02/28/2012 City CouncilEDMONDS CITY COUNCIL APPROVED MINUTES
February 28, 2012
The Edmonds City Council meeting was called to order at 6:30 p.m. by Mayor Earling in the Council
Chambers, 250 5`" Avenue North, Edmonds. The meeting was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Strom Peterson, Council President
Frank Yamamoto, Councilmember
Joan Bloom, Councilmember
Michael Plunkett, Councilmember
Lora Petso, Councilmember
Adrienne Fraley- Monillas, Councilmember
Diane Buckshnis, Councilmember
ECON. DEV. COMMISSIONERS PRESENT
Stacy Gardea
Don Hall
Darrol Haug
Beatrice O'Rourke
Rich Senderoff
Bruce Witenberg
Marianne Zagorski
PLANNING BOARD MEMBERS PRESENT
Phil Lovell (Chair)
Valerie Stewart (Vice Chair)
Kristiana Johnson
Neil Tibbott
John Reed
William Ellis (Alternate)
STAFF PRESENT
Al Compaan, Police Chief
Stephen Clifton, Community Services /Economic
Development Director
Shawn Hunstock, Finance Director
Carrie Hite, Parks & Recreation Director /Acting
Human Resources Director
Rob Chave, Acting Development Services Dir.
Carl Nelson, CIO
Frances Chapin, Cultural Services Manager
Carolyn LaFave, Executive Assistant
Cindi Cruz, Executive Assistant
Jeff Taraday, City Attorney
Sandy Chase, City Clerk
Jana Spellman, Senior Executive Council Asst.
Jeannie Dines, Recorder
Military Veterans Promotion
Mayor Earling announced tomorrow at noon at City Hall the merchants and Operation Military Family
are launching a year -long program, Military Veterans Promotion, to honor and support veterans via
special promotions and discounts provided by merchants. This program is being launched in Edmonds
with the intent of taking it nationally. Edmonds is challenging mayors in other cities in Snohomish
County, across the state and the nation to participate in the program. Evening Magazine visited the City
today and will air a segment on Military Veterans Promotion tomorrow; several media sources will attend
the kickoff. He invited the community to the kickoff.
1. CITY COUNCIL, PLANNING BOARD AND ECONOMIC DEVELOPMENT COMMISSION:
EDMONDS STRATEGIC PLAN & VISIONING RETREAT #3
Mayor Earling recognized Community Services /Economic Development Director Stephen. Clifton and
Executive Assistant Cindi Cruz for their efforts on the Strategic Plan.
Edmonds City Council Approved Minutes
February 28, 2012
Page 1
Mr. Clifton welcomed everyone to the Strategic Planning and Visioning Retreat #3. He explained the City
Council, with the assistance of the Economic Development Commission (EDC) and Planning Board,
initiated a process last year to develop a strategic plan and vision for the city. With the help of community
input, the strategic plan will identify short and mid -term community based priorities, goals and objectives,
in addition to outlining specific methods to achieve them. A plan adopted by the City Council later this
year will also identify performance measures to ensure that the strategic plan's goals will be realized and
identify those who will be responsible for implementing them. An adopted plan can also be used as a
decision making tool by the City Council for focusing financial resources on key priorities.
Public opinions and priorities are an important part of the strategic planning process. Consequently, the
process calls for the consultant team to conduct a series of interviews and surveys and community
meetings to obtain the opinions of citizens, business owners, employees, retail customers, young adults,
and government officials. These surveys, interviews and community meetings provide opportunities for
the public to contribute ideas and share their priorities, thus helping influence the City's future. The
following has occurred to date:
• Tom Beckwith and Steve Price, Beckwith Consulting Group, have conducted interviews with the
City's last and current mayors, recent City Councilmembers, and each Department Director.
• Surveys are ongoing and links to internet -based surveys have been posted on the front page of the
City's new website, EdmondsWa.gov. Internet -based surveys include adult, youth, employee and
customer. With the help of EDC Commissioner Don Hall, hard copies of customer surveys have been
handed out to many business owners in commercial areas throughout the City. Anyone lacking
internet access may call Mr. Clifton's office at (425) 775 -7724 to request a hardcopy of any survey.
• Hard copy business surveys were inserted in over 1,800 business license renewal notices mailed in
December, 2011. The survey letter included an invitation for all employees to take an internet
employee survey.
• In order to notify /inform as much of the public as possible of the availability of surveys, a press
release was also issued, a notice posted on the City's government channel, and links posted on the
front page of online newspapers such as My Edmonds News, Edmonds Patch, Edmonds KOMO 4
News, Edmonds Beacon. The City also sent out an email to 11,000 City residents last week.
• To date, 590 people have taken the adult survey, up from 419 at Retreat #2.
• Eighteen stakeholder focus group meetings were held with 80 participants. Examples of focus groups
include the Senior Center, waterfront, downtown, Westgate, Perrinville, Five Corners, Firdale
Village, arts groups, young adults and education, environmental interests, businesses groups,
transportation, two sessions where individuals were invited.
• The agenda for Retreat #3 has been posted on the front page of the City's website and the City's
Strategic Planning and Visioning webpages.
Mr. Clifton introduced Tom Beckwith, Eric Hovee and Steve Price, Beckwith Consulting Group, to
present information for Retreat #3.
Mr. Beckwith explained the information presented at this retreat would be divided into five parts:
1. State of Washington cities 2005 -2010
2. State of Edmonds 2001 -2021
3. Budgeting for Outcomes (BFO)
4. Status Report on focus group sessions and surveys
5. Outline of public charrette process and agenda
State of Washington Cities
Mr. Beckwith explained this is a series of reports done by the Association of Washington Cities (AWC)
and National League of Cities. The purpose of presenting this information is to provide a context of what
is affecting cities in general and particularly in Washington State and their ability to develop fiscal
Edmonds City Council Approved Minutes
February 28, 2012
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strategies. He explained AWC conducted surveys in 2005, 2009 and 2010. The content was most
comprehensive in 2005. The 2009 and 2010 surveys updated summary issues to current economic
conditions.
Mr. Beckwith reviewed the following information:
Services cities provide*
Mandatory
Discretionary
Public safety — police, fire, planning
and permitting, municipal court
Parks — creation, maintenance, and operations
Streets — maintenance and operations
Recreation — for youth, adults, and seniors
Utilities — sewer, water, and storm
drainage
Arts and culture — historical, fine and performing
arts, and civic activities
General administration — of the
above
Library — typically part of a branch system
* The mandatory /discretionary categories were AWC classifications based on RCW definitions in 2005.
The AWC 2009 survey redefined the classifications based on city input to add "Essential Services" which
included parks and recreation and economic development.
How cities measure performance with regard to public safety
Service
Level of service
% of Budget
Public Safety
Response time, patrol level, traffic control, property
43%
absentee or disinterested landlords, aging and
surveillance, animal control, officer /population ratio, 24 hour
outmoded structures and land uses
Budget conditions — lack of revenue and revenue
staffing
raising options
Streets
Sidewalks, street lighting, traffic signals, signage, and increased
23%
utilities, and buildings
maintenance
Parks and Planning
Manicured lawns, paved parking, irrigation, restrooms,
20%
recreation programs, enforcement, current plans and projects
Public Works
Centrally- treated water supply, sewer systems, curbside refuse
n/a
collection
What pressures are impacting cities? (2005)
U.S. impacts
Primary
Discretionary
Unfunded mandates — from state and federal
Downtown vitality — big box and internet retail,
government
absentee or disinterested landlords, aging and
and state mandates, citizen expectations, and
outmoded structures and land uses
Budget conditions — lack of revenue and revenue
Affordable housing — costs beyond what critical
raising options
skills (police, fire, teachers) can pay
Infrastructure — aging and deteriorating streets, roads,
General economic conditions —jobs and
utilities, and buildings
employment opportunities for all citizens of all
ages and skills
Staff benefits — cost of health insurance and pensions
How bad is it? (2009)
U.S. impacts
Washington city problems
Worst economic turmoil since the Great Depression
Operating budget revenues are not sufficient to
support level of services required to meet federal
and state mandates, citizen expectations, and
community priorities
Burst of a nation -wide housing bubble
Aging infrastructure systems inadequate to meet
current needs of businesses and residents, or
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February 28, 2012
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sustain and attract growth
Sky - rocketing infrastructure material costs, health
insurance, and volatile energy costs
What have cities been doing about impacts?
Reactive
Proactive
Delaying maintenance — including cyclical or life
Economic development — promoting retail,
cycle to the point of deterioration
office, industrial, and other nonresidential
Factors cited by cites:
property and sales tax bases
Delaying capital investments — including new or
Increasing user fees and charges — for utilities,
replacement utilities, facilities, and equipment
recreation, permits, licenses, and other services
Reducing programs — including recreation, library,
Adopting new (dedicated) revenue sources — real
and other services
estate excise taxes (REST), transportation benefit
districts (TBD), public facility districts (PFD),
business improvement districts (BID)
Cutting staff — not filling planning, parks, public
Increasing taxes — resetting property tax,
works, police, fire, and other functions
increasing sales tax, levy lid lifts, special
maintenance and operating levies
Using reserves — tapping rainy day and emergency
reserve funds
What do US cities expect in future? (2005)
Worse financial condition than 5 years ago
73%
Conditions will be worse next year
73%
Conditions will worsen in next 5 years
82%
Factors cited by cites:
• Narrowing of tax base as economy transitions to a service base
• Technology shifts to internet sales and other uncollectible forms
• Tax limiting initiatives
• Increased service demands on cities
What are WA cities negative budget influences (2005)?
Tax limiting voter initiatives
61%
Cost of employee health benefits
56%
Infrastructure needs
33%
Amount of state aid to city - declining
29%
State and federal unfunded mandates
18%
Inadequate /declining sales tax base
17%
Mr. Beckwith anticipated if the survey were done today, the same factors would be cited but not
necessarily in that order. The issues most cities would cite today would be sales tax base and lack of state
and federal monetary assistance.
What are Washington cities positive budget influences? (2005)
Availability of reserves
44%
Reliance on user fees
43%
Growing property tax base
39%
Growing city sales tax revenues
36%
Healthy local economy
21%
Business and economic development
20%
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What have Washington cities done about tax limiting initiatives ?(2005)
Tapped reserves
54%
Increased user fees
46%
Eliminated staff positions
39%
Reduced services
30%
Adopted new user fees
17%
Used service alternatives
13%
Eliminated services
12%
What are Washington cities' sources of revenue? (2009)
General property tax*
22%
Sales and use taxes*
21%
Business and utility taxes
21%
Interest and investment earnings
10%
Intergovernmental revenues*
9%
Charges and fees for services
7%
Other local taxes
6%
Licenses and permits
4%
*effected by recession and/or initiatives
What are Washington cities revenue limitations? (2009)
Unrestricted revenues
Restricted revenues
Property taxes (I -747 1 % limitation), can be reset via
voter approved levy lid lift on either a permanent basis
or for a special purpose
Gas tax
Basic and optional sales tax
Impact fees
Business and utility taxes
Criminal justice sales tax
$0.32
Lodging tax
What are WA cities share of property taxes ?(averse Washington city 2009)
$0.13
City share
$0.16
junior taxing districts
$0.17
County
$0.22
State
$0.32
Local schools
What are Washington cities share of sales tax? (based on city sales tax average of
8 %)
$0.0085
City share
$0.0015
County share
$0.0050
Local option (cities, counties, etc.)
$0.0650
State
What are US and WA cities conditions in 2010?
U.S.
Washington
Improved
7%
5%
No change
18%
21%
Worsened
75%
74%
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February 28, 2012
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What are Washington cities doing in 2011 to services as a result?
2009 Washington cities' service cuts
• Infrastructure
50%
• Public Safety
24%
2011 Washington cities service cuts
• Infrastructure
54%
• Public Safety
45%
What are Washington Cities doing in 2010 to staff as a result?
Washington cities' 2011 efforts to control personnel costs:
Eliminating salary increases
75%
Imposing travel /training restrictions
65%
Hiring freezes
60%
Increasing health costs
60%
Laying off employees
50%
What are the red flags and what do you do as a result?
AWC's 15 red flag checklist: (if exceed more than four flags, city has a problem)
5
City has limited economic development options
6
One -time revenues not sufficient to manage long term consequences
10
Growing expenses from mandatory programs with few discretionary programs left to cut
11
City is heavily dependent on property taxes for basic services
12
Annual expenses outpacing revenue
13
City has declining unrestricted fund balance
14
Limited capital for new facilities and significant deferred maintenance
6 -10 flag response:
1
Need long range financial planning that includes analysis of potential impacts to service
levels
2
Identify new sources and potential partners
3
Communicate with citizens about potential impacts on services
State of Edmonds
Mr. Beckwith explained some of the information is from the City's annual financial statement. The
projections through 2016 were recently updated by the Finance Department. He reviewed the following:
Edmonds governmental revenue sources in 2009
• Taxes (property and sales) — 69%
• Licenses and permits — 4%
• Intergovernmental — 13%
• Charges for services — 10%
• Fines and forfeitures — 2%
o Other revenue — 3%
Edmonds tax composition in 2009:
• Property Tax — 51.8%
• Sales and use —18.4%
• Utility — 22.6%
• Excise — 5.6%
• Other — 1.3 %0
• Lodging — 0.3%
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February 28, 2012
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Mr. Beckwith provided graphs of Edmonds' property tax rate 2000 -2012. Property tax rate includes
bonds, EMS and regular property. The rate is going up as a result of EMS passage and to retain 1%
revenue growth as assessed value declined. He reviewed a graph of revenue and expenditures 2001 -201.0
and total fund balances — governmental funds 2001 -2010. Governmental funds include General Fund,
special revenue funds, debt service funds, and capital project funds. He pointed out that while total
revenues have increased over the past 10 years, expenditures are growing faster than revenues. Total fund
balances have been kept stable by issuing debt and transferring in monies from other funds, one time
actions that are not sustainable.
Mr. Beckwith reviewed a graph of projections 2009 -2021 (includes $1..3 million Public Safety Reserve
but not $1.927 million Reserve). By year 2021, the General Fund will be depleted. Changing growth rates
on any of the revenue sources will only change the timing of when depletion occurs. For example, if $1
million in new revenue were added in 2013, the ending fund balance would be depleted in 2017 rather
than 2016. A balanced approach requires involving revenue enhancements, cost reductions, and
temporary use of fund balance.
Budgeting for Outcomes (BFO)
BFO has been implemented by Washington State, Snohomish County, Redmond and Bellevue. BFO is
also called Priority- Driven Budgeting (PDB) or Budgeting by Priority (BP) or Performance Based
Budgeting (PBB).
How is BFO different?
Traditional Budgeting
BFO
Budgeting begins with:
Last ear's budget
Community
Focuses on:
Cost of services
Value of services
Is organized by:
Department
Priority
Encourages:
Low risk "same as before approach
New ideas, innovation, cooperation
and im rovement
Motivation:
Be fair to all, avoid pain
Get the best results that match
priorities
How do budget roles change with BFO?
Traditional Budgeting
BFO
Departments
Build up costs, make cuts
difficult
Link expenditures to results and priorities
Analysis
Find unnecessary costs
Improve links between results and services.
Facilitate department cooperation. Identify efficiencies.
Elected Officials
Cut costs or raise taxes
Choose services that provide results citizens are willing
to pay for
Citizens
Rally behind special
interests
Help determine priorities
Motivation
Be fair to all, avoid pain
Get the best results that match priorities
Tasks involved in BFO:
Task
Result
1
Identify available resources
A common understanding about the maximum amount of
resources available to fund operations, one -time initiatives,
and capital expenditures
2
Identify priorities
A set of priorities that are expressed in measurable results that
are of value to the public and are widely agreed to be
legitimate
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Page 7
3
Define priority results
Reveal Edmonds identity and the objective meaning of what is
Strategic Plan Task
1
relevant
4
4 Evaluate services against priority
Inventory current and proposed programs compared to the
Surveys - retreat #3 February 2012
Charrette — retreat #4 March 2012
Survey voter households — retreat #6 May 2012
results
riorit results
5
5 Score proposals against priority
Evaluate proposed programs and projects for their ability to
City Council 2014 budget process
results
achieve priority results
6
6 Compare scores
Rank order proposals based on their results
7
7 Allocate resources*
Fund proposals according to rank order to the extent allowable
City Council 2014 budget process
with maximum amount of resources
*BFO allocations subject to final City Council resolution
Mr. Beckwith assured this process was not done independent of elected officials or of citizens. A
community process establishes priorities and measured benchmarks. Ultimately the City Council
determines how resources match priorities and benchmarks.
What BFO tasks will be completed in this strategic plan?
BFO Task
Strategic Plan Task
1
Identify available resources
Internal scan — retreat #2 Jan/Feb 2012
2
Identify priorities
Surveys - retreat #3 February 2012
Charrette — retreat #4 March 2012
Survey voter households — retreat #6 May 2012
3
Define priority results
City Council 2014 budget process
4
Evaluate services against priority results
City Council 2014 budget process
5
Score proposals against priority results
City Council 2014 budget process
6
Compare scores
City Council 2014 budget process
7
Allocate resources
City Council 2014 budget process
With regard to how the strategic plan will define priorities, Mr. Beckwith provided example priorities
from Bellevue and Redmond such as clean and green environment and a sample statement such as "I want
to live, learn work and play in a clean and green environment." Edmonds' priorities will be identified
from the focus group sessions; surveys of employees, customers and students; and the charette.
With regard to how the strategic plan will define results, he provided an example priority such as green
environment and example results such as when Edmonds plans and designs the city's growth to minimize
emissions, energy usage and other environmental impacts. A sample charette question could be, we
achieve a clean and green environment when ... (fill in the blank with the result definitions).
With regard to how the strategic plan will measure progress, Mr. Beckwith provided a sample priority
such as green environment and example benchmarks such as percent of city with overhead tree canopy.
Mr. Beckwith responded to questions:
Do cities develop specific benchmarks for specific business districts within the city? Yes,
Edmonds could have different benchmarks for Highway 99, Westgate, downtown, around the
hospital, etc. Benchmarks must be unique to the city and what it wants to achieve.
How do you balance priorities and benchmarks based on what you know about revenues? Do you
determine priorities and then base benchmarks on current economics or forecast? It is a parallel
process. The first step is determining resources under present the financial situation or maximum
revenue. Then focus is on priorities, what you want to achieve (without considering cost), how to
measure what you want to achieve, and then as progress through tasks, determine cost to achieve
that benchmark. As to ranking priorities, determine how it affects maximum revenue. If it
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February 28, 2012
Page 8
exceeds revenue, determine whether reduce /change of priorities or change benchmarks to fit
maximum resource limits.
Do you ever look at forecasted revenues or expenditures? Yes, that is part of the first task. Also
done in priorities; for example if you want job production on Hwy 99, what does it cost to get
there, how long will it take and what expenditure level would be required to reach goal. For
example increasing employment will be related to development activity which will be related to
increased property value which will generate property revenue. There are also voluntary
programs that do not involve governmental expenditure.
BFO requires identifying resources and then identifying priorities. As priorities change year to
year, are funds reallocated? The City still must recognize unrestricted/restricted revenue sources.
BFO is a transition to an entirely different way of operating.
Status Report of Focus Groups and Surveys
Mr. Beckwith reviewed participation in outreach events, noting there was no participation at the focus
groups from Highway 99 or developers.
Participation in outreach events
Focus groups
18 subject/interest group sessions involving 80 participants
Adult residents
590 adult residents thus far
Business owners
214 business owners thus far
Employees
70 employee surveys thus far
Retail customers
312 customers thus far
Young adults
32 young adults thus far
Chamber survey
82 members participated in Oct 2011 survey
Mr. Price commented Edmonds has an incredible resource in the community; the citizens they met during
the focus groups have a lot of energy, dedication, good ideas, and willingness to help address issues on
community wide basis. That will also be seen in charrette.
Mr. Beckwith advised adult, business owner, employee, retail customer and young adult surveys are still
active and receiving responses at EdmondsWa.gov. They will continue to accept surveys until there is a
week without any response. The only group where there has not been an increase in participation is young
adults.
E erging priorities and issues
Priorities
Key issues
1
Environment
Sustainability, low to no impact, native habitat, community gardens,
food production
2
Economic development
Employment, Highway 99, Antique Mall, Westgate, fiber optics,
approval process, business recruitment
3
Community development
Mixed use requirements, waterfront/downtown linkage, diversity of age,
income, housing, jobs, don't want to lose Edmonds' unique qualities
4
Arts & culture
Marketing arts and culture, economic impacts and relationships,
wayfinding and gateways, 4th Ave corridor, ECA strategic plan, fine arts
gallery
5
Parks and Recreation
Yost Pool, Civic Field, Senior Center, aging facilities, public restrooms,
underused shoreline, follow thorough (implementing parks plan), trail
linkages
6
Transportation
Pavement conditions, transit services — bus and rail, non - motorized
roadways, trails, funding
7
Safety
Coal train impacts
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Page 9
8 ) Governance Fiscal strategy, transparency, integrating districts- neighborhoods with
basin, entrenched positions, utilizing nongovernmental entities
Mr. Beckwith remarked Edmonds has more organizational talent than they have seen anywhere; the issue
is how to put it work.
Public Charrette Process and A,,,eg nda
The charrettes will be held:
Date
Time
Location
Wednesday, March 14
6:30 — 8:30 p.m.
Edmonds Community College Conference Center —
4`h &Bell
Monday, March 19
6:30 — 8:30 p.m.
Plaza Room, Edmonds Library
Each facility has a maximum seating capacity, therefore, participants must sign up in advance to reserve a
space and receive agenda materials. The charrettes will be facilitated by members of the consultant team
and City staff. Mr. Beckwith encouraged Councilmembers to attend charrettes but not participate in small
group activities.
Charrette workshop process:
Sequence
Purpose
Introduction
Review purpose, advance materials, outline process, disperse into
Required actions
small groups (12 -20) to work with facilitators.
Like /dislike exercise
Each group will identify characteristics they like and dislike (need
improvement) then rank order the needs improvement issues.
Brainstorm mandatory 4 topics
Each group will identify the desired end state or result they would
like to see for the mandatory topic; then define required actions to
Performance measure or benchmark
realize the result including responsible parties; then define
performance measures or benchmarks by which to measure
progress.
Brainstorm optional topic
Each group can continue brainstorming working on highest ranked
improvement issue from the like /dislike exercise.
Rank order all priorities at public
Charrette workshop participants and anyone else interested will
open house
reconvene on Wednesday 2 May in the Plaza Room to critique and
rank order a composite list of priority end results, required actions,
responsible parties, and performance measures.
Staff and the consultant will follow the same process for all identified priority topics that cannot be
brainstormed in a time - limited public session for a public review and critique at the May open house.
Example brainstorming topics
Elements
Illustrative example for typical parks priority
Desired end state or result
Access to quality open spaces, parks, and trails
Required actions
An action plan that integrates and plans public, school,
nonprofit, and private resources into a unified, cohesive, and
publicly accessible park and trails network.
Responsible parties
City, county, state, port, school district, college, hospital,
community organizations, homeowners associations, ...
Performance measure or benchmark
Every neighborhood has access to a park and trail within a 0.5
mile radius.
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February 28, 2012
Page 10
If the strategic plan is to be representative it must define the desired end state through performance
measures or benchmarks for every priority identified from the public outreach events. If the Strategic Plan
is to be effective it must rank order the resulting priorities with the public and elected officials in the
subsequent open house, internet, and voter registration surveys. Mr. Beckwith clarified low priorities are
not necessarily eliminated; they may be achieved in a different fashion.
Mr. Beckwith responded to questions:
• Were there participants from Westgate, Firdale in the focus groups? Yes, but due to the snow,
there were only 3 -4.
• Will there be outreach to get people from Hwy 99, etc. to attend the charrette? The outreach list
for Hwy 99 and developers was quite short. Typically if someone does not usually participate in
the process, they will not attend the charrette but they will come to an open house. Everyone who
took the survey provided an email; they will all receive invitations. Mr. Clifton explained
invitations will be sent to all 18 stakeholder groups inviting them to the charrette. If they do not
attend the charrette, they will be sent an invitation to the open house.
• If the City adopts BFO, how do you poll the public regarding priorities in subsequent years?
Most cities who have implemented BFO cannot update the strategic plan every year. There is
usually a six year update and an annual community survey. Council will revisit priorities via the
budgetary process. Councilmember Buckshnis explained if BFO is adopted, the City will change
to a biannual budget due to the amount of effort necessary to create the budget.
• What percentage of the available respondents is the number of adults that responded to the
survey? Do not have that information.
• Who will conduct and facilitate the charrette? The consultant and staff, two per table, one a
facilitator and the other a scribe to record information.
• When is Redmond's Finance Director planning to describe BFO to the City Council? Mayor
Earling answered a workshop is being scheduled.
• Will Department Directors be involved in BFO workshop? Mayor Earling answered he always
respects questions from directors.
• Will there be any female facilitators ? Yes, there will be two.
With regard to where do we go from here, on behalf of the City Council, EDC and Planning Board, Mr.
Clifton urged the public to attend the charrettes in March; their input is definitely wanted. Over the past
few months many people with interest in the City's future have been participating in this process. Some
have met one -on -one with the consultants; others have participated in focus groups. The next phase in the
community wide strategic and vision process is the charrettes on March 14 and 19. All citizens, property
owners, and business owners are invited to participate in this community wide conversation. The
charrettes will be held:
• Wednesday, March 14, the Edmonds Conference Center (4th & Bell)
• Monday, March 19, 6:30 — 8:30 p.m., in the Library Plaza Room (650 Main Street)
To anyone asking themselves what does this have to do with me, Mr. Clifton explained input obtained
from the charrette will be used to help identify and develop community priorities and strategic policies,
performance measures and work programs. This is a time for Edmonds residents to come together and
help set the course for the next 3 -5 and 5 -10 years and help shape the preparation of a resulting strategic
plan. The plan will be used as a roadmap that will help influence city priorities, infrastructure decisions,
approach to growth, the types of services and programs to be offered by City government, etc. The
strategic plan will be used as a guide for decision making that affects everyone on a daily basis.
Mr. Clifton urged the community to lend their time and voice to the effort; a 2 -hour commitment to share
their views, concerns, priorities for the City, and ideas for keeping the City moving forward in a positive
Edmonds City Council Approved Minutes
February 28, 2012
Page 11
direction. From the chorus of citizens' voices, trends and priorities will begin to emerge which later this
year will be used to set out a new program of goals and initiatives called the Edmonds Strategic Plan.
Mr. Clifton reiterated the meeting rooms hold 150 -200 people. It is important for citizens to sign up by
calling Cindi Cruz at (425) 775 -7724 or send an email to StrategicPlanC EdmondsWa.gov. Citizens
providing their email address will allow the City to create a database to facilitate emailing materials prior
to the charrettes. The first page of the City's webpage, EdmondsWa.gov, also has a link to the above
email address.
Mayor Earling referred to Mr. Beckwith's comment that Edmonds has a very engaged community and his
implication that Edmonds has many smart people. He urged the public to sign up and to attend one of the
charrettes. A 64% voter turnout means the community is engaged; the City needs to hear from them and
that can best be done by their participating in the charrettes. There have been 1100 -1200 surveys
completed; he urged the public to continue to complete surveys.
With no further business, the Council meeting was adjourned at 8:11 p.m.
Edmonds City Council Approved Minutes
February 28, 2012
Page 12