2016-08-10 Planning Board Packeto Agenda
Edmonds Planning Board
snl. ynyo COUNCIL CHAMBERS
250 5TH AVE NORTH, EDMONDS, WA 98020
AUGUST 10, 2016, 7:00 PM
1. CALL TO ORDER
2. APPROVAL OF MINUTES
A. Approval of Draft Minutes: July 27, 2016
3. ANNOUNCEMENT OF AGENDA
4. AUDIENCE COMMENTS
5. ADMINISTRATIVE REPORTS
A. Development Services Director Report
B. Presentation on Sustainable Cities Partnership
6. PUBLIC HEARINGS
7. UNFINISHED BUSINESS
8. NEW BUSINESS
A. Discussion on Housing
9. PLANNING BOARD EXTENDED AGENDA
A. Planning Board Extended Agenda
10. PLANNING BOARD CHAIR COMMENTS
11. PLANNING BOARD MEMBER COMMENTS
12. ADJOURNMENT
Edmonds Planning Board Agenda
August 10, 2016
Page 1
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Planning Board Agenda Item
Meeting Date: 08/10/2016
Approval of Draft Minutes: July 27, 2016
Staff Lead: N/A
Department: Planning Division
Prepared By: Diane Cunningham
Background/History
N/A
Staff Recommendation
Approve the draft minutes
Narrative
Draft minutes are attached
Attachments:
PB160727d
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CITY OF EDMONDS
PLANNING BOARD MINUTES
July 27, 2016
Chair Lovell called the meeting of the Edmonds Planning Board to order at 7:00 p.m. in the Council Chambers, Public Safety
Complex, 250 — 5 b Avenue North.
BOARD MEMBERS PRESENT
Philip Lovell, Chair
Matthew Cheung
Todd Cloutier
Nathan Monroe
Daniel Robles
Valerie Stewart
BOARD MEMBERS ABSENT
Carreen Rubenkonig, Vice Chair (excused)
Alicia Crank (excused)
READING/APPROVAL OF MINUTES
STAFF PRESENT
Rob Chave, Planning Division Manager
Carrie Hite, Parks, Recreation and Cultural Services Director
Jerry Bevington, Video Recorder
BOARD MEMBER STEWART MOVED THAT THE MINUTES OF JUNE 22, 2016 BE APPROVED AS
PRESENTED. BOARD MEMBER MONROE SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY.
ANNOUNCEMENT OF AGENDA
The agenda was accepted as presented.
AUDIENCE COMMENTS
Dick Van Hollebeke, Edmonds, said he is a member of the community planning group for the Civic Center Master Plan.
He is very much in favor of the process, which is a golden opportunity to design a park in the middle of the town. His
interest is in creating a plan that is best for the community and results in the best overall use of the nearly eight acres of
parkland. He participates on the planning group to specifically represent the viewpoint of the Edmonds Petanque Club, but
not at the exclusion of other viewpoints. The Petanque Club was voted Citizen of the Year for Edmonds for all of the public
outreach it has done. The Club is the largest user of the Civic Center Field as it is presently configured, and the courts draw a
large number of people of all ages. The overall size of the park is 348,000 square feet, and the the Petanque Club is hoping
that the master plan will accommodate eight permanent courts, each about 750 square feet, for a total area of roughly 6,600.
This would be less than .5% of the overall park space. In addition, the club is hoping that the final design will include open
space (perhaps 150' x 150') that can be used for many different activities, including Petanque tournaments. Rather than
grass, this could be a dirt surface that is suitable for a multitude of uses. He concluded that the consultant's presentation to
the Board will amaze them as to the potential possibilities, and it is important that all viewpoints are represented.
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DEVELOPMENT SERVICES DIRECTOR REPORT TO PLANNING BOARD
Chair Lovell referred the Board to the written report that was provided by the Development Services Director dated July 8,
2016.
Board Member Stewart reported that she attended the grand opening for the Green Resource Center. She recalled that the
concept was first discussed by the Planning Board in 2010 as a place where green materials could be accessible to the public
and developers. Former City Council Member Strom Peterson pursued and obtained funding for the project, which is now a
reality. She thanked all who were involved in the project, which the City can be proud of showcasing to the surrounding
communities.
Chair Lovell asked if any action was taken by the City Council relative to the sign code. Mr. Chave said the City Council is
considering a couple of amendments, and the code should be presented to the Council for final adoption on August 2nd
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RECOGNITION OF PARKS AND RECREATION MONTH c
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Ms. Hite announced that July has been named Parks and Recreation Month by the National Recreation Association, which N
gives an opportunity for cities to recognize the importance and value of parks and recreation in communities. Open space, �+
park land and park activities increase the quality of life for citizens and communities. She invited the Edmonds community
to participate in the City's wide array of programs that are scheduled throughout the summer, and she commended the Parks,
Recreation and Cultural Services staff for all of their effort. d
Chair Lovell referred to the City's proclamation, designating July as Park and Recreation Month. On behalf of the Board and
as a private citizen, he thanked the Parks staff for their continuous effort with respect to parks and recreation opportunities. A
lot has happened in recent years, and more is underway. Irrespective of the economic conditions that existed in previous
years, by and large the citizenry of the towns and cities greatly supported their parks and recreation programs, including
authorization for additional funds via park levies to supplement and add to parks programs and/or physical plans. Everyone
in Edmonds, young and old, places a very high value on parks and the work that staff does.
UPDATE ON CIVIC CENTER MASTER PLAN
Ms. Hite said the topic of tonight's discussion is the Civic Center Master Plan. The consultant has prepared a great
presentation, and the staff and consultant are seeking guidance and additional ideas from the Planning Board as the process
moves forward. She reviewed that the City closed on the purchase of the property from the Edmonds School District in
February of 2016, and immediately sent out a Request for Qualifications (RFQ) for a consultant team to assist the community
in developing a master plan for the 8-acre site in the downtown. Walker/Macy was selected as the consultant.
Ms. Hite announced that a kick-off meeting to launch the master plan was held at the May 3rd City Council Meeting and was
well attended. Since that time, a Project Advisory Committee (PAC) was formed to listen to public comments, help the staff
and consulting team decipher the information and provide guidance to the Planning Board and City Council as they decide
what is going to be best for the community. Two PAC meetings have been held since the kick-off meeting, along with an in -
person open house and virtual open house that were well attended. The staff and consulting team met with stakeholder
groups over a period of three days (Boys and Girls Club, Petanque Club, Sno-King Youth Club, etc.) to solicit their thoughts.
The PAC has reviewed all of the preliminary input that is now being presented to the Planning/Park Board for additional
guidance. A presentation to the City Council is scheduled on August 9th. The input provided by the Planning Board and City
Council will be used by the consulting team to prepare alternative designs to present at the next open house. She said she
anticipates that the master plan will be a robust conversation in the community for the next six months. There are both
conflicting and collaborative interests, and the community must be very thoughtful as decisions are made.
Chris Jones, Principal and Landscape Architect, Walker/Macy, said he has been pleasantly surprised at the amount of
interest and involvement in the Civic Center Master Plan, which has been a very democratic process from his perspective.
City staff has done a great job of shepherding a difficult public project through. He provided an aerial photograph of the site
to illustrate the significance of place and scale of the park. He emphasized that there are no plans and/or concepts on the
table, and there are not any preconceived notions of what should and should not be in the park. It is his job to see that the
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master plan is done through a democratic process that responds to community sentiment. He reviewed some of the activities
that currently occur on the site:
• The Taste of Edmonds generally takes over the majority of the site once each year. He and Ms. Hite have met with
the Chamber to explore options for consolidating the event's footprint so that the park can be successful 365 days
per year.
• Active recreation uses include Petanque, skate park, and youth sports activities.
• There are two existing structures on site: the field house and grandstands. The Historic Preservation Commission
recently recommended that the entire Civic Center site be listed on the Edmonds Register of Historic Properties.
They further recommended that the fieldhouse be listed as a historic structure. While the grandstands were not
included in the action, the Commission recommended that the master plan recognize the significance of place and
what the grandstands reflect of the community. The grandstands are currently undergoing structural review.
Mr. Jones said that as they consider potential park programs, it is important to keep in mind that there are site and/or deed m
restrictions on six of the eight acres. He provided a graphic to illustrate the two acres that have no restrictions, as well as the o
six acres where deed restrictions apply. The restrictions include prohibiting parking and minimizing impervious surfaces. N
Also, large structures would be prohibited, but small structures would be allowed. No artificial turf fields would be allowed N
within the deed -restricted areas, either.
Mr. Jones advised that the potential park themes have been organized around the following components:
• Civic Uses could include a plaza, cafe, water feature, performance space, art, promenade, covered market space,
museum display and restrooms.
• Passive Uses could include multi -use lawn areas, horticulture or stormwater gardens, berms, shade trees, picnic
areas, strolling path and shade pavilion.
• Active Uses could include an exercise path, creative play, seasonal games, classes, clubhouse and concessions.
• Event Uses could include theater performances, markets, music, culinary events, art installations and fun runs.
Using the information collected to date and discussions by the PAC, Mr. Jones advised that nine boards were developed for
the open house. The four informational boards provided contextual information on the site, the surrounding conditions and
adjacencies that should be considered, the deed restrictions, and scales of similar -sized parks that people may be aware of in
the Northwest. The five interactive boards revolved around the active/passive recreational elements of the site. The five
boards were put up around the room and participants were asked to vote on what activities they would like to continue, what
other program elements they would like to see, what active recreation activities they would like to see (including restrooms,
bleachers, etc.), other ideas they have that should be captured as part of the master planning process, and where Civic Center
currently falls relative to passive and active uses.
Mr. Jones said that model stations were also set up at the open house. An aerial photo of the civic site was provided, with the
deed restricted area clearly identified. Puzzle pieces of different scaled program elements (i.e. soccer fields, basketball
courts, parking, promenades, water features, bleachers, etc.) that could fit within the park were provided, and participants
were invited to place the pieces on the site map. There were over 130 attendees at the open house, where Mayor Earling gave
a brief introduction and reiterated the significance of the project to the community. The staff and consultant provided a brief
presentation, and the remainder of the time was used for the community to interact with the boards and place the pins to
identify the program elements they wanted to see at the park. The feedback was amazing, and the design team is very
thankful for the amount of involvement the community has had. He reviewed that active uses were clearly the most
important elements for the park, with passive being second and civic third. Most participants indicated a desire for existing
activities to remain within the Civic Center, with a smattering of additional program elements (jogging/walking path,
restrooms, horticultural gardens, etc.) The results from the on-line open house closely resembled the in -person open house.
Three days of stakeholder meetings were also held and the general sentiment reflected the feedback from both the in -person
and on-line open houses. However, the stakeholder meetings focused on a much higher level of conversation than the on-line
and in -person open houses.
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Mr. Jones advised that after the City Council briefing on August 9"', the consulting team and staff will develop alternative
plans to present at the August 24"' in -person and on-line open houses. He anticipates that the next open house will include a
review of the information received so far, as well as a presentation of the alternatives that reflect community sentiment.
Additional discussion and information will be presented to the Planning Board on September 10.
Chair Lovell noted that the survey results can be found on line and asked if the master plan process would be similar to the
approach used for the Marina Beach Park Master Plan. Mr. Jones answered affirmatively and explained that the consultant,
staff and PAC will work to prepare two or three alternatives for the public to respond to. As the process moves forward,
favorable elements of each of the alternatives will be combined to create a preferred alternative.
Board Member Robles noted that some elements of the park, such as parking, are necessary, but may not be desirable. He
asked if civic activities ranked lower because they draw a larger crowd and parking issues result. He also asked the
consultant to share his ideas about parking. Mr. Jones agreed that people shy away from the civic uses primarily because of
potential impacts such as noise and parking. From experience, there is a perception that once the civic uses are developed to
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attract larger crowds, the park will no longer be desirable for the citizens to use. He acknowledged that parking is always a
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significant concern. Because there is such limited open space in the downtown, it is difficult for him to advocate for parking
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to take up a large portion of the park area.
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Board Member Cloutier reminded the Board that, currently, the community is in a very active discussion about the renovation
and/or replacement of the South County Senior Center. Should an alternative site be required for the new facility, he asked if
there is room on the Civic Center property to accommodate the Senior Center facility. Mr. Jones answered that a 20,000
square foot building would likely fit on the two acres of property that are not restricted by deed. However, there has been
some discussion about the Boys and Girls Club remaining on the site and potentially expanding. Board Member Cloutier
said that although the fieldhouse is a historic building, it is does not really fit the needs of the Boys and Girls Club. He
suggested that some thought be given to creating a new facility that could serve as the Boys and Girls Club/Senior Center.
He also asked if a restroom structure would be considered a minor structure or would it have to be placed within the two,
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unrestricted acres.
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Ms. Hite said the restrictions placed on the 2-acre portion of the property by the state are very open and allow for restrooms,
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parking lots, and other amenities that will serve the City's needs as a park. However, the County's restrictions on the
remaining 6-acre portion are more limiting. The biggest factor is that it cannot be developed with more than 10% impervious
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surface, or about 26,000 feet, and trails would be exempt. The impervious surface can include parking lots, picnic shelters,
restrooms, etc., but it cannot be more than 10%.
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Ms. Hite reminded the Planning Board that the City Council entered into a long-term land lease with the current non-profit
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Senior Center. That doesn't mean the community cannot have a conversation and reconsider the location of the Senior
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Center, but a robust group is already campaigning for funding with control of the land as it currently sits.
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Mr. Chave clarified that the Historic Preservation Commission voted to look into the historic quality of the fieldhouse and
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site, but they felt the grandstand did not meet the characteristics necessary for inclusion on the register. They have not
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actually finished their assessment of the site, in general, or the Boys and Girls Club, specifically. While they have agreed
there is some historic character present, they have not determined that it is eligible for the Historic Register.
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Board Member Stewart asked if there have been one or two on-line surveys. Mr. Jones answered one. Board Member
Stewart asked for an estimate on the number of people who responded to the on-line open houses. Mr. Jones clarified that
there were 200 visitors and 135 responses. Not all the visitors responded. Board Member Stewart said it would be helpful to
have a breakdown on the ages of the 135 respondents. Ms. Hite said information relative to age is not available, since only
31 of the respondents answered the demographic questions. Board Member Stewart noted that about 2/3 of the 31 people
who provided demographic information were in the "over 45" category. She recalled that the PAC had a discussion about the
difficulty of reaching out to the younger population, particularly in the summer. However, a young student has agreed to
assist the City's effort via social media. Although the older residents have more time to attend meetings and become
involved in the process, input from the younger citizens is also important to the process. She suggested they hold out for
more response from the younger people during the next open house. Ms. Hite said that the past on-line open house was
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launched the day after the in -person open house, and the length of time was expanded to three weeks. The same timeline will
likely be used for the next series of open houses. Board Member Stewart suggested that the on-line open house should be
available for a longer period of time. Mr. Jones agreed that would be possible. He explained that the purpose behind the 3-
week window is that they eventually start to see the same patterns arise over time. Responses drop off significantly if the
City is not actively advertising the opportunity.
Board Member Stewart said she appreciates that Petanque is a very popular activity right now, and she has walked by the
courts to observe how the game is played. She emphasized that the master plan should be inclusive and provide ways to
overlay activities on the same space so that one activity does not have a total monopoly. She asked if different types of
surfaces could be used for Petanque and if something could be rolled out over the surface to accommodate another type of
activity.
Mr. Van Hollenbeke answered that the courts are framed by white, 4' x 12' pressure treated timbers that are partially sunk
into the ground. The current court size of 15' x 15' (750 square feet) is slightly larger than regulation size to accommodate
boundaries. He acknowledged that people in other countries play Petanque in pathways, but their parks are not typically as c
structured as those in the United States. Grass does not work, but they have used dirt soccer fields for tournaments. The N
Petanque Club's concept is a multi -purpose surface of about 150' x 150' for tournaments. This would be slightly larger than N
the infield of a baseball field, which is 110' x 110' and could be used for a number of activities. They are also asking for 8
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courts with crushed rock that would occupy 6,600 square feet in a park that is 348,000 square feet in size.
Board Member Stewart noted that Bocce is a similar sport. She asked Mr. Van Hollenbeke to share his experience with
Bocce. She also asked how many of those who participate in Petanque are younger than 30 years old. Mr. Van Hollenbeke
said he has played Bocce and it is very enjoyable. Petanque is another activity entirely. It is fun and simple to learn, and it
intrigues a lot of people. He acknowledged that the sport appeals more to senior members of the community, but there are
numerous stories about how the game (and club) has changed people's lives. They teach citizens of all ages how to play the
game, including youth from the Boys and Girls Club.
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Board Member Stewart voiced concern that eight might be too many Petanque courts. She suggested that it could be reduced
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by half. Mr. Van Hollenbeke said the club started with a handful of members and worked with the City to establish one
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court. Within months, the sport became very popular, and the Petanque Club raised funding for the materials and the City
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performed the installation of two more courts. In order to more readily include the Boys and Girls Club, the club received a
grant to construct a fourth court. Normally, four to six people can play on a court. The club has over 100 members, and
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hundreds of other people play, as well. He emphasized that the community is predominantly seniors, and the proposed eight
courts would only occupy .5% of the total park square footage.
Board Member Stewart said her background extends to 10 years working with the older adult population, and she was
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schooled at the University of Washington in Aging Exercise Studies. She appreciates the need for activities that are more
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suitable to an aging body, and Petanque works well in that regard. However, unlike Bocce, Petanque seems to appeal more
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to older -aged citizens. She would hate to see something exclusively set aside for just the older adult age group. She would
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hope there could be versatility on that same space.
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Board Member Stewart noted that the potential park elements do not include an open space grass area where Frisbee and
other activities could take place. She appreciates that fitness trails were mentioned as an option since they can be designed to
appeal to any age.
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Board Member Stewart expressed her belief that the grandstands should be removed, but she suggested that a portion could
be retained as a potential lookout, pavilion or place to see the gorgeous view. She also voiced support for Board Member
Cloutier's earlier recommendation that the Civic Center would be a great location for a senior center, particularly in
conjunction with the Petanque courts. A combination Boys and Girls Club/Community Center/Senior Center would make
sense on that site to provide a variety of activities for everyone to enjoy. Ms. Hite said one element that was very popular in
the public comments was a grass, multi -use lawn area for drop in soccer, ultimate Frisbee, etc.
Board Member Cheung asked what other uses could occur on a Petanque surface. Mr. Jones said the challenge is that uses
that go on top of the courts need to be moveable. He said the design team has done similar Petanque courts in parks, and
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decomposed granite is a common material. They have had a lot of success putting the use within a bosque of trees and
providing moveable tables and chairs under the trees can result in an elegant and nice environment. They have also designed
Petanque and Bocce courts that do not have a barrier around them, and the club appears to be amenable to areas that are not
completely enclosed. Whatever the secondary use, it must be moveable.
Board Member Monroe asked if a play structure would be incorporated into the site, and Mr. Jones answered affirmatively.
Board Member Monroe noted that a large number of people who live near the park are older. He voiced concern that this
may skew the input that comes in. Mr. Jones acknowledged that, typically, downtown parks are surrounded by denser,
mixed -use development. In those instances, noise is not such a concern. The Civic Center has unique adjacency with single-
family and multi -family residential development surrounding it. He said he is not going to recommend changes to the City's
park program unless directed by the City and community. The community has voiced their input relative to priorities, but the
PAC has recognized that some of the input may be skewed. The design team will work with staff, the City Council and the
Planning Board to vet the input carefully. Board Member Monroe asked if Mr. Jones believes that the community input thus
far has been 100% representative of community sentiment. Mr. Jones said it is not 100%, but the PAC had a lengthy
discussion about the results and felt they were generally representative of the community desires. c
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Mr. Jones summarized that there are a lot of athletic fields, open space and playgrounds in Edmonds. The big question is N
whether the downtown park should be athletic fields or an active civic site. That is the question they tried to get answered via �+
the survey.
Ms. Hite commented that in the next iteration, as the design team puts the components on paper and analyzes the alternatives,
the intent is to reach out to more people and make sure the results are equitable. They will also consider options for limiting
the number of votes to prevent potential skewing and to gain a better understanding of the demographics of respondents. She
commented that a youth member participates on the PAC and will help the City reach out to the younger citizens. Mr. Jones
added that the number one goal for the success of the park should be to make the plan as flexible as possible. They can't
assume what the community needs will be in the future, so whatever is developed needs to be flexible.
Chair Lovell recalled that the athletic fields were originally developed to serve the adjacent high school use, which is no
longer present. He expressed his belief that there are plenty of other athletic facilities in Edmonds, particularly of the nature
that requires large areas. He suggested the design team be very careful about overusing the site for large-scale athletic
activities. He also expressed his belief that the grandstands should be eliminated. They are very unsightly, unusable and
unsafe, and they take up valuable land. Furthermore, the historic investigation left the grandstands off the list of candidates
for the historic register. As to the fieldhouse, it is clear that the building is not appropriate for its current Boys and Girls Club
use. The Boys and Girls Club activities are important to the City, and they have indicated a desire for a new structure of
between 18,000 and 25,000 square feet. Given the deed restrictions on the site, it is difficult to consider a building of this
size for any use.
Chair Lovell referred to the process that was used for the Marina Beach Park Master Plan, which included a number of
parameters that dictated some direction as to what the park facilities, accommodations and infrastructure should consist of.
He supports Board Member Monroe's concern that the adjacent property owners may be skewing the public comments to
date. Given the park's location, he suggested there is potential for a mix of elements that can serve both the neighborhood
and the general citizenry. A number of people have indicated that Petanque courts are a high priority, and this should be
reflected in the design. Trees and walking paths are also high priorities that should be integrated into multiple layouts. He
likes the idea of being able to use the Petanque courts for something other than the activity, itself. He said he is very
sensitive to parking issues, which have also been a concern relative to the railroad crossing and the waterfront community
center. The City has a parking problem already, and sooner or later it will have to be addressed.
Chair Lovell reminded the Board that there are restrictions relative to the use of the site. He suggested that a feasibility
rationale or grading system should be applied to each potential element that emerges as part of the alternatives to determine
the best use for the portion of property that has fewer restrictions. It is important to understand what can and cannot be done
and what improvements would provide the most benefit for the valuable square footage.
Ms. Hite advised that the City is currently conducting a structural analysis of the grandstands. While the City owns the land,
there are deed restrictions that require the City to follow the state process, which includes a structural analysis before the
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grandstands can be removed. She also advised that the Boys and Girls Club have been involved throughout the process as a
stakeholder. A member of the club also participates on the PAC. They have reflected to the City that they are very interested
in staying at the Civic Center, but they are also considering other alternatives in the downtown. They have acknowledged
that the current building does not serve their needs well. While they have not said they would like to build an 18,000 to
25,000 square foot building at Civic Center, they have indicated that is the model that is successful for similar clubs.
Chair Lovell commented that the master plan process is very exciting, and he is glad that there is a lot of community interest.
The PAC is well engaged in the process, providing good input and raising thoughtful questions. The park is a valuable piece
of property in the heart of the City, and this should be reflected in its use and programming.
Chair Lovell reviewed that the consultant and staff will present additional information to the Board on at least two more
occasions before they are asked to conduct a public hearing and forward a recommendation to the City Council relative to a
preferred alternative for the Civic Center Master Plan.
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REVIEW OF EXTENDED AGENDA c
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Chair Lovell asked for an update on the City Council's direction to the Board relative to the Five Corners Subarea Plan. Mr. N
Chave answered that the City Council indicated a desire to start the process before the end of 2016, beginning with a �+
presentation to bring the new Board members up-to-date on the work that was done previously by a consulting team from the
University of Washington.
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Chair Lovell advised that the next briefing on the Civic Center Master Plan is scheduled for September 14th c
PLANNING BOARD CHAIR COMMENTS
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Chair Lovell did not provide any additional comments. o
PLANNING BOARD MEMBER COMMENTS >
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Board Member Monroe reported on his attendance at the Citizens Economic Development Commission meeting, where they Q
established priorities for the year and divided into subcommittees. Actual products for the Council's consideration should
start to emerge in the next three to four months. o
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Board Member Stewart asked when the Stormwater Code Update would come before the Board for consideration. Mr.
Chave answered that the Stormwater Code Update will go straight to the City Council and will not be reviewed by the ti
Planning Board. He encouraged her to contact the Engineering Division for more information about the process.
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ADJOURNMENT pp
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The Board meeting was adjourned at 8:35 p.m. c
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Planning Board Agenda Item
Meeting Date: 08/10/2016
Development Services Director Report
Staff Lead: Shane Hope, Development Services Director
Department: Development Services
Prepared By: Diane Cunningham
Background/History
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Staff Recommendation
Review and ask questions
Narrative
Director Report is attached
Attachments:
Director. R e p o rt.08.05.16
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MEMORANDUM
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Date: August 8, 2016
To: Planning Board Members
From: Shane Hope, Development Services Director
Subject: Director Report
Planning Board —Next Meeting
The Planning Board's next meeting is on August 10. It will feature a briefing on the Sustainable
Cities Partnership.
REGIONAL UPDATES
Housing and Job Trends
Housing construction in our region has accelerated, but not as fast as the rate of job growth —a 16%
increase in jobs since 2010. In fact, the Puget Sound region has added over 3 jobs for every new housing
unit. The biggest share of new housing growth is multifamily and, no surprise, rents are rising sharply.
For more details, see: http://blog.psrc.org/2016/07/multifamily-housing-gaining-steam/.
Economic Sector Growth
The state Department of Commerce has announced that Washington's real GDP grew by 3.9 percent
during the first quarter of this year, compared to the national growth rate of 1.2 percent for the same
period and that the technology sector in Washington led the way. While this comparison is for a fairly
short period, the Department noted that Washington has recently been named one of the top 10 states
for business by CNBC.
Sound Transit —Citizen Oversight
Sound Transit is looking for people interested in filling several volunteer positions on the Citizens
Oversight Panel. The Panel is chaired by Edmonds' own Phil Lovell, so if you are interested in what the
Panel does, feel free to check with him or learn more from the Sound Transit press release at:
http://www.soundtransit.org/About-Sound-Transit/News-and-events/News-releases/sound-transit-
seeks-volunteers-serve-agency. Since an Edmonds resident is already on the Panel, you may want to
pass on the opportunity to interested persons in other parts of Snohomish County. Meanwhile, we
appreciate the Panel's work in Sound Transit's regional transit role.
LOCAL UPDATES
Green Resource Center
The Green Resource Center at City Hall had its grand opening on July 27. At least one member of the
Planning Board attended, along with many other people. Representative Strom Peterson and Mayor
Dave Earling spoke about the project's success as part of the city's commitment to sustainability. The
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Green Resource Center is open during regular business hours in the permit area of City Hall. With
displays and videos, it is intended to help people learn about materials and techniques that can be used
to make home improvement and other development projects "greener" —that is, more environmentally -
friendly. The public is welcome to drop in. "Green resource" information will be updated periodically.
Contamination Cleanup Plan Proposed
The Department of Ecology is seeking public review and comment on what is described as a minor
change to the legal agreement for the cleanup on an on a proposed water quality discharge permit for
two cleanup projects at the Unocal site in Edmonds. For more information, see the press release from
Ecology at: http://www.ecy.wa.gov/news/2016/101.html.
Stormwater Code
An update to the Stormwater Code, which would amend Title 18 of the Edmonds Community
Development Code, continues to work its way through the process for the City Council's consideration
and adoption. To take a look at the draft code and related information, you can check online at:
http://www.edmondswa.gov/development-a-design-stds-text/engineering-codes-design.html. [Note:
The draft Stormwater Code was not brought to the Planning Board for a recommendation because ECDC
20.80.010 exempts changes to Title 18 (other than Official Street Map changes) from Board review
unless specifically requested otherwise by the City Council.]
Architectural Design Board
The August meeting of the Architectural Design Board meeting is canceled due to a lack of
business items.
Hearing Examiner
The August Hearing Examiner meetings have been cancelled due to a lack of items.
Historic Preservation Commission
The Historic Preservation Commission will meet on August 11. The meeting will include
discussion on the 2017 Historic Calendar and the historic residence located at 209 Caspers
Street.
Tree Board
The Tree Board met August 4. Its agenda focused on planning for an Arbor Day event on
Saturday, October 15. The event will include planting trees in an open space area at 86t" Place
West and Main Street.
City Council
The August 2 City Council meeting included:
❑ Public hearing on proposed code changes for the stormwater management chapter of
the Edmonds Community Development Code.
❑ Adoption of Sign Code Amendment Ordinance (as recommended by the Planning Board
with a few minor revisions)
❑ Discussion of Shoreline Master Program Update, whereby the Council concurred with
the first four amendments required by Ecology for the SMP. The first four amendments
are for integrating the recently adopted Critical Area regulations with the SMP. Other
amendments proposed by Ecology will be discussed in the near future.
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The August 9 City Council meeting is scheduled to include:
❑ Presentation by the Edmonds Climate Protection Committee
❑ Senior Center Lease Agreement Amendment
❑ City's Practice of Conducting Quasi -Judicial Land Use Hearings
❑ Civic Center Master Plan Update
COMMUNITY CALENDAR
❑ Through November 6: "Hook, Line & Sinker", Edmonds Historical Museum new exhibit
details the life cycle of salmon, the story of Native fishing, and the evolution of today's
commercial fishing.
❑ August 12: A Taste of Edmonds
❑ August 13: There is no Summer Market due to Taste of Edmonds
❑ August 25: Mayor's Town Hall meeting at Faith Community Church — 10220 238t" St SW
from 6:30 — 8:30 pm.
❑ August 27: Edmonds "Down the Hill" Wine Walk, Downtown Edmonds from 5:00 pm —
8:00 pm. Wine Walk will feature luscious local Washington wineries at 12 of your
favorite downtown Edmonds business locations
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5.6
Planning Board Agenda Item
Meeting Date: 08/10/2016
Presentation on Sustainable Cities Partnership
Staff Lead: Rob Chave
Department: Planning Division
Prepared By: Rob Chave
Background/History
The City Council had briefings on the program in April 2016 and approved the interlocal agreement with
Western Washington University on July 19, 2016.
Staff Recommendation
N/A
Narrative
The Sustainable Cities Partnership (SCP) is a yearlong partnership between Western Washington
University's Office of Sustainability, AWC, and one partner city chosen through a competitive application
process. The program engages Western's students and faculty on sustainability and livability projects
chosen in collaboration with the partner city. The SCP faculty and students work through a variety of
studio and service learning courses, thus providing students with experience tackling the city's real -
world projects. Many courses/projects will involve fieldwork, so a partner city will typically be within a
two-hour drive of Western (Edmonds is within this distance).
Students bring energy, enthusiasm, and innovative approaches to difficult, persistent problems. SCP's
primary value derives from collaborations resulting in on -the -ground impact and forward movement for
a community ready to transition to a more sustainable and livable future. AWC will be an active partner
in the launch of SCP, helping to solicit partner cities and to communicate the value of this effort to other
elected and appointed municipal officials throughout the state. AWC will also help with the ongoing
communication needs of the partner city and can help draw upon resources and skills of other entities in
the region.
The program was discussed with the City Council in April, 2016, and the Council approved Resolution
#1359 on May 3, 2016 (Attachment 2), supporting the City's application to participate as the program's
inaugural city. After a competitive selection process, the City was selected for the 2016-2017 program
year. The letter transmitting the City's application is attached for reference as Attachment 3. The
attached interlocal agreement and scope of work (Attachment 1) contains the list of projects that will be
the subject of the partnership collaboration in the upcoming academic year. The list contains a total of
11 projects supported by 17 classes of work and represents a range of projects that will provide real
value to both Western and the City. The City will obtain progress on projects that meet a variety of
comprehensive and strategic planning goals, all targeting different aspects of sustainability within the
community. The total cost to the City for helping support the program is a modest $77,500.
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5.B
Information on the program is included in Attachments 1-6.
Attachments:
Attachment 1: Approved SCP Interlocal Agreement and Scope of Work
Attachment 2: Resolution #1359 supporting City application
Attachment 3: Edmonds' Sustainable Cities Program Application Cover Letter
Attachment 4: Initial SCP Program Presentation to City Council
Attachment 5: City Council Minutes - April 2016
Attachment 6: Press Release
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5.B.a
INTERLOCAL AGREEMENT
Between the City of Edmonds and Western Washington University
THIS Agreement is by and between the City of Edmonds, a Washington municipal
corporation ("Edmonds"), and Western Washington University, a higher education institution of
the State of Washington ("WWU"), known collectively as "the Parties."
I. RECITALS
WHEREAS, there are numerous pending municipal projects in Edmonds, the completion
of which would result in sustainable ecological, economic and social benefits; and
WHEREAS, WWU's Sustainable Cities Partnership ("SCP") works with a single city
each academic year, arranging to use the resources of WWU to undertake projects of
benefit to said city; and
WHEREAS, Edmonds wishes to contract with WWU to be SCP's partner city for the
2016 — 2017 academic year; and
WHEREAS, RCW 39.34 (Interlocal Cooperation Act) provides for cooperation between
governmental entities on the basis of mutual advantage and authorizes interlocal
agreements to accomplish mutually beneficial purposes in the public interest;
NOW, THEREFORE, in consideration of the mutual promises and obligations hereinafter
set forth, the Parties agree as follows:
IL AGREEMENT
PURPOSE
The purpose of this Agreement is to establish the scope of work that WWU's SCP will
perform for Edmonds, as well as the terms and conditions of the relationship between the
Parties.
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2. SERVICE
WWU SCP agrees to provide those services and deliverable products set forth in attached
Exhibit "A," Scope of Work and Budget, incorporated herein by reference. Edmonds
agrees to provide the staff collaboration and background data set forth in Exhibit "A."
3. ADMINISTRATION AND MANAGEMENT
3.1 The Parties are not creating any new or separate organization or entity to
administer the provisions of this agreement. WWU shall administer the planning
and implementation of the Scope of Work.
3.2 The Edmonds Planning Manager, Rob Chave, shall have primary responsibility
for administering and approving services to be performed by WWU, and shall
coordinate all communications between WWU and Edmonds.
3.3 The WWU SCP Program Coordinator, David Davidson, shall have primary
responsibility for administering and approving services to be performed by
WWU, and shall coordinate all communications between WWU and Edmonds.
4. INVOICE AND PAYMENT PROCEDURES
4.1 Edmonds shall reimburse WWU for incurred project expenses and program
overhead expenses, as specified in attached Exhibit "A."
4.2 At the end of each academic quarter (i.e., on approximately December 31, 2016,
March 31, 2017, and June 30, 2017) WWU shall submit to Edmonds an invoice
for work performed in the prior quarter. Edmonds shall initiate authorization for
payment after receipt of said invoice and shall make payment to WWU within
approximately 45 days of initial receipt.
5. PROPERTY
5.1 Real: No real property shall be acquired or held under this Agreement.
5.2 Intellectual: Any and all reports, electronic databases and datasets, plans,
drawings, videos, photographs, or other creation of the mind created by WWU
SCP pursuant to completion of the Scope of Work shall be shared jointly among
the Parties and may be used by Edmonds and WWU for any purpose. WWU
retains intellectual property rights in documents and intangible property created
by WWU prior to engagement with Edmonds, or not created by WWU for its
performance of this Agreement.
INTERLOCAL AGREEMENT
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6. MODIFICATION AND TERMINATION.
6.1 Modification. Any change, addition or other modification to this Agreement shall
not be valid or binding upon any party hereto unless such change, addition or
modification is in writing and executed by an authorized representative of the
Parties hereto.
6.2 Termination. Termination of this Agreement may be initiated by either party
hereto with or without cause. Such termination shall be memorialized by written
agreement of all Parties hereto, which shall be executed by an authorized
representative of each party. In the event of termination, Edmonds shall reimburse
WWU pursuant to the terms of paragraph (7) below.
7. ADJUSTMENT OF BUDGET AND SCOPE OF WORK
7.1 Paragraph (4) of Exhibit "A" governs instances in which either party seeks to
delete one or more specific projects from the Scope of Work.
7.2 In the event that WWU initiates termination of the Agreement, Edmonds shall
reimburse WWU for only the cost of completed projects (i.e., projects for which
deliverables have already been received by Edmonds) and for the cost of program
overhead incurred as of the date of termination.
7.3 In the event that Edmonds initiates termination of the Agreement, WWU will
complete projects that are underway and Edmonds shall reimburse WWU the
actual costs incurred for said projects. WWU will not commence projects not yet
underway (i.e., projects with scheduled start dates that fall after the date of
termination of the Agreement) and will not invoice Edmonds for said projects.
WWU will make its best effort (consistent with union contracts and labor laws) to
minimize program overhead costs incurred after the date of termination of the
Agreement, and Edmonds shall reimburse WWU for program overhead costs that
are unavoidably incurred by WWU.
8. TERM
This Agreement shall become effective on the date upon which it has been executed by
both Parties and posted on the website of Edmonds or WWU in accordance with RCW
39.34.040. The Agreement shall remain in effect until September 30, 2017.
INTERLOCAL AGREEMENT
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9. LEGAL RELATIONS AND INDEMNIFICATION
The Parties agree to the following distribution and allocation of legal responsibility and
indemnification:
9.1 Neither party to this Agreement will be considered the agent of the other nor does
either party assume any responsibility to the other party for the consequences of
any act or omission of any person or entity not a party to this Agreement.
9.2 The Parties shall separately maintain their own liability and casualty insurance
policies as they, in their sole discretion, deem appropriate. The Parties further
agree that no indemnification shall be provided for, except as specifically set forth
below, and that the respective liability of the Parties to each other and to third
persons shall be deemed in accordance with the laws of the State of Washington.
9.3 WWU will protect, defend, indemnify, and hold harmless Edmonds, its officers,
employees, volunteers or agents from any and all costs, claims, judgments or
awards of damages arising out of, or in any way resulting from, the acts or
omissions of WWU, its officers, employees or agents. Edmonds will protect,
defend, indemnify, and hold harmless WWU, its officers, employees or agents
from any and all costs, claims, judgments or awards of damages arising out of, or
in any way resulting from, the acts or omissions of Edmonds, its officers,
employees volunteers or agents. In the event of concurrent liability, the parties
shall have the right of contribution in proportion to the respective liability of each
party. Nothing contained in this section shall be deemed to waive immunities
established pursuant to state statutes or to create third party rights or immunities.
9.4 Notwithstanding the provisions set forth above, Edmonds understands and
supports the project's academic and experiential learning benefits for WWU
students. Edmonds acknowledges that many aspects of the project will be
completed by WWU students under the supervision of WWU faculty, and that
neither the faculty nor students are licensed professionals. Neither WWU, nor
anyone acting on behalf of WWU, makes any warranty or representation, express
or implied, with respect to the accuracy, completeness, or usefulness of the
information provided pursuant to this agreement, whether or not contained in any
written report; or that use of any data, information, method or process disclosed in
any report may not infringe privately owned rights. Edmonds hereby releases
WWU from liability for damages which may result to the City from the negligent
acts or omissions of WWU students in the performance of work under this
Agreement.
9.5 The terms of this section (9) shall survive the termination of the Agreement.
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5.B.a
10. MISCELLANEOUS PROVISIONS.
10.1 Entire Agreement. This document is the complete and exclusive agreement among
the Parties with respect to the SCP program. It supersedes all oral or written
proposals and/or other communications among the Parties regarding the SCP.
10.2 Severability. If any provision of this Agreement is held to be invalid, illegal or
unenforceable for whatever reason, that shall not affect or impair, in any manner,
the validity, legality or enforceability of the remainder of this Agreement.
10.3 Waivers. A waiver or failure by either party to enforce any provision of this
Agreement shall not be construed as a continuing waiver of such provisions, nor
shall the same constitute a waiver of any other provision of this Agreement
10.4 Status of Employees. This Agreement shall not create any employment or
worker's compensation rights, duties or obligations. No agent, employee or other
representative of the Parties shall be deemed an employee of any other party
hereto for any reason.
10.5 Status of Agreement. This Agreement is in addition to, and is not intended to
replace, substitute, modify or otherwise amend any other agreement between the
Parties. Those other agreements continue in effect according to the terms of those
agreements.
10.6 Rights and Remedies. The rights and remedies provided in this Agreement are in
addition to any other rights and remedies that may be provided by law.
10.7 Third Parties. The Parties do not intend to create any rights or benefits in any
entity, organization or person that is not a party hereto.
10.8 Venue. Washington law shall govern the interpretation of this Agreement.
Whatcom County shall be the venue of any arbitration or lawsuit arising out of
this Agreement.
10.8 Compliance with Laws. WWU shall comply with all applicable federal, state and
local laws, ordinances, rules, and regulations.
10.9 Assignment. The Parties hereto shall not assign or delegate any or all duty,
obligation, right or interest in this Agreement.
10.10 Nondiscrimination. During the performance of this Agreement, the parties shall
comply with all federal and state nondiscrimination laws and regulations and
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5.B.a
policies. In the event of a party's noncompliance or refusal to comply with any
nondiscrimination law or regulation, this Agreement may be rescinded, canceled,
or terminated in whole or in part. The party shall, however, be given a reasonable
time in which to cure this noncompliance.
10.11 Force Majeure. The obligations of the parties under this Agreement shall be
suspended and excused if the performance of either is prevented or delayed by
acts of nature, earthquakes, fire, flood, or the elements, malicious mischief,
insurrection, riots, strikes, lockouts, boycotts, picketing, labor disturbances, war,
compliances with any directive, order or regulation of any governmental authority
or representative thereof made under claim or color of authority or for any reason
beyond the control of either party whether or not similar to the foregoing.
10.12 Records. The Parties shall each maintain records in accordance with generally
accepted accounting principles of the funds expended pursuant to this Agreement.
Such records shall be available during normal working hours for the review of the
other party, their accounting representatives or the State Auditor.
IN WITNESS WHEREOF the Parties hereto have executed this Agreement as of the day
and year last below written.
City of Edmonds
Western Washington University
David Earling, Mayor Title
Date:
ATTEST/AUTHENTICATED:
Scott Passey, City Clerk
APPROVED AS TO FORM:
Date:
Title
Date:
Title
Sharon Cates
Office of the City Attorney Date
INTERLOCAL AGREEMENT
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5.B.a
Exhibit "A"
Scope of Work and Budget
1. Preamble. This Exhibit contains the best available information regarding the scope of work
(SOW) and associated budget, as of the date of execution of the Agreement. For each
identified project, a WWU faculty member has confirmed that he/she will undertake the
project and has also provided a best estimate of the associated logistics (e.g., the enrollment
cap and the number and timing of anticipated visits to Edmonds). The Parties understand
that the actual logistics will likely differ from the estimates provided here, based upon actual
enrollment and upon the professor's final decision regarding number of visits to Edmonds.
2. Scope%ost of individual projects. The Parties agree that the actual cost of an individual
project might exceed or might fall short of the estimate provided in this Exhibit. The Parties
agree that for each individual project, a refined project definition and cost estimate (in
written form and signed by the Parties' representatives identified in paragraph (3) of the
Agreement) shall be established a minimum of two weeks prior to the scheduled start date
(see section (8) below) of the project. The refined definitions shall contain information such
as: identification of personnel at Edmonds and WWU that will collaborate on the project;
resources to be provided by Edmonds (e.g., data, reports, visits to WWU campus by
Edmonds staff); deliverables to be produced by WWU; logistics of travel.
3. Firm overall SOW and cost. The Parties agree that the projects listed below shall comprise
the SOW, and that the total amount due WWU from Edmonds in completion of the SOW
shall not exceed $77,500, EXCEPT that pursuant to section (7.c) below, said total amount
may be increased to account for excess laboratory analytical costs. The quarterly invoices
described in paragraph (4.2) of the Agreement shall be based upon actual expenses, so
overall cost might fall short of the "not to exceed" value established here.
4. Reduction in SOW. With written notice at least 30 days prior to the scheduled start date of a
project (see section (8) below), either party may delete a project from the SOW. In that
event, the overall cost identified in paragraph (3) above shall be reduced by an amount equal
to the estimated project cost as identified in this Exhibit.
5. Augmentation of SOW. An augmentation of the SOW shall be in the form of a written
addendum to this Exhibit, ratified pursuant to paragraph (6.1) of the Agreement.
6. Program overhead. Edmonds acknowledges that the overall cost identified in paragraph (3)
above includes overhead costs incurred by WWU in operation of the SCP program in the
period July 1, 2016, through June 30, 2017. SCP overhead costs amount to $44,800 and
include:
a. Project Coordinator. A part-time position averaging 0.6 FTE.
b. Incidental travel. Travel necessary for generic support of the SCP program.
c. Office expense. The costs of I.T., telecom, copying, supplies, etc.
d. Events. SCP will host a program -launch event in September 2016 and a finale event in
May 2017. Edmonds officials will participate in these events, which will be held at
WWU.
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5.B.a
7. Suite ofprojects. Following are brief descriptions of the manner in which WWU's academic
capacity will be used upon specific Edmonds projects. The estimated cost directly assignable
to each project is identified. That cost includes course -specific travel, faculty support, Intern
salary (if any), field crew salaries (if any), laboratory analytical costs (if any), and report
production (editorial/ design/ duplication).
a. Sea -level Rise Mitigation Planning. $2,150.
At the current sea level elevation, Edmonds experiences occasional flooding in the
waterfront area when high tides combine with storm events. As sea level rises in response
to climate change, extreme weather events and flooding in the waterfront area are likely
to become more frequent and potentially more damaging. The City has a Hazard
Mitigation Plan, but it doesn't address specific risks related to climate change. In
addition, the City doesn't have a current specific strategy on how to approach the issue in
the coming years. This project would assist the City in evaluating risks associated with
climate change and sea level rise and identifying scenarios and options to address
prospective impacts.
The course will be the focus of the Disaster Reduction and Emergency Planning Studio
course (ENVS 476, 25 students) taught in spring 2017 by Dr. Rebekah Paci-Green. The
course provides students with an opportunity to apply their knowledge and skills in
disaster reduction and emergency planning, with an emphasis on community -based
approaches. Students work in groups with a client on a quarter -long project of practical
significance. Students are exposed to best practices through case studies across disaster
reduction and emergency planning. Project management, client interactions, report
writing, and communicating technical information to diverse audiences are
emphasized. Dr. Green anticipates three field trips to Edmonds. A single report will be
delivered.
b. Edmonds Memorial Cemetery. $7,000.
Since 1982, when the City acquired the Edmonds Memorial Cemetery, the City has been
operating the cemetery with no markings, rows, aisles, or accurate electronic mapping. It
is essential that the City procure an accurate digital map of the cemetery, linked to their
existing MS Access database that identifies occupants, and also linked to digital photos
(not yet in existence) of headstones. The digital map can then be used for management of
the cemetery, as well as public -access research.
The GIS/cartographic component of the course will be the focus of a student team in the
Advanced Spatial Analytics course (ENVS 422, 25 students) taught in spring 2017 by Dr.
Aquila Flower. The course focuses upon computer tools for identifying spatial patterns
and processes, effective communication of results (including web -based display via tools
such as StoryMaps), and professional development for geospatial analysts. While making
predominate use of ESRI software, it includes an introduction to open source analytical
and cartographic software options.
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5.B.a
Some of the necessary tasks (e.g., digital photos of gravestones) are not suited to any
course's curriculum and must be completed before the Spatial Analytics course begins.
Following are such tasks:
• Edmonds will deploy survey -grade GPS to determine the coordinates of existing
capped rebars placed throughout the cemetery.
• A GIS-track 4th-year Intern will use existing survey records and paper maps, together
with the GPS points delivered by Edmonds, to build a shapefile of the grid of graves.
• The Intern will link the existing MS Access database to the shapefile by way of a
grave -addressing scheme developed in cooperation with city staff.
• The Intern and a field team will take photos of all gravestones and assess the
condition of each. The Intern will incorporate the photos/data into the GIS
application, correlated to matching polygons. The team will also map other features
in the cemetery, such as benches, flagpoles, light standards, etc., and such features
will be incorporated into the GIS application.
The Spatial Analytics course will use all of the above material to develop the
administrative and public -display (web -based) GIS applications that will be provided to
Edmonds
c. Stella's Landing Site Assessment. $4,950.
The project relates to Stella's Landing, a parcel of private property adjacent to the
Edmonds Marsh, east of SR 104, which may soon be donated to the City. Edmonds
needs to identify restoration options and complete a Phase 1 environmental assessment.
Public participation and ongoing community stewardship are key aspects.
The course will be the focus of a two -course sequence, Science and Management of
Contaminated Sites (ESCI 453 winter 2017 & ESCI 454 spring 2017, 25 students), taught
by Dr. Ruth Sofield. The winter quarter discusses methods, but with reference to the
specific site. Students develop a proposal for work to be completed in the subsequent
course. The spring quarter involves completion of the cleanup design, including
technical components and with emphasis upon communication of technical information
to a general audience. Students will visit the site once in winter quarter and four times in
spring quarter. A single report will be delivered at the conclusion of each quarter. The
exact cost of necessary laboratory analyses is not yet known and will be subject to
discussion and confirmation with Edmonds. The estimated budget includes an allowance
of $1,000 for lab work. Should Edmonds opt for extensive lab analyses (e.g., pesticides),
costs in excess of the $1,000 allowance will be added to the "not to exceed" amount
identified in paragraph (3) above.
d. Promotion of 0' Ave. Cultural Corridor. $1,575.
The City wants to promote planning and development for a three to four block
arts/culture corridor, just off the main downtown street (Main Street), which links to the
performing arts center (Edmonds Center for the Arts) to the north. The corridor was
designated as an Arts Corridor with unique zoning in 2006 and initial concept planning
for the corridor was completed in 2009. Since then the project has languished, and a
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5.B.a
promotion campaign is needed in order to reengage the community and foster support for
the project. The target audience includes citizen stakeholders, as well as elected officials
and staff within city government.
The project will be the focus of the Public Relations Research and Campaigns course
(JOUR 440, 14 students) taught in fall 2016 by Dr. Jennifer Keller. The class will be
organized as three competing independent teams. City staff will visit the class to discuss
the project goals, describe the geographic scope and the prior concept planning, etc.
Each of the teams will thereafter proceed independently, scheduling at least one (and
possibly as many as three) trips to Edmonds, in order to conduct interviews with citizens
and staff. The three competing P.R. campaigns will be presented, and Edmonds will then
select a "winner." Edmonds will receive all three reports, allowing the city to opt for
preferred items gleaned from any of the three teams.
e. Zero -Waste Program and Food -Waste Program. $1,500.
Zero -Waste: Research an approach to increase diversion (from landfill) of recyclable
construction and demolitions materials generated by commercial development in the
City. This should include an examination of resources and companies that are doing this
type of recycling and what is, or could be, available to the Edmonds community. Are
incentives or requirements the way to go? How can we be assured that materials are
actually being recycled?
Food -Waste: The City is interested in introducing a food waste reduction program,
focusing initially on public events that take place at City facilities. We need a policy or
ordinance with procedures that specifies the added collection of organic discards at
organized public events taking place on City property.
Both projects will be the focus of the Campus Sustainability Planning Studio course
(ENVS 471, 10 students) taught in fall 2016 by Seth Vidaiia. While typically focused
upon projects on the WWU campus, the course can readily focus upon projects in
Edmonds. In the past, the course has worked on topics such as reduction of food waste
and solid waste. Student teams will determine relevant parameters and conditions in
Edmonds, research programs in existence elsewhere, and provide recommendations
appropriate to Edmonds. One team will address each waste stream. The students will
visit Edmonds twice, and two reports will be delivered.
f. Edmonds Marsh Enhancement. $2,475
The estuarine marsh ("Edmonds Marsh"), which is greatly loved but impacted by past
and present urban uses, including adjacent development and stormwater runoff, could
benefit from creation of "buffer" areas that feature new low impact stormwater
management (raingardens or other techniques) while still allowing adjacent development.
What conceptual designs should be considered? How would we know the approach
would work? This project needs to be coordinated with the City, the Port of Edmonds,
and environmental and business interests.
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5.B.a
This project will be the focus of the Ecological Restoration course (ESCI 470, 20
students) taught in fall 2016 by Dr. James Helfield and Dr. John Tuxill. Through the lens
of an actual restoration project, the course investigates the theory and practice of
ecological restoration, including methods for evaluating success. Physical, ecological,
economic, and cultural considerations are all incorporated in analyses. A single report
will be delivered, including a set of detailed recommendations for restoration work (e.g.,
schemes for plantings, stormwater management bioswales) and plans for monitoring and
assessment and public education. The students will visit Edmonds twice, and Edmonds
staff will visit campus once, near the start of the quarter, to describe the site and the
objectives of the restoration.
g. Wastewater Treatment Plant Educational Material. $4,675.
Edmonds seeks a new brochure pertaining to the wastewater treatment process,
describing what's been done to improve the plant and what might be next for energy
efficiency.
A 4th-year Intern in the Environmental Education track will be recruited by faculty
member Wendy Walker, who is a specialist in environmental interpretation and
education. This paid Intern will work closely with city staff to develop the brochure, as
well as signs and content for WWTP tours (both adult and youth). The Intern will make
four visits to Edmonds and will deliver the brochure and other described content.
h. Downtown Business/Tourism Mobile App. $125.
The City and the Edmonds Downtown Alliance have created websites, brochures, ads,
and other materials both to attract visitors to Edmonds as well as to inform and orient
them to businesses, attractions and events in Edmonds. Greater information about the
type and locations of various businesses, as well as the various attractions and events,
helps bring visitors to town and keeps them there longer, thereby enhancing economic
activity through their expenditures. Edmonds has not yet developed a mobile -device app
or apps that could help guide the more tech -savvy visitor who does not necessarily rely
on brochures or printed maps. In addition, apps can convey greater and more updated
information than printed materials. Key to this project is to understand the true potential
for app usage among Edmonds visitors, make the app extremely accessible, as well as a
sustainable tool that staff of both the City and the Downtown Alliance can access and
update easily.
The course will be the focus of a three- or four -person team of computer science students,
completing a full -year senior capstone project (CSCI 491, 492, & 493). In the first week
of fall quarter 2016, an Edmonds staff member will visit campus to describe the project to
the cohort of senior C.S. majors. Students will self-select onto a team. The team is likely
to visit Edmonds no more than three times over the course of the year. There will be
extensive interaction with Edmonds staff (to identify content, select a software platform,
discuss application aestheticsibranding, etc.), which primarily would occur via Skype, but
which also will involve visits to Western by Edmonds staff. The application is the main
Packet Pg. 26
5.B.a
deliverable, but it will be accompanied by a specifications document and other
documentation related to internal structure, software maintenance, etc.
i. "Playful City" Recreation Program. $3,350.
Playful City USA is a national recognition program that honors cities and towns across
the country for taking bold steps that make it easy for all kids to get the balanced and
active play they need to thrive. These communities are recognized for their efforts to
create more playable, family -friendly cities. Through policy changes, programs, and
infrastructure investments, Playful City USA communities are driving a deeper
understanding of the importance of play and engaging their citizens to reimagine cities
with kids in mind. The City seeks to explore the possibility of achieving designation as a
Playful City USA.
This project will be the focus of two courses in winter 2017: Management of Recreation
and Leisure Services (RECR 372, 60 students) taught by Dr. Randy Burtz, and
Recreation Programming (RECR 373, identical 60 students) taught by Dr. Jasmine
Goodnow. The students will visit Edmonds twice —first for a discussion with city staff
and a parks/facilities tour, and later for a workshop reviewing deliverables. City staff
will visit the course once, soon after the parks/facilities tour, to discuss expectations and
specifics. A single report will be delivered.
j. Green Business Program. $2,400.
The City established a Green Business Pledge in the spring of 2014. The purpose of the
pledge was to raise awareness amongst the City's business community and encourage
local businesses to employ green business practices in their daily operations. To date,
approximately 35 businesses have taken the pledge. Due to limited staff time, the City
has not been able to provide as much follow-up with the businesses who have taken the
pledge, nor further get the word out to encourage additional businesses to take the pledge.
Additionally, the intention when creating the pledge was for it to be converted into a full
Green Business Program where additional resources and benefits would be available to
participants. The City would like assistance in fleshing out and marketing the Green
Business Program.
The project will be the focus of the Greening Business Applications course (MGMT 466,
30 students) taught in spring 2017 by Dr. Craig Dunn. The course is an experiential
capstone that draws upon both the business school and the environmental studies
department. The students will visit Edmonds three times and will deliver a single report.
k. Walkability Assessment. $2,500
Like many other cities, Edmonds' pedestrian infrastructure is lacking, outside the
downtown core. The City is interested in identifying gaps and obstacles in the pedestrian
network that impede walkability. The study area lies just outside the downtown core and
contains important route between key destinations (two schools, a medical campus, parks,
and three shopping nodes). The goal of the project is to analyze the relationship between
the perception of the urban street environment and how it affects walking behavior.
Packet Pg. 27
5.B.a
The project will be the focus of the Participatory Action Research course (ANTH 454, 25
students) taught in spring 2017 by Dr. Sean Bruna. The course teaches a methodology of
researching, analyzing, and carrying out actions that directly benefits members of a
community. Aside from cataloguing the state of pedestrian assets in the target area, the
course will interact with citizens to understand the human factors that influence people's
decisions regarding walking. The students will visit Edmonds four times and will deliver
a single report
8. Summary of projects, courses, timetable and costs.
Project
Course (or other WWU
resource)
Scheduled
start
Cost
7.d. 4th Avenue Promotion
JOUR 440 fall `16
9/21/16
$1,575
Te. Zero Waste & Food Waste
ENVS 471 fall `16
9/21/16
$1,500
71. Edmonds Marsh
ESCI 470 fall `16
9/21/16
$2,475
7.g. WWTP Ed. Material
Intern, all 3 quarters
9/21/16
$4,675
Th. Mobile app.
C.S. capstone team, all 3
quarters CSCI 491, 492, 493
9/21/16
$125
7.c. Stella's Landing
ESCI453 winter `17
ESCI454 spring `17
1/4/17
$4,950
Ti. Playful City
RECR 372 winter `17
RECR 373 winter `17
1/4/17
$3,350
7.b. Cemetery
GIS intern, field crew, &
ENVS 422 spring `17
1/4/17
$7,000
Ta. Sea -level Rise
ENVS 476 spring `17
3/28/17
$2,150
7.j. Green Business
MGMT 466 spring `17
3/28/17
$2,400
71. Walkability Assessment
ANTH 454 spring `17
3/28/17
$2,500
6. Program Overhead
Program Coordinator, etc.
7/1/16 —
6/30/17
$44,800
Total Cost
$77,500
Packet Pg. 28
5.B.b
RESOLUTION NO. 1359
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EDMONDS, WASHINGTON, DIRECTING STAFF TO SUBMIT AN
APPLICATION FOR THE SUSTAINABLE CITIES PARTNERSHIP
WHEREAS, the Sustainable Cities Partnership (SCP) is a yearlong partnership between
Western Washington University's Office of Sustainability, AWC, and one partner city
chosen through a competitive application process; and
WHEREAS, the program engages Western's students and faculty on sustainability and
livability projects chosen in collaboration with the partner city; and
WHEREAS, the SCP faculty and students work through a variety of studio and service
learning courses, thus providing students with experience tackling the city's real -world
projects; and
WHEREAS, SCP's primary value derives from collaborations resulting in on -the -ground
impact and forward movement for a community ready to transition to a more sustainable
and livable future; and
WHEREAS, applications for the SCP are due at the end of April; and
WHEREAS, if selected, Edmonds would need to enter into a contract for services (within
the Mayor's contracting authority) and would need to allocate funds through a 2016 budget
amendment, which could be carried forward for an actual expenditure in 2017; and
WHEREAS, the allocation would likely be in the range of $65,000-$85,000, depending on
how many projects were included in the contract; now therefore,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
Section 1. Staff should prepare and submit an application for participation in the
Sustainable Cities Partnership.
RESOLVED this 3rd day of May, 2016.
CITY OF EDMONDS
C
MAYOR, DAVE EARLING
Packet Pg. 29
5.B.b
ATTEST:
ClERK, SC ] P I~:Y
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
April 29, 2016
May 3, 2016
1359
Packet Pg. 30
5.B.c
CITY OF EDMONDS
121 5`h Avenue North, Edmonds WA 98020
Phone: 425.771.0220 • Fax: 425.771.0221 • Web: www.edmondswa.zov
DEVELOPMENT SERVICES DEPARTMENT • PLANNING DIVISION
May 4, 2016
Mr. David Davidson
Sustainable Cities Partnership
Western Washington University
Bellingham, WA
Sent via email to: SCP@wwu.edu
Dear Mr. Davidson:
The City of Edmonds is pleased to submit an application for the Sustainable Cities Partnership
program for 2016-2017. Both our Mayor and City Council are in full support of the program as
evidenced by the letter from Mayor Dave Earling and Resolution #1359 adopted by the
Edmonds City Council on May 3, 2016. The Council resolution is particularly important since it
commits the City to funding the City's share of the program cost.
The City's approach in developing this application has been to draw on the expertise and ideas
of many of the City's departments. As a result, we have proposed projects from a number of
operational departments and spanning a variety of disciplines. Having done projects with
University students in the past (primarily classes from the University of Washington), staff is
very enthusiastic about the opportunity to work with Western Washington University and AWC
on a number of projects that would benefit us all.
Our "program champion" is Development Services Director Shane Hope, AICP, who reports
directly to Mayor Dave Earling and is a member of the Mayor's senior management team.
Our program coordinator is Rob Chave, AICP, who is the Planning Manager for the City and
works for Ms. Hope. Mr. Chave wrote the City's Sustainability Element of the Comprehensive
Plan and has been heavily involved in sustainability initiatives within the City.
Packet Pg. 31
5.B.c
In addition to these two individuals, we are identifying primary staff contacts for each of our
projects; these will be the people who will help each project connect with needed staff
assistance and resources and assure a successful outcome for each project.
Organization Information
Robert Chave, AICP
Planning Manager
City of Edmonds, Washington
1215th Ave N
Edmonds, WA 98020
e. Rob.Chave@edmondswa.gov
p. 425-771-0220
The City of Edmonds has embraced sustainability for a number of years. Edmonds' mayor
signed the U.S. Mayors Climate Protection Agreement in 2005, and the City Council followed
with a series of resolutions supporting a variety of principles around sustainability and the
environment, including addressing global warming and climate change. The City adopted its
first Sustainability Element in its Comprehensive Plan in 2009, providing a set of guiding policies
and principles for the entire Comprehensive Plan. As you will see in the Sustainability Element,
the City is committed to sustainability as an overall framework in its plans and operations, and
this is borne out in the projects we are suggesting for partnering. The City was particularly
pleased to be recognized in 2012 with an AWC Municipal Excellence Award for its Sustaining
Edmonds program; you can find information on the initiatives that lead to the award here:
http://www.edmondswa.gov/2011-05-27-04-43-33/sustainability-initiatives.htmi.
A final word about the projects we have proposed. As already noted, these include a wide
range of projects. Many City departments are committed to participating and supporting the
program. We understand that the scope and deliverables for each of the projects could evolve
as a result of further, more detailed discussions with faculty. You can look forward to partnering
with an engaged and supportive staff of highly professional people here at the City of Edmonds.
Sincerely,
Robert Chave, AICP
Planning Manager
City of Edmonds
Packet Pg. 32
5.B.d
Sustainable Cities Partnership
Program Overview
WESTERN
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April 12, 2016
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WASHINGTON UNIVERSITY
5.B.d
A Year of Partnership
Match city's needs to service -learning courses
Engage faculty/students on city's issues
— On site, infield, and in classroom/studio/lab
—Thousands of person -hours
— Cutting edge, "outside the box"
Produce deliverables (reports, videos,
software, GIS datasets)
Advance city's sustainability goals
WESTERN Sustainable Cities Partnership Packet Pg. 35
WASHINGTON UNIVERSITY
5.B.d
What SCP Can Do...
Urban planning / Environmental science
Spatial Analysis — GIS/GPS
Marketing / Financial analysis
Communications / Journalism / Design
Computer Science
Sociology / Anthropology
Community Health / Recreation
WESTERN
WASHINGTON UNIUEASITI'
Sustainable Cities Partnership
Packet Pg. 36
5.B.d
Cost to Partner City
Fee
—Solely direct cost — no overhead/indirect
• Transportation, supplies, SCP coordinator
— Avg. $7K per course, at other programs
Staff time
— Champion
— Overall coordinator
— Per -project liaison
WESTERN
WASHINGTON UNIUEASITI'
Sustainable Cities Partnership
Packet Pg. 37
5.B.d
Partnership Schedule
March & April, discussions & match -making
April 29 application due date
May 16 partner announcement
By end of July, master contract & SOW
appendices
By mid -September, liaison & data provision
Sep 4 June work!
May 2017 event in town
WESTERN
WASHINGTON UNIUEASITI'
Sustainable Cities Partnership Packet Pg. 38
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5.B.e
day and commit themselves going forward to fight against racism whenever and wherever it may appear.
He presented the proclamation to Mary Anne Dillon, Regional Director, YWCA Snohomish County.
Ms. Dillon expressed her appreciation for the City's Stand Against Racism again this year. The initiative
began in 2008 by the YWCA in Trenton, New Jersey. This campaign is designed to build community
among those who work for racial justice and to raise awareness about the negative impact of institutional
and structural racism. The Stand Against Racism campaign is one part of the YWCA's larger national
strategy to fulfill their mission of eliminating racism, empowering women and opening doors to
opportunity for women and families facing poverty, violence and discrimination. The Stand Against
Racism reminds there is still work to be done in the community and that together we can make a
difference.
5. AUDIENCE COMMENTS
There were no audience comments.
6. STUDY ITEMS
A. RESOLUTION IN SUPPORT OF SUSTAINABLE CITIES PARTNERSHIP
Planning Manager Rob Chave recalled a previous presentation to Council, advising this was an update
and decision point whether to proceed. The Council packet includes a draft resolution supporting the
Sustainable Cities Partnership. Staff is ready to submit an application; the City's application along with
other applications will be considered by Western Washington University (WWU). If WWU's program is
successful there will be opportunities to apply in succeeding years. Staff is excited about the opportunity
to pursue a number of smaller, well-defined projects, things that would not otherwise happen anytime
soon. The project is a way to jumpstart these projects for a small investment of time and money. He did
not view this as detracting from other projects because the projects fit within ongoing priorities. The list
of possible projects identifies connections to the Comprehensive Plan, Strategic Action Plan as well as the
Zero Waste Resolution. WWU is still reviewing projects; if Council is interested in adding a project for
WWU to consider, that can be done. The projects on the list are ones the WWU has expressed interest in.
Mayor Earling explained if Council approved the resolution, the City will still compete and if successful,
will eventually enter into an interlocal agreement. Mr. Chave advised according to City Attorney Jeff
Taraday and David Davidson, Sustainable Cities Partnership, the City would sign a contract for services
with WWU. If the Council approves the resolution, it is a commitment to include funds in the 2017
budget. The intent is to keep the Council in the loop regarding projects and funding, etc., understanding if
the budget is approved, it is potentially within the Mayor's authority to sign the contract. If the Council
approves the resolution and the City is selected by WWU, the list and contract will be presented to
Council.
Councilmember Fraley-Monillas relayed a citizen's question about the cost per item that WWU would
work on. David Davidson, Sustainable Cities Partnership, answered as this is launch year for WWU,
they do not have a track record. For the University of Oregon, who has 6 years of experience and 100+
projects, the average cost to have one university course work on one city project cost is about $7,000.
Two other cities are applying; WWU will review the projects to determine what the faculty wants to work
on. For example, if Edmonds were WWU's first choice, WWU would provide a budget and a list of
projects that could be done for that budget before the final agreement is executed.
Councilmember Fraley-Monillas assumed projects that could be done locally for less than $7,000 would
not be included on the list. Mr. Chave responded the projects that are rising to the top are not ones that it
Edmonds City Council Approved Minutes
April 26, 2016
Page 2
Packet Pg. 39
5.B.e
would be affordable for the City to hire a consultant to accomplish. He was fairly confident the projects
that are the most attractive are the ones that make the most sense.
Councilmember Buckshnis asked when this would begin as it would be funded in the 2017 budget. Mr.
Chave answered the academic year that begins fall 2016. WWU is flexible; if it is included in the City's
2017 budget, funds would not be due to WWU until 2017. Councilmember Buckshnis observed the cost
in the resolution was a range from $65,000 to $85,000, basically 9-12 courses. Mr. Chave agreed.
Councilmember Buckshnis said relayed comments she received from two citizens that they could do some
of the items for less. Mr. Chave answered the scope is key. In additional conversation with Mr. Davidson
and WWU, there may be things City staff can do such as going to WWU, remote meetings etc.
Councilmember Buckshnis noted some of the items, such as the Green Resource Room, staff is already
working on. She observed some items would not be an entire course activity and asked whether some
could be combined, noting some items had already been combined. Mr. Chave answered the
combinations were based on feedback from WWU with regard to doing both in one course. That will be
addressed in the detailed scope and budget.
Council President Johnson expressed interest in using WWU's GIS students to do the cemetery inventory.
She recalled the Cemetery Board estimated it would cost $100,000 to have a consultant map the existing
burial plots. She requested that be added to the list of possible projects as well as any other GIS mapping
projects such as Urban Forestry mapping. Mr. Chave agreed those could be added. Mr. Davidson agreed a
team of students in a GIS lab could accomplish the cemetery mapping.
Councilmember Teitzel commented this is an intriguing program and he was anxious to hear more about
it. However, he was concern about shifting focus. The City is preparing to embark on a National Citizens
Survey (NCS) at a cost of approximately $20,000 to help inform the City what citizens want to see
accomplished which may also refine the projects the City is interested in having WWU pursue. The City
has a lot of very talent people on its boards and commissions and he suggested in the near term asking
them to address these projects which could be done at virtually at no cost. He preferred to do that and wait
for the results of the NCS before engaging WWU. He would be happy to consider this idea next year once
the survey information is available. In addition, the City is still catching up on roads and sidewalk
maintenance; if there are discretionary funds available, in the near term he preferred to apply those funds
to street and sidewalk maintenance. For those reasons, he will not support the proposal.
It was the consensus of Council to forward this for approval on next week's Consent Agenda.
B. AWARD OF TOURISM GRANTS TO EDMONDS CENTER FOR THE ARTS AND
EDMONDS WATERFRONT FESTIVAL
Councilmember Nelson, Chair of Lodging Tax Advisory Committee (LTAC), advised the LTAC
reviewed the two grants and voted to recommend to Council approval of the two grant requests:
1. $2,500 for Edmonds Center for the Arts 10t' year anniversary birthday bash. Similar to KidStock
with free performances inside and outside.
2. $1,000 for Community Transit bus wrap advertising for the Edmonds Noon Rotary Club's
Waterfront Festival.
It was the consensus of Council to forward this for approval on next week's Consent Agenda.
C. 2016 1ST QUARTER BUDGET AMENDMENT
Finance Director Scott James presented:
• 19 Decision Packages
Edmonds City Council Approved Minutes
April 26, 2016
Page 3
Packet Pg. 40
5.B.e
Council President Johnson commented Mayor Earling was the former President Snohomish County Cities
Association; Ms. Ziegler has attended those meetings to discuss legislation. She asked how Snohomish
County Cities did as a group to advance their legislative agenda. Ms. Ziegler answered well but it was
hard to compare to the success of the last session; the success of Snohomish County Cities on the
Connecting Washington package was a tribute to that effort. Cities did pull together to find common areas
and advocate together on issues. She anticipated 2017 will be a very long and challenging legislative
session and it will be important to be as united as possible on issues of concern.
Council President Johnson express concern no progress would be made in 2017 due to the McCleary
decision and the funds that need to be dedicated to that. She was very pleased with the progress made on
transportation last year and looked forward to work closely with Ms. Ziegler regarding the approach to
2017 with regard to expectations and incremental improvements for the future. Ms. Ziegler commented it
will be worthwhile thinking through some of the straight up policy issues such as public records;
identifying some purely policy issue that are priorities is also an opportunity.
D. PRESENTATION ON SUSTAINABLE CITIES PARTNERSHIP (SCP)
Planning Manager Rob Chave introduced David Davidson, Sustainable Cities Partnership, explaining
SCP is a new WWU program, modeled after program in Oregon, where the university partners with a city
during in a year to develop a program of mutual benefit whereby the resources of the university work
together with city staff to develop a list of projects that benefit both.
Mr. Davidson reviewed:
Premise — Cities are at the crux of the effort to transition to a more sustainable future
o City issues C* WWU courses
o Students and faculty want to (and can!) make a difference
A year of partnership:
o Match city's needs to service -learning courses
o Engage faculty/students on city's issues
■ On site, in field, and in classroom/studio/lab
■ Thousands of person -hours
■ Cutting edge, "outside the box"
o Produce deliverables (reports, videos, software, GIS datasets)
o Advance city's sustainability goals
What SCP can do:
o Urban planning / Environmental science
o Spatial Analysis — GIS/GPS
o Marketing / Financial analysis
o Communications / Journalism / Design
o Computer Science
o Sociology / Anthropology
o Community Health / Recreation
Cost to Partner City
o Fee
■ Solely direct cost — no overhead/indirect
- Transportation, supplies, SCP coordinator
■ Avg. $7K per course, at other programs
Staff time
o Champion
o Overall coordinator —Per -project liaison
Partnership schedule
Edmonds City Council Approved Minutes
April 12, 2016
Page 9
Packet Pg. 41
5.B.e
o March & April, discussions & match -making
o April 29 application due date
o May 16 partner announcement
o By end of July, master contract & SOW appendices
o By mid -September, liaison & data provision
o Sep 4 June work!
o May 2017 event in town
Mr. Chave clarified staff was not requesting formal action tonight. This is a very compressed timeframe;
staff learned about this last month and has been brainstorming a wide range of projects and forwarding
them to WWU for reaction. The City needs to decide by the end of the month whether to pursue an
application. He requested the Council indicate whether they wanted staff to continue working with WWU
to formulate an application. Following that effort, staff would return to Council in a couple weeks to
request a final decision. Once the City's application is submitted, WWU will select one city. Assuming
the program continues, there may be an opportunity in a future year.
Mayor Earling explained when this opportunity was provided to the directors, over 40 potential projects
were identified. Staff is excited about the potential and eager to move forward. If the City submitted an
application, staff wants to win.
Councilmember Nelson asked how may projects the City can apply for. Mr. Davidson answered WWU
has asked for a minimum of nine to make it work financially for WWU. Edmonds has identified 20+
projects and 14 faculty members are considering those; each faculty member will select a preferred
project and inform the City. Councilmember Nelson asked how one city could be more competitive than
another. Mr. Davidson answered partly finances; for instance, one city he is working with likely will only
be able to identify seven projects instead of nine. Another factor is the driving distance, the driving
distance to Edmonds is 1.5 hours; faculty members have to consider how to accommodate that with a
class that schedules field work once a week for 4 hours. That time period would work fine for Mt. Vernon
but was not enough time to come to Edmonds. He summarized distance and budget are factors.
Councilmember Nelson asked for an example of a successful project. Mr. Davidson responded although
WWU is new to the attempt for multiple classes to work with a city, their winter -spring Urban Transition
Studio has worked with Bellingham for the past 5-6 years on a neighborhood subarea plan. That effort
includes citizen engagement, visioning, developing language for subarea plan, etc. Councilmember
Nelson expressed support for moving forward.
Councilmember Buckshnis commented this is a great idea, recalling the City's previous work with the
UW Green Futures Lab had great results. She asked how the number of projects would be reduced,
commenting the list is wonderful and wished some Council items could be added. Mr. Davidson
explained he is forwarding all the projects he views as a possibility to faculty members. The original 46
projects have been reduced to 20, the ones eliminated were ones no facility member was interested in.
Faculty are now in direct contact with City staff members such as the treatment plant operator, public
works director, and a person in the building department so both understand what the project is, what the
class could do, etc. He anticipated ultimately returning with a list of professors' preferred projects and a
second choice if that project was a bigger preference for the City.
For Councilmember Buckshnis, Mr. Davidson advised there would be a mixture of undergraduate and
graduate students.
Councilmember Buckshnis asked how the distance would be handled if Edmonds were chosen, whether
some of the work could be done via skype. Mr. Davidson answered they have considered skype,
Edmonds City Council Approved Minutes
April 12, 2016
Page 10
Packet Pg. 42
5.B.e
teleconferencing, having City staff come to a WWU class to describe a project, or changing the class
schedule.
Councilmember Buckshnis asked about compensation for travel. Mr. Davidson receives compensation for
travel but he will not be doing work. Transportation costs such as rental vans to transport students would
be charged to the City and included in the cost. Mr. Chave said that was factored into the average $7,000
cost of each course.
Council President Johnson commented she learned all about sustainability from Mr. Chave when she was
on the Planning Board, he authored the Sustainability chapter of the City Comprehensive Plan, he is an
advocate for sustainability and no one better could be selected to with application process. She supported
Edmonds being a strong candidate for this program. She pointed out Edmonds is accessible by train from
Fairhaven as well as by bus. Edmonds has been known as the friendliest city in Western Washington for
so many years that the category was retired. Edmonds was the first city in the State to ban plastic bags, is
a strong advocate for environmentally sensitive areas and sustainability. She would be honored and happy
to work with Mr. Davidson and WWU. She observed there are a number of satellite WWU branches
including Seattle, Everett and Mt. Vernon, and asked if those students and faculty would be involved. Mr.
Davidson answered he is in discussion with them. Council President Johnson summarized if the directors
can develop 46 proposals, WWU can be sure Edmonds is serious.
Councilmember Teitzel commented the City has a lot of time and money on the Strategic Action Plan
(SAP) and the Comprehensive Plan and feared this might be a distraction from pursuing those items,
some of which include sustainability. He needed more time to think about the proposal before he was
ready to make a decision but could see the merits of such a program.
Councilmember Fraley-Monillas commented many of the items on the list are part of the SAP. With
regard to concern about there being enough staff time, she assured the directors' interest in this program
indicates they are willing to allocate the necessary staff time to assist in this endeavor.
Mr. Davidson relayed he worked with Andy Meyer, AWC Special Projects Coordinator, earlier this year
to develop a group of cities to target this program; Edmonds was at the top of the list. Mr. Meyer was well
aware Edmonds has been a leader in sustainability for decades. Mr. Meyer and WWU are thrilled that
Edmonds is interested.
5. AUDIENCE COMMENTS
Farrell Fleming, Executive Director, Edmonds Senior Center, relayed he and Phil Lovell have spoken
previously and made several relevant points with regard to the CAO and the new Edmonds Waterfront
Center, which is what the new senior/community center will called. With regard to Amendment 6 related
to frequently flooded areas, he pointed out the importance of considering when to deal with this, now or
later. Now seems like a good time to start as the City and the Center as both will be dealing with the same
issues in the coming years. The waterfront is already a frequently flooded area; if sea level rises, it is
highly likely it will become an even more frequently flooded area. The Ebbtide has sump pumps and the
senior center has sandbags which the City provides to protect its building. In the Thanksgiving 2014
storm, the sandbags worked well, the sump pumps did not. He encouraged the Council to think of the
CAO not as specific portion of code but as a process for addressing all the issues defined as critical area.
When the Planning Board considered the issue last year, they recommended two changes, 1) change
19.00.025 requiring structures to be built 2 feet above base flood elevation, and 2) change the definition
of height in 21.40.030 to allow for the height of structure within the coastal high hazard areas to be
measured from 2 feet above the base flood elevation, thus compensating for the impact of new
requirement. He assumed this definition of height was causing the Council concern; however, as often
pointed out, frequently flooded areas are critical areas by definition. Further, with the growing attention
Edmonds City Council Approved Minutes
April 12, 2016
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5.B.f
OV EDP
�` �� City o Edmonds f Media Release
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Economic Development - 121 5th Avenue North, Edmonds
14C, 100
FOR IMMEDIATE RELEASE: 20 July 2016
To: Media
Contact: Patrick Doherty, Director, Economic Development & Community Services
patrick.doherty@edmondswa.gov, 425-771-0251
Edmonds First Washington City to Sign On
To Sustainable Cities Partnership
Joint Endeavor of Edmonds, Western Washington University and Association of Washington
Cities Will Help Edmonds with Wide Array of Projects
(Edmonds, WA) - The City of Edmonds will receive a helping hand from Western Washington University
students and faculty on a range of projects over the next academic year — from developing a mobile app
for downtown visitors to helping reduce storm water impacts to the Edmonds Marsh — thanks to the
first interlocal agreement of its kind in our state between Edmonds, Western, and the Association of
Washington Cities (AWC).
Tuesday evening the Edmonds City Council authorized the Mayor to execute the interlocal
agreement with Western to become the first city in the state of Washington to participate in the
Sustainable Cities Partnership, a joint endeavor between Edmonds, Western, and AWC to focus student
energy and ideas on a variety of city issues and challenges oriented toward sustainability.
"When I learned about this possibility, it just sounded like a terrific program to match ideas
coming out of Western with our city's needs," said Edmonds Mayor Dave Earling. "I am especially
interested in a public relations project that will help the city promote a downtown cultural/arts corridor
to further enhance our robust arts community."
The City of Edmonds has embraced environmental stewardship for a number of years, and is
committed to sustainability as an overall framework in all of its plans and operations.
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5.B.f
"The opportunity to partner with WWU and AWC on a number of local projects will be an
exciting way to advance these goals in a concrete way," says City of Edmonds Planning Manager Rob
Chave,
The partnership also advances Western's institutional goal of applying its academic expertise in
ways that strengthen communities beyond the campus.
"Western's mission is to give our students the best education possible and to serve the needs of
the state. Programs such as this that help cities meet their goals and give students the chance to solve
real problems help us fulfill that mission," said Brian Burton, associate vice president for Academic
Affairs at Western.
AWC and Western launched the Sustainable Cities Partnership based on a successful model
pioneered at the University of Oregon seven years ago, now replicated in dozens of sites around the
country. The partnership pairs students and faculty together with cities to work on city -defined
projects.
"Cities throughout Washington strive to improve sustainability and resiliency in their
communities," said AWC CEO Peter B. King. "This partnership is a great step forward in providing cities
with tools to help plan for the future."
Edmonds was selected as the inaugural partner after a competitive process. During the 2016-
2017 academic year, students and faculty will tackle 11 projects that include:
• Reduction of stormwater impacts upon the Edmonds Marsh;
• Help develop the fledgling "Green Business Pledge" program in Edmonds;
• Development of a mobile app to make visitors aware of amenities in downtown
Edmonds;
• Evaluating available methods of dealing with construction waste and food waste;
• Analyzing the likely impacts of sea -level rise upon the Edmonds shoreline.
The full range of courses and projects can be seen at the Sustainable Cities Partnership website
Mayor Earling also noted one of the most challenging projects will use GIS to modernize
management of the Edmonds Memorial Cemetery. "I think it will be really interesting to see the
approach and the end results."
Both AWC and Western see a solid future for the Sustainable Cities Partnership as additional
cities participate.
"We are pleased to partner with Western and Edmonds on this project. The partnership is a
strong building block for communities that want to make sustainable futures a reality," added King.
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5.B.f
The Association of Washington Cities is a private, nonprofit, nonpartisan corporation that serves
its members through advocacy, education and services. Founded in 1933, AWC represents Washington's
cities and towns before the state legislature, the state executive branch and with regulatory agencies.
AWC also provides training, data and resources, and programs such as Employee Benefit Trust, Risk
Management Service Agency, Workers' Compensation Retrospective Rating Program, and Drug &
Alcohol Consortium.
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8.A
Planning Board Agenda Item
Meeting Date: 08/10/2016
Discussion on Housing
Staff Lead: Phil Lovell
Department: Planning Division
Prepared By: Rob Chave
Background/History
N/A
Staff Recommendation
N/A
Narrative
A joint meeting with the Planning Board and City Council has been preliminarily scheduled for
September 6, 2016. The attached material has been put together by Chair Phil Lovell to generate
discussion.
Attachments:
Attachment 1: Housing strategies discussion topics
Attachment 2: Seattle Times opinion article
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8.A.a
Aug 1, 2016
Rev. 8/6/16
PBL
RE: Joint PB/Council work meeting scheduled for Sept. 6, 2016
Strategy menu for increasing housing units within Edmonds. Ideas/concepts/procedures generated and/or discussed
over several recent years and during PB 2016 Retreat [3/9/16] in the interests of increasing available housing units
within the City of Edmonds. The below list is 'neutral' with respect to tax revenues generated by housing ownership
within the City, nor does the order of listing represent any priorities associated.
A. Refer to Seattle Sunday Times of 7/31/16 for Op. Ed.: "Growth Management Act can't keep up with housing
demand". [Some smaller cities have already been advised by PSRC to 'up' their projections based on current
trending regarding population growth in the area.] Current PSRC target for Edmonds is +/- 5200 housing units
B. Housing 'expansion' in Edmonds
• Adjust residential zoning criteria to allow smaller platting towards accommodating increased housing
units and PRD's. [current Code Revisions in progress]
• Look at RM vs. RS zoning changes ['nibble at the edges' of current RS/RM areas within the city with goal
of rezoning given areas to RM from RS].
• Rezone to lower requirement for mixed use retail/commercial to 15t floor of buildings. —particularly 5-
Corners and Hwy. 99. [done already on Hwy 99]
• Study codes with goal of allowing/encouraging more ADU's on given RS properties.
• 'Apodments' on given parcels (ala ADU's). 'Additions' to RS homes to enable double units —either
horizontally or vertically [study height criteria for each situation and proceed accordingly/appropriately-
be aware of Esperance conditions]
• Incentivize developers/property owners, builders to incorporate affordable housing within their
new/redevelopments.
• If appropriate/available, create public -private partnership(s) with developer(s) in order to
generate/create/develop more RM housing within the city
• Residential Target Area [Tax exemption -deferral program] —currently being looked at for Westgate area
• Encourage mix of condos vs. rental units which address market demands.
• Impacts/trending of Air B&B towards more 'room rentals' or'in-law apt living'?
• Look at'subdividing'/retrofitting existing RS homes to RM configurations —conditions allowing/enabling
same within RS zones.
• Esperance?
C. Other potential areas for discussion/exploration/future undertakings [2016 vs. 2017]:
• Hwy 99 redevelopment
Low entry housing (homeless challenge)
Trailer parks
Low rent motels
• 5 Corners redevelopment
• Edmonds Marsh progress
• RR crossing alternatives
• Civic Field
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8.A.b
Growth Management Act can't keep up with housing demand
Originally published July 30, 2016 at 4:01 pm
11
Gabriel Campanario/The Seattle Times
Mandating a lower growth target or not recognizing the inevitable growth that comes from a
successful economy can only result in one thing: extraordinary home -price inflation.
By
Shannon Affholter, Russ Hokanson and Peter Orser
Special to The Times
THE Puget Sound Regional Council's rejection of five cities' comprehensive plans ["Regional council
warns 5 King County towns they're growing too fast," Local News, June 211 on the premise they are
accepting too many residents suggests we may need a reality check on how our region manages growth.
When the cities of Carnation, Covington, Duvall, North Bend and Snoqualmie were told they must revise
population and jobs targets in their growth plans or run the risk of losing federal transportation dollars
over a three-year period, the decision raised important questions about the original purpose of
Washington's Growth Management Act (GMA).
First, these cities are areas already designated for growth. Their urban -growth areas were established
through a thoughtful process with broad input from the community. They have also adopted
comprehensive plans that are consistent with the GMA and the desired growth strategies of their
residents.
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8.A.b
Whether growth happens in two years or 10, we know that these cities must grow — perhaps at a rate
that is uncomfortable and frustrating for some, but inevitable all the same. The fact that it's happening
at a faster pace suggests we need to adjust our current methods for incorporating growth regionally.
Planning for growth, including the construction of roads, bridges, water availability and sufficient sewer
capacity, sets our cities up for success. Mandating a lower growth target or not recognizing the
inevitable growth that comes from a successful economy can only result in one thing: extraordinary
home -price inflation.
Take, for example, June's median single-family home price of $666,000, a 74 percent increase since
2011. Even severely damaged teardown properties are pushing the asking price envelope ["Seattle
home too dangerous to enter sells for $427,000 after'insane' bidding war," Local News, July 5]. When
prices soar this high, questions about sustainability, among other questions, can't be ignored.
The Vision 2040 Plan, which is Puget Sound Regional Council's blueprint for growth, was developed 18
years after the GMA became law and under an entirely separate process than was used by cities when
they first developed urban -growth boundaries. The plan emphasizes driving growth to our largest cities
Most of us agree that building denser housing near transit and our largest job centers would yield
positive benefits and should be strongly encouraged — yet this is easier said than done. A lot more work
is needed to create a regulatory environment that would accommodate the growth demands facing our
region. People just can't afford to live near where they work, and there is an insufficient housing supply
in those job centers.
Compounding this problem is the fact that, historically, our larger cities have shied away from zoning
changes to increase residential density. In Seattle, for example, the city is just now considering modest
zoning modifications to its single-family neighborhoods. However, the proposed changes are limited and
haven't fully accounted for the housing crunch that we are facing. By significantly boosting housing
supply in this way, large cities would keep pace with the job growth they are currently experiencing.
Concurrently, our regional planning efforts ignore the fact that the market still demands additional
construction of a variety of housing types, from dense mixed -use developments to single-family homes.
While everyone can and should support urban density, without urban housing options that offer even a
second bedroom at an affordable price point, the typical family has no choice but to seek out
alternatives.
The homes being built in these smaller cities are generally much more affordable than similar housing in
larger cities and job centers. Despite the fact that some cities, including Seattle, say they have capacity
to add housing, we are running out of land in urban -core cities to meet demand. Forcing smaller cities to
lower their growth targets is the last thing we should be doing to ease our region's housing -affordability
crunch.
Ultimately, there is a point where a growth plan must be aligned with market realities. Rigid adherence
to growth targets at a time when we are experiencing a dearth in land supply and far -greater -than -
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8.A.b
expected population growth is simply irresponsible, bringing to mind the fable of the ostrich with his
head in the sand.
The dialogue between the Puget Sound Regional Council and these small King County cities raises many
questions about our region's growth -management planning. Are we planning realistically for growth?
How accurate are our assumptions about the distribution of that growth among our various cities? Do
we have a realistic assessment of lot supply for new homes in the region?
In the absence of a regulatory environment that makes constructing multifamily housing more feasible,
particularly entry-level condominiums, how realistic are plans that focus heavily on increased density in
only our largest cities? What responsibility should each city assume in this discussion? Just as some are
growing quickly, other cities are taking less growth than they should, tilting the balance the other way
(with some cities taking as little as one housing unit per acre in some zones). Is the GMA working as
originally intended, and how does Vision 2040 fit within the Puget Sound region's overall plan for
growth?
Given the frustration many are feeling about the pace and type of growth occurring, one cannot help
but wonder if, after 25 years, it's time to re-examine the way in which our region plans for growth if we
hope to attain affordability throughout the Puget Sound region.
Shannon Affholter is executive director of the Master Builders Association of King and Snohomish
Counties. Russ Hokanson is chief executive officer of the Seattle King County Association of REALTORS°.
Peter Orser is the director of the Runstad Center for Real Estate Studies at the University of Washington.
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9.A
Planning Board Agenda Item
Meeting Date: 08/10/2016
Planning Board Extended Agenda
Staff Lead: N/A
Department: Planning Division
Prepared By: Diane Cunningham
Background/History
N/A
Staff Recommendation
Review the attached extended agenda
Narrative
Extended agenda is attached
Attachments:
08-10-2016 PB Extended Agenda
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9.A.a
Items and Dates are subject to change
pLANWIW� BOARD
•n c. 1 RHO
Extended Agenda
August 10, 2016
Meeting Item
,UGUST 2016
Aug. 10 1. Sustainable Cities Partnership
Aug. 24 1. Land Division Code Update
SEPTEMBER 2016
Sept. 14 1. Discussion on Civic Center Master Plan
2. Land Division Code Update Public Hearing
Sept. 28 1. Highway 99 Subarea Plan
2. Land Division Code Update Recommendation
OCTOBER 2016
Oct. 12 1. Highway 99 Subarea Plan
2. Land Use Procedures Code Update
Oct. 26 1.
NOVEMBER 2016
Nov. 9 1.
Nov. 23 1.
DECEMBER 2016
Dec. 14 1.
Dec. 28 1.
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items ana I)ates are
9.A.a
to change
Pending 1. Community Development Code Re -Organization
2016 2. Neighborhood Center Plans and zoning implementation, including:
✓ Five Corners
3. Further Highway 99 Implementation, including:
✓ Potential for "urban center" or transit -oriented design/development
strategies
✓ Parking standards
4. Exploration of incentive zoning and incentives for sustainable development
Current Priorities
1. Neighborhood Center Plans & implementation.
2. Highway 99 Implementation.
Recurring Topics 1. Annual Adult Entertainment Report (January -February as necessary)
2. Election of Officers (1" meeting in December)
3. Parks & Recreation Department Quarterly Report (January, April, July, October)
4. Quarterly report on wireless facilities code updates (as necessary)
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