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03/02/2004 City Council Retreaty Council
etreat 2004
Sandy'
Chase
City Clerk
LaConner ChannefLodge
205 N. First Street
LaConner, WA 98257
360.466.1500
EDMONDS CITY COUNCIL
EDMONDS CITY HALL - FIRST FLOOR
121 5T" AVENUE NORTH - EDMONDS, WA 98020 - PHONE: 425.771.0248 - FAX: 425.771.02
March 2, 2004
Edmonds City Council
Mayor Haakenson
Department Directors
Re: Council Retreat Back round Information
Dear City Leadership:
This correspondence will provide you with background material for your use at the
Council retreat this coming Friday and Saturday.
As we have discussed, the session topics will include: Strategic Vision, Financial Future,
Economic Development, Development Services, Legal, Best Business Practices, Community
Outreach, and Collective Bargaining. This is an ambitious agenda, and one of the things you
could do to help make the retreat as successful as possible is to familiarize yourself with the
notebook material prior to Friday.
By way of background, each tab contains a list of session objectives and outcomes that
we hope to meet. Following the tabs are the draft policy statement and implementation
objectives that staff prepared from the list of retreat topics. Next you will find background
information relating to each topic.
At the conclusion of the retreat we hope to have a list of Council policy statements, along
with implementation objectives for key City operations.
In closing, I would like to thank all the Council, Department Directors, and especially
Jana for her work in preparing what I feel will be an outstanding retreat!
Sincerely,
Michael Plunkett, President
Edmonds City Council
■ Incorporated August 11, 1890 a
Sister City - Hekinan, Japan
0 ���� of EnArc,i.
CITY OF EDMONDS 2004 COUNCIL RETREAT
TABLE OF CONTENTS
FRIDAY, MARCH 5
Opening Remarks (9:30 — 9:40)
1. Strategic Long Term Vision (9:40-12:00)...................................................................... 3
Common Set of Definitions.................................................................................... 4
Examples of Mission Statements............................................................................ 5
Examples of Vision/Value Statements.................................................................... 6
Strategic Long Term Vision Policy Statement....................................................... 7
2004 Draft Council Policy Statements.................................................................... 8
2. Stabilizing Our Financial Future (12:00-2:30)............................................................... 9
General Fund Income Statement............................................................................
10
General Fund Expenditure Report by Department .................................................
11
Multi -Year Projection Model.................................................................................
12
Potential New Revenue Sources...........................................................................
13
EsperanceAnnexation...........................................................................................
14
Commercial Parking Tax.......................................................................................
16
Projection Model- All Revenue Options................................................................
18
Projection Model- All Revenue Options, Initiative 864.........................................
19
Department of Revenue Initiative 864 Analysis ....................................................
20
TransportationFunding.........................................................................................
26
Street Fund 111 Projection........................................................................
29
Transportation Capital Projects Fund 112................................................
30
Facilities & Building Maintenance Funds............................................................
34
Facilities & Building Maintenance Funds ................................................
35
Capital Improvement Program Project List ..............................................
37
Capital Improvement Program..................................................................
37
Capital Improvement Program..................................................................
38
City Building Project Backlog..................................................................
40
Building Fund 116 Projection ........................................
3. Economic Development & Priorities(3:00-4:00)......................................................... 43
What is Economic Development(MRSC)............................................................ 44
Planning for Economic Development................................................................... 47
Central Business District Development................................................................ 49
Economic Development in Edmonds Background ............................................... 53
Edmonds Center for the Arts................................................................................ 55
Fine Arts Center of Edmonds............................................................................... 56
2010 Winter Olympics: Vancouver & Whistler ................................................... 57
4. Development Services (4:00-5:00)............................................................................... 59
Objectives and Background.................................................................................. 59
C:\COUNCIL\COUNCIL RETREAT\2004 COUNCIL RETREAT PACKET DOC
2004 Council Retreat Agenda Packet
LandUse Concepts............................................................................................... 62
DesignInfill.......................................................................................................... 65
Major Land Use Plan Policies............................................................................... 65
Comprehensive Plan and Critical Areas Work Session ........................................ 65
5. Legal (5:00-6:00)......................................................................................................... 67
Resolution 292: Council Meeting Procedures...................................................... 68
Resolution 463: Public Hearing Procedures......................................................... 79
PublicDuty Doctrine............................................................................................ 86
Edmonds Code 20.91.020..................................................................................... 88
SATURDAY, MARCH 6
6. Best Business Practices (9:00-10:30).................
Council Agenda Packets
Council Agenda Packet Costs ....................
Paperless Packet .........................................
San Louis Obispo E-Agenda Approach.....
Purchase Card Best Practice ......................
........................................................ 91
........................................................ 92
........................................................ 93
........................................................ 96
........................................................ 97
7. Community Outreach(11:00-12:00)............................................................................. 99
Access Policy and Disclaimer............................................................................. 100
Government Channel 21 Policy.......................................................................... 103
Official Web Site Disclaimer.............................................................................. 105
Web Site Access and Linkage Policy................................................................. 107
Web Redesign Project......................................................................................... 109
8. Collective Bargaining (12:00-1:00)............................................................................ 111
Collective Bargaining Overview......................................................................... 112
9. Goal Setting/Wrap Up (1:00 — 3:00)........................................................................... 115
2004 Council Retreat Workshop Evaluation Form ........................................ 116
Page 2
2004 Council Retreat Aeenda Packet
1. STRATEGIC LONG TERM VISION
(9:40-12:00)
There are three types of people: those who make
things happen, those who wait for things to
happen, and those who wonder what happened.
- Anonymous
The soul never moves without a picture.
-Aristotle
Page 3
2004 Council Retreat Agenda Packet
COMMON SET OF DEFINITIONS
The Three Guiding Principles
➢ Mission: Statement of what we are all about
➢ Vision: Clear picture of what we want to be
➢ Values: Our fundamental corporate beliefs
Where the Rubber Meets the Road
➢ Strategic Plan: The roar} map of how we will
achieve our mission
➢ Corporate Goals: Broad policy statements that
support mission/vision values
➢ Objectives: Key steps nee�e� to
implement corporate goals.
➢ Tasks: In�ivi�ual jobs that need to
get done in order to meet
objectives.
Page 4
2004 Council Retreat Agenda Packet
EXAMPLES OF MISSION STATEMENTS
Snohomish County: Enhancing the quality of life for present and future generations.
Renton: A world class city where people choose to live, work, and play.
Windermere: Windermere is a federation of real estate businesses and a community of
people who seek trust and mutual respect in each of our relationships.
Attorney General: It is the mission of the Attorney General's Office to provide
professional, ethical, and independent legal services to the State of Washington and its
citizens, promoting respect for and access to the justice system, ensuring the fair and
open exercise of government, and advancing the public interest.
ASTA: The American Society of Travel Agents' mission is to enhance the
professionalism and profitability of member agents through effective representation in
industry and government affairs, education and training, and by identifying and meeting
the needs of the traveling public.
Naval Reserve Engineering: Provide an outstanding Augmentation Force for
mobilization and direct Operational Support to the Navy and NAVSEA.
Page 5
2004 Council Retreat Agenda Packet
EXAMPLES OF VISIONNALUE STATEMENTS
Snohomish County: Snohomish County seeks to make our county the best it can be. Our
hallmark is equitable and quality service delivered by creative and caring employees.
Each of us is proud of our role on behalf of the citizens of Snohomish County and we
continually work hard to earn their respect and confidence. Our values are:
• Accountability
• Service
• Integrity
• Respect
• Partnership
City of Renton: The City of Renton, in partnership with residents, businesses, and
schools is dedicated to:
• Providing a healthy atmosphere to live and raise families
• Encouraging responsible growth and promoting economic vitality
• Creating a positive community work environment
• Meeting service demands through innovation and commitment to excellence
Windermere: Windermere is committed to pre-eminence among our peer firms. We
build and support close-knit teams. Our wish is to foster the strength that comes from
unity, while preserving the freedom each of us needs to satisfy buyers and sellers and find
personal satisfaction. Our core values are:
• The highest ethical standards. Uncompromising honesty and integrity.
• The best from and for Windermere people.
• Fair return for our investment, risk and efforts.
• The improvement of life in the neighborhoods we serve.
Page 6
2004 Council Retreat Agenda Packet
BASIC STRATEGIC/BUSINESS PLAN ELEMENTS
Draft Council Strategic Planning PolicX Statement: The Edmonds City Council
endorses strategic planning as a primary tool for meeting City goals. The Council
requests that the strategic plan is up -dated annually as part of the budget process in
order to: 1.) Help provide direction and alignment of City resources; 2.) Increase
accountability; and 3.) Help provide citizens with a regular report on what is being
done to meet community goals.
POLICY IMPLEMENTATION
BACKGROUND
A. Prepare draft preliminary
The City does not currently have a consolidated strategic plan.
strategic plan.
The Council retreat will identify key topics to be included in
the plan, deliverables, and time lines. On a "normal" cycle, the
plan review and re -write takes place a bit later in the spring
(May or June) and is the kick-off for the bud et process.
B. Approve plan for preparing
With two hours for strategic planning, I am not sure how far
mission/vision/values for
we can proceed with drafting a mission/vision/value statement
the City.
for the City. It may also be that all the right individuals are not
at the retreat (ie mid -managers). How about scheduling a
process and time for carrying this out later in the spring?
C. Council review and
We should be able to get a first cut at a strategic plan by the
approval of plan.
end of the month, if it looks like Council supports the concept.
D. Quarterly plan progress
First report would be July.
reports.
E. Annual progress report and
First annual report would be in January.
revisions.
FROM POLICY STATEMENTS TO WORK PLAN
POLICY
IMPLEMENTATION
TASKS
DELIVERABLES
DUE
TEAM
COST
A. Prepare draft
1.
preliminary strategic
plan.
2.
B. Approve plan for
1.
preparing mission/
vision/values for the
2.
City.
C. Council review and
1.
approval of plan.
2.
D. Quarterly plan
1.
progress reports.
2.
Page 7
2004 Council Retreat Agenda Packet
2004 DRAFT COUNCIL POLICY STATEMENTS
I. Draft Council Strategic Planning Policy Statement: The Edmonds City Council
endorses strategic planning as a primary tool for meeting City goals. The Council
requests that the strategic plan is up -dated annually as part of the budget process in
order to: 1.) Help provide direction and alignment of City resources; 2.) Increase
accountability; and 3.) Help provide citizens with a regular report on what is being
done to meet community goals.
II. Draft Council Financial Stability Policy Statement: The Edmonds City Council
supports affirmative actions that will lead to short and long term financial stability,
and will help stabilize programs and services offered to the community.
III. Draft Council Economic Development Policy Statement: The Edmonds City
Council supports economic development initiatives that will retain the community's
character and charm, while at the same time strengthen the City's tax base and
generate more tourism.
V. Draft Council Best Business Practice Policy Statement: The Edmonds City
Council supports the application of best business practice principles as a means of
using public finances and resources as in as efficient manner as possible.
IV. Draft Council Community Outreach Policy Statement: The Edmonds City
Council believes the organization should provide creative and effective methods of
listening to, and communicating respectfully with all sectors of our community.
VI. Draft Council Collective Bargaining Policy Statement: The Edmonds City Council
supports a negotiating process that respects employees for their contribution to the
community, strives for consistent agreements among employee groups, and sets
compensation at levels comparable to similar jurisdictions.
Page 8
2004 Council Retreat Agenda Packet
2. STABILIZING OUR FINANCIAL FUTURE
(WORKING LUNCH 12:00 — 2:30)
II. Draft Council Financial Stability Policy Statement: The Edmonds City Council
supports affirmative actions that will lead to short and long term financial stability,
and will help stabilize programs and services offered to the community.
POLICY IMPLEMENTATION
BACKGROUND
A.
Aggressively support sales
As part of efforts to stream line sales tax statutes across the
tax sourcing legislation at
United States, legislation has been introduced in the 2004
the State and Federal level.
session to levy and distribute sales taxes at the source of sales
tax transaction. At full implementation, this change is
estimated to generate over $500,000 for the City.
B.
Pursue utility franchise
Staff are presently in negotiations with the District on a
agreements with Olympic
franchise agreement that, if executed, will generate an
View Water District.
estimated $120,000 to $150,000 annually.
C.
Pursue annexations that
The City presently has a large unincorporated "island" located
provide a logical extension
within the City limits. Additionally, the City has not fully
of municipal services, and
expanded to its full Urban Growth Area limits. Preliminary
help consolidate the City's
estimates have shown that annexation of these areas would
tax base.
generate $380,000 in year one revenues, and $725,000 per year
after that time.
D.
Identify a long term funding
Staff are examining a number of legislative initiatives and new
strategy that will enable the
revenue sources to support this activity. Possibilities include
City to maintain its road
formation of a Street Utility and local commercial parking
infrastructure.
district.
E.
Identify a long term funding
Revenue for major City asset maintenance has not been
strategy that will enable the
identified. Funding will either need to come from new or
City to maintain its facilities
existing revenue sources.
and assets.
F.
Identify and implement
Staff are currently examining the following areas for cost
business process changes
savings opportunities: 1.) Use of purchase cards; 2.) E-
that will reduce costs of
payments and vendor discounts; 3.) Mandatory employee e-
providing services.
pay; 4.) Ability for customers to pay for city services
electronically; 5.) Electronic preparation of Council packets.
G.
Identify revenue
Staff have identified the following: 1.) Utility direct
opportunities that Council
engineering/IS charges ($130,000); 2.) Sales tax sourcing
may use to stabilize future
($150,000); 3.) Sales tax auditing ($10,000); 4.) Levy
budgets.
recapture ($300,000); 5.) Cable/Gas/Water/Sewer utility taxes
to statuto limit $130,000).
H.
Continue dedicated REET
Acquire parks land and develop high quality park
funding to be used for parks,
improvements that offer a wide variety of recreation
recreation, and cultural
opportunities which stimulate positive economic growth for
acquisition and development
the City. Work with downtown business community to secure
purposes.
park facilities that attract citizen and visitor commitment to
reserve and protect the Cit 's natural resources and beauty.
Page 9
2004 Council Retreat Agenda Packet
CITY OF EDMONDS
GENERAL FUND INCOME STATEMENT
As of December 2003
Budget
Actual
Variance
%
Revenues
Property Taxes
9,362,767
9,345,124
-17,643
99.8%
Sales & Use Taxes
4,100,000
4291,602
191,602
104.7%
Utility Taxes
3,640,000
3,267,976
-372,024
89.8%
Other Taxes
301,746
237,466
-64,280
78.7%
Licenses & Permits
902,200
999,647
97,447
110.8%
Intergovernmental Revenues
1,894,830
2,342,116
447286
123.6%
Fees for Service
2,455,310
2,762,287
306,977
112.5%
Fines & Forfeitures
500,650
472,353
-28,297
94.3%
Miscellaneous Revenues
331,300
435,270
103,970
131.4%
Non Revenues
1,200
38,834
37,634
3236.1%
Other Financial Sources
856-
130,803
129,947
15280.7%
Total Revenues
23,490,859
24,323,476
832,617
103.5%
Expenditures/Expenses
Salaries/Wages
13,945,663
14,025,534
-79,871
100.6%
Benefits
3,997,572
3,523,665
473,907
88.1%
Supplies
813,536
751,074
62,462
92.3%
Services
2,870,001
2,655,578
214,424
92.5%
Intergovernmental Services
1,747,240
1,596,239
151,001
91.4%
Capital Outlay
0
25,894
-25,894
n/a
Principle
264,850
241,372
23,478
91.1%
Interest
300
22,373
-22,073
7457.7%
Interfund Services
663,090
655,646
7,444
98.9%
Total Expenditures/Expenses
24,302,252
23,497,374
8049878
96.7%
Net Income
-811,393
826,102
Page 10
2004 Council Retreat Agenda Packet
CITY OF EDMONDS
GENERAL FUND EXPENDITURE REPORT BY DEPARTMENT
As of December 2003
Department
Budget
Actual
Variance
% Spent
Legislative
171,103
135,780
35,323
79.4%
Executive
189,240
183,918
5,322
97.2%
HumanResources
236,070
250,009
-13,939
105.9%
Municipal Court
364,390
399,084
-34,694
109.5%
Administrative Services
1,441,392
1,351,664
89,728
93.8%
City Attorney
454,680
324,986
129,694
71.5%
Non - Departmental
2,709,950
2,597,093
112,857
95.8%
Police
6,856,399
6,678,199
178,200
97.4%
Fire
5,792,048 _
5,578,683
213,365
96.3%
Community Services
241,109
239,052
2,057
99.1%
Development Services
2,154,820
2,097,052
57,768
97.3%
Parks and Recreation
2,420,921
2,395,915
25,006
99.0%
Public Works
229,160
213,989
15,171
93.4%
Facilities Maintenance
1,040,970
1,051,950
-10,980
101.1%
TOTAL GENERAL FUND
24,302,252
23,497,374
804,878
96.7%
Page 11
2004 Council Retreat Al=_enda Packet
CITY OF EDMONDS GENERAL FUND
MULTI -YEAR PROJECTION MODEL
ITEM
2005
2006
2007
2008
2009
% Growth
Beginning Fund Balance
2,553,800
2.842.273
2.565,213
2,679,592
2,422,944
1,762.080
.Revenue:
Taxes
19,214,289
19,598,575
19,990,546
20,390,357
20,798,164
21,214,128
2.0%
Licenses & Permits
1,051,571
1,077,860
1,104,807
1,132,427
1,160,738
1,189,756
2.5%
Intergovernmental
1,913,623
1,961,464
2,010,500
2,060,763
2,112,282
2,165,089
2.5%
Fees for Service
2,883,112
2,955,190
3,029,070
3,104,796
3,182,416
3,261,977
2.5%
Fines & Penalties
500,650
513,166
525,995
539,145
552,624
566,440
2.5%
Miscellaneous
503,610
516,200
529.105
542,333
1 555,891
569,788
1 2.5%
'Total Revenues
26,066,855
26,622.455
27,190,023
27,769,821
28,362.115
28.967.177
Expenditures:
Salaries
14,780,983
15,150,508
15,529,270
15,917,502
16,315,440
16,723,326
2.5%
Benefits
4,357,207
4,705,784 1
5,082,246
5,488,826
5,927,932
6,402,167
8.0%
Supplies
500,969
806,373
826,532
847,196
868,376
890085
2.5°/,
Services
4,527,940
4,641,139
4,757,167
4,876,096
4,997,999
5,122:949
2.5%
Intergovernmental
837,588
858,528
879,991
901,991
924,540
947,654
2.5%
Capital Outlay
45,000
Debt Service
265,150
271,779
278,573
285,538
292,676
299,993
2.5%
Transfers
989,635
1,014,376
1,039.735
1 1.065.729
1,092,372
1 1,119,681
2.5%
'Total Expenditures
26.304.471
27.448,485
28,393,515
1 29,382,877
1 30,419.334
31.505.854
Budget Balancing
Expenditure Under Run (2%)
526,089
x8. 70
567170
587,658
608,387
630,117
2.0%
Cuts/New Revenues
750:000
768,750
787,969
807,668
2.5%
Ending Fund Balance 2,842,273 2,565,213 2,679,592 2,422,944 1,762,0801 661,189
3.000,000
2,250,000
1,500,000
750.000
2004 Budget Projection w Actual Fund Balance
Fund j. ..-- - ..._._ �,-'
r 2004 Budget Projection
..----------------------------..._........_..-..----._......._` - � ...
.y
$1 Million Fund Balance
2004 2005 2006 2007 2008 2009
Page 12
2004 Council Retreat Agenda Packet
POTENTIAL NEW REVENUE SOURCES
The Preliminary 2004 Budget utilizes three revenue "shifts." Additionally, long term
projections call for either budget cuts, or revenue increases of $750,000 in 2005. The
table below summarizes estimated revenues that could be generated from various sources.
Source
2004
2005
2006
2007
2008
Total
Available for Future Budgets
Levy Recapture 3.8%)
$ 300,000
$ 306,000
$ 312,120
$ 318,362
$ 324,730
$ 1,561,212
Gas additional .25%
25,000
25,625
26,266
26,922
27,595
131,408
Telephone additional .25%
42,000
43,050
44,126
45,229
46,360
220,766
Water Surcharge .25%
6,900
7,073
7,249
7,431
7,616
36,269
Cable TV 1%
60,000
61,500
63,038
64,613
66,229
315,380
Wireless Franchise Sco in
0
0
0
0
0
n/a
Rolling Stock Funding
19,415
150,000
100,000
100,000
100,000
469,415
Es erance Annexation
300,000
620,000
632,400
645,048
657,949
2,855,397
Sub Total
$ 753,315
$ 1,213,248
$ 1,185,199
$ 1,207,605
$ 1,230,479
$ 3,324,812
Additional ideas:
1) Sales Tax Sourcing: $300,000 per year
2) Commercial Parking Tax: Unknown
Page 13
2004 Council Retreat Agenda Packet
ESPERANCE ANNEXATION
Elponna
Jr
Page 14
2004 Council Retreat Agenda Packet
CITY OF EDMONDS
2004 - 2005 Summary of Financial Impacts of Esperance Annexation
2004
2005
Revenues:
General Fund, #001
$766,532
$1,020,446
Criminal Justice Fund, #007
1,594
3,283
Fuel Tax, Fund #111
24,749
50,982
Fuel TaxStreet Improvement/Construction Fund, #112
11,577
23,849
Total Revenues
$804,452
$1,098,561
Less Fire District reduction in Esperance contract payments
(228,477)
(234,189)
Expenditures:
Voter Registration @ $2.17 per registered voter
$7,000
$7,400
0
0
0
Snohomish County Tomorrow
4,000
4,100
Puget Sound Air Pollution
11,000
11,300
SNOCOM
0
0
AWC
3,000
3,100
Puget Sound Regional Council
500
500
ESCA
40
41
Insurance
32,000
33,000
Total Non -departmental
$57,540
$59,441
Police:
No Additional Patrol Officer
$0
$0
Physical & psychological exams
0
0
Total Police
$0
$0
Fire:
0
Fire Investigations
$0
$0
Fire Inspections and Code Enforcement
0
0
Fire Code Plans Review and New Bldg Inspection
0
0
Emergency Management
0
0
Total Fire
$0
$0
Court: Part-time Clerk
$0
$0
City Clerk: Professional service contract for census contract
$60,000
0
Total General Fund
$117,540
$59,441
Street Maintenance
100,000
100,000
Street Construction & Overlays
$80,000
$80,000
Total Expenditures
$297,540
$239,441
Net Receipts
$278,435
$624,931
Page 15
2004 Council Retreat Agenda Packet
COMMERCIAL PARKING TAX
MEMORANDUM
DATE: January 23, 2004
TO: Dan Clements, Finance Director
City of Edmonds
FROM: W. Scott Snyder, Office of the City Attorney
RE: Commercial Parking Tax
RCW 82.80.030 actually authorizes the collection of two different taxes. As this memo
will discuss, there is a bar to taxing the governmental entities, but the statute also
authorizes the tax on the individuals who park in the lots. The second tax may be
charged on patrons of the various governmental lots listed in your e-mail.
RCW 82.80.030(1) authorizes a tax on "all persons" engaged in a "commercial parking
business within its respective jurisdiction." Person is not defined for the purposes of
Chapter 82.80 RCW. Commercial parking business is defined in sub -section (3) as:
"Commercial parking business" as used in this section,
means the ownership, lease, operation or management of a
commercial parking lot in which fees are charged.
"Commercial parking lot" means a covered or uncovered
area with stalls for the purpose of parking motor vehicles.
The tax authorized by Section 1 could not be imposed on the governmental entities which
you reference. In King County v. Algona, the State Supreme Court reviewed a tax
imposed by the City of Algona at the King County transfer station. King Coiinty v._
Algona, 101 Wn.2d 789, 681 P.2d 1281 (1984). As the court stated:
The governmental immunity doctrine provides that one
municipality may not impose a tax on another without
express statutory authorization.
King County, at p. 793.
Page 16
2004 Council Retreat Agenda Packet
In that case, the court contrasted the definition of "person" contained in RCW 82.04.030
which expressly included "municipal corporation" within the definition. Note that this
definition is limited to Chapter 82.04 while no definition of person is provided for
Chapter 82.80 RCW. Therefore, there is no express statutory authorization to tax a
governmental entity, which operates parking lots in Edmonds.
Section 2 of the statute, however, authorizes a tax "in lieu of the tax" in sub -section 1.
This second tax is not a tax on the commercial parking lot operator but rather is a tax on
the "operator or owner of the motor vehicle." RCW 82.80.030(2)(a). The alternative tax
applies to all parking for "which a fee is paid, whether by daily payment or lease,"
including parking supplied with "a lease of non-residential space." The tax is required to
be collected by the operator of the facility and remitted to the City. The tax may be
imposed either as a fee per vehicle or based upon the parking charge itself (i.e., a
percentage).
The second tax in my opinion may be imposed on all persons leasing non-residential
space in the City. It could be levied on the monthly parking provided by the Port, spaces
leased by a business from the operator of a commercial building and on persons leasing
space from the Diamond lots. The ordinance which establishes the tax can vary within
zoning districts or locations, based upon the duration of the parking, the type and size of
the vehicle and other "reasonable factors." The one aspect which may make this
ordinance difficult to administer, particularly with respect to the Diamond lots is the
exemption from the tax on the parkers (as opposed to operators of the parking lots) for:
"tax exempt carpools, vehicles with handicap decals, or government vehicles..." RCW
82.80.030(2)(f). Unless a fee is hand collected, it will be tough to administer.
One way to deal with this issue would be to impose two taxes; on tax on persons who
park in governmentally owned lots and the second on commercial parking lot operators.
Since most parking is by long term lease, exemptions for disabled persons and
car pools should be easy to administer. A percentage tax on businesses who operate lots
will be easier for them to collect.
SUMMARY
It is my opinion that the City cannot levy a tax against the governmental agencies listed
in your e-mail directly as operators of commercial parking businesses. There is no
specific authorization to tax government entities in RCW 82.80.030. The tax on the
operators or owners of the cars which are parked can be collected through the
governmental entities which operate the lots. Note that the government vehicles are
expressly exempt from this tax. A mix of the two taxes may be the easiest to administer.
I hope this memo addresses your questions. Please give me a call if it does not.
WSS/gjz
Page 17
2004 Council Retreat Agenda Packet
CITY OF EDMONDS GENERAL FUND
PROJECTION MODEL- ALL REVENUE OPTIONS
ITEM
2005
2006
2007
2008
2009
% Growth
Beginning Fund Balance
( 2.553.800)
2,842,273
3,509.213
4,930 872
6,007,649
6,706,880
Revenue:
Taxes
19,214,289
20,542,575
21,297,826
21,723,783
22,158,258
22,601,424
2.0%
Licenses & Permits
1,051,571
1,077,860
1,104,807
1,132,427
1,160,738
1,189,756
2.5%
Intergovernmental
1,913,623
1,961,464
2,010,500
2,060,763
2,112,292
2,165,089
2.5%
Fees for Service
2,883,112
2,955,190
3,029,070
3,104,796
3,192,416
3,261,977
2.5%
Fines & Penalties
500,650
513,166
525,995
539,145
552,624
566,440
2.5%
Miscellaneous
503.610
516,200
529,105
542,333
555,891
1 569,788
2.5%
Total Revenues
26,066,855
27,566,455
29.497,303
29.103.247
29.722,209
30.354.473
Expenditures:
Salaries
14,780,983
15,150,508
15,529,270
15,917,502
16,315,440
16,723,326
2.5%
Benefits
4,357,207
4,705,784
5,082,246
5,488,826
5,927,932
6,402,167
8.0°%
Supplies
500,968
806,373
826,532
847,196
868,376
890,085
2.5%
Services
4,527,940
4,641,139
4,757,167
4,876,096
4,997,999
5,122,949
2.5%
Intergovernmental
837,588
858,528
879,991
901,991
924,540
947,654
2.5°%
Capital Outlay
45,000
-
-
-
-
Debt Service
265,150
271,779
278,573
285,538
292,676
299,993
2.5%
Transfers
989.635
1,014,376
1,039,735
1,065,729
1,092,372
1.119,681
2.5%
Total Expenditures
26,304.471
27.448.485
1 28.393.515
L 29.382,877
1 30.419.334
1 31.505,954
Budget Balancin
Expenditure Under Run (2%) 526,089
0
567:870
587,658-
608,387 630,117
2.0%
Cuts/New Revenues
750,000
768,750
787,969 807,668
2.5°%
Ending Fund Balance 1 2,842,273 1 3,509,2131 4,930,872 1 6,007,649 6,706,8-8-0F 6,993,285
SM nm
2004 Budget Projection w Actual Fund Balance
6,750,000 .................-.. ...-.-..--------------- --- --.... ..------------- ... ..........
6,000,000.............. ...................._.._.._..._._ ..._........._.
5250.000 --------------------------------------------------------------------------- ------- ........... ._-----.._...-
4.500,000 --------------------------------------- ............................ ------- -----------------
3.750,000 ---- ----------------:-..-... :............... .:......_..--_.__........____.......
6% of Expenditure
3,000,000 -- -..-..-_..-- _............................
Fund Bs']IanCd----.....
2250,000 - - _ . _ - _ - .- - • �• _
�- - _ 2004 Budget Projection
1.500,000 ........---•S1-WhorrFundBalance .- ... _w...................... ..-..
750,000 •----•-._................................................_........,.,_..._........_..._........_._ti_----•-•-----
't
2004 2005 2006 2007 2008 2009
Page 18
2004 Council Retreat Agenda Packet
CITY OF EDMONDS
PROJECTION MODEL- ALL REVENUE OPTIONS, INITIATIVE 864
ITEM
2004--
2005 1
200E 1
2007
2008
v 2009 11
% Growth
Beginning Fund Balance
( 2.553.800),
2.842.273
1.509.213
890.872
(113.1511
(1.536.336)
.Revenue:
Taxes
19,214,289
18,542,575
19,257,826
19,642,983
20,035,842
20,436,559
2.0%
Licenses & Permits
1,051,571
1,077,860
1,104,807
1,132,427
1,160,738
1,189,756
2.5%
Intergovernmental
1,913,623
1,961,464
2,010,500
2,060,763
2,112,282
2,165,089
2.5%
Fees for Service
2,883,112
2,955,190
3,029,070
3,104,796
3,182,416
3,261,977
2.5%
Fines & Penalties
500,650
513,166
525,995
539,145
552,624
566,440
2.5%
Miscellaneous
503.6101
516.200
1 529.105
1 542.333
1 555.891
569,788 1
2.5%
Total Revenues
26,066,855
25,566,455
26,457.303
27.022.447
27,599.793
28,189,609
Expenditures:
Salaries
14,780,983
15,150,508
15,529,270
15,917,502
16,315,440
16,723,326
2.5%
Benefits
4,357,207
4,705,784
5,082,246
5,488,826
5,927,932
6,402,167
8.0%
Supplies
500,968
806,373
826,532
847,196
868,376
890,085
2.5%
Services
4,527,940
4,641,139
4,757,167
4,876,096
4,997,999
5,122,949
2.5%
Intergovernmental
837,588
858,528
879,991
901,991
924,540
947,654
2.5%
Capital Outlay
45,000
-
-
-
Debt Service
265,150
271,779
278,573
285,538
292,676
299,993
2.5%
Transfers
1 989,635
1,014,37E
1.039.735
1.065.729
1.092.372
1.119.681
2.5%
Total Expenditures
26.304.471
27.448.485
1 28.393.515
29,382.877
30.419,334
31,505.854
Budget Balancing
Expenditure Under Run (2%)
526,089 0
567,870
587,658
608,387
630,117
2.0%
Cuts/New Revenues
750.000
768.750
787.969
807,668
2.5%
Ending Fund Balance 1 2,842,2731 1,509,213 t 890,872 1 (113,151)(1,536,336)1 (3,414,796
3,750.000
2004 Budget Projection w Actual Fund Balance 8%. of Expenditure
3.000.000
--..-....---....................•----------.__.._-_-------._._...._....---..------------Fund Balance---------
2.250,000
------------•-• ---•• �.---•-.-. i._.
1.500.000
2004 Budget Projection
-•--•-•---- -•--.-.--•-•-•-----------------------------------------._ -----------------------
750,000
•-•-••-----------------------------------------•-•---•._......_------- •--............... _.........
$1 Million Fund Balance `
2004 2005 200E 200 20011 2009
(750,000)
.......__..- ------------------------ -'----------------•--._._..------ .__...--...........................
(1.500,000)
------- -------------------------------------------------- :.... ......... ........... ...........-....-...•..._.._
(2,250,000)------------------------------
^---------------------- -.............w.__._._.._.__......------- ----••-•--•-
(3,000.000)
-------------------------------------------------------- --_................................ .-_. _. _-__-.-___.
(3,750,000)
Page 19
2004 Council Retreat Agenda Packet
DEPARTMENT OF REVENUE INITIATIVE 864 ANALYSIS
^RE/NUE
State of Washington
DEPARTMENT OF REVENUE
February 3, 2004
TO: All County Assessors
FROM: Peri Maxey, Assistant Director
Property Tax Division
SUBJECT: A BRIEF ANALYSIS OF INITIATIVE 864 WITH QUESTIONS
AND ANSWERS
Introduction
The Department of Revenue has already begun receiving inquiries regarding what effects
Initiative 860 would have on the administration of property tax in the event the Initiative
is approved in the election in November. Initiative 860 has been withdrawn and replaced
with Initiative 864, which is very similar to Initiative 860. Therefore, we are providing
this brief analysis of Initiative 864.
As with any other law, the courts may ultimately decide what the law means. This
document, however, attempts to give some guidance to county assessors with respect to
what the Department believes is the best interpretation of the Initiative at the current
time. This information is also provided at this time so that assessors and taxing districts
can take appropriate steps toward planning the implementation of the Initiative if it
passes. In this regard, the Department has a continuing interest in any comments or
questions that you may have with respect to this document or with respect to the
implementation of the Initiative. To the extent that the Department is not sure about the
legal effect of the Initiative, we will try to make that clear. Opinions can vary regarding
the interpretation of its provisions.
The statements and opinions given are not, and should not be interpreted as, expressions
for or against the Initiative. They are offered pursuant to the Department's statutory
Page 20
2004 Council Retreat Agenda Packet
responsibility to exercise general supervision with respect to the administration of the
property tax laws. (Chapter 84.08 RCW).
Initiative 864 seeks to decrease property taxes by requiring regular property tax levies for
local taxing jurisdictions to be reduced by 25% annually. Section 1 of the Initiative
provides the legislative intent of the measure. Section 2 adds a new section to chapter
84.55 RCW specifying how the 25% reduction is to be effected. Section 3 provides that
the provisions of the Initiative are to be liberally construed. And Section 4 provides a
severability clause, along with a provision regarding the effect of the Initiative when a
taxing district holds contracts or bonds that would be impaired by the 25% reduction in
property tax revenue.
Here, we will address Section 2 and Section 4, since the questions we have identified to
this point are centered on the provisions contained in those sections.
Section 2 of the Initiative
Decreasing the property tax burden by reducing regular property tax levies for local
taxing districts by 25%.
Section 2 adds a new section to chapter 84.55 RCW, the chapter that deals with property
tax levy limitations applicable to taxing districts (formerly known as the 106 percent
limitation).
Subsection (1) requires regular property tax levies of local taxing districts to be reduced
by 25% of "the levy amount that would otherwise be allowed under" chapter 84.55 RCW
without regard to this provision. The reduction is to begin with taxes levied for collection
in 2005 and continues each subsequent year.
Subsection (2) provides that each year, levies are to be set at the amount that would have
been allowed without regard to prior years' 25% reductions.
Subsection (3) defines "local taxing district" as any district other than the state that is
"subject to RCW 84.55.050." This subsection specifically excludes "voter -approved
levies, such as local school levies" from the 25% reduction requirement.
Subsection (4) excludes any voter -approved tax levies from the definition of "regular
property tax levy."
1.Question: How is the 101 % levy limit to be calculated under the terms of the
Initiative?
Answer: The calculation of the 101 % levy limit for local taxing districts will not
change. The limit is still based on the highest amount that could have been levied
since the 1985 assessment year. That amount can be increased by up to 1
percent, based on the ordinance(s) or resolution(s) adopted by the taxing district.
Amounts based on the value of new construction, improvements to property, and
Page 21
2004 Council Retreat Aeenda Packet
any increase in the value of state assessed property are added. After this process
is completed, the levies are reduced by 25 percent. This process will continue
each year.
2.Question: If the Initiative passes, when will it be implemented?
Answer: The Initiative specifies the 25% reduction is to be first applied to levies
made for collection in 2005. Therefore, levies calculated in 2004 for 2005
collection are affected by the Initiative.
3.Question: Could local taxing districts minimize the effects of the 25 percent
reduction by imposing an excess levy?
Answer: Should the Initiative qualify to be placed on the ballot, it will be voted
on at the general election on November 2, 2004. Consequently, whether the
Initiative will be approved will not be determined until November 2, 2004 at the
earliest. Excess levy proposals may be placed on the ballot at general, primary,
or special elections. The Initiative itself does not preclude a taxing district from
seeking voter approval of an excess levy. However, if a local taxing district waits
until the outcome of the Initiative is known, insufficient time would exist for it to
place before the voters an excess levy measure for collection in 2005.
4.Question: Will voter -approved "lid lifts" be subject to the 25 percent reduction?
Answer: The Initiative specifically defines local taxing districts as those subject
to RCW 84.55.050, which is the statute that contains the provisions that allow
taxing districts to obtain voter approval to exceed the 101 percent levy limit. This
process is often referred to as a "lid lift. "
However, RCW 84.55.050 itself does not contain a definition of the local taxing
districts that may use these lid lift provisions. Rather, the statute provides the
process that may be used by a taxing district that elects to seek voter approval to
increase its regular property tax levy by more than one percent. A lid lift is not a
separate levy; it is simply a means of imposing a greater regular levy.
Subsection (3) of the Initiative specifically excludes "voter -approved levies, such
as local school levies "from the provisions of the Initiative. Subsection (4) further
excludes "any tax levy approved by the voters at an election "from the 25 percent
reduction provision. Lid lifts are voter -approved increases in regular levies.
Therefore, it is the Department's opinion that voter -approved lid lifts would not
be subject to the 25 percent reduction.
Taxing districts may limit the duration and/or purpose of a lid lift. This type of lid
lift is referred to as a temporary lid lift. Upon expiration of a temporary lid lift, a
taxing district's levy is to be calculated as though no lid lift had been approved.
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2004 Council Retreat Agenda Packet
So, levies made after expiration of a temporary lid lift are subject to the 25
percent reduction.
5.Question: Does the 25 percent reduction apply to voter -approved regular levies,
such as EMS levies and Park and Recreation District levies?
Answer: Subsection (4) of the Initiative specifically excludes voter -approved
levies from the provisions of the Initiative. Therefore, any voter -approved regular
levies, including EMS levies and Park and Recreation District levies, should not
be subject to the 25 percent reduction.
6. uestion: If voter approval was obtained prior to the effective date of the
Initiative, does the 25 percent reduction apply?
Answer: Under the language of the Initiative, any tax levy approved by the voters
is excepted from the definition of a regular property tax levy subject to the 25
percent reduction. There is no requirement that the voter approval be obtained
subsequent to the passage of the Initiative in order for the levy to be excluded
from the 25 percent reduction requirement. It is, therefore, the Department's
opinion that the 25 percent reduction would not apply to levies that have received
voter approval, regardless of when the voter approval was obtained.
7. uestion: Are refund levies subject to the 25 percent reduction?
Answer: To implement the 25 percent levy reduction, the Initiative creates a new
section in chapter 84.55 RCW. However, RCW 84.55.070 excepts refund levies
from the provisions of that chapter. Therefore, we believe refund levies would not
be subject to the 25 percent reduction.
8.Question: If a local taxing district has banked levy capacity, how is the 25 percent
reduction applied?
Answer: Chapter 84.55 RCW limits the growth in regular property tax levies to
one percent over the highest amount that could have been levied since the 1985
assessment year, plus additional amounts based on the value of new construction,
improvements to property, and any increase in the value of state -assessed
property. When local taxing districts levy less than the maximum amount allowed
under this chapter, they have so-called "banked levy capacity. "
There are at least two possible interpretations regarding the application of the
provisions of the Initiative to districts with banked levy capacity. One would
apply the 25 percent reduction to the highest amount that could be levied by the
district under chapter 84.55 RCW without regard to the amount actually levied by
the district. Another interpretation would apply the 25 percent reduction to the
actual amount levied by the taxing district, irrespective of the highest amount that
could be levied under the 101 percent levy limit.
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2004 Council Retreat Agenda Packet
The Department believes the intent of the Initiative is to reduce the actual amount
levied by local taxing districts. Reducing the highest amount that could be levied,
without consideration of the actual levy amount, would render the reduction
meaningless for districts with substantial banked levy capacity. Thus, we believe
the better interpretation is that the actual property tax levy would be reduced,
irrespective of the highest amount otherwise allowed under chapter 84.55 RCW.
9.Question: If a local taxing district is limited by its statutory dollar rate rather than
the 101 percent levy limit, how does the Initiative apply?
Answer: The maximum amount allowed under chapter 84.55 RCW cannot exceed
the maximum amount a local taxing district can levy based on its statutory dollar
rate. So, a district that is limited by the statutory dollar rate has a maximum levy
under chapter 84.55 RCW that equals the levy amount raised by its statutory levy
rate. Therefore, a district that is limited by its statutory dollar rate will have its
levy (based on the statutory dollar rate) reduced by 25 percent.
10.Question: Could some junior taxing districts actually receive additional property
tax revenue as a result of the Initiative?
Answer: The Initiative requires local taxing districts' levy amounts authorized
under chapter 84.55 RCW to be reduced by 25 percent. Reducing all local taxing
district levies by 25 percent will cause the taxing districts' corresponding
property tax levy rates to be lower. Because of the lower rates, conceivably
additional capacity will exist under the $5.90 limit and the constitutional I
percent limit. Therefore, some junior taxing districts that have had their levies
prorated in the past may see an increase in their revenue as a result of the
additional capacity in these two limitations.
Section 4 of the Initiative -- Severability clause.
Section 4 of the Initiative is a new section that reads as follows:
If any provision of this act, or its application to any person or
circumstance or contract, including bonds, is held invalid, the remainder
of the act or the application of the provision to other persons or
circumstances is not affected. If the reduction of property tax revenue in
this act is judicially held to impair any local taxing district's contract in
existence as of the effective date of this act, any property tax revenue not
pledged to that contract shall be reduced as provided in Section 2. The
reduction of property tax revenue shall apply notwithstanding any other or
subsequent contract, including novation, renewal, or refunding (in the case
of bond contract). The reduction of property tax revenue shall take effect
as soon as any contract in existence as of the effective date of this act is no
longer held to be impaired.
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2004 Council Retreat Agenda Packet
The primary intent of this section appears to be to ensure that if the Initiative is found
unconstitutional in part, the remainder of the Initiative is not affected.
1.Question: If a local taxing district has contracts or bonds that would be impaired
by the 25 percent reduction in its property tax levy amount, does the Initiative still
apply to them?
Answer: Section 4 of the Initiative provides an exception to the 25 percent
reduction when contracts or bonds have been judicially held to be impaired by the
reduction. However, any property tax revenue that is not pledged to these
contracts or bonds is still subject to the 25 percent levy reduction.
2.Question: If a local taxing district has contracts or bonds that would be
impaired by the 25 percent reduction in its property tax levy amount, does the
Initiative still apply to other local taxing districts?
Answer: We believe the answer to this question is most likely "yes. " The
purpose of Section 4 appears to be to ensure the entire Initiative is not rendered
unconstitutional if contracts of only certain taxing districts are impaired by the 25
percent reduction. Therefore, we believe the provisions of the Initiative apply to
the regular levies of those local taxing districts that do not have contracts that
would be impaired.
3.Question: How will the assessor know if a district has contracts that would be
impaired by the 25 percent reduction in the regular property tax levy?
Answer: The Initiative specifies that the reduction is to be made to any property
tax revenue that is not pledged to contracts that have been 'judicially held" to be
impaired by the 25 percent reduction. To be judicially held to be impaired, a
taxing district must obtain a court judgment or order. The assessor, therefore,
should require a copy of the court judgment or order that concludes the levy
reduction would impair contracts or bonds.
PM:slc
cc: All County Treasurers
Michelle Hagen
Cam Comfort
Page 25
2004 Council Retreat Agenda Packet
TRANSPORTATION FUNDING
Street Fund 111 (Operations and Maintenance)
Issue: Fund 111 requires a substantial annual contribution from the General Fund. The
primary funding source for Fund 111 is the State Motor Vehicle Fuel Tax. The revenue
from this tax is allocated based on local jurisdiction population and is not indexed to
inflation or is based on a percentage of the price of fuel. Due to Edmonds population
growing at a rate much lower than the state wide average, this revenue source will remain
constant for the foreseeable future and could even decline slightly. Thus, in order to
maintain the current level of service for improvements in the City's public right-of-way,
an increasing dependence on the General fund or other revenue sources will be required.
Background: For many years, the City has managed to adequately support this fund
with a combination of State Motor Vehicle Fuel Taxes and General Fund revenue.
During the years that Edmonds population was increasing, the amount of fuel tax revenue
increased to compensate for inflationary costs in the maintenance of the public right-of-
way infrastructure. hi recent years that has not been the case, yet expenditures continue
to increase in the following areas:
Annexations: Annexations occurred in the 1990's which increased the total
miles of City roadways by 22% (110 miles to 134 miles). With budget cuts in
2003, staffing has only increased marginally from 7 F.T.E. to 7.5 F.T.E.
Street Lighting: In 2002, the Snohomish County P.U.D. increased the street
lighting charges by 54%. This resulted in an expenditure increase of $80,000 and
a reduction of 1 F.T.E. to help offset this additional cost.
Sidewalks: The street trees roots in the downtown have been uplifting and
breaking sidewalk panels as the trees grow larger. This in turn creates more
frequent trip and fall claims against the City. The Street Division along with help
from the Parks Division has diverted resources to replace the trees and portions of
concrete sidewalk and street curb. In addition more emphasis has been made to
identify and repair sidewalks throughout the City in order to increase the safety of
pedestrians and reduce the likelihood of claims against the City.
Traffic Signals: The number of traffic signals in the City has increased from 7 in
1988 to 19 in 2004. A traffic signal technician position was created in 2002;
however, there was no net increase in staffing levels.
Worker Safe : With the overall increase in traffic volume and work safety
requirements, more workers are sometimes required on a job site to protect
workers and motorists from accidents. Thus, less work is effectively
accomplished each year if the number of available workers remains the same.
Environmental Regulations: With the listing of the Chinook Salmon as an
endangered species, more time and effort are required to make sure that roadway
Page 26
2004 Council Retreat Agenda Packet
maintenance activities do not contribute pollutants to the City's fish bearing
streams.
Discussion: As outlined above, there are many pressing needs to increase the level of
expenditures in the Street Fund 111. Management and staff have been successful in
creating ways to deliver services in more efficient and effective ways. This, in turn, has
reduced the need to hire more staff and thus increase expenditures even further.
In 1990, there were seven full-time staff assigned to the Street Division. In 2002, there
were 8.5 full-time with the Street manager splitting his time equally between Street and
Stormwater services. A reduction of one worker occurred when street lighting cost
increased dramatically in 2002. This was intended as a short term measure. This
position is still needed in order to maintain an adequate level of service in the long term.
As outlined in the background section, there are many reasons for the need of an
additional worker. WCIA, the City's insurance pool, has recently emphasized that
lowering the level of service in the City's public right-of-way is unacceptable with the
litigious society that exists today.
The following is a list of primary/essential services delivered by the Street Division:
• Roadway Patching and Repairs
• Utility Patching
• Roadway Cracksealing
• Roadway Lane Striping
• Sidewalk and Curb Repairs
• Customer Service/Emergency Response
• Crosswalk Markings
• Traffic Signal Operations/Maintenarice
• Downtown Street Lighting and
Decorative Poles
■ Signal Fabrication, Installation, and
Maintenance
■ Snow and Ice Control
• Vegetation Control
• Tree Removal and Replanting in the
Public Right -of -Way
Potential FundinL Sources:
Possible ways to increase funding in order to maintain an adequate level of service for
Fund 111 include:
General Fund Revenue - A portion of the potential new general fund revenue
sources identified by the Administrative Services Director could be dedicated to
the Street Fund 111. Note that the overall percentage of the general fund transfer
to this fund has decreased from 3.2% in 1990 to 1.8% in 2004.
Street Utility Legislation - Edmonds is one of numerous cities in the State of
Washington in serious need of additional funding to maintain the roadway
infrastructure. Last year, state legislation was introduced to allow individual
cities to form a Street Utility if they so choose. This funding method is similar to
the stormwater utility which was created by the City Council in 1997. Revenue
from a Street Utility could be directed to both the 111 and 112 funds. If a Street
Page 27
2004 Council Retreat Agenda Packet
Utility were enacted, most if not all of the current general fund transfer to Fund
111 could be eliminated and made available for other uses.
Street Lighting - Currently, state law prohibits a City from collecting a separate
fee for street lighting. This is unfortunate since 25% of the Street O & M
expenditures are used to provide adequate roadway lighting.
Recommendation:
The most promising long term strategy to provide sufficient and stable funding for street
operations and maintenance is through the creation of a Street Utility. For the short term,
additional general fund revenues could be created and dedicated from the following new
sources:
• Olympic View Water and Sewer District Franchise
■ Esperance annexation
• Other or expanded right-of-way utility franchises
• Local commercial parking districts
Proj2osed Policy Statement:
The City Council endorses a policy to adequately fund and staff the operations and
maintenance of the City's infrastructure in the public right-of-ways. A sufficient level of
service shall be maintained that provides for the adequate safety and well-being of the
citizens, emergency responders, and other users of the public infrastructure. This can be
accomplished by:
1. Developing and dedicating general fund revenue from all feasible and
available sources.
2. Proactively supporting state legislation which will provide the mechanism for
the City to create a Street Utility.
Policy Im lementation Targets:
1. Dedicate additional general fund revenues to Fund 111 as they are identified,
quantified and generated.
2. Consider all possible options to provide additional revenues to Fund 111 in a
manner that best serves the City prior to preparation of the 2005 budget in
order to maintain a sufficient level of service
3. Provide support of legislation regarding establishment of a Street Utility
including on -going communication with State legislators beginning now,
adopting a resolution in support of street utility legislation in late 2004, and if
authorized by the legislature in 2005, adopt a City of Edmonds Street Utility
in 2006.
4. Increase Street Division staffing by 1 F.T.E. when the remaining
unincorporated area of Esperance annexes to the City.
Page 28
2004 Council Retreat Agenda Packet
STREET FUND 111 PROJECTION
Street Fund 111
Tnding Cash Projection For The Years 2004 to 2009 with Current Budgeted General Fund Transfer
PROJECTED
DESCRIPTION
2004
2005
2006
2007
2008
1002
62q 172 618LidaG
Income:
Motor Vehicle Fuel Tax
557,429
557,429
557,429
557,429
557,429
557,429
Charges for Service
22,371
22,930
23,504
24,091
24,693
25,311
Interest Earnings @ 1.50/o/Yr
2,746
2,100
1,130
0
0
0
Other Miscellaneous
5,500
5,550
5,600
5,650
5,700
5,750
Transfer From Street Const. Fund
41,080
42,107
43,160
44,239
45,345
46,478
Transfer From General Fund
476,320
488,228
500,434
512,945
525,768
538,912
Expenses:
Administration (Increase 3%/Yr)
287,770
296,403
305,295
314,454
323,888
333,604
Maintenance (Increase 3%/Yr)
860,780
886,603
913,202
940,598
968,815
997,880
Net Income/(Loss)
($43,104)
($64,663)
($87,241)
($110,699)
($133,768)
($157,604)
lauding Cash
$139,985
S75,322
$200,000
$100,000
$0
($100,000)
($200,000)
($300,000)
($400,000)
$500 000
Street Fund 111 Ending Cash
$139,985
$75,322 y
1[ ($11,920)
($122,618)
($256,387)
($413,991)
2004 2005 2006 2007 2008 2009
Page 29
2004 Council Retreat Agenda Packet
TRANSPORTATION CAPITAL PROJECTS FUND 112
Issue: The passage of Initiative 776 in 2002 equated to a loss of approximately $350,000
per year or approximately 46% of the City's recurring transportation capital revenue
beginning in 2003. This resulted in heavy cuts and delays/deferrals of transportation/
street projects in the City's capital improvement program. Additional sources of revenue
must be found to restore the lost revenues.
Background:_ The Transportation Capital Projects Fund 112 funds improvement and
major repair projects in the City's street right of way, such as:
• Major street improvement projects (e.g., $4,000,000 2201h Street SW)
• Street overlays
• Guardrail improvements
• Traffic signals
• Traffic calming
■ Sidewalks, walkways and other pedestrian improvements
• School zone safety improvements
■ Bikeways
• Sight distance improvements
■ Right of way slope stabilization projects (e.g., $500,000 1001h Ave W. slope
stabilization)
At the City Council retreat in February 2003, Staff presented the status of the
Transportation Capital Projects Fund 112. With the loss of the $350,000 per year in
revenues due to I-776, the adopted (at that time) 6-year capital improvement program
(CIP) would result in a $2,000,000 negative cash balance by 2008 unless adjustments
were made.
Several options were discussed with the Council at the retreat, including project deferrals
and possible additional revenue sources, such as:
■ Traffic impact/mitigation fees
• Transfer of funds from Fund 330 (Bond Capital Projects Fund)
• Bond issue/loans
• $350,000 per year transportation/streets levy.
At the time of the February 2003 retreat, I-776 was undergoing legal appeal in the courts.
Therefore, Council direction at the retreat was to await the outcome of I-776 legal
appeals, place priority on the 220th Street SW improvement project, and develop a traffic
impact/mitigation fee, but otherwise, defer projects.
In 2003, I-776 was upheld by the State Supreme Court, so the $350,000 per year is gone.
What this has meant for the transportation projects CIP is that major project deferrals
have continued through 2004 and will continue unless additional revenues are identified.
Page 30
2004 Council Retreat Agenda Packet
In the 2004 to 2009 6-year CIP (now under development) for example, street overlays in
Edmonds will be performed on approximately a 60 to 70 year cycle, whereas 30 years is
the recommended minimum overlay cycle for residential streets and 20 years is
recommended for collectors and arterials. Also, there will continue to be heavy cuts and
delays for non motorized (walkway and bikeway) transportation projects and signal
projects due to this budget shortfall.
Potential Revenue Sources:
• Traffic Impact/Mitigation Fees. Staff has developed an ordinance for
presentation to Council in the near future to adopt a traffic impact/mitigation fee.
However, the revenues expected to be generated by this fee can only be used on
specifically identified growth related projects and not maintenance related
projects such as street overlays.
■ Fund 330 Transfers. Staff also intends to transfer surplus funds (if any) from
Fund 330 after all planned projects are complete to the Fund 112 Transportation
Capital Fund. This is included in the adopted 2004 capital budget. However, this
would be a one-time transfer and is expected to be less than $75,000, well short of
the recurring $350,000 shortfall.
• Bonds/Loans. Preliminary analysis of the option of bond issues or loans
indicates that without recovery of a substantial portion of the lost $350,000 per
year revenue, the Fund 112 will not have sufficient revenues to afford to pay debt
service on any significant amount of bond or loans.
■ Transportation/Street Levy. With regards to a transportation/streets levy, voter
approval would be required which would take significant time and effort, and the
likelihood for passage would be uncertain.
• Street Utility. A possible recurring revenue source could be the establishment of
a Street Utility. Currently Street Utilities are considered unconstitutional in the
State of Washington, but legislation to address this problem has been brought to
the State Legislators.
■ Local Improvement Districts (LID). Another option (which the City of Tacoma
uses successfully) is Street LIDs. These might be appropriate for projects such as
neighborhood sidewalks, street overlays, etc. However, Street LIDs require
approval of and financial contribution from the private property owners affected.
In addition, they require significant staff time and effort to implement and
administer.
• Increase General Fund Revenues and Dedicate to Fund 112. An option that
must be considered is increasing general fund revenues and dedicating funds as a
general fund subsidy to the Fund 112. Staff has collected some data from several
other cities in proximity to Edmonds to get ideas as to how they are dealing with
Page 31
2004 Council Retreat Agenda Packet
this issue. Whereas Edmonds has only fuel tax, developer impact fees, and
utilility transfers as recurring local revenue sources, the other cities contacted
have more revenue sources dedicated to their streets capital program. As an
example, Staff understands that Mountlake Terrace (which has about 3 times as
much local revenues dedicated per mile of roadway to streets capital projects as
Edmonds) uses gambling taxes, and Redmond uses a business license surcharge to
supplement their general funds, and dedicate funds from these sources to their
transportation/street capital projects fund. Based upon the information gathered,
it appears that the other cities contacted are on about a 20 to 30 year overlay
cycle. Additional options for Council to consider to increase general fund
revenues are:
o Sales tax sourcing
o Olympic View Water and Sewer District franchise
o Esperance annexation
o Right-of-way franchises
Recommendation: Due to the serious consequences impacting the City's transportation/
streets infrastructure as a result of the passage of Initiative 776, Staff recommends that:
1) Council adopt the Traffic Impact Fee ordinance when presented by Staff.
2) Council proactively support legislation regarding establishment of a Street Utility.
3) Funds from potential new general fund revenue options as mentioned above be
dedicated for Fund 112.
4) Council consider all possible options to provide additional revenues to the Fund
112 in a manner that best serves the City.
Proposed Policy Statement:
The Edmonds City Council endorses a policy to restore funding for the Transportation
Capital Projects Fund 112 to, at a minimum, the pre -Initiative 776 level by:
1) Adopting the Traffic Impact Fee ordinance when presented by Staff,
2) Proactively supporting legislation regarding establishment of a Street Utility,
3) Dedicating funds from new general fund revenue sources, as mentioned above, to
Fund 112, and
4) Considering all possible options to provide additional revenues to Fund 112 in a
manner that best serves the City.
Policy Implementation Targets:
1) Adopt the Traffic Impact Fee ordinance by April 30, 2004.
2) Proactive City Council support of legislation regarding establishment of a Street
Utility to include ongoing communication with State legislators beginning now,
adopting a resolution in support of street utility legislation in late 2004, and if
Page 32
2004 Council Retreat Agenda Packet
authorized by the legislature in 2005, adopt a City of Edmonds Street Utility in
2006.
3) Dedicate additional general fund revenues to Fund 112 as they are identified,
quantified and generated.
4) Consider all possible options to provide additional revenues to Fund 112 in a
manner that best serves the City prior to preparation of the 2005 budget.
Page 33
2004 Council Retreat Agenda Packet
ENTERPRISE ARTICLE ON STREET PROJECTS
0
S�3
1-776 Puts city street projects on long-term hotz3
BY Bill Sheets
Ed CkB1'nterprise editor
EDMONDS — One thing
that may be noticably different
this summer from die past few
years in Edmonds is the
amount of construction being
clone on the streets and side-
walks.
As in very little.
Betmuse of last fall's passage
of Initiative 776, which eliminat-
ed localoption vehicle registry
lion fees at the county level, at
least 15 specific projects and
some categories will be aft or
delayed indefinitely or post-
poned, officials said.
"It's really unfortunate
hecause we made such
progress the last three years in
overlaying our streets," Mayor
Gary Haakenson said.
The City Council had recent-
ly made a priority of catching
up on maintenance that had
been deferred. In the mid -to. -
late 909, the city lint] to spend
several hundred thousand doh
lars" to match outside f incling
for the Highway 99 widening
project, which took money
Stalled out
Following the passage of Inlllative 7761aA
fall, the city of Edmonds street Improvement
fund Is being affected. The dty w1k:
• Cut 3850,OW in street overlays, covering
approximately 6.5 miles of road, between
2003 and 20M.
• Postpone indefinttO five signal projects
totaling 5980.000: Olympic View drive and
196th Street SW; 212th Street SW and 80th
Ave. W.- Highway 104and 238th Street 5W;
Main Street and Ninth Avenue; and Ninth
Avenue and Caspers Street
• Cut $50,000 in miscellanous street
Improvements between 2003 and 200&
• Cut 5120,000 In citywide bike and
walkway improvements between 2003 and
2008.
• Cut 385,000 in.traffic calming projects
between 2003 and 2W8.
• Cut $90,000 in school zone
improvements, such as crosswalk projects,
away from street repavings and
other small projects. said City
Council president Dave Ear -
ling. Then, bi subsequent
years, the city picked up the
tempo to where it was on pace
STREETS
Continued from page 3
enhance the fund. But it won't
go dvough with the bond
because- `eve don't have die
money to back it up," Fiene
said.
Projects near schools, parks.
between.21709 a6d2008.
■ Postpone Ind60nitely the $125;000164tIj
street SW-pgdesW n improvement projectln:_,"T
Meadawdale. _.
• Postpone Indefinitely the access
restrictions planned for the Pine Street ferry
access point The plans consisted of a rallroad-
type arm that would prevent cut -Ins from Pine
Street during peak ferry traffic times.
• Postpone pedestrian improvements on
72nd Avenue W. In Perrinville, from 2004 to
2007.
.-Postpone pedestrran improvements along
96th Avenue W., near Westgate Elementary,
from 200410 2007 for 2005 if funds can be
shifted).
• Postpone repairsto brickwork in crosswalk
at Fifth and Main from 2004 to 2007.
• Postpone major pedestrian improvements
at Dayton and Main streets from 2003 to
2008,
• Postpone signal upgrades at 23M Street
SW and IOOth Avenue W. from 2005 to 2006.
to repave each of the city's
., is over the next 38 yeam
clwsa to the optimum of 20 to
30.
Now, 'we're back to where
we were before or maybe even
along busy roads and/or those
that already have outside fund-
ing lined up will get priority,
Fiene said. Some that were pre -
planned include pedestrian
improvements on 76th Avenue
W. and Olympic View Drive in
Perrinville, connecting the
Interurban Trail between
Mountlake Terrace and Shore -
worse," Haakenson said.
Over the next seve" years,
the projected losses will have
the city back to a 60-yearrycle,
officials said. And that can
line and the 2201h Street widen-
ing project and will be done as
originally scheduled.
It is possible the 96th
Avenue sidewalk project near
Westgate Elementary can be
put off only two years instead of
four, depending on the contin-
gency fund needed for the
220th project, Fiene said.
mean more expense in the long
run because "if you let them go
too far you have to rebuild the
whole road," said assistant city
engineer Don gene.
Other projects that will be
affected are sidewalk and cross-
walk additions, signal projects
and installation of traffic calm-
ing devices (see accompanying
box).
Prior to I-776, the city was
receiving $776,000 annually in
its capital transportation fund.
Of that, $350.000 came from
the Snohomish County local
option vehicle fee, $266.000
from the gas tax and $150,000
from other sources. The pas-
sage of 1-776 eliminated tite
$35 ,Oft or 46 percent of the
funding.
A possible increase in cleve6
open mitigation fees being con-
sidered by the City Council
could restore $135,0W per
year. But this amount would
not prevent the delays, Fiene
said.
Additionally, the city had
planned to float a $1.6 million
bond this year to further
See STREETS, Page 3
Page 34
2004 Council Retreat Asenda Packet
FACILITIES & BUILDING MAINTENANCE FUNDS
Issue: The maintenance and operation expenses of City -owned buildings depend
primarily on the General Fund. Properly maintained City buildings play an integral role
to deliver efficient and effective services to Edmonds' citizens and assist the various City
departments in their missions. Currently, due to lack of General Fund Revenues, there is
not sufficient staffing and money for the necessary repairs and capital renovation projects
of City buildings.
Backeround:
• With the acquisition of the City Hall Building and the construction of new Public
Safety and Public Works buildings, City building floor space has increased by
40% over the past 10 years.
• Due to budget cuts in 2003, staffing levels are currently equivalent to staffing
levels in 1990.
• General fund annual transfers to the Building Maintenance Fund 116 have been
reduced from $100,000 to $56,600 due to the lack of General Fund Revenues.
• Overall on -going expenditures for City buildings have been reduced from 6.3% in
1990 to 4.6% in 2004 as a percentage of the General Fund expenditures.
• The current backlog of City staff projects has increased to 2.7-man years.
• Although major projects have been recently accomplished such as the
replacement of Fire Station #16, the Frances Anderson Center renovations, and
Library roof replacement. There is a continual need for additional projects to
keep the City buildings functional (see attached 2004-2005 Project Listing).
• Newer buildings have additional associated costs for the safety and comfort of the
building occupants. Examples are: Central air conditioning, computer run
HVAC systems, fire and security monitoring systems, and elevators.
Discussion: As outlined above, there are many pressing needs to increase the level of
expenditures for City buildings. The budget cuts made in 2003 are forcing staff to begin
to defer general maintenance on City buildings. Please refer to the City Building Project
Backlog List. In addition, there is lack of funds to accomplish the Building Maintenance
Fund 116 projects projected through 2009.
This topic was discussed at last years City Council retreat as an information topic. One
concern was raised whether all of the City's currently owned buildings are necessary.
Further review by staff indicated that each building serves a particular need in the
community. There are no organizations that currently use the buildings that have the
financial resources to own and maintain of the buildings in the long term.
The following are buildings owned by the City of Edmonds:
Page 35
2004 Council Retreat A¢enda Packet
Name
Floor Areas (sq ft)
Public Safety Complex
33,000
Fire Station #17
9,800
City Hall
34,074
Fire Station 416
10,700
Fire Station #20
6,400
Public Works O & M Center
28,000
City Park Maintenance Buildings
4,868
Frances Anderson Center
55,000
Library & Plaza Room
19,520
South County Senior Center
28,059
Yost Pool
4,664
Chamber of Commerce Log Cabin
372
Boys & Girls Club & Storage Building
6,856
Meadowdale Clubhouse
3,950
Wade James Theater
6,289
"Old" Public Works
14,100
Edmonds Historical Museum
3,910
Cemetery
759
Civic Center Grandstand 9,200
Fishing Pier 1200
Total Area Maintained 280,721 sq ft
Recommendation: To help address the immediate building maintenance backlog, the
maintenance worker position eliminated by the 2003 budget reductions should re-
established as soon as the funds are available. In addition, revenues into the Building
Maintenance Fund 116 should be increased to match anticipated expenditures.
Proposed Policy Statement: The City Council recognizes that it is extremely important
that City buildings function properly and are adequately maintained in order for each
department to carry out its established mission. Therefore efforts will be taken to:
1. Develop and dedicate additional funding sources through the General Fund
and outside grants when available.
2. Form additional partnerships with private organizations to further help with
the maintenance and operation costs of buildings which benefit their activities.
Policy Implementation Targets:
Dedicate additional General Fund revenues to Fund 116 as they are identified, quantified
and generated.
Review all building leases or user agreements by October 2004 to determine if additional
costs can be shared by the building users.
Page 36
2004 Council Retreat Agenda Packet
CAPITAL IMPROVEMENT PROGRAM PROJECT LIST
ital improvements Program
_a
Buildings Maintenance- Fund 116
Projects for 2004-2009
PROJECT NAME
2004 2005
2006
2007
2006
2009
ADA improvements- City Wide
$B 000 $10 000
S5 000
$5 000
$5,001
$5 006
Anderson Center Roof Replacement
1
$60 000
A_nde.rson Center Seismic Reforcement
I
$100 000
Anderson Center Exterior Painting
$30,000
Anderson Center Interior Paintin
$10 000
Anderson Center Ca ets
$17,0001
Anderson Center ExterWr Siding
0,000
,Anderson Center Exhaust Duct
I
$10 000
,Anderson Center Blinds
$20 000
.Anderson Center Asbestos Abatement
$30 000
1
,Anderson Center Vin 1 Tile
12.0001
Anderson Center Concrete Stage
$12 000
.Anderson Center Soffit Vents
58 500
.Anderson Center Counter Tops
$8 000
Boys & Gids Club Heatirw
$8 000
Bo s & Girls Club Roof
$25 000
Boys & oids Club Exterior Painting
3 000
Civic Center Stadium Painting
$7 500
Civic Center Stadium Roof
$20 000
Civic Center Stadlum Stn1C_lure Su ort
$5.000
City Hall Interior HVAC Upgrades
$30 000 $40 000
'City Hall Entrance Doors
$18,000
iCity Hall Elevator
$50 000
Ch Hall Window Replacement
1
$10,000
10 000
Cit Hall Interior Paintin
$8 000
[;i Hall Secu ' Gate Fencin
$20 000
Fire Station #20 Exterior SidingReplacement
$4,000
Fire Station #20 Vehicle Exhaust
$15.0001
1i
Library,AC Replacement
$5,0001 $45 000
Libra Ca!pets
1
522 000,
LibraIX Central Heating Replacement
$25,0001 $175.000
LLb.rM Plaza Appliance Replacement
1
$d 500
LibraDi Plaza Room Ca et
1
$12 000
L[braty Plaza Brick Painting
$30 000
Library Plaza Room Windows
$10 000
Library Wood Trim
$12 000
Log Cabin Exterior Sealing of Los
$3 000
Log Cabin LightinQ Replacement
$3 000
IMeadowdale Clubhouse Roof
$12 000
Meadowdale Clubhouse Exterior Painting_$3,0001
IMeadowdale Clubhouse Entry Structure
$3,000
Meadowdele Clubhouse Ceilinp Replacement
$7 000
Meadowdale Clubhouse Lighting U2grade
$5,000
'Museum Exterior Painting
$1 000
M06eum Ste s Re laced
$15 000
Museum Bd* Pointing & Grouting
$20 000
Museum Brick Sealing
$10 000
Park Maintenance BldI Lighting Y2grade
1
$9,000
Park Maintenance Bldg Paint Booth Installation
40 000
Senior Center Misc Re airs & Maint.
$10,000 $10 000
$to 000
$10,00o
10 om
Senior Center Roofing
$50.000
0.000
Senior Center HVAC
$40 000
$20,000
Senior Center Foundation
$50 000
$50 000
Senior Center Appliances
$75,0001
Wade James Theater Gutter Replacement
$4.000
'Wade James Theater Roof Replacement
$30 000
Wade'ames Theater Exterior Painting
$4,000
'Total Facilities Projects
$118,000 $532.000
$328.500
$259,000
$115,000
$:188 ON
Revenues and Cash Balances 2004-2009
8eginntn Cash Balance
$138A1075 010
-$400,390
-$672 290
$874,690
-$933,090
interest Earnings $0 $O
$7D
S0
_ S0
Transfer from Gen Fund #001 $56 600 $56,600
$56,6001
$56 600
$56,600
�$%,00d
Total Revenues $193,010 $131,610
-$343.7901-$615,690
$328,5001_ $259.000j�
$672,2901 $674.6901
-$81B4O90
-$877,090
Total Facilities Projects $118.000 $532.000
$115,000
$186,00D
Endin Cash Balance $75,010 -$400,390
3933.090T
;G1,085,090
Page 37
2004 Council Retreat Agenda Packet
CAPITAL IMPROVEMENT PROGRAM
Capital Improvements Program
Public Safety Building Construction -Fund #326
Projects for 2004-2009
PROJECT NAME 2004
2005
2006
2007
2008
2009
Fire Station #17 Carpet
$12,000
Fire Station #17 Interior Painting
$4.500
Fire Station #17 Exterior Painting
$4.000
Fire Station #20 Deck Replacement
$12,000
Fire Station #20 HVAC
$30.000
Fire Station #20 Interior Paintinq
$4.000
Fire Station #20 Lighting Upgrade
$8,000
Fire Station #20 Roof Replacement
$30.000
Public Safety Projects Soffit Installation
$15.000
$8,000
Public Safety Air Ducts Relocation
$12.000
Public Safe!Exterior Painting
$8.000
Public Safety Interior Painting
$7.000
Public Safety Entrance Doors
$9,000
Public Safety Court Remodel
$7.500
Total Capital Improvements Projects
5;19,000
$61,500
$47.000
$19.000
$4,500
$20,000
Revenues and Cash Balances 2004-2009
Beginning Cash Balance
Real property Taxes
Interest Earnings
$192.912
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Revenues
$192,912
$173,912
$112.412
$65.412
$46.412
$41.912
Ex enditures
Public Safety Projects
$19,000
$61,500
$47,000
$19,000
$4.500
$20,000
Total Expenditures
$19,000
$61,500
$47,000
$19,000
$4,500
$20,000
lEnding Cash Balance
$173,9121
$112,412
$65,412
$46,4121
$41,9121
$21,912
Page 38
2004 Council Retreat Agenda Packet
FACILITIES MAINTENANCE BY DEPARTMENT
Facilities Maintenance Expenditures 2003
(Total $1,051,950)
Riblic Works Buildings
(partially reimbursed by
Utility Fund)
11%
f+
Library (reimbursed by
Sno-Isle) +
14% ..��
y
City Hall
14%
Recreation &
Parks(partially
reimbursed by fees)
31%
'y Other (Museum, Senior
-- 11 Center, Wade James)
2%
Fire Stations
?_ 4%
Fblice/Court
21%
Page 39
2004 Council Retreat Aeenda Packet
CITY BUILDING PROJECT BACKLOG
Total Hours
Meadowdale Community Clubhouse
Interior Painting 100 hrs.
Entry Floor Replacement 90 hrs
Ceiling, Big Room Spackle, Texture & Paint 20 hrs.
210
Boys & Girls Club
Exterior Painting 240 hrs
Electrical Upgrade to Code 64 hrs
City Hall Building
304
Exterior Painting, North Wall 66 hrs
Insulation Repairs, Parking Garage Ceiling 48 hrs
Replace Windows, Broken Seals contracted
Interior Painting, Common Areas 96 hrs
Front Awning Cleaning 48 hrs
Heating Refiguration (Finance & Chambers) ?
258
Museum
Electrical Lower Small Room Track Lighting 18 hrs
Public Safety Building
18
Court Admin Exterior Door Replacement
24 hrs
Air Intake Duct Relocated
80 hrs
Construction Clean-up, Attic
20 hrs
Concrete Cracks in Jail Walls & Floor
12 hrs
Public Work Center
136
1 st Floor — Concrete Reseal 240 hrs
Roof Anchors Installed contracted
Street Division Floor Sand & Refinish 24 hrs
Ceiling Cracks Repaired 12 hrs
2"d Floor Tile 320 hrs
1 st Floor Tile 160 hrs
756
Senior Center
Multiple Needs ?
Fire Station #20
Deck Area 200 hrs
Diesel Exhaust System 144 hrs
Damaged Ceiling tile Replaced 3 hrs
Roof Gutters Replaced (Leaf Guard) contracted
Interior Painting 288 hrs
Gear Storage 80 hrs
Page 40
2004 Council Retreat Agenda Packet
Fire Station #20 (cont)
Keypad Door Lock 12 hrs
Individual Controlled heat in Dorm Rooms 288 hrs
Urinal Replacement 4 hrs
Fire station #17
Medic Tones
32 hrs
Door Bell System
24 hrs
Bay Area Hose Bibs
8 hrs
Patio Gates
32 hrs
Frances Anderson Center
Replace Restroom Counter Tops
32 hrs
Room 112- New Ceiling Tile
100 hrs
Room 114 - New Ceiling Tile
120 hrs
Room 123 - New Ceiling Tile
110 hrs
Room 123 - Replace Cabinets
200 hrs
Room 122 - New Ceiling Tile
120 hrs
Room 302 - Replace Floor Tile
contracted w/asbestos
Room 301 Replace Floor Vinyl
contracted w/asbestos
Weight Room — Remove Carpet Install Mats
240 hrs
Room 206 — Refinish Cabinets
120 hrs
Room 208 — Replace Floor Vinyl
contracted w/asbestos
Room 211 — New Ceiling Tile
140 hrs
Rear Hallway Ceiling Tile
110 hrs
Exterior South Wall Painting (moisture
prevention
48
Ceiling Tile Replacement (as needed)
65
Public Safety Building to -Do List
Mount Wall or Ceiling PA Speaker
20 hrs
Wall/Ceiling Mount Televisions
120 hrs
Run Coax Cable
120 hrs
Install Alarm in Property Room
32 hrs
Install Card reader at Property Room Door
32 hrs
Install Drop -Down Screen
16 hrs
Mount LCD Projector
16 hrs
Installation of Panic Alarm
24 hrs
Install Garbage Disposal
8 hrs
Cover For Animal Control Freezer
40 hrs
Install LCD Projector in Briefing Room
32 hrs
Install Volume Control for Ceiling Speakers
128 hrs
Total Hours
1019
1405
.::
4890
Page 41
2004 Council Retreat Agenda Packet
BUILDING FUND 116 PROJECTION
Building Maintenance Fund 116
Ending Cash Projection For The Years 2004 to 2009 with Current Budgeted General Fund Transfer
PROJECTED
DESCRIPTION
2004
2005
2006
2007
2008
2009
Beginning Cash
S169.777
S109,584
(53(r3,446)
($636,346) -
($838,746).
(58971146).
Income:
Interest Earnings @ 1.50/o/Yr
2,387
1,370
0
0
0
0
Transfer From General Fund
56,600
56,600
56,600
56,600
56,600
56,600
r
_, . $56 600. S 56,60[]
Expenses:
Projects per Schedule
119,180
532,000
328,500
259,000
115,000
188,000
Net Income/(Loss)
($60,193)
($474,030)
($271,900)
($202,400)
($58,400)
($131,400)
ra
y
$109,584 _
- ($3fr1,446)
-
(S636,346)
(31
$200,000
$0
($200,000)
($400,000)
($600,000)
($800,000)
($1,000,000)
($1 200 000)
Building Fund 116 Ending Cash
K9,584 p
i
Nk($364,446)
k($636,346)
($838,746) 1.($897,146)
($1,028,5 66
2004
2005 2006 2007 2008 2009
Page 42
2004 Council Retreat Agenda Packet
3. ECONOMIC DEVELOPMENT & PRIORITIES
(3 :00 — 4:00)
III. Draft Council Economic Development Policy Statement: The Edmonds City
Council supports economic development initiatives that will retain the community's
character and charm, while at the same time strengthen the City's tax base and
generate more tourism.
POLICY IMPLEMENTATION
BACKGROUND
A.
Align community's economic
The hiring process is presently underway, and it is
development efforts by hiring
anticipated a selection will be made by the end of March.
an Economic Development
Director.
B.
Continue financial and staffing
This would continue City support for activities like the
support for existing commu-
Edmonds Art Festival, Taste of Edmonds, Classic Auto
nity festivals and celebrations.
show, and other events.
C.
Develop a new economic
An economic development element/plan provides a compre-
development element within
hensive overview of the economy, sets policy direction for
the Edmonds Comprehensive
economic growth, and identifies strategies, programs and
Plan
projects to improve the economy. Due to the volume of
work associated with the 2004 Comprehensive Plan update,
it is not possible to work on this element until 2005.
D.
Act as a catalyst to help create
The public participation process has begun with focus group
a Highway 99 vision that leads
meetings with residents and design workshops with the
to major redevelopment.
business community. The consultant's report is planned to
be presented to the Planning Board in early April, 2004.
E.
Assist the Fine Arts Center of
The Port of Edmonds has provided a ground lease for the
Edmonds carry out their
FACE facility, and staff have developed a preliminary
Tanned development prQJect.
financing plan.
F.
Continue supporting major
The City is currently involved in projects that will have
projects that will improve the
significant long term impacts on the City and region:
overall business climate, and
Edmonds Crossing, Sounder Edmonds Station, and Edmonds
increase the local tax base,
Center for the Arts. These projects will contribute to the
while maintaining and
overall business climate while improving upon the
improving community
community's character.
character.
G.
Support new and innovative
This is a "brain -storming" topic. Projects brought up include:
projects that will help establish
Downtown/waterfront circulator bus, tourist train, Safeway
Edmonds as a destination city.
property redevelopment, 2010 Whistler Olympics, regional
aquatics center, Edmonds Marsh
H.
Provide a balanced regulatory
Topics in this area include Master Plan up -date, zoning code
environment that encourages
review, urban design guidelines, and building code
economic development while
streamlining
retaining Edmonds'
community character.
Page 43
2004 Council Retreat Agenda Packet
WHAT Is ECONOMIC DEVELOPMENT (MRSQ
KEE33 Municipal Research & Services Center of Washington
Updated 06/02
Economic Development in Washington State: An Introduction
What is Economic Development?
Economic development should not be an isolated activity taking place within the borders of a
jurisdiction. It is an activity which is regional or county -wide, and sometimes even broader.
Successful economic development activities are carried out through partnerships with other
governments, associate development organizations, and local business groups such as the
chamber of commerce. Economic development is better described than defined. In a
presentation to the city attorneys association, the former director of the Department of
Community Development, Richard Thompson, described economic development as job
creation, job retention, job training programs, public and private capital investments, and
business and community capacity -building to allow the business or community to do the job
themselves.
The term economic development is not statutorily defined, although various statutes describe
its goals and broad scope while providing authority for certain economic activities. For
example, when setting up the state's Economic Development Tax Authority, the legislature
stated that economic development is essential to the health, safety, and welfare of all
Washington citizens by broadening and strengthening state and local tax bases, by providing
meaningful employment opportunities and thereby enhancing the quality of life. The
Community Economic Revitalization Board (CERB) fosters economic development through
the stimulation of investment and job opportunities and the retention of sustainable existing
employment for the general welfare of the inhabitants of the state. The Growth Management
Act lists 13 planning goals, one of which is economic development:
Encourage economic development throughout the state that is consistent with adopted
comprehensive plans; promote economic opportunity for all citizens of the state, especially
for unemployed and disadvantaged persons; and encourage growth in areas experiencing
insufficient economic growth, all within the capacities of the state's natural resources and
local public facilities (RCW 36.70A.020(5)).
Most local government economic development programs cite the above goal.
Cities and counties undertake a variety of activities which relate to the fostering of economic
development in their regions. Most typical are tourism, facilitating industrial development
through land use policies, and creating the infrastructure framework that supports economic
development activities. All activities must be for a proper public purpose and not in violation
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2004 Council Retreat Agenda Packet
of the state's constitutional restrictions on the giving of money or the lending of credit. A list
of incentives provided to new and expanding businesses by economic development
organizations illustrate what local governments can do to foster economic development.
Authority for local economic development activities
Washington local governments are very limited as to what they may undertake in the area of
economic development. For cities, the statutory provision is in RCW 35.21.703. The
authority for counties to engage in economic development activities is RCW 36.01.085.
Neither statute defines "economic development." The original intent of these statutes was to
enable cities and counties to join and pay dues to economic development councils and
consortiums.
Limitations on economic development
Due to strict constitutional limitations, cities and counties in Washington State have very few
avenues open for direct participation in private economic development projects. There are
potential legal issues regarding the loaning or gifting of public funds. Under Article VIII,
Section 7 of the Washington State Constitution, a city or county may not directly give or
loan money to private businesses for economic development. The State of Washington is one
of the more restrictive in the nation in regard to how public funds may be utilized to attract
private investment. Specifically, Article VIII, Section 7 of the Washington State Constitution
provides:
No county, city, town or other municipal corporation shall hereafter give any money,
property, or loan its money, or credit to or in aid of any individual, association, company or
corporation, except for the necessary support of the poor and infirm.
This constitutional provision has been interpreted in numerous cases in this state and
generally has been interpreted very narrowly in regard to allowable uses of public funds to
aid private businesses or corporations. A city or county does not have direct authority to
construct and operate industrial and commercial facilities, or to pay city funds out for the
purpose of attracting private industrial development, neither does the city have indirect
authority to pay an industrial development council (not municipal corporation) for
performing those functions [ Morgan Jacobson & James Pharris, MRSC Information Bulletin
No. 432 (1985).] In addition, a city's general funds cannot be expended for "industrial
development projects." See Hogue v. port of Seattle, 55 Wn.2d 153 (1959) and Art. 32 Sec.
1, Washington State Constitution.
What Economic Development Activities Can be Undertaken by cities, towns and
counties?
Assisting Economic Development: Do's and Don'ts of Public/Private Partnerships and
Financings, by Hugh Spitzer, Foster Pepper & Shefelman Information Bulletin No. 489
(1995), Legal Notes, Proceedings of April 26-28, 1995, pp. 7d-1 - 7d- 14.
Cities and Economic Development Programs: Are Cities in the "Business Business" - Should
They Be?, by James K. Pharris, Senior Assistant Attorney General, State of Washington.
Information Bulletin No. 444 (1987), Legal Notes, Proceedings of October 12-15, 1986, pp.
27-33.
Page 45
2004 Council Retreat Agenda Packet
City Involvement in Economic Development, by Don L. Hogaboam, Senior Assistant City
Attorney, City of Tacoma Information Bulletin No. 489 (1995), Legal Notes, Proceedings of
April 26-28, 1995, pp. 7b-1 - 7b-19.
Efficient and Effective Uses of Public Corporations/PDA's, by B. Gerald Johnson, Attorney,
Preston Thorgrimson Shidler Gates & Ellis. Information Bulletin No. 473 (1992), Legal
Notes, Proceedings of June 20-21, 1991, pp. 191-197.
Page 46
2004 Council Retreat Aeenda Packet
PLANNING FOR ECONOMIC DEVELOPMENT
LER3Municipal Research & Services Center of Washington
Updated 08/02
Reviewed 02/03
Planning for Economic Development
Contents
Developing a Plan
Data Collection Resources
Economic Development Element
Preparing a CEDS for Federal Funding
Economic ❑evelooment Plans in MRSC Libra
Developing an Economic Development Plan
When planning for economic development the goal is to bring about a lasting change in the
local economy. Local governments should not conduct economic development planning in
isolation; regional coordination must take place to be successful. The Washington Growth
Management Act (GMA) emphasizes county -wide coordination of economic development
planning. SSHB 2697 (Chapter 154, Laws of 2002) added economic development to the list
of required elements of a growth management comprehensive plan, if state funding is
provided. To date no state funding is provided.
Economic development programs also need supporting land use, transportation and capital
facility initiatives and should relate to other elements of an overall comprehensive plan. The
economic development plan provides a comprehensive overview of the economy, sets policy
direction for economic growth, and identifies strategies, programs and projects to improve
the economy.
Most of the economic development plans drafted by Washington cities and counties have
tended to follow the format suggested in the GMA Guidebook: Developing Your Economic
Development Strategy (DCD, July 1993). Part IV focuses on Developing Your Economic
Development Strategy. See also:
Summary Outline of the general principles of the economic development planning
process.
Learning to Lead__A Primer on Economic Development Strategies , CTED, 1999
Planning: Tools of the Trade , EDA Economic Development Information Clearing House
Data Collection Resources
Data resources where to obtain information on the nature of the local economy and links to
data collected about Washington local government.
Economic Development Element
Outline of Economic Plan Element from Economic Development Through Growth
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2004 Council Retreat Agenda Packet
Management: Making the Vision Real, Washington State Department of Community
Development, July 1993
Economic Development: Growth Management's Missing Link , Washington Research
Council, Policy Brief, January 2002
Sample Economic Development Plans and Elements , MRSC List
Preparing a Comprehensive Economic Development Strategy for the U.S. Economic
Development Administration (EDA)
Under federal regulations, the preparation and periodic updating of a Comprehensive
Economic Development Strategy (CEDS) is a requirement for an area's designation as a
redevelopment or Title II (Grants for Public Works and Economic Development) area to
receive EDA monies. Under Title I of the Public Works and Economic Development Act of
1965, the strategy was called an Overall Economic Development Plan (OEDP). The act was
reauthorized and reformed by Congress in 1998. The Economic Development Administration
notes that preparation of a economic development plan can also improve access to federal,
state, and private aid programs in addition to those of the EDA.
Planning for Economic Development, Economic Development Administration
Strategic Planning for Economic Development (M): Moving Beyond the Overall Economic
Development Plan, prepared by the Corporation for Enterprise Development, 1999
Central Puget Sound Economic Development District 2003 Comprehensive Economic
Devel❑ ment Strategy CEDS =748 KB)
Columbia -Pacific Region Comprehensive Economic Development Strategy (M941 KB)
Spokane Regional Comprehensive Economic Development Strategy
Economic Development Plans in MRSC Library
Return to Economic Development Contents
Page 48
2004 Council Retreat Agenda Packet
CENTRAL BUSINESS DISTRICT DEVELOPMENT
R-*S
Municoal Research & Serviccm Center of H"ashin ton
Updated 02/04
Central Business District - Downtown Development
Contents
Introduction
Assistance for Downtown ❑evelopment
Selected Statutes Applicable to Financing Downtown Development
Program Examples
Sam le Downtown Design Guidelines
Downtowns Developed Around Themes
Introduction
Such goals as promoting the revitalization of downtown to create a vital commercial core as
the center of the community, or to revitalize and increase the economic vitality of downtown,
are frequently articulated in city and town comprehensive plans. These goals are futher
developed by strategies which focus on traffic, transportation links and parking, visual
appearance including signs, pedestrian improvements, safety, locating businesses, and
marketing. In writing on small -city downtowns, Kent Robertson, Professor of Community
Studies at St. Cloud University said, "While every small -city downtown has a different
combination of assets, three broad characteristics tend to apply nationwide: small -city
downtowns are multi -functional, pedestrian friendly, and vital to the community's heritage."
[Small City Downtowns, Urban Land, October 1998.1 Information is provided here on some
of the strategies Washington local governments have used to develop these characteristics.
As with other economic development strategies, downtown development should start with a
community vision and be executed as a cooperative process between the local government
and the local business community. Capitalizing on assets that attract tourists is a viable
option for many of Washington's downtowns. See also Tourism.
Assistance for Downtown Development
CTED Downtown Revitalization
Downtown Revitalization: Some Simple Methods to Inventory and Survey Your Local
Downtown, by Martin Shields,Community and Economic Development Toolbox,
Pennsylvania State University
Main Street.... When a Highway Runs Through It: A Handbook for Oregon Communities
(M 8.6mb), Oregon Transportation and Growth Management Program, 11-99
National Main Street Center Resources and Contacts
Research and Develo ment>
Organizing a Successful Downtown Revitalization Program Using the Main Street
Al2proach (M 1.1mb), CTED Downtown Revitalization Program, 2000
U.S. Chamber of Commerce Programs and Affiliates
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2004 Council Retreat Aeenda Packet
After the Mall, Governing Magazine, October 2002
Selected Statutes Applicable to Financing Downtown Development
See Also Economic Development Laws and Statutes (List), MRSC
Community Renewal Law, MRSC
Community Revitalization Financing, MRSC
Downtown and Neighborhood Commercial Districts - Ch. 35.100 RCW
Revitalizing Downtown and Neighborhood Commercial Districts (W12 KB)(SHB 2437, Ch.
79, Laws of 2002), Budget Suggestions for 2003, Information Bulletin No. 513, August
2002.
New and Rehabilitated Multiple -Unit Dwellings in Urban Centers - Ch. 84.14.RCW
Property Tax Exemption for Multiple -Unit Dwellings Broadened (M12KB)(SHB 2466, Ch.
146, Laws of 2002), Budget Suggestions for 2003, Information Bulletin No. 513, August
2002.
Parking and Business Improvement Areas - Chapter 35.87A RCW, MRSC
Tourism Related See Financing -Tourism, MRSC
Stadium, Convention, Arts and Tourism - Chapter 67.28 RCW
Tourism Promotion Areas - Ch.35.101 RCW (Ch. 148, Laws of 2003)
Program Examples
A number of cities have used the Internet as a place to inform the community of how the
downtown vision is being carried out, and to market their downtowns. The latter is often
done in conjunction with the local chamber of commerce and may appear on a visitor
information Web site.
Downtown Bellevue _ Implementing the Vision
Downtown Camas
Downtown Camas Vision and Implementation Plan (®594 KB)
Camas Downtown Vision Coalition
Downtown Eilensburo
Enumclaw Downtown_ Partnership
Kent Downtown Partnership
Marysville Downtown Revitalization
Port Angeles Downtown Forward
Port Orchard Downtown Revitalization Plan
Pasco Downtown Development Association
Puyallup Main Street Association
Downtown Spokane
Vancouver EconomicDevelopment
Sample Downtown Design Guidelines
Design is important to create the image that is envisioned for the downtown. According to
the Main Street Center, "Good design sells the downtown or neighborhood business district
as it would any other product and deserves equal weight in any economic development
strategy." [Bringing Back Urban Vitality, National Trust for Historic Preservation, 1987?]
Burien Municipal Code Ch. 19.47 - Downtown Design Standards
Covington Downtown Plan (Draft)
Economic Benefit of Trees in the Central Business District
Ellensburg Desicin Standards for the City of Ellensburg, (M 7,084kb) See Section IV.
B.Commercial Development (Adobe Acrobat, In Acrobat document, Choose Go to Page
under View menu, type in page 34 which will take you to Commercial Development)
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2004 Council Retreat Agenda Packet
Kirkland Design Ouildines for Pedestrian -Oriented Business Districts (M 3.4 MB)
Mill Creek Planned Community Business, Town Center Design, Ch. 17.34 Mill Creek Code
(M 347kb)
Redmond Community Development Guider Ch. 20D.40 adopted by Ordinance 1993, July
1998.
S12okane Charting the Future: A Plan for a New Downtown
Spokane Downtown Design Guidelines (M 1.34Mb) - approved by City Council 10-30-00
Spokane Ordinance No. C-32724 (M 340kb) Downtown Plan Zoning Regulations,
adopted 10-30-00
Sumner Urban Design Concept Plan and Design and Development Guidelines, (�
9,188kb) 7/10/95.
University Place Municipal Code Chapter 19.50 - Design Standards for Town Center,
adopted by Ordinance No. 236, June 1999
City of Vancouver Downtown Guidelines Manual, (® 2,333kb) 1995
Walla Walla Ordinance 2003-19 - Interim Design Standards for Downtown (M696kb), 6-
03
Downtowns Developed Around Themes
Each community has a unique identity which can serve as the basis for downtown
development. It might be the preservation of a cultural heritage, such as Poulsbo's
Scandinavian roots or Lynden's Dutch heritage. In some communities the existence of
historic structures from a different era provides a central focus, as in Port Townsend and
Snohomish. For many smaller towns, the preservation and enhancement of the small town or
village atmosphere may be the primary theme on which to develop. Caution should be
exercised if a community chooses to pursue a theme that does not have roots in the
community or is not related to the town's physical location.
Theme Towns: The Pitfalls and Alternatives of Image Making," (M 1,578kb) by Mira
Engler, Small Town, January -February 1994. (Adobe Acrobat)
Bavarian/Scandanavian
Leavenworth - "The Bavarian Village"
Leavenworth Municipal Code, Chapter 14.08 - Old World Bavarian Architectural Theme
Leavenworth - Chamber of Commerce site
Lynden - "Dutch/European"
Lynden Municipal Code Ch. 19.23 (W 888kb) - CS Commercial Services Zones (contains
Historic Business District Provisions)
Lynden Chamber of Commerce
Poulsbo - "The Viking City"
Poulsbo Municipal Code Ch. 18.34 (M 801kb) - Historic Landmarks and Scandinavian
Architecture.
Downtown Poulsbo via CityLink
Western Town Approach
Toppenish -"Where the West Still Lives" and "City of Murals"
Toppenish Municipal Code, Ch. 17.26 (M 754kb) - Design Review District
"The City of Murals" - Toppenish, has over 30 murals bringing to life scenes from the Old
West: railroading, rodeos, farming, aviation events, Yakima Indian Nation scenes and
various historical events. Every mural is an historically correct depiction of the area's
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2004 Council Retreat Agenda Packet
history. [Excerpted from Web site]
Winthrop - "Gateway to the North Cascades"
Winthrop Municipal Code, Ch. 15.08 (M 1,988kb) - Western Theme Exterior Construction
Standards
Winthrop Chamber of Commerce
Downtowns with Traditional Small Town or Village Atmosphere
Langley - "Washington's Most Beautiful Waterfront Town"
A community with a small town atmosphere defined by a beautiful natural setting,
distinctive downtown commercial area, and pedestrian orientation. The downtown area
is located on a high bluff overlooking Saratoga Passage and Camano Island to the north.
It contains primarily retail and commercial services for residents and tourists.
Langley Municipal Code Ch. 18.34 (M 188kb) - Design Review Board
Langley Chamber of Commerce
Walla Walla - "Cradle of Northwest History"
The city worked with a foundation in a private/public partnership to bring about a new
appearance, a new economy, and a new spirit for downtown which was threatened by
the development of a regional mall. The success of the program was evidenced by
increased private investment in a historically sensitive renovation, a substantially lower
vacancy rate than before the mall, a healthier mix of retail and service businesses, a
voluntary expansion of the streetscape design to other downtown areas, and the
introduction of public art into several downtown sites. [Walla Walla Downtown Revival
from 1996 AWC Municipal Achievement Awards]
Historic Downtown Walla Walla
Downtown Walla Walla Revitalization Awards
Downtowns with Historic Districts
LaConner - "Historic Fishing Village"
LaConner Uniform Development Code, Section 3.8 (M 1,902kb) - Historic Preservation
District
LaConner Chamber of Commerce
Port Townsend - "Washington's Victorian Seaport"
Port Townsend Municipal Code, Ch. 17.28 - Waterfront Design Guidelines Overlay
District
Port Townsend Economic Development Element (® 1,560kb) from Comprehensive Plan -
See Tourism and Commercial Historic District Revitalization
Port Townsend PTGuide via CityLink
Port Townsend, Washington 2000 Great American Main Street Awards(tm) Winner
Snohomish - "Antique Capital of the Northwest"
Historic DistrictDesign Standards
Snohomish Municipal Code, Ch. 14.33 (® 562kb) - Historic Overlay
Snohomish Municipal Code, Ch. 14.39 (® 175kb) - Design Review
Snohomish History and Interactive Map of Historic District
Snohomish Chamber of Commerce
Return to Economic Development Contents
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2004 Council Retreat Agenda Packet
ECONOMIC DEVELOPMENT IN EDMONDs BACKGROUND
ov ED4.
CO
Economic Development Program
Est. 14�1�
The Economic Development Director (EDD) is a new position within the City and
will report directly to the Mayor. The EDD will serve as an important member of
the City's executive management team. The EDD will be responsible for
developing, coordinating and implementing an economic development initiative
or program that focuses on enhancing and maintaining the economic vitality of
the city.
Key Elements of the Program
• Create an attractive fiscal climate that maintains a competitive edge
needed to recruit and retain businesses.
• Assist with marketing and information gathering/production to attract new
economic development.
• Work with existing businesses in expansion, relocation, and retention
efforts.
• Establish Edmonds as a destination city.
• Work with Edmonds community associations, organizations, and on
special events.
• Attract investment that builds a vibrant economy, strengthens the heart of
the city, and enhances neighborhood livability.
Work with existing economic development related entities e.g., Edmonds
Chamber of Commerce, Team Edmonds, Snohomish County Economic
Development Council, Port of Edmonds, etc, to strengthen Edmonds'
position as a thriving urban, cultural, and economic center.
• Work with the Development Services and Community Services
Departments on a major 2004 Comprehensive Plan Update as it relates to
economic development. Emphasis should be placed on creating,
supporting and implementing existing and/or proposed economic policies
and programs contained within the Edmonds Comprehensive Plan
including:
o Providing prompt access to information important to economic
activity.
o Facilitating economic activity in commercial areas, nurturing the
entrepreneurial spirit, and fostering public/private partnerships.
o Fostering emerging businesses.
o Facilitating private efforts to implement state-of-the-art technology.
o Updating the Downtown / Waterfront Plan
• Highway 99 Task Force — Work with an existing task force to help develop
a work plan, strategies and achievable actions that will result in
Page 53
2004 Council Retreat Agenda Packet
maximizing business growth and retention of desirable uses along the
Highway 99 corridor in Edmonds.
Work with other City departments and the business community to create a
balanced regulatory environment. Assist in reviewing existing
development regulations to foster a strong diverse economic tax base that
is fair and competitive with surrounding jurisdictions.
Develop quality infrastructure that serves business and residential
interests.
Business Liaison
The Economic Development Director position will serve as the city's liaison,
whose job it is to:
• Help businesses to navigate public processes.
Bring departments together to work through business issues.
• Advocate and publicize issues that are vital to the health of business in
Edmonds.
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2004 Council Retreat Agenda Packet
EDMONDS CENTER FOR THE ARTS
El dM ends Cent
fin- Ili. Arts
470 41h Avenue North
E ITOnd),M homy, to
A LONG-AWAITED CENTEE2 FOR THE ARTS
Ihri!c dMirr'r.'frhonfsl
- -:
R huilteE LOIrrFlArfy
� .
Far more than tr- •iecad.Y. c!J;c .Oi7Qr[;atAd'�QiP1l11i l m.mb�rr
�,., ... p•t''/
h ava 4ndaaroru:! to rn pia ma nt tha cam m U'i lqY. N&On u1 um, atmg
rrgrorml sYrrl�hany,
a firm-dass, ra;irinal Forfnrminq arts Cuntor•tosVPpurtavr strong
yoolh 0F4hC5tr0, tlwn
4nd vavidd.Arti s-:9 a —a fa[i by the. wn nD%I the rrieay,art s and
t heo ter arolps 9rrd
culturaT group% that rail 1•ur rl�v hL4n'ru. Now, tfiin vision is an the
'.I'J. of bamo rsra llin S: The f-mri.r Edmorids High School Is being
rPlirrl l;rpy317 rif
rcnovatied to s+erun as a censer for the cultural arts And a q.sthsrinq
orgnrrrraddna and
,lase for ti+e fpnldents of the city an,! regron. The renpvatiOns 4llt
r, o M rri ilf,rty Lh.L$•
orms*rvo the Arehitarterral Integrity of the mrtctic str ture located
at 4 f fi 4d, Aw. North sn Edmond..
Room REWFAL INFO CONTACT ECA
The re:itallsed fadtlw will be callod Edmondr Ger,tot for C,6 Arts,
The Clympic Oal�nt, Cascade Symphony ;and Chou of tte Socnd
ar. bi-t a raw of :ae gr—ps chat rlll perform at: the citr a. a
-yqulsr basis. LJI.7 nryar.l_atiuns ozpraas0+g an rrty iriq
the canter l n d Lids, tE :e!4,tJ4 Gpaf,r, Norh.ast-h,rm?,:c•
Drcf+ezba, Spacirum D.Yncn and Washinrjtn n Wln� •fm n',��+y,
CREATING A CA-THERING PLACE FOR EVERYONE'
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2004 Council Retreat Agenda Packet
FINE ARTS CENTER OF EDMONDS
Home
Where art mingles with life...
Join
Donate
The Fine Arts Center of Edmonds (FACE) will be
Programs
located in the heart of the Edmonds waterfront and will
Contact
be a Puget Sound destination.
Volunteer
Links
The new facility will itself be a work of art and will
Supporters
include artist studios, display spaces, a gallery,
community art spaces, outdoor sculpture gardens and
classrooms.
At FACE, residents and visitors can come together to
experience the art of Puget Sound,
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2004 Council Retreat Agenda Packet
2010 WINTER OLYMPICS: VANCOUVER & WHISTLER
Background
2010 Olympic and Paralympic Winter Games
What are the 2010 Games?
Flow It the City involved.'
Who is running the SW?
SOLD OUT! Olympic Bid Bamers
2010 Bid Corporation
Events in Vancouver
Olympic Bid Banners went on sale on November 26 and were quickly snapped up.
Estimated attendance
Over 700 banners were sold within hours of going on sale. Thanks for your support!
Cost, Venues and Impact
On July 2, 2003, the City of Vancouver was selected by the International Olympic Committee to be the Host City
Bd cost and funding
for the 2010 Olympic and Paralympic winter Games.
Venues in Vancouver
Venues outside Vancouver
Earlier in 2003, the City consulted with it citizens on their views toward the Olympic bid. Mayor Larry Campbell
Ctty-awned sites
held a series of forums and conducted a plebiscite on February 22, 2003. The results of the plebiscite indicated 64
Development procedures
per cent of Vancouver voters said they supported Vancouver's Olympic bid.
Overat cost
Capital Budget
Cost to the City
The following are some of the answers to basic questions about Vancouver's Bid and the City of Vancouver's
Cost overruns
Involvement.
Concerns of the knpaet
Environmental impact
For more information about the next steps for Vancouver 2010, visit the hinter lain web site.
More Info
BACKGROUND
Bid Book
Mayor's Forums
• Win at are the `?10 Olympk and Paralym0 iv, wlnter vain a s?
Links
. Hpw 15 tie City er Vancouver invo!yedi'
Chronology
. w1ne is mrknirt ti1R a Bid?
. V';ho 15 represented 4n the Van couyet_+J 10 Bld CorBora[k�n?
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2004 Council Retreat Agenda Packet
Notes
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2004 Council Retreat Agenda Packet
4. DEVELOPMENT SERVICES
(4:00 — 5:00 PM)
Session Objectives I Background
Understand policy 1995 Comprehensive Plan based on policy framework of
framework of existing "Designed Infill" (see attached pg. 23 from 2003 Comp Plan, pp.
comprehensive plan II-8 and II-12 from 1995 EIS). Goals based on:
• Maintaining SF residential character;
• Focusing growth into "activity centers" downtown and in the
Stevens Hospital/ Highway 99 area;
• Infill based on compatible design (e.g. design guidelines);
• SF infill based on encouraging PRDs, ADUs, and other SF -
based tools to encourage full development of existing SF
zones;
• These goals intended to avoid up -zoning areas for new multi-
family or commercial development; i.e. focus on fully
developing existing land use pattern;
• Specific plans for downtown, arts, parks, etc. more fully
develot) these goals.
Overview of key policy Key 2004 Comp Plan updates focus on:
issues and plan 1. Downtown/Waterfront plan update;
components being 2. Highway 99 update;
reviewed in 2004
3. Critical Areas Best Available Science (BAS) review and
impact on large lot zoning;
4. Confirm that the city's capacity is adequate for projected
growth to 2025.
In addition to issues in these areas, citizens will be asked to
confirm the over -arching assumptions and goals contained in the
original 1995 Comp Plan — i.e. "Designed Infill" is still the
preferred vision.
Attached 2/25/2004 memo to Planning Board describes status of
various elements being updated.
A consultant contract will be presented to Council in early
March for the critical areas work; this work program will be
coordinated with the Planning Board schedule on the overall
Comp Plan update.
Public process overview • There is no official city-wide newsletter or similar device for
direct mail contact.
• Will use general advertising and newspaper stories/releases
to encourage participation via workshops, open houses,
interactive web -based information services.
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2004 Council Retreat Agenda Packet
■ First set of workshops will likely occur at the end of April.
These will identify the range of alternatives being considered
in the plan update, focusing on options for downtown, Hwy
99, and the critical areas protection/large lot review.
Included in these workshops will be an expanded version of
the Visual Preferences survey done in 1994. Emphasis will
be on providing early reaction and input on the alternatives
being considered.
• Second set of workshops will be in June -July, which will be
focused on obtaining reactions to specific goal and policy
proposals, as well as preliminary BAS-based critical areas
update. Actual proposals for how to deal with the critical
areas/large lot relationship will be reviewed with the public
at this time.
• Public hearings would be underway at the Planning Board
level by September, with Council review scheduled for Nov -
Dec.
Session Outcomes I Background
Agree on work program . Confirm that "Designed Infill" is still the city's overall
objectives and policy direction.
framework . Confirm that the items being considered in the 2004 plan
—update are the "must do" elements for this year
Set key policy decision . Confirm how and the when the Council wants to be involved
points for Council during in the plan update process. Options include:
process o Be briefed during Council work meetings prior to
public events (i.e. describe purposes of workshops
and issues to be presented — but depending on timing
it is unlikely that all of the public information
materials will be available for Council review);
o Be briefed during Council work meetings after public
events (i.e. recap "what we heard");
o Be invited to public workshops;
o Present or forward Planning Board issue/discussion
papers to Council. An option here would be to simply
send copies of Planning Board packets on these items
to Council members without scheduling a formal
review — or allow the Council's CSDS Committee to
discuss these items and share thoughts with the other
Council members during their CSDS Committee
reports.
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2004 Council Retreat Ap-enda Packet
Anything we've missed? Comprehensive Plan updates are annual events. It is
Follow-ups for 2005 and beneficial to be thinking in terms of what issues are likely to
beyond... arise in coming years rather than wait for them to happen.
Other policy items that are discussed during the retreat
should logically lead to plan amendments that need to be
incorporated into the Comprehensive Plan.
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2004 Council Retreat Agenda Packet
LAND USE CONCEPTS
The VISION2020 regional plan establishes a strategy for the Puget Sound region of
central places framed by open space and linked by efficient, high capacity transit. While
the history and character of development in Edmonds does not support its designation as
one of these regional centers, the concepts developed in VISION2020 are supported in
the Edmonds Comprehensive Plan. The approach proposed in Edmonds is to strategically
plan for future development in two activity centers based on the "Activity Clusters"
described in VISION2020:
"These central places are smaller than the subregional and metropolitan
centers and are not necessarily located on, or directly served by, the regional
rapid transit system. They are not designated to receive a major share of the
region's employment growth, although they will certainly continue to see
some new employment and residential development. Transit service will
focus on connecting these places to the regional rapid transit system and to
the adjacent metropolitan or subregional centers. In contrast with the
subregional centers, the growth in employment in an activity cluster is for
services oriented to serving the local residential community. In contrast with
the small towns, activity clusters are part of the urban/suburban landscape;
they are not separated from other areas by open space, agricultural lands or
water. " [Vision 2020, October 1990, page 24]
Activity Centers in Edmonds are intended to address the following goals:
❖ Provide a pedestrian -oriented streetscape environment for residential and
commercial activity.
❖ Encourage mixed -use development patterns that provide a variety of
commercial and residential opportunities, including both multi -family and
small -lot single family development.
❖ Build on historical character and natural relationships, such as historic
buildings, slopes with views, and the waterfront.
❖ Encourage transit service and access.
❖ Strategically plan for development and redevelopment that achieves a
balanced and coordinated approach to economic development, housing, and
cultural goals.
❖ Coordinate the plans and actions of both the public and private sectors.
❖ Provide a context for urban design guidelines that maximize predictability
while assuring a consistent and coherent character of development.
2003 Comprehensive Plan — Land Use 23
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2004 Council Retreat Aeenda Packet
PROPOSED ACTION— DESIGNED INFILL
Under the proposed Comprehensive Plan (Proposed Action), the city would not change
significantly (See Figures 2, 3 and 4). Single-family residences would remain the predominant
housing type with neighborhoods experiencing modest infill at compatible densities where vacant
land is available. Accessory dwelling units, consistent with the requirements of the Washington
State Housing Policy Act, would be assumed to occur in approximately 5 percent of total single-
family units. New multi -family development would occur primarily within the downtown and the
Stevens Hospital/Highway 99 area. City- wide, a slight increase in residential density would
occur. Housing affordability would be encouraged by infill, secondary or accessory housing units,
and by increased multi -family opportunities within Activity Centers. Overall, approximately
4,500 additional residential units and approximately 6,000 additional people would be
accommodated within the city over a 20-year period.
Two activity centers would be designated — the Downtown/Waterfront and the
Medical/Highway 99 Activity Center (the area adjacent to Stevens Hospital and the Highway 99
corridor). Activity centers would provide a focus for increased commercial and multifamily
growth within a framework of special design guidelines. Development would be small-scale
mixed uses with a strong emphasis on pedestrian access. Overall, approximately 3,000 additional
jobs and 4.7 million square feet of additional commercial/retail space could be developed.
The Downtown/Waterfront would be strengthened as the primary activity center for the city
including commercial, governmental, and cultural activities. The Downtown/Waterfront
Plan provides detailed land use plans and design guidelines intended to provide a blueprint for
future development. Key elements include relocation of the existing ferry terminal (relocation of
the ferry terminal and related land use impacts will be evaluated in subsequent environmental
documents addressing the multi -modal transportation facility) and integration of the existing
downtown core with the waterfront. Increased pedestrian access including a continuous shoreline
walkway; improved traffic circulation and parking improvements; and mixed -use developments
are principal elements of the plan.
The Medical/Highway 99 Activity Center would incorporate a mix of uses including a master
planned area for a new senior high school campus and a master planned expansion of Stevens
Hospital as well as office, retail, and multi -family uses. Improved pedestrian mobility and transit
access would be key elements. The character of development adjacent to Highway 99 would
remain auto -oriented, although commercial and office uses would increase in density and
intensity and design improvements would be encouraged.
Implementation would emphasize design -oriented standards and regulations. Compatibility of
residential infill and redevelopment with neighborhood character would be addressed through the
use of urban design guidelines. Increased pedestrian access and transit service would occur within
Activity Centers which would be integrated with a regional transit system.
City of Edmonds Comprehensive Plan Draft EIS 11--8
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2004 Council Retreat Agenda Packet
MAJOR LAND USE PLAN POLICIES
Highlights of the policies of the Proposed Action are summarized below. This section is a
selective summary and paraphrases proposed policy language; the full tort of the policies
is included in the review draft of the City of Edmonds Comprehensive Plan (March
1995). The plan is intended to establish a concept for the city's long-term growth and
development. A primary objective is to maintain the character of the community while
strategically planning for change within desired ranges for growth. Major policies include
the following:
• Citizen participation should be a significant factory in decisions affecting the growth
pattern of the community.
• Sufficient resources should be provided to insure established levels of community
services as well as open space, parks and other recreational facilities.
• Commercial and industrial uses should support the residential nature of the city rather
than become the dominant activities.
• New development should preserve light, privacy, views, open spaces, shorelines and
other natural features and prevent pollution of air, water, noise and visual amenities.
• Residential growth should promote a balanced mix of income and age groups.
Land Use Concepts
The Proposed Action would designate two activity centers based on the "Activity
Clusters" described in Vision 2020. In general, activity centers would be intended to
provide a pedestrian -oriented streetscape environment for residential and commercial
activity; encourage mixed -use development patterns that provide a variety of commercial
and residential opportunities, (including both multi -family and small -lot single family
development); and build on historical character and natural relationships, such as historic
buildings, slopes with views, and the waterfront. Transit service and pedestrian access
would be encouraged within the activity centers.
Policies are directed toward strategic planning for development and redevelopment in
order to achieves a balanced and coordinated approach to economic development,
housing, and cultural goals. Plans and actions of both the public and private sectors are to
be coordinated. Urban design guidelines that maximize predictability while assuring a
consistent and coherent character of development are to be applied to development within
activity centers.
City of Edmonds Comprehensive Plan Draft EIS 11-I2
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2004 Council Retreat Agenda Packet
COMPREHENSIVE PLAN AND CRITICAL AREAS WORK SESSION
Edmonds Planning Board
Agenda Memo
Meeting Date: February 25, 2004
Agenda Subject: Work session on issues and background information on the 2004
amendments to the Comprehensive Plan and Critical Areas regulations.
Staff Lead / Rob Chave
Author:
Initiated By: ❑ City Council ❑ Planning Board Q City Staff ❑ Citizen Request
Q Other: State Mandate
This is a review and update of upcoming issues related to 2004 amendments to the city's
Comprehensive Plan.
The 2004 plan update will include the following actions:
• Capacity and density review to accommodate new projections and maintain consistency
with GMA standards (this includes information on the city's large -lot zoning and its
relationship to critical areas protection);
• Downtown/Waterfront Plan review — including configuration and extent of CBD;
• Review of Highway 99 policy and action plan;
• Update of urban design policies from the urban design guidelines project;
• Update of historic preservation policies;
• Review of specific areas of interest (these include areas that have been looked at in recent
years but not necessarily resolved — e.g. some properties still designated for single family
along SR-104 east of Westgate, which includes two specific plan amendment requests
submitted by the individuals).
As previously highlighted to the Board, the update of the Comprehensive Plan will form the
overall framework for the 2004 work program. Work on the city's critical areas regulations will
provide input into the Comprehensive Plan update, because critical areas evaluations and best
available science will affect capacity and density considerations — especially in the northern part
of the city. We are currently in the process of selecting a consultant team to perform the work
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2004 Council Retreat Agenda Packet
related to the update of the critical areas regulations. We anticipate that the consultant selection
process will be completed by the beginning of March.
To update the Downtown/Waterfront plan, the Board has created subcommittees to address
different aspects of the plan. These subcommittees are:
• Downtown/Waterfront Plan Review
• BC/North Plan Area
• Arts and Parks
The review of the Highway 99 area is being undertaken by the Highway 99 Task Force; they have
been holding workshops and focus groups and should be assembling their recommendations by
the end of the first quarter of 2004.
Staff intends to update the Urban Design element of the Comprehensive Plan with the goals and
objectives from the urban design guidelines study. The urban design guidelines themselves are
currently being reviewed by the Council's Community Services/Development Services
Committee, and there is a commitment to forward elements of the guidelines to the full Council
for consideration during the coming months.
Similarly, the Historic Preservation Commission has requested an update to the Historic
Preservation goals and policies contained in the Comprehensive Plan to reflect the current state of
the program in Edmonds (establishment of the Commission, preservation program, etc.).
Staff intends to provide an updated schedule for completing these various tasks for the Board's
March l0a' meeting. This should enable us to include the consultant's work program for the
critical areas update.
In the meantime, we are including some relevant background material with this memo.
1. Snohomish County is updating its comprehensive plan this year. A packet of material
summarizing the initial plan alternatives being considered is attached. According to
County staff,
"Alternative 1 basically maintains the current future land uses with only
minimal changes while the other two alternatives suggest land use
changes to accommodate larger amounts of expected future population
and employment. The Future Land Use Alternatives are depicted two
ways. One style of map shows only the areas slated for change. The
second style shows all future land uses plus the proposed changes."
2. The Puget Sound Regional Council is also updating the regional plan, Vision 2020. This
update will extend into next year, but the process is beginning now. A summary of issues
identified in the first scoping workshop on the plan is attached.
3. Snohomish County has nearly completed its annual growth report for 2003, summarizing
data on growth and development within the county. Excerpts of the draft report are
attached. References to "2012" population or employment targets are to the targets that
existing comprehensive plans had to plan for; the 2025 targets are those that the new,
updated plans have to address.
The City of Edmonds has chosen its initial growth target for planning purposes. Background
about this decision is contained in the final attachment.
Page 66
74f
...what are
we really trying to accomplish?
7A ... is it that
we want all buildings 25' or 30'
tall?
7A
... or do we
really want interesting and
pleasing looking buildings with a
pedestrian scale?
The three basic roof forms
M"
esidential
The three basic roof forms
ommercial
T
roof is the roof form of choice for residential
' �F � � •-�,1 �� s',�� _ail � '.,
z ,•, 1 r 5i`� �firLii FD _
PT roof is the roof form of choice for commercial
— ,. :.c' .. . �..,� „ram•-,- .� ;..
i ' 1' r ¢ . !� �.�� . .ram +w• h. ►.�L►• �. �S:
C* roof has always been the choice for
commercial
C* roof is so important in commercial that many
hide their pitched roofs behind a facade
his house from the late'60s is fairly }Main
-77
�he in the market today is to modulate and
embellish both residential and commercial
W jail,
IFII
ild,
t.
04— embellish both residential and
commercial
I
eon commercial buildings are like elegant
porches an residential homes
9hese features add to buildings
ere is an example of what we begin to loose when we
take away those features
� -4
��;�•-�'1 � kJ'���i•�Cyf;Z'.: .� y, - 'i1�!Y-Y; .Y1i�ri�.�. -
- - - - ��f• i'-:: r_w�.L,L��ir��. ,` L.iJ�.,f ice. _ -
he more we take away the more plain the building starts
to took
d2ofFchitectural features that are confined below the
roofline are as interesting as those above
feature like this turns an old car dealership and
service station into an amenity to the city
ghis Incredible, could not be built today
cries out for an architectural feature at its
entrance
J
' � � .l:" -;�. r r� �7.��; .. I•.}y�G'n 'r�a-.ro F'i
We also many first floor commercial uses by
limiting ceiling height. Is this what we want?
� in a �_ ■��, ■r � � - -
9his is a straight out of our code.
ro-rl PEA
here is to add a residential roofline between
25' and 30' - if the extra 5' isn't usable
ecognize the trend
... modulation is required today
because of competition and
market demand
ecognize flat roofs
... are the roof form of choice
for commercial buildings
ecog n ize flat roofs
... are the roof form of choice
for commercial buildings — and
that they are not inherently evil
adulation must he evaluated from the street - in
perspective - not in two dimensions
e ought to consider allowing interesting architectural
features
?fit
... We
need to be reasonable in our
expectations ...
... and recognize that what we
really want is nteresting and
leasing looking buildings with
a pedestrian scale
Roof Modulation Presentation
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2004 Council Retreat Agenda Packet
5. LEGAL
(POSSIBLE EXECUTIVE SESSION 5:00 - 6:00)
SESSION OBJECTIVES
➢ Discussion of Rules of Procedure
➢ Review Rules of Procedure in light of
Statutory Changes
SESSION OUTCOMES
➢ Revise Rules to Reflect Council Policy
Objectives
➢ Make Rules Clear and User friendly for the
Public
➢ Get City Attorney out of the normal hearing
process
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2004 Council Retreat Agenda Packet
1
RESOLUTION 292: COUNCIL MEETING PROCEDURES
RESOLUTION NO. 292
A RESOLUTION OF THE CITY OF EDMONDS, WASHINGTON,
ADOPTING RULES OF PROCEDURE FOR CONDUCT OF
COUNCIL MEETINGS.
WHEREAS, it has been determined by the City Council that
more formal rules of procedure are necessary for the efficient
and orderly conduct of public meetings, now, therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, that the rules of procedure attached hereto;,
identified as Exhibit A and incorporated in full by this
,reference are hereby adapted as the rules of procedure for all
meetings of the City Council of the City of Edmonds, Washington.
RESOLVED this 5.th day of February , 1974.-
APPROVED:
ATTEST
PASSED BY THE CITY COUNCIL: February 5, 1974
FILED WITH THE CITY CLERK. February 1, 1974
---
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2004 Council Retreat Agenda Packet
A. GENERAL RULES OF PROCEDURE.
1. 'Obtaining floor_. Before a member can make a
motion or address the body upon any question, it is
ne:oessary that he obtain the.. floor by being recognized
by :the chairman. If two or more members shall request
-the floor -at the same time the chairman shall recog-
nize the fiat member requesting recognition.
2. Second. when a member obtains the floor- and
mak.ps a mctioa, that .is in order, the chair should
immediately inquire if the motion is seconded; if sec-
'und.ed thrs maker of the motion should then be regarded
a s having the refusal of the; floor in preference to a 1 l
oth-r members.
3. Modification of motion., Before a:ny subject is
open to debate_ it is neC.essary, first, that a motion be
made by a member who has. the floor; second, that it be
siaccrideel; and third, that it be stated by: the. chadxman.
This does not prevent, stiggest:ions of alterations, be-
fore the qu.est:ian is :stated by the: chairman. The chair -
cram may consult the mecrbers before stating the question
to clarify the motion. The member who offers the motion
until it has been states] by -the chairman, can modify his
action, or withdraw it entirely after it is stated he
cali ft neither, without the consent: of the body (major-
jiy). Fur example, theot mover may stab, - "With the con -
EXHIBIT A.
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2004 Council Retreat Agenda Packet
sent of the body I will modify my motion to state as
foLlows, ; + *" If no one objects it shall be deemed
that he hats the consent of the body to modify his w
motion. when the mover modifies his motion, the one
who second$ 'it. can withdraw his second.
4. Stating _the question. After a question has
been stated by the chairman, it is in the possession of
the body F.:or debate; the mover cannot withdraw Or modify
it gxcopt by obtaining leave from the body as just
described, 'or by moving an amendment,
5. withdrawal or substitution of motion.- Vffien a
question is before the body and the, mover wishes'. to
withdraw or modify it, or substitute a different one in
its place, with consent of the body, the chairman: shall
grant; permlNsion; if any objection is made$ it will be
necessary to obtain leave: to: withdraw by a motion: for
that purpose. This motion Cannot be: debated cr amended.
When a rgotion is withdrawn, the effect is the same as
if it had never been made.
6. Abstention from votin . Any member may abstain
from voting on any question, provided, at the time of
declarinq his abstention he shall 's.tate the reason.
?. Standing to question -procedure s These rules
shall govern the parliamentary procedures of the members
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2004 Council Retreat Agenda Packet
and by the members only. Procedures may be questioned
only by members of the body, and then only in accordance
with these rules. The decision of the chair will be
final and conclusive as to all, subject only to.a motion
by a member of the body,- duly and timely made, in which
case the ruling off the body shall be final and conclusive..
Nothing in these rules will be construed to prevent the
chairman or a member from requesting aid its the inter—
'pretation of these rules or other matters from the City
staff or 'cfficials. '
S.. Precedences. Motions, having precedence are those
that may be made while. another motion is pending.
19. To -yield. Motions yield w.tiett they are pending
and: another matter can tie considered while the yielding
M()tion stall. pend.s.:
10. Applied. Where a motion can have no subordinate
nrtit.�r► appl iecl to it, th.e fact is stated. For, example,
the mo:tioil to continue may not be applied to the motion
to lay on, the table.
11. Debate. Debate shall ,not tape place until the
chair has stated the question. Debate shall be limited
`to the immediately pending question, except that the
main question is also open when the following motions
are pending; postpone' indefinitely,. or reconsider a
debatable cuestion .
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2004 Council Retreat Agenda Packet
12. Putting __the. at�estion. When the debate appears
to have closed the chair will ask, "Are you ready for
the question?" If no one asks for the floor he shall
put the.ques•tion to vote, making it clear what the
question is.
13. Majority. A majority of those present shall
C`OnStit.ute ai majority of the body assuming a quorum is
present. The chairman has the tie breaking, vote..
S. SPECIrIC RULES of PROCEDURE. The following motions are
permissible in considering any matter on the agenda, and
unless :otherwise specified shall rank in precedence and
app-lication as act Forth numerically below.
1. UNDEBATA$Lr MOTIONS.
s. Question of order and appeal. A question,
of order takes precedence of the question giving
rise to it, maybe pti.t when another member has
the flour, needs no second, and must be decided
by the chairman without debate. If a member
objects he, may appeal, which if seconded, will
immediately be put to the body. An appeal is
waived if not: made immediately. on appeal, the
decision of the chair is sustained on a tie vote.
b. Suspension of rules. This motion may not
be amended, nor another motion be applied to it,
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2004 Council Retreat Agenda Packet
nor a vote on it reconsidered. Rules .of the
body may not be suspended except for a definite
a-nd specific purpose: and by a vote of one more
than a majority present. Nothing else may be
done, under the suspension. It may not be
renewed. at the same meeting if once defeated.
It shall be in order to change the order of the
agenda, without auspending the rules. No rule can
be suspended when the negative vote is as laege as
the minority protected by that rule.
c. To Lav on_th� table. This motion may
not be. used for purposes of continuance of a
matter: which has been specially called for pub-
lic hearinq, wh-iah is done by a motion to con-
tinue. it may not be amended nor an of firmat:ve
vote on it be .reconsidered.
11. carried the subject tabled may not be
considered again until' tripe body votes to take it
from the table, which motion is also undeba:table.
The object o,f the motion is to postpone the
subject in such a manner that it can be taken
up at any time, either at the same or some future
meeting. It may be used to su.press a question
for that: meeting, but: not for a matter for which
a public meeting has been specially setThe
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2004 Council Retreat Agenda Packet
effect of the motion is to place on the: table
everything that adheres, to the subject, so'that if
an amendment be ordered to -lie on the table, the
subject which it is pzaposed to amend is also
tabled. However, it may be limited to the par-
ticular pending matter and if so adopted -the,
remaining matters shall still be before the body.
After demand for the previous question up
to the time of taking final action under it, it
is in order to move that the main question be
laid on the table. Passage requires the Vote of
one more than. a majority of the members present.
d. The previous [ru^stion. This motion is
not amendable and applies to any debatable
question, but is not debatable itself- It re-
quires the vote of one more than a majority of
the members present for its adapti.on. When
called, and seconded, the chair shall immediately
put the quest:ion,. If the motion fails to carry
by a majority plus one of the members present,
the debate will continue as- if the motion had
not been made. if .adopted the chair `shall immed-
Lately bring the body to vote upon the pending
question_
If applied to an amendment to a pending
0
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2004 Council Retreat Agenda Packet
question it brings to a, vote not only, the motion
to amend but also the question to be amended.
However, the motion for the previous,: -question
may be limited -to the: pending amendment, and, if
adopted, debate will be. closed only to the motion
to amend.
It shall be proper for a member to submit a
motion and move the previous question. thereon
and thus cut off debate on the Motion. In this
case the chair shall, first put the Motion for
previous question to vote.
2. DEBATABLE MOTIONS.
a. Cv_ntinuCo_to a certain day: This motion
yields to a1L uhdeba'tab.ie motions.,, and take
precedence of all other debatable motions, except
that it may be amended by altering the time, and
the previous question can be applied to it with-
out: affecting any other motions pend,i,ri:y.
b. To commit or refer: This motion is to
commit or refer a matter to a committee.- It can
be amended by altering they committee, or giving
the committee instructions. The debate on the
motion open-s:the_debate 'on the main question it
is proposed to counit.
c. To amend. This motion takes precedence
.,-7-
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2004 Council Retreat Agenda Packet
over nothing but the question to which it is
proposed to amend and yields to all questions
except to postpone- indefinitely. It can be
applied to all but undebatable questi:onsi, an
amendment of an amendment, to postpone indef-
initely or to reconsider. It can be amended
itself, but an amendment of an amendment cannot
be amended.
An aman.dment may be inconsistent with the one
already adopted, or may be directly in conflict
with the spirit of the original motion, but it
must have a direct bearing upon the -subject; of
that motion. A motion to amend by insetting new
words once passed may no.t.be the -subject matter
of a new amendment to; change the same words.
The proper motion is the motion to reconsider
the vote by which the words were inserted.
A motion to amend may be made to "divide
the question" into two or more questions as the
mover specifies,, so a% to get a separate vote on
any particular point:, or points.
d. To costrone indefini.telS This motion
takes precedence of nothing except the question
to which it is applied.and yields to all motions
except to amend. It cannot be amended, and opens
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2004 Council Retreat Asenda Packet
to debate the entire question which, it is proposed
to postpone.
I.t-s effect is. to entirely remove the question
from the body for that session_ The previous
question, if ordered when this motion is pending,
applies only to it without aEfecting the main
question.
It cannot be applied to a matter that has
been s.peciaLly set for public hearing. A negative
vote on it cannct Fie reconsidered. s
e. Pri.ncival uuesti on. The main or principal
question is a motion to bring before .the body, For
its con=sideraticn any partic:;lir sub'1:oct. No
Fir.Lncipat motion can be mace when any other motion
i`s i;efore the hotly. It takes precedence over
nothing and yi21ds tc all.
:Co MSS.CELb%%. EO'JS ~MOTIONS.
1. To rescind. This motion cannot rt-:male for a
matter Lhat has been voted upon, for whictr a matter has
been, specially called for publie hearing. However, for
other: matters: to which it is appropriately addressed, as
aih.eru it i,s too late to reconsider the vote, .he motion
is the course to pursue to rescind an objectionable
policy, order or motion; it is: debatable.
2. Tc reconsider. This motion is not in order after
the body has voted upu n the principal question which is
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2004 Council Retreat Agenda Packet
the subject matter of a specially called public hearing
unless made immediately after thereon and before any mem-
ber of the public has left the public hearing. It ie
otherwise in order at any time, even when another member
has the floor, but not after that session has adjourned.
It must be made by a member who voted with the pre-
vailiny side. It can be applied to the vote Of every
other question, except as noted above, and except to
susliond the rules and an affirmative vow to lay on the
table or, to take from the gable.
The motion may not. he amended. Whether or not it is.
danat•,Wc &-nand, upon whether the question to be recon-
sidere:J i4 debatable or undebatahle. It may be laid on
thu table, in which case, the reconsideration, like any
ctb r question, can be taken from the table.
s
3. Roll calL. Any member may demand a roll call
t
vote any time ef:ore or after any question is. put. The f
demand needs no second and the chairman must ask for a I
roll call. vote on demand. It is not debatable and may be
applied tc- .any quest:ic"'A. It is wail-- if after the vote
it is not immediately made and prior to the next matter
being considered.
.10.
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RESOLUTION 463: PUBLIC HEARING PROCEDURES
RESOLUTION NO. 463
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF EDMONDS, WASHINGTON,: ADOPTING RULES OF
P-ROCEDURE FOR CONDUCT OF HEARINGS.
WHEREAS, the following Rules of Procedure will enable
the City Council to conduct public hearings in an orderly manner
and therefore be of benefit to the public, now, therefore,
The: City Council of the City of Edmonda, Washington,
hereby resolves that the Rules of Procedure for Conduct of
Public Hearings, dated February S, 1980, attached to this Reso-
lution and incorporated in full by this reference are adopted as
the rules of procedure for all, public hearings before the City
Council.
RESOLVED this 26 day of February, 1980.
APPROVED!
MAYOR, H. M. HARRISON
ATTEST/AUTHENTICATED;
CITY CLERK, IREUR VARNEY MORAN
FILED WITH THE. CITY" CLERK: February 12, 1980
A
—1—
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DATED 2/8/80
RULES OF PROCEDURE FOR THE CONDUCT OF
PUBLIC HEARINGS
The format for public hearings conducted by the City
Council should be as follows:
1. A request to have the City Attorney or staff member
read or otherwise paraphrase the scope of the particular hearing
(the purpose, of the hearing.) and advise the Council of the appli-
cable criteria that they Must consider in the course of their
review. The purpose of this is to advise the Council before they
receive all of the input and testimony as to what items they should
be looking at and paying the most attention to during the course of
the ensuing hearing.
2. The hearing should be commenced with a staff
report to the City Council together with the staff's recommenda-
tion.
3. The Council should direct any questions they have
at that time to the staff;
4. The hearing should be open to permit the applicant
to make a presentation to the body hearing the matter,
5. Questions from the body should be directed to the
applicant.
6. The hearing should be opened to the audience as a
whole preferably a sign up ,list should have been circulated. If
a sign up list has been circulated you then have an indication of
the number of persons desiring to speak which may be weighed
Against the amount of time available that evening for the public
hearing. The City of Bothell utilizes a method of allocating a
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2004 Council Retreat Agenda Packet
stated,amount of time to the hearing and giving each person who
has signed up an equal amount of time to. speak. Frequently, per-
sons who have signed up waive their opportunity to speak which
leaves time to be further allocated to those who wish additional
time. I£ the time allocated for the hearing is exhausted the
hearing can then be continued to another date if such is necessary.
The sign up list also provides a backup list for the Clerk who is
having to take the minutes for the name and address of the speaker.
In addition, it provides an orderly process for the calling of
speakers. It also assures that each person is given an opportunity
to speak before those who have already spoken are given an additional
opportunity to speak.
7. Each person speaking whether it be the applicant
or a member of the audience should be required to come to the
podium that is tied into the recording machine and before giving
their position should, for the record, state their full name and
their residence address. At the time all of the names on the
list have been called and have either waived the opportunity to
speak or have spoken you may then ask if there are any other
persons who desire to speak that have not yet had the opportunity
to speak and who had not signed on the list. If there are any
then those persons should be allocated the same amount of time if
there is such time remaining.
8. When all who desire to speak have had an opportunity
to speak then, in the -event there is hearing time remaining, and
in the event there are those who have already spoken that have
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2004 Council Retreat Agenda Packet
something additional in the way of input then additional time may
be allocated to them.
g. If at the conclusion of the time allocated for the
hearing there are still persons desiring to speak that have
additional input and information then the hearing time may either
be extended or may be continued to a date certain in the future.
10, As photographs, maps, slides, letters, invoices*
memorandums, petitions or any other documents of any nature are
presented to the Council in connection with the hearing each one
should be identified at the time it is presented and an exhibit
number assigned to it. The Clerk should maintain an exhibit
number list and ascribe the exhibit number on the face of the
particular exhibit and note the date of subTrdsSion on it.
11. Councilmembers should in every instance first be
recognized by the Chairman before asking questions or providing
other input. The purpose of this is for the Chair to specifically
recognize the Councilmember about to speak by name: so that the
record accurately reflects who is. speaking at the time.:
12. Each person who speaks a second time or who respond
to a question should come to the podium on each occasion and
again re -identify themselves, by the giving of their name. The
giving of the address the second time is not necessary.
13. Any questions that any Counc lmmmber has of any
member of the audience or of the applicant should be addressed to
those person or persons prior to the closing of the hearing.
Once the hearing is closed no additional testimony may be taken
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2004 Council Retreat Aeenda Packet
and the Council will be limited to questions of clarification to
the staff only.
14. Councilmembers should avoid whispered conversation
between themselves during the course of the hearing. These
conversations are semi -intelligible on the tape recording and may
jeopardize the record since there then is obviously evidence or
part of the record that cannot be ascertained as to what was
said should the case be on review. When the public has completed
their input the applicant or appellant or their designated repre-
sentative should .be given a brief opportunity for rebuttal. Upon
conclusion of the rebuttal if there are no more questions for any
member of the audience or the applicant the hearing should be
closed.
15. It should also be noted that proponents or opponents
do have a right of examination of persons who have given testimony
at the hearing. However, these: questions should in every instance
be directed through the Chairman of the meeting and not directly
to the person whose response is being elicited. For example., the
person would request that the Chairman ask person X for an answer
to a given question. The Chairman would direct that person to come
to the podium, identify himself and give a response. At the con-
clusion of that response any additional questions from that person
or other persons should be handled in the same manner. That is
one question at a time, each question always channeled through the
Chairman to the person whose response: is being elicited.
16. At the conclusion of the hearing the Council should
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2004 Council Retreat Agenda Packet
a.
commence their deliberations. Obviously it is preferable that the
deliberations be completed on the night of the hearing•. This,
however, is: not mandatory and the Counc:il's deliberations may be
continued to a date certain in the future." Continuance should be
avoided at all costs if it can be.
174 During the course of deliberation and discussion
the pros; and cons of the project or appeal should be thoroughly
and completely discussed particularly as they relate to the criteria
to be applied in the particular matter.
18. Any motion for action should as fully and completely
as possible include a statement of conclusion or factual findings
that are: forming the basis for the motion:. For example, Mr. Chairmar
after a review of the file and having heard the testimony from. the
hearing and having visited the site or otherwise being familiar -with
the particular site I find that the proposed whatever satisfies the
criteria, or does not satisfy the criteria for the following reasons
(list .them 1, 2, 3, 4, 5, etc.). It. Mould not hurt to actually
draft: these out in advance of making any motion. At the conclusion
of this statement of findings and conclusions then the person should
say "for the foregoing reason(s) I move that the application or
appeal be approved, denied or modified in whatever respect, it should
be so modified." Assuming the motion is seconded discussion
should then, ensue. The Chairman may call upon each member to
state their reasons for or against the particular motion. At the
conclusion of that the Chairman should then call for a vote upon.
the motion.
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2004 Council Retreat Aeenda Packet
19. At the conclusion of the taking of the vote and
the announcement of the deci:sio.n the Chairman should at that time
advise the audience on the r.eco:rd,what the: appropriate; appeal pro-
cess i:'s.. This. can be dons either by the Chairman himself or by
the Chairmanl directing such: an: inquiry to the . Ci.ty Attorney or
other staff member.,
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H-4257.1
PUBLIC DUTY DOCTRINE
HOUSE BILL 2881
State of Washington 58th Legislature 2004 Regular Session
By Representatives Lantz, Carrell, Clibborn, Moeller, Newhouse, Lovick,
Schual-Berke, Darneille and Kagi
Read first time 01/22/2004. Referred to Committee on Judiciary.
AN ACT Relating to tort liability of governmental entities;
amending RCW
4.92.090 and 4.96.010; and adding a new section to chapter 4.24 RCW.
BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF WASHINGTON:
NEW SECTION. Sec. 1. A new section is added to chapter 4.24 RCW
to read as follows:
(1) In any tort action filed against a governmental entity or its
past or present public officials, for actions taken in a governmental
or proprietary capacity, no liability may be imposed unless the conduct
breached a duty owed to the injured person as an individual, rather
than to the public in general.
(2) In addition to the limitations set forth in subsection (1) of
this section, liability may only be imposed if:
(a) The terms of a legislative enactment specifically state a
clear intent to identify and protect a particular and circumscribed
class of persons, and the injured person is within this class;
(b) A public official responsible for enforcing statutory
requirements had actual knowledge of a statutory violation, failed to
take corrective action despite a mandatory statutory duty to do so, and
the injured person is within the class the statute is intended to
protect. In addition, if the plaintiff alleges a breach of a duty to
enforce a building code, the plaintiff must establish the public
official had actual knowledge that the violation created an'inherently
dangerous condition;
(c) There was direct contact or privity between the public
official and the injured person which sets the latter apart from the
general public and the public official, in direct response to a
specific inquiry, provided express assurances directly to the injured
person which the injured person justifiably relied upon to his or her
detriment;
(d) A duty to warn or to come to the aid of a particular person
existed.
A duty to warn or come to the aid of a particular person exists only
when: (i) In response to a report of an emergency, express assurances
of a successful warning or rescue are given by the governmental entity
to the person or one in privity with the person; (ii) the particular
person or the person in privity reasonably relies upon the assurances
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2004 Council Retreat Aeenda Packet
to his or her detriment; and (iii) the person incurs bodily injury or
property damage as a result of the governmental entity's negligence; or
(e) Under circumstances relating to persons under the supervision
of a governmental entity as set for herein. Certain governmental
entities have a responsibility to supervise in the community persons
charged with or convicted of a crime and not in physical custody or
confinement. No governmental entity shall be liable for personal injury
or property damage a supervised person caused unless the governmental
entity had actual knowledge that a specific person, as opposed to a
member of the public at large, was in imminent danger of personal
injury or property damage from the supervised person.
(3) Nothing in this section diminishes any immunity or defense
that may otherwise be applicable to the governmental entity and/or its
past or present public officials.
(4) Unless the context clearly requires otherwise, for the
purposes of this section:
(a) "Governmental entity" means the state or a county, city, town,
special district, municipal corporation as defined in RCW 39.50.010,
quasi -municipal corporation, public hospital, or interlocal
organizations created by interlocal agreement between local
governmental entities.
(b) "Public official" means an officer, employee, or volunteer of
a governmental entity.
(c) "Volunteer" has the same meaning as defined in RCW 51.12.035.
Sec. 2. RCW 4.92.090 and 1963 c 159 s 2 are each amended to read
as follows:
The state of Washington, whether acting in its governmental or
proprietary capacity, shall be liable for damages arising out of its
tortious conduct to the same extent as if it were a private person or
corporation. The liability of the state under this section is subject
to the provisions of section 1 of this act.
Sec. 3. RCW 4.96.010 and 2001 c 119 s 1 are each amended to read
as follows:
(1) All local governmental entities, whether acting in a
governmental or proprietary capacity, shall be liable for damages
arising out of their tortious conduct, or the tortious conduct of their
past or present officers, employees, or volunteers while performing or
in good faith purporting to perform their official duties, to the same
extent as if they were a private person or corporation. Filing a claim
for damages within the time allowed by law shall be a condition
precedent to the commencement of any action claiming damages.
The laws specifying the content for such claims shall be liberally
construed so that substantial compliance therewith will be deemed
satisfactory.
(2) The liability of a local_ government under this section is
subject to the provisions of section 1 of this act.
�� (3) Unless the context clearly requires otherwise, for the
purposes of this chapter, "local governmental entity" means a county,
city, town, special district, municipal corporation as defined in RCW
39.50.010, quasi -municipal corporation, or public hospital.
"� (4) For the purposes of this chapter, "volunteer" is
defined according to RCW 51.12.035.
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EDMONDS CODE 20.91.020
20.91.020 Procedure.
A. Staff Report. The staff shall present its report and recommendation, and answer
questions from the person or members of the body holding the hearing.
B. Public Testimony. The person presiding over the hearing shall declare the public
hearing open. The applicant, and/or his representatives, if any, shall speak first. If the
hearing is on the application of a person requesting review of an approved permit or an
appeal from a staff decision, which is unrelated to an application for a permit, that
individual or individuals shall speak first. Following the presentation of the applicant, the
appellant, if any, shall be allowed to speak. Then, any interested person may be heard.
After all interested members of the public have had a fair opportunity to speak, the
applicant shall be given a brief opportunity to respond to or rebut information presented
by the appellant or members of the public. This opportunity for rebuttal shall not be used
to present new information or to address subjects other than issues raised by the appellant
and public. After all interested persons have had a fair opportunity to speak, the person
presiding over the hearing shall declare the public hearing closed. The person presiding
shall then recognize final staff comments, if any, and questions of the council.
Any hearing may be continued to obtain information needed for a proper decision, or
for other good cause. No further notice of the continued hearing shall be required if the
hearing is continued to a set date.
C. Relevant Material. A person may speak on, or submit other material on any relevant
subject. A subject is relevant if it is related to the elements of the proposal being
reviewed, as shown by the required findings or review criteria required by the ECDC.
The person presiding over the hearing may exclude material which is not shown to be
relevant.
D. Time Limits. The person or body holding the hearing may impose a reasonable time
limit for every person speaking during the hearing.
E. Rules of Procedure. The person or body charged with holding public hearings shall
adopt, with the concurrence of the city council, rules of procedure to supplement this
section. However, formal rules of evidence or procedure followed in a court shall not be
applied to hearings under this section.
F. Discussion. The person or body holding the hearings may ask questions of the staff
or any other person after the hearing is closed. However, if any new material is raised by
these questions, or if any new material is discussed, the public hearing may be reopened
for comment on the new material. New material is material not discussed before or
during the public testimony portion of the hearing.
G. Decision. The decision shall be made after the hearing. For the hearing examiner,
director of community services and other staff, the decision shall be made within 10 days
of the day the hearing was closed. The decision shall be based on the relationship of the
proposal to the standards, criteria and findings of the ECDC. The report (or minutes) of
the decision shall also include findings and conclusions. A decision arrived at by the
hearing examiner or director of community services or other staff shall be reported in
writing promptly to the applicant, appellant, if any, and any other person requesting a
copy of the decision.
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2004 Council Retreat Agenda Packet
H. Records. The city clerk shall keep a permanent record of all public hearings held
under the ECDC. Summary minutes and a tape recording of the hearings shall be
sufficient record.
The community services department shall keep the permanent record of all exhibits,
staff reports and so forth, on each proposal. [Ord. 3112 § 22, 1996].
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2004 Council Retreat Agenda Packet
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2004 Council Retreat Agenda Packet
6. BEST BUSINESS PRACTICES
(9:00—10:30)
V. Draft Council Best Business Practice Policy Statement: The Edmonds City
Council supports the application of best business practice principles as a means of
using public finances and resources as in as efficient manner as possible.
POLICY IMPLEMENTATION
BACKGROUND
A. Develop and implement a
A costing of the January 20, 2004 City Council meeting
Council agenda packet
revealed the following: 33 reams of paper were used, and the
process that is cost effective
total cost of preparation totaled some $726. Extended to an
and provides high quality
annual cost, the expense is $25,400.
information to the Council
and public.
Staff have begun preliminary scoping of E-Agendas, and feel
this may be a viable alternative to the current process.
B. Examine the Council's
Much Council and City Attorney time is taken up with quasi -
quasi -judicial decision
judicial decision making. Processes are often confusing to the
making roles.
public. Are there ways of streamlining City processes while
making it easier for the public to understand?
C. Council Meetings
Council has asked to discuss ways in which Council and
Committee meetings are held. This is an opportunity to discuss
how information can be exchanged more efficiently among
Councilmembers and the public.
D. The City supports staff
For the past few years training dollars have either been
development and a
substantially reduced or eliminated from departmental budgets.
continuous education
As a result, many staff are not trained in how to fully utilize
environment.
the tools and technologies available to them. Additionally, the
statutory environment is rapidly changing, and staff need to
keep current with these changes.
E. Opportunity for efficiencies
Staff have been examining business process changes that could
potentially lead to dollar savings, increased efficiency, and
greater service to our customers. Topics include: purchase
cards, City Hall hours of operation, e-subscriptions, recording
City meetings, preparation of a biennial, rather than annual,
budget.
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2004 Council Retreat Agenda Packet
COUNCIL AGENDA PACKET COSTS
Below is a cost estimate for preparation of the January 20, 2004 Council meeting packet:
it totaled $726, and required 33 reams of paper. If you assume an average of three packets
per month for twelve months per year, the annual total is approximately $25,400. This
also does not include costs such as shredding old agendas, etc.
qW MEMORANDUM
Date: February 4, 2004
To: Dan Clements, Administrative Services Director
From: Sandy Chase, City Clerk
Subject: Costs Involved in Preparation of the January 20, 2004 City Council
Packet
• Total copies:
16,359
• 32.71 reams of paper:33 reams @ $5.00 each = $165.00
• Report covers for large agenda memo and exhibits = 25.00
• Postage: Mail to City Attorney, Minute Taker, Student Rep,
Parties of Record, four newspapers: $5.00 x 10 = 50.00
• Mayumi Wilson's time in copying the packet: $29.60 x 6 hrs = 177.62
• Linda Hynd's time in assembling the packet: $29.60 x 2 hrs = 59.20
• Patrol Officer's time in delivering packets to Council: $39.89 x 1 hr = 39.89
• Copier lease is based on 20,000 copies per month.
Monthly lease amount: $795.75 (includes tax); $.038 per copy.
Copies made over that amount cause an additional fee above
the lease of $.013 for each copy. 210.00
Total: $726.71
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2004 Council Retreat Agenda Packet
PAPERLESS PACKET
Lenexa's Electronic Packet Project
by Sandy Howell
Relative to many of the local municipalities, the City of Lenexa, Kansas has been
fairly aggressive in implementing technological solutions to improve the level of
service, improve communication within the City and between the Governing Body
members, and minimize new expenses. A few years ago the mayor and council
established several goals, one of which was to "use technology to work smarter."
Scope, Importance,and Value of Project
Lenexa officials are not any different than other municipalities when it comes to
being prepared for the various city council meetings and council committee
meetings. Each week, dozens of hours were spent by a multitude of staff members
from all city departments preparing memos, reports, and providing supporting
documentation for each agenda item. All this information was tunneled to the city
clerk's office where it would he compiled into one large paper packet with dozens of
copies reproduced for distribution.
Needless to say, this routine took one, sometimes two, staff members in the city
clerk's office an entire day to complete the packets. This effort took them away from
their desks while producing paper copies on a copy machine -not to mention the
reams of paper used in preparing these sometimes very large and cumbersome
paper packets. It was an exhaustive task, but obviously an important service critical
to the needs of the mayor, council, department heads, and news media. The
electronic packet was created several years ago in support of the City's desire to go
to a paperless packet.
Because governing body members already had access to the City's network from
their remote locations, and most City employees were "on line," the notion of
transmitting all the packet material electronically from the city clerk's office was
given serious consideration. The challenge was to reinvent this vital process in a
manner that would reduce staff time, improve the availability of the meeting
packets, and maintain the efficiency that orderly, comprehensive paper packets
provided. In other words, "use technology to work smarter!" In addition, the city hall
council chambers was remodeled to allow access to the City's computer network
directly from the council dais and staff tables.
The governing body members were provided with laptop computers to replace their
desktop PCs. The laptops provided a means for the mayor and council members to
continue using the functionality of remote network access from their homes and/or
places of business as well as use them at council meetings for accessing the agenda
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2004 Council Retreat Agenda Packet
and supporting packet material. The portability of laptops provided the governing
body with a means to be connected -to city hall no matter where they were: at home,
at work, at city hall, or while traveling.
Effectiveness Measures
* No more bulky paper packets with often times poor copy quality;
* No more tying up the large copy machine an entire day;
* No more sorting the dozens of piles of packet materials;
* No more three -hole punching for the council members notebooks;
* No more delivering packets to council member's homes, or coming to city hall to
pickup packets;
* No more wasting tons of paper for packets that do not always get read; and
* No more file cabinets and boxes to store the old packet materials in.
After receiving the packet material from the various departments, which is sent
electronically to the city clerk's office, it only takes a couple of hours for the
electronic packet to be made ready for accessing and viewing. In addition, the city
clerk staff can compile the electronic packet while at their desks, thereby allowing
them to perform the other normal day-to-day functions that go on at city hall. It only
takes one person within the city clerk's division to perform this function.
The anticipated need for additional staff to assist with this procedure, which
continues to grow larger, has been eliminated. With the push of a button,
the"packet" is made available electronically not only to the governing body
members, department heads, and news media, but to anyone that has access to the
city's network.
To make the transition from paper to computer, the City had to come up with a
solution for creating an electronic packet document that would function with the case
of a paper document. With the acquisition of the current software (Windows 95 and
Office 97), the City was able to create an electronic document that can function
similar to a paper document with even more ease and efficiency of use.
Some of the electronic packet features include:
* moving around within the document using hypertext linking -easier than flipping
through stacks of paper;
* inserting comments into the document that appear on the screen as you read it -
easier and clearer than writing on the margins;
* printing comments on one page with references to their location within the
document -easier than flipping through stacks of paper to find comments;
* highlighting important text within the document -faster and easier than highlighting
by hand; and
* storing the information electronically -faster and easier to retrieve and saving
space normally taken up by filing storage cabinets.
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2004 Council Retreat Agenda Packet
The time saved by city staff, and savings in supplies and equipment usage, in a
relatively short period of time, has more than compensated the cost of acquiring the
laptops for this project.
Quality of Performance
Strategic planning for information technology brought about a unified process and
provided a framework for city personnel to comment upon and agree to the direction
the City would take with technology, and developed the roles and responsibilities for
all involved. The Electronic Packet Project is a product of a unified team effort.
Located within the Department of Administration, the Information Systems division
assisted with the technical aspects of the project, and the city clerk's division pulls it
all together into a readable and usable format.
Of course, this citywide effort could not be realized without a progressive thinking
governing body and their willingness to learn the equipment and the processes
involved, and the city staff in all departments who support the implementation of this
project.
Future
The City of Lenexa is committed to continue exploring technology for other uses to
maximize productivity. It is possible that other city board members (Park Board,
Planning Commission, Arts Council, Board of Zoning Appeals) could use laptops so
that electronic agendas and meeting materials could be provided for them.
Eventually, we envision placing packet material on the City's home page for access
not only by the governing body, board and committee members, and city staff, but
by anyone who has internet access.
Virtually all government organizations and private businesses can benefit from this
procedure. All it takes is a computer and access to a network. Countless hours are
saved while quality information is provided expediently.
For more information about this project, contact City of Lenexa's John Van Nice,
Information Systems Director at (913) 477-7520.
Kansas Government Journal, May 1998
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2004 Council Retreat Agenda Packet
SAN LOUIS OBISPO E-AGENDA APPROACH
City of San Luis Obispo
City Council Regular Meeting
k
Agenda Summary
Mandw, Marrh , 2W.1
In the Agenda Summary,
click on the Item number to view the report, or click on the
agenda Item below to view the report.
Pu Ic H rin f3usfness 3
�publicklea n 2 _ EuhllcNeorfno 5
9LSInQSS 3 jl
City Council Agenda Reports may be large documents
that take time to load. Contact the at 805-
701-7103 If you are having problems opening the file.
r via
QSQd7tfC3'Jt I Sim Ca�nnl I Advi sory 4oAi•e a_�r� a[• fnr 0.•rerds
Eled'ons � Fe nns C. x•ndh eek• � FAOs � A7i.114ffi
p6ora M+tlei I pWtlno 8L0 I Wh+Cs Nar I Gil. aowmm•nc � Emolarment
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2004 Council Retreat Agenda Packet
PURCHASE CARDS BEST PRACTICE
GFOA RECOMMENDED PRACTICE
PURCHASING CARD PROGRAMS (2003)
LO
Revised from the 1998 version
Background. The purpose of a purchasing card (also known as a procurement
card) program is to provide an efficient, cost-effective method of purchasing and
paying for small -dollar as well as high -volume, repetitive purchases. This type
of program is designed as an alternative to the traditional purchasing process and
can result in a significant reduction in the volume of purchase orders, invoices,
and checks processed. Purchasing cards can be used whenever a purchase order,
check request, or petty cash would have been processed and with any vendor
that accepts credit cards.
There are numerous benefits to a purchasing card program.
Benefits to the cardholder include:
• convenience of purchasing without a purchase order,
• cxpcdited delivery of goods,
• expanded list of merchants from whom purchases can be made, and
• reduced paperwork.
Benefits to the government's internal departments include:
• simplified purchasing process,
• lower overall transaction processing costs per purchase,
• increased management information on purchasing histories,
• reduced paperwork, and
• the ability to set and control purchasing dollar limits.
Benefits to the vendor include:
• expedited payments,
• reduced paperwork, and
• lowered risk of nonpayment.
Purchasing cards may be issued in a designated individual's name and/or the
government's name clearly indicated on the card as the buyer of goods and
services. The purchasing card and any transactions made with the card may
become a liability of the governmental entity. For this reason, it is important that
governments be aware of the risks related to the use of purchasing cards and
develop plans to address those risks.
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Recommendation. The Government Finance Officers Association (GFOA)recommends
that governments explore the use of purchasing cards to improve the efficiency of their
purchasing procedures. A competitive process should be used to select a purchasing card
provider. Consideration should be given to vendors who can provide automated approval
and reconciliation software. This software should provide for the ability to integrate to
the entity's accounting records. Purchasing card programs should be designed to be
simple and easy to use; however, governments need to maintain appropriate controls, in
accordance with their purchasing policy, to ensure the ongoing success of a purchasing
card program. These controls should include:
• written agreements with banks, which include fee schedules and processing
procedures,
• written policies and procedures for internal staff,
• instructions on employee responsibility and written acknowledgments
signed by the employee,
• spending and transaction limits for each cardholder both per transaction and on a
monthly basis,
■ written requests for higher spending limits,
• recordkeeping requirements, including review and approval processes,
• clear guidelines on the appropriate uses of purchasing cards, including
approved and unapproved Merchant Category Codes (MCC),
• guidelines for making purchases by telephone and fax or over the Internet,
• periodic audits for card activity and retention of sales receipts and
documentation of purchases,
• procedures for handling disputes and unauthorized purchases,
• procedures for card issuance and cancellation, lost or stolen cards, and employee
termination, and
• segregation of duties for payment approvals, accounting and
reconciliations.
References
An Elected Officials Guide to Procurement, Patricia C. Watt, GFOA, 1995.
An Introduction to Electronic Commerce: Government Cash Management Programs,
GFOA, 1998.
Approved by the GFOA's Executive Board, October 17, 2003.
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7. COMMUNITY OUTREACH
(11:00-12:00)
IV. Draft Council Community Outreach Policy Statement: The Edmonds City
Council believes the organization should provide creative and effective methods of
listening to, and communicating respectfully with all sectors of our community.
POLICY IMPLEMENTATION
i BACKGROUND
A. Look for ways of providing
City staff are exploring ways of increasing the content carried
more information about City
on Channel 21 in order to provide viewers with additional
operations and activities
information about the City. One of the concerns about
over Channel 21.
expanding uses of the Channel is to avoid public access
concerns such as the undesirable programming that has taken
lace in markets like Seattle.
B. Expand the use of the
Staff are presently working on a web site redesign that will
internet as a vehicle for:
allow procurement and payment of City services. Staff are also
conducting business with
looking at ways in which web pages can be translated into
the City, reaching out to all
other languages, and Council meetings with subject indices
communities, and providing
can be streamed over the internet.
information about the City.
C. Explore ways in which the
Council and staff have asked as to whether or not a more
City could increase
consistent community "branding" effort among City
identification and
departments, events, and activities would help marketing and
recognition through
community identification efforts.
consistent messaging.
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ACCESS POLICY AND DISCLAIMER
MEMORANDUM
DATE: January 28, 2002
TO: Mayor Haakenson, Edmonds City Councilmembers, Stephen Clifton
CC: Scott Snyder, City Attorney, Cindi Cruz
FROM: Zach Lell
RE: City of Edmonds Official Web Site and Channel 21 -- Access Policies and
Disclaimer
I. INTRODUCTION
The City of Edmonds maintains an official web site for purposes of posting information
about City governance and other material relevant to the Edmonds community. The City
also operates cable Channel 21, a full-time public access television channel broadcasting
City Council meetings and other information regarding local governmental affairs. The
City occasionally permits other organizations and governmental agencies to post
information on both media. Such posting occurs directly in the case of Channel 21, and
through Internet links in the case of the City's web site.
In order to prevent indiscriminate public use of Channel 21 and the City's official web
site (thereby creating a "public forum" available to all users), City staff have asked our
office to draft policies specifying the extent and limitations of access available for both
media. The City has also requested a disclaimer for its web site that would warn on-line
visitors the City disavows any responsibility for the content of other Internet pages to
which the City's site may provide links. The attached documents respond to this request.
II. DISCUSSION
A. Web Site and Channel 21 Access Policies
Because the City's web site and television channel potentially represent government
"property," limitations on public access to such media implicate various constitutional
constraints. Generally, the validity of speech restrictions on governmental property is
determined by reference to the character of property at issue. Government property other
than such historic public gathering places as parks, sidewalks and streets (i.e., the
"traditional public forum")' may typically be reserved for its intended governmental
purpose without regard to any desired public use thereof 2 Restrictions on speech in this
' Perry Edu. Ass'n v. Perry Local Edu. Assn, 460 U.S. 37, 45 (1983),
a Id at 46.
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arena are valid if viewpoint neutral and reasonable in light of the property's purpose, a
comparatively easy standard to satisfy.3
Our chief concern regarding the City's web site and Channel 21 is the potential
characterization of these media as "designated public fora"; i.e., property that the City
has effectively (and perhaps inadvertently) "opened" for public speech by permitting
communicative use by a wide variety of speakers.4 Once particular government property
is judicially recognized as a designated public forum, any restrictions on speech are
invalid unless they are narrowly tailored to advance a compelling government interest.5
Government regulations rarely satisfy the "compelling interest" standard.
Very few court cases have directly addressed the issue of permissible speech regulations
within a municipal web site or public access television channel. In The Putnam Pit, Inc.
v. City of Cookeville, the Sixth Circuit Court of Appeals held that a City's web site was
not a public forum for constitutional purposes.6 Likewise, in Denver Area Fdu. Tel.
Cons., Inc. v. Federal Comm. Comm'n, the United States Supreme Court refused to
apply forum analysis to a government access television channel.
Despite this favorable authority, however, we advise the City to proceed cautiously when
regulating speech within the context of its web site and Channel 21. The Washington
State Constitution affords greater free speech protection than its federal counterpart,$ and
may ultimately recognize a broader category of public fora than exists under federal law.9
Similarly, the Ninth Circuit Court of Appeals (the federal rulings of which bind
Washington courts) may ultimately decline to follow the Sixth Circuit's Putnam Pit
holding, and may instead characterize municipal web sites as public fora. Our office has
accordingly drafted the attached access policies conservatively, and has attempted to
establish clearly -defined guidelines for access to both the City's web site and Channel 21.
B. Disclaimer
Many cities post a disclaimer on their official web sites which, inter alia, warns Internet
visitors that sites to which the city's web page may provide links are beyond the city's
regulatory reach. Our office has similarly crafted the attached disclaimer to achieve this
purpose. The draft was adopted from various other Washington municipal web site
disclaimers, and is worded expansively in order to preclude various forms of potential
liability.
' Id.
4 Id. at 45.
5 Id
6 221 F.3d 834, 842-46 (6' Cir. 2000).
518 U.S. 727, 749-750 (1996).
8 See, e.g., Collier v. City of Tacoma, 121 Wn.2d 737, 747-48, 854 P.2d 1046 (1993).
9 Cf. Briton v. City of Erie, 933 F. Supp. 1231, 1268 (W.D. Pa. 1995) ("A public -access cable
television channel is a public forum"); Missouri Knights of the Ku Klux Klan v. Kansas City, 723 F. Supp.
1347, 13551 (W.D. Mo. 1989).
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III. CONCLUSION
The lack of precedent regarding municipal regulation of official web sites and public
access television prevents definitive legal answers in this arena. To avoid potential
challenges to the City of Edmonds' access restrictions, we advise the City to apply the
attached policies consistently and evenhandedly. Should any issue regarding public
access to either medium arise, please contact our office immediately.
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CITY OF EDMONDS
GOVERNMENT CHANNEL 21 POLICY
Government Channel 21 is a public service created for the limited purpose of providing
Edmonds citizens with designated information regarding the operation and affairs of City
government. The "Community Calendar" (character generator) is offered to provide
selected information from public, educational and governmental sources. Channel 21 is
available to local cable subscribers and is displayed throughout the day, seven days a
week, twenty-four hours a day with both text (agendas and announcements) and video
(meetings) information. Nothing in this policy or in Channel 21 itself shall be deemed to
create or constitute a public forum.
Organizations or groups desiring to post information on Channel 21 must apply in writing
[see attached form] to the City of Edmonds Community Services Department. The
application must contain the following information:
■ The name, business address, and telephone number of the organization
The content of the organization's proposed message
■ The organization's mission or purpose
■ An explanation of the organization's specific relevance to the Edmonds community
■ The organization's designated contact person for purposes of communicating with the
City of Edmonds
■ The organization's registered agent for purposes of receiving legal service of process
The City of Edmonds Community Services Department will determine whether or not to
approve each organization's application and will notify the applicant of the decision
within ten days of receiving an application. In rendering its decision, the Community
Services Department shall consider the guidelines enumerated below in light of the stated
purpose of Channel 21.
Generally, the following types of information may be posted on Channel 21:
■ Information regarding governmental and public educational institutions located
within the State of Washington
■ Information regarding local organizations having a recognized relationship with the
City of Edmonds or with which the City of Edmonds partners in order to provide
services, including but not limited to the Edmonds Chamber of Commerce, Port of
Edmonds, and Stevens Hospital
■ Information regarding local cultural, artistic, civic or non-profit recreational
organizations having either a recognized relationship with the City of Edmonds or
specific and direct relevance to City residents
■ Information regarding Edmonds community events, such as festivals, art displays and
neighborhood fairs
■ City -initiated press releases
Generally, the following types of information may not be posted on Channel 21:
■ Political information advocating a candidate or position on political issues, including
but not limited to ballot propositions
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■ For -profit business or commercial information
■ Individual personal information
■ Religious proselytizing or spiritual instruction, to the extent consistent with Good
News Club v. Milford Cent. Sch., 533 U.S. 98 (2001) or other controlling case or
statute
■ Illegal, obscene or pornographic matter
■ Press releases not initiated by the City of Edmonds
■ Meeting schedules for community organizationsio
Nothing herein shall be deemed to abridge or otherwise limit the City's unrestricted and
sole discretion to restrict, limit, alter or remove any informational material posted on
Channel 21, at any time and without notice, for any reason, including but not limited to
programming availability. The fact that the City has previously authorized the posting of
informational material on Channel 21 by any organization or group shall in no way be
construed to establish any future right by such organization or group to post additional
materials, or to limit the City's ability to restrict, limit, alter or remove any such material
once posted. Moreover, the City makes no guarantee that any informational material will
be posted by or for any specific time, notwithstanding that the organization or agency
requesting such posting may have informed the City of a preferred time and/or duration
of posting.
Any organization whose application for information posting on Channel 21 has been
denied by the City may file a letter of appeal with the Mayor within 30 days of receiving
a written denial from the Community Services Department.
10 FINAL DETERMINATION BY CITY COUNCIL
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CITY OF EDMONDS
OFFICIAL WEB SITE DISCLAIMER
The City of Edmonds web page was developed for the limited purpose of providing
information regarding the Edmonds community, local government services, local civic
events, local news events, local regulations, and other designated materials directly and
uniquely relevant to the City of Edmonds and its residents. Nothing in this web page
shall be deemed to constitute a public forum.
Neither the City of Edmonds, Washington, nor any agency, officer, or employee of the
City of Edmonds nor the copyright holder(s) warrant the accuracy, reliability, or
timeliness of any information in this web page and shall not be liable for any losses
caused by any person or entity's reliance on the accuracy, reliability, or timeliness of
such information. This publication is provided "as is" without warranty of any kind,
either express or implied, including but not limited to the implied warranties of
merchantability, fitness for a particular purpose, or non -infringement.
Portions of information obtained from this Web page, including but not limited to the
Edmonds City Code and the Edmonds Community Development Code, may be incorrect
or outdated. Any person who relies on any such information does so at his or her own
risk. In no event will the City of Edmonds be liable for any direct, indirect, punitive,
special, incidental or consequential damages, however they may arise, resulting from the
reliance of any person or entity upon such information, even if the City has been advised
of the possibility of such damages. The City of Edmonds reserves the right, in its sole
discretion and without obligation, to make amendments to or correct any error or
omissions in any portion of these materials at any time, or to remove all or any portion
thereof.
All comments, guest book entries, suggestions, ideas, notes, drawings, concepts, or other
information disclosed or offered to the City of Edmonds by this site or in response to
solicitations in this site (collectively, the "Comments") shall remain the property of the
City. None of the Comments shall be subject to any obligation of confidence on the part
of the City of Edmonds and the City shall not be liable for any use or disclosure of any
Comments. Without limitation of the foregoing, the City of Edmonds shall exclusively
own all presently known or hereafter existing rights to the Comments of every kind and
nature throughout the world and shall be entitled to unrestricted use of the Comments for
any purpose whatsoever, commercial or otherwise, without compensation to the provider
of the Comments.
Many of the Internet pages maintained by the City of Edmonds contain links to sites that
are not under the control or management of the City or any agency, officer, or employee
of the City of Edmonds, or the copyright holder(s) (hereafter, the "City"). Accordingly,
the City makes no representation concerning the content of these sites, nor can the fact
that the City has provided these links -serve as an endorsement of any of these sites. The
City provides these links only as a courtesy to you. This disclaimer serves to inform you
that the City has not examined or approved any of these sites, and therefore cannot make
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any representations regarding any material found there. Some people may find such
material offensive, inappropriate or unsuitable for viewing by minors. The City
accordingly encourages you to exercise discretion while browsing the Internet.
Other Internet sites may link to the City of Edmonds web page. Since these sites are not
under the control or management of the City, the City makes no representation
concerning the content of these sites to you, nor can the fact that these sites provide links
to any City page(s) serve as the City's endorsement of any of these sites.
Communications sent via the Internet or through this web page shall in no way be
deemed to constitute legal notice to the City of Edmonds or any of its officers, agents, or
employees, where notice to the City is required by any law, rule, regulation, or contract.
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CITY OF EDMONDS
WEB SITE ACCESS AND LINKAGE POLICY
The City of Edmonds web site was developed for the limited purpose of providing
information regarding the Edmonds community, local government services, local civic
events, local news events, local regulations, and other designated materials directly and
uniquely relevant to the City of Edmonds and its residents. Nothing in this policy or in
the City's web site itself shall be deemed to create or constitute a public forum.
The City of Edmonds does not provide web site hosting for the general public, but does
provide Internet links to the web sites of designated government, non-profit, civic and
local organizations that have a recognized relationship with the City of Edmonds. Any
organization or group hosting a web site to which the City of Edmonds web page
provides a link shall be solely and exclusively responsible for the content thereof.
[Please see the City of Edmonds Web Page Disclaimer LINK]
Organizations or groups desiring to place a link on the City of Edmonds web site must
apply in writing to the City of Edmonds Community Services Department. The
application must contain the following information:
■ The name, business address, and telephone number of the organization
■ The URL or Internet address of the organization's web site
■ The content of the organization's web site
■ The organization's mission or purpose
■ An explanation of the organization's specific relevance to the Edmonds community
■ The organization's designated contact person for purposes of communicating with the
City of Edmonds
■ The organization's registered agent for purposes of receiving legal service of process
■ The identity of other web sites that provide an Internet link to the organization's web
site
The City of Edmonds Community Services Department will determine whether or not to
approve each organization's application and will notify the applicant of the decision
within ten days of receiving an application. In rendering its decision, the Community
Services Department shall consider the guidelines enumerated below in light of the stated
purpose of the City of Edmonds web site.
Generally, Internet links to the following types of web sites may be permissible:
■ Governmental and public educational institutions located within the State of
Washington
■ Local organizations having a recognized relationship with the City of Edmonds or
with which the City of Edmonds partners in order to provide services, including but
not limited to the Edmonds Chamber of Commerce, Port of Edmonds, and Stevens
Hospital
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■ Local cultural, artistic, civic or non-profit recreational organizations having either a
recognized relationship with the City of Edmonds or specific and direct relevance to
City residents
• Tourist information
■ Information regarding Edmonds community events, such as festivals, art displays and
neighborhood fairs
Generally, Internet links to the following types of web sites are not permitted:
• Political candidate sites or sites advocating a position on political issues, including
but not limited to ballot propositions
• For -profit business or commercial sites
■ Individual personal home pages
■ Sites containing religious proselytizing or spiritual instruction to the extent consistent
with Good News Club v. Milford Cent. Sch., 533 U.S. 98 (2001) or other controlling
case or statute
■ Sites containing illegal, obscene or pornographic content
Nothing herein shall be deemed to abridge or otherwise limit the City's unrestricted and
sole discretion to restrict, limit, alter or remove any material or link posted on the City's
official web site at any time and without notice for any reason, including but not limited
to administrative convenience, space availability or appearance of impropriety. The fact
that the City has previously authorized the posting of material on its official web site by
any organization or group shall in no way be construed to establish any future right by
such organization or group to post additional materials or links, or to limit the City's
ability to restrict, limit, alter or remove any such material or link once posted.
Any organization whose application for web site linkage has been denied by the City may
file a letter of appeal with the Mayor within 30 days of receiving a written denial from
the Community Services Department.
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WEB REDESIGN PROJECT
Construct for the customer, not the government ...
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Welcome to Edmonds
We're happy to share the beauty of our city with you. Whether you
have come on business or pleasure, you'll find Edmonds to your
liking
Perhaps the most picturesque town in Washington, Edmonds offers
breathtaking views of the Olympic Mountains rising above Puget
Sound While you're here, take a walk along our waterfront, visit our
parks, and dine at any of our wonderful restaurants You won't be
dlsappointedl
As Edmonds has grown Into a city of 40,000 people, we haven't lost
sight of what makes us unique. See our history at the Museum, shop
downtown for just the right gift to take home, and enjoy any of the
numerous summer festivals.
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8. COLLECTIVE BARGAINING
(EXECUTIVE SESSION 12:00 — 1:00)
VI. ❑raft_Council Collective Bar wining Policy Statement: The Edmonds City Council
supports a negotiating process that respects employees for their contribution to the
community, strives for consistent agreements among employee groups, and sets
compensation at levels comparable to similar jurisdictions.
[Parameters Confidential Information]
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COLLECTIVE BARGAINING OVERVIEW
Overview
The City negotiates with five unions who represent approximately 85% of the City's
employees. In Washington State there are two major types of bargaining: binding and
non -binding.
State law requires our Police and Fire units to participate in binding arbitration. This
means that if the union and employer cannot agree on terms, negotiations move on to a
mediator. If they are not resolved at the mediation step, negotiations move on to binding
arbitration, where the decision of the arbitrator is final. The intent of binding arbitration is
to keep strikes from crippling essential public services.
What is the Purpose of a Collective Bargaining Agreement?: Collective bargaining
agreements govern the day-to-day relationship of the employer and the employees in the
bargaining unit. The collective bargaining process is one in which management and union
representatives negotiate the employment conditions including wages, benefits, and
working conditions. The process may also include other matters deemed important by
management or by members.
Current Collective Bargainine Agreements:
UNION / EMPLOYEE GROUP
APPROXIMATE FTE'S
Fire
49
Law Support
14
Police
51
SEIU
44
Teamsters
68
NON UNION EMPLOYEES
39
TOTAL ESTIMATED FTE'S
262
When Do Our Current Collective Bargaining A?reements Expire:
UNION / EMPLOYEE GROUP
DURATION OF AGREEMENT
Fire
l/l/2002 — 12/31/2004
Law Support
same
Police
same
SEIU
same
Teamsters
same
NON UNION EMPLOYEES
No contract
What Type of Subiects Are Included in the Collective Bargaining Process?:
Bargaining subjects are broadly categorized as either mandatory or permissive:
• Mandatory subjects are those required by law and the National Labor Relations Board
and include overtime, discharges, discipline, layoff, recall, seniority, promotion,
transfer, safety, vacation, holidays, leave of absence, sick leave, some forms of union
security, grievance, and contracting out work. Mandatory subjects must be negotiated
if requested by either party.
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• Permissive subjects are those that may be bargained but are not mandatory. These
typically include rights and issues pertaining to specific jobs such as benefits for
retired union members, etc. Either side can refuse to bargain a permissive subject.
What is Meant by Management Rights?: Collective bargaining agreements frequently
contain a management rights or prerogative clause allowing management authority and
discretion to manage, direct, and control its' business. This could include being able to
control hours, hiring, firing, promotion, demotion, etc.
Bargaining Strategies: There are two basic bargaining strategies; positional and interest
based:
■ What is Positional Bargaining?: Positional bargaining typically is when the
employer chooses a position (or a parameter) and bargains within that position. The
City has commonly used this method of bargaining for mandatory subjects.
• What is Interest Based Bargaining?: Interest based bargaining refers to a form of
negotiating where the parties look for common ground and attempt to satisfy mutual
interests through the bargaining process. EBB attempts to look behind positions to
determine the needs of the parties and whether there are mutually acceptable ways
that labor and management can satisfy those needs. Common methods of EBB
include brainstorming, facilitating and information sharing to promote open
communication, the exchange of ideas, and mutually developing options. The goal of
IBB is to reach agreement by consensus. The City has commonly used this method
for permissive subjects.
What is Meant by Good Faith Bargaining?: Good faith bargaining generally means
that both parties enter into the discussions with fair and open minds and a sincere desire
to arrive at an agreement.
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9. GOAL SETTING/WRAP UP (1:00 - 3:00)
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Notes:
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2004 Council Retreat Workshop Evaluation Form
Your feedback is critical to help ensure we are meeting your expectations and needs. We would
appreciate if you could take a few minutes to share your opinions with us so we can serve you
better.
Please return this form at the end of the workshop. Than you.
Strongly Strongly
Session Aare Disag[eg
1. Strategic Vision Session was valuable to me. 1 2 3 4 5
Comments:
2. Financial Future Session was valuable to me. 1 2 3 4 5
Comments:
3. Economic Development Session was valuable to me. 1 2 3 4 5
Comments:
4. Legal Session was valuable to me. 1 2 3 4 5
Comments:
5. Business Practices Session was valuable to me. 1 2 3 4 5
OVER, Please
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Comments:
6. Community Outreach Session was valuable to me. 1 2 3 4 5
Comments:
7. Collective Bargaining Session was valuable to me. 1 2 3 4 5
Comments:
8. Goal Setting Wrap up Session was valuable to me. 1 2 3 4 5
Comments:
9. Given the topic, was this workshop: ❑ a. Too short ❑ b. Right length ❑ c. Too long
10.Overall, was this workshop: ❑ a. Valuable ❑ b. So/So ❑ c. Waste of Time
11. How could this workshop be improved?
Thank you!
Please return this form at the end of the workshop.
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