HomeMy WebLinkAbout02-14-2011_Council Workshop Packet
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CALL TO ORDER / PLEDGE OF ALLEGIANCE/ROLL CALL
APPROVAL OF THE AGENDA Steve Baker
WORKSHOP ITEMS ~ NO FINAL ACTION WILL BE TAKEN
1. TPA Interlocal discussion ATTACHMENT A
Wendy Becker, Snohomish County Economic and Cultural Development Officer
2. (5 min) Arlington Valley Land Boundary line adjustment ATTACHMENT B
Bill Blake
3. (10 min) Country Charm Fish Habitat Project ATTACHMENT C
Bill Blake
4. (5 min) Annexation of Right-of-Ways on SR 531 and SR 9. ATTACHMENT D
Todd Hall
5. (5 min) AMC 3.xxx – Court Cost Recovery ATTACHMENT E
Kristin Banfield
6. (5 min) AMC 5.12 – Vehicles for Hire ATTACHMENT F
Kristin Banfield
7. (5 min) AMC 5.16 – Cabarets ATTACHMENT G
Kristin Banfield
8. (5 min) AMC 5.44.025 – Film Permit Required ATTACHMENT H
Kristin Banfield
9. (10 min) AMC 12.52 – Grading Permits ATTACHMENT I
Kristin Banfield
10. (10 min) AMC 13.36 – Pre-treatment ATTACHMENT J
Kristin Banfield
11. (10 min) Fee Resolution (building permits, grading permit, add dog licenses, ATTACHMENT K
reduce headstone cleaning fee, EMS fee for Specialty Transports - airlift)
Kristin Banfield
12. Miscellaneous Council items
ADJOURNMENT
To open all attachments, click here
Arlington City Council Workshop
February 14, 2011 – 7 PM
City Council Chambers ~ 110 E. Third
Snohomish County Tourism Plan
Prepared by: Frause, Berk & Associates, Calyx Sustainable Tourism, and Site Story
Fall 2010
Close to everything. Far from ordinary.
SNOHOMISH COUNTY OFFICIALS AND STAFF
Aaron Reardon, Snohomish County Executive
Snohomish County Council
• District 1 – John Koster
• District 2 – Brian Sullivan
• District 3 – Stephanie Wright
• District 4 – Dave Gossett
• District 5 – Dave Somers
Donna Ambrose, Director, Snohomish County Economic Development Division
Wendy Becker, Economic and Cultural Development Officer, Snohomish County Economic Development Division
CONSULTANT TEAM
Erika Schmidt, APR, Frause – Project Manager
Brian Murphy, BERK & Associates
Ellen Southard, Site Story
Heidi Siegelbaum, Calyx Sustainable Tourism
Steve Gersman, Calyx Sustainable Tourism
Submitted by The Frause Team
CONTENTS
INTRODUCTION................................................................................................................................................... 1
Tourism Industry Snapshot ............................................................................................................................................ 1
Overnight Visitors and Day Trippers .............................................................................................................................. 1
Tourism is Economic Development ............................................................................................................................... 2
Highly‐Functioning Tourism System ............................................................................................................................. 2
Diverse Tourism Assets .................................................................................................................................................. 3
THE STRATEGIC APPROACH ................................................................................................................................. 4
Strategy At‐A‐Glance ..................................................................................................................................................... 4
Anchor and Sustaining Descriptions .............................................................................................................................. 5
Hidden Assets Identified ................................................................................................................................................ 5
Tourism Exploration Zones ............................................................................................................................................ 6
Tourism Exploration Zones At‐A‐Glance…………………………………………………………………………………………………………………..7
Overview of Goals and Strategies .................................................................................................................................. 8
Implementation ............................................................................................................................................................. 9
GOALS, STRATEGIES, AND TASKS ....................................................................................................................... 11
I. Stronger Tourism Brand and Marketing Strategy ........................................................................................... 11
II. Anchor Clusters and Anchor Attractions Focus with Strong Cross‐Promotional Efforts ................................. 16
III. Rich Network of Sustaining Clusters and Sustaining Assets ............................................................................ 22
IV. Stronger County Tourism Infrastructure ......................................................................................................... 25
V. Enhanced Organizational Capacity .................................................................................................................. 29
VI. Tourism Funding Resources Align with Strategic Goals .................................................................................. 33
APPENDICES
A Initial Findings
B Workshop/Focus Group and Other Feedback
C Tourism Market Analysis
D Tourism Funding Summary
E Asset Inventory Overview
F Hidden Assets: Inventory, Gaps, Opportunities, and Trends
Submitted by The Frause Team 1
INTRODUCTION
The Snohomish County Tourism Strategic 2010 Plan (Plan) is a roadmap to help move Snohomish County forward
over the next five years to harness its true tourism potential. The Frause team was tasked with developing a Plan
to guide tourism actions and investments by Snohomish County, the Snohomish County Tourism Bureau, and the
multitude of tourism partners/stakeholders across the County. The list of stakeholders includes tribes, cities and
towns, ports, as well as many user and affinity groups.
This Plan – and the related goals and strategies – is the result of the Frause team’s extensive conversation with
stakeholders and the Snohomish County leadership. The planning process used to develop this final document was
open and transparent, with stakeholders encouraged to provide their good ideas and frank input.
While no process can be perfect, two key elements of the Plan development process included garnering feedback
from a wide range of stakeholders and listening thoughtfully to the stakeholders. Another element was to ensure
that all Plan recommendations utilized the tourism assets that are already available in Snohomish County so as to
create a realistic and achievable Plan.
It is important to highlight that the Plan was developed during an economically challenging time, both for
Snohomish County and for stakeholders in the public, private, and non‐profit sectors. To help anticipate financial
and time commitments required in implementation, the Plan includes recommended phasing. Strategies in the
early years are intended to ensure a smooth transition towards the fulfillment of this newly focused tourism
strategy.
The factors outlined below are important in context to the Plan and its strategic direction. These factors include a
snapshot of the current Snohomish County tourism industry, prioritization of overnight visitors versus day trippers,
the role of tourism in economic development, the characteristics of a highly functioning tourism system, and the
value of diverse assets.
Tourism Industry Snapshot
As part of the Plan development process, the Frause team considered the current status of the tourism market in
the County. Available data indicates that Snohomish County has the third largest tourism market in Washington
State today. The County employed 14,545 workers in 20091 and attracted $911.6 million in visitor spending in
2008. Since the writing of the Strategic Plan for Tourism Development and Marketing in 2000, visitor spending in
Snohomish County has grown by 28%2. This growth was accomplished through a concerted effort by the County
and its many tourism partners. An assertion made in 2000 remains true today: “Tourism in Snohomish County
should continue to grow as an industry and has clearly not reached its tourism potential.” This Plan seeks to
continue the growth of the County’s tourism industry by building upon the current strengths as well as the many
investments made through the implementation of the previous tourism plan developed in 2000.
Overnight Visitors and Day Trippers
The Plan addresses both leisure visitors and business‐ and event‐based visitors who come from outside of the
County. Visitors may come from a nearby county or from another state or province in the Northwest. Or, they may
come from elsewhere in the United States or from another country. They may stay a few hours, a few days, or
1 Tourism employment estimates used in this document define the tourism industry according to standards established by the Prosperity
Partnership. Analysis done by Dean Runyan Associates uses a different definition of the industry and so reports somewhat different figures.
2 From $710.9 million (in 2009 dollars) in 2000 to $911.6 million in 2009.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 2
Appendix C presents
information about
Snohomish County’s
tourism industry,
including employment
(by sector), wages,
visitor spending,
lodging trends, and an
examination of which
tourism sectors are
growing or shrinking, as
well as those that are
relatively stronger or
weaker than national
and regional averages.
longer. While all of these visitors are valuable, there is an important economic difference between visitors who
stay overnight and “day trippers” who do not. According to 2009 data, an average travel party (not individual
travelers) that stays overnight in Washington spends an average of $716 per trip, while a party that does not stay
overnight contributes only $222 to the local economy3.
Because of this significant difference in the economic development value of overnight and day visitors, the
overarching focus of this Plan is to generate additional overnight stays, and to encourage overnight travelers to
stay longer, experience more, and come back to Snohomish County.
Much of the Plan focuses on cross‐promotion between experiences. It creates compelling, yet convenient, ways for
visitors to see more than the main attractions that inspired their visit. This focus of the Plan also serves to
strengthen attractions for regional day travelers visiting Snohomish County.
Tourism is Economic Development
This Plan builds on the idea that tourism is an important industry to Snohomish
County due to its role in supporting – and growing – the local economy.
The tourism industry represented approximately 6% of the County’s total
employment in 2009 and paid more than $335 million in total wages in 2008.
Tourism jobs are valuable because they provide employment opportunities for many
early in their careers. Some will advance up the career ladder in tourism, moving
from entry‐level service positions to higher‐paying jobs, while others will build on
the skills and experience they gain in the tourism sector to branch out into other
sectors.
By definition, tourism is about bringing outside visitors into an area and is an
important source of wealth creation. Tourism brings in dollars that would otherwise
never enter the local economy. In Snohomish County, visitors who spend money at
tourist attractions, restaurants, overnight accommodations, gas stations, and other
related suppliers of tourism‐related goods or services, bring new dollars to the area.
Many of these dollars get circulated within Snohomish County’s economy, leading to
additional jobs and income for residents.
Many tourism investments and attractions serve double‐duty. They work to attract and serve visitors, and they
contribute to the quality of life for Snohomish County residents. The tourism industry creates richer cultural and
artistic opportunities, more varied dining options, and a greater range of leisure and recreation activities for those
who call Snohomish County home. These investments not only improve quality of life, they also contribute to the
positive perception of Snohomish County, which helps create an attractive image for the area.
Highly‐Functioning Tourism System
The previous plan took important steps in strengthening Snohomish County’s tourism industry. Implementation of
the previous plan’s strategies guided investment in the Future of Flight, Everett Memorial Stadium, and the
Lynnwood Convention Center. It strengthened the roles of the Snohomish County Tourism Bureau and the Lodging
Tax Advisory Committee (LTAC), which oversees the administration of lodging tax funds. The strategies also
contributed to an understanding of the importance of the tourism industry and helped shape the many
collaborative efforts undertaken in the decade since plan adoption to strengthen the industry.
3 Dean Runyan Associates, Washington State Travel Impacts, 1991‐2009
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 3
Appendices A and B
summarize
stakeholder input and
Appendices E and F
summarize Snohomish
County’s tourism
assets in more detail.
The 2010 Plan builds on the successes of the previous plan, establishes strategies to build on the strengths of
Snohomish County and addresses its gaps and challenges. As a result of this multi‐tiered approach, Snohomish
County will continue to grow as a highly functioning tourism system. At the end of 2015, this tourism system
should include:
• strong assets that attract visitors to Snohomish County and encourage them to stay longer, explore more, and
return often;
• a brand and image that builds on County strengths in a genuine and powerful way;
• effective marketing and promotion efforts, including a network of cross‐promotions that include itineraries,
maps, promotions, and packages;
• strong supporting infrastructure and services, including overnight accommodations, restaurants, wayfinding,
and signage; and
• a collaborative and coordinated network of partners in the public, private, and non‐profit sectors working
together to strengthen the County’s tourism market for the benefit of all.
Diverse Tourism Assets
One of the foundational needs of the Plan development process was an analysis of
tourism assets in Snohomish County, as well as an assessment of stakeholder’s
opinions of these assets. This analysis required the Frause team to develop a full
understanding of the existing attractions, hidden assets, and potential visitor draws.
The Frause team determined that there is an abundance of diverse tourism assets in
Snohomish County, but not all stakeholders fully understand what is available or how
these assets could, or should, be promoted. Throughout the Plan feedback process,
stakeholders defined Snohomish County’s current tourism assets rather narrowly,
focusing on attractions similar to their own area of focus.
At the same time, tourism stakeholders, who were aware of the diversity of attractions, believed that promotion of
the list of tourism assets is limited. The Frause team contends that this lack of awareness and the limited
promotion creates an opportunity to build and highlight the abundant network of attractions.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 4
THE STRATEGIC APPROACH
Snohomish County has a diverse breadth and depth of tourism attractions and assets, ranging from urban to rural.
The long list of attractions and assets includes everything from active recreation and cultural enrichment to
shopping and leisure travel. The list also includes business‐ and event‐oriented travel.
The Plan builds on those many strengths in a focused and strategic way, targeting limited resources to make the
greatest impact. The foundational direction for the Plan is to focus visitor attention towards “anchor clusters”
and “anchor attractions,” while working to enhance – and extend ‐ the visitor experience through “sustaining
clusters” and “sustaining assets.”
This strategic approach begins with the creation of an overarching Snohomish County tourism brand and it focuses
promotional efforts around anchor clusters and anchor attractions. The inter‐related promotion of anchor and
sustaining clusters is aided by cooperative marketing, maps, packages, promotions, signage, and technology‐
guided tourism. To support this approach, the Plan outlines the need for an improved tourism infrastructure,
greater organizational capacity, and refined tourism funding. To maximize promotion and the natural travel
routines of travelers, the Plan divides Snohomish County into Tourism Exploration Zones that build on geography.
Strategy At‐A‐Glance
Snohomish County Tourism Brand and Marketing
• Create an overarching Snohomish County tourism brand
• Promote anchor clusters and anchor attractions
• Package anchor attractions and sustaining assets
Anchor
Clusters/Attractions
Sustaining
Clusters/Assets
• Aviation
• Business and Events‐based
Travel
• Tribal Gaming
• Outdoor Recreation
• Shopping
• Sports
• Cooperative marketing
• Packages
• Itineraries
• Cross‐cluster marketing
• Signage and wayfinding
• Technology‐guided tourism
• Arts, Culture and Heritage
• Food and Agriculture
• Indigenous Experiences
• Small Town Experiences
• Sustainable Tourism
• Tourism Infrastructure(including wayfinding, lodging and restaurants)
• Organizational capacity
• Tourism funding
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 5
Anchor and Sustaining Descriptions
Anchor clusters and anchor attractions were identified by the Frause team through stakeholder meetings,
surveys, workshops, and individual interviews. These survey techniques revealed those assets for which Snohomish
County is best known, as well as the most popular tourism draws. The Frause team defines anchor clusters and
anchor attractions as those that are intrinsically strong enough to attract large numbers of people from outside
Snohomish County and those that have built‐in marketing infrastructure programs.
The list of anchor clusters includes:
• Aviation
• Business and Events‐based Travel
• Tribal Gaming
• Outdoor Recreation (includes nature‐based tourism, adventure tourism, and active and leisurely adventures)
• Shopping
• Sports
Sustaining clusters and sustaining assets constitute a compelling fabric of additional places to visit, restaurants to
try, and experiences to sample. These clusters and assets are those activities that make Snohomish County such a
plentiful and vibrant place to live in as well as visit. The sustaining clusters and sustaining assets are the reasons to
stay longer, explore off‐the‐beaten path, and experience Snohomish County in a deeper way.
The County’s sustaining assets are perhaps even stronger than its anchor attractions, but they do not currently
have the drawing power to get someone to come to Snohomish County on their own. However, some of those
clusters and attractions designated as sustaining in this Plan may well evolve into future anchor attractions as they
draw more attention and as their marketing capacity grows. This would be a great success.
The list of sustaining clusters includes:
• Arts/Culture/Heritage
• Food and Agriculture
• Indigenous Experiences
• Small Town Experiences
• Sustainable Activities
Hidden Assets Identified
Hidden assets were the third category of tourism assets identified. Hidden assets are not as well known and are
more closely connected with community life than categorized as “tourism assets.” When visitors discover these
assets, they offer insights into the greater depth and richness of the host communities.
The Frause team’s hidden assets analysis is the result of a growing trend to identify those places, people, cultures,
and activities that one would consider authentic. When visitors explore new communities and places, they seek
experiences that are unique to the place they are visiting. The Frause team supports the idea that visitors look for
opportunities to meet “the locals,” discover history and culture, and uncover new experiences.
Through the hidden asset analysis, the Frause team identified a few hundred “new” assets. The analysis revealed a
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 6
number of cultural, natural resource, and sustainability events that would never surface through a conventional
tourism assessment. The integration of these hidden assets with the more significant attractions and assets has
many benefits. Beyond building respect for the communities where tourism occurs, these benefits include:
• Deepening and creating more authentic visitor experiences.
• Bridging business travel with leisure travel.
• Creating additional funding streams for tourism, such as Preserve America grants or Heritage Tourism funds.
• Improving the financial success of small towns and natural resource assets.
• Expanding the overall market for tourism by bringing in new visitors.
• Linking current and new residents to the history and culture of the area.
• Leveraging local residents as tourism ambassadors for visiting friends and relatives.
Tourism Exploration Zones
A core part of the fundamental strategy for the Plan is the development of Tourism Exploration Zones. These Zones
create promotions and packages from a diverse list of attractions and assets within a certain geographic area. The
creation of Zones help guide visitors to find out instantly what their travel options are relative to where they are in
Snohomish County – whether north, central, east or south.
The Frause team believes the Zones are necessary because of the vast size of Snohomish County and because the
creation of Zones makes it easier to develop promotions and package that don’t require extensive driving or travel.
The Zones would allow itineraries – rich with anchor attractions, sustaining clusters, and hidden assets – to be
easily developed. These itineraries would allow people to experience more of the area with the least amount of
effort. Itineraries could also be developed that include multiple Zones. This idea is not intended to exclude or
create division between cities or communities. Instead, the Zones would aid visitors in getting more out of their
trip.
The Zones idea is based on a movement that started with the Access Travel Guides. These guides to cities
revolutionized travel books because they promote assets based on geography. This approach reverses the
unfortunate tendency to group hotels in one list, restaurants in another, and museums in a third. Categorical asset
lists are not practical to the visitor who has some extra time and is interested in extending their visit. What visitors
want to know is what they can do, where they can eat, and even where they can stay close to where they are at
the moment. Categorical lists are a handy reference tool but are not as effective in planning an itinerary or giving
guidance in the moment. Zones could also become an effective tool for drawing visitors into parts of the
Snohomish County that they might not otherwise visit. The Frause team advocates that all Snohomish County
stakeholders from each Zone join in the package and promotion development effort.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 7
Tourism Exploration Zones At‐A‐Glance
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 8
Overview of Goals and Strategies
I. Stronger Tourism Brand and Marketing Strategy
1. Repackage the County’s brand into an accessible adventure destination.
2. Develop strong cross‐promotional marketing to encourage visitors to experience anchor clusters, anchor
attractions, sustaining clusters, and sustaining assets.
3. Develop the capacity to better promote hidden assets.
4. Have fun and engage people in surprising ways.
II. Anchor Clusters and Anchor Attractions Focus with Strong Cross‐Promotional Efforts
5. Expand the convention and meeting booking function of the Snohomish County Tourism Bureau.
6. Strengthen the aviation cluster and knit it to the broader network of tourism assets.
7. Build on the County’s strengths in tribal gaming.
8. Leverage the County’s considerable outdoor recreation assets.
9. Promote and support the County’s diverse shopping options.
10. Continue to build the County’s organized sports market.
11. Promote adventure‐focused day trip itineraries, maps, packages, and promotions.
12. Promote all itineraries, maps, packages, and promotions within target audience communities.
III. Rich Network of Sustaining Clusters and Sustaining Assets
13. Take a collaborative approach to strengthening the County’s sustaining tourism clusters.
14. Identify sustainable tourism opportunities.
IV. Stronger County Tourism Infrastructure
15. Improve the tourism information delivery system.
16. Update the approach to putting information in visitors’ hands.
17. Improve wayfinding and support the serendipity of discovery.
18. Improve public transportation options to enhance access to tourism assets.
19. Support the broadening of the County’s range of overnight options.
V. Enhanced Organizational Capacity
20. Strengthen the County’s ability to coordinate tourism efforts and implement the Plan.
21. Use data to strengthen tourism promotion and development efforts.
22. Broaden and enrich the conversation between the County and stakeholders.
23. Build stronger partnerships with the tribes and encourage indigenous tourism experiences.
24. Support professional development for the County’s tourism workforce.
VI. Tourism Funding Resources Align with Strategic Goals
25. Leverage the lodging tax effectively to advance tourism strategies.
26. Support the emerging Tourism Promotion Area.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 9
Appendix C
summarizes the
funding streams
available to support
tourism promotion in
Snohomish County.
Implementation
This Plan establishes what Snohomish County and its tourism partners should tackle to expand countywide tourism
between 2011 and 2015. The strategic approach is articulated as a general philosophy and is built out into six goals
and 25 supporting strategies. Implementation is outlined to a degree, but more work is necessary to bridge
strategy and implementation. That work will be accomplished by the Snohomish County Economic Development
Division, acting as the primary steward of this Plan, in collaboration with the Snohomish County Tourism Bureau.
Other partners and stakeholders should be involved as well. This added element of collaboration is important
because a collective effort is required for success and because implementation will require the use of shared
resources.
Additional support. The Plan identifies the need to strengthen the ability of Snohomish County and the Snohomish
County Tourism Bureau to implement the ambitious goals and strategies. The addition of a new, full‐time tourism
position is recommended within the Snohomish County Economic Development Division. The accomplishment of
many strategies throughout this document will rely on this additional resource. It is not possible to implement
this Plan without an additional staff person within the Snohomish County Economic Development Division.
In addition to this staff position at the County, the resources of the Snohomish County Tourism Bureau must be
aligned with the philosophy, goals, and strategies contained in this Plan. An additional assessment effort is needed
to evaluate the Snohomish County Tourism Bureau’s current work plan and to make the adjustments necessary to
focus the organization on this Plan. This assessment should evaluate whether the Bureau’s role as described in this
Plan can be accomplished with existing staff resources or if additional staffing is needed. Some translation will be
required as some items from this Plan are already incorporated into the Snohomish County Tourism Bureau’s
annual work plan. Additional specificity may be needed, and – as with other items on its work plan – they should
be incorporated to make the Bureau’s responsibilities clear and its performance easily evaluated.
Leads and partners. This Plan identifies leads and primary partners responsible for advancing each strategy. Rather
than assign responsibilities to parties who have not been part of the planning process, this Plan recommends some
potential partners. It is important to note that the designated lead is not always the primary agency or
organization that will work to accomplish a strategy. In such cases, the lead would be responsible for advancing the
cause and cultivating the support of other partners needed to successfully implement this Plan.
Funding resources. This Plan contains basic estimates of the resources that will be
required for implementation, including both funding needs and staff resources. These
are preliminary estimates. The implementation planning will require a more detailed
assessment of both costs and potential funding sources. The Frause team anticipates
that the Snohomish County Lodging Tax “Large Fund” will be the primary funding
source for most of the investments recommended in this Plan, with funding approval
required by the LTAC.
The Large Fund has traditionally been a source of funds for investment in capital
projects that attract tourists to Snohomish County. The County has been well‐served by these strategic
investments and now has a much stronger asset base with which to attract and satisfy visitors. It is only
appropriate that Large Fund revenues now be directed to the County’s current needs: developing and promoting a
County brand; engaging in cross‐promotional marketing that encourage visitors to visit the County’s anchor
attractions (including many Large Fund‐supported attractions) and to deepen their exploration through sustaining
assets; and augmenting the infrastructure required to move the visitors around, such as signage, wayfinding, and
attractive gateways.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 10
Measuring success. It is critical that implementation of this Plan include ongoing monitoring and communication of
progress. As an aggregate measure, Dean Runyan’s calculation of total tourism spending provides an externally
generated statistic to track. The 2000 plan set the goal of $1 billion in annual spending by 2010. The County
reached just over $900 million in 2008, after growing by an annual average growth rate of 3% from 2000 to 2008.
This measure is a useful one to track, but subject to too many variables to serve as a single measure of success for
the County’s tourism promotion efforts. As this overall strategic approach is adopted and an implementation plan
is developed, appropriate performance measures should also be adopted. The use of output measures can be an
efficient way to ensure that the desired level of effort is being made.
Recommended performance measurements for this Plan include increases in the following categories:
• overnight stays
• meetings and events
• unique website visitors
• downloaded materials
• cross‐promotional results
• involved stakeholders
The final work plan developed by Snohomish County Economic Development Division, in cooperation with the
Snohomish County Tourism Bureau, should determine the numeric metrics attached to these categories. The need
to increase the availability of data to evaluate these areas of interest is addressed in the Plan.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 11
GOALS, STRATEGIES, AND TASKS
I. Stronger Tourism Brand and Marketing Strategy
1. Repackage the Snohomish County brand into an accessible adventure destination.
Rationale. In the competitive tourism world, location branding can make or break a destination. In the case of
Snohomish County, the current brand image does not match the brand identity, or what Snohomish County
actually is able to provide in terms of tourism offerings. Currently, the existing brand tries to be everything to
everyone, which is not a wise strategy. As a result, Snohomish County is not identifiable as a leisure or
business traveler destination.
Approach. Create a tighter and more identifiable brand that reflects the County’s anchor attractions with a
blend of sustaining and hidden assets. Consider the concept of accessible adventure. Accessible adventure is a
common thread that runs through everything the County has to offer as a tourist destination. For example,
Snohomish County offers a wide range of adventures to experience. The wide range of adventures includes
some that are more active and strenuous, such as rock climbing, diving, and challenging treks, and others that
are more relaxed, such as kayaking, hiking, shopping, or exploring a small town. Within these experiences,
there are adventures that inspire discovery, such as cooking classes, museums, and the theater. These
adventures are not impossible, but are instead accessible. They are also exciting and rewarding enough to
motivate visitors to come back and further explore the many adventures within the County. When considering
adventure, care should be taken to understand that adventures in Snohomish County range from the
strenuous to the more sedate. It is important to not discourage the non‐athletic person from visiting.
Accessible adventure is a theme that could turn into a solid brand identity for the County.
Tasks.
i. Launch a multi‐year brand initiative with an eye to an accessible adventure theme. Use a collaborative
branding initiative to update the County’s brand so that it focuses in on genuine strengths and represents
the real diversity of the County. This initiative would include a review of current data, qualitative research
work, and quantitative research, as well as a creative development process. A core component of the
branding initiative would be a stakeholder input process that would invite comments and input. Within
the collaborative branding initiative, messaging would be developed to promote the anchor clusters and
anchor attractions based on branding data analysis. With the messaging and the creative options
developed, focus groups would be conducted to garner input on the creative concepts and messaging.
With this information in hand, final creative would be selected and finalized for use in marketing
materials.
Lead Snohomish County Tourism Bureau with oversight from Snohomish County Economic
Development Division
Timeline 2011 Collaborative Branding Initiative
2012 Branding Implementation
2013 Partner Cooperative Marketing Design Implementation
2014 Partner Cooperative Marketing Design Implementation
2015 Partner Cooperative Marketing Design Implementation
Resources Staff resources, plus expenses of $150,000 in 2011 and $25,000 in subsequent years
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 12
2. Develop strong cross‐promotional marketing to encourage visitors to experience anchor clusters, anchor
attractions, sustaining clusters, and sustaining assets.
Rationale. With limited resources and a large pool of assets, it makes great sense to find ways to link larger
anchor attractions with sustaining assets through cross‐promotional marketing efforts. This is particularly true
for a community such as Snohomish County, which faces strong competition for visitors’ attention from
Seattle, Vancouver, and other nearby attractions. The County’s anchor attractions will draw visitors to
Snohomish County, and effective cross‐promotions will keep them there and diversify their experiences.
Approach. Find innovative ways to organize and promote attractions and assets. Use cross‐promotion to
enliven and extend the visitor experience as well as facilitate cross‐sector collaboration and help industries
think beyond their own cluster.
Tasks.
i. Establish clear points of contact. Make it easy for stakeholders to know who to contact at Snohomish
County and at the Snohomish County Tourism Bureau regarding promotion. Municipalities in each
Tourism Exploration Zone should assign a point of contact to work with the Snohomish County Tourism
Bureau to help bolster partnerships and ensure the effectiveness of cross promotional efforts.
Lead Snohomish County Economic Development Division with support from the Snohomish
County Tourism Bureau
Timeline 2011
Resources Staff resources
ii. Share information between stakeholders. Create an online directory of tourism stakeholders to support
the easy sharing of information and referrals.
Lead Snohomish County Tourism Bureau
Timeline 2011
Resources Staff resources, plus $500 a year in expenses
iii. Familiarize tourism stakeholders with attractions and assets. Help staff of hotels, restaurants, and other
services understand area attractions and assets. Consider simple ways to educate tourism stakeholders,
such as:
• organize regular familiarization tours;
• schedule regular networking events;
• facilitate attraction or asset tickets discounts;
• conduct online quizzes;
• facilitate stakeholder roundtables; and
• develop presentations for different groups.
Lead Snohomish County Tourism Bureau
Timeline Ongoing
Resources Staff resources, plus in‐kind expenses from stakeholders
iv. Develop a system of itineraries, maps, promotions, and packages that promote the diverse variety of
assets. Create a systematic approach to developing inspiring itineraries, maps, promotions, and packages
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 13
that can be implemented throughout the entire tourism promotion process. Develop branded templates
for itineraries, maps, promotions, and packages, and then develop an internal system that encourages
stakeholders to submit ideas. NOTE: The look and feel of the designed template would match the branding
redesign. The itineraries, maps, promotions, and packages would intertwine the GIS and smartphone
applications.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus $50,000 in expenses
v. Work with tour operators to expand existing tours. This can include arranging for visitors to experience
sustaining clusters and assets in addition to anchor clusters and anchor attractions. Examples include:
• combining waterfront dining and a downtown Everett walking tour with the Boeing Tour;
• adding a small town shopping experience to a local convention; and
• supplementing an Imagine Children’s Museum package with an indigenous experience.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources
vi. Organize the Tourism Exploration Zones and outline Zone cross‐promotions. Beyond filling out the
details of the Tourism Exploration Zones, this task aims to develop itineraries, maps, packages, and
promotions to leverage all assets and encourages visitors to spend more time within a Zone.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus $20,000 in expenses
3. Develop the capacity to better promote hidden assets.
Rationale. Given the County's considerable hidden assets, more work should be done to define and promote
these draws, as well as fully integrate them into the County’s tourism network.
Tasks.
i. Host Zone branding workshops. Develop annual workshops for each Zone so that tourism stakeholders –
especially those who represent hidden assets – can come together to identify itineraries, maps, packages,
and promotions that facilitate cross‐marketing. Post outcomes of each Zone workshop in a final report.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus $20,000 a year in expenses ($5,000 per Zone)
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 14
4. Have fun and engage people in surprising ways.
Rationale. Developing creative ways to make people stop, ponder, and get excited about an adventure is the
best way to encourage their involvement. By highlighting accessible adventures in creative ways, the
Snohomish County brand can come alive.
Approach. Develop a cadre of ambassadors dressed in place‐based costume who can promote the adventure
brand in the community. Locate the ambassadors strategically, yet out of place: a fisherman with hip waders
on a main street, a chef on the Skykomish River’s banks, an aviator on a hiking trail or a ferry, a giant fish in a
Visitor Information Center or at SeaTac airport, or a kiteboarder at an art museum. Supply ambassador
volunteers with mobile technologies to access maps, trails, and other business information on the Snohomish
County Tourism Bureau website. Utilize volunteers to conduct intercept interviews to assess what draws
visitors and to determine their needs.
Tasks
i. Implement a pilot program around the ambassador idea. This program would utilize staff and
volunteers, and would draw on creative sources such as work‐study and performing arts programs.
Lead Snohomish County Tourism Bureau
Timeline 2013
Resources Staff resources, plus $35,000 in expenses
ii. Sponsor “Art in Nature” and “Nature in Art” installations and events. Work with Boeing and other
aviation asset managers to facilitate and frame cross‐promotion of nature and art offerings in the County
with aviation.
Lead Snohomish County Economic Development Division
Timeline 2013
Resources Staff resources
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 15
Sample Itineraries
Clusters
Potential Activities
Anchor Clusters
Aviation Exhibits/events that feature local history, industry,
and innovation.
Tribal Gaming Gaming attractions matched with related
sustaining assets, such as the Naval Station in
Everett and the Port of Everett Marina.
Outdoor Recreation County’s Top 10, such as hiking trails, secret fishing
spots, climbing locations, camping experiences and
shoreline recreation.
Shopping Major shopping destinations matched with small
town shopping experiences.
Sports Sporting events matched with outdoor recreation
and local food.
Sustaining Clusters
Arts/Culture/Heritage Art gallery or art studio tours matched with
maritime heritage tour or youth engagement art
experiences and events at the Evergreen
Fairgrounds.
Food and Agriculture
On‐farm visits with shopping tours at farmers
markets, fishing lessons, edible garden
development, and cooking classes.
Culinary, farm, and wine/distilled spirit assets in an
integrated food tour that incorporates elements of
salmon habitat protection and farm communities.
Indigenous Experiences Salmon trails linking places where salmon spawn
to Native American sites to Salmon‐Safe farms.
Indigenous peoples experiences with the Sauk‐
Suiattle, Stillaguamish, and Tulalip tribes.
Small Town Experiences Snohomish city tour combined with aviation tour.
Sustainable Tourism Electric car tour of the Scenic Highway Loop
Forest Stewardship Council Forest Tour in timber
dependent communities.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 16
II. Anchor Clusters and Anchor Attraction Focus with Strong Cross‐Promotional Efforts
5. Expand the convention and meeting booking function of the Snohomish County Tourism Bureau.
Rationale. Business travelers are a significant portion of Snohomish County tourism now, and they represent a
large potential market opportunity. Visitors attending multiple‐day events are very likely to overnight in
Snohomish County and may be encouraged to broaden and extend their stay, providing additional business to
the County’s many tourism assets and services.
Approach. If market feasibility studies are positive, provide centralized sales and marketing support through
an expanded convention bureau function. Focus on realistic niches given the attributes of the County’s
facilities, such as the “SMERF” (Social, Military, Educational, Religious, and Fraternal) market.
Tasks.
i. Develop a business plan that addresses the meeting and event services of the Snohomish County
Tourism Bureau. Conduct a business planning process around the idea of expanding the promotion and
booking of meetings and events at participating Snohomish County meeting facilities. Determine the
services to be provided, the related staffing requirements, and service funding (funding by the County
and/or participating meeting facilities) required. One important service could be to work with meeting
and event planners to extend meetings by one day, thus improving access to sustaining assets.
Lead Snohomish County Economic Development Division
Partners Snohomish County Tourism Bureau, convention and meeting facility leaders
Timeline 2011
Resources Staff resources, plus $30,000 in expenses
ii. Support efforts by local communities and facilities to address infrastructure gaps. Snohomish County’s
current meeting facilities require additional infrastructure to help them be successful. A task force of
County, city, public facilities district, and tribal partners should be formed to address these challenges,
including: siting appropriate lodging venues, building transportation linkages among convention facilities,
and improving lodging facilities. The task force should also discuss enhancing the gateway appeal of the
area around the facility and roads leading to the area.
Lead Snohomish County Economic Development Division
Partners Affected tribes, cities, and public facilities districts
Timeline 2012 and then ongoing
Resources Additional County staffing resources
iii. Facilitate the provision of better services provided by existing hotels. Work with the hotels that support
Snohomish County’s meeting facilities to provide a greater level of services, such as concierge services,
lobby events, art installations, special gifts, or special transportation offerings.
Lead Snohomish County Tourism Bureau
Partners Snohomish County Lodging Association, hotel owners and managers
Timeline 2011 and then ongoing
Resources Staff resources
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 17
6. Strengthen the aviation cluster and knit it to the broader network of tourism assets.
Rationale. The Boeing brand is the number one anchor attraction that draws people from outside the area.
The additional aviation attractions are a natural support of the Boeing Tour and can easily be enhanced and
expanded based on the comments and interest of the aviation attraction owners. The marketing power and
existing collaboration within the attractions make the cluster an obvious tourist priority that can ultimately
help guide tourists to sustaining assets. There is great potential within this anchor cluster.
Approach. Work with stakeholders to develop a more cohesive aviation cluster in order to attract more
tourists to the area, and then package the cluster with sustaining assets to drive tourists deeper into the
County.
Tasks.
i. Facilitate the development of a stronger and better coordinated aviation cluster. Develop an Aerospace
and Aviation Tourism Destination Action Plan to include aviation attractions at Paine Field and elsewhere
in the County. Stakeholders from aviation and aerospace attractions should help drive and participate in
the process. The Plan should include the following ideas to link aviation visitors with other tourism
opportunities in the County: proposed passport program, cooperative marketing program, coordinated
events, and strong cross‐promotional marketing strategies.
Lead Snohomish County Economic Development Division
Partners Aviation cluster participants
Timeline Ongoing
Resources Additional County staffing resources, plus $25,000 in expenses
ii. Support the continued strengthening of the Future of Flight Aviation Center. Encourage the Center to
develop a comprehensive business planning document that better defines the organization’s purpose and
identifies realistic financial and marketing goals, as well as establishes a tactical implementation plan for
achieving those goals. The business plan should include the following:
• Purpose, goals, objectives and target audiences
• Meeting and events approach
• Sales and marketing goals
• Additional revenue opportunities
• Exhibit enhancements
Lead Snohomish County Economic Development Division
Partners Future of Flight Aviation Center
Timeline Ongoing
Resources Additional County staffing resources, plus $50,000 in expenses
iii. Encourage tour operators and individuals visiting the aviation cluster to take in more of Snohomish
County. Consider placing a full Snohomish County Tourism Bureau‐sponsored Visitor Information Center
within the Future of Flight Aviation Center. Also create promotions and packages that encourage tour
operators and visitors to support local restaurants, hotels, and related and unrelated assets such as hiking
or kayaking.
Lead Snohomish County Tourism Bureau
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 18
Refer to Appendix F
for outdoor
adventure and
recreation
recommendations.
Partners Future of Flight and aviation cluster stakeholders
Timeline Ongoing
Resources Staff resources, plus $50,000 in expenses
7. Build on the County’s strengths in tribal gaming.
Rationale. Tribal gaming is one of the County’s strongest anchor attractions. This strength should be seen as a
core aspect to the County’s tourism assets and efforts should be taken to encourage gaming visitors to sample
other attractions and assets.
Approach. While the County’s tribal gaming assets are owned and operated by tribal and private enterprises,
the County can assist in promoting a positive image for the industry and developing gaming‐oriented
itineraries that connect gaming visitors to other assets and attractions.
Tasks.
i. Link tribal casino visitors with other tourism attractions in the County. Work with the tribal casinos and
other gaming establishments to ensure casino visitors are aware of other attractions in the area, enriching
their stay and encouraging future visits. Thread tribal gaming opportunities throughout itineraries, maps,
packages, and promotions.
Lead Snohomish County Tourism Bureau
Partners Tribes
Timeline 2012
Resources Staff resources
8. Leverage the County’s considerable outdoor recreation assets.
Rationale. The beauty and abundance of outdoor recreation assets in Snohomish
County present a tremendous opportunity. The extensive list of opportunities to
enjoy the outdoors makes it hard for other jurisdictions to compete. The County
can harness these opportunities by packaging the outdoor assets in a way that
makes it easy for people to put their adventure together.
Approach. Make existing outdoor assets and activities more accessible to visitors
and encourage stakeholders to make longer‐term investments in new outdoor
recreation attractions.
Tasks.
i. Generate maps that highlight outdoor assets. Work with communities to populate map templates with
information about their local outdoor assets. Local communities may partner with walking clubs, public
health, and affiliated non‐profit organizations to include public transportation routes, bicycle routes, skate
parks, and water trails in attractive maps highlighting these attractions.
Lead Snohomish County Tourism Bureau
Partners Local communities and related stakeholder groups
Timeline 2012‐2013
Resources Staff resources
ii. Develop a series of itineraries that feature small town outdoor adventures. Work with community
groups, affinity groups and other stakeholders to develop geographic‐, time‐, and interest‐based
itineraries for three hour, half day, full day, and multiple day stays in and around communities and small
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 19
towns, and focus those itineraries on outdoor activities. Pay particular attention to small towns that have
been historically underrepresented in tourism marketing such as Sky Valley, Mountain Loop Highway
towns, and Western Snohomish County farm country. Use the itineraries template to create final
documents to post online.
Lead Snohomish County Tourism Bureau
Partners Outdoor recreation stakeholders
Timeline 2013
Resources Staff resources
iii. Develop wildlife viewing itineraries. Coordinate itineraries that feature wildlife viewing areas
encompassed by the Snohomish River Estuary, Edmonds Marsh, Port Susan Bay, and other areas
identified on the Cascade Loop Birding Trail (Audubon Washington). Work with equipment providers,
naturalist guides, smaller bus companies, and food/farming assets to create a full set of wildlife viewing
experiences. Use the itineraries template to create final documents to post online.
Lead Snohomish County Tourism Bureau
Partners Local communities and stakeholder groups
Timeline 2013
Resources Staff resources
iv. Develop water activity adventure itineraries. Work with stakeholders to develop extensive itineraries
that include stream, river, lake, and Puget Sound water activities. Include clustered links for equipment,
tide tables, fishing reports, places to eat, accommodations, camp grounds, and Meet Up® groups. Work
with the Washington Water Trails Association to help identify campgrounds for sea kayakers. Use the
itineraries template to create final documents to post online.
Lead Snohomish County Economic Development Division
Partners Washington Water Trails Association and other stakeholders
Timeline 2015
Resources Staff resources
v. Post outdoor activity‐related links on the Snohomish County Tourism Bureau website. Include links to
local cycling, scuba diving, skiing, snowmobiling, and water sports businesses, as well as links to corollary
services such as equipment, chat rooms, tide tables, information resources, and community‐based clubs.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources (expenses covered under website budget)
vi. Develop more biking options. Work with the railroads to outline potential new bike trails along SR‐530
and upland mountain bike trails near Darrington.
Lead Snohomish County Economic Development Division
Partners Local communities and stakeholder groups
Timeline 2013
Resources Additional County staffing resources
vii. Address user conflicts and access issues. Work with user groups, the Washington State Department of
Natural Resources, conflict resolution experts, and biologists to discuss and resolve user conflict and
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 20
access issues around off‐road vehicle trails, potential mountain biking, hunting, and associated issues of
salmon and trout health, watershed vitality, hiker safety, and the cost of river cleanups. This will help to
identify and inventory off‐road vehicle and river access points while providing better contextual
information for all types of land users.
Lead Snohomish County Economic Development Division
Partners Local communities and stakeholder groups
Timeline 2014
Resources Additional County staffing resources
9. Promote and support the County’s diverse shopping options.
Rationale. Shopping is a cornerstone activity in Snohomish County. The County features both large‐scale
shopping opportunities, such as Alderwood Mall and the Seattle Premium Outlets, as well as small town
shopping experiences. Shopping easily leads to other activities, such as dining out, and, in the case of Canadian
shoppers, contributes substantially to the County’s overnight stays. The Snohomish County shopping options
also include locally‐owned boutiques, local product sellers, and niche category stores, such as furniture, and
outdoor adventure gear. These diverse shopping experiences will keep people coming back to Snohomish
County time and time again.
Approach. Build on the County’s large draws and small town shopping experiences. Market the opportunities
to Canadian and Seattle/King County populations in particular.
Tasks.
i. Develop a suite of shopping itineraries. Create easy‐to‐access shopping trip ideas that can be done in
different time blocks, from 3 hours to a full day, half day or multiple days. Develop different itineraries for
different types of experiences. Use the itineraries template to create final documents to post online.
Lead Snohomish County Tourism Bureau
Partners Retailers
Timeline 2012
Resources Staff resources
ii. Develop an annual shopping adventure promotion. Using the itineraries idea, create an adventure‐
themed promotion that is supported through online advertising, such as Facebook and radio ads. Drive all
visitors to the Snohomish County Tourism Bureau website.
Lead Snohomish County Tourism Bureau
Timeline 2012 ‐ 2015
Resources $50,000 annually
10. Continue to build the County’s organized sporting events market.
Rationale. Tournament participants and their families present a large market opportunity for Snohomish
County, with the potential to generate substantially more overnight stays and support for local restaurants
and businesses. Efforts should also be taken to encourage these visitors to explore other Snohomish County
attractions and experiences.
Approach. Strategies for growing the County’s organized sports market include initially promoting the value of
these events to local communities. Cities that host tournaments may incur direct costs in terms of staff time
and other resources needed to prepare, light, and clean fields. Tournaments also reduce the availability of
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 21
fields for use by local residents. These costs, however, may be more than offset by tax revenues generated
and support for local businesses. Building on these awareness‐raising efforts, the recommended approach is
to support the work of the Snohomish County Sports Commission and sports infrastructure.
Tasks.
i. Support the Snohomish County Sports Commission concept. Coordinate efforts to fully fund and staff
the Snohomish County Sports Commission.
Lead Snohomish County Tourism Bureau
Timeline 2011
Resources Staff resources, plus potential funding could come from the Tourism Promotion Area
ii. Build support for the organized sports market. Create and circulate up‐to‐date materials promoting the
value of sports‐based visitors and encourage cities to treat field and management costs as investments.
As part of this effort, summarize existing research or conduct primary research on the economic impacts
of organized sports events. Advocate and facilitate the addition of sports venues to accommodate
amateur athletics and actively work with sports venues and local event organizers to increase sports‐
related business in Snohomish County. Identify potential partners such as the tribes who have an interest
in creating and promoting extreme sports on their lands.
Lead Snohomish County Sports Commission
Timeline 2011
Resources Staff resources, plus any potential funding from the Tourism Promotion Area
iii. Enhance the sports facility guide and promotional materials. Using the new branding for Snohomish
County, update the sports facility guide and related materials to promote the organized sports market in
the area.
Lead Snohomish County Sports Commission
Timeline 2012
Resources Staff resources, plus any potential funding from the Tourism Promotion Area
11. Promote adventure‐focused day trip itineraries, maps, packages, and promotions.
Rationale. Visitors come to communities near Snohomish County, such as Seattle and Bellevue, and are often
seeking unique Northwest experiences to augment their visits. While these surrounding communities have
many assets of their own, the adventure assets in Snohomish County are unparalleled.
Approach. Promote that visitors to Seattle and Bellevue can maximize their visit to Washington by taking a
side “adventure” trip up to Snohomish County.
Tasks.
i. Develop an advertising campaign focused on adventure day trips. Buy advertising space in Where
magazine and in local publications that serve surrounding communities such as Bellevue, Seattle and
Tacoma, as well as Skagit County. Also include a buy in the hard copy Where Guestbook, which is provided
in thousands of hotel rooms throughout the area. Skip advertising in publications (online or print) that do
not directly reach visitors who are already in these communities when they are planning their add‐on
travel arrangements.
Lead Snohomish County Tourism Bureau
Timeline 2011‐2012
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 22
Resources Staff resources, plus $50,000 in expenses annually
12. Promote all itineraries, maps, packages, and promotions within target audience communities.
Rationale. Spreading the word through the external promotion of tourism offerings in Snohomish Counties is a
good way to drive traffic to the Snohomish County Tourism Bureau website. Currently, the Snohomish County
Tourism Bureau already implements a media relations effort and works with journalists. Targeting the
distribution of itineraries, maps, packages, and promotions to those journalists will expand the marketing
opportunities for attractions and assets.
Approach. Generate an ongoing media relations effort that takes advantage of new itineraries, packages and
promotions. Always include the Snohomish County Tourism Bureau website information in the materials.
Tasks.
i. Conduct a press release, pitch, and media relations effort. Modify the existing Snohomish County
Tourism Bureau media relations effort to a monthly, rotating effort focused around the itineraries, maps,
packages, and promotions available within the County.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources
III. Rich Network of Sustaining Clusters and Sustaining Assets
13. Take a collaborative approach to strengthening the County’s sustaining tourism clusters.
Rationale. In addition to the anchor clusters and attractions discussed above, Snohomish County is home to a
rich array of smaller tourism assets. It is this network of experiences that encourage visitors to stay longer to
explore related and nearby points of interest. Currently, the existing sustaining assets require more
infrastructure development to enhance the tourism promotion efforts.
Approach. Bring together the sustaining tourism clusters to work collaboratively towards improvement. For
the improvement of many of the clusters, it would be more efficient to let non‐profits, interest groups, and
local jurisdictions take the lead on the infrastructure development since these groups have the greatest
insights, experience, and energy. Then, Snohomish County can work with the groups to promote the
outcomes.
Tasks.
i. Convene a heritage and cultural tourism summit. Bring together heritage and cultural tourism leaders to
discuss their hidden assets and determine whether or not a full cultural audit for heritage and cultural
assets should be conducted. Help plan and deliver workshops for cities and small towns to discuss the
planning tools available through the National Trust for Historic Preservation and the National Trust’s Main
Street Program.
Lead Snohomish County Economic Development Division
Timeline 2013
Resources Additional County staffing resources, plus $5,000 in expenses
ii. Work with arts, culture, and heritage partners to develop and promote cluster activities. Potential ideas
include the following:
• Use established venues, such as the Arts Council of Snohomish County, to feature the work of local
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 23
artists, including tribal artists.
• Develop the capacity to promote local artists that are not associated with a museum, gallery, or fixed
space. Use existing organizations to promote opportunities for members to exhibit their work or
provide suggestions on how to make their art available to visitors and Snohomish County residents.
Feature local art, music, photography, and dance in available hotel space that is underutilized.
• Create weekly Art Studio tours with a special “All Artists Studio Tour” event once a year. Start with
just a few hours on a Saturday and grow as possible, linking art with culinary attractions along the
tour route. Consider featuring a different artist or performing arts studio somewhere in the County as
a place to visit each week.
• Create an inventory of local musicians, from Snohomish, Island, King, and Skagit counties, who can be
featured as part of the local Snohomish County brand to help incubate local musical talent.
• Map and categorize festivals and work with partners to develop cross‐marketing collateral and
websites that encourage attendees to consider festivals from other Snohomish County areas.
• Strengthen the institutional potential of area museums as the primary opportunities to view County‐
wide collections of artifacts.
• Promote community history more effectively through the County's website, with connections to the
websites of History Link and the Washington State Department of Archeology and Historic
Preservation.
Lead Snohomish County Economic Development Division with support from the Snohomish
County Tourism Bureau
Timeline 2013
Resources Additional County staffing resources
iii. Develop a historic sites partnership. Work with the National Trust Main Street Travel and Historic Sites
Program for Main Street communities in Snohomish County to help leverage funding for tourism,
including the Preserve America funding mechanism.
Lead Snohomish County Economic Development Division Historic Preservation Officer
Timeline 2013
Resources Staff resources, plus $30,000 in expenses
iv. Help grow and promote the emerging food and agriculture cluster. Activities to grow and promote the
cluster could include:
• Establish an anchor attraction in the food and agriculture cluster.
• Bolster and promote the emerging wine and distillery cluster; link culinary, farm, and wine/distilled
spirit assets into an integrated food tour.
• Capitalize on the interest generated by culinary classes to link farms, salmon habitat protection, and
farm communities with visitors.
• Work with local micro‐enterprise organizations or joint ventures to develop new restaurants that
feature Snohomish County agricultural and seafood products.
• Develop culinary programs that specialize in seafood, including river and lake fish. The most existing
culinary schools are located in south Snohomish County, but none specialize in seafood or link local
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 24
fish with cooking.
• Support the development of value‐added artisan shops, specialty stores, and classes. There appears
to be an absence of value‐added food stores outside of a few high‐quality butchers, cheese shops,
and farm stands.
• Create a “flavor of place” brand for Snohomish County farms and farm experiences to support and
grow market share; a strong regional example is “Whidbey Island Grown” that was funded by a
combination of agencies and grants.
• Develop a cross‐market Community Supported Agriculture product line that brands Snohomish
County meats, fish, crops, libations, and baskets for local and regional use.
• Establish outdoor cooking schools and barbeque schools in the eastern part of the County, including
food dehydration classes for backpackers and long distance kayakers.
• Help farms develop enhanced visits that include classes and demonstrations, hands‐on garden plots,
city chicken care, cheese making, animal care, and farm‐based inns and B&Bs.
• Include the expanded Western Heritage Museum at the Evergreen State Fairgrounds as a hub and
exhibition center for agritourism in the County.
• Pair existing equestrian ranch stays with a focus on western cooking and outdoor fire cooking.
• Create wine, brewery, distillery, and food pairing classes.
Lead Snohomish County Economic Development Division Agriculture Coordinator in
cooperation with sustaining asset stakeholders and with the support of the Snohomish
County Tourism Bureau
Timeline Dependent on stakeholder capacity; County should participate beginning in 2012
Resources Staff resources
v. Work with local tribes to strengthen the indigenous experiences cluster.
See strategy 23.
vi. Collaborate with rural communities to enhance small town experiences. Work with the towns to address
gateway presence (plants, flowers, and litter removal) and provide training on biophilic design. Create a
page on the Snohomish County Tourism Bureau website describing Snohomish County’s small towns and
providing links for all theme areas, such as outdoor recreation or food. Ensure each geographic cluster of
towns has a compelling name, such as Sky Valley. Develop small town asset inventories that communities
can do themselves to reenergize their efforts. Work with environmental organizations such as the
Northwest Natural Resource Group, the Forest Stewardship Council, and others to showcase green
harvesting practices in timber dependent communities.
Lead Snohomish County Economic Development Division
Timeline 2014
Resources Staff resources, plus inclusion in proposed website budget
14. Identify sustainable tourism opportunities.
Rationale. A focus on sustainability is particularly important for attracting European tourists, some of whom make
vacation decisions based on where they can “travel green.” It’s also of growing importance to Americans. For
example, 61% of U.S. travelers believe their experience is better when their destination preserves its unique
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 25
natural, historic and cultural sites, and 44% believe green practices are important. The Pacific Northwest is home
to a collective rising tide of innovations in energy, green building, natural landscaping, green roofs, and smart
growth policies. Solar tours and sustainable business tours are increasingly being offered as part of a destination’s
sales strategy, both for tourism and as an economic development strategy. Examples include Sustainable
Manufacturing American Regional Tours and the Portland Sustainable Business Walking Tour.
Approach. Highlight sustainable attractions and assets throughout all tourism promotions and continue to assess
the market potential of the Snohomish County sustainable tourism cluster.
Tasks.
i. Create a dedicated sustainability page on the Snohomish County Tourism Bureau website. Use an
interdepartmental process to compile information and attractions related to sustainability, and add a
consistent icon to tourism information to highlight this theme in cluster‐ or attraction‐specific collateral.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Included in proposed website budget
ii. Develop a sustainable asset inventory. Generate a more comprehensive inventory of sustainable tourism
options and consider tours associated with green building, renewable energy, local food, ecotourism, and
other relevant topics. Consider bringing together relevant County Departments, including Parks, Public
Utilities, Solid Waste, and others to discuss the idea of sustainable tourism. Use this information and
additional market data as available to continue to assess the strength of sustainability as a contributor to
the County’s tourism market.
Lead Snohomish County Economic Development Division
Timeline 2015
Resources Additional staffing resources, plus $10,000 in expenses and inclusion in the proposed
website budget
IV. Stronger County Tourism Infrastructure
15. Improve the tourism information delivery system.
Rationale. The current tourism information delivery infrastructure through the Snohomish County Tourism
Bureau is cumbersome and generates too much printed material which eventually becomes waste. A new and
innovative marketing infrastructure that is more nimble and easy to navigate will improve the County’s image
beyond the branding initiatives. The idea is to create maps, promotions and packages, as well as itineraries,
which highlight the adventures in Snohomish County in easy‐to‐manage time periods. These examples of pre‐
defined trips can evoke the romance of adventure and exploration and can be tailored to thematic interests
(water, food, arts, and aviation), or by time of year or geographic location. Itineraries, maps, packages, and
promotions can help a visitor become inspired to visit more in the County and can help them maximize their
adventures. They also make it easier for visitors to digest information whether online, at easy‐to‐access Visitor
Information Centers and/or through volunteers.
Approach. Update the existing website with the new branding and improve site navigation. Also, consider
improving Visitor Information Centers and minimizing volume of pre‐printed collateral material by creating
customizable packages of materials.
Tasks.
i. Improve the Tourism Bureau website. Update the branding on the website and improve functionality.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 26
Also add in the new assets revealed during the planning process, develop a more intuitive navigation
design, and incorporate sharper, higher resolution photography. Add in all itineraries, maps, packages,
and promotions (according to the templates designed), and blend in Social Media, GIS, and any additional
smartphone technologies.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus $150,000 in expenses
ii. Enable visitors to create custom itineraries based on interest, time, or geographic focus. These could be
developed online (with printable PDFs) and at computer kiosks in Visitor Information Centers. Build on
regional effort being conducted in this area.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus inclusion in website budget
16. Update approach to putting information in visitors’ hands.
i. Evaluate options to improve Visitor Information Centers. Review existing traffic flow and research new,
potential locations of Visitor Information Centers to achieve greater impact. Also, place a full Snohomish
County Tourism Bureau‐sponsored Visitor Information Center within the Future of Flight Aviation Center.
Consider movable Visitor Information Centers where volunteers or staff can use handheld technologies or
touch screen computers at heavily visited tourism destinations such as at Ranger Stations, transit stops,
sporting events, and near the waterfront during high season. The movable Visitor Information Centers
would also be an excellent resource for collecting visitor data.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus $45,000 in expenses
ii. Create a new, comprehensive Snohomish County Visitor Guide. Generate a new guide, using the new
branding, that highlights all the online materials and provides an intuitive guide for how to access the
County. Use the guide as a way to minimize the amount of printed materials. Make sure the guide covers
all the clusters and the information for how to access materials online, including how to generate
customized trip information.
Lead Snohomish County Tourism Bureau
Timeline 2013
Resources Staff resources, plus $95,000 in expenses
iii. Ensure the County is using the most effective smartphone technology. Examine the existing smartphone
technology in use, and ensure that information is accessible on multiple platforms.
Lead Snohomish County Tourism Bureau
Timeline 2013‐2015
Resources Staff resources, plus $30,000 in expenses
17. Improve wayfinding and support the serendipity of discovery.
Rationale. To support the overall strategy of focusing on anchor clusters and anchor attractions, it is
important that visitors can easily find their way, not only to these landmark attractions, but also to the rich
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 27
web of sustaining attractions that encourage visitors to extend and broaden their experiences in Snohomish
County. Currently there are many infrastructure gaps that may challenge visitors. These include: existing
business websites and brochures which do not feature web addresses, answering machines or voicemails that
do not identify the business, and difficult‐to‐find contact information. In addition, marketing brochures and
other collateral of business and cities within Snohomish County need better directions or wayfinding
coordinates.
Approach. Work with stakeholders to establish a coordinated information and wayfinding system that makes
it easier for visitors to find their way around Snohomish County.
Tasks.
i. Improve existing directions and contact information. While much of the effort to better communicate
contact information and directions on websites and printed materials needs to be done by individual
organizations, the County can help prompt and guide this effort by encouraging a County‐wide “cleanup”
of information and communicating basic guidelines.
Lead Snohomish County Economic Development Division
Timeline 2011
Resources Additional County staffing resources
ii. Develop a coordinated and themed signage approach. Work with city and the Washington State
Department of Transportation to establish an integrated system that builds on the County brand and uses
fun and attractive wayfinding icons to guide visitors to their destination and invite them to explore nearby
attractions. Examples of icons include a sailboat or kite board for water‐based activities, a pumpkin or
chicken for farms, and a mountain for hiking or climbing. Distinctive township signs can also be developed
that are emblematic of what makes the place special.
Lead Snohomish County Economic Development Division
Timeline 2013
Resources Additional County staffing resources, plus $25,000 in expenses
iii. Seek to make the guidelines for signage on State highways more supportive of promoting local tourism
attractions. Work with other counties to approach Washington State Department of Transportation on
this issue.
Lead Snohomish County Economic Development Division
Partners Other Washington counties
Timeline Ongoing
Resources Staff resources
iv. Support improvements in gateway community presence. Work with stakeholders to create well‐
designed gateways to Sky Valley and towns at either end of the Mountain Loop Highway, including Lake
Stevens, Granite Falls and Darrington. Use attractive signage, plants, and flowers to reflect and leverage
the natural context of these small towns. Work with micro‐enterprise organizations regionally to help
develop equipment suppliers for fishing, hiking, hunting, and wildlife viewing.
Lead Snohomish County Economic Development Division
Timeline 2015
Resources Additional County staffing resources, plus a grant program for gateway communities to
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 28
support these improvements. Designate $200,000 for this grant program.
18. Improve public transportation options to enhance access to tourism assets.
Rationale. Transportation challenges and the need for investment in transportation infrastructure was by far
the greatest and most commonly cited need raised by stakeholders in the Plan development process. Many of
Snohomish County’s tourism assets are not easily or immediately accessed by public transit. While it may not
be feasible to create a tourism‐serving public transportation network, it is important to understand the value
of ease of access to both anchor and sustaining clusters.
Approach. Utilize the interest of a few existing industry sectors to improve transportation options between
destinations, and then consider wider‐scale transportation opportunities.
Tasks.
i. Facilitate countywide efforts to address infrastructure gaps, with particular focus on transportation.
Lead Snohomish County Economic Development Division
Partners Tourism and economic development stakeholders, cities, tribes, transportation policy
makers and planners
Timeline 2011
Resources Additional County staffing resources
19. Support the broadening of the County’s range of overnight options.
Rationale. The County’s existing lodging facilities are generally in relatively high demand, with lower vacancy
rates than surrounding markets. Attractive lodging options for a diverse range of visitors are a critical
component in efforts to encourage visitors to stay longer in Snohomish County. Overnight visitors stay longer,
spend more, and support a wider range of tourism attractions and services than day travelers.
Approach. Focus on strengthening existing hotels and on broadening the type of lodging options available to
Snohomish County visitors.
Tasks.
i. Facilitate dialogue on strengthening existing overnight accommodations. Support a hotel differentiation
strategy by helping local hotel owners and managers build on their branded template to engage in
distinctive programs and actions that make them different from their counterparts.
Lead Snohomish County Lodging Association
Partners Hotel and motel owners, non‐traditional lodging
Timeline 2012
Resources Funds made available through Snohomish County Lodging Association
ii. Continue to recruit higher‐end hotels.
Lead Snohomish County Economic Development Division
Partners Snohomish County Lodging Association and local communities
Timeline Ongoing
Resources Additional County staffing resources
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 29
V. Enhanced Organizational Capacity
20. Strengthen the County’s ability to coordinate tourism efforts and implement this Plan.
Rationale. The existing staff resources do not cover the amount of work needed to coordinate the business of
tourism in Snohomish County. The dedication of focused personnel on coordinating efforts and acting as a
liaison between departments or jurisdictions will ensure that the tourism work is effectively carried out. In
addition to the County, the Snohomish County Tourism Bureau will be a primary implementer of this Plan and
so it is critical that the organization’s full resources be focused on and aligned with this strategy.
Approach. Add an additional Snohomish County Economic Development Division team member to manage
the tourism efforts and focus resources of the Snohomish County Tourism Bureau on the implementation of
this Plan.
Tasks.
i. Create a full‐time tourism position within Snohomish County. This person’s job would include the
following: administer the Tourism strategies and all funded projects; act as a liaison among County, PFDs,
cities, non‐profits, and local businesses; administer local and county‐wide lodging tax programs and the
proposed Tourism Promotion Area; and coordinate with Workforce and Worksource development to
provide job training and employees.
Lead Snohomish County Economic Development Division
Timeline 2011
Resources $100,000
ii. Align the Snohomish County Tourism Board’s efforts with this Plan. Evaluate the Snohomish County
Tourism Bureau’s current capacity and work plan, while adopting a new work plan that focuses efforts
and accountability on implementing this Plan.
Lead Snohomish County Economic Development Division
Timeline 2011
Resources Additional County staffing resources, plus $10,000 in expenses
21. Use data to strengthen tourism promotion and development efforts.
Rationale. Building a strong information base related to Snohomish County visitors will ensure that
promotions are on‐target, which will in turn increase the number of visitors coming to and staying in the
County.
Approach. Categorize all research in an easy‐to‐access format and create a systematic approach to further
data input. Encourage information sharing and cross‐referrals, building on the idea that all stakeholders will
benefit from a collaborative approach to increasing the strength of the County’s network of assets. Ask all
stakeholders to share their data within the tourism community to improve the data repository.
Tasks.
i. Coordinate data collection. Create and share templates with partner organizations to use in collecting
data, making it easier for them to do so, and ensuring that they are asking for consistent information.
Assist in compiling, analyzing, and sharing data, including data from ambassadors, Visitor Information
Centers, friends and family teams, and partner organizations.
Lead Snohomish County Tourism Bureau
Partners Data collection partners
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 30
Timeline Ongoing
Resources Staff resources
ii. Create an easy‐to‐maintain repository of information. This online location for information would include
current contact information, staffing, program updates, and data. Develop a protocol to ensure updates
are provided to this central repository. A SharePoint site or other technology tool can be utilized to house
the information and permissions can be granted between Snohomish County and the Snohomish County
Tourism Bureau.
Lead Snohomish County Tourism Bureau
Timeline 2011
Resources Staff resources
iii. Develop a “friends and family” team to collect visitor data. Recruit local volunteers willing to collect
information from visitors in exchange for a discount at a local County attraction. Develop a survey and
survey collection method, as well as an approach to analysis.
Lead Snohomish County Tourism Bureau
Timeline 2011
Resources Staff resources, $15,000 in expenses
iv. Maintain up‐to‐date market research insights. Build on market research done during branding to
maintain a rich understanding of visitors to Snohomish County, sharing this information with all
stakeholders. Use intercept surveys and focus groups, as well as targeted market research. Consider using
intercept surveys on the Washington State Ferry System, at hotels, and at other sites that may not
normally be considered.
Lead Snohomish County Tourism Bureau
Timeline 2012
Resources Staff resources, plus $75,000 in expenses
22. Broaden and enrich the conversation between the County and stakeholders.
Rationale. Successful relationships require ongoing conversation. During the planning process, it became
apparent that the communications within the County’s tourism community is predominantly one‐way. The
County and the Snohomish County Tourism Bureau – despite best intentions – primarily share information to
their stakeholders with limited opportunity for feedback. By creating a two‐way dialogue within the tourism
community, Snohomish County tourism will be bolstered and the ability for dynamic growth and promotion
will improve.
Approach. Take a cross‐disciplinary approach to tourism planning and encourage two‐way dialogue by
developing forums and survey instruments for collecting feedback, as well as convening regular roundtables.
Determine ways to bring new stakeholders into the conversation to expand the tourism community. The type,
number, and range of stakeholders contributing to tourism planning are now somewhat narrow in range,
which in turn narrows the inventory and perspective on tourism potential overall. Expand the group of
stakeholders for a more robust dialogue.
Tasks.
i. Hold regular stakeholder roundtables and encourage new stakeholders to join the dialogue.
Lead Snohomish County Economic Development Division
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 31
Timeline Ongoing
Resources Additional County staffing resources
ii. Develop a work plan to involve more stakeholders in tourism planning and development. Identify non‐
tourism organizations and persons to include in tourism planning and development, drawing on the
County’s non‐profits and community groups, state and local agencies, and interested individuals. This will
ensure that a more varied perspective and set of skills are deployed in the tourism development process
and lead to more diverse and creative outcomes, and the engagement of more organizations in the
process during a time of unprecedented budget crisis.
Lead Snohomish County Economic Development Division
Timeline 2011
Resources Additional County staffing resources
iii. Share and respond to stakeholder feedback. Develop a twice a year report that shares feedback gathered
and Snohomish County responses to the data, along with actions.
Lead Snohomish County Economic Development Division
Timeline 2011
Resources Additional County staffing resources
23. Build stronger partnerships with the tribes to enhance and encourage indigenous tourism experiences.
Rationale. The Sauk‐Suiattle, Stillaguamish, and Tulalip Tribes are critical partners, not only with regard to
tourism, but also to natural resource management and a host of other issues. With regard to tourism, the
County, tribes, and other stakeholders will benefit from an integrated and coordinated strategy that promotes
and knits together tribal and non‐tribal assets and services.
Approach. The County’s relationships with the tribes can be improved through more regular meetings and
dialogues. As this partnership grows, additional opportunities for collaboration can be identified and pursued.
Tasks.
i. Support better, two‐way dialogue and collaboration. Ensure tribes are included in relevant discussions as
appropriate given their status and interests. Establish a quarterly roundtable with tribal tourism
representatives. Include tribal leaders as regular members of general stakeholder discussions in addition
to the quarterly roundtable.
Lead Snohomish County Economic Development Division
Partners Tribes
Timeline 2011
Resources Additional County staffing resources
ii. Promote tribal art and tourism related to indigenous experiences. Work closely with the tribes to
develop indigenous experiences that celebrate the cultural assets of the tribes. As part of this effort
encourage a salmon‐centric strategy between tribes, environmental groups, parks departments, and
other stakeholder groups to elevate the potential for sustainable tourism through salmon resources.
Collaborate with the tribes on developing interactive Native American tourism experiences.
Lead Snohomish County Economic Development Division
Partners Tribes
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 32
Timeline 2013
Resources Additional County staffing resources
24. Support professional development for the County’s tourism workforce.
Rationale. Much of the work in promoting the County’s tourism market will continue to be accomplished in a
distributed, decentralized way at the level of individual assets and facilities. And, of course, actual interaction
with visitors will occur at individual tourism assets and events. The County can help provide trainings and
other professional development opportunities to ensure that these decentralized activities and interactions
reflect a high standard of professionalism and customer service, as well as consistent message delivery.
Approach. Implement strategies that coordinate with the Snohomish County Workforce Development’s
Blueprint 2020 and provide topical trainings for the County’s tourism workforce.
Tasks.
i. Coordinate with the Snohomish County Workforce Development’s Blueprint 2020.
Lead Snohomish County Economic Development Division
Timeline Ongoing
Resources Staff resources
ii. Provide targeted professional development opportunities. Develop an annual schedule of options for
training, information sharing, and capacity‐building through peer‐to‐peer mentoring and Tourism Bureau‐
sponsored or ‐provided trainings. These events should be coordinated with the implementation of other
strategies in this Plan, ensuring that training is relevant to and supportive of current efforts. Consider the
following areas and build in ongoing monitoring of professional development needs and results:
incorporating heritage and history into sub‐regional and place‐based storytelling about people, land, and
buildings; use of technology, including mobile technologies and interactive websites; use of Social Media;
and the development of marketing materials, including workshops in copy editing, photography use and
the appropriate, professional, and measured use of video (YouTube in particular). The Bureau should also
provide “It’s Local” training for employees and service workers who may interact with visitors and training
in dealing with difficult customer relations and how to resolve conflict and provide excellent customer
service that is meaningful and authentic.
Lead Snohomish County Tourism Bureau
Timeline Ongoing
Resources Staff resources, plus $10,000 annually for expenses
iii. Contact new tourism‐related businesses. Engage new tourism‐related businesses and educate them
about County and State tourism activities and programs.
Lead Snohomish County Tourism Bureau
Timeline 2011 and then ongoing
Resources Staff resources
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 33
Appendix D
summarizes revenue
sources available to
support the
Snohomish County
tourism industry.
VI. Tourism Funding Resources Align with Strategic Goals
25. Leverage the lodging tax effectively to advance the tourism strategies.
Rationale. Lodging tax resources are an important tool to strengthen and promote the County’s tourism
assets. To achieve maximum benefit and provide the greatest return on investment, the use of lodging tax
resources should be directly targeted at implementing the strategies
contained in this Plan.
Approach. Require specific changes to how the Small and Large Funds are
administered and awarded.
Tasks.
i. Modify the requirements and evaluation criteria used to make Small
Fund awards. Adopt the following changes:
• Require that all applications illustrate how projects advance a current or ongoing initiative within this
Plan.
• Increase the points given for cross‐promotion, or require that a percentage of all awards focus on
cross‐promotion. This requirement would leverage lodging tax dollars to promote multiple tourism
attractions, events, or supporting services such as hotels or restaurants.
• Prioritize new applicants without ruling out repeat applicants.
• Award points for proposals that include clear mechanisms for measuring the impact of the
investment.
• Allow marketing dollars to be spent within Snohomish County.
Lead Snohomish County Lodging Tax Advisory Committee
Timeline 2011
Resources Staff resources
ii. Promote funding accessibility. Promote funding opportunities to ensure broad participation and clarify
and formulize Small Fund evaluation criteria according to the Small Fund requirement changes.
Lead Snohomish County Lodging Tax Advisory Committee
Timeline Ongoing
Resources Staff resources
iii. Formalize the process and criteria for making awards from the Large Fund. The Large Fund dollars
should be allocated to support the implementation of timely items from this Plan. The process by which
these allocations are made should be clear and transparent to all stakeholders.
Lead Snohomish County Lodging Tax Advisory Committee
Timeline 2011
Resources Staff resources
26. Support the emerging Tourism Promotion Area.
Rationale. The proposed Tourism Promotion Area represents an important additional funding mechanism to
strengthen the County’s tourism opportunities. The Tourism Promotion Area will focus resources on
supporting business that will generate overnight visitor stays, thus leveraging the economic impact of tourism
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Submitted by The Frause Team 34
to the greatest extent.
Approach. The County should do all it can to facilitate the adoption and successful implementation of this new
funding tool, ensuring the Tourism Promotion Area resources are aligned with other efforts to implement this
Plan.
Tasks.
i. Facilitate the adoption of the Tourism Promotion Area.
Lead Snohomish County Economic Development Department
Partners Hotel industry and tourism stakeholders
Timeline 2011
Resources Staff resources
Submitted by The Frause Team A‐1
Snohomish County Tourism Strategic Plan
Harnessing Snohomish County’s True Potential
Appendix A: Initial Findings
OVERVIEW
The Frause team conducted extensive research in advance of defining any observations and determined its initial
findings before making internal and external recommendations. This memo outlines the research conducted and
includes a review of major findings under consideration for the full Plan. The Plan includes further analysis of the
research.
Comprehensive Research
One‐on‐One Meetings
Frause team members met one‐on‐one, whether in person or on the phone, with the following list of people:
• Donna Ambrose, Snohomish County Economic Development Division
• Koran Andrews, Jamilie Smith, Emmalee Hop and Casey Stevens, Stillaguamish Tribe
• Wendy Becker, Snohomish County Economic Development Division
• Shari Brewer, Off the Beaten Path and Darrington Citizen
• Debbie Copple, Sky Valley Chamber of Commerce
• Catherine D’Ambrosia, Port of Everett
• Sherrill Dryden, Everett Performing Arts Center
• Dave Gossett, Snohomish County Council Member
• Patti Gobin, Special Projects Director, Tulalip Tribe
• Scott Grindley, Marina Director, Port of Everett
• Gary Haakenson, Snohomish County Deputy Executive
• Nick Harper, Cascade Land Conservancy
• Adrian Hunt, Executive Director, Flying Heritage Collection
• Nancy Johnson, Executive Director, Imagine Children’s Museum
• Marla Kempf, Port of Edmonds
• Jason Knight, Alderleaf Wilderness College
• John Koster, Snohomish County Council Member
• Darla Lau and Kerri Longergan, Washington Restaurant Association
• Jan Mabee, Nancy DeCoteau and Laurence, Sauk‐Suiattle Tribe
• Joe Mclalwain and Beth Braun, Edmonds Center for the Arts
• John Mohr, Director, Port of Everett
• Mary Monroe, City of Lynwood, Office of Economic Development
Snohomish County Tourism Strategy Plan: Harnessing Snohomish County’s True Potential
Appendix A: Initial Findings
Submitted by The Frause Team A‐2
• Kelvin Moore, Lynnwood Convention Center
• Linda Neunzig, Snohomish Agricultural Project Coordinator
• Maren Oates and Elizabeth Smith, Arts Council of Snohomish County
• Mayor Joyce Jones, staff and representatives from City Council, City of Darrington
• City of Index representatives
• Matt Perkins, Washington Climbers Coalition
• Aaron Reardon, Snohomish County Executive
• David Reese, Boeing Everett Visitor Relations
• Matt Smith, Snohomish County Economic Development Council
• Barry Smith and Sandy Ward, Future of Flight Foundation
• Brian Sullivan, Snohomish County Council Member
• Amy Spain, Snohomish County Tourism Bureau
• Rick Steves, Rick Steves Travel Center
• Dave Somers, Snohomish County Council Member
• Tom Tiegen, Snohomish County Parks Department
Workshops/Focus Groups
Each industry cluster or organization participated in workshops at the Snohomish County building for a dialogue
about tourism. In addition to these clusters, the Frause team promoted and staffed an “Open Door” where anyone
from the public could stop in and share their insight.
• Arts/Culture/Heritage
• Aviation
• Farms/Food
• Lodging
• Outdoor/Parks
• Public Agencies
• Snohomish County Tourism Bureau
Discovering Assets
In addition to the one‐on‐one interviews and focus groups, the Frause team conducted a snowball sampling
process to find unique tourism assets for consideration in Snohomish County. The snowball sampling process took
into consideration an analysis of materials and meetings, as well as contact with individuals within the tourism
community. The results are added to a full roster of assets in the Asset Inventory document. The snowball
sampling process review included the following categories of sources:
• Local newspapers and blogs
• Meet‐Up groups
• References for small town America and community quirks
• Word of mouth and personal referrals
Snohomish County Tourism Strategy Plan: Harnessing Snohomish County’s True Potential
Appendix A: Initial Findings
Submitted by The Frause Team A‐3
Online Survey
An anonymous online survey, featuring more than 20 questions, was distributed to a comprehensive database of
stakeholders and promoted through a variety of channels, including email, the Snohomish County Tourism
Bureau’s newsletter, and a postcard. Access to the survey was offered to anyone that was interested in giving their
opinion and could not attend a workshop. The survey also allowed people to share their input confidentially.
Brand / Promotion Review
Extensive attention was paid to reviewing the brand and promotional elements within the Snohomish County
Tourism community. The Frause team examined many materials and online resources, including:
• Snohomish County Tourism Bureau website
• Snohomish County Tourism Bureau printed collateral
• “Snohomish County Treasures of the Pacific Northwest” book
• Existing signage assets
• Social Media
• Visitor Information Centers
• Tourism company websites
Data Review
Seeking quantitative and educational data on the state of tourism in Snohomish County was a strong component
of the Frause team’s process. Before considering the findings, the team reviewed these materials and conducted
an analysis of the information:
• 2009 Person Expenditures
• Dean Runyan studies on tourism
• Lodging Tax Funds
• Small and Large Fund Recipients
• 2000 Strategic Plan for Tourism Development and Marketing (and Outcomes)
• Prosperity Partnership Regional Economic Strategy, Tourism and Visitor Cluster Strategy Report
• Project Concentrus Online Information
• Snohomish County Blueprint 2015
• Washington State Department of Commerce website
• Snohomish County Tourism Bureau organizational structure
• Smith Travel Research lodging data
• Port of Everett Marina Survey
• 2010 Council Budget Note on the Future of Flight
• Future of Flight Strategic Plan 2010‐14
Snohomish County Tourism Strategy Plan: Harnessing Snohomish County’s True Potential
Appendix A: Initial Findings
Submitted by The Frause Team A‐4
Topics Considered in Research
Throughout the process of gathering data and reviewing information, the Frause team took the following
inquisitive approach to problem solving and focused attention around core areas, such as:
• Desired project objectives
• Review of potential challenges
• Funding context (taxes, grants, other)
• Asset inventory known to‐date
• Current tourism market analysis including current assets, hidden assets, and potential gaps
• County’s current tourism brand and promotional materials
• Ideas considered for promotion
• Regional or national models of interest
• Stakeholders impacted by plan
• Atypical stakeholders not previously included
• Methods of coordination, collaboration, and communication
• Partnerships
SPECIFIC FINDINGS
In order to provide recommendations, it is imperative that the data review and analysis extends into an
assessment of the findings. The final Plan recommendations will be based on a consideration of these findings. In
the course of further exploration, additional findings may arise. These findings are provided in an overview format
and will be expanded on in the final report.
Brand / Marketing
• The tourism community appreciates the work of the Snohomish County Tourism Bureau.
• The Snohomish County Tourism Bureau creates an inclusive process for marketing.
• The current brand is disparate, overwhelming, and does not provide a specific focus.
• The brand identity is outdated and does not reflect the full offerings of the County.
• The website is difficult to navigate and limited in suggested itineraries or tourism providers.
• Minimal packages or cross‐marketing exist.
• Signage and wayfinding prompts are limited within the County.
• Storytelling does not cover the wide scope of offerings within the County and marketing is not personal or
enlivened.
• Marketing collateral is overwhelming and hard to navigate (like the website).
• A new brand and tagline is essential. “Close to everything. Far from ordinary” does not adequately define the
attributes of the county. “Close to everything” may not reinforce overnight stays. “Far from ordinary” doesn’t
say enough about what’s there.
Snohomish County Tourism Strategy Plan: Harnessing Snohomish County’s True Potential
Appendix A: Initial Findings
Submitted by The Frause Team A‐5
Data
• Further study is warranted regarding how other tourism districts have defined themselves with quantifiable
results.
• Limited data makes it difficult to make decisions based on a return‐on‐investment.
• Only a few organizations within the County have visitor data, and even that is not comprehensive.
• Data is not shared broadly enough with a focus on two‐way dialogue.
• There is a need for intercept surveys and focus groups as well as targeted market research.
Attractions/Assets
• The County has a wide variety of attractions and assets – urban to rural, active recreation to cultural
enrichment, access to businesses and shopping, and opportunities for leisure travel.
• An abundance of attractions begs the question of how to develop focus.
• Anchor attractions directly impact brand and hotel/motel stays (and lodging taxes).
• Anchor attractions, and supplementary attractions, need infrastructure support.
• The visitor cannot easily find a guide (or itineraries) to make their visit easier to plan.
• Transportation does not adequately connect assets.
• Many of the individual attractions can be experienced in a day (or even a few in a day).
• It is difficult to find attractions easily.
• The volume of attractions and locations calls for a geographically‐based packaging system.
• Sustainability is not a priority within the tourism community, outside of farms/food.
Lodging
• There is little to no focus on alternative lodging, such as vacation rentals by owners, B&Bs, and cabins.
• The existing lodging inventory is well‐used.
• There appears to be zoning restrictions that limit development of additional lodging options on farms.
• There are no high‐end hotels or alternative hotels.
• Confusion around Expedia and other online booking websites with respect to revenue.
• The perception is that there is minimal support in bringing in the conventions that generate room nights;
Lynnwood Convention Center is challenged to attract multiple day events (and resulting overnight stays)
without a connected hotel.
Communication / Relationships
• Snohomish County Tourism Bureau works hard at creating an inclusive feeling.
• There is minimal communication between stakeholders, and some stakeholders feel that they are only called
upon for money or promotions versus idea‐sharing.
• A lack of stakeholder contact information or out‐of‐date information is an impediment to collaboration.
• The communication, whether from the County or the Snohomish County Tourism Bureau, is one‐sided and
infrequent.
• There is a lack of multi‐jurisdictional coordination between County, cities, attractions, and other stakeholders.
• Tribes require more proactive attention beyond funding requests.
Snohomish County Tourism Strategy Plan: Harnessing Snohomish County’s True Potential
Appendix A: Initial Findings
Submitted by The Frause Team A‐6
• In some situations, stakeholder groups need to be expanded to engage and include subject matter experts
from neighboring counties where there is crossover of site adjacencies.
Funding
• Existing Small Fund recipients need to be reviewed for relevancy and an understanding of return‐on‐
investment related to tourism attraction; it cannot be good enough to give money to organizations each year
unless they can demonstrate a set contribution to the growth of tourism as defined by the County.
Workforce
• Seasonal workforce limits message delivery options and familiarity with County assets.
• Hotel representatives seem open to training seasonal workforces.
Submitted by The Frause Team B‐1
Snohomish County Tourism Strategic Plan
Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
OVERVIEW
The Frause team facilitated seven workshops/focus groups for the Plan development process. Working with Donna
Ambrose and Wendy Becker from the Snohomish County Economic Development Division, the following clusters
and organizations participated in the workshops/focus groups:
• Arts/Culture/Heritage
• Aviation
• Farms/Food
• Lodging
• Outdoor/Parks
• Public Agencies
• Snohomish County Tourism Bureau Board of Directors
However, because of the number and range of interests, as well as the ideas that fell outside the workshop
parameters, additional opportunities for information collection were established. These included one‐on‐one
interviews, an anonymous online survey, and an “Open Door” workshop where anyone could come in and provide
input. All of the workshops and feedback opportunities took place during the summer/fall of 2010. This document
provides highlights from the focus groups as well as other feedback mechanisms.
FEEDBACK REVIEW
Discussion / Survey Questions
A common set of questions helped guide the discussions for each workshop. The questions were guides to
facilitate and generate conversation. Some groups had greater interest in certain questions over others, but all
were able to speak to all of the points. The interview outcomes are organized around the questions below. The
online survey questions were also developed from these questions.
• What type of business are you?
• What feedback have you actually had from guests, or customers, about their experiences in Snohomish
County?
• What experience would attract you to Snohomish County if you were an interested tourist or visitor?
• What tourism experiences (events, places, services) do you think Snohomish County is best known for?
• What are the hidden tourism assets (little known events, places, opportunities) within the County?
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐2
• What is the number one gap in tourism offerings within Snohomish County, such a service that isn’t available
or a need that isn’t being met?
• Why do you think that particular tourism offering is not available within Snohomish County? What is the
impediment?
• Do you track data on visitor demographics and origin? If so, what do you use (check all that apply, such as
online surveys, focus groups, outside research)?
• What barriers do you think keep visitors from coming to Snohomish County, whether for business travel or
tourism?
• WITHIN the state of Washington, but excluding Snohomish County, what cities or destinations’ tourism
marketing efforts capture your attention?
• What other cities or destinations in the U.S., but OUTSIDE Washington, capture your attention with their
marketing efforts around tourism?
• What is ONE effective thing that Snohomish County already does to promote county tourism and help your
organization or business thrive?
• What would be the ONE most important thing that Snohomish County could do to promote county tourism
and help your organization or business?
• How do guests/customers locate your business? (Tourism Bureau website, Snohomish County Visitor
Information Centers, Corporate web page, travel web sites like Expedia or TripAdvisor, Facebook, etc.)
• Where do you advertise for your business?
• What is your willingness to contribute to a collaborative marketing initiative that does not specifically promote
your business or organization, but raises awareness for Snohomish County as a destination in general?
Workshop Results
Arts Culture/Heritage
Attendees:
• Warner Blake, Snohomish County Historical Society
• Mary Jane Anderson and Amy Spain, Snohomish County Tourism Bureau
• Joseph McIalwain, Edmonds Public Facilities District and Edmonds Center For the Arts
• Margaret Riddle, History Link and Snohomish County Heritage League
• Bob Rinehart, Edmonds Center for the Arts and Edmonds Chamber of Commerce
• Paula Schwartz, City of Mountlake Terrace
• Valerie Steel, Historic Everett
• Francis White Chapin, City of Edmonds
• Bruce Wirth, KSER Foundation
There are plenty of hidden assets within the arts/culture/heritage cluster. The group was able to generate one of
the longest lists of hidden assets than any other group, a tell‐tale sign that they are a large and disparate group
that could be hard to package without a concrete and focused strategy. At the same time, the
arts/culture/heritage focus group participants exhibited great pride and enthusiasm around their offerings and
their potential to bring people to the area.
This group felt there was not enough emphasis on cultural tourism, particularly in the area of packaged tours. They
believe there is a direct link between agritourism and heritage sites in the county, particularly east of I‐5. This
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐3
group recommended working more closely with tribal communities to elevate the understanding of the County’s
cultural history.
They also voiced great enthusiasm for the County’s natural resources and they wanted to see more emphasis on
these assets as well. Unanimous recommendations were made to use these resources as a defining mechanism for
tourism resources.
At a municipal level, the city of Edmonds clearly listed off the greatest concentration of assets and their
representative provided perspective, on what they felt, was the most complete tourism experience in terms of
shoreline access, visual and performance arts, shopping, walkability, and dining. The representative from
Mountlake Terrace felt disadvantaged based on how the City has evolved and its lack of assets. The city of Everett
representatives offered information on a good variety in sports opportunities (including fishing), visual arts, music
events, and the farmers market in the marina district, as well as great historic architecture experiences. They
encouraged more shoreline access be made possible by the Port of Everett.
All participants acknowledged that their success was contingent on support from the County and were grateful for
grant monies awarded to them. Bruce Wirth from KSER encouraged more engagement amongst this group with
the public radio station to increase awareness of County assets and to help maximize the investment received by
the station. Bruce would also like to see greater collaboration with KSER.
There was unanimous support for marketing to new residents in the county and tapping into local community
support more effectively, especially in regards to advertising campaigns.
Aviation
Attendees:
• Denise Anderson, Historic Flight
• Debra Benn, Historic Flight
• Melanie Jordan, Paine Field
• John Sessions, Historic Flight
• Barry Smith, Future of Flight
• Dave Waggoner, Paine Field
The aviation focus group felt that the Boeing Tour is the core attraction of the aviation sector in Snohomish
County. However, there are many other new and interesting businesses, such as Future of Flight, Flying Heritage
Collection, Historic Flight Restoration Center, Museum of Flight Restoration Center, and Legend Flyers, which offer
aviation history and interactive exhibits.
Boeing is a top Pacific Northwest anchor attraction because of its brand name, but there are other unique and
interesting aviation adventure opportunities from the corollary aviation attractions, such as fly‐along
opportunities, weekend air shows, seminars, photo opportunities, and education.
The biggest challenges that the aviation sector faces is awareness about its offerings, minimal hotel rooms for
packaged promotions, and available transportation away from Paine Field as well as to other attractions for bus
tours. The industry is now collaborating on packages and a passport that will encourage guests to try each aviation
attraction within Paine Field, and is working with the Snohomish County Tourism Bureau to create an overarching
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐4
brand and generate marketing materials that promote the attractions together. Each individual aviation attraction
is also invested in corporate marketing, which makes them a compelling collaborative marketing partner for
Snohomish County.
The aviation sector businesses believe they offer accessible adventures as well as culture and history. They also
believe that Snohomish County is known for the Boeing Tour, although the tour is often viewed as a Seattle
attraction and doesn’t have the concentration of assets typically associated with a larger city. The group felt that
the area has a distinctive charm and history that could be packaged – such as the industrial history of Everett –
with the aviation sector for great results.
The lack of a high‐end hotel for Boeing executives and Boeing guests is an issue. The Future of Flight is looking to
become the hub of new airline launches, but needs a better facility for the ribbon‐cutting events, although the
funding issue continues to be a barrier. The group believes commercial air service, as an economic development
strategy, would address the high‐end hotel deficit.
Throughout the conversation, it was clear that aviation cluster workshop participants have great pride in their
history and trade. Yet, they also feel that there are opportunities to partner with other parts of the county and
other industries to attract more people to the area. With wayfinding signage, a focus on international travel, and a
greater emphasis on marketing aviation as an anchor industry in Snohomish County, the collective group felt they
could bring in many visitors to the area.
The sophistication of the aviation marketing, online promotion and collaboration was a highlight of the focus
group, especially in regards to data collection (a factor that is missing from other Snohomish County tourism
industries).
Farms/Food
Attendees:
• Biringer Farms
• Bob’s Corn
• Craven Farm
• Fosters Corn Maze
• Linda Neunzig
The guests that experience the agricultural resources in the farms/food clusters find Snohomish County as
beautiful, peaceful and quiet destination. They love the open space feeling and find themselves very connected to
the food and farms. Farm tours are a good place for families and are places where people that grew up in
Snohomish County can bring their own children. One of the unique factors of the Snohomish County farm and
agricultural community is that it is close to the city, yet still tucked away in a rural setting.
There are many best‐known assets, such as Red Rooster Route, Biringer Farms, Stocker Farm, Evergreen State Fair,
and fun festivals including the Pumpkin Festival, Red Rooster Fall Festival, Sky Valley Farm Festival, and the Festival
of the River. At the same time, there are many hidden assets within the community – and not just agricultural
assets – from smaller fairs in Stanwood to Lord Hill Park, Silvana Meats, Flowing Lake Cabins, and the Willis Tucker
Water Park. (The complete list of assets has been added to the Master Inventory Report developed by the Frause
team.) Boeing was on the list of best‐known assets, even though it fell outside of the farm/food cluster.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐5
Much like the aviation cluster, a significant gap in the County’s tourism offerings are hotels or other forms of
accommodations. Other identified gaps included a big water park, a permanent regional farmers market, farm
animal viewing, and more hands‐on tribal and cultural opportunities. Ideas for how to solve these gaps were not
readily available.
There are a number of barriers to visiting Snohomish County that were identified in this focus group: lack of
targeted direct marketing, zoning and permitting issues for on‐farm activities and accommodations, traffic, lack of
organized bus tours, inability or awareness around Pan‐Asian travelers, incorrect directions from online maps, and
limited signage. An interesting factor that came up in the discussion was the generational issue that younger
people don’t seem as interested in farming.
Lodging Association
Attendees:
• Tracy Banfield and Donna Cappa, Tulalip Resort
• Doug Bartells and Kelly Moore, Holiday Inn
• Charlette Bishop, Hampton Inn & Suites
• Georgia Borg‐Leon, Residence Inn Lynnwood
• Linnie Boyers and Mark Lee, Silver Cloud Mukilteo
• LeeAnne Browner, Hilton Garden Inn Bothell
• Tanya Christenson, Hilton
• Edward D. Hansen, Comcast Arena
• Keith Lander, Best Western Cascadia Inn
• Mary Monroe, City of Lynnwood
• Angie Mykel, Lynnwood Convention Center
• Michele Osgood, Seattle Premium Outlets
• Jan Simon Aridj, Washington Lodging Association
• Amy Spain, Mary Jane Anderson and Tammy Dunn, Snohomish County Tourism Bureau
The theme of landscape grandeur and the beauty of the County were strong outcomes of this focus group. There
are a diversity of offerings in Snohomish County and, with low parking rates and reduced taxes, there is plenty to
offer guests. This group finds the County’s assets not easily accessible and the lack of walkability is an impediment.
Some of the best assets include the suite of aviation offerings through Boeing along with the Tulalip Casino,
shopping, downtown Edmonds, the closest Nordstrom to the Canadian border, the Evergreen State Fair, and
kitesurfing.
Some hidden assets include: Jetty Island, Big Four Ice Caves along the Mountain Loop Highway, Arlington Kangaroo
Farm, wine tasting, Maltby Café, Amici Bistro in Mukilteo, Chopsticks Restaurants, scuba diving, Lake Stevens as a
triathalon destination, and the Snohomish River Estuary.
The focus group participants in this category felt there were a dearth of kayak businesses and a meager inventory
of all types of water, sports, and recreation businesses. They felt that it would be great if the County could attract
tours from the cruise ships that come into Elliott Bay in Seattle, as well as develop a theme park and build more
trails to promote.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐6
The lack of commercial aviation seemed to be the largest reason for why more people don’t come to Snohomish
County as visitors.
Other barriers included: inadequate advertising, funding, weather, a small convention center, limited walking
destinations around the convention center, an abundance of assets that cannot be fully advertised, and a general
lack of identity. A big issue, they believed, is that Seattle and British Columbia steal the show on both sides.
Promoting the area as a film destination might be a good way to overcome some of the challenges, as would be
developing a personality that actually works for the County and is not too broad. That personality would need to
be promoted in a tagline and brand, and added to everything to help unify the 19 cities within the County. A more
effective lodging tax allocation is needed as well as a better way to work around booking agents like Expedia that
don’t generate revenue. Entertainment, business recruitment, cultural assets, trendy restaurants, a good hotel,
and a mixed‐use residential/commercial development would all be strong elements to add to the tourism package.
Outdoors/Parks
Attendees:
• Tammy Dunn, Snohomish County Tourism Bureau
• Paula Schwartz, Planner, City of Mountlake Terrace
• Steven Slawson, City of Sultan
• Lou Stevenson, Director of Athletics, City of Everett
• Tom Tiegen, Snohomish County Parks Department
Note: The group of people that attended this focus group were all representing government agencies. There were
no non‐profit professionals or outdoor recreation professionals who attended. However, one‐on‐one interviews
were conducted with non‐government people outside of the focus group to garner more input as part of the
snowball sampling strategy. The feedback from the one‐on‐one conversations is included in the overarching data
recommendations.
These focus group participants felt that their guests had an amazing love for Snohomish County and that they liked
the cooler weather (with less humidity). Well‐maintained parks and facilities were a plus, as well as the fly‐fishing
in Sultan and the Monroe’s swift migration. They felt that the rivers and beaches were strong attractions as were
the guided trips in parks and bird watching, and the ability for people to leave the city for a cabin without much
effort.
The best known assets were the migratory swans, the Wildlife Refuge on the South side of Lord Hill, Boeing, the
outdoors in general, Evergreen State Fair, shopping and the Tulalip Casino. Unique hidden assets include: the
recording studio in Index where Fleetwood Mac recorded, the shooting range on the Everett‐Bothell Highway,
Bigfoot seekers, panning for gold, music in the parks, Harris‐Indian Longhouse, Sky River Meadery, and the
Darrington Archery event.
The big gaps in tourism offerings are an indoor soccer field, tournament facilities, and coordination between
providers. There are gaps in baseline amenities such as accommodations and restaurants. A lack of coordination
within the County was the reason given for the gaps.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐7
Poor signage was repeatedly emphasized as a reason why it is hard for people to find their way to parks and
outdoor places within the county. Traffic, a dangerous and clogged Route 2, and limited accommodations are
barriers to tourism. A few unique comments included the lack of technology access and the need for a
hardware/sporting goods store in Sky Valley or Sultan.
Promoting Boeing as an anchor is a good idea for tourism according to the outdoor agencies, as is promoting the
Future of Flight, Comcast Arena, and the Skagit Valley Tulips. The best future looking tasks that Snohomish County
can tackle related to tourism is to reduce focus on Boeing and to cross‐market between industries and sectors,
while capturing the diversity of the county and encouraging destinations to do their own marketing.
Public Agencies
Attendees:
• Kim Bedier, Comcast
• Catherine D’Ambrosia, Port of Everett
• Grant Dull, Lynnwood PUD
• Debbie Emge, City of Snohomish
• Karen Guzak
• Michele Phrohda, Smokey Point Chamber
• Bob Strickland
• Sue Strickland, Downtown Everett
• Dave Waggoner, Paine Field
• Bill Wheaton, Marysville and Tulalip Chamber
When a person comes to Snohomish County, they are not coming to the County specifically, according to the
public agency focus group participants. Rather, they are coming to a destination within Snohomish County. This
group felt that the historic ambiance, riverfront, and small town experiences made the area unique. The strong
Seattle connection also proved to be an asset, as did the tribal, shopping, and Canadian sectors.
This group felt that people are attracted to Snohomish County for many reasons, such as: the shopping, Tulalip
Casino, pumpkins in the fall, history, boating, water/beaches, and the hiking/climbing. Business travel was also
high on the list of attractions. Snohomish County is known for its art destinations, historic background, quaint
neighborhoods, fairgrounds, Jetty Island, organic farmers, working land, day hikes, and aviation.
However, there are plenty of gaps that affect tourism, such as a lack of museums, minimal activities for children,
limited nightlife, a poor list of restaurants, a tourist attraction at the Port of Everett, and limited quality news
coverage. The lack of a local TV station proved to be a major topic of conversation.
They struggled with how Snohomish County could overcome the gaps. Perhaps the County could do a better job of
communicating about what is available and be clear about who and what the County really is and who and what it
isn’t. The lack of enthusiasm and a lack of true partnerships were noted.
The barriers cited to Snohomish County travel included: no commercial aviation, I‐5 traffic, distance between
destinations, lack of public transportation, signage, limited walkability, no perception as a destination, no clear
signage to draw Seattle‐to‐Vancouver travelers off of I‐5, lack of cross‐marketing, and signage overall.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐8
The group expressed that many of strategies that Snohomish County deploys do work well, such as their
consistency, inclusivity, media relations and an embrace of technology. However, there is a great need for hotel
data and a correlation between promotions and “heads in beds.”
Tourism Bureau Board
There are a number of tourist attractions within Snohomish County, this group felt, that are the type of
experiences that would attract them to the area if they were tourists. The list included shopping, the Boeing Tour,
aviation, skydiving, agriculture, outdoor activities, and water sports.
In their minds, Snohomish County is known for Boeing, aviation, biotech, and the Navy. The hidden assets of
importance to this group included: the historic charm of Snohomish County, the waterfronts of Mukilteo and
Edmonds, Jetty Island, and the scenery and historic charm of the cities.
While they stated that they feel Snohomish County doesn’t get the respect it deserves, it was more apparent that
most people tend not to know what is in the area – including residents. Even people that live in the County go
outside of the area to have fun. Other gaps included: a lack of rack cards and itineraries, a seasonal staff that
doesn’t have the skills to direct visitors to tourist activities, a lack of walkable cities, awareness, minimal sports
facilities, lack of wineries, and no “kingpin” attraction like the Pike Place Market.
Transportation is at the top of the list of major impediments, from the lack of light rail and easy wayfinding off I‐5,
to area attractions outside the Interstate corridor. The County’s inability to site its Visitor Information Centers at
the rest areas was also mentioned as a tourism barrier.
What can the County do about these issues? They can improve signage and technology promotion to make it
easier for people to find their way to attractions, off I‐5 and throughout the County. The County should continue to
work closely with the State to make legislators aware of how important tourism is to the local economies. They can
also help attract good hotels and restaurants.
The County can also do more to promote Boeing, create an agricultural tourism sector, develop an outdoor
adventure center, and create more targeted visitor information areas in forest areas. Year‐round funding for small
organizations and easier access to funds were also important points made by this group. It seemed like there was
confusion about how the funding worked and what needed to happen to strengthen funding strategies. A special
effort is needed to help people within the cities better understand what is required within the funding mechanism
and how to access the dollars for full benefit.
What’s a good next step for the County? Promotion was one of the most evident areas of focus, but the focus
group expressed it was promotion of anchor attractions and shoulder season activities that were most important.
In addition, the group felt that winter activities need greater attention. And, the County needs to do more to bring
in big events and work with meeting planners to garner better convention attendance.
The closing point from the session related to branding. If the recommendations from this report relate to branding,
then the County needs to provide additional funding outside of the existing Tourism Bureau contract to facilitate
that activity.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix B: Workshop/Focus Group and Other Feedback
Submitted by The Frause Team B‐9
Online Survey Outcomes
96 people completed the online survey and answered 20 different questions. The questions in the online survey
were different than the focus group questions because they were modified to adapt to the online format.
Respondents were from more than 14 sectors, except aviation, retail, limited service dining, specialty food
services, recreation, gambling, marinas and tours. Industry sectors included government, chambers of commerce,
non profit or community or organizations, outdoor recreation, hotels, lodging, full‐service restaurants, arts,
heritage organizations, transportation, wineries and breweries, meeting venues, tourism facilities, and
miscellaneous. A review of the results spurred the following conclusions:
• Hiking, parks, water sports, the Boeing Tour, and waterfront offerings are the top five appealing attractions.
• Shopping, Boeing Tour, casinos, Future of Flight and Seattle Premium Outlets were the top five well known
attractions.
• 62% of respondents do not track data on who visits their business or organization compared to 24% that did
and 14% that did not.
• Of those that do track data, 43% use online surveys.
• Only 39% track data on where their visitors come from and of those people 39% use visitor log books, 32% use
website analytics, 26% use online surveys, 11% use focus groups and 13% use e‐newsletters.
• 48% said their visitors come from Snohomish County, while 26% come from other counties in Washington, 4%
from British Columbia, 12% from other states, and 1% from international locations. The balance, 9%, came
from other locations.
• The top 5 marketing activities that the Snohomish County Tourism Bureau conducts are the website, garnering
publicity, Visitor Information Centers, brochures, and Search Engine Optimization.
• Garnering publicity is the number one marketing task that Snohomish County Tourism should do to promote
County tourism.
• The top five ways customers find various businesses are via Search Engines, publicity, corporate websites,
Visitor Information Centers, and Social Media.
• The Internet is the number one place that businesses advertise.
Respondents were from a diverse group of ZIP codes. The survey proved to be a positive way to garner input on
both popular and hidden assets for the Master Asset Inventory. Answers to additional questions provided
perspective about tourism challenges and gaps, specific advertising locations, and more detail on how guests find
businesses.
One‐on‐One Interviews
The one‐on‐one interview data collection process was extensive and the outcomes of this process have been key
to garnering input for strategies and recommendation development. The majority of the one‐on‐one interviews
analysis will be included in the Master Asset Inventory Report. The full roster of one‐on‐one interviews will be
included in the final Plan.
Submitted by The Frause Team C‐1
Snohomish County Tourism Strategic Plan
Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
OVERVIEW
Measuring regional tourism activity is challenging, as direct visitor counts are not typically available. As a result,
economic activity that parallels increases or decreases in visitors are used as proxy measures for the size and
changes in tourism activity.
Specifically, this analysis assesses the Snohomish County tourism market and recent trends utilizing employment
data for tourism‐related industries, visitor spending estimates from Dean Runyan Associates, and lodging statistics
from Smith Travel Research. When possible, comparisons are made to trends in the larger region and in nearby
counties.
EMPLOYMENT
Snohomish Employment by Sector
The “tourism sector” is difficult to define precisely because it is a broad industry that serves local residents as well
as visitors from outside the area. For this analysis, the Frause team used the Puget Sound Regional Council’s (PSRC)
definition of the tourism sector, which defines the sector by a list of NAICS (North American Industry Classification
System) codes representing businesses that serve out‐of‐area visitors. This study uses the Prosperity Partnership
definitions to remain comparable with the tourism study of the four‐county region (King, Snohomish, Pierce, and
Kitsap Counties) conducted in 2008. Other studies, including Dean Runyan’s work for Washington and the
Snohomish County Blueprint 2015 published by the Workforce Development Council of Snohomish County, define
the tourism sector differently and report different figures for tourism employment and spending. Employment
figures used in this analysis represent covered employment (jobs covered by unemployment insurance).
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐2
Exhibit 1
Snohomish County Tourism Sector Employment
*= Suppressed Values
AARG = Average Annual Growth Rate
Source: Puget Sound Regional Council, 2010; BERK, 2010
Findings
• Total tourism‐related employment was 14,545 in 2009. This accounts for approximately 6% of the 241,5691
total jobs covered by unemployment insurance in Snohomish County.
• Overall, tourism‐related employment in Snohomish County is down moderately (3.2%) from 2008 to 2009 as a
result of the recession, reflecting the national trend of cutbacks in personal consumption of tourism.
• Full‐service restaurants make up the largest share of the County’s tourism sector employment, with 52% of
tourism sector jobs in 2009.
• Casino employment is the other sizable tourism sector in the County. It has grown 13.7% since 2002, a factor
which helped mitigate employment losses in 2009. Casino hotel employment is included in the Gambling
sector and not the Hotel and Motel sector. As a result, the Gambling sector employment is likely inflated while
Hotel and Motel sector employment is underrepresented.
• According to the Tulalip Tribe in 2010, the Tulalip Casino and Resort had a staff of approximately 2,000. About
80% of the staff are non‐tribal members.
1 Puget Sound Regional Council, 2009
Tourism Sector 2002 2007 2008 2009
% of
Total 2002-2009
AAGR
2002-2009
AAGR
2002-2007
AAGR
2008-2009
Full-Service Restaurants 6,798 8,571 8,551 7,542 51.9% 744 1.5% 4.7% -11.8%
Gambling 1,551 2,789 3,023 3,819 26.3% 2,268 13.7% 12.5% 26.3%
Hotels and Motels 749 1,015 1,113 974 6.7% 225 3.8% 6.3% -12.5%
Drinking Places 422 636 600 569 3.9% 147 4.4% 8.5% -5.2%
Golf Courses 359 444 442 371 2.6% 12 0.5% 4.3% -16.1%
Performing Arts 216 287 334 323 2.2% 107 5.9% 5.8% -3.3%
Other Recreation 353 227 243 306 2.1% -47 -2.0% -8.5% 25.9%
Travel Arrangement 306 252 294 240 1.7% -66 -3.4% -3.8% -18.4%
Spectator Sports 78 117 89 80 0.6% 2 0.4% 8.4% -10.1%
Amusement Parks and Arcades * 78 86 64 0.4% * * * -25.6%
RV Parks 56 58 61 63 0.4% 7 1.7% 0.7% 3.3%
Museums, Historic Sites 21 52 57 59 0.4% 38 15.9% 19.9% 3.5%
Other Transportation 55 57 47 51 0.4% -4 -1.1% 0.7% 8.5%
Marinas 44 49 43 46 0.3% 2 0.6% 2.2% 7.0%
Independent Artists 17 * 31 18 0.1% 1 0.8% * -41.9%
Sightseeing Transportation * 0 * * * * * * *
Other Accommodation * * * * * * * * *
Sector Total 11,110 14,673 15,031 14,545 100.0% 3,435 3.9% 5.7% -3.2%
Pre-Recession RecessionChangeEmployment
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐3
Wages
The following exhibits describe the inflation adjusted average annual wages paid for employment in tourism‐
related sectors.
Exhibit 2
Snohomish County Average Annual Wage by Sector (2009$)
Source: Puget Sound Regional Council, 2010; BERK, 2010
Findings
• Tourism related sectors in Snohomish County paid $335,880,768 in total wages in 2008.
• Overall, wages for tourism sector jobs are considerably lower than the 2008 countywide average of $46,1752.
• Jobs in the Travel Arrangement and Gambling sectors pay the highest wages of all tourism sectors.
2 Employment Security Department, 2010
Tourism Sector 2002 2007 2008
Transportation
Other Transportation $23,281 $23,634 $22,455
Sightseeing Transportation * * *
Administrative and Support
Travel Arrangement $35,901 $53,877 $49,224
Arts, Entertainment, and Recreation
Performing Arts $15,198 $16,996 $16,686
Spectator Sports $21,080 $31,209 $33,256
Independent Artists $14,039 * $10,998
Museums, Historic Sites $17,563 $26,034 $26,137
Amusement Parks and Arcades * $9,981 $8,126
Gambling $38,499 $38,448 $39,074
Golf Courses $25,145 $20,238 $21,522
Marinas $31,044 $37,201 $31,614
Other Recreation $12,615 $14,576 $16,060
Accommodation and Food Services
Hotels and Motels $16,523 $19,028 $18,546
Other Accommodation * * *
RV Parks $23,491 $27,126 $22,772
Full-Service Restaurants $16,967 $17,803 $16,684
Drinking Places $14,414 $15,183 $14,911
Sector Total $20,567 $22,544 $22,195
* Suppressed Values
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐4
Regional Comparison
The following two exhibits compare Snohomish County employment and wages in tourism‐related sectors with
those in: the four‐county region, which is comprised of King, Snohomish, Pierce, and Snohomish Counties;
Snohomish County alone; King County alone; and Pierce and Kitsap Counties together.
Exhibit 3
Regional Tourism Sector Employment
Source: Puget Sound Regional Council, 2010; BERK, 2010
Note: The Four‐county Total includes King, Snohomish, Pierce, and Snohomish Counties
Exhibit 4
Regional Tourism Sector Average Annual Wage
Source: Puget Sound Regional Council, 2010; BERK, 2010
Note: The Four‐county Total includes King, Snohomish, Pierce, and Snohomish Counties
Findings
• Relative to other counties in the region, the Snohomish County tourism sectors grew faster before the
recession, and have not shrunk as much King and Pierce/Kitsap Counties’ comparable sectors during the
recession. A shift to value destinations (i.e. “staycations”) may have benefited Snohomish County more than
King County, for example, which likely sees a higher percentage of visitors from outside the region and state.
• The average inflation adjusted wage for tourism sector jobs in Snohomish County increased at an average
annual rate of 1.3% from 2002 to 2008. Over the same period, wages decreased by 1.2% in King County and
were flat for Pierce and Kitsap Counties.
2002 2007 2008 2009 2002-2007
AAGR
2002-2007 2008-2009
AAGR
2008-2009
Four-county Total 99,058 116,946 118,943 111,988 17,888 3.4% -6,955 -5.8%
Snohomish County 11,110 14,673 15,031 14,545 3,563 5.7% -486 -3.2%
King County 69,397 79,868 80,931 75,580 10,471 2.9% -5,351 -6.6%
Pierce & Kitsap Counties 18,551 22,405 22,981 21,863 3,854 3.8% -1,118 -4.9%
RecessionPre-Recession Pre-Recession Recession
Employment Change
2002 2007 2008
AAGR
2002-2008
Four-county Average $28,818 $28,575 $27,280 -0.9%
Snohomish County $20,567 $22,544 $22,195 1.3%
King County $32,607 $32,043 $30,415 -1.2%
Pierce & Kitsap Counties $19,582 $20,162 $19,563 0.0%
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐5
Location Quotients
Location quotients compare the local concentration of jobs in different sectors to a reference geography – usually
the nation or a state. When a region has a high concentration of jobs relative to the reference geography, it
indicates a strength that can be built upon, particularly when the sector is seen to be growing in size over time. A
value of 1.0 signifies that the sector possesses the same level of employment concentration as the reference
geography. A value above or below 1.0 signifies that the sector possesses a concentration level that is either
greater or lesser than the base area.
Exhibit 5
Snohomish County Location Quotients by Sector, 2008 & 2009
Source: Puget Sound Regional Council, 2010; BERK, 2010
Note: The Region includes King, Snohomish, Pierce, and Snohomish Counties
Reading Exhibit 6 and Exhibit 7, the bottom axis represents the average annual employment growth rates (AAGR)
for each sector. Sectors to the right of the vertical line are growing; those to the left are shrinking. The vertical axis
represents the employment concentration or location quotient for each sector compared to the reference
geography. The size of the bubbles indicates the number of employees in each sector.
From an economic development perspective, large, highly concentrated sectors that are not growing very fast are
stable sectors. Highly concentrated and fast growing sectors – often smaller in size – can be the emerging sectors
that need to be supported with recruitment and expansion strategies.
2008 2009 2008 2009
Transportation
Other Transportation 0.2 0.2 0.3 0.3
Sightseeing Transportation * * * *
Administrative and Support
Travel Arrangement 0.4 0.3 0.7 0.6
Arts, Entertainment, and Recreation
Performing Arts 0.7 0.7 1.5 1.5
Spectator Sports 0.3 0.4 0.3 0.3
Independent Artists 0.6 0.3 0.3 0.2
Museums, Historic Sites 0.2 0.2 0.1 0.1
Amusement Parks and Arcades 1.2 1.1 0.3 0.2
Gambling 2.1 2.7 7.0 9.3
Golf Courses 1.0 0.9 0.6 0.6
Marinas 0.9 1.1 0.7 0.8
Other Recreation 0.6 0.9 0.6 0.8
Accommodation and Food Services
Hotels and Motels 0.4 0.4 0.4 0.4
Other Accommodation * * * *
RV Parks 1.7 2.2 0.6 0.6
Full-Service Restaurants 0.9 0.9 1.0 0.9
Drinking Places 0.9 0.9 0.9 0.9
* Suppressed Data
Location Quotient
(County to Region)
Location Quotient
(County to Nation)
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐6
Exhibit 6
Snohomish County Tourism Sector Employment Compared to Nation
Source: Puget Sound Regional Council, 2010; Tulalip Tribe, 2010; BERK, 2010
Exhibit 7
Snohomish County Tourism Sector Employment Compared to Region
Source: Puget Sound Regional Council, 2010; Tulalip Tribe, 2010; BERK, 2010
Notes: The Region includes King, Snohomish, Pierce, and Snohomish Counties. Casino hotel employment is included in the
gambling sector and not the hotel and motel sector. As a result, the Gambling sector employment is likely inflated while
Hotel and Motel sector employment is underrepresented.
Full-Service Restaurants
Golf Courses
Performing Arts
Travel Arrangement Museums, Historic Sites
Gambling
Other Recreation
Hotels and Motels
Drinking Places
-2
-1
0
1
2
3
4
5
6
7
8
9
10
11
-10% -5% 0% 5% 10% 15% 20%
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Average Annual Growth Rate, 2002-2009
Full-Service Restaurants
Golf Courses
Performing Arts
Other Transportation
Travel Arrangement
Spectator Sports
Independent Artists
Museums, Historic Sites
Amusement Parks and Arcades
Gambling
Marinas
Other Recreation
Hotels and Motels
RV Parks
Drinking Places
Full-Service Restaurants
Golf Courses
Performing Arts
Travel Arrangement Museums, Historic Sites
Gambling
Other Recreation
Hotels and Motels
RV Parks
Drinking Places
-1
0
1
2
3
4
-10% -5% 0% 5% 10% 15% 20%
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Average Annual Growth Rate, 2002-2009
Full-Service Restaurants
Golf Courses
Performing Arts
Other Transportation
Travel Arrangement
Spectator Sports
Independent Artists
Museums, Historic Sites
Amusement Parks and Arcades
Gambling
Marinas
Other Recreation
Hotels and Motels
RV Parks
Drinking Places
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐7
Findings
Compared to the nation and the region (King, Kitsap, and Pierce Counties – the remaining counties in the
four‐county region), Snohomish County is primarily strongest in the Gambling sector. The County has a high
concentration of gambling related jobs and this sector has grown considerably since 2002.
Growing Sectors
High Concentration
• Gambling: The County’s gambling sector has been growing at nearly 14% a
year since 2002.
• RV parks are highly concentrated compared to the region. It is not a fast
growing sector, however.
Average Concentration
• Restaurants and drinking establishments have comparable concentrations to
the region and nation. Both had an average annual growth rate of 1%‐4%
since 2002.
Low Concentration
• Hotels and motels; museums and historic sites; performing arts (above
average nationally); and golf courses have below average clustering
compared to the region.
• Museums and historical sites and performing arts have experienced
considerable growth since 2002.
Shrinking Sectors
Low Concentration
• Travel arrangements and other recreation are the two sizable sectors that
shrank over this period. Both these sectors had below average clustering
compared to the nation or other three counties in the region.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐8
VISITOR SPENDING3
Spending per Capita
Exhibit 8 below shows the total spending by visitors on a per capita basis. Higher spending per capita indicates that
the location is drawing more visitor dollars to the area relative to its population base.
Exhibit 8
Visitor Spending per Capita (2009 dollars)
Source: Dean Runyan, 2010; BERK, 2010
Findings
• Lower visitor spending per capita in Snohomish County indicates it attracts fewer visitors from outside the
county compared to the King County or Washington overall.
• Spending varies with the economy. Snohomish County, King County and Washington show a similar trend over
the last decade with decreased spending during recessions.
• Spending decreased 9% for Washington overall from 2008 to 2009.
3 Visitor spending is for tourism sectors based on Dean Runyan Associates data and methodology. Dean Runyan‐
defined tourism sectors are different than the PSRC‐defined tourism sectors used in the Employment section
above.
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
King County
Washington
State
Snohomish
County
Pierce
County
Kitsap
County
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐9
Spending by Commodity
The following exhibits describe inflation‐adjusted spending in visitor‐related sectors by commodity type.
Exhibit 9
Snohomish County Visitor Spending by Commodity in Millions (2009 $)
Source: Dean Runyan, 2010; Bureau of Economic Analysis, 2010; BERK, 2010
Exhibit 10
Visitor Spending by Commodity, 2008
Source: Dean Runyan, 2010; BERK, 2010
Findings
• Total visitor spending in Snohomish County in 2008 was $911.6 million (or $905.45 million in 2009
dollars). For reference, Snohomish County had $10.7 billion in taxable retail sales in 20084 for all NAICS
categories. Visitor spending figures are not directly comparable to taxable retail sales recorded, however.
Dean Runyan uses a proprietary methodology to estimate visitor spending that includes spending not
factored into the TRS totals, such as airfare for example.
• Overall, visitor spending has been increasing in Snohomish County.
4 Washington Department of Revenue, 2008.
Commodity 2000 2005 2008
Percent of
Total, 2008
AAGR
2000-2008
Food Service $157.75 $220.93 $283.08 31.3% 7.6%
Local Tran. & Gas $185.30 $216.98 $228.05 25.2% 2.6%
Retail Sales $134.79 $132.36 $125.75 13.9% -0.9%
Arts, Ent. & Rec. $108.85 $116.01 $113.03 12.5% 0.5%
Accommodations $81.92 $88.46 $107.77 11.9% 3.5%
Food Stores $39.72 $44.78 $47.78 5.3% 2.3%
Visitor Air Tran.$0.00 $0.00 $0.00 - -
Total $708.20 $819.64 $905.45 100.0% 3.1%
31.3%
20.6%27.2%24.1%
25.2%
22.4%
26.2%34.5%
13.9%
21.4%
15.1%13.2%
12.5%14.2%13.5%12.2%
11.9%
10.0%12.3%10.8%
5.3%8.2%5.7%5.2%
3.1%
Snohomish King Pierce Kitsap
Visitor Air Tran.
Food Stores
Accommodations
Arts, Ent. & Rec.
Retail Sales
Local Tran. & Gas
Food Service
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐10
• Visitors to Snohomish County spend the most on food and transportation/gas. These categories total 56% of
all visitor spending. Spending in these categories is growing, with food service increasing by an average annual
rate of 7.6% from 2000‐2008 and local transportation/gas by 2.6% over the same timeframe.
• Visitors to Snohomish County spend a larger share on food service than in other counties in the region.
• Retail sale spending is the only commodity type that decreased from 2000 to 2008.
LODGING TRENDS
Supply
The following exhibit describes the supply of rooms in Snohomish County and other counties in the region. Supply
is defined as the number of rooms available per day by days in the month, or in other words: the total monthly
room nights. Totals do not include bed and breakfasts and other small facilities.
Exhibit 11
Room Supply, June 2007‐10
Source: Smith Travel Research, 2010; BERK, 2010
Source: Smith Travel Research, 2010; BERK, 2010
Findings
• The hotel/motel room supply across the four county region has increased every year for the last four years.
Most of this growth (61% of all new rooms) has been in King County.
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
2007 2008 2009 2010
Kitsap County
Pierce County
Snohomish County
King County
2007 2008 2009 2007 2008 2009 2010
Washington State 2,509,512 2,578,952 2,632,644 2,409,690 2,472,960 2,524,620 2,586,600
Region 1,355,010 1,395,341 1,415,553 1,297,530 1,326,570 1,362,300 1,399,350
King County 1,000,463 1,019,528 1,041,228 964,230 970,830 1,000,050 1,026,690
Snohomish County 152,148 163,618 163,649 144,270 158,370 158,370 164,790
Pierce County 159,867 164,858 163,339 150,930 156,150 158,070 158,100
Kitsap County 42,532 47,337 47,337 38,100 41,220 45,810 49,770
Winter (December) Summer (June)
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐11
• In 2009, Snohomish County rooms represented 12% of the total supply for the four‐county region.
• The room supply in Snohomish County grew by 14% from 2007 to 2009.
Occupancy
The following exhibits show occupancy and the average daily rate for hotels in the Puget Sound and the State
overall.
Exhibit 12
Percent Occupancy
Source: Smith Travel Research, 2010; BERK, 2010
Findings
• In 2010, the occupancy rate in Snohomish County was higher than the State overall or any of the other
counties in the four county region.
• Occupancy in King County has steadily decreased as supply has increased.
Exhibit 13
Average Daily Rate
Source: Smith Travel Research, 2010; BERK, 2010
2007 2008 2009 2007 2008 2009 2010
Washington State 48.1 42.2 42.9 76.8 74.1 67.2 69.6
Snohomish County 58.4 44.9 47.1 80.6 72.3 64.5 77.1
King County 51.7 48.0 47.2 82.9 80.0 73.3 75.7
Pierce County 47.2 40.2 42.5 72.8 71.6 64.7 72.4
Kitsap County 50.3 40.7 41.6 72.7 71.8 64.7 55.9
Winter (December) Summer (June)
2007 2008 2009 2007 2008 2009 2010
Washington State $95.15 $95.63 $87.21 $105.05 $110.28 $103.01 $99.53
Snohomish County $84.91 $85.79 $79.78 $87.65 $95.71 $85.61 $83.38
King County $117.52 $115.34 $99.90 $132.37 $138.89 $123.75 $117.07
Pierce County $79.34 $82.54 $74.95 $79.78 $85.61 $84.64 $78.44
Kitsap County $87.86 $85.01 $81.02 $91.79 $98.89 $93.04 $88.97
Winter (December) Summer (June)
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix C: Tourism Market Analysis
Submitted by The Frause Team C‐12
Findings
• The average daily rate for all hotels/motels in Snohomish County is lower than in King County and Kitsap
County, reflecting that Snohomish County lodging is a more “value” oriented hotel/motel market compared to
its neighbors.
• Snohomish County average daily rate is also lower than the state average in both December and June. Only
Pierce County has a lower average daily rate than Snohomish County.
Submitted by The Frause Team D‐1
Snohomish County Tourism Strategic Plan
Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
INTRODUCTION
This document describes two funding mechanisms that Snohomish County either currently uses or is planning to
use to support and promote its tourism industry:
1. Lodging Tax. Under Washington State law, the lodging tax can be levied by counties, cities, or PFDs. The 2000
Snohomish County Strategic Plan for Tourism Development and Marketing established the development of
significant new tourism attractions through capital investment as a strategic priority. To provide the financing
for these investments in the County’s tourism infrastructure, a countywide PFD was created and partnerships
with city‐level PFDs were developed.
2. Tourism Promotion Area. A Tourism Promotion Area (TPA) is an established geographic boundary, within
which lodging establishments can self‐impose an additional nightly fee on each room‐night. TPA assessment
revenues can be used to fund tourism promotion and development activities. Snohomish County has not yet
established a TPA. The lodging industry has proposed the idea, and the County Council has passed a resolution
stating their intent to support the effort.
The revenue sources, purpose, and uses of these two tourism funding mechanisms are described in more detail in
the following sections.
LODGING TAX
The lodging tax fund is a dedicated fund authorized by state and county statute that taxes hotel and motel
overnight stays and uses the receipts for the purpose of developing and promoting tourism in Snohomish County.
Source of Funds
Snohomish County currently levies and collects the legal maximum lodging tax. The lodging tax fund has two
sources, both based on taxes levied on lodging fees:
1. The Small Fund. This Fund is supported by a credit to the County of one‐third of Washington State’s sales tax
collected on lodging, which totals 2% of each eligible sale. This fund is also known as the “Hotel‐Motel Tax
Fund” or “The First Two Percent.” For the purposes of this document, it will be referred to as The Small Fund.
2. The Large Fund. This Fund is supported by an additional 2% tax levied on the sale of lodging that accrues
directly to the County. This fund is also known as the “Regional Tourism Tax Fund” or “The Second Two
Percent.” For the purposes of this document, it will be referred to as The Large Fund.
The County does not receive revenues from the sale of lodging that takes place on tribal land. A current issue
nationwide is the collection of lodging tax revenues from online bookings. The County is receiving tax revenues
from the sale of lodging through online travel websites, though some of this may be based on wholesale rather
than retail costs.
The revenue source and statutes regulating each of these funds are described in more detail below.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐2
The Small Fund
The Small Fund revenues come from a special excise tax authorized by RCW 67.28.180 and RCW 67.28.1801, and
enacted by Snohomish County Code (SCC) 4.40.010. These statutes allow Snohomish County to levy and collect a
special excise tax not to exceed 2% on the sale of lodging within County boundaries that is subject to sales tax. The
revenues are given to the County as a credit against the state sales tax on each eligible lodging sale. Snohomish
County levies the maximum allowable 2%, meaning the County earns $0.02 for each $1.00 paid for eligible lodging.
The County receives its allocations from the state on a monthly basis.
Money in The Small Fund ‐ that has not yet been withdrawn ‐ may be invested by Snohomish County in interest‐
bearing securities, with earnings returned to the Fund.
This revenue source is called The Small Fund because the County does not receive the revenues if the lodging sale
takes place within a city that already levies this excise tax. The following cities levy this tax locally, and so
Snohomish County does not receive this revenue from lodging sales in the following jurisdictions:
• City of Arlington
• City of Bothell
• City of Edmonds
• City of Everett
• City of Lynnwood
• City of Marysville
• City of Monroe
• City of Mountlake Terrace
• City of Mukilteo
• City of Snohomish
The Large Fund
The Large Fund revenues come from an excise tax authorized by RCW 67.28.181 and enacted by SCC 4.41.010.
These statutes allow the County to levy and collect an excise tax not to exceed 2% on the sale of lodging within
County boundaries that is subject to sales tax. This tax is in addition to other taxes levied on lodging fees, and
accrues to the County regardless of which jurisdiction the lodging sale takes place. Snohomish County levies the
maximum allowable 2%, meaning the County earns $0.02 for each $1.00 paid for eligible lodging.
Money in The Large Fund that has not yet been withdrawn may be invested by the County in interest‐bearing
securities, with earnings returned to the Fund.
Fund Administration
State and county statutes require Snohomish County to create a dedicated fund to receive lodging tax revenues,
and that the revenues are expended only on eligible activities as described in the following section. The County
Executive is responsible for administering both The Large Fund and The Small Fund, and for appointing a fund
manager for each.
RCW 67.28.1817 requires that Snohomish County, as a jurisdiction with a population greater than 5,000, also
establish a LTAC to impose or make changes to the rate or use of the lodging tax. The statute requires that LTAC
consist of at least five members appointed by the County, two of which must be representatives of businesses
required to collect the tax and two of which must be involved in activities authorized to be funded by the tax. If the
County’s LTAC consists of more than five members, the number of members from each of those two groups must
remain equal to one another. The final member must be an elected official of the County, and this member will
serve as Committee Chair. Membership will be reviewed and changed as necessary on an annual basis by the
appointing authority. The LTAC may also include one non‐voting member who is an elected official of a city or
town in the County.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐3
The purpose of LTAC is to advise the County decision‐makers on how to spend fund revenues. Snohomish County’s
LTAC currently consists of the following members:
• One County Councilmember (serving as Chair)
• Two lodging industry representatives
• Two tourism industry representatives
• The Snohomish County Tourism Board Director (ex‐officio member)
Allowed Uses of Lodging Tax Funds
Use of The Large Fund and The Small Fund is regulated by RCW 67.28.1815 and RCW 67.28.1816. The RCW
67.28.1815 states that the revenues must be used for the purpose of paying costs of tourism promotion,
acquisition of tourism‐related facilities, or operation of tourism‐related facilities. They may also be used to fund a
multijurisdictional tourism‐related facility.
RCW 67.28.1816 is a temporary statute that expires June 30, 2013. It allows revenues to be used for the following
additional purposes:
• The marketing and operations of special events and festivals.
• To support the operations and capital expenditures of tourism‐related facilities owned by nonprofit
organizations.
This statute requires that local jurisdictions using these revenues submit an annual economic impact report to the
Washington State Department of Commerce. This report must include a detail of expenditures, as well as:
• The total revenue received.
• The list of festivals, special events, or nonprofits that received funds.
• The amount of revenue expended on each festival, special event, or tourism‐related facility.
• The estimated number of each of the following generated per festival, special event, or tourism‐related
facility:
o tourists
o persons traveling over fifty miles to the destination
o persons remaining at the destination overnight
o lodging stays
Washington State’s Joint Legislative Audit and Review Committee (JLARC) will report to the Legislature and the
Governor on the use and economic impact of lodging tax revenues by local jurisdictions since January 1, 2008 to
support festivals, special events, and tourism‐related facilities, and the economic impact generated by them. The
report will be turned in September 1, 2012.
The Small Fund
The Small Fund is additionally regulated by SCC 4.40.050, which says the Small Fund revenues may only be used for
the following purposes:
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐4
• Acquisition, construction, improvement, or operation of convention center facilities, stadium facilities, or
performance and/or visual arts center facilities.
• Payment of General Obligation or revenue bonds used for the above purposes.
• Advertising, publicizing, or distributing information for the purpose of attracting visitors and encouraging
tourist expansion. This can include promotional materials, development of strategic tourism plans, and other
such uses.
SCC 4.40.060 encourages the fund administrator to define eligibility of sponsors and projects broadly to encourage
wide participation and innovative proposals.
The Large Fund
The Large Fund is additionally regulated by SCC 4.41.030, which says the funds may be used for:
• Acquiring or operating, either jointly or individually, tourism‐related facilities.
• To pay or secure general obligation or revenue bonds issued for the purposes referenced above.
• To develop strategies to expand tourism within the County.
• To support comprehensive regional marketing for Snohomish County tourism.
Use of Lodging Tax Funds in Snohomish County
The Small Fund
All dollars in The Small Fund not used for fund administration (capped at 12% of annual appropriations) are
distributed through a competitive award process. Although The Small Fund can be used for many different
purposes, in practice, The Small Fund has primarily been used in Snohomish County to support local tourism
promotion initiatives throughout the County including brochures and advertising. These promotional initiatives are
often a small piece of a larger project, such as an event or festival that needs marketing support.
Use of The Small Fund dollars for marketing purposes has traditionally been allowed for advertising and
promotional campaigns in communities more than 50 miles away from the site of the attraction. The intention of
this requirement has been to draw visitors more likely to stay overnight in the County’s hotels and motels, which is
desirable both for the additional spending overnight visitors bring, and because these visits directly contribute to
the Lodging Tax fund, to some degree replenishing the dollars that were expended in the marketing effort.
Attracting overnight visitors is not currently a requirement of either state or county law, even though it has been
the practice for some time. Although it is not an eligibility requirement, it is part of the bonus selection criteria of
The Small Fund application process (see Exhibit 4).
If not all of The Small Fund revenues are spent in a given year, the excess funds accumulate. The current fund
reserve is approximately $1.0 million. There has not been a deliberate intent by the LTAC to run a surplus, but
these funds have accumulated because fund revenues have been greater than awards allocated.
Exhibit 1 shows the award history for The Small Fund.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐5
Exhibit 1
Small Fund Project Award History (2005‐2009)
Source: Snohomish County, 2010; and BERK, 2010.
The Large Fund
The Large Fund has emerged as a resource for projects of countywide benefit, with a strong emphasis on funding
capital facilities, which was a primary strategy of the 2000 Strategic Plan for Tourism Development and Marketing.
In addition to assisting with the acquisition and construction of several regional tourism facilities (often in
partnership with the Snohomish County PFD or a city‐level PFD), the Large Fund revenues have also been
dedicated to supporting an integrated program of local, regional, national, and international tourism promotion
through the Snohomish County Tourism Bureau.
The Fund was created in 1994 by the Snohomish County Council to support large tourism‐related development
projects of regional significance. The intent at the time was to allocate the funds evenly for three purposes:
• Snohomish County Tourism Bureau
• Everett’s Memorial Stadium Improvements
• A regional tourism project in South County
The Bureau was founded in 1995, and Memorial Stadium improvements were completed in 1997. By the early
2000s, The Large Fund had accumulated a substantial reserve. To distribute these funds, the LTAC worked with
County stakeholders to develop a strategy and program guidelines that aligned with the goals of the 2000 Strategic
Plan for Tourism Development and Marketing, culminating in a competitive funding process that awarded long‐
term funding to the Comcast Arena (also in Everett) and the Lynnwood Convention Center (in South County), via
the Lynnwood PFD.
Currently, the fund is being distributed as described below. The distribution percentages used are net of the
County’s Large Fund administration costs, which are capped at 4% annually, and any interest income.
• Contracting with the Snohomish County Tourism Bureau. The Large Fund distribution to the Snohomish
County Tourism Bureau is set through contract. This distribution is used to support the administration and
2005 2006 2007 2008 2009*
Total Sm all Fund Revenues $247,994 $268,560 $332,512 $334,650 $336,866
Projects Requested 30 26 27 30 18
Projects Awarded 24 25 26 28 15
% of projects awarded 80% 96% 96% 93% 83%
Dollars Requested** $362,912 $342,699 $379,805 $494,256 $316,465
Dollars Awarded** $205,416 $219,268 $251,420 $285,509 $243,206
% of dollars awarded 57% 64% 66% 58% 77%
Total Sponsor M atch $1,152,633 $1,089,511 $1,511,187 $1,601,704 $904,900
Net Revenue $42,578 $49,292 $81,092 $49,141 $93,660
* 2009 data does not include the spring funding round.
**These am ounts include 12% adm inistrative costs
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐6
operation of the Bureau, and to fund the Bureau’s selected marketing and promotion campaigns, including
projects such as advertising, website operation, and brochure development.
• Assisting with the acquisition and construction of regional tourism facilities. Remaining Large Fund
revenues are used to support regional tourism facilities, distributed evenly between the Everett area and the
South County area to projects selected in the early 2000s. These obligations are described below:
o South County Share. A portion of The Large Fund revenues is reserved for the South County area.
Currently, this money is distributed to the Lynnwood PFD, which uses it to support the Lynnwood
Convention Center. The Lynnwood PFD receives distributions according to a formula set in an inter‐local
agreement, up to a maximum of one‐third of Large Fund revenues. In years where the scheduled amount
is below the one‐third maximum, the difference is put into a reserve fund. The Lynnwood PFD also
receives funds from the Snohomish County PFD and from city lodging taxes.
o Everett Share. This money is dedicated to paying off the bonds used to fund Everett’s Memorial Stadium
and the Comcast Arena. This appropriation pays the debt service on the bonds, and also contributes to
the required bond reserve, which will help pay the debt service when revenues are insufficient. The city of
Everett receives the larger of the following amounts each year from The Large Fund:
An amount sufficient to pay for the Everett Memorial Stadium bond and its required reserve; or
An amount equal to the percentage of Large Fund revenues collected within the city of Everett,
multiplied by net Large Fund revenues (including interest earned and less administrative costs)
In years where the bond service amounts exceed the formulaic distribution amount, the County has made
intra‐fund transfers to the City sufficient to service the bonds. All such intra‐fund transfers are tracked,
and reverse transfers to pay back these “loans” are made in later years when revenues are sufficient.
The Comcast Arena project was led by the Snohomish County PFD, which contributes funding from its
own state‐rebated sales tax revenue. Additionally, the Comcast Arena receives funds from operations and
from city of Everett lodging taxes.
Current Balance and Commitments
The Large Fund currently has a surplus of approximately $1.9 million. There is not currently a strategy for how
much of a surplus the County would like to carry, or how surplus dollars should be used.
A portion of future Large Fund revenues are already committed to paying the debt service on the bonds identified
above. Everett’s bond debt service totaled about $397,000 in 2010, and will increase according to a schedule,
reaching $728,000 in 2026 and being fully retired in 2027. Future funds are also committed to the Lynnwood PFD,
according to the formula in the inter‐local agreement.
Exhibit 2 shows a history of large fund revenues and obligations for the years 2002‐2008. The revenues available
for distribution have grown an average of 9% per year over the period, while the three ongoing obligations
(Lynnwood, Everett, and the Bureau) have only grown by about 4% annually. This has resulted in increasing annual
surpluses.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐7
Exhibit 2
History of Large Fund Revenues and Obligations (2002‐2008)
Additional Funding for Snohomish County Facilities
In addition to Large Fund dollars, many of Snohomish County’s tourism and entertainment venues have benefited
PFD funding, either from the County PFD or from a city‐specific PFD, or from both. Exhibit 3 summarizes the PFDs
in Snohomish County, noting both the countywide PFD and city‐specific PFDs.
Exhibit 3
Snohomish County Public Facilities Districts
Public Facilities District Funded Facilities
Snohomish County Public Facilities District Everett Arena
Lynnwood Public Facilities District (the Lynnwood
Convention Center)
Edmonds Centre for the Arts
National Flight Interpretive Center (the Future of Flight
Museum)
Edmonds Public Facilities District Edmonds Centre for the Arts
Everett Public Facilities District Comcast Arena
Everett Events Center
Lynnwood Public Facilities District Lynnwood Convention Center
2002 2003 2004 2005 2006 2007 2008
Avg.
Growth
Rate
Tax Revenue 1,118,752$ 1,026,820$ 1,148,464$ 1,327,785$ 1,605,832$ 1,867,355$ 1,921,565$
Interest Earned 48,460$ 33,683$ 22,129$ 41,626$ 52,047$ 86,251$ 52,864$
Gross Revenue 1,167,212$ 1,060,503$ 1,170,592$ 1,369,411$ 1,657,879$ 1,953,606$ 1,974,429$
Adm in. Costs 26,086$ 14,711$ 24,091$ 25,158$ 14,238$ 36,690$ 43,152$
Revenue available for distribution 1,141,126$ 1,045,792$ 1,146,501$ 1,344,253$ 1,643,641$ 1,916,916$ 1,931,277$ 9.2%
1/3 available for each group 380,375$ 348,597$ 382,167$ 448,084$ 547,880$ 638,972$ 643,759$
Lynnwood PFD 400,000$ 416,000$ 432,640$ 449,946$ 467,943$ 486,661$ 506,128$ 4.0%
Available share (1/3) 380,375$ 348,597$ 382,167$ 448,084$ 547,880$ 638,972$ 643,759$
Surplus (Deficit) (19,625)$ (67,403)$ (50,473)$ (1,862)$ 79,937$ 152,311$ 137,631$
City of Everett 260,489$ 270,614$ 284,909$ 299,509$ 313,309$ 331,309$ 335,109$ 4.3%
Available share (pro rata share) 208,082$ 173,224$ 190,751$ 199,712$ 288,934$ 366,074$
Surplus (Deficit) (52,407)$ (97,390)$ (94,158)$ (99,797)$ (24,375)$ 34,765$ (335,109)$
Am ount available to VIC (1/3 - Everett 119,886$ 77,983$ 97,258$ 148,575$ 234,571$ 307,663$
Tourism Bureau 456,320$ 464,336$ 464,336$ 476,616$ 502,750$ 531,650$ 573,829$ 3.9%
Available share (1/3 + VIC share) 500,262$ 426,581$ 479,425$ 596,659$ 782,452$ 946,635$ 643,759$
Surplus (Deficit) 43,942$ (37,755)$ 15,089$ 120,043$ 279,702$ 414,985$ 69,930$
Total Surplus (Deficit) 24,317$ (105,158)$ (35,384)$ 118,182$ 359,639$ 567,296$ 516,211$
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐8
Award Process and Criteria
The Small Fund
Small Fund revenues are distributed through a competitive award process. The County sponsors two application
periods each year, during which eligible entities (non‐profit organizations, public, or public private entities) submit
proposals for project assistance. Applications must include descriptions of eligibility, scope of work, project
timeline, letters of recommendation, estimated budget, available matching share, and an explanation of
cooperative commitments.
The LTAC is responsible for reviewing applications and submitting recommendations for funding to the County
Council, which makes the final project allocation decisions. Winning projects are then contracted for on a
reimbursement basis. The LTAC first screens projects for eligibility and then uses the following selection criteria to
rank eligible projects for recommendation to the Council. Each area is scored individually with total of 125 points
available, as shown in Exhibit 4.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐9
Exhibit 4
Scoring Criteria for Small Fund Project Proposals
Criteria Points
Clarity. The proposal should clearly and concisely describe the project and how, if appropriate, the
County‐supported project will be integrated into a larger effort.
15
Strategic Plan. The project should clearly explain how it advances one or more strategies in the
Strategic Plan for Tourism Development and Marketing for Snohomish County.
15
Cost‐Effectiveness. The project should be an efficient, economical use of the County’s funds. 15
Area of Impact. The application should describe how large of an area the project will impact. 10
Scale of Project. The project should be of an appropriate scale to be completed by the end of the
award year.
10
Degree of Match. The applicant must demonstrate that it can supply at least 25% of the total
project cost from funds other than The Small Fund. A higher match rate will improve a project’s
competitiveness.
10
Marketing. The application should describe how the project will be marketed and how that
marketing will be coordinated with other community marketing and the Snohomish County Tourism
Bureau’s countywide marketing program.
10
Innovation. The project will be more competitive if it represents an unusual approach or moves the
County’s Hotel/Motel program in a useful new direction.
5
Cooperative Nature. The application should describe the type and degree of inter‐organizational or
inter‐jurisdictional partnerships the project will incorporate.
5
Self‐evaluation. The application should describe how the applicant will provide for an adequate
method of evaluating the effects of the proposed project upon completion.
5
Off‐season Development. The application should describe if the project will promote tourism
development during the off‐season (September 1 – June 30).
5
Overnight Visitorship. The application should describe if the project will attract overnight
visitorship, and if possible, quantify the anticipated stays and offer a credible method for
corroborating the projections.
10
Local Ordinance Funds. If the project originates from a jurisdiction with its own Hotel/Motel
ordinance, the application should describe what degree of support the community has committed
from its Hotel/Motel funds.
10
Total 125
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐10
The Large Fund
Snohomish County Tourism Bureau Programs
All tourism‐related activities undertaken by the Bureau are funded and scoped through a contract with the County,
approved and signed by the County Executive. The current contract covers a 5‐year period from January 1, 2006 to
December 31, 2010. The budget and operational plan for each year are included as attachments to the 5‐year
contract, and are updated on an annual basis.
The operational plan describes the actions that the Bureau will take during that year to achieve its goals, and the
budget gives a more detailed cost estimate of each piece of the operational plan. The operational plan and the
budget are split into supporting Visitor Services and Non‐Visitor Services, with dollar amounts designated for each.
The Bureau may reallocate up to 15% of the total funds within either budget at its discretion. If it would like to
change the budget to a greater extent, it must get approval from the County Executive.
Separately‐Funded Capital Projects
The County Executive and the County Council must both approve the dedication of funds to any other capital
projects. Of the current capital projects that are being supported (Memorial Stadium, Comcast Arena, and
Lynnwood Convention Center), Comcast Arena and Lynnwood Convention Center were chosen through a
competitive application process in the early 2000s. The projects did not compete against each other, as money was
designated separately for each of the geographic areas. For that competitive process, Snohomish County put
together a Large Fund Program Guidelines and Application document that laid out the purpose of the fund,
minimum eligibility criteria, and selection criteria.
Minimum eligibility criteria included:
• Projects must be consistent with RCW and the County’s allocation strategy.
• The applicant and partners must make a substantial financial commitment to the proposed project.
• County funds will ordinarily not amount to any more than 30% of the total project cost, including debt service.
• Projects must demonstrate adequate feasibility through market and financial analyses.
• Projects demonstrate the capacity to be under construction within 24 months of approval.
• Project applicants must demonstrate they have control of the sites of their projects.
• County funds will be used for construction and “due diligence” project development costs, not operation and
maintenance.
If a project met all of the above eligibility requirements, it was then scored according to the selection criteria, as
shown in Exhibit 5. Qualifying applications were reviewed by a technical review panel that made funding
recommendations to the LTAC. The LTAC then prepared their own comments on the proposals, before forwarding
the recommendations to the County Council for final decision on project approvals and funding levels.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐11
Exhibit 5
Scoring Criteria Used in the Early 2000s to Select Large Fund Capital Projects
Criteria Points
Business Plan Viability. The business plan was evaluated on the significance of its target market, the
methodology for identifying the target market, how the project addresses the identified market, plans for
marketing the completed project, short‐ and long‐term financing, and strategies for evaluating project
success.
10
Long‐term Vision of Strategic Investment. The project was evaluated on whether it had a long‐term
vision of strategic investment that aligned with the Snohomish County Strategic Plan for Tourism
Development and Promotion.
6
Quality of Life. The project was evaluated on how it would positively affect quality of life in the
community, and how the applicant proposed measuring this success once the project was operable. 3
New Tourism Activity. The project was evaluated on the methodology used to establish estimated bed
nights generated, and the scheme for tracking results. 10
Organizational Capacity. The applicant was evaluated on whether they had the organizational capacity
to complete the project, what similar projects they had completed successfully, and if the applicant and
its partners had the requisite skills and experience.
10
Community Tie‐In. The project was evaluated on how well it fit into local community planning and the
public planning process, and what the level of community support was. 6
Operational and Maintenance Capacity. The project was evaluated on whether the applicant
demonstrated the financial and resource capacity to operate and maintain the facility once constructed. 7
Market Viability. The project was evaluated on whether the market the project proposed to serve truly
exists, and that the market was of significant magnitude to generate adequate visitor bed nights. 10
Funding Plan. The project was evaluated on how the applicant planned to finance the full capital cost of
the project, including plans for fundraising, capital campaigns, and evidence of committed funding. 7
Economic Benefit. The project was evaluated on its economic benefit from the public investment in the
project, both direct and indirect. 7
Leverage of County Funds. The project was evaluated on how highly the County’s funding would be
leveraged by other funding sources. 6
Partnership/Collaboration. If the proposed project was collaborative between two or more agencies,
the applicant had to submit information about the partnership and the different partners’ commitments. 6
Facility Versatility. The project was evaluated on how versatile the facility would be, and how accessible
it would be to uses beyond its primary purpose. 3
Off‐Season Tourism Promotion. The project was evaluated on whether it would promote tourism
development during the off‐season. 3
Community Lodging Tax Support. If the project originated from a community that levies its own lodging
tax, the applicant had to explain the degree of support coming from that fund. 6
Total 100
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐12
The Opportunity Fund
In addition to the regular distributions and grant cycles of the Large and Small Funds, the County offers funding
through the Opportunity Fund. This money, either from the Large or Small Fund, is made available outside of the
regular grant cycle to take advantage of extraordinary tourism promotion opportunities that don’t align with
normal application periods.
Requirements to access the fund are more rigorous than the other grant cycles, preventing the Opportunity Fund
from becoming a way for organizations to circumvent the normal application process.
TOURISM PROMOTION AREA
A Tourism Promotion Area (TPA) is an established geographic boundary, within which lodging establishments can
choose to assess, as a group, an additional fee on each room‐night of lodging they sell. TPA assessment revenues
can be used to fund tourism promotion and development activities.
Snohomish County has not yet established a TPA. The lodging business community proposed the details of the TPA
in an Initiation Petition presented to the County Council. This petition was signed by the operators in the proposed
area that would pay 60% or more of the proposed charges, as required by law. The County Council has passed a
resolution stating their intent to support the effort.
The proposed TPA has the following details:
• The TPA would encompass the Cities of Arlington, Bothell, Everett, Edmonds, Lynnwood, Marysville, Monroe,
Mountlake Terrace, and Mukilteo as well as unincorporated areas of Snohomish County. The proposed Cities
would be joining the TPA through an inter‐local agreement.
• The assessment imposed on the operators of lodging businesses in those areas is proposed at $1.00 per room‐
night (only half of the legal maximum of $2.00 per room‐night as stated in RCW 35.101.050). The lodging
community estimates in the petition that this will result in annual revenues between $700,000 and $1 million.
• The assessment would only be imposed on operators of lodging businesses with properties having 50 or more
rooms.
All future lodging establishments in the area that fit the criteria must also participate in the TPA. Tulalip tribes and
any lodging establishments located on the Tulalip reservation are not required to participate.
Source of Funds
TPA revenues come from a dollar amount assessment on each room‐night of lodging purchased in a defined
geographic area. This would add a set amount to each night of lodging purchased by a customer, and this amount
would accrue to the TPA fund.
Fund Administration
All TPA revenues would be deposited into a dedicated fund, used only to support tourism. RCW 35.101.030 gives
the County Council sole discretion about how to use the money to promote tourism, and also gives the Council
authority to create an advisory board for the purpose of fund distribution.
For the proposed Snohomish County TPA, the lodging industry would select a Board that would make funding
recommendations to the Council. The lodging industry will devise the election/appointment process, as well as the
composition and bylaws for the Board. General guidelines from the Snohomish County Lodging Association
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐13
Executive Board are that the Board should represent all areas and lodging types, and that members be nominated
by the lodging community.
This lodging community will also have the discretion to halt the assessment through a vote, if the industry isn’t
satisfied with how the account is being administered.
Allowed Uses of TPA Funds
Use of these funds is regulated by RCW 35.101, which authorizes the establishment of a TPA and permits the levy
of special assessments to fund tourism promotion. The RCW defines eligible tourism promotion costs as: “activities
and expenditures designed to increase tourism and convention business, including but not limited to advertising,
publicizing, or otherwise distributing information for the purpose of attracting and welcoming tourists, and
operating tourism destination marketing organizations.” Use of these funds will also eventually be regulated by the
statutes passed by the Snohomish County Council.
Proposed Use of TPA Funds in Snohomish County
The proposed TPA states that revenues will be used for the following purposes:
• The general promotion of tourism within Snohomish County as specified in the TPA business plan to be
adopted annually.
• The marketing of convention and trade shows that benefit local tourism and the lodging business in the TPA.
• The marketing of Snohomish County in the travel industry in order to benefit local tourism and the lodging
businesses in the TPA.
• The marketing of Snohomish County to recruit sporting events in order to benefit local tourism and the
lodging businesses in the TPA.
Under these criteria, the Snohomish County Sports Commission, the Snohomish County Tourism Bureau, and arts,
culture, festivals, and sports organizations that bring an actual return on investment in overnight hotel stays as a
result of their marketing efforts would be eligible to compete for the funds.
Proposed Award Process and Criteria
TPA assessment funds would be accessed by eligible organizations through an application process. The TPA Board
appointed by the County to distribute these funds would create an application process and establish requirements
and criteria for applicants. The TPA Board would review applications and make recommendations to the Council
for funding.
The Snohomish County Tourism Bureau and the Snohomish County Sports Commission would have to adhere to
the same rules as other applications for the funds, and would have to submit applications with detailed uses of the
requested funds before receiving any grants.
Snohomish County Tourism Strategic Plan ‐ Harnessing Snohomish County’s True Potential
Appendix D: Tourism Funding Summary
Submitted by The Frause Team D‐14
HOTEL/MOTEL TAX REVENUE FORECASTS
Exhibit 6 estimates Snohomish County’s future small and large fund revenues from 2010‐2015. Actual revenues
from 2009 are included for comparison. The amounts in the table are total revenues, including both tax and
interest revenues.
Methodology
For each fund, there are high and low estimates that together compose a probable range in which Snohomish
County’s actual revenues over this time period will land.
• The high estimate was calculated using Snohomish County’s actual growth in each revenue stream from 1999‐
2008, giving an optimistic view of potential revenues. The time period leading up to 2008 experienced very
high growth, and it is unlikely that any future growth will outpace this period, making it very likely that future
revenues will be less than this optimistic estimate.
• The low estimate was calculated using the Washington State Economic and Forecast Council’s short‐term
projections for the implicit price deflator from the September 2010 forecasts. This is a conservative estimate
that ties the lodging fund revenues to projected overall growth of the whole economy.
Revenues are expressed in year‐of‐expenditure dollars and are not adjusted for inflation.
Exhibit 6
Hotel/Motel Tax Revenue Forecasts (2010‐2015)
• Small Fund Revenues
o On the high end, small fund revenues are estimated to grow at approximately 3.7% annually, as they did
from 1999‐2008. This would result in 2015 revenues of approximately $418,900.
o On the low end, small fund revenues are estimated to grow at approximately 2.3% annually. This would
result in 2015 revenues of approximately $386,100.
• Large Fund Revenues
o On the high end, large fund revenues are estimated to grow at approximately 7.7% annually, as they did
from 1999‐2008. This would result in 2015 revenues of approximately $2.4 million.
o On the low end, large fund revenues are estimated to grow at approximately 2.3% annually. This would
result in 2015 revenues of approximately $1.8 million.
2009 2010 2011 2012 2013 2014 2015
Small Fund
High Estimate $336,866 $349,300 $362,300 $375,700 $389,600 $404,000 $418,900
Low Estimate $336,866 $344,600 $352,500 $360,600 $368,900 $377,400 $386,100
Large Fund
High Estimate $1,557,978 $1,677,900 $1,807,100 $1,946,300 $2,096,200 $2,257,600 $2,431,400
Low Estimate $1,557,978 $1,593,800 $1,630,500 $1,668,000 $1,706,300 $1,745,600 $1,785,700
Submitted by The Frause Team E‐1
Snohomish County Tourism Strategic Plan
Harnessing Snohomish County’s True Potential
Appendix E: Asset Inventory Overview
OVERVIEW
The Plan includes a Master Asset Report, which contains information about both known assets and hidden assets.
A growing trend in community planning for tourism and economic stimulus is a Hidden Asset Inventory.
More and more tourism experts around the U.S. and in Europe are developing hidden asset strategies for both
urban and rural areas. The global trend towards tourists who are looking for “authentic” experiences supports the
need for hidden asset inventories. These inventories support authentic tourism by revealing what might
traditionally have gone unnoticed.
A hidden asset inventory has many benefits: it provides a traveler with a greater regional and cultural
understanding, creates a mechanism for customized experiences, provides a stronger market for locally‐produced
food and products, connects visitors with local residents, and it supports a local sustainable economy. Further, an
inclusive and thorough inventory of assets encourages cross‐sector collaboration in tourism, bridging the gap
between major attractions, and amenities found off‐the‐beaten path.
But, hidden assets are just part of the package of the full asset inventory for the County. Snohomish County offers
a tremendous variety of amenities through its vast wealth of urban areas coupled with small towns and
remarkable natural resources from its marine shoreline to its lush mountainous region. Given this diversity, the
goal of the asset review for the Snohomish County Tourism Plan was to identify as many of the tourist assets as
possible – including hidden assets – that generate an authentic tourism experience while bringing an equitable
understanding of potential in all corners of the County.
ASSETS REVIEW
Master Asset Categorization
The Master Asset Inventory document includes a full listing of all the assets in the County from aviation to artists.
From the start of this project, each asset defined by stakeholders has been documented for inclusion in the final
Plan.
Hidden Asset Inventory
The hidden assets primarily fall into these categories:
• Arts/Culture/Heritage
• Aviation
• Culinary/Farms/Food
• Indoor Events
• Outdoor Events
• Outdoor Recreation
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix E: Asset Inventory Overview
Submitted by The Frause Team E‐2
Tourism Exploration Zones
In order to make organization of the assets easier and more marketable, the assets are defined by Tourism
Exploration Zones. The Zones include:
• North (Arlington, Darrington, Granite Falls Stanwood)
• Central (Everett, Mukilteo, Lake Stevens, Snohomish, Marysville, Tulalip)
• East (Monroe, Gold Bar, Sultan, Index)
• South (Bothell, Mill Creek, Lynnwood, Mountlake Terrace, Edmonds, (Brier, Woodway)
Asset Identification
The master asset inventory for Snohomish County Tourism is an outgrowth of the comprehensive stakeholder
process developed by the Frause team and the County. The overarching approach emphasizes close‐touch and
active listening as well as the importance of identifying resources in the community emblematic of the richness,
depth and breadth of assets distributed across Snohomish County. It also addresses the need for providing
multiple tools and venues to collect data, and uses a qualitative tool called “snowball sampling.”
Through this methodology, assets are identified and organized by sectors. The identification and organization is
done through a variety of mechanisms, such as Snohomish County and Snohomish County Tourism Bureau
databases, group workshops, one‐on‐one interviews, an anonymous online survey, and snowball sampling.
Snowball sampling is a qualitative research method used when a desired sample characteristic is rare or not visible.
It may be extremely difficult or cost prohibitive to locate respondents in these situations. Snowball sampling relies
on referrals from initial subjects to generate additional subjects. While this technique can dramatically lower
search costs, it comes at the expense of introducing bias because the technique itself reduces the likelihood that
the sample will represent a good cross section from the population. The balance to this potential bias is the
identification of assets not yet known but seen as contributory to a diverse and vibrant tourism destination.
RESULTS FOR PLAN
One of the primary results of the asset inventory process – and primarily the search for hidden assets – was the
good will garnered by the County. This process demonstrated proactive unbiased inclusion of a broader range of
stakeholders and reiterated the County’s willingness to hear its constituency post the results of the last workshops
held in 2009. The process also encouraged a greater number of partnerships and collaboration with new
stakeholder groups, such as tribal communities and the Cascade Land Conservancy, to name a few.
The inventory is now an easily accessible tool to create a more advanced list of County offerings. The inventory
creates regional equity in the County by placing greater emphasis on attractions in rural areas to the North end of
the County and to the East side of I‐5, where there is less critical mass and fewer funding mechanisms for tourism
at a small town level. By identifying the hidden assets and by the mechanism in which they were found, the entire
process will help the County integrate community level activity with classical tourism attractions.
Submitted by The Frause Team F‐1
Snohomish County Tourism Strategic Plan
Harnessing Snohomish County’s True Potential
Appendix F: Hidden Assets
Inventory, Gaps, Opportunities and Trends
OVERVIEW
A growing trend in community planning for tourism and economic stimulus is a Hidden Asset Inventory. More and
more tourism experts around the U.S. and in Europe are developing hidden asset strategies for both urban and
rural areas. The need for hidden asset inventories is supported by the global trend towards tourists who are
looking for “authentic” experiences.
Hidden Asset Inventories support authentic tourism by revealing what might traditionally have gone unnoticed in
more conventional means of cataloging tourism opportunities. The Hidden Asset Inventory:
• provides a traveler with greater regional and cultural understanding;
• creates a mechanism for customized experiences;
• provides a stronger market for locally produced food and products;
• puts travelers in personal contact with local residents;
• and supports a local sustainable economy.
Furthermore, an inclusive and thorough inventory of assets also encourages cross sector collaboration in tourism,
bridging the gap between major attractions and amenities that are found off‐the‐beaten path. Snohomish County
offers a tremendous variety of amenities through its vast wealth of urban areas coupled with small towns and
remarkable natural resources. It also has rich marine shorelines and a lush mountainous region. This diversity is
captured in the inventory.
The hidden asset inventory was organized categorically by the following:
• Arts/Culture/Heritage
• Aviation
• Culinary/Farms/Food
• Indoor Events
• Outdoor Events
• Outdoor Recreation
Based on the geography of the county we systemized the assets by Tourism Exploration Zones. The Zones include:
• North (Arlington, Darrington, Granite Falls Stanwood)
• Central (Everett, Mukilteo, Lake Stevens, Snohomish, Marysville, Tulalip)
• East (Monroe, Gold Bar, Sultan, Index)
• South (Bothell, Mill Creek, Lynnwood, Mountlake Terrace, Edmonds, (Brier, Woodway)
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix F: Hidden Assets – Inventory, Gaps, Opportunities and Trends
Submitted by The Frause Team F‐2
METHODOLOGY
The Master Asset Inventory for Snohomish County is an outgrowth of the comprehensive stakeholder plan
developed by the team and the County. The overarching approach emphasizes close‐touch and active listening as
well as the importance of identifying resources in the community emblematic of the richness, depth, and breadth
of assets distributed across Snohomish County. It also addresses the need for providing multiple tools and venues
to collect data and uses a qualitative tool called “snowball sampling.”
Using this methodology, assets were identified and organized across the sectors of Arts/Culture/Heritage, Aviation,
Culinary/Farms/Food, Indoor Events, Outdoor Events and Outdoor Recreation through a variety of mechanisms:
Snohomish County and Snohomish County Tourism Bureau databases, group workshops, one‐on‐one interviews,
on‐line survey instrument, and snowball sampling.
Snowball sampling is a qualitative research method used when a desired sample characteristic is rare or not visible.
It may be extremely difficult or cost prohibitive to locate respondents in these situations. Snowball sampling relies
on referrals from initial subjects to generate additional subjects. While this technique can dramatically lower
search costs, it comes at the expense of introducing bias because the technique itself reduces the likelihood that
the sample will represent a good cross section from the population. The balance to this potential bias is the
identification of assets not yet known but seen as contributory to a diverse and vibrant tourism destination.
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RESULTS
One of the primary results of the Hidden Asset Inventory was the goodwill factor by the County. This process
demonstrated proactive unbiased inclusion of a broader range of stakeholders and re‐established the County’s
willingness to hear its constituency subsequent to the outcomes of the workshops held in 2009. The process also
encouraged a greater number of partnerships and collaboration with new stakeholder groups, such as tribal
communities, Cascade Land Conservancy, etc. to name a few.
The Hidden Asset Inventory can be used as a mechanism to bolster the Tourism Bureau’s website content. This
inventory is now an easily accessible tool to create a more advanced list of County offerings. The inventory creates
regional equity in the County by placing greater emphasis on attractions in rural areas to the north of the County
and to the eastside of I‐5, where there are less critical mass and fewer funding mechanisms for tourism at a small
town level.
By identifying the hidden assets and by the mechanism in which they were found, the entire process will help the
County integrate community level activity with classical tourism attractions.
HIDDEN ASSETS
Hidden assets are those physical, location‐based or experiential assets (e.g., classes, tours, participatory
experiences) that are explored in the context of classic tourism inventory and marketing efforts. Snohomish
County has a rich, diverse, and interesting suite of assets. These include: the shorelines of Puget Sound, its rivers
and estuaries, its small towns and larger metropolitan areas, as well as farmlands and forest canopies.
A Hidden Asset Inventory is a valuable companion piece to a classic asset inventory in that it provides greater
depth, can reveal assets that will develop new markets, and can help to integrate the host community and tourism
organizations more seamlessly.
Arts/Culture/Heritage
Arts/Culture/Heritage assets are categorized as follows:
• Art Galleries
• Arts Festivals
• Performing Arts and Community Theater
• Concerts and Musical Events
• Historic Architecture
• Historic Sites
• Public Art
• Tribal properties and attractions
• Other assets that distinguish uniqueness
Arts
The County is abundant with wonderful arts experiences and attractions including visual arts, theater, performing
arts, and music. There are ample facilities that host these events and make Snohomish County a vital arts
community. The art gallery inventory is substantial in promoting local artists as well as regional artists who have a
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strong following. Parks, plazas, train stations, streetscapes, and other municipal facilities showcase art readily. The
City of Edmonds in particular is a great example of where the arts investment has paid off for the City’s economic
development. Edmonds is the best example of a community that provides easy arts access to galleries, theaters,
performing arts venues, festivals, and the local business community.
In considering the arts, the Frause team and the County invited a large number of stakeholders to contribute ideas
and concerns through one‐on‐one interviews as well as an Arts/Heritage/Cultural resources workshop.
Culture/Heritage
The National Trust defines cultural heritage tourism as “traveling to experience the places, artifacts and activities
that authentically represent the stories and people of the past and present. It includes cultural, historic, and
natural resources.” Studies by the National Trust and other cultural heritage organizations have reliably revealed
that cultural heritage travelers are more inclined to plan overnight visits and often spend more money than other
types of travelers.
More marketing‐ready products for travelers have been the emphasis in past tourism strategies and investments.
Today, cultural and heritage tourism is becoming more prevalent, supported more readily by state and county
agencies, and is more likely to overlap with market‐ready tourism. States that have seen the most measurable
success include Indiana, Tennessee, Texas, and Wisconsin.
Natural resources play a big role in influencing the heritage and culture of an area. With exciting natural resources
in close proximity throughout Snohomish County, these resources can be maximized to attract visitors to cultural
and heritage sites as well. Assessing resources is the first step. Evaluation of natural resources coupled with
attractions, services, protection, branding and organizational capacity will help to form a cultural heritage plan.
The Washington Information System for Architectural and Archaeological Records Data (WISAARD) has identified
that Snohomish County has 1,500 cultural heritage sites, although many are not accessible to the general public; a
substantial number of heritage sites are already in use or could be considered for tourism bundling.
Aviation
The Aviation cluster includes a small group of facilities and services that provide education opportunities to learn
about flying, airplane manufacturing and aviation history. They include:
• Aviation Centers and Airplane Manufacturing
• Aviation Collections
• Events
• Adventure Services
Per our discussion in the strategy section of the Plan, aviation attractions are some of the most celebrated facilities
in the County. Although the least in terms of the number of attraction offerings, these attractions were most
substantially acknowledged by survey participants as a key factor in the identity of tourism in the county. Based on
the anonymous online survey, the Boeing Tours received 49% as the top ranking tourism facility in the county
followed by the Future of Flight at 29%. The Boeing Tour and Future of Flight Aviation Center are considered the
heart of aviation tourism in Snohomish County. Arlington’s Fly‐in event is noted as one of the most successful Fly‐
ins in the country.
In terms of flying adventures, lessons, skydiving and balloon rides, our survey results demonstrate a reasonable
offering of these aviation types of activities.
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Culinary/Farms/Food
This sector includes a wide diversity of farms with corresponding agritourism activities, a burgeoning number of
farmers markets and more casual, popular small restaurants. These assets are categorized as follows:
• Culinary Schools
• Farms (U‐pick, farm tours, classes, events)
• Farmers Markets (Edmonds, Everett, Lake Stevens, Mukilteo)
• Specialty Food Stores
• Restaurants
• Wineries, Wine Tasting Rooms, Breweries and Distilleries
Of those that responded to the online survey, 58% of stakeholders rated the County’s agricultural offerings as
appealing or very appealing.
Snohomish County has 1,574 farms, of which the largest percentage is between 10 and 49 acres (U.S. Agriculture
Census). Many of the hidden assets added in the farm category include those farms providing viable habitat for
salmon through Stewardship Partner’s Salmon‐Safe® Program as well as offering tours, classes, U‐pick operations,
or entertainment.
The County boasts a surprising number of cooking schools (7), primarily concentrated in the Southern part of the
County. Options range from grocer‐oriented sites (SnoIsle Food Coop or PCC) to cooking schools where classes can
be taken singly or as an iterative course. One school in particular offers classes to help develop culinary skills in
children.
There are several smaller restaurants that offer highly rated ethnic food and, in some cases, live music and
dancing. In the last 5 years, there has also been a noticeable increase in wineries, distilleries and breweries and all
hosting tastings. There are nine such businesses scattered from tasting rooms to U‐brew establishments and farm‐
based distilleries.
Outdoor Events
Snohomish County offers a range of community based outdoor events:
• Broad‐based Festivals and Celebrations
• Music Festivals
• Specialty Festivals (agriculture, food and wine, fishing, equestrian‐centered)
• Sporting Events
• Sustainability Tours
Festivals offer a way to generate revenue for smaller locally‐owned businesses. They also highlight local products,
introduce local assets to the visitor, and provide a link to niche tourism development. For those interested in
natural landscaping, co‐housing, energy, and other aspects of sustainable living, there are also several
sustainability tours of interest. The South and Central Zones offer the largest number of events, such as the Taste
of Edmonds or the Port of Everett’s Annual Salmon Derby. In more rural areas to the east, Darrington hosts and
boasts a number of high‐volume, high‐profile music and sporting events, including the Sauk‐Suiattle PowWow and
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
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the National Archery Championships. The City of Arlington is known for its annual Fly‐in, rated one of the most
successful by the United States Pilot Association and the Washington Pilots Association.
Outdoor Recreation
Snohomish County is known for its outdoor life. The lure of water, fish, hiking trails and sporting events has
beckoned visitors for decades and the county is well known for its climbing (Index), fishing, hiking, and kite
boarding. The tribes, the Washington State Department of Natural Resources, the U.S. Forest Service, and the
military own a sizable portion of land spanning Puget Sound to the high Cascade crest to the north and east of the
County. Additional protected land was added to Snohomish County and King County due to passage of the Wild
Sky Wilderness Act. These spectacular lands provide wildlife habitat and recreation lands to the north and east of
Index and Gold Bar (http://thomas.loc.gov. Look for H.R. 886).
Outdoor recreation assets are categorized as follows:
• Equestrian
• Climbing
• Fishing
• Hiking and Backpacking
• Kiteboarding
• River‐based Activities (kayaking, fishing, rafting)
• Walking
• Wilderness Training
The county has a sizeable inventory of trails, including more urbanized multi‐use trails such as the Centennial Trail
and Interurban Trail, and is dotted with places to rest, eat or shop. There are a range of horse camps and
equestrian activities and a Monroe business that specializes in a particular breed of sled dogs. The Snohomish
Public Utility District offers some interesting summer tours of its hydroelectric facility near Spada Lake, and there
are countless opportunities to fly‐fish, take classes, and compete in fishing derbies.
Alderleaf Wilderness College provides a template to develop appropriate wilderness skills to support the range of
outdoor recreation in Snohomish County. The team found a number of Meet Up® groups that focus on hiking and
walking.
TOURISM GAPS
Tourism gaps were identified through online surveys, workshops, one‐on‐one interviews, and drop‐in workshop.
The following gaps were identified through the survey instruments referenced above as well as our own analysis:
• Product Development Gaps
• Trails and Itineraries
• Infrastructure
• Fiscal and Management
• Technology
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Appendix F: Hidden Assets – Inventory, Gaps, Opportunities and Trends
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In this section we address the gaps in tourism products, meaning tangible experiences or consumptive products.
Each gap category is then followed by niche market and underdeveloped opportunities section.
Product Development Gaps
Arts
Gaps
• Youth engagement in arts activities.
• Gallery tours in North and East Zones of rural County communities.
• Exhibition of art by indigenous cultures.
• Outlets for tribal musicians and their drumming circles.
• Mainstream concert events.
Niche Markets and Underdeveloped Opportunities
Recommendations
• Develop Youth Art Exhibition: Work with arts organizations and Snohomish Council for the Arts to create
youth events that can tour or can be held in various locations throughout the County. Encourage participation
by public and private sector schools.
• Promote Tribal Arts: Develop events and exhibitions specific to tribal artists and wood carvers throughout the
County to help bridge the northern and rural arts potential in the County.
• Create a Concert Promotions Task Force: The County is missing out on mainstream music acts that normally go
to Seattle and Tacoma. By creating a task force of promoters, Snohomish County can potentially bring bigger
names to the area and demonstrate the value of its venues to decision makers in the music industry.
Strategic Considerations
• List Pow Wows on the County website: Most Pow Wows are open to the public. By providing information
about these events, the County Tourism Bureau can help provide a more extensive offering of indigenous
experiences that provide cultural understanding with indigenous peoples as well as elevating the relevancy of
the tribes in Snohomish County.
Culture/Heritage
Gaps
• Tours of timber dependent communities.
• Exhibits and storytelling around the original Snohomish County industrial revolution of timber harvesting and
wood manufacturing.
• Use of Sasquatch in folklore.
• Snohomish County History Museum.
• Historic barn tours.
• Access to indigenous art and music.
• Interpretive education experiences.
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Niche Markets and Underdeveloped Opportunities
Strategic Considerations
• Encourage Lumber‐Focused Events: Encourage exhibitions and storytelling events that focus on lumber. From
the mid 1800s to the turn of the century, lumber and shingle mills were the key industries of the County. To
the east, timber harvesting was the main occupation outside of farming; to the west, lumber and shingle mills
lined the coastal communities of Edmonds and Everett.
• Utilize the Mystique of Sasquatch: Building off the lush wooded landscape of forested areas of Snohomish
County, build up the folklore of Sasquatch as a unique part of the County’s history. Great examples of similar
folklore include the Jersey Devil of the New Jersey Pine Barrens and Paul Bunyan of Maine. Sasquatch could
also make a wonderful graphic icon figure for County promotions.
• Promote Snohomish County History: Encourage more historical tours of county assets including barns,
landmark structures and historical sites. The League of Snohomish County Heritage Organizations is a terrific
partner for this effort.
• Support the Snohomish County Museum: The collection of the Snohomish County Museum is impressive and
diverse in its subject matter. Until a permanent home is found for the institution, its collection could be on
loan to other visitor amenities. Other ideas include creating a traveling exhibit or a virtual tour.
• Identify Interpretive Education Opportunities: The value of interpretive education through exhibits and
wayfinding is to provide an informative process as a visitor moves through a landscape, a museum, historic
site, parks, nature centers, etc. By digging deeper into the County’s hidden assets there is an opportunity to
tell the story of Snohomish County through interpretation. Providing little known facts and tidbits of history
will add to the ephemeral sense of place and the unique characteristics that contribute to an authentic
tourism experience of the County.
Aviation
Gaps
• Aviation Innovation Center
Niche Markets and Underdeveloped Opportunities
There are not a lot of gaps in aviation’s role in the County’s tourism potential. It is a highly specialized and area of
tourism travel within an extremely competitive sector of museum and exhibition funding.
Strategic Considerations
• Help Redefine the Future of Flight as an Innovation Center: Although the Boeing Tour and Future of Flight are
well known, their attendance is not substantial enough to attract overnight stays. It competes with the
Museums of Flight, which is within an hour’s drive of its location.
• Help the Future of Flight Exhibits. The Future of Flight is not recognized for its “freshness and relevancy” in
current trends of aviation and aviation innovation.
• Partner on Shared Promotions: Survey data shows that the Flying Heritage Collection and Historic Flight
remain relatively unknown compared to the Boeing Tour and Future of Flight, yet locally are well‐respected by
tourism stakeholders. A more aggressive marketing campaign around the variety and close proximity of the
aviation attractions would help create synergy for their success.
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• Re‐shape Perception of Boeing’s role in Technology: Encourage the Future of Flight to create messaging
around Boeing’s role in space travel and its contributions to space exploration as part of its legacy.
Culinary/Farms/Food
Gaps
• Higher quality, locally‐owned restaurants.
• More interpretive, educational and hands‐on farm‐based experiences, such as growing lessons, integrated
pest management, ethnic foods, garden development, caring for city chickens, farm stays and cooking lessons
(including cheese making, butchering meats, farm‐to‐table).
• Absence of culinary tours and trails, including roadside crop signs.
• Lack of specialty food stores.
• Itineraries that link the farm or river with the kitchen.
• Itineraries that link farmer’s markets with culinary schools and local edible garden tours.
• No permanent, year round farmers market.
Niche Markets and Underdeveloped Opportunities
Washington State is only second to California in crop diversity and enjoys a dizzying array of crops. Snohomish
County should capitalize on Washington’s bounty by branding its crops and then linking those farms crops to a
suite of culinary tours and events, classes and passive outdoor recreation for post cooking and dining. Niche
markets and underdeveloped opportunities include:
Recommendations
• Seafood and River Fish Culinary Schools: Create culinary schools that specialize in seafood and river and lake
fish. Most of the existing culinary schools are located in south Snohomish County and there are none which
specialize in seafood or link local fishing with cooking.
• Agriculinary Itineraries: Develop culinary tours that trace on‐farm visits and learning with shopping tours at
farmers markets, fishing lessons, edible garden development, and cooking classes.
• Value‐Added Artisan Shops: There appears to be an absence of value‐added food stores outside of a few high‐
quality butchers and cheese shops or farm stands. These value‐added food stores can be linked with
development of a localized brand name (Sky Valley smoked trout for instance) to help brand the product.
• Cross Market Snohomish Brand CSA: Utilize cross‐marketing of CSA with Snohomish County meats, fish, crops,
and libations.
• Outdoor Cooking Schools: Create outdoor cooking schools and BBQ schools in the eastern part of the County,
including classes for backpackers and long distance kayakers (food dehydration classes).
• Learning‐based Agritourism: Enhance farm visits to include classes, demonstration hands‐on garden plots,
environmental management tools for gardeners, city chicken care, butchering small animals, cheese making,
animal care, and on‐farm inns.
• Ranch Stays and Western Cooking: Pair existing equestrian ranch stays with a focus on western cooking and
outdoor fire cooking.
• Libation and Food Pairings: Pair wine, brewery and distillery offerings and food classes.
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• Restaurant Development: As part of an overall economic development strategy, work with local micro‐
enterprise organizations or joint ventures to develop new restaurants that feature Snohomish County
agricultural and seafood products.
Outdoor and Indoor Events
Gaps
• Mainstream music/concerts.
• Inadequate facilities at field‐based concert venues.
• Large Water Park.
• Comprehensive walking maps.
• Revitalized Everett waterfront.
• Indoor soccer fields.
• Infrastructure, including lodging for training athletes for major sports tournaments.
• Festivals that cross‐market different themes (e.g., food with aviation, fishing with the arts).
Niche Markets and Underdeveloped Opportunities.
Recommendations
• Sport Map: Develop a sport map which will identify all the locations across Snohomish County that offer fields,
indoor facilities, physical therapy, equipment, and nearby tourism assets.
• Cross‐Market Festivals: Festivals should be mapped and categorized, and the County should work with
partners to develop collateral and websites that encourage festival attendees to consider festivals from other
Snohomish County areas.
• Local Music Incubator: Inventory local musicians from Snohomish, Island, King and Skagit counties that can be
featured in Snohomish County as part of a local brand to help incubate local musical talent.
Strategic Considerations
• Sports‐in‐One: Develop integrated sports Itineraries that will link visiting athletes with other sporting events
and opportunities, as well as outdoor recreation and local food.
• New Everett: Develop a food, wine, arts and maritime theme for Everett’s gateway, working with military
families on strategies. Ensure Everett’s gateway is beautiful, colorful and makes clear links with the water.
• Walking Snohomish: Partner with walking clubs, public health, and affiliated nonprofit organizations to
develop walking maps for all towns and cities. Include public transportation routes, bicycle routes, skate parks,
and water trails.
Outdoor Recreation
Gaps
• Water sports center that features kayaking, canoeing, kite boarding, jet skiing.
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• Whitewater or kayak parks.
• Outdoor recreation events are restricted to fishing derbies, river celebrations and paddling events.
• Lack of coordinated planning with other major travel routes such as SR‐20 and SR‐530.
• Absence of outdoor and natural interpretive tours: photography, geology, storytelling, naturalist, wilderness
training tours, painting, and yoga.
• Outside river rafting, there are very few kayak centers and guides for both sea and whitewater kayaking.
• Very little infrastructure to help promote wildlife viewing in Snohomish County (outside Bird Fest and Port
Susan Bay, or the Snohomish River Estuary); and there is an associated lack of planning between wildlife
agencies, non‐profits, Snohomish County Parks and private sector companies to facilitate organized wildlife‐
related tourism.
• Lack of publicly accessible shoreline along the Puget Sound; primary land is either privatized or, in the case of
the city of Everett, managed by the Port which affords limited access to coastal marine trails and waterfront
parks.
• Limited Off‐Road Vehicle (ORV) trails.
• Limited river access for fishing.
• No bicycle motorcross (BMX) biking trails.
Niche Markets and Underdeveloped Opportunities
Recommendations
• Snohomish Water Itineraries: Develop geographically‐based water trails from Puget Sound and its estuaries to
lakes and rivers. Include clustered links for equipment, tide tables, fishing reports, places to eat and stay
overnight, camp grounds, and MeetUp® groups that may be available. Work with the Washington Water Trails
Association to help identify camp grounds for sea kayakers.
• Wildlife Viewing Packages: Coordinate wildlife viewing areas encompassed by the Snohomish River Estuary,
Edmonds Marsh, Port Susan Bay, and other areas identified on the Cascade Loop Birding Trail (Audubon
Washington) with equipment providers, naturalist guides, smaller bus companies, and food/farming assets to
create a full set of wildlife viewing experiences.
• Celebrate Water Centers: Work with private sector companies to develop centers that house equipment
rentals, skills training, maps, environmental stewardship and food/lodging opportunities for the wide range of
water‐based recreation.
• BMX Trails along Route 530 to Darrington: Work with the railroads to develop related bike trails along SR‐530
and upland BMX trails near Darrington.
• Use Policy Forum: Work with user groups, the Washington State Department of Natural Resources, conflict
resolution experts and biologists to discuss and resolve user conflict and access issues around ORV trails, BMX
biking trails, hunting and associated issues of salmon and trout health, watershed vitality, hiker safety and the
cost of river cleanups.
• Sky Valley Anew: Work with Monroe to create a gateway to Sky Valley that is more emblematic of its farm and
nature‐based roots by using signage, plants and flowers to offset its current commercial look and feel. Use the
same approach for Sultan, particularly around the Sky Valley Chamber of Commerce. Create a Sky Valley
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iPhone app that provides rivers, hiking trails, food, and outdoor links to help enhance access to these sites.
Work with micro‐enterprise organizations regionally to help develop fishing, hiking, hunting and wildlife
viewing equipment suppliers in the Valley.
Trail and Itinerary Gaps
Some of the respondents, as well as the Frause team noticed gaps in itineraries based on geography or area of
interest. Itineraries make travel easier, particularly for people using online resources to do travel planning.
Underdeveloped Opportunities
Recommendations
• Multiple‐types of Itineraries: Work with community groups, affinity groups, and other stakeholders to develop
geographic, time‐ and interest‐based itineraries for 3‐hour, half‐day, full‐day and two‐day stays. Pay particular
attention to small towns that have been historically under‐represented in tourism marketing efforts, such as
Sky Valley, Mountain Loop Highway towns and Western Snohomish County farm country.
• Access to Itineraries: Ensure these itineraries are available at VICs, on Snohomish County and Bureau websites
and in convenient and attractive print collateral form at major attractions (ferries, aviation asset sites, big
draw restaurants such as Anthony’s and Forest Service Visitor Centers).
Strategic Considerations
• Enable technology that allows travelers to create personalized itineraries on the Tourism Bureau website and
to print out or download to a smartphone.
Infrastructure Gaps
A significant tourism gap mentioned in every workshop and one‐on‐one interview was poor signage, unattractive
signage, and lack of visual wayfinding. Signage issues occur in the following areas:
• I‐5 corridor.
• Snohomish County Department of Transportation controlled roads.
• Townships wayfinding (e.g., Mountain Loop Highway signs obscure and poorly placed).
• Crop signage.
Transportation was also an issue mentioned by virtually every survey respondent, including distance from SeaTac
Airport, lack of public transportation, and difficulty in accessing east to west routes.
Fiscal and Management Gaps
Given Snohomish County’s geography and diversity, a lack of collaborative communication and management pose
a barrier to tourism development. Securing cooperation, shared marketing and strategies, and staff updates is
critical and is not often done. This lack of collaboration and coordination is then reflected in a non‐integrated
strategy.
Technology Gaps
There is still a heavy reliance on print collateral in marketing and a lack of apps development for Snohomish
County Tourism efforts. VICs are not using hand‐held technologies, touch screens, and other computer generated
technologies to help visitors with wayfinding and trip planning. Currently, Mobile Site is used by accessing the
Tourism Bureau site and then clicking on it. We recommend multiple platforms for mobile technologies.
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TOURISM TRENDS
Overview
Travel has changed in fairly significant ways in the last 10 years: older visitors are more physically active than in any
time in history, and they are seeking personal enrichment and exploration. Millennials (born in 1981 or later)
expect technology access in tourism planning and have a strong interest in the environment. They are more likely
to remain open to sharing information which is why they are an important part of tourism viral marketing.
In the United States, a mere 50% of households are traditional man‐woman‐children configurations, with a
corresponding rise in women‐led households and households with no children. We are a remarkably more diverse
ethnic community, with over 48.4 million Latinos in the U.S., or 16% of our overall population (U.S. Census Bureau).
For women with disposable income, this has led to a rise in women‐only vacations. Travelers are more astute
about the impact of tourism on culture and the environment, leading to the explosive interest in sustainable
tourism and related forms of nature‐based travel and Geotourism (Pew Research Center: internet, social trends,
National Geographic Sustainable Destination Center).
Many of the trends profiled below are linked to an overall emerging trend in experience‐based or learning travel
which involves greater participation, more authenticity, and specialized travel (The Rise of the Creative Class,
Richard Florida). Travelers increasingly expect a blend of experiences that bridge wildlife and the cultural,
contextual mosaic of that wildlife. Travelers are also seeking meaning and reaching out at a time of unprecedented
worldwide unrest and conflict (http:// www. travelagentcentral.com/home‐based/adventure/first‐quarter‐report‐
adventure‐travel‐leaders‐identify‐five‐2010‐travel‐trends‐20827).
What follows below is a snapshot of tourism trends that should be considered in Snohomish County’s tourism
planning.
Flashpacking and Glamping
Camping is popular because it’s healthy, allows one to explore on foot (which reveals subtleties), and is usually
quite reasonably priced. However, a growing trend is to make camping and backpacking more luxurious and
comfortable. Flashpacking combines hotel stays with backpacking on either end of the trip while glamping usually
involves luxurious camping in tents, sometimes accompanies by lamb’s wool blankets, fireplaces, gourmet food,
and spa services. Glamping is short for “glamorous camping” and mimics African luxury eco‐lodges while affording
easy access to hiking and beautiful natural areas nearby.
(http://travel.sympatico.ca/RobinEsrock/Articles/travel_trends_2010.htm)
Technology for Travel
In line with broader technology trends, travelers are researching, booking and wayfinding through hand‐held
technologies. Airlines, hotels, and destinations are accommodating these trends and travelers are happily joining
peer reviews of restaurants and destinations. They are seldom getting lost because of the use of Global Positioning
Systems (GPS) ‐ (see http://travel.sympatico.ca/RobinEsrock/Articles/travel_trends_2010.htm).
Agritourism and Culinary Travel
Cookbooks continue to be the number one type of books sold in the U.S. and there are currently more than 6,100
farmers markets across the nation. The interest in locally grown food has burgeoned as policy issues such as
childhood obesity, diabetes, rising medical costs, farmland conversion, urban renewal and locavore trends (eating
primarily from local farms) move us in the direction of local food (USDA Agricultural Marketing Service, Food
Network, USDA’s “Know Your Farmer”).
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These trends point towards a positive and alluring direction for farm‐based tourism, or agritourism, and culinary
tourism. These types of tourism are still a fairly under‐developed form of niche tourism in the U.S. Washington is
the second largest premium wine producer in the U.S. If the appropriate context for Washington wine is supported
by high quality lodging, restaurants, outdoor experiential tourism and spa services, this niche can form a primary
focus of Snohomish County tourism development (UC Davis Small Farms Center, USDA Dept. of Agriculture and
Resource Economics, Cascade Foothills Farmland Association).
Marian Marburg, CEO of Adventures in Good Company, writes, “We want to create a space where you feel
supported in following your own agenda, whether that’s to challenge yourself or to take some much needed R&R.
It’s your trip.” This pandering to personal preferences resonates in a world of personalized cell phone rings, one’s
own music on iPods, and specialty coffee drinks. Some hotels offer each traveler a choice of pillow fiber and
firmness, iPod docks with preloaded music, and eight different spiritual texts (Overview of Tourism Trends, CTED,
February, 2009).
The deliberate culinary traveler demographic is closely matched to the wildlife viewing demographic, or the “urban
hiker,” as we refer to these travelers in Washington State (Commerce 2008 Tourism Marketing Report). Of the
entire leisure travel market in the U.S., 17% are deliberate culinary travelers. This market, as well as
“opportunistic” culinary travelers, tend to have post‐graduate degrees, spend roughly one‐third of their budget on
food‐related activities and also enjoy shopping, historic sites, parks, nature, hiking and boating (in descending
order: Travel Industry Association Profile of Culinary Travelers. 2006). As a result, they are a perfect focus for
combined food/farm, heritage and nature based tourism itineraries.
Nature Based Tourism and Wildlife Viewing
Humans co‐evolved in a natural setting and are hard‐wired to respond positively to natural elements: animals,
water, plants, and light (Judith Heerwagen, UW, expert in biophilic design). Combined with the stressors of urban
living and an increasingly technology‐frenzied world, travelers are drawn to nature where they can immerse
themselves in natural settings, view wildlife or engage in outdoor recreation. Washington ranks fifth in the nation
for revenues from viewing wildlife of all types, using organized Audubon birding trails, attending festivals (Puget
Sound Birdfest for example), or participating in painting/photography classes (Washington Department of Fish and
Wildlife, Washington Audubon).
The nature‐based and wildlife viewing traveler closely matches the culinary traveler in terms of income, affinity
group memberships, education, and clusters of related travel interests (WDFW, Strategic Viewing Plan for
Watchable Wildlife, Mike O’Malley).
Nature‐based tourism takes many forms from the reflective (meditation and yoga retreats outdoors) to the more
active:
• Backpacking
• Biking
• Canoeing
• Camping
• Hiking
• Kayaking
• Snowshoeing andSkiing
• Visiting Parks or Walking
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix F: Hidden Assets – Inventory, Gaps, Opportunities and Trends
Submitted by The Frause Team F‐15
• Wildlife Viewing
Active outdoor recreation contributes $730 billion annually to the U.S. economy and in Washington State,
residents and visitors spent $3.1 billion on wildlife recreation (includes hunting and fishing in addition to wildlife
viewing (2006 data, National Survey of Fishing, Hunting and Wildlife Associated Recreation for Washington). Of the
cohort of nature‐based travelers, 44% viewed wildlife, 39% engaged in trail activities, 36% camped and 32%
bicycled (Outdoor Recreation Foundation).
Adventure Travel
A more “high octane” variation on nature‐based tourism, the active, outdoor adventure market has been rapidly
increasing, with an almost equal number of women and men participating in all forms of adventure travel.
Adventure travel includes: high altitude backpacking, climbing, a wide range of water sports (kayaking, rafting,
surfing), cultural immersion, and volunteer trips (voluntourism). The market for adventure travel is significant and
nearly half of the world’s adventure travel companies are based in North America. They, in turn, represent over 1.7
million customers (Adventure Travel Trade Association; The Adventure Travel Market, 2009 Jordan Travel Mart).
Sustainable Tourism
Sustainable tourism makes optimal use of environmental resources that help conserve natural heritage and
biodiversity, respect the socio‐cultural authenticity of host communities, and provide socio‐economic benefits to
all stakeholders (World Tourism Organization).
From the tourist’s perspective, sustainable tourism should maintain a high level of satisfaction and ensure a
meaningful experience that raises awareness about sustainability issues and promotes sustainable tourism
practices.
Wildlife viewing, maritime heritage, culinary and wine tourism, conference green bid specifications, nature‐based
tourism, burgeoning corporate social responsibility (CSR) and environmental consciousness are major drivers of
sustainable tourism. Intense development pressure is leading to the rapid decline of sacred places, open places,
and historical sites that are the backbone of tourism. People come to Washington for its natural beauty and this is
almost the sole basis for formal marketing. (Calyx Sustainable Tourism).
TripAdvisor®, the world's largest travel community, has announced the results of its annual travel trends survey of
more than 3,000 U.S. travelers. 34% of U.S. respondents said they would visit an environmentally‐friendly hotel or
resort in the coming year, up from 30% in 2008. 32% of those surveyed said they will be more environmentally‐
conscious in their travel decisions this year versus 26% last year.
(http://www.travelmole.com/stories/1132365.php).
Voluntourism
Volunteer travel is one of the fastest growing segments in the travel industry. According to a recent article in Time,
the number of volunteers in the year 2005 was 65.4 million and is expected to reach 75 million in the year 2010
(http://www.travelmuse.com/articles/general‐features/family‐voluntourism
http://www.brandweek.com/bw/content_display/news‐and‐
features/incentive/e3i2d2992c8dfe0a898b80f7142acad2177).
Traveling to volunteer and give back to host communities helps visitors travel in alignment with their values and
personal goals (Marian Salzman, Euro RSCG Worldwide PR). Some voluntourism trips require special skills and take
commitment and personal expense. Many others require no skill at all, just willing hands and warm hearts. In the
U.S., areas that have experienced disasters are sites for voluntourism. This is particularly true of New Orleans and
the Gulf Coast.
Snohomish County Tourism Strategic Plan: Harnessing Snohomish County’s True Potential
Appendix F: Hidden Assets – Inventory, Gaps, Opportunities and Trends
Submitted by The Frause Team F‐16
Over 50 Active Travel
As baby boomers age and remain in relatively good health, they are traveling extensively, have disposable income,
and are interested in active, learning vacations. In many instances, they are traveling to places where they may
consider retiring. Baby Boomers currently make up 28% of the American population and four million of them are
turning 50 each year. This market favors itineraries and good value package vacations. Perhaps surprisingly to the
Millennials, most over 50 travelers use the Internet to book travel as well (http://seniorjournal.com/Travel.htm),
(http://over50andinmyprime.wordpress.com/2010/09/02/holiday‐and‐travel‐trends‐for‐the‐over‐50s/).
According to a survey by Alliance & Leicester, one fifth of those polled see turning 50 as an opportunity to try new
and exciting challenges.
Over 50 travelers also comprise a high percentage of the adventure travel market. According to the 2006
Adventure Travel Industry Survey, Practices and Trends, released by the Adventure Travel Trade Association
(ATTA), 41‐ to 60‐year‐olds comprise the highest participating age group in adventure travel, at 42%. Add in those
older than 60 and the total jumps to more than 61%.
Women Only Travel
Significant shifts in household demographics, income distribution between men and women and adventure travel
interests for women have created a distinct women‐only travel market. In some cases, travel is specialized local
travel for groups of women traveling as friends or family. Women’s adventure travel is currently a $100 billion
business worldwide (The Oregonian). Also, women often feel safer traveling with other women
(http://www.travelinggreener.com/trends/top‐5‐womens‐travel/).
Industry experts have identified the following trends for women‐only travel:
• Learn something new or improve a skill (experiential trips).
• Get fit and get active (adventure and nature based trips).
• Lend a hand while experiencing something exotic (voluntourism).
• Discover America’s greatest treasures.
• Traveling exclusively for the “Bucket List”. (http://travelgreener.com/trends/top‐5‐womens‐travel/ and
Adventure Women).
Short Trips and Integrating Family and Friend Travel (VFR)
The Travel Industry Association (TIA) reports in that during 2007, nearly 30% of Americans took five or more
weekend trips. Traveling to visit friends and family is referred to as VFR travel and constitutes a healthy percentage
of travel in the U.S. Visiting cities, small towns, beaches, mountain, and lake areas or parks are the most popular
visitor attractions. VFR travel is also an excellent way to integrate the host community into tourism as tourism
ambassadors (Commerce Overview of Tourism Trends; VFR Travel‐ the forgotten tourism marketing opportunity.
University of Ballarat, Elisa Backer, 2008).
In Snohomish County, the VFR market is an important because local residents can then be used to take visiting
friends and relatives to experience Snohomish County rather than experiencing leakage to points south and north.
This approach also dovetails very well with using residents as tourism ambassadors in the context of conducting
more community based tourism planning in the future.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT B
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Arlington Valley Land BLA.
Quit claim deed 26,000 sq/ft of wetlands to City of
Arlington through a BLA
DEPARTMENT OF ORIGIN:
Community Development
ATTACHMENTS:
1. Letter from Anderson Hunter Law Firm January 13, 2011
2. Map
EXPENDITURES REQUESTED: None
BUDGET CATEGORY: N/A
LEGAL REVIEW: Steve Peiffle has reviewed
DESCRIPTION:
Anderson Hunter Law firm would like to dedicate an additional 26,000sq/ft of wetlands to the
City of Arlington.
HISTORY:
This dedication is most likely the final dedication of wetlands associated with the Mickey Jarvill
and/or Arlington Valley Land plat. The dedications have been a result of a Department of
Justice decision, and lot 8 was subject to a moratorium until a future inspection could confirm
the presence or absence of wetlands. The wetland and survey completed in 2009 confirmed
the 26,000 sq/ft of wetland, that will be adjusted from lot 8 to lot 9 which is has already been
dedicated to the City.
ALTERNATIVES:
Do not accept the dedication of 26,000sq/ft of wetland
RECOMMENDED ACTION:
No action is requested at this time.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT C
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Country Charm Fish Habitat Project
DEPARTMENT OF ORIGIN:
Community Development
ATTACHMENTS:
1. Design Drawings
EXPENDITURES REQUESTED: None
BUDGET CATEGORY: N/A
LEGAL REVIEW: None
DESCRIPTION:
Snohomish County is proposing to install engineered log jams upstream of the beach access
area at Country Charm to restore important habitat for endangered South Fork Stillaguamish
Chinook. The project will also install flood fencing along the river channel that will reduce the
potential for the river to cut into the main field areas of Country Charm. An access road will be
created and remain after the project completion for access to the beach and kayak launching.
HISTORY:
The City purchased the Country Charm property with the assistance of a Salmon Recovery
Funding Board grant. Snohomish County received a SRFB grant several years ago to construct
Engineered Log Jams in the South Fork Stillaguamish. The County did a study that showed the
upstream area of Country charm is a priority location for the installation of the structures to
improve Chinook Habitat. The project will improve habitat by creating pools, protect the field
through flood fencing, capture flood debris preventing damage to the park and provide a better
beach access and kayak launch.
ALTERNATIVES:
Ask the County to consider changes to the design
RECOMMENDED ACTION:
No Action necessary, this is an informational presentation for discussion purposes
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT D
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Annexation of Right-of-Ways
DEPARTMENT OF ORIGIN:
Community Development
ATTACHMENTS:
-SR 531 exhibits A and B
-SR 9 exhibits A and B
-Overall Drawing of the Area
EXPENDITURES REQUESTED: N/A
BUDGET CATEGORY: N/A
DESCRIPTION:
State Law (RCW35.21.790) allows a city to propose annexation of right-of-ways. We are
interested in annexing a portion of SR 531 and a portion of SR 9 to help bring consistency in
maintenance and enforcement on these stretches of road, once the road is no longer a state
highway.
HISTORY:
We are currently processing two annexations in the area, one is the Thompson Annexation and
the other is the Hilltop Sports Annexation. Thompson is located on 14 acres at the NE corner of
SR 531 and SR9. Hilltop Sports is on 29 acres on the SW corner of SR 531 and SR 9. Snohomish
County has referred these two annexations to the County Boundary Review Board. The County
felt that the area needs a more regular form and the two right-of-ways will help to clean up the
area, once they are annexed into the City of Arlington. Concurrently, the County will not allow
the Thompson and Hilltop Sports Annexations to proceed without the additional right-of-ways
being included in the City annexation plans.
COMMITTEE REVIEW AND ACTION:
N/A
ALTERNATIVES:
N/A
RECOMMENDED ACTION:
Consider these items a future Public Hearing
ARLING TONORDINANCE 117 3
ARLING TONORDINANCE 731
ARLING TONORDINANCE 1228
ARLING TONORDINANCE 984
ARLING TONORDINANCE 1289-A
ARLING TONORDINANCE 809
Snohomish Count y provides this data or map "as-is" and "with all faults". Snohomish Count y, any agency, officer or employee thereof disclaims any wa rr ant y o f merchantability or warranty of fitness of this data or map for any par ticular pur pose, either express or implied. No representation or wa rr ant y is made concerning the accuracy, reliability or timeliness of this data or ma p. An y u ser of this data or map assumes all responsibility for use the reo f, a nd further agrees to hold Snohomish County harmless from and against any damage, loss or liability arising from any use of this data or ma p.
I under st and th at Washington State law, RCW 42.17.260.(9) prohibits the use of lis ts of individuals for "commercial purposes". I understand that the use f or "commercial purposes" of said records may also violate the rights of the individual(s) named therein and may subject me to liability for s uch commerc ial use. I understand that "commercial purposes" means that the pe rson r equesting the record intends that the list will be used for gener al bu sin ess purposes, including but not limited to communicating with the individ ual(s) named in the record for the purpose of facilitating profit expec ting act iv it y.³
1 inch = 295 feet
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT E
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Creation of a new Chapter in the Municipal
Code to recoup court costs - AMC Chapter
3.xxx – Crime Prevention Funding
DEPARTMENT OF ORIGIN:
Executive
Contact: Kristin Banfield, 360-403-3444
ATTACHMENTS:
- AMC Chapter 3.xxx
EXPENDITURES REQUESTED: -0-
BUDGET CATEGORY: General Fund – Criminal Justice
LEGAL REVIEW: City Attorney has completed his review.
DESCRIPTION:
Staff is proposing adding a new chapter to AMC Title 3 which will allow the City to recoup
some of the court filing fees. The City of Marysville currently has a similar ordinance in place
that generates some income to offset court filing fees and costs currently borne by the City
alone.
In any case where an accused has been convicted of a misdemeanor or gross misdemeanor crime in
Arlington Municipal Court (operated by Marysville Municipal Court), there will be, in addition to
any fine levied, a penalty in the amount of fifty dollars ($50.00) per charge. The penalty is non-
suspendable and will be deposited into the General Fund to offset criminal justice and policing costs.
HISTORY:
The City has been updating the Arlington Municipal Code over the course of the past year. The
project should be complete and the AMC completely updated in a searchable format on the
City’s website.
The City has contracted with Marysville for Municipal Court services since 2002.
ALTERNATIVES:
Remand to staff for further revision. Council is requested to provide specific guidance should
further revision be requested.
RECOMMENDED ACTION:
No action at this time. Council will be asked to approve the proposed ordinance at the February
22, 2011 Council meeting.
ORDINANCE NO. 2011--xxx
ORDINANCE NO.
2011 – xxx
AN ORDINANCE OF THE CITY OF ARLINGTON, WASHINGTON
CREATING A NEW CHAPTER 3.86 OF THE ARLINGTON
MUNICIPAL CODE RELATING TO CRIME PREVENTION FUNDING
WHEREAS, in connection with the City's enforcement of criminal violations of the
Arlington Municipal Code, the City expends substantial resources on police services and crime
prevention activities; and
WHEREAS, because of the substantial costs incurred by the City as a result of persons
violating the law, it is appropriate that those individuals who have been convicted of criminal
misdemeanor and gross misdemeanor violations of the Municipal Code be responsible for the
costs incurred by the City's taxpayers because of such criminal conduct; and
WHEREAS, it is appropriate that the City provide for a cost funding mechanism, to be
imposed on individual convicted of criminal misdemeanor and gross misdemeanor violations of
the Municipal Code to help pay for the police services involved in crime prevention.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARLINGTON,
WASHINGTON DO ORDAIN AS FOLLOWS:
Section 1.
The purpose of this ordinance is to create a new chapter in the Arlington Municipal Code
Purpose
establishing Crime Prevention Funding as a line-item in the General Fund budget.
Section 2. Creation of Chapter 3.86 of the Arlington Municipal Code
A new chapter 3.86 of the Arlington Municipal Code is hereby created to read as
.
follows:
Chapter 3.86
CRIME PREVENTION FUNDING
Sections:
3.86.010 Fund Created
3.86.020 Sources of Crime Prevention Funding – Contribution Required
3.86.030 Expenditures
3.86.010 Fund Created.
There is created and established within the General Fund budget of the City of Arlington a
separate line-item to be known as CRIME PREVENTION FUNDING.
3.86.020 Source of Crime Prevention Funding - Contribution Required.
1. In any case where an accused has been convicted of a misdemeanor or gross
misdemeanor crime in Arlington Municipal Court, there shall be, in addition to any fine
ORDINANCE NO. 2011--xxx
levied, a penalty in the amount of fifty dollars ($50.00) per charge, which penalty shall be
non-suspendable, and which shall be deposited into the Crime Prevention Fund line-item.
The fact that this penalty is imposed on each charge shall not in any way reduce the
obligation of the accused to pay any other cost, fine or penalty prescribed by the court.
2. For the purposes of subsection (1) of this section a conviction shall include a deferred
prosecution, deferred sentence or guilty finding.
3.86.030 Expenditures.
Monies deposited in to this line item fund shall be used for funding Police and administration of
justice projects and activities geared towards crime prevention, including but not limited to:
publications and dissemination of crime prevention information and for funding of other crime
prevention projects and purposes, and for general police activities responding to and addressing
the effects of crime within the community, and for any other purposes geared to improve
administration of the criminal justice system, as determined and approved by the City Council.
Section 3. Severability
. If any section, subsection, sentence, clause, phrase or word of this
ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction,
such invalidity or unconstitutionality thereof shall not affect the validity or constitutionality of
any other section, subsection, sentence, clause, phrase or word of this ordinance.
Section 4. Effective Date
. A summary of this Ordinance consisting of its title
shall be published in the official newspaper of the City, and shall take effect and be in full force
five (5) days after the date of publication.
PASSED by the City Council of the City of Arlington and APPROVED by the Mayor
this ______ day of _____________________, 2011.
CITY OF ARLINGTON
____________________________________
Margaret Larson, Mayor
ATTEST:
___________________________________
Kristin Banfield, City Clerk
ORDINANCE NO. 2011--xxx
APPROVED AS TO FORM:
___________________________________
Steven J. Peiffle, City Attorney
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT F
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Update of AMC Chapter 5.12 – Vehicles for
Hire
DEPARTMENT OF ORIGIN:
Executive
Contact: Kristin Banfield, 360-403-3444
ATTACHMENTS:
- AMC Chapter 5.12 with strikeouts
EXPENDITURES REQUESTED: -0-
BUDGET CATEGORY: N/A
LEGAL REVIEW: City Attorney review is pending.
DESCRIPTION:
Staff is proposing a revision of the current AMC Chapter 5.12 which addresses vehicles for hire
operating in the City. The rewrite provides for a clear process for application, issuance, denial,
and revocation of licenses issued to those operating vehicles for hire.
This chapter was originally adopted in 1950 and was last revised in 1959.
HISTORY:
The City has been updating the Arlington Municipal Code over the course of the past year. The
project should be complete and the AMC completely updated in a searchable format on the
internet.
ALTERNATIVES:
Remand to staff for further revision. Council is requested to provide specific guidance should
further revision be requested.
RECOMMENDED ACTION:
No action at this time. Council will be asked to adopt an ordinance reflecting the recommended
revisions at the February 22, 2011 Council meeting.
Chapter 5.12 - VEHICLES FOR HIRE >>
Chapter 5.12 - VEHICLES FOR HIRE
Sections:
5.12.010 - Definitions.
5.12.020 - Taxicab operation—Compliance with conditions—License required.
5.12.030 - License fee.
5.12.040 - Taxi stand designation.
5.12.050 - Inspection of vehicles.
5.12.060 - Driver's license requirement.
5.12.070 - Allowing felon or intoxicated person to drive unlawful.
5.12.080 - Additional passengers.
5.12.090 - Cruising unlawful.
5.12.100 - Twenty-four hour schedule—Operator availability.
5.12.110 - Records.
5.12.120 - Revocation of license.
5.12.130 - Operator—Qualifications.
5.12.140 - Operator—Identification.
5.12.150 – Fare payment.
5.12.160 – Violations – Penalty.
5.12.010 - Definitions.
(a)
"For hire car" wherever used in this chapter means and includes every motor
vehicle having a seating capacity of seven passengers or more, as per
manufacturer's rating, used for the transportation of passengers for hire, and not
operated exclusively over a fixed and defined route.
(b)
"Person" wherever used in this chapter means and includes natural persons of
either sex, firms, copartnerships, associations, and corporations, whether acting
by themselves, by servant, agent or employee. The singular number includes the
plural and the masculine pronoun includes the feminine and neuter.
(c)
"Taxicab" or "taxi" wherever used in this chapter means and includes every
motor vehicle having a seating capacity of six passengers or less, as per
manufacturer's rating, used for the transportation of passengers for hire, and not
operated exclusively over a fixed and defined route.
5.12.020 - Taxicab operation—Compliance with conditions—License required.
It is unlawful to operate any taxicab upon the streets of Arlington until any
person owning or operating said taxicab has first complied with the following
conditions:
(1)
Comply with all the laws of the state relating to the operation of taxicabs,
and obtain a permit from the director of licenses of the state for the
operation of said taxicab;
(2)
File the required bond or liability insurance with the director of licenses
of the state, as is now or may hereafter be required by law;
(3)
Have on file with the city clerk of the city a receipt from the insurance
company showing payment of the premium upon such bond or liability
insurance required to be filed with the director of licenses of the state,
together with a copy of such bond;
(4)
Have paid all license fees due to the state or city; providing this section
shall not apply to any taxicab entering the city for the purpose of
discharging passengers who have entered said taxicab at points outside
the corporate limits of the city;
(5)
A person owning or operating any of the vehicles defined in Section
5.12.010 (a) and (c) shall first secure a license to do so from the city
clerk, obtained in the following manner:
(A)
The applicant shall upon blanks provided for the purpose by the
city clerk, furnish full information concerning ownership; the
number and classification of vehicles to be operated; the name,
fictitious or otherwise, under which the applicant intends to
operate; and such other information as may be deemed necessary
for proper supervision and the public good,
(B)
If it appears from the information obtained that the applicant has
met all of the requirements of this chapter, that the vehicles are
equipped with valid state licenses, and that they are properly
bonded or insured for the protection of the public as required by
the motor vehicle laws of the state, a license may be issued upon
payment of the license fee herein provided for in Section
5.12.030,
(C)
All licenses shall expire one year from the date the same is
granted;
(6)
The person, firm or corporation owning or operating such taxicab shall
file with the city clerk a true, accurate, and detailed statement of its rates,
fares or charges in current use by such taxicab, and shall also post said
rates in a conspicuous place in said taxicab where the same can be readily
observed and read by a passenger for hire therein and it is unlawful to
charge any higher or greater fare than that set forth in said schedule of
rates.
(7)
The provisions of this chapter shall not apply to motor vehicles operated
by any municipal or privately owned nonprofit transit system.
5.12.030 - License fee.
The annual fee for a vehicle for hire license is established by the City’s fee resolution. The fee
shall be paid at the time of application and is nonrefundable.
No taxicab or for hire car shall ply or be operated upon the streets of the city
without first paying a license fee to the city at the rate of thirty-five dollars for the first
such vehicle, and fifteen dollars for each additional one; provided, that nothing herein
contained shall be construed to apply to hearses, or to buses or stages running on a
regular schedule and used exclusively for the transportation of passengers to and from
points outside the city.
5.12.040
The city council may by resolution on regular application therefor designate and
set aside places on the public streets of the city where taxicabs for hire may stand for
public patronage, whereupon the taxicab company to which such space shall be allocated
shall be obligated to operate out of said space so reserved and set aside, and said taxicab
shall not be permitted to park on the public streets on places other than the space so
reserved for it. No person owning or operating taxicabs or for hire cars shall be allocated
more than one such place on the streets of the city. The city council may also include in
said resolution such charge for such space as may be determined by the city council to
be paid by the taxicab company to which such space is allocated.
- Taxi stand designation.
(Ord. 293 §4, 1950).
5.12.050 - Inspection of vehicles.
All vehicles operating under authority of this chapter may be inspected from time
to time by the chief of police for the purpose of determining whether the same are clean,
properly equipped, of good appearance and in his opinion, in a safe condition for the
transportation of passengers; and it is unlawful for any person to drive or operate, or
engage in the business of operating any taxicab or for hire car, unless and until the same
has been inspected and approved by the chief of police.
a. All for hire vehicles may be inspected from time to time ad determined by the chief
of police or designee in response to complaints received or observations that such is
desirable, for the purpose of determining proper equipment , safety and sanitation of
such vehicle. The scope of for-hire vehicle inspections includes but is not limited to
standards regarding cleanliness, brakes, lights, tires, glass, seat belts and any other
special equipment that may be required.
b. If the chief of police or designee determines during inspection that the condition of
any for-hire vehicle needs correction, he/she may issue to the operator or driver
thereof a notice in whriting specifying such defects and the same shall be remedied
immediately or by a later date determined at the time of inspection. It is unlawful to
fail to comply with any written notice to make corrections on the vehicle for hire.
5.12.060 - Driver's license requirement.
It is unlawful for any person owning, controlling, or engaged in the business of
operating taxicabs or for hire cars to employ as a driver of any such vehicle, or permit
any such vehicle to be driven by, a driver who does not possess a valid and subsisting
Washington state driver's license.
5.12.070 - Allowing felon or intoxicated person to drive unlawful.
It is unlawful for any person engaged in the business of operating a taxicab or for
hire car to knowingly permit any person to drive the same who has been convicted of
any felony or of driving while intoxicatedunder the influence.
5.12.080 - Additional passengers.
It is unlawful to place additional passengers in a taxicab or for hire car without
securing the consent of the party by whom it was first engaged.
5.12.090 - Cruising unlawful.
It is unlawful for any person to cruise, drive or operate a taxicab or for hire car
repeatedly or persistently to and fro upon the public street for the purpose of soliciting
business.
5.12.100 - Twenty-four hour schedule—Operator availability.
All persons licensed to operate taxicabs or for hire cars within the city shall
operate on a twenty-four hour schedule and shall be available either in the taxi zone or
by telephone.
5.12.110 - Records.
Each driver of a taxi or for hire car shall keep accurate trip sheets, dated, and
giving mileage, and the amount of money charged each fare, and these trip sheets shall
be retained for three years.
5.12.120 - Revocation of license.
(a) All licenses issued shall be subject to revocation by the city councilCity if the holder
thereof or any person employed by him in the operation of any such vehicle fails or
neglects to comply with or violates any of the terms and provisions of this chapter, or
who violates any of the terms or provisions of any of the ordinances of the city
relative to the operation or use of vehicles upon the public highways, or relating to
traffic upon the same, or who directly, or indirectly, either himself or by or through
his agent, driver or servant, sells, gives away, or in any manner disposes of narcotic
drugs or intoxicating liquor in connection with the use of any such vehicle in the
transaction of the business for which such license has been issued, or uses or permits
the use of any such vehicle to carry or transport such drugs or liquor, or causes or
permits to be kept therein any such drugs or liquor, or uses or permits the same to be
used for transporting any person or persons who may be contributing to or
attempting to or having the design of contributing to the delinquency of any minor or
who violates any of the ordinances of the city or the laws of the state in or by the use
or operation of any such vehicle.
(b) Upon complaint being made to the city councilCity Clerk of any of the acts or
omissions herein set forth, notice shall be given to the holder of such license thereof,
and that at a time and place to be fixed therein the city councilCity’s Hearing
Examiner will conduct a hearing upon the question of whether or not the license
shall be revoked, at which time and place, or the time and place to which said
hearing may be adjourned, the licensee shall have the right to be heard and produce
evidence in his behalf. If upon such hearing, the city councilHearing Examiner is
satisfied that the licensee, or the driver of any vehicle covered by such license, is or
has been guilty of the act or omission complained of and that by reason thereof the
license should be revoked, it he/she may thereupon revoke such license. The notice
provided for herein shall be personally served upprovided toon the licensee not less
than three tendays before the date of such hearing. The said license may also be
revoked upon like notice being given if it appears to the city council City Clerk that a
license or bond or insurance issued to any licensee under the laws of the state has
been canceled or revoked.
5.12.130 - Operator—Qualifications.
No city driver's license shall be required, but any person driving a taxicab or for
hire car must be at least twenty-oneeighteen years of age and duly licensed to drive a
motor vehicle under the laws of the state, and he must submit to the city clerk a
certificate from the city health officer which shows that he is free from infirmities of
body and mind which would render him unfit to safely operate a taxi, and especially free
from any taint of or tendency to epilepsy, vertigo, heart trouble or color blindness. It is
unlawful for any driver of a taxicab or for hire car to operate such vehicle on the streets
of the city if he/she has been convicted of violating any ordinance of the city or law of
the state, and it shall be the duty of the holder of any taxicab license to discharge any
such driver upon learning of any such conviction, or upon the request of the city council.
.
5.12.140 - Operator—Identification.
Each driver of any taxicab or for hire car shall provide for himself in duplicate a
picture of himself of recent date, fingerprints and pertinent information as to age,
address, number of Washington State Driver's License, and such other information as
may be required by the city councilCity. This information shall be assembled upon a
card, shall be validated by the city clerk, and one of said duplicate cards shall be hung or
attached to the inside of each taxi in a conspicuous place, and shall be left in such taxi at
all times when operated by such driver. The other duplicate card shall be placed on file
with the city clerk.
5.12.150 - Operator—Identification.
It shall be unlawful for any person to refuse to pay the regular fare for a taxicab after
having hired the same.
5.12.160 – Violations - Penalty.
Any person violating any provision of this chapter shall be deemed guilty of a
misdemeanor, and upon conviction, shall be punished as provided in AMC 1.04.010.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT G
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Update of AMC Chapter 5.16 – Cabarets
DEPARTMENT OF ORIGIN:
Executive
Contact: Kristin Banfield, 360-403-3444
ATTACHMENTS:
- AMC Chapter 5.16 with strikeouts
EXPENDITURES REQUESTED: -0-
BUDGET CATEGORY: N/A
LEGAL REVIEW: City Attorney review is pending.
DESCRIPTION:
Staff is proposing a revision of the current AMC Chapter 5.16 which addresses licensing and
operating regulations for cabarets operating in the City. The rewrite provides for a clear process
for application, issuance, denial, and revocation of licenses issued to those operating cabarets.
This chapter was originally adopted in 1971 and has never been revised.
HISTORY:
The City has been updating the Arlington Municipal Code over the course of the past year. The
project should be complete and the AMC completely updated in a searchable format on the
internet.
ALTERNATIVES:
Remand to staff for further revision. Council is requested to provide specific guidance should
further revision be requested.
RECOMMENDED ACTION:
No action at this time. Council will be asked to adopt an ordinance reflecting the recommended
revisions at the February 22, 2011 Council meeting.
Chapter 5.16 - CABARETS
Sections:
5.16.010 - Definitions.
5.16.020 - License required.
5.16.030 - Qualifications of licensees.
5.16.040 - Floor space requirements.
5.16.050 - Dancing area to be unobstructed—Location—Lighting—Exits.
5.16.060 - Application for license—Investigation and report—Issuance or denial.
5.16.065 – Approval or denial of application.
5.16.070 - Fee for license—Expiration and renewal.
5.16.080 - License and license fee nontransferable and nonrefundable.
5.16.090 - Maintenance of order.
5.16.100 - Interpretive or exhibition dancing not permitted.
5.16.110 - Revocation or suspension of license—Hearing.
5.16.115 – Appeals and hearing.
5.16.120 - Conduct subject to state law and city ordinances.
5.16.130 - Music permitted without license.
5.16.140 - Exemptions.
5.16.150 - Penalty for violations.
5.16.010 - Definitions.
(a)
"Cabaret" means any room or space whatsoever in the city in which any dancing
is permitted in connection with the selling, serving or providing the public, with
or without charge, liquor.
(b)
"Liquor" means all beverages defined in RCW 66.04.010(16).
(c)
"Person" means one or more natural persons of either sex, firms, associations,
copartnerships and corporations, whether acting by themselves or by servant,
agent or employee.
5.16.020 - License required.
It is unlawful for any person to conduct, manage or operate a cabaret unless such
person is the holder of a valid and subsisting license from the city so to do, obtained in
the manner herein provided.
5.16.030 - Qualifications of licensees.
No license shall be issued to:
(a)
A person who is not a citizen of the United States;
(b)
A person who has been convicted of a felony within five years prior to his
application for a license;
(c)
A person who has not resided in the county of Snohomish for a period of
one month prior to making application for a license;
(d)
A person whose place of business is conducted by a manager or agent,
unless such manager or agent possesses the same qualifications required
of the licensee;
(e)
A copartnership, unless all of the members thereof are qualified to obtain
a license, as provided in this section;
(f)
A corporation, unless all officers and directors thereof are qualified to
obtain a license, as provided in this section. The license shall be issued to
the same person whose name appears on, or the person responsible to the
Washington State Liquor Control Board for, the license issued by that
board for the premises.
5.16.040 - Floor space requirements.
No license for dancing shall be issued unless the dance area shall be not less than
two hundred square feet in area and not less than ten feet from side to side; except in
class H premises, in which case the floor space requirements shall be those which may
be established by the Washington State Liquor Control Board, subject to the approval of
the city council.
5.16.050 - Dancing area to be unobstructed—Location—Lighting—Exits.
The space used and allocated for dancing must be kept clear of all objects,
fixtures and furniture at all times, and shall not be located in a hall or in any passageway.
Lighting density in all cabaret dancing areas will be governed by rules and regulations of
the Washington State Liquor Control Board, and failure to so comply will constitute a
violation of this chapter. Exits from the building shall be in accordance with the
provisions of the building code in effect in the city.
5.16.060 - Application for license—Investigation and report—Issuance or denial.
Application for a cabaret license shall be made to the city clerk, accompanied by
the amount of the license fee in full. Upon receipt of such application, the facts relative
thereto shall be transmitted to the chief of police, who shall immediately investigate the
premises for which the license was applied for. The chief of police shall report to the city
council the results of his investigation relative to the character of the proposed licensed
premises and the conduct of patrons thereof. After due consideration of such
information, if the city council shall deem that the issuance of a license to such premises
shall be for the best interest of the community, it shall so advise the city clerk, and the
city clerk shall thereupon issue the license. If after due consideration of such information
the city council shall determine that issuance of said license would not be in the best
interest of the community, it shall so advise the city clerk, who shall thereupon deny the
license and arrange for the refund of the license fee.
(a) Applicants for a license under this chapter must file with the City Clerk a sworn
application in writing on a form to be furnished by the City.
(b) All applications shall provide the following information on the application,
(c)1. The name, home address, home telephone number, date and place of birth,
and Social Security number of the applicant, if the applicant is an individual;
(d)2. The names, home addresses, home telephone numbers, dates and places of
birth, and Social Security numbers of the officers and directors of the
applicant, if the applicant is a partnership. If the applicant is any other type of
business entity, then the applicant shall provide the same information
requested in this subsection for all managers or other persons who control the
business decisions of that entity;
(e)3. The name, address, and telephone number of the cabaret, and the names of
all on-site managers of the cabaret; and
(f)4. The name, address, and telephone number of the owner of the property on
which the cabaret is located.
(g)5. Each application must be completed in full and signed by the applicant in
affidavit or declaration form wherein the applicant certifies under penalty of
perjury that the applicant has personal knowledge of all matters asserted in
said application and that the statements contained therein are true and
complete.
(h)(c) Duty to Supplement Application. In the event that any information on any
application for a license under this chapter becomes outdated or otherwise inaccurate, an
applicant or license holder promptly shall notify the clerk in writing and provide current
information.
(i)(d) Process for Completed Applications. A completed application shall be submitted
to the city clerk. An application shall not be considered to be completed unless
accompanied by a receipt or other notation from the city showing payment of the required
license fee. The city clerk shall refer a completed application to the following city
department heads for investigation and report as follows:
(j)(e) The chief of police shall provide a criminal history record of the applicant;
(f) The director of the department of community development shall provide a report stating
whether or not the application or premises of the business reflect any actual or potential
violations of the city zoning code; and
(g) The building official shall provide a report indicating whether or not said premises are in
compliance with all applicable health, safety and building statutes and regulations
(h) The fire marshal shall provide a report indicating whether or not said premises are in
compliance with all applicable fire prevention statutes and regulations.
5.16.065 – Approval or denial of application.
Upon receipt of a completed application and reports from the above-named officials, a license
application shall be approved by the city clerk, except that said application shall be denied for
any one or more of the following reasons:
(1) Application form is incomplete; or
(2) Purpose of business sought to be licensed does not comply with the requirements of any city
ordinance(s) relating to fire, buildings, health and sanitation or is, or will be if licensed, in
violation of the city zoning code as determined by the reports from the above-named officials; or
(3) The license was procured by fraud or any false statement or misrepresentation of fact in the
application or in any report or record filed with the city clerk.
In all events, the city clerk shall issue the license, or the reason(s) for nonissuance as soon as
possible, but in no event more than 30 days after receipt of a completed application.
5.16.070 - Fee for license—Expiration and renewal.
The annual fee for a cabaret license is established by the City’s fee resolution. The fee shall be
paid at the time of application an
d is nonrefundable. All licenses issued pursuant to this
chapter are non-transferable and are valid for the calendar year in which issued. License fees
shall not be prorated for any portion of the year.
The fee for such cabaret license shall be seventy-five dollars per year. Each
license shall expire on the thirty-first day of December of each year and shall be renewed
annually.
5.16.080
No cabaret license and no fee paid therefor shall be transferable. Except as may
otherwise be provided in this chapter, no license fee shall be refunded for any reason.
- License and license fee nontransferable and nonrefundable.
5.16.090 - Maintenance of order.
At all times while any dancing shall be conducted or be taking place at any
premises for which a cabaret license is issued, where the music for such dancing is
provided wholly or in part by one or more than one actual "live" musician rather than by
means of electrical transcriptions, radio, tape, records or other similar means, a person
capable of maintaining order on the premises shall be in attendance on said premises,
and such person in attendance shall be employed by the licensee solely for the purposes
of, and said person shall perform the duties of, refusing admission to intoxicated or
underage persons, maintaining order, and removing unruly, disorderly and/or intoxicated
persons from the premises. Such person shall at said times not be employed as a
bartender, waiter, musician or in any other capacity and shall have no other duties than
those hereinabove specified in this section. At all times while any dancing shall be
conducted or be taking place at any premises for which a cabaret license is issued, on
nights or on days when the music for said dancing is provided wholly by means of
electrical transcriptions, radio, tape, records or other similar means, a person capable of
maintaining order shall be in attendance at all times on the premises, who shall be
responsible for refusing admission to intoxicated and underage persons, maintaining
order, and removing unruly, disorderly and/or intoxicated persons from the premises, but
such person need not be solely employed for such purposes. No member of the police
department or any reserve policeman officer of this city shall ever be employed as such a
person in attendance.
(Ord. 607 §1 (part), 1971).
5.16.100 - Interpretive or exhibition dancing not permitted.
No interpretive or exhibition dancing, such as "go-go dancing," shall be
permitted in premises herein licensed as a cabaret.
5.16.110 - Revocation or suspension of license—Hearing.
(1) The city clerk may revoke any license under this chapter, or may suspend any such license
for a period of time not to exceed one year, where one or more of the following conditions exist:
(a) The license was procured by fraud or by any false statement or misrepresentation of fact
in the application or in any report or record required to be filed with the clerk;
(b) The building, structure, equipment, operation or location of the business for which the
license was issued does not comply with the requirements or standards of this code; or
(c) The license holder, his or her employee, agent, partner, director, officer or manager has
violated or permitted violation of any of the provisions of this chapter.
(2) Upon determination that grounds for revocation or suspension of a license exist, the city clerk
or designee shall send by first class mail, postage prepaid, to the license holder a notice of
revocation or suspension. The notice shall set forth the grounds for revocation or suspension.
The city council reserves unto itself the power to revoke any license issued under
the provisions of this chapter at any time that investigation shows that the license was
procured by fraud or false representation of fact; or for the violation of, or failure to
comply with, any of the provisions of this chapter by the person holding such license or
by any of his servants, agents and employees; or any crime or offense involving moral
turpitude committed on the premises in which the cabaret is conducted; or in the event
that it is determined that the future operation of the cabaret would be detrimental to the
public peace, health or welfare of the city of Arlington. Before revoking any such license
the city council shall, upon at least ten days' notice to the licensee given either personally
or by ordinary mail addressed to the licensee, hold a hearing concerning such revocation,
at which time the licensee shall be entitled to be heard and to introduce the testimony of
witnesses. The action of the city council relative to such revocation after such hearing
shall be final.
5.16.115 – Appeals and hearing.
(1) Any person aggrieved by the action of the city clerk in refusing to issue or renew any license
under this chapter or in suspending or revoking any license under this chapter shall have the right
to appeal such action to the city hearing examiner, or to such other hearing body as may hereafter
be established by the city council for the hearing of such appeals, by filing a notice of appeal
with the city clerk within 10 days of receiving notice of the action from which appeal is taken.
(2) The hearing examiner, upon receipt of a timely notice of appeal, shall set a date for a hearing
of such appeal within 20 days from the date of such receipt, except when extenuating
circumstances exist. The hearing shall be de novo. The hearing examiner shall hear testimony,
take evidence and may hear oral argument and receive written briefs. The filing of such appeal
shall stay the action of the city clerk, pending the decision of the hearing body.
(3) The decision of the hearing examiner on an appeal from a decision of the city clerk shall be
based upon a preponderance of the evidence. The burden of proof shall be on the appellant.
(4) The decision of the hearing examiner shall be final unless appealed to the superior court
within 20 days of the date the decision is entered.
5.16.120 - Conduct subject to state law and city ordinances.
All such licensed premises shall be conducted in a quiet and orderly manner and
as provided by the Washington State Liquor Control Act, the rules and regulations of the
Washington State Liquor Control Board relating to the sale of intoxicating liquors, and
the ordinances of the city.
5.16.130 - Music permitted without license.
It is lawful for all taverns and class H licensees, duly licensed by the Washington
State Liquor Control Board to have and permit music within the respective
establishments, but shall not be permitted to conduct dancing unless licensed as provided
in this chapter.
5.16.140 - Exemptions.
Patriotic organizations shall be exempt from the provisions of this chapter.
5.16.150 - Penalty for violations.
Any person violating any of the provisions or failing to comply with any of the
mandatory requirements of this chapter is guilty of a misdemeanor, and upon conviction
thereof such person shall be punished as provided in Section 1.04.010.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT H
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Creation of a new section in the Municipal
Code to require a permit for filming of motion
pictures
DEPARTMENT OF ORIGIN:
Executive
Contact: Kristin Banfield, 360-403-3444
ATTACHMENTS:
- AMC Chapter 5.44.025
EXPENDITURES REQUESTED: -0-
BUDGET CATEGORY:
LEGAL REVIEW: City Attorney review is pending
DESCRIPTION:
Staff is proposing adding a new chapter to AMC Title 5 which will require those in the business
or activity of the filming, video taping or otherwise producing motion pictures for television,
internet or public exhibition within City limits to obtain a permit. The film permit will be issued
in the same manner that special event permits are requested.
HISTORY:
The City is receiving approximately one filming request a month and needs to have a permit
process in place to ensure that filming activities do not unreasonably interfere with the public
health and safety of our citizens or unreasonably endanger any property within the City. . The
City of Marysville currently has a similar ordinance in place that generates some income to
offset court filing fees and costs currently borne by the City alone.
ALTERNATIVES:
Remand to staff for further revision. Council is requested to provide specific guidance should
further revision be requested.
RECOMMENDED ACTION:
No action at this time. Council will be asked to approve the proposed ordinance at the February
22, 2011 Council meeting.
Chapter 5.44 - PARADES, ATHLETIC EVENTS AND OTHER SPECIAL EVENTS
Sections:
5.44.010 - Definitions.
5.44.020 - Permit required.
5.44.025 – Production of Motion Pictures – Permit Required
5.44.030 - Grounds for denial of application.
5.44.040 - Permit conditions.
5.44.050 - Appeal procedure.
5.44.060 - Exemptions from fees, indemnification agreement and insurance.
5.44.070 - Indemnification agreement.
5.44.080 - Insurance.
5.44.090 - Fees for city services.
5.44.100 - Cleanup deposits.
5.44.110 - Revocation of permits.
5.44.120 - Violation—Penalty.
5.44.130 - Savings clause.
5.44.010 - Definitions.
For purposes of this chapter, the following definitions shall apply:
"Special events" means and includes any event which is to be conducted on
public property or on a public rights-of-way; and, also, any event held on private
property which would have a direct significant impact on traffic congestion; or traffic
flow to and from the event over public streets or rights-of-way; or which would
significantly impact public streets or rights-of-way near the event; or which would
significantly impact the need for city-provided emergency services, such as police, fire
or medical aid. It is presumed that any event on private property which involves an open
invitation to the public to attend or events where the attendance is by private invitation
of one hundred or more people are each presumed to be an event that will have a direct
significant impact on the public streets, rights-of-way or emergency services. Special
events might include, but are not limited to, fun runs, roadway foot races, fund raising
walks, auctions, bike-a-thons, parades, carnivals, shows, or inhabitations, filming/movie
events, circuses, block parties and fairs.
"Special events protected under the First and Fourteenth Amendments" means
and includes any event involving political or religious activity intended primarily for the
communication or expression of ideas.
"Use" means to construct, erect, or maintain in, on, over or under any street,
right-of-way, park or other public place, any building, structure, sign, equipment or
scaffolding, to deface any public right-of-way by painting, spraying or writing on the
surface thereof, or to otherwise occupy in such a manner as to obstruct the normal public
use of any public street, right-of-way, park or other public place within the city,
including a use related to special events.
5.44.020 - Permit required.
A special event permit or authorization from the city is required for any event in
a park, public place or on private property where it will significantly impact public
sidewalks or roadways. Such special event permit shall be in addition to any street or
park use, or other regular permits as may be required by ordinance.
When such an event will be an exercise of rights protected by the First and
Fourteenth Amendments to the United States Constitution, the application shall be
processed promptly, without charging a fee for political or religious activities or
imposing terms or conditions that infringe constitutional freedoms, and in a manner that
respects the liberty of applicants and the public.
A special event permit is not required for the following:
(1)
Parades, athletic events or other special events that occur exclusively on
city property and are sponsored or conducted in full by the city of
Arlington;
(2)
Funeral and wedding processions;
(3)
Groups required by law to be so assembled;
(4)
Gatherings of thirty or fewer people in a city park, unless merchandise or
services arc offered for sale or trade;
(5)
Temporary sales conducted by businesses, such as holiday sales, grand
opening sales, or anniversary sales;
(6)
Garage sales and rummage sales;
(7)
The exhibition of films or motion pictures;
(8)
Other similar events and activities which do not directly affect or use city
services of property.
Any person desiring to sponsor a parade, athletic event or special event shall be
encouraged to apply for a special event permit by filing an application with the city at
least sixty days prior to the date on which the event is to occur.
Waiver of Application Deadline. Upon a showing of good cause or at the
discretion of the city, the city may consider an application that is filed after the filing
deadline if there is sufficient time to process and investigate the application and obtain
police and other City services for the event. Good cause can be demonstrated by the
applicant showing that the circumstance that gave rise to the permit application did not
reasonably allow the participants to file within the time prescribed, and the event is for
the purpose of exercising rights under the First and/or Fourteenth Amendments of the
United States Constitution.
5.44.025 – Production of Motion Pictures – Permit Required.
(1) Except as otherwise provided herein, it shall be unlawful for ny person to engage in the
business or activity of the filming, video taping or otherwise producing motion pictures
for television, internet, or public exhibition at any place within the City, other than at or
in an established motion picture, television or photography studio, unless such person
has first been issued a film production permit by the City Clerk.
(2) The provisions of this section shall not apply to the filming, video taping, or the
photographing or otherwise preserving of motion pictures:
a. Solely for private or family use;
b. For use in a criminal investigation or civil proceeding;
c. For news purposes;
d. For charitable or government purposes.
5.44.030 - Grounds for denial of application.
The city may deny an application for a special event permit if:
(1)
The applicant provides false or misleading information; the applicant fails
to complete the application or to supply other required information of
documents; or the applicant declares or shows an unwillingness or
inability to comply with the reasonable terms or conditions contained in
the proposed permit;
(2)
The proposed event would conflict with another proximate event,
interfere with construction or maintenance work in the immediate
vicinity, or unreasonably infringe upon the rights of abutting property; or
(3)
The proposed event would unreasonably disrupt the orderly or safe
circulation of traffic as would present an unreasonable risk of injury or
damage to the public.
In the event subsection (2) or (3), above, applies, the city shall
offer the applicant the opportunity to submit an alternative date or place
for the proposed event before denying the application.
5.44.040 - Permit conditions.
(a)
The city may condition the issuance of a special events permit by imposing
reasonable requirements concerning the time, place and manner of the event, and
such requirements as are necessary to protect the safety and rights of persons and
property, and the control of traffic. The following conditions shall be applied to
all special events permits:
(1)
Requirements relating to the time, place and manner of the event;
(2)
Requirements relating to the area of assembly and disbanding of the event
along with uses of a specific route;
(3)
Requirements relating to pedestrians or vehicular traffic, including
restricting the event to only a portion of the street or rights-of-way.
(b)
Conditions on special events permits not protected under the First and Fourteenth
Amendments of the U.S. Constitution may include, but are not limited to:
(1)
Requirements for the use of traffic cones or barricades;
(2)
Requirements for the provision of first aid or sanitary facilities;
(3)
Requirements for use of event monitors and providing notice of permit
conditions to event participants;
(4)
Restrictions on the number and type of vehicles, animals or structures at
the event, and inspection and approval of floats, structures, and decorated
vehicles for fire safety;
(5)
Compliance with animal protection ordinances and laws;
(6)
Requirements for use of garbage containers, cleanup, and restoration of
city property.
(7)
Restrictions on the use of amplified sound and compliance with noise
ordinance, regulations and laws;
(8)
Notice to residents and/or businesses regarding any activity which would
require a street closure;
(9)
Restrictions on the sale and/or consumption of alcohol;
(10)
Elimination of an activity which cannot be mitigated to a point as to
ensure public safety and welfare, or which causes undue liability to the
city;
(11)
Requirements regarding the use of city personnel and equipment;
(12)
Compliance with any other applicable federal, state or local law or
regulation.
5.44.050 - Appeal procedure.
The applicant shall have the right to appeal the denial of a permit or a permit
condition. The applicant shall also have the right to appeal the amount of fees or cleanup
deposits imposed pursuant to Section 5.44.090, or a determination by the city that the
applicant's certificate of insurance does not comply with the requirements specified in
Section 5.44.080. A written notice of appeal shall be filed within three business days
after receipt or personal delivery of a notice of denial or permit conditions from the city.
The written notice of appeal shall set forth the specific grounds for the appeal and attach
any relevant documents for consideration. The city council shall hear the appeal on the
record provided from the designated city official and upon public comment given at the
scheduled hearing before the council. The hearing shall be scheduled no later than thirty
days after receipt of a timely and proper notice of appeal. Public comment at the appeal
hearing shall be limited to three minutes per individual and fifteen minutes each for
appellant and city respondent. The decision of the city council is final.
If there is insufficient time for a timely appeal to be heard by the city council
prior to the date on which the event is scheduled, the applicant may, at its own option,
request that the designated city official schedule the appeal before the mayor or city
administrator. The mayor or city administrator or designee shall hold a hearing no later
than five business days after the filing of the appeal and will render a decision no later
than one business clay after hearing the appeal. If the appeal is requested and heard
before the mayor or city administrator, the mayor's or city administrator's decision is
final. There is no further appeal to the city council.
5.44.060 - Exemptions from fees, indemnification agreement and insurance.
No fee, indemnification agreement or insurance requirement shall be imposed
when prohibited by the First and Fourteenth Amendment to the United States
Constitution. Political or religious activity intended primarily for the communication or
expression of ideas shall be presumed to be a constitutionally protected event. Factors
that may be considered in evaluating whether or not the fee applies include the nature of
the event; the extent of commercial activity, such as the sales of food, goods, and
services; product advertising or promotion, or other business participation in the event;
the use or application of any funds raised; if part of any annual tradition or series,
previous events in the sequence; and the public perception of the event.
5.44.070 - Indemnification agreement.
Prior to the issuance of a permit for a special event not protected under the First
and Fourteenth Amendments of the U.S. Constitution, the permit applicant and
authorized officer of the sponsoring organization must agree to reimburse the city for
any costs incurred by it in repairing damage to city property and indemnify and defend
the city, its officers, employees, and agents from all causes of action, claims or liabilities
occurring in connection with the permitted event, except those which occur due to the
city's sole negligence.
5.44.080 - Insurance.
The following insurance shall be required in connection with the issuance of a
permit for a special event not protected under the First and Fourteenth Amendments of
the U.S. Constitution: one million dollars commercial general liability insurance per
occurrence combined single limits, two million dollars aggregate, unless waived by the
city. Higher limits of insurance may be required dependent upon the size and/or possible
impacts of an event and/or requirements of the city's insurance company.
The city administrator or his or her designee is authorized and directed to require
written proof of such insurance prior to permit issuance. The insurance policy shall be
written on an occurrence basis, shall name the city as an additional insured, shall be
written for a period not less than twenty-four hours prior to the event and extending for a
period not less than twenty-four hours following the completion of the event, and shall
contain a provision prohibiting cancellation of the policy, except upon thirty days written
notice to the city.
5.44.090 - Fees for city services.
(a)
Upon approval of an application for a permit for a special event not protected
under the First and Fourteenth Amendments of the U.S. Constitution, the city
administrator shall provide the applicant with a statement of the estimated cost of
providing city personnel and equipment, and the estimated cost of leasing city
property if applicable. The applicant/sponsor of the event shall be required to
prepay these estimated costs for city services and equipment and leased property
ten days prior to the special events. city services and equipment may include the
use of police officers and public employees for traffic and crowd control, pickup
and delivery of traffic control devices, picnic tables, extraordinary street
sweeping, and any other needed, requested or required city service and the cost
of operating the equipment to provide such services.
(b)
If the actual cost for city services and equipment on the date(s) of the event is
less than the estimated cost, the applicant/sponsor will be refunded the difference
by the city in a timely manner. If the actual cost for city services and equipment
on the date(s) of the event is greater than the estimated cost, the
applicant/sponsor will be billed for the difference.
(c)
Permit fees and fees for the use of city services and equipment may be waived in
part or in full by the city if in review of the application it is found that the event
is of sufficient public benefit to warrant the expenditure of city funds without
reimbursement by the applicant/sponsor and would not result in the private
financial gain of any individual or "for profit" entity.
5.44.100 - Cleanup deposits.
The applicant/sponsor of an event not protected under the First and Fourteenth
Amendments of the U.S. Constitution involving the sale of food or beverages for
immediate consumption, erection of structures, horses or other large animals, water aid
stations or any other event likely to create a substantial need for a cleanup, may be
required to provide a cleanup deposit prior to the issuance of a special event permit.
The cleanup deposit may be returned after the event if the area used for the
permitted event has been cleaned and restored to the same condition as existed prior to
the event.
If the property used for the event has not been properly cleaned or restored, the
applicant/sponsor shall be billed for the actual cost by the city for cleanup and
restoration. The cleanup deposit shall be applied toward the payment of the bill.
5.44.110 - Revocation of permits.
Any permit issued under this chapter may be summarily revoked by the city at
any time when, by reason of disaster, public calamity, riot or other emergency or exigent
circumstances, the city determines the safety of the public or property requires such
immediate revocation. The city may also summarily revoke any permit issued pursuant
to this chapter if the committee finds that the permit has been issued based upon false
information or when the permittee exceeds the scope of the permit or fails to comply
with any condition of the permit. Notice of such action revoking a permit shall be
delivered in writing to the permittee by personal service or certified mail at the address
specified by the permittee in the application.
5.44.120 - Violation—Penalty.
(a)
It shall be unlawful for any person to sponsor or conduct a special event requiring
a special event permit pursuant to this chapter unless a valid permit has been
issued and remains in effect for the event. It is unlawful for any person to
participate in such an event with the knowledge that the sponsor of the event has
not been issued a required, valid permit or with knowledge that a once valid
permit has expired or been revoked.
(b)
The special event permit authorizes the permittee/sponsor to conduct only such
an event as is described in the permit, and in accordance with the terms and
conditions of the permit. It is unlawful for the permittee/sponsor to willfully
violate the terms and conditions of the permit, or for any event participant with
knowledge thereof to willfully violate the terms and conditions of the permit or
to continue with the event if the permit is revoked or expired.
(c)
Any person or organization violating the provisions of this chapter shall be guilty
of a misdemeanor, and upon conviction thereof, shall be subject to a penalty of a
fine of not more than five hundred dollars or by imprisonment of not more than
ninety days, or both such fine and imprisonment.
5.44.130 - Savings clause.
If any section, sentence, clause, phrase, part or portion of this chapter is for any
reason held to be invalid or unconstitutional by any court of competent jurisdiction, such
decision shall not affect the validity of the remaining portions of this chapter.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT I
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
New AMC Chapter 12.52 – Grading Permits
DEPARTMENT OF ORIGIN:
Executive / Public Works
Contact: Kristin Banfield, 360-403-3444
James Kelly, 360-403-3505
ATTACHMENTS:
- AMC Chapter 12.52
EXPENDITURES REQUESTED: -0-
BUDGET CATEGORY: N/A
LEGAL REVIEW: Complete. All comments and edits proposed
by the City Attorney have been incorporated.
DESCRIPTION:
Staff is proposing a new addition to the Arlington Municipal Code which addresses the need to
enact regulations consistent with the environmental element of the city’s comprehensive plan to
protect water and earth resources, fish and wildlife habitat, and public health and safety from
the potential adverse impacts associated with clearing and grading private and public land in
the city. In addition to implementing goals of the environmental element, these regulations
implement best management practices required to meet federal and state environmental law
requirements.
HISTORY:
The City has been updating the Arlington Municipal Code over the course of the past year. The
project should be complete and the AMC completely updated in a searchable format on the
internet.
ALTERNATIVES:
Remand to staff for further revision. Council is requested to provide specific guidance should
further revision be requested.
RECOMMENDED ACTION:
No action at this time.
Title 12
Chapter 12.52
GRADING CODE
Sections:
12.52.010 Purpose.
12.52.020 Definitions.
12.52.030 Permit requirements.
12.52.040 Permit issuance.
12.52.050 Expiration of permits and applications.
12.52.060 Related codes and regulations.
12.52.070 Conditions of approval – Project denial.
12.52.080 Clearing – Vegetation preservation and replacement.
12.52.090 Grading.
12.52.100 Slopes.
12.52.110 Erosion and sedimentation control.
12.52.120 Temporary restrictions on clearing and grading.
12.52.130 Dust suppression.
12.52.140 Control of other pollutants.
12.52.150 Maintenance.
12.52.160 Assurance Device.
12.52.170 Responsibility to have permit.
12.52.180 Project inspections – City access.
12.52.190 Stop work orders and corrective actions.
12.52.200 Permit revocation.
12.52.210 Final approval.
12.52.220 As-built plans.
12.52.230 Violations – Penalties.
12.52.010 Purpose.
(a) The purpose of this chapter is to enact regulations consistent with the
environmental element of the city’s comprehensive plan to protect water and
earth resources, fish and wildlife habitat, and public health and safety from the
potential adverse impacts associated with clearing and grading private and public
land in the city. In addition to implementing goals of the environmental element,
these regulations implement best management practices required to meet federal
and state environmental law requirements.
(b) These regulations focus on prevention of potential adverse impacts
associated with clearing and grading activities through a proactive approach
rather than remediation of (or a reactive approach to) adverse impacts.
(c) It is expressly the purpose of this chapter to provide for and promote the
health, safety, and welfare of the general public.
12.52.020 Definitions.
(a) “Applicant” means the individual, partnership, association, or corporation
applying for a permit to do work under this chapter, including the property owner,
and any employee, agent, consultant or contractor acting on behalf of the
applicant, and any successor in interest.
(b) “Best Management Practices (BMPs)” mean physical, structural, and/or
managerial practices that, when used singly, or in combination, prevent or reduce
pollution of water. BMPs include, but are not limited to, structural solutions
covered by the terms “best available technology” (BAT) and “all known available
and reasonable methods of treatment” (AKART).
(c) “Clearing” means the act of destroying, removing, or modifying vegetation by
any means, including chemical, mechanical, or by hand.
(d) “Grading Permit” means the written permission from the city of Arlington to
the permittee to proceed with the act of clearing and grading within the provisions
of this chapter. The grading permit includes the associated approved plans and
any conditions of approval as well as the permit form itself.
(e) “Colluvium” or “colluvial deposits” means a soil deposit derived from
downslope movement of material from other soil formations as the result of one
or more small earth slides. These deposits are typically found on steep hillsides
or at the base of slopes.
(f) “Director” means the Director of Public Works or their designee.
(g) “Engineered fill” means soil fill which is wetted or dried to near its optimum
moisture content, placed in lifts of 12 inches or less and each lift compacted to a
minimum percent compaction as specified by a geotechnical engineer.
(h) “Engineering Standards” means the most recent edition of the city of
Arlington Public Works Design and Construction Standards and Specifications
manual.
(i) “Excavation” means the removal of material such as earth, sand, gravel,
rock, or asphalt.
(j) “Fill” means earth, sand, gravel, rock, asphalt, or other solid material used to
increase the ground surface elevation or to replace excavated material.
(k) “Filling” means any act by which earth, sand, gravel, rock, asphalt, or other
solid material is deposited or placed to raise the ground elevation or to replace
excavated material.
(l) “Geotechnical engineer” means a professional engineer currently licensed in
the state of Washington, qualified by reason of experience and education in the
practice of geotechnical engineering, and designated by the owner as the
geotechnical engineer of record for the project.
(m) “Grading” means any excavating or filling or combination thereof.
(n) “Landscaping” or “landscaped areas” means land that has been modified by
altering soil levels and/or vegetation for aesthetic or practical purposes.
(o) “Landslide deposit” means a large mass of earth and/or rock that has moved
physically down slope by gravity and broken into discrete fragments.
(p) “Modular block wall” means a wall constructed of manufactured modular wall
units acting as a protective facing for an exposed soil face or as a gravity
retaining wall.
(q) “Permanent erosion control” means permanent improvements, such as
landscaping or drainage control structures, that cover the soil such that no
erosion can occur.
(r) “Permit,” unless noted otherwise, refers to the grading permit.
(s) “Permittee” means the person to whom the grading permit is issued.
(t) “Potential slide block (failure envelope)” means the area near the surface of a
slope between the toe of the slope and a line drawn upward at two feet horizontal
to one foot vertical from the toe to the surface of the ground above the slope, or
as otherwise determined by a geotechnical engineer.
(u) “Protected area” shall have the meaning set forth in AMC Chapter 20.88,
now or as hereafter amended.
(v) “Rainy season” means that period from November 1st through April 30th
unless the director modifies these dates based on weather patterns and
forecasts.
(w) “Reinforced fill” or “reinforced soil” means soil fill designed by an engineer;
which includes reinforcement consisting of metal or synthetic materials in bars,
strips, grids or sheets.
(x) “Retaining wall” means a wall designed to resist the lateral displacement of
soil or other materials.
(y) “Rockery” or “rock wall” means one or more courses of large rocks stacked
near vertical in front of an exposed soil face to protect the soil face from erosion
and sloughing. A rockery or rock wall is not considered a retaining wall.
(z) “Routine landscape maintenance” means pruning, weeding, planting
annuals, mowing turf lawns and other activities associated with maintaining an
already established landscaped area. This definition does not include felling or
topping of trees or removal of invasive plants resulting from lack of regular
maintenance.
(aa) “Slide” means the movement of a mass of rocks and/or earth down a slope.
(bb) “Soil” means unaggregated or uncemented deposits of mineral and/or
organic particles or fragments derived from the breakdown of massive rocks or
decay of living matter.
(cc) “Uncontrolled fill” means fill which has been placed under unknown
conditions or without any controls such as geotechnical inspection or monitoring.
(dd) “Unstable slopes” means those sloping areas of land which have in the past
exhibited, is currently exhibiting, or will likely exhibit mass movement of earth.
(ee) “Wall drain” means a drainage system behind retaining walls, rockeries, rock
walls or modular block walls used to collect water moving through the soil or rock
behind the wall or rockery.
12.52.030 Permit requirements.
(a) A clearing and grading permit is required for a project involving any of the
below activities, except as provided for in subsection (b) of this section. In
applying this section, the total proposal and/or project must be considered.
(1) Any clearing, filling, or excavation in a protected area.
(2) Fill and/or excavation totaling over 50 cubic yards. Quantities of fill and
excavation are separately calculated and then added together, even if
excavated material is used as fill on the same site.
(3) Over 1,000 square feet of clearing, as measured at the ground level.
Clearing includes disturbance of over 1,000 square feet at grade due to
felling or topping of trees.
(4) Rockeries and modular block walls over four feet in height as measured
from the bottom of the base rock or block.
(5) The cutting down of any significant trees that are required to be
preserved by a city code, plat condition, or other requirement.
(6) Any regrading or repaving of a parking lot
(7) Mining or mineral extraction, which must also comply with Washington
State Department of Natural Resources mineral resource extraction and
thresholds requiring their review and approval.
(b) The following activities are exempt from the requirements for a grading
permit even if the criteria in subsection (a) of this section are exceeded:
(1) Agricultural crop management of existing farmed areas when BMP’s are
being implemented.
(2) Routine landscape maintenance of existing landscaped areas on
developed lots, including pruning, weeding, planting annuals, and other
activities associated with maintaining an already established landscape.
(3) Work needed to correct an immediate danger to life or property in an
emergency situation as declared by the mayor or the city manager or their
designee.
(4) Cemetery graves involving less than 50 cubic yards of excavation, and
related filling, per each cemetery plot.
(5) Routine drainage maintenance of existing, constructed stormwater
drainage facilities located outside of a protected area, including, but not
limited to, detention/retention ponds, wetponds, sediment ponds, constructed
drainage swales, water quality treatment facilities such as filtration systems,
and regional storm facilities that are necessary to preserve the water quality
treatment and flow control functions of the facility. This exemption does not
apply to any expansion and/or modification to already excavated and
constructed stormwater drainage facilities.
(6) Roadway repairs and overlays within public street rights-of-way for the
purpose of maintaining the pavement on existing paved roadways. This
exemption does not apply to curbs, gutters, sidewalks, utilities, new traffic
calming devices, new roadways, or the widening of the paved surface of
existing roadways.
(c) An exemption from a grading permit does not exempt the person doing the
work from meeting all applicable city codes, including, but not limited to, the
storm and surface water utility code (Chapter 13.28 AMC), which requires that
sediment and other pollutants be kept from the drainage system.
(d) The director may categorize grading permits by different types for
administrative purposes, and different fees may be charged for different types. A
grading permit may be issued as a component of a site-civil permit, or other
permits, rather than as a separate permit.
(e) The director shall specify what submittal and application materials are
required for a complete grading permit application, including the type of
submittals, the required level of detail, the minimum qualifications of preparers of
technical documents, and the number of copies. The director may establish
different submittal requirements for different types of grading permits. The
director may waive specific submittal requirements or fees if it is determined that
they are unnecessary, provide a public benefit, or may require additional
information if needed for review of an application.
(f) As a condition of applying for a permit for a project that includes clearing and
grading, the applicant shall allow the city to enter the subject property in order to
evaluate the proposed clearing and grading.
12.52.040 Permit issuance.
(a) A grading permit shall be issued in conjunction with, or as part of, one or
more of the following permits or approvals, except as described in subsection (b)
of this section:
(1) A valid building permit application; provided, that if a discretionary land
use approval pursuant to the provisions of AMC Chapter 20 or environmental
(SEPA) review is required, the grading permit shall not be issued until the
land use approval is issued and SEPA determination made, any city appeal
period has passed, and, if a city appeal is filed, until the city has made a final
decision on any appeal.
(2) An approved conditional use permit or planned unit development
approval.
(3) Preliminary plat or preliminary short plat approval, where the grading
permit is approved only for infrastructure construction, and not for clearing or
grading building sites.
(4) Preliminary plat or preliminary short plat approval, where the grading
permit is approved for clearing or grading building sites; provided, that such
approval may be granted pursuant to the provisions of AMC Chapter 20.
(5) An approved shoreline conditional use, shoreline substantial
development permit or shoreline management exemption, provided all
appeal periods pursuant to WAC 173-14-180 must have expired without the
filing of an appeal. Floodplain and floodway requirements of the National
Flood Insurance Program (NFIP) will be included with any grading or clearing
in those areas identified on the Digital Flood Insurance Rate Maps (DFIRM).
(6) A demolition permit.
(7) Inclusion of the project in the city’s approved capital improvement
program.
(8) A utility system extension agreement approved by the city of Arlington
utilities department.
(9) A site-civil permit issued by the city of Arlington Engineering Department.
(10) A valid right-of-way use permit application; provided, that if a
discretionary land use approval pursuant to the provisions of AMC Chapter
20 or environmental (SEPA) review is required, the grading permit shall not
be issued until the land use approval is received and SEPA determination
made, any city appeal period has passed, and, if a city appeal is filed, until
the city has made a final decision on any appeal.
(11) Completion of environmental (SEPA) review for surcharging a site or for
environmental or toxics cleanup at a site; provided, that if a discretionary land
use approval pursuant to the provisions of AMC Chapter 20 is required, the
grading permit shall not be issued until the land use approval is issued and
the SEPA determination made, any city appeal period has passed, and if a
city appeal is filed, until the city has made a final decision on any appeal.
(b) The director may approve issuance of a grading permit without an
accompanying permit or other approval as listed in subsection (a) of this section;
provided, that all of the following criteria are met (in addition to other applicable
requirements of this code and other city codes):
(1) The proposed grading is not related to a project for which one or more of
the approvals listed in subsection (a) of this section are required.
(2) Approval of the proposal will not pose a threat to or be detrimental to the
public health, safety, and welfare, nor be materially detrimental to fish and
wildlife habitat and/or water resources.
(3) The applicant has demonstrated that approval of the proposal is
necessary for the reasonable development or maintenance of the property.
(4) The proposal is not in a protected area, or if in a protected area,
complies with AMC Chapter 20.
(5) If a discretionary land use approval pursuant to the provisions of AMC
Chapter 20 or environmental (SEPA) review is required, the grading permit
shall not be issued until the land use approval is received and SEPA
determination made, any city appeal period has passed, and, if a city appeal
is filed, until the city has made a final decision on any appeal.
(c) If construction necessitates access, construction, or intrusion onto or across
property not under the applicant’s control, then the applicant must provide the
city with a copy of a valid construction easement or right of entry before the
permit can be issued.
(d) The permit may be issued to the property owner or their agent. Both the
property owner and the agent will be considered the permittee and are each
responsible for ensuring compliance with the terms of the permit.
12.52.050 Expiration of permits and applications.
(a) An application for a grading permit for which no permit is issued within one
year following the date of application shall expire by limitation and plans and
other data submitted for review may thereafter be returned to the applicant or
destroyed in accordance with state law. The director may, prior to expiration,
extend the time for action by the applicant for a period not exceeding 180 days.
(b) An application for a grading permit may be cancelled for inactivity if an
applicant fails, without reasonable justification, to respond to the department’s
written request for revisions or corrections within 90 days. The director may
extend the response period beyond 90 days if the applicant provides and
adheres to a reasonable schedule for submitting the full revisions.
(c) In addition to the application extension allowed in subsection (a) of this
section, the director may extend the life of an application if any of the following
conditions exist:
(1) Compliance with the State Environmental Policy Act is in progress; or
(2) Any other city review is in progress; provided the applicant has submitted
a complete response to city requests or the director determines that unique
or unusual circumstances exist that warrant additional time for such
response, and the director determines that the review is proceeding in a
timely manner toward final city decision; or
(3) Litigation against the city or the applicant is in progress, the outcome of
which may affect the validity or the provisions of any permit issued pursuant
to such application.
(4) In no event may the director extend the application for a period of more
than 180 days following the conclusion of the applicable condition described
in this subsection.
(d) Grading permits expire as follows:
(1) If a building permit is issued for the same site, the grading permit shall
automatically expire or be extended when the building permit expires or is
extended.
(2) If a civil permit is issued for the same site, the grading permit shall
automatically expire or be extended when the site-civil permit expires or is
extended.
(3) The grading permit shall expire if the authorized work is not begun within
one year from the date of permit issuance, or if work is abandoned for over
180 days.
(4) If the authorized work is continually performed, the grading permit shall
expire one year from the date of issuance unless a different time frame is
specified on the permit or an extension is granted. Two one-year extensions
may be granted by the director; provided, that conditions which were relevant
to issuance of the permit have not changed substantially and no material
detriment to the public welfare will result from the extension.
12.52.060 Related codes and regulations.
(a) The requirements of this chapter are in addition to other city codes and
regulations, including the Land Use Code (AMC Title 20).
(b) In order to be in compliance with the provisions of this code, the applicant
shall comply with the applicable engineering standards or equivalent standards
approved by the director. In addition, the applicant shall comply with those
minimum requirements for temporary erosion and sedimentation control and
associated BMPs set forth in the City adopted state stormwater management
manual for the Puget Sound basin and as established in the city’s Stormwater
Utility code (AMC 13.28).
12.52.070 Conditions of approval and Permit denial.
The director may impose conditions on permit approval as needed to mitigate
identified project impacts and shall deny permit applications that are inconsistent with
the provisions of this chapter.
12.52.080 Clearing and Vegetation preservation and replacement.
The applicant/permittee shall:
(a) Meet applicable Land Use Code requirements (AMC Chapter 20) for tree
retention and vegetation preservation, disturbance limitation, and new
landscaping.
(b) Where required, maintain natural vegetation for erosion and sedimentation
control and water quality and quantity control.
(c) Mark clearing limits in the field prior to clearing vegetation.
12.52.090 Grading.
The applicant/permittee shall:
(a) Meet applicable Land Use Code requirements (AMC Chapter 20) related to
grading, filling and excavation.
(b) Protect adjacent property, including but not limited to public right-of-ways,
drainage systems, natural drainages, from damage from grading, filling and
excavation.
12.52.100 Slopes.
The applicant/permittee shall:
(a) Submit a geotechnical report, prepared by a Geotechnical Engineer licensed
in the State of Washington, when required pursuant to the Land Use Code (AMC
Chapter 20) or grading permit requirements. The Engineering Standards specify
when a subsurface investigation is required and the level of investigation and
information required in the report.
(b) Comply with the Land Use Code (AMC Chapter 20) restrictions regarding
steep slopes.
(c) Limit the maximum gradient of artificial slopes to no steeper than 2:1 (two
feet of horizontal run to one foot of vertical fall) unless a geotechnical engineering
report and slope stability analysis is provided and shows that a factor of safety of
at least 1.5 for static loads and 1.1 for pseudostatic loads.
(d) Do no clearing, excavation, stockpiling or filling on the potential slide block of
an unstable or potentially unstable slope unless it is demonstrated to the
director’s satisfaction that the activity would not increase the load, drainage, or
erosion on the slope.
(e) Do no clearing, excavation, stockpiling or filling on any unstable or potentially
unstable areas (such as landslide deposits) unless it is demonstrated to the
director’s satisfaction that the activity would not increase the risk of damage to
adjacent property or natural resources or injury to persons.
(f) Intercept any ground water, subsurface or surface water drainage
encountered on a cut slope and discharge it at a location approved by the
director.
(g) Follow the procedures set forth in the grading permit and engineering
standards.
(h) Design and protect cut and fill slopes to minimize erosion.
20.52.110 Erosion and sedimentation control.
The permittee shall design and implement site erosion and sedimentation control
BMPs necessary to prevent sediment from leaving the project site, that is in accordance
with the city’s Stormwater Utility Code (AMC 13.28), Engineering Standards, and the
city’s adopted stormwater manual (volume 2).
12.52.120 Temporary restrictions on clearing and grading.
(a) In the areas listed below in subsections (1) through (3) of this section,
clearing and grading may be permitted to continue or to be initiated during the
rainy season, only if the director grants specific approval per subsection (c) of
this section.
(1) Protected areas;
(2) Areas identified by the city or by a geotechnical report as “erosive” or
“landslide prone” soils.
(3) Areas that drain, by pipe, open ditch, sheetflow, or a combination of
these, directly to a stream or lake. An area is considered to drain directly to a
stream, wetland or lake when it has a flow path of one-quarter mile or less
where there is no intermediary permanent sediment trap or detention system
between the site and the tributary waterbody.
(b) If clearing and grading is prohibited during the rainy season, building
construction can nonetheless proceed as long as necessary clearing and grading
is complete and effective erosion control is in place and effectively maintained.
(c) The director shall grant approval to initiate or continue clearing or grading
activity in the areas listed in subsections (a)(1) through (a)(3) of this section
during the rainy season only if, based on an evaluation of site and project
conditions, the director determines the proposal ensures slope stability and
adequately protects receiving waters from increased erosion and sedimentation
during construction. The evaluation of site and project conditions shall include,
but not be limited to, an evaluation of the following:
(1) Whether the clearing and grading is near completion if the project is
already underway;
(2) Average existing slope of the site;
(3) Quantity of proposed cut and/or fill;
(4) Classification of the predominant soils and their erosion and runoff
potential;
(5) Proposed deep utility installation;
(6) Hydraulic connection of the site to features that are sensitive to the
impacts of erosion/sedimentation including fish and wildlife seasonal use,
breeding or migration;
(7) Ability to phase clearing and grading and to create a feasible clearing
and grading schedule;
(8) Extent of clearing and grading BMPs proposed, and if the project is
underway, the project’s track record at controlling erosion and sedimentation.
(d) Determinations under subsection (c) of this section shall be made by the
director on a site-specific basis. However:
(1) Rainy season construction generally will be prohibited for proposals
requiring large scale clearing and grading.
(2) Rainy season construction generally will be approved for smaller-scale
clearing and grading proposals that have limited shallow utility installation
and are on sites with less than 15 percent slopes, predominant soils that
have low runoff potential, and are not hydraulically connected to
sediment/erosion-sensitive features.
(3) Rainy season construction generally will be approved if BMPs to control
erosion/sedimentation and slope stability are employed when:
(A) Moderate scale clearing and grading is proposed;
(B) The proposal involves deep utility installation; or
(e) If a grading permit is issued, and the city subsequently issues three stop
work orders (or fewer as provided in the conditions of the project permit) for
insufficient erosion and sedimentation control, the permit will be suspended until
the dry season, or, if violations occurred in the dry season, until weather
conditions are favorable and effective erosion and sedimentation control is in
place. The director may reinstate the permit within 60 days of suspension upon
finding that satisfactory erosion and sedimentation control measures will be
maintained by the permittee.
(f) The director has the authority to temporarily stop clearing and grading during
periods of heavy precipitation.
(g) When clearing and grading is suspended during the rainy season or
interrupted at any time of the year due to heavy rain or for other reasons, the
permittee shall stabilize the site and maintain the erosion control BMPs.
12.52.130 Dust suppression.
Dust from clearing, grading, and other construction activities shall be minimized
at all times. Impervious surfaces on or near the construction area shall be swept,
vacuumed, or otherwise maintained to suppress dust entrainment. Any dust
suppressants used shall be approved by the director. Petrochemical dust suppressants
are prohibited. Watering the site to suppress dust is also prohibited unless it can be
done in a way that keeps sediment out of the drainage system.
12.52.140 Control of other pollutants.
The permittee must properly handle and dispose of other pollutants that are on-
site during construction so as to avoid possible health risks or environmental
contamination. Direct and indirect discharge of pollutants to the drainage system is
prohibited.
12.52.150 Maintenance.
The permittee shall:
(a) Regularly inspect, including on weekends, all temporary and permanent
erosion and sedimentation BMPs and maintain them per the permit requirements
and engineering standards so that they function as intended until the site has
been permanently stabilized, and the potential for on-site erosion has passed.
(b) Submit a schedule for Operation and Maintenance of all construction-related
BMPs if the project is not an individual single-family home and involves more
than 5,000 square feet of clearing and/or more than 50 cubic yards of excavation
and/or fill. The Operation and Maintenance schedule must identify the
responsible parties and provide their day and evening phone numbers.
(c) Restore any BMPs that are damaged or not working properly to normal
operating conditions as directed by the field inspector or within 24 hours of
receiving notice from the director.
12.52.160 Assurance Device.
(a) An assurance device is required for all projects issued a grading permit that
are not individual single-family homes, not approved site-civil projects, not
restoration projects providing public benefit, and involve more than 5,000 square
feet of clearing and/or more than 50 cubic yards of excavation and/or fill. In
addition, the director may require an assurance device for other projects,
including individual single-family homes, that can cause problems related to earth
and water resources such as erosion and sedimentation or slope instability.
(b) The director shall determine the amount of the assurance device; it must be
sufficient to correct or eliminate problems related to earth or water resources, on
or off-site, caused by project clearing and grading.
(c) The director shall determine acceptable forms (such as assignment of funds,
performance bonds, or letters of credit) for assurance devices. Interest from any
interest-bearing form of the assurance device shall accrue to the depositor.
(d) Should the city, at any time during the life of the permit, find it necessary to
expend any portion of the assurance device to correct any work not in
accordance with the approved plans, or abate conditions, a stop work order shall
be issued to the permittee prohibiting any additional work until the permittee re-
establishes the original amount of the assurance device and implements more
rigorous erosion control BMP’S to prevent reoccurrences of the problem. If the
city uses any of the assurance device, it shall give the permittee an itemized
statement of all funds used. If city costs exceed the amount of the assurance
device, the permittee shall reimburse the city for the excess costs.
(e) The city shall release the assurance device once final clearing and grading
approval has been given.
12.52.170 Responsibility to have permit.
Every contractor or other person working or directing work that requires a permit
under this chapter must:
(a) Have a copy of the permit before starting and during all phases of the work.
The permit, approved plans, and applicable terms and conditions of approval
shall be available on site at all times.
(b) Be familiar with and comply with the terms and conditions of the permit.
12.52.180 Project inspections.
(a) All projects with a grading permit are subject to city inspections to ensure
compliance with the permit. As a condition of permit issuance, the applicant must
grant right of entry for such inspections and city emergency corrective measures.
(b) Each issued grading permit will include the following number of City
inspections at no charge;
- up to 100 cubic yards 3 inspections
- 101 to 1,000 cubic yards 4 inspections
- 1,001 to 10,000 cubic yards 5 inspections
- Grater than 10,000 cubic yards 6 inspections
Inspections will, at a minimum, include an initial site inspection and a final site
inspection when work is complete. Inspections in excess of the number noted on
the permit shall be charged at the City’s current fee schedule.
(c) The director will specify the general stages of work when city inspection is
required and may require inspection and testing by an approved testing agency,
to be paid by the applicant.
(d) The director shall specify inspection and testing requirements applicable to a
given project prior to permit issuance; however, the director may require
additional inspection, testing, or professional analysis and recommendations
when conditions exist that were not covered in the permit application documents
or were not sufficiently known at the time of permit issuance.
(e) The permittee must give the director at least 24 hours of advance notice prior
to needed inspections. Inspections will be scheduled for the next working day
after receiving the request, except if the notice is received on Friday, the
inspection will be scheduled for Tuesday.
12.52.190 Stop work orders and corrective actions.
(a) The director shall notify the permittee, or person doing the work, whenever
the director determines that:
(1) During the life of the permit, the project is causing problems related to
earth and water resources, such as sediment leaving the site or entering the
drainage system; or
(2) The act or intended act of clearing or grading has become or will
constitute a hazard to property, safety, or the downstream drainage system,
or endangers property, or adversely affects the safety, use or stability of a
public way, drainage channel, street, or surface or groundwater; or
(3) Clearing and grading is occurring without a required permit; or
(4) The project is otherwise violating this chapter or the provisions of a
permit issued under this chapter.
(b) Initial notice per subsection (a) of this section may be verbal. If verbal notice
is given, it shall be followed by a written correction notice if compliance is not
readily achieved. When issuing a written correction notice, the director shall
serve it to the persons doing the work or causing the work to be done or by
posting notice on the site. Any written correction notice shall specify:
(1) The work that must be done to correct the violation or abate the problem;
(2) The amount of time that the permittee has to commence and complete
the required corrective work;
(3) That, if the corrective work is not commenced and completed within the
time specified, the city will use the proceeds of the assurance device, if an
assurance device was provided for the project, to have the required work
completed.
(c) A written correction notice per subsection (b) may include a stop work order,
or a stop work order may be independently issued, whenever the continuation of
work is likely to harm or pose a hazard to property, safety, or the downstream
drainage system. In addition, a stop work order shall also be issued as specified
in subsection (d).
(1) In the stop work order, the director shall specify which work must stop (in
order to prevent further damage). The director has the authority to stop all
work on the site.
(2) If a stop work order is issued, it shall be served to the persons doing the
work or causing the work to be done or by posting notice on the site.
(3) Work suspended through a stop work order cannot resume until
measures are in place to prevent a reoccurrence of the problem and until
continued work is authorized in writing by the director.
(d) The cost of measures needed to correct damage caused by the project
clearing and grading, including impacts to the downstream drainage system,
shall be borne by the permittee. The permittee is required to correct on-site or
off-site damages that are caused by the project per the direction of the director
and within the time specified in the director’s written correction notice. Otherwise,
the city, or a contractor working under the direction of the city, shall do so using
funds from the assurance device, if a device was provided for the site.
(e) If at any time the director determines that clearing and grading associated
with an assurance device has created an emergency situation endangering the
public health, safety, or welfare, creating a potential liability for the city, or
endangering city streets, utilities, or property; and if the nature or timing of such
an emergency precludes notification per subsection (b) of this section, the city
may use the assurance device to correct the emergency situation. The city may
have city employees or a contractor working under the city’s direction, do the
work or make the improvements. If the city uses the assurance device as
provided by this section, the permittee shall be notified in writing within five days
of the commencement of emergency work. The notice must state the work that
was completed and the nature or timing of the emergency that necessitated the
use of the assurance device without prior notification.
12.52.200 Permit revocation.
The director may revoke or suspend the grading permits whenever:
(a) The permittee requests such revocation or suspension;
(b) The work does not proceed in accordance with the plans, as approved, or is
not in compliance with the requirements of this chapter or other city ordinances;
(c) Entry upon the property for the purpose of investigation or inspection has
been denied;
(d) The permittee has made a misrepresentation of a material fact in applying for
such permit;
(e) The progress of the work indicates that the plan is or will be inadequate to
protect the public, the adjoining property, the street, protected areas, the
environment, the drainage system, or other utilities, or the work endangers or will
endanger the public, the adjoining property, the street, protected areas, the
drainage system or other utilities;
12.52.210 Final approval.
The director shall give final clearing and grading approval once all work is
completed per the permit.
12.52.220 As-built plans.
For clearing and grading undertaken to develop plat or short plat infrastructure,
the permittee shall submit a copy of the as-built plans to the engineering department for
review and approval, plan(s) shall be submitted prior to grading permit final approval
12.52.230 Violations – Penalties.
(a) Civil Violation. Any violation of any of the provisions of this chapter
constitutes a civil violation for which a monetary penalty may be assessed and
abatement may be required as provided therein. The city shall seek compliance
through the civil violations code if compliance is not achieved
(b) Destruction of Notice. It shall be unlawful for any person to remove, mutilate,
destroy, or conceal any notice issued and posted by the director pursuant to this
chapter.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT J
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
New AMC Chapter 13.36 – Pre-treatment
DEPARTMENT OF ORIGIN:
Executive / Public Works
Contact: Kristin Banfield, 360-403-3444
James Kelly, 360-403-3505
ATTACHMENTS:
- AMC Chapter 13.36
EXPENDITURES REQUESTED: -0-
BUDGET CATEGORY: N/A
LEGAL REVIEW: Complete. All comments and edits proposed
by the City Attorney have been incorporated.
DESCRIPTION:
Staff is proposing a new addition to the Arlington Municipal Code which addresses the
prevention of the introduction of pollutants or inadequately treated pollutants into the publicly
owned treatment works for the City of Arlington. This chapter sets forth uniform requirements
for users of the publicly owned treatment works (POTW) for the city of Arlington, and enables
the city to comply with all applicable state and federal laws, including the Clean Water Act (33
U.S.C. 1251 et seq.).
HISTORY:
The City has been updating the Arlington Municipal Code over the course of the past year. The
project should be complete and the AMC completely updated in a searchable format on the
internet.
ALTERNATIVES:
Remand to staff for further revision. Council is requested to provide specific guidance should
further revision be requested.
RECOMMENDED ACTION:
No action at this time.
Title 13
Chapter 13.36
WASTEWATER PRETREATMENT CODE
Sections:
13.36.010 Purpose and policy.
13.36.020 Administration.
13.36.030 Definitions.
13.36.040 Abbreviations.
13.36.050 Prohibited discharge standards.
13.36.060 Federal categorical pretreatment standards.
13.36.070 State requirements.
13.36.080 Local discharge limitations.
13.36.090 City’s right of revision.
13.36.100 Special agreement.
13.36.110 Dilution.
13.36.120 General pretreatment facilities.
13.36.130 Deadline for compliance with applicable pretreatment requirements.
13.36.140 Pretreatment facilities for fats, oils and grease (FOG).
13.36.150 Additional pretreatment measures.
13.36.160 Accidental spill prevention program/slug load control plan.
13.36.170 Septic tank wastes.
13.36.180 Monitoring of wastewater discharges.
13.36.190 Garbage disposal/garbage grinders.
13.36.200 Dangerous waste regulations.
13.36.210 Required.
13.36.220 Existing SIU.
13.36.230 New source and “new user.”
13.36.240 Application contents.
13.36.250 Signatory and certification requirement.
13.36.260 Decisions.
13.36.270 Contents.
13.36.280 Appeals.
13.36.290 Duration.
13.36.300 Modification.
13.36.310 Transfer.
13.36.320 Revocation.
13.36.330 Reissuance.
13.36.340 State waste discharge authorization.
13.36.350 Baseline monitoring reports.
13.36.360 Final compliance report (initial compliance report).
13.36.370 Periodic compliance report (monthly report).
13.36.380 Compliance schedules for meeting applicable pretreatment standards.
13.36.390 Notification of significant production changes.
13.36.400 Hazardous waste notification.
13.36.410 Notice of potential problems, including accidental spills, slug loadings.
13.36.420 Noncompliance reporting.
13.36.430 Notification of changed discharge.
13.36.440 Total Toxic Organics reporting.
13.36.450 Reports from users not required to secure discharge authorization
documents.
13.36.460 Record keeping.
13.36.470 Timing.
13.36.480 Sampling requirements for users.
13.36.490 Analytical requirements.
13.36.500 City monitoring of user’s wastewater.
13.36.510 Inspection and sampling.
13.36.520 Monitoring facilities.
13.36.530 Search warrants.
13.36.540 Vandalism.
13.36.550 Trade secrets.
13.36.560 Notice of Violation, NOV.
13.36.570 Consent orders.
13.36.580 Show cause hearing.
13.36.590 Compliance orders.
13.36.600 Cease and desist orders.
13.36.610 Administrative fines.
13.36.620 Emergency suspensions.
13.36.630 Termination of discharge (nonemergency).
13.36.640 Appeal.
13.36.650 Injunctive relief.
13.36.660 Civil penalties.
13.36.670 Criminal prosecution.
13.36.680 Remedies nonexclusive.
13.36.690 Assurance device.
13.36.700 Water supply severance.
13.36.710 Public nuisances.
13.36.720 Contractor listing.
13.36.730 Publication of violations and/or enforcement actions.
13.36.740 Upset.
13.36.750 Prohibited discharge standards.
13.36.760 Bypass.
13.36.770 Pretreatment charges and fees.
13.36.780
13.36.010 Purpose and policy.
Non-liability.
(a) This chapter sets forth uniform requirements for users of the publicly owned
treatment works (POTW) for the city of Arlington, and enables the city to comply
with all applicable state and federal laws, including the Clean Water Act (33
U.S.C. 1251 et seq.). The objectives of this chapter include but are not limited to:
(1) To prevent the introduction of pollutants into the POTW that will interfere
with the operation of the POTW;
(2) To prevent the introduction of pollutants into the POTW which will pass
through the POTW, inadequately treated, into receiving waters or otherwise
be incompatible with the POTW;
(3) To ensure that the quality of the wastewater treatment plant biosolids is
maintained at a level which allows its use and disposal in compliance with
applicable statutes and regulations;
(4) To protect POTW personnel who may be affected by wastewater,
wastewater solids, and biosolids in the course of their employment and to
protect the general public;
(5) To improve the opportunity to recycle and reclaim wastewater and
biosolids from the POTW.
(b) This chapter shall apply to all users of the POTW. This chapter authorizes
the issuance of W astewater Discharge Agreement; authorizes monitoring,
compliance, and enforcement activities; establishes administrative review
procedures; requires user reporting; and provides for the setting of fees for the
equitable distribution of costs resulting from the program established herein.
13.36.020 Administration.
Except as otherwise provided herein, the director shall administer, implement,
and enforce the provisions of this chapter. Any powers granted to or duties imposed
upon the director may be delegated by the director to other City of Arlington personnel.
13.36.030 Definitions.
Unless a provision explicitly states otherwise, the following terms and
phrases, as used in this chapter, shall have the meanings hereinafter designated.
(a) “Act” or “the Act” means the Federal Water Pollution Control Act, also known
as the Clean Water Act, as amended, 33 U.S.C. 1251 et seq.
(b) “Administrative penalty (fine)” means a punitive monetary charge unrelated to
treatment cost, which is assessed by the director rather than a court.
(c) “Applicable pretreatment standards,” for any specified pollutant, means
Arlington prohibitive standards, Arlington specific pretreatment standards (local
limits), state of Washington pretreatment standards, or EPA’s categorical
pretreatment standards (when effective), whichever standard is appropriate and
most stringent.
(d) “Approval authority” means the state of Washington Department of Ecology.
(e) “Authorized representative of the user” means:
(1) If the user is a corporation:
(A) The president, secretary, treasurer, or a vice president of the
corporation in charge of a principal business function, or any other
person who performs similar policy or decision-making functions for the
corporation; or
(B) The manager of one or more manufacturing, production, or operation
facilities if authority to sign documents has been assigned or delegated
to the manager in accordance with corporate procedures;
(2) If the user is a limited liability company, partnership or sole
proprietorship: a member, general partner or proprietor, respectively;
(3) If the user is a federal, state, or local governmental facility: a director or
highest official appointed or designated to oversee the operation and
performance of the activities of the government facility, or their authorized
designee;
(4) The individuals described in subsections (5)(a) through (c) may
designate another authorized representative if the authorization is in writing,
the authorization specifies the individual or position responsible for the
overall operation of the facility from which the discharge originates or having
overall responsibility for environmental matters for the company, and the
written authorization is submitted to the city.
(f) “Best management practices (BMPs)” means schedules of activities,
prohibitions of practices, maintenance procedures, and other management
practices to prevent or reduce the pollution of waters of the United States. BMPs
also include treatment requirements, operating procedures, and practices to
control plant site runoff, spillage or leaks, sludge or waste disposal, or drainage
from raw material storage.
(g) “Biochemical oxygen demand (BOD)” means the quantity of oxygen utilized
in the biochemical oxidation of organic matter under standard laboratory
procedures for 5 calendar days at 20 degrees centigrade, usually expressed as a
concentration (milligrams per liter (mg/l)).
(h) “Categorical pretreatment standard” or “categorical standard” means any
regulation containing pollutant discharge limits promulgated by the U.S. EPA in
accordance with Sections 307(b) and (c) of the Act (33 U.S.C. 1317) which apply
to a specific category of users and which appear in 40 CFR Chapter I,
Subchapter N, Parts 405 – 471.
(i) “Categorical user” means a user covered by one of EPA’s categorical
pretreatment standards.
(j) “Chemical oxygen demand (COD)” means a measure of the oxygen
consuming capacity of inorganic and organic matter present in wastewater. COD
is expressed as the amount of oxygen consumed from a chemical oxidant in mg/l
during a specific test.
(k) “City” means the City of Arlington, Washington.
(l) “Cooling water/noncontact cooling water” means water used for cooling
which does not come into direct contact with any raw material, intermediate
product, waste product, or finished product. Cooling water may be generated
from any use, such as air conditioning, heat exchangers, cooling or refrigeration
to which the only pollutant added is heat.
(m) “Color” means the optical density at the visual wave length of maximum
absorption, relative to distilled water. One hundred percent transmittance is
equivalent to zero (0.0) optical density.
(n) “Composite sample” means the sample resulting from the combination of
individual wastewater samples taken at selected intervals based on an increment
of either flow or time.
(o) “Department of Ecology” (DOE is a Washington state agency with authority
delegated by the U.S. Environmental Protection Agency (EPA) to regulate and
permit the discharge of pollutants into the state's surface waters through National
Pollutant Discharge Elimination System (NPDES) and is also responsible for
implementing and enforcing the requirements of Washington state’s Water
Pollution Control policy as stipulated in RCW 90.48.
(p) “Director” means the director of the City of Arlington Public Works
Department, or their designee.
(q) “Discharge Agreement” means an agreement or equivalent control document
issued by the city to users discharging wastewater to the POTW. The agreement
may contain appropriate pretreatment standards and requirements as set forth in
this chapter.
(r) “Domestic user (residential user)” means any person who contributes,
causes, or allows the contribution of wastewater into the city POTW that is of a
similar volume and/or chemical make-up as that of a residential dwelling unit.
Discharges from a residential dwelling unit typically include up to 100 gallons per
capita per day at 250 mg/l of BOD and TSS.
(s) “Environmental Protection Agency (EPA)” means the U.S. Environmental
Protection Agency or, where appropriate, the Regional Water Management
Division Director, or other duly authorized official of said agency.
(t) “Existing source,” for a categorical industrial user, is any source of discharge,
the construction or operation of which commenced prior to the publication by
EPA of proposed categorical pretreatment standards, which will be applicable to
such source if the standard is thereafter promulgated in accordance with Section
307 of the Act.
(u) “Existing user,” for non-categorical users, is defined as any user which is
discharging wastewater prior to the effective date of the ordinance codified in this
chapter.
(v) “Fats, oils and grease (FOG)” means those components of wastewater
amenable to measurement by the methods described in Standard Methods for
the Examination of Water and Wastewater, 19th Edition, 1992, Section 5520.
The term “fats, oils and grease” shall include polar and nonpolar fats, oils, and
grease.
(w) “Grab sample” means a sample which is taken from a wastestream on a one-
time basis without regard to the flow in the wastestream and without
consideration of time.
(x) “High strength waste” means any waters or wastewater having a
concentration of BOD or total suspended solids in excess of 250 mg/l.
(y) “Indirect discharge” or “discharge” means the introduction of pollutants into
the POTW from any nondomestic source regulated under Section 307(b), (c), or
(d) of the Act. The discharge into the POTW is normally by means of pipes,
conduits, pumping stations, force mains, constructed drainage ditches, surface
water intercepting ditches, and all constructed devices and appliances
appurtenant thereto.
(z) “Interference” means a discharge which alone or in conjunction with a
discharge or discharges from other sources either: (1) inhibits or disrupts the
POTW, its treatment processes or operations; (2) inhibits or disrupts its biosolids
(sludge) processes, use or disposal; or (3) is a cause of a violation of the city’s
NPDES authorization or of the prevention of sewage sludge use or disposal in
compliance with any of the following statutory/regulatory provisions or
authorizations issued there under: Section 405 of the Clean Water Act; the Solid
Waste Disposal Act (SWDA), including Title II commonly referred to as the
Resource Conservation and Recovery Act (RCRA); any state regulations
contained in any state sludge management plan prepared pursuant to Subtitle D
of the SWDA; the Clean Air Act; the Toxic Substances Control Act; and the
Marine Protection, Research, and Sanctuaries Act.
(aa) “Local discharge limitations” means enforceable local standards developed
by the City of Arlington. The standards are expressed in units of concentration as
milligrams of pollutant per liter of solution.
(bb) “Maximum allowable discharge limit” means the maximum concentration (or
loading) of a pollutant allowed to be discharged at any time.
(cc) “Medical wastes” means isolation wastes, infectious agents, human blood
and blood products, pathological wastes, sharps, body parts, contaminated
bedding, surgical wastes, potentially contaminated laboratory wastes, and
dialysis wastes.
(dd) “New source” means:
(1) Any building, structure, facility, or installation from which there is (or may
be) a discharge of pollutants, the construction of which commenced after the
publication of proposed pretreatment standards under Section 307(c) of the
Act which will be applicable to such source if such standards are thereafter
promulgated in accordance with that section; provided, that:
(A) The building, structure, facility, or installation is constructed at a site
at which no other source is located; or
(B) The building, structure, facility, or installation totally replaces the
process or production equipment that causes the discharge of pollutants
at an existing source; or
(C) The production or wastewater generating processes of the building,
structure, facility, or installation are substantially independent of an
existing source at the same site. In determining whether these are
substantially independent factors such as the extent to which the new
facility is integrated with the existing plant, and the extent to which the
new facility is engaged in the same general type of activity as the
existing source should be considered.
(2) Construction or development on a site at which an existing source is
located that results in a modification of the existing source rather than a new
source, if the construction does not create a new building, structure, facility,
or new process but otherwise alters, replaces, or adds to existing process or
production equipment.
(3) Construction of a new source as defined under this subsection has
commenced if the owner or operator has:
(A) Begun or caused to begin as part of a continuous on-site
construction program:
(i) Any placement, assembly, or installation of facilities or
equipment; or
(ii) Significant site preparation work including clearing, excavation,
or removal of existing buildings, structures, or facilities which is
necessary for the placement, assembly, or installation of new source
facilities or equipment; or
(B) Entered into a binding contractual obligation for the purchase of
facilities or equipment which is intended to be used in its operation within
a reasonable time. Options to purchase or contracts which can be
terminated or modified without substantial loss, and contracts for
feasibility, engineering, and design studies do not constitute a
contractual obligation under this section.
(ee) “New User.” A “new user” is a user that applies to the city for a new
building permit or any person who occupies an existing building and plans to
discharge wastewater to the city’s collection system after the effective date of the
ordinance codified in this chapter; provided that any person that buys an existing
facility that is discharging nondomestic wastewater will be considered an
“existing user” if no significant changes are made in the operation. A “new user”
is not a “new source”.
(ff) “Notice of Violation.” A written notification issued to an individual or business
entity that is connected to the City’s Sanitary Sewer System, or has been issued
a Wastewater Discharge Agreement, and informs them they have violated, or are
continuing to violate, any provision of this chapter or any other chapter of the City
municipal code.
(gg) “Pass through” means a discharge which exits the POTW into waters of the
United States in quantities or concentrations which, alone or in conjunction with a
discharge or discharges from other sources, is a cause of a violation of any
requirement of the city’s NPDES authorization (including an increase in the
magnitude or duration of a violation).
(hh) “Person” means any individual, partnership, co-partnership, firm, company,
corporation, association, joint stock company, trust, estate, governmental entity,
or any other legal entity, or their legal representatives, agents, or assigns. This
definition includes all federal, state, or local governmental entities.
(ii) “pH” means a measure of the acidity or alkalinity of a substance, expressed
in standard units.
(jj) “Pollutant” means any dredged spoil, solid waste, incinerator residue,
sewage, garbage, sewage sludge, munitions, medical wastes, chemical wastes,
biological materials, radioactive materials, heat, wrecked or discharged
equipment, rock, sand, cellar dirt, agricultural and industrial wastes, and the
characteristics of the wastewater (i.e., pH, temperature, TSS, turbidity, color,
BOD, chemical oxygen demand (COD), toxicity, or odor).
(kk) “Pretreatment” means the reduction of the amount of pollutants, the
elimination of pollutants, or the alteration of the nature of pollutant properties in
wastewater prior to (or in lieu of) introducing such pollutants into the POTW. This
reduction or alteration can be obtained by physical, chemical, or biological
processes; by process changes; or by other means (except by diluting the
concentration of the pollutants unless allowed by an applicable pretreatment
standard).
(ll) “Pretreatment requirements” means any substantive or procedural
requirement related to pretreatment imposed on a user, other than a
pretreatment standard.
(mm) “Pretreatment standards” or “standards” means prohibited discharge
standards, categorical pretreatment standards, and local limits established by the
city (POTW).
(nn) “Prohibited discharge standards” or “prohibited discharges” means absolute
prohibitions against the discharge of certain substances; these prohibitions
appear in AMC 13.36.050
(oo) “Publicly owned treatment works (POTW)” means a “treatment works,” as
defined by Section 212 of the Act (33 U.S.C. 1292) which is owned by the city.
This definition includes all devices, facilities, or systems used in the collection,
storage, treatment, recycling, and reclamation of sewage or industrial wastes of a
liquid nature and any conveyances which convey wastewater to a treatment
plant. The term also means the City of Arlington Wastewater Treatment Plant.
.
(pp) “Recreational vehicle waste (RV waste)” means any domestic and/or
residential wastes from holding tanks on private recreational vehicles, including
travel trailers, pickup truck mounted campers and mobile domestic single-family
recreational vehicles. This category does not include tour buses and public
transportation vehicles. This category does not include wastes from vehicles
which collect wastewater from holding tanks.
(qq) “Septic tank waste” means any domestic and/or residential sewage from
holding tanks such as vessels, chemical toilets, and septic tanks.
(rr) “Sewage” means human excrement and gray water (household showers,
dishwashing operations, etc.).
(ss) “Sewer” means any pipe, conduit ditch, or other device used to collect and
transport sewage from the generating source.
(tt) Shall, May. “Shall” is mandatory, “may” is permissive.
(uu) “Significant industrial user (SIU)” means:
(1) A user subject to categorical pretreatment standards; or
(2) A user that:
(A) Discharges an average of 25,000 gpd or more of process
wastewater to the POTW (excluding sanitary, noncontact cooling and
boiler blowdown wastewater); or
(B) Contributes a process wastestream which makes up 5 percent or
more of the average dry weather hydraulic or organic capacity of the
POTW treatment plant; or
(C) Is designated as such by the city on the basis that it has a
reasonable potential for adversely affecting the POTW’s operation or for
violating any pretreatment standard or requirement;
(3) Upon a finding that a user meeting the criteria as stated herein has no
reasonable potential for adversely affecting the POTW’s operation or for
violating any applicable pretreatment standard or requirement, the city may
at any time, on its own initiative or in response to a petition received from a
user, determine that such user should not be considered a significant
industrial user.
(vv) “Slug load” means any discharge at a flow rate or concentration which could
cause a violation of the discharge standards in AMC 13.36.050 through
13.36.080 or any discharge of a non-routine, episodic nature, including but not
limited to an accidental spill or a non-customary batch discharge, or any
discharge greater than or equal to five times the amount or concentration allowed
by authorization or this chapter.
(ww) “Standard Industrial Classification (SIC) code” means a classification
pursuant to the Standard Industrial Classification Manual issued by the United
States Office of Management and Budget.
(xx) “State” means the state of Washington.
(yy) “Storm water” means any flow occurring during or following any form of
natural precipitation, and resulting from such precipitation, including snowmelt.
(zz) “Total suspended solids” means the total suspended matter that floats on the
surface of, or is suspended in, water, wastewater, or other liquid, and which is
removable by laboratory filtering.
(aaa) “Toxic pollutant” means one of the pollutants, or combination of those
pollutants, listed as toxic in regulations promulgated by EPA under Section 307
(33 U.S.C. 1317) of the Act, or other pollutants as may be promulgated.
(bbb) “Treatment plant effluent” means the discharge from the POTW into
waters of the United States.
(ccc) Treatment Works. See “Publicly owned treatment works (POTW).”
(ddd) “User” or “industrial user” means a source of indirect discharge. The
source shall not include “domestic user” as defined herein.
(eee) “Wastewater” means liquid and water-carried industrial wastes and
sewage from residential dwellings, commercial buildings, industrial and
manufacturing facilities, and institutions, whether treated or untreated, which are
contributed to the POTW.
(fff) “Wastewater Discharge Agreement” see Discharge Agreement.
(ggg) “Wastewater treatment plant” or “treatment plant” means that portion of
the POTW which is designed to provide treatment of municipal sewage and
authorized industrial waste.
(hhh) The use of the singular shall be construed to include the plural and the
plural shall include the singular as indicated by the context of its use.
13.36.040 Abbreviations.
The following abbreviations shall have the designated meanings:
a. AKART All known available and reasonable technology
b. ASPP Accidental spill prevention plan
c. BMPs Best management practices
d. BOD Biochemical oxygen demand
e. CFR Code of Federal Regulations
f. COD Chemical oxygen demand
g. DA Discharge Agreement
h. EPA U.S. Environmental Protection Agency
i. FOG Fats, oils, and grease gpd gallons per day
j. mg/l Milligrams per liter
k. LEL Lower explosive limit
l. NPDES National Pollutant Discharge Elimination System
m. O and M Operation and maintenance
n. POTW Publicly owned treatment works
o. RCRA Resource Conservation and Recovery Act
p. SIU Significant Industrial User
q. SIC Standard Industrial Classifications
r. SWDA Solid Waste Disposal Act (42 U.S.C. 6901, et seq.)
s. TTO Total toxic organics
t. TSS Total suspended solids U.S.C. United States Code
13.36.050 Prohibited discharge standards.
(a) General Prohibitions. No user shall introduce or cause to be introduced into
the POTW any pollutant or wastewater which causes pass through or
interference. These general prohibitions apply to all users of the POTW whether
or not they are subject to categorical pretreatment standards or any other
national, state, or local pretreatment standards or requirements.
(b) Specific Prohibitions. No user shall introduce or cause to be introduced into
the POTW the following pollutants, substances, or wastewater:
(1) Pollutants which create a fire or explosive hazard in the POTW,
including, but not limited to, wastestreams with a closed-cup flashpoint of
less than 140 degrees Fahrenheit (60 degrees centigrade) using the test
methods specified in 40 CFR 261.21;
(2) Wastewater having a pH less than 5.5 or more than 8.0, or otherwise
causing corrosive structural damage to the POTW or equipment;
(3) Solid or viscous substances in amounts which will cause obstruction of
the flow in the POTW resulting in interference but in no case solids greater
than one-quarter inch;
(4) Pollutants, including oxygen-demanding pollutants (BOD, COD, etc.),
released in a discharge at a flow rate and/or pollutant concentration which,
either singly or by interaction with other pollutants, will cause interference
with the POTW;
(5) Wastewater having a temperature which will inhibit biological activity in
the treatment plant resulting in interference, but in no case wastewater which
causes the temperature at the introduction into the treatment plant to exceed
104 degrees Fahrenheit (40 degrees centigrade) unless the director, upon
the request of the user, approves alternate temperature limits. In no case
shall wastewater having a temperature greater than 150 degrees Fahrenheit
be discharged to the collection system;
(6) Petroleum oil, non-biodegradable cutting oil, solvents, or products of
mineral oil origin, in amounts that will cause interference or pass through;
(7) Pollutants which result in the presence of toxic gases, vapors, or fumes
within the POTW in a quantity that may cause acute worker health and safety
problems;
(8) Trucked or hauled pollutants, including sanitary wastes and grease
wastes, unless authorized by the director;
(9) Noxious or malodorous liquids, gases, solids, or other wastewater which,
either singly or by interaction with other wastes, are sufficient to create a
public nuisance or a hazard to life, or to prevent entry into the sewers for
maintenance or repair;
(10) Wastewater which imparts color which cannot be removed by the
treatment process, such as, but not limited to, dye wastes and vegetable
tanning solutions, which consequently imparts color to the treatment plant’s
effluent, thereby violating the city’s NPDES authorization. Color (in
combination with turbidity) shall not cause the treatment plant effluent to
reduce the depth of the compensation point for photosynthetic activity by
more than 10 percent from the seasonably established norm for aquatic life;
(11) Wastewater containing any radioactive wastes or isotopes except as
specifically approved by the director in compliance with applicable state or
federal regulations;
(12) Storm water, surface water, ground water, artesian well water, roof
runoff, subsurface drainage, swimming pool drainage, condensate, deionized
water, noncontact cooling water, and unpolluted wastewater, unless
specifically authorized by the director;
(13) Any sludges, screenings, or other residues from the pretreatment of
industrial or commercial wastes or from industrial or commercial processes,
except as authorized by the director;
(14) Medical wastes, except as specifically authorized by the director;
(15) Wastewater causing, alone or in conjunction with other sources, the
treatment plant’s effluent to fail a toxicity test;
(16) Detergents, surface-active agents, or other substances which may
cause excessive foaming in the POTW;
(17) Any liquid, solids, or gases which by reason of their nature or quantity
are, or may be, sufficient either alone or by interaction with other substances
to cause fire or explosion or be injurious in any other way to the POTW or to
the operation of the POTW. At no time shall two successive readings on an
explosion meter, at the point of discharge into the system (or at any point in
the system), be more than 5 percent nor any single reading over 10 percent
of the lower explosive limit (LEL) of the meter;
(18) Animal intestines or tissues, paunch manure, bones, hair, hides or
fleshings, entrails, whole blood, feathers, ashes, cinders, sand, spent lime,
stone or marble dusts, metal, glass, straw, shavings, grass clippings, rags,
spent grains, spent hops, waste paper, styrofoam, wood, plastics, gas, tar
asphalt residues, residues from refining or processing of fuel or lubricating
oil, mud, or glass grinding or polishing wastes;
(19) Any substance which will cause the POTW to violate its NPDES and/or
other disposal system permits;
(20) Any wastewater, which in the opinion of the director can cause harm
either to the sewers, sewage treatment process, or equipment; have an
adverse effect on the receiving stream; or can otherwise endanger life, limb,
public property, or constitute a nuisance, unless allowed under special
agreement by the director (except that no special waiver shall be given from
categorical pretreatment standards);
(21) The contents of any tank or other vessel owned or used by any person
in the business of collecting or pumping sewage, effluent, septage, or other
wastewater;
(22) Any hazardous or dangerous wastes as defined in rules published by
the state of Washington (Chapter 173-303 WAC) and/or in EPA rules 40 CFR
Part 261;
(23) Persistent pesticides and/or pesticides regulated by the Federal
Insecticide Fungicide Rodenticide Act (FIFRA);
(24) Any slug load;
(25) Any substance which may cause the POTW’s effluent or treatment
residues, sludges, or scums to be unsuitable for reclamation and reuse, or to
interfere with the reclamation process;
(26) Fats, oils and grease in amounts that may cause obstructions or
maintenance problems in the collection/conveyance system, or interference
in the POTW;
(27) Waste antifreeze (ethylene glycol, etc.);
(28) Flow from an individual industrial facility in excess of 120,000 gpd
without written permission of the director;
(29) BOD or TSS from an individual industrial or commercial facility in
excess of 750 mg/l measured at the point of connection with the city
system.
(c) Pollutants, substances, or wastewater prohibited by this section shall not be
processed or stored in such a manner that they could be discharged to the
POTW.
13.36.060 Federal categorical pretreatment standards.
The national categorical pretreatment standards found at 40 CFR Chapter I,
Subchapter N, Parts 405 – 471 are incorporated herein by reference as if set forth in full
in this chapter.
13.36.070 State requirements.
State requirements and limitations on discharges to the POTW shall be met by all
users which are subject to such standards in any instance in which they are more
stringent than federal requirements and limitations, or those in this chapter or other
applicable ordinances.
13.36.080 Local discharge limitations.
(a) The following discharge limitations are established to prevent site-specific
treatment plant and environmental problems. The local discharge limitations
under this section are in force for all nondomestic users of the city’s wastewater
treatment plant. Local discharge limitations for the city are established using the
allowable headworks loading method in accordance with the following EPA
documents:
(1) Guidance Manual on the Development and Implementation of Local
Discharge Limitations under the Pretreatment Program (1987);
(2) Supplemental Manual on the Development and Implementation of Local
Discharge Limitations Under the Pretreatment Program (1991);
(3) PRELIM Version 4.0 Users Guide (1991).
(b) The following local discharge limitations are based on a technical analysis of
the total loading of pollutants to the river watershed and the requirements of the
Washington State Water Quality Standards (Chapter 173-201A WAC) and the
Biosolids protection criteria in accordance with 40 CFR Part 503 final rule signed
November 25, 1993.
(c) Wastewater containing total recoverable metals in concentrations exceeding
these local discharge limitations shall not be discharged to the city’s collection
system or treatment works:
TBD = to be determined upon completion of testing and analysis.
(d) Local discharge limitations apply at the point where wastewater is discharged
to the collection system for all users. Local discharge limitations are in force at all
monitoring facilities required under AMC 13.36.520
LOCAL DISCHARGE LIMITATIONS
. The director, at his/her
option, may elect to have local discharge limitations apply after pretreatment and
prior to mixing with other wastewater generated within an individual industrial
Organics as Grab Sample
100 mg/l FOGs 1000 mg/l Chlorine
750 mg/l BOD TBD mg/l Cyanide
750 mg/l TSS
Metals as 24-Hour Flow Proportional Composite Sample
100 mg/l FOGs0.71 mg/l Arsenic 0.10 mg/l Mercury
0.70 mg/l Cadmium 1.48 mg/l Nickel
1.47 mg/l Chromium 0.47 mg/l Silver
0.50 mg/l Copper 1.67 mg/l Zinc
0.52 mg/l Lead
facility.
(e) Local discharge limitations are expressed in units of milligrams of
contaminant per liter of solution. The total mass or concentration of the
constituent ion shall be limited under these maximum allowable discharge
limitations without regard to oxidation state or chelation status. Where the user is
subject to a categorical pretreatment standard or a specific discharge limitation
under a state waste discharge agreement, the more stringent limit or
pretreatment standard shall apply.
13.36.090 City’s right of revision.
The city reserves the right to establish, by ordinance or in an amended
Wastewater Discharge Agreement, more stringent standards or requirements on
discharges to the POTW.
13.36.100 Special Discharge Agreement.
(a) The city may enter into Wastewater Discharge Agreements with significant
industrial users to accept conventional pollutants compatible with the treatment
system at concentrations greater than those typical of domestic wastewater.
Users with BOD or TSS levels higher than 250 mg/l must have a written
agreement with the city before commencing discharge. Within such agreements,
the city may establish terms of the user’s discharge to the POTW, including
maximum flow rates. The city may also establish fees, in addition to those
established in AMC 13.12, to recover costs associated with treating such wastes
and the cost of monitoring to verify operation in accordance with agreements.
(b) The adoption of fees shall be in accordance with AMC 13.36.770
(c) Nondomestic users may be assigned to user groups in accordance with the
determination of the director. These nondomestic users may discharge
wastewater to the treatment works without a written agreement. However, the
user fees applicable to the assigned user group classification must be paid in
accordance with the current rate structure adopted by the city. In no case shall
the conventional waste strength of any user group classification exceed 750 mg/l
BOD or 750 mg/l TSS.
. In no case
shall the discharge of conventional pollutants be allowed where the strength of
such pollutants exceeds 750 mg/l BOD or 750 mg/l TSS.
(d) Users discharging or intending to discharge pollutants other than BOD and
TSS, and claiming compatibility, must prove to the satisfaction of the director that
such pollutants are compatible with the POTW. These cases will be handled on a
case-by-case basis by the director. Written approval is required prior to
introducing such wastes into the treatment works. Appropriate fees may apply in
accordance with the determination of the director.
(e) In no case will a special Wastewater Discharge Agreement waive compliance
with state or federal pretreatment requirements or standards, including
categorical standards.
13.36.110 Dilution.
A user shall not increase the use of process water, or in any way attempt to dilute
a discharge, as a partial or complete substitute for adequate treatment to achieve
compliance with an applicable pretreatment standard or requirement unless expressly
authorized by an applicable pretreatment standard or requirement. The director may
impose mass limitations on users which he/she believes may be using dilution to meet
applicable pretreatment standards or requirements or in other cases when the
imposition of mass limitations is appropriate.
13.36.120 General pretreatment facilities.
(a) User(s) shall provide all known, available, and reasonable methods of
prevention, control, and treatment (AKART) as required to comply with this
chapter and shall achieve compliance with all applicable pretreatment standards
and requirements set out in this chapter within the time limitations specified by
the EPA, the state, or the director, whichever is more stringent.
(b) Any facilities required to pretreat wastewater to a level acceptable to the city
shall be provided, operated, and maintained at the user’s expense.
(c) In addition, the director may establish best management practices (BMPs) for
particular groups of users. These BMPs may include, but are not limited to, types
or methods of pretreatment technology to be used, methods of source control,
minimum maintenance requirements, delay prevention practices, good
housekeeping, spill prevention practices, or other requirements as deemed
necessary.
(d) When required by the director, an engineering report, including detailed plans
showing the pretreatment facilities and operating procedures, shall be submitted
to the city for review, and shall be acceptable to the city before construction of
the facility. The review of such plans and operating procedures will in no way
relieve the user from the responsibility of modifying the facility as necessary to
produce an acceptable discharge to the city under the provisions of this chapter.
(e) Within 90 calendar days after the completion of the wastewater pretreatment
facility, the discharger shall furnish as built drawings and its operations and
maintenance procedures. Any subsequent significant changes in the
pretreatment facility or method of operation shall be reported to and approved by
the director prior to the initiation of the changes.
(f) New sources, and new users determined to be significant industrial users
(SIUs) must have pretreatment facilities installed and operating prior to
discharge, if required.
13.36.130 Deadline for compliance with applicable pretreatment requirements.
(a) See AMC 13.36.370
(b) Compliance by existing sources (categorical users) covered by categorical
pretreatment standards shall be as specified in the appropriate standard. The city
shall establish a final compliance deadline date for any categorical user when the
local limits for said user are more restrictive than EPA’s categorical pretreatment
standards. The city may establish a final compliance deadline date for any
existing user not covered by categorical pretreatment standards.
for compliance schedule requirements.
(c) New source dischargers, and “new users” that are determined to be
significant industrial users (SIUs), are required to comply with applicable
pretreatment standards within the shortest feasible time as determined by the
director (not to exceed 90 calendar days from the beginning of discharge). New
sources, and “new users” that are determined to be significant industrial users
(SIUs), shall install and have in operating condition and shall “start-up” all
pollution control equipment required to meet applicable pretreatment standards
before beginning to discharge.
(d) Any W astewater Discharge Agreement issued to a categorical user shall not
contain a compliance date beyond any deadline date established in EPA’s
categorical pretreatment standards.
(e) Any other existing user that is considered to be an SIU, or a categorical user
that must comply with a more stringent local limit, which is in noncompliance with
any local limits shall be provided with a compliance schedule to insure
compliance within the shortest time feasible. A compliance schedule may be
included in the subject user’s Wastewater Discharge Agreement. In no case shall
compliance with the city’s local discharge limitation exceed two (2) years from the
date of adoption of said limit by the city.
(f) All existing commercial and industrial users not determined by the director to
be significant industrial users (SIUs) shall have one (1) year to comply with the
requirements of this chapter. Users not considered as significant industrial users
may request in writing an extension of the requirement for compliance. Such
extensions will be authorized by the director only for good cause. An extension of
the compliance deadline is valid only upon receiving written agreement from the
director.
(g) A specific compliance schedule for pretreatment facilities for sources of fats,
oils and grease is included in AMC 13.36.140
(h) Wastewater Discharge Agreements or contracts between the City of
Arlington and any user or sewer utility customer that are in existence on the
effective date of the ordinance codified in this chapter shall remain in full force
and effect until the termination date of such Wastewater Discharge Agreement or
contract. Each section and subsection of this chapter that is not in direct conflict
with an existing Wastewater Discharge Agreement or contract shall become in
effect immediately upon the effective date of the ordinance codified in this
chapter. Application and enforcement of any section or subsection that is in direct
conflict with existing Wastewater Discharge Agreement or contract shall be
deferred for the duration of the existing Wastewater Discharge Agreement or
contract. Where specific requirements of this chapter are not specifically
prohibited or addressed under the requirements of an existing Wastewater
Discharge Agreement or contract, the presumption shall be that an existing
Wastewater Discharge Agreement or contract allows imposition and enforcement
of the specific requirements of this chapter. Where an existing Wastewater
Discharge Agreement or contract is in conflict with any state or federal regulation
or standard, the subject Wastewater Discharge Agreement or contract shall be
renegotiated so that compliance with the state and federal requirements is
achieved. Wastewater Discharge Agreements or contracts not in conformance
with this chapter or any state or federal regulation or standard shall not be
renewed without modifications to bring such contracts into compliance therewith.
.
13.36.140 Pretreatment facilities for fats, oils and grease (FOG).
(a) General requirements.
(1) It shall be unlawful for any food service establishment or other person to
discharge, or cause to be discharged, processing wastewater to the
collection system or POTW which contains oils, greases, solids, or liquids
sufficient to cause obstruction or otherwise interfere with the proper
operations of the POTW or collection system.
(2) It shall also be unlawful for any food service establishment or other
person to dispose of any grease waste or processing waste containing oils,
greases, solids, or liquids and discharge said waste into any drainage piping,
public or private sanitary sewer, storm drainage system, sufficient to interfere
with the proper operation of that system, or to discharge said waste to any
land, street, public way, river, stream, or other waterway.
(3) It shall further be unlawful for any person to allow liquid waste to
accumulate on his property or in his possession which is injurious to public
health or emits offensive odors.
(4) It shall be unlawful for any person to utilize any chemical emulsifying
agent for the purpose of hindering or eliminating the interception of fats or
grease prior to entering the city’s wastewater collection system.
(5) Food service establishments and other facilities described in subsection
(d) of this section discharging wastewater shall install, operate, clean, and
maintain a sufficiently sized oil and grease, water and solids separator
(herein called grease interceptor) necessary to achieve compliance with
requirements set forth under this provision.
(6) Oil or grease of petroleum or mineral origin shall not be discharged to the
city’s sewer system at a concentration in excess of 100 mg/l.
(7) Fats, oil or grease of animal or vegetable origin shall not be discharged
to the city’s sewer system at a concentration in excess of 100 mg/l.
(8) The concentration of oils and grease shall be measured in samples
taken from the sampling chamber following pretreatment in an approved
grease interceptor in accordance with the requirements of this section. Oil
and grease concentration shall be measured using the partition-gravimetric
method or the partition-infrared method outlined in the latest edition of
Standard Methods for the Examination of Water and Wastewater, published
by the American Public Health Association.
(b) Waste Discharge Requirements.
(1) Waste discharge from fixtures and equipment in establishments that may
contain grease, including but not limited to scullery sinks, pot and pan sinks,
vent hood drains, dishwashing machines, soup kettles and floor drains
located in areas where grease containing materials may exist, may be
drained into the sanitary sewer system only after such discharges are
pretreated in an approved grease waste interceptor in accordance with this
section.
(2) No sanitary wastes from toilets, urinals, or other similar fixtures may be
discharged through any grease waste interceptor. All wastes shall enter the
interceptor through the inlet pipe only. The wholesale shredding of food
wastes into any fixture which discharges to a grease waste interceptor is
prohibited.
(c) Location.
(1) Each grease interceptor shall be so installed and connected that it shall
be at all times easily accessible for inspection, cleaning, and the removal of
the intercepted grease. Location of the interceptor shall meet the approval of
the director.
(2) Interceptors shall be placed as close as practical to the fixture(s) they
serve.
(3) Each business establishment for which a grease interceptor is required
shall have an interceptor which shall serve only that establishment.
(d) Pretreatment Required.
(1) Dischargers who operate newly constructed or remodeled restaurants,
meat cutting facilities, cafes, lunch counters, bakeries, cafeterias, bars, or
clubs; or hotel, hospital, sanitarium, factory or school kitchens; or other
establishments that serve or prepare food where FOG may be introduced to
the sanitary sewer system shall have pretreatment facilities to prevent the
discharge of FOG.
(2) Dischargers who operate automatic and coin-operated laundries, car
washes, filling stations, commercial garages or similar businesses having
any type of washing facilities (including pressure washing and steam
cleaning) or any other dischargers producing grit, sand, oils, lint, or other
materials which have the potential of causing partial or complete obstruction
of the building site sewer or other areas in the POTW shall install approved
interceptors, oil/water separators, or tanks in accordance with specifications
adopted by the City of Arlington such that excessive amounts of oil, sand and
inert solids are effectively prevented from entering the POTW.
(e) Design.
(1) Grease interceptors shall be multiple compartment flotation chambers
where grease floats to the water surface and is retained while the clear water
underneath is discharged. The clear water discharged is subject to the
discharge prohibitions of subsection (a)(1) of this section.
(2) The grease interceptor shall be followed by a sampling compartment to
allow for monitoring of discharges from the pretreatment unit. The geometry
of the sampling compartment shall be in accordance with City of Arlington
standard plan for grease interceptors available at the Utility Department.
Interceptors shall have fittings designed for grease retention.
(3) There shall be an adequate number of manholes to provide access for
cleaning and maintenance of all areas of the interceptors; a minimum of 1
manhole per 10 feet of interceptor length. Manhole covers shall be gas-tight
in construction, and have a minimum opening dimension of 20 inches.
(f) Sizing Criteria.
(1) Sizing Formula. The size of the grease interceptor shall be determined
by using the following formula: seating capacity or the number of meals
served per peak hour, whichever is greater, x 6.0 gallons x 2.5 hours x
storage factor = interceptor size in gallons.
(2) Storage factor shall be as follows: Facilities open less than 16 hours = 1;
Facilities open for 16 hours or more = 2; Facilities open for 24 hours = 3.
(3) In cases of certain fast food restaurants or establishments with the
potential to discharge large quantities of oils, grease, solids or wastewaters,
larger capacities of grease interceptors may be required. Prepackaged or
manufactured grease interceptors may be approved by the director with
proper engineering and application review.
(g) Source Control. All food establishments which deep fry, pan fry or otherwise
generate liquid or semisolid restaurant grease shall maintain a container on-site
for containment of liquid and semisolid grease wastes. This liquid or semisolid
grease shall be transported to an approved rendering plant. In no case shall free
liquid grease be disposed of directly into fixtures which are connected to the
sanitary sewer system. Unused butter, margarine, or other solid grease products
shall not be discharged to the sanitary sewer system through garbage disposals
or other means. No exceptions to the prohibitions of this subsection are allowed
for fixtures which discharge to the sanitary sewer system through an approved
grease interceptor. Hauling and recycling of restaurant grease shall be
accomplished at a facility holding a state rendering permit.
(h) Additives. The use of any additive, such as enzymes, chemicals, or bacteria,
as a substitute for grease interceptors or the maintenance of grease interceptors
is prohibited. The use of additives as a supplement to grease interceptors may
be authorized by the director. The director will provide a specific written protocol
for testing of additives proposed for use as supplements for grease interceptor or
sewer line maintenance. Completion of the testing protocol to the satisfaction of
the director at the expense of the grease generator is required prior to use of any
additive. Written agreement from the director shall be obtained after completion
of the testing protocol to verify that no objection is taken to the use of the
proposed additive. In no case shall any additive which emulsifies fats, oils or
grease be used. The city will provide a written test procedure for determination of
emulsifying agents.
(i) Grease Interceptor Maintenance.
(1) Each facility required to install and maintain a grease waste interceptor
under this chapter shall provide regular maintenance of said interceptor to
the satisfaction of the director in accordance with the requirements set forth
in this chapter.
(2) Each person who removes grease waste from the grease interceptor
shall, to the extent technically and mechanically possible, remove the entire
content of the grease interceptor.
(A) Pumping. All grease interceptors shall be maintained by the user at
the user’s expense. Maintenance shall include the complete removal of
all contents including floating materials, wastewater, and bottom sludges
and solids. Decanting or discharging of removed waste back into the
interceptor from which the waste was removed or any other grease
interceptor for the purpose of reducing the volume to be hauled is
prohibited.
(B) Grease Removal and Grease Interceptor Pumping Frequency. All
grease interceptors must be pumped out completely once every 3
months, or more frequently, as required by the director. Exception to this
minimum frequency of pumping may be made with special written
approval from the director for generators of small quantities of grease
wastes. In no case shall the frequency of pumping be less than once
every 6 months.
(C) Disposal of Grease Interceptor Pumpage. All waste removed from
each grease interceptor must be disposed of at a facility permitted by the
health department in the county in which the disposal facility is located.
Under no circumstances shall the pumpage be returned to the City of
Arlington POTW or sewer.
(D) Maintenance Requirements. Each person who engages in grease
waste handling shall maintain all vehicles, hoses, pumps, tanks, tools,
and equipment associated with grease waste handling in good repair,
free of leaks, and in a clean and sanitary condition. All hoses and valves
on grease waste handling vehicles or tanks shall be tightly capped or
plugged after each use to prevent leakage, dripping, spilling or other
discharge of grease wastes and any public or private property.
(E) Maintenance Records. A log indicating each pumping and servicing
of an interceptor for the previous 12 months shall be maintained on site
by each food service establishment. This log shall include date, time,
amount pumped, hauler’s business name and disposal site and shall be
kept in a conspicuous location for inspection by health department or
Arlington Sanitary Sewer Utility personnel. The maintenance record log
shall be recorded in the format of the sample log included in subsection
(j) of this section.
(F) Maintenance Reporting. The information required in the
maintenance log shall be submitted to the Arlington Sanitary Sewer
Utility annually, or more frequent as stipulated in the Wastewater
Discharge Agreement. The reporting period is January 1st through
December 31st of each year. The report shall be submitted within 30
calendar days after the end of the reporting period.
(j) Maintenance Log Format. All pumpage collected by haulers from grease
interceptors shall be verified by a maintenance log which confirms pumping,
hauling and disposal of waste. Maintenance records and maintenance reporting
requirements are specified in subsections (i)(2)(E) and (F) of this section. Each
person who engages in grease waste hauling shall complete the log each time
such person services a grease interceptor. Such person shall provide a copy of
the log to the generator of the grease waste. The log format shall be one of two
types.
(1) Type I Maintenance Log Format. The Type I format shall be used when
the transporter of the pumpage maintains and operates a grease waste
treatment facility where such facility is permitted by the local department of
Health in the county in which the facility is located. The local health
department permit shall specifically cover activities associated with grease
waste recycling and/or disposal activities. The director will maintain a list of
approved permitted grease waste receiving facilities. A permitted grease
waste facility may be added to the director’s list of approved facilities upon
submittal of a proper department of health permit for the county in which the
receiving facility is located. The Type I grease waste maintenance log format
shall be used only by transporters on the director’s list of approved permitted
grease waste receiving facilities.
(2) Type II Maintenance Log Format. The Type II grease waste interceptor
maintenance log format shall be used when the transporter of the pumpage
does not maintain and operate a permitted grease waste treatment facility.
The Type II format shall be used by all transporters not on the list of
permitted and approved grease waste receiving facilities maintained by the
director. Any transporter on the approved list who does not dispose of the
hauled grease waste at its own permitted treatment facility shall use the Type
II format.
(3) Each log entry shall consist of a single sheet of 8 ½” x 11” paper on
which the required data is entered. The following format shall be used for
each log entry:
TYPE I FORMAT GREASE INTERCEPTOR MAINTENANCE LOG
PREPARED FOR THE CITY OF ARLINGTON, WA
GENERATOR
INFORMATION
Name Type facility name
Address T ype facility address
Date Hand written entry
Volume pumped Hand written entry
TRANSPORTER
INFORMATION Name T ype business name of
transporter
Address T ype transporter
address
Estimated thickness of floating grease Hand written entry
Estimated depth of bottom solids Hand written entry
COMMENTS: Provide four lines the full width of the page to
allow driver to enter observations on the
condition of the grease interceptor.
Hand written entry
Driver name Hand written entry
Driver signature Signature
TYPE II FORMAT GREASE INTERCEPTOR MAINTENANCE LOG
PREPARED FOR THE CITY OF ARLINGTON, WA
GENERATOR
INFORMATION Name Type facility name
Address Type facility address
Date Hand written entry
Volume pumped Hand written entry
TRANSPORTER
INFORMATION Name Type business name of
transporter
Address Type transporter
address
Vehicle description and capacity Hand written entry
Estimated thickness of floating grease Hand written entry
Estimated depth of bottom solids Hand written entry
COMMENTS Provide four lines the full width of the page to
allow driver to enter observations on the
condition of the grease interceptor
Hand written entry
Driver name Hand written entry
Driver signature Signature
RECEIVING
FACILITY
INFORMATION
Facility name Type facility name
Address Type facility address
Facility permit number Type Department of
Health permit number
Date Hand written entry
Volume of waste Hand written entry
Classification of waste Hand written entry
Name of receiving facility employee
authorized to document waste
discharge
Hand written entry
Signature Signature of above
employee
(k) Inspection and Entry.
(1) Any and all premises serviced by a grease interceptor and any and all
records pertaining thereto shall be subject to inspection by the director for the
purpose of determining compliance with this chapter.
(2) Any and all premises and vehicles used by any person performing
grease waste handling any and all records of such person which relate to
such person’s grease waste handling activities shall be subject to inspection
by the director for the purpose of determining compliance with this chapter.
(l) Existing Dischargers of Grease Wastes.
(1) All existing restaurants, cafes, bakeries, lunch counters, cafeterias, meat
cutting facilities, bars, or clubs, or hotel, hospital, sanitarium, factory or
school kitchens; or other establishments that serve or prepare food where
grease may be introduced to the sanitary sewer system which do not have
grease interceptors, or do not have adequately sized interceptors at the time
of adoption of the ordinance codified in this chapter shall meet the
requirement for interception of grease, oils and fats by installing an approved
grease interceptor.
(2) Approved grease interceptors shall be installed within six (6) months of
the adoption of the ordinance codified in this chapter for existing facilities
identified by the director as having a history of causing problems in the city’s
collection system. Facilities which must install approved grease interceptors
within six (6) months of ordinance adoption will be notified in writing by the
director.
(3) Existing facilities which are not so notified by the director shall have
eighteen (18) months from the time of adoption of the ordinance codified in
this chapter to install approved grease interceptors in accordance with this
chapter. Existing facilities which currently have grease interceptors of
adequate size to meet the requirements of this chapter shall submit drawings
of the existing installation along with calculations to demonstrate the
adequacy of the existing installation. If the director determines that the
existing grease interceptor meets the requirements of this chapter, the facility
will be required to install only the sampling chamber as shown on the
standard plan for grease interceptors.
13.36.150 Additional pretreatment measures.
(a) Whenever deemed necessary, the director may require users to restrict their
discharge during peak flow periods, designate that certain wastewater be
discharged only into specific sewers, relocate and/or consolidate points of
discharge, separate sewage wastestreams from industrial wastestreams, and
such other conditions as may be necessary to protect the POTW and determine
the user’s compliance with the requirements of this chapter.
(b) When determined necessary by the director, each user discharging into the
POTW shall install and maintain, on the user’s property and at their expense, a
suitable storage and flow-control facility to insure equalization of flow. The
director may require the facility to be equipped with alarms and a rate of
discharge controller, the regulation of which shall be determined by the director.
A W astewater Discharge Agreement (DA) may be issued solely for flow
equalization.
(c) Users with the potential to discharge flammable substances may be required
to install and maintain an approved combustible gas detection meter.
(d) When a new building is constructed without a tenant, and has any sewers
which are intended to serve wastes other than sanitary or domestic waste, a
multiple compartment interceptor approved by the director shall be installed.
13.36.160 Accidental spill prevention program/slug load control plan.
Each discharger shall provide protection from accidental discharge of materials
or substances prohibited or limited under this chapter into the municipal sewer system
or into waters of the state. Where necessary, facilities to prevent accidental discharge
of prohibited materials shall be provided and maintained at the discharger’s cost and
expense. Detailed plans showing facilities and operating procedures to provide this
protection shall be submitted to the director for review, and shall be approved by the
director before construction of the facility. Each discharger, where requested by the
director, shall complete its plan and submit same to the director within 90 calendar
days of being notified by the director. No discharger who discharges to the municipal
sewer system after the aforesaid date shall be permitted to introduce pollutants into
the system until accidental discharge protection procedures have been approved by
the director. Review and approval of such plans and operating procedures by the
director shall not relieve the discharger from the responsibility to modify its facility as
necessary to meet the requirements of this chapter.
(a) Any user required to develop and implement an accidental discharge/slug
control plan shall submit a plan which addresses, at a minimum, the following:
(1) Description of discharge practices, including non-routine batch
discharges;
(2) Description and itemization of stored chemicals;
(3) Procedures for immediately notifying the POTW of any accidental or slug
discharge. Such notification must also be given for any discharge which
would violate any of the standards in AMC 13.36.050 through 13.36.080
(4) Procedures to prevent adverse impact from any accidental or slug
discharge. Such procedures include, but are not limited to, inspection and
maintenance of storage areas, handling and transfer of materials, loading
and unloading operations, control of plant site
; and
(5) Runoff, worker training, building of containment structures or equipment,
measures for containing toxic organic pollutants (including solvents), and/or
measures and equipment for emergency response.
(b) Accidental Spill Prevention Plan (ASPP)/Slug Load Control Plan Format. All
users required to develop and implement an ASPP/slug load plan shall provide
the required plan in a specific format. The format to be used in the plan submittal
is contained in Appendix 4 of the EPA Region X guidance manual entitled
“Guidance Manual for the Development of an Accidental Spill Prevention
Program”. The director will review each plan submittal for completeness. If the
director identifies any deficiencies in the plan it will be returned with specific
deficiencies identified. The plan shall be modified to address the deficiencies
noted and resubmitted for approval. Resubmittal shall be accomplished within six
(6) weeks of the return of a deficient plan.
(c) Notification. Dischargers shall notify the director immediately upon the
occurrence of a slug load or accidental discharge of substances prohibited by
this chapter. Notification by telephone call shall be followed within five (5)
calendar days by a written report containing the following information:
(1) Location of discharge;
(2) Date and time thereof;
(3) Type of waste;
(4) Concentration and volume;
(5) Corrective actions. Any discharger who discharges a slug load of
prohibited materials shall be liable for any expense, loss or damage to the
City of Arlington’s Sanitary Sewer System in addition to the amount of any
fines imposed by the director on account thereof under the requirements of
this chapter.
(d) Within five (5) calendar days following an accidental discharge, the user shall
submit to the director a detailed written report describing the cause of the
discharge and the measures to be taken by the user to prevent similar future
occurrences. Such notification shall not relieve the user of any expense, loss,
damage, or other liability which may be incurred as a result of damage to the
POTW, fish kills, or any other damage to person or property; nor shall such
notification relieve the user of any fines, civil penalties, or other liability which
may be imposed by this chapter or other applicable law.
(e) Signs shall be permanently posted in conspicuous places on the user’s
premises advising employees whom to call in the event of a slug or accidental
discharge. Employers shall instruct all employees who may cause or discover
such a discharge with respect to emergency notification procedures.
13.36.170 Septic tank wastes.
See AMC 13.20.110.
13.36.180 Monitoring of wastewater discharges.
(a) The director may require monitoring and periodic monitoring reports from any
nondomestic discharger. Such monitoring will be performed at the expense of the
discharger and in accordance with a schedule specified by the director. Such
monitoring shall be required where the director determines that there is a
reasonable possibility that the user may not be in compliance with this chapter.
Monitoring and reporting requirements for users who are not considered as
significant industrial users shall conform to AMC 13.36.370(f), (g) and (h), and
13.36.450
(b) Recreational Vehicle (RV) Wastewater.
. Results of monitoring shall be forwarded to the director in accordance
with the director’s specifications.
(1) Wastewater from individual recreational vehicles shall be discharged to
the treatment works only at sites approved in writing by the director. RV
wastewater may also be discharged to collection facilities designed for this
use and owned and operated by the City of Arlington. The city may eliminate
city owned RV wastewater sites at any time for any reason.
(2) Commercial operators and all other persons seeking to develop, operate
and own RV dump stations must obtain approval from the director in writing
prior to construction and operation of such facilities. Persons operating RV
dump sites at the time of adoption of the ordinance codified in this chapter
shall make themselves known to the director within 3 months of adoption of
the ordinance codified in this chapter and request permission to continue
operation.
(3) The city may establish such fees as are deemed necessary for operation
of approved RV wastewater sites.
13.36.190 Garbage disposal/garbage grinders.
The use of garbage disposal units or garbage grinders for the wholesale disposal
of garbage, paper products or Styrofoam products to the sanitary sewer system is
prohibited. The installation or use of garbage grinders/garbage disposal units with rated
motor power greater than three-quarter horsepower is prohibited. All garbage
grinder/garbage disposal units with motors greater than three-quarter horsepower at the
time of adoption of the ordinance codified in this chapter shall be removed within six (6)
months of adoption of the ordinance codified in this chapter. More than one (1)
grinder/disposal unit per commercial/industrial connection shall require the approval of
the director.
13.36.200 Dangerous waste regulations.
(a) Permit Requirements for Dangerous Waste Constituents. Users discharging
a wastestream containing dangerous wastes as defined in Chapter 173-303
WAC (listed, characteristic, or criteria wastes) are required to comply with the
following permit provisions:
(1) Obtain a written agreement to discharge the waste from the director, and
either obtain specific authorization to discharge the waste in a state waste
discharge permit issued by the Department of Ecology, or accurately
describe the wastestream in a temporary permit obtained pursuant to RCW
90.48.165. The description shall include at least:
(A) The name of the dangerous waste as set forth in Chapter 173-303
WAC, and the dangerous waste number;
(B) The mass of each constituent expected to be discharged;
(C) The type of discharge (continuous, batch, or other).
(2) Compliance shall be obtained on the following schedule:
(A) Before discharge for new users;
(B) Within 30 calendar days after becoming aware of a discharge of
dangerous wastes to the POTW for existing users; and
(C) Within 90 calendar days after final rules identifying additional
dangerous wastes or new characteristics or criteria of dangerous waste
are published for users discharging a newly listed dangerous waste.
(b) Requirements for Participation in Local Hazardous Waste Management
Program. All commercial users of the treatment works owned and operated by
the City of Arlington shall participate in the local hazardous waste management
program for Snohomish County. All reasonable efforts shall be made to reduce
and recycle waste liquids and small quantity wastes generated in the business
environment. Disposal of small quantities of hazardous wastes to the sanitary
sewer system and treatment works is prohibited. Small quantity generators
(SQGs), as defined in Chapter 173-303 WAC, shall ensure delivery of all
dangerous wastes to a permitted waste management facility, legitimate recycler,
facility that beneficially uses or reuses it, a permitted municipal or industrial solid
waste facility (with prior consent of operator) or in accordance with local
moderate risk waste plans developed by Snohomish County.
13.36.210 Required.
(a) No significant industrial user (SIU) shall discharge wastewater into the
POTW without first obtaining a Wastewater Discharge Agreement from the
director. Any violation of the terms and conditions of a Wastewater Discharge
Agreement shall be deemed a violation of this chapter and subjects the
agreement to the sanctions set out in this chapter. Obtaining a Wastewater
Discharge Agreement does not relieve a user of its obligation to comply with all
federal and state pretreatment standards or requirements or with any other
requirements of federal, state, and local law. The director at his/her sole
discretion will determine which discharger is a significant industrial user.
(b) The director may require other users to obtain Wastewater Discharge
Agreements (as necessary) to carry out the purposes of this chapter.
13.36.220 Existing SIU.
Any SIU that was discharging wastewater into the POTW prior to the effective
date of the ordinance codified in this chapter and that wishes to continue such
discharges in the future shall, within 60 calendar days after notification by the director,
submit a Wastewater Discharge Agreement Application to the city in accordance with
AMC 13.36.240
13.36.230 New source and “new user.”
, and shall not cause or allow discharges to the POTW to continue after
180 calendar days of the effective date of notification except in accordance with a
Wastewater Discharge Agreement issued by the director.
At least 90 calendar days prior to the anticipated start-up, new sources, sources
that become a user subsequent to the promulgation of an applicable categorical
pretreatment standard, and “new users” that are determined to be significant industrial
users (SIU) shall apply for a Wastewater Discharge Agreement and will be required to
submit to the city at least the information listed in AMC 13.36.240(a) through (f). A new
source, or “new user” that is determined to be a significant industrial user (SIU), cannot
discharge without first receiving a Wastewater Discharge Agreement from the city. New
sources, and “new users” that are determined to be significant industrial users (SIUs),
shall also be required to include in their application information on the method of
pretreatment the user intends to use to meet applicable pretreatment standards. New
sources, and “new users” that are determined to be significant industrial users (SIUs),
shall give estimates of the information requested in AMC 13.36.240
13.36.240 Application contents.
(d) and (e).
All users required to obtain a W astewater Discharge Agreement must submit, at
a minimum, the following information on an approved Industrial and Commercial
Wastewater Discharge Application form, as approved by the Director. The Industrial and
Commercial Wastewater Discharge Application form may be obtained from the City of
Arlington Permit Center. Categorical users submitting the following information shall
have complied with 40 CFR 403.12(b).
(a) Identifying Information. The user shall submit the name and address of the
facility including the name of the operator and owners. The user shall provide the
Standard Industrial Classification (SIC) number for the facility.
(b) Authorizations. The user shall submit a list of any environmental control
authorizations held by or for the facility.
(c) Description of Operations. The user shall submit a brief description of the
nature, average rate of production, and Standard Industrial Classification of the
operation(s) carried out by such industrial user, including a list of all raw
materials and chemicals used or stored at the facility which are, or could
accidentally or intentionally be, discharged to the POTW; number and type of
employees; hours of operation; each product produced by type, amount, process
or processes, and rate of production; type and amount of raw materials
processed (average and maximum per day) and the time and duration of
discharges. This description should also include a schematic process diagram
which indicates points of discharge to the POTW from the regulated or
manufacturing processes. Disclosure of site plans, floor plans, mechanical and
plumbing plans and details to show all sewers, sewer connections, inspection
manholes, sampling chambers and appurtenances by size, location and
elevation.
(d) Flow Measurement.
(1) Categorical User. The user shall submit information showing the
measured average daily and maximum daily flow, in gallons per day, to the
POTW from each of the following:
(A) Regulated or manufacturing process streams; and
(B) Other streams as necessary to allow use of the combined
wastestream formula of 40 CFR 403.6(e).
(2) Non-categorical User. The user shall submit information showing the
measured average daily and maximum daily flow, in gallons per day, to the
POTW from each of the following:
(C) Total process flow, wastewater treatment plant flow, total plant flow
or individual manufacturing process flow as required by the director.
(D) The city may allow for verifiable estimates of these flows where
considerations are justified by cost or feasibility.
(e) Measurements of Pollutants.
(1) Categorical User.
(A) The user shall identify the applicable pretreatment standards for
each regulated or manufacturing process.
(B) In addition, the user shall submit the results of sampling and analysis
identifying the nature and concentration (or mass) where required by the
categorical pretreatment standard or as required by the city of regulated
pollutants in the discharge from each regulated or manufacturing
process. Both daily maximum and average concentration (or mass,
where required) shall be reported. The sample shall be representative of
daily operations and shall conform to sampling and analytical procedures
outlined in AMC 13.36.480 and 13.36.490
(C) The user shall take a minimum of 3 representative samples to
compile that data necessary to comply with the requirements of this
section.
.
(D) Where an alternate concentration or mass limit has been calculated
in accordance with 40 CFR 403.6(e) for a categorical user covered by a
categorical pretreatment standard this adjusted limit along with
supporting data shall be submitted as part of the application.
(2) Non-categorical User.
(A) The user shall identify the applicable pretreatment standards for its
wastewater discharge.
(B) In addition, the user shall submit the results of sampling and analysis
identifying the nature and concentration (or mass where required by the
city) of regulated pollutants contained in AMC 13.36.050 through
13.36.080, as appropriate in the discharge. Both daily maximum and
average concentration (or mass, where required) shall be reported. The
sample shall be representative of daily operations and shall conform to
sampling and analytical procedures outlined AMC 13.36.480 and
13.36.490
(C) The user shall take a minimum of 3 representative samples to
compile that data necessary to comply with the requirements of this
section.
.
(D) Where the director developed alternate concentration or mass limits
because of dilution this adjusted limit along with supporting data shall be
submitted as part of the application.
(f) Certification. A statement, reviewed by an authorized representative of the
user and certified by a qualified professional as outlined in AMC 13.36.250
(g) Compliance Schedule. If additional pretreatment and/or O and M will be
required to meet the applicable pretreatment standards, the city will establish the
shortest schedule by which the user will provide such additional pretreatment
and/or O and M modifications. The schedule shall conform to the requirements of
AMC
,
indicating whether the applicable pretreatment standards are being met on a
consistent basis, and, if not, whether additional operation and maintenance (O
and M) and/or additional pretreatment is required for the user to meet the
applicable pretreatment standards and requirements.
13.36.380. The completion date in this schedule shall not be later than the
compliance date established pursuant to AMC 13.36.150
(1) Where the user’s categorical pretreatment standard has been modified
by a removal allowance (40 CFR 403.7), the combined wastestream formula
(40 CFR 403.6(e)), and/or a fundamentally different factors variance (40 CFR
403.13) at the time the user submits the report required by this section, the
information required by subsections (f) and (g) of this section shall pertain to
the modified limits.
.
(2) If the categorical pretreatment standard is modified by a removal
allowance (40 CFR 403.7), the combined wastestream formula (40 CFR
403.6(e)), and/or a fundamentally different factors variance (40 CFR 403.13)
after the user submits the report required by subsections (f) and (g) of this
section, then a new report shall be submitted by the user within 60 calendar
days after the modified limit is approved.
(h) Any other information as may be deemed necessary by the director to
evaluate the Wastewater Discharge Agreement Application. Incomplete or
inaccurate applications will not be processed and will be returned to the user for
revision.
13.36.250 Signatory and certification requirement.
All W astewater Discharge Agreement Applications and user reports must be
signed by an authorized representative of the user and contain the following
certification statement:
“I declare under penalty of perjury under the laws of the State of Washington that
this document and all attachments were prepared under my direction or
supervision in accordance with a system designed to assure that qualified
personnel properly gather and evaluate the information submitted. Based on my
inquiry of the person or persons who manage the system, or those persons
directly responsible for gathering the information, the information submitted is to
the best of my knowledge and belief, true, accurate, and complete. I am aware
that there are significant penalties for submitting false information, including the
possibility of fine and imprisonment for knowing violations.”
13.36.260 Decisions.
The director will evaluate the data furnished by the user and may require
additional information. Within 90 calendar days of receipt of a complete
Wastewater Discharge Agreement Application, the director will determine whether
or not to issue a Wastewater Discharge Agreement. The agreement shall be
issued within 30 calendar days of full evaluation and acceptance of the data
furnished. The director may deny any application for a Wastewater Discharge
Agreement.
3.36.270 Contents.
A Wastewater Discharge Agreement shall include such conditions as are
reasonably deemed necessary by the director to prevent pass through or interference,
protect the quality of the water body receiving the treatment plant’s effluent, protect
worker health and safety, facilitate sludge management and disposal, and protect
against damage to the POTW.
(a) Wastewater Discharge Agreements must contain the following conditions:
(1) A statement that indicates Wastewater Discharge Agreement duration,
which in no event shall exceed 5 years;
(2) A statement that the Wastewater Discharge Agreement is
nontransferable without prior notification to and approval from the city, and
provisions for furnishing the new owner or operator with a copy of the
existing Wastewater Discharge Agreement;
(3) Applicable pretreatment standards and requirements, including any
special requirements;
(4) Self monitoring, sampling, reporting, notification, submittal of technical
reports, compliance schedules, and recordkeeping requirements. These
requirements shall include an identification of pollutants to be monitored,
sampling location, sampling frequency, and sample type based on federal,
state, and local law;
(5) Requirement for immediate notification to the city where self-monitoring
results indicate noncompliance;
(6) Requirement to report a bypass or upset of a pretreatment facility;
(7) Requirement for the SIU who reports noncompliance to repeat the
sampling and analysis and submit results to the city within 30 calendar days
after becoming aware of the violation;
(8) A reference to this chapter concerning applicable civil, criminal, and
administrative penalties for violation of pretreatment standards and
requirements, and any applicable compliance schedule.
(b) Wastewater Discharge Agreements may contain, but need not be limited to,
the following conditions:
(1) Limits on the average and/or maximum rate of discharge, time of
discharge, and/or requirements for flow regulation and equalization;
(2) Requirements for the installation of pretreatment technology, pollution
control, or construction of appropriate containment devices, designed to
reduce, eliminate, or prevent the introduction of pollutants into the treatment
works;
(3) Requirements for the development and implementation of spill control
plans or other special conditions including management practices necessary
to adequately prevent accidental, unanticipated, or routine discharges;
(4) Development and implementation of waste minimization plans to reduce
the amount of pollutants discharged to the POTW;
(5) The unit charge or schedule of user charges and fees for the
management of the wastewater discharged to the POTW;
(6) Requirements for installation and maintenance of inspection and
sampling facilities and equipment;
(7) A statement that compliance with the Wastewater Discharge Agreement
does not relieve the applicant of responsibility for compliance with all
applicable federal and state pretreatment standards, including those which
become effective during the term of the Wastewater Discharge Agreement;
(8) Any special agreements the director chooses to continue or develop
between the city and user;
(9) Other conditions as deemed appropriate by the director to ensure
compliance with this chapter, and state and federal laws, rules, and
regulations.
13.36.280 Appeals.
Any person, including the user, may petition the City to reconsider the terms of a
Wastewater Discharge Agreement or other determination under this chapter within thirty
(30) calendar days of its issuance.
(a) Failure to submit a timely petition for review shall be deemed to be a waiver
of the administrative appeal.
(b) In its petition, the appealing party must indicate the W astewater Discharge
Agreement provisions objected to, the reasons for this objection, and the
alternative condition, if any, it seeks to place in the Wastewater Discharge
Agreement.
(c) The effectiveness of the Wastewater Discharge Agreement shall not be
stayed pending the appeal.
(d) If the city fails to act within sixty (60) calendar days of the receipt of an
appeal, a request for reconsideration shall be deemed to be denied. Decisions
not to reconsider a Wastewater Discharge Agreement, not to issue a Wastewater
Discharge Agreement, or not to modify a Wastewater Discharge Agreement shall
be considered final administrative actions for purposes of judicial review.
(e) Aggrieved parties seeking judicial review of the final administrative
Wastewater Discharge Agreement decision must do so by filing a petition for
review with the Snohomish County Superior Court within thirty (30) calendar
days.
13.36.290 Duration.
Wastewater Discharge Agreements shall be issued for a specified time period,
not to exceed five (5) years. A Wastewater Discharge Agreement may be issued for a
period less than five (5) years, at the discretion of the director. Each Wastewater
Discharge Agreement will indicate a specific date upon which it will expire.
13.36.300 Modification.
(a) The director may modify the Wastewater Discharge Agreement for good
cause including, but not limited to, the following:
(1) To incorporate any new or revised federal, state, or local pretreatment
standards or requirements;
(2) To address significant alterations or additions to the user’s operation,
processes, or wastewater volume or character since the time of Wastewater
Discharge Agreement issuance;
(3) A change in the POTW that requires either a temporary or permanent
reduction or elimination of the authorized discharge;
(4) Information indicating that the authorized discharge poses a threat to the
city’s POTW, city personnel, or the receiving waters;
(5) Violation of any terms or conditions of the Wastewater Discharge
Agreement;
(6) Misrepresentations or failure to fully disclose all relevant facts in the
Wastewater Discharge Agreement application or in any required reporting;
(7) Revision of or a grant of variance from categorical pretreatment
standards pursuant to 40 CFR 403.13;
(8) To correct typographical or other errors in the Wastewater Discharge
Agreement; or
(9) To reflect a transfer of the facility ownership and/or operation to a new
owner/operator.
(b) Such modifications of Wastewater Discharge Agreements shall occur at the
time of renewal of said agreement except in unusual circumstances related to
actions or regulations imposed by the Department of Ecology or other regulatory
authorities. Treatment plant system upsets or other treatment plant operational
problems shall also be grounds for modification of Wastewater Discharge
Agreement documents prior to the date of renewal. No vested right shall be
created by the issuance of a Wastewater Discharge Agreement under this
chapter.
13.36.310 Transfer.
(a) Wastewater Discharge Agreements may be reassigned or transferred to a
new owner and/or operator only if the current owner gives at least ninety (90)
calendar days’ advance notice to the director and the director approves the
Wastewater Discharge Agreement transfer. The notice to the director must
include a written certification by the new owner and/or operator which:
(1) States that the new owner and/or operator has no immediate intent to
change the facility’s operations and processes;
(2) Identifies the specific date on which the transfer is to occur; and
(3) Acknowledges full responsibility for complying with the existing
Wastewater Discharge Agreement.
(b) Provided that the above occurs and that there were no significant changes to
the manufacturing operation or wastewater discharge, the new owner will be
considered an existing user and be covered by the existing limits and
requirements in the previous owner’s agreement. Failure to provide advance
notice of a transfer renders the Wastewater Discharge Agreement voidable as of
the date of facility transfer.
13.36.320 Revocation.
(a) Wastewater Discharge Agreements may be revoked for, but not limited to,
the following reasons:
(1) Failure to notify the city of significant changes to the wastewater prior to
the changed discharge;
(2) Failure to provide prior notification to the city of changed conditions;
(3) Misrepresentation or failure to fully disclose all relevant facts in the
Wastewater Discharge Agreement Application;
(4) Falsifying self-monitoring reports;
(5) Tampering with monitoring equipment;
(6) Refusing to allow the city timely access to the facility premises and
records;
(7) Failure to meet discharge limitations;
(8) Failure to pay fines;
(9) Failure to pay sewer charges;
(10) Failure to meet compliance schedules;
(11) Failure to complete the Wastewater Discharge Agreement Application;
(12) Failure to provide advance notice of the transfer of an authorized facility;
(13) If the city has to invoke its emergency provision as cited in AMC
13.36.620
(14) Violation of any pretreatment standard or requirement, or any terms of
;
the Wastewater Discharge Agreement or this chapter;
(15) Failure to comply with all requirements of a written accidental spill
prevention/slug loading plan.
(b) Wastewater Discharge Agreements shall be voidable upon cessation of
operations or transfer of business ownership, unless the Discharge Agreement is
transferred in accordance with AMC 13.36.310
13.36.330 Reissuance.
. All Wastewater Discharge
Agreements issued to a particular user are void upon the issuance of a new
Wastewater Discharge Agreement to that user.
A user, required to have a Wastewater Discharge Agreement, shall apply for
Wastewater Discharge Agreement reissuance by submitting a complete Wastewater
Discharge Agreement Application, in accordance with AMC 13.36.240
13.36.340 State waste discharge authorization.
, a minimum of
ninety (90) calendar days prior to the expiration of the user’s existing Wastewater
Discharge Agreement. A user, whose existing Wastewater Discharge Agreement has
expired and has submitted its re-application in the time period specified herein, shall be
deemed to have an effective Wastewater Discharge Agreement until the city issues or
denies the new Wastewater Discharge Agreement. A user, whose existing Wastewater
Discharge Agreement has expired and who failed to submit its re-application in the time
period specified herein, will be deemed to be discharging without a Wastewater
Discharge Agreement.
Each user who holds a state waste discharge permit in compliance with the
provisions of Chapter 90.48 RCW shall forward one copy of all subject correspondence
to the director. Subject correspondence shall consist of all written communication
between the user and the state of Washington Department of Ecology concerning the
user’s state waste discharge permit including reports, letters, and submittals of
applications, legal documents and agreements. The user shall also submit one (1) copy
of all documents received from the Department of Ecology pertaining to the user’s state
waste discharge permit. The permit in effect at the time of adoption of the ordinance
codified in this chapter shall be forwarded to the director within ninety (90) calendar
days of adoption of the ordinance codified in this chapter. All correspondence with
Ecology thereafter shall be subject to the requirements of this section.
13.36.350 Baseline monitoring reports.
(a) Within either 180 calendar days after the effective date of a categorical
pretreatment standard, or the final administrative decision on a category
determination under 40 CFR 403.6(a)(4) (whichever is later), existing categorical
users currently discharging to or scheduled to discharge to the POTW shall be
required to submit to the city a report which contains the information listed in
AMC 13.36.240
(b) At least ninety (90) calendar days prior to commencement of their discharge,
new sources, and sources that become categorical users subsequent to the
promulgation of an applicable categorical standard, shall be required to submit to
the city a report which contains the information listed in AMC
.
13.36.240
(c) A new source shall also be required to submit an engineering report,
explaining the method of pretreatment it intends to use to meet applicable
categorical standards. A new source shall also give estimates of its anticipated
flow and quantity of pollutants discharged.
.
13.36.360 Final compliance report (initial compliance report).
(a) Within 90 calendar days following the date for final compliance by the
significant industrial user with applicable pretreatment standards and
requirements set forth in this chapter, in a Wastewater Discharge Agreement, or
within 30 calendar days following commencement of the introduction of
wastewater into the POTW by a new source or “new users” considered by the
city to fit the definition of SIU, the affected user shall submit to the city a report
containing the information outlined in AMC 13.36.240
(b) For users subject to equivalent mass or concentration limits established by
the city in accordance with procedures established in 40 CFR 403.6 (c), this
report shall contain a reasonable measure of the user’s long-term production
rate. For all other users subject to categorical pretreatment standards expressed
in terms of allowable pollutant discharge per unit of production (or other measure
of operation), this report shall include the user’s actual production during the
appropriate sampling period.
(d) through (f).
13.36.370 Periodic compliance report (monthly report).
(a) Any user that is required to have a Wastewater Discharge Agreement and
performs self-monitoring shall submit to the city during the months of June and
December, unless required on other dates or more frequently by the city, a report
indicating the nature of the effluent over the previous reporting period. The
frequency of monitoring shall be as prescribed within the Wastewater Discharge
Agreement. At a minimum, users shall sample their discharge at least twice per
year.
(b) The report shall include a record of the concentrations (and mass if specified
in the Wastewater Discharge Agreement) of the pollutants listed in the
Wastewater Discharge Agreement that were measured and a record of all flow
measurements (average and maximum) taken at the designated sampling
locations, and shall also include any additional information required by this
chapter or the Wastewater Discharge Agreement. Production data shall be
reported if required by the Wastewater Discharge Agreement. Both daily
maximum and average concentration (or mass, where required) shall be
reported. If a user sampled and analyzed more frequently than what was
required by the city or by this chapter, using methodologies in 40 CFR Part 136,
it must submit all results of sampling and analysis of the discharge during the
reporting period.
(c) Any user subject to equivalent mass or concentration limits established by
the city or by unit production limits specified in the applicable categorical
standards shall report production data as outlined in AMC 13.36.360
(d) If the city calculated limits to factor out dilution flows or non-regulated flows,
the user will be responsible for providing flows from the regulated process flows,
dilution flows and non-regulated flows.
(b).
(e) Flows shall be reported on the basis of actual measurement; provided,
however, that the city may accept reports of average and maximum flows
estimated by verifiable techniques if the city determines that an actual
measurement is not feasible.
(f) Sampling shall be representative of the user’s daily operations and shall be
taken in accordance with the requirements specified herein (see AMC 13.36.480
through 13.36.520
(g) The city may require reporting by users that are not required to have an
industrial Wastewater Discharge Agreement if information or data is needed to
establish a sewer charge, determine the treatability of the effluent or determine
any other factor which is related to the operation and maintenance of the sanitary
sewer system.
).
(h) The city may require self-monitoring by the user or perform the periodic
compliance monitoring needed to prepare a periodic compliance report required
under this section. If the city performs such periodic compliance monitoring, it will
charge the user for such monitoring, based upon the costs incurred by the city for
the sampling and analyses. Any such charges shall be added to the normal
sewer charge and shall be payable as part of the utility bills. The city is under no
obligation to perform periodic compliance monitoring for a user.
13.36.380 Compliance schedules for meeting applicable pretreatment
standards.
Where required by the director, SIUs shall develop and submit a compliance
schedule which brings the user into compliance with the requirements of its Wastewater
Discharge Agreement.
(a) The schedule shall contain increments of progress in the form of dates for
the commencement and completion of major events leading to the construction
and operation of additional pretreatment required for the user to meet the
applicable pretreatment standards (e.g., hiring an engineer, completing
preliminary plans, completing final plans, executing contract for major
components, commencing construction, completing construction, etc.).
(b) No increment referred to in subsection (1) of this section shall exceed nine
(9) months.
(c) Not later than fourteen (14) calendar days following each date in the
schedule and the final date for compliance, the user shall submit a progress
report to the city including, at a minimum, whether or not it complied with the
increment of progress to be met on such date and, if not, the date on which it
expects to comply with this increment of progress, the reason for delay, and the
steps being taken by the user to return the construction to the schedule
established. In no event shall more than nine months elapse between such
progress reports.
13.36.390 Notification of significant production changes.
Any user operating under a Wastewater Discharge Agreement incorporating
equivalent mass or concentration limits shall notify the city within two (2) business days
after the user has a reasonable basis to know that the production level will significantly
change within the next calendar month. Any user not providing a notice of such
anticipated change will be required to comply with the existing limits contained in its
Wastewater Discharge Agreement.
13.36.400 Hazardous waste notification.
(a) Any user that is discharging fifteen (15) kilograms of hazardous wastes as
defined in 40 CFR 261 (listed or characteristic wastes) in a calendar month or
any facility discharging any amount of acutely hazardous wastes as specified in
40 CFR 261.30(d) and 261.33(e) is required to provide a one-time notification in
writing to the city, EPA Regional Waste Management Division Director, and the
Hazardous Waste Division of the NWRO of the Washington State Department of
Ecology. Any existing user exempt from this notification shall comply with the
requirements contained herein within thirty (30) calendar days of becoming
aware of a discharge of fifteen (15) or more kilograms of hazardous wastes in a
calendar month or the discharge of acutely hazardous wastes to the city sanitary
sewer system.
(b) Such notification shall include:
(1) The name of the hazardous waste as set forth in 40 CFR Part 261;
(2) The EPA hazardous waste number;
(3) The type of discharge (continuous, batch, or other);
(4) If an industrial user discharges more than 100 kilograms of such waste
per calendar month to the sanitary sewer system, the notification shall also
contain the following information to the extent it is known or readily available
to the industrial user:
(A) An identification of the hazardous constituents contained in the
wastes,
(B) An estimation of the mass and concentration of such constituents in
the wastestreams discharged during that calendar month, and
(C) An estimation of the mass of constituents in the wastestreams
expected to be discharged during the following twelve (12) months.
These notification requirements do not apply to pollutants already
reported under the self-monitoring requirements. Whenever the EPA
publishes final rules identifying additional hazardous wastes or new
characteristics of hazardous waste, a user shall notify the city of the
discharge of such a substance within ninety (90) calendar days of the
effective date of such regulations.
(c) In the case of any notification made under this section, an industrial
user shall certify that it has a program in place to reduce the volume and
toxicity of hazardous wastes generated to the degree it has determined to
be economically practical. Discharging hazardous waste to the sewer
system is prohibited as per AMC 13.36.050
13.36.410 Notice of potential problems, including accidental spills, slug loadings.
.
Any user shall notify the city immediately of all discharges that could cause
problems to the POTW, including any slug loadings, as defined in AMC 13.36.030
13.36.420 Noncompliance reporting.
. The
notification shall include the concentration and volume and corrective action. Steps
being taken to reduce any adverse impact should be noted during the notification. Any
user who discharges a “slug” (or slugs) of pollutants shall be liable for any expense,
loss, or damage to the POTW, in addition to the amount of any fines imposed by the
city or on the city under state or federal law.
If sampling performed by a user indicates a violation, the user shall notify the city
within 24 hours of becoming aware of the violation. The user shall also repeat the
sampling within 5 calendar days and submit the results of the repeat analysis to the city
within 30 calendar days after becoming aware of the violation, except the user is not
required to resample if:
(a) The city performs sampling at the user at a frequency of at least once per
month; or
(b) The city performs sampling at the user between the time when the user
performs its initial sampling and the time when the user receives the results of
this sampling.
13.36.430 Notification of changed discharge.
All users shall promptly notify the city in advance of any substantial change in the
volume or character of pollutants in their discharge, including significant manufacturing
process changes, pretreatment modifications, and the listed or characteristic hazardous
wastes for which the user has submitted initial notification under 40 CFR 403.12(p).
13.36.440 Total Toxic Organics reporting.
Categorical users which are required by EPA to eliminate and/or reduce the
levels of total toxic organics (TTOs) discharged into the sanitary sewer system must
follow the categorical pretreatment standards for that industry. Those users must also
meet the following requirements:
(a) Must sample, as part of the application requirements, for all the organics
listed under the TTO limit (no exceptions);
(b) May submit a statement that no TTOs are used at the facility and/or develop
a solvent management plan in lieu of continuously monitoring for TTO, if
authorized by the director. If allowed to submit a statement or develop a solvent
management plan, the user must routinely submit a certification statement as
part of its self-monitoring report that there has been no dumping of concentrated
toxic organic waste into the wastewater and that it is implementing a solvent
management plan as approved by the city. The director may require the
development and implementation of a solvent management plan in addition to
monitoring for TTO.
13.36.450 Reports from users not required to secure Wastewater Discharge
Agreements.
All users not required to obtain a Wastewater Discharge Agreement shall provide
appropriate reports to the city as the director may require.
13.36.460 Record keeping.
Users subject to the reporting requirements of this chapter shall retain, and make
available for inspection and copying, all records of information obtained pursuant to any
monitoring activities required by this chapter and any additional records of information
obtained pursuant to monitoring activities undertaken by the user independent of such
requirements. Records shall include the date, exact place, method, and time of
sampling and the name of the person(s) taking the samples; the dates analyses were
performed; who performed the analyses; the analytical techniques or methods used;
and the results of such analyses. These records shall remain available for a period of at
least 3 years. This period shall be automatically extended for the duration of any
litigation concerning the user or POTW, or where the user has been specifically notified
of a longer retention period by the director.
13.36.470 Timing.
Written reports will be deemed to have been submitted on the date postmarked.
For reports which are not mailed, postage prepaid, into a mail facility serviced by the
United States Postal Service, the date of receipt of the report shall govern.
13.36.480 Sampling requirements for users.
(a) A minimum of 4 grab samples must be used for pH, cyanide, total phenols,
sulfide, and volatile organics. The director will determine on a case-by-case basis
whether the user will be able to composite the individual grab samples. For all
other pollutants, 24-hour composite samples must be obtained through flow-
proportional composite sampling techniques where feasible. The city may waive
flow-proportional composite sampling for any user that demonstrates that flow-
proportional sampling is not feasible. In such cases, samples may be obtained
through time-proportional composite sampling techniques or through a minimum
of three (3) grab samples where the user demonstrates that this will provide a
representative sample of the effluent being discharged.
(b) Samples should be taken immediately downstream from pretreatment
facilities if such exist or immediately downstream from the regulated or
manufacturing process if no pretreatment exists or as determined by the city
and/or contained in the user’s Wastewater Discharge Agreement. For categorical
users, if other wastewaters are mixed with the regulated wastewater prior to
pretreatment the user shall measure the flows and concentrations necessary to
allow use of the combined wastestream formula of 40 CFR 403.6(e) in order to
evaluate compliance with the applicable categorical pretreatment standards. For
other SIUs, for which the city has adjusted its local limits to factor out dilution
flows, the user shall measure the flows and concentrations necessary to evaluate
compliance with the adjusted pretreatment standard(s).
(c) All sample results shall indicate the time, date and place of sampling, and
methods of analysis, and shall certify that such sampling and analysis is
representative of normal work cycles and expected pollutant discharges from the
user. If a user sampled and analyzed more frequently than what was required in
its Wastewater Discharge Agreement, using methodologies in 40 CFR Part 136,
it must submit all results of sampling and analysis of the discharge as part of its
self monitoring report.
(d) Preserve samples in accordance with the specifications of Standard Methods
for the Examination of Water and Wastewater, latest edition.
(e) Chain of custody documentation may be required by the director for any
samples taken pursuant to this chapter.
13.36.490 Analytical requirements.
(a) All pollutant analyses, including sampling techniques, shall be performed in
accordance with the techniques prescribed in 40 CFR Part 136, unless otherwise
specified in an applicable categorical pretreatment standard. If 40 CFR Part 136
does not contain sampling or analytical techniques for the pollutant in question,
sampling and analyses must be performed in accordance with procedures
approved by the EPA.
(b) All analyses performed to establish compliance and used in compliance
reporting shall be performed by a laboratory accredited by the Washington State
Department of Ecology, Quality Assurance Division in accordance with Chapter
173-50 WAC. Laboratories must be accredited for the analyses for which they
are performing.
13.36.500 City monitoring of user’s wastewater.
The city will follow the same procedures as outlined in AMC 13.36.480 and 13.36.490
13.36.510 Inspection and sampling.
.
Continued connection and use of the city’s sewer system shall be contingent on
the right of the city to inspect and sample all discharges into the system. The city shall
have the right to enter the facilities of any user for the purpose of the enforcement of
this chapter and to determine that any Wastewater Discharge Agreement or order
issued hereunder is being met and whether the user is complying with all requirements
thereof. Users shall allow the director ready access to all parts of the premises for the
purposes of inspection, sampling, records examination and copying, and the
performance of any additional duties.
(a) Where a user has security measures in force which require proper
identification and clearance before entry into its premises, the user shall make
necessary arrangements with its security guards so that, upon presentation of
suitable identification, the director will be permitted to enter without delay for the
purposes of performing specific responsibilities.
(b) The director shall have the right to set up on the user’s property or require
installation of such devices as are necessary to conduct sampling and/or
metering of the user’s operations.
(c) Any temporary or permanent obstruction to safe and easy access to the
facility to be inspected and/or sampled shall be promptly removed by the user at
the written or verbal request of the director and shall not be replaced. The costs
of clearing such access shall be borne by the user.
(d) Unreasonable delays in allowing the director access to the user’s premises
shall be a violation of this chapter.
13.36.520 Monitoring facilities.
(a) Each significant industrial user (SIU) shall provide and operate at its own
expense a monitoring facility to allow inspection, sampling, and flow
measurements of each sewer discharge to the city. Each monitoring facility shall
be situated on the user’s premises, except where such a location would be
impractical or cause undue hardship on the user, the city may concur with the
facility being constructed in the public street or sidewalk area; provided, that the
facility is located so that it will not be obstructed by landscaping or parked
vehicles. The director, whenever applicable, may require the construction and
maintenance of sampling facilities at other locations (for example, at the end of a
manufacturing line, wastewater treatment system).
(b) A monitoring facility shall consist of a manhole or other structure in which a
prefabricated palmer-bowlus or parshall flume shall be installed. The flume shall
be of standard dimension and shall be manufactured of corrosion resistant
materials.
(c) The flume shall be installed such that free-flowing conditions occur
downstream of the throat of the flume structure. A permanent, digital, recording,
totalizing, open channel flowmeter shall be permanently installed in a
weatherproof enclosure. The flowmeter installation shall include an appropriate
automatic system to measure the water level through the flume at the appropriate
control point so that flow rate can be automatically calculated at selected
intervals. Measured liquid level readings shall be converted into corresponding
flow rates using internal conversion algorithms.
(d) The flowmeter shall be capable of initiating the operation of an attached
sampler. The flowmeter signal shall be a five to 15 volt DC pulse or isolated
contact closure of at least 25 milliseconds duration. Sample interval frequency
shall be user selected.
(e) The monitoring facility shall be approved by the director in writing prior to
construction. Existing monitoring facilities may be approved in lieu of new
construction if approval of the installation, in writing, is provided by the director.
Monitoring facilities shall include a secure area for placement of a portable
sampler owned by the city.
(f) There shall be ample room in or near such sampling facility to allow accurate
sampling, flow measurement and preparation of samples for analysis. The
facility, sampling, and measuring equipment shall be maintained at all times in a
safe and proper operating condition at the expense of the user. All monitoring
facilities shall be constructed and maintained in accordance with all applicable
local construction standards and specifications.
(g) The director may require the user to install monitoring equipment as
necessary. All devices used to measure wastewater flow and quality shall be
calibrated to ensure their accuracy. Such monitoring equipment and activities
shall be provided at the expense of the user.
(h) The requirements of this section shall apply to each significant industrial
user. A monitoring facility shall also be installed by any nondomestic user at the
direction of the director. Compliance with this section shall be in accordance with
the requirements of AMC 13.36.140
13.36.530 Search warrants.
.
If the director has been refused access to a building, structure or property, or any
part thereof, and is able to demonstrate probable cause to believe that there may be a
violation of this chapter, or that there is a need to inspect as part of a routine inspection
program of the city designed to verify compliance with this chapter or any Wastewater
Discharge Agreement or order issued hereunder, or to protect the overall public health,
safety and welfare of the community, then the director shall seek issuance of a search
and/or seizure warrant from the municipal court, the district court, or the Snohomish
County Superior Court. Such warrant shall be served at reasonable hours by the
director and may be accomplished in the company of a uniformed police officer of the
city.
13.36.540 Vandalism.
No person shall willfully or negligently damage, destroy, uncover, deface, tamper
with, or prevent access to any structure, appurtenance or equipment, or other part of the
POTW. Any person found in violation of this requirement shall be subject to the
sanctions set out in this chapter.
13.36.550 Trade secrets.
(a) Information and data on a user obtained from reports, surveys, Wastewater
Discharge Agreement Applications, and monitoring programs, and from city
inspection and sampling activities shall be available to the public without
restriction, unless the user specifically requests and is able to demonstrate to the
satisfaction of the City’s Public Information Officer, that the release of such
information would divulge information, processes or methods of production
entitled to protection as trade secrets under applicable state law.
(b) When requested and demonstrated by the user furnishing a report that such
information should be held confidential, the city shall make reasonable efforts to
assist the user in protecting the portions of a report which might disclose trade
secrets or secret processes from inspection by the public, but the same shall be
made available immediately upon request to governmental agencies for uses
related to the NPDES program or pretreatment program, and in enforcement
proceedings involving the person furnishing the report.
(c) Wastewater constituents and characteristics and other “effluent data” as
defined by 40 CFR 2.302 will not be recognized as confidential information and
will be available to the public without restriction.
13.36.560 Notice of Violation, (NOV).
(a) When the director finds that a user has violated or continues to violate any
provision of this chapter, a Wastewater Discharge Agreement or order issued
hereunder, or any other pretreatment standard or requirement, the director may
serve upon that user a written Notice of Violation. The director may select any
means of service which is reasonable under the circumstances.
(b) Within seven (7) calendar days of the receipt of this notice, an explanation of
the violation and a plan for the satisfactory correction and prevention thereof, to
include specific required actions, shall be submitted by the user to the director.
Submission of this plan in no way relieves the user of liability for any violations
occurring before or after receipt of the Notice of Violation. Nothing in this section
shall limit the authority of the city to take any action, including emergency actions
or any other enforcement action, without first issuing a Notice of Violation.
13.36.570 Consent orders.
The director may enter into consent orders, assurances of voluntary compliance,
or other similar documents establishing an agreement with any user responsible for
noncompliance. Such documents will include specific action to be taken by the user to
correct the noncompliance within a time period specified by the document. Such
documents shall have the same force and effect as the administrative orders issued
pursuant to AMC 13.36.590 and 13.36.600
13.36.580 Show cause hearing.
and shall be judicially enforceable. Use of a
consent order shall not be a bar against, or prerequisite for, taking any other action
against the user.
The director may order a user which has violated or continues to violate, any
provision of this chapter, a Wastewater Discharge Agreement or order issued
hereunder, or any other pretreatment standard or requirement, to appear before the
director and show cause why a proposed enforcement action should not be taken.
Notice shall be served on the user specifying the time and place for the meeting, the
proposed enforcement action, the reasons for such action, and a request that the user
show cause why the proposed enforcement action should not be taken. The notice of
the meeting shall be served personally or by registered or certified mail (return receipt
requested) at least ten (10) calendar days prior to the hearing. Such notice may be
served on any authorized representative of the user. A show cause hearing shall not be
a bar against, or prerequisite for, taking any other action against the user.
13.36.590 Compliance orders.
When the director finds that a user has violated or continues to violate any
provision of this chapter, a Wastewater Discharge Agreement or order issued
hereunder, or any other pretreatment standard or requirement, the director may issue
an order to the user responsible for the discharge directing that the user come into
compliance within a time specified in the order. Compliance orders may require users to
refrain from certain activities, install additional pretreatment equipment, increase self-
monitoring, or use best management practices designed to minimize the amount of
pollutants discharged to the sanitary sewer system. If the user does not come into
compliance within the time specified in the order, sewer service may be discontinued.
Issuance of a compliance order shall not be a bar against, or a prerequisite for, taking
any other action against the user.
13.36.600 Cease and desist orders.
(a) When the director finds that a user has violated or continues to violate any
provision of this chapter, a Wastewater Discharge Agreement or order issued
hereunder, or any other pretreatment standard or requirement, or that the user’s
past violations are likely to recur, the director may issue an order to the user
directing it to cease and desist all such violations and directing the user to:
(1) Immediately comply with all requirements; and
(2) Take such appropriate remedial or preventive action as may be needed
to properly address a continuing or threatened violation, including halting
operations and/or terminating the discharge.
(b) Issuance of a cease and desist order shall not be a bar against, or a
prerequisite for, taking any other action against the user.
13.36.610 Administrative fines.
(a) When the director finds that a user has violated or continues to violate any
provision of this chapter, a Wastewater Discharge Agreement or order issued
hereunder, or any other pretreatment standard or requirement, the director, upon
approval from the City Administrator, may fine such user in an amount not less
than $250.00 and not to exceed $10,000.00. Such fines shall be assessed on a
per violation, per day basis. In the case of monthly or other long-term average
discharge limits, fines shall be assessed for each day during the period of
violation. Said administrative fines shall constitute a sewer service surcharge,
and upon assessment, shall be subject to collection in the same manner as all
other sewer utility rates, charges and penalties.
(b) Unless other arrangements have been made with, and authorized by the
director, unpaid charges, fines, and penalties shall accrue thereafter at a rate of
one percent per month. After ninety (90) calendar days, if charges, fines, and
penalties have not been paid, the city may revoke the user’s Wastewater
Discharge Agreement.
(c) Users desiring to appeal and dispute such fines must file a written request for
the director and City Administrator to reconsider the fine along with full payment
of the fine amount within 10 business days of being notified of the fine. Where a
request has merit, the director shall convene a hearing, or meeting, on the matter
within 7 business days of receiving the request from the user. In the event the
user’s appeal is successful, any payments made on said fines shall be returned
to the user. Affirmance or modification of an administrative fine by the director
shall relate back to the original date of assessment. The city shall recover the
costs of preparing administrative enforcement actions, such as notices and
orders, including the cost of additional inspections, sampling and analysis, and
may add them to the fine.
(d) Issuance of an administrative fine shall not be a bar against, or a prerequisite
for, taking any other action against the user.
(e) Users seeking judicial review of administrative fines must do so by filing a
petition for review in the Snohomish County Superior Court within thirty (30)
calendar days of the decision of the director.
13.36.620 Emergency suspensions.
(a) The director may immediately suspend a user’s discharge (after informal
notice to the user) whenever such suspension is necessary to stop an actual or
threatened discharge which reasonably appears to present or cause an imminent
or substantial endangerment to the health or welfare of persons.
(b) The director may also immediately suspend a user’s discharge (after informal
notice and opportunity to respond) that threatens to interfere with the operation of
the POTW, or which presents or may present an endangerment to the
environment.
(1) Any user notified of a suspension of its discharge shall immediately stop
or eliminate its contribution. In the event of a user’s failure to immediately
comply voluntarily with the suspension order, the director shall take such
steps as deemed necessary, including immediate severance of the sewer
connection, to prevent or minimize damage to the POTW, its receiving
stream, or endangerment to any individuals. The director shall allow the user
to recommence its discharge when the user has demonstrated to the
satisfaction of the city that the period of endangerment has passed, unless
the termination proceedings in AMC 13.36.630
(2) A user that is responsible, in whole or in part, for any discharge
presenting imminent endangerment shall submit a detailed written statement,
describing the causes of the harmful contribution and the measures taken to
prevent any future occurrence, to the director prior to the date of any show
cause or termination hearing under AMC
are initiated against the user.
13.36.580 and 13.36.630
(c) Nothing in this section shall be interpreted as requiring a hearing prior to any
emergency suspension under this section.
.
13.36.630 Termination of discharge (non-emergency).
(a) In addition herein, any user that violates the following conditions is subject to
discharge termination:
(1) Violation of Wastewater Discharge Agreement conditions;
(2) Failure to accurately report the wastewater constituents and
characteristics of its discharge;
(3) Failure to report significant changes in operations or wastewater volume,
constituents and characteristics prior to discharge;
(4) Refusal of reasonable access to the user’s premises for the purpose of
inspection, monitoring or sampling; or
(5) Violation of the pretreatment standards described in this chapter.
(b) Such user will be notified of the proposed termination of its discharge and be
offered an opportunity to show cause under AMC 13.36.670 why the proposed
action should not be taken. Exercise of this option by the city shall not be a bar
to, or a prerequisite for, taking any other action against the user.
13.36.640 Appeal procedures.
(a) Appeals.
(1) Any user seeking to dispute a notice of violation, order, fine, or other
action of the director may file an appeal.
(2) The appeal must be received by the director, in writing, within ten (10)
calendar days of the receipt of the disputed action. If the notice of appeal is
not received by the director within the ten (10) calendar day period, the right
to an appeal is waived. The notice of appeal shall state with particularity the
basis upon which the appellant is disputing the action taken.
(3) Upon receipt of a timely appeal, the director shall set a date and time for
an appeal hearing, but in no case shall the hearing be set more than thirty
(30) calendar days from the receipt of the timely notice of appeal. The
appellant shall be notified in writing of the date, time, and place for the
appeal hearing. The City Administrator or their designee shall serve as the
hearing examiner.
(b) Appeal Hearing.
(1) The hearing examiner may admit and give probative effect to evidence
which possesses probative value commonly accepted by reasonably prudent
men in the conduct of their affairs. The hearing examiner shall give effect to
the rules of privilege recognized by law. The hearing examiner may exclude
incompetent, irrelevant, immaterial and unduly repetitious evidence. Factual
issues shall be resolved by a preponderance of evidence.
(2) Documentary evidence may be received in the form of copies or excerpts
or by incorporation by reference.
(3) Every party shall have the right to cross examine witnesses who testify
and shall have the right to submit rebuttal evidence; provided that the hearing
examiner may control the manner and extent of the cross examinations and
rebuttal.
(4) The hearing examiner may take notice of judicially cognizable facts.
(c) Appeal Conclusion. At the conclusion of the hearing, the hearing examiner
shall determine if the disputed action was proper, and shall approve, modify, or
rescind the disputed action. The final determination of the hearing examiner shall
be in writing, and all parties shall be provided a copy of the final determination.
(d) Judicial Review of Appeal.
(1) Any party, including the city, the Washington State Department of
Ecology, the United States Environmental Protection Agency, or the
user/appellant, is entitled to review of the final determination of the hearing
examiner in the Snohomish County Superior Court; provided, that any
petition for review shall be filed no later than thirty (30) calendar days after
date of the final determination.
(2) Copies of the petition for review shall be served as in all civil actions.
(3) The filing of the petition shall not stay enforcement of the final
determination except by order of the superior court and on posting of a bond
to be determined by the court naming the city as beneficiary.
(4) The review shall be conducted by the court without a jury. The record
shall be satisfied by a narrative report certified by the hearing examiner and
no verbatim record of proceedings before the hearing examiner shall be
required to be presented to the superior court.
(5) The court may affirm the final determination or remand the matter for
further proceedings before the hearing examiner; or the court may reverse
the final determination if the substantial rights of the petitioners may have
been prejudiced because the final determination was:
(A) In violation of constitutional provisions; or
(B) In excess of the authority or jurisdiction of the hearing examiner.
13.36.650 Injunctive relief.
(a) When the director finds that a user has violated or continues to violate any
provision of this chapter, a Wastewater Discharge Agreement, or order issued
hereunder, or any other pretreatment standard or requirement, the director may
petition the Snohomish County Superior Court through the city’s attorney for the
issuance of a temporary or permanent injunction, as appropriate, which restrains
or compels the specific performance of the Wastewater Discharge Agreement,
order, or other requirement imposed by this chapter on activities of the user.
(b) The city may also seek such other action as is appropriate for legal and/or
equitable relief, including a requirement for the user to conduct environmental
remediation. A petition for injunctive relief shall not be a bar against, or a
prerequisite for, taking any other action against a user. Injunctive relief shall be
nonexclusive to other remedies available to the city.
13.36.660 Civil penalties.
(a) A user which has violated or continues to violate any provision of this
chapter, a Wastewater Discharge Agreement, or order issued hereunder, or any
other pretreatment standard or requirement shall be liable to the city for a
maximum civil penalty of $10,000.00 per violation, per day. In the case of a
monthly or other long-term average discharge limit, penalties shall accrue for
each day during the period of the violation.
(b) The city may recover reasonable attorneys’ fees, court costs, and other
expenses associated with enforcement activities, including sampling and
monitoring expenses, and the cost of any actual damages incurred by the city.
(c) In determining the amount of civil liability, the court shall take into account all
relevant circumstances, including, but not limited to, the extent of harm caused
by the violation, the magnitude and duration, any economic benefit gained
through the user’s violation, corrective actions by the user, the compliance
history of the user, and any other factor as justice requires.
(d) Filing a suit for civil penalties shall not be a bar against, or a prerequisite for
taking any other action against a user.
13.36.670 Criminal prosecution.
(a) A user who has violated any provision of this chapter, a Wastewater
Discharge Agreement, or order issued hereunder, or any other pretreatment
standard or requirement shall, upon conviction, be guilty of a misdemeanor,
punishable by a fine of $1,000 .
(b) A user which has introduced any substance into the POTW which causes
personal injury or property damage shall, upon conviction, be guilty of a
misdemeanor and be subject to a penalty of $1,000. This penalty shall be in
addition to any other cause of action for personal injury or property damage
available under state law.
(c) A user who knowingly made any false statements, representations, or
certifications in any application, record, report, plan, or other documentation filed,
or required to be maintained, pursuant to this chapter, Wastewater Discharge
Agreement, or order issued hereunder, or who falsified, tampered with, or
knowingly rendered inaccurate any monitoring device or method required under
this chapter shall, upon conviction, be guilty of a misdemeanor, and punished by
a fine of $1,000.
(d) In addition, the user shall be subject to:
(1) The provisions of 18 U.S.C. Section 1001 relating to fraud and false
statements;
(2) The provisions of Section 309(c)(4) of the Clean Water Act, as amended,
governing false statements, representation, or certification; and
(3) The provisions of Section 309(c)(6) of the Clean Water Act, regarding
responsible corporate officers.
13.36.680 Remedies nonexclusive.
The provisions herein are not exclusive remedies. The city reserves the right to
take any, all, or any combination of these actions against a noncompliant user.
Enforcement of pretreatment violations will generally be in accordance with the city’s
enforcement response plan. However, the city reserves the right to take other action
against any user when the circumstances warrant. Further, the city is empowered to
take more than one enforcement action against any non-compliant user. These actions
may be taken concurrently.
13.36.690 Assurance Device.
The director may decline to issue or reissue a Wastewater Discharge Agreement
to any user which has failed to comply with any provision of this chapter, a previous
Wastewater Discharge Agreement or order issued hereunder, or any other pretreatment
standard or requirement unless such user first files a satisfactory bond, (see AMC
12.40.200(c)), payable to the city, in a sum not to exceed a value determined by the
director to be necessary to achieve consistent compliance, or submits proof that it has
obtained financial assurances sufficient to meet pretreatment requirements and/or
restore or repair damage to the POTW caused by its discharge.
13.36.700 Water supply severance.
Whenever a user has violated or continues to violate any provision of this
chapter, a Wastewater Discharge Agreement or order issued hereunder, or any other
pretreatment standard or requirement, water service to the user may be severed.
Service will only recommence, at the user’s expense, after it has satisfactorily
demonstrated its ability to comply.
13.36.710 Public nuisances.
A violation of any provision of this chapter, Wastewater Discharge Agreement, or
order issued hereunder, or any other pretreatment standard or requirement, is hereby
declared a public nuisance and shall be corrected or abated as directed by the director.
13.36.720 Contractor listing.
Users which have not achieved compliance with applicable pretreatment
standards and requirements are not eligible to receive a contractual award for the sale
of goods or services to the city. Existing contracts for the sale of goods or services to
the city held by a user found to be in significant noncompliance with pretreatment
standards or requirements may be terminated at the discretion of the city.
13.36.730 Publication of violations and/or enforcement actions.
The director may publish violations and/or enforcement actions at any time
where monetary fines may be inappropriate in gaining compliance, or in addition to
monetary fines. Violations and/or enforcement actions may also be published when
the director feels that public notice should be made or at other appropriate times. The
cost of such publications will be recovered from the user.
13.36.740 Upset.
(a) For the purposes of this section, “upset” means an exceptional incident in
which there is unintentional and temporary noncompliance with applicable
pretreatment standards because of factors beyond the reasonable control of the
user. An upset does not include noncompliance to the extent caused by
operational error, improperly designed treatment facilities, inadequate treatment
facilities, lack of preventive maintenance, or careless or improper operation.
(b) An upset shall constitute an affirmative defense to an action brought for
noncompliance with applicable pretreatment standards if the requirements of
subsection (c) of this section are met.
(c) A user who wishes to establish the affirmative defense of upset shall
demonstrate, through properly signed, contemporaneous operating logs, or other
relevant evidence that:
(1) An upset occurred and the user can identify the cause(s) of the upset;
(2) The facility was at the time being operated in a prudent and workman-
like manner and in compliance with applicable operation and maintenance
procedures; and
(3) The user has submitted the following information to the POTW and
treatment plant operator within 24 hours of becoming aware of the upset (if
this information is provided orally, a written submission must be provided
within five (5) calendar days):
(A) A description of the indirect discharge and cause of noncompliance;
(B) The period of noncompliance, including exact dates and times or, if
not corrected, the anticipated time the noncompliance is expected to
continue; and
(C) Steps being taken and/or planned to reduce, eliminate, and prevent
recurrence of the noncompliance.
(d) In any enforcement proceeding, the user seeking to establish the occurrence
of an upset shall have the burden of proof.
(e) Users will have the opportunity for a judicial determination on any claim of
upset only in an enforcement action brought for noncompliance with applicable
pretreatment standards.
(f) Users shall control production of all discharges to the extent necessary to
maintain compliance with applicable pretreatment standards upon reduction,
loss, or failure of its treatment facility until the facility is restored or an alternative
method of treatment is provided. This requirement applies in the situation where,
among other things, the primary source of power of the treatment facility is
reduced, lost, or fails.
13.36.750 Prohibited discharge standards.
A user shall have an affirmative defense to an enforcement action brought
against it for noncompliance with the prohibitions in AMC 13.36.050
(a) a local limit exists for each pollutant discharged and the user was in
compliance with each limit directly prior to, and during, the pass through or
interference; or
(a) and (b)(3)
through (7) if it can prove that it did not know, or have reason to know, that its
discharge, alone or in conjunction with discharges from other sources, would cause
pass through or interference and that either:
(b) no local limit exists, but the discharge did not change substantially in nature
or constituents from the user’s prior discharge when the city was regularly in
compliance with its NPDES authorization, and, in the case of interference, was in
compliance with applicable sludge use or disposal requirements.
13.36.760 Bypass.
(a) For the purposes of this section:
(1) “Bypass” means the intentional diversion of wastestreams from any
portion of a user’s treatment facility.
(2) “Severe property damage” means substantial physical damage to
property, damage to the treatment facilities which causes them to become
inoperable, or substantial and permanent loss of natural resources which can
reasonably be expected to occur in the absence of a bypass. Severe
property damage does not mean economic loss caused by delays in
production.
(b) A user may allow any bypass to occur which does not cause applicable
pretreatment standards or requirements to be violated, but only if it also is for
essential maintenance to assure efficient operation. These bypasses are not
subject to the provision of subsections (3) and (4) of this section.
(c) If a user knows in advance of the need for a bypass, it shall submit prior
notice to the POTW at least ten (10) calendar days before the date of the bypass,
if possible.
(d) A user shall submit oral notice to the city of an unanticipated bypass that
exceeds applicable pretreatment standards within twenty-four (24) hours from the
time it becomes aware of the bypass. A written submission shall also be provided
within five (5) calendar days of the time the user becomes aware of the bypass.
The written submission shall contain a description of the bypass and its cause;
the duration of the bypass, including exact dates and times, and, if the bypass
has not been corrected, the anticipated time it is expected to continue; and steps
taken or planned to reduce, eliminate, and prevent reoccurrence of the bypass.
The POTW may waive the written report on a case-by-case basis if the oral
report has been received within twenty-four (24) hours.
(e) Bypass is prohibited, and the POTW may take an enforcement action against
a user for a bypass, unless:
(1) Bypass was unavoidable to prevent loss of life, personal injury, or severe
property damage;
(2) There were no feasible alternatives to the bypass, such as the use of
auxiliary treatment facilities, retention of untreated wastes, or maintenance
during normal periods of equipment downtime. This condition is not satisfied
if adequate back-up equipment should have been installed in the exercise of
reasonable engineering judgment to prevent a bypass which occurred during
normal periods of equipment downtime or preventive maintenance; and
(3) The user submitted notices as required under subsection (c) of this
section.
(f) The POTW may approve an anticipated bypass, after considering its adverse
effects, if the POTW determines that it will meet the three conditions listed in
subsection (e) of this section.
13.36.770 Pretreatment charges and fees.
(a) The director may develop, for City Council adoption, reasonable fees for
reimbursement of costs of setting up and operating the city’s pretreatment
program.
(b) These fees relate solely to the matters covered by this chapter and are
separate from all other rates or charges for sewer service; provided, that the city
shall collect said charges in the same manner as other sewer utility rates are
collected, including but not limited to the sewer lien procedures provided under
Chapter 35.67 RCW.
(c) Fees may include:
(1) Fees for Wastewater Discharge Agreements, including the cost of
processing the authorization applications, public noticing, issuing and
administering the authorization, and reviewing monitoring reports submitted
by users;
(2) Fees for modifying or transferring authorizations;
(3) Fees for monitoring, inspection, surveillance and enforcement
procedures including the cost of collection and analyzing a user’s discharge;
(4) Fees for reviewing and responding to accidental discharge procedures
and construction;
(5) Fees for preparing and executing enforcement action;
(6) Fees for filing appeals;
(7) Fees for high strength waste and industrial process flow; and
(8) Other fees as the city may deem necessary to carry out the requirements
contained herein.
(d) All fees or charges will be collected by direct billing. Unless the director has
been made aware of extenuating circumstances that would prevent prompt
payment, all fees are payable within thirty (30) calendar days of the billing. Fees
past due will be considered a violation of this chapter. Users not paying fees
within sixty (60) calendar days of the billing period will be subject to termination
of service.
13.36.780 Non-liability.
(a) It is the express purpose of the city of Arlington to establish an industrial
pretreatment program in order to provide for and promote the health, safety and
welfare of the general public. It is not the intent of this chapter to create or
otherwise establish or designate any particular class or group of persons who will
or should be especially protected or benefited by the terms or requirements of
this chapter.
(b) It is the specific intent of this chapter to place the obligation of complying with
these regulations upon the applicant or discharger and no provision nor any term
used in this chapter is intended to impose any duty whatsoever upon the city or
any of its officers, employees or agents, except as provided under the Act or
other related statutes of the United States or the state of Washington.
(c) Nothing contained in this chapter is intended to be nor shall be construed to
create or form the basis for any tort liability on the part of the city or its officer,
employees or agents for any injury or damage resulting from the failure of an
applicant or discharger to comply with the provisions of this chapter, or by reason
or in consequence of any inspection, notice, order, certificate, permission or
approval authorized or issued or done in connection with the implementation or
enforcement of this chapter, or inaction on the part of the city related in any
manner to the implementation or the enforcement of this chapter by its officer,
employees or agent.
City of Arlington
Council Agenda Bill
AGENDA ITEM:
ATTACHMENT K
COUNCIL MEETING DATE:
February 14, 2011
SUBJECT:
Proposed Resolution to revise the City’s Fee
Schedule
DEPARTMENT OF ORIGIN:
Executive
ATTACHMENTS:
- Proposed Revised Resolution amending the current City fee schedule for Building
Permit fees, Grading Fees, Cemetery Fees, Licensing Fees for specific types of
businesses, EMS fees and incorporating Dog Licensing Fees previously adopted
- AWC Tax & User Fee Survey Data for Licenses for Cabarets, Limos, and Taxicabs
- Fee Study for Grading Permits
EXPENDITURES REQUESTED:
BUDGET CATEGORY: General Fund
LEGAL REVIEW: City Attorney review is pending.
DESCRIPTION:
City staff is proposing revisions to the City fee schedule for Building Permit Fees, Grading Fees,
Cemetery Fees, Licensing Fees for specific types of businesses, EMS fees and incorporating Dog
Licensing Fees previously adopted. The proposed revisions are for new grading permit
regulations that are being considered by the Council. Also included in the proposed revisions
are revised cemetery fees, as recommended by the City’s Cemetery Board, Licensing fees for
specific types of businesses, and incorporating the dog licensing fees adopted in June 2010 into
the fee schedule.
The new additions to the fee schedule under the category of Licensing fees for specific types of
business is a result of the Municipal Code cleanup project.
HISTORY:
On March 1, 2010, the City Council approved Resolution No. 2010-002 updating the City’s fee
schedule. The City Council adopted licensing fees for dogs on June 14. 2010 through
Resolution No. 2010-006.
ALTERNATIVES:
Do not adopt the proposed Resolution.
Remand to staff with specific direction.
RECOMMENDED ACTION:
No action is requested. The Council will be asked to adopt the proposed Resolution at the
February 22, 2011 meeting.
Page 1
RESOLUTION NO. 2011-xxx
A RESOLUTION REPLACING RESOLUTION NOS.2010-002 AND 2010-006,
AND ADOPTING A REVISED FEE SCHEDULE
WHEREAS, the City Council, through ordinance, has adopted regulations requiring certain
actions and services; and,
WHEREAS, these various ordinances set forth that fees shall be set by resolution; and,
WHEREAS, the cost of providing these various services consistent with applicable codes,
regulations, and policies periodically increase or decrease, or certain services or practices are
discontinued and fees are no longer needed; and,
WHEREAS, it is the intent of the City of Arlington to charge appropriate fees and charges
that are consistent with the services provided and to cover the public cost of providing these
various services so that the public is not subsidizing individual benefits derived therefrom;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
ARLINGTON AS FOLLOWS:
The following rates, fees, and charges for various services provided, actions performed, or items
sold by the city and/or its contract service providers, and fines levied against code violators, are
hereby adopted:
Section 1. Fees and Charges—General.
1.1 Fees. Fees are intended to cover the normal, recurring costs associated with
providing a given service. Fees are non-refundable.
1.2 Prices. In some instances, the City provides certain goods and merchandise for
sale. Prices for these goods may be included in this resolution.
1.3 Payment Due. Fees are due at the time the action is requested (e.g., at time of
application) or occurs (e.g., prior to a specific action). An applicant may pay all
fees of a multi-phased project in advance; however, doing so does not vest
applicable fees due. Fees due are those in effect at the time the specific action or
phase of an action is requested or occurs.
1.4 Waivers. Upon petition by the applicant, the City Council may waive any of the
fees, or portions thereof, for any non-profit organization or government agency.
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 2
Section 2. Land Use Fees. Fees for various services, actions, and permits regarding land use,
as per AMC Title 20 Land Use Code, shall be as listed in Table 1: Land Use Fees
Table 1: Land Use Fees
Action Fee ($)
Land Use Permits
Zoning Permit 2,222
Special Use Permit 3,306 plus actual cost of Hearing
Examiner (if req’d)
Conditional Use Permit 3,862 plus actual cost of Hearing
Examiner
Administrative Conditional Use Permit
Seasonal/Special Event
Homeless Encampment
102
508
Preliminary Plats and Binding Site Plans
Conditional Use Permit for a Long Plat 6,983 plus actual cost of Hearing
Examiner
Zoning Permit for a Short Plat 3,068
Final Plats and Binding Site Plans
Long Plat 3,389
Short Plat 1,823
Development Agreements 3,862 plus actual cost of Hearing
Examiner (if req’d)
Master Plan 12,500
Design Review
Administrative 212
Design Review Board 423
Forest Practices Permits
Permit Review 423
Forest Practices Permit Application Fee 106 plus 106 per acre
Review Fee for Conversion Option Harvest Plan Approval 106 plus 106 per acre
Review Fee To Lift Moratorium 300
Inspection Fee 127 per hour plus 106 per acre
Appeals
To City Council 212
To Planning Commission 212
To Hearing Examiner 582 plus actual cost of Hearing
Examiner
To Shoreline Hearings Board 582
Reconsideration of Decision by:
Community Development Director and/or a designee 79
Planning Commission 106
Hearing Examiner 212 plus actual cost of Hearing
Examiner
City Council 132
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 3
Action Fee ($)
Permit Extension
Extension 53
Amendment to or Modification of Permit
Insignificant Design Deviations 53
Minor Amendment 317
Major Amendment 1,067 plus cost of Hearing
Examiner (if req’d)
Binding Site Plans
Text and/or Design Deviation 741
Lot Line Adjustment or Changes to Number of Lots 1,323
Development Agreement 741 plus actual cost of Hearing
Examiner (if req’d)
Boundary Line Adjustment
Boundary Line Adjustment 1,664
Land Use Ordinance Amendment
Amendment to Text of Land Use Ordinance 741
Amendment to Zoning Map (rezone)
< 5 acres 1,111
> or = 5 acres 1,957
Comprehensive Plan Amendment
Minor Amendment (annual cycle) 1,428
Major Amendment (5-year cycle) 2,116
Annexations
Submission of 10% Petition 106
Submission of 60% Petition 1,058
If it goes to BRB hearing 794
Shoreline Development Permit
SDP in conjunction with a Land Use Permit 529
SDP not in conjunction with a Land Use Permit 1,058
Variance
Administrative 635
If it goes to hearing (fee in addition to that paid for
Admin. Decision)
1,217 plus actual cost of
Hearing Examiner
Miscellaneous Actions/Items
Zoning Interpretation 106
Pre-Application Meetings
1st two hours 0
Subsequent meetings 317 per meeting
SEPA Review (note: review of checklist included in
Land Use Permit fee )
SEPA Only (no land use permit required) 529
Review of requested studies (i.e. traffic, wetland, etc) 159
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 4
Action Fee ($)
Review of requested studies (i.e. drainage, geo-tech, etc) 711
Environmental Impact Statement (EIS) 1,058 plus actual cost of consultant
Request of Utility Services Outside City
Single-Family Residence/Duplex 212
Other Development 635
Section 3. Public Works Fees. Fees for various services, actions and permits shall be as
listed in Tables 2-1: Review Fees, 2-2: Grading Plan Review Fees and 2-3: Grading Permit
Fees.
Table 2-1: Review Fees
Action Fee ($)
Site Civil Review 6% E.E.C.C* with a minimum charge of 1,587
Additional Plan Review Fee 212 each
Miscellaneous Engineering Fee 529 each
As-Built Review Fee Included in the site civil review fee
Final Plat Review Fee Included in the site civil review fee
Inspection Fee 127 per hour-1/2 hour minimum
Outside Consultant Review Fee Actual cost
Simple Site Plan Review 265 per lot
Right of Way 6% E.E.C.C* or maximum 1,058 with a
minimum charge of 106 plus inspection fees
Right of Way Vacation 1,058
Miscellaneous Staff Time 127 per hour per person-1/2 hour minimum
Engineering Meetings-after 2 hours 317 per meeting
Water Availability Certificate SFR 32 – Non-SFR 106
Recovery Contract 1,058 plus actual cost
GIS
Zoning and Land Use Maps 10.00
11x17 5.00
2x3 13.00
3x3 19.00
3x4 25.00
Map CD 26.00
Data CDs/FTP 26.00 per client
Hourly Rate for Custom Work 127 per hour, ½ hour minimum
Laminating 3/sq ft
Shipping 5.00
Fee none
* E.E.C.C Engineer’s Estimated Cost of Construction-Includes labor, equipment, material, overhead and profit.
Prices shall be from RS Means (latest edition) data adjusted for the Snohomish County area or from local sources if
not included in the RS Means database.
* Simple Site Plan Review - No water or sewer extension - Single family residence with maximum of 2 lots.
* Additional plan review applies when there is a change, addition or revision to the plan.
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 5
* Additional plan review fees will be charged at any point in the project when more than 2 reviews are required.
* Inspection Fee - commercial and residential plats (storm drainage, landscape, right-of-way and bond
inspections).
* Outside Consultant Review Fee.
* Water Availability Certificate Fee.
* Engineering Meetings (first 2 hours are no charge).
* Miscellaneous engineering fee - traffic and storm water report/design reviewed in-house.
Table 2-2: Grading Plan Review Fees
2010 Fee ($) 2011 Fee ($)
50 Cubic Yards or less No fee $ 100
51 to 100 cubic yards 25.50 $ 120
101 to 1,000 cubic yards 40.00 $ 160
1,001 to 100,00010,000 cubic yards
First 1,000 cubic yards
Plus - for each additional
10,000 yards or fraction thereof
53.35
26.50
$ 200
100,00110,001 to 200100,000 cubic yards
For the first 100,000 cubic yards
Plus - for each additional
10,000 yards or fraction thereof
292.00
14.40
$ 300
$40
100,001 to 200,000 cubic yards
For the first 100,000 cubic yards
Plus - for each additional
10,000 yards or fraction thereof
$ 400
$ 60
200,001 cubic yards or more
For the first 200,000 cubic yards
Plus - for each additional 10,000 cubic yards or
fraction thereof
435.45
7.85
$ 500
$100
Other Fees: Additional plan review required by
changes, additions or revisions to approved plans
(minimum charge – 1/2 hour)
54.70*
Per hour
*Or the total hourly cost to the City, whichever is the greatest. This cost shall include supervision, overhead,
equipment, hourly wages and fringe benefits of the employees involved.
Table 2-3: Grading Permit Fees
2010 Fee ($) 2011 Fee ($)
50 cubic yards or less 25.50 $ 100
51 to 100 cubic yards 40.00 $ 120
101 to 1,000 cubic yards
First 100 cubic yards
Plus – for each additional 100 cubic yards or
fraction thereof
40.00
18.90
$ 200
$ 20
1,001 to 10,000 cubic yards
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 6
For the first 1,000 cubic yards
Plus - for each additional
1,000 yards or fraction thereof
210.50
15.70
$ 300
$ 40
10,001 to 100,000 cubic yards
For the First 10,000 cubic yards
Plus - for each additional
10,000 yards or fraction thereof
351.80
71.40
$ 500
$ 60
100,001 to 200,000 cubic yards
For the first 100,000 cubic yards
Plus - for each additional
10,000 yards or fraction thereof
$ 600
$ 80
100200,001 or more cubic yards or more
For the first 100,000 cubic yards
Plus - for each additional 10,000 cubic yards or
fraction thereof
994.80
39.50
$ 600
$ 80
Section 4. Building Permit Fees. For determining the value of a structure, the most current
issue of the Building Safety Journal Magazine, which offers the legacy building valuation
data fee schedule as published by the International Code Council, is adopted by reference.
Fees shall be as listed in Tables 3-1: Building Permit Fees, 3-2: Miscellaneous Building
Inspection Fees and 3-3: Miscellaneous Building Permit Fees.
Table 3-1: Building Permit Fees
Total
Valuation($)
2009 2010 2011 2012 Fee ($)
1.00 – 500.00 28.50 29.00 29.50 30.00 0.00 to 500.00
501.00 – 2,000.00 28.50
3.75
29.00
3.75
29.50
3.83
30.00
3.90
For the first 500.00 plus
For each additional 100.00, or
fraction thereof, to and including
2,000.00
2001.00 –
25,000.00
84.75
17.00
86.00
17.25
86.95
17.60
88.50
17.95
For the first 2,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
25,000.00
25,001.00 –
50,000.00
475.75
12.25
482.75
12.50
491.75
12.75
501.35
13.01
For the first 25,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
50,000.00
50,001.00 –
100,000.00
782.00
8.50
795.25
8.70
810.50
8.87
820.10
9.05
For the first 50,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
100,000.00
100,001.00 –
500,000.00
1,207.00
6.80
1,230.25
6.90
1,254.00
7.04
1,272.60
7.18
For the first 100,000.00 plus
For each additional 1,000.00, or
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 7
fraction thereof, to and including
500,000.00
500,001.00 –
1,000,000.00
3,927.00
5.75
3,990.25
5.90
4,070.00
6.02
4,144.60
6.14
For the first 500,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
1,000,000.00
1,000,001.00
and up
6,80
2.00
4.45
6,94
0.25
4.50
7,08
0.00
4.59
7,21
4.60
4.68
For the first 1,000,000.00 plus
For each additional 1,000.00, or
fraction thereof
Total
Valuation($)
2013 2014 2015 2016 Fee ($)
1.00 – 500.00 30.50 31.00 31.50 32.00 0.00 to 500.00
501.00 – 2,000.00 30.50
3.98
31.00
4.06
31.50
4.14
32.00
4.22
For the first 500.00 plus
For each additional 100.00, or
fraction thereof, to and including
2,000.00
2001.00 –
25,000.00
90.20
18.31
91.90
18.67
93.60
19.05
95.30
19.43
For the first 2,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
25,000.00
25,001.00 –
50,000.00
511.33
13.27
521.31
13.53
531.75
13.80
542.19
14.08
For the first 25,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
50,000.00
50,001.00 –
100,000.00
843.08
9.23
859.56
9.42
876.75
9.61
894.19
9.80
For the first 50,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
100,000.00
100,001.00 –
500,000.00
1,304.58
7.32
1,330.56
7.47
1,357.25
7.62
1,384.19
7.77
For the first 100,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
500,000.00
500,001.00 –
1,000,000.00
4,232.58
6.26
4,318.56
6.39
4,405.25
6.51
4,492.19
6.64
For the first 500,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
1,000,000.00
1,000,001.00
and up
7,36
2.58
4.78
7,51
3.56
4.87
7,66
0.25
4.97
7,81
9.19
5.07
For the first 1,000,000.00 plus
For each additional 1,000.00, or
fraction thereof
Total
Valuation($)
2017 2018 2019 2020 Fee ($)
1.00 – 500.00 32.50 33.00 33.50 34.00 0.00 to 500.00
501.00 – 2,000.00 32.50
4.31
33.00
4.39
33.50
4.48
34.00
4.57
For the first 500.00 plus
For each additional 100.00, or
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 8
fraction thereof, to and including
2,000.00
2001.00 –
25,000.00
95.17
19.81
98.85
20.21
100.70
20.62
102.55
21.03
For the first 2,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
25,000.00
25,001.00 –
50,000.00
552.78
14.36
563.68
14.65
574.96
14.94
586.24
15.24
For the first 25,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
50,000.00
50,001.00 –
100,000.00
911.78
9.99
929.93
10.19
948.46
10.40
967.24
10.61
For the first 50,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
100,000.00
100,001.00 –
500,000.00
1,411.28
7.93
1,439.43
8.08
1,468.46
8.25
1,497.74
8.41
For the first 100,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
500,000.00
500,001.00 –
1,000,000.00
4,583.28
6.78
4,671.43
6.91
4,768.46
7.05
4,861.74
7.19
For the first 500,000.00 plus
For each additional 1,000.00, or
fraction thereof, to and including
1,000,000.00
1,000,001.00 and
up
7,973.28
5.17
8,126.43
5.27
8,293.46
5.38
8,456.74
5.49
For the first 1,000,000.00 plus
For each additional 1,000.00, or
fraction thereof
Table 3-2: Miscellaneous Building Inspection Fees
Action Fee ($)
Inspections outside of normal business hours 50.00 per hour1 (minimum charge 1 hour)
Reinspection fees assessed under provisions of the
current IBC
50.00 per hour1
Inspection for which no fee is specifically
indicated
50.00 per hour1 (minimum charge—1 hour)
Additional plan review required by changes,
additions or revised plans
50.00 per hour1 (minimum charge—1 hour)
For use of outside consultants for plan review and
inspections, or both.
Actual costs2
Stop work order (working without permit) 3
1 Or the total hourly cost to the City, whichever is greatest. This cost shall include supervision, overhead, equipment, hourly
wages, and benefits of the employees involved.
2 Actual costs include administrative and overhead costs.
3 Stop work order (SWO): failure to obtain a valid permit within 48 hour of a SWO will result in double permit fees or a fine
of $500 whichever is less. A permit applied for within the 48 hour timeframe may be subject to a fine and/or fee at the
discretion of the building official.
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 9
Table 3-3: Miscellaneous Building Permit Fees
Action Fee ($)
Change lot after plan review completed 100.00
Change plans during or after plan review. New Plan Review Fee
Change or revise plans after issuance of
permit.
Current hourly rate per IBC or new plan review fee
Action Fee ($)
Commercial or industrial re-roof IBC value or bid amount
Demolitions 100.00
Espresso carts (portable and stand alone) 250.00
Fences over 6 feet in height Current hourly rate per IBC for plan review plus 20.00
permit fee
Mobile homes 500.00
Modular offices (job shacks) 350.00
Moved buildings 100.00 prior to moving together with a building permit
fee based on the IBC valuation for new building and
cost of moved building.
Residential re-roofs 0
if plan review required 50.00
Retaining walls (permit not required under
four (4) feet
100.00 or IBC valuation, whichever is greater
Signs IBC valuation, using permit fee only
4.1 Codes Incorporated by Reference. The fee schedules set out in the following
codes shall be incorporated by reference as though set forth herein:
A. International Mechanical Code*
B. Uniform Swimming Pool, Spa & Hot Tub Code*
C. Uniform Housing Code*
D. Washington State Energy Code*
E. Washington State Ventilation & Indoor Air Quality Code*
F. Washington State Historic Building Code*
* The most recently issued edition.
4.2 Plumbing Fees. Plumbing fees shall be as listed in Table 3-4: Plumbing Fees.
Table 3-4: Plumbing Permit Fees
Action Fee ($)
PERMIT ISSUANCE
For the issuance of each plumbing permitPlumbing Permit Base Fee 25.00
For issuing each supplemental permit for which the original permit has not expired, been
canceled or finaled
10.00
Commercial permits plan review fee (based on valuation) 10%
UNIT FEE SCHEDULE (Note: The following do not include permit-issuing fee.)
Medical Gas Systems 100.00
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 10
Action Fee ($)
Fixtures and Vents
For each plumbing fixture or trap or set of fixtures on one trap (including water, drainage
piping and backflow protection thereof)
12.00
For repair or alteration of drainage or vent piping, each fixture 5.00
Sewers, Disposal Systems and Interceptors
For each industrial waste pretreatment interceptor, including its trap and vent, except
kitchen-type grease interceptors functioning as fixture traps
20.0025.00
Rainwater systems per drain (inside building) 10.00
Water Piping and Water Heaters
For installation, alteration, or repair of water piping or water-treating equipment, or both,
each
5.00
For each water heater including vent 12.0025.00
Lawn Sprinklers, Vacuum Breakers and Backflow Protection Devices
For each lawn sprinkler system on any one meter, including backflow protection devices
thereof
15.0025.00
For atmospheric-type vacuum breakers or backflow protection devices not included in
Item 1:
1 to 5 devices 12.00
Over 5 devices, each 2.00
For each backflow-protection device other than atmospheric-type vacuum breakers:
2 inches (50.8 mm) and smaller 12.00
Over 2 inches (50.8 mm) 25.00
Swimming Pools For each swimming pool or spa:
Public pool 90.00
Public spa 90.00
Private pool 60.00
Private spa 30.00
Miscellaneous
For each appliance or piece of equipment regulated by the Plumbing Code but not
classed in other appliance categories, or for which no other fee is listed in this code
12.00
4.3 Mechanical Permit Fees. Mechanical permit and inspection shall be as listed in
Table 3-5: Mechanical Permit and Inspection Fees.
Table 3-5: Mechanical Permit & Inspection Fees
Action Fee ($)
PERMIT ISSUANCE AND HEATERS
For the issuance of each mechanical permitMechanical Permit Base Fee 25.00
For issuing each supplemental permit for which the original permit has not expired,
been canceled or finaled
10.00
Commercial permit plan review fee (based on valuation) 10%
UNIT FEE SCHEDULE (Note: The following do not include permit-issuing fee.)
Furnaces 25.00
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 11
Action Fee ($)
For the installation or relocation of each forced-air or gravity-type furnace or burner,
including ducts and vents attached to such appliance, up to and including 100,000
Btu/h (29.3 kW)
20.00
For the installation or relocation of each forced-air or gravity-type furnace or burner,
including ducts and vents attached to such appliance over 100,000 Btu/h (29.3 kW)
23.00
For the installation or relocation of each floor furnace, including vent 20.00
For the installation or relocation of each suspended heater, recessed wall heater or
floor-mounted unit heater
20.00
Appliance Vents
For the installation, relocation or replacement of each appliance vent installed and not
included in an appliance permit
10.00
Boilers, Compressors and AC Units 25.00
For the installation or relocation of each boiler or compressor to and including 3
horsepower (10.6 kW), or each absorption system to and including 100,000 Btu/h (29.3
kW)
20.00
For the installation or relocation of each boiler or compressor over 3 horsepower (10.6
kW) to and including 15 horsepower (52.7 kW), or each absorption system over
100,000 Btu/h (29.3 kW) to and including 500,000 Btu/h146.6 kW)
32.00
For the installation or relocation of each boiler or compressor over 15 horsepower
(52.7 kW) to and including 30 horsepower (105.5 kW), or each absorption system over
500,000 Btu/h (146.6 kW) to and including 1,000,000 Btu/h (293.1 kW)
42.00
For the installation or relocation of each boiler or compressor over 30 horsepower
(105.5 kW) to and including 50 horsepower (176 kW), or each absorption system over
1,000,000 Btu/h (293.1 kW) to and including 1,750,000 Btu/h (512.9 kW)
60.00
For the installation or relocation of each boiler or compressor over 50 horsepower (176
kW), or each absorption system over 1,750,000 Btu/h (512.9 kW)
98.00
Air HandlingAHU’s and Condensing Units 100.00
For each air-handling unit to and including 10,000 cubic feet per minute (cfm) (4719
Us), including ducts attached thereto
15.00
Note: This fee does not apply to an air-handling unit which is a portion of a
factory-assembled appliance, cooling unit, evaporative cooler or absorption unit for
which a permit is required elsewhere in the Mechanical Code.
For each air-handling unit over 10,000 cfm (4719 Us) 20.00
Evaporative Coolers & Heat Pumps 25.00
For each evaporative cooler other than portable type 15.00
Ventilation and Exhaust
For each ventilation fan connected to a single duct 10.00
For the installation of each commercial hood which is served by mechanical exhaust,
including the ducts for such hood
50.00
Gas Piping SystemsRefrigeration Systems 50.00
For each gas piping system of 1 to 5 outlets 10.00
For each additional outlet over 5, each 1.00
Miscellaneous
For each appliance or piece of equipment regulated by the Mechanical Code but not 15.0025.00
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 12
Action Fee ($)
classed in other appliance categories, or for which the fee is listed in the table
Table 3-6: Plumbing & Mechanical Plan Review Fees
< THAN $500.00 ROUND DOWN TO NEAREST $1,000. > THAN $500.00 ROUND UP TO NEAREST $1,000.00
Total Valuation Fee ($)
Less than $1,000.00 150.00
$1,000.00 to $9,999.99 200.00
$10,000 to $19,999.99 250.00
$20,000.00 to $29,999.99 300.00
$30,000.00 to $39,999.99 350.00
$40,000.00 to $49,999.99 400.00
$50,000.00 to $59,999.99 450.00
$60,000.00 to $69,999.99 500.00
$70,000.00 to $79,999.99 550.00
$80,000.00 to $89,999.99 600.00
$90,000.00 to $99,999.99 650.00
$100,000.00 to $199,999.99 700.00
$200,000.00 to $299,999.99 800.00
$300,000.00 to $399,999.99 900.00
$400,000.00 to $499,999.99 1,000.00
$500,000.00 to $599,999.99 1,100.00
$600,000.00 to $699,999.99 1,200.00
$700,000.00 to $799,999.99 1,300.00
$800,000.00 to $899,999.99 1,400.00
$900,000.00 to $999,999.99 1,500.00
$1,000,000.00 to $1,999,999.99 1,600.00
$2,000,000.00 to $2,999,999.99 1,700.00
$3,000,000.00 to $3,999,999.99 1,800.00
$4,000,000.00 to $4,999,999.99 1,900.00
5 Million and Up 2,000.00 for the first $5M plus
$1.00 for each additional
$1,000.00 or fraction thereof
Table 3-7: Fire Permit Fees
Action Fee ($)
Fire Sprinklers
Plan Review Fee 100.00
Permit Fee Based on Valuation
Fire Alarms
Plan Review Fee 100.00
Permit Fee Based on Valuation
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 13
Commercial Hoods (Type I & Type II)
Plan Review Fee 100.00
Permit Fee Based on Valuation
Other Fire Safety System
Plan Review Fee 100.00
Permit Fee Based on Valuation
Section 5. Cemetery Fees. Fees and prices for various services, actions, and merchandise for
cemetery use shall be as listed in Table 4: Cemetery Fees and Prices.
Table 4: Cemetery Fees and Prices
Product / Service / Action Fee ($)
Traditional Burial
Burial Lot $1,500
Opening & Closing (during business hours) $1,000
Opening & Closing (after business hours) $1,300
Concrete Grave Liner $800
Vaults
Monticello $1,595
Continental $1,895
Venetian $2,295
Cameo Rose / SST Triune $2,995
Vault Internment System $350
Inurnment
Cremation Lot / Urn Garden $650
Second Right Inurnment $500
Opening & Closing (during business hours) $445
Opening & Closing (after business hours) $695
Liner $310
Childrens Garden
Babyland Lot $397
Opening & Closing (all times) $488
Babyland Liner $658
Niche
Niche Wall I and II, rows 1-3 top half $1,142
Niche Wall I and II, rows 4-6 bottom half $1,089
Opening & Closing (during business hours) $445
Opening & Closing (after business hours) $695
Second Right Niche Wall $545
Niche Inscription – Single $363
Niche Inscription – Double $563
Tent and Chairs for Inurnment $163
Flower Vase for Niche Wall $205
Headstones and Monuments
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 14
Headstone Setting - 28 x16 or smaller $275
Headstone Setting - 32 x 20 or larger $375
Setting Fee - vase block or garden marker $60
Setting Fee - upright monument (single) $575
Setting Fee - upright monument (double) $675
Headstone Final Inscription (off site) $550
Headstone Final Inscription (on site) $363
Headstone Sales - varies Call
Inspection Fee (outside sales only) $375
Memorial Marker - varies Call
Other Services
Memorial Tree w/ garden marker $800
Disinterment / Traditional Burial $1,995
Disinterment / Cremation $650
Pressure Washing $75 40 for first headstone
$25 for each additional
headstone
Section 6. Fees for the Use of City Owned Facilities. Fees for various services, actions,
and permits regarding use of City owned facilities shall be as listed in Table 5: Fees for the
Use of City Owned Facilities.
Table 5: Fees for the Use of City Owned Facilities
Use/Activity Fee ($)
Hadley Hall at the Arlington Community Youth Center
Without Kitchen
One to three hours 15 per hour
Over three hours 75
With Kitchen
One to three hours 20 per hour
Over three hours 125
Athletic Fields
League
Baseball
Youth, resident team 7.50 per youth per season
Youth, non-resident team 10 per team per use
Adult 25 per use
Softball
Youth, resident team 7.50 per youth per season
Youth, non-resident team 10 per team per use
Adult 25 per use
Soccer
Youth, resident team 7.50 per youth per season
Youth, non-resident team 10 per team per use
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 15
Adult 25 per use
Other
Youth, resident team 7.50 per youth per season
Youth, non-resident team 10 per team per use
Adult 25 per use
Tournament
Baseball
Youth, resident team 7.50 per youth per tournament
Youth, non-resident team 10 per team per use
Adult 25 per use
Softball
Youth, resident team 7.50 per youth per tournament
Youth, non-resident team 10 per team per use
Adult 25 per use
Soccer
Youth, resident team 7.50 per youth per tournament
Youth, non-resident team 10 per team per use
Adult 25 per use
Other
Youth, resident team 7.50 per youth per season
Youth, non-resident team 10 per team per use
Adult 25 per use
Lighting
Youth 3 per hour
Adult 6 per hour
Scheduling Fee for League and Tournament
League 15 per team
Tournament 15 per tournament
Concession Sales
League 50 per season
Tournament 25per day
6.1 Definitions.
A. “Youth” is defined as any person 18 years of age or younger.
B. “Resident” is defined as any team composed of at least 51% Arlington
residents.
Section 7. Appeal Fees for Violations and Abatement. Fees for various services and
actions regarding violations and abatement as per Chapter 11.01 of the Arlington Municipal
Code shall be as listed in Table 6: Appeal Fees for Violations and Abatement.
Table 6: Appeal Fees for Violations and Abatement
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 16
Action Fee ($)
Appeals
To Hearing Examiner 582 plus actual cost of Hearing Examiner
Fines
Forest Practice Violation Fine 317
Section 8. Licensing Fees. Licensing fees for various licenses issued under various sections
of the Arlington Municipal Code shall be as listed in Table 7:- Licensing Fees.
Table 7: Licensing Fees
License/Activity Fee ($)
Annual/renewal business license under AMC Chapter 5.28 60.00
Late payment penalty for each month of delinquency of business
license under AMC Chapter 5.28
5.00 per month of delinquency
For new applications applied for between October 1st through
December 30th the new business license applications pay the
following fee of $45.
45.00
For new applications applied for between January 1st through
March 30th new business license applications pay the following fee
of $30
.
30.00
For new applications applied for April 1st through June 30th new
business license applications pay the following fee. Note: $15 for
the remainder of the current business license year and $60 for the
new business license year for a total of $75, making the business
license valid thru June 30th of the following year.
75.00
Businesses with offices located outside of city limits but conducting
business within city limits (AMC Chapter 5.28)
20.00
Peddlers & Solicitors License under AMC Chapter 5.04 25.00
Vehicles for Hire License under AMC Chapter 5.12
- First vehicle
- Each vehicle thereafter
35.00
15.00
Cabaret License under AMC Chapter 5.16 75.00
Section 9. EMS Fees and Charges.
9.1 Fees and Mileage Charges Established. For purposes of AMC Chapter
3.06, fees and mileage for EMS services shall be set as set forth in Table 8:
Emergency Medical Services Rates and Charges.
9.2 EMS Transport Fees. In accordance with the requirements of 42 Code of
Federal Regulations (CFR) Parts 410 and 414, which provides that Medicare
fees and charges shall apply to Medicare recipients;
A. Unmet (excess fee) Part B Deductible and Part B coinsurance amounts. In
accordance with the provisions of 42 CFR Parts 410 and 414, the City
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 17
shall bill the patient for any unmet or excess fee to the extent authorized
by federal law.
B. Inability to Pay Excess Fee. Individuals who are on fixed or low incomes
or do not have the ability to pay the differential because of financial
difficulties may submit a request to waive the differential to the City with
supporting documentation of the inability to pay.
Table 8: Emergency Medical Services Rates and Charges
Service Rate ($)
BLS Non-emergent 476.00
BLS Emergent 476.00
ALS Emergent 741.00
ALS 2 846.00
ALS Response Fee 265.00
Specialty Care Transport Fee 846.00
Mileage (all categories) 16.00 per mile
Section 9. Dog Licensing Fees.
License Annual Fee ($)
Dog - unaltered $ 20
Dog – altered $ 10
Dog – altered (senior citizen owner) $ 5
Dog – altered & micro-chipped $ 5
Replacement Tag fee $ 5
Late Fee – for failure to purchase annual
license before March 1
$ 10
Per RCW 49.60.380, the City of Arlington shall honor a request by a blind person or hearing impaired
person not to be charged a fee to license his or her dog guide, or a request by a physically disabled
person not to be charged a fee to license his or her service animal.
All dogs require proof of current Rabies vaccination to be licensed.
Proof is also required for alteration and micro-chip to be eligible for the reduced fee.
Section 10. Repeal of Previous Fee Resolutions. Resolutions 2010-002 and Resolution
2010-006are hereby repealed.
Section 11. Effective Date. This resolution will become effective immediately upon
passage.
PASSED by the City Council and APPROVED by the Mayor this _____ day of
______________________ 2011.
CITY OF ARLINGTON FEE SCHEDULE RESOLUTION #2011-XXX
Page 19
CITY OF ARLINGTON
_________________________________
Margaret Larson, Mayor
ATTEST:
_________________________________
Kristin Banfield, City Clerk
APPROVED AS TO FORM:
_______________________________
Steve Peiffle, City Attorney
Association of Washington Cities - 2010 Tax and User Fee Survey
Report Date: 1/20/2011 - Municipal Tax Rates & Fees
Report
Criteria: Jurisdiction: Cities Population:
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60,000
Valuation: non
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Region: none Cluster: none
Counties: King, Pierce, Skagit, Snohomish, Thurston, Whatcom
Jurisdictions per selection criteria
Absence of data could mean an incomplete survey and/or that a
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City
Name
Business License Regulatory Fees
Cabaret Limos Taxi
Fee Frequency Fee Frequency Fee Frequency
Arlington $75 Annual
$75 Annual
Burlington $100 Annual $100 Annual $125 Annual
Des Moines $150.00-
$325.00 Annual $30 Annual
Kirkland $100.00 -
$250.00 Annual
Lacey $25 One-Time $30 Annual $30 Annual
Lake
Stevens $500 Annual $25 Annual $25 Annual
Lynden
$10 Annual $10 Annual
Lynnwood
$97.50 per
yr +
$14.50/empl.
Annual $165 Annual $165 Annual
Marysville $20.00-
$100.00 Annual $20 Annual $20 Annual
City
Name
Business License Regulatory Fees
Cabaret Limos Taxi
Fee Frequency Fee Frequency Fee Frequency
Mount
Vernon
$75.00 +
$25.00/vehicle Annual $75.00 +
$25.00/vehicle Annual
Mountlake
Terrace
$409.00-
$1022.00 Annual
Annual
$93.00 +
2$5.00
background
check
Annual
Olympia $30 Annual $30 Annual $30 Annual
Puyallup $150 Annual
$25 Annual
Sammamish
$100.00
music plus
$250.00
dance
Annual
SeaTac $200 Annual
Shoreline $124.75 -
$581.00 Annual
Tumwater $50 Annual $50 Annual $50 Annual
Plan Review
Fee Permit Fee Plan Review
Fee Permit Fee Plan Review
Fee
Additional
100 CY Permit Fee Additional
100 CY
Plan Review
Fee Permit Fee Additional
1,000 CY
Plan Review
Fee
Arlington No Fee $25.50 Flat
Fee
$25.50 Flat
Fee
$40.00 Flat
Fee
$40.00 Flat
Fee
$40.00 Flat
Fee $18.90 $53.35 Flat
Fee
$210.50 Flat
Fee $15.70 $53.35 Flat
Fee
Kenmore $28.40 Flat
Fee
Base Fee +
Disturbed
Area up to 1
acre $176.00
per acre
$819.00
$28.40 Flat
Fee
Base Fee +
Disturbed Area
1.1-10 acres
$381.00
per acre
$614.30
$28.40 > 500
$54.00/501 >
$28.40 > 500
$39.20/501 >
Base Fee +
Disturbed Area
10.1-40 acres
$2,916.00
per acre
$360.80
$54.00 > 3000
$339.00 > 10,000
$39.20 >
3000
$26.10/3001
>
Base Fee +
Disturbed Area
40.1-120 acres
$10,428.00
per acre
$173.00
$2,159.00 >
20,000 $3,319.00
> 40,000
$3,599.00 >
80,000 $4,239.00
/ 80 001+
Kent 65% of
grading fees
Valuation
$5.00 per cy
Valuation up
to $500.00 -
$23.50
65% of
grading fees
Valuation
$501.00 -
$2000.00
$25.30/1st $500
$3.30 each
additional
$100.00
65% of
grading fees
Valuation
$2001.00 -
$25,000.00
$74.80/1st
$2000.00
$15.10 each
additional
$1,000.00
65% of
grading fees
Valuation
$25,001.00 -
$50,000.00
$422.10/1st
$25,000.00
$10.90 each
additional
$1,000.00
65% of
grading fees
Marysville $100.00 Flat
Fee
$100.00 Flat
Fee
$120.00 Flat
Fee
$120.00 Flat
Fee
$160.00 Flat
Fee
$200.00 Flat
Fee $20.00 $200.00 Flat
Fee
$300.00 Flat
Fee $40.00 $300.00 Flat
Fee
Mill Creek 1% EECC*
Inspection
Fee 2.0%
EECC*
1% EECC*
Inspection
Fee 2.0%
EECC
1% EECC
Inspection
Fee 2.0%
EECC
1% EECC
Inspection
Fee 2.0%
EECC
1% EECC
Monroe $398.00 Flat
Fee
$253.00 Flat
Fee
$788.00 Flat
Fee
$253.00 Flat
Fee
$1307.00 Flat
Fee
$253.00 Flat
Fee
$2102.00 Flat
Fee
$253.00 Flat
Fee
$3138.00 Flat
Fee
Mount
Vernon No Fee No Fee No Fee $250.00 Flat
Fee
$250.00 Flat
Fee
$500.00 Flat
Fee
Sedro
Woolley No Fee $23.50 Flat
Fee
$23.50 Flat
Fee
$37.00 Flat
Fee
$37.00 Flat
Fee
$37.00 Flat
Fee $17.50 $49.25 Flat
Fee
$194.50 Flat
Fee $14.50 $49.25 Flat
Fee
Snohomish
County
0.33 per
cubic yard
$250 pre-Insp.
$100 site
review $200
basic fee
0.33 per
cubic yard
$250 pre-Insp.
$100 site review
$200 basic fee
0.33 per
cubic yard
$250 pre-Insp.
$100 site review
$200 basic fee
Not to exceed
$23,000
0.33 per
cubic yard
$250 pre-Insp.
$100 site review
$200 basic fee
Not to exceed
$23,000
0.33 per
cubic yard
Plan Review
Fee Permit Fee Plan Review
Fee Permit Fee Plan Review
Fee
Additional
100 CY Permit Fee Additional
100 CY
Plan Review
Fee Permit Fee Additional
1,000 CY
Plan Review
Fee
$100.00 Flat
Fee
$100.00 Flat
Fee
$120.00 Flat
Fee
$120.00 Flat
Fee
$160.00 Flat
Fee
$200.00 Flat
Fee $20.00 $200.00 Flat
Fee
$300.00 Flat
Fee $40.00 $300.00 Flat
Fee
50 CY or Less
50 CY or Less 51 - 100 CY 101 - 1,000 CY 1,001 - 10,000 CY
Engineering - Proposed Fee Schedule
Engineering - Municipality Grading Fee Comparison 2010
1,001 - 10,000 CY 101 - 1,000 CY51 - 100 CY
Additional
10,000 CY Permit Fee Additional
10,000 CY
Plan Review
Fee
Additional
10,000 CY Permit Fee Additional
10,000 CY
Plan Review
Fee
Additional
10,000 CY Permit Fee Additional
10,000 CY
$26.50 $351.80 Flat
Fee $71.40 $292.00 Flat
Fee $14.40 $994.80 Flat
Fee $39.50 $435.45 Flat
Fee $7.85 $994.80 Flat
Fee $39.50
$7.90 > 20,000
$2.10 > 40,000
$1.40 > 80,000
$0.60 / 80,001 +
Base Fee +
Disturbed Area
120.1-360
acres
$22,944.00
per acre
$68.70
Base Fee +
Disturbed Area
360.1 and up
$34,716.00
per acre
$36.00
Valuation
$50,001.00 -
$100,000.00
$694.60/1st
$50,000.00
$7.55 each
additional
$1,000.00
65% of
grading fees
Valuation
$100,001.00 -
$500,000.00
$1,072.10/1st
$100,000.00
$6.05 each
additional
$1,000.00
65% of
grading fees
Valuation
$500,001.00 -
$1,000,000.00
$3,492.10/1st
$500,000.00
$5.10 each
additional
$1,000.00
$40.00 $500.00 Flat
Fee $60.00 $400.00 Flat
Fee $60.00 $600.00 Flat
Fee $80.00 $500.00 Flat
Fee $100.00 $600.00 Flat
Fee $80.00
Inspection
Fee 2.0%
EECC
0.75% EECC
Inspection
Fee 1.5%
EECC
0.75% EECC
Inspection
Fee 1.5%
EECC
* E.E.C.C. - Engineer's Estimated Cost
of Construction - includes labor,
equipment, material, overhead and
profit.
$253.00 Flat
Fee
$3138.00 Flat
Fee $186.00 $253.00 Flat
Fee
$3138.00 Flat
Fee $186.00 $253.00 Flat
Fee
$500.00 Flat
Fee
$500.00 Flat
Fee
$500.00 Flat
Fee
$24.50 $325.00 Flat
Fee $66.00 $269.75 Flat
Fee $13.25 $919.00 Flat
Fee $36.50 $402.25 Flat
Fee $7.25 $919.00 Flat
Fee $36.50
Not to exceed
$23,000
$250 pre-Insp.
$100 site review
$200 basic fee
0.33 per
cubic yard
Not to exceed
$23,000
$250 pre-Insp.
$100 site review
$200 basic fee
0.33 per
cubic yard
Not to exceed
$23,000
$250 pre-Insp.
$100 site review
$200 basic fee
Additional
10,000 CY Permit Fee Additional
10,000 CY
Plan Review
Fee
Additional
10,000 CY Permit Fee Additional
10,000 CY
Plan Review
Fee
Additional
10,000 CY Permit Fee Additional
10,000 CY
$40.00 $500.00 Flat
Fee $60.00 $400.00 Flat
Fee $60.00 $600.00 Flat
Fee $80.00 $500.00 Flat
Fee $100.00 $600.00 Flat
Fee $80.00
100,001 - 200,00 CY 200,001 CY and up10,001 - 100,000 CY
200,001 CY and up10,001 - 100,000 CY 100,001 - 200,00 CY