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2019-09-10 City Council - Full Agenda-2435o Agenda Edmonds City Council snl. ,nyo COUNCIL CHAMBERS 250 5TH AVE NORTH, EDMONDS, WA 98020 SEPTEMBER 10, 2019, 7:00 PM COUNCIL COMMITTEE MEETINGS ARE WORK SESSIONS FOR THE CITY COUNCIL AND STAFF. THE MEETINGS ARE OPEN TO THE PUBLIC BUT ARE NOT PUBLIC HEARINGS; PUBLIC COMMENT IS NOT TAKEN AT COMMITTEE MEETINGS. THE COMMITTEES MEET CONCURRENTLY IN SEPARATE ROOMS AS INDICATED BELOW. PARKS AND PUBLIC WORKS COMMITTEE (COUNCIL CHAMBER) 1. Award of Construction Contract- Elevator Modernization for City Hall (5 min) 2. Presentation of a Supplemental Agreement with BergerABAM to assign the Fishing Pier Rehabilitation Project to WSP USA (10 min) 3. Accept a Public Pedestrian and Utility easement on 215th PI (10 min) 4. Presentation of a Supplemental Agreement with Tetra Tech for the 84th Ave Overlay Project (10 min) 5. Utility Rate Analysis and future adoption of a Utility Rate Ordinance (45 min) FINANCE COMMITTEE (JURY MEETING ROOM) 1. Website and FTP Procedures and Usage (10 min) 2. July 2019 Monthly Financial Report (10 min) 3. EPFD Financial Update (15 min) PLANNING, PUBLIC SAFETY, AND PERSONNEL COMMITTEE (POLICE TRAINING ROOM) 1. Edmonds School District Security Camera MOU (10 min) 2. Ordinance Amending ECC 5.38 (Offenses Related to Lewd Conduct) (10 min) Edmonds City Council Agenda September 10, 2019 Page 1 1.1 City Council Agenda Item Meeting Date: 09/10/2019 Award of Construction Contract- Elevator Modernization for City Hall Staff Lead: Phil Williams Department: Public Works & Utilities Preparer: Royce Napolitino Background/History The City Hall building was originally constructed in 1979. The City Hall elevator is original to the building. The age and use of the elevator has called its reliability and safety of the cab and machine into question. After suffering several outages and the availability of replacement parts only on a secondhand market, modernization is considered in order to prolong the usable life of the current elevator cab and machinery. Without modernization, Washington Labor & Industries could red tag the elevator, deeming it unsafe or operating outside of expected normal standards of operation. Staff Recommendation Award the construction contract to RC Zeigler Company in the amount of $298,680.00 and authorize a management reserve of $45,000.00 for changes or unforeseen conditions encountered during construction. This project is funded by the General Fund in the allocation of funding for Facilities Capital Renewal Projects. The Original 2018 project estimate was $190,000.00 revised to 300,000.00 to meet the engineers estimate in 2019. With Management Reserve and Contract amount the total funding required is $343,680.00. All funding will come from the previously allocated Facilities Capital Renewal funding with no new or additional funding requested at this time. Narrative The Edmonds City Hall Elevator Modernization project will entail all: engineering, materials, labor, tools, equipment, transportation, supervision, testing and inspections to: modernize one (1) Dover passenger hydraulic elevator, as specified in Exhibit A in the contract documents. This includes: one new elevator controller, hydraulic pump, all required ADA wall and car control buttons, hand railings, machine room temperature controls and fire and building code requirements. With alternate items to replace: hydraulic jack, cab lighting, cab interior and lobby door painting. On July 18th 2019, the City of Edmonds received two construction bids for the Edmonds City Hall Elevator Modernization Project. The bids ranged from $347,095.36 to $373,680.00. The bids include all Alternate bidding options. Alternate # 1 to replace the Hydraulic Cylinder Jack has been excluded from the final bids as the Hydraulic Jack has been determined to be a double -bottom model instead of the single - bottom style originally detailed in the scope and believed to be in place. This brings the bid range between $276,095.36 and $298,680.00. Unfortunately, the apparent low -bidder was disqualified from consideration, as they did not meet the responsive bidder criteria and was deemed non -responsive by Sharon at Light House Law. RC Zeigler Company submitted the lowest responsive bid of $298,680.00, just above the Engineers' estimate of $297,000.00. Staff and Architectural Elevator Consultants Packet Pg. 2 1.1 reviewed the bid documents and have found them to meet the local, state and federal contract requirements. Attachments: City Hall Elevator Modernization Expanded Bid City Hall Elevator Modernization Apportioned Budget Packet Pg. 3 City Of Edmonds City Hall Elevator Modernization Bid Breakdown - Project # C501.fm July 18, 2019 2PM Contractor Modernization Scope Atl.1 New Hydraulic Jack Alt. 2 Led Cab lights Alt.3 New Cab interior Alt.4 Condensed schedule Alt. 5 Paint Lobby doors x 4 Total Engineer Est. $ 297,000.00 $ 110,000.00 $ 8,000.00 $ 25,000.00 n/a $ 6,000.00 $ 446,000.00 *16D LLC $ 240,495.36 $ 71,000.00 $ 4,830.00 $ 23,970.00 $ 4,500.00 $ 2,300.00 $ 347,095.36 RC Zeigler Co. $ 256,680.00 $ 75,000.00 $ 5,500.00 $ 29,000.00 n/a $ 7,500.00 $ 373,680.00 * bidder did not meet responsive bidder requirements, bidder deemed non -responsive c O v r rn Less Alt. 1 O $ 336,000.00 L) $ 276,095.36 $ 298,680.00 O L R 3 Q Packet Pg. 4 Edmonds City Hall Elevator Modernization Proposed Project Budget Diescription Amount Contract Award $ 298,860.00 Management Reserve $ 45,000.00 Total $ 343,860.00 Funding City Hall Elevator Mod. Project C501.fm $ 190,000.00 Cancelled project C534.fm $ 100,000.00 Unanticipated Maint. C535.fm $ 53,860.00 Total $ 343,860.00 Packet Pg. 5 1.2 City Council Agenda Item Meeting Date: 09/10/2019 Presentation of a Supplemental Agreement with BergerABAM to assign the Fishing Pier Rehabilitation Project to WSP USA Staff Lead: Rob English Department: Engineering Preparer: Megan Luttrell Background/History On November 21, 2017, City Council approved a Supplemental Agreement with Berger ABAM for $20,139. On October 18, 2016, the City Council approved a Supplemental Agreement with BergerABAM for $13,600. On July 19, 2016, City Council approved a Supplemental Agreement with Berger ABAM for $40,500. On October 1, 2015, City Council approved a Supplemental Agreement with Berger ABAM for $99,900. On October 30, 2014, City Council approved a Professional Services Agreement with Berger ABAM for $128,600. Staff Recommendation Forward this item to the consent agenda for approval at the September 17, 2019 City Council meeting. Narrative BergerABAM is reorganizing its operations into its parent company, WSP USA, accomplished through a merger of BergerABAM into WSP USA. This supplemental agreement is an administrative action to formally assign the Agreement and project services to WSP USA. Attachments: Supplemental Agreement Packet Pg. 6 Original Contract No. Supplemental Agreement 5 No. r. CITY OF EDMONDS DAVE EARLING 121 5T" AVENUE NORTH - EDMONDS, WA 98020 - 425-771-0220 - FAX 425-672-5750 MAYOR Website: www.edmondswa.gov R 3 PUBLIC WORKS DEPARTMENT Engineering Division SUPPLEMENTAL AGREEMENT 5 TO PROFESSIONAL SERVICES AGREEMENT Edmonds Fishing Pier Rehabilitation Project WHEREAS, the City of Edmonds, Washington, hereinafter referred to as the "City", and BergerABAM, hereinafter referred to as the "Consultant", entered into an underlying professional services agreement for design, engineering and consulting services with respect to a project known as Edmonds Fishing Pier Rehabilitation Project, dated October 30, 2014 ("Underlying Agreement"); and WHEREAS, the parties have amended the Underlying Agreement through Supplemental Agreements 1-4, in order to provide bid and construction period support and to extend construction support services; and WHEREAS, BergerABAM is reorganizing its operations into its parent company, WSP USA, accomplished through a merger of BergerABAM into WSP USA; BergerABAM desires to assign the Underlying Agreement to WSP USA; and WSP USA has the ability and the desire to perform the Project services called for by the Underlying Agreement under the terms set forth therein; and WHEREAS, Section 15 of the Underlying Agreement provides that the services to be provided by the Consultant pursuant to the Agreement may only be assigned with the express written consent of the City; and WHEREAS, the parties desire to amend the Underlying Agreement, as amended by Supplemental Agreements 1-4, to provide the City's consent to the assignment and to document WSP USA's agreement to provide the Project services in accordance with the terms thereof; NOW, THEREFORE, in consideration of mutual benefits occurring, it is agreed by and between the parties to the Underlying Agreement and WSP USA as follows: 1. The City consents to the assignment of the Underlying Agreement of October 30, 2014 between the City and the Consultant for Project services, as amended by Supplemental Agreements 1-4, all of which are attached hereto as Attachment A and incorporated herein by this reference as if fully set forth, from BergerABAM to WSP USA. 2. WSP USA agrees to take over the responsibilities of the Consultant to provide the Project services called for by the Underlying Agreement in accordance with the terms thereof. Packet Pg. 7 Original Contract No. Supplemental Agreement 5 No. 4 r 4}ri i CITY OF EDMONDS DAVE EARLING 121 5T" AVENUE NORTH - EDMONDS, WA 98020 - 425-771-0220 - FAX 425-672-5750 MAYOR Website: www.edmondswa.gov �a PUBLIC WORKS DEPARTMENT Engineering Division 3. In all other respects, the Underlying Agreement, as amended by Supplemental Agreements 1-4, shall remain in full force and effect, amended as set forth herein, but only as set forth herein. DONE this day of , 20 CITY OF EDMONDS BERGERABAM By: By: _ Mayor David O. Earling Title: Its: ATTEST/AUTHENTICATE: WSP USA Scott Passey, City Clerk APPROVED AS TO FORM: Office of the City Attorney By: _ Title: Its: r a Packet Pg. 8 1.2.a STATE OF WASHINGTON ) )ss COUNTY OF ) On this day of , 20 , before me, the under -signed, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared , to me known to be the of BergerABAM, and acknowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC My commission expires: STATE OF WASHINGTON ) )ss COUNTY OF ) On this day of , 20 , before me, the under -signed, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared , to me known to be the of WSP USA, and acknowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC My commission expires: Packet Pg. 9 1.2.a Contract No. Date PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT, made and entered into between the City of Edmonds, hereinafter referred to as the "City", and BemerABAM. hereinafter referred to as the "Consultant"; WHEREAS, the City desires to engage the professional services and assistance of a consulting firm to provide design and permitting services with respect to the Edmonds Fishing Pier Rehabilitation Project #C443.ds.025; NOW, THEREFORE, in consideration of mutual benefits accruing, it is agreed by and between the parties hereto as follows: 1. Scone of work. The scope of work shall include all services and material necessary to accomplish the above mentioned objectives in accordance with the Scope of Services that is marked as Exhibit A, attached hereto and incorporated herein by this reference. 2. Payments. The Consultant shall be paid by the City for completed work for services rendered under this Agreement as provided hereinafter. Such payment shall be full compensation for work performed or services rendered and for all labor, materials, supplies, equipment and incidentals necessary to complete the work. A. Payment for work accomplished under the terms of this Agreement shall be on a time and expense basis as set forth on the fee schedule found in Exhibit B, provided, in no event shall the payment for work performed pursuant to this Agreement exceed the sum of $128,600. B. All vouchers shall be submitted by the Consultant to the City for payment pursuant to the terms of this Agreement. The City shall pay the appropriate amount for each voucher to the Consultant. The Consultant may submit vouchers to the City biweekly during the progress of the work for payment of completed phases of the project. Billings shall be reviewed in conjunction with the City's warrani process. No willing shall be considered Vr puyrnent *!:at has not been submitted to the City Engineer three days prior to the scheduled cut-off date. Such late vouchers will be checked by the City and payment will be made in the next regular payment cycle. C. The costs records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the City for a period of three years after final payment. Copies shall be made available upon request. Packet Pg. 10 1.2.a 3. Ownership and use of documents. All research, tests, surveys, preliminary data and any and all other work product prepared or gathered by the Consultant in preparation for the services rendered by the Consultant under this Agreement shall be and are the property of the Consultant, provided, however, that: A. All final reports, presentations and testimony prepared by the Consultant shall become the property of the City upon their presentation to and acceptance by the City and shall at that date become the property of the City. B. The City shall have the right, upon reasonable request, to inspect, review and copy any work product during normal office hours. Documents prepared under this agreement and in the possession of the Consultant may be subject to public records request and release under Chapter 42.56 RCW. C. in the event that the Consultant shall default on this Agreement, or in the event that this contract shall be terminated prior to its completion as herein provided, the work product of the Consultant, along with a summary of work done to date of default or termination, shall become the property of the City and tender of the work product and summary shall be a prerequisite to final payment under this contract. The summary of work done shall be prepared at no additional cost. 4. Time of performance. The Consultant shall perform the work authorized by this Agreement promptly in accordance with the receipt of the required governmental approvals. 5. Hold harmless aka gement. The Consultant shall indemnify and hold the City and its officers and employees harmless from and shall process and defend at its own expense all claims, demands, or suits at law or equity arising in whole or in part from the Consultant's negligence or breach of any of its obligations under this Agreement; provided that nothing herein shall require a Consultant to indemnify the City against and hold harmless the City from claims, demands or suits based solely upon the conduct of the City, its agents, officers and employees; and provided further that if the claims or suits are caused by or result from the concurrent negligence of (a) the Consultant's agents or employees, and (b) the City, its agents, officers and employees, this indemnity provision with respect to (1) claims or suits based upon such negligence (2) the costs to the City of defending such claims and suits shall be valid and enforceable only to the extent of the Consultant's negligence or the negligence of the Consultant's agents or employees. The Consultant shall comply with all applicable sections of the applicable Ethics laws, including RCW 42.23, which is the Code of Ethics for regulating contract interest by municipal officers. The Consultant specifically assumes potential liability for actions brought by I he Consultant's o==m employees against the. City and; solely for the purpose of this indemnification and defense, the Consultant specifically waives any immunity under the state industrial insurance law, Title 51 RCW. 6. General and professional liability insurance. The Consultant shall obtain and keep in force during the terms of the Agreement, or as otherwise required, the following insurance with companies or through sources approved by the State insurance Commissioner pursuant to Title 48 RCW. Packet Pg. 11 1.2.a Insurance Coverage A. Worker's compensation and employer's liability insurance as required by the State. B. Commercial general liability and property damage insurance in an aggregate amount not less than two million dollars ($2,000,000) for bodily injury, including death and properly damage. The per occurrence amount shall not exceed one million dollars ($1,000,000). C. Vehicle liability insurance for any automobile used in an amount not less than a one million dollar ($1,000,000) combined single limit. D. Professional liability insurance in the amount of one million dollars ($1,000,000). Excepting the Worker's Compensation Insurance and Professional Liability Insurance secured -by the Consultant, the City will be named on all policies as an additional insured. The Consultant shall furnish the City with verification of insurance and endorsements required by the Agreement. The City reserves the right to require complete, certified copies of all required insurance policies at any time. All insurance shall be obtained from an insurance company authorized to do business in the State of Washington. The Consultant shall submit a verification of insurance as outlined above within fourteen days of the execution of this Agreement to the City. No cancellation of the foregoing policies shall be effective without thirty days prior notice to the City. The Consultant's professional liability to the City shall be limited to the amount payable under this Agreement or one million dollars ($1,000,000), whichever is the greater, unless modified elsewhere in this Agreement. In no case shall the Consultant's professional liability to third parties be limited in any way. 7. Discrimination prohibited. Consultant shall not discriminate against any employee or applicant for employment because of race, color, religion, age, sex, national origin or physical handicap. 8. Consultant is an iude endent contractor. The parties intend that an independent contractor relationship will be created by this Agreement. No agent, employee or representative of the Consultant shall be deemed to be an agent, employee or representative of the City for any purpose. Consultant shall be solely responsible for all acts of its agents, employees, representatives and subcontractors during the performance of this contract. 9. City apyroval of work and relationships. Notwithstanding the Consultant's status asan independent contractor, results of the work performed pursuant to this contract must meet the approval of the City_ During pendency of this agreement, the Co sultan shall not perform work for any party with respect to any property located within the City of Edmonds or for any project subject to the administrative or quasijudicial review of the City without written notification to the City and the City's prior written consent. 1.0. Termination. This being an Agreement for professional services, either party may terminate this Agreement for any reason upon giving the other party written notice of such termination no fewer than ten days in advance of the effective date of said termination. Packet Pg. 12 1.2.a 11. Integration. The Agreement between the parties shall consist of this document and the Consultant's proposal attached hereto as Exhibit A. These writings constitute the entire Agreement of the parties and shall not be amended except by a writing executed by both parties. In the event of any conflict between this written Agreement and any provision of Exhibit A, this Agreement shall control. 12. Changes/Additional Work. The City may engage Consultant to perform services in addition to those listed in this Agreement, and Consultant will be entitled to additional compensation for authorized additional services or materials. The City shall not be liable for additional compensation until and unless any and all additional work and compensation is approved in advance in writing and signed by both parties to this Agreement. If conditions are encountered which are not anticipated in the Scope of Services, the City understands that a revision to the Scope of Services and tees may be required. Provided, however, that nothing in this paragraph shall be interpreted to obligate the Consultant to render or the City to pay for services rendered in excess of the Scope of Services in Exhibit A unless or until an amendment to this Agreement is approved in writing by both parties. 13. Standard of Care. Consultant represents that Consultant has the necessary knowledge, skill and experience to perform services required by this Agreement. Consultant and any persons employed by Consultant shall use their best efforts to perform the work in a professional manner consistent with sound engineering practices, in accordance with the schedules herein and in accordance with the usual and customary professional care required for services of the type described in the Scope of Services. 14. Non -waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 15. Non -assignable. The services to be provided by the contractor shall not be assigned or subcontracted without the express written consent of the City. 16. Covenant against contin ent fees. The Consultant warrants that he, has not employed or retained any company or person, other than a bona fide employee working solely for the Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any company or person, other than a bona fide employee working solely for the Consultant, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award of making of this contract. For breach or violation of this warranty, the City shall have the right to annul this contract without liability or, in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 17. Compliance with laws. The Consultant in the performance of this Agreement shall comply with all applicable Federal, State or local laws and ordinances, including regulations for licensing, certification and operation of facilities, programs and accreditation, and licensing of individuals, and any other standards or criteria as described in the Agreement to assure quality of services. Packet Pg. 13 1.2.a The Consultant specifically agrees to pay any applicable business and occupation (B & O) taxes which may be due on account of this Agreement. 18. Notices. Notices to the City of Edmonds shall be sent to the following address: City of Edmonds 121 Fifth Avenue North Edmonds, WA 98020 Notices to the Consultant shall be sent to the following address: BergerABAM 33301 Ninth Ave. S, Ste. 300 Federal Way, WA 98003 2250 Receipt of any notice shall be deemed effective three days after deposit of written notice in the U.S. mails, with proper postage and properly addressed. DATED THIS �� DAY OF ©74 r 201-4 CIt-6Am.,,vj, M By Mayor ATTEST: City erk � J dMASTOn* City Attorney CONSULTANT NAME. a at� W . Its Packet Pg. 14 1.2.a STATE OF WASHINGTON ) )ss COUNTY OF ) On this J day of �0- , 20 , before me, the undersigned, a Notary Public in and for the State of Washington, duly commiss' ned and ?worn, personalty appeared G , to tree known to be the r of the corporation that executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNES&&wWl entld and official seal hereto affixed the day and year first above written. Az i 5 N� • f� ► '•, 7- %,, ` �r vim= O� NO RY PUBLIC �� y 1111,11 s;-` 1' My commission expires: l G"0N .►4►1 —4 1 Packet Pg. 15 1.2.a �� BergerABAM 3 October 2014 Mr. Jim Stevens Project Manager City of Edmonds 121. Fifth Avenue North Edmonds, WA 98020 JC�� 4+- i g -1 " r A- 33301 Ninth Avenue South, Suite 300, Federal Way, Washington 98003-2600 206/431-2300 • 206/431-2250Fax • wwwabam.com Re: Fishing Pier Rehabilitation Fee Proposal for Engineering Services Dear Mr. Stevens: BergerABAM Inc. is pleased to submit this proposal to the City of Edmonds to provide final design and bid support services for rehabilitation of the fishing pier. We have based this proposal on our knowledge of the facility, which includes our December 2006 and May 2014 reports and our meeting on 23 September 2014. SCOPE OF WORK We will develop contract documents for the fishing pier rehabilitation, with submittals at four stages of design; 30 percent, 60 percent, 90 percent, and final. Our efforts will be based on items identified in our May 2014 report titled "City of Edmonds Fishing Pier Cost Estimate Update' (excluding navigation aids) and will include the following components. Structural Repairs We will develop plans of the pier and walkway decks and pile caps, and identify areas that include deck panel flange repairs, deck panel web repairs, pile cap spall repairs, and distress at drains for the fish cleaning stations. We have included one site visit by a two -person team to confirm measurements of the repair areas. Repairs and Upgrades to Archtieetural Features As discussed in our meeting on 23 September, a positive perception by the public of this rehabilitation work is essential. Approximately 75 percent of the work is structure -related and essentially "out of sight"; what remains is work that has a direct daily impact on the public. Our landscape architects will review site photographs, visit the site, and assess alternatives for improving the facility's appearance. This will be combined with work required to replace the windbreak partitions, replace roofs on fish cleaning stations, repair and repaint windbreak partitions, upgrade benches, and repair the handrails (including replacement of the top rail). a a U) Packet Pg. 16 1.2.a Mr. Jim Stevens 3 October 2014 Page 2 We have included one meeting with the City to review the alternatives developed. Please refer to Attachment A, where we describe our approach to this portion of the work in more detail. Utility Repairs - Water Line We will include replacement of the water line that provides service to the fish cleaning stations. The work will consider how to protect the line from impact by crab pots and similar items lowered and raised from the deck into and out of the water. Utility Repairs - Electrical On the pier, our efforts will include replacement of, and adding bird spikes to, the pole lights; repairs to concrete pole bases; replacing lights at the fish cleaning station; and minor demolition of utilities that are no longer used. At the restroom, our efforts will include replacement of existing heaters, adding head trace, and removing electrical equipment no longer in use. Permitting Support For this effort, we will develop permit figures for the permit application and a project description of the proposed work. We have not included completing the DARPA application; we assume that the Washington Department of Fish and Wildlife will complete this effort. Additional Scope Items During our meeting on 23 September, we briefly discussed a question brought up during our 3 interview regarding possible degradation in the prestressed concrete piles supporting the 6- fishing pier. The piles were fabricated in 1977/1978, during which a local fabricator cured piles U) at too high of a temperature, resulting in delayed-ettringite formation —a reaction that is +, delayed by the high temperature and then restarts in the piles later when in service after prolonged exposure to water. We did not observe that degradation in 2006 when we inspected the piles underwater, but have included an optional one -day dive inspection in our proposal to check the piles for that distress. Q Deliverables Submittal at the four stages of design will consist of plans, technical specifications (special provisions), and a construction cost estimate. Not all plans will be developed at the 30 percent stage, and the special provisions will consist of a list of only those items we will develop. We assume the City will develop the general provisions and requirements for the contract documents. We will also provide the City with a summary of the architectural alternatives and minutes from our proposed meeting. Packet Pg. 17 1.2.a Mr. Jim Stevens 3 October 2014 Page 3 SCHEDULE We propose to commence work within one week after receipt of the notice to proceed. Assuming we start work by 1 November 2014, we would expect to have contract documents ready by early to mid -March 2015, assuming one -week review periods by the City and the Washington Department of Fish and Wildlife. Our milestones for submittals would be as follows. + Meeting with the City to discuss architectural features -- mid -November 2014 • 30 Percent Contract Documents - mid -December 2014 • 60 Percent Contract Documents - late January 2015 • 90 Percent Contract Documents - mid to late February 2015 • Final Contract Documents - early to mid -March 2015 FEE We propose to perform this work on a time -and -materials basis using the rates defined in the attached fee estimate worksheet. Our efforts will be as follows. Project management, quality control (4 submittals) and bid period support for all disciplines Structural and civil design and contract documents Landscape architectural design and contract documents Permitting support Electrical design and contract documents Mileage - meetings (6 total) Day rate for inspection boat (2 days assumed) Diving (optional,1 day, all-inclusive) Total Fee: $30,700 $54,600 $19,600 $6,300 $11,900 $300 $300 $4,900 $128,600 We assume the basis for the contract will be a standard City of Edmonds Professional Services Agreement, similar to the agreement executed for our 2014 inspection work. The basis for our fee is shown in the two attached worksheets. We will not exceed this amount without your authorization. CLOSING 1t you agree with this proposal, please return one executed (signed) copy of this letter along with a Notice to Proceed. Packet Pg. 18 1.2.a Mr. Jim Stevens 3 October 2014 Page 4 We appreciate that you have considered BergerABAM for this project. We look forward to working with you again. Sincerely, alh� tA4 Elmer W. Ozolin, PE Vice President EWO:CSB:keh Attachments Attachment A - Recreation Design Approach Attachment B - BergerABAM Fee Estimate Worksheet Attachment C - BergerABAM Underwater Inspection Fee Estimate Worksheet ACCEPTED BY CITY OF EDMONDS Signature Name (Printed) Title Date a a U) Packet Pg. 19 1.2.a ATTACHMENT A RECREATION DESIGN APPROACH This project will also develop conceptual designs and prepare architectural details to renovate the recreational and urban design amenities at the Edmonds Fishing Pier. We expect high public interest in the construction of the pier repairs. We believe that enhancing the recreational amenities at this facility will improve usability, safety, and public enjoyment. During the conceptual design phase, we will evaluate a range of potential design enhancements and amenities for the pier, including the following. • Enhanced entry, educational, and regulatory signs • Site furnishings including repaired and new benches and trash receptacles • New wind breaks and sun/rain shelters • Upgraded fish cleaning stations including new roofs, surrounds, lighting, and utilities • Improved Americans with Disabilities Act (ADA) fishing accessibility • Repaired guardrails including new metal coatings and top rails; and • Potential public art features including sculpture, murals, or other interpretive features We will work with the City to review various design options and associated costs. We will refine the project program based on City preferences and budget. We believe that including innovative recreation amenities will ensure this project is inviting, dynamic, and inspiring. $0 Percent Recreation Design BergerABAM will attend a site visit to review the condition of the existing fishing pier amenities and use patterns. We will .research precedence of potential design enhancements for the fishing pier design, and will include materials, furnishings, structures, railings, and public art and educational elements. We will develop design alternatives for potential amenities and will prepare illustrative site plan drawings, sketches, and other concept graphics to convey design intent. We will format and include the various design alternatives in the 30 percent drawing submittal. BergerABAM will prepare rough order of magnitude cost estimates for the various design options and a list of specification amendments to be provided during final design. We will meet with the City discuss the design alternatives and associated costs. 60 Percent Recreation Design Based on 30 percent review comments, we will update the recreation designs and prepare the 60 percent submittal. This submittal will include a materials and layout plan indicating the location and condition of the recreation amenities. BergerABAM will prepare design details and City of Edmonds BergerABAK Fee Proposal for Engineering Services Fishing Pier Rehabilitation Attachment A 3 October 2014 Edmonds, WA Page 1 of 2 Packet Pg. 20 1.2.a plan enlargement drawings as needed, and coordinate with structural and electrical designers. We will update the cost estimates and prepare draft specifications. 94 Percent Recreation Design Based on 60 percent review comments, we will update the recreation designs and prepare the 90 percent submittal. This submittal will include a materials and layout plan indicating the location and condition of the recreation amenities. BergerABAM will prepare design details and plan enlargement drawings, as needed, and coordinate with structural and electrical designers. We will update the cost estimates and draft specifications. Final Design Based on 90 percent review comments, we will finalize the recreation designs and prepare the final PS&E submittal. This submittal will include a materials and layout plan indicating the location and conditions of the recreation amenities. BergerABAM will prepare design details and plan enlargement drawings, as needed and coordinate with structural and electrical designers. We will update the cost estimates, unit quantities and final specifications. a a U) City of Edmonds BergerABAM, Fee. Proposal for l3ngineering Services Fishing Pier Rehabilitation Attachment A 3 October 2014 Edmonds, WA Page 2 of 2 Packet Pg. 21 1.2.a Y V OD �ma m 1n M (D N O ko to W m OD Of O C1 V W N I0 h [e u cm u1 °9 � 4 to to w w Go v! le o q bco F 0 O � M C 0 O 3 .7 o 4W d d W LLB iai L of co to c01 N N h g VP a oR a m C a�i v v N Z U N F F- IiL COLU '7 N ,� eq uq tD J Q N Z N N O LU T N t to a m DI Q W -no I.— d% c Z N U. t- Mi�- IY m e a1 O C n C N fC V T w •d' N cp U M co r L%La a 7'7 U "q1 Vl y=yj l0 12 N 'L!0 y�yCS n j^ lii (J U S G 7 y❑ w pO I�Jy i' y?ye to•C + O �] 4 •S l¢d 3 t fyp 4 0. N yx�, U f U v u1 v� g A a m 7 oDCL y i qaIL ` p o a m t� ❑ ❑ i� IN ❑ a G II II II ac ti LL fA . 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Packet Pg. 24 1.2.a ATTACHMENT C - UNDERWATER INS Location: City of Edmonds Facility: Fishing Pier Date: FY2015 Dive Days: 1 Contingency Days: 0 Costs - Underwater Inspection BergerABAM Name Burdened Rate Planning & Preparation Diving & fending Mob & Demob & Trav( Hours Amount Hours Amount Hours Amount Scott Branlund, SE $ - $ - $ - Lee Marsh, PE, PhD $ - $ - $ " Mire Wray, SE $ - $ - $ - Louis Klusmeyer, SE $ - $ - $ Brett Ozolin, PE $ - $ - $ Ben Pesicka, PE $ - $ - $ Nick Colson, PE $102 $ - 6 $ 612 5 $ 510.00 Garth Nelson, PE $98 $ 6 $ 588 5 $ 490.00 Phil Olson, PE $ - $ - $ Matt Bollinger $ - $ - $ " Matt Perry $98 1 $ 98 6 $ 588 5 $ 490.00 Joe Stockwell, PE $ - $ - $ Eric Neal, PE $ - $ - $ - Frank Yang, PE $ - $ - $ - Mike Dodson, PE $ _ $ - $ - Diana Grarntin $84 $ - $ - $ - Subtotals: 1 $ 98 18 $ 1,788 15 $ 1,490 Subtotal Labor Costs: $ 3,852 Expenses - Underwater Inspection Dive Pay: $ 300 Rate: diver/day $ 100.00 # of divers 3 #ofdays 1 Dive Wanks: $ 48.00 Rate per tank $ 6.00 # of tanks 8 #ofdays 1 Dive Boat: $ 400 Rate: $ 400.00 # of days: 1 Dive Trailer: $ - Rate: $ - # of days: 0 )tal Expenses: Through at 5.00% atal Expenses: - Labor Costs + Expenses = Vehicle Mileage: $ 39.55 Rate: $ 0.565 # of miles: 70 Boat Launch: $ 10.00 Rate: $ 10.000 # of days: 1 U/W Camera - Still $ 150,00 Rate: $ 150.00 # of days: 1 U!W Camera - Video $ - Rate: $ 175.00 # of days: _ 0 Thickness Gage: $ - Rate: $ 150.00 # of days: 0 $ 1,023 $ 51 $ 1,074 3 Report & Administration Hours Amount $ - 4 $ 392 $ - $ - 1 $ 84 5 $ 476 Lodging: $ - Rate: $ 105.00 aai # of people: 3 E # of days: 0 Meals & Misc. Expenses: $ 75 Q Rate: $ 25.00 # of people: c # of days: 1 Airfare: $ - m Rate: $ - Q' a # of people: C Excess Baggage: $r - Rate: $ - # of bags: L E SO Cards: $ - U Matra;. 3v 20<QQ r � Q 2014 BergerABAM - Edmonds Fishing Pier Rehabilitation - Fee Proposal - Underwater Inspection - 2014-10-03.x15 Packet Pg. 25 1.2.a Original Contract No. .38 Supplemental Agreement 1 No. 6CX/6 yov rAAa -� CITY OF EDMONDS DAVE EARLING MAYOR 121 5T" AVENUE NORTH • EDMONDS. WA 98020 • 425-2754515 • FAX 425-7765316 Webs te: www.edmondswa.gov r6190 o PUBLIC WORKS DEPARTMENT Facilities Maintenance Division SUPPLEMENTAL AGREEMENT 1 TO PROFESSIONAL SERVICES AGREEMENT Edmonds Fishing Pier Rehabilitation Project WHEREAS, the City of Edmonds, Washington, hereinafter referred to as the "City", and BergerABAM hereinafter referred to as the "Consultant", entered into an underlying agreement for design, engineering and consulting services with respect to a project known as Edmonds Fishing Pier Rehabilitation Project, dated October 30, 2014; and WHEREAS, additional tasks to the original Scope of Work have been identified with regard to bid and construction period consultant support; NOW, THEREFORE, In consideration of mutual benefits occurring, it is agreed by and between the parties thereto as follows; 1. The underlying Agreement of October 30, 2014 between the parties, incorporated by this reference as fully as if herein set forth, is amended in, but only in, the following respects: 1.1 Scope of Work. The Scope of Work set forth in the underlying agreement shall be amended to include the additional services and material necessary to accomplish the stated objectives as outlined in the attached Exhibit A incorporated by this reference as fully as if herein set forth. 1.2 The $128,600 amount set forth in paragraph 2A of the underlying Agreement and stated as an amount which shall not be exceeded, is hereby amended to include an additional not to exceed amount of $99,900 for the additional scope of work identified in Exhibit A to this supplemental agreement. As a result of this supplemental agreement, the total contract amount is increased to a new total not -to -exceed amount of $228,500 ($128,600 plus $99,900). 1.3 Exhibit B to the underlying agreement consisting of the rate and cost reimbursement schedule is hereby amended to include the form set forth on the attached Exhibit B to this addendum, incorporated by this reference as fully as if herein set forth. 2. In all other respects, the underlying agreement between the parties shall remain in full force and effect, amended as set forth herein, but only as set forth herein. Packet Pg. 26 1.2.a DONE this CITY OF EDMONDS Bti : Iia, day of v G76 b�---l'' , 20l s' . A IAA SAT: APPROVED AS TO FORM: e of the �CityArtomev BergerABAM 33301 Ninth Ave: S, Ste, 300 Federal Way} WA 98003-2250 . �A"V 6j 6 2— 1LMER. W. :,oL.10 ltC I resiAQ .r STATE OE WASHINGTON ) )ss COUNTY OF KiV�j 1 On than day of 2015 before iris, the guider -sighed, a Notary Pub ' e in and for the State f Washington, duly corn.T ioaed and swsonally appeared to me known to be the t [ bi -e of the corporadin that executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned,. and on oath stated that helshe was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporations WTMS my hand and official seal hereto affixed the day and year first above written. Y dNOT.PLRY PLTtic SO �ve0� My eyomrmssian expires° rr'i't.OF ylt�� Packet Pg. 27 4J BergerABAM 24 September 2015 Mr. Jim Stevens Project Manager City of Edmonds 121 Fifth Avenue North Edmonds, WA 98020 11>l lUC_ Re: Edmonds Fishing Pier Rehabilitation Fee Proposal for Engineering Services — Bid and Construction Support BergerABAM Project No. A15.0130 Dear Mr. Stevens: BergerABAM Inc. is pleased to submit this proposal to the City of Edmonds to provide bid and construction support services for rehabilitation of the fishing pier. We have based this proposal on the final design documents we have developed for the facility, as well as our December 2006 and May 2014 reports and numerous meetings on site and at the City offices. SCOPE OF WORK We will provide both bid and construction period support. Our efforts estimated herein are based on the assumption that the contractor selected will meet the experience requirements of the contract documents, have good standing in the marine structural repair industry, and take a proactive approach to executing the work. Bid Period Support We will perform the following tasks for the City. • Develop Division 0 Contract Documents and Division 1 Specification sections using background information provided by the City. • Perform a review of the Division 0 Contract Documents with regards to typical engineering practice (note, we assume a legal review will be performed by the City's attorney). • Assemble the bid documents, including posting to the Builder's Exchange • Place a bid advertisement in the Daily Journal of Commerce • Answer bid questions and assist the City with bid review a a U) Packet Pg. 28 Mr. Jim Stevens 24 September 2015 Page 2 We have included attendance at the pre -bid meeting by two people from BergerABAM and development of meeting minutes. Bid period support by our electrical subconsultant is also included. Construction Period Support We will perform the following tasks for the City. • Attend the preconstruction meeting with the successful bidder and develop meeting minutes. • Perform a preconstruction repair survey with the contractor. • Attend a preconstraction meeting to discuss reinforced concrete stirrup repair procedures. • Make general site visits during construction, We have assumed 14 visits for structural observations a -ad 3 for architectural observations at this time. • Review and respond to contractor request for in -formation (RFI) submittals. We have assumed 20 RFls at this time. • Reviev)t and respond to contractor submittals in response to technical specification requirements. We have assumed 78 submittal packages at this time. • Attend post-constructlion repair meetings, which includes performing final punchlisting and confirmation that punch -listed items have been completed. We have assumed a total of four post -construction meetings at this time. • Create record drawings from redline as -built drawings submitted by the contractor. Construction period support by our electrical subconsultant is also included. Deliverables Meeting rfunutes, responses to RFIs, and submittal reviews as noted above will account for most of our deliverables. Monthly billing information for our services will also be provided. SCHEDULE We propose to commence work within one week after receipt of the notice to proceed. Our schedule will be driven by the contractor's work plan. FEE We propose to perform this work on a tune -and -materials basis using the rates defined in the attached fee estimate worksheet. Based on our assumptions stated above, our total fee proposal is $99,900 (Ninety -Nine Thousand, Nine Hundred Dollars). The basis for our fee is shown in the attached fee estimate worksheet. We will only exceed this arnount with your authorization. I Packet Pg. 29 1.2.a Mr. Jim Stevens 24 September 2015 Page 3 Please note that BergerABAM's annual salary adjustments occur 1 July of each year, and we estimate this project may extend a few months past this date. At this time, we have not provided an allowance for any potential increase in rates but will strive to work within the available budget. We assume this work will be authorized as an amendment to BergerABAM's City of Edmonds Professional Services Agreement dated 30 October 2014 that was executed for the 2014 final design work. CLOSING We assume that if this proposal is accepted, the City will prepare an amendment that, when executed, will serve as our notice to proceed. Alternatively, if this proposal is acceptable, an executed (signed) copy of this letter can serve as a notice to proceed. We appreciate that you have considered BergerABAM to continue with this project. We look forward to continuing our work with you. Sincerely, Elmer W. Ozolin, PE Vice President EWO:CSB:dls Attachments Attachment — BergerABAM Fee Estimate Worksheet ACCEPTED BY CITY OF EDMONDS Signature Name (Printed) Title Date Packet Pg. 30 1.2.a Supplemental Agreement 2 No. 5, �3r is rr4f0'i,� CITY OF EDMONDS DAVE EARLING 121 5T"AVENUE NORTH • EDMONDS, WA 88020 425-771.0220 FAX 425-872.5750 MAYOR Website, www.edmondswe. gov �a90 �gq�7 PUBLIC WORKS DEPARTMENT Engineering Division SUPPLEMENTAL AGREEMENT 2 TO PROFESSIONAL SERVICES AGREEMENT Edmonds Fishing Pier Rehabilitation Project WHEREAS, the City of Edmonds, Washington, hereinafter referred to as the "City", and BergerABAM, hereinafter referred to as the "Consultant', entered into an underlying agreement for design, engineering and consulting services with respect to a project known as Edmonds Fishing Pier Rehabilitation Project, dated October 30, 2014; and WHEREAS, extended construction support services have been identified; NOW, THEREFORE, In consideration of mutual benefits occurring, it is agreed by and between the parties thereto as follows: 1. The underlying Agreement of October 30, 2014 between the parties, incorporated by this reference as fully as if herein set forth, is amended in, but only in, the following respects: 1.1 Scope of Work. The Scope of Work set forth in the underlying agreement shall be amended to include the additional services and material necessary to accomplish the stated objectives as outlined in the attached Exhibit A incorporated by this reference as fully as if herein set forth. 1.2 The $128,600 amount set forth in paragraph 2A of the underlying Agreement and stated as an amount which shall not be exceeded, and which was increased by $99,900 by the Supplemental Agreement No. 1, is hereby amended to include an additional not to exceed amount of $40,500 for the additional scope of work identified in Exhibit A to this supplemental agreement. As a result of this supplemental agreement, the total contract amount is increased to a new total not -to -exceed /amount of $269,000 ($128,600, plus $99,900, plus $40,500). 1.3 Exhibit B to the underlying agreement consisting of the rate and cost reimbursement schedule is hereby amended to include the form set forth on the attached Exhibit B to this addendum, incorporated by this reference as fully as if herein set forth. 2. In all other respects, the underlying agreement between the parties shall remain in full force and effect, amended as set forth herein, but only as set forth herein. Packet Pg. 31 1.2.a DONE this �. day of , 20 /,6 CITY OF EDMONDS By: .. Mayor L:6id O. fEar ing ATTEST/AUTHENTICATE: S assey, ity Clerk APPROVED AS TO FORM: ice of the City Attorney BERGER ABAM y: 01 -,, 0. � &—j - — r Q SASref Megm Engineering Admin\PROJECTST4MB Edmonds Fishing Pier RebebWerger ABAM Supp 2.doc Packet Pg. 32 1.2.a STATE OF WASHINGTON ) )ss COUNTY OF ) On this Also day of 20 before me, the under -signed, a Notary Publ'c inand for the ateof Washington, duly commissions and s}}��orn personally appeared 1C �.crto me known to be the MCC }5112ev, f of the corpMtioil that executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNESS my hand and official seal hereto affixed the day and ear first above written. N ARY PUBLIC s y My commission expires: 219 r,Ik WASH, SASWAMeSen\Enginecring Admin\PR0JECTS\E4MB Edmonds Fishing Pier RehaMerger ABAM Supp 2,doc Packet Pg. 33 1.2.a BergerABAM 30 June 2016 Mr. Henry Schroder, P.E. Project Manager City of Edmonds 121 Fifth Avenue North Edmonds, WA 98020 EXHIBIT A 33301 Ninth Avenue South, Suite 300, Federal Way, Washington 98003-2600 206/431-2300 • 206/431-2250 Fax • www.abam.com Re: Edmonds Fishing Pier Rehabilitation Fee Proposal for Engineering Services — Construction Support Supplement BergerABAM Project No. A15.0130.01 Dear Mr. Schroder: BergerABAM Inc. is submitting this proposal to the City of Edmonds to provide extended construction support services for the fishing pier rehabilitation. We have based this proposal on our observations of the work to date and the extended completion date discussed with you. SCOPE OF WORK We will continue our construction period support past the original assumed completion of early July, to an assumed completion by 16 August 2016. This support was described in our 24 September 2015 proposal to the City. Our efforts estimated herein are also based on the assumption that the contractor will continue to take a proactive approach to executing the work. We have included work by Tinnea & Associates in our scope; they were retained after discussions with the City regarding the additional corrosion observed at the start of the concrete deck demolition that is tied to original construction defects. A copy of their invoice to us is attached. SCHEDULE We will continue our work as currently performed, which includes attendance at weekly meetings, additional field inspection support, and additional office support. FEE We propose to perform this additional work on a time -and -materials basis using the rates defined in the attached fee estimate worksheet. Based on our assumptions stated above, our total additional fee proposal is $40,500 (Forty Thousand Five Hundred Dollars). We will only exceed this amount with your authorization. Please note that BergerABAM's annual salary adjustments occur 1 July of each year, and this additional work will be in that window. We have provided an allowance for increase in rates, and will strive to work within the available budget. a a to Packet Pg. 34 1.2.a Mr. Henry Schroder 30 June 2016 Page 2 We assume this work will be authorized as an amendment to BergerABAM's City of Edmonds Professional Services Agreement dated 30 October 2014 that was executed for the 2014 final design work. CLOSING We assume that if this proposal is accepted, the City will prepare an amendment that, when executed, will serve as our notice to continue. Alternatively, if this proposal is acceptable, an executed (signed) copy of this letter can serve as a notice to proceed. Sincerely, Z---7 # &-(*P(414�- 190 Scott Branlund, PE, SE Senior Project Manager/Diving Officer CSB:keh Attachment BergerABAM Fee Estimate for Additional Construction Support Tinnea & Associates Invoice No. 1612702EP ACCEPTED BY CITY OF EDMONDS Signature Name (Printed) Title Date Packet Pg. 35 1.2.a EXHIBIT B ATTACHMENT - BERGERASAM FEE ESTIMATE FOR ADDITIONAL CONSTRUCTION SUPPORT City of Edmonds Fishing Pier Rehabilitation - Construction Support Services Supplement s BergerABAM Ser erABAM Du[C: 36June 2016 Labor Sr Project Manager Project Manager Senior Enpineer Const Technician Landscape Arch Mgr Landscape Designer CAD Operator k;mlfilst1-L- Assistant Project Coordinator Subtotals 6A Latwr (by task), Subtotals BA Labor Tasks OIH = Overhead = 166 30% Profit = 10 % of (DSC + O/H) eranlund Nielsen Sheeslev Perry Sacamano Christian Mendenhall Bratana Gramling OSC = Direct Salary cost 0010 6163 3712 3469 6000 33.61 3647 32.67 2995 iubeorisultantii, and Expenses Rate = DSC+0/H+Prorit'(DCS+OIH) $243.49 $187.95 $112.84 $105.45 $182.39 $102.17 $110.86 $99.31 $91.04 7r sk 7 - Construction Suoport :7.1 Addrllonal Ve Vmla i 4 36 32 0 $14.030 7.5 Additional Review/Respond to RFis _18 6 2 1 24 8 1 $5.389 7 6 Additional Review/Respond to Submittals 6 2 24 0 $5,389 7.9 Contract administration 2 4 7 $1,576 Subtolal 32 8 88 48 8 7 $26.383 Total Hours - BergerABAM: 32 8 88 40 0 7 Subtotal - BA Labor: $7,792 1 $1,604 1 $9.930 1 $5.062 51,459 $637 $26,383 Subconsultants Tinnea & Assomales $13,460 Subtotal Subconsunants: $ 13,460 6A Expenses ,'jL& Visits and Mom ins 12 t' wr';)' 03 mIos Car round Inp 0 0.540 Ge' mile = S 583 Subtotal BA Expenses: 3 583 TOTAL FEE PROPOSAL (rounded] 54(3,5t10 Dale: 6/30/2016 Page 1 of 1 M a� e: L lL C t A M s O IL Cn O r a ca Q d im t •3 t2 tZ 7 Cn r C d E d N L 2 E Q. v! z t� tti r� r a Packet Pg. 36 1.2.a Tinnea & Associates, LLC 2018 E Union St Seattle, WA 98122-2836 Bill To SCOTT BRANLUND BERGER ABAM ENGINEERS 33301 9th Avenue, Suite 300 Federal Way, WA 98003 Invoice Date Invoice # 6/6/2016 1612702EP P.O. No. Terms Project A15.0130.01 Net 60 1612703 EDMOND... Item Description Amount Consulting Edmonds Pier A 15.0130.01 Corrosion consulting: see following pages for details. 13,459.62 Total $13,459.62 Payments/Credits $0.00 Balance Due $13,459.62 Phone # 206.328.7872 Packet Pg. 37 1.2.a Tallc # ABAM # Edmonds Waterfront: 1612703 A15.0130.01 Employee Hours/EA Rate Cost Principal 19.80 $ 217.45 $ 4,305.51 CP4 27.50 $ 151.85 $ 4,175.88 CP Tech 17.00 $ 95.70 $ 1,626.90 Project Assistant 2.00 $ 104.05 $ 208.10 CADD II 24.90 $ 93.37 $ 2,324.91 Total Labor $ 12,641.30 ODC basic field tools 2.00 $80.00/dy $ 160.00 Canin 4-wheel 2.00 $300.00/dy $ 600.00 mileage 3.00 $ 0.54 $ 58.32 Total ODC $ 818.32 Total Invoice $ 13,459.62 Packet Pg. 38 1.2.a Date Hours Role Rate Job H What 04/05/16 0.25 Principal $ 217.45 1612703 PC with ABAM 04/06/16 0.50 Principal $ 217.45 1612703 PC + Review'As Builts', CDs & photos 04/07/16 0.25 Principal $ 217.45 1612703 Direct CP2 on mobing equipment 04/07/16 4.00 Principal $ 217.45 1612703 Inspect Fishing Pier 04/07/16 0.25 Principal $ 217.45 1612703 Data process / review 04/08/16 0.25 Principal $ 217.45 1612703 Data process / review 04/12/16 0.75 Principal $ 217.45 1612703 Conf call with ABAM 04/12/16 2.00 Principal $ 217.45 1612703 CP design 04/13/16 4.00 CAD II $ 95.70 1612703 maps & CP design 04/13/16 0.25 Principal $ 217.45 1612703 PC with ABAM 04/14/16 2.25 Principal $ 217.45 1612703 CP design 04/16/16 0.50 Principal $ 217.45 1612703 CP design 04/18/16 2.00 CAD II $ 95.70 1612703 drawings 04/18/16 0.33 Principal $ 217.45 1612703 PC with ABAM 04/19/16 2.90 CAD II $ 95.70 1612703 drawings 04/19/16 0.25 Principal $ 217.45 1612703 email 04/19/16 0.50 Principal $ 217.45 1612703 CP design 04/19/16 0.83 Principal $ 217.45 1612703 PC with ABAM 04/20/16 0.75 Principal $ 217.45 1612703 CP design 04/20/16 0.83 Principal $ 217.45 1612703 PC with ABAM 04/21/16 2.00 CAD II $ 95.70 1612703 drawings 04/21/16 0.20 Principal $ 217.45 1612703 PC with ABAM 04/22/16 0.25 Principal $ 217.45 1612703 PC with ABAM 04/24/16 0.67 CAD II $ 95.70 1612703 drawings 04/25/16 2.25 CAD II $ 95.70 1612703 drawings 04/25/16 0.25 Principal $ 217.45 1612703 CP design, email 04/27/16 1.33 CAD II $ 95.70 1612703 maps 04/28/16 8.00 CAD II $ 95.70 1612703 maps 05/03/16 0.75 CAD II $ 95.70 1612703 maps 05/04/16 0.25 Principal $ 217.45 1612703 PC with ABAM 05/04/16 1.00 CAD II $ 95.70 1612703 drawings 05/04/16 1.00 Principal $ 217.45 1612703 CP design, email 05/09/16 0.10 Principal $ 217.45 1612703 email 056/06/16 3.00 Principal $ 217.85 1612703 report Total: 44.70 included In my email of 5/9/2015 to JET CAD II: 24.90 Principal: 19.80 Total: 44.70 Hours Role Rate What 3 CPTech $95.70 mobe 5 CPTech $95.70 inspect 4 CP Tech $95.70 potential map, mobe 5 CP Tech $95.70 potential map, mobe 17 CP Tech Q sZ 3 fn Packet Pg. 39 1.2.a Date Hours Role Rate Job # What 4/19/2016 5 CP4 151.85 1612703 mobe, on site 4/20/2016 1 CM 151.85 1612703 mobe 4/26/2016 6.5 CP4 151.85 1612703 pc, mobe, on site 4/27/2016 2.5 CP4 151.85 1612703 design 4/28/2016 3 CP4 151.85 1612703 design 4/29/2016 2.5 CP4 151.85 1612703 design 5/2/2016 2 CP4 151.85 1612703 design 5/3/2016 3 CP4 151.85 1612703 design 5/4/2016 2 CP4 151.85 1612703 design CP4: 27.5 Packet Pg. 40 1.2.a Tinnea & Associates Fully Burdened Billing Rates April 2016 Labor Category hourly labor rate Principal $217.45 Principal Engineer $200.80 Corrosion Specialist $174.05 CPSpecialist $161.85 Senior Corrosion Technologist $134.12 Corrosion Technologist II $122.77 CIP3 Coating Inspector $115.70 Project Assistant $106.65 Corrosion Technologist 1 $110.45 CIP2 Coating Inspector $104.30 CP Technologist / Lab Tech $98.95 CP Technician / CADD II $95.70 CIP1 Coating Inspector $91.60 UST CP Tester / CADD 1 $83.30 Corrosion Technician $75.75 Clerk I / Technician $71.60 ODC Item ODC rate Reproduction 8''17 x 11(b&wl $0.17/sheet 8'h" x I " (color) $1.05/sheet 11" x 17" (b&w) $0.35/sheet 11" x 17" (color $2.10/sheet 24" x 36" Plot M lar (b&w) $18.75/sheet 24" x 36" Plot bond (b&w) $6.25/sheet 24" x 36" Plot bond (color) S7.75/sq ft Travel miles a or Federal rate $0.540/mi parking cost per diem cost up to Fed rate cost air fare / other travel cost Computer Use BEM 5160.00/hr CAD (in overhead) NR Graphics in overhead NR resting - Field" basic field equipment charge $80.00/d basic Feld equipment charge $300.001wk BART - microbe tests $40.00/ea Field ASR testing $1100.00/ea Chloride powder sampling rig $,100.00/d Chloride powder sampling rig $375.00/wk Chloride core sampling rig $150.00/d Chloride core sampling rig $525.00/wk Chloride profile grinder I $150.001d Chloride profile grinder I $525.00Iwk GECOR-9 Concrete Rebar Corrosion Meter I $400.001d ODC Item ODC rate Testing - Field` Concrete resistivity/moisture meter $100.00/wk Concrete resistivity/moisture meter $375.00/wk Portable XRF analyzer S800.001d Portable XRF analyzer $3.200.00Iwk LPR Corrosion rate logger on site $350.00/mo ER corrosion rate logger on site $350.00/mo Ultrasonic testing$100.00/d Ultrasonic testing $375.001wk CSN surface tests (chloride, sulfate, & nitrate) $90.00/ea DYNA Z6 adhesion Tester 5125.001dy DYNA Z6 adhesion Tester $425.00/wk Delfesko Positector coating thickness gauge $30.00/dy Delfesko Positector coating thickness gauge $100.00Avk GPS80 synchronized CP current interrupters $60.001d GPSBO synchronized CP current interrupters $175.00/wk vLoc 2 Pro utility locator & transmitter 5125.001d vLoc 2 Pro utilit locator & transmitter $400.00/wk Ground penetrating radar - concrete structures $2,000,001wk Special equipment e.., GPS s chronixed tests) varies call ` min daily charge is 1 5 days Testing Lab - Water Samples sample log -in / pre $;30.00/ea chloride CalTrans 422) $30.00/ea H ASTM D1293 $25.00/ea redox APHA SM25806 $25.00/ea conductivity 1 resistivity ASTM DII 125 $25.001ea sulfate CalTrans 417) $50.00lea sulfides (Pb acetate paper) $40.00/ea Testing Lab - Soil Samples sample log -in / prep $50.00/ea chloride CalTrans 422 $40.00/ea H (ASTM G51) $30.00/ea redox (ANSI/AWWA C105/A21.5) $40.00/ea resistivity ASTM G57 - as received) $15.00/ea resislivil ASTM G57 - saturated $15.00/ea resis0it ASTM G57 - minimum $30.00/ea sulfate CalTrans 417 $50.00/ea sulfides (Pb acetate paper) $30.00/ea DIPRA no chlorides $125.00/ea AWWA/ANSI C105/21.5 with chlorides) $200.00/ea Testing Lab - Concrete sample log -in / pre $50.00/ea phenolphthalein test (carbonation - loss of pH) $30.00/ea chloride concrete acid sol. ASTM C1152 $125.00/ea chloride p owder acid sol. ASTM C1152 $100.00/ea chloride concrete acid sol. SHRP SIFR-92-110 $85.00/ea r Q Packet Pg. 41 1.2.a t a� o: L IL N LL d t L O CL 2N 7 O +C+ C MQ W Q L d L d Co Q Q U) cd G d L a Cu r_ E CL Cn r_ E r r a Packet Pg. 42 1.2.a �1 Y1 �` r d X iy N s0 'N O ' A O Q b% In m w Y r7 C OS illO O Co O NN o m m O Lo O Cs C 'K �lJ Q 1 W � e9 � C6 »- 'It e» s» 6s ul 04 va b4 64 � vi 69 Co 0)j 0 CO n Fff n m S u +� O = � In O� CO t0 r � � d 'C) CO N to T �$ V CD > W c n r� .. W tc CO � so sA 00 `D Lt1 T m �' A0 CL Q C m CO)Y/ O .N a W Cfi A C4 �o w t1 ® to) }�Qq iaJ g M O i6 fS N 07 in r N N tdV N 20 N iiTJ m 2 C 0 � � � c; m Is;• YI1 a a Its N m "O" N O ® Q :a LUa g v ® — YS b& ddD m y '� C'j M 9f ® N €Y3 N g3' LO 7 O N 9p eO CD N r oO CD Cry C7 V5 4j.. 09 IIf N N LU Lu in s W> LL e � B7 (1) CM .� m 04 N N �• O 0 z CC9 � f� V � m m O w C W to v Cm � '� CIDCO � W � � LIDC i6 C7 40 0 C-4 � O v O Cj j N N C to `:3 W a. 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I � I S 0LU 4 O Packet Pg. 43 Supplemental Agreement 2 No. OV .roM CITY OF EDMONDS DAVE EARLING 121 e" AVENUE NORTH • EDMONDS, WA 95020 - 425-771-0220 • FAX 425a72.5750 MAYOR Webslte: www,edmondswo.gov 99 q� � u PUBLIC WORKS DEPARTMENT 'y_ t Engineering Division SUPPLEMENTAL AGREEMENT 3 TO PROFESSIONAL SERVICES AGREEMENT Edmonds Fishing Pier Rehabilitation Project WHEREAS, the City of Edmonds, Washington, hereinafter referred to as the "City", and BergerABAM, hereinafter referred to as the "Consultant", entered into an underlying agreement for design, engineering and consulting services with respect to a project known as Edmonds Fishing Pier Rehabilitation Project, dated October 30, 2014; and WHEREAS; extended construction support services have been identified; NOW, THEREFORE, In consideration of mutual benefits occurring, it is agreed by and between the parties thereto as follows: 1. The underlying Agreement of October 30, 2014 between the parties, incorporated by this reference as fully as if herein set forth, is amended in, but only in, the following respects: 1.1 Scope of Work. The Scope of Work set forth in the underlying agreement shall be amended to include the additional services and material necessary to accomplish the stated -objectives as outlined in the attached Exhibit A incorporated by this reference as fully as if herein set forth. 1.2 The $128,600 amount set forth in paragraph 2A of the underlying Agreement and stated as an amount which shall not be exceeded, and which was increased by $99,900 by the Supplemental Agreement No. 1, and which was increased by $40,500 by the Supplemental Agreement No. 2, is hereby amended to include an additional not to exceed amount of $13,600 for the additional scope of work identified in Exhibit A to this supplemental agreement. As a result of this supplemental agreement, the total contract amount is increased to a new total not -to -exceed amount of $282,600 ($128,600, plus $99,900, plus $40,500, plus $13,600). 1.3 Exhibit B to the underlying agreement consisting of the rate and cost reimbursement schedule is hereby amended to include the form set forth on the attached Exhibit B to this addendum, incorporated by this reference as fully as if herein set forth. Packet Pg. 44 1.2.a 2. In all other respects, the underlying agreement between the parties shall remain in full force and effect, amended as set forth herein, but only as set forth herein. DONE this o2.5-''day of 0&1& ,2, , 2016_. CITY OF EDMONDS BERGER ABAM q42-- By:gr�—ZJ6— By: ZZA4LUL 1�1 Z DLL i4 May David O. E a r I i n g Title: y/ CE pRLCS ,q)pA1T ATTESPAUTHENTICATE: Sc assey, City Cler APPROVED AS TO FORM: b?ffce of the City Attorney Packet Pg. 45 1.2.a STATE OF WASHINGTON ) )ss COUNTY OF ) On this A-070' day of 1 it , 20 /4 , before me, the under -signed, a Notary Pub is in and for the State of Washington, duly commissioned and, sworn, personally appeared iflNeK . D , to me known to be the !/ICE RIKIWcAtI4 of the corporation that executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNESS my hand and official seal hereto affixed the day and year first above written. fit -.1��R4\NL11111 I I II �pM EXlvj�rry' /� N ARY PUBLIC ►' ~J y�°j��ARY �iltyr�` � a o 77 -= � co III I i I E1OF\1= My commission expires: Packet Pg. 46 1.2.a Exhibit A - Edmonds Fishing Pier Rehabilitation Construction Support BergerABAM Amendment No. 3 Page 1 of 1 27 September 2016 SCOPE OF WORK BergerABAM will continue construction period support past the assumed completion of late September to an assumed completion by 23 December 2016. This support was described in the BergerABAM proposal to the City dated 24 September 2015 and in the 6 July 2016 Construction Support Supplement No. 2 proposal. Efforts estimated herein are also based on the assumption that the contractor will take a proactive approach to executing the work. The following additional assumptions were used to determine the fee. • One kickoff meeting to discuss methods for completing the rework ■ Six site visits One submittal package that will be complete with plans for accomplishing the rework, all material technical information and equipment to be used; review of up to one resubmittal has been included • Office support (such as requests for information) over the 12-week period Project record drawings SCHEDULE BergerABAM will continue our work as currently performed, which includes site visits, additional field inspection support, and additional office support. a a U) FEE BergerABAM proposes to perform this additional work on a time -and -materials basis using the rates defined in Attachment B. Based on the assumptions stated above, our total additional fee proposal is $13,600 (Thirteen Thousand Six Hundred Dollars). BergerABAM assumes this work will be authorized as an amendment to BergerABAM's City of Edmonds Professional Services Agreement dated 30 October 2014 that was executed for the 2014 final design work. Packet Pg. 47 1.2.a y O O O Om H M �vj CNF IrCT1L'14] yN N O N o N A O O N 0) N [Jv y a rn LO M Cl! m a -0Irk Vi O E,R [Pl (fl O C W O O O O 'a E N Obi N N N O E C7 Q CI• F v 0 Q �. 0 m o >.. y4 CL L � ^ o CL •E .N d co O N Nam Z a O V m Q V c O M r 00 co 0 Cc: (U (ri 61-J, to n = F `• m a c Z o N 0. 0 m C c C5 N a0 o �0 N H O) N cq a V N (ry "' O _ v a E m o J C) o► E Z a a o O to CMN m E C M m N O Q u CO Q m fn O LL M cc C4 C�J W O 0 a a N N Q CD M M V M L Q C C L � H y CO o c N a c CL W •c a) � v N N N N N N r (O n. G1 N a) W M N h h W 7 W N W� M LL a •d ; U.)� a m N O C N fM 0) a` 2 z fO w W 0 CL W oDo 1� M = a c c 00 N (O N N ' O N m619. U) W V W � m N •E � � 0) X � � c W o o `m � 2 � •o m O O 0 a a Y (mod v) p o ar a> o I _ O Q 0 2 Y of w 2 (0 0 (n .*" N i N N rn .� 0 Q U! t ccOo U o 2 o 4, aa) E N ~. M C C d u cn m u 7 m C N CL E N Q p U O 0 O O O N O m LU Was o o 7 N W LL 0 0 CO 0 as a�� 0 o x ccm L O �� II II Y LL , 7m m „ _ 2� ; (Pm a m [.7 LL m J O aL 0 fY H 7Uo r- r, r M o0 �,N 11 Q O N m m CL 7. O N rl- O N m 0 m t L a N LL d t 0 CL N O Q m Q d d m .Q Q 3 U) c d d a_ m C d E Q Q 3 cn C t 0 r Q Packet Pg. 48 1.2.a Supplemental Agreement 4 No. % Z Ur CITY OF EDMONDS DAVE EARLING � ✓ J f 121 5TN AVENUE NORTH • EDMONDS, WA 98020 425-771-0220 FAX 425-672-5750 MAYOR WebsNe: www,edmondswe-gov ,�9U lggll PUBLIC WORKS DEPARTMENT Engineering Division SUPPLEMENTAL AGREEMENT 4 TO PROFESSIONAL SERVICES AGREEMENT Edmonds Fishing Pier Rehabilitation Project WHEREAS, the City of Edmonds, Washington, hereinafter referred to as the "City", and BergerABAM, hereinafter referred to as the "Consultant", entered into an underlying agreement for design, engineering and consulting services with respect to a project known as Edmonds Fishing Pier Rehabilitation Project, dated October 30, 2014; and WHEREAS, extended construction support services have been identified; NOW, THEREFORE, In consideration of mutual benefits occurring, it is agreed by and between the parties thereto as follows: 1. The underlying Agreement of October 30, 2014 between the parties, incorporated by this reference as fully as if herein set forth, is amended in, but only in, the following respects: 1.1 Scone of Work. The Scope of Work set forth in the underlying agreement shall be amended to include the additional services and material necessary to accomplish the stated objectives as outlined in the attached Exhibit A incorporated by this reference as fully as if herein set forth. 1.2 The $128,600 amount set forth in paragraph 2A of the underlying Agreement and stated as an amount which shall not be exceeded, and which was increased by $99,900 by the Supplemental Agreement No. 1, and which was increased by $40,500 by the Supplemental Agreement No. 2, and which was increased by $13,600 by the Supplemental Agreement No. 3, is hereby amended to include an additional not to exceed amount of $20,139 for the additional scope of work identified in Exhibit A to this supplemental agreement. As a result of this supplemental agreement, the total contract amount is increased to a new total not - to -exceed amount of $302,739 ($128,600, plus $99,900, plus $40,500, plus $13,600, plus $20,139). 1.3 Exhibit B to the underlying agreement consisting of the rate and cost reimbursement schedule is hereby amended to include the form set forth on the attached Exhibit B to this addendum, incorporated by this reference as fully as if herein set forth. 2. In all other respects, the underlying agreement between the parties shall remain in full force and effect, amended as set forth herein, but only as set forth herein. Packet Pg. 49 1.2.a DONE this 2&11—jay of Ilmemiy— CITY OF EDMONDS By: Mai ATTESTIAUT TICATE: Sco ssey, City Cfer APPROVED AS TO FORM: ice of the City Attorney ,20 /7. BergerABAM By: c � ym-)- .tiO, Title: Packet Pg. 50 1.2.a STATE OF WASHINGTON ) )ss COUNTY OF ) On this � day of A1JA1At.dt- ., 20/7 , before me, the under -signed, a Notary Public in and for the tate of Washington, duly commissioned and sworn, personally appeared L"# 4 litj3L4 to me known to be the 11 d I� 4 &-of the corporation that executed the foregoing instrument, and acknowledged (die said instru Ent to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNESS my hand and official seal hereto affi ed the day and year first above written. It pTAN N ARY PUBLIC 5 a s My commission expires: '�rrrrOF WAst' Packet Pg. 51 1.2.a Exhibit A — Edmonds Fishing Pier Rehabilitation Construction Support BergerABAM Amendment No. 4 Page 1 of 1 31 October 2017 SCOPE OF WORK BergerABAM will continue construction period support past the assumed completion of late September to an assumed completion by 12 January 2018. This support was described in the BergerABAM proposal to the City dated 24 September 2015, 6 July 2016 Construction Support Supplement No. 2 proposal, and the 9 September 2016 Construction Supplement No. 3 proposal (incorrectly stated as No. 2 in that letter title). Efforts estimated herein are also based on the assumption that the contractor will take a proactive approach to executing the work. The following additional assumptions were used to determine the fee. • A kickoff meeting to discuss methods for completing the rework, which two people from BergerABAM will attend. Four site visits; please note that for one site visit, we have assumed two people from BergerABAM will be required. Office support (including requests for information, a submittal package, and possible resubmittal of that submittal) over the 12-week period. This also includes limited support from Tinnea and Associates, as requested by the City, for items regarding corrosion protection. SCHEDULE BergerABAM will continue work as currently performed, which includes site visits, additional field inspection support, and additional office support. FEE BergerABAM proposes to perform this additional work on a time -and -materials basis using the rates defined in the attachment. Based on the assumptions stated above, our total additional time -and -materials fee proposed is $20,139 (Twenty Thousand One Hundred Thirty Nine Dollars). BergerABAM assumes this work will be authorized as an amendment to BergerABAM's City of Edmonds Professional Services Agreement dated 30 October 2014 that was executed for the 2014 final design work. Packet Pg. 52 1.2.a EXHIBIT B - BERGERABAM FEE ESTIMATE FOR ADDITIONAL CONSTRUCTION SUPPORT NO. 4 City of Edmonds Fishing Pier Rehabilitation -Construction Support Services � ) BergerABAM Ber erABAM Date: 31 October 2017 R— Labor Sr Project Manager Project Manager Project Engineer Const Technician Landscape Arch Mqr Landscape Designer CAD Operator Acfrtlinistf alive Assistant Project Coordinator Subtotals BA Labor (by task). iubconsultants, and Expenses I Subtotals BA Labor Tasks 0/H = Overhead = 168 30% Profit = 10 % of (DSC + 0/H) Branlund Sheealey Perry Mendenhall Gramling DSC = Direct Salary cost 8627 4327 39.59 38,53 3214 Dale = DSC+O/H+ProfiC(DCS+O/Hi S254AI S127.70 $116.84 $113.71 $94.86 Ta Sk • f n r I I Epoxy Injection Kickoff Mtg 6 6 1 $1.467 2 Site Visits (4 total) 8 8 32 1 $6,797 3 Office Support q 1 16 16 $4,931 4 Contract Adminislrelion 1 2 2 $700 Sublo/a/ 13 32 54 2 $13,696 Total Hours - BergerASAM: 13 32 64 2 Subtotal - BA Labor: $3,310 $To--8-61 $6.309 1 1 $190 $13.896 Management Reserve(per Cl $5,0Q0 Subtotal Reserve: $ 6,000 SubC0nSnIldr1tS Tinnea E Associates Time and luketerial%nol to exrved yes requested) S1,000 Subtotal Subconsultants: $ 11000 BA Expenses Silo Visits and Meet irigs 5 1r,Ms1 x 97 mles or ramd trip , 0540 per mite= S 243 Subtotal BA Expenses! 3 243 TOTAL FEE PROPOSAL $20.139 =t Date: 10/3112017 Page 1 of 1 d E r a Packet Pg. 53 1.3 City Council Agenda Item Meeting Date: 09/10/2019 Accept a Public Pedestrian and Utility easement on 215th PI Staff Lead: Rob English Department: Engineering Preparer: Megan Luttrell Background/History None. Staff Recommendation Forward this item to the consent agenda for approval at the September 17, 2019, City Council meeting. Narrative The City of Edmonds is currently reviewing a proposed development project, Westhaven 10 Lot Subdivision on 215t" PI W. The project proposes a cul-de-sac at the end of 215t" PI W where 6 of the 10 Lots will be accessed. Edmonds Community Development Code Chapter 18.90.030 requires sidewalks for this location. The sidewalk and the city water and sewer utility services will be located within the pedestrian and utility easement. Attachments: Vicinity Map Easement Map Packet Pg. 54 �'City of Edmonds neap Title 9813 21416 rn L r"1 OLIl N N .-- O O O N a a s LY, -� Lci - - 214TH_ PL SW _- 11 9801 N ,o 00 l o O co 1Z I'D rn rn rn ON a` 10 2-15TH. ST -S_W Ln 0\ r) O co 9804 21428 21415 21425 0� 00 � - rn o� rn 0, 21509 LU _ 21.5 T_H� PL S.W d 21522 = Lr,OD o 2151 `� 21525 �} f- rn Ln ON 21524 0 ,D I� Q, Ln M Os r Ln 0\ 0\ 0% O` 0\ (ON ON ON M 00 21607 � 21606 _ 2116TH PL SW w 21628 9730 9704 Q 9626 9610 - _ .D - i- 1: 2,257 111z-In 21629 21626 _ 21627 21628 94.04 188.1 Feet This map is a user generated static output from an Internet mapping site and i reference only. Data layers that appear on this map may or may not be accu S_1984_Web _Mercator_Auxiliary_Sphere current, or otherwise reli; ity of Edmonds `, &5' -� OAUV N P `,—A THIS MAP IS NOT TO BE USED FOR DESIGN OR CONSTRUCT Legend [Notes Lyn—.d Packet Pg. 55 1.3.b CITY OF EDMONDS FIN_ ---------I I I I 27032500107800 27032500107700 27032500107600 ; 27032500107500 I 15' PRIVATE DRAINAGE ' EASEMENT ' i I N _885227" W _ 296.81 ' ' 110,01 ' 114.80' 72.00' 1-•.-10' FUBUC — — — 1 --------- INN I UTILITY EASEMENT I I I I wS C 6 w 5 ' j I I 4 I �- I 8,029 SF I 8,036 SF 9619 215TH PL SW 8,023 SF 1 ' 30' 30' I 21509 98TH AVENUEI W. o o g617 215TH PL SW I 1 I I Z Z n N 885227" W 110.0r, N 88'S227" W 114.79' S-S & U�TIL~I�TY ACCESS EASEMENT TO BENEFIT ATE DRAINAGE LOTS 6-7 EASEMENT 1 IIIIIi1 3 IIi(I II(II� oN�•"z"' �1�8' � �I 8,030 SF o 21511 98TH AVENUE W. —C—E \ 7 C2 \ 8,996 SF 8,021 SF (NET) \ IFOUND REBAR W/CAP 9621 215TH PL SW STAMPED 30450' 0.9(N)I L OF CORNER -=III,' N_ 88'5227" W 110.01' N 885227" W 109.78' I w _ 10' PRIVATE SEWER EASEMENT TO BENEFIT o — �I I LOTS 2-4 W/CAP I 15' PRIVATE DRAINAGE 8 FOUND REBAR -J STAMPED "30450' ON LINE I o ; ' EASEMENT 8,987 SF \ ' I z h 1 2 8,024 SF (NET) C5 1 I 8,030 SF 9618 215TH PL SW J i , 21513 98TH AVENUE W. I $ 18' ACCESS & UTILITY a EASEMENT TO BENEFIT --,,I I 10' PRIVATE STORM EASEMENT —�-) LOTS 8-9 J TO BENEFIT LOT 1 i N 885227" W 110.01' N 88'5227" W 114.76' I I I ;� I I 0 ( o I 0 0 10 8,030 SF g J u g 8, 032 SF 9 ,,, I 21515 98TH AVENUE W. 0 " 9614 215TH PL SW I 8,033 SF 001 QI i 4' SEWER EASEMENT =' �' 9616 215TH PL SW b PER A.F. 19507200432 o I I I 1 Z z I I I N 885227''W 296.76' I I I ROBERT E. THOMAS I I I I ADDITION NO. 16 1 VOL. _16, PG. 34 I I I 1 2 I I 3 4 I I 30' I I I 30' 1 I I I i I I I I I ' I I FOUND CASED CONC. MON. W/2" ' DOMED BRASS DISK & `X" DOWN "moo 0.3'. VISITED 7-9-19 I --------------- — - — - — - — - — -N 88'51'01" W ---------------- I 356.73' I I I I � ---------------------------------------------- I I I EQUIPMENT & PROCEDURES o' LEGEND NI No. I • SET 1/2" X 24" REBAR W/CAP STAMPED 'L.S. 37536' METHOD OF SURVEY: SET NAIL W/WASHER STAMPED "L.S. 37536" SURVEY PERFORMED BY FIELD TRAVERSE O FOUND REBAR/CAP AS NOTED ►NSTRUMEMATIOW: LEICA TCRP 1201 ROBOTIC ELECTRONIC TOTAL STATION ' O FOUND MONUMENT AS NOTED PRECISION. zl SET CONC. MON/CASE STAMPED "PCS - 37536" MEETS OR EXCEEDS STATE STANDARDS WAC 332-130-090 RIGHT OF WAY CENTERLINE BASIS OF BARING. THE MONUMENTED CENTERLINE OF 98TH AVENUE W. PARCEL BOUNDARY AS THE BEARING OF N 00'34'11" E. — — — — DRAINAGE EASEMENT LINE — UTILITY EASEMENT LINE FOUND CASED CONC. MON. W/2" DOMED BRASS DISK & "X". DOWN 0.3'. VISITED 7-9-19 PLAT PROJECT NO. PLN20180034 I I 21032500107400 1 ---------------- I I 27)32500116100 8' EX ,LUSIVE PUBLIC i PEDE,TRIAN & UTILITY EASEA ENT I L 27032500107300 27032500116000 27032500107200 i 1 27032500107100 1 ' � I i I I I I I I I I I 27032500115900 I � I , I , I , I , I , I , .L I 27032500115800 a- ----------Q— — — — — — — — — — — — — ---------------- ----- rn - N W N 215TH PL. W N 88'5227" W 327.18' ------- -------------------------------- t N o--_--,---.--------,-------------------,------------- Z i i 10' J )INT UTILITY EASE 4ENT 27032500108100 II a I I I I i I I I I I 27032500110500 I I I a I I I 27032500173300 -------- ; -------------- I I I ROBERT E. THOMAS I I I ( 30, I LINE TABLE LINE LENGTH BEARING L1 46.72 N 14'1922" W 1 12 46.19 N 15'3257" E I I f CURVE TABLE I CURVE LENGTH RADIUS DELTA Cl 11.84 18.00 37'41'19" C2 57.43 37.00 88'55'53' C3 36.66 37.00 56*46*26" C4 37.25 37.00 5740'51' C5 56.83 37.00 8T59'S4" C6 12.12 18.00 38'34'05" I I FOUND CASED CONC. MON. W/ — _ 1-1/2" BRASS DISK & PUNCH. 0.1 (S) OF INTERSECTION. DOWN 0.4'. VISITED 7-9-19. i I of it "I j LZ �y I 1Q I I � a I 30.00' 216TH ST._S. W. I N 88'51'27" W --- �� ADDITION-AO..__16 VOL. 16, PG. 34 I I I 5 6 7 8 1 30, I I i I I I I i I I i I I I I .—--- ----------I--------- --- --- L--------------- — — — — — — — — — — — — I I ,82' 216TH PL. S. W. ----T--------------------- 297.09'------ ---------------- I I I I------------------------------------------------� W 14, I I 30' 30' I I 30' I� O.I A. F. NO. of WAS�I�� F� O oa „ x J� •p 37536 q �G19TS $ LoOD Pacific Coast Surveys, Inc. LAND SURVEYING &MAPPING P.O. BOX 13619 MILL CREEK, WA 98o82 PH. 425.5o8.4951 FAX 4.25,357.3577 www.PCSurveys.net SHEET 3 Of 3 PLAT MAP OF: HA VEN V'V EST NW 14, NE14, SEC.zg, T.z7N., R.3E., W.M. DRAWN BY DATE DRAWING FILE NAME SCALE 103 N0. MAH/CCF 8.20.19 191711fpm.dl 1" = 40' 9 -1 11 Q Packet Pg. 56 1.4 City Council Agenda Item Meeting Date: 09/10/2019 Presentation of a Supplemental Agreement with Tetra Tech for the 84th Ave Overlay Project Staff Lead: Rob English Department: Engineering Preparer: Rob English Background/History On September 18, 2018, City Council approved a Local Agency Agreement with Tetra Tech for $150,529. On July 10, 2018, staff presented a preliminary scope of work for design to the Parks & Public Works committee. Staff Recommendation Forward this item to the consent agenda for approval at the September 17, 2019 City Council meeting. Narrative The proposed Supplemental Agreement with Tetra Tech will provide additional services during construction. The scope of work includes responding to contractor request for information (RFI's), reviewing material submittals, preparing as -built drawings and a site visit, if needed. The proposed fee for the construction support services is $11,318.78. This fee will be funded by the project funds which includes a federal grant, stormwater utility funds and REET funds (13.5% local match to grant). Background: The project consists of a full -width grind and pavement overlay along 84th Ave from 220th St. SW to 212th St. SW. This project also includes improvements to the existing stormwater system in 84th Ave, upgrades to pedestrian curb ramps to meet ADA requirements, new bike lanes from 215th St to 212th St. and the addition of bike sharrows from 220th St. to 215th St. Solar -powered pedestrian actuated beacons will be installed at the crosswalk directly in front of Chase Lake Elementary School. The City Council awarded a construction contract for $810,227 to A&M Construction on August 20, 2019. The Contractor is scheduled to begin construction on Monday, September 9th. Attachments: Tetra Tech Scope of Work & Fee 84th Map Packet Pg. 57 1.4.a Work Element 9.0 Construction Support 9.1 Construction Support The CONSULTANT will provide assistance during the construction process. It is assumed that 40 hrs. of staff time will be necessary to support RFI's, Submittal Reviews and Site Visits. Work Element 9.0 Deliverable(s): • RFI responses ■ Submittal Reviews • Site Visits Work Element 10.0 _ Record Urawin�s The CONSULTANT will provide record drawings using information provided by the City and the contractor. Information will include drainage structure locations, channelization and ADA Ramps. Work Element 10.0 Deliverable(s): • Record Drawings in PDF Format • Record Drawings in Auto CAD Format Packet Pg. 58 1: a & 7 B - ! a ( f � ` ! i . .y: ` : ■ A 5|_mr §u6a+ �§ LL 06 � 0 f 0 I 0 $ _ � w 2 � k E / 2 Packet Pg. 59 �4$h %venueAOverlay From 2122th to 221ffi Streets MIN PRA 4-j -A.Ae- I.. , Ln A: AN SAW -AWN'SKEPOICHRM "Mo t-Am hab A4k; 04F to .74 r Project Limits A Ak a ,� .-A4 6r—Imlow 0 V 7c� L- W 0 00 W7 a) 0 Q eo qq-9 C (D E a CIL r7-0k .15 0wo Packet Pg. 60 1.5 City Council Agenda Item Meeting Date: 09/10/2019 Utility Rate Analysis and future adoption of a Utility Rate Ordinance Staff Lead: Rob English Department: Engineering Preparer: Megan Luttrell Background/History On June 11, 2019, staff presented this item to the PPW committee. On July 16, 2109, staff presented this item to the Finance committee. Staff Recommendation Forward to full council for discussion and a future public hearing. Narrative The City of Edmonds operates a combined utility operation which incorporates potable water, sanitary sewer, and storm and surface water management functions. The City received the draft combined utility rate study from its consultant, the FCS Group. The findings show increases in potable water, sanitary sewer, and storm and surface water management utility rates. This funding will help address rising costs including but not limited to: inflation and the rising maintenance and operations costs, wholesale cost increases for potable water from Alderwood Water and Wastewater District, the replacement of aging and failing water/sewer/storm infrastructure as part of the annual replacement projects and upcoming larger capital projects. The rate analysis had a focus on the sewer fund since there are numerous future large size capital projects that need to be addressed. For the sewer, the analysis reviewed various alternatives including: cash funding, one time borrowing for one large project, borrowing for the three future large projects, and borrowing near term to keep rate increases low for the near term. Attachments: Presentation Packet Pg. 61 City of Edmonds � ept rrib r 10, T] 9 FCS CROUP Solutions -Oriented Consultin 1.5.a �br. 189a M w M tz Q Packet Pg. 62 s;> Agend? Overview Discussion of Key Assumptions Review of Draft Results/Scenarios Water Stormwater Sewer Sample Bill Comparison Questions/Discussion Pa e 2 Packet Pg. 63 Overview of Utilit Rate Stud 1.5.a �br. 189a Process ------------------------------------------------------------------ Forecast Establish - - Costs & Fiscal Policies - - ' Revenues `---------------------------------------------�--------------------% Focus for today's session Costs by Function Fixed Charges Costs by Customer Class Volume Charges Pa e 3 Packet Pg. 64 M 0 a 0 0 M m L M .y Z, cC C a M 0 M L IL c m E z M Q S 1.5.a Overview of Revenue Requirement Anal Defines "cost -based rates" as rates based on aggregate obligations Operating costs Capital project expenditures Debt service payments Other financial needs Establishes a multi -year financial plan beyond the current budget cycle Key Elements of Revenue Requirement Analysis: Defining revenues and expenses Developing capital funding strategy Establishing fiscal policy "framework" Pa e 4 Packet Pg. 65 Key Assumptions Annual Cost Inflation ■ General (CPI): 2.5% ■ Benefits:10.0% ■ Water Purchase Costs: — 19% in 2020; 8% in 2021; 5%+/- per year thereafter ■ Construction Costs: 4.0% Annual Growth ■ Water/Sewer: z 85 ERUs per year ■ Stormwater: z 55 ESUs per year Operating Forecast ■ Generally based on 2019 — 2020 Budget — Adjusted for inflation in future years — Taxes computed on projected revenues Pa e 5 Packet Pg. 66 Q Utility Policies (Goals) Rate analysis policy on a 3 year cycle to: Improve ability to weather financial cycles, risks and disruptions Stabilize rates over time Account for changes that are outside or control (Alderwood Rates) Account for large future projects Capital Fund Policy Meet all utility financial obligations `Pay as you go' Rate funding for replacement/maintenance give significant savings to the program. Repayment of Interest on a $10M bond at 4.5% over lifetime is approx $5.2M* Avoid deferral of fiscal maintenance responsibilities Keep intergenerational equity Target includes reserves for R&R, Cost overruns, and Emergencies Accounts for seasonal fluctuations in spending *Approx. $4.31VI in 2019 $ using 2.5%CPI (43% total project cost savings) FCS -... . FPacket -. . Solutions -Oriented Consulting Setting up policies (examples Operating Reserve Minimum cash reserve to accommodate varied revenue and expenditure timing Capital Reserve To meet emergency repairs, unanticipated capital, and project cost overruns Replacement Reserve Rate funded capital — annual basis. Funding (RRF) Equipment Reserve To fund ongoing vehicle and equipment replacement Debt Service Coverage Compliance with existing debt covenants and maintain credit worthiness for future debt needs Revenue Sufficiency Set rates to meet the total annual financial obligations of the utility and be self supporting Policy Target Water = 90; Sewer = 45-90 0 Storm/Solid Waste = 30 Days 0 1-2% of capital assets (origins c. cost) L Original Cost Depreciation; y Replacement Cost Depreciatic 21 a Estimated replacement value Target 2.0 or higher Minimum 1.25 s Rates shall be set to cover 0&I L debt service, reserves and fisc policy achievement s a Pa e 7 Packet Pg. 68 2019 Water Rates M Occf Usage r $100.00 $94.15 $94.15 $90.00 $78.87 $77.65 $so.00 $72.16 $70.00 $66.55 $65.47 $60.00 $52.73 $49.47 $50.00 $44.82 $44.69 $44.44 $41.88 $38.73 $40.00 $30.00 $20.00 $10.00 �(5 ° a`�J ado o�� °�P� 4yc, ob- �a� �r � 4�� • ` � awe °� ��. oaf � P a Pa e 8 Packet Pg. 69 s;> C a ital Needs Forecast — Water Capital Funding Strategy $21,867,000 in capital projects from 2019 - 2024 Water Mains: $20,072,000 Reservoirs: $1,795,000 0 Cash resources are expected to fully cover the projected capital costs Reflects "pay-as-you-go" (cash -only) funding philosophy Pa e 9 Packet Pg. 70 Q Water Revenue Reauirement Forecast $15.0 $12.0 C $9.0 M $6.0 $3.0 2019 2020 2021 2022 2023 2024 0&M Expenses Reserve Funding Debt Service System Reinvestment —Revenue @ Existing Rates —Revenue @ Proposed Rates Rate increases are needed to generate funding for capital needs (system reinvestment) Pa e 10 Packet Pg. 71 w 0 c 0 0 M L 4- M N CU a o: 0 r r c m a� L r d 0 a •:;> Water Financial Plan Scenarios 2016 Study Proiected 2020 2021 2022 2023 2024 Annual Water Rate Increase 4.0% 4.0% 4.0% 4.0% 4.0% Projected AWWD Rate Increase 9.9% 3.1% 5.3% 5.3% 5.3% Projected Water Purchase Costs $ Millions $2.0 $2.1 $2.2 $2.3 $2.4 Alderwood WWD rate increases are higher than previously projected Cumulative projected 2019 — 2024 increase is 63% (was 38% in 2016 Study) ($500,000) Pa e 11 Packet Pg. 72 •:;> 2019 Storm Rates $50.00 $45.00 $43.06 $40.00 $35.00 $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $24.14 1 ERU $21.78 $21.57 0 0 $19.34 $18.90 o�o\\�e NZ 6\,,-J $16.96 $16.56 Q eo 016 $13.91 $11.45 $7.26 °a �0 � J $6.89 Pa e 12 Packet Pg. 73 c 2 a a s;> C a ital Needs Forecast - Capital Costs by Year $7.0 $6.0 $5.0 c $4.0 R $3.0 $2.0 $1.0 $- 2019 2020 2021 2022 2023 2024 Stormwater Capital Funding Strategy Grants $6,900,450 Loans 26% $408,750 1% Leg. App. $515,000 2% $26,807,000 in capital projects from 2019 - 2024 1.5.a 1, 0 o Cash resources are expected to cover 99% of the projected capital costs Reflects "pay-as-you-go" (cash -only) funding philosophy L City received $545,000 loan from Snohomish County Public Works Assistance Fund Part of loan already drawn ($408,750 of proceeds remaining) E • Increases stormwater utility's annual debt service by z $33,000 Q - FCS -..13 Packet Pg. 74 GRD Solutions -Oriented Consulting [lF 1.5.a •.�) Stormwater Revenue Requirement Forecast $8.0 y $6.0 C 0 =_ $4.0 $2.0 2019 2020 2021 2022 2023 2024 ��— 0&M Expenses Reserve Funding Debt Service 6-1 System Reinvestment —Revenue @ Existing Rates — —Revenue @ Proposed Rates ... -.I =1370- -. Annual Stormwater Rate Increase 9.5% 9.5% 9.5% 4.0% 4.0% Monthly Single -Family Bill $17.18 $18.81 $20.60 $22.56 $23.46 $24.40 Tax $1.72 $1.88 $2.06 $2.26 $2.35 $2.44 Total $18.09 $20.69 $22.66 $24.82 $25.81 $26.84 Rate increases are needed to generate funding for capital needs (system reinvestment) Pa e 14 Packet Pg. 75 a L IL M a Stormwater Financial Plan Scenarios wlAo 2016 Study Proiected 2020 2021 2022 2023 2024 Annual Stormwater Rate Increase 7.0% 3.0% 3.0% 3.0% 3.0% System Reinvestment Funding ($ Thousands) $1,800 $1,950 $2,050 $2,100 $2,100 Debt Service $ Thousands $671 $670 $669 $675 $673 Compared to 2016 Study, Cumulative net cash requirement for 2020 — 2024 CIP increased by $3.1 million $1.7 million in additional system reinvestment funded from 2020 — 2024 Debt service is z $85,000 per year higher, due to $33,000 per year for new Snohomish County Public Works Assistance Fund loan $52,000 per year for 2013 Bond payment (previously included in sewer debt service) Pa e 15 Packet Pg. 76 a 0 L IL M a 19 Sewer Rates 110ccf Usaae $160.00 $144.80 $140.00 $120.00 $107.33 $100.00 $80.00 $76.06 $72 48 $70.15 $65.21 $63.27 $59.50 $59.48 $60.00 $49.44 $48.93 $48.02 $48.00 $39.10 $40.00 $20.00 \e°RI °te a� a �� °°a 0 -\"-°° D�J� P e Pa a 16 Packet Pg. 77 C 0 a� a c W a s;> C a ital Needs Forecast — SewL-lll Capital Costs by Year $12.0 — $10.0 — $8.0 - $6.0 - $4.0 $2.0 $- 2019 2020 2021 2022 2023 2024 Capital Funding Strategy Grants/Misc, $170,000 1% Other Agencie $8,801,000 210% Cash $32,320,000 —.Mai $41,291,000 in capital projects from 2019 - 2024 WWTP Projects: $18,134,000 Lake Ballinger Trunk Sewer: $6,665,000 Sewer Mains: $16,417,000 Lift Station No. 1 Study: $75,000* w D M 0 c 0 a 0 r - 0 N R C Q *Excludes $15 m replacement cost o expected to occu within 10 years L Cash resources are expected to fully cover the projected capital costs _ 0 Reflects "pay-as-you-go" (cash -only) funding philosophy - Olympic View WSD, Mountlake Terrace, Ronald WWD pay for z 49% of net WWTP costs a FC-06 - .. -17 FPacket -. 7141 J Solutions -Oriented Consulting $15.0 o $12.0 ,;'.MllX1 $6.0 $3.0 Sewer Revenue Requirement Forecast 2019 2020 2021 2022 2023 2024 0&M Expenses Reserve Funding 1.5.a 1, 0 o Debt Service 6-1 System Reinvestment —Revenue @ Existing Rates — —Revenue @ Proposed Rates Annual Sewer Rate Increase 7.0% 7.0% 7.0% 7.0% 7.0% Monthly Single -Family Bill (Per Unit) $43.65 $46.71 $49.98 $53.48 $57.22 $61.23 Tax $4.37 $4.67 $5.00 $5.35 $5.72 $6.12 Total $48.02 $51.38 $54.98 $58.83 $62.94 $67.35 Rate increases are needed to generate funding for capital needs (system reinvestment) Pa e 18 Packet Pg. 79 a L IL M a 1.5.a Sewer Financial PI narios 2019 Study ($9 Million WWTP Bond) @4.5% �r- Proposed E, —1 Proiected 2020 2021 2029 Annual Sewer Rate Increase 5.0% 5.0% 5.0% 5.0% 5.0% System Reinvestment Funding ($ Thousands) $2,700 $2,650 $2,700 $3,050 $3,350 Debt Service $ Thousands $1,551 $1,903 $2,183 $2,105 $2,122 Annual Sewer Rate Increase 5.0% 5.0% 4.5% 4.5% 4.5% System Reinvestment Funding ($ Thousands) $2,700 $2,650 $2,700 $3,000 $3,250 Debt Service $ Thousands $1,586 $1,875 $2,127 $2,048 $2,064 2016 Study Proiected 2020 2021 2022 2023 2024 Annual Sewer Rate Increase 4.0% 4.0% 4.0% 4.0% 4.0% System Reinvestment Funding ($ Thousands) $1,250 $1,500 $1,900 $2,100 $2,500 Debt Service $ Thousands $1,604 $1,605 $1,572 $1,479 $1,481 2019 — 2024 CIP is $24.5 million higher in current study than projected in 2016 study WWTP improvements ($15 m), Lake Ballinger TS ($6 m), Dayton Main Replacement from 3rd — 9t" ($3.4 m) - Rate increases reflect planned replacement of Lift Station 1 within 10 years ($15m); not included in 2016 study FCS - .. - 19 Packet Pg. 80 Solutions -Oriented Consulting Rate Model Comparison 2020 to 2029 Pay as you go Bond $9M @4.5%* Bond $9M @3.5%** 2020 2021 2022 2023 2024 2025 2026 2027 2028 ***2029 7.00% 7.00% 7.00% 7.00% 7.00% 3.00% 3.00% 3.00% 3.00% -4.97% 5.00% 5.00% 5.00% 5.00% 5.00% 4.50% 4.50% 4.00% 4.00% 2.87% 5.00% 5.00% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.14% Long term rate assumption per FCS Group (model is a long term view on market trends) Current Rate assumption per discussions with NW Municipal (Consultant City uses for Bonding) Does not factor in future large projects after LS#1 Pa e 20 Packet Pg. 81 Q 300 $265.51 250 200 150 100 50 0 )19 Total Bill — 3/4" Sinqle-Famil 10ccf $193.22 $175.43 $174.38 $158.61 $136.25 $132.38 $131.61 $129.77 $120.48 NZ c 01 lj�, to * Rates assume 10 ccf/month usage for water/sewer as applicable ** Has not had a rate adjustment in at least the past 6 years. *** 55% sewer rate increase expected per sewer comp plan and rate analysis **** 10% total increase expected in 2020 ***** 10% increases in storm rates for 2020 and 2021 $118.40 $104.72 IS FCS P..-21 Packet Pg. 82 GRD Solutions -Oriented Consulting :;: 202 300 $273.48 1 Total Bill — 3/4" Sinqle-Famil 250 $199.01 200 $180.69 150 100 50 0 $179.61 $163.37 $140.33 $140.02 Qa� J��e e�'` oa`� 5 o� �o 10ccf $135.56 $133.66 $124.09 $121.95 $107.86 W i * Rates assume 10 ccf/month usage for water/sewer as applicable * Rates assume 3% rate increases for each year after 2019 for all other jurisdictions * Edmonds rates increased per recommendations a FCS GROU Solutions -Oriented Consulti $300.00 $281.68 $250.00 $200.00 $150.00 $100.00 $50.00 ■ is C►. M ■ $204.98 $186.11 $185.00 $168.27 $147.18 $144.54 $139.63 $137.67 $127.82 $125.61 $111.10 1111 H N 0 0 0 0 M eo GQi Na * Rates assume 10 ccf/month usage for water/sewer as applicable * Rates assume 3% rate increases for each year after 2019 for all other jurisdictions * Edmonds rates increased per recommendations rrt;� Uxv u So[utions-Oriented Cons&c Packet Pg. 84 C 0 a c W E a 2 $350.00 $300.00 $250.00 $200.00 $150.00 $100.00 $50.00 )22 Total Bill — 3/4" Sinqle-Famil $290.13 10ccf $211.13 $191.70 $190.55 $173.32 $156.63 $148.88 $143.81 $141.80 $131.65 $129.38 $114.43 o �Qa�� \��e C?�J �\��o ��a�o ao�o� o1a fro�e,6 �o * Rates assume 10 ccf/month usage for water/sewer as applicable * Rates assume 3% rate increases for each year after 2019 for all other jurisdictions * Edmonds rates increased per recommendations Pa e 24 Packet Pg. 85 uestions I Discussion Pa e 25 Packet Pg. 86 Senjur Pro ec� lVarjag r (211,235) 02 �2S'g Drrta�t r�; GROUP, •:;> FCS GROUP Solutions -Oriented Consulting Packet Pg. 87 Rate Increases 2010 to 201 Water Sewer Storm 8/1/2010 7.50% 1/1/2010 0% 8/1/2010 1/1/2011 7.50% 1/1/2011 0% 1/1/2011 1/1/2012 7.50% 1/1/2012 0% 1/1/2012 1/1/2013 7.50% 1/1/2013 0% 1/1/2013 1/1/2014 9.00% 1/1/2014 9.50% 1/1/2014 1/1/2015 9.00% 1/1/2015 9.50% 1/1/2015 1/1/2016 9.00% 1/1/2016 9.50% 1/1/2016 1/1/2017 9.00% 1/1/2017 9.50% 1/1/2017 1/1/2018 9.00% 1/1/2018 9.50% 1/1/2018 1/1/2019 9.00% 1/1/2019 9.50% 1/1/2019 8.00% 8.00% 8.00% 8.00% 4.50% 4.50% 4.50% 10.00% 10.00% a 10.00% s L IL Pa e 27 Packet Pg. 88 c m E z M 2.1 City Council Agenda Item Meeting Date: 09/10/2019 Website and FTP Procedures and Usage Staff Lead: Brian Tuley, IT Supervisor Department: Information Services Preparer: Scott Passey Background/History N/A Staff Recommendation N/A Narrative Brian Tuley, IT Supervisor, will use this opportunity to brief the Finance Committee regarding procedures for using the city website and FTP (file transfer protocol) tools. Packet Pg. 89 2.2 City Council Agenda Item Meeting Date: 09/10/2019 July 2019 Monthly Financial Report Staff Lead: Dave Turley Department: Administrative Services Preparer: Sarah Mager Background/History N/A Staff Recommendation Review and move to full council on consent. Narrative July 2019 Monthly Financial Report Attachments: July Monthly Financial Report Packet Pg. 90 I 2.2.a I OF EDP � d 1)7 C. 1 $9v CITY OF EDMONDS MONTHLY BUDGETARY FINANCIAL REPORT JULY2019 Packet Pg. 91 1 I 2.2.a I Page 1 of 1 C ITY O F IDMO NDS REVENUES BY FUND - SUMMARY Fund 2019 Amended 7/31/2018 7/31/2019 Amount No. Title Budget Revenues Revenues Remaining %Receives 001 GENERAL FUND $ 45,633,544 $ 23,448,404 $ 23,534,511 $ 22,099,033 52 009 LEOFF-MEDICAL INS. RESERVE 437,980 143,012 212,500 225,480 49 011 RISK MANAGEMENT RESERVE FUND 012 CONTINGENCY RESERVE FUND 014 HISTORIC PRESERVATION GIFT FUND 017 MARSH RESTORATION & PRESERVATION FUND 018 EDMONDS HOMELESSNESS RESPONSE FUND 019 EDMONDS OPIOID RESPONSE FUND 104 DRUG ENFORCEMENT FUND 111 STREET FUND 112 COMBINED STREET CONST/IMPROVE 1 117 MUNICIPAL ARTS ACQUIS. FUND 118 MEMORIAL STREET TREE 120 HOTEL/MOTEL TAX REVENUE FUND 121 EMPLOYEE PARKING PERMIT FUND 122 YOUTH SCHOLARSHIP FUND 123 TOURISM PROMOTIONAL FUND/ARTS 125 REAL ESTATE EXCISE TAX 2 2 126 REAL ESTATE EXCISE TAXI, PARKS ACQ FUND 2 127 GIFTS CATALOG FUND 130 CEMETERY MAINTENANCE/IMPROVEMT 136 PARKSTRUST FUND 137 CEMETERY MAINTENANCE TRUST FD 138 SISTER CITY COMMISSION 140 BUSINESS IMPROVEMENT DISTRICT 211 L.LD. FUND CONTROL 231 2012 LT GO DEBT SERVICE FUND 332 PARKS CAPITAL CONSTRUCTION FUND 411 COMBINED UTILITY OPERATION 421 WATER UTILITY FUND 3 422 STORM UTILITY FUND 3 423 SEWER/WWTP UTILITY FUND 4 424 BOND RESERVE FUND 511 EQUIPMENT RENTAL FUND 512 TECHNOLOGY RENTAL FUND 617 FIREMEN'S PENSION FUND 28,210 14,582 - 28,210 0 182,400 87,694 - 182,400 0 5,230 2,632 2,500 2,730 48 556,800 306,850 280,187 276,613 50 - 250,000 - - 0 - 250,000 - - 0 'C O 165,430 41,918 7,997 157,433 5 O' d W 1,859,270 897,876 1,045,042 814,228 56 .L 7,139,933 2,115,324 1,398,679 5,741,254 20 152,647 33,354 40,385 112,262 26 to C 580 293 438 142 75 LL 98,264 43,330 50,720 47,544 52 r 26,170 12,643 13,069 13,101 50 C O 1,680 333 329 1,351 20 Cn 31,250 20,451 16,728 14,522 54 N 1,597,600 1,102,128 838,132 759,468 52 �+ 7 1,604,020 1,109,434 847,727 756,293 53 v 97,800 50,822 94,247 3,553 96 C 182,560 119,199 124,559 58,001 68 O- O 4,870 2,519 3,653 1,218 75 44,500 25,733 34,055 10,445 77 'U C 10,240 5,145 6,210 4,030 61 O C - 65,314 63,022 (63,022) 0 LL 21 12,400 - 30,668 (18,268) 247 z r 716,420 59,284 53,388 663,032 7 C O 2 2,885,649 686,400 597,692 2,287,957 21 - 83,748 82,552 (82,552) 0 10,473,626 5,109,824 5,564,200 4,909,426 53 C 5,461,148 2,692,134 3,090,910 2,370,238 57 d E 14,386,296 6,600,948 7,723,277 6,663,019 54 U to 1,995,280 640,746 625,600 1,369,680 31 Q 1,763,760 1,007,428 1,101,456 662,304 62 1,101,798 742,954 646,162 455,636 59 72,040 49,251 52,751 19,289 73 $ 98,729,395 $ 47,821,704 $ 48,183,347 $ 50,546,049 49' 9 Differences primarily due to prior year Grant Billings 2 Differences primarily due to a $418,216 deposit in total for Real Estate Excise Taxin March 2018 from the State. 3 Differences primarily due to a 9%increase in water, a 10%increase in storm, and a 1.45%decrease in water tax. 4 Differences due to contributed capital billings to WWTP partnersin 2019, as well as 9.5%increase in sewer. 1 Packet Pg. 92 1 I 2.2.a I Page 1 of 1 CITY OF EDMONDS EXPENDITURES BY FUND - SUMMARY Fund 2019 Amended 7/31/2018 7/31/2019 Amount No. Title Budget Expenditures Expenditures Remaining %Spent 001 GENERAL FUND $ 45,369,117 $ 23,760,976 $ 24,687,211 $ 20,681,906 540/ 009 LEOFF-MEDICAL INS. RESERVE 466,920 228,528 246,191 220,729 530/ 011 RISK MANAGEMENT RESERVE FUND 931,523 - - 931,523 00/ 012 CONTINGENCY RESERVE FUND 3,835,827 49,584 - 3,835,827 00/ 014 HISTORIC PRESERVATION GIFT FUND 11,200 - 5,533 5,667 490/ 018 EDMONDS HOMELESSNESS RESPONSE FUND 019 EDMONDS OPIOID RESPONSE FUND 104 DRUG ENFORCEMENT FUND 111 STREET FUND 112 COMBINED STREET CONST/IMPROVE 117 MUNICIPAL ARTS ACQUIS. FUND 120 HOTEL/MOTEL TAX REVENUE FUND 121 EMPLOYEE PARKING PERMIT FUND 122 YOUTH SCHOLARSHIP FUND 123 TOURISM PROMOTIONAL FUND/ARTS 125 REAL ESTATE EXCISE TAX 2 126 REAL ESTATE EXCISE TAX 1, PARKS ACQ FUND 127 GIFT S CATALOG FUND 130 CEMETERY MAINTENANCE/IMPROVEMT 136 PARKS TRUST FUND 138 SISTER CITY COMMISSION 140 BUSINESS IMPROVEMENT DISTRICT 5 211 L.I.D. FUND CONTROL 231 2012 LT GO DEBT SERVICE FUND 332 PARKS CAPITAL CONSTRUCTION FUND 421 WATER UTILITY FUND 422 STORM UTILITY FUND 423 SEWER/WWTP UTILITY FUND 424 BOND RESERVE FUND 511 EQUIPMENT RENTAL FUND 512 TECHNOLOGY RENTAL FUND 617 FIREMEN'S PENSION FUND 1,862 1,862 1000/ 200,000 100,000 100,000 5001 45,800 52,464 - 45,800 0°/ C 2,252,028 1,013,835 1,155,127 1,096,901 5101 Q' 6,892,395 1,972,294 579,062 6,313,333 80/ 181,880 27,624 20,708 161,172 110/ 108,934 27,001 38,237 70,697 3501 26,880 - - 26,880 00/ L+ 3,000 1,082 1,974 1,026 660/ r C 32,000 9,059 10,474 21,526 330/ 0 3,383,286 541,168 698,982 2,684,304 210/ Cn 3,872,301 349,967 651,132 3,221,169 170/ N 109,454 15,571 40,403 69,051 370/ 194,707 115,934 114,233 80,474 590/ 5,000 4,935 65 990/ C 10,500 385 3,894 6,606 CL 370/ - 53,385 46,897 (46,897) 0°/ 12,400 - 12,400 00/ _ 716,410 59,284 53,388 663,022 M 70/ C 3,997,428 259,236 104,543 3,892,885 LL 30/ >- 12,938,995 5,557,256 5,237,698 7,701,297 400/ r C 10,019,772 1,960,428 2,399,379 7,620,393 24'/ 0 17,721,484 4,987,672 6,137,559 11,583,925 350/ >, 1,991,210 640,742 625,592 1,365,618 7 310/ 2,933,431 763,093 987,949 1,945,482 r 340/ d 1,179,911 663,312 530,899 649,012 45°/ s 137,223 44,788 103,133 34,090 750/ M $ 119,582,878 $ 43,154,666 $ 44,586,992 $ 74,995,886 370/ Q 5 Business Improvement District is not included in the City Budget; activity is here for reporting purposes only. 2 Packet Pg. 93 1 I 2.2.a I Page 1 of 3 C ITY O F EDMO NDS REVENUES - GENERAL FUND 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Revenues Revenues Remaining %Received TAXES: 1 REAL PERSONAL / PROPERTY TAX 2 EMSPROPERTY TAX 3 VOTED PROPERTY TAX 4 LOCAL RETAIL SALESIUSE TAX 6 5 NATURAL GAS USE TAX 6 1/10 SALES TAX LOCAL CRIM JUST 7 ELECTRIC UTILITY TAX 8 GASUTILITY TAX 9 SOLID WASTE UTILITY TAX 10 WATERUTILITY TAX 11 SEWERUTILITYTAX 12 STORMWATER UTILITY TAX 13 T.V. CABLE UTILITY TAX 14 TELEPHONE UTILITY TAX 15 PULLTABSTAX 16 AMUSEMENT GAMES 17 LEASEHOLD EXCISE TAX LICENSES AND PERMITS: 18 FIRE PERMITS -SPECIAL USE 19 POLICE -FINGERPRINTING 20 AMUSEMENTS 21 VENDING MACHINE/CONCESSION 22 FRANCHISE AGREEMENT -COMCAST 23 FRANCHISE FEE-EDUCATION/GOVERNMENT 24 FRANCHISE AGREEMENT -VERIZON/FRONTTER 25 FRANCHISE AGREEMENT -BLACKROCK 26 OLYMPIC VIEW WATER DISTRICT FRANCHISE 27 GENERAL BUSINESS LICENSE 28 DEV SERV PERMIT SURCHARGE 29 NON-RESIDENT BUS LICENSE 30 RIGHT OF WAY FRANCHISE FEE 31 BUILDING STRUCTURE PERMITS 32 ANIMAL LICENSES 33 STREET AND CURB PERMIT 34 OTRNON-BUSLICTERMITS INTERGOVERNMENTAL: 35 DOJ 15-0404-0-1-754 - BULLET PROOF VEST 36 NCHIP GRANT 37 WA ASSOC OF SHERIFF'S TRAFFIC GRANT 38 TARGET ZERO TEAMS GRANT 39 HIGH VISIBILITY ENFORCEMENT 40 STATE GRANTS- BUDGET ONLY 41 PUD PRIVILEDGE TAX 42 DOCKSIDE DRILLS GRANT REIMBURSE 43 DEPT OF NATURAL RESOURCES 44 WA STATE TRAFFIC COMM GRANT 45 WASHINGTON STATE ARTS COMMISSION 46 SHORELINE MASTER PROGRAM DOE 47 MVET/SPECIAL DISTRIBUTION 48 TRIAL COURT IMPROVEMENT 49 AOC PRO-TEM JUDGE REIMBURSEMENT 50 CRIMINAL JUSTICE -SPECIAL PROGRAMS 51 MARIJUANA EXCISE TAX DISTRIBUTION 52 DUI - CITIES 53 LIQUOR EXCISE TAX 54 LIQUOR BOARD PROFITS 55 MISCELLANEOUS INTERLOCAL REVENUE 56 INTERLOCAL GRANTS 57 POLICE TRAINING CLASSES 58 VERDANT INTERLOCAL GRANTS 59 FIRST RESPONDERS FLEX FUND 60 DISCOVERY PROGRAMS TECHNOLOGY ACQ. $ 10,548,203 $ 5,619,986 $ 5,671,959 $ 4,876,244 540/( 4,044,220 2,153,931 2,192,914 1,851,306 540/( 500 3,327 123 377 250/( 7,825,000 4,614,605 4,772,526 3,052,474 610/( 8,100 2,652 7,053 1,047 870/( 779,500 429,758 451,929 327,571 580/c 1,691,300 1,098,482 1,094,206 597,094 650/( 626,600 442,776 408,935 217,665 650/c 350,900 206,476 203,562 147,338 580/( 1,211,800 654,072 648,289 563,511 5301( 840,900 453,564 497,359 343,541 590/( 446,300 228,581 252,515 193,785 570/( 862,100 475,562 466,103 395,997 540/( 967,200 592,511 490,940 476,260 5101( 53,500 39,163 43,406 10,094 810/( 40 - - 40 00/( 251,900 135,493 139,010 112,890 5501( 30,508,063 17,150,939 17,340,829 13,167,234 577% 250 155 60 190 240/( 450 550 340 110 760/c 6,330 5,950 4,675 1,655 740/( 50,000 4,390 26,203 23,797 520/( 713,500 513,468 504,843 208,657 710/( 41,200 24,377 24,255 16,945 590/( 106,900 54,471 49,632 57,268 460/( 14,000 7,220 - 14,000 00/( 325,100 244,463 77,912 247,188 240/( 122,200 74,525 79,053 43,148 650/( 63,400 47,855 40,119 23,281 630/( 75,900 43,650 38,100 37,800 5001( 15,000 52,816 13,460 1,540 900/( 703,600 420,566 357,796 345,804 510/( 27,500 11,014 8,317 19,183 300/( 50,000 36,021 26,830 23,170 540/( 18,500 13,575 13,303 5,197 720/( 2,333,830 1,555,067 1,264,896 1,068,934 547% 6,006 4,535 3,470 2,536 580/( 14,616 - 14,616 - 1000/( 2,285 - 2,285 - 1000/( 4,000 2,334 1,852 2,148 460/( 7,100 5,120 3,501 3,599 490/( 18,000 - - 18,000 00/( 199,500 - - 199,500 00/c - 1,455 2,805 (2,805) 00/( - 17,347 - - 00/c - 3,623 - - 00/( - - 5,000 (5,000) 00/c - - 7,165 (7,165) 00/( 13,800 8,906 9,316 4,484 680/( 16,716 12,400 12,658 4,058 760/( - 705 - - 00/( 45,600 32,213 33,546 12,054 740/( 45,000 44,380 30,096 14,904 670/( 6,000 4,575 4,434 1,566 740/( 215,000 152,009 167,210 47,790 780/( 342,000 170,954 170,475 171,525 5001( - - 2,500 (2,500) 00/( - 25,000 - - 00/c - 211 (211) 00/( 5,810 2,000 (2,000) 00/c 1,737 814 (814) 00/( - 2,190 - - 00/( 935,623 495,294 473,953 461,670 510/( O M O C c ii z r C O 2 o� O N 21 O M O 2 v c M C LL z r C O 2 7 C d E z t� M a 2019 Local Retail Sa/eslUse Tax revenues are $157,921 higher than 2018 revenues. Please also seepages pages 18 & 19. 3 Packet Pg. 94 1 Title CHARGES FOR GOODS AND SERVICES: 1 MUNICIPAL COURT CIVIL FILINGS 2 RECORD/LEGAL INSTRUMENTS 3 ATM SURCHARGE FEES 4 CREDIT CARD FEES 5 COURT RECORD SERVICES 6 D/M COURT REC SER 7 WARRANT PREPARATION FEE 8 IT TIME PAY FEE 9 MUNIC.-DIST. COURT CURR EXPEN 10 SALE MAPS & BOOKS 11 CLERKS TIME FOR SALE OF PARKING PERMITS 12 BID SUPPLIES REIMBURSEMENT 13 PHOTOCOPIES 14 POLICE DISCLOSURE REQUESTS 15 ENGINEERING FEES AND CHARGES 16 ELECTION CANDIDATE FILINGFEES 17 SNO-ISLE 18 PASSPORTS AND NATURALIZATION FEES 19 POLICE SERVICES SPECIAL EVENTS 20 CAMPUS SAFETY-EDM. SCH. DIST. 21 WOODWAY-LAW PROTECTION 22 MISCELLANEOUS POLICE SERVICES 23 FIRE DISTRICT #1 STATION BILLINGS 24 LEGAL SERVICES 25 FIRE PROTECTION & EMS FOR DUI 26 ADULT PROBATION SERVICE CHARGE 27 ELECTRONIC MONITORING 28 BOOKING FEES 29 FIRE CONSTRUCTION INSPECTION FEES 30 EMERGENCY SERVICE FEES 31 EMS TRANSPORT USER FEE 32 FLEX FUEL PAYMENTS FROM STATIONS 33 ANIMAL CONTROL SHELTER 34 ZONING/SUBDIVISION FEE 35 PLAN CHECKING FEES 36 FIRE PLAN CHECK FEES 37 PLANNING 1% INSPECTION FEE 38 S.E.P.A. REVIEW 39 CRITICAL AREA STUDY 40 DV COORDINATOR SERVICES 41 GYM AND WEIGHT ROOM FEES 42 PROGRAM FEES 43 TAXABLE RECREATION ACTIVITIES 44 WINTER MARKET REGISTRATION FEES 45 BIRD FEST REGISTRATION FEES 46 INTERFUND REIMBURSEMENT -CONTRACT SVCS 2.2.a Page 2 of 3 C ITY OF EDMO NDS REVENUES - GENERAL FUND 2019 Amended 7/31/2018 7/31/2019 Amount Budget Revenues Revenues Remaining %Received - 22 - - 00/c 3,000 3,654 2,068 933 690/( 400 248 311 89 780/( 10,000 7,439 8,785 1,215 880/( - 69 74 (74) 00/( 300 110 43 257 140/( 5,500 3,072 6,962 (1,462) 1270/( 1,000 659 822 178 820 100 66 216 (116) 2160/( 100 14 41 59 410 25,100 - - 25,100 00/( 600 - - 600 00 1,000 322 601 399 600/( 500 69 - 500 00/( 200,000 147,801 128,721 71,279 640/( - 1,486 - - 00/( 78,000 70,350 67,692 10,308 870/( 21,000 14,310 15,605 5,395 740/( 30,000 16,536 14,141 15,859 470/( 125,550 2,608 39,524 86,026 310/( 193,067 24,488 163,600 29,467 850/( 1,500 - 2 1,498 00/( 50,000 42,516 43,129 6,871 860/( - 579 1,049 (1,049) 00/( - - 117 (117) 00/c 54,000 34,327 27,299 26,701 5101( - 100 - - 00/c 400 1,011 1,878 (1,478) 4690/( 12,560 9,385 9,840 2,720 780/( 3,000 1,605 3,819 (819) 1270/( 852,100 503,256 534,096 318,004 630/( 2,500 1,968 629 1,871 250/( 50 15 100 (50) 2000/( 102,300 99,857 69,285 33,015 680/( 425,900 216,217 353,624 72,276 830/( 6,500 5,265 5,645 855 870/( 1,000 420 169 831 170/( 5,000 6,030 3,850 1,150 770/( 14,000 11,500 10,375 3,625 740/( 2,046 7,285 4,707 (2,661) 2300/( 13,000 7,886 7,058 5,942 540/( 910,740 558,175 546,625 364,115 60°/ 1,300 264 552 748 420/( 5,000 1,190 1,655 3,345 330/( 1,000 - - 1,000 00/( 2,624,792 1,333,447 1,533,870 1,090,922 580/( 5,783,905 3,135,619 3,608,581 2,175,324 627/, a 4 Packet Pg. 95 1 2.2.a Page 3 of 3 CITY OF EDMO NDS REVENUES - GENERAL FUND 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Revenues Revenues Remaining % Received FINES AND PENALTIES: 1 PROOF OF VEHICLE INS PENALTY 2 TRAFFIC INFRACTION PENALTIES 3 NC TRAFFIC INFRACTION 4 CRT COST FEE CODE LEG ASSESSMENT (LGA) 5 NON -TRAFFIC INFRACTION PENALTIES 6 OTHERINFRACTIONS'04 7 PARKING INFRACTION PENALTIES 8 PARK/INDDISZONE 9 DWI PENALTIES 10 DUI - DP ACCT 11 CRIM CNV FEE DUI 12 DUI - DP FEE 13 OTHER CRIMINAL TRAF MISDEM PEN 14 CRIMINAL TRAFFIC MISDEMEANOR 8/03 15 CRIMINAL CONVICTION FEE CT 16 CRIM CONV FEE CT 17 OTHER NON-T RAF MISDEMEANOR PEN 18 OTHER NON TRAFFIC MISD. 8/03 19 COURT DV PENALTY ASSESSMENT 20 CRIMINAL CONVICTION FEE CN 21 CRIM CONV FEE CN 22 PUBLIC DEFENSE RECOUPMENT 23 BANK CHARGE FOR CONV. DEFENDANT 24 COURT COST RECOUPMENT 25 BUS. LICENSE PERMIT PENALTY 26 MISC FINES AND PENALTIES MISCELLANEOUS: 27 INVESTMENT INTEREST 28 INTEREST ON COUNTY TAXES 29 INTEREST - COURT COLLECTIONS 30 PARKING 31 SPACE/FACILITIES RENTALS 32 BRACKET ROOM RENTAL 33 LEASESLONG-TERM 34 DONATION/CONTRIBUTION 35 PARKSDONATIONS 36 BIRD FEST CONTRIBUTIONS 37 POLICE CONTRIBUTIONS FROM PRIV SOURCES 38 FIRST RESPONDERS- PRIVATE SOURCES 39 SALE OF JUNK/SALVAGE 40 SALES OF UNCLAIM PROPERTY 41 CONFISCATED AND FORFEITED PROPERTY 42 OTHER JUDGEMENT/SETTLEMENT 43 POLICE JUDGMENTSIRESTITUTION 44 CASHIERS OVERAGES/SHORTAGES 45 OTHER MISC REVENUES 46 SMALL OVERPAYMENT 47 NSF FEES - PARKS & REC 48 NSF FEES - MUNICIPAL COURT 49 NSF FEES -POLICE 50 FLEX -PLAN SERVICES FORFEITURES 51 US BANK REBATE TRANSFERS -IN: 52 INTERFUND TRANSFER FROM FUND 012 53 INTERFUND TRANSFER FROM FUND 011 54 TRANSFER FROM FUND 127 TO TAL GENERAL FUND REVENUE 7,500 4,341 2,383 5,117 320/( 290,000 166,983 141,240 148,760 490/( 31,000 19,498 11,375 19,625 370/( 38,000 21,141 10,639 27,361 280/( 1,000 3,400 1,371 (371) 1370/( 800 594 1,120 (320) 1400/( 159,000 95,380 86,359 72,641 540/( 800 585 1,470 (670) 1840/( 6,000 3,976 5,461 539 910/( 1,000 493 302 698 300/( 200 79 48 152 240/( 1,500 1,128 1,266 234 840/( 135 96 - 135 0°/ 30,000 19,397 19,727 10,273 660/( 3,600 2,202 1,731 1,869 480/( 1,000 695 417 583 420/( 100 29 (2,792) 2,892 27920/1 13,000 8,093 12,782 218 980/( 600 387 159 441 270/( 1,600 1,006 634 966 400/( 500 289 225 275 450/( 18,500 11,949 7,785 10,715 420/( 12,000 6,964 8,515 3,485 710/( 7,000 3,887 2,816 4,184 400/( 10,000 10,260 5,150 4,850 520/( 300 265 1,208 (908) 4030/( 635,135 383,118 321,390 313,745 515% 248,160 102,445 259,134 (10,974) 1040/( 9,210 10,362 17,393 (8,183) 1890/( 3,000 5,310 5,529 (2,529) 1840/( 4,062 - - 0°/ 153,000 82,080 81,913 71,087 5401( 5,000 1,300 1,210 3,790 240/( 185,000 109,913 117,706 67,294 640/( 7,000 1,281 3,473 3,527 5001( 4,350 3,380 1,350 3,000 310/( 1,500 1,340 820 680 5501( 9,768 - 7,618 2,150 780/( - 28,000 - - 00/( 300 58 68 232 230/( 3,000 1,613 1,558 1,442 520/( 2,000 - - 2,000 00/( 2,000 - 3 1,997 00/c 200 50 399 (199) 2000/( - (82) (122) 122 00/c 2,000 308,612 7,757 (5,757) 3880/( 30 57 47 (17) 1580/( 20 - 30 (10) 15001( 300 236 108 192 360/( - 30 - - 00/( - - 370 (370) 00/( 7,500 5,585 5,348 2,152 710/( 643,338 665,633 511,712 131,626 8007, 3,835,827 49,584 - 3,835,827 0°/ 931,523 - - 931,523 00/( 26,300 13,150 13,150 13,150 500/( 4,793,650 62,734 13,150 4,780,500 00/ $ 45,633,544 $ 23,448,404 $ 23,534,511 $ 22,099,033 52 °/ O M O C M C M 21 z C O 2 0 0 N 3 O M O v c M c li z r C O 2 7 C d E z t� M a 5 Packet Pg. 96 I 2.2.a I Page 1 of 6 CITY OF EDMO NDS EXPENDITURES BY FUND - DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent GENERAL FUND EXPENDITURES (001) 1 SALARIES AND WAGES $ 16,459,498 $ 8,456,624 $ 9,227,689 $ 7,231,809 564 2 OVERTIME 488,380 393,641 483,137 5,243 990 3 HOLIDAY BUY BACK 250,491 4,268 8,449 242,042 34 4 BENEFITS 6,120,051 3,292,939 3,639,538 2,480,513 594 5 UNIFORMS 90,475 53,536 72,948 17,527 814 6 SUPPLIES 380,280 222,354 276,203 104,077 734 7 SMALL EQUIPMENT 222,379 46,739 103,934 118,445 470 8 PROFESSIONAL SERVICES 7 15,056,950 1,418,553 7,650,456 7,406,494 510 9 COMMUNICATIONS 165,556 83,335 93,998 71,558 570 10 TRAVEL 66,380 27,484 46,057 20,323 690 11 EXCISE TAXES 6,500 1,938 2,190 4,310 344 12 RENTAL/LEASE 1,842,569 1,153,088 1,078,321 764,248 594 13 INSURANCE 431,095 437,253 436,448 (5,353) 1014 14 UTILITIES 460,625 283,225 298,317 162,308 650 15 REPAIRS & MAINTENANCE 584,030 163,028 310,581 273,449 534 16 MISCELLANEOUS 479,954 213,370 251,344 228,610 524 17 INTERGOVERNMENTAL SERVICES 7 - 6,231,607 - - 04 18 INTERGOVERNMENTAL PAYMENTS 19 INTERFUND SUBSIDIES 20 LAND 21 MACHINERY/EQUIPMENT 22 CONSTRUCTION PROJECTS 23 GENERAL OBLIGATION BOND PRINCIPAL 24 OTHER INTEREST & DEBT SERVICE COSTS 25 INTEREST ON LONG-TERM EXTERNAL DEBT LEOFF-MEDICAL INS. RESERVE(009) 26 BENEFITS 27 PENSION AND DISABILITY PAYMENTS 28 PROFESSIONAL SERVICES 29 MISCELLANEOUS RIS K MANAGEMENT RES ERVE FUND (011) 30 INTERFUND SUBSIDIES C 0NTINGENCY RESERVE FUND (012) 31 INTERFUND SUBSIDIES HISTORIC PRESERVATION GIFTFUND (014) 32 SUPPLIES 33 PROFESSIONAL SERVICES 34 MISCELLANEOUS EDMONDS HOMELESSNESS RESPONSEFUND (018) 35 PROFESSIONAL SERVICES EDMONDS OPIOID RESPONSEFUND (019) 36 INTERFUND SUBSIDIES DRUG INFO RC EMENT FUND (104) 37 PROFESSIONAL SERVICES 38 REPAIR/MAINT 39 INTERGOVERNMENTAL SERVICES 75,000 403,135 75,000 - 1004 1,953,108 779,625 625,579 1,327,529 324 - 4,500 - - 04 27,042 80,159 27,042 04 10,494 - 10,494 04 183,710 183,710 04 500 - - 500 04 14,050 10,576 7,023 7,027 500 45,369,117 23,760,976 24,687,211 20,681,906 544 $ 206,650 $ 103,623 $ 86,176 $ 120,474 424 252,990 124,506 159,380 93,610 634 7,000 - 180 6,820 34 280 400 455 (175) 1630 466,920 228,528 246,191 220,729 534 $ 931,523 $ $ $ 931,523 04 931,523 931,523 04 $ 3,835,827 $ 49,584 $ $ 3,835,827 04 3,835,827 49,584 3,835,827 04 $ 100 200 10,900 $ $ 5,533 $ 100 200 5,367 04 04 514 11,200 S 5,533 5,667 494 $ 1,862 $ $ 1,862 $ - 1000 1,862 1,862 - 1004 $ 200,000 $ $ 100,000 $ 100,000 504 200,000 100,000 100,000 500 $ 45,000 800 - $ $ 52,464 - $ 45,000 800 - 04 04 04 45,800 52,464 45,800 04 O M O 2 C O C M z r C O 2 0 0 N 3 O CL d is C O liC z C O 2 7 r C d E s tt M r� a The difference for "intergovernmental services" and "professional services" is due to a change in BARS coding. 6 Packet Pg. 97 � I 2.2.a I Page 2 of 6 CITY O F EDMO NDS EXPENDITURES BY FUND - DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent STREEI'FUND (111) 1 SALARIES AND WAGES $ 795,977 $ 286,013 $ 328,247 $ 467,730 410 2 OVERTIME 35,900 13,671 33,002 2,898 920 3 BENEFITS 264,125 143,208 155,294 108,831 590 4 UNIFORMS 6,000 3,136 3,278 2,722 550 5 SUPPLIES 335,000 130,312 147,728 187,272 440 6 SMALL EQUIPMENT 20,000 375 1,416 18,584 70 7 PROFESSIONAL SERVICES 26,140 8,128 6,753 19,387 260 8 COMMUNICATIONS 4,500 3,835 4,156 344 920 9 TRAVEL 1,000 - - 1,000 04 10 RENTAL/LEASE 268,280 110,334 155,546 112,734 580 11 INSURANCE 153,881 156,645 156,514 (2,633) 1020 12 UTILITIES 276,605 142,568 145,971 130,634 530 13 REPAIRS & MAINTENANCE 52,000 13,884 15,272 36,728 290 14 MISCELLANEOUS 8,000 829 1,662 6,338 210 15 INTERGOVERNMENTAL SERVICES - 575 - - 04 16 GENERAL OBLIGATION BOND PRINCIPAL 4,040 - - 4,040 00 17 INTEREST 580 322 289 291 500 COMBINED STREETCONST/IMPROVE(112) 18 SALARIES AND WAGES 19 BENEFIT S 20 PROFESSIONAL SERVICES 21 REPAIRS & MAINTENANCE 22 INTERFUND SUBSIDIES 23 LAND 24 CONSTRUCTION PROJECTS 25 INTERGOVERNMENTAL LOANS 26 INTEREST MUNICIPAL ARTS ACQUIS. FUND (117) 27 SUPPLIES 28 SMALL EQUIPMENT 29 PROFESSIONAL SERVICES 30 TRAVEL 31 RENTAL/LEASE 32 REPAIRS & MAINTENANCE 33 MISCELLANEOUS HO TEL/MO TEL TAX REVENUE FUND (120) 34 PROFESSIONAL SERVICES 35 MISCELLANEOUS 36 INTERFUND SUBSIDIES EMPLO YEE PARIGNG PERMIT FUND (121) 37 SUPPLIES 38 PROFESSIONAL SERVICES YOUTH SCHOLARSHIP FUND (122) 39 MISCELLANEOUS TO URISM PRO MO TIO NAL FUND/ARTS (123) 40 PROFESSIONAL SERVICES 41 MISCELLANEOUS $ 2,252,028 $ 1,013,835 $ 1,155,127 $ 1,096,901 510 $ - $ 12,035 $ $ - 04 961 8,231 961 04 3,893,563 185,886 189,737 3,703,826 50 1,138,238 - 88,777 1,049,461 80 47,710 40,515 40,318 7,392 850 38,500 - - 38,500 00 1,698,873 1,650,752 185,716 1,513,157 110 72,220 72,201 72,201 19 1000 2,330 2,674 2,313 17 990 $ 6,892,395 $ 1,972,294 $ 579,062 $ 6,313,333 84 $ 4,700 $ 112 $ 533 $ 4,167 110 1,700 - - 1,700 00 166,500 24,886 17,259 149,241 100 80 9 6 74 84 2,000 - - 2,000 00 300 - - 300 04 6,600 2,617 2,910 3,690 440 $ 181,880 $ 27,624 $ 20,708 $ 161,172 110 $ 103,934 $ 25,001 $ 35,654 $ 68,280 340 1,000 - 583 417 580 4,000 2,000 2,000 2,000 500 $ 108,934 $ 27,001 $ 38,237 $ 70,697 350 $ 1,790 $ $ $ 1,790 04 25,090 25,090 04 $ 26,880 $ $ $ 26,880 00 $ 3,000 $ 1,082 $ 1,974 $ 1,026 660 $ 3,000 $ 1,082 $ 1,974 $ 1,026 665 $ 28,500 $ 7,595 $ 8,515 $ 19,985 300 3,500 1,464 1,959 1,541 560 $ 32,000 $ 9,059 $ 10,474 $ 21,526 330 F O O. d is C O c LL 21 z C O M o� 0 N 21 O O. d iC C R C M 21 z C O 2 21 7 r C d E s t� M a 7 Packet Pg. 98 I 2.2.a I Page 3 of 6 CITY O F EDMO NDS EXPENDITURES BY FUND - DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent REAL ESTATE EXCISE TAX (125) 1 SUPPLIES $ 21,000 $ 17,082 $ 37,843 $ (16,843) 1800 2 PROFESSIONAL SERVICES 586,505 46,378 101,957 484,548 170 3 RENTAL/LEASE - - 381 (381) 00 4 REPAIRS& MAINTENANCE 591,156 23,121 122,018 469,138 210 5 LAND 100,000 - - 100,000 04 6 CONSTRUCTION PROJECTS 2,084,625 454,586 436,783 1,647,842 210 $ 3,383,286 $ 541,168 $ 698,982 $ 2,684,304 210 REAL ESTATE EXCISE TAX 1, PARKS AC Q (126) 7 PROFESSIONAL SERVICES 8 REPAIRS & MAINTENANCE 9 MISCELLANEOUS 10 INTERFUND SUBSIDIES 11 LAND 12 CONSTRUCTION PROJECTS 13 GENERAL OBLIGATION BONDS 14 INTEREST GIFTS CATALOG FUND (127) 15 SUPPLIES 16 SMALL EQUIPMENT 17 PROFESSIONAL SERVICES 18 REPAIRS & MAINTENANCE 19 MISCELLANEOUS 20 INTERFUND SUBSIDIES CY EIII2YMAINTINANCFAMPROVEMENT(130) 21 SALARIES AND WAGES 22 OVERTIME 23 BENEFIT S 24 UNIFORMS 25 SUPPLIES 26 SUPPLIES PURCHASED FOR INVENTORY/RESALE 27 SMALL EQUIPMENT 28 PROFESSIONAL SERVICES 29 COMMUNICATIONS 30 TRAVEL 31 RENTAL/LEASE 32 UTILITIES 33 REPAIRS & MAINTENANCE 34 MISCELLANEOUS PARKS TRUSTFUND (136) 35 SMALL EQUIPMENT 36 INTERFUND SUBSIDIES SISTER CITY COMMISSION (138) 37 SUPPLIES 38 TRAVEL 39 MISCELLANEOUS BUSINESS IMPROVEMENTDISTRICTFUND (140) 40 SUPPLIES 41 PROFESSIONAL SERVICES 42 MISCELLANEOUS LID FUND C O NTRO L (211) 43 INTERFUND SUBSIDIES 2012 LTGO DEBT SERVIC FUND (231) 44 GENERAL OBLIGATION BOND 45 INTEREST $ 204,650 $ 69,033 $ 64,023 140,627 310 658,879 - 97,745 561,134 150 - 216,720 - - 00 133,030 15,063 14,013 119,018 110 100,000 - - 100,000 00 2,748,902 47,278 473,671 2,275,231 170 23,480 - - 23,480 04 3,360 1,873 1,680 1,680 500 $ 3,872,301 $ 349,967 $ 651,132 $ 3,221,169 17° $ 49,479 $ 2,267 $ 24,821 $ 24,658 500 15,325 - 574 14,751 40 6,500 - 6,500 04 11,250 - 1,858 9,392 170 600 154 - 600 00 26,300 13,150 13,150 13,150 500 $ 109,454 $ 15,571 $ 40,403 $ 69,051 37° $ 93,593 $ 49,515 $ 54,704 $ 38,889 580 3,500 1,960 2,873 627 820 38,909 20,889 24,855 14,054 640 1,000 - 225 775 230 7,000 15,096 1,083 5,917 150 20,000 14,393 10,463 9,537 520 - - 1,246 (1,246) 00 4,200 1,406 866 3,334 210 1,410 908 1,101 309 780 500 - - 500 00 6,260 6,790 3,652 2,608 580 3,835 2,783 2,443 1,392 640 500 - - 500 00 14,000 2,193 10,722 3,278 770 $ 194,707 $ 115,934 $ 114,233 $ 80,474 595 $ 5,000 $ $ 4,935 $ 65 990 - - - 04 $ 5,000 $ $ 4,935 $ 65 990 $ 1,500 $ 27 $ 637 $ 863 420 4,500 - 2,705 1,795 600 4,500 357 551 3,949 120 $ 10,500 $ 385 $ 3,894 $ 6,606 370 $ $ 6,892 $ 10,001 $ (10,001) 04 42,477 35,946 (35,946) 04 4,016 950 (950) 09 53,385 46,897 (46,897) 00 $ 12,400 $ $ - $ 12,400 04 $ 12,400 $ $ - $ 12,400 09 $ 609,630 $ - $ - $ 609,630 04 106,780 59,284 53,388 53,392 500 $ 716,410 $ 59,284 $ 53,388 $ 663,022 70 O O. is C O C LL z C O M CD O N 3 O CL O C O C iL .15 C O 2 7 r C d s tt to a 8 Packet Pg. 99 2.2.a Page 4 of 6 C ITY O F EDMO NDS EXPENDITURES BY FUND - DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent PARKS CONSTRUCTION FUND (332) 1 PROFESSIONAL SERVICES $ 4,760 $ 7,576 $ 12,915 $ (8,155) 2710 2 INTERFUND SUBSIDIES - 200,000 - - 09 3 CONSTRUCTION PROJECTS 3,992,668 51,660 91,627 3,901,041 24 $ 3,997,428 $ 259,236 $ 104,543 $ 3,892,885 30 WATER FUND (421) 4 SALARIES AND WAGES $ 845,003 $ 421,601 $ 464,526 $ 380,477 550 5 OVERTIME 24,000 11,486 14,586 9,414 610 6 BENEFITS 371,025 200,654 211,555 159,470 570 7 UNIFORMS 4,000 2,703 2,029 1,971 510 8 SUPPLIES 150,000 98,328 41,103 108,897 270 9 FUEL CONSUMED - 70 - - 04 10 WATER PURCHASED FOR RESALE 1,950,000 921,165 973,337 976,663 500 11 SUPPLIES PURCHASED FOR INVENTORY/RESALE 170,000 60,675 42,846 127,154 250 12 SMALL EQUIPMENT 11,000 2,094 4,856 6,144 440 13 PROFESSIONAL SERVICES 878,372 380,478 473,752 404,620 540 14 COMMUNICATIONS 30,000 15,164 16,519 13,481 550 15 TRAVEL 200 - - 200 04 16 EXCISE TAXES 8 1,649,700 230,632 896,023 753,677 540 17 RENTAL/LEASE 155,532 83,229 89,183 66,349 570 18 INSURANCE 54,423 56,738 55,096 (673) 1010 19 UTILITIES 35,310 14,333 15,817 19,493 450 20 REPAIRS& MAINTENANCE 1,603,100 16,406 30,472 1,572,628 24 21 MISCELLANEOUS 121,400 61,135 70,594 50,806 580 22 INTERGOVERNMENTAL SERVICES - 24,623 - - 00 23 INTERFUND TAXES 8 - 654,072 - - 00 24 INTERFUND SUBSIDIES 646,370 211,087 206,313 440,057 320 25 MACHINERY/EQUIPMENT 15,000 - - 15,000 04 26 CONSTRUCTION PROJECTS 3,614,690 1,946,250 1,490,076 2,124,614 410 27 GENERAL OBLIGATION BONDS 2,710 - - 2,710 00 28 REVENUE BONDS 355,740 - - 355,740 04 29 INTERGOVERNMENTAL LOANS 25,840 25,839 25,839 1 1000 30 INTEREST 225,580 118,495 113,174 112,406 500 $ 12,938,995 $ 5,557,256 $ 5,237,698 $ 7,701,297 405 STORM FUND (422) 31 SALARIES AND WAGES $ 702,584 $ 374,809 $ 401,509 $ 301,075 570 32 OVERTIME 29,000 6,607 29,373 (373) 1010 33 BENEFITS 360,829 190,857 205,612 155,217 570 34 UNIFORMS 6,500 4,821 4,872 1,628 750 35 SUPPLIES 46,000 18,816 17,193 28,807 370 36 SMALL EQUIPMENT 4,000 74 3,653 347 910 37 PROFESSIONAL SERVICES 1,711,075 357,513 614,542 1,096,533 360 38 COMMUNICATIONS 3,200 2,443 3,158 42 990 39 TRAVEL 4,300 840 - 4,300 04 40 EXCISE TAXES 8 470,100 36,833 293,022 177,078 620 41 RENTAL/LEASE 246,404 144,042 142,105 104,299 580 42 INSURANCE 125,390 178,798 127,548 (2,158) 1020 43 UTILITES 10,710 6,095 6,922 3,788 650 44 REPAIR & MAINTENANCE 439,568 9,703 10,053 429,515 24 45 MISCELLANEOUS 113,100 59,022 94,404 18,696 830 46 INTERGOVERNMENTAL SERVICES - 75,326 - - 09 47 INTERFUND TAXES AND OPERATING ASSESSMENT 8 - 228,581 - - 09 48 INTERFUND SUBSIDIES 299,487 83,159 81,819 217,668 270 49 CONSTRUCTION PROJECTS 4,987,891 84,563 268,563 4,719,328 50 50 GENERAL OBLIGATION BONDS 98,900 - - 98,900 09 51 REVENUE BONDS 173,940 - - 173,940 00 52 INTERGOVERNMENTAL LOANS 55,639 32,063 32,063 23,577 580 53 INTEREST 131,155 65,463 62,969 68,186 480 $ 10,019,772 $ 1,960,428 $ 2,399,379 $ 7,620,393 240 a 8 The difference for "interfund taxes" and "rise taxes" is due to a change in BARS coding. I Packet Pg. 100 1 I 2.2.a I Page 5 of 6 CITY O F EDMO NDS EXPENDITURES BY FUND - DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent SEWER FUND (423) 1 SALARIES AND WAGES $ 1,850,763 $ 966,951 $ 1,027,884 $ 822,879 560 2 OVERTIME 95,000 50,631 56,762 38,238 600 3 BENEFITS 815,177 437,734 445,565 369,612 550 4 UNIFORMS 9,500 5,422 5,676 3,824 600 5 SUPPLIES 417,200 163,861 156,015 261,185 370 6 FUEL CONSUMED 80,000 33,049 27,413 52,587 340 7 SUPPLIES PURCHASED FOR INV OR RESALE 4,000 - - 4,000 00 8 SMALL EQUIPMENT 50,000 29,899 8,005 41,995 160 9 PROFESSIONAL SERVICES 1,599,670 567,540 649,489 950,181 410 10 COMMUNICATIONS 43,000 23,805 24,194 18,806 560 11 TRAVEL 5,000 2,122 32 4,968 19 12 EXCISE TAXES 9 973,000 124,905 631,752 341,248 650 13 RENTAL/LEASE 313,469 179,788 207,219 106,250 660 14 INSURANCE 184,261 117,717 184,604 (343) 1000 15 UTILITIES 1,231,310 536,526 646,897 584,413 530 16 REPAIR & MAINTENANCE 695,000 246,208 231,641 463,359 330 17 MISCELLANEOUS 125,650 51,420 54,498 71,152 430 18 INTERGOVERNMENTAL SERVICES - 59,021 - - 04 19 INTERFUND TAXESAND OPERATING ASSESSMENT 9 20 INTERFUND SUBSIDIES 21 MACHINERY/EQUIPMENT 22 CONSTRUCTION PROJECTS 23 GENERAL OBLIGATION BONDS 24 REVENUE BONDS 25 INTERGOVERNMENTAL LOANS 26 INTEREST 27 OTHER INTEREST & DEBT SERVICE COSTS BOND RESERVE FUND (424) 28 REVENUE BONDS 29 INTEREST - 453,564 - - 04 2,420,671 347,117 339,196 2,081,475 140 30,000 79,862 - 30,000 00 6,300,393 309,596 1,242,944 5,057,449 200 150,050 - - 150,050 00 80,340 - - 80,340 00 172,540 157,665 157,991 14,549 920 75,490 40,585 37,239 38,251 490 - 2,683 2,543 (2,543) 00 $ 17,721,484 $ 4,987,672 $ 6,137,559 $ 11,583,925 350 $ 740,010 $ - $ - $ 740,010 04 1,251,200 640,742 625,592 625,608 500 $ 1,991,210 $ 640,742 $ 625,592 $ 1,365,618 315 9 The difference for "interfund taxes" and "excise taxes" is due to a change in BARS coding. O CL C M C LL z r C O M Cn O N 3 O Q. d i0 C M C LL z r C O 7 r C d z t� c0 a 10 Packet Pg. 101 I 2.2.a I Page 6 of 6 C ITY O F EDMO NDS EXPENDITURES BY FUND - DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent EQ UIPMENT RENTAL FUND (511) 1 SALARIES AND WAGES $ 259,309 $ 147,769 $ 151,923 $ 107,386 590 2 OVERTIME 2,000 - 8,081 (6,081) 4040 3 BENEFITS 113,207 63,091 65,999 47,208 580 4 UNIFORMS 1,000 820 1,111 (111) 1110 5 SUPPLIES 110,000 41,958 67,737 42,263 620 6 FUEL CONSUMED 1,000 - - 1,000 00 7 SUPPLIES PURCHASED FOR INVENTORY/RESALE 273,000 105,298 107,163 165,837 390 8 SMALL EQUIPMENT 58,000 5,341 1,892 56,108 30 9 PROFESSIONAL SERVICES 46,580 2,588 1,972 44,608 49 10 COMMUNICATIONS 3,000 1,261 1,339 1,661 450 11 TRAVEL 1,000 339 255 745 250 12 RENTAL/LEASE 14,120 5,465 8,004 6,116 570 13 INSURANCE 32,015 29,464 30,167 1,848 940 14 UTILITIES 14,200 8,243 9,208 4,992 650 15 REPAIRS & MAINTENANCE 60,000 19,070 13,456 46,544 220 16 MISCELLANEOUS 12,000 7,445 9,181 2,819 770 17 INTERGOVERNMENTAL SERVICES - 1,003 - - 00 18 MACHINERY/EQUIPMENT 1,933,000 323,937 510,461 1,422,539 260 $ 2,933,431 $ 763,093 $ 987,949 $ 1,945,482 345 TECHNOLOGY RENTAL FUND (512) 19 SALARIES AND WAGES $ 292,502 $ 163,074 $ 176,150 $ 116,352 600 20 OVERTIME 2,000 1,148 60 1,940 30 21 BENEFITS 97,499 54,399 59,953 37,546 610 22 SUPPLIES 5,000 3,533 2,914 2,086 580 23 SMALL EQUIPMENT 38,000 88,756 29,127 8,873 770 24 PROFESSIONAL SERVICES 210,000 162,206 7,909 202,091 40 25 COMMUNICATIONS 58,770 23,973 36,170 22,600 620 26 TRAVEL 1,500 412 359 1,141 240 27 RENTAL/LEASE 7,200 5,242 5,550 1,650 770 28 REPAIRS& MAINTENANCE 387,690 126,436 153,690 234,000 400 29 MISCELLANEOUS 5,000 9,102 1,444 3,556 290 30 MACHINERY/EQUIPMENT 74,750 25,030 57,571 17,179 770 $ 1,179,911 $ 663,312 $ 530,899 $ 649,012 455 FIR]MIEN'S PENSION FUND (617) 31 BENEFITS $ 81,596 $ 14,262 $ 10,029 $ 71,567 120 32 PENSION AND DISABILITY PAYMENTS 54,427 30,525 93,104 (38,677) 1710 33 PROFESSIONAL SERVICES 1,200 - - 1,200 0° $ 137,223 $ 44,788 $ 103,133 $ 34,090 750 TOTAL EXPENDITURE ALL FUNDS $ 119,582,878 $ 43,154,666 $ 44,586,992 $ 74,995,886 374 O O. d is C O c LL 21 z C O M o� O N 3 O CL 2 U C O C IL z C O 7 r C d z t� t0 a 11 Packet Pg. 102 2.2.a Page 1 of 1 C ITY O F EDMO NDS EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN SUMMARY 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent CITY COUNCIL OFFICE OF MAYOR HUMAN RESOURCES MUNICIPAL COURT CITY CLERK FINANCE CITY ATTORNEY NON -DEPARTMENTAL POLICE SERVICES COMMUNITY SERVICESIECONOMIC DEV DEVELOPMENT SERVICES PARKS& RECREATION PUBLIC WORKS FACILITIES MAINTENANCE Title $ 508,651 $ 235,182 $ 236,230 $ 272,421 46% 296,155 168,565 171,743 124,412 58% 590,331 242,785 309,918 280,413 52% 1,143,210 570,967 571,406 571,804 50% 697,520 380,418 419,675 277,845 60% 1,244,805 637,823 758,552 486,253 61% 889,560 483,871 510,871 378,689 57% _ 0 O CL 13,556,979 8,153,117 7,577,784 5,979,195 56% 11,728,919 6,356,315 6,779,466 4,949,453 58% 618,232 315,110 327,582 290,650 53% CM C 3,520,058 1,515,745 1,619,998 1,900,060 46% I,i 21 4,363,868 2,146,804 2,296,893 2,066,975 53% z r 3,296,100 1,575,213 1,853,142 1,442,958 56% p M 2,914,729 979,062 1,253,953 1,660,777 43% Cn $ 45,369,117 $ 23,760,976 $ 24,687,211 $ 20,681,906 54% T_ N 3 O M CITY OF EDMO NDS O EXPENDITURES - UTILITY- BY FUND IN SUMMARY to C 2019 Amended 7/31/2018 7/31/2019 Amount M C Budget Expenditures Expenditures Remaining %Spent LL WATER UTILITY FUND $ 12,938,995 $ 5,557,256 $ 5,237,698 $ 7,701,297 40% r STORM UTILITY FUND 10,019,772 1,960,428 2,399,379 7,620,393 24% 0 2 SEWER/WWTP UTILITY FUND 17,721,484 4,987,672 6,137,559 11,583,925 2' 35% BOND RESERVE FUND 1,991,210 640,742 625,592 1,365,618 7 31% ;.7 $ 42,671,461 $ 13,146,097 $ 14,400,227 $ 28,271,234 34% E z t� t0 r� a 12 Packet Pg. 103 Page 1 of 4 C ITY O F EDMO NDS EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN DEr'AIL Title 2019 Amended Budget 7/31/2018 Expenditures 7/31/2019 Expenditures Amount Remaining %Spent CITY COUNCIL SALARIES $ 171,950 $ 93,432 $ 104,297 $ 67,653 61% OVERTIME 1,000 - - 1,000 0% BENEFITS 92,751 53,839 56,765 35,986 61% SUPPLIES 2,000 884 1,482 518 74% SMALL EQUIPMENT - 15,089 342 (342) 0% PROFESSIONAL SERVICES 194,160 55,836 54,976 139,185 28% COMMUNICATIONS 3,000 1,881 3,889 (889) 130% TRAVEL 6,700 1,193 2,484 4,216 37% RENTAL/LEASE 11,586 9,497 7,112 4,474 61% REPAIRS/MAINTENANCE 500 - 121 379 24% MISCELLANEOUS 25,004 3,532 4,762 20,242 19% $ 508,651 $ 235,182 $ 236,230 $ 272,421 46% OFFICEOFMAYOR SALARIES $ 215,076 $ 122,184 $ 126,361 $ 88,715 59% BENEFITS 53,257 29,126 31,163 22,094 59% SUPPLIES 1,500 181 370 1,130 25% PROFESSIONAL SERVICES 3,000 1,943 1,660 1,340 55% COMMUNICATION 1,400 1,035 641 759 46% TRAVEL 3,000 829 2,513 487 84% RENTAL/LEASE 13,472 12,195 7,322 6,150 54% MISCELLANEOUS 5,450 1,073 1,712 3,738 31% $ 296,155 $ 168,565 $ 171,743 $ 124,412 58% HUMAN RESOURCES SALARIES $ 327,939 $ 133,857 $ 187,403 $ 140,536 57% OVERTIME - - 197 (197) 0% BENEFITS 118,229 50,896 54,041 64,188 46% SUPPLIES 12,300 1,301 2,256 10,044 18% SMALL EQUIPMENT 300 - - 300 0% PROFESSIONAL SERVICES 73,000 31,088 32,962 40,038 45% COMMUNICATIONS 700 613 702 (2) 100% TRAVEL 1,000 899 309 691 31% RENTAL/LEASE 22,947 15,760 14,420 8,527 63% REPAIR/MAINTENANCE 7,850 7,326 7,571 279 96% MISCELLANEOUS 26,066 L046 10,055 16,011 39% $ 590,331 $ 242,785 $ 309,918 $ 280,413 52% MUNIC IPAL C O URT SALARIES $ 628,961 $ 329,696 $ 345,958 $ 283,003 55% OVERTIME 800 54 1,210 (410) 151% BENEFITS 244,601 130,777 121,931 122,670 50% SUPPLIES 10,600 5,423 2,285 8,315 22% SMALL EQUIPMENT 1,000 35 5,155 (4,155) 515% PROFESSIONAL SERVICES 124,925 43,487 38,398 86,527 31% COMMUNICATIONS 3,550 1,409 1,723 1,827 49% TRAVEL 6,500 2,208 2,198 4,302 34% RENTAL/LEASE 65,251 42,140 37,415 27,836 57% REPAIR/MAINTENANCE 4,880 - 277 4,603 6% MISCELLANEOUS 25,100 15,739 14,855 10,245 59% MACHINERY/EQUIPMENT 27,042 - - 27,042 0% $ 1,143,210 $ 570,967 $ 571,406 $ 571,804 50% a 13 Packet Pg. 104 1 I 2.2.a I Page 2 of 4 C ITY O F EDMO NDS EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining '%Spent CITY C LERK SALARIES AND WAGES $ 358,349 $ 199,295 $ 213,636 $ 144,713 60% BENEFITS 151,468 87,977 96,679 54,789 64% SUPPLIES 10,240 2,055 1,944 8,296 19% SMALL EQUIPMENT 2,000 - 2,451 (451) 123% PROFESSIONAL SERVICES 42,410 12,631 13,495 28,915 32% COMMUNICATIONS 40,000 16,491 20,766 19,234 52% TRAVEL 2,000 437 465 1,535 23% RENTAL/LEASE 50,973 34,735 29,481 21,492 58% REPAIRS & MAINTENANCE 32,080 22,298 34,749 (2,669) 108% MISCELLANEOUS 8,000 4,497 6,009 1,991 75% $ 697,520 $ 380,418 $ 419,675 $ 277,845 60% FINANCE SALARIES $ 844,384 $ 420,788 $ 498,088 $ 346,296 59% OVERTIME 4,500 146 - 4,500 0% BENEFITS 268,345 134,973 173,525 94,820 65% SUPPLIES 7,350 1,632 3,205 4,145 44% SMALL EQUIPMENT 5,400 3,831 579 4,821 11% PROFESSIONAL SERVICES 14,650 109 359 14,292 2% COMMUNICATIONS 2,000 673 790 1,210 39% TRAVEL 3,100 2,599 2,055 1,045 66% RENTAL/LEASE 48,226 28,534 28,819 19,407 60% REPAIR/MAINTENANCE 38,500 41,121 42,499 (3,999) 110% MISCELLANEOUS 8,350 3,417 8,633 (283) 103% $ 1,244,805 $ 637,823 $ 758,552 $ 486,253 61% CITY ATPO RNEY PROFESSIONAL SERVICES $ 889,560 $ 483,871 $ 510,871 $ 378,689 57% $ 889,560 $ 483,871 $ 510,871 $ 378,689 57% NON -DEPARTMENTAL SALARIES $ 101,750 $ - $ - $ 101,750 0% BENEFITS -UNEMPLOYMENT 40,000 8,709 22,812 17,188 57% SUPPLIES 5,000 668 2,542 2,458 51% PROFESSIONAL SERVICES 10,666,114 266,941 6,349,206 4,316,908 60% EXCISE TAXES 6,500 1,938 2,190 4,310 34% RENTAL/LEASE 10,538 6,603 7,389 3,149 70% INSURANCE 431,095 437,253 436,448 (5,353) 101% MISCELLANEOUS 69,614 49,695 49,596 20,018 71% INTERGOVT SERVICES - 6,183,476 - - 0% ECA LOAN PAYMENT 75,000 403,135 75,000 - 100% INTERFUND SUBSIDIES 1,953,108 779,625 625,579 1,327,529 32% LAND - 4,500 - - 0% GENERAL OBLIGATION BOND 183,710 - - 183,710 0% INTEREST ON LONG-TERM DEBT 14,050 10,576 7,023 7,027 50% FISCAL AGENT FEES 500 500 0% $ 13,556,979 $ 8,153,117 $ 7,577,784 $ 5,979,195 56% a 14 Packet Pg. 105 I 2.2.a I Page 3 of 4 C ITY O F EDMO NDS EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining %Spent PO LIC E S ERVIC ES SALARIES $ 6,916,238 $ 3,660,065 $ 3,838,745 $ 3,077,493 56% OVERTIME 454,780 364,149 449,423 5,357 99% HOLIDAY BUYBACK 250,491 4,268 8,449 242,042 3% BENEFITS 2,549,180 1,437,709 1,525,316 1,023,864 60% UNIFORMS 80,250 47,269 64,163 16,087 80% SUPPLIES 86,500 47,797 63,211 23,289 73% SMALL EQUIPMENT 191,079 15,439 88,629 102,450 46% PROFESSIONAL SERVICES 141,770 64,816 125,937 15,833 89% COMMUNICATIONS 32,000 20,639 25,141 6,859 79% TRAVEL 29,310 14,344 21,875 7,435 75% RENTAL/LEASE 920,851 571,949 534,614 386,237 58% REPAIR/MAINTENANCE 15,120 5,744 3,990 11,130 26% MISCELLANEOUS 61,350 38,582 29,975 31,375 49% INTERGOVERNMENTAL SERVICES - 4,259 - - 0% MACHINERY/EQUIPMENT 59,284 0% $ 11,728,919 $ 6,356,315 $ 6,779,466 $ 4,949,453 58% COMMUNITY S ERVIC ES /EC O N DEV. SALARIES $ 261,255 $ 137,568 $ 152,443 $ 108,812 58% BENEFITS 78,283 43,275 48,253 30,030 62% SUPPLIES 7,000 6,174 6,042 958 86% SMALL EQUIPMENT 800 - - 800 0% PROFESSIONAL SERVICES 244,400 116,002 109,516 134,884 45% COMMUNICATIONS 1,490 629 871 619 58% TRAVEL 2,000 746 - 2,000 0% RENTAL/LEASE 13,004 7,103 6,669 6,335 51% REPAIR/MAINTENANCE 500 - - 500 0% MISCELLANEOUS 9,500 3,613 3,788 5,712 40% $ 618,232 $ 315,110 $ 327,582 $ 290,650 53% DEVELOPMENT SERVICES/PLANNING SALARIES $ 1,665,849 $ 865,422 $ 949,889 $ 715,960 57% OVERTIME 1,300 13,269 5,825 (4,525) 448% BENEFITS 609,831 324,317 370,439 239,392 61% UNIFORMS 500 - - 500 0% SUPPLIES 17,100 5,620 5,647 11,453 33% SMALL EQUIPMENT 6,100 5,145 624 5,476 10% PROFESSIONAL SERVICES 993,161 188,396 167,914 825,247 17% COMMUNICATIONS 16,621 4,283 5,448 11,173 33% TRAVEL 5,500 2,574 8,100 (2,600) 147% RENTAL/LEASE 143,236 90,745 83,574 59,662 58% REPAIRS & MAINTENANCE 6,800 15 596 6,204 9% MISCELLANEOUS 54,060 15,959 21,940 32,120 41% $ 3,520,058 $ 1,515,745 $ 1,619,998 $ 1,900,060 46% ENGINEERING SALARIES $ 1,720,176 $ 813,886 $ 1,009,583 $ 710,593 59% OVERTIME 8,300 4,391 3,810 4,490 46% BENEFITS 678,356 336,956 418,483 259,873 62% UNIFORMS 450 - - 450 0% SUPPLIES - - 32 (32) 0% SMALL EQUIPMENT 2,200 3,115 - 2,200 0% PROFESSIONAL SERVICES 53,840 13,892 1,604 52,236 3% COMMUNICATIONS 16,625 6,992 9,428 7,197 57% TRAVEL 600 89 585 15 98% RENTAL/LEASE 123,023 69,292 71,008 52,015 58% REPAIR/MAINTENANCE 2,600 - - 2,600 0% MISCELLANEOUS 79,450 32,053 44,717 34,733 56% $ 2,685,620 $ 1,280,665 $ 1,559,250 $ 1,126,370 58% O CL O C M C LL z r C O 2 Gn O N 21 7 O CL O U C M C li z r C O 2 7 C d E z U M rm. a 15 Packet Pg. 106 Page 4 of 4 C ITY OF EDMO NDS EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN DETAIL 2019 Amended 7/31/2018 7/31/2019 Amount Title Budget Expenditures Expenditures Remaining % Spent PARKS & REC REATIO N SALARIES $ 2,123,618 $ 1,099,871 $ 1,185,093 $ 938,525 56% OVERTIME 10,000 8,184 17,114 (7,114) 171 % BENEFITS 796,394 418,480 461,998 334,396 58% UNIFORMS 6,275 2,241 4,747 1,528 76% SUPPLIES 125,090 86,475 84,567 40,523 68% SMALL EQUIPMENT 9,500 2,835 2,639 6,861 28% PROFESSIONAL SERVICES 674,820 136,875 173,523 501,297 26% COMMUNICATIONS 30,820 18,322 12,491 18,329 41% TRAVEL 5,170 1,566 4,039 1,131 78% RENTAL/LEASE 268,539 155,146 165,807 102,732 62% PUBLIC UTILITY 175,338 104,865 110,460 64,878 63% REPAIR/MAINTENANCE 29,700 3,315 22,555 7,145 76% MISCELLANEOUS 98,110 43,880 51,860 46,250 53% INTERGOVERNMENTAL SERVICES - 43,872 - - 0% MACHINERY/EQUIPMENT - 20,875 - 0% CONST RUCT ION PROJECTS 10,494 - - 10,494 0% $ 4,363,868 $ 2,146,804 $ 2,296,893 $ 2,066,975 53% PUBLIC WORKS SALARIES OVERTIME BENEFITS SUPPLIES SMALL EQUIPMENT PROFESSIONAL SERVICES COMMUNICATIONS TRAVEL RENT AL/LEASE PUBLIC UTILITY REPAIR/MAINTENANCE MISCELLANEOUS FACILITIES MAINTENANCE SALARIES OVERTIME BENEFITS UNIFORMS SUPPLIES SMALL EQUIPMENT PROFESSIONAL SERVICES COMMUNICATIONS TRAVEL RENT AL/LEASE PUBLIC UTILITY REPAIR/MAINTENANCE MISCELLANEOUS TOTAL GENERAL FUND EXPENDITURES $ 369,334 $ 161,016 $ 171,497 $ 197,837 46% 200 - 339 (139) 169% 129,196 58,575 60,993 68,203 47% 8,600 2,061 3,267 5,333 38% 1,000 - 857 143 86% 200 58 52 148 26% 1,350 365 419 931 31% 500 - 1,427 (927) 285% 91,193 70,618 52,485 38,708 58% 3,007 1,604 1,822 1,185 61% 1,000 - - 1,000 0% 4,900 252 735 4,165 15% $ 610,480 $ 294,549 $ 293,893 $ 316,587 48% 754,619 419,545 444,695 309,924 59% 7,500 3,447 5,219 2,281 70% 310,160 177,332 197,139 113,021 64% 3,000 4,025 4,038 (1,038) 135% 87,000 62,082 99,353 (12,353) 114% 3,000 1,249 2,658 342 89% 940,940 2,608 69,985 870,955 7% 16,000 10,003 11,689 4,311 73% 1,000 - 6 994 1% 59,730 38,772 32,206 27,524 54% 282,280 176,755 186,036 96,244 66% 444,500 83,209 198,222 246,278 45% 5,000 34 2,706 2,294 54% $ 2,914,729 $ 979,062 $ 1,253,953 $ 1,660,777 43% $ 45,369,117 $ 23,760,976 $ 24,687,211 $ 20,681,906 54% O M C M C li z r C O M o� O N 21 3 O M O U C M C li z r C O 2 7 C d E z 75 M 4� a 16 Packet Pg. 107 I 2.2.a I City of Edmonds, WA Monthly Revenue Summary -General Fund 2019 General Fund Cumulative Budget Forecast Monthly Budget Forecast YTD Actuals Variance % January $ 2,295,880 $ 2,295,880 $ 2,397,678 4.43% February 5,523,107 3,227,227 4,685,465 -15.17% March 8,281,432 2,758,324 7,046,230 -14.92% April 12,089,929 3,808,497 10,236,291 -15.33% May 20,820,352 8,730,423 18,888,974 -9.28% June 23,394,651 2,574,300 21,254,387 -9.15% July 25,781,031 2,386,380 23,534,511 -8.71% August 28,594,858 2,813,827 September 30,993,453 2,398,595 October 34,197,825 3,204,372 November 43,104,777 8,906,952 December 45,663,544 2,558,767 City of Edmonds, WA Monthly Revenue Summary -Real Estate Excise Tax 2019 Real Estate Excise Tax 1 & 2 Cumulative Monthly YTD Variance Budget Forecast Budget Forecast Actuals % January $ 239,174 $ 239,174 $ 206,702 -13.58% February 426,584 187,410 316,468 -25.81% March 648,598 222,013 530,155 -18.26% April 866,924 218,326 723,280 -16.57% May 1,118,366 251,442 997,047 -10.85% June 1,392,391 274,025 1,295,229 -6.98% July 1,790,060 397,669 1,573,817 -12.08% August 2,111,970 321,910 September 2,410,481 298,511 October 2,651,152 240,672 November 2,897,726 246,573 December 3,080,000 182,274 *The monthly budget forecast columns are based on a five-year average. 17 Packet Pg. 108 1 SALES TAX SUMMARY I 2.2.a I Accommodation, $22,381 Clothing and Accessories, $155,506 Communications, $132,965 Sales Tax Analysis By Category Current Period: July 2019 Year -to -Date Total $4,772,526 Automotive Repair, Health & Personal Care, $114,253 $157,478 Amusement & Construction Trade, Recreation, $51,369 $810,989 , Business Services, Wholesale Trade,—/ -Iq $123,584 Misc Retail, $746,151 Others, $81,905 2 e, $19,970 Food Stores, $175,256 L Retail Automotive, $1,092,146 IManufacturing, $50,967 Eating & Drinking, $594,522 Annual Sales Tax Revenue 10,000,000- Em $8,406,296 8,000,000 7 395 114 $6,741,838 $6,905,122 $5,840,764 6,000,000 $4,772,526 4,000,000 2,000, 000 C 2014 2015 2016 2017 2018 YTD 2019 18 Packet Pg. 109 I 2.2.a I City of Edmonds, WA Monthly Revenue Summary -Sales and Use Tax 2019 Sales and Use Tax Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 583,740 $ 583,740 $ 665,493 14.01% February 1,326,812 743,072 1,464,443 10.37% March 1,890,823 564,012 2,088,425 10.45% April 2,418,442 527,618 2,636,953 9.04% May 3,087,512 669,070 3,384,424 9.62% June 3,695,140 607,628 4,072,013 10.20% July 4,344,323 649,183 4,772,526 9.86% August 5,056,215 711,892 September 5,734,922 678,707 October 6,438,793 703,871 November 7,175,252 736,459 December 7,825,000 649,748 Gas Utility Tax Sales and Use Tax 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC --6--- Current Year Budget � Prior Year City ofEdmonds, WA Monthly Revenue Summary -Gas Utility Tax 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 92,468 $ 92,468 $ 67,644 -26.85% February 188,382 95,914 140,257 -25.55% March 270,480 82,098 229,186 -15.27% April 338,414 67,935 300,757 -11.13% May 391,853 53,439 350,940 -10.44% June 429,417 37,564 383,777 -10.63% July 458,287 28,870 408,935 -10.77% August 482,130 23,843 September 504,337 22,207 October 530,073 25,736 November 567,790 37,717 December 626,600 58,810 Gas Utility Tax 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Current Year Budget Prior Year *The monthly budget forecast columns are based on a five-year average. O CL C M a LL t r C O O! O N 21 3 O CL O U a M a LL t r C O 7 �.i C d E z t� M 4+ r a 19 Packet Pg. 110 I 2.2.a I City of Edmonds, WA Monthly Revenue Summary -Telephone Utility Tax 2019 Telephone Utility Tax Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 90,093 $ 90,093 $ 83,102 -7.76% February 180,099 90,007 153,757 -14.63% March 261,769 81,670 220,849 -15.63% April 347,309 85,539 292,121 -15.89% May 425,673 78,364 358,213 -15.85% June 504,828 79,155 424,559 -15.90% July 580,361 7S,533 490,940 -15.41% August 657,995 77,634 September 738,345 80,350 October 815,639 77,294 November 889,278 73,638 December 967,200 77,922 Electric Utility Tax Telephone Utility Tax 1,000,000 800,000 600,000 400,000 200,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC � Current Yeaz Budget � Prior Year City of Edmonds, WA Monthly Revenue Summary -Electric Utility Tax 2019 Cumulative Monthly YTD Variance Budget Forecast Budget Forecast Actuals % January $ 180,392 $ 180,392 $ 171,454 -4.96% February 374,176 193,784 364,048 -2.71% March 542,795 168,619 526,085 -3.08% April 717,960 175,165 720,176 0.31% May 863,822 145,862 864,392 0.07% June 985,603 121,781 983,768 -0.19% July 1,101,208 11S,604 1,094,206 -0.64% August 1,212,283 111,075 September 1,323,362 111,080 October 1,439,932 116,570 November 1,562,550 122,618 December 1,691,300 128,750 Electric Utility Tax 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC -0-- Current Year Budget - Prior Year *The monthly budget forecast columns are based on a five-year average. ZD Packet Pg. 111 City of Edmonds, WA Monthly Revenue Summary -Meter Water Sales 2019 Meter Water Sales Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 742,059 $ 742,059 $ 725,472 -2.24% February 1,256,325 514,266 1,233,174 -1.84% March 1,990,166 733,842 1,973,669 -0.83% April 2,476,952 486,786 2,430,513 -1.87% May 3,203,262 726,310 3,109,907 -2.91% June 3,766,233 562,971 3,678,133 -2.34% July 4,657,894 891,661 4,614,133 -0.94% August 5,440,698 782,804 September 6,513,015 1,072,317 October 7,251,320 738,305 November 8,101,309 849,989 December 8,624,564 523,255 City of Edmonds, WA Monthly Revenue Summary -Storm Water Sales 2019 Storm Water Sales Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 322,033 $ 322,033 $ 317,727 -4.96% February 1,017,422 695,389 1,006,134 -2.71% March 1,338,925 321,503 1,323,366 -3.08% April 1,623,949 285,024 1,605,082 0.31% May 1,945,558 321,609 1,923,272 0.07% June 2,231,420 285,862 2,204,539 -0.19% July 2,553,731 322,311 2,523,469 -1.19% August 3,249,585 695,854 September 3,570,469 320,884 October 3,855,506 285,037 November 4,177,408 321,902 December 4,462,767 285,359 Storm Water Sales 4,500,000 4,000,000 3,000,000 2,500,000 1,500,000 1,000,000 500,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC —*-- Current Yeaz Budget � Prior Year *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CIL U a M C LL t C O M 21 7 7 �.i C d E z t� M 4+ a 21 Packet Pg. 112 I 2.2.a I City of Edmonds, WA Monthly Revenue Summary- Unmeter Sewer Sales 2019 Unmeter Sewer Sales Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 764,057 $ 764,057 $ 766,027 0.26% February 1,382,019 617,962 1,384,500 0.18% March 2,141,223 759,204 2,149,907 0.41% April 2,762,974 621,752 2,770,969 0.29% May 3,530,212 767,237 3,534,965 0.13% June 4,158,923 628,711 4,166,664 0.19% July 4,943,476 784,553 4,976,361 0.67% August 5,570,113 626,637 September 6,371,750 801,637 October 7,005,968 634,218 November 7,783,039 777,071 December 8,408,534 625,495 Umneter Sewer Sales 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 IF 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC � Current Year Budget - Prior Year *The monthly budget forecast columns are based on a five-year average. 22 Packet Pg. 113 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -General Fund 2019 General Fund Cumulative Monthly YTD Variance Budget Forecast Budget Forecast Actuals January $ 5,301,966 $ 5,301,966 $ 4,237,264 -20.08% February 8,095,686 2,793,720 7,405,291 -8.53% March 11,574,959 3,479,273 10,663,247 -7.88% April 15,885,291 4,310,332 13,957,552 -12.14% May 18,518,241 2,632,950 17,357,697 -6.27% June 22,703,062 4,184,822 21,172,989 -6.74% July 26,245,267 3,542,205 24,687,211 -5.94% August 30,405,016 4,159,749 September 33,808,470 3,403,454 October 36,957,132 3,148,663 November 41,278,406 4,321,274 December 45,369,117 4,090,711 Non -Departmental General Fund 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 p l JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Current Yeaz Budget �Prior Year City ofEdmonds, WA Monthly Expenditure Report -Non -Departmental 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 2,586,468 $ 2,586,468 $ 1,939,971 -25.00% February 3,013,532 427,064 2,801,406 -7.04% March 4,041,004 1,027,471 3,658,670 -9.46% April 5,661,728 1,620,724 4,478,257 -20.90% May 5,936,842 275,114 5,383,743 -9.32% June 7,529,862 1,593,020 6,729,909 -10.62% July 8,430,518 900,656 7,577,784 -10.11% August 9,710,604 1,280,086 September 10,511,285 800,681 October 11,101,008 589,723 November 12,475,676 1,374,668 December 13,556,979 1,081,303 Non -Departmental 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC �*— Current Year Budget —Rh— Prior Year *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CL O U a M a LL t r C O 7 �.i C d E t U M 4+ r� a 23 Packet Pg. 114 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -City Council 2019 City Council Cumulative Monthly YTD Variance Budget Forecast Budget Forecast Actuals January $ 33,242 $ 33,242 $ 22,406 -32.60% February 67,679 34,437 46,519 -31.27% March 108,293 40,614 82,908 -23.44% April 146,970 38,677 112,983 -23.13% May 192,734 45,764 158,489 -17.77% June 249,677 56,943 206,635 -17.24% July 291,121 41,444 236,230 -18.86% August 344,100 52,980 September 390,241 46,141 October 420,141 29,900 November 464,736 44,595 December 508,651 43,915 City of Edmonds, WA Monthly Expenditure Report -Office of Mayor 2019 Office of Mayor Cumulative Monthly YTD Variance Budget Forecast Budget Forecast Actuals January $ 24,108 $ 24,108 $ 24,303 0.81% February 49,562 25,454 47,727 -3.70% March 73,857 24,295 72,221 -2.21% April 98,624 24,767 97,904 -0.73% May 122,830 24,206 123,018 0.15% June 146,929 24,099 146,522 -0.28% July 171,908 24,979 171,743 -0.10% August 197,139 25,231 September 221,850 24,711 October 246,137 24,287 November 270,260 24,123 December 296,155 25,895 Office of Mayor 300,000.00 -0400014 250,000.00 200,000.00 150,000.00 100,000.00 50,000.00 0.00 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC --0-CurrentYeaz Budget •PriorYeaz *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CL O U a M a LL t r C O 7 7 �.i C d E t C� O 4+ a 24 Packet Pg. 115 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -Human Resources 2019 Human Resources Cumulative Budget Forecast Monthly Budget Forecast YTD Actuals Variance % January $ 46,632 $ 46,632 $ 48,901 4.87% February 97,790 51,158 81,030 -17.14% March 148,537 50,747 116,157 -21.80% April 189,740 41,203 156,727 -17.40% May 236,212 46,472 194,001 -17.87% June 282,909 46,697 289,770 2.42% July 332,296 49,387 309,918 -6.73% August 380,431 48,135 September 426,855 46,424 October 471,872 45,017 November 519,709 47,838 December 590,331 70,622 Municipal Court Human Resources 600,000 500,000 400,000 300,000 200,000 100,000 0 JAN FEB MAR APR MAX JUN JUL AUG SEP OCT NOV DEC --W-Current Yeaz Budget Prior Year City of Edmonds, WA Monthly Expenditure Report -Municipal Court 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 87,580 $ 87,580 $ 70,858 -19.09% February 182,357 94,777 140,956 -22.70% March 280,184 97,826 219,779 -21.56% April 371,181 90,997 305,139 -17.79% May 465,663 94,482 410,401 -11.87% June 556,434 90,771 481,931 -13.39% July 647,960 91,526 571,406 -11.81% August 746,132 98,173 September 839,518 93,386 October 939,927 100,409 November 1,035,295 95,368 December 1,143,210 107,915 Municipal Court 800,000 600,000 400,000 200,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC -*--Current Year Budget �PriorYear *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CL O U C M C LL t r C O 7 �.i C d E z U M 4+ r a 25 Packet Pg. 116 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -Community Services/Economic Development 2019 Community Services/Economic Development Cumulative Monthly YTD Variance Budget Forecast Budget Forecast Actuals January $ 38,544 $ 38,544 $ 39,270 1.88% February 82,051 43,507 92,749 13.04% March 130,166 48,114 132,003 1.41% April 191,996 61,831 181,514 -5.46% May 233,127 41,130 232,851 -0.12% June 277,966 44,839 270,544 -2.67% July 323,762 45,796 327,582 1.18% August 379,014 55,252 September 428,169 49,155 October 483,157 54,989 November 542,833 59,676 December 618,232 75,399 City Clerk Community Services/Economic Development 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Current Year Budget -0-- Prior Year City of Edmonds, WA Monthly Expenditure Report -City Clerk 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 65,733 $ 65,733 $ 70,355 7.03% February 122,685 56,951 128,177 4.48% March 179,342 56,657 178,301 -0.58% April 238,336 58,994 243,367 2.11% May 294,865 56,529 291,090 -1.28% June 347,441 52,576 343,911 -1.02% July 403,846 56,405 419,675 3.92% August 465,609 61,763 September 518,411 52,802 October 576,979 58,567 November 636,947 59,969 December 697,520 60,573 City Clerk 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Current Year Budget � Prior Year *The monthly budget forecast columns are based on a five-year average. a 26 Packet Pg. 117 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -Technology Rental Fund 2019 Technology Rental Fund Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 119,026 $ 119,026 $ 157,010 31.91% February 251,357 132,331 215,707 -14.18% March 324,740 73,383 320,177 -1.41% April 392,021 67,281 370,014 -5.61% May 467,013 74,992 415,102 -11.12% June 544,834 77,821 468,592 -13.99% July 636,126 91,293 530,899 -16.54% August 741,673 105,546 September 844,676 103,003 October 920,609 75,933 November 998,506 77,896 December 1,179,911 181,405 Finance Technology Rental Fund 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC � Current Yeaz Budget � Prior Year City of Edmonds, WA Monthly Expenditure Report -Finance 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 137,055 $ 137,055 $ 128,270 -6.41% February 232,763 95,708 224,119 -3.71% March 329,813 97,051 319,388 -3.16% April 427,554 97,741 418,398 -2.14% May 526,278 98,724 515,266 -2.09% June 622,509 96,231 612,381 -1.63% July 720,263 97,754 758,552 5.32% August 819,641 99,378 September 931,887 112,246 October 1,040,480 108,592 November 1,141,414 100,935 December 1,244,805 103,391 Finance 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC +Current Yeaz Budget -qw- Prior Year *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CL O U a M a LL t r C O M 21 7 �.i C d E t t� M 4+ a 27 Packet Pg. 118 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -City Attorney 2019 City Attorney Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 74,130 $ 74,130 $ 47,964 -35.30% February 148,260 74,130 126,678 -14.56% March 222,390 74,130 222,683 0.13% April 296,520 74,130 294,517 -0.68% May 370,650 74,130 366,531 -1.11% June 444,780 74,130 415,167 -6.66% July 518,910 74,130 510,871 -1.55% August 593,040 74,130 September 667,170 74,130 October 741,300 74,130 November 815,430 74,130 December 889,560 74,130 Police City Attorney 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC --b-- Current Year Budget � Prior Year City of*Edmonds, WA Monthly Expenditure Report -Police 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 920,277 $ 920,277 $ 927,983 0.84% February 1,860,808 940,531 1,815,042 -2.46% March 2,787,770 926,962 2,786,780 -0.04% April 3,724,324 936,554 3,763,317 1.05% May 4,658,355 934,031 4,729,460 1.53% June 5,621,223 962,868 5,802,457 3.22% July 6,560,289 939,066 6,779,466 3.34% August 7,489,793 929,504 September 8,432,902 943,109 October 9,480,410 1,047,508 November 10,742,210 1,261,800 December 11,728,919 986,709 Police 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC --ft- Current Year Budget � Prior Year *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CL O U C M C LL t C O 7 7 �.i C d E t U M 4+ a Z$ Packet Pg. 119 City of Edmonds, WA Monthly Expenditure Report -Development Services 2019 Development Services Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 240,077 $ 240,077 $ 212,448 -11.51% February 509,303 269,226 434,026 -14.78% March 785,478 276,175 663,134 -15.58% April 1,060,727 275,249 924,696 -12.82% May 1,359,408 298,682 1,154,831 -15.05% June 1,638,456 279,048 1,357,577 -17.14% July 1,926,415 287,958 1,619,998 -15.91% August 2,240,771 314,356 September 2,538,693 297,923 October 2,844,956 306,262 November 3,167,785 322,829 December 3,520,058 352,273 Parks & Recreation Development Services 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC --0- Current Yeaz Budget � Prior Year City ofEdmonds, WA Monthly Expenditure Report -Parks & Recreation 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance January $ 294,648 $ 294,648 $ 280,923 -4.66% February 597,710 303,062 588,578 -1.53% March 920,860 323,150 888,876 -3.47% April 1,251,978 331,118 1,209,937 -3.36% May 1,601,289 349,311 1,554,647 -2.91% June 1,948,015 346,726 1,882,379 -3.37% July 2,398,497 450,482 2,296,893 -4.24% August 2,932,285 533,787 September 3,330,718 398,433 October 3,678,533 347,815 November 3,980,987 302,454 December 4,363,868 382,881 Parks & Recreation 4,500,000 00* 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC +Current Yeaz Budget -d-- Prior Yeaz *The monthly budget forecast columns are based on a five-year average. 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O N 21 3 O CIL tC U a M C LL t r C O 7 �.i C d E t t� M 4+ r� a 29 Packet Pg. 120 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -Public Works 2019 Public Works Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 50,384 $ 50,384 $ 39,815 -20.98% February 102,273 51,889 80,023 -21.76% March 153,446 51,173 120,273 -21.62% April 204,598 51,153 161,804 -20.92% May 255,170 50,572 203,614 -20.20% June 306,227 51,057 247,950 -19.03% July 357,744 51,517 293,893 -17.85% August 407,869 50,125 September 456,744 48,874 October 506,690 49,946 November 556,681 49,991 December 610,480 53,799 Facilities Maintenance Public Works 700,000 600,000 500,000 400,000 300,000 200,000 100,000 i 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC � Current Yeaz Budget -d-- Prior Year City of Edmonds, WA Monthly Expenditure Report -Facilities Maintenance 2019 Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 228,301 $ 228,301 $ 172,786 -24.32% February 457,666 229,364 382,230 -16.48% March 700,969 243,303 576,136 -17.81% April 931,712 230,743 768,024 -17.57% May 1,165,903 234,191 954,705 -18.11% June 1,378,275 212,372 1,086,185 -21.19% July 1,646,299 268,024 1,253,953 -23.83% August 1,872,892 226,592 September 2,123,872 250,981 October 2,374,954 251,082 November 2,628,848 253,894 December 2,914,729 285,881 Facilities Maintenance 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC -*--Current Year Budget � Prior Year *The monthly budget forecast columns are based on a five-year average. O CL C C LL t r C O O! O tV 21 3 O CL O U a M a LL t r C O M 21 7 �.i C d 1= t t� a+ a 30 Packet Pg. 121 I 2.2.a I City of Edmonds, WA Monthly Expenditure Report -Engineering 2019 Engineering Cumulative Monthly Budget Forecast Budget Forecast YTD Actuals Variance % January $ 199,012 $ 199,012 $ 211,009 6.03% February 397,302 198,290 416,031 4.71% March 613,115 215,813 625,938 2.09% April 835,389 222,274 840,970 0.67% May 1,053,506 218,118 1,085,050 2.99% June 1,284,814 231,308 1,299,672 1.16% July 1,508,283 223,469 1,559,250 3.38% August 1,747,325 239,041 September 1,974,318 226,993 October 2,206,759 232,441 November 2,431,557 224,798 December 2,685,620 254,063 Engine a ring 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC � Current Year Budget Prior Year *The monthly budget forecast columns are based on a five-year average. O CL C C LL t r C O O! O N 3 O CL O U a M a LL z r C O 7 r C d z t� co a 31 Packet Pg. 122 I 2.2.a I INVESTMENT PORTFOLIO SUMMARY City of Edmonds Investment Portfolio Detail As of July 31, 2019 Years Agency/ Investment Purchase to Par Market Maturity Coupon Issuer Type Price Maturity Value Value Date Rate FNMA Bonds 988,720 0.16 1,000,000 998,918 09/27/19 1.50% FHLMC Bonds 995,970 0.17 1,000,000 998,414 10/02/19 1.25% FNMA Bonds 1,994,310 0.24 2,000,000 1,996,078 10/28/19 1.35% FNMA Bonds 997,300 0.67 1,000,000 994,652 03/30/20 1.38% FHLB Bonds 2,003,780 0.67 2,000,000 1,990,928 03/30/20 1.45% FNMA Bonds 2,000,000 0.67 2,000,000 1,994,406 03/30/20 1.65% FHLMC Bonds 2,003,868 0.75 2,000,000 1,989,040 04/28/20 1.35% FNMA Bonds 1,000,000 0.92 1,000,000 995,176 06/30/20 1.38% FNMA Bonds 1,000,000 0.92 1,000,000 995,176 06/30/20 1.38% FHLB Bonds 3,000,000 0.95 3,000,000 2,975,850 07/13/20 1.20% RFCS Bonds 1,999,698 0.96 2,120,000 2,077,941 07/15/20 1.60% FHLB Bonds 2,000,000 1.00 2,000,000 1,994,436 07/30/20 1.75% FNMA Bonds 1,000,000 1.08 1,000,000 993,225 08/28/20 1.40% FNMA Bonds 1,000,000 1.08 1,000,000 993,225 08/28/20 1.40% FHLMC Bonds 999,500 1.42 1,000,000 993,148 12/30/20 1.75% FNMA Bonds 2,005,474 1.47 2,000,000 1,987,856 01/19/21 1.50% FM Bonds 2,000,000 1.67 2,000,000 1,996,438 04/01/21 1.87% First Financial CD 3,000,000 1.70 3,000,000 3,000,000 04/10/21 2.86% FHLB Bonds 2,000,000 1.90 2,000,000 2,000,028 06/22/21 2.18% FFCB Bonds 968,940 2.12 1,000,000 995,836 09/13/21 1.73% FHLMC Bonds 2,000,000 2.33 2,000,000 2,000,102 11/26/21 2.13% FHLMC Bonds 999,400 2.42 1,000,000 999,995 12/30/21 2.00% FHLMC Bonds 1,000,000 2.58 1,000,000 1,000,106 02/25/22 2.15% FFCB Bonds 1,998,548 2.87 2,000,000 1,997,556 06/14/22 1.88% FHLB Bonds 1,999,652 3.18 2,000,000 1,995,788 10/04/22 2.26% First Financial CD 2,803,516 4.30 2,803,516 2,803,516 11/15/23 2.10% TOTAL SECURITIES 43,758,677 1.47 43,923,516 43,757,834 Washington State Local Gov't Investment Pool TOTAL PORTFOLIO FM, 5%—/ Issuer Diversification First Financial - CD, 13% FNMA, 27% RFCS, 5% F18M 18% FHLB, 25% 20,320,333 20,320,333 Demand 2.48% $ 64,243,849 $ 64,078,167 Cash and Investment Balances (in $ Millions) Checki ng, Ik 1.6,2% State LGIP, Bonds,$20.3 , 31% $38.1, 58% CD's, $5.8, 9% 32 Packet Pg. 123 1 I 2.2.a I INVESTMENT PORTFOLIO SUMMARY Annual Interest Income $1,000,000 917,754 $800,000 $653,690 $600,000 $423,816 $400,000 335 926 $200,000 163 214 IL 2015 2017 2018 YTD 2019 2.8 % 2.5 % 2.3 % 2.0 % 1.8 % 1.5 % 1.3 % 1.0 % 0.8 % 0.5 % 0.3 % 0.0 % Edmonds Rate of Return Compared to Benchmark (Rolling 12 months) — - - 6 Month Treasury Rate (Benchmark) City Blended Rate August October December February April June $20,000,000 $15, 000,000 $10, 000,000 $ 5,000, 000 Maturity Distribution and Rate of Return 0-6 Mo 6-12 M o 12-18 M o 18-24 M o 24-30 M o 30-36 M o 36-42 M o 42-48 M o 48-54 M o 54-60 M o 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% a 33 Packet Pg. 124 2.2.a GENERAL FUND OVERVIEW FUND BALANCES CHANGE IN FUND BALANCES GENERAL FUND & SUBFUNDS ---- ACTUAL ---- ---- ACTUAL ---- 12/31 /2018 6/30/2019 7/31 /2019 Q2 YTD 001-General Fund $ 11,233,279 $ 11,314,677 $ 10,080,579 $ 81,398 $ (1,152,70( 009-Leoff-Medical Ins. Reserve 333,446 322,893 299,755 (10,553) (33,69 �E 011-Risk Management Reserve Fund 929,909 929,909 929,909 - - Q. 012-Contingency Reserve Fund 5,564,259 5,564,259 5,564,259 - - a� 014-Historic Preservation Gift Fund 12,607 9,574 9,574 (3,033) (3,03: •6 016-Building Maintenance 210,221 210,221 210,221 - - 017 - Marsh Restoration & Preservation 309,179 589,366 589,366 280,187 280,18, c ii 018 -Edmonds Homelessness Response 225,443 223,581 223,581 (1,862) (1,86. 019 - Edmonds Opioid Response 250,000 150,000 150,000 (100,000) (100,00( c Total General Fund & Subfunds $ 19,068,343 $ 19,314,480 $ 18,057,244 $ 246,137 $ (1,011,091 rn 0 N *$2,000,000 of the General Fund Balance has been assigned by management for the development of Civic Field. 3 0 a a� 76 General Fund & Subfunds U c 21 ii 21 18 15 ■ General Fund c g 12 &Subfunds 3 c $17.07 $17.31 $16.06 ■ Civic Field 9 15 a0i 6 E t v 3 coo $ 2.00 Q Dec 2018 June 2019 July 2019 *Please note that these revenues and expenses occur within annual cycles. This Interim Report is not adjusted for accruals or those annual cycles. 34 Packet Pg. 125 2.2.a GOVERNMENTAL FUNDS OVERVIEW CHANGE IN FUND FUND BALANCES BALANCES GOVERNMENTAL ---- ACTUAL ---- ---- ACTUAL ---- FUNDS 12/31 /2018 6/30/2019 7/31 /2019 Q2 YTD General Fund & Subfunds $ 19,068,343 $ 19,314,480 $ 18,057,244 $ 246,137 $ (1,011,09f Special Revenue 9,524,488 10,488,603 10,743,423 964,115 1,218,93E Debt Service 12 18,894 30,680 18,882 30,66E Capital Projects 2,209,542 2,751,230 2,702,691 541,688 493,14E o Total Governmental Funds $ 30,802,385 $ 32,573,207 $ 31,534,038 $ 1,770,822 $ 731,65< 76 U c c� c ii 21 t c 0 Governmental Fund Balances -By Fund Group Governmental Fund Balances - a 21 $19.07 $19.31 18 15 c 12 9 6 3 Combined 0 N 2, 35 .� $32.57 30.80 $31.53 � $18.06 30 0 General a) Fund & W Subfunds 25 to v c Special ca Revenue y c 20 C --■ $10.74 t Debt 15 c Service 0 2 10 — , --A—Capital Projects +� $2.70 t $2.75 �C 5 d v $0.00 $0.02 $0.03 r Dec 2018 June 2019 July 2019 Dec 2018 June 2019 July 2019 Q *Please note that these revenues and expenses occur within annual cycles. This Interim Report is not adjusted for accruals or those annual cycles. 35 Packet Pg. 126 1 SPECIAL REVENUE FUNDS OVERVIEW I 2.2.a I GOVERNMENTAL SPECIAL REVENUE 104 - Drug Enforcement Fund 111 - Street Fund 112 - Combined Street Const/Improve 117 - Municipal Arts Acquis. Fund 118 - Memorial Street Tree 120 - Hotel/Motel Tax Revenue Fund 121 -Employee Parking Permit Fund 122 - Youth Scholarship Fund 123 -Tourism Promotional Fund/Arts 125 - Real Estate Tax 2 * 126 - Real Estate Excise Tax 1 127 - Gifts Catalog Fund 130 - Cemetery Maintenance/Improvement 136 - Parks Trust Fund 137 - Cemetery Maintenance Trust Fund 138 - Sister City Commission 140 -Business Improvement Disrict Total Special Revenue FUND BALANCES ---- ACTUAL ---- CHANGE IN FUND BALANCE; $ - $ 6,565 $ 7,997 $ 1,343,330 1,243,561 1,233,245 859,216 1,405,820 1,678,832 570,633 591,680 590,310 18,900 19,221 19,338 89,939 94,736 102,422 77,046 88,945 90,115 15,029 13,525 13,384 70,585 76,252 76,839 2,230,820 2,405,008 2,369,970 2,562,524 2,748,695 2,759,120 295,225 344,428 349,069 212,776 223,805 223,102 160,607 158,360 159,325 985,657 1,011,683 1,019,712 8,102 10,930 10,419 24,099 45,389 40,224 $ 9,524,488 $ 10,488,603 $ 10,743,423 $ ACTUAL 6,565 $ (99,769) 546,604 21,047 321 4,797 11,899 (1,504) 5,667 174,188 186,171 49,203 11,029 (2,247) 26,026 2,828 21,290 964,115 $ *$200,000 of the fund balance in Fund 125 has been reserved for Marsh Restoration Funding Special Revenue Funds 12 10 8 c 0 6 $9.52 $10.49 $10.74 4 2 Dec 2018 June 2019 July 2019 7,99- (110,08! 819,61( 19,67- 43t 12,48: 13,06E o (1,64t 6,25, 139115( 196,59E 53,84, LL 10,32( >, (1,28, 34,05! o 2,31' 2 16,12! o 1,218,93! C, 0 a a� 76 U c c� c ii , t c 0 a , ■ Special Revenue m E *Please note that these revenues and expenses occur within annual cycles. This Interim Report is not adjusted for accruals or those annual cycles. Q 36 Packet Pg. 127 ENTERPRISE FUNDS OVERVIEW I 2.2.a I ENTERPRISE FUNDS 421 -Water Utility Fund 422 - Storm Utility Fund 423 - Sewer/WWTP Utility Fund 424 - Bond Reserve Fund 411 -Combined Utility Operation Total Enterprise Funds FUND BALANCES ---- ACTUAL ---- $ 21,205,815 $ 21,017,1 17 $ 21,532,318 $ 11,913,623 12,584,873 12,605,155 45,890,098 47,854,852 47,475,816 843,961 843,968 843,969 - 71,548 82,552 $ 79,853,497 $ 82,372,358 $ 82,539,810 $ CHANGE IN FUND ---- ACTUAL ---- (188,698) $ 671,250 1,964,754 7 71,548 2,518,861 $ *$250,000 of the Storm Utility Fund Balance has been reserved for Marsh Restoration Funding 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 - 20,000,000 15,000,000 10,000,000 5,000, 000 0 Enterprise and Agency Fund Balances as of July 31, 2019 Combined Utility Water Storm Sewer/WWTP 326,50. 691,53. 1,585,711 2 82,55: 2,686,31: 0 a� 76 U c c� c ii 21 c 0 a rn 0 N , O a� _ R v c — ca c ii 21 — c 0 , $167,316 Bond Reserve Firemen's Pension aa) Fund E v O r r Q *Please note that these revenues and expenses occur within annual cycles. This Interim Report is not adjusted for accruals or those annual cycles. 37 Packet Pg. 128 SUMMARY OVERVIEW I 2.2.a I CITY-WIDE Governmental Funds Enterprise Funds Internal Services Fund Agency Funds Total City-wide Total FUND BALANCES ---- ACTUAL ---- 12/31 /2018 6/30/2019 7/31 /2019 $ 30,802,385 $ 32,573,207 $ 31,534,038 $ 79,853,497 82,372,358 82,539,810 10,175,943 10,335,021 10,404,713 217,698 171,858 167,316 $121,049,523 $125,452,444 $124,645,877 $ CHANGE IN FUND BALANCES ---- ACTUAL ---- Q2 YTD 1,770,822 $ 731,65: 2,518,861 2,686,31 < 159,078 228,77( (45,840) (50,38� 4,402,921 $ 3,596,35z C rL m c M c Governmental Fund Balances (Excluding General Fund) as of July 31, 2019 ii Drug Enforcement Fund Street Fund Combined Street Const/Improve Fund Municipal Arts Acquis. Fund Memorial Street Fund Hotel/Motel Tax Revenue Fund Employee Parking Permit Fund Youth Scholarship Fund Tourism Promotional Fund/Arts Real Estate Excise Tax 2 Real Estate Excise Tax 1, Parks Acq Gifts Catalog Fund Cemetery Maintenance/Improvement Parks Trust Fund Cemetery Maintenance Trust Fund Sister City Commission Business Improvement District L.I.D. Fund Control Parks Capital Construction Fund z $7,997 c $1,2 3,245 O *0,31 $1,67 3,832 0 N$19,338$102,4 2 $90,115 rL $13,384 $76,839 $ 369,970 $2, 59,120 iILL$ 4 9,069 25 $2,7 2,691$ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 *Please note that these revenues and expenses occur within annual cycles. This Interim Report is not adjusted for accruals or those annual cycles. 38 Packet Pg. 129 INTERNAL SERVICE FUNDS OVERVIEW I 2.2.a I INTERNAL SERVICE FUNDS 511 - Equipment Rental Fund 512 -Technology Rental Fund Total Internal Service Funds 12,000,000 10,000,000 $9,552,485 6,000, 000 4,000, 000 2,000, 000 623,458 Dec 2018 FUND BALANCES ---- ACTUAL ---- 12/31 /2018 6/30/2019 7/31 /2019 $ 9,552,485 $ 9,627,633 $ 9,665,992 $ 623,458 707,388 738,721 $ 10,175,943 $ 10,335,021 $ 10,404,713 1 $ Internal Service Fund Balances $9,627,633 $9,665,992 June 2019 July 2019 CHANGE IN FUND BALANCES ---- ACTUAL ---- Q2 YTD 75,148 $ 113,50" a 83,930 115,26: a� 76 159,078 $ 228,77( c c� c ii 21 t c O 0 N , 7 7 O a� 76 v c ■ 511-Equipment Rental Fund c ii ■ 512-Technology Rental Fund >, t c O a , c m E t U M r r Q *Please note that these revenues and expenses occur within annual cycles. This Interim Report is not adjusted for accruals or those annual cycles. 39 Packet Pg. 130 2.3 City Council Agenda Item Meeting Date: 09/10/2019 EPFD Financial Update Staff Lead: Scott James Department: Administrative Services Preparer: Scott James Background/History The City of Edmonds and the Edmonds Public Facilities District (EPFD) have entered into a Contingent Loan Agreement (CLA). Section 5.4 (2) of the CLA calls for the EPFD to present a quarterly Financial Update Presentation to Council Finance Committee. Staff Recommendation Narrative Staff of the EFPD will present their quarterly financial report to Council Finance Committee. Attachments: ECA_EPFD Presentation_ECC September_2019 Packet Pg. 131 2.3.a Edmonds Public Facilities District/ Edmonds Center for the Arts Presentation to Edmonds City Council Finance Committee City Hall Tuesday - September 101", 2019 — 7:00PM Documents: 1. Final 2018 Financial - Operating/Non-Operating Report 2. Summary June 2019 - Operating/Non-Operating Report 3. Final Five Year — Strategic Business Plan Narrative 2018 4. Committee Strategic Business Plan Matrix Example a. Facilities & Operations Committee Packet Pg. 132 2.3.a Return to Top Edmonds Public Facilities District Statement of Revenue, Expenses and Changes in Net Position For the Twelve Month Period Ending December 31, 2018 CL 3 % of 12/31/2018 12/31/2017 Difference Budget2018 Budget2018 EPFD/ECA OPERATING PERFORMANCE Operating Revenues: $ 2,639,431 $ 2,544,419 $ 95,012 $ 2,664,500 98.96% LL Operating Expenses: $ 2,636,071 $ ,671,946 $ 35,875 $ 2,664,500 98.18% 0 Operating Income (Loss) $ 3,360 $ ,527) $ 130,887 $ - - w rn EPFD/ECA NON-OPERATIN NC 0 Cq NI Non -Operating Revenues: $ 1,288,455 In 588,611 $ 751,200 171.52% Non -Operating Expenses: $ 1W8,490 ILAW 846,646 $ (61,844) $ (776,606) -116.98% E Non -Operating Income (Loss)* $ 33W5 $ (146,802) $ 526,767 $ (25,406) d 07 U U EPFD/ECA SO TED FIRML PERFORMANCE w I TOTAL NET INCOME (LOSS) 83,325 $ (274,329) $ 657,654 $ (25,406) C BEGINNING NET POSITION $ 2, 130 $ 3,297,736 END OF PERIOD NET POSITION" ,352,455 $ 3,023,408 <400 d L *Non -Operating Income (Loss) includes Depreciation d in **END OF PERIOD NET POSITION includes Depreciation LL Packet Pg. 133 2.3.a Operating Revenues: Ticket Sales and Fees Rentals Education and Outreach Concessions Contributions Advertising Historic Facility Preservation Fee Total Operating Revenue Operating Expenses: Artist Presentations and Theatre Rentals Advertising and Marketing Education and Outreach Development Payroll, Taxes and Employee Benefits Facilities Maintenance and Utilities Contracted Services Supplies and Other Operating Expenses Total Operating Expenses Operating Income (Loss) Non -operating Revenue and (Expenses): Intergovernmental Revenue* Grant Revenue Interest Expense Interest Earned Loss/Gain on Stock Realized Depreciation** Non -Operating Income (Loss) TOTAL NET INCOME (LOSS) BEGINNING NET POSITION Edmonds Public Facilities District Statement of Revenue, Expenses and Changes in Net Position For the Twelve Month Period Ending December 31, 2018 % of 12/31/2018 12/31/2017 Difference Budget2018 Budget2018 $ 659,650 $ 735,515 (75,865) $ 775,000 85.12% 609,214 599,137 10,077 600,000 101.54% 44,874 41,547 3,327 62,000 72.38% 137,065 139,166 (2,101) 147,500 92.93% 1,124,503 951,099 173,404 1,015,000 110.79% 14,200 44,200 (30,000) 65,000 21.85% 49,925 33,755 16,170 - $ 2,639,431 $ 2,544,419 $ 95,012 $ 2,664,500 99.06% $ 527,224 $ 561,670 34,446 $ 557,000 94.65% 33,111 45,414 $ 12,303 23,000 143.96% 69,469 231,216 $ 747 15,000 32.31% 98,789 941 $ 8) 62,000 159.34% 168,055 (6 , 92,000 182.67% 1,308,002 167,706 14,273 249,442 1, 0 1 7 $ 41 241, (95,1 ) 3 (7,578) 1,290,000 165,000 12,500 248,000 101.40% 101.64% 114.18% 100.58% $ 2,636,071 $ 671,9 35,875 $ 2,664,500 98.93% $ 7) 130,887 $ - - Z87,94 671,982 $ 115,963 $ 750,000 105.06% 25,110 468,199) (214,971) (93,696) (188,488) 163.76% 7, 2,752 4,449 1,200 600.08% (42 575 (997) (599,401) (632,250) 32,849 (588,118) 101.92% $ 383,325 $ (274,329) $ 657,654 $ (25,406) $ 2,969,130 $ 3,297,736 END OF Period NET POSITION $ 3,352,455 $ 3,023,408 Note that Twelve Months = 100% of the year Difference due to rounding ' Adjustment made FY18for FY17$28,939(FY2015)/additional revfrom sales tax "Difference prior year adjustment in Jan Z017 for 2016 of 48,suo Depreciation perAoaltors d R Q R C fC C LL ILL a LU O N �I d E O r Q d U U LU I C O R C O N d a LL IL LU I a CU LU C d E t V R a Packet Pg. 134 2.3.a Return to Top Edmonds Public Facilities District Statement of Revenue, Expenses and Changes in Net Position For the Six Month Period Ending June 30, 2019 % of 6/30/2019 6/30/2018 Difference Budget2019 Budget2019 EPFD/ECA OPERATING PERFORMANCE Operating Revenues: $ 1,416,088 $ 1,510,569 $ (94,480) $ 2,762,000 51.27% Operating Expenses: $ 1,433,224 $ 1,356,950 $ (76,275) $ 2,762,000 51.89% Operating Income (Loss) $ (17,136) $ 153,619 $ (170,755) $ - - EPFD/ECA NON -OPERATING PERFORMANCE Non -Operating Revenues: $ 411,888 $ 731,726 $ 25,056 $ 1,018,000 40.46% Non -Operating Expenses: $ (402,661) $ (397,537) $ (350,018) $ (802,000) 50.21% Non -Operating Income (Loss) $ 9,228 $ 334,189 $ (324,961) $ 216,000 EPFD/ECA CONSOLIDATED FINANCIAL PERFORMANCE TOTAL NET INCOME (LOSS) $ (7,909) $ 487,808 $ (495,717) $ 216,000 BEGINNING NET POSITION $ 3,352,455 $ 2,969,130 END OF Period NET POSITION $ 3,344,545 $ 3,456,938 Udterence due to rounding Packet Pg. 135 Return To Top 2.3.a EDMONDS CENTERFORTHEARTS EDMONDS PUBLIC FACILITIES DISTRICT STRATEGIC BUSINESS PLAN �111fiaa�i E, mmnds Public Facilities District � ADOPTED DECEMBER 8, 2018 eca (r edmonds center for the arts m iL c IL w Packet Pg. 136 2.3.a "The aim of art is to represent not the outward appearance of things, but rather their inward significance." -Aristotle "Strive not to be a success, but rather to be of value." -Albert Einstein OM-1 2 Packet Pg. 137 2.3.a A LETTER FROM OUR BOARD CHAIRS It has been said that art enables us to find ourselves and lose ourselves at the same time. Historically art is also one of the most important elements of a civilization that defines it through the ages. Art can tell us what is going on in the world, it can help us understand what is going on in the world, and art can also provide us with a welcome escape from what is going on in the world. In 2001 a small group of residents came together and asked themselves, "What if?" "What if we built a world -class performing arts venue, right here in Edmonds? What if the venue served the community as a gathering place and a centerpiece for the performing arts?" As people in Edmonds frequently do, they took action and turned that question into a vision and that vision into a reality. In 2005 they broke ground on the renovation and in January of 2007 hosted their first presentation on the new ECA stage and introduced the community to seven -time Grammy winner Al Jarreau. Today, we are proud of the reputation we have earned as a regional center and national model for the performing arts. From day -one, we have existed to entertain, inform, inspire, engage and challenge. We embody and celebrate the values of creativity, expression, risk, inclusion, diversity and excellence We look far and wide to assemble a global roster of both rising artists and established masters. We present and create programming of the highest standards to both nurture existing artists and audiences and to help develop the next generation of those who perform, those who appreciate and those who support the performing arts. That is who we are and who we have been. It is also true in nature, in business, and in the arts that if you do not continue to evolve, you will fail. It is now time for ECA to look once again to the future and plan for what this organization needs to become. In 2012 we created a strategic business plan to guide us through the subsequent five years. This new plan builds on that foundation and will guide us into the next chapter of our future. To develop this plan, we looked at data —lots of data. We also listened to input from more than 2,500 residents. However, a plan is just a road map and as with any journey you must course correct based on changing conditions or new information. We, too, will adjust this plan each year as we move forward. We encourage you to join us in building the future of Edmonds enter for the Arts. Become a volunteer. Host your own event here at ECA. Become a sponsor or a donor. Lend us your talents on a committee or the board. Or simply come and enjoy one of our amazing performances. All are welcome. Mike Popke President Edmonds Public Facilities District Alan Lawrence President Edmonds Center for the Arts 3 Packet Pg. 138 2.3.a EDMONDS CENTER FOR THE ARTS / EDMONDS PUBLIC FACILITIES DISTRICT MISSION, VISION AND VALUES Vision Statement: A vibrant community in which the performing arts are woven into our daily lives and valued for their power to entertain, educate and inspire. Mission Statement: Values: To celebrate the performing arts, strengthen and inspire our community, and steward the development and creative use of the ECA campus. Creativity: Reflect the inspired creativity of our arts programs in every aspect of our organization. Quality: Commit to quality in all our programs and throughout our organization. Partnership: Seek opportunities for greater impact by leveraging mutually beneficial relationships with diverse partners. Service: Strengthen our relationships by providing superior service to artists, patrons, clients and partners. Diversity: Mirror the diversity of our regional community in our programs and services, and in our Organization. Stewardship: Foster the growth and success of our artists, clients, partners, staff members, board members and volunteers. Transparency: Articulate and frequently communicate goals, strategies, successes and challenges to our stakeholders. Accountability: Operate in a fiscally sound and responsible manner, and hold ourselves accountable for living our core values and for achieving our mission and vision. Edmonds Center for the Arts / Edmonds Public Facilities District is grateful to host our performances, programs and activities on the culture -rich indigenous lands of the Coast Salish people. Our staff members, boards and volunteers are committed to working with local tribes to acknowledge and honor their ancestral lands. 11 Packet Pg. 139 2.3.a TABLE OF CONTENTS I. Introduction 6 • Organizational Structure 6 • Operating Revenues and Expenses 7 • Non -Operating Revenues and Expenses 7 • ECA by The Numbers 8 • Home to Local and Regional Arts Groups 8 II. About This Document 9 • Plan Purpose 9 • Plan Creation 9 • Stakeholder and Community Engagement 9 Q. • Board Involvement 9 • Staff Involvement 10 • Committee Involvement 10LL c c • Assignment of Plan Oversight 10 0 0 • Timing and Process for Plan Review 10 LL a w III. The Plan 11 T' • Plan Structure 11 0 N� • Plan Guiding Principals 12 L • Supplemental Notes 12 m • STRATEGIES 13 .r • OBJECTIVES FOR EACH STRATEGY 14 N V o Present 14 w o Host 15 0l o Engage 16 o Steward 17 o Finance 18 m a� o Lead 18 a • Ensure Organizational Effectiveness 19 LL • Tell Our Story 20 w • Innovate 21 Q� IV. Appendix 22 w • Edmonds Center for the Arts Board Members 22 • Edmonds Public Facilities District Board Members 22 m E • Strategic Business Plan Task Force Members 22 U • Staff Members 23 Q • History of the ECA Campus 23 • SWOT Analysis Results 24 • Current Clients and Tenants 26 • Revenue Sources and Uses 27 • Interview and Focus Group Report 28 • Patron and Non -Patron Survey Summary 32 • Edmonds Arts & Culture Economic Impact Report 41 5 Packet Pg. 140 2.3.a INTRODUCTION Organizational Structure Edmonds Center for the Arts (ECA) is owned and operated by Edmonds Public Facilities District (EPFD or The District), a municipal entity. A separate 501c3 not -for -profit corporation called Edmonds Center for the Arts works in partnership with The District to help develop, sustain, improve and promote the Center's programs, services and facilities. Edmonds Public Facilities District was established in April 2001 in accordance with Chapter 35.57 of the Revised Code of Washington for the purposes of acquiring, constructing, operating, °' � promoting and financing a Regional Center in order to promote tourism and economic Q. development in Snohomish County. In 2002, the District's Board of Directors elected to invest its resources in the creation of a performing arts center in downtown Edmonds. EPFD is the owner and operator of the facility now known as Edmonds Center for the Arts. The District is overseen R by a five -member Board of Directors appointed by Edmonds City Council. However, Edmonds ii o Public Facilities District is an independent municipal entity, distinct from the City of Edmonds. u_ w Edmonds PFD is ultimately responsible for oversight of the center's operation, its campus and a) rn facilities, and its employees. o To help ensure the long-term organizational and financial health of the Center, EPFD facilitated the creation of the private, not -for -profit corporation called Edmonds Center for the Arts (ECA) in 2004. ECA is overseen by a separate Board of Directors and is comprised of a diverse mix of business and community leaders. The ECA Board lends important expertise and support to the EPFD Board, Executive Director and staff in the areas of fundraising, marketing, financial management, programming, operations, facilities management and human resources, as well as long-range planning for the Center and its services. ECA Board PFD Board Executive !ering Committee M. Packet Pg. 141 2.3.a Operating Revenues and Expenses EPFD / ECA generates operating revenue through four primary sources: ticket sales to its presented events, facility rentals, concessions sales and charitable contributions. The Center's first eleven years of full operation has been a period of tremendous financial growth. During this period, annual operating revenues increased from $778,000 in 2007, to $2,637,000 in 2018 (239% growth). Since 2010, emerging from the 2008 housing crisis and the subsequent recession, EPFD / ECA has balanced its operating budget before depreciation. EPFD/ECA Operating Performance 2007-2018 $3,000,000 RECESSION $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ■ Revenues ■ Expenses Non -Operating Revenues and Expenses As a "Public Facilities District," Edmonds Center for the Arts receives a small portion of State Sales Taxes collected within the boundaries of the City of Edmonds and Snohomish County each year. These tax streams are designated specifically to pay down two bonds that were issued to help pay for the 2005-2006 renovation of the Center's 1939 auditorium. The first bond was issued in 2002 (refinanced in 2012), and the second in 2008 (refinanced in 2018). Revenue from this sales tax rebate from the State of Washington has been dedicated exclusively to service the District's bond debt. To date, no sales tax revenues have been used to support the operation of the Center. 7 Packet Pg. 142 2.3.a In 2008, the City of Edmonds provided a loan guarantee for the District's 2008 Bond Issue. This "Contingent Loan Agreement" or CLA, legally required the City of Edmonds to loan Edmonds Public Facilities District any funds necessary to ensure the coverage of debt service payments should the need arise. Reductions in the state sales tax rebate resulting from the 2008 Recession required the District to invoke the terms of the CLA and to request loans from the City of Edmonds beginning in 2011. The District borrowed a total of $1.25 Million from the City of Edmonds for this purpose between 2011 and 2017. The District began repaying this loan in 2018. The loan is scheduled to be repaid in full, plus interest, no later than December 2026. By December 2028, all loans associated with the renovation of the auditorium will be repaid. m ECA by The Numbers • As of 2018, ECA hosts more than 130 theatre events annually. C • More than 600 individual meetings, performances, games, practices, classes and special events are hosted in ECA's theatre, gymnasium, lobby and meeting spaces each year. R • Each season, 85,000 people are served by ECA's own programs and presentations, as well as LL ECA's partners and rental clients. 0 U_ • 63% of audience members who attend events at ECA travel from outside of Edmonds. W • 9,000 students attend arts education events or benefit from in -school workshops and o, r master class experiences with ECA artists each year. N it • Each year, approximately $1 Million in private contributions is invested in ECA to help make its programs possible, thanks to the generous support of more than 650 donors. E m • More than 150 individuals volunteer their time each year to help ECA operate and serve the Q. m Edmonds community. N U • The monetary value of volunteer time contributed to ECA is estimated to exceed $300,000 w annually. r_ Home to Local and Regional Groups ECA is proud to serve as the home venue for its Community Partner organizations such as Cascade Symphony Orchestra, Sno-King Community Chorale, and Olympic Ballet Theatre. And in addition, ECA hosts events produced by a rich and diverse range of regional performing arts and community groups, serving tens of thousands of patrons from throughout the Puget Sound region and beyond. Below is a sample listing of ECA's Community Partners and Rental Clients. Aging Options Babak Kivavchi Ballyhoo Theatre Barclay Shelton Dance Cascade Symphony Orchestra Cedar Creek Memory Care Club Pro BA Community Christian Fellowship DeMiero Jazz Festival DSA Fine Art & Jewelry Edmonds Chamber of Commerce Edmonds Community College Edmonds Jazz Connection Edmonds Senior Center Edmonds Co -Op Preschool Edmonds HS Class of 1957 Elks Club Everett Chorale Association Exem Entertainment Gothard Sisters GPA Live Halau Hula O' Moani Mokihana Hawksoft User Group of PNW Hula O' Lehualani Islamic Center of Puget Sound KNKX Radio La Jolla Booking Agency Lift Every Voice Legacy (LEVL) Lynnwood High School Mojgan Nazariyan Morning Islands LLC Northsound Church Northwest Jr. Pipe Band Olympic Ballet School Olympic Ballet Theatre PIMA Medical Institute Premera Blue Cross Puget Sound Partnership Rick Steves' Europe Russian -American Entertainment Group Seattle Radio Theatre Seattle Repertory Jazz Orchestra Shoreline Young Life Sno-Isle Libraries - TEDx Sno-King Community Chorale Sno-King Music Educators (SKMEA) Sno-King Youth Club Steenman Associates Stella Maris Academy Stroller Strides Terrace Park School PTA University Mechanical Contractors Vladimir Chernov Voice Art Group WA Council for the Blind Washington School of Dance WBAC Grand Prix Windermere Real Estate Edmonds [; Packet Pg. 143 2.3.a ABOUT THIS DOCUMENT Plan Purpose In 2013, the Boards of Edmonds Public Facilities District and Edmonds Center for the Arts adopted their first Strategic Business Plan. The purpose of this original Strategic Business Plan was to set a direction for the subsequent five years. The Strategic Business Plan contained in this document builds upon the foundation of the previous plan. The updated Plan will serve to guide future management and decision -making as the last plan did, with a stronger emphasis on implementation and establishing milestones for measuring interim progress. This plan exists primarily for use by ECA staff, ECA Board and EPFD Board. The plan will also serve as a resource for consultants, vendors, strategic advisors, program partners and others who may have an interest in specific elements of the plan, and in assisting the organization in meeting its objectives. Q. Plan Creation c The Boards of EPFD and ECA worked together to appoint a Joint Strategic Business Planning Task Force (Task Force) to guide the Strategic Business Plan development. The Joint Planning ii Committee consisted of two members from the EPFD Board, three from the ECA Board, and one o from the Staff. This group worked closely with the consulting team of BERK w Consulting/AdvisArts/KO Projects on each of the components of the planning effort. M Stakeholder and Community Engagement Reaching out to a diverse group of stakeholders was a major objective and focus of this project. Stakeholders were engaged directly through individual interviews and two focus groups. Beyond the key stakeholders, the Task Force fielded two surveys intended to extend the reach of the planning process to a broader segment of the community and the region. The first survey focused on current and past patrons of ECA, those individuals who have attended ECA's presented events or those which were held at ECA but presented by partners or rental clients. The second survey targeted non -patrons, those individuals who attend performing art events at other regional venues but have not previously experienced ECA. In addition, the Task Force also benefited from the insights included in the Edmonds Arts and Culture 2017 Economic Impact Study which also included interviews and two surveys. The qualitative and quantitative data provided by these inputs were all used to inform the creation of this plan. Board Involvement Several significant milestones in the project revolved around joint Board engagement. Critical Board guidance was accessed through the following: • Directive to undertake the planning process • Allocation of funds and direction to secure outside consulting support • Appointment of a Strategic Business Plan Task Force • Joint Board retreat to identify desired outcomes and participate in a Strength Weaknesses Opportunities and Threats (SWOT) analysis • Joint Board retreat to review research findings and initial draft objectives • Joint Board meeting to review recommendations of staff and Task Force leads and approve final draft Packet Pg. 144 2.3.a Staff Involvement In addition to Executive Director Joe Mclalwain serving as a member of the Task Force, a staff planning session was held to solicit input from staff. All Department Directors and several Managers participated in the session. Committee Involvement Once the Task Force developed the initial plan structure, including goals, strategies, objectives and timelines the plan was assigned to senior staff members as leads for each goal. Staff leads then worked with board committees to turn the draft objectives into those conforming to the S.M.A.R.T. (Specific, Measurable, Attainable, Relevant and Timely) criteria. y��•vrm Y.o++ I I'm = W ECA Staff engaged in an interactive process to clarify and develop the Plan. Assignment of Plan Oversight Oversight of the Strategic Business Plan is the responsibility of the Steering Committee, which is comprised of members from each of the two Boards — EPFD and ECA. The Steering Committee has assigned components of the Plan to each of the Standing Committees, pairing a board member and a staff member as leads. Portions of the plan may also be assigned to special Task Forces to accomplish tasks that may require specific focus or expertise. Committees and Task Forces may include members at large from the community (non -Board Members). Implementation of tactics will be accomplished as a partnership between staff, board members and volunteers. Timing and Process for Plan Review Each Standing/Ad Hoc Committee and Task Force will provide a report to the Steering Committee at least once each quarter on the progress they have made on their portion of the Strategic Business Plan. The Steering Committee will, in turn, report on the progress of the overall Strategic Business Plan to the EPFD and ECA Boards in that same frequency. Specific reporting dates and times will be determined and assigned by the Steering Committee. A tracking mechanism that can be converted to a dashboard will be created — utilizing a red/yellow/green code. An annual progress report will be provided to both Boards at a joint Board Retreat, projected to be held in December of each year. At the Annual Joint Board Retreat, the Strategic Business Plan will also be evaluated and updated as required to ensure that the plan remains relevant and effective. 10 m LL 11,�, 0 L a. W Packet Pg. 145 Areentc rwffent�' t r EBaB'es'and. e.xo� OV,�� A c Vsod, a ift 1446Apa$-4�4483 4 ae ,dy �o 2.3.a Plan Guiding Principles • This plan is written with the assumption of "scalability," allowing ECA to grow and adjust as conditions and opportunities allow. • ECA was created through the belief in the "big idea." This plan is intended to provide a framework for growth while encouraging the entrepreneurial spirit upon which it was built. • This plan is guided by a spirit of flexibility and will be modified and amended to reflect changing market conditions and information as it becomes available. • ECA is committed to creativity, evolution and growth. • This plan recognizes that greatness comes from taking risks, bold actions are encouraged, and failure can be as valuable as success. • Consumers and the consumer environment can change significantly and with little notice. • Many strategies are intentionally written in broad terms with the understanding that updates will occur when funding, additional research and implementation support have been secured. • There are many other regional and national organizations that share a similar mission to ECA both regionally and nationally. • Strategies, objectives and tactics are designed in such a way that they can be prioritized based on operating conditions and resources. • Implementation of the plan is a shared responsibility of the staff, boards and volunteers. Supplemental Notes Each major function of the organization has been assigned to a Standing Board Committee or Task Force. This plan follows the principles of SMART goal setting. S.M.A.R.T. = Specific, Measurable, Achievable, Relevant, Time -Oriented Long-term visions in each section for Edmonds Public Facilities District / Edmonds Center for the Arts can and likely will extend beyond the projected 5-year period outlined in this plan. Inclusion and accessibility principals are embedded in each strategy and objective and must be able to be tracked. The (*) symbol identifies objectives that specifically advance inclusion and accessibility initiatives. Anything that has a star symbol will also include a specific metric for inclusion and accessibility when turned into a work plan and a S.M.A.R.T. objective. 12 Packet Pg. 147 2.3.a STRATEGIES Strategies: Actions based upon "roles" Present: Present excellent artistic programming in a welcoming environment that entertains, informs, engages and challenges our audiences. Host: Provide space, support and mentorship for arts organizations and other groups to help them succeed in presenting their own programs and events. m III. Engage: -a Q. Create personal connections between performing artists and the community, and between the organization and the community. f° c R IV. Steward: - ii Care for and develop ECA's historic campus. 0 u_ a w V. Finance: Ensure funds are available to advance the mission and vision, and to sustain the organization. o VI Lead: Establish ECA as a regional and national leader in the Performing Arts Center field by ensuring organizational strength and effectiveness, innovative program and partnership development, and effective communication to promote program strengths and successes. 1. Ensure Organizational Effectiveness: Provide consistent and ongoing staff and organizational development. 2. Tell Our Story: Effectively and consistently communicate our story to all audiences to better position the organization as a premier performing arts center. 3. Innovate: Research and develop new programs, new business models, and new strategic alliances to advance the mission and vision. 13 Packet Pg. 148 2.3.a OBJECTIVES FOR EACH STRATEGY The short-term objectives in the following sections were crafted using the S.M.A.R.T. protocol (Specific, Measurable, Achievable, Results -Focused, Time -Bound) PRESENT: Staff Lead: Gillian Jones Board Lead: Mike Rosen Present excellent artistic programming in a welcoming environment that entertains, informs, engages and challenges our audiences. A. Long - Term Vision Al. ECA is recognized as a premier presenting venue in the region. * A2. ECA attracts diverse audiences that are representative of the region's demographics both current and future. A3. ECA is a place where artists love to perform. * A4. ECA presents dynamic seasons with a strong variety of programming. AS. ECA consistently sells -out and maximizes use of the facility. * A6. ECA sustains audience interest across genres; Increases audience integration across genres. B. Short - Term: 2019 B1. By December 31, 2018, the Programming & Marketing Committee will identify and prioritize what data is required from which audiences, over what time periods, and using which methodologies to inform programming decisions. * B2. By December 31, 2018, the Inclusion & Accessibility Committee in partnership with the Programming & Marketing Committee will identify, rank and weight priority audiences representing the diversity of the region. * B3. By December 31, 2018, identify success metrics (such as numbers of individuals engaged and retention rates) for each priority audience identified in B2. B4. By December 31, 2018, identify a specific and quantifiable balance between diversity of art, diversity of audience and financial sustainability. B5. By December 31, 2018, identify positive attributes possessed by ECA (both perceived and real), and identify opportunities to leverage those attributes to attract desirable agents and artists. B6. By August 31, 2019, develop a framework for taking risks and developing new programs with measurable criteria for planning and evaluation (e.g., Timeframes for evaluation, financial exposure and when to decide to modify/eliminate events/programs). B7. By August 31, 2019, develop a recommendation for using non-ECA venues to increase audiences, advance ECA's mission, and/or generate revenue. C. Medium -Term: 2020-21 * Cl. Identify critical success factors to attract desirable top performers. C2. Identify critical success factors to ensure that visiting artists give ECA audiences their best performance. 14 Packet Pg. 149 2.3.a HOST: Staff Lead: Sarah Mixson Board Lead: Donnie Griffin Provide space, support and mentorship for arts organizations and other groups to help them succeed in presenting their own programs and events. A. Long — Term Vision Al. Regional organizations benefit from ECA's leadership and mentorship in areas such as capacity building; shared services; and interactions with peer organizations. A2. ECA provides space and services for other related community organizations on campus: shared facilities and maybe central or shared services (administration, maybe fundraising, etc.) for economies of scale. A3. Stakeholders support and evangelize the rationale and focus of the ECA venue and the activities it houses. * A4. ECA has strong resident and non-resident partnerships with groups that create community value and a clearly defined partnership structure. B. Short - Term: 2019 B1. By Nov 30, 2018, use existing rolling data from rental invoicing to do monthly analysis of current rentals. B2. Regularly gather and analyze information to inform subsequent decision making. a. By April 1, 2019: Assess rental market: visit local spaces and determine similarities and differences. * b. By June 30, 2019: Have a plan in place to take advantage of facility modifications in the gym, theatre and Lobby/Pantry, to maximize revenue and further the mission. c. By Dec 31, 2019: Host a round table with partners and prospective partners regarding shared needs and any potential interest in collaborating or co - locating with ECA. 30 days post round table: Based on input from partners/prospective partners round table, test market and model outside venues, i.e. Black Box, to determine if cost/benefits meets financial and artistic goals. Look at ECA presents at off -site venue to help determine this. B3. Develop a list of potential "Home" customers 60 days after Round table event and invite a select group to an ECA Open House lunch (no more than 10 participants) for tour and presentation (rental clientele). Engage in dialogue of pro/cons of ECA venue as a "Home" location. * B4. By Jan. 31, 2019 develop current tenant list with diversity and inclusion metrics to help clarify ECA's position as a host that includes diverse populations. Do outreach to groups that are underserved. B5. Communicate the host role that already exists, emphasizing the community value and ECA's strategic advantage. See B6. B6. By April 1, 2019 assist marketing with a new brochure that highlights the benefits of the host role at ECA. Add this to Web site, and Season Brochure as well. In eNewsletter, create a feature article on the growing development of the rental market and hosting an inclusive space for all people. B7. By July 1, 2019 develop a low-cost ticketing tier for community events, as well as an audience development tier structure for multiple artistic event contracting. B8. By Oct 1, 2019 develop a targeted newsletter to Rental Clients and potential clients, highlighting spaces and relationship opportunities. Also, by Dec 2019 provide an 15 Packet Pg. 150 2.3.a annual report to the board highlighting the market and financial growth of the hosted events and the potential for further growth, using the data collected monthly throughout the year. C. Medium -Term: 2020-21 Cl. Implement and expand the suite of services for tenants as informed by the results of analyses. * C2. Develop plan to increase community outreach as informed by A3 above. ENGAGE: Staff Lead: Gillian Jones Board Lead: Larry Ehl Create personal connections between performing artists and the community. Note to the board: Short-term and Medium -term objectives in this area are more a "shampoo, rinse, repeat" cycle than a linear model. This section may require a very iterative model. The objectives will be sometimes describable and other times measurable, but they will always lead toward the long-term vision. A. Long — Term Vision Al. ECA partners with school districts and higher education institutions to integrate arts and culture in education at all levels. A2. ECA has a set of career -track training programs in the performing arts, such as master classes, performance showcases, and other services for youth committed to professional training, in partnership with others, including schools. * A3. ECA provides performing arts access and learning to individuals of all ages, backgrounds and abilities and reflects the evolving demographics of our community B. Short - Term: 2019 B1. By February 2019, the Education department, with the support of the Inclusion & Accessibility Committee, will identify data collection and analysis needs for Education & Outreach. B2. By February 2019, the Education department and Inclusion & Accessibility Committee will create a definition of a successful Education & Outreach program, based on regional unmet needs and ECA's long-term goals. * B3. By the end of August 2019, the Inclusion & Accessibility Committee will evaluate Education & Outreach programs based on definition of success and metrics set in B2. B4. By May 2019, the Education department has identified and planned for sustained and sequential learning opportunities as part of ECA's 2019/20 offerings. B5. By the end of August 2019, the Education department and Marketing staff will work together to develop strategies for increasing efficiency and effectiveness of promotional efforts around Education & Outreach programming. B6. By the end of August 2019, ECA staff will develop a plan for measuring and communicating participant outcomes, with the objective to bring in outside partners to assist in the evaluation process (i.e., UW Bothell). B7. By the end of August 2019, ECA staff, with the support of the Inclusion & Accessibility and Marketing & Programming Committees, will continue to hone ECA's process of identifying and reaching out to potential partners for upcoming Education & Outreach programs. 16 Packet Pg. 151 2.3.a B8. By May 2019, ECA staff have identified collaborative partners for the 2019/20 season (i.e., Edmonds Community College, Arc of Snohomish County). C. Medium - Term: 2020-21 Cl. Expand to meet additional community needs for performing arts education and outreach. C2. Invest in internal programming capacity: expand our ability to teach, develop an in- house artist program (from presenting to producing). * C3. Increase access to the programs and services ECA provides such as free learning opportunities. * C4. Examine opportunities to amplify arts education experiences in the community in _ collaboration with other organizations. C5. Explore opportunities with other organizations (i.e. schools, government agencies) Q. to introduce career development in performing arts. c R c IV. STEWARD: Staff Lead: Matt Keller Board Lead: Kevin McKay ii Care for and develop ECA's historic campus. o a w A. Long - Term Vision rn Al. ECA provides a safe, secure and vibrant campus environment that serves as a focal r N point and gathering place for the region. * A2 ECA's campus serves as an active and interactive heart of the community. A3. ECA has the technology and infrastructure to make it accessible and welcoming to Q. all. (See III C3) N A4. ECA strives to honor the historic look and feel of the campus whenever possible. v A5. ECA campus and facilities support ECA's Mission and goals. w A6. ECA is constantly planning and prioritizing investments in technology infrastructure c1 to meet current and future performance needs. A7. ECA provides a welcoming environment that cultivates a sense of personal pride and c ownership among those who have not yet made ECA a part of their lives. N B. Short - Term: 2019 B1. By December 31, 2018 identify data collection and analysis needs required to accomplish the following objectives. B2. By September 301h, 2019 the Facilities Manager with the support of the Director of Operations will complete priority building stabilization repairs to minimize further damage to building envelope. B3. By September 30th, 2019 the Director of Operations will with the support of the Facilities Manager will update seismic assessment completed prior to 2006 renovation. B4. By May 31', 2019, the Director of Operations and the Executive Director will draft a campus capital maintenance and operation plan for District Board review. * B5. By August 2019 the Facilities Manager with the Director of Operations will audit all ECA campus facilities for ADA compliance. B6. By March 31, 2019 the Director of Operations will present Establish investment and use policies for the long-term facility reserve to the PFD Board for Approval. B7. By May 31', 2019 the Director of Operations and Facilities Manager will draft a short-term plan for summer 2019 and long term 2020-2023 prioritizing summer 17 Packet Pg. 152 2.3.a maintenance projects for critical maintenance items on the FCA based on capital restraints and urgency of maintenance items. B8. By September 30, 2019, develop a long-term phased campus development plan aligned with ECA's mission, roles, fund-raising ability, programming, operating economics, as well as legal, financial, political and regulatory realities. B9. By July 315t 2019, the production manager will draft a plan that upgrades and ensures maintenance of production and technical equipment and infrastructure to support operating needs and strategic plan with the Director of Operations. C. Medium -Term: 2020-21 Cl. Update as necessary Facility Reserve Plan to which funds are added annually. C2. Create a plan to assess technology and infrastructure needs on an ongoing basis V. FINANCE Staff Lead: Joe Mclalwain Board Lead: David Schaefer Ensure funds are available to advance the mission and vision, and to sustain the organization. A. Long — Term Vision Al. ECA's financial stability is sustainable. A2. ECA's debt to the city of Edmonds is retired. A3. An operating surplus is in place. (Specific amounts to be identified by the finance committee and approved by the Boards.) A4. An Investment Fund is in place to explore new opportunities. B. Short - Term: 2019 B1. Identify data collection and analysis needs required to accomplish the following objectives. B2. Director of Operations will create tools to better identify and manage cash flow needs by March 2019. B3. ECA's hosting program will assess and balance both affordability for renters and sustainability for ECA by updating contracts and rental rates by April 2019. B4. By August 2019 management with department heads will identify and leverage new opportunities to increase net earned and contributed revenue by 10% for inclusion in the 2020 budget process. B5. Development and the Executive Director will implement a legacy giving program by June 2019. B6. By April 2019 Executive Director and a volunteer team will refine ECA's model for developing a net positive financial result for the programming season before sponsorship. B7. By August 2019 the Marketing & Business Development Committee will identify and assign values to all ECA marketing assets to better leverage them as a potential revenue stream. C. Medium - Term: 2020-21 Cl. Management will establish an annual operating business plan with a 3-5% annual surplus by budget cycle 2022. W., Packet Pg. 153 2.3.a C2. Strengthen connections with business to increase revenue and leverage resources by establishing a working group with the Admin Finance Committee, Marketing, Development and Executive Director by December 2019. C3. Establish an investment fund for new opportunities by 2021. VI. LEAD 1. ENSURE ORGANIZATIONAL EFFECTIVENESS: Staff Lead: Joe Mclalwain Board Lead: Lindsay Geyer Provide consistent and ongoing staff and organizational development. Q. A. Long - Term Vision Al. Organizational capacity, expertise, and staffing/volunteer plans align with ECA's Mission and roles. c * A2. ECA's recruitment and development of staff, volunteers and board members U- reflects the demographic composition of the community. o A3. ECA has an effective governance structure. w. A4. The work environment ensures and promotes individual growth and a, organizational excellence. N B. Short - Term: 2019 LI B1 a. Use demographic data compiled by Marketing team and apply it to the labor m market. Date dependent upon Marketing team's established timeline. b. By March 31, 2019, identify potential sources for volunteers, contractors and N U staff that will better reflect our community's changing demographics. w c. By February 28, 2019, identify training and development requirements based c upon staff performance and development discussions. ° d. By December 31, 2018 explore the cost of obtaining the United Way f° c compensation and benefits study and any other relevant data points to N ensure competitive pay for ECA staff. L, a * B2. a. Department managers create their sustainable staffing plans by June 1, 2019. o b. Matt serves as coordinator and advisor. w c. Plans presented to Admin & Finance Committee by June 30, 2019. QI B3. a. Executive Director to appoint, assemble, and lead a Board task force by w February 1, 2019. b. Task force will analyze pros and cons of no more than three possible governance structures and prepare its recommendation by September 1, 2019. B4. Develop and begin to implement staff and volunteer operational plans to r Q address priorities as defined by the new strategic plan. Begin phased implementation of staffing plans July 1, 2019. B5. Executive Director to recommend new committee and task force structure to both boards on Dec. 8, 2018. Recommendations to be implemented beginning January 1, 2019. * B6. Steering Committee will oversee development and monitor progress of all goals, with attention given to Diversity & Inclusion as a relatively new effort. The 19 Packet Pg. 154 2.3.a Strategic Plan progress review will be on the agenda quarterly, beginning March 2019. B7. a. By December 31, 2018, identify positions for which it has been difficult to attract and retain candidates. b. Identify positions that are at risk of losing incumbents. By April 30, 2019. c. Develop plans to change factors contributing to recruitment and retention issues by June 30, 2019. d. By September 315T as a part of the budget development process implement these plans as soon as possible, contingent upon budget. B8. Use performance and development discussions to identify one area per year per person for training and development that will enhance their performance and ECA. Each employee will have at least one development goal in place by June 30, 2019. Q. D C. Medium - Term: 2020-21 f° Cl. Ensure there are adequate financial resources for ongoing board, staff, and R volunteer development. ii 0 U- 2. TELL OUR STORY: Staff Lead: Tina Baumgardner Board Lead: Mike Rosen a w Effectively and consistently communicate our story to all audiences. r' A. Long - Term Vision Al. ECA has regional brand awareness and fosters community pride in ECA (i.e., ECA is the place to take out-of-town visitors and brag). A2. ECA is perceived as the premier venue for performing arts that feeds the artistic soul B. Short - Term: 2019 B1. By October 31, 2018 The Programming and Marketing Committee will identify and prioritize what data is required from which audiences, over what time periods, using which methodologies. By January 31, 2019 a budget estimate for each research tool will be approved and prioritized by the Programming and Marketing Committee. B2. a. Within 120 days of a decision to keep or change the name of the building and/or organization a name and logo recommendation will be provided to the board. b. Within 90 days of any board decision regarding naming rights, a brand platform will be developed and approved by the board B3. Within 60 days, as informed by above objective, a messaging platform and plan to update, revise or eliminate communication tools to advance the revised brand platform will be created * B4. In collaboration with the Inclusion and Diversity Committee a Plan outlining metrics, target audiences, outreach and engagement tactics, schedule and budget will be developed by March 31, 2019. B5. Within 120 days of Strategic Plan approval by the board all marketing work plans will be refreshed and assembled into a Marketing and Communication plan. 20 Packet Pg. 155 2.3.a B6. By December 31, 2019 $50,000 will be generated or leveraged as a direct result of marketing activities. At least two new sources will participate or increase their previous commitments. B7. Develop a marketing plan within 60 days of a host plan being developed to acquire new tenants. C. Medium - Term: 2020-21 Cl. Expand understanding, awareness and support among ECA's stakeholders of the critical value its programs and facilities provide. 3. INNOVATE: Staff Lead: Joe Mclalwain Board Lead: David Brewster Research and develop new programs, new business models, and new strategic alliances to advance the mission and vision. Q. A. Long - Term vision !2 Al. ECA is a hub for programs that connects the arts to health/well-being. * A2. ECA is at the forefront of accessibility initiatives in the arts. ii B. Short - Term: 2019 0 LL a B1. By January 1, 2019 determine the primary focus of Innovation effort, assure w alignment with our Mission and Values and determine committee roles and r responsibilities. Begin pursuing and researching partnership opportunities N� beyond our current scope (performance and rentals). B2. By January 31, 2019 the Innovation Committee will identify and prioritize what E data, or other outreach efforts, are required from local tourism, business and °' Q. academic resources, over what time periods, using which methodologies. By in January 31, 2019 a budget estimate for each research tool will be approved and v prioritized by the committee. wi B3. By June 30, 2019 develop and prioritize a list of potential partnerships to be = 0 explored, as well as research efforts to be made, with the goal of raising awareness of ECA as both a venue and a co-sponsor/partner for business, health m and cultural events. Create and fund a staff position to build and steward these L partnerships and to create meaningful programming with/for partners. a * B4. By March 31, 2019 review current ECA accessibility policies, including safety procedures, and develop a list of achievable improvements and enhancements. For example, increasing the number of accessible parking spaces. Work with Facilities to assure future capital improvements are fully considered through the lens of accessibility. B5. Beyond our normal presentation and rental business, investigate how strategic partnerships with higher education, tech and health businesses and other entities can work for ECA. By September 30, 2019 develop marketing strategies and tools to attract new strategic partnerships. B6. By June 30, 2019 research, join and attend local and national organizations whose missions align with, or enhance, our own. C. Medium - Term: 2020-21 * Cl. By March 31, 2020 develop and implement tools to periodically measure demographic changes in ECA's audiences, donor base, volunteers, etc. and review and adjust efforts as required to meet stated goals. 21 Packet Pg. 156 2.3.a Appendix Edmonds Center for the Arts Board of Directors: Officers ■ Alan Lawrence, President ■ Cheryl Foster, Vice President ■ Lindsay Geyer, Secretary ■ David Schaefer, Treasurer Members ■ Marissa Bender ■ Laura Ellis ■ Donnie Griffin ■ Christi Jenkins ■ Corbitt Loch ■ Ann McMahon ■ Suzy Herivel Maloney ■ Mike Meeks ■ Maggie Peterson ■ Sally Ralston ■ Mike Rosen ■ Susan Schalla ■ Teresa Simanton Edmonds Public Facilities District Board of Directors: Officers ■ Mike Popke, President ■ Larry Ehl, Vice President ■ Marla Miller, Past President Members ■ Kevin McKay ■ David Brewster Strategic Plan Task Force Members ■ Lindsay Geyer, ECA Board member ■ Suzy Maloney, ECA Board member ■ Kevin McKay, EPFD Board member ■ Joe Mclalwain, ECA Executive Director ■ Patrick Mulva, EPFD Board member (Participated in initial stages) ■ Mike Rosen, ECA Board member 22 Packet Pg. 157 2.3.a Staff Members ■ Joseph Mclalwain - Executive Director ■ Matt Keller - Director of Operations ■ Gillian Jones - Director of Programming ■ Tina Baumgardner - Director of Marketing & Business Development ■ Jim Kristian - Director of Patron Services ■ Angela Neubauer - Development Manager ■ Wendy Clark - Social Media/Communications Specialist ■ Cara Roper - Box Office Manager ■ Sarah Mixson - Rental & Stage Manager ■ Lisa Helber - Executive Assistant m Q. History of the ECA Campus FU c R The original Edmonds High School campus has undergone several evolutions over its near) 110- ear ii history, serving first as Edmonds High School, then Edmonds Junior High, then Puget Sound Christian o College, and now Edmonds Center for the Arts. w 1909: Construction begins on the City of Edmonds' first high school. James Stephen, the Seattle School District's official architect, designs the two-story brick building in the classical -revival style. Built for $30,000 through a voter -approved bond issue, it stands alone on a two -acre knoll overlooking Puget Sound. 1910: Three seniors make up the school's first graduating class. The commencement ceremony is held in the nearly finished building. 1939: A federal grant of $112,500 helps build an "Art Moderne" (late Art Deco period) addition of cast concrete. The $250,000 project, which includes an auditorium and a gymnasium, requires a renovation of the southern wing built fewer than 20 years before in 1921. 1957: A new Edmonds High School opens at Holmes Corner, and the old school becomes the city's junior high. 1961: A gymnasium building is added on the property's northwest corner, obscuring views of the old school from the street. 1975: The Edmonds School District closes the school. 1977: The school district sells the property to Puget Sound Christian College. 1986: The school complex is listed on the Washington Heritage Register. 2001: Puget Sound Christian College departs from the property. The Edmonds City Council creates Edmonds Public Facilities District (EPFD) to study the development of a regional arts center. The 1939 auditorium of the original Edmonds High School facility is selected for the center. 2002: Edmonds PFD purchases the school site, and the district's board of directors approves a plan that includes demolishing the 1909, 1921 and 1961 structures to create room for parking. 2005: Groundbreaking is celebrated for the future Edmonds Center for the Arts, and demolition begins. 2006: After completing its $18 Million renovation project, Edmonds Center for the Arts opens its doors to the public on October 23, hosting the first performance on the new stage by Cascade Symphony Orchestra. 2007: On January 6, 2007 Edmonds Center for the Arts celebrates in official Grand Opening with a formal dinner and a presentation of legendary performer Al Jarreau. 23 Packet Pg. 158 2.3.a SWOT ANALYSIS Strengths Challenges Opportunities Present ■ Consistently provide ■ Confusion between ECA's ■ Capture audiences quality events programs and other between north Seattle ■ Venue attracts performing arts programs and Everett independent arts and presented at ECA ■ Use programming to help culture organizations ■ Ability to attract more build an audience for the ■ Provide important diverse audiences from future outreach and education in the region/community ■ Expand the definition of the community ■ Demographics of "arts" beyond performing ■ Location is convenient to audiences do not arts downtown, the currently reflect those of ■ Capture and analyze waterfront and the civic the region audience data regularly to center playfield ■ Data gathering and usage inform decision making ■ 700 seat theatre provides ■ Parking ■ Ability to live stream from an intimate and high- ■ The facility continues to the theatre quality experience have underutilized ■ There are audiences who ■ Great sound system capacity (dark nights) are patrons of the arts ■ Amenities (like the Green ■ Stage and stage access who are not even aware Room) are valued by cannot accommodate of ECA performers many types of ■ Utilizing other venues in ■ ECA is considered a productions the community "heart" of the Edmonds ■ 700 seats can limit the ■ Additional performances community ability to make more in categories of lecturers ■ Large and dedicated famous acts financially and poetry readings etc. volunteer pool viable ■ ECA had a high -quality ■ ECA introduces the ■ Community has a lower film projection system community to ticket price tolerance than experiences and other communities performing art genres ■ There are patrons of the they might not otherwise performing arts in the have experienced region who have yet to ■ Young people are hear about ECA experiencing the performing arts Host ■ The physical location ■ Parking Expand or reinvent the ■ Facility elements ■ Facility and campus not campus ■ Location provides an being fully utilized all the opportunity to expand time 24 m Q. c R c ii 0 U_ a w rn r O N LI m E m Q. m U U w i c 0 c m as a 0 U_ a w i Q U w r c m E t U 2 a Packet Pg. 159 2.3.a ■ ECA is expanding ■ Some performances could ■ Providing additional technology to increase use additional space assets including a catering accessibility ■ Building needs upgrades kitchen in some areas ■ ECA can be a "center" for the arts by housing the officers and programs for more art organizations Engage ■ ECA maintains a positive ■ Other organizations may ■ ECA has skills and relationship with other not have the resources to resources that could help organizations significantly help advance other organizations ■ Location near the ECA ■ Provide a venue for proposed 4th Avenue arts ■ There is not broad additional organizations corridor understanding of the ■ Provide administrative ■ Current programs beyond many activities and training support for just performances such as undertaken by ECA other organizations in schools and with ■ Attracting, retaining and dementia programing creating meaningful ■ Devoted staff and relationships with the volunteer resources diverse community towards increasing inclusion and accessibility Steward ■ The facility has significant maintenance needs Finance ■ Balanced operating ■ Current debt ■ Data mining to inform performance overall since ■ Seasonality of cash flow decision making 2011 ■ Lack of financials reserves ■ Data mining to better ■ Sales tax revenues to weather downturns cultivate and build secured through 2041 ■ Volunteers are aging relationships with donors ■ New facility fee yielding ■ Younger community and patrons strong revenue restricted members are not ■ Creating economies of to facility maintenance currently volunteering scale through ■ Revenue from rental ■ Ability to balance financial collaborative agreement events has increased aspirations with fulfilment with other organizations significantly each year of the mission ■ Expanding sales of ads since 2015 ■ Current allocation process and sponsorships for PFDs ■ Growth in our legacy program Lead ■ Respected and dedicated ■ Organizational structure ■ Increased brand staff with two boards awareness among patrons ■ Telling our story in a who have not yet compelling and easily experienced ECA consumed way ■ The name can suggest many forms of art not just performing (Culinary, graphic, martial etc.) 25 a Packet Pg. 160 2.3.a ECA - CURRENT CLIENTS AND TENANTS AS OF 2018 Aging Options 0 Steenman Associates Babak Kivavchi ■ Stella Maris Academy Ballyhoo Theatre ■ Stroller Strides Barclay Shelton Dance 0 Terrace Park School PTA Cascade Symphony Orchestra 0 University Mechanical Contractors Cedar Creek Memory Care 0 Vladimir Chernov Club Pro BA 0 Voice Art Group Comm. Christian Fellowship 0 WA Council for the Blind DeMiero Jazz Festival 0 Washington School of Dance DSA Fine Art & Jewelry 0 WBAC Grand Prix Edmonds Chamber of Comm. 0 Windermere Real Estate Edmonds Edmonds Comm. College Edmonds Jazz Connection Edmonds Senior Center Edmonds Co -Op Preschool Edmonds H.S. Class of 1957 Elks Club Everett Chorale Association Exem Entertainment Gothard Sisters G PA Live Halau Hula O' Moani Mokihana Hawksoft User Group of PNW Hula O' Lehualani Islamic Center of Puget Sound KNKX Radio La Jolla Booking Agency Lift Every Voice Foundation Lynnwood High School Mojgan Nazariyan Morning Islands LLC Northsound Church Northwest Jr. Pipe Band Olympic Ballet School Olympic Ballet Theatre PIMA Medical Institute Premera Blue Cross Puget Sound Partnership Rick Steves' Europe Russian -American Entertainment Group Seattle Radio Theatre Seattle Repertory Jazz Orch. Shoreline Young Life Sno-King Community Chorale Sno-King Music Educators Assoc. Sno-King Youth Club 26 Packet Pg. 161 2.3.a REVENUE SOURCES AND USES Baseline using FY2015-16 average H $3.0 e 0 i $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 INCOME $85k surplus without debt load $28k avg deficit Loans Marketing dd Edu Outreach L Presenting 1 ConEesvesiQopmelins &' rch e �tilities/Facility Admin Overhead ■ Loans +�+ ■ Misc 'a ■ Marketing Q' Edu/Outreach R ■ Presenting V ■ Concessions & Merch M ■ Development C ■ Utilities/Facility ■Admin Overhead LL ■ Payroll & Benefits d ■ Sales Tax Revenue W ■ Contributed ■ Misc O Edu/Outreach NI ■ Presenting d ■ Rent = E ■ Concessions & Merch EXPENSE KO Projects I arts i culture I heritage i plannir 27 Packet Pg. 162 2.3.a INTERVIEW AND FOCUS GROUP REPORT As part of the Edmonds Center for the Arts (ECA) 2017 Strategic Business Plan Update, key community members involved with ECA were interviewed and a four focus groups were held. The focus groups gathered tenant and ECA partner feedback, business partners, donors, sponsors, and volunteers. Focus Group Attendees Scott Barnes — Edmonds School District, Sno—King Music Educators Association (SKMEA) Larry McGeath — volunteer Brandi Clark—Cascadia Art Museum Pam McGeath —volunteer Steve Cobb — Sno-King Community Chorale Greta Gothard — Gothard Sisters Q. Diane Cutts — Edmonds Arts Festival Association Heather Margo — Edmonds Comedy Night f° Norma Dermond — Cascade Symphony Orchestra Susan Morrow —donor ii Julaine Fleetwood — Edmonds Arts Festival Association o Debra Rich Gettleman — The Phoenix Theatre a. Farrell Fleming — Edmonds Senior Center w Bette Round —volunteer r' Amanda Floyd — West Edmonds Co— Op Preschool 0 N� Shanta Sabersky — Elderwise Carrie Hite — City of Edmonds Parks & Recreation E Pam Stuller — Walnut Street Coffee 4' Q. Shubert Ho — Shooby Doo Catering y Jim Wilson — sponsor v V Peter H. Knutson — former board member w i Diana White — Edmonds School District 0 0 Kimberly Koenig — Edmonds Business Improvement District Interviews David Brewster — Current ECA Board Member and Former President Frances Chapin — Edmonds Cultural Services Director Dave Earling — Mayor of Edmonds Tom Mesaros — Edmonds City Councilmember Programming "We're from Edmonds, and our group wanted to play in Edmonds. People come from as far away as Oregon and Eastern Washington to see us." Strengths • Participants noted the quality of performances brought to Edmonds by ECA. • The "fit" of performances has gotten better over time. Previously it seemed the format was to try to get one of each genre, which may have been less effective. • Participants noted the impact of the venue in supporting independent arts and culture organizations in Edmonds, in addition to featuring ECA-sponsored programming. • Some interviewees noted ECA is doing important outreach and education in the community, as an extension of its programming. a.] Packet Pg. 163 2.3.a Challenges ■ There is confusion between ECA's own programs and other performing arts programs presented at ECA. ■ A desire to attract more diverse audiences from the region/community. Concerns about age cohorts. How well is ECA attracting and serving those in their 40s and younger? How can it better serve families? ECA must be careful to nurture connections with younger audiences. Data gathering and usage. Participants were not clear if there is information collected regularly from performers and other users on their experiences with the facility and ECA staff. There were questions about audiences at ECA. Is there data on the draw and demographics of each show's attendees — both ECA programs and other programs in the facility? Is data available to understand what shows draw audiences from Edmonds, and which shows from other zip codes? This would be helpful to figure out economic impact and development. Opportunities ■ Capture audiences between north Seattle and Everett. Many shows in Seattle may not have an overlap in market capture with Edmonds. The ECA could try to book performances that will also play Seattle. ■ Using programming to help build an audience for the future. More "family friendly" programming. Family friendly isn't just programming, but also letting parents know they can bring teenagers and young children. Highlighting some events as being suitable as a family show to attend. ■ Expand the definition of "arts" beyond performing arts. Including the art of cooking, martial arts, etc. ■ Capture and analyze audience data regularly to inform decision making. ■ An "audit" to review programs and eliminate some, to create room for new programs. Facilities "ECA put together a performing arts center in a small town, and it's an amazing achievement to make it work... it's highly visible part of a growing arts community and it's a beautiful facility." Strengths ■ The physical location is an asset. The facility is near downtown, the waterfront, and the civic center playfield. It's in an area where it can expand and have new connections created. The tie in to the proposed 4th Avenue arts corridor. Facility elements: The 700 seats being arranged in a way to still seem intimate was seen as a strength. The sound system is very good. The green room was noted as large and comfortable. Challenges ■ Parking. ■ A facility and campus that's not being fully utilized all the time. ■ Some performances could use additional space. The building needs upgrades in some areas. 29 Packet Pg. 164 2.3.a • The building elevator could be improved for access, for people with disabilities and equipment. • More directional signage would be beneficial inside the building and on the exterior to increase visitor confidence about where they are and where they're going. Backstage needs to be updated. The HVAC is undependable and was recommended to be fixed, currently it can impact string instruments. Performing arts groups noted wanting help with using the capability for live streaming. Opportunities ■ Expand, reinvigorate, or reinvent the campus. The facility could become more of a destination. Its location can create strong connections to downtown and the waterfront. Get people to more easily "flow" to the ECA from Downtown. ■ Upgrade or totally reconsider the existing "back" building. ■ More organizations and events could use the event space if some equipment could be loaned out, such as head mics, and if a catering kitchen were available. ■ ECA can be a "center" for the arts by housing the offices and programs for more arts organizations. Community + Partnerships "Locally, ECA creates a sense of pride and has added to the regional reputation of Edmonds." Strengths ■ ECA is considered a "heart" of the Edmonds community. ECA helps demonstrate that Edmonds is a community that's strong in the arts. ECA gives back to the community, it doesn't just bring in performances. ■ ECA maintains positive relationships with other organizations. Access to the venue and facility is essential for other organizations. Challenges ■ Partners may lack capacity or buy -in to assist with accomplishing ECA strategic objectives. ■ ECA should work to evaluate what organizations it works with and if those relationships benefit ECA, and look for other opportunities to form meaningful relationships as well. ECA may not clearly communicate what organizations it works with to its current partners (internal and external). Currently there is not clarity in the community on what is on site at ECA and what kinds of activities or organizations are affiliated or ongoing, or fall under the ECA umbrella. Opportunities ■ Mutually beneficial deals with local businesses, including concessions and breweries. ECA could be "tied in with everything in Edmonds." ■ Having somebody on staff who could help partners or renters (?) with marketing. Compiled info, where to promote, social media help. ■ Getting more partners involved with the ECA and partner to partner connections. Creating a roster of partners or support network. ■ Expand community involvement, possibly including internships, a young professionals group, or happy hour shows. ■ Could the ECA provide support to smaller arts organizations in the community? 30 Packet Pg. 165 2.3.a Partnering with the Boys and Girls club, maybe for campus expansion. Lots of smaller organizations can't afford commercial rentals; meetings spaces. ECA could perhaps provide that. Develop a "satellite" function for Seattle arts organizations Organization "They have great volunteer engagement. i believe it has actually changed the whole perception of volunteering in our community." Strengths ■ ECA has made strong strides in getting its balance sheet in a better position, and is noted for covering its operating costs in the previous 2-3 years. Q. ■ Staff is recognized by participants for doing an effective job. Participants appreciate the support they get when putting on a show, including the A2 continuity and record keeping of ECA. Partners applaud staff support and their welcoming attitude. U_ ■ ECA volunteers are also a strength. They reflect the level of community support the organization o U_ has. a w Challenges ■ Financial sustainability. • The current debt to the City of Edmonds is a lingering fiscal issue that some see as hindering ECA. • There is concern regarding how well ECA would be able to weather an economic downturn. ■ The Board doesn't seem unified about how they tell ECA's story. There is confusion on ECA's many roles — presenter, producer, and space provider. ■ While more could be done to raise awareness of ECA offerings (facility and programming), this needs to be coordinated with fundraising efforts focused on programming expansion or campus development. ■ Volunteers are aging. Younger community members do not volunteer in the same way. Could losing its volunteer base jeopardize ECA's work? Opportunities ■ ECA has accomplished key goals as a performing arts presenter, but now must tackle its other roles and have a complete campus. ■ Establish and implement a plan to ensure ongoing operational sustainability and to pay down debt Opportunities for in-house ticketing to capture additional revenues ECA is currently in the process of restructuring debt ■ Increase diversity on the board. ■ Tap into community support to raise funds for an endowment and capital (campus development) campaign. ■ Cultivate more positive relationships with donors, look into expanding development capacity. ■ Create a "year in review" to highlight ECA's successes, including information for financial transparency. ■ Explore opportunities for: Partners as shareholders. Corporate support. 31 Packet Pg. 166 2.3.a PATRON AND NON -PATRON SURVEY SUMMARY RESULTS Notes on Survey Design and Respondent Pools ■ There were two survey promotion methods used for this analysis. The first method was a paid survey distributed by Precision Sample. They surveyed people who have indicated an interested in the performing arts within 20 miles of Edmonds. Those results are shown on the left -side columns on the detailed pages that follow this summary. ■ The second method was promoted by the Edmonds Center for the Arts after events and through Q. social media. Those results are shown on the right -side columns. ■ Some questions were answered by people who have attended the ECA before, and those survey � respondents are color coded in purple. Respondents who've never attended the ECA are color codedLL in orange. Users and non -users were determined in cluestion 5 from who answered 0 for the number 0 of times they or a family member attended the ECA in the past two years. w ■ There was a total of 1,048 survey respondents per the following break-out: 202 Precision Sample Respondents 846 ECA Sample Respondents pleNorrr�sers Precision Sample 202 64 138 ECA Sample 846 796 50 Total 1.048 860 lag 32 Packet Pg. 167 2.3.a Summary of Key Findings by Role PRESENTER ROLE ■ [07/08] Among ECA patrons and supporters, a large majority of people say the priority for ECA programming should be high -profile performances. Among the Precision Survey sample, roughly an equal number of people think the ECA should prioritize high -profile performances and opportunities for learning and continuing education. ° This could be relevant for introducing people to the ECA. Regular patrons and supporters are already coming in the doors primarily for music and theater, but if the ECA wants to create a future base of patrons, it may need to attract them with different types of programming related m to education or special events/attractions. ° [029] Of Precision Sample non -users 72% have never attended the ECA because they've never I heard of it. These responders are interested in the performing arts, so there may room to the M ECA to grow its customer base without changing its vision/identity as a presenter. c ii ° [Q3] Non -users are most interested in music and theater. LL a w ° [NU3] Non -users primarily most hear about upcoming concerts and events through friends and family followed by a venue's social media. o HOST ROLE ■ [01 5] Among both sample groups, the subjects that did not meet expectations most included sound and seating. ■ [018/Q1 91 The theater is seen as the most important campus asset. Most ECA patrons say more parking is a very important priority, while PS responders say additional performance space is more Important. EDUCATION AND OUTREACH ROLE ■ [013] ECA Patrons prefer outreach and education targeting seniors, which the PS responders thought that the ECA should program more outreach/education for teens/elementary school children. ■ [Q 141 3oth respondent groups said it was very important for the ECA to offer year-round performing arts classes and workshops for all ages. ORGANIZATIONAL HEALTH ■ [Q1 51 Custorner service is one of the strengths for visitors, meaning that the ECA has high -quality volunteers and staff who are interacting with customers and contributing to an enjoyable experience. 33 Packet Pg. 168 2.3.a Legend Precision Sample results Users and non users (heading) Users (respondents) Non -users (respondents) 202 Precision Sample Respondents 846 ECA Sample Respondents Won Sample 202 64 138 Sample 846 796 5C Q21 / Q33 How do you identify? Notes -There were two survey promotion methods used for this analysis. The first method was a paid survey distributed by Precision Sample. They surveyed people who have indicated an interested in the performing arts within 20 miles of Edmonds. Those results are shown on the leftsidecolumns. - The second was promoted by the Edmonds Center for the Arts after events and through social media. Those results are shown on the right side columns. -Some questions were answered by people who have attended the ECA before, and those survey respondents are color coded in purple. Respondents who've never attended the ECA are color coded in orange. Users and non -users were determined in question 5 from who answered 0 for the number of times they or a family member attended the ECA in the I Past two years. Precision Sample ECA Sample - Count Share Count Share Male 31 4891 198 29% Female 33 52% 464 68% Other 0 01Y 0 0% Prefer not to answer 0 01Y 22 3% Count Share Count Share Male 36 269. 10 27% Female 98 72% 24 65% Other 2 1% 0 0% Prefer not to answer 0 0% 3 8% Number of respondents 200 721 Precision Sample Users were evenly split between males and females. Non -users skewed female at 72%. The ECA Samples of both Users and Non - uses also skewed female. 34 d Q M C IL c IL IL LU Packet Pg. 169 2.3.a 022 / Q34 How would you describe yourself? Please check all that apply. Precision r count American Indian or Alaskan Native 2 Asian 7 Black / African American 4 Hispanic, Latino or Spanish Origin 10 Native Hawaiian or other Pacific Islander I Non -Hispanic White/Caucasian 39 Prefer not to answer 0 Other (please specify) I Count American Indian or Alaskan Native 7 Asian 16 Black / African American 13 Hispanic, Latino or Spanish Origin 6 Native Hawaiian or other Pacific Islander 2 Non -Hispanic White/ Caucasian 101 Prefer not to answer 1 Other [please specify 5 Number cf resp—dents 199 Q23 / Q35 Which of the age groups below best describes your age? Precision Count Under 18 0 18-34 29 35-54 30 55 years or older 4 Count Under 18 2 18-34 68 35-54 43 55 years or older 23 Number of respondents 799 024 f Q36 Are there children under the age of 18 living in your household? Precision Count yes 45 Na 19 Count yes 38 No 98 Number of respondents 200 Q25 f 37 What is your total household income per year? ECA Sample Share Count Share 3% 6 1% 11% 18 3% 6% 3 0% 16% 8 1% 2% 5 1% 61% 562 81% 0% 71 10% 2% 23 3% Share Count Share 5% 1 3% 11% 1 3% 9% 0 0% 4% 0 0% 1% 0 0% 67% 29 76% 1% 6 16% 3% 1 3% 719 ECA Sample Share Count Share 0% 0 0% 46% 11 2% 48% 122 U% 6% 545 80% Share Count Share 1% 0 0% 50% 3 8% 32% 6 16% 17% 28 76% 715 ECA Sample All samples self described as "Non - Hispanic White/Caucasian. d Q C M r__ ir The Precision Sample was predominantly Q 18-34 or 35-54. a a In contrast, the ECA Sample skewed W older: 55 years or older. v Share Count Share 70Y 81 12% Most Precision Sample Users have 3UY. 595 88% children in their household, while most Non -users do not. Share count Share 28% 6 16% Most ECA Sample respondents do not 72% 31 713 84% have children in their households, perhaps because they are older. Precision Sample ECA Sample - Count Share Count Share Below $35,000 6 9% 24 4% $35,000 to less than $75,000 19 30% 96 14% $75,000 to less than $150,000 28 449. 220 33% $150,000 to less than $300,000 11 17% 108 16% $300,000 or more 0 0% 16 2% Prefer not to answer 0 0% 210 31% Count Share Count Share Below $35,000 21 15% 2 6% $35,000 to less than $75,000 49 36% 6 17% $75,000 to less than $150,000 41 30% 10 28% $150,000 to less than $300,000 15 11% 4 11% $300,000 or more 3 2% 0 0% Prefer not to answer 7 5% 14 39% Number of respondents 200 710 Most Precision Sample respondents have household incomes between $35,000 and $150,000. The ECA Sample seems similar, but a large percentage of respondents stated they preferred not to answer the question. 35 Packet Pg. 170 2.3.a Q17 / Q31 What are the primary modes of communication you rely on to learn about upcoming concerts and events? Please choose no more than 3 choices. Precision Sample Count ECA Sample Share of All Responses - Count Share of All Responses Newspaper 11 6% 155 991. On-line news or calendars 15 8% 234 13% Friends and family 33 19% 119 7% Responses to this question varied Venue e-newsletter 9 5% 365 20% considerably by sample. As might be Venue website 23 13% 285 16% expected, ECA Sample respondents Venuesocial media 22 12% 136 8% selected venue -specific newsletters, Artist website 10 6% 34 2% social medial, and website. Artist social media 16 9% 36 2% Radio/_Felevision 17 10% fit 3% Precision Sample respondents were more Posters/Flyers/Banners 13 7% 103 691. likely to choose friends and family, which Venue broch ures 6 3% 207 12% is consistent with the idea that this Other (please specify) 2 1% 46 31Y. sample pool is less connected to the ECA. • - Count Share of All Responses Count Share of All Responses Newspaper 21 6% 10 11% y On-line news or calendars 40 11% 11 12% Friends and family 70 20% 6 7% Q Venue e-newsletter 7 2% 14 16% Venue website 29 S% 16 18% Venue social media 56 169. 7 81Y. •�% Artist website 12 3% 6 7% Artist social media 40 119, 5 6% Radio/Television 39 119. 6 7% r_ Posters/Flyers/Banners 30 8% 4 4% Venue brochures 8 2% 4 4% Q Other (please specify) 5 1% 1 11Y. LL 200 Number of respondents 756 d W Q1 How many times did you attend arts and culture events or activities In the last 2 years? Responses Precision Sample ECA Sample Count Share Count Share 0 0 01Y 6 1% The greatest share of each response pool 1 2 3% 69 9% indicated they attend 2-5 arts and culture 2-5 32 50% 316 40% events in the last two years. 6-10 19 30% 179 23% More than 10 11 179, 225 28% - Coum Share Count Share 0 3 2% 14 29% 1 15 11% 4 87. 2-5 81 59% 19 39% 6-10 23 1791 8 16% More than 10 16 12% 4 8% Number of respondents 202 844 02 What is your favorite venue to attend performing arts events in the Puget Sound region? Why? Oper,Ended Response These responses are being analyzed and wilf be included in a revised version of this summary. Q3 What are your primary performing arts interests? Check all that apply. Responses Precision Sample ECA Sample Count Share Count Share Dance 34 24% 249 16% The pattern here is the same for all Music 57 41% 736 46% response pools: first Music, then Theater. Theater 46 33% 488 31% other (please specify) 3 2% 114 7% - Count Share Count Share Dance 50 19% 14 15% Music 115 44% 42 46% Theater 87 33% 28 30% Other (please specify) 9 3% 8 9% Number of respondents 202 841 Q4 In a few words, please deacrihe what the Edmonds Center for the Arts (ECA) does. Skip this question if you are not familiar with the ECA. Open -Ended Response These responses are being analyzed and will be included in a revised version of this summary. 36 Packet Pg. 171 2.3.a Q20/Q32 What is your home ZIP code? Open -Ended Response These responses are being analyzed and will be included in a revised version of this summary. Q27/ Q38 Is there anything else you want to share with Edmonds Center for the Arts to help us better serve our community? Open -Ended Response These responses are being analyzed and will be included in a revised version of this summary. Q28/ Q39 Would you like to share your email address to receive information about upcoming events at ECA? Open -Ended Responses These responses are being analyzed and will be included in a revised version of this summary. Q5 Q6 In the past two years, how many times did you or a family member visit the ECA campus? This question determined if respondents were users or non -users of the ECA. Precision Sample Count Share 0 138 68% 1 25 12% 2-5 33 16% 6-10 5 2% More than 10 1 O4o Number of respondents 202 count 50 92 387 170 147 846 ECA 11% 46% 20% 17% Why have you come to the ECA campus? Please mark all that apply. Precision Sample ECA Sample - count Share of All Responses Count Share of All Responses Performing arts event (music, dance, t42 28% 678 49% heater, other) Speaking event (Rick Sieves, TEDx, 14 9% 212 15% other( Festival [DeMiero Jazz Fest, SKMEA, 20 13% 119 9% other( Class, workshop, outreach program 10 7% 55 4% Celebration, memorial, reunion 12 8% 51 4% Sports activity in ECA gymnasium 20 13% 14 1% Religious event 4 3% 29 2% Cultural event 25 17% 169 12% Other (please specify) 4 3% 62 4% Number of respondents 63 714 Q7 Please rank these terms according to what you think ECA programming should prioritize (1 highest priority; 4 lowest priority)? Precision Sample ECA Sample - Higher Priority (1-2) Lower Priority (3-4) Higher Priority (1-2) Lower Priority (3-4) Share Share Share Share Family -friendliness 61% 39% 47% 53% Opportunities for learning and continuing education 549K 46% 41% 59% High -profile; world -class performances 52% 48% 85% 15% Cutting -edge; experimental performances 38% 63% 33% 67% Number of respondents 63 693 -a Non -user questions As expected, ECA Sample respondents have been to the ECA more often than Precision Sample respondents. Response patterns are similar for Precision Sample and ECA Sa mple respondents, with performing arts being the primary reason for visiting the ECA campus. Cultural events, festivals, and speaking events are also important draws. Precision Sample respondents would like ECA to prioritize family friendliness, opportunities for learning and continuing education, and high -profile, would -class performances, in that order. ECA Sample respondents were more likely to emphasize high -profile, worldclass performances. Neither group favored cutting edge, experimental performances. 37 Packet Pg. 172 2.3.a Q8 Q9 Q10 Q11 Q12 Q13 Please indicate which of these event types you'd like to see less of, about the same amount of, or more of at ECA. -i. rie Mare of or More of or - ."the same Less of about the same Leas of Share Share Share Share Music 97% 3% 99% 1% Dance 945' 6% 83% 17% Theater 100% 0% 94% 6% Special Events and Attractions (such as Peking Acrobats) 89% 11% 87% 13% Educational Performances 95% 5% 87% 13% Lectures, presentations, and Film 88% 13% 90% 10% Number of respondents 64 69/ Which types of music would you like to see more of at ECA? Check all that apply. Do not check any if these don't interest you. The response pattern here is similar for both Precision Sample and ECA Sample respondents, with the majority of both groups expressing interest in more of all types of uses tested. Precision Sample ECA Sample Both groups were most interest in - Count Share of All Responses Count Share of All Responses Contemporary/popular music, followed Classical 37 22% 323 17% by classical, jazz, and world, with slight Jazz 35 21% 384 201Y differences in order of preference. CDmempomry/popular 39 23% 474 25% World 28 17% 315 16% Country 20 12% 220 11% Religious 6 4% 68 4% Other (please specify) 2 1% 146 8% Number of respondents 64 700 Which types of theater would you like to see more of at ECA? Check all that apply. Do not check any if these don't interest you. Precision Sample ECA Sample While differences are slight, ECA Sample Count Share of All Responses Count Share of All Responses respondents favored musical theater, Musical 42 26% 465 30% while Precision Sample respondents Comedy 49 3191 437 28% favored comedy. Drama 40 2591 349 23% Children's 29 189, 143 9% Other (please specify) 0 05, 146 9% Number of respondents 63 641 Which types of dance would you like to see more of at ECA? Check all that apply. Do not check any if these don't interest you. Precision Sample ECA Sample For both groups, the first choice was - Count Share of All Responses Count Share of All Responses Contemporary/popular dance, followed Ballet 31 30Y 201 29% by ballet and then children's. Contemporary/popular 42 41% 352 51% Children's 29 289, 74 11% other (please specify) 0 0% 64 9% Number of respondents 60 490 Are there any other performing arts offerings or events that you would like to see come to ECA? Open -Ended Response This question is not being sent in this preliminary document. ECA provides a range of arts education and outreach programs. Which of these audiences would you like to see ECA provide more of these programs far? Precision Sample ECA Sample - LGunt Share of All Responses Count Share of All Responses While the ECASample prioritized seniors, Preschool age children 18 12M 84 7% the Precision Sample respondent pool Elementary school age children 41 2691 237 21% favored teens- This likely reflects the age Teens 43 2891 258 23% difference between the two sample Seniors 29 199, 326 29% pools, with the ECA Sample skewing Individuals with special needs 22 1491 154 14% older. None of the listed 2 1% 78 7% Number of respondents 64 599 �7 Packet Pg. 173 2.3.a Q14 How important do you think it is for ECA to offer the following programs? Precision Sample ECA Sample The strongest consensus for bath sample Very or Somewhat Not Important Not Important Very or Somewhat pools was around offering programs for Important Important those living with dementia. Strong - Share Share Share Share support was expressed for other options Expanded arts programs far people as well. living with dementia and their 95% 5% 90% 10% caregivers Q15 Q16 Performing arts- focused training for 89% 11% 86% teachers Year-round performing arts classes 97% 3% 94% and workshops for all ages Performing arts programs focused on health and wellness 91% 9% 76% Number of respondents 64 568 Based on your most recent experience at an ECA performance or event, please indicate your level of satisfaction with the fallowing: Precision Sample ECA Sample 14% 6% 24% - Customer Service Exceeded or Met Expectations Share l00% Didn't Meet Expectations Share 040 Exceeded or Met Expectations Share 991Y. Didn't Meet Expectations Share 1% Ticket purchasing 97% 3% 97% 3% Seating 95% 5% 93% 791. Sound 97% 3% 92% 891. Lighting 98% 2% 99% 1% Refreshments 97% 3% 94% 691. ECAcommunications 93% 2% 98% 2% Numz ofrespondenm o4 rus What could we do to improve your rating of any of the above? Open -Ended Responses These responses are being analyzed and will be included in or revised version of this summary. Q18 How important are the following ECA facilities to you and your family? Precision Sample ECA Very or Somewhat Very or Somewhat Important Not Important Important - Share Share Share Theatre 100% 01Y 9691. Lobby 87% 13% 891Y. Meeting Space 77% 2391 45% Gymnasium 79% 2191 27% Number of respondents 691 64 Q19 Please indicate how important you believe it would be for ECA to develop the fallowing on its campus. p—kinn Samnln Fr'A Camnln d iatisfaction was high among all ++ fC :ategories and across both sample pools. Q. -owest satisfaction was with seating for 'recision Sample respondents and sound, _ hen seating for ECA respondents. fC C M C LL c LL IL W The theater was the top choice for both groups, followed by the lobby. Meeting Not Important space and the gymnasium seem more Share important to Precision Sample 4% respondents than ECA Sample 11% respondents. 55% 73% Very or Somewhat Very or Somewhat Important Share Not Important Share Important Share Not Important Share Upgraded cla.—nn/meeting/rehearsal spaces 92% 8% 75% 25% (groups of 5-20) Additional performance space 97% 3% 80% 20% Visual arts exhibition space 95% 5% 76% 24% Artist live-wodc space 84% 16% 50% 50% Spaces for classes and workshops 10D% D% 85% 15% Additional event space (groups of 50- 845' 16% 71% 29% 100) Ballroom / Banquet Hall (groups of 100-500) 92% 8% 58% 42% Commercial catering facilities 81% 199, 58% 42% Office space for multiple arts 89% 119. fil% 39% organizations Additional Parking 95% 5% 1 81% 19% Number of respondents 64 bb3 Both groups would prioritize spaces for classes and workshops, followed by additional performance space and visual arts exhibition space. 39 Packet Pg. 174 2.3.a Q25 Indicate your Ievei of agreement: the Edmonds Center for the Arts is a significant asset for the community and region? Precision Sample ECA Sample This question shows strong support for - Count Share Count Share ECA as a regional asset among members Strongly Agree 52 9391 649 945' of both sample pools. Members of the Somewhat agree 11 171Y. 35 5% ECA Sample strongly value the ECA. Don't agree 0 0% 3 0% Don't know 0 O% 3 0% Number of respondents 63 690 INTIT Q29 What isthe primary reason that you have you not visited the Edmonds Center for the Arts (ECA) in the past 2 years? Precision Sample ECASemple Precision Sample Non -users report they Count Share Count Share have never heard of the ECA, or that its I have never heard of ECA 98 7291 1 4% location is not corwenient. No events or activities interested me 7 5% 18 67% Cost 2 1% 3 11% Most ECA Sample respondents stated 1 don't have time 4 3% 1 4% thatthey, did not see events or activities 4� 1 don't have anyone toga with 1 1% 1 4% of interest. 'a I don't like the venue 0 0% 1 4% Q. Location 20 15% 2 7% D Other 4 3% 11 41% Number of respondents 136 38 Q30 If you were to attend a performance at ECA, what type of show would you most like to see? M Open -Ended Response r_ These responses are being analyzed and will be inciuded in a revised version of this summary. iL c LL a w .s Packet Pg. 175 EDMONDS CENTER FOR THE ARTS/EDMONDS PUBLIC FACILITIES DISTRICT Return t0 Top STRATEGIC BUSINESS PLAN: 2019-2023 Implementation Matrix: STEWARD OBJECTIVES OBJECTIVES �Comml"ee(s) Champion Champion seaevs Aug TIMELINE Sep Oct - 2019 Nov Dec Jan IMPLEMENTATION Feb TIMELINE Mar Apr - 2020 I May I Jun Jul Notes Milestones Pivot Points Short - term: 2019-2020 �■ � u h ..■■■C---:■■■■■■■ . .. .::.and Jarull 1111, 2020 11, F,olitias M ..... rwl111he,uPof MM09MENEENIn Jul, 21111, StIfflith, contractor assessed 11"ditic"Ind IM1, the Dired,rf Opennims,ill compl,te priority building cost of repairing the external fa�ade of the building completed prior to 206 renovation. 0",lb,r 11,t, 2011, the Director of Operation, a nd the MEMEMIA IMly be,u'iw Director will drft,,,mp,,,,pit,l m,int,n,n,, plan operation �chedule for DiArict Board! TD. - -.6m. -it, ...:.. 10 MM■C�■■■■■■■■■■ ,... :.:.....raft : in,asoment and ... poli,i,,f rth,long-t,nnfacility =WE1!!!!=EEEMEEEE-� Matt K will review existing draft and share with F&O EMMA to the PFD Board for Appr..I. committee by July Meeting ■ term 2020-2023 pri.ritaing mer maintenance praject� for K/M will document of projects completed this summer and and urgency of maintenance ite .., ,17.1.pment plan aligned with ECA', mi,i,n, 'le,, fund -naming financial, Political and ragulat.rym.liti.. Medium - term: 2020-2021 Long - term vision: M® ... ooint ■■■■■■■■■■■■■■ �� and gathering .place farpen.nal pride and ,ne,hip among thwe who have no Yet ■ Packet Pg. 176 3.1 City Council Agenda Item Meeting Date: 09/10/2019 Edmonds School District Security Camera MOU Staff Lead: Police Department: Police Services Preparer: James Lawless Background/History As a result of the proliferation of school shootings across the nation, the ability of law enforcement to view live video surveillance feeds from within schools has become essential in increasing the effective response to emergency events. With this in mind, the Edmonds School District and the Edmonds Police Department wish to enter into an inter local agreement establishing a protocol for the utilization of this video for this purpose to take place. Staff Recommendation Staff requests and recommends approval by the full Council via the consent agenda. Narrative This inter local agreement outlines a protocol for both the Edmonds School District and the Edmonds Police Department when a law enforcement need arises wherein video surveillance footage needs to be viewed in the furtherance of public safety, particularly of the school staff and student population. The inter local agreement is attached and has been approved as to form by the Edmonds City Attorney's Office. Attachments: Edmonds School District Security Camera MOU FINAL Packet Pg. 177 3.1.a MEMORANDUM OF UNDERSTANDING BETWEEN THE SCHOOL BOARD OF THE EDMONDS SCHOOL DISTRICT AND THE CITY OF EDMONDS POLICE DEPARTMENT REGARDING ACCESS TO SCHOOL SECURITY CAMERAS WHEREAS the School Board of the Edmonds School District recognizes the importance of ensuring the safety and security of students and faculty at its schools; and WHEREAS the Parkland Commission found that police should have direct access to schools' live feed video surveillance; and WHEREAS, the Edmonds Police Department believes that direct access to video surveillance will improve its situational awareness and tactical response to an emergency within the School District; and WHEREAS, both the School Board of the Edmonds School District and the Edmonds Police Department recognize the need to establish a protocol for appropriate access to school surveillance; NOW THEREFORE BE IT RESOLVED THAT, the School Board of the Edmonds School District ("School Board") and the Edmonds Police Department ("EPD" or "Agency"), (collectively the "Parties"), agree to the following: I. PURPOSE Pursuant to the federal Family Educational Rights and Privacy Act (FERPA) (20 U.S.C. Sec. 1232(g); 34 CFR Part 99), and to the extent the Washington State Public Records Act, RCW Chapter 42.56, applies to this agreement, the Washington Supreme Court and the Court of Appeals have found that surveillance footage of students is a public record that is not exempt from disclosure under the Act (see Lindeman v. Kelso School District No. 458, 162 Wn.2d 196 (2007) and Does v. King County, 192 Wn. App. 10 (2015 Div. 1)). Accordingly, the School Board desires to enter into an agreement that will provide the EPD with immediate access to live school surveillance video when necessary to further those purposes. Packet Pg. 178 3.1.a II. PROTOCOL a. Access to Surveillance Video The Parties acknowledge and agree that school surveillance video is generally a confidential record that is not to be disclosed except in accordance with applicable law. The Parties recognize that they are permitted to share otherwise confidential records with each other for the limited purposes of ensuring student access to appropriate services and for the safety of students, faculty, and others. Any and all access by the EPD to the School Board's surveillance video system (the "System") shall be in furtherance of these purposes. Access to the System requires a unique account ("Agency Account"), which shall be assigned to an EPD Agency Representative. Login information for the Agency Account may be shared with other EPD personnel at the discretion of the Agency Representative. Any person who is permitted access to the Agency Account shall be subject to the provisions of this Agreement and the protocols and procedures set forth herein. b. School Board Duties The School Board shall provide the EPD Agency Representative with an Agency Account via surveillance software that shall be determined by the School Board in consultation with the EPD. The School Board shall maintain this account to ensure the EPD has access. The School Board shall communicate, collaborate, and coordinate its efforts with the EPD to ensure the safety of its schools. c. EPD Duties Authorized Access: As set forth above, any access to the System must be in furtherance of ensuring safety and emergency response of police personnel. Any use of the System for other purposes without the express written authorization of the School Board is specifically prohibited. All EPD personnel who are given access to the Agency Account shall be instructed on the purposes for which access is authorized. Record of Access: The EPD shall maintain a record (the "Record") which indicates the name of any personnel, individual, or external organization that requests and is allowed access to the Agency Account. At a minimum, the Record shall include the following: (1) Name or User ID of the person who accessed the Agency Account; (2) the date and time at which the Agency Account was accessed; (3) a brief statement indicating the purpose for which the Agency Account was accessed. The Record produced pursuant to this provision shall be provided to the School Board on a semi-annual basis or upon request by the School Board or its authorized designee. This provision shall not be construed so as to require the EPD to create the Record prior to, or in conjunction with, each 2 Packet Pg. 179 3.1.a instance of access to the Agency Account, but shall require the EPD to produce a complete copy of the Record semi-annually or upon request by the School Board, as set forth above. Maintaining Confidentiality: The EPD shall utilize various procedures and security measures to ensure that the confidentiality of school surveillance video is maintained to the greatest extent possible. All personnel who are granted access to the Agency Account must abide by the policies and procedures set forth by the EPD to maintain the confidentiality of any and all surveillance video accessed via the Agency Account. The Police Department will not distribute, share, or provide copies of any School District video to any party except as legally required by the Washington State Public Records Act (RCW Chapter 42.56), warrant or subpoena. d. Penalties IN The Parties recognize that unauthorized access to the System or disclosure of the confidential materials contained therein will cause irreparable harm to the School Board. Accordingly, the Parties agree that the School Board shall have the right to seek immediate termination of System access granted to any EPD personnel who is discovered to have accessed the Agency Account for an unauthorized purpose. III. INDEMNITY To the extent permitted by Washington law, the EPD agrees to indemnify, defend, and hold harmless the School Board, its officers, staff, employees and agents, against any and all claims, suits, damages, and causes of action arising out of the EPD's use of the System and Agency Account pursuant to this agreement, including but not limited to, access of the Agency Account by EPD personnel for reasons not authorized under this agreement. IV. NOTICE All notices required by this Agreement, unless otherwise provided herein, by either part to the other shall be in writing, delivered personally, by certified or registered mail, return receipt requested, or by Federal Express or Express mail, and shall be deemed to have been duly given when delivered personally or when deposited in the United States mail, postage prepaid, addressed as follows: School Board of Edmonds School District Attn: Superintendent Edmonds School District 20420 68th Avenue W Lynnwood, WA 98036 Edmonds Police Department Attn: Chief of Police Edmonds Police Department 250 Fifth Avenue N Edmonds, WA 98020 3 Packet Pg. 180 3.1.a V. COMPLIANCE WITH APPLICABLE LAWS It is the intent of the Parties that this Agreement will comply with all applicable laws and regulations that might pertain to it. Should the validity of this agreement be challenged at any point by a relevant authority, the Parties may engage in a declaratory action to seek guidance from the Courts on this issue. The Parties shall be bound by the Court's decision in a declaratory action brought by either party pursuant to this section. VI. SEVERABILITY The parties recognize and agree that should any clause(s) herein be held invalid by a court of competent jurisdiction, the remaining clauses shall not be affected and shall remain in full force and effect. VII. COUNTERPARTS This agreement may be executed in one or more counterparts, all of which together shall constitute only one agreement. VIII. WAIVER A waiver by either party of a breach or failure to perform hereunder shall not constitute a waiver of any subsequent breach or failure to perform. Any waiver of any requirement provided for by this agreement does not relieve the EPD of the obligations contained in the indemnification provision of this agreement. IX. CAPTIONS The captions contained herein are used solely for convenience and shall not be deemed to define or limit the provisions of this agreement. X. ENTIRE AGREEMENT The parties hereto agree that this is the final agreement between the parties and supersedes any and all prior agreements and/or assurances, whether oral or in writing. XI. GOVERNING LAW AND VENUE This agreement shall be construed in accordance with the laws of the State of Washington. Any dispute arising hereunder is subject to the laws of Washington, venue in Snohomish County, Washington. The prevailing party shall be entitled to reasonable attorney's fees and costs incurred as a result of any action or proceeding under this agreement. Signature pages follow: 4 Packet Pg. 181 3.1.a EDMONDS SCHOOL DISTRICT Kristine McDuffy, Superintendent Dated: Approved as to Form: Attorney for Edmonds School District STATE OF WASHINGTON ) )ss COUNTY OF ) On this day of , 2019, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared Kristine McDuffy, Edmonds School District Superintendent, to me known to be the person who executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said person, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC My commission expires: 5 Packet Pg. 182 3.1.a EDMONDS POLICE DEPARTMENT Al Compaan, Chief of Police Dated: Approved as to Form: Office of the City Attorney STATE OF WASHINGTON ) )ss COUNTY OF SNOHOMISH ) On this day of , 2019, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared Al Compaan, Edmonds Chief of Police, to me known to be the person who executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said person, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC My commission expires: 6 Packet Pg. 183 3.2 City Council Agenda Item Meeting Date: 09/10/2019 Ordinance Amending ECC 5.38 (Offenses Related to Lewd Conduct) Staff Lead: Police Department: Police Services Preparer: James Lawless Background/History Staff Recommendation Staff recommends and requests that this item be forwarded to the full Council for approval via the consent agenda. Narrative Washington State RCW 9A.86.010 (Disclosing intimate images) allows for criminal charges to be brought against individuals who share intimate images of another in certain situations. Given that this charge is a Gross Misdemeanor, adopting this RCW by reference will allow the charges to be filed into the Edmonds Municipal Court. This amendment was prepared by, and has been approved as to form by, the City Attorney's Office. Attachments: DRAFT Ordinance Amending ECC 5.38 12.7 RCW 9A.86.010 Packet Pg. 184 3.2.a ORDINANCE NO. AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING CHAPTER 5.38 ECC (OFFENSES RELATING TO LEWD CONDUCT) TO ADD A SECTION PROHIBITING THE DISCLOSURE OF INTIMATE IMAGES; PROVIDING FOR SEVERABILITY; AND SETTING AN EFFECTIVE DATE. WHEREAS, the Edmonds Police Department has proposed the adoption by reference of RCW 9A.86.010 ("Disclosing intimate images") into the Edmonds City Code ("ECC"); and WHEREAS, after review and discussion, the City Council has determined that it is in the best interests of the city to amend Chapter 5.38 ECC ("Offenses Relating to Lewd Conduct") to adopt this statute by reference; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. The following Subsections .170 is hereby added to ECC 5.38 Offenses Relating to Lewd Conduct to read as follows: 5.38.170 State statutes adopted by reference. A. The following statutes of the state of Washington, including all future amendments, are adopted by reference as if set forth in full herein: RCW 9A.86.010 Disclosing intimate images B. Notwithstanding the RCW section(s) specifically adopted by reference in subsection (A) of this section, all RCW sections necessary for the investigation, arrest, prosecution, sentencing, confinement, and enforcement of misdemeanors and gross misdemeanors under this chapter are hereby adopted by reference as currently enacted or as hereafter amended or recodified from time to time, and shall be given the same force and effect as if set forth herein in full. C. The provisions in ECC 5.14.010(A) regarding the effect of adopting state statutes by reference apply to this section. D. All class C felony crimes set forth in the RCW are hereby adopted by reference for the purposes of charging a gross misdemeanor for a violation of any of the crimes set forth in Chapter 9A.28 RCW. The adoption of class C felonies shall be subject to the provisions of subsections (B) and (C) of this section. Packet Pg. 185 3.2.a Section 2. 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. Section 3. Effective Date. This ordinance, being an exercise of a power specifi- cally delegated to the City legislative body, is not subject to referendum, and shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. MAYOR, DAVID O. EARLING ATTEST/AUTHENTICATED: CITY CLERK, SCOTT PASSEY APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO. Packet Pg. 186 3.2.a SUMMARY OF ORDINANCE NO. of the City of Edmonds, Washington On the day of , 20_, the City Council of the City of Edmonds, passed Ordinance No. A summary of the content of said ordinance, consisting of the title, provides as follows: AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING CHAPTER 5.38 ECC (OFFENSES RELATING TO LEWD CONDUCT) TO ADD A SECTION PROHIBITING THE DISCLOSURE OF INTIMATE IMAGES; PROVIDING FOR SEVERABILITY; AND SETTING AN EFFECTIVE DATE. The full text of this Ordinance will be mailed upon request. DATED this day of , 20_. CITY CLERK, SCOTT PASSEY Packet Pg. 187 RCW 9A.86.010: Disclosing intimate images. Page 1 of 2 3.2.b RCW 9A.86.010 Disclosing intimate images. (1) A person commits the crime of disclosing intimate images when the person knowingly discloses an intimate image of another person and the person disclosing the image: (a) Obtained it under circumstances in which a reasonable person would know or understand that the image was to remain private; (b) Knows or should have known that the depicted person has not consented to the disclosure; and (c) Knows or reasonably should know that disclosure would cause harm to the depicted person. (2) A person who is under the age of eighteen is not guilty of the crime of disclosing intimate images unless the person: (a) Intentionally and maliciously disclosed an intimate image of another person; (b) Obtained it under circumstances in which a reasonable person would know or understand that the image was to remain private; and (c) Knows or should have known that the depicted person has not consented to the disclosure. (3) This section does not apply to: (a) Images involving voluntary exposure in public or commercial settings; or (b) Disclosures made in the public interest including, but not limited to, the reporting of unlawful conduct, or the lawful and common practices of law enforcement, criminal reporting, legal proceedings, or medical treatment. (4) This section does not impose liability upon the following entities solely as a result of content provided by another person: (a) An interactive computer service, as defined in 47 U.S.C. Sec. 230(f)(2); (b) A mobile telecommunications service provider, as defined in RCW 82.04.065; or (c) A telecommunications network or broadband provider. (5) It shall be an affirmative defense to a violation of this section that the defendant is a family member of a minor and did not intend any harm or harassment in disclosing the images of the minor to other family or friends of the defendant. This affirmative defense shall not apply to matters defined under RCW 9.68A.011. (6) For purposes of this section: (a) "Disclosing" includes transferring, publishing, or disseminating, as well as making a digital depiction available for distribution or downloading through the facilities of a telecommunications network or through any other means of transferring computer programs or data to a computer; (b) "Intimate image" means any photograph, motion picture film, videotape, digital image, or any other recording or transmission of another person who is identifiable from the image itself or from information displayed with or otherwise connected to the image, and that was taken in a private setting, is not a matter of public concern, and depicts: (i) Sexual activity, including sexual intercourse as defined in RCW 9A.44.010 and masturbation; or (ii) A person's intimate body parts, whether nude or visible through less than opaque clothing, including the genitals, pubic area, anus, or postpubescent female nipple. (7) The crime of disclosing intimate images: (a) Is a gross misdemeanor on the first offense; or https:Happ.leg.wa.gov/RCW/default.aspx?cite=9A.86.010 Packet Pg. 188 8/22/2019 RCW 9A.86.010: Disclosing intimate images. Page 2 of 2 3.2.b (b) Is a class C felony if the defendant has one or more prior convictions for disclosing intimate images. (8) Nothing in this section is construed to: (a) Alter or negate any rights, obligations, or immunities of an interactive service provider under 47 U.S.C. Sec. 230; or (b) Limit or preclude a plaintiff from securing or recovering any other available remedy. [2016c91 § 1; 2015 2nd sp.s. c 7 § 1.1 https:Happ.leg.wa.gov/RCW/default.aspx?cite=9A.86.010 Packet Pg. 189 8/22/2019