Ordinance 3984ORDINANCE NO.3984
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING THE CITY OF EDMONDS
COMPREHENSIVE PLAN; ADOPTING THE 2014 PARKS
RECREATION AND OPEN SPACE PLAN AND THE 2014
COMMUNITY CULTURAL PLAN AS ELEMENTS OF THE
CITY OF EDMONDS COMPREHENSIVE PLAN TO REPLACE
THE EARLIER VERSIONS OF THOSE ELEMENTS;
AMENDING SUBSECTION C OF THE COMMERCIAL LAND
USE CHAPTER OF THE LAND USE ELEMENT TO
INCORPORATE NEW LANGUAGE FOR THE WESTGATE
NEIGHBORHOOD; AND FIXING A TIME WHEN THE SAME
SHALL BECOME EFFECTIVE.
WHEREAS, the Planning Board held a public hearing on the Westgate Plan
September 12, 2012, March 12, 2014, a work/review session on May 14, 2014, and another
public hearing on May 28, 2014; and
WHEREAS, on June 11, 2014, the Planning Board voted 4-0 to recommend
adoption of the amendments to subsection C of the Commercial Land Use Chapter of the Land
Use Element (the Westgate Plan amendments); and
WHEREAS, on August 4, 2014, the City Council held a public hearing on the
proposed Westgate Comprehensive Plan text amendments; and
WHEREAS, on December 10, 2013, the proposed 2014 Parks Recreation & Open
Space Plan was presented to the Council for review and discussion; and
WHEREAS, on January 22, 2014, the Planning Board held a Public Hearing on
the Parks Recreation and Open Space Plan Element and the Community Cultural Plan and
recommended approval to the City Council; and
-1-
WHEREAS, on February 4 and February 25, 2014, a Public Hearing on the 2014
Parks Recreation & Open Space Plan Element of the Comprehensive Plan was held before the
Edmonds City Council; and
WHEREAS, on February 25, 2014, the Edmonds City Council voted to approve
the 2014 Parks Recreation & Open Space Plan; and
WHEREAS, on February 4, 2014, the proposed 2014 Community Cultural Plan
was presented to the Council for review and discussion; and
WHEREAS, on February 4 and February 25, 2014, a Public Hearing on the 2014
Community Cultural Plan Element of the Comprehensive Plan was held before the Edmonds
City Council; and
WHEREAS, on February 25, 2014, the Edmonds City Council voted to approve
the 2014 Community Cultural Plan; and
WHEREAS, the proposed amendments are consistent with the provisions of the
Edmonds Comprehensive Plan and are in the public interest; and
WHEREAS, the proposed amendments would not be detrimental to the public
interest, health, safety or welfare of the city; and
WHEREAS, the proposed amendments would maintain the appropriate balance of
land uses within the city; and, NOW THEREFORE
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. The City of Edmonds Comprehensive Plan is hereby amended by
replacing the 2008 Parks Recreation & Open Space Plan with the 2014 Parks Recreation & Open
Space Plan, which is hereby adopted and incorporated into the City of Edmonds Comprehensive
-2-
Plan, as an element of that plan, to read as set forth in Exhibit A, which is attached hereto and
incorporated herein by this reference as if fully set forth herein.
Section 2. The City of Edmonds Comprehensive Plan is hereby amended by
replacing the 2008 Community Cultural Plan with the 2014 Community Cultural Plan, which is
hereby adopted and incorporated into the City of Edmonds Comprehensive Plan, as an element
of that plan, to read as set forth in Exhibit B, which is attached hereto and incorporated herein by
this reference as if fully set forth herein.
Section 3. Subsection C of the Commercial Land Use Chapter of the Land Use
Element of the City of Edmonds Comprehensive Plan is hereby amended to read as set forth in
Exhibit C, which is attached hereto and incorporated herein by this reference as if fully set forth
herein.
Section 4. Effective Date. This ordinance, being an exercise of a power specifi-
cally delegated to the City legislative body, is not subject to referendum, and shall take effect
five (5) days after passage and publication of an approved summary thereof consisting of the
title.
ATTEST/AUTHENTICATED:
CITY CLERK, ASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
APP O ED:
MA OR DA E EARLING
J
MIE
BY
JEFF ARADAY
FILED WITH THE CITY CLERK: November 14, 2014
PASSED BY THE CITY COUNCIL: November 18, 2014
PUBLISHED: November 23, 2014
EFFECTIVE DATE: November 28, 2014
ORDINANCE NO. 3984
ME
SUMMARY OF ORDINANCE NO.3984
of the City of Edmonds, Washington
On the 18th day of November, 2014, the City Council of the City of Edmonds, passed Ordinance
No. 3984. 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 CITY
OF EDMONDS COMPREHENSIVE PLAN; ADOPTING THE 2014 PARKS RECREATION
AND OPEN SPACE PLAN AND THE 2014 COMMUNITY CULTURAL PLAN AS
ELEMENTS OF THE CITY OF EDMONDS COMPREHENSIVE PLAN TO REPLACE THE
EARLIER VERSIONS OF THOSE ELEMENTS; AMENDING SUBSECTION C OF THE
COMMERCIAL LAND USE CHAPTER OF THE LAND USE ELEMENT TO
INCORPORATE NEW LANGUAGE FOR THE WESTGATE NEIGHBORHOOD; AND
FIXING A TIME WHEN THE SAME SHALL BECOME EFFECTIVE.
The full text of this Ordinance will be mailed upon request.
DATED this 19th day of November, 2014.
CIT , SC- toSS
-5-
Everett Daily Herald
Affidavit of Publication
State of Washington }
County of Snohomish } ss
Michael Gates being first duly sworn, upon
oath deposes and says: that he/she is the legal
representative of the Everett Daily Herald a
daily newspaper. The said newspaper is a legal
newspaper by order of the superior court in the
county in which it is published and is now and
has been for more than six months prior to the
date of the first publication of the Notice
hereinafter refen•ed to, published in the English
language continually as a daily newspaper in
Snohomish County, Washington and is and
always has been printed in whole or part in the
Everett Daily Herald and is of general
circulation in said County, and is a legal
newspaper, in accordance with the Chapter 99
of the Laws of 1921, as amended by Chapter
213, Laws of 1941, and approved as a legal
newspaper by order of the Superior Court of
Snohomish County, State of Washington, by
order dated June 16, 1941, and that the annexed
is a true copy of EDH601603 ORDINANCE
SUMMARY as it was published in the regular
and entire issue of said paper and not as a
supplement form thereof for a period of 1
issue(s), such publication commencing on
11/23/2014 and ending on 11/23/2014 and that
said newspaper was regularly distributed to its
subscribers during all of said period.
The amount of the fee for such publication is
$70.52. rr
Subscribed and sworn before me pn this
day of
Notary Public in and for the State of
Washington.
City of Edmonds - LEGAL ADS 114101416
SCOTT PASSEY
DEBRA ANN GRIGG
Notary Public
State of Washington
MY COMMIssion Expires
October 31, 2017
SUMMARY OF ORDINANCEdmonds.S
ion
On the 161h day off November, 2014, the CitynCounrllof She Cll of
Edmonds, passed the following Ordinances. A summary of the
content of said ordinancas, consisting of tlites, are provided as
follows:
ORDINANCE NO.3962
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING PORTIONS OF THE EDMONDS
COMMUNITY DEVELOPMENT CODE TO MODIFY THE
DEFINTION OF "LOT' (ECDC 21.55.010), DEFINING "LOT
OF RECORD" (ECDC 21.55.015) AND ESTABLISHING A
PROCESS FOR DETERMINING "INNOCENT PURCHASER"
(ECDC 20.75.180 AND 20.01.003�.
ORDINANC N0.3963
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, PROVIDING FOR THE ANNUAL TAX LEVY
BY INCREASING THE REGULAR PROPERTY TAX LEVY BY
THE CURRENT 101 % LEVY LIMIT, THEREBY LEVYING AN
ESTIMATED REGULAR PROPERTY TAX LEVY OF
$9.999,850, AN EMS LEVY OF $3,395,376 AND LEVYING
$925,309 FOR VOTED INDEBTEDNESS FOR THE PUBLIC
SAFETY COMPLEX, AND FIXING A TIME WHEN THE SAME
SHALL BECOME EFFECTIVE.
ORDINANCE NO.3984
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING THE CITY OF EDMONDS
COMPREHENSIVE PLAN; ADOPTING THE 2014 PARKS
RECREATION AND OPEN SPACE PLAN AND THE 2014
COMMUNITY CULTURAL PLAN AS ELEMENTS OF THE
CITY OF EDMONDS COMPREHENSIVE PLAN TO
REPLACE THE EARLIER VERSIONS OF THOSE
ELEMENTS; AMENDING SUBSECTION C OF THE
COMMERCIAL LAND USE CHAPTER OF THE LAND USE
ELEMENT TO INCORPORATE NEW LANGUAGE FOR THE
WESTGATE NEIGHBORHOOD; AND FIXING ATIME WHEN
THE SAME SHALL BECOME EFFECTIVE.
The full text of this Ordinance will be mailed upon request.
DATED this 191h day of November, 2014.
CITY CLERK, SCOTT PASSEY
ubllshed: November 23, 2014. EDH601603I
`�5
City of Edmonds:
Parks, Recreation
and Open Space Plan
City of Edmonds Parks, Recreation and Open Space Plan
Acknowledgements i
ACKNOWLEDGEMENTS
City of Edmonds Mayor and Council
Dave Earling, Mayor
Kristiana Johnson
Strom Peterson
Adrienne Fraley-Monillas
Diane Buckshnis
Joan Bloom
Frank Yamamoto
Lora Petso
Parks, Recreation and Cultural Services Department
Carrie Hite, Director
Frances White Chapin, Arts & Culture Program Manager
Renee McRae, Recreation Manager
Richard Lindsay, Park Maintenance Manager
David Rohde, GIS Analyst
Parks, Recreation and Open Space Advisory Team
Barbara Chase
Riley Conley
Don Fiene
Jerry Fireman
Farrell Fleming
Darrol Haug
Dick Van Hollebeke
Laura Leeman
Phil Lovell
Marni Muir
Lora Petso
Lois Rathvon
Carreen Nordling Rubenkonig
Ian Scott
Doug Sheldon
Valerie Stewart
Barbara Tipton
Janette Turner
Bob White
City of Edmonds Parks, Recreation and Open Space Plan
ii Acknowledgements
Community Cultural Advisory Team
Mary Lou Block
Juliet Brewster
Andy Eccleshall
Tarin Erickson
Jerry Fireman
Jan Elliott-Glanister
Sharon Grader
Courtney Gu
Dick Van Hollebeke
Kristiana Johnson
Ksenia Koon
John McGibbon
Darlene McLellan
Carissa Meisner Smit
Marni Muir
Samantha Saether
Kathleen Houston
Pam Stuller
Michelle Van Tassell
Janette Turner
David Varnau
Steve White
Consulting Team
MIG, Inc
Ballard*King
EMC
The Community of Edmonds
This Parks, Recreation and Open Space Plan is a product of the community
of Edmonds and represents the volunteer effort and input of many residents
before and during the planning process. This is a living document. The
planning team would like to sincerely thank those who provided their ideas
to ensure this plan is visionary, relevant and community-supported.
City of Edmonds Parks, Recreation and Open Space Plan
Table of Contents iii
TABLE OF CONTENTS
Acknowledgements
1. Introduction ................................................................. 1-1
Plan Purpose and Process ...................................................................... 1-1
Community Involvement ....................................................................... 1-2
The Community and Context ................................................................ 1-4
2. Parks, Recreation and Open Space System Needs .......... 2-1
The Existing Parks, Recreation and Open Space System ......................... 2-1
Habitat in the PROS System .................................................................. 2-5
Community Needs ................................................................................ 2-9
3. System Concept, Goals and Objectives .......................... 3-1
Parks, Recreation and Open Space System Concept ............................... 3-1
Goals and Objectives ............................................................................ 3-3
Collaborations and Leadership .............................................................. 3-4
Parks and Open Space .......................................................................... 3-5
Shoreline Use and Access ..................................................................... 3-6
Natural Resource and Habitat Conservation .......................................... 3-7
Recreation Programs and Activities ........................................................ 3-8
Cultural Services ................................................................................... 3-9
Park Operations and Maintenance ....................................................... 3-10
4. Action Plan ................................................................... 4-1
Recommended Projects and Initiatives .................................................. 4-1
Prioritization ....................................................................................... 4-12
iv Table of Contents
5. Funding Plan ................................................................ 5-1
Capital Projects ...................................................................................... 5-1
Ongoing Operational Impacts ................................................................ 5-3
Implementation Timeline ....................................................................... 5-3
Funding Strategy .................................................................................... 5-5
Funding Sources .................................................................................... 5-6
Bibliography
Appendices
Appendix A: Existing System
Appendix B: Community Input Process
Appendix C: Capital Cost Model
List of Tables
Table 1-1: Population Projection
Table 2-1: Park Classification Summary
Table 2-2: Partial Inventory of Observed Wildlife
Table 2-3: Park Land LOS Analysis, Acres Per 1,000 Population
Table 2-4: Total System Level of Service, Acres Per 1,000 Population
Table 2-5: Park Condition and Capacity
Table 5-1: Cost Summary by Project Type
Table 5-2: Cost Summary Other Projects
Table 5-3: Implementation Timeline
List of Figures
Figure 1-1: Integrated Planning Process
Figure 3-1: Expand and Connect
Figure 3-2: Identity
Figure 3-3: Big Ideas
Figure 3-4: Activation
City of Edmonds Parks, Recreation and Open Space Plan
Table of Contents v
List of Maps
Map 2-1: Existing Park System Map
Map 2-2: Habitat in the PROS System
Map 2-3: Park Access-All Edmonds Parks
Map 2-4: Park Access-Neighborhood and Community Parks
Map 2-5: Park Access-Neighborhood Park, Community Park
and Other Sites
Map 2-6: Access to Nature
Map 2-7: Shoreline Access
Map 2-8: Sports Field Distribution
Map 2-9: Outdoor Performance Spaces
vi Table of Contents
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 1: Introduction 1-1
CHAPTER 1: INTRODUCTION
The Parks, Recreation and Open Space (PROS) Plan provides comprehensive
guidance on the development and management of Edmonds’ parks,
recreation and open space system and the services provided by the Parks,
Recreation and Cultural Services Department. This plan has been regularly
updated (1996, 2001 and 2008) to remain relevant to Edmonds as the city
evolves and changes.
Plan Purpose and Process
Edmonds updates its PROS Plan and its Community Cultural Plan on a six-
year cycle, in alignment with the requirements of the Washington State
Recreation and Conservation Office (RCO) to maintain eligibility for federal
and state grant programs. The PROS Plan is also an important tool in
meeting Growth Management Act (GMA) requirements and achieving the
important citywide goals outlined in the Strategic Action Plan.
The PROS Plan was updated in tandem with the Community Cultural Plan,
in an integrated planning process beginning in spring 2013 and continuing
through fall/winter 2013.
Figure 1-1: Integrated Planning Process
As Figure 1-1 illustrates, the four phases of plan development included
technical planning and analysis, drawing from a foundation of community
participation shared by both planning efforts.
Phase 1: Where Are We Now?
Beginning in spring 2013, the purpose of Phase 1 was to establish a baseline
of information to support the PROS Plan, including a review of the existing
City of Edmonds Parks, Recreation and Open Space Plan
1-2 Chapter 1: Introduction
conditions in the community and an assessment of the existing park system
and recreation services. These findings are detailed in the Existing Recreation
Resources Summary Report (available under separate cover), and highlights
are included in Chapters 1 and 2 of the Plan.
Phase 2: Where Do We Want to Be?
In Phase 2, the PROS planning team developed an analysis of parks and
recreation needs, using analysis criteria drawn from the community
involvement process. In addition, the team’s recreation center specialist
conducted an assessment of Frances Anderson Center, its use, programming,
and needs. A summary of the methodology and highlights of findings are
included in Chapter 2. Through the analysis and subsequent community
involvement, the planning team crafted the parks, recreation and open space
system concept, goals and objectives presented in Chapter 3.
Phase 3: How Do We Get There?
Building on the results of Phases 1 and 2, the planning team crafted the
parks, recreation and open space system concept, goals and objectives
presented in Chapter 3. The team began developing and refining
recommendations and a list of recommended projects, prepared
prioritization criteria, and evaluated funding options.
Phase 4: What Are the Steps to Implementation?
In Phase 4, the full draft PROS Plan was released for public review. This
adopted PROS Plan was refined with input from the public, staff, and city
officials, and adopted by City Council.
Community Involvement
As the diagram in Figure 1 shows, a comprehensive public engagement
strategy served both the PROS Plan and Community Culture Plan updates.
• Advisory Teams: The PROS Advisory Team (PAT) served as a steering
committee throughout the plan update process, and coordinated with
the Community Cultural Advisory Team (CCAT) who served in a
similar role for the update of the Community Cultural Plan. The PROS
Advisory Team convened four times during the planning process.
• Focus Groups: Three drop-in focus groups in August 2013 provided
opportunity for the public to give specific feedback in the context of a
facilitated group discussion. Participants considered topics including
favorite parks and programs, challenges, opportunities, potential
partnerships, and ways to increase participation in PROS and CCP
planning processes.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 1: Introduction 1-3
• Intercepts: During August and September 2013, Edmonds staff
conducted a series of intercept events, bringing five interactive
posters to a variety of community gatherings and popular locations
around the city. The purpose was to bring the planning process out to
the community to broaden participation. Intercept events drew
participation from residents throughout Edmonds.
• Questionnaire: The online questionnaire was designed to be open to
anyone interested in participating and to collect the largest number of
responses and ideas possible. The questionnaire was made available
on the front page of the City’s website (www.edmondswa.gov), and
was active between August 19th and September 15th, 2013. It was
publicized using City email lists and newsletters. Question topics
included city services, parks and facilities, recreation programs, arts
and cultural opportunities, and future priorities for the parks system.
By the close of the active period, there were 1,161 responses,
comprising 968 completed and 193 partially completed
questionnaires.
• Workshops: The PROS planning team led two public workshops on
October 16th and 17th, 2013, at different locations and with different
starting times to provide multiple options for participation. These
workshops were designed to elicit community input on preferences
for the character of development and renovation of Edmonds parks,
as well as priorities for services. The workshops included a visual
preference survey exercise, during which participants indicated their
preferences for images of potential park elements, and a sustainable
priorities exercise, during which participants prioritized a list of parks,
recreation and open space services. The visual preference survey
exercise was also repeated at a Planning Board workshop.
• Random Sample Survey: A random sample telephone survey was
conducted in late November, 2013 by EMC. This survey was
designed to further distill community priorities for major capital
projects and funding sources.
City of Edmonds Parks, Recreation and Open Space Plan
1-4 Chapter 1: Introduction
The Community and Context
Since the 2008 PROS Plan, Edmonds has remained a stable, prosperous
community, while also continuing to evolve and change. Demographic and
contextual factors influence recreation priorities, and were evaluated during
the planning process.
Edmonds has experienced steady population growth, a trend that is
projected to continue through 2035 when the population is anticipated to
reach 45,550. Over the last decade, aspects of growth have included an
increased percentage of middle-aged and older adults and an increase in
diversity. Asian (predominantly Korean) residents comprise the largest
minority group in Edmonds, growing from 5.6% of the population in 2000 to
7.6% today. Mirroring this trend, the most recent census data show that
12.6% of Edmonds residents indicate that they were born in a foreign
country, and 14.5% speak a language other than English at home.
Table 1-1: Population Projection
Base
Population
2011
Projected
Population
2025
Projected
Population
2035
Projected Growth in
Population 2011-
2035
39,800 44,880 45,550 5,750
Source: Rate Study for Impact Fees for Parks, Open Space and Recreation,
City of Edmonds, 2013
Edmonds residents enjoy higher incomes than in Washington State and the
U.S as a whole, with a median household income of $72,452, compared to
$58,890 in Washington as a whole and $52,762 nationally. Though a
smaller percentage of Edmonds residents live below the poverty line (7.8%)
than statewide (12.5%) and nationally (14.3%), there remains a local
population, including significant numbers of children, with acute need for
City services.
The City has fostered a culture of planning and implementation. Since 2008,
Edmonds has spearheaded a number of initiatives and updated several
others, including the citywide Strategic Action Plan, the Sustainability
Element of the Comprehensive Plan, and the Shoreline Master Plan Update.
Each of these efforts included community engagement and participation.
Taken as a body of work, the plans highlight issues of importance for
Edmonds residents and offer areas of confluence with the PROS Plan. These
common themes can be summarized as follows.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 1: Introduction 1-5
• Shoreline/Waterfront
Past planning efforts confirm that Edmonds’ proximity to the water is
a valued part of the city’s identity and quality of life. The Strategic
Action Plan, Shoreline Master Program, and Feasibility Study of
Edmonds Marsh provide policy about connections to Puget Sound
and the future directions for specific sites on and near the waterfront.
• Arts and Culture
Arts and culture are also central to the community’s identity. In
addition to the direction provided by the Community Cultural Plan,
the Strategic Action Plan describes many actions related to arts and
culture in Edmonds, especially around the role of arts and culture in
economic development. (also supported in the 4th Avenue Cultural
Corridor Plan and Streetscape Plan).
• Connectedness
Though its downtown is very walkable, greater Edmonds has several
characteristics—including steep topography and the presence of
major transportation corridors—that create challenges and barriers for
pedestrians and cyclists. For this reason, many of the City’s plans and
policies call for improved walking and biking access, including
specific projects to increase connectivity. The Strategic Action Plan
and the Comprehensive Transportation Plan direct specific attention
to desired connections.
• Habitat Conservation and Environmental Restoration
The Strategic Action Plan, Critical Areas Ordinance, Community
Sustainability Element, and Shoreline Master Plan include policy and
planning guidance to protect and enhance natural resources, while
encouraging educational interpretation and community stewardship.
• Funding
In recent years, Edmonds has initiated several efforts to bolster
funding for parks and recreation, including the establishment of park
impact fees and formation of a task force to explore a Metropolitan
Park District and/or a levy to restore parks and recreation services lost
to budget cuts. Public feedback from these efforts has emphasized the
importance to the community of continued investment in the parks
and recreation system.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-1
CHAPTER 2: PARKS, RECREATION AND OPEN SPACE
SYSTEM NEEDS
The Existing Parks, Recreation and Open Space System
The City of Edmonds has a long-established set of categories for the types of
park land in its parks, recreation and open space system. Table 2-1
summarizes the City-owned acreage in the PROS system, by park
classification. More detail on each site is provided in Appendix A.
Table 2-1: Park Classification Summary
Park Classification Number of Sites Total Acreage
Neighborhood Park 9 24.85
Community Park 2 58.10
Regional Parks 6 17.05
Special Use Parks 15 19.77
Open Space 12 69.21
These parks contain a variety of outdoor recreation facilities, including
playgrounds, picnic areas, basketball courts, sports fields of various types
and configurations, walking trails and paths and restrooms. Included in this
summary are two major recreation facilities owned and operated by the City
of Edmonds:
• Frances Anderson Center is the “home” of the majority of Edmonds
Parks, Recreation & Cultural Services programming.
• Yost Pool is a seasonal outdoor swimming pool located within Yost
Park.
The PROS system includes sites and facilities not included in Table 2-1
provided in partnership with other entities such as Snohomish County,
Edmonds School District and neighboring cities. These sites total more than
370 acres, and they serve a variety of recreation functions. For example,
Civic Center Playfields & Skate Park, while owned by Edmonds School
District, is a central, highly visited site that many Edmonds residents consider
a city park. Southwest County Park is a 118-acre Snohomish County Park
that constitutes the largest forested area in Edmonds. Though Edmonds
Underwater Park is a well-known component of the waterfront park network,
it is actually owned by the Department of Natural Resources. Facilities also
represent key partnerships, such as the Edmonds Senior Center (formerly
South County Senior Center) is a partnership between the City (property and
facility owner) and Edmonds Senior Center (operator)
City of Edmonds Parks, Recreation and Open Space Plan
2-2 Chapter 2: Parks, Recreation and Open Space System
A detailed inventory of these sites is included in Appendix A, and they have
been considered in the assessment of needs. The PROS system, including
sites owned or operated by others, is depicted on Map 2-1.
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
! ! ! ! ! ! ! !
§¨¦5
Snohomish
County Park
Meadowdale
Beach Park
Yost
Memorial
Park
City
Park
Pine
Ridge
Park
Edmonds Marsh
Hickman Park
Sierra Park
Hutt Park
Maplewood
Hill Park
Seaview
Park
Civic Center
Playfield
Interurban
Trail
Edmonds Memorial
Cemetery
Brackett's
Landing
North
Senior Center
Olympic Beach
Marina
Beach Park
Elm St Park
Pine St
Park
Willow
Creek Park
Wade
James
Theatre
Sunset Ave
Brackett's
Landing
South
Mathay
Ballinger
Park
Willow
Creek
Hatchery
Seaview
Reservoir
Hummingbird
Hill Park
Haines Wharf
Meadowdale
Clubhouse
Shell Creek
Open Space
Edmonds Marsh
Open Space
Haines Tidelands
Dayton St Plaza
Stamm Overlook
Olympic View
Open Space
Mini
Park
Wharf Street
Ocean Ave
Viewpoint
Lake Ballinger
Access
Hazel
Miller
Plaza
Centennial Plaza
Anderson
Center Field
Frances
Anderson
Center
Edmonds
Library
and Plaza
Room
144 Railroad
Ave Tidelands
Meadowdale
Natural Area
P u g e t
S o u n d
76
T
H
220TH
9T
H
84
T
H
66
T
H
MAIN
64
T
H
68
T
H
88
T
H
212TH
5T
H
OL
Y
M
P
I
C
V
I
E
W
10
0
T
H
244TH
75
T
H
208TH
95
T
H
FISHER
200TH
188TH
WO
O
D
W
A
Y
P
A
R
K
180TH
BOWD
O
I
N
176TH
3R
D
FI
R
D
A
L
E
228TH
238TH
226TH
L
A
K
E
V
I
E
W
204TH
235TH
MA
P
L
E
W
O
O
D
236TH
6
5
T
H
TI
M
B
E
R
L
A
N
E
73
R
D
OL
Y
M
P
I
C
228TH
200TH
UV99
196TH
3RD
PUGET
244TH
9T
H
MAI
N
CASPERS
SU
N
S
E
T
244TH
Puget
Sound
Lake
Washington
Trails
Streams
Local Street
Arterial
Highway
Community Park
Neighborhood Park
Open Space
Regional Park
School Park
Special Use Park
Other Park
Water Feature
Cemetery
Church
! ! ! !
!! !!Golf Course
Government Facility
Hospital
Industrial Plant
School
Wildlife Refuge
Wildlife Watershed
City Limits
EXISTING
SYSTEM MAP
8.15.13 Data Source: Edmonds GIS,
Snohomish County GIS | NAD 1983
Harn State Plane Washington North
0 0.5 1 Miles
¯
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-5
Habitat in the PROS System
The lands within the Edmonds PROS System are ecologically diverse. The
waterfront parks provide a marine environment, support marine habitat and
tidal processes. The Edmonds Marsh is an ecologically unique saltwater
marsh, and is hydrologically connected to the uplands and Puget Sound.
Edmonds also includes freshwater habitat in its park on Lake Ballinger. The
remaining parks and open spaces include upland areas with native
vegetation and forests. Each of these ecological areas provides habitat for a
variety of species, as well as ecosystem services including stormwater
infiltration, stabilizing slopes and absorbing carbon dioxide. Table 2-2 lists
an inventory of wildlife observed in the PROS system, by location.
Table 2-2: Partial Inventory of Observed Wildlife
Marine Waterfront Parks Edmonds Marsh Upland Parks
BIRDS
Canada Goose Gadwall Coopers Hawk
Brant Goose American Wigeon Red-tailed Hawk
Surf, White-winged, &
Black Scoter
Mallard Band-tailed Pigeon
Bufflehead Northern Shoveler Barred Owl
Common & Barrow’s
Goldeneye
Green-winged Teal Anna’s Hummingbird
Red-breasted Merganser Ring-necked Duck Pileated Woodpecker
Double-crested
Cormorant
Great Blue Heron Northern Flicker
Belted Kingfisher Peregrine Falcon Steller’s Jay
Bald Eagle Virginia Rail Olive-sided Flycatcher
Osprey Killdeer Hutton’s Vireo
Western Sandpiper Wilson’s Snipe Black-capped & Chestnut-
backed Chickadee
Sanderling Greater and Lesser
Yellowlegs
Red-breasted Nuthatch
Bonaparte’s Gull Purple Martin Brown Creeper
Mew Gull Violet-green Swallow Pacific Wren
Glaucous-winged Gull Barn Swallow Townsend’s Warbler
Caspian Tern Marsh Wren Golden-crowned Kinglet
Pigeon Guillemot Wilson’s Warbler Swainson’s Thrush
Marbled Murrelet
Red-winged Blackbird Spotted Towhee
Rhinoceros Auklet Red Crossbill Pine Siskin
City of Edmonds Parks, Recreation and Open Space Plan
2-6 Chapter 2: Parks, Recreation and Open Space System
Table 2-2: Partial Inventory of Observed Wildlife (continued)
Marine Waterfront Parks Edmonds Marsh Upland Parks
MAMMALS
Short-tailed Weasel
(Ermine)
Muskrat Shrew-Mole
Harbor Seal Mountain Beaver Little Brown Bat
Orca Whale River Otter Townsend’s Chipmunk
Dolphin Douglas Squirrel
Raccoon
Coyote
AMPHIBIANS/REPTILES/FISH
Pacific Herring (F) Cutthroat Trout (F) Pacific Treefrog (A)
Cabezon (F) Garter Snake (R) Western Pond Turtle (R)
Lingcod (F) Giant Pacific Salamander
(A)
Coho Salmon (F)
Chinook Salmon (F)
Various other Salmon
species (F)
MARINE INVERTEBRATES (Marine Waterfront Parks Only)
Plumed Anemone Moon Snail Blue Mussel
Heart Cockle Littleneck Clam Horse Clam
Geoduck Red Octopus Giant Pacific Octopus
Opalescent Squid Coon-stripe Shrimp Green and Purple Shore
Crabs
Red Rock Crab Dungeness Crab Kelp Crab
Decorator Crab Sunflower Sea Star Sun Star
Purple or Ochre Sea Star Mottled Sea Star Blood Star
Vermillion Sea Star Six-rayed Sea Star Green Sea Urchin
Orange Sea Cucumber Giant Sea Cucumber White Sea Cucumber
HW
Y
9
9
HW
Y
9
9
PUG ET DR
84
T
H
A
V
E
W
64
T
H
A
V
E
W
M
AIN
ST
BOWDOIN W A Y
180TH ST SW
95
T
H
P
L
W
M A P L E W O O
D
D
RCASPERS S T
204TH ST SW3R
D
A
V
E
N
228TH ST SW
220TH ST SW
176TH ST SW
I
5
I 5
168TH ST SW
E
D
M
O
N
D
S
W
A
Y
68
T
H
A
V
E
W
56
T
H
A
V
E
W
O L Y
M P
I C
V I E W
D R
O L Y M P I C
V I E W
D R
196TH ST S W
9T
H
A
V
E
S
226TH P L SW
68
T
H
A
V
E
W
196TH ST SW
M EA
D
O
W
D
A
L
E
B
E
A
CH R
D
3R
D
A
V
E
S
I
5
I
5
L
A
K
E
V
I
E
W
D
R
238TH ST SW
7 5 T H
P
L
W
MAIN ST
HW
Y
9
9
9T
H
A
V
E
N
76
T
H
A
V
E
W
7 6 T H
A V E
W
W O O D
W
A
Y
P A R K
R D
60
T
H
A
V
E
W
58
T
H
A
V
E
W
66
T
H
A
V
E
W
E
D
M
O
N
D
S
W
A
Y
88
T
H
A
V
E
W
208TH ST SW
228TH ST SW
188TH ST SW
200TH ST SW
5T
H
A
V
E
S
76
T
H
A
V
E
W
10
0
T
H
A
V
E
W
236TH ST SW
220TH ST SW
212TH ST SW
19
11
35
25
33
4
16
14
6
34
41
42
22
7 8 1317
37
43
3644
21
27
Edmo n d s M arsh
She llabarger Creek
Shell Creek
H i n d l e y C re
e
k
Hindley C r e e k
Willow Creek
S t i l t h o u s e C r ee k
H a l l s C r e e k
P
errinville
C
r
e
e
k
H
a
l
ls Creek
Fruitd a l e Creek
T
e
r
r
a
c
e
C
r
e
e
k
Out
f
a
ll
C
r
e
e
k
W
il
l
o
w
Cree k
Dee r Creek
Northstream Cr
e
e
k
P
errinvill
e
C
r
e
e
k
S c r i b e r
L a k
e
C r e e k
L
u
nd's Gulch Creek
20
47
5
1246
40
23
39
26
24
323
2
30
9
45
29
31
38
10
1
15
18
28
No warranty of any sort, including accuracy, fitness, or merchantability accompany this product.
0 1Miles
City of Edmonds
121 5TH AVE N
Edmonds, WA 98206
December 2013
CITY OF EDMONDS PARKS
POTENTIAL WILDLIFE HABITAT
Pug
e
t
S
o
u
n
d
Shoreline
Everet
Seatle
EDMONDS
Index Park Name Potential Habitat 1 144 Railroad Ave Tidelands YES 33 Pine St Park NO
2 Brackett's Landing North YES 34 Richard F. Anway Park NO
3 Brackett's Landing South YES 35 Seaview Park NO
4 Centennial Plaza NO 36 Seaview Reservoir NO
5 City Park YES 37 Senior Center NO
6 Civic Center Playfield NO 38 Shell Creek Open Space YES 7 Dayton St Plaza NO 39 Sierra Park YES 8 Edmonds Library & Plaza Room NO 40 Snohomish County Park YES
9 Edmonds Marsh YES 41 Stamm Overlook NO 10 Edmonds Marsh Open Space YES 42 Sunset Ave NO 11 Edmonds Memorial Cemetery NO 43 Wade James Theatre NO 12 Elm St Park YES 44 Wharf Street NO 13 Frances Anderson Center NO 45 Willow Creek Hatchery YES 14 Frances Anderson Center Field NO 46 Willow Creek Park YES 15 Haines Tidelands YES 47 Yost Memorial Park YES 16 Haines Wharf NO 17 Hazel Miller Park NO 18 Hickman Park YES 19 Hummingbird Hill Park NO 20 Hutt Park YES 21 Interurban Trail NO 22 Lake Ballinger Access NO 23 Maplewood Hill Park YES 24 Marina Beach Park YES 25 Mathay Ballinger Park NO 26 Meadowdale Beach Park YES 27 Meadowdale Clubhouse NO 28 Meadowdale Natural Areas YES 29 Ocean Ave Viewpoint YES 30 Olympic Beach YES 31 Olympic View Open Space YES 32 Pine Ridge Park YES
Edmonds Parks
Potential Habitat
No Potential Habitat
Creeks (Potential Habitat)
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-9
Community Needs
The assessment of community needs in Edmonds is a customized analysis
that identifies the land, facilities and programs now and in the future. This
section builds on the enhanced understanding of the existing system,
describes the analysis process and summarizes key findings.
Level of Service
Purpose
The City has used numerous population and distance based standards to
define a level of service (LOS) that supports parks and recreation system
growth. The analysis of level of service focuses on parks and recreation
capacity, targeting a specific ratio of park land to population. Over the past
twenty years many communities, including Edmonds, have adopted park
land standards based on this system with the intention of being able to
compare their system with national standards and neighboring communities.
The targets used for this analysis are most often based on National
Recreation and Parks Association (NRPA) standards that attempted to
determine the ratio of land to population that would be comparable across
communities nationwide. In addition to comparability to other communities,
level of service, defined in terms of acres of park land per thousand
population, is also a useful metric for tracking the status of the system year-
to-year.
Analysis
With this plan, the City of Edmonds has moved to a more detailed and
sophisticated analysis of the parks and recreation system. The approach to
analyzing needs represents advancement in methodology that more
accurately reflects the current reality of the city and residents. This reality
includes the actual distance of travel to parks and the distribution of socio-
economic status across the city. While this analysis moves away from relying
heavily on a set of standardized, population-based level of service goals,
there is continued utility in tracking the system against population to
understand the impact of growth. This approach reflects the current thinking
at both the state and national level, with NRPA backing away from the often
cited national standards in favor of community-set goals that reflect the
unique priorities and situation of the place.
In order to understand the status of Edmond’s parks, recreation and open
space system in relation to the community’s past goals, the analysis began by
comparing Edmonds’ current parks and recreation inventory against LOS
standards adopted in the 2008 PROS Plan as well as the “aspirational
standards” included in that Plan.
City of Edmonds Parks, Recreation and Open Space Plan
2-10 Chapter 2: Parks, Recreation and Open Space System
Findings
Table 2-3: Park Land LOS Analysis, Acres Per 1,000 Population
Park Type Acreage Existing
LOS
(acres/
1,000)
2008 LOS
Standard1
Difference
(existing -
2008)
2025 LOS
Standard2
Difference
(existing -
2025)
Neighborhood
Parks
24.85 0.62 0.58 0.04 0.71 -0.09
Community
Parks
58.10 1.46 2.43 -0.97 2.03 -0.57
Regional Parks 17.05 0.43 0.99 -0.56 0.96 -0.53
Special Use
Parks
19.77 0.50 0.55 -0.05 0.71 -0.21
Open Space 69.21 1.74 6.89 -5.15 5.86 -4.12
EDMONDS
PARKS
188.98 4.75 11.45 -6.70 10.27 -5.52
1 Standard adopted in the 2008 PROS Plan.
2 “Aspirational standard” from the 2008 PROS Plan.
As shown in Table 2-3 above, the existing level of service (4.75 acres of park
land per 1,000 population) is less than half of the LOS standard as adopted
in 2008. The 2025 standard represents the target the City has been aiming
for, accounting for future growth in population. The scale of the system
targeted in the 2008 plan standards is more than twice the size of the
existing system, with much of the growth in open space land. The key
information in this methodology is presented abstractly as a ratio, leaving it
unclear where park land is needed, or why an increase would be good for
the community. Calculating the land needed based on the 2008 standard,
Edmonds would have to add 260 additional acres. With limited available
land within the city limits, these goals are out of line with the reality the
community faces.
The 2008 standards are broken down for each park type, reflecting
differential growth in the system. Using different LOS standards for each park
type doesn’t reflect current best practices for the parks and recreation
profession. These standards are ill-suited to a unique system like Edmonds’
that includes features such as an underwater park, a fishing pier and a
beloved flower program. The differences in ratios do little to clarify the goals
in growing the system, and much of the attention is focused on the bottom
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-11
line of the entire system. While the individual standards are not especially
useful, tracking the overall acreage in the system and the acres per 1,000
population is a simple metric that can be useful for making comparisons and
tracking change over time.
A more meaningful and rigorous LOS analysis of system performance will
include all sites that serve park and recreation functions for community
members that are within the city limits, as well as those outside the city
limits that Edmonds contributes to the operation of –primarily Meadowdale
Playfield and Lynndale Skate Park. While this level of service is higher, it is
important to note that this measure will include property not under the
control of the City of Edmonds, reflecting the reality of community users and
emphasizing the importance of partner sites.
Table 2-4: Total System Level of Service, Acres Per 1,000 Population
Park Type Acreage Existing LOS
(acres/1,000)
City Of Edmonds Parks 188.98 4.75
Additional Sites within
Edmonds System1
371.72
9.33
Total System Level of Service 560.70 14.08
1 Includes all sites that serve park and recreation functions, including County, Edmonds School
District and sites operated in partnership between the City and community entities.
City of Edmonds Parks, Recreation and Open Space Plan
2-12 Chapter 2: Parks, Recreation and Open Space System
Park Access
Purpose
The core of the evolved analysis of community needs is moving away from
abstractions and more accurately reflecting the reality of the community of
Edmonds. One key element of this is the construction of a geographic
model allowing the City to refine the distance based park standards from a
service radius to a network method. Past PROS plans have included a service
area distance that sets a goal for how far each park should “reach” into the
community. Setting this distance from a park aims the development of the
park system toward a more even distribution, identifying gaps and avoiding
overlapping service. The basic method for analyzing the service area
coverage relied on drawing a circle centered on each park and considering
everyone within that circle served. The problem with this approach is the
assumption that park users can travel in a straight line to that park or facility.
The evolution of this analysis is to use a network model, built from the
streets, trails and actual entry points to the park sites, and Geographic
Information Systems (GIS) analysis to identify gaps in service based on a
walking distance. For this analysis, walking distance is based on a five to ten
minute walk at average speed, resulting in a distance of ¼ to ½ mile.
Analysis and Findings
The first illustration of the Edmonds geographic access model shows the
service areas for all Edmonds parks.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-13
Map 2-3: Park Access-All Edmonds Parks
• The City’s park lands provide tight coverage inside of the bowl
surrounding downtown and out to Yost Park.
• Gaps in service are most prevalent in the south and east with a
smaller area immediately north of Southwest County Park.
• Smaller gaps exist around existing parks where access does not exist.
• These gap areas can be overlaid on census data on ethnicity and
socio-economic status, showing that the lowest income and most
diverse parts of Edmonds are also generally outside of walking
distance to any park.
City of Edmonds Parks, Recreation and Open Space Plan
2-14 Chapter 2: Parks, Recreation and Open Space System
The access model also allows the system to be analyzed against a wide
range of criteria. The first refinement includes only the neighborhood and
community parks. This subset of parks reflects which sites currently provide
most or all of the basic recreation opportunities Edmonds residents indicated
they would like to have close to home. These basics include a place to play,
access to nature, an open lawn, gathering places and sports courts. Using the
parks classified as neighborhood and community parks is a reasonable
approximation of the sites with these features, a topic which is analyzed
further within this chapter.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-15
Map 2-4: Park Access-Neighborhood and Community Parks
• The primary difference when looking at the neighborhood and
community sites is the opening of gaps around the more isolated
open space sites (particularly H. O. Hutt, Maplewood Hill, Pine Ridge
and the small open spaces in the northeast corner of Edmonds).
Further analysis of the situation on the ground reveals the importance of
other parks and “park-like” sites, particularly school sites and neighboring
city sites, providing recreation opportunities to Edmonds residents.
City of Edmonds Parks, Recreation and Open Space Plan
2-16 Chapter 2: Parks, Recreation and Open Space System
Map 2-5: Park Access-Neighborhood Park, Community Park and Other Sites
• The addition of other sites illustrates the potential of these sites to fill
many of the gap areas.
• School sites, particularly Sherwood Elementary, Madrona School,
Chase Lake School, Westgate Elementary, and to a lesser extent
Seaview Elementary have the potential to fill in many gap areas.
• Nearby parks, some of which the City has existing partnerships for
specific facilities (Meadowdale Playfields and Lynndale Skate Park)
also provide access to some of the basic recreation opportunities.
Ballinger Playfield in Mountlake Terrace represents a particularly
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-17
important opportunity as there is no other park that serves that gap
area.
• The “other” park areas (in yellow on the map) create the potential to
provide a more complete park system but it should not be assumed
that these sites currently provide the type of recreation opportunity
needed in the community. For example, school sites limit use by the
public to after school hours.
• Park and partner sites developed in the south and east will most
directly serve the more diverse and lower socio-economic segments
of the population.
Nature and Shoreline Access
Purpose
One theme of the public input results focused on the importance of nature
and the Puget Sound to the identity of Edmonds. Understanding the
distribution and opportunities for enhancing these key features is critical to
the development of the system.
Analysis and Findings
After reviewing inventory data, air photography and making site visits, a
subset of park sites was determined to provide visual or physical access to a
natural setting or environment. Access to these sites was determined using
the same access model and distance standards as the parks analyzed above.
The service area coverage of these sites is illustrated in the map below.
City of Edmonds Parks, Recreation and Open Space Plan
2-18 Chapter 2: Parks, Recreation and Open Space System
Map 2-6: Access to Nature
• Access to natural environments is distributed similarly to the map of
access to all parks, but with less intensity around downtown
Edmonds.
• The previously noted gaps in the south and east are important here
because they may influence the type of experience desired for park
sites (and potential partner sites) developed in this area of Edmonds.
• The same gap area is also relatively higher in ethnic diversity and
lower in socio-economic status.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-19
One of Edmonds’ key assets and a primary attractor of visitors is its access to
the Shoreline of Puget Sound. Waterfront properties were identified and
mapped and categorized according to the type of access provided as well as
view sheds from public areas.
Map 2-7: Shoreline Access
• The entire beach below the mean high-tide line is publicly accessible.
• The Edmonds shoreline is closely bordered by the railroad, with few
points where the public can cross, all at-grade, making it more difficult to
access by the public. An overall increase in rail traffic is anticipated.
City of Edmonds Parks, Recreation and Open Space Plan
2-20 Chapter 2: Parks, Recreation and Open Space System
• Edmonds maintains a mix of physical and visual access to Puget Sound
along the south end of the shoreline from Brackett’s Landing North to
Marina Beach Park.
• There are still a few gaps in this existing concentration of access, where
the topography and railroad allows physical access to the Sound.
• Points along the shoreline that provide views of the Sound but no
physical access include the entire length of the Sunset Avenue Overlook,
the Ocean Avenue Viewpoint, Stamm Overlook Park and Haines Wharf
Park. These visual access points are important, as they extend the
public’s ability to access the Sound to the north, beyond the beach parks.
• Expanding the pedestrian realm and the seating areas along the Sunset
Avenue Overlook would increase the usability and visual appeal.
• If the opportunity arose to provide another visual access point between
Stamm and Haines, this would fill in a gap in the string of visual access
points.
Connectivity
Purpose
The service area reach measured in the access analysis above is greatly
impacted by the directness of routes to and from park sites and facilities. An
additional factor that can be considered is the amount of time a user is
willing to walk to access these facilities. Research on pedestrian habits has
shown that a more pleasant, safe and interesting route results in a willingness
to walk further.
Analysis
The street network in Edmonds is reflective of the topography and includes
many winding and disconnected streets. The connectivity of these streets
and the perception of safety for pedestrians and bicyclists is a limiting factor
in travel distances. The City has studied the opportunities to enhance
walkways throughout the community and established a Transportation Plan
in 2009 that identifies and prioritizes walkway installation projects.
In addition to the broad applicability of walkways and bike lanes for non-
motorized transportation, Edmonds also has a unique opportunity in the
segment of the regional Interurban Trail that passes through the southeast
corner of the city. This trail route represents an opportunity for transportation
and for recreation. The community of Edmonds has mirrored national trends
in identifying trail related activities (walking, biking, running, jogging, etc.)
amongst the top desired recreation activities. Providing linkages from
residents to the Interurban Trail and from this trail to downtown and the
waterfront can augment the access to park land and still provide important
recreational value.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-21
Findings
• Connectivity utilizing the street network has the potential to improve
park access through reducing the perceived walking or biking
distance.
• Parks and schools are already an important destination in the criteria
for prioritizing walkway projects in the Transportation Plan.
• The Interurban Trail is also an important destination as well as a
longer transportation route in the Edmonds system.
Park Condition and Capacity
Purpose
Creating an accurate and complete analysis of Edmonds’ existing parks and
recreation system is a necessary first step to identifying and understanding
facility needs. By documenting current park condition and capacity on a site-
by-site basis, staff and stakeholders can best identify community needs and
opportunities for improvements and expansion.
Analysis
Project staff created a comprehensive assessment of park conditions and
capacity and documented findings in Table 2-5, below. The assessment was
based on observations from a facility site tour, data provided by City staff,
and information from satellite imagery and aerial photographs.
The Condition and Capacity table is organized by park and facility type, and
includes information on park ownership, size and observed condition. The
table also indicates the presence or absence of “close to home” amenities.
These features were identified by the PROS Advisory Team (PAT) and other
public input as the system features most important to have in proximity to
most residents. The table also indicates the relative capacity for additional
facilities on that site.
To help evaluate the usefulness of the City’s current classification system,
facilities were also evaluated for how well they fit in the park land category
to which they are currently assigned (higher rating equaling a better fit).
City of Edmonds Parks, Recreation and Open Space Plan
2-22 Chapter 2: Parks, Recreation and Open Space System
Table 2-5: Park Condition and Capacity
La
n
d
(
a
c
r
es
)
Close-to-Home Amenities
Observed
Condition Pl
a
c
e
s
t
o
P
l
a
y
Na
t
u
r
e
Op
e
n
L
a
w
n
(
>
2
0
,
0
0
0
s
f
)
Ga
t
h
e
r
i
n
g
p
l
a
c
e
s
Sp
o
r
t
s
c
o
u
r
t
s
Re
s
t
r
o
o
m
(Y
=
P
e
r
m
a
n
e
n
t
,
P
=
P
o
r
t
a
b
l
e
)
Pa
r
k
C
a
t
e
g
o
r
y
F
i
t
1
Ca
p
a
c
i
t
y
f
o
r
A
d
d
i
t
i
o
n
a
l
F
a
c
i
l
i
t
i
e
s
Neighborhood Park
Elm Street Park 1.85 Good N Y N N N N 1 Potentially
Frances Anderson Center
Field 1.94 Fair Y N Y Y Y N 3 Potentially
Haines Wharf 0.69 Excellent Y Y N Y N P 2 No
Hickman Park 5.60 Excellent Y Y Y Y Y P 3 Potentially
Hummingbird Hill Park 1.22 Good Y N Y N Y P 3 Yes
Mathay Ballinger Park 0.51 Good Y N Y N Y N 3 Potentially
Pine Street Park 1.47 Fair Y N Y N Y P 3 Yes
Seaview Park 6.05 Good Y N Y Y Y Y 3 Yes
Sierra Park 5.52 Fair Y Y Y N Y P 3 Potentially
Community Park
City Park 13.96 Good Y N Y Y Y Y 2 Potentially
Yost Memorial Park & Pool 44.14 Good Y Y N Y Y Y 2 Potentially
Regional Parks
144 Railroad Avenue
Tidelands 0.90 Excellent N N
Brackett's Landing North 5.11 Excellent N Y N Y N Y 3 Potentially
Brackett's Landing South 2.22 Excellent N Y Y Y N N 2 Potentially
Edmonds Senior Center 2.63 Good N Y N Y N N 1 No
Marina Beach Park 3.37 Good Y Y Y Y Y P 2 Potentially
Olympic Beach Park 2.82 Good N Y N Y N Y 2 Potentially
Special Use Parks
Centennial Plaza 0.08 Good N N N Y N N 3 No
Dayton Street Plaza 0.35 Poor N N
Edmonds Library & Plaza
Room 1.29 Good N N N Y N Y 2 Potentially
Edmonds Memorial
Cemetery and Columbarium 6.63 Good N N N N N Y 1 No
Frances Anderson Center 1.62 Good Y N N Y N Y 2 Potentially
Hazel Miller Plaza 0.09 Excellent N N N Y N N 1 No
Interurban Trail 4.88 Excellent N N N N N N 1 No
Lake Ballinger Access 0.19 Good N Y N N N N 1 No
Meadowdale Community
Clubhouse 0.99 Good Y N N N N Y 2 Yes
Richard F. Anway Park 0.17 Good N N N Y N Y 2 Yes
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-23
La
n
d
(
a
c
r
es
)
Close-to-Home Amenities
Observed
Condition Pl
a
c
e
s
t
o
P
l
a
y
Na
t
u
r
e
Op
e
n
L
a
w
n
(
>
2
0
,
0
0
0
s
f
)
Ga
t
h
e
r
i
n
g
p
l
a
c
e
s
Sp
o
r
t
s
c
o
u
r
t
s
Re
s
t
r
o
o
m
(Y
=
P
e
r
m
a
n
e
n
t
,
P
=
P
o
r
t
a
b
l
e
)
Pa
r
k
C
a
t
e
g
o
r
y
F
i
t
1
Ca
p
a
c
i
t
y
f
o
r
A
d
d
i
t
i
o
n
a
l
F
a
c
i
l
i
t
i
e
s
Ocean Avenue Viewpoint 0.20 Good N Y N N N N 1 No
Point Edwards Scenic
Overlooks 0.10 Fair N Y N N N N 1 Potentially
Stamm Overlook Park 0.36 Good N Y N Y N N 2 No
Sunset Avenue Overlook 1.14 Fair N Y N N N N 2 Potentially
Willow Creek Hatchery &
Interpretive Center 1.68 Good N Y N N N N 1 Potentially
Open Space
Edmonds Marsh/Walkway 23.37 Good N Y N N N N 3 Potentially
Edmonds Marsh East 0.85 Fair N Y N N N N 3 Potentially
H.O. Hutt Park 4.53 Fair N Y N N N N 3 No
Haines Tidelands 0.44
Not
Visited N N N N N N 3 No
Maplewood Hill Park 9.96 Fair Y Y N N N N 3 Potentially
Meadowdale Natural Area 1.07
Not
Visited N Y N N N N 3 No
Olympic View Open Space 0.49
Not
Visited N Y N N N N 2 No
Pine Ridge Park 23.78 Fair N Y N N N N 3 Potentially
Seaview Reservoir 1.31 Good N N Y N N N 3 No
Shell Creek Open Space 1.04
Not
Visited N Y N N N N 3 No
Wharf Street 0.12
Not
Visited N Y N N N N 2 No
Willow Creek Park 2.25
Not
Visited N Y N N N N 3 No
Other Parks and Facilities
Civic Center Playfields &
Skate Park 7.92 Fair Y N Y Y Y P 3 Potentially
Edmonds Fishing Pier 1.00 Good N Y N N N Y 3 No
Edmonds Underwater Park
& Higgins Trails 26.70 Good N Y N N N N 3 No
Meadowdale Playfields 27.00 Good Y N Y Y Y Y 3 Potentially
Wade James Theatre 2.34 Good N N N Y N N 3 Potentially
1Park category fit is scored 1-3 with higher numbers indicating a better fit with the established park
definitions.
City of Edmonds Parks, Recreation and Open Space Plan
2-24 Chapter 2: Parks, Recreation and Open Space System
Findings
• While Edmonds’ parks are generally well-maintained, there is
significant variation in the quality of park design and development
within the city. Generally, the quality correlates with the age of the
park with newer parks that tend to be more interesting, better
designed and contribute more to community identity.
• Many sites have capacity to support more of the desired “close to
home” experiences. Because the context of the parks varies, the way
that these are provided should also vary. For example, Yost Park may
be more suitable to a large nature play area, while the Frances
Anderson Center Field is ideal for the type of developed play area
found there.
• The city’s current classification system is effective, but the actual
definitions should be revised or updated. For example, the definition
of regional parks is somewhat generic, and focuses on the size of
parks. In Edmonds, however, these facilities are defined as regional
parks because they offer Puget Sound beach and waterfront access,
drawing visitors from beyond the city limits. The city’s definition of
this park classification should reflect this reality.
Sports Field Distribution
Purpose
Sports fields provide needed facilities for organized team sports for both
youth and adults. Many fields are used for organized, competitive activities
and are in high demand. Other fields serve neighborhood-scale, less formal
activities. Evaluating available and potential facilities – including those
owned by entities other than the City – can help ensure that fields are in
adequate supply to meet community needs and demand.
Analysis
The analysis of sports fields includes the type and size of field and their
geographic distribution (see Map 8 below). This analysis examines the
potential of School District owned facilities to provide additional service.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-25
Map 2-8: Sports Field Distribution
Findings
• While there are a number of fields in Edmonds for soccer/football and
baseball/softball, the fields are of varied size and there are very few
options for older youth and adult players. This diagram depicts both
City fields and those located on school property to which the City has
or might gain access. Currently there are no adult or older youth (or
full-size) fields for softball or soccer on city park property.
City of Edmonds Parks, Recreation and Open Space Plan
2-26 Chapter 2: Parks, Recreation and Open Space System
• Field locations are well distributed around the community (with the
exception of the northeast and southeast corners of the city, but
because of space limitations, there are few sites with multiple fields.
• Because Edmonds is largely built out, there are few opportunities to
expand the inventory of sports fields, especially full-size fields. The
opportunity sites that remain are owned by the Edmonds School
District and expanding the partnerships to use school fields or
acquiring School District land to expand options will be critical to
meeting needs.
Aquatics
Purpose
Aquatics facilities, including both indoor and outdoor swimming pools,
represent major community investments due to their cost to build and
operate. While it should be noted that Edmonds provides swimming
opportunities at its beaches on Puget Sound where unsupervised saltwater
swimming is available, these natural beaches do not constitute an aquatics
facility. The purpose of this assessment is to identify current market and
financial factors, evaluate service provision niches for Edmonds in light of
the 2009 Aquatic Feasibility Study, and consider the priority of aquatics
facilities in comparison to other needs.
Analysis
• The existing aquatic market in the greater Edmonds area has changed
somewhat since the 2009 study. With the opening of the new
Lynnwood Aquatic Center in the last few years and the continued
operation of the Mountlake Terrace Recreation Pavilion, there are two
public indoor aquatic centers in the larger market area discussed in
the 2009 study. This creates competition in the indoor aquatic market
for the City of Edmonds and the surrounding area. However, there
continue to be virtually no public outdoor pools in the area leaving a
potentially strong market for a seasonal outdoor pool.
• Because it has one of the only outdoor pools in the area, the City’s
aquatics niche is currently seasonal, outdoor swimming, focused on
lessons, exercise and competitive swimming rather than recreation.
• In general, aquatics is not an area of recreation service that is fully
self-supporting. Swimming pools, whether indoor or outdoor,
generally require an operational subsidy. Different configurations and
features have a great impact on operational costs and revenue
generation potential. Facilities with a greater emphasis on recreation
(not competitive) swimming tend to perform better. Stand alone
indoor aquatic centers and leisure pools provide benefits to a
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-27
community that are many and varied, and are not commonly
expected to operate as profit centers.
• In many communities, indoor pools in particular are supported
through partnership or lease agreements with other entities. The
Edmonds School District does not have an indoor pool to support
their aquatic needs. There are also health care providers in Edmonds,
a Boys and Girls Club, and an active Senior Center. In addition, a
Metropolitan Park District has been explored for Edmonds.
• Public involvement indicated that there is interest in year round
aquatics in Edmonds that includes both indoor and outdoor
swimming, but that this is not necessarily the highest priority for the
community overall. Results indicate that about half of the community
does not visit Yost Pool, the existing outdoor facility, though they are
interested in swimming.
Findings
There are several options for Edmonds:
• Maintaining the Status Quo. Yost Pool is an outdoor seasonal aquatic
center that has a limited season and the focus is more on traditional
aquatic activities (lessons, lap swimming, competitive swimming and
open swim) rather than recreational swimming. Edmonds can
continue to offer the same level of aquatic opportunities. This will
require additional upgrades to the pool and the bathhouse as well as
a commitment to fund the current operating subsidy.
• Minor Upgrades to Yost Pool and New Indoor Aquatic Center
Located Elsewhere. Under this option, Yost Pool would be retained
with some expanded recreation features. With the concern over the
limitations of the existing Yost Pool site, an indoor aquatic center
could be located elsewhere in Edmonds, but should only be
considered as part of a broader based indoor recreation center, due to
historically poor financial performance of standalone indoor aquatic
facilities.
• Yost Pool Replacement with Indoor and Outdoor Aquatics Facility. As
was noted in the 2009 study, there could be significant improvements
and additions made to the existing pool. This could include both
outdoor and indoor amenities that would allow for increased use
through a stronger emphasis on outdoor recreational swimming as
well as indoor lap and competitive aquatics. However, the capacity
of the site to support not only the expanded aquatic center footprint
but also the required parking is a real concern. In addition, these
changes would result in a change in character to Yost Park. The
forested character and trails are highly valued by Edmonds residents.
• Build a New Indoor/Outdoor Aquatic Center and Close Yost Pool. It
is operationally inefficient to have indoor and outdoor facilities at two
separate locations. Edmonds could build a new indoor/outdoor
City of Edmonds Parks, Recreation and Open Space Plan
2-28 Chapter 2: Parks, Recreation and Open Space System
aquatic center at a location to be determined. Yost Pool would be
closed and that portion of Yost Park would be repurposed.
Outdoor Performance and Event Space
Purpose
A unique element of the Edmonds’ recreation system is its outdoor
performance and event spaces. These facilities support music, theater and
other performance arts that are a key element of the city’s system.
Analysis
The locations of existing outdoor performance were identified according to
facility size. Small spaces are those that can accommodate audiences of 10-
50, and large spaces can support audiences of over 300. The current outdoor
facilities are not designed to accommodate performance year-round.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 2: Parks, Recreation and Open Space System 2-29
Map 2-9: Outdoor Performance Spaces
Findings
• As shown in Map 9 Edmonds’ outdoor performance and event spaces
are clustered in or near the downtown area. Large spaces are located
in City Park, the Civic Center playfields, the Frances Anderson Center
field and closed-off Downtown streets. A small space is located in the
Hazel Miller Plaza and the rebuilt Dayton Street Plaza will also
include a small performance space. Concentrating event space in
downtown makes sense from an economic development standpoint,
as events that attract visitors and a local audience (e.g., Edmonds Arts
City of Edmonds Parks, Recreation and Open Space Plan
2-30 Chapter 2: Parks, Recreation and Open Space System
Festival, the Farmer’s Market, the concert series) generate business
and contribute to the vitality of downtown. In addition the Port of
Edmonds has a Plaza area uses for small outdoor performances.
• Smaller outdoor performance/event spaces at parks in other areas of
town would allow for neighborhood-scale events and programming.
This will contribute to Strategic Objective 3 from the 2013 Strategic
Action Plan: Maintain and enhance Edmonds’ community character
and quality of life.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 3: System Concept, Goals and Objectives 3-1
CHAPTER 3: SYSTEM CONCEPT, GOALS AND
OBJECTIVES
Parks, Recreation and Open Space
System Concept
The future parks, recreation and open space system will continue
to be a valued and critical element of quality of life in Edmonds.
The system will:
Expand and connect recreation opportunities
Capitalize on the unique identity of Edmonds
Look forward to the big ideas that represent the future of
Edmonds
Steward and activate key community assets
Strategic expansion of the parks, recreation and open space
system will distribute the many benefits of having a nearby park
or school site; access to nature; and the opportunity to learn,
create or exercise throughout the entire community. Enhanced
connections between parks, recreation facilities and community
destinations will provide more recreation opportunities, and
make the experience of getting around Edmonds safe, direct,
comfortable and easy with walkable and bikeable options to
promote physical activity. The concept includes:
• Expanding recreation opportunities at existing
neighborhood and community parks as well as school
sites and potential new park sites;
• North-South and East-West bicycle and pedestrian
connections;
• Enhancing existing connections along the shoreline and to
connect the shoreline and the Interurban Trail; and
• Completing the 4th Avenue Cultural Corridor.
The parks, recreation and open space system creates the places
where Edmonds residents and visitors explore and create
community identity. This identity stems from the inspiring setting
Edmonds enjoys on Puget Sound, the city’s wide variety of arts
endeavors and community events, and its sophisticated small
town atmosphere. The concept includes:
• Corridors and gateways (proposed roundabout at
212/Main/Bowdoin, Hwy 99 and SR104);
Figure 3-1 Expand and Connect
Figure 3-2 Identity
City of Edmonds Parks, Recreation and Open Space Plan
3-2 Chapter 3: System Concept, Goals and Objectives
• All waterfront parks and the entire shoreline;
• Downtown, community parks and key partner facilities
including Civic Playfield and the Edmonds Art Center.
This concept also embraces the next generation of big ideas that
will propel the parks, recreation and open space system into the
future. While these projects may not all come to fruition during
this update’s 6-year planning horizon, it is critical that the
community look forward and take key steps to secure a bright
future for coming generations of users. The concept includes:
• Completing the waterfront path and refreshing the
waterfront parks;
• Securing Civic Playfield as a City park;
• Restoring the Edmonds Marsh and daylighting Willow
Creek;
• Developing a sports field complex at the Former
Woodway High School in partnership with the School
District; and
• Acquiring/Enhancing Esperance Park.
Finally, the City’s PROS system includes much more than built
improvements. A system that truly supports a broad range of
activities and reflects the community’s identity includes
programs, classes, events and vibrant arts programming. It also
includes both the physical care of community assets and the
social capital that comes from an engaged community of
residents and visitors. The activation of the park system will
encourage healthy, active lifestyles. The City will not achieve all
of this alone, but will lead the way with the structure needed to
build partnerships, foster community efforts, and channel funding
to kick-start projects and to invest in community priorities. The
concept includes:
• Finding new ways to encourage local park use;
• Providing variety in programming at more park locations;
and
• Integrating art projects into the design and construction of
improvements.
Figure 3-3 Big Ideas
Figure 3-4 Activation
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 3: System Concept, Goals and Objectives 3-3
Goals and Objectives
The PROS goals and objectives refine the direction set forth in previous
PROS Plans, and provide the policy framework to achieve the envisioned
system. The recommendations contained in subsequent chapters of this
document are implementation actions designed to achieve the goals and
objectives set forth below.
There are seven goals that describe the desired future state of Edmonds’
parks, recreation and open space system.
Goal 1: Lead collaborative efforts to fulfill the community’s needs for park,
recreation and cultural services.
Goal 2: Provide an interconnected park system that offers a wide variety of
year-round recreation opportunities and experiences in harmony with
Edmonds’ cultural identity and the natural environment.
Goal 3: Preserve and expand opportunities for public access and enjoyment
of the shoreline in Edmonds.
Goal 4: Preserve and provide access to natural resource lands for habitat
conservation, recreation, and environmental education.
Goal 5: Provide recreation opportunities and experiences to promote a
healthy, active and engaged community year-round.
Goal 6: Provide arts and cultural opportunities and experiences to promote
an engaged and vibrant community.
Goal 7: Provide a high quality and efficient level of maintenance for all parks
and related public assets in Edmonds.
Each goal embodies multiple objectives that establish more specific
directions for the PROS system. Objectives reflect public needs; past and
current planning efforts and policies; and strategic planning, design and
management principles.
City of Edmonds Parks, Recreation and Open Space Plan
3-4 Chapter 3: System Concept, Goals and Objectives
Collaborations and Leadership
Goal 1: Lead collaborative efforts to fulfill the community’s
need for parks, recreation and cultural services.
Objectives:
1.1 Expand the role of the City in providing recreation opportunities in
and around Edmonds.
1.2 Collaborate with other organizations and agencies to share facilities,
offer programs and promote special events.
1.3 Keep the community engaged in and educated about parks, facilities,
recreational and cultural programs and services through an effective
community information system.
1.4 Encourage local business involvement in providing and supporting
cultural, recreational and athletic opportunities for all ages and
abilities.
1.5 Provide support to volunteer organizations and interest groups to
assist them in offering recreation and cultural programs and services.
1.6 Promote excellence in public service within the Parks, Recreation &
Cultural Services Department, including encouraging professional
development of staff.
1.7 Manage parks, recreation and cultural services for excellence,
effectiveness, and financial efficiency.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 3: System Concept, Goals and Objectives 3-5
Parks and Open Space
Goal 2: Provide an interconnected park system that offers a
wide variety of year-round recreation opportunities and
experiences in harmony with Edmonds’ cultural identity
and the natural environment.
Objectives:
2.1 Develop a well-connected, well-distributed system with parks and
facilities that are conveniently located and easy to navigate.
2.2 Enhance and expand the accessibility and variety of parks, recreation
and cultural opportunities available in Edmonds.
2.3 Increase connectivity for pedestrians and bicyclists throughout
Edmonds, especially to parks, schools and downtown.
2.4 Develop a wider variety of opportunities for exercise and enjoyment
to expand the use of the park system throughout the year. This should
include all-weather activities and spaces to support emerging
recreation desires in the community.
2.5 Develop covered and indoor facilities to expand the recreational and
cultural opportunities throughout the year.
2.6 Utilize park, recreation, art, and open space projects as strategic
investments to encourage revitalization and economic development.
City of Edmonds Parks, Recreation and Open Space Plan
3-6 Chapter 3: System Concept, Goals and Objectives
Shoreline Use and Access
Goal 3: Preserve and expand opportunities for public access
and enjoyment of the shoreline in Edmonds.
Objectives:
3.1 Develop and maintain the Edmonds shoreline as a unique regional
recreational and environmental resource that is key to community
identity.
3.2 Increase connections and public access, including visual access, to
shoreline areas including but not limited to the waterfront, tidelands,
beaches and overlooks.
3.3 Whenever possible, acquire additional waterfront property to
enhance the existing public access.
3.4 Encourage development of interpretive elements using arts, design,
cultural heritage and natural history as integrated components which
highlight shoreline resources.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 3: System Concept, Goals and Objectives 3-7
Natural Resource and Habitat Conservation
Goal 4: Preserve and provide access to natural resource
lands for habitat conservation, recreation, and
environmental education.
Objectives:
4.1 Preserve and protect areas with critical habitat or unique natural
features, including but not limited to wetlands, stream corridors,
tidelands, beaches and forests.
4.2 Encourage preservation of natural drainage corridors and
establishment of rain gardens to allow for infiltration of water into the
soil.
4.3 Work cooperatively with property owners and developers to preserve
habitat and native vegetation, especially when these provide visual or
physical linkages to publicly owned natural resource lands.
4.4 Restore ecosystem function, enhance native vegetation and remove
invasive species on public lands.
4.5 Expand the urban forest and increase tree canopy in Edmonds.
4.6 Provide low-impact access to public natural resource lands while
retaining ecological integrity.
4.7 Promote direct interaction with nature through environmental
education, stewardship, and volunteer activities.
4.8 Work cooperatively with community groups and citizens to establish
and maintain urban gardens that are accessible and educational, and
provide the opportunity to grow food locally.
City of Edmonds Parks, Recreation and Open Space Plan
3-8 Chapter 3: System Concept, Goals and Objectives
Recreation Programs and Activities
Goal 5: Provide recreation opportunities and experiences to
promote health and wellness, year-round activity and
community engagement.
Objectives:
5.1 Ensure a variety of recreation programs for all ages, abilities,
demographic groups and geographic areas.
5.2 Support a healthy and active community by directly providing
programs, serving as a facility coordinator, and collaborating with
other entities and organizations.
5.3 Strategically expand recreation programs as facilities, staffing levels,
and partner opportunities permit.
5.4 Incubate new programs that utilize unique regional features and
address diverse and changing demographics, local expertise and
community demand.
5.5 Contribute to community cohesion and engagement through the
provision of recreation events and activities.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 3: System Concept, Goals and Objectives 3-9
Cultural Services
Goal 6: Provide arts and cultural opportunities and
experiences to promote an engaged and vibrant
community.
Objectives:
6.1 Support the vision and goals of the Community Cultural Plan and
work to effectively integrate and coordinate programs and services.
6.2 Ensure the arts are a vital part of Edmonds by providing professional
staffing and resources through the City’s Parks, Recreation and
Cultural Services department.
6.3 Contribute to community cohesion and engagement through the
provision of arts and cultural events and activities.
6.4 Support and advocate for Edmonds’ artistic resources, its unique
cultural events, and its attraction as a cultural destination—a key
element of economic development.
6.5 Foster partnerships and collaborative programming in the community
to incubate new cultural programs and address diverse and changing
demographics, local expertise and community demand.
6.6 Reflect Edmonds’ cultural identity by integrating art, history and
culture in the park system, streets and public places.
City of Edmonds Parks, Recreation and Open Space Plan
3-10 Chapter 3: System Concept, Goals and Objectives
Park Operations and Maintenance
Goal 7: Provide a high quality and efficient level of
maintenance for all parks and public assets in Edmonds.
Objectives:
7.1 Maintain parks and facilities to keep them safe, attractive and healthy
and preserve them as assets for future generations.
7.2 Design parks and facilities for operational efficiency and to conserve
energy, water, staff time, and other resources.
7.3 Prioritize quality and durability of materials for all parks capital
improvements.
7.4 Allocate adequate funding for maintenance, staffing and asset
preservation.
7.5 Engage the community in hands-on stewardship of parks, facilities
and open spaces.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-1
CHAPTER 4: ACTION PLAN
Recommended Projects and Initiatives
This chapter includes the projects and initiatives recommended to
implement the system concept, goals and objectives for the Edmonds PROS
system. The recommendations are organized by the Goal numbers and
lettered for reference, and to differentiate between the recommendations
(example: 1.A) and objectives (example: 1.1).
Goal 1: Collaborations and Leadership
1.A Expand the partnership with the Edmonds School District, including
negotiating an agreement for expanded, year-round public use of
school grounds, sports fields and gyms for recreation purposes.
1.B Continue partnerships with Lynnwood, Snohomish County, the Port
of Edmonds and other governments to provide, upgrade, manage and
maintain regional recreational facilities that serve the Edmonds
community, including sports fields, recreation facilities, trails and
public parks.
1.C Increase partnerships and collaboration with Edmonds Community
College, expanding on current activities. For example, explore
opportunities to share community spaces for art creation,
collaboration, display and performance; and expand service learning
opportunities for EdCC students.
1.D Consider new strategic partnerships with non-profits, the Edmonds
Senior Center, the hospital, and private businesses that would
increase recreation opportunities for Edmonds residents in
accordance with this PROS Plan.
1.E Develop formal agreements or memoranda of understanding for each
partnership, defining the City’s staff time and financial commitments,
as well as those of the partner. Each agreement should spell out the
responsibilities for each party clearly and succinctly, and include a
specific time duration and review process.
1.F Define an annual budget of staff time and develop a process to
provide assistance for local organizations and groups to enhance the
PROS system in Edmonds with programs, events and capital
improvements.
City of Edmonds Parks, Recreation and Open Space Plan
4-2 Chapter 4: Action Plan
1.G Continue to evolve the marketing and communications strategy for
the Parks, Recreation and Cultural Services department, periodically
evaluating success and adjusting methods when necessary.
• Public feedback during this PROS Plan process indicated that the
CRAZE (published in partnership with the City of Mountlake
Terrace) publication continues to be highly effective, even as
expectations for online communication methods are increasing.
• Explore renewing CRAZE programming guide partnership with the
City of Lynnwood.
1.H Continue to refresh, update and increase the web presence and user-
friendliness of the park system, recreation and cultural information on
the Edmonds website to facilitate self-directed recreation within the
park system. Keep current with evolving technology. For example,
increased smart phone use by both residents and visitors means that
people expect to find information about the parks and facilities easily
and be able to use online mapping services or GPS to help them
navigate. Examples include making sure all parks, facilities and major
artworks are searchable using online mapping services (Google,
Bing), providing physical addresses for each site, using Quick
Response (QR) codes, and keeping the Edmonds, Washington
Wikipedia entry updated with key parks and events visitors may want
to find. Incorporate approved information on Facebook as
appropriate.
1.I Define overall financial goals, policies and philosophies to help guide
program and facility decisions. This should address revenue
generation, public investments for economic development purposes,
access to services for low income populations, and other issues
around fees, charges and access.
1.J Continue to provide City facility space through lease and rental to
organizations and entities that provide recreational and cultural
programs, events and services, as well as organizations and
individuals seeking space for gatherings and events. The overall
financial policies should guide rental fees and lease provisions.
1.K Develop a succession plan for senior Parks, Recreation and Cultural
Services staff. Edmonds has highly effective, long-tenured senior staff
within the Department, which has led to the efficiency and
effectiveness of PROS services today. A succession plan (including a
hiring overlap) is needed to ensure that the knowledge, skills and
experience of senior staff are retained (e.g., through procedures or
documentation) or transferred to other staff members in advance of
retirements. This will help provide stability and continued efficiency.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-3
1.L Budget and allow time for staff participation in professional
development activities and training to ensure a highly skilled team
conversant with best practices in programming, events, land
stewardship, and other areas of parks, recreation and cultural services
provision.
1.M Explore human resource strategies to increase workplace satisfaction
and service delivery effectiveness, such as “9/80” scheduling (four,
nine-hour work days per week and one day off every other week) for
some staff, employee recognition programs, or process improvement
programs.
1.N Continue efforts to provide volunteer opportunities to enhance the
City’s parks, events, and recreational and cultural programs.
Volunteerism is a form of recreation for many, and is also an
excellent means of encouraging participation from the City’s large
population of highly educated seniors/Baby Boomers as well as our
younger population including students.
1.O Adopt a park classification system that defines parks more closely to
the existing reality in Edmonds. Proposed language is provided in the
description of the park system in Appendix A.
Goal 2: Parks and Open Space
2.A Utilize level of service standards to track the status of the overall
system of park and open space lands in Edmonds.
• Continue to track overall level of service by acres per 1,000
residents. For consistency and simplicity, count all sites that serve
park and recreation functions for community members that are
within the city limits (including school and partner sites) or to
which Edmonds contributes to the operation even if outside of
the city limits (primarily Meadowdale Playfield and Lynndale
Skate Park).
• Establish a method of identifying and measuring sites that
balances simplicity (parcels indicated in County GIS data) and
common understanding (not including underwater acreage or
beautification areas not perceived as park land).
• Eliminate the park classification-specific standards of past PROS
Plans as well as the “aspirational standard” of the 2008 PROS
Plan.
• Track the provision of sports fields by number in each type of field
(adult, youth; soccer/multi-sport, baseball, softball). Eliminate
numerical standards for sports facilities.
City of Edmonds Parks, Recreation and Open Space Plan
4-4 Chapter 4: Action Plan
2.B Adopt a revised methodology for measuring level of service based on
travel distance and access to key experiences. Provide desired
recreation experiences (a place to play, nature, open lawn, gathering
places and sports courts or fields) close to home, or within ½ mile
walking or biking distance as measured using Edmonds’ street and
trail network.
2.C Explore property acquisition and development with partners,
including the School District, Snohomish County and other public
and private entities.
• Continue to partner with neighboring and overlapping
jurisdictions (cities, counties, school districts) as well as private
entities (i.e. churches) to expand recreation opportunities for the
community.
• Continue discussions for possible acquisition of Esperance Park
from Snohomish County for annexation and redevelopment into a
community park with sports fields, community gardens, picnic
shelters, and other recreation features.
• Consider acquisition of County park land within or adjacent to
Edmonds (if made available), such as Chase Lake.
2.D Acquire Civic Playfield from Edmonds School District, master plan
and redevelop it to serve multiple recreation purposes (potentially
including events, large and small community gatherings, sports, and
arts.)
2.E Implement previous community process to work with the Edmonds
School District to redevelop the Former Woodway High School site
into a regional sports and recreation asset with adult soccer/multi-
sports turf fields, providing for year-round recreation options and
serving a growing community. Involve the community in design
development.
2.F Develop major new facilities only after studying the required
investment in capital and ongoing operating resources and
determining a funding strategy. Identify other potential funding
sources such as private sponsors or donations.
2.G Acquire park land in the Highway 99/SR 104 areas to provide
adequate park service in redeveloping areas. Create new civic spaces
to enhance investment and revitalization while meeting recreation
needs, especially where service gaps exist, or higher residential
impact is planned.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-5
2.H Establish a dedicated fund for future park land acquisition to build
public and private contributions.
2.I Fill gaps in access to recreation opportunities through programming
and public access (after school hours) at elementary and middle
school sites, as addressed in the renewed agreement with Edmonds
School District.
2.J Maximize existing investment in indoor recreation facilities including
adaptive reuse where possible.
• In partnership with the Public Facility District/ECA, upgrade the
gymnasium at the Edmonds Center for the Arts to extend the
available hours of use and life span.
• Establish agreements for indoor facility (gymnasium and
classroom) use at Edmonds School District facilities.
• Consider adding additional gymnasium or other indoor facility to
an appropriate existing facility before building a stand-alone
building.
• Develop new indoor recreation facilities in compatible
combinations to maximize the efficiency and economy of scale.
2.K Develop covered, and potentially lighted, facilities to extend the use
of parks throughout the year. Focusing this investment in sites that
already serve as destinations in the system (community and some
special use parks) and have supporting amenities in place.
2.L Enhance the function and recreation value of existing sites through a
park renewal program to provide high quality, multi-use spaces for
recreation and cultural expression including play, reflection, exercise,
sports, performance, public gathering, education and events.
2.M Identify existing trails in the parks inventory, on internal and
distributed maps, and in online parks resources.
2.N Define the best routes for and treatments to create central north-south
and east-west pedestrian and bicycle corridors, incorporate these into
the City’s transportation plans, and implement improvements.
2.O Increase connections to the Interurban Trail, using signage, sidewalks,
curb extensions, and other pedestrian/bicycle enhancements,
especially focusing on crossing Highway 99.
City of Edmonds Parks, Recreation and Open Space Plan
4-6 Chapter 4: Action Plan
2.P Work with other departments to assess non-motorized and public
transit access to accomplish improved linkages to parks and
recreation facilities, to maximize the value of these existing
community assets.
• Use the criteria from the Comprehensive Transportation Plan to
prioritize pedestrian improvement and increase connectivity to
neighborhoods, schools and parks.
• Implement the City’s wayfinding plan.
2.Q Monitor property availability to add park sites in Southeast Edmonds
and north of South Snohomish County Park to address gaps in access
to a neighborhood or community park.
2.R Explore the potential of additional publicly accessible indoor meeting
space that doesn’t require rental or reservation (similar to the Senior
Center social areas).
2.S Work cooperatively with community groups and citizens to establish
and maintain urban gardens that are accessible, educational, and
provide the opportunity to grow food locally.
2.T Develop an off-leash dog park policy that reflects the best practices of
location, facilities and maintenance practices.
2.U Identify and reserve some existing or future capacity at park sites for
the addition of facilities that respond to emerging recreational trends,
community interests, and future growth. Future capacity could
include additional park land acquisition or facilities that will need to
be replaced but may not be of current interest.
2.V Advance the accessibility of the park system by applying Universal
Design principles (which go beyond the requirements of the
Americans with Disabilities Act) to reduce and eliminate barriers
based on age or ability, and evaluating and adapting the system for
social equity.
2.W Establish a system to consider and incorporate new projects and ideas
into the City’s efforts between PROS Plan updates.
2.X Develop an indoor aquatic center to replace the existing outdoor pool
at an appropriate site.
• As with other indoor facilities, combine the aquatic center with
other compatible indoor recreation facilities to improve the return
on the community’s investment in the building.
• Supplement indoor aquatics with informal water play
opportunities such as the new splash pad at City Park.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-7
2.Y Work with the Edmonds Senior Center in developing a long term
solution for upgrading and maintaining the Senior Center.
2.Z Support the implementation of a year-round market by assisting in the
planning and development of gathering spaces as part of this concept.
Goal 3: Shoreline Use and Access
3.A Complete a continuous walkway from Marina Beach to Brackett’s
Landing North with access to the public beach continuing north.
3.B Retain existing overlooks and develop additional viewpoints to create
public enjoyment of the views of Puget Sound, especially in locations
where physical access is impractical or infeasible.
3.C Actively monitor shoreline property for acquisition opportunities, and
acquire or otherwise secure public access where feasible.
3.D Expand pedestrian access to the tidelands where terrain and shore
conditions permit.
3.E Improve connections (visual, perceived, and physical) between
downtown and the waterfront including opportunities to integrate
public art and design elements.
3.F Develop and implement a master plan to restore the hydrological and
ecological connection of Marina Beach Park to the Edmonds Marsh.
3.G Reinvest in key regional parks (beginning with Brackett’s Landing
North Park) to sustain the quality of shoreline access, ecological
function and visitor experience and potential contribution to
economic development.
3.H Enhance connections across the railroad tracks to the shoreline, such
as with overcrossings, undercrossings, and additional at-grade
crossings. All of these will require significant negotiation with the
railroad.
3.I Support the relocation of the ferry terminal (pending decisions by
Washington State) and participate in planning to redevelop the
existing ferry dock and waiting lanes.
City of Edmonds Parks, Recreation and Open Space Plan
4-8 Chapter 4: Action Plan
3.J Use the opportunity of upgrades and maintenance at the Senior
Center site to integrate the property more completely with the rest of
the waterfront.
3.K Secure ongoing funding for the Beach Ranger program, recognizing
the important role in tourism, building a connection to the shoreline
and expanding appreciation for natural resources and habitat
conservation.
Goal 4: Natural Resource and Habitat Conservation
4.A Inventory and classify natural resources and habitat areas within of
the park system.
4.B Conduct a city tree inventory and map to create a baseline of
information to enhance tree canopy.
4.C Connect new generations of residents and visitors to natural resources
in Edmonds through Discovery Programs utilizing ranger naturalists.
4.D Collaborate on public information programs to help property owners
(including the City) identify and remove invasive vegetation.
4.E Collaborate with various organizations in invasive plant removal and
native vegetation planting in accord with landscaping plans for parks
within the city limits. Suggest park maintenance projects that would
be good candidates for the annual Arbor Day event sponsored by the
Tree Board.
4.F Provide low impact access to natural resource areas to allow for
enjoyment and interaction with nature.
4.G Steward the urban forest using appropriate maintenance of street and
park trees, clear removal and replacement policies and providing
information about urban forestry to property owners.
4.H Relocate incompatible uses from sensitive areas (i.e. waterfront dog
park at Marina Beach Park).
4.I Consider expanding the function and facilities around the Willow
Creek Hatchery to create a more expansive interpretive center that
includes the Edmonds Marsh.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-9
Goal 5: Recreation Programs and Activities
5.A Develop and incubate new programs that utilize unique regional
features, address diverse and changing demographics, local expertise,
and community demand.
5.B Evaluate individual recreation programs in terms of persons served,
overall community interests, redundancy in partner programs, and
costs.
5.C Continue programs that successfully serve community needs, with re-
evaluation at least every six years. Encourage participation and input
from schools and students.
5.D Expand successful programs that have the potential to exceed their
operating costs.
5.E Phase out directly providing programs that are well-served by other
entities, and avoid initiating programs in these areas.
5.F Identify local and regional partners to help provide general and
seasonal recreation programs in City facilities and at satellite sites.
5.G Develop a budget that holistically balances costs and revenues across
all recreation programs to maintain a high ratio of revenue to
operating costs for the recreation system.
Goal 6: Cultural Services
6.A Include representatives for the Arts and Culture community in
advisory roles on all major City projects to reflect Edmonds’ cultural
identity by integrating art, history and culture in the park system,
streets and public places.
6.B Sustain and expand staffing in Cultural Services to provide and restore
adequate advocacy and administrative support for ongoing
development of arts and culture efforts in Edmonds.
6.C Develop and incubate new programs that address diverse and
changing demographics, local expertise, and community interest.
6.D Support collaborative technologies and crowdsourcing to improve the
coordination and promotion of cultural events and activities.
6.E Identify and develop opportunities to enhance and expand facilities
for visual, literary and performing arts.
City of Edmonds Parks, Recreation and Open Space Plan
4-10 Chapter 4: Action Plan
6.F Work with the downtown business community and cultural
organizations to offer special events that will highlight the cultural
identity of Edmonds and attract out of town visitors.
6.G Continue to provide and maintain identity-enhancing features such as
art enhanced light poles, hanging flower basket poles, wayfinding
signage, design elements and public art installations throughout the
public realm.
Goal 7: Park Operations and Maintenance
7.A Increase the Parks Department’s available resources (including part-
time and full-time labor, supplies and equipment) appropriately as the
park system expands to ensure park properties are maintained in a
safe and attractive manner.
7.B Maintain an operating budget that reflects what the community needs
and can afford.
7.C Continuously advocate for the resources necessary to adequately
maintain the system for long-term sustainability.
7.D Document the City’s maintenance management plan for the system as
a whole and for specific sites with specialized needs (e.g., regional
parks, City Park).
7.E Develop an asset preservation program consisting of a detailed list of
assets at each park site and an annual evaluation program. Resulting
data should be linked to the City’s GIS system for tracking and
planning purposes, and coordinated with other departmental GIS
data.
7.F Use appropriate technology to maximize and facilitate day-to-day
maintenance activities and tracking.
7.G Expand the use of volunteers for special park maintenance projects
such as city-wide trail enhancement.
7.H Encourage and assist neighborhoods and businesses in joining the
Adopt-a-Park Program.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-11
7.I Adopt and implement updated park design guidelines and policies.
Develop master plans incorporating this guidance for all community,
regional and special use parks prior to making any improvements.
• Integrate native plants, stormwater filtration and infiltration
strategies, low or no pesticide/herbicide techniques, and other
wildlife friendly practices into parks design and maintenance.
• Use low impact development (LID) strategies including reuse of
materials and low-maintenance, water and energy efficient
vegetation and materials wherever possible in redevelopment and
new development projects.
• Install well-crafted, low-maintenance, long-lasting products and
sustainably-built structures and incorporate art and design
elements wherever possible in redevelopment and new
development projects.
7.J Develop all park project budgets based on lifetime projects costs –
capital costs plus operating and maintenance costs. Estimating cost
from this perspective prioritizes investment in quality that lengthens
lifespan and reduces maintenance needs.
7.K Engage in discussions with economic development regarding the
installation of downtown public restrooms to ensure that the location,
design and ongoing maintenance funding are appropriate for future
management by the Parks Department.
City of Edmonds Parks, Recreation and Open Space Plan
4-12 Chapter 4: Action Plan
Prioritization
Projects are included in the recommended projects and initiatives only if
they are aligned with the park system concept and are important to the
future of the system, and are noted in other planning efforts in the City ( i.e.
Strategic Plan). Limitations on resources, the certainty of changing conditions
and emerging opportunities require narrowing down from the full listing of
projects and initiatives to focus City efforts year-to-year. To remain useful
and relevant this plan recommends the formalization of a prioritization and
annual work planning process. This process is designed to be flexible while
staying true to the overall direction set with the input of the community. The
two major components are a set of criteria and the annual work plan.
Criteria
The following criteria are tied to the goals and objectives of the plan but are
also informed by operational considerations and the necessary flexibility to
pursue opportunities that can emerge quickly. Beneath each criterion are
questions posed to begin a discussion of how a specific project or initiative
fits in the prioritization scheme, mainly in relation to other projects. This
exercise is particularly useful as new ideas emerge that need to be sorted
into the City’s work plan.
Assess Resources and Capacity
• Is there capacity within the City staff and partners to manage and
coordinate?
• Is the capital, operating funding identified or secured?
Embrace Opportunity
• Is a unique funding source available?
• Can the project be piggybacked onto another nearby or related
project?
• Is a new property available in a targeted area?
• Is there a strong partner?
• Does the project or initiative align with current community
politics?
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 4: Action Plan 4-13
Connect and Expand
• Does the project or initiative provide more access to recreation
activities?
• Does the project or initiative enhance the experience of traveling
through Edmonds on foot or by bicycle?
• Does the project or initiative create new recreation or cultural
opportunities?
• Does the project or initiative connect or expand wildlife habitat
areas and natural resources?
Enhance Identity
• Does the project or initiative extend the community’s identity
beyond downtown and the shore?
• Does the project or initiative support the connection to the
shoreline, to the arts and community culture?
Advance Big Ideas
• Does the project or initiative advance the projects that represent
the big future opportunities for Edmonds?
• Does the project or initiative create visible or reportable progress
toward these big ideas?
Activate
• Does the project or initiative draw new people to parks, recreation
and cultural programs?
• Does the project or initiative remove barriers to using a site?
Maximize
• Does the project or initiative support or extend the usable life of
existing facilities?
• Does the project or initiative build on existing assets to make
more or better use of a public investment?
• Does the project or initiative increase the financial return on the
community’s investment in parks, recreation and open space?
City of Edmonds Parks, Recreation and Open Space Plan
4-14 Chapter 4: Action Plan
Work Planning
In advance of the annual budget and capital improvement program
processes for the City, the Parks, Recreation and Cultural Services should
hold an annual work planning discussion to check in on the status of current
projects and update the evolving list of projects the City is focused on.
Discussion
• Projects and initiatives that will be completed
• Measurable, visible or reportable progress toward larger projects
and initiatives
• Changing conditions
• New projects or initiatives
Work Plan
• Projects/Initiatives in Progress
• Actively Seeking Funding
• Monitoring, holding
The resulting work plan will inform the proposals for the City’s capital
improvement budgeting process.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-1
CHAPTER 5: FUNDING PLAN
Capital Projects
The specific projects recommended in this plan are the result of applying the
recommendations to the City owned park sites in the Edmonds system,
potential partner sites and a few additional projects that are not specified at a
particular site. The projects each have an associated cost which is
summarized first by site and then across the entire system in Appendix C.
The costs included in this PROS plan are project level estimates that are
appropriate for this level of planning. These planning costs are developed
based on the combined experience of the team with the development of
features within parks and complete park sites. The costs are round numbers,
intentionally conservative, to cover the complete project cost. Details of the
assumptions are provided in Appendix C.
Capital Cost Model
The capital cost model presented in Appendix C is a snapshot of a flexible
tool that is designed to be useful during the plan development and review
process but also as the situation in Edmonds changes over the life of the
plan. Cost assumptions can be modified and project selections can be
changed easily to update the model to current realities or to run scenarios for
capital planning.
Project Types
The assumptions in Appendix C are developed around a set of common
project types that emerged from the analysis of the system and the
development of recommendations. Descriptions of each project type are
provided in the assumptions section of Appendix C. Each represents a
recommendation that recurs at multiple sites in the system. The project types
are summarized below with the number of sites each is applied to and total
cost.
Table 5-1: Cost Summary by Project Type
Project Type Number of
Projects
Total Planning Level
Cost
Access and Entryways 10 $500,000
Gathering Area 5 $750,000
Sports Court Allowance 3 $105,000
Play Area Replacement (Small) 1 $125,000
Play Area Add/Expand (Large) 3 $1,500,000
Natural Play Area 6 $450,000
Natural Resources/Habitat 15 $150,000
City of Edmonds Parks, Recreation and Open Space Plan
5-2 Chapter 5: Funding Plan
Project Type Number of
Projects
Total Planning Level
Cost
Enhancement
Restroom Small 3 $750,000
Restroom Large 2 $1,000,000
Site Master Plan 3 $450,000
Site Renovation 7 $682,500
Partner site contribution 10 $1,350,000
Total 68 $7,812,500
In addition to these common project types, there is an “other” category that
allows for the unique and often substantial projects that represent the major
steps in developing the system. The total of the “other” capital projects is
summarized below.
Table 5-2: Cost Summary Other Projects
Project Site Total Planning
Level Cost
Brackett's Landing North $100,000
Civic Center Playfields & Skate Park $10,000,000
Edmonds Fishing Pier $1,000,000
Edmonds Library & Plaza Room $100,000
Edmonds Marsh/Walkway $12,000,000
Edmonds Memorial Cemetery and Columbarium $100,000
Former Woodway High School $12,000,000
H.O. Hutt Park $75,000
Hummingbird Hill Park $20,000
Maplewood Hill Park $50,000
Marina Beach Park $1,000,000
Mathay Ballinger Park $30,000
Meadowdale Playfields $2,000,000
Pine Ridge Park $75,000
Seaview Park $250,000
Sierra Park $100,000
Sunset Avenue Overlook $200,000
Willow Creek Hatchery & Interpretive Center $50,000
Yost Memorial Park & Pool $500,000
4th Avenue Cultural Corridor $800,000
Indoor Aquatics/Recreation Center (Alternative 1) $25,000,000
Indoor Lap Pool with Outdoor Recreation Pool
(Alternative 2) $18,000,000
Replace Park Maintenance Building $4,000,000
Downtown Restrooms (2) $500,000
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-3
Project Site Total Planning
Level Cost
Land Acquisition $2,000,000
Projects in the “other” capital projects table are site or facility specific, with
the exception of “land acquisition.” Expansions of the parks system will
target the gaps identified in this plan and take advantage of opportunities as
they emerge. Due to the constrained nature of Edmonds, this approach will
require vigilance and pro-active pursuit of potential land acquisition
opportunities for both parks and open spaces. The City’s inclusion of this
item in the capital projects list recognizes the importance of swift action
when rare property acquisition opportunities become available.
Ongoing Operational Impacts
The operational impact of implementing the recommendations in this plan
will vary based on the current costs of staffing, utilities and materials.
However, the critical consideration is the reality that there will be an
operational impact. As the system expands in size and program offerings
grow to serve the changing population, the resources committed must
expand as well. Recommendations under Goal 7 make an explicit reference
to the need for operational resources (staff, materials, equipment, etc.) to
scale up in relation to the additional number and type of sites and facilities
to maintain. Ongoing resources will also be needed to sustain the City’s role
as a hub of community partnerships and major funding coordinator. The
system concept is built on expanded partnerships and the funding will
include grant applications. Both of these efforts will require staff time and
leadership to be successful.
The capital cost model also reflects the operations and maintenance impacts
of a number of projects. For the common project types restrooms and new
types of play areas are called out for their impact to the annual operating
budget. In addition, numerous “other” projects include an allowance for
future operations and maintenance resources. The operations and
maintenance costs included in the cost model are marginal costs, the
additional cost to add one more feature. These should be considered add-
ons to the City’s current park maintenance budget ($1,400,000 in 2013). As
the costs of adding and intensifying services within the City’s constrained
park system are more completely understood, the capital cost model is
designed to incorporate these changing assumptions and realities.
Implementation Timeline
The PROS Plan is designed to continue advancing projects that started in
past years, put forward new projects that have emerged from the process and
set up the community for major projects in the future. The general timeline
for this PROS plan update is the six-year eligibility period defined by the
City of Edmonds Parks, Recreation and Open Space Plan
5-4 Chapter 5: Funding Plan
Recreation and Conservation Office and the Growth Management Act, but
much of the guidance of this plan extends beyond that timeline to a future
system twenty or more years in the future. The plan is designed for flexibility
within this longer timeline. Based on funding opportunities, land availability
and other factors, some projects may move forward sooner or be pushed out.
The following implementation timeline represents a snapshot at the
beginning of 2014 of the implementation of projects at these sites. The
timeline is divided in to four time ranges beginning from the adoption of this
PROS plan. This timeline will be adjusted and updated as part of the City’s
annual capital planning process.
Table 5-3: Implementation Timeline
1-3 Years
• Securing Civic Playfield as a City park
3-5 Years
• Restoring the Edmonds Marsh and daylighting Willow Creek
• Redeveloping Marina Beach Park
• Renovate the fishing pier
5-10 Years
• Develop a sports field complex at the Former Woodway High School in
partnership with the School District
• Acquiring/enhance Esperance Park
• North-South and East-West bicycle and pedestrian connections across
Edmonds
• Upgrade the Senior Center
10+ Years
• Refresh the regional parks on the waterfront
• Complete the waterfront path
• Developing indoor aquatic center
• Adding new parks to fill gaps in service
Ongoing Over the Life of This Plan
• Expanding recreation opportunities at existing neighborhood parks,
community parks and school sites
• Implementing the 4th Avenue Cultural Corridor
• Finding new ways to encourage local park use
• Providing variety in programming at more park locations
• Integrating art projects into the design and construction of improvements
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-5
Funding Strategy
The City of Edmonds has remained committed to parks, recreation and open
space as a key factor in the quality of life, a commitment that is reflected in
the values and priorities of the community. However, even the most
dedicated community has trying moments. The great recession that
encompassed most of the prior PROS planning period resulted in cuts to City
services and Parks, Recreation and Cultural Services was not completely
spared. The impact of that instability in funding has been noticed in the
community, in spite of strategic efforts to minimize the impact (such as
planting more perennials to maintain the quality of the beautification areas
normally planted with annuals).
While the City will continue to make every effort to adequately fund the
park system, in order to sustain the level of quality expected by the
community while growing to meet future needs the primary funding strategy
the City should pursue is a dedicated, ongoing funding source. The
consideration of a Metropolitan Park District has been the subject of a
community task force, multiple City Council work sessions and updates, and
most recently a key question on the statistically valid phone survey
conducted as part of this process. The results of that survey indicate a strong
level of support for the establishment of a district with taxing authority to
take on the responsibility of providing parks and recreation services in
Edmonds. Specifically, 71% of respondents indicated that they would
strongly (33%) or somewhat (38%) support the creation of a district at a cost
of approximately $10 per month. Additional polling would still be required
to determine the best approach to passing the required ballot measure, but
this level of support with a specific funding request attached is a good
indication of the community’s position. A complete top line summary of the
survey is available in the technical supplement to this report, under separate
cover.
The most straight forward formation of a Metropolitan Park District would be
to match the boundary to the city limits and utilize the City Council as the
MPD Board. This method is allowed for to simplify the formation and reduce
the overhead that would be needed to support an independent board. The
enabling legislation for MPDs allows for taxing authority up to $0.75 per
thousand dollars of assessed valuation which can be utilized for any mix of
capital and operations expenditures. The mix of responsibilities that the
District would assume is also flexible but a clear understanding of what the
District will take over and the impact to both the cost and variety of services
will need to be a clear message to the voters.
One additional, supporting strategy that can be pursued in concert or
independently of the MPD is a local parks foundation. The demographics of
Edmonds show both a high overall income level and an older population.
City of Edmonds Parks, Recreation and Open Space Plan
5-6 Chapter 5: Funding Plan
The combination of these two creates an opportunity to explore planned
giving and other fundraising strategies through an independent foundation.
The foundation could also serve as a convener of a friends or advisory group
for the park system to work collaboratively with City staff to advance the
goals of the community.
Additional funding sources, including those the City is already utilizing, are
summarized in the next section.
Funding Sources
A variety of funding sources are available for park construction and
operation, maintenance and programming in Washington. The funding
options on the following pages present potential resources for acquiring,
planning and developing parks, natural open space, trails and other
recreational areas. In limited cases the following funding sources may also
be used for maintenance, operations and programming. The sources listed
are in no specified order.
General Fund
The General Fund is the city’s primary source for operating revenue. Most of
this revenue comes from taxes levied on property, the sale of merchandise,
business licensing and utilities. From time to time the City may opt to pay for
a capital project directly from the General Fund. Furthermore, the general
fund is the primary ongoing source of operations and maintenance funding.
The level of General Fund dollars committed to a project or program reflects
an investment of the community’s collective resources.
Real Estate Excise Tax (REET)
Real Estate Excise Tax (REET) is a tax levied on all real estate sales and is
levied against the full value of the property. Edmonds is allowed under the
statutes to levy 0.5% in addition to the State of Washington tax. These funds
can only be used for projects identified in the Capital Facilities Plan Element
of the City’s Comprehensive Plan. REET 1 (the first 0.25%) is generally
designated for parks acquisition above and beyond the City’s existing debt
service. The main source of capital funds for parks projects is the second
0.25% (REET 2) of which the first $750,000 is used to match grants and fund
projects.
HB 1953 provides Washington cities and counties with the option to use
$100,000 per year, or up to 35 percent of their annual REET revenues
(whichever is greater, to a maximum of $1,000,000/year) toward operating
and maintenance cost of existing capital facilities. This is a temporary
measure, intended to support park systems through the economic downturn,
and is due to sunset at the end of 2016.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-7
Metropolitan Park District (MPD)
A metropolitan park district (MPD) is a junior taxing district that has the
authority to regulate and manage the public park system. Districts have two
regular property tax levies available: one of 50 cents per thousand dollars
assessed valuation (AV) and one of 25 cents. They are considered as one
levy for the purposes of the levy limits in chapter 84.55 RCW.1 A
metropolitan park district may include territory located in portions or in all
of one or more cities or counties, when created or enlarged. There are two
ways to initiate the formation of a park district: by petition and by a
resolution of the governing body or bodies within which the district is to be
located. A board of commissioners governs the district, the composition of
which is dependent on the design of the district boundary.
Parks Foundation
Parks foundations are non-profit public charity organizations that support
public parks by raising funds through public and private partnerships.
Foundations create or continue relationships with donors, administer grants
and establish special funds that are directed back to public parks. Such an
organization provides an effective way to leverage support for parks by
pursuing private funding in ways that are not possible by local government
agencies such as cash or land donations, charitable funds and fund raising
campaigns. For example, the Greater Metro Parks Foundation in Tacoma led
a successful capital campaign, raising money specifically for the
redevelopment of a local park. There are many different parks foundations
throughout Washington, including examples near Edmonds such as the King
County Parks Foundation, Seattle Parks Foundation and Friends of Seattle’s
Olmstead Parks.
Impact Fees
Impact fees are charges assessed against newly-developing property to
recover the cost incurred by a local government in providing public facilities
to serve the new development. Similar to impact fees that the City imposes
for streets, schools and fire protection, revenue can only be directed towards
impacts caused by the new development. RCW 82.02.050-.110 authorizes
establishment of impact fees which are also provided under the State
Environmental Policy Act (43.21C RCW). Impact fees do not recover the full
cost of a new facility since these fees must be directly and proportionately
related to new development. The City of Edmonds recently enacted Park
Impact Fees on both residential and commercial development.
1 Municipal Research and Services Center of Washington,
http://www.mrsc.org/subjects/parks/spd-mpdtax.aspx.
City of Edmonds Parks, Recreation and Open Space Plan
5-8 Chapter 5: Funding Plan
Bonds
There are three primary types of bonds available to Edmonds: general
obligation, limited tax (councilmatic) and revenue.
General Obligation Bonds
These are voter-approved bonds paid off by an assessment placed on real
property. The money may only be used for capital improvements. Passage
requires approval by 60% of voters, and the tax is levied for a specified
period of time (usually 15-20 years). Major disadvantages of this funding
option are the voter approval requirement and the interest costs.
Limited Tax (Councilmatic) Bonds
Also known as councilmatic bonds, these bonds are paid directly out of the
general fund and require no additional taxation. Therefore no authorizing
vote is necessary. However, the City must have the ability to repay the
bonds prior to bond issuance. These bonds may be used for any purpose
(not only capital).
Revenue Bonds
Revenue bonds fund municipal projects that generate income. The income
generated by these projects pays revenue bondholders their interest and
principal. Projects funded by revenue bonds serve only those in the
community who pay for their services. The City directs revenue into a
specific revenue fund and uses funding to pay for operations, then payments
to bondholders. Because they are not backed by the full faith and credit of a
municipality, these bonds carry a somewhat higher default risk for which
they offer higher interest rates.
Levy Lid Lift
This type of funding program allows cities to increase property taxes by more
than one percent, plus taxes on new construction and increases in state-
assessed utility valuation. There are two different options for a levy lid lift,
with each having different provisions and advantages. The first option asks
voters to increase taxes for a specific purpose and can be for any amount of
time or made permanent. With this option, the City need not specify the
specific purpose for the lift which allows for greater flexibility when funding
projects. If made permanent, the City can use the funds for ongoing
operating expenditures without the need to return to voters for another lid
lift. The second option asks voters to increase taxes for any purpose and can
be “bumped up” each year for up to six years. This option limits use of funds
only towards the specific purpose stated on the ballot.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-9
Grants
Following the City’s own resources, the largest funding source for park and
recreation projects are grants from State and Federal agencies. Most grant
programs require a portion of the project cost to be provided by a local
partner as match funding. In most cases granting agencies will not fund more
than 75 percent of a project’s cost. These programs also require training,
tracking and other staff attention throughout the year to maximize success.
State
The State of Washington Recreation and Conservation Office (RCO) is
responsible for administering a wide variety of public funds and provides
technical assistance and policy development in addition to preparing
statewide plans on trails, boating facilities, habitat preservation and off-road
vehicles.
Boating Facilities Program (BFP)
This grant program is funded by boaters’ gasoline taxes and administered by
the RCO. Projects eligible under this program include acquisition,
development, planning and renovation projects associated with launching
ramps, transient moorage and upland support facilities. RCO allocates up to
$200,000 for planning projects and up to $1,000,000 for acquisition,
development or projects that combine planning with acquisition or
development. Grants are distributed on an annual basis and require a
minimum of 25 percent matching funds by a local agency.
Land and Water Conservation Fund (LWCF)
This is a federal grant program that receives its money from offshore oil
leases. The money is distributed through the National Park Service and is
administered locally by the RCO. In the past, this was one of the major
sources of grant money for local agencies. In the 1990s, funding at the
federal level was severely cut, and now funding varies from budget to
budget. The funds can be used for acquisition and development of outdoor
facilities and require a 50 percent match.
Washington Wildlife and Recreation Program (WWRP)
There are two accounts under this program: 1) Habitat Conservation; and 2)
Outdoor Recreation. Projects eligible under this program include acquisition
and development of parks, water access sites, trails, critical wildlife habitat,
natural areas and urban wildlife habitat. Applicants must provide a minimum
of a 50 percent non-RCO match. Local park projects have maximum
requests of $300,000 for development and $500,000 for acquisition costs.
City of Edmonds Parks, Recreation and Open Space Plan
5-10 Chapter 5: Funding Plan
There are no maximum request levels in the following categories: urban
wildlife habitat, trails and water access.
Youth Athletic Facilities (YAF)
The Youth Athletic Facilities is a grant program designed to provide funding
for new, improved and better maintained outdoor athletic facilities serving
youth and communities. This program was established by State Statute (RCW
79A.25.800-830) as part of the State Referendum 48, which provided
funding for the Seattle Seahawks Stadium. The program is administered by
the RCO and applicants must provide matching funds of at least 50 percent.
The grant amounts vary by use from a minimum of $5,000 for maintaining
existing facilities to a maximum of $150,000 for developing new facilities.
Aquatic Land Enhancement Account (ALEA)
This program is administered by the RCO and supports the purchase,
improvement or protection of and access to aquatic lands for public
purposes. Grant applications are reviewed once every two years for this
program. Applicants must provide a minimum of a 50 percent match.
Salmon Recovery Funding Board (SRFB)
Salmon recovery grants are awarded by the Salmon Recovery Funding
Board, from state and federal sources, to protect and restore salmon habitat.
The board funds projects that protect existing, high quality habitats for
salmon and that restore degraded habitat to increase overall habitat health
and biological productivity. The board also awards grants for feasibility
assessments to determine future projects and for other salmon related
activities. Projects may include the actual habitat used by salmon and the
land and water that support ecosystem functions and processes important to
salmon. The program funds acquisition, restoration, design and non-capital
projects with no project limit. Local agencies are required to match 15% of
grant funds.
Boating Infrastructure Grant Program (BIG)
The Boating Infrastructure Grant Program provides funding to develop and
renovate boating facilities targeting recreational boats 26 feet and larger.
Grants also may be used for boater education. This program is funded by the
Aquatic Resources Trust Fund and administered by the RCO. The local
agency match requirement is 25% and projects are split into two categories:
projects under $95,000 and those over $100,000.
Federal
There are two primary Federal grants that provide funding for parks,
recreation and open space.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-11
Recreational Trails Program (RTP)
The Recreational Trails Program, funded by federal gas taxes and
administered by RCO, provides funds to rehabilitate and maintain
recreational trails and facilities. These grants support a backcountry
experience, which means that the trail’s physical setting, not its distance
from a city or road, should be predominately natural. For example, a
backcountry trail can provide views of cities or towns. Backcountry also
means that the user will experience nature as opposed to seeing or hearing
evidence of human development and activity. Under limited circumstances,
new “linking” trails, relocations and education proposals are also eligible.
Grants require a 20% match from local agencies.
U.S. Fish and Wildlife Service (USFW)
USFW provides technical assistance and administers funding for projects
related to water quality improvement through debris and habitat/vegetation
management, watershed management and stream bank erosion, and
sediment deposition projects. Priority is placed on projects that benefit
species of greatest conservation need. Grant funds must be used to address
conservation needs such as research, surveys, species and habitat
management, and monitoring, identified within the State’s Comprehensive
Wildlife Conservation Strategy.
Local Foundations
Verdant Health Commission
Verdant Health Commission provides a variety of programs to support the
general health and well-being of residents in south Snohomish County.
Funded through a local hospital district, the organization funds programs
specific to Edmonds such as the upgraded fitness equipment at the Frances
Anderson Center and the third grade swim lesson program. The Commission
sets guidelines and eligibility criteria to rank grant applications through four
general types of funding categories. The Commission reviews applications
on a monthly basis as they are received.
• Building Healthy Communities Fund: Supports projects in south
Snohomish County that increase opportunities for residents to live
active and healthy lives.
• Project and Capital Support: Provides funding for project, capital and
one-time expenses tied to the Verdant Health Commission’s priorities.
Applicable uses of funds include events, expenses for one-time or
short-term needs in the community, equipment and capital
investments.
• Multi-Year Health Program Support: Provides funding to support and
expand health and wellness programs in our district.
City of Edmonds Parks, Recreation and Open Space Plan
5-12 Chapter 5: Funding Plan
• Community Health & Wellness System Improvements: Supports
innovative initiatives that improve health systems, neighborhoods,
organizations and networks.
Other Foundations
Private corporations and foundations provide money for a wide range of
projects, targeted to the organizations’ mission. Some foundations do not
provide grants to governments, but will often grant to partner organizations.
Private grants can be difficult to secure because of the open competition and
the up-front investment in research and relationship building. Some
examples of private foundations that the City has received grants from are
Hubbard Family Foundation, Edmonds Arts Festival Foundation and the
Hazel Miller Foundation.
Joint Public/Private Partnership
Joint public/private partnerships allow public agencies to leverage the
resources of private businesses. The basic approach is for a public agency to
enter into a working agreement with a private corporation to help fund,
build and/or operate a public facility. Generally, the three primary incentives
a public agency can offer are free land to place a facility (usually a park or
other parcel of public land), certain tax advantages and access to the facility.
While the public agency may have to give up certain responsibilities or
control, it is one way of obtaining public facilities at a lower cost.
Donations
Cash contributions from private organizations can add up when successfully
managed. Donations can include individual park amenities or entire parks.
Options to purchase benches, playground equipment, trees and other items
are great ways to show that donations are making a difference. A donation
management program should be developed to organize contributions and
donor relations.
Land Trusts
Land trusts, such as the Trust for Public Land, Inc. and the Nature
Conservancy will acquire and hold land for eventual acquisition by a public
agency.
Shared Facilities
Other City services or public utilities may provide a benefit for or share in
the costs of park system improvements. One example is utility corridors; in
many cases, land used for water or power lines may make an excellent trail
corridor. In this situation, the utility may pay to develop a service road that
can also serve as a trail.
City of Edmonds Parks, Recreation and Open Space Plan
Chapter 5: Funding Plan 5-13
Volunteers
Property owners, advocacy groups, school groups, homeowners’ and
neighborhood associations and businesses are all potential partners that can
help build and care for the park system. While some projects require design
and construction expertise, unskilled labor can be used for some types of
construction, routine and periodic maintenance, and even as volunteer
program staff. Skilled labor should be allowed on certain projects where the
City may lack the necessary expertise. All volunteer projects will require City
approval, management and oversight, and the use of volunteer resources
should be weighed against available City staff capacity for management.
City of Edmonds Parks, Recreation and Open Space Plan
5-14 Chapter 5: Funding Plan
City of Edmonds Parks, Recreation and Open Space Plan
Bibliography
BIBLIOGRAPHY
Documents
2013 Cemetery Price Comparison. 2/28/2013. Cliff Edwards.
2013 thru 2017 Parks Maintenance Projects and Goals. Rich Lindsay, City of
Edmonds Parks Manager. Updated December 2, 2013.
4th Avenue Arts Corridor Plan. City of Edmonds. Adopted 2006.
4th Avenue Cultural Corridor Design Implementation and Funding Plan. City
of Edmonds. Adopted October, 2009.
Capital Improvement Program 2013-2018. City of Edmonds. Est 1890.
City of Edmonds Parks, Recreation and Open Space Comprehensive Plan.
City of Edmonds 1890-1990. December, 2008.
City of Edmonds Community Cultural Plan. City of Edmonds. December
2008.
Community Cultural Plan. City of Edmonds, WA. Updated December 2008,
Original Plan December 1994.
Community Sustainability Element, City of Edmonds Comprehensive Plan.
City of Edmonds.
Comprehensive Plan. City of Shoreline.
Comprehensive Transportation Plan. City of Edmonds. November 2009.
Edmonds Center for the Arts/Edmonds Public Facilities District Strategic
Business Plan: 2013-17. Edmonds Center for the Arts. Adopted: April 25,
2013.
Edmonds City Park Master Plan. City of Edmonds Parks & Recreation
Division. 1992. Nakano-Dennis Landscape Architects.
Edmonds Complete Streets Ordinance No. 3842. City of Edmonds. June 21,
2011.
Edmonds Comprehensive Parks, Recreation and Open Space Plan and
Community Cultural Plan. Scope of Work. May 8, 2013.
Edmonds School District #15. District Improvement Plan 2012-2013.
Executive Summary. October 15, 2012.
Edmonds Streetscape Plan. City of Edmonds, Department of Parks,
Recreation and Cultural Services. March 2006.
Executive Summary – Current Forecast. Changes in Fund Balance (REVISED).
City of Edmonds: Strategic Outlook. August 21, 2012.
City of Edmonds Parks, Recreation and Open Space Plan
Bibliography
Final Report. Aquatic Feasibility Study, City of Edmonds. September 7,
2009. NAC Architecture.
Parks Descriptions Update. Appendix of the City of Edmonds Parks,
Recreation and Open Space Comprehensive Plan. City of Edmonds.
2008.
Pine Ridge Park Master Plan. February 13, 1991. Adopted September 16,
1991. Gaynor Landscape Architects/Designers, Inc.
Project Charter for the 2015 Update of the Snohomish County
Comprehensive Plan. Snohomish County Planning and Development
Services. Terri Strandberg, Project Manager.
Rate Study for Impact Fees for Parks, Open Space, and Recreation Facilities
for City of Edmonds, Washington. City of Edmonds. Inc 1890. April 5,
2013. Henderson Young & Company.
Snohomish County Comprehensive Park & Recreation Plan. A component of
the GMA Comprehensive Plan. Effective January 13, 2007. Snohomish
County Parks & Recreation.
Strategic Action Plan. City of Edmonds. Adopted April 2, 2013.
Strategic Outlook, City of Edmonds, Total Revenues & Expenditures. 2010-
2018 Analysis in 000’s. May 20, 2013.
Strategic Plan 2013-2015. Edmonds Art Commission, April, 2013.
Wetland Inventory. City of Edmonds Community Services Department.
November 1992. Sheldon & Associates.
Willow Creek Daylighting Draft—Early Feasibility Study, Edmonds
Washington. Shannon & Wilson, Inc. April 12, 2013.
Update to Council, 7/23/13 from Metropolitan Park District {MPD}
Exploratory Committee. Metropolitan Park District Exploratory
Committee. July 23, 2013.
MAPS
Existing Plan. Edmonds Parks, Recreation & Open Space Comprehensive
Plan Update, 2008. City of Edmonds. Effective Date: December, 2008.
Map 1: Future Land Use. Snohomish County GMA Comprehensive Plan.
Snohomish County. Effective Date: November 10, 2012.
Plate #1-#6. Shoreline Master Program. City of Edmonds.
Recommended Plan, Facilities. Edmonds Parks, Recreation & Open Space
Comprehensive Plan Update, 2008. City of Edmonds. Effective Date:
December, 2008.
City of Edmonds Parks, Recreation and Open Space Plan
Bibliography
Recommended Plan, Connections. Edmonds Parks, Recreation & Open
Space Comprehensive Plan Update, 2008. City of Edmonds. Effective
Date: December, 2008.
WEBSITES
City of Edmonds, WA Municipal Code. Current through Ordinance 3942,
passed September 24, 2013. City of Edmonds.
http://www.mrsc.org/wa/edmonds/index_dtSearch.html
City of Edmonds Parks, Recreation and Open Space Plan
Bibliography
APPENDIX A: EXISTING SYSTEM
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-1
APPENDIX A: EXISTING SYSTEM
This appendix defines a current baseline of the parks, recreation and open
space system and services. It draws from existing planning documents, the
City’s Geographic Information System (GIS) files, City budgets and other
community and park system documents to provide key facts and data that
were used in the planning process including categories, definitions,
examples, counts and context.
Lands
The City of Edmonds has a long-established set of categories for the types of
park land in its parks, recreation and open space system. The descriptions
that follow provide updated definitions of these categories based on a
renewed look at the state of the system.
Neighborhood Parks
Neighborhood parks are smaller sites between one and six acres in size that
serve nearby residents, generally within walking distance (½ mile from
users). These parks are designed primarily for non-supervised, informal
recreation activities and provide basic recreational amenities such as places
to play, walk or bike and can also offer fields and/or courts to practice sports.
These parks support neighborhood and family gatherings, and provide
access to natural amenities. Some of the more popular neighborhood parks
can also feature portable restrooms.
Community Parks
Community parks are larger sites intended to serve multiple neighborhoods
or the entire city, within walking, biking or short driving distance from most
users. These parks are between 20 to 50 acres in size and offer a range of
recreational features to provide for the community’s different interests.
Community parks provide places to play, walk and bike, and to participate
in organized sports, large gatherings and community events. Since
community parks generally include facilities that attract a large number of
people from a wide geographic area, these sites include off-street parking
and restrooms.
Regional Parks
Regional parks are sites that provide access to the water and are intended to
serve residents and visitors. These sites provide scenic views of the Sound
and shoreline with viewpoints, and public access for beach walking and
City of Edmonds Parks, Recreation and Open Space Plan
A-2 Appendix A: Existing System
non-motorized boating. Regional parks can provide permanent or portable
restrooms.
Special Use Areas
Special use areas are miscellaneous park lands or stand-alone recreation sites
designed to support a specific, specialized use. Special use areas provide a
unique benefit to users not commonly found in other parks. Some of the
facilities in this classification are public plazas, viewpoints, community
centers, community gardens, aquatic centers, historic sites, or sites occupied
by buildings.
Open Space
Open space includes wetlands and shoreline habitat, water bodies, inland
forests and grass lands that are valued by the city. These spaces are left more
or less in a natural state with recreation use as a primary or secondary
objective. These areas can provide opportunities for passive and active
outdoor recreation, such as jogging, wildlife viewing and nature
photography. Open spaces promote health and wellness by providing a
natural physical and mental refuge from an ever urbanizing built
environment, but not all may provide public access. In some cases, these are
environmentally sensitive areas and can include wildlife habitats, or unique
and/or endangered plant or animal species.
Connections
Connections include pedestrian and bicycle routes and visual connections
through identification markers, scenic corridors, overlooks, beautification
areas and linear parks. These resources are part of an overall non-motorized
transportation system that provides connectivity throughout the community.
Connections contribute to the City’s ability to preserve and protect natural
areas, ecological features and cultural assets including historic and public art
features.
Gateways/Entrances
These are landscaped areas with signage marking both perceived entry
“nodes” and actual political boundaries of the community. Edmonds
currently has three developed gateways and additional locations and design
parameters are outlined in the City of Edmonds Streetscape Plan. The Plan
suggests additional gateway/entrance intersections that could be enhanced.
Beautification Areas
Beautification areas include landscaped features located along street right-of-
ways, intersections, and medians. Over one hundred thirty hanging flower
baskets are also included in beautification areas. The importance of
beautification areas, their contribution to creating a pedestrian friendly
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-3
community, and the opportunities for integration of public art elements is
also addressed in the Streetscape Plan and in the Community Cultural Plan.
Other Park, Recreation and Cultural Sites
In addition to City-owned properties, there are lands owned by other private
and public entities that contribute to the recreational and cultural
opportunities in and around Edmonds. These lands include property owned
by the Edmonds School District, Snohomish County, the Edmonds Public
Facilities District and State and Federal agencies.
City of Edmonds Parks, Recreation and Open Space Plan
A-4 Appendix A: Existing System
Ba
s
k
e
t
b
a
l
l
(
e
a
)
Vo
l
l
e
y
b
a
l
l
-
s
a
n
d
(
e
a
)
Te
n
n
i
s
(
e
a
)
Fo
o
t
b
a
l
l
(
e
a
)
Y
o
u
t
h
So
c
c
e
r
A
d
u
l
t
(
e
a
)
So
c
c
e
r
Y
o
u
t
h
(
e
a
)
Ba
s
e
b
a
l
l
A
d
u
l
t
(
e
a
)
So
f
t
b
a
l
l
A
d
u
l
t
(
e
a
)
Yo
u
t
h
B
a
s
e
b
a
l
l
/
S
o
f
t
b
a
l
l
(
e
a
)
Neighborhood Park
Elm Street Park CoE 1.85
Frances Anderson Center Field CoE 1.94 1 1 1
Haines Wharf CoE 0.69 1 1
Hickman Park CoE 5.60 1 0.2 1 1 1 1
Hummingbird Hill Park CoE 1.22 1 1 1
Mathay Ballinger Park CoE 0.51 1 2
Pine Street Park CoE 1.47 1 1 1
Seaview Park CoE 6.05 1 0.5 1 2 1 1 1
Sierra Park CoE 5.52 1 0.5 1 1 1 1
Subtotal 24.85 8 1.2 5 0 2 0 0 4 0 0 5 0 0 0 0 0 0 1 1 5
Community Park
City Park CoE 13.96 2 1 1 1 1 3 2
Yost Memorial Park & Pool CoE 44.14 1 1.0 1 2 1 1
Subtotal 58.10 3 1.0 1 0 2 0 0 1 0 0 1 0 0 2 0 0 0 3 3 0
Regional Parks
144 Railroad Avenue Tidelands CoE 0.90
Brackett's Landing North CoE 5.11 0.5 1 1
Brackett's Landing South CoE 2.22 0.5 1
Edmonds Senior Center CoE 2.63 0.5 1 1
Marina Beach Park CoE 3.37 1 0.5 1 1 1 3
Olympic Beach Park CoE 2.82 0.5 1 1
Subtotal 17.05 1 2.5 0 1 0 0 0 0 0 0 0 0 1 0 0 0 1 5 0 2 3
Special Use Parks
Centennial Plaza/Public Safety Complex CoE 0.08
Dayton Street Plaza CoE 0.10
Edmonds Library & Plaza Room CoE 1.29 1 1
Edmonds Memorial Cemetery and Columbarium CoE 6.63 1
Frances Anderson Center CoE 1.62 1 1 1 8
Hazel Miller Plaza CoE 0.09 1
Interurban Trail CoE 4.88 1.2
Lake Ballinger Access CoE 0.19 1
Meadowdale Community Clubhouse CoE 0.99 1 1 1
Richard F. Anway Park CoE 0.17 1
Ocean Avenue Viewpoint CoE 0.20 1
Point Edwards Scenic Overlooks CoE (easement)0.10 1
Stamm Overlook Park CoE 0.36 1
Sunset Avenue Overlook CoE 1.14 0.5 1
Willow Creek Hatchery & Interpretive Center CoE 1.68 0.0
Subtotal 19.52 1 1.7 0 0 0 0 0 0 0 0 0 0 1 0 1 2 5 0 12 0
Open Space
Edmonds Marsh/Walkway CoE 23.37 0.5 1
Edmonds Marsh East CoE 0.85
H.O. Hutt Park CoE 4.53 0.5
Haines Tidelands CoE 0.44
Maplewood Hill Park CoE 9.96 1 0.5
Meadowdale Natural Area CoE 1.07
Olympic View Open Space CoE 0.49
Pine Ridge Park CoE 23.78 1.0
Seaview Reservoir CoE 1.31
Shell Creek Open Space CoE 1.04
Wharf Street CoE 0.12 1
Willow Creek Park CoE 2.25
Subtotal 69.21 1 2.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0
Other Parks and Facilities in the Edmonds System
Chase Lake Elementary School ESD 10.26
Chase Lake Environmental Ed./ESD Natural Area ESD/ Sno Co 10.80 0.2
Civic Center Playfields & Skate Park ESD 7.92 1 0.3 2 2 1 1 1 1 2
Edmonds Center for the Arts PFD 2.54 1
Edmonds Elementary School ESD 8.58
Edmonds Fishing Pier WDFW 0.61 1
Edmonds Underwater Park & Higgins Trails DNR 33.21
Edmonds Woodway High School ESD 30.19
Former Woodway High School ESD 39.75
Log Cabin Visitor Center CoE 0.03
Lynndale Skate Park CoL 4.77 1 1 1 1
Madrona School ESD 31.30
Maplewood Parent Cooperative ESD 7.41
Meadowdale Playfields ESD 24.09 1 1 1 2 1
Seaview Elementary ESD 8.28
Sherwood Elementary School ESD 13.19
South County Historical Museum CoE 0.09
Southwest County Park Sno Co 118.55 2.0
Wade James Theatre CoE 2.34
Westgate Elementary School ESD 8.34
Woodway Elementary School ESD 9.89
Subtotal 372.14 3 2.5 4 0 2 1 2 1 0 2 0 2 0 0 1 0 0 0 0 3 2
Other Parks and Facilities Near Edmonds
Ballinger Playfield and Former Golf Course MLT 52.59 1 1 1 1
Esperance County Park Sno Co 9.59 1 0.2 1 1
Meadowdale Beach County Park Sno Co 144.34 2.0
Meadowdale Elementary School ESD 8.78
Meadowdale High School ESD 39.56
Meadowdale Middle School ESD 19.38
Subtotal 274.24 2 2.2 0 0 1 0 0 2 0 0 2 0 0 0 0 0 0 0 0 0 0
Re
s
t
r
o
o
m
s
-
P
o
r
t
a
b
l
e
(
e
a
)
La
n
d
(
a
c
r
e
s
)
Ownership Ou
t
d
o
o
r
P
e
r
f
o
r
m
a
n
c
e
S
p
a
c
e
Co
m
m
u
n
i
t
y
C
e
n
t
e
r
(
e
a
)
Vi
e
w
C
o
r
r
i
d
o
r
/
P
o
i
n
t
(
e
a
)
Pi
c
n
i
c
S
h
e
l
t
e
r
s
(
e
a
)
Sk
a
t
e
P
a
r
k
(
e
a
)
Gy
m
n
a
s
i
u
m
(
e
a
)
Pl
a
y
g
r
o
u
n
d
(
e
a
)
Wa
l
k
i
n
g
T
r
a
i
l
/
P
a
t
h
w
a
y
(
m
i
)
Re
s
t
r
o
o
m
s
(
e
a
)
Ha
n
d
B
o
a
t
L
a
u
n
c
h
(
r
a
m
p
)
Ou
t
d
o
o
r
P
o
o
l
o
r
W
a
t
e
r
P
l
a
y
Sports Courts Sports Fields
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-7
City Facilities
Frances Anderson Center
The Frances Anderson Center is the “home” of the majority of Edmonds
Parks, Recreation & Cultural Services programming. The Center has
classroom spaces, a drop-in weight room, a gymnasium and dedicated
gymnastics space. The Frances Anderson Center also houses six tenants who
provide a wide range of activities that augment and enhance the
Department’s mission, including a ballet theater and school, youth club,
Montessori school, studio space and gallery.
Yost Pool
Yost Pool is located within Yost Park and was built by the City in 1972. The
facility is an ADA-accessible seasonal pool, with a 25 meter x 25 yard pool
and spa. Yost Pool is currently open 92 days per year. Capacity for
programming is limited due to the short outdoor aquatics season.
Park Facilities
Within Edmonds park sites and the other park, recreation and cultural sites,
the City provides various facilities to support recreation activities.
Other Public, Private and Non-Profit Facilities
Along with City-sponsored facilities, other organizations, neighboring
communities and public schools expand the number of park and recreation
related benefits available to Edmonds residents.
Arts, Museums and Theaters
• Edmonds Center for the Arts
The Center for the Arts is a multi-purpose performing and visual arts
facility owned by the Edmonds Public Facilities District. In addition to
the 704-seat auditorium, the center contains several flexible spaces
including the theatre lobby, three multi-purpose meeting rooms and a
full-size basketball gymnasium available for sporting events and
special events.
City of Edmonds Parks, Recreation and Open Space Plan
A-8 Appendix A: Existing System
• ArtWorks
Operated by the Edmonds Arts Festival Foundation and housed in a
City owned building, this facility provides two warehouse type spaces
for arts workshops, special exhibits and meetings.
• Wade James Theater
Located on City property, the 220 seat theater was built and is
operated by the nonprofit Driftwood Players.
• Edmonds Historical Museum
Housed in the historic Carnegie Library, the museum building has
two floors. The facility features an exhibit gallery, administrative
office, work rooms, a local history library and an extensive
photography archive. The building is owned by the City of Edmonds
and operated by the Edmonds South-Snohomish County Historical
Society.
Schools
Edmonds School District and Edmonds Community College provide a range
of recreational opportunities for students and the public. The district offers
sports fields, playgrounds, outdoor basketball courts, and gymnasiums.
Public access is limited to times when school is not in session and when
there are no competing demands from school-related activities. The City has
developed neighborhood or community park elements in partnership with
several school sites and has developed a conceptual plan for a regional
athletic facility at the Former Woodway High School site.
Edmonds Community College owns and operates the Edmonds Conference
Center in downtown Edmonds. The structure provides space for arts events,
community gatherings and private rentals, including art exhibit spaces. The
campus also includes a satellite campus of Central Washington University.
Youth and Senior Organizations
Edmonds Boys and Girls Club and Edmonds Senior Center provide
additional recreational options and social activities for area residents. The
Edmonds Boys and Girls Club offers before and after school programs for
children and youth between the ages of 5 and 18 at its main location,
adjacent to the Civic Center Playfields. The organization also offers “super
school programs” at five off-site locations. Edmonds Senior Center hosts a
broad variety of classes, activities and special events. This facility is owned
by the City of Edmonds and operated by an independent non-profit.
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-9
Other Cities
• Lynnwood Recreation Center and Pool
The Recreation Center and Pool in neighboring Lynnwood offers five
different pools at five different temperatures (including a recreation
pool, family hot tub, wellness pool, lap pool and adult hot tub) as
well as a sauna. The facility offers equipment to make pool use
accessible, including an aquatic wheelchair, poolside lift, floating
fitness equipment and life jackets.
• MLT Recreation Pavilion
The Recreation Pavilion is Mountlake Terrace's community center. It
houses an indoor pool, dance programs, preschool, and before and
after-school care programs, and acts as “home base” for MLT’s
athletics department. It also features an indoor playground,
racquetball courts, spa, sauna, and espresso stand.
Programs
The Parks, Recreation and Cultural Services Department provides a wide
range of recreational, arts and cultural programs. These are held at Yost Pool,
the Frances Anderson Center and a network of other locations throughout
Edmonds.
Arts
Arts programs provide recreational opportunities for learning and self-
expression through artistic media. Class subjects range from visual arts such
as photography, painting and drawing to literary arts such as poetry and
autobiography to craft arts such as jewelry-making.
Aquatics
During the summer months, the Aquatic Program at Yost Pool offers a full
schedule of public swim, lap swim, swim team, dive club, fitness classes and
swim lessons for ages 6 months and up. The pool is also available for rent.
Environmental Education
Various environmental education activities and programs are offered to
schools, scout groups, community organizations and the general public
through the Discovery Programs Office. Discovery Programs provide
interpretive and environmental education opportunities for citizens, school-
age children, and visitors to our parks and beaches; and promote
stewardship of Puget Sound, its shoreline, and the surrounding watershed.
City of Edmonds Parks, Recreation and Open Space Plan
A-10 Appendix A: Existing System
Athletics
Athletic programs focus on practice and play of organized, competitive
sports. Adult competitive leagues include pickleball, volleyball, basketball,
softball and tennis. Youth programs include soccer and summer sports
camps. The Athletic Program is responsible for managing and scheduling the
City’s thirteen ball fields throughout the year.
Fitness
Fitness programs focus on physical wellness and health through activity and
movement. A variety of fitness classes are offered at the Frances Anderson
Center, from gentle movement exercises such as Feldenkrais® to martial arts
such as kendo. Drop-in facilities include a weight room and open gym, and
patrons can sign up to work with a physical trainer.
Children and Youth
Children and youth programs focus on education and activities for ages 0-18.
Class types include arts and crafts, nature/science, gymnastics, youth fitness
and parent participation classes. Preschool is offered for ages 4-5 and day
camps are offered for school-aged children.
Outdoor Recreation
Outdoor recreation programs include field trips to diverse outdoor learning
venues in and around Edmonds. These field classes range from low-impact
activities such as backyard bird watching and mason bee husbandry to high-
energy outings such as hiking and whitewater rafting.
Cultural
The Edmonds Arts Commission (EAC) offers programs in visual, literary, and
performing arts, youth arts education, technical assistance, and funding for
cultural tourism promotion.
Special Events
The Parks, Recreation and Cultural Services Department hosts and supports
special events through a variety of means, from sponsorship and planning to
providing venues and facilities.
Budget
The improvements, services and programs in the parks, recreation and open
space system are funded through a combination of investing community tax
dollars, State, Federal and foundation grants and private donations. There are
two major divisions of the budget: the capital investments that acquire, build
and renovate/restore parks, open spaces and facilities and the ongoing
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-11
operating expenditures that fund the management, maintenance and
operation of parks and programs in Edmonds.
Operating Budget
Over the past five years the overall City budget has experienced a decline
and slight recovery. During this time, Council has worked to maintain the
share of the general fund dedicated to parks and recreation, reflecting the
City Council’s commitment to these services.
The current year’s budget is summarized in Table 6, below showing the
amount and percentage of the total Parks and Recreation budget by cost
center.
Table A-2: 2013 Parks and Recreation Budget by Cost Center
Cost Center Total Percent
Administration $449,795 13%
Rec. & Cultural Services $907,879 27%
Discovery Programs $51,582 2%
Aquatics $123,908 4%
Athletics $91,362 3%
Day Camp $73,849 2%
Fitness $72,539 2%
Gymnastics $132,290 4%
Meadowdale Preschool $32,638 1%
Parks Maintenance $1,416,667 42%
Flower Program $8,394 0.2%
Department Total $2,911,108 100%
The largest portions of department budget are the maintenance of the system
and the Recreation and Cultural Services, which is responsible for most of
the programming in the system.
Offsetting the investment in park and recreation operations, services and
maintenance is the revenue generated from Cultural and Recreation
programs, which totals approximately $1 million. This translates to an
overall cost recovery rate of approximately 30%.
City of Edmonds Parks, Recreation and Open Space Plan
A-12 Appendix A: Existing System
Capital Planning
With projects taking years to prepare and execute, long-term capital
planning is essential to balancing City priorities and limited funding. The
City’s Capital Improvement Program (CIP) plans the next five years of
projects and funding. Input into the CIP will be one of the critical outcomes
of the PROS plan update. As a starting point, it is useful to examine the park,
recreation, open space and related projects (such as pedestrian
improvements and building maintenance) to understand the magnitude of
investment planned across the system.
Table A-3: Existing Capital Improvement Plan Projects (selected categories)
2013-2018
Category Planned Investment
(5-Year Total)
Park Development $3,545,000
City-wide Park Improvements $507,000
Trail Development $30,000
Planning $210,000
Leveraged Grant Funding (secured or sought)1 $12,492,500
5-Year Total in Parks CIP $16,784,500
Non-Motorized Transportation $6,367,000
Building Maintenance – Anderson Center $945,000
Meadowdale Clubhouse $75,000
Senior Center $210,000
Grandstand Exterior and Roof $50,000
5-Year Total Other CIP Categories $7,647,000
1Approximately $572,000 is secured funding from a variety of granting sources. Large
portions of the unsecured (sought) grant funding are targeted to 4th Avenue Corridor
Enhancement and the Downtown Waterfront Public Market projects.
Capital Investments
Edmonds invests in new and renovated parks and facilities from several
sources. The largest of these sources is the real estate excise tax (REET)—two
separate quarters of 1% on real estate transactions (known as REET 1 and
REET 2) are divided among several purposes including paying debt service
for major facilities and park improvements. REET 1 funds are committed to
debt service to repay investments in major facilities, while the park
improvement fund receives the first $750,000 of REET 2. Over the past five
years, Edmonds has spent nearly $7 million of REET 2 funding, which
includes funds accumulated over prior years. Other funds utilized as the
City’s contribution to projects include gas tax (for transportation projects
such as trails) and the General Fund.
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-13
City funds are often used as the local matching funding for grant programs
that can greatly enhance the total amount of funding invested in the system.
In 2011 (the most recent year reporting actual numbers) the total of City,
grants and other sources invested in park construction was $1,567,435, over
$1,000,000 of which was from grants. This represents nearly a tripling of the
City’s investment.
City of Edmonds Parks, Recreation and Open Space Plan
A-14 Appendix A: Existing System
Park profiles
The following pages provide description and recommendations for each of
Edmond’s park sites. The park profiles are organized by park classification
established in Chapter 2 of the Parks, Recreation and Open Space Plan. Each
profile includes an air photo of the site as well as recent site photos if
available.
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-15
144 Railroad Avenue Tidelands Regional Park
Park Features
• 0.90 Acres
• Tidelands access
• Pedestrian walkway above retaining
wall
Site considerations
• Zoned commercial waterfront
• Site protected as a public park
through deed of Snohomish County
Conservation Futures Fund Matching
Grant
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-16 Appendix A: Existing System
Brackett’s Landing North Regional Park
Park Features
• 5.11 Acres
• 0.5 miles walking trail/pathway
• View point (1)
• Restrooms (1)
• Tidelands access
• Access point to Edmonds Underwater
Park
Site considerations
• Adjacent to DNR Public Waters
• Zoned Commercial Waterfront
• Ferry partrons impact parking
• 2001 Washington Park & Recreation
Landscape Design Award
Planned Improvements
• Natural Resource/Habitat
Enhancement
• Large Restroom
• Site Renovation, including parking lot
resurfacing and jetty repair
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-17
Brackett’s Landing South Regional Park
Park Features
• 2.22 Acres
• 0.5 miles of waterfront walking trail
• View point, beach Access and
tidelands
• Interpretive area and public art
• Bus stop
Site considerations
• Zoned Commercial Waterfront
• Marine Protected Area
• 1997 National League of Cities
Urban Enrichment Award
• Protected as a public park through
deed-of-right. Acquired through
partnership grants from the
IAC/WWRC account, Snohomish
County Conservation Futures funds
and Community Transit matching
grants.
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-18 Appendix A: Existing System
Centennial Plaza / Public Safety Complex Special Use Park
Park Features
• 0.08 Acres
• Japanese garden
• Public flag plaza, memorial bricks,
annual livig Christmas tree
• Time capsule placed in 1990 to
celebrate 100 years for City of
Edmonds
Site considerations
• Adjacent to City Hall and
Maxwell/McGinness Safety Complex
Planned Improvements
• Veteran’s plaza and firefighter’s
memorial to be developed in
partnership with community groups
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-19
City Park Community Park
Park Features
• 13.96 Acres
• Playgrounds (2)
• Soccer field (1 youth)
• Baseball/softball field (1 youth)
• Outdoor performance space
• Picnic shelters (3), Restrooms (2)
• Open lawn, horseshoe pits, natural
area
Site considerations
• Zoned Public
• Used for community events, sports
and concerts
Planned Improvements
• Spray/play park
• Access and entryway improvements
• Field renovation
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-20 Appendix A: Existing System
Civic Center Playfields & Skate Park Other Parks and Facilities
Park Features
• 7.92 Acres
• 0.3 miles of walking trail
• Playground
• Basketball courts (2)
• Tennis courts (2)
• Football field (1 youth)
• Soccer fields (1 adult, 1 youth)
Site considerations
• Owned by Edmonds School District
• Operated by City of Edmonds
• Zoned Public Use
Planned Improvements
• Acquisition, master planning and development
• Add large play area
• Continued maintenance
• Skate park
• Portable restrooms (2)
• Petanque courts (4)
• Cinder track (.25 miles)
• Stadium
• This site used for 4th of July Fireworks display,
Taste of Edmonds, Wenatchee Youth Circus
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-21
Dayton Street Plaza Special Use Park
Park Features
• 0.1 Acres
Planned Improvements
• Redevelop plaza
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-22 Appendix A: Existing System
Edmonds Library & Plaza Room Special Use Park
Park Features
• 1.29 Acres
• View point
• Restrooms (1)
• Public rental event space
• Bus stop
Site considerations
• Zoned Res Single-family 8,000 sq ft
lot (RS-8)
• Park Department serves as liaison to
Edmonds Library Board
• Library Plaza room is scheduled and
maintained by Parks, Recreation and
Cultural Services
Planned Improvements
• Landscape renovation
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-23
Edmonds Marsh East Open Space
Park Features
• 0.85 Acres
Site considerations
• No developed public access
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-24 Appendix A: Existing System
Edmonds Marsh/Walkway Open Space
Park Features
• 23.37 Acres
• 0.5 miles of interpretive walking trail
and boardwalk
• View point
• Wetlands, salt and fresh water marsh
habitat, extensive bird population
Site considerations
• Zoned Open Space
• Designated Bird Sanctuary
Planned Improvements
• Willow Creek daylighting salmon
habitat and stormwater management
project
• Boardwalk and pathway maintenance
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-25
Edmonds Memorial Cemetery & Columbarium Special Use Park
Park Features
• 6.63 Acres
• Restroom (1)
• Grave sites
• Columbarium for wall urns
Site considerations
• Zoned Public
• Managed by Edmonds Memorial
Cemetery Board through Parks and
Recreation
• Given to the City in 1982 by Larry
Hubbard
• Historic Independent Order of
Oddfellows (IOOF) site
Planned Improvements
• Cemetery mapping project
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-26 Appendix A: Existing System
Edmonds Senior Center Regional Park
Park Features
• 2.63 Acres
• 0.5 miles of walking trail
• Community senior center
• View point
• Beach access, tidelands
• Parking
Site considerations
• Zoned Commercial Waterfront
• Leased by South County Senior
Center Board of Directors
• Purchased with federal
Neighborhood Improvement Grant
Planned Improvements
• Work with the Edmonds Senior
Center in developing a long term
solution for upgrading and
maintaining the Senior Center.
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-27
Elm Street Park Neighborhood Park
Park Features
• 1.85 Acres
• Open turf area
Site considerations
• Owned and operated by the City of
Edmonds
• Small site
Planned Improvements
• Access and entryway improvements
• Gathering area
• Sports court
• Natural play area
• Natural resource/habitat
enhancement
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-28 Appendix A: Existing System
Frances Anderson Center Special Use Park
Park Features
• 1.62 Acres
• Gymnasium
• 64,000 sf community center
• Park Dept administrative offices
• Community meeting rooms
• Daycare
• Restrooms (8)
Site considerations
• Zoned Res Single-family 8,000 sf lot
(RS-8)
• Hosts recreation programs
• Serves as part of site for Edmonds
Arts Festival
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-29
Frances Anderson Center Field Neighborhood Park
Park Features
• 1.94 Acres
• Playground
• Soccer field (1 youth)
• Baseball/Softball (1 youth)
• Picnic area, picnic tables
• Ampitheater and covered stage
• Basketball court
• Restroom, public art
Site considerations
• Zoned Open Space
• Serves as part of the site for the
Edmonds Arts Festival
Planned Improvements
• Access and entryway improvements
• Large play area (add or expand)
• Refurbish outdoor covered stage
• Site renovation
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-30 Appendix A: Existing System
H.O. Hutt Park Open Space
Park Features
• 4.53 Acres
• 0.5 miles of walking trails
• Old growth timber
Site considerations
• Zoned Public
• Deed restriction
Planned Improvements
• Natural play area
• Natural Resource/Habitat
Enhancement
• Trail development and interpretation
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-31
Haines Tidelands Open Space
Park Features
• 0.44 Acres
• Tidelands access
Site considerations
• Zoned Commercial Waterfront
• Difficult public access due to BNSF
railroad crossing
Planned Improvements
• None
City of Edmonds Parks, Recreation and Open Space Plan
A-32 Appendix A: Existing System
Haines Wharf Neighborhood Park
Park Features
• 0.69 Acres
• Playground
• Hill slide
• Overlook
• Portable restroom
Site considerations
• Developed 2012
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-33
Hazel Miller Plaza Special Use Park
Park Features
• 0.09 Acres
• Outdoor performance space
• Art fountain
• Historic interpretive signage
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-34 Appendix A: Existing System
Hickman Park Neighborhood Park
Park Features
• 5.60 Acres
• Basketball courts (2 half)
• Picnic shelter
• Playground
• Portable restroom
• Walking loop
• Baseball/softball field (1 youth)
• Fitness stations
Site considerations
• Water/sewer for permanent restrooms
available
Planned Improvements
• Restroom (small)
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-35
Hummingbird Hill Park Neighborhood Park
Park Features
• 1.22 Acres
• Playground
• Basketball court (1)
• Portable restroom (1)
Site considerations
• Limited access points
Planned Improvements
• Access and entryway improvements
• Gathering area
• Resurface sport court
• Install new asphalt pathway
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-36 Appendix A: Existing System
Interurban Trail Special Use Park
Park Features
• 4.88 Acres
Site considerations
• Segment of regional trail
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-37
Lake Ballinger Access Special Use Park
Park Features
• 0.19 Acres
• Hand boat launch (ramp)
Site considerations
• Non-motorized boat access only
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-38 Appendix A: Existing System
Maplewood Hill Park Open Space
Park Features
• 9.96 Acres
• 0.5 miles of walking trail
• Playground
• Picnic area
Site considerations
• Zoned Public
• Pedestrian access off Puget Way
Planned Improvements
• Natural play area
• Natural resource/habitat
enhancement
• Trail development
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-39
Marina Beach Park Regional Park
Park Features
• 3.37 Acres
• 0.5 Miles walking trail
• Playground
• Sand volleyball court
• Small boat launch (ramp)
• View point
• Portable restrooms (3)
• Shoreline access, gravel beach
• Off-leash dog area
Site considerations
• Zoned Commercial Waterfront
• Marine Protected Area
• 31 additional parking stalls provided
by Port of Edmonds under SEPA/SMP
approval permit
• Likely to be improved by creek
daylighting
Planned Improvements
• Site master plan and implementation
• Restroom (large)
• Replace play area (large)
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-40 Appendix A: Existing System
Mathay Ballinger Park Neighborhood Park
Park Features
• 0.51 Acres
• Playground
• Basketball courts (2)
Site considerations
• Limited visibility
• Limited parking
Planned Improvements
• Access and entryway improvements
• Gathering area
• Restroom (small)
• New asphalt pathway
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-41
Meadowdale Community Clubhouse Special Use Park
Park Features
• 0.99 Acres
• Playground
• Community center
• Community meeting rooms
• Restrooms (1)
• Parking
• North Edmonds preschool
Site considerations
• Zoned Res Single-family 20,000 sf lot
(RS-20)
Planned Improvements
• Replace play area (small)
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-42 Appendix A: Existing System
Meadowdale Natural Area Open Space
Park Features
• 1.07 Acres
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-43
Meadowdale Playfields Other Parks and Facilities
Park Features
• 27.00 Acres
• Playground
• Basketball court (1)
• Lighted sand soccer field (1 adult)
• Lighted softball fields (2 adult)
• Restrooms (1), parking
• Picnic area, public art
Site considerations
• Owned by Edmonds School District
• Used for City athletic programs
• Deveoped by Edmonds School
District, Snohomish County, and
Cities of Lynwood, Edmonds
• Funded with Interagency Committee
for Outdoor Recreation / Land &
Water Conservation Funds
Planned Improvements
• Update all-weather soccer and
softball fields (in partnership with
Lynnwood, Snohomish County)
City of Edmonds Parks, Recreation and Open Space Plan
A-44 Appendix A: Existing System
Ocean Avenue Viewpoint Special Use Parks
Park Features
• 0.20 Acres
• View point
• Parking
Site considerations
• Zoned Res Single-family 12,000 sq ft
lot / ROW
• Street right-of-way
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-45
Olympic Beach Park Regional Parks
Park Features
• 2.82 Acres
• 0.05 miles of walking trail
• View point
• Restroom (1)
• Picnic area
• Parking, public art
• Access to fishing pier
• Shoreline access, tidelands
Site considerations
• Zoned Commercial Waterfront
• Marine Protected Area
• Aquired with LWCF through IAC
(Dayton Beach Park). Protected as a
public park through deed-of-right.
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-46 Appendix A: Existing System
Olympic View Open Space Open Space
Park Features
• 0.49 Acres
Site considerations
• No developed public access
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-47
Pine Ridge Park Open Space
Park Features
• 23.78 Acres
• 1.0 miles of walking trail
• Parking
• Wetlands, old growth forest, wildlife
habitat
Site considerations
• Zoned Public
Planned Improvements
• Access and entryway improvements
• Natural play area
• Natural resource/habitat
enhancement
• Forest management study
• Resurface parking
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-48 Appendix A: Existing System
Pine Street Park Neighborhood Park
Park Features
• 1.47 Acres
• Playground
• Baseball/softball field (1 youth)
• Portlable restroom (1)
• Open lawn
• Parking
Site considerations
• Zoned Public
Planned Improvements
• Access and entryway improvements
• Gathering area
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-49
Point Edwards Scenic Overlooks Special Use Park
Park Features
• Three overlooks
Site considerations
• Located on easements held by the
City of Edmonds
• Maintained by the City of Edmonds
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-50 Appendix A: Existing System
Richard F. Anway Park Special Use Park
Park Features
• 0.17 Acres
• Restroom (1)
• Concessions
• Lawn, beautification area, public art
Site considerations
• Zoned Business Commercial
• Site donated to City by Washington
State Dept. of Transportation with
improvements to ferry holding lane
• Serves as a resting point for ferry
patrons
• Formerly known as “Mini Park”
Planned Improvements
• Partial site renovation
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-51
Seaview Park Neighborhood Park
Park Features
• 6.05 Acres
• 0.5 miles walking trail
• Playground
• Basketball court (1)
• Tennis courts (2)
• Soccer field (1 youth)
• Baseball/softball field (1 youth)
• Restroom (1), parking
• Open lawn, picnic area
Site considerations
• Zoned Public
• Aquired and developed with LWCF
funds through IAC. Protected as a
public park through deed-of-right.
Planned Improvements
• Access and entryway improvements
• Gathering area
• Renovate fields
• Resurface tennis courts
• Parking improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-52 Appendix A: Existing System
Seaview Reservoir Open Space
Park Features
• 1.31 Acres
• Public Works underground water
tank site
• Open grass field
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-53
Shell Creek Open Space Open Space
Park Features
• 1.04 Acres
Site considerations
• No developed public access
Planned Improvements
• Natural resource/habitat
enhancement
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-54 Appendix A: Existing System
Sierra Park Neighborhood Park
Park Features
• 5.52 Acres
• 0.5 miles walking trails
• Playground
• Basketball court (1)
• Soccer field (1 youth)
• Baseball/softball field (1 youth)
• Portable restroom (1)
• Picnic area
• Braille interpretive trail
• Parking
Site considerations
• Zoned Public
Planned Improvements
• Access and entryway improvements
• Install ballfield drainage system
• Renovate park for the blind
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-55
Stamm Overlook Park Special Use Park
Park Features
• 0.36 Acres
• View point (1)
• Parking
Site considerations
• Zoned Res Single-family 12,000 sq ft
• Residential neighborhood
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-56 Appendix A: Existing System
Sunset Avenue Overlook Special Use Park
Park Features
• 1.14 Acres
• 0.5 miles walking trail
• View corridor
• Picnic area
Site considerations
• Zoned Residential Single-family
6,000 sf lot
• Owned by Burlington Northern Santa
Fe Railroad with annual lease to the
City of Edmonds
• Illegal access across railroad
Planned Improvements
• Walkway and viewpoints
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-57
Wharf Street Open Space
Park Features
• 0.12 Acres
• View point
Site considerations
• Zoned Res Single-family 12,000 sq ft
lot / ROW
• Illegal access across railroad
Planned Improvements
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-58 Appendix A: Existing System
Willow Creek Hatchery & Interpretive Center Special Use Park
Park Features
• 1.68 Acres
• Wildlife habitat
• Native plant demonstration garden
Site considerations
• Volunteer operated fish hatchery
Planned Improvements
• Natural resource/habitat
enhancement
• Utility work
• Connected to Edmonds Marsh
projects
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
Appendix A: Existing System A-59
Willow Creek Park Open Space Park
Park Features
• 2.25 Acres
• Wetland
• Trail
• Stream corridor
Site considerations
• Zoned Res Multi-family 1,500 sf lot
• No developed public access
Planned Improvements
• Natural resource/habitat
enhancement
• Continued maintenance
City of Edmonds Parks, Recreation and Open Space Plan
A-60 Appendix A: Existing System
Yost Memorial Park and Pool Community Park
Park Features
• 44.14 Acres
• Playground (1)
• 1.0 miles of walking trail
• Tennis courts (2)
• Outdoor pool (1)
• Restrooms (1)
• Meeting area
• Creek corridor
• Parking
Site considerations
• Used for environmental education
programs
Planned Improvements
• Access and entryway improvements
• Sports courts
• Natural play area
• Natural resource/habitat enhancement
• Swimming Pool mechanical upgrades such
as new boiler, shower heat exchanger and
pool heat exchanger
• Resurface tennis courts
• Site master plan and renovation
• Continued maintenance
APPENDIX B: COMMUNITY INPUT PROCESS
City of Edmonds Parks, Recreation and Open Space Plan
Appendix B: Community Input Process B-1
APPENDIX B: COMMUNITY INPUT PROCESS
The integrated planning process for the Edmonds Parks, Recreation and
Open Space Plan and Community Cultural Plan included multiple methods
for community members to provide input about their preferences, needs
and priorities.
This appendix summarizes the outreach opportunities and key themes
drawn from the aggregated data. Under separate cover, a Technical
Supplement includes a compilation of individual summaries from each
outreach opportunity.
Outreach Opportunities
The Project Team designed, facilitated and recorded a wide variety of
outreach activities specifically designed to maximize representation of the
community and provide useful direction in guiding the future of the park,
recreation, open space and cultural system.
Advisory Teams
The PROS Advisory Team (PAT) served as a steering committee
throughout the plan update process, and coordinated with the Community
Cultural Advisory Team (CCAT) who served in a similar role for the update
of the Community Cultural Plan. The PROS Advisory Team convened four
times during the planning process.
Web Page
The City hosted a project web page throughout the process on the Parks,
Recreation & Cultural Services home page where any interested party
could check in on the project. The web page content was regularly
updated and included a description of the project, the latest meeting and
analysis summaries, contact information and the link to the online
questionnaires (during the collection period).
Edmonds Arts Summit
The Arts Summit, convened on June 29, 2013 at the Edmonds Arts Center,
provided a unique opportunity to discuss the future of arts in Edmonds,
through informative presentations and interactive discussions among
different organizations and interests. The all day event allowed participants
City of Edmonds Parks, Recreation and Open Space Plan
B-2 Appendix B: Community Input Process
to identify some of the opportunities, issues and challenges facing the
future of arts in Edmonds.
Intercept Events
Intercept events capture information and ideas from the public by going
to where people are, such as to community events, and asking for quick
participation. During August and September 2013, the City of Edmonds
brought five interactive display boards to popular public events to gather
information for the Parks, Recreation and Open Space (PROS) Plan and the
Community Cultural Plan. The boards posed questions and provided
answer choices that participants selected using colored sticky dots. There
were seven events held:
• Yost Pool – August 21, 2013
• City Park – EAC Concert, August 25, 2013
• Waterfront – Olympic Beach, August 26, 2013
• Edmonds Senior Center – August 27, 2013
• Main Street – September 10, 2013
• Frances Anderson Center – September 13, 2013
• Art Walk (Main Street) – September 19, 2013
Focus Groups
The City held three drop-in focus group meetings on August 15, 2013. The
structure of each meeting included introductions; a brief description of the
overall PROS Plan and Community Cultural Plan update process; a
facilitated group discussion to consider favored parks and programs,
challenges, opportunities, potential partnerships, and ways to increase
participation in the Parks System; an around the table opportunity for
participants to provide final thoughts; and a brief overview of the next
steps in the planning process. To tap into the extensive knowledge of the
system of Parks, Recreation and Cultural Services staff, the planning team
also convened a focus group for all City department staff on October 17,
2013.
Online Questionnaire
The questionnaire served as a tool for broadening and validating the input
received in other public involvement activities. The questionnaire was
available on the City’s website from August 19 to September 15, 2013. This
questionnaire was designed to be open and self-selecting to allow anyone
City of Edmonds Parks, Recreation and Open Space Plan
Appendix B: Community Input Process B-3
interested to respond and collect the largest number of responses and
ideas.
There were 1,161 responses to the online questionnaire, comprising 968
complete questionnaires and 193 partials. The overwhelming number of
participants provided broad insight into the opinions of the community
and allowed for far more participation in the planning process than
traditional workshop meetings typically draw.
Community Workshops
The City of Edmonds held two community workshops as part of the
update of the PROS Plan and Community Cultural Plan. The workshops
were held on consecutive days, at different times and in different locations,
to provide two options for Edmonds residents to participate. Building on
the earlier broad public outreach, these workshops were designed to get
public input on preferences around the character of development and
renovation of Edmonds parks, including how art can be integrated into
public places, as well as public priorities for services. The workshops
included a Visual Preference Survey, allowing participants to evaluate a
series of potential park element images, and a sustainable priorities
exercise which asked participants to provide feedback on parks, recreation
and open space services.
Planning Board Visual Preference Survey
The City of Edmonds Planning Board members participated in the PROS
Plan and Community Cultural Plan Visual Preference Survey following the
community workshops, at their regularly scheduled meeting.
Telephone Survey
At the end of the plan development process, the project team fielded a
statistically valid telephone survey to validate directions and provide some
additional guidance to the draft plan review process. The survey was
administered between November 20th – 25th 2013 by EMC Research and
covered topics such as rating the functions and services provided by Parks,
Recreation and Cultural Services, ranking potential projects and testing the
interest in alternative funding.
City of Edmonds Parks, Recreation and Open Space Plan
B-4 Appendix B: Community Input Process
Key Themes
Reviewing all of the public involvement activity results, the planning team
synthesized a set of themes that describes the attitudes and beliefs of
Edmonds residents. These themes, along with supporting statements from
input activities, are presented below.
Artistic and Cultural Expression
Public involvement results indicated that arts and cultural related
opportunities are highly valued by the Edmonds community. Exiting arts
and cultural programs and events have high participation rates, and the
public desires more of these types of activities.
• Members of the PAT and CCAT felt strongly that arts and culture
are critical to community identity. This character contributes
towards the local economy and makes Edmonds a destination for
visitors.
• According to questionnaire responses, artistic or cultural expression
(music, theatre, visual arts, public art, etc.) is the top rated activity
desired by respondents. Results also indicate that arts and culture
presentations or events have the highest participation rate. This
pattern was consistent with findings from the intercept results.
• Results from multiple activities indicate that art in public spaces and
free, publicly accessible arts and culture events are important
elements of the public realm in Edmonds.
Walking and Biking, Health and Wellness
There is a high level of interest in walking and biking, especially for health
and wellness reasons. Community engagement results confirm that
walking and biking are popular activities among Edmonds residents,
consistent with regional and national trends. In addition, safety appears to
be a key concern in developing the character and design of trail system
improvements.
• Walking and biking are popular, according to the questionnaire,
and are the types of activities that respondents participated in most
frequently. Respondents ranked expanding the trail network,
City of Edmonds Parks, Recreation and Open Space Plan
Appendix B: Community Input Process B-5
including bicycle and pedestrian connections to trails as the highest
priority project or service.
• There is a high level of interest in expanding the trail network,
including bicycle and pedestrian connections to trails.
Social Gathering
Participants expressed a desire for more opportunities to gather as a
community. Popular gathering options include galleries and exhibits,
performances and arts or cultural festivals.
• Social gathering had one of the highest participation rates
according to the questionnaire responses, and was also one of the
most popular of additional activities desired by respondents.
• Focus groups participants noted that they value a variety of park
space and recreation opportunities, including spaces for
unstructured activities and community gatherings.
Youth and Senior Engagement
Focus group participants and members of both Advisory Teams indicated
that youth and seniors are under-utilized as volunteers and creative assets,
and that these populations would also benefit from improved facilities and
programs.
• Questionnaire respondents identified the highest priorities for arts
and culture services as engaging more youth and young adults in
the arts and having free publicly accessible arts and culture events.
• According to focus group outcomes, youth and seniors are under-
utilized as volunteers and creative assets, and would benefit from
improved facilities and programs.
Maintenance and Stewardship
Participants indicated that they prioritize renovating existing parks,
upgrading existing facilities, and protecting more open space over
developing new parks and facilities.
• The PAT members indicated that stewardship should be promoted
and expanded. Based on focus group outcomes, more
City of Edmonds Parks, Recreation and Open Space Plan
B-6 Appendix B: Community Input Process
environmental education would support this value. Volunteers
could be recruited and deployed more effectively with improved
communication networks.
• A majority of questionnaire respondents indicated that they
prioritize renovating existing parks and upgrading existing facilities
over developing new parks and facilities. Similarly, focus group
participants noted that aging infrastructure represents a significant
challenge facing the system.
• According to intercept event outcomes renovating existing parks
and improving maintenance of existing parks are high priorities.
Based on results from city staff focus group, maintenance resources
for parks and facilities and aging structures limit what staff can
accomplish.
• 71% of telephone survey respondents indicated they would
somewhat or strongly support the creation of a Metropolitan Parks
District as a stable funding source for parks, recreation and open
space.
APPENDIX C: CAPITAL COST MODEL
City of Edmonds Parks, Recreation and Open Space Plan
APPENDIX C: CAPITAL COST MODEL
The capital cost model presented below is a snapshot of a flexible tool that is
designed to be useful during the plan development and review process but
also as the situation in Edmonds changes over the life of the plan. Cost
assumptions can be modified and project selections can be changed easily to
update the model to current realities or to run scenarios for capital planning.
For each project type, the number of instances (facilities, allowances) is
indicated. The model calculates the total project cost based on the
assumptions for each project type. The assumptions sheet describes the
project types and assigns the planning level cost for capital and operations
impacts.
Appendix C: Capital Cost Model C-1
Cost Assumptions: Edmonds PROS Plan Capital Cost Model
Description Capital Unit
Annual Operations
Impact Unit
Access and Entryways
Signage, entrance improvements, vegetation,
fencing, etc.$50,000 /Site
Gathering Area
Allowance for plaza type features or a small
shelter for 15‐30 $150,000 /Each
Sports Court Allowance
One allowance would purchase a small court,
such as a half basketball, petanque, etc. 2
allowances would purchase a full court and 4 a
pair of tennis courts. Some sites may require
additional grading to accommodate courts.$35,000 /Allowance
Play Area Replacement (Small)
Playground equipment ages 2‐5 and ages 6‐12,
including a variety of features such as climbing
apparatus, swings and surfacing. Assumes the
replacement of an existing play area, new sites
will likely require more site preparation.$125,000 /Each
Play Area Add/Expand (Large)
Large sized or customized play environment for
community, regional or other signature sites. $500,000 /Each $10,000 /Each
Natural Play Area
Natural features incorporating climbing, hiding,
balancing, etc. Small scale, could be added to
other play area $75,000 /Each $5,000 /Each
Natural Resources/
Habitat Enhancement
Allowance for general projects improving
habitat areas or otherwise enhancing the
natural environment. Could include invasive
species removal, native plantings, water quality
projects, etc. Multiple allowances can be used
to represent larger efforts.$10,000 /Allowance
Restroom Small
2 ‐ single occupant unit restroom, price may be
reduced if utilities already exist. Maintenance
assumes low use and once weekly cleaning $250,000 /Facility $5,000 /Facility
Restroom Large
5 ‐ single occupant units, for community or
regional park, could be reduced if utilities are in
place. Maintenance assumes high use and daily
cleaning during high season.$500,000 /Facility $30,000 /Facility
Site Master Plan
Full site planning effort with site‐specific public
outreach. Construction documents to be
included with project.$150,000 /Site
Site Renovation
Replacement of site furnishings and renewal of
grounds and vegetation including systems such
as irrigation. Field turf renovation would also be
covered. This value is modified by the
percentage of the site anticipated to be
impacted (primarily the developed portion).$150,000 /Acre
Partner site contribution
Allowance for an investment in partner sites,
assumes owner retains maintenance
responsibility. May be completed in several
small steps over the life of the project $150,000 /Site
Other
One‐off or major investments with unique
description and cost N/A N/A
Ac
c
e
s
s
a
n
d
E
n
t
r
y
w
a
y
s
Ga
t
h
e
r
i
n
g
A
r
e
a
Sp
o
r
t
s
C
o
u
r
t
A
l
l
o
w
a
n
c
e
Pl
a
y
A
r
e
a
R
e
p
l
a
c
e
(
S
m
a
l
l
)
Pl
a
y
A
r
e
a
A
d
d
/
E
x
p
a
n
d
(
L
a
r
g
e
)
Na
t
u
r
a
l
P
l
a
y
A
r
e
a
Na
t
u
r
a
l
R
e
s
o
u
r
c
e
s
/
Ha
b
i
t
a
t
E
n
h
a
n
c
e
m
e
n
t
Re
s
t
r
o
o
m
S
m
a
l
l
R e st
r
o
o
m
L
a
r
g
e
Si
t
e
M
a
s
t
e
r
P
l
a
n
Si
t
e
R
e
n
o
v
a
t
i
o
n
Pa
r
t
n
e
r
s
i
t
e
c
o
n
t
r
i
b
u
t
i
o
n
Other Capital Other O&M Other Description Total Capital Total O&M
Neighborhood Park
Elm Street Park CoE 1.85 1 1 1 1 1 $320,000 $5,000
Frances Anderson Center Field CoE 1.94 1 1 100%$700,000 $10,000
Haines Wharf CoE 0.69 $0 $0
Hickman Park CoE 5.60 1 $250,000 $5,000
Hummingbird Hill Park CoE 1.22 1 1 $20,000 Resurface Sport court - Install new Asphalt Pathway $220,000 $0
Mathay Ballinger Park CoE 0.51 1 1 1 $30,000 Install new asphalt pathway $480,000 $5,000
Pine Street Park CoE 1.47 1 1 $200,000 $0
Seaview Park CoE 6.05 1 1 $250,000 Renovate fields, resurface tennis courts, parking improvements $450,000 $0
Sierra Park CoE 5.52 1 25%$100,000 Install Ballfield Drainage system, renovate park for the blind $187,500 $0
Subtotal 24.85 $2,807,500 $25,000
Community Park
City Park CoE 13.96 1 30%$95,000 $0
Yost Memorial Park & Pool CoE 44.14 1 2 1 4 1 50%$500,000
Install new boiler, heat exchanger to maintain pool until new
aquatics center Is developed, resurface tennis courts $960,000 $20,000
Subtotal 58.10 $1,055,000 $20,000
Regional Parks
144 Railroad Avenue Tidelands CoE 0.90 $0 $0
Brackett's Landing North CoE 5.11 1 1 100%$100,000 Renovation includes resurface parking lot, jetty repair $760,000 $30,000
Brackett's Landing South CoE 2.22 $0 $0
Edmonds Senior Center CoE 2.63
Replace, renovate or relocate, pending partner funding $0 $0
Marina Beach Park CoE 3.37 1 1 1 $1,000,000
Site development following master plan, utility work for
restroom. Additional improvements allowance pending master
plan. $2,150,000 $40,000
Olympic Beach Park CoE 2.82 $0 $0
Subtotal 17.05 $2,910,000 $70,000
Special Use Parks
Centennial Plaza/Public Safety Complex CoE 0.08 $0 $0
Dayton Street Plaza CoE 0.10 100%$150,000 $0
Edmonds Library & Plaza Room CoE 1.29 $100,000 Landscape renovation $100,000 $0
Edmonds Memorial Cemetery and Columbarium CoE 6.63 $100,000 Mapping Project $100,000 $0
Frances Anderson Center CoE 1.62 $0 $0
Hazel Miller Plaza CoE 0.09 $0 $0
Interurban Trail CoE 4.88 $0 $0
Lake Ballinger Access CoE 0.19 $0 $0
Meadowdale Community Clubhouse CoE 0.99 1 $125,000 $0
Richard F. Anway Park CoE 0.17 50%$75,000 $0
Ocean Avenue Viewpoint CoE 0.20 $0 $0
Point Edwards Scenic Overlooks CoE (easement)0.10 $0 $0
Stamm Overlook Park CoE 0.36 $0 $0
Sunset Avenue Overlook CoE 1.14 $200,000 Walkway and viewpoints $200,000 $0
Willow Creek Hatchery & Interpretive Center CoE 1.68 1 $50,000
Additional utility work, Major project associated with Edmonds
Marsh $300,000 $5,000
Subtotal 19.52 $1,050,000 $5,000
Ownership La
n
d
(
a
c
r
e
s
)
Ac
c
e
s
s
a
n
d
E
n
t
r
y
w
a
y
s
Ga
t
h
e
r
i
n
g
A
r
e
a
Sp
o
r
t
s
C
o
u
r
t
A
l
l
o
w
a
n
c
e
Pl
a
y
A
r
e
a
R
e
p
l
a
c
e
(
S
m
a
l
l
)
Pl
a
y
A
r
e
a
A
d
d
/
E
x
p
a
n
d
(
L
a
r
g
e
)
Na
t
u
r
a
l
P
l
a
y
A
r
e
a
Na
t
u
r
a
l
R
e
s
o
u
r
c
e
s
/
Ha
b
i
t
a
t
E
n
h
a
n
c
e
m
e
n
t
Re
s
t
r
o
o
m
S
m
a
l
l
R e st
r
o
o
m
L
a
r
g
e
Si
t
e
M
a
s
t
e
r
P
l
a
n
Si
t
e
R
e
n
o
v
a
t
i
o
n
Pa
r
t
n
e
r
s
i
t
e
c
o
n
t
r
i
b
u
t
i
o
n
Other Capital Other O&M Other Description Total Capital Total O&MOwnershipLa
n
d
(
a
c
r
e
s
)
Open Space
Edmonds Marsh/Walkway CoE 23.37 $12,000,000
Daylighting Willow Creek, salmon habitat and stormwater
management project.$12,000,000 $0
Edmonds Marsh East CoE 0.85 1 $10,000 $0
H.O. Hutt Park CoE 4.53 1 1 $75,000 Trail development and interpretation $160,000 $5,000
Haines Tidelands CoE 0.44 $0 $0
Maplewood Hill Park CoE 9.96 1 1 $50,000 Trail development $135,000 $5,000
Meadowdale Natural Area CoE 1.07 1 $10,000 $0
Olympic View Open Space CoE 0.49 1 $10,000 $0
Pine Ridge Park CoE 23.78 1 1 2 $75,000 Forest Management Study, parking resurfacing $220,000 $5,000
Seaview Reservoir CoE 1.31 $0 $0
Shell Creek Open Space CoE 1.04 1 $10,000 $0
Wharf Street CoE 0.12 $0 $0
Willow Creek Park CoE 2.25 1 $10,000 $0
Subtotal 69.21 $12,565,000 $15,000
Other Parks and Facilities in the Edmonds System
Chase Lake Elementary School ESD 10.26 1 $150,000 $0
Chase Lake Environmental Ed./ESD Natural Area ESD/ Sno Co 10.80 $0 $0
Civic Center Playfields & Skate Park ESD 7.92 1 1 $10,000,000
Acquire, Master Plan and develop site. Final project cost subject
to acquisition cost and master plan direction. Management and
operations $10,650,000 $10,000
Edmonds Center for the Arts PFD 2.54 $0 $0
Edmonds Elementary School ESD 8.58 $0 $0
Edmonds Fishing Pier WDFW 0.61 $1,000,000 $25,000 Improvements to pier and operational set-aside $1,000,000 $25,000
Edmonds Underwater Park & Higgins Trails DNR 33.21 $0 $0
Edmonds Woodway High School ESD 30.19 $0 $0
Former Woodway High School ESD 39.75 $12,000,000 $50,000 Four field sports complex with artificial turf and lights $12,000,000 $50,000
Log Cabin Visitor Center CoE 0.03 $0 $0
Lynndale Skate Park CoL 4.77 1 $150,000 $0
Madrona School ESD 31.30 1 $150,000 $0
Maplewood Parent Cooperative ESD 7.41 1 $150,000 $0
Meadowdale Playfields ESD 24.09 $2,000,000 City share of update to all-weather soccer and softball fields $2,000,000 $0
Seaview Elementary ESD 8.28 1 $150,000 $0
Sherwood Elementary School ESD 13.19 $0 $0
South County Historical Museum CoE 0.09 $0 $0
Southwest County Park Sno Co 118.55 1 1 $225,000 $5,000
Wade James Theatre CoE 2.34 $0 $0
Westgate Elementary School ESD 8.34 1 $150,000 $0
Woodway Elementary School ESD 9.89 1 $150,000 $0
Subtotal 372.14 $26,925,000 $90,000
Ac
c
e
s
s
a
n
d
E
n
t
r
y
w
a
y
s
Ga
t
h
e
r
i
n
g
A
r
e
a
Sp
o
r
t
s
C
o
u
r
t
A
l
l
o
w
a
n
c
e
Pl
a
y
A
r
e
a
R
e
p
l
a
c
e
(
S
m
a
l
l
)
Pl
a
y
A
r
e
a
A
d
d
/
E
x
p
a
n
d
(
L
a
r
g
e
)
Na
t
u
r
a
l
P
l
a
y
A
r
e
a
Na
t
u
r
a
l
R
e
s
o
u
r
c
e
s
/
Ha
b
i
t
a
t
E
n
h
a
n
c
e
m
e
n
t
Re
s
t
r
o
o
m
S
m
a
l
l
R e st
r
o
o
m
L
a
r
g
e
Si
t
e
M
a
s
t
e
r
P
l
a
n
Si
t
e
R
e
n
o
v
a
t
i
o
n
Pa
r
t
n
e
r
s
i
t
e
c
o
n
t
r
i
b
u
t
i
o
n
Other Capital Other O&M Other Description Total Capital Total O&MOwnershipLa
n
d
(
a
c
r
e
s
)
Other Parks and Facilities Near Edmonds
Ballinger Playfield and Former Golf Course MLT 52.59 1
Esperance County Park Sno Co 9.59 1 $150,000 $0
Meadowdale Beach County Park Sno Co 144.34 $0 $0
Meadowdale Elementary School ESD 8.78 $0 $0
Meadowdale High School ESD 39.56 $0 $0
Meadowdale Middle School ESD 19.38 $0 $0
Subtotal 221.65 $150,000 $0
Additional Projects
Land Acquisition $2,000,000 Opportunity based acquisition fund $2,000,000 $0
Bike Route Enhancements Project costs will be included in future transportation planning $0 $0
Walkway Trail Enhancements Project costs will be included in future transportation planning $0 $0
Downtown Restrooms 2
Development of public restroom facilities (up to two) in
downtown locations in partnership with tourism and economic
development. $500,000 $10,000
4th Avenue Cultural Corridor $800,000
Development of cultural corridor, parks and beautification
elements, additional development funding will be included in
other capital budgets $800,000 $0
Indoor Aquatics/Recreation Center $25,000,000 $100,000
Major multi-use center at an to-be-determined site, operations
cost is estimated net of user fees for a combined center $25,000,000 $100,000
Indoor Lap Pool with Outdoor Recreation Pool $18,000,000 $200,000
Alternative to the combined center, operations are higher due
to reduced income. $18,000,000 $200,000
Replace Park Maintenance Building $4,000,000 Replace existing maintenance building at City Park $4,000,000 $0
Subtotal $50,300,000 $310,000
Beautification Areas (114 sites)CoE $3,000
Additional beautification sites require supplemental operations
and maintenance. As an allowance ten additional sites would
add approximately $3,000 in operational funding needs.$0 $3,000
City of Edmonds:
Community Cultural Plan
Public Review Plan December 2013
February 14, 2014
Members of the City Council and Citizens of Edmonds,
As the Edmonds Community Cultural Plan Advisory Team we wish to share this plan with the rest of
our fellow citizens. Over a period of months we have worked with the consulting firm of MIG to study
the arts and cultural treasures that we have in Edmonds and to plan our next steps in supporting,
expanding and better utilizing these assets in the future.
The creation of this plan was a community effort that started at the Arts Summit last June, followed
by three public focus group meetings, two public workshops, numerous public events throughout
August and September 2013 and an online questionnaire which generated 1,161 responses.
The results are in - Edmonds is an arts and culture mecca. For a city of our size, we offer a multitude
of arts and cultural activities in a spectacularly beautiful setting. Edmonds is truly THE GEM of the
Puget Sound area. But, we need nourishment and caring. This well-thought-out plan is a treasure
map that can lead our city to better utilize the many wonders that already exist in arts and culture.
Edmonds already inspires day visitors and residents alike to drink in the beauty of our public art and
be immersed in our many cultural activities. We want to expand awareness of Edmonds as a
destination of choice for extended weekend “staycations” from all over the Northwest by offering
creative packages of art, culture, food and shopping. We want every community member to have
access to and enjoy opportunities to participate in arts and culture in their own town. It is time to lift
the basket and let our light shine.
This update of the Community Cultural Plan is important and we would like as many goals and
strategies as possible be implemented. In order to ensure this, we recommend that a task force be
formed representing all of the major players in the arts and cultural community under the guidance
of the City of Edmonds Cultural Services Division. This task force would meet on a regular basis, at
least twice a year, and as needed to effectively facilitate accomplishing the goals of this plan.
We are happy to share this exciting plan with our city leaders and all the citizens of Edmonds.
Sincerely,
Community Cultural Plan Advisory Team
City of Edmonds Community Cultural Plan
Acknowledgements i
ACKNOWLEDGEMENTS
City of Edmonds Mayor and Council
Dave Earling, Mayor
Kristiana Johnson
Strom Peterson
Adrienne Fraley-Monillas
Diane Buckshnis
Joan Bloom
Frank Yamamoto
Lora Petso
Parks, Recreation and Cultural Services Department
Carrie Hite, Director
Frances White Chapin, Arts & Culture Program Manager
Renee McRae, Recreation Manager
Richard Lindsay, Park Maintenance Manager
David Rohde, GIS Analyst
Community Cultural Advisory Team
Mary Lou Block
Juliet Brewster
Andy Eccleshall
Tarin Erickson
Jerry Fireman
Jan Elliott-Glanister
Sharon Grader
Courtney Gu
Dick Van Hollebeke
Kristiana Johnson
Ksenia Koon
John McGibbon
Darlene McLellan
Carissa Meisner Smit
Marni Muir
Samantha Saether
Kathleen Houston
Pam Stuller
City of Edmonds Community Cultural Plan
ii Acknowledgements
Michelle Van Tassell
Janette Turner
David Varnau
Steve White
Parks, Recreation and Open Space Advisory Team
Barbara Chase
Riley Conley
Don Fiene
Jerry Fireman
Farrell Fleming
Darrol Haug
Dick Van Hollebeke
Laura Leeman
Phil Lovell
Marni Muir
Lora Petso
Lois Rathvon
Carreen Nordling Rubenkonig
Ian Scott
Doug Sheldon
Valerie Stewart
Barbara Tipton
Janette Turner
Bob White
Consulting Team
MIG, Inc
AdvisArts
The Community of Edmonds
This Community Cultural Plan is a product of the community of Edmonds
and represents the volunteer effort and input of many residents before
and during the planning process. This is a living document. The planning
team would like to sincerely thank those who provided their ideas to
ensure this plan is visionary, relevant and community-supported.
City of Edmonds Community Cultural Plan
Table of Contents iii
TABLE OF CONTENTS
Acknowledgements
1. Introduction and Background .......................................... 1
Vision and Goals .............................................................................................................. 3
Community Cultural Planning Context ................................................................... 4
Moving Forward ............................................................................................................ 10
2. Vision and Goals ........................................................... 11
Goal 1: Integrate ............................................................................................................ 12
Goal 2: Include ............................................................................................................... 13
Goal 3: Partner ............................................................................................................... 14
Goal 4: Use Space ......................................................................................................... 15
Goal 5: Communicate .................................................................................................. 16
3. Strategies ...................................................................... 17
Goal 1: Integrate ............................................................................................................ 18
Goal 2: Include ............................................................................................................... 19
Goal 3: Partner ............................................................................................................... 20
Goal 4: Use Space ......................................................................................................... 21
Goal 5: Communicate .................................................................................................. 22
4. Next Steps ..................................................................... 23
Conclusion ....................................................................................................................... 25
Bibliography
Glossary
City of Edmonds Community Cultural Plan
iv Table of Contents
Appendices
Appendix A: Community Cultural Plan Environmental Scan
Appendix B: Cultural Organizations Inventory 2013
Appendix C: Edmonds Cultural Facilities Inventory 2013
Appendix D: Strategy Matrix
Appendix E: Potential Tactics and Ideas
City of Edmonds Community Cultural Plan
Chapter 1: Introduction and Background 1
CHAPTER 1: INTRODUCTION AND BACKGROUND
The Community Cultural Plan (CCP) demonstrates the City of Edmonds’
dedication to promoting and sustaining a vibrant cultural community by
reflecting Edmonds’ commitment to arts and culture, embracing an
expansive view of arts, fostering creative community partnerships,
maximizing and diversifying use of space, and strengthening
communication.
The City of Edmonds has purposefully planned for and considered the role
of arts and culture in the community since the establishment of the
Edmonds Arts Commission in 1975. The City of Edmonds Arts Commission
(EAC) partnered with Edmonds Arts Festival Foundation (EAFF) to create
the first community cultural plan 20 years ago, showing a community
understanding of the benefits of continuous assessment of strategies and
successes. The 2014 Community Cultural Plan update builds on the
strategies and successes of the original 1994 plan, which was updated in
2001 and 2008. This 2014 update presents a refined vision for arts and
culture and an updated set of goals and actions for the next six years.
In this document the term “arts & culture” is defined to include a broad
array of cultural and artistic traditions and practices. Arts and culture
includes literary, visual and performing arts, public art, heritage, film and
other media.
The purpose of the plan is to identify strategies that will:
• guide the City and community in planning for continued cultural
development;
• support development and maintenance of cultural facilities;
• integrate cultural planning and resources with other planning
efforts citywide; and
• utilize cultural resources as integral aspects of downtown and
waterfront redevelopment.
The Community Cultural Plan is intended to be a catalyst for the entire
Edmonds community to align, stimulate and encourage action across all
sectors of the community. This includes other public entities, nonprofit
organizations, educational institutions, the business community, artists and
arts advocates, and other individuals.
City of Edmonds Community Cultural Plan
2 Chapter 1: Introduction and Background
Planning Process
Edmonds updates its Community Cultural Plan (CCP) on a six-year cycle in
conjunction with its Parks, Recreation and Open Space (PROS) Plan. The
2014 Community Cultural Plan Update builds upon the recommendations
of the three previous cultural plans of 1994, 2001, and 2008.
Public involvement is a key component of the planning process. An
inaugural citywide Arts Summit held in June 2013 and attended by over
200 people was a kick off for collecting community input and generating
ideas that could be tested in subsequent intercept events and public
workshops. A 22 member Community Culture Advisory Team (CCAT) was
formed with representatives from a broad spectrum of cultural
organizations and events, including artists, business owners, public
entities, heritage, sister city, visual, performing and literary arts. The CCAT
participated in three meetings, attended public workshops and reviewed
the draft plan. Several citizens active in the City’s cultural community
served on the PROS Advisory Team (PAT), ensuring that arts and culture
was reflected and integrated in the Parks, Recreations and Open Space
Plan update. Three public focus group meetings, two public workshops,
public intercept events throughout August and September of 2013, and an
online questionnaire generating 1,161 responses were also part of the
public engagement during the planning process. A full description of
methodology and process is in Appendix A.
City of Edmonds Community Cultural Plan
Chapter 1: Introduction and Background 3
Vision and Goals
The public input process helped guide the reshaping of the goals outlined
in the 2008 CCP, to more accurately reflect the priorities of the community
moving into the next six years of evolution. These five goals along with
implementation strategies form the recommendations of the updated
2014 Community Cultural Plan. A full description of these goals is in
Chapter 2 and the supporting strategies are outlined in Chapter 3.
City of Edmonds Community Cultural Plan
4 Chapter 1: Introduction and Background
Community Cultural Planning Context
Edmonds has grown its
community arts and culture
programs over the past twenty
years since the first Community
Cultural Plan was developed.
The arts are robust and thriving
and collaborations around arts
and culture have increased
significantly since the 2008
CCP. Today, a wealth of arts
and cultural activities is offered
within Edmonds, through City
programs and through events,
activities and classes offered by
other entities. The depth,
breadth and quality of activities
are extensive, particularly given
the relatively small size of
Edmonds.
Various themes and interests have carried forward over the past 20 years
and continue to be endorsed by citizens:
• Develop citywide strategies to market and promote Edmonds as a
cultural destination with arts as an integral part of City identity;
• Support inclusion of public art and gathering nodes in waterfront
and shoreline development;
• Utilize public art to highlight key City gateways and corridors;
• Commit City policy to incorporate art and aesthetics as standards
within civic planning initiatives and capital projects;
• Develop a downtown cultural corridor to enhance economic vitality
and improve pedestrian connections;
• Encourage private support for art in commercial developments;
• Develop affordable artist studio spaces and economic opportunities
for artists;
• Foster partnerships and collaborations to lead cultural initiatives,
including development and use of cultural facilities such as a visual
art facility or art museum;
City of Edmonds Community Cultural Plan
Chapter 1: Introduction and Background 5
• Support citywide strategies to expand diverse opportunities for arts
participation including teen/youth and multigenerational
programming
Many CCP-related recommendations from past plans have been
implemented, including the successful launch of Edmonds Center for the
Arts (ECA), the addition of art enhanced public gathering spaces, and the
expansion of free cultural events. There has been a significant
improvement in the accessibility of information in accordance with past
plan directions. For example, the City website has been updated, there is a
City-coordinated calendar that identifies arts and culture events, and the
Port of Edmonds and Edmonds Chamber of Commerce and several
independent sites have updated their communications to provide more
accurate and complete information for both residents and visitors. The
Chamber Arts Awards, established in 2013, recognize the contributions of
businesses, nonprofits and individuals to the arts in Edmonds.
Funding resources now include a new foundation, resulting in a total of
four local foundations that support arts and culture as part of their
programs. At the County level there is a new Tourism Promotion Area
(TPA) in addition to funding from Snohomish County Tourism Promotion,
and the Power2Give program, started by ArtsFund in Seattle, which
expanded to Snohomish County.
The consistent participation of the arts and culture community, including
working artists and arts professionals, provides an energetic constituency
for community culture in Edmonds. The list of not for profit arts and
cultural organizations in Edmonds has grown by 20% (12 new entities) just
since the 2008 CCP and there has been further growth in arts related
businesses. A growing and vibrant sector of arts businesses includes
galleries to hands-on ceramics and painting, to photography, printing and
music. This community has demonstrated its commitment and ability to
mobilize, but it can offer even more vibrancy to take Edmonds’ community
culture program to the next level.
Community-Identified Key Areas
The 2014 CCP is focused on taking that next step, building on Edmonds’
many assets while continuing to evolve a dynamic arts and culture
presence as a cornerstone of Edmonds’ identity. Basic to the five goals was
community discussion about major issues of concern, most of which have
City of Edmonds Community Cultural Plan
6 Chapter 1: Introduction and Background
been identified as key areas in past planning efforts but continue to be
important for this updated plan. The issues described below are those
most relevant to and influential on the direction, strategies and actions
within this plan.
Continuing to Grow Tourism, Visitors and Economic Development
The inclusion of arts and culture in City economic development efforts has
steadily increased through the efforts of the Economic Development
Department and Cultural Services Division. Arts and culture are a key part
of the Edmonds brand and the City’s focus in advertising. The Edmonds
community has also invested significant funds and energy into planning
and creating a vibrant downtown district as a key economic development
strategy and it is desirable to build on this momentum. It is also important
to attract visitors and create connections to other areas of the City through
developing stronger visual identity, for example in the International
District gateway project and the future Five Corners roundabout artwork.
Edmonds attracts visitors who arrive by Washington State Ferry, by private
boats at the Port, by train, and by car. Though it can be challenging to
draw in ferry users, this group represents a large number of potential
visitors who could be encouraged to visit Edmonds another time or to
linger a little longer. In addition, Edmonds’ position on Puget Sound is an
asset that can be further leveraged to draw in more visitors. Many
stakeholders have pointed out that Edmonds is in a unique position with
accessible shoreline that draws visitors from neighboring cities. Its market
niche is distinct from Seattle—less urban complexity and congestion while
offering an attractive downtown near the waterfront. This position can be
further leveraged to strengthen cultural tourism in Edmonds, and further
increase economic development in downtown.
City of Edmonds Community Cultural Plan
Chapter 1: Introduction and Background 7
Engaging Younger Audiences
The 2008 CCP and other past plans have all identified the need to attract
and engage young adults and young families. Edmonds has a high
percentage of retirees, who are major assets for many areas of interest to
the community including community culture. However, all have recognized
the importance of growing the next generation of arts participants and
supporters. Existing and new activities of interest to young adults and
young families need to be advertised via proactive avenues such as social
media. Strategic engagement of youth and young adults should be
balanced with cultural activities that are serving retirement-age audiences
(an area already very well-served). This engagement warrants an expanded
view of arts and culture that should include a focus on career possibility,
looking at creative careers that build on arts and contemporary
issues/technologies. Given Edmonds’ place within the region, it also means
finding strategic partners from beyond Edmonds to boost local efforts and
increase experimentation.
City of Edmonds Community Cultural Plan
8 Chapter 1: Introduction and Background
Engaging More Diverse Audiences
As Edmonds and its surrounding region grow more diverse, the need to
engage audiences and artists with a variety of cultural influences and
ethnic backgrounds becomes ever more important. Many stakeholders
have noted that Edmonds’ efforts around arts and culture have focused on
the downtown core and are not inclusive of the communities clustered
around Highway 99. The SR 99 Enhancements project is a recently
completed City effort to create a visual gateway for the International
District with artist-made elements. There is much interest in connecting
with these growing communities, and work needs to be done on how to
connect effectively. There has been some success in this area and there are
many potential relationships and connections that could be pursued. For
example, the Narae Korean Dance, Music and Cultural Showcase was held
in Edmonds last year.
Edmonds should further tap into and celebrate its diversity and its cultural
history through partnerships with local and regional organizations to
promote and expand cultural exchanges and events. This will mean
continued efforts to foster arts and culture throughout Edmonds, as well
as the cultivation of new partnership. The engagement of more diverse
audiences fosters an arts and culture community that is representative of
the entirety of Edmonds, creates vibrancy and engages new participants.
City of Edmonds Community Cultural Plan
Chapter 1: Introduction and Background 9
Capturing New Directions in Arts and Cultural Expression
Edmonds is known for the strength of its arts offerings, especially
traditional forms and formats of visual and performing arts. Exploration
and inclusion of new, cutting edge or experimental art forms (including
digital or media arts) has not been widespread. The Arts Commission
program “On the Fence” provides one outlet for more experimental
temporary art. The benefits of expanding current definitions of the range
and types of contemporary arts and cultural expression are timely issues.
This includes the current shift towards participating and creating in the
arts, not just spectating. Participatory experience is already visible in
Edmonds with the variety of hands-on art experiences available through
arts businesses, Edmonds Community College (EdCC) Arts Now program,
ArtWorks etc. Maintaining full staffing in the City Arts Office is an
important element in providing communication and follow-up which
sustains opportunities for “growing” new directions in cultural expression.
New media and technology, experimental and interdisciplinary arts and
traditional forms of cultural expression and cultural history are all facets
that make for more inclusive concepts of culture and art and are likely to
help in the efforts to attract younger people, more diverse audiences and
related funding. Edmonds will need to continue to broaden what it means
by “community culture” to encompass new themes, media, technology and
audiences.
City of Edmonds Community Cultural Plan
10 Chapter 1: Introduction and Background
Moving Forward
The 2014 CCP provides a framework to address the major issues of
concern and is intended to support and encourage the arts and culture
community over the next six year cycle. The vision and goals are presented
in Chapter 2 and are intended to provide the overall direction for the plan.
The strategies in Chapter 3 provide the major steps and identify
responsibility for each strategy.
City of Edmonds Community Cultural Plan
Chapter 2: Vision and Goals 11
CHAPTER 2: VISION AND GOALS
The 2014 update to the CCP builds on the community aspirations
embodied in the Plan’s past iterations, while being informed by present
day issues, opportunities and lessons learned.
A vision describes the future state desired by the community. Past
iterations of the CCP envisioned Edmonds becoming an arts community.
The vision in this 2014 plan reflects that Edmonds has come into its own
and is today recognized by the region as an arts community. The 2014
vision reflects that evolution:
Artistic and cultural experiences are integrated into everyday life,
working and visiting in Edmonds.
The 2014 vision acknowledges that arts and culture are essential elements
of the Edmonds community for residents as well as for creating destination
appeal. The updated vision also acknowledges a broader and more
participatory view of arts and culture. Art is a way of life in Edmonds.
Each CCP has had five overarching goals. Goals are statements of general
direction leading toward a desired end state; a “path of travel” describing
what we want to achieve. The five goals in this 2014 CCP are refinements
of past directions, factoring in the issues and opportunities in Edmonds
today. For each goal a few examples have been included to illustrate the
ideas. The specific examples are only a sampling of the many arts
endeavors in Edmonds and are based on the comments from the
community and the advisory team during the planning process.
City of Edmonds Community Cultural Plan
12 Chapter 2: Vision and Goals
Goal 1
Reflect Edmonds’ commitment to arts and
culture through integration of the arts in
the city’s physical infrastructure,
planning, image and brand.
This goal calls for arts and culture to be woven into all aspects of the
community, reflecting the identity of Edmonds as an arts community. In
every decision, Edmonds asks – how do we make room for arts and culture?
One way of achieving this goal is through the inclusion of art in the
physical environment of Edmonds, in public places, spaces and even
infrastructure. Capital projects such as the renovation of Main Street
between 5th and 6th , the Hazel Miller Plaza, and the SR 99 illumination
enhancements are recent examples including art elements in City capital
projects. A second aspect is including the arts and culture community at
the table for planning: from City funded plans, community initiatives and
decisions to community event planning. In Edmonds, arts and culture is
not appended as an afterthought, but is a key consideration from the very
beginning. The 4th Avenue Cultural Corridor project plan and the 2013
Strategic Plan, the new concert series at Hazel Miller Plaza, and the Sister
City 2013 Cultural Fair are all examples of this. As a third part of this goal,
the City’s brand and image should reflect arts as an essential component
of Edmonds’ identity while encouraging other community entities to utilize
the cultural identity of Edmonds as an asset and differentiator. Culture is
highlighted in current advertising by the City, the Port, and local
businesses, and events featuring arts and culture such as the Edmonds
Arts Festival and Write on the Sound reinforce the image of Edmonds as
an arts community.
Strategies to achieve this goal address public agency-initiated capital
improvement projects of all scales -- from signage and street furniture to
major streetscape projects and new buildings. Public art has been used to
create visual connections on popular walking routes in the
downtown/waterfront areas and on SR 99 in the International District.
Other strategies address planning efforts, especially important in Edmonds
City of Edmonds Community Cultural Plan
Chapter 2: Vision and Goals 13
which has a strong culture of planning followed by action, and economic
development through tourism.
Goal 2
Embrace an expansive view of art and
culture to include and respond to multiple
forms of artistic and cultural expression.
Edmonds has a committed and extensive arts and culture community, and
the established community has expressed its desire to be more inclusive,
to grow and to retain relevancy. Goal 2 addresses this desire, by calling on
the community to consider arts and culture from the broadest and most
inclusive perspective. Forms of expression include, but are not limited to
visual, performance, music, literary, digital, conceptual, craft, design,
fashion and public art; and may come through both traditional
methods/media as well as new technology and approaches.
Inclusivity and a broader definition will help Edmonds engage younger
and more diverse audiences and participants, including youth, young
adults, and the growing Asian and Latino populations. It also means
geographic inclusivity, supporting arts and culture efforts throughout
Edmonds, beyond downtown.
Recent examples of developments in this area include the Port and
Edmonds School District partnership to present high school musicians with
Sea Jazz concerts on the waterfront in the summer. In the performance
realm Olympic Ballet creatively includes young dancers in their popular
City of Edmonds Community Cultural Plan
14 Chapter 2: Vision and Goals
performances such as Nutcracker, Driftwood fosters young actors, and
open mic events such as Edmonds Tunes and Poets Walk provide new
opportunities for live performance for all ages. Creative explorations in
visual arts continue to be fostered in the educational system through
Edmonds Arts Festival Foundation community grants and through
scholarships for young artists.
Goal 3
Foster creative community partnerships to
increase and secure accessibility to the
arts and cultural experiences.
This goal asserts that artistic expression and cultural experiences should be
accessible to everyone in Edmonds, including young people, seniors,
culturally diverse communities, and low income residents. Edmonds can
provide innovative and accessible options for widespread participation by
finding ways to create low or no cost arts experiences through
collaborations with civic and private partners. The long established free
Concerts in the Park expanded in 2013 through funding from a private
foundation to include a series at the Hazel Miller Plaza in addition to City
Park. A partnership with ArtWorks, Artists Connect, and the Port resulted in
an Artists in Action program on the waterfront. Another example in the
free outdoor movies program presented by the City with sponsorship from
local businesses.
Edmonds cultural community’s successes rely on a coalition of public and
private partners, with leadership and funded staff at the City level. This
approach has been extraordinarily successful. There is room for further
development of partnerships and cultivation of new collaborations to
sustain what exists and bring forward the next generation of cultural
initiatives.
City of Edmonds Community Cultural Plan
Chapter 2: Vision and Goals 15
Goal 4
Maximize and diversify use of spaces for
arts and cultural activities in Edmonds.
Edmonds has an impressive inventory of cultural facilities, as noted in
Appendix D, and a variety of public and private spaces are used for arts
and cultural activities. Past CCPs focused on the need to develop spaces.
Today, the emphasis is to get the most out of each and every space.
In recent years the flourishing ArtWalk has led to increased us of business
spaces for art events such as open mic and poetry readings; the Historical
Museum is returning the former Carnegie Library to its original floor plan
which will provide additional opportunities for exhibit and event space;
and the Edmonds Conference Center has actively promoted use of its
exhibit space.
This goal looks to ensure access to spaces for arts and culture experience,
creation, collaboration, and viewing. Toward that end, Edmonds can
support existing facilities and encourage optimal use in both private and
public spaces to accommodate arts and cultural programming and expand
offerings. While strategic additions of more spaces and facilities may be
warranted, there are also many ways to get more out of the community’s
existing investments in space.
City of Edmonds Community Cultural Plan
16 Chapter 2: Vision and Goals
Goal 5
Strengthen communication among arts
and cultural organizations and projects to
enhance scheduling, information sharing
and collaboration and to increase cultural
awareness in the community.
This goal speaks to the need to build channels of communication to
promote the arts in Edmonds. The City and its partners can improve
internal communications between City staff, arts organizations, businesses,
etc., to strengthen the arts sector, and can also develop ways to link
internal communications to external access points for public information
on arts and culture activities.
Communication is one of the areas where much has been achieved since
2008; the City now publishes an event calendar and several website
calendars have emerged in the private sector, however concern about
improved communication continues to be a focus of comment. With the
evolving nature of communication and technology, it is especially critical
that approaches and tactics be flexible and nimble to respond to changing
technology, norms, and preferences. At the broader level, strengthening
communications and collaborations in the arts and culture community
requires adequate City resources to lead these efforts. City leadership and
collaboration includes convening meetings, disseminating information,
and conducting economic assessments to increase cultural awareness in
the community
City of Edmonds Community Cultural Plan
Chapter 3: Strategies 17
CHAPTER 3: STRATEGIES
The priority strategies presented in this chapter are organized by goal. For
each strategy, the likely lead is indicated in parenthesis to identify
responsibility for implementing that particular strategy over the life of this
plan. The three forms of leadership are defined as:
• Lead: City of Edmonds – City government is the primary lead,
initiating action and managing this strategy.
• Lead: Community with City of Edmonds - This strategy requires
community leadership and action, with the input or support of city
government, and may include other agencies such as the Port of
Edmonds, Edmonds Public Facilities District (ECA), Edmonds
Community College, Business Improvement District (BID), Chamber
of Commerce, Senior Center and other nonprofit organizations.
• Lead: Community – Leadership, action and management of this
strategy is based in the community, and may involve multiple
individuals, businesses, government, local foundations, nonprofits
and other non-governmental entities.
The planning process identified possible tactical approaches for some
strategies, and a number of additional ideas were captured from the larger
community. Both are documented in Appendix E: Potential Tactics and
Additional Ideas.
City of Edmonds Community Cultural Plan
18 Chapter 3: Strategies
Goal 1. Reflect Edmonds’ commitment to
arts and culture through integration of the
arts in the city’s physical infrastructure,
event planning, image and brand.
1.1 Ensure Arts staff or EAC are represented in City infrastructure
planning to explore the potential for arts elements in public
spaces or development of arts-related City of Edmonds facilities.
(Lead: City of Edmonds)
1.2 Advocate for legislative actions at the local, regional and state
levels that impact arts related policies. (Lead: City of Edmonds)
1.3 Enhance and refine coordinated marketing strategies to promote
Edmonds as an arts and culture destination. (Lead: Community
with City)
1.4 Advance the 4th Avenue Cultural Corridor project including
planning, infrastructure, short term projects, and long term
funding. (Lead: Community with City)
1.5 Encourage use of exterior public spaces such as the Rotary
Pavilion at City Park, Dayton Street Plaza, Hazel Miller Plaza, Port
and ECA grounds for arts and culture events and activities. (Lead:
Community with City)
1.6 Encourage Port of Edmonds to continue inclusion of artwork and
arts events in Port projects and on Port-owned lands. (Lead:
Community with City)
1.7 Ensure integration of the arts and public amenities including
wayfinding signage in the Downtown Waterfront Activity Center,
and gateways and key corridors in other areas of the City. (Lead:
Community with City)
1.8 Encourage the City to review/develop zoning and permitting
incentives that actively encourage developments that sustain the
vision for a people-friendly, culture-oriented community, which
includes public art and public space, and adds to a rich network
of cultural resources. (Lead: Community with City)
City of Edmonds Community Cultural Plan
Chapter 3: Strategies 19
1.9 Sustain successful events that build Edmonds’ distinct identity and
attract visitors, and nurture new events and projects that further
contribute to it. (Lead: Community)
1.10 Develop new events that fill gaps (in terms of interests, age of
audience, timing of event etc.) to enhance economic
development and contribute to Edmonds’ identity as a cultural
destination. (Lead: Community)
Goal 2. Embrace an expansive view of art
and culture to include and respond to
multiple forms of artistic and cultural
expression.
2.1. Increase the diversity of arts and cultural offerings to expand
opportunities in Edmonds. (Lead: Community with City)
2.2. Support the provision of free and low-cost events to encourage
participation by a broad range of city residents, including youth
and young adults, and include intergenerational programs in
multiple disciplines. (Lead: Community with City)
2.3. Engage Edmonds’ existing, new, and growing ethnically specific
communities to develop events, programs or exhibits. (Lead:
Community with City)
2.4. Support arts education outreach programming in schools by EAC,
EAFF, and other nonprofits in partnership with Edmonds School
District. (Lead: Community with City)
2.5. Provide professional development classes for artists, building
strong entrepreneurs. (Lead: Community)
City of Edmonds Community Cultural Plan
20 Chapter 3: Strategies
Goal 3. Foster creative community
partnerships to increase and secure
accessibility to the arts and cultural
experiences.
3.1 Support arts organizations through providing free or low cost
informational resources to assist by strengthening board
development, marketing and sponsorship strategies, and building
financial support. (Lead: City of Edmonds)
3.2 Foster and support partnerships and cooperative programming
among Edmonds Arts Commission, Edmonds Community College,
ECA, EAFF, Edmonds Library, Edmonds Senior Center, other
nonprofits, and the Edmonds School District to promote classes
and activities aimed at building new audiences for culture. (Lead:
Community with City)
3.3 Encourage development of options for engaging youth and
students in arts organizations, including internships,
apprenticeships and continuation of the dedicated Student
Representative position on the Arts Commission. (Lead:
Community with City)
3.4 Convene the arts and culture community periodically, building on
the 2013 Art Summit. (Lead: Community with City)
3.5 Convene artists and arts businesses to discuss and explore
establishing an “art recycling center” or similar mechanism to
promote trading/sharing of resources between artists and
encourage “upcycling” of materials by community members.
(Lead: Community with City)
3.6 Maximize youth engagement with professional artists by
encouraging arts organizations and the School District to
coordinate opportunities for visiting artists to engage with youth
and students through workshops or events. (Lead: Community)
3.7 Explore expanded collaborations between arts venues and cultural
organizations for ticketing and marketing. (Lead: Community)
City of Edmonds Community Cultural Plan
Chapter 3: Strategies 21
Goal 4. Maximize and diversify use of
spaces for arts and cultural activities in
Edmonds.
4.1 Create and revise a full inventory of publicly accessible cultural
facilities and outdoor spaces within the City limits to identify
capacity for presenting various artistic disciplines and activities.
(Lead: City of Edmonds)
4.2 Support a City funding plan and schedule for the maintenance
and asset reinvestment at City-owned facilities that house cultural
functions e.g. EAFF Gallery, Wade James Theatre, Frances
Anderson Center, the former Public Works building. (Lead: City of
Edmonds)
4.3 Convene a leadership process to evaluate the implications of the
inventory survey and determine needs, options, and opportunities
for space for cultural activities. (Lead: Community with City)
4.4 Advocate for affordable forms of live/work development that can
accommodate and support working artists in Edmonds. (Lead:
Community with City)
4.5 Advocate for creative partnerships in both public and private
sectors to provide additional space for visual, performing, and
literary arts activities.(Lead: Community with City)
4.6 Convene artists and businesses to encourage temporary use of
space (e.g., empty storefronts) for popup galleries, exhibition
space, and performance space. (Lead: Community and City)
4.7 Support the sustained operations of the Edmonds Center for the
Arts. (Lead: Community)
City of Edmonds Community Cultural Plan
22 Chapter 3: Strategies
Goal 5. Strengthen communication among
arts and cultural organizations and
projects to enhance scheduling,
information sharing and collaboration and
to increase cultural awareness in the
community.
5.1 Provide staffing for the Cultural Services Division to advance this
plan, represent and plan for arts and culture in the City of
Edmonds and to implement those parts of the plan for which the
City is a designated lead. (Lead: City of Edmonds)
5.2 Establish a method and undertake periodic assessments of
cultural tourism and economic impact of arts and culture in
Edmonds. (Lead: City of Edmonds)
5.3 Advocate for arts and culture organizations to be represented on
City, Chamber, BID, Port and other advisory committees. (Lead:
Community with City)
5.4 Strengthen coordinated communications planning and strategies
for the City, Chamber and other entities to create an online
presence for arts and culture in Edmonds which includes
information on events, spaces for art and cultural activities. (Lead:
Community with City)
5.5 Encourage volunteerism opportunities in arts and culture. (Lead:
Community with City)
City of Edmonds Community Cultural Plan
Chapter 4: Next Steps 23
CHAPTER 4: NEXT STEPS
The 2014 CCP provides a framework for the extensive and ever-growing
arts and culture community in Edmonds to take action. The vision and
goals presented in Chapter 2 provide the overall direction, built on the
community’s robust history of fostering arts and culture. The strategies in
Chapter 3 provide the major steps, and identify responsibility for each
strategy. Each strategy can be achieved by multiple tactics, and the project
lead has the freedom and flexibility to determine the best set of actions to
implement the strategy.
The challenge of implementing the updated CCP is one shared by the City
of Edmonds and the larger community. There must be a variety of
approaches to creating successful implementation. The plan reflects the
good thinking, passion, knowledge and dedication of a broad array of
community members. Our next steps must help all parties to find the
most valuable way to use this plan as a road map for our shared vision.
Presentation of the Community Cultural Plan in a series of public meetings
during the process of adoption started the process of familiarizing the
broader community with the shared vision in the plan. Moving forward,
the adopted plan will be carefully examined by the Arts Commission and
Arts Office to integrate strategies and actions into annual work plans to
reflect the areas in which the City is clearly identified as the Lead. This
includes making sure that the CCP is shared broadly in the community,
that milestones are identified for City of Edmonds strategies, and that the
City uses the document as a touchstone and reviews progress regularly.
In the larger community there are many ways that the CCP can play a
catalytic role. Its impact must build on some initial steps during 2014. If
every organization and group involved with the update process takes one
or more of the following steps the CCP can create significant change.
The following are recommended as important ways to assure the benefits
of the CCP for arts and culture in Edmonds.
• Share the Plan with board members and staff. This permits the
larger community context explored in the planning process to be
understood by our community at large, and will create shared
leadership for action.
City of Edmonds Community Cultural Plan
24 Chapter 4: Next Steps
• Businesses, nonprofit organizations and other entities in Edmonds
can use the Plan as a tool to align their internal planning, defining
next steps in their organization that align with the community
vision.
• Individuals, arts organizations, businesses and others in the
community should identify specific strategies that they wish to
support and advance. Many of the strategies identified in this plan
can only move forward if community leadership steps forward. The
City can then assess ways that it can support the action being
generated by the community.
To accelerate community use of the CCP and action, the City Arts Office
plans to convene a series of work sessions based on the document. For
example, a work group will meet around strategies related to space for
cultural activities, and another will explore coordinating marketing
activities. The members of the Community Cultural Plan Advisory Team
and other community representatives will also be called upon to assist in
periodic assessment of progress in implementing the CCP.
The appendices include tools to assist with this implementation stage.
Appendix A includes an environmental scan evaluating the strengths, areas
for improvement, opportunities and challenges for arts and culture as of
summer 2013. This analysis also documents community engagement
findings specific to arts and culture. This can be used as a baseline for the
next iteration of the Community Cultural Plan in 2020.
Appendix B consists of an inventory of not for profit cultural organizations
active in Edmonds, serving as a resource for all partners and individuals.
Appendix C documents the inventory of cultural facilities in Edmonds.
Appendix D is an implementation table, including all CCP objectives and
identifying potential partners who could be involved in advancing each.
This matrix can also be used to track and evaluate progress annually,
simplifying the performance measurement and reporting process.
Appendix E contains specific actions or tactics for some of the strategies,
as well as a compendium of ideas generated during the CCP process. This
appendix is a resource for implementation.
City of Edmonds Community Cultural Plan
Chapter 4: Next Steps 25
Conclusion
This Community Cultural Plan is the product of an intensive ten months of
community dialogue, covering all aspects of arts and culture and involving
a wide range of people who are committed to Edmonds’ success.
As Edmonds moves into the next phase of cultural development, the
community cannot take for granted or neglect those initiatives that
already work. The Edmonds Arts Festival and Foundation (EAF, EAFF); the
annual seasons produced by the Driftwood Players, Cascade Symphony,
Olympic Ballet Theatre, and Edmonds Center for the Arts (ECA); the Write
on the Sound Writers’ Conference; Third Thursday Art Walks; Art Studio
Tours; the Edmonds Museum Summer Market; Jazz Connection; Concerts
in the Park; and the City Public Art Collection are examples of city and
regional assets that require on-going sustenance.
The vision and goals supports these successful efforts, and it also creates
space for new initiatives that will elevate, support and further advance arts
and culture in Edmonds. The 2014 CCP provides the tools that will allow
the energy, dedication and passion of the City and the community to
foster arts and culture in the coming years.
City of Edmonds Community Cultural Plan
26 Chapter 4: Next Steps
City of Edmonds Community Cultural Plan
Bibliography
BIBLIOGRAPHY
Documents
4th Avenue Arts Corridor Plan. City of Edmonds. 2006.
4th Avenue Cultural Corridor Design Implementation and Funding Plan. City
of Edmonds. October 2009.
City of Edmonds Parks, Recreation and Open Space Comprehensive Plan.
City of Edmonds. December 2008.
Community Cultural Plan. City of Edmonds, WA. Updated December 2008,
Original Plan December 1994.
Edmonds Center for the Arts/Edmonds Public Facilities District Strategic
Business Plan: 2013-17. Edmonds Center for the Arts. Adopted: April 25,
2013.
Edmonds Streetscape Plan. City of Edmonds, Department of Parks,
Recreation and Cultural Services. March 2006.
Executive Summary – Current Forecast. Changes in Fund Balance (REVISED).
City of Edmonds: Strategic Outlook. August 21, 2012.
Strategic Action Plan. City of Edmonds. Adopted April 2, 2013.
Strategic Plan 2013-2015. Edmonds Art Commission. April 2013.
MAPS
Existing Plan. Edmonds Parks, Recreation & Open Space Comprehensive
Plan Update, 2008. City of Edmonds. Effective Date: December, 2008.
Recommended Plan, Facilities. Edmonds Parks, Recreation & Open Space
Comprehensive Plan Update, 2008. City of Edmonds. Effective Date:
December, 2008.
Recommended Plan, Connections. Edmonds Parks, Recreation & Open Space
Comprehensive Plan Update, 2008. City of Edmonds. Effective Date:
December, 2008.
WEBSITES
City of Edmonds, WA Municipal Code. Current through Ordinance 3942,
passed September 24, 2013. City of Edmonds.
http://www.mrsc.org/wa/edmonds/index_dtSearch.html
City of Edmonds Community Cultural Plan
Bibliography
City of Edmonds Community Cultural Plan
Glossary
GLOSSARY – ORGANIZATIONS & ABBREVIATIONS
The intent of the glossary is to provide further information on name
abbreviation, affiliation, or function for some of the most frequently used
acronyms but it does not include all organizations referred to in the plan.
ArtWorks – a gathering place for artists, center for arts, primarily visual,
also available for shows and rentals, operated by EAFF and EAF
Arts Now – arts oriented community learning division of Edmonds
Community College, includes courses on the business of art
Business Improvement District (BID) formed in 2013 for area of downtown
Edmonds.
Cascade Symphony Orchestra (CSO) – community orchestra based at ECA
Cultural Services Division – Arts Office within City of Edmonds Parks
Recreation & Cultural Services Department, staff liaison to Edmonds Arts
Commission established in 1975
Frances Anderson Center (FAC) – City owned and managed recreation
center
Edmonds Arts Commission (EAC) – City body that advises and makes
recommendations to the mayor, city council and other
commissions/boards on matters relating to arts and culture
Edmonds Arts Festival (EAF) – volunteer association which presents the
annual three-day festival, established 1958
Edmonds Arts Festival Foundation (EAFF) – funding organization
supported primarily by annual EAF, which provides financial support for
community projects, arts education, university visual arts scholarships, and
public art
Edmonds Center for the Arts (ECA) – performance arts and community
complex with theater, meeting rooms and gym, programming supported
by EPFD and ECA nonprofit board
Edmonds Community College (EdCC) – educational institution located in
Lynnwood that owns and operates the Edmonds Conference Center
Edmonds School District (ESD) – local K-12 public school district including
Edmonds, Lynnwood, Brier and Mountlake Terrace
City of Edmonds Community Cultural Plan
Glossary
Edmonds Senior Center (EdmondsSC) – community center for seniors in
City owned building, managed by nonprofit
EPIC Group (Edmonds Prose|Poetry Interactive Community) – nonprofit
organization supporting literary arts
Historic Preservation Commission (HPC) – serves as the City’s primary
resource in matters of historic planning and preservation
Lodging Tax Advisory Committee (LTAC) – advises the Edmonds City
Council on allocation of the lodging excise tax fund for tourism promotion
Olympic Ballet Theatre (OBT) – school and theatre, performs at the ECA
Edmonds Public Facilities District (EPFD) – a municipal corporation
established by City Council to develop the ECA
Sno-Isle Libraries – Sno-Isle Libraries is a special district that provides
library services to 671,000 residents in Snohomish and Island counties,
including in the City of Edmonds
South-Snohomish County Historical Society – nonprofit organization that
supports the South-Snohomish County Historical Museum
Snohomish County Lodging Tax Fund – also referred to as SnoCo
Hotel/Motel Fund, provides small grants to promote tourism
Snohomish County Tourism Promotion Area (TPA) – self imposed taxation
district provides funding to promote tourism
Snohomish County Lodging Tax Fund – provides small grants to promote
tourism
Washington State Arts Alliance (WSAA) – state organization that
promotes public funding, legislation and policy favorable to arts and
culture, and facilitates arts education and inter-organizational
communication
Washington State Arts Commission (WSAC) – State government agency
that promotes the conservation and development of the State’s artistic
resources
Write on the Sound (WOTS) – annual writers’ conference presented by the
Edmonds Arts Commission
Comprehensive Plan Changes
Text Amendment to the Comprehensive Plan, Land Use Element 2
Note: The changes shown incorporate the goals from the Westgate study into the 4
comprehensive plan.
6
C. Goals for Community Commercial Areasthe Westgate Community Commercial Area.
Community commercial areas areWestgate is comprised of commercial development serving 8
a dual purpose: services and shopping for both local residents and regional traffic. The intent
of the community commercial designation is to recognize both of these purposes by 10
permitting a range of business and mixed use development while maintaining a neighborhood
scale and design character. 12
C.1. Permit uses in Westgate community commercial areas that serve both the local
neighborhood and regional through-traffic. 14
C.2. Provide for transit and pedestrian access in addition to the need to accommodate
automobile traffic. 16
C.3. Provide for the pedestrian-scale design of buildings that are two stories or less in
height and that contain architectural features that promote pedestrian activity. 18
C.2. Encourage mixed-use development, including offices and retail spaces in conjunction
with residential uses, in a walkable community center that includes a variety of amenity and 20
open spaces. The intent is to establish a connection between neighborhoods; create a desirable
center for local residents, while being inviting to visitors; and unify the larger Westgate 22
district with a distinctive character.C.4. Provide pedestrian walkways and transit connections
throughout the community commercial area, assuring connections to nearby residential 24
neighborhoods.
C.3. Create mixed-use walkable, compact development that is economically viable, 26
attractive and community-friendly.
C.4. Improve connectedness for pedestrian and bicycle users in a transit-friendly 28
environment.
C.5. Prioritize amenity spaces for informal and organized gatherings. 30
C.6. Emphasize green building construction, stormwater infiltration, and a variety of green
features. 32
C.7. Establish a flexible regulating system that creates quality public spaces by regulating
building placement and form. 34
C.8. Ensure civic and private investments contribute to increased infrastructure capacity
and benefit the surrounding neighborhoods and the community at large. 36
C.9. Encourage the development of a variety of housing choices available to residents of all
economic and age segments. 38