02/24/1995 City Council Retreat91
DebruaLry 24 25J-295 @LaConner,a hip t
FridayFebruary 24
The muting wjJJ be held in the Maple Center! Conference Raom which is located at
IN Cgmmercial Street (adjacent to LaConner City Hall)
9:00 - 9:30 A.M. Continental Breakfast served in Conference Room
9:30 AM CALL TO ORDER AT 9:30 A.M. BY COUNCIL PRESIDENT PETRUZZI
10:00 (1) DISCUSSION/REVIEW ON CABLE TV FRANCHISE
Community Services Director Paul Mar to lead floe discussion
10:30 (2) SPACE NEEDS DISCUSSION
Councilmember Fahey to lead discussion
11:30 BREAK
11:40 (3) DISCUSSION ON COUNCIL MINUTE TAKING
Full Council discussion
12:00 NOON (4) DISCUSSION ON FIRE STATION 6
(structural matters needing to be dealt with regarding living quarters at St. #6)
Fire Chief Springer/Mayor Hall to lead discussion
12:30 PM LUNCH
1:30 p.m. Continue meeting
1:30 (5) OPEN DISCUSSION BETWEEN COUNCILMEMBERS AND DIRECTORS
2:30 (6) DISCUSSION ON IMPACTS OF THE COMMUNITY CULTURAL PLAN
Councilmember Dave Earling to lead discussion
3:30 BREAK
3:40 (7) DISCUSSION ON IMPLEMENTATION OF THE ECONOMIC
DEVELOPMENT COUNCIL (Councilmember Fahey and Council President Petruzzi to
lead discussion)
4:40 (8) REVIEW/DISCUSSION OF MORNING TOPICS
5:00 CLOSE OF MEETING FOR FRIDAY, FEBRUARY 24
A social (tour will be held in Council President Petruzzi's room from 6: 00 - 7. 00 p.m. Dinner
reservations are at 7.15 at the Seafood & Prime Rib House, 614 First Street.
j - ai 1 . L 1 1
The ineeting will be held in the Maple Center Conference Room which is Bated at
4 Commercial Street (adjacentto La Hall)
Complementary Breakfast served in hotel beginning at 6:00 a.m.
8:00 A.M. CALL MEETING TO ORDER
8:00 am - (9) PRESENTATION BY CITY ATTORNEY JOHN WALLCE REGARDING:
1. CONFLICT OF INTEREST
2. EXECUTIVE SESSIONS
3. DE NOVO HEARINGS
9:00 AM (10) DISCUSSION ON DE NOVO HEARINGS
(Councilmember Hall to lead discussion)
10:00 AM (11) VISIONARY DISCUSSION REGARDING GOALS FOR EDMONDS' OVER
NEXT 10-15 YEARS. (Councilmember Fahey and Councilmember Earling to lead
discussion)
11: 00 AM BREAK
11:10 (12) DISCUSSION ON APPROPRIATE USE FOR PUBLIC WORKS SITE
(Councilmember Nordquist to lead discussion)
11:45 (13) DISCUSS COUNCIL/MANAGER FORM OF GOVERNMENT
Councilmember Kasper to lead discussion
12:15 LUNCH BREAK
1:15 PM (14) INDIVIDUAL COUNCIL TOPICS
2:15 PM (15) REVIEW OF 1994 CITY COUNCIL GOALS AND ESTABLISHMENT OF
1995 CITY COUNCIL GOALS.
END OF RETREAT (approximately 3:00 p.m.)
EDMONDS CITY COUNCIL RETREAT
LACONNER CHANNEL LODGE
LACONNER, WASHINGTON
FEBRURARY 24, 25, 1995
Item #:
EDMONDS CITY COUNCIL
Retreat Agenda Memo
Originator: For Discussion: X For Information:
Subject: DISCUSSION/REVIEW ON CABLE TV FRANCHISE
Agenda Time: 30 MIN.
Agenda Date: 2/24
Exhibits Attached:
1. Materials from Paul Mar
Clearances: Departmentlinitials
Admin Svcs/Fide Community Svcs
City Council - Engineering _
City Clerk
Parks & Rec
Court
Planning
Personnel
Public Works
Fire
Committee
Police
_ Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Community Services Director Paul Mar to lead discussion.
... MEMORANDUM
Date: February 21, 1995
To: Mayor Hall and City Council
From: Paul Mar
Subject: Updated Status Report on Cable Television Franchise Renewal
for City Council Retreat
This memo provides City Council with an update on the cable television franchise
renewal process and a possible starting point for dialogue during the upcoming City
Council retreat. This item is scheduled for discussion at 10 AM, Friday, February
254th, according to the published City Council retreat agenda.
The City Council Consultant Selection Committee(Council President John Nordquist,
Councilmember Barbara Fahey, and Community Services Director Paul Mar) held
interviews for the cable TV franchise renewal consultant on Monday, November 14,
1994 and 3-H Cable Communication Consultants the highest of the finalists. On
November 15th, City Council authorized staff to initiate negotiations with 3-H Cable
Communication Consultants on the scope of work, fee, schedule and contract for
assisting the City in its cable TV franchise renewal efforts.
On December 20, 1994 the City Council authorized the Mayor to sign the Agreement
for Consulting Services with 3-H Cable Communication Consultants. The scope of
work, schedule and costs are detailed in the contract attached as Exhibit 1. The work
will be completed by November, 1995; the cost will be $18,750 in fees plus a not -to -
exceed expense amount of $500, or a total cost of $19,250.
The consultants initiated work in late December. The team met with Chambers Cable
staff, including Vice President Sylvia Sycamore and submitted a formal request for
information.
A consumer survey questionnaire has been prepared(see Exhibit 2 for sample) and
reviewed by staff. A list of community leaders has been contacted with a request to
participate in one-on-one interviews with the consultants(see Exhibit 3 for sample invite
letter).
The next steps of the work, which will take place in March, 1995, are to conduct the
consumer mail survey(consisting of about 15,000 households), collate the results,
City of Edmonds cza Community Services
conduct the community leader interviews and, hopefully to convene a public meeting to
discuss the results.
The consultants have requested that one City Councilmember participate on the
negotiating team. This would provide two benefits to the effort. First, it will provide for
continuous liaison to the City Council. Secondly, it would strengthen the City's position
at the negotiating table to have an elected official present.
As you are probably aware, Chamber Cable services over 20,000 customers in the
north King County and south Snohomish County area. They broadcast the same signal
to all these customers. They do this under four different franchise agreements,
including the City of Edmonds, Town of Woodway, King County(soon to the City of
Shoreline) and Snohomish County(the Esperance area). I have been contacted by the
Town of Woodway and City of Shoreline about possible cooperative efforts in the
franchise renewal process. Snohomish County granted Chambers Cable a twenty-five
year renewal in 1989; this will expire in December, 2013. 1 would very much like to
have a cooperative effort if it can be implemented legally and cost-effectively. I will
keep City Council apprised of progress.
REC F R SERVICES
This Agreement made and entered into this L4day of , 199Sby and
between 3-H Cable Communications Consultants hereinafter Consultant" and the City of
Edmonds, a municipal corporation organized and existing under and by virtue of the laws of the
State of Washington (hereinafter "City").
CONSULTANT AND CITY, FOR THE CONSIDERATION HEREINAFTER SET
FORTH, PROMISE, COVENANT AND AGREE AS FOLLOWS:
1, Iloject and S=e of Work: Consultant shall do, perform, or cause to be done and
performed in a good and professional manner the following described work in accordance with all
applicable state, federal and City laws, and in a workmanlike manner consistent with accepted
practices for other similar services. This contract shall be governed by the laws of the State of
Washington.
Mhaaql CommuniLyn In Ascertainment
Estimated Start Date: December 27, 1994.
Estimated Completion Date: March 30, 1995
Assignment Deader: Lon Hurd.
A. Review existing franchisee performance including conformance to FCC technical minimum
service standards, system design and construction, and analysis of engineering requirements in
order to upgrade system to greater channel capacity. [Note financial information will be
requested in pro -forma financial projections contained in the City's Request for Franchise
Renewal, Proposal.]
B. Develop, in accordance with the provisions of the Cable Communications Policy Act of
1984, the cable related needs and interests of the City of Edmonds. These will include:
1. Prepare a questionnaire to be mailed and tabulated by the City to all or a portion of the
residents of the City as to what is perceived to be their interests in the future course of cable
television and the degree of satisfaction with the present services provided by the
incumbent operator.
2. Undertake personal interviews with civic leaders, both within and without local
government as to utilization of non -entertainment futures of cable television. These
discussions will be pointed toward Institutional Networks (I -Nets) for schools, libraries
and application of such features for intra-governmental use such as police and fire units as
well as greater use of Public Educational and Government (PEG) access facilities.
Work Product: Community Needs and Interest Report: Cost $3,750.00.
Phase 2: Pre arati rt of R ue t For Franchise Renewal Proposal
Estimated Start Date: April 1, 1995
Estimated Completion Date (submission to cable operator): June 15, 1995
Assignment Leader: Miles Overholt
A. Upon receiving policy guidance from the City, prepare a draft Request For Franchise
Renewal Proposal (RFRP) reflecting the community's cable related needs and interests. These
documents will be in accordance with the applicable portions of the Cable Television Consumer
Protection and Competition Act of 1992, the Cable Communications Policy Act of 1984 and
the Federal Communications Commission (FCC) Rules and Regulations.
B. Submit the RFRP for approval by the City and upon such approval present it to the cable
operator for reply.
Work Product. Request for Franchise Renewal Proposal: Cost $4,500.00.
-1-
EXHIBIT 1
Pam► � 3:_Preliminaxv Draft,, I inn Franchise A= meat
Estimated Start Date: August 15, 1995
Estimated Completion Date: October 30, 1995
Assignment Leader. Miles Overholt
A. Initiate negotiations with the Cable Operator based upon the City's RFRP as the operative
instrument to attempt to obtain the objectives set forth. Approval of any major variation from
the original documents will be obtained from the City on an ongoing basis.
B . Changes in the RFRP will be made as necessitated by the pace and evolving resolutions of
open issues.
Work Product: Preliminary Draft Master Cable Ordinance and Franchise Agreement: Cost
$6,500.00.
Phase 4: Approv MAIer CableQrrdinance and Franchise Agreement
Estimated S tartDate: September 11, 1995
Estimated Completion Date: November 15, 1995
Assignment Leader. Miles Overholt
A. Prepare and submit to the City Council for approval draft of an enabling Ordinance (Master
Ordinance) and Franchise Ordinance reflecting the final negotiated results of the discussions
with the Cable Operator on behalf of the City.
B. Attend the City Council meeting considering these ordinances to answer any questions that
arise.
C. Provide and instruct staff in the use of financial monitoring and service handling models.
(Lon Hurd)
Work Product: Approved Master Cable Ordinance and Franchise Agreement: Cost $4,000.00.
M Duration of Services. The Consultant shall begin work upon execution of this contract
by both parties and shall carry the work forward expeditiously.
IIL Fee fpr Consulting Services, Performance charges enumerated under Project and
Scopef-Work do not include expenses such as travel (except to and from Edmonds), printing,
postage and incidental costs.
IV. Payment Schedule. Invoices shall be presented to the City by the Consultant upon
completion of each phase of the project. Payment to the Consultant shall be made by the City
within thirty (30) days of presentation of the invoice.
V. Tea—mination thr, City. If the City decides to cancel the project, or if the Consultant
does not perform to the satisfaction of the City, or if Consultant refuses or fails to provide required
assistance or otherwise violates a provision of this contract, then the City may recommend that
sufficient cause exists to justify such action and may, without prejudice to any right or remedy of
Consultant, and after giving Consultant five (5) days' written notice terminate this contract and take
possession of all records and data pertaining to this project. The City will pay the Consultant for
services rendered prior to the date of termination upon receipt of invoices substantiating the extent
of satisfactory service rendered.
-2-
EXHIBIT 1
VI. 5ugcessors and As i ns. The City and the Consultant each binds himself to the other
party hereto in respect to all covenants, agreements, and obligations contained in this contract.
Neither party to the contract shall assign the contract or sublet it, in part or as a whole, without the
Written consent of the other.
VII. 1ndWendent C-,,Qntractor. It is understood and agreed that the Consultant is, and shall
be, acting at all times as an independent contractor herein and not as an employee of the City. The
Consultant shall secure at his expense, and be responsible for any and all payment of income tax,
social security, state disability insurance compensation, unemployment compensation, and all other
payroll deductions for the Consultant and his officers, agents and employees and all business
license, if any, in connection with the services to be performed hereunder. In connection with the
execution of the Agreement, Consultant shall not discriminate against any employee or applicant
for employment because of race, religion, color, sex or national origin.
VIII. Subcontractors. The names of subcontractors submitted at the time of the
submission of the bid proposal to the City shall be assumed to be the contract documents. The
Consultant shall make no substitution for any subcontractor, person, or entity previously selected
if the City makes a reasonable objection to such substitution. Consultant shall not be required to
contract with anyone to whom he has made a reasonable objection.
IX. Owner5hip of Rcj= andOriginal documents, drawings, designs, and
reports developed under this contract shall belong and become the property of the City.
X, -Claims r . Should either party to the contract suffer injury or damage
because of any act or omission of the other party or of his employees, agents for whose acts he is
legally liable, claims shall be made in writing to such other parties within a reasonable time after the
first observance of such injury or damages.
XI. Rights andto i . The duties and obligations imposed by this contract and the
rights and remedies available hereunder shall be in addition to and not a limitation of any duties,
obligations, rights. and remedies otherwise imposed or available bylaw. No action or failure to act
by the City or Consultant shall constitute a waiver of any right or duty afforded any of them under
the contract; nor shall any action or failure to act constitute an approval of or acquiescence thereto
unless specifically agreed to by both parties in writing. If litigation is necessary to enforce any of
the terms of this Agreement, the prevailing party shall be entitled to reasonable attorney's fees and
costs. Venue shall be in Snohomish County, Washington.
XII. Ni_utice. Written notices shall be deemed to have been duly served if delivered in
person to the individual entity for whom it was intended, or if delivered by registered or certified
United States mail to the last business address known to him who gives the notice.
All notices and requests shall be addressed to the City of Edmonds and the Consultant as
follows:
CITY: City of Edmonds
250 Fifth Avenue North
Edmonds, WA 98020
CONSULTANT: 3-H Cable Communications Consultants
502 East Main Street
Auburn, WA 98002
-3-
EXHIBIT 1
App74S&U�ac
City Attorney Q "
Attest:
'4oZnd6a' J. Marc , City Clerk
3-H
Lm
CITY OF EDMONDS
-4-
Consultants
President
EXHIBIT 1
Cable Television Survey
I. (;IsNFR_AL
1) Do you now subscribe to cable television in your home?
2) If your answer is no, why specifically do you not subscribe to cable?
I
Yes No
II. CUSTOMER SATISFACTION —(Answer this section only if you are a current cable television subscriber.)
For each of the cable TV services listed below, place a mark on the line that indicates your level of satisfaction with that
service:
Somewhat Somewhat
Satisfied Satisfied Unsatisfied Satisfied Satisfied Unsatisfied
Program Variety _ _ Phone Courtesy
Picture Quality
Number of Channels
Rates
Responsiveness
Phone Answering Time
Phone Hold Time
Installation Wait Time
Service Wait Time
_ Adherence to Commitments _
Billing Practices _
Refund for Outage Time
OVERALL RATING
III. The City may be able to obtain local City channels for cablecasting various civic activities.
What would you like to see on this channel?
Would Would Be Don't Would Would Be Don't
Watch Involved Need Watch Involved Need
City Events
Announcements
City Council Meetings
Public Hearings
Group Meetings
Public Safety Education
Community Group
Announcements
School Announcements
School Events/Sports
Adult Education
Other
How much would you be willing to see added on to your monthly cable bill for the above features?
00 1-50 6-100 11-250 26-500
EXHIBIT 2
IV. `HA E 1 DFDI T ,D T 11 1 In ma i nal N ° w ric l iow would you view a cable hook-up between
schools and the library for broadcasting some educational matter only to schools?
Favorably Unfavorably
How much would you be willing to see added on to your monthly cable bill for the above features?
00 1-50 6-100 11-250 26-500
V. PUBLIQ ACCESS STUDLQrOtTll'Mj�1_ T AND _S QE_,S---lt may be possible to arrange for Edmonds residents
to have use of community studio equipment and a channel to broadcast productions by local groups. These could include
plays, music concerts, hobby discussions, talks of interest on almost any subject.
Would you like to watch such presentations? Yes No
Would you like to participate in such presentations? Yes No
How much would you be willing to see added on to your monthly cable bill for the above features?
00 1-50 6-100 11-250 26-500
COMMENTS: Feel free to make any other comments regarding cable television in Edmonds. The City will review them
with the cable operator and, when appropriate, incorporate them into a new franchise agreement.
Thank you for your help. There is no need, unless you wish, to give your name or information about yourself —only your
perceptions of the quality of cable service and how you would like to see community involvement in the future. Please
refold the survey, and place in the stamped, self-addressed envelope enclosed. EXHIBIT 2
January 27, 1995
«Name»
Org»
«Add1»
«Add2»
The City of Edmonds is in the process of negotiating its cable television franchise
renewal with Edmonds Cable Company. 3-H Cable Communications Consultants has
been hired to assist us with the negotiation process. Part of this process will be to
conduct personal interviews with community civic leaders as to the utilization of non -
entertainment values of cable television.
We would like to include key members of the community in this process, therefore
could you participate in this interview? A consultant from 3-H Cable Communications
will be contacting your firm within 30 days. These interviews will probably take place
during February 1995. Your time commitment will be one hour maximum. If you have
any questions please call my office at 771-0220.
Sincerely,
Paul Mar
Community Services Director
EXHIBIT 3
Item #:
Originator:
Subject:
EDMONDS CITY COUNCIL
Retreat Agenda Memo
PAUL MAR
SPACE NEEDS DISCUSSION
Agenda Time: 60 min.
Agenda Date: 2/24/95
Exhibits Attached:
1. Packet from Paul Mar
For Discussion: X
For Information:
Clearances: Department/initials
Admin Svcs/Finance ommunity Svcs
City Council Engineering
City Clerk
Parks & Rec
Court
Planning _
Personnel
Public Works
Fire _
Committee
Police
Mayor
Comments
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Councilmember Fahey to lead discussion. Community Services Director Paul Mar has
prepared a packet of information regarding this topic. It is attached to this agenda memo.
Date:
To:
From:
Subject:
MEMORANDUM
February 21, 1995
Mayor Hall and City Council
Paul Mar C;71 fir.
Input for Space Needs Discussion at 1995 City Council Retreat
This memo provides staff's input for the Space Needs Discussion, scheduled for 10:30
AM on Friday, February 24th, as published in the City Council's retreat agenda. Staff's
input is documented in four parts: Part A summarizes the updated status of the
fee/scope of work discussions with Arai/Jackson; Part B provides physical planning
information on the "everything at civic center" option, as requested by Councilmember
Fahey; Part C provides some updated building condition reports for the Public Safety
Building and for Fire Station #6; and Part D presents some near term and long term
discussion issues which may be relevant for the retreat.
Part A: Update on Proposed Change Order to Space Planning Contract
At the February 14, 1995 Finance Committee, staff reported that it had been in
discussions with Arai/Jackson about providing consultant services to the City's space
needs effort via a change order to their existing contract. It is staff's intent that the
consultant's scope of work fulfill the "Space Plan Game Plan" and consultant budget of
$45,000, which was approved for the 1995 operating budget.
Subsequent to staff's meeting with the Arai/Jackson team on January 19th, the firm
submitted a ten -task proposed scope of work and a proposed fee of $44,992. Staff
reviewed this proposal and revised the scope and fee to $32,786 and forwarded this to
Arai/Jackson on February 3, 1995. The City received Arai/Jackson/s revised fee
proposal of $36,832 late February 14th, concurring with the City's scope of work
description. The goldenrod attachment provides the description of the scope of work
and the three iterations on level -of -effort and fee.
At this point, staff is prepared to recommend a scope of work with a fee range between
$35,000 and $37,000 for the space needs consulting effort; staff further recommends
that the City/consultant agreement be in the form of a change order to the existing
contract, as suggested by the City Attorney.
In order to proceed with the consultant efforts in a cost-effective manner, staff would
have to provide the consultant with some clear direction. The following information will
City of Edmonds CQ Community Services
need to be provided: 1)clear description of the city government functions to be
included in the space plan; 2)a space program for each of the major functions; 3)a
listing of non -city government functions to be included in the plan; 4)clear description of
the proposed location; 5)a clear statement of budgetary constraints, if appropriate; and
6)process and structure for coordination and review of consultant work products.
Part B: Physical Planning Information
Concilmember Fahey requested physical planning information for the "everything at
civic center' option, specifically whether this scheme would fit on the site without
requesting for street vacations. As you recall, the Mayor's Cabinet had reviewed
Arai/Jackson's original space needs forecast of 93,600 square feet, and reduced this to
a need for approximately 66,000 square feet; this was analyzed in late summer, 1993.
The police/court component was about 23,200 square feet; a new fire station was
about 13,400 square feet; and the remaining administrative functions required about
29,000 square feet.
For preliminary planning purposes, staff assumed that the fire station would be a "stand
alone" one story building and that the police/court and administrative functions would
be collocated in a two-story building. Further, staff assumed that 170 surface parking
spaces would be provided on site. The blue attachment shows the resultant site
usage. The primary uses on the site will be the building footprints, parking, required
setbacks and stormwater detention, and plaza/open space. As the chart shows, with
the vacation of Edmonds St., the project fits on the site and meets all of the lot
coverage requirements. As reported to City Council last fall, this concept would incur a
total cost of about $12.5 million(see pink attachment).
Part C: Up-to-date Information on Building Conditions
In January of this year, Police Chief Tom Miller alerted Mayor Hall and the Cabinet
about conditions at the Public Safety Building. At Mayor Hall's request, Facilities
Maintenance Supervisor Tom King provided appropriate responses to Chief Miller's
January 3, 1995 memo. Tom's response is contained in a memo dated February 9,
1995. Both these documents are,contained in the green attachment. Mayor Hall
suggested that this information would be useful as part of the space needs discussion.
On Saturday, January 28, 1995, an earthquake measuring 5.0 on the Richter scale
occurred in the Puget Sound area. Cursory visual examination of all buildings at the
civic center, Anderson Center/library, the two facilities at 2nd and Dayton, and the new
Public Works facility did not reveal any indications of damage. However, fire crews saw
some damage at Fire Station #6(see Chief Springer's January 30, 1995 memo in the
beige attachment). Staff engaged Whiteley Jacobsen and Associates, structural
engineers, to perform a field survey of the building. The firm indicated that they had
provided a survey of this building in 1990. Both the February 3, 1995 and August 23,
1990 field survey reports are provided here in the beige attachment. Staff has provided
this information to seek direction from City Council on what actions should be taken.
2
Part D: Near Term and Long Term Issues/Actions
According to the retreat agenda, the options for near term actions at Fire Station #6 will
be discussed at the noon portion of Friday's agenda.
With regard to the issues at the Public Safety Building, there are two questions. First
and foremost is an agreed -upon date for moving into a new Public Safety complex.
This would establish a timeframe for coping with the noted conditions. Given the
remaining timeframe in the existing facility, what "fixes" are absolutely required?
Compliance with health, safety and security mandates should provide guidance in
developing the fixup action plan. Lastly, how will such fixes be funded? It is noted that
the total amount funded for all building repair(Fund 116) projects was $151,000 in 1994
and $201,000 in 1995.
With regard to the long term, the items delineated earlier in this memo should be the
focus of the discussion. These are repeated here as follows: 1)clear description of the
city government functions to be included in the space plan; 2)a space program for each
of the major functions; 3)a listing of non -city government functions to be included in the
plan; 4)clear description of the proposed location; 5)a clear statement of budgetary
constraints, if appropriate; and 6)process and structure for coordination and review of
consultant work products. One other item that should be added to the discussion is
confirmation of a timetable for moving in to a new City Hall complex.
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Project Cost for City Hall -all new at Civic Center
8/30/94
Cost Category Cost
Building Cost for City Administration (per square foot):*
Subcontractor prices at June, 1993
architectural/structural
$56.00
mechanical/electrical/plumbing
$30.50
specialty items
$9.30
subtotal subcontractor prices
$95.80
general conditons, overhead & profit
$14.37
total contractor price
$110.17
escalation to June, 1995
$7.49
total escalated contractor price
$117.66
sales tax
$9.41
other soft costs
$20.00
contingency
$14.71
total building cost for City
Administration
$161.78
Building Cost for Police Station(per square foot):*
Subcontractor prices at June, 1993
architectural/structural
$56.00
mechanical/electrical/plumbing
$30.50
specialty items
$9.30
subtotal subcontractor prices
$95.80
general conditons, overhead & profit
$14.37
total contractor price
$1 10.17
escalation to June, 1995
$7.49
total escalated contractor price
$117.66
sales tax
$9.41
other soft costs
$20.00
contingency
$14.71
total building cost for police
station
$161.78
Demolition of existing bldgs at civic center:*
subcontractor price at June 1993
$221.000
general conditons, overhead & profit
$33,150
total contractor price
$254,150
escalation to June, 1995
$17,282
total escalated contractor price
$271,432
sales tax
$21,715
other soft costs
$46,143
contingency
$33,929
total demolition cost $373,219
Site Work at civic center:*
subcontractor price at June 1993
$877,200
general conditons, overhead & profit
$131,580
total contractor price
$1,008,780
escalation to June, 1995
$68,597
total escalated contractor price
$1,077,377
sales tax
$86,190
other soft costs
$183,154
Note/Comments
includes exterior walk, windows, foundations roofing, interior finishes, fkooring, basic tenant
improvements, walls, demising partitions, and fixed equipment
includes heating, lighting, ventilation, sprinklers
elevator, emergency generator. specialty equipment
add 15% to subcontractor price
at June 1993
at 3.4% per year
at 8%
at 17%. includes consultant fees. FFIEpermits, testingfinspedlon, bordAegaVfinancing fees
at 10% of all costs to cover changes during construction
stated as project cost
includes exterior wall:, windows, foundations roofing, interior finishes, flooring, basic tenant
improvements, walk, demising partitions, and foxed equipment
Includes heating, lighting, ventilation, sprinklers
elevator, emergency generator, specialty equipment
add 15% to subcontractor price
at June 1993
at 3.4% per year
at 8%
at 17%, includes consultant fees, FFE, permits, testinglnspection, txxdAegalffinancing fees
at 10% of ail costs to cover changes during construction
stated as project cost
demolish existing structures, landscape, paving
add 15% to subcontractor prices
at June 1993
at 3.4% per year
at 8%
at 17%, Includes consultant fees, FFE, permits, testing/inspection, bondnegallfinancing fees
at 10% of all costs to cover changes during construction
stated as project cost
utilities modification, storm detention. plaza, lighting, landscape, surface parking at 90 stalls,
irrigation, 129,000 sf at 58.801sf
add 15% to subcontractor prices
at June 1993
at 3.4% per year
at 8%
at 17%. includes consultant fees. FFE, permits, testingfm: utia ^ing fees
Page 1
Project Cost for City Hall -all new at Civic Center
8/30/94
Cost Category Cost Noter-omments
contingency $134,672 at 10% of all costs to cover changes during construction
total sitework cast $1,481,393 stated as project cost
Building Cost for Surface Parking(w/o sitework):e
subcontractor price at June 1993
$168.000
general conditons, overhead & profit
$25,200
total contractor price
$1.93,200
escalation to June, 1995
$13,138
total escalated contractor price
$206,338
sales tax
$16,507
other soft costs
$35,077
contingency
$25.792
total surface parking cost $283,714
Building Cost for Fire Station(per square foot):"
Subcontractor prices at June, 1993
architectural/structural
$50.00
mechanical/electrical/plumbing
$30.50
specialty items
$6.00
subtotal subcontractor price
$86.50
general conditons, overhead & profit
$12.98
total contractor price
$99.48
escalation to June, 1995
$6.76
total escalated contractor price
$106.24
sales tax
$8.50
other soft costs
$18.06
contingency
$13.28
total building cost for Fire Station $146.08
80 stalk at 350 sf/stall at t0/sf
add 15% to subcontractor prices
at June 1993
at 3.4% per year
at 8%
at 17%, includes consultant fees, FFE, permits, testiniginspection, bond/legalifinanclng fees
at 10% of all costs to cover changes during construction
stated as project cost
Includes exterior walls, windows, foundations roofing. Interior finishes, flooring, basic tenant
Improvements, walls, demising partitions, and fixed equipment
Includes heating, lighting, ventilation, sprinklers
emergency generator, specialty equipment
add 15% to subcontractor prices
at June 1993
at 3.4% per year
at 6%
at 17%, includes consultant fees, FFE, permits, testinglinspection, bond/legalifinancing fees
at 10% of all costs to cover changes during construction
stated as project cost
Project Cost Analysis for Accomodating Total Space Needs: at Civic Center
Demolition
$373,219
Site work
$1,481,393
includes 90 parking stalls
Surface Parking
$283,714
includes 00 parking stalls
City Administration $4,691,755
at 29,000 square feet
Fire station
$1,957,459
at 13.400 square feet
Police Station
$3,753,404
at 23.200 square feet
Total Project Costl
$12,540,944
escalated to June, 1995
NOT included in cost analysis:
site acquisition
relocation
transition
predesign services
*per Arai/Jackson cost model
Page 2
CONF
MEMORANDUM
Date: January 3, 1995
To: Laura M. Hall, Mayor
Cabinet Members
From: Thomas A. Miller, Chief of Police
Subject: POTENTIAL HEALTH HAZARDS IN PUBLIC SAFETY BUILDING
While it has long been known that there is inadequate space in the Police Department facility,
several incidents have occurred over the last few months that raise serious health and security
concerns for the employees. By way of this memo, I am alerting you to potentially critical
problems and conditions, which may cause the building to be uninhabitable, so that you are made
aware of them and we may consider contingency plans.
1. Bloodborne Pathogens
Following a serious injury traffic accident on Friday evening, December 16, blood and rain
soaked clothes from the victim were brought into the building. The clothes had to dry before
examination of tears and fiber comparisons could be done. Due to the lack of an adequate dry-
room/storage area, they were left in the garage to dry, which is also a common ingress/egress for
employees. This appears to violate WISHA/OSHA standards, but no alternative existed.
2. Laboratory Ventilation
The homicide investigation of December 15, as well as many other investigations, necessitated
the processing of fingerprints by various methods, including graphite and ninhydrin. There is no
fuming hood ventilator to exchange the air as required when using these chemicals and
particulates, which appears to violate WISHA/OSHA standards. However, the work must be
done.
3. Lead Range Contamination
The underground range has been closed and used as a storage facility for years. My
understanding is that the lead contaminants in the range due to lack of ventilation far exceed
WISHA/OSHA levels, but the cleanup expense has prohibited any action on this.
City of Edmonds Police Department
City Council Members
Page Two
January 3, 1995
4. PCB Pathogens/Fire Hazard
Over the last six to eight months, we have had seven light ballasts (four in the last two weeks) in
various office areas burn due to age and emit an acrid smelling, pungent smoke. One of these
ballasts had nearly evolved into flames, and on two occasions, we have had to evacuate office
areas and have fire personnel ventilate the building. These ballasts appear to be original fixtures
(circa early 1960's) and have never been replaced except when burned.
5. Sewage Backup
On two occasions during the last six months, floor drains have overflowed with raw sewage.
One of the two drains in question is in the property and evidence storage area; the other is in the
garage where employee ingress/egress occurs.
6. Office Ventilation
In addition to inadequate heating in the winter and lack of air conditioning in the summer, the
ventilation system frequently transports diesel fumes from the fire engines throughout the
building. This occurs three to four times per month.
7. Earthquake
As you know, the public safety building was not constructed to any seismic standards when it
was built. This building houses both police and fire equipment, personnel, and critical
communications systems. In the event of a severe earthquake, emergency response to the
community may be severely hindered, if not completely prevented, by the collapse of this
structure.
8. Building Security
There is a tremendous lack of building security in the facility, which is due to several things.
Court is occasionally held in the conference room, resulting in defendants, attorneys, and
witnesses wandering through our building looking for restrooms, phones, etc.; this poses a safety
hazard not only to our employees, but to the building as well, and prisoners who may be in
custody. Often times, they have been found back in the lunch room area, where confidential
bulletins are posted for staff only.
City Council Members
Page Three
January 3, 1995
Another security concern is that of fingerprinting the public. Our fingerprinting equipment
requires that we escort the public through our office areas, back toward the booking room. On
many occasions, we have had suspects in custody that literally walk past these people, putting
them at risk and often subjecting them to language and other associated gestures.
TAM/aec
4'� 1 MEMORANDUM
Date: February 9, 1995
To: Noel Miller
Superintendent of Public Works
From: Tom King
Facilities Maintenance Supervisor
Subject: PUBLIC SAFETY BUILDING
This is in response to the letter sent to the Mayor from the Police Chief. My responses
will be numbered to coincide with the numbered paragraphs on his letter.
1. Bloodborne Pathogens
The Public Safety Building does not have a drying room as stated. They used
the property room as a drying room in the past to dry marijuana. Possibilities
for drying could be a interview room or jail cell. Employees entering the
building have four entrances on the north side of the building to enter. The
inability to enter through the garage door didn't inconvenience them when the
maintenance staff was working on a remodel on the property room.
2. Laboratory Ventilation
This area is one that the maintenance staff does not have access to as it should
We have made small adjustments to this area when requested, but no request
has been processed for any hooded ventilation. A foreseeable problem would
be where to vent it to. Asbestos in the ceiling and roof saw cutting would
create other problems. Venting through the north side of the building could
compound problems as the air intake for the building is on the north side.
3. Lead Contamination to the Shooting Range
This space is contaminated with lead dust. Estimates were in. excess of $5,000
for removal wluch did not include removi frt the metal plate at the rear of the
range. Maintenance staff was directed to say out of this area. No money was
budgeted for this due to requirements elsewhere.
5
City of Edmonds cQ Public Works
4. PCB Pathogens
The light ballasts for the building number in excess of 220. The replacement
cost is approximately $6,600. To have seven go bad over a six to eight month
period is a small percentage. We could get years of service yet from the
existing ballasts.
5. Sewage Backup
We have experienced a sewer backup and responded right away to the situation.
We have taken steps to correct this and keep the drains open. Maintenance staff
have no control of what is discharged into the sewer of this building. We have
also experienced this in the Finance, Executive, and Community Services
Buildings.
6. Office Ventilation
The ventilation intake is at ground level on the north side of the building. It
was suggested to raise it to the roof level. I recommend it be engineered due to
the boiler e*aust, backup generator exhaust, and vehicle exhaust on the roof. I
have suggest the fire rocks be moved to the street before they do the vehicle �
testing, instead of leaving them on the apron. This hasn't taken place.
7. Earthquake
This is a correct assessment.
8. Building Security
No waiting room is available and space is limited. Maybe the court needs to
hire a police cadet to usher the public to and from the court. In regards to the
finger printing equipment,'the Facilities Maintenance staff is constructing a
cabinet which includes a finger print space for the newly remodeled booking
area.
wordata\facility\policque
Date:
To:
From:
Subject:
MEMORANDUM
January 30, 1995
Mayor Hall and Cabinet Members
Michael A. Springer, Fire Chief
1995 Earthquake Damage
An earthquake measuring 5.0 on the Richter scale could create measurable damage to
structures residing in the Edmonds area. I had the fire crews perform a visual inspection
of both fire stations immediately after the noticeable shock waves struck. Their task was
to locate any cracks, chips, or separations within the walls and ceilings. Fire Station # 6
did have cracks, chips, and separations of the bricks, location southeast corner of the
"OLD" building.
My recommendation is to have all of the buildings in which the City of Edmonds has
ownership or control over to be inspected for damage. This inspection could be done by
more than one person or division; ie. Employees, Building Official, and/or Private
Professional Engineering Company.
City of Edmonds Fire Department
Office of Fire Chief
n •T.I• 1r - -- . MAI,1C
L. y .
WHITELEY JACOBSEN AND ASSOCIATES
ARCHITECTS / ENGINEERS / PLANNERS 0
306 Seattle Tower 1218 Third Avenue Seattle, WA 98101
Telephone (206) 623-0331 FAX (206) 467-8441 _.
13 February 1995
Mr. James C. Walker, P.E.
City of Edmonds
Community Services Department
Engineering Division
250 5th Ave N
Edmonds, WA 98020
Subject: Field survey of Edmonds Fire Station Number 6
Dear Jim:
9076
On Thursday, the 9th of February, I accompanied Mr. James L. Roberts of your office to Edmond's
Fire Station No. 6 where I conducted a field survey of the building. I also reviewed drawings, letters,
structural calculations, and notes on file in our office that were developed by WJA in 1990 when we
conducted an assessment of this structure's lateral force resistance capability. The results of the
1990 study were summarized in a letter to your office dated 23 August 1990.
At the site I observed new cracks that have developed adjacent to the old cracks that are documented
in our 1990 study. The new cracks are in the same general pattern and location and of the same
general type as the old cracks. The old cracks are identifiable by the caulk that has been used to
seal them. Many of the old cracks have opened up as well. In discussion, with the firemen on duty at
the time, I was told that the new cracks appeared just after the recent earthquake that occured several
weeks ago.
In our earlier report we noted various deficiencies of the structure that are numerous and serious. The
conclusion of that study was that this building has only a very minimal lateral force resisting capacity
and does not meet UBC lateral resistance requirements. The new cracking is likely the result of
shaking due to the recent earthquake and highlights the deficiencies previously noted. We urge you
to consider upgrading this structure and to take the necessary precautions io protect the essential
services housed in it in the interim.
If you have any questions regarding this report please call me at 623-0331.
Very truly yours,
WJA, P.S.
Architects / Engineers / Planners
r '
x Via
■
Gary 7�311.E.
02/15/95 16:50 0206 467 8441 WJA
WJA
WHITELEY JACOBSEN AND ASSOCIATES
ARCHITECTS / ENGINEERS / PLANNERS
306 Seattle Tower 1218 Third Avenue Scattic, WA 98101
Telephone (206) 623-0331 FAX (206) 461-8441
23 August 1990
Robert J. Alberts, P.E.
City Engineer
City of Edmonds
250 Fifth Avenue North
Edmonds, WA 98020
Subject: Fire Station #2
Earthquake Resistance
Dear Mr. Alberts:
14001
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brand fax transmittal memo
7671
#ofPagea ►
IL l
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Dept, f III
phone
Fax #
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FAR 11
9076
We have reviewed the original building drawings prepared in 1961 by Dan F.
Miller, A.I.A., together with the later remodel drawings For the partial second
story addition. We have evaluated both vertical and lateral loads (including
seismic and wind) based on the Uniform Building Code, 1988 Edition.
Building Description:
Edmonds Fire Station No. 2,is a 32' x 541 one story building with a partial
second story at the north end of the building. The first floor is a 6"
concrete slab on grade enclosed by 8" partially reinforced CMU perimeter
walls. The CMU walls are supported on a continuous concrete wall footing. The
CMU "T" Section Pilasters, 16" x 16" x 8" thick, along.the east and west faces
of the building are supported,on square footings at 10'-8" (ten feet eight
inch) spacing.
The 2nd floor addition has wood joist framing which is supported on the north
CMU wall and an interior wood stud wall. It appears that the 2nd floor is
partially supported by 2 x 6 furring joists shown on the original building
drawings.
Roof framing is 3" tongue and groove decking supported on glu-lam beams. The
glu-lam beams spanning the width of the building are supported on the CMU
pilasters. Severe cracks were observed during the site visit on both CMU walls
and pilasters. Our analysis indicates the following deficiencies:
1. There is no connection indicated between the wall and footings other than
(we assumed) a connection of the pilasters to the footing. This requires
the CMU walls .to span horizontally between pilasters. The pilasters are
not adequate to resist the imposed lateral load in shear and are also not
adequate to take the bending caused by wind or earthquake normal to the
wall.
02/15/95 18:51 Cr209 467 8441 WJA U 002
Robert J. Alberts, P.E.
23 August 1990
Page Two
2. There is not enough information regarding the 2nd floor framing support
.connections. This needs additional evaluation, however, the connections
do not appear adequate to resist the applied shear forces.
3. The connection of the 2nd story stud walls to the CMU walls are not
adequate, and is 100% overstressed in shear.
4. The connections of the glu-lam beams along the south wall of the 2nd story
is not adequate. The roof diaphragm along the same wall has connections
only at two points and the connections are highly overstressed.
5. The connection of the 2nd story wall top plate to the glu-lam beams is
not specified and may not exist.
o. CMU pilasters are extended using timber posts at the east and west walls.
There is no connection specified between the pilaster and the post.
7. The building has no structural integrity for resisting wind or seismic
forces in the east/west direction.
Based on our site visit and our structural review, the building has adequate
capacity to support the vertical dead and live loads but has very minimal
lateral capacity and does not meet the Uniform Building Code lateral resistance
requirements for either seismic or wind (exposure B or C).
We appreciate your confidence and the opportunity of assisting you on this
evaluation. Please call me if you have any questions or I would be happy to
meet with you at your convenience.
Very truly yours,
WJA, P.S.
Architects, Engineers, Planners
Jack H. Whiteley,
President
Item #:
EDMONDS CITY COUNCIL
Retreat Agenda Memo
i
Originator: CITY COUNCIL For Discussion: X For Information:
Subject: DISCUSSION ON COUNCIL MINUTE TAKING
Agenda Time: 20 min.
Agenda Date: 2/24/95
Exhibits Attached:
1. Memo from Art Housler
Clearances: Department/initials
Admin Svcs/Finance
Community Svcs
City Council � Engineering
City Clerk
Parks & Rec
Court
Planning
Personnel
Public Works
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Council to have a general discussion on City Council Minute Taking.
FEB 14- ' 95 88' 51
P.2/3
Date:
To:
Via:
From:
Subject:
MEMORANDUM
NUM
January 18, 1995
Council President Pe'^• •�;
Mayor Hall
Art Housler
Administrative Semi
Council Minutes
During the meeting with Mayor Hall, we were advised the subject of Council minutes will be, on.
the Council Retreat agenda.. The purpose is to discuss the level of satisfaction with the minutes.
1 indicated that in 1991, six or seven cities were surveyed about the length of their minutes. This
information may be useful in the retreat discussion. As agreed, an excerpt from that survey is
attached.
AJH/sl9;
<:ycm, :W„;o,a
City of Edmonds Adininistrative Services
FEB 14 '95 08:51
f . 3/3
r
PA 1 3 im,l
This raises another question as to how other cities are able
to have the City Clerk take the minutes. In order to answer
this question, the following cities were surveyed:
Renton Bothell Kirkland
Mercer Island Lynnwood Auburn
Redmond
One of the most significant differences between the Council
meeting minutes for the City of Edmonds and the other cities
is the number of pages and the number of words typed.
The following tabulation compares the differences:
Recorder &
Number
Number
9-Lt--Y
Transcriber
of Pages
of Words
Edmonds
Contracted
11
81105
Auburn
City Clerk
9
5,906
Redmond
Deputy City Clerk
8
3,011
Bothell.
Office Specialist
7
2,941
Renton
Deputy City Clerk
5
3,870
Mercer island
Assoc. City Clerk
5
1,966
Kirkland
City Clerk
4
1,508
Lynnwood
Mayor's Secretary
2
869
Item #:_�
EDMONDS CITY COUNCIL
Retreat Agenda Memo
Originator: CITY COUNCIL For Discussion: X For Information:
Subject: DISCUSSION ON COUNCIL MINUTE TAKING
Agenda Time: 20 min.
Agenda Date: 2/24/95
Exhibits Attached:
1. Memo from Art Housler
Clearances: Department/Initials
Admin Svcs/Finance
Community Svcs
City Council
Engineering
City Clerk
Parks & Rec
Court
Planning
Personnel
Public Works
Fire
_
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Council to have a general discussion on City Council Minute Taking.
FEB '14- '95 08:51 --, P.2/:3
1
Date:
To:
Via:
From:
Subject:
MEMORANDUM
January 18, 1995
Couneit Preside'* pa►^r.,�
Mayor Hall
Art Housler
Administrative
Council Minutes
During the meeting with Mayor Hall, we were advised the subject of Council minutes will be on
the Council Retreat agenda.. The purpose is to discuss the level of satisfaction with the minutes.
I indicated that in 1991, six or seven cities were surveyed about the length of their minutes. This
information may be useful in the retreat discussion. As agreed, an excerpt from that survey is
attached.
AJH/slg
, pcfnwcv'v ord
Citv of Fdmonric --- Adminictra6v& CPtVirJ�c
FEB 14 '95 09=51 - P.3/.9
PA 1 3
This raises another question as to how other cities are able
to have the City Clerk take the minutes. In order to answer
this question, the following cities were surveyed:
Renton Bothell Kirkland
Mercer Island Lynnwood Auburn
Redmond
one of the most significant differences between the Council
meeting minutes for the City of Edmonds and the other cities
is the number of pages and the number of words typed.
The following tabulation compares the differences:
Recorder &
Number
Number
City
Transcriber
of Pages
of Words
Edmonds
Contracted
11
81105
Auburn
City Clerk
9
5,906
Redmond
Deputy City Clerk
8
3,011
Bothell
Office Specialist
7
2,941
Renton
Deputy City Clerk
5
31870
Mercer island
Assoc. City Clerk
5
1.1966
Kirkland
City Clerk
4
1,508
Lynnwood
Mayor's Secretary
2
869
Originator:
Item #:
EDMOND S CITY COUNCIL
Retreat Agenda Memo
MAYOR HALL/CHIEF SPRINGER For Discussion:X For Information:
Subject: DISCUSSION ON FIRE STATION 6
Agenda Time: 30 min.
Agenda Date: 2/24/95
Exhibits Attached:
None
Clearances: Department/Initials
Admin Svcs/Finance
Community Svcs
City Council
Engineering
City Clerk
Parks & Rec
Court
Planning
Personnel
Public Works
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Mayor Hall and Chief Springer will lead discussion which will include addressing structural
matters regarding living quarters at station 6.
Item #:
Originator:
EDMONDS CITY COUNCIL
Retreat Agenda Memo
COUNCIL
For Discussion:X For Information:
Subject: OPEN DISCUSSION BETWEEN COUNCILMEMBERS AND DIRECTORS
Agenda Time: 60 min.
Agenda Date: 2/24/95
Exhibits Attached:
None
Clearances: Department/Initials
Admin Svcs/Finance
Community Svcs
City Council
Engineering
City Clerk.
Parks & Rec
Court
Planning
Personnel
Public Works
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Council President Petruzzi will introduce subject.
Item #:
EDMONDS CITY COUNCIL
Retreat Agenda Memo
K
Originator:
For Discussion:
X For Information:
Subject:
DISCUSSION ON IMPACTS OF THE COMMUNITY CULTURAL PLAN
Clearances: Department/Initials
Agenda Time:
60 min. Admin Svcs/Fiiza ce Community Svcs
City Counci
Engineering
Agenda Date:
2/24/95 City Clerk
Parks & Rec
Court
Planning
Exhibits Attached: Personnel
Public Works
None
Fire
Committee
Police
Mayor
Comments:
Expenditure
Amount
Appropriation
Required:
$ 0 Budgeted: $ 0
Required: $ 0
Councilmember Earling will introduce the subject. Josephine Fye and Ramona Saries of the Arts
Commission will address the City Council on this issue.
EDMONDS CITY COUNCIL
Retreat Agenda Memo
Originator: COUNCIL
For Discussion: X
Item #:
For Information
Subject: DISCUSSION ON IMPLEMTATION OF THE ECONOMIC DEVELOPMENT
COUNCIL
Agenda Time:
Agenda Date:
Exhibits Attached:
1. Information from Councilmember Fahey
2. Memo/information from Paul Mar
3.
Clearances: Department/Initials
Admin Svcs/Finance Community Svcs
City Attorney
Engineering
City Clerk
Parks & Rec
Court
Planning
Personnel
Public Works
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted. $ 0 Required: $ 0
Council President Petruzzi and Councilmember Fahey will lead discussion while referring to attachments
To: Mayor Laura Hall February 17, 1995
All Council Members
Paul Mar
From: Barbara Fahey Regarding: Vision and Goal Setting
This was an agenda item for the retreat last year. Frankly, despite staffs' great efforts to facilitate a
process, we didn't get very far. Latter, a comment was made to the effect that - long range visioning
was a part of the Growth Management process and goals were laid forth in the various reports, so we
didn't need to set our own goals.
I completely disagree! All we are doing in that process is defining methods we will use to deal with
increased populations. It does not develop a comprehensive vision for what Edmonds will be like in
20-25 years. Unless we have an articulated vision and that is used to establish goals, this town will
always be reacting to situations instead of developing in a well thought out manner.
We know we want a strong economy and a health downtown core. We are planning for a thriving
cultural community. We have a master plan for a quality parks and recreation program. We dream of
an active vital waterfront. All of these ideas are out there, but they are not part of a strategic,
comprehensive plan. What are the things city government must do to support these efforts and assist
in fulfillment? What role does parking play? How do we resolve traffic issues? How do we bring
about grade separation so we have a unified town? What are the new technologies of the future and
how can we plan for their arrival? What reserves must be establishedThese and many other questions
must be addressed and answered.
I believe other members of the council feel, as I do, that a comprehensive vision must be established so
we have articulated goals to work towards.
I propose we spend the hour designated for this item coming to an agreement on how we capture this
vision. I think we need to take 20 minutes articulating what the components of the vision should be
and 20 minutes determining how we bring all those components together into a unified plan. The last
20 minutes will be spent in structuring implementation.
Please think about who you feel should be involved in creating this vision, and your opinions on what
method should be used to bring it about.
Hopefully, we will be sucessful in determining a course of action for this year that will lay the ground
work for the future.
Sincerely,
Barb Fahey
February 17, 1995
To: Mayor Laura Hall
All Council Members
Paul Mar
Appropriate Staff Members
From: Barbara Fahey Regarding: Space Needs
In calling for this item to be placed on the agenda for the retreat, I had several specific goals in mind:
1. Resolve the question regarding the next use of the public works sight. Is it feasible for either police
or fire to move there, on a temporary basis, to resolve some of the current space problems. Is it a
workable permanent site for either of these departments.
2. Determine if it is possible to establish a permanent location for the fire department at this time given
the possibility of consolidation.
3. Evaluate all proposals on the table at this time to solve the space needs problems and form a
consensus regarding which one should be eliminated and which ones should be moved forward.
4. Set a timeline for implementing a course of action.
It is ambitious to think we can come to a meeting of the minds on all these issues. However, all of
these matters must be resolved before we can formulate concrete plans. I propose the following
schedule:
10 minutes: report on current negotiations under way. Specifically, is there a realistic expectation of
success or must we put it aside and go to an alternate plan.
15 minutes: to consider how feasible it is to build on the existing sight. Can we create an
administration facility that will met future needs on the existing campus within the following
parameters. Approx. $5 million. No variances. No street abandonment. Would we also be able to
build criminal justice and fire department facilities on the site for an additional $7 million. Can the
parking issue be resolved.
10 minutes: input from Chief Miller and Chief Springer (or his representative) regarding their views of
the public works sight as it does or doesn't meet their needs. They would be welcome to present
issues that might need further evaluation, but this would give us a chance to determine how to proceed.
15 minutes: elimination of any proposals we collectively feel are unworkable. To be considered:
retrofitting existing buildings, purchase or lease of off sight buildings apart from current negotiations.
10 minutes: to establish consensus on a time line to bring about next phase. E.g.: a concrete plan that
can be presented to the voters.
If we were starting cold with all of these issues, this time line would be ridiculous. However, we have
spent many long hours considering all of these points. What is called for now is summaries and an
all out effort to come to agreement and find a way to move forward this next year to resolve the
problem. I will hold to this time line. Please help me by making your points factual and in the most
concise manner possible.
Thank you,
4-7
;U .0 el Vol Aj t. -Q__ Lz Oat
To: John, Bill and Michael, From: Barb Fahey e-y�
Copies also to Laura and Paul Packet already reviewed by Tom, Roger and Dave
At this point, I think (or at least hope) we are all interested in getting some kind of a process
established that will result in the formation of an economic development (?-committee, council,
department). At the least, we all seem to agree that 1. we need a stronger base of revenue generation
from sales taxes to meet the needs of the city and 2. we must take positive action to revitalize the
downtown retail area.
In addition, there are several groups in this community that have economic development as at least one
of the goals: The Port, Edmonds Visitors Bureau, The Chamber of Commerce Economic
Development Committee, The new downtown business development group, The Cultural Arts Plan,
and so on. I feel we must now lead the way in trying to develop a unified effort, so each group isn't
heading in its own direction, often times running counter to one of the other groups. This means
trying to create a vision of what we are all working toward and then working together to achieve it. To
bring this about, representatives from these groups and the community at large must be brought
together.
How we bring this about is the question.
Thanks to Barb Mehlert and the Municipal Research Center, we have available a wealth of information
regarding methods and approaches. It would be impossible to even begin to discuss and evaluate them
all in the context of the retreat.
For this reason, I am providing you with a sample of articles I have found interesting and two
chapters from a publication that I think would be helpful in trying to establish a process. I hope they
will help you think through the implications of creating an economic development effort and give you a
sense of what other cities have effectively done.
At this point, we need to come to a decision on where the leadership should come from. Does council
take the lead and pull together people in the community to brainstorm? (I have a process for this). Do
we form a committee and encourage them to take the lead. Do we ask the Mayor to assign a staff
person to work with us to create a process? Do we hire a consultant as the arts community did?
I favor a process by which two council members gather together the various members of the
community interested in economic development to do some brainstorming on what approach should
be taken, what goals are to be achieved, and how the process might be paid for. However, I have no
sense as to what the council thinks would be the most desirable way to proceed. Coming to a
consensus on the process will be the focus of the discussion at the retreat.
Please read the following materials and be prepared to state your opinion and a quick summation (2
minutes) of your reasons why. We will take about 20 minutes to get all views on the table. 10
minutes will be scheduled to evaluate and rank them. We will then take 20 minutes to discuss the
merits of the top two ranking methods, ending with a vote on which one to use. The last 10 minutes
will be a final determination of the next step in implementing the agreed upon process.
Thanks for preparing in advance for this. It will help to bring about consensus in the brief hour we
have to do so.
Strategic Planning For
Economic Development
By VIRGINIA L. WOLF
Economic Development Specialist
Micl,-est Research Institute (iMRI) has assisted
communities across the United States in setting up their
own economic development programs. MRI's expe-
rience has shown that the key factors of a successful
economic development program are' well-defined
goals and objectivesyt focused marketing effort, and
3people who can make the best use of available financial
and technical assistance programs.
Although mid -size towns and metropolitan areas
have been involved -in this process for many years and
are competing effectively with their counterpart com-
munities across the nation, many smaller communities
and rural areas have just recently become involved in
economic development efforts. Largely as a result of
the changing role of agriculture, many of these smaller
communities have chosen to promote their area's eco-
nomic development as a way to expand or diversify the
local economic base. This article discusses the process
that should be followed by a community wishing to
start an economic development program. Based on
MRI's long experience, the process is essentially the
same, regardless of the size of the community.
The first step in the process is to establish an organi-
zation to lead the effort. To be effective, the organiza-
tion must be broad based so as to have the best possible
financial and resource support. It must include repre-
sentatives of the following groups: chamber of com-
inerce, civic groups, educational institutions, elected
officials, existing industry, financial institutions, labor,
media, retail sector, utilities, and interested citizens.
The first task of this organization will be to establish
goals and objectives. Matters to consider are:
• What does the group want for the community?
kc�• Are some forms of economic activity favored
over others?
• Are some types of industry not wanted in the
community?
This organization must set a clear direction, and a group
which is represented by all sectors is in the best position
to provide this direction.
The next step in the process is to conduct a resource
assessment which identifies community factors that
either positively or adversely affect industrial devel-
opment. These factors include the existing industrial
base, industrial sites and buildings, labor force, popula-
tion, transportation, and utilities. The material devel-
oped during this phase of the analysis can be used in
preparing promotional materials and documents rela-
tive to prospect marketing. Among the questions to be
answered are the following:
What is the current profile of the community's
population and labor force?
• What industries currently exist in the community;
and historically, how have they grown or de-
clined?
• What is currently being done to promote the cen-
tral business district?
• Are there specific resources, such as tourism or
education, which make the community particu-
larly attractive?
• What does the community have to offer in terms
of industrial sites and buildings?
• Does the existing labor force match the needs of
prospective business?
• Can the city's physical infrastructure meet the
requirements of new industry?
• What were the successes and failures of past eco-
noinic development programs?
If a community already has organizations formed
for economic development purposes, they should be
reviewed. Usually, in both large and small communities
there are too many organizations to be effective be-
cause of their overlapping purposes and memberships.
The goals and objectives of each existing organization
should be reviewed and, if possible, a single organiza-
tion formed to promote industrial development. A sin-
gle organization whose sole purpose it is to promote
industrial development will more likely make the best
use of community resources.
Once a community has assessed its resources for
promoting economic development, the next step is to
identify those industries which show the best potential
for locating in the community. This identification pro-
cess, called a target industry analysis, provides a focus
to marketing efforts and makes the best use of commu-
nity resources. At a minimum, a community should
examine its own industrial base, the industries of the
county in which it is located, and those of surrounding
counties. Personal calls should be made on major area
manufacturers to ascertain their expansion plans, the
location of their supplier industries, and industries
which use their finished products. A list of the state's
manufacturers who are new or who have expanded
should also be reviewed to determine the types of manu-
facturers who are choosing to locate in the state.
MRI recently conducted a target industry analysis
for the Missouri Division of Community and Economic
Development. The end result of this study was the
identification of industries best suited for Iocating in
metropolitan, in mid -size, and in rural areas. This in-
formation should provide the basis for a ivlissouri
community involved in targeting efforts.
The last step that a community takes in promoting
its economic development is to formulate a develop -
August 1986 / Illinois Municipal Review / Page 17
ment plan. This plan should include, at a minimum,
strategies, identification of person or groups responsi-
ble for implementation, and a timetable for implemen-
tation. Some general areas to be included in the plan
are:
• Marketing: A marketing program must be fo-
cused and consistent. It does not have to be elabo-
rate. The use of local resources such as academic
institutions, newspapers, or existing industry can
often help provide technical assistance in the de-
velopment of marketing materials.
• Industry Retention: An average of about 80 per-
cent of all economic growth across the United
States is attributed to the expansion of existing
industry. Communities are only recently starting
to put resources into this important activity. An
active and effective retention program is not only
beneficial to keeping existing business and indus-
try in the local area, but also it serves as an attrac-
tor for generating new industry. These new indus-
tries ,will perceive the community as pro -industry.
• Local Incentives Plan: Local incentives include
the latitude the community has in using state de-
velopment incentives such as property tax ex-
emption or industrial revenue bonds. Also, a
community can utilize special arrangements on
land, buildings, and utilities. It is important to
have an established plan so that -when the com-
munity representative approaches a prospect, the
incentives that are available can be discussed at
initial meetings.
• Technical Assistance: Many communities, both
large and small, tend to isolate themselves from
resources provided by state economic develop-
ment organizations, utilities, and railroads. This is
a mistake since these organizations are in daily
contact with prospects and can serve as an impor-
tant resource for referrals.
This article has outlined an approach to the structur-
ing of an of fective industrial development program that
MRI has found to be highly effective. Attracting devel-
opment to a community is a time-consuming process
which requires considerable support from the entire
community and active involvement and commitment
from local leaders. If the proper organizational struc-
ture is in place, and it includes people and organizations
that are committed to the program's implementation, a
well -designed program can succeed. A focused, coor-
dinated industrial development program can result in
considerable economic gain for the smaller community
that is ,villing to pull together. E
SPECIALIZING :N FEDERAL AND STATE GRANTS
MICHAEL A. KWEDAR
GRANTSMAN
TELEP-O.NE 787-2206 2320 GRINNELL DRIVE
AREA CODE 217 SPRINGFIELD. ILL 62704
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Page 18 / Illinois Municipal Review / August 1986
A DIVISION OF BUSINESS RECORDS CORPORATION
Economic Development:
Perception and Reality
O 1987 David Win, Ph.D.
President, Win International
Coeur d'Alene, Idaho
Poor Richard was right
Benjamin Franklin said it about the
weather. "Some people are weather-
wise, but most are otherwise." If Ben
were still around today, he might coin a
similar phrase concerning economic de-
velopment.
Everybody is in favor of economic de-
velopment. The words themselves con-
vey a sense of progress, well-being and
prosperity. But go beyond the words and
you're sure to find diverging opinions.
What does economic development
really mean, and what does it imply? Just
as importantly, how do communities ap-
proach the issue of economic develop-
ment, and how might they approach it
differently? The answers are complex,
but there are some salient points that
can serve as guideposts in the search for
a strong and growing economy.
Putting the cart before the horse
A common community approach to
economic development is to form a
group, fund it, establish committees,
draw up a plan, get moving and get re-
sults. In most cases, the pace of prog-
ress gets slower at every step until the
last objective (results) seems to hover
just out of reach. One reason is that the
group often fails to formulate a specific
overall objective. In other words, they
often fail to ask themselves "What busi-
ness are we in?" No businessman would
claim that "We're in the business of mak-
ing money'' is an adequate answer to
this basic question, and yet many eco-
nomic development groups appear to be
satisfied with it. Since such groups have
no overall target at which to aim, the
more committees they form the more dif-
ficult it may be to get results. Often it
seems that the major result is a lot of
wheel -spinning (as one frustrated eco-
nomic development professional put it,
"death by committee'') camouflaged by
impressive public relations.
Isn't economic development a specif-
ic overall objective? Not quite. It is clearly
an overall objective, but like the "pursuit
of happiness" in the Declaration of Inde-
pendence it is not a specific objective.
As with the "pursuit of happiness," no
one can argue with the desirability of the
concept, but no one can define it and it
means something different to everyone.
To base specific activities like marketing,
advertising and tourism development
only on the general overall objective of
economic development is as inappropri-
ate as it would be to base specific laws
on the attractive generalities found in the
Declaration of Independence. A broad
commitment to economic development
is necessary, of course, but in order to
make progress a more specific frame-
work is needed.
This necessary framework — a spe-
cific overall objective — might be looked
at as an overall design concept. All too
often, economic development groups
fail to start by creating an overall picture
of what they are trying to accomplish. In-
stead, they create an organization and
draw up economic development plans
that are actually more like operating in-
structions for that organization. To put it
metaphorically, they build a vehicle and
write an operating manual before they
have determined exactly what they want
the vehicle to do.
Before creating a vehicle for develop-
ment, the economic development group
must create an overall picture of what
the economic development area under
consideration can realistically become.
Is it to be another Aspen, Carmel or Palm
Springs? Or can it be another Palo Alto
or Cambridge? A center for think tanks,
or for insurance companies, or for cor-
porate retreats, or for high tech indus-
tries, or some of each? Unless the initial
design concept is clearly established,
progress will probably be slow and dis-
jointed because various interests and
organizations, or even the various com-
mittees of the economic development
corporation or other lead development
group, will be working against each
other. The net effect is comparable to
designing a new model car piece by
piece with no overall design concept or
artist's rendering of what the new vehi-
cle should look like, and no clearly -
stated parameters for what the vehicle is
supposed to do. Is it to provide basic
transportation? Speed? Maximum fuel
economy? Without clear conceptual pa-
rameters, the result will be a random as-
sortment of fenders, doors and other
parts, each of which may be attractive
and functional, but which cannot be
joined into an effective working whole.
The same is true of economic develop-
ment planning. It is necessary to begin
Continued on page 4
JOB OPPORTUNITY
Transportation and Regional
Planning Director
The Puget Sound Council of Govern-
ments (Seattle, WA) seeks an experi-
enced professional manager to fill the
position of Transportation and Re-
gional Planning Director. The Council
has a population service area of 2.4
million and an annual budget of $3.4
million:
Minimum Qualifications: Knowledge
of regional transportation planning
principles and techniques; social and
economic aspects of transportation
planning; current trends, programs,
laws, and regulations in federal,
state, and local planning; organiza-
tion, functions, and activities of the
various levels of government involved
in the regional planning program; and
principles and techniques of supervi-
sion, training, and budgeting. Ability
to plan and conduct a comprehensive
regional transportation planning pro-
gram; analyze situations accurately
and adopt effective courses of ac-
tion; speak and write effectively; plan
and direct the work of others; effec-
tively represent the agency before
other groups and individuals; and es-
tablish and maintain cooperative rela-
tionships with those contacted in the
course of work. Five years of in-
creasingly responsible experience in
professional transportation planning
work, including preparation of trans-
portation elements of general plans,
three years of which must have been
in a highly responsible supervisory
capacity.
Education: Masters degree preferred
with specialization in transportation
planning, urban planning, or a closely
related field.
Annual Salary Range: $41, 772 -
$53, 376.
Maximum Starting Salary: $46,404.
Application Instructions: Individuals
meeting the minimum qualifications
are invited to submit a resume
postmarked no later than September
30,1987. to the Puget Sound Council
of Governments, 216 First Avenue
South, Seattle, Washington, 98104;
Attention: Personnel Officer. Addi-
tional materials may be requested.
For a full job description or questions
regarding the position, call (206)
464-7518. Equal Opportunity Affir-
mative Action Employer — Minorities
Encouraged To Apply.
economic Development:
Perception and Reality
Continued from page 3
with the creation of an overall design
concept — that is, specific overall ob-
jectives. The design of parts and com-
ponents (committees, programs and
projects) comes later.
Green and golden:
the role of tourism
Few communities question the overall
value of tourism, but the specific bene-
fits are naturally viewed differently by
different people. One profit -oriented
bumper sticker that was popular in a
west coast state a few years ago read,
"Keep our state green and golden: bring
money," while more modest goals
prompted a rival sticker that said, "Tour-
ist go home — but leave your daughter. "
In reality, of course, the relationship be-
tween tourism and benefits to the com-
munity is more complex than either of
these messages indicates.
Many communities, especially those
in areas lacking in large-scale industrial
infrastructure, regard tourism as syn-
onymous with economic development.
And indeed, at first glance an area
whose tourism promotion efforts have
been successful appears to be more
prosperous than others who are taking a
more demanding, long-term approach to
economic development. The fact is,
however, that although tourism can be
an important factor in economic devel-
opment programs, if it is allowed to be
the major element it will result in unbal-
anced growth. At one extreme, prob-
lems include low -paying jobs filled pri-
marily by students or people who need
an additional source of income; at the
other extreme, an exclusive, upscale re-
sort economy may develop. If this hap-
pens, the people who originally made up
the local population may be driven out.
After an initial burst of prosperity and in-
creased opportunities generated by
tourism, local residents may find them-
selves trapped in a limited range of low -
wage, tourism -related occupations
while the price of everything from food to
housing escalates beyond their reach.
At the same time, owners of retail busi-
nesses that formerly catered to the
needs of a broadly-based community
find their volume and profits dropping be-
cause tourists and other visitors do not
have the same consumer needs as per-
manent residents. The end result may be
a town full of hotels, restaurants and
tourist -oriented retail shops. This lack of
diversification diminishes business and
employment opportunities.
Related to over -reliance on tourism is
excessive faith in high -profile events as a
way of "putting the city on the map"
while attracting the tourist dollar. In the
long term, there is also the hope that
some people who visit a major event will
like the area so much that they will want
to relocate. Although this hope may be
realized in some cases, the percentage
rate of return is very low, and a communi-
ty may even find that it has created a nar-
row image, associated with a single
event, that actually reduces its chances
of attracting some types of industrial in-
vestment that could contribute to more
solid long-term development. In addition,
as increasing numbers of communities
rush to add their events to the hundreds
of others already in existence, the mar-
ket becomes so crowded with offerings
that the odds of success are reduced
even further. Meanwhile, communities
may find themselves saddled with any-
thing from massive debts to bad checks
issued by event organizers to cover city
expenses associated with the events. In
some cases, expenses and image prob-
lems are multiplied by vandalism and un-
ruly crowds.
One problem with assessing the ef-
fectiveness of tourism — or any eco-
nomic development program — is that it
is difficult to quantify results. There are,
however, statistics supporting the posi-
tion that the relationship between tour-
ism and the economic health of a region
is tenuous at best. For example, al-
though the Idaho tourist industry did very
well (growing at an estimated annual rate
of 5%) and North Idaho tourism reached
a ten-year high during the first few
months of 1987, Idaho's personal in-
come declined at a rate of 1.5% during
the first quarter of the same year, mak-
ing Idaho the fourth worst state in the na-
tion in terms of personal income growth.
Tourism is no substitute for the strong, di-
versified industrial and service base that
is needed for a sound, growing econo-
my.
Burgers and bankers:
the role of services
America's transition to a service
economy has been discussed exten-
sively, and many commentators lament
the change. Although it is true that the
United States as a whole needs industry
to survive, individual communities can
and do successfully base their econo-
mies on service industries. It is important
to keep in mind that the category "ser-
vice industries" goes far beyond fast
food chains. The definition of the term
"service industries" is less than precise,
but it clearly includes everything from
"pure service" industries like banking
and insurance to activities like software
writing that have more direct, interactive
applications in the industrial world.
Service industries that support or re-
late to a variety of manufacturing indus-
tries may become the mainstay of com-
munities near established industrial
areas, or even help a community be-
come a center for diversified networks
of corporate customers. Especially in
the case of knowledge- or data -inten-
sive industries like programming or insur-
ance, electronic communications enable
service companies to be located far
from their clients. In addition to providing
a direct stimulus to .economic develop-
ment, the growth of such service indus-
tries in a community helps make the in-
dustries served aware of the desirability
of the community as a site for expansion
or relocation.
Made in USA: the role of
foreign trade and investment
Most American communities have
learned — sometimes the hard way —
that attracting large-scale industrial in-
vestment from overseas is expensive
and difficult. Companies like Honda, Mit-
subishi, Hyundai and Daewoo are being
wooed by so many suitors and have
such specific requirements that the odds
of landing one of their factories are low
indeed. On the other hand, the aggre-
gate direct investment potential of small
and medium foreign enterprises totals
hundreds of billions of dollars, and if the
right methods are used this more modest
investment is far easier to attract. For
example, one Idaho community with a
population of less than 5,000 got ex-
pressions of interest from three Asian
companies (one manufacturer of tele-
phones and two wood products com-
panies) with a minimal expenditure of re-
sources.
Continued on page 5
Economic Development:
Perception and Reality
Continued from page 4
When properly handled, the recruiting
of small and medium foreign companies
is a very cost-effective component of al-
most any economic development pro-
gram, in part because the favorable
business climate in the United States
makes it the country of choice for mil-
lions of entrepreneurs worldwide who
need little persuasion to relocate. Al-
though the individual entrepreneur of
family -owned business may hire only a
few workers at first, the example of
Wang Laboratories, which grew from a
handful of people to a major corporation
with thousands of employees, demon-
strates the great potential of initially
modest foreign direct investment.
The development of existing busi-
nesses should be a major objective of
any economic development program,
and foreign trade (both exports and im-
ports) is a valuable but often neglected
asset in the effort to help existing busi-
nesses grow and prosper. Since busi-
ness cycles have different timing in dif-
ferent parts of the world, periods of
slack sales in the United States may be
good times for profitable exports to
other countries, and products whose
marketability in the U.S. has peaked can
often find new and expanding markets
overseas.
Successful recruitment of foreign in-
vestment can also contribute to the suc-
cess of existing businesses. American
communities that are home to foreign -
owned companies often find that they
have an edge in developing profitable
export volume because foreign en-
trepreneurs, who tend to be knowledge-
able about foreign trade, have interna-
tional expertise that can be a valuable
resource for the community in which they
have invested. On the import side of in-
ternational trade, the use of imported
materials, parts and components may
give an American company the edge it
needs to survive, grow and hire more
Americans.
Sailors on Saturday might?
Foreign markets for American prod-
ucts and the possibilities of attracting
foreign investment are varied and abun-
dant. In the Orient, decades of hard
work and thrift (the personaf savings
rate in Taiwan, for example, is an as-
tounding 39% of GNP) have created
cash reserves that are now flowing into
American products and investments in
Continued on page 7-
Partnerships: Utilities and
Local Governments
Do any utilities in the Northwest assist
local governments with energy efficien-
cy improvements in their buildings and
operations? Are utilities interested in de-
veloping or improving these services?
The Association of Idaho Cities (AIC)
hopes to answer these questions and
assist in the development of a partner-
ship between local governments and util-
ities. AIC will be working with local gov-
ernments and electric utilities in order to
establish long-term cooperation. Utilities
will be encouraged to establish a pro-
gram to identify, implement and maintain
cost-effective energy management
practices in local government operated
facilities.
The funds to accomplish these goals
are provided by the Bonneville Power
Administration (BPA) through the Pro-
gram "Financial Assistance for Innova-
tive Approaches to Conservation by Lo-
cal Jursidictions and Indian Tribes." The
funds are awarded on a competitive bid
basis. AIC submitted a joint proposal
with the League of Oregon Cities, the
Association of Washington Cities and
the Montana Local Government Energy
Office. AIC, the lead agency responsible
for the project for the'Northwest region,
has contracted with Jim Nybo of Helena,
Montana (formerly of the Northwest
Power Planning Council) to provide the
services of the project.
The project, entitled "Partnerships in
Energy Management," will attempt to
identify what types of local energy man-
agement services utilities now provide
and what their experience have been.
Mr. Nybo, on behalf of AIC, will also work
with the utilities to generate interest in the
services identified and try to tailor them
to their local conditions and needs.
This project is a recognition by AIC of
the long-term benefits and contributions
that good energy management prac-
tices can yield for jurisdictions and util-
ities. It is hoped that expanded coopera-
tion and understanding of each others
needs and constraints can be gained.
Whether or not current conservation
programs offered by Bonneville Power
Administration, the State Energy Offices
or the local government association en-
ergy staff are available in the future, our
local governments and their utilities will
continue to operate. It is hoped that this
project will foster expanded cooperation
and understanding well into the future.
4',
Economic Development:
Perception and Reality
Continued from page 5
U.S. properties. Over the past few years
Taiwan has amassed over US$60 billion
in foreign currency, and Taiwanese in-
vestors are expected to invest over
US$10 billion a year in the U.S. In the
case of Japan, the rise of the yen has
accelerated a similar trend.
In addition to increasing Japan's abil-
ity to buy American products and invest
in the United States, the yen's rise has
forced businesses and consumers in Tai-
wan and Hong Kong to turn to American
products, creating new U.S. export op-
portunities in many sectors. At the same
time entrepreneurs in Hong Kong and
Taiwan, anxious to maintain access to
U.S. markets, are seeking investment
and joint venture opportunities in the
U.S., while in the People's Republic of
China economic liberalization and devel-
opment, coupled with greater purchas-
ing and decision -making authority for lo-
cal managers, are opening new markets
for American products. Of course, trade
and investment opportunities aren't lim-
ited to the Orient; the examples I have
given are just an illustration of the types
of opportunities available.
The wide range of international busi-
ness, trade and inward investment op-
portunities available to Idaho commu-
nities is illustrated by the following partial
list created for an upcoming Idaho busi-
ness and investment mission to Taiwan,
Hong Kong and China: agricultural prod-
ucts, analytical instruments, appliances,
bottling equipment, capital equipment,
chemicals, communications, comput-
ers, computer peripherals, computer
software, consumer goods, direct in-
vestment in the U.S., economic develop-
ment, educational services, eggs, elec-
tronics, energy, environmental equip-
ment and services, fabrics, fast foods,
food processing equipment, food prod-
ucts, franchises, fruits and vegetables,
health services and equipment, hotel
supply, hospital equipment, information
processing, joint ventures, laboratory/
scientific instruments, machinery, meat,
medical services, medical supply, office
automation equipment, packaging
equipment, photo services, physical
therapy equipment, pollution controls,
portfolio investment in the U.S., poultry,
process controls, raw materials, re-
frigeration equipment, restaurant sup-
ply, sporting goods, telecommunications
equipment, telephone equipment, test-
ing instruments, training services, trans-
portation, wheat.
As this list indicates, there are interna-
tional trade and business opportunities
for any community that is willing to make
the effort.
Play your work, then work your plan
A successful economic development
program must be well -planned. It must
begin with an overall concept in the form
of overall specific objectives. These
form the framework upon which all lim-
ited objectives and committee work can
be hung. The overall concept should pay
equal attention to the roles played by fa-
miliar standbys like tourism and more re-
cent possibilities like foreign trade and in-
vestment. An overseas mission can be
very valuable, both as a means of get-
ting exposure to international oppor-
tunities and as a chance for mission
members to see how foreign commu-
nities have solved their problems of eco-
nomic development. The perspective
gained through the experience of an
Overseas mission can make a significant
contribution to any community's plans.
Programs to attract foreign industry
need not be expensive. The key is not
high profile campaigns and expensive
banquets, but an ongoing, professional
program of regular contact and the pa-
tient development of leads. At all times,
of course, the recruitment of new indus
try — whether domestic or foreign —
must be coordinated with the encour-
agement and development of existing
businesses. Unfortunately, some com-
munities become so excited at the pros-
pect of attracting a new employer that
they allow existing employers to slip
away, like the community that put tre-
mendous effort into attracting a new firm
that had the long-term potential to hire a
hundred workers — while doing little to
dissuade a local company from moving
three times that many jobs out of the
state.
In order to capitalize on opportunities,
the community must be prepared to deal
with them both logistically and mentally.
One of the easiest mistakes to make is to
create a comprehensive set of communi-
ty promotional materials and to continue
using them, without revision, long after
the statistics in them have been rendered
meaningless by the passage of time. To
distribute outdated or conflicting infor-
mation is as bad as having no informa-
tion at ali. If your community's eco-
nomic, educational and demographic
profile is kept on computer disk and up-
dated at least once a year, it is always
meaningful.
Finally, every community, no matter
how small, should have the positive self-
image needed to respond to any and all
requests for information, to be active in-
ternationally, and to occasionally recruit
companies that appear to be out of
reach. To quote a memorable line from a
film about success, "Sometimes you
miss what you go after, but you always
miss what you don't go after."
1947 40th I987
Anniversary
Idaho Cities _
Idaho Cities is published monthly AIC STAFF:
by the Association of Idaho Cities. James yyatherby. En." UWcmr
Editorial. circulation. advertising, WWfam JamckLgeoMI)kctor
and publishing offices -3314 Grace
St, Boise, Idaho 83TG3. Subscrlp. Karen Nelson Enva Coaranaer
tions are u per yeu. Adverfking Judy Ma'60W. Webnshlp S.rNas Or
rates upon requesL Publisher not Jeannine Benson Exocutm Sevsary
liable for claims In advertiser copy. Me' Tmsen, Seaedry-cerfloNst
nor are Me opinions expressed In
Idaho Cities necessarily those of
the Association of Idaho Cities.
Second class postage paid In
Boise. Idaho. Poetmeeter: Send Publication Nu ber.
form 3579 to 3314 Grace SL. Boise. USPS 371.770 -
F
Eta 4. a000
00
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8
Achieving Economic Development
By J. Paxton Marshall
At the outset, let's discuss what eco-
nomic development means. Consider
first the word "economic." Webster's
Dictionary defines economic to mean
actions "affecting or liable to affect ma-
terial resources or welfare." Note espe-
cially the plural use of action. Even
though credit for success is often attri-
buted to one individual, achieving eco-
nomic development always takes the
efforts of many persons, often over an
extended period.
Now consider the word "develop-
ment." Development is used in the ac-
tive voice; thus, development implies
action that achieves movement toward
some result. In most cases, the result
reflects the outcomes of many deci-
sions, not just one. These decisions
culminate in one or more of three basic
outcomes:
• More of something desired is made
manifest; for example, more higher -
paying jobs in the community.
• A deficiency of some measure of well-
being is reduced, possibly eliminated,
over time; for example, the infant mor-
tality rate in a community at issue must
be lowered because the rate exceeds
the state average.
• The whole social system (of the com-
munity) moves upward over time; for
example, average income per house-
hold has risen more rapidly than the
state average, the infant mortality rate
has fallen below the state average or
the high school dropout rate has been
cut by half and is still declining.
If we pause to reflect, we find the three
basic outcomes of development offer
many avenues to economic develop-
ment — that is, the actions that affect or
are liable to affect mate rial.resources or
welfare of people within the community.
Types of Economic
Development
Economic development is a process
that requires popular participation by the
people of a community, a term used
here to apply as required to residents of
a neighborhood, a locality or a state.
However, before people decide to
undertake an economic development
effort, they may wish to consider the
three types of development John Ken-
neth Galbraith identified in his book
"Economic Development."
• Symbolic modernization often occurs
as economic development. This form
of development can include, but need
not be limited to, road improvement
without adequate demand to justify
the investment, or the purchase of
technology that remains relatively un-
used because the ability to use it does
not exist, because demand for the
services it can provide is not sufficient
or because the local culture rejects the
services.
• Maximized economic development is
viewed in many quarters as the pre-
ferred type. In this case, maximum
output of goods and services is en-
couraged. However, the flow of goods
and services can be perceived in the
community, in some cases, as benefit-
ing a very few persons with the result
that the outcome is found to be unac-
ceptable. People are "turned off."
• Selective development organizes
around the interests of the people in
the community. Such development
sets priorities and fixes objectives. As
Galbraith notes, "It establishes the
line between that which is automatic-
ally included and that on which falls a
burden of proof.".
An essential condition of economic
development is that the rewards must
be perceived as benefiting those who
are participants in the effort. "Man is not
constituted," says Galbraith, "that he
will bend his best energies for the en-
richment of someone else."
The point that individuals are seeking
Neither emotional
desire nor pitch-
manship result in
development. The
basic requirement is
an ability to initiate
and maintain coop-
erative working re-
lationships within
the community.
their own advantages is made even
clearer by University of Chicago profes-
sor H. W. Arndt, author of "Economic
Development — The History of an
Idea." Arndt closes his book thus:
There will always be disputes about
the uses to which our expanding
production forces should be put.
But only an extreme pessimist
about the folly of mankind would
deny the benefit of the increased
freedom to choose that comes with
economic development. (Em-
phasis added.)
But as we have seen, the choices
need not always be lubricated with more
money, as important as it may be in the
scheme of things.
Economic Development as a
Process
Neither emotional desire nor pitch-
manship result in development. The
basic requirement is an ability to initiate
and maintain cooperative working re-
lationships. within the community.
Little difference exists between the
process of community development and
that of economic development. Only the
objectives differ. According to Vernon
Ryan of Iowa State University, "Com-
munity development generally seeks
outcomes that can be classified as col-
lective or public goods, (while] ... there
is no assurance that economic devel-
opment leads to a collective good or
public benefit." However, Ryan finds:
Community development improves
the chances that economic devel-
opment efforts will lead to positive
outcomes. Since community de-
velopment involves local residents
in the process, it also gives greater
assurance that positive outcomes
will be long lasting and that future
economic development activities
will be forthcoming because of
strengthened local capacity.
William R. Gillis of The Pennsylvania
State University has identified the es-
sential steps in the community econom-
ic development process as follows:
1) identifying the community's eco-
nomic problems;
2) appraising community objectives;
3) exploring available resources;
4) identifying alternative methods to
achieve objectives; and
5) evaluating the advantages and
disadvantages of each method.
Without question, asking the people
of a community what problems their
community has is a useful way to start
an economic development effort. Com-
munity meetings are relatively inex-
pensive and stimulate citizen participa-
tion. However, such meetings are often
criticized for not having a reasonable
cross-section of the community. To
ry
planning, program budgets, supervising
staff a d volunteers and writing funding
prop as Prior to that position Fowler
worked as housing services specialist
with the Fai County Redevelopment
and Housing A ❑rity and as assistant
superintendent o elderly services for
the Syracuse (NY) ousing Authority.
She gained additions government ex-
perience while working t the Monroe
County (NY) Department\fSocial Ser-
vices.
Fowler is a graduate of We t Virginia
University and holds a master's 1 public
administration from the Univer 'qy of
North Carolina, Chapel Hill. Her profs-
sional affiliations include the Americ n
Society for Public Administration and',
the National Association of Social
Workers.
Sachs Accepts
Virginia Beach Post
The city of Virginia Beach recently hired
Lynn Sachs as benefits administrator
for the department of personnel. She will
develop the city's five year health insur-
ance strategy by analyzing current
health insurance policies, develop and
implement the city's flexible benefits
program, centralize the city's employee
benefits and enhance communication of
these benefits to employees.
Sachs holds a master's in administra-
tion science from Johns Hopkins Uni-
versity and a bachelor's in psychology
from Tulane University. In addition, she
holds a paralegal certificate in employee
benefits training and has completed the
certified employee benefits specialist
program at Loyola College.
Sachs has extensive experience in
developing and implementing employee
benefits, health care and pension plans
for organizations including Goodman
and Co., Johns Hopkins Hospital and
U.S. Fidelity and Guarantee Corp.
Shull Retires
After 20 Years
James R. Shull, Fairfax public works
director, recently retired after 20 gears
of service to the city. /!
Shull began working for they city in
1968 as a sanitary engineernn 1972 he
was appointed director of public works,
a position he held for the Oast 17 years.
A native of Dayton, VA, Shull has lived in
Northern Virginia for 47 years and is a
1952 graduate of the University of Vir-
ginia where he rec6ived his bachelor's
in civil engineering.
During his w ri in Fairfax, Shull over-
saw the con;ruction of many of the
city's roads and parks and helped main-
tain and improve city services including
trash pick-up and snow removal. Known
to value citizen opinion, Shull spent time
explaining plans and projects to city
residents and has been cited as a model
of good local government admin-
istration.
Prior to his work with Fairfax, Shull
worked as chief engineer for a Washing-
ton consulting firm and then was a part-
ner in Long & Shull, Surveyors & En-
gineers.
Powell Fills
League Post
The Virginia Municipal League recently
hired Robin B. Powell as administrative
assistant for the league's insurance pro-
grams. She will act as a liaison for the
insurance group members, handle ad-
vertising, coordinate and mediate work-
- roweu —
shops as well as perform a variety of
administrative duties.
A native of McKenney, VA, Powefl•has
lived in the Richmond area since 19ai .
Her previous experience includes work-
ing as a personal lines customer service
representative for B. H. Baird Insurance
Agency, as administrative assistant for
G. W. Flournoy Insurance Agency, as a
personal lines supervisor for Robins In-
surance Agency and most recently as
administrative assistant for the Profes-
sional Insurance Agents Association.
Powell graduated from Rappahanock
High School in Warsaw, VA and is a
licensed property and casualty insur-
ance agent in Virginia. In addition, she
has completed a home study course in
commercial and personal lines insur-
ance. She replaces Kathy M. Meyer
who resigned the position in January.
Joint School System
Names Walker Chief
The joint school boards of Halifax
County and South Boston named Ken-
neth E. Walker as superintendent.
Walker currently serves as super-
intendent of Frederick County Schools,
a position he has held since 1982. He
replaces Paul H. Jones who served in
the position since 1984. Jones' re-
tirement will take effect July 1.
Gorsuch Named
To Education Boar
Waynesboro Mayor Dr. Thomas L.
Gorsuch has been ap?binted to the
State Board of Education,
A Waynesboro phisician, Gorsuch
succeeds Adelard U. rault in his four-
year appointmenthrault resigned the
post in January.
A Baltimore na ive, Gorsuch has lived
in Waynesbo o since 1956 and has
served on cilg council as mayor since
1986. I
Stallman Resigns
Fall/s Church Position
Ra�say Stallman resigned his post as
director of the Falls Church Housing.and
Human Services Department to be-'
come director of human services and
public safety for the Metropolitan Wash-
ington Council of Governments.
Stallman had worked in his position
for Falls Church since April 1985.
Brenda Creel, assistant to the director
for the past two years, will serve as
acting director until a replacement is
named.
Roanoke County
Hires Fedder As PIO
Anne Marie Fedder is Roanoke
County's new public information officer.
Fedder will act as liaison with the press
on county matters, handle special proj-
ects, write various speeches and com-
pile the annual report and other pub-
lications for the public.
For the past two years she worked for
the city of Alexandria as assistant to the
city manager. Fedder holds a bachelor's
in history from the College of William
and Mary and a law degree from Cath-
olic University. She maintains member-
ship in the Virginia Local Government
Management Association.
Former Official Dies
Donald (Buck) N. Johnson died Jan.
22 at age 70,
Johnson worked as administrator of
Campbell County from 1972 to 1985
and as administrator `of Washington
County from 1966 to 1972. He served as
president of the Virginia Association of
County Administrators in t972 and as
president of the National Association of
County Administrators in 1983 and
1984. In addition, he was a member of
the Governor's Commission on Local
Government.
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7
— A cooperative community spirit
— A conviction that in the long run you
have to do it yourself
—A willingness to seek help from the
outside
— An active community development
program
—A deliberate transition of power to a
new, younger generation of leaders
— Acceptance of women in leadership
roles
— Strong, traditional community institu-
tions
— A strong belief in an active support for
education
— Evidence of community pride
— Emphasis on quality in business and
community life
— Willingness to invest in the future
—A realistic appraisal of opportunities
for the future
— Awareness of competitive position-
ing
— Knowledge of and sensitivity to the
physical environment
— A problem -solving approach to pro-
viding health care
— A strong, multigenerational family
orientation
— A well -designed and maintained
community infrastructure
—A careful use of physical resources
— A wise use of information resources
Careful analysis of these 20 factors,
which were published in the center's
"Clues to Rural Community Survival,"
could prove worthwhile for those seek-
ing to achieve economic development.
Perhaps, these features reflect commu-
nity solidarity created in part by effective
strategic management and in part by
effective leadership.
The Roles of Leadership
A recent book published by the Na-
tional Governor's Association's Center
for Policy Research identified eight keys
to high -growth communities. One key
was identified as "Leadership: Partner-
ships and Sparkplugs." A well -
organized partnership of local leaders
who worked for economic development
and diversification was found in each of
the high -growth communities. In addi-
tion, usually one individual "plays the
role of'sparkplug,' maintaining the part-
nership through good times and bad."
The researchers found that the oper-
ating style of sparkplugs vary. But they
also found that "sparkplugs are not
dominating leaders; they are individuals
who just keep things going. Usually,
sparkplugs have a record of unfailing
energy and commitment to the eco-
nomic growth of the community." They
are leaders, however.
"Leadership achieves results through
collective action," says James Mac-
Gregor Burns of Williams College. Sur-
ely, it is evident that the achievement of
economic development depends upon
collective action by the community.
Burns also says that "the ultimate test of
practical leadership is the realization of
intended, real change that meets peo-
ple's enduring needs." Surely, we may
reasonably conclude that the increased
freedom to choose that comes with eco-
nomic development contributes to peo-
ple's enduring needs.
About the Author
J. Paxton Marshall is an extension econo-
mist in public policy with the Cooperative
Extension Service of Virginia Polytechnic In-
stitute and State University.
Let youp fleet reflect your
civic pride 24 hours a day.
Around the clock, Scotchlite" reflective vehicle
markings make a positive impression. A safe
impression, too, because of their nighttime visibility.
Custom designs and colors let you tie
vehicles into your existing community image pro-
gram. Markings with Controltac" adhesive are posi-
tionable, allowing you to correct mistakes quickly.
And most markings are warranted removable,
some up to four years.
Perhaps best of all, Scotchlite vehicle mark-
ings are the cost effective alternative to old-
fashioned "paint, paint again, grind -away and
repaint" marking systems. Over the life of a vehicle,
our markings are usually less expensive. And
more effective.
Let your fleet reflect your community's image.
Get complete information from your 3M represen-
tative. Or write 3M Traffic Control Materials Division,
Building 223-3N-01, 3M Center, St. Paul, MN
55144-1000.
Making Roads Safer the World Over
Ed Ingersoll
Local Government Representative
Richmond, VA (804) 288-4622
10
3. 200(-)
-H355
199Q
c.2
0
THIS MATERIAL ON LOAN FROM
Municipal Research Center Library
Cp' '
Harvesting
Hometown
jobs
� • 11
Ws I ■ /■
a
small-town guide
QD ON LOAN
DAY .icipal Research and Services
BOOK Inter of Washington Library
In cooperation with the
ASSOCIATION OF WASHINGTON CITIES
10517 N.E. 38th Place
Kirkland, WA 98033-7926
DATE DUE REF. NO. DATE DUE REF. NO.
i
Cal ecoiton11C
opment
Association
and Townships
APR 0 1 1992
le
Ir
chapter 1
econonUC
needs
and
strategies
why six sensible reasons Ski
economic
development?
Economic development —it sounds fancy and
complicated. To some people, the words create pic-
tures of polluted communities and urban sprawl.
But, when carried out properly, economic develop-
ment can be straightforward and unobtrusive.
This chapter introduces economic development,
using concepts that make sense to the leaders of
small communities. It starts with a definition and
six reasons for doing economic development. Then
it proposes five useful economic development op-
tions for small communities. The chapter sets
the stage for future economic development
discussions.
what's economic
development?
What is economic development? Basically, it is
an activity local governments undertake in co-
operation with business and industry. There are
two goals of economic development: to increase
local revenues and to retain and/or create local, per-
manent jobs.
What does economic development mean for your
small town? Development might mean attracting
a major industry or promoting real estate invest-
ment. Yet, what is far more likely is a kind of
economic development that is especially com-
patible with the needs and resources of small com-
munities. Perhaps your version of economic
development will produce a few new or expanded
commercial businesses or a light industry which
employs 15 workers.
You say that economic development isn't need-
ed or wanted in your community? Maybe you're
right, if the town is raising sufficient revenues and
providing enough jobs for its citizens.
But maybe you're wrong. Sometimes town of-
ficials reject economic development too quickly.
They think that the activity is only suitable for large
cities with a professional staff and attractive tax
subsidies to attract firms.
Travelling through the nation's small com-
munities, NATaT has uncovered six sensible
reasons why small towns should be concerned
about economic development. Let's review these
reasons and see how they apply to your
community.
• The young people are leaving our town.
Graduates can't stay to raise families because
there are no jobs. We need more employment
opportunities for our young people.
Creating permanent, local jobs for high school
graduates is a major incentive for local develop-
ment. In South Hill, Va. (pop. 4,400). local officials
undertook a 10-year business expansion and job
training program precisely for that reason. The
town joined with the local chamber of commerce,
nearby community college, local planning and
development commission and two state agencies
to create about 500 jobs during the past decade.
In the small farming community of Canova, S.D.
(pop. 150), 26 high school students placed an
unusual ad in several Midwestern newspapers. The
students offered to work one month free for any
company employing at least 25 people, if the
business would relocate to their area. One student
explained, "We're the future, and we have to save
our hometown."
• The economic recovery hasn't arrived in our
town. Several businesses have closed or cut
back. Some of us are skilled in manufactur-
ing jobs that no longer exist. We need new
business activity.
In the late 1960s, the unemployment rate
hovered around 3 percent. It hasn't fallen below 7
percent since 1980.
Rural unemployment is a particularly sticky
problem. In the Northeast, rural unemployment
rates have surpassed urban rates since 1976. Small
communities in Illinois, Ohio, Pennsylvania and
especially Michigan continue to experience
joblessness of eight to 11 percent.
Particularly harmed is the small town that has
relied upon one or two industries —especially
manufacturing —for citizens' employment. For
years, Ely, Nev. (pop. 4,800) depended on the cop-
per industry for its primary support. Since the
mine, mill and smelter closed, the town's economy
and population have declined steadily. Ely's
leaders formed a local improvement development
committee to begin to diversify the local economy.
Underemployment is also a problem. Trained
workers are accepting menial jobs because their
ov,
wi
ly
in
or
ec
oI
er
dE
Il'.
n(
ai
R.
6
skills are no longer demanded by area employers.
. our community is principally agricultural.
But farming alone can no -longer substantial-
ly support the town. We need to vary our local
economy and offer more off -farm employment
opportunities.
According to the U.S. Department of Agriculture,
over 50 percent of total farm family income nation-
wide is derived from off -farm sources.offs the farm,fami-
ly members are seeking employment
in area businesses. But often the jobs are not there
or are limited.
What rural communities need is a balanced local
economy. "Farmers in many areas are dependent
on a diversified rural economy. Decline in off -farm
employment opportunities or a failure to grow Is
detrimental to small farms: explains University of
Illinois economist David Chicoine. So the goal is
not to classify towns as agricultural or non-
agricultural, but to create blended economies.
• our town needs to raise additional revenue,
but increasing residential property taxes is not
an option. We need an alternative strategy for
expanding the local tax base.
Small communities need revenues to support ex-
panded local services and facilities. Economic
development is a means of raising funds, usually
without raising local property taxes.
7,has a
The town of Granby, Conn. Epp '956j
plan to increase its local tax base through develop-
ment. First Selectman. David Russell and a team of
private volunteers are working to attract multi-
family housing and business prospects to Granby.
Taxes paid by these new commercial and residen-
tial occupants will supplement revenues, without
overburdening owners of single-family homes.
• The quality of life in our community is special.
We want to preserve it. And it's an important
asset in encouraging business growth.
Quality of life is a key ingredient for successful
economic development, and it is abundant in many
small communities. oxford Township, Kan- (pop.
2,500), is using its country flavor to create, it hopes,
a series of rural specialty shops serving local peo-
ple and visiting tourists. Small-scale retail trade
and tourism would preserve the town's rural qual-
ity, while adding to its economic base.
• The county is drumming up some plans for
development in our town. if we don't plan our
own economic future, it may be planned for
us —maybe not to our lildug.
Without a well -thought-out economic develop-
ment strategy, small towns are subject to decisions
made outside the community. Sometimes, the
economic interests of the town conflict with the in-
terests of the region.
An economic development strategy is a state-
ment of what is to be accomplished, how it is to
be accomplished and when certain things are to
happen. It need not be long. A few written pages
are fine. An economic plan for the future could
help save the town from distasteful annexation
decisions and environmental changes. 0
increasing economic
.
actin.t-V
fire options
No single economic development program can
cure a towes stagnating economy.
Glen Pulver, agricultural economist at the
University of Wisconsin at Madison, proposes five
options for economic development.
comprehen-
sive rehen-
sive local development strategy y
n will
comprise all five approaches.
Improve the community's ability to capture ex-
isting income.
Dollars flow in and out of the local economy. A
healthy economy limits the economic out -flows, or
leakages, from the community. Leakages result
when local residents make purchases at regional
shopping centers, vacation away from home, invest
in out-of-town businesses and real estate or pay
wages to commuting workers. Obviously, no com-
munity can keep all of the dollars that flow into the
local economy. But local leaders can work to plug
some of the leakages.
Surveys and assessment tools help officials to
find the holes and develop strategies for retaining
income. Such strategies may emphasize downtown
revitalization, job skill training, special community
events, housing development or other development
techniques. firms; lief
Improve the efficiency of existing p
small businesses to expand, creating additional
local jobs.
Research conducted by the Massachusetts In-
stitute of Technology and the Brookings Institution
shows that 40-60 percent of job growth comes from
the expansion of small businesses.
Local leaders often overlook the businesses
already in their communities. Forward -thinking
leaders visit with, local firms, listen to their con-
cerns and learn of their plans for the future. By
knowing where to locate business assistance
specialists and how to encourage bank -sponsored
loans, officials can make their local economies
more competitive and productive.
Encourage the formation of new businesses.
There are more entrepreneurial energies in small
communities than you might think. New
businesses are continually needed to meet chang-
ing needs. Young firms can capture some of the
dollars currently leaking to other communities and
offer new local job opportunities.
New home based businesses are particularly
compatible with the small town landscape. In its
1984 study of home-grown enterprises, The Min-
nesota Project reports that new home -based firms
are flourishing in rural areas.
Business formations need
threo things: specialpital
-
ly and financing), (hopefully, y.
skilled) and technology (computer connections
are now possible in even remote, rural areas). Com-
munity surveys, inventories, business training ses-
sions, help from experienced retirees and bank -
sponsored loan programs can help local leaders to
inspire new business growth.
Attract basic employers.
Although business recruitment has received
more attention than it deserved, it is a viable
development option. Basic employers sell goods or
services outside the community, which generates
income to be dispersed among local citizens. Then
this income is spent on other goods and services
consumed locally, creating still more income and
employment.
Today's new jobs are coming from service -
producing industries, not large manufacturing
operations. Among the new basic employers are in-
surance companies, research and development
laboratories, wholesale businesses, transportation
firms, business services, recreation and tourism,
colleges and universities, hospitals, military
establishments and non -local government offices.
Increase financial aid received from senior
governments.
It is to the economic advantage of communities
to retrieve some of the money taxed away by coun-
ty, state and federal governments. There are two
forms of financial aid: individual transfers receiv-
ed by citizens (social security, public assistance and
pensions) and community -level transfers, such as
grants; loans and contracts.
senior government grants awarded to com-
munities for streets, water and sewer, health pro-
grams, education, parks and recreation, and hous-
ing provide the necessary infrastructure for
business development. And often, the funds receiv-
ed from individual transfers are spent on local
goods and services, contributing to the communi-
ty's economic health.
The first four strategies are discussed, in depth,
in the following chapters. One aspect of the fifth
strategy -increasing community -level transfers -is
cited briefly in the final guidebook chapter. 0
8
1°Ire •
~'4
chapter 2 =
getting
or amzed
con munity-wide
Participation
Individual excellence breeds Olympic marathon
medals. But it takes first-rate teamwork to produce
a World Series win —or to achieve community -wide
economic development successes.
On the ball field or in the town hall, the goal is
the same: to win through the combined talent of
a diverse group of players.
This chapter is about organizing for economic
development —why, when and how to organize the
players successfully. Efforts to create local jobs or
increase revenues often fail because no organiza-
tion is in place to carry out the community's
agenda. It's like constructing a skyscraper without
setting the concrete foundation.
Organizing may sound easy, but it isn't. It takes
time, planning and lots of hard work. Yet building
an organization —be it a formal local development
corporation or an informal citizens committee —is
the first, and maybe the most crucial, step officials
can take to inspire local economic development.
leadership through
teamwork
"Most effective action is accomplished by teams
working toward common goals. There are captains,
of course, but achievement requires the talents of
more than a single individual," says Kettering
Foundation scholar Bruce Adams. One of the ma-
jor reasons for forming an organization is to
capitalize on the unique abilities and power posi-
tions of several community leaders.
A second reason for organizing is to create a
legitimate forum for discussing important com-
munity issues. Organization members can work to
reach a consensus on questions like: is economic
growth desirable? if so, what kind of growth is
compatible with the community? what financial
benefits will be gained from new growth? how can
we ensure that the financial benefits outweigh the
costs?
Successful organizations produce products, not
just discussions. The third reason for organizing
is to make many people accountable to achieving
something real.
The first product might be a community
economics session or a local survey of commercial
desires or labor skills. It really doesn't matter.
What's important is that the group outlines an agen-
da, makes a commitment to action and —within a
short time —produces an achievement.
The greater the number of organization partici-
pants, the better. Of course, not everyone needs to
be a key member; hopefully, there are task force and
subcommittee opportunities.
identify partiicipants
So citizen participation is important —but how
does one foster it? Getting 50 bodies in a room is
a beginning —but only a beginning.
There are at least four ways to identify would-
be leaders and build a reputable, diverse organiza-
tion. Try each method individually or combine
them.
Iowa State University sociologists cultivated four
methods. In the traditional method, community
leaders are identified by listing all people who hold
formal authority positions in the community. It is
assumed that such people have the power to make
key decisions and regularly use it.
Influential positions are held by local elected of-
ficials, appointed officials, small merchants and
large business leaders, chamber of commerce direc-
tors, community bankers, local service agency
staffs, utility company personnel, regional or state
government staffs, school board members, religious
leaders, media representatives and others. Direc-
tories of officers are helpful in finding candidates
for an organization.
A second, and less formal, way to solicit citizen
participation is to consider people who are well
respected in the community, but who may not hold
positions of authority. In this method, the social
interconnections matter.
Often, influential leaders work behind the scenes
to affect community decisions. To identify this
kind of leader, ask people holding formal positions
(listed above) to offer their suggestions. It's not im-
portant that the position holders know their can-
didates personally.
A third way to build citizen organizations is to
invite the key participants in previous community
decisions to join. Important community decisions
were made when the health clinic was establish-
ed, a new industry moved in, a school board
referendum or bond issue was passed, a communi-
ty library opened and so on. By studying these dif-
10
)i
N
ferent decisions, influential —perhaps untapped
pimple —resources can be gathered into the process.
Soliciting participation from local . voluntary
associations is the fourth way to organize citizens.
The assumption is that power to affect community
decisions is gained through participation and
holding offices in local voluntary associations.
Surely, many economic development achievements
grew out of the towns Lions Club.
A list of possible voluntary associations is almost
endless. There are numerous associations falling
under the broad headings of health, economics/
business, politics, religion, education, ser-
vice/recreation, agriculture and fraternal/patriotic.
Economist John Fernstrom says that selecting
groups of people to be involved in an organization
is not enough. It is equally important to consider
the qualities of individuals.
According to Fernstrom, the most Helpful
organisation members are individuals who: are per-
sonally interested in economic development; are
or will be affected by development activities; have
knowledge about the problem; will communicate
with others in the community during their time of
service; are.committed to serving on the organiza-
tion; are willing to change, if change is necessary;
have a positive attitude and enthusiasm; and are
able to work well with others.
forgetting anyone?
Enormous community successes have been
achieved through the leadership of women. youth
and retirees. When building an economic develop-
ment organization, don't forget these groups.
Rock County, Wisc., Extension Service Agent
Alfred Finger says that women are a dynamic force
in getting community goals achieved. "Women
speak out and form local pressure groups. Twenty
women might march into a city council meeting
to plead for improvements to the small downtown
area," Finger explains.
Young people are a second bountiful source of
community improvement energy. Phil Scharre,
regional planner at the Tennessee Valley Author-
ity (7VA), believes soundly in youth leadership for
economic development. "Because young people are
deeply concerned about local jobs, they are par-
ticularly motivated to work to enhance the com-
munity's economy," says Scharre.
The TVA planner recommends involving
students early in the process. "Young people can
serve on survey planning committees, write com-
petitive essays describing ways to create additional
employment and much more."
University of Wisconsin rural sociologist Gene
Summers is enthusiastic about the talents of retired
people. "Retirees are often overlooked when form-
ing community organizations. Yet they offer a
multitude of skills, experience, connections as well
as income."
Scott Gerloff, director of the National Main Street
Center, offers a second reason for involving retired
citizens. "Elderly voters don't want their taxes
raised. Often they oppose bond issues for economic
development. Yet, if they are involved from the
start, there is less of an incentive on their part to
oppose development -related expenditures."
should the organization be
informal or formal?
Organizations vary tremendously. The state -
chartered local development corporation may
sound nothing like the Lions Club's economic
development committee. Yet the two organizations'
priorities and activities could run parallel- Often,
organizations for economic development begin as
informal groups and later grow, as needed, to
become formal structures.
Formal organizations are sometimes preferred
Because they lend more authority and credibility
to the development agenda. Also, formal corpora-
tions and commissions often have the legal stand-
ing required to conduct certain activities that are
beyond the scope of local government and volun-
tary associations.
local or regional?
Economic development organizations aimed at
business attraction may target their activities
locally or regionally.
Constructing a local organization is often the
easiest, but regional approaches have at least two
advantages over local strategies. Many small com-
munities lack the money and expertise needed to
direct their own development programs. And
business owners select locations primarily on the
basis of regional characteristics, not local attributes.
Yet, if the organizations goal is to help existing
small businesses to remain and expand, a local
strategy should work well.
11
select a structure
There are numerous structural options to con-
sider when building an economic development
organization. NATaT has uncovered five organiza-
tion types; of course, the list is not limited to five.
Reflect upon a town's needs and resources before
selecting a structure for an economic development
organization.
Non -Profit Local Development Corporations
(LDCs) and Economic Development Corporations
(EDCs). Concerned citizens form these private, tax-
exempt development organizations, and charter
them under state corporation laws. Non-profit
LDCs and EDCs — they sometimes go by other
names —are eligible for certain federal, state or
private grants and loans.
For -Profit Local Development Corporations and
Economic Development Corporations. Concerned
citizens also form these private, but not tax-exempt
development organizations, and charter them
under state corporation laws. For -profit LDCs and
EDCs—also called by other names —are able to raise
capital quickly by selling shares of stock to in-
terested investors.
Local Government -Appointed Committees.
These are, usually, informal economic develop-
ment committees appointed by the town's elected
leaders and restricted to the activities permitted of
local governments. Such committees are easy to
form, but sometimes difficult to sustain. Elected of-
ficials must provide committees with clear direc-
tions and timetables, if the organizations are- to
succeed.
Subcommittees of the Local Chamber of Com-
merce. Committees are often developed under the
leadership of the chamber. McManis Associates (a
Washington consulting firm which studied
chamber activity for several years) reports that
chambers are increasingly involved in active
business recruitment and expansion activities.
These committees work best when local govern-
ment is a solid participant.
Special Committees of Voluntary Associations.
Civic groups such as the Lions Club, Rotary Club,
etc., sometimes spearhead special groups. In Jud,
N.D. (pop. 118), the Lions Club was the key in-
itiator of local development activities. Later, the Jud
Area Betterment Corporation, a for -profit local
development corporation, was formed to sponsor
the town's investment projects. These committees
are especially useful in starting the ball rolling in
small communities.
next step: get educated
The economic development organization is form-
ed and anxious to move forward. Now, which way
is forward?
Unless elected officials are trained in economic
development, the answer may not arrive spon-
taneously. No problem: get an economic develop-
ment education.
Luckily, enormous numbers of resources are
available to help design a community's economic
development activity. Most training opportunities
are practical and highly motivating. Receiving
guidance along with other local -government of-
ficials is far more inspiring than digging through
development textbooks.
Economic development training sessions are
regularly conducted by the state's development
agency, department of community affairs,
cooperative extension offices and town or city
government associations. The American Develop-
ment Council, based in Schiller Park, Ill. runs ac-
creditation programs in several states, usually in
cooperation with the extension service.
Martha Greenwald, director of The Minnesota
Project, a non-profit, community development
organization, suggests that, after gaining some,
background, officials invite all likely economic
development resource providers to a town meeting
and let each one give a pitch. "The smorgasbord
approach worked well in Babbitt, Minn. (pop.
2,400)," says Greenwald. "The city is now using a
host of resources to help create small businesses,
tourism and industrial promotion."
Another educational strategy is to put five local
leaders into a station wagon and haul them to a
neighboring community where economic develop-
ment has produced results. There's a great deal to
be learned through examples. Neighboring officials
are all too pleased to show off their successes and
explain how new jobs and revenues were created.
Don't forget the nearby county cooperative exten
sion resource agents; their skills well exceed corn-
meal production. Many specialists can offer
guidance on economic development planning,
community surveys, trade analyses and industrial
attraction strategies. And, resource agents are
knowledgeable about resources and private
consultants. 0
12
tvvo small towns
produce results
If you think of local development corporations
(LDCs) as big -city -type economic development
tools, think again. And, read what's going on in two
small, rural towns of North Dakota.
Jud's experience
In the summer of 1980, the citizens of Jud com-
plimented themselves on a successful 75th celebra-
tion of the town's founding and turned their atten-
tion to the next project.
Some folks sensed local dissatisfaction with the
amount and the kind of items available for purchase
in town. As the small community of basic, local
businesses showed signs of deterioration, Jud
households seemed to be spending more and more
of their dollars in cities 20 to 30 miles away. There
was a fear that Jud might become an isolated ghost
town.
To find out if such concerns were justified, local
leaders and civic organizations surveyed communi-
-9
ty attitudes, with help from the North Dakota
Cooperative Extension Service. Survey results,
compiled in the fall of 1980, highlighted specific
gaps. The 88 percent of residents responding to the
survey said that Jud needed a larger grocery store,
a beauty shop and a local bank.
Hearing these findings, the Jud Lions Club step-
ped up its involvement. Club leaders invited
Cooperative Extension staff to conduct three com-
out a con-
crete development seminars, mapping
nectar.
plan for rebuilding J businessparticipantss
At the final seminar, the 50 j
voted unanimously to create a new vehicle for rais-
ing local capital: an LDC named the Jud Area Bet-
terment Corporation.
A mini mall became the first project of the cor-
poration. Four development
toams shares at $2 mounted a
funding campaign by selling 160
piece, thus borrowing $32,000 from Jud-area in-
vestors. Supplemented by donations and profits
from local fund-raisers and property sales, the cor-
poration raised over $52,000 to finance its mini
mall. store,
Today, Jud boasts a well -stocked grocery
a new beauty shop, an enlarged cafe (staffed by
local volunteers) and the community's first branch
of the Central Dakota Bank, all in the new mini -
mall building. Community leaders say that the ac-
tivity spirited by the LDC has rejuvenated local in-
vestment and has created at least six new jobs.
�clyrioT
Sere t/ores are too-O. Bel XYI Curl• keaed eenrleler, local ele4 N'err d1/the landus� !.
ow er the !!lhtr .. .
13
Wimbledon's story
A rough shot in the arm forced the small com-
munity of Wimbledon, N.D., to rethink its
economic future. In the winter of 1976, a heavy
snowstorm caused a Wall Street Journal reporter to
be stopped in his tracks in rural North Dakota. To
pass the time, the reporter photographed
Wimbledon's snow-covered, deserted downtown
and wrote a story about this inactive, isolated city.
When the story hit the newsstands, the
townspeople were outraged. According to com-
munity leader Mike Schlecht, Wimbledon citizens
decided then that it was time to stick their necks
out if they wanted the town to be around for
another 20 years and beyond.
Like Jud, Wimbledon started by conducting a
community attitudes survey and utilized an LDC
which had been created several years earlier: the
Wimbledon Community Improvement Corpora-
tion. Since 1969, the LDC has helped build a small,
FHA -financed housing complex, reconstruct a
grain elevator which was damaged by fire, retain
a needed lumberyard in Wimbledon's downtown,
open a satellite health clinic, and more. With its
non-profit status, the corporation receives dona-
tions, benefits from fund-raisers and has 60 dues -
paying members.
lessons for all
- Don't expect miracles overnight. It takes time,
careful planning and some risk -taking to stimulate
local economic activity.
• Don't expect that outside financial assistance will
be readily available to launch a project. Some LDCs
have been successful in getting starter funds from
such sources as the "small cities" Community
Development Block Grant program. But, it's usually
better to count on local support for capitalizing.
- Some LDCs fail miserably, many times because
a community collects a pot of dollars and then
wavers over what to do with its fund. It is impor-
tant that LDCs be formed for a particular purpose
and be committed to achieving certain results.
- Don't underestimate the community's ability to
show true altruism. In Jud, 160 shareholders have
invested $32,000 in the LDC, without the promise
of personal financial gains or tax write-offs. To
these citizens, such contributions are a worthwhile
investment in a hopeful, productive future. 0
14
Date:
To:
From:
Subject:
MEMORANDUM
February 21, 1995
Mayor Hall and City Council
Paul Mar 0M
Input for Economic Development Council Discussion at 1995
City Council Retreat
This memo provides staff's input for the Discussion on Implementation of the Economic
Development Council, scheduled for 3:40 PM, Friday. February 24th, as published in
the City Council retreat agenda. I have enclosed two articles that will provide some
insight on some of the organizational and procedural issues faced by the Bellevue
Downtown Association and the Economic Development Council of Seattle/King County.
City of Edmonds cQ Community Services
PUGET SOUND BUSINESS JOURNAL 1/28/94-2/3/94
.terse tiretwr photo
Downtown association chairman Stuart VanderHoek, left, and
president Caroline Robertson.
Bellevue Downtown Assn.
mellows, but still influential
By CLAYTON PARK
Once called "the most influential group
in Bellevue," the Bellevue Downtown As-
sociation presents itself in less -assuming
fashion these days.
in describing her group, which turns 20
this year, association president Caroline
Robertson uses phrases such as "facilitator"
and "downtown Bellevue's best friend." At
one point, she even adds: "We view our.
selves as an urban travel agent," in refer-
ence to the association's transportation
management services.
This year's chairman is 38-Yearold Stu-
art VanderHoek, a downtown Bellevue
property owner whose father. Paul Vander -
Hoch, was one of the founding members of
the organization.
VanderHoek does his bit to dispel the
perception, still held by some, that the asso-
ciation is a pack of power brokers who "sit
in boardrooms and make big financial
deals." While that may have been true of
the organization in its early days, "that's
not what I do," he declared
Call it Bellevue Downtown Association:
The Next Generation.
Originally known as the Bellevue Down-
town Development Board, the association
earned its reputation as a lobbying group
representing downtown property owners on
land use issues. The association's efforts
were credited as key to the massive rezon-
ing of downtown Bellevue in 1991, which
paved the way for the construction of sev-
eral high-rise office towers and the expan-
sion of Bellevue Square.
Over the years, the association's ranks
have expanded from an exclusive club of a
few dozen downtown property owners to
200 members. Since she became president
in 1984, Robertson's paid staff has also
gmw-n from two to tight full-time employ-
ees. She manages an annual S600,000 bud-
get that has tripled over the same period.
Political advocacy remains the associa-
tion's forte, but nowadays the group 's inter-
ests have broadened to include issues such
as monitoring the city budget, crime and
safety, housing and transportation. The
nonprofit group also manages several
downtown parking lots and sponsors more
than 100 events, ranging from noon con-
certs to festivals.
This year, the association plans to ex-
pand its scope even further by exploring the
formation of its own private security force
to assist Bellevue police in patrolling
downtown streets; and by creating a task
force to recruit and retain downtown busi-
ness.
Last fall, to assist in charting its course
for the coming year, the association hired
an independent research firm. Bellevue -
based Robert Research Inc., to conduct fo-
cus group sessions with association mem-
bers to evaluate its performance.
The message gleaned from the focus
groups: Association members wan[ fewer,
but "mono results -oriented" meetings. And
they want better communication by the
staff about the organization's goals and
mission.
To help correct this, the association plans
to offer an information hotline to promote
downtown events and to record suggestions
for improvement. Robertson said the hot-
line should be operational by summer.
Robertson and VanderHoek also foresee
a year in which the association, and the
business community it represents, work in
partnership with the city and neighborhood
groups, That would be an improvement
over the state of "warfare" that has existed
between the various parties in years past,
particularly in the '80s when downtown de-
velopment was at its peak.
"We're tired of fighting; it's as simple as
that," said VanderHoek.
Bellevue city manager Phil Kushlan
challenges the notion that the association is
the "most influential group in the city," say-
ing, "I've always considered them on a par"
with the Bellevue Chamber of Commerce.
The main difference he sees is that the
association focuses solely on downtown is-
sues, whereas the chamber's focus extends
to the city as a whole.
"Over the years. the mlatiionship between
the aswiation and city probably has been
more volatile than with the chamber," he
said. "But recently, I see us moving back
toward more collaborative ventures."
Bellevue chamber president Dickwin
Armstrong characterized the relationship
between his group and the association as
complementary. Many members belong to
both organizations. "We sometimes ga to
city council meetings saying the same
things in different ways," he said.
Robertson said another chief difference
between her group and the 1,900-member
Bellevue chamber is size. "We're a smaller
group," she said. "We tend to have nowt
CEOs involved and tend to make decisions
quicker."
PUGET SOUND BUSINESS JOURNAL JANUARY 27-FEBRUARY 2, 1995 PAGE 11
OPINION
EDC sharpens Focus on retaining, adding jobs
The Economic Development Council of
Seattle & King County enters its second
decade with renewed'ability to build busi-
ness suecesi and quality of life in this area.
Our charge: to nurture new business and re-
tain the businesses we already have.
As CDC president Vic Pricson puts it,
"WoW a catalyst to make diings happen."
Things like dcvclopnient of an incubator
space In Belltown for multimedia artists in.
volvcd In CD-ROM production. Things
like construction of an engine maintenance
center for domestic and international air-
lines. Or creation of a high-speed, light -
rail -car manufacturing plant.
Two resources are combining to make
these end other important things passible:
LDC's peeple and our redef ned focus.
Quite simply, the 200-plu5 members of
the EDC am Scallle's econamic power base
-- it unique parutcrWp of business, gov-
emment, education, labor and environmen-
tal interests with the clout and motivation
to get things done. There's little that this
group can't i ecompl!sh once it scu Its col-
Iertive sights on a tawz.
But until recently, the target has been
moving. A hast of odic MLitizatlons such
as local chtimbers of romnicrce and down-
town associations were charging at the
same goals and objectives.
EI]C's plan to focus on retaining and
nurturing new business was crafied by con,
sensus over the past year and blessed by
the area's 13 major funders of cconomic
development organizations. These power-
ful players -- among them Boeing. Weyer.
hacuser, Puget Power. Seafirst, U,S. Bank,
Safcco, the Per of Seattle and Idicrosoft
— left the Greater Seattle Chamber of
Commerce annual Leadership Conference
a year ago inspired to set economic Bevel•
opmcnl priorities for the region and to as-
sign tasks.
They summoned 100 area business lead-
ers to a two-day priority-setling conferrncc
Iasi summer and erncrged witli four goats
and nine objectives designed to generate
broad -based economic vitality throughout
King County.
Topping the list of objectives was busi-
ness retention. That called for aggitssive
action to achleve "no net job Ioss in manu-
facturing and other key industry sectors:'
Accepting this assignment, the FDC Sol
busy. Under ilic guldance of 1994 chairman
Neil McReynolds, we compiled data and
conducted interviews. Research revealed
the need to focus on 10 industries — the
ones that can generate maximum revenue,
the greatest number of spin-off businesses
and the most jobs for our region.
As a result, wc'll be assessing opportuni-
ties and choosing business devclopnicnt
and rcicntion projacu carefully from this
"Strategic Top 10" list as we approach the
millennium:
• Diversified manufacturing
• Aerospace
• Maritime Industries
• High technology
• Professional services
• Health services
• International trade
• Higher education and non-profit re-
search
• Tourism
• Military and defense
Developing strategic partnerships will be
1 key to our success. We'll be upping our
GUEST
OPINION
Jim Fitzgerald
membership to help local companies and
organizations get what they need to suc-
ceed.
A good example of an EDC purncrship•
in•thc-making is a posslble project with the
Washington Software Association. It has
asked for help finding new financing
sources for member companies. The EDC
may begin by sponsoring a forum for some
of its own members, specifically Seattle -
based investors who are skittish about this
emerging industry.
"Financing software production doesn't
have to be as risky as many !oral lenders
think," says Deborah Knutson, EDC vice
president for business development. "And
we can introduce them to investors who
have already succeeded."
Is it likely that the next generation of
software financiers will be EDC members?
We think so.
Another partnership opportunity came to
our attention when Fred Hutchinson Cancer
Research Center wanted to generate income
by selling n research lab building on First
Hilt, Tlic EDC is actively recruiting part.
ners to convert the facility into a regional
research center. Such an "incubator" could
hatch the next Microsoft!
Once again, it's highly likely that the
needed players to ninke things happen in
area business are alreatly seated in the EDC
board room.
Great opportunities for ongoing business
retention activity will continue to come to
Continued on next parr
EDC: Retaining jobs is key
Cootlaued from treading page
our Business Help Center— a 911-like line
for emergency business assistance. "We're
a one -stop clearinghouse on Information for
business," says Knutson. Last year the
EDC assisted more than 1,000 companies
with market and demographic information,
financing advice, employee training infor-
mation and licensing and permitting assis-
One well -handled site feasibility in-
quiry resulted in the decision by World
Vision U.S. to relocate its corporate head•
quarters from California to Federal Way.
creating more than 400 new jobs in south
King County. EDC members made the
pivotal- difference in World Vision's
choice by offering a package the organi-
zation couldn't refuse: Weyerhaeuser sold
it the perfect site, the city of Federal Way
and its chamber of commerce smoothed
the permitting process, Quadrant supplied
development services, Seafirst provided
banking assistance, and'GLY became the
contractor.
Some hotline callers were firms in crisis.
Response to one such call prevented Aetna
Life insurance Co. from moving several
hundred employees out of downtown Seat-
tle. The company was frustrated with the
time required to secure permits needed to
remodel its Century Square offices.
The ftrm's SOS call resulted in agree-
ment between the EDC and Seattle's De-
partment of Construction and Land Use to
guide Aetna through the permitting process.
The result a national company with deeper
roots in this community and several hun-
dred jobs saved.
Striking strategic alliances and support-
ing businesses in crisis is just the begin-
ning. As we fine-tune our role as catalyst
and nurturer of new business, we'll be
moving into the coming year to:
• Coordinate site feasibility inquiries
that may influence businesses to establish
branch offices or headquarters in King
County.
• Promote alliances between business
and R&D that can lead to commercializa-
tion of new technologies.
• Identify new pools of equity and debt
capital for the "Strategic Top 10" list of in-
dustry sectors.
• Conduct exit interviews with failed and
relocated companies and compile a data-
base of business obstacles to guide future
business retention efforts.
• Implement an early warning system of
pending business relocations, closures and
new facility needs.
• Publish an annual reference booklet of
business support services and issue -resolu-
tion resources in King County.
• Produce annually updated relocation
packets.
• Work with local chambers, labor and
government to strengthen public support
for economic development and to create
public policy conducive to a sound business
climate.
• Collaborate with government, business
and higher education to develop a produc-
tive, adaptable and skilled work force.
The EDC is fit, focused and ready to help
the Puget Sound region get down to busi-
ness in 1995. We're working for you. Call
if we can help, at 386-5040.
Jim Fitzgerald is incoming chairman of
the Economic Development Council of
Seattle A King County. He is chairman and
CEO of The Quadrant Corp., a subsidiary
of Weyerhaeuser Real Estate Co.
NO COVER SHEET FOR ITEMS S, 99 OR lU
Item #: //
EDMONDS CITY COUNCIL
Retreat Agenda Memo
Originator:
For Discussion:
X For Information:
Subject: VISIONARY DISCUSSION RE: GOALS FOR
EDMONDS OVER NEXT 10 - 15
YEARS
Clearances: Department/Initials
Agenda Time: 60 MIN.
Admin Svcs/Finance Community Svcs
City Council
Engineering
Agenda Date: 2/25
City Clerk _
Parks & Rec
Court
Planning
Exhibits Attached:
Personnel
Public Works
r. Materials from Paul Mar
Fire
Committee
Police_
Mayor
Comments:
Expenditure
Amount
Appropriation
Required: $ 0
Budgeted: $ 0
Required: $ 0
Councilmember Fahey and Earling to lead discussion.
MEMORANDU
Ul
Date: February 21, 1995
To: Mayor Hall and City Council
From: Paul Mar
Subject: Input for Visionary Discussion at 1995 City Council Retreat
This memo provides staff's input to the Visionary Discussion Regarding Goals for
Edmonds Over the Next 10-15 Years, scheduled for 10 AM, Saturday, February 25th,
as published in the City Council retreat agenda. It responds to several councilmembers
interest on the visual/physical outcome of achieving the Vision.
The parts of our City which will undergo the most change as it attains its vision over the
next 10 to 15 years are the downtown/waterfront, the Unocal site, and SR 99 area.
These areas will undergo varying degrees of development and redevelopment, using
both public sector and private sector funds., Clearly the dominant change on the
waterfront would the multimodal transportation project and relocation of the ferry
terminal to Point Edwards.
To assist in the retreat discussion, I have enclosed the following information:
1. Key pages, including diagrams, from the most up-to-date version of the
Downtown/Waterfront Plan(pink attachment).
2. Diagrams from the multimodal transportation center project(yellow attachment).
3. Text and diagrams from the SR 99 urban design project(blue attachment).
City of Edmonds cza Cominunity Services
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DRAFT
lII H��'►'l�f 99 STPEF`I`SCAI?��OVEN[E�?T G�II]ELxty'F.S )PR�.iFCT
HISTORY
Tho Highway 99 Strectscxpe Improvement Gttidehfics 1]r0ject is another in a series of
actions Taken toward realising the goal of improving the image of -tile Highway 99
corridor. Tfiee project area extends front the K g]Sriohornish Count} ?icte north to the
MUVIlteo Speedway (SR 525) which is a distance of approximately 7 miles and exter;ls
across the jurisdictions ofLynnvvood, Edmonds, Mountlake Terrace and unincorporated
Snohomish County.
Recent actions to improve the character ofHighwey 99 begAa with the formation of the
Highway 99 Task Force in l 13$7 as a cooperative atyarf between the citicS luf Edmonds,
Lynnwood. Movntlale Terrace, Snohomish County and business and properry owners.
The gaF.l of the Task Force k'as to develop a camprehensive long-range plan based on
community input to sn,nL=t,qe econonlic development along the business carridar.
With the assis.azce of as urban designer the Task Force over a period v: two years
produced and published a document titled the Highway 99 Baseline Report in 1980. The
Baseline Report described a vision of Highway 99 in the year 2000 and inchded
recommendations for improvements to the corridor. This current project follows from the
recommendation to develop guidelines to effect physical improvements e!ong the Big' n ay
99 ccr: idor.
141GRNVAY 93 TASK FORCE/ADVISORY COMI UTI'EE
A rtew Highway 99 Task Forc&Advisoty Committee was fornied at t;� bcLtii,:vng of tEiis
Project, This roup consists of members oft lie original Highway 99 Task Farce plus city
officials, rC�]t0$$�rtFit�YCS of public agencies, business and property owners and residents.
The Makers, an architecture and urban design firm was selected to prepare landscape and
srreetscapc improvement guideii3res and % master plan for the Highway 99 corridor.
STREETSCAPE IMPROVEMENTS
f npravctnents to the visu;l clwacter c-f Hi811w,"y 99 are accomplished by either thL
private sector through private development and redevelopment orby ;lee public sector
through public improvement projects. The proposed development guidelines are intended
to apply primarily to the private rector and would be impiemt uEed as property is
developed or redeveloped along the corridor. The overall effect of the guidelines• would
occur over time t'tid as properties are developed or redeveloped
TInProvements to the character of Highway 99 can also occur within the right-of-way.
This includes improvements to the roadway; curbs; sidewalks and hand railing, Street
landscr?ping; lighting; bus cops and shelters; utilities and vaults; and t: affic control devices
and signs.
Another Ctighway 99 improvernerzt project that is occurring at the Samc time is the
""ghway 99 Roadway Improvement Project being donejoin dy by Fite Cities of Lyntlwood
and Ednionds and Snaltornish County. This project includes the planned widening of the
roadway to StNen (7) lanes with a Center turn lane, curbs and side -walks from the
King/Snohomish County line to 148th Street Stiff.
SCHEMATIC URBAN DESIGN P1,AN
Sillce (he length of the Highway 99 from nnrlb Seattle to ENTFett is comp3-se-d of a
s0ntewhat cl•iaotic land use ar►ci development pattern, the i)rauczse:i urban de ,;gn plan
divides the Highway 99 corridor into. differentiated ttrcns to cr--Rtt an identity fbr t1SC
Project area different, frori the rest of Ngh-vvay 99. These a; eas include two districts with
Stcvcs15 f-fospital and Edmonds Corsstrtt:nity Collcl e as focal points, regional at7d
neibitl�orltcad trades at majas intersections, iiuear areas between the nodes and districts
and one s esidential area and are briefly described below:
REGIONAL NODES :
Regional modes are proposed for the major intersections of (220th St. Stt,, 196t1t St.
S fit' Aral SR 525). Rcgionaf nodes would be centerfi of higoe.T intensity development
end activity at major erne; tree,s to create identity Points along the corridor. The
regional nodes would be pedestrian o:iciued places with � interwripecte'd pedestrian
network and obvious connectiottc to improved transit aeilities.
2- Iv'EIGHBORHCOD NODES:
Neigbbonccod uOdes are proposad for the intersections of 212tlt St. S4,r; 175t1t St.
SW, artd IS6th St- SW. Dcr•clopmeni w'hhin if►rse areas wodld be more,
intense and
cam,Pact tfran in the linear areas between the nodes. It is anticipated that these areas
Would includes local oriented businesses and that bike and pedestrian access be
provided to rrearby residential areas.
LINEAR AREAS:
Thc Linea; areas of tlec Hibftway 99 corridor would be located between the districts
and modes and wntdd include more: auto oriented businesses and less uiterse
develops;rent than development Na:thit; the nodes. Development in the linear areas
would be a continuation of the types of development and buslncsses already located on
Highway 0. Thcsc nearby residential areas would be buWered from businesses on the
hivhway.
2.
4. STEVENS HOSPITAL DISTRICT.
Stevens Hospital would be the focal point of this district. The district would include
uses that are c"'!?IerrtentUY with a hospital such as medical clinics, health care and
insurancc oflic;cs, congregate care housidg and othe.s. The intention would be for the
hospital to stave a greater presence on Highway 99.
5. EDMONDS COMMUNITY COLLEGE DISTRICT:
Edmonds Community College would be the focal point of this district. The district
would al_-o Include the Lvnnwood Golf Course, Post Office. South Snohomish County
Courts, and Edmonds School District offices as the other major Lund uscs. The
intention would be for the College to have a greater presence and connection to
Highway 99.
6. 164TH ST. SW RESIDENTIAL AREA:
Within this area the intendOn is to encourage additional residential dcvclopment as
infill in an area where existing residential uscs alrcady occur close to Highway 99_
3
HIGHWAY 99 TASK FORCE/ADVISORY COMMITTEE MEMBER 12/4/92
Attached for you review and comment is a reduction of a conceptual master plan for the
Highway 99 study area presented for discussion at the 11/18/92 Task Force/Advisory
Committee meeting.
In general the concept presented would be for nodes (areas of potentially greater
development intensity) to be developed along the corridor at key intersections and one
special district with Stevens Hospital as the focus. The nodes would be linked by
stretches of general commercial type development. The nodes and district could be more
pedestrian oriented places with some composed of more neighborhood oriented uses and
scale of development (e.g.176th St SW) and some with more community /regionally
oriented uses and development scale (e.g.196th St. SW). Each node could develop strong
connections to improved transit service along the Highway. The stretches between the
nodes and district would continue to be the location for more auto oriented uses, however,
pedestrian improvements would also be encouraged. One section of the highway north of
168th St SW and Keeler's Corner could be encouraged to become a predominantly
residential area taking advantage of views -to the west and the lack of existing large scale
commercial development along the highway.
Please feel free to call me and I can take your comments over the phone or mail written
comments to me or Jeff Wilson
Darryl Eastin
City of Lynnwood
Planning Dept.
PO Box 5008
Lynnwood WA. 98046
99memo.doc
Jeff Wilson
City of Edmonds
Planning Division
250 5th Ave N.
Edmonds, WA. 98020
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Item #: /
-r EDIi ONDS CITY COUNCIL
Retreat Agenda Memo
F
Originator: COUNCIL For Discussion: X
Subject:
Agenda Time:
Agenda Date:
For Information:
DISCUSSION ON APPROPRIATE USE FOR PUBLIC WORKS SITE
Exhibits Attached:
1. Memo from Paul Mar
2. Letter from citizen Syd Locke
3.
Clearances: Department/Initials
Admin Svcs/Finance_
Community Svcs
City Attorney
Engineering
City Clerk
Parks & Rec
Court
Planning
Personnel
Public Works _
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Councilmember Nordquist to lead discussion
Date:
To:
From:
Subject:
IU 1_51.U[/I91T:11►1 RN&
February 21, 195
Mayor Hall and City Council
Paul Mar 0-5'"
Input for Discussion on Appropriate Use for Public Works Site
at 1995 City Council Retreat
This memo provides staff's input for the Usage of Public Works Site Discussion,
scheduled for 11:10 AM on Saturday, February 25th, as published in the City Council
retreat agenda. Its purpose is to document factual information about the property.
Description of Facility and Site:
The vacated Public Works facility at 2nd and Dayton Streets occupies 1.22 acres. The
complex contains 3,900 square feet of office space at the northern portion of the one
story complex. There is an additional 10,200 square feet of high bay space that was
used by the crews and shops. There are about 20 parking spaces adjacent to the
office spaces. There is a large paved area in front of the high bay portion of the
building.
Zoning of Property:
The property is currently zoned for Public Use. Under this zoning, maximum lot
coverage is 35%, maximum building height is 25 feet, and there is a required 10 foot
setback from the property line. The existing building covers about 25% of the lot.
Existing Uses:
As of February 21 st, there are three existing users in the building. The City's archives
are still in the building; these are scheduled to be moved to the new Public Works
facility within the next thirty days. Kingsplayers have leased the high bay area until
March 17, 1995 to build their theater sets. The Driftwood Players have been using the
large conference room and part of the adjacent open space for rehearsals. This
organization entered into an agreement with the City in 1994; the City can terminate
this agreement at any time upon issuing a 30 day notice.
City of Edmonds cQ Community Services
February 6, 1995
Dave Earling, Councilman
Edmonds City Council
City of Edmonds
520 Bell Street
Edmonds, Washington 98020
RE: Parks Maintenance Facility
Dear Dave:
I'm asking that you support us in our efforts to
have the Parks Maintenance Facility moved to the
old Public Works Site as promised. This move is a
long standing commitment made by the mayor and
council May 18, 1992. I have included all the
background information in this packet so that you
can update yourself on this issue.
Item 6. on the Agenda of
February 7,1995, the Mayor
approve the rental of the Old
are asking that you oppose
site is targeted as the new
granting of any other use of
to what is promised.
the Special Meeting,
asks the council to
Public Works site. We
this request as this
home for Parks. The
this site is contrary
The listing of this site as an available facility
in the Community Culture Plan also indicates that
the city is not planning to keep their commitment.
We intend to oppose Item 6 and ask for modification
of Item 9 to exclude the old Public Works Facility
as an available property. We will also request
that the Council authorize the moving of the Parks
Maintenance Facility to this site to begin
immediately, AS PROMISED.
We count on your support, as in the past, when the
Council made this move "HIGH PRIORITY".
Sincerely,
Syd ey F. Locke
110 Pine Street
Edmonds, Wash. 98020
Phone 364-0609
September 20, 1994
Arvilla Ohlde, Manager
700 Main Street
Edmonds, Washington 98020
RE: Maintenance Building Light
Dear Arvilla:
It appears that the light shield on the south side
of the maintenance building was removed and then
forgotten during the recent construction. Could
you mention to your people that I would appreciate
it if it could be replaced.
I am interested in being updated on the moving of
the maintenance facility as promised in May of 1992
& June of 1993. I believe that this was scheduled
(HIGH PRIORITY) to take place after the new Public
Works Building was complete. If you could get me
up to speed on the move I would appreciate it.
Thanks again.
Since ly,
Sy ey Locke
110 Pine Street
Edmonds, Wash. 98020
June 22, 1993
Arvilla Ohlde, Manager
Parks & Recreation Division
700 Main Street
Edmonds, Washington 98020
Re: APPEAL OF ADB 93-51
Dear Arvilla:
I am in receipt of your letter of June 14, 1993 and
wish to thank you for solving this situation so
amicably. The addition of the note to the visual
map of the Master Plan satisfies our requirements.
Please withdraw my appeal of ADS 93-51 as we do not
intend to hold up the pending improvements of which
we approve.
Thanks aqain.
Sincerely,
r
_
Sydney F . Locke
110 Pine Street
Edmonds, Washington 98020-4123
P..S..
Let's resolve Brackett's Landing in like manner.
MEMORANDUM
June 9, 1993
TO: ADB
FROM: Arvilla Ohlde, Manager
Parks and Recreation Division
SUBJECT: APPEAL OF ADB 93-51 BY SYDNEY F. LOCKE
In reviewing the copy of Mr. Sydney F. Locke's appeal/protest of the
approval of ADB 93-51 (Request for preliminary review of the Master
Plan of City Park and final approval of an expanded northwest parking
facility, pedestrian path, play area and two-way roadway) it appears to
me that the points of protest from Mr. Locke were not part of the ADB
application and items discussed for approval at the May 5, 1993
meeting.
The first element of the ADB agenda provided for "preliminary" review
of the Master Plan, which did not result in a formal action. It simply
allowed the ADB to review the plan that had proceeded through public
hearings at the Planning Board, and was finally approved after formal
public hearings before the City Council. The ADB understands that each
element of the plan will be brought back for formal approval as the
phases of the development proceed as described in the Master Plan
Construction Phase Schedule. The elements of the maintenance area were
brought to the City Council's attention throughout the public input and
hearing stages, and the City Council concurred that the retention of
the area for primary recreational use was their greatest -desire and,
therefore, provided that the ultimate removal was a long-term goal (see
Master Plan, Pages 22 and 31).
The second item before the ADB was the final approval of the ADB
application that included the first three phases in the approved Master
Plan, that is the parking lot (northwest corner), two-way road, play
area and handicapped paths. These items did receive formal action and
approval. Mr. Locke's protest is not a part of the content of these
items in the application; therefore, the City Council needs to either
dismiss the protest or put the item on for a public hearing date and
clarify the protest.
CITY OF EDMONDS LAURA M HALL
700 MAIN ST. EDMONDS, WA 96020 (206) 771-0230 •FAX (206) 771-0221 MAYOR
PARKS AND RECREATION DIVISION
890 1 9 � -
June 14, 1993
Sydney Locke
110 Pine Street
Edmonds, WA 98020
Dear Mr. Locke:
The Planning Division routed your protest comment to me regarding the
preliminary City Park Master Plan presented to ADB on May 5, 1993. In
response, it was noted that the City Council emphasized "the removal of
the Maintenance area within the City Park a high priority".
It is my intention to reaffirm with you the assurance that the City
desires the area to be used for recreational purposes. The City
Council action of May 18, 1992 is of highest authority and to provide
for your desire to assure that the plan proceed with this long-term
commitment the City Park master file will have a note to the visual map
that reiterates the document narrative (Page 22 and 31 of the City Park
Master Plan), the action of the Council on May 18, 1992, your letter of
protest, and staff response on June 9 to the ADB, and a copy of this
letter.
Please be assured that the intent of the City is to have the
maintenance area used for recreational purposes, and these notes to the
plan will follow the document files.
Sincerely,
Arvilla Ohlde, Manager
Parks and Recreation Division
cc ADB
Planning
Mayor Hall
Paul Mar
• Incorporated August 11,1890 •
Sid Locke, 110 Pine Street, said he attended all of the preliminary hearings on the park, and the Council meeting
where the Council indicated that the maintenance building would be moved to the downtown area by the treatment
plant. He stated he thinks it is inappropriate that the master plan contains this maintenance facility as a permanent
fixture. Mr. Locke stated that all the neighbors are under the impression that this facility was only temporary, and had
expected it to be moved this summer_
Jack Berry, 432 3rd Avenue S., said his main concern is the exit road. Mr. Berry supported removing the exit road, he
said he feels there is a serious safety problem.
Carol Hahn, 10312nd Ave S., said she supports what Sid Locke said about the maintenance building. She also thought
this building was going to be removed, and it should not be part of the master plan.
Ms. Hahn stated that the existing rest room, the rest room closest to the access, is the only disabled accessible rest
room. She also said that there is parking for the disabled next to the rest room and she was assured that those two
disabled accessible spaces would stay in the plan, but from looking at the plan it looks like those two spaces have been
taken out. She stated she would like those spaces put back in the master plan. Ms. Hahn also suggested that the
Arboretum pathway be paved, due to people parking along the streets and having to walk and carry bulky items. Ms.
Hahn stated that she wanted to address the issue of the word "handicap". She stated she and others are not
handicapped, but disabled. She asked that the City use this term in the future.
Roger Oliver, 1031 2nd S., said he has a real concern with the visibility for a police officer on the proposed two-way
drive, especially at night. He stated with the increased awareness of vandalization, he feels the "one-way loop" should
stay.
Bill Carlstrom, 434 3rd Ave S., said that his primary concern is with the children. Mr. Carlstrom said that everyday he
watches children out in the street as cars speed by.
Mr. McEntire, 7030-7032 210th SW, stated that using the police to correct these problems is a mistake. Mr. McEntire
feels that the park should be closed at nighl.
As no other person came forward, the public portion of this item was closed.
Board member Hummel asked if the two disabled parking stalls by the rest room are going to remain. Ms. Ohlde said
chat in this first phase the disabled parking stalls will be added.
Board member Bylsma asked why the maintenance plan shows the maintenance area. Ms. Ohlde stated that the master
plan is long term, and due to funding, the maintenance building is not in the first phase. Ms. Ohldc also said that if the
new Public Works site were to be built, this maintenance facility could go to the old Public Works facility, and this
building could be utilized for other recreational activities. Board member Bylsma stated that he feels that a master
plan is looking at what the ideal goal is to be. He said he feels that this master plan is going to have to be better
defined before the Board can approve it as to what the eventual ideal goal is to be.
Board member Butterfield said he likes the seating in the children's play area and the fence around part of the play
area. Board member Butterfield asked Ms. Ohlde about lighting. Ms. Ohldc stated that there will only be security
lighting and the park closes at dusk. Board member Butterfield stated he would like to see adequate lighting in the
parking lot.
Board member Young asked if the Police department has any input on this review as to the security. Ms. Ohlde stated
that the Police has reviewed this and they said they were comfortable with the way they can go in and come out. Ms.
Ohlde said that the Fire Department has also been consulted on this plan and they prefer the two-way drive.
Board member Hummel stated he felt that it would be appropriate to show the intended use for the maintenance
building if the Board is to review the master plan again, and also he felt it appropriate to have disabled parking by the
rest room.
Board member Birch said he would like to see another access. Board member Birch stated that he would like to have
all the structures have the same roof material as the existing structures.
COUNCILMEMBER PETRUZZI MOVED, SECONDED BY COUNCIL PRESIDENT PALMER FOR DISCUSSION, TO APPROVE THE
BIKEWAY AND WALKWAY PLAN UPDATE AND DIRECT STAFF TO BEGIN IMPLEMENTATION OF SAFETY ELEMENTS AND
LONG-TERM PROJECT PLANNING THROUGH THE CAPITAL IMPROVEMENT PROGRAM PROCESS, AND THAT THE TRAILS
WITHIN THE INDIVIDUAL PARKS BE BASED UPON THEIR APPROVED MASTER PLAN.
Councilmember Dwyer said he would vote no as he feels the City has not effectively responded to
the comments of the Lake Ballinger residents. Councilmember Dwyer said there is no time crunch in
adopting the Plan, therefore, there is no reason Councilmembers have to vote yes on it tonight.
MOTION CARRIED with Council President Palmer, Councilmember Earling, Councilmember Hall, Council -
member Petruzzi voting yes, and Councilmember Dwyer, Councilmember Kasper, and Councilmember
Nordquist voting no.
PRESENTATION AND HEARING ON MASTER PLAN FOR EDMONDS CITY PARK
Arvilla Ohlde, Parks and Recreation Manager, said Kenichi Nakano of Nakano Dennis Landscape Archi-
tects, has completed the Master Plan for City Park. Ms. Ohlde said she feels the Master Plan is a
good Master Plan which incorporates all of the community input.
Mr. Nakano presented the Master Plan to the Mayor and City Council. The presentation included
the existing conditions of City Park, Site Analysis, User Survey, Design Goals, Circulation Con-
cepts, Master Plan Alternatives, and Cost Estimates and Phasing.
Mr. Nakano said the grand total for all phases of the Master Plan is approximately two million
+� dollars. Mr. Nakano reminded the Mayor and Council that the phasing, therefore, cost, is spread
4 over a 20 year time period.
Councilmember Dwyer inquired if any of the community mailings revealed the cost of the Master
Plan, and Mr. Nakano replied negatively. Councilmember Dwyer feels more community involvement
would occur if the people knew the cost involved.
Mayor Hall opened up the public portion of the hearing.
PUBLIC TESTIMONY
Roger Hertrich, 1020 Puget Drive, Edmonds, said he did not realize the cost of implementing the
Master Plan.
Audrey Reese, 434 3rd Avenue, Edmonds, said she is representing the residents of City Park Condo-
miniums. Ms. Reese said the residents feel the Master Plan is a good one.
Councilmember Dwyer asked Ms. Reese if she or other residents of City Park Condominiums were
aware of the costs involved in implementing the Master Plan, and Ms. Reese replied negatively.
Joe Camden, 1021 "A" Avenue, Edmonds, said as a user of City Park, he feels the Maintenance Facil-
ity should be removed.
Sid Locke, 110 Pine Street, Edmonds, said he has met with as many neighbors as he could prior to
tonight's meeting and the general feeling is the Maintenance Facility should be removed. Mr.
Locke complemented the Architecture on the Master Plan. Mr. Locke said he did show the Master
Plan to many neighbors who seemed to approve of it. Mr. Locke said there is one neighbor who is
wheelchair bound and is concerned over access to the restrooms.
With no other member of the audience wishing to come forward on this subject, Mayor Hall closed
the public portion of the hearing.
Council Discussion and Deliberation
The Council agreed that the Maintenance Facility should be removed.
Council President Palmer asked Arvilla Ohlde, Parks and Recreation Manager, which portions of the
phasing would be grant eligible. Ms. Ohlde said the City has access to a HUD Grant which could be
utilized for park paths. Ms. Ohlde said the restrooms might be grant eligible, as well as grants
available under Department of Natural Resources.
Councilmember Hall said he is concerned that the Plan does not call for dual access or exits to
the park.
EDMONDS CITY COUNCIL MINUTES
Page 4 May 18, 1992
Councilmember Nordquist asked Ms. Ohlde if the Parks Board has ever studied the issue of removing
the Maintenance Facility, and Ms. Ohlde replied affirmatively. Ms. Ohlde said past discussions
concluded that it would be removed after a new Public Works Building was constructed.
As a procedural matter, COUNCILMEMBER PETRUZZI MOVED, SECONDED BY COUNCILMEMBER HALL, TO EXTEND
THE MEETING. MOTION CARRIED.
COUNCILMEMBER NORDQUIST MOVED, SECONDED BY COUNCILMEMBER DWYER, THAT THE CITY ADOPT THE MASTER
PLAN FOR THE EDMONDS CITY PARK AND FURTHER, THAT THE CITY MAKES THE REMOVAL OF THE MAINTENANCE
AREA WITHIN CITY PARK A HIGH PRIORITY. MOTION CARRIED with Councilmember Kasper voting no.
AUTHORIZATION
TO FUND AND FILL THE DEPUTY CITY CLERK POSITION
Mayor Hall said the position is needed to assist the City Clerk, as well as provide backup for
the Executive Office.
C� r
lJ�
Councilmember
not be discussed.
Kasper said the City has not yet reviewed first quarter revenues, therefore, should
Councilmember Kasper feels the NE-7 Classification is too high. Councilmember
Petruzzi agreed.
Councilmember
Kasper said he would support a lower classification, such as an NE-5.
Councilmember
Earling feels the Council first needs to review first quarter revenues.
Councilmember
Hall supports the NE-7 Classification, and feels the position should be authorized.
Councilmember
Kasper said he would like to see private sector salaries for comparison.
COUNCILMEMBER
EARLING MOVED, SECONDED BY COUNCILMEMBER KASPER, TO CONTINUE THIS ITEM TO THE MAY
26 AGENDA IN
ORDER FOR THE CITY COUNCIL TO REVIEW FIRST QUARTER REVENUES. MOTION CARRIED with
Councilmember
Hall and Councilmember Nordquist voting no.
UPDATE ON SN_OHOMISH COUNTY TOMORROW COUNTY -WIDE PLANNING
COUNCILMEMBER PETRUZZI MOVED, SECONDED BY COUNCILMEMBER HALL, TO CONTINUE THIS ITEM TO JUNE 2.
t� l MOTION CARRIED.
I d ►.� �Vv'
Oyi MAYOR
Mayor Hall said the Highway 99 Study is being geared up again.
COUNCIL
Councilmember Earling referenced an article on Rapid
of "Business Monthly".
Transit
which appeared in the
recent
issue
L�FLC`�
Council President Palmer said he would like to see
stalled
Councilmember
Petruzzi's name
plate
rein-
Council President Palmer reminded Councilmembers to
Council Minutes to the Council Assistant.
direct
corrections/amendments
to the
City
Council President Palmer said the Council is going to
have to discuss publishing Council
Agendas
in newspapers, as he feels it is needed. Council President
Palmer said the Council
should
also
discuss the possibility of using television in order
to gain
more community involvement on
city
issues.
Councilmember Petruzzi said the agenda of the next Town Forum meeting will be on the revamping of
the educational system. Councilmember Petruzzi said Superintendent Brian Benzel would be present.
Councilmember Hall feels the idea of televising Council Agendas would be helpful.
Councilmember Kasper asked the Mayor to attend the upcoming Transportation Committee Meeting in
Olympia. Mayor Hall said she told Councilmember Kasper previously, that she is unable to attend
due to City Staff obligations.
Councilmember Earling requested the Mayor send a representative to the meeting.
EDMONDS CITY COUNCIL MINUTES
Page 5 May 18, 1992
Item #: 13
-r EDMONDS CITY COUNCIL
Retreat Agenda Memo
Originator: COUNCIL For Discussion:X For Information:
Subject: DISCUSS COUNCIUMANAGER FORM OF GOVERNMENT
Agenda Time: 30 min.
Agenda Date: 2/25/95
Exhibits Attached:
None
Clearances: Department/Initials
Admin Svcs/Finance_
Community Svcs
City Council
Engineering
City Clerk
Parks & Rec
Court _
Planning
Personnel
Public Works
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount Appropriation
Required: $ 0 Budgeted: $ 0 Required: $ 0
Councilmember Kasper will lead discussion. He will distribute materials at the Retreat
regarding this issue.
NO COVER SHEET FOR ITEM #14
Item #: J
EDMONDS CITY COUNCIL
Retreat Agenda Memo
Originator: COUNCIL For Discussion:X For Information:
Subject: REVIEW OF 1994 CITY COUNCIL GOALS AND ESTABLISH 1995 CITY COUNCIL
GOALS
Clearances: Department/Initials
Agenda Time: 30 min.
Admin Svcs/Finance
Community Svcs
City Council
Engineering
Agenda Date: 2/25/95
City Clerk
Parks & Rec
Court
Planning
Exhibits Attached:
Personnel
Public Works
1994 Council goals
Fire
Committee
Police
Mayor
Comments:
Expenditure Amount
Appropriation
Required: $ 0 Budgeted:
$ 0
Required: $ 0
Full Council discussion
CITY COUNCIL RETREAT
MARCH 18, 19, 1994
CITY COUNCIL GOALS/TOPICS AND DISCUSSION
Councilmember Hall
1. Would like to pursue the idea of "low interest loans" for
businesses (to generate more business activity other than
"service" businesses.
2. Pursue an Economic Development Council.
3. Pursue the possibility of having a shuttle Bus or local
transportation for citizens to get around town.
4. Pursue possible tax on ferry.
5. Re: microwave towers in city; a lot of people are using the air
space for free.
6. "Edmonds money Barter system. Money would be used in Edmonds
only.
Councilmember Fahey
1. Re: Waterfront. Focus should be on mitigating the effects
of increased ridership at the present time.
2. Discussion of consolidation of fire services.
3. Wants information/background on tracking what our responses have
been in the Esperance area (fire and police responses)
4. Revisit the question of signagee-criteria (policies for signage
should be different for the bowl and non bowl areas).
5. Acquire property (i.e. Safeway property— doesn't want the City to
lose the opportunity to purchase this property if it becomes
available).
6. Become an active player with the County re: hotel/motel tax.
7. City Council become a more active participant in legislative
actions (more frequent trips to Olympia)
8. Pursue location for cultural arts center. (consensus of the
Council was the center should be at Edmonds Community College)
9. Pursue an enclosed swimming pool for Edmonds. (Council President
Nordquist suggested the city talk to the School District regarding
a joint venture).
10. Review of the ADB Process
11. Planning Department. She is constantly hearing that the Planning
Department is not customer service oriented. Would like to see
this change.
Councilmember Petruzzi
1. Go to citizens with a bond issue by end of year or have everything
in place by end of year. Explore all forms of financing by
September of 1994 (re: Space needs/new city hall).
2. Pursue creation of an Economic Development Council in conjunction
with Port of Edmonds and Chamber.
3. Comprehensive review of the ADB Process. Read from letter from
local businessman who states problems with the ADB Process such
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as: 1. The ADB meets only once a month and requires at least a
three week lead time for minor repairs; 2) all exterior changes to
commercial properties require ADB approval including signs,
painting, landscaping, decks and fences, even though many of these
changes do not require a permit; 3) the process can be further
delayed because a citizen can appeal a decision of the ADB even
though the project may not require a variance or a permit.
4. Make Edmonds more "user-friendly" re: opening up a business.
Very difficult to open a business in Edmonds, he has received
several complaints on the "hoops" they have to go through.Would
like to see the business licensing procedures thorughly examined.
Council President Nordquist
1. Signage. Concerned that Staff does not check for proper
signage/violations until there is a complaint called into city.
2. Planning Department. Citizens are concerned with some of the
answers they are receiving from the planning department. Would
like to make the Planning Department more customer friendly and
take the time to help citizens.
3. Planning Board Per Diem. Would like to pursue the possibility of
providing the Planning Board Members with a per -diem, as they
spend a lot of time and their own money on various duties they
must perform.
4. Fire Consolidation between the three cities. It was the consensus
to have Walter Feist come to an upcoming City Council Meeting.
5. Fax machine in office. Fax jack has been installed. Consensus of
the Council to have a fax machine installed.
Councilmember Kasper
1. Would like the Council to revisit and discuss the "four nos"
2. Pursue the possibility of a Council/Manager form of government
3. Enforce speed limits through the City.
4. Compensation for meetings. He is asked at various times to attend
meetings for Council President and Mayor. Would like Council
President to implement compensation in these cases.
5. Truck Signage. The truck route signage is incorrect and would
like to see it corrected. Engineering and Public Works are not
working together in this area.
Councilmember Earlin
Economic Development Council. When this is formed, he would like
the EDC to acknowledge there are two different areas they are
dealing with in the city (bowl and non -bowl) and treat them
differently. Allow for individual differences. The EDC should
have a program to follow, such as the Main Street Project
followed, and training be provided for businesses so they know how
to better run a viable business.
2. Transportation. the Draft study is now done on North End commuter
rail. Regarding the cost analysis rail -vs- bus system. It has
T
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been documented that rail is dramatically cheaper to implement,
and the projected ride time from Edmonds to King Street Station is
27 minutes.
3. Traffic at proposed multi —modal. Wants City to spend time making
sure there is a smooth flow of traffic for getting into the
multi —modal site.
4. Increased HOV/Arterial lanes in Snohomish County. Councilmember
Earling believes this a good way to help move people around the
County.
5. Space Needs. Wants this Council to take a decisive step.