07/31/2012 City CouncilEDMONDS CITY COUNCIL APPROVED MINUTES
July 31, 2012
The Edmonds City Council meeting was called to order at 6:32 p.m. by Mayor Earling in the Council
Chambers, 250 5`" Avenue North, Edmonds. The meeting was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Strom Peterson, Council President
Frank Yamamoto, Councilmember
Kristiana Johnson, Councilmember
Lora Petso, Councilmember
Adrienne Fraley- Monillas, Councilmember
ELECTED OFFICIALS ABSENT
Joan Bloom, Councilmember
Diane Buckshnis, Councilmember
1. APPROVAL OF AGENDA
STAFF PRESENT
Stephen Clifton, Community Services/Economic
Development Director
Phil Williams, Public Works Director
Shawn Hunstock, Finance Director
Frances Chapin, Cultural Services Manager
Cindi. Cruz, Executive Assistant
Sandy Chase, City Clerk
Jana Spellman, Senior Executive Council Asst.
Jeannie Dines, Recorder
COUNCIL PRESIDENT PETERSON MOVED, SECONDED BY COUNCILMEMBER
YAMAMOTO, TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
2. APPROVAL OF CONSENT AGENDA ITEMS
COUNCIL PRESIDENT PETERSON MOVED, SECONDED BY COUNCILMEMBER
YAMAMOTO, TO APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY.
The agenda items approved are as follows:
A. ROLL CALL
B. APPROVAL OF CITY COUNCIL MEETING MINUTES OF JULY 24, 2012.
C. APPROVAL OF CLAIM CHECKS #133204 THROUGH #1.33430 DATED JULY 26, 2012
FOR $91.5,252.98. APPROVAL OF PAYROLL CHECK #51.540 FOR $230.10 FOR THE
PERIOD JULY 1, 2012 THROUGH JULY 1.5, 2012.
3. AUDIENCE COMMENTS
Alvin Rutledge, Edmonds, commented that he came across campaign materials from a candidate for
mayor in 1987. That candidate's first priority was preventing adult entertainment; that was accomplished.
His second issue was moving the ferry terminal by 2020; the ferry terminal has not been moved. The
candidate's third issue was property taxes; taxes were not raised for three years. The citizens' main
concern at that time was controlling growth. The City was rated #1 in safety. The final issue in the
candidate's materials was term limits for the Mayor and Council; voters are allowed to establish term
limits for Councilmembers and Mayor. Next, Mr. Rutledge announced the final report on the Edmonds
Food Bank car show will be available on August 20.
Edmonds City Council Approved Minutes
July 31, 2012
Page 1
4. EDMONDS STRATEGIC PLANNING AND VISIONING RETREAT #6 (CITY COUNCIL,
PLANNING BOARD AND ECONOMIC DEVELOPMENT COMMISSION).
In addition to the above elected officials and staff, the following Board and Commission members were
present for this item:
ECONOMIC DEVEVLOPMENT COMMISSIONERS PLANNING BOARD MEMBERS
John Eckert
Kevin Garrett
Don Hall
Darrol Haug
Marc Knauss
Evan Pierce
Nathan Proudfoot
Doug Purcell
John Rubenkonig
Gail Sarvis
Rich Senderoff
Karen Shively
Evelyn Wellington
Bruce Witenberg
Phil Lovell (Chair)
Valerie Stewart (Vice Chair)
Neil Tibbott
Kevin Clark
John Reed
Mayor Earling welcomed new Economic Development Commissioners.
Community Services /Economic Development Director Stephen Clifton welcomed everyone and referred
to materials provided to the Council, Planning Board, Economic Development Commission (EDC), and
the public: Strategic Planning Retreat #6 Agenda, Strategic Plan Actions, Survey Results and Actions,
Responsibilities and Performance Measures. He explained tonight Mr. Beckwith will present 1)
information regarding how the registered voter telephone survey was conducted, 2) characteristics of
survey respondents, 3) limitations to the survey sample, 4) survey results and, 5) implications of the rank
order and lead agent contained in the matrix.
Mr. Clifton introduced Tom Beckwith, Beckwith Consulting Group, and Eric Hovee and Steve Price,
Beckwith Consulting Group, introduced themselves.
Mr. Beckwith explained this is the last retreat; the next step will be formal meetings with the Planning
Board and EDC and then a formal meeting with the City Council. He displayed the timeline, identifying
Retreat #6 in the process. During the next month, they will meet with staff to scope the timeline and
budget of some of the potential actions.
Mr. Beckwith explained their presentation will include the following:
1. Registered voter survey — process
2. Registered voter survey — respondent characteristics
3. Strategic Plan Actions — by ranked priorities (4 -5) score and lead agent
4. Strategic Plan Actions - Implementation
Registered voter survey — process
• Participants — 1,383 registered voters were randomly recruited by telephone (land line and cell)
from the voter registration list (17,846 unique households (2,546 with cell phones) in Edmonds =
8 %)
• Refusals — 188 registered voters (14 %) contacted refused to participate for a variety of reasons.
That is a very low refusal rate for this type of survey. Reasons given for refusal ranged from too
old, not informed, don't have time, don't think it will make a difference, do not wish to disclose
address, and no reason given.
Edmonds City Council Approved Minutes
July 31, 2012
Page 2
Background — posted "Actions, responsibilities, and performance measures" document on -line for
survey participant review
Distribution — depending on participant preference:
0 805 were mailed a hard copy of the survey to be completed and returned by mail
(provided envelope and stamp)
0 577 were sent an email that provided access to the online survey
Return — 466 or 34% were completed including:
0 255 or 32% by mailed -back (12 returned for address problems)
0 211 or 37% by completion online
Mr. Beckwith explained a mail survey is considered successful if has at least a 15% response rate, very
successful with a 20 -25% response rate; 34% is a very high response rate, particularly for the length and
complexity of this survey. He noted this is the not the longest or most complex survey they have done but
it is in the top five and took a fair amount of time to complete.
Registered voter survey — respondent characteristics
• Respondent personalities included:
• Pollyana — agree with everything giving high scores to all questions — there were very few in
this sample
• Grinch — disagree with everything giving low scores to all questions — there were quite a few
in this sample
• Typical — responses were generally measured including lowest and highest depending on
question
Characteristics — generally respondents were:
• New to the process — had not participated before
• Retired — though some responded with multiple answers likely including previous place of
work or other household members
• Smaller households — individuals, couples
• Long to very long time residents
• Homeowners
• Older — 50 years and up
• Of all income ranges
Representative — of citizens who will likely vote or participate in implementation issues of the
strategic plan compared with general population. Groups who do not participate in these types of
surveys tend to be young or those very involved with family. Respondents to survey tend to be
more conservative than voters in general depending on the issue and when the election is held.
Mr. Beckwith reviewed results of the registered voter survey with regard to the following specific
characteristics:
• Have you participated in this process before?
• Where do you work?
• How many people in your household?
• Where do you live in Edmonds?
• How many years have you lived in Edmonds?
• Which type of housing do you live in?
• What is your gender?
• Which age group are you in?
• What is your household income range?
Edmonds City Council Approved Minutes
July 31, 2012
Page 3
Mr. Hovee commented that given the composition of people who responded, older, retired or close to
retirement, suggests they may be active in the community. They are thinking about their own issues as
well as the legacy they may leave to the community.
Mr. Beckwith reviewed responses ranked in priority order:
Strategic Plan Actions
Very High Priority
Rankings
Strategic Plan Actions
Lead Agent(s)
1 -2
3
4 -5
12%
4: Economic Sustainability — recruit businesses that employ
Port - Chamber
20%
technical, professional, and managerial skills offered by Edmonds
68%
residents to facilitate live /work sustainability in Edmonds
8%
6: Medical and health industries — retain and recruit businesses that
Chamber — Swedish
24%
support and can expand health related services and products within
Hospital
67%
the general area of Swedish Hospital Edmonds
9%
63: Fiscal sustainability — implement Budgeting for Objectives
City Council
24%
process that incorporates public input to establish community
66%
priorities, resolves a balance between revenues and expenditures,
and encourages innovative and alternative delivery methods.
12%
68: Permitting processes — consolidate and simplify the business
City
26%
license, land use and building permit review process to incorporate
63%
electronic application procedures, pre - submittal workshops, and
concurrent reviews.
11%
5: High tech industries — retain and recruit businesses that depend
Port - Chamber
26%
on, and can take advantage of, Edmonds superior fiber optics
62%
capability.
22%
62: BNSF — participate in the environmental impact assessment
City
16%
process related to a proposal to build a coal export terminal at
62%
Cherry Point in Bellingham. Identify required improvements in
Edmonds to mitigate extra tracks, train volumes, dust, noise, and
potential conflicts with ferry terminal and waterfront pedestrian,
bike, and vehicular traffic
15%
14: Employ - create a young adult job placement service to
Chamber
25%
help find part and full -time employment opportunities with
60%
Edmonds businesses, schools and organizations.
12%
41a: Senior Center — develop long term solution for maintaining
City — Senior Center
30%
and updating the Senior Center.
59%
14%
15: Participation — work with public and private organizations to
Chamber
27%
provide mentoring opportunities for young adults through events or
59%
social outreach, projects, environmental stewardship, arts and
culture and job/career networking.
15%
20: Harbor Square — review and approve a long term master plan
Port
26%
and agreement for the Port of Edmonds Harbor Square property
59%
that enhances the waterfront environment, public access and
promotes mixed use development.
13%
72: Assess performance results — assess, on an annual basis, State
City
29%
of the City programs, projects, and budget. Regularly conduct
Edmonds City Council Approved Minutes
July 31, 2012
Page 4
58%
public, customer, and business surveys to determine the
effectiveness, performance, and priorities of adopted Strategic Plan
actions.
18%
19: Shore]ine/Waterfront — develop a strategy for the combined
City - Port
24%
shoreline (east /west of rail lines) from the Port to the Underwater
58%
Dive Park and from the waterfront to the downtown that increases
public access and recreational opportunities.
15%
8: Marketing — identify and recruit retailers to fill critical gaps in
Port — Chamber —
29%
retail sales and services such as basic needs (clothing downtown,
Downtown Edmonds
57%
professional services) within the business districts of downtown,
Merch Assoc — 99
Westgate, Firdale Village, 5- Corners, and Perrinville, as well as
Intnl
larger department stores and specialty retailers on Highway 99.
15%
53: Street maintenance — create a financing mechanism to generate
City
28%
approximately $1,400,000 per year which is needed annually to
57%
maintain City streets.
17%
47: Recycling — expand reuse and recycling programs in current
Sustainable Edmonds
26%
City operations and in waste management outreach activities by
57%
Edmonds households and businesses.
18%
13: Interim storefront uses — encourage temporary artist exhibits or
Downtown Edmonds
27%
similar uses in vacant storefronts or buildings in order to provide
Merch Assoc
56%
visual interest and activity while the building is being marketed for
a future tenant or owner.
18%
37: Downtown restrooms — develop a public restroom facility to
Downtown Edmonds
26%
serve pedestrians, customers, and tourists in the downtown district.
Merch Assoc
56%
19%
21: Antique Mall — encourage packaging the Safeway /Antique Mall
City - Port
25%
and nearby properties for the purpose of enhancing redevelopment
56%
opportunities of this significant gateway site.
11%
40: Frances Anderson Center — refine long range strategy to
City
35%
enhance, maintain and update life cycle maintenance, repair
54%
requirements and functional program needs.
15%
49: Walkways — institute sidewalk maintenance and construction
City — Edmonds
32%
program to complete key connections to the waterfront, downtown,
School District
54%
business districts, schools, parks, and other major walking
destinations.
16%
35: Greenways — develop a system of coordinated open spaces,
Sustainable Edmonds
30%
conservation corridors, and greenways with trail access along the
54%
shoreline, waterfront, wetlands, hillsides, and parks to preserve the
natural setting and increase public awareness and access.
23%
33: Farmers /Public Market — expand into a year -round activity with
Edmonds Summer
23%
available all- weather structures, available parking, and increased
Market
54%
visibility to attract out -of -area customers and tourists.
17%
23: Swedish Hospital — update the Hospital District master plan to
Swedish Hospital
31%
meet hospital needs while mitigating impacts to adjacent
53%
nonmedical land uses.
16%
38a: Yost Pool - create and implement a long term financial and
City
31%
operational strategy for the updating /upgrading, refurbishment and
53%
retrofitting of the current Yost Pool facility.
17%
16: Activities - create young adult social and recreation oriented
Boys & Girls Club
30%
activities and facilities that offer evening and after school peer
53%
group interactions and events.
Edmonds City Council Approved Minutes
July 31, 2012
Page 5
12%
71: Strategy development — adopt and implement a Strategic Plan
City
36%
in partnership with public and private organizations.
52%
signage, and streetscape improvements at key entrances to
1.7%
10: Promotion — initiate and expand retail sales and other events
Downtown Edmonds
31%
and activities including sidewalk cafes and vendors within the
Merch Assoc — 99
52%
business districts of downtown, Westgate, Firdale Village, 5-
hard
30%
Corners, Perrinville and Highway 99.
17%
45c: Stormwater — resolve flooding on SR -104 and Dayton.
City
33%
Square, the waterfront, and downtown.
51%
59: Sound Transit — develop Community Transit links with the
Sound Transit
17%
2: Business outreach — integrate City, Port, Chamber, Edmonds
Port - Chamber
32%
Community College, Edmonds School District, and private
51%
business efforts and communications for the benefit of economic
City Council
27%
recruitment.
Mr. Beckwith commented he had never done a survey where so many actions were above 50 %. Out of 72
actions, 40% are high priorities. Mr. Price commented most of the high priorities are new initiatives or
reinvigorating previous initiatives. Only a few are routine City responsibilities such as street maintenance
and parks.
High- Moderate Priority
19%
25: Design — continue to include arts and historical themes in the
City - Arts
31%
Edmonds brand and install artworks, gateways, wayfinding
49%
signage, and streetscape improvements at key entrances to
Edmonds, e.g., the waterfront, downtown, Highway 99, State
Route -104 and other business districts.
21%
58: Sounder — increase the schedule and number of Sound Transit
Sound Transit
30%
commuter rail trains between downtown Seattle and Edmonds to
49%
promote development of transit oriented development at Harbor
Square, the waterfront, and downtown.
22%
59: Sound Transit — develop Community Transit links with the
Sound Transit
30%
proposed Sound Transit LINK light rail corridor alignment along
48%
Interstate 5.
25%
3: Economic incentives — adopt economic incentives for key
City Council
27%
business or development recruitment targets. These may include
48%
reduced or deferred business license fees, permit fees, utility
connection charges, latecomer fees, park or traffic impact fees,
property tax reduction or deferral, and/or expedited building permit
review.
14%
70: Public access — conduct frequent town halls, public open
City
39%
houses, and other events at locations throughout the City to
47%
improve public access and facilitate dialogue on policies, programs,
projects, and budgets.
22%
43: Native habitat — plant street trees, restore native habitat in
Backyard Wildlife
30%
disturbed areas, remove invasive species and update the landscape
Habitat
47%
ordinance to promote use of native and drought resistant plants and
restoration of wildlife habitat.
23%
48: Trails — complete an off -road multipurpose trail network linking
City
30%
the shoreline and waterfront, Edmonds Marsh, downtown, business
47%
districts, parks and open spaces, bus and rail transit connections,
and the Interurban Trail in Edmonds.
Edmonds City Council Approved Minutes
July 31, 2012
Page 6
20%
64: Non - Governmental Organization (NGO) participation —
Chamber
integrate NGOs such as the Chamber of Commerce, Downtown
35%
46%
Edmonds Merchants Association, Business Improvement District,
and others into the operation and implementation of BFO and
Strategic Plan actions.
21%
34: Fiscal sustainability — create an alternative mechanism other
City Council
33%
than the City of Edmonds General Fund with which to finance
46%
parks and recreation programs and services.
25%
54: Highway 99 — create transportation improvement program and
City — WSDOT —
30%
project for Highway 99 to improve traffic flow, transit connections,
Community Transit
46%
pedestrian streetscape and to encourage mixed use project
developments similar to what has been recently completed in
Shoreline and is planned in Everett and Lynnwood.
21%
27: Organization — create a central clearinghouse to coordinate
City — Arts -
35%
scheduling and promotion of events in Edmonds.
Chamber
45%
25%
65: Public view corridors and visual preservations — identify public
City
31%
view corridors and view sheds in the Bowl and create appropriate
45%
public view protection overlay districts, ordinances, and other
measures to preserve and protect them.
18%
69: Communication — establish effective public information and
City
38%
feedback methods including websites, blogs, Facebook, Twitter,
44%
and other social media outreach.
22%
45b: Stormwater — resolve on -going flooding and water quality
City
34%
issues in Lake Ballinger.
44%
25%
46: Energy — reduce Edmond's carbon footprint through solar
Sustainable Edmonds
31%
installations and other energy conservation practices in current City
44%
operations, updating development codes, and utilizing Sustainable
Works energy audits and retrofits.
22%
26: Promotion — create an Edmonds arts website and utilize social
City — Arts -
35%
media including Google maps, Facebook, and Twitter to promote
Chamber
43%
and attract visitors to an expanded year -round calendar of events
and festivals for performing, literary, culinary, fine, and other arts
interests.
27%
61: Intermodal Station — develop an integrated Amtrak, Sounder,
Sound Transit —
29%
Community Transit, shuttle, ferry, bike, and pedestrian transfer
Community Transit -
43%
facility on the waterfront to promote accessibility and connectivity
Amtrak
to and within Edmonds.
29%
5 L• Waterfront connection — work to establish an emergency and
City — WSDOT Ferry
28%
everyday access over the railroad tracks and ferry terminal lanes for
- BNSF
43%
pedestrians bound for shoreline and waterfront attractions from
Harbor Square, Antique Mall, and the downtown.
22%
28: Edmonds Center for the Arts (Edmonds Center Arts) —
Edmonds Center for
complete a strategic plan identifying financial strategies for debt
36%
the Arts
42%
payment, redevelopment and reuse of the remaining un- renovated
property, including a potential parking garage.
26%
60: Ferry terminal — create an interim ferry waiting and loading
WSDOT Ferry
32%
strategy that reduces conflicts between trains, automobiles and
42%
pedestrians while improving ferry rider access to the waterfront and
downtown services and amenities.
Edmonds City Council Approved Minutes
July 31, 2012
Page 7
26%
9: Design — develop a process to identify ways to enhance retail
Downtown Edmonds
34%
storefronts within the business districts of downtown, Westgate,
Merch Assoc — 99
41%
Firdale Village, 5- Corners, Perrinville and Highway 99. For
Intnl
30%
example, this could include identifying competitive grants and low
City
31%
cost loan programs.
31%
44: Food production — encourage community gardens and pea
Sustainable Edmonds
27%
patches, plant fruit tree orchards, harvest and deliver food products
City
41%
to food banks and other sources to promote natural systems in
39%
Edmonds.
25%
66a3: Development regulations — Highway 99
City
35%
66b: Development regulations — address ground floor retail
City
40%
requirements to reflect demand in different retail corridors and
Moderate -Low Prioritv
22%
45a: Stormwater and Habitat - daylight Willow Creek to help with
City
39%
restoring saltwater access to Edmonds Marsh.
39%
30%
45d: Stormwater — encourage the development of rain gardens,
City
31%
green roofs and walls, bio- filtration swales, and other green
39%
development features in Edmonds projects and development codes.
33%
38b: Yost Pool - develop and/or expand Yost Pool to include
City
27%
outdoor and indoor leisure pool elements, therapy pool, party rooms
39%
and concessions, and possibly other recreation physical
conditioning, courts, and gymnasium uses.
23%
66b: Development regulations — address ground floor retail
City
41%
requirements to reflect demand in different retail corridors and
37%
locations.
28%
50: Crosswalks — install special paving materials, flashing light
City
34%
crossing strips, pedestrian activated signals, median and curb
37%
extensions as appropriate to improve pedestrian safety, increase
visibility, and calm traffic at major intersections on SR -104 and
Highway 99.
33%
29: 4th Avenue Cultural Corridor/Linear Park — fund and complete
City
30%
construction of a linear park streetscape between the downtown and
37%
Edmonds Center Arts in order to create a walkable corridor that
preserves the historical character of the area, and promotes retail /art
opportunities.
21%
11: Organization — institute the "Main Street" Program 4 -Point
Downtown Edmonds
43%
approach which includes economic restructuring, promotion, design
Merch Assoc — 99
36%
and organization for the downtown and Highway 99 business
Intnl
districts.
23%
1: Database — create and maintain a database to identify
Chamber
41%
opportunities for business and developer recruitment efforts. The
36%
database may include an inventory of available properties,
buildings, and resources in Edmonds business districts and zones.
25%
39a: Civic Field — address long term property ownership and
City — Edmonds
39%
upgrade field, stadium, lighting, and other features to support
School District
36%
competitive play including tournaments.
27%
67: Design standards — illustrate site, building, landscape, and
City
38%
signage design objectives using examples to achieve public quality
36%
design objectives.
Edmonds City Council Approved Minutes
July 31, 2012
Page 8
30%
57: SR -104 transit — expand Community Transit's schedule and
Community Transit
34%
hours to support Edmonds employees and residents, particularly at
36%
the waterfront, downtown, Westgate, and Highway 99 including
33%
connections to the Highway 99 International District.
Housing Authority
28%
22: Highway 99 International District — create a plan and design
City — 99 Intnl
36%
theme for this unique area, initiate promotional events and
35%
activities, and recruit additional anchors or destination stores.
City
28%
12: Financing — create a downtown Business Improvement District
City Council —
38%
(BID) to benefit properties and businesses for the purpose of
Downtown Business
34%
instituting marketing, design, and promotional activities within the
Improvement District
26%
downtown business district.
31%
66a2: Development regulations — Westgate
City
35%
parking requirements, reduced permit fees, and/or other measures.
34%
39b: Woodway Fields - address long term property ownership and
City — Edmonds
44%
66al: Development regulations — Downtown/Waterfront
City
24%
play including tournaments.
33%
66a4: Development regulations — Five Corners
City
30%
17: Diversify housing options — increase housing choice by type,
City
38%
price, and proximity to employment centers, transit corridors, and
32%
recreational sites in order to provide live /work/play opportunities in
City — Arts —
38%
Edmonds.
Edmonds Center for
Low Prioritv
33%
66a5: Development regulations — Perrinville
City
35%
32%
33%
31: Artist live /work — explore ways to develop affordable artist
Housing Authority
34%
live- workteach- display -sell spaces to attract young and emerging
32%
talent to Edmonds similar to the Schack Center in Everett.
34%
66a6: Development regulations — Firdale Village
City
36%
31%
43%
18: Affordable housing — promote the creation of rental and sale
City Council
26%
workforce housing for moderate income working households
31%
through incentives that may include additional density, reduced
parking requirements, reduced permit fees, and/or other measures.
29%
39b: Woodway Fields - address long term property ownership and
City — Edmonds
41%
upgrade field, lighting, and other features to support competitive
School District
30%
play including tournaments.
34%
66a4: Development regulations — Five Corners
City
36%
30%
32%
24: Marketing — conduct surveys of visitors to determine their
City — Arts —
38%
characteristics, expenditure patterns, sources of information, and
Edmonds Center for
29%
other behavior to better understand the economic benefits and what
the Arts
attracts visitors to Edmonds.
43%
66a: Development regulations — amend mixed use development
City
29%
standards to allow higher, mixed use density in general and in each
28%
of the following commercial districts:
43%
52: Bikeway network — institute an on- street network of bike lanes,
City — Bike Groups;
28%
shoulders, and sharrows (shared lanes) to complete key connections
Edmonds City Council Approved Minutes
July 31, 2012
Page 9
28%
to the waterfront, downtown, business districts, schools, parks, and
City — Senior Center
51%
other major commuter and recreational destinations including the
Auto dealers
31%
interurban trail.
46%
36: Dog park — identify a suitable relocation site and develop a
OLAE Stewardship
27%
dedicated dog park consisting of fenced social yards with spectator
28%
seating and amenities, and off -leash exercise areas and trails.
Downtown Edmonds
43%
55b: Shuttle service — initiate seasonal or possibly year -round
Downtown Edmonds
30%
shuttle service between downtown and Community Transit's Swift
Merch Assoc
27%
BRT transit stations along Highway 99.
41%
30: Art and history walking tours ours — create signage, audio and phone
City
35%
apps, and web based information to expand art and history walking
24%
tours of waterfront and downtown historical sites and buildings,
artworks, and other visually interesting and significant landmarks.
35%
42: Coordination — establish a central clearinghouse to coordinate
Sustainable Edmonds
43%
environmental education and sustainability funding, programs, and
23%
volunteers.
42%
32: Fine Arts Museum — explore ways to develop a museum to
Edmonds Arts
35%
exhibit local, emerging, and traveling fine arts possibly in
Foundation
23%
combination with Edmonds Center Arts and /or the proposed artist
live /work project.
43%
56: Swift Bus Rapid Transit (BRT) — enhance Community Transit's
Community Transit
37%
route along Highway 99 from Everett to the King County Metro
21%
transfer station at Aurora Village by designating transit lanes and
pull -outs, transit traffic signal activation, all- weather shelters, and
other improvements.
Very Low Priority
63%
19%
19%
41 b: Senior Center — relocate the Senior Center to another location.
City — Senior Center
51%
7: Car dealerships — encourage development of auto sales facilities
Auto dealers
31%
that include decked display and storage lots, multistory sales and
18%
service facilities in order to retain this important source of retail
sales revenue in the City and maximize land use.
60%
55a: Shuttle service - initiate seasonal or possibly year -round
Downtown Edmonds
27%
shuttle service between the waterfront area and downtown.
Merch Assoc
13%
Strategic Plan Actions — Implementation
• Considerations
• Responsibilities — a large number of the potential Strategic Plan actions will be assumed by
parties other than the City (with City concurrence)
• Financial implications — the 72 potential actions outlined in the survey will not compete for
the same source of City funds - many of the potential actions will be accomplished by parties
with funds other than the City
• Elimination — it is not necessary to eliminate an action if it scores a moderate to low priority
if there is an interest group who is willing to implement the action without unduly using City
funds or resources
• Implementation Process
o Responsibilities — determine who will be affected and therefore who should be included in
implementing a proposed action
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July 31, 2012
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• Assign lead role — determine who will be the lead agent who will be responsible for
coordinating the work and parties necessary to complete a proposed action including agents
other than the City
• Schedule — organize the actions for each lead agent into a 6 -year work program accounting
for actions which can be accomplished immediately and those which will require longer,
possibly ongoing, processes
• Financing — budget the 6 year work program for each lead ad supporting agent using non -City
funds as well as City funds allocated from the Budgeting for Objectives (BFO) process
• Performance — conduct annual performance measurements to determine progress and
consider whether proposed actions need to be refined to be effective
• Update — refine the strategic plan based on annual performance measurements and conduct a
comprehensive reassessment at the end of 6 years prior to initiating an update to the
Comprehensive Plan
Mr. Price recommended getting something going quickly and successfully so that the public who
participated in the process can see some tangible outcome. He also recommended advancing multiple
projects, as one never knows how a project will move forward, what difficulties will arise or what
principles of opportunity may arise that make a project take off. Mr. Hovee recommended beginning
conversations with organizations who can be the lead agent on actions.
Mr. Beckwith explained the last step in the process will be to meet with directors, scope out a schedule
for each priority and where possible identify a budget if the City is the lead agent. The next step will also
include quantifying the lead agents. That information will then be formalized in a report and presented to
the Planning Board and the EDC for review, comment and recommendation and then presented to the
City Council.
Mayor Farling invited questions from those present.
Planning Board Member Kevin Clark was surprised that of the 7 responses that are 60% or greater, 4 are
related to employment. The wording appears to indicate respondents want to retain and recruit employers
to Edmonds rather than change the infrastructure so residents can reach their jobs in other communities
more easily. And the lead agents are not the City but the Chamber or Port. He asked if that was unusual,
was a reflection of the economic times, or a reflection of the people who live here. Mr. Beckwith
answered there has been a change in the idea of separating where you work from where you live. Given
how difficult it is to reach the place you work, there is some interest in living where you work. There is
also interest in the economic potential, revenue as well as jobs, that working in the community provides.
That is a change occurring nationally and is not unique to Edmonds. A large percentage of the survey
respondents work in Edmonds and want to make Edmonds more self- sufficient which is a large part of
sustainability. That is very different from surveys taken 5 years ago in Edmonds or any other city. Mr.
Hovee agreed the national perspective is changing toward living and working locally. However, in the pie
chart that shows where respondents work, 60% are retired and 14% work in Edmonds; nearly 3/4 of the
respondents are retired or work in Edmonds, only I/4 work outside Edmonds. That may be indicative of
people who are active in the community but he questioned whether it reflected how Edmonds would be
10 -15 years in the future. As the process moves into implementation, that issue will warrant some
refinement.
Councilmember Petso asked the preferred method for providing input on the organizations designated as
the lead agent responsible for high priorities. She cited greenways as an example where the identified lead
agent is Sustainable Edmonds. Mr. Beckwith answered that feedback could be provided at any time; the
leads are somewhat arbitrary. Step 3 of BFO is to ask for proposals from departments. In the case of
NGOs, a meeting would be convened of everyone interested in greenways to determine how they would
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July 31, 2012
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be organized to implement the greenway strategy; the agents will then organize themselves. The City will
be involved in some of them as the coordinating agent. For example in greenways, likely the Parks
Department would be involved although the Parks Department would not necessarily be the lead. If the
identified lead agent does not want to be involved, possibly another organization will take the lead. In
some communities new organizations have been formed around a specific strategy or project.
Council President Peterson asked if it was typical, especially with high priority items, not to see a lot of
negatives. Mr. Beckwith answered not to this degree; he has never seen as many actions in the high
category noting there were few polarized issues.
Economic Development Commissioner John Rubenkonig asked about the mechanism for having a
conversation with the identified lead agents. Mr. Beckwith answered for the City, it is the budgetary
process. For non -City agents, he recommended grouping common topics and having a roundtable to
discuss priority projects and determine how to facilitate accomplishing them. Those agencies would then
begin their own BFO process. If an agency does not want to take the lead, it may be necessary to identify
a different lead.
Economic Development Commissioner Marc Knauss referred to Question 14, Employment - create a
young adult job placement service. He asked if that was related to internships for high school, college,
and young professionals. He asked for examples of other cities employing those strategies and how it has
been done. Mr. Beckwith answered some Chambers have started a Young Professionals program that is a
combination of social networking, and jobs. Mt. Vernon/Skagit Chamber of Commerce has a Young
Professionals program. Mr. Price relayed the Young Professionals program in Kennewick does social
events, mentoring, networking, etc. Mr. Hovee said in Vancouver there are work force development
councils in high schools.
Economic Development Commissioner Gail Sarvis asked how the highest priorities in the list of high
priorities are identified. Mr. Beckwith explained the process will move from a priority list to what it takes
to accomplish them. Considerations include the schedule, budget, staff and resource limitations. There is a
six year work program; the next phase is to identify the schedule and implications. That is step 3 of the
BFO process.
Economic Development Commissioner Sarvis asked if there is one group that oversees all the priorities.
Mr. Beckwith answered the City asked the community for input regarding priorities, not how they should
be accomplished. The next step is who undertakes each one. Although the City is not responsible for
accomplishing each, it behooves the City to ensure they get done. That is the goal and mission of the City
Council, Mayor and departments.
Planning Board Member Clark observed the top four priorities involve the Chamber and Port. The EDC is
the only group that has representatives from both the Chamber and Port. He asked whether the EDC
should work on the high priorities that identify the Chamber and Port as lead. Mr. Beckwith agreed the
EDC could monitor how things are getting accomplished. He cited the example of Rotary where
individuals are tasked with certain items and at each meeting asked to report their progress. Mr. Hovee
remarked on how many economic development issues there are in the top priorities.
Economic Development Commissioner Darrol Haug referred to Question 63 regarding implementing
BFO and 72, access performance results, commenting it seems the public is saying many of the items in
the survey are nice but the City has budget issues. He asked whether the survey indicated the public
wanted to get more involved in the details of the budgeting process. Mr. Beckwith answered they do not
necessarily want to get involved in the details; BFO identifies the community's objectives and budgets to
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July 31, 2012
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achieve them rather than simply increasing last year's budget by a certain percent. Citizens want to see
how resources are being allocated to the objectives.
Mr. Beckwith summarized there was a 34% participation rate; 15% is an acceptable rate in a mail out
survey and 20 -25% is considered good. Community involvement is evident by the 466 people who took
the time to take the survey. The challenge is to show the community what happens now.
Economic Development Commissioner Evan Pierce referred to the 60% of respondents who are retired
and asked if that skews the results. Mr. Beckwith answered normally the more retired and the older the
age group of the participants, the more conservative they are in the actions. That was not true in this
survey; there was a lot of participation from that group and a lot of high priorities identified. Younger
populations are not necessarily more liberal in what they want achieved; they may have different
priorities such as parks and recreation, redevelopment, etc. Based on the predominant age of the
participants and their employment status and length of time in the community, these are very aggressive
survey results. There was also a great deal of participation in other surveys, charrettes, open houses, etc.
Economic Development Commissioner Sarvis asked whether the respondents identified where in
Edmonds they lived. Mr. Beckwith answered they were distributed across the city. Responses to the
question, where do you live in Edmonds, identifies where they live.
Economic Development Commissioner Doug Purcell noted many of the people who participated to this
point were self - selected rather than recruited. He sensed people who self- select bring more energy than
those who are recruited. He asked if there was a significant difference in the priorities of the people in the
focus group and open houses compared to the survey. Mr. Beckwith replied one of the risks of this type of
process is the activists who self - select may have an agenda or a propensity to achieve things. That would
be an issue if that was the only group to provide input. That is the reason the random sample voter survey
was done; to take a broad sample of the community. A similar survey was conducted at the open house.
Planning Board Chair Phil Lovell commented a lot of priorities will require funds. He noted several levies
failed last year. He asked how to reconcile that with the passion to get things done. Mr. Beckwith cited
two examples, first, street maintenance which is City funded. The next step is to identify different funding
methods and then test those proposals to determine which is most satisfactory to the public. Another
example is a waterfront connection across railroad tracks, which is a high priority but very expensive.
One of the considerations would be to identify sources other than the City and then inform citizens to
determine which are the most acceptable /feasible.
Mr. Clifton explained the next steps will be to work with staff and the Mayor, the EDC and Planning
Board on a recommendation to forward to the City Council. He clarified the 72 preliminary plan actions
were the result of the consultant's interviews with the Mayor, current and past, Councilmembers,
stakeholder groups, the open houses, the charrettes and earlier surveys. At Retreat #5, he put together a
team of Economic Development Commissioners, Planning Board Members and City Councilmembers to
review and refine the 72 preliminary plan actions before the phone survey was released.
G\IW-03 LI K1301 04 1OWNR
Mayor Earling reported a few years ago Mayor Haakenson started a community newsletter that was
mailed to Edmonds households. Due to budget cuts, distribution was reduced to 400 email addresses. In
fall 2010 the newsletter was discontinued. A quarterly newsletter was launched today that will be sent out
electronically to 11,000 email addresses. He invited anyone who did not receive the newsletter to contact
his office and ask to be added to the email list. The newsletter is coordinated by his Executive Assistant
Carolyn LaFave and CIO Carl Nelson.
Mayor Earling also reported he has withdrawn his nomination for the Architectural Design Board.
Edmonds City Council Approved Minutes
July 31, 2012
Page 13
6. COUNCIL COMMENTS
Councilmember Johnson reported the presentation made to the Planning Board on July 25 regarding
Harbor Square redevelopment is aired daily at 9:00 a.m. the government access channel.
Councilmember Fraley- Monillas reported she attended Edmonds Night Out prior to the Council meeting.
She thanked everyone who sponsored and worked at the event.
Council President Peterson explained Councilmembers Bloom and Buckshnis informed him they were
unable to attend tonight's meeting; Councilmember Bloom was ill and Councilmember Buckshnis has
family in town. Both are very interested and involved in the process.
7. ADJOURN
With no further business, the Council meeting was adjourned at 8:06 p.m.
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July 31, 2012
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