Economic Development Board

Agenda Economic Development Board Regular Meeting July 17, 2026 | 7:30 AM City Hall, Conference Room 10220 270th Street NW Stanwood, WA 98292 Meeting information is posted on line at: https://www.stanwoodwa.org. 1. Call to Order 2. Roll Call 3. Public Comments 4. Approval of Minutes a. Economic Development Board Minutes 2026.03.20 5. Unfinished Business 6. New Business a. Economic Development Activities Update b. Utility Box Art Project c. Creative Arts District Update d. Job Fair Summary e. State of the City Video Project f. Business Licenses: March–June 2026 7. Board Member Comments 8. Adjourn Page 1 of 45  City of Stanwood Economic Development Board Staff Report Item Number: 4.a. Date: July 17, 2026 Subject: Economic Development Board Minutes 2026.03.20 Contact Person: Aaron Weinberg, Business & Community Relations Attachments: 1. EDB Meeting Minutes 2026.03.20 Page 2 of 45  Economic Development Board Minutes Meeting Minutes Friday, March 20, 2026| 7:30 am Economic Development Board Members Present: Les Andersen, David Pelletier, Kristine Birkenkopf, Teresa LaFleur, Camrie Ingram, Lacey Winslow, Tobin Fekkes (online) Staff Present: Aaron Weinberg, Audrey Rotrock Others Present: None David Pelletier called the meeting to order at 7:30 a.m. 1. Receive the Minutes of the January 16, 2026, EDB Meeting Les Anderson made a motion to approve the January minutes. Kristine Birkenkopf seconded the motion. All were in favor of approving the minutes as written of the January 16, 2026, meeting. 2. Stanwood Identity Discussion The board went through an Economic Identity Spectrum exercise to get an idea of the community’s identity, priorities, and direction. 3. Stanwood Regional Job Fair Aaron gave an update on the job fair which has 30 number of businesses participating. 4. Depot Park Art Project The Board requested to see the artists’ renderings. 5. Creative Arts District & Mainstreet Program Update Aaron gave an update on the status Creative Arts District and Mainstreet Program. The Board had no comments. 6. Port Susan Trail Route and Wayfinding The Board approves of the signage for the Port Susan Trail Route. 7. Heritage Park Graffiti Art The Board approves of the Heritage Park Graffiti Art Project. Adjourn: 8:58 a.m. 10220 270th St NW, Stanwood, WA 98292 | 360-629-2181 | www.stanwoodwa.org Page 3 of 45  CITY OF STANWOOD ECONOMIC DEVELOPMENT BOARD STAFF REPORT ITEM NUMBER: 2026-6.a. DATE: July 17, 2026 SUBJECT: Economic Development Activities Update CONTACT PERSON: Aaron Weinberg, Business and Community Relations Coordinator PURPOSE The purpose of this agenda item is to provide the Economic Development Board with general economic development updates related to business retention, expansion, and attraction. BACKGROUND Business retention, expansion, and attraction is the core framework for local economic development. • Retention focuses on helping existing Stanwood businesses remain stable and successful by listening to their needs, reducing barriers, improving communication, and supporting the commercial environment around them. • Expansion means helping businesses grow, including adding employees, moving to larger spaces, and participating more fully in the local and regional economy. • Business attraction means positioning Stanwood so that new businesses, entrepreneurs, visitors, and investors see the community as a good place to locate or spend time. This also involves working with property owners, site selectors, and regional, state, and national economic development agencies. For the Economic Development Board, this framework connects many of the City’s current economic development efforts. Business surveys, business check-ins, the Storefront Improvement Program, Stanwood Event Grant, public events, public art, and district identity work all support one or more parts of retention, expansion, and attraction. Together, these efforts help Stanwood support the businesses already here while building the conditions for future growth and investment. Page 4 of 45 ANALYSIS Business Attraction The State Department of Commerce has a business attraction team that City staff work with alongside the Snohomish Economic Development Alliance. Requests for proposals have come slowly. This is not unusual, as there are typically dry spells for a few months, then a flood of RFPs. As a small city with limited development opportunities, most RFPs aren’t good fits. But it’s good to monitor the types of companies looking to locate in western Washington. Below are the RFPs that we’ve received since the last EDB meeting. • Project Velvet Hammer: Project Velvet Hammer is a fast-moving site selection project for a marine manufacturing company focused on aluminum boat production and future battery-integrated marine systems. The company is evaluating sites across approximately 15 states, including the Pacific Northwest, to support long-term manufacturing expansion. o Response: We did not submit a proposal for this project because it required 250,000 square feet and deep-water access. • Project Sigma: The company is a global leader in superconducting quantum computing systems, serving high-performance computing (HPC) centers, research institutions, and enterprise customers. The company is seeking to establish a U.S. presence that supports both infrastructure deployment and long-term ecosystem development. o Response: This is a data center, and we did not submit a proposal. • Project Ellie: This project is looking for two facilities: Manufacturing and Flight- Testing Sites. Both facilities will require access to airspace, ideally an FAA approved UAS site. The Flight Test facility can be co-located with Manufacturing or can be separate. It is not guaranteed that both facilities will be in the same municipality or even same state. o Response: The manufacturing facility size requirements were too large to submit a proposal. • Project NF Spring: Project NF Spring is a Chinese company that manufactures ready-to-drink tea, coffee and energy drinks. The company plans to select a site in the United States to build a modern ready-to-drink beverage manufacturing Page 5 of 45  plant. This is a competitive project – other states in consideration are located in the West Coast, East Coast, and Midwest. o Response: Facility size requirements ruled out submitting a proposal. • Project North Star: The company manufactures magnets using new technology and this project represents the company’s first high-volume manufacturing (HVM) facility and second large-scale commercial plant. The proposed facility will support 10,000 metric tons of annual capacity, create 700 high paying technical jobs, and invest $1.8B into the selected community. o Response: Stanwood lacked acreage for a site. The City also has multiple ongoing organic business attraction efforts. Below are two of the largest projects the City received since the last Economic Development Board meeting: • 92nd Ave. NW Property: Economic Development staff are currently working with the property owner of the large gravel lot east of Heritage Park behind the Stanwood Bus Barn. There is an opportunity to attract a light manufacturer at an approximately 45,000 square-foot building zoned light industrial. Staff have been communicating with the property owner to help them understand potential demand. Staff have informed the State Department of Commerce and Economic Alliance of Snohomish County business attraction staff of the tentative plans for the property so agency staff can pass along relevant RFPs. The Economic Development Board noted that supporting light industrial growth was important during the spectrum discussion exercise, so this project is a high priority. Page 6 of 45 • Tractor Supply: City received an organic site selector inquiry for Tractor Supply. The EDB expressed interest in attracting more national retail chains to fill gaps in convenience options. Based on EDB discussion, this company is likely not a great fit since similar items can already be purchased at the Stanwood Country Store. Business Expansion • Pilot Parklet Program: Staff received some community interest in revisiting the pilot parklet program from 2020 temporarily allowing businesses to use adjacent public parking stalls for seating and business uses. The program’s first iteration did not work. Insurance and other requirements were burdensome, and some folks disapproved of semi-permanently losing parking stalls. These programs, however, have had success in other nearby cities. Studies in larger cities show an improvement in foot traffic and an increase in customer bases. • Manufacturing Grant: Staff shared the Evergreen Manufacturing Growth Grant opportunity with local manufacturers. The grant provided up to $200,000 for projects that improve manufacturing employment through building expansion or increased production capacity. While local companies indicated they were not currently in a position to pursue the grant, this annual State Department of Commerce opportunity remains a strong fit for Stanwood if an existing manufacturer is prepared for growth. This aligns directly with the Economic Development Board’s interest in supporting and attracting light manufacturing. • Business Training: Staff also shared a free ScaleUp Business Training opportunity with local businesses. The virtual course focuses on strategies to increase profitability, strengthen operations, and support business growth through live instruction, peer roundtables, and direct mentorship. Four Stanwood businesses registered for the program. This effort supports the Economic Development Board’s goal of encouraging growth that strengthens existing businesses. • Commercial Kitchen: The Community Development team is working with a local company interested in using Snohomish County grant funds to install a commercial kitchen. A commercial kitchen could be a valuable addition to Stanwood by supporting small business growth, local food entrepreneurship, and downtown activity without requiring each business owner to make a major upfront investment in their own certified kitchen. This type of project builds on Stanwood’s small business strengths and could provide new opportunities for food-based entrepreneurs, caterers, farmers market vendors, and other local makers. • Small Business Site Selection: Staff are working with multiple entrepreneurs seeking sites for small business opportunities. However, available sites remain limited, which continues to be a challenge for business attraction and expansion. Page 7 of 45  • Storefront Improvements: Two Storefront Improvement Grants have been approved by City Council: One for the Low Bar and one for the Mercantile building adjacent to Depot Park. Business Retention Economic Development staff take a proactive approach to business retention by regularly visiting local businesses, meeting with owners in their storefronts, and maintaining a visible presence throughout Stanwood. This hands-on outreach provides valuable face time, reinforces that the City is invested in helping businesses succeed, and gives business owners a direct connection to staff who can serve as a resource for a variety of needs. Business Check-Ins: Through this groundwork, staff have connected business owners with resources, kept them informed about City projects, and helped answer City-related questions. To complement this outreach, Economic Development staff also host monthly meetings at City Hall with downtown business owners. These meetings provide an opportunity to share City updates, discuss business needs, and strengthen the sense of community among local business owners. Commerce Alliance Support: Economic Development staff have also been working with the Stanwood Commerce Alliance to help strengthen the organization to increase capacity to serve local businesses. In May, the City co-hosted the Stanwood Regional Job Fair, and staff are planning a small-business training program in September to help businesses prepare for the holiday shopping season and identify opportunities to increase sales. The program is planned as a four-part, in-person training series. Stanwood Event Grants: Economic Development staff have approved two Stanwood Event Grants. The grant program, revamped for 2026, is intended to draw foot traffic to areas of commerce. Stanwood Book Fest was awarded the maximum award of $3,000 and is expected to draw thousands of visitors to the Brick Road on Aug. 8. This is a new event and is exciting because it helps further promote Stanwood as a regional destination. The OCS of NW Washington High School Enlistee Recognition Ceremony was held May 30, at the high school, and partnered with local restaurants to send attendees to out to lunch when the event concluded around noon. The event was awarded a grant of $500. RECOMMENDATIONS None; Discussion Item. PROPOSED MOTION None; Discussion Item. Page 8 of 45  CITY OF STANWOOD ECONOMIC DEVELOPMENT BOARD STAFF REPORT ITEM NUMBER: 2026-6.b. DATE: July 17, 2026 SUBJECT: Utility Box Art Project CONTACT PERSON: Aaron Weinberg, Business and Community Relations Coordinator PURPOSE The purpose of this agenda item is to provide the Board an update on the Utility Box Art Project. BACKGROUND The City plans to install vinyl images depicting striking Stanwood scenery as part of its 2026 beautification efforts. Installing vinyl images on prominent utility boxes is a popular way for cities to turn otherwise drab public fixtures into vibrant pieces of public art. Communities commonly utilize imagery that reflects local character, including natural landscapes, wildlife, historical photographs, cultural themes, and artwork created by local artists. Snohomish County PUD maintains a Utility Box Wrap Program allowing decorative vinyl artwork to be installed on PUD-owned electrical equipment. The program provides an established framework, including an application process and approved vendors. Here’s how the process works: 1. Submit Utility Box Wrap Program applications for each utility box. 2. Work with a PUD pre-approved vendor on artwork selection and gathering dimensions. 3. Vinyl wrap installation is completed by vendor. ANALYSIS Working from a utility box map provided by the PUD, City staff selected seven preferred boxes based on public visibility and potential for improving the appearance of the surrounding area. The images and map below show the seven preferred sites. Of the seven, staff narrowed it down to five boxes. From there, site selection will be further narrowed based on the City Beautification budget. Page 9 of 45 Staff originally planned to use local photography collected by the Meyer Art Center a few years ago. The image quality for the photos is not high enough for large printing, so staff plan to use Adobe Stock photos. See Attachment A for photo samples. Figure 1: The graphic above shows the initial proposed locations for the utility box wraps. Page 10 of 45 Figure 2: The images above were creating using generative AI. FINANCIAL IMPACT Each wrapped utility box is estimated to cost $3,000 to $3,500 through a Seattle-based company called SpeedPro, a Snohomish PUD-approved utility box wrap vendor. It was the only approved utility box vendor to respond. PROPOSED MOTIONS None; Committee Discussion Item Page 11 of 45  CITY OF STANWOOD ECONOMIC DEVELOPMENT BOARD STAFF REPORT ITEM NUMBER: 2026-6.c. DATE: July 17, 2026 SUBJECT: Creative Arts District Update CONTACT PERSON: Aaron Weinberg, Business and Community Relations Coordinator BACKGROUND For decades, the City of Stanwood has been laying the groundwork for a vibrant and thriving downtown corridor. This long-term vision has been shaped through multiple community-driven planning efforts, beginning with the 2003 Design Stanwood Plan, followed by the 2012 Stanwood/Camano Destiny by Design Study, the 2015 Economic Development Plan, the 2020 City Beautification Plan, and most recently the 2024 Comprehensive Plan. Each of these plans reinforced the community’s desire for a revitalized, attractive, and culturally rich downtown core. As part of the 2025–2026 budget and work plan, the City formally launched the Downtown Initiative, an effort aimed at implementing these Plans. A committee, called the Downtown District Initiative Advisory Committee, was assembled consisting of local business owners, artists, the historical society and a Council representative. Their initial task was to determine if there exists sufficient interest in the local community to support a Creative District, Historic Preservation Program, and Main Street Program. To support this effort, the City hired Maul Foster & Alongi (MFA), a consultant team experienced in community development, facilitation, and strategic planning. MFA assisted in guiding discussions, helping the Committee prioritize objectives, and outlining a structured and achievable path forward. After six meetings from 2025 to mid-2026, the Committee decided to prioritize the Creative District. It was noted that progress could still be made concurrently to form a Main Street Program, though not as quickly. The Historic Preservation is being pursued separately. Overall, the committee voiced that the Creative District would produce the Page 12 of 45 greatest impact in a shorter timeframe, focusing on West downtown, an area that has historically had slower growth than East downtown. Also, capacity doesn’t exist within the City or among community organizations to work on both a Creative Arts District and Main Street Program simultaneously. The Creative Arts District’s timeline would be quicker to form (2 years versus 4 years for a Main Street designation) and would align well with construction of the proposed Meyer Arts Center. Establishing a Creative District will formalize and promote Stanwood’s growing arts, culture, and heritage sectors. Benefits include: • Increased visibility and branding for downtown arts and cultural assets • Eligibility for Creative District capital and program grants • Implementation of cultural, arts and tourism goals and policies • Opportunities for public art, placemaking, events, and creative industry development Benefits of forming the Creative District are below. 1. Economic development and job growth A major goal of Washington’s Creative District program is to use the arts as an economic driver. Districts concentrate artists, cultural venues, and creative businesses in one walkable area, which can stimulate local economic activity. Cities often use creative districts to redevelop downtown areas or strengthen existing commercial corridors. 2. Tourism and visitor spending Creative districts attract visitors looking for cultural experiences—art walks, performances, festivals, galleries, and restaurants. Some Washington cities have even received highway signage and marketing support through the program to boost visibility. 3. State recognition, funding, and technical support State-certified districts gain access to several resources from ArtsWA. These may include: • Competitive grant funding • Technical assistance and planning tools • Networking and partnerships with other creative districts Page 13 of 45  • Promotional support and branding resources 4. Stronger community identity and placemaking Creative districts help define and promote a community’s cultural identity and sense of place. They often highlight local history, culture, and creative talent; improve public spaces and walkability, encourage community gathering and social interaction; build civic pride and local engagement This kind of placemaking can make an area more attractive for residents, businesses, and investors. ANALYSIS The City is moving from the initial planning phase into implementation for pursuing a Creative District in West Downtown. The next immediate step is to establish a Transition Committee that can help carry the work forward after the conclusion of the previous advisory committee. This committee will serve as a working group to support the City in developing the Creative District, building community support, advising on key decisions, and helping implement the action plan. Once formed, the committee’s early work will focus on getting organized and aligned around the Creative District certification process. This includes reviewing ArtsWA’s Creative District requirements, the pre-application checklist, and the Community Readiness Workbook; establishing a committee mission statement and governance expectations; and beginning to identify how the Creative District should be framed and communicated to the community. A key early priority will be making sure the effort is clearly understood as an investment in West Downtown while also contributing to broader community identity, economic development, and unity across Stanwood. The City and Transition Committee would then begin the first major phase of certification work. This includes auditing local creative assets; mapping draft district boundaries; defining Stanwood’s creative identity; identifying key partners; and determining the long-term administrator for the district. Early activities, such as supporting local events, visiting nearby certified Creative Districts, hosting community workshops, recruiting volunteers, and launching small arts or placemaking activities, would help build momentum and demonstrate community support. Over the longer term, the City would continue working through the Community Readiness Workbook, refine district boundaries, develop branding and promotional strategies, and plan economic development activities. The process would also include site visits with ArtsWA staff, submission of a Letter of Intent, and then a full Creative District application. The current action plan estimates that Creative District certification Page 14 of 45 could be achieved around Q1 2029, assuming the Transition Committee begins work in late 2026 and the City maintains steady progress. After certification, the Creative District would transition from a City-led startup effort into a permanent organizational home, such as the City, an existing nonprofit, or another eligible administrative entity. At that point, Creative District programming would continue while the City and partners could gradually shift more attention toward longer-term Main Street readiness and downtown revitalization efforts. FINANCIAL IMPACT To successfully establish both the Creative District, continued City support during the initial development stage will be essential. At this time, the local business community is not yet sufficiently organized or resourced to independently manage this program or fund nonprofit leadership roles. The City will need to assume a leadership role to guide program creation, coordinate stakeholders, and build the community capacity necessary to successfully launch this program. The City could also seek to continue working with a consulting team to maintain strong capacity for this project. RECOMMENDATIONS Informational update only. PROPOSED MOTION None; Discussion Item Page 15 of 45  Memorandum To: Aaron Weinberg, City of Stanwood Date: June 23, 2026 From: Sarah Parker, Maul Foster & Alongi, Inc. Project No.: M1030.10.003 Re: City of Stanwood Downtown Activation Action Plan Introduction The City of Stanwood (City) is advancing strategies to strengthen and energize its downtown corridor, including East Downtown, West Downtown, and the one-mile stretch that connects them. In 2025– 2026, with support from Maul Foster & Alongi (MFA), the City and the Downtown District Initiative Advisory Committee (DDIAC) evaluated two statewide programs with the potential to support downtown activation: the Washington State Creative District Program and the Washington State Main Street Program. The Creative District Program focuses on leveraging arts, culture, and creative activity as drivers of economic development. The Main Street Program uses a comprehensive downtown revitalization approach centered on historic preservation and downtown businesses. Stanwood is currently recognized as a Main Street Affiliate, a designation for organizations or municipalities that are interested in the Main Street Approach and see benefit to being connected to the program network. Achieving Main Street Community status is a subsequent step and requires a more formal organizational structure and ongoing program implementation. Additional information on both programs is provided in MFA’s November 25, 2025 Research and Recommendations Memo. In November 2025, the DDIAC, composed of local business owners and community members, reached consensus on a recommendation to the City to pursue both programs. In March 2026, the DDIAC further recommended that the City prioritize achieving Creative District certification in the near term, while beginning preparation for future pursuit of Main Street Community status. This memo outlines a phased implementation approach, describes recommendations for the establishment of a Transition Committee to support implementation, and introduces an action plan for the City and the Transition Committee. This work aligns with and builds on priorities established through more than two decades of City- and community-led planning and investment in downtown Stanwood, summarized in Attachment A. Phased Implementation Approach The City plans to implement the Creative District and Main Street programs in phases. Initially, efforts and resources will be dedicated to establishing the Creative District (Phase I), followed by a gradual transition of focus to pursuing the Main Street Community status (Phase II). Following Phase II, both programs will run concurrently and will be housed in their permanent organizational homes. The following section outlines the timeframe, primary objectives, and milestones for each phase. Page 16 of 45 Aaron Weinberg, City of Stanwood Project No. M1030.10.003 June 23, 2026 Page 4 Detailed Creative District actions can be found in the Action Plan section of this memo and Main Street actions are provided in Attachment C. The milestones provided below are estimates based on recommendations from both programs and experiences from other communities. They assume that the Transition Committee is established by September 2026 and begin their work in October 2026 (see the following section). The City and the Transition Committee should update the timeline to match actual timing and capacity. Phase II: Creative District Phase I: Creative District Launch, Continued Implementation, Main Main Street Positioning Street Launch Estimated Timeframe: Q4 2026 – Q1 2029 Estimated Timeframe: Q2 2029 - Q1 2032 Phase I: Creative District Launch, Main Street Positioning • Expected timeframe: Q4 2026 – Q1 2029 (2.5 years) • Objective(s): Launch initial Creative District programming and The Creative District website achieve Creative District certification. Complete initial setup notes that most aspiring steps to support future Main Street readiness. districts spend approximately two years completing the • Key milestones: Community Readiness − First Transition Committee meeting (Q4 2026) Workbook and preapplication checklist before hosting a − Creative District programming begins (Q4 2027) staff site visit and entering a − Foundational Main Street work (e.g., historic building roughly six-month application inventory, draft boundary map, etc.) is completed (Q4 2027) process. − Creative District Community Readiness Workbook completed (Q2 2028) − Creative District certification is obtained and program transitions from City to permanent organizational home (Q1 2029) Phase II: Creative District Continued Implementation, Main Street Launch • Expected timeframe: Q2 2029 - Q1 2032 (2.75 years) • Objective(s): Continue Creative District programming through District’s permanent administrative entity. Shift Under state program requirements, Transition Committee focus towards implementing initial certified Creative District Main Street programming and achieving Main Street administration may be housed Community Status. within the City, an existing nonprofit, • Key milestones: or Chamber of Commerce. The Main Street Program must be − Continued Creative District programming (ongoing) administered by a dedicated Main − Main Street nonprofit formed (Q1 2028) Street nonprofit before applying for Community Status. − Main Street program efforts transitions from City to permanent nonprofit (Q1 2030) − Main Street Community Status achieved (Q1 2032) − Transition Committee dissolves (Q1 2032) Page 17 of 45 Aaron Weinberg, City of Stanwood Project No. M1030.10.003 June 23, 2026 Page 5 Transition Committee: Structure, Roles, and Governance To help the City launch both programs, MFA and the DDIAC recommend establishing a Transition Committee to carry forward the advisory role of the DDIAC, which sunsetted after the June 10, 2026 meeting. Attachment B includes draft recommendations describing Transition Committee expectations and governance. These draft recommendations are intended to guide the City in establishing the Transition Committee and could serve as the Committee’s charter. Purpose The Transition Committee will function as a working committee tasked with supporting the City in its efforts to establish the Creative District and Main Street programs. The Transition Committee would operate until permanent governance structures are established for each of the two programs. The purpose of the Transition Committee is to provide strategic support to the City as it works to establish the Creative District and Main Street programs through implementation of the Action Plan. Roles and Responsibilities To carry out its purpose, the Transition Committee would: • Advise the City on key decisions related to establishing and implementing the Creative District and Main Street programs • Collaborate with the City to monitor progress on Action Plan implementation • Support implementation activities, as appropriate, which may include: − Supporting efforts to achieve Creative District designation and Main Street Community status − Assisting with pre-certification Creative District programming (e.g., events and communications) − Supporting grant seeking and funding strategies − Working with downtown businesses, property owners, and volunteers • Serve as a liaison between the City and the Stanwood community by: − Sharing information about program progress and milestones − Elevating community questions, perspectives, and feedback to the Committee and City staff − Recruiting volunteers to support Creative District events and programming • Periodically (at least annually) review and update the Action Plan to reflect progress, capacity, funding, and City priorities Committee Formation and Structure The City should establish an online application process for Transition Committee membership by July 31, 2026. The application should clearly describe the Committee’s purpose, selection process, and member expectations and time commitment. Applicants should provide name and contact information, affiliation (if applicable), and a statement of interest. The City should include, on both the application webpage and within the application itself, an option for interested community members to sign up for updates and future volunteer opportunities related to the Creative District effort. Recommended recruitment timeline: Page 18 of 45 Aaron Weinberg, City of Stanwood Project No. M1030.10.003 June 23, 2026 Page 6 • Application deadline: August 31, 2026 • Staff review and selection: by September 15, 2026 • Notification of selected and non-selected applicants: by September 20, 2026 • First meeting of Transition Committee: October 2026 The Committee would consist of nine members and reflect diverse geographic representation within Stanwood (including representatives from East and West Stanwood), organizational types, and relevant experience (e.g., arts and culture, economic development, downtown businesses). Action Plan The Creative District Action Plan is included below and reflects actions needed to launch the program in Phase I. The Main Street Action Plan is provided in Attachment C and addresses actions across Phase I and Phase II. The proposed timing reflects current assumptions, including a Transition Committee start in October 2026, and draws on program guidance, peer community experience, core program requirements, priorities identified through the DDIAC, and work already underway through the City’s Downtown District Initiative. The Plan is intended to be a living document, to be reviewed and updated regularly by the Transition Committee to reflect current priorities and conditions. The Transition Committee may adapt the Action Plan tables into more detailed quarterly or annual work plans by breaking quarterly actions into monthly tasks and adding subtasks and clear member responsibilities. Page 19 of 45 Aaron Weinberg, City of Stanwood Project No. M1030.10.003 June 23, 2026 Page 7 Timeframe Action Notes Q4 2026 Establish and convene the Transition See Transition Committee section (above) for Committee additional details. Q4 2026 Review the Creative District website, pre- By the first meeting, Transition Committee application checklist, and Community members and City staff supporting it should Readiness Workbook to fully understand review ArtsWA website to understand eligibility Program requirements and next steps. requirements. These materials will provide more detail on program requirements than included within the action items in this table. The Community Readiness Workbook must be completed before Program application but should be referred to throughout the planning process. Q4 2026 Establish the Transition Committee’s At the first meeting of the Transition Committee, mission statement and governance the group and City staff should establish the expectations. group’s mission statement and governance expectations and approve it with a formal vote. The City should share the list of Transition committee applicants so that a volunteer email distribution list can be established. Q4 2026 Organize field trip to Anacortes or other This field trip should: local Creative District. • Build Transition Committee bonds and commitment to purpose. • Provide inspiration for Stanwood Creative District. • Provide key insights from local analogs. • Strengthen relationships with other Districts. Q4 2026 Find opportunities to support upcoming Support upcoming local events including local events. • Meyer Arts Center groundbreaking (end of 2026) • Stanwood Area Historical Society Homes Business Tour Q1 2027 Complete Workbook Section 1: Initial draft District boundaries can be mapped by • Write Creative District vision, mission, the City/Transition Committee, but additional and values. stakeholders (e.g., Community Planning Team) • Audit creative assets and map draft should contribute to later iterations of the map. District boundaries. • Define community identity. • Identify key partners and District administrator. Q1 2027 Facilitate in-depth Committee discussion The DDIAC highlighted this action as critical to of the Creative District messaging and take place before the Creative District effort is marketing approach. widely promoted to the community. The discussion will focus on how the Creative District should be framed to highlight investment in West Downtown while also contributing to greater community unity and benefit across Stanwood. Q2 2027 Build community and partner support and A series of community workshops or events can recruit volunteers through event(s). be used to gauge interest, brainstorm future activities, and recruit volunteers, partners, and Community Planning Team applicants. Page 20 of 45 Aaron Weinberg, City of Stanwood Project No. M1030.10.003 June 23, 2026 Page 8 Q3 2027 Form a Community Planning Team for A group with broader membership than the Creative District development. Transition Committee; convened to participate in and increase excitement and capacity for District planning and implementation. Team members should include local artists and creatives, local business owners, city staff, nonprofits, and residents. The community planning team should result in a diverse coalition of community members, including underrepresented groups. See Workbook section 2.7 and pre-application checklist for more. Q3 2027 Secure funding for early District activities. The City and Administrative entity should work together to secure funding for initial Creative District activities before certification. These could include (but not be limited to): • brochures • business cards • guest speakers for Transition Committee Q4 2027 Begin early Creative District activities Early activities will build community support and (e.g., events, activities, campaigns). volunteer base for the Creative District. Q1 2028 Complete Workbook Section 2: The City should provide context on land use, • Assess community buy-in. zoning, and economic development activities. The • Plan branding and promotion. Stanwood Chamber of Commerce should be involved in the planning of branding and • Plan economic development promotion. activities. • Review land use and zoning context. Q2 2028 Initial site visit with Creative District Aspiring Creative Districts may schedule an initial program staff. site visit with Creative District program staff during the planning and workbook phase. ArtsWA can provide feedback to help communities revise portions of their Community Readiness Workbook (Creative District Certification Process – ArtsWA). Q2 2028 Complete Workbook Section 3: Some long-term planning may need to be drafted • Create program strategic plan earlier in the process, but the final version of this covering 3 – 5 years of activity, section should be completed after sections 1 and including goals, milestones, progress 2. indicators, and financial sustainability plan. Q3 2028 Schedule a final site visit with ArtsWA A site visit with Creative District program staff staff (only required if boundaries changed must be scheduled before applying. If district since initial site visit). boundaries change after the site visit and before submitting a Letter of Intent (LOI) or application, an additional site visit is required (Creative District Certification Process – ArtsWA). Q3 2028 Prepare and submit LOI. LOI must be submitted in one of two annual open periods (March or September). Q4 2028 Prepare and submit full application. Full applications are due 60 days from LOI approval. Expect a ~5-month process from LOI submission to board approval of certification. Q1 2029 If ArtsWA review panel recommends For LOIs submitted in the March window, Board certification, board votes to approve. approval votes will occur in August. For LOIs submitted in September, Board approval votes will occur the following February. Page 21 of 45 Aaron Weinberg, City of Stanwood Project No. M1030.10.003 June 23, 2026 Page 9 Attachments A—Plan Audit B—Draft Transition Committee Governance Recommendations C—Main Street Action Plan Page 22 of 45 Attachment A Plan Audit Page 23 of 45 Attachment A. Plan Audit This Plan Audit documents how the City of Stanwood’s (City) approach to pursuing the Washington State Creative District Program and the Washington State Main Street Program builds on priorities established through more than two decades of City- and community-led planning. This Plan Audit reviews the following City- and community-led planning efforts that have shaped Stanwood’s downtown vision: the Design Stanwood Report (2003), Economic Development Action Plan (2010), Stanwood/Camano SDAT: Destiny by Design (2012), and Beautification Action Plan (2020). For each plan, Maul Foster & Alongi (MFA) reviewed downtown-related goals, recommendations relevant to arts and culture, business support, historic resources, and placemaking, and strategies that could be advanced through Creative District and/or Main Street activities. The review focused on identifying shared priorities across plans that can be carried forward through the Creative District and Main Street programs. The table below summarizes the focus areas of each plan and highlights relevant insights and resources to support advancing Creative District and Main Street programs. 1 Page 24 of 45  Plan Name and Primary Focuses Key Insights Helpful Resources Included Year • Community • The report asked the City to build local • Input from substantial community capacity-building capacity (“community capital”) to carry engagement effort. Design Stanwood • Connectivity and projects forward. It noted that cross-sector Report (2003) walkability collaboration (city, businesses, community) • Beautification and would be critical to success. placemaking • Local business • The plan explicitly suggested evaluating and • Breakdown of different types of support potentially joining the Main Street program or development, their fiscal impacts, and • Economic forming a similar program to organize desirability/feasibility downtown. diversification and downtown stakeholders. • Recommendations for 532 Corridor sustainable growth • The plan suggested expanding art walks, and 271st St corridor (relevant to • Development using empty storefronts as art displays or Creative District boundaries). Economic regulations promotion. Development Action • Organizing • The plan also suggested developing a historic Plan (2010) downtown resources inventory and adopting a historic stakeholders preservation ordinance. • Connecting East and West downtown • Historic preservation and beautification • Preserving • This report recommends that Stanwood • Breakdown of where visitors and Stanwood’s “small leverage its arts potential, historic downtown customers to downtown Stanwood town” aesthetics character and community enthusiasm as can be drawn from and strategies and sense of place. assets for economic growth. to increase them (p. 18 & 27). • Revitalizing East • Includes specific strategies for growing Stanwood/Camano • Strategies for revitalizing midtown and West downtown Stanwood’s arts economy and for growing SDAT: Destiny by (between east and west cores as a unified Stanwood’s food economy with a focus on Design (2012) downtown). destination. locally produced food items (“agrarian • Improving urbanism”). • Strategies for improving pedestrian streetscapes, and bicyclist experience. gateways, and connectivity. 2 Page 25 of 45  Plan Name and Primary Focuses Key Insights Helpful Resources Included Year • Six planning and design recommendations useful for beautification. • Streetscape • This plan includes prioritized, actionable, and • Breakdown of beautification improvements funding-ready beautification projects projects into near-term • Public art informed by earlier plans, that fit into Creative (landscaping, signage, street Beautification District and Main Street programming. Action Plan (2020) • Wayfinding signage furniture) and long-term (street • Landscaping designs, gateway arches, public art) interventions. 3 Page 26 of 45 Attachment B Draft Transition Committee Governance Recommendations Page 27 of 45 Transition Committee Governance Recommendations 1. Creation The Downtown District Initiative Transition Committee (Transition Committee) is established by the City of Stanwood (City) to advise and assist the City during the launch and implementation of the Creative District and Main Street programs. The Transition Committee is intended as a temporary working committee and shall exist until permanent governance entities are established for the Creative District and Main Street programs. 2. Membership • The Transition Committee shall consist of nine (9) members, appointed by the City. • Membership should reflect a diversity of perspectives, including: − Geographic diversity, including representation from both East and West Stanwood. − A mix of small and large businesses, nonprofit organizations, and City representation. − Experience or interest in areas such as arts and culture, economic development, and downtown revitalization. • Potential membership may include: − Stanwood Camano Arts Advocacy Commission (SCAAC) and other local artists − Local nonprofits (e.g., Historical Society, Stanwood Commerce Alliance, Floyd Norgaard, Sons of Norway) − West Stanwood retail and hospitality businesses within proposed Creative District boundaries − Businesses located in both East and West downtown Stanwood • Membership may include both individual members and representatives of organizations. Each selected organization will designate one primary voting representative, with the option to send alternates or additional non-voting participants as needed. • Members shall demonstrate an interest in downtown Stanwood and a willingness to actively prepare for and participate in Committee discussions and activities. 3. Duties and authority The Transition Committee is a working committee tasked with supporting the City in its efforts to establish the Creative District and Main Street programs. The purpose of the Transition Committee is Page 28 of 45 to provide strategic support to the City as it works to establish the Creative District and Main Street programs through implementation of the Action Plan. Duties include: • Advising the City on key decisions related to establishing and implementing the Creative District and Main Street programs. • Collaborating with the City to monitor progress on Action Plan implementation. • Supporting implementation activities, as appropriate, which may include: − Supporting efforts to achieve Creative District designation and Main Street Partner status − Assisting with pre-certification Creative District programming (e.g., events and communications) − Supporting grant seeking and funding strategies − Working with downtown businesses, property owners, and volunteers • Serving as a liaison between the City and the broader Stanwood community by: − Sharing information about program progress and milestones − Elevating community questions, perspectives, and feedback to the Committee and City staff − Recruiting volunteers to support Creative District programming • Periodically (at least annually) reviewing and updating the Action Plan to reflect progress, capacity, funding, and City priorities. The Committee does not have independent decision-making authority. Recommendations of the Committee are provided to City staff for consideration and action. 4. Meetings • City-facilitated meetings of the Transition Committee will occur at least quarterly for two hours. • In addition to quarterly City-facilitated meetings, committee members will convene at least monthly to maintain momentum on action plan implementation. • Transition committee members will establish a structure for organizing additional meetings, such as rotating responsibility among members, rotating locations, or designating a Committee Chair. • Meetings may be conducted in a hybrid format, with in-person attendance encouraged. 5. Decision-Making • A quorum shall consist of a simple majority of appointed members. • The Committee shall strive to reach consensus on recommendations. • If consensus cannot be reached, recommendations may be made by a majority vote of members present, provided a quorum is met. • Each member (or member organization) has one vote. Members cannot delegate their vote to others. Page 29 of 45 6. Staffing The City of Stanwood Community Development Department shall staff the committee, including: • Coordinating and facilitating quarterly meetings • Preparing agendas and summary notes for quarterly meetings • Serving as the primary liaison between the Committee and the City 7. Duration and Dissolution The Transition Committee shall remain in place until the City and other community partners establish permanent governance structures for the Creative District and Main Street programs. Upon establishment of those entities, the Committee shall be dissolved or formally transitioned, as determined by the City. Page 30 of 45 Attachment C Main Street Action Plan Page 31 of 45 Stanwood Main Street Community Status Action Plan Timeframe Action Lead Support Notes Phase I: Q4 2026-Q1 2029 (Estimated Timeframe) Q4 2026 Complete a historic building Consultant City A historic building inventory will help justify inventory, including an audit of draft Main Street boundaries and identify key building ages and historic assets. assets for preservation through Main Street activities. Q4 2026 Map potential draft Main Street City Transition At least 50% of buildings within Main Street boundaries. Committee boundaries must be 50 years or older. Transition Committee members can provide input on boundary options that meet the 50% requirement. Q4 2026 Begin participating in Main Street City Transition As an existing Main Street Affiliate, the City has Organization training, networking, and Committee access to substantial training and networking community outreach. resources to help them set up a successful Main Street organization. City staff and interested members of the Transition Committee should engage with these resources. Q1 2027 Identify potential early funding City Main Street WA Some funding sources for Main Street may sources. Advisor, Main overlap with those for the Creative District. The Street Community City can begin identification of pre-certification network funding sources for each program at the same time. This timing will allow the City to identify outside funding sources and funding needed from City Council ahead of the June 2027 budgeting process. Q1 2027 Support establishment of Historic City Transition This step will help Stanwood become a Preservation Board. Committee Certified Local Government, unlocking grant funding for historic preservation work. Achieving this status and having a Historic 1 Page 32 of 45 Timeframe Action Lead Support Notes Preservation Board as a stakeholder supportive of Stanwood’s Main Street program will improve Stanwood’s chances of a successful Community status application. The Transition Committee should coordinate with the Historic Preservation Board and potentially have a Committee member join the Board for closer coordination. Q1 2028 Form a Main Street nonprofit Transition City, Main Street A Main Street nonprofit can be officially organization. Committee WA Advisor incorporated earlier than is necessary and lie somewhat dormant until the Transition Committee members or other prospective nonprofit board members have more capacity for Main Street activities. The Transition committee and City can continue supporting pre-Community Status Main Street work. Q2 2028 Secure early funding. Main Street City Early funding from the City, outside grants, nonprofit Board community fundraising, or other sources will help fund early Main Street activities necessary to build community support and Main Street credibility. Phase II: Q2 2029-Q1 2032 (Estimated Timeframe) Q2 2029 Recruit volunteers. Main Street City Early Main Street work will be entirely nonprofit Board, conducted by volunteers until a sustainable Transition income stream is secured to hire an Executive Committee Director (at least part-time). Q2 2029 Begin early Main Street activities Main Street City Expect to conduct Main Street activities as a (e.g., events, activities, campaigns). nonprofit Board Main Street Affiliate before hiring of an Executive Director and applying for Main Street Community status. Applications must demonstrate eligibility, organizational capacity, and commitment to the Main Street Approach. 2 Page 33 of 45 Timeframe Action Lead Support Notes Q1 2030 Hire an Executive Director. Main Street Main Street WA A full-time, paid Executive Director is required nonprofit Board Advisor before applying for Main Street Community Status. An Executive Director may be hired part-time, or below market rate, with a plan for escalation by the time of Community status application. Q2 2031 Submit a letter of interest via email. Main Street Main Street Organizations applying for Main Street Executive Director nonprofit Board Community designation in 2026 are asked to submit a letter of interest via email before submitting the application. Q3 2031 Prepare and submit Community Main Street Main Street This is an in-depth application requiring Status application. Executive Director nonprofit Board significant planning. The application should be used by the Transition Committee and Main Street Board as a guide throughout Main Street organization development, similar to the Creative District Community Readiness Workbook. Community status applications are typically due in mid-July each year, with status conferred to successful applicants the following January. Q1 2032 Receive official designation as a Main Main Street WA N/A If the July 2031 application is successful, Street organization (if application is Stanwood’s Main Street nonprofit would approved). officially gain Community status in January 2032 (Year 6). If the first application is unsuccessful, the nonprofit will address areas marked for improvement by Main Street WA and submit an updated application the following July. 3 Page 34 of 45  CITY OF STANWOOD ECONOMIC DEVELOPMENT BOARD STAFF REPORT ITEM NUMBER: 2026-6.b. DATE: July 17, 2026 SUBJECT: Job Fair Summary CONTACT PERSON: Aaron Weinberg, Business and Community Relations Coordinator PURPOSE The purpose of this agenda item is to provide an overview of the Stanwood Regional Job Fair to the Economic Development Board. BACKGROUND Workforce development continues to be a significant challenge for businesses locally, regionally, and nationwide. A survey conducted by Community Development staff in late 2025 identified hiring and workforce availability as one of the top concerns among businesses, second only to inflation and price volatility. To support local employers, Community Development staff have connected businesses with workforce development resources and partner organizations, including WorkSource, Workforce Snohomish, community colleges, and regional high school skills centers. Staff have also emphasized the importance of businesses taking a more active role in workforce development efforts. Employers experiencing ongoing hiring challenges, particularly for skilled positions, can benefit from partnering directly with educational institutions to help develop long-term workforce pipelines and training opportunities. As part of these efforts, the City partnered with the Stanwood Commerce Alliance, a local nonprofit organization, to host the Stanwood Regional Job Fair on May 11 at Stanwood High School. This marked the first time the City has taken a lead role in organizing and supporting an event of this kind. Job fairs provide an opportunity for employers and job seekers to connect directly on employment opportunities, internships, and career pathways. Participating organizations host informational booths in an open-house format where attendees can learn about available positions, submit resumes, and, in some cases, participate in on-site interviews. Page 35 of 45 ANALYSIS City economic development staff served as the overall project manager for the event, coordinating partners, marketing efforts, and event logistics. The Stanwood Commerce Alliance served as the official event host and managed registration, promotion, and operational support. WorkSource and Workforce Snohomish partnered to assist with employer recruitment and outreach to job seekers. Staff also coordinated with Stanwood High School to promote the event to students interested in career exploration and summer employment opportunities. The event was held on May 11 from 3:00 p.m. to 5:30 p.m. in the Commons area of Stanwood High School. Twenty-eight employers participated in the event, representing a diverse range of industries including manufacturing, government, healthcare, hospitality, and food service. Businesses were primarily located in Stanwood and Snohomish County but came from as far north as Blaine. Attendance was estimated at approximately 150 to 200 job seekers, exceeding expectations. Anecdotally, staff observed a strong mix of attendees, including high school students, entry-level applicants, mid-career professionals, and managerial candidates. Post-event survey responses from participating employers were overwhelmingly positive, with 100 percent of respondents rating the event experience as either “Very Good” or “Good.” Respondents reported interacting with an average of 26 job seekers during the event. Some general comments from the survey included: • “I thought the job fair was organized nicely. I saw it advertised in the community and appreciated the thoughtfulness behind the event. Job well done. We would love to participate more!” • “Overall, the event was highly productive, and the scheduling was spot on.” • “It was a great event, and I am looking forward to attending again.” Overall, the event demonstrated the value of leveraging collaborative partnerships between the City, local agencies, and nonprofit organizations to deliver impactful economic development programming supporting businesses and residents. Page 36 of 45 FISCAL IMPACT The event had no cost for the City. RECOMMENDATIONS None; Informational item only Page 37 of 45  CITY OF STANWOOD ECONOMIC DEVELOPMENT BOARD STAFF REPORT ITEM NUMBER: 2026-6.e. DATE: July 17, 2026 SUBJECT: State of the City Video Project CONTACT PERSON: Aaron Weinberg, Business and Community Relations Coordinator PURPOSE To provide the Economic Development Board with an overview of the development of the City's new State of the City video and its role in promoting Stanwood's community character, economic vitality, and long-term vision. BACKGROUND Staff are developing a professionally produced State of the City video featuring Mayor Sid Roberts. The video is intended to serve as a high-level overview of the community and the City's ongoing efforts to preserve and enhance the qualities that make Stanwood unique while planning for future growth. The approximately three- to five-minute video will highlight key community assets, including downtown, parks and open spaces, community events, public safety, infrastructure, and essential City services. The script emphasizes Stanwood's small- town character, natural beauty, strong sense of community, and continued investment in projects that support residents, businesses, and visitors. The video is anticipated to be used during future State of the City presentations and as an evergreen communications and economic development resource. ANALYSIS The State of the City video is designed to communicate a consistent, positive narrative about Stanwood and provide residents, businesses, prospective investors, and community partners with a broad understanding of the City's priorities and accomplishments. Page 38 of 45 From an economic development perspective, the video showcases many of the attributes that contribute to Stanwood's appeal, including a vibrant historic downtown, locally owned businesses, parks and recreational amenities, community events, public infrastructure investments, and ongoing efforts to enhance quality of life. It also reinforces the City's commitment to thoughtful planning, responsible stewardship, and preserving the community's character as Stanwood continues to grow. The video is not intended to focus on individual projects in detail, but rather to present a cohesive story about the community, highlighting the City's long-term vision and the many factors that make Stanwood an attractive place to live, work, visit, and invest. This item is provided for informational purposes only, and no Board action is requested. FINANCIAL IMPACT The estimated cost to produce the State of the City video is $5,500, which has been budgeted within the Communications Department. PROPOSED MOTION None. Information only. DRAFT VIDEO SCRIPT A Message from Mayor Sid Roberts OPENING (Sunrise aerials. Farmland. Mayor walking along Port Susan Trail. Camano Island. Downtown storefronts opening. Local businesses. Parks. Trails. Families (Cedarhome area). Community life.) Mayor VO: Some places are easy to pass through. Stanwood is a place people choose to stay. For its breathtaking natural beauty. Its rich history and small-town character. Its parks, open spaces, and exceptional quality of life. And most importantly, its people. Here, neighbors know one another by name. Small businesses are the heart of our community. (move to downtown part) Page 39 of 45 Families gather in our parks. And people genuinely care about one another. That's the spirit of Stanwood. And it's what inspires the work that we do every day. DOWNTOWN / ECONOMIC DEVELOPMENT (Historic downtown. Brick Road. Historic buildings. Shops. Restaurants. Public art. Downtown community events. People walking.) Downtown has always been the heart of our community. It's where our history comes alive. Where locally owned businesses welcome familiar faces and where neighbors gather. Main Street is a place filled with character, charm, and stories that span generations. Today, we're building on that legacy by celebrating our history while investing in walkability, public art, beautification, historic preservation, and exciting new initiatives. Together, these efforts are helping create a more connected, inviting, and vibrant downtown, from City Hall Park to the Amtrak Station. Because a thriving downtown isn't just good for business. It's part of what makes Stanwood feel like home. PARKS AND OPEN SPACES (Hamilton Landing. Historic smokestack. Riverfront. Port Susan Trail. Heritage Park. Church Creek Park. Families enjoying parks.) Just blocks from downtown, you'll find some of our area's finest parks, trails and open spaces. On any given day... Families gather for ballgames at Heritage Park. Kids race around the pump track. Walkers and runners enjoy the Port Susan Trail. Neighbors gather for music, movies, and summer celebrations at Church Creek Park. Page 40 of 45 And along the Stillaguamish River, people pause beneath Stanwood's iconic smokestack, taking in the views of Hamilton Landing Park, the same waterfront that drew our earliest settlers here generations ago. These places are part of everyday life in Stanwood. That's why we're committed to enhancing our parks, expanding opportunities for outdoor play, and ensuring future generations enjoy the same natural beauty and quality of life that make this community so extraordinary. EVENTS (Car Show, Mayor and Chiefs walking in Rotary Parade, Farmers Market. STANFEST. Movies in the Park. Touch-A-Truck) What’s also part of everyday life here in our town are the many cherished community traditions that bring people together. From the City's Movies in the Park, Touch-A-Truck, downtown trick-or-treating and the Tree Lighting, to the many beloved events organized by community partners, these celebrations strengthen connections, support local businesses and create lasting memories. ESSENTIAL SERVICES (Public Works crews. Utilities. Streets. Sidewalks. Parks maintenance. Water. Wastewater. Administrative Staff in City Hall.) And then there are the things in our city that go unseen. Most people never think about what happens when they turn on the faucet... Drive to work...Or walk down a sidewalk. That's exactly how it should be. Every day, a dedicated team of about 40 city employees works behind the scenes to maintain the infrastructure and essential services that make everyday life possible. From streets and sidewalks to drinking water, parks, utilities, public safety, and flood protection, it's work that often goes unnoticed, but it's part of the foundation that allows our community to thrive for decades to come. PUBLIC SAFETY Page 41 of 45 (Police officers waving. National Night Out. Firefighters. Police Station Site or rendering? Skagit Bay Dike (aerials of trucks bringing in fill). Flood infrastructure. Families.) Peace of mind is something every community deserves. Knowing help is there when you need it. Knowing your community is prepared. Knowing the places you love are protected is fundamental. From making long-term repairs to the Skagit Bay Dike to constructing a new, fully funded police station, these projects help protect our homes, businesses, farmland, and critical infrastructure ensuring Stanwood remains a safe and resilient place to call home. CLOSING (Golden-hour aerials. Downtown. Waterfront. Parks. Families. Businesses. Community events. Volunteers.) It's easy to measure a city by its size. But that's never been how Stanwood has measured itself. We measure success a little differently. In neighbors who know one another. In thriving local businesses. In parks filled with laughter. In traditions that bring generations together. And in a community that never loses sight of what matters most. Every day, we're planning for the future while protecting the things that make Stanwood feel like home. Because while communities evolve... Character endures. And the things that we all love about Stanwood... Its history. Its natural beauty. Its traditions. Page 42 of 45 Its people. ...will always be worth protecting. This is Stanwood. Page 43 of 45  City of Stanwood Economic Development Board Staff Report Item Number: 6.f. Date: July 17, 2026 Subject: Business Licenses: March–June 2026 Contact Person: Aaron Weinberg, Business & Community Relations Attachments: 1. Mar-June 2026 Business Licenses Table Page 44 of 45  March - June, 202 Business Licenses Number of City Businesses Business Description Location Employees Status BECCARAE NAILS, LLC MANICURES AND PEDICURES 8702 271ST ST NW 1 Approved THE FEATHERED NEST Interior Designer. 10018 270TH ST NW 2 Approved POLISHED IN GRACE, LLC MANICURES AND PEDICURES 8702 271ST ST NW 1 Approved LIFE PLAN FINANCIAL, INC. INSURANCE SALES. 9923 271ST ST NW 4 Approved TAMARA SPERRY INSURANCE AGENCY LLC Insurance Agent. 1 Approved 9923 270TH ST NW AR AUTOMOTIVE AUTOMOTIVE REPAIR. PURCHASING PARTS FROM A RETAIL STORE FOR 1 Approved REMOVAL AND INSTALLATION, PERFORMING OIL CHANGES, TUNES-UPS, FLEET ACCOUNTS ALSO 8600 CEDARHOME DR STE B6 REBEL SAINT STUDIO Esthetician. 9612 270TH ST NW 1 Approved GLASS YOUTH COLLECTIVE GLASS YOUTH COLLECTIVE 0 Processing AESIR MEADERY CO. Winery, In-State. MANUFACTURE, PROCESS AND BOTTLE 4 Approved MEAD(HONEYWINE) FOR ONSITE SALES, FARMERS MARKET SALES, WHOLESALE ACCOUNTS. TEACH CLASSES. 8600 CEDERHOME DR BLDG 2 1866 Trading Post THRIFT STORE ITEMS 9901 270TH ST NW BLDG A 1 Approved SLEEK & CHIC WAX LIMITED LIABILITY CO. Esthetician. 1 Approved 8702 271ST ST NW ELYSIAN MASSAGE, P.L.L.C. Massage Therapist. 1 Approved 7202 267TH ST NW RM SUITE 101 BELL VETERINARY CARE Veterinarian. 7006 268TH ST C107 10 Approved MUSTARD SEED BAKING CO Building Rental. 7168 288TH ST NW 4 Approved RENAISSANCE GROUP 1 LLC Adult Family Home Care. 7736 273 ST NW 2 Approved NORTH48 PROPERTY MANAGEMENT REAL ESTATE REFERRALS 10031 STATE ROUTE 532 STE B 1 Approved PEARSON POWER EQUIPMENT LLC Heavy Equipment Sales, Tractor Equipment and Parts - Repair, Tractor 9922 STATE ROUTE 532 1 Approved Equipment and Parts - Sales. Total City Businesses: 17 Total Employees: 36 March - June 2026 Business Licenses Temporary Merchants Solicitors Non-City Businesses Home Occupations City Businesses 0 50 100 150 200 250 # of Employees Number Page 45 of 45