2015-01-28 Planning Board PacketMEETING AGENDA
PLANNING BOARD
Council Chambers, Public Safety Complex
250 5th Avenue North
January 28, 2015
7:00 PM
1. Call to Order and Roll Call
2. Reading / Approval of Minutes: January 14, 2015
3. Announcement of Agenda
4. Audience Comments: (3 Minute Limit Per Person)*
*Regarding matters not listed on the Agenda as Closed Record Review or as Public Hearings
5. Development Services Director Report to Planning Board
6. Public Hearings: (Public participation is welcome)
7. Unfinished Business: (No public participation)
8. New Business: (No public participation)
a. Discussion on Economic Development Element Update
9. Administrative Reports: Review Extended Agenda
10. Planning Board Chair Comments:
11. Planning Board Member Comments:
12. Adjournment
PARKING AND MEETING ROOMS ARE ACCESSIBLE FOR PERSONS WITH DISABILITIES
(Contact the City Clerk at 771-0245 with 24 hours advance notice for special accommodations)
AI-7442
Planning Board Agenda
Meeting Date: 01/28/2015
Reading / Approval of Minutes: January 14, 2015
Department:
Initiated By:
Planning
Information
Subject/Purpose
Reading / Approval of Minutes: January 14, 2015
Staff Recommendation
It is recommended that the Planning Board review and approve the draft minutes.
Previous Board Action
N/A
Narrative
The draft minutes are attached.
Attachments
Attachment 1: Draft PB Minutes of 1.14.15
2.
CITY OF EDMONDS
PLANNING BOARD MINUTES
January 14, 2015
Chair Tibbott called the meeting of the Edmonds Planning Board to order at 7:00 p.m. in the Council Chambers, Public
Safety Complex, 250 — 5`h Avenue North.
BOARD MEMBERS PRESENT
Neil Tibbott, Chair
Philip Lovell, Vice Chair
Bill Ellis
Daniel Robles
Valerie Stewart
Mike Nelson
Evan Zhao, Student Representative
BOARD MEMBERS ABSENT
Todd Cloutier
Careen Rubenkonig
READING/APPROVAL OF MINUTES
STAFF PRESENT
Rob Chave, Planning Division Manager
Carrie Hite, Parks, Recreation and Cultural Services Director
VICE CHAIR LOVELL MOVED THAT THE MINUTES OF DECEMBER 10, 2014 BE APPROVED AS
AMENDED. BOARD MEMBER NELSON SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY.
ANNOUNCEMENT OF AGENDA
The agenda was accepted as presented.
AUDIENCE COMMENTS
No one in the audience indicated a desire to address the Board during this portion of the meeting.
DEVELOPMENT SERVICES DIERCTOR REPORT TO PLANNING BOARD
Chair Tibbott referred to the written report provided by the development Services Director.
Vice Chair Lovell requested more information about the Comprehensive Plan Open House that is scheduled for February 25,
2015 from 5:00 to 7:00 p.m., preceding the Board's regular meeting. Mr. Chave explained that, rather than a public hearing,
the meeting would be an open house to provide information regarding the Comprehensive Plan update. People in attendance
can learn about the process, provide feedback, and sign up to receive additional information as the process moves forward.
Board Member Stewart asked if the Comprehensive Plan page on the City's website is strictly informational or interactive.
Mr. Chave answered that it allows an opportunity for the public to provide feedback. He noted that the City now has a
Facebook Page where people can provide comments, as well.
Board Member Stewart complimented staff on the Building Division Report, which is very informative and shows the
progress made throughout the year. At the request of Board Member Stewart, Mr. Chave provided clarification of the Chart
on Page 1 regarding the actual number of additional residential units. He explained that alteration and/or addition projects
did not increase the number of units available in the City. However, new units were added as part of new construction. In
particular, he noted that the chart provides an estimate of the number of new units associated with the mixed use project.
Board Member Robles requested more information about how the total dollar valuation is calculated. In particular, he asked
why the valuation number for the 2,329 mechanical/plumbing permits was zero. He noted that if $74 million is being used as
a reference or datum, then how the number is calculated should be transparent. Mr. Chave explained that fees for mechanical
and plumbing permits are based on the number of fixtures and are not usually valuation driven. Typically, mechanical and
plumbing permits are done along with overall permits for new commercial and/or multi -family development. If fees for
plumbing and mechanical permits were based on the total valuation, as well, the City would actually be double counting.
Board Member Nelson asked if the City has plans to notify the public that they can now watch the Planning Board Meetings
on television or on line. Mr. Chave said he anticipates an announcement will be made to the public.
Chair Tibbott referenced the Social Media Policy, which was attached to the Director's Report. Mr. Chave said the City
Attorney has advised that members of the City Council, Boards and Commissions should visit the site to be informed, but
they should avoid direct interaction. He emphasized that the Facebook Page is not intended to duplicate the City's website.
It is intended to provide another avenue for information that is friendlier and less formal, and the more formal information
will remain on the City's website. The Board can feed information they want posted on the site, but it must be City related.
He further advised that the Facebook Page is moderated by several City departments. The Board agreed it would be helpful
to have a more in-depth discussion regarding the policy at a future date. It was noted that suggestions for potential changes
to the Social Media Policy would need to be presented to the City Council for consideration.
DISCUSSION/RECOMMENDATION FOR GENERAL AND LAND USE ELEMENTS OF 2015
COMPREHENSIVE PLAN UPDATE
Mr. Chave advised that an open house is scheduled for February 25t'. At that time, staff will provide information about the
overall process for updating the Comprehensive Plan and what its purpose is. A lot of information will be available at that
time, and he anticipates that transportation will figure prominently in the discussion because it is one of the more important
updates. Chair Tibbott asked if the Board will have completed its discussion on all of the elements of the Comprehensive
Plan before the open house. Mr. Chave answered that most of the important elements will have been covered by then.
However, the Board may not see the Transportation Element prior to the open house. This element is still a work in progress,
but it is hoped it is far enough along by the open house to provide background information to the public.
Chair Tibbott noted that after the open house, the various elements will come back to the Board for public hearings. He
asked if the Board would have one public hearing on all of the elements or if they would hold separate hearings on each
element. Mr. Chave said that would be up to the Board to decide. He said it is anticipated the Board will forward a
recommendation to the City Council sometime in the Spring, with a target date for adoption by the end of June. He reminded
the Board that their review is running in tandem with the Council's review of the various elements.
Board Member Stewart pointed out that, as per the extended agenda, the Board's first public hearing on the Comprehensive
Plan update is scheduled for June 1 Oth. It appears that the City Council will conduct a public hearing on each of the elements
prior to the Board's hearing. Mr. Chave said the Development Services Director did not anticipate the City Council would
want to have hearings during the initial stage, but the City Council decided to hold a public hearing before discussing each
element. He said it would be good if the Planning Board could complete their public hearing process and forward a
recommendation to the City Council before the tentative June 10`h date.
Planning Board Minutes
January 14, 2015 Page 2
Vice Chair Lovell referred to the I" sentence in the 2nd paragraph on Page 12 of the General Background Section
(Attachment 1) and questioned if it is appropriate to include a reference to the "economy recovering from the recession. He
reminded the Board that the role of the Comprehensive Plan is to provide a general vision and guidelines as opposed to being
too specific. He recalled the Board's previous discussions about keeping the Comprehensive Plan simple and
straightforward. The Board agreed to eliminate this sentence.
Board Member Stewart noted that the regional Vision 2040 Plan paints the City in the context of being in a beautiful
environment, and she does not believe this is emphasized enough in the Comprehensive Plan. She said she reviewed the
General Background Section and the Land Use Element again and identified a number of changes that would incorporate
language from Vision 2040 regarding the natural environment, the amenities that attract people to the City to live and visit,
and the need to protect what they have. She read the opening statement of the Vision 2040 document and stressed the
importance of making sure the language in the Comprehensive Plan adequately discusses the need for maintaining a healthy
environment and maintaining what the City already has. The Comprehensive Plan should appreciate the City's amazing
setting and integrate it into its future plans. As an example of the type of changes she is proposing, she shared the following
new language for the 4"' paragraph on Page 10 of the General Introduction Section (Attachment 1) that expands upon the
assets the City cherishes and wants to protect into the future:
The City of Edmonds was incorporated in 1890 with the original town site encompassing approximately 550 acres
including lush forests and 5 miles of beautiful shoreline along Puget Sound. The City of Edmonds was a well -
established community by the turn of the cep! M, and the present urban form preserves many characteristics of its
historic origins. The community's location on the west -facing slopes of Puget Sound provides many amenities
including extensive views of the water and mountains, with access to beaches and waterfront parks. The original
town site is now occupied primarily by the downtown and adjacent residential areas, but all encompassing of the
magnificent and natural environment. The city has expanded in area through annexations to approximately 9.1
square miles.
Board Member Robles agreed with Board Member Stewart's proposed changes in principle. There are numerous statements
in the Land Use Element about the need to stay within the intended form and function of the City and/or that the architectural
standard needs to be within the character of the City. However, there is nothing in the Comprehensive Plan that clearly
defines what the character of Edmonds is. The additional language put forward by Board Member Stewart could provide a
backdrop for this information. The remainder of the Board concurred.
The Board agreed that the best approach would be to send the General Introduction Section and Land Use Element forward to
the City Council as currently written, with the additional changes identified tonight. However, it should be understood that
they are unfinished documents that the Board will continue to revise. They invited Board Member Stewart to forward her
proposed changes to staff for dissemination amongst the Board Members. The Board Members could review the changes and
forward appropriate comments to staff in preparation for a continued discussion at a future meeting. Mr. Chave agreed to
review the extended agenda and identify a date for the Board's continued discussion, as well as a deadline for submitting
written comments.
Chair Tibbott commented that he found the historical background contained in the General Introductory Section to be very
interesting and well put together. He felt the need to alert other citizens of Edmonds about the information because it is very
valuable in terms of understanding the history of the City.
Vice Chair Lovell referred to Page 57 of the Land Use Element (Attachment 4), which talks about activity centers. He noted
that the verbiage indicates there are two activity centers in Edmonds, but it does not indicate where the activity centers are
located. He asked if this sentence refers specifically to the Downtown/Waterfront and Medical/Highway 99 Activity Centers
and not the neighborhood centers. Mr. Chave said it is intended to refer to the two activity centers, and perhaps it would be
appropriate to specifically call them out at the end of the sentence. He explained that the two activity centers is where the
City anticipates the most intensive and walkable areas in the City will be located. Because there is good transit service in
these areas, it is anticipated they will experience more change than the neighborhood centers, which are fairly limited by
geography and historical development.
Planning Board Minutes
January 14, 2015 Page 3
Vice Chair Lovell referred to the framework goals that activity centers in Edmonds are intended to address (Pages 57 and 58
of Attachment 4) and asked if these same framework goals would apply to the neighborhood centers, as well. Mr. Chave said
they would apply to some degree, but they are intended to be specific to the activity centers. Vice Chair Lovell observed that
language related to Five Corners and other neighborhood centers can be found in other sections of the Comprehensive Plan.
Vice Chair Lovell referred to Downtown/Waterfront Goals B and C (Page 62 of Attachment A), which both make reference
to Edmonds Crossing at Point Edwards. He asked if Edmonds Crossing is still a viable project or if its reference should be
removed from the Comprehensive Plan. Mr. Chave answered that the Edmonds Crossing Project at Point Edwards continues
to be the City's expressed desire. While there are questions about funding and when the project might move forward, the
City has not expressed a desire or conclusion that it should not be a goal. He cautioned that the City should approach this
project carefully with a detailed, thorough evaluation of alternatives. Because of the history of documents and reports and the
multi jurisdictional partnerships, it is not a decision the City would want to take lightly on its own.
Mr. Chave pointed out that changes were made throughout the Downtown/Waterfront Plan to address the community's desire
to pursue emergency access over the tracks and to support transit facilities in the downtown. He summarized that while the
City does not want to give up on Edmonds Crossing at Point Edwards, having a little more language in the Comprehensive
Plan about these shorter -term goals would be appropriate. Vice Chair Lovell said he supports the language, as drafted,
which adequately and clearly addresses the need to solve problems such as ferry queuing and emergency access over the
railroad tracks.
Vice Chair Lovell noted that Downtown/Waterfront Goals B and C (Page 62 of Attachment 4) also mention the Port of
Edmonds Master Plan. He asked if the Port currently has an up-to-date master plan. Mr. Chave answered affirmatively. He
recalled previous discussions about whether or not the Comprehensive Plan should continue to adopt the Port's Master Plan
by reference. In either case, it is not part of the materials the Commission is considering at this time.
Mr. Chave pointed out another subtle change on Page 70 of Attachment 4. Staff is recommending that the timeline (5 to 7
years) for short-term actions be eliminated. He explained that, at this time, the City does not know what the actual time
frame for the short-term actions will be. Vice Chair Lovell said he supports the additional short-term action (Item 1 on Page
70 of Attachment 4), which calls for developing a short-term plan and strategy to address transportation conflicts and safety
issues involving the interaction of rail, ferry, vehicular and pedestrian traffic in the waterfront area. Mr. Chave noted that the
last sentence in Item 3 on Page 70 of Attachment 4 was also updated to read, "during the short-term planning period, evaluate
the feasibility and benefits of retaining a commuter rail and transit presence after the construction of Edmonds Crossing."
Chair Tibbott asked if the proposed language provides enough clarity for planning purposes. Mr. Chave answered
affirmatively. He explained that the intent is to provide a sense of what the overall direction will be without necessarily
detailing the conclusion.
Board Member Robles said the language on Page 48 of Attachment 4 makes it appear as though the City is changing the way
useable land is calculated. If that is the case, the document should also make note of the previous method. Mr. Chave said
no changes are being proposed to the method of calculating useable land. He cautioned against providing too much detail of
this type in a planning document. Board Member Robles agreed, but suggested that the language should make it clear that no
changes were made.
Board Member Robles referred to Page 53 of Attachment 4 and asked how the term "employment is defined." Mr. Chave
answered that the term refers to all employment that is tracked and defined by the State Office of Financial Management. He
explained that the City does not do its own independent study. The State tracks businesses licenses and the information is
funneled to the Puget Sound Regional Council to be sorted out by jurisdiction.
Board Member Robles said he supports the I' bulleted item on Page 60 of Attachment 4, which calls out the increased
concern about conflicts and safety issues related to the interaction of rail, ferry, vehicular and pedestrian traffic. However,
he suggested that the statement should also identify the need for emergency response infrastructure. He noted that even a
simple derailment could block access across the tracks for hours and people could be stuck on the other side. Mr. Chave
agreed that this is one of the issues that should be studied when trying to resolve safety problems, and the Council has had
discussions with staff about ideas, short of doing a physical connection, such as having some sort of aid presence on the
Planning Board Minutes
January 14, 2015 Page 4
waterfront, itself, so there is emergency response available independent of the ability to cross the tracks. Obviously, there
would be a cost associated with this concept, but it is within the realm of options that will be looked at.
Vice Chair Lovell pointed out that the P bulleted item on Page 61 was changed to add a sentence about resolving
transportation conflicts and safety issues involving the interaction of rail, ferry, vehicular and pedestrian traffic. Board
Member Robles expressed concern that the language does not specifically call out emergency response. Mr. Chave
suggested that "safety" would include emergency response, as well. He reminded the Board that the thrust of the policies is
to call out the problems and the need to address them, but not to assume or guess what the solution will be.
Student Representative Zhao observed that there are currently emergency towers on the terminal side of the tracks. Pressing
the button on the tower activates the emergency system and a light goes on. He suggested it would be helpful to have these
towers on both sides of the tracks. He noted that the towers were originally designed for personal safety on college campus.
Board Member Robles said this would not solve issues related to emergency response, which is not trivial. He suggested
that, at the very least, there should be defibrillators on the water side of the tracks. Mr. Chave agreed and said all of these
ideas could be discussed as part of the safety issue.
Board Member Robles referred to the bulleted list of components of the overall vision of the downtown/waterfront area on
Page 60 of Attachment 4. He noted that that this section includes very little regarding electric charging stations and
technology such as public WiFi, bike sharing, and auxiliary use of smart phones to gain data transport. He suggested that
additional language related to technology would be appropriate in this section.
Board Member Robles noted that a lot of language was removed from the Land Use Element starting on Page 78 of
Attachment 4. Mr. Chave said the language is related to design, and was moved to the Urban Design Element of the
Comprehensive Plan. Mr. Chave also noted that references to water resources and drainage management on Page 114 of
Attachment 4 were eliminated because they are already addressed in the Stormwater Element. Including them in the Land
Use Element would be conflicting and repetitive.
Board Member Robles raised a concern that Item C.3 on Page 94 of Attachment 4 may not be adequate to create sufficient
buffers between higher density and adjoining residential neighborhoods. He specifically referred to Highway 99, where there
is an underrepresented population that will endure a fairly stout amount of development. There are opportunities to use
innovations such as green walls, urban farms and other sustainable resources as a transition between the active zones and the
residential communities. Board Member Lovell pointed out that Item C.2 on Page 94 of Attachment 4 has more specific
language about transition and was added to address the concerns Board Member Robles brought forward at the last meeting.
Board Member Robles agreed that the new language in Item C.2 adequately addresses his concern.
Board Member Stewart referred to Table 6 on Page 42 of Attachment 3 and asked what is meant by the term "nominal
change." Mr. Chave explained that "nominal change" is a mathematical term. Nominal is numeric. The number for nominal
change in the 2010 column represents the difference between 2000 and 2010, and the number for nominal change in the 2035
column represents the difference between 2010 and 2035. However, the number for nominal change in the 2000 column has
no reference and probably referred to an earlier count. It should probably be changed to a dash. He agreed to review this
table and see if can be made clearer.
Board Member Stewart asked if the bulleted items on Page 43 of Attachment 3 were taken from the Vision 2040 Plan. Mr.
Chave answered that the only reference to the Vision 2040 Plan is the general reference to the activity center concept. There
is no connection between the framework goals (bulleted list) and the Vision 2040 Plan. The list is intended to provide a
description of what the City is trying to do in activity centers in Edmonds. He explained that the activity centers in Edmonds
do not really track with the regional centers and other higher -ordered centers that are called out in Vision 2040. While they
are consistent with the concept of having some sort of pedestrian, transit -oriented development in the City, they are at a
different scale than the significant centers called out in Vision 2040.
Board Member Stewart recommended that bicycle mobility should be specifically called out in the Comprehensive Plan. She
recalled that the Board has discussed the concept of complete streets and some of the overarching vision in the
Comprehensive Plan talks about the ability to move around and stay healthy, as well as connectivity.
Planning Board Minutes
January 14, 2015 Page 5
Board Member Stewart recalled that at their last meeting, it was noted that the City Council's discussion regarding the Senior
Center included the concept of the facility becoming a senior center/community center. Because discussions regarding the
concept have been robust, she felt it would be prudent to include a reference in the Comprehensive Plan. Mr. Chave recalled
that the Board previously agreed it would be premature to include the concept at the Comprehensive Plan level before the
senior center process has run its course. He noted that the Comprehensive Plan could be amended in the future to incorporate
the concept, if appropriate.
Student Representative Zhao noted that Table 6 on Page 55 of Attachment 4 is intended to replace Table 7 on Page 56 of
Attachment 4. The first data point on Table 7 is 1990, but the 1990 data was eliminated from Table 6. He suggested that
Board Member Stewart's concern could be resolved by putting the 1990 figures back in. Mr. Chave agreed that would be the
easiest way to make the table clearer. However, he cautioned that the 1990 figures can be misleading because the City
experienced a lot of annexation in the late 1990's.
Mr. Chave reminded the Board that the plan is to review Board Member Stewart's proposed changes and then schedule a
continued discussion at a future meeting.
EDMONDS PARKS, RECREATION AND CULTURAL SERVICES PLANNING BOARD REPORT
Ms. Hite presented the Parks, Recreation and Cultural Services report, specifically noting the following:
• Five Corners Roundabout Artwork. The roundabout is now open and it is beautiful and includes and art element that
was created by a local artist and selected by the Arts Commission through a public process. It has some blue lighting
that is supposed to depict opening up to the waterfront. They are very happy with the artwork and have heard great
comments from the community.
• 41b Avenue Cultural Corridor. Based on the Community Cultural Plan, the City has been working the Arts
Commission on some temporary art installments that might help bring visibility to the corridor short of getting a grant
for $5 million to actually complete the corridor improvements. The plan is to incorporate a few elements this year and
see how they are received by the community. She provided pictures and explained the concepts, which include parklets,
crosswalk installments, etc.
• Edmonds Downtown Cultural Heritage Tour. The tour is up and running and people have been using it. The actual
signage and stories are located mostly in downtown and tell a lot of the history of Edmonds. She encouraged the Board
Members to take the opportunity to check them out.
• SR 99 International District Enhancement Project. The lanterns and banners were installed in the International
District during the past year, and staff will continue to work with the Engineering Department to do more work on SR
99.
• Flower Basket Poles. A total of 22 poles with unique art elements have been installed in downtown Edmonds and a
walking map is available on the website and at the Francis Anderson Center. The existing poles are rusted and bent, but
they are still functional and safe. The goal is to replace all of the poles over the next two years. The program has
received rave reviews from the community.
• Edmonds Marsh/Marina Beach Master Plan. The Parks Department is working with the Stormwater Division on a
project to daylight Willow Creek, and 30% of the design and feasibility work has been completed. The City recently
received another grant for $160,000 to complete 60% design and begin the permitting work. However, in order to get to
60% design detail, it is necessary to figure out where Willow Creek is going to out lie on Marina Beach Park. The City
hired consultant, Shannon Wilson, to conduct a study on two possible alternatives: one through the southern portion of
the beach property through what is known as the off -leash area and the other through the northern portion of the property
over the green hill and through the parking lot? The City has also hired consulting firm, Walker Macy Architects, to
help the City through the master plan process for Marina Beach Park. The consulting team will consider the two options,
as well as alternatives that might be better for the park. A project advisory committee has been formed to work with the
consultant to walk the community through the master plan process. She pointed out that Marina Beach Park has never
Planning Board Minutes
January 14, 2015 Page 6
been master planned; it was just created. This process will provide an opportunity for the City to work with the
community on the outfall of Willow Creek, as well as creating some environmental and educational pieces with the
salmon and pedestrian walks over the creek. The process will identify the components of the park that the community
still loves and wants to retain, as well as new components. Once the master plan is completed in draft form, it will be
presented to the Planning Board for review and a public hearing. The goal is for the City Council to approve the master
plan, including the outfall and alignment of Willow Creek, so the City can proceed to the 60% design level and the move
towards 90% design and construction. She said she anticipates a three to five year time span for the projected to be
completed.
Vice Chair Lovell asked if salmon habitat was included as part of the Willow Creek study. Ms. Hite answered that the
channels identified in the study by Shannon Wilson have been shown to be very attractive for salmon to come back into
the marsh. She explained that the study and project has a dual purpose of creating the natural habitat again, but also
containing stormwater to reduce flooding problems on SR-104.
Chair Tibbott asked if the off -leash area is considered part of Marina Beach Park, and Ms. Hite answered affirmatively.
Chair Tibbott asked if the off -leash park could be maintained if there is a creek channel running through it. Ms. Hite said
it could be maintained, but it might be smaller and/or have a different look. Prospective consultants for the master plan
were asked to share their preliminary innovative ideas for incorporating the creek outfall into Marina Beach Park. The
consulting firm that was hired provided two dynamic designs that would introduce educational and natural elements to
the park, but continue to maintain the existing components. Chair Tibbott asked if would make sense, under some
circumstances, to maintain the off -leash park in its current location. Ms. Hite said it could. She noted that there has been
a lot of discussion about the environmental impact of dogs on the beach, there is also a large contingent of Edmonds
residents who love the dog park in its current location. It will be up to the public to guide the process and then the
Planning Board and City Council to decide what is best for the community.
Yost Pool. This pool is one of the gems of the community, and several capital projects have taken place over the past
few years. The boiler was replaced in 2014, which resulted in a significant savings in utility bills and allowed the pool to
operate much more efficiently. The plan is to replace the spa in 2015. The spa has had continual problems, but it is
popular amongst the community given the cold mornings when people come for lap swimming and lessons. The City
entered into a partnership with the YMCA in 2014 to provide lifeguards and swim instructors. For the first time in the
history of the pool, it finished the year in the positive financially. The City provided the registration platform and
programming, and the YMCA ran the program. They are currently in discussions with the YMCA for the 2015 season,
and the YMCA has indicated a desire to run the entire pool, including maintenance.
City Park Spray Pad Design. The playground equipment at City Park was replaced in 2014. However, they ran into
some technical issues related to the spray pad, and the City hired consultant Site Workshop to redesign the project. The
consultant was able to resolve the technical issues and the permits were issued on December 2nd. The City will go out to
bid for the spray equipment next week and advertise for construction bids in two to three weeks. The goal is to break
ground in March with completion by Memorial Day. However, she acknowledged that the project may not be completed
until mid June. She emphasized that the project has received a lot of community and grant support ($500,000 grant from
the Washington State Recreation and Conservation Office (RCO), $270,000 from the Hazel Miller Foundation, $80,000
from Snohomish County, and the City paid for the remainder of the $1.3 million project). The new play equipment was
installed last June by a group of over 80 volunteers who worked hard over a three-day weekend.
• Dayton Street Plaza. Demolition work for this project will begin next week, and funds have been set aside for its
completion in 2015. The plaza will be located outside of the old Public Works Building on 2nd and Dayton, and the
designs were done by Barker Landscape several years ago. The plaza is meant to be a draw for people to enjoy the plaza
but also a resting point for those walking from downtown to the waterfront.
• Park Impact Fees. In 2013 park impact fees were assessed at 50%, and starting in October of 2014 the assessment was
at 100%. It is projected that at the end of 2015, the City will have between $500,000 and $600,000 to invest in parks that
will help address the increased demand associated with growth.
Planning Board Minutes
January 14, 2015 Page 7
Former Woodway High School Development. This project is currently under design and will break ground in 2015.
The City secured a $750,000 grant from the State and a $2.5 million grant from Verdant Health Care. The City and
Edmonds School District are each contributing $500,000. The total cost of Phase I of the project is $4.2 million. The
emphasis is to create a health and wellness site at the former high school. It is a destination site where parking is already
available and no additional impervious surface would be needed. There is a dedicated driveway in place and the site is
surrounded by trees and a buffer. The project would create two, multi -use, full-sized turf fields. Although lighting was
originally part of a later phase, but the City is hoping to include it in Phase I. The beauty of turf fields is that they can be
used year round. Without lights, it would be hard to use them after 5:00 p.m. in the winter. She is currently working on
a partnership with the school district that would allow the City to give the district $500,000 for the project. It would also
give the City scheduling rights, as well as the maintenance responsibility for the fields.
Museum Plaza. This is a city -owned building that is leased to the museum. The Edmonds South Snohomish County
Historical Society is planning to develop a community plaza in front of the museum entry, and they have provided a
rough schematic drawing of their plans. City staff will work with the Society to move the project forward. She noted
that the inside of the building was recently restored. Chair Tibbott asked if there are any restrictions due to the historic
nature of the building. Mr. Chave said the structure is the former Carnegie Library and is listed on the Edmonds Register
of Historic Places. Any changes must go through the Historic Preservation Commission for a Certificate of
Appropriateness. The Commission's charge is to review changes to ensure that the historic integrity of the building
remains intact. He advised that the preliminary concept was recently presented to the Historic Preservation Commission
and received positive review. However, some modifications will be made based on feedback from the Commission.
• Parks, Recreation and Open Space (PROS) Plan and Community Cultural Plan. Updates to both of these plans
were recently adopted. The PROS Plan incorporates a new chapter on habitat and open space, as well as a new chapter
talking about park foundations in metropolitan park districts. The robust plans will serve as a guide for the next six
years.
• Cemetery. The City will be researching and planning for a cemetery mapping project in 2016. At this time, the
cemetery is not marked or mapped, and the project is an effort to bring the cemetery to a standard so it can be operated
efficiently. Commissioner Robles suggested that an Edmonds app would be useful to provide an avenue for City
information to be downloaded. Ms. Hite agreed and said the City is using QR codes around the city so people can take
pictures and get information.
Community Garden. The City is working with the Lutheran Church at Westgate, who hosted the community garden
that opened in 2014. They are also working on plans to have a community garden on the north side of the Old Woodway
High School site. Chair Tibbott recalled that the City previously identified Esperance Park as a possible community
garden location. Ms. Hite said the City did have some discussion with Snohomish County, who was in the process of
purchasing the school district property located to the south of Esperance Park. The purchase was completed in
November and Snohomish County is currently working with the community to master plan the park. There has been a
lot of community support for a community garden and/or off -leash park in this location. She noted that it is not within
the City limits, but Edmonds residents are able to use the park and benefit from it.
Civic Stadium. The City has had this acquisition in its Comprehensive Plan and PROS Plan for a number of years.
Discussions with the school district have often failed, but now they are on the edge of possibly purchasing it. The City
conducted an appraisal of the property and submitted an RCO grant for acquisition funds, but they will not know about
the funds until May. The district is now performing its appraisal, and the goal is to complete the transaction in 2015.
Board Member Nelson asked about the City's current plan for the Civic Center fields. Ms. Hite said it is a current asset
to the City's Park system, and numerous activities already happen there. If acquired this year, $100,000 has been set
aside to master plan the park in 2016. It may be that the community wants to keep it the same, or there may be an
interest in creating a key signature downtown park that has more walking areas, berms, etc. Some capital improvements
are needed and the stadium is in significant disrepair and expensive to maintain.
• Fishing Pier. This facility is 35 years old. The City approached RCO with a grant application for $1.3 million and the
requests have scored high. They are also collaborating with the Department of Fish and Wildlife, which owns the pier
that sits on Port property. The facility currently has a three-way partnership, and all parties have a vested interest in
Planning Board Minutes
January 14, 2015 Page 8
continuing to maintain the pier as an asset in the park system. Some students from Edmonds Woodway High School
have been asked to help solicit feedback from the community about what they would like to see on the pier, itself. While
most of the work will be focused on the underneath portions of the pier, there are some funds to improve amenities for
the users, as well. Board Member Stewart inquired about the timeline for the project, particularly the work done by the
students. Ms. Hite said the City's original intent was to go out to bid and start project construction on June ls`
However, the Department of Fish and Wildlife would like to postpone the project until the actual grant funding is
available in September. Because work during the winter months could impact the integrity of the repairs, the project will
likely be pushed out to the spring of 2016. However, some of the above -grade repairs may move forward this summer.
Student Conservation Association. The City has collaborated with the Student Conservation Association for the past
few years to bring in 10 to 12 young people from the work/education program to help the City in the parks over the
summer. The students get paid for their work, and the program is targeted to youth between 14 and 21. The Hazel
Miller Foundation also supports the association's efforts. It is fun to see young people learn about and invest in the
environment and the community. Board Member Nelson asked Ms. Hite to describe some of the work the youth have
done. Ms. Hite said the spray pad at City Park required wetland mitigation along the west side of SR-104, and the youth
completed the entire project.
• Anderson Center Amphitheatre. This is a gem in the community that is used quite a bit. The roof will be replaced in
2015 as it is in disrepair. The stage will be redone, as well. However, the footprint of the facility will remain the same.
Veteran's Plaza. Based on a recommendation from the Planning Board, the City Council charged a community group
with developing a design for a Veteran's Plaza located outside the Public Safety Building. This group has been working
with the City and will present their preferred concept design to the City Council on January 20th. A public hearing is also
scheduled for the same date. She explained that the intent of the design is to create a place rather than a thoroughfare
between the parking area and City Hall and/or the Public Safety Building. The design includes a wall that would
represent the five branches of the military, and the branches would be separated by water features. The walls would be
about shoulder height. The current plaza area would be retained, as would the existing trees and landscaping. However,
seating would be added. The wall in the garden area would also be reconfigured to make it a nice seating area that allows
for people to reflect. The committee is very excited about the design.
Board Member Stewart asked if the project would result in more impervious surface. Ms. Hite answered no. Board
Member Stewart pointed out that there are opportunities, such as rain gardens, to improve stormwater management over
what currently exists. Ms. Hite agreed to consider options for improved stormwater management.
Recreation. The recreation program had a great year in 2014, with a very successful health and fitness expo that was
co -sponsored by the Edmonds School District. The Beach Ranger program continued and was actually expanded to its
original hours prior to 2011. Approximately 100 people participated in the Street Scramble. The every -day programs
were successful, as well; and enrollment is picking up from the recession. Pickle ball has been trending, and there is a
large club in Edmonds. At the request of the club, the City striped two of the tennis courts at Yost Park for pickle ball,
as well. They currently have four nets available, and they are excited to host a tournament in 2015.
Metropolitan Park District. The Parks Department staff may revisit the issue of a Metropolitan Park District. A
citizens' group previously presented a proposal to the City Council, which was approved and scheduled to go on the
ballot. Because the budget forecast improved, the City Council subsequently decided against asking voters for more
taxes. However, the budget forecast in coming years is not as positive, and there must be some discussion about what
the community can do. One concept called out in the PROS Plan is the exploration of a Metropolitan Park District. She
noted that the City of Seattle just recently passed a $42 million program by a wide majority vote. About 90% of all
parks levies and revenue packages put to voters across the state have passed, which makes it clear that people want parks
and they are part of the quality of life. She encouraged the community to continue to discuss the option.
• Park Naming Policy. The Parks Department staff will work on a park naming policy in 2015.
Chair Tibbott asked for an update on the Sunset Avenue Walkway. Ms. Hite answered that the Public Works Department
restriped the streets to identify walkways along Sunset Avenue without specific involvement from the Parks Department.
Planning Board Minutes
January 14, 2015 Page 9
The Parks Department's interest would be developing the southern portion of Sunset Avenue so it is more inviting for people
to sit and view the sound. She supports the bicycle/walkway trail. She said she leads the senior walking program, and every
time they got to Sunset Avenue they ended up on a dirt path. By the end of the summer they were able to walk on cement on
the view side. The project is controversial, and the intent is to gauge community feedback after the one-year trial period.
Chair Tibbott asked if funding for the Sunset Avenue Walkway Project would come from the Parks or Public Works Budget.
Ms. Hite said there are a number of funding options. However, parks funding and/or RCO grant funding would only be
available if it is a dedicated trail with a division to a street. As currently configured, the walkway would not qualify.
Board Member Robles asked if the City has a stake in the Meadowdale Playfield turf project. Ms. Hite answered
affirmatively. She explained that the City of Lynnwood is taking a lead on the project, and they have applied for grant
funding. In addition, $1 million from a recent school district bond is dedicated to the playfields. The City actually uses the
playfields via a joint partnership with the school district and the City of Lynnwood. Lynnwood maintains the fields and the
City of Edmonds helps pay for the maintenance. The City of Edmonds has set aside capital money to help with the turf
project, and she anticipates that the fields will be replaced in 2016 or 2017. She noted that the City of Edmonds owns the
Meadowdale Clubhouse and has plans to replace the play equipment this year. Board Member Robles asked if the City has
plans to remodel the interior of the clubhouse, and Ms. Hite answered not at this time. Board Member Robles commented
that it would great to have an entry into the county park from Edmonds.
Board Member Stewart asked how much additional potable water would be required to operate the spray pad beyond what is
used now. Ms. Hite said the proposed recirculating system would significantly reduce the amount of water needed to operate
the facility. She noted that Edmonds would be the first spray pad in Snohomish County that uses a recirculating system
rather than a direct -to -drain system. As proposed, the water would be chlorinated and recirculated to the site. Vice Chair
Lovell suggested that educational signage be added near the spray pad to inform the public of the sustainable benefits of the
proposed system.
Ms. Hite concluded her presentation by noting that the Parks Department staff is an incredible team, and they have
accomplished a lot over the past year. They are passionate about their work and committed to Edmonds.
Chair Tibbott asked Ms. Hite to extend the Board's appreciation to the Parks Department staff. He also suggested that the
written report should be published on the Planning Board's website.
DISCUSSION/RECOMMENDATION FOR UTILITIES ELEMENT OF 2015 COMPREHENSIVE PLAN UPDATE
Mr. Chave explained that the Utilities Element covers potable water, sanitary sewer, storm and surface water management
and solid waste. The goals and policies outlined in the Storm and Surface Water Management Section came directly from the
Storm and Surface Water Management Plan that was more recently updated, and there is a reference to the plan where more
detailed information is available. However, because there are no itemized goals and policies in the Potable Water and
Sanitary Sewer Plans, the language in the respective sections is more narrative to reflect the language in the plans. When the
two plans are updated in the future, they will be reformatted to be consistent with the Storm and Surface Water Management
Plan. The Solid Waste Section contains essentially new language that replaces the old, dated language.
Board Member Stewart recalled discussions amongst the Mayor's Climate Protection Committee regarding recent staff and
City Council discussions about developing a zero waste policy. She asked if this policy has evolved to the point it can be
presented and incorporated into the Utilities Element. She expressed her belief that more work is needed on the Solid Waste
Section. Mr. Chave noted that the section has been substantially written by Steve Fisher from Public Works, and it represents
his best shot at what he understands the current direction to be. However, he acknowledged that the document could change
based on ongoing discussions with the City Council regarding future programs.
Board Member Robles noted that the Solid Waste Section does not address items such as electronics, batteries, and light
bulbs. While the law requires that these items be recycled at a specialized center, there is no incentive for people to do so and
the items often wind up in the garbage. He acknowledged it is already difficult for utilities to receive two separate sets of
garbage, and there may be resistance to accepting a third. However, he felt it is necessary.
Planning Board Minutes
January 14, 2015 Page 10
Mr. Chave pointed out that Goal D on Page 99 of Attachment 1 actually addresses the concept of zero waste strategies. In
addition, Goal C talks about toxic and other types of materials that are difficult to recycle. Board Member Nelson voiced
support for Goal D, which calls for investigating policies and activities that will lead to development of a zero waste strategy.
Vice Chair Lovell referenced Goal C.3 on Page 142 of Attachment 2 and suggested it be changed to read, "Support programs
that establish collection and recycling infrastructure for materials that are toxic, hazardous, hard -to -handle or under -
recycled." Mr. Chave agreed to seek feedback from Mr. Fisher regarding this proposed change. He said he does not
anticipate a problem with adding the word "hazardous," and he would also ask what "product stewardship initiatives" is
intended to include as opposed to "program."
Board Member Stewart said her understanding is that the storm and surface water goals and policies will be rehashed in some
fashion, zeroing in on water resources and drainage management. She asked if this discussion would also include green
infrastructure techniques such as permeable pavement, rain gardens, and evapo-transportation practices. Mr. Chave agreed to
forward the Board Members a link to the Storm and Surface Water Management Plan, which is also available via the City's
website. He said his understanding from the stormwater engineer is that it includes extensive discussion about green
infrastructure techniques.
Chair Tibbott asked to what extent the Utilities Element would connect with the Shoreline Management Program (SMP). Mr.
Chave answered that there is a connection in a very general sense because there are utility facilities located within the
shoreline area. There are goals and policies in the SMP that talk about the utilities, particularly about stormwater and natural
features, and there is a lot of discussion in the SMP and Critical Area Regulations about promoting and protecting natural
drainage systems, etc. However, the emphasis between the two documents is different. Chair Tibbott said he understands the
emphasis is different, but he would not want one to override or be incompatible with the goals of the other. Mr. Chave did
not believe that would be the case. He encouraged the Board Members to review the Storm and Surface Water Management
Plan and forward their questions to the Stormwater Engineer.
Board Member Stewart announced that the group, Edmonds Woodway High School Students Saving Salmon, along with four
partners (Sound Salmon Solutions, City of Edmonds, Earthcorp, and NOAA), have applied for a grant from the Fish and
Wildlife Foundation to develop a water -quality testing program using students who are trained and supervised to do the
monitoring. She expressed her belief that the program would support what needs to happen with regarding to monitoring
water quality for humans and fish. At this time, they are looking to set up ten monitoring locations, and a walk will be
scheduled to identify the good sites for water -quality testing. She invited Board Members to participate.
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It was discussed that the Economic Development Element of the Comprehensive Plan is scheduled for Board review on
January 28th. Vice Chair Lovell reported on his attendance at the December 17th meeting of the Economic Development
Commission, at which the discussion focused on a draft of their recommended goals and policies for inclusion in the
Economic Development Element of the Comprehensive Plan. This input will be incorporated into the document that is
presented to the Board for review on January 28th. He summarized that the Commission identified five major goals: healthy
business community, land use policies to support economic development, diversifying the city's economic make up,
sustaining and attracting business and investment and expanding and enhancing the tourism sector of the City. He said he
would attend the Commission's January 215t meeting and provide additional feedback to the Board.
Vice Chair Lovell said the Economic Development Commission also had a discussion about potential topics for more
detailed study in 2015. The topics included: safety issues related to the railroad crossing, surveying current business/retail
establishments, identifying areas where economic development can be promoted, engaging the Highway 99 businesses and
working collaboratively with them, setting up a business -oriented website, analyzing and enhancing waterfront businesses,
food trucks, creating a public gathering space, zoning changes to enhance economic development, Five Corners
opportunities, boutique hotel in downtown, an EDC liaison program, items in the Strategic Action Plan and studying how to
capture ferry traffic for greater tourism opportunity. He said he expects the Commission will narrow the list down in the next
few months and establish subcommittees to study the issues further.
PLANNING BOARD CHAIR COMMENTS
Planning Board Minutes
January 14, 2015 Page 11
Chair Tibbott requested a progress report on the City's effort to fill the vacant Planning Board position. Mr. Chave reported
that staff is in the process of filling the position. Chair Tibbott encouraged Board Members to invite people they know to
apply for the position.
Chair Tibbott said he continues to meet with the SR-104/Edmonds Way Study Group. It has been interesting to see and
understand how the corridor functions. The study will be a valuable piece of information.
PLANNING BOARD MEMBER COMMENTS
Board Member Nelson thanked the City Council for approving funds to videotape the Planning Board meetings. People have
busy lives and cannot always attend meetings and/or read minutes on the website. He hopes it results in more public
participation.
Vice Chair Lovell thanked Mr. Chave and his staff for incorporating the Board's comments into the Comprehensive Plan
Elements. He also thanked Ms. Hite for providing a wonderful report on park projects. He highly recommended the Board
Members read the latest issue the American Planning Magazine, which is primarily dedicated to the City of Seattle. He
particularly referenced the article written by Mark Hinshaw titled, "What a Difference a Decade Makes."
Board Member Stewart announced an opportunity to attend a free class titled, `Be a Toxic Free Zone," sponsored by the
Pacific Science Center. The class focuses on everyday products that people use and what to be aware of. The classes are
scheduled for six Monday evenings at the Conference Center in Edmonds from 6:30 to 8:30 p.m. starting on January 26t'.
ADJOURNMENT
The Board meeting was adjourned at 9:40 p.m.
Planning Board Minutes
January 14, 2015 Page 12
AI-7433
Planning Board Agenda
Meeting Date: 01/28/2015
Discussion on Economic Development Element Update
Staff Lead/Author: Patrick Doherty
Department:
Initiated By:
Planning
Information
Subject/Purpose
Discussion on Economic Development Element Update
Staff Recommendation
Discuss and provide any direction on the draft element
Previous Board Action
N/A
Narrative
As part of the 2015 Major Update of the City of Edmonds Comprehensive Plan attached you will find the proposed
revisions to the Economic Development Element.
As the oldest element of the current Comprehensive Plan (approved in 2006) (see Attachment 3) the Economic
Development Element includes some of the most outdated information and least current expression of City goals
and policies in the entire Plan. Consequently, these proposed revisions constitute a substantial re -write of the
element, while still reflecting the pre-existing element's layout, consisting of an Introduction and Discussion, Goals
and Policies, and Implementation.
These proposed revisions of the Goals and Policies were presented to the Economic Development Commission
(EDC) for their review and comment at their December 17, 2014 meeting. Numerous revisions and additions were
suggested by the EDC, which have been incorporated into this final draft. Attached for reference is a copy of the
minutes of 12/17/14 EDC meeting (Attachment 4).
A track -changes version of the Goals and Policies is attached, as well, to illustrate the exact revisions made in this
most important section (see Attachment 2).
The current Economic Development Element from the existing Comprehensive Plan is included for reference in
Attachment 3.
Attachments
Attachment 1: Final Draft Economic Development Element 2015
Attachment 2: Goals and Policies, track changes version
Attachment 3: Economic Development 2006
Attachment 4: EDC Minutes of 12.17.14
Economic Development
Introduction. The purpose of the Economic Development Element is to state the city's economic
development policies clearly in one place, thereby guiding local policymakers and informing the
public about issues relating to the local economy.
The chapter is divided into four major sections: Introduction and Discussion of Economic
Development, The Edmonds Economy, Economic Development Goals and Policies, and
Implementation.
Introduction and Discussion of Economic Development
Why is economic development important?
The International Economic Development Council provides the following general objective regarding
economic development:
"Improving the economic wellbeing of a community through efforts that entail
job creation, job retention, tax base enhancements and quality of life."
With similar objectives in mind economic development in Edmonds can be defined as "the city's
goals, policies and strategies for growing the local economy in order to enhance the quality of life."
Economic development is essential to preserving the existing level of service and attaining long-range
goals for sustainable growth and community vitality.
In general, economic development programs and activities affect the local economy by broadening
and strengthening the local tax base, providing a greater range of goods and services for local
residents, and by providing meaningful employment and entrepreneurial opportunities.
Economic development priorities vary widely from community to community, but Edmonds'
priorities have historically coincided with those of many other Puget Sound area communities,
including: creating affordable housing, adding employment, downtown and business district
revitalization, small business assistance, expansion of existing businesses, new business recruitment
and site selection assistance, community marketing, historic preservation, tourism generation, public
relations, streamlining permit processes, and special development or streetscape projects (including
public art).
While the state of the economy may change greatly as boom and bust cycles come and go with each
passing decade, these economic development priorities seem to stand the test of time. Greater or
lesser emphasis may be placed on specific priorities, but for communities in Washington, including
Edmonds, these are the main economic development activities to continue to pursue.
The Edmonds Economy
A solid understanding of the local economy helps a community to effectively guide policies,
investments, staff resources, and future plans. The following analysis provides a background of the
94 Economic Development
fundamentals of the Edmonds economy, local household and business characteristics, and their
impact on municipal revenues.
The Edmonds economy can best be understood by analyzing local demographics and household
characteristics, local employment data, and local sales activity.
Population
The US Census Bureau's 2013 estimate lists 40,727 residents in Edmonds. That is a 2.6% increase
since the official 2010 census, lagging behind both the Snohomish County and Washington State
growth figures of 4.6% and 3.7%, respectively, during that period.
Of further note in understanding the local economy are the following additional demographic factors:
Average age. The average age in Edmonds is 46 years, substantially older than the countywide
average age of 37, indicating a sizeable retiree population. Several conclusions can be drawn from the
relatively older population of Edmonds.
• The size of the labor force is smaller in Edmonds than a similar -sized city with a lower
average age.
• While the retiree population includes a segment on fixed incomes, the city's higher -than -
average household income figures suggest that there is a sizable segment of retirees who have
discretionary income. Coupled with greater free time, these retirees constitute a demographic
cohort that is able to engage in leisure activities and associated spending that creates
economic activity.
• The housing stock occupied by the older adults and couples may start to see a turn -over in the
next decade, potentially providing more housing for younger adults, couples and young
families. If this occurs, it could increase the size of the labor force population and increase
demand for certain household and personal goods and services, as well as eating/drinking
establishments.
• Conversely, if the average age continues to increase, it could mean that fewer younger
families and workers will reside in Edmonds. This could have a range of economic impacts
that would need to be monitored.
Ethnic make-up. Edmonds and greater Snohomish County exhibit a lesser degree of racial or ethnic
diversity than the State as a whole or many parts of the Seattle -Tacoma -Everett metropolitan area.
With 83% of residents listed as "white," Edmonds is less ethnically/racially diverse than the
following nearby cities:
Economic Development 95
Table XX: Percentage of Residents Listed as "White" in US Census
CITY
PERCENTAGE RESIDENTS LISTED
AS "WHITE" IN US CENSUS
Edmonds
83%
Kirkland
79%
Everett
74%
Mill Creek
74%
Shoreline
71%
Seattle
69%
Redmond
65%
Lynnwood
63%
Bellevue
1 62%
Source: American Community Survey 3-yr, 2011-2013
Households. Of the 17,381 households, the degree of home ownership (69%) in Edmonds is
substantially greater than many nearby cities.
Table XX: Percentage of Owner Occupied Households
CITY
PERCENTAGE OWNER -
OCCUPIED HOUSEHOLDS
Edmonds
69%
Shoreline
65%
Mill Creek
63%
Kirkland
57%
Redmond
54%
Lynnwood
53%
Bellevue
53%
Seattle
48%
Everett
45%
Source: American Community Survey 3-yr, 2011-2013
Household income. As would be expected by the high percentage of owner -occupied homes in
Edmonds, the average household income levels are also higher than regional averages and generally,
although not exclusively, higher than other nearby cities. During the period from 2008-2012 the
Edmonds' average household income was $73,072 per year, compared with a Snohomish Countywide
average of $68,338 and a King Countywide average of $71,175.
Conclusions that can be made from the preceding data regarding ethnic make-up, home ownership
and household income include the following:
• With a generally more affluent population, Edmonds residents create demand for a wide
variety of goods, services and activities. While nearby communities vie with Edmonds for
market share to meet this demand, this fact should be kept in mind when pursuing economic
development strategies.
• Edmonds' very robust services sector (see below) provides many related jobs. However,
often services -sector jobs pay lower wages than average. Consequently, with higher home
prices and rents in Edmonds, services -sector employees may have fewer housing options
here. This may create demand for more affordable housing development.
96 Economic Development
Labor Force. Of the city's total 2013 population of 40,727 the US Census estimates the civilian labor
force to be 21,174. This is an important figure to keep in mind when considering the number of jobs
in Edmonds. While jobs per capita is often used as an econometric measure, it is can be more
insightful to consider jobs per labor force population, which portrays more accurately the availability
of jobs for working Edmonds residents.
Employment
The Edmonds economy is diverse and includes employment in the full range of business sectors
(construction, finance/insurance/real estate, retail, services, warehousing/utilities/transportation,
government and education). The manufacturing sector, however, provides only 87 jobs and
constitutes a substantially minor employment sector, which is similar to many suburban Snohomish
and King County communities. Conversely, Everett and some areas of unincorporated Snohomish
County provide a large number of manufacturing jobs.
With 13,149 jobs in 2013, Edmonds exhibits a ratio of 0.323 jobs per capita. However, this equates
to 0.621 jobs per person in the civilian labor force. The substantial disparity between these two ratios
reflects the relatively large amount of Edmonds residents who are retirees and no longer in the labor
force.
The following table provides a quick comparison of jobs, population and jobs per capita in Edmonds
and other Snohomish and King County communities:
Table. XX: Jobs per Persons in Civilian Labor Force
County
City
Total Jobs
Population
# Jobs per
Capita
Labor Force
# Jobs per
Persons in
Civilian Labor
Force
King
Redmond
79,649
57,530
1.384
32,593
2.444
King
Bellevue
126,425
133,992
0.944
72,726
1.738
Snohomish
Everett
91,310
105,370
0.867
54,725
1.669
King
Seattle
499,946
652,405
0.766
393,184
1.272
King/Snohomish
Bothell
26,886
35,576
0.756
19,550
1.375
Snohomish
Lynnwood
25,474
36,485
0.698
19,019
1.339
King
Issaquah
22,310
33,566
0.665
18,236
1.223
King
Renton
59,697
97,003
0.615
54,325
1.099
King
Kirkland
41,091
84,430
0.487
48,170
0.853
Snohomish
Mountlake Terrace
7,201
20,674
0.348
12,516
0.575
Snohomish
Edmonds
13,149
40,727
0.323
21,174
0.621
King
Shoreline
15,819
54,790
0.289
29,773
0.531
Snohomish
Marysville
12,409
63,269
0.196
32,448
0.382
King
Kenmore
3,556
21,611
0.165
10,998
0.323
Snohomish
Lake Stevens
4,451
29,949
0.149
15,444
0.288
King
Total
1,183,811
2,044,449
0.579
1,128,768
1.049
10.677
Snohomish
Total
264,844
745,913
0.355
391,151
Sources: Puget Sound Regional Council; American Community Survey 3-yr, 2011-2013
As can be seen, Edmonds provides a relatively lower number of jobs per capita (0.323) than several
other nearby cities. However, as mentioned above, when compared with the 21,174 Edmonds
Economic Development 97
residents in the labor force, the Edmonds economy provides jobs at a ratio of 0.62 per Edmonds
worker. Nevertheless, according to US Census data Edmonds -based jobs employ only about 20% of
these Edmonds labor -force residents. That is to say, up to 80% of Edmonds workers travel elsewhere
to work. Given that Edmonds households exhibit relatively higher median incomes, while
predominately working elsewhere, this seems to suggest that the Edmonds economy does not provide
a sufficient supply of higher -wage jobs.
Jobs by Sector
It is also of interest to analyze the break -down of jobs by sector. By far the largest single source of
employment is the "services" sector, comprised of jobs in such areas as health care, accommodations
and food service, arts and entertainment, professional services, etc. Swedish Medical Center -
Edmonds and the numerous health care -related businesses in its vicinity provide a significant portion
of these jobs in the "services" sector. In summary, this sector comprises nearly 70% of Edmonds jobs
— substantially above the averages of Snohomish County and several nearby cities:
Fig. XX: Edmonds Employment by Sector
WTU
1.9%
2.7%
Education
Services 6.6%
69.7% Const/Res
3.9%
FIRE
Reta 3.3%
12.3% Manufacturing
0.7%
Source: Puget Sound Regional Council, "Covered Employment Estimates, " 2013
Table XX: Percentage of Jobs in Service Sector
LOCATION
PERCENTAGE JOBS IN
SERVICES SECTOR
Edmonds
70%
Mill Creek
59%
Shoreline
46%
L nnwood
1 45%
Snohomish County
1 35%
98 Economic Development
The second largest employment sector is retail, comprising 12.3% of all jobs. While this percentage is
generally in line with countywide averages, it is notable that Lynnwood, with its regional shopping
mall and nearby shopping centers, exhibits a substantially larger percentage of retail jobs, at 28%.
Notwithstanding several major employers, including Swedish -Edmonds, the Edmonds School
District, major assisted-living/rehab centers, larger restaurants, major auto dealers and large grocery
store outlets, among others, much of Edmonds' employment base is comprised of small businesses.
Among these small businesses figure retail shops, eating and drinking establishments, professional
services firms, personal services establishments, and many home -based businesses.
Based on the foregoing snapshot of the Edmonds employment base, the following conclusions can be
drawn:
• The services sector will continue to dominate the Edmonds employment base, with continued
growth expected, especially in the health care sector.
• While competition exists from nearby communities, the retail sector provides a significant
opportunity for additional employment growth.
• The following sectors will likely remain stable: education; government; finance, insurance,
real estate; wholesale, transportation, utilities.
• The construction sector is likely to see an upturn as additional commercial, multifamily and
mixed -use development occurs throughout the City.
• The manufacturing sector will likely remain minimal, but growth in the artisanal industries,
such as food, beer, spirits and other products is likely to increase.
• A substantial gap exists between Edmonds residents in the labor force and Edmonds -based
jobs. Additional, higher -paying jobs in all sectors in Edmonds would likely help reduce this
gap. Additionally, this would help increase quality of life, reduce regional commuting, and
increase the City's tax revenue.
• Conversely, a substantial number of jobs in Edmonds are occupied by residents of other
outside communities. Additional housing within a greater distribution along the affordability
spectrum could help capture the latent housing demand of many Edmonds workers.
Economic Development 99
Retail Sales
An analysis of overall retail sales is also very insightful in understanding the Edmonds economy.
Comparison with other nearby communities yields an understanding of strengths and weaknesses in
local components of retail sales, indicating potential sources of sales "leakage."
The following table shows the top (over $10,000,000) retail sales sectors (by NAICS title) in 2013 of
the 50 sectors reporting.
Fig. XX: Top Retail Sectors in Edmonds (2013)
Retail Sector (NAILS Title)
Taxable RetailSales 2013
Car and Other Vehicle Dealers
$
152,240,262
Food Service, Caterers, Bars
$
86,979,230
Food Markets and Beer, Wine, and Liquor Stores
$
29,420,996
Construction (New Housing)
$
24,959,623
Apparel, Accessories, and Jewelry
$
22,774,116
Auto Repair, Car Washes, Computer Repair, and Other Personal and Household Goods Repair
$
16,197,582
Florists, Office Supply, Pet Supply, Art Dealers, Manufactured Home Dealers, and Tobacco
$
14,283,410
Medical, Surgical, Psychiatric, and Substance Abuse Hospitals
$
11,846,321
Construction (Masonry, framing, glass, etc)
$
10,896,179
Health and Personal Care Stores
$
10,486,282
Department and General Merchandise Stores
$
10,286,713
Source: Washington Department of Revenue
As presented in the table, automobiles and other vehicles are the top retail sales category by a wide
margin. At just over half of the car -sales figure, the food and drink sector is also substantial.
Another important data set to consider is retail sales per capita, especially as it compares with other
nearby communities.
Fig. XX: Taxable Retail Sales per Capita
CITY
TAXABLE RETAIL
SALES PER CAPITA
Edmonds
$15,198
Kirkland
$23,199
Shoreline
$15,582
Lynnwood
$57,289
Mountlake Terrace
$9,522
Mukilteo
$11,203
Source: American Community Survey 3-yr, 2011-2013
As shown in Table XX, the city of Lynnwood, with its regional mall and associated shopping centers,
captures a great deal of retail sales, with the highest retail sales per capita — approaching four times
100 Economic Development
the amount in Edmonds. Kirkland, a similar -sized city in King County, captures modestly more retail
sales, while neighboring Shoreline sees almost the same per -capita sales.
Even more insightful is an estimate of sales per capita within key retail categories as a function of
per -capita income, compared with Western US standards. This exercise provides an estimate of the
"leakage" of retail sales to other communities that could potentially be captured by Edmonds
residents within Edmonds.
One starts by using standards provided by the US Census, Bureau of Labor Statistics and the
Washington Department of Revenue, which indicate that the portion of annual per -capita income
routinely spent by Western US residents on the main retail categories listed below is 19.94%. Based
on the City's per -capita income and population, one can determine the total income anticipated to be
spent by Edmonds' residents. Applying the aforementioned 19.94% retail sales expenditure rate to the
City's total income, one arrives at the anticipated total retail sales by Edmonds' residents, otherwise
known as "demand" for these retail categories. By analyzing the City's actual retail sales receipts for
these categories, one can quantify both the total retail sales "leakage" and the relative gap within each
retail category. The following tables break down this analysis:
Fig. XX: Edmonds Actual Aggregate Retail Sales as a Percentage of Potential Sales
DESCRIPTION
TOTAL
City population, 2013 Census est.
40,727
Per capita income, US Census 2011-2013
$40,892
Total % of income spent on retail categories listed (Western US Average)
19.94%
Total income to be spent by Edmonds residents
$1,655,408,484
Anticipated expenditures by Edmonds residents in listed retail categories
$332,022,497
Estimated actual Edmonds taxable sales in retail categories listed
$279,092,756
Source: US Census; American Community Survey 3-yr, 2011-2013;Bureau of Labor Statistics; Washington
Department or Revenue
Fig. XX: Edmonds Actual Retail Sales by Category as Percentage of Potential Sales
Category
%of CU Income
Spent on Category
(Western US Avg.)
Est. Demand for
Category by City's
Residents 2013
Edmonds Taxable
Retail Sales for
Category 2013
Ratio of Total
Consumed to Total
Demanded -the "Gap"**
Eating and Drinking Places
4.39%
$73,038,154
$85,776,628
0.851
Household Textiles
0.22%
$3,658,902
$1,040,569
3.516
Furniture
0.63%
$10,432,119
$481,624
21.66
Floor Coverings
0.04%
$611,205
$1,101,342
0.555
Major Appliances
0.39%
$6,463,450
$ -
Apparel and Services
2.71%
$45,170,874
$20,189,446
2.237
Footwear
0.52%
$8,586,846
$1,055,428
8.136
Other Apparel and Services
0.37%
$6,231,959
$1,529,057
4.076
Vehicle Purchases
4.68%
$77,896,151
$148,878,789
0.523
Gasoline
3.89%
$64,812,702
$5,220,946
12.414
Pet Supply
0.77%
$12,793,668
$2,044,641
6.257
Toys, Hobbies, and Playground Equipment
0.27%
$4,446,641
$1,354,332
3.283
Personal Care Products
1.07%1
$17,879,825
$10,419,954
1.716
Total
19.94°/
$332,022,497
$279,092,756
1.19
Source: US Census; American Community Survey 3-yr, 2011-2013;Bureau of Labor Statistics, Washington Department or Revenue
Economic Development 101
"Note: A ratio of 1:1 would signify a 100% capture in Edmonds of Edmonds' latent demand for that
category. A ratio under I signifies a greater capture of market demand for a category than Edmonds
demand. A ratio over 1 signifies uncaptured demand or a retail sales "leakage" to other
communities.
The principal conclusions to be drawn from the foregoing analysis of retail sales in Edmonds are as
follows:
• Among the main retail sales categories, Edmonds captures approximately 84% of the total
retail sales that would be expected from Edmonds residents, based on Western US average
retail sales rates.
• This figure, however, is skewed substantially by vehicle sales, because the rate of capture in
Edmonds is higher than average and the value of vehicle sales is high. Extracting vehicle
sales from the equation, Edmonds captures approximately 51 % of retail sales that would be
expected from Edmonds residents, based on Western US average retail sales rates.
• Consequently, there is an almost 50% "leakage" of potential nonvehicle-related retail sales
from Edmonds.
• In addition, while the vehicle sales sector is valuable to the Edmonds economy, the remaining
major retail sectors are providing substantially less than Edmonds residents' demand for such
goods and services.
• This all points out that, given the volatility and size of the vehicle sales sector, growth in the
other sectors could help protect against an over reliance on that sector. In 2013, vehicle sales
made up 32.4% of the total taxable retail sales for businesses with locations in Edmonds.
City Revenues & Sustainability
Economic development is an important issue not only because it addresses jobs, availability of goods
and services and quality of life, but also for its role in supporting city revenues on a sustainable basis.
*4
Revenue Services
Quality
of Life
102 Economic Development
Of the City's annual tax revenues, property tax comprises 38.9%, utility tax 18.4% and sales tax
16.9%, for a combined total of almost 75% of municipal deriving from taxes. Economic vitality is
key to ensuring the continued sustainability of these tax revenue sources in order to ensure continued
support of valuable city services and the quality of life enjoyed by residents and businesses.
Fig. XX: Edmonds General Revenues by Source
2.0% 1-6% 1.0%
2.2% ! 1 �0.6%
5.2%— ,l 1
■ Property Taxes
■ Utility Taxes
■Sales and Use Taxes
■ Charges for Services
■ Licenses & Permits
■Transfers In
■ Uintergovernmental
■ Fines and Penalties
■ Miscellaneous
■ Excise Taxes
Source: City of Edmonds Adopted 2015 Budget
The following chart compares Edmonds against other nearby communities in terms of percentage
contributions from sales and property taxes to municipal revenue:
Fig. XX: Percentage Contribution of Sales and Property Tax
COMMUNITY
SALES TAX
PROPERTY TAX
Edmonds
17%
39%
Lynnwood
28%
17%
Mukilteo
20%
34%
Mill Creek
21%
49%
Bothell
14%
14%
Kirkland
1 12%
1 18%
Source: Budget documents from corresponding cities.
As one can see, Lynnwood relies substantially more than Edmonds and other nearby communities on
retail sales tax, given the presence of the regional shopping mall and associated shopping centers in
that community. Edmonds and several other communities rely to a greater degree on property tax
revenues. While this is often a more stable continued source of revenue than sales tax revenue, the
State -imposed limit of no more than one -percent annual growth in property tax revenue (absent a
voter -approved levy) does not keep up with inflation and has transformed this source into more of a
revenue baseline rather than a source of growth. In the face of inflationary pressures and increased
demands for services, municipalities like Edmonds must seek revenue growth from other sources.
Economic Development 103
Additionally, in the case of Edmonds, in light of the substantial "leakage" of potential retail sales to
other communities, recapture of even a modest amount of this leakage could yield much -needed
additional sales tax revenue.
While it is simple to establish a goal of increasing sales tax revenues, it is more difficult to determine
how to implement that goal. Many cities have focused on new development because of its potentially
positive impact on both sales and property taxes.
Appropriately sited and sized development/redevelopment projects increase:
• Property tax receipts through the "new construction" provision that captures new construction
value -based property tax for the first year a project is brought on line and adds that value to
the city's future property tax baseline.
• Sales tax revenue from construction materials and activity.
• Sales tax revenue from both personal and business spending accruing from new residents,
workers and businesses within newly developed buildings.
• Utility tax revenue from a greater number of utility customers.
Development opportunities in Edmonds are generally limited to redevelopment in the business
districts where under -developed parcels may still be found. This does not imply a need for wholesale
redevelopment of entire districts, but rather an emphasis on appropriately sited and sized residential,
mixed -use and commercial projects in key locations, such as the Highway 99 corridor, Westgate, Five
Corners and select locations in and near Downtown.
Consequently, this chapter's goals and policies reflect the need to accommodate appropriate
development/redevelopment throughout the various business districts in Edmonds.
Economic Development Goals and Policies
Edmonds' current strengths, weaknesses, opportunities, and threats (SWOT) relating to economic
development
As a companion to of the foregoing analysis of the fundamentals of the Edmonds economy, the
following "SWOT" analysis assists in preparation of the goals and policies for economic development
in Edmonds.
Strengths: I a F!71
• Picturesque waterfront community;
• Distinctive neighborhoods and business districts;
104 Economic Development
• Intermodal transit connections;
• Traditional downtown with array of specialty retailers, food and drink establishments,
entertainment and services;
• Events and festivals;
• Historic character;
• Strong, prominent, and regionally recognized arts community;
• Burgeoning health services sector, anchored by Swedish Hospital -Edmonds;
• Strong and prominent educational infrastructure from public and private K-12 institutions to
Edmonds Community College;
• International business community;
• Strong social capital and community pride;
• Low rates of unemployment and poverty.
Weaknesses:
• Limited retail trade area due to geographical constraints (Puget Sound to the west, distance
from I-5) and prominence of major regional retail center in the Lynnwood area;
• Potentially restrictive land use and parking regulations in the business districts compared with
other communities;
• Lack of large, regularly shaped parcels to accommodate redevelopment in commercial areas
outside the downtown BC zone;
• Limited amusement/family entertainment establishments relative to surrounding
communities.
Opportunities:
• Use location and "character" to leverage additional economic development by nurturing
existing businesses for growth and expansion and recruiting new, complementary businesses
that seek those assets;
• Take advantage of existing and planned
multimodal transit connections to leverage
transit -oriented development;
• Through enhanced connectivity with the
Downtown business community, maximize
Economic Development 105
the synergy and economic impact of the Edmonds Center for the Arts;
• Leverage the burgeoning arts community for greater tourism, artisanal manufacturing and
associated business;
• Nurture artisanal and craft producers of all kinds, including microbreweries, distilleries,
specialty foods, etc;
• Leverage telecommunication/technology assets to provide better service for existing business
customers and attract new business;
• Plan and implement infrastructure improvements around the business districts to enhance
their attractiveness for investment and commercial viability;
• Work with property owners and developers to pursue opportunities for additional hospitality
facilities in key locations, such as Downtown and the Highway 99 corridor near the medical
services node around Swedish -Edmonds;
• Work with property owners and developers to pursue appropriate redevelopment of
underdeveloped sites in the Highway 99 corridor;
• Expand and enhance tourism -promotion.
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.
Goals and Policies
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.
106 Economic Development
A.4. 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. Continue to partner with business leaders, organizations and community
members to solicit and address feedback to enhance the business environment.
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 redevelopment of key properties in the
City's business districts.
B.4. Monitor and enhance the Edmonds Downtown Business Improvement District and
consider the potential of additional Business Improvement Districts in other
commercial areas to help fund marketing, improvement projects and beautification
in a sustainable fashion.
B.5. 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.6. Work to "brand" distinct business districts where there is a natural identity, such as
the Highway 99 International District, Westgate, the Swedish Hospital Medical
Corridor, and the 4th Avenue Arts Corridor, among others
B.7. Ensure that redevelopment in business districts provide a quality environment with
character, walkability and amenities for patrons and residents to enjoy.
B.8. 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.
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.
Economic Development 107
C.1. Address barriers to redevelopment in the business districts, and encourage mixed -
use development, where appropriate.
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 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. Pursue available incentives to foster appropriate redevelopment, where possible.
C.5. 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. Support and enhance social, cultural, artistic, recreational and other learning
activities for residents, workers and visitors. .
D.3. 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 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 and parks, etc.
108 Economic Development
E.6. Support the tourism infrastructure, including visitor amenities such as public
restrooms, the visitors center, wayfinding signage, etc.
E.7. Support efforts to enhance the hospitality infrastructure, including potential for
increased lodging establishments Downtown 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.)
• 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
Economic Development 109
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:
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.
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?
110 Economic Development
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.
Economic Development 111
O Strong and prominent educational infrastructure from public and
private K-12 institutions to Edmonds Community College
O International business community, offering diverse array of goods
and services, both in Highway 99 "International District" and
throughout the City
O Strong social capital -And/ community pride
O Gefttfafly-L1ow rates of unemployment and poverty
Weaknesses
O Limited retail trade area due to geographical constraints
,(waterfront l___a:__Puget Sound to the west, distance from 1-5) and
prominence of major regional retail center in the Lynnwood area
OState B&O tax structure implications on small business eornmunities
O Potentially restrictive hand use and parking regulations in the
business districts compared with other communities
O Lack of large, regularly shaped parcels to accommodate
redevelopment in
— Multiple property owners and small lots
commercial areas outside the downtown BC zone
O Limited amusement/family entertainment establishments relative to
surrounding communities.
O Shortage of tourism infrastructure, such as full range of
accommodations, public restrooms, way -finding signage, etc.
Opportunities
O Use-L+ocation and "character" scan
leverage additional economic
developments nurturing existing
businesses for T
�IUU/�tstia�e PP(eg
growth and ,
expansion and °rd5o,,w,
4 A-
recruitin g )ocally- t00%fbbcjaeFree I
ownednew.
complementary —
unique businesses — i
that seek those
assets.
our advantage.
Ai
E,existing and
planned intermodal
transit connections
can leverage transit
i itib aid futtire Edmonds Crossing multi modal station with transit -
oriented development.
O _Through enhanced connectivity opportunities exist to maximize
the synergy and economic impact of the Edmonds Center for the
Arts with the Downtown business community.
of the Edmonds Center for the Arts. by developing the 4th A
Arts Corridor, by linking it to Main Street shops and restaurant-s-.
O The burgeoning arts community can leverage greater tourism,
artisanal manufacturing and associated business.
Formatted: Not Highlight
Formatted: Not Highlight
O .Continued growth in the emerging business sector of artisanal and — Formatted: Not Highlight
craft producers, including microbreweries, distilleries, specialty
foods, etc.
O Levefag-e-Ttelecommunication/-technology assets to -can provide
better service for existing_ business customers and attract new
business. s for the city '
O Plan and improvements in
around the business districts can enhance their attractiveness for
investment and viability of commercial and mixed -use
development.
O Downtown and the Highway 99 corridor near the medical services
node around Swedish -Edmonds offer opportunities for additional
hospitality facilities.
O Underdeveloped sites in the City's business districts (e.g.,
Westgate, Fiver Corners, Highway 99 corridor, etc.) offer
opportunities for appropriate commercial and/or mixed -use
redevelopment projects. Additional population density in business
districts can add market demand for goods and services and
employee base for new and growing businesses.
O Travelers through Edmonds via the Washington State Ferry system
offer potential for greater business activity.
O t — Formatted: Bullets and Numbering
Threats
O—Retail "leakage" (i.e. loss of potential local sales activity to areas
outside of the City of s)eenters in nearby cities-fo
retaol/servoce sector business Competotmen from 'Lifestyle villagc-5
shopp'nq centers and new town
O Wider variety and availability of housing options and more
commercial space elsewhere
E)Laek of design guidelines/ regUlatiOlIS tO pff)teet quality first floor
commercial space
013us'ness recruiters from other cities targeting Edmonds businesses
O Concerns over the Lack -of along -term fiscal sustainability of City of
Edmonds services and infrastructure without additional significant
business sector growth v'smon for sustaining or improving the
Edmonds quality of life with projected revenues.
O Increasing_ volumes of train traffic, with resulting increase in
blockage of at -grade crossings, could threaten economic vitality of
the waterfront community.
B. Goals and Policies
Goal: Foster a healthy business community that encourages — Formatted Table
1. appropriately scaled growth and investment that offers a wide
range of goods and services, provides employment and enhances
municipal revenueother econornic opportunities.
Policies
1 a. Continually strive to offer an efficient, timely and predictable— Formatted Table
regulatory environment within the framework of a Promote a
results oriented permit and licensing process, whieh
strong customer service approach.
1 b. Develop or maintain business recruitment programs, altd
createincluding a tool box of possible incentives, to encourage
retam' and other commercial a wide range of new
business development, including retail, service, artisanal
manufacturing and professional services sectors.
1 c. Foster business expansion and retention
prog through existing and enhanced programs.
1 d. Prioritize purchasing from local businesses while balancing a
concern for cost containment.
that gives prioritizes doing business with loeally owi
le. Promote local business through enhanced public awareness — Formatted Table
campaigns, events, awards programs and other activities.
business community, such as annual small business awards.
1 f. Promote emerging business sectors such as artisanal and craft
producers, including microbreweries, distilleries, specialty foods,
etc.
+€g. Continue to partner with business leaders, organizations and — Formatted Table
community members, such as the Port of Edmonds, Edmonds
Chamber of Commerce, etc., to leverage business opportunities
and to solicit and econornic development organizations, and
address feedback .to enhance the
business environment.
1 h. Leverage business opportunities related to travelers to/from
Edmonds using the Washington State Ferry system.
Goal: Revitalize and enhance the city's business districts, balancing the
2. needs for housing, commerce and employment development
with neighborhood character, amenities and scale.
redevelopment, preservation and the need for consun
Policies
2a. Adopt land use policies, zoning, and design guidelines that are
supportive of economic development, while
recognizing neighborhood character, context and impacts.
O-b-. Strengthen neighborhood business centers through commuit"
planning and commercial revitalization, resulting i n ne
"lations that willspur developn eillI Comment [DP1]: Essentially a repeat of 2c.
2f2b. Monitor and potentially rRevise parking requirements in business- Formatted Table
districts, , to encourage business
development, while reasonably accommodating parking demand.
2d2c. 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. Transit Oriented Development
(T.O.D.) On the I 'arbor Square and "Old Safeway"
2de. Explore -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.
Districts/ Areas (special assessment districts) as a way to he4p
shopping areas fund marketing and beautification in
sustainable fashmon.
2e. 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.
2f. Promote enhanced connectivity between the Edmonds Center of
the Arts and the Downtown business community to maximize
synergy and economic impacts.
2gf. 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.
2-h2h. Work to identify and "brand" and promote distinct business
districts; where there is a natural synergyidentity, such as the
Highway 99 International District, Westgate, the Stevens Swedish
Hospital Medical Corridor, and the 4,h Aventie Arts
Corridorwaterfront, among others.-
2fi Create synergy for commercial businesses where possible,
example, by a "retail core" area in the downtowit.
2j2i. Work with property owners, developers and investors to seek - - Formatted Table
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 p rovide a quality environment with characters
walkability and amenities for patrons and residents to enjoy.
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.
2k. Implement infrastructure and technology improvements around — Formatted Table
business districts to provide enhanced service, retain and attract
business.
Goal Diversify and prow the City's economic make-up to reduce sales
3. leakage, attract spending from nearby communities, enhance
local employment, and increase municipal tax base revenues a-n-d
to revenues to support local services.
Policies
3a. 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.
3-Hb. Leverage technology assets, such as existing fiber connections,
to support technology -based businesses and potentially to
pursue new revenue streams.
3-e3d. Implemelit I'@gUlati011s and/or design guidelines that will ensur-e
the development of quality retail and commercial space that c
physically accommodate a variety of future users.
3del. Focus recruitment and "buy local" community marketing on
consumer spending segments in which there is significant
"leakage", and also a strong possibility of recapturing spending.
3e. Employ strategic marketing opportunities to attract consumer
spending from beyond Edmonds.
3fe. Pursue available incentives to foster appropriate
redevelopmentprivate and public grant or sponsorship funding
for programit, where possible.
3g€. Encourage longer hours of business operation and/or more
evening uses in the business districts to add options during
"peak" hours of consumer spending.
tourism.O-ej-. Expand totirism efforts to take advantage of regional trend-s-,
such as nature
Goal Support and enhance the community's quality of life for
4. residents, workers and visitors in order to sustain and attract
business and investment, and enhance economic vitality.
Strengthen the quality of life and vitality of the community
residents, workers and visitors to enjW.
Policies
Comment [13132]: Adding new tourism -related
goal and policies at 5
- - f Formatted Table
4a. In concert with the Housing Element's Goals and Policies, pursue— Formatted Table
&-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. around the
MI
Comment [DP3]: This is squarely an issue to be
addressed in the Land Use element
Provide 'eadership on technology issues On order to ensure th-a
Edmonds sod nts and business fast, a ffo � �i _ COmment[DP4]:Addressedat3b.
4-e-.4b, Foster an open and accepting community culture that respe— Formatted Table
diversitq Recognizing the value of a progressive community in
retaining and attracting business, continue to foster an open and
accepting community culture that respects diversity.
4f4c. Expand --Support and enhance social, cultural, artistic,
recreational and other learning activities for residents, workers
and visitors. .
4dg. . Pursue efforts
to communicate with the public about the value of economic
vitality in sustaining the City's quality of life, services and
amenities.
Goal Expand and enhance the tourism sector to attract outside
5. spending to help fuel the local economy.
Policies
5a. Continue to support existing, and provide support to new,
events and festivals that attract visitors.
5b. Continue to support and enhance the arts/culture sector and the— Formatted Table
visitors that arts/culture events and activities attract.
5c. Support and enhance sporting, nature, and other outdoor events
and activities that attract visitors.
5d. Strategically employ marketing media and resources to attract— Formatted Table
visitors. An overall marketing strategy should include a variety of
traditional marketing, online marketing, earned media presence
and use of social media.
5e. 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. Darks and recreational assets. etc.
5f. Support the tourism infrastructure, including visitor amenities
such as public restrooms, the visitors center, way -finding
signaae, enhanced waterfront accessibility etc.
55 . 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.
m
City of Edmonds
Economic Development Element
Of E DAf
L �
�12c. 1890
Adopted
December 19, 2006
Edmonds Economic Development Comprehensive Plan Element
The purpose of the Economic Development Element is to state the city's
economic development policies clearly in one place, thereby guiding local
policymakers and informing the public about issues relating to the local
economy.
The chapter is divided three major sections: Introduction and Approaches
to Economic Development, The Edmonds Economy, and Economic
Development Goals and Policies.
I. Introduction and Approaches to Economic Development
A. Why do economic development?
Economic development in Edmonds can be defined as "the city's policies
and services for growing the local economy in order to enhance the
quality of life". Economic development is essential to preserving the
existing level of service and attaining long-range goals for sustainable
growth and community vitality.
In general, economic development affects the local economy by
broadening and strengthening the local tax base and by providing
meaningful employment and entrepreneurial opportunities.
An increasing number of communities around the region have economic
development policies and staff. Community economic development
priorities vary widely, but may include: creating affordable housing,
adding employment, downtown or commercial revitalization, small
business assistance, business recruitment and site selection help,
community marketing, historic preservation, tourism generation, public
relations, streamlining permit processes, and special development or
streetscape projects (including public art).
Communities are realizing that there is no such thing as a "static" or fixed
economy; local economies are always changing. They are also impacted
by countless forces: national and state economic cycles, competition from
surrounding cities for desirable businesses, local and regional land use
changes, residential and commercial real estate market trends, and other
forces. Without change and adaptability, a community can become
stagnant or even decline. Successful communities today acknowledge
their past and allow a vision for the future to guide them through the
changes needed to prosper.
B. Past economic development efforts and local stakeholders
The Edmonds Alliance for Economic Development was formed in 1995 as
a coalition of businesspeople and property owners to promote the city
and recruit businesses. It undertook analysis, strategic planning, and
projects through 2004.
In 1996, the City of Edmonds, the Port of Edmonds, and the Greater
Edmonds Chamber of Commerce crafted the "Edmonds Economic
Development Strategic Action Plan", which was adopted by reference. This
element updates and replaces that work.
The city's economic development efforts continued to focus primarily on
the downtown, and in 1999, downtown economic development specialists
Hyett-Palma were selected for a downtown study. The study, Edmonds
Downtown Economic Enhancement Strategy - 1999, outlined several
strategies for dealing with economic development in downtown Edmonds.
They noted that the future of downtown Edmonds should not be "boiled
down to an either or decision", but instead Hyett-Palma identified the
challenge for downtown as follows:
"Keep Downtown "the same" — by maintaining its charm, quaintness,
and small town ambiance — while at the same time managing change
in a way that allows Edmonds to take advantage of economic
opportunities that will benefit the community. "'
They concluded that avoiding change will, in fact, not keep downtown
"the same". That will only result in a downtown that will not stay the same
or flourish to be more attractive! They also identified several
recommended actions, such as:
• Reserving the first floor, by city zoning ordinance, in a downtown
core specialty cluster for retail;
• Developing a large number of housing units in the downtown
through mixed -use developments;
• Adding design guidelines;
• Helping existing businesses to expand and open additional
ventures; and
• Ensuring that aesthetics add to the downtown ambiance through
high quality public and private signage, art and streetscape
elements.
Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. P. 11
2 Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. P. 12
2
Many of the Hyett Palma conclusions resurfaced during a 2004-2005
Downtown Plan Comprehensive Plan Update, for which additional study
was completed by Heartland LLC and by Mark Hinshaw at LMN Architects.
In 2004, the City also added the first Economic Development Director on
staff under the Mayor. This position works in close collaboration with
local and regional economic development stakeholders. Prior to the
development of the Economic Development Element, initial staff priorities
were set involving: business recruitment and retention, tourism
development, creating a more business -friendly regulatory environment,
and addressing barriers to development in business districts around the
entire city. This Economic Development Element will provide further
guidance for staff and council on economic development priorities.
C. Current national thinking in economic development
Across the country, many past economic development efforts focused
either on providing major tax breaks to entice large corporations or on
government provision of significant infrastructure projects geared
towards assisting industry. Today's general outlook on economic
development recommends a more balanced approach with an emphasis
on long-term planning for a vital, sustainable community.
Support locally -owned businesses
States and municipalities are increasingly establishing policies to bolster
smaller, locally -owned businesses. Economic development expert Michael
Shuman, an economist and attorney, focuses on creating self-reliant
communities. In his book "Going Local", Shuman highlights ways in which
municipalities can bolster locally -owned companies and increase local
spending. Recent research has begun to highlight the positive "multiplier
effect" associated with prioritizing the growth of local companies. The
multiplier effect describes how the expenditure of a dollar generates
more than a dollar of activity. A worker who receives a check might spend
a portion of it at a local restaurant or shop, thereby resulting in more
transactions within that community. The local multiplier effect stops
when the transaction leaves the local community. Shuman writes,
"The primary virtue of import substitution, community
corporations, and local investment is that these
strategies increase the likelihood of the economic
multiplier's staying at home."'
s Shuman, Michael. Going Local. P. 50
3
While it is impossible today to substitute many of our "imports" locally,
many improvements are achievable. Some examples of common practices
in line with this school of thought include procurement policies that favor
local companies (if within a range of price competitiveness) and "shop
local" programs.
Create vibrant places
Another movement in economic development has produced a shift
towards creating vibrant places where today's workforce will want to live,
as documented by public policy and economic development expert
Richard Florida. Florida's research demonstrates how today's "creative
class" of workers choose location first, and employment second. In this
line of thinking, corporations are increasingly forced to locate to where
the desirable, educated workforce resides, not necessarily whichever
locale offers the largest tax break.
In the following segment, Florida describes what today's workforce seeks
in a place to live.
"What's there: the combination of the built
environment and the natural environment; a proper
setting for pursuit of creative lives
Who's there: the diverse kinds of people, interacting
and providing cues that anyone can plug into and
make life in that community
What's going on: the vibrancy of the street life, cafe
culture, arts, music, and people engaging in outdoor
activities - altogether a lot of active, exciting creative
endeavors"'
4 Florida, Richard. The Rise of the Creative Class, p.232
4
Consequently, municipalities and regions engaged in economic
development must think about nurturing environments for businesses
and people in order to grow a local economy.
II. The Edmonds Economy
A. Analysis of local economy
A good understanding of the local economy helps a community to
effectively guide policies, investments, staff resources, and future plans.
The analysis completed for the Economic Development Element offers a
background on local business characteristics and a summary of city
revenues.
Local business characteristics
Edmonds is home primarily to a small business economy. In 2005, City
records counted 1,791 licensed businesses located in Edmonds. Claritas
consumer research, which provides detailed information not collected
locally, recorded 1,526 businesses. Some summary employment statistics
are listed below.
Table 1:
Median # of employees: 3
Average # of employees: 8
Total employees: 12,693
Source: Claritas
While most Edmonds businesses employ a small number of workers,
larger local employers include Stevens Hospital, the Edmonds School
District, and the City of Edmonds.
Stevens Hospital, with 217 beds and 888 full-time employees, serves as
an anchor to the greater health care industry in Edmonds. In 2005, there
were 209 related health care and social assistance businesses.
Edmonds is also home to a large number of retail and professional
service businesses, ranging from small shops and restaurants to
nationally -known architectural, engineering and technical firms.
Table 2 shows the number of Edmonds businesses by NAIC code.
5
Table: 2
Number of Businesses in Edmonds by NAIC Code in 2005
NAIC
Business
Description
Code
Count
Retail
44-45
231
Professional, Scientific, and Technical Services
54
229
Health Care and Social Assistance
62
209
Other Services (except Public Administration)
81
172
Construction
23
114
Finance & Insurance
52
107
Accommodation and Food Services
72
102
Real Estate & Rental Leasing
53
72
Administrative, Support & Waste Management & Remediation Svs
56
58
Wholesale Trade
42
53
Educational Services
61
41
Manufacturing
31-33
33
Arts, Entertainment, and Recreation
71
29
Public Administration
92
21
Transportation and Warehousing
48-49
18
Information
51
18
Utilities
22
2
Agriculture, Forestry, Fishing and Hunting
11
2
NAICs Total
1,511
All businesses in Edmonds
1,526
*15 businesses were non -classifiable
Source: Claritas
North American Industry Classification System (NAICS) replaced
the U.S. Standard Industrial Classification (SIC) system.
Edmonds is also home to many businesses in fields that are experiencing
dramatic growth in self-employment across the nation. Nationally, the
number of businesses with no paid employees grew from 17.6 million in
2002 to more than 18.6 million in 2003, a growth rate of 5.7 percent,
according to a report issued by the U.S. Census Bureau. This represents
the biggest rate of increase in self-employment since the Census Bureau
began releasing such statistics in 1997.
If Edmonds is indeed experiencing the same trend locally, it may be part
of the reason why Edmonds has a relatively high percent of workers who
live and work within Edmonds. According to the 2000 Census, 18.5% of
Edmonds' working population chose to live and work in Edmonds.
Comparatively, that figure was only 10.8% for Lake Forest Park, 15.1 % for
Mukilteo, 9% for Mountlake Terrace and 1 2.8% for Mill Creek. Perhaps due
to its large amount of commercially zoned land and therefore number of
businesses, 23.4% of Lynwood's workers worked and lived within the city.
N.
New business development in Edmonds will likely continue to be
dominated by small businesses and self-employed persons, unless
significant land use changes are made to encourage the development of
larger office buildings or other commercial uses.
Geographically, employment is currently spread throughout the city's
downtown, neighborhood business districts and along Highway 99.
City of Edmonds
Geographic Employment Patterns
July, 2005 Employment
0260
1* 130
f 26
Source: Claritas data
7
City revenues & sustainability
Each year, budget season arrives and usually some difficult choices are
made about what to fund and what to cut. Throughout the year, land use
decisions are also made, according to staff reports, regulations, public
testimony, and other factors. Rarely do we stop to consider the bigger
picture: the linkage between each year's budgetary constraints and the
ongoing land use decisions. This connection affects the revenues
generated, the services the city is able to offer, and the quality of life
enjoyed by residents and businesses.
Revenues Services
Quality
of Life
Edmonds is heavily reliant on taxes as a source of General Fund income.
In 2005, roughly 73% of General Fund revenues were generated from
three tax sources: property, sales, and utility. While this dependence on
taxes is not new, one percent property tax limitations on local
governments have acted as a major fiscal drain in largely residential
communities such as Edmonds.
In conformity with 1-747, Edmonds is limited to a one percent annual
property tax increase. Prior to 1-747, property taxes could rise up to six
percent annually. This has led Edmonds and many other municipalities to
pursue economic development agendas to diversify their revenue base,
including but not limited to increasing sales taxes.
The city receives sales tax from two main sources: the sale of consumer
goods and construction materials. Sales tax revenues vary from city to
city, depending on commercial development patterns, construction
activity and other factors. In Bothell, for example, sales tax is the city's
largest revenue source. In Lynnwood, it accounts for 46% of general fund
revenues. In Edmonds, it accounts for roughly 19.3 % of the General
Fund. A table with sample cities and their sales tax revenues is listed
E3
below. The per capita sales tax generated is also included, although a
more detailed analysis would need to be done to determine how much of
the sales tax revenue is generated by local residents versus visitors.
Table 3: Selected Mid -Size and Small Cities
2005
Population Sales Taxes
Shoreline 52,740 $ 6,016,940
Per Capita
$ 114
Kirkland
45,800
$
14,309,796
$
312
Edmonds
39,620
$
4,746,814
$
120
Lynnwood
34,540
$
17,419,531
$
504
Bothell
30,930
$
8,885,688
$
287
Mountlake Terrace
20,390
$
1,360,097
$
67
Mukilteo 19,220
Arlington 14,700
Snohomish 8,585
Port Townsend 8,535
Source: WA State Dept. of Revenue
$
1,814,520
$
94
$ 3,683,440
$
251
$ 2,383,186
$
278
$ 1,591,514
$
186
It is simple to state the goal of increasing sales tax revenues, but
somewhat more complex when determining how to implement that goal.
Many cities have focused on development because of its positive impact
on sales and property taxes.
Quality development/ redevelopment increases:
• Property values, resulting in additional property tax revenues.
• Construction activity, which subsequently adds sales tax
revenues.
• The number of utility customers, resulting in higher consumption
and additional utility tax revenues.'
Because Edmonds is largely built out, emphasis in the business districts
should be on redevelopment, where appropriate. This does not imply a
need for "wholesale" redevelopment of entire districts, but rather an
emphasis on realizing growth around important but limited
opportunities, such as the Harbor Square and Edmonds Shopping Center
areas. On a smaller scale, the recent closure of a gas station at 511 Avenue
South and Dayton Street presents an opportunity to close the gap
between neighboring uses and encourage pedestrian linkages. Moreover,
increased mixed -use development would also benefit the city because
"more density equals more customers", as Hyett Palma pointed out in
,999.6
' City of Bothell budget revenue narrative
6 Hyett Palma. Edmonds Downtown Economic Enhancement Strategy. P. 16
9
The strategy of encouraging redevelopment in all of the business districts
falls in line with the geographic distribution of business revenues around
the city. Downtown, successful restaurants and retailers occupy many of
the ground level commercial units. In the neighborhood business
districts, grocery stores, drug stores and convenience retail dominate. On
Highway 99, larger "box" retailers, car dealerships, and restaurants bring
in substantial revenues.
It is important to recognize the significance of the city's boundaries and
commercial districts in and directly adjacent to the city. In the past,
Edmonds was given the opportunity to annex large neighboring
commercial areas such as the Aurora Village and James Village shopping
center developments. In hindsight, this would have been a wise decision
from a revenue perspective. While a recent annexation effort in the
Esperence section of Snohomish County failed, there may be property
owners interested in annexing by petition, such as along Highway 99.
This would increase continuity to an important commercial area with
complex municipal boundaries.
Another consideration pertaining to sales tax generation involves the
level of "leakage" in consumer spending, or in other words, what local
residents purchase outside of Edmonds. As part of the Berk & Associates
consultant study performed for the Highway 99 Task Force in 2004,
consumer spending in the collective trade area of Edmonds and
Mountlake Terrace was analyzed. They found that residents in the
Edmonds and Mountlake Terrace areas combined spend roughly $550
million in other cities each year on retail items (all retail, excluding autos
and groceries).
While consumer spending patterns are influenced by national economic
trends, local municipalities can nonetheless work to address compatible
areas of spending leakage. A 1999 survey conducted by Hyett Palma of
primary trade area residents found that people chose to come downtown
primarily for eating in the restaurants and shopping. The needs of special
consumption categories such as these should help guide corresponding
recruitment and land use policies in order to maximize the effectiveness
of efforts to recapture local spending dollars. For example, design
guidelines should ensure that first floor commercial units in the
downtown and throughout the city are able to physically accommodate
restaurant and retail uses. Parking regulations can further "make or
break" a retail and dining district.
7 Edmonds Highway 99 Enhancements Market Assessment, 10-04, page vi
10
In 1999, only 5% of the consumer survey respondents reported to come
downtown for entertainment'. However, a modest "nightlife" might help
attract young professionals, a conclusion drawn by Hyett Palma as well.
The arts have a vital role to play; evening "artwalks" and performing arts
events are significant draws. Creating business districts with activity into
the evening can add a critical mass of potential consumers during the
time of the day when Americans spend most of their money. In turn, this
might encourage local retailers to stay open later.
B. Important regional trends
A major regional economic development agenda has been developed by
collaboration through the Puget Sound Regional Council. "The Prosperity
Partnership" identifies strengths and weaknesses in the Puget Sound
economy, and calls for specific "foundation initiatives": education,
technology commercialization, new and small business support, social
capital and quality of life, tax structure, and transportation. Edmonds
staff and council members have attended meetings of "The Prosperity
Partnership", as Edmonds residents and businesses could clearly benefit
from progress in several of these foundation initiatives.
While regional efforts continue, many cities around the region are
undertaking ambitious economic development projects, from new town
centers to transit oriented developments (TOD). These projects typically
contain a mix of retail, office and residential uses. For example, Kent
Station is a 470,000 square foot retail, entertainment, education, office,
and residential project located along the Sounder commuter rail line. The
City of Kent had an active role in the development of this project by
purchasing property, implementing necessary zoning and land use
changes, and soliciting developers.
8 Hyett Palma. Edmonds Downtown Economic Enhancement Strategy.
11
C. Developments in neighboring cities
Nearby, several major developments will likely affect the Edmonds
economy by providing additional consumer options and more
competition for businesses. In addition to the actual amenities offered at
these locations, sophisticated "branding" and marketing campaigns
accompany many of today's center developments.
In 2005, Lynnwood's Alderwood Mall added a "lifestyle village", an
outdoor shopping area that features upscale stores and dining options.
The streetscape setting mimics older, authentic downtowns, such as
Edmonds, and represents a widespread trend in mall development today.
Lynnwood is also planning to take on significant additional density, and
has a 20-year plan for a City Center. Buildings in the entire City Center
area would house retail businesses, offices and homes, with heights up to
26 stories or 350 feet. Most of the property is privately held. The city will
buy the land for the parks and a promenade, and then allow the zoning
and market forces to drive development.
Just south of Edmonds, the Aurora Corridor Project is the City of
Shoreline's plan to redesign and redevelop the three miles of Aurora
Avenue North (State Route 99) that run through Shoreline. The goal of the
plan is to improve pedestrian and vehicle safety, pedestrian and disabled
access, vehicular capacity, traffic flow, transit speed and reliability,
nighttime visibility and safety, storm water quality, economic investment
potential and streetscape amenities. While in an immediate sense, it may
result in the dislocation of some businesses, in the long term it will likely
result in more center -oriented development and the aggregation of small
parcels.
While not immediately adjacent to Edmonds, the Mill Creek Town Center
has proved to be a significant draw to businesses and consumers from
the Edmonds area. The Mill Creek Town Center Plan was initiated by the
City in 1993 to implement the City's Comprehensive Plan for a new
mixed -use center in the City's central core area. The Town Center
provides for multi -storied buildings, strategically placed pedestrian
plazas and parking facilities organized around a new street pattern that
provides connections to adjacent neighborhoods and the existing
commercial core. Today, several hundred thousand feet of retail and
office space have been constructed, with anchor tenants such as Central
Market and the University Book Store.
12
III. Economic Development Goals and Policies
A. Edmonds' current strengths, weaknesses and opportunities
(SWOT) relating to economic development
In preparation of considering the goals and policies for economic
development in Edmonds, a SWOT analysis was used as a planning tool to
provide direction.
Strengths
O Picturesque waterfront
community
O Identifiable neighborhoods and
business centers
O Mass transit
O Downtown specialty retailers
and food establishments
O Events and festivals
O Historic buildings
O Reputation as an arts community
O Stevens Hospital
O International business community
O Strong social capital/ community pride
O Generally low rates of unemployment and poverty
Weaknesses
O Limited trade area due to waterfront location
O State B&O tax structure implications on small business
communities
O Land use and parking regulations in the business districts
O Multiple property owners and small lots in commercial areas
outside the downtown BC zone
Opportunities
O Use location and "character" to
leverage additional economic
development, nurturing and
recruiting locally -owned, unique
businesses to enhance our
advantage.
O Build on the existing transit hub and
future Edmonds Crossing multi -
modal station with transit -oriented
development.
13
O Maximize the impact of the Edmonds Center for the Arts by
developing the 4th Avenue Arts Corridor, by linking it to Main
Street shops and restaurants.
O Leverage telecommunication/ technology assets to provide better
service for customers and new revenue sources for the city.
O Plan and implement improvements in regulation around the
business districts.
Threats
O Lifestyle villages and new town centers in nearby cities
O Wider variety of housing options and more commercial space
elsewhere
O Lack of design guidelines/ regulations to protect quality first floor
commercial space
O Business recruiters from other cities targeting Edmonds
businesses.
O Lack of a long-term vision for sustaining or improving the Edmonds
quality of life with projected revenues.
B. Goals and Policies
Goal: Foster a healthy business community that provides employment
1 . and other economic opportunities.
Policies
1 a. Promote a results -oriented permit and licensing process, which
consolidates review timelines, eliminates unnecessary steps, and
maintains a strong customer service approach.
1 b. Develop or maintain business recruitment programs, and create
a tool box of incentives to encourage retail and other commercial
development.
1 c. Encourage and expand business expansion and retention
programs.
1 d. Develop a local purchasing policy that gives prioritizes doing
business with locally -owned companies, if within a range of price
competitiveness.
1 e. Consider public relations tools to increase awareness of the local
business community, such as annual small business awards.
14
I f. Continue to partner with business and economic development
organizations, and address feedback from the business
community.
Goal: Revitalize the city's business districts, balancing redevelopment,
2. preservation and the need for consumer amenities.
Policies
2a. Adopt land use policies, zoning, and design guidelines that are
supportive of responsible economic development.
2b. Strengthen neighborhood business centers through community
planning and commercial revitalization, resulting in new
regulations that will spur development.
2c. Revise parking requirements, especially downtown, to encourage
business development.
2d. Develop land use regulations that will encourage Transit
Oriented Development (T.O.D.) in the Harbor Square and "Old
Safeway" area.
2e. Explore options such as Business Improvement Districts/ Areas
(special assessment districts) as a way to help shopping areas
fund marketing and beautification in a sustainable fashion.
2f. Continue to support an historic preservation program that works
to identify and preserve historic architectural, archeological and
cultural resources for future generations.
2g. Utilize incentives and the historic preservation building code to
encourage property owners to register eligible historic buildings.
2h. Work to identify and "brand" distinct business districts, where
there is a natural synergy, such as the Highway 99 International
District, the Stevens Hospital Medical Corridor, and the 411
Avenue Arts Corridor.
2i. Create synergy for commercial businesses where possible, for
example, by implementing a "retail core" area in the downtown.
2j. Provide a quality environment with character for patrons and
residents to enjoy.
15
Goal Diversify the tax base and increase revenues to support local
3. services.
Policies
3a. Address barriers to redevelopment in the business districts, and
encourage mixed -use development.
3b. Leverage technology assets, such as existing fiber connections,
to pursue new revenue streams.
3c. Implement regulations and/or design guidelines that will ensure
the development of quality retail and commercial space that can
physically accommodate a variety of future users.
3d. Focus recruitment and "buy local" community marketing on
consumer spending segments in which there is significant
"leakage", and also a strong possibility of recapturing spending.
3e. Pursue private and public grant or sponsorship funding for
programs, where possible.
3f. Encourage longer hours of business operation and/or more
evening uses in the business districts to add options during
"peak" hours of consumer spending.
3g. Expand tourism efforts to take advantage of regional trends,
such as nature tourism.
Goal Strengthen the quality of life and vitality of the community for
4. residents, workers and visitors to enjoy.
Policies
4a. Develop a housing strategy that plans for a variety of housing
options, both in design and affordability, around the city.
Consider housing options for artists.
4b. Promote the visitor/tourism sector. Sustain and develop facilities
that attract tourists, conferences, professional training, sporting
events and other recreational opportunities.
16
4c. Consider building incentives that may encourage
environmentally -friendly construction (or LEED certified), a
percent set -aside for the arts, public spaces, and affordable
housing.
4d. Provide leadership on technology issues in order to ensure that
Edmonds residents and businesses have fast, affordable service.
4e. Foster an open and accepting community culture that respects
diversity.
4f. Expand social, cultural, artistic, recreational and other learning
activities for all generations.
4g. Strive to improve communications with the public.
17
C. Implementation
The policies in this document were constructed to provide a supportive
foundation for future economic development projects, legislation and
decisions. Implementing the city's policies will require cooperative
involvement on the part of the City Council, Mayor, commissions and
boards, committees, and staff. In the past, several studies have
recommended a number of strategies for implementation, and yet few of
these recommendations have actually been realized. At the same time,
the city's long term financial outlook has only worsened. It is therefore
imperative that real progress be made in setting the course for economic
development in Edmonds.
Phased implementation could be achieved through a series of legislative
actions and ongoing administrative services.
Legislative
The City Council ultimately decides on many land use and other
regulations that greatly affect the ability for economic development to
take place. As the policy -making body, the City Council must also act in
the best interest for Edmonds residents and businesses today - and far
into the future. This involves balancing immediate community feedback,
the results of expert studies, staff recommendations, and the need for
long term vision and planning for Edmonds' future financial picture and
quality of life.
In the spring of 2006, the City Council formed an Economic Development
Committee, which acts as the liaison between the City Council and the
Economic Development Director. The Committee works to ensure that the
Council as a whole has a deeper understanding of the economic
development issues facing the City.
As described in this Economic Development Element, a great deal of
economic development involves "setting the stage" for economic growth
to occur in a way that will enhance the community.
Currently, a number of studies and community planning efforts are either
underway or were recently completed that recommend revisions to
various zoning regulations. Below are the short term implementation
action items for the City Council.
• Adopt design guidelines that ensure quality commercial space;
• Resolve downtown zoning and height regulations consistent with
an expressed vision,
In
• Approve recommended reforms stemming from the work of the
Highway 99 Task Force;
• Study and approve updated Comprehensive Plan language and
zoning regulations for the neighborhood business districts;
• Study and adopt a package of incentives for use in business
recruitment and retention efforts; and
• Adopt a local purchasing policy, setting a priority for doing
business with local companies, if within a specified range of price
competitiveness.
Services
While staffing at the City of Edmonds has been streamlined significantly
due to budgetary constraints in recent years, the city also recognizes that
economic development contributes positively to the revenue outlook,
local employment, and the quality of life for residents.
The city should provide adequate resources for the following services to
implement economic development in Edmonds:
• Long-range planning for commercial areas
• Site selection assistance and business recruitment
• Community marketing
• Business expansion and retention efforts
• Public relations involving economic development
• Data collection and analysis
In cooperation with the city, the Greater Edmonds Chamber of Commerce
is also involved in economic development through a special
subcommittee and the many festivals and business networking services
that contribute positively to the local economy.
Where relevant, the City of Edmonds should work in collaboration with
the Greater Edmonds Chamber of Commerce and other business groups,
local economic development stakeholders, and regional alliances to
further the economic development policies outlined in this Economic
Development Element.
19
CITY OF EDMONDS
ECONOMIC DEVELOPMENT COMMISSION
December 17, 2014
The Citizens Economic Development Committee meeting was called to order at 6:02 p.m. by Chair
Witenberg in the Brackett Room, 121 5th Avenue North, Edmonds.
COMMISSIONERS PRESENT
Bruce Witenberg, Chair
Kevin Garrett, Vice Chair
Jenny Antilla
Nicole Hughes
Jamie Reece
John Rubenkonig
Michael Schindler
Rich Senderoff
Douglas Swartz
Teresa Wippel
COMMISSIONERS ABSENT
John Dewhirst
Darrol Haug
Roger Hertrich
Debbie Matteson
Doug Purcell
Darlene Stern
1. OPENING REMARKS
PLANNING BOARD LIAISON
Phil Lovell
ELECTED OFFICIALS PRESENT
Councilmember Kristiana Johnson
PORT OF EDMONDS LIAISON
David Preston
STAFF PRESENT
Patrick Doherty, Econ. Dev & Comm. Serv. Dir.
Cindi Cruz, Program Coordinator
Rob Chave, Planning Manager
Jeannie Dines, Recorder
PUBLIC PRESENT
Jeff Sherrer
Chair Witenberg introduced new Commissioner Jenny Antilla and she described her background and
interest in the EDC.
Chair Witenberg announced Commissioners Dewhirst, Matteson and Stern have excused absences.
2. AMENDMENTS TO AGENDA - NONE
3. APPROVAL OF ECONOMIC DEVELOPMENT COMMISSION MINUTES OF NOVEMBER 19,
2014
COMMISSIONER SCHINDLER MOVED, SECONDED BY COMMISSIONER REECE, TO
APPROVE THE MINUTES OF NOVEMBER 19, 2014. MOTION CARRIED UNANIMOUSLY.
4. STATUS OF COMPREHENSIVE PLAN UPDATE, DEVELOPMENT CODE UPDATE AND
CIP/CFP
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Economic Development Commission
December 17, 2014
Page 1
Planning Manager Rob Chave Council reported the Council approved the Capital Facilities Plan/Capital
Improvement Program and the 2015 budget at last night's meeting. Of note to the EDC, the Council
authorized $100,000 to match funds they are requesting from the legislature for an alternatives analysis of
ferry/emergency conflicts. The Council also included $100,000 in the budget for a Planned Action on
Highway 99 which would fund planning work and ultimately environmental review of land use and
transportation improvements on Highway 99. That effort, coupled with recent changes the Council made
to encourage more housing on Highway 99, will position Edmonds to capture development occurring in
the region.
The Council also authorized an $110,000 contract with a team of consultants led by Makers to work on
the development code update during 2015. The code update is a multiyear project; the City Council will
consider providing additional funds at the end of the year to complete the code update. The consultants
have already begun work.
Mr. Chave reported the Planning Board is currently reviewing the Land Use and Utility elements. The
City Council is reviewing the Housing Element followed by the Land Use and Utilities Elements and is
holding hearings on each element.
Chair Witenberg reported the City Council left downtown restrooms in the CFP but did not appropriate
any funds in 2015 for temporary downtown restrooms.
5. DISCUSSION AND FEEDBACK ON THE DRAFT GOALS AND POLICIES OF THE
ECONOMIC DEVELOPMENT ELEMENT OF THE COMPREHENSIVE PLAN
Economic Development and Community Service Director Patrick Doherty explained the previous
Economic Development Plan has not been updated since it was adopted in December 2006. The deadline
for updating the entire Comprehensive Plan is June 2015. Due to the constrained timeline, staff is revising
elements rather than starting over. The Economic Development Element is a policy document, the
background for the regulatory framework.
Mr. Doherty recalled the EDC agreed the Business Enhancement Subgroup would provide initial
revisions to the goals and policies. The draft provided to the EDC includes his and the subgroup's
proposed revisions as well as additional input from Commissioner Senderoff. Following tonight's
meeting he will prepare the entire element which includes the goals and policies as well as the narrative
and implementation. The element will be presented to the Planning Board for review and public comment
at their January 28 meeting. Commissioners can comment on the Economic Development Element as
individuals to the Planning Board.
Commissioners reviewed the goals and policies and provided the following suggestions/comments:
• Add fiber optics in Strengths
• Add shortage of tourist facilities/lack of infrastructure to support tourism (accommodations,
restrooms, wayfinding) to Weakness
• List of Weaknesses is short, there may be additional items in the narrative
• Add specialty retail and restaurants to International Business Community in Strengths to indicate
why it is a strength and identify concentration on Highway 99
• Determine whether to use intermodal or multimodal throughout document
• Add free parking to Strengths
• Add "recognized" to events and festivals under Strengths
• Add electric car charging station to Strengths
• Concern the wording of some opportunities are policy language versus action
• Add opportunities on Highway 99 such as big properties, good visibility due to traffic volume,
transit
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Economic Development Commission
December 17, 2014
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• Add opportunities provided by ferry traffic on SR 104 to Opportunities
• Add glossary of terms
• Add Port of Edmonds as partner in economic development to Strengths
• Add policy recognize Port's role in economic development
• Add accessible public waterfront and pedestrian connections to Strengths
• Add waterfront amenities to Strengths
• Add continue to make waterfront more accessible as a goal
• Identify business districts in narrative
• Add parks to Strengths
• Add Dive Park to Strengths
• Consider whether to include 4th Avenue Corridor in Policy 2f
• Expand language in Policy 5g
• Reword Goal 4
• Add quality of life to Strengths
• Consider referencing impeded access to waterfront from increase in train traffic in SWAT
analysis
• Rephrase 4e to address economic development
• Add to Policy 2c accommodating a wide range of housing options to enhance use of commercial
• Add flowers as a Strength
• Include parks and recreational facilities in 5f
Commissioners and staff discussed signage on SR 104 for restaurants near the ferry holding lanes,
services provided by fiber optics versus cable, Comprehensive Plan as a vision with broad categories,
concern with use of the word "appropriate" in the document, whether 4th Avenue Corridor is a business
district, and revisions that have been made to B&B regulations.
Mr. Doherty reported Salish Crossing has signed leases with Top Pot Donuts and Spud Fish & Chips. Top
Pot plans to use a mobile app to take orders.
6. TOURISM AND VISITOR SUB GROUP UPDATE
Commissioner Garrett reported the subgroup discussed downtown restrooms and the position paper
approved by the EDC. Commissioner Dewhirst made a presentation regarding downtown restrooms to a
downtown group who was very supportive. The City's tourism website has been launched; during the first
quarter of 2015, consideration will be given to other opportunities for providing information about the
City to people visiting the region. The subgroup also brainstormed 2015 projects/efforts. The subgroup
meets every other month; their next meeting will be in February.
7. BRAINSTORM IDEAS TO CONSIDER FOR 2015
Commissioners' brainstorming identified the following ideas:
• Leakage: survey current business types and needs, target businesses to recruit (UW study
regarding Westgate had a list of community needs)
• Identify physical areas/business districts that would promote economic development
• Encourage small pharmacy, Doc in a Box
• Strategies for engaging businesses on Highway 99, particularly International District businesses
• Business -oriented website for recruitment and investment
• Analyze how waterfront businesses can be enhanced
• Food trucks — waterfront, Yost Park, City Park
• Downtown gathering place
Draft Minutes
Economic Development Commission
December 17, 2014
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• Village green on 4th Avenue at Dayton to anchor the south end of the 4th Avenue Corridor
• Targeted code amendments
• UW Green Futures Lab study on Five Corners
• Advocate for a boutique hotel downtown and other lodging facilities particularly near the hospital
• Enhanced effort on liaison program
• Review 25 items in SAP related to economic development and consider how to move them
forward
• Capture ferry traffic tourism
• Talk with WSF about ferry reservation system
• Explore increasing the number of gas stations in the City to increase gas tax
It was agreed to review the ideas at the next meeting and determine which subgroup would pursue them.
8. COUNCIL LIAISONS' COMMENTS
Councilmember Johnson reported on Council activity:
• Adopted CIP/CFP and 2015 budget
o Council allocated $100,000 for matching funds for an alternatives study
o Council allocated $100,000 for Highway 99 planning
• Adopted Legislative Agenda for 2015 which includes $1.25 million for the alternatives analysis
and $10 million to implement a Highway 99 Gateway project
• Adopted Social Media policy
• Reappointed Doug Swartz and appointed Jenny Antilla to the EDC
• Agreed to move forward with a Diversity Commission. A task force is being formed to determine
what the commission should address.
• Approved the Edmonds Downtown Alliance's Work Plan and the LTAC's Work Plan
• Added the Schumacher Building to the Edmonds Register of Historic Places
• Received an update on the SAP
• Completed review of the Shoreline Master Program
• Presentation from PSRC regarding regional impacts of the proposed terminal at Cherry Point
(Commissioner Rubenkonig left the meeting at 7:52 p.m.)
9. PLANNING BOARD UPDATE
Planning Board Member Phil Lovell reported on Planning Board activities:
• Reviewing Comprehensive Plan Elements, currently reviewing the Land Use and Utilities
Elements.
• Identified two Student Representatives; one will finish in 2014 and the second will start in 2015
• Extended agenda includes:
o Economic Development Element (January)
o Transportation and Cultural and Urban Design Elements (February)
o Street Tree Plan and Streetscape Plan (March)
o Transportation Element (March)
o Capital Facilities Element (May)
• Public hearing on entire Comprehensive Plan (June)
• Elected Neil Tibbott as Chair and Phil Lovell as Vice Chair
to. PORT OF EDMONDS UPDATE - None
It. MISCELLANEOUS
Draft Minutes
Economic Development Commission
December 17, 2014
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Chair Witenberg reported Councilmember Peterson will be leaving his Council position next month to
represent District 21 in the State Legislature. He acknowledged Councilmember Peterson's contribution
and his support of the EDC. He also thanked Commissioner Purcell for his service on the EDC including
his contributions to the Business Enhancement Subgroup.
12. AUDIENCE COMMENTS
Jeff Sherrer commented on the economic impact Edmonds Community College's large student
population has on the City. He suggested partnering with Edmonds Community College on something
that would draw students. He pointed out the Economic Development Element does not mention reaching
beyond the City's borders such as a Sister City Program.
13. ADJOURN
With no further business, the meeting was adjourned at 8:03 p.m.
Draft Minutes
Economic Development Commission
December 17, 2014
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AI-7443
Planning Board Agenda
Meeting Date: 01/28/2015
Administrative Reports: Review Extended Agenda
Department:
Initiated By:
Planning
Information
Subject/Purpose
Administrative Reports: Review Extended Agenda
Staff Recommendation
Please review the attached extended agenda
Previous Board Action
N/A
Narrative
Attachments
PB Extended Agenda
9.