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2026-04-21 Council PSPHSP Committee PacketEdmonds City Council Agenda April 21, 2026 Posted: 4/17/2026 10:15 AM Page 1 Agenda Edmonds City Council Public Safety, Planning, Human Services, and Personnel (PSPHSP) Committee CITY COUNCIL CONFERENCE ROOM 121 - 5TH AVENUE N, EDMONDS, WA 98020 ZOOM: HTTPS://ZOOM.US/J/95798484261 PHONE: +1 253 215 8782 MEETING ID: 957 9848 4261 APRIL 21, 2026, 4:30 PM STAFF AND COUNCILMEMBERS ATTEND COMMITTEE MEETINGS VIRTUALLY, AND MEMBERS OF THE PUBLIC ARE ENCOURAGED TO ATTEND THE SAME WAY. IF MEMBERS OF THE PUBLIC CANNOT ACCESS THE VIRTUAL COMMITTEE MEETINGS WITH THEIR PERSONAL DEVICES, A MONITOR IS PROVIDED AT THE CITY COUNCIL CONFERENCE ROOM AT 121 5TH AVE N, EDMONDS WA. 1. CALL TO ORDER 2. COMMITTEE BUSINESS 1. Request to Increase Administrative Assistants from (1.4) to (2.0) FTEs First Reading – Planning and Development Services (15 minutes) 2. Unlicensed Food Vendors First Reading – Planning and Development Services (15 minutes) 3.Potential Esperance Annexation Workplan Briefing First Reading – Planning and Development Services (20 minutes) ADJOURNMENT For disability accommodations, materials in alternate formats, accessibility information, or language interpretation/ translation needs, please contact the City Clerk at 425-775-2525 at your earliest opportunity. Providing at least 72-hour notice will help ensure availability. City Council Agenda Item . April 21, 2026 - Public Safety, Planning, Human Services, and Personnel (PSPHSP) Committee TITLE:Request to Increase Administrative Assistants from (1.4) to (2.0) FTEs (First Reading) DEPARTMENT:Planning and Development Services PRESENTER:Mike Clugston NEEDED FROM COUNCIL:Action RECOMMENDATION:Staff recommends the approval of committee to move the request to increase the Administrative Assistants for Planning & Development from (1.4) to (2.0) FTEs to the 4/28/2026 consent agenda. BUDGET: Total Dollar Amount:N/A Approved in Budget Fund(s):N/A Budget Reallocation Required No Budget Impact PROBLEM/ISSUE STATEMENT: The Planning & Development Department has determined that the current staffing of one (.90) FTE Administrative Assistant and one (.50) FTE Administrative Assistant is insufficient to support the demands of the department and the workload of the Administrative Assistants. CONTEXT, ANALYSIS, & ALTERNATIVES: Previously, the Administrative Assistant – Planning & Development was a job share between a (0.60) FTE and a (0.50) FTE; the Administrative Assistant – Planning was a (1.0) FTE, for a total of (2.1) FTEs. Due to budget reductions in 2024, the Administrative Assistant – Planning was reduced to (.50) FTE. Following the retirement of the (0.60) FTE of the job share and a need to reclassify two Planners to Associate Planner in 2025, the (1.1) FTE for Administrative Assistant – Planning & Development was reduced to (0.90) FTE, reducing the Administrative Assistant positions from (2.1) to (1.4) FTEs. The Department has found that (1.4) FTEs is insufficient to support the workloads of the Administrative Assistants. Further, current staffing does not provide adequate coverage during instances of vacation or other forms of absence. Increasing Administrative Assistant staffing to two (1.0) FTEs would improve efficiency, support redundancy, and provide for greater flexibility. This would directly impact overall department operations. RECOMMENDATION: Staff recommends the approval of committee to move the request to increase the Administrative Assistants for Planning & Development from (1.4) to (2.0) FTEs to the 4/28/2026 consent agenda. BUDGET IMPACTS: The cost to increase the Administrative Assistant – Planning & Development from (0.90) FTE to (1.0) FTE for the remainder of 2026, will be $6,328. The annual increase would be $9,396.70. The cost to increase the Administrative Assistant – Planning from (0.50) FTE to (1.0) FTE for the remainder of 2026 will be $32,216. The annual increase will be $48,324. The total increase for 2026 will be $57,720.70. The Planning & Development Department has 4 months of salary and benefit savings due to the budgeted and vacant Senior Planner positions, totaling approximately $98,956. This will cover the increase of $57,720.70 for 2026. ITEM HISTORY: The Planning & Development department was previously staffed with (2.1) FTEs in the Administrative Assistant roles. Due to budget reductions and personnel changes, this has been reduced to (1.4) FTEs. This is the first presentation of the request to increase funding to provide for (2.0) FTEs in the Administrative Assistant role. ADDITIONAL INFORMATION: N/A ATTACHMENTS: Administrative Assistant Increase Salary Calculations City CouncilAgenda Item . April 21, 2026 - Public Safety, Planning, Human Services, and Personnel (PSPHSP) Committee TITLE:Unlicensed Food Vendors (First Reading) DEPARTMENT:Planning and Development Services PRESENTER:Brad Shipley NEEDED FROM COUNCIL:Informational RECOMMENDATION:Receive the introductory briefing on unlicensed food vendors and provide direction on whether staff should return with additional analysis or potential response options. BUDGET: Total Dollar Amount:NA Approved in Budget Fund(s):NA Budget Reallocation Required No Budget Impact PROBLEM/ISSUE STATEMENT: Staff is bringing forward an introductory briefing on the emerging issue of unlicensed mobile food vendors. Although Edmonds has had limited direct experience with this activity to date, Snohomish County and other jurisdictions are reporting a significant increase in unpermitted roadside food sales, associated public health risks, and persistent enforcement challenges. The purpose of this agenda item is to introduce the issue and identify whether additional policy review may be warranted. CONTEXT, ANALYSIS, & ALTERNATIVES: Code Enforcement staff recently participated in the Snohomish County Health Department’s Unlicensed Food Vendor Task Force. According to the task force, the issue has grown substantially across the county and across Washington, with more than 800 complaints reported in Snohomish County last year. They also indicate that the problem is concentrated largely in southwest Snohomish County along heavily traveled corridors and has become more persistent, with stands now appearing at the same locations multiple days in a row. The public health concerns are significant. Task force materials identify common issues including lack of handwashing and sanitation facilities, inadequate temperature control, unsafe food storage, cross- contamination risk, lack of wastewater containment, and improper disposal of grease and wastewater into storm drains. The Health Department also reported five foodborne illness complaints in 2025 associated with unpermitted roadside stands and noted that foodborne illness is likely underreported. The issue also raises broader concerns related to right-of-way obstruction, fire risk, worker safety, fairness to permitted businesses, and loss of tax revenue. Task force participants noted that these operations often block sidewalks or rights-of-way, may store propane near travel lanes, and can create an uneven playing field for permitted establishments that comply with health, licensing, and tax requirements. The principal challenge is enforcement. The Health Department can investigate complaints, issue cease- and-desist notices, and provide information on how to become permitted, but it has limited tools to prevent repeated operation. According to the task force materials, inspectors do not have law enforcement authority to require identification, which makes civil enforcement difficult because the responsible operator or owner often cannot be identified. Vendors frequently relocate or reestablish operations after closure, and many appear to be part of a broader organized system in which on-site workers are not the owners and may know little about who is directing the operation. Task force materials also indicate that many of these stands are not eligible for a straightforward permitting pathway under current health regulations. Unlike permitted mobile food trucks or trailers, unpermitted roadside stands often lack the basic infrastructure needed to meet food code requirements, such as commissary support, potable water, wastewater retention, and refrigeration. Other jurisdictions are beginning to identify tools to address the issue. The City of Everett recently adopted an ordinance establishing local licensing requirements, operating and location restrictions, penalties, identification requirements, and enforcement authority for police and the fire marshal. Everett’s ordinance was developed in response to the conclusion that existing tools were insufficient, on their own, to deter ongoing unpermitted operations. At this time, Council may: Receive the briefing and direct staff to continue monitoring the issue; Direct staff to return with additional research on regulatory and enforcement options; or Direct staff to evaluate whether local code amendments or interagency coordination measures should be considered in the future. RECOMMENDATION: Receive the introductory briefing on unlicensed food vendors and provide direction on whether staff should return with additional analysis or potential response options. BUDGET IMPACTS: There is no immediate budget impact associated with this briefing. Future impacts would depend on whether Council directs additional analysis, code development, interdepartmental coordination, or enforcement planning. ITEM HISTORY: NA ADDITIONAL INFORMATION: ATTACHMENTS: Attachment 1 – South County Unlicensed Food Vendors Task Force_02.11.2026 Presentation City CouncilAgenda Item . April 21, 2026 - Public Safety, Planning, Human Services, and Personnel (PSPHSP) Committee TITLE:Potential Esperance Annexation Workplan Briefing (First Reading) DEPARTMENT:Planning and Development Services PRESENTER:Mike Clugston NEEDED FROM COUNCIL:Informational RECOMMENDATION:Receive the briefing on the potential Esperance annexation workplan and provide any feedback on the proposed timeline, community outreach approach, fiscal analysis process, and decision framework for determining whether to proceed following completion of the Phase 1 analysis. BUDGET: Total Dollar Amount:$54,350 Approved in Budget Fund(s):$54,350 Budget Reallocation Required No Budget Impact PROBLEM/ISSUE STATEMENT: The City is evaluating whether to move forward with potential annexation of the Esperance area through an interlocal agreement process. Before making a decision on whether to proceed, the City is completing preliminary work to better understand the fiscal, operational, and procedural implications of annexation. This briefing provides City Council with an overview of the draft workplan, community outreach, the fiscal analysis underway, and the decision points that will follow completion of that analysis. CONTEXT, ANALYSIS, & ALTERNATIVES: Staff is currently in the pre-planning phase of the proposed annexation workplan. This phase includes review of existing information, mapping of proposed boundaries, consistency review with the City’s Capital Facilities Plan, and completion of a fiscal impact analysis. The draft timeline also identifies a July 1 deadline associated with potential use of the annexation sales tax credit, followed by subsequent steps that could include adoption of a resolution to initiate annexation, notice to affected entities, negotiation of an interlocal agreement, Boundary Review Board review, and implementation if the City elects to proceed. Staff has initiated contact with the Esperance Neighborhood Alliance as part of the early outreach effort. The draft workplan anticipates continued meetings with the community group, preparation of public information materials, and one or more town halls to support broader community understanding before any formal action is considered. To inform the City’s decision-making, BERK has been retained to prepare a Phase 1 fiscal analysis. That work includes a summary of the annexation area and service providers; analysis of short-term and long- term fiscal impacts to City operating and capital funds; evaluation of revenues, service costs, and capital needs; analysis of impacts on a typical property owner; and preparation of a final report and fiscal model. The analysis will also evaluate the annexation sales tax credit and recommend a potential phasing schedule for transfer of services. BERK’s Phase 1 work is scheduled for completion by June 30, 2026. Following completion of the fiscal analysis, Council will be in a position to consider whether to proceed. If the analysis demonstrates that annexation is financially and operationally viable, the City could move into the next phase of the workplan and begin the formal annexation process. If the analysis identifies significant fiscal or service delivery concerns, Council may elect not to proceed or may direct additional analysis before making a decision. RECOMMENDATION: Receive the briefing on the potential Esperance annexation workplan and provide any feedback on the proposed timeline, community outreach approach, fiscal analysis process, and decision framework for determining whether to proceed following completion of the Phase 1 analysis. BUDGET IMPACTS: BERK’s Phase 1 fiscal analysis has an estimated total cost of $54,350, including consultant services and project expenses. Professional services funds from the approved biennial budget were used for the contract. Additional fiscal and operational implications associated with annexation will be identified through the Phase 1 report and fiscal model. ITEM HISTORY: NA ADDITIONAL INFORMATION: ATTACHMENTS: Attachment 1 – Draft Esperance Annexation Workplan / Timeline Attachment 2 – BERK Scope of Work and Budget for Fiscal Analysis Annexation Through Interlocal Agreement (RCW 35A.14.296) TASK 1 Scope and Budget City of Edmonds Annexation Analysis –Phase 1 BERK Proposal |March 16,2026 Project Understanding The City of Edmonds is reviewing the potential fiscal impacts of annexing the Esperance neighborhood, a 0.7-square-mile area located within the City’s urban growth area (UGA) and within city limits. The area has been studied for potential annexation in the past, but city staff would like to review updated estimates of the potential fiscal impacts of annexation, including consideration of the sales tax credit currently available to cities. Phase 1 of this work is focused on the fiscal impacts associated with annexing Esperance. If the City chooses to move forward with annexation, a Phase 2 will follow that focuses on public engagement and support with the annexation process. This scope of work covers Phase 1. Proposed Scope –Phase 1 We will coordinate a project kick-off meeting with City staff to review the project scope, identify major project milestones and expectations for deliverables, and discuss relevant project considerations. After this meeting, we will provide a project workplan. The schedule assumes this kickoff meeting will be held in late March/early April 2026. We will work with city staff to acquire necessary project data. A data request list will be submitted as part of the kick-off meeting, and we will identify any major shortfalls of data and possible approaches to address these gaps. To ensure that our work is on time and meets the City's expectations, we will coordinate regular bi- weekly project meetings with the City project manager. These meetings will allow our project team to discuss any obstacles or interim findings of relevance and provide a clear understanding about any delays or gaps arising from this work. In this task, we will describe the Esperance area, including current characteristics and service providers. We will summarize the County’s UGA growth allocation and land capacity analysis and any (limited) potential for growth under County zoning and potential City zoning. The characteristics of the area, including number of housing units and residents, will be used in the fiscal analysis in Task 3. We will March 16, 2026 City of Edmonds | 2 conduct interviews with city staff who can describe the potential impact on city services of annexing Esperance. This input will inform the estimates in Task 3 as well. In this task, we will prepare a fiscal impact analysis on the City’s primary operating and capital funds that would be impacted by annexation. The analysis will be for the short-term (1–5 years) and long-term (6– 15 years). Projected revenues include property tax, sales tax, state-shared revenues, and fees. Projected costs include municipal services that will likely be impacted, such as police, public works, development permitting and inspection, parks and recreation, utilities, code enforcement, and general government. The City’s historical and budget data will be the basis for estimating revenues and costs. Based on input from city staff, the analysis will include identification of capital needs and associated costs if available. If specific project costs are not available, these needs will be described qualitatively. Based on staff interviews and the results of the fiscal analysis, we will recommend a phasing schedule for the City of Edmonds to assume responsibility for additional public services to the annexation area. This schedule would address, at a minimum, the following services not already provided by the city: public safety, transportation, development permitting and inspection, parks maintenance and recreation programming, utilities, and general governmental services. The analysis will include the impact of the sales tax credit for annexation. This revenue would serve as a dedicated offset for serving the Esperance area, with sensitivity analysis for different annexation effective dates and July 1 tax imposition windows. We will prepare a summary of the impacts of annexation on a typical property owner in the annexation area. This would include property taxes and utility rates. Findings from Tasks 2 and 3 will be incorporated into a final report. The report will describe any major challenges and opportunities to this annexation, with a dedicated subsection on the sales tax credit, including how it integrates into the interlocal agreement for revenue balancing, infrastructure cost allocation, service transfer timing, and mitigation of net fiscal impact on the City’s general fund. We will review the draft report with city staff and incorporate feedback into a final report. We anticipate one round of edits. We will provide an Excel model that provides the estimated fiscal impact of annexation based on different scenarios developed in coordination with staff. BERK will meet with city staff to walk through the model and provide guidance on how to use it. March 16, 2026 City of Edmonds | 3 Schedule –Phase 1 Considering a start date in late March/early April 2026, the following schedule is proposed and would be confirmed and refined at the project kickoff. Completion is anticipated by June 30, 2026. 2026 March April May June Task 1. Project Management Project kickoff Project workplan Project coordination Task 2. Summary of Annexation Area Review of summary of annexation area Interviews with staff Task 3. Fiscal Analysis of Annexation Financial data collection and review Fiscal impacts analysis Phasing of services Summary of impacts on property owner Task 4. Report and Fiscal Model Draft report Final report Presentation to staff Excel model March 16, 2026 City of Edmonds | 4 Cost Proposal –Phase 1 This scope and budget are based on our current understanding of the City’s needs. This Phase 1 (of two possible phases) will be completed by June 30, 2026. Josh Linden Andrew Lindstrom Lisa Grueter Katherine Goetz Ruby Barnes Project Manager Analyst Principal in Charge Senior Finance Analyst Graphics/ Materials 2026 Hourly Rate $185 $155 $275 $200 $110 Task 1: Project Management Kick-off Meeting 2 2 2 2 Ongoing Coordination + Communication 16 4 2 2 Subtotal 18 6 4 4 0 32 $6,160 Task 2: Summary of Annexation Area Review and summary of annexation area 12 20 2 2 Interviews with staff about services 12 8 4 Subtotal 24 28 2 6 0 60 $10,530 Task 3: Fiscal Analysis of Annexation Financial data collection and review 4 4 2 Fiscal impacts analysis 24 16 4 8 Phasing of services 12 10 2 2 Summary of impacts on property owner 10 8 2 4 2 Subtotal 50 38 8 16 2 114 $20,760 Task 4: Report and Fiscal Model Draft Report 16 12 2 4 4 Final Report 8 6 2 2 2 Presentation to Staff 8 4 2 2 Excel model 8 8 2 Subtotal 40 30 6 10 6 92 $16,360 Total Estimated Hours 132 102 20 36 8 298 Cost (Hours*Rate) $24,420 $15,810 $5,500 $7,200 $880 $53,810 Subtotal Consultant Cost $53,810 Project Expenses $540 Estimated Project Total $54,350 Total Hours and Estimated Cost by Task BERK Consulting