2026-07-28 Council Packet
Edmonds City Council Agenda
July 28, 2026
Posted: 7/24/2026 12:44 PM Page 1
Agenda
Edmonds City Council
Regular Meeting
Council Chambers
250 5TH AVE NORTH, EDMONDS, WA 98020
ZOOM: HTTPS://ZOOM.US/J/95798484261 PHONE: +1 253 215 8782 MEETING ID: 957 9848 4261
JULY 28, 2026, 6:00 PM
1. CALL TO ORDER / FLAG SALUTE
2. LAND ACKNOWLEDGMENT
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
5. PRESENTATION
1. Edmonds New Start Center Presentation First Reading – City Council Office (35
minutes)
2. Mayor’s Finance Update – Mayor’s Office (5 minutes)
6. AUDIENCE COMMENTS
This is an opportunity to comment regarding any matter not listed on the agenda
as closed record review or as a public hearing. Speakers are limited to three minutes.
Please state clearly your name and city of residence. If attending via Zoom, raise a
virtual hand to be recognized. If using a phone to dial in, press *9 to raise a hand.
When prompted, press *6 to unmute.
7. RECEIVED FOR FILING
1. Claim for Damages for filing
2. Written Public Comments
3. May 2026 Monthly Financial Report
4. PW Q2 Capital Projects Report
Edmonds City Council Agenda
July 28, 2026
Posted: 7/24/2026 12:44 PM Page 2
8. APPROVAL OF THE CONSENT AGENDA
1. Approval of PSA for Phase 7 Stormwater Replacement Project Design
Services Second Reading
2. Approval of claim checks and wire payments. Only One Reading Required
3. Authorization to Purchase International HV507 Dump Truck Second Reading
4. WWTP Supervisor Job Description Revision Second Reading
5. Fiscal Sustainability Task Force - Anatomy and Selection Process Second Reading
6. Joint Resolution of Edmonds and Mountlake Terrace City Councils - Requesting
Snohomish County 2027/2028 Biennium REET Second Reading
9. COUNCIL BUSINESS
1. DRAFT ORDINANCE AMENDING THE UTILITY TAX RATES IN ECC 3.20.050 First
Reading – Finance (30 minutes)
2. Updated Preliminary Fiscal Analysis of Potential Esperance Annexation Third
Reading – Planning and Development Services (60 minutes)
10. COUNCIL COMMENTS
11. MAYOR'S COMMENTS
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 5.1
July 28, 2026 - Regular Meeting
TITLE:Edmonds New Start Center Presentation (First Reading)
DEPARTMENT:City Council Office
PRESENTER:Julie Moore, Chief of Staff to Snohomish County Executive
NEEDED FROM COUNCIL:Informational
RECOMMENDATION:N/A
BUDGET:
Total Dollar Amount:0 ☐ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
Edmonds New Start Center has been in the planning since 2022. On June 29th, 2026 the Center
celebrated the Grand Opening and because it is within the Edmonds city limits, Council is
interested to hear about the progress and the management structure of the ongoing services
offered.
CONTEXT, ANALYSIS, & ALTERNATIVES:
August 2022 – Snohomish County purchased the future home of the EDNSC
March 2025 – YWCA was awarded the contracts to operate the EDNSC
January 2026 – Snohomish County Council approved the contracts for the EDNSC to be
operated by the YWCA
March 2026 – Construction finished & the YWCA takes occupancy
June 29, 2026 – The Center celebrated its Grand Opening
July 1, 2026 – Open to clients
RECOMMENDATION:
N/A
BUDGET IMPACTS:
None
ITEM HISTORY:
Item 5.1
Packet pg. 3/206
N/A
ADDITIONAL INFORMATION:
ATTACHMENTS:
Edmonds New Start Center Presentation
Item 5.1
Packet pg. 4/206
Edmonds New Start Center
Edmonds City Council Presentation July 28, 2026
Item 5.1
Packet pg. 5/206
Background Before Photos
•August 2022 – Snohomish County
purchased the future home of the
EDNSC
•March 2025 – YWCA was awarded
the contracts to operate the
EDNSC
•January 2026 – Snohomish County
Council approved the contracts for
the EDNSC to be operated by the
YWCA
Item 5.1
Packet pg. 6/206
Progress
•March 2026 – Construction finished &
the YWCA takes occupancy
•March 2026 – YWCA hiring & training
staff for EDNSC
•June 29, 2026 – Ribbon Cutting
•July 1, 2026 – EDNSC started
accepting referrals
•Oct 31, 2026 – Four-month ramp up
for filling all units
Current Photos
Item 5.1
Packet pg. 7/206
Ribbon Cutting Celebration
Item 5.1
Packet pg. 8/206
Introducing a new service model:
Emergency Bridge Housing
Item 5.1
Packet pg. 9/206
What is Emergency Bridge Housing?
Referred to as a “New Start Center” with two locations, Edmonds & Everett, both
operating under the same requirements:
A type of temporary accommodation designed to help people experiencing
homelessness transition to permanent housing. It serves as a "bridge" between an
urgent need to house those experiencing homelessness as quickly as possible, while
providing a range of services designed to support people moving to permanent
housing. Services may be more intensive or frequent to meet the needs of those
housed. Services include behavioral health services, employment services, medical
care, and other services that are provided onsite or through coordinated access to
offsite services. EBH is focused on navigating the complex needs and services that
move people toward permanent housing placement.
6
Item 5.1
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How Is This Different From Emergency Shelter?
•While classified as emergency shelters, the New Start Centers are not
a typical drop-in, low-barrier-to-entry shelter
•The NSC’s are accessed by referral only
•Referral partners inform clients about the NSC requirements
•Like other emergency shelters, not filled thru Coordinated Entry
•Intended for clients who are already connected to services & are
actively engaging with referral partners to obtain permanent housing
•Have a more structured & restrictive environment than typical
emergency shelters
7
Item 5.1
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EDNSC Site Overview
•Three-story hotel conversion
•At least 45 client rooms, 5 staff offices, & 3 multi-purpose rooms
•Client rooms have private bathrooms & are furnished with a bed, table, chair,
dresser, and kitchenette. Linens are provided & laundered by the YWCA.
•Shared communal spaces – kitchen, dining, group activity spaces,
computer terminals, designated outdoor smoking area
•Onsite laundry & janitorial services
•Designated parking area with requirements for client vehicles
•Designated outdoor space for client’s service animals
•Safety and security including single gated entry, 24/7 staffing, 24/7
on-site security, cameras, response plans and training.
8
Item 5.1
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Key Elements of the New Start Centers
•90 day stay in a single-occupancy room
•Partners can stay at the same time but must reside in separate rooms and must
qualify separately through the referral process
•Clients seeking reunification with children and pregnant clients will be
considered on a case-by-case basis, factoring in client plans and supports
•Necessities are provided
•Internet access, onsite laundry, hygiene items, meals & snacks, janitorial
services in common areas & for unit turnover
•Service Animals & Emotional Support Animals are allowed
•A variety of supportive services will be offered and available
9
Item 5.1
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Client Eligibility & Referral
Item 5.1
Packet pg. 14/206
Overview
Eligibility requirements are approved by
the Snohomish County Council and cannot
be changed without Council approval
Eligibility requirements will be reassessed by the
Council within the first year and could change based
on gathered program data
Client referrals will only come through
agreed upon Referral Partners
Snohomish County Emergency Bridge Housing
Referral Partner Agreement will be provided to each
agency and must be signed by the Referral Partner
Client referrals will go to the YWCA EDNSC The YWCA will review the Referral Form and
coordinate with the Referral Partner
11
Item 5.1
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Client Eligibility
Requirements
•At least 18 years old
•Experiencing Homelessness (HUD definition Category 1)
•At or below 50% area median income
•Currently:
•Residing in a shelter operated by a Referral Partner; OR
•In consistent contact with a Referral Partner; AND
•Actively engaging in activities to achieve housing stability
•Able to manage activities of daily living
Client Must Be:
•Have a conviction within the last 5 years of:
•Manufacture or distribution of a controlled substance
•A crime of violence (assault, homicide, arson, property
damage, etc.)
•Be a Level I Non-Compliant or above Registered Sex
Offender
•Have used substances within the past 30 days
•Based on combination of service provider knowledge &
client self-report, not a drug test
•This includes legal substances like alcohol & marijuana.
Cigarettes & nicotine use are allowed
Client Must Not:
At least 75% of EDNSC
clients should come from
South Snohomish County
Item 5.1
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What Is a Referral Partner?
A referral partner is a specific provider already working in the
community that has been vetted by the county and is prepared to
provide referrals through a structured process.
Initial Referral Partners: City of Edmonds, City of Lynnwood, South
County Fire, Conquer Clinics, Domestic Violence Services of Snohomish
County, Cocoon House, SCOUT
13
Item 5.1
Packet pg. 17/206
Referral Partner Process – Referring a Client
1
Explain NSC
information
and Code of
Conduct to
the client
2
Inform client
of background
check
completed by
NSC
3
Complete the
Referral Form
and send to
the NSC
5
Assist client to
attend referral
interview with
the NSC
6
Assist client to
attend the
intake
appointment
at the NSC
7
Facilitate a
warm handoff
for client
moving into
the NSC
8
Collaborate
with the NSC if
the client is
asked to leave
or needs other
assistance
14
Item 5.1
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Program Evaluation
Item 5.1
Packet pg. 19/206
Assessing Client Eligibility
The Edmonds NSC, Everett NSC and Snohomish County will be evaluating client referral information and the success in filling the units at both locations
The evaluation will include data on clients who were deemed eligible and ineligible for the NSC’s
By the end of the first year this information will be presented to County Council and may impact future eligibility requirements
This process will require feedback from Referral Partners
Item 5.1
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Community Relations
Item 5.1
Packet pg. 21/206
Good Neighbor Plan
Purpose: To create a positive and respectful relationship with the community.
The plan is focused in these areas:
•Community Standards & Neighborhood Respect
•Safety & Security Commitment
•Cleanliness & Property Care
•Client Expectations
•Communication with the City & Community
•Key Points: Zero tolerance for unsafe behavior, 24/7 YWCA staffing and on-site security, Daily maintenance/repair/cleaning, Code of Conduct, Feedback process, Partner support.
Item 5.1
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Client Experience
Item 5.1
Packet pg. 23/206
Services Offered
•Comprehensive Individualized Service Planning
•Behavioral health
•Medical health
•Life skills development
•Housing navigation & stabilization
•Public benefits support
•Legal & benefits advocacy
•Employment support
•On-site laundry and computer terminals
•Meals and snacks
Item 5.1
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Code of Conduct
•Respect & Dignity
•Community Living
•Safety & Security
•No Substance Use
•Personal Conduct & Behavior
•Cleanliness & Maintenance
•Curfew & Attendance
•Visitors
•Accountability
Item 5.1
Packet pg. 25/206
Questions?
Item 5.1
Packet pg. 26/206
City Council Agenda Item 7.1
July 28, 2026 - Regular Meeting
TITLE:Claim for Damages for filing (First Reading)
DEPARTMENT:Finance
PRESENTER:N/A
NEEDED FROM COUNCIL:Action
RECOMMENDATION:Acknowledge receipt of claim for damages.
BUDGET:
Total Dollar Amount:N/A ☐ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
The city received a new claim for damages.
CONTEXT, ANALYSIS, & ALTERNATIVES:
Lauren Brandt
Maple Street
($582.41)
RECOMMENDATION:
Acknowledge receipt of claim for damages.
BUDGET IMPACTS:
N/A
ITEM HISTORY:
N/A
ADDITIONAL INFORMATION:
N/A
ATTACHMENTS:
Item 7.1
Packet pg. 27/206
claim for damages – brandt – for council
Item 7.1
Packet pg. 28/206
Item 7.1
Packet pg. 29/206
Item 7.1
Packet pg. 30/206
City Council Agenda Item 7.2
July 28, 2026 - Regular Meeting
TITLE:Written Public Comments (Only One Reading Required)
DEPARTMENT:City Council Office
PRESENTER:Teresa Simanton
NEEDED FROM COUNCIL:Informational
RECOMMENDATION:Acknowledge receipt of written public comments submitted
through the City’s online portal.
BUDGET:
Total Dollar Amount:0 ☐ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
Public comments submitted via the City’s web portal are forwarded by email to all
councilmembers and included in the next regular meeting agenda packet, pending agenda
publication deadlines.
CONTEXT, ANALYSIS, & ALTERNATIVES:
Included are all public comments submitted through the portal from June 17 – July 23, 2026
RECOMMENDATION:
Acknowledge receipt of written public comments submitted through the City’s online portal.
BUDGET IMPACTS:
None
ITEM HISTORY:
N/A
ADDITIONAL INFORMATION:
N/A
ATTACHMENTS:
Oneline Comments Received June 17 – July 23, 2026
Item 7.2
Packet pg. 31/206
PUBLIC COMMENTS JUNE 17 -JULY 23, 2026
Online Form 2026-07-04 12:03 PM(MST) was submitted by Guest on 7/4/2026
3:03:41 PM (GMT-07:00) US/Arizona
Name Value
FirstName Finis
LastName Tupper
Email
CityOfResidence Edmonds
AgendaTopic Roberts Rules of Order
Comments
I am writing to express my concerns regarding the recent
communications and procedural management from the City of
Edmonds administration. The framing of city updates as the 'City
responds' or 'mapping out a road trip' relies on vague metaphors that
obscure clear accountability. The primary issue is a fundamental
lack of strategic direction. We require leadership with the specific
expertise to conduct city council meetings strictly in accordance with
Robert’s Rules of Order. For example, motions must be formally
restated before any discussion is permitted. Furthermore, the
sewage treatment plan must be prioritized as the most critical
component of the Comprehensive Sewer Plan. To treat it otherwise
overlooks our most pressing infrastructure needs. Given these
ongoing procedural and administrative shortcomings, I urge Mayor
Rosen to evaluate whether his continued leadership serves the best
interests of this city.
To view this form submission online, please follow the link below:
https://edmondswa.gov/form/one.aspx?objectId=21340862&contextId=18452053&
returnto=submissions
Item 7.2
Packet pg. 32/206
Online Form 2026-07-18 08:40 PM(MST) was submitted by Guest on 7/18/2026
11:40:40 PM (GMT-07:00) US/Arizona
Name Value
FirstName Christy
LastName Thwing
Email c
CityOfResidence Edmons
AgendaTopic Landmark Tree Protection
Comments
I am a resident, and home owner in favor of extending the protection
for landmark trees in Edmonds. I will continue to follow this issue
closely because trees are central to life in our region. I choose to live
in Western Washington because of the trees. If I wanted to live in a
city without evergreens, I would move. But we are in Edmonds, and
evergreens are a critical part of what makes our region beautiful and
livable. I hope my children will still have huge trees to enjoy in
Edmonds when they grow up. I must use my voice to advocate for
their future. I support increasing housing density in areas that have
already lost tree cover, and have already been built on. It is
important to create more housing, but we have so many empty retail
spaces and parking lots that could be built up into high density
housing. It is unreasonable to cut down 60+ year old trees when
there are unused lots in this city. The city's Landmark Tree
designation should place permanent strict protections on landmark
trees, which are defined as having a DBH of 30 inches or more.
Their removal must be heavily restricted unless they are deemed a
hazard or a nuisance. Thank you, council members, for serving our
community.
To view this form submission online, please follow the link below:
https://edmondswa.gov/form/one.aspx?objectId=21351806&contextId=18452053&retur
nto=submissions
Item 7.2
Packet pg. 33/206
Online Form 2026-07-22 02:49 PM(MST) was submitted by Guest on 7/22/2026
5:49:33 PM (GMT-07:00) US/Arizona
Name Value
FirstName JOHN
LastName MARTIN
Email mailto:jmartinnoj@hotmail.com
CityOfResidence Mountlake Terrace
AgendaTopic
Tired of watching professional sports teams use taxpayer money to
build new billion-dollar stadiums instead of schools, housing, and
medical care?
Comments
Tired of watching professional sports teams use taxpayer money to
build new billion-dollar stadiums instead of schools, housing, and
medical care? Put in your two cents worth. Tell your friends and the
people you work with. Tell the government and the attorney general.
From: ATG WWW E-mail Antitrust Seattle
<monopoly@ATG.WA.GOV> Sent: Friday, June 26, 2026 12:55 PM
To: john martin <jmartinnoj@hotmail.com> Cc: ATG WWW E-mail
Antitrust Seattle <monopoly@ATG.WA.GOV> Subject: RE: Oak
View Group - Complaint for violations of the Washington State Public
Records Act (RCW 42.56) and Consumer Protection Act (RCW
19.86) and violations of 15 U.S.C. §§ 1–7 and the First Amendment
of the Constitution of the United States. Dear John E. Martin: Thank
you for contacting the Antitrust Division of the Washington State
Office of the Attorney General about your concerns regarding Oak
View Group and the Everett Public Facilities District. I am an
Assistant Attorney General with the Antitrust Division and I have
been asked to respond to your message.... Again, thank you for
contacting the Antitrust Division of the Washington State Office of the
Attorney General. We may reach out to you at a later time for more
information. In the meantime, please contact us again if you wish to
provide additional information or have any questions. Sincerely,
BROOKE HOWLETT LOVROVICH Assistant Attorney General
Washington State Attorney General's Office Antitrust Division (206)
587-5510 monopoly@atg.wa.gov ==================== Nick
Brown Washington State Attorney General Olympia, WA 98504 360-
Item 7.2
Packet pg. 34/206
753-6200 monopoly@atg.wa.gov CC: Attorney General of Maryland
Anthony G. Brown and 33 other Attorney Generals that were
successful in pursuing the Live Nation Entertainment, Inc. and
Ticketmaster Entertainment, LLC monopoly and anti-trust lawsuit.
Dear Nick Brown and staff, Following the Antitrust Division of the
Washington State Office of the Attorney General email above, I wish
to provide additional information regarding the Oak View Group and
Ticketmaster anti-monopoly complaint. On January 01, 2021, Chris
Mefford, President & CEO of Community Attributes Inc. sent an
email to Everett Mayor Cassie Franklin regarding the next President
and CEO of the Economic Alliance of Snohomish County indicating,
"...I’m not empowered to offer him a key to the city … (smiley face)."
On January 07, 2021, Everett Mayor Cassie Franklin contacted Dr.
Saltzman, Superintendent of the Everett Public School District as a
special favor to Chris Mefford, President & CEO of Community
Attributes Inc. regarding Garry Clark, a candidate for CEO of the
Economic Alliance of Snohomish County. See also 07 22 2-26 958
AM email to the Edmonds City Clerk
To view this form submission online, please follow the link below:
https://edmondswa.gov/form/one.aspx?objectId=21354990&contextId=18452053&retur
nto=submissions
suit.
Item 7.2
Packet pg. 35/206
City Council Agenda Item 7.3
July 28, 2026 - Regular Meeting
TITLE:May 2026 Monthly Financial Report (Second Reading)
DEPARTMENT:Finance
PRESENTER:N/A
NEEDED FROM COUNCIL:Informational
RECOMMENDATION:Received for Filing.
BUDGET:
Total Dollar Amount:N/A ☐ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
N/A
CONTEXT, ANALYSIS, & ALTERNATIVES:
N/A
RECOMMENDATION:
Received for Filing.
BUDGET IMPACTS:
N/A
ITEM HISTORY:
N/A
ADDITIONAL INFORMATION:
ATTACHMENTS:
May 2026 Monthly Financial Report
Item 7.3
Packet pg. 36/206
CITY OF EDMONDS
MAY 2026 FINANCIAL REPORT
FY 2026 May
May 31, 2026
Item 7.3
Packet pg. 37/206
1
Table of Contents
Monthly Highlights ...................................... 3
2025-2026 Biennial Budget Summary ......... 4
All Funds Financial Summary ....................... 5
General Fund Summaries ............................ 6
Development Services Revenue Summary .. 8
Major Revenue Summaries ......................... 9
All Revenue Summary ............................... 12
All Expenditure Summary .......................... 14
Salaries and Benefits Summaries .............. 16
Debt Summary ........................................... 20
Interfund Loan Summary ........................... 21
Investment Portfolio Summary ................. 22
General Fund (001) Cash Flows Report ..... 24
Appendix A ................................................ 25
Item 7.3
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2
Item 7.3
Packet pg. 39/206
3
MONTHLY HIGHLIGHTS
GENERAL FUND HIGHLIGHTS
• Sales Tax is up $313,791 from this point last year and is $391,619 over the cumulative budget forecast of $4,815,643 for sales tax
revenues. We are currently trending 6.41% over 2025 for sales collections through May.
• Development Services related revenues are $303,329 more than they were to this point in 2025. Through May, we are 42% of the
year complete, but have received 61% of the budgeted Development Services revenues, or $400,561 over the $842,208 that would be
expected through this point.
• Charges for Services revenues in the General Fund are down $(580,209) from 2025; this is due to no longer receiving EMS Transport
Fees in 2026. Through May of 2025, we had received $982,823 in revenues from this revenue source.
• General Fund Interfund Loan – The City began repayment of this loan in January of 2026; the outstanding balance on the principal as
of the end of May is $4,750,000. Total interest to date that will be charged for this loan is $363,404; the City has paid $110,860 of this
interest as of the end of May.
• Salaries and Benefits City-Wide were $(416,538) less than 2025; with the General Fund being less by $(344,719). Through May, we
expended $12,499,711 for the General Fund which is $(1,154,566) less than we would have expected through this point. This is due
to leaving additional approved and funded positions vacant in 2026.
Sales Tax Property Tax Other Taxes
Actual 5,207,262 6,242,717 5,963,576
Budget 11,700,000 11,713,393 13,222,116
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
Ax
i
s
T
i
t
l
e
General Fund Tax Revenue (2026 YTD)
Source
2026 Amended
Budget
5/31/2025
Revenues
5/31/2026
Revenues
Amount
Remaining % Received
TAXES $ 36,635,509 $ 17,433,174 $ 17,413,555 $ 19,221,954 48%
LICENSES AND PERMITS 1,965,050 934,141 1,031,754 933,296 53%
INTERGOVERNMENTAL REVENUES 1,248,653 762,709 444,722 803,931 36%
CHARGES FOR GOODS AND SERVICES 7,825,347 3,893,542 3,313,333 4,512,014 42%
FINES AND PENALTIES 2,888,000 227,760 1,176,698 1,711,302 41%
MISCELLANEOUS REVENUES 838,381 347,211 425,005 413,376 51%
OTHER INCREASES IN FUND RESOURCES - 6,000,000 - - 0%
OTHER FINANCING SOURCES 50,000 38,989 - 50,000 0%
51,450,940$ 29,637,525$ 23,805,067$ 27,645,873$ 46%
CITY OF EDMONDS
REVENUES - GENERAL FUND - BY SOURCE IN SUMMARY
Item 7.3
Packet pg. 40/206
4
001 General Fund 1,336,357$ 110,617,025$ 81,104,671$ 106,565,322$ 75,437,231$ 1,101,021$ (2,046,612)$
009 LEOFF Medical Insurance Reserve Subfund 19,441 550,000 525,000 629,000 546,936 (35,056) 1,444
011 Risk Management Reserve Fund - - - - - - -
012 Contingency Reserve Fund 2,228,672 - - - - 2,228,672 2,228,672
014 Historic Preservation Gift Fund 4,559 - - 11,400 - (1,141) 4,559
016 Building Maintenance Fund 2,380,534 194,410 108,824 2,714,068 402,174 448,913 2,204,843
017 Marsh Restoration & Preservation Fund 861,616 50,000 - 183,960 7,258 806,117 854,357
018 Edmonds Homelessness Response Fund 200,000 - - 196,425 109,515 82,340 90,665
019 Edmonds Opioid Response Fund 456,556 100,000 98,865 450,000 - 541,619 541,619
Total General Fund 7,487,735 111,511,435 81,837,360 110,750,175 76,503,115 5,172,484 3,879,546
104 Drug Enforcement Fund 47,981 9,400 3,489 40,000 14,765 34,035 49,425
111 Street Fund 177,530 5,545,000 3,261,953 5,374,146 3,100,545 992,838 621,524
112 Street Construction Fund 3,211,126 12,153,779 3,229,370 11,206,049 2,730,550 4,139,154 3,766,445
117 Municipal Arts Acquisition Fund 671,730 548,241 191,789 768,927 282,837 424,236 655,828
120 Hotel/Motel Tax Fund 165,422 258,410 184,134 290,000 288,891 164,380 131,470
121 Employee Parking Permit Fund 12,691 110,290 40,863 65,173 24,314 22,008 461
122 Youth Scholarship Fund 20,769 4,750 2,172 6,000 300 21,521 22,181
123 Tourism Promotional Arts Fund 151,599 57,970 69,608 84,800 41,326 135,906 174,466
125 REET 2 2,432,519 3,787,950 2,863,340 3,238,613 1,206,068 4,374,102 3,676,805
126 REET 1 4,631,092 4,043,320 3,014,974 4,054,434 2,002,961 6,023,387 5,174,891
127 Gifts Catalog Fund 3,027,911 677,940 2,322,622 1,298,953 581,471 4,445,870 4,773,527
130 Cemetery Maintenance/Imp. Fund 130,453 675,719 669,077 671,945 424,975 248,448 388,822
137 Cemetery Maintenance Fund 1,269,638 183,761 106,614 311,124 272,174 1,146,992 1,075,068
138 Sister City Commission Fund 17,896 17,540 6,486 14,800 - 22,833 24,003
140 Business Improvement District Fund 34,037 158,418 124,274 173,320 114,793 19,368 26,034
141 Affordable Housing Fund 380,831 130,000 91,515 - - 527,814 462,814
142 Edmonds Rescue Plan Fund 833 - 9,167 - - 10,000 10,000
143 Tree Fund 135,348 141,761 323,196 150,000 109,854 367,460 384,201
Total Special Revenue Funds 16,519,406 28,504,249 16,514,643 27,748,284 11,195,825 23,120,350 21,417,963
DE
B
T
SE
R
V
I
C
E
FU
N
D
S
231 2012 LTGO Debt Service Fund - 607,060 331,260 607,760 306,203 (350) -
CA
P
I
T
A
L
PR
O
J
E
C
T
FU
N
D
S
332 Parks Capital Construction Fund 299,964 684,482 200,366 237,035 67,814 537,270 328,410
411 Combined Utility Operations - - 61,795 - - - -
421 Water Utility Fund 39,451,533 25,144,575 20,375,564 41,240,704 21,200,643 38,368,119 43,757,274
422 Storm Utility Fund 23,214,849 20,874,042 13,650,609 23,800,916 12,749,922 26,549,925 26,150,921
423 Sewer/WWTP Utility Fund 80,547,614 39,829,016 28,580,738 40,183,800 24,334,164 84,818,738 84,371,349
424 Utility Debt Service Fund 843,961 2,323,310 1,149,370 2,297,790 1,149,369 843,961 843,961
Total Enterprise Funds 144,057,957 88,170,943 63,818,076 107,523,210 59,434,097 150,580,742 155,123,504
511 Equipment Rental Fund 11,867,486 4,889,190 3,970,926 4,121,587 2,773,891 12,836,286 12,305,347
512 Technology Rental Fund 1,252,104 5,077,196 3,413,192 5,010,600 3,165,772 1,681,309 1,790,223
Total Internal Service Funds 13,119,590 9,966,386 7,384,119 9,132,187 5,939,664 14,517,594 14,095,569
181,484,652$ 239,444,555$ 170,085,823$ 255,998,651$ 153,446,717$ 193,928,091$ 194,844,993$
all other pages reflect full budget.
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
F
U
N
D
S
2025
Unaudited
Ending
Fund Balance
2025-2026
Actual
Revenues
Period 1-17
2025-2026
Actual
Expenses
Period 1-17
2026
Estimated
Ending
Fund Balance
is to provide a more accurate estimate for ending fund balance for these three funds as of the end of 2026. This is only reflected in this manner for this chart;
2025-2026 BIENNIAL BUDGET SUMMARY - ALL FUNDS
GE
N
E
R
A
L
F
U
N
D
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
S
EN
T
E
R
P
R
I
S
E
FU
N
D
S
*The above 2026 budget and ending fund balances for Funds 001, 421 and 422 have been adjusted to reflect year-end reporting for the interfund loan. This
TOTAL
2025
Beginning
Fund Balance
2025-2026
Adopted
Revenue
Budget
2025-2026
Adopted
Expense
BudgetFund
Item 7.3
Packet pg. 41/206
5
City of Edmonds
All Funds Financial Summary
As of May 31, 2026
Fund
Beginning Fund
Balance*
Revenues /
Sources
Expenditures /
Uses
Revenues less
Expenditures
Ending Fund
Balance
Governmental
001 General Fund (2,046,612) 23,805,067 20,765,873 3,039,194 992,582
009 LEOFF Medical Insurance Reserve 1,444 205,000 208,939 (3,939) (2,495)
012 Contingency Reserve 2,228,672 - - - 2,228,672
014 Historic Sub-Fund 4,559 - - - 4,559
016 Building Maintenance 2,204,843 30,072 147,731 (117,659) 2,087,184
017 Marsh Restoration 854,357 - - - 854,357
018 Homeless Response 90,665 - 179 (179) 90,485
019 Opioid Response 541,619 13,802 - 13,802 555,421
Total General Fund and Subfunds 3,879,546 24,053,941 21,122,723 2,931,218 6,810,764
Special Revenue Funds
104 Drug Enforcement 49,425 677 13,615 (12,937) 36,488
111 Street 621,524 831,447 1,115,102 (283,655) 337,869
112 Street Construction 3,766,445 407,921 572,808 (164,887) 3,601,558
117 Municipal Arts 655,828 17,106 96,341 (79,235) 576,593
120 Hotel / Motel 131,470 42,827 115,964 (73,137) 58,333
121 Employee Parking 461 28,287 - 28,287 28,749
122 Youth Scholarship 22,181 386 - 386 22,567
123 Tourism Promotion 174,466 16,605 11,771 4,834 179,300
125 REET 2 3,676,805 722,165 305,317 416,847 4,093,652
126 REET 1 5,174,891 749,223 347,756 401,467 5,576,358
127 Gifts Catalog 4,773,527 175,645 159,514 16,131 4,789,658
130 Cemetery Maintenance 388,822 133,171 142,693 (9,522) 379,300
137 Cemetery Trust 1,075,068 18,785 - 18,785 1,093,853
138 Sister City 24,003 415 - 415 24,418
140 Business Improvement 26,034 47,885 30,400 17,485 43,518
141 Affordable Housing 462,814 21,433 - 21,433 484,246
142 Edmonds Rescue 10,000 - - - 10,000
143 Tree Fund 384,201 11,070 42,212 (31,142) 353,059
Capital Projects 328,410 48,868 - 48,868 377,277
Debt Service - 25,058 - 25,058 25,058
Enterprise Funds
411 Combined Utility Operation - 61,795 - 61,795 61,795
421 Water Utility 43,757,274 6,708,803 3,801,240 2,907,563 46,664,837
422 Storm Water Utility 26,150,921 4,863,356 3,130,935 1,732,421 27,883,342
423 Sewer / Wastewater Treatment Plant 84,371,349 8,190,328 7,244,105 946,223 85,317,572
424 Bond Reserve Fund 843,961 - - - 843,961
Internal Service Funds
511 Equipment Rental 12,305,347 1,053,263 788,819 264,444 12,569,791
512 Technology Rental 1,790,223 1,004,438 1,233,239 (228,801) 1,561,422
All Funds 194,844,993 49,234,898 40,274,554 8,960,343 203,805,336
*All Beginning Fund Balance amounts reflect the ending balances from the unaudited 2025 Financial Statements.
$200,000 of the Fund Balance in Fund 126 has been reserved for Marsh Restoration Funding, as well as $1,200,000 for the purchase of Open Space.
$250,000 of the Fund Balance in Fund 422 has been reserved for Marsh Restoration Funding.
Item 7.3
Packet pg. 42/206
6
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
Title
2026 Amended
Budget
5/31/2025
Expenditures
5/31/2026
Expenditures
Amount
Remaining % Spent
CITY COUNCIL 467,980$ 200,947$ 189,803$ 278,177$ 41%
OFFICE OF MAYOR 498,288 214,790 192,762 305,526 39%
HUMAN RESOURCES 1,107,619 382,519 431,483 676,136 39%
CITY ADMINISTRATOR 633,656 - 201,949 431,707 32%
CITY ATTORNEY 1,326,346 349,345 539,984 786,362 41%
CITY CLERK 493,061 - 182,434 310,627 37%
ADMINISTRATIVE SERVICES 1,818,360 945,786 836,615 981,745 46%
NON-DEPARTMENTAL 6,768,912 7,303,581 3,455,783 3,313,129 51%
POLICE SERVICES 18,323,189 7,360,650 7,397,452 10,925,737 40%
MUNICIPAL COURT 2,552,713 721,943 1,010,777 1,541,936 40%
SATELLITE OFFICE - 10,760 - - 0%
COMMUNITY SERVICES/ECONOMIC DEV.240 411,580 79,621 (79,381) 33175%
PLANNING & DEVELOPMENT 4,326,010 1,427,284 1,582,156 2,743,854 37%
HUMAN SERVICES PROGRAM - 61,780 - - 0%
PARKS & RECREATION 5,342,227 1,993,440 1,967,418 3,374,809 37%
PUBLIC WORKS ADMINISTRATION 883,360 287,689 365,673 517,687 41%
FACILITIES MAINTENANCE 2,606,747 1,057,070 953,120 1,653,627 37%
ENGINEERING 4,154,599 1,281,879 1,378,844 2,775,755 33%
51,303,307$ 24,011,042$ 20,765,873$ 30,537,434$ 40%
EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN SUMMARY
CITY OF EDMONDS
Item 7.3
Packet pg. 43/206
7
GENERAL FUND SUMMARY
General Fund - Fund 001 Only
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 5,092,205$ 5,092,205$ 2,714,712$ 2,714,712$ -46.69%
February 8,880,277 3,788,073 3,599,318 6,314,029 -28.90%
March 12,749,331 3,869,053 5,086,550 11,400,579 -10.58%
April 21,246,923 8,497,592 8,246,184 19,646,763 -7.53%
May 25,225,825 3,978,902 4,158,304 23,805,067 -5.63%
June 28,148,925 2,923,100 2,758,466 26,563,533 -5.63%
July 30,804,734 2,655,809 2,506,230 29,069,763 -5.63%
August 33,606,336 2,801,602 2,643,812 31,713,575 -5.63%
September 36,605,232 2,998,896 2,829,994 34,543,568 -5.63%
October 45,224,778 8,619,546 8,134,080 42,677,648 -5.63%
November 48,602,351 3,377,573 3,187,342 45,864,991 -5.63%
December 51,450,940 2,848,589 2,688,152 48,553,143 -5.63%
51,450,940$
General Fund - Fund 001 Only
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 4,870,197$ 4,870,197$ 5,139,579$ 5,139,579$ 5.53%
February 8,768,158 3,897,961 4,100,965 9,240,544 5.39%
March 13,101,352 4,333,193 3,750,362 12,990,906 -0.84%
April 17,066,310 3,964,959 3,887,023 16,877,929 -1.10%
May 21,156,600 4,090,289 3,887,944 20,765,873 -1.85%
June 25,542,983 4,386,384 4,305,374 25,071,247 -1.85%
July 29,343,736 3,800,753 3,730,560 28,801,807 -1.85%
August 33,299,221 3,955,485 3,882,434 32,684,241 -1.85%
September 37,572,495 4,273,274 4,194,354 36,878,595 -1.85%
October 41,951,466 4,378,971 4,298,098 41,176,693 -1.85%
November 46,402,091 4,450,625 4,368,430 45,545,123 -1.85%
December 51,303,307 4,901,216 4,810,699 50,355,822 -1.85%
51,303,307$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Revenue Summary-General Fund
2026
City of Edmonds, WA
Monthly Expenditure Summary-General Fund
*The monthly budget trend column is based on a two year trend.
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
55,000,000
60,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
General Fund -Fund 001 only
Current Year Budget Prior Year
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
55,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
General Fund -Fund 001 Only
Current Year Budget Prior Year
Item 7.3
Packet pg. 44/206
8
DEVELOPMENT SERVICES REVENUE SUMMARY
Source
2026 Amended
Budget
5/31/2025
Revenues
5/31/2026
Revenues
Amount
Remaining % Received
DEV SERV PERMIT SURCHARGE 90,000$ 50,157$ 55,757$ 34,243$ 62%
RIGHT OF WAY FRANCHISE FEE 30,000 32,648 31,556 (1,556) 105%
BUILDING PERMITS 40,000 51,338 78,714 (38,714) 197%
FIRE PERMIT 5,000 - - 5,000 0%
ENGINEERING PERMIT 108,300 12,525 7,817 100,483 7%
ENG PERMIT - RIGHT OF WAY - 45,872 37,709 (37,709) 0%
ENG PERMIT - ENCROACHMENT - - 2,574 (2,574) 0%
ENG PERMIT - STREET USE - - 1,573 (1,573) 0%
STREET AND CURB PERMIT - 293 - - 0%
STREET AND CURB PERMIT W/LEASEHOLD 10,000 - 154 9,846 2%
ENGINEERING FEES AND CHARGES - 1,528 - - 0%
FIRE CONSTRUCTION INSPECTION FEES 10,000 13,411 16,638 (6,638) 166%
ZONING/SUBDIVISION FEE - 905 858 (858) 0%
BUILDING PLAN REVIEW AND INSPECTION 1,160,000 473,224 743,733 416,267 64%
BUILDING PEER PLAN REVIEW - 6,680 500 (500) 0%
FIRE PLAN REVIEW 25,000 17,065 25,486 (486) 102%
PLANNING REVIEW AND INSPECTION 110,000 29,497 43,498 66,502 40%
PLANNING PEER PLAN REVIEW - - 1,422 (1,422) 0%
S.E.P.A. REVIEW 6,000 3,668 - 6,000 0%
ENG PLAN REVIEWS 210,000 67,768 27,299 182,701 13%
ENGINEERING PEER PLAN REVIEW 200,000 70,200 89,928 110,072 45%
ENG INSPECTIONS - 54,776 64,683 (64,683) 0%
CRITICAL AREA STUDY 17,000 7,886 12,870 4,130 76%
2,021,300$ 939,440$ 1,242,769$ 778,531$ 61%
CITY OF EDMONDS
DEVELOPMENT SERVICES REVENUES SUMMARY
Item 7.3
Packet pg. 45/206
9
MAJOR REVENUE SUMMARY
Property Tax
The timing of recording property tax revenues changed in 2023 to be recorded in the month that they were for versus the month that
the payment was received. This is the reason for the difference between the years 2022, and 2023-2026. The large difference between
2026 and prior years is due to no longer receiving the EMS property tax levy with the move to the RFA.
$7,848,821 $8,046,388 $8,359,978 $8,539,037
$6,266,427
-
1,000,000.00
2,000,000.00
3,000,000.00
4,000,000.00
5,000,000.00
6,000,000.00
7,000,000.00
8,000,000.00
9,000,000.00
2022 2023 2024 2025 2026
Property Tax Revenues (January through May)
Sales Tax
In the next chart, sales tax is up 6.41% from this point in time in 2025. This is up from last year when it was up 2.8% at this point.
$3,384,424 $3,191,797
$3,922,140
$4,483,349 $4,607,308
$4,760,027 $4,893,471 $5,207,262
-
500,000.00
1,000,000.00
1,500,000.00
2,000,000.00
2,500,000.00
3,000,000.00
3,500,000.00
4,000,000.00
4,500,000.00
5,000,000.00
5,500,000.00
2019 2020 2021 2022 2023 2024 2025 YTD 2026
Sales Tax Revenues (January through May)
Item 7.3
Packet pg. 46/206
10
MAJOR REVENUE SUMMARY
Charges for Services
The large difference between 2026 and prior years is due to no longer receiving EMS Transport Fees with the move to the RFA.
$1,536,019
$3,053,930
$3,456,462 $3,893,542
$3,313,333
-
500,000.00
1,000,000.00
1,500,000.00
2,000,000.00
2,500,000.00
3,000,000.00
3,500,000.00
4,000,000.00
4,500,000.00
5,000,000.00
2022 2023 2024 2025 2026
Charges for Services Revenues (January through May )
Water Utility Tax
The large difference between 2026 and prior years is due to the increase in Utility Tax from 10% to 20% that will sunset on July 1, 2027.
$350,681 $363,282 $398,695 $427,764
$940,037
-
100,000.00
200,000.00
300,000.00
400,000.00
500,000.00
600,000.00
700,000.00
800,000.00
900,000.00
1,000,000.00
2022 2023 2024 2025 2026
Water Utility Tax Revenues (January through May)
Item 7.3
Packet pg. 47/206
11
MAJOR REVENUE SUMMARY
Sewer Utility Tax
The large difference between 2026 and prior years is due to the increase in Utility Tax from 10% to 20% that will sunset on July 1, 2027.
$406,489 $424,703 $473,855
$519,568
$1,153,982
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2022 2023 2024 2025 2026
Sewer Utility Tax Revenues (January through May)
Real Estate Excise Tax
Real Estate Excise Taxes (REET) are collected from all real estate transactions. The utilization of this revenue is restricted to capital
projects and projects identified in the capital facilities plan. Real Estate Excise Tax is up 6.05% from this point in time last year.
$1,949,651
$1,301,746
$1,053,507 $1,229,921 $1,242,573 $1,317,802
-
200,000.00
400,000.00
600,000.00
800,000.00
1,000,000.00
1,200,000.00
1,400,000.00
1,600,000.00
1,800,000.00
2,000,000.00
2,200,000.00
2,400,000.00
2021 2022 2023 2024 2025 2026
Real Estate Excise Taxes (January through May)
Item 7.3
Packet pg. 48/206
12
ALL REVENUE SUMMARY
Fund
No.Title
2026 Amended
Budget
5/31/2025
Revenues
5/31/2026
Revenues
Amount
Remaining % Received
001 GENERAL FUND 51,450,940$ 29,637,525$ 23,805,067$ 27,645,873$ 46%
009 LEOFF-MEDICAL INS. RESERVE 275,000 120,000 205,000 70,000 75%
016 BUILDING MAINTENANCE FUND 94,070 33,276 30,072 63,998 32%
017 MARSH RESTORATION & PRESERVATION FUND 50,000 - - 50,000 0%
019 EDMONDS OPIOID RESPONSE FUND 50,000 - 13,802 36,198 28%
104 DRUG ENFORCEMENT FUND 4,610 1,192 677 3,933 15%
111 STREET FUND 3,105,000 997,075 831,447 2,273,553 27%
112 COMBINED STREET CONST/IMPROVE 9,027,861 1,191,145 407,921 8,619,940 5%
117 MUNICIPAL ARTS ACQUIS. FUND 121,420 94,087 17,106 104,314 14%
120 HOTEL/MOTEL TAX REVENUE FUND 128,910 46,164 42,827 86,083 33%
121 EMPLOYEE PARKING PERMIT FUND 54,950 10,260 28,287 26,663 51%
122 YOUTH SCHOLARSHIP FUND 2,340 765 386 1,954 17%
123 TOURISM PROMOTIONAL FUND/ARTS 8,740 17,799 16,605 (7,865) 190%
125 REAL ESTATE EXCISE TAX 2 2,139,330 686,651 722,165 1,417,165 34%
126 REAL ESTATE EXCISE TAX 1 2,262,900 740,546 749,223 1,513,677 33%
127 GIFTS CATALOG FUND 332,360 117,866 175,645 156,715 53%
130 CEMETERY MAINTENANCE/IMPROVEMT 202,562 103,115 133,171 69,391 66%
137 CEMETERY MAINTENANCE TRUST FD 96,924 42,374 18,785 78,139 19%
138 SISTER CITY COMMISSION 6,230 444 415 5,815 7%
140 BUSINESS IMPROVEMENT DISTRICT 79,209 41,908 47,885 31,324 60%
141 AFFORDABLE AND SUPPORTIVE HOUSING FUND 65,000 19,584 21,433 43,567 33%
142 EDMONDS RESCUE PLAN FUND - 2,083 - - 0%
143 TREE FUND 58,259 298,092 11,070 47,189 19%
231 2012 LT GO DEBT SERVICE FUND 301,190 26,208 25,058 276,133 8%
332 PARKS CAPITAL CONSTRUCTION FUND 335,860 88,896 48,868 286,992 15%
411 COMBINED UTILITY OPERATION - 61,120 61,795 (61,795) 0%
421 WATER UTILITY FUND 15,030,903 5,015,358 6,708,803 8,322,100 45%
422 STORM UTILITY FUND 12,850,528 3,887,593 4,863,356 7,987,172 38%
423 SEWER/WWTP UTILITY FUND 20,499,448 8,968,238 8,190,328 12,309,120 40%
424 BOND RESERVE FUND 1,148,390 116 1 1,148,389 0%
511 EQUIPMENT RENTAL FUND 2,512,920 1,441,543 1,053,263 1,459,657 42%
512 TECHNOLOGY RENTAL FUND 2,673,614 1,009,064 1,004,438 1,669,176 38%
124,969,468$ 54,700,088$ 49,234,899 75,734,569$ 39%
CITY OF EDMONDS
REVENUES BY FUND - SUMMARY
Item 7.3
Packet pg. 49/206
13
ALL REVENUE SUMMARY
Fund
No.Title
2025-2026
Adopted Revenue
Budget
2025-2026
Actual Revenues
Period 1-17
Amount
Remaining % Received
001 GENERAL FUND 110,617,025$ 81,104,671$ 29,512,354$ 73%
009 LEOFF-MEDICAL INS. RESERVE 550,000 525,000 25,000 95%
016 BUILDING MAINTENANCE FUND 194,410 108,824 85,586 56%
017 MARSH RESTORATION & PRESERVATION FUND 50,000 - 50,000 0%
019 EDMONDS OPIOID RESPONSE FUND 100,000 98,865 1,135 99%
104 DRUG ENFORCEMENT FUND 9,400 3,489 5,911 37%
111 STREET FUND 5,545,000 3,261,953 2,283,047 59%
112 COMBINED STREET CONST/IMPROVE 12,153,779 3,229,370 8,924,409 27%
117 MUNICIPAL ARTS ACQUIS. FUND 548,241 191,789 356,452 35%
120 HOTEL/MOTEL TAX REVENUE FUND 258,410 184,134 74,276 71%
121 EMPLOYEE PARKING PERMIT FUND 110,290 40,863 69,427 37%
122 YOUTH SCHOLARSHIP FUND 4,750 2,172 2,578 46%
123 TOURISM PROMOTIONAL FUND/ARTS 57,970 69,608 (11,638) 120%
125 REAL ESTATE EXCISE TAX 2 3,787,950 2,863,340 924,610 76%
126 REAL ESTATE EXCISE TAX 1 4,043,320 3,014,974 1,028,346 75%
127 GIFTS CATALOG FUND 677,940 2,322,622 (1,644,682) 343%
130 CEMETERY MAINTENANCE/IMPROVEMT 675,719 669,077 6,642 99%
137 CEMETERY MAINTENANCE TRUST FD 183,761 106,614 77,147 58%
138 SISTER CITY COMMISSION 17,540 6,486 11,054 37%
140 BUSINESS IMPROVEMENT DISTRICT 158,418 124,274 34,144 78%
141 AFFORDABLE AND SUPPORTIVE HOUSING FUND 130,000 91,515 38,485 70%
142 EDMONDS RESCUE PLAN FUND - 9,167 (9,167) 0%
143 TREE FUND 141,761 323,196 (181,435) 228%
231 2012 LT GO DEBT SERVICE FUND 607,060 331,260 275,800 55%
332 PARKS CAPITAL CONSTRUCTION FUND 684,482 200,366 484,116 29%
411 COMBINED UTILITY OPERATION - 61,795 (61,795) 0%
421 WATER UTILITY FUND 26,394,575 20,375,564 6,019,011 77%
422 STORM UTILITY FUND 22,624,042 13,650,609 8,973,433 60%
423 SEWER/WWTP UTILITY FUND 39,829,016 28,580,738 11,248,278 72%
424 BOND RESERVE FUND 2,323,310 1,149,370 1,173,940 49%
511 EQUIPMENT RENTAL FUND 4,889,190 3,970,926 918,264 81%
512 TECHNOLOGY RENTAL FUND 5,077,196 3,413,192 1,664,004 67%
242,444,555$ 170,085,823$ 72,358,732$ 70%
CITY OF EDMONDS
REVENUES BY FUND - BIENNIAL SUMMARY
Item 7.3
Packet pg. 50/206
14
ALL EXPENDITURE SUMMARY
Fund
No.Title
2026 Amended
Budget
5/31/2025
Expenditures
5/31/2026
Expenditures
Amount
Remaining % Spent
001 GENERAL FUND 51,303,307$ 24,011,042$ 20,765,873$ 30,537,434$ 40%
009 LEOFF-MEDICAL INS. RESERVE 311,500 138,478 208,939 102,561 67%
011 RISK MANAGEMENT RESERVE FUND - - - - 0%
014 HISTORIC PRESERVATION GIFT FUND 5,700 - - 5,700 0%
016 BUILDING MAINTENANCE FUND 1,850,000 7,040 147,731 1,702,269 8%
017 MARSH RESTORATION & PRESERVATION FUND 98,240 - - 98,240 0%
018 EDMONDS HOMELESSNESS RESPONSE FUND 8,325 38,989 179 8,146 2%
019 EDMONDS OPIOID RESPONSE FUND 50,000 - - 50,000 0%
104 DRUG ENFORCEMENT FUND 20,000 - 13,615 6,385 68%
111 STREET FUND 2,733,686 910,581 1,115,102 1,618,584 41%
112 COMBINED STREET CONST/IMPROVE 8,655,152 751,121 572,808 8,082,344 7%
117 MUNICIPAL ARTS ACQUIS. FUND 353,012 69,695 96,341 256,671 27%
120 HOTEL/MOTEL TAX REVENUE FUND 96,000 27,646 115,964 (19,964) 121%
121 EMPLOYEE PARKING PERMIT FUND 33,403 - - 33,403 0%
122 YOUTH SCHOLARSHIP FUND 3,000 300 - 3,000 0%
123 TOURISM PROMOTIONAL FUND/ARTS 47,300 6,440 11,771 35,529 25%
125 REAL ESTATE EXCISE TAX 2 1,442,033 175,198 305,317 1,136,716 21%
126 REAL ESTATE EXCISE TAX 1 1,414,404 90,266 347,756 1,066,648 25%
127 GIFTS CATALOG FUND 660,017 175,120 159,514 500,503 24%
130 CEMETERY MAINTENANCE/IMPROVEMT 342,936 112,203 142,693 200,243 42%
137 CEMETERY MAINTENANCE TRUST FUND 25,000 - - 25,000 0%
138 SISTER CITY COMMISSION 7,400 - - 7,400 0%
140 BUSINESS IMPROVEMENT DISTRICT 85,875 26,188 30,400 55,475 35%
142 EDMONDS RESCUE PLAN FUND - - - - 0%
143 TREE FUND 75,000 3,704 42,212 32,788 56%
231 2012 LT GO DEBT SERVICE FUND 301,540 - - 301,540 0%
332 PARKS CAPITAL CONSTRUCTION FUND 127,000 - - 127,000 0%
421 WATER UTILITY FUND 18,670,058 6,366,210 3,801,240 14,868,818 20%
422 STORM UTILITY FUND 11,201,524 5,052,254 3,130,935 8,070,589 28%
423 SEWER/WWTP UTILITY FUND 20,052,059 6,603,932 7,244,105 12,807,954 36%
424 BOND RESERVE FUND 1,148,390 - - 1,148,390 0%
511 EQUIPMENT RENTAL FUND 1,981,981 1,077,817 788,819 1,193,162 40%
512 TECHNOLOGY RENTAL FUND 2,782,528 1,118,870 1,233,239 1,549,289 44%
125,886,370$ 46,763,095$ 40,274,554 85,611,816$ 32%
CITY OF EDMONDS
EXPENDITURES BY FUND - SUMMARY
Item 7.3
Packet pg. 51/206
15
ALL EXPENDITURE SUMMARY
Fund
No.Title
2025-2026
Adopted Expenditure
Budget
2025-2026
Actual Expenditures
Period 1-17
Amount
Remaining % Spent
001 GENERAL FUND 109,565,322$ 75,437,231$ 34,128,091$ 69%
009 LEOFF-MEDICAL INS. RESERVE 629,000 546,936 82,064 87%
011 RISK MANAGEMENT RESERVE FUND - - - 0%
014 HISTORIC PRESERVATION GIFT FUND 11,400 - 11,400 0%
016 BUILDING MAINTENANCE FUND 2,714,068 402,174 2,311,894 15%
017 MARSH RESTORATION & PRESERVATION FUND 183,960 7,258 176,702 4%
018 EDMONDS HOMELESSNESS RESPONSE FUND 196,425 109,515 86,910 56%
019 EDMONDS OPIOID RESPONSE FUND 450,000 - 450,000 0%
104 DRUG ENFORCEMENT FUND 40,000 14,765 25,235 37%
111 STREET FUND 5,374,146 3,100,545 2,273,601 58%
112 COMBINED STREET CONST/IMPROVE 11,206,049 2,730,550 8,475,499 24%
117 MUNICIPAL ARTS ACQUIS. FUND 768,927 282,837 486,090 37%
120 HOTEL/MOTEL TAX REVENUE FUND 290,000 288,891 1,109 100%
121 EMPLOYEE PARKING PERMIT FUND 65,173 24,314 40,859 37%
122 YOUTH SCHOLARSHIP FUND 6,000 300 5,700 5%
123 TOURISM PROMOTIONAL FUND/ARTS 84,800 41,326 43,474 49%
125 REAL ESTATE EXCISE TAX 2 3,238,613 1,206,068 2,032,545 37%
126 REAL ESTATE EXCISE TAX 1 4,054,434 2,002,961 2,051,473 49%
127 GIFTS CATALOG FUND 1,298,953 581,471 717,482 45%
130 CEMETERY MAINTENANCE/IMPROVEMT 671,945 424,975 246,970 63%
137 CEMETERY MAINTENANCE TRUST FUND 311,124 272,174 38,950 87%
138 SISTER CITY COMMISSION 14,800 - 14,800 0%
140 BUSINESS IMPROVEMENT DISTRICT 173,320 114,793 58,527 66%
142 EDMONDS RESCUE PLAN FUND - - - 0%
143 TREE FUND 150,000 109,854 40,146 73%
231 2012 LT GO DEBT SERVICE FUND 607,760 306,203 301,558 50%
332 PARKS CAPITAL CONSTRUCTION FUND 237,035 67,814 169,221 29%
421 WATER UTILITY FUND 41,240,704 21,200,643 20,040,061 51%
422 STORM UTILITY FUND 23,800,916 12,749,922 11,050,994 54%
423 SEWER/WWTP UTILITY FUND 40,183,800 24,334,164 15,849,636 61%
424 BOND RESERVE FUND 2,297,790 1,149,369 1,148,421 50%
511 EQUIPMENT RENTAL FUND 4,121,587 2,773,891 1,347,696 67%
512 TECHNOLOGY RENTAL FUND 5,010,600 3,165,772 1,844,828$ 63%
258,998,651$ 153,446,717$ 105,551,934$ 59%
CITY OF EDMONDS
EXPENDITURES BY FUND - BIENNIAL SUMMARY
Item 7.3
Packet pg. 52/206
16
SALARIES AND BENEFITS SUMMARY
Below is a comparison of the total staff labor related costs (salaries and benefits) for 2019 through 2026.
$12,108,903 $12,453,389 $12,888,253 $13,270,448
$17,281,663 $18,202,664 $17,088,980 $16,672,442
-
2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
14,000,000.00
16,000,000.00
18,000,000.00
20,000,000.00
2019 2020 2021 2022 2023 2024 2025 2026
Salaries & Benefits (January through May)
Department
2026 Approved
"Regular" positions
2026 Modification
Reductions
2026 Total
(with modification)
2026 Active
(as of 3/5/26)
2026 Vacant but
funded
(as of 3/6/26)
City Council 8.00 8.00 8.00 -
Mayor 5.00 5.00 5.00 -
City Administrator 2.00 2.00
Human Resources 4.00 4.00 4.00 -
Court 11.67 11.67 11.00 0.67
Administrative Services 10.00 10.00 9.00 1.00
Information Services 6.00 6.00 5.00 1.00
Police 61.75 (2.00) 59.75 58.75 1.00
Planning & Development 21.00 21.00 20.00 1.00
Parks, Recreation and Human Services 30.32 (2.00) 28.32 26.00 2.32
Public Works Admin/Facilities 15.06 15.06 11.06 4.00
Engineering 18.50 18.50 14.50 4.00
Streets/Storm 20.00 20.00 17.00 3.00
Water/Sewer/Treatment Plant 38.00 38.00 30.00 8.00
Equipment Rental 4.00 4.00 4.00 -
Total City Employee Count 255.30 (4.00) 251.30 223.31 25.99
The above chart only reflects approved and funded "regular" positions.
Unfunded "Regular" PositionsUnfunded "Irregular" Positions
Mayor 1.00
Human Resources 0.63 -
Court 1.00 -
Administrative Services 2.00 -
Information Services 1.00 0.25
Police 26.00 -
Community Services & Economic Development 1.75 -
Planning & Development 1.00 -
Parks, Recreation and Human Services 10.94 2.87
Public Works Admin/Facilities 1.00 -
Engineering - 1.00
46.32 4.12
Item 7.3
Packet pg. 53/206
17
Page 1 of 3
Title
2026 Amended
Budget
5/31/2025
Expenditures
5/31/2026
Expenditures
Amount
Remaining % Spent
CITY COUNCIL
SALARIES AND WAGES 265,506$ 103,169$ 101,794$ 163,712$ 38%
OVERTIME - - 813 (813) 0%
BENEFITS 135,028 74,596 64,052 70,976 47%
400,534$ 177,765$ 166,659$ 233,875$ 42%
OFFICE OF MAYOR
SALARIES AND WAGES 298,357$ 140,453$ 134,645$ 163,712$ 45%
OVERTIME - - 140 (140) 0%
BENEFITS 77,027 30,453 40,565 36,462 53%
375,384$ 170,906$ 175,349$ 200,035$ 47%
HUMAN RESOURCES
SALARIES AND WAGES 626,019$ 228,337$ 271,992$ 354,027$ 43%
OVERTIME - - - - 0%
BENEFITS 221,541 82,926 91,498 130,043 41%
847,560$ 311,263$ 363,490$ 484,070$ 43%
CITY ADMINISTRATOR
SALARIES AND WAGES 368,025$ 121,178$ 246,848$ 33%
OVERTIME - - - 0%
BENEFITS 97,691 35,626 62,065 36%
465,716$ -$ 156,804$ 308,912$ 34%
CITY CLERK
SALARIES AND WAGES 261,548$ 96,182$ 165,366$ 37%
OVERTIME - - - 0%
BENEFITS 94,617 34,248 60,369 36%
356,165$ -$ 130,430$ 225,735$ 37%
ADMINISTRATIVE SERVICES
SALARIES AND WAGES 1,225,806$ 642,480$ 509,383$ 716,423$ 42%
OVERTIME 8,000 4,721 16,037 (8,037) 200%
BENEFITS 447,639 198,465 143,926 303,713 32%
1,681,445$ 845,666$ 669,346$ 1,012,099$ 40%
NON-DEPARTMENTAL
SALARIES AND WAGES 249,063$ -$ -$ 249,063$ 0%
OVERTIME - - - - 0%
BENEFITS 48,607 66,787 26,335 22,272 54%
297,670$ 66,787$ 26,335$ 271,335$ 9%
POLICE SERVICES
SALARIES AND WAGES 9,364,798$ 4,050,267$ 3,626,753$ 5,738,045$ 39%
OVERTIME 764,747 195,922 314,287 450,460 41%
HOLIDAY BUYBACK 287,420 2,697 - 287,420 0%
BENEFITS 3,281,907 1,450,342 1,445,554 1,836,353 44%
13,698,872$ 5,699,228$ 5,386,595$ 8,312,277$ 39%
MUNICIPAL COURT
SALARIES AND WAGES 1,455,523$ 434,599$ 558,887$ 896,636$ 38%
OVERTIME 10,000 4,795 5,261 4,739 53%
BENEFITS 418,948 137,398 173,342 245,606 41%
1,884,471$ 576,792$ 737,491$ 1,146,980$ 39%
COMMUNITY SERVICES/ECON DEV.
SALARIES AND WAGES -$ 255,869$ 10,793$ (10,793)$ 0%
OVERTIME - 6,093 - - 0%
BENEFITS - 87,224 2,970 (2,970) 0%
-$ 349,187$ 13,763$ (13,763)$ 0%
PLANNING & DEVELOPMENT
SALARIES AND WAGES 2,421,740$ 845,814$ 935,187$ 1,486,553$ 39%
OVERTIME - - - - 0%
BENEFITS 919,886 291,491 355,914 563,972 39%
3,341,626$ 1,137,305$ 1,291,101$ 2,050,525$ 39%
HUMAN SERVICES PROGRAM
SALARIES AND WAGES $ - $ 47,427 $ - $ - 0%
OVERTIME - - - - 0%
BENEFITS - 13,441 - - 0% $ - $ 60,869 $ - $ - 0%
CITY OF EDMONDS
GENERAL FUND - SALARIES AND BENEFITS - BY DEPARTMENT IN DETAIL
Item 7.3
Packet pg. 54/206
18
Page 2 of 3
PARKS & RECREATION
SALARIES AND WAGES 2,571,512$ 1,028,570$ 1,005,310$ 1,566,202$ 39%
OVERTIME 10,000 667 3,787 6,213 38%
BENEFITS 1,025,458 394,036 369,712 655,746 36%
3,606,970$ 1,423,273$ 1,378,809$ 2,228,161$ 38%
PUBLIC WORKS ADMINISTRATION
SALARIES AND WAGES 489,335$ 145,296$ 215,864$ 273,471$ 44%
OVERTIME - - - - 0%
BENEFITS 194,326 57,362 70,163 124,163 36%
683,661$ 202,659$ 286,027$ 397,634$ 42%
FACILITIES MAINTENANCE
SALARIES AND WAGES 1,038,037$ 470,605$ 400,058$ 637,979$ 39%
OVERTIME 9,000 2,169 1,182 7,818 13%
BENEFITS 453,470 185,259 156,467 297,003 35%
1,500,507$ 658,034$ 557,708$ 942,800$ 37%
ENGINEERING
SALARIES AND WAGES 2,665,936$ 852,156$ 875,063$ 1,790,873$ 33%
OVERTIME 5,857 1 - 5,857 0%
BENEFITS 957,890 312,543 284,742 673,148 30%
3,629,683$ 1,164,699$ 1,159,805$ 2,469,878$ 32%
TOTAL GENERAL FUND SALARIES AND BENEFITS 32,770,264$ 12,844,430$ 12,499,711$ 20,270,553$ 38%
LEOFF-MEDICAL INS. RESERVE (009)
BENEFITS 167,000$ 76,057$ 89,629$ 77,371$ 54%
167,000$ 76,057$ 89,629$ 77,371$ 54%
STREET FUND (111)
SALARIES AND WAGES 1,026,728$ 272,514$ 285,950$ 740,778$ 28%
OVERTIME 41,700 11,842 12,897 28,803 31%
BENEFITS 449,049 118,151 106,737 342,312 24%
1,517,477$ 402,507$ 405,584$ 1,111,893$ 27%
MUNICIPAL ARTS ACQUIS. FUND (117)
SALARIES AND WAGES 97,365$ 39,798$ -$ 97,365$ 0%
BENEFITS 44,247 - - 44,247 0%
141,612$ 39,798$ -$ 141,612$ 0%
EMPLOYEE PARKING PERMIT FUND (121)
SALARIES AND WAGES 23,718$ -$ -$ 23,718$ 0%
OVERTIME - - - - 0%
BENEFITS 7,585 - - 7,585 0%
31,303$ -$ -$ 31,303$ 0%
REAL ESTATE EXCISE TAX 1 (125)
SALARIES AND WAGES 133,843$ 35,078$ 31,923$ 101,920$ 24%
OVERTIME - - - - 0%
BENEFITS 56,831 11,557 11,976 44,855 21%
190,674$ 46,635$ 43,899$ 146,775$ 23%
GIFTS CATALOG FUND (127)
SALARIES AND WAGES 288,125$ 104,975$ 88,543$ 199,582$ 31%
OVERTIME - - 331 (331) 0%
BENEFITS 146,862 41,255 33,585 113,277 23%
434,987$ 146,231$ 122,460$ 312,527$ 28%
CITY OF EDMONDS
NON GENERAL FUND - SALARIES AND BENEFITS - BY DEPARTMENT IN DETAIL
CITY OF EDMONDS
GENERAL FUND - SALARIES AND BENEFITS - BY DEPARTMENT IN DETAIL
Item 7.3
Packet pg. 55/206
19
Page 3 of 3
CEMETERY MAINTENANCE/IMPROVEMENT (130)
SALARIES AND WAGES 198,453$ 60,290$ 70,265$ 128,188$ 35%
OVERTIME 3,500 521 - 3,500 0%
BENEFITS 75,188 24,682 48,603 26,585 65%
277,141$ 85,493$ 118,869$ 158,272$ 43%
WATER FUND (421)
SALARIES AND WAGES 1,278,765$ 426,480$ 392,936$ 885,829$ 31%
OVERTIME 27,500 15,727 18,508 8,992 67%
BENEFITS 546,838 195,762 178,090 368,748 33%
1,853,103$ 637,969$ 589,534$ 1,263,569$ 32%
STORM FUND (422)
SALARIES AND WAGES 1,078,536$ 387,383$ 439,366$ 639,170$ 41%
OVERTIME 28,552 14,331 9,087 19,465 32%
BENEFITS 450,180 180,630 198,268 251,912 44%
1,557,268$ 582,344$ 646,721$ 910,547$ 42%
SEWER FUND (423)
SALARIES AND WAGES 891,334$ 1,123,859$ 311,467$ 579,867$ 35%
OVERTIME 32,438 82,891 13,042 19,396 40%
BENEFITS 353,292 433,095 117,172 236,120 33%
1,277,064$ 1,639,845$ 441,681$ 835,383$ 35%
SEWER FUND (423) - WWTP
SALARIES AND WAGES 2,383,116$ 706,741$ 1,676,375$ 30%
OVERTIME 125,000 152,803 (27,802.81) 122%
BENEFITS 907,763 282,613 625,149.64 31%
3,415,879$ -$ 1,142,157$ 2,273,722$ 33%
EQUIPMENT RENTAL FUND (511)
SALARIES AND WAGES 472,509$ 188,816$ 199,480$ 273,029$ 42%
OVERTIME 5,000 75 - 5,000 0%
BENEFITS 166,475 64,721 67,756 98,719 41%
643,984$ 253,612$ 267,236$ 376,748$ 41%
TECHNOLOGY RENTAL FUND (512)
SALARIES AND WAGES 674,757$ 245,467$ 230,240$ 444,517$ 34%
OVERTIME - 243 - - 0%
BENEFITS 251,096 88,350 74,722 176,374 30%
925,853$ 334,061$ 304,962$ 620,891$ 33%
TOTAL SALARIES AND BENEFITS - ALL FUNDS 45,203,609 17,088,980 16,672,443 28,531,166 37%
CITY OF EDMONDS
NON GENERAL FUND - SALARIES AND BENEFITS - BY DEPARTMENT IN DETAIL
Item 7.3
Packet pg. 56/206
20
DEBT SUMMARY
*This 1st table only reflects the total outstanding principal payments (does not include interest).
2024 Outstanding Fund 001 Fund 111 Fund 112 Fund 126 Fund 421 Fund 422 Fund 423 PFD
2012 LTGO 505,000 505,000
2019 LTGO 2,715,000 2,715,000
2021 LTGO (A)9,015,000 3,410,000 1,270,000 2,640,571 1,260,961 433,468
2021 LTGO (B)2,230,000 2,230,000
2015 Revenue Bond 12,920,000 3,911,810 2,583,269 6,424,921
2020 Revenue Bond 13,875,000 13,875,000
2024 Revenue Bond 19,600,000 11,470,000 2,695,000 5,435,000
PWTFL 06-692-012 32,882 32,882
DOE L1400002 294,776 294,776
Sno Co Loan #03-2016 383,862 383,862
2016 (2007 Refinance) Chase Bank 343,056 59,485 4,597 26,758 3,088 112,729 136,399
64,653,920 3,677,827 9,105 65,763 4,868,002 18,878,331 7,551,663 27,258,229 2,345,000
Total Debt Outstanding 64,653,920
*This 2nd table reflects both the principal and interest portions of the debt payments.
2026 2027 2028 2029 2030 2035 2040 2045
2012 LTGO 131,063 83,663 81,975 80,288 83,600 81,800 - -
2019 LTGO 236,475 233,725 235,725 232,225 233,475 1,169,656 935,875 -
2021 LTGO (A)1,212,750 1,215,250 1,215,500 1,213,500 1,209,250 2,662,050 1,801,000 357,000
2021 LTGO (B)170,115 167,715 170,315 167,815 170,315 841,188 845,055 169,290
2015 Revenue Bond 1,148,369 1,148,119 1,147,269 1,149,925 1,145,875 5,741,250 5,739,200 -
2020 Revenue Bond 304,044 304,044 304,044 304,044 304,044 1,520,219 3,634,019 12,541,456
2024 Revenue Bond 1,395,000 1,389,250 1,392,750 1,390,000 1,391,250 10,885,500 8,815,000 3,406,500
PWTFL 05-691-015 - - - - - - - -
PWTFL 06-692-012 33,046 - - - - - - -
DOE L1400002 40,570 40,570 40,570 40,570 40,570 121,710 - -
Sno Co Loan #03-2016 35,286 34,843 34,400 33,957 33,514 160,927 91,241
2016 (2007 Refinance) Chase Bank 348,785 - - - - - - -
Total Principal and Interest Debt Outstanding 85,039,379$
Annual Principal and Interest Debt Payments
Item 7.3
Packet pg. 57/206
21
INTERFUND LOAN SUMMARY
Below are details of the Interfund Loans from Funds 421 and 422 to the General Fund in 2025.
Month Beginning Balance Loan Repayment Total Balance Interest Rate (%)Monthly Interest
2026-01 3,500,000 (145,833) 3,354,167 4.45%12,440
2026-02 3,354,167 (145,833) 3,208,334 4.45%11,899
2026-03 3,208,334 (145,833) 3,062,501 4.45%11,358
2026-04 3,062,501 (145,833) 2,916,668 4.45%10,817
2026-05 2,916,668 (145,833) 2,770,835 4.45%10,277
2026-06 2,770,835 2,770,835 4.45%
2026-07 2,770,835 2,770,835 4.45%
2026-08 2,770,835 2,770,835 4.45%
2026-09 2,770,835 2,770,835 4.45%
2026-10 2,770,835 2,770,835 4.45%
2026-11 2,770,835 2,770,835 4.45%
2026-12 2,770,835 2,770,835 4.45%
(729,165) 56,792
*The "Monthly Interest" is the interest charged on the outstanding balance in each month of 2026.
Fund 421 - Principal Repayment Schedule
Month Beginning Balance Loan Repayment Total Balance Interest Rate (%)Monthly Interest
2026-01 2,500,000 (104,167) 2,395,833 4.45%8,881
2026-02 2,395,833 (104,167) 2,291,666 4.45%8,495
2026-03 2,291,666 (104,167) 2,187,499 4.45%8,109
2026-04 2,187,499 (104,167) 2,083,332 4.45%7,723
2026-05 2,083,332 (104,167) 1,979,165 4.45%7,337
2026-06 1,979,165 1,979,165 4.45%
2026-07 1,979,165 1,979,165 4.45%
2026-08 1,979,165 1,979,165 4.45%
2026-09 1,979,165 1,979,165 4.45%
2026-10 1,979,165 1,979,165 4.45%
2026-11 1,979,165 1,979,165 4.45%
2026-12 1,979,165 1,979,165 4.45%
(520,835) 40,545
*The "Monthly Interest" is the interest charged on the outstanding balance in each month of 2026.
Fund 422 - Principal Repayment Schedule
Month Beginning Balance 25 Int. payment Total Balance
2026-01 155,771 (12,981) 142,790
2026-02 142,790 (12,981) 129,809
2026-03 129,809 (12,981) 116,828
2026-04 116,828 (12,981) 103,847
2026-05 103,847 (12,981) 90,866
2026-06 90,866 90,866
2026-07 90,866 90,866
2026-08 90,866 90,866
2026-09 90,866 90,866
2026-10 90,866 90,866
2026-11 90,866 90,866
2026-12 90,866 90,866
(64,905)
*The $155,771 is the total interest owed to Fund 421 for 2025.
Fund 421 - 2025 Interest payment
Month Beginning Balance 25 Int. payment Total Balance
2026-01 110,297 (9,191) 101,106
2026-02 101,106 (9,191) 91,915
2026-03 91,915 (9,191) 82,724
2026-04 82,724 (9,191) 73,533
2026-05 73,533 (9,191) 64,342
2026-06 64,342 64,342
2026-07 64,342 64,342
2026-08 64,342 64,342
2026-09 64,342 64,342
2026-10 64,342 64,342
2026-11 64,342 64,342
2026-12 64,342 64,342
(45,955)
*The $110,297 is the total interest owed to Fund 422 for 2025.
Fund 422 - 2025 Interest payment
Item 7.3
Packet pg. 58/206
22
INVESTMENT PORTFOLIO SUMMARY
Years
Agency/Investment Purchase to Par Market Maturity Coupon
Issuer Type Price Maturity Value Value Date Rate
FHLMC Bonds 993,661 0.14 1,115,000 1,110,223 07/22/26 0.830%
Farmer Mac Bonds 2,057,309 0.47 2,305,000 2,276,034 11/17/26 1.150%
First Financial - Waterfront Center CD 245,000 0.58 245,000 245,000 12/27/26 2.469%
US Treasury Note Note 1,003,690 0.75 1,000,000 1,002,051 02/28/27 4.125%
First Financial - ECA CD 2,803,516 1.46 2,803,516 2,803,516 11/15/27 2.956%
FAMC Bonds 1,060,671 1.66 1,061,000 1,054,512 01/26/28 3.625%
FAMC Bonds 930,600 2.42 1,000,000 926,010 10/30/28 0.850%
FHLB Bonds 994,400 3.32 1,000,000 980,716 09/24/29 3.500%
Resolution Funding Corporation Bonds 999,192 3.88 1,220,000 1,035,275 04/15/30 4.482%
FFCB Bonds 1,002,270 4.80 1,000,000 994,807 03/17/31 4.125%
FFCB Bonds 991,753 5.16 1,165,000 1,006,752 07/28/31 1.310%
TOTAL SECURITIES 13,082,063 2.24 13,914,516 13,434,898
Washington State Local Gov't Investment Pool 65,748,559 65,748,559 Demand 3.67%
79,663,075$ 79,183,457$
US Bank Account 11,655,255
91,318,330$
As of May 31, 2026
City of Edmonds Investment Portfolio Detail
TOTAL PORTFOLIO
Farmer
Mac,
17%
First
Financial -
CD, 22%
FFCB, 16%
FAMC, 15%
FHLB, 7%
FHLMC, 8%
US
Treasury
Note, 7%
Issuer Diversification Checking,
$11.66 ,
13%
State LGIP,
$65.75 ,
72%
CD's, $3.05
, 3%
Note,
$1.00 ,
1%
Bonds,
$9.87 ,
11%
Cash and Investment Balances
(in $ Millions)
Item 7.3
Packet pg. 59/206
23
INVESTMENT PORTFOLIO SUMMARY
$947,931 $950,684 $1,091,709
$1,683,872
$3,044,847 $2,914,584
$1,068,336
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
2020 2021 2022 2023 2024 2025 YTD 2026
Annual Interest Income
324,687 481,279 367,590 503,784
1,071,873 1,151,607
1,068,336
-
100,000
200,000 300,000 400,000 500,000
600,000
700,000 800,000 900,000 1,000,000
1,100,000
1,200,000
1,300,000
2020 2021 2022 2023 2024 2025 YTD 2026
Interest Income (January through May)
Item 7.3
Packet pg. 60/206
*The actual/estimate line combines actuals through the reporting month and budget allocations based on the prior year
trend.
*The budget line allocates the 2026 budget to each month based on the prior year trend.
(2,500,634)
(2,879,595)
(3,262,653)
17,558
390,219
(439,760)
(970,480)
(1,556,559)(1,887,484)
1,704,015
1,358,546
(85,408)
(233,041)
(2,518,565)
(2,872,097)
(1,686,418)
2,625,381
2,943,269
1,978,022
1,247,302
361,223
(69,701)
3,354,122
3,008,653
1,385,089
(4,000,000)
(3,000,000)
(2,000,000)
(1,000,000)
-
1,000,000
2,000,000
3,000,000
4,000,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Budgeted vs Actual/Estimate Cash Balance
Budget Actual/Estimate
24
Item 7.3
Packet pg. 61/206
City of Edmonds
2026 General Fund (001) Cash Flow Report (with ACTUALS)
Beginning Cash Balance (233,040.83)
Difference
Revenues Jan Actual Feb Actual Mar Actual Apr Actual May Actual Jun Forecast Jul Forecast Aug Forecast Sep Forecast Oct Forecast Nov Forecast Dec Forecast Total Budget inc / (dec)
2,714,712 3,599,318 5,086,550 8,246,184 4,158,304 3,442,241 3,170,795 3,040,233 3,538,933 7,609,676 3,835,967 3,029,594 51,472,506 51,450,940 21,566
Expenditures Jan Actual Feb Actual Mar Actual Apr Actual May Actual Jun Forecast Jul Forecast Aug Forecast Sep Forecast Oct Forecast Nov Forecast Dec Forecast Total Budget Balance
5,139,579 4,100,965 3,750,362 3,887,023 3,887,944 4,407,487 3,901,515 3,926,312 3,969,857 4,185,853 4,181,436 4,653,158 49,991,492 51,303,307 (1,311,815)
Net Revenue/(Expenditures) (2,424,868) (501,647) 1,336,188 4,359,161 270,360 ( 965,246) (730,720) (886,079) (430,924) 3,423,823 (345,469)(1,623,564) 1,481,015 147,633 1 ,333,381
Changes in AR (45,984) (36,262) (63,210) 182,044 (38,980)
Changes in AP 1 85,327 184,377 (87,299) (229,407) 86,508
Changes in Cash/Petty Cash
Cash Balance (Estimate) (2,518,565) (2,872,097) (1,686,418) 2,625,381 2,943,269 1,978,022 1,247,302 361,223 (69,701) 3,354,122 3,008,653 1,385,089
2D
Item 7.3
Packet pg. 62/206
26
APPENDIX A
Item 7.3
Packet pg. 63/206
27
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
City Council
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 46,364$ 46,364$ 36,151$ 36,151$ -22.03%
February 93,936 47,571 38,451 74,602 -20.58%
March 132,237 38,301 38,444 113,046 -14.51%
April 171,198 38,961 38,359 151,405 -11.56%
May 218,197 46,999 38,398 189,803 -13.01%
June 252,198 34,001 29,576 219,379 -13.01%
July 288,103 35,905 31,233 250,612 -13.01%
August 323,828 35,726 31,077 281,689 -13.01%
September 358,881 35,053 30,492 312,181 -13.01%
October 396,773 37,891 32,961 345,141 -13.01%
November 433,507 36,735 31,954 377,095 -13.01%
December 467,980 34,473 29,987 407,082 -13.01%
467,980$
Office of Mayor
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 37,133$ 37,133$ 34,566$ 34,566$ -6.91%
February 76,256 39,123 33,436 68,002 -10.82%
March 119,627 43,371 35,401 103,403 -13.56%
April 162,818 43,191 41,081 144,484 -11.26%
May 218,503 55,685 48,278 192,762 -11.78%
June 254,977 36,475 32,178 224,939 -11.78%
July 295,532 40,554 35,777 260,716 -11.78%
August 334,938 39,407 34,764 295,480 -11.78%
September 373,551 38,613 34,064 329,544 -11.78%
October 415,432 41,881 36,947 366,491 -11.78%
November 451,910 36,478 32,181 398,672 -11.78%
December 498,288 46,378 40,914 439,586 -11.78%
498,288$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Expenditure Summary-City Council
2026
City of Edmonds, WA
Monthly Expenditure Summary-Office of Mayor
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
City Council
Current Year Budget Prior Year
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Office of Mayor
Current Year Budget Prior Year
Item 7.3
Packet pg. 64/206
28
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
Human Resources
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 117,220$ 117,220$ 82,364$ 82,364$ -29.74%
February 210,140 92,920 76,930 159,294 -24.20%
March 298,920 88,780 85,398 244,692 -18.14%
April 385,637 86,717 107,265 351,957 -8.73%
May 470,617 84,980 79,525 431,483 -8.32%
June 558,695 88,078 80,754 512,236 -8.32%
July 659,905 101,211 92,794 605,031 -8.32%
August 743,642 83,736 76,773 681,804 -8.32%
September 829,505 85,864 78,724 760,527 -8.32%
October 918,768 89,263 81,840 842,367 -8.32%
November 1,016,040 97,272 89,183 931,551 -8.32%
December 1,107,619 91,579 83,964 1,015,514 -8.32%
1,107,619$
Municipal Court
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 189,096$ 189,096$ 196,947$ 196,947$ 4.15%
February 391,251 202,155 196,077 393,024 0.45%
March 585,303 194,052 203,226 596,250 1.87%
April 778,348 193,045 204,280 800,530 2.85%
May 979,006 200,658 210,247 1,010,777 3.25%
June 1,183,670 204,664 211,305 1,222,082 3.25%
July 1,393,819 210,149 216,969 1,439,051 3.25%
August 1,619,396 225,577 232,897 1,671,948 3.25%
September 1,850,836 231,440 238,951 1,910,899 3.25%
October 2,088,461 237,625 245,336 2,156,235 3.25%
November 2,322,013 233,552 241,132 2,397,367 3.25%
December 2,552,713 230,700 238,187 2,635,553 3.25%
2,552,713$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Expenditure Summary-Human Resources
2026
City of Edmonds, WA
Monthly Expenditure Summary-Municipal Court
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
1,200,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Human Resources
Current Year Budget Prior Year
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2,200,000
2,400,000
2,600,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Municipal Court
Current Year Budget Prior Year
Item 7.3
Packet pg. 65/206
29
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
Administrative Services
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 167,859$ 167,859$ 152,119$ 152,119$ -9.38%
February 319,958 152,100 156,285 308,404 -3.61%
March 470,860 150,902 160,967 469,371 -0.32%
April 614,608 143,748 182,555 651,926 6.07%
May 809,752 195,143 184,689 836,615 3.32%
June 941,605 131,853 136,227 972,842 3.32%
July 1,071,213 129,608 133,907 1,106,750 3.32%
August 1,207,441 136,228 140,748 1,247,498 3.32%
September 1,345,211 137,770 142,340 1,389,838 3.32%
October 1,507,636 162,425 167,813 1,557,651 3.32%
November 1,673,368 165,732 171,230 1,728,881 3.32%
December 1,818,360 144,992 149,802 1,878,684 3.32%
1,818,360$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Expenditure Summary-Administrative Services
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2,200,000
2,400,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Administrative Services
Current Year Budget Prior Year
Item 7.3
Packet pg. 66/206
30
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
City Attorney
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 110,529$ 110,529$ 144,832$ 144,832$ 31.04%
February 221,058 110,529 75,044 219,876 -0.53%
March 331,586 110,529 96,588 316,464 -4.56%
April 442,115 110,529 114,398 430,862 -2.55%
May 552,644 110,529 109,122 539,984 -2.29%
June 663,173 110,529 107,997 647,981 -2.29%
July 773,702 110,529 107,997 755,977 -2.29%
August 884,230 110,529 107,997 863,974 -2.29%
September 994,759 110,529 107,997 971,971 -2.29%
October 1,105,288 110,529 107,997 1,079,968 -2.29%
November 1,215,817 110,529 107,997 1,187,965 -2.29%
December 1,326,345 110,529 107,997 1,295,961 -2.29%
1,326,345$
Police
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 1,449,166$ 1,449,166$ 1,421,817$ 1,421,817$ -1.89%
February 2,907,711 1,458,545 1,782,532 3,204,349 10.20%
March 4,493,185 1,585,474 1,406,883 4,611,233 2.63%
April 5,970,852 1,477,667 1,395,506 6,006,739 0.60%
May 7,646,465 1,675,613 1,390,714 7,397,452 -3.26%
June 9,233,573 1,587,108 1,535,423 8,932,875 -3.26%
July 10,708,963 1,475,389 1,427,342 10,360,217 -3.26%
August 12,121,519 1,412,556 1,366,555 11,726,772 -3.26%
September 13,567,090 1,445,571 1,398,495 13,125,268 -3.26%
October 15,127,520 1,560,429 1,509,613 14,634,881 -3.26%
November 16,789,611 1,662,092 1,607,964 16,242,845 -3.26%
December 18,323,189 1,533,578 1,483,636 17,726,481 -3.26%
18,323,189$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Expenditure Summary-City Attorney
2026
City of Edmonds, WA
Monthly Expenditure Summary-Police
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
1,200,000
1,300,000
1,400,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
City Attorney
Current Year Budget Prior Year
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Police
Current Year Budget Prior Year
Item 7.3
Packet pg. 67/206
31
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
Planning & Development
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 328,441$ 328,441$ 308,580$ 308,580$ -6.05%
February 700,866 372,425 302,699 611,279 -12.78%
March 1,108,848 407,982 323,645 934,924 -15.69%
April 1,507,789 398,941 298,254 1,233,178 -18.21%
May 1,867,620 359,831 348,978 1,582,156 -15.28%
June 2,238,356 370,737 314,070 1,896,226 -15.28%
July 2,567,000 328,644 278,411 2,174,637 -15.28%
August 2,871,510 304,510 257,966 2,432,603 -15.28%
September 3,319,197 447,687 379,258 2,811,862 -15.28%
October 3,633,572 314,374 266,323 3,078,184 -15.28%
November 3,977,280 343,709 291,173 3,369,358 -15.28%
December 4,326,010 348,730 295,427 3,664,784 -15.28%
4,326,010$
Parks & Recreation
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 430,100$ 430,100$ 409,190$ 409,190$ -4.86%
February 863,303 433,203 392,512 801,702 -7.14%
March 1,357,115 493,812 376,399 1,178,101 -13.19%
April 1,772,577 415,462 376,742 1,554,842 -12.28%
May 2,209,958 437,381 412,576 1,967,418 -10.97%
June 2,644,886 434,928 387,196 2,354,614 -10.97%
July 3,112,182 467,296 416,011 2,770,624 -10.97%
August 3,598,372 486,190 432,831 3,203,456 -10.97%
September 4,044,879 446,507 397,504 3,600,960 -10.97%
October 4,464,155 419,276 373,261 3,974,221 -10.97%
November 4,878,059 413,904 368,479 4,342,700 -10.97%
December 5,342,227 464,168 413,226 4,755,926 -10.97%
5,342,227$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Expenditure Summary-Planning & Development
2026
City of Edmonds, WA
Monthly Expenditure Summary-Parks & Recreation
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Planning & Development
Current Year Budget Prior Year
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
5,500,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Parks & Recreation
Current Year Budget Prior Year
Item 7.3
Packet pg. 68/206
32
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
Facilities Maintenance
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 242,473$ 242,473$ 211,604$ 211,604$ -12.73%
February 490,971 248,498 170,000 381,604 -22.28%
March 733,425 242,455 188,079 569,683 -22.33%
April 987,110 253,684 175,604 745,287 -24.50%
May 1,185,395 198,285 207,833 953,120 -19.59%
June 1,535,749 350,354 281,703 1,234,823 -19.59%
July 1,738,024 202,275 162,640 1,397,463 -19.59%
August 1,765,212 27,188 21,861 1,419,323 -19.59%
September 1,985,460 220,248 177,091 1,596,414 -19.59%
October 2,191,154 205,694 165,389 1,761,803 -19.59%
November 2,386,521 195,367 157,085 1,918,888 -19.59%
December 2,606,747 220,226 177,073 2,095,962 -19.59%
2,606,747$
Engineering
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 359,857$ 359,857$ 303,830$ 303,830$ -15.57%
February 714,231 354,374 247,021 550,851 -22.87%
March 1,045,901 331,670 265,576 816,427 -21.94%
April 1,389,504 343,603 246,192 1,062,619 -23.53%
May 1,726,994 337,490 316,225 1,378,844 -20.16%
June 2,112,969 385,975 308,165 1,687,009 -20.16%
July 2,434,055 321,085 256,357 1,943,366 -20.16%
August 2,788,117 354,062 282,686 2,226,052 -20.16%
September 3,139,615 351,499 280,639 2,506,691 -20.16%
October 3,475,863 336,248 268,462 2,775,153 -20.16%
November 3,807,315 331,452 264,634 3,039,787 -20.16%
December 4,154,599 347,284 277,274 3,317,061 -20.16%
4,154,599$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Expenditure Summary-Facilities Maintenance
2026
City of Edmonds, WA
Monthly Expenditure Summary-Engineering
0
300,000
600,000
900,000
1,200,000
1,500,000
1,800,000
2,100,000
2,400,000
2,700,000
3,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Facilities Maintenance
Current Year Budget Prior Year
0
400,000
800,000
1,200,000
1,600,000
2,000,000
2,400,000
2,800,000
3,200,000
3,600,000
4,000,000
4,400,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Engineering
Current Year Budget Prior Year
Item 7.3
Packet pg. 69/206
33
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
Non-Departmental
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 982,771$ 982,771$ 1,686,468$ 1,686,468$ 71.60%
February 1,318,318 335,547 478,150 2,164,618 64.20%
March 1,767,509 449,191 392,861 2,557,479 44.69%
April 2,131,057 363,549 555,004 3,112,483 46.05%
May 2,453,970 322,912 343,299 3,455,783 40.82%
June 2,981,104 527,134 742,332 4,198,115 40.82%
July 3,297,961 316,857 446,211 4,644,326 40.82%
August 3,875,730 577,769 813,638 5,457,964 40.82%
September 4,509,750 634,020 892,854 6,350,818 40.82%
October 5,207,370 697,620 982,418 7,333,236 40.82%
November 5,872,477 665,107 936,631 8,269,867 40.82%
December 6,768,912 896,435 1,262,397 9,532,264 40.82%
6,768,912$
City of Edmonds, WA
Monthly Expenditure Summary-Non-Departmental
2026
*The monthly budget trend columns are based on a two year trend.
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Non-Departmental
Current Year Budget Prior Year
Item 7.3
Packet pg. 70/206
34
FUND SUMMARIES
Fund 016 - Building Maintenance Fund
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 154,167$ 154,167$ -$ -$ 0.00%
February 308,333 154,167 4,482 4,482 -98.55%
March 462,500 154,167 13,663 18,145 -96.08%
April 616,666 154,167 77,613 95,757 -84.47%
May 770,833 154,167 51,974 147,731 -80.83%
June 925,000 154,167 29,546 177,278 -80.83%
July 1,079,166 154,167 29,546 206,824 -80.83%
August 1,233,333 154,167 29,546 236,370 -80.83%
September 1,387,499 154,167 29,546 265,917 -80.83%
October 1,541,666 154,167 29,546 295,463 -80.83%
November 1,695,833 154,167 29,546 325,009 -80.83%
December 1,849,999 154,167 29,546 354,555 -80.83%
1,849,999$
2026
City of Edmonds, WA
Monthly Expenditure Summary-Fund 016 - Building Maintenance Fund
*The monthly budget trend columns are based on a two year trend.
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 016 -Building Maintenance Fund
Current Year Budget Prior Year
Item 7.3
Packet pg. 71/206
35
FUND SUMMARIES
Real Estate Excise Tax 1 & 2
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 180,699$ 180,699$ 102,307$ 102,307$ -43.38%
February 369,890 189,191 170,681 272,988 -26.20%
March 620,117 250,227 417,000 689,988 11.27%
April 968,775 348,659 306,006 995,994 2.81%
May 1,339,598 370,823 321,808 1,317,802 -1.63%
June 2,004,973 665,375 654,548 1,972,350 -1.63%
July 2,359,988 355,015 349,239 2,321,589 -1.63%
August 2,738,388 378,400 372,243 2,693,832 -1.63%
September 3,038,181 299,793 294,915 2,988,747 -1.63%
October 3,439,573 401,392 394,861 3,383,608 -1.63%
November 3,713,484 273,912 269,455 3,653,063 -1.63%
December 4,000,000 286,516 281,854 3,934,917 -1.63%
4,000,000$
Fund 512 - Technology Rental Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 839,016$ 839,016$ 695,433$ 695,433$ -17.11%
February 983,800 144,784 108,274 803,707 -18.31%
March 1,165,508 181,708 119,702 923,409 -20.77%
April 1,316,718 151,209 116,917 1,040,326 -20.99%
May 1,506,526 189,808 192,912 1,233,239 -18.14%
June 1,655,173 148,647 121,682 1,354,921 -18.14%
July 1,872,333 217,160 177,767 1,532,688 -18.14%
August 2,040,789 168,456 137,898 1,670,586 -18.14%
September 2,227,781 186,992 153,071 1,823,657 -18.14%
October 2,409,853 182,073 149,044 1,972,701 -18.14%
November 2,572,514 162,661 133,154 2,105,855 -18.14%
December 2,782,528 210,014 171,917 2,277,772 -18.14%
2,782,528$
*The monthly budget trend columns are based on a two year trend.
City of Edmonds, WA
Monthly Revenue Summary-Real Estate Excise Tax 1 & 2
2026
City of Edmonds, WA
Monthly Expenditure Summary-Fund 512 - Technology Rental Fund
2026
0
400,000
800,000
1,200,000
1,600,000
2,000,000
2,400,000
2,800,000
3,200,000
3,600,000
4,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Real Estate Excise Tax 1 & 2
Current Year Budget Prior Year
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2,200,000
2,400,000
2,600,000
2,800,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 512 -Technology Rental Fund Expenses
Current Year Budget Prior Year
Item 7.3
Packet pg. 72/206
36
FUND 421 – WATER UTILITY FUND SUMMARY
Fund 421 - Water Utility Fund Revenues
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 958,926$ 958,926$ 1,419,376$ 1,419,376$ 48.02%
February 1,588,753 629,828 1,133,661 2,553,038 60.69%
March 2,517,448 928,694 1,496,423 4,049,460 60.86%
April 3,193,768 676,320 1,145,721 5,195,181 62.67%
May 4,118,581 924,813 1,513,622 6,708,803 62.89%
June 4,874,074 755,494 1,230,632 7,939,435 62.89%
July 5,979,594 1,105,520 1,800,793 9,740,228 62.89%
August 10,988,128 5,008,534 8,158,458 17,898,687 62.89%
September 12,357,871 1,369,743 2,231,190 20,129,876 62.89%
October 13,273,924 916,053 1,492,169 21,622,046 62.89%
November 14,275,600 1,001,676 1,631,641 23,253,687 62.89%
December 15,030,903 755,303 1,230,322 24,484,009 62.89%
15,030,903$
Fund 421 - Water Utility Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 2,439,280$ 2,439,280$ 933,217$ 933,217$ -61.74%
February 3,072,014 632,734 651,481 1,584,698 -48.42%
March 3,766,488 694,474 804,949 2,389,647 -36.56%
April 4,498,942 732,454 636,371 3,026,018 -32.74%
May 5,103,171 604,229 775,221 3,801,240 -25.51%
June 6,387,286 1,284,115 956,509 4,757,748 -25.51%
July 7,648,612 1,261,326 939,534 5,697,282 -25.51%
August 12,384,668 4,736,056 3,527,784 9,225,066 -25.51%
September 14,102,790 1,718,122 1,279,791 10,504,857 -25.51%
October 15,254,823 1,152,033 858,124 11,362,981 -25.51%
November 16,171,171 916,348 682,567 12,045,548 -25.51%
December 18,670,058 2,498,887 1,861,366 13,906,914 -25.51%
18,670,058$
*The monthly budget trend columns are based on a two year trend.
2026
City of Edmonds, WA
Monthly Revenue Summary-Fund 421 - Water Utility Fund
2026
City of Edmonds, WA
Monthly Expenditure Summary-Fund 421 - Water Utility Fund
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 421 -Water Utility Fund Revenues
Current Year Budget Prior Year
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 421 -Water Utility Fund Expenses
Current Year Budget Prior Year
Item 7.3
Packet pg. 73/206
37
FUND 422 – STORM UTILITY FUND SUMMARY
Fund 422 - Storm Utility Fund Revenues
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 746,538$ 746,538$ 823,415$ 823,415$ 10.30%
February 2,428,365 1,681,827 1,622,271 2,445,685 0.71%
March 3,174,588 746,222 845,699 3,291,384 3.68%
April 3,854,738 680,150 755,651 4,047,035 4.99%
May 4,692,537 837,799 816,321 4,863,356 3.64%
June 5,366,727 674,190 698,732 5,562,088 3.64%
July 6,197,765 831,039 861,290 6,423,379 3.64%
August 9,587,263 3,389,498 3,512,884 9,936,263 3.64%
September 10,345,345 758,082 785,678 10,721,941 3.64%
October 11,382,661 1,037,316 1,075,077 11,797,017 3.64%
November 12,130,499 747,838 775,061 12,572,078 3.64%
December 12,850,528 720,029 746,240 13,318,318 3.64%
12,850,528$
Fund 422 - Storm Utility Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 650,741$ 650,741$ 873,709$ 873,709$ 34.26%
February 2,116,753 1,466,012 535,481 1,409,190 -33.43%
March 2,767,218 650,466 624,830 2,034,020 -26.50%
April 3,360,091 592,872 459,832 2,493,853 -25.78%
May 4,090,381 730,291 637,083 3,130,935 -23.46%
June 4,678,058 587,677 449,830 3,580,766 -23.46%
July 5,402,456 724,398 554,482 4,135,248 -23.46%
August 8,357,007 2,954,551 2,261,527 6,396,775 -23.46%
September 9,017,811 660,804 505,805 6,902,579 -23.46%
October 9,922,017 904,205 692,114 7,594,693 -23.46%
November 10,573,890 651,874 498,969 8,093,662 -23.46%
December 11,201,524 627,634 480,415 8,574,077 -23.46%
11,201,524$
*The monthly budget trend columns are based on a two year trend.
City of Edmonds, WA
Monthly Revenue Summary-Fund 422 - Storm Utility Fund
2026
City of Edmonds, WA
Monthly Expenditure Summary-Fund 422 - Storm Utility Fund
2026
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
11,000,000
12,000,000
13,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 422 -Storm Utility Fund Revenues
Current Year Budget Prior Year
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
11,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 422 -Storm Utility Fund Expenses
Current Year Budget Prior Year
Item 7.3
Packet pg. 74/206
38
FUND 423 – SEWER UTILITY FUND SUMMARY
Fund 423 - Sewer Utility Fund Revenues
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 1,433,083$ 1,433,083$ 1,606,318$ 1,606,318$ 12.09%
February 2,737,085 1,304,002 1,327,273 2,933,591 7.18%
March 4,238,410 1,501,325 2,177,582 5,111,173 20.59%
April 5,924,788 1,686,378 1,538,395 6,649,568 12.23%
May 8,041,804 2,117,016 1,540,760 8,190,328 1.85%
June 9,165,000 1,123,196 1,143,940 9,334,268 1.85%
July 10,743,639 1,578,639 1,607,795 10,942,063 1.85%
August 14,811,596 4,067,957 4,143,088 15,085,151 1.85%
September 16,280,297 1,468,701 1,495,827 16,580,977 1.85%
October 17,524,918 1,244,621 1,267,607 17,848,585 1.85%
November 19,202,434 1,677,516 1,708,498 19,557,083 1.85%
December 20,499,448 1,297,014 1,320,968 20,878,051 1.85%
20,499,448$
Fund 423 - Sewer Utility Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Trend Budget Trend Actuals Actuals %
January 1,435,495$ 1,435,495$ 2,219,216$ 2,219,216$ 54.60%
February 2,409,812 974,316 1,086,260 3,305,476 37.17%
March 4,001,259 1,591,447 1,525,922 4,831,398 20.75%
April 5,404,144 1,402,886 1,215,793 6,047,191 11.90%
May 6,545,404 1,141,260 1,196,913 7,244,105 10.67%
June 8,094,395 1,548,991 1,714,341 8,958,446 10.67%
July 9,267,395 1,173,000 1,298,214 10,256,660 10.67%
August 13,637,317 4,369,922 4,836,397 15,093,057 10.67%
September 15,002,543 1,365,226 1,510,959 16,604,016 10.67%
October 16,220,047 1,217,504 1,347,469 17,951,485 10.67%
November 17,499,493 1,279,446 1,416,023 19,367,507 10.67%
December 20,052,059 2,552,566 2,825,044 22,192,552 10.67%
20,052,059$
*The monthly budget trend columns are based on a two year trend.
City of Edmonds, WA
Monthly Revenue Summary-Fund 423 - Sewer Utility Fund
2026
City of Edmonds, WA
Monthly Expenditure Summary-Fund 423 - Sewer Utility Fund
2026
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 423 -Sewer Utility Fund Revenues
Current Year Budget Prior Year
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Fund 423 -Sewer Utility Fund Expenses
Current Year Budget Prior Year
Item 7.3
Packet pg. 75/206
City Council Agenda Item 7.4
July 28, 2026 - Regular Meeting
TITLE:PW Q2 Capital Projects Report (Only One Reading Required)
DEPARTMENT:Public Works and Utilities
PRESENTER:Andy Rheaume
NEEDED FROM COUNCIL:Informational
RECOMMENDATION:Receive for filing.
BUDGET:
Total Dollar Amount:n/a ☐ Approved in Budget
Fund(s):n/a ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
Council requests quarterly capital projects status updates.
CONTEXT, ANALYSIS, & ALTERNATIVES:
The attached report contains project status pages for capital projects active during the second
quarter of 2026.
RECOMMENDATION:
Receive for filing.
BUDGET IMPACTS:
n/a
ITEM HISTORY:
None
ADDITIONAL INFORMATION:
ATTACHMENTS:
Attachment 1 – Capital Projects Report
Item 7.4
Packet pg. 76/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-01
EDMONDS MARSH WATER
QUALITY IMPROVEMENTS
(PHASE 1)
Est Construction Start Date Q2 2027
Estimated Completion Date Q3 2027
Project Manager Russell Lynch
Description
The project will be improving water quality of stormwater runoff by replacing existing catch basins along the west side of SR-104
funded via a DOE grant. The catch basins will be replaced with catch basins that include water filter cartridges. Staff proposes this
effort in order to provide water quality mitigation for all discharges that directly enter the marsh from these locations.
Status
WSDOT review of design report is currently in progress. The design consultant is currently working on 90% project design.
Expected construction start date has been revised from Spring 2026 to Spring 2027. Ecology grant original expiration date of
12/31/2025 was recently extended to new expiration date of 1/14/2028.
ROW
Project Initiation Date 8/1/2021
Total Budget $418,000
Total Expenditures $172,133
Remaining Budget $245,867
Budget Available59%
Item 7.4
Packet pg. 77/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-03
PERRINVILLE CREEK FLOW
MANAGEMENT PROJECTS
Est Construction Start Date TBD
Estimated Completion Date TBD
Project Manager Ryan Hague
Description
Reducing scouring flows to reduce sediments load in Perrinville Creek was identified in a previous basin report completed in 2015
as a critical element of restoring this creek which has been significantly impacted by urban development. The projects funded by
this program are incremental steps toward recovering this stream run as adequate fish habitat. These efforts have become even
more critical given recent challenges around the Perrinville Creek outfall area. This program is a fund for implementing projects
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 ensure matching funds are available for chasing grant applications for flow reductions
projects.
Status
City staff are planning to connect the storm drain system on 84th Ave to a new bioswale. This will redirect water from Perrinville
Creek to an infiltration system.
ROW
Project Initiation Date 8/1/2020
Total Budget $100,000
Total Expenditures $98,194
Remaining Budget $1,806
Budget Available2%
Item 7.4
Packet pg. 78/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-04
LOWER PERRINVILLE CREEK
RESTORATION PROJECT
Est Construction Start Date TBD
Estimated Completion Date TBD
Project Manager Ryan Hague
Description
The purpose of this project is to improve the environmental health of the creek necessary to support fish habitat, and to restore
the storm water capacity. The project consists of the modifications to three structures that currently prevent fish passage and are
undersized for the flows on the creek, (1) the culvert at the BNSF track, remove and replace with a fish-friendly culvert or bridge
with adequate flow capacity, which will be led and funded by BNSF and the Tulalip Tribes using grant funds, (2) return flow to the
creek between the high flow bypass structure and the BNSF culvert by blocking the structure and restoring creek capacity and (3)
culvert at Talbot Road, will be removed and replaced with a fish-friendly culvert or bridge that provides adequate fish passage and
storm water flow capacity. This project will increase the resiliency of the watershed 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 the Edmonds portions of the work (Items 2 &
3). Due to the project complexity and number of stakeholders, the planning and design phase is estimated to be 2-years.
Status
30% design drawings have been submitted by the consultant and City staff are working to get consultant under design to further
design to bid-ready. The Tulalip Tribes are submitting a grant application in mid-July seeking Federal money to help pay for
removal of the BNSF culvert and replacement with a bridge. Grant would also include assistance with restoration of the
streambed from Talbot to the new BNSF structure.
ROW
Project Initiation Date 6/1/2022
Total Budget $4,500,000
Total Expenditures $382,698
Remaining Budget $4,117,302
Budget Available91%
Item 7.4
Packet pg. 79/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-05
EDMONDS MARSH WATER
QUALITY IMPROVEMENTS
(PHASE 2)
Est Construction Start Date Q2 2027
Estimated Completion Date Q3 2027
Project Manager Russell Lynch
Description
The project will be improving water quality of stormwater runoff by replacing existing catch basins along the east side of SR-104
via a state funded appropriation. The catch basins will be replaced with catch basins that include water filter cartridges. Staff
proposes this effort in order to provide water quality mitigation for all discharges that directly enter the marsh from these locations.
Status
WSDOT review of design report is currently in progress. The design consultant is currently working on 90% project design.
Expected construction start date has been revised from Spring 2026 to Spring 2027. Ecology grant original expiration date of
12/31/2025 was recently extended to new expiration date of 1/14/2028.
ROW
Project Initiation Date 1/1/2024
Total Budget $458,000
Total Expenditures $111,276
Remaining Budget $346,724
Budget Available76%
Item 7.4
Packet pg. 80/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-12
PHASE 5 STORM MAINTENANCE
PROJECT (2025)
Est Construction Start Date Q2 2026
Estimated Completion Date Q2 2026
Project Manager Russell Lynch
Description
Annual storm drain replacement project for 2025 construction. Project proposes to replace or rehab storm drain infrastructure in
several locations throughout the City. Location of work identified by City crews via first had knowledge or video inspection results.
Much of Edmonds stormwater infrastructure is past its lifespan and requires routine replacement or repair in order to preserve the
function of the storm drain system. Failure to conduct annual maintenance projects will increase chances of a storm drain system
failure.
Status
Included as part of 2025 Combined CIPP Rehab Project, along with Phase 12 Sewer Replacement Project. Contractor bid price is
$285,780. Construction for this work likely to begin in May 2026.
ROW
Project Initiation Date 12/1/2023
Total Budget $2,011,000
Total Expenditures $381,567
Remaining Budget $1,629,433
Budget Available81%
Item 7.4
Packet pg. 81/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-13
PHASE 6 STORM MAINTENANCE
PROJECT (2026)
Est Construction Start Date Q2/3 2026
Estimated Completion Date Q4 2026
Project Manager Natalie Griggs
Description
Annual storm drain replacement project for 2026 construction. Project proposes to replace or rehab storm drain infrastructure in
several locations throughout the City. Location of work identified by City crews via first had knowledge or video inspection results.
Much of Edmonds stormwater infrastructure is past its lifespan and requires routine replacement or repair in order to preserve the
function of the storm drain system. Failure to conduct annual maintenance projects will increase chances of a storm drain system
failure.
Status
Bids closed on 5/14/2026. Project awarded to contractor on June 25, 2026. Pre-con scheduled for July 29th. Start of work
anticipated for August.
ROW
Project Initiation Date 11/22/2024
Total Budget $1,318,000
Total Expenditures $414,499
Remaining Budget $903,501
Budget Available69%
Item 7.4
Packet pg. 82/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-17
STORM AND SURFACE WATER
COMPREHENSIVE PLAN
Est Construction Start Date N/A
Estimated Completion Date Q4 2025
Project Manager Ryan Hague
Website https://www.edmondswa.gov/government/departments/public_works_and_utilities/stormwate
r_utility_system/storm_surface_water_documents
Description
The City of Edmonds (City) owns and operates an extensive system of drainage pipes, 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 regulations make it technically and financially
challenging to address these issues while balancing utility ratepayer costs. To proactively address these challenges and remain in
compliance with the State-mandated National Pollutant Discharge Elimination System 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 to be
adjusted at the discretion of Council.
Status
Consultant is working to finalize recommendations and compose report.
ROW
Project Initiation Date 10/1/2016
Total Budget $733,000
Total Expenditures $573,818
Remaining Budget $159,182
Budget Available22%
Item 7.4
Packet pg. 83/206
PROJECT STATUS REPORT
PUBLIC WORKS - STORMWATER
PWD-23
PERRINVILLE CREEK BASIN
ANALYSIS UPDATE
Est Construction Start Date N/A
Estimated Completion Date Q2 2027
Project Manager Ryan Hague
Website https://tinyurl.com/muyxv3m4
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 to
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.
Status
Update to 2015 Perrinville Flow Reduction Study Analysis. RFQ to hire consultant was advertised Q3 2023. Have received notice
from DOE that we will be receiving a $469,200 grant that will be available for this projects. Proceeds will be shared with the City
of Lynnwood so that this can be reviewed basin wide. Interlocal Agreement being drafted between Lynnwood and Edmonds.
Consultant selection complete. Initial feasibility analysis and site selection are complete, Consultant is moving forward with
conceptual designs on ten sites.
ROW
Project Initiation Date 12/1/2023
Total Budget $649,200
Total Expenditures $174,334
Remaining Budget $474,866
Budget Available73%
Item 7.4
Packet pg. 84/206
PROJECT STATUS REPORT
PUBLIC WORKS - SEWER
PWS-02
2027 SANITARY SEWER
COMPREHENSIVE PLAN UPDATE
Est Construction Start Date N/A
Estimated Completion Date Q4 2027
Project Manager Greg Malowicki
Description
The existing sewer comprehensive plan was last updated in 2013 and is in need of an update. This project would be a
comprehensive evaluation of the City’s sewer system, its replacement program and operations, with recommendations for
improvements or adjustments and recommended priorities for selecting future capital maintenance projects.
Status
Professional Service Agreement has been executed and the Consultant has began the data gathering stage.
ROW
Project Initiation Date 1/12/2026
Total Budget $500,000
Total Expenditures $16,122
Remaining Budget $483,878
Budget Available97%
Item 7.4
Packet pg. 85/206
PROJECT STATUS REPORT
PUBLIC WORKS - SEWER
PWS-04
PHASE 12 SEWER
REPLACEMENT (2025)
Est Construction Start Date Q2 2026
Estimated Completion Date Q2 2026
Project Manager Russell Lynch
Description
Per the approved 2013 Sewer Comprehensive Plan, the project will replace/rehab pipe and related appurtenances at various
locations throughout the City due to old age, being undersized, need to increase capacity, or more prone to breakage due to its
material properties.
Status
Included as part of 2025 Combined CIPP Rehab Project, along with Phase 5 Storm Replacement Project. Contractor bid price is
$651,098. Construction for this work likely to begin in April 2026.
ROW
Project Initiation Date 12/1/2023
Total Budget $2,700,000
Total Expenditures $1,216,740
Remaining Budget $1,483,260
Budget Available55%
Item 7.4
Packet pg. 86/206
PROJECT STATUS REPORT
PUBLIC WORKS - SEWER
PWS-05
PHASE 13 SEWER
REPLACEMENT (2026)
Est Construction Start Date Q2 2026
Estimated Completion Date Q4 2026
Project Manager Natalie Griggs
Description
Per the approved 2013 Sewer Comprehensive Plan, the project will replace/rehab pipe and related appurtenances at various
locations throughout the City due to old age, being undersized, need to increase capacity, or more prone to breakage due to its
material properties.
Status
Bids closed on 5/14/2026. Project awarded to contractor on June 25, 2026. Pre-con scheduled for July 29th. Start of work
anticipated for August.
ROW
Project Initiation Date 3/10/2025
Total Budget $2,503,000
Total Expenditures $389,706
Remaining Budget $2,113,294
Budget Available84%
Item 7.4
Packet pg. 87/206
PROJECT STATUS REPORT
PUBLIC WORKS - SEWER
PWS-06
PHASE 14 SEWER
REPLACEMENT (2027)
Est Construction Start Date Q2 2027
Estimated Completion Date Q4 2027
Project Manager Natalie Griggs
Description
Per the approved 2013 Sewer Comprehensive Plan, the project will replace pipe and related appurtenances at various locations
throughout the City due to old age, being undersized, need to increase capacity, or more prone to breakage due to its material
properties.
Status
Consultant has started reviewing Sewer footage and drafting of 30% plans. Anticipated delivery of 30% plans in July.
ROW
Project Initiation Date 1/26/2026
Total Budget $2,603,000
Total Expenditures $67,448
Remaining Budget $2,535,552
Budget Available97%
Item 7.4
Packet pg. 88/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-04
MAIN ST OVERLAY FROM 6TH
AVE TO 8TH AVE
Est Construction Start Date Q4 2024
Estimated Completion Date Q2 2026
Project Manager Jaime Hawkins
Website https://edmondswa.gov/overlays
Description
The project will provide a full-width grind and pavement overlay of Main St from 6th Ave to 8th Ave. This project also includes
upgrading all non-compliant ADA pedestrian curb ramps within the project limits, an eastbound bike lane and westbound bike
sharrow markings.
Status
Closeout is scheduled for Q3 2026. As-builts (Records Drawings) and ADA surveys to be completed in Q3 2026.
ROW
Project Initiation Date 1/1/2023
Total Budget $2,740,690
Total Expenditures $1,986,972
Remaining Budget $753,718
Budget Available28%
Item 7.4
Packet pg. 89/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-10
HWY 99 REVITALIZATION
PROJECT - STAGE 3
Est Construction Start Date Q2 2028
Estimated Completion Date Q4 2029
Project Manager Bertrand Hauss
Website https://edmondswa.gov/hwy99corridor
Description
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, street lighting, separated bike lanes, ADA compliant pedestrian curb ramps and utility
improvements (including undergrounding of overhead utility lines). The project will also widen the intersection of Highway 99 and
238th St SW to provide a second northbound left turn lane and widen 238th St from Highway 99 to 84th Ave for this additional
lane and bike lane addition. This project was ranked as HIGH PRIORITY in 2024 Transportation Plan.
Status
The consultant is completing the 60% PS&E (scheduled to be submitted for City review in late Summer '26). This schedule is
pending the approval from WSDOT on Channelization Plans and Design Analysis (documents submitted to WSDOT in January
'26 / confirming the proposed curb alignment). The SEPA document and Phase 1 ESA were completed in May '25 (in order to
complete the environmental portion of the project). Phase 2 ESA on NE and NW properties of Hwy 99 @ 238th were completed
(with no contaminated soils found). The ROW phase will begin in Fall '26 once the 60% Design is completed. Stormwater options
on on the NW corner property at Hwy 99 @ 238th are still being evaluated (follow-up meetings to be held with property owner).
Meetings with CT were held regarding the proposed layouts of the new SWIFT and regular service bus stops. Coordination with
PUD and other overhead utility companies for the undergrounding portion of the project began during this quarter. The
undergrond portion of the work will be incorporated iinto the 60% Design Plans.
ROW
Project Initiation Date 4/1/2022
Total Budget $28,457,000
Total Expenditures $2,074,977
Remaining Budget $26,382,023
Budget Available93%
Item 7.4
Packet pg. 90/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-103
7TH AVE N PEDESTRIAN
IMPROVEMENTS
Est Construction Start Date Q3 2026
Estimated Completion Date Q3 2026
Project Manager Jenelle Ho
Description
Reconstruction of approximately 13 ramps and installation of a raised crosswalk along 7th Ave between Bell St and SR-524
Status
Design is complete. Proejct is currently out to bid and is expected to go to construction in August after the summer festival
season wraps up at Civic Field.
ROW
Project Initiation Date 2/1/2025
Total Budget $484,180
Total Expenditures $99,471
Remaining Budget $384,709
Budget Available79%
Item 7.4
Packet pg. 91/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-11
HWY 99 REVITALIZATION
PROJECT - STAGE 4
Est Construction Start Date 01 2029
Estimated Completion Date Q4 2030
Project Manager Bertrand Hauss
Website https://edmondswa.gov/hwy99corridor
Description
The Stage 4 Highway 99 project limits are from 224th St SW to ~800 feet north of 220th St SW. The project will provide new
sidewalk, landscaped planter strips, street lighting, separated bike lanes, ADA compliant pedestrian curb ramps and utility
improvements (including undergrounding of overhead utility lines). The project will also widen the intersection of Highway 99 and
220th St SW to provide a second left turn lane for the northbound, southbound, and westbound movements. A multi-use path will
be added on the north side of 220th St SW from Hwy 99 to the Interurban Trail. This project was ranked as HIGH PRIORITY in
2024 Transportation Plan.
Status
The City reviewed the 30% Design Plans in March 2025. The Final Biological Assessment was submitted to WSDOT in March
2024 and was recently approved (~ 2 year approval process). This approval now allows the Design Phase to make addiitonal
progress. The conversion of overhead utility lines to underground was added to the project scope of work (following approval from
WSDOT) and will be incorpotated into the 60% Plans. All the environmental documents still need to be completed. The revised
Channelization Plan and Design Analysis are currently being reviewed by WSDOT (along with Stage 3 Channelization Plans).
ROW
Project Initiation Date 4/1/2022
Total Budget $37,000,000
Total Expenditures $1,265,075
Remaining Budget $35,734,925
Budget Available97%
Item 7.4
Packet pg. 92/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-19
76TH AVE W @ 220TH ST SW
INTERSECTION IMPROVEMENTS
Est Construction Start Date TBD
Estimated Completion Date TBD
Project Manager Bertrand Hauss
Website https://www.edmondswa.gov/government/departments/public_works_and_utilities/76th___
220th_intersection_improvements_project
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. Provide right turn overlap for westbound movement during southbound left turn phase.
Additional improvements include wider sidewalk, bike lanes, street lighting, and various utility improvements (including conversion
overhead utility lines to underground). A multi-use path will be added along 220th St SW from 76th Ave W to Hwy 99. This project
was ranked as MEDIUM PRIORITY in 2024 Transportation Plan .
Status
The revised BA submitted in Summer 2025 to account for the addition of a Multi-Use path along 220th St. SW from 76th Ave. W
to Hwy 99. A response is expected in Fall 2026. The 60% Stormwater Report andf 60% PS&E were submitted to the City for
review in late 2025 by the consultant. City comments will be provided once the BA has been approved (similar timeline). In
addition, the NEPA documents will be submitted to WSDOT for their review around this same time frame. The conversion of
overhead transmission lines to undergound was added to the project scope. No construction funds have been secured for this
project.
ROW
Project Initiation Date 1/1/2018
Total Budget $11,000,000
Total Expenditures $951,816
Remaining Budget $10,048,184
Budget Available91%
Item 7.4
Packet pg. 93/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-20
SR-104 ADAPTIVE SYSTEM -
236TH TO 226TH
Est Construction Start Date TBD
Estimated Completion Date TBD
Project Manager Bertrand Hauss
Description
The project will add a traffic signal adaptive system on a 1.25-mile segment of SR104 from 236th St to 226th St. The system will
monitor and synchronize the timing of five existing signalized intersections (SR104 @ 236th St, SR104 @ 232nd St, SR104 @
95th Pl, SR104 @ 100th Ave, SR104 @ 226th St) and improve traffic flows along SR104. This project was identified as MEDIUM
PRIORITY in 2024 Transportation Plan.
Status
Progress on the Design Plans has been on hold since no construction funding has yet been secured. Since the City was recently
informed that a Freight and Mobility Grant is very likely to be secured for the Construction Phase (grant application submitted
early 2026), Design Phase progress can carry forward. No ROW acquisition phase is needed as part of this project. A SS4A grant
was also submitted this quarter (stay in grant evaluation process / in case Freight and Mobility grant doesn't fall through).
ROW
Project Initiation Date 4/1/2022
Total Budget $4,000,000
Total Expenditures $267,378
Remaining Budget $3,732,622
Budget Available93%
Item 7.4
Packet pg. 94/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-52
TRAFFIC CALMING PROGRAM
Est Construction Start Date Q4 2026
Estimated Completion Date Q4 2026
Project Manager Bertrand Hauss
Website https://www.edmondswa.gov/government/departments/public_works_and_utilities/transportat
ion_system/traffic_calming_program
Description
Install traffic calming devices along selected stretches throughout the City with speeding issues (through completion of detailed
evaluation). This ongoing annual program started in 2015 and is included in the City's 6-year Transportation Improvement
Program (TIP) and Capital Improvement Program (CIP).
Status
Speed studfies along all the stretches included in the 2026 Traffic Calming Program are currently being completed. Upon
completion, the stretches where the 85th percentile is greater than 5 mph over the speed limit will be included in more detailed
evaluation (in order to determine stretches being funded this year). As part of the 2025 Traffic Calming Program, speed tables will
be installed along OVD from High St to Talbot St. and along Maplewood Dr. from Main St to 200th St. SW (scheduled installation
July / August '26).
ROW
Project Initiation Date 1/1/2026
Total Budget $62,650
Total Expenditures $13,279
Remaining Budget $49,371
Budget Available79%
Item 7.4
Packet pg. 95/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-59
TRAFFIC SIGNAL PROGRAM
Est Construction Start Date Q4 2026
Estimated Completion Date Q4 2026
Project Manager Bertrand Hauss
Description
This program started in 2019 and provides 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.
Status
In 2026, signal upgrades will be completed at SR-104 @ 236th St. SW with the addition of Flashing Yellow Arrows for the SR-104
northbound movement. A favorable bid was received from Service Electric Inc to complete this work (based on Budget amount).
ROW
Project Initiation Date 1/1/2026
Total Budget $30,280
Total Expenditures $1,884
Remaining Budget $28,396
Budget Available94%
Item 7.4
Packet pg. 96/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-60
PEDESTRIAN SAFETY PROGRAM
Est Construction Start Date Q3 2026
Estimated Completion Date Q4 2026
Project Manager Bertrand Hauss
Description
This program started in 2019 and will provide pedestrian safety improvements, such as additional signage / striping, flashing
LED’s around stop signs, or other improvements. These improvements will improve the safety of the City’s transportation system.
Status
In 2026, an advisory electronic sign will be added at Hwy 99 @ 238th St. SW facing the eastbound movement (alerting drivers to
YIELD TO PEDESTRIANS / activated only when the WALK signal is turned ON). New wireless push buttons posts will be
installed on the SW, NE, and NW corners at SR-104 @ 100th Ave. W (location to be (within 10' of the applicable curb ramp).
ROW
Project Initiation Date 1/1/2026
Total Budget $20,180
Total Expenditures $14,546
Remaining Budget $5,634
Budget Available28%
Item 7.4
Packet pg. 97/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-61
OLYMPIC VIEW DR OVERLAY -
196TH / SR-524 TO TALBOT RD
Est Construction Start Date Q3 2026
Estimated Completion Date Q3 2026
Project Manager Jaime Hawkins
Description
Pavement overlay along Olympic View Dr, from 196th St SW / SR-524 to Talbot Road, along with ADA pedestrian curb ramp
upgrades.
Status
Bids opened May 2026. . Construction is scheduled to begin in Q3 2026.
ROW
Project Initiation Date 1/1/2025
Total Budget $1,500,000
Total Expenditures $90,095
Remaining Budget $1,409,905
Budget Available94%
Item 7.4
Packet pg. 98/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-68
88TH AVENUE OVERLAY AND
SIDEWALK REPAIR
Est Construction Start Date Q3 2025
Estimated Completion Date Q2 2026
Project Manager Jaime Hawkins
Description
This project will resurface 88th Ave and improve the existing asphalt sidewalk on the east side of 88th Ave from 196th St SW to
185th Pl SW in the Seaview neighborhood. All City utilities along this section of 88th Ave have been upgraded in recent years and
the street is ready to pave. Curb ramps will be upgraded and portions of the existing sidewalk that are currently in failure will be
repaired.
Status
The project is completed and Closeout documents will be completed in Q3 2026. Records Drawinngs and ADA survey will be
completed in Q3 2026.
ROW
Project Initiation Date 3/1/2024
Total Budget $1,180,000
Total Expenditures $566,252
Remaining Budget $613,748
Budget Available52%
Item 7.4
Packet pg. 99/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-70
SAFETY ACTION PLAN
Est Construction Start Date N/A
Estimated Completion Date Q2 2026
Project Manager Bertrand Hauss
Description
A comprehensive safety plan aimed at reducing and eliminating serious-injury and fatal crashes affecting all roadway users. In
order to qualify for future Infrastructure Implementation Grant or Planning / Demonstration Grant (through Safe Streets for All /
SS4A, the project needs to be identified in this plan.
Status
This plan was approved by Council this quarter. The SR-104 Adaptive project was one of the projects identified in the plan and a
SS4A grant was submitted for this project this quarter (with a response scheduled before the enf of the year).
ROW
Project Initiation Date 1/1/2024
Total Budget $375,000
Total Expenditures $269,772
Remaining Budget $105,228
Budget Available28%
Item 7.4
Packet pg. 100/206
PROJECT STATUS REPORT
PUBLIC WORKS - TRANSPORTATION
PWT-98
CITYWIDE LIGHTING
IMPROVEMENTS
Est Construction Start Date Q1 2027
Estimated Completion Date Q2 2027
Project Manager Bertrand Hauss
Description
Install new light poles at key intersections where serious injury collisions have occurred recently. The intersections include 76th
Ave W @ Interurban Trail, 8th Ave S @ 14th St SW, 76th Ave W @ 200th St SW, SR-524 @ 9th Ave N, 84th Ave W @ 236th St
SW, and Dayton St. between Railroad Tracks and SR-104.
Status
Some of the locations in the grant application with lighting deficiencies will be addressed with the addition of PUD luminaire on
existing PUD poles (request already submitted to PUD). The mid-block pedestrian crossing locations will be enhanced with the
addition of pedestrian light fixtures on top of exist RRFB posts (to be purchased / installed by PW crews). The contract documents
will include SR-524 @ 9th Ave. N and the stretch along Dayton St. from the RR tracks to SR-104. The consultant is currently
working on the 60% Design Plans. The NEPA Categorical Exempt document was approved by WSDOT. This project is SEPA
Categorical Exempt.
ROW
Project Initiation Date 5/1/2025
Total Budget $700,000
Total Expenditures $57,727
Remaining Budget $642,273
Budget Available92%
Item 7.4
Packet pg. 101/206
PROJECT STATUS REPORT
PUBLIC WORKS - WATER
PWW-04
PHASE 15 WATER
REPLACEMENT PROGRAM (2025)
Est Construction Start Date Q2 2025
Estimated Completion Date Q4 2025
Project Manager Russell Lynch
Description
Per the approved 2017 Water Comprehensive Plan, the project will replace/maintain pipe and related appurtenances at various
locations throughout the City due to old age, being undersized, need to increase flow or pressure, or more prone to breakage due
to its material properties.
Status
Construction closeout in progress
ROW
Project Initiation Date 12/1/2023
Total Budget $4,091,000
Total Expenditures $4,056,501
Remaining Budget $34,499
Budget Available1%
Item 7.4
Packet pg. 102/206
PROJECT STATUS REPORT
PUBLIC WORKS - WATER
PWW-05
PHASE 16 WATER
REPLACEMENT PROGRAM (2028)
Est Construction Start Date Q2 2027
Estimated Completion Date Q4 2027
Project Manager Russell Lynch
Description
Per the approved 2017 Water Comprehensive Plan, the project will replace/maintain pipe and related appurtenances at various
locations throughout the City due to old age, being undersized, need to increase flow or pressure, or more prone to breakage due
to its material properties.
Status
PSA amendment to increase scope of one site was executed on 3/24/26. Design consultant expects to submit bid ready plans
and specifications in July 2026.
ROW
Project Initiation Date 11/1/2024
Total Budget $3,836,000
Total Expenditures $457,691
Remaining Budget $3,378,309
Budget Available88%
Item 7.4
Packet pg. 103/206
PROJECT STATUS REPORT
PUBLIC WORKS - WATER
PWW-11
YOST & SEAVIEW RESERVOIR
REPAIRS & UPGRADES
Est Construction Start Date Q3/4 2026
Estimated Completion Date Q2 2028
Project Manager Russell Lynch
Description
This work is being done to provide structural upgrades, repair leakages, and upgrades to our two underground potable water
storage reservoirs. Preliminary findings completed in early 2023 were used to determine order of magnitude/preliminary costs and
next steps for the now planned repairs and upgrades project. The Yost Reservoir 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 similar issues
as the Yost Reservoir, with a less serious leakage issue.
Status
90% Design completed and reviewed. Building permit applied for.
ROW
Project Initiation Date 1/1/2021
Total Budget $9,659,000
Total Expenditures $671,369
Remaining Budget $8,987,631
Budget Available93%
Item 7.4
Packet pg. 104/206
City Council Agenda Item 8.1
July 28, 2026 - Regular Meeting
TITLE:Approval of PSA for Phase 7 Stormwater Replacement Project
Design Services (Second Reading)
DEPARTMENT:Engineering
PRESENTER:Ryan Hague
NEEDED FROM COUNCIL:Action
RECOMMENDATION:Move to approve the PSA for Phase 7 Stormwater Replacement
Project in the amount of $287,201.
BUDGET:
Total Dollar Amount:287,201 ☒ Approved in Budget
Fund(s):422 ☐ Budget Reallocation Required
☐ No Budget Impact
PROBLEM/ISSUE STATEMENT:
The Phase 7 Storm Replacement Project will rehabilitate/replace portions of the City’s storm
drain network by replacing/rehabilitating approximately 3,000 linear feet of existing storm
drain pipe and associated appurtenances at various locations within the City.
CONTEXT, ANALYSIS, & ALTERNATIVES:
The City issued a Request for Qualifications (RFQ) in November 2024 to hire a consultant to
provide design engineering services for the Phase 6 and 7 Storm Replacement Projects. The City
received statements of qualifications from six (6) engineering firms and the selection
committee selected BHC Consultants to provide design engineering services.
On March 25, 2025, City Council approved BHC’s contract to provide design services for the
Phase 6 and 7 Storm Replacement Projects.
A separate contract has now been negotiated for projects planned to be constructed in 2027 as
part of the Phase 7 work. The City has negotiated a consultant fee of $287,201 for this phase.
This agreement will allow BHC to provide services for the design of this project. This contract
will be funded by the Stormwater Utility Fund.
The selection of the pipes requiring replacement was produced by the City’s Stormwater
Operations Division of Public Works. All pipes selected have root intrusion which cause
clogging, frequent root cutting, and localized flooding. These locations require frequent
maintenance by staff to cut roots that are growing inside the pipes or require frequent cleaning
to remove debris.
Item 8.1
Packet pg. 105/206
The negotiated scope and fee is attached and an approved Professional Services Agreement will
be provided in time for Council consideration
RECOMMENDATION:
Move to approve the PSA for Phase 7 Stormwater Replacement Project in the amount of
$287,201.
BUDGET IMPACTS:
n/a
ITEM HISTORY:
7/21/2026 – staff presented this item to the Parks and Public Works Committee.
ADDITIONAL INFORMATION:
n/a
ATTACHMENTS:
Attachment 1 – agreement
Attachment 2 – vicinity map
Item 8.1
Packet pg. 106/206
CITY OF EDMONDS
121 5TH AVENUE NORTH · EDMONDS, WA 98020 · 425-771-0220 · WWW.EDMONDSWA.GOV
PUBLIC WORKS DEPARTMENT | ENGINEERING DIVISION
MIKE ROSEN
MAYOR
1
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT (“Agreement”) is made and entered into between the City of
Edmonds, hereinafter referred to as the “City,” and BHC Consultants, hereinafter referred to as
the “Consultant.”
WHEREAS, the City desires to engage the professional services and assistance of a
consulting firm to provide engineering services with respect to the Phase 7 (2028) Storm Utility
Replacement project; and
WHEREAS, the Consultant has the necessary skills and experience, and desires to
provide such services to the City;
NOW, THEREFORE, in consideration of the mutual benefits accruing, it is agreed by
and between the parties hereto as follows:
1. Scope of work. The scope of work shall include all services and material
necessary to accomplish the above-mentioned objectives in accordance with the Scope of Work
that is marked as Exhibit A, attached hereto and incorporated herein by this reference.
2. Payments. The Consultant shall be paid by the City for completed work for
services rendered under this Agreement as provided hereinafter. Such payment shall be full
compensation for work performed or services rendered and for all labor, materials, supplies,
equipment and incidentals necessary to complete the work.
A. Payment for work accomplished under the terms of this Agreement shall be
on a time and expense basis as set forth in Exhibit B, attached hereto and incorporated herein by
this reference; provided, in no event shall the payment for work performed pursuant to this
Agreement exceed the sum of TWO HUNDRED EIGHTY SEVEN THOUSAND TWO
HUNDRED AND ONE DOLLARS ($287,201.00).
B. All vouchers shall be submitted by the Consultant to the City for payment
pursuant to the terms of this Agreement. The City shall pay the appropriate amount for each
voucher to the Consultant. The Consultant may submit vouchers to the City monthly during the
progress of the work for payment of completed phases of the project. Billings shall be reviewed
in conjunction with the City’s warrant process. No billing shall be considered for payment that
has not been submitted to the City three (3) days prior to the scheduled cut-off date. Such late
vouchers will be checked by the City and payment will be made in the next regular payment
cycle.
Item 8.1
Packet pg. 107/206
2
C. The costs records and accounts pertaining to this Agreement are to be kept available for
inspection by representatives of the City for a period of three (3) years after final payment.
Copies shall be made available upon request.
3. Ownership and use of documents. All research, tests, surveys, preliminary data,
reports, and any and all other work product prepared or gathered by the Consultant in preparation
for the services rendered by the Consultant under this Agreement shall be and are the property of
the Consultant, provided, however, that:
A. All final reports, presentations, documentation and testimony prepared by
the Consultant shall become the property of the City upon their presentation to and acceptance
by the City and shall at that date become the property of the City.
B. The City shall have the right, upon reasonable request, to inspect, review
and copy any work product during normal office hours. Documents prepared under this
Agreement and in the possession of the Consultant may be subject to public records request and
release under Chapter 42.56 RCW.
C. In the event that the Consultant shall default on this Agreement, or in the
event that this Agreement shall be terminated prior to its completion as herein provided, the work
product of the Consultant, along with a summary of work done to date of default or termination,
shall become the property of the City and tender of the work product and summary shall be a
prerequisite to final payment under this Agreement. The summary of work done shall be
prepared at no additional cost.
4. Time of performance. The Consultant shall perform the work authorized by this
Agreement promptly in accordance with the receipt of the required governmental approvals.
5. Indemnification / Hold harmless agreement. The Consultant shall defend,
indemnify and hold the City, its officers, officials, agents, employees, and volunteers harmless
from and shall process and defend at its own expense any and all claims, injuries, damages,
losses, demands, or suits at law or equity arising in whole or in part from the acts, errors or
omissions of the Consultant in the performance of this Agreement, or breach of any of its
obligations under this Agreement, except for injuries and damages caused by the sole negligence
of the City. Should a court of competent jurisdiction determine that this Agreement is subject to
RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons
or damages to property caused by or resulting from the concurrent negligence of the Consultant
and the City, its officers, officials, agents, employees, and volunteers, the Consultant’s liability,
including the duty and cost to defend, hereunder shall be only to the extent of the Consultant’s
negligence.
The Consultant shall comply with all applicable sections of the applicable Ethics laws, including
RCW 42.23, which is the Code of Ethics for regulating contract interest by municipal officers.
The Consultant specifically assumes potential liability for actions brought by the Consultant’s
own employees against the City and, solely for the purpose of this indemnification and defense,
the Consultant specifically waives any immunity under the state industrial insurance law, Title
51 RCW. This waiver has been mutually negotiated by the parties. The provisions of this section
shall survive the expiration or termination of this Agreement.
Item 8.1
Packet pg. 108/206
3
6. General and professional liability insurance. The Consultant shall obtain and
keep in force during the term of this Agreement, or as otherwise required, the following
insurance with companies or through sources approved by the State Insurance Commissioner
pursuant to Title 48 RCW.
Insurance Coverage
A. Worker’s compensation and employer’s liability insurance as required by the State.
B. Commercial general liability and property damage insurance in an aggregate amount not
less than two million dollars ($2,000,000) for bodily injury, including death and property
damage. The per occurrence amount shall be written with limits no less than one million
dollars ($1,000,000).
C. Vehicle liability insurance for any automobile used in an amount not less than a one
million dollars ($1,000,000) combined single limit.
D. Professional liability insurance in the amount of one million dollars ($1,000,000).
Excepting the Worker’s Compensation Insurance and Professional Liability Insurance secured by
the Consultant, the City will be named on all policies as an additional insured. The Consultant
shall furnish the City with verification of insurance and endorsements required by the
Agreement. The City reserves the right to require complete, certified copies of all required
insurance policies at any time.
All insurance shall be obtained from an insurance company authorized to do business in the State
of Washington. The Consultant shall submit a verification of insurance as outlined above within
fourteen days of the execution of this Agreement to the City.
No cancellation of the foregoing policies shall be effective without thirty (30) days prior notice
to the City.
The Consultant’s professional liability to the City shall be limited to the amount payable under
this Agreement or one million dollars ($1,000,000), whichever is the greater, unless modified
elsewhere in this Agreement. In no case shall the Consultant’s professional liability to third
parties be limited in any way.
7. Discrimination prohibited. The Consultant shall not discriminate against any
employee or applicant for employment because of race, color, religion, national origin, age, sex,
sexual orientation, marital status, veteran status, liability for service in the armed forces of the
United States, disability, or the presence of any sensory, mental or physical handicap, or any
other protected class status, unless based upon a bona fide occupational qualification.
8. Consultant is an independent contractor. The parties intend that an
independent contractor relationship will be created by this Agreement. No agent, employee or
representative of the Consultant shall be deemed to be an agent, employee or representative of
the City for any purpose. The Consultant shall be solely responsible for all acts of its agents,
employees, representatives and subcontractors during the performance of this Agreement.
9. City approval of work and relationships. Notwithstanding the Consultant’s
status as an independent contractor, results of the work performed pursuant to this Agreement
must meet the approval of the City. During pendency of this Agreement, the Consultant shall not
perform work for any party with respect to any property located within the City of Edmonds or
for any project subject to the administrative or quasijudicial review of the City without written
notification to the City and the City’s prior written consent.
Item 8.1
Packet pg. 109/206
4
10. Termination. This being an Agreement for professional services, either party
may terminate this Agreement for any reason upon giving the other party written notice of such
termination no fewer than ten (10) days in advance of the effective date of said termination.
Payment under this Agreement is subject to the appropriation of funds for these purposes. In the
event funds are not appropriated, the City reserves the right to terminate this Agreement effective
immediately and shall provide the Consultant with written notice of immediate termination.
11. Integration. The Agreement between the parties shall consist of this document,
its Appendices 1 & 2, and the Scope of Work and fee schedule attached hereto as Exhibits A and
B. These writings constitute the entire Agreement of the parties and shall not be amended except
by a writing executed by both parties. In the event of any conflict between this written
Agreement and any provision of Exhibits A and B, this Agreement shall control.
12. Changes/Additional Work. The City may engage the Consultant to perform
services in addition to those listed in this Agreement, and the Consultant will be entitled to
additional compensation for authorized additional services or materials. The City shall not be
liable for additional compensation until and unless any and all additional work and compensation
is approved in advance in writing and signed by both parties to this Agreement. If conditions are
encountered which are not anticipated in the Scope of Work, the City understands that a revision
to the Scope of Work and fees may be required. Provided, however, that nothing in this
paragraph shall be interpreted to obligate the Consultant to render services, or the City to pay for
services rendered, in excess of the Scope of Work in Exhibit A unless or until an amendment to
this Agreement is approved in writing by both parties.
13. Standard of Care. The Consultant represents that the Consultant has the
necessary knowledge, skill and experience to perform services required by this Agreement. The
Consultant and any persons employed by the Consultant shall use their best efforts to perform
the work in a professional manner consistent with sound practices, in accordance with the
schedules herein and in accordance with the usual and customary professional care required for
services of the type described in the Scope of Work.
14. Non-waiver. Waiver by the City of any provision of this Agreement or any time
limitation provided for in this Agreement shall not constitute a waiver of any other provision.
15. Non-assignable. The services to be provided by the Consultant shall not be
assigned or subcontracted without the express written consent of the City.
16. Covenant against contingent fees. The Consultant warrants that he/she/they
has/have not employed or retained any company or person, other than a bona fide employee
working solely for the Consultant, to solicit or secure this Agreement, and that he/she/they
has/have not paid or agreed to pay any company or person, other than a bona fide employee
working solely for the Consultant, any fee, commission, percentage, brokerage fee, gifts, or any
other consideration contingent upon or resulting from the award of making of this Agreement.
For breach or violation of this warranty, the City shall have the right to annul this Agreement
without liability or, in its discretion to deduct from the contract price or consideration, or
otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or
contingent fee.
Item 8.1
Packet pg. 110/206
5
17. Compliance with laws. The Consultant in the performance of this Agreement
shall comply with all applicable Federal, State or local laws and ordinances, including
regulations for licensing, certification and operation of facilities, programs and accreditation, and
licensing of individuals, and any other standards or criteria as described in the Agreement to
assure quality of services. Because this Agreement is subject to federal nondiscrimination laws,
the Consultant agrees that the provisions of Appendices 1 & 2, attached hereto and incorporated
herein by this reference, apply to this Agreement.
The Consultant specifically agrees to pay any applicable business and occupation (B & O) taxes
which may be due on account of this Agreement.
18. Notices. Notices to the City of Edmonds shall be sent to the following address:
City of Edmonds
121 Fifth Avenue North
Edmonds, WA 98020
Notices to the Consultant shall be sent to the following address:
BHC Consultants
1601 Fifth Ave, Suite 500
Seattle, WA 98101
Receipt of any notice shall be deemed effective three (3) days after deposit of written notice in
the U.S. mails, with proper postage and properly addressed.
DATED THIS _____ day of _______________ 2026.
CITY OF EDMONDS BHC CONSULTANTS
Stephanie Lucash, City Administrator
James Gross, PE, President
ATTEST:
________________________________
Luke Lonie, City Clerk
APPROVED AS TO FORM:
________________________________
Office of the City Attorney
Item 8.1
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6
STATE OF WASHINGTON )
)ss
COUNTY OF KING )
On this day of 2026, before me, the undersigned, a Notary
Public in and for the State of Washington, duly commissioned and sworn, personally appeared
James Gross, PE, President, BHC Consultants, to me known to be the person who executed
the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act
and deed of said person, for the uses and purposes therein mentioned, and on oath stated that
he/she was authorized to execute said instrument.
WITNESS my hand and official seal hereto affixed the day and year first above
written.
NOTARY PUBLIC
My commission expires:
Item 8.1
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7
APPENDIX 1 CONTRACT
(Appendix A of USDOT 1050.2A Standard Title VI Assurances)
During the performance of this Agreement, the Consultant/Contractor, for itself, its assignees, and successors
in interest (hereinafter collectively referred to as the “Consultant/Contractor”) agrees as follows:
1. Compliance with Regulations: The Consultant/Contractor shall comply with the acts and regulations
relative to nondiscrimination in federally-assisted programs of the United States Department of
Transportation (USDOT), Title 49, Code of Federal Regulations, Part 21 (49 CFR 21), as they may be
amended from time to time (hereinafter referred to as the Regulations), which are herein incorporated
by reference and made a part of this Agreement.
2. Nondiscrimination: The Consultant/Contractor, with regard to the work performed by it during the
Agreement, shall not discriminate on the grounds of race, color, national origin, sex, age, disability,
income-level, or LEP in the selection and retention of subcontractors, including procurement of
materials and leases of equipment. The Consultant/Contractor shall not participate directly or
indirectly in the discrimination prohibited by Section 21.5 of the Regulations, including employment
practices when the Agreement covers any activity, project, or program set forth in Appendix B of 49
CFR 21.
3. Solicitations for Subcontracts, Including Procurements of Materials and Equipment: In all
solicitations, either by competitive bidding, or negotiation made by the Consultant/ Contractor for
work to be performed under a subcontract, including procurement of materials, or leases of equipment,
each potential subcontractor or supplier shall be notified by the Consultant/Contractor of the
Consultant’s/Contractor’s obligations under this Agreement and the Regulations relative to
nondiscrimination on the grounds of race, color, national origin, sex, age, disability, income-level, or
LEP.
4. Information and Reports: The Consultant/Contractor shall provide all information and reports
required by the Regulations and directives issued pursuant thereto, and shall permit access to its
books, records, accounts, other sources of information, and its facilities as may be determined by the
City or the appropriate state or federal agency to be pertinent to ascertain compliance with such
Regulations, orders, and instructions. Where any information required of a Consultant/Contractor is in
the exclusive possession of another who fails or refuses to furnish the information, the
Consultant/Contractor shall so certify to the City, or state or federal agency, as appropriate, and shall
set forth what efforts it has made to obtain the information.
5. Sanctions for Noncompliance: In the event of the Consultant’s/Contractor’s noncompliance with the
nondiscrimination provisions of this Agreement, the City shall impose such contract sanctions as it or
the appropriate state or federal agency may determine to be appropriate, including, but not limited to:
Withholding of payments to the Consultant/Contractor under the Agreement until the
Consultant/Contractor complies; and/or
Cancellation, termination, or suspension of the Agreement, in whole or in part.
6. Incorporation of Provisions: The Consultant/Contractor shall include the provisions of the above
paragraphs one (1) through five (5) in every subcontract, including procurement of materials and
leases of equipment, unless exempt by the Regulations, or directives issued pursuant thereto. The
Consultant/Contractor shall take such action with respect to any subcontractor or procurement as the
City or appropriate state or federal agency may direct as a means of enforcing such provisions,
including sanctions for noncompliance. Provided, that if the Consultant/Contractor becomes involved
in, or is threatened with, litigation by a subcontractor or supplier as a result of such direction, the
Consultant/ Contractor may request that the City enter into such litigation to protect the interests of the
City; or may request that the appropriate state agency enter into such litigation to protect the interests
of the State of Washington. In addition, the Consultant/Contractor may request the appropriate federal
agency enter into such litigation to protect the interests of the United States.
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8
APPENDIX 2 CONTRACT
(Appendix E of USDOT 1050.2A Standard Title VI Assurances)
During the performance of this Agreement, the Consultant/Contractor, for itself, its assignees, and successors
in interest (hereinafter collectively referred to as the “Consultant/Contractor”) agrees to comply with the
following non-discrimination statutes and authorities, including but not limited to:
Pertinent Non-Discrimination Authorities:
Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits
discrimination on the basis of race, color, national origin); and 49 CFR Part 21;
The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. §
4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because
of Federal or Federal-aid programs and projects);
Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of
sex);
Section 504 of Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits
discrimination on the basis of disability); and 49 CFR Part 27;
The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits
discrimination on the basis of age);
Airport and Airway Improvement Act of 1982, (49 U.S.C. § 471, Section 47123), as amended,
(prohibits discrimination based on race, creed, color, national origin, or sex);
The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and
applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and
Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or
activities” to include all of the programs or activities of the Federal-aid recipients, sub-recipients and
contractors, whether such programs or activities are Federally funded or not);
Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of
disability in the operation of public entities, public and private transportation systems, places of public
accommodation, and certain testing entities (42 U.S.C. §§ 12131-12189) as implemented by
Department of Transportation regulations at 49 C.F.R. parts 37 and 38;
The Federal Aviation Administration’s Non-Discrimination statute (49 U.S.C. § 47123) (prohibits
discrimination on the basis of race, color, national origin, and sex);
Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating
because of sex in education programs or activities (20 U.S.C. 1681 et seq).
Item 8.1
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EXHIBIT A
SCOPE OF SERVICES
City of Edmonds
Phase 7 (2028) Storm Utility Replacement
June 16, 2026
Statement of Understanding
The City of Edmonds (City) is contracting with BHC Consultants, LLC (BHC) to complete the design of approximately
3,000 feet of storm utility replacements at five (5) sites for the Phase 7 Storm Utility Replacement projected for
construction in 2028. BHC has completed 30% Design Drawings for three (3) sites (Sites 1, 4, and 5), 90% Design
Drawings for two (2) sites (Sites 2 and 6), and the design has been completed for two (2) sites (Site 3 and a portion
of Site 1) which is scheduled for construction as part of the Phase 6 Storm Utility Replacement Project. BHC will
develop Bid Documents for all five (5) sites that the City can use to solicit bids from contractors to construct the
improvements in the 2028 construction season. Descriptions for each site and the associated site upgrades are as
follows:
Site 1: This site addresses storm utilities within 88th Avenue W, between 194th Street SW and approximately 190 feet
north of 196th Street SW. Permitting with Washington State Department of Ecology (Ecology) for work below the
ordinary high-water mark or other environmental permitting is not anticipated. BHC completed a study and initial
design (through approximately 30% Design) for the required upgrades to this site under the Phase 6 Storm Utility
Replacement Project. The Phase 7 Storm Replacement Contract will address the efforts necessary to progress the
design from the 30% Design stage to the Final Design and will include Bidding Assistance and Engineering Services
During Construction for this site. A Preliminary 30% Design Alternative has been reviewed and accepted by the City.
Site 2: This site addresses a 12-inch concrete storm utility located on the south side of property 21420 95th Place W.
The existing pipe connects two (2) existing catch basins on 95th Place W and 96th Avenue W. The existing storm
utility currently has root intrusions that have restricted the existing flow capacity. The City has chosen to pursue the
alternative of rerouting the storm north and around on 95th Place W. BHC completed a study and initial design
(through approximately 90% Design) for the required upgrades to this site under the Phase 6 Storm Utility
Replacement Project. The Phase 7 Storm Replacement Contract will address the efforts necessary to progress the
design from the 90% Design stage to the Final Design and will include Bidding Assistance and Engineering Services
During Construction for this site.
Site 4: This site involves re-routing the existing storm utility from the alley running parallel between 8th Avenue S and
C Avenue to an existing catch basin to the north on C Avenue near the Pine Street and C Avenue intersection. The
proposed work will alleviate drainage issues and flooding that is occurring on the private property of 1044 C Avenue.
No work on the private property is expected to take place. BHC completed a study and initial design (through
approximately 30% Design) for the required upgrades to this site under the Phase 6 Storm Utility Replacement
Project. The Phase 7 Storm Replacement Contract will address the efforts necessary to progress the design from the
30% Design stage to the Final Design and will include Bidding Assistance and Engineering Services During
Construction for this site. A Preliminary 30% Design Alternative has been reviewed and accepted by the City.
Site 5: This site involves the installation of new piping and structures along 179th Place SW, Talbot Road, and
Olympic View Drive to reroute most of the flows going through private properties. The proposed work is also to help
alleviate drainage issues on the existing system, specifically a hydraulic issue near 88th Avenue W and Olympic View
Drive. All the proposed work will be within the City right-of-way (ROW) and there will be no need for new easements.
BHC completed a study and initial design (through approximately 30% Design) for the required upgrades to this site
under the Phase 6 Storm Utility Replacement Project. The Phase 7 Storm Replacement Contract will address the
efforts necessary to progress the design from the 30% Design stage to the Final Design and will include Bidding
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 2
Assistance and Engineering Services During Construction for this site. A Preliminary 30% Design Alternative has
been reviewed and accepted by the City.
Site 6: This site involves rerouting flows from Alder Street to a higher capacity Maple Street system while keeping
Alder Street connected to act as an overflow. The proposed work will take place along 7th Avenue S, between Alder
Street and Maple Street. All the proposed work will be within the City ROW and there will be no need for new
easements. BHC completed a study and initial design (through approximately 90% Design) for the required upgrades
to this site under the Phase 6 Storm Utility Replacement Project. The Phase 7 Storm Replacement Contract will
address the efforts necessary to progress the design from the 90% Design stage to the Final Design and will include
Bidding Assistance and Engineering Services During Construction for this site.
Project Approach and Scope
The Project will progress the previous design efforts for Sites 2 and 6 from the approximately 90% Design stage to
Final Design and develop 60%, 90%, and Final Designs for Sites 1, 4, and 5 and assimilate the Final Design
Documents into the Bid Package. BHC will assist the City during the Bidding stage and provide Engineering Services
During Construction for all five (5) sites. This Scope of Services assumes all five (5) sites will be constructed under a
single Contract using separate schedules for each site and that construction will occur in 2028. The following Scope
of Services outlines the tasks associated with these efforts.
BHC will provide civil engineering services for the sites. This Scope assumes the previously collected and supplied
topographic survey data, geotechnical data, and utility locates will be sufficient and the collection of additional
topographic, utility location, and/or additional geotechnical data will be unnecessary. In addition, the Scope assumes
no environmentally sensitive areas will be impacted by the Project so there will be no need for additional
environmental services. All improvements are located within public rights of way or within existing easements.
Therefore, the preparation of easements or legal descriptions will also be unnecessary. As such, this Scope does not
include any land survey, geotechnical, environmental, or right of way acquisition services. The City will be
responsible for all permitting associated with the Project.
The proposed upgrades will be designed and constructed in accordance with the City of Edmonds current design
standards, 2024 Department of Ecology Stormwater Management Manual for Western Washington, and the current
edition of the Washington State Department of Transportation (WSDOT) Standard Specifications for Road, Bridge,
and Municipal Construction (hereinafter referred to as the “Standard Specifications”).
Each task description includes the following six (6) components:
1) Description: Summary description of task.
2) City Responsibilities: Elements that will be provided by the City or be the City’s responsibility.
3) Work Tasks: Tasks that will be completed by BHC.
4) Deliverables: The finished product that will be delivered to the City.
5) Assumptions: Assumptions used to develop each Work Task.
6) Meetings: Meetings identified for each Work Task.
Task 10 Project Management: This task will be used to track and monitor the
progress of the Project and coordinate with the Design Team and the City.
BHC
City Responsibilities:
1) Approve Consultant Contract.
2) Approve Contract Amendments if required or provide written authorization to use the Management
Reserve Fund.
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 3
Work Tasks:
1) Project Work Plan: Develop and distribute a Project Work Plan to the City and BHC team members,
including schedule, responsibilities, and level of effort.
2) Contract Management: Set up the Project in BHC’s accounting system and then prepare and execute
contracts with each subconsultant.
3) Invoicing and Status Reports: Provide monthly invoices with status reports, including schedule updates.
4) Team Coordination: Coordinate with the Project Design Team by phone or video conference via MS
Teams to review current and upcoming tasks, deliverables, and coordination efforts.
5) City Coordination: Coordinate with the City by phone or video conference via MS Teams to discuss
progress, issues, current and upcoming tasks, deliverables, and coordination efforts.
Deliverables:
1) Monthly status reports with invoices (Adobe PDF format).
2) Minutes and documentation for select periodic coordination meetings.
3) Copies of pertinent emails and correspondence.
Assumptions:
1) Each Project Status Report will include the following:
a) Project status summary narrative by task.
b) Project budget summary table.
2) The Phase 7 design services phase will last approximately twenty-two (22) to twenty-four (24) months
followed by a nine (9) month construction phase (2028 construction).
3) Quarterly coordination meetings will be held with the City via video conference on MS Teams to review
and discuss the Project.
4) Coordination outside of the meetings will be via email, telephone, or video conferencing via MS Teams.
Meetings:
1) Periodic internal Project Team coordination meetings.
2) Quarterly coordination meetings with the City via video conference on MS Teams.
Task 20 Design Services: This task will be used to complete the design of the storm
sewer upgrades associated with all five (5) sites.
BHC
City Responsibilities:
1) Provide electronic copies (PDF or AutoCAD) of the City’s latest standard details.
2) Provide electronic copies (MS Word) of the City’s latest Bidding Documents, Contract Forms, and
General Requirements.
3) Provide an electronic (PDF) consolidated set of written review comments on each design submittal.
4) Attend virtual meetings via MS Teams and/or provide venues for design review meetings.
5) Apply for and obtain all Project related permits.
6) Public outreach services, as needed.
Work Tasks:
1) Design Drawings: Develop Design Drawings for the storm utility upgrades.
2) Specifications: Develop Construction Specifications and Special Provisions to support the design
drawings.
3) Opinions of Probable Construction Costs (OPCCs): Prepare OPCCs.
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 4
4) Quality Assurance/Quality Control (QA/QC) Review: Conduct QA/QC reviews on all significant submittal
documents.
5) Document Submittals: Submit Design Documents at the 60%, 90%, and Final Design stages for the
City to review.
6) Attend Meetings: Attend virtual design review meetings via MS Teams with the City after each
submittal.
7) Site Visits: Visit sites to check/verify design issues and assumptions.
Deliverables:
1) 60% Design Submittal (Site 1, 4, and 5 only):
a) One (1) electronic copy (Adobe PDF) of the 60% Design Drawings.
b) One (1) electronic copy (Adobe PDF) of the 60% Contract Documents.
c) One (1) electronic copy (Adobe PDF) of the 60% OPCC.
2) 90% Design Submittal (Site 1, 2, 4, 5, and 6):
a) One (1) electronic copy (Adobe PDF) of the 90% Design Drawings.
b) One (1) electronic copy (Adobe PDF) of the 90% Contract Documents.
c) One (1) electronic copy (Adobe PDF) of the 90% OPCC.
3) Final Design Submittal (Site 1, 2, 4, 5, and 6):
a) One (1) electronic copy (Adobe PDF) of the Design Drawings in AutoCAD Civil 3D and Adobe
PDF.
b) One (1) electronic copy (Adobe PDF) of the Contract Documents in MS Word and PDF format.
c) One (1) electronic copy (Adobe PDF) of the OPCC in MS Excel and PDF Format.
Assumptions:
1) The design services for Site 1 will start with the 30% Design Documents that were prepared under the
Phase 6 Storm Utility Replacement Project. The proposed improvements will include abandoning the
existing storm sewers and installing new storm utilities within the ROW using open trench construction
methods.
2) The design services for Site 2 will start with the 60% Design Documents that were prepared under the
Phase 6 Storm Utility Replacement Project. The proposed improvements will include abandoning the
existing storm sewer within private property and installing new storm utilities within the ROW using
open trench construction methods.
3) All design services for Site 3 will be completed under the Phase 6 Storm Utility Replacement Project.
4) The design services for Site 4 will start with the 30% Design Documents that were prepared under the
Phase 6 Storm Utility Replacement Project and develop them to Final Design. The proposed
improvements will include abandoning the existing storm sewer within private property and installing
new storm utilities within the ROW using open trench construction methods.
5) The design services for Site 5 will start with the 30% Design Documents that were prepared under the
Phase 6 Storm Utility Replacement Project. BHC will then develop them to Final Design. The proposed
improvements will include abandoning the existing failing stormwater system within private property and
installing new storm utilities within the ROW using open trench construction methods.
6) The design services for Site 6 will start with the 60% Design Documents that were prepared under the
Phase 6 Storm Utility Replacement Project. The proposed improvements will include installing a new
catch basin along the existing storm sewer main and installing new storm utilities within the ROW using
open trench construction methods.
7) The improvements for all sites included in the Phase 7 (2028) Storm Utility Replacement Project will be
bid as a single bid package with separate bid schedules for each site.
8) Project is anticipated to be constructed in 2028.
9) Design Drawings will be prepared using AutoCAD/Civil 3D 2023 and will meet the following standards:
a) Developed for plotting at full size (22” x 34”) and half size (11” x 17”).
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 5
b) Full size drawings will be drawn at a horizontal scale of 1” = 20’ and a vertical scale for profiles
of 1” = 5’.
c) Plan and profile drawings will be provided for open-cut replacement; only horizontal plan
drawings are required for in-place rehabilitation such as cured-in-place pipe (CIPP).
d) Plan and profile drawings will address approximately 400 to 500 feet of improvements per
drawing.
e) The temporary erosion and sediment control (TESC) notes and details sheet will be generated
per City standards. Separate TESC plans will not be required.
f) Details generated for the improvements may use other scales as needed.
g) Separate restoration, channelization, or traffic control plans will not be required.
10) The current edition of the WSDOT Standard Specifications for Road, Bridge, and Municipal
Construction will be used to supplement the City’s standard specifications. The Standard Specifications
will be supplemented with Special Provisions to address the needs of the Project.
11) The design will not identify temporary staging areas for construction.
12) BHC will make reasonable efforts to provide an accurate OPCC with each submittal. However, the
actual costs bid by contractors is beyond BHC’s control and may vary significantly from BHC’s final
OPCC. Association for the Advancement of Cost Engineering (AACE) estimating methods and
classifications are not required for the OPPCs. The OPCCs will contain the following contingencies:
a) The 60% Design OPCC will include a 20% contingency.
b) The 90% Design OPCC will include a 10% contingency.
c) The Final Design OPCC will not include a contingency.
13) The 60% and 90% review comment meetings will occur within three (3) weeks of City’s receipt of the
submittals.
14) For each deliverable, the City will coordinate its comments to remove conflicting requests prior to
forwarding those comments to BHC.
15) If necessary, the City will be responsible for obtaining all rights of entry to private property.
16) BHC will make up to two (2) Site Visits during the design process to verify/check design assumptions
and issues.
17) Construction restoration will consist of hot mixed asphalt (HMA) patches within the traveled ROW and
in-kind restoration of surface features outside the traveled ROW. Information obtained via the potholing
and coring efforts will be used to inform the depth of the necessary HMA patch. The design will try to
avoid impacts to existing driveways and access ramps to sidewalks. Therefore, modifying driveways or
ramps to comply with Public Right-of-Way Accessibility Guidelines (PROWAG)/Americans with
Disabilities Act (ADA) requirements is excluded from this Scope of Services.
18) Overlays of disturbed streets will be completed separately by the City under a future project. Therefore,
the design of overlays is excluded from this Scope of Services.
19) Existing utilities being replaced by parallel utilities will be abandoned in place and will not be removed
during construction except as required to make connections or crossings. Pipe to be abandoned in
place shall be plugged per the City’s requirements. Structures that will be abandoned in place will have
the top four (4) feet of the structure removed and the remaining structure will be filled with sand or
controlled density fill (CDF).
20) Public outreach services will not be required.
21) BHC is unaware of any soil and/or groundwater contamination being present within any of the sites
project limits and addressing soil contamination is not included in the Scope. Mitigation measures will
be needed if any are identified.
22) Scope does not include consolidating different consultant designs into a common “Utility Replacement”
bid package. A separate management reserve task is available if the City request BHC to consolidate
bid documents from separate utility designs into one contract, or bid package.
Item 8.1
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 6
Meetings:
1) Participate in one (1) virtual meeting up to two (2) hours in length with City staff to discuss review
comments on the 60% Design submittal.
2) Participate at one (1) virtual meeting up to two (2) hours in length with City staff to discuss review
comments on the 90% Design submittal.
Task 30 Services During Bidding and Construction: This task will be used to assist
the City in obtaining bids from Contractors to construct the improvements and to
provide engineering assistance during construction.
BHC
City Responsibilities:
1) Administer the advertisement and distribution of the Bid/Contract Documents to prospective bidders.
2) Distribute Addenda as necessary.
3) Receive, open, and process the bids, including the preparation of the bid tabulation, reviewing the
apparent low bidder references, preparing a Recommendation for Contract Award, and awarding the
Contract to the lowest responsible bidder.
4) Provide consolidated bid results on a bid tab spreadsheet and provide an electronic (Adobe PDF) copy
of this information to BHC.
5) Print and distribute Conformed Documents to the Contractor.
6) Provide all construction management services, including but not limited to contract administration,
reviewing Submittals and Requests for Information (RFIs), addressing Change Orders if any, and
processing all pay estimates.
7) Provide all construction observation and inspection services.
8) Review and consolidate redlines of all modifications that occurred during construction and submit the
electronic (Adobe PDF) compiled set to BHC for preparation of the Construction Record Drawings.
9) Provide review comments on the draft Construction Record Drawings.
10) Prepare and sign the Declaration of Construction Completion in accordance with WAC 173-240-090.
Work Tasks:
1) Bid Period Services: Assist the City in addressing questions from bidders during the bid process by
preparing up to one (1) Addendum.
2) Construction Meetings: Attend a Preconstruction Conference with the City and the Contractor and
attend construction coordination meetings if specifically requested by the City.
3) Assist with RFIs: During construction, respond to RFIs that pertain to clarifying the design or address
conflicts that are found during construction.
4) Assist with Change Orders: Assist the City with addressing changes to the design that are required by
construction.
5) Construction Record Drawings: Prepare Construction Record Drawings.
Deliverables:
1) One (1) electronic copy (Adobe PDF) of one (1) Addendum.
2) One (1) electronic copy (Adobe PDF) of the Conformed Contract Documents (full size drawings, half
size drawings, and Contract Documents).
3) Written responses to RFIs received from the City.
4) One (1) electronic copy (Adobe PDF) draft set (half size) of the Construction Record Drawings.
5) One (1) electronic copy (Adobe PDF) final set (half size and full size) of the Construction Record
Drawings.
6) One (1) electronic copy (Adobe PDF) final set of CAD files of the Construction Record Drawings.
Item 8.1
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 7
Assumptions:
1) Up to one (1) Addendum may be required during the bid period to address questions from bidders.
2) BHC will not charge for addenda if they are needed to correct or clarify errors or omissions in the Bid
Documents.
3) Requests for Information will be minimal with responses by BHC only being necessary for up to five (5)
RFIs.
4) The City will be responsible for reviewing all construction submittals.
5) Changes to the design required by construction findings will be minimal with BHC only needing to assist
the City with one (1) Change Order.
6) BHC’s attendance at the Preconstruction Conference and any construction meetings will be virtual via
MS Teams. For purposes of this Scope, BHC will attend the Preconstruction Conference and one (1)
construction meeting.
7) BHC will not be required to make any Site Visits during construction.
8) The level of effort needed to address redline revisions that occur due to changes to the design that
occur during construction is unknown and cannot be accurately predicted. Therefore, the level of effort
included in the Scope of Services for this Project is an estimate based on BHC’s experience with similar
projects, but BHC does not guarantee that actual costs will not exceed the budgeted costs. Once BHC
receives the red-lined revisions from the City, BHC will review the revisions to determine if the budget is
adequate and will notify the City of our findings. If BHC determines additional budget is needed, then
the City will be responsible for providing written authorization to utilize the Management Reserve Fund
or will process an amendment.
Meetings:
1) One (1) Preconstruction Conference with the City and the Contractor. The City will prepare the agenda
and lead the meeting.
2) For the purposes of this Scope of Services, BHC assumes the City will request BHC’s attendance at
one (1) construction meeting.
Task 999 Management Reserve Fund: A budget allowance has been included as a
Management Reserve Fund for the Project. At the City’s request and direction, BHC
may perform additional services not included in the above listed activities and/or
provide additional information and/or detail beyond what is anticipated at this time. BHC
shall perform such services and will be paid for such additional services via the
Management Reserve Fund when they are requested by written direction and
authorization by the City’s Project Manager.
BHC
City Responsibilities:
1) Provide written requests and authorization for performance of additional services.
2) Coordinate with franchise utilities for potholing of non-City owned utilities.
3) Conduct all easement negotiations with property owners.
Work Tasks:
1) Develop Scope/Budget proposals for additional design services as requested.
2) Completion of additional design services as authorized by the City.
Deliverables:
1) As defined in the Additional Design Services Scope/Budget.
Item 8.1
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City of Edmonds Exhibit A
Phase 7 (2028) Storm Utility Replacement
6/16/26 Page 8
Assumptions:
1) Permanent easements and/or temporary construction permits may be required within some of the sites.
The number and extent of those easements or temporary construction permits is unknown at this time.
Once those requirements are identified, BHC will need written authorization from the City to access the
Management Reserve Fund to develop the easement and temporary construction permit documents.
2) Because the extent of potholing that is needed is unknown and cannot be determined at this time, a
placeholder budget for conducting the potholing that will be developed around the 60% Design stage
under Task 20 has been established as part of the Management Reserve Fund. BHC will prepare a
scope and budget to accompany the pothole plan for comparison to the placeholder budget and will
work with the City as needed to rectify the two.
3) BHC is not guaranteed to be consolidating other consultant’s utility projects for the City to create one
bid package, so a placeholder budget for this work has been established. This work will occur at Final
Design phase only.
4) Additional assumptions will be as defined in the Task 20 and Task 30 Scope/Budget.
Meetings:
1) As defined in the Additional Design Services Scope/Budget.
Budget
The Project Budget is $287,201 and is attached as Exhibit B. This budget is based on, and in accordance with,
BHC’s 2026 Rate Schedule. The City agrees to allow BHC to adjust rates on an annual basis in January of each
year, beginning in January 2027. If the accepted baseline schedule is exceeded by factors beyond BHC’s control, a
budget amendment to address increased labor costs may be required.
Exhibits
· Exhibit B Project Budget
Item 8.1
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EXHIBIT B
Project Budget
Item 8.1
Packet pg. 123/206
EXHIBIT B - BUDGET
City of Edmonds
Phase 7 Storm Utility Replacement
Project Budget
Date:
Principal Proj. Mgr Proj. Engr. Proj. Engr. CAD Lead CAD Clerical Acctg 2026 2027 2028
Jordan Zier Kevin Aguilar Taylor Russell Calvin Yeh-Tinetti Arman Cariaso Anthony Bradley Sarah Fritchman Patty Coughlin
Billing Rate $283.50 $220.50 $192.15 $170.89 $195.30 $154.35 $182.70 $151.20
Task # Task Name Hours Hours Hours Hours Hours Hours Hours Hours
10 Project Management 40% 40% 20%
10.1 Project Work Plan 2.00 12.00 16.00 4.00 34.00 $7,018 $140 $7,159 $2,863 $2,978 $1,549 $7,390
10.2 Contract Management 2.00 6.00 4.00 4.00 16.00 $3,226 $65 $3,290 $1,316 $1,369 $712 $3,396
10.3 Invoicing and Status Reports 24.00 24.00 48.00 $8,921 $178 $9,099 $3,640 $3,785 $1,968 $9,393
10.4 Team Coordination 4.00 24.00 12.00 12.00 52.00 $10,782 $216 $10,998 $4,399 $4,575 $2,379 $11,354
10.5 City Coordination 4.00 16.00 20.00 $4,662 $93 $4,755 $1,902 $1,978 $1,029 $4,909
Subtotal 12.00 82.00 28.00 12.00 8.00 28.00 170.00 $34,609 $692 $35,301 $14,120 14,685.3 $7,636 $36,442
20 Design Serivces 40% 50% 10%
20.1 Design Drawings 13.00 68.00 142.00 26.00 176.00 425.00 $72,442 $1,449 $73,891 $29,556 $38,423 $7,992 $75,972
20.2 Specifications 12.00 24.00 40.00 40.00 116.00 $21,401 $428 $21,829 $8,732 $11,351 $2,361 $22,444
20.3 OPCCs 8.00 24.00 40.00 72.00 $13,211 $264 $13,475 $5,390 $7,007 $1,457 $13,855
20.4 QA/QC Review 24.00 12.00 36.00 $9,450 $189 $9,639 $3,856 $5,012 $1,043 $9,910
20.5 Document Submittals 4.00 4.00 8.00 $1,651 $33 $1,684 $673 $875 $182 $1,731
20.6 Attend Meetings 6.00 6.00 6.00 18.00 $3,501 $70 $3,571 $1,428 $1,857 $386 $3,672
20.7 Site Visits 6.00 12.00 12.00 30.00 $5,679 $114 $5,793 $2,317 $3,012 $627 $5,956
20.8 Mileage $400 $400 $160 $208 $43 $411
Subtotal 24.00 61.00 138.00 240.00 26.00 176.00 40.00 705.00 $127,336 $2,947 $130,282 $52,113 67,746.8 $14,091 $133,951
30 Services During Bidding and Construction 100%
30.1 Bid Period Services 1.00 2.00 4.00 4.00 2.00 13.00 $2,435 $49 $2,484 $2,686 $2,686
30.2 Construction Meetings 4.00 4.00 4.00 12.00 $2,334 $47 $2,381 $2,575 $2,575
30.3 Assist with RFIs 2.00 6.00 10.00 6.00 24.00 $4,399 $88 $4,487 $4,853 $4,853
30.4 Assist with Change Orders 2.00 4.00 4.00 4.00 2.00 16.00 $3,040 $61 $3,101 $3,354 $3,354
30.5 Construction Record Drawings 4.00 8.00 28.00 9.00 79.00 128.00 $21,155 $423 $21,579 $23,339 $23,339
Subtotal 13.00 24.00 50.00 17.00 79.00 10.00 193.00 $33,363 $667 $34,030 $36,807 $36,807
999 Management Reserve Fund 100%
999.1 Potholing $20,000 $20,000 $20,000
999.2 Design Management Reserve $40,000 $40,000 $40,000
999.3 Consolidate Bid Documents $20,000 $20,000 $20,000
Subtotal $80,000 $80,000 $80,000
Total Budget 36.00 156.00 190.00 302.00 43.00 255.00 58.00 28.00 1,068.00 195,307.88 $4,306 $279,614 $146,233 $82,432 $58,535 $287,201
BHC
ExpensesHours Cost
% Services in
Year 1
% Services in
Year 2
% Services in
Year 3
Total Budget
June 16, 2026
Labor
Page 1 of 1
Item 8.1
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Phase 7 Storm Replacement Program
Site 1
East of 88th Ave
Currently 30% Design
Site 2
95th Pl
Currently 90% Design
Site 4
C Ave
Currently 30% Design
Site 5
OVD, Talbot, 179th Pl
Currently 30% Design
Site 6
7th Ave
Currently 30% Design
Item 8.1
Packet pg. 125/206
City Council Agenda Item 8.2
July 28, 2026 - Regular Meeting
TITLE:Approval of claim checks and wire payments. (Only One Reading
Required)
DEPARTMENT:Finance
PRESENTER:Richard Gould
NEEDED FROM COUNCIL:Action
RECOMMENDATION:Approval of claim checks and wire payments.
BUDGET:
Total Dollar Amount:$1,810,783.33 ☒ Approved in Budget
Fund(s):various ☐ Budget Reallocation Required
☐ No Budget Impact
PROBLEM/ISSUE STATEMENT:
Approval of claim checks #282824 - #282865 dated July 15, 2026 for $717,980.34, re-issued
claim checks #282866 - #282923 dated July 16, 2026 for $225,184.31, claim checks #282924 -
#283034 dated July 22, 2026 for $834,835.94, claim check #283035 dated July 22, 2026 for
$1,452.07 and wire payments of $13,611.31, $2,834.07 & $14,885.29.
CONTEXT, ANALYSIS, & ALTERNATIVES:
The Council President shall be designated as the auditing committee for the city council. The
council president shall review the documentation supporting claims paid and review for
approval by the city council at its next regular public meeting all checks or warrants issued in
payment of any claim, demand or voucher. A list of each claim, demand or voucher approved
and each check or warrant issued indicating the check or warrant number, the amount paid and
the vendor or payee shall be filed in the city council office for review by individual
councilmembers prior to each regularly scheduled public meeting.
RECOMMENDATION:
Approval of claim checks and wire payments.
BUDGET IMPACTS:
$1,810,783.33
ITEM HISTORY:
N/A
ADDITIONAL INFORMATION:
Item 8.2
Packet pg. 126/206
ATTACHMENTS:
Attachment #1 – Claim checks dated July 15, 2026
Attachment #2 – Re-issued claim checks dated July 16, 2026
Attachments #3 & #4 – Claim checks dated July 22, 2026
Item 8.2
Packet pg. 127/206
City Council Agenda Item 8.3
July 28, 2026 - Regular Meeting
TITLE:Authorization to Purchase International HV507 Dump Truck
(Second Reading)
DEPARTMENT:Public Works and Utilities
PRESENTER:Andy Rheaume
NEEDED FROM COUNCIL:Action
RECOMMENDATION:Authorize the Mayor to pay $258,985.27 for the International
HV507 Dump Truck.
BUDGET:
Total Dollar Amount:$258,985.27 ☒ Approved in Budget
Fund(s):511 ☐ Budget Reallocation Required
☐ No Budget Impact
PROBLEM/ISSUE STATEMENT:
Scheduled Vehicle Replacement – Unit 11-STR is a 2001 International 10-yard dump truck
utilized by the Street Maintenance division. This unit is budgeted for replacement in 2026 with
an International HV507 Dump Truck. The value of the replacement item requires City Council
authorization of the Mayor’s approval for purchase at this amount. The Purchasing Policy allows
the Mayor to approve budgeted vehicle purchases up to $250,000. Until recently the vehicle
purchase was anticipated to be below $250,000.
CONTEXT, ANALYSIS, & ALTERNATIVES:
The Fleet Division B-Fund – This replacement fund was established for capitalized Fleet assets.
It is funded through annual rental rates collected from internal departments that have Fleet
assets assigned to them. This fund supports the purchase and procurement of replacement
vehicles, equipment, and other asset inventory. A full program description can be found in
Edmonds Municipal Code, Chapter 3.05.
RECOMMENDATION:
Authorize the Mayor to pay $258,985.27 for the International HV507 Dump Truck.
BUDGET IMPACTS:
The Fleet Division has B-fund budget to purchase this dump truck. The current amount for the
2027 International HV507 Dump Truck is $258,985.27 including tax. This amount was approved
by purchase order in 2025 with RWC International, LLC and is currently under contract
(Sourcewell Contract #032824-NVS).
ITEM HISTORY:
2026 Scheduled Vehicle Replacements – Decision Package #770-25002 – This item was
approved in the 2025-2026 biennial budget.
Item 8.3
Packet pg. 128/206
ADDITIONAL INFORMATION:
ATTACHMENTS:
Purchase Order_2026_Sourcewell #038224-NVS
Sales Invoice_2026_RWC International, LLC DE-10079
Item 8.3
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Item 8.3
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Item 8.3
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Item 8.3
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Item 8.3
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Item 8.3
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Item 8.3
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City Council Agenda Item 8.4
July 28, 2026 - Regular Meeting
TITLE:WWTP Supervisor Job Description Revision (Second Reading)
DEPARTMENT:Human Resources
PRESENTER:Joe Carter, WWTP Manager
NEEDED FROM COUNCIL:Action
RECOMMENDATION:Move to approve the revision of the WWTP Assets & Projects
Supervisor to WWTP Maintenance Supervisor.
BUDGET:
Total Dollar Amount:N/A ☒ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☐ No Budget Impact
PROBLEM/ISSUE STATEMENT:
City Council recently approved the addition of (2) WWTP Supervisors. After further analysis, the
WWTP Assets & Projects Supervisor job description is in need of revisions that will reflect the
necessary essential functions; skills & abilities; and minimum qualifications for a WWTP
Maintenance Supervisor.
CONTEXT, ANALYSIS, & ALTERNATIVES:
On April 14, 2026, City Council approved the addition of (2) WWTP Supervisors and
corresponding job descriptions for each supervisor. The Edmonds’ Wastewater Treatment Plant
was to be lead by the WWTP Manager, WWTP Operations Supervisor, WWTP Regulatory
Supervisor, and WWTP Assets & Projects Supervisor. At the time these job positions were
proposed, the WWTP Manager role was vacant and the analysis was based on the existing
needs of the plant. As the WWTP Manager is now filled, further analysis has been conducted
and there is a greater need for a WWTP Maintenance Supervisor. While some tasks associated
with asset and project management are reflected on the proposed job description, it has been
updated to reflect the necessary focus on plant maintenance. The department will utilize
existing Capital Project Managers in the Engineering Department to provide higher level Project
Management support. With approval of the proposed job description, the department can
recruit and fill the role with an exceptional candidate that can demonstrate the necessary skills
needed in the effective operation of the Wastewater Treatment Plant.
RECOMMENDATION:
Move to approve the revision of the WWTP Assets & Projects Supervisor to WWTP
Maintenance Supervisor.
BUDGET IMPACTS:
N/A
Item 8.4
Packet pg. 136/206
ITEM HISTORY:
This is the second reading for the WWTP Assets & Projects Supervisor job description revisions.
ADDITIONAL INFORMATION:
N/A
ATTACHMENTS:
WWTP Maintenance Supervisor Job Description (Clean)
WWTP Maintenance Supervisor Job Description (redlined)
Item 8.4
Packet pg. 137/206
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
City of
EDMONDS
Washington
Wastewater Treatment Plant Maintenance Supervisor
Department:Public Works – Wastewater Treatment Pay Grade NR-37
Bargaining Unit:PROTEC17 FLSA Status:Exempt
Revised Date:April 14, 2026 Reports To:WWTP Manager
POSITION PURPOSE: Under general direction, the WWTP Maintenance Supervisor plans, organizes, and
supervises the maintenance, repair, and reliability activities of the Wastewater Treatment Plant (WWTP) and
associated facilities. This position oversees the mechanical, electrical, and instrumentation & control (I&C)
maintenance teams, ensures optimal equipment performance, and leads the development of preventive and
predictive maintenance programs. The Maintenance Supervisor works closely with Operations, Engineering, and
contractors to ensure plant assets are maintained safely, efficiently, and in compliance with all regulatory
requirements. This position will, when assigned, perform the duties of the WWTP Manager during their absence.
ESSENTIAL FUNCTIONS AND RESPONSIBILITIES:
The following duties ARE NOT intended to serve as a comprehensive list of all duties performed by all employees
in this classification, only a representative summary of the primary duties and responsibilities. Incumbent(s) may
not be required to perform all duties listed and may be required to perform additional, position-specific duties.
Supervise, schedule, and evaluate assigned staff; provide coaching, technical training, and development
opportunities to develop team capability; manage performance and recommend corrective action, if needed.
Prioritize and assign work orders, PM tasks, corrective repairs, and special projects.
Ensure all maintenance work complies with plant safety policies and procedures.
During periods of absence of WWTP Manager, assume Manager roles and responsibilities as assigned.
Develop, implement, and oversee a comprehensive preventive maintenance (PM) program.
Lead predictive maintenance (PdM) activities such as vibration analysis, thermal imaging, oil analysis, and
condition monitoring.
Monitor asset performance data and recommend repair or replacement based on lifecycle and reliability
analysis.
Maintain and optimize the CMMS (computerized maintenance management system)
Oversee maintenance of pumps, motors, blowers, clarifiers, HVAC systems, chemical feed systems,
digester equipment, electrical distribution systems, and SCADA/I&C systems.
Troubleshoot complex mechanical and electrical issues and guide staff in root-cause analysis. work with
operations and maintenance teams to minimize equipment downtime.
Maintain working knowledge of instrumentation and SCADA to support troubleshooting and planning;
coordinate with I&C staff on SCADA alarms, controls reliability, and critical infrastructure support.
Maintain asset inventories and lifecycle data, equipment manuals, maintenance history, and regulatory
documentation.
Item 8.4
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2 of 5
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Supervisor
Wastewater Treatment Plant Maintenance Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Prepare maintenance performance reports, including downtime, backlog, and reliability metrics.
Assist in developing maintenance-related budgets and long-term capital repair and replacement plans.
Plan for asset repair, placement, reliability, and redundancy; analyze condition, risk, and maintenance
requirements; and produce asset status reports.
Serve as WWTP maintenance representative during construction, equipment replacements, and contractor
activities.
Review design documents for maintainability and operational impacts. Coordinate shutdowns, tie-ins, and
commissioning activities with engineering and contractors.
Ensure maintenance staff follow confined space, lockout-tagout (LOTO), electrical safety, chemical handling,
and other safety procedures.
Participate in site safety audits and hazard assessments; assure annual fire safety inspections are
completed.
Support regulatory compliance related to maintenance, asset condition, and reliability.
Prepare, organize, and maintain a wide variety of reports, records and files related to assigned activities and
personnel.
Communicate with personnel and outside organizations to coordinate activities and programs, resolve issues
and conflicts and exchange information.
Provide technical expertise, information and assistance to the Manager regarding assigned functions, assist
as needed in the formulation and development of policies, procedures and programs.
Operate a computer and other office equipment as assigned, maintain current knowledge of plant
instrumentation and control systems, drive a vehicle to various sites to inspect work.
Attend and conduct a variety of meetings as assigned, represent the City at a variety of meetings away from
the plant site as assigned.
Perform other duties as assigned.
Required Knowledge of:
Process control, operational guidelines, and performance measurement methods for an activated sludge
wastewater treatment plant.
Mechanical, electrical, instrumentation, and control systems used in wastewater treatment.
Preventive and predictive maintenance techniques (vibration analysis, thermal imaging, lubrication best
practices).
Asset management principles, terminology, and processes, including asset lifecycle management, inventory
development, condition and risk assessment, and preservation strategies. Implementation and administration
of asset management programs using a CMMS system.
Project management tools, processes, and techniques.
Industry and engineering standards related to wastewater treatment plant design, operation, and
maintenance.
Maintenance practices for wastewater plant assets, including reliability engineering concepts, condition
monitoring, optimization principles, and failure mode analysis, Plant instrumentation, control system, and
mechanical and electrical standards
Applicable federal, state, and local laws, codes, regulations, permits, and policies governing wastewater
treatment plant operations and conflict resolution techniques.
Hazardous chemicals handling and disposal requirements.
Item 8.4
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3 of 5
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Supervisor
Wastewater Treatment Plant Maintenance Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Construction safety and site control to ensure safe work during construction and maintenance.
Chemistry and microbiology related to wastewater treatment.
Interpersonal skills using tact, patience and courtesy.
Health and safety standards, rules and regulations.
Budget preparation and control.
Labor Relations and contract administration.
Oral and written communication skills.
Record keeping techniques.
Operation of a computer and assigned software.
Supervisory and training principles, methods and techniques.
Required Skill in:
Design and execute asset management procedures and processes to maintain control and to monitor
accountability, maintenance and contracts.
Using data for project management, lifecycle planning, and reliability analysis.
Planning, scheduling, and executing maintenance projects including allocating staffing, timelines and budget;
tracking maintenance and project cost impacts; preparing specifications and cost estimates; and managing
workloads.
Coordinating and managing vendors, consultants, contractors, and other service providers.
Supervising mechanics, electricians, and instrument techs.
Ensuring requirements and permits are in compliance with local, state and federal agencies.
Supervising and evaluating the performance of assigned staff.
Evaluating work practices of operations, maintenance and laboratory departments to implement current
industry standards.
Tracking maintenance and project cost impacts; ensuring maintenance execution and documentation.
Communicating effectively orally and in writing.
Interpreting, applying and explaining rules, regulations, policies and procedures.
Establishing and maintaining cooperative and effective working relationships with others.
Operating a computer and other office equipment as assigned.
Analyzing situations accurately and adopting an effective course of action.
Working independently with little direction.
Planning, organizing, and prioritizing workload to meet deadlines and operating needs.
Preparing and maintaining a variety of comprehensive records, files, and reports.
MINIMUM QUALIFICATIONS:
Education and Experience:
Associates Degree in Environmental Science, Water and Wastewater Technology, Civil Engineering, or related
field; or completion of an accredited industrial maintenance, mechanical/electrical technology, or related technical
Item 8.4
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4 of 5
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Supervisor
Wastewater Treatment Plant Maintenance Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
program; and five (5) years of industrial or wastewater maintenance experience, including two (2) years in a lead
or supervisory role.
An equivalent combination of education, training and experience which allows the incumbent to successfully perform
the essential functions of the position may also be considered.
Preferred Qualifications:
Experience maintaining wastewater treatment plant systems.
Vibration analysis or predictive maintenance certifications (Vibration Level I, Thermography, etc.)
Required Licenses or Certifications:
A valid Driver’s license is required at time of hire. A State of Washington Driver’s License is required within
30 days from date of hire.
State of Washington Group I Wastewater Operator Certification within one year. Must work towards a Group
IV certification from hire date.
CPR and First Aid card within 6 months of hire
Other certifications/licenses may be required within a specified period of time after hire.
A criminal background check is required following a conditional offer of employment.
Other Requirements:
This is a City identified safety sensitive position and requires a pre-employment drug screening following a
conditional offer of employment.
WORKING CONDITIONS:
Environment:
Indoor/outdoor work environment
Driving a vehicle to conduct work
Working in a confined or classified space
Physical Abilities:
Hearing, speaking or otherwise communicating to exchange information in person or on the phone.
Operate a variety of grounds equipment and power and hand tools.
Operate a computer keyboard or other office equipment.
Read a variety of materials and instruments and possess close vision, far vision, side vision, depth
perception, night vision and color vision.
Ascending/descending ladders
Lifting/ carrying or otherwise moving or transporting heavy objects, frequently up to 50lbs.
Sitting/standing or otherwise remaining in a stationary position for extended periods of time
Walking or otherwise moving over rough or uneven surfaces while performing inspections and
investigations.
Item 8.4
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5 of 5
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Supervisor
Wastewater Treatment Plant Maintenance Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Performing repetitive motions, including balancing, stooping, kneeling, bending, crouching, crawling,
reaching overhead, above the shoulders and horizontally, and standing, pushing, pulling and using stairs.
Working in tight spaces
Ability to wear appropriate personal protective equipment based on required City Policy.
Hazards:
Exposure to chemicals, used in Wastewater treatment including but not limited to Sodium Hypochlorite,
Caustic Soda, Bisulfate, Polymers, Clay, Lime and Carbon.
Exposure to raw and treated sewage, odors associated with sewage treatment, high heat and moving
equipment.
Exposure to cleaning chemicals, herbicides and dust.
Working at heights using ladders and structures
Working around and with sometimes noisy machinery having moving parts
Exposure to slippery surfaces, damp spaces while cleaning in and around equipment.
Exposure to electrical power supply and high voltage.
Incumbent Signature: ____________________________________Date: ________________________
Department Head: _______________________________________Date: ________________________
Item 8.4
Packet pg. 142/206
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
City of
EDMONDS
Washington
Wastewater Treatment Plant MaintenanceAssets & Projects Supervisor
Department:Public Works – Wastewater Treatment Pay Grade NR-37
Bargaining Unit:PROTEC17 FLSA Status:Exempt
Revised Date:April 14, 2026 Reports To:WWTP Manager
POSITION PURPOSE: Under general direction, the WWTP Maintenance Supervisor plans, organizes, and
supervises the maintenance, repair, and reliability activities of the Wastewater Treatment Plant (WWTP) and
associated facilities. This position oversees the mechanical, electrical, and instrumentation & control (I&C)
maintenance teams, ensures optimal equipment performance, and leads the development of preventive and
predictive maintenance programs. The Maintenance Supervisor works closely with Operations, Engineering, and
contractors to ensure plant assets are maintained safely, efficiently, and in compliance with all regulatory
requirements.plans, organizes and coordinates the asset inventory, lifecycle management, maintenance planning,
I&C, and procurement activities of the City’s Regional Wastewater Treatment Plant. Responsibilities include
oversight of the plant asset management program, utilizing the established records management system and
assisting with the development and management of capital projects; supervises and evaluates the performance of
assigned staff; is responsible for planning and scheduling the work of assigned staff; nurturing facility’s culture of
”Safety-First”; implementing programs, policies and procedures that create efficient operations and fiscal
responsibility. This position will also assist the WWTP Manager in developing and monitoring the annual operating
budget and, when assigned, perform the duties of the WWTP Manager during their absence.
ESSENTIAL FUNCTIONS AND RESPONSIBILITIES:
The following duties ARE NOT intended to serve as a comprehensive list of all duties performed by all employees
in this classification, only a representative summary of the primary duties and responsibilities. Incumbent(s) may
not be required to perform all duties listed and may be required to perform additional, position-specific duties.
Plan, organize, and coordinate a variety of programs, projects and activities as assigned by the Manager
related to the asset, project, and procurement management activities of the City’s wastewater treatment plant.
This function will include design of new processes, programs, and policies as well as the necessary
communication and education to successfully implement them.
Supervise, schedule, and evaluate the performance assigned staff; provide coaching, technical training, and
development opportunities to develop team capability; manage performance and recommend corrective
action, if needed.
Prioritize and assign work orders, PM tasks, corrective repairs, and special projects.
Ensure all maintenance work complies with plant safety policies and procedures.
Promote a culture of teamwork and continuous improvement.
Item 8.4
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2 of 7
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Assets & Projects Supervisor
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Oversee the WWTP asset management program. Maintain comprehensive asset inventories and lifecycle
data; plan for asset repair, placement, reliability, and redundancy; analyze condition, risk, and maintenance
requirements; and produce asset status reports.
Coordinate with I&C and contracted staff to identify and mitigate electrical and fire hazards; assure annual
fire safety inspections are completed.
During periods of absence of WWTP Manager, assume Manager roles and responsibilities as assigned.
Develop, implement, and oversee a comprehensive preventive maintenance (PM) program.
Lead predictive maintenance (PdM) activities such as vibration analysis, thermal imaging, oil analysis, and
condition monitoring.
Monitor asset performance data and recommend repair or replacement based on lifecycle and reliability
analysis.
Maintain and optimize the CMMS (computerized maintenance management system)
Oversee maintenance of pumps, motors, blowers, clarifiers, HVAC systems, chemical feed systems,
digester equipment, electrical distribution systems, and SCADA/I&C systems.
Troubleshoot complex mechanical and electrical issues and guide staff in root-cause analysis. work with
operations and maintenance teams to minimize equipment downtime.
Prepare, organize, and maintain a wide variety of reports, records and files related to assigned activities and
personnel.
Provide input to the Manager for the O&M budget process, recommend and plan capital projects, control and
authorize expenditures in accordance with established limitations.
Administer Capital Improvement projects, make recommendations to the Manager, and as assigned,
prepare, advertise, receive, recommend, and award bids according to established City procedures.
Oversee projects, approve final payments, and properly close out capital projects.
Maintain working knowledge of instrumentation and SCADA to support troubleshooting and planning;
coordinate with I&C staff on SCADA alarms, controls reliability, and critical infrastructure support.work with
operations and maintenance teams to minimize equipment downtown; and generate regular reports on
maintenance downtime, and asset performance.
Maintain asset inventories and lifecycle data, equipment manuals, maintenance history, and regulatory
documentation.
Prepare maintenance performance reports, including downtime, backlog, and reliability metrics.
Assist in developing maintenance-related budgets and long-term capital repair and replacement plans.
Update O&M procedures and asset database as equipment changes; ensure training and CMMS updates for
new equipment
Oversee the WWTP asset management program. Maintain comprehensive asset inventories and lifecycle
data; pPlan for asset repair, placement, reliability, and redundancy; analyze condition, risk, and maintenance
requirements; and produce asset status reports.
Serve as WWTP maintenance representative during construction, equipment replacements, and contractor
activities.
Review design documents for maintainability and operational impacts. Coordinate shutdowns, tie-ins, and
commissioning activities with engineering and contractors.
Ensure maintenance staff follow confined space, lockout-tagout (LOTO), electrical safety, chemical handling,
and other safety procedures.
Participate in site safety audits and hazard assessments; assure annual fire safety inspections are
completed.
Support regulatory compliance related to maintenance, asset condition, and reliability.
Item 8.4
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3 of 7
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Assets & Projects Supervisor
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Prepare, organize, and maintain a wide variety of reports, records and files related to assigned activities and
personnel.
Communicate with personnel and outside organizations to coordinate activities and programs, resolve issues
and conflicts and exchange information.
Provide technical expertise, information and assistance to the Manager regarding assigned functions, assist
as needed in the formulation and development of policies, procedures and programs.
Operate a computer and other office equipment as assigned, maintain current knowledge of plant
instrumentation and control systems, drive a vehicle to various sites to inspect work.
Attend and conduct a variety of meetings as assigned, represent the City at a variety of meetings away from
the plant site as assigned.
Perform other duties as assigned.
Required Knowledge of:
Process control, operational guidelines, and performance measurement methods for an activated sludge
wastewater treatment plant.
Mechanical, electrical, instrumentation, and control systems used in wastewater treatment.
Preventive and predictive maintenance techniques (vibration analysis, thermal imaging, lubrication best
practices).
Asset management principles, terminology, and processes, including asset lifecycle management, inventory
development, condition and risk assessment, and preservation strategies. Implementation and administration
of asset management programs using a CMMS system.
Project management tools, processes, and techniques, including RFQ/RFP development and administration.
Industry and engineering standards related to wastewater treatment plant design, operation, and
maintenance.
Maintenance practices for wastewater plant assets, including reliability engineering concepts, condition
monitoring, optimization principles, and failure mode analysis, Plant instrumentation, control system, and
mechanical and electrical standards
Applicable federal, state, and local laws, codes, regulations, permits, and policies governing wastewater
treatment plant operations and conflict resolution techniques.
Hazardous chemicals handling and disposal requirements.
Construction safety and site control to ensure safe work during construction and maintenance.
Chemistry and microbiology related to wastewater treatment.
Interpersonal skills using tact, patience and courtesy.
Health and safety standards, rules and regulations.
Budget preparation and control.
Labor Relations and contract administration.
Oral and written communication skills.
Record keeping techniques.
Operation of a computer and assigned software.
Supervisory and training principles, methods and techniques.
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JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Assets & Projects Supervisor
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Required Skill in:
Design and execute asset management procedures and processes to maintain control and to monitor
accountability, maintenance and contracts.
Using data for project management, lifecycle planning, and reliability analysis.
Planning, scheduling, and executing capital and maintenance projects including allocating staffing, timelines
and budget; tracking maintenance and project cost impacts; preparing specifications and cost estimates; and
managing workloads.
Coordinating and managing vendors, consultants, contractors, and other service providers.
Supervising mechanics, electricians, and instrument techs.
Ensuring requirements and permits are in compliance with local, state and federal agencies.
Supervising and evaluating the performance of assigned staff.
Evaluating work practices of operations, maintenance and laboratory departments to implement current
industry standards.
Tracking maintenance and project cost impacts; ensuring maintenance execution and documentation.
Communicating effectively orally and in writing.
Interpreting, applying and explaining rules, regulations, policies and procedures.
Establishing and maintaining cooperative and effective working relationships with others.
Operating a computer and other office equipment as assigned.
Analyzing situations accurately and adopting an effective course of action.
Working independently with little direction.
Planning, organizing, and prioritizing workload to meet deadlines and operating needs.
Preparing and maintaining a variety of comprehensive records, files, and reports.
MINIMUM QUALIFICATIONS:
Education and Experience:
Associates Degree in Environmental Science, Water and Wastewater Technology, Civil Engineering, or related
field; or completion of an accredited industrial maintenance, mechanical/electrical technology, or related technical
program; and five (5) years of industrial or wastewater maintenance experience, including two (2) years in a lead
or supervisory role and five years of progressively responsible experience in wastewater treatment plant asset
management and capital project delivery that includes two years of staff supervisory responsibility; preferably in a
municipal or public sector industrial environment.
An equivalent combination of education, training and experience which allows the incumbent to successfully perform
the essential functions of the position may also be considered.
Preferred Qualifications:
Experience maintaining wastewater treatment plant systems.
Vibration analysis or predictive maintenance certifications (Vibration Level I, Thermography, etc.)Asset
Management and/or Project Management certification
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5 of 7
JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Assets & Projects Supervisor
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Required Licenses or Certifications:
A valid Driver’s license is required at time of hire. A State of Washington Driver’s License is required within
30 days from date of hire.
State of Washington Group I Wastewater Operator Certification within one yearupon hire. Must work towards
a Group IV certification from hire date.
CPR and First Aid card within 6 months of hire
Other certifications/licenses may be required within a specified period of time after hire.
A criminal background check is required following a conditional offer of employment.
Other Requirements:
This is a City identified safety sensitive position and requires a pre-employment drug screening following a
conditional offer of employment.
WORKING CONDITIONS:
Environment:
Indoor/outdoor work environment
Driving a vehicle to conduct work
Working in a confined or classified space
Physical Abilities:
Hearing, speaking or otherwise communicating to exchange information in person or on the phone.
Operate a variety of grounds equipment and power and hand tools.
Operate a computer keyboard or other office equipment.
Read a variety of materials and instruments and possess close vision, far vision, side vision, depth
perception, night vision and color vision.
Ascending/descending ladders
Lifting/ carrying or otherwise moving or transporting heavy objects, frequently up to 50lbs.
Sitting/standing or otherwise remaining in a stationary position for extended periods of time
Walking or otherwise moving over rough or uneven surfaces while performing inspections and
investigations.
Performing repetitive motions, including balancing, stooping, kneeling, bending, crouching, crawling,
reaching overhead, above the shoulders and horizontally, and standing, pushing, pulling and using stairs.
Working in tight spaces
Ability to wear appropriate personal protective equipment based on required City Policy.
Hazards:
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JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Assets & Projects Supervisor
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Exposure to chemicals, used in Wastewater treatment including but not limited to Sodium Hypochlorite,
Caustic Soda, Bisulfate, Polymers, Clay, Lime and Carbon.
Exposure to raw and treated sewage, odors associated with sewage treatment, high heat and moving
equipment.
Exposure to cleaning chemicals, herbicides and dust.
Working at heights using ladders and structures
Working around and with sometimes noisy machinery having moving parts
Exposure to slippery surfaces, damp spaces while cleaning in and around equipment.
Exposure to electrical power supply and high voltage.
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JOB DESCRIPTION
Wastewater Treatment Plant Maintenance Assets & Projects Supervisor
Wastewater Treatment Plant Assets & Projects Supervisor Last Reviewed: 06/02/2026
Last Revised: 04/14/2026
Incumbent Signature: ____________________________________Date: ________________________
Department Head: _______________________________________Date: ________________________
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City Council Agenda Item 8.5
July 28, 2026 - Regular Meeting
TITLE:Fiscal Sustainability Task Force - Anatomy and Selection Process
(Second Reading)
DEPARTMENT:City Council Office
PRESENTER:Michelle Dotsch
NEEDED FROM COUNCIL:Informational
RECOMMENDATION:Council to approve proposed, discussed, and edited criteria for
Fiscal Sustainability Task Force and the methodology for
choosing applicants.
BUDGET:
Total Dollar Amount:0 ☐ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
The City is in contract with Baker Tilly Advisory Group. Part of the scope of work is to facilitate a
volunteer, community based Fiscal Sustainability Task Force. This Taskforce will build a
consensus recommendation to advise the City Council on the approach(es) to address the fiscal
gap. Council will be responsible for recommending the criteria that will be used to choose the
applicants for the Task Force with Edmonds residents, Edmonds business owners, diverse
demographics, and perspectives. Council will need to agree on the anatomy and the selection
process for the Taks Force participants.
July 21st, Council discussed the proposed and now Council final approval is needed so
application process can begin on the approved application start date of July 30th.
CONTEXT, ANALYSIS, & ALTERNATIVES:
The Administration and Council have engaged in substantive discussion about Edmonds long
term fiscal outlook. The Fiscal Sustainability Task Force is a vital part of the City Council’s efforts
to plan for a healthy fiscal position. This is the proposed make up of the Task Force and the
proposed selection process. Council to approve final criteria and process for choosing the Task
Force.
RECOMMENDATION:
Council to approve discussed criteria for Fiscal Sustainability Task Force and the methodology
for selecting the applicants.
BUDGET IMPACTS:
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None
ITEM HISTORY:
At a February 6th, 2026 Council retreat, the Mayor, Council, and Directors collaborated to
explore priorities for the coming year and beyond, which included community priorities. City
Council used that work as a basis to develop their Council Priorities moving forward. Among
those priorities: financial stability and economic development, community engagement and
transparency. Adherence to Government Finance Officers Association (GFOA) budget planning
principles were also highlighted as a best practice.
In 2025, the City of Mountlake Terrace engaged Baker Tilly to address structural fiscal
challenges and develop a community-inclusive sustainability plan. A February 8, 2026 article in
My Edmonds News covering that work — “Government and you: How Mountlake Terrace
involved community in addressing City budget deficit” — generated significant interest among
Edmonds residents and Councilmembers.
March 5th a Special Council meeting was held, and Baker Tilly was invited to present their
community engagement process. Council response was positive, reflecting interest in applying a
similar approach in Edmonds. Subsequently, at the April 14th 2026 Finance Committee
Meeting, where all Councilmembers attended, the draft contract of the Baker Tilly contract and
scope of work was shared and discussed, which included the Fiscal Sustainability Taskforce. It
was noted that one of the Baker Tilly consultants has a background with GFOA. Baker Tilly’s
current scope proposes a three-phase engagement. Phase 1 develops a 10-year long range
financial forecast covering the General, Capital Improvement, and Enterprise funds, including
analysis of unfunded infrastructure, fleet, and technology needs. Phase 2 identifies and
evaluates budget strategies across four dimensions — expenditure controls, service delivery
alternatives, revenue enhancements, and service reductions — benchmarked against up to six
peer cities. Phase 3 facilitates up to six meetings of a community-based Fiscal Sustainability
Task Force, to develop consensus recommendations for presentation to the full Council. This
engagement represents a collaborative path toward a sustainable fiscal trajectory that is
grounded in rigorous analysis, community inclusion, and a clear framework for near and long-
term decision-making.
July 14th – Council adopted the Fiscal Sustainability Task Force Charter and Workplan.
July 21st – Council discussed and offered input to the proposed make-up of the task force and
the proposed approach to the selection process.
ADDITIONAL INFORMATION:
ATTACHMENTS:
Fiscal Sustainability Task Force Charter
Fiscal Sustainability Task Force Schedule
Fiscal Sustainability Task Force Summary Page
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Fiscal Sustainability Task Force Application
Fiscal Sustainability Task Force Selection Process
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Fiscal Sustainability Taskforce Charter
I.Purpose
The Fiscal Sustainability Taskforce (FST) is an advisory body composed of community members tasked
with recommending approaches that will help ensure the City’s long term fiscal sustainability. The FST will
engage in learning, deliberation, and analysis resulting in the development of an advisory report.
The work of this Taskforce will be focused, brief, and advisory in nature. The ultimate decision-making
authority and responsibility on matters pertaining to the City's finances rest with the City Council.
II.FST Membership and Recruitment
The City desires to have a total of not less than 11 and not more than 15 FST team members to
accomplish the purposes of the FST. Recruitment efforts will begin this summer, 2026 and a slate of
candidates will be presented to the City Council for approval in early Fall of 2026.
Taskforce will aim to have the following composition:
•Edmonds resident or Edmonds business owner
•Demonstrated interest in city finance, budgeting, service delivery, or public policy
•Relevant professional or lived experience
•Ability to attend monthly meetings and work constructively in a group
•Contribution to a mix of perspectives across varied demographics including age, housing
status, income background, and neighborhood/business sectors
Typical skills, interests, or experience in any of the following is desired:
1.Community Engagement & Public Policy Interest – A passion for civic involvement and
understanding of local government operations.
2.Budgeting & Financial Awareness – While a formal financial background is not required,
familiarity with personal or organizational budgeting is helpful.
3.Business or Economic Development Experience – Knowledge of local business challenges,
revenue generation, or economic sustainability.
4.Urban Planning & Development Insight – Awareness of land use, infrastructure, and growth
management issues affecting city finances.
5.Public Service & Nonprofit Experience – Prior involvement in local government, nonprofits, or
community boards.
6.Analytical & Problem-Solving Skills – Ability to assess data, evaluate potential solutions, and
consider long-term implications.
7.Diverse Community Representation – Voices from different sectors (residents, business
owners, educators, etc.) to ensure inclusive decision-making.
8.Collaboration & Consensus Building – Experience working in groups to balance competing
priorities and find common ground.
9.Strategic Thinking & Policy Development – Ability to think beyond immediate challenges and
contribute to sustainable financial strategies.
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10.Communication & Public Outreach Skills – Ability to engage with the broader community,
listen to concerns, and share key insights effectively.
Taskforce members will serve in a voluntary capacity and commit to actively participate in meetings and
discussions.
*Any current city employee, or contractor, relative or domestic partner of a current elected official or city
staff member, will not be eligible for the Fiscal Sustainability Task Force
III. Background
As a result of modest growth in other revenue sources, along with significant increases in the cost of
providing City services due to inflation and other factors, the City of Edmonds is currently facing a
significant challenge in maintaining a balanced operating budget. The City's revenues are not keeping up
with the increasing costs of conducting its operations, leading to a projected structural deficit.
To gain additional insights and input from the community regarding revenue generators and service trade-
offs, the City has decided to establish a Fiscal Sustainability Taskforce. This Taskforce will be responsible
for examining the City's operating budget, identifying the underlying issues, evaluating potential solutions,
and providing recommendations.
IV. Objectives
The objectives of the Fiscal Sustainability Taskforce are as follows:
1. Learn the basics of City finances, budgeting, and related policy considerations.
2. Gain an understanding of the City's financial forecast, including the causes and implications of
the projected fiscal gap.
3. Represent diverse viewpoints within the community and ensure equitable participation in
discussions.
4. Ensure transparency throughout the process.
5. Deliberate and develop a range of potential solutions to address the projected fiscal gap,
considering both short-term and long-term strategies.
6. Formulate a consensus recommendation on the ideal set of budget strategies that should be
included in the City’s fiscal sustainability plan for consideration.
7. Compile the findings, recommendations, and proposed solutions into an advisory report.
V. Roles and Responsibilities
1.Taskforce members: Each member will contribute actively by attending meetings and
participating in discussions. Members should offer their expertise and varied perspectives to
enrich the decision-making process.
2.City Council will lead on the process of Taskforce Recruitment and selection with city staff
support. City staff may also assist in the facilitation of meetings alongside the City’s
consultant group and help ensure adherence to the Taskforce objectives.
3.Baker Tilly Consultant: The consultant will lead the facilitation of meetings alongside City staff
and support the process as described in their scope of work, including helping to compile the
consensus recommendations of the FST for City Council’s consideration.
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1
4
6
1
TimeLine for Community Fiscal Task Force Establishment Approach
1) July 14th – Present and Discussion:
a. Draft of Charter
b. Proposed work plan/calendar
2) July 21st – Present And Discussion
a. Draft of Application
b. Selection Process - Each CM has a pick and provide recommendations based on
set criteria for the other 8 positions
c. Qualification / Criteria of Panel Make-Up (demographics) – TS to collect data and
comments and merge ideas for consensus
3) July 28th – Charter on Consent
a. Final draft of application
b. Final desired anatomy of the Task Force
c. Announcement of Application Opening
4) Application process to open July 30th – with press release and website page
5) Application window to close on August 17th at 5:00pm
6) Applications to CM’s on August 19th for CM’s primary nomination and remaining positions
7) August 21st each CM lists in order remaining applicants based on the agreed upon criteria
8) Task Force slate to be presented at September 8th meeting. Council will consider action to
Accept the Task Force slate
9) Task Force first meeting - TBD (mid-September or early October) with direction from Baker
Tilly
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City of Edmonds
Fiscal Sustainability Task Force
Dear Fiscal Sustainability Task Force Candidate,
Thank you for your interest and consideration for participation in the Fiscal Sustainability Task Force.
About the Task Force
The Fiscal Sustainability Task Force (FST) is an advisory body composed of community members tasked
with recommending strategies to help ensure the City of Edmonds’ long-term fiscal sustainability. Task
Force members will engage in learning, deliberation, and analysis, resulting in a set of short- and long-
term budget strategy recommendations for City Council’s consideration.
The Task Force will meet in person at least once per month, with an anticipated duration of
approximately 6–9 months (estimated start: Fall of 2026). Members serve in a voluntary capacity.
Meetings will be facilitated by Baker Tilly with support from City staff.
The City is seeking 11–15 members. No specific professional credentials are required. The Task Force
aims to include people with a range of experiences, backgrounds, and community connections —
including but not limited to expertise in finance, budgeting, public policy, business, urban planning,
nonprofits, and community engagement.
Applicant Criteria
Edmonds resident or Edmonds business owner
Demonstrated interest in city finance, budgeting, service delivery, or public policy
Relevant professional or lived experience
Ability to attend monthly meetings and work constructively in a group
Contribution to a mix of perspectives across varied demographics including age, housing
status, income background, and neighborhood/business sectors
Applications will be accepted from July 30 through August 17, 2026 at 5:00 PM. Chosen applicants are
anticipated to be notified by early Fall.
Eligibility Notice
The following individuals are not eligible to serve on the Fiscal Sustainability Task Force:
Current elected officials;
Current City employees or contractors; or
Relatives or domestic partners of a current elected official or City employee.
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City of Edmonds
Fiscal Sustainability Task Force
Application for Membership
_____________________________________________________________________________________
SECTION 1 — CONTACT INFORMATION
Full Name:
Physical Address:
City, State, Zip:
Email Address:
Daytime Phone:
Evening / Cell Phone:
_____________________________________________________________________________________
SECTION 2 — EDMONDS CONNECTION
The Task Force Charter requires that members be Edmonds residents or Edmonds business owners.
Please answer the following.
1. Do you currently reside within the Edmonds city limits?
□ Yes □ No
If yes, approximately how long have you lived in Edmonds?
□ Less than 2 years □ 2–5 years □ 6–10 years □ More than 10 years
2. Do you own or operate a business located within the Edmonds city limits?
□ Yes □ No
If yes, please briefly describe the business and your role:
3. Do you work in Edmonds for an employer other than a business you own?
□ Yes □ No
4. Please describe any other connection you have to the Edmonds community (e.g., civic involvement,
community organizations, local institutions):
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SECTION 3 — AVAILABILITY AND COMMITMENT
The Task Force Charter requires members to commit to attending at least one meeting per month, held
in person at Edmonds City Hall, anticipated to run from Fall 2026 through Spring 2027 (approximately 6–
9 months). Meeting dates will be confirmed with selected participants to identify the best schedule.
1. Can you commit to attending at least one evening meeting per month, preferably in person, at
Edmonds City Hall for the anticipated duration of the Task Force (approximately fall 2026 through Spring
2027)?
□ Yes □ No □ I have questions or limited availability — please explain below
If you selected “No” or “I have questions,” please explain:
2. Is there anything else about your availability or schedule the City should be aware of?
____________________________________________
SECTION 4 — BACKGROUND, SKILLS, AND INTEREST
Please provide a statement explaining your interest in serving on the Fiscal Sustainability
Taskforce. Please include any skills that you think would be valuable to the group such as a
passion for civic matters and community engagement; good communication / collaboration /
consensus building skills; strategic thinking; analytical skills; financial skills, ability to evaluate
efficiencies, experience working on committees, boards, or commissions.
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SECTION 5 — ELIGIBILITY CERTIFICATION AND SIGNATURE
Please read and CHECK all boxes that apply
I am not a current elected official.
I am not a current City of Edmonds employee or contractor.
I am not a relative or domestic partner of a current elected official or City of Edmonds employee.
The information I have provided in this application is true and complete to the best of my
knowledge.
Signature: ___________________________________ Date: ____________________
____________________________________________
Submission Instructions
Applications will be accepted from July 30 through August 17, 2026 at 5:00 PM. Chosen applicants are
anticipated to be notified by early Fall.
Please return this completed form to:
Teresa Simanton
Legislative Executive Assistant to the Edmonds City Council
Edmonds City Hall | 121 5th Avenue North | Edmonds, WA 98020
Email: Teresa.simanton@edmondswa.gov
Phone: 425.570.4400
For questions about the Task Force or the application process, please contact Teresa Simanton,
Legislative Executive Assistant to the Edmonds City Council at the above email and/or phone number.
*Please note: Public Records Notice: This application is a public record and may be subject to disclosure upon
request
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City of Edmonds
Fiscal Sustainability Task Force
Candidate Selection System Approach Recommendation
A practical scoring rubric will be utilized for reviewing applications to the task force. It is built to
support a transparent Council appointment process and to help Council assemble a group with local
connection, fiscal interest, and a balanced mix of perspectives, while keeping the scoring criteria
neutral and consistent.
Scoring rubric
Use a 100 point scale, with a minimum qualification screen first.
Criterion Points What to look for
Local Connection 20 Edmonds resident and/or Edmonds business owner
Interest in fiscal issues 20 Clear motivation to work on city budget, service,
tax, or sustainability questions
Relevant experience
or knowledge
20 Finance, accounting, budgeting, public
administration, economics, operations, service
delivery, or related expertise
Perspective diversity
contribution
15 Adds a viewpoint not already overrepresented in
the applicant pool, such as renter, homeowner,
lower-wage worker, small business owner, younger
adult, senior, neighborhood diversity, or service-
user perspective
Collaboration and
communication
10 Willingness to listen, deliberate respectfully, and
work toward consensus
Scoring scale
Use the same 0-5 scale for each criterion, then multiply the points assigned.
0 = No evidence
1 = Very limited evidence
2 = Some evidence
3 = Adequate evidence
4 = Strong evidence
5 = Exception evidence
For example, in an applicant scores 4/5 on “Relevant experience or knowledge” they receive 16 –
20 points
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Qualification screen
Legislative Executive Assistant will first confirm that the applicant:
Is a local resident or business owner
Has submitted the full application by the deadline
Is willing to serve for the full term and attend participation
Has no obvious conflict that would prevent constructive participation
Suggested reviewer guidance
To keep the process consistent, define what “good” looks like for each category.
Interest in fiscal issues
5 points: Specific, thoughtful explanation of why they want to help with budget/service
sustainability
3 points: General civic interest
1 point: Minimal explanation
Relevant experience or knowledge
5 points: Deep professional or volunteer experience in finance, budgeting, public service,
operations, or related analysis
3 points: Some relevant exposure
1 point: little to none, but still possibly useful if balanced by other strengths
Perspective diversity contribution
5 points: Brings a clearly different perspective from most other applicants and helps broaden
the group’s lived experience
3 points: Some scheduling limitations, but still workable
1 point: Unclear to significant limitations
How to use it
A strong workflow is
1. Council Executive Assistant checks applications for qualification
2. Each Councilmember chooses their primary selection
3. Councilmembers score all remaining applications independently using the same rubric
4. Each Councilmember prepares a ballot that ideally balances the final membership across
the scoring criterion
5. Council approves the final slate of the task force members in open session
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Selection Process Overview
The method used to nominate and appoint members for the larger task force is a point-based
evaluation system. Councilmembers assess eligible applicants using the agreed-upon scoring rubric,
and those scores determine the final slate.
Benefits of this approach:
• Allows councilmembers to evaluate multiple applicants for the task force
• Encourages diverse viewpoints
It catches the broader Council preference
Straightforward scoring process that is easy for the public to understand
Task Force Appointment Process
Primary Selection
Each councilmember chooses one eligible applicant as their primary selection. The order in which these
primary selections are submitted to the Legislative Executive Assistant to Council will determine
priority. If a councilmember submits a duplicate primary choice, they will be notified and asked to
choose a different applicant. This ensures every councilmember has one unique primary selection.
Ballot Format
Councilmembers complete a ballot listing all remaining eligible applicants. Each applicant receives a
unique score, with no skipped or duplicated numbers.
Scoring Process
Once the seven primary applicants have been identified, each councilmember assigns the scoring
rubric to the remaining eligible applicants. If more than eight eligible applicants remain, scoring begins
with the total number of applicants as the highest score and descends accordingly. Points from all
seven ballots are summed for each applicant, and applicants are ordered from highest total score to
lowest.
The Legislative Executive Assistant to Council will total the points by applicant across all ballots. Final
placement will be determined by overall score.
Selection Order
Applicants are placed in order based on their total scores by the Legislative Executive Assistant to
Council. If fewer than eight positions are being filled, the top-scoring applicants are selected in order
until all available seats are filled.
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Tiebreak Rule
If two or more applicants have identical total scores, the tie will be broken based on which applicant
received more higher-value placements on councilmember ballots. If the tie persists, the Legislative
Executive Assistant to Council will resolve it through a random draw.
The final slate of up to 15 applicants will be presented at a future council meeting for
approval.
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City Council Agenda Item 8.6
July 28, 2026 - Regular Meeting
TITLE:Joint Resolution of Edmonds and Mountlake Terrace City
Councils - Requesting Snohomish County 2027/2028 Biennium
REET (Second Reading)
DEPARTMENT:City Council Office
PRESENTER:N/A
NEEDED FROM COUNCIL:Informational
RECOMMENDATION:Full council on the July 28, 2026 consent agenda
BUDGET:
Total Dollar Amount:0 ☐ Approved in Budget
Fund(s):N/A ☐ Budget Reallocation Required
☒ No Budget Impact
PROBLEM/ISSUE STATEMENT:
This Resolution has two intents: 1) to layer support from the cities’ legislative branches for
those County REET grant requests that may be submitted by each city’s administrations, and 2)
to broaden awareness of the at-risk status of pools in South Snohomish County/ North King
County and our need for support from the counties and other partners (school districts/ ports/
etc.) to retain and plan for the existence of these amenities in the future
CONTEXT, ANALYSIS, & ALTERNATIVES:
A formalized Regional Aquatics Task Force (see attached Resolution for makeup) has been
working on the issue of current and future pool access since July of 2025.
Snohomish County REET funds were identified by the task force as a potential short term
funding source for area pools. The administrations of both Edmonds and Mountlake Terrace are
submitting REET requests through the formal granting process set up by the County Council.
This Resolution was initiated by Vivian Olson (who, along with Dir Feser, is representing
Edmonds on the task force). There has since been collaboration on it with Dir Feser and Deputy
City Manager Carolyn Hope of Mountlake Terrace (MLT). MLT has the intent to have this on
their council agenda for action on July 23, 2026
RECOMMENDATION:
Full council on the July 28, 2026 consent agenda
BUDGET IMPACTS:
None
ITEM HISTORY:
Item 8.6
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This is a new proposed resolution
ADDITIONAL INFORMATION:
ATTACHMENTS:
None
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RESOLUTION NO. ____
A RESOLUTION OF THE CITIES OF EDMONDS AND MOUNTLAKE
TERRACE, WASHINGTON, REQUESTING FUNDING FROM
SNOHOMISH COUNTY TO SUPPORT REGIONAL AQUATICS IN
SOUTH SNOHOMISH COUNTY.
WHEREAS, water safety, skill-building, community-building, and both mental and physical
health benefits of neighborhood pool use are well accepted; and
WHEREAS, water safety skills are essential in our state, which is surrounded by water and
where we are ranked 9th in the nation for drownings; and
WHEREAS, school and community swim teams need pools in which to train and compete;
and
WHEREAS, adults also enjoy competitive swimming, aquatics exercise, and aquatic
therapy; and
WHEREAS, Snohomish County has four public pools including Snohomish Aquatic Center,
Lynnwood Recreation Center, Edmonds Yost Pool, and Mountlake Terrace Recreation Pavilion;
and while there are other pools open to the public, these pools are at capacity and have wait lists
for aquatics programs; and
WHEREAS, City-owned pools including the Edmonds Yost Pool (opened in 1971) and the
Mountlake Terrace Recreation Pavilion (opened in 1968) are at end-of-life and will be needing
replacement soon; and
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WHEREAS, the capital and operating costs of aquatic facilities are a financial challenge
that individual cities may be incapable of surmounting without assistance; and
WHEREAS, if Edmonds’ Yost Pool and Mountlake Terrace’s Recreation Pavilion were to
close, only one public aquatics facility (in Lynnwood) would be available to the residents of South
Snohomish County; and
WHEREAS, the Lynnwood facility alone would not be able to meet the aquatics needs of
our current residents or for the growth expected in the region, especially with the closure of the
Shoreline Pool in 2020; and
WHEREAS, representatives of concerned South Snohomish County cities (Edmonds,
Mountlake Terrace, Brier) and North King County cities (Shoreline, Lake Forest Park) and other
stakeholders (such as the school districts) have been meeting monthly for the greater part of a
year to seek solutions to replace, repair, and grow our aquatics facilities to maintain our level of
service with our current populations and meet future demands with the anticipated growth in
the region; and
WHEREAS, the Snohomish County Executive and Snohomish County Council have
determined that it is consistent with the Parks and Recreation element of the County’s
Comprehensive Plan and is in the public interest to partner with Snohomish County cities to
increase recreational opportunities and facility capacity; and
WHEREAS, Snohomish County’s Amended Ordinance 24-081 included $1,600,000 REET II
funds, collected pursuant to 82.46 RCW, to be distributed evenly among the 5 council districts;
and
WHEREAS, similar funding and distribution is anticipated in the upcoming biennium;
Item 8.6
Packet pg. 167/206
NOW, THEREFORE, THE CITY COUNCILS OF EDMONDS AND MOUNTLAKE TERRACE,
WASHINGTON, HEREBY RESOLVE AS FOLLOWS:
Section 1. For the reasons stated above, the Cities request to receive the full allotment
of Snohomish County District 3 and District 4 REET funds, respectively, in the 2027/2028
biennium to contribute to capital facilities project work related to Edmonds Yost Pool and the
Mountlake Terrace Recreation Pavilion, thus supporting continued access to aquatic recreation
and athletics in South Snohomish County.
Section 2. The Cities request Snohomish County Parks, Recreation, and Tourism
Department to evaluate funding options to support aquatics and recreation facilities across the
county.
CITY OF EDMONDS CITY OF MOUNTLAKE TERRACE
Mike Rosen, Mayor Steve Woodard, Mayor
ATTEST/AUTHENTICATE:ATTEST/AUTHENTICATE:
Luke Lonie, City Clerk Jennifer Joki, City Clerk
FILED WITH THE EDMONDS CITY CLERK:JULY 21, 2026
PASSED BY THE EDMONDS CITY COUNCIL:INSERT DATE
RESOLUTION NO:XXXX
Item 8.6
Packet pg. 168/206
City Council Agenda Item 9.1
July 28, 2026 - Regular Meeting
TITLE:DRAFT ORDINANCE AMENDING THE UTILITY TAX RATES IN ECC
3.20.050 (First Reading)
DEPARTMENT:Finance
PRESENTER:Kisha Post
NEEDED FROM COUNCIL:Action
RECOMMENDATION:Adopt the Ordinance amending the Utility Tax Rates in ECC
3.20.050
BUDGET:
Total Dollar Amount:2027 +$1,572,000 2028
+$3,206,000
☐ Approved in Budget
Fund(s):General Operating Fund
(001)☐ Budget Reallocation Required
☒ No Budget Impact to current
budget
PROBLEM/ISSUE STATEMENT:
The current temporary Utility Tax expires June of 2027. Current forecast for the 2027-
2028 Biennium Budget shows a shortfall in revenues to expenses of $4.6M in 2027. The Utility
Tax could provide additional revenue and cash flow to reduce this shortfall.
CONTEXT, ANALYSIS, & ALTERNATIVES:
In 2025 Council implemented a 18 month temporary Utility Tax rate increase from 10% to
20% to provide revenue and cash flow to the General Fund (001). We would like to review
with Council the impact and options around extending the Utility Tax rate increase
Water, Sewer and Storm Taxes
•Current Tax Rate: 20% (temporarily until June of 2027)
•Implementing the Temporary Utility Tax represented $3.26M in budgeted revenue in
2026.
•Proposal:
o Continue 20% utility tax rate until such a time that the Council elects to change
the tax rate.
•Impact:
o 2027 +$1,572,000
o 2028 +$3,206,000
o 1% of Utility Tax is +$320,000
Solid Waste Taxes
•Current Tax Rate: 6%
•Impact:
Item 9.1
Packet pg. 169/206
o 1% is approximately +$63,000/year
Alternative Options to Consider
•Allow the temporary increase to expire June 30, 2027
•Extend the current rate through December 31, 2028
•Remove the scheduled expiration; future Council action could modify the rate
– RECOMMENDED
•Council can choose to change the tax rate either temporarily or permanently to any tax
rate
RECOMMENDATION:
Adopt the Ordinance amending the Utility Tax Rates in ECC 3.20.050
BUDGET IMPACTS:
Extending the temporary Utility Tax would provide additional revenue to reduce the
current shortfall forecasted in the General Fund (001).
ITEM HISTORY:
•Temporary utility tax increase is scheduled to expire June 30, 2027.
•During the July 8 Council workshop, Council expressed interest in understanding the
financial impact of a potential extension.
•During July Finance Committee Meeting options related Utility Taxes, including Solid
Waste, were discussed and were requested to move to full Council.
•Administration has modeled the impact of the scheduled expiration compared with
maintaining the current tax rate.
•Purpose today: Review the analysis and recommendation of Administration for
adoption.
ADDITIONAL INFORMATION:
ATTACHMENTS:
•DRAFT ORDINANCE AMENDING THE UTILITY TAX RATES IN ECC 3.20.050
•Council 7-28-2026 Utility Tax Extension Presentation
Item 9.1
Packet pg. 170/206
Utility Tax Extension
Item 9.1
Packet pg. 171/206
Purpose
•Temporary utility tax increase is scheduled to expire June 30, 2027.
•During the July 8 Council workshop, Council expressed interest in
understanding the financial impact of a potential extension.
•During July Finance Committee Meeting options related Utility Taxes,
including Solid Waste, were discussed and were requested to move to
full Council.
•Administration has modeled the impact of the scheduled expiration
compared with maintaining the current tax rate.
•Purpose today:Review the analysis and recommendation of Administration for adoption.
Item 9.1
Packet pg. 172/206
Financial Stability: A Longer-Term Process
2026-Mid-2027
•Baker Tilly Analysis
•Community Task Force Work
•Continued Financial Planning
Mid-2027
•Evaluate Recommendataions
•Take Action to Move Forward Long-Term Solitions
2028
•Consideration of Any Revenue Options Requiring Voter Approval
2029
•Earliest New Voter Approved
Revenue Could Begin
Long-term solutions require time to evaluate, develop, and implement.
The temporary utility tax is currently scheduled to expire before that work is expected to
be complete.
Item 9.1
Packet pg. 173/206
Quick Facts
•Water, Sewer and Storm Taxes
•Current Tax Rate: 20% (temporarily until June of 2027)•Implementing the Temporary Utility Tax represented $3.26M in budgeted revenue in 2026.•Proposal:
•Continue 20% utility tax rate until such a time that the Council elects to change the tax rate.•Impact:
•2027 +$1,572,000•2028 +$3,206,000•1% of Utility Tax is +$320,000
•Solid Waste Taxes
•Current Tax Rate: 6%•Impact:
•1% is approximately +$63,000/year
Item 9.1
Packet pg. 174/206
Strategic Outlook:
Impact of Utility
Tax Expiration
CURRENT
2026 2027 2028 2029 2030
Mod. Budget Outlook Outlook Outlook Outlook
Beginning Fund Balance (2,046,624) 1,583,955 30,981 (4,953,021) (11,903,211)
Revenue
Property Taxes 11,713,393 11,830,527 11,948,832 12,068,321 12,189,004
Retail Sales Taxes 12,200,000 12,444,000 12,693,000 12,947,000 13,206,000
Other Sales Taxes 2,000,000 2,040,000 2,081,000 2,123,000 2,165,000
Utility Taxes 10,852,016 9,714,000 8,531,000 8,872,000 9,227,000
Other Taxes 370,100 378,000 386,000 394,000 402,000
Licenses/Permits/Franchise 1,925,050 2,021,000 2,122,000 2,228,000 2,339,000
Construction Permits 40,000 48,000 50,000 53,000 56,000
Grants 140,653 141,000 141,000 141,000 141,000
State Revenues 1,108,000 1,108,000 1,108,000 1,108,000 1,108,000
Charges for Goods & Services 3,119,783 3,213,000 3,309,000 3,408,000 3,510,000
Interfund Service Charges 4,613,564 4,844,000 5,086,000 5,239,000 5,396,000
Fines & Forfeitures 2,888,000 2,917,000 2,946,000 2,975,000 3,005,000
Miscellaneous Revenues 838,381 855,000 872,000 889,000 907,000
Interfund Loan - - - - -
Transfers 50,000 40,000 40,000 40,000 40,000
Other Financing Sources
Total Revenues 51,858,940 51,593,527 51,313,832 52,485,321 53,691,004
Revenue % Change YOY 2%-1%-1%2%2%
Expenditures
Labor 24,396,229 25,616,000 26,897,000 28,242,000 29,654,000
Benefits 8,560,390 9,431,000 10,380,000 11,314,000 12,332,000
Supplies 662,584 712,000 763,000 786,000 810,000
Services 12,712,317 15,485,501 16,716,325 17,552,000 18,430,000
Capital 6,000 6,000 6,000 6,000 6,000
Debt Service 4,215,841 4,246,000 885,510 885,510 885,510
Transfers 675,000 650,000 650,000 650,000 650,000
Total Expenses 51,228,361 56,146,501 56,297,835 59,435,510 62,767,510
Expense % Change YOY -6%10%0%6%6%
YE Period Adjustment Estimate 3,000,000 3,000,000
Change in Ending Fund Balance 3,630,579 (1,552,974) (4,984,002) (6,950,189) (9,076,506)
Ending Fund Balance 1,583,955 30,981 (4,953,021) (11,903,211) (20,979,717)
Total Revenues 51,858,940 51,593,527 51,313,832 52,485,321 53,691,004
Total Expenditures 51,228,361 56,146,501 56,297,835 59,435,510 62,767,510
Revenues Less Expenditures 630,579 (4,552,974) (4,984,002) (6,950,189) (9,076,506)
General Fund (001)
2027-2032 Strategic Outlook
Item 9.1
Packet pg. 175/206
Strategic Outlook:
Impact of Utility
Tax Expiration
EXTENDED
2026 2027 2028 2029 2030
Mod. Budget Outlook Outlook Outlook Outlook
Beginning Fund Balance (2,046,624) (1,416,045) (4,397,019) (6,175,021) (9,791,211)
Revenue
Property Taxes 11,713,393 11,830,527 11,948,832 12,068,321 12,189,004
Retail Sales Taxes 12,200,000 12,444,000 12,693,000 12,947,000 13,206,000
Other Sales Taxes 2,000,000 2,040,000 2,081,000 2,123,000 2,165,000
Utility Taxes 10,852,016 11,286,000 11,737,000 12,206,000 12,694,000
Other Taxes 370,100 378,000 386,000 394,000 402,000
Licenses/Permits/Franchise 1,925,050 2,021,000 2,122,000 2,228,000 2,339,000
Construction Permits 40,000 48,000 50,000 53,000 56,000
Grants 140,653 141,000 141,000 141,000 141,000
State Revenues 1,108,000 1,108,000 1,108,000 1,108,000 1,108,000
Charges for Goods & Services 3,119,783 3,213,000 3,309,000 3,408,000 3,510,000
Interfund Service Charges 4,613,564 4,844,000 5,086,000 5,239,000 5,396,000
Fines & Forfeitures 2,888,000 2,917,000 2,946,000 2,975,000 3,005,000
Miscellaneous Revenues 838,381 855,000 872,000 889,000 907,000
Interfund Loan - - - - -
Transfers 50,000 40,000 40,000 40,000 40,000
Other Financing Sources
Total Revenues 51,858,940 53,165,527 54,519,832 55,819,321 57,158,004
Revenue % Change YOY 8%3%3%2%2%
Expenditures
Labor 24,396,229 25,616,000 26,897,000 28,242,000 29,654,000
Benefits 8,560,390 9,431,000 10,380,000 11,314,000 12,332,000
Supplies 662,584 712,000 763,000 786,000 810,000
Services 12,712,317 15,485,501 16,716,325 17,552,000 18,430,000
Capital 6,000 6,000 6,000 6,000 6,000
Debt Service 4,215,841 4,246,000 885,510 885,510 885,510
Transfers 675,000 650,000 650,000 650,000 650,000
Total Expenses 51,228,361 56,146,501 56,297,835 59,435,510 62,767,510
Expense % Change YOY -6%10%0%6%6%
YE Period Adjustment Estimate 3,000,000 3,000,000
Change in Ending Fund Balance 630,579 (2,980,974) (1,778,002) (3,616,189) (5,609,506)
Ending Fund Balance (1,416,045) (4,397,019) (6,175,021) (9,791,211) (15,400,717)
Total Revenues 51,858,940 53,165,527 54,519,832 55,819,321 57,158,004
Total Expenditures 51,228,361 56,146,501 56,297,835 59,435,510 62,767,510
Revenues Less Expenditures 630,579 (2,980,974) (1,778,002) (3,616,189) (5,609,506)
Strategic Outlook 2027-2032
As Proposed in Draft Ordinance
Item 9.1
Packet pg. 176/206
Projected General Fund Cash Balance by
Utility Tax Scenario
1,385,089
(3,172,411)
(8,156,811)
(1,597,211)
(3,373,111)
(10,000,000)
(8,000,000)
(6,000,000)
(4,000,000)
(2,000,000)
-
2,000,000
Jan
2027
Feb
2027
Mar
2027
Apr
2027
May
2027
Jun
2027
Jul
2027
Aug
2027
Sep
2027
Oct
2027
Nov
2027
Dec
2027
Jan
2028
Feb
2028
Mar
2028
Apr
2028
May
2028
Jun
2028
Jul
2028
Aug
2028
Sep
2028
Oct
2028
Nov
2028
Dec
2028
Utility Tax Expires June 2027 Extended Utility Tax
•Extending the utility tax reduces, but does not
eliminate, the projected General Fund imbalance.
•Consistent monthly utility tax revenue helps support
cash flow between major property tax collection
periods.
•Additional expenditure and/or revenue actions will
still be necessary under either scenario.
Item 9.1
Packet pg. 177/206
Role of the Utility Tax in Financial Stability
•Reduces the structural gapMaintaining the revenue reduces the difference between ongoing General Fund revenues and expenditures.
•Supports cash-flow stabilityUtility tax revenues are received more consistently throughout the year, helping offset the impact of Property Tax’s concentrated collection patterns.
•Provides time for longer-term solutionsMaintaining the revenue while broader financial strategies are evaluated reduces the size of the remaining problem that future actions must address.
An extension would be one component of a broader
financial stability strategy, not a standalone solution.
*Does not address rebuilding reserves
Item 9.1
Packet pg. 178/206
Recommendation from Administration
•Continue current Water, Sewer and Storm utility tax at a rate of
20% until such a time that the Council elects to change the tax
rate.
Item 9.1
Packet pg. 179/206
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON,
AMENDING THE UTILITY TAX RATES IN ECC 3.20.050, REPEALING
THE SUNSET PROVISION OF ORDINANCE NO. 4415, AND
PROVIDING FOR ONGOING REVIEW
WHEREAS, the City of Edmonds faces structural fiscal challenges that require a
comprehensive, community-informed approach to achieve long-term fiscal sustainability; and
WHEREAS, at a February 6, 2026 Council retreat, the Mayor, City Council, and City
Directors identified financial stability and economic development as key priorities and committed
to adhering to Government Finance Officers Association budget planning principles; and
WHEREAS, the City has engaged Baker Tilly Advisory Group to conduct a three-phase fiscal
sustainability engagement, including developing a 10-year long-range financial forecast covering
the General, Capital Improvement, and Enterprise funds; identifying and recommending budget
strategies across expenditure controls, service delivery alternatives, revenue enhancements, and
service reductions; and facilitating a community-based Fiscal Sustainability Task Force to develop
consensus recommendations for the City Council; and
WHEREAS, on July 14, 2026, the City Council adopted the Fiscal Sustainability Task Force
Charter and Workplan, and the Task Force is anticipated to convene in Fall 2026 and complete
its work over a period of approximately nine months; and
Item 9.1
Packet pg. 180/206
WHEREAS, the utility tax rates for water, sewer, and stormwater services are currently
set at 20 percent under ECC 3.20.050, as amended by Ordinance No. 4415, and the City Council
has determined that those rates should continue at 20 percent while the fiscal sustainability
analysis and community engagement process are completed; and
WHEREAS, the City Council intends to evaluate and, in its discretion, adjust the utility tax
rates established by this ordinance in light of the findings and recommendations of the Fiscal
Sustainability Task Force, the Baker Tilly Advisory Group engagement, and other new information
or changed circumstances that might be relevant to the City Council’s evaluation; NOW,
THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. Repealer. Section 2 of Ordinance No. 4415, entitled "Sunset," is hereby
repealed.
Section 2. Ongoing Review. The utility tax rates established and continued by this
ordinance shall remain in effect pending the City Council's review and consideration of the
findings and recommendations of the Fiscal Sustainability Task Force, the Baker Tilly Advisory
Group engagement, and other new information or changed circumstances that might be relevant
to the City Council’s evaluation. The City Council shall evaluate these rates in light of those
findings and recommendations and may, in its discretion, modify, continue, or repeal any of the
utility tax rates set forth in ECC 3.20.050 as it deems appropriate.
Section 3. 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.
Item 9.1
Packet pg. 181/206
Section 4. Effective Date. This ordinance is subject to referendum as set forth in RCW
35.21.706. Any person may file a referendum petition with the City Clerk within seven (7) days
after the passage of this ordinance. In the event that such a petition is filed, the City Clerk shall,
within ten (10) days, confer with the petitioner regarding the form and style of the petition,
secure an accurate, concise, and positive ballot title from the City Attorney, and assign an
identification number to the petition. The petitioner shall have thirty days in which to secure the
signatures of not less than fifteen percent of the registered voters of the city, as of the last
municipal general election, upon petition forms which contain the ballot title and the full text of
the measure to be referred. This ordinance shall take effect on October 1, 2026, unless a timely
referendum petition is filed, in which case the effective date shall be suspended until the
referendum petition is found to be insufficient or the ordinance is approved by the voters at an
election.
APPROVED:
MAYOR, MIKE ROSEN
ATTEST/AUTHENTICATE:
CITY CLERK, LUKE LONIE
Item 9.1
Packet pg. 182/206
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
BY
JEFF TARADAY
FILED WITH THE CITY CLERK:JULY 28, 2026
PASSED BY THE CITY COUNCIL:INSERT DATE
PUBLISHED:INSERT DATE
EFFECTIVE DATE:INSERT DATE
ORDINANCE NO:XXXX
Item 9.1
Packet pg. 183/206
SUMMARY OF ORDINANCE NO. ____
of the City of Edmonds, Washington
On the ____ day of ________, 2026, 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, AMENDING THE
UTILITY TAX RATES IN ECC 3.20.050, REPEALING THE SUNSET PROVISION OF
ORDINANCE NO. 4415, AND PROVIDING FOR ONGOING REVIEW
The full text of this Ordinance will be mailed upon request.
DATED this ____ day of _______, 2026.
CITY CLERK, LUKE LONIE
Item 9.1
Packet pg. 184/206
City Council Agenda Item 9.2
July 28, 2026 - Regular Meeting
TITLE:Updated Preliminary Fiscal Analysis of Potential Esperance
Annexation (Third Reading)
DEPARTMENT:Planning and Development Services
PRESENTER:Mike Clugston and Brad Shipley
NEEDED FROM COUNCIL:Input
RECOMMENDATION:No decision to initiate or approve annexation is requested at this
meeting. Staff recommends that Council:
•Receive BERK’s updated Esperance annexation financial
assessment;
•Provide direction on whether staff should continue
evaluating full and phased annexation alternatives; and
•Identify any remaining information Council would like
addressed before staff returns with a recommended
strategy and process.
BUDGET:
Total Dollar Amount:TBD ☐ Approved in Budget
Fund(s):General Fund;
Transportation-related
funds; Stormwater
Utility Fund; Parks and
applicable capital funds
☒ Budget Reallocation Required
☐ No Budget Impact
PROBLEM/ISSUE STATEMENT:
Esperance is an approximately 464-acre unincorporated area located within the Edmonds urban
growth area. BERK estimates that the area currently includes approximately 4,483 residents,
1,791 housing units, $1.36 billion in 2026 taxable value, and 25.3 centerline miles of streets,
excluding state roads. The area's population is approximately 10.3 percent of the current
Edmonds population, while its estimated employment base represents approximately 1.3
percent of jobs in the City.
On July 14, 2026, Council received BERK’s initial presentation and requested clarification
regarding the cost of potential staffing increases, eligibility and timing for the annexation sales
and use tax credit, capital and service-level assumptions, and the potential financial effect on
Esperance residents. BERK has revised the presentation and supporting tables to address those
questions and to more clearly distinguish the modeled scenarios.
Item 9.2
Packet pg. 185/206
The updated analysis continues to show a positive General Fund outlook under the assumptions
modeled. However, the result remains preliminary and highly sensitive to how operating costs,
staffing and service levels, utility revenues, infrastructure condition, and future capital
obligations are treated. The City has not decided whether to pursue annexation.
CONTEXT, ANALYSIS, & ALTERNATIVES:
Updated General Fund Results
The City retained BERK Consulting to evaluate the potential fiscal impacts of annexing the
Esperance area into the City of Edmonds. BERK has updated their updated preliminary financial
assessment (Attachment 1) evaluating projected General Fund revenues and costs,
transportation revenues, and selected capital impacts over short- and long-term periods.
BERK’s updated analysis now presents General Fund revenues and costs separately and
evaluates an additional staffing scenario. The limited-staff scenario assumes 7.75 additional
FTE: 1.0 Public Works FTE, 1.75 Parks and Recreation FTE, four police officers, and one police
support FTE. The net result remains positive under this scenario, but the updated presentation
also recognizes that service and responsiveness impacts are unknown if the City attempts to
absorb the added population with no or minimal staffing increase.
These results should be interpreted cautiously. These figures should not be interpreted as
guaranteed new General Fund capacity. BERK’s General Fund cost model includes only costs
identified as related to population growth or police staff growth; it does not proportionally
allocate all existing City expenditures or establish the full cost of maintaining current City
service levels in the annexation area.
Utility-Tax and Revenue Assumptions
In response to Council’s July 14 question, the updated presentation identifies the 20 percent-in-
Year-1 and 10-percent-thereafter assumption as the primary long-term scenario and shows a
constant 20 percent scenario separately. Utility revenues also assume payments from Olympic
View Water and Sewer District for customers annexed into Edmonds under the existing
interlocal agreement. Because this assumption materially affects the projected net result, staff
will continue to confirm the applicable rate, timing, and interlocal revenue treatment before
relying on the estimates for decision-making.
Annexation Sales and Use Tax Credit
RCW 82.14.415 authorizes a qualifying city to impose a sales and use tax credited against the
state tax to offset the cost of providing municipal services to a newly annexed area. For an
annexation area with a population greater than 2,000 and less than 10,000, the maximum rate
is 0.1 percent. Revenue may be used only to provide, maintain, and operate municipal services
Item 9.2
Packet pg. 186/206
for the annexation area, and the tax may continue for no more than 10 years.
Importantly, the statute requires the City Council to determine that the projected annual cost
of municipal services exceeds the projected general revenue received from the annexation
area. Annual distributions are limited to the City's actual service-cost gap and stop when the
certified annual threshold amount is reached. A city may not begin imposing the tax after July 1,
2028. BERK estimates that a 0.1 percent rate could generate a theoretical maximum of
approximately $1.26 million in Year 1 based on estimated citywide taxable sales.
The updated presentation distinguishes the theoretical maximum credit from the amount the
City may actually receive. Distribution is contingent on the City’s true and actual annual
municipal-service costs exceeding general revenues from the annexation area and stops when
the annual threshold is reached. Because the current preliminary model shows positive net
General Fund results, limited or no credit revenue may be available. Staff is therefore not
treating the credit as an assured funding source. Additional legal and financial review remains
necessary regarding whether major capital obligations, such as work on the 84th Avenue W
bridge, qualify as municipal-service costs for purposes of the credit.
Capital and Infrastructure Considerations
Capital costs remain one of the areas of greatest uncertainty in the analysis. BERK's preliminary
methodology uses City per-capita capital investment as a starting point and applies adjustment
factors for Esperance rather than relying on project-level engineering or condition assessments.
BERK's review also notes that Snohomish County currently identifies no transportation projects
within Esperance in its annual construction program, six-year Transportation Improvement
Program, or Comprehensive Plan Transportation Element. The analysis identifies the 84th
Avenue W bridge as a continuing area of concern and notes that the County has rated the
bridge in "Fair" condition.
These estimates should not be interpreted as a complete assessment of deferred maintenance
or the cost of bringing existing County assets to City standards. Staff is continuing to evaluate
transportation, stormwater, park, and other infrastructure conditions and to identify whether
additional due diligence or capital cost estimates are warranted before Council considers
proceeding with annexation.
Cost to Esperance Residents
The updated presentation adds a comparison of typical annual impacts to Esperance residents.
It indicates a minimal change in property tax and higher sales-tax, stormwater, and
water/sewer costs after annexation. The presentation should be treated as a planning-level
comparison because actual household impacts will vary by property value, consumption, utility
provider, and future City policy.
Item 9.2
Packet pg. 187/206
Potential Phasing and Strategic Alternatives
To support additional analysis, BERK divided Esperance into two potential annexation areas:
1. Area 1, shown in green on Attachment 2, includes approximately 252 acres, 2,047
residents, and $754.2 million in taxable value.
2. Area 2, shown in yellow, includes approximately 212 acres, 2,436 residents, and $607.1
million in taxable value.
The division of Esperance into two areas is an analytical tool and is not currently a staff
recommendation regarding annexation boundaries or sequencing. Staff is evaluating whether
phased annexation could better align the timing of additional population and infrastructure
responsibilities with City service capacity and financial conditions.
RCW 35A.14.296 allows Snohomish County and the City to jointly initiate an interlocal
annexation process and to include phased annexation, with a separate annexation ordinance
for each phase. Council may direct staff to continue evaluating one or more of the following
approaches:
•Annexation of the full Esperance area;
•Phased annexation using the two analytical areas or other appropriate boundaries; or
•No further action toward annexation at this time.
Next Steps
If Council directs continued evaluation, staff will work with BERK and affected departments to
validate the General Fund cost methodology; refine staffing and service-level assumptions;
assess major transportation, stormwater, park, and other capital risks; clarify sales-tax-credit
eligibility; and compare full and phased annexation alternatives. Staff would return to Council
with updated analysis and a recommended strategy before requesting initiation of an
annexation process.
If the City ultimately chooses to proceed under RCW 35A.14.296, additional Council action and
coordination with Snohomish County would be required. The County and City must agree on
the proposed boundaries and effective date through an interlocal agreement, and public
hearings are required before the agreement is executed and annexation is effectuated by
ordinance.
RECOMMENDATION:
No decision to initiate or approve annexation is requested at this meeting. Staff recommends
that Council:
•Receive BERK’s updated Esperance annexation financial assessment;
•Provide direction on whether staff should continue evaluating full and phased
annexation alternatives; and
•Identify any remaining information Council would like addressed before staff returns
with a recommended strategy and process.
Item 9.2
Packet pg. 188/206
BUDGET IMPACTS:
If annexation is pursued, the action could have significant future impacts to the General Fund
and applicable transportation, stormwater, parks, and capital funds. BERK's current analysis
indicates a preliminary positive General Fund cash flow outlook under the assumptions
modeled; however, the analysis remains subject to refinement of operating cost, staffing, utility
tax, and capital assumptions, and does not account for service level reductions, however
modest those might be.
The preliminary results should not be used as the basis for future City budgeting until the fiscal
analysis and service-cost assumptions are further evaluated.
ITEM HISTORY:
This is a discussion that has been taking place for sixty years. During that period, Esperance
residents voted against annexation five times, with the most recent vote in 2005. Recently, a
group of Esperance residents have reached out to county and city officials expressing interest in
advancing annexation.
The City has studied potential annexation of the Esperance area at various times over the last
several decades. In 2026, the City initiated an updated fiscal review to evaluate the potential
operating and capital impacts using current City financial information and to consider the
annexation sales and use tax credit authorized under RCW 82.14.415.
BERK Consulting was retained to complete Phase 1 of the annexation analysis. The scope
includes an assessment of Esperance characteristics, short- and long-term fiscal impacts, capital
needs, service transition and phasing considerations, property-owner impacts, and
development of a fiscal model. A subsequent phase focused on community engagement and
annexation process support would occur only if the City elects to move forward.
On July 14, 2026, Council received BERK’s initial preliminary findings and requested additional
clarification regarding utility-tax assumptions, staffing costs, the sales-tax-credit deadline and
eligibility, and resident tax and fee impacts.
ADDITIONAL INFORMATION:
ATTACHMENTS:
Attachment 1: Edmonds Annexation Study – Updated Financial Assessment
Item 9.2
Packet pg. 189/206
Edmonds Annexation Study
July 28, 2026
Item 9.2
Packet pg. 190/206
2
Esperance Area Metrics
Key Characteristics Value
Esperance Total Area 464 Acres (8.1% of Edmonds area)
Taxable Value (2026)$1,361,325,114
Population (2025)4,483 (10.3% of Edmonds)
Housing Units (2025)1,791 (9.2% of Edmonds)
Jobs (2024)190 (1.3% of Edmonds)
Population Target (2044)792
Housing Unit Target (2044)474
Job Capacity 76
Street Centerline Miles
(excluding state roads)
25.3
Item 9.2
Packet pg. 191/206
3
Two Potential
Annexation Areas
Key Characteristics Area 1 (Green)Area 2 (Yellow)
Esperance Total Area 252 Acres 212 Acres
Taxable Value (2026)$754,190,249 $607,134,865
Population (2025)2,047 2,436
Housing Units (2025)818 973
Jobs (2024)134 56
Population Target (2044)362 430
Housing Unit Target (2044)216 258
Job Capacity 54 22
Street Centerline Miles
(excluding state roads)
14.1 miles 11.2 miles
Item 9.2
Packet pg. 192/206
4
General Fund – Revenue Detailed Overview
(All of Esperance)
Revenue Results – General Fund
Property Tax Sales Tax 20% Y1 for utilities,
then 10%
Existing
New
Construction Retail New Construction Utilities*
Licenses &
Permits Intergovernmental Charges
Other
Revenues
Total
Revenue
Year 1 $908,000 $10,000 $283,000 $143,000 $1,193,000 $251,000 $193,000 $586,000 $295,000 $3,862,000
Year 1-5 $4,630,000 $52,000 $1,498,000 $808,000 $5,364,000 $1,411,000 $1,022,000 $3,163,000 $1,558,000 $19,505,000
Year 6-15 $9,980,000 $116,000 $3,780,000 $2,522,000 $14,661,000 $4,373,000 $2,527,000 $8,432,000 $3,854,000 $50,245,000
* Utility revenues assume Olympic View Water and Sewer District payments for customers annexed into Edmonds, per the City’s interlocal agreement
Item 9.2
Packet pg. 193/206
5
Cost Detailed Overview – **No Staff Increase** (All of Esperance)
Cost Results – General Fund
Base GF Costs Additional Staff LTE New GF Costs (driven by
new staff)Total GF Costs
Year 1 $76,000 $0 $0 $76,000
Year 1-5 $429,000 $0 $0 $429,000
Year 6-15 $1,330,000 $0 $0 $1,330,000
Cost Detailed Overview – **Limited Staff Increase** (All of Esperance)
Base GF Costs Additional Staff LTE New GF Costs (driven by
new staff)Total GF Costs
Year 1 $76,000 $1,517,000 $247,000 $1,764,000
Year 1-5 $429,000 $7,974,000 $1,393,000 $9,367,000
Year 6-15 $1,330,000 $19,229,000 $4,315,000 $23,544,000
Item 9.2
Packet pg. 194/206
6
§RCW 82.14.415
§0.1% for annexation area populations between 2,000 and 10,000
§All revenue collected under this section may be used solely to provide, maintain,
and operate municipal services for the annexation area.
§Impact – citywide
§May not begin to impose tax after July 1, 2028
§State DOR distributes only if costs exceed revenues
§Distributions stop after reaching “threshold amount”
Sales Tax Credit
Sales Tax
Credit
Year 1 + $1,257,000
Year 1-5 + $6,490,000
Year 6-15 + $7,152,000
Credit Ceiling*
This reflects the estimated maximum credit available based on a 0.1% rate and estimated citywide taxable sales
Item 9.2
Packet pg. 195/206
7
**No Staff Increase** (All of Esperance)
Financial Impact Results – General Fund
GF Revenues GF Costs GF Net Impact
Year 1 $3,862,000 $76,000 $3,786,000
Year 1-5 $19,505,000 $429,000 $19,076,000
Year 6-15 $50,245,000 $1,330,000 $48,915,000
**Limited Staff Increase** (All of Esperance)
GF Revenues GF Costs GF Net Impact
Year 1 $3,862,000 $1,764,000 $2,098,000
Year 1-5 $19,505,000 $9,367,000 $10,138,000
Year 6-15 $50,245,000 $23,544,000 $26,701,000
Sales Tax Credit
Up to $1,257,000
Up to $6,490,000
Up to $7,152,000
Sales Tax Credit
Up to $1,257,000
Up to $6,490,000
Up to $7,152,000
Contingent on costs
exceeding revenues
Contingent on costs
exceeding revenues
Item 9.2
Packet pg. 196/206
8
Transportation Revenues
Year 1 Years 1-5 Years 6-15
MVFT Transportation
Benefit District License Fees MVFT Transportation
Benefit District License Fees MVFT Transportation
Benefit District License Fees
$78,000 $19,000 $156,000 $396,000 $102,000 $793,000 $843,000 $249,000 $1,687,000
Revenue Components
§Motor Vehicle Fuel Tax: Based on per capita receipts for Edmonds, applied to annexed population
§Transportation Benefit District: 0.1% sales tax for the annexed population in Esperance
§License Fees: Based on average vehicle ownership rate, applied to annexed population
Item 9.2
Packet pg. 197/206
9
Preliminary Results – Capital Costs
Year 1 Years 1-6 (CIP Period)
REET Revenue Transportation Parks REET Revenue Transportation Parks
$428,000 $88,000 $100,000 $2,891,000 $1,346,000 $137,000
Transportation
§Snohomish County has no transportation projects within Esperance in their Annual Construction Program, their 6-year
TIP, or the Comp Plan’s Transportation Element
§The County has rated the 84th Ave bridge in “Fair” condition – not eligible for County bridge funding
§Applied 5% factor to the Edmonds CIP per capita cost, + an estimate for annual street overlay for the areas 25
centerline miles of streets
Parks
§Estimated $100k for initial capital investment for Esperance Park
Stormwater
§Applied 50% factor to the Edmonds CIP per capita cost
Year 1 Years 1-6 (CIP Period)
Stormwater Stormwater
$220,000 $990,000
Item 9.2
Packet pg. 198/206
10
Preliminary Results – Typical Annual Impacts
to Esperance Residents
Esperance Edmonds Difference
Median Detached Single-Unit
Property Tax
$6,485 $6,491 +$6
Median Townhome Property Tax $5,478 $5,432 +$5
Sales Tax Per Capita $268 $295 +$27
Stormwater Charges $144 $359 +$215
Utility Costs (Water/Sewer)$1,161 $1,277 / $1,393 +$116 / +$232
Item 9.2
Packet pg. 199/206
11
Summary of Results
General Fund
Sales Tax
Transportation Revenues
Capital Revenues and Costs
§Net positive outlook in short- and long-run
§Cost assumptions are relatively conservative, driving the large net positive result
§Given net positive financial analysis, limited to no sales tax credit revenue may be available
§Still need to determine if a larger capital project – e.g., 84th Ave Bridge – counts as a “municipal service”
§License fees the largest contributor to this revenue stream
§MVFT could be lower than our estimate – local and national trends for electrification
§Moderate level of uncertainty around capital costs
§Partly depends on City’s assessment about the need to bring certain County assets up to City level of service standards
Item 9.2
Packet pg. 200/206
12
§Synchronized most inflationary factors with latest City budget
§Exceptions include: intergovernmental GF revenues
§GF costs limited to only those related population growth or police staff growth
§Staff increase scenario based on conversations with department heads
§Esperance population and housing targets from Snohomish County Comp Plan
§Job capacity from Snohomish County 2021 Buildable Lands Report
Key assumptions and approaches
Item 9.2
Packet pg. 201/206
13
§Specific Capital Needs
§Need to evaluate capital transportation and stormwater needs for the next CIP
§Unknown timeframe for repair or replacement of 84th Ave bridge (currently assessed in “fair” condition by the
County)
§Impacts on Levels of Service
§With no or minimal staffing increase, unknown level of impact on services and responsiveness
§Transportation and/or Capital Revenue Assumptions
§REET may be more limited if economic or market conditions worsen
§MVFT likely to decrease over time
§Limited Growth Potential
§Low residential and job capacity = constrained revenue growth potential over time
Unknowns and Potential Risks
Item 9.2
Packet pg. 202/206
14
Financial Impact Results – General Fund
*Staff assumptions: Department of Public Works: 1 FTE; Department of Parks and Rec: 1.75 FTE; Police Department (Officers: 4 FTE; Support staff: 1 FTE)
Year 1
GF Revenues GF Costs GF Net Impact
Area 1 $1,886,000 $35,000 + $1,851,000
Area 2 $1,976,000 $41,000 + $1,935,000
Total $3,862,000 $76,000 + $3,786,000
Years 1-5
Utility tax scenarios Utility tax scenarios
20% constant
20% Y1, then
10% 20% constant
20% Y1, then
10%
GF Revenues GF Revenues GF Costs GF Net Impact GF Net Impact
Area 1 $10,097,000 $9,535,000 $196,000 + $9,901,000 + $9,339,000
Area 2 $10,624,000 $9,970,000 $233,000 + $10,391,000 + $9,737,000
Total $20,721,000 $19,505,000 $429,000 + $20,292,000 + $19,076,000
Years 6-15
Utility tax scenarios Utility tax scenarios
20% constant
20% Y1, then
10% 20% constant
20% Y1, then
10%
GF Revenues GF Revenues GF Costs GF Net Impact GF Net Impact
Area 1 $26,374,000 $24,397,000 $609,000 + $25,765,000 + $23,788,000
Area 2 $28,146,000 $25,848,000 $721,000 + $27,425,000 + $25,127,000
Total $54,520,000 $50,245,000 $1,330,000 + $53,190,000 + $48,915,000
Year 1
20% constant GF Costs GF Net Impact
Area 1 $1,886,000 $1,051,000 $835,000
Area 2 $1,976,000 $713,000 $1,263,000
Total $3,862,000 $1,764,000 $2,098,000
Years 1-5
Utility tax scenarios Utility tax scenarios
20% constant
20% Y1, then
10% 20% constant
20% Y1, then
10%
GF Revenues GF Revenues GF Costs GF Net Impact GF Net Impact
Area 1 $10,097,000 $9,535,000 $5,568,000 + $4,529,000 + $3,967,000
Area 2 $10,624,000 $9,970,000 $3,799,000 + $6,825,000 + $6,171,000
Total $20,721,000 $19,505,000 $9,367,000 + $11,354,000 + $10,138,000
Years 6-15
Utility tax scenarios Utility tax scenarios
20% constant
20% Y1, then
10% 20% constant
20% Y1, then
10%
GF Revenues GF Revenues GF Costs GF Net Impact GF Net Impact
Area 1 $26,374,000 $24,397,000 $13,864,000 + $16,535,000 + $10,533,000
Area 2 $28,146,000 $25,848,000 $9,680,000 + $20,222,000 + $16,168,000
Total $54,520,000 $50,245,000 $23,544,000 + $36,757,000 + $26,701,000
Scenario 1: General Fund Scenario 2: Limited New Staff*
Item 9.2
Packet pg. 203/206
15
Financial Analysis Methodology
General Fund Revenues
Property tax
Sales tax
Online purchases
Retail jobs
New construction
Utility taxes (A&U taxes)
Licenses and Permits
Intergovernmental revenues
Charges for goods and services
Other GF revenues
Methodology
Existing (2026 taxable value * city levy rate + value of new construction * city levy
rate)
2022-2026 inflation adjusted revenue per capita (without construction) * population
* 16% (share related to online sales)
Taxable retail sales per city retail job (NAICS 44-45) * city tax rate * number of retail
jobs (assumed to be 13%)
Value of new construction * city sales tax rate
2022-2026 inflation adjusted revenue per capita * (population and 50% of jobs)
2022-2026 inflation adjusted revenue per capita * (population and 10% of jobs)
2022-2026 inflation adjusted revenue per capita * population
2022-2026 inflation adjusted revenue per capita * (population and 10% of jobs)
2022-2026 inflation adjusted revenue per capita * (population and 10% of jobs)
Item 9.2
Packet pg. 204/206
16
Financial Analysis Methodology
Street Maintenance Revenues
MVFT 2022-2026 inflation adjusted revenue per capita * population
Transportation Benefit District 2022-2026 inflation adjusted revenue per capita * population
License Fees $40 license fee * estimated vehicles (+ annual growth)
Utility Revenues
Franchise fees Revenue from Olympic View Water and Sewer District per interlocal agreement
(applied to the annexed population in Esperance)
Capital Revenues
REET 2026 REET as a % of total assessed value * assessed value
Item 9.2
Packet pg. 205/206
17
Financial Analysis Methodology
Operational Costs
General Fund Costs 2026 budget (only costs associated with population growth or police staff growth) per
capita * (population and 10% of jobs)
Additional Staff Costs (only
one scenario)Input from Public Works, Parks & Rec, and Police Department (7.75 total FTE)
Capital costs
Transportation City capital investment per capita (for 2026-2031 CIP) * population * Esperance factor
Stormwater City capital investment per capita (for 2026-2031 CIP) * population * Esperance factor
Parks Estimate for one-time improvements to Esperance Park * annual factor
Item 9.2
Packet pg. 206/206