 1 FDXE45F43HB46522 2003 FORD/BRAUN NORTH STAR E450-SD 107 78922C 1 FDXE45TX68A05614 2006 FORD/BRAUN NORTH STAR E-450 SD 116 82346C 1 FDXE45PX6DB33892 2007 FORD/BRAUN NORTHSTAR E-450 SD y C O 'rr Q O O V d N N W d L_ LL 4- 0 a O t� Q c d r O IL_ c O .y N 3 v _y G c O d v N 0 N of 0 N c O R x m c c Q y c O E W c d E c d E Q c a Q U- c d E w r Q Packet Pg. 589 8.3.a 108 81391C 1GNK13077J15053 2007 CHEVROLETTAHOE SUV 111 81415C 1GCCS19EX78149247 2007 CHEVROLET COLORADO PICK-UP 148 96981C 4S7AT2D9X9C071345 2009 SPARTAN/SVI RESCUE 112 81416C 1GCCS19e578148054 2007 CHEVROLET COLORADO PICK-UP 91 82383C 4S7BT9H08LC002679 1990 SPARTAN/DARLEY PUMPER 1500 GPM 93 82386C 1FMPU18L5WLB44363 1998 FORD EXPEDITION SUV 162 4SAT2D98HC081046 2016 SPARTAN PUMPER 1500GPM 163 4SAT2D98HC081047 2016 SPARTAN PUMPER 1500GPM 164 B8256C 1FAHP2H81HG111539 2017 FORD TAURUS SEDAN 165 B8262C 1GNSKDEC9HR232298 2017 CHEVYTAHOE SUV 166 B8272C 1 FM5K8ARXHGC27559 2017 FORD EXPLORER AWD SUV 142 93285C 3GNGK26K87G304591 2007 CHEVROLET SUBURBAN SUV 167 43646D 1 FMFU16587LA84189 2007 Ford Expedition 154 142389D 1 FMPU165X6LA73651 2006 Ford Expedition 170 42388D 1 FMFU16567LA87138 2007 Ford Expedition 198 47266D 1 FTSW21 R78EE06534 2008 Ford F-250 F-250 C-99 25038D 1 FMCU02171 KC24181 2001 Ford Escape 218 49350D 1HTMRAZL69H135155 2009 Navistar 219 49351 D 1 HTMRAZL89H135156 2009 Navistar 244 51039D 4S7AT2C979C071160 2010 H & W 161 105450D 4S7AT2C996C055845 2007 H & W F-20 22767D 457AT41931C037736 2001 H & W F-15 22764D 4S7AX4199YC033589 2000 Smeal 249 53715D 1FDXE4FPOADA27958 2010 Ford E450 267 25048D 1 FDXE40F5WHB72185 1998 Ford E450 309 59141 D 1 FMCU9GXXFUC06125 2015 Escape 310 59140D 1 FMCU9GX1 FUC06126 2015 Escape 311 60142D 1 FMCU9GX3FUC06127 2015 Escape 315 60141D 1FM5K8AT6FGC67761 2015 Taurus 333 62021D 1FAHP2H81GG111992 2015 Taurus r Q Packet Pg. 590 8.3.a APPENDIX D [ORGANIZATIONAL STRUCTURE] _ 0 a O a) d N cn 2 W d L_ LL 4- 0 _ Q _ d O a c 0 .N _ 0 d ci v N O N O O N _ O O x a) _ _ Q N _ O E W _ d E _ a) E Q _ IL Q LL _ d w Q Packet Pg. 591 8.3.a _ 0 a O (1) d N U) r- w 'm L_ LL 4- 0 _ U Q _ d O a c O N _ 0 M d ci v N O N 0) O N _ O O x d _ C Q N C O E W _ d E _ d E Q C IL Q LL _ d r Q Packet Pg. 592 8.3.b PRE -ANNEXATION INTERLOCAL AGREEMENT BETWEEN SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY AND THE CITY OF EDMONDS THIS INTERLOCAL AGREEMENT (the "Agreement") is entered into by and between SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY, a Washington municipal corporation (the "RFA") and the CITY OF EDMONDS, a Washington municipal corporation (the "City") on this _day of , 2024 (the "Effective Date"). WHEREAS, the City currently receives fire and emergency medical services from the RFA pursuant to 2009 Interlocal Agreement that later became a Revised and Restated Interlocal Agreement for Fire and Emergency Medical Services dated January 26, 2017, which was amended again in 2021 ("Original ILA") and which will terminate on December 31, 2025 (the "Original ILA Termination Date"); WHEREAS, the City will, not later than the April 22, 2025 special election, submit to the voters a measure ("Annexation Measure") for the City to annex into the RFA effective June 1, 2025 (the "Annexation Date") [herein, the term "Annexation Date" shall refer to the June 1, 2025 effective date of the City's annexation into the RFA as set forth in the applicable ballot measure or as otherwise provided in RCW 52.26.300]; WHEREAS, if the annexation of the City into the RFA is approved by the voters at a special election on April 22, 2025, pursuant to Chapter 52.26 RCW (the "Annexation"), the City shall annex into the RFA on the Annexation Date; WHEREAS, the RFA and the City are authorized, pursuant to Chapter 39.34 of the Revised Code of Washington, to enter into interlocal cooperation agreements which allow the RFA and the City to cooperate with each other to provide high quality services to the public in the most efficient manner possible. NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the parties hereto agree as follows: 1. Purpose. The purpose of this Agreement is to implement the amendments to the Regional Fire Authority Plan ('RFA Plan") approved by the RFA Board on December 17, 2024 to ensure a smooth and seamless annexation of the City into the RFA. 2. Term. This Agreement shall take effect on the later of (i) the Effective Date, or (ii) the date that it is either recorded with the Snohomish County Auditor or posted on the website of either party. If this Agreement is ratified by the governing bodies of the RFA and the City after the Effective Date, this Agreement shall be effective retroactively as of the Effective Date, and all acts consistent with this Agreement shall be deemed ratified by the City and the RFA. This Agreement shall remain in full force and effect unless otherwise terminated as provided herein; provided, however, that certain provisions of this agreement may be continued beyond termination as specified by the RFA Plan, Packet Pg. 593 8.3.b subsequent agreement, or by statute. This Agreement shall terminate on the earliest of the following to occur: (i) the Snohomish County Auditor certifies that the annexation measure failed at the February or April, 2026 election; or (ii) the annexation measure fails in the February, 2025 election and the City elects not to run another annexation measure prior to, or at, the April, 2026 election; or (iii) the City fails to timely submit a resolution to the Snohomish County Auditor in order for the Annexation Measure to be voted upon on or before the April, 2025 election. If the earliest of these termination events happens before December 31, 2025, the Original ILA shall remain in effect until the Original ILA Termination Date. 3. Continued Provision of Fire and Emergency Medical Services by Contract. 3.1 Termination of Original ILA. Pursuant to notice issued by the RFA on December 19th, 2023 (the "Original ILA Termination Notice"), the Original ILA terminates effective December 31, 2025, or earlier as otherwise provided in this Section 3. 3.2 Annexation Measure Approved in 2025. If the Annexation Measure is approved at an election in 2025, the Original ILA shall terminate at 11:59 pm on the day immediately prior to the Annexation Date. However, because the RFA will continue to provide services to the City beyond the termination date of the Original ILA, Section 11.7 of the Original ILA --which concerns returning of assets to the City —shall be ignored. 3.2.1 The RFA will assume the responsibilities outlined in the RFA Plan effective on the Annexation Date. 3.2.2 Upon such Annexation Date, the RFA shall be entitled to all Transport Fees for transports originating within the City limits for the balance of 2025. These Transport Fees shall be credited against the 2025 Contract Payment under the Original ILA. For purposes of this section 3.2.2, the term "Transport Fee" shall be interpreted in the same manner as the term is used in the Original ILA. 3.3 Temporary Agreement if Annexation Measure Fails in 2025. If the Annexation Measure fails in 2025, then, by mutual agreement of the Parties on or before July 1, 2025, the RFA shall, commencing January 1, 2026, provide fire and emergency medical services to the City pursuant to the Interlocal Agreement for Temporary Provision of Fire and Emergency Medical Services attached hereto as Exhibit 3 (the "Temporary ILA"). 4. Transfer of Property and Assets. On the date that the City annexes into the RFA, the City shall transfer title to the following property and assets and, as soon as practicable, transfer them to the RFA in an "as is, where is" condition: Packet Pg. 594 8.3.b 4.1 Stations 16 and 20. Stations 16 and 20 shall be transferred to the RFA via a Quit Claim Deed in the form attached hereto as Exhibit 1, which deeds contain a reversionary interest... 4.2 Fixtures, Furnishings, Equipment, Etc. All City owned fixtures, furnishings and equipment and other personal property associated with Stations 16, 17 and 20 (if any) via a Master Bill of Sale in the form attached hereto as Exhibit 2 (the "Master Bill of Sale"). 4.3 Records and Materials. All reports, documents, surveys, books, records, files, papers, and electronic or written material that are in the possession of the City and related to Fire/EMS services (if any) shall be transferred and/or made available to the RFA as provided herein. 4.4 Other Property and Assets. Any property or assets not referenced in this Agreement that are owned by the City shall be transferred only by separate, written agreement between the City and the RFA. 4.5 Station 17. The parties recognize that RCW 52.26.100(2)(a) contemplates that upon annexing into a regional fire authority, a participating fire protection jurisdiction will transfer all real property and personal property including cabinets, furniture, office equipment, motor vehicles, and other tangible property related to fire protection and emergency services to the regional fire authority. The parties further recognize that Station 17 is located on the same legal lot of record as other City departments such that transferring Station 17 to South County Fire would require a short subdivision to effectuate a transfer. In lieu of undertaking this subdivision effort, the parties hereby agree to the following terms and conditions: 4.5.1 The parties shall enter into the Use Agreement attached hereto as Exhibit 4 which will commence on the date that the City annexes into the RFA. The Use Agreement shall not require any rent or other compensation to be paid to the City. 5. Assignments. The City shall, where possible, assign to the RFA all of the City's interests, duties, rights and obligations with regard to the fire dispatch function in the ILA with Sno 911. 5.1 The City shall provide advance notice to Sno 911 of the effective date of its annexation into the RFA and the fact that the RFA intends to accept an assignment from the City of such contract effective on the Effective Date. The City shall endeavor to obtain the written consent of Sno 911 in the form of a written "Assignment" acknowledging the assignment of the City's interests, duties, rights and obligations in the Sno 911 ILA effective on the Effective Date in a mutually agreeable form. Packet Pg. 595 8.3.b 5.2 In the event that the City is unable to obtain Sno 911's consent to the assignment of the City's interests, duties, rights and obligations in the Sno 911 ILA, the City shall notify the RFA, in which case the parties shall collaborate to find a solution that would allow the RFA to continue receiving the benefits from such ILA. 6. Fire Marshal Services. Upon the City's annexation into the RFA, the RFA will perform fire investigation services for the City as the City's Fire Marshal. Additionally, the RFA will provide Fire Code Enforcement, Plan Review and Inspection services within the City boundaries pursuant to the Interlocal Agreement for Fire Code Official Services attached hereto as Exhibit 5. Further Assurances. In addition to the specific actions described herein, the parties agree to take such other actions and to reasonably cooperate with each other to effectuate the RFA Plan and this Agreement. 8. Record Retention and Public Records Act Requests. Inasmuch as all City records related to Fire/EMS are being transferred to the RFA, the RFA shall be responsible for maintaining such records in accordance with applicable records retention requirements, including Chapter 40.14 RCW, and the Washington State Public Records Act, Chapter 42.56 RCW. 8.1 The City shall be solely responsible for responding to Public Records Requests received by the City that involve public records generated related to the subject matter of this Agreement; provided, however, that the RFA shall assist, as necessary, in locating responsive records necessary for the City to fulfill its statutory duties under RCW 42.56. 8.2 The RFA shall be solely responsible for responding to Public Records Requests received by the RFA that involve public records generated related to the subject matter of this Agreement; provided, however, that the City shall cooperate, as necessary, in providing records necessary for the RFA to fulfil its statutory duties under RCW 42.56. 9. Dispute Resolution. 9.1 Mediation. If the parties are unable to resolve a dispute, then upon a request by either party to mediate, the parties shall mutually agree upon a mediator. If the RFA and City cannot agree upon a disinterested mediator within ten (10) business days after such request, the City and the RFA shall submit the matter to the Judicial Arbitration and Mediation Service (JAMS) and request that a mediator be appointed. This requirement to mediate the dispute may only be waived by mutual written agreement and is a prerequisite to commencing litigation of any dispute. Except for unusual reasons beyond the reasonable control of either party, the mediation shall be completed within ninety (90) days after the mediator is selected. Any expenses incidental to mediation, including the mediator's fee, shall be borne equally by the City and the RFA. Packet Pg. 596 8.3.b 9.2 Arbitration. If the City and South County Fire are unsuccessful in resolving any dispute during mediation, either party may demand binding arbitration as provided herein. 9.2.1 The arbitration shall be conducted by JAMS in Seattle, Washington, or other a mutually agreeable dispute resolution service. The dispute shall be governed by the selected arbitration service's Streamlined Arbitration Rules and Procedures. The Parties shall agree on a JAMS, or other, arbitrator with twenty (20) days from the date the matter is submitted to JAMS or other dispute resolution service. In the event that the Parties fail to agree on an arbitrator within such time, then JAMS or the other dispute resolution service shall be asked to submit the names of at least three arbitrators. Each party shall have ten (10) days after receiving the list to strike one name from that list. JAMS, or the other dispute resolution service, shall select the arbitrator from the names on the list that have not been struck by either party. The Parties may agree on another arbitrator in JAMS, another dispute resolution service, or another person at any time. In the event that JAMS is unable or unwilling to provide an arbitrator and the Parties cannot otherwise agree, then either party may request the Snohomish County Superior Court to designate an arbitrator. 9.2.2 The decision of the arbitrator shall be final and binding upon both Parties, subject only to the right of appeal as provided in Chapter 7.04A RCW; provided, however, that in arriving at such decision, neither of the Parties nor the arbitrator shall have the authority to alter this Agreement in whole or in part. 9.2.3 The arbitrator cannot order either party to take action contrary to law. 9.2.4 Each party shall be responsible for its own costs incurred in the arbitration. The cost of the arbitrator shall be shared equally. 9.2.5 Unless otherwise agreed in writing, this dispute resolution process shall be the sole, exclusive, and final remedy to or for either party for any dispute regarding this Agreement, and its interpretation, application, or breach, regardless of whether the dispute is based in contract, tort, any violation of federal law, state statute or local ordinance or for any breach of administrative rule or regulation and regardless of the amount or type of relief demanded. 10. Miscellaneous. 10.1 Exhibits. The attached Exhibits are adopted and incorporated into this Agreement by this reference. 10.2 RFA Responsible for Compliance with Laws. Although the City is annexing into the RFA for purposes of fire protection and emergency medical services, it is recognized that the RFA is a stand-alone and independent legal entity completely Packet Pg. 597 8.3.b separate in all purposes from that of the City. Except as otherwise provided for in this Agreement, the RFA shall be solely legally responsible for all conduct and services provided by the RFA. 10.3 City and RFA are Independent Municipal Governments. The parties recognize and agree that they are independent governments. Except for the specific terms herein, nothing herein shall be construed to limit the discretion of the governing bodies of each party. Specifically, and without limiting the foregoing, the RFA shall have the sole discretion and the obligation to determine the exact method by which the Services are provided to the City. 10.4 Interpretation. This Agreement is intended to implement the RFA Plan as submitted to the voters of the City for approval and is intended to be construed harmoniously with such RFA Plan. However, in the event of a conflict between the terms of this Agreement and the RFA Plan as submitted to the voters for approval, the terms of the RFA Plan shall control. 10.4.1 Any revisions to Section 12 of the RFA Plan after the RFA Plan has been submitted to the voters of the City of Edmonds shall not be deemed to affect the enforceability of the terms and conditions of this Agreement. 10.5 Non -Waiver. No waiver of any act or omission shall operate as a waiver of any past or future default, or to deprive a party of its right to terminate this Agreement or be construed to prevent a party from promptly exercising any other right or remedy it has under this Agreement. 10.6 Notices. Any notice, demand, request, consent, approval, or communication that either party desires or is required to give to the other party shall be in writing addressed to the other party at the addresses as follows: South Snohomish County Fire & Rescue Regional Fire Authority Attention: Fire Chief 12425 Meridian Ave Everett, WA 98208 City of Edmonds Attention: Mayor City of Edmonds 121 5th Ave. N. Edmonds, WA 98020 or such address as may have been specified by notifying the other party of the change of address. Notice shall be deemed served on the date of actual delivery or the first attempted delivery as shown on the return receipt if mailed with the United States Postal Service by certified mail, return receipt requested. Packet Pg. 598 8.3.b 10.7 Draftin . Each party has fully participated in the drafting of this Agreement. Therefore, this Agreement shall be construed according to its fair meaning without regard to which party drafted a particular provision. 10.8 Survival. All obligations of either party as provided for in this Agreement shall not cease upon the termination of this Agreement and shall continue as obligations until fully performed. All clauses of this Agreement which require performance beyond the termination date shall survive the termination date of this Agreement. 10.9 Severability. If any section of this Agreement is adjudicated to be invalid, such action shall not affect the validity of any section not so adjudicated. 10.10 Counterparts. This Agreement may be executed in any number of counterparts, each of which shall constitute an original, and all of which will together constitute this one Agreement. 10.11 Calendar Days. The word "days" as used in this Agreement shall mean calendar days unless the context otherwise specifically provides that business days are intended. 10.12 No Benefit to Third Parties. This Agreement is entered into for the benefit of the Parties and shall confer no benefits, direct or implied, on any third persons. Nothing herein shall be construed as creating an exception to the Public Duty Doctrine. 10.13 Entire Agreement. This Agreement contains all of the understandings between the parties. Each party represents that no promises, representations, or commitments have been made by the other as a basis for this Agreement which have not been reduced to writing herein. No oral promises or representations shall be binding upon either party, whether made in the past or to be made in the future, unless such promises or representations are reduced to writing in the form of a modification to this Agreement executed with all necessary legal formalities by the respective governing bodies of the City and the RFA. 10.14 Amendments. This Agreement may only be amended or modified by a written agreement approved and authorized by the legislative authority of each party. Packet Pg. 599 8.3.b SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY By: Jim Kenny Its: Chair By: Mark Laurence Its: Vice Chair By: David Chan Its: Commissioner By: Michael Fearnehough Its: Commissioner By: Micah Rowland Its: Commissioner By: Chris Teofilak Its: Commissioner By: Edward Widdis Its: Commissioner ATTEST: By: Melissa Blankenship Its: Executive Assistant Approved as to form: Richard A. Davis III, RFA Attorney CITY OF EDMONDS By: Mike Rosen Its: Mayor ATTEST: By: Its: Approved as to Form: Jeffrey Taraday, City Attorney Packet Pg. 600 8.3.b CSD ATTORNEYS AT LAW P.S. 1500 Railroad Avenue Bellingham, WA 98225 (360) 671-1796 EXHIBIT 1a QUIT CLAIM DEED QUITCLAIM DEED Grantor(s): CITY OF EDMONDS, a Washington municipal corporation Grantee(s): SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY, a Washington municipal corporation Legal Description: Tax Parcel No(s): The Grantor, CITY OF EDMONDS, a Washington municipal corporation, for good and valuable consideration the receipt of which is hereby acknowledged, and in accordance with WAC 458- 61A-205(1) and (2), does hereby convey and quitclaim to SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY (the "RFA"), a Washington municipal corporation, all interest in the real estate commonly known as Station 16, 8429 1961h ST SW, Edmonds, Snohomish County, Washington, which is legally described below, including all after acquired title, situated in the County of Snohomish, State of Washington: Restrictive Covenant/Reversionary Interest. The following restrictive covenant and reversionary interest shall be a covenant encumbering the above -described property (the "Property") and shall be made a part hereof. Packet Pg. 601 8.3.b The Property shall be used continuously as an Active Fire Station. In the event the RFA ceases to operate the Property as an Active Fire Station or if the City de -annexes from the RFA, title and ownership of the Property shall, in the sole discretion and option of the City of Edmonds, as evidenced by a written notice letter from the City to the RFA, revert to City of Edmonds upon payment of fair market value of the Property as determined by appraisal; provided, however, that if the City de -annexes from the RFA, no consideration will be paid to the RFA. The foregoing payment to the RFA upon the RFA's cessation of use as an Active Fire Station shall be reduced by the City's equity in the Property. The City's equity shall be calculated as the fair market value of the Property on the date of the City's annexation into the RFA (so long as such as such value has been established by an MAI appraisal completed within one hundred eighty (180) days following the effective date of the annexation by an appraiser suitable to the RFA), as annually adjusted by inflation as measured by the Seattle -Tacoma -Bellevue- CPI-U June to June. The RFA will not unreasonably withhold its consent of the City's choice of appraiser. For the purposes of this restrictive covenant, an "Active Fire Station" serving the City of Edmonds shall mean the capability to use, and the active use of, the Fire Station on the Property for fire fighters and/or emergency personnel to respond from in order to provide fire protection, emergency medical services and other related services within the City of Edmonds and the entire RFA boundaries. All rights, obligations, and reservations shall operate as covenants running with the land and shall bind Grantee and its successors and assigns in perpetuity. Upon reversion of the Property to the City of Edmonds, this restrictive covenant to use the Property as an Active Fire Station shall be of no force or effect. Dated this day of 2025. CITY OF EDMONDS By: Mike Rosen Its: Mayor 10 Formatted: Font: Font color: Auto Packet Pg. 602 8.3.b STATE OF WASHINGTON ss. COUNTY OF SNOHOMISH On this day personally appeared before me MIKE ROSEN known to be the MAYOR of the CITY OF EDMONDS and on oath verified that he was authorized to execute this document on behalf of the corporation for the uses and purposes therein mentioned. GIVEN under my hand and official seal this day of , 2025. ARY B Richard A. Davis III, RFA Attorney Print Name: NOTARY PUBLIC in and for the State of Washington, Residing at My Commission Expires: 11 Packet Pg. 603 8.3.b CSD ATTORNEYS AT LAW P.S. 1500 Railroad Avenue Bellingham, WA 98225 (360) 671-1796 EXHIBIT 1b QUIT CLAIM DEED QUITCLAIM DEED Grantor(s): CITY OF EDMONDS, a Washington municipal corporation Grantee(s): SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY, a Washington municipal corporation Legal Description: Tax Parcel No(s): The Grantor, CITY OF EDMONDS, a Washington municipal corporation, for good and valuable consideration the receipt of which is hereby acknowledged, and in accordance with WAC 458- 61A-205(1) and (2), does hereby convey and quitclaim to SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY (the "RFA"), a Washington municipal corporation, all interest in the real estate commonly known as Station 20, 23009 88th Avenue W, Edmonds, Snohomish County, Washington, which is legally described below, including all after acquired title, situated in the County of Snohomish, State of Washington: Restrictive Covenant/Reversionary Interest. The following restrictive covenant and reversionary interest shall be a covenant encumbering the above -described property (the "Property") and shall be made a part hereof. 12 Packet Pg. 604 8.3.b The Property shall be used continuously as an Active Fire Station. In the event the RFA ceases to operate the Property as an Active Fire Station, or if the City de -annexes from the RFA, title and ownership of the Property shall, in the sole discretion and option of the City of Edmonds, as evidenced by a written notice letter from the City to the RFA, revert to City of Edmonds upon payment of fair market value of the Property as determined by appraisal; provided, however, that if the City de -annexes from the RFA, no consideration will be paid to the RFA. The foregoing payment to the RFA upon the RFA's cessation of use as an Active Fire Station. The foregoing payment to the RFA shall be reduced by the City's equity in the Property. The City's equity shall be calculated as the fair market value of the Property on the date of the City's annexation into the RFA (so long as such as such value has been established by an MAI appraisal completed within one hundred eighty (180) days following the effective date of the annexation by an appraiser suitable to the RFA), as annually adjusted by inflation as measured by the Seattle -Bellevue -Tacoma CPI-U June to June. The RFA will not unreasonably withhold its consent of the City's choice of appraiser. For the purposes of this restrictive covenant, an "Active Fire Station" serving the City of Edmonds shall mean the capability to use, and the active use of, the Fire Station on the Property for fire fighters and/or emergency personnel to respond from in order to provide fire protection, emergency medical services and other related services within the City of Edmonds and the entire RFA boundaries. All rights, obligations, and reservations shall operate as covenants running with the land and shall bind Grantee and its successors and assigns in perpetuity. Upon reversion of the Property to the City of Edmonds, this restrictive covenant to use the Property as an Active Fire Station shall be of no force or effect. Dated this day of 2025. CITY OF EDMONDS By: Mike Rosen Its: Mayor 13 Formatted: Font: Font color: Auto Packet Pg. 605 8.3.b STATE OF WASHINGTON ss. COUNTY OF SNOHOMISH On this day personally appeared before me MIKE ROSEN known to be the MAYOR of the CITY OF EDMONDS and on oath verified that he was authorized to execute this document on behalf of the corporation for the uses and purposes therein mentioned. GIVEN under my hand and official seal this day of , 2025. ARY B Print Name: NOTARY PUBLIC in and for the State of Washington, Residing at My Commission Expires: 14 Packet Pg. 606 8.3.b EXHIBIT 2 MASTER BILL OF SALE KNOW ALL MEN BY THESE PRESENTS: That for and in consideration of the South Snohomish County Fire & Rescue Regional Fire Authority Plan, and other good and valuable consideration, the City of Edmonds ("City") does hereby convey, grant, bargain sell, assign and transfer to the South Snohomish County Fire & Rescue Regional Fire Authority (the "RFA") all fixtures, furnishings, equipment, and other personal property owned by the City in Fire Stations 16, 17 and 20. Considering that these Stations have been exclusively occupied by the RFA since 2009, most furnishings, equipment and other personal property are owned by the RFA and therefore, a specific itemization is not included with this Master Bill of Sale. These assets are conveyed to the RFA "as is" and "where is" without any warranty of fitness or merchantability expressed or implied. The City hereby warrants that it has good and legal title to said assets and that the above assets are sold free and clear of all liens, security interests and encumbrances of any kind and nature. IN WITNESS WHEREOF, the City and RFA have hereunto set their signatures, hand and seal this _ day of , 2025. CITY OF EDMONDS By: Mike Rosen Its: Mayor ACCEPTED BY: SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY By: Bob Eastman Its: Fire Chief 15 Packet Pg. 607 8.3.b EXHIBIT 3 INTERLOCAL AGREEMENT FOR TEMPORARY PROVISION OF FIRE AND EMERGENCY MEDICAL SERVICES THIS INTERLOCAL AGREEMENT by and between SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY, a Washington municipal corporation (the "RFA") and the CITY OF EDMONDS, a Washington city (the "City") is for the provision of fire and emergency medical service operations. WHEREAS, the City has received fire and emergency medical services (the "Services") from the RFA pursuant to a Revised and Restated Interlocal Agreement for Fire and Emergency Medical Services dated January 26, 2017 ("Original ILA") which terminates on December 31, 2025 ("Original ILA Termination Date"); WHEREAS, the parties desire for the RFA to continue providing the Services to the City following the Original ILA Termination Date; WHEREAS, the City will, not later than the April 22, 2025 special election, submit to the voters a measure ("Annexation Measure") for the City to annex into the RFA effective June1, 2025 (the "Annexation Date"); WHEREAS, until such time as the City annexes into the RFA, the City requires the temporary provision of fire and emergency medical services from the RFA; and WHEREAS, the RFA is willing to contract with the City to provide fire and emergency medical services to the City as a temporary measure to enable the City additional time and opportunity to have a new annexation measure approved by the voters of the City; and WHEREAS, the RFA and the City are authorized, pursuant to Chapter 39.34 of the Revised Code of Washington, to enter into interlocal cooperation agreements which allow the RFA and the City to cooperate with each other to provide high quality services to the public in the most efficient manner possible. NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the City and RFA hereto agree as follows: 1. DEFINITIONS The following definitions shall apply throughout this ILA. a. City: City of Edmonds. b. City Fire Stations: Fire Stations 16, 17 and 20. C. Commencement Date: January 1, 2026 16 Packet Pg. 608 8.3.b d. Contract Payment: The amount that the City shall pay to the RFA pursuant to this ILA. e. RFA: South Snohomish County Fire & Rescue Regional Fire Authority. f. Effective Date: Upon mutual execution of the Parties. g. RFA Fire Chief: The Fire Chief of the RFA. h. Firefighters: Full-time, compensated employees, captains, firefighters, emergency medical technicians, and/or paramedics. i. Insurance: The term "insurance" as used in this ILA means either valid insurance offered and sold by a commercial insurance company or carrier approved to do business in the State of Washington by the Washington State Insurance Commissioner or valid self-insurance through a self-insurance pooling organization approved for operation in the State of Washington by the Washington State Risk Manager or any combination of valid commercial insurance and self-insurance pooling if both are approved for sale and/or operation in the State of Washington. Law: The term "law" refers to state and federal statutes and regulations. Unless expressly identified herein, City ordinances, codes and resolutions shall not be considered "law." k. Material Breach: A Material Breach means the RFA's failure to provide minimum staffing levels as described within this ILA, the City's failure to timely pay the Contract Payment as described within this ILA, or the City's or RFA's failure to comply with other material terms of this ILA. Wind -Up Period: Except in the context of Material Breach, the 12 months immediately following notice of termination. 2. SCOPE OF SERVICES 2.1 Services Provided. The RFA shall provide all services necessary for fire suppression, emergency medical service, hazardous materials response, technical rescue, and disaster response to a service area covering the corporate limits of the City of Edmonds. In addition, the RFA shall provide support services including, but not limited to, fire prevention and life safety, public education, public information, and fleet maintenance, payroll and finances, human resources, and legal and risk management pertaining to the operations and delivery of the RFA's services. 2.2 Training, Education, and Career Development. The RFA shall provide training and education to all firefighter and emergency medical service personnel in accordance with State, County and local requirements. 17 Packet Pg. 609 8.3.b 2.3 City Fire Chief. The RFA Fire Chief shall be designated as the City Fire Chief for purposes of statutory provisions, regulations and the Edmonds City Code. 2.4 Fire Marshal Services as Set Forth in Separate Agreement. Upon execution of a separate interlocal agreement for fire marshal services, the RFA Fire Chief will designate an individual to serve as City Fire Marshal and shall assign necessary personnel to support the functions and needs of the Fire Marshal as mutually agreed to and funded by the City. Such agreement will provide for the City Fire Marshal and Fire Inspector to perform all of the customary roles and duties associated with their positions: fire prevention; fire investigation; code development, application, interpretation, and enforcement; permit processes; plans review; records retention, response to public records requests and other legal summons; fire and life safety public education; and other duties as assigned in the City. The agreement will also provide for the City to pay a fee to the RFA to cover the proportionate labor cost of the personnel performing such services based on the percentage of their work schedule devoted to the City, plus a mutually agreed upon administrative fee. 3. STANDARDS FOR SERVICES/STAFFING 3.1 Fire Station Staffing. The City Fire Stations shall be staffed 24 hours per day, seven days per week with a minimum of eleven firefighters. 3.2 Staffing Exceptions. Exceptions to the staffing requirements herein may occur in those unusual circumstances where there is a significant emergency event(s) in the RFA, the City, or other areas which are under a mutual aid agreement. 3.3 Concurrent Emergencies. It is understood and agreed by the parties that the dispatch of units during concurrent emergencies is determined by protocols of the dispatch centers, automatic and mutual aid agreements. Nothing herein shall require the RFA to respond first to the City of Edmonds as opposed to other areas protected by the RFA. Rather, the parties recognize that responses to concurrent emergencies shall be determined by the RFA based upon the RFA's operational judgment and without regard to where the concurrent emergencies occur. 4. USE OF CITY FIRE STATIONS 4.1 Use of City Fire Stations. The City shall retain ownership of City Fire Stations during the term of this Agreement and shall make them available for use by, and at no charge to, the RFA pursuant to the terms set forth in Exhibit B. 5. ANNUAL CONTRACT PAYMENT AND TRANSPORT FEES 5.1 Annual Contract Payment. The City shall pay the RFA a sum referred to as the Contract Payment for the services provided herein. The Contract Payment is calculated annually in the manner forth on Exhibit A (which exhibit shows the calculation for 2026) and shall be paid in equal monthly installments by the 10th 18 Packet Pg. 610 8.3.b day of each month; provided, however, that by mutual agreement of the Fire Chief and the Mayor, the Contract Payment may be paid quarterly with payments due on or before January 1, April 1, July 1 and October 1. Failure to pay installments in a timely manner shall be considered a Material Breach as defined in the Definitions section of this ILA. The RFA will issue invoices at least thirty (30) days in advance of the due date for an installment. Delinquent invoices will bear interest at the rate of 1 % per month. 5.1.1. No later than September 1, 2025 and each September 1 thereafter, the RFA shall submit to the City an estimated invoice for the Contract Payment for the ensuing year. This estimate will be trued up when the county accessor's data is available for the final contact cost to be calculated. At that time, if the actual monthly installment payments exceed the monthly payments the City has already made according to the estimate, the City shall pay the previous shortfalls with its next monthly payment. Conversely, if the actual monthly payment is less than the monthly installment payments already made by the City, the City shall receive a credit for the overpayment(s) against the next monthly installment(s). The cost of Fire Marshal services provided via a separate agreement will be added to the invoice for the Contract Payment. 5.1.2 If a service level change requiring an adjustment in the Contract Payment occurs on a date other than January 1, the Contract Payment shall be adjusted on the effective date of the service level change, and the monthly installment payments shall be adjusted accordingly. 5.2 Contract Payment Adjustment. The Contract Payment shall be adjusted annually on January 1 commencing on January 1, 2027. 5.3 Annexation. The City's Urban Growth Area contains property within the boundaries of the RFA. If the City annexes area within the RFA, the Contract Payment due from the City shall be increased to account for any annexed properties located within any RFA's taxing jurisdiction. The Contract Payment increase shall be the amount necessary to match the levy amount and Benefit Charge the RFA would collect from the annexed properties as if such properties were within the taxing jurisdiction of the RFA. The increase in the Contract Payment shall occur on the first month on which the RFA is no longer entitled to collect non -delinquent tax revenue from the annexed area pursuant to RCW 35.13.270(2). 5.4 Significant Change in Cost of Providing Services. In the event that there is a material and significant increase or decrease in the costs of providing services under this ILA because the RFA was required to comply with a legislative or regulatory decision by an entity other than the City, then at the request of either party, the City and RFA shall renegotiate this ILA and adjust Contract Payment to fully compensate the RFA for actual costs incurred by the RFA. An example of a significant increase in cost would be if the state required that fire engines be staffed with four firefighters per engine instead of three. If the City and RFA are unable to successfully renegotiate the Contract Payment in this context through good faith negotiations, then the Dispute Resolution provision of this ILA shall apply. Failure of either party to participate in, or comply with, the Dispute Resolution Procedures herein shall be deemed a Material Breach. 19 Packet Pg. 611 8.3.b C.3 a 5.5 EMS Transport Fees and GEMT. The RFA shall charge fees for the basic life support and advanced life support transports that it performs. As the EMS service provider for the City, the RFA shall be entitled to retain all EMS Transport Fees. The RFA shall also be entitled to retain any GEMT funds it receives as a result of providing transports from within City limits. 5.6 Creating Unfunded Mandates. The City shall not create any unfunded mandates for increased service or reporting by the RFA without fully compensating the RFA for actual costs incurred. ROLLING STOCK (APPARATUS AND VEHICLES) 6.1 The RFA shall provide all apparatus and vehicles necessary to deliver the services set forth in this Agreement including but not limited to all fire apparatus and emergency medical service vehicles. EQUIPMENT 7.1 The RFA shall provide all equipment necessary to deliver the services in this Agreement including but not limited to all material and equipment necessary to provide fire and emergency medical services to the City. OVERSIGHT AND REPORTING 8.1 Agreement Administrators. The RFA Fire Chief and the Mayor and/or their designees, shall act as administrators of this ILA for purposes of RCW 39.34.030. The RFA Fire Chief shall present an annual report covering the previous calendar year to the Edmonds City Council prior to March 1. 8.2 Representation on Intergovernmental Boards. The RFA shall represent the City on intergovernmental boards or on matters involving the provision of services under this ILA as reasonably requested by the Mayor. The City reserves the right to represent itself in any matter in which the interests of the City and the RFA are not aligned or whenever any matter relates to the appropriation of or expenditure of City funds beyond the terms of this ILA. 9. EXISTING AGREEMENTS 9.1 SNO 911. The City currently has a contractual relationship with SNO 911. The City shall maintain its representation and financial obligations with those entities or agencies and will act to represent itself and retain authority to negotiate on its behalf. At the discretion of the City, the RFA may provide representation on behalf of the City on various committees, boards, and/or commissions as requested, as appropriate, and/or as agreed to by mutual agreement of the parties. The parties shall meet to address any changes to the foregoing entities that result in a change to the City's representation or financial obligations- 9-4 20 Formatted: Indent: Left: 1 ", No bullets or num Packet Pg. 612 8.3.b 9.2 Full Information as Basis for Relationship. The City and RFA agree to coordinate their individual relationships with other entities and agencies so that the services under this ILA will be provided in an efficient and cost-effective manner. The City and RFA agree to keep each other fully informed and advised as to any changes in their respective relationships with those entities or agencies, whether or not those changes impact the City and/or the RFA obligations. 10. TERM OF AGREEMENT 10.1 One -Year Agreement. This Agreement shall be effective upon the last date of signature by either Party and recording of the Agreement with the Snohomish County Auditor or posting of the Agreement on the website of either party. The Commencement Date of the Agreement shall be January 1, 2026. This ILA shall terminate on the earlier of the following: December 31, 2026 (the "Expiration Date") or the effective date of the annexation of the City into the RFA. In the event the effective date of the annexation is August 1, 2026, or earlier, the City shall nevertheless pay the balance of the Contract Payment for 2026 in recognition of the fact that the RFA will not collect tax revenue from the City until 2027. The ILA may be renewed beyond the Expiration Date for man additional one (1)-year terms only by mutual agreement of the Parties, provided that such elan agreement is reached no later than September 1. 10.2 Material Breach and Wind -Up Period. In the event of a Material Breach of this ILA, the City and RFA shall, unless the City and RFA mutually agree otherwise, continue to perform their respective obligations under this ILA for up to twelve (12) months after notice of the Material Breach (the "Wind -Up Period") provided, however, that the Wind -Up Period shall be (i) ninety (90) days if the Material Breach involves the City's failure to make the Contract Payment; provided further, that during the Wind -Up Period, the City and RFA shall coordinate their efforts to prepare for the transition to other methods of providing fire and EMS services to the City. The City shall be responsible for all Contract Payment installments required herein until the conclusion of the Wind -Up Period. 11. TERMINATION AND RETURN OF ASSETS 11.1 Termination Costs. Except as otherwise provided herein, the costs associated with terminating this ILA shall be borne equally between the parties, or in the event of a Material Breach, by the breaching party, provided that in the following circumstances, the cost of termination shall be apportioned as provided below. 11.1.1 Termination Due to Change in Law or by Mutual Agreement. In the event that this ILA is terminated due to a change in law or by mutual agreement, each party shall bear its own costs associated with the termination. 11.2 Duty to Mitigate Costs. The City and RFA have an affirmative duty to mitigate their respective costs of termination, irrespective of the party who elects to terminate this ILA and irrespective of the party who must bear the costs of termination. 21 Packet Pg. 613 8.3.b 11.3 Disposition of Assets to the City. If this Agreement is terminated for any reason other than the annexation of the City into the RFA (in which case the disposition of assets will be determined by the RFA Plan and/or other agreement), the City and RFA agree to the following disposition of assets and equipment upon termination: 11.3.1 City Owned Assets. Any assets owned by the City on the Termination Date shall be returned to the possession of the City or purchased by the City as provided below: a. Like assets purchased by and transferred to Snohomish County Fire District No. 1 (the "District') as part of the Interlocal Agreement for Fire and Emergency Medical Services dated November 3, 2009, shall be purchased by the City as described below. (i) Rolling Stock. All rolling stock in use by the RFA at the City Fire Stations at the time of termination may be purchased back at a price that considers the fair market value of the asset and any adjustments to fair market value that would be fair and equitable, including, for example, City contributions to apparatus replacement, costs incurred by the District for acquisition, maintenance, and repair, depreciation, etc. (ii) Equipment. All equipment in use by the RFA at the City Fire Stations at the time of termination shall be purchased back at fair market value. b. RFA Owned Equipment. Upon the Termination Date, the RFA may remove any RFA owned equipment from the City Fire Stations. c. RFA Owned Rolling Stock. The City may purchase such RFA owned rolling stock as is stationed at the City Fire Stations. For example, if a fire engine and ambulance is stationed at Station 17, the City may purchase a fire engine and an ambulance from the RFA_. Such purchase shall be at fair market value. 11.3.2 Fair Market Value Determination. The purchase price for any equipment or rolling stock which is to be purchased by the City at fair market value shall be agreed upon by the parties or, in the absence of agreement, such equipment shall be appraised by a mutually agreed upon third party who has experience in valuing such equipment. 11.3.3 Payment. The purchase price for equipment purchased by the City shall be paid within sixty (60) days following the Termination Date. The purchase price for any rolling stock shall be paid on terms and conditions mutually agreed to by the parties but shall not exceed six (6) months. 22 Packet Pg. 614 8.3.b 12. CITY AND DISTRICT ARE INDEPENDENT MUNICIPAL GOVERNMENTS 12.1 Independent Governments. The City and RFA recognize and agree that the City and RFA are independent governments. Except for the specific terms herein, nothing herein shall be construed to limit the discretion of the governing bodies of each party. Specifically, and without limiting the foregoing, the RFA shall have the sole discretion and the obligation to determine the exact method by which the services are provided within the RFA and within the City unless otherwise stipulated within this ILA. 12.2 Resource Assignments. The RFA shall assign the resources available to it not regarding internal political boundaries, but rather based upon the operational judgment of the RFA as exercised within the limitations and obligations of Sections 2.4 through 2.8. 12.3 Debts and Obligations. Neither the City nor RFA, except as expressly set forth herein or as required by law, shall be liable for any debts or obligations of the other. 13. INSURANCE 13.1 Maintenance of Insurance. For the duration of this ILA, each Party shall maintain insurance as follows: Each party shall maintain its own insurance policy or policies insuring damage to its real and personal property, vehicles, and equipment, if any. The City shall maintain an insurance policy insuring against liability for accidents occurring on City -owned property. Such insurance policy shall be in an amount not less than two million dollars ($2,000,000.00) per occurrence with a deductible of not more than five thousand dollars ($5,000.00). The RFA shall maintain an insurance policy insuring against liability arising out of work or operations performed by the RFA under this ILA in an amount not less than two million dollars ($2,000,000.00) per occurrence with a deductible of not more than five thousand dollars ($5,000.00). 13.2 Hold Harmless. To the extent each party's insurance coverage is not voided, each party agrees to defend, indemnify and hold harmless the other party, its officers, officials, employees and volunteers from any and all claims, costs, including reasonable attorneys' and expert witness fees, losses and judgments arising out of the negligent and intentional acts or omissions of such party's officers, officials, employees and volunteers in connection with the performance of the Agreement or the ILA. The provisions of this section shall survive the expiration or termination of the Agreement and the ILA. 13.3 Mutual Waiver of Claims. The RFA and City each release and relieve the other, and waive their right of recovery against the other, for loss or damage to the City Fire Station or any jointly owned property (if any) which arises out of the occurrence of any peril normally insured against in a standard "all risk" physical damage insurance policy and/or automobile physical damage insurance policy with comprehensive coverage. Each Party shall have its respective insurer endorse the applicable insurance policies to reflect the foregoing waiver, 23 Packet Pg. 615 8.3.b provided that such endorsement shall not be required if the applicable insurance policy permits the named insured to waive rights of subrogation on a blanket basis and the Parties disclose such waiver in writing, in which case such blanket waiver shall be acceptable. 14. DISPUTE RESOLUTION It is the intent of the City and RFA to resolve all disputes between them without litigation. In the event that any dispute between the City and RFA cannot be resolved by good faith negotiations between the City and RFA, then the dispute resolution provision of this ILA shall apply. Excluded from these dispute resolution provisions are issues related to the legislative authority of the Edmonds City Council to make budget and appropriation decisions, decisions to contract, establish levels of service or staffing as provided herein and Chapter 35.103 RCW and other policy matters that state law vests with the City Council. The above exclusions from the dispute resolution process shall not abridge the right of the RFA to pursue an increase in the Contract Payment as a result of any decision which, itself, is not subject to the Dispute Resolution provisions of this ILA. Nothing herein shall prevent either party from providing notice of termination of the ILA for a Material Breach prior to completion of the dispute resolution processes described below; however, such notice shall not affect any obligations to proceed with the Dispute Resolution provisions. 14.1 Mediation. Upon a request by either party to mediate a dispute that is subject to the Dispute Resolution provisions, the parties shall mutually agree upon a mediator. If the City and RFA cannot agree upon a mediator within ten (10) business days after such request, the City and RFA shall submit the matter to the Judicial Arbitration and Mediation Service (JAMS) and request that a mediator be appointed. This requirement to mediate the dispute may only be waived by mutual written agreement before a party may proceed to litigation as provided within this ILA. Except for unusual reasons beyond the reasonable control of either party, mediation shall be completed within ninety (90) days after the mediator is selected. Any expenses incidental to mediation, including the mediator's fee, shall be borne equally by the City and RFA. 14.2 Litigation. In the event that a dispute cannot be resolved following mediation, either party may file an action in Superior Court. Jurisdiction and venue for such actions shall lie exclusively in Superior Court for Snohomish County, Washington. The party substantially prevailing in any such action or proceeding shall be awarded its reasonable costs and attorneys' fees. 24 Packet Pg. 616 8.3.b 15. MISCELLANEOUS PROVISIONS 15.1 Noticing Procedures. All notices, demands, requests, consents and approvals which may, or are required to be given by any party to any other party hereunder, shall be in writing and shall be deemed to have been duly given if delivered personally, sent by electronic mail (provided a read receipt is obtained by the sender), sent by nationally recognized overnight delivery service, or if mailed or deposited in the United States mail, sent by registered or certified mail, return receipt requested and postage prepaid to: RFA Secretary: City Clerk: South Snohomish County Fire & City of Edmonds Rescue Regional Fire Authority 121 5th Ave 12425 Meridian Avenue Edmonds, WA 98020 Everett, WA 98208 Or, to such other addresses as the foregoing City and RFA hereto may from time -to -time designate in writing and deliver in a like manner. All notices shall be deemed complete upon actual receipt or refusal to accept delivery. Facsimile or electronic transmission of any signed original document and retransmission of any signed facsimile or electronic transmission shall be the same as delivery of an original document. 15.2 Other Cooperative Agreements. Nothing in this ILA shall preclude the City and the RFA from entering into contracts for service in support of this ILA. 15.3 Public Duty Doctrine. This ILA shall not be construed to provide any benefits to any third parties. Specifically, and without limiting the foregoing, this ILA shall not create or be construed as creating an exception to the Public Duty Doctrine. The City and RFA shall cooperate in good faith and execute such documents as necessary to effectuate the purposes and intent of this ILA. 15.4 Entire Agreement. The entire agreement between the City and RFA hereto is contained in this ILA and exhibits thereto. This ILA supersedes all of their previous understandings and agreements, written and oral, with respect to this transaction. Only those exhibits referenced in this ILA shall continue to be effective. 15.5 Amendment. This ILA may be amended only by written instrument approved by the governing bodies of the City and RFA subsequent to the date hereof. Dated this day of 2024. 25 Packet Pg. 617 8.3.b SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY By: Jim Kenny Its: Chair By: Mark Laurence Its: Vice Chair By: David Chan Its: Commissioner By: Ed Widdis Its: Commissioner By: Micah Rowland Its: Commissioner By: Michael Fearnehough Its: Commissioner By: Chris Teofilak Its: Commissioner ATTEST: By: Melissa Blankenship Its: Executive Assistant Approved as to form: 26 CITY OF EDMONDS By: Mike Rosen Its: City Mayor ATTEST: By: Its: City Clerk Approved as to form: Jeff Taraday, City Attorney Packet Pg. 618 8.3.b Richard A. Davis III, RFA Attorney 27 c O x m c c m y C O O_ 0 W d 0 a� Cl) U) 5 W d L LL 4- 0 O Q M O IL c O .y N 7 V n C O d 0 N O N N y t x d t r� 3 c m E a) d L Q O m x W Q L a c d E u w r Q Packet Pg. 619 8.3.b EXHIBIT A CONTRACT PAYMENT 2026: Contract Payment shall be calculated as the sum of the following: 1. RFA Fire Levy Rate for its 2025 levy (for taxes collected in 2026) multiplied by the City's assessed valuation, plus 2. RFA EMS Levy Rate for its 2025 levy (for taxes collected in 2026) multiplied by the City's assessed valuation, plus 3. The amount that would be generated by applying the RFA's Benefit Charge formula (https://www.southsnofire.org/about-us/funding/benefit-charge) to properties within the City. Less: The City's expenses in 2026 for the following: a. The City's fire related payment obligations which it pays to SNO 911 in 2026; Note: The Contract Payment for subsequent years shall be calculated in the same manner with adjustments to the calendar year. 28 Packet Pg. 620 8.3.b EXHIBIT B USE OF CITY FIRE STATIONS 16,17 AND 20 For as long as the ILA remains in effect, the City hereby grants to the RFA exclusive use and possession of City Fire Stations on the terms and conditions described below. 1. Fire Station. The City shall provide use of City Fire Stations in "As -Is" condition. 2. No Use Charge. No use charge shall be assessed to the RFA. The parties agree that the rights and contractual obligations contained within the ILA constitute adequate consideration for RFA use and possession of the premises. 3. Utilities and Services. The City shall ensure the availability of all utilities necessary for the use of the premises, to include: water, sewer, garbage, heating, air conditioning, electrical power, telephone and information technology/system data lines. 3.1 Cost for Utilities. The RFA shall be responsible for the cost of all utilities used on the premises. If a separate meter is unavailable for any utility that the RFA is responsible to pay, then the cost shall be equitably apportioned to the RFA in a manner agreeable to both parties. 4. Conditions and Repairs. The RFA acknowledges that the City Fire Stations have been continuously used to provide fire and emergency services and that its current condition is acceptable for the RFA to continue providing fire and emergency services. 5. Improvements. Because it is anticipated that the City will seek to have the voters approve annexation into the RFA while the RFA is occupying the City Fire Stations, no major capital improvements to the premises are anticipated during the RFA's tenancy. I' any such major capital improvements are needed, the City shall pay for such improvements. 6. Removal of Personal Property Upon Termination of Agreement for Reasons Other than Annexation. Upon termination of this ILA for any reason other than the annexation of the City into the RFA, the RFA shall remove all non -fixed equipment and personal property placed upon the premises by the RFA during the period of this ILA unless those items are subject to purchase by the City as provided in the ILA. Any personal property not removed from the Fire Stations within 60 days after termination of this ILA shall become the property of the City. 7. Maintenance of Premises. 7.1 In consideration of retention of the EMS Transport Fees, the parties agree that maintenance of the City Fire Stations and all improvements thereon is the sole responsibility of the RFA; provided, however, the City shall ensure that City Fire Stations have access to all utilities. 29 Packet Pg. 621 8.3.b 7.2 All janitorial services for routine cleaning of the buildings, property and grounds shall be the responsibility of the RFA. 8. Insurance and Financial Security. 8.1 The parties agree that the City shall not be responsible to the RFA for any property loss or damage done to the RFA's personal property occasioned by reason of any fire, storm or other casualty whatsoever beyond the control of the City beyond the proceeds of any available insurance. The RFA shall insure its personal property located on the premises. 8.2 The RFA shall not be responsible to the City for any loss or damage to the building or premises that is not solely caused by the negligence of the RFA. The City shall insure the City Fire Stations against such loss or damage. The RFA shall repair any damage to the buildings caused by its sole negligence. In the event such damage is caused by the parties' concurrent negligence, each party shall be responsible to repair according to its percentage of fault. 8.3 In the event of a casualty loss that renders the premises reasonably unsuitable for the use set forth herein, the City shall work in good faith to provide the RFA with another suitable location(s) for the RFA until such time as the premises have been repaired. The cost of repairs, and the costs of relocation between the affected City Fire Station and the substitute location(s), shall be borne by the City. 9. Indemnification for Environmental Claims. Each party shall indemnify and hold the other party harmless from any and all claims, demands, judgments, orders, or damages resulting from the release of hazardous substances on the premises caused in whole or in part by the activity of the indemnifying party, its agents, employees, licensees or invitees. The term "hazardous substances" shall mean any substance heretofore or hereafter designated as hazardous under the Resource Conservation and Recovery Act, 42 U.S.C.Sec. 6901 et seg.; the Federal Water Pollution Control Act, 33 U.S.C. Sec. 1257 et sea.; the Clean Air Act, 42 U.S.C. Sec. 2001 et sea.; the Comprehensive Environmental Response Compensation and Liability Act of 1980, 42 U.S.C. Sec. 9601 et. Sea.; or the Hazardous Waste Cleanup -Model Toxic Control Act, RCW 70.105D all as amended and subject to all regulations promulgated thereunder. 10. Indemnification and Hold Harmless. Each party agrees to protect, save, defend, hold harmless and indemnify the other party, its officers, employees, volunteers and agents from any and all demands, claims, judgments, or liability for loss or damage arising out of accidents, injuries, third party property damage or other loss on the premises, occasioned by either the negligent or willful conduct of the indemnifying party, regardless of who the injured party may be. In the event that any accident, injury or loss is the result of the concurrent negligence of the parties, then each party shall pay its adjudicated proportionate share of any loss. 11. Termination of Agreement. Upon termination of this ILA or any extension thereof, whether by expiration of the stated term or sooner termination thereon as provided in the 30 Packet Pg. 622 8.3.b ILA, the RFA shall surrender to City possession of the City Fire Stations peaceably and quietly. 12. Default and Remedies. 12.1 Failure of the City to perform or fund repair to the buildings or premises as described in Section 8 within a reasonable period after notice by the RFA shall constitute a Material Breach under the terms of this ILA. 12.2 If the City fails to timely perform the repair under the conditions described in Section 8 above after notification and ninety (90) days to cure, the RFA may have such repair performed at City expense. The cost of the repair or maintenance shall be forwarded to the City, which shall pay the cost within thirty (30) days after notice. Notwithstanding anything to the contrary, the City shall not be in breach of any repair obligation herein if the repair cannot be completed within the time set forth herein so long as the City is diligently pursuing completion of the repairs. 31 Packet Pg. 623 8.3.b EXHIBIT 4 CITY OF EDMONDS USE AGREEMENT WITH SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY FOR FIRE STATION 17 THIS USE AGREEMENT (hereinafter referred to as the "Agreement") is made and entered into this day of , 2025, by and between the CITY OF EDMONDS ("City") and SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY ("South County Fire"). ARTICLE I Recitals 1.1 PRELIMINARY STATEMENT: This Agreement is made with reference to the following facts: a. The City annexed into South County Fire effective (the "Annexation Date"). b. RCW 52.26.100(2)(a) contemplates that upon annexing into a regional fire authority, a participating fire protection jurisdiction will transfer all real property related to fire protection and emergency services to the regional fire authority. c. Prior to the Annexation Date, South County Fire has provided fire and emergency medical services to the City pursuant to the Revised and Restated Interlocal Agreement for Fire and Emergency Medical Services dated January 26, 2017, and has utilized Station 17 to provide such services to the City. d. The parties recognize certain challenges in transferring title to Station 17 to South County Fire, including but not limited to the fact that Station 17 is located on the same legal lot of record as other City departments. e. In lieu of conveying title to Station 17 to South County Fire, the parties hereby enter into this Use Agreement to allow South County Fire to exclusively use Station 17 for the provision of fire and emergency medical services. 1.2 DEFINED TERMS: The following terms shall have the meanings specified in this article, unless otherwise specifically provided herein. Other terms may be defined in other parts of this Agreement. Annexation Date: 2025 Building: Fire Station 17 which is located at 275 61h Ave. N., Edmonds, WA 98043 City: City of Edmonds City's Address: 121 51h Ave 32 Packet Pg. 624 8.3.b Edmonds, WA 98020 South County Fire: South Snohomish County Fire & Rescue Regional Fire Authority. South County Fire Address: 12425 Meridian Avenue S. Everett, WA 98208 Premises: Station 17 Property: The legal lot of record on which the Building is located. Authorized Use of Premises: Fire Station and related purposes. Exhibits: Exhibit "A" — Map of Property Exhibit "B" — Map of Building Exhibit "C" — Description of Premises Exhibit "D" — Map of Premises The above -described exhibits are attached to this Agreement and by this reference are made a part hereof. 1.3 NOW, THEREFORE, in consideration of the respective agreements set forth below and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the City and South County Fire agree as follows: ARTICLE II Premises and Term 2.1 PREMISES: In consideration of South County Fire's agreement to forego taking title to the Building on the Annexation Date, the City hereby grants to South County Fire exclusive use and possession of the Premises on the terms and conditions herein. 2.2 PURPOSE: The purpose of this Agreement is to allow South County Fire exclusive use and possession of the Premises under the terms and conditions identified herein. 2.3 EFFECTIVE DATE: As provided by RCW 39.34.040, this Agreement shall not take effect unless and until it has been (1) duly executed by both parties and (2) either filed with the County Auditor or posted on a website of either party. 2.4 TERM: The term of this Agreement shall commence on the Annexation Date and shall continue indefinitely and perpetually until South County Fire ceases to use the Premises for the Authorized Use. ARTICLE III Charges and Utilities 33 Packet Pg. 625 8.3.b 3.1 USE CHARGE: No charge shall be assessed to South County Fire. The parties agree that the covenants and conditions herein, plus the agreement that the City not be required to transfer title to the Building, constitute adequate consideration for South County Fire's use and possession of the Premises. 3.2 UTILITIES AND SERVICES: South County Fire shall be responsible for the payment of all utilities used on the Premises. 3.2.1 The City will cooperate to ensure the supply of all utilities necessary for the Use of the Premises, which shall include: water, sewer, garbage, and electrical power. ARTICLE IV Use of Premises, Condition of Property, Improvements, Removal of Property, Maintenance 4.1 AUTHORIZED USE OF THE PREMISES: South County Fire shall be entitled to use the Premises for a Fire Station and related purposes. 4.2 CONDITION OF BUILDING: South County Fire accepts the Building in an "as is" condition on the Annexation Date. 4.3 REMOVAL OF PERSONAL PROPERTY: If South County Fire fails to remove any of its personal property from the Premises within sixty (60) days of the termination of this Agreement, such property shall revert to the City and the City may dispose of all or any part of such property in any manner the City shall deem proper. 4.4 MAINTENANCE OF THE BUILDING: South County Fire shall, at its sole cost and expense, maintain the Building and all improvements thereon, including the landscaping and the structural parts of the Building (including but not limited to the foundation, bearing exterior walls, sub -flooring, and roof, electrical, plumbing and sewage systems to the Building). South County Fire shall provide reasonable advance notification to the City of any Building repairs which may affect the City's use of the City EUAs while such work is being completed. The City shall not be entitled to compensation for any loss of use due to such necessary maintenance and repairs of the Building. 4.4.1. The City shall be responsible, at its own expense, for all maintenance, repair and cleaning of the City EUAs. 4.4.1 ALTERATIONS AND IMPROVEMENTS: South County Fire shall be entitled to make alterations and improvements to the Building which are consistent with the Authorized Use, and South County Fire shall not be required to obtain City consent before proceeding with such alterations or improvements. 4.4.2 Upon completion of a capital improvement, South County Fire will notify the City of the total costs incurred for construction, Architect/Engineering, and permitting. ARTICLE V Insurance and Financial Security: Damage 34 Packet Pg. 626 8.3.b 5.1.1 CASUALTY INSURANCE: South County Fire shall insure the Building for casualty loss for the full replacement value. The City shall at all times be listed as an additional insured by endorsement on any such policy. 5.1.1 To the extent that insurance cannot be obtained in strict accordance with the terms in this section, the parties shall promptly meet and confer to reach a resolution which meets the intent of the parties as expressed in this section as nearly as possible. 5.2 CASUALTY LOSS: The parties hereto agree that neither party shall be responsible to the other for any property loss or damage done to the other's personal property or areas occupied in the Building occasioned by reason of any fire, storm, or other casualty whatsoever. It shall be each party's sole responsibility to provide its own protection against casualty losses of whatsoever kind or nature, and each party waives all claims against the other, its elected officials, employees and agents for damage to persons or property arising from any reason except for the negligence or willful misconduct of such party. 5.3 LIABILITY INSURANCE. Each party shall maintain its own liability insurance and/or self- insurance for its obligations from damage to property and/or injuries to persons arising out of its activities associated with this Agreement as it deems reasonably appropriate and prudent. The maintenance of, or lack thereof of insurance and/or self-insurance shall not limit the liability of the indemnifying part to the indemnified party(s). Each Party shall provide the other with a certificate of insurance or letter of self-insurance annually as the case may be. 5.4 DAMAGE OR DESTRUCTION In the event the Building and/or Premises are destroyed or damaged to such an extent as to render the same substantially untenantable, the City shall repair and/or replace the Building and/or Premises to substantially the same design and configuration unless otherwise mutually agreed to by the parties; provided, however, that South County Fire may make internal configuration changes to the Premises without the necessity of City consent. Due to the essential nature of the facility to serving the City and its residents, the City shall proceed with the repair and/or replacement of the Premises and/or Building as expeditiously as possible. In the event insurance proceeds are insufficient to fully cover the cost of repairs or replacement, the City shall be responsible for the additional expense subject to available funds; provided, however, that South County Fire shall be responsible for any portion of such uninsured cost which is solely attributable to configuration/design changes made by South County Fire; and provided, further, that if the City lacks available funds for such construction, South County Fire may contribute such funds to the City ("Construction Contribution Funds") subject to reimbursement upon termination as provided herein. ARTICLE VI Environmental Liabil 6.1 INDEMNIFICATION FOR ENVIRONMENTAL CLAIMS: Each party shall release, indemnify and hold harmless the other party, its commissioners, council members, agents, and 35 Packet Pg. 627 8.3.b employees from any and all governmental or private claims, costs, expenses, losses, liabilities, actions, assessments, liens, fines, penalties, demands, judgments, orders, or damages resulting or arising from the release or threatened release of Hazardous Substances on, in, above, under, or emanating from the Premises during the period when such indemnifying party used or occupied the Premises. The term "Hazardous Substances," as used herein, shall mean any substance heretofore or hereafter designated as hazardous or deleterious under the Resource Conservation and Recovery Act, 42 U.S.C. Sec. 6901 et seq.; the Federal Water Pollution Control Act, 33 U.S.C. Sec. 1251 et seq.; the Clean Air Act, 42 U.S.C. Sec. 7401 et seq.; the Comprehensive Environmental Response Compensation and Liability Act of 1980, 42 U.S.C. Sec. 9601 et seq.; or the Hazardous Waste Cleanup -Model Toxic Control Act, RCW 70A.305 all as amended and subject to all regulations promulgated thereunder. ARTICLE VII Other Covenants 7.1 PARKING. 7.2 PAYMENT UPON TERMINATION. The parties acknowledge that if the City had conveyed title to the Building to South County Fire upon annexation, South County Fire would be able to recover some, or all, of the investments made in the Building if and when it elected to sell the Building. The parties also recognize that South County will make investments in the Building during the term of this Agreement which the City will benefit from upon termination of this Agreement. Therefore, the parties find that it is fair and just for South County Fire to be compensated as provided herein upon termination of this Agreement. The City shall reimburse South County Fire for the cost of any capital improvements made to the Building which were completed during the ten (10) year period preceding the termination of the Agreement. A capital improvement which was commenced prior to such ten (10) year period but completed within the ten (10) year period shall be eligible for full reimbursement as long as it was continuously pursued to completion by South County Fire. 7.2.1 For purposes of calculating the foregoing payment, the "cost of a capital improvement' shall include the following costs: (i) engineering and/or architectural fees, (ii) cost of construction and (iii) permitting costs. 7.2.2 The City shall make such payment in full within twelve (12) months of the termination of this Agreement. ARTICLE VIII Miscellaneous Provisions 8.1 DEFAULT: South County Fire shall be in default if it materially and substantially fails to comply with any provision of this Agreement and fails to satisfy such default within one hundred eighty (180) days or such longer period as may be necessary to cure such default following written notice from the City which provides specific details of the default and the necessary steps to be taken to cure such default. In the event of such default which is not timely cured, and following an unsuccessful mediation, the City may terminate the 36 Packet Pg. 628 8.3.b Agreement pursuant to Section 8.4.2 or, alternatively, pursue a cause of action for damages, injunction or other equitable or legal relief. 8.2 INDEMNIFICATION AND HOLD HARMLESS: Each party agrees to protect, save, defend, hold harmless and indemnify the other party, its officers, employees, and agents from any and all demands, claims, judgments, or liability for loss or damage arising as a result of accidents, injuries, or other occurrences on the Property arising out of this Agreement, occasioned by either the negligent or willful conduct of the indemnifying party, regardless of who the injured party may be. 8.2.1 Limited Waiver of Immunity Under Washington State Industrial Insurance Act, Title 51 RCW and Other Similar Industrial Insurance Schemes: The indemnifying party waives its immunity under Title 51 RCW to the extent it is required to indemnify, defend and hold harmless the indemnitee under the foregoing indemnification provision. The foregoing provision was specifically negotiated and agreed upon by the parties hereto. 8.3 ASSIGNMENT OF AGREEMENT: South County Fire may not assign this Agreement, except to an entity who assumes the obligations of South County Fire under the Interlocal Agreement. 8.4 TERMINATION: This Agreement may be terminated as provided in this section. 8.4.1 Termination by South County Fire. This Agreement will terminate when South County Fire ceases to use the Building as a fire station. Upon such termination, South County Fire shall quit and surrender the Premises to the City in a broom clean state. 8.4.2 Termination by the City. The City may terminate the Agreement upon providing South County Fire with not less than one (1) years advance notice. If the Agreement is terminated for this reason, South County Fire shall commence the process the subdivide the Property so that the Building and its adjacent parking area as shown on Exhibit A become a legal lot of record which can be conveyed to South County Fire. The City shall fully cooperate with such subdivision. South County Fire shall be responsible for all costs associated with this subdivision process. Upon completion of the subdivision, the City shall transfer the new legal lot of record to South County Fire for no consideration. The City shall vacate the Building as of the date of transfer unless the parties have entered into a lease agreement for the City to remain in possession of a portion of the Building. 8.4.3 Construction Contribution Funds Repayment. Upon termination of this Agreement, the City shall repay to South County Fire all Construction Contribution Funds paid to the City, if any, adjusted by inflation. 8.5 NOTICES: All notices, demands, requests, consents, and approvals which may, or are required to be given by any party to any other party hereunder, shall be in writing and shall be deemed to have been duly given if delivered personally, sent by facsimile, sent by a nationally recognized overnight delivery service, or if mailed or deposited in the United States mail and sent by registered mail, return receipt requested, postage prepaid to: 37 Packet Pg. 629 8.3.b South County Fire: South Snohomish County Fire & Rescue Regional Fire Authority 12425 Meridian Avenue South Everett, WA 98208 The City: Mayor's Office City of Edmonds 23204 — 5811 Avenue West Edmonds, WA 98043 or to such other address as the foregoing parties hereto may from time -to -time designate in writing and deliver in a like manner. All notices shall be deemed complete upon actual receipt or refusal to accept delivery. Facsimile transmission of any signed original document and retransmission of any signed facsimile transmission shall be the same as delivery of an original document. 8.6 QUIET ENJOYMENT: The City covenants that South County Fire shall have quiet enjoyment of the Premises during the term of this Agreement so long as the terms are complied with by South County Fire and subject to City's right of entry onto the Premises as set forth herein. 8.7 CITY MAY ENTER PREMISES: City staff may enter to view the Premises to satisfy any legal duties the City may have, provided that the City shall do so in such manner as not to materially interfere with South County Fire's normal and usual operations and upon prior notice to South County Fire. 8.8 INTERPRETATION: This Agreement has been submitted to the scrutiny of the parties hereto and their counsel, if desired. In any dispute between the parties, the language of this Agreement shall in all cases be construed as a whole according to its fair meaning and not for or against either the City or South County Fire solely on the basis of which party drafted the provision. If any word, clause, sentence, or combination thereof for any reason is declared by a court of law or equity to be invalid or unenforceable against one party or the other, then such finding shall in no way affect the remaining provisions of this Agreement. 8.9 GOVERNING LAW: This Agreement, and the right of the parties hereto, shall be governed by and construed in accordance with the laws of the State of Washington, and the parties agree that in any such action jurisdiction and venue shall lie exclusively in Snohomish County, Washington. 8.10PREVAILING PARTY: South County Fire and City hereby agree that if either party resorts to litigation to enforce this Agreement, the Court, in such litigation, shall award reasonable costs and expenses, including attorney's fees and costs, incurred to the prevailing party. 38 Packet Pg. 630 8.3.b 8.11 NO JOINT VENTURE: Nothing contained in this Agreement shall be construed as creating any type or manner of partnership, joint venture or other joint enterprise between the parties. 8.12COMPLIANCE WITH LAWS: The Parties shall always exercise their rights and perform their respective obligations under this Agreement in full compliance with all applicable laws, ordinances, rules and regulations of any public authority having jurisdiction. 8.13ENTIRE AGREEMENT: This Agreement and the Interlocal Agreement contain all of the understandings between the parties. Each party represents that no promises, representations, or commitments have been made by the other as a basis for this Agreement which has not been reduced to writing herein and in the Interlocal Agreement. No oral promises or representations shall be binding upon either party, whether made in the past or to be made in the future, unless such promises or representations are reduced to writing in the form of a modification to this Agreement executed with all necessary legal formalities by the parties hereto. 39 Packet Pg. 631 8.3.b DATED this day of , 2025. SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY Jim Kenny, Commissioner/Chair Michael Fearnehough, Commissioner David Chan, Commissioner Edward Widdis, Commissioner ATTEST: Melissa Blankenship, Executive Assistant to The Board of Commissioners. CITY OF EDMONDS Mike Rosen, Mayor Approved as to Form: Jeffrey Taraday, City Attorney 40 Mark Laurence, Commissioner/ Vice Chair Chris Teofilak, Commissioner Micah Rowland, Commissioner Packet Pg. 632 8.3.b STATE OF WASHINGTON ) ) ss. COUNTY OF SNOHOMISH ) On this day personally appeared before me TYPE NAME HERE to me known to be the TYPE TITLE HERE of the SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY, and on oath verified that he/she was authorized to execute this document on behalf of the District for the uses and purposes therein mentioned. GIVEN under my hand and official seal this day of , 2025. Print Name: NOTARY PUBLIC in and for the State of Washington, Residing at My Commission Expires: TARY SEAL] STATE OF WASHINGTON ) ) ss. COUNTY OF SNOHOMISH ) On this day personally appeared before me MIKE ROSEN, to me known to be the MAYOR of the CITY OF EDMONDS and on oath verified that they were authorized to execute this document on behalf of the City for the uses and purposes therein mentioned. GIVEN under my hand and official seal this day of 2025. Name: NOTARY PUBLIC in and for the State of Washington, residing at My Commission Expires: 41 Packet Pg. 633 8.3.b Exhibit "A" — Map of Property RI 9s Petanq lub i= 42 c m N O N Packet Pg. 634 8.3.b Exhibit "B" — Map of Building IUL10[ IVRR! M. 43 c m V N O N Packet Pg. 635 8.3.b Exhibit "C" — Description of Premises Station 17 has both a mezzanine and lower floor. The description of the premises includes all of the mezzanine and lower floor plan. This includes the apparatus bay to include the decon room, training room, laundry room, and storage room. It also includes the living area, which is the rest of the lower floor and consists of 5 sleeping rooms, day room. kitchen/dinning, storage rooms, offices, Bathrooms, exercise room, and lobby. The mezzanine includes the mechanical and electrical rooms 44 Packet Pg. 636 8.3.b Exhibit "D" — Map of Premises r- I I r--------------- j I - J r I II I r� I I L I I I I Ir I I I � I I I I I I I 1 , I I I III L------------------ wa ROOM Raw 45 c M d C) N O N Packet Pg. 637 8.3.b EXHIBIT 5 INTERLOCAL AGREEMENT BETWEEN SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY AND THE CITY OF EDMONDS FOR FIRE CODE OFFICIAL SERVICES This INTERLOCAL AGREEMENT (the "Agreement") is entered into by and between SOUTH SNOHOMISH COUNTY FIRE & RESCUE REGIONAL FIRE AUTHORITY, a Washington municipal corporation (the "Authority"), and the CITY OF EDMONDS, a Washington municipal corporation (the "City"), on this X Day of XXXXX, 2025. The Authority and the City are individually referred to herein as a "Party" and collectively as the "Parties." WHEREAS, the City was annexed into the Authority effective XXXXXXXXX, 2025; and WHEREAS, the Regional Fire Authority ("RFA") Plan contemplates that the City will contract for fire code official services from the Authority; and WHEREAS, the RFA recognizes the inherent value of providing Fire Code Official services to the City inasmuch as such services have a direct impact on firefighter safety; and WHEREAS, the Authority and the City are authorized, pursuant to Chapter 39.34 of the Revised Code of Washington ("RCW"), to enter interlocal cooperation agreements to provide high quality Services, as defined herein, to the public in an efficient manner. NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the Parties hereto agree as follows: 1. PURPOSE. The purpose of this Agreement is to ensure high quality and uninterrupted fire code official services to the residents of the City during the Term of this Agreement, as noted below. 2. TERM. This Agreement shall commence XXXXXXXXX, 2025 (the "Effective Date") and will continue until terminated as provided herein (the "Term"). Either Party may terminate this Agreement for any reason upon not less than twelve (12) months' advance written notice; provided, however, that neither Party shall issue notice of termination prior to December 31, 2025. 2.1 Termination by Authority for Cause. The Authority may also terminate this Agreement upon thirty (30) days' notice if the City fails to pay any collected Fire Fees and Charges, as defined herein, within ninety (90) days of its due date and fails to timely cure prior to the termination date stated in the notice. 2.2 Termination by City for Cause. If the Authority is in material breach of any term or condition herein, the City may provide the Authority with a written notice describing the default in detail. The Authority shall cure such breach within ninety (90) days after receipt of such notice and shall confer with the City on the steps being taken; provided, however, that the time for cure shall be extended if the default cannot be cured within ninety (90) days and the Authority is making a good faith effort to cure such default in a timely manner. If the Authority fails to timely cure the default as provided in this Section, the City may issue written notice of termination which shall take effect not less than thirty (30) days following such notice. 46 Packet Pg. 638 8.3.b 3. SERVICES. During the Term of this Agreement, the Authority agrees to provide those fire code official services identified on Exhibit A hereto (the "Services") within the boundaries of the City, as those boundaries may be adjusted in the future. 4. LEVEL OF SERVICE. The Services shall be provided in such a manner as to maintain the existing levels of service ("Level of Service") immediately prior to the Effective Date until or unless a revised scope of services is mutually agreed upon in an amendment to this Agreement. 4.1 The Services shall be administered in the interest of the City and shall be performed in a professional and competent manner pursuant to and within the timelines required of the City's Municipal Code (the "Code"), City policies and procedures, including applicable customer service standards, and any state or federal laws applicable to the performance of the Services. The city expectation is that the Fire Code Official position be assigned full time, to an individual as described in section 7.0 of this document. It is recognized by both Parties that there are exceptions that will impact turnaround times that shall be taken into consideration in determining compliance with this Section of the Agreement. Example: Training Events, Sick Leave, Vacations, Court Dates and Unforeseen needs that could take priority over daily work. In no instance shall permit issuance exceed one hundred twenty days, as required by WAC 365-196-845 (10). 4.2 The Authority warrants its staff performing the Services have the requisite training, skill, and experience necessary to provide the Services and are appropriately accredited and licensed by all applicable agencies and governmental entities. 4.3 In the event the City, for any reason, determines that it is in the interest of the City to change the defined Level of Service, the City shall pay the Authority the actual cost incurred by the Authority in servicing the volume increase. Any modification to the Level of Service shall be stated in a written amendment to this Agreement specifying the modifications to the Level of Service and the changes to the payment to the Authority under this Agreement. In the event substantial volume increases affect the ability of the Authority to meet the defined Level of Service, the Parties agree to collaborate in the public interest to address adjustments in the payment under this Agreement and/or Fire Fee and Charge necessary to satisfy the Level of Service or to make changes to the Level of Service on mutually agreeable terms; provided, that no adjustment to the payment under this Agreement or Fire Fee and Charge, or change to the Level of Service shall be effective unless stated in a written amendment to this Agreement. 4.4 Designees from each Party shall meet on a regular basis, at the request of either Party, to discuss the Level of Service, the quality of service, Fire Fees and Charges, the payment under this Agreement, and any other issues arising out of the performance of this Agreement. 5. PERSONNEL, EQUIPMENT AND OFFICE SPACE. 5.1 The Authority shall be solely responsible for establishing and supplying all staffing (the "Assigned Authority Personnel") and all equipment necessary to provide the Services, except for any equipment which the City is expressly required herein to provide. For 47 Packet Pg. 639 8.3.b the purposes of performing the Services and subject to licensing terms and security requirements, the parties agree to cooperate and share access to electronic permitting systems and other electronic systems necessary to coordinate services. 5.2 As partial consideration for the Services, the City shall provide the following to the Authority at no cost: (i) suitable office space within the City for the Assigned Authority Personnel; and (ii) access to office equipment and supplies reasonably needed to provide the Services, e.g., computers, internet access, telephones, computer software licenses, etc. 5.3 The City shall provide the Assigned Authority Personnel with access to permit files and other City records reasonably necessary for the Authority to provide the Services. 6. FIRE FEES AND CHARGES. The Authority reserves the right to collect fees for existing Building Inspections, using the Authority's equipment and software needed to perform existing Building Inspections. Fees from Existing Building Inspections will be set in the mutually agreed Fee Schedule. The City shall collect and remit to the Authority all fees and charges it collects related to services provided by the Authority under this Agreement, including plan review, inspections, and enforcement (the "Fire Fees and Charges"). 6.1 Payment. All Fire Fees and Charges shall be due and payable to the Authority within thirty (90) days of the City collecting those amounts. When remitting payment to the Authority, the City may deduct 5% of the established permit fee for processing costs it incurred to collect the fees, including but not limited to court costs, attorneys' fees, and payments to debt collection companies. The City is not required to pay the Authority for uncollected or unpaid fees. If payment of a collected Fire Fee and Charge is more than thirty (90) days delinquent, interest shall accrue at the rate of twelve percent (12%) per annum. 6.2 Supporting Documentation. When the City transmits the Fire Fees and Charges to the Authority, the City shall provide the Authority with supporting documents that describe the Services for which the money was collected. The Authority has a right to request an audit of the Fire Fees and Charges no more frequently than once per year. The cost of an audit requested by the Authority shall be paid by the Authority unless otherwise agreed by the Parties. 6.3 Schedule of Fire Fees and Charges. By no later than September 1 of each year, the Authority will submit to the City proposed updates to the Fire Fees and Charges schedule. Updates to the fee schedule are subjected to City Council approval, which will not unreasonably be withheld. In the event the City Council does not approve the new Fire Fees and Charges schedule proposed by Authority, Authority may request discussion of the financial impacts to the Authority of not having its proposed Fire Fees and Charges schedule approved. 6.4 No Unfunded Mandates. The City shall not create any unfunded mandates for increased Services or reporting by the Authority without fully compensating the Authority for actual costs incurred. 7. FIRE CODE OFFICIAL. For purposes of Section 103.2 of the International Fire Code ("IFC"), the City Mayor shall designate the Fire Code Official as defined in Exhibit A. The Fire Code Official and prevention personnel will perform the functions specified in this Agreement, 48 Packet Pg. 640 8.3.b the IFC, and any City Code. The City shall retain the full and ultimate authority for code adoption, interpretation, and enforcement. 7.1 The IFC refers to all applicable Adopted Codes of the IFC and the City's municipal code. 7.2 The Fire Code Official may, from time -to -time, make recommendations to the City regarding suggested revisions or amendments to the City's Municipal Code. Such recommendations shall be made according to the process prescribed by the City. 7.3 The Fire Code Official shall provide reports to the Building Code Official or designee as requested. While the Fire Chief shall have the authority to direct the work of the Authority employees, the City's Building Code Official or designee shall be kept informed of the development review work performed by the Authority employees and shall have authority to provide input to the Fire Chief in setting the desired outcomes of the Fire Prevention staff. 8. FIRE PLAN REVIEW & INSPECTIONS. The following terms and conditions shall apply with regards to the Plan Review and Inspection Services outlined on Exhibit A: 8.1 All Services provided pursuant to this Exhibit shall be performed in a professional and competent manner pursuant to and within the timelines required of the Codes, City policies and procedures, including applicable customer service standards, and any state or federal laws applicable to the performance of that Service. The Assigned Authority personnel shall obtain and maintain certifications needed to perform the duties of these Services. 8.2 The Authority personnel assigned to the City shall maintain their operational training and provide operational support as part of their daily activities as directed by the Authority. It is recognized by both parties that there are exceptions that arise that impact turnaround times that shall be taken into consideration in determining compliance with this section of the Agreement. Operational support could be anything delegated by the Authority for emergency needs such as EOC Liaison for a major regional event affecting the Authority. 9. FIRE CODE ENFORCEMENT. The following terms and conditions shall apply regarding those Fire Code Enforcement Services outlined on Exhibit A: 9.1 The City shall be responsible for providing prosecution services and legal counsel necessary to prosecute any civil or criminal code enforcement issues when enforcement requires judicial action (including hearing examiner proceedings). Once enforcement is turned over to the City for judicial action, the City retains independent prosecutorial discretion as to how or whether to proceed with enforcement action. The City will also maintain responsibility for any Code compliance activities that require the presence or involvement of commissioned law enforcement officers. The Assigned Authority Personnel who inspected the property and found it to be in violation shall appear before any court, hearing examiner, board, committee, or other body empowered to enforce the provisions of the IFC to assist the City with enforcing the IFC at the sole cost of the Authority. The Parties acknowledge that the Authority, by statute, has no duty to enforce any provisions of the Code or to enforce ordinances of the City except under the terms of this Agreement and the RFA Plan. Any duty the Authority does have to enforce the Code is not intended to benefit any specific members of the public. The City agrees that all court costs and other legal costs 49 Packet Pg. 641 8.3.b incurred in the judicial enforcement of the Code within the City limits shall be paid by the City and shall not be considered an operating expense of the Authority. 9.2 The Authority will cooperate and coordinate with the City when enforcement efforts are contested. 9.3 The Authority will attend and provide testimony and exhibits at Code compliance hearings before the City's Hearing Examiner, and upon appeal, if any, to court. 10. RECORDS. All records received, used, or prepared in connection with the Services shall remain in the custody of the City and shall be maintained in such manner(s) as may be prescribed by the City. All such records shall be accessible by the Assigned Authority Personnel to perform the Services. The Authority reserves the right to store records related to their official duties. 10.1 The City shall be solely responsible for responding to public records requests received by the City which involve public records generated pursuant to this Agreement; provided, however, that the Authority and the Assigned Authority Personnel shall assist in a timely manner, as necessary, in locating responsive records necessary for the City to fulfill its statutory duties under the Public Records Act, RCW 42.56 ("PRA"). 10.2 The Authority shall be solely responsible for responding to public records requests received by the Authority which involve public records generated pursuant to this Agreement; provided, however, that the City shall cooperate in a timely manner, as necessary, in providing records necessary for the Authority to fulfill its statutory duties under the PRA. 10.3 The Parties acknowledge time is of the essence in responding to requests under the PRA. Further, in the event of a PRA request, the entity receiving the request may provide the other party with a copy of the Records Request, who shall promptly provide copies of any responsive records in their possession and cooperate to communicate related timelines for production. 11. INDEMNIFICATION. Each party shall be liable and responsible for the consequences of any negligence or wrongful act or failure to act on the part of itself and its employees. Neither party assumes responsibility for the other party for the consequences of any act or omission of the other party or of any person, firm, or corporation not a party to this Agreement. 11.1 To the extent permitted by law, the Authority shall indemnify, hold harmless, and defend the City, and its officers, agents, and employees, or any of them, from any and all claims, actions, suits, liability, loss, costs, expenses, and damages ("Claims") of any nature whatsoever, by reason of negligent or intentional acts or omissions of the Authority, and its officers, agents, and employees, or any of them, in performing services pursuant to this Agreement. In the event that any suit based upon such a Claim is brought against the City, the Authority shall defend the same at its sole cost and expense; provided, however, that the City retains the right to participate in said suit if any principle of governmental or public law is involved; and further provided that if final judgment be rendered against the City, and its officers, agents, and employees, or any of them, or jointly against the City and the Authority, and their respective officers, agents, and employees, or any of them, for negligent or intentional acts or omissions of the Authority, the Authority shall satisfy the same; and further provided 50 Packet Pg. 642 8.3.b that if any such Claim is based on the concurrent negligence of the Parties, then the Authority's obligation under this Section applies only to the extent of its negligence. 11.2 To the extent permitted by law, the City shall indemnify, hold harmless, and defend the Authority, and its officers, agents and employees, or any of them, from any and all claims, actions, suits, liability, loss, costs, expenses, and damages ("Claims") of any nature whatsoever, by reason of negligent or intentional acts or omissions of the City, and its officers, agents, and employees, or any of them, in performing services pursuant to this Agreement. In the event that any suit based upon such a Claim is brought against the Authority, the City shall defend the same, at its sole cost and expense; provided, however, that the Authority retains the right to participate in said suit if any principle of governmental or public law is involved; and further provided that if final judgment be rendered against the Authority, and its officers, agents, and employees, or any of them, or jointly against the Authority and the City, and their respective officers, agents, and employees, or any of them, for negligent or intentional acts or omissions of the City, the City shall satisfy the same; and further provided that if any such Claim is based on the concurrent negligence of the Parties, then the City's obligation under this Section applies only to the extent of its negligence. 11.3 It is further specifically and expressly understood that the indemnification provided herein by each party constitutes that party's waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of the foregoing indemnification. This waiver has been mutually negotiated by the Parties. 12. INSURANCE. Each Party shall maintain its own insurance and/or self-insurance for its liabilities from damage to property and /or injuries to persons arising out of its activities associated with this Agreement as it deems reasonably appropriate and prudent. The maintenance of, or lack thereof of insurance and/or self-insurance shall not limit the liability of the indemnifying party to the indemnified party. Each Party shall provide the other with a certificate of insurance or letter of self-insurance upon request. 13. THE CITY AND AUTHORITY ARE INDEPENDENT MUNICIPAL GOVERNMENTS. The Parties recognize and agree that they are independent governments. No separate legal or administrative entity is created by this Agreement. Except as expressly provided to the contrary in this Agreement, any real or personal property acquired or used by either Party in connection with the performance of this Agreement shall remain the sole property of such Party, and the other Party shall have no interest therein. Except for the specific terms herein, nothing herein shall be construed to limit the discretion of the governing bodies of each Party. Specifically, and without limiting the foregoing, the Authority shall have the sole discretion and the obligation to determine the exact method by which the Services are provided to the City. 14. ADMINISTRATION OF AGREEMENT. This Agreement shall be administered by the Authority's Fire Chief and the City Mayor or the City Mayor's designee. The Fire Chief and the City Mayor or the City Mayor's designee shall meet regularly and at the request of either Party to ensure the satisfaction of the City with the Services. The City Mayor or the City Mayor's designee may provide input to the Authority's Fire Chief concerning desired outcomes, quality, and timeliness of the Services. 14.1 In addition to the foregoing, the Authority will provide such reports in writing or in person before the City Council as may be reasonably requested by the City Mayor or the City 51 Packet Pg. 643 8.3.b Mayor's designee for the community to remain informed regarding the Services performed pursuant to this Agreement. 15. ASSIGNED AUTHORITY PERSONNEL. The Assigned Authority Personnel shall, always, be Authority employees and shall not be deemed to be loaned employees of the City. The Authority shall be solely responsible for all compensation due to the Assigned Authority Personnel, supervision, and discipline. The City shall provide regular feedback to the Fire Chief pertaining to the performance of the Assigned Authority Personnel. The City shall immediately notify the Human Resources Director for the Authority concerning any actions by the Assigned Authority Personnel requiring involvement by the Authority's Human Resources Department. The Authority retains the right to move or reassign employees. 16. DISPUTE RESOLUTION. It is the intent of the Parties herein to attempt to resolve all disputes between them without litigation. In the event of a dispute, the Parties shall mutually agree upon a mediator. Any expenses incidental to mediation, including the mediator's fee, shall be borne equally by the Parties. If the Parties cannot agree upon a mediator, the Parties shall submit the matter to either the Judicial Arbitration and Mediation Service ("JAMS"), Judicial Dispute Resolution ("JDR"), or the Washington Arbitration and Mediation Service ("WAMS") and shall request that a mediator be appointed. If the Parties cannot agree on which of these services to use, one of them shall be selected at random. This requirement to mediate the dispute may only be waived by mutual written agreement before a Party may proceed to litigation. 17. GOVERNING LAW AND VENUE. Jurisdiction and venue for any dispute arising out of this Agreement shall lie exclusively in the Superior Court of Snohomish County, Washington 18. NON -WAIVER. No waiver of any act or omission, including, but not limited to, acceptance of payment by the Authority, shall (i) operate as a waiver of any past or future default; (ii) deprive a Party of its right to terminate this Agreement; or (iii) be construed to prevent a Party from promptly exercising any other right or remedy it has under this Agreement. 19. NOTICES. Any notice, demand, request, consent, approval, or communication that either Party desires or is required to give to the other Party shall be in writing addressed to the other Party at the addresses as follows: South Snohomish County Fire & Rescue Regional Fire Authority Attention: Fire Chief 12425 Meridian Ave. S Everett, WA 98208 City of Edmonds Attention: City Mayor 121 5th Ave. N Edmonds, WA 98020 Or such address as may have been specified by notifying the other Party of the change of address. Notice shall be deemed served on the date of actual delivery or the first (111) 52 Packet Pg. 644 8.3.b attempted delivery as shown on the return receipt if mailed with the United States Postal Service by certified mail, return receipt requested, or by the receipt from any private delivery service such as Fed Ex or DHL. 20. DRAFTING. Each Party has fully participated in the drafting of this Agreement. Therefore, this Agreement shall be construed according to its fair meaning without regard to which Party drafted a particular provision. 21. SURVIVAL. All obligations of either Party as provided for in this Agreement shall not cease upon the termination of this Agreement and shall continue as obligations until fully performed. All clauses of this Agreement which require performance beyond the termination date shall survive the termination date of this Agreement. 22. NON-DELEGATION/NON-ASSIGNMENT. Neither Party may delegate the performance of any contractual obligation, hereunder to a third party, unless mutually agreed on in writing. Neither party may assign this agreement without the written consent of the other party. 23. NO BENEFIT TO THIRD PARTIES. This Agreement shall not be construed to provide any benefits to any third parties, including but not limited to the employees or volunteers of any Party. Specifically, and without limiting the foregoing, this Agreement shall not create or be construed as creating an exception to the Public Duty Doctrine. 24. COMPLIANCE WITH LAW. All Parties to this Agreement shall comply with all applicable federal, state and local laws, rules and regulations in the performance of this Agreement. In all Authority services, programs or activities, and all Authority hiring and employment made possible by or resulting from this Agreement, there shall be no discrimination by the Authority or their employees, agents, subcontractors or representatives against any person because of sex, age, (except minimum age and retirement provisions), race, color, creed, national origin, marital status, religion, sexual orientation or the presence of any disability, including sensory, mental, or physical handicaps, based upon a bona fide occupational qualification in relationship to hiring and employment. This requirement shall apply, but not be limited to the following: employment, advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. The Authority shall not violate any of the terms of Chapter 49.60 RCW, Title VI I of the Civil Rights Act of 1964, the Americans with Disabilities Act, Section 504 of the Rehabilitation Act of 1973 or any other applicable federal, state or local law or regulation regarding nondiscrimination. 25. ASSIGNMENT. The Parties to this Agreement may assign any of their duties, rights or responsibilities under this Agreement without the express written consent of the other Parties. 26. SEPARATE PROPERTY. It is not contemplated that any property, real or personal, will be acquired by any Party separately or jointly because of this Agreement. No separate fund shall be established regarding this Agreement. Any acquisition of joint property shall be subject to a separate Interlocal Agreement executed prior to or at the time of such joint acquisition. All equipment and property owned or acquired solely by a Party hereto shall remain the equipment and property of that Party. 27. ENTIRE AGREEMENT. This Agreement contains all the understandings between the 53 Packet Pg. 645 8.3.b parties. Each Party represents that no promises, representations, or commitments have been made by the other as a basis for this Agreement which have not been reduced to writing herein. No oral promises or representations shall be binding upon either Party, whether made in the past or to be made in the future, unless such promises or representations are reduced to writing in the form of a modification to this Agreement and executed with all necessary legal formalities by the legislative authorities of each Party. 28. AMENDMENTS. This Agreement may only be amended or modified by a written agreement approved and authorized by the legislative authorities of each Party. 29. FILING. Executed copies of this Agreement shall be filed as required by Section 39.34.040 of the Revised Code of Washington prior to this Agreement becoming effective or, alternatively, posted on the website of each party. 30. COUNTERPARTS. This Agreement may be executed in any number of counterparts, and each such counterpart hereof shall be deemed to be an original instrument, but all such counterparts together shall constitute but one agreement. [Signatures on Following Page] 54 Packet Pg. 646 8.3.b SOUTH SNOHOMISH COUNTY FIRE & CITY OF Edmonds RESCUE REGIONAL FIRE AUTHORITY By: Jim Kenny By: Mike Rosen Its: Chair Its: City Mayor ATTEST: By: Mark Laurence Its: Vice Chair By: Its: City Clerk By: David Chan Its: Commissioner By: Ed Widdis Its: Commissioner By: Micah Rowland Its: Commissioner By: Michael Fearnehough Its: Commissioner By: Chris Teofilak Its: Commissioner ATTEST: By: Melissa Blankenship Its: Executive Assistant 55 Packet Pg. 647 8.3.b 56 c O x m c c m y C O O_ 0 W d V d N U) 5 W d L LL 4- 0 c O Q M ++ c O IL c O .y N 7 V n 0 c O d 0 N O N N y t x d t r� 3 c m E a) d L Q O m x W _ c Q d L a c d E u w r Q Packet Pg. 648 8.3.b EXHIBIT A LIST OF SERVICES PLAN REVIEW, PERMIT REVIEW, AND INSPECTION SERVICES: The Authority will provide Plan Review, Permit Review and attend Pre -Application Conferences within the City's boundaries, as those boundaries may be adjusted in the future. The description of Plan Review, Permit Review and Pre -Application Conferences in this Exhibit A include, but are not limited to, administration and interpretation of applicable fire codes (Last Adopted IFC) and the Millcreek Municipal Code ("Code"). The Authority shall provide, in consultation with the City, the following Plan Review, Investigations, and Inspection Services: A. Direct the management and supervision of personnel performing the Services. B. Administer fire prevention programs and activities to include Code inspections and plan review for Code compliance. C. Interpret Code as necessary to perform the Services. In the event of ambiguity or conflict in the Code, the Authority will consult with the City. D. Approve materials, equipment, and devices used in construction, and the methods of construction to the extent that approval is required by the Code. E. Coordinate the collection of fees with the City. F. Maintain records in accordance with state approved retention schedules, route development applications and plans, and fulfill public record requests consistent with this agreement. G. Coordinate with the City to process development plans and Code related permit application packages in a timely manner consistent with City established customer service goals and applicable laws. The Authority and the City agree to discuss performance metrics and timelines for review. H. Assist City with Code complaints or inquiries from the public to include data entry, file creation, and routing of information. I. Schedule and conduct Code inspections for developers or contractors. J. Recommend and prepare updates to the Code for consideration by the City, including but not limited to state mandated updates to the International Fire Code. K. Review and sign voluntary compliance agreements. L. Perform all other administrative tasks necessary to support Fire Prevention Services for the City, including all administrative tasks designated by the Code as the responsibility of the Fire Chief, Fire Marshal, and/or Fire Code Official. 57 Packet Pg. 649 8.3.b M. Participate in the City's Special Events. II — FIRE CODE ENFORCEMENT: The Authority shall provide the following Fire Code Enforcement Services in the City's boundaries: A. Perform inspection duties including, but not limited to, existing building inspections as required or authorized by the Code, including the inspection of new or relocated businesses for Code compliance and permit issuance. B. Assist City with investigating and resolving Code violation complaints or inquiries. C. Perform all Code enforcement duties of the Fire Marshal, Fire Code Official, and/or Fire Chief as provided in the Code. Provided, however, the City shall be responsible for providing prosecution services and legal counsel necessary to prosecute any civil or criminal code enforcement issues when enforcement requires judicial action (including hearing examiner proceedings). Once enforcement is turned over to the City for judicial action, the City retains independent prosecutorial discretion as to how or whether to proceed with enforcement action. The City will also maintain responsibility for any Code enforcement activities that require the presence or involvement of commissioned law enforcement officers. The Authority staff who inspected the property and found it to be in violation shall appear before any court, hearing examiner, board, committee, or other body empowered to enforce the provisions of the IFC to assist the City with enforcing the IFC at the sole cost of the Authority. The Parties acknowledge that the Authority, by statute, has no duty to enforce any provisions of the Code or to enforce ordinances of the City except under the terms of this Agreement and the RFA Plan. Any duty the Authority does have to enforce the Code is not intended to benefit any specific members of the public. The City agrees that all court costs and other legal costs incurred in the judicial enforcement of the Code within the City limits shall be paid by the City. D. Coordinate with the City when enforcement efforts are contested and when the City is undertaking related non -fire code enforcement efforts. E. Coordinate with the City on post -disaster building and system inspections and/or evaluations. F. Approve and/or review fire safety, emergency evacuation, lockdown, shelter -in -place, and hazardous materials management plans. G. Assist the City and provide testimony if needed and present exhibits at Code compliance hearings before the City's Hearing Examiner, and upon appeal, if any, to court. H. Perform all other tasks related to providing the above Fire Code Enforcement Services. III - GENERAL FIRE PREVENTION MANAGEMENT: A. Manage the Knox/Supra lock box program. 58 Packet Pg. 650 8.3.b B. Coordinate with the City to provide timely development review program services, including answering project inquiries, attending meetings, reviewing plans for Code compliance, and approving plans when in compliance with the Code. The Authority and the City agree to discuss metrics and timelines for review. C. Provide development inspection program services to include pre -construction meetings, inspections, troubleshooting fire protection systems, final acceptance tests, field review of basic permits, coordination with the Community and Economic Development/Building Code Official for the issuance of Certificates of Occupancy. D. Assist and advise the City in its economic development activities to include research of properties, systems and code requirements for potential projects and existing buildings. E. Approve hydrant placement on public and private projects. 59 Packet Pg. 651 8.3.c EDMONDS CITY COUNCIL SPECIAL MEETING DRAFT MINUTES December 3, 2024 ELECTED OFFICIALS PRESENT Mike Rosen, Mayor Vivian Olson, Council President (arrived 5:30 pm) Chris Eck, Councilmember Will Chen, Councilmember Neil Tibbott, Councilmember Michelle Dotsch, Councilmember Susan Paine, Councilmember Jenna Nand, Councilmember 1. CALL TO ORDER STAFF PRESENT Jeff Taraday, City Attorney Scott Passey, City Clerk Beckie Peterson, Council Executive Assistant Jerrie Bevington, Camera Operator The Edmonds City Council meeting was called to order at 5 pm by Mayor Rosen in the Council Chambers, 250 5t' Avenue North, Edmonds, and virtually. 2. ROLL CALL City Clerk Scott Passey called the roll. All elected officials were present with the exception of Council President Olson (she arrived at 5:30 pm). 3. EXECUTIVE SESSION TO DISCUSS PENDING OR POTENTIAL LITIGATION, RCW 42.30.110(1)(D At 5 pm, the Council convened in executive session to discuss pending or potential litigation per RCW 42.30.110(1)(i) for a period of 30 minutes. 4. RECONVENE IN OPEN SESSION The meeting was reconvened at 5:30 pm. 5. COUNCIL BUSINESS 1. DISCUSSION OF FIRE/EMS SERVICES OPTIONS Mayor Rosen introduced guests from South County Fire (Regional Fire Authority) Fire Chief Bob Eastman and Fire Commissioner Ed Widdis. He described the process for tonight's discussion: Council President Olson will provide introductory remarks for context, City Attorney Jeff Taraday will describe the purpose of the documents in the packet, and Councilmember Tibbott will provide an overview of the relevant Edmonds City Council Draft Minutes December 3, 2024 Page 1 Packet Pg. 652 8.3.c content in the documents specific to Edmonds. Council questions/comments will follow in a round robin format in councilmember order with three minutes for each comment/question/answer; Council President Olson and Councilmember Tibbott will be the primary responders, and depending on the nature of comment/question, possibly the guests from SCF. Council President Olson and Councilmember Tibbott will not participate in the round robin as they will be the primary responders. There will be five minutes reserved at the end for the guests from SCF to add content followed by Councilmember Tibbott's review of next steps in the process. Mayor Rosen explained part of the reason for this agenda item is frustration expressed by community members in the past that a public hearing was held before the presentation to council and their interest in hearing the same content as the council to inform their comments for the public hearing. A public hearing will be held during the regular meeting that will follow this special meeting. Council President Olson said she was excited this day has arrived, when finally the whole council and community are together virtually and in the same room to go through the specifics of what annexation to the RFA would look like. The council chose this as the preferred alternative in May without knowing the specific details and without knowing that a contact with the RFA was an option for consideration. Today, the council begins the process of determining whether, with the details known, annexation to the RFA is still the council's preferred alternative. She is a former certified contracting officer and one of four members of the City's team on the Future of Fire; at this point all become members of the city team on the Future of Fire. Councilmember Tibbott is the 2024 PSPHSP Committee Chair and the City's lead on the Future of Fire endeavor. Mayor Rosen, a former executive, and City Attorney Jeff Taraday were also on the team. Mr. Taraday has been involved in all fire contracts and amendments to the fire contract in the years he has been the city attorney. Council President Olson continued, this team has been completely immersed in this subject for the last several months and she was sure would fail to cover all the things the council and community do not know because they are so familiar with the topic. The team will rely on questions and input to realize what they've missed and will endeavor to provide all information on annexation and other fire options fully and transparently. Due to time constraints tonight, the priority will be on annexation since Chief Eastman, Commissioner Widdis and Board Executive Assistant Melissa Blankenship are here tonight. Mr. Taraday advised his review of the documents would be a high level, 30,000 foot overview of the documents in the packet to provide an orientation before going into the more detailed Q&A. There are three documents in the packet, the RFA Plan Amendment (packet page 4), Pre -Annexation Agreement (packet page 39) and a separate contract lieu of annexation (packet page 100). He will focus on the first two documents and will not review the contract in lieu of annexation. The Plan Amendment can be thought of as the legislative document of the RFA, analogous to the City's comprehensive plan, but much more limited in scope because the RFA only does fire and EMS and not all the things a city does. The RFA Plan Amendment describes the terms of the various annexations that have happened over time as well as the terms of annexation for Edmonds if annexation goes forward. The RFA prepared a new section 12 to that plan entitled, Annexation of the City of Edmonds (packet page 28), which includes various subsections. Mr. Taraday highlighted Subsection E of Section 12, Transition of Property and Assets, where the plan references the Pre -Annexation Agreement. The first paragraph of Subsection E addresses Stations 16 and 20 and the transfer of those stations and points to the terms of Pre -Annexation Agreement, specifically identifying that the Pre -Annexation Agreement shall control. The second paragraph of Subsection E addresses Station 17 and again references the Pre -Annexation Agreement and mentions that the Pre - Annexation Agreement controls. With regard to Subsection G, Finances, he recognized some people have wondered what, if anything, Edmonds gets that wasn't necessarily required to happen as part of annexation. Under Subsection G if annexation is approved, the RFA would be entitled to bill and collect transport fees Edmonds City Council Draft Minutes December 3, 2024 Page 2 Packet Pg. 653 8.3.c originating within Edmonds commencing on the annexation effective date. Hypothetically if annexation happens on June 1, 2025, all transport fees collected from transports originating within the City would go to the RFA which is different than the current interlocal agreement (ILA). Under the current ILA, the City would receive those transport fees. There is a credit in the agreement for that. With regard to Liabilities under Subsection G, Mr. Taraday explained there are three categories of liabilities the City has that the RFA would assume on the annexation date: 1) payment obligations related to Sno911, 2) LEOFF 1 firefighters retiree medical, and 3) the City's payment for Snohomish County Department of Emergency Management (DEM) for three years (2025-2027). No exact dollar amounts are stated in the document. If there are questions about the amounts, those answers can be obtained, but he does not have those details tonight. Mr. Taraday continued, the Pre -Annexation Agreement is somewhat complicated in that there are several exhibits attached. Attached to Pre -Annexation Agreement are the following: • Exhibit la: Quitclaim Deed for Station 16 (packet page 48) • Exhibit lb: Quitclaim Deed for Station 20 (packet page 52) • Exhibit 2: Master Bill of Sale (packet page 55) which addresses transferring station furniture and fixtures • Exhibit 3: Temporary Contract (Packet page 59) that will effect in the event the city council chooses to put annexation on the ballot and the election fails • Exhibit 4: Use Agreement related to Station 17 (packet page 74). Station 17 is treated differently than Stations 16 and 20 for reasons that can be described • Exhibit 5: Fire Prevention ILA (packet page 87) which addresses payment of fire marshal salaries and collection of fire permit fees for permits processed by the City of Edmonds. Mr. Taraday explained he would now provide more detail on things he thought were significant or things he has heard people in the community identify as points of concerns. He read from Section 3.2.2 in the Pre - Annexation Agreement regarding what the City pays in event of annexation in 2025, "Upon such Annexation Date, the RFA shall be entitled to all Transport Fees for transports originating within the City limits for the balance of 2025. These Transport Fees shall be credited against the 2025 Contract Payment under the Original ILA. For purposes of this section 3.2.2, the term "Transport Fee" shall be interpreted in the same manner as the term is used in the Original ILA." Essentially that section says the City will continue to make the current contract payment for the balance of 2025 even if annexation passes, but that payment will be reduced by the amount of the transport fees the RFA would collect during the balance of 2025. Using June 1, 2025 as a hypothetical annexation date, that section describes what the City of Edmonds pays for the final 7 months of 2025 for its fire and EMS service. Starting January 1, 2026, assuming annexation was on the ballot and passed, there would no longer be any contract payment because on that date the City would no longer be contractually obligated to make a contract payment and the RFA receives its fire and EMS levy dollars and fire benefit charge directly from Edmonds taxpayers. Mr. Taraday read from Section 3.3 in the Pre -Annexation Agreement, "If the Annexation Measure fails in 2025, then, by mutual agreement of the Parties on or before July 1, 2025, the RFA shall, commencing January 1, 2026, provide fire and emergency medical services to the City pursuant to the Interlocal Agreement for Temporary Provision of Fire and Emergency Medical Services attached hereto as Exhibit 3 (the "Temporary ILA")." That section essentially says if the City puts annexation on the ballot and the election fails, there is an attachment, Exhibit 3, Temporary ILA, which would potentially become the terms of the contract in 2027. It is a potential due to the phrase, "by mutual agreement of the parties." Mr. Taraday continued, in other words, the City of Edmonds does not have an automatic right to those terms in the event the election fails; it is essentially a pre -negotiated contract, but at the end of the day both sides have an opportunity to confirm they are willing to agree to those terms. For example, if there is an Edmonds City Council Draft Minutes December 3, 2024 Page 3 Packet Pg. 654 8.3.c election in April and hypothetically the election fails, there would be a short window of time in May and June 2025 for the City and the RFA to decide if the terms of that temporary contract are acceptable for the purposes of the next year. It is intended to be a short term agreement. The City's team asked for that to be a unilateral option of the City and the RFA would not do that. The City team wanted it to be solely the City's decision to exercise the option for a temporary agreement, but that ultimately was not agreed to by the RFA and instead the mutual agreement clause was used. The parties would have until July 1, 2025 to make that decision; there are no guarantees that those in fact would be the contract terms. Mr. Taraday read from Section 4, "On the date that the City annexes into the RFA, the City shall transfer title to the following property and assets and, as soon as practicable, transfer them to the RFA in an "as is, where is" condition:" Stations 16 and 20 — there is no payment for these transfers. Reasonable minds can differ whether that is a good or bad thing, but no city that has entered the RFA via annexation was compensated for their stations so Edmonds was being treated the same as other cities who are part of the RFA. Mr. Taraday referred to Exhibit Ia, the Quitclaim Deed for Station 16, noting the language is the same for Station 20. He paraphrased key language at the end of the deed, In the event the RFA ceases to operate the Property as an Active Fire Station, title and ownership of the Property shall revert to City of Edmonds upon payment of fair market value, reduced by the fair market value of the property on the date of the City's annexation as annually adjusted by inflation. He summarized, should the City be in a position to buy the stations back at some point in the future, the City would only pay for improvements made to the stations by the RFA because equity is established by an appraisal and whatever the equity is established at increases over time by the CPI-U. If at some point the City wants to buy back the stations and hypothetically the RFA has made no improvements, unless real estate inflation was dramatically different than CPI-U inflation, there should be any payment due. On the other hand, if the RFA builds a new fire station that costs millions of dollars on one of those properties, it's reasonable to expect that the RFA be compensated for that investment. He commented this was a reasonable provision, there are others he did not feel were reasonable. Mr. Taraday referred to Exhibit 3, Temporary Agreement, that could potential take effect in the event the council puts annexation on the ballot and annexation fails and the Temporary Agreement takes effect. He paraphrased Section 11.3, If this Agreement is terminated for any reason other than the annexation of the City into the RFA the City and RFA agree to the following disposition of assets and equipment upon termination. He referred to Section 11.3. Lc, RFA Owned Rolling Stock, explaining all the RFA rolling stock used in the City of Edmonds is RFA owed rolling stock. Section 11.3. Lc states: "The City may, with the concurrence of the RFA, purchase any rolling stock owned by the RFA which is stationed at the City Fire Station. Such purchase shall be at fair market value." He did not feel this was a reasonable provision and was frankly one of the most contentious points of the negotiation. This provision significantly increases the uncertainty and expense of the City ever being able to restart its own fire department. Mr. Taraday continued, for those interested in the potential of the City restarting its own fire department, this provision is a problem. There is a significant wait time to order new rolling stock from the factory; this provision requires the City seek concurrence from the RFA to purchase fire engines and aid cars as well as payment of fair market value. The reason this is controversial is it is a significant change from the language in the current ILA. In the current ILA, Section 11.7.1, Purchase Back Rolling Stock, reads "All rolling stock in use by the District at the City fire stations at the time of termination shall be purchased back at a price that considers the fair market value of the asset and adjustments to the fair market value that would be fair and equitable including City contributions to apparatus replacement." The City has been making contributions to apparatus replacement for the last 14-15 years. The weight he placed on that should be mitigated or adjusted based on councilmembers' own sense of whether they wanted to operate the City's own fire department again. It is completely irrelevant if the City does not want to operate its own fire department again. Edmonds City Council Draft Minutes December 3, 2024 Page 4 Packet Pg. 655 8.3.c Council President Olson added the teams at the table had gotten to point where all the other documents were mutually agreed upon, and this was the one exception. Conversations have continued with the RFA since this was included in the packet. Mr. Taraday referred to Ext A (packet page 70) related to the contract payment and establishing a formula for determining the contract payment using three components, 1) the RFA levy rate for 2025 and collected in 2026 (currently unknown) X the City's assessed value (currently unknown), 2) RFA EMS Levy rate for 2025 and collected in 2026, and 3) the amount generated by applying the RFA benefit charge formula within the City. Certain assumptions have to be made about what the City's assessed value will be next year as well as RFA levy rates. Anyone who looks at this and says they know what the contract payment will be in 2026 is not truthful because it is an unknowable number. His estimate, using certain assumptions such as a 3% growth in the City's AV and other things, was $20.7M. He has also heard $19M mentioned. No one knows the exact amount, but it will be a lot different than what the City is paying now. Mr. Taraday referred to the Station 17 Agreement, noting Station 17 is not being transferred, it is essentially a rent-free lease and if it were ever transferred, there would be the same reversion language where the City could buy it back with the same equity. He referred to Exhibit 5, agreement related to fire code official services, which is non -controversial agreement. Councilmember Tibbott said he planned to spend time on Section 12 of the RFA Plan Amendment, but Mr. Taraday did a good job providing an overview. He emphasized there are statements specific to the City of Edmonds in that Amendment, however, the RFA is also obligated to be fair to all the cities in RFA, so the amendments related to other cities in the RFA are either identical or almost the same to preserve equity for all the cities that participate in the RFA. At the time annexation is approved, the City would have a non- voting representative on the Commission. Round Robin Council Comments/Questions/Answer Councilmember Eck asked about benefits or advantages to the City from annexation other than fire and ambulance services; gains for the City that may not been emphasized. Councilmember Tibbott responded, for the most part when one looks at emergency services, you see fire trucks and ambulances and think that is the extent of what the RFA does. He highlighted two of the macro resources that come to the City with annexation; first, the emergency preparedness that the RFA contributes to participating cities including preplanning, resources that are in place in the event of catastrophic emergencies, and resources available for emergency response and emergency planning. A second is their reserve fund would also be available in the event of a major response, the RFA could provide resources, pay overtime for firefighters, and provide a backstop for costs related to a catastrophic response. Council President Olson said the Community Paramedic Program is a very strong program in general and benefits frequent callers that have high emergency medical needs. As a community whose residents are older than the other cities in the RFA, Edmonds has a high propensity of those calls. With regard to reserves mentioned by Councilmember Tibbott, Station 20 is close to end of life and there is an expectation that it will be remodeled or completely rebuilt, a capital project the City would have to bond for. If Edmonds annexes into the RFA, that is a project the RFA would take on. Councilmember Chen said he will focus on the transfer of Stations 16 and 20. He expressed appreciation for the City team's work on this and Mr. Taraday's detailed explanation. Based on the explanation and the documentation, the two stations will be transferred to the RFA at no cost to the RFA, however, in future when those stations are no longer in service and they revert back to the City, the City would have to pay fair market value net of equity. That is a double standard and not a fair term. If fair market value is used, the stations could transfer from the City to RFA at fair market value. If the transfer occurs at no cost, then Edmonds City Council Draft Minutes December 3, 2024 Page 5 Packet Pg. 656 8.3.c that should be vice versa at no cost. Council President Olson referred to her Letter to the Editor in My Edmonds News today that addressed that issue and refers to the RCW related to transfer of stations. She invited the RFA to respond. Chief Eastman responded the way they look at fire stations is the taxpayers purchased the fire stations and they are the citizens' fire stations. They are designed to provide fire service, taxpayers already paid for them, and if it is no longer used as a fire station, from the fire department's perspective, a fire station cannot just be abandoned, another would need to be built. One way or the other, there is a cost to the taxpayer. In the end it becomes semantics. The reason the documents are drafted this way is it is very similar to what was done for all the cities that annexed into the RFA and wanted the ability to get their fire stations back. It was done with Lynnwood at the creation of the RFA and with Mill Creek. In end if the City gets the station back, the taxpayer has to pay to buy new so it becomes a challenge either way. Councilmember Dotsch commented as things are moving, growing and expanding, if one of the fire stations is no longer needed by the RFA and it is abandoned, but upgrades have been made and the Edmonds can buy it back but will no longer use it as a fire station, the City shouldn't have to pay for the upgrades. Mr. Taraday responded the way the agreement is currently worded, if upgrades have been made, the City likely will pay for those if they have market value. If upgrades were made and they have been fully depreciated, it's possible the City may not pay for those but the way it is currently worded is the City would pay for any upgrades that were made by the RFA. Councilmember Tibbott commented if the City was re -acquiring a station, it presumably would be used for fire services. Councilmember Dotsch commented not necessarily. Councilmember Tibbott agreed, commenting every possibility cannot be anticipated. Council President Olson commented even if the building were used for a different purpose, the new building would obviously be worth more than a 20-100 year old building. Councilmember Paine asked how Edmonds represents its own interests with regard to level of service, contracts, purchases, etc. if the City annexes into the RFA, how does the City ensure Edmonds' interest are addressed. Councilmember Tibbott answered at the point the City was fully annexed into RFA, the City would have a representative on the board until positions open and then like any of the other cities, Edmonds would have an opportunity to put forward commissioner candidates from Edmond as well as for the at -large positions. Edmonds residents have an opportunity to vote for all commissioners. The Fire Commission Board includes representatives from all the cities who participate in the RFA. Councilmember Paine asked about input regarding contracts, level of service, etc., or would that be determined without the City's input. Chief Eastman answered although the City's representative is a non- voting member, they have equal say, are treated as a member, their input is valued by the board and they have a very strong voice. Once the City annexes into the RFA those decisions are ultimately made by the board based on his recommendations. The Edmonds City Council would not have direct control; citizens would have a voice at board meetings just like they do at city council. There is nothing in the documents that states the existing service will continue forever; there is latitude for the fire chief and the board to change deployment within the City as needed. Councilmember Nand commented the council has received a lot of skepticism from tax -fatigued constituents. She will use her time to address their criticisms and educate them on the situation that the council finds itself in. Washington has the most regressive tax system in the country in terms of how the burdens of taxation are allocated. This is primarily driven in Washington by property tax; property tax is capped by the Eyman initiative in 2011, so funding essential services of government, which under the constitution, the general welfare, police power, fire safety authority is reserved to the states who push it down to municipalities. After the 2001 property tax cap, cities were challenged to provide essential services without going bankrupt. The state's solution was to create junior taxing districts such as fire districts, library districts, etc. The comments and criticisms from skeptical constituents reflect frustration with why the RFA Edmonds City Council Draft Minutes December 3, 2024 Page 6 Packet Pg. 657 8.3.c exists and why Edmonds doesn't have its own fire department like it used to. The reason is because Edmonds got shoehorned into this really torturous tax structure that makes it difficult to fund essential services. She invited the RFA to explain the EMS levy, benefit charge, assessed value, etc. There is a lot of fear mongering and tax fatigue in Snohomish County. Chief Eastman answered the Plan identifies three main funding sources plan, 1) general fire levy which is capped at $1/$1000 AV, 2) EMS levy capped at $0.50/$1000 AV so the most the RFA can charge on property taxes is $1.50/$1000 AV, and 3) a benefit charge. He explained the benefit charge is not a property tax, it considers what the property is used for (commercial, multifamily mobile home and residential) due to different fire resource needs for each category of property and improvements by square footage. The benefit charge is apportioned among those property classes and is not based on AV; 2,000 square foot homes pay the same fire benefit charge regardless of AV. Councilmember Eck relayed one of the concerns she has heard is why so many vehicles and personnel are sent to specific emergencies. Councilmember Tibbott commented he was involved in negotiations this time and previously and learned 2-3 times as much during the current negotiations. The answer the RFA staff will provide was one of those insights. Chief Eastman said the question he has heard is why 9-11 firefighters are sent to a CPR call. One of the most important things on a CPR call is good CPR. He was unsure if anyone in the room or councilmembers have actually done CPR; he has been doing it for 40 years. Two minutes of CPR becomes exhausting and the survival percentages drop exponentially with poor CPR. The RFA tries to get five firefighters on the scene of a CPR call and they rotate every 2 minutes to maintain good quality CPR, which is the most important thing. Other things that happen during a cardiac arrest or CPR is ventilating the person, and usually suction which takes 1-2 firefighters to appropriately manage an airway in addition to the 5 firefighters doing CPR. A firefighter is needed to defibrillate (shock), 1-2 firefighters depending on the type of patient are needed to give access for medicine, a person needs to draw up the medicine, someone gets the history and 1-2 people get the gurney for transport. Adding that up gets to 9-11 people very quickly. He was proud to say SCF's cardiac survival rate was twice the average in the rest of the country. He acknowledged it sounds like a lot of people; there is a video on the SCF website that shows it in action. If CPR is done with less people, survival rates drop which is why nine people go to that critical patient. The response to fire is the same, a lot of people are necessary. With regard to the transfer of assets, Councilmember Chen said with the logic of the taxpayers have already paid for the fire station, that same logic would apply when the asset is converted back to the City. If the asset is transferred to the RFA at no cost now, it makes sense when it reverts to the City, it would also be done at no cost. If the RFA makes improvements, that is also done using taxpayer's money. Council President Olson said RCW 52.26.100(2)(a) speaks specifically to assets transferred into RFAs by cities. She was unsure it applied to every agency and every scenario but it addresses asset transfer to RFAs. Councilmember Chen said the same RCW can apply the other way as well. Council President Olson assumed he was referring to improvements, pointing out the City can buy the asset back at no charge if no improvements are made. Councilmember Tibbott explained if major improvements were made such as have been discussed for Station 20, it is not just Edmonds taxpayers contributing to that asset improvement, all the cities in the RFA are contributing to the improvement of that asset. Councilmember Chen said with that logic, Edmonds taxpayers paid for these stations, and now the City would be contributing the stations to be used by the entire RFA. Council President Olson commented the station haven't moved and are still servicing Edmonds. Mr. Taraday pointed out every other city in RFA did the same thing. Councilmember Chen's concern would have more weight if Edmonds was the only city doing this and every other city got paid for their stations. Lynnwood, Mountlake Terrace, or Mill Creek weren't paid for their stations; if Edmonds were paid for their stations and none of the other cities were, it would look like the other RFA taxpayers were making a Edmonds City Council Draft Minutes December 3, 2024 Page 7 Packet Pg. 658 8.3.c contribution to the RFA that Edmonds did not. It depends on what precedent was set; a precedent could have been set the other way but wasn't. Councilmember Dotsch asked what additional service benefits Edmonds citizens will see if the City joins the RFA at nearly twice the price the City is currently paying. Councilmember Tibbott answered part of that question was answered previously. One of the issues Chief Eastman brought up during negotiations is national standards have changed related to how emergency response is provided. At the time the City's contract was established, it was consistent with the level of service 6-7 years ago and as those national standards changed, the level of service changed for the entire RFA including Edmonds. Edmonds has been receiving services the City did not contract for. Councilmember Dotsch recalled the council made a change two years ago to the service provided. Councilmember Tibbott summarized the original contract was for a level of service that is not consistent with current standards. Chief Eastman pointed out the 2 FTE that were added in 2022, Edmonds started with that many in 2010, it was reduced in 2017 and brought back in 2022 per the contract. Things the RFA has added that are not part of the City's current ILA include community resource paramedics and medical service officers on shift, addition of a third battalion chief, and additional resources the RFA put in place that occur throughout the RFA service area including in Edmonds even though they are not addressed in the current ILA. Edmonds receives all the services the RFA offers because there was not a mechanism to add those pieces or the RFA chose not to. Councilmember Dotsch relayed her understanding that those items justified the increase in price. Councilmember Paine referred to a comment in My Edmonds News regarding staff salaries. She asked the goal of placing RFA on the pay scale with comparable cities. For example, Edmonds aims to have its non - represented staff at 50% of comparable cities. She also asked how the RFA's span of control methodology. Chief Eastman answered the board is very clear they work at the mid -range of the comps. The RFA uses 10 comparable fire agencies; the last three contracts which were settled through arbitration land in the middle, five comps above and five below either the median or the average of the comps. Councilmember Paine asked about the RFA's comparables. Chief Eastman answered because SCF is a large organization, the comps are other large agencies like Central Pierce, Tacoma, Bellevue, and Eastside Fire. He offered to provide a list of comparables. Councilmember Paine asked about the span of control for teams providing service and the methodology for determining it. Chief Eastman said the RFA tries to keep the span of control between 5 and 7 people. Company officers, captains, are the first level supervisors, in charge of engine companies or stations and are responsible for 3-5 firefighters and a couple have 7, battalion chief is the next level who each oversee 5 stations, followed by deputy chiefs and assistant chiefs. Councilmember Nand asked Chief Eastman to describe the background and motivation for the RFA switching from a contract model to the direct annexation model. Chief Eastman explained Brier and Mountlake Terrace were the first cities to contract Fire District 1. When those agreements were originally established, the methodology used to cost out those contracts was very comparable to what citizens in FD 1 were paying. As the contracts matured and as the RFA grew and things changed, what ended up happening was a need for parity. When Brier and Mountlake Terrace annexed, the RFA had an equivalent tax rate of about $1.32/$1000 AV; by comparison the contract was about $0.66-$0.68/$1000 AV. Those original contract were set up on service delivery costing and did not look other things. Over time as the RFA grew, the contracts did not have a mechanisms to keep up with the other needs in the fire service. What ended up happening was there could be a house in the RFA on one side of the side of the street and a house on the other side in a contract city and there was a significant difference between what they paid for fire service. That difference became so wide that the board decided something needed to be done. That is what drove some of that conversation. Edmonds City Council Draft Minutes December 3, 2024 Page 8 Packet Pg. 659 8.3.c Councilmember Eck relayed another major concerns she has heard from the community is related to response time, why is it so high and could it be reduced as part of a commitment to annex to the RFA. Chief Eastman explained the RFA's goal is an 8 minute total response time, from the time dispatch receives the call to the first unit arriving on scene. The RFA doesn't meet that, response time RFA wide including calls in Edmonds is about 9:30. With fire and people who aren't not breathing, the quicker firefighters get there the better. As the fire chief, he wants faster response times within reason rather than response times getting longer. Councilmember Eck asked if there was a standard that could be shared. She recognized the importance of having the fastest response time possible and considering all community members when having that discussion including vulnerable people and seniors. Chief Eastman advised the national standard for fire response is NFPA 1710. Given the time constraints, Mayor Rosen suggested the next round of question/comments/answers be two minutes. Councilmember Chen agreed the faster the response time the better since the goal is saving lives, but there is a balance to strike related to the resources it takes to make that happen. Councilmember Dotsch relayed her understanding the benefit charge should allow for lower overall property tax levy rates as the burden of providing fire suppression service is distributed more fairly based on fire risk. She suggested increasing the benefit charge and reducing the fire levy rate to benefit the majority of taxpayers in participating municipalities. Chief Eastman answered the board is currently looking at that and the strategy of putting more of the burden of resource needs onto the benefit charge. One of things he's careful about with having different classifications of commercial and multifamily taking a larger burden of the benefit charge is the impact on commercial properties. If the benefit charge is too high, the City will have a hard time attracting commercial properties. Council President Olson said she has heard there is interest in higher benefit rates than are currently charged. The benefit charge is based on fire versus EMS; EMS is the greatest percentage of calls, 80% in Edmonds. So that reason, the benefit charge can't be too high. Councilmember Paine asked what services the RFA will collaborate on with Snohomish County DEM that are different than what the City does. Chief Eastman used the example of during the pandemic, he did DEM for 2 years doing the fire function. The RFA has a very good relationship with DEM, and fill that function in the Emergency Operations Center (EOC). One of benefits of what the RFA has done and part of the RFA's plan for Edmonds to maintain a partnership with DEM allows consideration of how that partnership can grow. Councilmember Paine relayed her understanding that Edmonds would have more access to emergency management protocols. Chief Eastman answered an expense for cities is maintaining their own EOC. He envisioned using the Snohomish County EOC and not having mini EOCs throughout the county which would relieve the cost burden of maintaining those. Cities could just have a small operations center where policy makers can interact with the EOC. He concluded there are future opportunities that would be beneficial to the City and to the RFA. Councilmember Nand relayed she recently participate in a town hall with the Edmonds Civic Round Table where a community member asked when they would have an opportunity to ask question directly to the RFA. She asked if the administration and RFA were planning town halls or other venues that would be more relaxed than this format so citizens and taxpayers can get answers to their questions directly from fire commissioners, chiefs and union firefighters. Councilmember Tibbott advised if the council moves toward a ballot measure, there will be multiple town halls and interactions directly with fire personnel. He participated in town halls in Lynnwood when they joined the RFA because he wanted to see what it was like; they were very accessible, small gatherings and very helpful for answering questions. Comments from the RFA Edmonds City Council Draft Minutes December 3, 2024 Page 9 Packet Pg. 660 8.3.c Commissioner Widdis commented some questions have been addressed by information in the documents. He acknowledged there were some errors in the documents, but there was still time to work on them and fix any issues and it is not locked in stone. The RFA just needs to know if the intent is to put annexation on the ballot so they can plan ahead for town halls. He assumed the town halls would include fire personnel as well as councilmembers, commenting as Edmonds' situation is a little different regarding the taxation, it would be good to have the city council involved. With regard to the benefit charge, it is a great tool because taxes are based on AV, not the sticks and mortar building. Chief Eastman relayed if the City decides to move forward, what was done in Lynnwood with the creation of the RFA, and with Mill Creek, Brier and Mountlake Terrace, the RFA and the cities participated in the town halls because there are questions specific to the city and to the RFA. He recalled there were at least three town halls in each jurisdiction and seven in Brier. Some town halls were well attended, others were not. If the council chooses to move forward and puts annexation on the ballot, his goal as a chief was to do everything possible to ensure people have all the information they need to make informed decisions on the ballot measure and he will work hand in hand with the City to do that. The RFA can also meet with individual groups if there is interest in doing that. Ms. Blankenship agreed property taxes and the benefit charge is a confusing issue for many people. Having a benefit charge reduces property taxes. With a benefit charge, the maximum fire levy the RFA is allowed to collect goes from $1.5011000 AV to $1/$1000 AV which helps level the playing field a little. The board has historically taken a very conservative approach to taxation, trying to keep taxes as low as possible and continue to provide these very important services. Since the RFA was formed, taxes have been kept below inflation; the RFA is proud to have been able to hold the line. The RFA looks forward to answering residents' questions. Annexation gives residents a direct voice and vote in their emergency services and allows them to have a voice in their taxes and how emergency services are operated. Councilmember Tibbott reviewed next steps. Following this meeting, a public hearing is scheduled at the regular meeting to hear from the public regarding emergency services. The council will continue to take public comment after the public hearing in the form of emails and meetings over the next week or so. He expected the council to deliberate on what they've heard and consider fire/EMS service options at the December 10 council meeting. He did not expect action to be taken about whether to move forward with an annexation vote or a contract until the December 17 council meeting. If the council decides to move forward with annexation, it would go to a vote of the people on a ballot in April 2025. ADJOURNMENT With no further business, the council meeting was adjourned at 6:52 pm. Edmonds City Council Draft Minutes December 3, 2024 Page 10 Packet Pg. 661 8.3.d Executive Report n 2010, the City of Edmonds' governing board elected to transition from a municipal fire service provided by the city to a contracted service with then called Snohomish Fire District 1. In 2017, the City of Lynwood and Snohomish Fire District 1 formed a new Regional Fire Authority (RFA) called South County Fire. The City of Edmonds continues to contract with South County Fire Regional Fire Authority (RFA) for fire and emergency medical services (EMS). Even though the current contract with the RFA and City of Edmonds is set to expire in 2030, South County Fire sent the city an "intent to terminate inter -local agreement for fire and emergency medical services" in December 2023 with the understanding that the contract will be terminated on December 31, 2025. This report is a culmination of information developed from onsite-structured interviews with key stakeholders, budget analyses, staffing analyses, quantitative and temporal analyses. The FITCH team found South County Fire to be a high quality, innovative, and professional fire department organization. The management team was well versed in modern management and operational practices in the provision of emergency services and has provided exemplary service to the City of Edmonds. South County Fire has received multiple awards for innovative practices in emergency medical services and is providing efficient and effective services as prescribed at the inception of the current agreement between the city and the district. The recommendations in this report aim to guide future discussions for alternative emergency service options and negotiations between the City of Edmonds. They provide an objective, data - driven analysis of current performance and identify future opportunities. The city is interested in forecasting General Fund revenues and expenditures under multiple scenarios: continuation of a service contract, annexation into the RFA, contract services with another provider, and forming a municipal fire department. FITCH developed these scenarios reviewing historical financial data, forecasting General Fund revenues and expenditures under these different options, and estimating impacts to residential taxpayers. Professionals of the FITCH consulting team conducted onsite interviews in January 2024. The team met with elected officials of Edmonds and stakeholders, including South County Fire Authority, South County Professional Fire Fighters, IAFF Local 4683, and other community Fire Chiefs. Additionally, phone interviews were conducted with community members, as well as follow-up conversations. The team received documentation from all of the stakeholders, including the draft Berk Fire Annexation Financial Analysis completed in 2023 for the City of Edmonds. FITCH gathered and analyzed this data and it was determined that the City of Edmonds has three potential scenarios for providing fire and EMS services within their community: • Annex into the RFA • Contract with Shoreline Fire Department • Create a new Edmonds Fire and Rescue Department. • Separate fire and EMS services -contract with an EMS provider. Packet Pg. 662 8.3.d Description of Community Edmonds is located in the southwest corner of Snohomish County in Western Washington, facing Puget Sound and the Olympic Mountains to the west. The city is considered a suburb of Seattle, located 15 miles to the south and 18 miles southwest of Everett. With a population of 42,853 residents in the 2020 U.S. Census, Edmonds is the third most populous city in the county. The city is bordered to the west by Puget Sound and the city of Woodway, which lies south of Pine Street and west of 5th Avenue South. To the south of the county boundary at 244th Street Southwest is Shoreline in King County. The city's southeastern border with Mountlake Terrace is defined by the Interurban Trail, while the eastern and northern borders with Lynnwood run along 76th Avenue West, Olympic View Drive, and Lund's Gulch. The unincorporated area of Esperance, located in the southeast corner of the city, is an enclave of Edmonds and has resisted several attempts at annexation. According to the U.S. Census Bureau, the city has a total area of 18.42 square miles of which 8.90 square miles is land and 9.52 square miles is water. jw Edmonds has 5 miles of shoreline, which is crossed by several small streams. The Puget Sound makes up 86 percent of the city's drainage basin, with other streams flowing into Lake Ballinger to the southeast. The city's main commercial districts are Downtown Edmonds, situated in a valley known as the "bowl", and the State Route 99 corridor at its east end. The downtown area and "bowl" have views of Puget Sound and the Olympic Mountains. The city has several outlying suburban neighborhood with their own commercial centers, including Firdale, Five Corners, Perrinville, Seaview, Sherwood, and Westgate. Packet Pg. 663 8.3.d History of Relationship with RFA and Legal Basis In 2010, the City of Edmonds' governing board elected to transition from a municipal fire service provided by the city to a contracted service with then called Snohomish Fire District 1. In 2017, the City of Lynwood and Snohomish Fire District 1 formed a new Regional Fire Authority (RFA) called South County Fire. The City of Edmonds continues to contract with South County Fire Regional Fire Authority (RFA) for fire and emergency medical services (EMS). The RFA includes the cities of Brier, Edmonds, Lynnwood, Mill Creek, and Mountlake Terrace, and unincorporated areas in the southwest portion of Snohomish County. As the legislative branch of a mayor -council, non -partisan, representative form of government, seven part-time council members are elected directly by the people to staggered four- year terms. All positions represent the community at large. The City Council adopts the city budget, establishes law and policy, approves appropriations and contracts, levies taxes, and grants franchises. Council members also represent the city on boards and commissions and to other organizations. The City Council is the legislative body that establishes city policy. The Council's legislative authority is established by Title 35 of the Revised Code of Washington Laws of Cities and Towns. Section 35A.11.020 of the Optional Municipal Code sets forth the powers vested in legislative bodies of non -charter code cities. The South County Fire District's services within the City of Edmonds are appropriately resourced for the contractual requirements. In addition, the district has internally developed and adopted response standards by call type for travel time for the entire district. The elected body for the City of Edmonds is a partner with all of the RFA as a service provider, but also retains the responsibility to participate in a fluid standard setting process for the contracted services within the city, as occurred at the inception of the relationship. In other words, the city should have an expectation that they have input into the development of service expectations within the city and the flexibility to adjust said performance standards. For example, there may be greater value in adopting achievable performance standards within the city, rather than acknowledging continued deficiencies without the associated active planning efforts to improve service to meet the current standards. In 2022, voters in Mill Creek voted to annex into the RFA. In 2023, voters in Brier and Mountlake Terrace voted to annex, as well. Although the current contract with the RFA and City of Edmonds is set to expire in 2030, South County Fire sent the city an "intent to terminate inter -local agreement for fire and emergency medical services" in December 2023. Packet Pg. 664 8.3.d U.S Census Data Population I The City of Edmonds is located in Snohomish County, Washington with an estimated population in 2022 of 42,593. Spanning over 9 square miles, Edmonds has a population density of 4,806.3 people per square mile. Edmonds is the third most populous city in Snohomish County, behind Everett and Marysville. Since the 2010 Census, the population has seen an increase of around 9%. U. S. Census Estimates Total Population Population Per Square Mile Land Area in Square Miles Socioeconomic Characteristics' City of Edmonds _ 42,593 (2022) F— 4,806.3 (2020) F 8.92 (2020) For the City of Edmonds, the growth and age of the population are not the sole variables that influence demand for services. Additional factors, such as socioeconomic and demographic factors can ultimately have a greater influence over demand. For example, median household income in the community was evaluated to determine to the extent to which the city has socioeconomically challenged populations. According to the latest data provided by the U.S. Census Bureau Quickfacts in 2022, the City of Edmonds household income is almost double the national average. The median household income in the city is reported at $110,057, whereas the national average is $69,021. Edmonds per capita 2022 income was $68,793, with approximately 4.2% of the inhabitants below the poverty level. The United States per capita income is at $37,638 and poverty average is 11.6%. These types of monetary variability can impact personal healthcare and prevention practices which impact district services. U. S. Census Demographics FMedian Household Income FMedian Home Value Owner Occupied Households Persons in Poverty City of Edmonds $110,057 (2022) $761,300 (2020) 69.7% (2020) 18,269 4.2% 1, 2 https://www.census.gov/quickfacts/edmondscitywashington Packet Pg. 665 8.3.d Community Demographics Age Demographics' According to the United States Census Bureau, persons under 5 years of age account for 4.8% of the population in the City of Edmonds, persons under 18 account for 17.4% of the population, and persons over 65 for 22.8% of the population. Populations younger than 5 years and older than 65 years are considered by the U.S. Fire Administration at a high risk for injury and death from fires. The aging population poses significant risks for emergency services, as persons older than age 65 years utilize EMS services at a far greater rate than younger populations. This is due to chronic conditions and diseases including cardiovascular disease, diabetes, dementia and cognitive declines, and elderly falls. Years of Age City of Edmonds Snohomish County United States L L Under 5 4.8% L 5.9% l 5.6% Under 18 17.4% 21.8% 21.7% 65 and over 22.8% 15.0% 17.3% Diversity 4 The City of Edmonds diverse population is as follows: White, alone 77.1% Black or African American alone 2.0% American Indian and Alaska Native alone 0.4% Asian alone 9.3% Native Hawaiian and Other Pacific Islander alone 0.7% Two or More Races 7.7% Hispanic or Latino 6.5% White alone, not Hispanic or Latino 74.8% 3,4 https://www.census.gov/quickfacts/edmondscitywashington Packet Pg. 666 8.3.d Community Characteristics Area Economics The City of Edmonds has an estimated workforce population of 22,152 and an unemployment rate of 6.2 percent. As of 2019, most of the city's employed residents commute to neighboring cities for work, including 11 percent to Seattle, 6 percent to Lynnwood, 6 percent to Everett, and 5 percent to Shoreline. Only 11.7 percent of residents work at employers within Edmonds city limits. The average one-way commute for Edmonds residents was approximately 31 minutes. The most common occupational industry for Edmonds residents is in educational and health services, employing 23 percent, followed by retail (13%) and professional services (12%). Transportation Features The city is connected to nearby areas by two state highways and the state ferry system, which operates a ferry route to Kingston on the Kitsap Peninsula. Public transit service in Edmonds is centered around the downtown train station, served by Amtrak and Sounder commuter trains, and includes several Community Transit bus routes that travel through outlying neighborhoods. The city's ferry terminal is located at the west end of Main Street at Brackett's Landing Park and is served by a ferry route to Kingston on the Kitsap Peninsula. From 1979 to 1980, Washington State Ferries also ran ferries to Port Townsend during repairs to the Hood Canal Bridge. The Edmonds train station lies a block southwest of the terminal and is served by Amtrak's intercity Cascades and Empire Builder trains, as well as Sound Transit's Sounder commuter train. These trains operate on the BNSF Railway, which runs along the Edmonds waterfront and is primarily used for freight transport. Two state highways, State Route 104 and State Route 524, connect the downtown area to eastern Edmonds and other points in southern Snohomish County and northern King County. An additional state highway, State Route 99, runs north -south in eastern Edmonds and connects the city's commercial district to Seattle and Everett. Public transportation in Edmonds is provided by Community Transit, which serves most of Snohomish County and covers 74 percent of Edmonds residents. Community Transit's local buses run on major streets and connect downtown Edmonds to transit hubs at Aurora Village, Lynnwood Transit Center, and Edmonds Community College. It also operates Swift on State Route 99, a bus rapid transit service connecting Aurora Village and Everett. Community Transit also operates three commuter routes that run from park and ride lots in Edmonds to Downtown Seattle and the University District. Packet Pg. 667 8.3.d South County Fire Organizational Overview The South County Fire Department provides high quality fire suppression, emergency medical, technical rescue, and hazardous materials services from 15 fire stations staffed with a minimum daily staffing level of 58 personnel. Additionally, the organization delivers a full spectrum of fire and life safety services supported by administrative staff and training officers to ensure the first responders are well prepared for any hazard or situation they may face. The department provides services to nearly 259,641 residents in southwest Snohomish County in an area of approximately 52 square miles. The department serves the cities of Lynnwood, Brier, Edmonds, Mountlake Terrace and surrounding unincorporated areas. The combined response coverage area consists of 922 miles of public roadways. The department's service area includes more than 97,000 housing units and more than 2,000 non-residential occupancies, including office, professional services, retail/wholesale sales, restaurants/bars, hotels/motels, churches, schools, government facilities, healthcare facilities, and other non-residential uses. 't T.� i Mariner HOW. Lake Lake Qsaa,. Lake Mill ' Stick—y Creek SII yt Firs Heeler's Cotner Q Ma Q lake Lake I -�- Lynnwood HilHop Edmonds Mountlake Terrace Brier © S—u County Fee Stat ® ® Reponai Fee A,ty Sent.a utw•t Ce..t. Packet Pg. 668 8.3.d South County Fire Organizational Overview Human Resources The Fire Chief is accountable to the district for the overall operations of the fire department and implementation of policy. As the department director, the chief oversees an annual budget of $110 million. The chief is responsible for the development and support of collaborative relationships with other fire and emergency services agencies, and the public. South County Fire is governed by a board of seven elected commissioners: five commissioners elected from districts of roughly equal population and two commissioners elected at -large. Commissioners are responsible for defining the agency's long-term vision and for adopting the budget and policies to be implemented by administrative staff. The department's service capacity consists of a daily on -duty response force of 70 personnel from 8:00 a.m. to 8:00 p.m., staffing 12 engines, two ladder trucks, and six Advanced Life Support (ALS) / Basic Life Support (BLS) ambulances, as well as three Battalion Chiefs and one Medical Services Officer stationed at 15 strategically placed stations. Three aid/medic ambulances are out of service from 8:00 p.m. to 8:00 a.m., reducing on -duty staffing to 64 personnel during those hours. Four platoons of firefighters work on a rotating schedule to provide 24-hour coverage. Battalion Chiefs oversee operations in three geographic zones, and captains provide supervision at the station level. Packet Pg. 669 8.3.d South County Fire Organizational Overview All station personnel are trained either to the Emergency Medical Technician (EMT) level to provide BLS pre -hospital emergency medical care or to the EMT -Paramedic (EMT-P) level to provide ALS pre -hospital emergency medical care. The department also provides both ALS and BLS ground ambulance transportation services. When needed, air ambulance services are provided by Airlift Northwest operating from Arlington and Boeing Field or the U.S. Coast Guard, as available. There are four hospitals with emergency services within the region, including one trauma center and burn center in Seattle. The department's dispatching service, Snohomish County 9-1-1, is part of a countywide joint dispatch partnership agency that allows the dispatching of the closest fire and ambulance resources countywide, regardless of agency boundaries. All response personnel are trained either to the U.S. Department of Transportation Hazardous Material First Responder Operational (FRO) level to provide initial hazardous material incident assessment, hazard isolation, and support for a hazardous material response team or to the Hazardous Materials Technician level. The department cross -staffs a Hazardous Materials Decontamination Unit as needed from Station 12 to support the regional Hazardous Materials Response Team sponsored by Boeing, City of Everett Fire Department, Marysville Fire Department, and many other jurisdictions in Snohomish County. Response personnel are also trained to the Confined Space Awareness, Low Angle Rope Rescue Operational, and Swift Water Rescue Awareness levels. The department cross -staffs a Technical Rescue unit at Station 21 in Lynnwood with confined space rescue, trenching/shoring, structural collapse, Urban Search and Rescue, high/low-angle rope rescue, and ice/water rescue capabilities. The department has two aluminum outboard water rescue boats, one cross -staffed by Station 16 personnel in Edmonds and the other cross -staffed by Station 19 personnel in Mountlake Terrace. Packet Pg. 670 8.3.d South County Fire Organizational Overview Fire Prevention The Fire Prevention Division provides a coordinated community risk reduction effort. The goal is to identify, prioritize and strategically plan to reduce risks and build healthy, safe and resilient communities. South County Fire provides fire marshal services in the City of Edmonds, including fire inspections and plan reviews. Properties with Edmonds addresses in unincorporated areas outside the city limits (Picnic Point, North Meadowdale, Esperance, etc.) receive these services from the Snohomish County Fire Marshal. Community Outreach South County Fire offers online and in -person classes and programs to help citizens stay safe and informed. Classes offered include: ACT First Aid & CPR Aging in Place Car Seats Child Safety & CPR Disaster Preparedness Home Fire Safety Impact Teen Drivers Workplace Emergency Preparedness Residents who reside in the South County Fire service area can request a home safety evaluation. South County Fire conducts home safety evaluations which involve a visit from Outreach staff to assist with smoke and carbon monoxide alarms and to evaluate home fall hazards. Community Paramedic South County Fire's Community Resource Paramedic Program links patients with the community services needed. The main goal of the program is to help people stay safely at home - and out of the emergency room. This program is partially funded by a grant from Verdant Health Commission and a contract with North Sound Accountable Community of Health. Community paramedics follow up with at -risk patients through a telephone call or a home visit to find out what's behind multiple calls to 9-1-1. In addition to a medical assessment, there is a home safety survey to prevent falls and other risks. The program also assists patients with food issues, transportation for care, in -home care referrals, and mental and behavioral health services. Packet Pg. 671 8.3.d Physical Resources- Apparatus Engine - A piece of fire apparatus that carries water, medical equipment, and tools to the scene of an emergency. The primary function of this crew at a fire is to establish a water supply, search for people in the interior of a structure and apply water with hose lines to extinguish the fire. Engines in Edmonds: 3 Medic/Aide Unit- This apparatus is equipped for basic or advanced life support medical care. Its primary purpose is to provide diagnostic assessment, treatment, and transport for patients experiencing medical emergencies. Medic/Aide units in Edmonds: 3-5 Packet Pg. 672 8.3.d Physical Resources- Apparatus Battalion Chief - This emergency response vehicle is staffed by a Battalion Chief who oversees emergency responses, line personnel, and some non -emergency programs. Rescue Boat - This emergency response vehicle is used to staff water rescue personnel to the scene of a water related emergency. Located at Port of Edmonds Brush Engine- A wildland or brush truck is specifically designed to assist in fighting brush, forest and wildfires by transporting firefighters to the scene and providing them with access to the fire, along with water or other equipment. Packet Pg. 673 8.3.d Physical Resources- Edmonds Fire Stations - E-6 ran" W=== MWTaw nu+nna �f Station 16 Maplewood Station 8429 196th Street SW Edmonds, WA Resources: Engine / Medic (cross -staffed) Personnel: 3 Station 17 Downtown Edmonds 275 Sixth Ave. North Edmonds, WA Resources: Engine / Medic (cross -staffed) Personnel: 3 Station 20 Esperance Station 23009 88th Avenue W Edmonds, WA Resources: Engine / Medic Personnel: 5 Packet Pg. 674 8.3.d Edmonds Emergency Call Volume 12.05% increase from 2019 2019 2020 2021 2022 2023 Chart and data retrieved from South County Fire Annual Report to City of Edmonds April 2024 SERVICE TYPE CALLS Calls volumes across the country have increased dramatically in the last decade. The residents in Edmonds are calling 9-1-1 and using emergency services 12% more than they did just five years ago In 2023, community demand requests for service totaled 6,147, averaging 16.84 calls per day. EMS calls totaled 5,299, or 86.2% of the total, averaging 14.5 calls per day. Fire related calls totaled 500 or 8.1 % of the total, averaging 1.37 calls per day. The third largest category is service calls, which totaled 335 or 5.4% of the total requests. Packet Pg. 675 8.3.d Edmonds Emergency Call Volume Busy time, or time on task, was measured from unit dispatch date and time to unit clear date and time. All units assigned to South County Fire for the City of Edmonds made 6,147 responses, and were busy on calls for a total of 6,042 hours. Overall, average busy minutes -per -response was 31.2 minutes, and average number of units responding per call was 1.9. The EMS program was the busiest program in the department, accounting for -84.5% of the department's total response volume, and 87.8% of the department's total busy hours. PP Call Category Number Number II Average of FD1 Responses Total Hours Avg. Busy of FD1 Busy Minutes Average Calls per Avg. Responses Avg. Busy Hours per of Calls Responses Unit Per Call Units Response per Day per Day Day Map from South County Fire Standards of Coverage Analysis Volume 2 March 2019 South County Fire Station Response Areas i. a _. t. •� � 4S � a 13 :w !M 21 10: i sY i77 i. Legend i zz • Fire Stations Engine,Medk Geography west C113 1• • 1e ■ BC. Ladder/Engine. Medk. Aitl FreerayS 15 4w...... i • Ladder, Moak Meer Sheets 16 t7 ■ BC, Engin ,6, Colkctar stReh 16 - EngineRR, Medic. BC, MSO RestlenCY Sueeb Owv. Seem is •zg v� a • 1e i• {r y} AuroAk stations Fire Station Areas 121 11 1 22 ...........,.,.�..,.......,................. � u 23 .1 i.�ors Packet Pg. 676 8.3.d City of Edmonds Physical Assets Protected Sufficient data was available from the internal inspection records that provided specific building occupancy information. Individual buildings were rated by multiple variables such as number of stories, location, stories below grade, construction class, and the presence of automatic sprinklers. Although this information was utilized throughout the risk assessment process and calculations, the map on the following page shows specific locations of rated occupancies and the respective risk severity. Buildings, The department's service area in Edmonds includes more than 19,471 housing units and more than 1,642 non-residential occupancies, including offices, professional services, retail/wholesale sales, restaurants/bars, hotels/motels, churches, schools, government facilities, healthcare facilities, and other non-residential uses. Building Occupancy Risk Categories The CFAI identifies four risk categories that relate to building occupancy as follows: Low Risk - includes detached garages; storage sheds; outbuildings; and similar building occupancies that pose a relatively low risk of harm to humans or the community if damaged or destroyed by fire. Moderate Risk - includes detached single-family or aancies ,D'• ��-- too o o F., ° ° ° .+- o - o��w���K v • p °•" °o o o o ■�o o o�.. o — y°e" o . °o °# •• o o •o _ ° ems. • .'.o ■ � ■r Map from South County Fire Standards of Coverage Analysis volume 2 March 2019 two-family dwellings; mobile homes; commercial and Risk Factors K Station Response industrial buildings less than 10,000 square feet without a high -hazard fire load; aircraft; railroad facilities; and similar building occupancies where loss of life or 7Hghsk 38 37 34 109 property damage is limited to the single building. cies High Risk - includes apartment/condominium buildings; commercial and industrial buildings more than 10,000 square feet without a high -hazard fire load; low -occupant load buildings with high -fuel loading or hazardous materials; and similar occupancies with potential for substantial loss of life or unusual property damage or financial impact. Maximum Risk - includes buildings or facilities with unusually high risk requiring an Effective Response Force involving a significant augmentation of resources and personnel, and where a fire would pose the potential for a catastrophic event involving large loss of life and/or significant economic impact to the community. Evaluation of the city's building inventory identifies 109 high- and maximum -risk building uses as they relate to the CFAI building fire risk categories. 5South County Fire Standards of Coverage Analysis Volume 1 March 2019 Packet Pg. 677 8.3.d City of Edmonds Physical Assets Protected Critical Facilities, The U.S. Department of Homeland Security defines critical infrastructure / key resources (CIKR) as those physical assets essential to the public health and safety, economic vitality, and resilience of a community, such as lifeline utilities infrastructure, telecommunications infrastructure, essential government services facilities, public safety facilities, schools, hospitals, airports, etc. South County Fire identified 155 critical facilities throughout the service area, 28 of which are located in Edmonds. A hazard occurrence with significant impact severity affecting one or more of these facilities would likely adversely impact critical public or community services. Risk STATION RESPONSE ZONE Factors Station Station Station TOTAL Critical 16 17 20 Facilities 4 9 15 28 RFA Critical Facilities "� •'' • ��.:. ..........'•.. i n i • i it 21 !!• f' • r. p— • i it n • �� •• • • • • • • • • �n • ,Flre Legend n1u • Cri E-1— G.ognphy • ""'1 • • ..." • • • /1-V • • • • • %„ • r,�*xs � Sutton• same• • EnuinerMeee .e M ■BC. �• • .�c • Leo4er�Enpine M<(I(. Aga i• BC. Ene^e�Memc ' • •• : �• . Eng—TR, M— BC M50 .............•........ ........................ 6 Krona suuo„ Map from South County Fire Standards of Coverage Analysis Volume 2 March 2019 s south County Fire Standards of Coverage Analysis Volume 1 March 2019 Packet Pg. 678 8.3.d Current Deployment Model The South County Fire Department provides a high level of service within the City of Edmonds. This level of service includes three advanced life support ambulances and three engines. In addition to these resources stationed within the city, when various emergencies occur, the RFA sends the following resources described in the chart below. "W Type of Resources Sent T Total DepartmentMinimum Personnel Sent 1- Patient EMS 1 Engine/ Ambulance or Ladder Ambulance 3-5 FF Vehicle Fire 1 Engine 3 FF Fire in Residential 2 Battalion Chiefs, 1 Medic Unit, 1 BLS Unit, 3 Structure Engines, 1 Ladder, 1 Technical Rescue Unit and 1 22 FF Medical Services Officer Fire in Same as "Residential Fire" with One Additional Commercial Engine 25 FF Structure Technical Rescue 2 Engines, 2 Ambulances, 1 Ladder, 1 Technical 17 FF Rescue and 1 Battalion Chief First Alarm- 2 Engines Hazardous Second Alarm and above: Materials Decon Unit, Battalion Chief, Hazardous Materials 16-19 FF Response Technical Units and Ambulances Based on Patients Response Resources chart from South County Fire Standards of Coverage Analysis Volume 1 March 2019 As the emergency situation becomes more complex and creates increased risk for responders, South County Fire must utilize additional resources to mitigate these incidents. Packet Pg. 679 8.3.d Unit Hour Utilization (UHU) Time on task is necessary to evaluate best practices in efficient system delivery and for considering the impact the workload has on personnel. Unit Hour Utilization (UHU) values represent the proportion of the work period (e.g., 24 hours) that is utilized responding to requests for service. Historically, the International Association of Fire Fighters (IAFF) has recommended that 24-hour units utilize 0.30, or 30%, workload as an upper threshold.? In other words, this recommendation would have personnel spend no more than 7.2 hours per day on emergency incidents. These thresholds take into consideration the necessity to accomplish non -emergency activities such as training, health and wellness, public education, and fire inspections. The 4th edition of the IAFF EMS Guidebook no longer specifically identifies an upper threshold. However, FITCH recommends that an upper unit utilization threshold of approximately 0.30, Or 30%, would be considered best practice. In other words, units and personnel should not exceed 30%, or 7.2 hours, of their work day responding to calls. These recommendations are also validated in the literature. For example, in their review of the City of Rolling Meadows, the Illinois Fire Chiefs Association utilized a UHU threshold of 0.30 as an indication to add additional resources a Similarly, in a standards of cover study facilitated by the Center for Public Safety Excellence, the Castle Rock Fire and Rescue Department utilizes a UHU of 0.30 as the upper limit in their standards of cover due to the necessity to accomplish other non -emergency activities 9 Every day, the agency staffs three units including one engine, one ALS unit, and one ladder truck. We combined the workload of two engines, three ALS units, and ladder/rescue units to calculate UHU since only three units were staffed daily. 0.35 0.3 0.25 0.2 0.15 0.1 0.05 o � Station 16 Unit Hour Utilization (UHU) IAFF Upper Threshold Station 17 Station 20 ■ Unit Hour Utilization (UHU) (UHU data from South County Fire Standard of Coverage March 2019- p. 57) The three stations which cover the city of Edmonds Station 16 (17.5%), Station 17 (14.3%) and Station 20 (19.8%). The average UHU for the stations in Edmonds is 17.2% The busiest unit in the department was the AILS units with a UHU value of 15.1 % (1,321 busy hours for 24 hours per day), followed by the engine unit with a UHU value of 8.6% (751 busy hours for 24 hours per day). The least utilized unit was the ladder with a UHU value of 1.0%. The three units combined had a UHU value of 8.2%. 7 International Association of Firefighters. (1995). Emergency Medical Services: A Guidebook for Fire -Based Systems. Washington, DC: Author. (p. 11) 8Illinois Fire Chiefs Association. (2012). An Assessment of Deployment and Station Location: Rolling Meadows Fire Department. Rolling Meadows, Illinois: Author. (pp. 54-55) 89Castle Rock Fire and Rescue Department. (2011). Community Risk Analysis and Standards of Cover. Castle Rock, Colorado: Author. (p. 58) Packet Pg. 680 8.3.d Option 1: Join the RFA Through Annexation eginning in 2003, the City of Edmonds and the South County Fire Authority have had a contractional relationship which provided a high level of fire and emergency medical services to the residents within their community. By supporting the annexation of the City of Edmonds into the Fire Authority, the community would continue to receive the high level of service the community has been provided. In addition, the community has many benefits with services that would be difficult to replicate and assign a quantitative cost to these services. Annexation into the RFA would reduce the general fund liabilities by -$6.5 million, the current annual contract cost. This would strengthen Edmonds' general fund to address future projects and other city -provided services. Additionally, The City could potentially use these funds to lower the city's portion of the property taxes for their residents. In an annexation scenario, Edmonds would be relieved of the current firefighter portion of the LEOFFI ; South County would transfer that liability from Edmonds ($6.6M-OPEB); annual cost of $83,000. In addition, they would no longer be responsible for the fire dispatch fees payable to Snohomish County 9-1-1. In 2024, that amount is $401,107. which partially funds Packet Pg. 681 8.3.d Option 2: Contract with Shoreline Fire Department FITCH met with the Fire Chief of Shoreline Fire Department to assess the level of interest in entering a service contract with the City of Edmonds to provide Fire and EMS services. In 2022, King County Fire Protection NOA (Shoreline Fire Department) and King County Fire Protection District NO.16 (Northshore Fire Department) entered into an inter -local agreement for fire and emergency medical services, where Northshore Fire Department contracts with Shoreline to provide fire and emergency medical services within their jurisdiction. Shoreline's response area is within King County except for the town of Woodway in Snohomish County. The Shoreline Fire Department Emergency Medical Services is governed by Medic One, King County Emergency Medical Services. Due to funding through King County for emergency medical services, it has been determined that Shoreline Fire Department could provide an EMS unit within the City of Edmonds. However, the Shoreline and King County EMS Levy would have to be applied ($1.48, AV/1000). Further discussions need to be facilitated with Shoreline Fire, King County, and medical directors to find out if this service can operate out of Snohomish County and within the jurisdiction of another medical system's direction and protocols. In 2023 and 2024, the costs to Northshore for contracted services: ( This is provided to demonstrate the increased cost in one year for contracted services). North Shore 2023 2024 Annual Contract Fee $9,551,329.00 $12,041,180 Under the current contractional agreement, Northshore is responsible for all the capital funding necessary to provide service within its area. The City of Edmonds needs capital equipment for fire and EMS services to explore and consider any option outside annexation within the RFA. Depending on the terms of the contract, Edmonds would likely be required to purchase the initial capital (-$6.7M) and renovate its facilities (-$20M). In addition, an annual capital replacement amount would be needed to replace items as they reach the end of their life cycle. Numerous variables in this scenario contribute to uncertainty regarding both its extent and the potential cost to the City of Edmonds. Debt service, replacement capital funding, and labor rates could feasibly exceed the price of the current contract with South County Fire. Packet Pg. 682 8.3.d Option 3: Create Own Department In 2009, the City of Edmonds dissolved its fire department, sold its assets, and merged its personnel to Snohomish County Fire Protection District NO. 1 (South County Fire). In total, 50 personnel were transferred from the City of Edmonds to South County. For the city to continue to provide the same level of service as it is currently receiving, it will require 51 operations personnel and five administrative/support positions for a total of 56 personnel. In discussions with South County Fire, they aim to retain all personnel assigned to the City of Edmonds contract. Given current labor challenges, Edmonds may experience difficulty recruiting and hiring qualified personnel to provide fire and EMS services to the community. Additionally, Edmonds will need to hire a complete command staff with support personnel to continue the present level of service. South County Fire employees are at the midpoint of the mutually agreed upon comparable agencies for collective bargaining purposes in comparing total compensation. Shift Firefighter/Paramedic Driver Company Battalion Total Staffing Operator Officer Chief Needs Edmonds Station 16 Fire 2 1 1 4 Suppression Unit EMS Unit 2 2 Battalion 1 1 Chief Edmonds Station 17 Fire 2 1 1 4 Suppression Unit EMS Unit 2 2 Minimum 8 2 2 1 13 Shift Staffing Staffing 4.5 2.5 3 3 Relief Factor 3 Platoon 36 6 6 3 51 System Administrative Position Fire Chief 1 Deputy Chief 2 Fire Inspector 1 Administrative Assistant 1 Suppression and EMS Personnel Total 51 Total FTEs 56 Packet Pg. 683 8.3.d Option 3: Create Own Department Capital Funding and Purchase South County purchased the assets utilized by the former Edmonds on a depreciated scale. According to the 2009 Inter -local Agreement for Services between Snohomish County Fire Protection District NO.1 and the City of Edmonds, dated 3 November 2009, the following values were agreed upon: Category Depreciated Purchase Price Rolling Stock Vehicles $1, 419,205.00 Attractive Assets (Equipment, PPE, Radios $248,399.00 On -Board Equipment $100, 253.00 Non -Built in, Non -Fixed Station Furnishings $30, 366.82 Total (2009) $1,798,223.82 Applying a conservative inflation rate of six percent (6%) to the 2009 agreement equates to $4,309,548.00 in 2024. Fire and EMS have experienced an inflation rate year after year, far exceeding the conservative value of six percent (6%) for rolling stock and attractive assets. The following illustration estimates what Edmonds may require for expenditures(-$6.7M) if they purchase capital assets to provide fire and emergency services. These figures are only estimates and formal Requests For Proposals (RFP) would be required to determine exact costs based on agency specifications. * Note: Build time for new apparatus is currently 20-36 months after the order is placed. Estimated Capital Start Up Costs Item Fire Appartaus (4)- includes 1 reserve Current Market Estimate $3,900,000 Ambulances(4)-includes1 reserve $1,550,000 Command Staff Vehicles (3) $250,000 Firefighter Protective Equipment-(2) sets per fi refighter $401,000 Self Contained BreathingApparatus (24) $250,000 EKG- Monitor Defibrillator (4) $150,000 Radios (25) Total $250,000 $6,751,000 * There is a myriad of options based on the acceptable level of risk in a community. Packet Pg. 684 8.3.d Option 3: Create Own Department Current facilities The current fire stations within Edmonds need remolding, rebuilding, and relocations. South County Fire has forecasted a project price of ~$20 million to complete this project. An updated needs assessment will be required to determine a refined cost estimate. Operational Costs In evaluating current and future service levels within the City of Edmonds, the operational costs would be $19.2M (which includes ancillary and support services such as, fire prevention, training academy access, community resource paramedic, medical officer, PIO, and public education) in addition to ongoing replacement funding for future capital expenditures. Packet Pg. 685 8.3.d Option 4: Contract with EMS Service Feasibility of Separate Fire and EMS Services for Edmonds Collective Bargaining Agreements for Shoreline Fire Department and Shoreline Firefighters Local 1760, South Snohomish County Fire & Rescue, Regional Fire Authority, and International Firefighters Local 1828, prohibit subcontracting for emergency medical services. Currently, no AILS private ambulances are operating within Snohomish County. The development of a single role (EMS -only Providers) would require additional research and development to determine the feasibility of the City of Edmonds. This approach has declined nationally due to decreased private EMS providers and communities needing to retain transport fees. Another consideration is that current economic conditions would necessitate the City of Edmonds to subsidize any private provider. Packet Pg. 686 8.3.d Summary of Options- Based on Current Level of Service Option 1: Annex into South County Fire-RFA Reduce General Fund expenditures by: 'Revised 6-3-2024 —$6 million —Current contract savings Annual Cost= $18.7M $401,107- County 911 $83,000- OPEB annual Savings Total Savings=—$6,484,000 -$6.5M reduction in general fund liabilities Relieved of $6.6 million- LEOFF1liability Other Post Employment Benefits (OPEB) Retiree medical benefits Annualized Cost- $83,000 $6.6M reduction in long term liability City does not have to buy capital equipment or repair/replace stations. Option 2: Contract with Shoreline Fire Department Annual operations and personnel cost- Annual Cost= $24.9M $22.7 M Debt Service: equipment and stations- $2.2M* . Amortized station relocation, repair, construction and other capital equipment. Option 3: Create Own Department Annual Cost= $19.2M Annual operations and personnel cost-$18M Debt Service- equipment and stations- $2.2M* Estimated Ambulance Billing Revenue= --$1M (offset) $18M + $2.2M - $1M (ambulance billing offset) = $19.2M • Amortized station relocation, repair, construction and other capital equipment. • See page 28 for buyback option analysis. Option 4: Separate fire and EMS services -contract with an EMS provider Not a viable option due to CBA's and lack of 911 private services. Packet Pg. 687 8.3.d Station and Staffing Models: The City of Edmonds Forms Their Own Fire and EMS Service 3 Station On Duty 2 Station On Duty Model Staffing Model Staff ing Personnel and operating $18M 1 1-155 $12M 10_12 $6M Annual Debt Service $2.2M $2.1K $1.7101 Ambulance Transport fees —($1 M)—($670K)—($500K) Levy-req. AV/1000 $1.25 $0.87 $0.47 Total $19.2M $13.4M* S7.1M"' Station and Staffing Models -Considerations Additional considerations for reduced staffing or stations: • A "One Station Model" would significantly Impact RESPONSE TIMES. • Reliability of Units (available for the next call). • Effective Response Force (ERF) - EMS-ALS (3-5 personnel), Residential structure Fire (14-22 personnel). • Unable to complete critical tasks (Fire -EMS for moderate risk, high risk, and max risk calls). • Reliance on mutual aid when units are tied up (could include a service charge per unit by provider). • Stations would have to be optimized (relocated $$) for maximum effectiveness. I• A minimum of 3 resources are needed to handle current call volume • Stations (3) x 1.10 = 3.3 Resources • Average of 16.8 calls per day Packet Pg. 688 8.3.d Side by Side Comparison of Options- Revised 6-3-2024 Annex into South County Fire RFA Reduce General Fund expenditures by: $6 million —Current contract savings $401,107- County 911 $83,000- OPEB annual Savings Total Savings=—$6,484,000 Relieved of $6.6 million- LEOFF1liability Other Post Employment Benefits (OPEB) Retiree medical benefits Annualized Cost- $83,000 *Annual Cost= $18.7M $6.5M reduction in general fund liabilities. $6.6M reduction in long term liability.* Number transposed in original report ($17.8M) Analysis of buy-back option: Contract with Shoreline Fire Department Annual operations and personnel cost-$22.7M Debt Service- equipment and stations- $2.2M* * Amortized station relocation, repair, construction and other capital equipment. Annual Cost= $24.9M* Fitch's final report assumed the city would need to procure all new apparatus and equipment upon re-establishing a city fire/EMS department, estimating an initial capital investment of $6,751,000. Purchasing back rolling stock and equipment could reduce the cost, with the following caveats: • Assuming apparatus and equipment are halfway through their 10-year useful life, they would need to be replaced within five years. • The required initial capital investment under this assumptions would be $3,375,500. • The annual debt service would decrease from $811,749 to $405,875. • The city would need to plan for earlier replacement of apparatus and equipment than the Fitch's methodology suggests. • Fitch recommends a "sinking fund" to ensure funding of capital equipment. • Alternatively, the city could use "pay-as-you-go" approach, potentially requiring bonding of capital reinvestment. • The choice of methodology is a policy decision for the community. Form Edmonds Fire Department Annual operations and personnel cost-$18M Debt Service- equipment and stations- $2.2M* * Amortized station relocation, repair, construction and other capital equipment. Estimated Ambulance Billing Revenue offset = —$1 M Annual Costs = $19.2M* See buyback of apparatus and equipment option below: Form Edmonds Fire Department With capital buyback option Annual operations and personnel cost- $18M Debt Service- equipment and stations- $2.2M* (less $405,875=$1.8M**) * Amortized station relocation, repair, construction and other capital equipment. Estimated Ambulance Billing Revenue= —$1M Annual Costs=$19.2M* ($18.8M Adjusted for reduced debt service) —Assumes $3,375,000 equipment buy back. Fitch Recommends a —$3M Sinking fund to purchase future rolling stock. Packet Pg. 689 8.3.d Implementation Tasks and Timelines Annex Into South County Fire RFA Contract with Shoreline Fire/EMS Form Edmonds Fire Department • Resolution requesting Make formal request • Hire a Fire Chief, Deputy annexation. for proposal. Chief, and Administrative • Review of request by Initiate Contract Assistant. SCF Governing Board. negotiations. • Begin Negotiations with • Negotiations- Terms Ratify contract by all SCF on transition plan. and Conditions: Cost parties. - Develop specifications sharing, contracts, fire for fire equipment and marshal services. Purchase capital trucks. assets. - Order equipment. • Pre -annexation Develop policies and agreement. Negotiate transition with SCF. procedures. - Amendments to plan: • Hire and train new Governance personnel. Boundaries • Transition plan. - Public referendum. Timeline: 18-24 months Timeline: 24-36 months Timeline: 36 Months *Buy back option: time would be reduced by up to 12 months Packet Pg. 690 8.4 City Council Agenda Item Meeting Date: 12/17/2024 Selection of Council President and Council President Pro Tem for 2025 Staff Lead: Council Department: City Clerk's Office Preparer: Scott Passey Background/History Each year the City Council selects a Council President and a Council President Pro Tem to serve for the legislative year ahead. Staff Recommendation N/A Narrative The procedure for selection of the Council President will be as follows: The clerk will call for nominations. No Councilmember may nominate more than one person until every member wishing to nominate a candidate has had an opportunity to do so. Nominations do not require a second. The clerk will repeat each nomination until all nominations have been made. When it appears no one else wishes to make a nomination, the clerk will declare the nominations closed. Councilmembers will be allowed to speak in favor of the nominees. Following any speeches, the clerk will call for a vote in the order that nominations were made. Councilmembers will be asked to signify their vote by voice and raising their hand. As soon as a nominee receives four votes, the clerk will declare the Council President elected and no votes will be taken on the remaining nominees. The same process will be repeated for the election of the Council President Pro Tem. Packet Pg. 691