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2013-02-02 City Council - Public Agenda-1477Revised 01-30-13 @ 8.45 a.m. AGENDA EDMONDS CITY COUNCIL RETREAT City Hall - Brackett Meeting Room 121 5th Avenue North, Edmonds City Council Retreat - February 1 and 2, 2013 SATURDAY, FEBRUARY 2 "Please note that a separate Agenda was created for Friday, February I * * 8:30 A.M. - CALL TO ORDER 1. (5 Minutes) Roll Call 2. (30 Minutes) Convene in executive session regarding regarding potential litigation per RCW 42.3 0.11 0(l)(i). 9:00 A.M. - RECONVENE IN OPEN SESSION / FLAG SALUTE 3. (5 Minutes) Opening Remarks 4. (5 Minutes) Amendments to Agenda 5. (30 Minutes) Implementation of Strategic Action Plan AM-5438 6. (20 Minutes) Budgeting by Priorities or Budgeting for Outcomes AM-5437 7. (30 Minutes) PFD Structure, Debt Repayment, and/or Capital Reserve AM-5439 8. (15 Minutes) Student and Senior Volunteers AM-5431 a. AM-5433 Volunteer Recognition 9. (15 Minutes) Emergency Preparedness AM-5420 Packet Page 1 of 114 10. Audience Comments at 11:00 a.m. (3 Minute Limit Per Person) 11. (5 Minutes) Potential action as a result of meeting in executive session. 12. (10 Minutes) Miscellaneous ADJOURN "Please note that a separate agenda was created for Friday, February 1 (the first day of the Retreat). Packet Page 2 of 114 AM-5438 City Council Retreat - Saturday, February 2, 2013 Meeting Date: 02/02/2013 Time: 30 Minutes Submitted For: Stephen Clifton Department: Community Services Committee: Subiect Title Implementation of Strategic Action Plan Recommendation Previous Council Action Narrative Submitted By. Stephen Clifton Type: Information Information 5. Attached you will find a final draft version of the City of Edmonds Strategic Action Plan (Attachment 1) dated December 21, 2012 provided by Beckwith Consulting Group. This document, along with earlier versions of the draft were provided to the Mayor, City Council, Planning Board, Economic Development Commission, Department Directors and others. Attachment 2 is a PDF version of slides used by Tom Beckwith, Beckwith Consulting Group during a January 23, 2013 joint meeting between the Planning Board and Economic Development Commission. The slides were used to provide an overview of the Draft Strategic Action Plan. The City Clerk's office issued a special meeting notice in case four or more Council members attended the January 23, 2013 joint meeting. Regarding the topic of implementation, page 8 and the pages that follow, of Attachment 2, is where the particulars of implementation begin. Pages 13 and 14 contain information on a lead and lead participants that might implement plan actions. Attachment% Attachment 2 - Draft Strategic Action Plan - Provided to City Council, Planning Board and EDC Attachment 1 - Slides Used During January 23, 2013 Joint Meeting Between Planning Board and EDC Inbox City Clerk Mayor Finalize for Agenda Form Started By: Stephen Clifton Final Approval Date: 01/29/2013 Form Review Reviewed By Date Sandy Chase 01/29/2013 10:41 AM Dave Earling 01/29/2013 10:42 AM Sandy Chase 01/29/2013 10:43 AM Started On: 01/29/2013 10:00 AM Packet Page 3 of 114 . N•.:1'r Tyr �� t Mayor Dave Earling, Mayor City Council Joan Bloom Diane Buckshnis Adrienne Fraley-Monillas Kristiana Johnson Strom Peterson Lora Petso Frank Yamamoto Planning Board Kevin Clarke Todd Cloutier Ian Duncan William Ellis Economic Development Commission Evan Pierce - Chair Bruce Witenberg - Vice Chair John Dewhirst John Eckert Kevin Garrett Don Hall Darrol Haug Marc Knauss Nathan Proudfoot Douglas Purcell John Rubenkonig Gail Sarvis Rich Senderoff Karen Shiveley Darlene Stern Evelyn Wellington former Mayor Mike Cooper former City Council members DJ Wilson Steve Bernheim Michael Plunkett Phil Lovell John Reed Valerie Stewart Neil Tibbott former EDC members Paul Anderson Kerry Ayers Tim Crosby Bruce Faires Stacy Gardea Mary Monfort Bea O'Rourke David Schaefer Rebecca Wolfe Marianne Zagorski Citv of Edmonds Department Directors Sandra Chase City Clerk Stephen Clifton Community Services/Economic Development Rob Chave - Acting Development Services Shawn Hunstock Finance Carrie Hite Parks, Recreation & Cultural Services Al Compaan. Chief Police Phil Williams Public Works Citv of Edmonds Staff Frances Chapin Cultural Services Division Cindi Cruz Community Services/Economic Development Carl Nelson Information Technology Leonard Yarberry Development Services Consultants Tom Beckwith FAICP, Team Leader Beckwith Consulting Group Steve Price Front Street Partnership Eric Hovee ED Hovee & Associates, LLC Andrea Logue ED Hovee & Associates, LLC Nancy Jordan NG Jordan Associates Packet Page 5 of 114 Overview of the Edmonds Strategic Plan 1 Strategic Plan Action Tasks 6 1. Economic health, vitality, and sustainability 6 Ia. Foster dynamic/diverse economy 6 lb. Take advantage of special/unique characteristics of areas 14 lc. Enhance economic and employment opportunities 22 Id. Build on the community's history, heritage, natural 25 resources, and livability to promote Edmonds as a tourism destination le. Effective develop, market, and promote the City's arts and 27 cultural heritage and brand (Arts & Culture) If. Promote a permit and licensing process to promote 34 business recruitment, expansion, and retention 2. Maintain, enhance, and create a sustainable environment 35 2a. Build a community that balances protection, economic 35 health, and social needs 3. Maintain and enhance Edmonds' community character and 44 quality of life 4. Develop and maintain a transportation and infrastructure 52 system to meet current and future needs 4a. Create efficient, effective, and balanced transportation 52 system that serves all populations, destinations, and purposes 4b. Provide quality services, facilities, and infrastructures 62 5. Responsible, accountable, and responsive government 63 5a. Provide efficient and effective delivery of services 63 5b. Promotion and encouragement of an active and involved 67 community Sc. Ensure a safe and secure environment for residents, 68 businesses, and visitors Appendices A. Joint Committee Retreats 1-6 A-1 B. Topic group results B-1 C. Survey - Residents C-1 D. Survey - Businesses D-1 E. Survey - Employees E-1 F. Survey - Customers F-1 G. Survey - Young Adults G-1 H. Survey - Public Charrettes H-1 I. Survey -Open House I-1 J. Survey - Registered Voter Household J-1 Packet Page 6 of 114 -- i I . -3 CO FE� C z i � 8iq L-p t0 ::. What is Edmonds Strategic Action Plan? Edmonds Strategic Action Plan identifies short (3-5 years) and mid-term (5-10 years) community strategic objectives and defines specific action tasks and responsible and lead participants, schedules, schedules, and performance measures to achieve them. How is the Strategic Action Plan different than other plans Edmonds develops? Edmonds Strategic Action Plan coordinates the immediate accomplishment of all other city plans including the Comprehensive Plan, Capital Facility Program (CFP), and Annual City Budgets to make sure they are consistent with and implement Edmonds' strategic short and mid- term objectives. Why did Edmonds need a strategic action plan? Economic conditions and trends impacted Edmonds ability to project the city's short and long range fiscal sustainability. Edmonds, like most other cities in Washington State, needed to analyze financial prospects and make strategic decisions about city services and capital projects that reflect Edmonds citizens' desires and aspirations. Who developed Edmonds Strategic Action Plan? Everyone developed Edmonds Strategic Action Plan - including community organizations and interest groups, property and business owners, employees, business district customers, young adults, the public -at -large, and finally a random sample of registered voter households. City Council with the assistance of the Economic Development Commission (EDC), Planning Board (PB), city staff, and a consulting team oversaw the strategic planning process and its ultimate contents. How did City Council, the Economic Development Commission (EDC), and Planning Board (PB) oversee the Edmonds Strategic Action Plan process? City Council created a Strategic Planning Joint Committee composed of 18 representatives of the City Council, Economic Development Commission (EDC), and Planning Board (PB). The Strategic Planning Joint Committee conducted 6 retreats or workshops in evening hours in the Council Chambers to review and evaluate progress on the plan's development. Retreat #1 - conducted on the 14th of September 2011 defined the objectives for the strategic planning process, reviewed the scope of work and schedule, and defined issues of interest to the members of the Joint Committee. Retreat #2 - conducted on the 24th of January 2012 reviewed and discussed Edmonds demographic and socioeconomic profile based on the results of the 2010 US Census, American Community Survey (ACS) 2005-2009, ESRI 2005- 2015 projections, and Puget Sound Regional Council (PSRC) economic projections to 2040 and the implications to the city. Retreat #3 - conducted on the 28th of February 2012 reviewed fiscal conditions of Washington cities in general and Edmonds in particular based on the results of the State of Washington Cities 2005-2010 by the Association of Washington Cities (AWC), the State of Edmonds 2001-2021 based on Edmonds Finance Director's projections, and the Budgeting for Objectives (BFO) approach to fiscal sustainability. Retreat #4 - conducted on the 24th of April 2012 reviewed and discussed the results of the stakeholder focus group sessions, the surveys of young adults, customers, employees, business owners, and adult residents, the public charrette, and the open house on the 3rd of May on a draft of potential action tasks. Retreat #5 - conducted on the 22nd of May 2012 reviewed and discussed implementation of the evolving strategic plan's actions, the survey results from the 3rd of May's open house, the process for the survey of registered voter households, and the draft registered voter survey contents to be refined by the Joint Committee. Retreat #6 - conducted on the 31st of July 2012 reviewed and discussed the characteristics of the registered voter households and their representativeness, the rank order priorities established by the results of the surveys, and the implementation process for the strategic plan. The contents of all 6 retreats are provided in full in Appendix A. Packet Page 8 of 114 Edmonds Strategic Action Plan How was the public informed of the Edmonds strategic action planning process? A strategic planning webpage and linkage established on the city's website included the original Economic Development Commission's recommendations concerning the development of the strategic action plan along with the request for proposals (RFP) for consulting assistance and the scope of work submitted by the selected consulting team. The webpage linkage also posted the strategic action planning calendar schedule, minutes and memorandums from the Council retreats, interviews, surveys, and other findings. How was the public involved in Edmonds strategic action planning process? The public participated in an extensive series of outreach events during the strategic action planning process beginning with: Stakeholder opinions and suggestions - obtained from 96 representatives of public and nonprofit organizations during 20 sessions covering government, economic development, transportation, historical and special events, environmental, parks and recreation, visual arts, literary arts, performing arts, young adults and education, seniors, service clubs, hospital district, waterfront district, downtown and the 5-Corners, Firdale, Westgate, Perrinville, and Highway 99 business districts topics. Stakeholder opinions and suggestions framed specific strategic action plan task contents and responsibilities. The focus group results are summarized in Retreat #4 in Appendix A and fully documented in Appendix B. Adult residents opinions - obtained from 681 residents by mail -back and internet survey concerning their rating of existing conditions in Edmonds for governance, employment, safety and security, education, transportation, housing market options, parks and recreation facilities, arts and cultural programs, special events, design conditions and appearances, existing developments, and sustainability. Adult residents rated priorities for possible action for business development, household recruitment, and maintenance as well as the location of future preferred development. Adult resident assessments defined proposed strategic action plan tasks. The adult resident survey results are summarized in Retreat #4 in Appendix A and fully documented in Appendix C. Business owner opinions - obtained from 219 owners by mail -back survey concerning business profiles, labor force characteristics, market conditions, existing and projected trade area and customer profiles, rating of existing conditions in Edmonds, planning priorities for possible economic development actions, and interest in participating in the implementation of the strategic action plan. Business owner opinions defined strategic action plan tasks particularly those dealing with business district development and development regulations. The business owner survey results are summarized in Retreat #4 in Appendix A and fully documented in Appendix D. Employee opinions - obtained from 86 employees by mail -back and internet survey concerning employment, transportation, and housing market conditions, use of city and business facilities, and the reasons by nonresidents for a decision not to live in Edmonds. Employee opinions defined strategic action plan tasks particularly those dealing with housing and transportation. The employee survey results are summarized in Retreat #4 in Appendix A and fully documented in Appendix E. Customer opinions - obtained from 484 customer mail -back and internet surveys concerning shopping behaviors in Edmonds versus competitive city business districts and regional malls, most likely shop locations for specific goods and services, what factors affect a decision to not purchase in Edmonds, ratings of Edmonds conditions, and use of Edmonds facilities. Customer opinions defined strategic action plan tasks particularly those dealing with business district development, transportation, and arts and culture. The customer survey results are summarized in Retreat #4 in Appendix A and fully documented in Appendix F. Young adult opinions - obtained from 119 mail -back and internet surveys concerning activities they currently participate in, activities they would like to participate in, the kind of public service or community activity of interest, employment interests, the best way of communicating with peers, how conditions in Edmonds rate whether they would recommend Edmonds to others, and plans or not for living in Edmonds in the future. 2 Edmonds Strategic Action Plan Packet Page 9 of 114 Young adult opinions defined strategic action plan tasks particularly those dealing with your adult outreach, employment, and community service opportunities. The young adult survey results are summarized in Retreat #4 in Appendix A and fully documented in Appendix G. Public charrettes - conducted with 140 people who volunteered and participated on the 14th and 19th of March at the Edmonds Conference Center and with 10 young adults on the 30th of April 2012 at Edmonds High School. The charrette participants identified likes and dislikes about Edmonds in general, identified priorities, results, and measurements related to the highest priority topics identified from the results of the stakeholder focus groups sessions, and surveys of adult residents, business owners, employees, customers, and young adults. The results of the charrettes defined the specific action tasks included in a draft strategic plan. The charrette results are summarized in Retreat #4 in Appendix A and fully documented in Appendix H. Public open house - conducted on the 3rd of May 2012 at the Plaza Room at the Library during which 89 participants completed a survey during the event and 114 completed the survey on-line following the open house for a total of 213. The survey asked the open house participants to comment on and rank possible priorities for the draft action tasks emerging for the strategic action plan from the public charrettes and the preceding stakeholder focus group sessions and adult resident, business owner, employee, customer, and young adult surveys, The results of the open house refined the proposed action tasks included in a draft strategic plan. The open house results are summarized in Retreat #5 in Appendix A and fully documented in Appendix I. Registered voter household priorities - obtained from a telephone recruited random sample of 466 completed mail -back and internet surveys concerning their priorities for the 60 proposed strategic planning action tasks concerning employment, business district development, young adults, housing, catalytic projects, arts and culture, parks and recreation, sustainability, transportation, fiscal sustainability, development regulations, and communications. Registered voter household priorities refined the final priorities assigned to the strategic action plan tasks and task scheduling. The registered voter household survey results are summarized in Retreat #6 in Appendix A and fully documented in Appendix J. Public hearings - will be conducted by the Planning Board and City Council on the final contents of this strategic action plan including all task proposals, priorities, participant responsibilities, schedules, and performance measures prior to adoption. What are Edmonds Strategic Action Plan's objectives? The Edmonds strategic action planning process identified 60 specific tasks that are organized within 5 overall Strategic Objectives: 1. Economic heath, vitality, and sustainability Ia. Foster a dynamic and diverse economy lb. Take advantage of special and unique characteristics of the Edmonds area lc. Enhance economic and employment opportunities Id. Build on the community's history, heritage, natural resources, and livability to promote Edmonds as a tourism destination le. Effectively develop, market, and promote Edmonds arts and cultural heritage and brand (Arts & Culture) If. Promote a permit and licensing process to promote business recruitment, expansion, and retention 2. Maintain, enhance, and create a sustainable environment 2a. Build a community that balances protection, economic health, and social needs 3. Maintain and enhance Edmonds community character and quality of life 4. Develop and maintain a transportation and infrastructure system to meet current and future needs 4a. Create efficient, effective, and balanced transportation system to meet current and future needs 4b. Provide quality services, facilities, and infrastructure S. Responsible, accountable, and responsive government 5a. Provide efficient and effective delivery of service 5b. Promote and encourage an active and involved community Packet Page 10 of 114 3 Edmonds Strategic Action Plan 5c. Ensure a safe and secure environment for residents, businesses, and visitors These strategic objectives and the 60 specific action tasks involved in realizing the strategic objectives are described in following sections of this document. What were the priorities and how did the Edmonds Strategic Action Plan determine them? Public input, the results of the registered voter household survey in particular, identified and determined the priority of all 60 specific tasks included in this Strategic Action Plan. Priorities were defined for each specific task from the results of the statistically representative phone/internet survey where the survey participants ranked proposals on a scale of 1 to 5 where 1 was the lowest and 5 the highest priority. The results were grouped to combine scores 1-3 and 3-5 to determine the rank order of each action task. Some priorities are functional meaning the action is required in order to facilitate a desired project or result even though the facilitating action task itself, such as an environmental impact statement or a study or design effort, is not considered particularly valuable in and of itself. In actuality, most action task priorities are opportunistic rather than rank ordered. The overall goal is to achieve all proposed action tasks as soon as each action is feasible and accomplishable. Therefore, if a low priority action has a sponsor and funds, it will be accomplished by the sponsor with the support of the community so long as the task action does not interfere with the accomplishment of a higher priority task action. Each proposed action has a different sponsor and funding source and schedule. The goal of this Strategic Action Plan is to organize and coordinate all actions and participants - not select winners and losers or determine which goes first and which goes last. Who will be involved and primarily responsible for implementing the Edmonds Strategic Action Plan? Numerous public, nonprofit, and private parties are involved in implementing each of the 60 action tasks identified. A lead agent or agents, however, are primarily responsible for overseeing or coordinating the actions of all of the parties who are identified for each task. As shown, though Edmonds elected officials and staff are involved in a large number of action tasks, they are not the lead or primarily responsible party in a large number of them such as those involving business district development, arts and culture, hospital district, and the like. There are a large number of nongovernmental organizations (NGOs) involved in seeing the successful implementation of strategic plan action tasks. In a large number of tasks NGOs are lead agents or at least share lead agent responsibilities. In some instances, these NGOs are existing organizations, such as the Chamber of Commerce, Downtown Edmonds Merchants Association, and the like. In some instances, however, new coalitions of these existing organizations are required to coordinate and share skills and resources. When will the action tasks be accomplished? Each strategic action plan task was assessed by the Joint Committee members and assigned a level of complexity from low to high where low complexity does not require extensive coordination or resources and high requires long lead times and extensive coordination with other parties including, in some cases, parties outside of Edmonds, such as the Washington State Department of Transportation (WSDOT) or Amtrak or Burlington Northern Santa Fe Railroad (BNSF) or others. Each strategic action plan task was allocated an estimated number of months to complete based partly on complexity and partly on the type of action involved. Action la.7 (task 66a3 in early survey drafts) to revise development regulations, for example, requires 1-12 months to complete from drafting measures through workshops, hearings, and adoption proceedings. Action 1d.2 (task 24 in early survey drafts) to conduct surveys of visitors and tourists with which to fine tune event and promotional outreach, however, is a continuous process resulting in an ongoing schedule without end. Initially, all strategic action plan tasks start immediately assuming lead responsible parties are organized, interested, and able to act. Actual schedules depend on the lead responsible parties where some action tasks take longer to get participants organized and started and/or 4 Edmonds Strategic Action Plan Packet Page 11 of 114 the lead responsible parties are involved in more action tasks than the party can effectively facilitate at a time. How will the Edmonds Strategic Action Plan measure implementation progress? Each action task has benchmarks or specific performance measurements to determine if a proposed action is being accomplished in accordance with the Strategic Action Plan's objectives. For example, Action Task 1a.1: Economic sustainability (task 4 is early survey drafts) is to recruit businesses that employ technical, professional, and managerial skills offered by Edmonds residents to facilitate live/work sustainability in Edmonds. One performance measure to determine progress is an annual measure of the percentage of Edmonds residents who are employed within Edmonds. A number of performance measures are defined to determine implementation progress for each of the 60 action tasks identified from the process. City Council, the Economic Development Commission (EDC), Planning Board (PB), and staff, and other participating parties will determine if the Strategic Action Plan is working and/or whether the proposed actions need to be adjusted to achieve the desired outcome. When will the Strategic Action Plan be updated? Ideally, this Strategic Action Plan defines key Edmonds objectives, actions tasks, responsibilities, schedules, performance measures, and other particulars with which to govern the Comprehensive Plan, Capital Facilities Program (CFP), City Budget, and other city services, plans, and projects for the next 6 years. However, this presumes City Council, Economic Development Commission, Planning Board, and city staffs continuously assess performance measures and make adjustments necessary to ensure the Strategic Action Plan remains pertinent and implemented. Should an unforeseen event, such as another or continued recession or a state or federal legislative action require, the Strategic Action Plan will be updated thereupon. Packet Page 12 of 114 5 Edmonds Strategic Action Plan Strategic Objective 1: Economic Health, Vitality & Sustainability la: Foster dynamic/diverse economy Action 1a.1 (4): Economic sustainability _Lead Rank Economic Development Department Very high Port of Edmonds Chamber of Commerce Strategic objective Recruit businesses that employ technical, professional, and managerial skills offered by Edmonds residents to facilitate live/work sustainability in Edmonds. Implementation schedule Economic sustainability Potential performance measures of overall technical (high tech, nursing, etc) jobs within Edmonds of overall professional (lawyers, accountants, doctors) jobs within Edmonds Edmonds residents employed within Edmonds of new employees seek and find housing in Edmonds Complexity Months L3W On -going Participants Downtown Edmonds Merchants Assn Edmonds Community College Edmonds School District Edmonds property owners Edmonds brokers 2013 2014 2015 2016 2017 2018+ Action 1a.2 (8): Marketing - business districts Lead Rank Complexity Economic Development Department Very high Low Port of Edmonds Chamber of Commerce Strategic objective Identify and recruit retailers to fill critical gaps in retail sales and services such as basic needs (clothing downtown, professional services) within the business districts of downtown, Westgate, Firdale Village, 5- Corners, and Perrinville, as well as larger department stores and specialty retailers on Highway 99. Implementation schedule Marketing - business districts Potential performance measures # new retail businesses established increase in retail sales overall increase in target retail sales - clothing, hardware, housewares increase in sales to out -of -area residents Months 1-36 Participants Downtown Edmonds Merchants Assn International District Edmonds property owners Edmonds brokers 2013 2014 2015 2016 2017 2018+ 6 Edmonds Strategic Action Plan Packet Page 13 of 114 Spaceworks Tacoma Spaceworks Tacoma is a creative, maybe even utopian response to economic hard times. The goal of Spaceworks is to transform empty storefronts and vacant space into dynamic points of interest through artistic energy and enterprise, making Tacoma a stronger, more active city. Spaceworks is a joint initiative of the City of Tacoma, Shunpike, and the Tacoma -Pierce County Chamber of Commerce. In exchange for creatively activating unused spaces, artists are temporarily provided no- and low-cost rent, exposure and business consultation. httb://snaceworkstacoma.wordnr ess.com/ spacewor cs acoma Edmonds Strategic Action Plan Packet Page 14 of 114 Action 1a.3 (13): Interim storefronts Lead Rank Economic Development Department Very high Downtown Edmonds Merchants Assn Strategic objective Encourage temporary artist exhibits or similar uses in vacant storefronts or buildings in order to provide visual interest and activity while the building is being marketed for a future tenant or owner. Implementation schedule Interim storefronts Potential performance measures # empty storefronts filled with temporary exhibits per year temporary tenants become permanent tenants $ retail sales raised by temporary tenants or exhibits other businesses rate program to be successful Complexity Months Low 1-36 Participants Cultural Service Division Chamber of Commerce Edmonds Downtown BID International District 2013 2014 2015 2016 2017 2018+ Action 1a.4 (10): Promotion - business development Lead Rank Complexity Downtown Edmonds Merchants Assn Very high Medium International Dist Strategic objective Initiate and expand retail sales and other events and activities including sidewalk cafes and vendors within the business districts of downtown, Westgate, Firdale Village, 5-Corners, Perrinville and Highway 99. Implementation schedule Promotion - business development Potential performance measures # retail oriented events per year in each business district # customers participating in events # of merchants participating in events $ sales and sales tax revenue generated by events &W1 Months 140r,"M Participants Edmonds Downtown BID Chamber of Commerce 2013 2014 2015 2016 2017 2018+ 8 Edmonds Strategic Action Plan Packet Page 15 of 114 Action 1a.5 (2): Business outreach Lead Rank Economic Development Department Very high Port of Edmonds Chamber of Commerce Strategic objective Integrate City, Port, Chamber, Edmonds Community College, Edmonds School District, and private business efforts and communications for the benefit of economic recruitment. Implementation schedule Business outreach Potential performance measures # public, property owners, businesses involved in city strategic planning process to which the above involved in implementing plans and projects programs or projects that receive funding from outside sources # public, property owners, businesses involved in city strategic planning process nts Lead Rank Downtown Edmonds Merchants Assn High -mod Strategic objective Develop a process to identify ways to enhance retail storefronts within the business districts of downtown, Westgate, Firdale Village, 5-Corners, Perrinville and Highway 99. For example, this could include identifying competitive grants and low cost loan programs. Implementation schedule Design - storefronts Potential performance measures # new/rehabilitated storefronts and building projects # new facade, sign, display window projects customers rate high quality appearances businesses rate appearances as good and high quality Complexity Months Low 1, qW Participants Downtown Edmonds Merchants Assn Edmonds Community College Edmonds School District Edmonds property owners Edmonds brokers 2013 2014 2015 2016 2017 2018+ Complexity Months Low -medium 1-36 Participants Economic Development Department Edmonds Downtown Business Improvement District (BID) Chamber of Commerce International District Edmonds banks and savings 2013 2014 2015 2016 2017 2018+ Packet Page 16 of 114 9 Edmonds Strategic Action Plan Action 1a.7 (66a3): Development regulations Lead Rank Complexity Months Development Services Department High -mod Medium -high 12-36 International Dist Strategic objective Amend mixed use development standards to allow higher, mixed use density in the Highway 99 area. Implementation schedule Development regulations Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Participants Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Swedish Hospital Car dealers Property owners Developers i 2013 2014 2015 2016 2017 2018+ E—z Action 1a.8 (66b): Development regulations Lead Rank Complexity Months Development Services Department Mod -low Medium 1-24 Strategic objective Participants Address ground floor retail requirements to reflect Planning Board demand in different retail corridors and locations. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers Property owners iL Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations _UiiN Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update 10 Edmonds Strategic Action Plan Packet Page 17 of 114 Action 1a.9 (66a2): Development regulations Lead Rank Complexity Months Development Services Department Mod -low Medium -high 1-12 Strategic objective Participants Amend mixed use development standards to allow Planning Board higher, mixed use density in the Westgate area. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers Property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.10 (66a1): Development regulations Lead Rank Complexity Months Development Services Department Mod -low Medium -high 12-24 Strategic objective Participants Amend mixed use development standards to allow Planning Board higher, mixed use density in the Architectural Design Board Downtown/Waterfront area. Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers Property owners iL Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations _UiiN Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update 11 Edmonds Strategic Action Plan Packet Page 18 of 114 Action la.11 (66a5): Development regulation Lead Rank Complexity Months Development Services Department Low Low 1-12 Strategic objective Participants Amend mixed use development standards to allow Planning Board higher, mixed use density in the Perrinville area. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers Property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.12 (66a6): Development regulations Lead Rank Complexity Months Development Services Department Low Low Complete Strategic objective Participants Amend mixed use development standards to allow Planning Board higher, mixed use density in the Firdale Village area. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers Property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update 12 Edmonds Strategic Action Plan Packet Page 19 of 114 Action 1a.13 (66a4): Development regulations Lead Rank Complexity Months Development Services Department Low Medium -high 1-24 Strategic objective Participants Amend mixed use development standards to allow Planning Board higher, mixed use density in the Five Corners area. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers Property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.14 (66a): Development regulations Lead Rank Complexity Months Development Services Department Low Low 36-72 Strategic objective Participants Amend mixed use development standards to allow Planning Board higher, mixed use density in the commercial Architectural Design Board districts. Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Swedish Hospital Car dealers iL Property owners Ad Developers JW Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # days required to process a building permit participants rating the process to be understandable and fair participants rating requirements, standards to be relevant # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update 13 Edmonds Strategic Action Plan Packet Page 20 of 114 Strategic Objective 1: Economic Health, Vitality & Sustainability lb: Take advantage of special/unique characteristics of areas Action 1b.1 (6): Health and medical industries Lead Rank Complexity Months Eco= is Development Deparmtent Very high Lot 36-72 Swedish Hospital Strategic objective Participants Retain and recruit businesses that support and can expand health related services and products within Chamber of Commerce the general area of Swedish Hospital Edmonds. Edmonds Community College Implementation schedule Health and medical industries Potential performance measures # Swedish Hospital and related employees # businesses who locate in Edmonds citing Swedish Hospital # new health related employees involved in new businesses new health employees who reside in Edmonds new health employees seek and find housing in Edmonds Action 1b.2 (5): High tech industries Lead Rank Economic Development Department Very high f Edmonds School District Edmonds property owners wm Edmonds brokers 2013 2014 2015 2016 2017 2018+ Complexity Months Rledium 1� 36-72 Port o Edmonds i Strategic objective Participants Retain and recruit businesses that depend on, and Chamber of Commerce can take advantage of, Edmonds superior fiber optics Edmonds Community College capability. Edmonds School District Edmonds property owners Edmonds brokers Implementation schedule 2013 2014 2015 2016 2017 2018+ High tech industries Potential performance measures existing businesses defined as "high tech" '----- new businesses defined as "high tech" ------ # new businesses attracted to locate in Edmonds as �----- result of fiber optic service 14 Edmonds Strategic Action Plan Packet Page 21 of 114 Action 1b.3 (20): Harbor Square Lead Rank Port of Edmonds Very hig Strategic objective Review and approve a long term master plan and agreement for the Port of Edmonds Harbor Square property that enhances the waterfront environment, public access and promotes mixed use development Complexity Months h Medium -high 1-241F Participants City Council Economic Development Department Development Services Department Public Works Department Parks & Recreation Department Community Transit Sound Transit Friends of Edmonds Marsh Waterfront property and business owners Implementation schedule 2013 2014 2015 2016 2017 2018+ Harbor Square N_ _ Potential performance measures @ date Port submits proposed development plan to Council @ date Council approves a site development agreement # developers recruited from Port's RFP # residents participating in RFP submittal reviews @ date Port selects/initiates first phase development public indicating Port plan is successful Action 1b.4 (19): Shoreline/waterfront Lead Rank Economic Development Department Very high Development Services Department Strategic objective Develop a strategy for the combined shoreline (east/west of rail lines) from the Port to the Underwater Dive Park and from the waterfront to the downtown that increases public access and recreational opportunities. Implementation schedule Shoreline/waterfront Potential performance measures @ date shoreline/waterfront planning process initiated property and business owners participating in plan # residents participating in plan development # catalytic projects identified - that are accomplished property, business, residents indicating plan priorities have been accomplished annually and within 5 years Complexity Months Medium 24-26 Participants Public Works Department Parks & Recreation Department Port of Edmonds WA State Ferries (WSF) WA Department of Ecology BNSF Railroad Edmonds Senior Center Edmonds Yacht Club Waterfront property and business owners 2013 2014 2015 2016 2017 2018+ Packet Page 22 of 114 15 Edmonds Strategic Action Plan Action 1b.5 (21): Antique Mall Lead Rank Economic Development Department Very high Port of Edmonds Strategic objective Encourage packaging the Safeway/Antique Mall and nearby properties for the purpose of enhancing redevelopment opportunities of this significant gateway site. Implementation schedule Antique Mall Potential performance measures @ date city successfully packages properties @ date city initiates master planning process # residents and organizations involved in planning process @ Council adopts development criteria @ city initiates competitive RFP # quality developers recruited @ date Council selects proposal and developer team public indicating process is successful Action 1b.6 (23): Swedish Hospital Lead Rank Swedish Hospital Very high Development Services Department Strategic objective Update the Hospital District master plan to meet hospital needs while mitigating impacts to adjacent nonmedical land uses. Implementation schedule Swedish Hospital Potential performance measures @ date city successfully packages properties @ date city initiates master planning process # residents and organizations involved in process @ Council adopts development criteria @ city initiates competitive RFP # quality developers recruited @ date Council selects proposal and developer team public indicating process is successful Complexity Months Rledium-high 1-36 Participants City Council Cultural Service Division Development Services Department Public Works Department Parks & Recreation Department Antique Mall property owners Edmonds Senior Center Community Transit Sound Transit BNSF Railroad WA State Ferries Developers � 2013 2014 2015 2016 2017 2018+ Complexity Months High 12-36 Participants Health & Wellness Center Aldercrest Health & Rehab Center City Council Economic Development Department Public Works Department Community Transit WA Department of Transportation Adjacent property owners and residents 2013 2014 2015 2016 2017 2018+ 16 Edmonds Strategic Action Plan Packet Page 23 of 114 1111G111Q11V11Q1 "1J111{.1 A111V 1 %JVV Top - current development pattern on Highway 99 in Edmonds Right top- current conditions on Auto Row Right middle - approach to Swedish Hospital from Highway 99 Right bottom - business signage at Ranch Market 99 in International District on Highway 99 17 Edmonds Strategic Action Plan Packet Page 24 of 114 Action 1b.7 (11): Organization -Main Street - Lead Rank Complexity Economic Development Department High Low Downtown Edmonds Merchants Assn Strategic objective Institute the "Main Street" Program 4-Point approach which includes economic restructuring, promotion, design and organization for the downtown and Highway 99 business districts. Implementation schedule Organization - Main Street Potential performance measures @ Main Street approach adopted in each business district # of merchants and businesses participating in Main Street of all eligible merchants and businesses participating in Main Street participating members rating program and events to be productive Months 1-241"= Participants Edmonds Downtown BID International District Chamber of Commerce 2013 2014 2015 2016 2017 2018+ Action 1b.8 (22): Highway 99 International District Lead Rank Complexity Months International District Mod -low Medium -high 21-26 Development Services Department Strategic objective Participants Create a plan and design theme for this unique area, Swedish Hospital initiate promotional events and activities, and recruit Car dealers additional anchors or destination stores. City Council Implementation schedule Highway 99 International District Potential performance measures @ International District property and business owner organization established @ planning process initiated # residents and organizations involved in process @ Council adopts plan # plans projects completed within 1-5 years of adoption property and business owners satisfied with results $ increase in retail sales and retail sales tax revenues increase in property values and property tax revenue Economic Development Department Cultural Service Division Public Works Department Parks & Recreation Department Community Transit WA Department of Transportation Developers 2013 2014 2015 2016 2017 2018+ 18 Edmonds Strategic Action Plan Packet Page 25 of 114 n r Liao FORT ANGELE owx&wx ASSOCIATION D]EILIL.E.i rsiEpjj-_r c; OWNTOWN 1A_SSC_,)C:1A�_FjCjj\j DOWNTOWN DOWNTOWN WALLA WALLA r U U N 1) AT 10 N I N A T C H f E 5klliww -ratr.m.lyd W Ou4 dowwwi. National Trust for Historic Preservation's Main Street Program Main Street's 4-Point Approach - encompasses work in 4 distinct areas - Design, Economic Restructuring, Promotion, and Organization - that are combined to address all of a commercial district's needs. The philosophy behind this methodology makes it an effective tool for community -based, grassroots revitalization efforts. The Main Street approach is also incremental; it is not designed to produce immediate change. Because they often fail to address the underlying causes of commercial district decline, expensive improvements, such as pedestrian malls do not always generate the desired economic results. In order to succeed, a long-term revitalization effort requires careful attention to every aspect of a business district - a process that takes time and requires leadership and local capacity building. The Washington State Downtown Revitalization/Main Street Program WSMP - has been helping communities revitalize the economy, appearance, and image of downtown commercial districts using the Main Street Approach since 1984. www.mainstreet.org www.downtown.wa.gov Packet Page 26 of 114 19 Edmonds Strategic Action Plan Action 1b.9 (12): Finan Lead Rank Complexity Months Edmonds Downtown BID W�-low Medium 1-12 City Council Strategic objective Participants Create a downtown Business Improvement District Economic Development Department (BID) to benefit properties and businesses for the Finance Department purpose of instituting marketing, design, and Downtown Edmonds Merchants Assn promotional activities within the downtown business International District district. Chamber of Commerce Implementation schedule 2013 2014 2015 2016 2017 2018+ Financing —"W�_ Potential performance measures @ date 60% of businesses sign petition to adopt BID @ date Council adopts BID $ raised by BID adoption first year # programs or projects funded by BID revenue BID revenue leverages of other funding sources businesses in BID pay on time businesses in BID rate effort to be effective Action 1b.10 (7): Car dealerships Lead Rank Economic Development Department Very low Highway 99 Car Dealerships Strategic objective Encourage development of auto sales facilities that include decked display and storage lots, multistory sales and service facilities in order to retain this important source of retail sales revenue in the city and maximize land use. Implementation schedule Car dealerships Potential performance measures $ volume of retail sales and retail sales tax returned to Edmonds increase in annual car sales and tax retail sales revenue in the city. # building permits issued per year for auto related facility developments Complexity Months Low 1-12 Participants Chamber of Commerce 2013 2014 2015 2016 2017 2018+ -"-1 20 Edmonds Strategic Action Plan Packet Page 27 of 114 Auto Row "Auto row" - is a concentration of new and used auto dealerships traditionally located on adjacent properties along major arterial roadways with easy access and high visibility from the surrounding community. When development patterns were relatively low density and land relatively inexpensive, the dealerships built low rise buildings with large surface parking and display lots. As urban development intensified and land value increased, some dealers moved into auto parks or malls - multi - dealer facilities organized around central access roads located along freeway or major highway corridors. Others, however, developed more intensive sales facilities with multiple floors and even indoor auto display and storage facilities - as well as diversifying their products. Shown are some of "auto row's" urban dealer strategies including the Lexus Dealer in downtown Bellevue (top left) and Veterans Ford in Tampa, Florida (bottom left). 21 Edmonds Strategic Action Plan Packet Page 28 of 114 Strategic Objective 1: Economic Health, Vitality & Sustainability lc: Enhance economic and employment opportunities i Action 1c.1 (14): Employment - youth Lead Rank Complexity Months Economic Development Department High EVedium W 12-18 V Strategic objective Participants Create a young adult job placement service to help Parks & Recreation Department find part and full-time employment opportunities Cultural Service Division with Edmonds businesses, schools and organizations. Public Works Department Edmonds School District Edmonds Community College Chamber of Commerce Downtown Edmonds Merchants Assn Port of Edmonds Swedish Hospital International District Implementation schedule 2013 2014 2015 2016 2017 2018+ Employment - youth Potential performance measures of all young adult employed in part or full-time positions of young adult that can find work that want work of employers that can find young adult to hire than want young adult employees of all employers who have hired young adults # of young adults participating in workforce # of employers who have hired young adults Action 1c.2 (15): Participation - youth Lead Rank Parks & Recreation Department Very high Strategic objective Work with public and private organizations to provide mentoring opportunities for young adults through events or social outreach, projects, environmental stewardship, arts and culture and job/career networking. Implementation schedule Participation - youth Potential performance measures of all young adults that participate in community events and organizations of all young adults that participate that indicate they want to participate of community organizations that can find young adults to participate that want young adults to participate # of young adults participating Complexity Months Low -medium 12 Participants Cultural Service Division Edmonds School District Edmonds Community College Chamber of Commerce Downtown Edmonds Merchants Assn Port of Edmonds Swedish Hospital Kiwanis Club Rotary Club Exchange Club Edmonds Senior Center Edmonds Library Edmonds Arts Festival Summer Market 2013 2014 2015 2016 2017 2018+ 22 Edmonds Strategic Action Plan Packet Page 29 of 114 # of service programs young adults are involved in # of community projects young adults have completed Action 1c.3 (1): Database - business recruit Lead Rank Complexity Months Economic Development Department Mod -low Low -medium 11�� Chamber of Commerce Strategic objective Create and maintain a database to identify opportunities for business and developer recruitment efforts. The database may include an inventory of available properties, buildings, and resources in Edmonds business districts and zones. Implementation schedule Database - business recruitment Potential performance measures of local property owners and brokers participating all available properties on local listing # hits database receives from property owners and brokers # hits database receives from interested businesses Participants Development Services Department Downtown Edmonds Merchants Assn Edmonds property owners Edmonds brokers 2013 2014 2015 2016 2017 2018+ NEEPW Packet Page 30 of 114 23 Edmonds Strategic Action Plan SKAGIi Y[]UNU PROFESSIONALS •'� S' .0 i!:" I i'nfi 1L :pis. f;rt•nl N�lr,lpx duh, theS 61 Tuwy he& -,null uv Tund,rr, Febr r? 3,d at the hares .-bar is Isurtinprn- Yhe'Ir dd 1 N'—W Wrd br [hrn• hvm 68 rcr—ayyrti ,drink. y..", aod. 1m ne, nm.rE.A. w atm�rteaa nu uk 1!v fur.. "r—A') ogoo d eed diree[ipnJ:' CeeR;e •1++i c'a{rhaeen in aurlinx{ n, urjuri kill]-a,,Mr-A. ayuu h—t hind the jahiMnt ketehtlp with i'aur[ries, r0a'r. jnrt miain+ . _... N vat: I11;k*ts aboat our cuiTaui 1wononUc &Wrienre? ,. . heuury,•YGS.--Gy 2x 111'%ku ri&Offv-r wwk with m[fee N, V-ndar-Damn AI,Uffe,tr h<omraAsc U he jading. er a.m., M"dn-thr lsth at RLtrmtw fora mend tablr ddl sion.kr gel --aside box on and,ur1 mar reek O rtrFT! Skagit Young Professionals Young professionals are vital to every city by giving time, money, and energy that supports local charitable and civic activities. They are the local community's entrepreneurs innovating and bringing new ideas into the marketplace. They are, however, the most likely age group able and willing to move away. The Mount Vernon Chamber of Commerce recognized that young professionals are valuable for their social, civic, and tax contributions to the local community but are easily lost to other areas that provide more jobs, more pay, or more fun. To encourage young professionals to stay, the Chamber realized it needed get young professionals involved with Mount Vernon. The Chamber provided financial and administrative support to start the Skagit Young Professionals (SYP). The purpose of SYP is to build the business relationships and friendships that will help this age group become the leaders of Skagit County. The SYP realized this age group responds more easily to like-minded peers using internet and other tools to initiate contacts and network relationships. SYP's goal is to develop and guide events and projects that young professionals find engaging and worthwhile. SYP programs events to include civic programs, professional networking, career development, social mixers, and public service. SYP also encourages its members to take advantage of the great programs the Mount Vernon Chamber of Commerce has to offer - though SYP members can participate in any of the other Skagit County chambers as well. In addition, the Chamber works with corporate sponsors to recruit young professionals for job openings and start-up business opportunities. www.mountvernonchamber.com www.skaizitvouniznrofessionals.com 24 Edmonds Strategic Action Plan Packet Page 31 of 114 Strategic Objective 1: Economic Health, Vitality & Sustainability 1d: Build on the community's heritage, natural resources, and livability So promote Edmonds as a tourism destination Action 1d.1 (25): Design - arts and culture Lead Rank Cultural Services Division High -mod Strategic objective Continue to include arts and historical themes in the Edmonds brand and install artworks, gateways, wayfinding signage, and streetscape improvements at key entrances to Edmonds, e.g., the waterfront, downtown, Highway 99, State Route-104 and other business districts. Implementation schedule Design - arts and culture Potential performance measures @ new comprehensive branding ideas revealed organizations, public validate new brand approach @ gateways and wayfinding signs installed in city cost funded by business and art related groups customers rate brand unique and successful Complexity Months Low -medium On -going Participants Economic Development Department Arts Commission Historic Preservation Commission Chamber of Commerce Downtown Edmonds Merchants Assn International District 2013 2014 2015 2016 2017 2018+ Action 1d.2 (24): Marketing - arts and culture Lead Rank Complexity Months Economic Development Department Low Low On -going Cultural Services Division Strategic objective Conduct surveys of visitors to determine their characteristics, expenditure patterns, sources of information, and other behavior to better understand the economic benefits and what attracts visitors to Edmonds. Implementation schedule Marketing Potential performance measures # events involved in outreach events # survey responses received from outreach events determination of most successful form of outreach determine average expenditures by participants of expenditures tracked to local Edmonds businesses # new email addresses added to outreach list survey respondents indicating will increase participation as result of outreach proposals art organizations indicate market results useful Participants Edmonds Center for the Arts Summer Market Edmonds Art Festival Edmonds Historical Museum Artworks Gallery North - Artist Cooperative Seaview Weavers Cascade Symphony Orchestra Olympic Ballet Theatre Cascade Youth Symphony Driftwood Players Phoenix Theatre Seattle Jazz Singers Ballet Academy of Performing Arts Write on the Sound 2013 2014 2015 2016 2017 2018+ -m M- Im Packet Page 32 of 114 25 Edmonds Strategic Action Plan ['1YY of DEGAtUk. AIABAMA WAYFINDINC SYSTEM NrMWIff 0 ava� 1 I ! — r=dray � ,� Parkln° O z wawa _ � Pho p CII, NaP z O 3 i C. - !k4u _ = == -J OTY -P UY.4 t ® C� —2 -21 Gateways and wavfindinz Gateways - establish the entrances into a special area or district using graphic and artwork images that represent the area's brand. Wayfinding signs - which can be derivations of gateway images, are designed to complement the area's brand and provide out -of -area customers and tourists directions to facilities and destinations of interest. To be effective, wayfinding signage must be designed in scales appropriate for pedestrians, bicyclists, and vehicles. Designed and used appropriate, gateways and wayfinding can establish an effective brand at a relatively low cost. 26 Edmonds Strategic Action Plan Packet Page 33 of 114 Strategic Objective 1: Economic Health, Vitality & Sustainability le: Effectively develop, market, and promote the City's arts and cultural heritage and brand (Arts & Culture) Action le.l (27): Organization - arts and culture Lead Rank Complexity Months Chamber of Commerce High -mod Low -medium On -going Cultural Service Division Strategic objective Participants Create a central clearinghouse to coordinate Edmonds Arts Commission scheduling and promotion of events in Edmonds. Edmonds Center for the Arts Implementation schedule Organization Potential performance measures art related organizations participating in clearinghouse all local artists participating in clearinghouse # coordinated promotions conducted by clearinghouse outreach participants indicating clearinghouse successful and useful art related organizations participating in clearinghouse Summer Market Edmonds Art Festival Edmonds Historical Museum Gallery North - Artist Cooperative Seaview Weavers Cascade Symphony Orchestra Olympic Ballet Theatre Cascade Youth Symphony Driftwood Players Phoenix Theatre Seattle Jazz Singers Ballet Academy of Performing Arts 2013 2014 2015 2016 2017 Action le.2 (26): Promotion - arts and cultur Lead Rank Complexity Months Chamber of Commerce High -mod Medium 12 � Cultural Services Division Strategic objective Create an Edmonds arts website and utilize social media including Google maps, Facebook, and Twitter to promote and attract visitors to an expanded year- round calendar of events and festivals for performing, literary, culinary, fine, and other arts interests. Implementation schedule Promotion Potential performance measures # art and culture events conducted per year # new or additional events introduced # new event participants who did not engage before # new vendors or exhibitions included in new events # hits to central arts website outreach survey participants indicating website to be source of info Participants Economic Development Department Edmonds Center for the Arts Summer Market Edmonds Art Festival Edmonds Historical Museum 2018+ 2013 2014 2015 2016 2017 2018+ Packet Page 34 of 114 27 Edmonds Strategic Action Plan downtown ��'" ELGIN L ryors veig -- 0 � HnML INE 'VNiNi, EXJOY .finemlli& LYLN15 I AEStlnNl;ES Obnnt rekr not sett. an.rsbr dan ob,— n events l!J w °,ye.�I ..hla ubr.n SJ R°nrecx°Nv1 c.c1 E� ueay��r.nti� �wb rim �� Ow' �1TW Blatler •�� .. �...+. NSGhfwhd YIS%OI5 re5idenls busnes5es /+ tl�owmn �n f w Een L., aooe WIM ME I Il 3D , ...... • i� D. ',\ A wrho.d A.swvmn P�°n 3 5y.-. .. The D � E L G I N ICTURE d�`! E !,I RIDDLES Ee�:lof}31R.11��3 t ,nR.,4r"N"laNv� l r'Y Alm SakIINe HY6n0 eate9ery A-z Iklc / Xao o�errew Iiegen0 0 RNvnmanrs AACd.8C°anm.y qXmie title kmM°s Xi.rM' 61nIC la4>I7�z-neo � Anem Oe Ore Refleinenl 9 10471742-08SO 11 ..k,R Hours R INArl7ex.ldso <51 DMroar Rims R � Lemaroncho Loco R Xertampooaam � fenim fnfG 5—k" RIM, C�. Osminda P'zt A c Dunkin D.nm Downtown Elgin Association (DNA) DNA of Elgin, Illinois has developed an interactive website that employs low-cost and no -cost tools to provide online services to provide promotional information, directories, schedules, and other materials to interested downtown residents, customers, and tourists. DNA redesigned their website to rely on free and inexpensive online communications to connect with as many people as possible. Blogs, online calendars, Facebook, Flickr, and others are tools that young adults use to communicate every day. By incorporating these tools into the DNA website, the downtown reached a generation of customers that it would not effectively reach otherwise. And, DNA found that as young adults became knowledgeable of what the downtown had to offer, they also became interested in working with the DNA on downtown development and promotional issues. www. downtowne lgin. org d 2s Edmonds Strategic Action Plan Packet Page 35 of 114 Action 1e.3 (28): Edmonds Center for the Arts (ECA) Lead Rank Complexity Months Edmonds Center for the Arts High -mod Medium -high 12 Strategic objective Participants Complete a strategic plan identifying financial City Council strategies for debt payment, redevelopment and Economic Development Department reuse of the remaining un-renovated property, Cultural Service Division including a potential parking garage. Parks & Recreation Department Development Services Department Public Works Department Adjacent property owners and residents Implementation schedule 2013 2014 201S 2016 2017 2018+ Edmonds Center for the Arts (ECA) Potential performance measures @ ECA strategic and master planning effort initiated @ Council adopts plan of required funding obtained to implement plan # programs or projects completed within 1-5 years of adoption ECA Board indicates plan and improvements successful ECA attendees rate improvements successful Action 1e.4 (29): 4th Avenue Cultural Corridor Lead Rank Complexity Months City Council Mod -low Medium -high 24-60 Strategic objective Participants Fund and complete construction of a linear park Economic Development Department streetscape between the downtown and Edmonds Cultural Service Division Center Arts in order to create a walkable corridor that Public Works Department preserves the historical character of the area, and Chamber of Commerce promotes retail/art opportunities. Downtown Edmonds Merchants Assn Adjacent property owners and residents Implementation schedule 2013 2014 2015 2016 2017 2018+ 4th Avenue Cultural Corridor Potential performance measures @ project funded in phases or full @ construction initiated in phases or full adjacent property owners indicate result successful public indicates result successful # new galleries or businesses locate onto corridor 29 Edmonds Strategic Action Plan Packet Page 36 of 114 Master Flan Principles non IMM !in - I V -A [sne tir NI tir1 • IN lYYltnl If r Ntm {1MYL Ri %Rau�a"W 0111 AM. niM imrtiw AI2111I 141_ 5e r1A1, r 1.4,c lI\\ 1ROU K"I 3041 Ls Ix LA s .♦ � r *r � � ■ ■ y 1i jY1 x�� y ■. r M 41.1 ■ ■a f � Y 4 y __ llklAR �l llll5 V t F IL •,J# -s tii4 I -71 t ,• ARENA FoRECouRT- Top - 4thAvenue Cultural Corridor Above right - historical landmarks map 30 Edmonds Strategic Action Plan Packet Page 37 of 114 Action 1e.5 (31): Artist live/work Lead Rank Economic Development Department Low Cultural Services Division Strategic objective Explore ways to develop affordable artist live -work - teach -display -sell spaces to attract young and emerging talent to Edmonds similar to the Schack Center in Everett. Implementation schedule Artist live/work Potential performance measures # artists desiring to be on waiting list for live/work @ site selected and project initiated # live/work units created # persons attend art exhibitions at site # persons attend art classes at site funding achieved by nonprofit or private sources Complexity Months Low -medium IMF Participants City Council Arts Commission Snohomish County Housing Authority Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Artspace - developers 2013 2014 2015 2016 2017 2018+ Action 1e.6 (30): Art and history walking tours Lead Rank Complexity Months Cultural Service Division Low Low 6-12 Strategic objective Participants Create signage, audio and phone apps, and web Parks & Recreation Department based information to expand art and history walking Art Commission tours of waterfront and downtown historical sites Historic Preservation Commission and buildings, artworks, and other visually Edmonds Historical Museum interesting and significant landmarks. Chamber of Commerce Edmonds Arts Festival Foundation Edmonds Community College Implementation schedule 2013 2014 2015 2016 2017 2018+ Art and history walking tours Potential performance measures # historical buildings located on tour # historical buildings open to public during event # tourists requesting maps or apps for tour historical property owners indicating successful 31 Edmonds Strategic Action Plan Packet Page 38 of 114 Working Artists Ventura (WAV) The Working Artists Ventura (WAV) project is a state-of-the-art, sustainable village designed for artists and creative businesses. Located in the cultural district of downtown Ventura, California, WAV provides affordable living and working space for over 100 artists of every kind; painters, sculptors, dancers, poets, musicians, filmmakers and more. The WAV Theater Gallery offers performances, art openings and public gatherings. Arts -friendly small businesses include coffee houses, galleries, cafes, wine bars and jazz clubs that will draw foot traffic and contribute to the vitality of the neighborhood. With the community involved in every phase of development, the WAV project is filled with diverse, mixed -income families and individuals. Supportive Housing provides homes and services to those at the lowest end of the income scale. Solar -powered, ocean -view condominiums that come with a hybrid car bring higher income households to the community and help to cross - capitalize the affordable components. The entire community is designed and built to the highest standards of green building technology (seeking LEED Gold Award), including recycled building materials, car sharing, water and energy conservation, and renewable power from the sun. The City of Ventura worked with PLACE (Projects Linking Art, Community & Environment) a nonprofit organization based in Minnesota. www.placeonline.us http://welcometoplace.com/projects/wav 32 Edmonds Strategic Action Plan Packet Page 39 of 114 Action 1e.7 (32): Fine Arts Museum Lead Rank Complexity Months Cultural Services Division Low MOledium-high 36-72 Strategic objective Participants Explore ways to develop a museum to exhibit local, Edmonds Historical Museum emerging, and traveling fine arts possibly in Gallery North - Artist Cooperative combination with Edmonds Center Arts and/or the Economic Development Department proposed artist live/work project. Arts Commission Edmonds Arts Festival/Foundation Chamber of Commerce Downtown Edmonds Merchants Assn Implementation schedule 2013 2014 201 S 2016 2017 2018+ Fine Art Museum-� �- Potential performance measures @ sponsor group established to develop/operate�- museum @ site/project selected and museum constructed-� �- # exhibitions conducted per year-� �- # persons visiting museum-� �- $ sales attributed to museum store and exhibited art 33 Edmonds Strategic Action Plan Packet Page 40 of 114 Strategic Objective 1: Economic Health, Vitality & Sustainability 1f: Promote a permit and licensing process to promote business recruitment, expansion, and retention Action 1f.1 (3): Economic incentives Lead Rank City Council High -mod Economic Development Department Strategic objective Adopt economic incentives for key business or development recruitment targets. These may include 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. Implementation schedule Economic incentives Potential performance measures # new businesses locating in Edmonds who attribute reason to incentives # businesses on strategic recruitment list who attribute reason to incentives of new businesses remaining in Edmonds after 5 years # new jobs created as result of incentive programs Complexity Months Medium 12-24 Participants Public Works Department Parks & Recreation Department Development Services Department Finance Department Chamber of Commerce 2013 2014 2015 2016 2017 2018+ 34 Edmonds Strategic Action Plan Packet Page 41 of 114 Strategic Objective 2: Maintain, enhance, and create a sustainable environment 2a: Build a community that balances environmental protection, economic health, and social needs Action 2a.1 (47): Recycling Lead Rank Public Works Department Very high Sustainable Edmonds Strategic objective Expand reuse and recycling programs in current city operations and in waste management outreach activities by Edmonds households and businesses. Implementation schedule Recycling Potential performance measures # garbage and waste picked up per household per year reduced per household per year # recycled materials picked up per year in city recycled pickup increased per year per household Action 2a.2 (33): Farmers'/Public Market _Lead Rank Edmonds Summer Market Very high Strategic objective Expand into a year-round activity with available all- weather structures, available parking, and increased visibility to attract out -of -area customers and tourists. Implementation schedule Farmers'/Public Market Potential performance measures @ permanent site selected and all-weather shelter built # new vendors added to market # market days conducted year-round # market customers per year $sales achieved per year public indicating results successful Complexity Months Low -medium On -going AM Participants Waste Management Sound Disposal 2013 2014 2015 2016 2017 2018+ Complexity Months Medium -high 12-36 Participants Economic Development Department Cultural Service Division Parks & Recreation Department Public Works Department Edmonds Historical Museum 2013 2014 2015 2016 2017 2018+ Packet Page 42 of 114 35 Edmonds Strategic Action Plan Action 2a.3 (45c): Stormwater Lead Rank Public Works Department Very high Strategic objective Resolve flooding on SR-104 and Dayton. Implementation schedule Stormwater Potential performance measures @ Willow Creek daylighted Edmonds Marsh natural flow restored # demonstration rain gardens, bio-swales installed stormwater volume treatable by green methods realized by green methods @ green incorporated into Edmonds development code Action 2a.4 (43): Native habitat Lead Rank Parks & Recreation Department High -mod Backyard Wildlife Habitat Strategic objective Plant street trees, restore native habitat in disturbed areas, remove invasive species and update the landscape ordinance to promote use of native and drought resistant plants and restoration of wildlife habitat. Implementation schedule Native habitat Potential performance measures acreage impacted by invasive species # acres cleared of invasive species per year # volunteers involved Complexity Months Medium -high 24-48 Participants Olympic Water District Salmon Recovery Board WA Department of Ecology WA Department of Fish & Wildlife People for Puget Sound Friends of Edmonds Marsh Sustainable Edmonds 2013 2014 2015 2016 2017 2018+ -0 -0 -0 -0 -0 Complexity Months Medium On -going Participants Public Works Department Tree Board Frog Watch Sustainable Edmonds Friends of Edmonds Marsh Pilchuck Audubon Society Edmonds in Bloom Floretum Garden Club 2013 2014 2015 2016 2017 2018+ 36 Edmonds Strategic Action Plan Packet Page 43 of 114 Action 2a.4 (45b): Stormwater Lead Rank Public Works Department High -mod Strategic objective Rsolve on -going flooding and water quality issues in Lake Ballinger. Implementation schedule Stormwater Potential performance measures @ Willow Creek daylighted Edmonds Marsh natural flow restored # demonstration rain gardens, bio-swales installed stormwater volume treatable by green methods realized by green methods @ green incorporated into Edmonds development code Action 2a.5 (46): Energy Lead Rank Public Works Department High -mod Sustainable Edmonds Strategic objective Reduce Edmond's carbon footprint through solar installations and other energy conservation practices in current city operations, updating development codes, and utilizing Sustainable Works energy audits and retrofits. Implementation schedule Energy Potential performance measures city energy reduced at WWTP, city buildings, and city fleet # energy audits/retrofits completed per year # solar projects completed in Edmonds power consumption provided by alternative methods power consumption reduced per household in Edmonds # miles driven per household miles reduced per year Complexity Months Medium -high On -going Participants Olympic Water District Salmon Recovery Board WA Department of Ecology WA Department of Fish & Wildlife People for Puget Sound Friends of Edmonds Marsh Sustainable Edmonds JJ 2013 2014 2015 2016 2017 2018+ Complexity Months Medium On -going Participants Development Services Department Puget Power & Light Community Transit Sound Transit WA Department of Transportation 2013 2014 2015 2016 2017 2018+ Packet Page 44 of 114 37 Edmonds Strategic Action Plan 1,^' - Solar applications Solar panels harness the energy of the sun, converting it into energy that can be stored and used. The type of solar panel known as a solar thermal collector works by absorbing the energy into a liquid medium, such as water, to later use as heat energy. The type of solar panel known as a photovoltaic module converts this energy into electricity, which can then be stored in battery bays to be used at a later date. Most commonly, solar roof panels are of the solar thermal collector variety. Many buildings line their roofs with hot water panels to collect heat energy. These panels contain a liquid which runs through pipes that are attached to an absorber panel. This absorber panel is coated with a deep black coloring, to help it absorb as much sunlight as is possible. The sunlight strikes this panel, and heats it up, in turn heating up the liquid, which can then be pumped elsewhere for use. Bullitt Center Bullitt Center is shown on the left - Seattle's first completely self-sufficient application of solar and other energy saving building applications - "the greenest commercial building in the world". The goal of the Bullitt Center is to change the way buildings are designed, built and operated to improve long-term environmental performance and promote broader implementation of energy efficiency, renewable energy and other green building technologies in the Northwest. The building is seeking to meet the ambitious goals of the Living Building Challenge, the world's most strenuous benchmark for sustainability. For example, a solar array will generate as much electricity as the building uses and rain will supply as much water, with all wastewater treated onsite. By creating a place where every worker has access to fresh air and daylight, the Bullitt Center will create a healthy, human environment that is more pleasant and more productive than most commercial buildings. http://bullittcenter.org/building 38 Edmonds Strategic Action Plan Packet Page 45 of 114 Action 2a.5 (44): Food production Lead Rank Parks & Recreation Department High -mod Sustainable Edmonds Strategic objective Encourage community gardens and pea patches, plant fruit tree orchards, harvest and deliver food products to food banks and other sources to promote natural systems in Edmonds. Implementation schedule Food production Potential performance measures # acreage committed to community gardens # persons involved in gardens # food grown and donated per year # persons served by food donations per year Action 2a.6 (45a): Stormwater and habitat Lead Rank Public Works Department Mod -low Strategic objective Daylight Willow Creek to help with restoring saltwater access to Edmonds Marsh. Implementation schedule Stormwater and habitat ' Potential performance measures @ Willow Creek daylighted Edmonds Marsh natural flow restored # demonstration rain gardens, bio-swales installed stormwater volume treatable by green methods realized by green methods @ green incorporated into Edmonds development code Complexity Months Low On -going Participants Foretum Garden Club i Imm 2013 2014 2015 2016 2017 2018+ Complexity Months High 24-60 Participants Olympic Water District Salmon Recovery Board WA Department of Ecology WA Department of Fish & Wildlife People for Puget Sound Friends of Edmonds Marsh Sustainable Edmonds 2013 2014 2015 2016 2017 2018+ Packet Page 46 of 114 39 Edmonds Strategic Action Plan Community Gardens Community gardening improves people's quality of life by providing a catalyst for neighborhood and community development, stimulating social interaction, encouraging self-reliance, beautifying neighborhoods, producing nutritious food, reducing family food budgets, conserving resources and creating opportunities for recreation, exercise, therapy and education. Any piece of land gardened by a group of people is a community garden. A community garden can be urban, suburban, or rural. It can grow flowers, vegetables or community. It can be one community plot, or can be many individual plots. It can be at a school, hospital, or in a neighborhood. It can also be a series of plots dedicated to "urban agriculture" where the produce is grown for a market. Benefits of Community Gardens: ■ Improves the quality of life for people in the garden ■ Provides a catalyst for neighborhood and community development ■ Stimulates social interaction ■ Encourages self-reliance ■ Beautifies neighborhoods ■ Produces nutritious food ■ Reduces family food budgets ■ Conserves resources ■ Creates opportunity for recreation, exercise, therapy, and education ■ Reduces crime ■ Preserves green space ■ Creates income opportunities and economic development ■ Reduces city heat from streets and parking lots ■ Provides opportunities for intergenerational and cross-cultural connections The American Community Gardening Association (ACGA) is a bi-national nonprofit membership organization of professionals, volunteers and supporters of community greening in urban and rural communities. ACGA and its member organizations work to promote and support all aspects of community food and ornamental gardening, urban forestry, preservation and management of open space, and integrated planning and management of developing urban and rural lands. www.communitygarden.org 40 Edmonds Strategic Action Plan Packet Page 47 of 114 Action 2a.7 (45a): Stormwater and habitat Lead Rank Public Works Department Mod -low Strategic objective Encourage the development of rain gardens, green roofs and walls, bio-filtration swales, and other green development features in Edmonds projects and development codes. Implementation schedule Stormwater and habitat Potential performance measures @ Willow Creek daylighted Edmonds Marsh natural flow restored # demonstration rain gardens, bio-swales installed stormwater volume treatable by green methods realized by green methods @ green incorporated into Edmonds development code Complexity Months Low -medium On -going Participants Olympic Water District Salmon Recovery Board WA Department of Ecology WA Department of Fish & Wildlife People for Puget Sound Friends of Edmonds Marsh Sustainable Edmonds JJ 2013 2014 201S 2016 2017 2018+ Action 2a.8 (42): Coordination - environment Lead Rank Complexity Parks & Recreation Department Low Low -medium Sustainable Edmonds Strategic objective Establish a central clearinghouse to coordinate environmental education and sustainability funding, programs, and volunteers. Implementation schedule Coordination - environment Potential performance measures environmental organizations participating in clearinghouse clearinghouse funded by non -city sources or volunteers # programs conducted per year # persons participating in clearinghouse activities users indicate success public indicates success -0 -0 -0 -0 1�0 Months On -going Participants Friends of Edmonds Marsh Pilchuck Audubon Society Edmonds in Bloom Floretum Garden Club Tree Board id 2013 2014 2015 2016 2017 2018+ Packet Page 48 of 114 41 Edmonds Strategic Action Plan SDIL DIGA4-9' DEPRESSION PLANT VARIETIES OF ADD 3" Of UNTREATED INrHESOIL.IrSOIL NATIVt FLOWERS HARDWOOD MULCH DRAINS 01JICKLY, MAKE TO DEPTH DF3" ON OEPRESSION 1 A" IN DI PTH THE BARE SOIL AND LINEWITH PLASTIC. AROUND THE PLANTS. Rain gardens Nearly 70% of the pollution in surface waters gets there through stormwater runoff, according to studies by the Environmental Protection Agency. And 50% of that pollution is chemical pollution from products used for yard care and household activities and from yard waste. A rain garden is a shallow depression that is planted with deep-rooted native plants and grasses and positioned near a runoff source like a downspout, driveway or sump pump to capture rainwater runoff and stop the water from reaching the sewer system. A rain garden will: ■ help reduce pollution in lakes, rivers and streams • help recharge groundwater • keep rainwater on property where it naturally belongs ■ create native habitat for wildlife and butterflies • beautify the landscape A rain garden can mimic the natural absorption and pollutant removal activities of a forest, or a meadow or a prairie and can absorb runoff more efficiently, sometimes as much as 30% - 40% more than a standard lawn. Capturing rainwater in a rain garden, holding the water for a short time and then slowly releasing it into the soil can reduce the rush of a large storm - quickly, neatly and naturally. Because rain gardens are dug 4" to 8" deep, and in some cases V - 2' deep, they hold larger quantities of rainwater making their overall construction more cost efficient then other green alternatives. Rain gardens also need less technical experience to install and can be installed without permits or heavy equipment. Rain gardens are one very good option that helps to lower the impact of impervious surfaces and polluted runoff because they are low -tech, inexpensive, sustainable and esthetically beautiful. httv://www.rain-aardennetwork.com/ 42 Edmonds Strategic Action Plan Packet Page 49 of 114 Natural Plantlife Green Roof contains plants. including grass antl fem. All plants are indigincus to tha region. Roof throes while providing shelter to building occupants. Anatomy of a Green Roof +D Concrete roofbed surrounds Green Roof © Waterproof tarp laid down to protect building materials © PVC pipe provides drainage O Stone and gravel media facilitatesdrainage © Fertilized soil planted to enrich ptantlife Q Plantli is introduced and thrives �■ Ir !I I!� rM ririir■„o i Y1 ltf �1< 11 11 li rr rr a I■ Ilo� f 1� 11 sA 1111 i 1 fi ii 11 g�li � ra�rumoo nua��M ilitl ii 1w pl l� ..-,...I�irr�w Concrete Roofbed Room below is protected by a concrete roollceding, while tite natural materials antl grass Provides building insulation J ' Green/Smart Development Stormwater management - green roofing systems retain 60-100% of the rainfall they receive. Stormwater retention relieves excess volume from overburdened sewer systems and filters stormwater pollutants. By replacing the footprint of vegetation that was removed by buildings and associated impermeable pavement surfaces, green roofs mitigate impacts of stormwater runoff from urban development. Reduce energy costs - green roofs provide the ecologically and economically important benefit of rooftop insulation to reduce the amount of energy used for building air conditioning. Green roofing acts as a barrier to thermal transfer of the sun's energy through the roof. Plants re- circulate water from the root zone, cooling the air above the roof and absorb or deflect incoming solar radiation. Reduce urban heat island effect - cities can be up to 5-70 C hotter than their surrounding rural areas. Living green roofs help mitigate this effect by cooling the air over congested urban environments. Improve air quality - tests show that increased urban vegetation habitats helps reduce atmospheric pollutants and the levels of CO, NO2, 03, PM10, SO2. Green walls - the benefits of green walls are similar to green roofs in that green walls covered in vegetation are 25% cooler than regular buildings walls in summer, remove air pollutants, and look great. www.xeroflor.ca/types-and- systems/green-roof-types.html Packet Page 50 of 114 43 Edmonds Strategic Action Plan Strategic Objective 3: Maintain and enhance Edmonds' community character and quality of life Action 3a.1 (41a): Senior Center Lead Rank Edmonds Senior Center Very high Parks & Recreation Department Strategic objective Develop long term solution for maintaining and updating the Senior Center. Implementation schedule Senior Center Potential performance measures @ long range plan/project completed for center funding provided by non -city sources # new programs realized as result of plan/project # new users added by project users indicate project success public indicate project success Action 3a.2 (37): Downtown restrooms Complexity Months High 12-72 Participants City Council 2013 2014 2015 2016 2017 2018+ Lead Rank Complexity Months Downtown Edmonds Merchants Assn Very high Medium -high 12-48 _V Strategic objective Participants Develop a public restroom facility to serve City Council pedestrians, customers, and tourists in the Economic Development Department downtown district. Chamber of Commerce Edmonds Downtown BID Downtown businesses and property owners Implementation schedule 2013 2014 2015 2016 2017 2018+ Downtown restrooms Potential performance measures @ site selected and restrooms constructed # persons who use facility '�---- # annual complaints about restroom conditions - --- % downtown businesses indicate successful---�� downtown customers indicate restrooms successful----� Action 3a.3 (40): Anderson Center Lead Rank Park & Recreation Department Very high Strategic objective Refine long range strategy to enhance, maintain and update life cycle maintenance, repair requirements and functional program needs. Implementation schedule Anderson Center Potential performance measures @ facility renovation and retrofit accomplished funding provided by non -city sources # life cycle years added to facility as result of project # increased programs and events possible # increased center users public use facility users indicate upgrade successful public indicates upgrade successful Complexity Medium V Participants City Council 2013 2014 2015 Months 12-60 V 1 2016 2017 2018+ 44 Edmonds Strategic Action Plan Packet Page 51 of 114 aawa vv■ aaquwac rAllludn/wullucl 11Q111 J1Q11V11 0".c-ay/raaalaKuc naaaa Top - aerial view of waterfront, ferry landing, Senior Center, Antique Mall, and Harbor Square Bottom left- frontage of Antique Mall Bottom right - north end of Antique Mall 45 Edmonds Strategic Action Plan Packet Page 52 of 114 Action 3a.4 (35): Greenways Lead Rank Parks & Recreation Department IWWery high Sustainable Edmonds Complexity Months Rledium-high 12-60 Strategic objective Participants Develop a system of coordinated open spaces, Development Services Department conservation corridors, and greenways with trail Friends of Edmonds Marsh access along the shoreline, waterfront, wetlands, Edmonds in Bloom hillsides, and parks to preserve the natural setting Pilchuck Audubon Society and increase public awareness and access. Floretum Garden Club mmA Implementation schedule 2013 2014 2015 2016 2017 2018+ Greenways��--- Potential performance measures acres in protected critical area or conservation status protected acres represent of critical areas and habitat total in Edmonds # miles of extended greenway or corridors in city accessible by trail or walkway public indicates greenways are sufficient Action 3a.5 (16): Activities - youth Lead Rank Parks & Recreation Department Very high Edmonds School District Strategic objective Create young adult social and recreation oriented activities and facilities that offer evening and after school peer group interactions and events. Implementation schedule Activities - youth Potential performance measures @ facility renovation and retrofit accomplished funding provided by non -city sources # life cycle years added to facility as result of project # increased programs and events possible # increased center users public use facility users indicate upgrade successful public indicates upgrade successful Complexity Months Low On -going Participants Edmonds Community College Edmonds Boys & Girls Club SnoKing Youth Association Young Life Edmonds Jeremiah Center 2013 2014 2015 2016 2017 2018+ 46 Edmonds Strategic Action Plan Packet Page 53 of 114 Action 3a.6 (38a): Yost Pool - financing Lead Rank Parks & Recreation Department Very h Strategic objective Create and implement a long term financial and operational strategy for the updating/upgrading, refurbishment and retrofitting of the current Yost Pool facility. Implementation schedule Yost Pool - financing Potential performance measures @ funding strategy resolved for Pool upgrade and expansion funding provided by non -city sources operating costs recovered by user fees and schedules # annual pool users increase in pool utilization # school and swim team related events at pool # persons receiving swimming instruction of public using Yost facilities Complexity Months igh Medium -high 12-36 Participants Edmonds School District Edmonds Boys & Girls Club Edmonds Senior Center Swedish Hospital Health & Wellness Center MKldercrest Health & Rehab Center 2013 2014 2015 2016 2017 2018+ U�' _'i�m Action 3a.7 (6S): Public view preservation Lead Rank Development Services Department High -mod Strategic objective Identify public view corridors and view sheds in the Bowl and create appropriate public view protection overlay districts, ordinances, and other measures to preserve and protect them. Implementation schedule Public view preservation Potential performance measures of Bowl field surveyed and mapped for viewscapes @ viewscape maps developed as part of city GIS system @ view overlay zones and ordinances adopted by Council residents indicate success of view preservation efforts developers indicate success of view preservation efforts Complexity Months Medium -high 12-24 Participants Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Bowl property owners and residents 2013 2014 2015 2016 2017 2018+ Packet Page 54 of 114 47 Edmonds Strategic Action Plan Action 3a.8 (38b): Yost Pool - improvemen Lead Rank Complexity Months Parks & Recreation Department Mod -low High V 60-WNF� ' Strategic objective Participants Develop and/or expand Yost Pool to include outdoor Edmonds School District and indoor leisure pool elements, therapy pool, party Edmonds Boys & Girls Club rooms and concessions, and possibly other Edmonds Senior Center recreation physical conditioning, courts, and Swedish Hospital gymnasium uses. Health & Wellness Center Implementation schedule Yost Pool - improvement Potential performance measures @ funding strategy resolved for Pool upgrade and expansion funding provided by non -city sources operating costs recovered by user fees and schedules # annual pool users increase in pool utilization # school and swim team related events at pool # persons receiving swimming instruction of public using Yost facilities MKldercrest Health & Rehab Center 2013 2014 2015 2016 2017 2018+ Action 3a.9 (39a): Civic Field Lead Rank Parks & Recreation Department Mod -low Edmonds School District Strategic objective Address long term property ownership and upgrade field, stadium, lighting, and other features to support competitive play including tournaments. Implementation schedule Civic Field Potential performance measures @ ownership status resolved for properties @ improvement projects completed for sites funding provided by non -city sources # annual events conducted at fields use by out -of -area visitors or tourists $ expenditure at local businesses by users Complexity Months High 48 Participants Edmonds Boys & Girls Club Snohomish County Sports Tourism 2013 2014 2015 2016 2017 2018+ 48 Edmonds Strategic Action Plan Packet Page 55 of 114 Action 3a.10 (67): Design standards Lead Rank Complexity Months Development Services Department Mod -low Medium IF 12-24 Strategic objective Participants Illustrate site, building, landscape, and signage Planning Board design objectives using examples to achieve public Architectural Design Board quality design objectives. Property owners Architects Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Design standards Potential performance measures @ design standards updated to include illustrations and form -based examples developers rating standards to be understandable and fair Architectural Design Board rating standards effective # variances sought since standards update Action 3a.11 (17): Diversify housing options Lead Rank Complexity Months Development Services Department Mod -low Medium 12-24 Strategic objective Participants Increase housing choice by type, price, and proximity Port of Edmonds to employment centers, transit corridors, and Community Transit recreational sites in order to provide live/work/play Edmonds property owners opportunities in Edmonds. _&evelopers Implementation schedule 2013 2014 2015 2016 2017 2018+ Diversify housing options M��N Potential performance measures # new urban housing starts by type, price, location # days new products are on the market compared to-, conventional products vacancy and occupancy rate of new urban housing products Action 3a.12 (18): Affordable housing Lead Rank City Council Low Development Services Department Strategic objective Promote the creation of rental and sale workforce housing for moderate income working households through incentives that may include additional density, reduced parking requirements, reduced permit fees, and/or other measures. Implementation schedule Affordable housing Potential performance measures # new housing starts affordable to Edmonds households at 80% of Family Median Income (FMI) of all new housing projects participating in affordable housing of occupants that work in Edmonds Complexity Months Medium 12-24 Participants Snohomish County Housing Authority Edmonds property owners Developers 2013 2014 2015 2016 2017 2018+ Packet Page 56 of 114 49 Edmonds Strategic Action Plan Form -Based Codes Form -Based Codes (FBCs) are clear and precise standards that offer predictability. FBCs are developed to create a specific place that residents can desire. Both the vision and FBCs are developed with citizen input. Citizens have a higher comfort level with the end result the standards is likely to produce. City staff gets a streamlined and easy to administer review process. FBCs also create more choices, more opportunities and options for the property owner. Typically, developers borrow money to pursue pre - construction work. For developers, time is money. The biggest incentive that cities can offer is not money, but clear and predictable development standards. Most developers are willing to build to higher standards if the rules are clear and the process is predictable. By offering a predictable environment FBCs reduce risks where banks in a credit -starved economy may be more willing to loan construction money. Flex Blocks - mixed use Flex Block is a vertical mixed -use building typically of a single massing element, designed for occupancy by retail, service, or office uses on the ground floor, with upper floors configured for retail, service, office, and/or residential uses. Second floor units may be directly accessed from the street through a stair. Upper floors are accessed through a street level lobby. This building type is typically found in town centers and neighborhood main streets. The building can be owned by one entity, or divided into several individually owned commercial and residential condos. Shown are examples of mixed use developments around Puget Sound. http://www.formbasedcodes.org/ http://www.smartcodecentral.org/ 5o Edmonds Strategic Action Plan Packet Page 57 of 114 Action 3a.13 (39b): Woodway Fields Lead Rank Complexity Months Parks & Recreation Department Low WIledium-high 36-48 Strategic objective Participants Address long term property ownership and upgrade Edmonds School District field, lighting, and other features to support Edmonds Boys & Girls Club competitive play including tournaments. Snohomish County Sports Tourism Implementation schedule 2013 2014 2015 2016 2017 2018+ Woodway Fields Potential performance measures @ ownership status resolved for properties----� @ improvement projects completed for sites----� funding provided by non -city sources # annual events conducted at fields use by out -of -area visitors or tourists $ expenditure at local businesses by users Action 3a.14 (36): Dog Park Lead Rank OLAE Stewardship Low Parks & Recreation Department Strategic objective Identify a suitable relocation site and develop a dedicated dog park consisting of fenced social yards with spectator seating and amenities, and off -leash exercise areas and trails. Implementation schedule Dog Park Potential performance measures @ site selected and park constructed # persons with dogs who use park using persons are Edmonds versus out -of -area residents dog park users indicate park is successful Complexity Months Medium 36-60 Participants City Council 2013 2014 2015 2016 2017 2018+ Action 3a.15 (41b): Senior Center Lead Rank Complexity Months Edmonds Senior Center Very low High 60-96 Parks & Recreation Department Strategic objective Relocate the Senior Center to another location. Implementation schedule Senior Center Potential performance measures @ long range plan/project completed for center funding provided by non -city sources # new programs realized as result of plan/project # new users added by project users indicate project success public indicate project success Participants Development Services Department 2013 2014 2015 2016 2017 2018+ Packet Page 58 of 114 51 Edmonds Strategic Action Plan Strategic Objective 4: Develop and maintain a transportation and infrastructure system to meet current and future demand 4a: Build a community that balances environmental protection, economic health, and social needs Action 4a.1 (62): BNSF Railroad Lead Rank City Council Very high Strategic objective Participate in the environmental impact assessment process related to a proposal to build a coal export terminal at 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. Implementation schedule BNSF Railroad Potential performance measures # increased trains through Edmonds as result of increased Sounder, Amtrak, and coal trains coal trains routed during evening hours to avoid rail congestion # ferry loading/unloading delayed due to train traffic # complaints filed due to dust, noise, horns $ mitigation provided to construct railroad overpass, install quiet rail, etc Action 4a.2 (53): Street maintenance Lead Rank City Council Very high Public Works Department Strategic objective Create a financing mechanism to generate approximately $1,400,000 per year which is needed annually to maintain city streets. Implementation schedule Street maintenance Potential performance measures @ funding strategy resolved and approved by Council and/or voters # complaints pavement or pot holes per year # street miles pavement overlaid per year street pavement life cycle met all street pavement rated as good or better public indicating success Complexity Months Medium 12-18 Participants Economic Development Department Development Services Department Public Works Department WA Department of Transportation WA State Ferries Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn 2013 2014 2015 2016 2017 Complexity Months Medium -high 12-18 2018+ Participants WA Department of Transportation Snohomish County Infrastructure Coordination Committee (ICC) Community Transit Chamber of Commerce 2013 2014 2015 2016 2017 2018+ 52 Edmonds Strategic Action Plan Packet Page 59 of 114 Action 4a.3 (49): Walkways Lead Rank Public Works Department Very high Strategic objective Institute sidewalk maintenance and construction program to complete key connections to the waterfront, downtown, business districts, schools, parks, and other major walking destinations. Implementation schedule Walkways Potential performance measures of Edmonds streets with at least 1 sidewalk of Edmonds street lane miles with at least I sidewalk of all Edmonds residents that walk to work of all Edmonds residents that walk to transit # of pedestrians on major walkways during peak commuting times # of pedestrians on major walkways during peak retail hours Action 4a.4 (58): Sounder Train Complexity Months Medium On -going Participants Community Transit WA Department of Transportation Edmonds School District 2013 2014 2015 2016 2017 2018+ Lead Rank Complexity Months South Transit High -mod Medium On -going Strategic objective Participants Increase the schedule and number of Sound Transit Port of Edmonds commuter rail trains between downtown Seattle and Chamber of Commerce Edmonds to promote development of transit oriented Downtown Edmonds Merchants Assn development at Harbor Square, the waterfront, and Community Transit downtown. WA Department of Transportation WA State Ferries Implementation schedule 2013 2014 2015 2016 2017 2018+ Sounder Train _Nm_ _-_ _- Potential performance measures # riders on Sounder Edmonds -Seattle increase in Edmonds ridership due to Sounder service increase new residents indicating sought to live in Edmonds due to Sounder service public indicating use of Sounder over vehicles due to schedule improvements Action 4a.5 (59): Sound Transit LINK Lead Rank South Transit High -mod Strategic objective Develop Community Transit links with the proposed Sound Transit LINK light rail corridor alignment along Interstate S. Implementation schedule Sound Transit LINK Potential performance measures # riders forecast to use transit as result of LINK corridor development # new mixed use and transit -oriented development (TOD) likely in Highway 99 corridor due to LINK connection low Complexity Months Medium -high 1-132 Participants Community Transit Chamber of Commer 2013 2014 2015 2016 2017 2018+ 'MMMMMM ENOWREN Packet Page 60 of 114 53 Edmonds Strategic Action Plan Action 4a.6 (48): Trails Lead Rank Parks & Recreation Department High -mod Strategic objective Complete an off -road multipurpose trail network linking the shoreline and waterfront, Edmonds Marsh, downtown, business districts, parks and open spaces, bus and rail transit connections, and the Interurban Trail in Edmonds. Implementation schedule Trails Potential performance measures Complexity Months Medium On -going Participants Development Services Department Public Works Department Community Transit Edmonds Bike Group 2013 2014 2015 2016 2017 2018+ # miles of off -road trail in Edmonds - ----- # sites and facilities connected to or by off -road trails _ of population within 0.25 miles of an off -road trail ��^ �- # persons on trails during peak summer weekend public indicating trails success Action 4a.7 (54): Highway 99 Lead Rank Economic Development Department High -mod Public Works Department Strategic objective Create transportation improvement program and project for Highway 99 to improve traffic flow, transit connections, 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. Implementation schedule Highway 99 Potential performance measures @ planning process initiated affected property, business owners and residents participate in planning traffic flow LOS improved transit ridership increased # new pedestrians counted on sidewalks and walkways # new projects attributed to corridor improvement increase in property value and property tax revenue increase in retail sales and retail sales tax revenue public indicates success Complexity Months Medium -high 12-60 Participants Police Department Cultural Service Division WA Department of Transportation Community Transit International District Swedish Hospital Car dealers Highway 99 property and business owners 2013 2014 2015 2016 2017 2018+ 54 Edmonds Strategic Action Plan Packet Page 61 of 114 ftivath G _r9bF'� PW rt � .. � ,� Fla; _••- ; � i • ■ y� •s Action 4a.8 (61): Intermodal Station Lead Rank Sound Transit High -mod Community Transit WSDOT, WA State Ferries Amtrak Strategic objective Develop an integrated Amtrak, Sounder, Community Transit, shuttle, ferry, bike, and pedestrian transfer facility on the waterfront to promote accessibility and connectivity to and within Edmonds. Implementation schedule Intermodal Station Potential performance measures @ intermodal station funded and developed on waterfront # new riders identified on train, transit, ferry as result of intermodal transfer new riders indicating use of transit over vehicles as result of station new residents indicating sought to live in Edmonds due to station development residents walk to ride bikes to station as result Action 4a.9 (S1): Waterfront connection Lead Rank Public Works Department High -mod BNSF Railroad WA State erries Strategic objective Work to establish an emergency and everyday access over the railroad tracks and ferry terminal lanes for pedestrians bound for shoreline and waterfront attractions from Harbor Square, Antique Mall, and the downtown. Implementation schedule waterfront connection Potential performance measures @ agreement reached with BNSF and WA Department of Transportation @ crossing constructed over railroad tracks and ferry lanes # persons counted on overcrossing during peak summer periods waterfront users indicating success Complexity Months High 60+ Participants Port of Edmonds Public Works Department BNSF Railroad 2013 2014 201S 2016 N� Complexity Months High 60+ Participants M Am 2017 2018+ Sound Transit Amtrak Community Transit WA Department of Transportation Port of Edmonds aA 2013 2014 201S 2016 2017 2018+ 56 Edmonds Strategic Action Plan Packet Page 63 of 114 Action 4a.10 (60): Ferry Terminal Lead Rank WSDOT High -mod WA State Ferries Strategic objective Create an interim ferry waiting and loading strategy that reduces conflicts between trains, automobiles and pedestrians while improving ferry rider access to the waterfront and downtown services and amenities. Implementation schedule Ferry Terminal Potential performance measures # new customers in waterfront and downtown businesses due to staging improvement $ spent in businesses as result of improvement ferry riders indicating success of improvement local businesses indicating staging success Action 4a.11 (SO): Crosswalks Lead Rank Public Works Department Mod -low Strategic objective Install special paving materials, flashing light crossing strips, pedestrian activated signals, median and curb extensions as appropriate to improve pedestrian safety, increase visibility, and calm traffic at major intersections on SR-104 and Highway 99. Implementation schedule Crosswalks Potential performance measures # crosswalks improved on SR-104 and Highway 99 major crosswalks provided improvements # persons in crosswalks during peak periods # pedestrian/vehicle accidents in crossing of highways reduction in accident rate users, customers indicating improvement Action 4a.12 07): SR-104 Transit Complexity Months High 60+ Participants Sound Transit Amtrak BNSF Railroad Port of Edmonds Community Transit Public Works Department 2013 2014 2015 2016 2017 2018+ Complexity Months Medium -high 24-60 Participants Police Department Community Transit WA Department of Transportation 2013 2014 2015 2016 2017 2018+ Lead Rank Complexity Months Community Transit Mod -low Low On -going Strategic objective Participants Expand Community Transit's schedule and hours to Downtown Edmonds Merchants Assn support Edmonds employees and residents, Chamber of Commerce particularly at the waterfront, downtown, Westgate, International District and Highway 99 including connections to the Port of Edmonds Highway 99 International District. i� Implementation schedule 2013 2014 2015 2016 2017 2018+ SR-104 Transit Potential performance measures # riders on SR-104 from ferry terminal to Highway 99 rider increase due to mixed use development on waterfront, Westgate, Highway 99 public indicating use of transit over vehicles due to schedule improvements 57 Edmonds Strategic Action Plan Packet Page 64 of 114 Action 4a.13 (52): Bikeway network Lead Rank Public Works Department Low Edmonds Bike Group Strategic objective Institute an on -street network of bike lanes, shoulders, and sharrows (shared lanes) to complete key connections to the waterfront, downtown, business districts, schools, parks, and other major commuter and recreational destinations including the interurban trail. Implementation schedule Bikeway network Potential performance measures of all Edmonds residents that ride bikes to work of all Edmonds school students that ride bikes to school # of bike riders on major roads and trails Action 4a.14 (55b): Shuttle service Lead Rank Downtown Edmonds Merchants Assn Low Strategic objective Initiate seasonal or possibly year-round shuttle service between downtown and Community Transit's Swift BRT transit stations along Highway 99. Implementation schedule Shuttle service Potential performance measures @ trolley service initiated trolley operating funds provided by non -city sources trolley cost recovered from fares # trolley riders per year # trolley riders during peak events businesses indicate trolley success Complexity Months Medium 12-60 Participants Development Services Department work Edmonds School District WA Department of Transportation WA State Ferries Community Transit Sound Transit 2013 2014 2015 2016 2017 2018+ -NL ION Complexity Months Low 12 Participants Chamber of Commerce Community Transit International District 2013 2014 2015 2016 2017 2018+ 58 Edmonds Strategic Action Plan Packet Page 65 of 114 Capital Bikeshare Capital Bikeshare puts over 1,670 bicycles at any of the 175 stations across Washington, DC, Arlington and Alexandria, Virginia and allows riders to return it to any station near the destination. Bikes can be checked out for a trip to work, Metro, run errands, go shopping, or visit friends and family. Capital Bikeshare can be joined for 24 hours, 3 days, 30 days, or a year, and provide access to the fleet of bikes 24 hours a day, 365 days a year. The first 30 minutes of each trip are free. Each additional 30 minutes incurs an additional fee. Annual or 30-day memberships are available online. Members must be at least 16 years of age. Infrequent users may choose to purchase a 24-hour membership for $5 or 3-day membership for $15 by using the kiosk located at each Capital Bikeshare station. Capital Bikeshare bikes step-thru frames have 3 speeds, front and rear flashing LED lights and a front rack as well as chain guard and fenders. The stations are solar -powered and modular to allow for easy installation. Each station consists of a variable number of docking ports for the bikes based on demand, plus a kiosk for the purchase of 24-hour and 3-day memberships. There is also a two-sided information panel which displays a local and regional map with usage instructions on the kiosk. However, Capital Bikeshare bike can only be taken out for a maximum of 24 hours. If the bike has not been returned and correctly docked at a station after 24 hours the bike is considered stolen and a fee of $1,000 is charged to the credit card. The Capital Bikeshare system is self-service to empower users to make relatively quick, short distance rides around town - as a similar system could in and between MLK and the South Downtown subareas. http://www.capitalbikeshare.com/ Pedicabs Portland Pedicab and PDX Pedicab operate 35 pedicabs, and PDX operates 8 pedicabs in the downtown Portland area. Pedicabs offer safe, fun, and environmental transportation. Pedicabs are also used for tours, special events, and weddings. Pedicabs also collaborate with local public agencies such as the Portland Office of Transportation, the Portland Old Town Arts & Culture Foundation, and the Old Town Chinatown Neighborhood Association to provide pedicab-led audio tours. 59 Edmonds Strategic Action Plan Packet Page 66 of 114 Action 4a.15 (56): Swift Bus Rapid Transit (BRT) Lead Rank Complexity Months Community Transit Low Low On -going Strategic objective Participants Enhance Community Transit's route along Highway Downtown Edmonds Merchants Assn 99 from Everett to the King County Metro transfer Chamber of Commerce station at Aurora Village by designating transit lanes International District and pull-outs, transit traffic signal activation, all- weather shelters, and other improvements. _ Implementation schedule 2013 2014 2015 2016 2017 2018+ Swift Bus Rapid Transit (BRT) W� ---- Potential performance measures # riders on Swift from Highway 99 corridor rider increase due to improvements project and mixed use developments # time reduced on headway thorough Edmonds corridor public indicating use of transit over vehicles due to route improvements new residents indicating sought to live on Highway 99 due to BRT service Action 4a.16 (55a): Shuttle service Lead Rank Downtown Edmonds Merchants Assn Very low Strategic objective Initiate seasonal or possibly year-round shuttle service between the waterfront area and downtown. Implementation schedule Shuttle service Potential performance measures @ trolley service initiated trolley operating funds provided by non -city sources trolley cost recovered from fares # trolley riders per year # trolley riders during peak events businesses indicate trolley success Complexity Months Low 12 Participants Chamber of Commerce Community Transit International District 2013 2014 2015 2016 2017 2018+ 60 Edmonds Strategic Action Plan Packet Page 67 of 114 Trolley A tourist trolley, also called a road trolley, is a rubber -tired bus (usually diesel fueled, sometimes compressed natural gas), which is made to resemble an old-style streetcar or tram. These vehicles are not actually trolleys, and to avoid confusion with trolley buses, the American Public Transportation Association (APTA) refers to them as "trolley -replica buses". Tourist trolleys are used by both municipal and private operators. Municipal operators may mix tourist trolleys in with the regular service bus fleet to add more visitor interest or attract attention to new routes. In many cities tourist trolleys are used as circulators. A circulator operates a simplified route limited to popular destinations on a fixed schedule with a reduced or free fare. Tourist trolleys are also run by private operators to carry tourists to popular destinations. RIPTA trolley transportation Rhode Island Trolleys are an environment -friendly way of going around and seeing the sights. This mode of transportation was introduced by the Rhode Island Public Transit Authority or RIPTA in 1999. RIPTA's trolleys are produced by the Chance Coach & Optima Bus Company. They make use of compressed natural gas or CNG for fuel. The trolley services Providence's historic sites, universities, restaurants, shopping places and cultural spots without the problems of parking. Its 91 Gold Line services the Providence Marriott throughout the week. One -day, 10-ride and 15-ride passes are available at stop and shop outlets. Seniors and persons with disabilities are given discounts. http://www.island- rhode.com/trolley.html 61 Edmonds Strategic Action Plan Packet Page 68 of 114 Strategic Objective 4: Develop and maintain a transportation and infrastructure system to meet current and future demand 4b: Provide quality services, facilities, and infrastructure Action 4b.1 Lead Public Works Department Strategic objective Implementation schedule Potential performance measures Rank Complexity Months Participants WA Department of Transportation WA State Ferries Community Transit Sound Transit 2013 2014 2015 2016 2017 2018+ 62 Edmonds Strategic Action Plan Packet Page 69 of 114 Strategic Objective 5: Responsible, accountable, and responsive government 5a: Provide efficient and effective delivery of services Action 5a.1 (63): Fiscal sustainability Lead Rank City Council Very high Strategic objective Implement Budgeting for Objectives (BFO) process that incorporates public input to establish community priorities, resolves a balance between revenues and expenditures, and encourages innovative and alternative delivery methods. Implementation schedule Fiscal sustainability Potential performance measures of priorities accomplished annually completed within budget parameters $ set aside in rainy day reserve of public rating BFO results to be satisfactory # rating by bond agencies of city solvency of programs or projects funded from outside sources $ leveraged ratio of city funds to state and federal grants Action 5a.2 (68): Permitting processes Complexity Months Medium -high 12-24 Participants Finance Department Economic Development Department Public Works Department Parks & Recreation Department Police Department 2013 2014 2015 2016 2017 2018+ Lead Rank Complexity Months City Council Very high Medium -high 12-18 Development Services Department Strategic objective Participants Consolidate and simplify the business license, land Planning Board use and building permit review process to Architectural Design Board incorporate electronic application procedures, pre- Chamber of Commerce submittal workshops, and concurrent reviews. Property owners Architects Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Permitting processes 'Mqw��N Potential performance measures @ on-line applications available # on-line applications filed annually users indicating on-line applications useful review process developers indicating new proces predictable and fair public indicating new process provides adequate input and review 63 Edmonds Strategic Action Plan Packet Page 70 of 114 Traditional budgeting Budgeting for Outcomes BFO is also called Priority -Driven Budgeting (PDB) or Budgeting by Priority (BP) or Performance Based Budgeting (PBB) Edmonds 2009 tax revenue sources r . 1 .3% Plea perty, 5l.$?F General Fumd Revenue, Expenditures & Fund Balance: 100 -2022 w.00awa w.wu wu M 10.W0 WO — Budgeting for Outcomes (BFO) BFO is one form of priority based budgeting where spending is linked to overall community results. Using BFO, the government identifies its most important priorities for its citizens. Services are then ranked according to how well they align with the priorities, and resources are allocated in accordance with the ranking. Budgeting for Outcomes is drastically different than a traditional incremental approach to budgeting where decreases in revenue often lead to across the board cuts limiting results that can be achieved for both low and high priority services. Rather than having the starting point be what was funded by department in the previous budget, the starting point with BFO becomes what results the jurisdiction wants to achieve. Elected officials spend more of their time making decisions on how much revenue citizens can afford to provide and on choosing results and less time on deciding how much money to cut from the budget and where to cut. The incentives for agencies and departments change from making it difficult for the budget office to find places to cut their budgets to figuring out what activities work best to achieve results and how to provide those activities at lower cost. BFO is an innovative approach to budgeting that acts as a catalyst for additional improvements in efficiency and the ability to deliver results for citizens. http://www.gfoaconsulting.org/downloads/ GFOA W hitepaper-Anatomyof aPriority- Driven%20BudgetProcess_March201 Lpdf 64 Edmonds Strategic Action Plan Packet Page 71 of 114 Action 5a.3 (72): Assess performance results Lead Rank Complexity Months City Council Very high Medium * On -going Strategic objective Participants Assess, on an annual basis, State of the City All Departments programs, projects, and budget. Regularly conduct Port of Edmonds public, customer, and business surveys to determine Swedish Hospital the effectiveness, performance, and priorities of Edmonds School District adopted Strategic Plan actions. Edmonds Community College International District Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown BID Sustainable Edmonds Active Citizens for Edmonds (ACE) Implementation schedule 2013 2014 2015 2016 2017 2018+ Assess performance results Potential performance measures businesses satisfied with strategic plan results public satisfied with strategic plan results young adults satisfied with strategic plan results of Council satisfied with strategic plan results Action 5a.4 (71): Strategy development Lead Rank Complexity Months City Council �� Very high Medium 12 All Departments Strategic objective Participants Adopt and implement a Strategic Plan in partnership Port of Edmonds with public and private organizations. Swedish Hospital Edmonds School District Edmonds Community College International District Sound Transit Community Transit WA Department of Transportation WA State Ferries Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown BID Implementation schedule 2013 2014 2015 2016 2017 2018+ Strategy development _qw_ Potential performance measures # of organizations involved in strategic plan implementation actions AWN $ combined to fund marketing, promotion actions-1 65 Edmonds Strategic Action Plan Packet Page 72 of 114 Action 5a.5 (64): NGO participation Lead Rank Complexity Months Chamber of Commerce High -mod Medium * 12-18 Strategic objective Participants Integrate NGOs such as the Chamber of Commerce, Downtown Edmonds Merchants Assn Downtown Edmonds Merchants Association, Busing Edmonds Downtown BID Improvement District, and others into the operation Edmonds Center for the Arts and implementation of BFO and Strategic Plan Sustainable Edmonds actions. Edmonds School District Implementation schedule 2013 2014 2015 2016 2017 2018+ NGO participation Potential performance measures organizations who feel city government is giving good service organizations who feel city government is listening to them and keeping them involved organizations involved in policy development and implementation kiction 5a.6 (34): Fiscal sustainability Lead Rank City Council A� High -mod Strategic objective Create an alternative mechanism other than the City of Edmonds General Fund with which to finance parks and recreation programs and services. Implementation schedule Fiscal sustainability Potential performance measures @ levy or bond referendum successful for park project @ Metro Park District approved by voters $ raised by above over current funding amounts cost recovery of recreational programs life cycle facility requirements funded per year capital projects funded in 6-20 year planning period Mr J6AMN"" Complexity Months Medium 12-24 Participants Parks & Recreation Department Finance Department Port of Edmonds 2013 2014 2015 2016 2017 2018+ _W--N 66 Edmonds Strategic Action Plan Packet Page 73 of 114 Strategic Objective 5: Responsible, accountable, and responsive government 5b: Promotion and encouragement of an active and involved community Action 5b.1 (70): Public access Lead Rank City Council High -mod Strategic objective Conduct frequent town halls, public open houses, and other events at locations throughout the city to improve public access and facilitate dialogue on policies, programs, projects, and budgets. Implementation schedule Public access Potential performance measures # outreach events per year outreach events conducted outside of the bowl # persons participating in outreach events # persons on outreach contact lists eligible voters who participated in last general election Action 5b.2 (69): Communicatiord Lead Rank City Council 11 High -mod Strategic objective Establish effective public information and feedback methods including websites, blogs, Facebook, Twitter, and other social media outreach. Implementation schedule Communication Potential performance measures # webpage hits on city, chamber business sites # email addresses in notification lists # comments on city blog, Facebook, and Twitter accounts residents connected to city by social media residents who feel that Edmonds listens to them, keeps them informed, and seeks their involvement Complexity Months Low -medium On -going Participants Economic Development Department Finance Department Parks & Recreation Department Development Services Department Public Works Department Police Department 2013 2014 2015 2016 2017 2018+ M=6A=mmdl Complexity Months Low -medium On -going Participants Economic Development Department Finance Department Finance Department Parks & Recreation Department Development Services Department Public Works Department Police Department 2013 2014 2015 2016 2017 2018+ Packet Page 74 of 114 67 Edmonds Strategic Action Plan Strategic Objective 5: Responsible, accountable, and responsive government Sc: Ensure a safe and secure environment for residents, businesses, and visitors Action 5c.1: Safe and secure environment Lead Rank Complexity Months Police Department High Low On -going Strategic objective Participants City Council Parks & Recreation Department Development Services Department Public Works Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Safe and secure environment N_ _---- Potential performance measures of residents who feel safe in their neighborhood # part 1 crimes per 1,000 population # traffic accidents per 1,000 population who rate their neighborhood condition good or excellent of residents who rate their overall quality of life as good or excellent # linear feet of pedestrian pathways (not including parks) # of emergency preparedness presentations and/or training sessions provided to the community 68 Edmonds Strategic Action Plan Packet Page 75 of 114 months Ian 2012 1 Mar 2012 1 Air 2012 1 May 20121 lun 2012 1 Jul 4)12 What do you went Edmonds to be, what are the real issue slobstacle s, Mat wdil move Edmonds forward, I Mat will result ineffective results, howdo we measure results? Then let's do that' External -demographics, economics, social media, life style aspirations Perceptions of Edmonds stakeholders, business and property owners,Public input I employees, customers, students, developers, officials, and publics Visioning workshops, open houses, internet surveys, festival exhibits, kiosks, and storefront distilays Branding, retail, business, tourism, housi. use, parks, transportation, sustafnabifity, Reactions of business and property ovmers, and pub Benc EDCIPB%Directors/Council retreats 1 Packet Page 76 of 114 1 : Overview of the Strategic Action Planning Process Purpose why? Economic trends impacted Edmond's fiscal sustainability requiring the city to make strategic decisions about services and projects that reflect citizens desires and asairations. hat? hors (3-5 year) and midterm (5-10 year) actions by the city and all other ossible participant parties with which to coordinate the Comprehensive Ian, Capital Facility Program (CFP), and Annual City Budgets. ✓ho? veryone including community organizations and interest groups, )usiness owners, employees, customers, young adults, the public at arge, and finally a random survey of registered voter households. low? >verview by 31 member joint Committee composed of City Council, conomic Development Commission (EDC), and Planning Board (PB). Result? 60 specific actions with citywide priorities, lead agents and participants, schedules. and Derformance measures. Process - 6 Joint Committee retreats (Appendix A) Retreat # 1 Validated the process and scope of work Retreat #; Reviewed demographic/socioeconomic scans Retreat #3 Reviewed fiscal trends in Edmonds and Washington cities and Budgeting for Objectives (BFO) approach Retreat #4 Reviewed results of the focus group sessions, surveys of businesses, employees, customers, young adults, and residents; the 3 public charrettes, and the open house _ Retreat #5 Reviewed results of the open house survey and refined the contents of the random samale survev of reaistered voter households Retreat #6 Reviewed results of the random sample survey of registered voter households and the implementation process Process - Public outreach Focus group sessions 20 focus group sessions (Appendix B) 96 Adult resident survey mail -back and internet (Appendix C) 681 Business owner survey mail -back survey (Appendix D) 219 Employee survey mail -back and internet (Appendix E) 86 Customer survey mail -back and internet (Appendix F) 484 Youngadult mail -back and internet (Appendix G) 2 adult and 1 youaadult (Appendix H) hand -back and internet (Appendix 1) 119 Charrettes 1501 Open house 213 Voter survey random sample controlled mail -back and internet (Appendix J) 466 Total M • 0 Participations (including some multiple events per person) 21514 2: Results of the Strategic Action Planning Process Strategic objectives (organization of 60 action tasks) 1. Economic health, vitality, and sustainability a. Foster a dynamic and diverse economy b. Take advantage of special and unique characteristics c. Enhance economic and employment opportunities d. Build on the community's history, heritage, natural resources, and livability to promote Edmonds as a tourist destination e. Effectively develop, market, and promote Edmonds arts and cultural heritage and brand (Arts & Culture) f. Promote a permit and licensing process to promote business recruitment. expansion, and retention 2. Maintain, enhance, and create a sustainable environment a. Build a community that balances protection, economic health, and social needs 3. Maintain and enhance Edmonds community character and quality f life 4. Develop and maintain a transportation and infrastructure system to meet current and future needs a. Create efficient, effective, and balanced transportation system to meet current and future needs b. Provide auality services. facilities. and infrastructure . Responsible, accountable, and responsive government . Provide efficient and effective delivery of service . Promote and encourage an active and involved community . Ensure a safe and secure environment for residents, businesses, and visitors Action 1a.1 (4): Economic sustainability Lead Economic Development Department Port of Edmonds Chamber of Commerce Strategic objective Recruit businesses that employ technical, professional, and managerial skills offered by Edmonds residents to facilitate live/work sustainability in Edmonds. Rank Complexity Months Very high Low On -going Participants Downtown Merchants Assn Edmonds Community College Edmonds School District Edmonds property owners Edmonds brokers Implementation schedule 2013 2014 2015 2016 2017 2018+ Economic sustainability Potential performance measures of overall technical (high tech, nursing, etc) jobs within Edmonds of overall professional (lawyers, accountants, doctors) jobs within Edmonds Edmonds residents employed within Edmonds of new employees seek and find housing in Edmonds 7 Packet Page 82 of 114 3: The Strategic Action Plan Implementation Particulars Strategic actions and Drioritv or rank Who defined the strategic action tasks? Public input from focus group sessions, surveys, and charrettes defined the actions that were desired to be accomplished within the next 10 years in the city reaardless of who would be the imDlementina agent. Who defined the priorities? Voter household survey ranked each and every action on a scale of 1-5 where 1 was the lowest and 5 the highest priority. The scores were grouped into 1-2, 3, and 4-5 scores than ranked where 4-5 scores were: 68%-50%=very high 49%-40% = high -moderate 39%-32% = moderate -low 32%-21 % = low 21 %-1 3 % = ve ry low Mat are the financial implications of the task priorities? 'he action tasks, including some of the city tasks, do not compete for the ame source of funds. Many of the action tasks will be accomplished by iarties with funds other than the city - Port, WSDOT, Chamber, etc. What do the priorities signify? The priorities indicate voter household opinions of the overall priority of each and all actions on a citywide basis (e.g., the survey sample) for accomplishment within the next 10 years regardless of who would be the implementing agent or the source of financin . How will the city use the priorities for city actions? Where the city is the lead agent, the priorities will be used in the Budget for Objectives (BFO) process to determine how the city's limited financial and staff resources will be budgeted or allocated amongst the city's lead factions. How will the priorities be used where the city is not the lead? Depending on who the lead agent(s) is, the organization will likely follow the same process as the city in determining how to allocate resources to accomplish the action tasks. Will the action tasks be accomplished in rank order? Not likely nor should that be an objective. Some of the action tasks will require lead times necessary to form participant groups, secure outside funding, conduct environmental reviews, etc. Consequently, even if a task is a high priority it may take a number of months or years to fully initiate and achieve results. should a low priority task be ignored or deferred? 4ot if the lead agent is successful in getting it accomplished or primed .or accomplishment. The Strategic Action Plan is opportunistic and nultifaceted looking to implement as many community desired actions as )ossible involving as many participant interests in the community as )ossible as events and circumstances allow. Should the list of action tasks be reduced or tasks eliminated? It is not necessary to eliminate an action if it scores a moderate -low to very low priority if there is an interest group who is will to take the lead and implement the action without unduly using city funds or resources. The Strategic Action Plan is holistic defining all actions city residents fished to see accomplished within the next 6-10 years without limitations on who would be the warty to implement or fund them. COMDlexit What does complexity mean? Complexity refers to the degree of ease or difficulty that may be involved in implementing each action task. Low complexity tasks may involve a single implementing agent following a simple process. High complexity tasks may involve multiple agents, including where the city is not the lead or the authorizing agent, and a complex process that involves public participation, EISs, permits, hearings, and other procedures. Who determined complexity? A subgroup of the .Joint Committee and Department Directors determined the complexity assessments ranging from low, moderate, high, and very high. Months and implementation schedule What do months mean? Months refer to the probable production time involved in implementing an action task accounting for the specific steps that would be involved in implementing an action task and its degree of complexity. An ongoing entry indicates the action task is a continuous activity. Who determined months? A subgroup of the ,Joint Committee and Department Directors determined the probable number of months that would be involved in each task. How do months relate to an imolementation schedule? The Strategic Action Plan defines the action tasks desired to be implemented within the next 6-10 years. The schedules shown assume each task would be initiated as soon as possible and extend through the number of months assigned to the task. In reality, actual schedules will depend on who the lead agent is, how many other tasks they are responsible for, what complexities are involved in the implementation, when funding is available, and other opportunistic variables. Participants and lead participants Who are the participants and how were they determined? The participant lists include all parties who will be affected by or on an individual action task. The lists were determined from the focus group sessions, survey comments, charrettes, and by the consultants and staff. ho are the lead a ents? he lead agents are assumed to be the primary implementing party, where there is a single went, or the facilitating and implementing parties where there are multiple leads. In some instances the lead agent may be the authorizina or aaarovina agent - as in Citv Council. How were the lead agents selected? In some instances lead agents were self-selected based on the actions they proposed during the focus group sessions, survey comments, or charrettes. In other instances, the lead agents are presumed to be the most likely party who has the predominant interest and benefit in the action, and the resources with which to accomplish or facilitate the action with other affecting or affected participants. ow are the lead aaents distributed between the city and others? Though Edmonds elected officials and staff are involved in a large number of action tasks, they are not the lead or primarily implementing party in a large number of them - such as in the business district develoDment. arts and culture. hosaital. etc. Who are the other lead agents? There are a large number of other public agents (Port of Edmonds, WSDOT, Sound Transit) and nongovernmental organizations (NGOs - Downtown Edmonds Merchants Assn, Chamber of Commerce) listed as lead agents who have authority, responsibility, or benefit from an action task for which they are listed as lead. Will this require additional organizations? It could, depending on who the participants and the lead agents determine will be most effective and representative of the costs and benefits. What will result if the lead is not interested or able? Then the lead will pass to another interested party or parties or the action will not be accomplished. Performance measures What are the performance measures? The performance measures are indicators or benchmarks by which to measure the progress and effectiveness of the implementation of each action task. A low score on a performance measure indicates the action task is not achieving the desired result and may need to be reassessed or revised to achieve the results listed in the performance measure. How were the performance measures determined? The performance measures were defined by existing city benchmarks, by comparison with benchmarks from other cities, and from objective aarameters defined by the nature of the action task function. How will the performance measures be gauged? Some of the performance measures are objective measurements - i.e., the number of tons recycled per year, miles to the nearest park, etc. Others depend on community surveys where the public indicates the degree to which they are satisfied with various conditions - such as perception of safety, access to jobs, satisfaction with appearances, etc. Strategic Action Plan Ubdates When will the Strategic Action Plan be updated? Ideally, this Strategic Action Plan defines key objections, tasks, responsibilities, schedules, performance measures, and other particulars for the next 6-10 years concurrent with updates to the Comprehensive Plan, Capital Facilities Program (CFP), and Budgets. However, should an unforeseen event require, the Strategic Action Plan can be updated if and when Citv Council deems necessarv. 4: Initiating the Strategic Action Plan - what to do next Finalize the draft document and complete Council hearings. Review and confirm action task complexity, months, lead agents, participating parties, schedules, performance measures, and other particulars with which to initiate action. Confirm lead agents and participants. Assign the action tasks to the lead agents and work with them, city included, in formulating detailed contents, schedules, funds, and other particulars. Where necessary, create new ad hoc groups to take the lead on tasks involving multiple lead agents and interests. Coordinate with other city, public agency, and NGO programs. Update city documents including the Comprehensive Plan, CFP, Annual Budgets, and other agency and NGO plans, projects, and programs to reflect the strategic objectives, action tasks, and performances defined in the Strateaic Action Plan. Monitor aerformance and adiust aarticulars as necessarv. Score and evaluate performance of each lead agent and participants on the accomplishment of the action tasks using the performance evaluation measures or benchmarks to make adjustments, revise approaches, and other particulars. 5: Examples from the Chehalis Renaissance Project What is the Chehalis Renaissance Plan? citywide plan with pro ects in community building, economic development, quality design, traffic and parking, and downtown development. What is the overall goal - the bottom line? Make the Chehalis area a more attractive place in which to live, enhance job opportunities and involvement of youth, increase tourism traffic, and prow the retail base to enhance local shopping. What is the mission of the Chehalis Community Renaissance Team CCRT ? Driven by voluntary leadership, broad community participation, and using disciplined project management - implement the Council -approved plan. What is different about the Chehalis Renaissance Project and the Chehalis Community Renaissance Team (CCRT)? Driven by volunteers - the city is a partner. Counts on and encourages citizens to provide leadership and work in partnership with CCRT. Relies primarily upon private investments and donations. Success is a combination of many small, some medium, and a few large projects. A chance for citizen volunteers to put a permanent stamp on the Chehalis area. Who are the CCRT members? 21 active members including: • Security State Bank ■ Timberland Regional Library ■ Bicoastal Media ■ DeVaul Publishing ■ Chehalis City Council member ■ Book `n Brush ■ Tires, Inc ■ Lewis County EDC ■ Arch-Eco Design LLC ■ Centralia College ■ Cheh-Cent Airport ■ Port of Chehalis • Board of County Commissioners ■ The Industrial Commission ■ Cent-Cheh Chamber of Commerce What has the CCRT achieved to date? 21 completed action tasks including: • New logo and tagline ■ Young Professionals of Lewis County formed ■ SCORE (Senior Core of Retired Executives) chapter formed ■ Historic walking tour - 5th printing ■ Friends of the Chehalis Community Renaissance 501(c)(3) formed ■ 50+ wayfinding signs installed ■ Historic signage on 1-5 installed by WSDOT ■ CCRT and Friends installed offices in historic St Helens Hotel ■ Chehalis Avenue streetscape completed ■ New Auto Festival event initiated at airport ■ New website developed and launched ■ Incubator feasibility study completed ■ Children's Museum pilot project initiated ■ Gateways installed ■ Louisiana Avenue roundabout enhanced What is the CCRT working on? 15 projects in progress including: ■ Downtown parking strategy under development ■ Restoration of historic St Helens Theatre ■ Chehalis Storefront Art Project initiated for empty storefronts • Vacant and for sale property database under development ■ Tourism marketing program under development ■ Urban design guidelines under review ■ Chehalis -Centralia Railroad expansion north to Great Wolf Lodge ■ Market Boulevard streetscape enhancements underway ■ Dillenbaugh Creek gateway conservancy park under study AM-5437 City Council Retreat - Saturday, February 2, 2013 Meeting Date: 02/02/2013 Time: 20 Minutes Submitted For: Shawn Hunstock Department: Finance Review Committee: Type: Information Tnfner"0finn Subject Title Budgeting by Priorities or Budgeting for Outcomes Recommendation N.A. Previous Council Action N.A. Submitted By: Committee Action: 71' Shawn Hunstock Narrative Finance Director Shawn Hunstock will give a high-level overview of the proposed Budgeting by Priorities (BP) structure, process and timeline to be considered for use in the 2014 budgeting process. Attachments BP Process and Timeline BP Structure Inbox City Clerk Mayor Finalize for Agenda Form Started By: Shawn Hunstock Final Approval Date: 01/29/2013 Form Review Reviewed By Date Sandy Chase 01/29/2013 10:06 AM Dave Earling 01/29/2013 10:43 AM Sandy Chase 01/29/2013 10:43 AM Started On: 01/29/2013 09:52 AM Packet Page 98 of 114 Budgeting by Priorities (BP) Steps and Timeline Milestone Date City Council confirms community priorities identified during the Early March strategic planning process Define the available resources Mid -March • The amount of available resources will determine the total amount dedicated to all priorities of the City Results Teams are formed around each community priority Call for Participation - • Results Teams are composed of City staff from different Early March disciplinary backgrounds and one or more citizens Teams Formed — Late March Results Teams determine criteria for funding of Offers Early April • Criteria include at least three indicators of how performance will be measured Request for Offers is distributed and funding criteria Mid -April is communicated Departments complete the Request for Offer process, Mid -April to indicating how the specific submittal meets the funding Late May criteria established by the Results Team • Offers can encompass just the General Fund, General Fund and capital funds, or all funds of the City, including utilities Results Teams rank Offers based on the extent to which Early June they achieve success in reaching the community priority • Departments are given feedback based on the initial ranking, any questions the Results Team might have are answered by the Departments Departments revise Offers based on feedback from Results Team Early July Final rankings are determined by Results Teams, rankings are Late July communicated to Mayor to be included in the Preliminary Budget Mayor presents Preliminary Budget to Council Early October Council reviews budget during Public Hearings Mid -October to Early November Adoption of Final Budget Late November to Early December Packet Page 99 of 114 Budgeting by Priorities (BP) Structure BP Oversight Committee (Project Team) Results Teams * Members: Results Team 1 Results Team 2 Results Team 3 Results Team 4 Results Team 5 Mayor Economic health, Maintain, Maintain and Develop and Responsible, Finance Director vitality, and enhance, and enhance maintain a accountable, Representative from City Council sustainability. create a Edmonds transportation and responsive sustainable community and infrastructure government. Purpose: * Create Results Teams around each community priority, as identified in the City's Strategic Plan. * Solicit citizen participation on each of the Results Teams. * Confirm and communicate to the Results Teams the significant milestones and timeline. * Confirm funding objectives (purchasing strategies), intended outcomes and performance measures for each Results Team. * Periodically check in with Results Teams on their progress. * At the end of the BP process, communicate funding priorities from each Results Team to the Mayor to be included in the Mayor's Proposed Budget. * Results Teams are draft, subject to Council confirmation of community priorities from the Strategic Action Plan. environment. character and system to meet quality of life. current and future needs. Members of each team: City Staff (4-5) Community Member(s) (1-2) Council member (1) ? Purpose: Within the context of each of the five identified community priorities, the Results Teams are responsible for the following: * Identify specific causal factors that are an essential part of attaining the community priority. -> What are important elements for achieving the intended outcome? -> Example: If a community priority relates to economic development, a causal factor might be a business - friendly environment within the City. -> Consider displaying the community priority and causal factors visually in a cause -and -effect map. * Define what the funding objectives, or purchasing strategies, are for the community priority. Purchasing strategies are a set of actions chosen to achieve a community priority. A strategy is based on an understanding of (or assumptions about) the cause and effect connection between specific actions and specific priorities. Strategies could include actions that the City might take directly, as well as actions that the City might take to influence the actions taken by others. Purchasing strategies are included in Requests for Offers. -> Purchasing strategies could be phrased in terms of "we are looking for Offers that..." -> Example: If a community priority relates to public safety, a purchasing strategy might be "provide timely, effective responses to emergency situations." * Identify 3-5 performance measures (indicators of results). -> Example: If a community priority relates to public safety, an indicator might be the response time to an incident. * Offers are ranked in terms of how well the Offers accomplish the intended outcome(s). Feedback is provided to departments about Offers they've submitted. > Follow-up questions, additional background information, and clarifying questions can be addressed with individuals submitting Offers, as needed. * Offers are ranked again after questions are addressed with the Results Teams, and departments re -write offers as needed. Packet Page 100 of 114 AM-5439 City Council Retreat - Saturday, February 2, 2013 Meeting Date: 02/02/2013 Time: 30 Minutes Submitted For: Shawn Hunstock Department: Finance Review Committee: Type: Information Information Subject Title PFD Structure, Debt Repayment, and/or Capital Reserve Recommendation N.A. Previous Council Action N.A. Submitted By: Committee Action: Shawn Hunstock Narrative Finance Director Shawn Hunstock will give a brief overview of the nature of the relationship between the City and the Edmonds Public Facilities District (PFD), the current financial status of that relationship, and projections for future needs of the PFD. Inbox City Clerk Mayor Finalize for Agenda Form Started By: Shawn Hunstock Final Approval Date: 01/29/2013 Form Review Reviewed By Date Sandy Chase 01/29/2013 10:06 AM Dave Earling 01/29/2013 10:42 AM Sandy Chase 01/29/2013 10:43 AM Started On: 01/29/2013 10:02 AM Packet Page 101 of 114 AM-5431 City Council Retreat - Saturday, February 2, 2013 Meeting Date: 02/02/2013 Time: Submitted By: 15 Minutes Jana Spellman Department: City Council Review Committee: Public Safety/Personnel Type: Action Infnrmntinn Subject Title Student and Senior Volunteers Recommendation Previous Council Action Committee Action: Approve for Consent Agenda This ordinance was discussed during the July 10, 2012 Public Safety and Personnel Committee (Attachment 1 - Minutes). This ordinance passed on the July 17, 2012 Council Agenda (Attachment 2). Narrative This has been placed on the Retreat agenda for discussion. Attach 1: 7-10-12 PS/P Committee Minutes Attach 2: Ord 3890 Inbox Reviewed By City Clerk Sandy Chase Mayor Dave Earling Finalize for Agenda Sandy Chase Form Started By: Jana Spellman Final Approval Date: 01/28/2013 AttnrhmPntc Form Review Date 01/28/2013 01:43 PM 01/28/2013 02:14 PM 01/28/2013 02:48 PM Started On: 01/28/2013 11:50 AM Packet Page 102 of 114 MINUTES PUBLIC SAFETY AND PERSONNEL COMMITTEE MEETING JULY 10, 2012 Elected Officials Present: Councilmember Joan Bloom Councilmember Kristiana Johnson Staff Present: Sandy Chase, City Clerk The meeting was called to order at 6:03 p.m. by Councilmember Bloom. A. Renew Domestic Violence Coordinator Position with the City of Mill Creek. This item was removed from the agenda. It is to be rescheduled on the August Committee Meeting Agenda. B. Discussion Regarding Student Representatives on Boards & Commissions. Councilmember Bloom stated that she had a question with regard to the date the term for student representatives would begin noting the ordinance currently indicates the term would commence on August 1" of each year. She indicated that she spoke with Jeff Taraday, City Attorney, and he said the date does not matter, and that it is up to the City Council. Councilmember Bloom suggested the date be closer to the start of school. Councilmember Johnson stated she had the same concern with the date and suggested the date be changed to September 1st. Councilmember Bloom agreed that would be a more reasonable date. Councilmember Bloom commented that the City Council Student Representative typically does not serve through the summer months (only the school year). She noted that the City Attorney suggested including a sentence that reads: "Attendance at meetings during the summer would be considered optional." Councilmember Johnson agreed with adding this sentence. Committee members discussed how the ordinance would be brought to the attention of all of the city's boards and commissions. The committee members suggested the City Clerk forward the ordinance to department directors to be sure the boards and commissions are notified of this ordinance once adopted. The committee further discussed the need for minute takers for all of the boards and commissions. Action: The committee recommended revising the ordinance to change the term to commence on September 1st, and adding the sentence: "Attendance at meetings during the summer would be considered optional." The committee further recommended placing the ordinance on the July 17, 2012 City Council Consent Agenda. C. Public Comments No members of the public were present. The meeting adjourned at 6:25 p.m. Packet Page 103 of 114 ORDINANCE NO.3890 AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ADDING A NEW CHAPTER TO THE EDMONDS CITY CODE RELATING TO STUDENT REPRESENTATIVES ON THE CITY'S BOARDS AND COMMISSIONS. WHEREAS, certain boards and commissions of the City of Edmonds have expressed interest in appointing a student member; and WHEREAS, the city council has enjoyed the participation of a student representative on the city council; and WHEREAS, the city council would like to create additional opportunities for student involvement on the City's boards and commissions; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DOES ORDAIN AS FOLLOWS: Section 1. A new chapter 10.03 of the Edmonds City Code, entitled "Student Representatives on City's Boards and Commissions," is hereby added to read as follows: 10.03 STUDENT REPRESENTATIVES ON CITY'S BOARDS AND COMMISSIONS 10.03.010 Student representative authorized. 10.03.020 Qualifications. 10.03.030 Appointment process. 10.03.040 Term. 10.03.010 Student representative authorized. Any board or commission that derives its authority from the ordinances codified in this Title 10 may appoint a high school or college student to participate as a non -voting member of the board or commission. This person shall be known as a student representative. Student representatives may not attend executive sessions of the body to which they have been appointed. -I- Packet Page 104 of 114 10.03.020 Qualifications. Student representatives must be residents of the City of Edmonds, but they need not attend school in Edmonds. 10.03.030 Appointment process. Vacancies should be publicized on the city's website and through outreach to local high schools and colleges when city resources allow for such publication and outreach. Each board or commission interested in appointing a student representative is authorized to prepare a short application form that is relevant to the charge of the board or commission. If more than one application is submitted, all applications shall be forwarded to the board or commission for consideration. After the applications have been considered, nominations shall be voted on by the board or commission in an open public meeting. 10.03.040 Term. Each student representative shall serve a one-year term that commences on September 1st of each year. Student representative attendance at board or commission meetings during the summer shall be optional and any absences during the summer shall be excused by the board or commission. A student representative may apply for re -appointment to the same position for successive terms, PROVIDED THAT the board or commission shall evaluate all applicants for the student representative position and any re -appointment shall be voted on in an open public meeting. A student representative may be removed for cause prior to the end of the term on a super majority vote of the full board or commission. Section 2. Severability. If any section, subsection, clause, sentence, or phrase of this ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. Section 3. Effective Date. This ordinance, being an exercise of a power specifically 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. -2- Packet Page 105 of 114 ATTEST/AUTHENTICATED: z4o,,-� -&- efL-�t" CITY CLERK, SANDRA S. CHASE APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY; BY JEFF TARADAY FILED WITH THE CITY CLERK: 07-13-2012 PASSED BY THE CITY COUNCIL: 07-17-2012 PUBLISHED: 07-22-2012 EFFECTIVE DATE: 07-27-2012 ORDINANCE NO. 3890 Packet Page 106 of 114 SUMMARY OF ORDINANCE NO.3890 of the City of Edmonds, Washington On the 17"' day of July, 2012, the City Council of the City of Edmonds, passed Ordinance No. 3890. A summary of the content of said ordinance, consisting of the title, provides as follows: AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ADDING A NEW CHAPTER TO THE EDMONDS CITY CODE RELATING TO STUDENT REPRESENTATIVES ON THE CITY'S BOARDS AND COMMISSIONS. The full text of this Ordinance will be mailed upon request. DATED this 18'' day of July, 2012. 4840-7251-8158, v, 1 -1- CITY CLERK, SANDRA S. CHASE Packet Page 107 of 114 Affidavit of Publication STATE OF WASHINGTON, } COUNTY OF SNOHOMISH 5ilAfFAAFIY OF OFiD,iJVANC tt0L3qL of iheCiCitsyy al E�mon�da, Washln 3 On the 17th day of July, 2012. she City Counal of the City of Edm&'d:3 prdlmm" NO. 38W. A stunnrary of the content of saki * oonL Bljn of the t�ia. provider, as follows: AN ORDINANCE pF THE CITY or EDMONDS. WASHINGTON, ADDING A NEW CHAPTER TO THE EDMONDS CITY CODE RELATING TO STUDENT REPRESFNTA71VES ON THE CIT!"S BOARDS AND COMMsSSIONS. The full text of this Ordinance will W_ mailed upat raquest- DATED ifs IBIh day of Juy. 20t2. CITY CLERK. SANDRA S. CHASE Published: My 22, 2C;f2. S.S. The undersigned, being first duly sworn on oath deposes and says that she is Principal Clerk of THE HERALD, a daily newspaper printed and published in the City of Everett, County of Snohomish, and State of Washington; that said newspaper is a newspaper of general circulation in said County and State; that said newspaper has been approved as a legal newspaper by order of the Superior Court of Snohomish County and that the notice Summary of Ordinance No. 3890 a printed copy of which is hereunto attached, was published in said newspaper proper and not in supplement form, in the regular and entire edition of said paper on the following days and times, namely: July 22, 2012 and that said newspaper was regularly distributed to its subscribers during all of said period. Subscribed and sworn to before me this 23rd day of a , 2012 1 1�Ole t�i7 Notary Public in and for the State of Washington, residin al E rett. County. {fy� ? 17-2016 ` CIF NfA�' Account Name: City of Edmonds ~Account Number: 101416 Order Number: 0001787713 Packet Page 108 of 114 AM-5433 City Council Retreat - Saturday, February 2, 2013 Meeting Date: 02/02/2013 Time: Submitted For: Councilmember Johnson Department: City Council Review Committee: Type: Information Information Subject Title Volunteer Recognition Recommendation Previous Council Action Narrative This has item has been placed on the agenda for discussion. Inbox Reviewed By City Clerk Sandy Chase Mayor Dave Earling Finalize for Agenda Sandy Chase Form Started By: Jana Spellman Final Approval Date: 01/28/2013 Form Review Submitted By: Committee Action: Date O1/28/2013 02:47 PM O1/28/2013 02:53 PM O1/28/2013 02:56 PM Started On: 01/28/2013 02:37 PM 8. a. Jana Spellman Packet Page 109 of 114 AM-5420 City Council Retreat - Saturday, February 2, 2013 Meeting Date: 02/02/2013 Time: 15 Minutes Submitted For: Councilmember Johnson Department: City Council Review Committee: Type: Information Tnfnrm.]+inn Subject Title Emergency Preparedness Recommendation Previous Council Action Narrative Councilmember Johnson has placed this on the agenda for discussion. Submitted By: Committee Action: Attachment: Chapter 6.60: DISASTER PREPARATION AND COORDINATION Link to Emergency Services Coordinating Agency (ESCA): http://www.escal.com/ Attach: City Code Chapter 6.60 Inbox Reviewed By City Clerk Sandy Chase Mayor Dave Earling Finalize for Agenda Sandy Chase Form Started By: Jana Spellman Final Approval Date: 01/28/2013 Attachments Form Review Date 01/28/2013 01:17 PM 01/28/2013 01:34 PM 01/28/2013 01:44 PM Started On: 01/23/2013 03:02 PM J, Jana Spellman Packet Page 110 of 114 Chapter 6.60 DISASTER PREPARATION AND COORDINATION Sections: 6.60.010 Purposes. 6.60.020 Definitions. 6.60.030 Emergency operations plan. 6.60.035 Emergency management organization. 6.60.040 Powers and duties of disaster coordinator in preparation for a disaster. 6.60.050 Authority of disaster services coordinator in the event of a disaster. 6.60.060 Violations. 6.60.065 Temporary replacement of the mayor. 6.60.070 Immunity from private liability. 6.60.300 Severability. 6.60.010 Purposes. The purpose of this chapter is to protect the lives and property of the citizens of Edmonds in the event of a disaster through planning, training and organization and by authorizing the exercise of emergency powers as prescribed by RCW 38.52.070. [Ord. 2224 § 1, 1981]. 6.60.020 Definitions. A. Disaster. 1. "Disaster" as used in this chapter shall mean an event or set of circumstances which: a. Demands immediate action to preserve public health, protect life, protect public property or to provide relief to any stricken area within the city overtaken by such occurrences; or b. Reaches such a dimension or degree of destructiveness as to warrant the mayor proclaiming the existence of a disaster or the Governor declaring a state of emergency in accordance with appropriate local and state statute. 2. The proclamation of a disaster by the mayor shall be accompanied simultaneously by: a. A public proclamation posted on the exterior of all city offices, schools and libraries; and b. The prompt effort to serve personal notice to all members of the city council, with service modes to include confirmed telephone contact or personal service by city staff. B. "Emergency services coordinating agency (ESCA)" is a local government agency created pursuant to Chapter 38.52 RCW that provides local disaster management functions for the Edmonds area, including coordination between Edmonds and other agencies and organizations for disaster preparedness and disaster response. [Ord. 3196 § 1, 1998]. Packet Page 111 of 114 6.60.030 Emergency operations plan. The emergency operations plan, to the extent that it does not conflict with this chapter, shall govern disaster preparedness and disaster response in the city of Edmonds. The emergency operations plan and any amendments thereto shall be subject to the approval of the mayor and shall immediately take effect upon approval by the mayor. [Ord. 3196 § 2, 1998]. 6.60.035 Emergency management organization. The emergency management organization of the city of Edmonds is created and shall consist of the following: A. The mayor, who shall be the administrative head and have direct responsibility for the organization, administration and operation of the emergency management organization for the city of Edmonds and direct responsibility for the disaster operations of departments in the city; B. The disaster coordinator, who shall be appointed by and be subject to the supervision of the mayor and who shall be responsible for the administration and operation of the emergency management organization, including the issuance of recommendations to the mayor on the amendment and implementation of the emergency operations plan; C. The emergency operations board, which oversees and provides policy recommendation to the city council during disaster and recovery periods and provides direction for the development and maintenance of the emergency operations plan. The emergency operations board shall oversee the activities of and provide direction to the emergency management committee during major emergencies and disasters. The emergency operations board provides policy direction for disaster preparedness and mitigation. The mayor shall serve as chair of the emergency operations board and the disaster coordinator shall serve as vice -chair. The remaining membership of the emergency operations board shall be as designated in the emergency operations plan; D. The emergency management committee, which provides staff support, direction and expertise in development of the emergency operations plan and all supporting documents. The disaster coordinator shall serve as chair of the committee. The emergency operations plan may also designate the ESCA director as a co-chair of the committee. Other membership in the committee shall be as designated in the emergency operations plan. [Ord. 3196 § 3, 1998]. 6.60.040 Powers and duties of disaster coordinator in preparation for a disaster. Subject to the direction and control of the mayor, the disaster coordinator shall be empowered as follows: A. To have direct responsibility for disaster coordination including, but not limited to, the organization, administration, and operation of the emergency management committee, and the resolution of questions of authority and responsibility arising among the various members of such organization. B. To draft, review, and recommend disaster preparedness and mutual aid plans and/or agreements, and such ordinances and resolutions as are necessary to implement such plans and agreements. Packet Page 112 of 114 C. To organize and direct the training of the emergency management committee, including practice drills. D. To represent the city in all dealings with public and/or private agencies regarding the provision of disaster services in the event of a disaster. E. To designate buildings and/or premises as shelters for persons and/or property in the event of a disaster. F. To propose rules and regulations on matters reasonably related to the protection of lives and/or property injured or damaged, or likely to be injured or damaged by a disaster. [Ord. 3196 § 4, 1998; Ord. 2224 § 1, 1981]. 6.60.050 Authority of disaster services coordinator in the event of a disaster. Subject to the supervision and control of the mayor, the disaster coordinator shall be empowered during a disaster as follows: A. To obtain vital supplies, equipment, and such other requirements necessary for the protection of life and property and to bind the city for the fair value thereof and if necessary to immediately commandeer the same for public use. These powers may be exercised in the light of the exigencies of an extreme emergency situation without regard to time-consuming procedures and formalities prescribed by law (excepting mandatory constitutional requirements) including but not limited to budget law limitations, the requirements of competitive bidding, the publication of notices, entering into public works contracts, the incurring of obligations, the employment of temporary workers, the rental of equipment, the purchase of supplies and materials, and the expenditure of public funds. B. To requisition necessary personnel and/ or material of any city department or agency. C. To require the emergency services of any city officer or employee, and, after the Governor has proclaimed that a disaster exists pursuant to RCW 43.06.010, to command the aid of as many citizens of this city as necessary pursuant to RCW 38.52.110(2); provided, that such persons shall be entitled to all privileges, benefits and immunities as are provided by state law for registered emergency services volunteers as provided in RCW 38.52.310. [Ord. 2224 § 1, 1981]. 6.60.060 Violations. The following offenses shall be punishable as misdemeanors by a fine not to exceed $500.00 and/or by imprisonment not to exceed 90 days. A. No person shall willfully obstruct, hinder or delay any member of the disaster coordination organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter, or in the performance of any duty required by this chapter. B. No person shall wear, carry or display, without authority, any means of identification as specified by the State Department of Emergency Services and/or which would be likely to mislead a member of the public Packet Page 113 of 114 into believing that such person is a member of the disaster coordinating organization. [Ord. 2224 § 1, 1981]. 6.60.065 Temporary replacement of the mayor. The following elected officials shall, in the order listed, act on behalf of the mayor if he/she is unable to carry out his/her duties, in carrying out the purposes of this chapter or the provisions of the emergency management plan: A. The council president; B. The most senior city councilmember; C. The remaining city councilmembers in order of continuous seniority. [Ord. 3196 § 5, 1998]. 6.60.070 Immunity from private liability. There shall be no liability on the part of any person, partnership, corporation, the state of Washington or any political subdivision thereof who owns or maintains any buildings or premises that have been designated by the city of Edmonds disaster coordinator as a disaster shelter for any injuries sustained by any person while in or upon said building or premises as a result of the condition of said building or premises or as a result of any act or omission, or in any way arising from the designation of such premises as a shelter provided such person has entered, gone upon or into said building or premises for the purpose of seeking refuge therein during a disaster; provided further, however, that this section shall not apply to the willful acts of such owner or occupant or his or her servants, agents, or employees. This section shall also apply to any practice drill authorized pursuant to this chapter. [Ord. 2224 § 1, 1981]. 6.60.300 Severability. If any section, subsection, sentence, clause, phrase or portion of this chapter is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portions shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portions of this chapter. [Ord. 2224 § 1, 1981]. Packet Page 114 of 114