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2016-05-18 Economic Development Commission Packet
0 p L D,vj °mod Agenda Edmonds Economic Development Commission BRACKETT ROOM 121 5TH AVE N, CITY HALL - 3RD FLOOR, EDMONDS, WA 98020 MAY 18,2016,6:00 PM 1. CALL TO ORDER 2. APPROVAL OF AGENDA 3. APPROVAL OF MINUTES 1. Approval of 4/14/16 Minutes 4. STRATEGIC ACTION PLAN DISCUSSION 1. Strategic Action Plan Orientation 5. CONTINUED WORK ON COMPILING A "ROLLING AGENDA" OF TOP EDC PRIORITIES 1. Council Priorities from 2016 Retreat 2. Former EDC Priorities 3. Economic Development Goals & Policies 4. Draft Goals/Visions of Success 6. DISCUSS/CREATE AD HOC COMMITTEE TO WORK ON EDC PRIORITIES AND PRESENTATION 7. AUDIENCE COMMENTS 8. COMMISSIONERS' CORNER - TOPICS FOR FUTURE DISCUSSION Edmonds Economic Development Commission Agenda May 18, 2016 Page 1 3.1 Economic Development Commission Agenda Item Meeting Date: 05/18/2016 Approval of 4/14/16 Minutes Staff Lead: Cindi Cruz Department: Community Services Prepared By: Cindi Cruz Background/History Minutes 4/14/16 Staff Recommendation Approve Narrative Attachments: Economic Development Commission Draft Minutes 4/14/16 Packet Pg. 2 3.1.a CITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION April 14, 2016 The Economic Development Commission meeting was called to order at 6:03 p.m. COMMISSIONERS PRESENT: George Bennett Mary Monroe Stephen Clifton Aseem Prakash Jamie Reece Matthew Waldron Darrol Haug Michael Schindler Neil Tibbott, Councilmember, ex officio Bruce Faires, Port Commissioner, ex officio Nathan Monroe, Planning Board, ex officio Greg Urban, Edmonds Chamber, ex officio COMMISSIONERS ABSENT: Nicole Hughes STAFF PRESENT Patrick Doherty, ED/CS Director Cindi Cruz, ED/CS Program Coordinator Call to Order (do we need to repeat this here since you have it above?) 1. Approval of 3/30/16 EDC minutes. Jamie moved to accept minutes as written, Stephen seconded; motion passed. 2. Amendments and approval of agenda. There was a brief discussion on this evening's goals. 3. Audience comments (3 minute limit per person). None. 4. Review former EDC suimested priorities for new EDC. Refer to document from the prior EDC prepared on 12/16/15. Darrol provided an updated document dated 12/18/16. Patrick asked that the commission take a few minutes to review the document titled: Citizens Economic Development Commission revised December 18, 2015. Discussion: How do we meet GMA goals — housing, accommodate increased population, affordable housing. Where do you expand? Provide housing choices, diversity in prices, rather than meeting capacity but plan for future beyond GMA expectations. Create walkable, affordable, neighborhoods, 5-Corners, Westgate. Refer to comp plan assumptions on development and planning for increased population. Questions asked: Where does increased population go? What is the end goal of the commission? Review Council priorities for 2016 retreat. Discussion followed on the Council's priorities as expressed at their 2016 retreat: Long Range Financial Plan — work group has been created; Annexation/Esperance — not a whole lot of economic development potential except for a small amount along the Hwy 99 portion; Strategic Action Plan; (what are citizens going to get behind); Draft Meeting Summary Economic Development Commission April 14, 2016 Page 1 Packet Pg. 3 3.1.a 5-Corners, affordable housing, think tank potential; near term and long term; gather information; land use/development code updates; height issue; zoning issues. Question asked about Harbor Square, it was explained there was a proposal by the Port to amend Comp Plan several years ago but was not approved/accepted by City Council. Patrick described the process regarding the Hwy 99 subarea planning process and the future open houses that will be happening. Review goals and policies from Comprehensive Plan Economic Development Element. Page 100 (Employment) (2nd paragraph) indicates people with higher paying jobs have to travel elsewhere and people working in Edmonds cannot afford to live in Edmonds. How do we want to see Edmonds grow based on this imbalance? Page 108 — SWOT analysis synopsis. Page 111 Economic Development Goals & Policies: brief overview of highlights: Goals A, B, C, D, & E. Educate community about value of economic development. Question about incentives — they are not allowed in the state of WA. Hwy 99 proposal of property tax exemption incentive? Must include a residential component. Without increased economic development budget will be dependent on residential property tax. 6. Brainstorming exercises: Measuring metrics of quality of life - Small Group Exercise — what would you consider markers of success in 3 years? Broke into 3 groups Group 1 (Ex Officio Members: Bruce, Greg, Neil, Nathan) 3 economic development projects identified for Hwy 99 corridor, 5 Corners land use revision approved, crummy hotel blighted on Hwy 99, Firdale Village development impediments removed, tourism revenue increased, Main Street between 2nd and 4th redevelopment. Group 2 (Stephen, George, Darrol, Mary) — increasing housing stock and affordability, completion of Hwy 99 plan and 5 Corners subarea plan, successful recruitment of mid & high tech firms 5-10 employees above median salaries, focus on comprehensive tourism strategy, strengthen arts community ECA, CAM, attract boutique hotel, reevaluate Edmonds Crossing alternatives moving traffic across the City. Group 3 (Aseem, Matt, Jamie, Mike) — Vertical space changes, port and Hwy 99. Height is not the devil. Attracting key employers 500+ jobs Similarities between groups — key employer recruitment, 5 Corners, Highway 99, tourism revenues increased. a. Joint Group Exercise — based on reviewed materials or new input, in what areas would the EDC like to focus its work over the rest of this year? Each small group's ideas were written on white sheets, then the group consolidated ideas into a final draft list of 10 ideas (summary attached). 7. Other business and/or administrative matters. At next meeting we will review and discuss SAP plan and the Economic Development Commission items. Asked Darrol and Stephen to lead the discussion at the May 18 meeting Draft Meeting Summary Economic Development Commission April 14, 2016 Page 2 Packet Pg. 4 3.1.a because Patrick will be on vacation. At June 15 meeting discuss Council presentation at a date to be determined. Potentially be ready to pick a chair at May meeting. Neil would like a summary of revenue for City automobile sales, contractor income. 8. Adj ourn at 8:01 Draft Meeting Summary Economic Development Commission April 14, 2016 Page 3 Packet Pg. 5 4.1 Economic Development Commission Agenda Item Meeting Date: 05/18/2016 Strategic Action Plan Orientation Staff Lead: Cindi Cruz Department: Community Services Prepared By: Cindi Cruz Background/History Strategic Action Approved 2013 Staff Recommendation N/A Narrative Commission to discuss Strategic Action Plan Attachments: Attachment 1 Updated Strategic Action Plan April 2015 Attachment 2 Goals for 2016 for EDC Packet Pg. 6 4.1.a Strategic Action Plan r__- Edmonds, Washington Approved by Edmonds City Council April 2, 2013 Update Approved by Edmonds City Council April 7, 2015 Packet Pg. 7 4.1.a Ma or former Mayor Dave Earlin , Mayor Mike Cooper City Council former City Council members Joan Bloom DJ Wilson Diane Buckshnis Steve Bernheim Adrienne Frale -Monillas, President Michael Plunkett Kristiana Johnson, President Pro Tern Strom Peterson Michael Nelson Frank Yamamoto Lora Petso Tom Mesaros Planning Board former Planning Board members Daniel Robles Todd Cloutier John Reed Neil Tibbott, Chair Carreen Nordling Rubenkoni Phil Lovell, Vice Chair Kevin Clarke Valerie Stewart Ian Duncan William Ellis Michael Nelson Economic Development Commission former EDC members Michael Schindler- Chair Paul Anderson Bruce Witenberg Kerry Ayers John Dewhirst Tim Crosby Nicole Hughes Bruce Faires Kevin Garrett Stacy Gardea Teresa Wippel Mary Monfort Darrol Haug Bea O'Rourke Doug Swartz David Schaefer Jenny Anttila Rebecca Wolfe Julaine Fleetwood Marianne Za orski John Rubenkoni - Vice Chair Karen Shively Jamie Reece Don Hall Rich Senderoff Evan Pierce Debbie Matteson John Eckert Darlene Stern Marc Knauss Nathan Proudfoot Roger Hertrich Douglas Purcell Gail Sarvis Eve l n Wellin ton Finis Tupper City of Edmonds Current and (Former) Department Directors Scott Passey (Sandra Chase) City Clerk Patrick Doherty (Stephen Clifton) Community Services/Economic Development Shane Hope (Rob Chave, Actin) Development Services Scott James (Shawn Hunstock) Finance Carrie Hite Parks, Recreation & Cultural Services Al Com aan, Chief Police Phil Williams Public Works City of Edmonds Current and (Former) Staff Frances Chapin Cultural Services Division Cindi Cruz Community Services/Economic Development Brian Tuley (Carl Nelson) Information Technology Leif B'orback (Leonard Yarberr) Development Services Packet Pg. 8 4.1.a 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 Cynthia M. Berne Long BayEnter rises, Inc. a+ a Packet Pg. 9 4.1.a Overview of the Edmonds Strategic Plan 1 Strategic Plan Action Tasks 9 1 Economic health, vitality, and sustainability 9 la Foster dynamic/diverse economy 9 lb Take advantage of special/unique characteristics of areas 16 lc Enhance economic and employment opportunities 24 Id Build on the community's history, heritage, natural resources, and livability 25 to promote Edmonds as a tourism destination le Effective develop, market, and promote the City's arts and cultural heritage 29 and brand (Arts & Culture) if Promote a permit and licensing process to promote business recruitment, 35 expansion, and retention 2 Maintain, enhance, and create a sustainable environment 36 2a Build a community that balances protection, economic health, and social 36 needs 3 Maintain and enhance Edmonds' community character and quality of life 45 4 Develop and maintain a transportation and infrastructure system to meet 53 current and future needs 4a Create efficient, effective, and balanced transportation system that serves all 53 populations, destinations, and purposes 4b Provide quality services, facilities, and infrastructures 61 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 community 67 5c Ensure a safe and secure environment for residents, businesses, and visitors 68 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 4 Edmonds Strategic Plan Packet Pg. 10 4.1.a ACE Alliance of Citizens for Edmonds ACGA American Community Gardening Association ACS American Community Survey APTA American Public Transportation Association AWC Association of Washington Cities BFO Budgeting for Objectives/Outcomes BID Business Improvement District BNSF Burlington Northern Santa Fe BP Budgeting by Priority BRT Bus Rapid Transit CC City Council CERT Community Emergency Response Team CFP Capital Facility Program CNG Compressed Natural Gas DNA Downtown Neighborhood Association ECA Edmonds Center for the Arts EDC Economic Development Commission (or any potential successor entity[ies]) EDA Edmonds Downtown Alliance EIS Environmental Impact Statement FBC Form -Based Code GIS Geographic Information Systems ICC Infrastructure Coordination Committee LOS Level of Service NGO Non -governmental Organization OLAE Off -Leash Area Edmonds PB Planning Board PBB Performance Based Budgeting PDB Priority -Driven Budgeting PSRC Puget Sound Regional Council RFP Request for proposal SYP Skagit Young Professionals TOD Transit -oriented Development WA Washington WAV Working Artists Ventura WSDOT Washington State Department of Transportation WSMP Washington State Main Street Program WWTP Wastewater Treatment Plant Packet Pg. 11 4.1.a What is the Edmonds Strategic Action Plan? The Edmonds Strategic Action Plan identifies short (3-5 years) and mid-term (5-10 years) community strategic objectives and identifies specific action tasks and responsible and lead participants, schedules, and performance measures to achieve them. How is the Strategic Action Plan different from other plans Edmonds develops? The Edmonds Strategic Action Plan is intended to integrate with 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/does Edmonds need a strategic action plan? Economic conditions and trends impact the City of Edmonds' ability to project short and long range fiscal sustainability. Edmonds, like other cities in Washington State, needed/needs to analyze financial prospects and make strategic decisions about city services and capital projects that reflect Edmonds citizens' desires and aspirations. Who developed the Edmonds Strategic Action Plan? Participants include elected officials, 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. The City Council with the assistance of the Economic Development Commission (EDC), Planning Board (PB), city staff, and Beckwith Consulting Group (BCG) oversaw the strategic planning process and its ultimate contents. How did the City Council, Economic Development Commission (EDC) and Planning Board (PB) oversee the Edmonds Strategic Action Plan process? A Strategic Planning Joint Committee composed of 31 representatives of the City Council, Economic Development Commission (EDC), and Planning Board (PB) hosted six public retreats or workshops during evening hours in the City Council Chambers to hear presentations by Beckwith Consulting Group. Information gathered and generated by BCG was provided prior to each retreat/workshop to review and evaluate progress on the plan's development. Retreat #1 - was conducted on the 14th of September, 2011 and served to define objectives for the strategic planning process, review the scope of work and schedule, and define issues of interest to the members of the Joint Committee. Retreat #2 - was conducted on the 24th of January, 2012. BCG presented and the Joint Committee reviewed/discussed Edmonds demographic and socioeconomic profile based on the results of the 2010 US Census, American Community Survey (ACS) 2005-2009, Environmental Systems Research Institute (ESRI) 2005-2015 projections, and Puget Sound Regional Council (PSRC) economic projections through 2040 and their implications to the city. Retreat #3 - was conducted on the 28th of February, 2012. BCG presented, and the Joint Committee reviewed/discussed, 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 a Budgeting for Objectives (BFO) approach to fiscal sustainability. Retreat #4 - was conducted on the 24th of April, 2012. BCG presented and the Joint Committee reviewed/discussed the results of stakeholder focus group sessions, surveys of young adults, customers, employees, business owners, and adult residents, a public charrette, and what would be presented during an open house conducted on the 3rd of May. This was followed by BCG presenting draft potential action tasks. Retreat #5 - was conducted on the 22nd of May, 2012. BCG presented and the Joint Committee reviewed/discussed implementation of evolving strategic plan's actions, survey results from the May 3, 2012 open house, process for the upcoming survey of registered voter households, and draft registered voter survey contents.. Retreat #6 - was conducted on the 31st of July, 2012. BCG presented and the Joint Committee 1 Edmonds Strategic Action Plan, April 2015 Packet Pg. 12 4.1.a reviewed/discussed the characteristics of registered voter households and their representativeness, rank order priorities established by the results of earlier surveys, and implementation process for the strategic plan. The contents of all six retreats are provided in full in Appendix A. How was the public informed throughout the Edmonds strategic action planning process? Strategic planning webpages were established on the city's website which included a calendar schedule of events, minutes, memorandums and presentation materials used for Council retreats, and results, summaries and findings from interviews, surveys, an open house, and charrettes. Additionally, throughout the process, press releases and e-mail blasts were issued to inform the public about surveys and public events related to the strategic action plan process. How was the public involved in Edmonds' strategic action planning process? The public was offered opportunities to participate in an extensive series of outreach events during the strategic action planning process beginning with: Stakeholder (Focus Group) opinions and suggestions - were obtained from 96 individuals, some of which were representatives of public and nonprofit organizations, during 20 sessions covering the topics of 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. Stakeholder opinions and suggestions helped to frame specific strategic action plan task contents and responsibilities. Focus group results are summarized in Appendix A, beginning on page A-201, and fully documented in Appendix B. Adult residents' opinions - were obtained from 681 residents using a mail -back and internet survey process. Participants were asked to rate existing conditions of City governance, employment, safety and security, education, transportation, housing market options, parks and recreation facilities, arts and cultural programs, special events, design conditions and appearances, level of development, and sustainability. Adult residents rated priorities for the types of businesses to recruit, types of households to attract, and maintenance of City buildings, infrastructure (roads, sidewalks, stormwater) and parks/recreation facilities. Adult resident assessments helped define proposed strategic action plan tasks. Adult resident survey results are summarized in Appendix A, beginning on page A-169, and fully documented in Appendix C. Business owner opinions - were obtained from 219 business owners using a mail -back survey process. Participants were asked how long their business has existed, about business profiles, labor force characteristics, market conditions, existing and projected trade area and customer profiles, in addition to rating the existing image of, and conditions in, Edmonds, types of businesses to recruit, marketing and promotion programs, City/Port/Chamber development efforts, planning priorities for possible economic development actions, and interest in participating in the implementation of the strategic action plan. Business owner opinions helped define strategic action plan tasks, particularly those dealing with business district development and development regulations. Business owner survey results are summarized in Appendix A, beginning on page A-148, and fully documented in Appendix D. Employee opinions - were obtained from 86 employees using a mail -back and internet survey process. Participants were asked to rate their concerns about employment opportunities, transportation and housing market conditions, use of city and business facilities and reasons by nonresidents for not living in Edmonds. Employee opinions helped define strategic action plan tasks, particularly those dealing with housing and transportation. The employee survey results are summarized in Appendix A, beginning on page A-127, and fully documented in Appendix E. Customer opinions - were obtained from 484 customers using a mail -back and internet survey process. Participants were asked to rate their concerns about shopping behaviors in Edmonds versus competitive city business districts and regional malls, where they are most likely to shop for specific goods and services, what factors affect a decision to not purchase in Edmonds, ratings of Edmonds conditions, and 2 Edmonds Strategic Action Plan, April 2015 Packet Pg. 13 4.1.a use of Edmonds facilities, e.g., parks, trails, Senior Center, Edmonds Center for the Arts, etc Customer opinions helped define strategic action plan tasks, particularly those dealing with business district development, transportation, and arts and culture. The customer survey results are summarized in Appendix A, beginning on page A-111, and fully documented in Appendix F. Young adult opinions - were obtained from 119 young adults using a mail -back and internet survey process. Participants were asked to rate their concerns about 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. Young adult opinions helped define strategic action plan tasks, particularly those dealing with young adult outreach, employment, and community service opportunities. The young adult survey results are summarized in Appendix A, beginning on page A-100, and fully documented in Appendix G. Public charrettes - were conducted with 140 people participating on the 14th and 19th of March, 2012 at the Edmonds Conference Center. 10 young adults attended a third charrette held on the 30th of April, 2012 at the Edmonds- Woodway High School. Former City Council students representatives Alex Springer and Peter Gibson assisted in the coordination of this effort. Charrette participants expressed their 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 Appendix A, beginning on page A-212, 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 Appendix A, beginning on page A-296, and fully documented in Appendix J. Public hearings - as part of finalizing the draft Strategic Action Plan, a joint meeting between the Planning Board and Economic Development Commission took place on January 23, 2013. During the meeting, BCG presented information on the contents of a nearly final draft Strategic Action Plan including all task proposals, priorities, lead and participant responsibilities, schedules, and performance measures. Based on feedback from Planning Board, Economic Development Commission members, City staff, Council members and others, the plan was revised and the contents of a final draft Strategic Action Plan was presented by BCG to the City Council on April 2, 2013. Summary of public outreach events Event Documentation Nmbr Stakeholder 20 focus group 96 focus group sessions - Appendix B sessions Adult resident mail -back and 681 survey internet - Appendix C Business mail -back survey - 219 owner survey Appendix D 3 Edmonds Strategic Action Plan, April 2015 Packet Pg. 14 4.1.a Employee mail -back and 86 survey internet - Appendix E Customer mail -back and 484 survey internet - Appendix F Young adult mail -back and 119 survey internet - Appendix G Charrettes 2 adult and 1 youth - 150 Appendix H Open house hand -back and 213 internet - Appendix I Voter random sample 466 household controlled mail -back survey and internet - Appendix J Total Nmbr of Participants 2,514 Note - participation includes some multiple events per person Who defined the Strategic Action Plan tasks? Public input from the focus group sessions, surveys, and charrettes were used to help define actions that are desired to be accomplished within the city regardless of who would be the implementing agent. What were the action task priorities and how was the Edmonds Strategic Action Plan process used to identify them? Public input, the results of the registered voter household survey in particular, identified and determined the priority of all 86 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. During presentations at public retreats / workshops, rating scores were grouped into, and presented as, 1-2 (very low and low), 3 (neutral) and 4-5 (high and very high). The groupings below were created using the percentage results from the random sampling registered voter survey. Example: Plan actions where the combined percentages of 4 (high) and 5 (very high) range from 50-60% are categorized as Very High below. Plan actions where the combined percentages of 4 and 5 range from 40-49% are categorized as Moderate -High below, etc. Very High (VH) 68%-50% Moderate -High (MH) 49%-40% Moderate -Low (ML) 39%-32% Low (L) 32%-21% Very Low (VL) 21%-13% What are the Edmonds Strategic Action Plan's objectives and related action tasks? The original Edmonds strategic action planning process identified 88 specific tasks. Using the categories above, the plan actions have been ranked in order of priority from very highest (VH), to moderately high (MH), moderately low (ML), low (L), to very lowest (VL) within 5 overall Strategic Objectives. In September of 2012, BCG presented a draft proposal to place the 88 proposed plan actions under 10 Strategic Objectives categories, e.g., "We want full, local, sustainable employment for all Edmonds residents! (Employment)", "We want functional, viable, energetic business districts! (Economic Development)", etc. Upon Review by the Strategic Action Plan Sub- committee, a recommendation was sent to BCG to create instead five broader overall strategic objectives (no changes were made to the plan actions themselves). BCG reviewed the recommendation and expressed support and included five strategic objective categories... each of which are followed by plan actions relating to each. Note: As of April 2015 the Council -approved Updated SAP contains 85 Action Items (of the original 88, two were deleted and one was combined with another). Strategic Obiective 1: Create economic health. vitality & sustainability - diversify and stabilize the Edmonds economy to achieve sustainability for businesses, employment, and commercial services; create quality mixed -use development within Edmonds business districts in ways that preserve and conserve the city's unique heritage and natural context. la Foster dynamic/diverse economy Economic sustainability (VH) _ Marketing business districts (VH) _ Interim storefronts (VH) Promotion for business development (VH) _ Business outreach (VH) _ Design of storefronts (MH) Mixed -use standards for the Highway 99 commercial district (MH) 4 Edmonds Strategic Action Plan, April 2015 Packet Pg. 15 4.1.a la.8__� Ground -floor retail requirements (ML) la.9 Mixed -use standards for Westgate (ML) la.10 Mixed -use standards for the Downtown/Waterfront (ML) la.11 Mixed -use standards for Perrinville (L) la.12 Mixed -use standards for Firdale Village (L) la.13 Mixed -use standards for 5 Corners (L) lb 1b: Take advantage of special/unique characteristics of areas - Health and medical industries (VH) - Advanced Utility (VH) - Harbor Square (VH) - Shoreline/waterfront (VH) - Antique Mall, aka Salish Crossing (VH) - Swedish Hospital (VH) - Organization - Main Street (H) lb.8 Highway 99 International District (ML) 1b.9 Downtown (BID/EDA) (ML) 1b.10 Car dealerships (VL) lc Enhance economic and employment opportunities j0d= Employment for youth (VH) Participation for youth (VH) Database for business recruitment (ML) ld Build on the community's heritage, natural resources, and livability to promote Edmonds as a tourism destination ld.l Design for arts and culture (L) 1d.2 Marketing for arts and culture (L) le Effectively develop, market, and promote the City's arts and cultural heritage and brand (Arts & Culture) le.l Organization and promotion for arts and culture (MH) 1e.2 Edmonds Center for the Arts - ECA (MH) L 1e.3 4th Ave Cultural Corridor (MH) 1e.4 Artists live/work (L) 1e.5 Art and history walking tours (L) 1e.6 Fine arts museum (L) if Promote a permit and licensing process to promote business recruitment, expansion, and retention Economic incentives (MH) Strategic Obiective 2: Maintain, enhance. and create a sustainable environment - focusing on the sustainability of natural systems and processes in Edmonds. 2a Build a community that balances environmental protection, economic health, and social needs F2a.1 Recycling (VH) 2a.2 Farmers/Public Market (VH) Stormwater - Resolve Flooding on SR 104 and Dayton (VH) _ Native habitat (MH) . Stormwater for the flooding of Lake Ballinger (MH) _ Energy (MH) Food production (MH) 2a.8 Habitat and Restoration (ML) 2 Stormwater and habitat (ML) 2a.10 Coordination of environmental outreach (L) Strategic Obiective 3: Maintain and enhance Edmonds' communitv character and aualitv of life - conserving and enhancing community activities/facilities and recreational amenities that service and define the city, and that support residents' needs, e.g., housing, parks, and interests. ra.1 Senior Center rehabilitation (VH) 3a.2 Downtown restrooms (VH) 3a.3 Anderson Center (VH) 3a.4 Greenways and Parks (VH) 3a.54d Activities for youth (VH) 3a.6ml Yost Pool financing (VH) 3a.7 Public view preservation (MH) 3a.8 Yost Pool - new facility (ML) 3a.9 Civic Field (ML) 3a.10 Design standards (ML) 3a.11 Diversify housing options (ML) 3a.12 Affordable housing (L) 3a.13 Woodway athletic fields (L) 3a.14 Dog Park relocation (L) Strategic Obiective 4: Develop and maintain a transportation and infrastructure system to meet current and future demand - providing multimodal balance and integration of pedestrians, bicycles, vehicles, transit, railroads, and the ferry system. 4a Build a community that balances environmental protection, economic health, and social needs 4a.1 BNSF Railroad coal trains (VH) 4a.2mi Street maintenance (VH) 4a.30 Walkways (VH) , 4a.4] Sounder Train (MH) Sound Transit LINK (MH) - Trails (MH) - Highway 99 enhancement (MH) Intermodal Station development (MH) Waterfront connection (MH) 4a.10 Ferry Terminal loading strategy (MH) 4a.11 Crosswalks (ML) 4a.12 SR-104 transit service (ML) 4a.13 Bikeway network (L) 5 Edmonds Strategic Action Plan, April 2015 Packet Pg. 16 4.1.a 4a.14 Shuttle service between Downtown and Highway 99 (L) 4a.15 Swift Bus Rapid Transit - SBRT (L) 4a.16 Shuttle service between the waterfront and Downtown (L) 4b Provide quality services, facilities, and infrastructure 4b.1 Maintain Public Works Growth Management Concurrency Strategic Objective 5: Provide responsible, accountable, and responsive government - expanding outreach and communication, creating sustainable fiscal strategies, and joint venturing with other local public and nonprofit partners. 5a Provide efficient and effective delivery of services - Fiscal sustainability (VH) - Permitting process (VH) - Assess performance results of SAP (VH) Strategic Action Plan Implementation (VH) Non -governmental organization (NCO) participation (MH) Fiscal sustainability for funding Parks and Recreation (MH) 5b Promotion and encouragement of an active and involved community - Public access (MH) Public communication (MH) Sc Ensure a safe and secure environment for residents, businesses, and visitors 5c.1 Safe and secure environment (VH) The five strategic objectives listed above and the 85 related specific action tasks identified in the Updated SAP intended to realize the strategic objectives are described within the following sections of this document. What are the financial implications of the action task priorities? The plan action tasks, including some where the City serves as the lead, may not compete for the same source of funds. Many of the action tasks will be accomplished by parties with funds other than Edmonds including the Port of Edmonds, Washington State Department of Transportation, Sound Transit, and Chamber of Commerce, among others. Each proposed action may have a different sponsor, 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. What do the priorities signify? Voters that participated in the random sampling survey expressed their opinions on the overall priority of each and all actions on a citywide basis to be accomplished within the next 10 years regardless of who will be the implementing agent or the source of financing. How will the City of Edmonds use the priorities for city actions? Where the city is identified as the lead agent, the priorities could be used in a Budget for Objectives (BFO) process to help in determining how Edmond's limited financial and staff resources could be budgeted or allocated. Will the action tasks be accomplished in rank order? Not likely, nor should that be an objective. Some of 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. In actuality, most action task priorities will be opportunistic rather than rank ordered. The overall goal is to achieve all proposed action tasks as soon as each action is feasible and accomplishable. Should a low priority task be ignored or deferred? Not if the lead agent is able to implement or the task is primed for implementation. The Strategic Action Plan is intended to be implemented on an opportunistic and multifaceted basis, i.e., lead agents and participants should/can look for ways to implement as many community desired actions and involve as many participant interests in the community as possible as events and circumstances allow. Therefore, if a low priority action has a sponsor and funds, it could be accomplished by the sponsor with the support of the community so long as the task action does not interfere with accomplishing higher priority task actions. 6 Edmonds Strategic Action Plan, April 2015 Packet Pg. 17 4.1.a 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 willing 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 wish to see accomplished within the next 6-10 years without limitations on who or which entity would serve as lead agent or participant to implement or fund them. Who are the participants and how were they determined? Participant lists include all parties who may be affected by an individual action task. The lists were created using information provided during focus group sessions, survey comments, open house, charrettes, and by the consultants and Strategic Action Plan working group. Who are the lead agents? Lead agents are assumed to be the primary implementing party or parties. In some instances the lead agent may be the authorizing or approving agent - as in City Council. How were lead agents identified? 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, lead agents are presumed to be the most likely party that has the predominant interest and benefit in the action, and the resources with which to accomplish or facilitate the action. How are lead agents distributed between the City and other entities/agents? Though Edmonds elected officials and staff are involved in a large number of action tasks, they are not the lead or primary implementing party in a large number of them, e.g., business district development, arts and culture, hospital, etc. What non -City lead agents have been identified? There are a large number of non -City lead agents including the Port of Edmonds, WSDOT, Sound Transit, nongovernmental organizations (NGOs) such as Downtown Edmonds Merchants Association and the Chamber of Commerce, who have authority, responsibility, or benefit from an action task for which they are listed as lead. Will additional organizations be required to implement the Strategic Action Plan? It could, depending on who the participants and the lead agents determine will be most effective and representative of the costs and benefits. What if a lead agent is not interested or able to facilitate an action task accomplishment? Then the lead agent designation and responsibilities could pass to another interested party or parties or the action will not be accomplished. 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 Edmonds is not the lead or the authorizing agent, and a complex process that involves public participation, Environmental Impact Statements, permits, hearings, and other procedures. Who determined complexity? A Strategic Action Plan subgroup made up of members from the City Council, Planning Board and Economic Development Commission in addition to City staff determined the complexity Action Lead Rank Complexity Months Strategic objective Participants Implementation schedule 2013 2014 2015 2016 2017 2018+ Potential performance measures 7 Edmonds Strategic Action Plan, April 2015 Packet Pg. 18 4.1.a assessments ranging from low, moderate, high, and very high. What do months mean? Months refer to the probable production time involved in implementing an action task accounting for the specific steps 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 Strategic Action Plan subgroup made up of members from the City Council, Planning Board and Economic Development Commission in addition to City staff determined the probable number of months that would be involved in each task. How do months relate to an implementation 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 months assigned to the task. In reality, actual schedules will depend on the lead agent, how many other tasks they are responsible for, complexities involved in the implementation of each task, when funding is available, and other opportunistic variables. What are performance measures and what function do they serve? Performance measures are indicators or benchmarks by which to measure the progress and effectiveness of implementing 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 performance measures determined? Performance measures were defined by existing city benchmarks, comparison with benchmarks from other cities, and from objective parameters defined by the nature of the action task function. How will performance measures be gauged? Some 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. Will the Strategic Action Plan be updated? This Strategic Action Plan defines key objections, tasks, responsibilities, schedules, performance measures, and other particulars for the next 6-10 years and could be updated concurrent with updates to the Comprehensive Plan, Capital Facilities Program (CFP), and annual budgets. However, should an unforeseen event arise that might necessitate an update, the Strategic Action Plan can be updated if and when City Council deems necessary. What needs to be done to initiate the Strategic Action Plan? Finalize the draft document and complete Council hearings - review and confirm action ask lead agents, participating parties, complexity, months, 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 agencies, 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 Strategic Action Plan, Monitor performance and adjust particulars as necessary - 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. 8 Edmonds Strategic Action Plan, April 2015 Packet Pg. 19 4.1.a a+ a Packet Pg. 20 4.1.a Strategic Objective 1: Create economic health, vitality & sustainability la: Foster dynamic/diverse economy Action la.l (4): Economic sustainability Primary Lead Rank Complexity Months conomic Development Department Very high Low On -going Strategic objective Participants Recruit businesses that employ technical, Port of Edmonds professional, and managerial skills offering a Chamber of Commerce live/work sustainability environment in Edmonds. Downtown Edmonds Merchants Assn Implementation schedule Economic sustainability Potential performance measures of overall technical (high tech, nursing, etc.) jobs of overall professional (lawyers, accountants, doctors) jobs within Edmonds Review of housing stock Edmonds Community College Edmonds School District Edmonds property owner Edmonds brokers MM 2013 2014 2015 2016 2017 2018+ ■ice ���� Action 1a.2 (8): Marketing - business districts Primary Lead Rank Complexity Months Economic Development Department Very high Low � Ongoing Strategic objective Identify and recruit retailers to fill critical gaps in retail sales and services such as basic needs (clothing, 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 Participants Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Edmonds property owners Edmonds brokers Edmonds Downtown Alliance 2013 2014 2015 2016 2017 2018+ �w Action 1a.3 (13): Interim storefronts Primary Leads Rank Complexity Months Economic Development Department Very high Ongoing Edmonds Downtown Alliance Chamber of Commerce 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 Participants Cultural Services Division Downtown Edmonds Merchants Assn Edmonds Business Owners Edmonds Property Owners 2013 2014 2015 2016 2017 2018+ 9 Edmonds Strategic Action Plan, April 2015 Packet Pg. 21 4.1.a 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. httn://snaceworkstacoma.wordnr ess.com/ spacewor s -acoma 10 Edmonds Strategic Action Plan, April 201 S Packet Pg. 22 4.1.a Action 1a.4 (10): Promotion - business development Primary Leads Rank Complexity Chamber of Commerce Very high Medium Edmonds Downtown Alliance Strategic objective Initiate and expand retail sales and enhance events and activities including sidewalk cafes and vendors within the business districts of downtown, Westgate, Firdale Village, 5-Corners, Perrinville, Highway 99. Implementation schedule Promotion - business development Is Potential performance measures # retail oriented events/year in each business district # customers participating in events # of merchants participating in events $ sales and sales tax revenue generated by events Participants Months Ongoing Downtown Edmonds Merchants Assn Economic Development Department 2013 2014 2015 2016 2017 2018+ Action 1a.5 (2): Business outreach Primary Lead Rank Complexity Months conomic Development Department �� Ongoing Strategic objective Participants Integrate City, Port, Chamber, Edmonds Community Port of Edmonds College, Edmonds School District, and private Chamber of Commerce business efforts and communications for the benefit Downtown Edmonds Merchants Assn of economic recruitment. Edmonds Community College Edmonds School District Edmonds property owners Edmonds commercial brokers Edmonds Downtown Alliance Implementation schedule 2013 2014 2015 2016 2017 2018+ Business outreach Potential performance measures # of business recruited from collective efforts �1---- # programs initiated related to business recruitment ---- Action 1a.6 (9): Design - storefronts W Primary Leads Rank Complexity Months Chamber of Commerce Mod -high Low -medium 1-36 Edmonds Downtown Alliance Strategic objective 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 # rehabilitated/enhanced storefronts and building projects # new facade, sign, window display projects customers rate appearances as good and high quality businesses rate appearances as good and high quality Participants Economic Development Department Downtown Edmonds Merchants Assn Business owners Edmonds banks and savings 2013 2014 2015 2016 2017 2018+ 11 Edmonds Strategic Action Plan, April 2015 Packet Pg. 23 4.1.a Action 1a.7 (66a3): Development regulations Primary Lead Rank Complexity Months Development Services Department Mod -high Medium -high 12-36 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Highway 99 area. Planning Board Architectural Design Board Chamber of Commerce Swedish Hospital Property owners Developers Business owners Economic Development Commission Highway 99 Task Force Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations 'W�& dw-L_ Potential performance measures #permits applied for following adoption of new development standards #projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.8 (66b): Development regulatio Primary Lead Rank Complexity Months Development Services Department Mod -low Medium 19 11 Strategic objective Participants Address ground -floor retail requirements to reflect City Council demand in different retail corridors and locations. Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Economic Development Commission Economic Development Department Property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures #projects that include ground floor retail %increase/decrease of retail square footage participants rating requirements, standards to be relevant 12 Edmonds Strategic Action Plan, April 201 S Packet Pg. 24 4.1.a Action 1a.9 (66a2): Development regulations Primary Lead Rank Complexity Months Development Services Department Mod-lowN Medium -high 1-12 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Westgate area. Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Economic Development Department Property owners Developers Business owners Economic Development Commission Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # permits applied for following adoption of new Me development standards projects constructed incorporating a mix of uses following adoption of new development 01 standards # variances sought since code update RMW # issues taken to Hearing Examiner, Council, courts since code update Action 1al10 (66a1): Development regulations Primary Lead Rank Complexity Months Development Services Department Mod -low Medium -high 24-36 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Planning Board Downtown/Waterfront area. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Economic Development Department Property owners Developers Business owners Economic Development Commission Senior Center Implementation schedule 2013 2014 2015 2016 2017 Development regulations Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update 2018+ 13 Edmonds Strategic Action Plan, April 2015 Packet Pg. 25 4.1.a Action la.11 (66a5): Development regulations ir Primary Lead Rank Complexity Months Development Services Department Low Low 12-24 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Perrinville area. Planning Board Architectural Design Board Chamber of Commerce Property owners Developers Economic Development Commission Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.12 (66a6): Development regulations Primary Lead Rank Complexity Months Development Services Department Low Low � Complete Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Firdale Village area. Planning Board Architectural Design Board Chamber of Commerce Property owners Developers Business Owners Economic Development Commission Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations _�1 _ Potential performance measures # permits applied for following adoption of new owl ■ development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts ■ since code update 14 Edmonds Strategic Action Plan, April 201 S Packet Pg. 26 4.1.a Action 1a.13 (66a4): Development regulations Primary Lead Rank Complexity Months Development Services Department Low Medium -high 1-12 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Five Corners area. Planning Board Architectural Design Board Chamber of Commerce Property owners Developers Business owners Economic Development Commission Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations �W_ _-._ Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update 15 Edmonds Strategic Action Plan, April 2015 Packet Pg. 27 4.1.a Strategic Objective 1: Economic Health, Vitality & Sustainability lb: Take advantage of special/unique characteristics of areas ILction 1b.1 (6): Health and medical industries Primary Lead Rank Complexity Months Economic Development Department Very high 1 W Ongoing Strategic objective Retain and recruit businesses that support and can expand health -related services and products within the general area of Swedish Hospital Edmonds. Implementation schedule Health and medical industries Potential performance measures # Swedish Hospital and related employees # businesses who locate in Edmonds citing Swedish Hospital # new employees involved in new health -related businesses Participants Swedish Hospital Chamber of Commerce Edmonds Community College Edmonds School District Edmonds property owners Edmonds commercial brokers Business owners Verdant 2013 2014 201S 2016 2017 2018+ Action 1b.2 (5): Advanced Utility Primary Lead Rank Complexity Months Economic Development Department Very high Medium Ongoing Strategic objective Retain and recruit businesses that depend on, and can take advantage of, Edmonds' superior fiber optics capability. Implementation schedule Tech/Design/Medical industries Potential performance measures # new businesses defined as tech/design/medical, etc. attracted to locate in Edmonds as result of fiber optic service Participants Chamber of Commerce Port of Edmonds Edmonds Community College Edmonds School District Edmonds property owners Edmonds commercial brokers Edmonds Community Technology Committee Economic Development Commission City of EdmondqMT Department j 2013 2014 2015 2016 2017 2018+ 7ENEW 16 Edmonds Strategic Action Plan, April 201 S Packet Pg. 28 4.1.a Action 1b.3 (20): Harbor quare Primary Lead Rank Complexity Months Development Services Department I� Hifi 1-12 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 Implementation schedule Harbor Square Potential performance measures @ date Council approves a Harbor Square Master Plan @ date Council approves a site development agreement # of public benefits & amenities resulting from implementation of Harbor Square Master Plan # developers recruited submitting RFPs post adoption of a Harbor Square Master Plan # projects constructed incorporating following adoption of a Harbor Square Master Plan public indicating Port's implementation of plan is successful Participants Port of Edmonds Economic Development Department Development Services Department Public Works Department Parks & Recreation Department Citizens Community Transit Sound Transit Friends of Edmonds Marsh Waterfront property and business owners 2013 2014 2015 2016 2017 2018+ Action 1b.4 (19): Shoreline/waterfront Primary Lead Rank Complexity Months Public Works Department Very higIR Medium 12-60 ■ Strategic objective Participants Develop a strategy for the combined shoreline Economic Development Department (east/west of rail lines) from the Port to the Development Services Department Underwater Dive Park and from the waterfront to the City Council downtown that increases public access and Port of Edmonds recreational opportunities. Citizens Parks & Recreation Department WA State Ferries (WSF) WA Department of Ecology BNSF Railroad Edmonds Senior Center Edmonds Yacht Club Waterfront property and business owners Implementation schedule 2013 2014 2015 2016 2017 2018+ Shoreline/waterfront —9w�& Potential performance performance measures @ date shoreline/waterfront planning process completed property and business owners participating in plan # residents participating in plan development # catalytic projects identified - that are accomplished post adoption of a plan property, business, residents indicating plan priorities have been accomplished annually and within 5 years �0 17 Edmonds Strategic Action Plan, April 2015 Packet Pg. 29 4.1.a Action 1b.5 (21): Antique Mall, aka Salish Crossing Primary Lead Rank Complexity Months Economic Development Department Very high Medium -high Strategic objective Participants Wncourage coordination among the Safeway/Antique Property Owners Mall, aka Salish Crossing, and nearby properties for Port of Edmonds the purpose of enhancing redevelopment City Council opportunities of this significant gateway site. Cultural Services Division Development Services Department Public Works Department Parks & Recreation Department Antique Mall aka Salish Crossing owners Edmonds Senior Center Community Transit Sound Transit BNSF Railroad WSDOT and Washington State Ferries Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Antique Mall��-� Potential performance measures @ date properties are successfully packaged---�� public indicating process is successful as a result ��---I of post packaging development ` Action 1b.6 (23): Swedish Hospital Primary Lead Rank Complexity Months Swedish Hospital District Very high High 12-36 Strategic objective Participants Update the Hospital District master plan to meet Development Services Department hospital needs while mitigating impacts to adjacent City Council nonmedical land uses. Planning Board Highway 99 Task Force Health & Wellness Center Aldercrest Health & Rehab Center Economic Development Department Economic Development Commission Public Works Department Community Transit WSDOT Property owners and residents Implementation schedule 2013 2014 2015 2016 2017 2018+ Swedish Hospital mqw�. -0 Potential performance measures @ date city initiates master planning process-� # residents and organizations involved in process-� @ Council adopts development criteria -� # quality developers recruited -� public indicating process is successful -� 18 Edmonds Strategic Action Plan, April 201 S Packet Pg. 30 RANCH MARKET mow OPTICAL N. , 13!,. nw 4.1.a Action 1b.7 (11): Organization - Main Street Primary Lead Rank Economic Development Department Mod -high Strategic objective Institute the "Main Street" Program 4-Point approach which includes economic restructuring, promotion, design and organization for downtown. 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 program participating members rating program and events to be productive Complexity Months Lod 414W Participants Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown Alliance Business owners Institutions 2013 2014 2015 2016 2017 2018+ Action 1b.8 (22): Highway 99 International District Primary Lead Rank Complexity Months Economic Development Department Mod -low Medium -high 21-26 Strategic objective Create a cohesive brand plan and design theme for this unique area, initiate promotional events and activities, and recruit additional anchors or destination stores. Participants Business Owners Development Services Department Cultural Services Department Property Owners City Council Highway 99 Task Force Economic Development Commission Public Works Department Parks & Recreation Department Community Transit WSDOT Developers Property Owner Implementation schedule 2013 2014 2015 2016 2017 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 2018+ 20 Edmonds Strategic Action Plan, April 2015 Packet Pg. 32 4.1.a r PORT ANGELES 2WK2.OW41 DOWNTOWN CjJJ DOWNTOWN DOWNTOWN WALLA WALLA F 0 U N D A] ] ON' Main Street Approach E N A T C H E E WW -ratr ypriflie Ad wwmwft. 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.or-a www.downtown.wa.gov 21 Edmonds Strategic Action Plan, April 2015 Packet Pg. 33 4.1.a Action 1b.9 (12): Downtown (BID) Primary Leads Rank Complexity Months Edmonds Downtown Alliance Mod -low Medium Ongoing City Council Strategic objective Create a Downtown Business Improvement District (BID) to benefit properties and businesses for the purpose of instituting marketing, design, and promotional activities within the Downtown business district. Implementation schedule Financing Potential performance measures @ date Council adopts BID $ raised by BID # programs or projects funded by BID revenue BID revenue obtained by leveraging against other funding sources businesses attending annual BID members meetings Participants Economic Development Department Finance Department Downtown Edmonds Merchants Assn Chamber of Commerce 2013 2014 2015 2016 2017 2018+ Action 1b.10 (7): Car dealerships owl Primary Lead Rank Complexity Months Economic Development Department Very low Low � Ongoing Strategic objective Participants Encourage redevelopment of auto sales facilities that include decked display and storage lots, multistory Highway 99 Car Dealerships sales and service facilities in order to retain this Chamber of Commerce important source of retail sales revenue in the city Highway 99 Task Force and to maximize land use. wAA Implementation schedule 2013 2014 2015 2016 2017 2018+ Car dealerships ---- Potential performance measures $ volume of retail sales taxes generated for the City ---- of Edmonds # building permits issued per year for auto related ' ---- developments 22 Edmonds Strategic Action Plan, April 201 S Packet Pg. 34 4.1.a 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 rows"' urban dealer strategies including the Lexus Dealer in downtown Bellevue (top left) and Veterans Ford in Tampa, Florida (bottom left). 23 Edmonds Strategic Action Plan, April 2015 Packet Pg. 35 4.1.a Strategic Objective 1: Economic Health, Vitality & Sustainability lc: Enhance economic and employment opportunities Action 1c.1 (14): Employment - youth Primary Lead Rank No Participant committed as Primary Very higi Lead yew Strategic objective Create a young adult job placement service to help find part- and full-time employment opportunities with Edmonds businesses, schools and organizations Implementation schedule Employment - youth Potential performance measures of all young adults living in Edmonds employed in part- or full-time positions of young adult that can find work that want work of employers who have hired young adults # of employers who have hired young adults Complexity Months Medium'W 12-18 llp� Participants Chamber of Commerce Edmonds School District Edmonds Community College Economic Development Department Business owners 2013 2014 2015 2016 2017 2018+ N� !=I Action 1c.2 (15): Participation - youth R Primary Lead Rank Complexity Months Parks & Recreation Department Very h19 Low -medium Ongoing 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 service programs young adults are involved in Participants Edmonds School District Edmonds Community College City of Edmonds Cultural Services Division Chamber of Commerce Downtown Edmonds Merchants Assn Port of Edmonds Swedish Hospital Kiwanis Club Key Club Rotary Club Exchange Club Edmonds Senior Center Edmonds Library Edmonds Arts Festival Summer Market Al 2013 2014 2015 2016 2017 2018+ 24 Edmonds Strategic Action Plan, April 201 S Packet Pg. 36 4.1.a Action 1c.3 (1): Database - business recruitment Primary Lead Rank Complexity Months Economic Development Department Mod -low Low -medium 6-18 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 Chamber of Commerce Port of Edmonds Edmonds Commercial Brokers Development Services Department Downtown Edmonds Merchants Assn Edmonds property owners 2013 2014 2015 2016 2017 2018+ 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 Primary Lead Rank Complexity Months Cultural Services Division Mod -high Low -medium On -going Strategic objective ontinue 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 and public that 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 Participants Economic Development Department Chamber of Commerce Arts Commission Historic Preservation Commission Economic Development Commission Downtown Edmonds Merchants Assn Business owners 2013 2014 2015 2016 2017 2018+ 25 Edmonds Strategic Action Plan, April 2015 Packet Pg. 37 4.1.a 1-11 SKAGIT YOUNG PROFESSIONALS `J SYP atthe Train Wreck Recent Photos Jnounryzzad, zoos - 6y Rochoei N'dleff Join the Skagit Young Professionals on Tuesday, February q a 3rd at the hottest new bar in Burlington -The Train , Wreck! Well be there from 6-8 for some appetizers, drinks, prizes and, of course, networlang. What more can you ask for.. a Tuesday night? - Nesd directiom7 Goo91e427 E Fairhaven in Burlington, orjust follow the crowd after work. Rymhaven'ttried thejalapenuketchupwith yourfries, you'rejust missing enxcH outi aostm hAnnouncementsl HO Commen5u _ Articles A,rnnuoremen, Coa mnnity caammant, se111ce .ewe Thoughts about our current Economic Ee reahun Experience? SITU& dunuury8th, znog - by Auchoel N'diett Rick OR your week with .111. this Monday. dames Sponsors McCafferty tram EDASC will be joining us at 7:3n a.m., Monday the nsth at Ristretta, for a round table Yount Ferro -Chamber discussmn. go come get your caffeine buss on and start ?WGDES-C'- your week off right! 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.skaszitvoun>rnrofessionals.com 26 Edmonds Strategic Action Plan, April 2015 Packet Pg. 38 4.1.a Action 1d.2 (24): Marketing - Edmonds' business, arts and culture Primary Lead Rank Complexity Months Economic Development Department Low Low -medium On -going Strategic objective Conduct outreach to visitors to determine their characteristics, expenditure patterns, sources of information, and other behavior to better understand what attracts visitors to Edmonds. This will inform the city of what marketing efforts are successful and where to best place marketing dollars. Implementation schedule Marketing Potential performance measures # survey responses received from outreach events of expenditures tracked to local Edmonds businesses # new email addresses added to outreach list survey respondents indicating they will increase visits/spending as result of outreach proposals # organizations indicating market results are useful Participants Cultural Services Division Chamber of Commerce Edmonds Center for the Arts Summer Market Edmonds Art Festival Edmonds Historical Museum Artworks Art Galleries 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 Port of Edmonds 2013 2014 2015 2016 2017 2018+ 27 Edmonds Strategic Action Plan, April 2015 Packet Pg. 39 4.1.a F A M I L Y o f 5 1 G N T Y P E S P R I M A R Y I D 5 R 1 C 4 " IJ A Y T O N Gateways and wayfinding 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. Inserts - Edmonds Wayfinding Signage designed by FORMA 28 Edmonds Strategic Action Plan, April 201 S Packet Pg. 40 4.1.a Strategic Objective 1: Economic Health, Vitality & Sustainability le: Effectively develop, market, and promote the City's arts and cultural heritage and brand (Arts & Culture) bction.J&Ll (27): Organization and Promotion- arts and culture Primary Lead Rank Complexity Months onomic evelopment Department Mod -high Low -medium On -going Strategic objective Participants Create a central clearinghouse to coordinate Chamber of Commerce scheduling and promotion of events in Edmonds. Cultural Services Division Create an Edmonds arts website and utilize social Edmonds Arts Commission media including Google maps, Facebook, and Twitter Edmonds Center for the Arts to promote and attract visitors to an expanded year- Summer Market round calendar of events and festivals for Edmonds Art Festival performing, literary, culinary, fine, and other arts Edmonds Historical Museum interests. Art Galleries 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 downtown ELGIN`;.r; 1 1' 0�5 veig b NL WE'i 5ri1R14 ENJOY GEIPNG NERE EVENLS PESWPCES 0, N N I�IIII ■Il�� �� r ....... Tl e D R, Ng�d ,h d A.:«1— .I. l o N Pit E L G I N HIM RIDDLE5 a �x3'uwa�tr.ia�fiw.. 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 2018+ 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.downtownel-zin.org 29 Edmonds Strategic Action Plan, April 2015 Packet Pg. 41 4.1.a Action 1e.2 (28): Edmonds Center for the Primary Lead Rank Edmonds Center for the Arts Mod -high Strategic objective Complete a strategic plan identifying financial strategies for debt payment, redevelopment and reuse of the remaining un-renovated property, including a potential parking garage. Implementation schedule Edmonds Center for the Arts (ECA) Potential performance measures @ ECA strategic planning effort initiated # programs or projects completed within 1-5 years post adoption of strategic plan PFD and ECA Boards indicating plan and improvements successful ECA attendees rate improvements successful Arts (ECA) Complexity Months Medium -high 1-12 Participants City Council Economic Development Department Cultural Services Division Parks & Recreation Department Adjacent property owners and residents Business community Arts community 2013 2014 201S 2016 2017 2018+ Action 1e.3 (29): 4th Avenue Cultural Corr Primary Leads Rank Parks & Recreation Department Mod -low Public Works Department Strategic objective Complete design, fund and complete construction of a linear park streetscape between Downtown and Edmonds Center for the Arts in order to create a pedestrian -friendly walkable corridor that preserves the historical character of the area, and promotes retail/art opportunities. Implementation schedule 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 along corridor ido Complexity Months Medium -high 24-60 Participants Economic Development Department Cultural Services Division City Council Chamber of Commerce Downtown Edmonds Merchants Assn Adjacent property owners and residents 2013 2014 201S 2016 2017 2018+ 30 Edmonds Strategic Action Plan, April 2015 Packet Pg. 42 4.1.a Action 1e.4 (31): Artist live/work Primary Lead Rank Complexity Months Economic Development Department Low Medium 12-36 Strategic objective Explore ways to develop affordable artist live -work - teach -display -sell spaces to attract new and emerging talent to Edmonds similar to the Schack Center in Everett. Implementation schedule Artist live/work Potential performance measures # artists desiring expressing interest in live/work units/spaces @ site selected and project initiated # live/work units created # persons attend art exhibitions at site # persons attend art classes at site @ Level of funding generated by nonprofit or private sources Participants Chamber of Commerce Cultural Services Division City Council Arts Commission Snohomish County Housing Authority Port of Edmonds Downtown Edmonds Merchants Assn Artspace - developers Property Owners 2013 2014 2015 2016 2017 2018+ _�N Action 1e.5 (30): Art and history walking tours -A Primary Lead Rank Complexity Months Cultural Services Division Low Low -medium 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 'W�I _ Potential performance measures # historical buildings located on tour jm i 41� # tourists requesting maps or apps for tour ��N �hh historical property owners indicating successful-1 _N 32 Edmonds Strategic Action Plan, April 201 S Packet Pg. 44 4.1.a 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 33 Edmonds Strategic Action Plan, April 2015 Packet Pg. 45 4.1.a Action 1e.6 (32): Fine Arts Museum Primary Lead Rank Cultural Services Division Low Strategic objective Explore ways to develop a museum to exhibit local, emerging, and traveling fine arts possibly in combination with Edmonds Center for the Arts and/or the proposed artist live/work project. Implementation schedule 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 Complexity Months Medium -high 36-72 Participants Edmonds Historical Museum Art Galleries Economic Development Department Arts Commission Edmonds Arts Festival/Foundation Chamber of Commerce Downtown Edmonds Merchants Assn 2013 2014 201S 2016 2017 2018+ IMP Im 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 Primary Lead Rank EconoTvelopment Department Mod -high 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 -high 12-24 Participants City Council Development Services Department Economic Development Commission Public Works Department Parks & Recreation Department Finance Department Chamber of Commerce City Clerk's Office 2013 2014 2015 2016 2017 2018+ 34 Edmonds Strategic Action Plan, April 2015 Packet Pg. 46 4.1.a 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 Primary Lead Rank Complexity Months Public Works Department Very'ii" Low -medium On going Strategic objective Expand reuse and recycling programs in current city operations and in waste management outreach activities to Edmonds households and businesses. Implementation schedule Recycling Potential performance measures # tons of garbage and waste picked up per household per year tons of waste reduced per household per year # tons of recycled materials picked up per year in city Action 2a.2 (33): Farmers/Public Market Primary Lead Rank No Participant committed as Primary Very high Lead yet Strategic objective Expand intoT 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 public indicating results successful Participants Sustainable Edmonds Waste Management Sound Disposal Edmonds Climate Protection Committe 2013 2014 2015 2016 2017 2018+ -m N- Complexity Months Medium -high 12-36 Participants Edmonds Summer Market Economic Development Department Cultural Services Division Parks & Recreation Department Public Works Department Edmonds Historical Museum Chamber of Commerce Property owners 2013 2014 2015 2016 2017 2018+ N�L. mi�= 35 Edmonds Strategic Action Plan, April 2015 Packet Pg. 47 4.1.a Action 2a.3 (45c): Stormwater - Resolve Flooding on SR 104 and Dayton Primary Lead Rank Complexity Months Public Works Department Very high Medium -high 24-48 Strategic objective Participants Reroute Shellabarger Creek back to Edmonds Marsh Olympic Water District by creating new channels that will allow drainage Salmon Recovery Board through the deposited sediments. WA Department of Ecology WA Department of Fish & Wildlife WA Department of Natural Resources This is a subset of 2a.8: Habitat and Restoration, People for Puget Sound major alternative analysis. Feasibility Study to be Friends of Edmonds Marsh performed. Sustainable Edmonds Property owners Implementation schedule 2013 2014 2015 2016 2017 2018+ Stormwater Potential performance measures @ Willow Creek daylighted @ Edmonds Marsh natural flow restored # demonstration rain gardens, bio-swales installed # complaints related to flooding Action 2a.4 (43): Native habitat Primary Lead Rank Complexity Months Parks & Recreation Department Mod -high Medium On -going Strategic objective Plant street trees, restore native habitat in disturbed areas, remove invasive species 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 Participants Backyard Wildlife Habitat 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, April 201 S Packet Pg. 48 4.1.a Action 2a.5 (45b): Stormwater Primary Lead Rank Public Works Department Mod -high Strategic objective Resolve on -going flooding and water quality issues in Lake Ballinger. Implementation schedule Stormwater Potential performance measures # demonstration rain gardens, bio-swales installed stormwater volume treatable by green methods realized by green methods # complaints received Action 2a.6 (46): Energy Primary Lead Public Works Department Complexity Months Medium -high On -going Participants Olympic Water District Salmon Recovery Board WA Department of Ecology WA Department of Fish & Wildlife WA Department of Natural Resources People for Puget Sound Sustainable Edmonds AM 2013 2014 201S 2016 2017 2018+ -= =- wo Rank Complexity Months Mod -high Medium On -going Strategic objective Reduce Edmonds' 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 # alternative energy projects/programs completed in Edmonds power consumption reduced per household in Edmonds # miles driven per household miles reduced per year Participants Sustainable Edmonds Development Services Department Puget Sound Energy Snohomish County PUD Community Transit Sound Transit WA Department of Transportation Edmonds Climate Protection Committe il 2013 2014 201S 2016 2017 2018+ 37 Edmonds Strategic Action Plan, April 2015 Packet Pg. 49 4.1.a 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, April 2015 Packet Pg. 50 4.1.a Action 2a.7 (44): Food production Primary Lead Rank Parks & Recreation Department Mod -high Strategic objective Continue to encourage community gardens and pea patches, plant fruit tree orchards, harvest and deliver food products to food banks and other entities in need. Implementation schedule Food production Potential performance measures # acreage committed to community gardens # persons involved in gardens # pounds of food grown and donated per year # persons served by food donations per year Action 2a.8 (45a): Habitat and Restoration Primary Lead Rank Srublic 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 Complexity Months Low -medium On -going Participants Edmonds Tree Board Sustainable Edmonds Floretum Garden Club Edmonds in Bloom 11 Rotary Club Churches 2013 2014 201S 2016 2017 2018+ �MLppp ,- Complexity Months High 24-60 Participants Olympic Water District Salmon Recovery Board WA Department of Ecology WA Department of Fish & Wildlife WA Department of Natural Resources People for Puget Sound Friends of Edmonds Marsh Sustainable Edmonds WRIA 8 2013 2014 201S 2016 2017 2018+ 39 Edmonds Strategic Action Plan, April 2015 Packet Pg. 51 4.1.a 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, April 2015 Packet Pg. 52 4.1.a Action 2a.9 (45a): Stormwater and Habitat Primary Lead Rank Public Works Department Mod -low& Strategic objective Continue to 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 Edmonds Climate Protection Committee 2013 2014 201S 2016 2017 2018+ Action 2a.10 (42): Coordination - environment Primary Lead Rank Complexity Months K!rks & Recreation Department Low Low -medium On -going Strategic objective Establish a central clearinghouse to coordinate environmental education and sustainability funding, programs, and volunteers. This clearinghouse would help identify sources of funds for these efforts. Implementation schedule Coordination - environment Potential performance measures environmental organizations participating in clearinghouse $ funds secured by non -city sources or volunteers # programs conducted per year # persons participating in clearinghouse activities users indicate success public indicates success Participants Sustainable Edmonds Friends of Edmonds Marsh Pilchuck Audubon Society Edmonds in Bloom Floretum Garden Club Tree Board Edmonds Climate Protection Committee 4 2013 2014 2015 2016 2017 2018+ 41 Edmonds Strategic Action Plan, April 2015 Packet Pg. 53 4.1.a SOIL DIG A4.8-DEPRESSION PI-A1 TVARIETIESOF ADDYOFUNTREATED IN THE SOIL. IFSOIL NATIVE FLOWERS HARDWOOD MULCH DRAINS QUICKLY, WKE TO DEPTH OF3" ON DEPRE5SION 18" IN DEPTH THE BARE SOIL AND LINEWitH PLASTIC. AROUNDTHE 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 1' - 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. http://www.raingardennetwork.com/ 42 Edmonds Strategic Action Plan, April 2015 Packet Pg. 54 4.1.a Natural Plantlife Green Roorcontans plants, Including grass and fem, All pleWs ara indiginous to the region. Roof throes while providing shelter to build ing cccu pants. Anatomy of a Green Roof ft-71 Q Concrete roofded surrounds Green Peaf © Waterproof tarp laid down to protect building materials PVC pipe provides drainage Concrete Roofbed O Stone and gravel media facilitates drainage Room below is prol.ected by © Fertilized soil planted to enrich plantliFe a cancret& nwpoeding, while 0 Plantlite is introduced and thrives the natural materials and grass provides building insulation 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 43 Edmonds Strategic Action Plan, April 2015 Packet Pg. 55 4.1.a Strategic Objective 3: Maintain and enhance Edmonds' community character and quality of life Action 3a.1 (41a): Senior Center = Primary Lead Rank Edmonds Senior Center "Fy high Parks & Recreation Department Strategic objective Develop a 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 secured # new programs realized as result of plan/project # new users added by implementing plan users indicate project success public indicate project success M A& Complexity Months High 12-72 Participants City Council Citizens 2013 2014 2015 2016 2017 2018+ Action 3a.2 (37): Downtown restrooms Primary Lead Rank Complexity Months Economic Development Department Very high Medium -high 12-48 Strategic objective Participants _ Develop a public restroom facility to serve City of Edmonds pedestrians, customers, and tourists in the City Council Downtown district. Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown Alliance Downtown businesses and property owners Implementation schedule 2013 2014 2015 2016 2017 2018+ Downtown restrooms Potential performance measures @ site selected and restrooms constructed ''l _-1 downtown businesses indicate restrooms Vhk MML successful downtown customers indicate restrooms successful Action 3a.3 (40): Anderson Center Primary Lead Rank Complexity Months Park & Recreation Department -Medium IF 12-60 Strategic objective Participants Refine long-range strategy to enhance, maintain and City Council update life cycle maintenance, repair requirements Planning Board and functional program needs. Implementation schedule 2013 2014 2015 2016 2017 2018+ Anderson Center--� Potential performance measures @ facility renovation and retrofit accomplished--� funding secured--� # life cycle years added to facility as result of project--� # increased programs and events possible--� # increased center users--� users indicate upgrade successful-�' public indicates upgrade successful-� 44 Edmonds Strategic Action Plan, April 2015 Packet Pg. 56 4.1.a Frlmnnrlc Cnninr CAMntnr Hai-uui- 3qudre AmtrdK/ �uunuer FPrry terminal lraln 3LdLion actubii %-IUbbiiir, Top - aerial view of waterfront, ferry landing, Senior Center, Salish Crossing, and Harbor Square Bottom left- frontage of Salish Crossing Bottom right - north end of Salish Crossing 45 Edmonds Strategic Action Plan, April 2015 Packet Pg. 57 4.1.a Action 3a.4 (35): Greenways and Par s Primary Lead Rank Complexity Months Parks & Recreation Department Very high Medium -high 12-60 Strategic objective Participants Develop a system of coordinated open spaces, Sustainable Edmonds conservation corridors, and greenways with trail City Council access along the shoreline, waterfront, wetlands, Planning Board hillsides, and parks to preserve the natural setting Development Services Department and increase public awareness and access. Friends of Edmonds Marsh Edmonds in Bloom Pilchuck Audubon Society Floretum Garden Club JMiM Implementation schedule 2013 2014 2015 2016 2017 2018+ Greenways_---- Potential performance measures # acres of parkland # acres representing natural/protected/conservation status land # miles of extended greenway or corridors in city accessible by trail or walkway public indicates greenways are sufficient Action 3a.5 (16): Activities - youth Primary Lead Rank Irks & Recreation Department Very high Strategic objective Create 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 @ facilities available for young adults # increased programs and events possible # increased center users young adults using facilities users indicate upgrade(s) successful public indicates upgrade(s) successful 90W Complexity Months Low -medium On -going Participants Edmonds School District Edmonds Community College Edmonds Boys & Girls Club SnoKing Youth Association Young Life Edmond Jeremiah Center 2013 2014 2015 2016 Al 2017 2018+ 46 Edmonds Strategic Action Plan, April 201 S Packet Pg. 58 4.1.a Action 3a.6 (38a): Yost Pool - financing Primary Lead Rank Complexity Months Parks & Recreation Department Very hig 7 Medium -high 12-36 Strategic objective Participants Create and implement a long-term financial and City Council operational strategy for the updating/upgrading, Planning Board refurbishment and retrofitting of the current Yost Edmonds School District Pool facility. Edmonds Boys & Girls Club Pool users Implementation schedule Yost Pool - financing Potential performance measures @ funding strategy resolved for Pool upgrades and possible expansion funding provided by non -city sources operating costs recovered by user fees and schedules # annual pool users annual increase in pool utilization # events at pool 2013 2014 2015 2016 2017 2018+ Action 3a.7 (65): Public view preservation Primary Lead Rank Complexity Months Development Services Department Mod -high ' 12-24 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 Participants City Council Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Property owners Citizens 2013 2014 2015 2016 2017 2018+ 47 Edmonds Strategic Action Plan, April 2015 Packet Pg. 59 4.1.a Action 3a.8 (38b): Yost Pool - New Facility Primary Lead Rank Parks & Recreation Department Mod -low Strategic objective Develop and/or expand Yost Pool to include outdoor and indoor leisure pool elements, therapy pool, party rooms and concessions, and possibly other recreation physical conditioning, courts, and gymnasium uses. 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 annual increase in pool utilization # events at pool Action 3a.9 (39a): Civic Field Primary Lead Rank Lrks & Recreation Department Mod -low Strategic objective Fddress 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 of planned projects completed funding provided by non -city sources # annual events conducted at fields use by out -of -area visitors or tourists Complexity Months High ; Participants City Council Planning Board Edmonds School District Edmonds Boys & Girls Club Edmonds Senior Center Nearby residents dA 2013 2014 2015 2016 2017 2018+ 0� ,- Complexity Months High 24-96 Participants Edmonds School District City Council Planning Board Economic Development Department Economic Development Commission Edmonds Boys & Girls Club Snohomish County Sports Tourism 2013 2014 2015 2016 2017 2018+ 48 Edmonds Strategic Action Plan, April 2015 Packet Pg. 60 4.1.a Action 3a.10 (67): Design standards Primary Lead Rank Development Services Department Mod-lo Strategic objective Illustrate site, building, landscape, and signage design objectives using examples to achieve public quality design objectives, via development code standards and amendments. Implementation schedule 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 post adoption of updated standards Action 3a.11 (17): Diversify housing option Primary Lead Rank Development Services Department Mod -low Strategic objective Increase housing choice by type, price, and proximity to employment centers, transit corridors, and recreational sites in order to provide live/work/play opportunities in Edmonds. Implementation schedule Diversify housing options Potential performance measures # new urban housing starts by type, price, location vacancy and occupancy rate of new urban housing products Action 3a.12 (18): Affordable housing Primary Lead Rank Development Services Department Low 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 Complexity Months w W Medium V 12-24 Participants City Council Planning Board Architectural Design Board Property owners Citizens Business owners Architects Developers 2013 2014 2015 2016 2017 2018+ s Complexity Months Medium � 12-24 Participants Port of Edmonds Community Transit Chamber of Commerce Sound Transit Edmonds property owners Developers Economic Development Department 2013 2014 2015 2016 2017 2018+ N� 0�0 r Complexity Months Medium W 12-24 JW Participants _ City Council Planning Board Economic Development Department Snohomish County Housing Authority Edmonds property owners Developers 2013 2014 2015 2016 2017 2018+ 49 Edmonds Strategic Action Plan, April 2015 Packet Pg. 61 4.1.a of occupants that work in Edmonds 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 httv://www.formbasedcodes.oriz/ http://www.smartcodecentral.org/ so Edmonds Strategic Action Plan, April 201 S Packet Pg. 62 4.1.a Action 3a.13 (39b): Woodway Fields Primary Lead Rank Complexity Months Parks & Recreation Department Low Medium -high 36-48 Strategic objective Participants Address long-term property ownership and upgrade Edmonds School District field, lighting, and other features to support City Council competitive play, including tournaments. Planning Board Implementation schedule Woodway Fields Potential performance measures @ ownership status resolved for property @ improvement projects completed for site funding provided by non -city sources # annual events conducted at fields of use by out -of -area visitors or tourists Edmonds Boys & Girls Club Snohomish County Sports Tourism 2013 2014 2015 2016 2017 2018+ Action 3a.14 (36): Dog Park Primary Lead Rank Complexity Months Parks & Recreation Department W Low * Medium Strategic objective Participants Identify a suitable relocation site and develop a City Council dedicated dog park consisting of fenced social yards Planning Board with spectator seating and amenities, and off -leash OLAE Stewardship exercise areas and trails. Implementation schedule Dog Park Potential performance measures @ site selected and park constructed # dog park users dog park users indicate park is successful 2013 2014 2015 2016 2017 2018+ 51 Edmonds Strategic Action Plan, April 2015 Packet Pg. 63 4.1.a 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 Primary Lead Rank Complexity Months Public Works Department Very high Medium 12-18 Strategic objective Participants Participate in the environmental impact assessment City Council process related to a proposal to build a coal export Economic Development Department terminal at Cherry Point in Bellingham. Identify Development Services Department required improvements in Edmonds to mitigate extra WA Department of Transportation tracks, train volumes, dust, noise, and potential WA State Ferries conflicts with ferry terminal and waterfront WA Department of Ecology pedestrian, bike, and vehicular traffic. Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Implementation schedule 2013 2014 2015 2016 2017 BNSF Railroad Potential performance measures # coal trains M G- # ferry loading/unloading delayed due to coal train MP traffic # complaints filed due to dust, noise, horns $ mitigation provided to minimize/eliminate impacts or created by coal trains Action 4a.2 (53): Street maintenance Primary Lead Rank 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. Complexity Months Medium -high 12-18 Participants City Council WA Department of Transportation Snohomish County Infrastructure Coordination Committee (ICC) Economic Development Commission Community Transit Chamber of Commerce Implementation schedule 2013 2014 2015 2016 2017 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 2018+ 2018+ 52 Edmonds Strategic Action Plan, April 2015 Packet Pg. 64 4.1.a Action 4a.3 (49): Walkways Primary 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 street lane miles with sidewalks on one side of Edmonds residents that walk to work of Edmonds residents that walk to transit Complexity Months Medium -high On -going Participants City Council Community Transit WA Department of Transportation Edmonds School District 2013 2014 2015 2016 2017 2018+ Action 4a.4 (58): Sounder Train Primary Lead Rank Complexity Months Economic Development Department Mod -high High On -going Strategic objective rncrease the schedule and number of Sound Transit commuter rail trains between downtown Seattle and Edmonds to promote development of transit -oriented development at Harbor Square, the waterfront, and Downtown. Implementation schedule Sounder Train Potential performance measures # riders using Sounder Edmonds Station due to increase in Sounder service increase in boardings at the Sounder Edmonds Station due to increase in Sounder service Action 4a.5 (59): Sound Transit LINK Primary Lead Rank code Development Department Mod -high Strategic objective Develop Community Transit links with the proposed Sound Transit LINK light rail corridor alignment along Interstate 5. Implementation schedule Sound Transit LINK Potential performance measures # Edmonds riders forecast to use transit as result of LINK corridor development # new mixed -use and transit -oriented development (TOD) likely along Highway 99 corridor due to LINK connection Participants Sound Transit City of Edmonds Port of Edmonds Chamber of Commerce Community Transit WA Department of Transportation WA State Ferries Public Works 2013 2014 2015 2016 2017 2018+ Complexity Months Medium -high 1-132 Participants Sound Transit Public Works Community Transit Chamber of Commerce 2013 2014 2015 2016 2017 2018+ IMMMW INW=91W 53 Edmonds Strategic Action Plan, April 2015 Packet Pg. 65 4.1.a Action 4a.6 (48): Trails Primary Lead Rank Complexity Months Parks & Recreation Department Mod -high Medium On -going Strategic objective Participants Complete an off -road multipurpose trail network Planning Board linking the shoreline and waterfront, Edmonds Development Services Department Marsh, Downtown, business districts, parks and open Public Works Department spaces, bus and rail transit connections, and the Community Transit Interurban Trail in Edmonds. Sound Transit Edmonds Bike Group(s Implementation schedule 2013 2014 2015 2016 2017 2018+ Trails�� ��--- Potential performance measures # miles of off -road trails in Edmonds U-1 # sites and facilities connected to or by off -road trails # of people living within 0.25 miles of an off -road �1 trail people stating they use trails during peak summer weekend public indicating trails success Action 4a.7 (54): Highway 99 Primary Lead Rank Complexity Months Public Works Department Mod -high Medium -high 12-60 Strategic objective Participants Create transportation improvement program and Economic Development Department related project for Highway 99 to improve traffic City Council flow, transit connections, and pedestrian streetscape Planning Board that encourages mixed -use project developments Washington State Legislature similar to what has been recently completed in Police Department Shoreline and is planned in Everett and Lynnwood. Cultural Services Division WA Department of Transportation Community Transit Swedish Hospital Highway 99 property and business owners Citizens Implementation schedule 2013 2014 2015 2016 2017 2018+ Highway 99 Potential performance measures @ planning process initiated-� traffic flow LOS improved transit ridership increase -� # 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 54 Edmonds Strategic Action Plan, April 2015 Packet Pg. 66 start Lurch I r �TME —� i .A _ ,` �+ ��• ail 4.1.a Action 4a.8 (61): Intermodal Station Primary Lead Rank Complexity Months Public Works Department Mod -high High 60+ Strategic objective Participants Develop an integrated Amtrak, Sounder, Community City of Edmonds Transit, shuttle, ferry, bike, and pedestrian transfer Sound Transit facility on the waterfront to promote accessibility Community Transit and connectivity to and within Edmonds. WSDOT WA State Ferries Amtrak Port of Edmonds Economic Development Department Development Services Department Port of Edmonds BNSF Railroad MA Implementation schedule 2013 2014 2015 2016 2017 2018+ Intermodal Station -qw -bL - Potential performance measures @ intermodal station funded and developed on I waterfront # new riders on trains and transit 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 Action 4a.9 (51): Waterfront connection Primary Lead Rank ublic Works Department Mod-41 Complexity High Strategic objective Participants Work to establish an emergency and everyday access BNSF Railroad over the railroad tracks and ferry terminal lanes for WA State Ferries pedestrians bound for shoreline and waterfront Sound Transit attractions from Harbor Square, Salish Crossing, and Amtrak Downtown. Community Transit &A Department of Tr rt of Edmonds Months 60+ Implementation schedule 2013 2014 2015 2016 2017 2018+ waterfront connection Potential performance measures @ agreementreachedwith BNSF and WA Department�m---w� of Transportation @ crossing constructed improve access/safety for��---- pedestrians and vehicles les waterfront users indicating success ----� 56 Edmonds Strategic Action Plan, April 2015 Packet Pg. 68 4.1.a Action 4a.10 (60): Ferry Terminal Primary Lead Rank Public Works Department Mod -high 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 (50): Crosswalks Primary 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 along SR-104 and Highway 99 # pedestrian/vehicle accidents at locations where improvements are made reduction in accident rate users, customers indicating improvement Complexity Months High 60+ Participants WSDOT WA State Ferries City of Edmonds Sound Transit Amtrak BNSF Railroad IL 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+ Action 4a.12 (57): SR-104 Transit Primary Lead Rank Complexity Months Economic Development Department Mod -low Low On -going Strategic objective Expand Community Transit's schedule and hours to support Edmonds employees and residents, particularly at the waterfront, Downtown, Westgate, and Highway 99 including connections to the Highway 99 International District. Implementation schedule SR-104 Transit Potential performance measures # riders boarding or departing in Edmonds public indicating use of transit over vehicles due to schedule improvements Participants Community Transit City of Edmonds Chamber of Commerce Port of Edmonds Property and business owners Community Transit riders Public Works a6 2013 2014 2015 2016 2017 2018+ M�.. M-� 57 Edmonds Strategic Action Plan, April 2015 Packet Pg. 69 4.1.a Action 4a.13 (52): Bikeway network Primary Lead Rank Complexity Months 1[ublic Works Department Low Medium 12-60 Strategic objective Participants Institute an on -street network of bike lanes, Edmonds Bike Group shoulders, and sharrows (shared lanes) to complete Development Services Department work key connections to the waterfront, Downtown, Edmonds School District business districts, schools, parks, and other major WA Department of Transportation commuter and recreational destinations including the WA State Ferries interurban trail. Community Transit Implementation schedule Bikeway network Potential performance measures of Edmonds residents that ride bikes to work of Edmonds school students that ride bikes to school of Edmonds residents that ride bikes using Edmonds roads and trails for recreational purposes, daily, weekly, monthly, etc. Action 4a.14 (55b): Shuttle service Primary Lead Rank No Participant committed as Primary Low Lead yet Sound Transit A 2013 2014 2015 2016 2017 2018+ Complexity Months Low 12 Strategic objective Participants Initiate seasonal or possibly year-round shuttle Highway 99 Business Owners service between Downtown and Community Transit's Downtown/Waterfront Business Community Swift BRT transit stations along Highway 99. Chamber of Commerce Community Transit 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 businesses indicate trolley success 2013 2014 2015 2016 2017 2018+ 58 Edmonds Strategic Action Plan, April 2015 Packet Pg. 70 4.1.a Action 4a.15 (56): Swift Bus Rapid Transit (BRT) Primary Lead Rank Complexity Months Economic Development Department Low Low On -going Strategic objective Participants Encourage Community Transit's route along Highway Community Transit 99 from Everett to the King County Metro transfer Chamber of Commerce station at Aurora Village by continued Highway 99 Property and Business owners implementation of improvements and features that Public Works promote and accommodate increased ridership. .� Implementation schedule 2013 2014 2015 2016 2017 2018+ Swift Bus Rapid Transit (BRT) ���---- Potential performance measures # riders on Swift boarding and departing at Edmonds �I '---- stations along Highway 99 corridor rider increase due to improvements project and -- '---� mixed -use developments new residents living within % mile of Highway 99---� 59 Edmonds Strategic Action Plan, April 2015 Packet Pg. 71 4.1.a 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. 60 Edmonds Strategic Action Plan, April 2015 Packet Pg. 72 4.1.a Action 4a.16 (55a): Shuttle service Primary Lead Rank No Participant committed as Primary Very low Lead yet Strategic objective Initiate seasonal or possibly year-round shuttle service between the waterfront area and Downtown. Implementation schedule Shuttle service Potential performance measures C@ trolley service initiated trolley operating funds provided by non -city sources trolley cost recovered from fares # trolley riders per year businesses indicate trolley success Complexity Months Low 12 Participants Downtown Edmonds and Highway 99 Business Community and Residents Chamber of Commerce Community Transit International District 2013 2014 2015 2016 2017 Strategic Objective 4: Develop and maintain a transportation and infrastructure system to meet current and future demand 4b: Provide quality services, facilities, and infrastructure 2018+ Action 4b.1: Maintain Public Works Growth Management Concurrency Primary Lead Rank Complexity Months Public Works Department On -going Strategic objective Participants Develop, apply, maintain and implement public WA Department of Transportation works strategies identified in the Comprehensive WA State Ferries Plan. Community Transit Sound Transit Implementation schedule 2013 2014 2015 2016 2017 2018+ Potential performance measures 61 Edmonds Strategic Action Plan, April 2015 Packet Pg. 73 4.1.a 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 62 Edmonds Strategic Action Plan, April 2015 Packet Pg. 74 4.1.a Strategic Objective 5: Responsible, accountable, and responsive government 5a: Provide efficient and effective delivery of services Action 5a.1 (63): Fiscal sustainability Primary Leads Rank Mayor's Office fir ILCity Council jW 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 $ leveraged ratio of city funds to state and federal grants 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 Action 5a.2 (68): Permitting processes _ Primary Lead Rank Complexity Months Development Services Department Medium -high 12-18 Strategic objective Participants Consolidate and simplify the business license, land City Council use and building permit review process to Planning Board incorporate electronic application procedures, pre- Architectural Design Board submittal workshops, and concurrent reviews. Chamber of Commerce City Clerk's Office Property owners Architects Developers 2018+ Implementation schedule 2013 2014 2015 2016 2017 2018+ Permitting processes��_ Potential performance measures @ on-line applications available # on-line applications filed annually users indicating on-line applications useful review process developers indicating new process predictable and fair public indicating new process provides adequate input and review 63 Edmonds Strategic Action Plan, April 2015 Packet Pg. 75 4.1.a Action 5a.3 (72): Assess performance results of SAP Primary Leads Rank Complexity Months Mayor's Office Very high Medium On -going City Council Strategic objective Participants In addition to on -going annual assessment of State of All Departments the City programs, projects, and budget, conduct Port of Edmonds regular public, customer, and business outreach to Swedish Hospital determine the effectiveness, performance, and Edmonds School District priorities of adopted Strategic Action Plan action Edmonds Community College items. Chamber of Commerce Implementation schedule Assess performance results Potential performance measures businesses satisfied with strategic action plan results public satisfied with strategic action plan results young adults satisfied with strategic action plan results of Council satisfied with strategic action plan results Downtown Edmonds Merchants Assn Edmonds Downtown Alliance Sustainable Edmonds Citizens 2013 2014 2015 2016 2017 2018+ Action 5a.4 (71): Strategic Action Plan Implementation Primary Leads Rank Complexity Months City Council Very high Medium 12 ILAll Departments A Strategic objective Participants Fdopt and implement the Strategic Action Plan in Port of Edmonds partnership with public and private organizations. Swedish Hospital Implementation schedule Strategy development Potential performance measures # of organizations involved in strategic action plan implementation actions $ combined to fund marketing, promotion actions Edmonds School District Edmonds Community College Sound Transit Senior Center Community Transit WA Department of Transportation WA State Ferries Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown Alliance 2013 2014 2015 2016 2017 N�h 0-0 M1 2018+ 64 Edmonds Strategic Action Plan, April 201 S Packet Pg. 76 4.1.a Traditional budgeting Budgeting for Outcomes • • i Be fair to all, avoid pain MEN= BFO is also called Priority -Driven Budgeting (PDB) or Budgeting by Priority (BP) or Performance Based Budgeting (PBB) Edmonds 2009 tax revenue sources Excise, 5.6% Other , 1 .3% Lodging, 0.3% Utility, 22.6% 14 Property, 51 .8% Sales and use, General Fund Revenue, Expenditures & Fund Balance: 2009.2021 50p00p00 Q'"'000 30,000,000 20,000,000 10,000,000 i10,000,000i (Z0,000,000) i3a,a00,a00i 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 / GFOAWhitepaper_AnatomyofaPriority- Driven%20BudgetProcess_March2O 11.pdf 65 Edmonds Strategic Action Plan, April 2015 Packet Pg. 77 4.1.a Action 5a.5 (64): NGO participation Primary Leads Rank Complexity Months Mayor's Office Mod -high I edium IF 12-18 City Council I Strategic objective Participants Integrate NGOs such as the Chamber of Commerce, Chamber of Commerce Downtown Edmonds Merchants Association and Downtown Edmonds Merchants Assn others into the operation and implementation of BFO Edmonds Center for the Arts and Strategic Action Plan actions. Sustainable Edmonds Edmonds School District Economic Development Department 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 J=1 EML==, Action 5a.6 (34): Fiscal sustainability Primary Leads Rank Complexity Months Mayor's Office Mod -high Medium � 12-24 City Council 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 projects $ raised by above over current funding amounts cost recovery of recreational programs life cycle facility requirements funded per year capital projects funded in 6-10 year planning period Participants Parks & Recreation Department Finance Department Port of Edmonds Economic Development Commission Economic Development Department Citizens 2013 2014 2015 2016 2017 2018+ 66 Edmonds Strategic Action Plan, April 2015 Packet Pg. 78 4.1.a Strategic Objective 5: Responsible, accountable, and responsive government 5b: Promotion and encouragement of an active and involved community Action 5b.1 (70): Public access Primary Leads Rank Mayor's Office Mod -high City Council 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 throughout the City # persons participating in outreach events # persons on outreach contact lists eligible voters who participated in last general election Action 5b.2 (69): Communication Primary Leads Rank Community Services/Economic Mod-hig Development Department Lity Council 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 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 + MA 2013 2014 2015 2016 2017 2018+ �JF N� Ed Complexity Months iq Low -medium On -going Participants Finance Department Parks & Recreation Department Development Services Department Public Works Department Police Department 2013 2014 2015 2016 2017 2018+ 67 Edmonds Strategic Action Plan, April 2015 Packet Pg. 79 4.1.a Strategic Objective 5: Provide responsible, accountable, and responsive government Sc: Ensure a safe and secure environment for residents, businesses, and visitors Action 5c.1: Safe and secure environment Primary Lead Rank Complexity Months Police Department Low On -going Strategic objective Participants To reduce crime and to enhance public safety and City Council security, improving quality of life for the community. 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 # reported part 1 crimes per 1,000 population of part 1 crimes cleared by arrest or exceptional means # reportable traffic collisions per 1,000 population of residents who rate their neighborhood condition good or excellent of residents who rate their overall quality of life as good or excellent # active Community Emergency Response Team (CERT) volunteers # of residents trained in CERT 68 Edmonds Strategic Action Plan, April 201 S Packet Pg. 80 4.1.b Strategic Action Plan Economic Development -Related Action Items Excerpted from SAP Update Approved by Edmonds City Council April 7, 2015 Packet Pg. 81 4.1.b Strategic Objective 1: Create economic health, vitality & sustainability la: Foster dynamic/diverse economy Action la.l (4): Economic sustai, Primary Lead Rank Complexity Months Economic Development Department emery high Low On -going Strategic objective Recruit businesses that employ technical, professional, and managerial skills offering a live/work sustainability environment in Edmonds Implementation schedule Economic sustainability Potential performance measures of overall technical (high tech, nursing, etc.) jobs of overall professional (lawyers, accountants, doctors) jobs within Edmonds Review of housing stock Participants Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Community College Edmonds School District Edmonds property owners AM ilL Edmonds brokers 2013 2014 2015 2016 2017 2018+ Action 1a.2 (8): Marketing - business district Primary Lead Rank Complexity Months Economic Development Department Very high Lo� Ongoing Strategic objective Identify and recruit retailers to fill critical gaps in retail sales and services such as basic needs (clothing, 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 Participants Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn International District Edmonds property owners Edmonds brokers Edmonds Downtown Alliance 2013 2014 2015 2016 2017 2018+ N IL --� Action 1a.4 (10): Promotion - business d Primary Leads Rank Chamber of Commerce Very hig Edmonds Downtown Alliance Strategic objective Initiate and expand retail sales and enhance events and activities including sidewalk cafes and vendors within the business districts of downtown, Westgate, Firdale Village, 5-Corners, Perrinville, Highway 99. e velopment Complexity Months h Medium Ongoing Implementation schedule Promotion - business development Potential performance measures # retail oriented events/year in each business district # customers participating in events # of merchants participating in events $ sales and sales tax revenue generated by events Participants Downtown Edmonds Merchants Assn Economic Development Department 2013 2014 2015 2016 2017 2018+ M- mooff- 7� Packet Pg. 82 Action 1a.5 (2): Business outreach Primary Lead Rank Complexity Months Economic Development Department Very high I � Ongoing Strategic objective Participants Irntegrate City, Port, Chamber, Edmonds Community Port of Edmonds College, Edmonds School District, and private Chamber of Commerce business efforts and communications for the benefit Downtown Edmonds Merchants Assn of economic recruitment. Edmonds Community College Edmonds School District Edmonds property owners Edmonds commercial brokers Edmonds Downtown Alliance am Implementation schedule 2013 2014 2015 2016 2017 2018+ Business outreach J�� �- Potential performance measures # of business recruited from collective efforts�- # programs initiated related to business recruitment Action a.6 (9): Design - storefront M W Primary Leads Rank Complexity Months Chamber of Commerce Low -medium 1-36 Edmonds Downtown Alliance Strategic objective 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 # rehabilitated/enhanced storefronts and building projects # new facade, sign, window display projects customers rate appearances as good and high quality businesses rate appearances as good and high quality Participants Economic Development Department Downtown Edmonds Merchants Assn Business owners Edmonds banks and savings 2013 2014 2015 2016 2017 2018+ Packet Pg. 83 Action 1a.7 (66a3): Development regulations Primary Lead Rank Complexity Months Development Services Department Mod -high Medium -high 12-36 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Highway 99 area. Planning Board Architectural Design Board Chamber of Commerce Swedish Hospital Property owners Developers Business owners Economic Development Commission Highway 99 Task Force Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations 'W�& dw-L_ Potential performance measures #permits applied for following adoption of new development standards #projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.8 (66b): Development regulatio Primary Lead Rank Complexity Months Development Services Department Mod -low Medium 19 11 Strategic objective Participants Address ground -floor retail requirements to reflect City Council demand in different retail corridors and locations. Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Economic Development Commission Economic Development Department Property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures #projects that include ground floor retail %increase/decrease of retail square footage participants rating requirements, standards to be relevant Packet Pg. 84 Action 1a.9 (66a2): Development regulations Primary Lead Rank Complexity Months Development Services Department Mod-lowN Medium -high 1-12 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Westgate area. Planning Board Architectural Design Board Port of Edmonds Chamber of Commerce Economic Development Department Property owners Developers Business owners Economic Development Commission Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # permits applied for following adoption of new Me development standards projects constructed incorporating a mix of uses following adoption of new development 01 standards # variances sought since code update RMW # issues taken to Hearing Examiner, Council, courts since code update Action 1al10 (66a1): Development regulations Primary Lead Rank Complexity Months Development Services Department Mod -low Medium -high 24-36 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Planning Board Downtown/Waterfront area. Architectural Design Board Port of Edmonds Chamber of Commerce Downtown Edmonds Merchants Assn Economic Development Department Property owners Developers Business owners Economic Development Commission Senior Center Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Packet Pg. 85 Action Ia. 11 (66a5): Development regulations Primary Lead Rank Complexity Months Development Services Department Low Low � 12-24 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Perrinville area. Planning Board Architectural Design Board Chamber of Commerce Property owners Developers &onomic Development Commission onomic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations E�16 -5. Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Action 1a.12 (66a6): Development regulations Primary Lead Rank Complexity Months Development Services Department Low Low � Complete Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Firdale Village area. Planning Board Architectural Design Board Chamber of Commerce Property owners Developers Business Owners Economic Development Commission Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 Development regulations Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development NJ standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts .' since code update 2018+ Packet Pg. 86 Action 1a.13 (66a4): Development regulations ir Primary Lead Rank Complexity Months Development Services Department Low Medium -high 1-12 Strategic objective Participants Amend mixed -use development standards to allow City Council higher, mixed -use density in the Five Corners area. Planning Board Architectural Design Board Chamber of Commerce Property owners Developers Business owners Economic Development Commission Economic Development Department Implementation schedule 2013 2014 2015 2016 2017 2018+ Development regulations �W_ _-._ Potential performance measures # permits applied for following adoption of new development standards # projects constructed incorporating a mix of uses following adoption of new development standards # variances sought since code update # issues taken to Hearing Examiner, Council, courts since code update Strategic Objective 1: Economic Health, Vitality & Sustainability lb: Take advantage of special/unique characteristics of areas 4M Action 1b.1 (6): Health and medical industries Primary Lead Rank Complexity Months Economic Development Department Very high Low Ongoing Strategic objective Participants Retain and recruit businesses that support and can Swedish Hospital expand health -related services and products within Chamber of Commerce the general area of Swedish Hospital Edmonds. Edmonds Community College Edmonds School District Edmonds property owners Edmonds commercial brokers Business owners Verdant Implementation schedule 2013 2014 2015 2016 Health and medical industries Potential performance performance measures # Swedish Hospital and related employees '-- # businesses who locate in Edmonds citing Swedish ■ ■-- Hospital # new employees involved in new health -related ■ ■-- businesses 44A 2017 2018+ Packet Pg. 87 Action 1b.2 (5): Advanced Utilit Primary Lead Rank Economic Development Department Strategic objective Retain and recruit businesses that depend on, and can take advantage of, Edmonds' superior fiber optics capability. Implementation schedule Tech/Design/Medical industries Potential performance measures # new businesses defined as tech/design/medical, etc. attracted to locate in Edmonds as result of fiber optic service ActionTb.3 (20): Harbor Square Primary Lead Rank Development Services Department Very gh 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. Implementation schedule Harbor Square Potential performance measures @ date Council approves a Harbor Square Master Plan @ date Council approves a site development agreement # of public benefits & amenities resulting from implementation of Harbor Square Master Plan # developers recruited submitting RFPs post adoption of a Harbor Square Master Plan # projects constructed incorporating following adoption of a Harbor Square Master Plan public indicating Port's implementation of plan is successful Complexity Months Medium Ongoing Participants Chamber of Commerce Port of Edmonds Edmonds Community College Edmonds School District Edmonds property owners Edmonds commercial brokers Edmonds Community Technology Committee Economic Development Commission City of Edmonds IT Department 2013 2014 2015 2016 2017 2018+ Complexity Months High Participants Port of Edmonds Economic Development Department Development Services Department Public Works Department Parks & Recreation Department Citizens Community Transit Sound Transit Friends of Edmonds Marsh Waterfront property and business owners 2013 2014 2015 2016 2017 2018+ Packet Pg. 88 Action 1b.5 (21): Antique Mall, aka Salish Crossing Primary Lead Rank Complexity Months Economic Development Department Very high Medium -high 1-36 Strategic objective Encourage coordination among the Safeway/Antique Mall, aka Salish Crossing, and nearby properties for the purpose of enhancing redevelopment opportunities of this significant gateway site. Implementation schedule Antique Mall Potential performance measures @ date properties are successfully packaged public indicating process is successful as a result of post packaging development Action 1b.6 (23): Swedish Hospital Primary Lead Rank Swedish Hospital District Very high 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 initiates master planning process # residents and organizations involved in process @ Council adopts development criteria # quality developers recruited public indicating process is successful Participants Property Owners Port of Edmonds City Council Cultural Services Division Development Services Department Public Works Department Parks & Recreation Department Antique Mall aka Salish Crossing owners Edmonds Senior Center Community Transit Sound Transit BNSF Railroad WSDOT and Washington State Ferries Developers 2013 2014 2015 2016 2017 2018+ R Complexity Months Hif 12-36 Participants Development Services Department City Council Planning Board Highway 99 Task Force Health & Wellness Center Aldercrest Health & Rehab Center Economic Development Department Economic Development Commission Public Works Department Community Transit WSDOT Property owners and residents 2013 2014 2015 2016 2017 2018+ Packet Pg. 89 Action 1b.7 (11): Organization - Main Street Primary Lead Rank Economic Development Department Mod -high Strategic objective Institute the "Main Street" Program 4-Point approach which includes economic restructuring, promotion, design and organization for downtown. Complexity Months Lod 414W Participants Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown Alliance Business owners Institutions Implementation schedule 2013 2014 2015 2016 2017 2018+ 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 program participating members rating program and events MMM. to be productive Action 1b.8 (22): Highway 99 International District Primary Lead Rank Complexity Months Economic Development Department Mod -low Medium -high 21-26 Strategic objective Create a cohesive brand plan and design theme for this unique area, initiate promotional events and activities, and recruit additional anchors or destination stores. Participants Business Owners Development Services Department Cultural Services Department Property Owners City Council Highway 99 Task Force Economic Development Commission Public Works Department Parks & Recreation Department Community Transit WSDOT Developers Property Owners Implementation schedule 2013 2014 2015 2016 2017 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 2018+ Packet Pg. 90 Action 1b.9 (12): Downtown (BID) Primary Leads Rank Complexity Months Edmonds Downtown Alliance Mod -low Medium Ongoing City Council Strategic objective Create a Downtown Business Improvement District (BID) to benefit properties and businesses for the purpose of instituting marketing, design, and promotional activities within the Downtown business district. Implementation schedule Financing Potential performance measures @ date Council adopts BID $ raised by BID # programs or projects funded by BID revenue BID revenue obtained by leveraging against other funding sources businesses attending annual BID members meetings Action 1b.10 (7): Car dealerships Participants Economic Development Department Finance Department Downtown Edmonds Merchants Assn Chamber of Commerce 2013 2014 2015 2016 2017 2018+ Primary Lead Rank Complexity Months Economic Development Department Very low Low � Ongoing Strategic objective Participants Encourage redevelopment of auto sales facilities that include decked display and storage lots, multistory Highway 99 Car Dealerships sales and service facilities in order to retain this Chamber of Commerce important source of retail sales revenue in the city Highway 99 Task Force and to maximize land use. wAA Implementation schedule 2013 2014 2015 2016 2017 2018+ Car dealerships ---- Potential performance measures $ volume of retail sales taxes generated for the City ---� of Edmonds # building permits issued per year for auto related ' ---� developments Packet Pg. 91 4.1.b Strategic Objective 1: Economic Health, Vitality & Sustainability lc: Enhance economic and employment opportunities fiction 1c.1 (14): Employment - youth Primary Lead Rank No Participant committed as Primary Very high Lead yet Strategic objective Create a young adult job placement service to help find part- and full-time employment opportunities with Edmonds businesses, schools and organizations. Implementation schedule Employment - youth Potential performance measures of all young adults living in Edmonds employed in part- or full-time positions of young adult that can find work that want work of employers who have hired young adults # of employers who have hired young adults Complexity Months Medium 12-18 Participants Chamber of Commerce Edmonds School District Edmonds Community College Economic Development Department Business owners 2013 2014 2015 2016 2017 2018+ Action 1c.3 (1): Database - business recruitment Primary Lead Rank Complexity Economic Development Department Mod -low Low -medium 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 -L Months wqW Participants Chamber of Commerce Port of Edmonds Edmonds Commercial Brokers Development Services Department Downtown Edmonds Merchants Assn Edmonds property owners 2013 2014 2015 2016 2017 2018+ Packet Pg. 92 4.1.b Strategic Objective 1: Economic Health, Vitality & Sustainability 1d: Build on the community's heritage, natural resources, and livability ito promote Edmonds as a tourism destination Action 1d.1 (25): Design - arts and culture Primary Lead Rank Complexity Months Cultural Services Division Mod -high Low -medium On -going Strategic objective Participants Continue to include arts and historical themes in the Economic Development Department Edmonds brand and install artworks, gateways, Chamber of Commerce wayfinding signage, and streetscape improvements at Arts Commission key entrances to Edmonds, e.g., the waterfront, Historic Preservation Commission Downtown, Highway 99, State Route 104 and other Economic Development Commission business districts. Downtown Edmonds Merchants Ass Ausiness owner La Implementation schedule 2013 2014 2015 2016 2017 2018+ Design - arts and culture N�.._ ��--- Potential performance measures @ new comprehensive branding ideas revealed organizations and public that 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 1 (24): Marketing - Edmonds' business, arts and culture Primary Lead Rank Complexity Months Economic Development Department Low Low -medium On -going Strategic objective Conduct outreach to visitors to determine their characteristics, expenditure patterns, sources of information, and other behavior to better understand what attracts visitors to Edmonds. This will inform the city of what marketing efforts are successful and where to best place marketing dollars. Implementation schedule Marketing Potential performance measures # survey responses received from outreach events of expenditures tracked to local Edmonds businesses # new email addresses added to outreach list survey respondents indicating they will increase visits/spending as result of outreach proposals # organizations indicating market results are useful Participants Cultural Services Division Chamber of Commerce Edmonds Center for the Arts Summer Market Edmonds Art Festival Edmonds Historical Museum Artworks Art Galleries 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 Port of Edmonds i 2013 2014 2015 2016 2017 2018+ Packet Pg. 93 4.1.b 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 and Promotion- arts and culture Primary Lead Rank Complexity Months Economic Development Department Mod -high Low -medium On -going Strategic objective Create a central clearinghouse to coordinate scheduling and promotion of events in Edmonds. 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 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 Participants Chamber of Commerce Cultural Services Division Edmonds Arts Commission Edmonds Center for the Arts Summer Market Edmonds Art Festival Edmonds Historical Museum Art Galleries Seaview Weavers Cascade Symphony Orchestra Olympic Ballet Theatre Cascade Youth Symphony Driftwood Players Phoenix Theatre Seattle Jazz Singers Ballet Academy of Performing Arts dL 2013 2014 2015 2016 2017 2018+ Packet Pg. 94 Action 1e.4 (31): Artist live/work Primary Lead Rank Complexity Months Economic Development Department Low Medium 12-36 Strategic objective Explore ways to develop affordable artist live -work - teach -display -sell spaces to attract new and emerging talent to Edmonds similar to the Schack Center in Everett. Implementation schedule Artist live/work Potential performance measures # artists desiring expressing interest in live/work units/spaces @ site selected and project initiated # live/work units created # persons attend art exhibitions at site # persons attend art classes at site @ Level of funding generated by nonprofit or private sources Participants Chamber of Commerce Cultural Services Division City Council Arts Commission Snohomish County Housing Authority Port of Edmonds Downtown Edmonds Merchants Assn Artspace - developers Property Owners 2013 2014 2015 2016 2017 2018+ _�N Strategic Objective 1: Economic Health, Vitality & Sustainability 1f: Promote a permit and licensing process to promote business r recruitment, expansion, and retention Action 1f.1 (3): Economic incentives = Primary Lead Rank Complexity Months Economic Development Department Mod -high 'Medium -high 12-24 Strategic objective Participants Adopt economic incentives for key business or City Council development recruitment targets. These may include Development Services Department reduced or deferred business license fees, permit Economic Development Commission fees, utility connection charges, latecomer fees, park Public Works Department or traffic impact fees, property tax reduction or Parks & Recreation Department deferral, and/or expedited building permit review. Finance Department 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 Chamber of Commerce City Clerk's Office � 2013 2014 2015 2016 2017 2018+ N�--_ Packet Pg. 95 4.1.b 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.2 (33): Farmers/Public Market Primary Lead Rank Complexity Months No Participant committed as Primary Very high Medium -high 12-36 Lead yet Strategic objective Expand into a year-round activity with available all- weather structures, available parking, and increase 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 public indicating results successful Participants Edmonds Summer Market d Economic Development Department Cultural Services Division Parks & Recreation Department Public Works Department Edmonds Historical Museum Chamber of Commerce Property owners 2013 2014 2015 2016 2017 2018+ M� -N_ Strategic Objective 3: Maintain and enhance Edmonds' community character and quality of life Action 3a.2 (37): Downtown restrooms Primary Lead Rank Complexity Months Economic Development Department Very high Medium -high 12-48 Strategic objective Participants Develop a public restroom facility to serve City of Edmonds pedestrians, customers, and tourists in the City Council Downtown district. Chamber of Commerce Downtown Edmonds Merchants Assn Edmonds Downtown Alliance Downtown businesses and property owners Implementation schedule 2013 2014 2015 2016 2017 2018+ Downtown restrooms_ -_ Potential performance measures @ site selected and restrooms constructed downtown businesses indicate restrooms Mk successful downtown customers indicate restrooms successful =I _-1 Packet Pg. 96 Action 3a.11 (17): Diversify housing optio Primary Lead Rank Complexity Months Development Services Department Mod -low o Medium _V 12-24 Strategic objective Participants Increase housing choice by type, price, and proximity Port of Edmonds to employment centers, transit corridors, and Community Transit rw recreational sites in order to provide live/work/play Chamber of Commerce opportunities in Edmonds. Sound Transit Edmonds property owners Developers Economic Development Department Implementation schedule Diversify housing options Potential performance measures # new urban housing starts by type, price, location 2013 2014 2015 2016 2017 2018+ vacancy and occupancy rate of new urban housing A products M d Action 3a.12 (18): Affordable housing Primary Lead Rank Complexity Months Development Services Department Low Medium V 12-24 Strategic objective Participants Promote the creation of rental and sale workforce City Council housing for moderate -income working households Planning Board through incentives that may include additional Economic Development Department density, reduced parking requirements, reduced Snohomish County Housing Authority permit fees, and/or other measures. Edmonds property owners Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ 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 IME affordable housing Packet Pg. 97 4.1.b 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.4 (58): Sounder Train Primary Lead Rank Complexity Months Economic Development Department Mod -high High On -going Strategic objective Participants Increase the schedule and number of Sound Transit Sound Transit commuter rail trains between downtown Seattle and City of Edmonds Edmonds to promote development of transit -oriented Port of Edmonds development at Harbor Square, the waterfront, and Chamber of Commerce Downtown. Community Transit Implementation schedule Sounder Train Potential performance measures # riders using Sounder Edmonds Station due to increase in Sounder service increase in boardings at the Sounder Edmonds Station due to increase in Sounder service WA Department of Transportation WA State Ferries Public Works im 2013 2014 2015 2016 2017 2018+ 'E�16 -hh �- or MPF Action 4a.5 (59): Sound Transit LINK Primary Lead Rank Complexity Months Economic Development Department Mod -high Medium -high 1-132 Strategic objective Participants Develop Community Transit links with the proposed Sound Transit Sound Transit LINK light rail corridor alignment Public Works along Interstate 5. Community Transit Chamber of Commerce Implementation schedule 2013 2014 2015 Sound Transit LINK Potential performance measures # Edmonds riders forecast to use transit as result of LINK corridor development # new mixed -use and transit -oriented development (TOD) likely along Highway 99 corridor due to LINK connection 2016 2017 2018+ Packet Pg. 98 4.1.b Action 4a.7 (54): Highway 99 Primary Lead Rank Public Works Department Mod -high Strategic objective Create transportation improvement program and related project for Highway 99 to improve traffic flow, transit connections, and pedestrian streetscape that encourages 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 traffic flow LOS improved transit ridership increase # 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 Economic Development Department City Council Planning Board Washington State Legislature Police Department Cultural Services Division WA Department of Transportation Community Transit Swedish Hospital Highway 99 property and business owners Citizens 2013 2014 2015 2016 2017 2018+ Action 4a.8 (61): Intermodal Station Primary Lead Rank Complexity Months Public Works Department Mod -high High 60+ 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 on trains and transit 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 Participants City of Edmonds Sound Transit Community Transit WSDOT WA State Ferries Amtrak Port of Edmonds Economic Development Department Development Services Department Port of Edmonds BNSF Railroad 2013 2014 2015 2016 2017 2018+ Packet Pg. 99 4.1.b Action 4a.9 (51): Waterfront connection Primary Lead Rank Public Works Department Mod -high 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, Salish Crossing, and Downtown. Implementation schedule waterfront connection Potential performance measures @ agreement reached with BNSF and WA Department of Transportation @ crossing constructed to improve access/safety for pedestrians and vehicles waterfront users indicating success Complexity Months High 60+ Participants BNSF Railroad WA State Ferries Sound Transit Amtrak Community Transit WA Department of Transportation Port of Edmonds 2013 2014 2015 2016 2017 2018+ Action 4a.12 (57): SR-104 Transit Primary Lead Rank Complexity Months Economic Development Department Mod -low Low On -going Strategic objective Expand Community Transit's schedule and hours to support Edmonds employees and residents, particularly at the waterfront, Downtown, Westgate, and Highway 99 including connections to the Highway 99 International District. Implementation schedule SR-104 Transit Potential performance measures # riders boarding or departing in Edmonds public indicating use of transit over vehicles due to schedule improvements Participants Community Transit City of Edmonds Chamber of Commerce Port of Edmonds Property and business owners Community Transit riders Public Works 2013 2014 2015 2016 Jim 2017 2018+ Packet Pg. 100 4.1.b Action 4a.14 (55b): Shuttle service Primary Lead Rank No Participant committed as Primary Low Lead yet Strategic objective lKnitiate 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 businesses indicate trolley success Complexity Months Low 12 Participants Highway 99 Business Owners Downtown/Waterfront Business Community Chamber of Commerce Community Transit du 2013 2014 2015 2016 2017 2018+ INV Action 4a.15 (56): Swift Bus Rapid Transit (BRT) Primary Lead Rank Complexity Months Economic Development Department Low Low On -going Strategic objective Participants Encourage Community Transit's route along Highway Community Transit 99 from Everett to the King County Metro transfer Chamber of Commerce station at Aurora Village by continued Highway 99 Property and Business owners implementation of improvements and features that Public Works promote and accommodate increased ridership. Implementation schedule 2013 2014 2015 2016 2017 2018+ Swift Bus Rapid Transit (BRT) N�h -- Potential performance measures # riders on Swift boarding and departing at Edmonds stations along Highway 99 corridor 1169 rider increase due to improvements project and mixed -use developments new residents living within % mile of Highway 99 Packet Pg. 101 4.1.b Action 4a.16 (55a): Shuttle service Primary Lead Rank Complexity Months No Participant committed as Primary Very low Low 12 Lead yet � Strategic objective Participants Initiate seasonal or possibly year-round shuttle Downtown Edmonds and Highway 99 service between the waterfront area and Downtown. Business Community and Residents 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 businesses indicate trolley success Chamber of Commerce Community Transit International District AL 2013 2014 2015 2016 2017 2018+ ��l MW Strategic Objective 5: Responsible, accountable, and responsive government 5a: Provide efficient and effective delivery of services Action 5a.2 (68): Permitting processes Primary Lead Rank Development Services Department Very hil" Strategic objective Consolidate and simplify the business license, land use and building permit review process to incorporate electronic application procedures, pre - submittal workshops, and concurrent reviews. Complexity Months Medium -high 12-18 Participants City Council Planning Board Architectural Design Board Chamber of Commerce City Clerk's Office Property owners Architects Developers Implementation schedule 2013 2014 2015 2016 2017 2018+ Permitting processes -�IL N� I Potential performance measures @ on-line applications available-� # on-line applications filed annually-� users indicating on-line applications useful-� review process developers indicating new processw0 predictable and fair public indicating new process provides adequate input and review Packet Pg. 102 5.1 Economic Development Commission Agenda Item Meeting Date: 05/18/2016 Council Priorities from 2016 Retreat Staff Lead: Cindi Cruz Department: Community Services Prepared By: Cindi Cruz Background/History Priorities identified at the 2016 Council retreat. Staff Recommendation N/A Narrative A list of priorities that were identified at the 2016 Council retreat. Packet Pg. 103 5.2 Economic Development Commission Agenda Item Meeting Date: 05/18/2016 Former EDC Priorities Staff Lead: Cindi Cruz Department: Community Services Prepared By: Cindi Cruz Background/History From 2015 EDC priorities dated 12/18/15 Staff Recommendation N/A Narrative The former EDC developed at list of priorities at the 12/16/15 meeting which were revised on 12/18/15 and submitted for any future economic development commission's consideration. Attachments: Former EDC Priorities from 2015 Packet Pg. 104 5.2.a City of Edmonds Citizens Economic Development Commission December 16, 2015 Revised: December 18, 2015 The current City Council has decided to allow the Citizens Economic Development Commission to `Sunset'. The items listed below are the suggested priorities by'the current commission during its final meeting for whatever body of citizens may (or may not) follow this group. These are ideas or projects that the various sub -groups or the Commission as a whole, believes should be worked on in the coming year. • Examine the Five Corners neighborhood in light of the re -development concepts enacted for Westgate Continue work to track and update the accomplishments of the Strategic Action Plan • Study various proposals to encourage increased tourism: parking, signage, festivals and hotel accommodations • Continue work as a "Think Tank" to explore new ideas Look at the possibilities of strengthening the connections between the various districts within the city ■ Support the ongoing efforts to re -vitalize Highway 99 Explore alternative ways to achieve the Growth Management Acts (GMA) population growth requirements • Support the City in its study of the feasibility of Esperance Annexation • Explore methods to accommodate the added population growth with an increased housing diversity to appeal to a broader range of incomes 2016 CEDC Goals Packet Pg. 105 5.3 Economic Development Commission Agenda Item Meeting Date: 05/18/2016 Economic Development Goals & Policies Staff Lead: Cindi Cruz Department: Community Services Prepared By: Cindi Cruz Background/History From Comprehensive Plan Economic Development Goals & Policies Staff Recommendation N/A Narrative For discussion and information the economic development goals & policies from City Comprehensive Plan. Attachments: Economic Dev Goals & Policies from Comp Plan Packet Pg. 106 5.3.a Threats: • Retail "leakage" (i.e. loss of potential local sales activity to areas outside of the City of Edmonds) • Wider variety and availability of housing options and commercial space elsewhere • Concerns over the long-term fiscal sustainability of City of Edmonds services and infrastructure without additional significant business sector growth • Increasing volumes of train traffic, with resulting increase in blockage of at -grade crossings, could threaten economic vitality of the waterfront community. Economic Development Goals & Policies Each key goal in this element (or section) is identified by an alphabet letter (for example, "D"). Goals are typically followed by associated policies and these are identified by the letter of the goal and a sequential number (for example, "D.2") Economic Development Goal A. Foster a healthy business community that encourages appropriately scaled growth and investment that offers a wide range of goods and services, provides employment, and enhances municipal revenue. A.1 Continually strive to offer an efficient, timely and predictable regulatory environment within the framework of a strong customer service approach. A.2 Develop or maintain business recruitment programs, including a tool box of possible incentives, to encourage a wide range of new business development, including retail, service, artisanal manufacturing and professional services sectors. A.3 Foster business expansion and retention through existing and enhanced programs. AA Prioritize purchasing from local businesses while balancing a concern for cost containment. A.5 Promote local business through enhanced public awareness campaigns, events, awards programs and other activities. A.6 Promote emerging business sectors such as artisanal and craft producers, including microbreweries, distilleries, specialty foods, etc., as well as low -impact, specialty manufacturing, including software, electronics, green technology, etc A.7 Continue to partner with business leaders, organizations and community members, such as the Port of Edmonds, Edmonds Chamber of Commerce, etc., to leverage business opportunities and to solicit and address feedback to enhance the business environment. A.8 Leverage business opportunities related to travelers to/from Edmonds using the Washington State Ferry system. Economic Development 111 Packet Pg. 107 5.3.a A.9 Pursue greater energy efficiency in homes and businesses to free up discretionary income for more local spending. Economic Development Goal B. Revitalize and enhance the city's business districts, balancing the needs for housing, commerce and employment development with neighborhood character, amenities and scale. B.1. Adopt land use policies, zoning, and design guidelines that are supportive of economic development, while recognizing neighborhood character, context and impacts. B.2 Monitor and potentially revise parking requirements in business districts to encourage business development, while reasonably accommodating parking demand. B.3. Pursue strategic planning efforts and/or develop land use regulations that will encourage viable, appropriately scaled commercial and mixed -use redevelopment of key properties in the City's business districts. B.4. Continue to foster and enhance the economic vitality of Downtown Edmonds, including retention and growth of existing businesses, attraction of new businesses, and promotion of appropriate in -fill redevelopment. Monitor and enhance the Edmonds Downtown Business Improvement District in its efforts to fund business promotion, marketing, improvement projects, beautification, etc. B.5. Provide staff support to businesses wishing to explore the potential of additional Business Improvement Districts in other commercial areas to help fund business promotion, marketing, improvement projects, beautification, etc., in a sustainable fashion. B.6. Promote enhanced connectivity between the Edmonds Center of the Arts and the Downtown business community to maximize synergy and economic impacts. B.7. Continue to support an historic preservation program that works to identify and preserve historic architectural, archeological and cultural resources for future generations. This can include use of available incentives and the historic preservation building code to encourage property owners to register eligible historic buildings. B.8. Work to "brand" and promote distinct business districts where there is a natural identity, such as the Highway 99 International District, Westgate, the Swedish Hospital Medical District, and the waterfront, among others. B.9. Work with property owners, developers and investors to seek appropriate redevelopment in underdeveloped and/or emerging business districts, such as the Highway 99 medical services district, Five Corners, etc. Ensure that redevelopment in business districts provide a quality environment with character, walkability and amenities for patrons and residents to enjoy. Economic Development 112 Packet Pg. 108 B.10. Implement regulations and/or design guidelines that will ensure the development of quality retail and commercial space that can physically accommodate a variety of future uses. B.11. Implement infrastructure and technology improvements around business districts to provide enhanced service, retain and attract business. Economic Development Goal C. Diversify and grow the City's economic make-up to reduce sales leakage, attract spending from nearby communities, enhance local employment, and increase municipal tax revenues to support local services. C.1. Identify under -represented business sectors and work with partners, property owners and/or developers to recruit new businesses that help fill under -met market demand. C.2. Leverage technology assets, such as existing fiber connections, to support technology -based businesses and potentially to pursue new revenue streams. C.3. Focus on recruitment and "buy local" community marketing on consumer spending segments in which there is significant "leakage" and also a strong possibility of recapturing spending. CA Employ strategic marketing opportunities to attract consumer spending from beyond Edmonds. C.5. Pursue available incentives to foster appropriate redevelopment, where possible. C.6. Encourage longer hours of business operation and/or more evening uses in the business districts to add options during "peak" hours of consumer spending. Economic Development Goal D. Support and enhance the community's quality of life for residents, workers and visitors in order to sustain and attract business and investment, and enhance economic vitality. D.1. In concert with the Housing Element's Goals and Policies, pursue a housing strategy that seeks to accommodate a wide variety of housing options, both in design and affordability, to meet the demands of the full range of the working population, retirees, students, artists, et al. D.2. Recognizing the value of a progressive community in retaining and attracting business, continue to foster an open and accepting community culture that respects diversity. D.3. Support and enhance social, cultural, artistic, recreational and other learning activities for residents, workers and visitors. DA. Pursue efforts to communicate with the public about the value of economic vitality in sustaining the City's quality of life, services and amenities. Economic Development 113 Packet Pg. 109 5.3.a D.5. Integrate programs and activities related to economic prosperity with objectives related to environmental sustainability, social and political equity, and cultural engagement. Economic Development Goal E. Expand and enhance the tourism sector to attract outside spending to help fuel the local economy. E.1 Continue to support existing, and provide support to new, events and festivals that attract visitors. E.2. Continue to support and enhance the arts/culture sector and the visitors that arts/culture events and activities attract. E.3. Support and enhance sporting, nature, and other outdoor events and activities that attract visitors. EA. Strategically employ marketing media and resources to attract visitors. An overall marketing strategy should include a variety of traditional marketing, online marketing, earned media presence and use of social media. E.5. Market Edmonds as a year-round destination for its waterfront location, historic downtown, arts community and venues, eating and drinking establishments, international shopping and dining, natural amenities, gardens and flower displays, parks and recreational assets, etc. E.6. Support the tourism infrastructure, including visitor amenities such as public restrooms, the visitors' center, way -finding signage, enhanced waterfront accessibility etc. E.7. Support efforts to enhance the hospitality infrastructure, including potential for an increased number and/or wider range of lodging establishments Downtown, in the medical services district on Highway 99, and/or in other business districts. Implementation The policies in this document were constructed to provide a supportive foundation for future economic development projects, legislation and decisions. Implementing the city's policies will require cooperative involvement on the part of the City, other public entities, and business and community organizations. As stated throughout this chapter, economic development in Edmonds could require a variety of measures on the part of the City and other entities, including such measures as: • Staff support, outreach and actions in support of business attraction and expansion, as well as promotion of investment and development • Legislative actions (such as decisions related to zoning, incentives, fees and taxes, permit/business requirements, etc.) Economic Development 114 Packet Pg. 110 5.3.a • City expenditures on such things as amenities and infrastructure, and potential property acquisition • Actions by the Port of Edmonds to attract and expand marine -related business and activity • Programs provided by Edmonds Community College that support work -force development, job readiness, job placement, etc. • Collaborative efforts between the Chamber, City and other entities to create and enhance a positive, business -friendly environment In addition, as part of a larger regional economy, the City of Edmonds and its partners must continue to work actively with regional economic development organizations such as the Economic Alliance of Snohomish County, the Snohomish County Economic Development Department, the Greater Seattle Trade Alliance, the Washington Economic Development Association, the Puget Sound Regional Council, the Prosperity Partnership, and the Washington State Department of Commerce, among others. Strategic Action Plan After approximately two years of work on the part of staff, consultants, the Economic Development Commission, and Councilmembers, together with substantial public involvement, on April 2, 2013 the Edmonds City Council approved the City's Strategic Action Plan (SAP). The plan identifies both short-term (3-5 years) and mid-term (5-10 years) community strategic objectives, as well as specific action tasks and responsible participants, schedules and performance measures to achieve them. The SAP is organized into five general strategic objectives: 1. Create economic health, vitality and sustainability 2. Maintain, enhance and create a sustainable environment 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 demand 5. Provide responsible, accountable, and responsive government Each strategic objective is further subdivided into 88 specific action items to achieve implementation. Strategic Objective 1, as mentioned above, is most directly involved with economic development through a series of action items related to general economic sustainability, marketing of business districts, promotion of business development, business outreach and development and a series of land use standards and design guidelines intended to foster investment and appropriately scaled redevelopment. Economic Development 115 Packet Pg. 111 5.3.a However, additional action items (for a total of 22) related to economic development can be found throughout the SAP, illustrating the importance of economic development in the City's strategic direction. As mentioned above, the SAP spans action items that can be worked on immediately to those that may take many years. Nevertheless, it is incumbent on all participants to begin the process of implementation. Implementation is scheduled to begin in 2015 pursuant to a Council -approved implementation plan. Notwithstanding all the above, the SAP does not enshrine the totality of economic development activities to be pursued by the City and its partners. Strategic economic development initiatives, in response to the bulleted items stated earlier will need to be pursued on an on -going basis. These initiatives will in many cases be complementary to action items identified in the SAP. Performance Measures Economic development is a tireless activity in pursuit of enhanced economic vitality that is often more influenced by exogenous economic factors than local actions. For this reason it is difficult to measure on a year-to-year basis the performance of the actions of a local agency and its partners on a community's economic health. Did an increase in business activity, home starts or jobs result from local programs, incentives and/or outreach or would those economic successes have arisen otherwise in a booming economy? Conversely, do lower sales, higher unemployment and a sagging construction sector reflect on unsuccessful local economic development programs or more respond to a regional, national or even global economic down -turn? Whether or not economic success or failure can be attributed to any local actions, it is insightful and informative to monitor the local economy's performance and to attempt to steer economic development strategies in response. To this end, one of the two most basic performance measures related to a local community's economic health is growth or decline in overall employment. What's more, in its adopted planning growth targets Snohomish County has allocated 2,269 new jobs to the City of Edmonds for the planning horizon of 2035. While job growth does not follow a straight line year over year, this 20-year planning target provides a good index to gauge annual job growth in Edmonds. The Comprehensive Plan contains a small number performance measures (no more than one per element) that can be used to monitor and annually report on the implementation and effectiveness of the Comprehensive Plan. Performance measures, as identified in the Comprehensive Plan, are specific, meaningful, and easily obtainable items that relate to sustainability and can be reported on an annual basis. They are intended to help assess progress toward achieving the goals and policy direction of each major Comprehensive Plan element. {Note: The measure identified below is specifically called out as matching the above criteria and being important to economic development goals and will be reported annually, along with performance measures for other Comprehensive Plan elements. It is not intended to be the only measure that the City may use for economic development purposes. Economic Development 116 Packet Pg. 112 5.3.a Performance Measure: Report the number of jobs within the City each year with a goal of reaching 13,948 jobs, excluding jobs within the resource and construction sectors, by 2035. This would require adding approximately 95 jobs annually from 2011 to 2035. Economic Development 117 Packet Pg. 113 5.4 Economic Development Commission Agenda Item Meeting Date: 05/18/2016 Draft Goals/Visions of Success Staff Lead: Cindi Cruz Department: Community Services Prepared By: Cindi Cruz Background/History Draft goals/visions of success for Economic Development Commission from 4/14/16 meeting. Staff Recommendation N/A Narrative Continued discussion on draft goals for Economic Development Commission. Attachments: DRAFT GOALS -VISIONS OF SUCCESS From EDC 4-14-16 Meeting Packet Pg. 114 5.4.a ECONOMIC DEVELOPMENT COMMISSION DRAFT GOALS/VISIONS OF SUCCESS FROM 4/14/16 MEETING • Increase affordability and diversity of housing options • Explore potential for increased building heights in key location(s) — perhaps as a "pilot" to test out the resultant project type(s) • Complete Highway 99 Subarea Plan and identify 3 economic development/redevelopment projects to spark overall redevelopment in the corridor. Pursue strategies to "blight out" crime - ridden, dilapidated hotel(s). • Pursue amendments to the Firdale Village development regulations that could ease or remove impediments to redevelopment. • Pursue appropriate redevelopment along Main Street between Second and Fourth Avenues • Attract key employers, especially those with higher -paying jobs. Recruit mid- and high-tech firms. • Develop and pursue a comprehensive tourism strategy, with resultant increase in tourism - generated revenue (OPM — "other people's money") • Actively pursue development of a boutique hotel Downtown • Strengthen the arts/culture community and its spin-off economic benefits • Re-examine alternatives to the Edmonds Crossing concept Packet Pg. 115