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2010 City Council RetreatED",j O AGENDA EDMONDS CITY COUNCIL RETREAT Special Meeting Location: South County Senior Center 220 Railroad Avenue, View Room Edmonds, Washington February 5 and 6, 2010 Friday, FebruaU 5 2010 -Call to Order and Fla Salute 09:30 a.m. Public Comments (30 Minutes) 10:00 a.m. Council Retreat Session 1 Topic 1: Reports from City Departments, Boards, Commissions (30 Minutes) AM-2760 A. Public Works: Report on Waste Prevention, Recycling and Greenhouse Gas Reduction B. Police Department Report - The Year Ahead C. Economic Development Commission View AM-2787 Topic 2: Annual -Biannual Budget Structure and Outlook (30 Minutes) Topic 3: Annual Comprehensive Plan Structure and Schedule (30 Minutes) Page 1 of 4 12:00 p.m. Working Lunch Location: Arnie's Restaurant 300 Admiral Way, Suite 211 Edmonds 01:30 p.m. Return to Senior Center - Council Retreat Session 2 Topic 1: Council Meetings/Procedures (30 Minutes) A. Duration B. Conduct AM-2764 C. Adoption and Use of Rules of Order AM-2765 D. Outside Council Committees AM-2788 E. Questions/Research Requests to Staff AM-2755 F. Public Service Announcements Topic 2: City Operations (30 Minutes) AM-2767 A. Review Legal Counsel Contract/Labor Negotiations AM-2772 B. Implementation of Ordinances after Passage by Council C. State Legislative Agenda: Misdemeanor Law Reform, Municipal Court/Police Savings D. Warrant Review AM-2775 E. Fire District One Contract Review F. Budget Format Options AM-2777 Topic 3: Economic Development (90 Minutes) A. Empty Office/Retail Space and Recruiting New Business B. Regional Partners to Maintain Jobs in the Area - Mukilteo, Everett, etc. C. Recommendations from the Economic Development Commission D. Green Marketing in the City E. Hire Grants Writer/Economic Development Consultant Page 2 of 4 F. Olympics Tourism: too late? G. Outdoor Dining; Milltown Sidewalk/Restaurant Sidewalk/Parking Spaces H_ Highway 99 Studies: Burke, Makers, Edmonds Green Plans, Piha Materials I. Broadband Installation AM-2774 Topic 4: General Funding and Levy/Infrastructure Funding and Bonds (45 Minutes) Saturday_, February 6, 2010 - Call to Order and Flag Salute 09:00 a.m. Council Retreat Session 3 AM-2776 Topic 1: Waterfront (60 Minutes) A. Differences Between Current BC Zoning and the BD1 and BD2 Zones AM-2778 B. Vision Suggestions: Waterfront and City-wide Topic 2: Outer Neighborhoods (60 Minutes) A. Discussion on Development in the Outer Neighborhoods Topic 3: Sustainability - Next Steps (60 Minutes) AM-2789 A. Storm Water Runoff and System Upgrades; Reduce Pesticide Use, Community Outreach, Rain Garden Demo AM-2779 B. Implement Sustainable Purchasing Practices (i.e., best value vs. best price contract language); Green Power Purchase by City AM-2780 C. Green Buildings - Implement LEED Standards for New Construction, Incentivize Green Remodels, Other Code Rewrites D. Education and Communication; Website, Edmonds Green Logo, Speakers' Series, Local/Regional Partners AM-2781 E. Car Free Day, Parking Space Decommissioning, Electric Car Rally, Unlicense Day Page 3 of 4 AM-2782 F. Styrofoam Ban AM-2783 G. Lighting Code/Dark Skies AM-2784 H. Tree Ordinance, Tree City, Public Tree/ Private Tree Preservation, Pedestrian Safety, Keep Healthy Trees, Address Real Dangers, Promote Green Reputation; Review Tree Plan Topic 4: Planning Issues (30 Minutes) A. Title 20: Possible Revisions B. Civic Playfield Negotiations C. Roof Design Zoning Ordinance Revisions D. Long Range Task Force Future AM-2751 Topic 5: Yost Pool Future Planning (30 Minutes) Topic 6: Revitalization of Senior Center/Future Planning (15 Minutes) ADJOURN Page 4 of 4 SPECIAL MEETING NOTICE EDMONDS CITY COUNCIL The City Council will hold a special meeting on Friday, February 5, and Saturday, February 6. 2010. The purpose of the special meeting is for the City Council to conduct a retreat. The retreat will be held at the South County Senior Center, 220 Railroad Avenue, View Room, Edmonds, Washington. The meeting time for each day is as follows: Friday, February 5: Approximately 9:00 a.m. to 5:00 p.m. Saturday, February 6: Approximately 9.-00 a.m. to 1:00 p.m. Please note that during the Friday session, the City Council will conduct a working lunch at Arnie's Restaurant, 300 Admiral Way, Suite 211, Edmonds. The lunch will take place from approximately noon to 1:00 p.m. At the conclusion of lunch, the City Council will return to the Senior Center for the remainder of the retreat. A copy of the agenda for the retreat is attached. Sandra S. Chase, CMC Edmonds City Clerk Posted/Mai led: 02/02/10 POSTED: City Hall Edmonds Library Edmonds Post Office Public Safety Complex MAILED: Newspapers The Herald The Enterprise The Seattle Times The Edmonds Beacon Radio Stations KCIS/KCMS KSER KRKO KIRO Television Stations KING KOMO KIRO Parking and meeting rooms are accessible for persons with disabilities. Contact the City Clerk at (425) 771-0245 with 24 hours advance notice for special accommodations. fN 90 l� AGENDA EDMONDS CITY COUNCIL RETREAT Special Meeting Location: South County Senior Center 220 Railroad Avenue, View Room Edmonds, Washington February 5 and 6, 2010 Friday February 5 2010 - Call to Order and Flag Salute 09:30 a.m. Public Comments (30 Minutes) 10:00 a.m. Council Retreat Session 1 Topic 1: Reports from City Departments, Boards, Commissions (30 Minutes) AM-2760 A. Public Works: Report on Waste Prevention, Recycling and Greenhouse Gas Reduction B. Police Department Report - The Year Ahead C. Economic Development Commission View AM-2787 Topic 2: Annual -Biannual Budget Structure and Outlook (30 Minutes) Topic 3: Annual Comprehensive Plan Structure and Schedule (30 Minutes) Page 1 of 4 12:00 p.m. Working Lunch Location: Arnie's Restaurant 300 Admiral Way, Suite 211 Edmonds 01:30 p.m. Return to Senior Center - Council Retreat Session 2 Topic 1: Council Meetings/Procedures (30 Minutes) A. Duration B. Conduct AM-2764 C. Adoption and Use of Rules of Order AM-2765 D. Outside Council Committees AM-2788 E. Questions/Research Requests to Staff AM-2755 F. Public Service Announcements Topic 2: City Operations (30 Minutes) AM-2767 A. Review Legal Counsel Contract/Labor Negotiations AM-2772 B. Implementation of Ordinances after Passage by Council C. State Legislative Agenda: Misdemeanor Law Reform, Municipal Court/Police Savings D. Warrant Review AM-2775 E. Fire District One Contract Review F. Budget Format Options AM-2777 Topic 3: Economic Development (90 Minutes) A. Empty Office/Retail Space and Recruiting New Business B. Regional Partners to Maintain Jobs in the Area - Mukilteo, Everett, etc. C. Recommendations from the Economic Development Commission D. Green Marketing in the City E. Hire Grants Writer/Economic Development Consultant Page 2 of 4 F. Olympics Tourism: too late? G. Outdoor Dining; Milltown Sidewalk/Restaurant Sidewalk/Parking Spaces H. Highway 99 Studies: Burke, Makers, Edmonds Green Plans, Piha Materials I. Broadband Installation AM-2774 Topic 4: General Funding and Levy/Infrastructure Funding and Bonds (45 Minutes) Saturday, February 5, 2010 - Call to Order and Flag Salute 09:00 a.m. Council Retreat Session 3 AM-2776 Topic 1: Waterfront (60 Minutes) A. Differences Between Current BC Zoning and the BD and BD2 Zones AM-2778 B. Vision Suggestions: Waterfront and City-wide Topic 2: Outer Neighborhoods (60 Minutes) A. Discussion on Development in the Outer Neighborhoods Topic 3: Sustainability - Next Steps (60 Minutes) AM-2789 A. Storm Water Runoff and System Upgrades; Reduce Pesticide Use, Community Outreach, Rain Garden Demo AM-2779 B. Implement Sustainable Purchasing Practices (i.e., best value vs. best price contract language); Green Power Purchase by City AM-2780 C. Green Buildings - Implement LEED Standards for New Construction, Incentivize Green Remodels, Other Code Rewrites D. Education and Communication; Website, Edmonds Green Logo, Speakers' Series, Local/Regional Partners AM-2781 E. Car Free Day, Parking Space Decommissioning, Electric Car Rally, Unlicense Day Page 3 of 4 AM-2782 F. Styrofoam Ban AM-2783 G. Lighting Code/Dark Skies AM-2784 H. Tree Ordinance, Tree City, Public Tree/ Private Tree Preservation, Pedestrian Safety, Keep Healthy Trees, Address Real Dangers, Promote Green Reputation; Review Tree Plan Topic 4: Planning Issues (30 Minutes) A. Title 20: Possible Revisions B. Civic Playfield Negotiations C. Roof Design Zoning Ordinance Revisions D. Long Range Task Force Future AM-2751 Topic 5: Yost Pool Future Planning (30 Minutes) Topic 6: Revitalization of Senior Center/Future Planning (15 Minutes) ADJOURN Page 4 of 4 SPECIAL MEETING NOTICE EDMONDS CITY COUNCIL The City Council will hold a special meeting on Fridays _February 5, and Saturday, February 6. 2010. The purpose of the special meeting is for the City Council to conduct a retreat. The retreat will be held at the South County Senior Center, 220 Railroad Avenue, View Room, Edmonds, Washington. The meeting time for each day is as follows: Friday, February 5: Approximately 9:00 a.m. to 5:00 p.m. Saturday, February 6: Approximately 9:00 a.m. to 1:00 p.m. Please note that during the Friday session, the City Council will conduct a working lunch at Arnie's Restaurant, 300 Admiral Way, Suite 211, Edmonds. The lunch will take place from approximately noon to 1:00 p.m. At the conclusion of lunch, the City Council will return to the Senior Center for the remainder of the retreat. A copy of the agenda for the retreat is attached. Sandra S. Chase, CMC Edmonds City Clerk Posted/Mailed: 02/02/10 POSTED: City Hall Edmonds Library Edmonds Post Office Public Safety Complex MAILED: Newspapers The Herald The Enterprise The Seattle Times The Edmonds Beacon Radio Stations KCIS/KCMS KSER KRKO KIRO Television Stations KING KOMO KIRO Parking and meeting rooms are accessible for persons with disabilities. Contact the City Clerk at (425) 771-0245 with 24 hours advance notice for special accommodations. 2010 PROFORMA PROGRAM BUDGETS Ex snsa Revenue Direct Indirect/ Direct Supplies, Total Direct Overhead Discretionary Program Services & Program (Staffing, Total Program Program Revenue DlvisionlPro ram Staffin cost Capital Cost & Costing Revenue o)IFrom ..Supplies C�fNMUNIT1Ll{EA��i Community Mobilization 56,928 39,522 1 96,450 30,140 126.589 78,231 48,358 Parent Child Health Services 115,071 3,215 118,286 36,963 155.249 71,819 83,430 Nurse Family Partnership 638,427 31,421 669,848 209,321 879,169 859,923 19,246 First Steps Clinic Based 1,460,432 139,234 1,599;666 499,880 2,099,546 678,190 1,421,356 Oral Health 89,677 9,891 99,567 31,114 130,681 76,368 54,313 Women, Infants, Children (WIC) 1,033,876 18,641 1.052,717 328,963 1,381,680 1.304,131 77;549 Children w/Special Health Care Needs 265,780 14,171 279,951 87.482 367,433 359,737 7,696 Work First 6,748 6,748 2,109 8,857 8,857 Unintended Pregnancy Prevention 81,431 2,889 84,320 26,349 110,669 103,710 6.959 Emergency Shelter 4,618 18,074 22,692 7,091 29,783 16,461 13,322 Tobacco Prevention 292,080 135,808 427,888 133,711 561,598 427.040 134,558 Early Intervention 57,596 3,831 61.429 19,196 80,625 66,090 14,535 Infant/ToddlerChild Care 68,136 2,640 70,776 22.117 92,893 73,743 19,15D TOTAL COMMUNITY HEALTH S4,164,0$4 $426.284 4.599 338 ;1,434 435 $6,024.773 4 15 , 15.44 $1,909,330 COMMUNICABLE DISEASE Refugee Health Screening 84,254 27.925 112,179 31,782 143,961 190.000 (46,039) Vaccine Preventable Disease Services 1,366,562 234,951 1,601,513 453,740 2.055,253 820.088 1,235,165 Travel Services 1D4,838 92,000 196,838 55,768 252,606 2.50,000 2,606 STD Investigation & HIV Counseling & Testing 324,263 55,930 3B0,193 107,716 487,910 114,451 373.459 Tuberculosis Control 768,417 182.468 950,884 269,404 1,220,2B9 1,220,289 (0) AIDS Prevention & Education 386,140 108,676 494,816 140.191 635,007 610,736 24,271 Communicable Disease 362,947 6,666 369,613 104.719 474.332 - 474,332 SHD BT/PHEPR - 7,771 7,771 2,202 9.973 9,973 TOTAL COMMUNICABLE DISEASE $3,397,421 $7115.3U14,113,807 1 15 . 66,523 55,279,33U $3,205,564 $2,973,766 ENVIRONMENTAL_ HEALTH Private/Public Water 73,570 27,928 101,499 33;309 134,808 84,000 50,808 Water Well Construction 43,277 4,126 47,404 15,557 62,960 15,000 47,960 Solid Waste & Vectors 856,629 51,486 908,115 298.022 1,206,137 1,020.587 185,550 Moderate Risk Waste 70,895 1,835 72,730 23,868 96.598 70,178 26,420 Site Hazard Assessments 955221 8,733 103,954 34.115 138,069 118.660 19.401 Liquid Waste 558,489 47.438 605,928 198,851 804,779 720,000 84,779 Snohomish County Septic 59,913 1,305 61,218 20,09D 81,308 70,000 11,306 Food Sanitation 1,413,270 98,624 1,511,894 496,169 2,008,062 2,072.475 (64,413) Living Environment 30,134 2,044 32,178 10,560 42,739 2,500 40,239 School Safety 169,764 5,187 174,950 57,415 232,365 200,000 32,365 Water Recreational Facilities 188,138 5,865 194,003 63,667 257,670 220,000 37,670 EHP Shellfish 2,121 185 2,306 757 3.063 3.000 63 TOTAL ENVIRONMENTAL HEALTH 3 551,422 2$54,756 3 816 71 51,252.3815 068 559 554• g6,408 $472,157 ASSESSMENT Assessment 327,877 15,391 343,268 69,839 413,107 - 413,t07 Vital Statistics 198,530 9,513 208,042 42.327 250,369 350,000 (99,631) TOTAL ASSESSMENT 52$6,40s 24,904 55$1,316 11$2.166 083 47S 334 000 31S 3,476 Capital Outlay s4 p90 16,000 64.000 64,90 Overhead Allocated to Other Funds 415 8,000 S418.000 41$8,00 Unallocated Revenue 929 477 TOTAL GENERAL FUND 511.649.303 1j.486.330 $13,335.633 S4.382.505 217,618.138 912.287.416 Sfi.180.200 Notes; County TB shown in Program Revenue County NFP shown in Program Revenue $ 669.903 23 Page 1 of 2 Spellman, Jana From: Stephen A. Bernheim [steve@stevebernheim.com] Sent: Monday, February 01, 2010 5:17 PM To: Spellman, Jana Subject: Fw: Another one: Session 3, Topic 3 B Green Power Purchase Fw: Webinar on EPA Green Power Communities JS: I sent this last Thursday ... did it get in the packet ? ----- Original Message ----- From: Stephen ._Be eim To: Jana, Spellman Sent: Friday, January 29, 2010 10:55 AM Subject: Another one: Session 3, Topic 3 B Green Power Purchase Fw: Webinar on EPA Green Power Communities ---- Original Message ---- From: EPA Webinars To: stev_eea-stevebernheim.com Sent: Thursday, January 28, 2010 12:30 PM Subject: Webinar on EPA Green Power Communities c1@PA [J�GREEN POWER ' PAKMERswir Webinar on EPA Green Power Communities On Tuesday, February 23, from 1 - 2 p.m. (Eastern), the U.S. Environmental Protection Agency's (EPA's) Green Power Partnership and Local Climate and Energy Program will host a Webinar on the Green Power Community initiative. Green Power Communities are cities, towns, and villages in which the local government, businesses, and residents collectively buy green power in amounts that meet or exceed EPA's purchasing requirements. During this Webinar, participants will learn about: • How to become an EPA Green Power Community • Available EPA communications and technical support • The roles of the local government, utilities, EPA, and non-profit organizations in initiating a Green Power Community program ■ Examples of successful community outreach campaigns and how they have inspired community support for green power Presenters will be: ■ Anthony Amato, ERG, contracting firm to U.S. EPA ■ Susan Millhauser, Sustainability Coordinator, City of Lake Oswego, Oregon ■ Thor Hinkley, Program Manager, Portland General Electric 2/2/2010 Page 2 of 2 Register for the Webinar at: hops:!/www2.gotomeeting.cam/re�isterl37 i9IN35 To opt out of future messages from the Green Power Partnership, please send an e-mail to GPP Vnsubscribe with the word `unsubscribe' in the subject. 2/2/2010 Page 1 of 2 Spellman, Jana From: Barbara Tipton [barbaratipton@gmail.com] Sent: Friday, January 29, 2010 2:32 PM To: Adrienne Monillas; daveandmarthaorvis@gmail.com; Diane Buckshnis; Wilson, DJ; Michael Plunkett; Peterson, Strom; Steve Bernheim Cc: Spellman, Jana; Clifton, Stephen Subject: Public comment: Retreat Session 2, Topic 3 City Council members: I respectfully submit my written comments for Retreat Session 2, Topic 3 - Economic Development. I am unable to appear in person at 9:30 am on February Sth, because I will be undergoing surgery at Swedish Hospital on February 2, 2010. 1 would like my comments to be part of the public record. I would like to commend the Planning Board and Economic Development Commission for creating a well thought out consensus document, the COMBINED 2009 ANNUAL REPORTS FROM THE CITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION AND PLANNING BOARD. I appreciate the opportunity they have afforded the citizens to access the report from the city's website. I would like to make several comments about the report. • A list of citizens groups is shown on page 19 of the 2009 annual report. While this list is a good starting point, I would recommend that the commission's work plan include a task to define a complete list of stakeholders. One additional group I would suggest that you add to the list is the Willow Creek Wildlife Habitat and Native Plant Demo Garden that is adjacent to the Edmonds Marsh. The leadership is shared by Pilchuck Audubon Society and Edmonds Backyard Wildlife Habitat. It is essential to obtain input from citizens who are not affiliated with an organization. I recommend that you develop a mechanism to obtain those citizens' feedback as well. Here are some possibilities: scheduling public meetings in neighborhoods, setting up a page on the city's website where people can post comments, having a phone number where people can leave messages, and providing drop boxes in convenient places. • 1 agree with the need to have a full-time dedicated city employee to work on the economic development plan. I recommend that the individual have a background in public administration or urban planning, economic development and grant writing. The job description should require the successful candidate to have both interpersonal and communications skills, because he / she will be interfacing with the citizenry. The employee should have a working knowledge of issues in Edmonds. (Disclaimer— I am not applying for the proposed job; I can hear a collective sigh of relief). • The 2009 annual report recommends recruitment of businesses. Bio-tech is already a leading sector in Snohomish County, so I would suggest that we make an effort to recruit businesses from that sector. I agree with the commission's recommendation to recruit "green business." State legislation provides 2/2/2010 Page 2 of 2 incentives for solar manufacturers who may be interested in moving to the state of Washington (Senate Bill 5111). So, we might want to explore several alternative sites, within the city limits, that would be suitable for a manufacturer. ■ Balancing economic development and environmental protection / restoration is mentioned but not sufficiently addressed in the annual report. Perhaps this deficiency stems from the failure of the draft Sustainable Element of the Comprehensive Plan to provide guidance in this area. The commission stresses the need to engage in sub -area planning specifically noting Highway 99, Stevens Hospital, and Perrinville. Council member Adrienne Fraley-Monillas has often pointed out that so much of our attention is directed to the downtown. Developing a sub -area plan for each neighborhood would be a good step in the right direction. The planning process should include neighborhood residents, because they are the ones who can provide valuable insight to the city planning department. On Channel 21, 1 watched the presentation of the annual report to the city council. The first speaker, Mr. Yamamoto, did a good job summarizing the findings and recommendations. The second presenter, Mr. Bowman, chided the City Council for being combative, lacking cohesiveness and taking an anti -business stance. He made a veiled threat that businesses might leave Edmonds and relocate to more business friendly towns. While Mr. Bowman has a right to express his views, he should use the public comment period for that purpose. I am sure that there were citizens watching the telecast who did not read the annual report. Those citizens would make the assumption that Mr. Bowman's thoughts were incorporated into the report. It does the other members of the Economic Development Commission and the Planning Board a disservice to have a presenter who is confrontational and belligerent. I would recommend that Acting Economic Development Director Stephen Clifton speak to Mr. Bowman regarding his presentation. Mr. Clifton is a consummate professional who would be able to utilize tact in dealing with this behavioral issue. Thank you so much for the opportunity to comment. I hope that you have an enjoyable and productive retreat. Sincerely, Barbara Tipton 2/2/2010 To: Jana Spellman and Retreat Participants From: Diane Buckshnis, City Council Member Subject: Information for City Council Retreat for Budget and Financial Reporting City Council President Bernheim and Finance Chair Plunkett have asked me to provide some examples of information obtained from City websites regarding financial information available for citizen's review. With a levy looming in the future and the easy accessibility of information due to technology, it seems appropriate that we look at examples from other cities so as we can make an informed decision regarding our financial information disclosures. Change always takes time and as such, I have provided a number of examples and can provide many more, if needed, as I have researched about ten cities. I look at municipality financial information as a roadmap to help citizens understand how a city operates. There are many citizens that enjoy looking at numbers and analyzing trends. Two great websites that provide "numbers" people with clarity about their financial well-being are from the Cites of Vancouver and Redmond. The financial transparencies found on these websites are examples of roadmaps that provide their citizens with clarity regarding operating a city. I believe if we want to pass a levy, our citizens will need disclosures like these examples. Recently, Mr. Clifton provided a link to the Citizen's Economic Development Commission webpage. I found that page to be an excellent example of providing our citizens with all the information regarding the work of the commission. This example provides me with a roadmap of where the commission has been and where it might want to go. Enclosed are the following documents: 1) a white paper discussing government accounting versus financial reporting 2) one example of a monthly report from the City of Redmond 3) one example of a quarterly report from the City of Vancouver Recently, I met with Mr. Plunkett and went over these documents and websites. If any of you would like to meet with me and go over these websites and gain a better understanding of financial informational disclosure and governmental accounting standards, do not hesitate to ask. We all want to help city staff make their lives easier and allowing citizens to look at information might be a good avenue (roadmap) to pursue. Cheers, Diane Buckshnis Cultural Heritage Tour — Grant Opportunity The National Park Service recently funded a new round for Preserve America grants. The City is a Preserve America Community and received a planning grant of $50,000 for the 4t' Avenue Cultural Corridor in 2007. The new round focuses specifically on herit a tourism pro Trains as economic develo anent. Grants are available to assist local economies find self- sustaining ways to promote and preserve their cultural resources through heritage tourism. Grant requirements: ■ Dollar for dollar match required. Minimum match of $15,000. • Cultural heritage tourism implementation project. Community partners. Deadline for submittal February 12 Proposed project: Create a Cultural Heritage Tour focused on 4t' Avenue and the downtown core with a minimum budget of $30,000. The project would include; • development of creative signage to highlight historic buildings/sites and tell the human stories of these sites; ■ development of a walking map which combines heritage and other cultural features of the area; and • development of a website where visitors can download the map and learn more about the history of the downtown. The general plan for developing interpretive signage is outlined in the 4'h Avenue Cultural Corridor planning document. The proposed project leverages work already done by the Historic Museum, the Historic Preservation Commission and the Arts Commission. The concept is also supported in the goals of the Historic Preservation Commission and supported in the Community Cultural Plan focus on cultural tourism and economic development. Community partners: A variety of community partners will provide non -financial participation, including the Historic Museum, the Edmonds Center for the Arts, and the Edmonds Arts Festival Foundation. The City of Edmonds Historic Preservation Commission and Arts Commission will also be engaged in the project. Opportunity: This federal fundin� program will only have one round for 2010, 2009-10 is the 107 anniversary of the Edmonds Center for the Arts campus, Carnegie Library building (Museum), Beeson building, and four other buildings in the project area. Funding Need: Funding needs to be identified and guaranteed for the required $15,000 minimum match. This is basically an Economic Development project that would enhance tourism attractions for the downtown and take the first step toward implementing the widely endorsed 4th Avenue Cultural Corridor project. .JR� W4 F dG2cIM ' 74 86 49 Lr-� V 24 52 I� wJ,•e, G61 72 �M ... 54 60' 55 aj� 57 595: 7 58 ` 56 65 g g U . 2 BL 6 � 30 hf1 64 3 Ll,—i � 36 ` � r -I T! 38 � 27 r �I 66 LL322 33 _ I k— i 29 L 31 ;`'$ L 34 69 iri 22 a, i7 i'T 17 19 20 21 1 ! 23 41 lei i � A t—I i 2010 PROFORMA PROGRAM BUDGETS Ex nnsa Revenue _ Direct Indirect/ Direct Supplies, Total Direct Overhead Discretionary Program I Services & Program (Staffing, Total Program Program Revenue DIWsien/Pro ram Staffing cost Capital Cost Supplies & Costing Revenue U401From COM UN.1iY RE&L- tl Community Mobilization 56,928 39,522 96,450 30,140 126.589 78,231 48,358 Parent Child Health Services 115,071 3,215 1 118,286 36,963 155.249 71,819 83,430 Nurse Family Partnership 638,427 31,421 669,848 209,321 879.169 859,923 19,246 First Steps Clinic Based 1.460,432 139,234 1,699666 499,880 2,099,546 678,190 1,421,356 Oral Health 89,677 9,891 99,567 31,114 130,681 76,368 54,313 Women, Infants, Children (WIC) 1,033,B76 18.841 1,052,717 328,963 1,381,680 1,304,131 77;549 Children w/Special Health Care Needs 265,780 14,171 279,951 87,482 367,433 359,737 7,696 Work First 6,748 6,748 2,109 8,857 - 8,857 Unintended Pregnancy Prevention 81,431 2,889 04,320 26,349 110,669 103,710 6,959 Emergency Shelter 4,618 18,074 22,692 7.091 29,783 16,461 13,322 Tobacco Prevention 292,080 135.808 427,888 133,711 561,598. 427,040 134,558 Early Intervention 57,596 3,831 61,429 19,196 80,625 66,090 14,635 Infant/ToddlerChild Care 68,136 2.640 70,776 22,117 92,893 73,743 19,150 TOTAL COMMUNITY HEALTH 54_64t,054 426 284 $4390,330 $1,434.435 $6,024,773 14,116,443 1 9� 09,330 COMMUNICABLE DISEASE Refugee Health Screening 84,254 27,925 112.179 31,762 143,961 190,000 (46,039) Vaccine Preventable Disease Services 1,366,562 234,951 1,601,513 453,740 2.055,253 820,088 1.235,165 Travel Services 104,838 92,000 196,838 55,768 252,606 25D,000 2,606 STD Investigation & HIV Counseling & Testing 324,263 55,930 380,193 107,716 487,910 114,451 373,459 Tuberculosis Control 766,417 182,468 950,884 269,404 1,220,289 1,220.289 (0) AIDS Prevention & Education 386.140 108,676 494,816 140,191 635,007 610,736 24,271 Communicable Disease 362,947 6,666 369,613 104,719 474,332 474.332 SHD BT/PHEPR 7,771 7,771 2,202 9.973 9,973 TOTAL COMMUNICABLE DISEASE $3,397,421 71� 6,386 $4.113807 1,165 523 E5,279,330 3 205 584 2 08 , 73.766 ENVIRONMENTAL HEALTH Private/Public Water 73,570 27,928 101,499 33,309 134.808 84,000 50,808 Water Well Construction 43,277 4,126 47,404 15,557 62,960 15,000 47,960 Solid Waste & Vectors 856,629 51,486 908,115 298,022 1,206,137 1,.020,587 185,550 Moderate Risk Waste 70,895 1,835 72,730 23,868 96,598 70,178 26.420 Site Hazard Assessments 95,221 8,733 103,964 34,115 138,069 118,668 19,401 Liquid Waste 556,489 47,438 605,928 198,851 BD4,779 720,000 84,779 Snohomish County Septic + 59,913 1.305 61,218 20,090 81.308 70,000 11,308 Food Sanitation 1,413,270 98,624 1,511,894 496,169 2,008,062 2.072.475 164.413) Living Environment 30,134 2,044 32,178 10,560, 42,739 2.500 40.239 School Safety 169,764 5,187 174,950 57,415 232,365 200,000 32,365 Water Recreational Facilities 188,136 5,865 194,003 63,667 257,670 220.000 37,670 EHP Shellfish 2,121 185 2,306 767 3,063 3.000 63 TOTAL ENVIRONMENTAL HEALTH 3 561 422 2$64,756 3 816 77 1 25 52,3B1 58.R88,584 4 96 408 7$d 2,154 ASSESSMENT Assessment 327,877 15,391 343.268 69,839 413,107 - 413,107 Vital Statistics 198,530 9,513 208,042 42,327 250,369 350,000 (99.631) TOTAL ASSESSMENT 026,40B 24 90 551.310 f 1�, 2,156 $663,476 35D D t1 31S 3,476 Capital Outlay 6$000 $64,000 fit 4,000 $64,000 Overhead Allocated to Other Funds 154 8.000 1$a 8.000 $419,DOo_ Unallocated Revenue 92(� 947T� TOTAL GENERAL FUND $j j,6jQ,303 &JA86.33Q 513.i36.633 54,28Z.596 517.518.138 S92.287415 Sfi_180.200 Notes: County TB shown in Program Revenue County NFP shown in Program Revenue $ 669,903 23 Potential 2010 Planning Board Work flan Comprehensive Plan Amendments • Stormwater Comprehensive Plan • Water Comprehensive Plan • Update to policy discussion in Public Utilities Chapter of Comprehensive Plan ■ Update to Capital Facilities Element ■ Update to Economic Development Plan ■ Comprehensive Plan Framework (e.g. compatibility with Vision 2040) ■ Comprehensive Plan policies regarding land use and urban design • Streetscape Plan (see Council minutes, 5/26/2009) • Comprehensive Plan provisions mandating Hearing Examiner review of projects and property decisions • Shoreline Master Program • Port of Edmonds Master Plan Update(s) Code Revision Project • Title 16 Zoning Classifications • Title 17 Zoning Standards ■ Subdivision Regulations City Council Referrals • Economic Development (with Economic Development Commission) • Highway 99 Parking Standards • Homeless Shelters ■ Title 20 Procedures • Wireless Facilities Regulations — update • Civil Enforcement Procedures — 20.110.040(F) Parks Issues • Park Naming • Periodic Updates & Reports Other Items • Sustainability Implementation • Stormwater Code & Low Impact Development Provisions • Five Corners, Westgate neighborhood plans & implementation • Edmonds Landing (Rezone & Development Agreement) Real Estate Excise Tax Overview Washington State law authorizes a real estate excise tax on all sales of real estate at a rate of 1.28 percent. RCW 82.45.060. A locally -imposed tax is also authorized. Edmonds imposes a tax of 0.50 percent, The First Quarter Percent -- REET 1— Fund 126 • Cities and counties fall into three categories: 1) Those that are not planning under GMA; 2) those that are planning under GMA, but have a population under 5,000; and 3) those that are planning under GMA and have a population of 5,000 or over. Edmonds meets criteria (3) - Cities and Counties with a Population of 5,000 or more that are planning under GMA. • These jurisdictions must spezad the first quarter percent of their real estate excise tax receipts solely on capital projects. RCW 82.46.010(6) defines "capital projects" as: "those public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways; sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary sewer systems; parks, recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities..." • Edmonds Capital Improvement program includes: o Park Development Projects o Citywide Park Improvements 5 o Specialized Projects o Trail Development o Planning 1 of 2 Real Estate Excise Tax Overview Spending the Second Quarter Percent -- REET 2 — Fund 125 • For this quarter percent RCW 82.46.035(5). defines "capital project" as: "public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals; bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement of arks." • Note that acquisition of land for parks is not a permitted use of REET 2 receipts, although it is a permitted use for street, water, and sewer projects. • Edmonds Capital Improvement program includes: o Specialized Capital Projects I (o o Debt Service Fund Accounting Because this revenue source has a dedicated purpose, it must be accounted for separately in a capital projects fund. Source: Municipal Research and Services Center of Washington website URL: http:liwww.mrsc.orlJSu biects!€inanceireeUrectweb.aspx. 2of2 "`'p"".t.1 Real Estate Excise Tax Rates aims- ww.v- sue. Rates Effective July 1, 2009 Please Note: This schedule is revised quarterly as needed. The following tables show local tax rates and the combined rate, including the state tax rate of 1.28% effective in all locations. Use location code when natmpleting form 84-0001 B for eruity transfer. Bold denotes current increases pCF the effective date. Lnrol CoadG Local Lom .Loco) coact'. �kg DAti s && Raw Corte GRANT EaR Ralf �g KING(Cont'd) RateHaig 0101 Hatton 0.25% 1.53% 1301 Coulee City 0.25% 1.53% 1727 Skykornish 0.25% 1.53% 0102 Lind 0.25% 1.53% 1302 Electric City 0.50% 1.78% 1728 Snoqualmie 0.50% 178% 0103 Othello 0.25% 1.53% 1303 Ephrata 0.50% L78% 1729 Tukwila 0.50% 178% 0104 Ritzville 0.25% 1.53% 1304 George 0.25% 1,53% 1735 Woodinville 0.50% 178% 0105 Washtucna 0.25% 1.53% 1305 Grand Coulee 0.25% 1.53% 1730 Yarrow Paint O,50% 178% 0100 Unincorp 0.25% 1.53%, 1306 Hartline 0.25% 1.53% 1700 Unincorp 0.50% 1.78% ASOTIN 1307 Krupp 0.00% 1.28% KITSAP 0201 Asotin(city) 075% 2.03% 1308 Mattawa 0.25% 1.53% 1801 Bremerton 0.50% 1.78% 0202 Clarkston 025% 1.53% 1309 Moses Lake 0.25% 1.53% 1802 Port Orchard 0.50% 1.78°/ 0200 Unincorp 025% 1.53% 1310 Quincy 0.50% 178% 1803 Poulsbo 0.50% 1,78% BENTON 1311 Royal City 0.50% 1.78% 1804 Bainbridge Island 0.50% 1.78% 0301 Benton City 0.25% 1.53% 1312 Soap Lake 050% 1.78% 1800 Unincorp 0.50% 178% 0302 Kennewick 0.50% 1.78% 1313 Warden 0.25% 1.53% KITTITAS 0303 Prosser 0.50% L78% 1315 Wilson Creek 0.50% L78% 1901 Cie Elum 0.25% 1.53% 0304 Richland 0.50% 178% 1300 Unincorp 0.50% 1.78% 1902 Ellensburg 0.25% 1.53% 0305 West Richland 0.50% 1.78% GIL%YS IIARBOR 1903 Kittitas (city) 0.25% 1.53% 0300 Unincorp 0.25% 1.53% 1401 Aberdeen 0.25% 1.53% 1904 Roslyn 0.25% 1.53% CHELAN 1402 Cosmopolis 0.25% 1.53% 1905 South Cie Elmm 0.25% 1.53% 0401 Cashmere 0.25% 1.53% 1403 Elms 0.25% 1.53% 1900 Unincorp 0.25% 1 53% 0402 Chelan (city) 0.50% 1404 Hoquiam 0.25% 1.53% KLICKITAT 0403 Enliat 0.25% 153% 1405 McCleary 0.25% 1.53% 2001 Bingen 0.25% 153% 0404 Leavenworth 0.50% 1.78% 1406 Montesano 025% 1.53% 2002 Goldendale 025% 153% 0405 Wenatchee 0.50% 1.78% 1407 Oakville 0.25% 1.53% 2003 White Salmon 0.25°/ 153% 0400 Unincorp 0.50% 178% 1409 Ocean Shores 0.25% 1.53% 2000 Unincorp 050% 178% C1.ALLAAt 1408 Westport 0.25% 1.53% LEWIS 0501 Forks 025% 153% 1400 Unincorp 0.25% 1.53% 2101 Centralia 050% 178% 0502 Port Angeles 0.50% 178% ISLAN1) 2102 Chehalis 050% 178% 0503 Sequim 0.50% 178% 1501 Coupeville 0,50% 1.78% 2103 Morton 025% 153% 0500 Unincorp 0.50% 178% 1502 Langley 0.50% 178% 2104 Mossyrock 0.50% 1.78% CLARK 1503 Oak Harbor 0.50% 1.78% 2105 Napavine 0.50% 1.78% 0601 Battle Ground 0.50% 1.78% 1500 Unincorp 0.50% 1 78 % 2106 Pe Ell 0.25% 1,53% 0602 Camas 0.50% 1.78% JEFFERSON 2107 Toledo 0.25% 1.53% 0603 La Center 0.50% 1.78% 1601 Port Townsend 0.50% 1.78% 2108 Vader 0.25% 1.53% 0604 Ridgefield 0.50% 1.78% 1600 Unincorp 0.50% 1.78% 2109 Winlock 0.25% 1.53% 0605 Vancouver 0.50% 1.78% KING 2100 Unincorp 0.50% 1.78% 0606 Washougal 0.50% 1.78% 1701 Algona 0.50% 1.78% LINCOLN 0607 Yacolt 0.25% 1.53% 1702 Auburn/King 0.50% 1.78% 2201 Almira 0.25% 1.53% 0600 Unincorp 050% 1.78% 1703 Beaux Arts VIg 0.50% 1.78% 2202 Creston 0.25% 1.53% 1704 Bellevue 0.50% 178% 2203 Davenport 0.25% 1.53% COLUMBIA 0701 Dayton 0.25% 1.53% 1705 Black Diamond 0.50% 1.78% 2204 Harrington 025% 153% 1706 Bothell/King 050% 1.78% 2205 Odessa 0.25% 1.53% 0702 Starbuck 0.00% 1.28% 1734 Burien 050% 1.78% 2206 Reardan 0.25 % 1.53% 0700 Unincorp 0.50% 1.78% COWLTZ 1707 Carnation 0.50% 1.78% 2207 Sprague 0.25% 1.53% 0801 Castle Rock 0.25% 1.53% 1708 Clyde Hill 0.50% 1,78% 2208 Wilbur 0.25% 1.53% 0802 Kalama 0.25% L53% 1712 Covington 0.50% 1.78% 2200 Unincorp 0.25% 1.53% 0803 Kelso 0.25% 1.53% 1709 Des Moines 0.50% 1.78% MASON 0804 Longview 0.25% 1.53% 1710 Duvall 0.50% L78% 2301 Shelton 0.50% 1.78°/ 0805 Woodland 0.50% 1.78% 1711 Enumclaw 0.50% 1.78% 2300 Unincorp 0.50% 1.78% 0800 Unincorp 0.25% 1.53% 1732 Federal Way 050% 1.78% OKANOGAN DOUGLAS 1713 Hunts Point 050% 1.78% 2401 Brewster 0.25% 1.53% 0901 Bridgeport 0.25% 1.53% 1714 Issaquah 0.50% 1.78% 2402 Conconully 0.25% 153% 0902 East Wenatchee 0.% 1.9$Rti(C} 1738 Kenmore 0.50 % 1.78% 2403 Coulee Dam 0.50 % 178%0903 Mansfield 0.2255 % 1.53 1715 Kent 0.50% 1.78% 2404 Elmer City 0.00% 1.28% 0904 Rock Island 0.25% 1.53% 1716 Kirkland 0.50% 1.78% 2405 Nespelem O.00% 1.28% 0905 Waterville 0.50% 1.78%(B) 1717 Lake Forest Park 0.50% 1.78% 2406 Okanogan 0.25 % 1.53% 0900 Unincorp 0.25% 1.53% 1720 Maple Valley 0.50% 1.78% 2407 Omak 0.25% 1.53% FERRY 1718 Medina 0.50% 1.78% 2408 Oroville 0,25 % 1.53% 1001 Republic 0.25% 1.53% 1719 Mercer Island 0.50% 1.78% 2409 Pateros 0.25% 1.53% 1000 Unincorp 0.25% 1.53% 1731 Milton/King 0.50% 1.78% 2410 Riverside 0.25% 1.53°/ 1736 Newcastle 0.50% 178% 2411 Tonasket 0.25% 1.53% FRANKLIN 1101 Connell 025% 1.53% 1721 Normandy Park 0.50% 1.78% 2412 Twisp 025% 1.53% 1102 Kahlotus 0.25% 1.53% 1722 North Bend 0.50% 1.78% 2413 Winthrop 0.25% 1 53 % 1103 Mesa 025% 1,53% 1723 Pacific/King 0.50% 1.78°/ 2400 Unincorp 0.25°/ 153% 1104 Pasco 025% 1.53% 1724 Redmond 0.50% 1.78% PACIFIC I100 Unincorp 050% 1.78% 1725 Renton 0.50% 1.78% 2501 Ilwaco 0.25% 153% GARFIFLb 1739 Sammamish 0.50% 1.78% 2502 Long Beach 0.25% 1.53% 1201 Pomeroy 0.25 % L53% 1733 Sea Tac 0,50% 1.78% 2503 Raymond 0.25% 1.53°/ 1200 Unincorp 0.?5% 1,53% 1726 1737 Seattle Shoreline 0.50% 0.50% 1,78% 1.78% 2504 1 2500 South Bend Unincorp 0.25% 0.25% 1.53% 153% REV 84 0013 (6/26/09) Real Estate Excise Tax Rates (Continued) Effective July 1, 2009 tram Co„ rn. au 1 L(M-NI Cara 1`1 Cbm r. ud PENDOREILLE Rre nrc Ra Cnde Sc SNOLiOM_IH Rnr R� Corte WHATCOM Rarc RIIII 2601 Cusick 0.25% 1.53% 3106 Gold Bar 0.50% 1.78% 3701 Bellingham 0.50% 1.78% 2602 lone 0.25% 1,53% 3107 Granite Falls O,50% 1.78% 3702 Blaine 0.50% 1.78% 2603 Metaline 0,00% 1.28% 3108 Index O:50% 1.78% 3703 Everson 0.50% 1,78% 2604 Metaline Falls 0.25% 1.53% 3109 Lake Stevens 0,50% 1.78% 3704 Ferndale 0.50% 1.78% 2605 Newport 0.50% 1-78% 3110 Lynwood 0,50% 1,78% 3705 Lynden 0.50% 1,78% 2600 Unincorp 0.25% 1,53% 3111 Marysville 0,50% 1.78% 3706 Nooksack 0,50% 1.78% PIERCE. 3119 Mill Creek 0.50% L78% 3707 Sumas 0.50% L78% 2724 Auburn/Pierce 0.50% 1-79% 3112 Monroe 0.50% 1,78% 3700 Unincorp 0.50% 1.78% 2701 Bonney Lake 0.50% 1.78% 3113 Mountlake Terrace 0.50% L78% WHITMAN 2702 Buckley O,SO% 1,78% 3114 Mukilleo 0,50% 1.78% 3801 Albion 0.25% 1.53% 2703 Carbonado 0,25% 1.53% 3115 Snohomish (city) 0.50% 1.78% 3802 Colfax 0.25% 1,53% 2704 Du Pont 0.50% 1.78% 3116 Stanwood 0.50% 1,78% 3803 Colton 0.25% 1,53% 2705 Eatonville 0,25% 1.53% 3117 Sultan 0.50% L78% 3804 Endicott 0.25% 1.53% 2720 Edgewood Q50% 178% 3118 Woodway 0.50% 1.78% 3805 Farmington 0.25% 1.53% 2706 Fife Q50% 1.78% 3100 Unincorp 0.50% 1.78°/ 3806 Garfield 0.2.5% 1,53% 2707 Fircresl 0.50% 1.78% SPOKANE 3807 LaCrosse 0.25% 1.53% 2708 Gig Harbor 0.50% 1-78% 3201 Airwav Heights 0,50% 1.78% 3808 Lamont 0.00% 1.28% 2721 Lakewood 0.50% 1.78% 3202 Cheney 0.50% 1.78% 3809 1vlalden 0.25% 1.53% 2709 Millon/Pierce 0,50% 1.78% 3203 Deer Park 0.50% 1,78% 3810 Oaksdale 0.25% 1.53% 2710 Orting 0,50% L78% 3204 Fairfield 0.00% 1.28% 3811 Palouse 0.25% 1.53% 2723 Pacific/Pierce 0,50% 1.78% 3205 Latah 0.00% 1,28% 3812 Pullman 0.25% 153% 2711 Puyallup 0.50% 1.78% 3212 Liberty Lake 0,50% 1.78% 3813 Rosalia 0.25% 1-53% 2712 Roy 0,25% 1.53% 3206 Medical Lake 0.25% 1.53% 3814 St John 0.25% 1.53% 3207 Millwood 0.00% 1.28% 3815 Tekoa 0.25% 1.53% 2713 Ruston 0.50% 1.78% 3208 Rockford 0-25 % 1.53% 3816 Uniontown 0.25% 1.53% 2714 South Prairie 0,50% 1,78% 3209 Spangle 0.25% 1,53% 3800 Unincorp 0.25% 1.53% 2715 Steilacoom 0,50% 1.78% 3210 Spokane (city) 0.50% 178% YAKIMA 2716 Sumner 0,50% 1,78% 3213 Spokane Valley 0.50% 1.78% 3901 Grandview 0,25% 1,53% 2717 Tacoma 0,50% 1,78% 3211 Waverly 0.00% 1,28% 3902 Granger 0,25% L53% 2718 Wilkeson 0,25% 1.53% 3200 Unincorp 0.50% 1;78% 3903 Harrah 0.25% 1.53% 2719 University Place 0.50% 1,78% STEVENS 3904 Mabton 0.50% 1.78% 2700 Unincorp 0.50% 1.78% 3301 ' Chewelah 0.25% 1,53% 3905 Moxee City 0.25% 1.53% SANJUAN 3302 Colville 0.25% 1.53% 3906 Naches 0.25% 1.53% 2801 Friday Harbor 1,50% 2.78% 3303 Kettle Falls 0,25% 1.53% 3907 Selah 0-25% 1.53% 2800 Unincorp 1.25% 2.53% 3304 Marcus 0,25% 1,53% 3908 Sunnyside 0,50% 1.78% S lU5 \GI 3305 Northport 0.25% 1.53% 3909 Tieton 0,25% 1.53% 2901 Anacortes 0.50% 1.78% 3306 Springdale 0,25% 1.53% 3910 Toppenish 0.25% 1.53% 2902 Burlington 0 50% 1,78% 3300 Unincorp 0.25% 1.53% 3911 Union Gap 0.25% 1.53% 2903 Concrete 0.50% 1,78% THURSTON 3912 \Va pato 0,25% 1.53% 2904 Hamilton 0.50% 1.78% 2905 La Conner 0.50% 1.78% 3401 Bucoda 0.50% 1.78% 3913 Yakima (city) 0.50% 1.78% 2906 Lyman 0.50% 1.78% 3402 Lacey 0.50% 1.78% 3914 Zillah 0.50% 1.78% 2907 Mt Vernon 0,50% 1.78% 3403 Olympia 0.50% 1,78% 3900 Unincorp 0.25% 1.53% 2908 Sedro Woolley 0.50% 1.78% 3404 Rainier 0.25% 1.53% 2900 Unincorp 0.50% 1.78% 3405 Tenino 0.50% 108% SK.\MANIA 3406 Tumwater Q50% 1.78% 3001 N,Bonneville 0,25% 1,53% 3407 Yelm 0,25% i:53"/ 3400 Unincorp 0.50% 1.78% For tax assistance, visit dor.wa.gov or call 3002 Stevenson 0.25% 1,53% WAHKIAKUM 1-800-647-7706. To Inquire about the 3000 Unincorp 0.25% 1.53% 3501 Cathlamel 0.25% 1.53% availability ofthis document in an alternate SNOHOnIISH. 3500 Unincorp 0.25% 1.53% format for the visually impaired, please call 3101 Arlington 0.50% 1.78% Wr\LLA WALLA 360 ( ) 705-6715, Tele typ e lTY (� )users nta y 3120 BothelllSnohomish 0.50% 1.78% 3601 College Place 0.25% 1.53% call 1-800-451-7985. 3102 Brier 0.50% 1,78% 3602 Prescott Prescott 0,00% 1.28% 3103 Darfington 0.25% 1,53% 3603 Waitsbi 0.00%25% l_S3% 3104 Edmonds 0.50% 1,78% 3604 Walla Walla (city) 0.25% 1.53% 3105 Everett 0.50% 1,78% 3600 Unincorp 0-25% 1-53% (A) Effective 05/01/09 (B) Effeclive 05/01/09 (C) Effective 07/01/09 RED' 84 0013 (6/26109) m m z 0 ((D m 70 z (n c n 0 z X O O "� m m 0 Z D r m < (� M (in m z 0 (zp m �J 0 D wU) m '� � O -n Z m '� O c � 0 N O m ni Z 0 rn D R` D z m Z m O m � 0 Z D r m n m m z 0 m � n< rn 0 r (n rn (n T D R° D z m Z m Z D r- m D m O m m 0 Z D r m n m m U) m c z 0 w N 69 (0 V i O Ib 4 N A v 01 69 Cil 1) (0 -4 O � (w0 -A 4�;, (0 -P� a O N Oo W , O O N W a — O W —.41, O v (0 (71 CO N -1 D O W N 0) W U1 U1 W W O� (0 (0 — W O .A N O Ili -P, O w Ul w b9 I V O N (i rn P rn o w -� w i co -P.,((00 -4 N N w > -1 -I O 00 W O W 6A n Ql N O W O O O) W (0 N P N 7 0) (0 -P� v W O W M W O w P O W N W W W M y (0 (0 O O v W 0 (0 M -1 .p W O M O N O M W 00 -• O O Oo N O W O m O N W N P 0 0 0.0�l O— O O P (0 O M M O M 1-0 o 0 0 -.-0 0 0 -.-0 -.-a -.-0 -.-0 0 0 0 -.-0 0 69 v w (0 rn w w w w O w w O 41 O 0 00 1 o o, o O O O O O O 0 0 O O O O n C) N c o 0 y O CD m 0 co 0 U) n (D N Q 0 n 00 Qr* M CD r* (D D d m m c Q. s m (n N n � 0 o to Q. 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N ,� y T (n (n @ (o _ .7-n m 3 U C 2 CD (n Q3 7 N O N 2 C W C O O 00 W 0 O N !J O CD W O 4 co O :E O 00 O O (D (O O O n N O O � O N (O O CD [n 3 ((Dn (n c (v (n ;u 3 3 (n 3 CD T 3 C a CD CD (D O � O Real Estate Excise Tax Overview Washington State law authorizes a real estate excise tax on all sales of real estate at a rate of 1.28 percent. RCW 82.45.060. A locally -imposed tax is also authorized. Edmonds imposes a tax of 0.50 percent, The First Quarter Percent -- REET 1— Fund 126 • Cities and counties fall into three categories: 1) Those that are not planning under GMA; 2) those that are planning under GMA, but have a population under 5,000; and 3 those that are planning under GMA and have a p9pulation of 5,000 or over. Edmonds meets criteria (3) - Cities and Counties with a Population of 5,000 or more that are planning under GMA. • These jurisdictions must spend the first quarter percent of their real estate „excise tax receipts solely on capital projects. RCW 82.46.010(6) defines "capital projects" as: "those public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways; sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary sewer systems; parks, recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities..." Edmonds- Capital Improvement program includes: o Park Development Projects o Citywide Park Improvements o Specialized Projects o Trail Development o Planning 1of2 Real Estate Excise Tax Overview Spending the Second Quarter Percent -- REET 2 — Fund 125 ■ For this quarter percent RCW 82.46.035(5). defines "capital project" as: "public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement of parks." • Note that acquisition of land for parks is not a permitted use of REET 2 receipts, although it is a permitted use for street, water, and sewer projects. • Edmonds Capital Improvement program includes: o Specialized Capital Projects o Debt Service Fund Accounting Because this revenue source has a dedicated purpose, it must be accounted for separately in a capital projects fund. Source: Municipal Research and Services Center of Washington website URL: http://www.mrsc.orz/Subiects/flnance/reettreetweb.aspx 2of2 r"` wd11""'4 Real Estate Excise Tax Rates evenW.Nue Rates Effective July 1, 2009 nrim^ kc!e Please Note: This schedule is revised quarterly as needed The following tables show local tax rates and the combined rate, including the state tax rate of 1.28% effective in all locations. Use location code when com}Acting form 84-0001 B for entity transfer. Bold denotes current increases per the effective date. [nroI t'-ph. Local Comb. Local Con sttllP ADAMS Bela: Bate fg* GRANT Rate Rate Corle KING (Cont'd) Rate Rokg 0101 Hatton 0.25% 1.53% 1301 Coulee City 0.25% 1.53% 1727 Skykomish 0 25 % 153% 0102 Lind 0.25% 1.53% 1302 Electric City 050% 1.78% 1728 Snoqualmie 0.50 % 1.78% 0103 Othello 0.25% 1.53% 1303 Ephrata 050% 1.78% 1729 Tukwila 050% 1.78% 0104 Ritzville 0.25% 1.53% 1304 George 025% 1.53% 1735 Woodinville 0.50% 1.78% 0105 Washtucna 0.25% 1.53% 1305 Grand Coulee 0.25% 1.53% 1730 Yarrow Point 050% 1 78 % 0100 Unincorp 0.25% 1.53% 1306 Hartline 0.25% 1.53% 1700 Unincorp 0.50% 178% ASOTIN 1307 Krupp 0.00% 1.28% KITSAP 0201 Asotin (city) 0.75% 2 03% 1308 Mattawa 0.25% 1.53% 1801 Bremerton 050% 178% 0202 Clarkston 0.25% 153% 1309 Moses Lake 0.25% 1.53% 1802 Port Orchard 050% 1.78% 0200 Unincorp 0.25% 1.53% 1310 Quincy 0.50% 1.78% 1803 Poulsbo 0.50% 178% BENTON 1311 Royal City 0.50% 1.78% 1804 Bainbridge Island 0.50% 1.78% 0301 Benton City 0.25% 1.53% 1312 Soap Lake 0.50% 1.78% 1800 Unincorp 0.50% 178% 0302 Kennewick 0.50% 1.78% 1313 Warden 0.25% 1.53% KITTITAS 0303 Prosser 0.50% 1.78% 1315 Wilson Creek 0.50% 1.78% 1901 Cie Elum 0.25% 1.53°/ 0304 Richland 0.50% 178% 1300 Unincorp 0.50% 1.78% 1902 Ellensburg 0.25% 1.53% 0305 West Richland 0.50% 1.78% CM.WN 11AI16OR 1903 Kittitas (city) 0 25% 1.53% 0300 Unincorp 0.25% 1.53% 1401 Aberdeen 0.25% 1.53% 1904 Roslyn 0.25% 1.53% CHELAN 1402 Cosmopolis 0.25% 1.53% 1905 South Cie Elum 0.25°/ 153% 0401 Cashmere 0.25% 1.53 % 1403 Elma 0.25 % 1.53% 1900 Unincorp 0.250/ 1 53% 0402 Chelan (city) 0.50% 1.78%IA) 1404 Hoquiam 0.25% 1.53% KLICKITAT 0403 Entiat 0.25% 1.53% 1405 McCleary 0.25% 1.53% 2001 Bingen 0.25% 1 53% 0404 Leavenworth 0.50% 1.78% 1406 Montesano 0.25% 1.53% 2002 Goldendale 0.25% 1.53% 0405 Wenatchee 0.50% 1.78% 1407 Oakville 0.25% 1.53% 2003 White Salmon 0.25% 153% 0400 Unincorp 0.50% 1.78% 1409 Ocean Shores 0.25 % 1.53% 2000 Unincorp 0.50% 1.78% CLALLAM 1408 Westport 0.25% 1.53% LEWIS 0501 Forks 0,25% 153% 1400 Unincorp 0.25% 1.53% 2101 Centralia 0.50% 1.78% 0502 Port Angeles 0.50% 1.78% ISLAND 2102 Chehalis 0.50% 1.78% 0503 Sequin 0.50% 1.78% 1501 Coupeville 0.50% 1.78% 2103 Morton 0.25% 1.53% 0500 Unincorp 0.50% 1.78% 1502 Langley 0.50% 1.78% 2104 Mossyrock 0.50% 178% LC ARK 1503 Oak Harbor 0.50% 1.78% 2105 Napavine 0.50% 178% 0601 Battle Grand 0.50%' 1.78% 1500 Unincorp 050% 1.78 % 2106 Pe Ell 025% 1 53 % 0602 Camas 0,50% 178% JEFFERSON 2107 Toledo 0.25% 1.53% 0603 La Center 0.50% 178% 1601 Port Townsend 0.50% 1.78% 2108 Vader 0.25% 1.53% 0604 Ridgefield 0.50% 178% 1600 Unincorp 0.50% 1.78% 2109 Winlock 0.25% 1.53% 0605 Vancouver 0.50% 1.78% KING 2100 Unincorp 0.50% 178% 0606 Washougal 0.50% 1.78% 1701 Algona 0.50% 1.78% LINCOLN 0607 Yacolt 0.25% 1.53% 1702 Auburn/King 0,50% 1.78% 2201 Almira 0.25% 153% 0600 Unincorp 0.50% 178% 1703 Beaux Arts Vlg 0.50% 1.78% 2202 Creston 0.25% 153% COLUMBIA 1704 Bellevue 0.50% 1.78% 2203 Davenport 0.25% 1.53% 0701 Dayton 0.25% 1.53% 1705 Black Diamond 0.50% 1.78% 2204 Harrington 0.25% 1.53% 0702 Starbuck 0.00% 1.28% 1706 Bothell/King 0.50% 1.78% 2205 Odessa 0.25% 1.53% 0700 Unincorp 0.50% 1.78% 1734 Burien 050% 1.78% 2206 Reardan 0.25% 1.53% COWLTZ 1707 Carnation 050% 1.78% 2207 Sprague 0.25% 1.53% 0801 Castle Rock 0.25% 1.53% 1708 Clyde Hill 0.50% 1.78% 2208 Wilbur 0.25% 1.53% 0802 Kalama 0.25% 1.53% 1712 Covington 0.50% 1.78% 2200 Unincorp 025% 153% 0803 Kelso 0.25% 1.53% 1709 Des Moines 050% 1.78% MASON 0804 Longview 0.25% 1.53% 1710 Duvall 050% 1.78% 2301 Shelton 050% 178% 0805 Woodland 0.50% 1.78% 1711 Enumclaw 0.50% 1.78% 2300 Unincorp 0.50% 1,78% 0800 Unincorp 0.25% 1.53% 1732 Federal Way 050% 1.78% OKANOGAN DOUGLAS 1713 Hunts Point 0.50% 1.78% 2401 Brewster 0.25% 1.53% 0901 Bridgeport 0.25% 1.53% 1714 Issaquah 0.50% 1.78% 2402 Conconully 0.25% 1.53% 0902 East Wenatchee 0.50% 1.98%(C) 1738 Kenmore 0.50% 1.78 % 2403 Coulee Dam 0.50% 1.78% 0903 Mansfield 0.25% 1.53% 1715 Kent 0 50 % 1.78% 2404 Elmer City 0.00% 1 28% 0904 Rock Island 0.25% 1.53% 1716 Kirkland 0.50% 1.78% 2405 Nespelem 0.00% 1.28% 0905 Waterville 0.50% 1.78%(B) 1717 Lake Forest Park 0.50% 1.78% 2406 Okanogan 0.25 % 1.53% 0900 Unincorp 0.25% 1.53% 1720 Maple Valley 0.50% 1.78% 2407 Omak 0.25% l.53 % EF RRY 1718 Medina 0.50% 1.78% 2408 Oroville 0.25% 1.53% 1001 Republic 0.25% 1.53% 1719 Mercer Island 0.50% 1.78% 2409 Pateros 0.25% 1.53% 1000 Unincorp 0.25% 1.53% 1731 Milton/King 0.50% 1.78% 2410 Riverside 0.25% 153% FRANKLIN 1736 Newcastle 0.50% 1.78% 2411 Tonasket 0.25% 153% 1101 Connell 0.25% 153% 1721 Normandy Park 0.50% 1.78% 2412 Twisp 0.25% 1.53% 1102 Kahlotus 0.25% 1 53% 1722 North Bend 0.50% 1.78% 2413 Winthrop 0.25% 1.53% 1103 Mesa 0.25% 1.53% 1723 Pacific/King 0.50% 1.78% 2400 Unincorp 0.25% 1.53% 1104 Pasco 0.25% 153% 1724 Redmond 0.50% 1.78% PACIFIC 1100 Unincorp 0.50% 178% 1725 Renton 0.50% 1.78% 2501 llwaco 0.25% 1.53% GARFIELD 1739 Sammamish 0.50% 1.78% 2502 Long Beach 0.25% 153% 1201 Pomeroy 0.25% 1.53% 1733 Sea Tac 0.50% 1.78% 2503 Raymond 0.25% 1.53% 1200 Unincorp 0.25% 1.53% 1726 1731 Seattle Shoreline 0.50% O 50% 1.78% 1.78 % 2504 2500 South Bend Unincorp 0.25% 0.25% 1.53% 1.53% REV 84 0013 (6/26/09) Real Estate Excise'I'ax Rates Wontintled) Effective July 1, 2009 -7.oera Comb. (_onr ) Loenl Comb. Load Comb. Crule PEND_OREILLE, RNc Rae Code SNOHOMISH Rnre Rnre Cade WHATCOM Rau, Rare 2601 Cusick 0,25% 1.53% 3106 Gold Bar 0.50% 1 78% 3701 Bellingham 0.50% 1.78% 2602 lone 0,25% 1,53% 3107 Granite Falls 0;50% 1.78% 3702 Blaine 0.50% 1.78% 2603 Metaline 0.00% 1.28% 3108 Index 0,50% 1.78% 3703 Everson 0.50% 1.78% 2604 Metaline Falls 0.25% 1.53% 3109 Lake Stevens 0.50% 1.73% 3704 Ferndale 0.50% 138% 2605 Newport 0.50% 1,78% 3110 Lynwood 0,50% 1.78% 3705 Lynden 0.50% 1.78% 2600 Unincorp 0.25% 1,53% 3111 Marysville 0,50% 1.78% 3706 Nooksack 0.50% 1,78% PIERCE 3119 Mill Creek 0.50% L78% 3707 Sumas 0.50% 1.78% 2724 Auburn/Pierce 0,50% 1.78% 3112 Monroe 0.50% 1.78% 3700 Unincorp 0.50% 1,78% 2701 Bonney Lake 0,50% 1,78% 3113 Mountlake Terrace 0.50% 1.78% WHITMAN 2702 Buckley 0,50% 1,78% 3114 Mukilleo 0.50% 1.78% 3801 Albion 0.25% 1.53% 2703 Carbonado 0,25% 1.53% 3115 Snohomish (city) 0.50% 1,78% 3802 Colfax 0.25% 1,53% 2704 Du Pont 0.50% 1.78% 3116 Stanwood 0.50% 1.78% 3803 Colton 0.25% 1.53% 2705 Eatonville 0,25% 1.53% 3117 Sultan 0.50% 1.78% 3804 Endicott 0.25% 1.53% 2720 Edgewood 0,50% 1.78% 3118 Woodway 0,50% 1,78% 3805 Farmington 0.25% 1.53% 2706 Fife 0,50% 1.78% 3100 Unincorp 0.50% 1.78% 3806 Garfield 0.25% L53% 2707 Fircrest 0,50% 1-78% SPOKANE 3807 LaCrosse 0.25% 1.53% 2708 Gig Harbor 0.50% 1.78% 3201 Airway Heights 0.50% 1.78% 3808 Lamont 0.00% L28% 2721 Lakewood 0,50% 1.78% 3202 Cheney 0,50% 1.78% 3809 Malden 0.25% 1.53% 2709 Milton/Pierce 0,50% 1.78% 3203 Deer Park 0.50% 1.78% 3810 Oaksdale 0.25% 1.53% 2710 Orting 0,50% 1,78% 3204 Fairfield 0,00% 1,28% 3811 Palouse 0.25% 1.53% 2723 Pacific/Pierce 0.50% 1,78% 3205 Latah 0.00% 1,28% 3812 Pullman 0.25% 1,53% 2711 Puyallup 0.50% 1.78% 3212 Liberty Lake 0.50% 1.78% 3813 Rosalia 0.25% LS3% 2712 Roy 0,25% 1.53% 3206 Medical Lake 0.25% 1.53% 3814 St John 0.25% 1.53% 2713 Ruston 0,50% 1.78% 3207 Millwood 0.00% 1,28% 3815 Tekoa 0.25% 1,53% 2714 South Prairie 0.50% 1.78% 3208 Rockford 0.25% 1,53% 3816 Uniontown 0.25% 1.53% 2715 Steilacoon 0.50% 1.78% 3209 Spangle 0.25 % 1.53% 3800 Unincorp 0.25% 1,53% 2716 Sumner 050% 178% 3210 Spokane (city) 0.50% 1,78% YAKIMA 3213 Spokane Valley 0.50% 1,78% 3901 Grandview 0.25% 1.53% 2717 Tacoma 0.50% 1.78% 32H Waverly 0.00% 1.28% 3902 Granger 0,25% 1.53% 2718 Wilkeson 0.25% 1.53% 3200 Unincorp 0,50% 1.78% 3903 Harrah 0.25% 1.53% 2719 University Place 0.50% 1.78% 2700 Unincorp 0,50% 1.78% 3301 STEVENS Chewelah 0,25% 1,53% 3904 3905 Mablon MoxeeCity 0.50% 0.25% 1.78% 1.53% SANLUAN 2801 Friday Harbor 1,50° 2.78% 3302 C0 'ille 0.25% L53% 3906 Niches 0.25% 1.53% 3303 Ket11e Falls 0.25% 1.53% 3907 Selah 0.25% 1.53% 2800 Unincorp 1.25% 2.53% 3304 Marcus 0.25% 1,53% 3908 Sunuyside 0.50% 1.78% SKAGIT 3305 Northport 0.25% 1.53% 3909 Tieton 0.25% 1.53% 2901 Anacortes 0;50% 1.78% 3306 Springdale 0.25% 1,53% 3910 Toppenish 0,25% 1.53% 2902 Burlington 0.50% 1.78% 3300 Unincorp 0.25% 1.53% 3911 Union Gap 0.25% 1.53% 2903 Concrete 0.50% 1.78% 2904 Hamilton 0.50% 1.78% 1HURST'ON 3912 Wipato 0,25% 1.53% 2905 La Conner 0.509 a 1,73 3401 BOCda 0,50% 1,78% 3913 Yakima (city) Q.50% 1.78% 290 Lyman 0,50% 1.78% 3402 Lace 050% .,% 178 3914 Zillah 0,50% 1.78% 2907 Mt Vernon 0;50% 1,.78% 3403 Olympia 0,50% 1,73% 3900 Unincorp P 0.25% 1.53% 2908 Sedro Woolley 0.50% 1.78% 3404 Rainier 0.25% 1.53% 2900 Unincorp 0.50% 1,78% 3405 Tenino 0,50% 1.78% SKAMANIA 3406 Tumwater 0.50% 1.78% 3001 N. Bonneville 0,25% 1.53% 3407 Yelm U5% 1,53% 3400 Unincorp 0:50% 1.78% For tax assistance, visit dorma gov or call 3002 Stevenson 0.25% 1,530/b NVAHKIAKUM 1-800-647-7706. To Inquire about the 3000 Unincorp 0,25% 1.53% 3501 Calhlamet 0.25% 1.53% availability of this document in an alternate SNOISII 3500 Unincorp 0.25% L53% format for the visually impaired, please call 3101 Arlinggtonton 0,50% 178% 1VALLrUVA1,L_A (360) 705-6715. Teletype (TTY) users may 3120 Bothell/Snohomish 0.50% L78% 3601 College Place 0.25% 153% call 1-800-451-7985. 3102 Brier 0.50% 1.789a 3602 Prescott 0,00% 128% 3103 Dmringron 0.25% 1.53% 3603 \Viitsburg 0.25% 1,53% 310 Edmonds 050% 178% 3604 Willa Walla (city) 0.25% 1.53% 3105 Everett 0,.50% 1,,78% 3600 Unincorp 0.25% LS3% (A) Effective05/01/09 (B) Effective05/01/09 (C) Etfective07/01/09 REV 84 0013 (6/26/09) Z m � o m n, Z O Z m ;0 O W n u O< M 0 mm m 0 Z w M n mi U z m ;1 m c 0 z M m X p D Z cn m O cm Z D Z cn m� O C -� 0 N p � m w D Z O m � D 90 D -ZI m D< Z m p m m O Z cn m () � m w m 0 cmi� m ;u G) o r < m (n m D 90 D m D Z m Z —I D C m D m O m m v� 0 Z rD' (n m < 0 m m r m cn U) m C Z w N WD W (D -4 O (w (�i D � (D -P, W O N W W : O W -� N Oo � � O 00 �.-;h, O v , (D M W N 1 -I (D w O w N O W U7 Cn W w O .P 4�1 (D V — (D — W O P N O N O W (n W i (D 00 rn 4 N v Ul lea fA w -4 v O N (n rn (n rn o w -4 Ol , , 00 (0 WP , � i v O N i -4W , W Q v v O 00 W OD — Oo fA �03 -I O 4� N � O N O W O O C7 W Cp N CJt -� N O .P -P, v W O 00 (n W O , W O W N 00 W W Cn V W (D O O v w (D — Ol —1 -P 00 O W O N O 00 W 00 O O M N O W O O O N W N � O O (n 4h, O — O O --• (D O O 00 O W \ \ \ \ -C\ \ \o -0\ \ \ \ \ \ \ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0169 -4 w rn w w w w w W o , o r , , O O i O r r i , r O r O O O O O O 0 O O O O I. 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C) N = c O N 0 E�O l0 O— ? N A U7 O < N (0 A O < 'O (D 7 j O G (D - u (D ? o .n-. 0 G ? 0) m 00 (p (D ('7 0 p� d (O 00 (D n O 7 (71 0) �j C o O O D N O C co D -n p 11 0 (0 (D "0 O (') D J 3 (0 p N o (D o C (D (D(D co o Zo m m r U) CD `0 i n (n C) m l< (o N - m m Q n D o w O a 3 d� CD O a c(Di �_ 3 °1 3 a 3 CL 1 CD N (D m (D O� (p N O N 7 Tl W T (� O O O C 2 "�(1 iy7cr C O � O O O (D d (D `� in ;fJ ,� 3 m (O (D N 3 i (0 1.N 0 �. O (O N -i N. :m N 1 3 3 N C (JT 01 O 2 C) m D CD cn N o• = c p o c o D m 0 v v �, < = N — cn < 2 (D 3 s >> 0 C m n U 0 go N go cn O 3 U (D cn S w < 0 L_ N O 00 0- R° w O (fin n (ND 3 (5CD 7 p CD O (D N y 'O-. (D 3 N (O T O T. O N — @ (O 7 _ p (D m Y� (D 2 O O N C C (n � N N rn 2 2 0 0 (D CO c W =b N p W O U1 O O (D O O a C)O (0 CO (D (n co (D (D O D O (O n N O O (0 O (D 3 N N C W N A m uNi 3 m 3 5 2 COMBINED 2009 ANNUAL REPORTS FROM THE CITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION AND PLANNING BOARD The City of Edmonds Economic Development Commission and Planning Board, in response to their charge to prepare and submit an annual report, respectfully submit this report to the Edmonds City Council and Mayor Haakenson for review and consideration. The Citizens Economic Development Commission On April 21, 2009, the Edmonds City Council passed Resolution 1198 which directed City of Edmonds staff to create an Ordinance, that would, if approved, create a Citizens Economic Development Commission. On June 2, 2009, the Edmonds City Council passed Ordinance 3735, which amended the Edmonds City Code, Title 10, adding a new Chapter 10.75 Citizens Economic Development Commission. The Citizens Economic Development Commission, consisting of 17 members, is empowered to advise and make recommendations to the Mayor and City Council, and as appropriate to the Planning Board, Architectural Design Board or other Boards or Commissions of the City on such matters as may be specifically referred to the Commission by the Mayor or City Council including but not limited to 1) determining new strategies for economic development within the City of Edmonds, and 2) identifying new sources of revenue for consideration by the City Council, and other strategies for improving commercial viability and tourism development. Executive Summary A significant challenge for the City of Edmonds is a long-term structural gap in which revenue growth is slower than growth in expenses. The City of Edmonds will experience a budget deficit that is projected to begin in 2013. Without increases in the City's revenues, taxes will have to be raised, which can potentially put excessive burdens on individual household budgets. In an effort to find solutions to this problem, the Edmonds Citizens Economic Development Commission (CEDC) and Planning Board hereby submit several initial proposals that should be worked on and completed in 2010. The problem will require a multi -faceted approach; as no single proposed strategy, policy, or program can assure success for our community or fix the problem. All proposals should therefore be viewed as only one piece of an overall economic development program. The proposals lie in the areas of improved land use, attracting new businesses and supporting existing businesses, and development of tourism. These approaches are also intended to support residential development in certain areas and support existing property values. All of these undertakings can be worked on simultaneously during the year. The Edmonds CEDC and Planning Board requests that the City Council provide feedback shortly after its February 2010 retreat on the following recommended items. 1. Ensure that the City's economic development position can devote full time to economic development activities and adequately fund proposed programs and activities. A focus of this role is to continue to define and promote Edmonds' brand. 2. Commit to developing/reviewing/updating a strategic plan every year, ideally corresponding to the City Council's annual retreat; this includes setting goals and continually assessing progress metrics. Initiate Neighborhood Business Center plans for Five Corners (Neighborhood Center) and Westgate (Neighborhood Community Center) in order to position these areas to attract redevelopment. 4. Support the process to redevelop Harbor Square with public involvement that ensures a balance between generating revenue and addressing environmental concerns. . 5. Initiate and fund a business/marketing plan for the City -owned fiber optic network. 6. Develop a community vision that addresses a balance between quality of life and growth objectives while furthering Edmonds' "green" initiatives. The Edmonds Economic Development Commission and Planning Board encourage the City Council to actively work in partnership with the Edmonds CEDC and participate in its meetings. City leadership needs to focus on, and prioritize, major efforts/initiatives that effect the overall business community and quality of life for residents as a whole as opposed to focusing time, energy, and money on less significant issues. It is time act now, i.e., initiate, not react. What is the problem? The City of Edmonds projects that annual revenues will fall below expenses in the year 2013 and that the shortfall will increase well into the future. Reserves, including about $900,000 from the Fire District 1 transaction, will push out the first appearance of a general fund deficit until 2013. The chart below presents the annual deficit as well as the cumulative deficit projected through 2020. By 2020 Edmonds is projecting a cumulative deficit of $30 million. Edmonds Budget 5000000 - — -- 0 - — -5000000 — - — - -- -� - -10000000 - — -- - — — - -- -15000000 -20000000 13 Ending Balance Cum --- -- -- -25000000 - - - a Year by Year -- --.- - .- - — j -30000000 -35000000 2010 1 2011 2012 1 2013 2014 2015 1 2016 2017 2018 2019 2020 m Ending Balance Cum 3026674 1 2388064 1244080-402124-2633035-5291777-8634408-1271l662.3-17565434.8-23238284-29775508.7 0 Year by Year-402124-2230911-2658742-3342631-4077454.29-4853572.54 •-5672849.13-6537224.73 What does this deficit mean to City of Edmonds residents? There will need to be either large cuts in basic services provided by the City or large increases in taxes paid to the City. On average an Edmonds household now pays about $800 annually in property taxes that go to support the City (property taxes are also collected for other purposes such as the Library District, Emergency Medical Services, Schools, Port, Hospital District, etc.). The chart below demonstrates the average increase in property taxes that each household would need to pay to cover the projected deficit. By the year 2020 the average household will need to pay an additional $374, a 46% increase over today. Tlus equates to a cumulative total of $1,701 in additional taxes from 2013 to 2020. This assessment only takes into account maintaining services at current levels and does not include additional taxes associated with needed transportation improvements or additional amenities such as upgrading Yost Pool. Tax Increase Per Household 400- 350 300 250 200 - - 150 100 - - 50 - 0 #122.9785141127A(W631151- 202015 ~2016 TTax Increase92811 191.00749 23 2017 2018 2019 1 2020 277.347 1324.16281 373.5557 In Tax Increase Why is economic development important to Edmonds? Financial stability is of paramount importance to the City because it allows for the successful delivery of services with an eye on the long-term financial ramifications of decisions, particularly given the budget challenges of the past and those projected into the future. Prudent financial decisions can help determine future opportunity and should result in citizens receiving the best possible government for their tax dollar. The City's economic prosperity and development increases wealth and the standard of living for many who live and work within the City of Edmonds. The structure of the City's economy influences the City's physical development and determines the City's capacity to fund essential services. These factors also support existing residential property values that are important components of City revenue, as well as personal wealth. Aside from a national or global economic recession, the Citizens of Edmonds deserve predictability and reliability regarding the government services they fund. A strong economy requires a strong, healthy and balanced community as a foundation. Thus, it is imperative that the City of Edmonds position itself to plan for and maintain economic sustainability. Economic development is a program, a group of policies or activities that seek to improve the economic well being and quality of life for a community, and it includes numerous approaches as no single strategy, policy, or program can assure success for a community. It strives to find balance and synergy between business and residential development that is consistent with quality of life concerns of the citizenry. As stated within the City of Edmonds Economic Development Plan, "Communities like Edmonds are realizing that there is no such thing as a `static' or fixed economy; local economies are always changing. They are also impacted by countless forces, such as national and state economic cycles, competition from surrounding cities for desirable businesses, local and regional land use changes, residential and commercial real estate market trends, and other forces. Without change and adaptability, a community can become stagnant or even decline. Successful communities today acknowledge their past and allow a vision for the future to guide them through the changes needed to prosper." An increasing number of communities around the region have economic development policies and staff. Their community economic development priorities vary widely, but can include, initiatives to create affordable housing; adding employment; downtown or commercial revitalization; small business assistance, business recruitment and site selection; community marketing, branding and promotions; tourism generation; streamlining permit processes; and streetscape projects (includes public art). What are other cities doing to address the problem? Edmonds is not alone in facing economic distress in the near future. The CEDC studied what other neighboring cities and entities are doing to address similar issues. During two joint meetings with the Planning Board, representatives from the Snohomish County Economic Development Council, the cities of Lynnwood, Mountlake Terrace and Bothell, and the Port of Edmonds shared information about recent economic development related efforts/initiatives. 5 The Citizens Economic Development Commission and Planning Board collectively agree that one strong message presented from the guest speakers is that success in the area of economic development requires strong and steady leadership from the City Council, and alignment of goals and visions amongst all who impact the situation. Additional messages from guest speakers included the following: • City staff and Council must work closely together, and in support of common goals • Open community involvement and input is critical to the success of the process ■ Public policy is weighed against its impact to economic development A positive corporate culture is what encourages collaboration and innovation • Processes and regulations must be aligned with goals • Zoning is to be designed to proactively attract new business ■ Economic development goals are kept highly visible and tracked for progress and completion • Community branding is critical • A City must present and participate in regional forums • Partnerships between the City and other entities, groups, businesses and organizations are needed in order to move forward in a productive manner ■ Compliment, don't compete with other communities • Sustaining a razor's edge focus on achieving the end goal. What has Edmonds been doing? Edmonds has not been idle in recent years either. The community college has been growing and adapting its curriculum to the challenges of the future and has increased its presence in Edmonds, as illustrated by the downtown Conference Center. The Highway 99 Task Force continues to progress. Stevens Hospital is showing positive growth and will enter into a new relationship with Swedish Medical Center that will better prepare it to meet future needs. The council has approved a contract rezone for Firdale Village. The Port has purchased buildings within its office park and begun the process of developing a master plan for the area. Various agencies, including Sound Transit, WSDOT and Community Transit, have initiated and continue to pursue transit improvements on Highway 99 and within the downtown area, providing opportunities for further transit -oriented development. Both public and private initiatives have substantially expanded community access to high-speed fiber optic technology. The City's Economic Development Department has improved outreach to the business community and increased promotion of Edmonds via advertising in many types of publications in addition to contacting PCC and Ace Hardware to encourage their locating within Edmonds. The City acquired funding for a highway enhancements project now in process to create a visual gateway in Edmonds' International District on Highway 99, and the City completed first phase planning for the downtown 4t" Avenue Cultural Corridor. All of these and more represent opportunities for the City of Edmonds to begin to solve its budget problems. G9 What is the Edmonds CEDC Doing? After six months of meeting as a body and in subgroups, in addition to gathering information from the county, port, and neighboring cities, the Edmonds CEDC has some initial proposals and ideas we believe help prioritize the aspects the City should begin working on immediately. The Edmonds CEDC cannot stress enough the importance of taking action and initiating programs now. Actions taken by the City in 2010 could take years before they manifest into projects and programs that generate revenue. The City needs to grow its population in a well -planned and sustainable manner. Total revenues from property taxes need to increase without putting excessive burdens on individual households. We need to increase revenues from a variety of sources, not just property taxes. All of these proposals take time, so we must start now because 2013 is just around the corner. Below we describe the most important proposals/ideas that we recommend the City Council initiate in 2010. We will continue to look for more solutions in 2010 and will work on the ideas that City Council requests the Commission address in greater detail. 1. Find a way for the City's economic development position to devote full time efforts to economic development activities and adequately fund proposed programs and activities. Funds could come, for example, from the Fire District 1 transaction. The priorities of the economic development position should include branding the City to increase tourism; identifying what is unique about Edmonds that attracts people (tourists and new residents) so we can build on those strengths; attracting new businesses and jobs to the City; working with large landowners to overcome the principal barriers to attracting large, quality, clean businesses to Edmonds. The Economic Development Director will also be charged with continually monitoring progress metrics and identifying hurdles to such, especially that which may require council action in a timely manner. 2. The City Council should commit to developing/reviewing/updating a strategic plan every year (and throughout the year, when necessary and appropriate), ideally corresponding to their annual retreat. The City should consider using the services of a skilled strategic planning facilitator to work with the community to develop a vision and strategic plan with active citizen participation. A City of the quality of Edmonds should move forward with a defined strategy. An overarching plan is needed. In addition, that plan needs to be revisited every year to see where the City stands, what has been accomplished and what should be modified. The plan needs to include indicators of achievement. It must involve the citizens in a meaningful way. There are a number of examples of successful strategic planning from our neighbors. There are even funds available to help cities in the process. 3. The City of Edmonds needs to initiate master planning and rezoning for the Neighborhood Business Centers to more easily enable redevelopment and attract innovative and progressive builders. The City should start with Five Corners (Neighborhood Center) and Westgate (Neighborhood Community Center). Neighboring cities are already doing this, and Edmonds will be left out if we are not ready to compete. Developers will choose to develop a site that has appropriate zoning in place rather than risk waiting years for a legislative process to conclude. The City recently approved changes to the Firdale Village zoning regulations, although the process was privately sponsored and ended up being excessively long and complicated. Nonetheless, the rezone was accomplished, and the City can use 7 lessons learned from this process to develop a more streamlined process for the other neighborhood centers. Additional areas needing continued attention include the ESCA-Skippers-DOT area west of SR 104 (see item 4), Stevens Hospital (medical center area) and Highway 99 corridor, and Perrinville. Because of the confluence of events and potential public resources available, the City should initiate, and/or work with WSDOT on, a master planning process for the ESCA-Skippers-DOT area west of SR-104. This area presents a unique opportunity for the City to "set the stage" for future public/private partnerships and transit -oriented development opportunities that could significantly enhance the entire downtown area while furthering its economic development needs. Much planning has been done over the years in this area; it is time to put the vision, regulations and infrastructure in place to "get it done." 4. The City should support the process that the Port of Edmonds has begun to redevelop Harbor Square. The process will involve significant public involvement and should ensure a balance between generating revenue and addressing environmental concerns. 5. The City also has an opportunity to position itself so as to attract businesses that wish to utilize the City's fiber optics. The City Council should work with the Economic Development and Finance Departments' efforts to prepare and fund a business/marketing plan related to the City's ability to utilize its fiber optic system. 6. The City should develop a community vision. Community involvement is essential to assuring the quality of life in Edmonds while furthering Edmonds' "green" initiatives. In addition, we increase the probability of successful redevelopment of neighborhood centers if the redevelopment responds to the needs of the residents of the neighborhood. We need to develop a vision for the City as a whole, as well as its individual neighborhoods and their centers. What does the Commission need from the City Council? The Commission is made up of 17 members of the community who are donating a great deal of time to this effort because of its importance to the future of the City we love. We have all seen too many reports left to collect dust on a shelf. We want to have our work taken seriously and support the City Council in its economic development efforts. Time is of the essence. To ensure that the remainder of Edmonds CEDC's tenure is as productive and constructive as possible, it is imperative that the Edmonds CEDC receive confirmation from the City Council that the Edmonds CEDC is moving in the right direction. We agree that it's important and necessary for the City Council to review the Edmonds CEDC and Planning Board Combined Reports and give us feedback following the February 5 and 6, 2010 Council retreat. More specifically, we request feedback by February 17, 2010 (Edmonds February CEDC Meeting) and ask that the City Council attend this meeting to share your thoughts regarding, and reactions to, our proposals and efforts. The Commission is unanimous in agreeing that we need the City Council to work with us on economic development efforts and initiatives, and that our work, ideas and recommendations receive prompt attention for the City Council. We request that the City Council also appoint two members, not currently serving as members of the City Council Economic Development Committee, to participate actively on the Commission and carry back to the full Council our concerns. This will result in four City Council members having ongoing involvement in economic development efforts and activities. Most of all, City leadership needs to focus on, and prioritize, major efforts/initiatives that effect the overall business community and quality of life for residents as a whole. It is time to act now, that is initiate, not react. Summary We consider this report interim in nature. The attached appendices contain information on a variety of issues, ideas, potential recommendations and discussions that have been explored to date. All potential recommendations under each charge of Ordinance 3735 will be further discussed/explored/examined by the Economic Development Commission and Planning Board in 2010 upon acceptance and further direction by the City Council. The Edmonds EDC and Planning Board commit to continue working towards addressing the important charges contained within Ordinance 3735 and we look forward to our tasks at hand. G] APPENDIX AND PLANNING BOARD ATTACHMENTS 10 Appendix 1 Edmonds Economic Development Commission Charges Contained Within Ordinance 3735 1. Determining new strategies for economic development within the City of Edmonds The City has an opportunity to position itself so as to attract businesses that wish to utilize the City's fiber optics. For example: o Support the City's efforts to prepare a business plan related to the City's ability to utilize its fiber optic system. This is needed before any decisions can be made as to how best to move forward. Locally -based business program - Develop a broad -based plan to encourage local businesses. For example: o Use and promote available fiber optic networks to encourage 'clean' businesses and home - based telecommuting business start-ups. o Extend the idea to encourage local incubator businesses (selling from home), local -food production, etc. 2. Identify New Revenue Sources ■ Find a way for the City's economic development position to devote full time to economic development activities and adequately fund necessary programs and activities. ■ Establish a specific process, time frame and implementation plan for the sole purpose of identifying new sources of revenue. • Promote the redevelopment of Hwy 99. The City should do everything possible to facilitate development, including Transit Oriented Development. Planned Action SEPA is one example of tools used to encourage development. • Create a Redevelopment Plan, via a City driven Master Plan process, in order to reach the goal of eventually redeveloping Old Safeway and Skippers properties. This will provide continuity in development verses a disjointed approach. ■ Implement Neighborhood Business Center plans for Five Corners & Westgate during year 2010. These are 'ready' for redevelopment and only need new zoning and development regulations/guidleines. A consultant could be hired by the City to run a public design/planning process and help create and adopt new zoning and design standards for both areas. 11 o Support neighborhood centers that promote employment, affordable transportation and housing, and capacity -building services. + The City has an opportunity to position itself so as to attract businesses that wish to utilize the City's fiber optics network. Support efforts to prepare a business plan related to the City's ability to utilize its fiber optic system. This is needed before any decisions can be made as to how best to move forward. ■ Recruit businesses looking to expand that have been successful in other Puget Sound cities. + Form a public/private partnership for business recruitment and retention. The partnership should explore ways to: o Expand businesses related to health care, medicine, biotech, medical equipment, etc. o Motivate land owners to assemble smaller parcels for redevelopment. There are a number of underutilized lots (Burlington Coat Factory, the storage place) that could be used to attract more lucrative businesses. o Focus businesses towards larger sites: family oriented restaurants, commercial center retail, and one or two larger retailers (big box) • The City could explore modifying zoning along the edges of downtown to allow residential on the first floor in buildings where the street level has spent long periods vacant. These sites/units could serve as Live -Work sites until the area can fully support 100% commercial. ■ Implement Transit oriented development (TOD) tools to support Downtown/Waterfront and Highway 99 Corridor areas in concert with regional transit providers. ■ Review ways to promote more use of public rights of way, i.e., sidewalks for cafes, short time sales, art displays, etc. + Review City light industrial zoning and capacity 3. Increasing Tourism Tourism is the fastest growing and one of the top three industries in 49 of 50 states and in every Canadian province. Tourism is an economic development activity that helps diversify the local economy, creates jobs and business opportunities, and lastly, a City's front door to its non -tourism economic development efforts.' The City of Edmonds Economic Development Department has significantly increased the visibility of the City of Edmonds since November of 2007, as demonstrated by the following list year 2009 publications, website and miscellaneous items where advertisements were placed: o 2009 Greater Seattle InfoGuide 1 Destination Development, Inc. "The Art of Branding a Community". by Roger Brooks. 12 0 2009 Snohomish County Visitor's Guide 0 2009 Community Trade and Economic Development Official Tourism Guide 0 2009 Washington State Hotel and Lodging Association Official Tourism Guide o ExperienceWA.com — Washington State's official tourism website 0 2009 City of Edmonds Community Calendar of Events o Public Art Review (National publication — Spring/Summer) o Alaska Airlines (May) o Southwest Airlines (April) o Vancouver Magazine (April) 0 2009 Washington Festivals and Events Calendar o QFC Pharmacy Bags (Jan — august, 2009) City staff have also worked with a number of publications and feature articles about the City of Edmonds were published in the following magazines and newspapers: o "Downtown Edmonds" -- Seattle Premier Monthly Magazine — March, 2009 o "Discover Edmonds ..... a ferry -tale City" -- 425 Magazine - April, 2009 o "Downtown Edmonds has changed a bit since the 1960s — in good ways" — Seattle Time, January 5, 2009 o "Cruising in Puget Sound, Port of Edmonds" -- Northwest Yachting Magazine — November, 2009 o "Write on the Sound writers' conference" — Writer's Digest — September, 2009 The City of Edmonds Economic Development Department Director has indicated he has initiated additional programs and tasks to improve tourism. City staff have secured website domain names, e.g., VisitEdmonds.com for the purposes of marketing, and to eventually provide direct links to the City's Visitor's Guide with the goal of creating a tourism website. As of December, 2009, the City of Edmonds is now a member of Seattle's Convention and Visitor's Bureau (CVB). As a member, the City of Edmonds will be included in each CVB publication and now has an opportunity to distribute brochures at the Convention Visitors Information Center. City staff is reviewing the need to hire a web master to develop a tourism website while at the same time working with the Chamber of Commerce to ensure that effective messages and information are contained within the website. The City's Economic Development Department in partnerships with the City's Cultural Services Division, and other entities and organizations throughout the City and region, will work to promote and sustain a vibrant cultural community. According to the City's Community Cultural Plan (2008), this will be done by: • Building upon Edmonds' identity as a cultural destination • Encouraging effective partnerships to support cultural opportunities • Developing cultural facilities • Increasing visibility and accessibility of cultural events, and 13 Broadening community involvement and participation. Areas the Economic Development Commission Planning Board wish to explore and study further include: Branding Edmonds. The Economic Development Commission and Planning Board also see the need to initiate a process to brand the Community. This is not the same as developing a slogan or logo. Branding is about perception, i.e., what people think of you, not what you say you are. A branding exercise is a chance to define the City's identity resulting in a consistent and compelling theme and focused message to create interest in the City of Edmonds as a destination for businesses and visitors. Creating a Tourism Web site • Ways to make Edmonds the Northwest Arts Capital • How to attract a more diverse demographic, e.g., age, income, culture, etc., to the City of Edmonds 4. Improving Commercial Viability If the City can better enable businesses and other employers to grow and improve, the benefits accrue not only to the people who hold those jobs, but also to the employers who sell the products and services those people create and the communities that can grow as a result of that economic activity. The extant general language about building up the neighborhood centers needs to get turned into explicit zoning changes if redevelopment is to happen. A developer does not want to come to the City and spend a year or more facing the uncertainty of whether or not a parcel will be rezoned for redevelopment. The City needs to have the zoning in place to attract a developer, not wait for business to come along and request a rezone. Other neighboring cities are doing this during this economic downturn. Edmonds must or the City will be left behind when the economy improves. Implement Transit Oriented Development plan for Hwy 99 and Downtown. Could be two separate items. Hwy 99 takes advantage of high -intensity use areas and BRT initiative. Standards for transit - oriented development tied to incentives (e.g. reduced or more flexible parking standards, priority or discounted permitting) for development. Downtown would be tied to Sound Transit, CT, etc. development. Public/private partnerships should be explored with Sound Transit, WSF, etc. • Identify priorities and commit to ongoing effort to simplify and streamline City regulations and rules. These should be aligned with an adopted Strategic Plan (see above). • Advocate for process improvements to simplify and improve interactions with small business More efficient regulation. This is not about lowering the City's regulatory standards, but rather about improving the efficiency with which they are implemented. 14 • Expedite permitting that meets primary objectives and one stop permit guidance for new locating businesses 15 Overall Recommendations Strategic Planning — City Council should commit to developing/reviewing/updating a strategic plan every year, ideally corresponding to their annual retreat. Purpose would be to set/confirm priorities within the Strategic Plan and link those to the City's adopted Budget, Economic Development Plan, Community Sustainability Plan, Capital Facilities Plan, Capital Improvement Plan, Transportation Plan, Streetscape Plan, Parks and Recreation Plan, Cultural Plan, and long range planning efforts. o Explore ways to devote staff, time and funding to long-term strategic planning, its relation to budgeting, and develop a plan for implementing a long-term strategic plan. • Government actions and policies significantly shape the City's business climate. o City leadership needs to focus on, and prioritize, major efforts/initiatives that effect the overall business community and quality of life for residents as a whole as opposed to focusing time, energy, and money on less significant issues. o It is time to initiate, not react. • Improve left turns from Hwy 99 and improve highway crossings, including pedestrian crossings • Support increase in Economic Development Department budget necessary to recruit, retain and expand businesses Time is of the essence. The City needs to start laying the groundwork for economic development immediately. A portion of the savings from reducing expenses of the Fire Dept. should be spent on economic development activities, not set aside for the future. o The savings could be used to hire consultants to help staff achieve many of the ideas raised in this report. • Edmonds should adopt economic development as one of its goals. • Edmonds is no longer a bedroom community. Continuing to function as a City that is heavily dependent on residential revenue will damage the City in the long run. The City needs to diversify its tax base with a more balanced residential/commercial mix. • The City Council, Mayor, City staff, Chamber of Commerce and other organizations need to work together in support of common goals. Prepare, adopt and expand upon existing Economic Development Plan policies that support a diverse, innovative, competitive, entrepreneurial, and sustainable local economy 16 Attachment 1 PLANNING BOARD Report to City Council January 19, 2010 INTRODUCTION The Edmonds Planning Board is charged with the task of reviewing and considering strategies for economic development in conjunction with the Citizens Economic Development Commission as set forth in Ordinance 3735. These strategies are to be developed from a land use perspective given that our role as a planning board is to address land use issues. The overall intent is to improve commercial viability, tax revenue base, and tourism activity within the City of Edmonds all of which contribute to the quality of life of our citizens. BACKGROUND Our city, region, and the nation are reeling from an unforeseen economic downturn. Market conditions are making it extremely difficult to rebound in ways that normally get us back on track. Reliance on real estate taxes and automobile sales taxes, two of our largest contributors to city revenue in the past, are no longer saviors for our current condition. It's no longer business as usual so we must get innovative, look to see what's working and what's not around us, and create the change that's needed in how we do things in this city. While the Planning Board will undertake studies, analyses and strategies designed to contribute to both economic and livability sustainability conditions within the City, we believe that the Council needs to provide leadership and proactive participation [partnering] in the process in order to enable realization of any such developed plans. The 60-plus membership of last Spring's budget levy committee reported to the Council with the key findings that a levy measure should be enacted by the Council to supplement the city's budget or the next 6 years. Additionally, the universal recommendation was then (and remains so today) that both plans and strategies for the future economic health of Edmonds should be led by the City Council. Mayor Haakenson reported on 12/30/09 in the media that: "If we do nothing, we will find ourselves in the same position in 2014 that we found ourselves in 2009." If we do nothing, State and Federal mandates via the Growth Management Act will force decisions upon us without our input, and we will be facing outcomes that most if not all of us would not want especially around the transportation nodes. To address this deteriorating situation in light of a bleak economic forecast throughout our State and Country, we recommend that the City Council study the need to put to the voters a tax levy in 2010 to address both budget recoveries and `kick start' economic development and revenue generation plan implementation within the City. With leadership and commitment from City Council, this first step must be taken and many more steps toward creating diverse revenue streams need to follow through our joined efforts. SHORT AND LONG TERM PROPOSALS UNDER STUDY 17 Rationale Strategies and approaches are being addressed by the Planning Board which are intended to contribute to sustainability of the City in all aspects [economic, environmental, livability]. Economic development and effective fiscal management of the City should be undertaken by City Council along with skillfully guided grassroots efforts as a contributing force. The function of our Board is to study and recommend plans and guidelines regarding land use in conjunction with their associated Codes and the Comprehensive Plan for the City. We can only conduct action as set forth [enacted] by our elected leadership —the City Council. We must be partners in action if we are to accomplish what is needed. Commitments made by City Council towards a more sustainable Edmonds Resolution 1168 (April 2008) - established the City of Edmonds Sustainable Building Policy, established a LEED silver standard for certain remodels and new City buildings and facilities, emphasized life cycle cost analysis. Resolution 1169 (April 2008) - joined the Cascade Agenda as a Member City, endorsed Cascade Agenda principles of making the City complete, compact, and connected Resolution 1170 (April 2008) - committed to a set of environmental principles, policies and goals for future action; emphasis on City taking a leadership role in addressing climate issues; and recognizing key role of education, transit and TOD in a complete and coordinated policy framework December 1, 2009 Mayor signed a contract with Cascade Land Conservancy to become a Cascade Agenda Leadership City. Becoming a leadership city will allow CLC to partner with Edmonds as well as conduct a livability assessment that considers the City's policies and programs and compares them to other leadership cities to identify things Edmonds is doing that could work in other cities and to share things other cities are doing with Edmonds. Planning Beard Suggestions Strategies and goals listed below are those the Planning Board can support and work with City Council on as needed: 1) The City should encourage and enable a renewal of appropriate' branding' for Edmonds. [likely led by the business community] 2) Assign timeline and dollar allocations to both create and carry out a strategic plan towards stated goals. Some goals will take a long time (5-10 years) to implement. Set up a SWOT (strengths, weaknesses, opportunities, threats) analysis to track progress. 3) City must provide and `couple' budget funds annually with established action plan (implementation) in order to produce real trackable results. If the City does not undertake responsible growth plans, other governing agencies may very well do so on our `behalf IV 4) City will need Code and Comprehensive Plan revisions to enable meaningful commercial development in the immediate as well as long-term future within the City. 5) Plan implementation strategies should provide for linkage between future development and/or redevelopment of applicable available areas within the City; ie. Port of Edmonds Harbor Square Master Planning with development of remaining waterfront area(s). 6) Address and provide any linkage necessary between Edmonds Sustainability Element strategies developed and Puget Sound Regional Council (PSRC) Vision 2040 plan as related to WA Growth Management Act (GMA) currently projected to (only) 2025. 7) Support and coordinate through your leadership, interest groups, citizens' committees, and various functions within the City that are actively pursuing plans and strategies to enhance aspects of the quality of life and sustainability of our city: 1. City Parks, Recreation and Cultural Development [Yost/Aquatics, new parks, 4"' Ave. Arts Corridor, Interurban Trail] 2. South County Senior Center 3. Civil Service Commission 4. Public Facilities District 5. Port of Edmonds [Yacht club, Harbor Square Master planning] 6. Historic Preservation Commission [increased elements identification] 7. DEMA [sponsored events, linkage of merchants] 8. Economic Development undertakings by the City. 9. Lead and sub -groups under Transportation Plan 10. Edmonds in Bloom 11. Edmonds Arts 12. Rose House/Center for Creative and Humanitarian Endeavors 13. Edmonds Conference Center 14. Edmonds Mural Society 15. Rotary Club of Edmonds 16. Edmonds Center for the Arts 17. Edmonds Historical Museum 18. Edmonds -South Snohomish County Historical Society 19. Sustainable Edmonds 20. Friends of the Library 21. Friends of the Marsh 19 Attachment 1.1 PLANNING BOARD APPENDIX to Report to City Council Jan. 19, 2009 Resources and Presentations throe bout 2009 yeared to Planning and Sustainabilit PB 4/8/09 Retreat PB met as a group for extended discussion on history, trends, and desired direction for planning purposes over the course of 2010. The Board is committed to the long term goal of creating a sustainable city from an environmental, economic, and livability standpoint. The Board sees the need to work collaboratively with the City Council in both planning and realizing actions to achieve sustainability goals and is willing to investigate and study a number of factors that have been impeding efforts to keep pace with surrounding communities as population grows, resources become stretched, and infrastructure and buildings age. The Planning Board suggested three goals to focus on: 1) Developing a vision for Edmonds and potentially going through a branding process for the city 2) Continued utilization of sustainable practices towards efficiency, longevity of, and livability within the city 3) Addressing and reconciling political issues impacting productive plan(s) and implementation thereof PB 6/24/09 Meeting Jennifer Gerend, the city's prior Director of Economic Development, presented an overview of opportunities and challenges for us to consider. Opportunities 1) Promote mixed use development in neighborhood "nodes" (Firdale, 5 Corners, etc.) 2) Downtown could be enhanced for pedestrian shopping zone 3) Bolder marketing efforts when development plans are viable and progressive Challenges 1) Hwy 99 needs "more generous development regulations" 2) Building height limit possibilities for innovative development 3) Need better balance of zoning/Development Code(s) and financial feasibility of projects Stephen Clifton, the city's current Director of Economic Development, talked about the status and opportunities relating to transportation and land use in downtown and waterfront areas. Listed are a number of 20 influences by involved and related parties that make decisions regarding these areas difficult. 1) Ferries 2) BNSFRR 3) WSDOT 4) private property owners 5) Port of Edmonds 6) Public Opportunities 1) Potential public/private development proposals could emerge 2) City could take lead in preparing defined development guidelines and SEPA processing ahead of development in order to shape overall goal(s) for the area PB 7/8/09 Meeting Fiber optic system opportunities were presented whereby the public involved in commercial or business enterprises could foresee the possibility for access to and utilization of the system. This sounds like a worthwhile investment for the city. Community Transit presented on planning and opportunities (see detailed plan). The following are major future corridors under consideration: 1) 196"' St. (Rt. 524) 2) 76"' Ave 3) Rt. 104/Edmonds Way 4) Waterfront Transportation PB 7/22/09 Meeting A presentation of City of Edmonds Highway 99 Enhancement Project Report (6/22/09 update to 4/7/04 Report) revealed a number of positive ideas and visualizations of what be accomplished along that stretch: 1) "Activity Center" concepts envisioned along the Edmonds portion of the route 2) Becoming more transit -oriented especially with upgraded bus system 3) Collaboration opportunities with Lynnwood and Shoreline 4) More focus on DESIGN needed including green building and redevelopment Projects in the pipeline 1) Edmonds Green 2) Top Food and Drug 3) ID Artwork 21 4) SWIFT Transit System (Community Transit) 5) Burlington Coat Factory PB 9/9/09 Meeting Presentation of the North King and South Snohomish Counties Regional Mitigation Plan for Natural Hazards which pointed out notable exposures for Edmonds: 1) Recurrent flooding of Dayton/Waterfront area plus 2) Potential rising sea level due to climate change predictions 3) More frequent land/mud slides likely in certain locales within city It is important to point out that there is no dedicated funding associated specifically with the plan at this time. PB 10/14/09 Meeting The Sustainability Element of Comprehensive Plan (File #AMD2008009) was presented and discussed. Sustainability is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. Sustainability is not solely focused on environmental sustainability; it also emphasizes the inter -related nature of environmental, economic, and social factors. The Sustainability Element establishes a framework for creating short term (2 yr) budget goals, a 3-5 year strategic plan, and a long term (20 yr) comprehensive plan with corresponding goals. It serves as a lens through which policy decisions are made as Edmonds strives for economic and environmental sustainability as well as social equity for the future of the city. There are 4 major elements: 1) Climate Change 2) Community Health 3) Environmental Quality 4) Implementation Citizen's comments were offered and included some of the following specifics that were also discussed by planning board members: 1) Enhance attractiveness of city to younger people 2) Possibly have a year-round farmers market 3) Concerns about Edmonds marsh preservation and creating public access 4) Concerns about rising water levels in Puget Sound due to climate change 5) Climate Action Plan is being worked on by the Mayors Climate Protection Committee (See minutes for more data discussion —actually over many PB meetings) 22 PB 10/14/09 Meeting Presentation of Department on Edmonds Parks, Recreation and Cultural Services Plan for 2009-2015. The body of this report indicates that the plan's elements have either funding sources associated or identified within. PB 11/4/09 Meeting Capital Facilities Update for 2009-2015 to City's Comp. Plan Citizens' Advisory Committee for Transportation proposed an increase in funding for TBD (voter approval required) Friends of Edmonds Marsh 1) Habitat preservation/enhancement 2) Daylighting of Willow Creek to Sound discharge 3) Increase/enhance public access and use Edmonds Bicycle Advisory Group is promoting infrastructure improvements towards convenience and safety of bicycle exercise and transportation. They are seeking grant funding for these projects to supplement city funding. PB 12/9/09 Meeting Presentation of the City of Edmonds Climate Action Plan: an outcome of the Mayors Climate Protection Committee. This is a strategy plan that provides a framework for action items leading to potential reduction of greenhouse gases within Edmonds. It will serve as an adjunct to recently approved Sustainability Element within the Comp. Plan. The following are areas of focus within the plan element: 1) Transportation and land use 2) Lifestyles 3) Buildings 4) Environment 5) Economy 6) Community Outreach and Empowerment 23 Topic 3: Economic Development 90 Min. A. Empty Office/Retail Space and Recruiting New Business • Economic Development Director and staff work with real estate agents, property managers, Chamber of Commerce, to find tenants, fill spaces, etc. Examples Only: • Westgate • PCC • Trader Joes ■ Downtown/Waterfront • Cascade Bank o Old Milltown and Skippers o Ace Hardware o Old Milltown - Walgreens • Hotels • Jacobson Marine • Salty's ■ M&S ■ Venetian Interiors (wholesaling) • Firdale • Rezone • Highway 99 • Tangor Outlets • Burgerville • Behar Development o Funtasia • Piha Development • Stevens Hospital (Hwy 99 Task Force) • Top Foods Site — Haggen Food NOTE: Initiations of Neighborhood Business Plans (rezoning) at Westgate and 5-Corners will improve recruitment opportunities. B. Regional Partners to Maintain Jobs in the Area — Mukilteo, Everett, etc. • Edmonds Economic Development Department initiated the City's support for the Washington Aerospace Partnership's efforts to grow aerospace industry jobs within the State of Washington. On behalf of Edmonds, I expressed support of the partnership and requested the City's name be added as a partnership supporter. ■ 1 have met with representatives from the Snohomish County Economic Development Council to discuss opportunities for the City and region. Economic Development staff have met with the Washington State Department of Community Trade and Economic Development to see what opportunities exist related to recruitment of businesses. ® Work with real estate, finance, development, property owners and other strategic partner communities, including the Chamber of Commerce and the Port of Edmonds, to facilitate economic vitality for the city. • Business Education The Port of Edmonds, Chamber of Commerce and City also participated in joint marketing within the Daily Journal of Commerce to raise Edmonds' profile within the business community. I will likely submit a similar add this year. The Edmonds Economic Development Commission invited speakers from various entities to obtain a better understanding of what they're doing related to economic development C. Recommendations from the Economic Development Commission See January 19, 2010 Combined Economic Development Commission and Planning Board Reports. D. Green Marketing in the City This is an issue that has been discussed by the Economic Development Commission. • The unanswered question is how and what to market. The City of Edmonds has made a concerted effort over the past year to address the issue of sustainability as demonstrated by the following efforts: 1. Climate Protection Committee http://www.ci.edmonds.wa.us/climate_prot.stm 2. City Council adopted a sustainability agenda http://www.ci.edmonds.wa.us/cityCouncii.stm during their 2009 Council retreat. The agenda outlines specific steps that the City Council commits to accomplishing this year. • Pass the Sustainability Element of the Comprehensive Plan • Develop a comprehensive recycling plan for the City of Edmonds, both as a corporate actor and throughout the community. • Develop a green "branded" identity for Edmonds, and market Edmonds as a green destination. • Look at building codes as they pertain to heat, insulation, and energy efficiency. • Consider the banning of the use of plastic bags in Edmonds. Become a "Leadership City" with Cascade Land Conservancy. 3. The City is in the process of preparing a Comprehensive Plan Community Sustainability Element 4. An organization called Sustainability Edmonds also exists within the City. • Tied to this effort, City staff met with the Friends of Edmonds Marsh to discuss potential environmental enhancements. E. Hire Grants Writer/Economic Development Consultant This has been discussed by the Edmonds Economic Development Commission and is something worth reviewing. F. Olympics Tourism: too late? The City of Edmonds worked with the Snohomish County Tourism Bureau and SnoGold related to this issue. The City is participating in a co-op advertisement within a magazine called Westworld. The focus of the magazine is about travel. • Westworld will be in 529,015 BC homes before the Olympics. • BC will be hosting guests from overseas and will be giving visitors collateral material of things they can do and see while their here in addition to creating itineraries for their excursions. • BC residents are curbing their European vacations and settling for our beautiful holidays/excursions in our background -- that is the Pacific Northwest. • Economic Development Department secured a VisitEdmonds.com web domain which we are now using in all ads. G. Outdoor Dining • This is something the City's Economic Development Department encourages. ■ On February 9, 2010, the City council CSDS Committee will be reviewing three documents drafted to address the use of public right of way for bistro and outdoor dining. The first document is the ordinance with the proposed amendments to chapter 18.70 of the Edmonds Community Development Code. • The second document is a draft administrative policy that provides staff with guidelines on how to administer the proposed code amendments. • The third document is a draft resolution to establish a fee for use of public right of way. ■ Staff contacted several cities in the region to review existing code and policies related to this issue. The amendments and guidelines were then developed and refined based on input from the Community Services Director, City Engineer, Planning Manager, Building Official and the City Attorney. The proposed amendments to Title 18 also address the installation of art work within the public right of way. The changes outline the application process, submittal requirements and provision to have the proposed art work reviewed by the Edmonds Art Commission. The Edmonds Art Commission would then provide a recommendation to the Community Services Director and City Engineer for use and consideration in permit issuance. This item is being presented for discussion and staff is requesting direction from the Committee on the proposed changes and the process for presenting this information to the full Council. • Milltown Sidewalk/Restaurant Sidewalk/Parking Spaces ■ Parking Day • An official PARKing Day (make a parking space into a mini park for the day) started a few years ago and now takes place all over the world. • Frances Chapin and I have been wondering whether it might be worth encouraging ArtistsConnect to create an Art Park for Parking Day, Edmonds in Bloom, Floretum, or other organization. • Frances Chapin and I met with the City's Parking committee last month to discuss this topic and met with a DEMA member this past Wednesday. • If PARKing day happens, DEMA would most likely spearhead this effort. http://www.feetfirst.info/content/parking-da and htt ://www.feetfirst.info/newsandevents/ arkina- da /view?searchterm= arkin %20da H. Highway 99 Studies: Burke, Makers, Edmonds Green Plans, Piha Materials Burke and Makers' studies were used as a basis for the Comprehensive plan. Edmonds Green Plan aka Behar development is on hold due to the economy. Piha Materials — Stanley Piha spoke earlier during the public comment period and sits on the Highway 99 task force. I. Broadband Installation • Community Technology Advisory Committee met this week and discussed many topics to ensure that we're all on the same page. Page 1 of 2 Spellman, Jana From: Barbara Tipton [barbaratipton@gmail.com] Sent: Friday, January 29, 2010 2:32 PM To: Adrienne Monillas; daveandmarthaorvis@gmail.com; Diane Buckshnis; Wilson, DJ; Michael Plunkett; Peterson, Strom; Steve Bernheim Cc: Spellman, Jana; Clifton, Stephen Subject: Public comment: Retreat Session 2, Topic 3 City Council members: I respectfully submit my written comments for Retreat Session 2, Topic 3 - Economic Development. I am unable to appear in person at 9:30 am on February 5th, because I will be undergoing surgery at Swedish Hospital on February 2, 2010. 1 would like my comments to be part of the public record. I would like to commend the Planning Board and Economic Development Commission for creating a well thought out consensus document, the COMBINED 2009 ANNUAL REPORTS FROM THE CITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION AND PLANNING BOARD. I appreciate the opportunity they have afforded the citizens to access the report from the city's website. I would like to make several comments about the report. • A list of citizens groups is shown on page 19 of the 2009 annual report. While this list is a good starting point, I would recommend that the commission's work plan include a task to define a complete list of stakeholders. One additional group I would suggest that you add to the list is the Willow Creek Wildlife Habitat and Native Plant Demo Garden that is adjacent to the Edmonds Marsh. The leadership is shared by Pilchuck Audubon Society and Edmonds Backyard Wildlife Habitat. • It is essential to obtain input from citizens who are not affiliated with an organization. I recommend that you develop a mechanism to obtain those citizens' feedback as well. Here are some possibilities: scheduling public meetings in neighborhoods, setting up a page on the city's website where people can post comments, having a phone number where people can leave messages, and providing drop boxes in convenient places. ■ 1 agree with the need to have a full-time dedicated city employee to work on the economic development plan. I recommend that the individual have a background in public administration or urban planning, economic development and grant writing. The job description should require the successful candidate to have both interpersonal and communications skills, because he / she will be interfacing with the citizenry. The employee should have a working knowledge of issues in Edmonds. (Disclaimer— I am not applying for the proposed job; I can hear a collective sigh of relief). • The 2009 annual report recommends recruitment of businesses. Bio-tech is already a leading sector in Snohomish County, so I would suggest that we make an effort to recruit businesses from that sector. I agree with the commission's recommendation to recruit "green business." State legislation provides 2/2/2010 Page 2 of 2 incentives for solar manufacturers who may be interested in moving to the state of Washington (Senate Bill 5111). So, we might want to explore several alternative sites, within the city limits, that would be suitable for a manufacturer. • Balancing economic development and environmental protection / restoration is mentioned but not sufficiently addressed in the annual report. Perhaps this deficiency stems from the failure of the draft Sustainable Element of the Comprehensive Plan to provide guidance in this area. • The commission stresses the need to engage in sub -area planning specifically noting Highway 99, Stevens Hospital, and Perrinville. Council member Adrienne Fraley-Monillas has often pointed out that so much of our attention is directed to the downtown. Developing a sub -area plan for each neighborhood would be a good step in the right direction. The planning process should include neighborhood residents, because they are the ones who can provide valuable insight to the city planning department. On Channel 21, 1 watched the presentation of the annual report to the city council. The first speaker, Mr. Yamamoto, did a good job summarizing the findings and recommendations. The second presenter, Mr. Bowman, chided the City Council for being combative, lacking cohesiveness and taking an anti -business stance. He made a veiled threat that businesses might leave Edmonds and relocate to more business friendly towns. While Mr. Bowman has a right to express his views, he should use the public comment period for that purpose. I am sure that there were citizens watching the telecast who did not read the annual report. Those citizens would make the assumption that Mr. Bowman's thoughts were incorporated into the report. It does the other members of the Economic Development Commission and the Planning Board a disservice to have a presenter who is confrontational and belligerent. I would recommend that Acting Economic Development Director Stephen Clifton speak to Mr. Bowman regarding his presentation. Mr. Clifton is a consummate professional who would be able to utilize tact in dealing with this behavioral issue. Thank you so much for the opportunity to comment. I hope that you have an enjoyable and productive retreat. Sincerely, Barbara Tipton 2/2/2010 To: Jana Spellman and Retreat Participants From: Diane Buckshnis, City Council Member Subject: Information for City Council Retreat for Budget and Financial Reporting City Council President Bernheim and Finance Chair Plunkett have asked me to provide some examples of information obtained from City websites regarding financial information available for citizen's review. With a levy looming in the future and the easy accessibility of information due to technology, it seems appropriate that we look at examples from other cities so as we can make an informed decision regarding our financial information disclosures. Change always takes time and as such, I have provided a number of examples and can provide many more, if needed, as I have researched about ten cities. I look at municipality financial information as a roadmap to help citizens understand how a city operates. There are many citizens that enjoy looking at numbers and analyzing trends. Two great websites that provide "numbers" people with clarity about their financial well-being are from the Cites of Vancouver and Redmond. The financial transparencies found on these websites are examples of roadmaps that provide their citizens with clarity regarding operating a city. I believe if we want to pass a levy, our citizens will need disclosures like these examples. Recently, Mr. Clifton provided a link to the Citizen's Economic Development Commission webpage. I found that page to be an excellent example of providing our citizens with all the information regarding the work of the commission. This example provides me with a roadmap of where the commission has been and where it might want to go. Enclosed are the following documents: 1) a white paper discussing government accounting versus financial reporting 2) one example of a monthly report from the City of Redmond 3) one example of a quarterly report from the City of Vancouver Recently, I met with Mr. Plunkett and went over these documents and websites. If any of you would like to meet with me and go over these websites and gain a better understanding of financial informational disclosure and governmental accounting standards, do not hesitate to ask. We all want to help city staff make their lives easier and allowing citizens to look at information might be a good avenue (roadmap) to pursue. Cheers, Diane Buckshnis --,,Qa?.35_ Spellman, Jana Page 1 of 2 From: Stephen A. Bernheim [steve@stevebernheim.com] --� Sent: Monday, February 01, 2010 5:17 PM To: Spellman, Jana Subject: Fw: Another one: Session 3, Topic 3 B Green Power Purchase Fw Communities . Webinar on EPA Green Power JS: I sent this last Thursday .., did it get in the packet ? ---- original Message __ From: 5#ephef A. Bernheim To: Jana 5peflman - Sent: Friday, .lanuary 29. 201010:55 AM Subject: Another one: Session 3, Topic 3 8 Green Power purchase Fw: Webinar on EPA Gre Communities en Power Original Message ---� From: EPA Webinars To: steve@ste_v_ery 2 h rnh_eim.com Sent: Thursday, Januaa, 2010 12:30 PM Subject: Webinar on EPA Green Power Communities r ' 8EPA GREEN O WER Webinar on EPA Green Power Communities On Tuesday, February 23, from l - 2 ' p.m. (Eastern), the U.S. Environmental Protection A e Y s (EPA s) Green Power Partnership and Local Climate and ener Energy Program will host a Webinar on the GreCo-- rnmuni x initiative. Green Power Communities are cities, towns, and villages in which the local government, businesses, and residents collectively buy green power in amounts that meet or exceed EPA's purchasing requirements. During this Webinar, participants will learn about: • How to become an EPA Green Power Community • Available EPA communications and technical support • The roles of the 1veaI ave g rnment, utilities, EPA, and non-profit organizations in initiating a Green Power Community program Examples Of successful community outreach campaigns and how they have inspired community support for green power Presenters will be: • Anthony Amato, ERG, contracting firm to U.S. EPA, • Susan Millhauser, Sustainability Coordinator, City of Lake Oswego, Ore on • Thor Hirzktey, Program Manager, Portland General Electric g City of Edmonds Police Depa ei Service Efforts and Accomplishments: 2009 O-V ED P St. Edmonds Police Department 250 51" Ave. N. Edmonds, WA 98020 (425) 771-0200 Accessible formats are available upon request. Ci of Edmonds Police Service Efforts and Accomplishments: 2009 Without a doubt, 2009 was the most financially challenging year for the City of Edmonds and for the Edmonds Police Department in the 30+ years of my employment with the city. The state of the economy at all levels — federal, state, local — public and private sector — was material for headlines throughout 2009. As the year ended, the mood around the country seemed to improve, but it remained clear that significant challenges remained. During 2009, the Edmonds Police Department stood steadfast in its primary mission, that of providing public safety law enforcement services for our citizens. However, we did not finish the year without being impacted by budget challenges. The Department cut from the 2009-2010 budget one of its three Animal Control/Ordinance Enforcement positions and ended its animal control services contract with the city of Mountlake Terrace. The Department similarly cut its Crime Prevention Officer, as well as two part-time office assistants. Edmonds Night Out was not held in 2009, and the Department's successful Block Watch program involving approximately 2500 residential dwellings was mothballed. The Department agreed to not fill one budgeted, authorized Police Officer position in order to assist with conserving the City's funds. Our D.A.R.E. program was cut and the police officer reassigned. The Mayor ordered nine furlough days for many of the city's staff, and merit increases were suspended for non -represented personnel. A Citizens' Levy Review Committee was formed, meeting one evening over each of four consecutive weeks, tasked with considering a levy option to present to City Council and, in turn, our voters. In the end and in lieu of an immediate levy, City Council made the tough decision to spin-off the city's Fire Department and to contract with Snohomish County Fire District # 1 as a cost savings measure. The bottom line for us here in the Police Department was that we were presented with a number of challenges in 2009. We carefully watched our expenditures, and we finished the year on -budget. The fine work that did occur during the year was due to the efforts of a dedicated group of 64 full time and 2 part-time employees here in the Police Department. Through all of this adversity and uncertainty, our officers still handled 30,673 calls for service. Each member stepped up and did his or her part to continue to deliver the best, most professional public safety services for our citizens. We are proud of our accomplishments — especially so given the difficult budget circumstances - We are again pleased to be able to report a drop in serious crimes from 25.4 per thousand citizens in 2008 to 24.8 per thousand citizens in 2009. This represents the lowest rate in over six years, and is again marked by reductions in burglaries, larcenies and motor vehicle thefts. While our serious (Part 1 ) crimes decreased from 1,034 in 2008 to 1,016 in 2009, we are pleased to report that our clearance (solution) of these cases increased from 262 in 2008 to 280 in 2009, for a clearance rate of 27.6 %, up from 25.3% in 2008. This is the fifth year in a row that we have realized an increase in this area. Traffic enforcement continued to be a priority for us. Our traffic personnel participated in numerous local and multi -agency traffic enforcement emphasis patrols, focusing on the detection and Citv of Edmonds Police Service Efforts and Accomplishments: 2009 apprehension of DUI drivers as well as compliance with the state's mandatory seat belt laws. The Department was able to acquire a traffic radar trailer with grant funding received at the end of 2008. The trailer was used extensively during 2009 throughout the City, being placed in locations in response to citizen complaints about speeding vehicles. Reportable traffic collisions were up slightly from 619 in 2008 to 655 in 2009. This includes two traffic fatalities in 2009, up from one in 2008. The only acceptable number for us to be able to report is zero. The driving violations most frequently listed as causal factors in these collisions were 1) following too closely, of which speed is a component, 2) failure to yield, and 3) driver inattention. As a group, our officers made a total of 115 DUI arrests and issued 5494 traffic citations and notices of infractions. Highlights of 2009 included a number of significant achievements: ■ Edmonds Police Department is a partner with Snohomish County and the rest of the cities in the county to procure a much needed replacement of the software that drives emergency services dispatch/public safety records/jail management/crime and traffic collision reporting. A contract was signed with New World Systems Corporation of Troy, Michigan to provide a county -wide public safety software package to all police/fire/dispatch agencies within the county. • Edmonds Police Department received two significant grant awards of $39,000 from U.S. Department of Justice and $30,000 from Washington Auto Theft Prevention Authority to purchase much needed equipment, including an automated vehicle license plate reader to assist with location of stolen vehicles and apprehension of auto theft suspects. ■ Edmonds Police Department got its newly formed Street Crimes Unit up and running. A plain clothes patrol unit, Street Crimes focuses on proactive detection and enforcement of burglaries, vehicle prowls, theft, prostitution, graffiti and drug offenses, as well as actively working with similar units in cities that surround Edmonds to address the criminal element that respects no jurisdictional boundaries. • Edmonds Police Department received its accreditation in November from the Washington State Sheriffs and Police Chiefs Association. Re -achieving our accredited status is an affirmation that our Department subscribes to and practices the highest standards of our profession, both in the area of service delivery to our citizens, as well as maintaining professional standards within our organization. ■ As part of our preparation for accreditation, Edmonds Police Department implemented a new Policy Manual. In this process, we utilized Lexipol, a vendor nationally recognized for its best -practices policy manual template that individual police departments can tailor to their specific organizations. City of Edmonds Police Service Efforts and Accomplishments: 2009 In cooperation with Edmonds Municipal Court and utilizing grant funding received by the Court, a new video arraignment system went live in January that obviates much of the need to transport prisoners from the Snohomish County Jail to Edmonds Municipal Court. Instead, the video system will allow certain court hearings to be conducted remotely, with the prisoners remaining securely lodged within the confines of jail. This enhances overall officer and public safety, as well as saves police officer overtime expense associated with prisoner transport. We look forward to 2010 and to the challenges ahead. For the near -term, the Police Department's budget has a sense of stability. We are grateful for the support of our citizens, our Mayor, and our City Council, Longer term planning is difficult because of uncertainties with the overall economy and the City s financial picture. In the interim, we pledge continued delivery of professional law enforcement services to our citizens reflective our mission statement —"Service in Partnership with the Community —A Commitment to Excellence". As always, I welcome your comments. All Compaan Chief of Police January 2010 Edmonds Police Department 2009 Ci of Edmonds Police Service Efforts and Accomplishments: 2009 Mission The mission of the Edmonds Police Department is: Service in partnership with the community— a commitment to excellence. Core Values The Edmonds Police are committed to the following core values: Leadership Integrity Service Teamwork Vision We see our department in cooperation with the citizens of Edmonds, becoming more attuned to, and responsive to their needs. We intend to do this through improved management techniques, mutual respect and developing our people's full potential. We will be innovative, using emerging technology to maximum potential. We recognize that our growth is dependent on public confidence and support, which we will strive to accomplish through professionalism. Trends The Puget Sound region continues to see a general decrease in crime over the past several years. During 2009, the "Crime Rate" in Edmonds again decreased, coming in at 24.8, down from 25.4 in 2008. During that same 2008 to 2009 time period, Edmonds saw a slight increase in the number of aggravated assaults (38 to 41) and robberies (21 to 27), with a significant increase in arsons (7 to 11) and murders (0 to 2). A slight decrease was observed in the number of burglaries (232 to 211) and larcenies (671 to 666), with significant decreases being observed in the number of motor vehicle thefts (64 to 52) and thefts from vehicles/vehicle prowls (273 to 241). Traffic collisions were also up slightly (619 to 655) while traffic citations/infractions issued were down significantly (6076 to 5494). This is attributed in part to several injuries and an open position within the unit during the past year that resulted in reduced enforcement time. The following report contains information on the service efforts and accomplishments of the Edmonds Police Department to support its mission, core values and vision, as well as data on the above referenced trends. gly of Edmonds Police Service Efforts and Accomplishments: 2009 Each year, the Edmonds Police Department recognizes the outstanding accomplishments of our employees as well as outstanding contributions of citizens and community members. This event takes place in May of the following year during National Law Enforcement Memorial Week. For the past two years the actual awards ceremony has fallen on May 15'h, National Law Enforcement Memorial Day. Below is a list of awards bestowed at this year's (2009) ceremony for accomplishments in 2008: Business Award of Excellence Campbell Nelson Volkswagen Lynnwood Honda Citizen Service Citation Police Explorer Jacob Kimerer Police Explorer Christopher Barker Police Explorer Austin Barker Police Explorer Justin Duncan, Mountlake Terrace PD Mr. Phillip H. Brewer Mr. William L. Moore Mr. Matthew G. Stroud Ms. Lisa Andrews, SNOCOM Mrs. Kelly McClure, SNOCOM Award of Excellence Officer Linda Mack Letter of Commendation Officer Ross Sutton Officer Nathanial Rossi Officer Donald Kinney Officer Michael Bower Detective David Honnen Sergeant Michael Blackburn Detective Corporal Ken Ploeger (2) Corporal Robert Barker Detective Michael Richardson Detective Steven Morrison Officer R. Thomas Smith Senior Animal Control Officer Deborah Dawson Meritorious Service Citation Officer Nathanial Rossi Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Non -Commissioned Employee of the Year Amy Collins Chief David N. Stern Memorial Officer of the Year Award Officer Shane Hawley Q of Edmonds Police Service Efforts and Accomplishments: 2009 The goal to reduce crime and the fear of crime is a standard goal of law enforcement agencies worldwide. Efforts to support this goal vary due to differences in laws, limitations and liabilities of law enforcement agencies, community preferences, socio-economic factors, and available resources. The means chosen to provide direction for the Edmonds Police Department in support of this goal are to: • Use information for crime analysis, • Apprehend offenders, • Prevent crime, and Improve citizens' feeling of security. The measures on the following pages report the efforts and accomplishments of the Edmonds Police Department as reflected in the amount of crime: • Crime rates and statistics, Crime incident case clearance rates, • Adult and juvenile arrest and charge statistics, • Workload of crime prevention efforts, • Public communications activities. Marine 16 _City of Edmonds Police Service Efforts and Accomplishments: 2009 The "Crime Rate" Total Part I Crimes "Part I Crimes" is a category of crimes established by the U. S. Department of Justice Federal Bureau of Investigation (FBI) that consists of murder, rape, robbery, aggravated assault, burglary, larceny, motor vehicle theft and arson. Part I Crimes compared to the population are known as the "Crime Index" or "Crime Rate." (The Crime Rate is known as the Modified Crime Index when arson data is included.) Part I crimes are, by definition, felony crimes. 40 ` 36.4 35 30 l - 25 1 _ 20 - 15 10 5 0 2005 Part 1 Crimes Per 1,000 Residents Commonly known as the "Modified Crime Index" 35.0 2006 2007 2008 2009 "Part II Crimes" consist of all other crimes not included in the Part I Crimes category. Part II Crimes vary in definition due to differences in local laws. Some examples locally include simple assault, malicious mischief, vehicle prowl, fraud, forgery, narcotics violations and sex offenses (excluding forcible rape). Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Crimes Against Persons Part I Crimes Anainst Persons Part I Crimes include crimes categorized as "violent crimes" or "crimes against persons." The following are Edmonds' Part I Crimes against persons for the last five vears. 7 6 5 4 3 2 1 0 Rape 2005 2006 2007 2008 2009 45 40 35 30 25 20 15 10 5 0 City of Edmonds Police Service Efforts and Accomplishments: 2009 Aggravated Assault 2005 2006 2007 2008 2009 35 30 25 20 15 10 5 0 Robbery 2005 2006 2007 2008 2009 Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Crimes Against Property Part 1 Crimes against Property The second group of crimes that make up the Part I Crimes are known as "non-violent crimes," "crimes against property," or "property crimes." The following are Edmonds' Part I Crimes against property for the last five years. Motor Vehicle Theft 300 , — 250 200 150 100 50 0 2005 2006 2007 2008 2009 Burglary 300 250 200 150 100 50 0 2005 2006 2007 2008 2009 Total Burglaries ■ Residential Burglaries o Commercial Burglaries O Other Burglaries NOTE: Other burglaries include boats, storage sheds, etc. City of Edmonds Police Service Efforts and Accomplishments: 2009 Arson 1000 900 800 700 600 500 400 300 200 100 4 0 Larceny 2005 2006 2007 2008 2009 Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Domestic Violence Crimes In Washington State, "domestic violence crime" refers to any crime that is committed by a spouse, former spouse, person related by blood or marriage, persons who have a child in common, former/current roommates, persons who have or had a dating relationship, and/or persons related to the suspect by the parent -child (biological or legal) relationship, In some cases, the age of the victim or suspect may determine whether or not the legal definition above is met. "Domestic violence incidents" include all documented police activity related to domestic violence incidents. This includes all case reports and citations, as weft as possibly containing other related activity such as field interview reports and assistance to other agencies. 250 200 150 100 50 0 Domestic Violence Incidents 12a11 — 20 The most frequently occurring types of domestic violence crimes in Edmonds in 2009 were: Crime Assault, fourth degree Violation of court orders All other Assault, ODW Assault, with hands Residential Burglary, forced entry Reported Incidents 124 61 3 4 14 NOTE: There were 0 domestic violence related homicides in Edmonds in 2009. In some cases, a single reported incident may be categorized under more than one crime classification. City of Edmonds Police Service Efforts and Accomplishments: 2009 AutomobileNehicle Related Crimes Vehicle Theft Vehicle thefts include thefts of all vehicles including trucks, buses, boats, recreational vehicles and other non - licensed off -road vehicles. 300 250 200 150 100 50 0 Motor Vehicle Theft 2005 2006 2007 2008 2009 Thefts from Vehicles and Attempted Thefts This category includes thefts of property from a vehicle. This includes any part or accessory item attached to the vehicle (gasoline, tires, tape decks, antennas, etc.) and personal property left in a vehicle (purses, gifts, tools, etc.). This category also includes vehicle pro►Ms where: no property is successfully taken, but the vehicle was entered by the suspect(s). Thefts from Vehicles and Attempted Thefts "Prowls" 450 i 400 { 350 300 250 200 150 100 50 I 0 — 2005 2006 2007 2008 2009 e-Thefts from Vehicles —* Attempted Thefts from Vehicles (Prowls) CitV of Edmonds Police Service Efforts and Accomplishments: 2009 Traffic Incident Information Collision Data Collision information includes reports for injury, non -injury and fatality vehicle collisions in the City of Edmonds. Fatal collision data is included in the overall collision data. I - - Collisions 800 - _ _ 114-1 750 - 1 717 — 691 700 — — — - -- - - - - 51 - - 650 600 550 500 2005 2006 2007 2008 2009 —Fatal-Collis ions 5 4 3 2 1 0 2005 2006 2007 2008 2009 City of Edmonds Police Service Efforts and Accomplishments: 2009 Citation Data Traffic citations include reports of all moving/hazardous violations (such as all accidents, speeding, and reckless driving), and non-moving compliance violations (such as defective equipment and parking violations). Traffic Citations and Infractions "Cases Filed" 1 I G562 7000 - _ 5076 - - - - 5330 5494 6000 --_ - _ - 4532 5000 - - - - - - --, 4000 f - - 3000- 2000 1000 0 2005 2006 2007 2008 2009 DUI Enforcemerr# Individuals operating motor vehicles while under the influence of alcohol and/or narcotics is a problem that the Edmonds Police Department takes very seriously. Apprehending these individuals is a high priority for the T� _ ffic Unit and the Department as a whole. The Edmonds Police Department has two officers assigned as nighttime traffic units whose primary mission is the apprehension of DUI offenders. 180 160 140 i 120 100 80 60 40 20 0 DUI Arrests 2005 2006 2007 2008 2009 Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Animal Control/Ordinance Enfnncement Animal Control/Ordinance Enforcement is responsible for the capture and impounding of sick, injured, deceased and stray domestic and non -domestic animals, the issuance of animal licenses and the taking of whatever subsequent enforcement action as needed. In addition, Animal Control/Ordinance Enforcement is responsible for the enforcement of ordinances relating to parking, abandoned vehicles and illegal dumping. The Edmonds Police Department contracted with thr- "- iountlake Terrace Police Department during much of 2009 to provide 20 hours a week of Animal Control service to the City of Mountlake Terrace. As of August 2005, the Department was budgeted for three Animal Control/Ordinance Enforcement officers. The unit was fully staffed until April 2007 when one officer resigned followed by another resignation in November. The unit remained understaffed for the majority of 2008. Ultimately, as a result of the City's 2009-2010 budgetary process, one position was de -funded and contract services with the Mountlake Terrace Police Department were terminated with them as of September 2, 2009. 3500 3000 2500 2000 1500 1000 500 0 Edmonds Ordinance Enforcement Incidents 1533 34 336 2005 2006 1528 a1s �804 i$94 l i647 � 105 2007 2008 2009 i Total Ordinance Enforcement Incidents ® Abandonded Vehicles 0 Parking Citations] NOTE: Total incidents include those relating to parking, abandoned vehicles and illegal dumping. 1600 1400 1200 1000 800 600 400 200 0 CAV of Edmonds Police Service Efforts and Accomplishments: 2009 Edmonds Animal Control Incidents 2005 2006 2007 2008 2009 ■ Total Animal Control Incidents ■ Dog Bites Mountlake Terrace Animal Control Incidents (Contract Services) 1200 -- 1000 800 I 600 400 200 31.. I 0 2005 2006 2007 6:3t3 20 2008 2009 ■ Total Animal Control Incidents ■ Dog Bites NOTE: 2009 totals are for January through August due to termination of contract services. 2500 2000 1500 1000 500 0 Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Edmonds/Mountlake Terrace Combined Totals 2005 2006 2007 2008 2009 E Total Animal Control Incidents ■ Dog Bites City of Edmonds Police Service Efforts and Accomplishments: 2009 Part I Cases Closed "Cleared by Arrest or Exceptional Means" The tracking of Part I Crimes is very important to law enforcement due to the severity and violence associated with these crimes. Part I Crimes can be cleared as a result of the filing of criminal charges (arrest) or by exceptional means. To clear a case as exceptional, the following criteria have to be met: 1) the offender's identity has been established, 2) there is enough information to support an arrest, charge, and the turning over of the case to the court for prosecution, 3) the exact location of the suspect is known so that the individual may be taken into custody and 4) there is some reason outside of law enforcement control that precludes arresting, charging and prosecuting the offender. Examples include, but are not limited to, the offender being deceased, the offender being prosecuted by an outside jurisdiction for the same offense, extradition being denied, or the victim refusing to cooperate in prosecution. Part I Crimes Reported Part I Crimes Cleared by Arrest/Exceptional Means 1I 1 1600 449 � - - 1400 l - 11058 - `1034 11g16 1200- 1000 1 800 600 400 -.r243 - 242 a0 262 280 200 - 0 2005 2006 2007 2008 2009 -t- Part I Gimes Reported -� Part I Gimes Cleared Part I Cases Closed by Arrest/Exceptional Means (Adult vs. Juvenile) 400 _ 247 300 r— 204 212 - . 211 222 200 — — 1 100 �$ 30 39 0 e -i 2005 2006 2007 2008 2009 LAdult Juvenile City of Edmonds Police Service Efforts and Accomplishments: 2009 %of Part I Crimes Cleared 0.30 0.25 0.20 0.15 0.10 0.05 0.00 2005 2006 2007 2008 2009 Charges and Arrests The closed cases (Part I & Part II) below are cases known as "cleared by arrest." Although not in every case is a suspect "arrested", each suspect in these cases has been recommended for criminal charges that may eventually result in an arrest or another form of punitive action (such as a citation). Cases "cleared by arrest" are sent to either the Snohomish County Prosecutor's Office or to the Edmonds City Prosecutor's Office with the officer's or detective's recommendation to file criminal charges. A prosecuting attorney is solely responsible for the decision to formally file charges and prosecute defendants. One or more charges can result from a single arrest. The following are the total number of charges and arrests by adult and juvenile status. Adult and Juvenile Charges & Arrests Part I & Part II 2000 1448 �1365 1310 1389 1 �155 1500 _ 1000 F 500 213 208 0 2005 2006 2007 2008 2009 t Adult —*-- Juvenile City of Edmonds Police Service Efforts and Accomplishments: 2009 It was decided during the City's preparation process for the 2009-2010 bi-annual budget that the Crime Prevention Officer position would be de -funded and eliminated. As a result, the Department is unable to provide crime prevention services beyond Vacation House Check and Radar Watch, functions performed solely by volunteers. We are hopeful that through creative and cooperative relationships with the public, we will be able to resurrect certain programs, such as Neighborhood Block Watch, by further utilizing citizen volunteers who so graciously give of their time. Crime Prevention Volunteer Unit organized in 1978, and co -sponsored by the Edmonds Rotary Club, this is a special citizen unit working in a proactive crime prevention effort. In the past, this group of 27 trained members was coordinated by the Crime Prevention Officer. it is only through the assistance of the Edmonds Rotary Club that the department has been able to keep one part-time employee on staff to supervise and coordinate the efforts of the volunteers in 2009. In addition to valuable office support, the volunteers provide popular community programs: Vacation House Check Trained volunteers work in pairs to check on homes while the resident is away on vacation. Members are visibly marked and carry police radios to notify police of suspicious activity. This service is provided free of charge to Edmonds residents. in 2009, 2,456 houses were checked representing 1,035 hours of volunteer service. As a result of these house checks, 45 packages were picked up; four unsecured doors were located as were two unsecured/open windows. Radar Watch Volunteers set-up a "Radar Reader Board" and use calibrated radar to accurately determine the speed of passing vehicles. The vehicle's speed is then displayed as it approaches. A courtesy letter is sent to the registered owner of the vehicle observed driving over the posted speed limit. In 2009, 68 volunteer hours were dedicated to this service. 2009 Crime Prevention Volunteer Efforts Total Vacation House Checks 2,456 Hours Dedicated to Service 1,035 Packages Picked Up 45 Open Doors Found 4 Open Windows Found 2 Total Volunteer Hours ` 1,323 Hours Dedicated to Radar Watch 68 City of Edmonds Police Service Efforts and Accomplishments: 2009 Citizen Involvement is the Key to Community Safety The Edmonds Police Foundation was created in 1996 as a community -based organization to assist the Edmonds Police Department through education, fund raising, and citizen involvement. Their goal is to make Edmonds a better and safer place to live through programs designed to enhance public safety using community partnerships and citizen outreach. Public Safety Modern public safety demands require that police departments be better trained, better equipped, and more in touch with the specific needs of their communities than ever before. While these requirements have increased with concerns such as terrorism and school violence, tax dollars only provide the basic necessities. The Foundation is dedicated to providing our police force with the most modern equipment, technology and training. Citizen Outreach The foundation seeks to create a culture of opportunities for community members to enhance their awareness of public safety and crime prevention issues. This is done with outreach programs, public events and community partnerships. 2009 Public Safety Pro"ects Assistance With Purchase of Traffic Collision Reconstruction Software — Used by the department's traffic unit when investigating major injury and fatality traffic collisions. The software allows for the creation of static and animated to -scale recreation of collision scenes. The software can also be utilized by the detective unit when diagramming major crime scenes. For more information about the Edmonds Police Foundation, please visit their website at: www.ci.edmonds.wa.us/eef index.stm The Edmonds Police Foundation is a corporation organized and operated exclusively for charitable and educational purposes within the meaning of section 501(c)(3) of the Internal Revenue Code. Citv of Edmonds Police Service Efforts and Accomplishments: 2009 The goal "to provide high -quality, cost-effective, and accountable services" is a goal any service industry might strive to reach. It reflects a concern for the appropriate and effective use of community resources. Efforts to support this goal are made in partnership with elected officials and police administrators, taking into consideration problem areas, community concerns for quality of life and available resources. The means chosen to provide direction for the Edmonds Police Department in support of this goal are: • Provide responsive services to citizens, and • Provide cost-effective services to citizens. The measures on the following pages report the efforts and accomplishments of the Edmonds Police Department using traditional responsiveness measures such as: • Response times, • Complaints, and Cost comparisons, shown in ratios of costs by the population, available revenue, staffing, and volume of work. l� Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Total Actency Incidents and Traffic Stops Police engage in a variety of activities in a workday. Primarily, police activity is captured in the number of "incidents" responded to during a day. An incident may be called in by a citizen to the 9-1-1 center (SnoCom) or may be "self initiated" by the officer responding to a crime they've witnessed, by initiating a traffic stop or by addressing chronic problems in a neighborhood or speck location. 40000 35000 _ 29254 30000 - 25000 - 20000 15000 10000 i A 1 8b 5000 - 0 Police Incidents (Calls) 3611 30898 60720 1 16571 2005 2006 2007 2008 2009 ■ Total Incidents (including traffic stops) ■ Traffic Stops (expressed separately from total)1 City of Edmonds Police Service Efforts and Accomplishments: 2009 Response Times to High Priority Calls Call Priorities and Response Times When calls for police assistance are received by SnoCom, they are entered into the Computer Aided Dispatch (CAD) system and given a priority based on the criteria described below. If the call receiver is in doubt as to the appropriate priority, the call is assigned the higher of the two priority designators in question. "Priority V designates critical, in progress dispatches. These are incidents that pose an obvious danger to the life of an officer or citizen. It is used for felony crimes in -progress where the possibility of confrontation between a victim and suspect exists. Examples include injury traffic accidents, fights, prowlers, shootings, stabbings, robberies or burglaries. "Priority 2" designates immediate dispatches. These calls include "Priority 1" calls that are not actually in progress (just occurred) but still requiring an accelerated police response. Examples Include silent alarms, non -injury traffic accidents, harassment, verbal disputes, suspicious persons/vehicles, trespassing or crimes so recent that the suspect may still be in the immediate area. "Priority 3" designates all calls or requests for service not indicated as "Priority 1" or "Priority 2", unless individual circumstances dictate a stronger priority. Examples include barking dogs, parking complaints, lost/found property and public assists. 1 10 9 8 7 6 5 4 3 2 1 0 Average Response Times (In minutes) 2005 2006 2007 2008 2009 M Priority 10 Priority 2 O Priority 3 " The times reflected are from the time the call is dispatched by SnoCom until the timathe.officer arrives. Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Complaints against Officers Complaints against police officers can originate from the public or be initiated internally by police department personnel, When a complaint is made, the respective Assistant Chief of Police, who reports directly to the Chief, will review the complaint and determine the level of complaint investigation called for depending upon the allegation and the extent of the information available. Upon completion of the review of the charges in a complaint, utilizing the preponderance of the evidence standard, the matter shall be classified by the Chief of Police or designee, as follows. a. Exonerated — defined as; the conduct or action occurred but it was lawful, within policy, and proper. Unfounded — defined as; the alleged conduct did not occur. C. Not Sustained — defined as; insufficient evidence to sustain the complaint d. Closed/Incomplete — defined as; the investigation could not be completed due to lack of cooperation of complainant. e. Sustained — defined as; the allegation was supported by proper and sufficient evidence and constituted a violation of policy and/or law. Note: Complaint reviews may also be withdrawn or suspended due to a withdrawal of the complaint by the complainant or by the resignation of the officer prior to the c*mplaint review being completed. The following are the total numbers of internal and external complaints that were formally investigated by the department involving conduct of Edmonds police officers and their dispositions: *NOTE — The total number of complaints may not equal the sum of dispositions as one complaint may result in more than one department member being investigated and/or more than one policy violation finding. One complaint was still in process and being investigated at year's end. Of the eleven complaints resulting in a finding of "sustained" in 2009, all eleven resulted in disciplinary action being taken. The discipline ranged from verbal counseling to suspension with loss of pay. Also of note is that of the 10 total complaints, 9 were generated internally by our own employees as part of the department's efforts to ensure a high level of professionalism and accountability_ 1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 L 0 Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Complaints per 1,000 Police Contacts 2005 2006 2007 2008 2009 This table represents each year's total number of investigated complaints per 1000 police contacts under the heading of "Response to Calls" on page 27. - - City of Edmonds Police Service Efforts and Accomplishments: 2009 Cost Per $1,000 of Assessed Real Property Value Cost per $1,000 of assessed real property value reflects the Edmonds Police Department's annual budget (minus jail costs) in relationship to the assessed real property values of Edmonds. *Note — During the years 2004 through 2006, the Edmonds Police Department contracted with Stevens Hospital for security service. The associated budget expenses for those services are included in the equation. $5.00 $4.00 1 $3.00 $2.00 $1.00 I $0.00 Cost per $1,000 of Assessed Real Property Value 2005 2006 2007 2008 2009 Citv of Edmonds Police Service Efforts and Accomplishments: 2009 Calls for Service Police Incidents r Field Services Officer Calls for service per patrol officer gives a picture of the average number of incidents one patrol officer responds to within a year. The numbers below are for Field Services which include patrol, traffic, animal controllparking enforcement, patrol corporals and patrol sergeants. Support Services, which includes non -patrol commissioned officers (such as special duty officers/detectives and administrators), are not included in the equation. *Note — During the years 2004 through 2006, the Edmonds Police Department contracted with Stevens Hospital for security service. The associated police incidents handled by the contract security officers are included in those years. In 2006, the Patrol Division went to a 12-hour work shift, however the total hours worked for the year remained the same. 1,000 900 800 700 600 I 500 - 2005 Incidents per Field Services Officer 2006 2007 2008 2009 ' gly of Edmonds Police Service Efforts and Accomplishments: 2009 Commissioned Officers per 1000 Residents "Commissioned officers per 1,000 residents" shows how many commissioned police officers are employed by Edmonds for every 1,000 residents. This number includes commissioned officers who work in command, supervisory or other non -patrol related positions, but does not include professional (i.e. non -sworn) support staff. One position was left unfilled following a retirement during 2009 as a cost saving measure due to City wide budgetary issues. Commissioned Officers per 1,000 I Residents I 1.39 1.38 1.37 1.36 1 1.35 1.34 1.33 1.32 1.31 1.3 2005 2006 2007 2008 2009 Citvof Edmonds Police Service Efforts and Accomplishments: 2009 The Edmonds Police Services Assistants are an integral part of the daily operations for the police department. The Police Services Assistants are non -sworn personnel whose responsibilities include, but are not limited to, the logging and tracking of all officer generated reports, the issuance of concealed firearms permits, processing of gun transfers, the issuance of dog/cat licenses, initial counter contacts with the public, the routing of report requests from outside agencies, phone responses to citizen inquiries, public fingerprinting requests and responding to public disclosure requests. In recent years, one of the most time consuming impacts on the Police Services Assistants has been the marked increase in the number of public disclosure requests. Since tracking began in 2004, the number of public disclosure requests made of the Edmonds Police Department has doubled and the department now receives on average 9 requests per day. Likewise, the number of firearms related requests (concealed firearms permits, gun transfers) has nearly doubled since 2005. The volume of requests, coupled with the requisite time commitment to respond to each one, has required the full-time dedication of one of the department's five Police Services Assistants to the official public disclosure function. 7000 6000 5000 4000 3000 2000 1000 0 Police Services Assistants Activities 2005 2006 2007 2008 2009 0 Officer Generated Reports ® Firearms Related Requests 0 Public Disclosure Requests gly of Edmonds Police Service Efforts and Accomplishments: 2007 Cleared by Arrest: Although not in every case is a suspect "arrested," each suspect in a cleared case has been recommended for criminal charges that may eventually result in an arrest or another form of punitive action (such as a citation). Cases "cleared by arrest" are sent to either the Snohomish County Prosecutor's Office or to the Edmonds City Prosecutor's Office with the officer's or detective's recommendation to file criminal charges. A prosecuting attorney is solely responsible for the decision to formally file charges and prosecute defendants. Citation: Often called a "ticket," a citation is a written document issued to a citizen who commits a crime or violates a law. The citation describes the crime and/or the law that has been violated and identifies the punishment that has been standardized by the court system (i.e., the standardized monetary amounts payable for traffic violations). While citations proscribe a penalty for a crime, they may be challenged through the court system. They usually include instructions for the cited citizen to appeal the citation. Computer Aided D#s atch (CAD): A computerized communication system used by emergency response agencies for dispatching and tracking calls for emergency assistance. Domestic Violence: Domestic violence is a subcategory of other crimes. Virtually any crime can be sub -classified as domestic violence. In the State of Washington, domestic violence is defined as a crime of violence against the person or property of a spouse, former spouse, persons related by blood or marriage, persons who have a child in common, former/current roommates, persons who have or had a dating relationship, and persons related to the suspect by the parent -child (biological or legal) relationship. In some cases, the age of the victim or suspect may determine whether or not the legal definition is met. Felony: Felony crimes are more serious in terms of either harm or loss to persons or property than misdemeanors, and usually are punished by more restrictive methods (i.e. greater fines and/or incarceration) than citations. Felonies have subclasses (A, B and C) that are based on the extent of harm to a person or the dollar value of loss or damage to property. Call Priorities and Response Times: When calls for police assistance are received by SnoCom, they are entered into the Computer Aided Dispatch (CAD) system and given a "priority" based on the criteria described below. If the call receiver is in doubt as to the appropriate priority, the call is assigned the higher of the two priority designators in question. "Priority 1" designates critical, in progress dispatches. These are incidents that pose an obvious danger to the life of an officer or citizen. It is used for felony crimes in -progress where the possibility of confrontation between a victim and suspect exists. Examples include injury traffic accidents, fights, prowlers, shootings, stabbings, robberies or burglaries. "Priority 2" designates immediate dispatches. These calls include "Priority 1" calls that are not actually in -progress (just occurred) but still requiring an accelerated police response. Examples include silent alarms, non -injury traffic accidents, harassment, verbal disputes, suspicious persons/vehicles, trespassing or crimes so recent that the suspect may still be in the immediate area. "Priority 3" designates all calls or requests for service riui indicated as "Priority 1" or "Priority 2", unless individual circumstances dictate a stronger priority. Examples include barking dogs, parking complaints, lost/found property and public assists. Misdemeanor: Crimes that inflict harm or loss but to a lesser extent than a felony (e.g., assault fourth degree or simple assault). Misdemeanors usually are punished through monetary payment via a citation and/or other restrictions (such as restraining orders or no tre-gQass orders), although the court may impose jail time. City of Edmonds Police Service Efforts and Accomplishments: 2007 Part I Crimes: This is a category of crimes established by the Federal Bureau of Investigation (FBI). It includes criminal homicide (which includes murder and non -negligent manslaughter; but excludes deaths by negligence, attempts to kill, suicides, accidental deaths, justifiable homicide, and traffic fatalities), forcible rape, robbery, aggravated assault, burglary, larceny -theft, motor vehicle theft, and arson. Part I Crimes Against Persons: These crimes are also referred to as "violent crimes." They consist of criminal homicide (as defined above), forcible rape, robbery, and aggravated assault. Murder - The willful (nonnegligent) killing of one human being by another. Rape - The carnal knowledge of a female forcibly and against her will Robbery - The taking or attempting to take anything of value from the care, custody, or control of a person or persons by force or threat of force or violence and/or by putting the victim in fear. Aggravated Assault - An unlawful attack by one person upon another for the purpose of inflicting severe or aggravated bodily injury. This type of assault usually is accompanied by the use of a weapon or by means likely to produce death or great bodily harm. Part I Crimes A ainst Property: These are burglary, larceny, motor vehicle theft, and arson. Burglary - The unlawful entry of a structure to commit a felony or a theft. Larceny -theft - The unlawful taking, carrying, leading, or riding away of property from the possession or constructive possession of another. Motor vehicle theft - The theft or attempted theft of a motor vehicle. A motor vehicle is self-propelled and runs on land surface and not on rails. Motorboats, construction equipment, airplanes, and farming equipment are specifically excluded from this category. Arson - Any willful or malicious burning or attempt to burn, with or without intent to defraud, a dwelling house, public building, motor vehicle or aircraft, personal property of another, etc. Part II Crimes: This is a category of crimes consisting of all other crimes not included in the Part I Crimes category. Part II crimes vary due to differences in local laws, but typically include one or more of the following crimes: all other assaults (simple), forgery and counterfeiting, fraud, embezzlement, stolen property (buying, receiving and/or possessing), vandalism, weapons (carrying, possessing, etc.), prostitution and commercialized vice, sex offenses (including statutory rape, indecent exposure, etc. but excluding forcible rape, prostitution and commercialized vice), drug violations, gambling, offenses against families and children, driving under the influence of alcohol or drugs, liquor violations, drunkenness, disorderly conduct, and others. City of Edmonds Police Service Efforts and Accomplishments: 2007 The data compiled in this report was collected from the following sources and, as such, is subject to the data standards and limitations of the source agency: • City of Edmonds Police contributed information regarding crime prevention activities, problem solving projects, public communication and education efforts. • Federal Bureau of Investigation (FBI) annual statistical report Crime in the United States • Washington State Office of Financial Management (demographic information) • Edmonds Police Department contributed the following: - Annual Statistical Report: counts for crimes against persons and property, domestic violence incidents, collisions, adult and juvenile charges and arrests, average response time. - Records Management System (RMS) system reports: total police contacts, DUI's, traffic collisions, thefts and attempted thefts from vehicles. - Professional Standards Unit: regarding complaints investigated against officers or other police department employees. • Snohomish County Tax Assessor's Office (real property values) • Southwest Snohomish County Communications Agency (SnoCom) yearly dispatch statistics • Edmonds Police Foundation web site • FBI's Uniform Crime Reporting Handbook j u J 0 0 m F- O 4t 0) &- (D C:• > -6--a M b 3: (D cn E cn cn 06 o C: o (D -0 < cn Z. cu D CU N --- a) U) " = w 2!% CD L- E E 0 cu L- w LL L) N U) LL < 06 L. 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(ac °� r a� p CL a G rzo rz0 ?+ C a ax FD Lei E _ C�7 c R 4.0 �O7 a._ CL o b. -`5 N '° 0 y0, n 'D rp b V Wll ocm $ aPi 7a C G Y � 7 �F 70 cn C- n (� O �•—\ U o Q -- QLCu O N p to >+ 0- m 0 E 6k. m E *a 3 0 z O 0- Q cn cn E L O U O cn O N U cn 0 m O O J • N ca U A O O a_ cn O • m L N R d AW 0 m .a I,*-] I 0 0 N L i 0 z L 0 AGENDA EDMGNDS CITY COUNCIL RETREAT Special Meeting Location: South County Senior Center 220 Railroad Avenue, View Room Edmonds, Washington February 5 and 6, 2010 Friday, February 5, 2010 - Call to Order and Flag Salute 09:30 a.m. Public Comments (30 Minutes) 10:00 a.m. Council Retreat Session 1 Topic 1: Reports from City Departments, Boards, Commissions (30 Minutes) AM-2760 A. Public Works: Report on Waste Prevention, Recycling and Greenhouse Gas Reduction B. Police Department Report - The Year Ahead v C. Economic Development Commission View AM-2787 ✓Topic 2: Annual -Biannual Budget Structure and Outlook (30 Minutes) Topic 3: Annual Comprehensive Plan Structure and Schedule (30 Minutes) Packet Page 1 of 343 , , , , , , _ , __ - ---_~----_ - ----- - -- - -- � -- __ - - - __ -- -�-' - __ __ -- - ---- - - -- -- -- ��` �~_ -- "� "��. ��' 1 . ^ �� - 12:00 p.m. Working Lunch ` Location: Arnie's Restaurant 300 Admiral Way, Suite 211 Edmonds 01:30 p.m. Return to Senior Center - Council Retreat Session 2 Topic 1: Council Meetings/Procedures (30 Minutes) A. Duration B. Conduct AM-2764 C. Adoption and Use of Rules of Order AM-2765 D. Outside Council Committees AM-2788 E. Questions/Research Requests to Staff AM-2755 F. Public Service Announcements Topic 2: City Operations (30 Minutes) AM-2767 A. Review Legal Counsel Contract/Labor Negotiations AM-2772 B. Implementation of Ordinances after Passage by Council C. State Legislative Agenda: Misdemeanor Law Reform, Municipal Court/Police Savings D. Warrant Review AM-2775 E. Fire District One Contract Review F. Budget Format Options AM-2777 Topic 3: Economic Development (90 Minutes) A. Empty Office/Retail Space and Recruiting New Business B. Regional Partners to Maintain Jobs in the Area - Mukilteo, Everett, etc. C. Recommendations from the Economic Development Commission D. Green Marketing in the City E. Hire Grants Writer/Economic Development Consultant Packet Page 2 of 343 ----- - ----- - ----- - - -- �-� w ;�; F. Olympics Tourism: too late? G. Outdoor Dining; Milltown Sidewalk/Restaurant Sidewalk/Parking Spaces H. Highway 99 Studies: Burke, Makers, Edmonds Green Plans, Piha Materials I. Broadband Installation AM-2774 Topic 4: General Funding and Levy/Infrastructure Funding and Bonds (45 Minutes) Saturday, February 6 2010 - Call to Order and Flag Salute 09:00 a.m. Council Retreat Session 3 AM-2776 Topic 1: Waterfront (60 Minutes) A. Differences Between Current BC Zoning and the BD and BD2 Zones AM-2778 B. Vision Suggestions: Waterfront and City-wide Topic 2: Outer Neighborhoods (60 Minutes) A. Discussion on Development in the Outer Neighborhoods Topic 3: Sustainability - Next Steps (60 Minutes) AM-2789 A. Storm Water Runoff and System Upgrades; Reduce Pesticide Use, Community Outreach, Rain Garden Demo AM-2779 B. Implement Sustainable Purchasing Practices (i.e., best value vs. best price contract language); Green Power Purchase by City AM-2780 C. Green Buildings - Implement LEED Standards for New Construction, Incentivize Green Remodels, Other Code Rewrites D. Education and Communication; Website, Edmonds Green Logo, Speakers' Series, Local/Regional Partners AM-2781 E. Car Free Day, Parking Space Decommissioning, Electric Car Rally, Unlicense Day Packet Page 3 of 343 . . . . . . . . '. -- - -- -- -- - - -- -- - - -- - - - ---- - - -- - -- -- -- ^ -~-' -- 2.1 ' AM-2782 F. Styrofoam Ban AM-2783 G. Lighting Code/Dark Skies AM-2784 H. Tree Ordinance, Tree City, Public Tree/ Private Tree Preservation, Pedestrian Safety, Keep Healthy Trees, Address Real Dangers, Promote Green Reputation; Review Tree Plan Topic 4: Planning Issues (30 Minutes) A. Title 20: Possible Revisions B. Civic Playfield Negotiations C. Roof Design Zoning Ordinance Revisions D. Long Range Task Force Future AM-2751 Topic 5: Yost Pool Future Planning (30 Minutes) Topic 6: Revitalization of Senior Center/Future Planning (15 Minutes) ADJOURN Packet Page 4 of 343 i ,1" r AM-2760 Friday, Session 1, Topic 1, A. Public Works - Report on Waste Prevention, Recycling Edmonds City Council Retreat Date: 02/05/2010 Submitted Ayi Kim Karas Submitted For: Steve Fisher Time: Department: Public Works Type: Information Review Committee: Committee Action: Subiect Title Information A. Public Works: Report on Waste Prevention, Recycling and Greenhouse Gas Reduction Recommendation from Mayor and Staff For information only. Previous Council Action N/A i Narrative Attached is an outline of the information that will be presented at the Council Retreat. Fiscal Impact Attachments Link: Report on Waste Prevention Recycling and Greenhouse Gas Reduction Form Routing Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/27/2010 04:15 PM APRV 2 Mayor Gary Haakenson 01/28/2010 08:44 AM APRV 3 Final Approval Sandy Chase 01/28/2010 10:02 AM APRV Form Started By: Kim Started On: 01/27/2010 11:58 Karas AM Final Approval Date: 01/28/2010 Packet Page 5 of 343 - I - Here is an outline of the information that will be presented at the Council Retreat: Background: • Coordinator position shared with Lynnwood through Interlocal Agreement; • Position funded with 75% match grant from Department of Ecology (same with Lynnwood); • Liaison with solid waste haulers — Allied Waste and Sound Disposal — and county solid waste staff; and • Snohomish County Solid Waste Advisory Committee (SWAG) chair — last few years; representative for Edmonds —currently reviewing details of their solid waste comprehensive plan. Waste Prevention & Recycling Trends: • More organics collection and establishment of infrastructure; Program outreach to commercial for organics collection; promotion of compost end • product; • Electronics — E-Cycle Washington program; and Product Stewardship initiatives — mercury lighting (fluorescents, etc.), prescription meds, • and latex paint. Needs: • Continual funding for program; • More visible/updated web presence; and • Discussion of strengthening/updating recycling ordinance. Greenhouse Gas Reduction: Inventory of community emissions — ICLEI model shows transportation and energy sectors as most intensive; Although waste sector is small, the latest EPA report on materials management shows high emissions due to provision of goods, life cycle of products and packaging, waste diversion and recycling provides reductions; and Climate Action Plan — largely created by community members; presented to Planning Board; there will be a presentation to Council to seek a resolution to adopt the Plan. Packet Page 6 of 343 •i` AM-2787 Friday, Session 1, Topic 2: Annual -Biannual Budget Structure and Outlook Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Councilmember Buckshnis Time: Department: City Council Type: Review Committee: Committee Action: Subiect Title Tnrnrmatinn Topic 2: Annual -Biannual Budget Structure and Outlook (30 Minutes) Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact A tta �h m an tc Link: Buckshnis rev Budget Form Routines/Status Route Seq Inbox 1 City Clerk 2 Mayor 3 Final Approval Form Started By: Jana Spellman Final Approval Date: 02/01/201a Approved By Date Status Sandy Chase 02/01/2010 12:00 PM APRV Gary Haakenson 02/01/2010 12:07 PM APRV Sandy Chase 02/01/2010 01:18 PM APRV Started On: 02/01/2010 08:27 AM Packet Page 7 of 343 i _ C•] WHY GOVERNMENTAL ACCOUNTING AND FINANCIAL REPORTING IS —AND SHOULD BE --DIFFERENT ZWCUrIMSUMMARY Governments are fundamentally different from for -profit business enterprises in several important ways. They have different purposes, processes of generating revenues, stakeholders, budgetary obligations, and propensity for longevity. These differences require separate accounting and financial reporting standards in order to provide information to meet the needs of stakeholders to assess government accountability and to make political, social, and economic decisions. Although state and local governments in the United States have had separate standards for over 100 years, occasionally the question is raised: Why can't general purpose governments (cities and counties, for example) simply apply the standards established for business enterprises?1 The following questions and answers briefly address that issue, and the accompanying paper and its appendixes provide an expanded discussion. WHY ARE SEPARATE ACCOUNTING AND FINANCIAL REPORTING STANDARDS ESSENTIAL FOR GOVERNMENTS? Separate accounting and financial reporting standards are essential because the needs of users of financial reports of governments and business enterprises differ. Due to their unique operating environment, governments have a responsibility to be accountable for the use of resources that is significantly different from business enterprises. Although businesses receive revenues from a voluntary exchange between a willing buyer and seller, governments obtain resources primarily from the involuntary payment of taxes. Taxes paid by an individual taxpayer often bear little direct relationship to the services received by that taxpayer. Overall, taxpayers collectively focus on assessing the value received from the resources they provide to government. Governmental accounting and financial reporting standards aim to address this need for public accountability information by helping stakeholders assess how public resources are acquired and used, whether 1 The term business enterprise is used to refer to private -sector entities organized for the purpose of earning profit. Business enterprises in the United States apply accounting pronouncements of the Financial Accounting Standards Board. Business enterprise does not refer to and should not be confused with business -type activities of governments. Packet Page 8 of 343 current resources were sufficient to meet current service costs or whether some costs were shifted to future taxpayers, and whether the government's ability to provide services improved or deteriorated from the previous year. The longevity of government and its role to maintain and enhance the well-being of citizens through the provision of public services also result in information demands that differ from those of business enterprises. For example, governments do not operate in a competitive marketplace, face virtually no threat of liquidation, and do not have equity owners. Consequently, information on fair values of capital assets is of limited value and measures of net income and earnings per share have no meaning to users of governmental financial reports. Instead, users need information to assess the government's stewardship of public resources, including information to evaluate the manner and extent to which resources are devoted to specific services and the costs of providing those services. Users also need information to determine compliance with legally authorized spending authority. Creditors of both businesses and governments are interested in information on the ability to repay debt. However, government creditors focus more on information regarding the government's ongoing ability to raise taxes and the costs of activities that could compete for those resources, rather than on information about how earnings are generated. HOW DO DUSTING ACCOUNTING AND FINANCIAL REPORTING STANDARDS REFLECT THE DIFFERENT NEEDS OF STAKEHOLDERS? The needs of the users of governmental financial reports are reflected in differences in the components of the conceptual framework for accounting standards and in individual accounting standards. Although investors and creditors are important constituencies of every standards - setting organization, the Governmental Accounting Standards Board's (GASB) conceptual framework also places priority on addressing the informational needs of citizens and elected representatives, two constituencies not identified as users of business enterprise financial statements by the Financial Accounting Standards Board (FASB). Consequently, the GASB's financial reporting objectives consider public accountability to be the cornerstone on which all other financial reporting objectives should be built. 2 Packet Page 9 of 343 Some of the most significant GASB standards that address differences in governmental and business financial reporting include (1) the measurement and recognition of certain types of revenues (for example, taxes and grants), (2) the view that capital assets provide services to citizens rather than contribute to future cash flows, (3) the use of fund accounting and budgetary reporting to meet public accountability needs, (4) the use of accountability principles rather than equity control to define the financial reporting entity, and (5) the treatment of pensions and other postemployment benefits to allocate cost of services equitably to applicable periods. These and other accounting and reporting differences are described more fully beginning on page 11 and in Appendix B. WHY IS THERE AN ONGOING NEED TO SET ADDITIONAL GOVERNMENTAL ACCOUNTING STANDARDS? Since its inception in 1984, the GASB has strived to meet the needs of the users of governmental financial reports by issuing a number of important standards. Although the GASB has made progress, the need to develop and improve accounting standards for governments still exists. For example, additional components of the conceptual framework, which enhances consistency in setting government standards, are still being addressed. In addition, there are many important types of transactions, such as those associated with derivatives and intangible assets, for which there are no existing standards or for which existing standards are not comprehensive. The GASB's research agenda also includes, for example, a project to address additional ways to communicate results of government activities. Finally, over time governments and the governmental environment continue to change, resulting in an ongoing need to update existing standards and to adopt new standards. 3: Packet Page 10 of 343 WHY GOVERNMENTAL ACCOUNTING AND FINANCIAL REPORTING IS --AND SHOULD BE -DIFFERENT INTRODUCTION AND SCOPE From time to time, the question is raised as to why general purpose state and local governments (herein after referred to as "government") cannot simply apply the same set of accounting standards that business enterprises2 apply. This paper explains why separate standards for governments are needed. It illustrates some of the differences between standards for governments and those for business enterprises using standards for governments issued over the past twenty years, and explains why the process of standards setting for governments is an ongoing process. In addition to providing greater detail about the questions in the Executive Summary, this paper also presents several appendixes. Appendix A provides an expanded discussion of the environmental differences between governments and business enterprises. Appendix B provides additional examples of standards that illustrate the differences between governments and business enterprises and expands upon the discussion of examples presented in this paper. Appendix C provides a historical perspective on the development of governmental accounting standards. Appendix D provides details on the significance of state and local governments in the United States. A brief glossary of governmental accounting terms is also included and begins on page 33. Terms defined in the glossary are printed in boldface type when they first appear. �' The scope of this paper is limited to comparing general purpose governments to business enterprises. From time to time, the issue arises as to whether separate accounting standards are needed for other types of organizations, such as not -for -profit organizations. This paper neither supports the existing method of standards setting for other organizations not covered in the scope of this paper nor suggests that standards for those organizations should be set separately. 2 See footnote 1 regarding the meaning of the term business enterprises. i 4 l Packet Page 11 of 343 Furthermore, governments in other countries may have different characteristics than governments in the United States; therefore, the paper does not address international differences. WHY ARE SEPARATE ACCOUNTING AND FINANCIAL REPORTING STANDARDS ESSENTIAL FOR GOVERNMENTS? Accounting and financial reporting requirements focus on the needs of the users of financial reports. Citizens and their elected representatives, such as legislatures, and other oversight organizations, as well as creditors, are primary beneficiaries of the information in governmental financial reports. Financial reports of business enterprises generally are used by creditors and by equity investors and their regulators, but not by a type of stakeholder equivalent to citizens and their elected representatives.3 The needs of citizens and oversight organizations emphasize accountability for resources entrusted to the government, and the needs of equity investors emphasize information necessary to make rational investment, credit, and similar decisions. Accountability, in a general sense, is a responsibility of stewards or agents to provide relevant and reliable information relating to resources under their control. For governments, accountability is the government's responsibility to justify to its citizenry the raising of public revenues and to account for the use of those public resources. Accountability information can be used to support decision making, but it also fulfills the citizenry's "right to know" how public resources have been spent. Creditors are a type of user of both governmental and business enterprise financial reports. Although they are generally looking for assurance that sufficient cash flows will be available to meet debt service requirements, certain information they seek from governments and from business enterprises is different because the source of debt repayment is different. Creditors and potential creditors of business enterprises seek information about how earnings are generated. Creditors and potential creditors of governments seek information about the ability and willingness to levy taxes to finance debt repayment and the costs and obligations of those activities that could compete for those resources. 3 Elected representatives, such as legislators, are considered external users of financial reports because in many cases these individuals do not have access to the same internal financial data as do officials in the executive branch. 5 Packet Page 12 of 343 Although certain types of information in business enterprise financial reports could satisfy some needs of certain governmental financial report users, other users require different information. The accountability focus of governments and the broad range of sources of a government's resources lead to the conclusion that ideally governmental financial report users should be able to find additional information that will help answer questions such as the following: • Did the government's ability to provide services improve or deteriorate from the previous year? • Were the government's current -year taxes and other sources of resources sufficient to cover the cost of current -year services? Was part of the burden of paying for current services shifted to future -year taxpayers? ■ How did the government finance its activities and meet its cash requirements? Does the government have the capacity to meet future obligations? • What are the government's spending priorities? What sources of resources support the various programs? Has the government obtained and used resources in accordance with its adopted budget and other legal requirements? • What resources currently are available for future expenditures and to what extent are resources reserved or restricted for specified uses? ■ Has the government provided its services in an efficient and effective manner? MAJOR ENVIRONMENTAL DIFFERENCES BETWEEN GOVERNMENT AND BUSINESSES' The differing needs of the users of governmental and business enterprise financial reports reflect the different environments in which the organizations operate. Some of the principal environmental differences are: ORGAmixmioAmL Pur4Po-Es. The purpose of government is to enhance or maintain the well-being of citizens by providing public services in accordance with public policy goals. Major public services provided by state and local governments include public safety, education, health, and transportation. Among other reasons, government provides these services because the economic incentives are not sufficient for business to provide them at the quantity, quality, and Packet Page 13 of 343 price considered appropriate by public policy. Return on investment is not a goal for governments, so they need to develop and report other measures of accomplishment. The predominant business enterprise performance measures —net income and earnings per share — have no meaning in a governmental environment. Instead, governments focus on providing services and goods to constituents in an efficient, effective, economical, and sustainable manner. A government's financial reports should give creditors, legislative and oversight officials, citizens, and other stakeholders the information necessary to make assessments and decisions relevant to their interests in the government's accomplishment of its objectives. In contrast, business enterprises focus on wealth creation, interacting only with those segments of society that fulfill their mission of generating a financial return on investment for shareholders. Historically, the primary focus of reporting has been on earnings and its components, with little or no explicit focus on nonfinancial measures of performance. SOURCES oF' REvzmuz. The principal source of revenue for government is taxation, which is a legally mandated involuntary transaction between individual citizens and businesses and their government. The principal source of revenue of business enterprises is voluntary exchange transactions between willing buyers and sellers. Because the assessment and the collection of taxes are not transactions in which equal values are exchanged at arm's length and are not the culmination of an earnings process as are most transactions of business enterprises, transactions involving taxes require specialized accounting treatment. For example, governments may collect property taxes in a period prior to the period for which the taxes legally apply. The question then arises whether governments should record the taxes as revenue in the year collected or attribute them to the year for which the taxes apply. The GASB has addressed this issue by requiring that property taxes be reported as revenue in the period for which levied. This promotes assessment of interperiod equity by associating costs of services with revenues collected to finance those services. P02SNn4L FOR LOMGEvrrr. Because of their ongoing power to tax and because of the ongoing need for public services, governments rarely liquidate. The possibility of achieving longevity, however, is not as likely for business enterprises. Business enterprises will go out of 7 Packet Page 14 of 343 existence if, for an extended period of time, they are unable to sell their products or services for more than it costs to produce them. Further, a business may also cease to exist if it is acquired by another entity. Financial statements of business enterprises generally are prepared using a "going -concern" assumption, meaning that assets and liabilities are not adjusted to their liquidation values; however, this is not equivalent to a presumption of extended longevity. Users of business enterprise financial statements may use those statements to assess longevity. In financial statements of business enterprises, emphasis is placed on the recoverability of assets, such as through future sales, and on the fair values of certain assets and liabilities. In contrast, the ability of governments to exist in the future generally is not in doubt, but rather the question is the sustainability of the level of services provided and the ability to meet future levels of demand for services. As a result, the emphasis generally has been on the allocation of resources to government programs, the determination of the cost of services (as noted above), and providing a longer term view of operations. The longer term view of operations of government is consistent with focusing on trends in operations, rather than on short-term fluctuations, such as in fair values of certain assets and liabilities. Immediate recognition of changes in fair values of assets set aside in employee benefit plans is appropriate accountability reporting in the employee benefit plans that hold those assets. However, it is not appropriate for government employers to immediately recognize those fair value changes or changes in accrued actuarial liabilities resulting from a change in benefit plan terms. These short-term fluctuations could produce a measurement of the period's employee benefit costs, which are included in cost of services, that may be less decision -useful for governmental financial report users. Financial reporting by business enterprises is more likely to recognize such changes in fair value because of the importance of the current value of equity. RFLAT/omsmip W/TH SrAKEHotDERS. Individual citizens must pay taxes as agreed to by the citizenry collectively through elections or decisions of elected representatives, and as previously noted, individual taxes paid are not directly correlated with services received. Accordingly, governments should meet a standard of accountability that is broader than for business enterprises. Furthermore, citizens are interested in evaluating interperiod equity by determining whether current taxpayers and users of government services fully financed the costs 8 Packet Page 15 of 343 of providing current -period services or whether taxes and user fees from prior or future periods were, or will be, needed to finance the current services provided. Consequently, one important focus of governmental financial reporting is on providing systematic and rational cost -of -service information. Additionally, users of financial reports may wish to evaluate the combination of taxes, user fees, grants, and borrowings used to finance current services. In contrast, because business enterprises focus primarily on increasing shareholders' equity, their financial reports show changes in equity of the enterprise during the current period. Except for those with large blocks of shares, public company shareholders typically can easily end their relationship with any individual business enterprise by selling their shares and, consequently, focus on the current and future value per share. ROLE of THE BUDGBr. For governments, a budget takes on a special legal significance. Governmental budgets are expressions of public policy priorities and legally authorize the purposes for which public resources may be spent. In fact, governmental budgets can be the primary method by which citizens and their elected representatives hold the government's management financially accountable. For business enterprises, the budget represents an internal financial management tool that is controlled entirely by management and is considered proprietary in nature. HOW DO MasTING ACCOUNTING AND FINANCIAL. REPORTING STANDARDS REFLECT THE DIFFERENT NEEDS OF STAKEHOLDERS? The differences in the needs of users of financial reports of governments and business enterprises are reflected both in differences in components of the conceptual framework for accounting standards and in the individual accounting standards set by the GASB and the FASB. CONCEPTUAL FRAMEWORK DIFFERENCES Both the GASB and the FASB have developed Concepts Statements setting forth the objectives of financial reporting. The objectives are the central core of the conceptual 9 Packet Page 16 of 343 frameworks for standards and reflect the differing needs of users of financial reports of governments and business enterprises 4 Reflecting the needs of their stakeholders, including citizens and their elected representatives, governments predominantly focus on accountability in financial reporting. For governments, information necessary to make political and social decisions is as important as information necessary to make economic decisions in shaping accounting and financial reporting objectives. Reflecting the needs of the stakeholders of business enterprises, including equity investors, financial reporting of business enterprises predominantly focuses on financial performance —earnings and its components. For business enterprises, information for making economic decisions is most important in shaping accounting and financial reporting objectives. In recognizing that users of governmental financial reports are also interested in assessing nonfinancial performance of governments, the GASB recognized the importance of these measures in Concepts Statement No. 1, Objectives of Financial Reporting. The objectives, elements, and characteristics of service efforts and accomplishments (SEA) reporting were expanded on in GASB Concepts Statement No. 2, Service Efforts and Accomplishments Reporting. The objective of SEA reporting is to provide more complete information about a governmental entity's performance than can be provided by the traditional financial statements and schedules to assist stakeholders in assessing the economy, efficiency, effectiveness, and sustainability of services provided. To promote achievement of the objective of SEA reporting, SEA information focuses primarily on measures of service accomplishments (outputs and outcomes) and measures of the relationships between service efforts and service accomplishments (efficiency). On the other hand, business enterprise financial reporting objectives do not recognize nonfinancial reporting measures. Although some believe that it would be beneficial to require business enterprises to report certain nonfinancial measures, competitive considerations of business enterprises may limit the amount of information that 4 The conceptual framework of the GASB is not yet complete, although the GASB recently issued Concepts Statement No. 3, Communication Methods in General Purpose External Financial Reports That Contain Basic Financial Statements, and is currently developing another Concepts Statement to define the elements of financial statements. The conceptual framework of the FASB is currently being revisited in conjunction with considerations for convergence with the International Accounting Standards Board. 10 Packet Page 17 of 343 could be provided. Some nonfinancial measures that would provide decision -useful information to financial report users might also be considered "trade secrets" that would threaten the competitiveness of a business. The GASB's project to define the elements of financial statements is not yet complete, but even now it is clear that the definition of an asset for governments will differ from the definition for business enterprises. One of the inherent characteristics of an asset is that it provides future benefit. The future benefit that governments recognize is an asset's ability to contribute to providing the public services and goods that are the mission of government. Assets such as roads, courthouses, libraries, and parks directly provide public services or goods. Other types of assets, such as investments, indirectly contribute to providing public services and goods when they produce cash used to acquire public services and goods. For business enterprises, the only future benefit provided by an asset is its economic benefit a capacity, singly or in combination with other assets, to contribute directly or indirectly to future net cash inflows. As the conceptual framework progresses, other differences may well be identified. ACCOUNTING STANDARDS DIFFERENCES + CAPITAL ASSErs As noted earlier, governments acquire most capital assets because of the asset's capacity to provide services to the citizenry, whereas business enterprises acquire capital assets with the objective of using them to generate future cash flows. Consequently, GASB Statement No. 42, Accounting and Financial Reporting for Impairment of Capital Assets and for Insurance Recoveries, prescribes a method of assessing and measuring impairment of capital assets that reflects reductions in service potential of capital assets as a result of impairing events or changes in circumstances because the purpose of government is to provide services. In contrast, business enterprises assess and measure impairment of capital assets by evaluating the future cash flows expected to be produced by the asset because the purpose of business enterprises is to create wealth. • PRoPER7Y TAXES. Generating property tax revenue is a transaction unique to government, and, as previously noted, accounting standards for taxation should reflect reporting of property taxes as revenues in the same period as the cost of the services for 11 Packet Page 18 of 343 which they were levied to pay in accordance with the need of users of governmental financial statements to assess interperiod equity. For this revenue source, governments control all major events associated with potential points of recognition. Governments establish the assessment dates, the levy dates, the collection or due dates, and the periods for which the taxes are levied. • FUND ACCOUNTING. Fiscal accountability for governmental activities is achieved by preparing financial statements using the current financial resource flows measurement focus —the long-standing measurement focus of governmental funds —and a modified accrual basis of accounting. This measurement focus emphasizes control and accountability over the raising and spending of public moneys. Financial reporting for governmental fund activities allows stakeholders to assess whether sufficient resources (generally cash and other liquid assets) existed to finance the current period's activities. This assessment is particularly important to those who pay taxes and receive services. Fiscal accountability is demonstrated, for example, when governments prepare fund -based financial statements, which show whether resources were obtained and used in accordance with the legally adopted budget and in compliance with other finance -related legal or contractual requirements. GASB Statement No. 34, Basic Financial Statements —and Management's Discussion and Analysis for State and Local Governments, requires governments to report a balance sheet and a statement of revenues, expenditures, and changes in fund balances for their general fund, other major governmental funds, and other governmental funds in the aggregate. Governments also demonstrate accountability through reporting financial statements of fiduciary funds, which are used to report assets held in a trustee or agency capacity for others and therefore cannot be used to support the government's own programs. These funds are not reported as part of the resources available to finance public services and goods, but rather are reported separately to demonstrate accountability for these resources. ■ PENSIONS AND OTHER POSTEMPLOYMENT BENEFITS (OPEB). Financial reporting standards for pensions and OPEB for both governments and business enterprises are similar in that they are based on the concept that these benefits are deferred compensation for employee services and should be accounted for in accrual -basis statements as the benefits 12 Packet Page 19 of 343 i are earned, rather than when paid. Moreover, both sets of standards currently include provisions for deferral and amortization for past service costs. Beyond that, however, the measurement approaches adopted for use in the public and private sectors are different, as are many of the specific measurement and presentation choices, for reasons rooted in the different environments and the different information needs of stakeholders. The longevity of governments, the importance of the cost -of -services information, and the desire of stakeholders to measure interperiod equity all influence the GASB's standards for defined benefit pension and OPEB plans. The focus of business enterprise accounting for pension benefits and OPEB worldwide generally appears to be moving toward the measurement of the fair values of pension or OPEB assets and liabilities. The pension accounting approach for governments (subsequently adapted for use for OPEB as well) explicitly harmonizes accounting with the actuarial funding characteristics of public pension plans. Governmental accounting standards permit the use of a number of actuarial cost and amortization methods commonly used in actuarial valuations for funding purposes that are also appropriate for accrual accounting purposes. This approach was based on research studies conducted with financial statement users at the time the pension standards were being developed. As long as the individual government's funding approach met established accrual -based parameters, the transparency sought by most governmental financial statement users was achieved. As applied by government employers and pension plans, these parameters make it possible to allocate expenses to periods in a way that charges each period a level percentage of payroll for normal cost. This method equitably spreads the burden of an ongoing benefit program among different generations of taxpayers. Additional differences in accounting standards that reflect differences in user needs are, for example, seen in: (1) the financial reporting model, (2) the definition of the reporting entity, (3) service -oriented infrastructure assets, (4) grants and gifts, and (5) debt refundings. Additional information about these accounting differences is included in Appendix B. 13 Packet Page 20 of 343 WHY IS THERE AN ONGOING NEED TO SET ADDITIONAL GOVERNMENTAL ACCOUNTING STANDARDS? Although much progress has been made, there is a need to set additional accounting standards for governments. For example, the current technical agenda includes projects on derivatives and on pollution remediation obligations. The Derivatives project is expected to determine whether derivatives, such as the floating -to -fixed interest rate swaps that are becoming more prevalent in government, should be displayed at fair value on financial statements, whether hedge accounting (deferring recognition of changes in fair value of certain derivatives) will be permitted, and, if so, what criteria should be met to use hedge accounting, as well as whether current derivative note disclosures are adequate. The project on pollution remediation obligations is expected to provide guidance on which specific events or circumstances give rise to a pollution remediation obligation as well as establish the methods for measuring and reporting these obligations at the various stages throughout a remediation effort. Over the years, the number of research and potential technical agenda projects has continued to grow. The number of projects in these categories now exceeds the current technical agenda items by more than 2 to 1. Some of these projects and their objectives are briefly described below. • Electronic Reporting project —to assess the potential effect of electronic media on information delivery and stakeholder needs • Fiduciary Responsibilities project —to assess whether additional guidance, should be developed regarding the application of the criterion "fiduciary responsibility" in deciding whether and how governments should report fiduciary activities, such as employee benefit plans and prepaid tuition arrangements, in their financial reports • Financial Performance Reporting project —to determine the best method to present changes in fair values in the statement of activities; statement of revenues, expenses, and changes in fund balance; statement of revenues, expenses, and changes in fund net assets; and statement of changes in fiduciary net assets 14 Packet Page 21 of 343 ■ Government Combinations project —to determine the financial reporting requirements related to accounting for annexations, consolidations, or other forms of nonpurchase combinations • In -kind Contributions project —to provide accounting and financial reporting guidance for contributed services received by state and local governments • Preservation Method of Accounting project —to determine if reported changes in asset condition levels (associated with the modified approach of accounting for infrastructure assets) can be measured in monetary terms that meet the qualitative characteristics for financial reporting • Service Efforts and Accomplishments Reporting project —to encourage the use and reporting of performance measures and, based on their use, to determine whether performance measures have developed to the point where the GASB will consider establishing a current technical agenda project on SEA reporting. The environment in which governments operate also fuels the need for new projects. These governments are a significant component of the United States economy, generating 20 percent of gross domestic product, employing 12 percent of the nation's workforce, and issuing of over $1.7 trillion in bonds. As with other components of the economy, the activities and transactions of the governments continue to change and often increase in complexity. For example, some governments recently issued bonds secured with proceeds from a master settlement agreement with the major tobacco companies. These transactions often involved new and complex legal structures. The GASB issued Technical Bulletin 2004-1, Tobacco Settlement Recognition and Financial Reporting Entity Issues, to address accounting for these transactions. As governments have expanded their activities in selling and pledging other types of receivables and future revenues, the GASB has determined that additional and broader standards are necessary. A comprehensive project on sales and pledges of receivables and future revenues was begun that led to an Exposure Draft on this issue in September 2005. Given the increasing complexity of government transactions and the fact that the governmental environment continues to change, such as with growing interdependencies among different levels of government, the number of research and potential projects is expected to continue to grow. 15 Packet Page 22 of 343 CONCLUSION Governments are fundamentally different from business enterprises. As a result, separate accounting and financial reporting standards for governments are essential to meet the specific needs of the users of governmental financial reports. The standards for governments need to reflect the unique environment of government, including different organizational purposes and special legal powers, and to effectively address public accountability issues inherently related to the unique government environment. 16 Packet Page 23 of 343 APPENDDc A DISTINGUISHING CHARACTERISTICS OF THE GOVERNMENTAL ENVIRONMENT ORGANIZATIONAL PURPOSES As stated in GASB Concepts Statement 2 (paragraph 48), the principal purpose of governments is to provide services that enhance or maintain the well-being of their citizens. Government services, such as establishing and maintaining the legal system, and providing public safety, education, health, and transportation services are necessary for enhancing or maintaining the well-being of citizens. However, those services generally would not be provided by the private sector to the populace at the quantity, quality, and price considered appropriate by public policy. The private sector, which focuses primarily on generating a financial return on investment, could not make a profit by providing most of these services, in an equitable manner, to the citizenry. The purpose of government is not to generate a financial return on investment, but rather to provide public services and goods as determined through the political process in an effective and efficient manner. As discussed below, even when governments provide the same type of services as a business enterprise, such as hospital services, the government does not do so with the intention of earning a profit. Other circumstances that governments are expected to address are when the cost of a service or good is not exclusively borne by the producer or when the benefit of a service or good is not exclusively enjoyed by the purchaser of the service or good. For example, emission of pollutants is a cost that often is borne by society as a whole rather than the individual or business generating the pollutants. Business enterprises that create pollution may appear to be more efficient and may be more competitive because certain costs are passed on to citizens. An example of a service with a benefit that is not exclusively enjoyed by the purchaser is vaccination against communicable disease. This benefits not only the individual vaccinated but also any individuals who might otherwise have contracted the disease through contact with the vaccinated individual. Again, the role of government regarding such circumstances may be to j provide the service or good or to regulate it. 17 Packet Page 24 of 343 The importance of public services and goods to government, and of viewing the benefits and costs of those services and goods from a societal perspective, results in a somewhat different approach to measurement in governmental financial reports. SOURCES OF REVENUE Governments receive substantial revenues from nonexchange transactions (for example, taxes and grants), also referred to as nonreciprocal transactions in some accounting literature, which are different from exchange transactions, such as sales revenue and debt or equity financing. In a nonexchange transaction, a government either receives value from another party without directly giving equal value in exchange or gives value to another without receiving equal value. As noted earlier, taxpayers are involuntary resource providers; they cannot legally choose whether to pay taxes, even if they do not receive or take advantage of all services provided. The amount of taxes paid by an individual generally depends on factors such as the value of property owned and income earned, and seldom bears a direct relationship to the cost or value of the services received by that individual from the government. Both business enterprises and governments borrow funds to finance their operations and capital improvements. Creditors, whether of governments or of business enterprises, have a similar focus in using financial reports —evaluating the cash flows of an organization to assess the ability of the organization to meet its obligations on a timely basis. However, as noted above, how those cash flows are generated is quite different. GASB Concepts Statement 1 describes the needs of creditors in paragraph 35: 18 Packet Page 25 of 343 Investors and creditors* need information about available and likely future financial resources, actual and contingent liabilities, and the overall debt position of a government to evaluate the government's ability to continue to provide resources for long-term debt service. They review operating results and cash flow data (both currently and over time) to look for trends that may indicate strengths and weaknesses in the ability of the government to repay debt. Trend analysis helps investors and creditors project future revenues and predict possible allocation of those revenues. *Note that the GASB defined investors and creditors in paragraph 30 to be those who lend or who participate in the lending process. Investors is not used to mean equity owners Government operations are not financed through equity ownership. Ownership interest in business enterprises may be bought and sold, but this is not so in government. Therefore, governments have no compelling reason to frame or orient financial statements in a way that is primarily focused on facilitating decisions of an equity market or of equity investors, which typically use financial reporting to assess the value of their ownership interest and whether that value is increasing or decreasing. POTENTIAL POR LONGEVITY Governments typically have greater longevity than business enterprises. For example, some governments trace their roots to the original thirteen colonies. As a result of a combination of factors, including the power to tax, the nature of the services provided, and a lack of market competition, governments rarely liquidate. From time to time, governments may be merged or reorganized, but basic services will continue to be provided. Provisions for municipal bankruptcy are found in Chapter 9 of the federal bankruptcy code, which provides for reorganization, but not liquidation, of municipalities. Additionally, the provisions of Chapter 9 can be invoked only at the discretion of qualifying municipalities, not by creditors. Historically, the number of municipal bankruptcy filings has been approximately .02% of the number of business bankruptcy filings.5 Because governments have the power to tax —a right in perpetuity to impose charges on persons or propertythey have the ability to continue operating in perpetuity. In contrast, 5 According to data available on http;llwww.ugcgLirts.goml4nkrpctystats/batikruptcystats.htni , viewed on September 15, 2005, 148 municipalities filed under chapter 9 during the period 1989 through 2003.640,375 businesses filed under either chapter 7 or 11 during the same period. 19 I Packet Page 26 of 343 business enterprises are at risk of going out of business because they are dependent upon market - determined demand for their goods and services to generate revenues. If they cannot produce products or services efficiently and at a cost less than the price the market will pay for the product or service, they will lose money and eventually leave that market or go out of business. They may also go out of existence if they are acquired by another entity. The relative longevity of government is reflected in the long-term view applied in governmental financial reporting. RELATIONSHIP WITH STAKEHOLDERS Governments in the United States employ the principles of representative democracy. The power of citizens to participate in most decision making regarding the operations of their government is delegated to public officials through the election process. Accompanying this delegation of power is a system of separation of powers among the executive, legislative, and judicial branches of government a system intended to provide "checks and balances" over the potential abuse of power by the citizens' representatives. Government can be viewed as being "owned" by the public similar to how business enterprises are owned by their shareholders. However, the public's "ownership" is on an involuntary basis through paying taxes and receiving certain services from their government as determined collectively through elections or decisions of elected representatives. Shareholders voluntarily choose to invest in a business enterprise and do not demand services from the business enterprise. Shareholders typically can easily end their relationship with any individual business enterprise by selling their shares. In contrast, citizens =` k typically can end their relationship with any particular government only by moving to another jurisdiction. Although the shareholders of a business enterprise have great interest in the value of their ownership interest, the public as owners of a government do not share that interest. Because revenues raised through governments' power to tax are expected to be used to advance the public interest, the public is entitled to hold governments to a standard of accountability that is broader than for business enterprises. The notion of accountability permeates the GASB's conceptual framework and its individual standards. GASB Concepts Statement 1 states that accountability is the cornerstone of all financial reporting in a representative democracy, and that government 20 Packet Page 27 of 343 must answer to its citizens to justify its raising of public resources and the purposes for which the resources are used. Further, GASB Concepts Statement 1 (paragraph 56) states: Governmental accountability is based on the belief that the citizenry has a "right to know," a right to receive openly declared facts that may lead to public debate by the citizens and their elected representatives. Financial reporting plays a major role in fulfilling government's duty to be publicly accountable in a democratic society. The concept of interperiod equity is inextricably linked with accountability in government. Interperiod equity measures whether current -year revenues were sufficient to pay for the services provided that year, thereby avoiding shifting a burden to future taxpayers for services previously provided. GASB Concepts Statement 2, (paragraph 20), provides insight into the breadth and complexity of the concept of accountability by describing several aspects of accountability: Governmental accountability can be viewed from several perspectives. For example, from an accounting perspective, in 1970 the American Accounting Association's (AAA) Committee on Concepts of Accounting Applicable to the Public Sector divided what entities are accountable for into four parts: a. Financial resources. b. Faithful compliance or adherence to legal requirements and administrative policies. C. Efficiency and economy in operations. d. The results of government programs and activities, as reflected in accomplishments, benefits, and effectiveness. Demonstrating accountability necessarily takes many forms. For example, financial reporting should provide information regarding government's stewardship responsibilities, in addition to information about interperiod equity. Stewardship responsibilities are reflected in fund reporting and in budgetary reporting, which are addressed subsequently. A budget does not demonstrate interperiod equity in that, for example, it is possible to have a balanced budget that meets legal requirements, yet employs deficit financing or deferred maintenance, which would not promote interperiod equity. However, the budget serves a crucial role of documenting short-term financial plans. Furthermore, additional types of reporting to assess the performance of government programs and activities also are needed. 21 Packet Page 28 of 343 Financial reporting standards for business enterprises do not emphasize accountability to the same extent.6 Reflective of the commercial environment, the FASB has determined that financial reporting for business enterprises primarily has an investor and creditor focus, as indicated in paragraph 32 of FASB Concepts Statements No. 1, Objectives of Financial Reporting: The objectives begin with a broad focus on information that is useful in investment and credit decisions; then narrow that focus to investors' and creditors' primary interest in the prospects of receiving cash from their investments in or loans to business enterprises and the relation of those prospects to the enterprise's prospects; and finally focus on information about an enterprise's economic resources, the claims to those resources, and changes in them, including measures of the enterprise's performance, that is useful in assessing the enterprise's cash flow prospects. ROLE OF THE BUDGET Instead of market forces, which exert a level of control over the operations in business enterprises, the budget is the principal source of control over operations in government. The budget generally is a legal document that authorizes the government to utilize its resources to conduct operations and provide services. In contrast with budgets of business enterprises, which are internal, proprietary documents, budgets of governments are public documents that express public policy priorities and financial intent. In the U.S. system of government, based on checks and balances among the three branches of government, the budget is uniquely important because it is the practical means used by the legislative branch to set limits on the power of the executive branch. The citizenry often has an opportunity to provide input into the formation of the budget by commenting on an openly publicized proposed budget or, in some jurisdictions, voting on a proposed budget. Citizens and their elected representatives have the right to know whether the government actually used funds and resources in accordance with the approved budget. 6 Undeniably, the Sarbanes-Oxley Act has increased the requirements of public business enterprises to focus on stewardship and to be more accountable, in a general sense, to their shareholders. For example, officers of public business enterprises now are required to make certifications with respect to their business enterprise's GAAP financial reports and internal control structure, and may suffer substantial penalties for noncompliance. This provides an important incentive for adherence to existing GAAP, but does not impose additional financial reporting requirements. 22 Packet Page 29 of 343 Demonstrating accountability for compliance with budget authority is a distinguishing objective of governmental financial reporting. 23 Packet Page 30 of 343 APPENDIX B ADDITIONAL EXAMPLES OF HOW GOVERNMENTAL ACCOUNTING DIFFERS FROM BUSINESS ENTERPRISE ACCOUNTING The unique characteristics of government affect the substance and form of information communicated through external governmental financial reports. The driving force for governmental financial reporting is accountability —accountability to citizens and taxpayers, legislative and oversight bodies, and holders of government debt. Each of these stakeholders has information that he or she needs to derive from a government's financial report. For example, when deciding where to live and how to vote, citizens may wish to compare their local government with other governments to assess the range of services provided and the cost of those services. Business people may wish to compare the cost of local governments and the services provided in competing jurisdictions when assessing where to locate a new business or relocate an existing business because it may affect their overall cost of conducting business. Legislative and governmental oversight bodies may wish to gain insight into how efficiently a government is using its resources and whether a government is complying with budgetary and contractual provisions. Holders of governmental debt may wish to determine whether a government is able to repay its debt in both the short and the long term. Governmental financial reports provide all this information and more. The following discussion reviews selected governmental financial reporting standards, highlights how standards address some of the distinguishing characteristics of government, and discusses how the information provided in the standards benefits users of governmental financial reports. Appendix C includes a brief history of governmental accounting standards setting, which highlights the evolution of governmental financial reporting. 24 Packet Page 31 of 343 THEF,rNANCIAL REFORnNG MODEL. The financial reporting model for governments has many unique features, including: Contents of Basic Financial Statements. A government's basic financial statements present information about fiscal and operational accountability. The financial statements of governments present operational accountability information in the form of statements of financial position, changes in financial position, and cash flows. In addition, fiscal accountability is demonstrated by governmental fund financial statements, as described in the main body of this paper. Operational accountability goes beyond fiscal accountability by examining management decisions from a long-term perspective rather than the short-term focus inherent to fiscal accountability. Instead of focusing on whether sufficient resources exist to pay for services provided during a period, operational accountability considers whether sufficient resources exist to cover the cost of providing services in the long term, and it is measured using the economic resource flows measurement focus. Operational accountability is demonstrated when governments issue accrual -based financial statements for the entire government. GASB Statement 34 requires reporting on operational accountability for all activities, including governmental activities, in consolidated government -wide statements. Statement of Activities. Unlike an income statement of a business enterprise, the statement of activities focuses on the cost of services provided by function or program and the extent to which they either contribute to, or draw from, the general revenues of the government. The statement serves as the basis for beginning an analysis of management's performance, but for a more complete assessment of effectiveness and efficiency, additional performance measures would need to be considered. Budgetary Reporting. GASB standards require governments to report budgetary comparison schedules, either as a basic financial statement or as required supplementary information. The involuntary nature of tax collection creates a responsibility on the part of the government to be accountable to stakeholders for the use of those taxes. The 25 Packet Page 32 of 343 budget is the mechanism for documenting public policy choices and authorizing the allocation and use of these resources. Unlike business enterprises for which budgets are an internal planning tool, evidence of compliance with the legally adopted budget is necessary for publicly demonstrating accountability. GASB Statement 34 requires that governments present budgetary comparison schedules including both the original and the revised budget in the interest of accountability to those who are aware of, and perhaps made decisions based on, the original budget. REpoRnNG EAMMISSUES. A fundamental decision regarding financial reporting is determining which entities should be presented together in the same financial report. Combinations of business enterprises are based upon control obtained through acquisition of net assets or equity interest, both forms of ownership and the financial benefits and burdens that accompany that ownership interest. The standard for determining the reporting entity for governments reflects a difference of the governmental environment the lack of equity ownership. Consequently, control through equity ownership is not the starting point for the governmental reporting entity standard. Governmental combinations principally are based upon control over other governments through complex relationships of accountability, which is a broader concept than that of business enterprises. Therefore, the GASB issued Statement No. 14, The Financial Reporting Entity, which addresses these issues based upon the notion of accountability, which is described in paragraph 56 of GASB Concepts Statement 1 as the "cornerstone of all financial reporting in government." SERVICE-ORtE'NTED INFRASTRUCTURE ASSETS. Governments provide some services through acquisition and maintenance of infrastructure, such as roads, bridges, and water systems. The accounting methods used for these assets reflect the long-lived nature of G these assets and the perpetual existence of government. Although the GASB and the FASB apply the same basic historical cost/depreciation approach to reporting most capital assets, the GASB allows an optional modified approach for accounting for infrastructure that recognizes a government's long-term commitment to provide service through maintenance and preservation of infrastructure at a specified condition level. The disclosures associated with the use of the 26 Packet Page 33 of 343 modified approach provide forward -looking data, including indicators of potential future demands on resources and information about deferred maintenance. i GRANTSAND GIPM. As noted earlier, business enterprises only infrequently engage in nonexchange transactions, such as grants and gifts, (except as payer to a unit of government), and when they do so, the amounts involved generally are relatively insignificant. However, for many governments, grants and gifts are a significant source of revenue, and GASB Statement No. 33, Accounting and Financial Reporting for Nonexchange Transactions, provides guidance in this area. For grants and gifts, characteristics such as time restrictions and eligibility requirements are critical to determining when a transaction should be recognized. Governments often receive pass -though grants —grants and other financial assistance to transfer to or spend on behalf of a secondary recipient. GASB Statement No. 24, Accounting and Financial Reporting for Certain Grants and Other Financial Assistance, requires reporting all cash pass -through grants in a government's financial statements. They are recognized as revenues and expenditures or expense unless the government acts strictly as a cash conduit. (That is, the government only transmits the grantor -supplied money without having administrative or direct financial involvement.) This reporting requires governments to demonstrate accountability for resources for which the government is responsible. In contrast, business entities apply the guidance in FASB Statement No. 116, Accounting for Contributions Received and Contributions Made, which excludes reporting certain pass -through grants as revenues and expenses. DrBT REruNDtNGS. Similar to pensions and OPEB, both governments and business enterprises engage in refundings of debt —that is, the issuance of new debt whose proceeds are used to repay previously issued ("old") debt. The reason that both governments and business enterprises typically -enter into refundings is to secure economic gains. In most refundings, a difference exists between the reacquisition price for the old debt and the net carrying amount of the old debt. These differences either are accounted for as accounting gains or losses immediately in the period of extinguishment or can be deferred and recognized as adjustments to interest expense over the shorter of the life of the old or new debt. When determining how these differences should be accounted for in a governmental environment (for proprietary funds), the decision was made that the differences should be deferred and recognized as adjustments to 27 q_ Packet Page 34 of 343 interest expense. Deferral and amortization is consistent with the fact that government refundings generally are current or advance refundings, and rarely or never are funded through existing resources or equity issuance. This accounting is also consistent with the concept that the economic gain from the refunding generally is used to reduce the interest costs of future taxpayers and, consequently, should be reported as an adjustment to future interest expense. This was different from the then -applicable business enterprise accounting standards because it was believed that immediate recognition would produce operating results in the period the debt is refunded and in subsequent periods that were less decision -useful for users of governmental financial reports. The GASB was concerned then, as it was later when developing GASB Statement 34, that governmental financial reports present the most relevant measure of the cost of providing services for a period. 28 Packet Page 35 of 343 APPENDIX C BRIEF HISTORY OF GOVERNMENTAL ACCOUNTING STANDARDS SETTING Systematic governmental financial reporting in the United States traces its beginnings to the last decade of the nineteenth century and early part of the twentieth century. At that time, the growth in the number and size of cities, coupled with corruption in municipalities, led to a demand for financial accountability.? Many of the features of modern-day governmental financial reporting can be seen in the Handbook of Municipal Accounting (1913) prepared by the Metz Fund and the writings of Francis Oakey, whose book Principles of Government Accounting and Reporting (1921) was considered authoritative, and Lloyd Morey, whose popular textbook, Introduction to Governmental Accounting, was published in 1927. Oakey and Morey were concerned that the then "commercial accounting" was not entirely adequate for governments. Morey identified the lack of a profit motive as one important factor that would affect financial reporting for governments; there was no need for governments to report on profit and loss. Oakey stated that cities financed their operations through taxes, miscellaneous revenue, and borrowing for the purpose of raising sufficient amounts to meet total anticipated expenditures, including capital items. He believed financial reporting should show a government's fund surplus (or balance) that represents the resources currently available for expenditure. Oakey and Morey advocated financial reporting using funds, which would allow readers to assess whether an executive officer of a city had properly discharged his or her duties in accordance with legal requirements. The writings of Oakey and Morey contributed to the formation of the National Committee on Municipal Accounting (NCMA) that began to promulgate standards in 1934.8 ?Frederick A. Cleveland, Chapters on Municipal Administration and Accounting (New York: Longmans, Green and Co., 1909). $James H. Potts, "An Analysis of the Evolution of Municipal Accounting to 1935 with Primary Emphasis on the Developments in the United States" (Ph.D. dissertation, University of Alabama, 1976). Marcel G. Hebert, "An Investigation of the Effect of Alternative Presentation Formats on Preparers and Users of City Financial Reports" (Ph.D. dissertation, Texas Tech University, 1987). 29 Packet Page 36 of 343 4•' � To ensure that governmental accounting issues received appropriate attention, the NCMA was formed as an ad -hoc committee of the Municipal Finance Officers Association (MFOA) of the United States and Canada. It and successor bodies formed under the MFOA formulated municipal accounting principles, developed standard classification and terminology for municipal reports, and promulgated standards that reflect the unique or distinguishing characteristics of government. The NCMA believed that reporting budgetary information compared to actual information in financial statements was important to demonstrate compliance with legal provisions and to show proper administration of finances. Therefore, they recommended that governments present statements that would compare estimated revenues with actual revenues, and appropriations with expenditures and encumbrances. Through the efforts of the NCMA and the National Committee on Governmental Accounting (NCGA), a successor committee of the MFOA, including publication of the authoritative guidance in the 1968 "blue book" titled Governmental Accounting, Auditing, and Financial Reporting, governmental financial reporting evolved from reporting on individual funds to reporting combined and combining financial statements for governmental, proprietary, and fiduciary funds. Concomitant with changing the name of the NCGA to the National Council on Governmental Accounting, the NCGA was reorganized as a standards -setting body that followed due process procedures and continued to focus governmental fund financial reporting on the flow of current financial resources using the modified accrual basis of accounting. Subsequently, critics of governmental financial reporting called for governments to report more like businesses. Criticisms were leveled at the differences between financial reporting by business enterprises and governments, citing lack of understandability because government financial statements used the modified accrual basis of accounting and reported a number of funds without consolidation. The recommendation was not that governments and business enterprises should report using the same set of accounting standards or that a single standards setter should be responsible for both types of organizations. Rather, the recommendation j. primarily was to bring the benefits of accrual accounting —full cost of services information and consolidated financial statements to governments. Through issuance of many standards 30 u Packet Page 37 of 343 r� including GASB Statement 34, the GASB has addressed these criticisms while not ignoring the distinctive characteristics of government that are a key part of its reporting objectives. As already noted, the Financial Accounting Foundation established the Governmental Accounting Standards Board in 1984 as the independent standards setter for state and local governments. The decision to establish a separate standards board reflects the sovereign nature of state governments and their desire to have a standards setter that focused on the needs of the state and local financial statement users. State governments are not creations of the federal government. Rather, the federal government was created by the states upon ratification of the United States Constitution, with certain aspects of states' sovereign powers transferred to the federal government, and with all other powers retained by states. Establishment of accounting standards for themselves (and local governments, which were created by states) is a power retained by the states. Like Oakey, Morey, the NCMA, and the NCGA, the GASB recognizes the unique and distinguishing features of government and reflects them in its standards setting. 31 Packet Page 38 of 343 APPENDIX D SIGNIFICANCE OF STATE AND LOCAL GOVERNMENTS By any measure of size, state and local governments are a substantial part of the U.S. economy. According to the 2002 Census of Governments, there are 87,525 local governments in the United States. Revenue collected by state and local governments totals $1.8 trillion—$6,433 for every person in the United States. Expenditures, taking into account capital outlays often financed through borrowings (which are not reported as revenues in these statistics), of state and local governments are even larger, at $2.0 trillion—$7,287 per capita. For comparison purposes, these state and local government expenditures represent almost 20 percent of the 2002 U.S. gross domestic product of $10.5 trillion as reported by the Bureau of Economic Analysis of the U.S. Department of Commerce. Debt outstanding owed by state and local governments totals $1.7 trillion—$6,000 per capita. The 2002 Census of Governments reports that the labor force of state and local governments totaled 15.6 million employees on a full -time -equivalent basis, or 12 percent of total employment of 127.5 million for the United States as reported by the Bureau of Labor Statistics of the U.S. Department of Labor for 2002. Not only do state and local governments constitute a significant proportion of the U.S. economy, they also have a pervasive effect on society because they provide a broad variety of vital services, including education, public safety, transportation, social services, environmental services, housing, utility services, and administrative services. Education includes primary, secondary, and higher education. Public safety includes police and fire protection, correctional facilities, and regulation and licensing of businesses. Transportation includes highways, airports, ports, parking facilities, and transit systems. Social services include income maintenance and healthcare. Environmental services include protection of natural resources and park and recreation services. Utilities include electric power, gas, water, sewer, and solid waste disposal. Administrative services include judicial and legal services, financial administration, and governance. 32 Packet Page 39 of 343 GLOSSARY Accountability —A government's responsibility to justify to its citizenry the raising of public revenues and to account for the use of those public resources. Conceptual framework for accounting standards —A high-level set of principles that guide a standards setter when deliberating future standards and evaluating existing standards and practices. Current financial resource flows measurement focus —The focus of governmental fund financial statements, which is on inflows of financial resources and on outflows of financial resources that generally arise when liabilities become due and are expected to be paid using available financial resources. Economic resource flows measurement focus —The focus of government -wide and proprietary fund financial statements, which is on in flows and outflows of economic resources. Exchange transaction —A transaction in which each party receives and gives up essentially equal values. Fiscal accountability —The responsibility of governments to justify that their actions in the current period have complied with public policy decisions concerning the raising and spending of public moneys in the short term (usually one budgetary cycle or one year). Governmental activities —Activities of government that generally are financed through taxes, intergovernmental revenues, and other nonexchange revenues. These activities are usually reported in governmental funds and internal service funds. In contrast, business -type activities of governments are financed in whole or in part by fees charged to external parties for goods or services. Governmental funds —Self -balancing sets of accounts that are maintained for governmental activities. Financial statements of governmental funds are prepared on the modified accrual basis of accounting and the current financial resource flows measurement focus. 33 Packet Page 40 of 343 Infrastructure —Long-lived capital assets that normally are stationary in nature and normally can be preserved for a significantly greater number of years than most capital assets. Interperiod equity —The state in which a government is neither deferring costs to the future nor using accumulated resources to provide current -period services. Modified approach —A method of accounting for qualifying infrastructure networks and subsystems in which depreciation expense is not reported and maintenance and preservation costs are expensed. A network or subsystem qualifies for this method of accounting when, among other conditions, management has committed to maintain the network or subsystem �# approximately at or above a specific condition level. 1r Modified accrual basis of accounting —The basis of accounting in which transactions are recognized when they occur with specifically identified modifications to reflect the current financial resource flows measurement focus. These modifications include the fact that € expenditures are recognized in the period in which they are expected to require to use current financial resources, revenue is not recognized until it is available to pay current obligations, and certain long-term liabilities are not recognized until due and payable. Nonexchange transaction —A transaction in which a government gives (or receives) value without directly receiving (or giving) equal value in return. Nonreciprocal transactions in some accounting literature. Operational accountability --Governments' responsibility to report the extent to which they have met their operating objectives efficiently and effectively, using all resources available for that purpose, and whether they can continue to meet their objectives for the foreseeable future. Packet Page 41 of 343 January February March April May June July August September October November December January February March April May June July August September October November December 10,000,000 5,000,000 (10,000,000) (15,000,000) (20,000,000) City of Redmond, WA Monthly Cash Flow Summary - General Fund Revenue BTD Expenditure BTD BTD Total Budget Revenue Budget Expenditures Balance Balance 4,059,873 5,129,598 6,639,115 6,736,568 (1,606,970) 14,570,213 9,264,001 8,824,759 13,278,231 11,648,609 (2,823,850) 13,353,333 13,214,046 12,564,293 19,917,346 18,006,849 (5,442,556) 10,734,627 17.432,983 16,674,373 26,556,461 23,815,424 (7,141,051) 9,036,132 25,327,443 24,116,357 33,195,576 30,089,390 (5,973,033) 10,204,150 33,263,390 32,837,828 39,834,692 36,175,014 (3,337,186) 12,839,997 38,698,363 36,807,972 46,473,807 42,174,682 (5,366,710) 10,810,473 42,078,314 39,956,020 53,112,922 48,548,574 (8,592,554) 7,584,629 45,772,145 43,125,502 59,752,038 54,651,281 (11,525,779) 4,651,404 49,893,971 48,056,907 66,391,153 60,574,276 (12,517,369) 3,659,814 59,934,948 59,387,740 73,030,268 67,855,026 (8,467,286) 7,709,897 67,946,815 79,669,384 72,038,134 86,308,499 77,689,824 92,947,614 82,046,154 99,586,729 85,983,078 106,225,845 95,973,636 112,864,960 104,487,720 119,504,075 108,282,594 126,143,191 113,960,153 132,782,306 118,118,799 139,421,421 124,429,195 146,060,536 132,587,259 152,699,652 143,161,584 159,338,767 Cash Flows Without Beginning Balance A Current Biennium Last Biennium ••••••••• 200-2010budget �pA (25,000,000)- BTD = Biennium To Date Notes: Please see page 20 for explanations of negative trends, budget variances and other observations This is a preliminary report prior to audit however all amounts are expected to be accurate. This report and the City's full budgets and financial reports are available on our web site at: www.redmond.gov Packet Page 42 of 343 r .X City of Redmond, WA Monthly Revenue Summary - General Fund General Fund Biennial Over / Budget Actual (Under) % Property Tax (19% of total General Fund revenues) Biennial Over / Budget Actual (Underl% Total General Fund Property Tax Page 2 Packet Page 43 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Sales Tax (31 % of total General Fund revenues) Biennial Over / Budget Actual (Under) % Jan-09 1,492,257 1,279,620 -14.26% Feb-09 3,117,376 3,300,626 6.80% Mar-09 4,809,905 4,736,794 -1.52% Apr-09 6,287,308 5.983,208 -4.84% May-09 7.829.298 7.541,765 3.67% Jun-09 9.610,379 8,971,804 -6.64% Jul-09 11.285,331 10,455,197 -7.36% Aug-09 12,923,965 12,096,207 -6.40% Sep-09 14.698.602 13,583,583 -7.69% Oct-09 16.266.858 15,222,940 -6.42% Nov-09 17,759,266 16.495,151 -7.12% Dec-09 19,964,982 Jan-10 21,571,649 Feb-10 23,321,364 Mar-10 25,143,658 Apr-10 26,734,332 May-10 28,394,544 Jun-10 30,312.181 Jul-10 32,115,549 Aug-10 33.879,816 Sep-10 35,790,514 Oct-10 37.479,006 Nov-10 39,085,835 Utility Taxes (20% of total General Fund revenues) Biennial Over Budget Actual (Under) % Sales Tax 45,000,000 © auasac 40,000,000 J 07/0e Biennlum — — — - NommRzed 36.000,000 i — --- Ulda •.r» —Aclual 30,000.000 — � r ;CAA!.-,N--m 9 11 13 15 17 19 21 23 Utility Tax Page 3 Packet Page 44 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Other Taxes Biennial Over / Budget Actual (Under) % Jan-09 121,184 - -100.00% Feb-09 135.885 1.534 -98.87% Mar-09 135,885 2.493 -98.17°A Apr09 234.989 76,654 -87.38% May-09 246,178 79,863 -67.56% Jun-09 247,389 83,356 -68.31% Jul-09 368.360 215,393 -41.53% Aug-09 407,262 218,116 -46.44% Sep-09 407,918 218,116 46.53% Oct-09 592,196 329,354 -44.38% Nov-09 697,180 334,366 AA.01% Dec-09 651,015 Jan-10 726,302 Feb-10 735,709 Mar-10 735.709 Apr-10 807,904 May-10 833,986 Jun-10 837,451 Jul-10 963,507 Aug-10 975,457 Sep-10 975,457 Oct-10 1,089,047 Nov-10 1,110,079 Dec-10 1,213,549 Percent conecteo to date 27.6 Other taxes Include admissions tax (5% of the price of admission) and gambling taxes. Gambling tax rates vary. The majority of these revenues are derived from admissions. Licenses & Permits (5% of total General Fund revenues Biennial Over / Budget Actual (Under) % Jan-09 1,041,023 2.379,991 128.62% 18.000,000 Feb-09 2,977,330 3.402.210 14.27% Mar-09 3,437,250 3,668,750 6.74% 16,000,000 Apr-09 3,999,571 4,086,050 2.16% May-09 4,368.493 4,470,175 2.33% Jun-09 4,786,066 4,747,323 -0.85% 14000,000 Jul-09 5,183,773 5,185,495 0.03% Aug-09 5,587,120 6,402,897 -3.30% 12,000,000 Sep-09 5,940,038 6,576.238 -6.12% Oct-09 6,328,719 5.975.168 -5.59% 10,000,000 Nov-09 6,656.386 6,181,845 -7.43% Dec-09 7,071,227 Jan-10 7,839,987 8,000,000 Feb-10 10,017,141 Mar-10 10,418,512 6,000,000 Apr-10 10.845.370 May-10 11,480,186 4,000,000 Jun-10 12.045,164 Jul-10 12,436,087 Aug-10 12,884,073 2.000,000 Sep-10 13.268,222 Oct-10 13.802.902 - Nov-10 14,194,167 Licenses & Perils 1 3 5 7 9 11 13 15 17 19 21 23 CUM-10 14,715,098 Percent collected to dale 41.935 Business license rates are $35 per employee within the business. The estimates for business license are $5.5 million for the biennium. The permits are largely development related and are estimated to be almost $8 million for the biennium. Page 4 Packet Page 45 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Intergovernmental (12% of total General Fund revenues Biennial Budget Actual Over / (Under) % 20,000,000 Jan-09 71,532 282,888 295.47% Feb-09 146,992 335.355 128.14% Mar-09 233,289 594,619 154.84% 18.000,000 Apr 09 448,279 1,106,330 146.80% May-09 474,258 1,175,036 147.76% 16,000,000 Jun-09 2,502,101 4,512,863 80.36% JuH09 4,072,060 4.792,409 17.89% 14,000,000 Aug-09 3,991.734 4,942.697 23.82% Sep-09 4,120.246 5,205.510 26.34% 12,000,000 Oct-09 4,283,936 5,961,018 39.15% Nov-09 5,993,253 9,436,124 57.45% 10,000,000 Dec-09 8,312,970 Jan-10 8,360,163 Feb-10 8,496,186 8,000,000 Mar-10 8,838,511 Apr-10 8,711,721 6,000,000 May-10 9,741,787 Jun-10 11,744,227 4,000,000 JuF10 11.931,511 Aug-10 14,144.250 2,000,000 Sep-10 14,390,887 Oct-10 16,172,186 Nov-10 16,320.592 Intergovemmental Deo•10 18.1S8,6513 Percent collected to date 50,751.1 Intergovernmental revenues include contract payments by Fire District 34 for city service to that area (which is 68% of the total), state support for criminal Justice efforts, state shared revenues for liquor taxes and liquor profits, and gas tax. The city accounts for King County EMS levy payments for basic life support in this account as well as a variety of smaller Intergovernmental contract payments to the City. Charges for Service (7% of total General Fund revenues) Biennial Over / l Budget Actual (Under) % Jan-09 297,903 327,176 9.83% Feb-09 594,293 690,015 16.11% Mar-09 1,040,159 1.076,799 3.52% Apr-09 1,397,851 1,404,685 0.49% May-09 1,803,377 1.681,877 -6.74% Jun-09 2.218,641 2.002,599 -9.74% Jul-09 2.597,714 2,337,848 -10.00% Aug-09 2.912,994 2,623,092 -9.95% Sep-09 3,260,720 2,932,634 -10.08% Oct-09 3,629,298 3,363,904 -7.31% Nov-09 4,010,051 3,645,922 -9.08% Dec-09 4,340,828 Jan-10 4,670,306 Feb-10 4,903.233 Mar-10 5,435,996 Apr-10 5,467,874 May-10 6,204,669 Jun-10 6,572,124 Jul-10 6,921.385 Aug-10 7,295.096 Sep-10 7.744,450 Oct-10 8,136,327 Nov-10 8,436,263 10,000.000 9,000,000 8,000,0D0 7,000,000 6,000.000 5,000,000 4,000,000 3,000,000 2,000.000 1,000,000 Charge for Service 1 3 5 7 9 11 13 15 17 19 21 23 DOC-10 8.787 995 — Percant collected to date Charges for service include development services and chergebacks for city overhead to other (self-sustaining) funds. Page 5 Packet Page 46 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Fines & Forfeits (1.3% of total General Fund revenues) Biennial Over / Budget Actual (Under) % Miscellaneous (6%oftotal General Fund revenues Biennial Over / Budget Actual (Undar)% Jan-09 63,14B 104.310 66.18% 3,500,000 Feb-09 130.717 166,393 27.29% Mar-09 188,855 309,887 64.09% Apr-09 254,613 342,117 $4.37% 3,000,000 May-09 310,806 392,657 26.34% Jun-09 368,570 482,470 30.90% 2,500,000 Jul-09 452.642 596.999 31.89% Aug-09 521,915 659.590 26.30% Sep-09 606,380 745,218 22.90% 2,000,000 Oct-09 690,805 820,836 18.829/6 Nov-09 796.532 895,887 12.47% Dec-09 976,714 1,500,000 Jan-10 1,058,167 Feb-10 1.143,159 Mar-10 1.234,933 1,000,000 Apr-10 1,313,205 May-10 1,404,295 Jun-10 1,472,882 500,000 Jul-10 1.546.184 Rug-10 1,614,314 Sep-10 1.689,291 Oct-10 1,799,628 Nov-10 1,922,823 Fines & Forfeits Miscellaneous 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 2,271,932 Percent collected to date 39.4% Miscellaneous revenues includes interest earnings on cash, rental revenues and other smaller revenues that do not fit Into one of the above categories. Interest earnings may decline overtime as lower interest rates will act as a drag on future earnings. Page 6 Packet Page 47 of 343 City of Redmond, WA Monthly Expenditure Report Total General Fund Biennial Over / Budget Actual (Under) % Non -Departmental Biennial Budget Jan-09 1.i98,591 Feb-09 2,397,182 Mar-09 3.595,772 Apr-09 4,794.363 May-09 5.992,954 Jun-09 7.191,546 Jul-09 8,390,136 Aug-09 9,588.726 Sep-09 10,787,317 Oct-09 11,985,908 Nov-09 13.184,499 Deo•09 14.383,090 Jan-10 15.581,680 Feb-10 16,780,271 Mar-10 17,978,862 Apr-10 19,177,453 May-10 20,376,043 Jun-10 21,674,634 Jul-10 22.773,226 Aug-10 23,971,816 Sep-10 25.170,407 Oct-10 26,368,997 Nov-10 27,567.588 18.05% of total Fund Over / Actual (Under) % 2,149.934 79.371A 35,000,000 2,301,484 -3.99% 3.456,815 -3.86% 4.619,696 -3.649/o 30,000,000 5.719,965 -4.56% 6,936,313 -3.55% 8,115,222 -3.28% 25,000,000 9,313,257 -2.87% 10,545,761 -2.24% 11.677,890 -2.57% 20,000,000 13,918,442 5.57% 16.000,000 10.000,000 5.000,000 TOTAL GENERAL FUND Non Department 1 3 5 7 9 11 13 15 17 19 21 23 ❑eG10 28,760,179 spent - over/under 48.38% 2.557 Non-departmental includes insurance payments, transfers to capital improvement funds, payment to the district court, and other smaller general city payments. Page 7 Packet Page 48 of 343 City of Redmond, WA Monthly Expenditure Report Legislative Biennial Budget Actual Over / (Under) °% Jan-09 16.132 7.639 v2 f6I 450,000 Feb-09 32,265 15.231 -62.79°% Mar-09 48,397 25.048 -48.25% 400,000 Apr-09 64,530 37,749 -41.50% May-09 80,662 47,593 -41.00% 350,000 Jun-09 96,795 56,385 -41.75% JU09 112,927 71,926 -36.31°% Aug-09 129,060 79,566 -38.36%.0 300.000 Sep-09 145,192 88.752 -38.87% Oct-09 161.325 101,438 -37.12°% 250,000 Nov-09 177,457 111,291 -37.29% Dec-09 193,590 200.000 Jan-10 209.722 Feb-10 225.854 Mar-10 241,987 150,000 Apr-10 258,119 May-10 274,252 100,000 Jun-10 290,384 Jul-10 306.517 50,000 Aug-10 322,649 Sep-10 338.782 Oct-10 354,914 Nov-10 371.047 Legislative 1 3 5 7 9 11 13 15 17 19 21 23 ❑ec-10 367,179 o%a anl- ovor/under 28.74%-17.00% Legislative budget is the budget for the City Council and related expenses. Executive 2.39% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 158,496 124.985 -21.16% Feb-09 316.993 214.569 -32.31°% Mar 09 476,489 319,927 -32.72°% Apr-09 633,985 422,093 -33.42o May-09 792,402 532,593 -32.79% Jun-09 950.978 680,163 -28,48% JUI-09 1,109.474 805,350 -27AI % Aug-09 1,267.971 946,361 -25.36°% Sep-09 1,426.467 1,091,126 -23.51% Oct-09 1,584,963 1,221.267 -22.95% Nov-09 1,743,460 1,362,830 -21.83% Deo-09 1,901,956 Jan-10 2.060,452 Feb-10 2,218,949 Mar-10 2,377,445 Apr-10 2,635.841 May-10 2,694,438 Jun-10 2,852,934 Jul-10 3,011,430 Aug-10 3.169.927 Sep-10 3,328,423 Oct-10 3,486,919 Nov-10 3,645,416 4.000,000 3,500,000 3,000,000 2,600,000 2,000.000 1,500,000 1,000.000 500,000 ExewUve 1 3 5 7 9 11 13 15 17 19 21 23 Dao-10 3,503,912 %s enl- overlunder 35.03,-- iO.OI% Executive budget provides for the mayor's office and city communications. A correction was made to this account in May. Page 8 Packet Page 49 of 343 } C J JL _ I rfJ ti. } t� F I • - y i Lt , x City of Redmond, WA Monthly Expenditure Report Human Resources 1.69% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 112,383 79,647 -29.13% Feb-09 224,765 165,948 -26.17% Mar-09 337,148 257,171 -23.72% Apr-09 449,531 350,473 -22.04% May-09 561,914 448,998 -20.10% Jun-09 674,296 557,952 -17.25% Jul-09 786,679 558,937 -16.24% Aug-09 899.062 742,846 -17.38% Sep-09 1,011,444 840,752 -16.881A Oct-09 1,123,827 933,095 -16.97% Nov-09 1,236,210 1.022,650 -17.28% Dec-09 1,348,593 Jan-10 1,460,975 Feb-10 1,573,358 Mar-10 1,685,741 Apr-10 1,798,123 May-10 1,910,508 Jun-10 2.022,889 Jul-10 2.135,271 Aug-10 2,247,654 Sep-10 2,360,037 Oct-10 2,472.420 Nov-10 2,584,802 nar 1n 7. Sq7 1A5 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 600,000 Human Resources - %s ent- overlunftF 3','-�r2%-7.92Q/. Human Resources accounts for the personnel, recruitments and related functions. Legal 1.19% of total Fund Biennial Over / Budget Actual (Under) % Legal Page 9 Packet Page 50 of 343 City of Redmond, WA Monthly Expenditure Report Finance & Information Services 8.12% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 539,178 714.477 32.51% 14.000.000 Feb-09 1,078,357 1,023,664 -5.08% Mar-09 1.617.535 1.616,588 -0.12% Apr-09 2.156,714 2,144,135 -0.68% 12,000,000 May-09 2,695.892 2,663,360 -1.21% Jun-09 3,235,070 3.199.471 -1.10% Jul-09 3,774,249 3,705.446 -1.82% 10,000,00D Aug-09 4,313,427 4,207,770 -2.45% Sep-09 4,852,606 4,722,371 -2.68% Oct-09 5,391,784 5,229,507 -3.01% 8,000,000 Nov-09 5,930,962 5,726,473 -3.45% Dec-09 6,470,141 Jan-10 7,009,319 6,000,000 Feb-10 7,548,497 Mar-10 8,087.616 Apr-10 8,828,854 4,000,ODD May-10 9,166,032 Jun-10 9,705,211 Jul-10 10,244,389 2,000,000 Aug-10 10,783,568 Sep-10 11,322.746 Oct-10 11,661.924 Nov-10 12,401,103 Finance & IS 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 12,040,H1 % s ent - over/under 44.25% Finance & Information Services provides for accounting, payroll processing, purchasing / payments, city clerk, financial planning, treasury within the finance discipline. It also accounts for the transfer to the Information Services Fund (fund 520) for applications support, service desk, GIS and network services. Public Works 12.33% of total Fund Biennial Over / Budget Actual (Under)% Jan-09 818,388 565,401-30.91% , Public Works Page 10 Packet Page 51 of 343 %r City of Redmond, WA Monthly Expenditure Report Parks 7.45% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 494,601 299,575 -39.43% Feb-09 989,202 625,684 -36.75% Mar-09 1,483,803 1,095,322 -26.18% Apr-09 1.978.404 1,526.975 -22.82% May-09 2.473,005 1,964.667 -20.56% Jun-09 2,967,806 2,459,274 -17.13% Jul-09 3,462,207 2.973.126 -14.13% Aug-09 3,956,808 3.481.753 -12.01% Sep-09 4,461.409 3,989,474 -10.38% Oct-09 4,946,010 4,407.456 -10.89% Nov-09 5,440,611 4,820,088 -11.41 % Deo-09 5,935,212 Jan-10 6,429,813 Feb-10 6,924,414 Mar-10 7,419,016 Apr-10 7,913,616 May-10 8,408,217 Jun-10 8,902,818 Jul-10 9.397,419 Aug-10 9,892,020 Sep-10 10,386,621 Oct-10 10,881,222 Nov-10 11,375,823 14.000,000 12.000.000 10,000,000 8,000,000 6,000,000 4.000,000 2,000,000 0-1— R. 12--fl— v 5 7 9 11 13 1B 17 19 71 73 Deo-10 11670.424 - - - — %6 ent- ovarlunder 40.61% -5.23% Parks within the General Fund provide for the senior center, some maintenance and some recreation activities (as well as department oversight). The parks planning function Is also in this account. Fire 21.41% of total Fund _ Biennial Over / Budget Actual (Under) % Fire Page 11 Packet Page 52 of 343 City of Redmond, WA Monthly Expenditure Report Police 19.28% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 %M,839 882.398 -31.05% Feb-09 2,559,678 2.310.489 -9.74% Mar-09 3.839,518 3,482,526 -9.82% Apr-09 5.119,357 4,820,981 -5.83% May-09 6.399,196 5,726,635 -10.51% Jun-09 7,679.035 6,910.168 -10.01% Jul-09 8,958.874 8.079,594 -9.81% Aug-09 10,238,713 9,177,122 -10.37% Sep-09 11,618,553 10,328,498 -10.33% Oct-09 12,798,392 11,522,932 -9.97% Nov-09 14,078,231 12,587,142 -10.59% Dec-09 15.358,070 Jan-10 16,637,909 Feb-10 17,917,748 Mar-10 19,197,588 Apr-10 20,477,427 May-10 21,757,266 Jun-10 23.037.105 Jul-10 24,316,944 Aug-10 26,598,783 Sep-10 26.876,623 Oct-10 28,156,462 Nov-10 29,436,301 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Police 1 3 5 7 9 11 13 15 17 19 21 23 Daic'10 30J16,1dp % spent - over/under 40.98% -0.857% The Police Department services are provided for within this account. Other activity occurs in other funds (Fund 126 - Drug Enforcement - and 136 - Police Levy Funds). Planning 7.85% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 521.214 538,273 3.27% Feb-09 1,042,428 988,604 -5.16% Mar-09 1,663,642 1,434,909 -8.23% Apr-09 2,084,856 1,903,268 -8.71% May-09 2,606.070 2,454,778 -6.81% Jun-09 3,127,284 2,959,205 -5.37% Jul-09 3,648,498 3.203,770 -12.19% Aug-09 4.169,712 3,792,827 -9.040% Sep-09 4,690,926 4,270,764 -8.96% Oct-09 5,212,140 4,763,022 -8.62% Nov-09 5,733,364 5,216,487 -9.02% Dec-09 6,264,668 Jan-10 6,775,781 Feb-10 7.296,995 Mar-10 7,818.209 Apr-10 8.339,423 May-10 8,860,637 Jun-10 9.381,851 Jul-10 9,903,065 Aug-10 10,424,279 Sep-10 10,945,493 Oct-10 11,466,707 Nov-10 11,987,921 Dec-10 12509.135 I spent- over/under 41,70% -4.13%1 - The Planning Department is largely accounted for in this budget which includes the permit center, long-range and short-range planning, and transportation demand management (TDM). Page 12 Packet Page 53 of 343 City of Redmond, WA Monthly Summary - Operating Funds Recreation Activity Fund (Fund 110) Biennial Over Budget Actual (Under) % Jen-09 67,379 93,340 38.53% Feb-09 198,421 202,345 1.98% Mar-09 344,024 357,664 3.96% Apr-09 505,217 507,019 0.36% May-09 640,462 616,491 -3.74% Jun-09 801,399 971,851 21.27% Jul-09 1,016, 385 1,167,044 14.82% Aug-09 1,348.695 1,451,834 7.65% Sep-09 1,677,816 1.640,634 3,98% Oct-09 1,736.199 1,776,753 2.34% Nov-09 1,908,820 1,898,396 -0.55% Dec09 2,118,322 Jan-10 2,228,888 Feb-10 2,363,292 Mar-10 2,530,762 Apr-10 2,697,624 May-10 2,850.398 Jun-10 3,050,382 Jul-10 3,292,495 Aug-10 3,672,798 Sep-10 3,897.131 Oct-10 4,097.034 Nov-10 4,261.816 Deo-10 4,454.620 a 42.62% 0-3.22%• 1 These charts Include a lighter solid (green) revenue line for the fund. The dashed line is the revenue without beginning fund balance. The Recreation Activity fund is a self sustaining (by fees collected) for recreation activities. Arts Activity Fund (Fund 111) Biennial Over / Budget Actual (Under) % Jan-09 23,809 3,998 -83.21% Feb-09 50,150 15,051 -69,99% Mar-09 73.564 21,986 -70.11% Apr-09 90,336 27,046 -70.06% May-09 102.719 34.606 -66.31% Jun-09 122,511 40,992 -66.54% Jul-09 153.316 54,963 -64.15% Aug-09 198,933 71.788 -63.91% Sep-09 214,784 86,434 -69.76% Oct 09 245,552 93,027 -62.12% Nov-09 264,342 118,132 -55.31% Deo-09 307,252 Jan-10 324,836 Feb-10 368,211 Mar-10 390,925 Apr-10 408,492 May-10 439.114 Jun-10 472,509 Jul-10 521,453 Aug-10 553,391 Sep-10 695,641 Oct-10 638,018 Nov-10 654.616 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Arts AcUvlty 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 676,584 $TD Status The Arts -Activity Fund accounts for salaries and benefits that support the arts programs within the City. Revenues are primarily a $1.50 per capita transfer from the General Fund Revenue in this (other funds) section include beginning fund balances. Page 13 Packet Page 54 of 343 City of Redmond, WA Monthly Summary - Operating Funds Parks M&O Fund (Fund 112) Biennial Over / Budget Actual (Under) % Jan-09 44,214 65,898 49.04% Feb-09 88,098 170,322 93.33% Mar-09 185,958 250,692 34.81% Apr-09 269,545 364,067 35.07% May-09 354,672 467.178 31.72% Jun-09 457,901 629,751 37,53% Jul-09 546,888 742,384 35.75% Aug-09 646,941 865.457 33.78% Sep-09 750.386 972.963 29.67% Oct-09 834,081 1.083.233 29.87% Nov-09 910,671 1,156,256 26.97% Deo-09 1,001,813 Jan-10 1,061,448 Feb-10 1,126,351 Mar-10 1,212,232 Apr-10 1,316.668 May-10 1,424,886 Jun-10 1,545.469 Jul-10 1,672,661 Aug-10 1,810.438 Sep-10 1,966,173 Oct-10 2,134.686 Nov-10 2,250,178 Dec10 2,396,483 Parks M&O 3,000,000 m=ao Budget --- Lost Biennium 2,600,000 row Ftevaaca — — — Now Revenue —Actual Expendgnes; 2,000,000 1,500,000 1,000,000ff r r r 500,000 1 3 5 7 9 11 13 15 17 19 21 23 The Parks M&O Fund accounts for voter approved special operating levies to support the maintenance of the City's park system. Microsoft Develoment Fund (Fund 115) Biennial Over/ Budget Actual (Under) % Jan-09 270,751 129,347 -52.23% Feb-09 541.503 268.305 -50.45% Mar-09 812,254 412,102 -49.26% Apr-09 1,083,006 543,836 -49.78% May-09 1,353.757 652.773 -51.78% Jun-09 1,624.508 735,373 -54.73% Jul-09 1,895,260 789,364 -58.35% Aug-09 2,168,011 737.063 -65,97% Sep-09 2,436,763 738,922 -69.68% Oct-09 2,707.514 735,163 -72.85% Nov-09 2,978,265 735,163 -75.32% Dec09 3,249,017 Jan-10 3.998.296 Feb-10 3,998,298 Mar-10 3,998,296 Apr-10 3,998.296 May-10 3.998,296 Jun-10 3,998,296 Jul-10 3,998,296 Aug-10 3.998,298 Sep-10 3,998,296 Oct-10 3,998.296 Nov-10 3,998,296 4.500,000 4,000,000 3,500,000 3.000,DOo 2,500.000 2,000,000 1,500,000 1,000,000 600,000 Microsoft Development 1 3 5 7 9 11 13 16 17 19 21 23 Dec-10 3.867,677 BTDStatus 19.01%-26.83/ The Microsoft Development Fund uses revenues provided by Microsoft for services to support the development and expansion of their campuses within the City of Redmond. The $6mllllon budget provided for full development, however since budget adoption, Microsoft has slowed development resulting In the closure of this fund activity by the end of June. Revenue In this (other funds) section include beginning fund balances. Page 14 Packet Page 55 of 343 City of Redmond, WA Monthly Summary - Operating Funds Operating Grants Fund (Fund 118) Biennial Over Budget Actual (Under) % Jan-09 94,536 39,346 -58.38% Feb-09 203.099 117,670 -42.06°% Mar-09 332,767 193,349 -41.90°% Apr-09 425,554 256,312 -39.77°% May-09 632,639 396.004 -37.39°% Jun-09 883,372 605,025 -31.42°% Jul-09 1,091,893 688,735 -36.92°% Aug-09 1,277,699 743,069 -41.84°% Sep-09 1,387,823 799,499 -42.39% Oct-09 1.483,127 887.261 -40.18°% Nov-09 1.595,725 1,054,936 -33.89% Deo-09 2,163,736 Jan-10 2,230,492 Feb-10 2,415,236 Mar-10 2,677,054 Apr-10 2,784.777 May-10 2,978,612 Jun-10 3,341,814 Jul-10 3,661,528 Aug-10 3,860,208 Sep-10 4,065.846 Oct-10 4,351,250 Nov-10 4,562,890 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 Operating Grants rm» Budget Last Blennlum Total Revenue — ——NerrRavenw Actual Expenditures 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 5.079.360 BTD Status 20.77%-25.O6e% The Operating Grants Fund accounts for multi -year grants received by the city. Many of these grants are for transportation management and commute trip reduction services. Business tax revenue dedicated to TOM programs is also accounted for in this fund. ALS Fund (Fund 122) Biennial Over f Budget Actual (Under) % 12,000,000 Jan-09 441,715 367,091 -16.89% Feb-09 883.430 749,977 -15.11°% Mar-09 1.325,145 1,169,820 -10.21% Apr-09 1,766,861 1,618.103 -8.42% 10,000.000 May-09 2,208,576 2,042,081 -7.54% Jun-09 2,650,291 2,449,736 -7.57°% Jul-09 3,092,006 2,877,648 -6.93% Aug-09 3,633,721 3,317,423 -6.12% 8,000,000 Sep-09 3,975,436 4,025.752 1.27°% Oct 09 4,417,151 4,429.237 0.27% Nov-09 4,858.666 4,88%903 0.62% 6,000,000 Dec-09 6,300,582 Jan-10 5,742,297 Feb-10 6,184.012 Mar-10 6,625,727 4,000,000 Apr-10 7,067,442 May-10 7,609,157 Jun-10 7,950,872 Jul-10 8,392,587 2,000,000 Aug-10 8,834.303 Sep-10 9,276.018 Oct-10 9.717,733 Nov-10 10,159,448 1 A ri ALS Fund Dec-10 10,601,1e3 BTD Status 4n.12°/n t� 7.28.a The ALS Fund accounts for the Advanced Life Support operations within the Fire Department which is funded through the county Medic 1 levy. Revenue in this (other funds) section include beginning fund balances. Page 15 Packet Page 56 of 343 11 City of Redmond, WA Monthly Summary - Operating Funds Real Estate Excise Tax Fund (Fund 125) Biennial Over / Budget Actual (Under) % Jan-09 463.638 -100.00% Feb-09 1,047,040 - -100.OD% Mar-09 1,629,728 2,257.637 38.53% Apr-09 2,339.604 3,010,182 28.66% May-09 5,668,285 3,762,728 -33.62% Jun-09 6,363.771 4,515,273 -29.05% Jul-09 7,160,567 5;267,819 -26.43% Aug-09 7,798,219 5,810,814 -25.49% Sep-09 8,773,298 5,810,814 -33.77% Oct-09 9,516,313 5,810,814 -38.94% Nov-09 10,137.868 6.810.814 -42.68% Dec-09 11,546,208 Jan-10 11,798.738 Feb-10 12,168,780 Mar-10 12.631,870 Apr-10 13,310,088 May-10 13.759,832 Jun-10 14,871,172 Jul-10 15,417.768 Aug-10 16,959,461 Sep-10 16,852,736 Oct-10 17,306.714 NOV-10 18,189,133 Dec-10 1 B,277,479 DTD Status 31.799% -14.004 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 REET Fund r== Budget — Leal Blendum Revenue Tatel Revenue — — — Now R-.auw —Actual Expenditures j` 1 3 5 7 9 11 13 15 17 19 21 23 The Real Estate Excise Tax Fund accounts for the 1/2% tax levied on the transfer of real property. This revenue can only be used for certain capital improvements within the City. Solid Waste Recycling Fund (Fund 140) Biennial Over / Budget Actual (Under) % Jan-09 28,924 52,961 83.10% Feb-09 85,971 80,599 -6.25% Mar-09 136,294 138,585 1.68% Apr-09 205,323 188.890 -8.00% May-09 258,658 243.559 -5.84% Jun-09 302,510 311.897 3.10% Jul-09 335.073 353,908 6.62% Aug-09 384,472 403,739 6.01% Sep-09 428,317 451,908 5.51% Oct-09 507,751 601,797 -1.17% Nov-09 554,112 575,965 3.94% Dec-09 617,399 Jan-10 663,187 Feb-10 710,397 Mar-10 756,726 Apr-10 808,519 May-10 894,335 Jun-10 961,923 Jul-10 1,006,432 Aug-10 1.074,621 Sep-10 1,120,615 Oct-10 1,202,604 Nov-10 1,267,928 Dec-10 1.345.076 BTD Status 42.82°/ 0 -3.01 I Solid Waste Recycling 1,600,000 0i Budget 1,400,000 —Last Blennlum -�TetsiRnsnue 1,200,000 Hew RNenua _Adual FapwmVWrea 1,000,00o 800.00D 600,000 400,000 200,000 3 5 7 9 - 11 13 15 17 19 21 23 (200.000) The Solid Waste Recycling Fund accounts for salaries and wages related to recycling programs. Resources are provided through grants and recycling contract fees. There was a "negative revenue" (a credit against revenue) in January 2009 of $83 thousand. Revenue In this (other funds) section Include beginning fund balances. Page 16 Packet Page 57 of 343 City of Redmond, WA Monthly Summary - Operating Funds Water / Wastewater O&M Fund (Fund 401) Biennial Over / Budget Actual (Under) % Jan-09 1,938,435 1,290,495 -33.43% Feb-09 4,416,485 4,319,264 -2.20% Mar-09 6,994,898 8,136,836 16.33% Apr-09 8,825,508 11.158,366 26.43% May-09 11.614,887 14.346,790 23.52% Jun-09 14.364.222 18,133.914 26.24% Jul-09 16.589,013 21,198.362 27.79% Aug-09 19,257,497 23,729,430 23.22% Sep-09 21,357,310 26,628,975 24.68% Oct 09 23,582.638 28,116,249 19.22% Nov-09 25,791,875 30,510,965 18.30% Dec-09 29,233,180 Jan-10 30,696,799 Feb-10 33,487,085 Mar-10 36,258,920 Apr-10 38,015,180 May-10 40,875.993 Jun-10 43,917,725 Jul-10 46,205.226 Aug-10 49,063,926 Sep-10 52,865,354 Oat10 54,298,820 Nov-10 67,655.213 Dec-10 64.467,956 BTD Status 47.33%0 1,49% Water Wastewater O&M 70,000,000 rTT- Budget 60,DDO,000 Led Biennium._ — Total Revenue — — — No'k Rev o„u o 50,000,000 Actual Expenditures 40,000,000 30,000,000 20,000.000 10,000.000 1 3 5 7 9 11 13 15 17 19 21 23 The Water / Wastewater O&M Fund accounts for the operations of the city's water and wastewater utilities. A transfer from these revenues Is made to support the capital improvements necessary to maintain and develop related facilities. These improvements are accounted for in Fund 403. Novelty Hill O&M (Fund 402) Biennial Over / Budget Actual (Under) % Novelty HIII O&M Jan-09 206,347 (161,306) -178.17% 16,000.000 Feb-09 663,015 405,382 -38.86% 1111 t Budget Mar-09 1.249,126 1,091,310 -12.63% 14,000,000 —t.anelenntum Apr-09 1,319,527 1,258,105 -4.65% —TdWlRevenue May-09 1,875,047 1,802,439 -3.87% 12,000,000 --- New Ravanua Jun-09 2.717.697 2.218.966 -18.35% —Actual Expendituuree Jul-09 2,981,668 2,778,344 -6.82% Aug-09 3.514,414 3,139,841 -10,66% 10,000,000 Sep-09 4,219,208 3,663,742 -13.17% Oct-09 4,191,253 3,880.803 -7.41% 8,000,000 — Nov-09 4,883,364 4,346,927-10,98% Dec-09 7,162,040 Jan-10 6,464.400 6,000,OOD --- Feb-10 7,858.491 Mar-10 8,668,125 4,000,000 Apr-10 8,669.691 May-10 9,360,107 Jun-10 10,365.732 2.000.000 Jul-10 10,462,947 Aug-10 11,201.897 - Sep-10 12,274,169 3 5 7 9 11 13 15 17 19 21 23 Oct-10 12,178,529 (2,000.000) Nov-10 12,983.310 Dec-10 13 486 824 BTDStalus 32.23%W-13.61ye The Novelty HIII Service Area O&M Fund accounts for utility services provided outside the city boundaries. Revenue In this (other funds) section include beginning fund balances. Page 17 Packet Page 58 of 343 City of Redmond, WA Monthly Summary - Operating Funds Stormwater 0&M Fund (Fund 405) Biennial Over! Budget Actual (Under) % Jan-09 1,883,884 279,772 -85.15% Feb-09 4,093,652 680,709 -85.81% Mar-09 6,236,208 1,372,013 -78.00% Apr-09 8,370,186 1,819.040 -78.27% May-09 10,426,354 2,288,576 -78.05% Jun-09 12.427,984 2,809,798 -77.39% Jul-09 14,491.321 3,311,003 -77A5% Aug-09 16,503,864 3,789,439 -77.16% Sep-09 18,417,922 4.126,386 -77.60% Oct-09 20,379,685 4,602,584 -77.42% Nov-09 22,338,719 5,176.967 -76.83% Dec-09 25,402,185 Jan-10 26,918.222 Feta10 29.251,375 Mar-10 31,667,990 Apr-10 33,444,270 May-10 37,999,180 Jun-10 40,409.967 Jul-10 42,749,600 Aug-10 44,870.679 Sep-10 47.288,540 Oct-10 49,963,300 Nov-10 52,104,349 Dec-10 54.814.880 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 Stormwater O&M 1 3 5 7 9 11 13 15 17 19 21 23 The Stormwater O&M Fund accounts for the operations and maintenance activities related to managing surface and storm water. Revenue In this (other funds) section include beginning fund balances. Page 18 Packet Page 59 of 343 City of Redmond, WA Monthly All Funds Recap November-09 (Note - Biennial Budaet) Beginning Expenditure Ending % FUND Balance Revenues Budget Expenditures Balance Expended 001 General Fund 16,177.183 111 Arts Activity 231.637 113 Community Events 20,187 59,387,740 126,414 ,�,54. 276,487 159,338.767 676,584 fff2. 9. 641.157 67,855,026 118,132 217,238 7,709,897 239.9191 79,436 42.59% 17.46% 33.88% 1lnmn 117 Cable Access Fund 1,233,903 - 167.947 •: 87 i 410,674 BOOM 128.483 4 6 1,273,36-1 r, °/ 31.29% a 119 Human Services Grants 63,154 594.929 1,376,133 53,639 604,444 3.90% Fi n9:, me 57�s ' . 8 .8"rt"°, 986,191 1 88, 6, 38,000 29,914t5,663,63#531.79% 121 Operating Reserve 6,545,560 123 Seizure Fund 10,455 - - + :.t0� - �1s467 125 Real Estate Excise Tax 9,545,765 1,828,584 18,277.479 8 .6• 6,810.814 �. 127 Capital Replacement. R esei . .. 3,107,850 1,017.830 4,008,215 515,867 4,209,813 12.87% 1130 Business Tax 4,843,713 �LIlis 135 Fire Levy Fund 1,127,251 4,686,916 2,139,597 13,684,925 3,347,027 762,350 1,549,459 8,T68,279 1,717.389 5.57% a 46.29% 137 Parks Levy Fund 127.406 11T.WSR781M, Mat R j: , 298,268 6 648.102 1 I '. �T. 204.771 220,903 31.60% 220o 65 230 Debt Svc. Special Levy 273,533 265,905 616,466 268,411 271.027 43.54% iffla 271 LID Control Fund - 92.614 - 1,255,087 9. 96 9 , 6,610,982 7 3.515.225 2,804,785 53.17% NEEM 314 Council Capital P is 5,064,923 82 46 316 Transportation Capital Pits 28,035,320 .i t 483iNJIM6M 318 Police Capital Pjts 2,380,8361 24.622.965 175.838 69,947,983 3,601.270 23,151,527 1.376,716 29,506,758 S.- 1,179,958 33.10% 38.23% 352 Parks Acquisition - - - - - 33 A ' 401 Water / Sewer Utility 13,320,441 25,027,695 64,467.955 8 30,510.965 7,837,171 47.33% 403 Water/Sewer Capital 1,620.968 3,052,712. 10,279,808 7,987,618 2,294.062 77.70% 405 Stormwater Management 9,869,877 10,043,310 54,814,880 5,176,967 14,736.220 9.44% 407 Novelty Hill Capital Pjts 2,974,309 a s 9 449,024 ID MID 3,606,271 3,026,878 396.455 J 83.93% L 35.18% 2,259,457 , . pNIMM516• 6,080.647 2,139,388 4,894.336 501 Fleet Maintenance 4,774,266 7,452,390 5 5,979,786 3 1 203,080,409 18,704,949 10,243,329 618,534,7881 6,568,009 2,861,947 196,562,485 4.972,981 . g 3.526,850 170,742,323 35.11% 27.94% 511 Medical Self Insurance 4,088,600 s .o as 6 520 Information Technology 409,011 s en�7r2.. 8 o GRAND TOTAL 164,224,399 Page 19 Packet Page 60 of 343 Notes and explanations: A brief recap of highlighted items from the previous page: Negative Budget Amounts Fund 271 -- Expenses fund LID bond calls in 07/08 but it is not formally budgeted and for which transfers from the LID Guaranty Fund have not yet been made. Fund 611 -- The fund is a fiduciary fund and is not formally budgeted Negative Ending Balances Fund 122 Advanced Life Support - All costs are reimbursed by King County. An invoice has recently been prepared and payment should be received soon. Fund 271 - LID Control Fund expenditures to be provided for by transfers from the LID Guaranty Fund. Page 20 Packet Page 61 of 343 City of Redmond, WA Monthly Cash Flow Summary - General Fund Revenue Budget BTD Revenue Expenditure Budget BTD Expenditures BTD Balance Total Balance January 4,059,873 5,129,598 6,639,115 6,736,568^ _ (1,606,970) 14,570,213 February 9,264,001 8,824,759 13,278,231 11,648,609 (2,823,850) 13,353,333 March 13,214,046 12,564,293 19,917,346 18,006,849 (5,442,556) 10,734,627 April 17,432,983 16,674,373 26,656,461 23,815,424 (7,141,051) 9,036,132 May 25,327,443 24,116.357 33,195,576 30,089,390 (5,973,033) 10.204,150 June 33,263,390 32,837,828 39,834,692 36,175,014 (3,337,186) 12,839,997 July 38,698,363 36,807,972 46,473,807 42,174,682 (5,366,710) 10,810,473 August 42,078,314 39,956,020 53,112,922 48,548,574 (8,592,554) 7,584,629 September 45,772,145 43,125,502 59,752,038 54,651,281 (11,525,779) 4,651,404 October 49,893,971 48,056,907 66,391,153 60,574,276 (12,517,369) 3,659,814 November 59,934,948 59,387,740 73,030,268 67,855,026 (8,467,286) 7,709,897 December 67,946,815 79,669,384 January 72,038,134 86,308,499 February 77,689,824 92,947,614 March 82,046,154 99,586,729 April 85,983,078 106,225,845 May 95,973,636 112,864,960 June 104,487,720 119,504,075 July 108,282,594 126,143,191 August 113,960,153 132,782,306 September 118,118,799 139,421,421 October 124,429,195 146,060,536 November 132,587,259 152,699,652 December 143,161,584 159,338,767 Cash Flows Without Beginning Balance 10,000,000 5,000,000 (10,000,000) (15,000,000) ri Curcent Biennium Last Biennium (20,000,000) -f--- d ......... 2009-2010 budget (25,000,000) — k BTD = Biennium To Date Notes: Please see page 20 for explanations of negative trends, budget variances and other observations This is a preliminary report prior to audit however an amounts are expected to be accurate. This report and the City's full budgets and financial reports are available on our web site at: www,redmond.gov Packet Page 62 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund General Fund Biennial Over/ Budget Actuai (Under) °I Jan-09 4,059,1373 5.129,598 26.35% Feb-09 9,264,001 8.824,759 -4.74% Mar-09 13,214,046 12,564,293 -4.92% Apr-09 17,432,983 16,805,547 -3.600K May-09 25,327,443 24,318,152 -3.98% Jun-09 33,263,390 32,837,828 -1.28% Jul-09 38,698.363 36,807,972 -4.88% Aug-09 42,078,314 39,956,020 -5.04% Sep-09 45,772,145 43,125,502 -5.78% Oct-09 49,893,971 48,056.906 -3.68% Nov-09 59,934,948 59,387,740 -0.91% Dec-09 67,946,815 Jan-10 72,038,134 Feb-10 77,689,824 Mar-10 82,046,154 Apr-10 85,983,078 May-10 95.973.636 Jun-10 104.487,720 Jul-10 108.282,594 Aug-10 113,960,153 Sep-10 118,118,799 Oct-10 124,429,195 Nov-10 132,587.259 Dco-10 143,161,584 Percent caliecta to dale 41.5% Total General Fund Normalized: adjusted for one-time sales tax ra M8 The charts on pages 2 through 6 illustrate General Fund revenues. It is within the General Fund that general taxes are accounted for. The blue (shaded) background is the current budget. The dark solid line is the actual experience this year The dashed solid line takes a one-tlme audit recovery out of the trend line. The light (rrad) line is the experience last biennium. Property Tax (19% of total General Fund revenues) Biennial Over / Budget Actual (Under) % Jan-09 - - Feb-09 36,143 13,447 -62.79% Mar-09 129,883 119,752 -7.80% Apr-09 377,026 476,266 26.32% May-09 4,721.861 4,638,630 -1.76% Jun-09 6,987.269 6.835.755 -2.17% Jul-09 7,041,571 6,901,641 -1.99% Aug-09 7.057,111 6.930,448 -1.79% Sep-09 7.094.051 6.967,660 -1.78% Oct-09 7,329,867 7,213.554 -1.59% Nov-09 12,354.407 12,330,175 -0.20% Dec-09 13.543,527 Jan-10 13,543,527 Feb-10 13,560,780 Mar-10 13.679.106 Apr-10 13,946,5e0 May-10 18,597,032 Jun-10 20.714,119 Jul-10 20.763,824 Aug-10 20,799,990 Sep-10 20,838,594 Oct-10 21,039,766 Nov-10 25,842,011 30,000,000 25,000,000 20,000,000 15.000,000 10,000,000 5.000,000 Property Tax 1 3 5 7 9 11 13 15 17 19 21 23 Deo-10 27,708,095 Percent colleded to dato 44.59 Property taxes are paid twice a year (in May and November). Most property taxes are accounted for in the General Fund however property taxes are also found in Funds 112,135, 136, and 137 Page 2 Packet Page 63 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Sales Tax (31% of total General Fund revenues) Biennial Over / Budget Actual (Under) % Jan-09 1.492,257 1,279,520 -14.26% Feb-09 3,117.376 3,300,626 5.88% Mar-09 4,809,905 4,736,794 -1.52% Apr-09 6.287,308 5.983,208 -4.84% May-09 7.829,295 7,541,765 -3.67% Jun-09 9,610,379 8,971,804 -6.64% Jul-09 11.285,331 10.455,197 -7.36% Aug-09 12,923,965 12,096,207 -6.40% Sap-09 14,898,602 13,583,583 -7.59% Oct-09 16,266,858 15,222,940 -6.42% Nov-09 17,759,266 16,495,151 -7.12% Dec-09 19,984,982 Jan-10 21,571,649 Feb-10 23.321,364 Mar-10 25,143.658 Apr-10 26,734,332 May-10 28,394,544 Jun-10 30.312,181 Jul-10 32,115,549 Aug-10 33,879,816 Sep-10 35,790,514 Oct-10 37,479,006 Nov-10 39,085.835 45.000,000 for one-time safes tax revenue Utility Taxes (20% of total General Fund revenues) Biennial Over / Budget Actual (Under) °% Jan-09 904.208 755,032 -16.50% Feb-09 1,988,030 880,166 -55.73% Mar-09 3,032,987 1,947,340 -35.79% Apr-09 4,158,875 3,037,614 -26.96% May-09 5,230.087 3,95B,682 -24.31% Jun-09 6,129,272 4,821,829 -21.33% Ju1,09 7.216,590 5,771.955 -20.02% Aug-09 8,127,275 6,562.337 -19.26% Sep-09 9,026,634 7,368,152 -18.37% Oct-09 10,086,118 8,327,072 -17.44% Nov-09 11.025,746 9,153,650 -16.98% Dec-09 12,289,677 Jan-10 13,430,526 Feb-10 14,602,655 Mar-10 15,785,778 Apr-10 17,116,724 May-10 18,207,479 Jun-10 19,619,126 Jul-10 20,343,354 Aug-10 21,048,857 Sep-10 22,016.012 Oct-10 23,432,134 Nov-10 24,121.665 MAO 26.570.000 30,000.000 26,000,000 �BudOd �07lOB &annlum 20.000,000 ——OSR6&unalum �Actuel 15,000,000 Sales Tax 9 11 13 15 17 19 21 23 Utility Tax 9 11 13 15 17 19 21 23 Page 3 Packet Page 64 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Other Taxes Biennial Over Budget Actual (Under) % Licenses & Permits (5% of total General Fund revenues Biennial Over! Budget Actual (Under) % Jan-09 1,041,023 2,379,991 128.62% Feb-09 2,977,330 3,402,210 14.27% Mar-09 3,437,250 3,668,750 6.74% Apr-09 3,999,571 4,086.050 2.16% May-09 4,368,493 4,470.175 2.330A Jun-09 4,788,066 4,747.323 -0.85% Jul-09 6,183,773 6,185,495 0.03% Aug-09 5,587,120 5,402,897 -3.30% Sep-09 5,940,038 5,576.238 -6.12% Oct-09 6,328,719 5,975,168 -5.59% Nov-09 8,656,385 6,161,845 -7.43o/o Dec-09 7,071,227 Jan-10 7,839,987 Feb-10 10,017,141 Mar-10 10,418,512 Apr-10 10,845,370 May-10 11,480,186 Jun-10 12,045,164 Ju410 12,436,087 Aug-10 12.884,073 SOP-10 13,268,222 Oct-10 13,802,902 Nov-10 14.194.167 18,000,000 16,000,000 14,000,000 12.000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000.000 Other Taxes Licenses & Permits 1 3 5 7 9 11 13 15 17 19 21 23 Da�'10 114,715,095 Percent collected to date 41.9% Business license rates are $35 per employee within the business. The estimates for business license are $5.5 million for the biennium. The permits are largely development related and are estimated to be almost $8 million for the biennium. Page 4 Packet Page 65 of 343 City of Redmond, WA Monthly Revenue Summary - General Fund Intergovernmental (12% of total General Fund revenues Biennial Over / Budget Actual (Under) % Jan-09 71,532 282,888 295.47% 20.000,000 Feb-09 146,992 335,355 128.14% Mar-09 233,289 594.519 154.84% 18,000,000 Apr-09 448,279 1.106.330 146.80% May-09 474,258 1,175,036 147.76% 16,000,000 Jun-09 2,502,101 4,512,883 80.36% Jul-09 4,072.060 4,792,409 17.69% 14,000,D00 Aug-09 3,991,734 4,942,697 23.82% Sep-09 4,120,246 5,205.510 26.34% 12,000,D00 Oct-09 4,283,936 5,961,018 39.15% Nov-09 5,993,253 9,436,124 57.45% Dec-09 8,312,970 10,000.000 Jan-10 8,360,163 Feb-10 8,496,186 1 8,000,000 Mar-10 8,638,511 Apr-10 8,711,721 6,000.000 May-10 9,741,787 Jun-10 11,744.227 4,000,000 Jul-10 11,931,511 Aug-10 14,144,250 2,000.000 Sep-10 14.390,887 Oct-10 16,172,186 Nov-10 16,320,592 1 Intergovernmental Dec-W 18,798.858 Percent collected to date 50.1 Intergovernmental revenues include contract payments by Fire District 34 for city service to that area (which is 68% of the total), state support for criminal justice efforts, state shared revenues for liquor taxes and liquor profits, and gas tax. The city accounts for King County EMS levy payments for basic life support in this account as well as a variety of smaller intergovernmental contract payments to the City. Charges for Service (7% of total General Fund revenues) Biennial Over! Budget Actual (Under) % Jan-09 297,903 327,176 9.83% Feb-09 594,293 690,015 16.11% Mar-09 1,040,159 1.076.799 3.52% Apr-09 1,397,851 1,404,685 0.49% May-09 1,803,377 1,681.877 -6.74% Jun-09 2,218.641 2,002,599 -9.74% Jul-09 2.597.714 2,337,848 -10.00% Aug-09 2.912.994 2,623,092 -9.95% Sep-09 3,260,720 2.932,634 -10.06% Oct-09 3,629,298 3.363.904 -7.31% Nov-09 4,010,051 3.645,922 -9.08% Dec-09 4.340,828 Jan-10 4,670,306 Feb-10 4,903,233 Mar-10 5,435,996 Apr-10 6,467,874 May-10 6,204,669 Jun-10 6,672,124 Jul-10 6,921,386 Aug-10 7,295,096 Sep-10 7,744.450 Oct-10 8,136,327 Nov-10 0,436.263 10,000.000 9,000.000 8,000,000 7,000,000 6.000,000 5,c00,0D0 4.000.000 3,000,0D0 2,000,000 1,000,000 Charge for Service 1 3 5 7 9 11 13 15 17 19 21 23 Deo-10 8.787.995 Percent collected to date 41.5% Charges for service include development services and chargebacks for city overhead to other (self-sustaining) funds. Page 5 Packet Page 66 of 343 S .- City of Redmond, WA Monthly Revenue Summary - General Fund Fines & Forfeits (1.3% of total General Fund revenues Biennial Over / l3udgat Actual (Under) Jan-09 68,617 681 -99.01% 1,800,000 Feb-09 137,235 35.023 -74.48% Mar-09 205,852 107,960 -47.55% 1,600,000 Apr-09 274,470 292,632 6.62% May-09 343,087 379.467 10.60% 1,400.000 Jun-09 411,704 379.828 -7.74% Jul-09 480,322 551,036 14.72% Aug-09 548,939 662,391 20.67% 1,200,000 SOP-09 617,656 749.963 21.44% Oct-09 686,174 843.060 22.86% 1,000,000 Nov-09 742,129 934,620 25.94% Deo-09 815,875 8�'� Jan-10 837,507 Feb-10 909.596 Mar-10 973,950 600,000 Apr-10 1,040.388 May-10 1,109,660 400,000 Jun-10 1,170,446 Jul•10 1,281,194 Aug-10 1.318,300 200,000 Sep-10 1,405.371 Oct-10 1.478,298 Nov-10 1,663.824 1 Fines & Forfeits 3 5 7 9 11 13 15 17 19 21 23 Dec-10 1.628 600 Percent collected to date 57.4% sines and forfeits collected by the district court on behalf of city for violations of city codes (traffic Infractions and misdemeanors). The Clty accounted for this net of the amount sent to the state until October of 2007 when we began accounting for the full revenue. Miscellaneous (6% of total General Fund revenues Biennial Over / Budget Actual (Under) % Jan-09 63,148 104,310 65,18% 3,500,000 Feb-09 130.717 166,393 27,29% Mar-09 188,855 309,887 64.09% Apr-09 254,613 342,117 34.37% 3,000,000 May-09 310,806 392.657 26.34% Jun-09 368,570 482,470 30.90% Jul-09 452,642 596.999 31.89% 2,500,000 Aug-09 521.915 659,590 26.38% Sep-09 606.380 745,218 22.90% 2,000,000 Oct-09 690.805 820,836 18.82% Nov-09 796,532 895,887 12.47% Dec-09 976,714 1,500,00D Jan-10 1,058,167 Feb-10 1,143,159 Mar-10 1,234.933 1,000,000 Apr-10 1,313.205 May-10 1,404,295 Jun-10 1,472,882 500,0Do Jul-10 1.546,184 Aug-10 1.614,314 Sep-10 1,689,291 Oct-10 1,799,528 Nov-10 1.922,823 Miscellaneous 1 3 5 7 9 11 13 15 17 19 21 23 09610 Z,271,932 _ Percent collected to date I 47 Miscellaneous revenues Includes Interest earnings on cash, rental revenues and other smaller revenues that do not fit Into one of the above categories. Interest earnings may decline over time as lower interest rates will act as a drag on future earnings. I Page 6 t I' Packet Page 67 of 343 City of Redmond, WA Monthly Expenditure Report Total General Fund Biennial Over / Budget Actual (Under) % Jan-09 6,639,115 6,736,568 1.47% Feb-09 13,278,231 11,648,609 -12.27% Mar-09 19,917,346 18.006,849 9.59% Apr 09 26,556,461 24.226,797 -8.77% May-09 33,195,576 30,248,648 -8.88% Jun-09 39.834,692 39,323,246 -8.82% Jul-09 46,473,807 42,174,682 -9.26% Aug-09 53,112,922 48,648.574 -8.59% Sep-09 59,752,038 64,651,281 -8.54% Oct-09 66,391,153 60.574.276 -8.76% Nov-09 73,030,268 67.655,026 -7.09% Dec-09 79,669,384 Jan-10 86,308,499 Feb-10 92,947,614 Mar-10 99,686,729 Apr-10 106,225,845 May-10 112,864,980 Jun-10 119,504.075 Jul-10 126.143,191 Aug-10 132.782,306 Sep-10 139.421,421 Oct-10 146.060.536 Nov-110 152,699,652 D©G10 159.338.767 180.000,000 160,000,000 140,000,000 120,000,000 100.000.000 80,000,000 60,000,000 40,000.000 20,000,000 TOTAL GENERAL FUND 1 3 5 7 9 11 13 15 17 19 21 23 Spant - over/under 42.5U% -3.25% The charts on pages 7 through 13 Illustrate General Fund expenditures. The General Fund accounts for services as described in each of the charts below. The blue (shaded) background is the current budget. The dark solid line Is the actual experience this year. The light (red) line is the experience last biennium. Non -Departmental 16.05% of total Fund Biennial Over I Budget Actual (Under) % Jan-09 1,198.591 2.149.934 79.37% Feb-09 2,397.182 2,301,484 -3.99% Mar-09 3,595,772 3,456,815 -3.86% Apr 09 4,794,363 4,619.696 -3.641% May-09 6,992,954 5,719,965 -4.56% Jun-09 7,191,545 6,936,313 -3.55% Jul-09 8,390,136 8.115.222 -3.28% Aug-09 9.588,726 9,313,257 -2.87% Sep-09 10.787,317 10,545,761 -2.24% Oct-09 11.985.908 11.677.890 -2.57% Nov-09 13,184,499 13,918,442 5.57% Dec-09 14,383,090 Jan-10 16.661,680 Feb-10 16,780,271 Mar-10 17,978,862 Apr-10 19.177.453 May-10 20.376,043 Jun-10 21,574,634 Jul-10 22,773,226 Aug-10 23.971,816 SOP-10 25,170,407 Oct-10 26.368,997 Nov-10 27,567,588 35,000,000 30,000,000 25,000,000 20,000,ODO 15,000,000 10.000,000 5,000,000 Non Department 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 25.7E6.179 A spent - overlunder 46.38% 21K Non -departmental includes insurance payments, transfers to capital improvement funds, payment to the district court, and other smaller general city payments. Page 7 Packet Page 68 of 343 City of Redmond, WA Monthly Expenditure Report Legislative Biennial Over / Budget Actual (Under) % Jan-09 16,132 7,639 -52.65% Feb-09 32,265 15,231 -52.79% Mar-09 48,397 25,048 -48.25% Apr 09 64,530 37.749 -41.50% May-09 80,662 47,593 -41.00% Jun-09 96,795 56,385 -41.75% Jul-09 112,927 71,926 -36.31% Aug-09 129,060 79,566 -38.35% Sep-09 145,192 88,752 -38.87% Oct-09 161,325 101.438 -37.12% Nov-09 177,457 111.291 -37.29% Dec-09 193.590 Jan-10 209,722 Feb-10 225,854 Mar-10 241.987 Apr-10 258,119 May-10 274,252 JunA0 290,384 Jul-10 306,617 Aug-10 322,649 Sep-10 338,782 Oct-10 364,914 Nov-10 371,047 nn0-10 387179 Legislative 450,000 - 400.000 r- - 350,000 m- - Budget - 07108 Blennlum 300,000 -051. Blennlum -Acmd 250,000 - -- 200.000 150,000 100,000 50,000 1 3 5 7 9 11 13 15 17 19 21 23 - IAspanI- overNnder 28.74%-17.0F" Legislative budget is the budget for the City Council and related expenses. Executive 2.39% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 158,496 124.965 -21.16% Feb-09 316,993 214,569 -32.31% Mar-09 475,489 319,927 -32.72% Apr-09 633,985 422,093 -33.42% May-09 792,482 532,593 -32.79% Jun-09 950,978 680,153 -28.48% Jul-09 1,109,474 805,350 -27.41 % Aug-09 1,267.971 946,361 -25.36% Sep-09 1,426,467 1,091,126 -23.51% Oct-09 1.584,983 1,221,267 -22,95% Nov-09 1,743,460 1,362,830 -21.83% Dec-09 1,901,956 Jan-10 2,060.452 Feb-10 2,218,949 Mar-10 2,377,445 Apr-10 2,635,941 May-10 2,694,438 Jun-10 2,852.934 Jul-10 3,011,430 Aug-10 3,169,927 Sep-10 3,328,423 Oct-10 3,486.919 Nov-10 3,645,416 Dec-10 3.UU3.912 %Spdril- overiu9dor 36.83%-10.01-A Executive budget provides for the mayors office and city communications. A correctlon was made to thls account in May. Page 8 Packet Page 69 of 343 City of Redmond, WA Monthly Expenditure Report Human Resources Biennial Budget 1.69% of total Fund Over / Actual (Under) % Jan-09 112,383 79,647 -29.13% 3.000,000 Feb-09 224,785 165,948 -26.17% Mar-09 337,148 267,171 -23,72% Apr-09 449,531 350,473 -22.04% 2,600,00D May-09 561,914 448,998 -20.10% Jun-09 674,296 667,952 -17.25% JUI-09 786,679 658,937 -16.24% Aug-09 899,082 742,846 -17.38% 2,000,000 Sep-09 1,011.444 840,752 -16.88% Oct-09 1,123,827 933,095 -16.97% Nov-09 1,236,210 1.022,650 -17.28% 1,500,000 Dec-09 1,348,693 Jan-10 1,460,975 Feb-10 1.573.358 Mar-10 1,685,741 1,000,000 Apr-10 1,798,123 May-10 1,910,506 Jun-10 2,022,889 500,000 Jul-10 2,135,271 Aug-10 2,247.664 Sep-10 2,360,037 Oct-10 2.472,420 Nov-10 2,584,802 Human Resources 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 2.697,185 %s ent- overlunder 37.92% -7.921/6 Human Resources accounts for the personnel, recruitments and related functions. Legal Biennial Budget 1.19% of total Fund Over / Actual (Under) % Jan-09 78,784 -100.00% 2,000,000 Feb-09 157,569 73,981 53.05% Mar-09 236,353 135,451 -42.69% 1,800,000 Apr-09 315.137 177,389 43.71% May-09 393,921 249.334 -36.70% 1.800,000 Jun-09 472,706 316,768 -33.20% Jul-09 551,490 389,896 -29.30% 1,400,000 Aug-09 630,274 432,960 -31.31% Sep-09 709,058 479,355 -32.40% 1,200,000 Oct-09 787,843 520.201 -33.97% Nov-09 866,627 565.858 -34.71% 1,000.000 Dec-09 945,411 Jan-10 1,024,196 800,000 Feb-10 1,102,980 Mar-10 1,181,764 600,0m Apr-10 1,260,548 May-10 1,339,332 400,000 JunA0 1,418,117 Jul-10 1,496,901 200,000 Aug-10 1,575,685 Sep-10 1,654,469 - Oct-10 1,733,254 Nov-10 1,812,038 Legal 1 3 5 7 9 11 13 15 17 19 21 23 Dec-10 1,890.622 spent- overlunder 29.93%-15.91°/a Legal budget accounts for all general legal expenses for the city. The amount will vary based on activity such as arbitrations, lawsuits, and development appeals. Page 9 Packet Page 70 of 343 City of Redmond, WA Monthly Expenditure Report Finance & Information Services 8.12% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 539,178 714,477 32.51% 14,000,000 Feb-09 1.078,357 1,023,564 -5.08% Mar-09 1,617,535 1,615,588 -0.12% Apr-09 2,166,714 2,144,135 -0.63% 12,000,000 May-09 2,695,892 2,663,360 -1.21% Jun-09 3,235,070 3,199,471 -1.10% Jul-09 3,774,249 3,705,446 -1.82% 10,000,000 Aug-09 4,313,427 4,207,770 -2.45% Sep-09 4.852,605 4,722.371 -2.68% Oct-09 6,391.784 5,229,507 -3.01% 8,000,000 Nov-09 5,930,982 6,726,473 -3.45% Dec-09 6,470,141 Jan-10 7,009,319 6,000.000 Feb-10 7,548,497 Mar-10 8,087,676 Apr-10 8,626,854 4,000.000 May-10 9,166.032 Jun-10 9,706,211 Jul-10 10,244,389 2,000,000 Aug-10 10.783.568 Sep-10 11,322,746 Oct-10 11,861.924 Nov-10 12,401,103 Finance & IS 1 3 5 7 9 11 13 15 17 19 21 23 De -10 12.040.281 %spent- over/under 44.25% Finance & Information Services provides for accounting, payroll processing, purchasing / payments, city clerk, financial planning, treasury within the finance discipline. It also accounts for the transfer to the Information Services Fund (fund 520) for applications support, service desk, GIS and network services. Public Works 12.33% oftotal Fund Biennial Over / Budget Actual (Under) % Jan-09 818,388 565,401 -30.91% Feb-09 1,636.777 1,253,015 -23.45% 28,000,000 Mar-09 2,455,165 2,175,643 -11.39% Apr-09 3,273,554 2.865,829 -12A6% May-09 4,091.942 3,566,282 A2.85% Jun-09 4,910,331 4,316,057 -12.10% 20,000,000 owr JuW9 5,728,719 4.942,870 -13.72% Aug-09 6,647,107 5,891,765 -10.01% Sep-09 7.365,496 6,589,800 -10.53% Oct-09 8.183,884 7,278.109 -11.07°/a 15,000,000 Nov-09 9,002.273 8,422,616 -6.44% Dec-09 9.820.661 Jan-10 10,639.049 Feb-10 11,457,438 10 000000 — Mar-10 12,275,826 Apr-10 13,094,215 May-10 13.912,603 5'�'� Jun-10 14.730,992 Jul-10 15,549,380 Aug-10 16.367,768 Sep-10 17,186,157 Oct-10 18.004.545 1 Nov-10 18,822,934 Public Works 3 5 7 9 11 13 16 17 19 21 23 Dee,-10 19,E41,N2 L - — — %s ent- over/under 42.88% -2.9b% Public Works within the General Fund accounts for maintenance, street maintenance, traffic systems, construction inspection, plan review as well as department oversight. I i Page 10 i Packet Page 71 of 343 City of Redmond, WA Monthly Expenditure Report Parke 7,45% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 494.601 299,575 -39.43% Feb-09 989,202 625,684 -36.75% Mar-09 1,483,803 1,095,322 -26.18% Apr-09 1,978,404 1,526,975 -22.82% May-09 2,473,005 1.964,667 -20.56% Jun-09 2,967,606 2.459,274 -17.13% Jul-09 3,462.207 2,973,126 -14.13% Aug-09 3,956,808 3.481,753 -12.01% Sep-09 4,451.409 3,989,474 -10.38% Oct-09 4,946,010 4,407.456 -10.89% Nov-09 6,440,611 4,820,088 -11.41% Deo-09 5,935,212 Jan-10 6.429,813 Feb-10 6,924,414 Mar-10 7,419,015 Apr-10 7,913,616 May-10 8.408.217 Jun-10 8,902,818 Jul-10 9,397,419 Aug-10 9,892,020 Sep-10 10,386.621 Oct-10 10.881.222 Nov-10 11.375,823 FI Dec-lu - 11,870424 % spenl - overlunder 4061,110 7, 9 A"::• Parks within the General Fund provide for the senior center, some maintenance and some recreation activities (as well as department oversight). The parks planning function is also in this account. re 21.41% of total Fund Biennial Over Budget Actual (Under) % Jan-09 1,421,508 1,374.259 -3.32% 40,000,000 Feb-09 2,843,016 2,878,040 -5.87% Mar-09 4,264.524 4,028.449 -5•64% 35,000,000 -- Apr-09 5,686.031 5,358.209 -5,77% May-08 7,107,539 6,874,445 -3.28% ' r=eueeer Jun-09 8,529.047 7,932,500 -6.99% 30.000.000 --07roe Biennium Jul-09 9,950,555 9,228,545 -7.26%—05/OBalenMum Aug-09 11.372,063 10,482,347 -7.82% —Actual Sep-09 12,793,571 11,704,628 -8.61% 26,000,000 Oct-09 14,215,078 12,919,358 -9.12% Nov-09 15.636,586 14,101.151 -9.82% 20,000,000 Deo_09 17.058,094 Jan-10 18,479,602 Feb-10 19,901,110 15,000,000 Mar-10 21,322,618 Apr-10 22,744,125 1o,000,000 - - May-10 24.165.633 Jun-10 26,687,141 JUI.10 27,008,649 5,000,000 Aug-10 28,430,157 Sep-10 29,061,665 Oct-10 31,273,172 Nov-10 32,694.680 1 3 5 7 Fire 9 11 13 15 17 19 21 23 DeG10 34116188 1 % spent - overlunder 41.33% •47255 The Fire Department basic services are provided for in this account. In addition, "advanced life support' Is accounted for in Fund 122 and Fire Levy activity is found in Fund 135. Page 11 Packet Page 72 of 343 City of Redmond, WA Monthly Expenditure Report Police 19.28% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 1,279,839 832,398 -31.05% Feb-09 2,559,678 2,310,489 -9.74% Mar-09 3,839,518 3,462,526 -9.82% Apr-09 5,119,357 4,820,981 -5.83% May-09 6,399,196 5,726,635 -10.51% Jun-09 7,679.035 6.910,168 -10.01% Jul-09 8,968,874 8,079,694 -9.81% Aug-09 10.238.713 9,177,122 -10.37% Sep-09 11.518,553 10,328,498 -10.33% Oct-09 12,798,392 11,622,932 -9.97% Nov-09 14.078,231 12,587,142 -10.59% Dec-09 15.358,070 Jan-10 16.637,909 Feb-10 17,917,748 Mar-10 19,197.588 Apr-10 20,477,427 May-10 21,757,266 Jun-10 23,037,105 Jul-10 24,316,944 Aug-10 25,596,783 Sep-10 26,676,623 Oct-10 28,166.462 Nov-10 29,436,301 35,000,000 30,000,000 25.000,000 20,000,000 15,000,000 10,000.000 5,000,000 Police 1 3 5 7 9 11 13 15 17 19 21 23 Deo-10 :i0, 11 ki. 140 :•Sp L'�1;- Qyerlu it d Cr 46. J846 •4_85% The Police Department services are provided for within this account. Other activity occurs In other funds (Fund 128 - Drug Enforcement - and 136 - Police Levy Funds). Planning 7.85% of total Fund Biennial Over / Budget Actual (Under) % Jan-09 521,214 530,273 3.27% Feb-09 1,042,428 988,604 -5.16% Mar-09 1,563,642 1,434,909 -8.23% Apr-09 2,064,856 1,903,268 -8.71% May-09 2,606,070 2.454,778 -5.81% Jun-09 3,127,284 2,959,205 -5.37% Jul-09 3,648.498 3,203,770 -12.19% Aug-09 4,169,712 3,792.027 -9.04% Sep-09 4,690,926 4,270,764 -8.96% Oct-09 6,212,140 4,763,022 -8.62% Nov-09 5,733,364 6,216,487 -9.02% Dec-09 6,254,56E Jan-10 6,775,781 Feb-10 7,296,995 Mar-10 7,818,209 Apr-10 8.339,423 May-10 8,860,637 Jun-10 9.381,851 Jul-10 9,903.065 Aug-10 10.424,279 Sep-10 10,945,493 Oct-10 11,466,707 Nov-10 11.987,921 14,000,000 12,000,000 10,000,000 8,000,000 6.000,000 4,000,000 2,000,000 Planning 1 3 5 7 9 11 13 15 17 19 21 23 ❑uc-10 12.509.135 0A spent - overlunder 41.70116 -4.13% The Planning Department is largely accounted for in this budget which includes the penult center, long-range and short-range planning, and transportation demand management (TDM). Page 12 Packet Page 73 of 343 City of Redmond, WA Monthly Summary - Operating Funds Recreation Activity Fund (Fund 110) Biennial Over I Budget Actual (Under) °% Jan-09 67,379 93,340 38.53°% 51000,000 Feb-09 198,421 202,345 1, 98% Mar-09 344,024 357.664 3.96% 4,500,000 Apr-09 505,217 507,019 0.36°% May-09 640,462 616,491 -3.74% 4,000,000 Jun-09 801.399 971,851 21.27% Jul-09 1,010,385 1,167,044 14.82% 3,500,000 Aug-09 1.348,695 1,451.834 7.65% Sep-09 1,677,ale 1,640,634 3.98°% 3,000,000 Oct-00 1.738,199 1,776,753 2.34°% Nov-09 1,908,820 1,898,396 -0.55% 2,500,000 Dec-09 2,118.322 Jan-10 2,228,888 2,000,000 Feb-10 2,363,292 Mar-10 2.630,762 Apr-10 2,697,624 1,500,000 May-10 2,850,398 Jun-10 3,050,382 1,000,000 Jul-10 3,292,495 Aug-10 3,672,798 500,000 Sep-10 3,897,131 Oct-1a 4,097,034 Nov-10 4,261,816 Dec-10 4.454.626 Recreation Activity 1 3 5 7 9 11 13 15 17 19 21 23 BTD Status 42.62%F2 -3.22%j These charts include a lighter solid (green) revenue line for the fund. The dashed line is the revenue without beginning fund balance. The Recreation Activity fund Is a self sustaining (by fees collected) for recreation activities. Arts Activity Fund (Fund 111) Biennial Over I Budget Actual (Under) % Jan-09 23,809 3,998 -83.21% Feb-09 50,150 15,051 -69.99% Mar-09 73,564 21,986 -70.11% Apr-09 90,336 27,046 -70.06% May-09 102.719 34,606 -66.31°% Jun-09 122,511 40,992 -68.64% Jul-09 153,316 54.963 -64.15% Aug-09 198,933 71,788 -63.91% Sep-09 214,784 86.434 -59.76% Oct-09 245,652 93,027 -62.12°% Nov-09 264,342 118,132 -55,31°% Deo-09 307,252 Jan-10 324,836 Feb-10 356,211 Mar-10 390,925 Apr-10 408.492 May-10 439.114 Jun-10 472.509 Jul-10 521,463 Aug-10 563,391 Sep-10 595,641 Oct-110 638,018 Nov-10 654,516 Dec-10 676.564 800,000 700,000 600,000 500.000 400,000 300,000 200,000 100,000 Arts Activity 1 3 5 7 9 11 13 15 17 19 21 23 6Ti3 Status 17.46% 28 3771r The Arts Activity Fund accounts for salaries and benefits that support the arts programs within the City. Revenues are primarily a $1.50 per capita transfer from the General Fund Revenue in this (other funds) section include beginning fund balances. Page 13 Packet Page 74 of 343 City of Redmond, WA Monthly Summary - Operating Funds Parks M&O Fund (Fund 112) Biennial Over / Budget Actual (Under) % Jan-09 44,214 65,898 49.04% Feb-09 88,098 170,322 93.33% Mar-09 185,958 250,692 34.81oA Apr 09 269,645 364,067 35.07% May-09 364,672 467,178 31.72% Jun-09 457,901 629,761 37.53% Jul-09 546,888 742,384 35.75% Aug-09 646,941 865,457 33.78% Sep-09 75D,366 972.963 29.67% Oct-09 834,081 1,083.233 29.87% Nov-09 910,671 1,156,256 26.97% Dec-09 1,001,813 Jan-10 1,061.446 Feb-10 1,126,351 Mar-10 1.212.232 Apr-10 1,316,668 May-10 1,424.886 Jun-10 1,545,469 Jul-10 1,672,681 Aug-10 1,810,438 Sep-10 1,966,173 Oct 10 2,134,886 Nov-10 2,250,178 Dec-10 2,398,483 HTD Status 48.25% E5 2.41% Parks M&O 3,000,000 ® Budget Lest Blennlum 2,500,000 —TotelRevenue — — — Now Reyoue —Actual Expendlturee 2,000,000 1,500.000 e I 1,000,000 I ! 500,000 JJ 1 3 5 7 9 11 13 15 17 19 21 23 The Parks M&O Fund accounts for voter approved special operating levies to support the maintenance of the City's park system. Microsoft Develoment Fund (Fund 115) Biennial Over I Budget Actual (Under) % 4,500,000 Jan-09 270,751 129,347 -52.23% Feb-09 541,503 268.305 -50.45% 4,000,000 Mar-09 812,254 412,102 -49.26% Apr-09 1,083.006 543,836 r49.78% May-09 1,353.757 652,773 -51.78% 3,500,000 Jun-09 1,624,508 735,373 -54.73% Jul-09 1,895,260 789,364 -58.35% 3,000,000 Aug-09 2,166,011 737.063 -65.97% Sep•09 2,436.763 738,922 -69,68% 2,600,000 Oct-09 2,707.614 735,163 -72.85% Nov-09 2,978,265 735,163 -75.32% Dec-09 3,249.017 2,000,000 Jan-10 3.998,296 Feb-10 3,998.296 1,500,000 Mar-10 3,998.296 Apr-10 3,998.296 1,000,000 May-10 3,998.298 Jun-10 3,998,296 Jul-10 3,998,296 500,000 Aug-10 3,998,296 Sep-10 3,998,296 Oct-10 3,998.296 Nov-10 3,998.296 Dec-10 3.867,877 Microsoft Development 1 3 5 7 9 11 13 16 17 19 21 23 HTDStatus 19.D1%0-25.83% The Microsoft Development Fund uses revenues provided by Microsoft for services to support the development and expansion of their campuses within the City of Redmond. The $6milllon budget provided for full development, however since budget adoption, Microsoft has slowed development resulting in the closure of this fund activity by the end of June. 1 i Revenue In this (other funds) section include beginning fund balances. Page 14 Packet Page 75 of 343 City of Redmond, WA Monthly Summary - Operating Funds Operating Grants Fund (Fund 118) Biennial Over / Budget Actual (Under) % 6,000,000 Jan-09 94,536 39.346 -58.36% Feb-09 203,099 117.670 -42.069/o Mar-09 332,767 193.349 -41.90% Apr-09 425,554 266,312 -39.77% 5,000,000 May-09 632,539 396,004 -37,39% Jun-09 883,372 605,825 -31.42% Jul-09 1,091,893 688,735 -36.92% 4,000,000 Aug-09 1.277,599 743,069 -41.84% Sep-09 1,387,823 799,499 -42.39% Oct-09 1,483,127 887.261 -40.18% Nov-09 1,595,725 1,054,936 -33.89% 3,000.000 Der-09 2,163,738 Jan-10 2,230,492 Feb-10 2,415,236 2,000,000 Mar-10 2.677,054 Apr-10 2.784,777 May-10 2,978,612 Jun-10 3,341,814 1,000.000 Jul-10 3.561,528 Aug-10 3,860,208 Sep-10 4,065,845 Oct-10 4,351,250 Nov-10 4,562,890 Dec-10 5-078-360 ALS Fund (Fund 122) Operating Grants 1 3 5 7 9 11 13 15 17 19 21 23 The Operating Grants Fund accounts for multi -year grants received by the city. Many of these grants are for transportation management and commute trip reduction services. Business tax revenue dedicated to TOM programs is also accounted for in this fund. Biennial Over / Budget Actual (Under) % Jan-09 441,715 367,091 -16.89% Feb-09 883,430 749,977 -15.11% Mar-09 1,325,145 1.189,820 -10,21% Apr-09 1,766,861 1,618,103 -8.42% May-09 2,208,576 2.042,081 -7.54% Jun-09 2,650,291 2.449,735 -7.57% Jul-09 3,092,006 2,877,648 -6.93% Aug-09 3,533,721 3,317,423 -6.12% Sep-09 3,975,436 4,025.752 1.27% Oct-09 4,417,151 4,429,237 0.27% Nov-09 4,858,866 4,688,903 0.62% Dec-09 5.300.582 Jan-10 5.742,297 Feb-10 6,184,012 Mar-10 6,625,727 Apr-10 7.087,442 May-10 7,609,157 Jun-10 7,950,872 Jul-10 8.392,587 Aug-10 8,834,303 Sep-10 9,276,018 001-10 9,717,733 Nov-10 10,159,448 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 ALS Fund Dec-10 10.601.163 -- - ' BTD Status 46.12% 0 28°/a The ALS Fund accounts for the Advanced Life Support operations within the Fire Department which is funded through the county Medic 1 levy. Revenue in this (other funds) section Include beginning fund balances. Page 15 Packet Page 76 of 343 City of Redmond, WA Monthly Summary - Operating Funds Real Estate Excise Tax Fund (Fund 126) Biennial Over / Budget Actual (Under) % Jan-09 463.638 -100.00% Feb-09 1,047,040 -100.00% Mar-09 1,629,728 2,257,637 38.53% Apr-09 2,339.604 3,010,182 28.66% May-09 5.668,285 3,762,728 -33.62% Jun-09 6,363,771 4,515.273 -29.05% Jul-09 7,160.567 5,267,819 -26.43% Aug-09 7.798,219 5,810,814 -25.49% Sep-09 8,773,298 6,810,814 -33.77% Oct-09 9,516,313 5,810,814 -38.94% Nov-09 10,137,868 5,810,814 -42.68% Dea09 11,546,208 Jan-10 11,796,738 Feb-10 12,168,780 Mar-10 12,631,870 Apr-10 13,310,088 May-10 13,759,632 Jun-10 14,871,172 Jul-10 16.417,768 Aug-10 15.959.461 Sep-10 16,852,736 Oct-10 17,306,714 Nov-10 18,189,133 REET Fund 25,000,000 r.1 Butlget - Lest Biennium Revenue Total Revenue 20,000,000 ---Near Revenues -Actual Expenditures 15,000,000 10,000,000 5,000,000 1 3 5 7 9 11 13 15 17 19 21 23 Deo-10 1 U.21 t.4 79 t _ TDTD Status 31.79% -1a.o4 The Real Estate Excise Tax Fund accounts for the 1/2% tax levied on the transfer of real property. This revenue can only be used for certain capital improvements within the City. Solid Waste Recycling Fund (Fund 140) Biennial Over / Solid Waste Recycling Budget Actual (Under)% 1600000 _ Jan-09 28,924 62,961 83.10% ® Budget Feb-09 85,971 80,599 -6.25% 1,40000D -Last Biennium Mar-09 136.294 138.685 1.68%Total Revenva Apr-09 205,323 188,890 -8.00% May-09 258.658 243.559 -5.84% 1,200,000 Now Rayon ua Jun-09 302.510 311,897 3.10% -Actual Expenditures Jul-09 335,073 353,908 5.62% 1 000 000 Aug-09 384.472 403,739 5.01% Sep-09 428,317 451,908 6.51% Oct-09 507,751 501,797 -1.17% 800000 Nov-09 554,112 575,965 3.94% Dec09 617,399 600,000 Jan-10 663,187 Feb-10 710,397 400000 Mar-10 765,726 Apr-10 808,519 May-10 894,335 200,000 Jun-10 961,923 Jul-10 1,006,432 - Aug-10 1.074,521 3 5 7 9 11 13 15 17 19 21 23 Sep-10 1,120,616 (200,000) Oct-10 1,202,604 Nov-10 1,267,926 Deo-10 1.345,076 1370 Status 4 2- 87 3.01 The Solid Waste Recycling Fund accounts for salaries and wages related to recycling programs. Resources are provided through grants and recycling contract fees, There was a "negative revenue" (a credit against revenue) in January 2009 of $83 thousand. Revenue in this (other funds) section include beginning fund balances. Page 16 t I Packet Page 77 of 343 4.4 City of Redmond, WA Monthly Summary - Operating Funds Water / Wastewater O&M Fund (Fund 401) Biennial Over / Water/ Wastewaler O&M Budget Actual (Under) % 70,000,000 Jan-09 1,938,435 1,290,495 -33.43% Feb-09 4,416,485 4,319,264 -2.20% ® Budget Mar-09 6,994,898 8,136.836 16.33% 60,000,000 —Lml Brennlum Apr-09 8,825,508 11,158.366 26.43% —TolelRevenue May-09 11,614.887 14,346,790 23.52% _' —RwRevenue Jun-09 14,364,222 18,133,914 26.24% 50,000,000 16,589,013 21,198,382 27.79% —Actual Expenc ul tueJul-09 Aug-09 19,267,497 23.729.430 23.22% Sep-09 21,357,310 26,628,975 24.68% 40,000,000 Oct-09 23,582,638 28,116,249 19.22% Nov-09 26,791,875 30,510,965 18.30% Dea09 29,233,180 30,000,000 Jan-10 30,696,799 Fea10 33,487,065 Mar-10 36,258,920 20,000,000 Apr-10 38,015,180 May-10 40,675,993 Jun-10 43,917,725 10 000 000 Jul-10 46,206,226 Aug-10 49,063,926 ` Sep-10 52,865,354 Oct-10 54,296,820 Nov-10 57,655,213 1 3 5 7 9 11 13 15 17 19 Dec-10 64,467,055 TDTD Status 47.33°/u ti 1.49% The Water / Wastewater O&M Fund accounts for the operations of the city's water and wastewater utilities. A transfer from these revenues is made to support the capital improvements necessary to maintain and develop related facilities. These improvements are accounted for in Fund 403. Novelty Hill O&M (Fund 402) Biennial Over / Budget Actual (Under) % Novelty Hill O&M Jan-09 206,347 (161,306) -178.17% 16,000.000 ®Budget Feb-09 663,015 405,382-38.86% Mar-09 1,249,126 1,091,310 -12.63% 14,000,000 —Last Biennium Apr-09 1,319,527 1,258.105 -4.65% —Total Revenue May-09 1.876,047 1,802.439 -3.87% 12,000,000 ———ROWReonrnu° Jun-09 2,717,697 2,218,986-18.35% —Actual Expenditures Jul-09 2,981,568 2,778,344 -6.82% Aug -OD 3,614,414 3,139,841 -10.66% 10,000,000 I Sep-09 4,219.208 3,663,742 -13.17% Oct -Do 4,191,253 3,880,803 -7.41% 8,000,000 Nov-09 4,883,354 4,346,927-10.98% Dea09 7,162,040 Jan-10 6,464,400 610001000 Feb-10 7,858,491 Mar-10 8,568,125 4,000,000 Apr-10 8,669,691 May-10 9,360,107 2.000.000 Jun-10 10,355,732 Jul-10 10,462,947 AugA0 11,201,897 - Sep-10 12,274,169 3 5 7 9 11 13 15 17 19 21 23 Oct-10 12.178.529 (2,000,000) Nov-10 12,983.310 Deo•10 13A 68.87.4 BTp Status 32-23F,-b 3.610% The Novelty Hill Service Area O&M Fund accounts for utility services provided outside the city boundaries. Revenue in this (other funds) section Include beginning fund balances. Page 17 Packet Page 78 of 343 City of Redmond, WA Monthly Summary - Operating Funds Stormwater O&M Fund (Fund 405) Biennial Over / Budget Actual (Under) % Jan-09 1,883.884 279,772 -85.15°/u Feb-09 4,093,652 580.709 -85.81% Mar-09 6,235,208 1,372.013 -78.00% Apr-09 8,370,186 1,819,040 -78.27% May-09 10,426,354 2,288.576 -78.05% Jun-09 12.427,984 2,809,798 -77.39% Jul-09 14,491,321 3.311,003 -77.15% Aug-09 16,503.864 3,769,439 -77.16% SOP-09 18.417.922 4,126,386 -77.60% Oct-09 20,379,685 4,602,584 -77.42% Nov-09 22,338,719 5,176,967 -76.83% Deo-09 25,402,185 Jan-10 26,918,222 Feb-10 29,251,375 Mar-10 31.667,990 Apr-10 33,444,270 May-10 37,999,180 Jun-10 40,409,957 Jul-10 42,749,600 Aug-10 44,870,679 Sep-10 47,288,640 Oct-10 49,963,300 Nov-10 52,104,349 Deo•10 54,814.880 I-EYT-D) Status 9.44% 36.39% The Stormwater O&M Fund accounts for the operations and maintenance activities related to managing surface and storm water. Revenue in this (other funds) section include beginning fund balances. Page 18 Packet Page 79 of 343 City of Redmond, WA Monthly All Funds Recap November-09 [Note - Biennial Budaet] Beginning Expenditure Ending % FUND Balance Revenues Budget Expenditures Balance Ex ended 001 General Fund 16,177.183 ,gip; .,� • , i 6 , 59,387,740 7� 159.338,767 � 67,855.026 � . 7.709,897 42.59% 111 Arts Activity 231.637 126,414 4",584 118.132 239,919 17,46% 113 Community Events 20,187 mm 276,487 641,157 217.238 79,436 33.88% 117 Cable Access Fund 1,233,903 L6 r ;7 M55a. • �T R h 167,947 '�" 5 6Q. $ 410,674 128,483 1,273,367 31.29% - (7i} , - F t 119 Human Services Grants 63,154 10 r • e i� e g, 594.929 �i�.fi 28INEMMO 1,376,133 53,639 604,444 3.90% 121 Operating Reserve 6,545.560 I] 1 986.191 38,000 1 E 0 29,914 8 7,501.837 °a 123 Seizure Fund 10.455 21. OEM - $ - 00 - 2 70 10,455 .46 125 Real Estate Excise Tax 9,545,765 1,828,684 18,277,479 5,810,814 5,563,635 31.79% 127 Capital Replacement Resei 3,707,860 ae a Is cmemi 1,017,030 4,008,215 515,867 4,209,813 12.87% SEEM 130 Business Tax 4,843,713 4.686,916 13,684,925 762,350 8,768,279 5,57% 135 Fire Levy Fund 1,127.251 2,139,597 ffiwk 3,347,027 1,649,459 1,717'389 46.29% _ 02 5 137 Parks Levy Fund 127.406 0Omni 9 298.268 648,102 204.771 220,903 31.60% 230 Debt Svc. Special levy 273,533 265,905 616,466 268,4 i 1 271,027 43.54% ate 9• �• , ,Q , .•Q 271 LID Control Fund - 92,614 - .o 6,610,982 3.615,225 2,804,785 53.17% SEEM 314 Council Capital Pits 5,064,923 aWA $ 0k 1,255.087 a 2� 316 Transportation Capital P s 28.035,320 EMaMll4m 24.622,965 6.4 69,947,983 23.151,527 29,506,758 33.10% goo 318 Police Capital Pits 2,380,836 zs 9 ' i nl rr 176,838 �,7 8_6 3,601,270 1,376,716 1,179,958 38.23% 352 Parks Acquisition - - 401 Water / Sewer Utility 13.320,441 26,027,695 64.467.956 30,610.985 7,837,171 47.33% 403 Water / Sewer Capital 1,628,968 8,652,712 10,279,808 7,987,618 2.294,062 77.70% 405 Stormwater Management 9,869,877 10,043,310 54.814,880 5,176,967 14,736,220 9.44% „ Q 407 Novelty Hill Capital Pits 2,974,309 449,024 3,606.271 3,026,878 396,455 83.93% e. 6wommosolm 501 Fleet Maintenance 4.774,266 2,259,457 6,080.647 2,139.388 4,894,336 35.18% SEEM 511 Medical Self Insurance 4,088,600 7,452,390 18,704,949 6,568,009 4,972.981 35.11 % NT NWOg 9° 520 Information Technolq 409,011 5,979,786 10,243,329 2,861,947 3,526.850 27.94% 6 e o 2 :" 3 GRAND TOTAL 164,224,399 1 203,080,409 618,534,788 196,562,485 170,742,323 Page 19 Packet Page 80 of 343 Notes and explanations: A brief recap of highlighted items from the previous page: Negative Budget Amounts Fund 271 — Expenses fund LID bond calls in 07/08 but it is not formally budgeted ,and for which transfers from the LID Guaranty Fund have not yet been made. Fund 611 — The fund Is a fiduciary fund and is not formally budgeted Negative Ending Balances Fund 122 Advanced Life Support - All costs are reimbursed by King County. An invoice has recently been prepared and payment should be received soon. Fund 271 - LID Control Fund expenditures to be provided for by transfers from the LID Guaranty Fund. Page 20 Packet Page 81 of 343 "A colorful past, a bright future" Quarterly Financial Report First Quarter 2009 First Quarter 2009 Financial Report City of Vancouver 1 ' Packet Page 82 of 343 First Quarter 2009 Financial Report (This report contains un-audited financial information as of April 21, 2009) Table of Contents Section Page I. Executive Summary 3 II. Economic Report 4 III. Financial Results 11 IV. Outstanding Debt 22 V. Investments 22 VI. Interfund Loans 23 Attachments A Expenditure Summary by Fund 25 B Revenue Summary by Fund 27 C Outstanding Debt 30 D Investment Portfolio Tables 32 For additional information on the City's financial performance please contact Natasha Ramras in the City's Financial & Management Services Department at 360-619-1091. First Quarter 2009 Financial Report City of Vancouver f4 Packet Page 83 of 343 I. Executive Summary General and Street Fund revenues at the end of the first quarter of 2009 were significantly below the forecast for the first quarter of 2009. General Fund collections totaled $24.5 million, or 19% of the forecast. Street Fund revenues, excluding the transfer from the General Fund was at $1.1 million, or 16% of forecast. Sales tax, utility tax, motor vehicle fuel tax, real estate excise tax and permit revenue collections were significantly below projections. If this trend continues through the end of the year, the city will collect up to $6.5 million less in revenue in the General and Street funds than was anticipated. The US economy officially remained in recession during the first quarter of 2009. Worrisome global trends in the economy that developed in the second half of 2008 continued into 2009, creating a significant impact on the local economy. Unemployment rates across the country continued going up; consumer confidence and business investment continued to fall. The first quarter of 2009 was marked by continued significant weakness in the financial markets. Most economy - dependent revenue sources in the General Fund, including sales tax, permitting revenue and real estate excise tax (REET) in the Street Fund, reflected a significant drop in activity compared to 2008 and were significantly below forecast for the quarter. The following graph shows how the major General Fund revenues performed compared to the year-end forecast. General Fund Major Tax Revenue Collections Compared to Year -End Forecast 40 35 30 a 25 'E 20 15 rA 10 27.4 1127.2 E Property SalesTax Utility Tax Electrical Telephone Charges Tax Tax Tax for Svcs. ■ 2008 ❑ Forecast 2009 ■ March-09 Expenditures in the General Fund through the end of the first quarter of 2009 totaled $31.3 million, or 23.8% of the budget, in line with the City's historical spending pattern. A total of 22.7% of the departmental budgets in the General Fund has been expended by the end of the quarter. First Quarter 2009 Financial Report City of Vancouver Packet Page 84 of 343 Other city funds that rely on development -related activity continued to experience revenue shortfalls during the first quarter. Funds in this category include Building fund, Real Estate Excise Tax (REET) fund, Parks Impact, Transportation Impact Fee funds and Utility Capital funds that receive system development charge revenues. Street fund continues to receive significantly slower revenue collections in the Motor Vehicle Fuel Tax (MVFT) and REET. The MVFT is based on gallons sold and not on the price per gallon. Recent increases in the cost of fuel have negatively impacted the amount of fuel purchased in the state of Washington, therefore lowering the revenue received. REET is dependent on the number of houses sold and their price. The real estate activity has slowed down significantly as house prices continue to decline. Expenditures in most City funds follow historical spending patterns and remain under budget. The available General Fund operating cash balance was $2.9 million at the end of March 2009, an increase of $787 thousand compared to the end of first quarter of 2008. There were no interfund loans outstanding to the General Fund at the end of the first quarter 2009. II. Economic Report • During the first quarter of 2009 the global economy remained in deep recession. The financial market remained under a considerable strain. The housing market remains in a depressed condition during the first quarter of 2009. Manufacturing, specifically in the US, remained in recession due to a sharp decline in demand world wide. Consumer confidence remained near historic lows. Inflationary pressures have started to moderate in the first quarter of the year due to some moderation in oil prices. The Federal Open Market Committee members met in mid -March to discuss their projections for key economic indicators for 2009 and to discuss any changes to the current monetary policy. They concluded that the economic information received during the first several months of the year indicated that the economy continues to contract. "Job losses, declining equity and housing wealth, and tight credit conditions have weighed on consumer sentiment and spending. Weaker sales prospects and difficulties in obtaining credit have led businesses to cut back on inventories and fixed investment. U.S. exports have slumped as a number of major trading partners have also fallen into recession. Although the near -term economic outlook is weak, the Committee anticipates that policy actions to stabilize financial markets and institutions, together with fiscal and monetary stimulus, will contribute to a gradual resumption of sustainable economic growth." I • The Federal Open Market Committee has made a decision to purchase up to $1.25 trillion of agency mortgage -backed securities and to increase purchase of bank debt to a total of $200 billion this year. This action should provide greater support to mortgage lending and housing markets. 2 Federal Open Market Committee, minutes of the December 15, 2008 meeting, p.l, http://www.federalreserve.gov/newsevents/press/monetary/20090318a.htm 2 Same j s First Quarter 2009 Financial Report City of Vancouver 4 Packet Page 85 of 343 Year End Levels. Year,%. Dec M-' Change Treesury Securities 30-Year Bond_ 2.68% -137% I0-Ye& Note 2.21% -1:82% :5-Y0r, Note 1:66% 2 Year; Nate I -Range; Fed Funds. Tafgat Rate t7'O.t)°/o 4.25 fo 0.25%-4.0..0% End of Week Close. Week % 'fTD % f-Mar-09: 3:Apr-N Ch{{anije Change ry .7:q.7% 0�7 J° .0 1,0 1 % 2:76%. -2.89% 0-13% 0.68.% 1.79° 1;$7%. 0.00% 132% '4.91u a9�a. 0,04% 70.02% Range. 1 Range Range R. -Range 0.00% 0.00% 0.00,10 '0.00% 0.25% 0.25% 0.00°% 0.00% Stock: Prices DJIA .81776 =33.8% 7.775. .8,018. 3.1% -8.6% 5�P500 903` -3$:595 1316 843 13% -61% NASDAQ composite 1,577', -40.5% 1,645 1,522. 5.0°fa 2.8% Russell2000 499 421 455 6.3% -8.7.d1 . Wilshire.5000 9,081` -38.7%- 8128T -8;599:: 3:8%0 -5.4% Con9modity Rrices Crude Oil, i fTl PJbarreij _6t3; 53 9k' $52.38 $52 51. O: c' 1.7:7% Gold 4CC}M { aiirlc `b926'4 P4.60: -3, 15e 5aurc:ioom6rg: • Measure of consumer confidence remained low during the first quarter of the year. The index is tracked by the US Conference Board. The graph below shows consumer confidence compared with monthly retail sales. There is a noticeable correlation between the two indicators. Consumer Confidence rim Retail Sales Confidence 10% 120 110 596 100 11Ma 90 0% 11 E f $0 v 0 70 -5% 60 Ln p n t u 50 i -10% 40 30 -15% 20 4 `$ q q g o o 0 0 0 II 3 1� 31 7 �1 3 1�3 C V i updated 3131109 • The US Conference Board also tracks economic indicators in ten different areas to assess the health of the economy and to gauge the direction of economic development. The First Quarter 2009 Financial Report City of Vancouver 5 I Packet Page 86 of 343 cumulative product of the ten indicators is called the US Leading Index. During the first quarter of 2009, the US Leading Index has declined by 0.7%, following a 5% decline during 2008. The major negative contributors included building permits, stock prices and the index of supplier deliveries made.3 ne Corn(irrrrcr Board LandGrr Foaxamfch4racTw MTZ for tha U1. is stM v0En8ne down IndexJ2000-]00) n mwn r 108 DM W 107 105 105 104 10; 102 101 100 99 98 97 98 95 n.[anrr.haee.nfulnfeaHu>YrW,AWh+r�Mur.►sdswa 94 93 snuroe•i2 State and Local Economy The Washington Economic and Revenue Forecast Council published its March forecast for years 2009-2011. The forecast acknowledged a further significant deterioration of both, the national and the state economies beyond the November expectations. According to the forecast, in the state of Washington, "... the weakness in housing activity and auto sales has spread to other sectors of the state economy - non-residential construction, manufacturing, aerospace, software publishing and retail sales." 4 • The most recent state forecast anticipates the national and state economies to remain in recession for most of 2009, flattening in the third quarter. Improvement is anticipated to begin in the second half of 2010.5 Due to deteriorating economic conditions, the revenue forecast for the State General Fund for the remainder of the current biennium was reduced by $0.7 billion, or 2%, to $27.9 billion. Forecast for the 2009-11 fiscal biennium was reduced by $2.1 billion, or 7% to $27.9 billion, amount very close to that anticipated to be collected in the current biennium. The revision resulted from a significant downturn in the state and national economy.6 3 The Conference Board US Business Cycle Indicators, US Leading Economic Indicators and Related Composite Indexes, April 20, 2009, http://www.cohference- board.org/economics/bci/pressRelease_output.cfm?cid=1 4 March 2009, Washington Economic and Revenue Forecast, State of Washington, Volume XXXII, No. 1, p. 2-4. 5 Same, p. 4 6 March 2009, Washington Economic and Revenue Forecast, State of Washington, Volume XXXII, No. 1, p. 37-49. First Quarter 2009 Financial Report City of Vancouver Packet Page 87 of 343 At the national level, the Latest data continues to indicate that the number of building permits in the single-family sector continues to decline, suggesting that builders have significantly slowed down the pace of new construction. Housing starts measure construction of residential units per month. The graph below shows national data. At the national level, March of 2009 housing starts data was one of the lowest in recorded history of this measure. The sharp decline in March to 510,000 units nation-wide was down 48.4 % compared to 2008. The sector remains under a continued pressure of excess supply of unsold homes. 7 2500 a 2000 15M a 1000 500 Housing Starts •�••a®Starts—6-morMAvg ---------- 0 Updated 4116109 �Ti �'II�� o � 0 � Dm Ps S-:,ins• Y:*,w An01P rpn. :_e �°; nA"I' .�,.�.,r-,.r .�6..;�,., �� �,; •+ `'; •' . • The City of Vancouver also has experienced a dramatic slowdown in the number and valuation of residential permits in late 2008 and the first quarter of 2009, compared to prior years. The number of residential permits data is the local data equivalent for housing starts. The decline in local housing starts that began in 2007 has significantly deepened during 2008 and the first quarter of 2009. Valuation of permits submitted during 2008 was the lowest in the past eights years, representing as much as a 48% drop in valuation compared to the highest year, 2005. The number and valuation of the residential permits processed during the first quarter of 2009 is the lowest in valuation and numbers compared to comparable data from prior ten years. 7http://www.nasdaq.com/asp/econodayframe.asp?page=http://a nosdaq.econoday.com/byweek.asp? Gust=nasdaq First Quarter 2009 Financial Report City of Vancouver 7 Packet Page 88 of 343 Quarterly Residential Permits and Valuation 200 $18.00 180 N $16.01) y% 180 $14.00 E E140 5 512.00 b a- 120 - 'A 510.00 0 1 00 1 ae.00 8 60 s S6.00 60 40 $4.00 Z 20 $2.00 o li+ a- & o o a a a a a S a S o a a a a 5 N FN R 2 R R R R R R 19 ar. Residential Permits--e—Resld. Valuation Data provided by the Department of Review Services, City of Vancouver. • The number and valuation of residential permits further dropped during the first quarter of 2009 to the lowest numbers in the past decade. 80 50 Commercial Permits and Valuation ---- — $120.00 $100.00 x 57 a 40 $80.00 a E 30 580.00 N e e n 20 $40.00 a 10 $20.00 x 0 $- 2001 2001 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 2009 01 Q3 Q1 Q3 01 03 01 03 01 Q3 01 03 Q1 Q3 Q1 Q3 01 ores commercial permits .-HComm. Valuation Data provided by the Department of Review Services, City of Vancouver. • The national Inflation rate as measured by the U.S. Consumer Price Index for All Urban Consumers (CPI-U) in March of 2009 declined by 0.1%, following a 0.4% gain the month before, as reported by the U.S. Department of Labor. First Quarter 2009 Financial Report City of Vancouver 8 Packet Page 89 of 343 Consumer Price Index 6.0% Core CPI —CPI --------------------------------- 5.0% --.----.--------------------------------•----- d 4.0%--•----- - -- --- -- ---------------- ----- ----- ----- 3.0% -- • --------------- -------------- ------•------- ------ u 2.0% ---- I 0.0% I -1.0%- tn 0 `n `$ 0 0 o S 4 4 3 0 0 0 Q• O O 4-'t O O Updated 445109 7n1a 5oJJrce:. Ai vex a)r'g b. t"J. . • The local Portland -Vancouver metro inflation rate is published twice a year by the Bureau of Labor Statistics. The metro inflation rate (CPI-W) for the 12 month period ending on December 31, 2008 was 2.8%. • According to the Bureau of Labor Statistics, the county unemployment rate was 12.6 percent at the end of February of 2009. The City of Vancouver unemployment rate has stayed lower than the County unemployment rate consistently since December 2004. The unemployment rate at the City was 8.8 percent at the end of February 2009. Unemployment Trend (Not Seasonally Adjusted Data) -I w.u-to - -- - z..s% 12.0% - 10.7 10.0% - — 8.0%- 6.0 4.0% ,C 2.0% 0.0% OVA e City of Vencou%er County — — Metro Data provided by the Bureau of Labor Statistics • Home sales are cyclical. Typically, they increase in the second and fourth quarters of the year. Signs of slowdown have been noticeable in the regional real estate market since 2007. The total number of houses sold in the first quarter of 2009 was the lowest number for the first First Quarter 2009 Financial Report City of Vancouver 9 Packet Page 90 of 343 quarter since 2001. The market in Clark County appears to have slowed significantly, following the national downturn in the housing market. • Home prices continue to decline nationally and locally, according to the S&P's Case-Shiller Home price Index. Data for January 2009, (the latest month available), indicates that the prices declined by 14% from January 2008 for the Portland Vancouver Metro Area. S&P Case- Shiller Home Price Index for Portland -Vancouver Metro "0.00 180.00 160.00 140.00 120.00 100.00 8000 60.OD 40.00 2000. 0.00 as 0 0 Ai` 9P SP S331 a 0 01 0 0 $1 01 0 fit+ 1P 10 �y hoc �c hoc �c 4o 10 $c 10 e lip Data source: S&P, www2.standardandpoors.com • The median home price for Clark County has been decreasing through the first quarter of 2009 and reached the same median home price range experienced in the county in 2005. The median home price in the first quarter of 2009 is estimated at $224,000, as reported by the Vancouver service Riley and Marks to the Columbian. The current median home price is lower by 12% than the median home price at the end of the first quarter of 2008. The graph below represents house sales and changes in the median county house price over time. $290,000 $270, 000 $250, 000 $230,000 $210, 000 $190.000 $170,000 $150,000 $130, 000 Quarterly Sales of Existing Homes and Median Sales Price in Clark County 2400 2200 2000 1600 160C 140C 120C 100C ea0 r1 Existing Home Sales 0 Median Home Price Source of Data: WSU Center for Real Estate Research, Riley and Marks First Quarter 2009 Financial Report City of Vancouver 10 Packet Page 91 of 343 III. Financial Results General Fund REVENUES Revenues in the General Fund came in below forecast at the end of the first quarter of 2009. Total collections reached $24.5 million, or 19% of the forecast, compared to $26 million, projected to be received during the first quarter of the year. If the current revenue trends continue through the end of the biennium, the city's General Fund revenues will be short of forecast by approximately $4.5 million. (There will also likely be a $2 million shortfall in the Street Fund.) City of Vancouver 2009 Revenue Forecast.. $131.7 million Electric, nal, gas, lelepho cable N U11111y Taxes 13% tvYsc. Cost Plan 'fO� B% Permits and Recreation Fees 8% Sales tax, utility tax, and permitting revenues 15% came in below projections in the General Fund. �raperlyTax Credit tightening that started in the second half 3M of 2008 and continues through the first quarter sale, raa of 2009, a depressed housing market, and 21% falling consumer confidence have impacted the local revenue receipts and will continue to impact city revenues in the months to come. Following is detailed information regarding the main revenue sources of the General Fund. Cumulatively, the six chief sources of revenue listed on the chart below represent more than 82% of the total forecasted revenues in the City's General Fund. General Fund Major Tax Revenue Collections Compared to Year -End Forecast 40 35 27.4 7.4 7.5 7.7 1.5 27.2 17.5 6.3 5.9 6.l 5.8 7. First Quarter 2009 Financial Report City of Vancouver N Packet Page 92 of 343 First Quarter 2009 Financial Report City of Vancouver N Packet Page 92 of 343 Property Tax • Property tax revenues are typically received during the second and fourth quarters of the year. The amount of revenue is based on the assessed valuation and is estimated using the County Assessor's data. Deviations from estimates in this revenue source are mostly related to the amount of new construction and delinquency rates. • Total property tax collections during the first quarter of 2009 were $2.3 million, representing 6% of the property tax forecast for the year. The second quarter of the year will likely provide an insight whether or not the delinquency rates are higher than those anticipated In the forecast. 50 H 40 ° 30 - = 20 - 4i 10 - 0 Sales Tax Quarterly Property Tax Collections 2002 2003 2004 2005 2006 2007 2008 2009 ® First ■ Second ❑ Third ❑ Fourth ❑ Forecast • The sales tax rate of 8.2% in the incorporated area is distributed as follows: 6.5% to the State, 0.5% for the City's "basic" sales tax, 0.3% for the City's "optional" sales tax, 0.21YO for the City restricted to funding Public Safety, the County's additional optional 0.1 % for Law and Justice, 0.1 % for addressing the region's methamphetamine drug addiction and related crime, and 0.5% for C-TRAN. • By Council action, beginning in 2007, 2/10 of one percent in sales tax has been redirected from Transportation to Public Safety and deposited in the General Fund. • Sales tax collections through the first quarter of 2009 totaled $6.3 million in the General fund, or 22.8% of forecast. This amount of revenue represents a 12% decline in sales tax collections compared to sales tax revenue received during the first quarter of 2008. As mentioned above, recent developments in the global economy raise significant concerns with the level of sustained retail sales in Vancouver during 2009 and 2010. First Quarter 2009 Financial Report City of Vancouver 12 �- Packet Page 93 of 343 Quarterly Sales Tax Collections 30 25 v 20 c 0 E 15 c 6... 10 5 0 2002 2003 2004 2005 2006 2007 2008 2009 ® First ■ Second ❑ Third ❑ Fourth ❑ Forecast 1 Growth in taxable retail sales over the past several years has been fueled by the robust real estate market and new construction. Construction and real estate related sectors (construction, building materials/hardware, furniture and home furnishings and appliances) had a double-digit growth in the City between 2005 and 2007, but growth slowed significantly since. • The chart below graphically depicts the fluctuations in growth rates of taxable retail sales over the past five years. 30.0% 20.0% 10.0% 0.0% -10.0°(g`� -20.0% Quarterly Taxable Retail Sales Growth (trailing 12 month) -+- Unincorporated Clark County --m— Vancouver Data Source: Quarterly Business Review, WA Department of Revenue • The trailing 12 month sales tax growth rate in Vancouver was negative, at a -10.3% decline at the end of the fourth Quarter of 2008. The taxable retail sales growth rate in unincorporated Clark County has decreased -13.6% for the same time period. Due to First Quarter 2009 Financial Report City of Vancouver 13 Packet Page 94 of 343 --J� a lag in reporting, data for the first quarter of 2009 will be available in early July of 2009. • Sales tax is likely to come below forecast by approximately $3.5 million by the year end. Utility Taxes • Vancouver collects a 6% utility tax on electrical, natural gas and telephone revenues provided by entities other than the City. The City also charges cable franchise fees. The City has collected $5.8 million in utility taxes on non -city -owned utilities through the end of the first quarter of 2009. • The natural gas tax revenues through the first quarter of 2009 reached $1 million. Collections are on track to meet forecast. ii • Telephone tax revenues totaled $1.5 million in the first quarter, or 25% of the forecast for the year. Revenue collections of this tax are on track to meet forecast. • During the first quarter of 2009, $2.9 million was collected in electrical tax revenue, or 39% of the forecast for the year. Historically, electrical tax revenues receipts for the first quarter fall somewhere between 36% and 43% of the annual total. Revenue collections in this tax are on track to meet forecast for the year. I14111Mi TNvee $18.0 $16.0 $14.0 o $12.0 $10.0 E $8.0 1c 4 $6.0 $4.0 $2.0 $0.0 Natural Gas Telephone Electrical Tax Water/Sewer/ Drainage/ Solid Waste ® 2008 Collections ❑ 2009 Forecast 0 1 Q 2009 Collections • The revenue from cable franchise fees collected through the end of the first quarter totaled $0.4 million, or 28% of forecast for the year, meeting projections. First Quarter 2009 Financial Report City of Vancouver 14 Packet Page 95 of 343 Water, Sewer, Storm Water and Solid Waste Taxes • Water, Sewer and Storm Water Tax Revenue experienced an 8.6% increase in 2007 and 5.4% increase in 2008. The increase was mainly due to a 0.5% annual increase in water, sewer and storm water utility tax through 2008 to a rate of 16%. • By Council action, the utility tax rate on city -owned utilities increased to 20% in 2009. • Prior to 2009, the City charged a solid waste franchise fee for garbage collection services to fund operations of the Solid Waste fund with a portion of the fees, equivalent to approximately 12% tax rate, deposited into the General Fund for general use. In 2009, the franchise fee portion, (related to the general use), was converted to a utility tax of 20%. • Collections of Water, Sewer, Storm Water and Solid Waste utility tax revenues through the end of the first quarter totaled $3.5 million, or 21 % of forecast for the year, approximately 2% below forecast. The graph below adds solid waste franchise fee related to general use to the utility tax collections in years 2002-2008. Quarterly Utility Tax Collections History 20.00 18.00 16.00 14.00 0 12.00 0 10.00 8.00 6.00 4.00 2.00 0.00 2002 2003 2004 2005 2006 2007 2008 2009 ca First Quarter ■ Second Quarter o Third Quarter o Fourth Quarter ❑ Forecast • Residential water revenues are anticipated to make up 79% of the total water user revenues, while residential sewer fee revenues are anticipated to make up 65% of the total. Grant & Entitlement Revenues ■ Grant revenues recognized through the first quarter of 2009 were $0.1 million, or 30% of projections. Due to the state/federal fiscal year being different from that of the city, some grants that the city receives run through the middle of the following fiscal year. The majority of grants reimburse the City for the eligible expenses after these expenditures occur. The largest share of the reimbursement requests takes place during the last quarter of the year. The unspent 2008 grant dollars will be carried First Quarter 2009 Financial Report City of Vancouver 15 Packet Page 96 of 343 .!,4, forward in the Spring Supplemental of 2009. The largest grants received by the City's General Fund are Domestic Violence grant in Police and grants related to encouraging commute trip reduction in Transportation. Charges for Goods and Services The City recorded approximately $1.7 million in charges for services in the first quarter of 2009, not taking into account internal charges for services provided by City agencies to each other. The largest program areas that bring in fee revenue are the Development Review Services and Recreation programs. Planning Permits o Planning permit revenues came in significantly lower than forecasted. Through the end of the year collections totaled $0.26 million, or 21 % of the forecast. During 2007 and 2008, the City experienced a decrease in both the number of single family residential permits issued and in their valuation. Revenue for land use and transportation planning from the first quarter of 2009 is approximately 8% below last year's first quarter permitting revenue. If the trend continues, this revenue source will be approximately $400 thousand below the 2009 annual forecast. o The department has reacted to the drop in activity by eliminating seven positions in the 2009-2010 biennium and 2 additional positions after the beginning of 2009. Recreation Program Fees o At the end of the first quarter of 2009, recreation program fee revenue collections totaled $1.3 million, or 21 % of the forecast. The fees were increased by 5% in 2009 during the budget process. If the trend continues, recreation fee revenue will be below projections by $500 thousand by the end of 2009. o Recreation program revenues from the Firstenburg Community Center are i anticipated to fully cover the operating costs of the center in 2009. EXPENDITURES ■ General Fund expenditures by the end of the first quarter of 2009 were $31.3 million, or 23.8% of the budget. • Expenses vs. budget by category within the General Fund are shown in the chart below. Expenditures are on track with historic spending trends. First Quarter 2009 Financial Report City of Vancouver 16 Packet Page 97 of 343 r' $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 General Fund Expenditures by Category $54.7 $13.7 $13.0 $13.7 $7.4 $2.8 $1.8 petits 1,wgo" . Mtetnal Soionesl� S�ppl�esl$eM�s --- .-....._--_-1 ® 2009 Budget ■ Mar-09 1 • Salaries and benefits expenditures in the General Fund during the first quarter reached $13 million, or 23.5% of the annual budget, following the City's historic spending pattern in this category. • General Fund expenditures in the supplies and services category were at 20.27o of budget at the end of the first quarter, or $2.8 million. The expenses in this category are following the City's historic spending pattern. • The intergovernmental category of expenditures encompasses payments by the City to other jurisdictions based on inter -local agreements in place and internal transfers supporting other funds. Expenditures in the intergovernmental category reached $13.7 million or 25.1% of the budget. Cash Balance • The available General Fund operating cash balance was $2.93 million at the end of March 2009, representing an increase of $787 thousand compared to the first quarter of 2008. There were no outstanding interfund loans payable to the General Fund on March 31, 2009. ■ The General Fund emergency reserve was $8.9 million at the end of the first quarter 2009, which is $818 thousand higher than comparable 2008's balance. Fund Balance • The cash balance represents a snapshot on a particular date, while the fund balance factors in revenues that are anticipated to be received by the end of the year and expenditures that are anticipated to happen through the end of the year. First Quarter 2009 Financial Report City of Vancouver 17 Packet Page 98 of 343 • The undesignated fund balance in the General Fund at the end of 2008 was $16.2 million, (in addition to the General Fund Emergency Reserve of $8.9 million and the capital reserves for art -related projects of $851 thousand). If no action is taken to reduce the 2009-2010 budget, the fund balance at the end of 2009 would decline to less than $10 million. Street Fund • Expenditures in the Street Fund were at $3.7 million, or 23.5% of the budget at the end of the first quarter of 2009. • Revenues, excluding a budgeted general fund transfer, totaled $1.1 million, or 16% of the forecast. This fund's largest sources of revenue are state shared revenues from the motor vehicle fuel tax (MVFT), real estate excise tax (REET), and a transfer from the General Fund. Collections in both these sources were significantly below forecast. MVFT revenues reached $806 thousand. This amount is approximately $75 thousand below collections during the same time period last year and is significantly below forecast for the year. This revenue source is a set tax per gallon that does not depend on the price of gasoline. The significant increase in gasoline prices nation-wide that were experienced over the past two years resulted in declining gasoline consumption in the state. The decline in consumption has negatively impacted tax revenue collections state-wide and decreased the proportionate share of the tax received by the City. If this revenue trend continues the motor vehicle fuel tax will come in approximately $600 thousand below projections. 18.0 16.0 =14.0 012.0 =10.0 = 8.0 = 6.0 49. 4.0 2.0 0.0 Street Fund: Revenues, Expenditures and Fund Balance 2099 Rovanue t rend / Current Estimate of the Ending Fund Belence 2001 2002 2003 2004 2005 2006 2007 2008 2009 Budget © Fund Balance Expenditures Revenues - - - - Updated 2009 Forecast Real Estate Excise Tax (BEET) • Real Estate Excise Tax (REET) of one -quarter of one percent of the selling price is imposed on each sale of real property in the corporate limits of the City. The tax is deposited into the Street Fund and is restricted to fund preservation of the City's street system. The City also collects REET for Parks and Transportation capital. First Quarter 2009 Financial Report City of Vancouver 18 Packet Page 99 of 343 • REET revenue was growing rapidly in years 2004-2006 fueled by the favorable real estate market and increasing home prices. REET revenues have been declining since 2006. The 2008 revenue collections were 38% below the revenues collected during the 2007. An additional decline of 61 % has been noticed in revenue collections in the first quarter of 2009, compared to last year. If the trend continues, the shortfall in this revenue will reach $1.4 million, compared to forecast. • No immediate signs of improvement are anticipated in this revenue source over the 2009-10 fiscal period. The number of houses sold per quarter during the first quarter of 2009 has decreased to the lowest levels since 2002. • The graph below demonstrates fluctuations in REET collections over the past seven years. 3.50 3.00 c 2.50 = 2.00 .E L 1.50 1.00 0.50 0.00 Quarterly REET Collections in the Street Fund Updated 2002 2003 2004 2005 2006 2007 2008 2009 ® First ■ Second 0 Third 0 Fourth 0 Forecast Consolidated Fire Fund • Fire Fund revenues (exclusive of General Fund support) were $0.2 million by the end of the first quarter of 2009, mostly representing permit and grant revenue. 35 30 25 N A 20 c 15 10 5 0 First Quarter 2009 Financial Report Consolidated Fire Fund 2001 2002 2003 2004 2005 2006 2007 2008 2009 o Fund Balance f Expenses --4-- Revenues City of Vancouver 19 Packet Page 100 of 343 ti — .— �.'i .c Note: Transfers within Consolidated Fire Fund are excluded • Total operating expenditures were $7.8 million, or 23% of the budget. The level of expenditures was in line with projections. Building Inspection fund • Building Inspection Fund revenues during the first quarter totaled $1 million, or 21% of the forecast, including the internal cost plan revenues. • The forecast for the Building fund fee revenue anticipated a 25% decline, following a 22% decline in the 2008 fee revenues. Both, residential and commercial construction have significantly decreased compared to prior years. • The 2009-2010 Adopted Budget included elimination of 13 positions in the Building Fund early in 2009 to adjust staffing levels for the expected drop in workloads. Additional 4 positions were eliminated during 2009 to reflect the level of construction activity in the city. • Building Fund expenditures were at $1.3 million, or 25% of the budget by the end of the first quarter of 2009. • The fund balance in the Building Fund will support funding a replacement of the permitting system, Tidemark, and funding of a permanent housing solution for the Building Fund's employees. The current rental arrangement for space is not sustainable over the long run. 14 12 a 10 e 0 8 E 6 c yr 4 Building Fund ExpenditureslRevenues and Fund Balance 2001 2002 2003 2004 2005 2006 2007 2008 2009 p Ending Fund Balance — * Revenues —s— Expenditures First Quarter 2009 Financial Report City of Vancouver 20 Packet Page 101 of 343 Parkin4 Fund • Fee and fine revenues through the end of the first quarter of 2009 reached $0.6 million, or 25% of the forecast, not including the supporting transfer from the General Fund. These revenues represent a 13% increase over revenues collected in 2008. The General Fund support of the Parking fund is anticipated to decrease from $1.4 million in 2008 to $1.25 million in 2009. Over time, the fund is anticipated to become self-supporting. Operating expenses through the end of 2008, excluding depreciation, were $0.5 million, on track with budget. Utility Operations Operating transfers between the Water, Sewer and Storm Water funds are included in the accompanying report, Attachment A, per budget requirements. These transfers are generally eliminated when financial statements are prepared. Financial statements for utility funds are prepared on a quarterly basis. Please call (360) 619-1068 to receive a copy of the detailed financial statements for the utility funds. Water Water sales revenues were $4.6 million by the end of the first quarter, or 21 % of forecast for the year, below forecast. There has been a noticeable decline in the private development contributions in 2008 compared with both, 2007 and 2006. Private development contributions fund system development. A further decline of close to 25% in this revenue is anticipated in 2009. Expenditures in the Water fund in the first quarter totaled $6 million. Sewer Sewer charge revenues in the Sewer Fund came in a little lower than forecasted. Total collections equaled $7.3 million, or 25% of forecast. This level of collections matches that in 2008 sewer charge revenues. There has also been a significant drop in the amount of private development contributions received, much more significant than on the water side. Total collections in this revenue source dropped from $4.2 mil (2006) and $3.6 mil (2007) to $1.7 million in 2008, representing a 53% decline over one year period. The decrease of such magnitude in the private development contributions will negatively impact future sewer capital program. Total revenues in the Sewer fund, including interfund transfers totaled $9 million. Sewer expenditures for 2008 totaled $10.5 million. Storm Water By the end of the first quarter of 2009, $2.2 million in storm water fee revenue was received. Collections came in slightly below forecast. Overall, expenditures in the Storm Water fund were at $2 million, or 20% of the budget. First Quarter 2009 Financial Report City of Vancouver 21 Packet Page 102 of 343 IV. Outstanding Debt At the end of the first quarter of 2009, the City had about $107 million of general obligation (G.O.) debt outstanding and approximately $100.9 million of revenue bond debt outstanding. General obligation debt is backed by the full faith and credit of the City and by general taxes. Revenue bond debt is supported by a pledge of specific revenues. All of the City's revenue bond debt is supported by the City's water and sewer utilities. The weighted average interest rate for the City's general obligation debt is 4.27% while the average interest rate for the City's revenue bond debt is 4.16%. A complete list of the City's outstanding debt is included in Attachment C. V. Investments Market Conditions During the first quarter, financial markets remained depressed as the liquidity crisis continued to take its toll on most sectors of the economy. The Federal Open Market Committee (FOMC) held its target federal funds rate to a range of 0% to .25% during the first quarter. The FOMC remained concerned about the tight credit conditions in the financial markets and has doubled its balance sheet to $2.1 trillion through several programs to facilitate market liquidity. The housing market continued to decline during the first quarter as foreclosure rates increased, despite lower mortgage rates. Consumer spending remained low during the first quarter as consumer's remained concerned about their employment. During the first quarter, the city had $8 million invested in non-negotiable certificates of deposit with Bank of Clark County, which was closed by the Washington Department of Financial Institutions, with the Federal Deposit Insurance Corporation (FDIC) appointed Receiver. The City received all monies invested with Bank of Clark County by the FDIC and the Public Deposit Protection Commission in February 2009. The shape of the yield curve steepened slightly during the first quarter while the overall curve was slightly higher than the prior quarter. The short end of the yield curve increased less than the longer -end of the yield curve. The yield on the three-month Treasury increased from .076% in December to 0.201 % at end of March. The six-month Treasury yield also increased from .259% to 0.415% during this quarter. The yield on the two-year Treasury went up 3 bps to 0.796%. The thirty-year Treasury yield also increased, ending the quarter at 3.534%. Market risk of the City's portfolio is low. Investment maturities remain the same from the prior quarter and are selected to meet expected cash needs. Therefore, it is unlikely that an investment would have to be liquidated before maturity. First Quarter 2009 Financial Report City of Vancouver 22 Packet Page 103 of 343 Y I E L 0 S P R E A 0 HISTORICAL YIELD CURVE PAGE 1 OF 2 DATE RANGE ® MTY RANGE . • ..• ... . . .. ✓ . . ... . y . .. . . . . . . . . . . . . . . . . . . . .. .. . . . . .. . . . .. ... .................................................... . e.....r.................................................. -Me- 3/31/09 ' --0- 12/31/08 .50 00 -.50 3 6 1 2 3 5 7 10 30 Australia 61 2 9777 8600 Brazil 5511 3048 4500 Europe 44 20 7330 7500 Germany 49 69 9204 1210 Hong Kong 852 2977 60M Japan 81 3 3201 9900 Singapore 65 6212 1000 U.S. 1 212 318 2000 Copyright 2009 Bloomberg Finanoe L.P. 84 686303 G447-302-1 21-Apr-2009 10,40t18 .................... ............. ] [ The City complies with State statutory guidelines and the City's investment policies that limit the types of securities purchased. These consist of U.S. Treasury issues, federally -backed agency securities, and other relatively risk -free investments. The City does not leverage its portfolio nor does it invest in derivatives. Some police and fire pension funds are invested in allowable high- grade corporate bonds. Investment Performance The average amount invested year-to-date was $217 million. The portfolio had an average yield of 2.15%, which was 89 bps higher than the projected yield of 1.26%. The projected yield is based upon the blended yield between existing rates and expected market rates when new investments are purchased during the year. The year-to-date yield is 103 bps higher than the State Investment Pool, which had an average yield of 1.12%. The State Pool has a weighted average maturity of 62 days. The City's investment portfolio is approximately 10.2 months. Longer -term portfolio yields will outperform shorter -term portfolio yields in a falling interest rate environment. Interest revenue distributed to all funds during first quarter of 2009 was $1.2 million. The City's investment portfolio profile is detailed in Attachment D. VI. Interfund loans In 2003, Council passed an ordinance giving the City Treasurer the authority to make interfund loans to meet the short term liquidity and cash flow needs of the City's various funds. The ordinance requires the City Treasurer to provide a quarterly report to City Council showing the amount of all interfund loans outstanding and the repayment plan for those loans. The table First Quarter 2009 Financial Report City of Vancouver 23 Packet Page 104 of 343 F• below provides this information. Five funds required interfund loans through the first quarter of 2009. All interfund loans were paid off at the end of the first quarter. Interest is charged on all interfund loans at the current rate of return for the City's investment pool. City of Vancouver Outstanding Interfund Loans Through First Quarter 2009 Balance Interest Outstanding Interest Expense Fund Description 03131109 Lending Fund Rate Paid In 2009 Repayment Plan Loan due to timing between when deposits received vs. 138 Downtown Initiatives Fund $ 001 -General Fund 2.05% $ 0.98 expenditures paid Loan due to Uming between when deposits received vs. 330 Transportation Capital $ 001 - General Fund 2.05% $ 24.52 expendltures paid Loan due to timing between when deposits received vs. expenditures paid (County 342 Metropolitan Parks District $ 001 -General Fund 2.05% $ 611.04 reimbursement) Loan due to Uming between when deposits received vs. expenditures paid (County 345 REET Urban - 2nd Qtr Percent $ 001 -General Fund 2.05% $ 8,440.71 reimbursement) Loan due to Uming between when deposits received vs. expenditures paid (County 346 REET II $ 001 - General Fund 2.05% $ 623.10 reimbursement) Total Outstanding Intertund Loan Balance $ i First Quarter 2009 Financial Report City of Vancouver 24 Packet Page 105 of 343 Attachment A Quarterly Expense Summary City of Vancouver Through First Quarter of 2009 2007 2008 2009 Period Ending Percent of Expenses Expenses Budget MAR-09 2009 Budget GENERAL FUND City Council 334,640 324,259 340,150 80,948 23.8% City Manager's Office 1,444,734 1,482,829 2,029,110 403,028 19.9% Economic Development 477,783 607,746 554,808 115,391 20.8% Legal Services 3,002,682 3,292,632 3,352,712 807,552 24.1% Development Review Services 4,608,245 4,921,354 5,006,971 1,221,214 24.4% Long Range Planning 1,224,212 1,423,330 1,227,209 321,795 26.2% Parks Administration 1,132,312 1,165,685 1,148,907 238,985 20.8% Parks, Trails, & Natural Resources 1,560,547 1,707,966 1,439,758 286,550 19.9% Recreation Services 7,264,321 7,853,755 7,968,155 1,767,924 22.2% Community Services 577,435 628,595 524,969 127,587 24.3% Police 30,334,365 31,593,182 33,227,435 8,125,158 24.5% Transportation 3,689,795 3,567,760 3,529,880 920,895 26.1 % Grounds Maintenance 3,678,294 3,873,237 3,856,609 804,912 20.9% Facilities Maintenance 3,057,184 3,541,728 3,819,212 810,836 21.2% Financial and Mgmt Services 4,246,688 4,418,902 4,622,828 1,013,564 21.9% Procurement & Property Services 237,701 292,202 275,573 33,751 12.2% Media Services 604,515 646,139 620,868 135,784 21.9% Information Technology 3,217,148 3,266,982 3,411,066 497,946 14.6% COBRA 126,042 123,700 140,000 25,927 18.5% Human Resources 1,144,000 1,335,872 1,485,777 339,979 22.9% General Governmental Child Advocacy Intervention 438,026 271,968 329,835 104,596 31.7% Voter Registration 234,872 0 261,910 0 0.0% City Cable Programming 321,000 321,000 321,000 80,250 25.0% Fire District #6 15,551 17,091 0 0 Emergency Mgmt (CRESA) 135,115 139,820 131,963 74,504 56.5% Air Pollution Control Authority 49,036 51,228 53,374 52,564 98.5% Humane Society 140,314 180,643 177,288 23,044 13.0% Animal Control 264,917 289,000 368,870 24,083 6.5% Human Services 229,521 216,000 216,000 31,177 14.4% Alcoholism Support 62,569 46,465 41,915 0 0.0% Regional Transp Council 21,300 21,300 23,000 21,300 92.6% Election Support 119,812 164,233 142,910 0 0.0% Celebrate Freedom 110,000 110,000 110,000 110,000 100.0% Association of Washington Cities 61,905 66,837 70,798 70,379 99.4% Chamber of Commerce 51000 10,000 6,500 45 0.7% Opportunity Reserve 91,918 234,940 120,000 6,172 5.1% Miscellaneous 14,650 217,863 1,393,378 11,327 0.8% Retirement Contingency 0 0 50,000 0 0.0% FIRST Program 0 84,456 0 45 Impact Fee Waiver Payments 0 0 25,000 0 0.0% Court Cost District 102,884 194,775 162,359 39,192 24.1% Public Defender 394,321 502,502 511,986 186,279 36.4% County Jail Costs 3,586,392 2,884,050 4,131,658 12,794 0.3% County Corrections Costs 1,014,915 1,208,387 1,411,537 86,500 6.1 % County District Court Costs 1,463,946 967,664 1,378,940 0 0.0% General Obligation Debt Payment 5,808,106 6,136,733 6,627,962 112,288 1.7% Other Debt Payment 45,264 45,264 0 45,264 General Govt Support 34,860,403 35,883,735 34,658,485 12,134,156 35.0% Total General Govermental 49,591,737 50,265,954 52,726,668 13,225,959 25.1% Total General Fund 121,554,380 126,333,809 131,308,665 31,305,685 23.8% First Quarter 2009 Financial Report City of Vancouver 25 Packet Page 106 of 343 u Attachment A 2007 2008 2009 Period Ending Percent o1 Expenses Expenses Budget MAR-09 2009 Budget SPECIAL REVENUE FUNDS Street 12,685,265 13,821,726 15,729,569 3,698,567 23.5% Consolidated Fire 31,861,976 31,080,885 33,530,519 7,786,585 23.2% Drug Enforcement 159,421 216,997 145,410 20,065 13.8% Community Development Block Grant 1,652,071 1,430,412 1,374,787 194,631 14.2% Tourism 1,008,092 1,025,374 1,432,552 188,163 13.1 % Criminal Justice/LLEBG 166,096 263,413 156,994 28,129 17.9% Real Estate Excise Tax -1 5,213,731 2,133,953 4,096,134 1,437 0.0% Transportation Special Revenue 2,995,573 2,572,499 1,306,501 136,653 10.5% Parks L Recreation Special Revenue 20,000 107,937 21,930 483 2.2% Parks Construction - Residual REET 424,211 2,864,780 898,622 164,503 18.3% Downtown Initiatives 89,321 1,392,267 81,577 27,332 33.5% VNHR Properties 706,579 440,895 429,243 73,665 17.2% Senior Messenger 251,969 300,245 302,494 72,460 24.0% TIF Funds 1,365,547 708,841 2,235,000 38,803 1.7% PIF Funds 2,828,385 1,082,634 9,840,929 88,932 0.9% Miscellaneous Special Revenue Funds 31,086 112,720 29,179 9,465 32.4% DEBT SERVICE FUNDS G O Debt Service Fund 7,843,311 8,663,496 9,693,119 157,552 1.6% L I D Debt Fund 13,482 8,567 21,548 0 0.0% ENTERPRISE FUNDS Storm Water 9,553,454 9,053,871 9,992,713 1,965,224 19.7% Water 23,618,197 29,339,570 31,846,107 6,013,806 18.9% Sewer 32,389,072 34,886,460 39,749,218 10,544,234 26.5% Building Inspection 6,477,389 5,836,537 5,268,977 1,303,616 24.7% Solid Waste 4,471,959 4,908,237 6,445,462 360,617 5.6% Parking 2,901,989 2,797,994 3,492,727 481,515 13.8% Tennis Center 1,083,736 1,144,122 1,211,286 287,107 23.7% Fire Emergency Equipment Services 1,013,397 967,673 1,182,839 225,520 19.1% Alrpark 369,734 449,482 716,601 51,527 7.2% INTERNAL SERVICE FUNDS Fire Shop Fund 1,013,397 967,673 1,182,839 225,520 19.1% Equipment Services Operations Fun 0 0 4,184,865 754,348 18.0% Equipment ER&R Capital 4,876,128 7,380,585 2,648,259 955,645 36.1% Technology ERLR 3,500,342 2,162,048 2,810,103 571,598 20.3% Self Insurance 6,219,306 4,067,257 5,656,747 722,015 12.8% Self Insurance Benefits 11,639,458 12,722,402 16,236,654 3,415,452 21.0% Print Shop L Mail Services 632,920 587,165 653,091 147,828 22.6% AGENCY FUNDS SWAT Team 104,382 99,147 143,727 10,394 7.2% Police Pension 917,741 976,543 1,031,574 264,581 25.6% Fire Pension 1,631,508 1,490,192 1,985,005 473,221 23.8% Cable TV 2,112,139 1,832,545 2,239,502 359,052 16.0% Notes 1. This report contains the unaudited results through the end of 1st quarter of 2009. 2. This report was prepared using the methodology prescribed under the basis of budgeting. 3.Operating transfers between funds are included within this report. 4. Capital project and Water/Sewer Debt Funds are excluded; Proprietary funds only include operating revenues 5. The Water, Sewer and Storm Water funds are adopted as one legal fund but are shown separately for informational purposes. Operating transfers are included in this report and are categorized as "Misc." revenue. First Quarter 2009 Financial Report City of Vancouver 26 Packet Page 107 of 343 Attachment B Quarterly Revenue Summary City of Vancouver First Quarter of 2009 Financial Report GENERAL FUND Property Tax Sales Tax Business Taxes Electrical Tax Natural Gas Telephone Cable Franchise Fee Solid Waste Franchise Fee Total Business Taxes Excise Taxes Water/Sewer/Storm Water Leasehold Taxes Total Excise Taxes Gambling Tax Business Licenses Grants & Entitlements State Shared Revenues Intergovernmental Service Revenue Charges for Goods and Services Planning Permits Recreation Program Fees Interfund Service Charges Other Charges & Services Total Charges for Goods & Services District Court Miscellaneous Operating Transfers Total General Fund SPECIAL REVENUE FUNDS Street Fund Real Estate Excise Tax Fines/Permits State Shared Revenue Miscellaneous -Operating Transfers Total Street Fund Consolidated Fire Fund Service Charges -Fire Dist. #5 Permlt/Other Fees Miscellaneous Operating Transfers Total Consolidated Fire Fund Other Special Revenue Funds Drug Enforcement Community Development Block Gra Tourism Criminal Justice/LLEBG Transportation Special Revenue Real Estate Excise Tax - I Parks & Recreation Special Revenue Parks Construction - Residual REET First Quarter 2009 Financial Report 2007 Revenues 35,773,664 27,771,670 7,128,020 3,327,283 5,706,029 1,442,648 2,331,054 19,935,034 9,190,867 403,489 9,594,356 336,236 874,987 1,086,177 2,877,320 1,242,026 1,403,717 4,606,586 10,383,912 2008 Revenues 37,586,290 27,063,764 7,414,788 3,600,678 5,907,786 1,576,923 2,300,004 20,800,179 9,686,855 446,024 10,132,879 264,665 837,918 1,457,362 3,160,606 2,291,574 891,175 5,438,313 10,511,713 2009 Forecast 38,552,178 27,402,225 7,488,876 4,275,499 6,105,901 1,505,707 13,260,005 13,680,125 1,052,785 368,024 3,027,526 1,472,980 1,221,415 6,116,166 10,576,962 Period Ending MAR-09 2,284,753 6,252,310 2,924,664 1,038,236 1,504,738 415,722 2,792,043 104,636 2,896,679 58,971 231,349 110,322 578,471 314,106 257,529 1,297,460 2,751,324 Percent of 2009 Budget 6% 22.8% 39% 24% 25% 28% 16% 28% 21% 21% 22% 30% 19% 21% 21% 21% 26% 1,758,244 1,751,170 1,822,753 411,377 237o 3,539,671 2,807,658 1,654,856 376,700 23% 829,132 1,075,281 591,623 31,656 5% 122,437,886 126,510,630 131,717,348 24,525,499 19% 3,296,097 1,966,269 2,200,000 208,700 9% 227,022 202,931 210,000 12,979 6% 3,861,972 3,658,211 4,097,166 805,954 20% 1,306,256 554,383 561,200 118,652 21% 6,179,139 6,519,446 6,952,813 48,247 1% 14,870,486 12,901,240 14,021,179 1,194,532 9% 7,636,073 7,731,117 7,906,489 14,807 01Y0 788,733 513,520 468,583 95,424 207. 891,375 849,066 341,710 126,318 37% 287,298 230,317 1,709,695 1,441,853 1,315,125 1,393,521 205,623 171,084 2,400,700 2,339,336 3,099,412 1,595,911 63,959 58,560 239,657 772,024 City of Vancouver 143,500 51,066 36% 1,582,000 200,947 13% 1,414,862 240,934 17% 191,544 49,160 26% 2,066,020 815,710 39% 1,995,000 214,884 11% 20,000 4,073 207o 50,000 10,057 20% 27 Packet Page 108 of 343 ':F Downtown Initiatives VNHR Properties Senior Messenger TIF Funds PIF Funds Riverwest RDA Fund Miscellaneous Special Revenue Fun( DEBT SERVICE FUNDS G O Debt Service Fund L I D Fund ENTERPRISE FUNDS Drainage Storm Drainage Fees Private Capital Contributions Interfund Transfers Miscellaneous Total Drainage Fund Water Water Sales Residential Commercial Governmental Total Water Sales Private Capital Contributions Interfund Transfers Miscellaneous Total Water Fund Sewer Sewer Charge Residential Commercial Governmental Total Sewer Charges Private Capital Contributions Interfund Transfers Miscellaneous Total Sewer Fund Building Inspection Permits Plan Check Fees Miscellaneous Interfund Services Total Building Fund Solid Waste Franchise Fee -Solid Waste Service Charges -Recycling Miscellaneous Total Solid Waste Fund Parking Parking Fines Parking Meters & Lots Miscellaneous Operating Transfers Total Parking Fund Tennis Center Instruction Fees Membership Fees First Quarter 2009 Financial Report Attachment B 2007 2008 2009 Period Ending Percent of Revenues Revenues Forecast MAR-09 2009 Budget 64,265 1,229,446 157,710 31,150 20% 495,255 481,666 363,056 68,489 19% 289,999 320,639 296,282 58,177 207o 3,296,763 1,90Z441 1,739,000 122,444 7% 5,480,504 2,941,414 3,370,500 212,209 6% 0 30,765 0 526 129,852 88,218 69,000 23,597 347a 7,839,169 8,663,496 10,523,116 157,552 1 % 9,293 5,384 0 377 8,598,088 8,769,310 9,625,213 2,211,282 23% 1,418,102 1,510,939 450,000 0 0% 0 0 557,530 514,382 92% 736,907 -302,900 298,640 51,833 17% 10,753,097 9,977,349 10,931,383 2,777,497 25% 17,342,969 17,288,768 17,652,860 3,919,390 22% 3,984,346 3,840,065 4,093,021 622,107 157o 514,059 533,937 732,699 90,529 127. 21,841,374 21,662,770 22,478,580 4,632,026 21% 2,976,290 2,145,691 1,500,000 0 0% 0 n rni i ,n 313,372 c ncn �9G 4,250,762 I coc ntn 0 01)A 1 G9 0% 1 QO/ 18,875,835 19,520,744 19,255,239 5,156,450 2776 9,102,045 9,616,970 9,232,973 1,853,837 207o 1,250,519 1,299,131 1,275,575 322,274 25% 29,228,399 30,436,845 29,763,787 7,332,561 25% 3,599,343 2,041,166 1,000,000 0 0% 4,698,213 2,500,000 5,375,000 1,500,000 287o 901,550 -153,306 1,990,000 163,234 8% 38,427,505 34,824,705 38,128,787 8,995,795 247o 1,794,924 1,336,338 1,002,289 276,694 28% 2,826,960 2,277,488 1,708,116 237,308 147. 665,281 624,833 381,781 70,569 1870 930,245 1,082,744 1,510,080 377,520 25% 6,217,410 5,321,403 4,602,266 962,091 21% 4,821,139 4,415,478 2,065,062 516,266 25% 817,021 1,043,919 840,530 140,604 17% 262,099 284,061 200,000 57,892 29% 5,900,259 5,743,458 3,105,592 714,762 23% p i 634,257 710,394 675,000 206,599 31% t 1,422,857 1,596,774 1,649,379 367,838 22% { 173,715 -394,524 50,000 21,957 44076 1,137,988 1,385,454 1,245,540 311,385 25% 3,368,817 3,298,098 3,619,919 907,779 25% 185,738 200,368 204,776 48,270 24% i 253,652 243,173 261,262 65,858 25% }}4' City of Vancouver 28 r Packet Page 109 of 343 Attachment B 2007 2008 2009 Period Ending Percent of Revenues Revenues Forecast MAR-09 2009 Budget Miscellaneous 472,343 423,807 488,720 107,429 22% Operating Transfers 236,830 331,544 260,280 65,070 25% Total Tennis Center Fund 1,148,563 1,198,892 1,215,038 286,627 24% Other Enterprise Funds Fire Emergency Equipment Services 1,084,832 991,726 1,061,006 192,970 1870 Pearson Airfield 607,555 640,312 682,586 154,469 23% INTERNAL SERVICE FUNDS Equipment Services Operations Fund 0 0 4,523,568 1,506,474 337. Equipment ER&R Capital 6,901,766 7,261,855 2,451,853 817,676 337o Technology ERBR 2,157,362 2,156,750 2,315,962 543,206 237o Self Insurance 7,304,911 5,416,395 5,357,156 1,126,873 21% Self Insurance Benefits 12,661,985 13,340,164 15,011,798 3,454,473 23% Printshop & Mail Services 580,484 566,076 627,732 100,363 16% AGENCY FUNDS SWAT Team 104,644 115,891 139,860 48,916 3579 Police Pension 955,151 1,010,883 11010,000 254,127 257o Fire Pension 1,898,976 1,988,833 1,978,889 437,190 227o Cable TV 1,854,762 1,932,949 1,758,954 405,308 23% Notes 1. This report was puepnl d using the merhodologyprescribed under the basis of budgeting. 2. Operating transfers between funds are included within this report. 3. Capital Project Funds are excluded 4. The Water, Sewer and Storm Waterfunds are adopted as one legal fundbut are shown separately for Informational purposes. Private capital contributions and interfund transfers are Included in this report and are curegurized as 'Misc."revenue. 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LL ❑ IL lL LL > _m L) CNM 7 a O LL Packet Page 113 of 343 't •e eeeeeeeeeeeeee p ee eeeeee�ee � ITN �N�}}Wt OR oM N IQ aDM (O mOi— rNaO Yap q fOD fO f000O f0 f00��r�rh W ONO OnDm a~DCo W W 00) 0)CDCDCD eeeeeeeeeeeeeeeeee eeeee ee e e NM OM M N-N'O N MM (I MONOIO W MMM OM -r OV 0 N N 0 N 0 0 N N N N N N N O O N N N N O N 0 O C ��assa ��gs�a�s���sss�sos as � K M N 8 8 "' 8 a 0 8 1 @ 8$ 8 4 8 g S00 r a 8 8 a 8 B 8 g n ���a�"ssm's'sogs� M S N K K K in m K K K d K K K in K N m Co N D.. a $ 8 S( N K K K K K K K d K K K K K K 0) N 0 0 O 00 N s 3 ss 689 O Co M s n d m c c LL O O O N N r aLL 11 Packet Page 114 of 343 City of Vancouver Attachment C Outstanding Debt - General Obligation Bonds Through First Quarter 2009 True Final Issue Original Issue Amount Interest Maturity Date Purpose Amount Outstanding Cost (TIC) Date Sep-98 Transportation, Parks Land, & Airpark 13,680,000 675,000 4.80% 12/1/2009 T-Hangers Nov-99 Transportation, Management 10,000,000 455,000 5.81% 12/1/2009 Information System, Economic Development Aug-00 Transportation, Parking Structures 25,075,000 1,855,000 5.54% 12/1/2010 Aug-01 Misc Capital Projects & Refund 1992 8,495,000 4,880,000 4.50% 9/1/2015 VADA Bonds Oct-02 To partially refund 1993, 1996, 1997, 39,365,000 36,140,000 4.08% 12/1/2025 1999, & 2000 LTGO issues, and issue $1.6 million for the Oracle HR/Payroll Management System Implementation Jun-03 To construct & equip the Firstenburg Community Center, and remodel Marshall & Luepke Center Jul-05 To construct & equip the East Precinct Police facility, and to partially refund the 98A and 98B LTGO bonds. Oct-06 To fund multiple transportation projects and to fund the Marshall Community Center remodel Jun-08 To fund West Police Precinct, Fire Station 810 and Police Evidence Total Outstanding General Obligation Bonds First Quarter 2009 Financial Report 18,520,000 17,220,000 4.43% 12/1/2029 18,090,000 17,785,000 4.07% 12/1/2026 14,785,000 13,970,000 4.25% 12/1/2025 14,570,000 14,400,000 4.51% 12/1/2027 City of Vancouver $ 107,380,000 34 Packet Page 115 of 343 - � �. i.�. ,.,. �• ,•. • i4 V City of Vancouver Attachment C Outstanding Debt - Revenue Bonds Through First Quarter 2009 True Final Issue Original Issue Amount Interest Maturity Date Purpose Amount Outstanding Cost (TIC) Date Jul-93 Build Eastside treatment plant, $ 38,000,000 $ 14,955,000 5.44% 6/1/2013 upgrade Westside treatment plant Nov-99 Expansion Marine Pk Swr Treatment 339075,000 1,250,000 5.94% 6/1/2009 plant, Andresen Sewage pump station Feb-04 Partially refund the 1999 Water/Sewer 26,250,000 25,720,000 3.998% 6/1/2020 Revenue Bonds Apr-05 Partially refund the 1997 Water/Sewer 42,520,000 38,775,000 4.037% 6/1/2018 Revenue Bonds Jun-08 Refund the 1998 Water/Sewer 20,230,000 20,230,000 3.551% 12/1/2016 Revenue Bonds $ 100,930,000 First Quarter 2009 Financial Report City of Vancouver 35 Packet Page 116 of 343 � ■ �f AM-2764 Friday, Session 2, Topic 1, C. Adoption and Use of Rules of Order Edmonds City Council Retreat Date: Submitted By. - Submitted For: Department: Review Committee: 02/05/2010 Jana Spellman Council President Steve Bernheim Time: City Council Type: Committee Action: Information Subiect Title C. Adoption and Use of Rules of Order Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: AWC Rules of Order Link: Edmonds City Council Procedures Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 11:59 AM APRV 2 Mayor Gary Haakenson 02/01/2010 12:07 PM APRV 3 Final Approval Sandy Chase 02/01/2010 01:18 PM APRV Form Started By: Jana Started On: 01/28/2010 11:04 Spellman AM Final Approval Date: 02/01/2010 Information Packet Page 117 of 343 Appendix b Parliamentary Procedure Parliamentary procedure provides the process for proposing, amending, approving and defeating legislative motions. Although following parliamentary procedure is not required, it can make council meetings more efficient and reduces the chances of council actions being declared illegal or challenged procedural deficiencies. A city may adopt, by ordinance or resolution, its own set of rules governing the conduct of council meetings, or it may adopt by reference formalized rules such as Robert's Rules of Order. Many Washingt cities have adopted Robert's Rules, supplementing those rules with additional rules on issues such as, voting abstentions and motions for reconsideration. (See Appendix 2, Sample Council Rules of Procedure.) Motions Business is brought before the council by motions, a formal procedure for taking actions. To make a motion, a councilmember must first be recognized by the mayor_ After the councilmember has made a motion (and after the motion is seconded if required), the chair must then restate it or rule it out of of then call for discussion. Most motions require a second, although there are a few exceptions. - Exact wording of motions and amendments is important for clarity and recording in the minutes. if it's a complex motion, the motion should be written down for the chair to read. Robert's Rules The following summarizes important points from Robert's Rules of Order. Other parliamentary rules or your own council rules of procedure may contain different provisions. Use parliarnenl procedure as a Tool, not a bludgeon. Only one subject may be before a group at one time. Each item to be considered is proposed as a motion which usually requires a "second" before being put to a vote. Once a motion is made and seconded, the chair places the question before the council by restating the motion. U "Negative" motions are generally not permitted. To dispose of a business item, the motion should x phrased as a positive action to take, and then, if the group desires not to take this action, the motic should be voted down. The exception to this rule is when a governing body is asked to take action a request and wishes to create a record as to why the denial is justified. O Only one person may speak at any given time. When a motion is on the floor, an order of speaking prescribed by Robert's Rules, allowing the mover of a motion to speak first, so that the group understands the basic premise of the motion. The mover is also the last to speak, so that- the group an opportunity to consider rebuttals to any arguments opposing the motion. U All members have equal rights. Each speaker must be recognized by the moderator prior to speakit Each spe+r should make clear his or her intent by stating, "t wish to speak for/against the motioi prior to stating arguments. U Each item presented for consideration is entitled to a full and free debate. Each person speaks onte until everyone else has had an opportunity to speak. AWC & MRSC r' 'd ouncilmember's Handboo €I i i ❑ The rights of the minority must be protected, but the will of the majority must prevail. Persons who don't share the point of view of the majority have a right to have their ideas presented for consideration, but ultimately the majority will determine what the council will or will not do. Types of Motions Robert's Rules of Order provides for four general types of motions. Main Motions The most important are npain motions, which bring before the council, for its action, any particular subject. Main motions cannot be made when any other motions are before the group. Subsidiary Motions Subsidiary motions are motions which direct or change.how a main motion is handled. These motions include: Tabling. Used to postpone discussion until the group decides by majority vote to resume discussion. By adopting the motion to "lay on the table", a tajority has the power to halt I consideration of zhe question immediately without debate. Requires a second, non- , debatable, not amendable. ; Previous Question or Close Debate. Used to bring the body to an immediate vote. It closes debate and stops further amendment. Contrary to some misconceptions, the majority decides when enough discussion has occurred, not the -moderator. The formal motion is to "call for the question" or "call for the previous question," or simply, "1 move to close debate." The motion requires a second, is not debatable and requires a two- thirds majority. Limit/Extend Debate. May be desired if the group has adopted a rule limiting the amount of time that will be spent on a topic, or if the group desires to impose a time limitation. Postpone to a Definite Time. Similar to tabling, except that the motion directs that the matter will be taken up again at some specific date and time. Refer to Committee. Directs that some other body will study the matter and report back. Amendment. Used to "fine tune" a motion to make it more acceptable to the group. The amendment must be related to the main motion's intent and cannot be phrased in a way that would defeat the main motion. Two amendments may be on the floor at one time: the first amendment modifies the main motion, and the second amendment Must relate to the first amendment. When an amendment is on the floor, only the amendment may be debated. The amendments are voted on in the reverse order in which they were made, as each amendment changes to some degree the intent of the main motion. As each amendment is voted on, an additional primary or secondary amendment may be introduced. Requires a second, debatable, majority vote. Postpone nde[iinitely. This motion effectively kills a motion., because, if adopted, a two- thirds votelis subsequently required to take the matter up again. AWC & MRSC — Appendix Packet Page 119 of 343 Incidental Motions Incidental motions are housekeeping motions which are in order at any time, taking precedence over m motions and subsidiary motions. These motions include: Point of Order. To bring to the group's attention that the rules are being violated. You r don't need not to be recognized prior to making a point of order. This is not really a motion, but requires the moderator to make a ruling as to whether or not immediate consideration is proper. # Appeal from the Decision of the Chair. The group can overrule the chair on any ] decision, While the motion must be seconded, it cannot be amended. When this motion Ili is moved and seconded, the moderator. immediately states the question, "Shall the 1 44 decision of the chair stand as the judgment of the council?" If there is a tie vote, the t . chair's decision is upheld. The motion is not debatable when it applies to a matter of improper use of authority or when it is made while there is a pending motion to close debate. However, the motion can be debated at other times. Each person may speak f once, and the moderator may also state the basis for the decision. I Parliamentary Inquiry. Not a motion, but a question as to whether an action would be in order. r Point of Information. A person may rise to offer information that is considered necessary for the group. This provision is not used to offer debate. Division of Assembly. To require a more precise method of counting votes than by a voice vote, such as having persons raise hands, or stand. No second, not debatable, no vote required. Request to Withdraw a Motion. Contrary to popular misconception, a motion cannot be withdrawn by its mover. This request requires majority approval. Suspension of the Rules. When matters are to be taken out of order, or a particular task can be better handled without formal rules in place, this motion can be approved by a two-thirds vote of the group. However, until the rules are restored, only discussion can occur; no decisions can be made. Second required, not debatable, not amendable. Object to Consideration of a Question. When a motion is so outrageous, intended to distract the group from resolving legitimate business. The motion can be objected to and ruled out of order without debate. However, if the chair does not rule the motion out of Order, a two-thirds vote of the group can block further consideration. Renewal Motions Once the group has taken action, renewal motions require the group to further discuss or dispose of a motion. The motions include: Reconsider. When the group needs to discuss further a motion that has already been defeated at the same meeting. A majority of the council must approve taking additional time to; debate the motion again. The motion can be made only by a person who voted on the prevailing side earlier on the question. Contrary to another popular miscof� ception, the motion may be brought up again at a subsequent meeting. if the moderator believes that there is no indication that the group's wishes have changed, however, the motion can be ruled out of order, subject to an appeal from the decision of the chair. AWC & MRSC ---Councilmember's Handbook, Page 120 of 343 Take from the Table. Unless the original motion to table directed that the motion be brought back at a specific date and time, a majority of the group must pass a motion to take from the table. Such a motion is non -debatable. Rescind. When the group wishes to annul some action, a motion to rescind is in order at, any time. if prior notice has been given to the group that this action will be considered, the motion to rescind can pass with a simple majority vote; however, if no prior notice has been given, the vote requires, a two-thirds majority. Questions of Privilege Finally, there are a few questions of privilege that are in order at any time and must be disposed of prior to resuming discussion on the matter at hand: Fix the Time for Next Meeting. This is in order at any time, including when a motion to adjourn is pending. Second required, not debatable, amendable. Adjourn. To bring the meeting to a halt. Second required, not debatable, not amendable. Alternatively, instead of a motion, the chair can ask if there is any further business- if no response, the chair can say, "since there is no further business, the meeting is adjourned." Recess. A temporary break in the meeting; should state a time at which the meeting will resume. Second required, not debatable, not amendable. Point of Privilege. A matter that concerns the welfare of the group. Can be raised even when another person is speaking. No second, not debatable, no vote required. Call for the Orders of the Day. A demand that the group return to the agenda. Can be taken when another person is speaking, no second required, not debatable, no vote required. Source; Survival Guide for Elected Officials, National Association of Towns and Townships. AWC & MRSC --- Appendix Packet Page 121 of 343 �brmvubrs Titu Trrunril �-W 4V Ap ir6Cu88tQn on EQttug Packet Page 122 of 343 r Date: To: Via: From: Subject: MEMORANDUM April21, 1995 City Council Laura M. Hall, Mayo Rhonda March, City C COUNCIL DISCUSSI N ON COUNCIL MEETING PROCEDURES The Council has scheduled discussion on meeting procedures for April 25. The attached information are rules of procedures which have been previously adopted. Resolution #292 adopting Rules of Procedures for Conduct of Council Meetings. Adopted February 5, 1974. Resolution #463 with Exhibit "A" (Adopting Rules of Procedures for Conduct of Public Hearings) - Adopted February 26, 1980. Ordinance #2704 which amended Section 20.90.020 on Public Hearing Procedures and Notice. Adopted March 21, 1989. (See also clarifying memorandum from former Mayor Naughten, dated June 9, 1989.) The information printed on the backside of agenda is also included for your information. Lastly, I have included information from other cities on conduct of meetings. attachments City of Edmonds Packet Page 123 of 343 f J RESOLUTION NO. 292 A RESOLUTION OF THE CITY OF EDMONDS, WASHINGTON, ADOPTING RULES OF PROCEDURE FOR CONDUCT OF Ci�ll�aL�.F3{Nr 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 adopted as the rules of procedure for all meetings of the City Council of the City of Edmonds, Washington. RESOLVED this 5th day of February 1974. APPROVED: MAYOR ATTEST CI CLERi� PASSED BY THE CITY COUNCIL: February 5, 1974 FILED WITH THE CITY CLERK: February 1, 1974 Packet Page 124 of 343 • 4 A. GENERAL RULES OF PROCEDURE. 1. 'Obtaining floor. Before a member can make a motion or address the body upon any question, it is necessary Lhat he obtain the floor by being recognized by the chairman. If'two or more members shall request the floor nt the same time the chairman shall recog- nize the first member requesting recognition. 2. Second. When a member obtains the floor and makes a motion, that is in order, the chair should irtime:diatelr inquire if the motion is seconded; if sec- 'onded the maker of the motion should then be regarded as hnvinL3 the refusal of the floor in preference to all other -.icmbers. 3. Mo:lification crf mc)tion. Before any subject is open to debate it is necessary, first, that a motion be made by a -men:her who has the floor: second, that it be secc-nded; and third, that it be stated by the chairman. This &',es not prevent suggestions of alterations, be- fore the question is stated by the chairman. The chair- man may consult the members before stating the question to clarify the motion. The member who offers the motion, until it has been stated by .the chairman, can modify his motion, or withdraw it entirely; after it is stated he can dr; neither, without the consent of the body (major - Ay). For example, the mover may state, "With the con - EXHIBIT A Packet Page 125 of 343 sent of the body I will modify my motion to state as follows, * * *" If no one objects it shall be deemed that he has the consent of the body to modify his motion. When the mover modifies his motion, the one who seconds,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 for debate; the mover cannot withdraw or modify it eycopt by obtaining leave from the body as just described, or by moving an amendment. 5. Withdrawal or substitution of motion.- When 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 permission; 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 motion is withdrawn, the effect is the same as if it had never been made. 6. Abstention _from votina. Any member may abstain from voting on any question, provided, at the time of declaring his abstention he shall'state the reason. 7. Standin to estion procedures. These rules shall govern the parliamentary procedures of the members R Packet Page 126 of 343 - 2 - 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 of the body shall be final and conclusive. Nothing in these rules will be construed to prevent the chairman or a member from requesting aid in the inter- "pretaticn of these rules or other matters from the City staff or officials. 8. Precedence. Motions having precedence are those that may be made while another motion is pending. -9. To -yield. Motions yield when they are pending and another matter can be considered while the yielding motion still ponds. 10. AT,plied. Where a motion can have no subordinate motion applied to it, the fact is stated. For example, the motiot, to continue may not be applied to the motion to 13y on the, table. 11. Debate. Debate shall not take 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 question. -3- Packet Page 127 of 343 12. Putting the gpestion. 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 question to vote, making it clear what the question is. 13. Majority. A majority of those present shall constitute a majority of the body assuming a quorum is present. The chairman has the tie breaking vote,- - B. SPECIFIC RULES OF PROCEDURE. The following motions are permissible in considering any matter on the agenda, and unless otherwise specified shall rank in precedence and application as set forth numerically below. ! 1. UNDEBATABLE MOTIONS. a. Question of order and appeal. A question of order takes precedence of the question giving rise to it, may be put when another member has the floor, 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 I� decision of the chair is sustained on a tie vote. �. b. Susoansion of rules. This motion may not - i be amended, nor another motion be applied to it, -4 - Packet Page 128 of 343 f nor a vote on it reconsidered. Rules of the body may not be suspended except for a definite and 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 suspending the rules. No rule can be suspended when the negative vote is as lafge as the minority protected by that rule. c. To'lav on the table. This motion may not be used for purposes of continuance of a matter which has been, specially called for pub- lic hearing, which is done by a motion to con- tinue. It may not be amended nor an affirmative vote on it be reconsidered. If carried the subject tabled may not be considered again until the body votes to take it from the table, which motion is 'also undebatable. The object of the motion is to postpone the subject in such 3 manner that it can be taken up at any time, either at the same or some future meeting. It may be used to supress a question for that meeting, but not for a matter for which a public meeting has been specially set. The 6 Packet Page 129 of 343 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 proposed 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 qustion. 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 acdoptirn. When called,•and seconded, the chair shall inun-ediately put the question. 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 irurned- iately bring the body to vote upon the pending question. If applied to an amendment to a pendiny -6- Packet Page 130 of 343 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 oft debate on the motion. In this case the chair shall first put the motion for previous question to vote. 2. DrBATABLE b;OTIONS . a. Continue to a certain This motion yields to all undebatable 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 pending. b. To commit or refer. This motion is to commit or refer a matter to a committee.. It can he amended by altering the committee, or giving the committee instructions. The debate on the ,notion opens the.debate on the main question it is proposed to commit. I! C. To amend. This motion, takes precedence 0 Packet Page 131 of 343 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 questions, 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 amendment 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 notion to amend by inserting new words once passed may not 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 as to get a separate vote on any particular point or points. d. To r,ostrone indefinitely. 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 r, t Packet Page 132 of 343 to debate the entire question which it is proposed to postpone. Its 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 affecting the main question. It cannot be applied to a matter that has been specially set for public hearing. A negative vote on it cannot be reconsidered. , e. Princir-)a) w-esti.on. The main or principal question is a motion to brine before the body for its consideration any particul=+r subject. h'o principal motion can be mace when: any other motion is hefore the body. It takes precedence over nothing and yields tc• all. C. MISCEUa'%NFU iS MOTIONS. ! 1. To rescind. This motion cannot t r; ma 3e for a matter Lhat has been Noted upon, for which a matter has been specially called for public hearin.;. :Ic,.,ever, for ether :natters to which it is arprepriate 1y 3ddresse.1, as rineru it is too late to reconsider the vote, : -e motion is the course to pursue to rescind an objectionable policy, order or motion; it is debatable. _ 2. Tc. re .onsic'.c+r. Th _s motion is not in order after the body has votes: upc.n the principal question whii c;1 is Packet Page 133 of 343 _ 4 — the subject matter of a specially called public hearing unless mace immediately, after thereon and before any.mem- ber of the public has left the public hearing. It is otherwise in order at any time, even when another member has the floor, but nct after that session has adjourned. It must be made by a member who voted with the pre- vailing side. It can be applies; to the vote of every Other question, except as noted above, and except to susuonr; t:h_ rules and ar, affirmative voLe to lay on the table or, to take from the table. Vie motion may not be amended. Miether or not it is dc-bat•:i.lc di-. rends uprn whether the question to be recon- sid+ere:l is debatnhle or undebatable. It may be laid on the table, in which case, the reconsideration, like any other question, can be taken from the table. 3. RoI 1 ca 11. Any :number may dr.;,and a roll call vote any time before or often any question is put. The demand nee:is no second and the chairman must ask for a roll call. vote on deriand- It is not debatable and may be a.)LAiod- t(• .any question. It is wait?ed if after the vote it is not immediately mace and prior- to the next matter being co^side red. f ' .1 'D _ Packet Page 134 of 343 UNDE BA TA B LE e. Question of Order — Appeal b. Suspension of Rules C. Lay on 'rable d . Previous Question -1ATA D LE Centinu�! Lo Certain Djy b. Comnit or Refer c. Amend d. Postpone Indefinitely e. Principle Questicn MI SC ELLA' SOUS a. Rescind b. Reconsider C. Roll Call C Q) =L O C O ••i 4J W n m ::; .Z V O 'O C .1 11 rp O w a ,O 4j zs O (D C rc C ^J O CJ U av t7 z cn >1 4J —4 ►a O In m -4 O Le O w n O (0 —4 a 4J N O '0 C C C v ri E 11 a s rq 4J N O C C O C U m O C O � v� E to N a) M C O •� •,� C U H C G r r O. U cn c * * * * R.V. * * * * * * * N.V. i I * * I * 1 �f 1 Packet Page 135 of 343 i SUGGESTED FOPUMS y 1. UNDEBATABLE MOTIONS a. Question of order. Me^tuber: "I raise a point of order." Chair: "State your point of order." Member: States his point of order Chair: Ruling by the chairman, who may give reasons. Member: "I appeal from the decision of the chair." Chair: (If seconded) "Shall the decision of the chair stand as the decision of the body?" b. Suspension of rules majority plus wnQ) Member: "I move to suspend the rules requiring..." C. To Ia on table (rna 'orit DluS one) Member; "I mode to lay the question (statingg it) on the table." Member: "I move to take the question (stating it) from the table." d. Previous g1jestion ma •critplus cne) Member: "I call (demand or move) for the previous question." Chair: (If seconded}' "Shall the main question be now put?" Member: "I call for the previous question on the amendment." El Packet Page 136 of 343 Chair: (If seconded) "Shall the question be now put on the amendment?" 2. DEBATABLE MOTIONS a. Continue to a certain da ma jorit~ ) Member: "I move to continue the question of (stating it) to the next regular [or recessed) meeting of (date) . NOTE: (1) Zoning matters must be decided and re- ported by the planning commission within 90 days of the application. (2) Plats and subdivisions must be approved, disapproved or returned to applicant for mod- ification or correction within 60 days from date of filing, unless applicant files written consent for longer period in which to act. b. To commit, or refer (majority) - Member: "I move to refer the subject to a committee." C. To amend ma 'crit ) Member: "I move to amend the motion to 'add'. or 'insert', to 'strike', to 'strike out and insert ', to 'divide the question' (into two or more questions), etc." d. To postpone indefinitely ma 'ority) Member: "I move to postpone the question indefinitley." -2- Packet Page 137 of 343 e. Princi ted] al aue indicastion [ma'ority, unless othexwise Member: "i move that _ [REZONE] . ..proposed Ordinance No. 1234 be passed." [REZONE DENIED] [AMENDMENT TO COMPREHENSIVE PLAN] [DENIAL OF AMENDMENT TO "COMPREHENSIVE PLAN] [LID -RESOLUTION OF INTENTION] [LID -ORDINANCE FORMING LID] [STREET VACATION -SET HEARING DATE] [STREET VACATION - APPROVAL] [STREET VACATION - DISAPPROVAL] s "...Planning Commission Resolution No. 123 be affirmed and.the requested rezone denied." 'e- proposed Ordinance No. 1234 be passed." "...Planning Commission Resolution*No. 123 be affirmed and the requested amendment to the comprehensive plan be denied." "...proposed.Resolution of Intention No. 123 be passed establishing the public hearing on the day of , 196 NOTE: If health issue, must be passed unanimously. "...that proposed Ordinance No. 1234 be passed." NOTE: If health issue,, must be passed unanimously. "_..that the public hearing on the proposed street vacation be fixed on the day of , 196 rand that proposed Resolution No. 123 be passed." NOTE: Date must be not less than 20 nor more than 60 days from the date of passage of Resolution. "...proposed Ordinance No. 1234 be passed." "...the proposed street vacation be denied." r- Packet Page 138 of 343 K' (ANNEXATION- "...a public meeting be set with the RECEIPT OF iniating parties.to determine whether INTE0TIO'i TO the city will accept the proposed ANNEX BY 10-A] annexation and.whether it shall• require the assumption of existing city indebtedness by the area to be annexed for the day of 196_ " NOTE:. Must not be more than 60 days after the filing of the request." [ADINE)ZATION- " . _ , a public hearing be set for RECEIPT OF the day of , 196 PETITION FOR for the hearing on the proposed ANNEXATION-75'/] annexation." [ANNEXATION- "...that proposed Ordinance No. FINAL APPROVAL) 1234 be .passed. " [ANNEXATI011- "...that the proposed annexation FINAL DENIAL] be denied. " s . MISCELLANEOUS MOTIONS . a . To rescind (ma ' orit ) Member: "I'move to rescind that motion, policy, etc." b. To reconsider majority) Member: "Having voted on the prevailing side, I move that we reconsider the vote on the motion to (stating it) and have such f motion entered on the record." c. Roll call (any member) Member: "I demand a roll call vote." No second needed. Chairman: "The secretary will please call the roll." Packet Page 139 of 343 Re-60 30.i io N t RESOLUTION NO. 4�3 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, ADOPTING RULES OF PROCEpURE 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 Edmonds, Washington, hereby resolves that the Rules of Procedure for Conduct of MIWL •a dated February 8, 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 2(, day of February, 1980. APPROVED: MAYOR, H. H. HARRISON ATTEST/AUTHENTICATED: C TY Y CLERK, IRENE VARNEY MORAN FILED WITH THE CITY CLERK: February 12, 1980 PROPOSED RESOLUTION ADOPTING RULES OF PROCEDURE FOR CONDUCT OF PUBLIC HEARINGS [Item TTTIFE—onsent Agvndaj Councilwoman Allen questioned the reason for adopting these when a resolution was adopted in 1974. copies of which had been furnished to the Council in this week's f Council material. City Attorney John Wallace noted that the rules adopted in 1974 were for the conduct of.Council meetings, and these rules were for the conduct of ppublic hearings. COUNCILWOMAN ALLEN MOVED, SECONDED BY COUNCILMAN NORDQUIST, TO PASS 1tESOLUTION 463, ADOPTING THE RULES OF PROCEDURE FOR CONDUCT OF PUBLIC HEARINGS. MOTION CARRIED. Councilman Nordquist requested that they be prepared in booklet form vz1 6„yj and be placed in the compartments at each Council member's place on the rostrum. 'Cr �,`Ps• o2G� /y80 Packet Page 140 of 343 DATED 2/8/80 ,J 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. F 6. The hearing should be opened to the audience as a whole preferably a sign up list should have been circulated. If f 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 j i hearing. The City. of. RD+-te1ID.5 utilizes a method of allocating a J t. • i Packet Page 141 of 343 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. If 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. S. When all who desire to speak have had an opportunity to speak then, in the event there is hearing time remaining, and t in the event there are those who have already spoken that have J r. Packet Page 142 of 343 _ _ t something additional in the way of input then additional time may be allocated to them. 9. 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 submission 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 responds 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 Councilmember 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. r Once the hearing is closed no additional testimony may be taken -3- Packet Page 143 of 343 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 -4- Packet Page 144 of 343 ..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 Council's deliberations may be continued to a date certain in the future.' Continuance should be avoided at all costs if it can be. 17. 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 basin for the motion. For example, Mr. Chairman 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 would 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. _.J -5- Packet Page 145 of 343 19. At the conclusion of the taking of the vote and the'announcement of the decision the Chairman should at that time advise the audience on the record what the appropriate appeal pro- cess is. This can be done either by the Chairman himself or by the Chairman directing such an inquiry to the .City Attorney or other staff member. -6- Packet Page 146 of 343 I EDMONDS CITY COUNCIL . MEETING PROCEDURES Meeting Times 1. Regular public and work meetings of the City Council are held every Tuesday from 7:00. p.m. to 10:oo p.m. in the Plaza Meeting Room of the Edmonds Ubrary. 2. Regular Council Committee meetings are held on the second Tuesday at 7:00 p.m. 3. Public Hearings are regularly held during the first and third Tuesday meetings. 4. No public gearing is regularly scheduled on the second and fourth meetings, and therefore no citizen testimony will be invited at such meetings, Audience Participation The "Audience" Item on the agenda is an opportunity for citizens to address the City administration and City Council. Items brought up for action during the "Audience" portion of the agenda will not be acted upon by the Council at that time but will be scheduled for a subsequent date. The Council encourages audience participation. Please limit participation to three minutes. Public Hearing Procedure All comments must be made at the podium after the speaker first gives his or her name and address so that comments and speaker Identification become part of the taped record. The Mayor may indicate the amount of time available for each hearing. So that all persons shall have an opportunity to speak, the Mayor may limit the amount of time permitted each speaker ,mtil all persons have had an opportunity to speak. .-urther testimony from those who have spoken will be taken in the remaining time. The public hearing will be continued to another date to take additional testimony when the existing available time is not sufficient. Public Hearing, Presentation Suggested presentation model for precise, well organized proposals. 1. POINT What is the idea you wish to present? Begin with an "I statement" outlining your idea, such as, "I am here to (support./oppose)..." 2. REASON Why you are making this paint. This is an important step so the listener does not make assumptions about your motives. 3. EXAMPLE Brief and relevant example to clarify and make your point concrete. 4. SUMMARY What condition will be changed or improved if your point is adopted? 5. ACTION (If appropriate, depending on the situation) What needs to be done and who will do it. All Council meetings end promptly at 10:00 p.m. unless the Council votes to extend the meeting. eftwordataVneetproc Packet Page 150 of 343 OA cOd N Uy =~ O •� �+y �.... a' G w N O N Q�. � � .n? G •� •.' C. cd 4� w 'd •il is p pp•O .NO 'dC-���+ O 'O O O US 4- N 4y� a O C.1� Np fl ed Q O G O p OrA � CL G y U L. cc, Zvi y 3 N y y y,,, -) .NL, rA al -Ei ed 3� o �, � " o � o 'ro u r El O C 3 yOy rOp v3i % O .. COA N y O d vOi CAed w o0 0 w w no on rd ba 0 40, O cd b a o f C.) w �°, �' Gij >1 ' o o ? o P.0 W Hey V ZO 42 p ate. o yU b N O O q O pUd b o i5 � e' c� p 23 c 0 CA 0 0 r) a cp �o M U y U O y a) cy ts,-[ co N >," p N y >•+ b w a`oVu03 �0 �°d� CL 93 ..+ Cad CL O R� C y N� g. z = A w •v N O F+ ^+ 00 O . b d O 5 ¢' b U Cd 407 7 V y y � 8 U �: O c��d TJ N *' 7 � � � �_ yam, 4 i " eMi td y -4 u v o c° V roc $ y o �of C 4+ N e!1 'C7 O y (� O � en P3 1 O .0 U y ,j '' %O � O y a+ {r•► 0 .. O Ci 0.2 U2,1 CD El ,• O 'v v cc dpi �' v �' N G z[ b bola U8ba dbAMyR Z.d 3. Cd W y .y Q 0 O� O O NSF4 w q u wIdo o � b4 a � �� a' 4. � ba .d F ba ■ r ■ r. a ed 0 Cd bo O C 00 'd a 9 >. ti ed Cd O O N O QbCd Q y 4, ��N ��"•+ it 2 A b 2 S ;6. w 14 o u d •� ri cV ri et Packet Page 151 of 343 ISSAQUAH CITY COUNCIL City Hall South, 135 E. Sunset Way, Issaquah, WA 98027-1307 AGENDA February 22, 1994 (Live Broadcast at 7:30 p.m.) 1 . CALL TO ORDER - 7:30 PM (in City Hall South Council Chambers) a. Pledge of Allegiance b. Invocation c. Introduction of New Employee 2. COMMITTEE REPORTS 3. MAYOR'S REPORT 4. AUDIENCE COMMENTS (See reverse for procedures) Notej The Mayor may interrupt citizen comments that continue too long, relate negatively to other individuals, or are otherwise inappropriate. 5. CONSENT AGENDA Items listed below have been distributed to Councilmembers in advance for study and will be enacted by one motion. If separate discussion is desired on an item, that item may be removed from the Consent Agenda and placed on the Regular Agenda at the request of a Council member. a- Minutes of the 2-7-94 Regular Council Meeting b. Approval of Warrants 1 ) 2-22-94 2) January 1994 Treasurer's Report c. AB #3622--New City Telecommunications System --Refer to Finance & Personnel Committee d AB #3623--Contributions to Municipal Arts Fund --Refer to Finance & Personnel Committee e. AB #3624--Ordinance Authorizing lnterfund Loans to Capital Improvement Fund --Refer to Finance & Personnel Committee f. AB #3625--Ordinance Increasing Amount and Extending Due Date on an Interfund Loan --Refer to Finance & Personnel Committee g. AB #3626--EGO Center Project Financing --Refer to Finance & Personnel Committee h. AB #3627--Utility Rate Review --Refer to Utilities Committee 6. OLD BUSINESS a. AB #3510--Ordinance Regarding Proposed Fee Changes for Public Works Department Services b. AB #3609--Commute Trip Reduction Act Interlocai and Implementation Agreements c. AB #3628--Ordinance Regarding Street Vacations (Plat of 1-90 Corporate Center) 7. NEW BUSINESS a. AB #3629--Authorization to Submit One Grant Application to the Puget Sound Regional Council for ISTEA/Enhancement Funding (Rainier Blvd. S. Non -Motorized Corridor Improvements) b. AB #3630--1994 Computer Acquisition c. AB #3631--Mimi Robinson Arnold Trust --Easement Relocation d AB#3632--Appointments/Reappointments to City Boards and Commissions 8. EXECUTIVE SESSION ' 9. ADJOURNMENT THE COUNCIL MAYADDAND TAREAC7101V ON OTHER ITEMSNOT LISTED ON 714ISAGEVDA American Disabilities Act (ADA) Accommodations Provided Upon Request Packet Page 152 of 343 rAJ GUID LIMM 5 FOR PUBLICS PARTICIPATION AUDIENCE COMMENTS P R E: • Allow the public to address the City Council on subjects that are not scheduled for a Public Hearing at that particular meeting. • This is not a question/answer session. • Questions/concerns will receive a written response within two weeks. PROCEDURE FOR PARTICIPATION: • When recognized, use the podium • State your: Name Address Relationship to city (resident, property owner, business owner, etc.) • Please limit your comments to 3 MINUTES • Submit written comments to the City Clerk PUBLIC HEARINGS PUREQSE, • Allow the public to provide input/testimony to the City Council on a particular subject scheduled for Public Hearing. • This is not a question/answer session. • The Council will consider all testimony aftor the public hearing is closed. PROCEDURE FOR PARTICIPATION: • Sign up on the colored sheets in the lobby • When recognized, use the podium • State your: Name Address Relationship to city (resident, property owner, business owner, etc.) • Please limit your comments to 5 MINUTES • Submit written comments to the City Clerk OTHER When an appeal or other matter involving specific parties is heard by the Council, the Chair will announce whether public participation is available and explain the procedure. ISSAQUAH Packet Page 153 of 343 N CITY OF (206) 661-4000 33530 1ST WAY SOUTH FEDERAL WAY, WA 98003-6210 AGENDA FEDERAL WAY CITY COUNCIL Regular Meeting Council Chambers - City Hall March 1, 1994 - 7:00 P.M. I. CALL MEETING TO ORDER II. PLEDGE OF ALLEGIANCE III. PRESENTATION SPIRIT Award for Month of March IV. ** CITIZEN COMMENT (3 minute limit per person) V . CONSENT AGENDA,<... , ; : • ; ... , .� .. .. 0a_ ti.�� .,:p.�- •, - r yy...... r'LS� •.+a:3ii� •„+: •l+'fx r a. Voucher/March 1 1994s�,. i ;...;.,,,� P,„: 'K=••.L+r_'orA un¢y b. Minutes/February 15, 1994 • =:�:' ;`': :?'.Y' C. Accept/File January 1994 Financial Report d. Resolution/5almolux Change of Use e. Minor Code Revision & Priority Ranking L Arts Commission Appointments VI. INTRODUCTION ORDINANCE Council Bill #87/Introduction Ordinance/Temporary Use Permit AN ORDINANCE OF THE CITY COUNCIL OF. THE CITY, OF FEDERAL WAY, WASHINGTON; AMENDING THE FEDERAL WAY ZONING CODE,: ORDINANCE 90-43, BY AMENDING THE TEMPORARY USE, SECTION ..i.. _: 546, Er AL; BY AMENDING, THE DEFINITION OF;.".TEMPORARY USB",;., BY DELINEATING SEl'ARATE;DECISIQNAT; PRCFSSES'FOR'CLASS 'I= BY: EKTENDINGr THE,` `i . ,�5�_�T ♦" AND CLASS`II TEMPGRAR;Y USES AND. ��y�••' +��i; lr•r'Y, •�''' �"• ! - .S•.S'L' ....i U.'ah� ]'rc:. iy.+�[•jr.•�: �7., � •�_' dr � • �:•�M, -J+•:: rt.i 1..; r• f 4.'�i ;FtGJrGa� .,i ,�.,::.: 1i^N• ' y��••=:, •1 e,:i TEMPORARY, U5F5: (AMENI]S ORD NANCL .9�-43 � 1 - .. :`+i4 •:...�d.! •��,' 1: 4F�i •. ..._. ..... ..,.. .. � .. _..,•r�.`a•.ti':i�c:�!f1!.;�•ic+i:::::i:[�'..::;skid=r:.ov,�};:i'.i'>..+i5e:,;.i-�i'�s'•.��F:f:;�.:i. I VII. CITY MANAGER REPORT Regional Perspectives VIII. CITY COUNCIL REPORTS DC. EXECUTIVE SESSION Property Acquisition/Pursuant to RCW 42.30.110(b) X. ADJOURNMENT W r&7kAtY * PLEASE COMPLETE PINK SLIP A PRESENT TQ DEPUTY CITY CLERIC PRIOR TO SPEAKING. Citizens may address the City Council at this time. When recognized by the Mayor, please come forward to the podium and state your name and address for the records. PLEASE LIMIT YOUR REMARKS TO THREE f3 MIS NLUTES. Citizens may comment on individual agenda items at times during any regularly scheduled City Council meeting, prior to Council discussions. These items include, but are not limited to, Ordinances, Resolutions and Council Business issues. These comment times are in addition to the Citizen Comment at the beginning of each regularly scheduled meeting. .-?'1. . , -d.. . 0020.110.002 JEH/crd 03/24/92 rev. 03/26/92 rev. 04/08/92 ORDINANCE NO. 1679 Speaker's Time Limit AN ORDINANCE OF THE CITY OF REDMOND, WASHINGTON, RELATING TO THE CITY COUNCIL'S RULES OF PROCEDURE, AMENDING CERTAIN SUBSECTIONS OF SECTION 2.04.070 OF THE REDMOND MUNICIPAL CODE IN ORDER TO ESTABLISH A TIME LIMIT PER SPEAKER FOR AUDIENCE PARTICIPATION, ADDING NEW SUBSECTIONS 2.04.255(C) AND (D) TO ESTABLISH THE NUMBER OF SPEAKERS AND THE TIME LIMIT FOR SPEAKERS IN QUASI JUDICIAL MATTERS, AND AMENDING SUBSECTION 2.04.260(1) TO CHANGE THE TIME LIMITS FOR SPEAKERS REQUESTING ADDITIONAL PUBLIC HEARINGS. WHEREAS, the Council desires to formalize certain rules of procedure relating to the number of speakers and the time limit on speakers in order to insure that public input at Council meetings is received in an orderly and efficient manner, now, therefore, THE CITY COUNCIL OF THE CITY OF REDMOND, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: section 1. Audience_ Participation. Subsection 2.04.070(c) of the Redmond Municipal Code is hereby amended to read as follows: (c) Audience Participation. Items from the audience, limited to a maximum of four minutes per speaker, will be received during the meeting at the appropriate place on the agenda to encourage citizen input and participation in Council meetings. -1- JEH16822.10/0020.11002 Packet Page 156 of 343 Citizens may, at the end of the meeting, continue to address the Council. Section 2. Order of Business. Subsection -2.04.070 (d) (1) of the Redmond Municipal Code is hereby amended to read as follows: (1) Items from Audience (a maximum of four minutes per speaker); Section 3. Subsection 2.04.070(d)(3)(A)(i) of the Redmond Municipal Code is hereby amended to read as follows: (i) Hearing (a maximum of four minutes per speaker, provided, that the Council may, in its discretion, allow additional time where the complexity of issues involved requires more time in order to give the speaker a reasonable opportunity to be heard on the matter) ,, Section 4. uasi-Judici l Matters. New subsections 2.04.255(C) and (D) are hereby added to the Redmond Municipal Code to read as follows: C. Whenever a quasi-judicial matter pending before the City Council has been the subject of a public hearing before the Hearing Examiner or Planning Commission, the Council shall allow only each side (proponents and opponents) to speak for a maximum of ten minutes each. No new evidence may be presented by either speaker, but testimony shall be limited to argument based upon the Hearing Examiner's or Planning Commission's -2- J Mi6an.iaao2oa1oo2 Ordinance No. 1679 gD Packet Page 157 of 343 record. All quasi-judicial items shall be noted on the agenda as being quasi- judicial and a statement shall appear on the agenda indicating that each side may speak for a maximum of ten minutes each. D. Whenever the Council holds a public hearing on a quasi-judicial matter, whether an initial hearing or an additional hearing pursuant to Section 2.04.260, each speaker testifying before the Council shall be allowed to speak for a maximum -of four minutes, provided, that the Council may, in its discretion, allow additional time where the complexity of issues involved requires more time in order to give the speaker a reasonable - opportunity to be heard on the matter. 5gction 5. Requests for Additional Public Hearings. Subsection 2.04.260(1) of the Redmond Municipal Code is hereby amended to read as follows: (1) A representative of proponents and a representative of opponents of a recommendation or decision of a hearing authority may speak at a regular meeting for no more than four minutes each, provided, that the Council may, in its discretion, allow additional time where the complexity of the issues involved requires more time in order to give the speaker a reasonable opportunity to be heard on the matter. Section 6. Severability. If -any section, sentence, clause or phrase of this ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this ordinance. -3- JEH16822.10/0020.11002 Ordinance No. 1679 REaVEND Packet Page 158 of 343 Section 7. Effective Date. This ordinance, being an administrative action, is not subject to referendum and shall take effect five (5) days after this ordinance or a summary thereof consisting of the title is published. ATTEST/AUTHENTICATED: CITY CLERK,' DORIS SCHAIBLE APPROVED AS TO FORM: OFFICE F THE CITY A TORNEY: f By: FILED WITH THE CITY CLE J04-01-92 PASSED BY THE CITY COUNCIL: 04-07-92 SIGNED BY THE MAYOR: 04-14-92 PUBLISHED: 04-12-92 EFFECTIVE DATE: 01-17-92 ORDINANCE NO. 1679 -4- JMIUn.10/002o.1iooz OF REDMOND V : ow 09 .4 and 04-19-92 (Revised Title) z�zmaND I Packet Page 159 of 343 WMCA Leavenworth March 1994 ■ Open Public Meetings Act . I 1. Purpose of the Act —It is the intent of the Open Meetings Act that actions and deliberations of public agencies, including cities and towns, be conducted openly. The act is codified in Ch. 42.30 RCW. 2. General Principles a. Meetings must be open and public and all persons must be allowed to attend except as provided in the Open Meetings Act. b. Ordinances, resolutions, rules, regulations, orders and directives must be adopted at public meetings or else they are invalid. C. A vote by a secret ballot at any meeting that is required to be open to the public is also declared null and void. RCW 42.30.060(2). 3. The act applies to all multi -member governing bodies of state and local agencies and their subagencies, which of course includes city and town councils. a. Subagency means a board or commission which is created pursuant to local legislation. This, would include planning commission, board of adjustment, civil service commission, and any other formally established board or commission of the city. b. Governing body —This includes a subcommittee of the city council or other governing body but only if the committee is acting on behalf of the governing body, conducting hearings, or taking testimony or public comment. 4. Definitions a. Meeting means meetings at which action is taken. b. Action means the transaction of the official business of the city or town by the. governing body including public testimony, deliberations, discussions, considerations, and final action. C. Final action means a collective position or negative decision, or an actual vote by a Majority of the members of the governing body on a motion, proposal, resolution or ordinance. 6. Regular Meeting —A recurring meeting held according to a schedule fixed by ordinance or other rule. a. No special notice of a regular meeting under the Open Meetings Act but later statutory enactments require governing bodies to establish procedure for notifying the public of all meeting agendas. This may be done by posting, publication, or other process as determined by the city. Municipal Research & Services Center ■ 1 Packet Page 160 of 343 WMCA Leavenworth March 1994 6. Special Meetings Any meeting other than a regular meeting. This includes work sessions, study sessions, retreats, regardless of the term used to designate the meeting. a. May include more than one topic so long as proper notice is given. b. May be called by the presiding officer (mayor for the council) or a majority of the members of the body. c. Notice —Must be announced by written notice to all members of the governing body and members of the news media who have filed written requests for such notice. d. Notice must be delivered personally or by mail twenty -fours in advance of the special meeting and must specify the time and place of the meeting and the business to be transacted. 7. Emergencies —There is an exception for emergency situations from the special meetings notice requirements. 8. Place of Meetings —The meeting does not have to be held within the corporate limits of the city or town under the Open Meetings Act. a. Until 1993, all meetings of third class city councils and town councils had to be within the city. Now meetings may be held where designated by the city or town council. However, any final action on an ordinance or resolution must be taken at a meeting which is being held within the corporate limits of the city or town. 9. Attendance at meetings may not be conditioned upon registration or other similar requirements. However, unruly or disorderly persons may be expelled from a council meeting. a. Tape recorders and video cameras probably cannot be prohibited if they are not disrupting the meeting. 10. Adjournments/Continuances—Any meeting may be adjourned or continued to a specified time or place. a. The clerk may adiourn the meeting to a time or place, if no members are present, by posting a copy of the notice on or near the door where the meeting was to be held. The special meeting notice requirements must then be followed for the adjourned meeting. b. An adjourned regular meeting continues to be a regular meeting for all purposes. c. If a regular meeting falls on a holiday, the regular meeting is to be held on the next business day. Election day is not a formal state holiday. 2 ■ Municipal Research & Services Center Packet Page 161 of 343 WMCA Leavenworth March 1994 11. Executive Sessions —The public may be excluded from executive sessions. Only the mayor and the council have an automatic right to attend executive sessions. Minutes need not be taken of executive sessions. a. Executive sessions may be held for the following reasons (this list contains the most common reasons a city or town would hold an executive session): (1) Consider the selection of a site or acquisition of real estate if public knowledge would cause a likelihood of increased price; (2) Consider the minimum price at which real estate will be offered for sale or lease if public knowledge would cause a likelihood of decreased price; (3) Review negotiations on the performance of publicly bid contracts if public knowledge regarding such consideration would cause a likelihood of increased cost; (4) Receive or evaluate complaints or charges brought against a public officer or employee. However, upon request of the officer .or employee, a public hearing or meeting open to the public shall be conducted upon the complaint or charge (5) Evaluate the qualifications of an applicant for public employment (including city manager) or to review the performance of a public employee. However, discussion by a governing body of salaries, wages, and other conditions of employment to be generally applied within the agency shall occur in a meeting open to the public. Also, final action on hiring, setting salary of an individual employee or class of employees, or discharging or disciplining an employee must be taken at a meeting open to the public; (6) Evaluate the qualification of a candidate for appointment to elective office. However, the interview of the candidate and final action appointing a candidate must be in a meeting open to the public; (7) Discuss with legal counsel matters relating to agency enforcement actions, or to discuss with legal counsel representing the agency litigation or potential litigation to which'the agency is likely to become a party if public knowledge regarding the discussion is likely to result in an adverse legal or financial consequence to the agency. 12. Before convening in executive session, the presiding officer must publicly announce the purpose for excluding the public and the time when the executive session will be concluded. It may be extended to a later time by announcement. Municipal Research & Services Center ■ 3 Packet Page 162 of 343 Y ' WMCA Leavenworth March 1994 1R Actions Not Subject to Open Meetings Act a. Collective bargaining sessions with employee organizations, including contract negotiations, grievance meetings and discussions relating to the interpretation of a labor agreement; and the portion of a meeting during which the governing body is planning or adopting the strategy to be taken by the city during the course of a collective bargaining, professional negotiation, or grievance or mediation proceeding, or reviewing the proposals made in the negotiations or proceedings while in progress. b. The portion of a meeting of a quasi-judicial body which relates to a quasi- judicial matter between named parties as distinguished from a matter having general affect on the public or on a class or group. C. The proceedings concerned with the formal issuance or denial of a license, permit, or certificate to engage in a business, occupation or profession. 14. Minutes of all regular and special meetings must be kept, promptly recorded, and open to public inspection. No minutes are required to be kept for executive sessions. 15. Penalties or Remedies a. Ordinances; rules, resolutions, regulations, or orders which are adopted in violation of the act are invalid. b. A member of a governing body who knowingly participates in violating the act is subject a $100 civil penalty. c. A person who prevails against the agency in an action to enforce the Open Meetings Act is to be awarded all costs including reasonable attorneys fees. However, if the action is frivolous, then the court may award to the agency reasonable expenses and attorney fees. d. A person may sue for a mandamus or injunctive action to stop or prevent violations. 4 0 Municipal Research & Services Center Packet Page 163 of 343 ORDER OF HANDLING APPEAL HEARINGS: All land use related appeal hearings are as follows: 1. Staff report 2. Applicant 3. Appellant SEPA APPEALS: 1. Staff report 2. Appellant 3. Applicant manual%appeals Packet Page 164 of 343 AM-2765 Friday, Session 2, Topic 1, A Outside Council Committees Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Steve Bernheim Time: Department: City Council Type: Information Review Committee: Committee Action: Subject Title D. Outside Council Committees Recommendation from Mavor and Staff Previous Council Action Narrative Fiscal Impact Link: Friday Session 2 Topic 1D Committee Appointment Link: Friday Session 2 Topic 1C Rules of Order order information Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 11:59 AM APRV 2 Mayor Gary Haakenson 02/01/2010 12:07 PM APRV 3 Final Approval Sandy Chase 02/01/2010 01:18 PM APRV Form Started By: Jana Started On: 01/28/2010 11:10 Spellman AM Final Approval Date: 02/01/2010 Packet Page 165 of 343 EDMONDS CITY COUNCILMEMBERS' COMMITTEE APPOINTMENTS 2010 CITY COUNCIL COMMITTEES COM SERVIDEV SERV FINANCE PUBLIC SAFETY ORVIS PETERSON PLUNKETT POSITION #4 WILSON FRALEY-MONILLAS OTHER COUNCIL''• ■ COMMITTEES COMMUNITY OUTREACH MUNICIPAL COURT REVIEW , PLUNKETT I FRALEY-MONILLAS FRALEY-MONILLAS COMMUNITY TECHNOLOGY ADVISORY COMMITTEE CTAC SNOCOM PLUNKETT WILSON HAAKENSON COMPAAN WILSON ALT COMMUNITY TRANSIT BERNHEIM PFD OVERSIGHT COMMITTEE PETERSON � DISABILITY BOARD PETERSON I FRALEY-MONILLAS PORT OF EDMONDS DOWNTOWN EDMONDS PARKING PLUNKETT I FRALEY-MONILLAS SEASHORE TRANSPORTATION FORUM 2010 ECONOMIC DEVELOPMENT COMMITTEE WILSON PETERSON SNOHOMISH COUNTY HEALTH DISTRICT ORVIS HIGHWAY 99 TASK FORCE PETERSON I FRALEY-MONILLAS SNOHOMISH COUNTY TOMORROW POSITION #4 1 FRALEY-MONILLAS (ALT.) HISTORIC PRESERVATION COMMISSION PLUNKETT SOUTH SNOHOMISH CITIES WILSON I FRALEY-MONILLAS LAKE BALLINGER WORK GROUP WILSON SALMON RECOVERY - WRIA 8 LODGING TAX ADVISORY COMMITTEE WILSON LONG-RANGE TASK FORCE PETERSON I WILSON IN 2007 COUNCIL PRESIDENT PRITCHARD OLSON MADE ALL COMMITTEES PAID COMMITTEES. C:\Doc —I, and Setlil9.�pelll.lWV Uoc—IIIWOROATA\Council Appo1nlmenls\2010 FINAL C UNCIL APPOINTMENTS 1-5-2010 d,. Packet Page 166 of 343 amazon.eom Hello, Stephen A Bernheim. We have recommendallons for you. (Not Stephen?) Kindle:: 'The #1 Bestseller on Arriaxon 7 Stephen's Amazon.eorn 1 44 Today's Deals I Gifts & Wish Lists J Gift Cards Your Account I Help ...,oks Advanced I Browse I New Bestsellers The New York Libros En Bargain Books Textbooks Search sub sets Releases Timesil+ Bestsellers EsWol Robert's Rules of order.Rpylsed and over 400,000 Gther books are available for Amazon Kindle - Amazon's new wireless reading device. LtALR_gi JS Share Your own rustomer (manes Search inside this hook Start reading Robert's Rules of Qrder. Reyksed on your Kindle in under a minute. Don't have a Kindle? SaL vour Kindle here. uently Bought Together Robert's Rules of Order (Newly Revised, 10th Edition) (Paperback) Henry M. Robert III (Author), William J. Evans (Author), DSnlel-H. HonemaM (Author), Thomas J. Balch (Author) "A deliberative assembly -the kind of gathering to which parliamentary law is generally understood to apply -has the following distinguishing characteristics: It Is a group of people,..." (more) Key Phrases: standard desYri otrye charactwisrle6, oarlsh 11euse, Somme bylaws, Previous Question, Pesinone Indefinitely, Standard Characteristic (more'.') (A? is wmgr reyinVs) List Price: $46.00 Price: $12.24 & eligible for FREE Super Saver Shipping on orders over $25 Details You Save: $5.76 (32%) In Stock. Ships from and sold by Amazon.com. Gift -wrap available. 41 new from $8.71 49 used from $4.88 2 collectible from $10,00 Formats Amazon Price New from Used from (D Kindle Edition, March 7, 2009 $1.00 W Library Binding, May 31, 1993 $9.95 $9.95 $6.49 I,+I Paperback, July 31, 1989 $4.99 $1.79 $0.01 Paperback, November 14, 2000 $12.24 $8.71 $4.88 Audio, Cassette, Abridged, Audiobook $1&96 $18.96 $24.94 Unknown Binding, December 31, 1972 -- .•nor •,-n.,Rxr' Price For All Three: $30.74 + +tom Add qll;bree t�:C�rll ] i- Add all three to Wish List] Sbow availability and Shipping details —k I] This item: Robert's Rules of Order (Newly Revised, loth Edition) by Henry M. Robert R__ ottg_rt's Rules of Order in Brief: The Simple Outline of the Rules Most Often Needed at a Meeting. According to Standard by William J. Evans 0 itoberts Rules for Dummies by C. Alan Jennings Customers Who Bought This Item Also Bought Page 1 of 19 1 'Er,Tr Robert's Rules gf Order fro pArflamentoEy Proc�dure In Brief, The Sim... by Dummies by C. Alan (Ouickstudy William J. Evans Jennings Reference... by Christian y **"� (66) *A-"* (34) Ortiz Legal Services in Seattle (What's this?) I Change Location Q Buy New Quantity: 0 Add to S iappiny tart or �iL'rt.Hy to turn on i -alck ordering. or Add to Catt vilth FREE Two .Wy Shipping Amazon Prime Free Trial required. Sign up when you check out. Learn More Add to Wish list Add to Shopping List J I Buy Used Used - Very Good See details $9.99 & eligible for FREE Super Saver Shipping on orders over $25 Details Eulli110 br.lmamn Add to Sheppiny Seri; or Sian in to turn on 1-Click ordering. Express Checkout with PayPhrase What's this? I Create PayPhrase More Buying Choices 92 used & new from $4.88 Have one to se117 5e11 VnuIx he r�'j Share with Funds LRaralenal Certificates ET www.college-net.com/paralegal . Complete your training in 14 weeks Learn to be a paralegal 100% online Provider: The College Network (Detd11,5.) 1 Y`ii*Yi�1li°i (2 reviews) Ask A Larwyer Online JustAnswer.com/Law ■ 19 Lawyers Are Online. Ask a Question, Get an Answer ASAP. Provider: JustAnswer (Details) (11 reviews) > See all providers Advertise ypur legal services here Packet Page 167 of 343 Editorial Reviews Amazon.com Review Since Roberts Rules of Order first was published in 1896, it's been the means to orderly, smooth, and fairly conducted meetings. This ninth edition of the famous manual of arllamentary procedure includes everything from the first edition, but all of the Information Is clarified, cross-referenced, and carefully indexed. "Where there is no law, but very man does what is right in his own eyes, there is the least of real liberty," said General Henry M. Robert, and his gift of order Is as Indispensable now as it was a century ago. --This text refers to an alternate eAggrAack edition. Review "A powerful brand name and an American classic." -- New York Times Book Review, 5120107 --This text refers to the Hardcover edition. Product Details Paperback: 704 pages Publisher: Da Capo Press; Tenth Edition edition (November 14, 2000) Language: English ISBN-10: 0738203076 ISBN-13: 978-0738203072 Product Dimensions: 6.5 x 4.3 x 1.5 inches Shipping Weight: 1.2 pounds (YleV shlopinn rates and nolides) Average Customer Review: ***",( Q (87 customer reviews) Amazon.com Sales Rank: #2,770 in Books (See Bestsellers In Books) Popular in these categories: (What's this?) #3 In Books > Reference > Etiauette > Rules of Order #14 in Books > Reference > �ytlg!larles ttiThesauruses #42 in Books > Nonfiction > Law Would you like to Nndate product Into or aloe feedback an lmaoes? More About the Authors Discover books, learn about writers, read author blogs, and more. Inside This Book (learn more) First Sentence: A deliberative assembly -the kind of gathering to which parliamentary law is generally understood to apply -has the following distinguishing characteristics: It is a group of people, having or assuming freedom to act in concert, meeting to determine, in full and free discussion, courses of action to be taken in the name of the entire group. Ekad the first pace Key Phrases - Statistically Improbable Phrases (SIPS): (learn more) Key Phrases - Capitalized Phrases (CAPs): (learn more) Previous Question, Posloone Indefinitely., Standard Characteristic, Fix the Time, Extend Urnft3 of Dehate, Resolutions Comrnl Amend Something previously Adonted, Grogram Conmlttee, Madam President, Certain Time, Executive $gard, Call of the H Convenflon Arrangements Commlltee, Recordlno Secretary, Division of the Assembly, Westfield Boulevard, Ernest Dunn, Tit Fmnartcc �, Table of Rules Relatino, Nominating_ Ballot New! Browse Sample Pages: Front Cover i Table of Contents i First Paces I Index i Back Cover i Surprise Mel Search Inside This Book: Citations (learn more) This book cites 4 books: Robert's Rules_ of Order: Newiy_Revlsed (loth E-ditionji by Henry M. Robert in Front Matter (11, Front Matter (2), and Front Matter (3) Robert's Rules of order by General Henry M. Robert in Front Matter (1), Front Matter (2), and Front Matter (3) Manual of Parliamentary Practice by Thomas Jefferson in Front Matter (1), and Front Matter (2) The Dec!aralion Of Independence by Sam Fink In Front Matter 10 books cite this book: FloridaThe Law Of by Peter M. Dunbar on page Packet Page 168 of 343 25, and Dace 26 Called to_Be: A Suldt Odyssey by John P. Cock on IZue 236 Hazel Wolf: Fighting the Intabfishment by Susan Starbuck in Banc Matter Robert's Rules of Order - Masonic: Edition by Michael R Poll In Front Matter Rant of Ravens fSirdwatcher's Mvstervl by Christine Goff on page 27 Books on Related Topics (learn more) I-00K INSIDEt Robert's Rules of Order in Brief by William J. Evans Discusses: t 53andard de Vribtive rhararteristltl t 4 Rubert's Rules tot Dummies by C. Alan Jennings Discusses: 4 standard descnntive characteristics t t The Como le to Idiot's Guide to Robert's Rules s by Nancy Sylvester Discusses: ♦ incidental main mnuon * urlmary amendmenL +w oriainal main motion Robert's Rules of Order by Henry Robert Discusses: t undebateble In6tIOR t undehatable anneal t su�5ldiary motion Customers Viewing This Page May Be Interested in These Sponsored Links (What's this?) loth Edition at DealOz 0 y DealOz.com/Textbooks - Up to 97% Off! Compare 200 store in seconds. Any edition. Free Coupons. 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EEnlore product tags I 0 Loading a This Item to Improve Your Recommendations ,D I own it 'xl )' 9"d 41Y (* Rate this item Search Products Tagiied with G0� >,;:: most papulgrTag s Packet Page 169 of 343 Customer Reviews 87 Reviews 5 star: (59) Average Customer Review Share your thoughts with other customers: ,aL�r' (19) *�ti"* (87cu5toiner r ) ` �: (4) CreateyUllrown „ew 7 2stax: (1) J Star: (4) Most Helpful Customer Reviews '' o V e r; T I %, L u r rt T 127 of 129 people found the following review helpful: ***** The best book of Its kind., June 9, 1999 By A Customer This review is from: gQ$eWs. Rules of Order Newly Revised 19th_Editl D,Q.L[A�anciLki This is the one indispensable book to have at all of your meetings. In over 20 years of being a parliamentarian and 15 years as a teacher of Rules of Order, I have not found a better reference. If you're just learning, you might want to get a simpler, abridged version as a primer - just to let you know what is most important. It won't be long, however, before you'll want this book to use as a real tool to help meetings run more efficiently, in a shorter period of time and with a minimum of disagreements. It will also help you with those "problem" people at meetings. If you don't know Rules of Order you're at the mercy of those who do, or more often, those who pretend to. j Comment I Permalink I Was this review helpful to you? Ycs ' No 130 of 134 people found the following review helpful: ***** The real Robert's: the authority on parliamentary procedure, December 21, 2001 Ad_feedback, By Brian Melendez I:,J (Minneapolis, MN United States) - See all my reviews FERL tlRME As a lawyer, when I am asked about proper procedure at a meeting, my first question Is: What rules do you use? Is there an applicable statute, or bylaws or rules that the organization has Most Recent Customer Reviews adopted? Nine times out of ten, the answer is: "Robert's Rules of Order." Robert's is the most So-so for legislators-N.G. for board widely used parliamentary manual in the United States. members (Audio Version) Hopefully someone will produce an audio version for General Henry M. Robert published the original "Robert's Rules" In 1875 and 1876 and, since the common folks who just want to learn more about copyright on that edition (and the next few editions) has long since expired, there are numerous Robert's Rules of Order as they volunteer as a director unofficial editions on the market. The third edition, published in 1893, is still marketed in on a not -for -profit... fMad more paperback by more than one publisher as the "original" Robert's Rules. With the copyright expired, given the name "Robert's" has passed Into the public domain, and many Imitators have slapped the Published 21 days ago by Integrity Trainer lame "Robert's" on books of parliamentary procedure that bear minimal relation to General *jh(1Sy"f Kindel Version Difficult To Use Robert's work (much as many dictionaries claim the name "Webster's" without any connection to The Kindle edition Is very poorly constructed, no way to Noah Webster or the Merrlam-Webster brand that carries on his work). This book is the real jump from table of contents (or index) to the applicable Robert's, composed by an editorial board appointed by General Robert's heirs (including his page, it appears to be merely a text rendering. descendants Sarah and Henry III, both eminent parliamentarians). Now in its tenth edition, Remit In= published in 2000, this book "supersedes all previous editions and is intended automatically Published 1 month ago by Kevin Buck become the parliamentary authority in organizations whose bylaws prescribe 'Robert's Rules of Order' ... or the like, without specifying a particular edition." ***** What the Bible says about Angels I have had this book for over a month already, have Robert's is not necessarily the best parliamentary manual on the market: "Modern Parliamentary written one doctrine paper with its assistance, and have Procedure" by Ray Keesey is far more logical and user-friendly, and "The Standard Code of discussed Its contents In multiple conversations. Parliamentary Procedure" by Alice Sturgis (commissioned by the American Institute of head morq Parliamentarians as a contemporary alternative to Robert's) is more readable and more rooted in Published 1 month ago by Kirjan Lukija modern practice. But no other book has gained as much as a toehold in Robert's dominance in the market. If you are Interested in parliamentary procedure, or figuring out how most organizations Updated "Robert's Rules of Order" work in the twenty -first -century United States, this Robert's is indispensable. I've been active in local organizations and politics for over 60 years. Generally serve as chairman or Comment link Was this review helpful to you? Yes No (Report this) parlimentarian and have always instisted that "Robert's Rules of Order" be... Read more Published 3 months ago by J. D. Davis 43 of 45 people found the following review helpful: ***** Robert's Rules Rules :rirsi*�Y Totally comprehensive, July 15, 2000 This book is a MUST for any one on a board or committee or running a meeting. We own a Condo and By A Customer are on the board and some standing committees. This review is from: Robert's Ruics of Qrdigr Newly Revised (9th Edltloat fHardeoverl Read more I first came into contact with this book during the summer between my freshman and sophomore Published 4 months ago by T. Sacco years of high school. I was going to be participating in something called Student Congress in the **,*.*. Excellent fall, and although I had never heard of it before, all of my teachers and teamates told me to get a This hard -copy of Robert's Rules of Order was copy of Robert's Rules. Not knowing of any of the "watered down" versions that existed, I simply maintained well. I received the book in a timely manner purchased the official copy. Having cut my teeth on that copy (dutifully reading the entire book and the appearance of the book was like new. that summer) I have little sympathy for people who shy away from it because It's too complicated :-) But honestly, this book has become a source of pride to me. Although I have been criticized Published 4 months ago by Crystal L. Jones for perhaps too zealously insisting on adhering to the rules in the book, I am also accepted as a ArArk * Great advice for the Club Secretary Parliamentary expert and some have remarked I know more than the Parliamentarians who run our When a bit of formality is required to run a meeting It Is exercise (although I would be loathe to admit that, they are very intelligent people). Anyway, always good to know the rules and be able to quote a given a proper forum Robert's Rules of Order have been a very rewarding thing for me, as they reliable source The more we read the more knowledge have given me something to study and learn and be recognized at, and I Intend on buying all we gain and we... Read_Dl e future editions of the text to make sure I stay on top of any developments. Truly the best book of Published 4 months ago by Ralph E. Dixon its kind! Excellent Service I Comment I Permalink I Was this review helpful to you? I Yes No (Report this) _� i� Regarding my order for 'Roberts Rule of Order' book. Received the book promptly and in good condition. Thanks for your excellent service. I-rPatP vnur nwn rPviaw i Packet Page 170 of 343 Share your thoughts with other customers: Create your own review I See all 87 customerrevleLYs— Customer Discussions New! See all customer communities, and bookmark your communities to keep track of them. Listmania! So You'd Like to... Product Information from the Amapedia Community Beta (What'sths?) Be the first person to add an article aboul this i1grel at ��Il . 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Langfitt, Jr. Search Customer Reviews _ GO Only search this product's reviews Fi mllff.-VZ r32.r,-�rx=MrT--M9 Packet Page 171 of 343 Your Recent History (what's this?) r f i Loading Get to Know Us Make Money with Us Careers Sell on Amazon Investor Relations Join Associates Press Releases Self -publish with Us Amazon and Our Planet ) See all Let Us Help You Shipping Rates & Policies Amazon Prime Returns Help amazon.come Canada I China I France I Germany I Japan I United Kingdom And don't forget: Amazon Windowshop I Amazon Wireless I Askville I Audible I DPReview I Endless I IMDb I Shopbop I SoundUnwound I Warehouse Deals by Amazon I Zappos Conditions of Use I Privacy Notice © 1996-2010, Amazon com, Inc or its affiliates Packet Page 172 of 343 AM-2788 Friday, Session 2, Topic 1, E. Questions/Research Requests to Staff Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Steve Bernheim Time: Department: City Council Type: Information Review Committee: Committee Action: Information Subiect Title E. Questions/Research Requests to Staff Recommendation from Mavor and Staff Previous Council Action Na rrativa Fiscal Impact Attachments Link: Fri Session 2 - Topic 1 E Requests to Staff Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 12:00 PM APRV 2 Mayor Gary Haakenson 02/01/2010 12:07 PM APRV 3 Final Approval Sandy Chase 02/01/2010 01:18 PM APRV Form Started By: Jana Started On: 02/01/2010 08:49 Spellman AM Final Approval Date: 02/01/2010 Packet Page 173 of 343 Funneling staff requests Page 1 of 1 Spellman, Jana From: Stephen A. Bernheim [council@stevebernheim.com] Sent: Friday, January 29, 2010 10:17 AM To: Spellman, Jana Subject: Fw: Funneling staff requests: For Session 2, Topic 1 E "Requests to Staff' JS: please include this with Session 2, Topic 1 E, Requests to Staff... thank you. sb. ----- Original Message ----- From: Bernheim Steve To: council Astevebernheim.com Sent: Friday, January 29, 2010 9:51 AM Subject: FW: Funneling staff requests From: Haakenson, Gary Sent: Thu 12/31/2009 10:26 AM To: Bernheim, Steve Subject: Funneling staff requests Hi Steve, Jana told me that you were going to try to funnel all Council requests of Staff through Jana. Just wanted you to know I think it's a great idea but at the same time I don't want Council to think this was my request or that I am trying to limit their ability to contact Staff. So if you could, please make it clear that its your idea. Other cities don't allow Council to talk to Staff at all and I have never operated that in that fashion. I want Council to feel free to work with Staff. I hope that makes sense. Happy New Year! Gary 1/31/2010 Packet Page 174 of 343 AM-2755 Friday, Session 2, Topic 1, F. Public Service Announcements Edmonds City Council Retreat Date: 02/05/2010 Submitted By.- Jana Spellman Submitted For: Councilman Michael Plunkett Department: City Council Review Committee: Committee Action: Information SuNect Title F. Public Service Announcements Recommendation from Mayor and Staff This is a request from Councilman Michael Plunkett. Time: Type: Action Previous Council Action This was endorsed on 8/5/2008 by a 6-1 vote of Council and utilized for the rest of 2008. In January of 2009 Council President Wilson encouraged and Council accepted changing to a business presentation in place of Community Service Announcement. Na rrativp Councilman Plunkett has placed this on the agenda. ATTACHMENTS: 1) Memo from Councilman Plunkett July 11, 2009 2) Minutes Aug. 5, 2009 3) Resolution No. 1179 4) New Resolution Fiscal Impact Attachments Link: Attach 1: Memo from Councilman Plunkett Link: Attach 2 CM 8-5-08 Link: Attach 3: Reso # 1179 Link: Attach 4 New Reso Re CSA Form Routing/Status Route Seq Inbox 1 City Clerk 2 Mayor Approved By Date Status Sandy Chase 01/27/2010 04:15 PM APRV Gary Haakenson 01/28/2010 08:44 AM APRV Packet Page 175 of 343 3 Final Approval Sandy Chase 01/28/2010 10:02 AM APRV Form Started By: Jana Started On: 01/25/2010 02:27 Spellman PM Final Approval Date: 01/28/2010 Packet Page 176 of 343 M E M O RA N D UM Date: July 11, 2008 To: Councilmembers From: Michael Plunkett, Council President Subject: Chamber of Commerce Public Service Announcements An issue and an idea continue to come up. Several great local organizations ask for time at Council meetings to make public service announcements. Most recently the Chamber has asked to be put first on agendas for about ten announcements over the rest of the year. Complying with this request would be a violation of existing council policy for order on agenda and, in general, would not be fair to other organizations. I was elected Council President to uphold Council policy and to administer it fairly and openly. I may have a solution for your consideration. This kind of issue comes up all the time. I have spend time speaking to some folks about this before. So here is what I'm going to do. I will put on each agenda a five minute Public Service Announcement item at the start of each meeting. This way the opportunity to make a PSA will be equitable for all and avoids just setting aside time for one organization when there many worthy organizations. Hence, to make this an equitable situation for all those who meet the criteria (see Mr. Clifton's policy for existing criteria for PSA); I am going to allow a five-minute segment at the beginning of the agenda for public service announcements. In the beginning, I would like to do this on a trial basis; and if it presents too many difficulties or the Council is not on board with this, we can rethink it. But I would like to give all the worthy organizations an opportunity. Now I know there maybe some details to work out but why not give it a try and see how it works. Thanks for your consideration. C: Mayor Haakenson Stephen Clifton, Director CS/ED Sandy Chase, City Clerk City of Edmonds COUNCIL OFFICE Attachment 1 Packet Page 177 of 343 Aquatics ITEM F: AUTHORIZATION TO ADVERTISE FOR STATEMENTS OF QUALIFICATIONS FROM Center CONSULTING FIRMS FOR CONSULTANT TEAMS TO PERFORM AN AQUATICS casihility study CENTER FEASIBILITY STUDY. Councilmember Bernheim commented the Aquatics Center Feasibility Study would allow the Parks Department to solicit an expert to evaluate the community for an aquatics center. He noted the $60,000 budgeted for the study was a reasonable amount considering the scope of the project that would provide costs and benefits of different types of aquatic centers. He supported the expenditure for the feasibility study, acknowledging although there were many enthusiastic supporters of an aquatics center, not all citizens were swimmers. COUNCILMEMBER BERNHEIM MOVED, SECONDED BY COUNCIL PRESIDENT PLUNKETT, FOR APPROVAL OF ITEM F. Council President Plunkett advised there was a panel established to select a consultant and asked if another Councilmember in addition to Councilmember Wilson was interested in participating. Councilmember Orvis volunteered to participate on the selection panel. MOTION CARRIED UNANIMOUSLY. Res# 1179 Community ITEM H: RESOLUTION N . 1179 — ESTABLISHING CRITERIA FOR USE OF THE "COMMUNITY Service SERVICE ANNOUNCEMENT" PORTION OF THE CITY COUNCIL „AGENDA. nce- ,rnent Councilmember Bernheim asked whether the 15 minute timeframe would be added to the beginning or end of Council meetings and the difference between public service announcements and audience comments. Council President Plunkett responded the public service announcements would be scheduled at the beginning of the meeting. The difference was convenience; a community organization requested an opportunity to speak to the Council at the beginning of the meeting about upcoming events. However, the Council's rules did not allow that order on the agenda, resulting in their presentation occurring late in the evening. Further, audience comments are limited to three minutes and often public service announcements cannot be accomplished within three minutes. Council President Plunkett summarized public service announcements were an opportunity for an organization that met the criteria to spend 3-5 minutes making a public service announcement. Councilmember Bernheim preferred at least for the time being, due to the length of recent Council meetings and weighty issues the Council was considering, not to add a 15 minute period for public service announcements at the beginning of the meeting. He strongly supported pre -recording and airing the announcements on Channel 21. Council President Plunkett did not anticipate the public service announcements would take 15 minutes at every meeting, noting the organizations needed to notify City Clerk Sandy Chase or him prior to the meeting. COUNCILMEMBER WAMBOLT MOVED, SECONDED BY COUNCILMEMBER OLSON, FOR APPROVAL OF ITEM H. MOTION CARRIED (6-1), COUNCILMEMBER BERNHEIM OPPOSED. Pu6liaservlce 3A. PUBLIC SERVICE ANNOUNCEMENTS. nnounc� menu Pat Greenstreet, Team Captain, Team Peggy, recognized several members of the team in the audience. She explained Team Peggy was named after Councilmember Peggy Pritchard -Olson. The team's missions ream Peggy i were, first and most important to support Councilmember Olson on her journey with ALS as well as increase ALS g nd- awareness of Lou Gehrig's Disease, known as ALS, and to raise money for the ALS Association. She Awareness invited the Council and the public to visit their booth at the Saturday Market, the Taste of Edmonds, and the Art Walk. She announced upcoming events including a card -marking workshop to benefit the ALS Association at United Methodist Church on August 24 from 2:00 - 5:00 p.m. and the Walk to Defeat ALS at Edmonds City Council Approved Minutes August 5, 2008 Page 2 Attachment 2 Packet Page 178 of 343 Seward Park on September 27 at 10:00 a.m. She invited walkers or virtual walkers (donors) to register for Team Peggy online at www.ALSA-EC.ora. She noted in addition to promoting awareness of ALS, they had been able to get Stevens Hospital to host a monthly support group for ALS patients and caregivers free of charge beginning in September. Prior to this, the only ALS support groups were in Bellevue, Kent, or Bellingham. Mayor Haakenson expressed the City's appreciation for Team Peggy's support of Councilmember Olson. Ciascd 3B.nNTINifED CITY COUNCIL DELIBERATION ON THE CLOSED RECORD REVIEW: APPEAL Rccvrd QF THE HEARING EXAMINER DECISION TO DENY THE REQUEST BY _ STEVE SMITH Review re: DEVELOPMENT LLC, REPRESENTED BY JEAN MORGAN OF MORGAN DESIGN GROUP, TO Arbor Cowt° SUBDIVIDE ARBOR COURT, A 1.27 ACRE PARCEL DEVELOPED WITH 35 _TOWNHOME& Edmon3825ds INTO 35 FEE -SIMPLE TOWNHOUSE PARCELS. THE SITE IS ZONED MULTIPLE FAMILY man way RESIDENTIAL (RM-1.5) AND IS LOCATED AT 23800 - 23824 EDMONDS WAY. (FILE NOS. P-08- 16 AND APIAS-4 Mayor Haakenson recalled the Council discussed this item at last week's Council meeting and continued questions and deliberation to tonight's meeting. He invited Councilmembers to make any disclosures regarding ex parte contact or conflicts under the Appearance of Fairness Act. Councilmember Orvis advised he received an email from Tony Shapiro today and after reading the first sentence and realizing it pertained to this matter, he did not read further. Council President Plunkett and Councilmembers Wambolt and Wilson advised they did not open the email they received from Mr. Shapiro. Councilmember Bernheim advised he opened and printed the email from Mr. Shapiro but had not yet read it. Councilmember Olson advised she did not read the email from Mr. Shapiro. Mayor Haakenson asked whether any of the parties of record objected to the participation of any of the Councilmembers. There were no objections voiced and Mayor Haakenson advised all the seated Councilmembers would participate. Roger Hertrich, Edmonds, advised he was a party of record and because the verbatim minutes were not available last week he was unable to review them to determine whether to speak at the hearing. He requested the ability to speak tonight as a party of record. City Attorney Scott Snyder advised normally a party waived their objection by failing to appear at the hearing. If the Council wanted to consider reopening the hearing to allow Mr. Hertrich to speak, he suggested inquiring whether the other parties of record and/or the appellant had an objection, noting the appellant would be the party prejudiced by reopening the hearing. He further pointed out the references to this matter as a hearing and use of the term testimony, he clarified the Council received oral argument last week based on the appeal and tonight the Council was deliberating and making a decision. Mayor Haakenson advised Mr. Hertrich was not in attendance at last week's Council meeting. Megan Nelson, attorney, GordonDerr, Seattle, advised they objected to Mr. Hertrich speaking but would be willing to allow him to speak if they were provided an opportunity for rebuttal. Edmonds City Council Approved Minutes August 5, 2008 Page 3 Packet Page 179 of 343 0006.90000 WSS/gjz 7/28/08 RESOLUTION NO. 1179 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING CRITERIA FOR USE OF THE "COMMUNITY SERVICE ANNOUNCEMENT" PORTION OF THE CITY COUNCIL AGENDA. WHEREAS, the City Council deems it to be in the public interest to provide an opportunity at City Council meetings for community organizations to make public service announcements, and, WHEREAS, City Council meetings are a limited public forum in which an opportunity for general public comment is provided later in the agenda, and WHEREAS, the City currently permits use of government channel 21 and the City's web site through links for certain limited community organizations, and WHEREAS, the City Council wishes to make those same policies applicable to its public comment period, now, therefore, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. A fifteen -minute opportunity for public service announcements is hereby established at a time to be designated by the Council President on the Council's regular meeting dates. City Council meetings are a limited public forum and their primary purpose is to conduct public business as set forth in the City Council's agenda. An opportunity for public comment is provided at a later time in the agenda. The Community Service Announcement period shall be administered under the same rules as have been established for access to the ATTACHMENT 3 {WSS701761.DOC;1/00006.900000/} - 1 - Packet Page 180 of 343 City's web site and the establishment of links thereon. A copy of that policy is attached hereto as Exhibit A and incorporated by this reference as fully as if herein set forth. Section 2. Community organizations, as defined in the attached Exhibit A, may request an opportunity to make a public service announcement by contacting the City Council President or Senior Executive Assistant to the City Council. Application to make a public service announcement should be made by noon on Thursday of the week preceding the agenda on which the announcement is sought to be made. The Senior Executive Assistant to the City Council or Council President shall be provided with a brief written description of the announcement to be made. The Council President or Senior Executive Assistant to the City Council may request the information set forth on the attached regarding the organization's mission or purpose, including an explanation of its relevance to the Edmonds community, a contact person and the name, business address and telephone number of the organization. This information need not be provided each time a community organization makes a request, but may be required for first-time requesters. Information regarding qualifying community organizations may be maintained on file by the Senior Executive Assistant to the City Council. Section 3. In the event that more than one organization makes application, the Council President may divide the fifteen -minute time between them, establish other time limits or request additional time from the Council. In the event of conflict between two requests, the Council President may assign time on a first-come/first-served basis. Section 4. Nothing herein should be interpreted as expanding the limited public forum or limiting the right of the City Council as necessary to cancel the public comment period for any given meeting. The City Council's agenda time is limited and other City Council (WSS701761.DOC;1/00006.900000/) - 2 - Packet Page 181 of 343 business may take priority. The time at which the public announcements are made may vary from meeting to meeting depending on the urgency of other public business. RESOLVED this 5th day of August, 2008. APPROVE : MAY , GW HAAKENSON ATTEST/AUTHENTICATED: ITY CLERK, SANDRA S. CHASE FILED WITH THE CITY CLERK: 08/01/2008 PASSED BY THE CITY COUNCIL: 08/05/2008 RESOLUTION NO. 1179 (WSS701761.DOC;1/00006.900000/) - 3 - Packet Page 182 of 343 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 ■ 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 {]ZL507167. DOC;3/00006.900020/} Packet Page 183 of 343 ■ 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. {JZL507167. DOC;3/00006.900020/} Packet Page 184 of 343 0006.90000 WSS/gjz 7/28/08 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING CRITERIA FOR USE OF THE "COMMUNITY SERVICE ANNOUNCEMENT" PORTION OF THE CITY COUNCIL AGENDA. '` r WHEREAS, the City Council deems it to be in the public interest to provide an V. opportunity at City Council meetings for community organizations to make public service announcements, and, WHEREAS, City Council meetings are a limited public forum in which an opportunity for general public comment is provided later in the agenda, and WHEREAS, the City currently permits use of government channel 21 and the City's web site through links for certain limited community organizations, and WHEREAS, the City Council wishes to make those same policies applicable to its public comment period, now, therefore, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. A fifteen -minute opportunity for public service announcements is hereby established at a time to be designated by the Council President on the Council's regular meeting dates. City Council meetings are a1imited public forum and their primary purpose is to conduct public business as set forth in the City Council"s agenda. An'opportunity for public comment is provided at a later time in the agenda. The Community Service Announcement period shall be administered under the same rules as have been established for access to the E. City's web site and the establishment of links thereon. A copy of that policy is attached hereto as Exhibit A and incorporated by this reference as fully as if herein set forth. Section 2. Community organizations, as defined in the attached Exhibit A, may request an opportunity to make a public service announcement by contacting the City Council President or Senior Executive Assistant to the City Council. Application to make a public service announcement should be made by noon on Thursday of the week preceding the agenda on which the announcement is sought to be made. The Senior Executive Assistant to the City Council or Council President shall be provided with a brief written description of the announcement to be made. The Council President or Senior Executive Assistant to the City Council may request the information set forth on the attached regarding the organization's mission or purpose, including an explanation of its relevance to the Edmonds community, a contact person and the name, business address and telephone number of the organization. This information need not be provided each time a community organization makes a request, but may be required for first-time requesters. Information regarding qualifying community organizations may be maintained on file by the Senior Executive Assistant to the City Council. Section 3. In the event that more than one organization makes application, the Council President may divide the fifteen -minute time between them, establish other time limits k� or request additional time from the Council. In the event of conflict between two requests, the Council President may assign time on a first-come/first-served basis. Section 4. Nothing herein should be interpreted as expanding the limited public forum.or limiting the right of the City Council as necessary to cancel the public comment period for any given meeting. The City Council's agenda time is limited and other City Council I PacketPa& 186'6f 343' . •..• ,• , business may take priority. The time at which the public announcements are made may vary from meeting to meeting depending on the urgency of other public business, RESOLVED this day of February, 2010. APPROVED: MAYOR, GARY HAAKENSON ATTEST/AUTHENTICATED: CITY CLERK, SANDRA S. CHASE FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: RESOLUTION N- O: Packet Page 187 of 343 AM-2767 Friday, Session 2, Topic 2, A. Review Legal Counsel Contract/Labor Negotiations Edmonds City Council Retreat Date: 02/05/2010 Submitted By Jana Spellman Submitted For: Council President Steve Bernheim Time: Department: City Council Type: Information Review Committee: Committee Action: Subject Title Information A. Review Legal Counsel Contract/Labor Negotiations Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Friday Session Topic 2A Rev Le Counsel Contract Link: Fri Sess Topic 2 A Labor Negotiations Link: 2010 Council Retreat\Labor Relations Consultants Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 11:59 AM APRV 2 Mayor Gary Haakenson 02/01/2010 12:07 PM APRV 3 Final Approval Sandy Chase 02/01/2010 01:18 PM APRV Form Started By: Jana Started On: 01/28/2010 11:39 Spellman AM Final Approval Date: 02/01/2010 Packet Page 188 of 343 Page 1 of 2 Spellman, Jana From: Deanna Krell [deannak@awcnet.org] Sent: Thursday, January 21, 2010 3:21 PM To: 'council@stevebernheim.com' Subject: FW: Recommendations for legal services in City of Edmonds Attached is a list of labor relations consultants that AWC has compiled over the years. Although many on the list are attorneys, I did want to mention that some are not. I highlighted the names of the attorneys on the list. While this is not an exhaustive list of labor attorneys or law firms that represent employers, it does include those with a significant focus on public sector clients. If you have any questions, just let me know. Deanna Krell Human Resources Programs Manager Member Services Department Association of Washington Cities From: Mike McCarty Sent: Thursday, January 21, 2010 11:57 AM To: Stephen A. Bernheim; Luann Hopkins Cc: Deanna Krell; pmason@mrsc.org Subject: RE: Recommendations for legal services in City of Edmonds Steve, Sorry for the delay in getting back to you. AWC does not recommend municipal lawyers but we do maintain a list of law firms that can provide labor negotiation assistance. Deanna Krell, AWC Human Resource Services Manager will forward that list to you. Regarding general legal services and bond counsel, I suggest you contact Pat Mason at Municipal Research and Services Center (MRSC). AWC does not have a white paper on the issue, but the following excerpt from the "Mayor" Handbook" may be of value to you: Relationship with the city attorney In most cities the mayor appoints the city attorney, whether that position is fulltime or part-time. In some cities the council takes an active role in arranging for the provision of legal services through a contractual arrangement. Regardless of how the position is established, remember that though the mayor typically has more contact with the city attorney than the councilmembers or city staff, the city attorney's job is to advise all of the city officials. Sometimes councilmembers feel that the city attorney is the mayor's attorney, particularly if the city attorney generally supports the mayor's position in situations where the answer is unclear. A mayor cannot prohibit the council from having access to the city attorney for advice. For financial reasons, the mayor may feel that questions to the city attorney should be channeled through the mayor, to avoid possible duplication and to make sure that the questions are presented clearly. Ultimately it is up to the council to 1/28/2010 Friday Session: Topic 2A Packet Page 189 of 343 Page 2 of 2 establish procedures on how city attorney services are provided. Some smaller cities try to minimize their fees for legal services by not having the city attorney regularly attend council meetings. That can be thrifty, but shortsighted, particularly when the council is dealing with controversial matters such as land development, or complex procedural issues such as LIDS. "Mayor's Handbook", AWC — MRSC, 2009. httwww.awcnet.or ublications Ma orsHandbook09. df I hope this helps and feel free to contact me if you have questions or need additional information. Sincerely, Mike McCarty Chief Executive Officer Association of Washington Cities From: Stephen A. Bernheim [mailto:council@stevebernheim.com] Sent: Monday, January 18, 2010 12:05 PM To: Mike McCarty; Luann Hopkins Subject: Recommendations for legal services in City of Edmonds Mike/LuAnn: The city of Edmonds may soon begin an evaluation of our professional services contracts. Can AWC provide me with a list of recommended municipal lawyers related to the following areas: 1. Labor negotiation with City employees and unions 2. General municipal law services 3. Bond counsel for issuance of voter -approved city bonds for specific public purposes Also, does AWC have a "white paper" or other general background information for cities on the subject of whether to contract out legal services to private law firms or to hire an in-house full-time city attorney ? Steve Bernheim Edmonds City Council # 6 http:/Iwww.ci.edmonds.wa.us/cp6.stm 512 Bell St. Edmonds WA 98020 Council Office Hours: after 4:30 p.m. 425-744-3021 (desklmessage) 425 712 8418 (fax) 206 240 5344 (cell) council@stevebernheim.com 1 /28/2010 Packet Page 190 of 343 Page 1 of 2 Spellman, Jana From: Pat Mason [pmason@mrsc.org] Sent: Tuesday, January 19, 2010 5:09 PM To: council@stevebernheim.com Subject: Professional service contracts Hi Steve - I received your request for some recommended municipal lawyers in some specific expertise areas. This is not necessarily a comprehensive list but these are respected firms we are aware of. I will include a contact person and number for each firm: General Municipal Law Services — Ogden Murphy Wallace — Scott Snyder — (206) 447-7000 Weed Graafstra & Benson — Grant Weed — (360) 568-3119 Inslee Best — Rod Kaseguma — 425) 455-1234 Kenyon Disend — Bruce Disend — (425) 392-7090 Bond Counsel — Foster Pepper — Steve DiJulio — ( 206) 447-8971 K & L Gates — Stacey Crawshaw-Lewis — (206) 623-7580 Labor Negotiations — Summit Law Group — Bruce Schroeder — (206) 676-7000 Sebris Busto James — Mark Busto — (425) 454-4233 Davis Grimm Payne & Marra — Eileen Lawrence - (206) 447-0182 In regard to a white paper on the factors to consider when deciding whether to use in-house counsel or a private firm on retainer, we have never done a white paper on that topic. I wish I had a good resource to direct you in order to help with that decision, but I am not aware of one. It may be helpful to check with some cities of about equal population and obtain some direct input from them. I hope this is of assistance. Pat Mason Senior Legal Consultant Municipal Research and Services Center of Washington 2601 Fourth Avenue, Suite 800 1/28/�Ajei Page 191 of 343 Page 2 of 2 Seattle, WA 98121-1280 (206) 625-1300 pmason@mrsc.org www.mrsc.org s 1/28/Rackl Page 192 of 343 Page 1 of 1 Spellman, Jana From: Humann, Debi Sent: Tuesday, January 19, 2010 11:42 AM To: Stephen A. Bernheim Cc: Haakenson, Gary Subject: RE: labor schedule ? Steve: Generally speaking, the HR department begins the time-consuming task of collecting labor agreements from all our comparable cities on or around June 1. We use these materials to build information as to which of our positions are either over or underpaid and that becomes our foundation for negotiation. The Teamsters contract spells out the following: Article 18.2 - At least five months prior to December 31, 2010, the Union and the Employer shall have the right to open this Agreement for the purpose of negotiating changes in the Agreement. We generally begin active negotiation late August/early September. Scott Snyder and myself negotiate with each union. We are assisted by a department head/designee who works with a specific union ... for example, Noel Miller and several Public Works managers helped negotiate the Teamsters contract while Duane Bowman helped negotiate SEIU. Debi Humann -----Original Message ----- From: Stephen A. Bernheim [mailto:council@stevebernheim.com] Sent: Monday, January 18, 2010 12:12 PM To: Humann, Debi Cc: Haakenson, Gary Subject: labor schedule ? Debi: Sometime this week could you please provide me with a rough idea of the schedule for the next round of labor negotiations for all city employment units ? I'd like to report to the city council what are the times by which the city representatives should be beginning to enter into negotiations for the next contracts. Thanks! Steve Bernheim. Friday Session 2 - Topic 2A } 1 /28/2010 ,Packet Page 193 of 343 LABOR RELATIONS CONSULTANTS The following agencies/individuals are consultants who negotiate labor contracts and represent public employers in arbitrations and other labor relations matters. Please note that inclusion on this list does not signify an endorsement or recommendation by AWC. You should contact the individual firms for more complete information and references. Allied Employers Randy Zeiler, Yvonne Richardson 4030 Lake Washington Blvd NE Suite 201 Kirkland, WA 98033-7870 Phone: (425) 576-1100 Allied@AlliedEmployers.org Braun Consulting Group Robert R. Braun 1326 5th Avenue, Suite 339 Seattle, WA 98101 Phone: (206) 623-5155 b.braun@Braunconsulting.com Bullard Smith Jernstedt Harnish Akin Blitz 1000 SW Broadway Suite 1900 Portland, OR 97205 Phone: (503) 248-1134 abiitz@bullardlaw. corn Cabot Dow & Associates Cabot Dow, President PO Box 1806 Bellevue, WA 98009 cabctdow aol.com Phone: (206) 453-1986 Dionne & Rorick James Dionne 601 Union St. Ste. 900 Seattle, WA 98101 Phone: (206) 622-0203 Fax: (206) 223-2003 jim@dionne-rorick.com Foster & Associates Chuck Foster 3797 Fort Bellingham Road Bellingham, WA 98225 Phone: (360) 671-5707 Garvey Schubert & Barer Ron Knox 1191 2nd Avenue, 18th Floor Seattle, WA 98101 Phone: (206) 816-1356 rknox(cDgsblaw.com James L. Hobbs Labor Relations Service James L. Hobbs 17583 S. Skyridge Drive Mount Vernon, WA 98274 Phone: (360) 424-1695 Keithly Weed Graafstra & Benson Grant K. Weed 21 Avenue A Snohomish, WA 98290 Phone: (360) 586-3119 information@snohomishlaw.com Menke Jackson Beyer Elofson Tony Menke 807 N 391h Avenue Yakima, WA 98902 Phone: (509) 575-0313 tmenke@mjbe.com Ogden Murphy Wallace (Seattle Office) Doug Albright 1601 Fifth Avenue #2100 Seattle, WA 98101 Phone: (206) 447-7000 dalbri ht omwlaw.com Ogden Murphy Wallace (Wenatchee) Chuck Zimmerman, Gil Sparks PO Box 1606 Wenatchee, WA 98807 Phone: (509) 662-1954 gsparks@omwlaw.com Perkins Cole Michael Reynvaan 1201 Third Avenue, Suite 4800 Seattle, WA 98101 Phone: (206) 583-8469 reynm@perkinscoie.com Puget Sound Public Employers Mike Meglemre PO Box 4160 Spanaway, WA 98387 Phone: (253) 846-8868 Just-say-no@Comcast.net Packet Page 194 of 343 RJS & Associates Richard J. Sokolowski 522 Runquist Court Steilacoom, WA 98388 Phone: (360) 584-0117 dcsoko@comcast.net Clients: Battleground, Puyallup Sound Employment Solutions LLP Janice Corbin, Janet May 11700 Mukilteo Speedway/PMB 1211 Mukilteo, WA 98275 Phone: (206) 334-5003 sescorbin@msn.com Strickler & Associates Howard Strickler 2865 Mt Rainier Dr S Seattle, WA 98144 Phone: (206) 722-3719 hstrick serv.nei Summit Law Group Bruce Schroeder, Otto Klein, Rod Younker 315 Fifth Avenue S, Suite 1000 Seattle, WA 98104 Phone: (206) 676-7000 bruces suinmitlaw.com The Wesley Group Kevin Wesley PO Box 7164 Kennewick, WA 99336 Phone: (509) 735-6075 Clients: Cities of Kennewick, Othello, Clarkston. Packet Page 195 of 343 AM-2772 Friday Session 2, Topic 2, B. Implementation of Ordinances after Passage by Council Edmonds City Council Retreat Date: Submitted By. Submitted For: Department: Review Committee: Committee Action: Subject Title 02/05/2010 Jana Spellman Council President Bernheim Time: City Council Type: M:1 Information Implementation of Ordinances after Passage by Council Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal impact Attachments Link: Fri Sess 2 Tonic 2B Ord Implementation Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:22 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:25 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:38 PM APRV Form Started By: Jana Started On: 01/29/2010 08:27 Spellman AM Final Approval Date: 02/01/2010 Information Packet Page 196 of 343 Page 1 of 1 Stephen A. Bernheim From: "Stephen A. Bernheim" <councll@stevebemheim.com> To: "Chave, Rob" <Chave@ci.edmonds.wa.us> Sent: Tuesday, December 01, 2009 3:26 PM Subject: Re: The 79 day delay publishing the new Critical Areas Ordinance ("CAO) No. 3527: thank you, Rob. I recall you sent a more detailed explanation of this within the last several months, but I'm unable to locate it in my otherwise bulletproof email filing system. May I ask you to re -send that earlier message to me ? thanksl bernheim. -- Original Message From: Chave, ob To: Ken Reidy; Miller, Noel ; Jlaakenson. Gary; rrfichaelj2pp98@v-ahoo.com ; Michael Plunkett; Ron Wambolt ; Dave Orvis ; Steve Bemheim ; Marco Cooper ; Cliff Sanderlin ; Ken Kettel ; Chris Johnson ; Ro rt Denham ; Chris Copland ; Scott Mallory ; Barbara Tipton ; Glenn Salmi ; Charlie Lanasa ; George Murray; Jim Wold ; Cam Gilles; Sally_Merck ;.loan Salmi ;Alan Daniels ; Susan Blalock ; v€vian.olso camcast,net ; Jim McQueen ; Maria Mallory; Anne Meiers ; Anne Peters -Johnson ; Ewe May; Joan Bloom ; Clifton, Stephen; Bullis, Ann; Peterson. Strom ; Wilson, DJ Sent: Tuesday, December 01, 2009 3:16 PM Subject: RE: The 79 day delay publishing the new Critical Areas Ordinance ("CAO) No. 3527: Mr. Reidy: As you should be aware of by now, it was not a choice or option to have had the critical areas ordinance effective prior to when it was; it was held up by the City Council's delayed action on the comprehensive plan, which was a related action under the SEPA determination. The only action the city could otherwise have taken was to have delayed approval of the critical areas ordinance until the city completed its comprehensive plan update. You clearly are mis-representing the situation. Please stop doing so. Rob Chave Edmonds Planning Manager Friday Session: Topic 2B 12/1/2009 Packet Page 197 of 343 Message Page 1 of 1 Spellman, Jana From: Chave, Rob Sent: Tuesday, December 15, 2009 11:26 AM To: Stephen A. Bernheim Subject: RE: school district plan ... There is a 60-day comment period that the state requires on GMA actions, and we discovered that the School District hadn't sent their plan to the state for review along with their SEPA determination (that's how we typically do ours), so the school district's plan couldn't be adopted with the other City 2008 plan amendments. Rob Chave Edmonds Planning Manager -----Original Message ----- From: Stephen A. Bernheim [mailto:steve@stevebernheim.com] Sent: Tuesday, December 15, 2009 11:17 AM To: Chave, Rob Subject: school district plan ... rob, i don't have the agenda in front of me, but (if i remember correctly) can you briefly indicate to me the reason why approval of the school district comp plan had to await state action of some sort, please? Steve Bernheim Edmonds City Council # 6 hftp://www.ci.edmonds.wa.us/cp6.stm 512 Bell St. Edmonds WA 98020 Council Office Hours: after 4:30 p.m. 425-744-3021 (desk/message) 425 712 8418 (fax) 206 240 5344 (cell) council@stevebemheim.com 1/28/20�0 ac et Page 198 of 343 AM-2775 Friday, Session 2, Topic 2, E. Fire District One Contract Review Edmonds City Council Retreat Date: Submitted By: Department: Review Committee: Committee Action: Sub' ect Title 02/05/2010 Jana Spellman Time: City Council Type: Tnfnrm o+inn E. Fire District One Contract Review Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Fridav Session 2 Topic 2E Fire Sale account Form Routine/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:22 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:25 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:38 PM APRV Form Started By: Jana Started On: 01/29/2010 08:59 Spellman AM Final Approval Date: 02/01/2010 Packet Page 199 of 343 Retreat Agenda Memo City of Edmonds City Councilman Steve Bernheim February 1, 2010 Re: Disposition of Proceeds from Sale of Fire Eg ip_ment to Fire District 4 I propose that the proceeds from the sale of the fire department equipment to Fire District 1 be placed in a designated, segregated, interest -bearing account (interest accruing in the account, that is) and reserved for such future purposes as the Council shall direct. Unless formal action on this matter can be taken at the Retreat, I would propose it for the agenda of the City Council meeting on February 16, 2010. Steve Bernheim Edmonds City Council # 6 http:/fwww. ci. edm_onds. wa . ai s/cp6. stm 512 Bell St. Edmonds WA 98020 Council Office Hours: after 4:30 p.m. 425-744-3021 (desk/message) 425 712 8418 (fax) 206 240 5344 (cell) counci l@stevebernheim. eom Packet Page 200 of 343 AM-2777 Friday, Session 2, Topic 3: Economic Development Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Steve Bernheim Det)artment: City Council Review Committee: Committee Action: Subject Title Tnfnrm �+inn Topic 3: Economic Development (90 Minutes) Recommendation from Mayor and Staff Previous Council Action Na rra tiva Time: Type: Fiscal Lnpact, Attachments Link: Friday Session 2 - Topic 7 Economic Development_ Link: Combined 2009 A111111JI Reports from the Economic Development Commission and the Planning Board Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:04 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:13 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:22 PM APRV Form Started By: Jana Started On: 01/29/2010 09:28 Spellman AM Final Approval Date: 02/01/2010 Packet Page 201 of 343 �y°`' City of Edmonds Economic Development Plan December, 2006 City of Edmonds 121 5th Ave N Edmonds, WA 98020 Phone: 425.771.0220 Fax: 425.771.0221 Website: www.ci.edmonds.wa.us Packet Page 202 of 343 City of Edmonds Economic Development Element .10C. 189� Adopted December 19, 2006 Packet Page 203 of 343 Edmonds Economic Development Comprehensive Plan Element The purpose of the Economic Development Element is to state the city's economic development policies clearly in one place, thereby guiding local policymakers and informing the public about issues relating to the local economy. The chapter is divided three major sections: Introduction and Approaches to Economic Development, The Edmonds Economy, and Economic Development Goals and Policies. Introduction and Approaches to Economic Development A. Why do economic development? Economic development in Edmonds can be defined as "the city's policies and services for growing the local economy in order to enhance the quality of life". Economic development is essential to preserving the existing level of service and attaining long-range goals for sustainable growth and community vitality. In general, economic development affects the local economy by broadening and strengthening the local tax base and by providing meaningful employment and entrepreneurial opportunities. An increasing number of communities around the region have economic development policies and staff. Community economic development priorities vary widely, but may include: creating affordable housing, adding employment, downtown or commercial revitalization, small business assistance, business recruitment and site selection help, community marketing, historic preservation, tourism generation, public relations, streamlining permit processes, and special development or streetscape projects (including public art). Communities are realizing that there is no such thing as a "static" or fixed economy; local economies are always changing. They are also impacted by countless forces: national and state economic cycles, competition from surrounding cities for desirable businesses, local and regional land use changes, residential and commercial real estate market trends, and other forces. Without change and adaptability, a community can become stagnant or even decline. Successful communities today acknowledge their past and allow a vision for the future to guide them through the changes needed to prosper. 1 Packet Page 204 of 343 B. Past economic development efforts and local stakeholders The Edmonds Alliance for Economic Development was formed in 1995 as a coalition of businesspeople and property owners to promote the city and recruit businesses. It undertook analysis, strategic planning, and projects through 2004. In 1996, the City of Edmonds, the Port of Edmonds, and the Greater Edmonds Chamber of Commerce crafted the "Edmonds Economic Development Strategic Action Plan", which was adopted by reference. This element updates and replaces that work. The city's economic development efforts continued to focus primarily on the downtown, and in 1999, downtown economic development specialists Hyett-Palma were selected for a downtown study. The study, Edmonds Downtown Economic Enhancement Strategy - 1999, outlined several strategies for dealing with economic development in downtown Edmonds. They noted that the future of downtown Edmonds should not be "boiled down to an either or decision", but instead Hyett-Palma identified the challenge for downtown as follows: "Keep Downtown "the same" — by maintaining its charm, quaintness, and small town ambiance — while at the same time managing change in a way that allows Edmonds to take advantage of economic opportunities that will benefit the community."' They concluded that avoiding change will, in fact, not keep downtown "the same". That will only result in a downtown that will not stay the same or flourish to be more attractive.' They also identified several recommended actions, such as: • Reserving the first floor, by city zoning ordinance, in a downtown core specialty cluster for retail; ■ Developing a large number of through mixed -use developments; • Adding design guidelines; • Helping existing businesses tc ventures; and housing units in the downtown expand and open additional • Ensuring that aesthetics add to the downtown ambiance through high quality public and private signage, art and streetscape elements. 1 Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. P. 11 2 Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. P. 12 2 Packet Page 205 of 343 Many of the Hyett Palma conclusions resurfaced during a 2004-2005 Downtown Plan Comprehensive Plan Update, for which additional study was completed by Heartland LLC and by Mark Hinshaw at LMN Architects. In 2004, the City also added the first Economic Development Director on staff under the Mayor. This position works in close collaboration with local and regional economic development stakeholders. Prior to the development of the Economic Development Element, initial staff priorities were set involving: business recruitment and retention, tourism development, creating a more business -friendly regulatory environment, and addressing barriers to development in business districts around the entire city. This Economic Development Element will provide further guidance for staff and council on economic development priorities. C. Current national thinking in economic development Across the country, many past economic development efforts focused either on providing major tax breaks to entice large corporations or on government provision of significant infrastructure projects geared towards assisting industry. Today's general outlook on economic development recommends a more balanced approach with an emphasis on long-term planning for a vital, sustainable community. Support locally -owned businesses States and municipalities are increasingly establishing policies to bolster smaller, locally -owned businesses. Economic development expert Michael Shuman, an economist and attorney, focuses on creating self-reliant communities. In his book "Going Local", Shuman highlights ways in which municipalities can bolster locally -owned companies and increase local spending. Recent research has begun to highlight the positive "multiplier effect" associated with prioritizing the growth of local companies. The multiplier effect describes how the expenditure of a dollar generates more than a dollar of activity. A worker who receives a check might spend a portion of it at a local restaurant or shop, thereby resulting in more transactions within that community. The local multiplier effect stops when the transaction leaves the local community. Shuman writes, "The primary virtue of import substitution, community corporations, and local investment is that these strategies increase the likelihood of the economic multiplier's staying at home."' 3 Shuman, Michael. Goiii , Local. P. 50 Packet Page 206 of 343 While it is impossible today to substitute many of our "imports" locally, many improvements are achievable. Some examples of common practices in line with this school of thought include procurement policies that favor local companies (if within a range of price competitiveness) and "shop local" programs. Create vibrant places Another movement in economic development has produced a shift towards creating vibrant places where today's workforce will want to live, as documented by public policy and economic development expert Richard Florida. Florida's research demonstrates how today's "creative class" of workers choose location first, and employment second. In this line of thinking, corporations are increasingly forced to locate to where the desirable, educated workforce resides, not necessarily whichever locale offers the largest tax break. In the following segment, Florida describes what today's workforce seeks in a place to live. "What's there: the combination of the built environment and the natural environment; a proper setting for pursuit of creative lives Who's there: the diverse kinds of people, interacting and providing cues that anyone can plug into and make life in that community What's going on: the vibrancy of the street life, cafe culture, arts, music, and people engaging in outdoor activities - altogether a lot of active, exciting creative endeavors"' 4 Florida, Richard. The Rise of the Creative Class, p.232 4 Packet Page 207 of 343 Consequently, municipalities and regions engaged in economic development must think about nurturing environments for businesses and people in order to grow a local economy. II. The Edmonds Economy A. Analysis of local economy A good understanding of the local economy helps a community to effectively guide policies, investments, staff resources, and future plans. The analysis completed for the Economic Development Element offers a background on local business characteristics and a summary of city revenues. Local business characteristics Edmonds is home primarily to a small business economy. In 2005, City records counted 1,791 licensed businesses located in Edmonds. Claritas consumer research, which provides detailed information not collected locally, recorded 1,526 businesses. Some summary employment statistics are listed below. Table 1: Median # of employees: 3 Average # of employees: 8 Total employees: 12,693 Source: Claritas While most Edmonds businesses employ a small number of workers, larger local employers include Stevens Hospital, the Edmonds School District, and the City of Edmonds. Stevens Hospital, with 217 beds and 888 full-time employees, serves as an anchor to the greater health care industry in Edmonds. In 2005, there were 209 related health care and social assistance businesses. Edmonds is also home to a large number of retail and professional service businesses, ranging from small shops and restaurants to nationally -known architectural, engineering and technical firms. Table 2 shows the number of Edmonds businesses by NAIC code. 5 Packet Page 208 of 343 Table: 2 Number of Businesses in Edmonds by NAIC Code in 2005 NAIC Business Description Code Count Retail 44-45 231 Professional, Scientific, and Technical Services 54 229 Health Care and Social Assistance 62 209 Other Services (except Public Administration) 81 172 Construction 23 114 Finance & Insurance 52 107 Accommodation and Food Services 72 102 Real Estate & Rental Leasing 53 72 Administrative, Support & Waste Management & Remediation Svs 56 58 Wholesale Trade 42 53 Educational Services 61 41 Manufacturing 31-33 33 Arts, Entertainment, and Recreation 71 29 Public Administration 92 21 Transportation and Warehousing 48-49 18 Information 51 18 Utilities 22 2 Agriculture, Forestry, Fishing and Hunting 11 2 NAICs Total 1,511 All businesses in Edmonds 1,526 *15 businesses were non -classifiable Source: Claritas North American Industry Classification System (NAICS) replaced the U.S. Standard Industrial Classification (SIC) system. Edmonds is also home to many businesses in fields that are experiencing dramatic growth in self-employment across the nation. Nationally, the number of businesses with no paid employees grew from 17.6 million in 2002 to more than 18.6 million in 2003, a growth rate of 5.7 percent, according to a report issued by the U.S. Census Bureau. This represents the biggest rate of increase in self-employment since the Census Bureau began releasing such statistics in 1997. If Edmonds is indeed experiencing the same trend locally, it may be part of the reason why Edmonds has a relatively high percent of workers who live and work within Edmonds. According to the 2000 Census, 18.5% of Edmonds' working population chose to live and work in Edmonds. Comparatively, that figure was only 10.8% for Lake Forest Park, 1 5.1% for Mukilteo, 9% for Mountlake Terrace and 12.8% for Mill Creek. Perhaps due to its large amount of commercially zoned land and therefore number of businesses, 23.4% of Lynwood's workers worked and lived within the city. A Packet Page 209 of 343 New business development in Edmonds will likely continue to be dominated by small businesses and self-employed persons, unless significant land use changes are made to encourage the development of larger office buildings or other commercial uses. Geographically, employment is currently spread throughout the city's downtown, neighborhood business districts and along Highway 99. n City of Edmonds Geographic Employment Patterns Source: Claritas data July, 2005 Employment 0260 0 130 0 26 Packet Page 210 of 343 City revenues & sustainability Each year, budget season arrives and usually some difficult choices are made about what to fund and what to cut. Throughout the year, land use decisions are also made, according to staff reports, regulations, public testimony, and other factors. Rarely do we stop to consider the bigger picture: the linkage between each year's budgetary constraints and the ongoing land use decisions. This connection affects the revenues generated, the services the city is able to offer, and the quality of life enjoyed by residents and businesses. Revenues Services Quality of Life Edmonds is heavily reliant on taxes as a source of General Fund income. In 2005, roughly 73% of General Fund revenues were generated from three tax sources: property, sales, and utility. While this dependence on taxes is not new, one percent property tax limitations on local governments have acted as a major fiscal drain in largely residential communities such as Edmonds. In conformity with 1-747, Edmonds is limited to a one percent annual property tax increase. Prior to 1-747, property taxes could rise up to six percent annually. This has led Edmonds and many other municipalities to pursue economic development agendas to diversify their revenue base, including but not limited to increasing sales taxes. The city receives sales tax from two main sources: the sale of consumer goods and construction materials. Sales tax revenues vary from city to city, depending on commercial development patterns, construction activity and other factors. In Bothell, for example, sales tax is the city's largest revenue source. In Lynnwood, it accounts for 46% of general fund revenues. In Edmonds, it accounts for roughly 19.3 % of the General Fund. A table with sample cities and their sales tax revenues is listed E. Packet Page 211 of 343 below. The per capita sales tax generated is also included, although a more detailed analysis would need to be done to determine how much of the sales tax revenue is generated by local residents versus visitors. Table 3: Selected Mid -Size and Small Cities 2005 Pn ulativn Sales Taxes ' Per Capita Shoreline 52,740 $ 6,016,940 $ 114 Kirkland i 45,800 $ 14,309,796 $ 312 Edmonds 39,620 $ 4,746,814 $ 120 Lynnwood 34,540 $ 17, 419, 531 $ 504 Bothell 30,930 $ 8,885,688 $ 287 Mountlake_ Terrace $ 1,360,097 $ 67 Mukilteo _20,390 19,220 $ 1,814,520 $ 94 Arlington 14,700 i $ 3,683,440 $ 251 Snohomish 8,585j $ 2,383,186 $ 278 Port Townsend 8,5351 $ 1,591,514 $ 186 Source: WA State Dept. of Revenue It is simple to state the goal of increasing sales tax revenues, but somewhat more complex when determining how to implement that goal. Many cities have focused on development because of its positive impact on sales and property taxes. Quality development/ redevelopment increases: ■ Property values, resulting in additional property tax revenues. ■ Construction activity, which subsequently adds sales tax revenues. • The number of utility customers, resulting in higher consumption and additional utility tax revenues.' Because Edmonds is largely built out, emphasis in the business districts should be on redevelopment, where appropriate. This does not imply a need for "wholesale" redevelopment of entire districts, but rather an emphasis on realizing growth around important but limited opportunities, such as the Harbor Square and Edmonds Shopping Center areas. On a smaller scale, the recent closure of a gas station at 511 Avenue South and Dayton Street presents an opportunity to close the gap between neighboring uses and encourage pedestrian linkages. Moreover, increased mixed -use development would also benefit the city because "more density equals more customers", as Hyett Palma pointed out in 1999.6 5 City of Bothell budget revenue narrative 6 Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. P. 16 0 Packet Page 212 of 343 The strategy of encouraging redevelopment in all of the business districts falls in line with the geographic distribution of business revenues around the city. Downtown, successful restaurants and retailers occupy many of the ground level commercial units. In the neighborhood business districts, grocery stores, drug stores and convenience retail dominate. On Highway 99, larger "box" retailers, car dealerships, and restaurants bring in substantial revenues. It is important to recognize the significance of the city's boundaries and commercial districts in and directly adjacent to the city. In the past, Edmonds was given the opportunity to annex large neighboring commercial areas such as the Aurora Village and James Village shopping center developments. In hindsight, this would have been a wise decision from a revenue perspective. While a recent annexation effort in the Esperence section of Snohomish County failed, there may be property owners interested in annexing by petition, such as along Highway 99. This would increase continuity to an important commercial area with complex municipal boundaries. Another consideration pertaining to sales tax generation involves the level of "leakage" in consumer spending, or in other words, what local residents purchase outside of Edmonds. As part of the Berk & Associates consultant study performed for the Highway 99 Task Force in 2004, consumer spending in the collective trade area of Edmonds and Mountlake Terrace was analyzed. They found that residents in the Edmonds and Mountlake Terrace areas combined spend roughly $550 million in other cities each year on retail items (all retail, excluding autos and groceries). While consumer spending patterns are influenced by national economic trends, local municipalities can nonetheless work to address compatible areas of spending leakage. A 1999 survey conducted by Hyett Palma of primary trade area residents found that people chose to come downtown primarily for eating in the restaurants and shopping. The needs of special consumption categories such as these should help guide corresponding recruitment and land use policies in order to maximize the effectiveness of efforts to recapture local spending dollars. For example, design guidelines should ensure that first floor commercial units in the downtown and throughout the city are able to physically accommodate restaurant and retail uses. Parking regulations can further "make or break" a retail and dining district. 7 Edmonds Highway 99 Enhancements Market Assessment, 10-04, page vi 10 Packet Page 213 of 343 In 1999, only 5% of the consumer survey respondents reported to come downtown for entertainment$. However, a modest "nightlife" might help attract young professionals, a conclusion drawn by Hyett Palma as well. The arts have a vital role to play; evening "artwalks" and performing arts events are significant draws. Creating business districts with activity into the evening can add a critical mass of potential consumers during the time of the day when Americans spend most of their money. In turn, this might encourage local retailers to stay open later. B. Important regional trends A major regional economic development agenda has been developed by collaboration through the Puget Sound Regional Council. "The Prosperity Partnership" identifies strengths and weaknesses in the Puget Sound economy, and calls for specific "foundation initiatives": education, technology commercialization, new and small business support, social capital and quality of life, tax structure, and transportation. Edmonds staff and council members have attended meetings of "The Prosperity Partnership", as Edmonds residents and businesses could clearly benefit from progress in several of these foundation initiatives. While regional efforts continue, many cities around the region are undertaking ambitious economic development projects, from new town centers to transit oriented developments (TOD). These projects typically contain a mix of retail, office and residential uses. For example, Kent Station is a 470,000 square foot retail, entertainment, education, office, and residential project located along the Sounder commuter rail line. The City of Kent had an active role in the development of this project by purchasing property, implementing necessary zoning and land use changes, and soliciting developers. a Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. 11 Packet Page 214 of 343 C. Developments in neighboring cities Nearby, several major developments will likely affect the Edmonds economy by providing additional consumer options and more competition for businesses. In addition to the actual amenities offered at these locations, sophisticated "branding" and marketing campaigns accompany many of today's center developments. In 2005, Lynnwood's Alderwood Mall added a "lifestyle village", an outdoor shopping area that features upscale stores and dining options. The streetscape setting mimics older, authentic downtowns, such as Edmonds, and represents a widespread trend in mall development today. Lynnwood is also planning to take on significant additional density, and has a 20-year plan for a City Center. Buildings in the entire City Center area would house retail businesses, offices and homes, with heights up to 26 stories or 350 feet. Most of the property is privately held. The city will buy the land for the parks and a promenade, and then allow the zoning and market forces to drive development. just south of Edmonds, the Aurora Corridor Project is the City of Shoreline's plan to redesign and redevelop the three miles of Aurora Avenue North (State Route 99) that run through Shoreline. The goal of the plan is to improve pedestrian and vehicle safety, pedestrian and disabled access, vehicular capacity, traffic flow, transit speed and reliability, nighttime visibility and safety, storm water quality, economic investment potential and streetscape amenities. While in an immediate sense, it may result in the dislocation of some businesses, in the long term it will likely result in more center -oriented development and the aggregation of small parcels. While not immediately adjacent to Edmonds, the Mill Creek Town Center has proved to be a significant draw to businesses and consumers from the Edmonds area. The Mill Creek Town Center Plan was initiated by the City in 1993 to implement the City's Comprehensive Plan for a new mixed -use center in the City's central core area. The Town Center provides for multi -storied buildings, strategically placed pedestrian plazas and parking facilities organized around a new street pattern that provides connections to adjacent neighborhoods and the existing commercial core. Today, several hundred thousand feet of retail and office space have been constructed, with anchor tenants such as Central Market and the University Book Store. 12 Packet Page 215 of 343 III. Economic Development Goals and Policies A. Edmonds' current strengths, weaknesses and opportunities (SWOT) relating to economic development In preparation of considering the goals and policies for economic development in Edmonds, a SWOT analysis was used as a planning tool to provide direction. Strengths O Picturesque waterfront community O Identifiable neighborhoods and business centers O Mass transit 101 Downtown specialty retailers and food establishments Events and festivals Historic buildings Reputation as an arts community Stevens Hospital International business community Strong social capital/ community pride Generally low rates of unemployment and poverty Weaknesses O Limited trade area due to waterfront location O State B&O tax structure implications on small business communities O Land use and parking regulations in the business districts O Multiple property owners and small lots in commercial areas outside the downtown BC zone Opportunities O Use location and "character" to leverage additional economic development, nurturing and recruiting locally -owned, unique businesses to enhance our advantage. O Build on the existing transit hub and future Edmonds Crossing multi - modal station with transit -oriented development. 13 Packet Page 216 of 343 O Maximize the impact of the Edmonds Center for the Arts by developing the 4th Avenue Arts Corridor, by linking it to Main Street shops and restaurants. O Leverage telecommunication/ technology assets to provide better service for customers and new revenue sources for the city. O Plan and implement improvements in regulation around the business districts. Threats O Lifestyle villages and new town centers in nearby cities O Wider variety of housing options and more commercial space elsewhere O Lack of design guidelines/ regulations to protect quality first floor commercial space O Business recruiters from other cities targeting Edmonds businesses. O Lack of a long-term vision for sustaining or improving the Edmonds quality of life with projected revenues. B. Goals and Policies Goal: Foster a healthy business community that provides employment 1. and other economic opportunities. Policies 1 a. Promote a results -oriented permit and licensing process, which consolidates review timelines, eliminates unnecessary steps, and maintains a strong customer service approach. 1 b. Develop or maintain business recruitment programs, and create a tool box of incentives to encourage retail and other commercial development. 1 c. Encourage and expand business expansion and retention programs. 1 d. Develop a local purchasing policy that gives prioritizes doing business with locally -owned companies, if within a range of price competitiveness. 1 e. Consider public relations tools to increase awareness of the local business community, such as annual small business awards. 14 Packet Page 217 of 343 if. Continue to partner with business and economic development organizations, and address feedback from the business community. Goal: Revitalize the city's business districts, balancing redevelopment, 2. preservation and the need for consumer amenities. Policies 2a. Adopt land use policies, zoning, and design guidelines that are supportive of responsible economic development. 2b. Strengthen neighborhood business centers through community planning and commercial revitalization, resulting in new regulations that will spur development. 2c. Revise parking requirements, especially downtown, to encourage business development. 2d. Develop land use regulations that will encourage Transit Oriented Development (T.O.D.) in the Harbor Square and "Old Safeway" area. 2e. Explore options such as Business Improvement Districts/ Areas (special assessment districts) as a way to help shopping areas fund marketing and beautification in a sustainable fashion. 2f. Continue to support an historic preservation program that works to identify and preserve historic architectural, archeological and cultural resources for future generations. 2g. Utilize incentives and the historic preservation building code to encourage property owners to register eligible historic buildings. 2h. Work to identify and "brand" distinct business districts, where there is a natural synergy, such as the Highway 99 International District, the Stevens Hospital Medical Corridor, and the 411 Avenue Arts Corridor. 2i. Create synergy for commercial businesses where possible, for example, by implementing a "retail core" area in the downtown. 2j. Provide a quality environment with character for patrons and residents to enjoy. 15 Packet Page 218 of 343 Goal Diversify the tax base and increase revenues to support local 3. services. Policies 3a. Address barriers to redevelopment in the business districts, and encourage mixed -use development. 3b. Leverage technology assets, such as existing fiber connections, to pursue new revenue streams. 3c. Implement regulations and/or design guidelines that will ensure the development of quality retail and commercial space that can physically accommodate a variety of future users. 3d. Focus recruitment and "buy local" community marketing on consumer spending segments in which there is significant "leakage", and also a strong possibility of recapturing spending. 3e. Pursue private and public grant or sponsorship funding for programs, where possible. 3f. Encourage longer hours of business operation and/or more evening uses in the business districts to add options during "peak" hours of consumer spending. 3g. Expand tourism efforts to take advantage of regional trends, such as nature tourism. Goal Strengthen the quality of life and vitality of the community for 4. residents, workers and visitors to enjoy. Policies 4a. Develop a housing strategy that plans for a variety of housing options, both in design and affordability, around the city. Consider housing options for artists. 4b. Promote the visitor/tourism sector. Sustain and develop facilities that attract tourists, conferences, professional training, sporting events and other recreational opportunities. 16 Packet Page 219 of 343 4c. Consider building incentives that may encourage environmentally -friendly construction (or LEED certified), a percent set -aside for the arts, public spaces, and affordable housing. 4d. Provide leadership on technology issues in order to ensure that Edmonds residents and businesses have fast, affordable service. 4e. Foster an open and accepting community culture that respects diversity. 4f. Expand social, cultural, artistic, recreational and other learning activities for all generations. 4g. Strive to improve communications with the public. 17 Packet Page 220 of 343 C. Implementation The policies in this document were constructed to provide a supportive foundation for future economic development projects, legislation and decisions. Implementing the city's policies will require cooperative involvement on the part of the City Council, Mayor, commissions and boards, committees, and staff. In the past, several studies have recommended a number of strategies for implementation, and yet few of these recommendations have actually been realized. At the same time, the city's long term financial outlook has only worsened. It is therefore imperative that real progress be made in setting the course for economic development in Edmonds. Phased implementation could be achieved through a series of legislative actions and ongoing administrative services. Legislative The City Council ultimately decides on many land use and other regulations that greatly affect the ability for economic development to take place. As the policy -making body, the City Council must also act in the best interest for Edmonds residents and businesses today - and far into the future. This involves balancing immediate community feedback, the results of expert studies, staff recommendations, and the need for long term vision and planning for Edmonds' future financial picture and quality of life. In the spring of 2006, the City Council formed an Economic Development Committee, which acts as the liaison between the City Council and the Economic Development Director. The Committee works to ensure that the Council as a whole has a deeper understanding of the economic development issues facing the City. As described in this Economic Development Element, a great deal of economic development involves "setting the stage" for economic growth to occur in a way that will enhance the community. Currently, a number of studies and community planning efforts are either underway or were recently completed that recommend revisions to various zoning regulations. Below are the short term implementation action items for the City Council. ■ Adopt design guidelines that ensure quality commercial space; ■ Resolve downtown zoning and height regulations consistent with an expressed vision; 18 Packet Page 221 of 343 Approve recommended reforms stemming from the work of the Highway 99 Task Force; • Study and approve updated Comprehensive Plan language and zoning regulations for the neighborhood business districts; • Study and adopt a package of incentives for use in business recruitment and retention efforts; and Adopt a local purchasing policy, setting a priority for doing business with local companies, if within a specified range of price competitiveness. Services While staffing at the City of Edmonds has been streamlined significantly due to budgetary constraints in recent years, the city also recognizes that economic development contributes positively to the revenue outlook, local employment, and the quality of life for residents. The city should provide adequate resources for the following services to implement economic development in Edmonds: • Long-range planning for commercial areas • Site selection assistance and business recruitment • Community marketing • Business expansion and retention efforts Public relations involving economic development • Data collection and analysis In cooperation with the city, the Greater Edmonds Chamber of Commerce is also involved in economic development through a special subcommittee and the many festivals and business networking services that contribute positively to the local economy. Where relevant, the City of Edmonds should work in collaboration with the Greater Edmonds Chamber of Commerce and other business groups, local economic development stakeholders, and regional alliances to further the economic development policies outlined in this Economic Development Element. 19 Packet Page 222 of 343 COMBINED 2009 ANNUAL REPORTS FROM THE CITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION AND PLANNING BOARD The City of Edmonds Economic Development Commission and Planning Board, in response to their charge to prepare and submit an annual report, respectfully submit this report to the Edmonds City Council and Mayor Haakenson for review and consideration. Packet Page 223 of 343 The Citizens Economic Development Commission On April 21, 2009, the Edmonds City Council passed Resolution 1198 which directed City of Edmonds staff to create an Ordinance, where if approved, would create a Citizens Economic Development Commission. On June 2, 2009, the Edmonds City Council passed Ordinance 3735, which amended the Edmonds City Code, Title 10, adding a new Chapter 10.75 Citizens Economic Development Commission. The Citizens Economic Development Commission, consisting of 17 members, is empowered to advise and make recommendations to the Mayor and City Council, and as appropriate to the Planning Board, Architectural Design Board or other Boards or Commissions of the City on such matters as may be specifically referred to the Commission by the Mayor or City Council including but not limited to 1) determining new strategies for economic development within the City of Edmonds, and 2) identifying new sources of revenue for consideration by the City Council, and other strategies for improving commercial viability and tourism development. Packet Page 224 of 343 Executive Summary A significant challenge for the City of Edmonds is a long-term structural gap in which revenue growth is slower than growth in expenses. The City of Edmonds will experience a budget deficit that is projected to begin in 2013. Without increases in the City's revenues, taxes will have to be raised, which can potentially put excessive burdens on individual household budgets. In an effort to find solutions to this problem, the Edmonds Citizens Economic Development Commission (CEDC) and Planning Board hereby submit several initial proposals that should be worked on and completed in 2010. The problem will require a multi -faceted approach; as no single proposed strategy, policy, or program can assure success for our community or fix the problem. All proposals should therefore be viewed as only one piece of an overall economic development program. The proposals lie in the areas of improved land use, attracting new businesses and supporting existing businesses, and development of tourism. These approaches are also intended to support residential development in certain areas and support existing property values. All of these undertakings can be worked on simultaneously during the year. The Edmonds CEDC and Planning Board requests that the City Council provide feedback shortly after its February 2010 retreat on the following recommended items. 1. Ensure that the City's economic development position can devote full time to economic development activities and adequately fund proposed programs and activities. A focus of this role is to continue to define and promote Edmonds' brand. 2. Commit to developing/reviewing/updating a strategic plan every year, ideally corresponding to the City Council's annual retreat; this includes setting goals and continually assessing progress metrics. 3. Initiate Neighborhood Business Center plans for Five Corners (Neighborhood Center) and Westgate (Neighborhood Community Center) in order to position these areas to attract redevelopment. 4. Support the process to redevelop Harbor Square with public involvement that ensures a balance between generating revenue and addressing environmental concerns. . 5. Initiate and fund a business/marketing plan for the City -owned fiber optic network. 6. Develop a community vision that addresses a balance between quality of life and growth objectives while furthering Edmonds' "green" initiatives. The Edmonds Economic Development Commission and Planning Board encourage the City Council to actively work in partnership with the Edmonds CEDC and participate in its meetings. City leadership needs to focus on, and prioritize, major efforts/initiatives that effect the overall business community and quality of life for residents as a whole as opposed to focusing time, energy, and money on less significant issues. It is time act now, i.e., initiate, not react. Packet Page 225 of 343 What is the problem? The City of Edmonds projects that annual revenues will fall below expenses in the year 2013 and that the shortfall will increase well into the future. Reserves, including about $900,000 from the Fire District 1 transaction, will push out the first appearance of a general fund deficit until 2013. The chart below presents the annual deficit as well as the cumulative deficit projected through 2020. By 2020 Edmonds is projecting a cumulative deficit of $30 million. Edmonds Budget 5000000 1 --I — - - I 1 l n r--, -5000000 -10000000 -15000000 -20000,000 0 Ending Balance Cum -25000000 s Year by Year -30000000 -35000000 -- - 2010 2f.11 ' 2012 2013 2014 2016 201C 2d i' ]016 2019 x9ga Ending Balance Cum 3026674 — 2366064 1244060 -402124 -2633035 -5291777 ^6634408-127118623-17565434 B'-23238264 ••29775506-7 Year by Year -402124 -2230911 -2658742 -3342631-407745429 -4853572.54-5672649.13 •6537224.73 What does this deficit mean to City of Edmonds residents? There will need to be either large cuts in basic services provided by the City or large increases in taxes paid to the City. On average an Edmonds household now pays about $800 annually in property taxes that go to support the City (property taxes are also collected for other purposes such as the Library District, Emergency Medical Services, Schools, Port, Hospital District, etc.). The chart below demonstrates the average increase in property taxes that each household would need to pay to cover the projected deficit. By the year 2020 the average household will need to pay an additional $374, a 46% increase over today. This equates to a cumulative total of $1,701 in additional taxes from 2013 to 2020. This assessment only takes into account maintaining services at current levels and does not include additional taxes associated with needed transportation improvements or additional amenities such as upgrading Yost Pool. Tax Increase Per Household 400 — - — 350 300 250 200 [] Tax Increase 150 - 100 50 — - 0 �r20132014 2015 2016 2017 2018 2019 2020 ® Tax Increase 22.978514 127.48063 151.92811 191.00749 232.99739 277.347 1324.162811 373.5557 Packet Page 226 of 343 Why is economic development important to Edmonds? Financial stability is of paramount importance to the City because it allows for the successful delivery of services with an eye on the long-term financial ramifications of decisions, particularly given the budget challenges of the past and those projected into the future. Prudent financial decisions can help determine future opportunity and should result in citizens receiving the best possible government for their tax dollar. The City's economic prosperity and development increases wealth and the standard of living for many who live and work within the City of Edmonds. The structure of the City's economy influences the City's physical development and determines the City's capacity to fund essential services. These factors also support existing residential property values that are important components of City revenue, as well as personal wealth. Aside from a national or global economic recession, the Citizens of Edmonds deserve predictability and reliability regarding the government services they fund. A strong economy requires a strong, healthy and balanced community as a foundation. Thus, it is imperative that the City of Edmonds position itself to plan for and maintain economic sustainability. Economic development is a program, a group of policies or activities that seek to improve the economic well being and quality of life for a community, and it includes numerous approaches as no single strategy, policy, or program can assure success for a community. It strives to find balance and synergy between business and residential development that is consistent with quality of life concerns of the citizenry. As stated within the City of Edmonds Economic Development Plan, "Communities like Edmonds are realizing that there is no such thing as a `static' or fixed economy; local economies are always changing. They are also impacted by countless forces, such as national and state economic cycles, competition from surrounding cities for desirable businesses, local and regional land use changes, residential and commercial real estate market trends, and other forces. Without change and adaptability, a community can become stagnant or even decline. Successful communities today acknowledge their past and allow a vision for the future to guide them through the changes needed to prosper." An increasing number of communities around the region have economic development policies and staff. Their community economic development priorities vary widely, but can include, initiatives to create affordable housing; adding employment; downtown or commercial revitalization; small business assistance, business recruitment and site selection; community marketing, branding and promotions; tourism generation; streamlining permit processes; and streetscape projects (includes public art). What are other cities doing to address the problem? Edmonds is not alone in facing economic distress in the near future. The CEDC studied what other neighboring cities and entities are doing to address similar issues. During two joint meetings with the Planning Board, representatives from the Snohomish County Economic Development Council, the cities of Lynnwood, Mountlake Terrace and Bothell, and the Port of Edmonds shared information about recent economic development related efforts/initiatives. Packet Page 227 of 343 The Citizens Economic Development Commission and Planning Board collectively agree that one strong message presented from the guest speakers is that success in the area of economic development requires strong and steady leadership from the City Council, and alignment of goals and visions amongst all who impact the situation. Additional messages from guest speakers included the following: • City staff and Council must work closely together, and in support of common goals • Open community involvement and input is critical to the success of the process • Public policy is weighed against its impact to economic development • A positive corporate culture is what encourages collaboration and innovation • Processes and regulations must be aligned with goals • Zoning is to be designed to proactively attract new business • Economic development goals are kept highly visible and tracked for progress and completion • Community branding is critical • A City must present and participate in regional forums ■ Partnerships between the City and other entities, groups, businesses and organizations are needed in order to move forward in a productive manner • Compliment, don't compete with other communities • Sustaining a razors edge focus on achieving the end goal. What has Edmonds been doing? Edmonds has not been idle in recent years either. The community college has been growing and adapting its curriculum to the challenges of the future and has increased its presence in Edmonds, as illustrated by the downtown Conference Center. The Highway 99 Task Force continues to progress. Stevens Hospital is showing positive growth and will enter into a new relationship with Swedish Medical Center that will better prepare it to meet future needs. The council has approved a contract rezone for Firdale Village. The Port has purchased buildings within its office park and begun the process of developing a master plan for the area. Various agencies, including Sound Transit, WSDOT and Community Transit, have initiated and continue to pursue transit improvements on Highway 99 and within the downtown area, providing opportunities for further transit -oriented development. Both public and private initiatives have substantially expanded community access to high-speed fiber optic technology. The City's Economic Development Department has improved outreach to the business community and increased promotion of Edmonds via advertising in many types of publications in addition to contacting PCC and Ace Hardware to encourage their locating within Edmonds. The City acquired funding for a highway enhancements project now in process to create a visual gateway in Edmonds' International District on Highway 99, and the City completed first phase planning for the downtown 0' Avenue Cultural Corridor. All of these and more represent opportunities for the City of Edmonds to begin to solve its budget problems. Packet Page 228 of 343 What is the Edmonds CEDC Doing? After six months of meeting as a body and in subgroups, in addition to gathering information from the county, port, and neighboring cities, the Edmonds CEDC has some initial proposals and ideas we believe help prioritize the aspects the City should begin working on immediately. The Edmonds CEDC cannot stress enough the importance of taking action and initiating programs now. Actions taken by the City in 2010 could take years before they manifest into projects and programs that generate revenue. The City needs to grow its population in a well -planned and sustainable manner. Total revenues from property taxes need to increase without putting excessive burdens on individual households. We need to increase revenues from a variety of sources, not just property taxes. All of these proposals take time, so we must start now because 2013 is just around the corner. Below we describe the most important proposals/ideas that we recommend the City Council initiate in 2010. We will continue to look for more solutions in 2010 and will work on the ideas that City Council requests the Commission address in greater detail. Find a way for the City's economic development position to devote full time efforts to economic development activities and adequately fund proposed programs and activities. Funds could come, for example, from the Fire District 1 transaction. The priorities of the economic development position should include branding the City to increase tourism; identifying what is unique about Edmonds that attracts people (tourists and new residents) so we can build on those strengths; attracting new businesses and jobs to the City; working with large landowners to overcome the principal barriers to attracting large, quality, clean businesses to Edmonds. The Economic Development Director will also be charged with continually monitoring progress metrics and identifying hurdles to such, especially that which may require council action in a timely manner. 2. The City Council should commit to developing/reviewing/updating a strategic plan every year (and throughout the year, when necessary and appropriate), ideally corresponding to their annual retreat. The City should consider using the services of a skilled strategic planning facilitator to work with the community to develop a vision and strategic plan with active citizen participation. A City of the quality of Edmonds should move forward with a defined strategy. An overarching plan is needed. In addition, that plan needs to be revisited every year to see where the City stands, what has been accomplished and what should be modified. The plan needs to include indicators of achievement. It must involve the citizens in a meaningful way. There are a number of examples of successful strategic planning from our neighbors. There are even funds available to help cities in the process. The City of Edmonds needs to initiate master planning and rezoning for the Neighborhood Business Centers to more easily enable redevelopment and attract innovative and progressive builders. The City should start with Five Corners (Neighborhood Center) and Westgate (Neighborhood Community Center). Neighboring cities are already doing this, and Edmonds will be left out if we are not ready to compete. Developers will choose to develop a site that has appropriate zoning in place rather than risk waiting years for a legislative process to conclude. The City recently approved changes to the Firdale Village zoning regulations, although the process was privately sponsored and ended up being excessively long and complicated. Nonetheless, the rezone was accomplished, and the City can use Packet Page 229 of 343 lessons learned from this process to develop a more streamlined process for the other neighborhood centers. Additional areas needing continued attention include the ESCA-Skippers-DOT area west of SR 104 (see item 4), Stevens Hospital (medical center area) and Highway 99 corridor, and Perrinville. Because of the confluence of events and potential public resources available, the City should initiate, and/or work with WSDOT on, a master planning process for the ESCA-Skippers-DOT area west of SR-104. This area presents a unique opportunity for the City to "set the stage" for future public/private partnerships and transit -oriented development opportunities that could significantly enhance the entire downtown area while furthering its economic development needs. Much planning has been done over the years in this area; it is time to put the vision, regulations and infrastructure in place to "get it done." The City should support the process that the Port of Edmonds has begun to redevelop Harbor Square. The process will involve significant public involvement and should ensure a balance between generating revenue and addressing environmental concerns. 5. The City also has an opportunity to position itself so as to attract businesses that wish to utilize the City's fiber optics. The City Council should work with the Economic Development and Finance Departments' efforts to prepare and fund a business/marketing plan related to the City's ability to utilize its fiber optic system. 6. The City should develop a community vision. Community involvement is essential to assuring the quality of life in Edmonds while furthering Edmonds' "green" initiatives. In addition, we increase the probability of successful redevelopment of neighborhood centers if the redevelopment responds to the needs of the residents of the neighborhood. We need to develop a vision for the City as a whole, as well as its individual neighborhoods and their centers. What does the Commission need from the City Council? The Commission is made up of 17 members of the community who are donating a great deal of time to this effort because of its importance to the future of the City we love. We have all seen too many reports left to collect dust on a shelf. We want to have our work taken seriously and support the City Council in its economic development efforts. Time is of the essence. To ensure that the remainder of Edmonds CEDC's tenure is as productive and constructive as possible, it is imperative that the Edmonds CEDC receive confirmation from the City Council that the Edmonds CEDC is moving in the right direction. We agree that it's important and necessary for the City Council to review the Edmonds CEDC and Planning Board Combined Reports and give us feedback following the February 5 and 6, 2010 Council retreat. More specifically, we request feedback by February 17, 2010 (Edmonds February CEDC Meeting) and ask that the City Council attend this meeting to share your thoughts regarding, and reactions to, our proposals and efforts. Packet Page 230 of 343 The Commission is unanimous in agreeing that we need the City Council to work with us on economic development efforts and initiatives, and that our work, ideas and recommendations receive prompt attention for the City Council. We request that the City Council also appoint two members, not currently serving as members of the City Council Economic Development Committee, to participate actively on the Commission and carry back to the full Council our concerns. This will result in four City Council members having ongoing involvement in economic development efforts and activities. Most of all, City leadership needs to focus on, and prioritize, major efforts/initiatives that effect the overall business community and quality of life for residents as a whole. It is time to act now, that is initiate, not react. Summary We consider this report interim in nature. The attached appendices contain information on a variety of issues, ideas, potential recommendations and discussions that have been explored to date. All potential recommendations under each charge of Ordinance 3735 will be further discussed/explored/examined by the Economic Development Commission and Planning Board in 2010 upon acceptance and further direction by the City Council. The Edmonds EDC and Planning Board commit to continue working towards addressing the important charges contained within Ordinance 3735 and we look forward to our tasks at hand. Packet Page 231 of 343 APPENDIX AND PLANNING BOARD ATTACHMENTS Packet Page 232 of 343 Appendix 1 Edmonds Economic Development Commission Charges Contained Within Ordinance 3735 1. Determining new strategies for economic development within the City of Edmonds ❑ The City has an opportunity to position itself so as to attract businesses that wish to utilize the City's fiber optics. For example: o Support the City's efforts to prepare a business plan related to the City's ability to utilize its fiber optic system. This is needed before any decisions can be made as to how best to move forward. Locally -based business program - Develop a broad -based plan to encourage local businesses. For example: o Use and promote available fiber optic networks to encourage 'clean' businesses and home - based telecommuting business start-ups. o Extend the idea to encourage local incubator businesses (selling from home), local -food production, etc. 2. Identify New Revenue Sources ■ Find a way for the City's economic development position to devote full time to economic development activities and adequately fund necessary programs and activities. • Establish a specific process, time frame and implementation plan for the sole purpose of identifying new sources of revenue. • Promote the redevelopment of Hwy 99. The City should do everything possible to facilitate development, including Transit Oriented Development. Planned Action SEPA is one example of tools used to encourage development. • Create a Redevelopment Plan, via a City driven Master Plan process, in order to reach the goal of eventually redeveloping Old Safeway and Skippers properties. This will provide continuity in development verses a disjointed approach. Implement Neighborhood Business Center plans for Five Corners & Westgate during year 2010. These are 'ready' for redevelopment and only need new zoning and development regulations/guidleines. A consultant could be hired by the City to run a public design/planning process and help create and adopt new zoning and design standards for both areas. Packet Page 233 of 343 o Support neighborhood centers that promote employment, affordable transportation and housing, and capaCity-building services. The City has an opportunity to position itself so as to attract businesses that wish to utilize the City's fiber optics network. Support efforts to prepare a business plan related to the City's ability to utilize its fiber optic system. This is needed before any decisions can be made as to how best to move forward. • Recruit businesses looking to expand that have been successful in other Puget Sound cities. Form a public/private partnership for business recruitment and retention. The partnership should explore ways to: o Expand businesses related to health care, medicine, biotech, medical equipment, etc. o Motivate land owners to assemble smaller parcels for redevelopment. There are a number of underutilized lots (Burlington Coat Factory, the storage place) that could be used to attract more lucrative businesses. o Focus businesses towards larger sites: family oriented restaurants, commercial center retail, and one or two larger retailers (big box) ■ The City could explore modifying zoning along the edges of downtown to allow residential on the first floor in buildings where the street level has spent long periods vacant. These sites/units could serve as Live -Work sites until the area can fully support 100% commercial. • Implement Transit oriented development (TOD) tools to support Downtown/Waterfront and Highway 99 Corridor areas in concert with regional transit providers. ■ Review ways to promote more use of public rights of way, i.e., sidewalks for cafes, short time sales, art displays, etc. ■ Review City light industrial zoning and capacity 3. Increasing Tourism Tourism is the fastest growing and one of the top three industries in 49 of 50 states and in every Canadian province. Tourism is an economic development activity that helps diversify the local economy, creates jobs and business opportunities, and lastly, a City's front door to its non -tourism economic development efforts. 1 The City of Edmonds Economic Development Department has significantly increased the visibility of the City of Edmonds since November of 2007, as demonstrated by the following list year 2009 publications, website and miscellaneous items where advertisements were placed: o 2009 Greater Seattle InfoGuide 1 Destination Development, Inc. "The Art of Branding a Community". by Roger Brooks. Packet Page 234 of 343 0 2009 Snohomish County Visitor's Guide 0 2009 Community Trade and Economic Development Official Tourism Guide 0 2009 Washington State Hotel and Lodging Association Official Tourism Guide o ExperienceWA.com — Washington State's official tourism website 0 2009 City of Edmonds Community Calendar of Events o Public Art Review (National publication — Spring/Summer) o Alaska Airlines (May) o Southwest Airlines (April) o Vancouver Magazine (April) 0 2009 Washington Festivals and Events Calendar o QFC Pharmacy Bags (Jan — august, 2009) City staff have also worked with a number of publications and feature articles about the City of Edmonds were published in the following magazines and newspapers: o "Downtown Edmonds" -- Seattle Premier Monthly Magazine — March, 2009 o "Discover Edmonds.....a ferry -tale City" -- 425 Magazine - April, 2009 o "Downtown Edmonds has changed a bit since the 1960s — in good ways" — Seattle Time, January 5, 2009 o "Cruising in Puget Sound, Port of Edmonds" -- Northwest Yachting Magazine — November, 2009 o "Write on the Sound writers' conference" — Writer's Digest — September, 2009 The City of Edmonds Economic Development Department Director has indicated he has initiated additional programs and tasks to improve tourism. City staff have secured website domain names, e.g., VisitEdmonds.com for the purposes of marketing, and to eventually provide direct links to the City's Visitor's Guide with the goal of creating a tourism website. As of December, 2009, the City of Edmonds is now a member of Seattle's Convention and Visitor's Bureau (CVB). As a member, the City of Edmonds will be included in each CVB publication and now has an opportunity to distribute brochures at the Convention Visitors Information Center. City staff is reviewing the need to hire a web master to develop a tourism website while at the same time working with the Chamber of Commerce to ensure that effective messages and information are contained within the website. The City's Economic Development Department in partnerships with the City's Cultural Services Division, and other entities and organizations throughout the City and region, will work to promote and sustain a vibrant cultural community. According to the City's Community Cultural Plan (2008), this will be done by: • Building upon Edmonds' identity as a cultural destination • Encouraging effective partnerships to support cultural opportunities • Developing cultural facilities Increasing visibility and accessibility of cultural events, and Packet Page 235 of 343 Broadening community involvement and participation. Areas the Economic Development Commission Planning Board wish to explore and study further include: Branding Edmonds. The Economic Development Commission and Planning Board also see the need to initiate a process to brand the Community. This is not the same as developing a slogan or logo. Branding is about perception, i.e., what people think of you, not what you say you are. A branding exercise is a chance to define the City's identity resulting in a consistent and compelling theme and focused message to create interest in the City of Edmonds as a destination for businesses and visitors. Creating a Tourism Web site Ways to make Edmonds the Northwest Arts Capital How to attract a more diverse demographic, e.g., age, income, culture, etc., to the City of Edmonds 4. Improving Commercial Viability If the City can better enable businesses and other employers to grow and improve, the benefits accrue not only to the people who hold those jobs, but also to the employers who sell the products and services those people create and the communities that can grow as a result of that economic activity. The extant general language about building up the neighborhood centers needs to get turned into explicit zoning changes if redevelopment is to happen. A developer does not want to come to the City and spend a year or more facing the uncertainty of whether or not a parcel will be rezoned for redevelopment. The City needs to have the zoning in place to attract a developer, not wait for business to come along and request a rezone. Other neighboring cities are doing this during this economic downturn. Edmonds must or the City will be left behind when the economy improves. Implement Transit Oriented Development plan for Hwy 99 and Downtown. Could be two separate items. Hwy 99 takes advantage of high -intensity use areas and BRT initiative. Standards for transit - oriented development tied to incentives (e.g. reduced or more flexible parking standards, priority or discounted permitting) for development. Downtown would be tied to Sound Transit, CT, etc. development. Public/private partnerships should be explored with Sound Transit, WSF, etc. • Identify priorities and commit to ongoing effort to simplify and streamline City regulations and rules. These should be aligned with an adopted Strategic Plan (see above). • Advocate for process improvements to simplify and improve interactions with small business More efficient regulation. This is not about lowering the City's regulatory standards, but rather about improving the efficiency with which they are implemented. Packet Page 236 of 343 • Expedite permitting that meets primary objectives and one stop permit guidance for new locating businesses Packet Page 237 of 343 Overall Recommendations Strategic Planning — City Council should commit to developing/reviewing/updating a strategic plan every year, ideally corresponding to their annual retreat. Purpose would be to set/confirm priorities within the Strategic Plan and link those to the City's adopted Budget, Economic Development Plan, Community Sustainability Plan, Capital Facilities Plan, Capital Improvement Plan, Transportation Plan, Streetscape Plan, Parks and Recreation Plan, Cultural Plan, and long range planning efforts. o Explore ways to devote staff, time and funding to long-term strategic planning, its relation to budgeting, and develop a plan for implementing a long-term strategic plan. • Government actions and policies significantly shape the City's business climate. o City leadership needs to focus on, and prioritize, major efforts/initiatives that effect the overall business community and quality of life for residents as a whole as opposed to focusing time, energy, and money on less significant issues. o It is time to initiate, not react. • Improve left turns from Hwy 99 and improve highway crossings, including pedestrian crossings Support increase in Economic Development Department budget necessary to recruit, retain and expand businesses Time is of the essence. The City needs to start laying the groundwork for economic development immediately. A portion of the savings from reducing expenses of the Fire Dept. should be spent on economic development activities, not set aside for the future. o The savings could be used to hire consultants to help staff achieve many of the ideas raised in this report. Edmonds should adopt economic development as one of its goals, Edmonds is no longer a bedroom community. Continuing to function as a City that is heavily dependent on residential revenue will damage the City in the long run. The City needs to diversify its tax base with a more balanced residential/commercial mix. • The City Council, Mayor, City staff, Chamber of Commerce and other organizations need to work together in support of common goals. Prepare, adopt and expand upon existing Economic Development Plan policies that support a diverse, innovative, competitive, entrepreneurial, and sustainable local economy Packet Page 238 of 343 Attachment 1 PLANNING BOARD Report to City Council January 19, 2010 INTRODUCTION The Edmonds Planning Board is charged with the task of reviewing and considering strategies for economic development in conjunction with the Citizens Economic Development Commission as set forth in Ordinance 3735. These strategies are to be developed from a land use perspective given that our role as a planning board is to address land use issues. The overall intent is to improve commercial viability, tax revenue base, and tourism activity within the City of Edmonds all of which contribute to the quality of life of our citizens. BACKGROUND Our city, region, and the nation are reeling from an unforeseen economic downturn. Market conditions are making it extremely difficult to rebound in ways that normally get us back on track. Reliance on real estate taxes and automobile sales taxes, two of our largest contributors to city revenue in the past, are no longer saviors for our current condition. It's no longer business as usual so we must get innovative, look to see what's working and what's not around us, and create the change that's needed in how we do things in this city. While the Planning Board will undertake studies, analyses and strategies designed to contribute to both economic and livability sustainability conditions within the City, we believe that the Council needs to provide leadership and proactive participation [partnering] in the process in order to enable realization of any such developed plans. The 60-plus membership of last Spring's budget levy committee reported to the Council with the key findings that a levy measure should be enacted by the Council to supplement the city's budget or the next 6 years. Additionally, the universal recommendation was then (and remains so today) that both plans and strategies for the future economic health of Edmonds should be led by the City Council. Mayor Haakenson reported on 12/30/09 in the media that: "If we do nothing, we will find ourselves in the same position in 2014 that we found ourselves in 2009." If we do nothing, State and Federal mandates via the Growth Management Act will force decisions upon us without our input, and we will be facing outcomes that most if not all of us would not want especially around the transportation nodes. To address this deteriorating situation in light of a bleak economic forecast throughout our State and Country, we recommend that the City Council study the need to put to the voters a tax levy in 2010 to address both budget recoveries and `kick start' economic development and revenue generation plan implementation within the City. With leadership and commitment from City Council, this first step must be taken and many more steps toward creating diverse revenue streams need to follow through our joined efforts. SHORT AND LONG TERM PROPOSALS UNDER STUDY Packet Page 239 of 343 Rationale Strategies and approaches are being addressed by the Planning Board which are intended to contribute to sustainability of the City in all aspects [economic, environmental, livability]. Economic development and effective fiscal management of the City should be undertaken by City Council along with skillfully guided grassroots efforts as a contributing force. The function of our Board is to study and recommend plans and guidelines regarding land use in conjunction with their associated Codes and the Comprehensive Plan for the City. We can only conduct action as set forth [enacted] by our elected leadership —the City Council. We must be partners in action if we are to accomplish what is needed. Commitments made hy City Council towards a more sustainable Edmonds Resolution 1168 (April 2008) - established the City of Edmonds Sustainable Building Policy, established a LEED silver standard for certain remodels and new City buildings and facilities, emphasized life cycle cost analysis. Resolution 1169 (April 2008) - joined the Cascade Agenda as a Member City, endorsed Cascade Agenda principles of making the City complete, compact, and connected Resolution 1170 (April 2008) - committed to a set of environmental principles, policies and goals for future action; emphasis on City taking a leadership role in addressing climate issues; and recognizing key role of education, transit and TOD in a complete and coordinated policy framework December 1, 2009 Mayor signed a contract with Cascade Land Conservancy to become a Cascade Agenda Leadership City. Becoming a leadership city will allow CLC to partner with Edmonds as well as conduct a livability assessment that considers the City's policies and programs and compares them to other leadership cities to identify things Edmonds is doing that could work in other cities and to share things other cities are doing with Edmonds. Planning Board Suggestions Strategies and goals listed below are those the Planning Board can support and work with City Council on as needed: 1) The City should encourage and enable a renewal of appropriate' branding' for Edmonds. [likely led by the business community] 2) Assign timeline and dollar allocations to both create and carry out a strategic plan towards stated goals. Some goals will take a long time (5-10 years) to implement. Set up a SWOT (strengths, weaknesses, opportunities, threats) analysis to track progress. 3) City must provide and `couple' budget funds annually with established action plan (implementation) in order to produce real trackable results. If the City does not undertake responsible growth plans, other governing agencies may very well do so on our `behalf Packet Page 240 of 343 4) City will need Code and Comprehensive Plan revisions to enable meaningful commercial development in the immediate as well as long-term future within the City. 5) Plan implementation strategies should provide for linkage between future development and/or redevelopment of applicable available areas within the City; ie. Port of Edmonds Harbor Square Master Planning with development of remaining waterfront area(s). 6) Address and provide any linkage necessary between Edmonds Sustainability Element strategies developed and Puget Sound Regional Council (PSRC) Vision 2040 plan as related to WA Growth Management Act (GMA) currently projected to (only) 2025. 7) Support and coordinate through your leadership, interest groups, citizens' committees, and various functions within the City that are actively pursuing plans and strategies to enhance aspects of the quality of life and sustainability of our city: 1. City Parks, Recreation and Cultural Development [Yost/Aquatics, new parks, 41h Ave. Arts Corridor, Interurban Trail] 2. South County Senior Center 3. Civil Service Commission 4. Public Facilities District 5. Port of Edmonds [Yacht club, Harbor Square Master planning] 6. Historic Preservation Commission [increased elements identification] 7. DEMA [sponsored events, linkage of merchants] 8. Economic Development undertakings by the City. 9. Lead and sub -groups under Transportation Plan 10. Edmonds in Bloom 11. Edmonds Arts 12. Rose House/Center for Creative and Humanitarian Endeavors 13. Edmonds Conference Center 14. Edmonds Mural Society 15. Rotary Club of Edmonds 16. Edmonds Center for the Arts 17. Edmonds Historical Museum 18. Edmonds -South Snohomish County Historical Society 19. Sustainable Edmonds 20. Friends of the Library 21. Friends of the Marsh Packet Page 241 of 343 Attachment 1.1 PLANNING BOARD APPENDIX to Report to City Council Jan. 19, 2009 Resources and Presentations throughout 2009 geared to PlanningandSustainability PB 4/8/09 Retreat PB met as a group for extended discussion on history, trends, and desired direction for planning purposes over the course of 2010. The Board is committed to the long term goal of creating a sustainable city from an environmental, economic, and livability standpoint. The Board sees the need to work collaboratively with the City Council in both planning and realizing actions to achieve sustainability goals and is willing to investigate and study a number of factors that have been impeding efforts to keep pace with surrounding communities as population grows, resources become stretched, and infrastructure and buildings age. The Planning Board suggested three goals to focus on: 1) Developing a vision for Edmonds and potentially going through a branding process for the city 2) Continued utilization of sustainable practices towards efficiency, longevity of, and livability within the city 3) Addressing and reconciling political issues impacting productive plan(s) and implementation thereof PB 6/24/09 Meeting Jennifer Gerend, the city's prior Director of Economic Development, presented an overview of opportunities and challenges for us to consider. Opportunities 1) Promote mixed use development in neighborhood "nodes" (Firdale, 5 Corners, etc.) 2) Downtown could be enhanced for pedestrian shopping zone 3) Bolder marketing efforts when development plans are viable and progressive Challenges 1) Hwy 99 needs "more generous development regulations" 2) Building height limit possibilities for innovative development 3) Need better balance of zoning/Development Code(s) and financial feasibility of projects Stephen Clifton, the city's current Director of Economic Development, talked about the status and opportunities relating to transportation and land use in downtown and waterfront areas. Listed are a number of Packet Page 242 of 343 Packet Page 243 of 343 Citizen's comments were offered and included some of the following specifics that were also discussed by planning board members: 1) Enhance attractiveness of city to younger people 2) Possibly have a year-round farmers market 3) Concerns about Edmonds marsh preservation and creating public access 4) Concerns about rising water levels in Puget Sound due to climate change 5) Climate Action Plan is being worked on by the Mayors Climate Protection Committee (See minutes for more data discussion —actually over many PB meetings) Packet Page 244 of 343 PB 10/14/09 Meeting Presentation of Department on Edmonds Parks, Recreation and Cultural Services Plan for 2009-2015. The body of this report indicates that the plan's elements have either funding sources associated or identified within. PB 11/4/09 Meeting Capital Facilities Update for 2009-2015 to City's Comp. Plan Citizens' Advisory Committee for Transportation proposed an increase in funding for TBD (voter approval required) Friends of Edmonds Marsh 1) Habitat preservation/enhancement 2) Daylighting of Willow Creek to Sound discharge 3) Increase/enhance public access and use Edmonds Bicycle Advisory Group is promoting infrastructure improvements towards convenience and safety of bicycle exercise and transportation. They are seeking grant funding for these projects to supplement city funding. PB 12/9/09 Meeting Presentation of the City of Edmonds Climate Action Plan: an outcome of the Mayors Climate Protection Committee. This is a strategy plan that provides a framework for action items leading to potential reduction of greenhouse gases within Edmonds. It will serve as an adjunct to recently approved Sustainability Element within the Comp. Plan. The following are areas of focus within the plan element: 1) Transportation and land use 2) Lifestyles 3) Buildings 4) Environment 5) Economy 6) Community Outreach and Empowerment 23 Packet Page 245 of 343 AM-2774 Friday, Session 2, Topic 4: General Funding and Levy/Infrastructure Funding Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Steve Bernheim Time: Department: City Council Type: Information Review Committee: Committee Action: Information Subject Title Topic 4: General Funding and Levy/Infrastructure Funding and Bonds (45 Minutes) Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Friday Session 2 Topic 4 General Funding AWC funding handbook Link: Friday Session 2 To -pis 4 general funding data sorted by levy rate re ular Route Seq Inbox 1 City Clerk 2 Mayor 3 Final Approval Form RoutinLIStatus Approved By Date Status Sandy Chase 02/01/2010 02:22 PM APRV Gary Haakenson 02/01/2010 02:25 PM APRV Sandy Chase 02/01/2010 02:38 PM APRV Form Started By: Jana Started On: 01/29/2010 08:31 Spellman AM Final Approval Date: 02/01/2010 Packet Page 246 of 343 A Revenue Guide for Washington Cities and Towns REPORT NUMBER 46 Revised June2009 Municipal Research and Services Center Packet Page 247 of 343 A Revenue Guide for Washington Cities and Towns REPORT NUMBER 46 Revised June 2009 $16 City 1 $24 Other Packet Page 248 of 343 Copyright© 2009 by the Municipal Research and Services Center of Washington. All rights reserved. Except as permitted under the Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means or stored in a database or retrieval system without the prior written permission of the publisher; however, governmental entities in the state of Washington are granted permission to reproduce and distribute this publication for official use. Municipal Research and Services Center 2601 4th Avenue, Suite 800 Seattle, WA 98121-1280 www.mrsc.org mrsc@mrsc.org 206.625.1300 Packet Page 249 of 343 Preface This new edition of Revenue Guide for Washington Cities and Towns, first published in 1992 and last revised in 1999, contains up-to-date information on the major revenue sources (and many of the minor ones) available to cities and towns for general government purposes, including the relevant statutory references and important court decisions. Judith Cox, Public Finance Consultant, was the primary author of this report. Bob Meinig, Legal Consultant, reviewed and edited the entire text. Holly Stewart, Desktop Publishing Specialist, prepared the document for publication. Richard Yukubousky Executive Director Packet Page 250 of 343 Contents Taxes.....................................................................1 PropertyTaxes............................................................,1 The Regular Property Tax Levy Rate ......................................... 1 Property Tax Levy Increase — A Little History of the "Lid" ........................ 2 How Does the Tax Lid Work? .............................................. 3 You Don't Lose It If You Don't Use It — "Banking" Levy Capacity .................. 5 Property Taxes and Budgets...............................................5 Excess Levies for General Government Purposes — If You Don't Have Banked Capacity, Maybe You Can Do a Levy Lid Lift ....................... 10 Excess Levies for General Government Purposes — One Year Levy ............... 13 Receiptof Funds.......................................................14 Retail Sales and Use Tax....................................................15 What's the City Rate? ................................................... 15 If Cities Get Only 0.85 Percent, Who Gets the Rest? ........................... 15 What Items Are Taxed?..................................................17 Who Has to Pay a Use Tax?..............................................17 Sales Tax Streamlining..................................................18 Timing of Receipts and Sales Tax Rate Changes .............................. 19 General Business and Occupation Taxes and Business Licenses ................... 20 General Business and Occupation Taxes .................................... 20 Regulatory License Fees.................................................22 Revenue -Generating Regulatory Licenses ................................... 22 UtilityBusiness and Occupation Taxes ......................................... 24 What Are the Limits on the Tax Rate? ....................................... 24 What Do We Need to Do to Change a Rate? ...................... . .......... 25 Real Estate Excise Tax.....................................................26 How Can the First Quarter Percent — REET 1 — Be Spent? ...................... 26 Spending the Second Quarter Percent — REET 2 .............................. 27 "What's This Other One -Half Percent Real Estate Excise Tax ("REET 3")?" ......... 28 Accounting for These Funds..............................................29 Hotel -Motel (Lodging) Tax ................................................... 30 What Are the Tax Rates? ................................................. 30 City or County Tax?.....................................................31 How Can the Revenues Be Used?.........................................32 Reporting Requirements ................................................. 33 Lodging Tax Advisory Committee .......................................... 34 Emergency Medical Services ................................................ 35 GamblingTax.............................................................36 How Can We Spend the Proceeds? ........................................ 36 Leasehold Excise Tax......................................................37 Use Tax on Brokered Natural Gas ..... ....................................... 37 AdmissionTax............................................................38 Packet Page 251 of 343 Contentscontinued State -Shared Revenues.................................................40 Liquor Receipts - Profits and Taxes ........................................... 41 Motor Vehicle Fuel Excise Tax - "Gas Tax" ..................................... 41 CapronRefunds...........................................................42 Fire Insurance Premium Tax ....... . ..................... . ................... 43 City -County Assistance.....................................................43 Criminal justice Revenues..............................................46 Funds Distributed under RCW 82.14.320 - "High Crime" .................... ...... 47 Funds Distributed under RCW 82.14.330 - Population, Violent Crime, and Special Programs...................................................48 Optional Sales Taxes.......................................................48 0.1 Percent Sales Tax Under RCW 82.14.340................................ 48 0.3 Percent Sales Tax Under RCW 82.14.450................................ 49 Transportation Revenues .......................... . ........... . . 1 ...... 50 Local Option Motor Vehicle Fuel Excise Tax .. . . . . . . . ...................... I ..... 50 Local Option Commercial Parking Tax ................ . ........................ 51 Expenditure of Local Option Transportation Taxes ............................... 51 Transportation Benefit Districts ..................... 52 Other Revenue Sources.................................................54 Franchise Fees...........................................................54 Tourism Promotion Area Fees ............................ .................... 54 Transfer of Funds from Municipally -Owned Utilities ............................... 55 Transfer of Funds from the LID Guaranty Fund .................................. 56 Interest on Investments..................................................... 56 Traffic and Parking Fines .................................................... 56 ParkingMeters............................................................57 Other Fees and Charges....................................................57 Packet Page 252 of 343 Taxes Property Taxes One longtime legislative analyst from Olympia says that the Washington property tax is the most complicated in the nation. We plan to limit this discussion to what officials and staff in cities' really need to know. Even that is pretty complicated. Cities face two primary restrictions on their property taxes - a maximum regular property tax levy rate and a limit on the amount of additional property taxes they can levy in a year. 0 The Regular Property Tax Levy Rate The maximum regular property tax levy rate for most cities is $3.375 per thousand dollars assessed valuation (AV).' Some cities have a Firemen's Pension Fund. (If you do not know whether you have one, you probably do not.) Those cities can levy an additional $0.225 per thousand dollars assessed valuation, resulting in a maximum levy of $3.60 per thousand dollars AV.3 For cities that belong to a fire district and/or a library district, the rules are a little more complicated. Nominally they have a maximum rate of $3.60 per thousand dollars AV. But, they can never collect that much because the levy of the special districts must be subtracted from that amount.4 The library district levy has a maximum rate of $.50 per thousand dollars A\P and the fire district levy can be as high as $1.50 s Therefore, if a city belongs to both afire district and a library district, and if these districts are currently levying their maximum amount, then the local levy rate can be no higher than $1.60 ($3.60 - 1.50 - 0.50 = $1.60). (Note that the Department of Revenue 'Throughout this publication, the words "city" or "cities" is used rather than the phrases "city and town" or "cities and towns." Unless otherwise noted, everything said about cities also applies to towns. 2RCW 84.52.043(1)(d). 3RCW 41.16.060. "RCW 27.12.390 and RCW 52.04.081. 5RCW 27.12.050. "RCW 52.16.130, RCW 52.16.140, and RCW 52.16.160 each provide for a levy of $.50 per thousand dollars AV. 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Jana Spellman Submitted For: Council President Bernheim Time: Department: City Council Type: Review Committee: Committee Action: Sub'ect Title Information Topic 1: Waterfront (60 Minutes) Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal lm act Attachments Link: Saturday Session 3 Topic 1 Fairhaven hei t limits 1 Link: Saturday Session 3 Topic 1 Fairhaven heijzht limits 3 Link: Saturday Session 3 Topic 1 Fairhaven height limits 4 Link: Saturday Session 3 Topic 1 Fairhaven height limits 5 Link: Saturday Session 3 Topic 1 Fairhaven height limits (0. Link: Saturday Session 3 Topic 1 Fairhaven height limits 7 Link: Sat Session 3 - Topic 1 Waterfront - Shippen e-mail Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:04 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:13 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:22 PM APRV Form Started By: Jana Started On: 01/29/2010 09:10 Spellman AM Final Approval Date: 02/01/2010 Packet Page 262 of 343 PRE•,K.�,.f+.rs. r lr 1 . is Page 1 of 1 Spellman, Jana From: Stephen A. Bernheim [council@stevebernheim.com] Sent: Friday, January 29, 2010 10:23 AM To: Spellman, Jana I! Subject: Another onel Fw: central waterfront plans f p Jana, I really don't think there will be too many more of these. After all, we have to stop sometime ! Please include the below message in Session 3, Topic 1 B "Vision"... and again, my sincere thanks!! sb. ---- Original Message ----- From: Bernheim._WvQ To: council _ stevebernheim.com Sent: Friday, January 29, 2010 9:51 AM Subject: FW: central waterfront plans From: natalieshl_ppen@comcast.net[mailto:natal!eshippen@comcast.net] Sent: Tue 1/5/2010 3:10 PM To: m!chaeil.olunkekt@ci.edmonds.wa.us; Peterson, Strom; monilad@aol.com; Wilson, DJ; d m h ry Il. ; Bemheim, Steve Cc: ..!Zuckshnis[@comcast.net; Kotepetso@aal.com Subject: central waterfront plans Its time the City Council got an appraisal of the Safeway/Skipper properties. You were asked to do that over a year ago. The Council ignored the request saying that it was looking for a "willing partner" in a public/private venture. No "willing partner" was found. The Council also anticipated a lid -lift levy on the ballot and didn't want competition from a measure to fund purchase of the Safeway/Skipper area. Subsequently, neither money measure appeared on the ballot. Late last year the Council appointed 60 residents to advise it on financial policy; then the Council appointed another 17 people to advise it on economic policy. I think it's time the City Council stopped wandering along these byways of public policy in search of direction. The Council has already been directed. Over a year ago residents filled the Council Chamber to advise you of their interest in public acquisition of the Safeway/Skipper land. They didn't have to be appointed to anything to tell you what they wanted. Since Council initiatives have led nowhere, it's time to let the self-starters lead. You might find that they have a much better feel for what's to Edmonds than you do. Its time to acknowledge the residents ' request for an appraisal of the Safeway/Skipper properties and to do it now. Then, at the next election, we can test the degree of support for public ownership of those important pieces of land in the central waterfront area. Natalie Shippen Observations: Some waterfront towns have produced elected officials who have imagination and political will e.g. the mayor of Bremerton. Last year the Edmonds Council appeared mindless, at best, and dysfunctional at worst. Perhaps, a visit with Bremerton's mayor would provide the Council with some "how-to" ideas, and a jolt of desperately needed inspiration. Edmonds economic problems are cyclical and relatively minor, but its continued purposeless drift on a matter so important to Edmonds' future is truly alarming. 1/31/P 0 ke Page 269 of 343 AM-2778 Saturday, Session 3, Topic 1 B: Vision Suggestions: Waterfront and City-wide Edmonds City Council Retreat Date: Submitted By: Submitted For: Department: Review Committee: Committee Action: Subiect Title 02/05/2010 Jana Spellman Council President Bernheim City Council Tn inrm �+inn B. Vision Suggestions: Waterfront and City-wide Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Saturday Session 3 Topic I vision procedures Link: Saturday Session 3 Topic 1 B Vision suggestion Link: Saturday Session 3 Topic i B Vision photos Form Routing/Status Time: Type: Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:04 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:13 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:22 PM APRV Form Started By: Jana Started On: 01/29/2010 09:34 Spellman AM Final Approval Date: 02/01/2010 Packet Page 270 of 343 RAM Oakland Waterfront Public Participation o Small Group Meetings — Draft Approach i January 11, 2005 PUBLIC AFFAIRS MANAGEMENT Purpose The purpose of small group meetings is to: 1) Better understand the various stakeholder interests and positions on the Proposed Oakland Harbor Partners (OHP) Plan; 2) Broaden citywide feedback and input on the plan; 3) Obtain input on other effective ways to reach out to the greater community for participation in the community meetings; 4) Gather input to help design the upcoming public meetings; and 5) Request that groups encourage their membership to attend the upcoming community meetings Elected officials and agency representatives are not included in this stakeholder interview process because it is assumed they will provide input during regularly scheduled meetings for review of the development plan. Approach These small group meetings are meant to be informal exchanges between representatives of the City's consultant team and interested parties. PAM will develop an agenda to guide the discussion and ensure that a comprehensive exchange occurs in a candid atmosphere. PAM staff will begin the meetings by introducing themselves and their role on the project. Other details with regard to the approach include: ■ Nine small group meetings • 48 organizations invited to participate (see Attachment 1) • Will conduct 3 meetings/day over three or four days, approx. 60-90 minutes each • Dates: Weeks of January 31 and Feb. 7 • Location: Conference room at the Port or the Aquatic Center • Ben Strumwasser, Surlene Grant and Linda Weil will conduct the interviews. Two PAM Staff per meeting — one lead interviewer, one lead recorder. DRAFT Packet Page 271 of 343 • Meeting will include summary project background and history and a series of questions to solicit general and specific input on the Proposed Plan. All comments from participants will be documented. • All small group meeting comments will be compiled into a summary report submitted to the City, Port, and developer. This report will be sent to all small group meeting attendees and available to other interested community members. DRAFT Packet Page 272 of 343 Attachment 1 Suggested Clusters for Small Group Meetings We recommend one representative participate from each of the following listed organizations. Our hope is to get as many of the individual representatives to participate in the separate meetings. Where it becomes difficult from a logistics standpoint to get their participation, we will encourage them to participate in the community meetings or conduct a separate interview for them. (These groups of organizations are not listed in any specific order.) Meeting # 1 —Citizen Groups 1. Waterfront Action 2. Jack London Neighborhood Association 3. South of Nimitz Improvement Council (SoNic) 4. Fifth Ave. Waterfront Alliance 5. Fifth Ave. Institute Meeting #2 — Chambers of Commerce 6. Oakland Metropolitan Chamber of Commerce 7. Oakland Chinatown Chamber of Commerce 8. Hispanic Chamber of Commerce, Alameda County 9. Oakland African American Chamber of Commerce Meeting 43 — Business Associations 10. Lake Merritt Business Association 11. Jack London Merchants Association 12. Economic Development Alliance for Business (EDAB) 13. Airport Area Business Association 14. Cypress Mandela Training Center 15. Building Trades Council of Alameda County 16. Bay Area Council 17. East Lake Merchants Association Meeting #4 -- Community and U rban Dev. Issues (orgy interested in wide range of issues) 18. Urban Strategies Council 19. Policy Link 20. Urban Ecology 21. East Bay Alliance for a Sustainable Economy (EBASE) 22. San Antonio Community Development Corporation 23. Asian Health Services 24. East Bay Asian Youth Center 25. Asian Pacific Environmental Network (APEN) DRAFT Packet Page 273 of 343 Suggested Clusters for Small Group Meetings (cont.) Meeting #5 — Housing & Other Cornniunity Groups 26. East Bay Housing Organization (EBHO) 27. East Bay Asian Local Development Corporation 28. Oakland Community Organization (OCO) 29. Oakland Citizens Community for Urban Renewal (OCCUR) 30. Oakland Coalition of Congregations (OCC) Meeting #6 --- Environmental 31. Golden Gate Audubon Society 32. Lake Merritt Institute 33. Sierra Club 34. Baykeepers 35. Greenbelt Alliance Meeting 97 -- Parks & Recreation 36. Oakland Bicycle and Pedestrian Advisory Committee 37. Friends of Oakland Parks and Recreation 38. Jack London Aquatic Center Meetin #g 8 — Historic Preservation 39.Oakland Heritage Alliance 40. Friends of the 9` Ave. Terminal Meeting 99 — Other Oakland Neighborhood Groups 41. West Oakland Neighbors 42. Elmhurst 43. Brookfield/Columbian Gardens & Sobrante Park NCPC 44. Montclair Village Association 45. Dimond Improvement Association 46. Rockridge Community Planning Council 47. Fruitvale Unity Council 48.Oak Knoll DRAFT Packet Page 274 of 343 Ten Year Plan Benefit residents already here, promote festival retailing; office space development; bring positive, low -impact, low-cost residential development downtown, promote tourism and reap benefits from the Winter Olympics. a. Waterfront and Senior Center Complete a continuous shoreline walkway from Brackett's Landing to Point Edwards: complete a shoreline walkway with necklace of small parks ranging from natural beach to urban plaza to marina -oriented, especially with improvements at the senior center parking area; work with Port of Edmonds to integrate marina functions into the long term plan; reduce parking directly on waterfront; improve pedestrian crossing at railroad tracks; encourage transportation coordination between ferry/bus/train; maximize efficiency and access from one transportation mode to the other with pedestrian pathways and weather protection. Necklace of parks connected by walkways.... b. Sunset Avenue: Deserves some attention without huge capital investment; clean it up, take up a lane to make a trail with benches and views, reduce emphasis of parking and autos. Ten years form now could be nice. c. Downtown Mixed Use: Add benches and wider sidewalks downtown; remove a lane of parking or traffic and deed it for pedestrian/dining uses. Could be nice in ten years without big investment. Maintain the small town character and improve the attractive streetscape. Underground utilities should be required. Upgrade secondary downtown streets for pedestrians. Encourage senior housing a part of new development downtown. Upgrade Main Street connection to waterfront; improve pedestrian crossing at railroad tracks; improve pedestrian access through ferry holding lanes. Upgrade James Street as a special pedestrian and local access corridor. Continue successful "festival retailing" which blends retail, recreation, tourism, sustainability, and entertainment. Remain one of Puget Sound's featured "festival retailing" locations from Vancouver's Granville Island, to Bellingham, to Mount Vernon's Tulip Festival, to Edmonds, to Seattle's Pike Place Market, Port Townsend, La Connor, Leavenworth, Snohomish, Issaquah, Gig Harbor, Poulsbo, Langley, Winthrop and so forth. One of the most important opportunities is office space. Office space will be more in demand, to serve local populations and because Edmonds has ready access to convenient Packet Page 275 of 343 public transportation. In ten years, we should have lots of nice office space downtown. Office workers are happy shoppers. They get on the train and ferry and go home. d. Point Edwards Multimodal: Not important. It's taking too much attention for too little. How much money is being spent while the budget suffers? e. Point Edwards Condominiums: Are they successful? I would appreciate a report that would compare "as built" to planning and promises. f. Old Safeway/Skippers: Needs a plan or a vision. Plan for future joint public/private development of area between 104 and railroad tracks. Activities potentially include property acquisition, infrastructure planning, parking management, development incentives and guidelines and modifications to land use regulations. Improve pedestrian crossing at railroad tracks. Build mixed- use/parking structure with upper deck for festivals and adequate parking, on -site or off - site. Construct overpasses to connect waterfront to rest of town. There must be a pedestrian bridge over the railroad tracks between Main and Dayton Streets. The bridge could be built from the higher grade on the west side of downtown, to a public rooftop space on the Safeway property, across the tracks, probably to the senior center or to Brackett's landing park. g. Port of Edmonds: Needs to partner with the City to continue to enhance connections between Port and downtown h. Marsh and Parks and Pedestrian Access: Improve the marsh to attract more visitors. We need to protect wetlands and continue to develop no intrusive interpretive trails and exhibits. Packet Page 276 of 343 Vision 1: Heritage Center/Museum flanked by a convention/community center and a mixed -use development with public rooftop This vision has a "heritage center" or perhaps a newly planted cedar forest, with photos or models of the mature cedar trees (they could double as cell phone towers) harvested here score -years past when Edmonds was founded: Convention Centerwith Observation Tower r Grove and luseum Packet Page 277 of 343 Vision 2: Parks Galore Some will say this is not income producing. But neither is Central Park. It might attract a lot of tourists, we could make a "par 3" golf course, or federal funds could be received to turn it into a re-claimed wetland. Large park with pondlwetiand, jogging trail, par3 Packet Page 278 of 343 Vision 3: Gateway Shopping, community center, mixed use Many of the renderings have the central "community center" or convention center. Experts may be able to conclude that such a facility, with a mix of short-term leases but also a minimum of construction costs due to the kind of building it is, which is primarily an open structure to support a large, covered, open air "festival area" and a support structure for pedestrian "suspension bridge" style walkways: "hard" "connections" from the rooftop park/observation deck area either west to the senior center or east to town. "Gateway" retail o.d m— Mixed Of Separate townhow iwater detentioni nd reclamation project ommunity Center, Elevated ,rossings from senior ousing at 104 6 RR tracks to enlorcenter Packet Page 279 of 343 Vision 4: Rooftop Open Space, Reclaimed Wetland, Commercial and Residential A parking area along the north side of Dayton could be a huge income generator (taxes, not ownership) to the City over the next twenty years, taking advantage of rail/bus/ferry linkages. The roof top of such a structure, with or without viewing towers and accessory structures, could be a huge attraction for tourists and residents alike. At the north end of the property, a mixed -use retail/office building with adjacent townhouses subsidized for seniors or priced for the maximum financial return, with increased taxes on the higher sales. Roof -top public park and viewing area 7 Medium -density mixed - use, Including office Convention Center OR Regional Parking Lot . V Pondhvetland reclamation area Underground passage to shoreline and senior center Packet Page 280 of 343 Vision 5: Senior Housing. If senior housing is on the action agenda, consider a lower -budget, serve -our -seniors concentration of pleasant housing in a centrally -located place. Here's a plaza area behind the senior housing (bus stops across the street, of course), directly across from an activity center or a shopping/office center, or both: Community Center linked Senior/subsidized housing nverh.H in Ccninr (—for Cc Packet Page 281 of 343 Vision 6: Centrally located community center, senior housing, commercial/retail. At the Skipper's end, a substantial but compact building could have ground floor retail, if desired; upper floor residence; limited number of outdoor parking spaces required (city tax on each parking space?). Another option would be to "flip" the north and south ends: focus the senior housing in the Skipper's area and develop the office (with retail, too, if it can fly) or live/work area at the south end. "Gateway" retail and office _ S tormwater do tool ion1 wetland reclamation project TIIISS - 1 ` ofN 4,P ,? t for Community Center, Elevated r r. Crossings from senior ` housing at 104 & RR tracks to senior center Mixed Office/Retail with", Separate Residential townhouses 8 Packet Page 282 of 343 F 0 da 40, iq a mow+ '1 _ I �r-i Elm / 4u! F" A'0i D CD u =10� D 0. 1 AD a ti iA.i .�- 1p mli T71" tL - t I I 1, k r co Al ~ • ��.w i �y4 �� �� L - r 1 is �~ - r AM-2789 Saturday, Session 3, Topic 3, A. Storm Water Runoff and System Upgrades Edmonds City Council Retreat Date: Submitted Bv: Submitted For: Department: Review Committee: 02/05/2010 Sandy Chase Noel Miller, Public Works Director Time: City Clerk's Office Type: Committee Action: Information Subject Title A. Storm Water Runoff and System Upgrades; Reduce Pesticide Use, Community Outreach, Rain Garden Demo Recommendatimi from Mayor and Staff Previous Council Action Information Narrative As part of the City's Storm and Surface Water Comprehensive Plan Update, attached is a recently completed draft of the proposed goals and policies (submitted by Public Works Director Noel Miller). Fiscal Impact A tt�rhmnnte Link: Draft Storm and Surface Water Policies Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:37 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:58 PM APRV 3 Final Approval Sandy Chase 02/01/2010 03:06 PM APRV Form Started By: Sandy Started On: 02/01/2010 02:32 Chase PM Final Approval Date: 02/01/2010 Packet Page 298 of 343 STORM AND SURFACE WATER COMPREHENSIVE PLAN GOALS AND POLICIES Goal A: Manage the storm and surface water system through a combination of the preservation of natural systems and engineered solutions to: ■ Provide for public safety ■ Prevent property damage ■ Protect water quality • Preserve and enhance critical areas such as fish and wildlife habitat ■ Maintain a hydrologic balance ■ Promote sustainability Goal B: Preserve, protect, and, where feasible, restore wetlands, shorelines, surface water, and ground water for fish and wildlife, appropriate human use, and the maintenance of hydrological and ecological processes. Goal C: Use education as a tool to increase protection of critical areas and understanding of sustainability and other environmental values. Goal D: Provide adequate funding though an equitable stormwater utility rate structure and outside funding sources to support the necessary programs under goals A, B, and C. PROGRAM AREA 1: Flood Protection The flood protection program area is designed to meet Goals A & C by setting forth the following policies: FP-1: Comply with all applicable, relevant, and appropriates requirements from the Federal, state, and local governments related to flood protection. FP-2: Resolve long standing flooding impacts; prevent new flooding impacts to homes, businesses, and other facilities. Ensure adequate surface water services for existing and anticipated development at service levels designated by the Capital Facilities Element and Capital Improvement Plan. FP-3: Preserve and protect natural surface water storage sites, such as wetlands, aquifers, streams and water bodies that help regulate surface flows and recharge groundwater. FP-4: Restrict the water runoff rate from new development to a rate that does not damage downstream resources, usually the same rate as predevelopment conditions. Additional requirements which are more restrictive than this general policy may apply in the case of substantial redevelopment of parcels which were originally developed under non-existent or outdated stormwater control standards and contain large areas of impervious surfaces, have a high percentage of total impervious surfaces, or have identified drainage or water quality problems. FP-5: Promote development design which minimizes runoff rate and volume by limiting the size of the building footprint and total site coverage, minimizing impervious surfaces, maximizing the protection of Packet Page 299 of 343 permeable soils and native vegetation, and encouraging use of permeable pavements and surfaces, where appropriate. FP-6: Property owners shall be responsible for the maintenance of stormwater management facilities and pollution control structures which are located within the boundaries of their property. The City shall monitor and enforce this maintenance requirement and shall be responsible for the maintenance of facilities within City owned property and public right of ways. The City will work with property owners and maintenance providers to see that the waste associated with the maintenance of these facilities and structures is disposed of properly. FP-7: Where feasible, stormwater facilities, such as retention and detention ponds, should be designed to provide supplemental benefits, such as wildlife habitat, water quality treatment, and passive recreation. FP-8: Increase the Public's knowledge of stormwater runoff issues and support public involvement in the City's stormwater management program. FP-9: Cooperate with the Department of Ecology and neighboring jurisdictions, including participation in regional forums and committees, to improve regional surface water management and resolve related inter - jurisdictional concerns. PROGRAM AREA 2: Water Quality The water quality program area is designed to meet Goals A & C by setting forth the following policies: WQ-1: Implement the required provisions of the Western Washington Phase HMunicipal stormwater Permit, issued by the Department of Ecology to protect receiving water quality from degradation from runoff from the City's municipal stormwater system. WQ-2: Comply with other all applicable, relevant, and appropriates requirements from the Federal, state, and local governments related to water quality. WQ-3: Protect water quality by implementing best management practices for runoff treatment for new development and redevelopment projects. Additional requirements which are more restrictive than this general policy may apply in the case of substantial redevelopment of parcels which were originally developed under non-existent or outdated stormwater control standards and contain large areas of impervious surfaces, have a high percentage of total impervious surfaces, or have identified drainage or water quality problems. WQ-4: Promote the use of Low Impact Development techniques in site planning and Best Management Practices Implementation to the extent feasible to mitigate the effects of development and redevelopment on water quality. WQ-6: Protect water quality through the continuation and possible expansion of the street sweeping program. WQ-7: Protect water quality by educating citizens about proper waste disposal and eliminating pollutants that enter the stormwater system as a result of lawn and garden maintenance, car cleaning or maintenance, roof cleaning or maintenance, or direct disposal into storm drains. Packet Page 300 of 343 WQ-8: Property owners shall be responsible for the maintenance of stormwater management facilities and pollution control structures which are located within the boundaries of their property. The City shall monitor and enforce this maintenance requirement and shall be responsible for the maintenance of facilities within City owned property and public right of ways. The City will work with property owners and maintenance providers to see that the waste associated with the maintenance of these facilities and structures is disposed of properly. WQ-9: Cooperate with the Department of Ecology and neighboring jurisdictions, including participation in regional forums and committees, to improve regional surface water quality issues solve related inter - jurisdictional concerns. PROGRAM AREA 3: A uatic Habitat The Aquatic Habitat program area is designed to meet Goals A, B & C by setting forth the following policies: AH-1: Comply with all applicable, relevant, and appropriates requirements from the Federal, state, and local governments related to aquatic habitat. AH-2: Actively participate in regional species protection efforts, including salmon habitat protection and restoration. AH-3: Protect critical wildlife habitat, such as wetlands, including habitats or species that have been identified as priority species or priority habitats by the Washington Department of Fish and Wildlife, from the negative affects of uncontrolled stormwater runoff form development and redevelopment. Habitats and species of local importance will also be protected in this manner. AH-4: If wetlands are used as part of a storm drainage system, assure that water level fluctuations will be similar to fluctuations under natural conditions and that water quality standards are met prior to discharging stormwater into a wetland. AH-5: Habitat restoration efforts should focus on those areas that will result in the greatest benefit to the resource and that have been identified by the City as priority for restoration. The restoration of the Edmonds Marsh shall be a priority. AH-6: The City should develop basin stewardship and education programs to prevent surface water impacts and to identify opportunities for restoration. The following issues should be considered when formulating plans and implementing projects which have the potential to impact stream basins: public access, respect for private property, restoration of the feature to a more natural state, retention of native vegetation, improvement of surface water management in the basin, improvement of fish habitat and channel substrate, and streambank stabilization. AH-7: Streams shall not be permanently altered except for: ■ Habitat restoration; ■ Water quality restoration; ■ Flood protection; ■ Correction to bank erosion; ■ Road crossings when alternative routes are not feasible; or is Private driveway crossings when it is the only means of access. Packet Page 301 of 343 Alterations, other than habitat improvements, should only occur when it is the only means feasible and should be the minimum necessary. Any alteration to a stream should result in a net improvement to habitat and streams should be encouraged to return to natural channel migration patterns, where feasible. In cases where stream alteration is consistent with this policy, channel stabilization techniques shall generally be preferred over culverting. AH-8: Identify surface water features with restoration potential and attempt to obtain citizen involvement and community consensus on any future attempt to restore features which have been altered. Restoration efforts may include the daylighting of streams which have been diverted into underground pipes or culverts. AH-9: Solutions to stream habitat problems should focus on those types of problems that first protect and preserve existing habitat, then enhance and expand habitat in areas where wild anadromous fish are present, and lastly, enhance and expand habitat in areas where other wild fish are present. AH-10: The City shall work with citizens and watershed interest groups, and cooperate with King County, Snohomish County, and other local governments, regional governments, state agencies, and Indian tribes in developing and implementing watershed action plans and other types of basin plans for basins which include or are upstream or downstream from the City. PROGRAM AREA 4: Stormwater Utility Funding The Stormwater Utility Funding program area is designed to meet Goals A, B, C & D by setting forth the following policies: SWUF-1: The utility will have primary authority and responsibility for funding the implementation the City's Comprehensive Surface and Stormwater Management Plan, including: • Responsibilities for planning, design, construction, maintenance, administration, and operation of all city storm and surface water facilities, • Establishing standards for design, construction, and maintenance of improvements on private property where these may affect storm and surface water management, and • Implementation of water quality and aquatic habitat policies. SWUF-2: All parcels in the City will be charged a fee as set by the City Council that will be used to fund stormwater programs detailed in the Storm and Surface Water Comprehensive Plan. The rate will be based on the number of Equivalent Service Unit (ESU) on each parcel. One ESU shall represent 3,000 square feet of impervious area. All zoning types except single family residential shall be charged based on the actual impervious surface area on the parcel at the rate defined by City Council per one ESU. The minimum charge shall be one ESU. SWUF-3: Each single family parcel shall be charged the rate for one ESU, regardless of the actual impervious surface area on the parcel. The Public Works Director, may impose a fee larger than one ESU on any single family parcel causing an unreasonable burden on the storm of surface water system. SWUF-4: Acknowledge that all residents benefit from using the paved (impervious) surfaces within the City's right-of-ways and these impervious surfaces create a significant burden and cost to the City's stormwater system that must be adequately funded to maintain in working order and to comply with applicable Federal, state and local water quality regulations. Packet Page 302 of 343 DRAFT January 29, 2010 SWUF-5: In addition to any other charge prescribed by this chapter, a stormwater management system development charge shall be paid prior to the issuance of any building permit or development permit issued under the Edmonds Community Development Code ("permit") by the owner of any property, residential dwelling unit, or other structure that may hereafter be constructed in the city which benefits from the stormwater utility system constructed by the city. The stormwater management system development charge shall be set by City Council based on the number of ESU added to or created by the permit. SWUF-6: The City's Public Works Director shall make adjustments to the said utility rates in an accordance with the following provisions: • Upon written application, a customer may request review said utility fee. The applicant shall state the specific conditions and/or facilities on the site which the applicant feels warrants adjustment of the rate as applied to the property. • The Public Works director shall have the authority to increase or decrease rates up to 50 percent of the level set by City Council. Factors personal to the property owner, such as ability to pay (, shall not be considered. The sole criteria for adjusting the rate shall be a determination that the physical characteristics of the site and in particular the stormwater detention, retention and/or treatment facilities as installed thereon by the owners, or lack thereof, have significantly: o Increased the burden which the property places upon the City's stormwater utility (in the event of an increase) or o Decreased the burden (in the event of a decrease) by providing additional benefits over and above those which the average property places upon the utility through on -site improvements including but not limited to on -site pollution control mechanisms or technologies which relate to water quality and the property's impact upon the city's stormwater management system. SWUF-7: If the owner of a single family parcel qualifies for a "low income senior citizen exemption" as determined by the County Assessor under RCW 84.36.381 is exempt paying from said utility fee as long as the owner remains a "low income senior citizen." It shall be the responsibility of the property owner to demonstrate qualifications for this fee exemption. SWUF-8: The City shall actively seek outside funding to leverage or complement utility funds in order to implement the City's Comprehensive Surface and Stormwater Management Plan such as: • Local, state and federal grants • Loans such as from the Public Works Trust Fund • Future bond measures • Other cross jurisdictional funding mechanisms Packet Page 303 of 343 AM-2779 Saturday, Session 3, Topic 3, B: Implement Sustainable Purchasing Practices Edmonds City Council Retreat Date: Submitted By: Department: Review Committee: Committee Action: Subiect Title 02/05/2010 Jana Spellman City Council Tninrm o+inn B. Implement Sustainable Purchasing Practices (i.e., best value vs. best price contract language); Green Power Purchase by City Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Iinpact Attachments Link: Saturday Session 3 To is 3B bellin ham green vower initiative Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:04 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:13 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:22 PM APRV Form Started By: Jana Started On: 01/29/2010 09:51 Spellman AM Final Approval Date: 02/01/2010 Time: Type: Packet Page 304 of 343 N E N cm (o C ca cn U C L 0 O �--+ (a cmcu a) CU CU � O N a) c O a" m V m L a)CU 0 �00 L m C: A-- a) a) a) +-+ U2wU m0U r r� E JCZ-c L c ■� � = C6 O CL co 0 W cn Ca E L �O r� cn � 0) rr cn Co .� cn c -0 r O U O O 1 � J cn W VAJ lrL 0 W C) .C: E O O U C� cn 0) cn cn O N cn L E O a--+ cn U C: Z6 �_0 �O cn V CD Ll co co CD O N L cnN O � O W 4-1 Z3 W M O W a- - - E C/) ° �CU E c _0 c I— CM 0 o C: ZZ a) -- �00) }, U 4) " `0 CN C: a) CIO -0 O -a5 C: 4- L. 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V Q] O ' L J > v L C: p O � CD-U o a) O >+ O CD - ; O L QU�CD 0 N c � O 'cn L� (v m D C: a� o N � 0 U cn c i }+ O cn C m O U .Q L �--i m L E �� LO o N p = p .C: r � 4-0 CD � m �- w CIOto o co L o E�,� c6� ACM 'E C:o > a ." ca)w00- .0 0 cn W N E cm N En O 4-0 _> O E E 0 L � U (M M 0 M Cl) (D 0) m d U U � W L >1 Cl) 0 :% O— COL.-O cn `cn -0 to a) O Q� (a E O _ O c: W Q� : O c.C: a:U)Ucn (a CU U� 0 O O U �a)O0 �•�•c:X,�O a) �Otmp Q L}' E4-0 a)0� N � C) Cco : 0 a) E o L LU � U) > 0 � 5 0 ° O' > .:3 c0) .C: = � � O E •� �-00 L N O N 4), a) N 00 O � � a) � O ti N a) v 0 CL � >'oo N �O v a) = = � � N (6 � fn v *- ' — a)a�0V�.�C�� 0 • • • • :# AM-2780 Saturday, Session 3, Topic 3, C. Green Buildings - Implement LEED Standards Edmonds City Council Retreat Date: Submitted By - Submitted For: Department: Review Committee: Committee Action: 02/05/2010 Jana Spellman Council President Bernheim Time: City Council Type: Information Subject Title C. Green Buildings - Implement LEED Standards for New Construction, Incentivize Green Remodels, Other Code Rewrites Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Saturdav Session 3 Tonic 3C Green building code Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 02:04 PM APRV 2 Mayor Gary Haakenson 02/01/2010 02:13 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:22 PM APRV Form Started By: Jana Started On: 01/29/2010 09:59 Spellman AM Final Approval Date: 02/01/2010 Packet Page 318 of 343 1. Short title. This chapter shall be known as the "green building practices ordinance." 2. Purpose. The city recognizes that building construction, maintenance and operations consume resources which have a direct impact on the public welfare and the natural environment. Therefore, it is the purpose of this chapter to: A. Enhance the public welfare and assure that civic and private sector development is consistent with the city's desire to create a more sustainable community by incorporating green building measures into the design, construction, and maintenance of buildings; B. Improve the health of residents, visitors, and workers by counteracting negative environmental impacts associated with building construction and occupation; C. Promote development that fosters sustainable sites, improves energy and resource efficiency, decreases waste and pollution generation, and improves the health and productivity of a building's occupants over the life of the building. 3. Definitions. For the purposes of this chapter, the following words and terms are defined as follows: A. "Applicant" means any individual, person, firm, limited liability company, association, partnership, political subdivision, government agency, municipality, industry, public or private corporation, or any other entity filing an application in compliance with this chapter who is: 1. The owner or lessee of property; 2. A party who has contracted to purchase property contingent upon that party's ability to acquire the necessary approvals required for that action in compliance with the zoning code, and who presents written authorization from the property owner to file an application with the city; or 3. The agent of either of the above who presents written authorization from the property owner to file an application with the city. B. "Building" means any structure used for support or shelter of any use or occupancy, as defined in the Washington State Building Code. C. "City" means the city of Edmonds. D. "City building" means a building which was built for use by the city or which is located on city -owned land. E. "Construction" means the building of any building or structure or any portion thereof. F. "Green building compliance official" means the director of planning and development or his/her designee. G. "Gross floor area" means the total enclosed area of all floors of a building measured to the inside face of the exterior walls including halls, stairways, elevator shafts at each floor level, service and mechanical equipment and mechanical equipment rooms and basement or attic areas having a height of more than seven feet, but excluding area used exclusively for vehicle parking or loading. H. "LEEDrm accredited professional" means a person who is recognized by the United States Green Building Council as having the knowledge and skills necessary to participate in the design process, to support and encourage integrated design, and to streamline the LEER project application and certification process. Packet Page 319 of 343 I. "LEEDTM, s Green Building Rating System (Rating System)" means the Leadership in Energy and Environmental Design Green Building Rating System approved by the United States Green Building Council (USGBC) and as that Rating System may be amended from time to time by the USGBC. J. "LEEDTM' s checklist" means the credit and point checklists developed by the Leadership in Energy and Environmental Design Green Building Rating System for measuring the sustainability, efficiency, and environmental soundness of a building. K. "Mixed -use project" shall have the definition as set forth in the city's zoning code. L. "Multi -family residential" shall have the definition as set forth in the city's zoning code. M "Tenant improvement" means any improvement which requires a permit pursuant to the Edmonds Building Code. 4. Applicability. A. Projects meeting the following thresholds shall comply with the provisions of this chapter: 1. City buildings of 10,000 square feet or more of new gross floor area; 2. Nonresidential buildings of 10,000 square feet or more of new gross floor area; 3. Tenant improvements of 10,000 square feet or more of new gross floor area and requiring a building permit as determined by the building official or designee; 4. Mixed -use projects and multi -family residential projects that include a residential building which has three stories in height, or more, of new construction. 5. Standards for compliance. A. The city shall adopt by reference the United States Green Building Council LEEDTM (Leadership in Energy and Environmental Design) Green Building Rating System as the standard for which a project shall be measured as a green building. The specific actions required for project compliance with this chapter are as follows: 1. All applicable projects are required to retain the services of a LEEDTM accredited professional and complete LEEDTM project registration prior to issuance of a building permit. 2. All applicable projects shall submit a LEEDTM checklist and supporting documentation indicating points meeting at a minimum LEEDTM "certified" level incorporated into documentation for a building permit. The LEEDTM checklist shall be prepared, signed, and dated by the project LEEDTM accredited professional. All building documents shall indicate in the general notes and/or individual detail drawing, where feasible, the green building measures employed to attain the applicable LEED rating. 3. Applicable city buildings are required to attain LEEDTM certification and meet, at a minimum, LEEDTM certified level. 4. Building commissioning, although specified as a prerequisite for LEEDTM certification, is not required for applicable projects under this chapter except for city buildings. Applicants are encouraged to verify that fundamental building systems are designed, installed, and calibrated to operate as intended. 6. Compliance. Packet Page 320 of 343 Bernheim draft building code October 2007 draft. The green building compliance official shall: A. Verify LEEDTM project registration and review the required LEEDTM checklist and supporting documentation prior to issuance of a grading or building permit. B. Verify that the building measures and provisions indicated on the project LEEDTM checklist and on the supporting approved documentation, including approved plan sets, are being implemented at foundation inspection, framing inspection, and prior to issuance of a final certificate of occupancy. C. Conduct any inspection as needed to ensure compliance with this chapter. 7. Penalties and administrative remedies. A. If, as a result of any inspection, the green building compliance official determines that the applicable project does not comply with the approved documentation, a stop work order may be issued. At the discretion of the green building compliance official, such a stop work order may apply to the portion of the project impacted by noncompliance or to the entire project. The stop work order shall remain in effect until the green building compliance official determines that the project is in compliance with the requirements of this chapter or meets the requirements of subsection B of this section. B. If the green building compliance official determines that the applicable project has not met the requirements of the LEEDTM checklist, as set forth in Section 6 of this chapter, he or she shall determine on a case -by -case basis whether the applicant has made a good faith effort to comply with this chapter. In making this determination, the green building compliance official shall consider the availability of markets for materials to be recycled, the availability of green building materials and technologies, and the documented efforts of the applicant to comply with this chapter. The green building compliance official may require additional reasonable green building measures be included in the operation of the covered project to mitigate the failure to comply fully with this chapter. Packet Page 321 of 343 AM-2781 Saturday, Session 3, Topic 3, E. Car Free Day Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Bernheim Time: Department: City Council Type: Review Committee: Committee Action: Information Subject Title E. Car Free Day, Parking Space Decommissioning, Electric Car Rally, Unlicense Day Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Im act Attachments Link: Saturday Session 3 Topic 3E Car free da - - -- Form RoutinpJStatus Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 01:29 PM APRV 2 Mayor Gary Haakenson 02/01/2010 01:42 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:04 PM APRV Form Started By: Jana Started On: 01/29/2010 10:04 Spellman AM Final Approval Date: 02/01/2010 Packet Page 322 of 343 ..i C — O C a) cn NQ 0 0 O O O " acu i` N T N U c i O L .�--. a ` H t+ cn O Q o d 0 a) _ O— o a3 N a +�- C C a (n ca ++ . o O _ a dp �0 a a) N �O c '0 �� 0) T CL ++ a) C ca LO p-0 a) j 7 Y -a '3 a) O a) -a > O E C ` U y C C a) -C E O 7 Q N C ca. 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Styrofoam Ban Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Bernheim Depai-tnient: City Council Review Committee: Committee Action: Information Subject Title F. Styrofoam Ban Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact A tt��hm nntc Link: Saturday Session 3 Topic 3F St rofoam Form Routinjj/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 01:29 PM APRV 2 Mayor Gary Haakenson 02/01/2010 01:42 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:04 PM APRV Form Started By: Jana Started On: 01/29/2010 10:05 Spellman AM Final Approval Date: 02/01/2010 Time: Type: Packet Page 326 of 343 Food Container Fact Sheet The City of Seattle has banned the use of expanded polystyrene (EPS, sometimes called "Styrofoam") food service containers and cups in all restaurants. When does the ban take effect? January 1, 2009 What are typical products made out of EPS? "Clamshells;" bowls, plates, and beverage cups are typical products. What should my business do? You must stop using EPS food service products by January I, 2009. You may change to any alternative products, but the City recommends switching to compostable materials.You must change to recyclable plastic or compostable food service products, including lids and utensils, by July 1, 2010. Why switch to compostable products? In addition to the negative environmental impacts of EPS, Seattle wants to compost as much food waste as possible. Compostable products allow easy one-step disposal of food waste and service ware into your compost bin. Where can I find substitute products? You will find information and compostable alternatives wherever you buy food service products. If you choose to compost, you must use products that are approved compostable by the City of Seattle and Cedar Grove Composting. 31 i t � e ri �s^T� r � � 0 N }jam♦ Seattle `Ov Public Seattle Climate Action W NOW UttlitxeS Learn more at www.resourceventure.org/-plasticfoombon or (206) 343-8505 Packet Page 327 of 343 AM-2783 Saturday, Session 3, Topic 3, G. Lighting Code/Dark Skies Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Bernheim Time: Department: City Council Tyne: Review Committee: Committee Action: Information Subject Title G. Lighting Code/Dark Skies Recommendation from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Saturday Session 3 To is 3G dark skies Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 01:29 PM APRV 2 Mayor Gary Haakenson 02/01/2010 01:42 PM APRV 3 Final Approval Sandy Chase 02/01/2010 02:04 PM APRV Form Started By: Jana Started On: 01/29/2010 10:06 Spellman AM Final Approval Date: 02/01/2010 Packet Page 328 of 343 International Dark -Sky Association The Nightscape Authority Simple Guidelines for Lighting Regulations for Small Communities, Urban Neighborhoods, and Subdivisions The purpose of the regulation is to: • Permit reasonable uses of outdoor lighting for nighttime safety, utility, security, and enjoyment while preserving the ambiance of the night; • Curtail and reverse any degradation of the nighttime visual environment and the night sky; • Minimize glare and obtrusive light by limiting outdoor lighting that is misdirected, excessive, or unnecessary; • Conserve energy and resources to the greatest extent possible; • Help protect the natural environment from the damaging effects of night lighting. All outdoor lighting fixtures (luminaires) shall be installed in conformance with this Regulation and with the provisions of the Building Code, the Electrical Code, and the Sign Code, as applicable and under permit and inspection, if such is required. Comment: Practical Considerations: 1. The idea that more light always results in better safety and security is a myth. One needs only the right amount of light, in the right place, at the right time. More light often means wasted light and energy. 2. Use the lowest wattage of lamp that is feasible. The maximum wattage for most commercial applications should be 250 watts of high intensity discharge lighting should be considered the maximum, but less is usually sufficient. 3. Whenever possible, turn off the lights or use motion sensor controlled lighting. 4. Incorporate curfews (i.e. turn lights off automatically after a certain hour when businesses close or traffic is minimal). This is an easy and fast way to initiate dark sky practices. Maximum Lamp Wattage and Required Luminaire or Lamp Shielding: All lighting installations shall be designed and installed to be fully shielded (full cutoff), except as in exceptions below, and shall have a maximum lamp wattage of 250 watts HID (or lumen equivalent) for commercial lighting, 100 watts incandescent, and 26 watts compact fluorescent for residential lighting (or approximately 1,600 lumens). In residential areas, light should be shielded such that the lamp itself or the lamp image is not directly visible outside the property perimeter. Lighting that is exempt from these regulations: 1. Lighting in swimming pools and other water features governed by Article 680 of the National Electrical Code. 2. Exit signs and other illumination required by building codes. 3. Lighting for stairs and ramps, as required by the building code. 4. Signs are regulated by the sign code, but all sign lighting is recommended to be fully shielded. 5. Holiday and temporary lighting (less than thirty days use in any one year). 3225 North First Avenue • Tucson, AZ 85719 • USA (phone) + 1(520) 293 3918 • (fax) +1(520) 293 3192 ida@darksky.org • www.darksky.org Packet Page 329 of 343 international Dark -Sky Association The Nightscape Authority 6. Football, baseball, and softball field lighting; only with permit from the authority ida recognizing that steps have been taken to minimize glare and light trespass, and utilize sensible curfews. 7. Low voltage landscape lighting, but such lighting should be shielded in such a way as to eliminate glare and light trespass. Additional requirements: • Lighting attached to single-family home structures should not exceed the height of the eave. • Residential pole height restrictions can be considered to control light trespass on adjacent properties. Notes: 1. The general belief that more light means better safety and security is just a myth. All that is needed is the right amount, in the right place, at the right time. More light just means wasted light and energy. 2. Use the lowest wattage of lamp as possible. For cost saving purposes, consider compact fluorescent lamps rather than incandescent, as they use much less energy and have a much longer lifetime. 3. Whenever possible, turn off the lights. Definitions: • Glare: Intense and blinding light. Causes visual discomfort or disability. • Landscape lighting: Luminaries mounted in or at grade (but not more than 3 feet above grade) and used solely for landscape rather than any area lighting. • Obtrusive light: Spill light that causes glare, annoyance, discomfort, or loss of visual ability. Light Pollution. • Luminaire (light fixture): A complete lighting unit consisting of one or more electric lamps, the lamp holder, any reflector or lens, ballast (if any), and any other components and accessories. • Fully shielded (full cutoff) luminaire: A luminaire emitting no light above the horizontal plane. • Spill light: Light from a lighting installation that falls outside of the boundaries of the property on which it is located. Usually results in obtrusive light. Additional Resources for Establishins Outdoor Liehtine Guidelines 1. Nlodcl l.iRliting Ordinance (MLO) 2. Recommended Outdoor Lighting Zones 3. IDA Li shtin 7 Code Handbook 4. Directory of Ordinances and Other ReLUJIL16011s 5. Glossary of Basic lighting Terms and Definitions 3225 North First Avenue • Tucson, AZ 85719 • USA (phone) + 1(520) 293 3918 • (fax) +1(520) 293 3192 ida@darksky.org • www.darksky.org Packet Page 330 of 343 AM-2784 Saturday, Session 3, Topic 3, H. Tree Ordinance Edmonds City Council Retreat Date: 02/05/2010 Submitted By: Jana Spellman Submitted For: Council President Steve Bernheim Time: Department: City Council Type: Information Review Committee: Committee Action: Information Subject Title H. Tree Ordinance, Tree City, Public Tree/ Private Tree Preservation, Pedestrian Safety, Keep Healthy Trees, Address Real Dangers, Promote Green Reputation; Review Tree Plan Recvmmeiid.itioix from Mayor and Staff Previous Council Action Narrative Fiscal Impact Attachments Link: Saturday Session 3 Topic 3H tree ordinance Form RoutinpIStatus Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 02/01/2010 12:00 PM APRV 2 Mayor Gary Haakenson 02/01/2010 12:07 PM APRV 3 Final Approval Sandy Chase 02/01/2010 01:18 PM APRV Form Started By: Jana Started On: 01/29/2010 10:08 Spellman AM Final Approval Date: 02/01/2010 Packet Page 331 of 343 1.010 Purpose and intent. It is the purpose and intent of this chapter to: A. Implement the goals and policies of Edmonds's Comprehensive Plan; B. To preserve and enhance Edmonds's physical and aesthetic character by preventing untimely and indiscriminate removal or destruction of trees; C. To protect trees on undeveloped sites that are not undergoing development by not allowing tree removal except in hazardous situations, to prevent premature loss of trees so their retention may be considered during the development review and approval process; D. To reward tree protection efforts by granting flexibility for certain development standards, and to promote site planning and horticultural practices that are consistent with the reasonable use of property; E. To protect exceptional trees because of their unique historical, ecological, or aesthetic value and to require flexibility in design to protect exceptional trees; F. To provide the option of modifying development standards to protect trees over two (2) feet in diameter in the same manner that modification of development standards is required for exceptional trees; G. To encourage retention of trees over six (6) inches in diameter through the design review and other processes for larger projects, through education concerning the value of retaining trees, and by not permitting their removal on undeveloped land prior to development permit review. H. To protect landmark trees and to establish a register of these trees because Landmark trees are irreplaceable by any means, may be associated with historic figures, events, or properties; or be rare or unusual species; or they may have aesthetic value worthy of protection for the health and general welfare of the residents of this city. I. To provide for the preservation and proper maintenance of landmark trees located in Edmonds, to minimize disturbance to the trees themselves, and to prevent other environmental damage from erosion or destruction of wildlife habitat and to provide greenhouse gas protection and to help absorb excess carbon emissions; and J. To protect the health, safety and general welfare of the residents of this city, and K. To enhance storm water management. tion(s). Packet Page 332 of 343 AM-2751 Saturday, Session 3, Topic 5: Yost Pool Future Planning Edmonds City Council Retreat Date: Submitted By - Department: Review Committee: Committee Action: Sublect Title 02/05/2010 Brian McIntosh Parks and Recreation Information Time: Type: Information Topic 5: Yost Pool Future Planning (30 Minutes) Recommendation from Mayor and Staff For discussion at the City Council Retreat. Previous Council Action On October 28, 2008 City Council commissioned a feasibility study in regard to Edmond's aquatic future. The feasibility study was presented by the consultant, NAC/Architecture, on August 25, 2009. Narrative For discussion, former City Councilmember and Yost Pool supporter Dick Van Hollebeke will make a short presentation in regard to the current situation at Yost Pool and the possibility of moving forward with a new facility in the future. Fiscal Impact A ++o ,Ph m nn+a Link: Yost Pool Future Planniniz Link: A uatics Feasibility Study Executive Summ Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/26/2010 02:45 PM APRV 2 Mayor Gary Haakenson 01/26/2010 02:47 PM APRV 3 Final Approval Sandy Chase 01/27/2010 02:59 PM APRV Form Started By: Brian Started On: 01/22/2010 11:02 McIntosh AM Final Approval Date: 01/27/2010 Packet Page 333 of 343 I IAI P'- Pf t lk f I L I' V. j jA; RL � V76190. W6K4 m I u R Cr Q •> 0 •E cn L Q, •� U (a O to N LL L C N C 4-0 C6 O N Q O (6 O j Y L a N O c� O O CL L O O 06 L. O 10 �J t 4-0 CL N v O U -a c a� E 0 u 0 cu Cl) O N C O i N L O v O CLi L_ O otS C O E O o N a? 5 --� O O N 3 c c N 064- (u >.. N O Q Q N N O 0 V � v L C 3 U) cu ca '� CL 0) >- O U Q O >, N O O m N N N H W 0 Z . Z ■ Z 0 LO N LO U) O f� cc O 69- 4a v v m E E O .� C .� O s c s c c w = O 0 0 0 0 0 0 4a 4a 4A. 4a 69- E E O O s s ai co d (D O O Q. V C. +� 'W L .E •x d � x a d UO) C O_ v .O 0, L O `° v d a O d d C') aa) E E a W Q W Qa 2 220 CL f % § =>/ E 0 CL k\ # mE «5kCO § 3 § ccl � y � o ) r � § ƒ c [ 0m ; 0co �& t\§ � — n 0 $■� %§ � � � f� � ■ q }k CCL §m E _0 U) __0 m -t C: 0 0 .� � � L � � .� � r--. cn >, a 4 4 O I 3A1-ii-w7# . QL O CL O cp 4-a �_ 4-0 _0 C: 0 0 LL —Oj z 0 0 co E Is] i bbl:- LM 0 4m EXECUTIVE SUMMARY Yost Pool has been a popular amenity for the Edmonds community for over 35 years. Yost Park is a beautiful natural setting for the pool and many citizens have passionate memories of Yost Pool and feel a strong attachment to this venue. Yost Pool has been well -maintained so the typical pool -user is not even aware of many problems with the facility. However, the pool does show signs of deterioration and parts for the pool's failing mechanical systems are no longer available. Park and Recreation staff has actually fabricated some replacement parts when needed. Many users do notice that pool house is showing its age, the facility is not ADA accessible and that there is limited parking. The purpose for this study is to discover the desires for an aquatic center in the City of Edmonds. Knowing that Yost Pool is nearing the end of its life expectancy, what should be done? What are the potential options for an aquatic center that respond to the desires of the community? The intent of this report is to document the information discovered in a clear and focused manner to allow the City of Edmonds to make informed decisions regarding the next steps in planning for the future of aquatics. Process In order to determine the aquatic needs and desires, the consultant team conducted an evaluation of the existing Yost Pool and completed a market analysis of Edmonds' primary, secondary and tertiary service areas. The analysis concludes that there a significant number of market opportunities for new or expanded aquatic facilities in Edmonds. Two public meetings were held and the Study Committee met separately with interested stakeholders. Although stakeholders saw advantages to an aquatics facility near the waterfront in Edmonds, those attending the public meetings felt very strongly about keeping an aquatic facility at Yost Park. The City also hired Leisure Vision to conduct a statistically valid survey regarding aquatic options for the Edmonds community. A key finding from the survey was an overwhelming desire for an indoor aquatic component in Edmonds. In the midst of the study, the City was forced to address severe financial issues that were forecasted. As a result of this fiscal crisis, it was proposed that Yost Pool would be closed for the upcoming season. Concerned citizens stepped forward and worked with the City to develop cost savings plans and raise funds to successfully keep the pool open. Despite the distraction of the potential pool closure, focus of the aquatic study remained on planning for the future of aquatics. This issue did highlight the vulnerability of aquatics in Edmonds and the need for long-range planning to avoid the closure of the pool in the future. Site Three potential sites, including Yost Park, were identified as a potential location for a new aquatics facility and a Site Analysis was conducted for each site. The site of the Antique Mall near the waterfront was an early consideration as a potential site. However, the owner of Harbor Square Athletic Club (HSAC) became aware of the study and indicated an interest in a partnership with the City to develop a new aquatic facility on property being leased by HSAC. As a result, the focus for a site near the waterfront was shifted to the Harbor Square site. The former Woodway High School was evaluated as a level school site, but the School District indicated that this site was currently fully utilized for school district uses and would not be available for the development of an aquatics facility at this time. Although the site analysis indicates Yost Park may not be the ideal physical site for an aquatic facility, it became apparent through the course of the study that any proposal without a pool at Yost Park would face vocal opposition. Packet Page 341 of 343 Options Utilizing all the information gathered throughout the study, four concept options were developed by the consultant team with input from the Study Committee. Both the public meeting and the survey indicated that support for an aquatics venue at Yost Park was very strong. The survey also illustrated the overwhelming desire for an indoor aquatic component in Edmonds. These first four concepts which addressed these issues were more fully developed. Two additional options were added as a result of input received at the second public meeting. Concept options are as follows: Option 1- Outdoor only lap and recreation pools at Yost Park Project cost budget: $8,200,000 Estimated annual tax impact to average home: $35.51 Annual operation cost estimate: $0-$50,000 Option 2- Indoor only lap and recreation pools at Yost Park Project cost budget: $21,900,000 Estimated annual tax impact to average home: $95.40 Annual operation cost estimate: $200,000-$300,000 Option 3- Indoor lap and warm -water wellness pools and outdoor recreation pools at Yost Park Project cost budget: $16,700,000 Estimated annual tax impact to average home: $72.61 Annual operation cost estimate: $150,000-$250,000 Option 4 plus Option 1- Indoor pool and small outdoor pool in partnership with Harbor Square Athletic Club Outdoor only lap and recreation pools at Yost Park Project cost budget: $17,400,000 Estimated annual tax impact to average home: $75.49 Annual operation cost estimate: $25,000-$125,000 Option 5- At the second public meeting, a few of those attending the meeting requested the addition of a fifth option for consideration. That option was for a replacement of the existing poolhouse (primarily to address ADA access issues with the existing two-story facility) and renovation of the existing Yost Pool. This would essentially create a new version of what exists at Yost Park today. The estimated project budget for this option is approximately $5,000,000. With a renovation, Yost Pool would continue to operate at a similar cost deficit as it does currently and would be vulnerable to closure as it was in the 2009 season with the City's budget issues. This concept did not receive much support in the informal "vote" and was not further developed. Option 6- With this concept, there would be no changes. Yost Pool would remain as it is today with required maintenance continuing. Since Yost Pool is already over 35 years old, it is likely that mounting repair and maintenance costs would ultimately force its closure within a limited number of years. As an example Yost Pool will need to be re -plastered (an every 10 years maintenance project) no later than 2011 at a cost of $80,000 - $100,000. Packet Page 342 of 343 Recommendations Based on the survey results, input from the public meetings and other relevant information accumulated as part of this study, it appears that Option 3 provides the best balance for the City of Edmonds. Option 3 provides an outdoor opportunity for the busiest time of year that will be a different experience from neighbors Mountlake Terrace and the renovation in progress at Lynnwood that both have indoor only pools. It also provides an indoor year-round pool still in the park setting and housed at the same site. Dedicated lap swimmers are provided a venue that allows year-round swimming. A couple of lap lanes would be included in the outdoor recreation pool to allow lap swimming outdoors in the idyllic Yost Park setting, however the water temperature of the recreation pool will be too warm for some lap swimmers. From virtually all input received, there was an overwhelming desire to retain an aquatic facility at Yost Park ... any proposal that does not include a pool at Yost Park would face strong opposition. A larger aquatic facility at Yost Park and the associated parking will impact the park site and may create some opposition, although that opposition was not expressed in the course of this study except by few who advocated "no change". Although the partnership with HSAC explored with Option 4 is intriguing and has some advantages, it was not strongly supported. This potential partnership has many complexities and complications to resolve and without detailed answers there was some apprehension with this concept that, if pursued, likely would take significant time to resolve to the satisfaction of both the City and HSAC. There is compelling rationale for Option 1 as a secondary recommendation. It would be the only outdoor facility (lap plus recreation swimming) in the service area, since both Lynnwood and Mountlake Terrace have indoor pools. It has a lower capital cost. Depending on the timing of a proposal and the economy this may be more appealing to taxpayers. It has the lowest operating cost and with near closure of Yost Pool this year reduction of operating cost is a valid consideration. Many of the most passionate and vocal community members do support an outdoor only aquatic facility and it may be argued that natural setting of Yost Park is best suited to an outdoor facility. HSAC may build additional indoor lap lanes regardless of what the City does (and maybe moves forward before the City) reducing the demand for indoor swimming. However, Option 1 does somewhat ignore the survey results and the desire for an indoor facility. Certainly the timing to bring forward any proposal is not favorable with the City's current fiscal issues. However, this current situation does not diminish the need — especially for a facility similar to Option 3 that addresses well the desire for indoor, outdoor, recreation and lap swimming expressed by the Edmonds community. Along with excellent schools and other amenities, an aquatic center that appeals to a broad spectrum of users can assist in making a community a desirable place to stay or an attractive place for relocation. Recreation amenities have been shown to create a positive impact on the quality of life in a community and the aquatic concepts explored in this study may have an economic impact of $200,000 to $1,800,000 annually in the City of Edmonds. Packet Page 343 of 343