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HomeMy WebLinkAbout04-28-2025 Agenda Packet City Council * Study Session CITY OF T Community Wellness SFA AUBURN K �T April 28, 2025 - 5:30 PM 1J V 1�1 �I City Hall Council Chambers WASHINGTON AGENDA CALL TO ORDER PUBLIC PARTICIPATION A. The Auburn City Council Study Session Meeting scheduled for Monday, April 28, 2025, at 5:30 p.m. will be held in person and virtually. Virtual Participation Link: To view the meeting virtually please click the below link, or call into the meeting at the phone number listed below. The link to the Virtual Meeting is: https://www.voutube.com/user/watchauburn/live/?nomobile=1 To listen to the meeting by phone or Zoom, please call the below number or click the link: Telephone: 253 215 8782 Toll Free: 877 853 5257 Zoom: https://us06web.zoom.us/i/84427787491 ROLL CALL AGENDA MODIFICATIONS ANNOUNCEMENTS, REPORTS, AND PRESENTATIONS A. Police Department Annual Report (Caillier) (20 Minutes) COMMUNITY WELLNESS DISCUSSION ITEMS A. Consolidated Annual Performance Evaluation Report (CAPER) for 2024 (Hay) (20 Minutes) B. Resolution No. 5825 (Hay) (20 Minutes) A Resolution adopting the 2025-2029 Consolidated Plan and the 2025 Annual Action Plan AGENDA ITEMS FOR COUNCIL DISCUSSION A. 4th Quarter 2024 Financial Report (Thomas) (20 Minutes) Financial Report through December 2024 B. Ordinance No. 6974 (Gaub) (10 Minutes) An Ordinance granting to Level 3 Communications, LLC, a franchise for fiber optic telecommunications Page 1 of 489 C. Ordinance No. 6978 (Krum) (30 Minutes) An Ordinance relating to adoption of a temporary 6-month moratorium on the acceptance, processing, and/or approval of applications for Building and Land Use Development Permits and related Land Use Decisions for Energy Storage System Facilities proposed to be located within the City of Auburn ADJOURNMENT Agendas and minutes are available to the public at the City Clerk's Office and on the City website (http://www.auburnwa.gov). Page 2 of 489 CITY OF } jJJ31JJ? ts4 AGENDA BILL APPROVAL FORM WASHINGGTTON Agenda Subject: Meeting Date: Police Department Annual Report (Caillier) (20 Minutes) April 28, 2025 Department: Attachments: Budget Impact: Police Annual Report 2024, 2024 Council Pusuit Presentation, 2024 Pursuit Analysis, 24_APD Annual Report_FINAL, 2024 Annual CIA Review, 2024 Use of Force Summmary, UOF 2024 Council Powerpoint, CIA 2024 Council Powerpoint Administrative Recommendation: For discussion only. Background for Motion: Background Summary: The Police Department will present the 2024 Annual Report. Councilmember: Cheryl Rakes Staff: Mark Caillier Page 3 of 489 CITY OF * ■ :� I AUBURN * WASHINGTON VALUES SERVICE ENVIRONMENT POLICE DEPARTMENT ANNUAL ECONOMY REPORT HIGHLIGHTS CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Auburn Police Department Page 4 of 489 CALLS FOR SERVICE Calls for Service !. 74.000 72.000 70.000 i 68.000 66,000 64.000 62.000 60.000 58,000 2020 2021 2022 2023 2024 •Calls for Service 73,998 72,944 69,072 68,026 64,422 SERVICE . ENVIRONMENT . ECONOMY . CHARACTER . SUSTAINABILITY.WELLNESS • CELEBRATION Page 5 of 489 6,000 5,000 .6 4,000 Li 11 L FELONY INVESTIGATIONS 3,000 2,000 1,000 0 2020 2021 2022 2023 2024 5yravg ■Total Cases Assigned To Investigations 4,713 4,720 5,460 4,942 4,413 4,850 •Major Crimes 1,258 1,222 1,219 1,303 1,293 1,259 •Property Crimes 3,215 2,092 2,171 3,323 2,984 2,757 ■SIU 240 1,406 2,070 316 136 834 Page 6 of 489 Person Crimes 300 250 200 150 100 50 1 :II Mil i 2020 2021 2022 2023 2024 5yravg •Homicide 7 5 13 8 9 8 ■Robbery 125 136 129 207 114 142 O—Forcible Rape 32 47 42 52 73 49 ■Aggravated Assault 208 184 252 246 260 230 SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 7 of 489 Property Crimes 4000 3500 3000 iii dli di ii! 1 di 2500 2000 1500 1000 500 0 2020 2021 2022 2023 2024 5yravg ■Burglary 587 611 795 773 454 644 ■Fraud/Forgery 794 341 346 304 225 402 ■Vehicle Theft 697 902 1,205 1,542 932 1056 ■Larceny 2,922 3,269 3,468 3,503 3,186 3270 ■Theft from Vehicle 808 1,182 892 585 513 796 SERVICE • ENVIRONMENT . ECONOMY•CHARACTER . SUSTAINABILITY . WELLNESS • CELEBRATION Page 8 of 489 Response Times 50.00 45 00 40 00 35 00 30 00 al 41 25.00 20.00 15 00 10 00 5 00 0 00 2020 2021 2022 2023 2024 ■Pri 1 448 4.06 4.52 4.22 524 •Pr!2 1163 1210 15.00 15.25 17 64 ■Pri 3 16 95 18.54 21.33 29 22 28 91 •Pr!4 29.44 30 26 39.15 41.39 47.66 SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 9 of 489 Total Arrested Persons 4,000 3,500 3,000 2.500 ii I._ 2,000 1,500 1,000 500 0 2020 2021 2022 2023 2024 ■Arrests 3,629 2.990 2,343 2,683 2,779 ■Bookings 1,652 1,320 1,768 2,087 2,351 SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 10 of 489 EMPLOYEES 2020 2025 All Employees by Years of Service All Employees by Years of Service u 33% ?; 45% i MI 3 2 owto O O al 23% 1 > 20% T T .0 Q N N > T O 2 1$% a a 16% LE 1 13% 0 8% 7% o 0°'0 5% ,D et CL 0-4 5-9 10-14 15-19 20-24 25-29 30+ 0-4 5-9 10-14 15-19 20-24 25-29 30+ Years of Service Years of Service SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 11 of 489 Auburn Police Department 2024 Pursuit Analysis Commander Todd Byers Page 12 of 489 There was a TOTAL PURSUITS BY YEAR 2019-2024 significant statistical increase in the number of pursuits in 2024 as they increased by 205%. 111 However, there were only seventeen pursuits in 2023 17 d 2019 2020 2021 2022 2023 2024 Page 13 of 489 The month of Total Pursuit by Month - 2024 August had the most pursuits in the City of Auburn, with fourteen . July and September had seven each . lIli0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Page 14 of 489 Pursuits in Auburn Pursuits by Time of Day 2019-2024 historically occur between 2000 hours and 0400 hours. The period between the hours of 2200 and 0200 has the highest frequency of pursuits, E followed by 0200- 0400 hours. This continued in 2024 as 28of the 52 pursuits -qjt1 - p i occurred between 0000-0200 0200-0400 0400-0600 0600-0800 0800-1000 1000-1200 1200-1400 1400-1600 1600-1800 1800-2000 2000-2200 2200-2400 these hours. Time of Day Page 15 of 489 2024 Initial Reason for Pursuit 711 In 2024, the legislature relaxed the requirement to pursue by 4% passing Initiative 2113, which 15% became law, June 6, 2024. This 113 returned the ability for the Police to pursue for less violent 13% ■Traffic •Criminal Traffic offenses. It continued to Stolen Vehicle mandate that Police constantly Felony Suspect II •Other weigh the danger to the public created by the pursuit against the danger created by the suspect escaping. 50% Page 16 of 489 In 2024 the total number of miles Auburn Officers pursued suspects was 47.45miles, versus 33.3 miles in 2023. This was an average of .91 miles for the fifty-two pursuits, whereas in 2023 the seventeen reported pursuits averaged 1.96 miles per pursuit. 2024 Pursuit Distances _ii I <0.5 MILES 0.5-0.99 MILES 1-2 MILES 2.1 OR MORE Page 17 of 489 Initiative 2113 • Initiative 2113 became law on June 6, 2024. This restored autonomy to law enforcement agencies within the state. This initiative removed restrictions previously implemented by the legislature regarding Police pursuits. It allowed the Department to implement a pursuit policy that is determined by Chief Caillier and can be modified as needed based upon local crime trends, performance by the officers, and the standards and expectations of the community. Page 18 of 489 AUBURN POLICE DEPARTMENT Pursuit Analysis 2024 MiiMi d■ • This document is to report 2024 '' rr ?^" pursuit information, conduct a comparative analysis against recent years on a variety of pursuit aspects, 5 offer suggestions on how to I improve decision-making during I i II li,: + * I r i . _, pursuit driving by Auburn Officers, k 11 I ti Ili - � and to identify areas where I 0 I — Emergency Vehicle Operators N. 6 Course training can be enhanced. Commander Todd Byers III 11/4: Page 19 of 489 AUBURN POLICE DEPARTMENT 2024 PURSUIT ANALYSIS The information in this analysis was obtained from a combination of Spillman Incident reports and pursuits reported via Supervisors Report of Pursuit in Blue Team to IA Pro. The current procedure for collecting data on pursuits is outlined below and in the Auburn Police Department Policy Manual, Chapter 307. Vehicle Pursuit Reporting 1. Immediately following pursuits, patrol supervisors are responsible for completing a Supervisory Report of Pursuit through Blue Team. This report is forwarded through the chain of command to the Chief of Police. The Division Commander has the option of providing additional critiques for any pursuit, for training purposes. All pursuits are documented in this manner and reviewed for this analysis. The report is then forwarded to Inspectional Services and added to IA Pro. 2. Following the pursuit, at the next opportunity, the patrol supervisor completes the Supervisors Report of Pursuit. Oftentimes, this occurs immediately following the pursuit. The first line supervisor will interview the involved officer(s) and review all available in-car and body worn camera video, prior to completing this report. The purpose of this report and critique is to identify those aspects of the pursuit that went well and those that could be improved upon. It is also designed to determine whether the pursuit met the policy manual guidelines, or whether it deviated from the guidelines. If the pursuit deviated from policy, a determination should be made as to whether this deviation was acceptable. If it was acceptable, the EVOC coordinator can then determine whether a policy modification is in order. If the deviation is unacceptable, the officers actions/decision will be reviewed, documented and the appropriate discipline and training will take place. 3. Once the Office of Inspectional Services logs the report, it is then available to the Emergency Vehicle Operators Course (EVOC) coordinator for the purposes of data collection, annual analysis, evaluating and/or recommending changes to the pursuit policy, as well as identifying potential training opportunities. 2 ' Page Page 20 of 489 2024 Pursuit and Comparative Analysis On the pages following is a collection of key charts and tables that cover vehicle pursuits by type, time of day, tactical intervention and more. In addition, key observations for each category are provided. 3 ' Page Page 21 of 489 Chart 1. Total Pursuits by Year TOTAL PURSUITS BY YEAR 2019-2024 - 52 ---- - 42 NEM - 2019 2020 2021 2022 2023 2024 Observations: In 2024 there was a 205% increase in the number of pursuits from 2023. This increase is directly attributable to Initiative 2113 becoming law, June 6, 2024. This Initiative allowed pursuit policies and limitations to be determined by individual departments. Chart 2 Total Pursuits by Month 2019-2024 - 22 22 20 18 17 — 16 15 14 - - 12 - 10 FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 4 ' Page Page 22 of 489 Chart 3 Total Pursuit by Month 2024 imil_ail i1 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Observations: Chart 2: There is no significant trend in the cumulative number of pursuits by month. August has the highest number of pursuits for 2024 at 14. There were seven pursuits each in the months of July, September. Chart 3: Due to legislation and policy changes in June of 2024, there was a significant increase in the number of total pursuits in second half of 2024. The total number of pursuits for the entire year 2023 was seventeen. Officers were once again allowed to pursue offenders that failed to obey the initial order to stop or that had committed less serious crimes. SIPage Page 23 of 489 Chart 4. Pursuits by Day of the Week 2019-2024 Pursuit by Day of Week 2019-2024 MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY Pursuits by Day of the Week 2024 Pursuits By Day of Week 2024 12 10 10 9 8 8 8 7 6 6 4 4 r 2 ■ 0 —Monday Tuesday Wednesday Thursday Friday Saturday Sunday Observations: ❖ Weekends typically have more pursuits. However, this changed in 2024 with the most pursuits, 10, occurring on Monday. ❖ In 2024, There were 10 pursuits on Monday, 9 on Saturday and 8 each on Tuesday and Wednesday. 6 ' Page Page 24 of 489 Chart 5. Pursuits by Time of Day (2019-2024) Pursuits by Time of Day 2019-2024 42 39 35 3 0- 0 Cl!" G 3 _ Z 16 15 11 11 12 7 7 — 7 — - 111 — 5 00 O0 00 00 00 00 00 00 00 00 00 0 mil 0 O� 00 04' 0 yL yR (0,6) yR' ti0 Lb tik 00 00 00 00 00 00 00 00 00 00 00 00 00 OL OR 00 O� ,y0 `y'L 'y0` ti0 N• '. '1, Time of Day Observations: Pursuits in Auburn have traditionally occurred between 2000 hours and 0400 hours. In 2024 the period between the hours of Midnight and 0400 had the highest frequency of pursuits. There are several possible explanations for this. During this time there are favorable traffic conditions. The ratio of officers versus citizens on the road is greatest at this time, and Auburn crime data indicates the criminal element is more active between these hours. Except for the afternoon rush hour, this is reflective of the APD workload and staffing distribution. Patrol staffing deployment between these hours is increased as this period correlates with the hours of the highest calls for service. 7 ' Page Page 25 of 489 Chart 6. Pursuits by Vehicle Type 2024 Vehicle Breakdown •Sedans Trucks 10% 67% SUV Observations: Sedans traditionally make up most vehicles initiating pursuits. In 2024, 35 pursuits involved Sedans, making up 67% of the total. SUVs were pursued 12 times, making up 23% of the total. There were no pursuits involving vans or motorcycles. 8 ' Page Page 26 of 489 Chart 7. Chart 8. Observations: Most pursuits occur at night and on dry roadways. Historically, this is a stable trend for pursuits in Auburn. Day vs. Night Dry vs. Wet Roadway 13% 27% ■Day ■Dry •Night •Wet 73% 87% Chart 9. Initial Reason for Pursuits 2024 Initial Reason for Pursuit a ® 4% 15% ■Traffic 13% Criminal Traffic Stolen Vehicle Felony Suspect Other 50% Observations: ❖ Definition: The Initial Reason for Pursuit refers to the crime or infraction observed by the officer that provided probable cause for the initial stop. The purpose for collecting this data is to show that officers often have only limited knowledge as to the underlying reasons why suspects are fleeing from them. Page 27 of 489 ❖ In 2024, 50% of pursuits were initiated for stolen vehicles. 18% of pursuits were initiated for felony suspects. In 2023 65% of pursuits were for felony suspects. This can be directly related to the more restrictive law in place at that time. ❖ In 2024, there was a significantly higher number of pursuits for non-felony crimes. This was related to the legislative and policy changes that allowed officers to pursue for these offenses. Chart 10. Pursuit Distances 2024 Pursuit Distances —171111 PIM IIIIIIIIIA <0.5 MILES 0.5 0.99 MILES 1 2 MILES 2.1 OR MORE Observations: ❖ Chart 10 depicts the categorical distance of the fifty-two pursuits in 2024. ❖ In previous years, officers were reporting exact distances of pursuits. That changed when all reports of pursuits were entered into Blue Team. This program only reports the distance by category. However, a rough estimate was still available. Through training, the department has been able to reduce the length of pursuits such as in 2017, When the average pursuit was less than one mile (0.94). ❖ In 2024 the total number of miles Auburn Officers pursued suspects was 47.4 miles, versus 33.3 miles in 2023. This was an average of .91 miles for the fifty-two pursuits in 2024, whereas in 2023 the 17 reported pursuits averaged 1.96 miles per pursuit. 10 I Page Page 28 of 489 ❖ Also, in 2024 the shortest pursuit, (aside from those pursuits that were immediately terminated), was less than one-quarter of a mile, with a total of 21 pursuits that were less than one-half mile in length. Chart 11. Pursuit Speeds (2019-2024) Percentage of Pursuits Over 80 MPH ilii19% TM- _ 2019 2020 2021 2022 2023 2024 Observations: ❖ Of significant note is the percentage of pursuits during each year with sustained speeds at 80 MPH or greater. The reason for selecting this range of speeds is so officers understand the importance of ending pursuits as soon as possible. Furthermore, there is a correlation between high speeds and prolonged distance, to pursuits that end in a collision. The above chart shows the percentage of pursuits between 2019 and 2024 that were classified at speeds greater than 80 MPH. All years prior to 2019 were a combined average of 19.6% over 80 MPH. ❖ The 50% total for 2024 was a 9% drop from the total number of pursuits over 80 MPH in 2023. 11 I Page Page 29 of 489 Chart 12. Pursuit Ending i 2024 Pursuit Ending 45 - 40 35 30 25 20 — - 15 10II , 5 1 IL 1 0 1 0 Q qzke °�.c. �y`aQ� -k\e�a o`y�o� 0\\`5,o �aea ca�ea ��t- a\sp- a����e 6q cJte 5o e6 �ee�c �e<c\ �eic` ��°tea\ o`�(c mac) ova6 o kk °c ec eo ‘e C. S, Observations: ❖ The above chart reflects how 2024 pursuits concluded. Some pursuits are represented by more than one category. For example, while 40 suspects escaped, some of them are represented under suspect collision, PIT or terminated. Of note, in 2024 78% (38) of the 52 pursuits were terminated by the involved officer or supervisor. This demonstrates that the sergeants were closely monitoring their officers involved in the pursuits and the circumstances of the pursuit. It also shows that the officers themselves recognized on their own the need to terminate the pursuit. They were compelled to terminate the pursuit when the hazards created by it were greater than the danger posed by the suspects escape. ❖ Officers had only one opportunity to use spike strips in 2024. This is most likely because nearly all pursuits were terminated or ended after a very short distance. ❖ Of the 52 pursuits in 2024, twelve resulted in the capture of the suspect. 12 1 Page Page 30 of 489 Chart 13. Officer Frequency 2022 2024 Pursuits Per Officer 14 10 4 2 — 3 1.11 Q`' �J �J hJ CJ C� hJ CJ �CJ hJ CJ C �J hJ h �J CJ hJ CJ QJ � � � � J � � � � QJ J � � 1, ,1Q CQ <Q Co A °Q �Q 0 tiQ yQ y� �Q �Q ' C) Q ti . ti ti ti ti Observations: For training purposes, it is helpful to monitor the number of pursuits that individual officers initiate. For example, in years past, an officer who initiated far more pursuits than other officers prompted a review of the officer's practice. It was determined that this officer made a habit of turning on emergency equipment from long distances behind motorists. This possibly instilled confidence in the motorist to flee. After training, the following year when that officer turned on the emergency equipment directly behind the motorists, the frequency of pursuit was significantly reduced. In 2024, of the 52 pursuits, 14 officers initiated one pursuit, 10 officer initiated two pursuits, 2 officers initiated three pursuits, and 4 officers initiated 4 pursuits. It should also be noted that we have started to monitor not just the officer initiating the pursuit, but also an officers involvement in the pursuit. Meaning that if he/she joins as a second unit involved, they will be shown in this statistic. 13 I Page Page 31 of 489 Chart 14. Pursuits Involving Collisions 2019-2024 Pursuits Involving Collisions 2019-2024 60% 50% 50% 40% 30% 35% 20% 10% 12% 12% 11% 11°/�' 0% 19 '6 MEW 23 24 Observations: ❖ In 2024, there were 4 collisions by suspects and 1 by an Officer associated with a suspect collision. Injuries were minor to the suspect in one collision. No officers were injured because of these pursuits. A 14IPage Page 32 of 489 Chart 15. Collisions Vs. High-Speed Pursuits 2019-2024 Collision & High Speed Comparison >80 MPH Collisions 60% 50% 40% 30% 20% 10% :=1.11.11.11.111.11P7 0% 19 20 21 22 23 24 Observations: This chart depicts a possible correlation between the incidence of collisions and pursuits at speeds greater than 80 MPH, at least for most of the years shown. It is interesting to note that in years 2014- 2017, there were no reported collisions involving speeds over 80 MPH, (not shown on graph). The minor collisions that did occur were at slower speeds. In 2019, there was only one collision in a pursuit where speeds reached 80 MPH. However, the collision occurred at a slower speed when the suspect collided with two police cars. In 2024 there were no collisions involved in pursuits at speeds greater than 80 MPH. There was one minor injury collision involving a suspect and 4 non-injury collisions involving suspects. Even though legislative and policy changes significantly increased the number of pursuits, officers and supervisors are still responsible to constantly weigh the risk of the pursuit against the seriousness of the crime involved and the danger posed to the public. This statistic points to the fact that sergeants and officers are very cognizant of this and are terminating pursuits appropriately. 15 I Page Page 33 of 489 Chart 16. Suspect Gender Chart 17. Suspect Age Suspect Gender Suspect Age 40 - 29 — AIM �,O o,0 oJ0 oJ0 O O O FEMALE UNKNOWN J4 Chart 18. Suspect Race Suspect Race 8 3 WHITE BLACK HISPANIC PACIFIC ISL. ASIAN UNKNOWN Observations: ❖ Of the known suspects in 2024 pursuits, 29 were male and there were no known female suspects. 12 suspects were White, 8 were African American, 3 were Hispanic, 2 were Pacific Islander and 1 was Asian. Two identified suspects were less than 18 years old. ❖ Not all suspects are identified or captured. Due to the higher probability of pursuits occurring at night, and the fact that most pursuits are terminated, it is difficult for officers to obtain these characteristics. 16 1 Page Page 34 of 489 Summary: 1) The number of pursuits in the City of Auburn tends to fluctuate like other crimes reported. 2008-2014 were recorded as low years with averages in the teens. The next five years (2015- 2019) there was a significant increase in the number of pursuits. 2020 has the second most pursuits recorded in a calendar year, and the highest recorded captures of any prior year. In 2022, however, due to significant legislative actions, discretionary police practices were removed and nearly all incidents of pursuits ceased. In 2024, these discretionary practices were returned, and the number of pursuits showed a significant increase in the second half of the year. 2) In the years leading up to 2024, the average length of pursuits has gradually declined, (with 2022 being an anomaly). This was due to a change in the department pursuit policy of not engaging in pursuits for minor crimes. In addition, this change had likely contributed to the increase in the number of pursuits as many suspects are aware of the "No Chase Policy". Again, in 2024, considerable legislative changes allowed officers to pursue nearly all violators. However, the distance of the pursuits decreased as the officers and first line supervisors exhibited discretion during these pursuits. 3) In terms of what the officers knew at the time each pursuit was initiated, 18% of pursuits in 2024 were initiated for felony violations. 4) The Auburn Police Department has a highly efficient method of capturing pursuit data for subsequent analysis and training. The department should continue evaluating what information should be captured, and how that information should be recorded. 5) There have been major changes in legislation and modification of the pursuit policy to allow for greater discretion for officers and supervisors on pursuits for crimes that are less severe. There are always underlying reasons why suspects flee from the police. We do not know the extent of the reasons for motorists to flee, such as warrants, weapons violations, and other felonies. As mentioned in #4 (above), the "real" reasons suspects are fleeing should be recorded on those suspects who are captured and are willing to speak. 171 Page Page 35 of 489 6) Supervisors were very involved in monitoring the 2024 pursuits. This year, 38 of 52 pursuits (73%) were terminated by either first line supervisor or the involved officer(s) after approval had initially been given to pursue. 7) Supervisors and officers have often made the correct decision and chose not to continue to pursue even when it was allowed by legislation and policy. It is commendable that they have made these decisions, as it shows that they are constantly weighing the danger of the pursuit to the public, against the danger created by the suspect escaping. Training For many years, Emergency Vehicle Operators Course, (EVOC), training consisted of eight hours for each officer, every three years. During the eight hours, the officer received training in the Pursuit Policy, vehicle placement, auto-cross, high speed tactical driving, pursuit scenarios, and the Pursuit Immobilization Technique (PIT). The EVOC training provided has changed over time. It has adapted to Legislative and policy changes. To capture officer attention, EVOC training was shortened to four hours of intensive high speed, PIT, and scenario-based training. At least one half of all commissioned officers receive pursuit driving and pursuit scenario training per year. The officers also received refresher training in the PIT maneuver. EVOC instructors have the officers continue to perform high speed training and the PIT maneuver until both the officer and instructor are confident that the officer is thoroughly familiar with these techniques. The intent of training at Pacific Raceways is to get more officers through this critical high risk— low frequency training, and on a more frequent basis. This is even more important now that this critical task is less frequent. This training is mandated to occur for every officer every two years, which is a change from the previous requirement of every three years. The EVOC coordinator and several instructors review department pursuits and collisions. A determination is made to consider additional training for the officers that are found to be involved in preventable collisions. In 2024 EVOC Instructors noted that the number of preventable, slow speed collisions was increasing within the department. Through cooperation with the Auburn School District, the EVOC staff provided additional slow speed training at Bowman Elementary School, in the hope of decreasing these types of collisions. This training occurred during Spring Break for the school and provided space for the courses that were designed for the training. 18 I Page Page 36 of 489 There is currently a push to provide basic EVOC training to new recruits to give them this important training prior to annual training in October or November. This is problematic at times as finding a location that will allow the training is challenging. We have been sending our new hires to EVOC training prior to the academy if they are in that period between being hired and attending the academy. The pursuit policy in the State of Washington was again modified by legislation and took effect on June 6, 2024. The law relaxed the requirements for officers to pursue but still compelled them to weigh the danger of the pursuit against the threat to the public of the suspect escaping. First-line supervisors received training on the new law and updated departmental policy. It was emphasized that they continue to closely monitor each pursuit. This training was then presented to the officers during patrol briefings. EVOC training has been tailored to adhere to this new legislation and will continue to evolve based upon the changing needs and expectations of the community. 118106._- • a .1 • 19 1 Page Page 37 of 489 CITY OF Z-! A *oll ;lg"1 WASHINGTON AUBURN POLICE DEPARTMENT 2024 Annual VISION •r To be a premier law enforcement 4 agency that is trusted, supported -�_ ,`. , and respected. r` • ' ` .. :...,/ 4...4. , .1/4 .N,,, ii _LI. --' /CP,ik "AiC--- ) MISSION -� _ ,..k . To provide professional law ` .., ,, , A Likii(.../. , \., enforcement services to our y community. P 41 CORE VALUES 4f .., ! !i3i - - * T E COURAGE • - ", V '.,. ,, Bravely standing up to danger , y, ? 6 and adversity ' Mi - HONOR ":11) XII4 ‘•' ,..\ , Serving a noble purpose,we hold ,1 thisprofession in high esteem ' g / , v INTEGRITY e"•1/ r f` tin •, • Our decisions and actions are . 4l based on trust and honesty • " - lijilliire A M1 PROFESSIONALISM 1 110, 4$01,, .. Our sense of duty to conduct ourselves to the highest level of competence and character j\i'r ' � ' .• (4,. 44, , I i Y1 TABLE OF CONTENTS MESSAGE FROM CHIEF MARK CAILLIER 4 ASSISTANT CHIEF BETZ 5 ADMINISTRATIVE ASSISTANTS 5 ORGANIZATIONAL CHART 7 INSPECTIONAL SERVICES 8 PATROL DIVISION 12 PATROL SERGEANTS 14 TRAFFIC UNIT 18 RESPONSE TIMES 20 CALLS FOR SERVICE 21 2024 CRIME STATISTICS 22 PERSON CRIMES 22 PROPERTY CRIMES 22 TOTAL ARRESTED PERSONS 23 INVESTIGATION DIVISION 24 ALL FELONY INVESTIGATIONS CASES ASSIGNED 26 MAJOR CRIMES,PROPERTY CRIMES,AND SIU 27 PROPERTY CRIMES UNIT 27 SPECIAL INVESTIGATIONS UNIT 27 EVIDENCE ROOM 28 ADMINISTRATIVE DIVISION 29 VOLUNTEER PROGRAM 30 TRAINING HOURS 31 TOTAL TRAINING HOURS 31 CRT 32 RECORDS UNIT 33 PUBLIC RECORDS REQUESTS 34 SPECIALTY UNITS 35 SWAT TEAM 35 HONOR GUARD 36 K-9 UNITS 36 CIVIL DISTURBANCE UNIT(CDU) 36 ANIMAL CONTROL 37 MUCKLESHOOT OFFICER 37 FALSE ALARMS 38 AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 3 Page 40 of 489 MESSAGE FROM CHIEF MARK CAILLIER Welcome to the Auburn Police Departments 2024 Annual Report! This report is intended to provide an overview of the department and provide statistical information related to our activities. This last year we experienced reductions in almost all areas of criminal activity. Recent legislation has provided us tools to help address issues in the downtown area as well as retail areas in both north and south Auburn. Additionally,we added 20 Flock Safety cameras throughout the city,which have been instrumental in locating stolen vehicles,vehicles involved in criminal activity,and missing or endangered persons. We plan on adding additional safety cameras in 2025. We have continued to provide emphasis patrols in the downtown core,several south business parks,and in multi-family housing areas so that residents and visitors feel safe and secure. It is our hope that we will continue to see a downward trend in criminal activity.This will continue to be a priority for the department in 2025 and beyond. Recruitment and retention of staff continue to be a challenge facing Auburn PD,but it is also a regional and national issue affecting all our partner cities here in south King County. Over the past year,staffing has remained challenging,but we welcomed 12 new officers and 2 non- commissioned staff members. With the increased staffing,we have been able to fill some vacancies in our Detective and CRT units. .140 Auburn PD also received reaccreditation through the Washington Association of Sheriffs and Police Chiefs,showing that we are following best practices and policies,both locally and nationally. It is an honor to lead such a resilient and dedicated group of employees that continue to demonstrate our core values of courage,honor,integrity,and professionalism. For additional information,I encourage you to visit us at • our website,auburnwa.gov,or follow us on social media, FaL including Facebook,Twitter,and Instagram. For those of you interested in a police career,please visit TeamAPD. corn. SEM a • Mark Caillier • Chief of Police Auburn Police Department pq1.1,CE ltfr s • 489 ASSISTANT CHIEF BETZ * .k Assistant Chief Sam Betz has been with the Auburn Police Department since 2006. He started as a Patrol Officer and began working a narcotic detection K9 in 2010. Sam became a member of the Valley SWAT team in 2011. Sam rotated from Patrol to the Investigations division in 2012, and worked in the Special Investigations Unit as a Detective while also remaining on SWAT and continuing to work as a K9 handler. Sam has experience as a member of the Auburn Crime Scene Team, President of the Auburn Police Officer's Association and as an executive board member for the Auburn Police Officer's Guild during his time as an Officer and Detective. Sam was promoted to Sergeant in 2013 and worked in Patrol and Major Crimes as a first line supervisor. As a Sergeant, Sam continued his time on SWAT and was elevated to a Team Leader position for the regional team. Sam also served on the Sergeant's Association executive board. Sam was promoted to Commander in 2020 where he served in the Patrol Division and as the Inspectional Services Commander. As a Commander, Sam was able to oversee the development of Patrol, SWAT, School Resource Officers, Bicycle Officers and the Traffic Unit. Additionally, Sam acted as the overall Commander for the Valley SWAT team prior to his promotion to Assistant Chief in December 2021. Sam is a graduate of the Leadership Institute of South Puget Sound and Leadership in Police Organizations. Sam has obtained certifications as a handgun instructor, less lethal impact munitions instructor, de-escalation instructor, Force Science, FBI-LEEDA Trilogy, and as an Active Shooter Instructor(NTOA). Sam is a current member of NTOA, IACP and FBI-LEEDA. Sam graduated from Azusa Pacific University with a Bachelor's degree in Biblical Studies, and graduated from Gonzaga University with a Masters degree in Organizational Leadership. ADMINISTRATIVE ASSISTANTS Kerri Scranton started with the Police Department in September 2019 and Leslie Corey in October 2018. Cecelia Lee started as an Officer in 1997 and became an administrative assitant in 2024. They are responsible for providing direct support to Chief Mark Caillier and Assistant Chief Sam Betz, as * well as the department's Command * t. *. Staff. They have a variety of duties that -it** ***Y **t _ span from payroll, purchasing training t * and travel and all responsibilities ' ' associated with administrative assistance to the department. Leslie Corey is the investigations ' f p Administrative Assistant. She reports to 4 . 1 the Investigations Commander. KERRI SCRANTON LESLIE COREY CECELIA LEE AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 5 Page 42 of 489 Auburn, Washington, is a vibrant city located in King County, in the beautiful Pacific Northwest region of the United States. Situated between Seattle and Tacoma, Auburn is known for its natural beauty, rich history, and diverse community. Auburn is a thriving suburban community with a population of over 80,000 residents. The city offers a mix of residential neighborhoods, commercial centers, and recreational areas. Auburn's location along the Green and White rivers provides picturesque landscapes and opportunities for outdoor activities like hiking, fishing, and boating. Notably, the Auburn Police Department holds state accreditation with WASPC and operates with a dedicated team of 140 employees. We are steadfast in our commitment to fostering the professional growth of our officers through a comprehensive range of training opportunities, including those conducted at our outdoor firearms range, as well as mentorship programs and the chance to shadow detectives and explore other specialized areas. Our utmost priority is to ensure that the Auburn community feels embraced and secure under our watchful care. -1'r , s r . ■ '. - .-1.:L'•:..r. —k I Li7 . � r Jr ' - �t m Mr r: �r �N 11 rr 11 �� III � Y- ti*•\ EL,0‘ Erl [ VI, .- a '011°11- •-• ` •• r .�� kIIIIIIIASIKif. 6 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT ■ --..1 . ORGANIZATIONAL CHART CHIEF OF POLICE Mark Caillier INSPECTIONAL SERVICES PUBLIC INFORMATION OFFICER 1 Commander Kolby Crossley ASSISTANT POLICE CHIEF Sam Betz 2 ADMINISTRATIVE ASSISTANTS WELLNESS PROGRAM DESIGNER PATROL COMMANDER PATROL COMMANDER INVESTIGATIONS ADMINISTRATIVE NORTH SECTOR SOUTH SECTOR COMMANDER SERVICES COMMANDER DAY SHIFT A DAY SHIFT B MAJOR CRIMES ACCREDITATION/ 1Sergeant 1Sergeant 1Sergeant TRAINING 8 Officers 8 Officers 8 Detectives 1 Officer MID SHIFT MID SHIFT B PROPERTY CRIME CONTRACT 1 Sergeant 1 Sergeant 1 Sergeant POSITIONS 4 Officers A I ' •rs 5 Detective 1 MIT 1 Generalist K-9 Officer 2 Evidence Techs 1 CJTC LATE SWING SHIFT B LATE SWING SHIFT A 1 Sergeant SPECIAL 1 Sergeant 7 Officers INVESTIGATIONS UNIT TRAFFIC UNIT 7 Officers 1 Sergeant 1 Sergeant GRAVEYARD SHIFT B 5 Detectives 5 Traffic Officers GRAVEYARD SHIFT A I 1 Sergeant 2 Parking Officers 1 Sergeant 8 Officers REGIONAL TASK FORCE 8 Officers 1 Generalist K-9 Officer 1 TNET COMMUNITY 1 Generalist K9 Officer 1 VNET - SERVICES 1 Sergeant MALL OFFICER 4 CRT/4 Bikes SCHOOL RESOURCE 2 Officers 2 Animal Control OFFICER CRIME/STATISTICAL 3 Officers ANALYSIS 1 Analyst VOLUNTEER PROGRAM 1 Administrative 140 TOTAL PERSONNEL Assistant COMMISSIONED NON-COMMISSIONED RECORDS UNIT STAFF:118 STAFF:22 2 Supervisors 1 CHIEF OF POLICE 2 POLICE SERVICE SUPERVISORS 8 Specialists 1 ASSISTANT CHIEF 8 POLICE SERVICE SPECIALISTS 5 COMMANDERS 2 EVIDENCE/PROPERTY TECHNICIANS 13 SERGEANTS 2 PARKING ENFORCEMENT OFFICERS 57 PATROL OFFICERS 3 ADMINISTRATIVE ASSISTANTS 20 DETECTIVES 2 ANIMAL CONTROL OFFICER 5 TRAFFIC OFFICERS 1 CRIME ANALYST 11 ADMIN COMM PRGS. 1 WELLNESS PROGRAM DESIGNER 5 SPECIAL OPERATIONS 1 PUBLIC INFORMATION OFFICER 1 SUPERNUMERARY AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 44 of 489 IN S P E C T I O N A L SERVI - S Commander Shaun Feero leads Inspectional Services. This department is responsible for managing commendations and allegations of misconduct. The Inspectional Services Commander is also responsible for staff inspections. The Inspectional Services Commander reports directly to the Chief. Commendations, Inquiries and Allegations of Misconduct(CIA) investigations are designed to allow the agency to look at our department from the eyes of our commun. y members. To meet these demands,we must be a disciplined and well-regulated organization The report on the next page illustrates how well the Auburn Police Department is perceived to b following our Vision and Mission statements, as well as our stated Manual of Standards. _ _ ___________F- ,. .. .. . .. . 4.t. ______ 0 . , . .. ...„ , _,., ________ •, 2. .• , , .. , ,•• , ,•., _ ... - • - ___.• -. , . , . _, .. 1 ..,r„� Pq�ia4'F f ik 4 i r ,rti. 7 I J f DIALN. �� 911 DIAL 111h.--.-.. 1 s 4001 ili _ __ .. .. „..... . . 7.....„ , , „Ai \ ___ . ._ ._... , ., _ .., , , ,,.. . .. . .. ,s4 I., . , ......,„ _. , .. . ,, ..., 4, , \ _ r, - ______ • +. . ii.r „ __ _ —— - ■0111111re A , .\., Ntet \ _--; , . , *.• ,+ 11, , ,..' I (1 I. • ,. .4111‘ t-- .- .. ..-.L.,7 4 . .... . .. do, _.. ._ ,, _• t ,....„,___ ......„____ ,, ,.. ,---. . . ._,. _ : _ ,_,,, ,,..„,,..„,„„ ,. , _ ....., _, . , .... , , _ ... . ,-- . . A --F ... ,, - biA _ I WACHn,� _. "57876 Y _ L` ��.f N "'•_, — : .L Page 45 of 489 INSPECTIONAL SERVICES COMMANDER SHAUN FEERO Commander Shaun Feero has been with the Auburn Police *C " - Department since 2007. Commander Feero graduated from American Military University with a Master of Arts degree in Criminal Justice and additionally received a Graduate Certificate in Executive Law ••• Enforcement Leadership at AMU after attaining undergraduate degrees • ■ a from Portland State University and the Community College of the Air Force. Commander Feero spent time on the Crime Scene Team, Valley SWAT Team,Valley Civil Disturbance Unit, Field Training Officer, Firearms Instructor, Bicycle Unit, and was recognized as a Mater Police Officer(MPO) in 2016. Commander Feero worked as a Patrol Sergeant, Major Crimes Sergeant, and was a team leader on the Valley Civil Disturbance Unit(VCDU). VCDU Commander, Honor Guard Commander, and is responsible for the APD firearms program and drone program. Additionally, Commander Feero is Auburn PD's Military Liaison, providing resources to veterans and keeping the APD administration appraised of current reserve and guard commitments. Commander Feero was a Retired Senior Master Sergeant(SMSgt) serving in the Air Force Reserve as an Operations Superintendent in the 446th Security Forces Squadron at Joint Base Lewis-McChord. In 2024, Auburn Police Officers responded expected. The Commendation process to 64,422 Computer Aided Dispatch (CAD) recognizes employees for Professionalism, incidents and completed 13,624 case reports. Exemplary Job, Exemplary Actions, Life Saving Officers made 2,779 arrests, with 2,351 of those and Heroism. arrestees being booked into the SCORE Jail, During 2024,there were 63 commendations and officers issued 3,801 infractions/citations. awarded to a total of 110 employees. The All of this activity accounts for only a portion commendations include Life Saving Medals, of the personal contacts with our community Letters of Commendations, and Tactical Medals. members that are made by our police officers throughout the year. To better understand how commendations work, most of them come from citizens who took As outlined in the Auburn Police Department the time to recognize one or more officers due Manual of Standards (MOS),the CIA to their exemplary and professional work. system provides a uniform means of reporting, investigating, and documenting Other commendations come from supervisors Commendations, Inquiries, Allegations of recognizing officers for a job well done and Misconduct and Collision Reviews. those are known as Supervisor Comments. These commendations can range from officers A Commendation is used to recognize actions conducting school speeches, helping someone or performances by members of the police change a tire or going above and beyond to department who act or perform in a manner investigate someone's case. that is outstanding or beyond what is normally AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 9 Page 46 of 489 A Supervisory Inquiry involves a complaint made 13,624 regarding the quality of service delivery. These complaints vary in degrees from regarding an employee's demeanor,tardiness, related to Case Reports customer service, or the nature of a department practice. The employee's immediate supervisor 2,779 typically handles this type of complaint. At times, the outcome of the inquiry will be forwarded to Arrests the Inspectional Services office, but many times it is not. If an employee has multiple service delivery complaints where the conduct has 3,1301 been determined to be unacceptable then the complaint may be handled and documented as Infractions/Citations an Internal Investigation. An Internal Investigation involves a complaint of The Auburn Police Department works a possible violation of department standards, diligently to maintain an open environment written directive, City policy or applicable Civil where our community members can freely Service Rules. These allegations include, but tell us when they are pleased or dissatisfied are not limited to, complaints of bias based with our performance. When we receive profiling, excessive force, alleged corruption, Commendations, Inquiries, Allegations of insubordination, breach of civil rights,false Misconduct or an officer is involved in a collision arrest, and other types of allegations of serious we thoroughly investigate the incident to misconduct. determine the merit and appropriate response. Below are the 2024 Investigations and Findings: Although there is always room for improvement, we believe it can be concluded that we have No. of Investigations 8 been successful in fulfilling our Mission and No. of Employees Investigated 10 Vision statements and have been providing the Findings of Misconduct 6 utmost in quality law enforcement service to our community. A Collision Review is conducted whenever an Auburn Police Department employee is involved in a collision while the employee is the driver and on duty, or in a city-owned vehicle while driven by a police department employee. Below are the results of collision investigations: No. of Collisions 45 Determined Preventable 16 The number of sustained allegations compared to the number of contacts that employees make every year is extremely low. 70 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 47 of 489 PUBLIC INFORMATION OFFICER KOLBY CROSSLEY Kolby received his degree in Communications from Washington State # University then moved to Bozeman, Montana where he got his first job as a reporter. From there, he took a position in Colorado Springs to become the new morning reporter for WAKE UP COLORADO. Kolby is originally from Odessa, Washington. As someone with prior media experience he can best assist our media outlets to get the information they need while working on their stories. Kolby manages all public outreach and media relations for the Department, oversees the content for APD social media accounts and assists in all aspects of community engagement. APD CHAPLAIN I WELLNESS PROGRAM DESIGNER ANGEL OGANDO * Angel has been with the Auburn Police Department(APD)for 9 years. In that time, he has served the department as a Chaplain, and currently is the Wellness Program Designer for APD. Angel's focus is the professional and analytical development of a wellness program that encompasses all aspects of an APD employee's wellness (Mental, Physical, Spiritual, and Emotional Health). Angel manages the APD Chaplain Program,the Peer Support Team, the APD Fitness Coaches as well as the Blue Auburn Resilience program. He brings with him a wealth of leadership through compassion, national, regional and local relationships, and an analytical approach to ensuring the programs that he manages are based on best practices and research, while also being able to pivot and be personalized for individual participants. Some of these innovations include incorporating holistic health trainings throughout APD, conducting new employee and family orientations, providing wellness outings for families to connect and strengthen their relationships with each other as well as the department, and working closely with the local community to build relationships and opportunities for connections. AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 11 Page 48 of 489 PATROL DIVISION The Patrol Division is the Department's largest division. In 2024, C. anders Burger and Skeen led a staff of 8 Patrol Sergeants, 55 Patrol Officers, Admin Services, 3 Officers, 2 Mall Officers and 3 School Resource Officers. The Division is primarily responsible for handling 911 calls for servic affic enforcement, as well as pro-active crime prevention in the City. `� .\ ---.'!-• Till131:1 1CM- ., 0...--. !til --_ ` ~ • ' ill r � �, � � . VI14. )1---5- 'I. .. t'';'.....T........,rAlk . -Air 4' _ : ` T 14 .4:.;•': �.: : ; • !` C 1 i ' fr+=hri . • . iii..... - "Argilli , 4.m' ' . _ . .. PARTMtN CSk i. ii SOUTH SECTOR COMMANDER * BRANDON SKEEN -Or * Commander Skeen has been with the Auburn Police Department since k it. • . ' " 2008. Before joining the department, he was on active duty Army for +r ; iLiCf 4.5 years as a combat medic and completed one deployment to Iraq O. in 2007. Brandon has been a member of the civil disturbance unit, a field training officer, Auburn Police Guild Executive Board member, , master police officer, and member of the Valley Regional SWAT Team. In August 2018, Brandon was promoted to the rank of sergeant, and in 2024 was promoted to Commander. Brandon holds a Bachelor's degree in Criminal Justice from Southern New Hampshire University. *` NORTH SECTOR COMMANDER * * CHRIS BURGER Commander Burger was hired by the Auburn Police Department on 07/30/2007. Commander Burger has served as a Patrol Officer, Field 0. Training Officer, Defensive Tactics Instructor, Emergency Vehicle Operations Instructor, Taser Instructor, Explorer Advisor, Crime Scene Response Team member, Drone Pilot, and a Major Crimes Detective. 4 • • Commander Burger was promoted on February 1st, 2020 to the rank of Sergeant. During his time as a Sergeant, Commander Burger was responsible for the Side B Day Shift Patrol crew. Most recently, as a Sergeant, Commander Burger had the pleasure of leading the Community Response Team, Bicycle Patrol Unit, Animal Control Officers, and MIT Officer. On February 1, 2024, he was promoted to the rank of Commander, assigned to the Patrol Division. AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 13 Page 50 of 489 PATROL SERGEANTS Patrol Sergeants supervise a shift of officers and are responsible for developing strategies to address on-going crime and related concerns in their respective districts. JASON BLAKE DAY SHIFT A 18 OFFICERS r 14' 44. '~ Sergeant Jason Blake has been with the Auburn Police Department * i - since 2003. During Jason's career at Auburn PD he has worked as t a Patrol Officer, a Field Training Officer and attained the designation as a Master Police Officer. Jason has also served as a Detective in both the Property Crimes and Major Crimes Divisions and worked in the department's Community Response Team.Jason has served on the department's Crime Scene Response Team and Civil Disturbance Unit. Currently,Jason is a member of the department's Peer Support Team and the Valley Hostage Negotiations Team, where he serves as a Team Leader. Jason was promoted to the rank of Sergeant in December 2021 and is currently assigned to the Patrol Division. Jason holds a Bachelor's Degree in Criminal Justice Administration. MAJOR CRIMES SERGEANT ANDY CLAPP A_ y Sergeant Andrew Clapp graduated from Seattle University with a * Bachelor of Arts degree in Humanities and a Bachelor of Arts in * Criminal Justice. Andrew was hired by the Auburn Police Department in 1996 as a Police Service Specialist. In 2000,Andrew became a commissioned Auburn Police Officer. Andrew became an FTO,joined the Crime Scene Team and became an instructor of the Emergency Vehicle Operations Course (EVOC). Andrew is also part of the Peer Support Team, providing emotional support to all members of the Department. Andrew was the Property Crimes Sergeant from 2018 to 2024. 14 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 51 of 489 MATT WILKINSON SWING SHIFT B 17 OFFICERS Sergeant Wilkinson started working with the Auburn Police "till 1111 Department in December of 2013. He has primarily served in the patrol division, where he was assigned as a field training officer for four years with additional time helping train new officers as needed. While within the patrol division he was designated as the `Officer in Charge' in the event a sergeant wasn't present and has received three lifesaving awards. Matt was an executive board member for the Auburn Police Officers Guild for four years, which included two contract negotiations for the bargaining unit. Matt was promoted to the rank of sergeant in February of 2023, and assigned to the patrol division. JAMES FRITH MID SHIFT B 14 OFFICERS Sergeant Frith has been with the Auburn Police Department since 1997. Before joining the department, he served in the United States Army. In addition to working patrol, James was a member of the Honor Guard,the Civil Disturbance Unit and the Valley SWAT Team. He also served as a Narcotics Detective with the Special Investigations Unit and as a Field Training Officer. Sergeant Frith was promoted in 2010 and has been assigned to Patrol, Property Crimes, and Major Crimes. James is also a Defensive Tactics Instructor and an Emergency Vehicle Operations Instructor. Sergeant Frith holds a Bachelor's Degree from Central Washington University. He completed the IACP Leadership in Police Organizations course, and is a graduate of the Northwestern University School of Police Staff and Command class#422. Sgt. Frith is ABLE trained (Active Bystander for Law Enforcement). AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 15 Page 52 of 489 DAMON HEWIN SWING SHIFT A 17 OFFICERS 4 •7 Damon Hewin is from Detroit, MI and a graduate of the University Of AMC Michigan. He came to the State of Washington after enlisting in the US Army and being assigned to a Stryker Brigade at Fort Lewis, WA. 1111 Damon deployed to Iraq twice and was awarded the Bronze Star service for his actions in service to our nation. He left the Army in 2014 „,174.% and was hired by the Auburn Police Department in July of 2014. He has served as a Patrol Officer, Field Training Officer, Property Crimes Detective, Firearms Instructor, and Patrol Tactics Instructor. Damon was awarded the life-saving medal in 2019 for helping save the life of a 16-year-old student-athlete who was suffering a cardiac arrest due to a breathing condition. JOSH GUSTAFSON SWING SHIFT B 17 OFFICERS Sergeant Gustafson was hired with the Auburn Police Department * in December 2013. Sergeant Gustafson has spent the last 11 years 'MP" working as a Patrol Officer, including several years as a Field Training Officer. Sergeant Gustafson was promoted to the rank of Sergeant in 4 '1-6; April of 2024. Sergeant Gustafson graduated from Central Washington University with a degree in Law and Justice. 16 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 53 of 489 JASON SCHULTZ GRAVE SHIFT B 18 OFFICERS, 1 K-9 OFFICER Sergeant Jason Schultz began his career with the Auburn Police Department in March 2012. Prior to joining APD,Jason worked in Special Education in public schools. During his time with the , department,Jason has served in both the patrol division and as a detective in the Special Investigation Unit. Jason has served as a Field ..� Training Officer, Taser instructor, Fitness Team coach, and a member of the Peer support team. Jason is also a department ABLE instructor, who teaches officers how to successfully intervene to prevent harm, prevent misconduct and promote officer health and well-being. FERNANDO CORDOVA GRAVE SHIFT A 18 OFFICERS, 1 K-9 OFFICER * Sergeant Fernando Cordova began his career with the Auburn ,tom * vip Police Department on January 9, 2015. His time with the department has been primarily spent in the patrol division where he has been a t c member of the Peer Support team, and Crime Scene Response team � and was also designated as an Officer in Charge. Sergeant Cordova ®,r has held multiple specialties as well, including Field Training Officer, Defensive Tactics Instructor, and Hostage Negotiator. Sergeant Cordova was recognized as Officer of the Year for three consecutive years while on patrol and has also received multiple lifesaving awards. Additionally, he was awarded the Citizen Commendation from the City of Kent for diffusing and de-escalating an argument between two men at a sports field occupied by children and families,while he was off duty,where one of the men was armed and pulled out a firearm. He is a proud graduate of the University of Washington. AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 17 Page 54 of 489 TRAFFIC UNIT The primary responsibility of the traffic officers is traffic enforcement and collision investigations, with the goal of improving driving behavior in the City. Auburn PD investigated 2,526 traffic collisions in 2024. TRAFFIC SERGEANT TYSON LUCE * • Segreant Luce graduated from Auburn Riverside High School before iC ill earning a law&justice bachelor's degree from Central Washington * University. Tyson has been with the Auburn Police Department since �� �� 2013. As a Patrol Officer, he was a member of the Crime Scene Response Team, Crime Scene Photographer,Vice President of the Auburn Police Officer's Association, and Auburn Police Guild Executive Board. In 2017, he was assigned to the Traffic Unit as a Motorcycle Officer. Tyson is a Collision Reconstructionist, Traffic Investigator, Emergency Vehicle Operations Course (EVOC) Instructor, and Pursuit Immobilization Technique (PIT) Instructor. Tyson was promoted to Sergeant in 2021 and assigned to the Patrol Division. Tyson transferred to the Traffic Unit in December 2023. Tyson is assigned as the EVOC and CSRT supervisor. Tyson is the President of the Auburn Police Sergeant's Association Executive Board. -iy. = - :-f roilPA kI1J - A 91 " I�p'ill; y--` 1 A- •. W ',', • -, ' • • 't V'. ;*7 ' . . ';• •If.4 ' il Si: —.-'' .' e�M ri y� J� •'•` yr{*'1'�'{' � "<' dY a4-.$Y ..{l.�, ~ - Page 55 of 489 cli.__ .- 1. .+Apt�,•:',v'.Rif 1+rN f - -. - ..-•... ,_ . t• y s w� .r = =i J R , , , { _ -r :r ` .—f 4 l ., - , ram.. A __ , __` fi- 7 V.Y.,: .. -. ..'. . 4 ;;;;::„.J;411F 1:-'.' ri -.-.."\:.) Aiii ...4f, MVP > _ -0. `r i - , ;- - ilk` i -"I.—, —, . J - 2 ,526 Traffic Unit Officers include Derek Anderson, Patrick Douglas, and Mike Mabis, supervised by Sergeant Tyson Luce. Derek, Patrick and Mike have all achieved the highest levels of Investigated certification as Collision Reconstructionists and are recognized Traffic Collisions experts this field. - : k -.• 3,063 -T , • , . x . ri �ry Parking Tickets • �" i dr { Parking Control Officers include . * j .4 Suzie Conner and Ron Reardon. , Their primary responsibility is to 1' 0 .' �, ;.. il Z' :' enforce the parking ordinances p -.. . 5 s . . . of Auburn and respond to l , -w. abandoned vehicle complaints. - I r , i , ,y. In 2024,the Auburn Police e-/ � Department wrote 3,063 parking . o tickets in the City of Auburn. • ALIBI. POLICE DEPARTMENT 2024 ANNUAL REPORT I 19 Page 56 of 489 RESPONSE TIMES 50.00 45.00 40.00 35.00 30.00 25.00 20.00 15.00 A II III 1111 10.00 5.00 0.00 2020 2021 2022 2023 2024 ■Pri 1 4.48 4,06 4.52 4.22 5.24 ■Pri 2 11.63 12.10 15.00 15.25 17.64 ■Pri 3 16.95 18.54 21.33 29.22 28.91 ■Pr 4 29.44 30.26 39.15 41.39 47.66 DEFINITION OF RESPONSE TIMES PRIORITY RATINGS PRI 1=Highest priority,confirmed hazard which could result in extensive loss of life or property PRI 2=Minimal hazard with considerably less potential for loss of life or property PRI 3=Low hazard,non-life threatening PRI 4=Police reports or cold calls .fi .,.;:* E. - W,..:. :Y - yw I __ -�,a Police D• _I. pent - _ ..0, 4. i y_ ,4..� 1 -'16 *.' - , 1/4„ fir I, 14 a , l_ �"1'', ' Mlle.. }0per w 1L: • kIIIMIIPI* i 01 20 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT i Page 57 of 489 CALLS FOR SERVICE Computer Aided Dispatch (CAD) calls for service have decreased over the past 5 years. Auburn police received 68,026 calls in 2024. Increasing online reporting,which was updated in 2020, has helped lead to decrease in calls. 74,000 72,000 H 70,000 68,000 66,000 64,000 62.000 60,000 58,000 2020 2021 2022 2023 2024 ■Calls for Service 73,998 72,944 69.072 68,026 64,422 \ 1 - _ s 4P AI - ,. .ii ,, ii_wiii NI . OZ aliglEd:ii. .: AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 21 Page 58 of 489 2024 CRIME STATISTICS PERSON CRIMES 300 250 200 15a imil il i ii I il 1oa II 54 gliii_ a 2020 2021 2022 2023 2024 5 yravg •Homicide 7 5 13 8 9 8 ■Robbery 125 136 129 207 114 142 •Forcible Rape 32 47 42 52 73 49 •Aggravated Assault 208 184 252 246 260 230 PROPERTY CRIMES 4000 3500 3000 2500 iii di ill di il ill 2000 1500 1000 500 0 2020 2021 2022 2023 2024 5 yravg ■Burglary 587 611 795 773 454 64-4 ■Fraud/Forgery 794 341 346 304 225 402 •Vehicle Theft 697 902 1,205 1,542 932 1056 ■I Larceny 2,922 3,269 3,468 3,503 3,186 3270 ATheft from Vehicke 808 1,182 892 585 513 796 Larceny accounted for the largest number of reported property crimes in 2024. Larceny is defined as theft,which includes crimes like theft from vehicle,shoplifting,a bicycle being stolen,etc.Vehicle theft continues to be a hot topic for every agency,the prosecutor's office,and the legislature. 22 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 59 of 489 TOTAL ARRESTED PERSONS 4,000 3,500 3.000 2.500 2.000 1,500 I I 1,000 500 0 '':.#4...7+':-.• -2..?"-::'1'.::''':•'---:16. ar...e;'..si?r;t...s..."'•':.;4.-.;-1-.,..";,''.'',...)'..."-.'.32,0.6..•2 ,,':'...'.".'•;:C.,i":.''%...'.;;,..'":,,.._-..,.- ..'..11.•-.1••.'.'.--%',.;.1•;.''2021..'......'.-„.''-,.0 Bookings 1652 2,990 4',,L-....k'...'.-,„1f..;..s'7.1.-.,.,..:,...4.'N,a.t-4.•,-;.I.:.-*.:k.t::..:.-L3 4.77'-f,k;:.-..•••,k-4:‘,,7',•1::V.::..!,..4k.:;el:i,.v,I Nq.t`,7.1%,,4•.•,..•..-•.,.s,%2022V 1320 243 i15.,X.i,..1.,;i.k.-,1.,"..41;Yi.t0:.0ili!.!:,,,'..44tl0;.,:1.:.1•';,,:'.4..ig,t4..,.'.i.:ik iW4.,i;t.i•.:,'.16.e,0-,.61,A-".,.r.i„P'i4.,#fi2 4.et.(.,r.,i.0.i'.'j..r..d".,1•..(.•2P41._1-:4.5C1.3..,...-i7,..,.... .,.t—.!.,...3.i.6'„,..r,•.4-`:,..:.•.,..,...'r:-:'-,.'„1-_-- ..::...-.:...-*,...••- ...'-..r. 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INVESTIGATIONS COMMANDER 411i TODD BYERS Commander Byers started his law enforcement career in 1987 when he Ibecame a Police Officer for the City of Las Cruces, NM. He transferred to the Auburn Police Department in November 1996. While working in the Patrol Division, Byers became a Field Training Officer in 1998 and trained several Officers for the Department. Byers moved to the Traffic Division as a motorcycle Officer and worked in that capacity until early 2000. In 2000, Sergeant Byers became a TAC Officer at the Washington Criminal Justice Training Commission and remained there until 2003 when he returned to the Auburn Police Department Traffic unit. Byers rotated back to the Patrol Division in January 2014 and was promoted to the rank of Sergeant in 2019. Todd has a Bachelor of Science in Criminal Justice from New Mexico State University. INVESTIGATIONS COMMANDER 1 INVESTIGATIONS SECRETARY 1 CRIME ANALYST MAJOR CRIMES PROPERTY CRIMES 1 SIU SERGEANT 1 SERGEANT 1 SERGEANT 5 DETECTIVES 8 DETECTIVES 5 DETECTIVES 2 TASK FORCE DETECTIVES 2 EVIDENCE TECHNICIANS 24 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 61 of 489 PROPERTY CRIMES SERGEANT CHRIS BOLDMAN Sergeant Boldman has been with the Auburn Police Department since 2012. Before joining the department, he received his Bachelor of Arts }- Degree in Psychology from Seattle Pacific University. Sergeant Boldman FU=. has previously served as a Field Training Officer and an executive member of the Auburn Police Officers Guild. He has also served as a detective assigned to property crimes and the Puget Sound Auto Theft Task Force. MAJOR CRIMES SERGEANT JOSH MATT Sergeant Josh Matt started his career as a patrol officer with the Auburn Police Department in March of 2007. While in patrol he was part of the Crime Scene Response Team,Valley Civil Disturbance Unit, and was a Field Training Officer. In 2013 Sergeant Matt was assigned to the property crimes unit as a detective specializing in burglary and arson investigations. In 2015 he moved to the major crimes unit and became a part of the Valley Investigations Team. In 2017 Josh was assigned to investigate cold-case homicides and long-term missing persons cases. Sergeant Matt was selected to receive training to be a certified fitness instructor and provides support to officers in fitness and nutrition. Sergeant Matt holds a bachelor's degree in Sociology from the University of Washington. Josh has been a life-long Auburn resident and is proud to raise his family in the community. SIU DAVID LIND Sergeant Lind began his career with the Auburn Police Department on July 14th, 2007. He has served the residents of Auburn as a Patrol Officer, Property Crimes Detective, Major Crimes Detective, Explorer Advisor and Peer Support Officer. Additionally,from January 2013 through October 2020, Sergeant Lind was assigned to the Valley SWAT Team as an Entry Team Member and Explosive Breacher. Sergeant Lind eventually took on the role of Assistant Team Leader for Valley SWAT until his promotion to Sergeant on October 1st, 2020. Outside of work, Sergeant Lind is passionate about fitness and spending time with his wife and two children. AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 25 Page 62 of 489 ALL FELONY INVESTIGATIONS CASES ASSIGNED 4,000 3,000 2,000 7 000 0 2020 2021 2022 2023 2024 5 yr avg •Total Cases Assigned To Investigations 4,713 4,720 5,460 4,942 4,413 4,850 The Investigations Division remained very busy in 2024.All felony cases are assigned to a detective for review whether or not there is actual suspect information. I. • _ • l - - - .— . , :si 116 .410.f , -. t - •26 ' .•E� � k� �? 4A LFEE • . . " -. -,... -- • . / MAJOR CRIMES, PROPERTY CRIMES, AND SIU 5,000 4,000 3,000 2,000 1,000 i 1 2020 2021 2022 2023 2024 5 yravg ■Total Cases Assigned To Investigations 4,713 4,720 5,460 4,942 4,413 4,850 ■Majar Crimes 1,258 1,222 1,219 1,303 1,293 1,259 ■Property Crimes 3,215 2,092 2,171 3,323 2,984 2,757 ■511J 240 1 Aof: 2,070 316 136 834 PROPERTY CRIMES UNIT The Property Crimes Unit investigates the crimes of auto theft,felony theft, burglary,fraud, and forgery. SPECIAL INVESTIGATIONS UNIT The Special Investigations Unit is responsible for investigating drug and vice complaints as well as directed enforcement for specific problems. AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 27 Page 64 of 489 EVIDENCE ROOM 7 _ _ r �sI � ,,I ,,„„. .A ,�A ._ rail r-. irve -- . f�/ 11 _ A : : : ' P. .,. } ` 1 i lik- 1 h 1 01 . 411' Cr =il ..' , tk 1. , 4 IdTel 5 , . ii 1 44 s. 4 r� o0 1 i r, .11, 1 ,r_ 4 . d- '' 44... .. ._ \ I 4,IP l ,r ., ,,,,,, ,...i,i. i: ,.,; :;;;. A .,, ,1 k ' 0 x 4 J . The evidence room is staffed by evidence technicians Mary Onorati and Charlene Hoch who are responsible for the proper storage, disposal, and destruction of all the evidence and property taken into custody by the Auburn Police Department. The evidence technicians received 7,193 items in 2024 and destroyed approximately 7,875 items. o * . ,*0 7193 * * . 4c .t :1 Items Received r 4 : -- 7,875 / °` ° Items Destroyed EVIDENCE TECHNICIAN EVIDENCE TECHNICIAN MARY ONORATI CHARLENE HOCH 28 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 65 of 489 ADMINISTRATIVE DIVISION ADMINISTRATIVE SERVICES COMMANDER CRISTIAN ADAMS - 4. Commander Adams began his career with the Auburn Police Department November 21, 2005. He has served as a Detective, Defensive Tactics Instructor and Field Training Officer during those 12 years. He was promoted to Sergeant in July of 2017, becoming the first minority to join the supervision ranks of the history of the police ' department. He was promoted to Commander on February 1, 2021 where he is ADMINISTRATIVE SERVICES currently assigned to Admin Services. He has been Commander for COMMANDER the Civil Disturbance Unit and Filed Training Officer Program. He is currently the Commander for The Valley Hostage Negotiation Team and Defensive Tactics. ACCREDITATION/TRAINING 1 OFFICER Commander Adams is a Co-chair for the Police Advisory Committee and a member of the City of Auburn Diversity, Equity and Inclusion team. CONTRACT POSITIONS 1 MIT Commander Adams holds a Bachelor of Arts in Law, Society and 1 CJTC Justice from the University of Washington where he was a member for the track team specializing in the 400 meters and 1600 meter relay. TRAFFIC UNIT 1SERGEANT 5 TRAFFIC OFFICERS 2 PARKING OFFICERS VOLUNTEER PROGRAM RECORDS UNIT 2 SUPERVISORS 8 SPECIALISTS COMMUNITY SERVICES 1SERGEANT 4 CRT 14 BIKES 2 ANIMAL CONTROL AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 29 Page 66 of 489 COMMUNITY PROGRAMS SERGEANT BRIAN ANDERSON 11` Sergeant Brian Anderson has been with the Auburn Police Department since July of 2007. As a Patrol Officer he was a member of the Crime Scene Response Team, Auburn Police Firearms Staff and the Valley SWAT Team. In 2015 he was assigned as a member of the CRT unit in admin services, after that three year assignment he spent a short time back in the patrol division as a temporary Sgt and then was selected to the Detective Division and assigned to the property Crimes unit. Brian was promoted to Sergeant in May of 2021 and assigned to the Patrol Division. TRAINING ACCREDITATION OFFICER DOUG KOCH 'fir Officer Koch began his law enforcement career with the Auburn * Police Department in 1989 and has over 35 years of law enforcement • experience. Officer Koch has served as a Patrol Officer, Field Training v+ Officer, Firearms Instructor and Armorer. He holds a Bachelor's Degree in Criminal Justice from Washington State University. In his current assignment as the Community Services Officer and Accreditations Manager he maintains the accreditations files with WASPC, oversees the police volunteer program, attends career and recruitment fairs, assists with the Citizen's Academy and organizes police department events held outside of the department. 30 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 67 of 489 TRAINING HOURS Training by the different divisions in 2024 was comprehensive. All commissioned staff are tasked to achieve a minimum of 30 training hours per year. Non-commissioned staff receive a minimum of 20 hours per year. The patrol hours also include training provided to new recruits at the State Basic Law Enforcement Academy and post academy training. TOTAL TRAINING HOURS 25,000 20,000 15,000 10.000 5,000 0 2020 2021 2022 2023 2024 ■TotaI Training Hours 20,390 12680 18770 22970 21,422 lei ,_, 4 - ...-5 , 1 .... ....?. - imp. .01. ___ it- . _ _ ,.. ... . . 4 i dio--411 gigrA _ - 4 / • rr 1 o. yf iy �AU6U' 1 ANNUAL REPORT . - 164- 1• CRT * ' The Community Response Team is a * .* a significant resource within the police department to problem solve issues that A IP arise within the city. Problem solving and reducing crime is addressed through - tracking all rental properties throughout it. innt .pD the city and taking an active role in enforcing the Multi-housing ordinance. r CRT Officers review police activity through CRT OFFICER CRT OFFICER reports and crime analysis to identify on- STEPHANIE BENNETT CHRIS MAST going difficulties and coordinate efforts utilizing all city, county and state resources. CRT Officers make every effort to initiate contacts in the city through community meetings and Blockwatch efforts. A 1101:: - CRT Officers perform a slightly different role from officers in the Patrol Division, as they are able to be more pro-active in their duties. They are, however, in uniforms and assigned patrol vehicles. CRT Officers air are visible in the community and take an enforcement role to address problems that are identified and will work with the Patrol Division in a collaborative effort. CRT OFFICER AARON WILLIAMS ice- -•�. • • M _ram _ • _ 1 ❑r '. —- f y ill _ 1114)1 L- -i( crozor')ciamar, Nr. 441,41:_ YY lf• :--5-7)— ; r Ilk- ____.,l,.._ A ill i iI e r 32 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 69 of 489 RECORDS UNIT . ,_ i ._ , , . ,I.,_...k r I f _ fill ri WM__ Afik - --_,,iii. irg.)\A Eng ,t, •* " ,= -_— _ -.1,Ma 1 - -.-- * 'NI • 1 - ______ i .01 f r The Records Unit is in the Administrative Services Division and is comprised of a commander, 2 supervisors, and 8 specialists. The Records Unit processed over 17,864 police reports in 2024 and is responsible for records retention along with providing statistical data for the National Incident-Based Reporting System (NIBRS). In addition,they processed 2,530 warrants, 2,620 court mandated orders, and 4,486 records requests. They administered 1,195 concealed pistol licenses, and 10 dealer licenses. ir _,_ cr: 2,530 *-„,„ . Processed Warrants r „I,. ,A, I, 4 9486 F & ! �' Records Requests RECORDS SUPERVISOR RECORDS SUPERVISOR STEPHANIE JENKINS TRACEY CARTER AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 33 Page 70 of 489 PUBLIC RECORDS REQUESTS Gathering information for Public record requests has become a large part of the Records Unit duties. 6,OOO 5,006 4,000 3,009 2,000 I 1,000 2020 2E21 2022 2023 2024 •Hours Spent 725 920 1399 1810 1,402 •Number of Requests 3,784 4,737 4,380 5,524 4,486 34 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 71 of 489 SPECIALTY UNITS The Auburn Police Department supported the City and greater la enforcement community with a variety of well trained and equipped specialty units. They it lude, but are not limited to, the following: • SWAT team • Civil Disturbance Unit (CDU — Riot Control) • Crime Scene Response Team • Honor Guard • Bicycle Unit • K-9 Officers • Crisis Communications Unit • VIT - Valley Investigations Team (CCU — Hostage Negotiator) (Officer Involved Incident) SWAT TEAM The SWAT team trains three times a month and completes a team training week every year. The team was called out to execute 78 actual missions during 2024. Auburn is part of Valley SWAT, comprised of the cities of Auburn, Kent, Renton, Tukwila, Federal Way, Des Moines, and the Port of Seattle. _ • —L--.." .ffil ..I.0_-_41.1 4,J.4,, Fi--,. 4, _ .• .rib -la Nr LIMA t •rI\ ,A/ (". w ''•` POLK , 31:-.rSo,e'''m'.s r_y . ;. _.,,._:t.,-. ';f..-7, PO( 4 \ ' tip + =. ."k vtt Nrnw..i r,g iIIIIiIIL\\ 2',' Fj r r.. I'a z _ _f1Kf a * f POLICE _, -7 • 1 � Ai . . „.. ,,skjitillir— ..,: __ AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 35 Page 72 of 489 HONOR GUARD The Auburn Police Honor Guard ; f r Ai performs in numerous community . events such as : • ; ,• ;� . - . f • Auburn Days Parade • s `�lir ` J. 4 • Veterans Day Parade 4• • Officer's Funeralsjoi ,� I K-9 UNITS • r1,11,-72 The Auburn Police Department has s,, +- 41 ..,. three K-9 Units. All are generalists (tracking dogs). ` V • . AL .,,,,,..4 _ ...., r _ "• CIVIL . , DISTURBANCE r - UNIT (CDU) �� 1���\tkl.„., The Auburn Police Department is —., _-ti ; _ ► 3 +�+ - part of the Valley Civil Disturbance 1.1k Unit(VCDU). Auburn partners with -•. ib i isp lill • the other valley agencies; Federal - Ii • i 1 i A i ` A Way, Renton, Kent, Tukwila and - -- the Port of Seattle. As a team we provide a well trained and ? " equipped civil disturbance/civil ;'_ �:_ disobedience response for South • '- , N.:` ' ' , tr. King County. • l "• � ,� f 4y A. .- i ^�. `, tee'' y .7 }fir r .... ,, ,.1 i , 36 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 73 of 489 r-.. .,, ANIMAL CONTROL Animal services in the City of Auburn are provided by the Auburn `� Police Department's Animal Control officers. If you are experiencing * a life-threatening animal-related emergency, call 911. For non- * #*- emergency animal control service, please call 253-931-3062 or the * non-emergency police line at 253-288-2121. The Animal Control r TC Officers respond to the following requests: yi r • Vicious animal complaints 21064 ANIMAL CONTROL OFFICER • Animal complaints/bites RAY PECKHAM • Disruptive animals Calls • Injured wildlife Calls include impounds, * . • Injured animal rescues self-initiated contacts, �r = ,, • Dead-on-arrival livestock/cats/dogs citations & infractions, *-Pc _ and warnings. * * • Police department calls for assistance r * • Loose livestock on roadways • Aggressive or sick animal pickup ilimio—,,4.1,_ • Animal cruelty investigations • Wildlife in the living area of a home ANIMAL CONTROL OFFICER NICHOLACE SORENSON MUCKLESHOOT OFFICER * iiik Ofc Bush was born in Tacoma and grew up in Puyallup. After high * school Ofc Bush attended the University of Washington and was a * 10 member of the of the Husky Football Team. Ofc Bush is married and * has two daughters and a son. Ofc Bush was hired in July of 2014 and * following his training was first assigned to the Patrol Division, working ** poti swing shift primarily in south Auburn. Following several years in the * Patrol Division Ofc Bush became a School Resource Officer working 4. out of Riverside High School. Ofc Bush now works as the Muckleshoot MIT OFFICER Tribal Liaison Officer and has been in his current role for roughly a RYAN BUSH year and a half. Ofc Bush is also a member of the Civil Disturbance Unit. In his free time Ofc Bush enjoys spending time with his family, working around the house and watching football. AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 37 Page 74 of 489 FALSE ALARMS Scarce resources combined with an increased demand for services ake responding to false alarms an extreme burden for public safety agencies. Non-critical calls for se vice, such as false alarms, decrease the amount of time officers spend responding to true emersencies and reduce the number of staff available for crime prevention. Without effectively managing se alarms,the number of false alarms continues to increase every year. With the comprehensive f • alarm ordinance in place by the City of Auburn, our officers are freed to spend more time prow. •ly patrolling their districts. 1,200 i oc 800 600 400 200 0 2020 2021 2022 2023 2024 ■False Alarms 778 871 849 939 1.126 38 I AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT Page 75 of 489 AUBURN POLICE DEPARTMENT 2024 ANNUAL REPORT I 39 Page 76 of 489 At- THE AUBURN POLICE DEPARTMENT IS A STATE ACCREDITED AGENCY The Auburn Police Department is actively looking for volunteers. If you are interested in being a part of our volunteer program please visit our website at www.auburnwa.gov/police AUBURN POLICE DEPARTMENT 340 East Main Street,Suite 201 Auburn,Washington 98002 LOBBY Services 24 hours a day BUSINESS OFFICE Monday-Friday I 9am-5pm Saturday 19am-12pm Sunday&Holidays I Closed KING COUNTY DISTRICT COURT South Division 340 E Main Street,Suite 101 Auburn,Washington 98002 206-477-0480 Page pOLIcE 401.1.4 , 0,0(,_ aii/080--p Q� n� '� *..,".., 47SNIN AUBURN POLICE DEPARTMENT 2024 UAL CIA REVIEW .„- THE AUBURN POLICE CITY OF "1. DEPARTMENT IS A AUBURN A s. STATE ACCREDITED AGENCY WASH I NGTON i di ,, Ia . . 1110 .".......I 1 I iit74'' „....., . . . ,.....al /1*0.111:4•74..'" 4111Mill 1,40 -44.11/4 4,2 ( ;.1111h _ -2-'''''- ' 9 C r s, • �� AUBURN 1C3DIllig 446.z. I _ (h CITY .• (//,,:T, t;d;1,,Ilii , , - � Report prepared by . .. i+ . . • -r + . + Feero Page 78 of 489 This annual analysis of the CIA (Commendations, Inquiries, and Allegations) investigations provides the administration of the agency and the public we serve a review of agency personnel conduct from an analytical perspective and possibly through the eyes of our community. As outlined in the Auburn Police Department Manual of Standards, the CIA system provides a standardized means of reporting, investigating, and documenting Commendations, Inquiries, Internal Investigations and Collision Reviews. Our Vision Statement calls for us to be a premier agency that is trusted, supported, and respected. Our Mission Statement requires that our department will "provide professional Law Enforcement services to our community." To meet these demands, we must be a disciplined and a well-regulated organization. One method by which to determine our success is to evaluate our CIA process. This report illustrates how well the Auburn Police Department is perceived to be following our Vision and Mission statements, as well as our Manual of Standards. Summary of 2024 In 2024, Auburn Police Officers responded to 64,422 CAD incidents (68,026 in 2023) and completed 13,624 case reports (14,820 in 2023). Officers made 2,779 arrests (2,683 in 2023) with 2,351 of those arrestees being booked into SCORE (2,087 in 2023) and issued 3,801 infractions/citations (5,885 in 2023). All this activity accounts for only a portion of the personal contacts with our community members that are made by our police officers throughout the year. Commendations A Commendation is used to recognize actions or performance by members of the police department who act or perform in a manner that is outstanding or beyond what is normally expected. The Commendation process recognizes employees for Professionalism, Exemplary Job, Exemplary Actions, Life Saving and Heroism. Most of our commendations come from citizens who took the time to recognize one or more officers due to their exemplary and professional work. Other commendations come from supervisors recognizing officers for a job well done, known as Supervisor Comments. These commendations range from officers conducting school speeches, helping someone change a tire or going above and beyond to investigate someone's case. Letter of Commendation A Letter of Commendation is used when department personnel perform a commendable act that rises above the level of a commendation but does not meet the criteria for an award. Examples include an officer going above and beyond to exemplify our Core Values of Courage, Honor, Integrity, and Professionalism. These letters range from officers volunteering to work an alternative assignment to assist with 2 Page 79 of 489 staffing, to effectively communicating with a suicidal subject in crisis that leads to a safe resolution. Awards The Medal of Valor will be awarded to department personnel for acts that meet all of the following conditions. 1. When the act conspicuously displays extreme courage, beyond the normal demands for police service. 2. When failure to take such action would not justify official censure. 3. When substantial risk to their physical safety actually existed and the individual was unquestionably conscious of this imminent threat. 4. When the objective was logically believed to be of sufficient importance to justify the risk taken. The Medal of Distinction will be awarded to department personnel for acts which meet all of the following criteria. 1. When personnel manifest courage in the performance of duty under circumstances less than those required for the Medal of Valor. 2. When a risk to the individual's physical safety actually existed, or when there was reason to believe that such a risk was present. 3. When the act indicated that the individual was conscious of the imminent danger to their personal safety, or when a reasonable and prudent person would normally assume such a danger was present. 4. When the objective was reasonably believed to be of sufficient importance to justify the risk taken. 5. When the individual accomplished the objective or was prevented from doing so by circumstances beyond his/her control. The Lifesaving Medal shall be awarded to department personnel for acts that meet all the following criteria. 1. When the acts were personally performed by the officer. 2. When affirmed by competent medical authority, an individual saved a human life or prolonged life beyond the day of extraordinary circumstances. The Merit Medal shall be awarded to department personnel for acts that meet all the following criteria. 3 Page 80 of 489 1. When individuals who distinguish themselves by excellence in events which involve tactical action. 2. When the event involves some risk to the individual. The Honorable Tactical De-escalation Medal shall be awarded to department personnel for acts that meet all the following criteria. 1. When the acts were personally performed by the department member. 2. When the department member utilized exceptional tactical skills or verbal approaches and techniques to de-escalate any deadly force situation resulting in the saving or sustaining of a human life. 3. When the deadly force and de-escalation factors can be independently verified. Total Letter of Life Year Commendations Commendation Medal of Distinction Saving Medal of Merit Tactical Medal 2021 r 2022 44 6 0 3 0 1 2023 1.1- 8 0 2 ._ 2024 66 2 1 1 0 0 Employee Investigations There are three ways a complaint can be categorized and investigated: Supervisor Inquiry, Supervisory Investigation and Internal Investigation. A Supervisor Inquiry involves a complaint that is informal and typically does not arise to discipline. Generally, the involved individual's immediate supervisor will inquire into these complaints as directed and will have 10 calendar days to complete the inquiry. The two categories of disposition involving a supervisor inquiry are acceptable or unacceptable performance. If the inquiry determines there was unacceptable performance, the supervisor will meet with the employee and provide coaching & counseling. A Supervisory Investigation involves a complaint made regarding the quality-of- service delivery. These complaints vary in degree from complaints regarding an employee's demeanor, tardiness, complaints related to customer service, or the nature of a department practice. This may also be a complaint of a minor policy violation. The employee's immediate supervisor typically handles this type of complaint, but a commander might also take charge of it. An Internal Investigation involves a complaint of a possible violation of department standards, written directives, City policies or applicable Civil Service Rules. These 4 Page 81 of 489 allegations include, but are not limited to, complaints of bias-based policing, excessive force, alleged corruption, insubordination, breach of civil rights, false arrest, and other types of allegations of serious misconduct. If an allegation of criminal misconduct is reported and appears to have merit, a simultaneous criminal investigation will be initiated. Internal Investigations CAD Incidents Internal Inv. With Total Year Investigations Misconduct Employees 2021 72,944 6 (.008%) 5 7 2022 69,072 6 (.009%) 4 4 2023 68,026 4 (.005%) 2 5 2024 64,422 8 .1:112 6} 6 10 Internal Investigations generated by internal and external sources External S• . - -rnal Sourc- Total Combined Total Investigations 3 5 8 Sustained Misconduct 2 4 6 In examining the above tables, Internal Investigations generated internally usually resulted in a finding of actual misconduct. The above table shows that four Investigations received from internal sources resulted in a finding of misconduct. During these types of investigations, statements, photographs, videos, police reports, and any other potential documentation are examined. The investigation is then forwarded to a supervisory review board to determine findings. Supervisory Investigations These numbers continue to be very low compared to the number of contacts with the public. This would appear to indicate that our officers conduct themselves most of the time in a professional manner because these are complaints regarding an officer's demeanor, tardiness, and customer service. (These were labeled as Supervisory Inquiries prior to 2021). CAD supervisory Investigations with Incidents Investigations Actual Misconduct Involved Employees 2021 72,994 10 (_01%) 2 14 2022 69,072 9 (.01%) 4 11 2023 68.026 4 (.005%) 2 13 2024 64,422 7 /.91%) 7 11 5 Page 82 of 489 Allegations The following table depicts the total combined allegations by category for all Supervisor Investigations and Internal Investigations for 2024. It should be noted that Supervisory Investigations and Internal Investigations can result in findings of Misconduct or No Misconduct. No Misconduct/ Misconduct/ Allegation Total Acceptable Unacceptable No Conclusion/ performance Pending Performance Violation of General 17 0 17 0 Policy Discourtesy 1 0 1 0 Code of 5 1 5 0 Conduct False Arrest 0 0 0 0 Excessive 3 0 0 3 Force ACCESS 1 0 1 0 Violation Conduct 1 0 1 0 Unbecoming Core Values 4 0 4 0 Fail to Meet Job 3 0 3 0 Expectations Foot Pursuit 0 0 0 0 Policy Vehicle Pursuit 4 0 4 0 Policy Totals 39 1 36 3 Collisions In 2024, there were 45 collisions involving APD employees. Sixteen of the 45 collisions were determined to be preventable on the part of the officer. The median years of service of the officers involved in collisions is 2. Thirty-three of the collisions that occurred were officers who have 5 years or less of service with Auburn PD. The preventable collisions were attributed to officers with a median of 3 years of service. In examining the number of collisions, it is important to note that the department determines a collision to be any time an employee in control of a department vehicle has any contact with another vehicle, object, or person. Damage caused by a specific maneuver (PIT, intentional 6 Page 83 of 489 strike, etc.) is not considered a collision under our department policy. Most of these collisions did not meet the state definition of a reportable collision. In reviewing the 16 collisions which were determined by a Collision Review Board to be preventable, "driver inattention" was apparent in most cases, by either watching for suspects or looking at vehicle equipment inside the car. If the drivers had been more attentive, they would not have collided with another vehicle, curb, tree, etc. All 2024 collisions (preventable and non-preventable) are categorized as follows: • 17 - Driver Inattention • 6 - Improper Backing • 2 - Other • 17 - Other driver at fault • 1 — Poor Tactics • 2 — Fail to clear intersection 2021 - 2024 Collisions 60 40 li 20 0 2021 2022 2023 2024 Collisions Preventable • The below chart depicts the corrective action dispensed to the employees in preventable collisions. Some officers also received additional training where it was appropriate. 7 Page 84 of 489 Collisions 25 25 20 15 11 12 10 7 — 5 1 1 0 1 0 0 0 0 0 0 0 0 0 Coaching Written Suspension Dismissal Reprimand Corrective Action 2021■Corrective Action 2022 Corrective Action 2023+Corrective Action 2024 Actions Taken Internal Investigations The following chart depicts action taken for misconduct, whether from an Internal Investigation or Supervisory Investigation, for each employee involved. COMBINED DISCIPLINE (INTERNALS & SUPERVISORY INVESTIGATIONS) 2023 ■ 2024 10 Ii a ° 00 El El all El 000 � Coaching Written Suspension Demotion or Reprimand Dismissal Outside Agency Investigations 8 Page 85 of 489 To ensure that our investigations are unbiased, there are times when an outside agency may be asked to investigate serious allegations of misconduct made against agency staff, especially those that may be of a criminal nature. This provides Auburn citizens with confidence and allows for unbiased transparency into actions, activities, and decisions made by the Auburn Police Department. In 2024 there were no allegations of criminal misconduct. Grievances One of the Internal Investigations that concluded during 2024 was grieved to a level 3, which is reviewed by the mayor. One of the Internal Investigations that concluded during 2024 was grieved to a level 2, which is reviewed by the Chief of Police. These Investigations involved findings of Actual Misconduct. The grievances are still ongoing. Conclusion A review of the frequency of incidents for 2024 regarding alleged misconduct by employees of the Auburn Police Department does not appear to raise any specific concerns. The number of allegations and found misconduct when compared to the actual number of contacts Auburn Police Officers encounter each year is extremely low. This illustrates and confirms that we take all complaints seriously and train our employees regularly, and when necessary, use corrective action depending on the severity of the allegation. 9 Page 86 of 489 pOLICE ostN00_ ilempia .8 eigv% Nuormin-m, lt....y= 9sEllNG AUBURN POLICE DEPARTMENT 2024 A ik U USE OF FORCE R 4, „ , THE AUBU�R�NfiPOLICE CITY OF J DEp'''®^ STATE AC�a 4 PUT AGENCY AUBURN ` WASHINGTON / t I r ' _I11 ■ . H -...•.immairtin Oh.. 1110 411100 MID dir- - �� �_ ) .•. �� �f.' CITY pF AUBURN --, . iti -611--' 41C444411')))1111111r •I , f Report prepared by C. ++ ++ . • • - Shaun Feero Page 87 of 489 The purpose of this annual report is to document and summarize all Uses of Force that were completed by Auburn Officers during the 2024 calendar year. This report compares statistics from previous years through 2024, which adds context and helps us identify trends that we can address in future training. The report will compare Use of Force incidents vs. Use of Force Allegations; types of injuries sustained by both suspect and officer; and force used when presented with different scenarios (i.e. officer about to be assaulted, suspect fled, etc.). In 2024, Auburn Police Officers responded to 64,422 CAD incidents (68,026 in 2023) and completed 13,624 case reports (14,820 in 2023). Officers made 2,779 arrests (2,683 in 2023) with 2,351 of those arrestees being booked into SCORE (2,087 in 2023) and issued 3,801 infractions/citations (5,885 in 2023). There were 249 incidents where officers were required to use force. Of the 249 incidents there were 246 Use of Force reports completed by officers in 2023 compared to 161 in 2023. Force reports exceed incidents because at times multiple officers used force on one suspect. Of the 249 incidents, there were 103 reported injuries by the suspect. All injuries were photographed and noted, and most were minor scrapes, bruises, small lacerations, K-9 contacts, and complaints of pain with no visible injury. It is important to understand that there are times when it takes two or more officers using force on one suspect in order to gain compliance and get the suspect in custody. When that occurs, each officer is required to complete a force report which then generates multiple force reports for one incident. Table #1 below depicts the ratios in comparison to the force incidents. Only .39% of subjects contacted resulted in force being used. 2023 Ratio 2024 Ratio 2023 2024 168 UoF Incidents 249 UoF Incidents CAD 68,026 1/417 (.24%) 64,422 1/259 (.39%) Cases 14,820 1/90 (1.08%) 13,624 1/55 (1.83%) Arrests 2,683 1/16 (5.73%) 2,779 1/11 (8.96%) Bookings 2,087 1/12 (7.24%) 2,351 1/9 (10.5%) The above table effectively shows that our officers use de-escalation techniques well. As you can see only 249 subjects out of 64,422 who were contacted, compelled the officer to use force. Table #2 below shows the ratio comparison from 2023 regarding force reports completed. Only .38% of contacts resulted in a use of force report being completed. 2023 Ratio 2024 Ratio 2023 2024 161 Reports 246 Reports CAD 68,026 1/422 (.23%) 64,422 1/261 (.38%) Cases 14,820 1/92 (1.07%) 13,624 1/55 (1.8%) Arrests 2,683 1/16 (5.66%) 2,779 1/11 (8.85%) 2 Page 88 of 489 USE OF FORCE COMPARISON The Auburn Police Department reports uses of force using an electronic reporting system. If there is any allegation of excessive force, by policy an internal investigation may be ordered by the Chief of Police. The following chart is a snapshot comparison of total excessive force allegations for each year compared to the number of force reports. Force Report Comparison 2022-2024 In 2024, we received (1) allegation of inappropriate and/or excessive applications of force. All use of force incidents were reviewed, and there is currently an ongoing internal investigation involving the allegation of excessive force. Table #3 shows there was 1 incident that resulted in allegations of excessive force. Table#4 then reflects these same numbers in a percentage of allegations which is 0.40% in 2024. Table 3 Year Use of Excessive Sustained force Force Allegations reports Allegations 2022 133 1 1 2023 161 0 0 2024 246 1 Internal Ongoing Table 4 Total Force Result in in Complaints 2022-2024 0.80% 0.70% 0.60% 0.50% 0.40% 11 0.30% 0.20% 0.10% • 0.00% 2022 2023 2024 3 Page 89 of 489 Types of Force Used The use of force types listed below are techniques that the officers are trained to use depending on the type of resistance the subjects are exhibiting. Take Down is the most used type of force our officers use which is also the least invasive type of force. PIT is Pursuit Immobilization Technique which is used during pursuits to end the pursuit as quickly as possible in order to reduce potential injury and take the suspect into custody. An Intentional Vehicle Strike is authorized by policy in certain situations which entails the officer striking a suspect vehicle with his/her patrol car at slow speed to pin the vehicle so that it cannot continue to flee. There was a total of 320 force types documented in 2024. Force Types Used in 2024 Table #5 below shows each force type that can be used by an officer and shows the number of times that force was used in 2024. Table 5 Force Types Used in 2024 60 54 50 43 39 40 29 30 23 20 20 13 796 1 ill 1 L 2 1 2 11i : : Iii 0 O (6 U Y O Y L � CL � O Y U � Q eL a) Q -a cC O ca a� a) _ a a) N ~ 1—O O O E I U N - a) Q O - (6 > - O bA a) a) N n3 S O LiJ c6 a Q — J c' ' a�i U CD a Y J 4 h L.L O C 0 Effective vs. Not Effective Not every type of force is always effective, and at times multiple types of force are used on one person during the same incident. Table #6 shows the effectiveness of the types of force and shows when a force type is ineffective. As you can see officers use verbal skills first quite often, and when that is ineffective the officer is then compelled to use a different type of force. 4 Page 90 of 489 Table 6 Effective vs. Not Effective Force Used 2024 60 } 5;i 50 .' 38 40 •" 77 30 4' 20 20 o- 13 13 11 44 14 8 6 6 8 10 10 34 10 30 11 [ io 11 3 52 11 1 1 21 i 0 1_ Y > 73 m CD = . c c " J I c Cr) aD c m a Q N N p - 0 . c.> Cl) n co Q o Cr) p H CD 4- _oO % _= CO > - a) H w • < o ° U2 E c —' N aY cu O _ 5 J U •Effective •Not Effective Force Used Resulting in Injuries In 2024, injuries were reported by the suspect in 42% of all uses of force. Officers received minor injuries in 12% of the incidents. Injuries to suspects can include abrasions, contact from K9's, or general complaints of pain. All complaints of injuries are required to be documented and photographed. Officer injuries included bruising, minor punctures, scrapes and scratches. Table #7 and #8 compare these numbers to previous years. There were no fatal injuries or injuries resulting in serious bodily injury due to use of force. Table 7 Total Force Suspects Officers % of total of suspects Reports Injured Injured injured 2022 133 62 18 47% 2023 163 94 23 57% 2024 246 104 30 42% 5 Page 91 of 489 Table 8 SUSPECT INJURY BY TYPE 2022 -2024 2024 2023 2022 46 26 T , 61 2 ' I J ) M : -�1 —OA* O 5� cc• 0 Cry 0 OC � 0� � Q 0 a�e < • <6' awe <z). `A` � � � � GG �� �� o� - r ter Time of Day The below tables depict the Auburn Police Departments use of force incidents by time of day. As in previous years documented, the majority of the occasions that officers are compelled to use force occur between the hours of 6:00 PM and midnight. Table #9 focuses on the year 2024 only and Table #10 compares the times to previous years. Table 9 2024 USE OF FORCE BY TIME OF DAY 20 18 16 14 12 10 8 6 4 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .-i N m Ill lD I� CO a) 0 r N m lIl lD i� 00 O) 0 .i N m 0 O O O O O O O O O a-1 rl ci c-I ci r-i rl ci c-I ci N N N N o O O O O O O O O O O O O O (6 O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O N m u) LAD 1. W Ql 0 r-i N m ul La I, 00 01 0 rl N m o 0 0 o 0 0 0 0 0 rl N N N N 6 Page 92 of 489 Table 10 Force Incidents by Time of Day 2022 -2024 40 30 � 2a io 0 00 pip yppO pp O 0 Y 1--r- _� " O 2022 2023 2024 Reason for Use of Force Table #11 below shows the reasons that officer(s) were compelled to begin to use force resulting in the 246 force reports. Table 11 J I1m1 1 1 111 1 100 LJ 11 11 7 Page 93 of 489 Citizen Resistance During Force Encounter Table #12 below shows the different resistance citizens were giving to an officer during a use of force encounter. Most of the time there are multiple types of resistance provided by a subject during a force encounter. In 2024, there were 649 documented forms of resistance during force encounters. Table 12 2024 2023 2022 Officer Assaulted/Threat to be Assaulted 37 23 31 Assaulted Other/Other About to be Assaulted 9 6 17 Fighting Stance 26 12 23 Subject Trying to Flee 111 83 64 Muscular Tension/Pulled Away 201 145 135 Other 59 45 29 Officer Assessment of Citizen Prior to Force Being Used The below table is what the officer was observing or perceiving of the citizen prior to being compelled to use force. Table 13 Officer Assessment Out of Control Ir Mental Disorder =mow Enraged w_ __ Calm Angry Alcohol/Drug Agitated �F 0 20 40 60 80 100 2022 2023 2024 8 Page 94 of 489 Use of Force Demographics Table 14 depicts the race of the citizen the officer(s) were compelled to use force on. These numbers are in relation to 64,422 contacts our officers had in 2024 which resulted in only 246 incidents of force. Table 14 RACE - USE OF FORCE 2023 2022 85 5� �e 52 E[g l 3 8 120 I El] 27 16 0 C10 4 �6 Ir _ rr� t ` m e*a �� �� Ga o �rte � • � ta `a � e \k,� C, e r e a 4a �� �a� P ta Table 15 depicts the gender of the citizen the officer(s) were compelled to use force on. Table 15 GENDER - USE OF FORCE Male - Female Other/Unknown 207 136 116 45 _ 21 30, 22 2024 2023 2022 9 Page 95 of 489 Summary It is clear from the report that Auburn Officers contact many subjects throughout the year and make many arrests. Calls for service were down by over 4,000. Subsequently, force incidents continue to be low compared to the number of contacts our officers make each year. New police legislation in 2021 significantly impacted/limited circumstances in which officers were allowed to contact and detain subjects. These restrictions were loosened and updated a bit, allowing for more subjects beginning to be detained in 2022 and continuing into 2023-2024. The most compelling statistics in this report are that the calls for service, arrests, and bookings are high numbers and by percentage the use of force does not occur often. In 2024, only .39% of CAD incidents required force to be used on a subject. Officers continue to receive annual defensive tactics/use of force training, as well as training on de-escalation techniques. This training encompasses classroom, hands-on, and scenario-based training. Each Officer has completed the 40-hour Crisis Intervention Training as well as completing yearly refresher training as required. Auburn PD has a cadre of Patrol Tactics Instructors (PTI) that allow for additional de-escalation tactics training. At the start of 2021 we created a Use of Force Committee which is comprised of Commanders, Sergeants, and officers who are highly trained in police use of force encounters. We also are now part of the Department of Justice FBI Use of Force database. Uses of force that result in serious bodily injury (as defined by the Department of Justice) or death will be reported in the FBI database. Any use of force that results in great bodily harm (as defined by the Revised Code of Washington), death, or appears to be out of policy, will be reviewed by the Use of Force Committee and is required to be reported to the Washington State Criminal Justice Training Commission (CJTC). After the Use of Force Committee reviews the incident involving force, a representative from the committee provides a report to the Chief. The goal of the Use of Force Committee is to provide a more detailed analysis than is already done and to analyze force trends to enhance training, reduce injuries and ensure our citizens remain protected. 10 Page 96 of 489 * AUBURN CITY OF * VALUES kin IN WASHINGTON SERVICE POLICE ENVIRONMENT Vim:=,gym*V E C O N O M Y t HIN+ CHARACTER SUSTAINABILITY AUBURN POLICE DEPARTMENT WELLNESS 2024 ANNUAIbUSEOFFORCEREVIEW CELEBRATION Auburn Police Department SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SU - LEBRATION Page 97 of 489 AUBURN VALUES Shaun W. Feero SERVICE Commander, Inspectional Services ENVIRONMENT ECONOMY sfeero@auburnwa .gov CHARACTER 253 - 288 - 31 63 SUSTAINABILITY WELLNESS CELEBRATION Auburn Police Department SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION All Page 98 of 489 Contacts vs. Use of Force Incidents It is important to understand that there are times when it takes two or more officers using force on one suspect to gain compliance and get the suspect into custody. When that occurs, each officer is required to complete a force report which then generates multiple force reports for one incident. Table #1 depicts the ratios in comparison to the force incidents. Only.39%of subjects contacted resulted in force being used. 2023 Ratio ' 2024 Ratio 2023 2024 168 UoF Incidents 249 UoF Incidents CAD 68,026 1/417(.24%) 64,422 1/259(.39%) Cases 14,820 1/90(1.08%) 13,624 1/55(1.83%) Arrests 2,683 1/16(5.73%) 2,779 1/11 (8.96%) Bookings 2,087 1/12(7.24%) 2,351 1/9(10.5%) Page 99 of 489 Contacts vs. Use of Force Incidents Table #2 below shows the ratio comparison from 2023 regarding force reports completed. Only.38%of contacts resulted in a use of force report being completed. 2023 Ratio 2024 Ratio 2023 161 Reports 246 Reports 68,026 1/422(.23%) 64,422 1/261 (.38%) Milk 14,820 1/92(1.07%) 13,624 1/55(1.8%) Arrests 2,683 1/16(5.66%) 2,779 1/11 (8.85%) SERVICE Page 100 of 489 Force Complaints In 2024, we received (1) allegation of inappropriate and/or excessive applications of force. All use of force incidents were reviewed, and none were determined to be excessive or outside of policy. Table #3 shows there was 1 incident that resulted in allegations of excessive force. Table #4 then reflects these same numbers in a percentage of allegations which is 0.40% in 2024. Table #3 Table #4 Year Use of .- - . .. Sustained force Allegations Allegations %Total Force Result in in Complaints reports 2022-2024 2022 133 1 1 0.80% 0.70% 0.60% 2023 161 0 0 0.50% 0.40% 2024 246 1 0 0.30% 0.20% 0.10% 0.00% 2022 2023 202<1 SERVICE • ENVIRONMENT • E Page 101 of 489 Force Types The below chart shows each force type that can be used by an officer and shows the number of times that force was used in 2024. Force Types Used in 2024 60 54 50 43 39 40 29 30 23 20 20 13 11 14 I 10 _ • 1 _ II _ . IuI . I . II 1 Yt Y (6 U 35 Y C = L fG C N Y G a7 R mG a O - c`�i a in TOaa.) co ~ = o E = m > Ti ono 3 a a o w 'c n E Q a)a U c g J m a N LL N 2O U SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELL Page 102 of 489 Effective vs. Not Effective Effective vs. Not Effective Force Used 2024 60 53 50 38 40 27 30 20 20 13 113 11 14 14 100 10 aL inI51u1LLI 121. li C H Y - Y J "6 U - CO E' c N c4 H _ N N C3 f d LT! o .L 0- n .` _ L m a c 0 y n cc S 1= . c_ � ., o cc m ¢ :� cc .,• t — CD m r a a> > O Q E: S c.) N O- N cc a c = G 9 CZ COJ. • Q M J Q f`2 H 5 U W 2 E c Y U) L.L a) J 4 O C U ■Effective Not Effective SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEill Page 103 of 489 Force Resultingin Injury Total Force Re.orts Sus.ects Inured OfficersIn'ured %of total of sus.ectsin'ured 2022 2023 94 23 I 57% 2024 SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY . WELL Page 104 of 489 Force ResultingInjuryin cont. SUSPECT INJURY BY TYPE 2022 -2024 2024 2023 2022 +461 i41 26 I RI lit- I, , 1 . 3_ _ 11?-8-t 1lo 4l M 1— •c: 5) c•`, %e c 4) cis O� �c 'a ° e Gr oeke �,. \0we %. (b. a- aw a � � a � � o \� tG G, G,c1� ioye OQ� ,Nk- r , __2 , .<<:; �` � r +� \ G ea\o Page 105 of 489 Time of Day 2024 USE OF FORCE BY TIME OF DAY 20 18 16 14 12 10 - - — 8 6 4 2 0 o O O O o o O o o O o o O O o o O O o o O o O O O o O O o o O O o 0 o O O o O O o o O O o O o o N m L11 lD I, co Q1 O i N m L11 lO I� CO 01 0 ! N m O O O O O O O O O O r-I i I ci c I N N N N O O O O O O O O O O O O O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N m Lr1 l4 f� CO 01 0 N m lD co Q1 O m O O O O O O O O O r I %--1 NNNN SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY Page 106 of 489 Time of Day cont. Force Incidents by Time of Day 2022 -2024 40 20 10 - Oc p0 pc Op p r "� o o ti do scb p poo _i qi (IX (yo e Apo 2022 2023 2024 SERVICE . Page 107 of 489 Reason for Force Reason for Use of Force 2022-2024 Other About to be Assaulted Subject with Weapon M III Officer Assaulted NM Refusing Commands11111 ■ Other/No Entry = miimir Officer About to be Assaulted M 11 Attempting to Escape B.__ IIIII 0 20 40 60 80 100 120 140 •2022 ■2023 •2024 Page 108 of 489 Resistance During Force Encounter 2024 2023 2022 Officer Assaulted/Threat to be Assaulted 37 23 31 Assaulted Other/Other About to be Assaulted 9 6 17 Fighting Stance 26 12 23 Subject Trying to Flee 111 83 64 Muscular Tension/Pulled Away 201 145 135 Other 59 45 29 Page 109 of 489 Officer Assessment Prior to Force Officer Assessment Out of Control Mental Disorder Enraged Calm Angry Alcohol/Drug Agitated 0 20 40 60 80 100 2022 ■2023 2024 Page 110 of 489 Use of Force ra Demog p hics RACE - USE OF FORCE GENDER - USE OF FORCE 2024 ■2023 2022 I1::Ie Female Other/Unknown 85 ri3 52 551 p8 207 Ego I23-CI 27 16 136 Ig[110E 6 I 116 r ac• cia ac •c• �o 4' 45 •`\yam �`y� Pie \Jam 21 30 22 ���aG\�\ �a�\,a ;rat a In ITI 0 P`'�a 2024 2023 2022 Page 111 of 489 * AUBURN CITY OF * VALUES kin mum • Vii w WASHINGTON SERVICE POLICE ENVIRONMENT Vim:=,gym ECONOMY *** t HIN+ CHARACTER SUSTAINABILITY AUBURN POLICE DEPARTMENT WELLNESS 2024 ANNUAL CIA REVIEW CELEBRATION Auburn Police Department SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 112 of 489 AUBURN VALUES Shaun W. Feero SERVICE Commander, Inspectional Services ENVIRONMENT ECONOMY sfeero@auburnwa .gov CHARACTER 253 - 288 - 31 63 SUSTAINABILITY WELLNESS CELEBRATION Auburn Police Department SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION All Page 113 of 489 Commendations Total Letter of Life Year Commendations Commendation Medal of Distinction Saving Medal of Merit Tactical Medal 2021 124 2 0 7 2 1 2022 44 6 0 3 0 1 2023 67 8 0 2 0 2 2024 66 2 1 1 0 0 SERVICE . Page 114 of 489 Internal Investigations CAD Incidents Internal Inv. With Total Year Investigations Misconduct Lmpio ees 2021 72.944 6 (.008%) 5 7 2022 69.072 6 (.009%) 4 4 2023 68.026 4 (.005%) 2 5 2024 64,422 8 (.012%) 6 10 Page 115 of 489 Internal Investi External Sources Internal Sources Total Combined SERVICE • ENVIRONMENT • ECONOMY . F Page 116 of 489 Supervisory CAD Supervisory Investigations with Year Incidents Investigations Actual Misconduct Invoty- Employ 2021 72.994 10 (.01%) 2 I 14 2022 69.072 9 (.01%) 4 11 2023 68.026 4 (.005%) 2 13 2024 64,422 7 (.01%) 7 11 SUSTAINABILITY . Page 117 of 489 Allegations No Misconduct/ Misconduct/ Allegation Total No Conclusion/ Pending Violation of General 17 0 17 0 Policy Discourtesy 1 0 1 0 Code of Conduct 5 1 5 0 False Arrest 0 0 0 0 Excessive Force 3 0 0 3 ACCESS Violation 1 0 1 0 Conduct 1 0 1 0 Unbecoming Core Values 4 0 4 0 Fail to Meet Job 3 0 3 0 Expectations Foot Pursuit Policy 0 0 0 0 Vehicle Pursuit 4 0 4 0 Policy Totals 39 1 36 3 Page 118 of 489 Collisions 17 - Driver Inattention 6 - Improper Backing 2 - Other 17 - Other driver at fault 1 — Poor Tactics 2 — Fail to clear intersection 2021 -2024 Collisions 60 40 20 0 — 2021 2022 2023 2024 Collisions -.Preventable SERVICE . ENVIRONMENT . ECONOMY . Page 119 of 489 Collisions cont. The below chart depicts the corrective action dispensed to the employees in preventable collisions. Some officers also received additional training where it was appropriate. Collisions 25 25 20 15 11 12 10 7 5 1 1 0 1 0 0 0 0 0 0 0 0 0 Coaching Written Suspension Dismissal Reprimand Corrective Action 2021■Corrective Action 2022 Corrective Action 2023 Corrective Action 2024 SERVICE • ENVIRONMENT • • • Y ' . Page 120 of 489 Combined Discipline The following chart depicts action taken for misconduct, whether from an Internal Investigation or Supervisory Investigation, for each employee involved. COMBINED DISCIPLINE (INTERNALS & SUPERVISORY INVESTIGATIONS) 2021 2022 2023 2024 10 IIqq Ill 5 2 no n ■C10 Dun Coaching Written Suspension Demotion or Reprimand Dismissal S. Page 121 of 489 Outside Agency Investigations To ensure that our investigations are unbiased, there are times when an outside agency may be asked to investigate serious allegations of misconduct made against agency staff, especially those that may be of a criminal nature. This provides Auburn citizens with confidence and allows for unbiased transparency into actions, activities, and decisions made by the Auburn Police Department. In 2024 there were no allegations of criminal misconduct. SERVICE • ENVIRONMENT • ECONOMY . F Page 122 of 489 CITY OF J\IJBURJ4 AGENDA BILL APPROVAL FORM WASHINGGTTON Agenda Subject: Meeting Date: Consolidated Annual Performance Evaluation Report (CAPER) for 2024 April 28, 2025 (Hay) (20 Minutes) Department: Attachments: Budget Impact: Human Services 2024 CAPER Presentation to Council, 2024 CAPER - FINAL Administrative Recommendation: For discussion only. Background for Motion: Background Summary: The City of Auburn's use of the Community Block Grant (CDBG) Funds is guided by a 5-year Consolidated Plan and Annual Action Plan. Every year the City is required to submit a Consolidated Annual Performance Evaluation Report (CAPER) to the Department of Housing and Urban Development (HUD), reporting on the progress the City has made in carrying out its Plan(s) during the prior program year. Auburn's most recent CAPER reported on progress toward goals and objectives during the January 1, 2024 — December 31, 2024, program year. This presentation will describe the major components of the 2024 CAPER, and provide an overview of how funds were spent and what targets were achieved during the 2024 program year. Councilmember: Yolanda Trout-Manuel Staff: Kent Hay Page 123 of 489 2024 Conso idated & Action Performance Eva uation Report ( CAPER ) April 2025 Kent Hay & Jody Davison AiTBURN WASHINGTON What is the ConsolidatedActi n Performance Evaluation Report ( CAPER ) • Report that outlines the City's progress and accomplishments in meeting the annual goals set for in the Consolidated and Action Plans. 2020 — 2024 Consolidated Plan L2025 — 2029 Consolidated Plan 2021 Action Plan 2022 Action Plan 2023 Action Plan 2024 Action Plan 2025 Action Plan EL 2020 CAPER 2021 CAPER 2022 CAPER 2023 CAPE' 2024 CAPER 11 �CTYOF "" T * 2024 CAPER Review 1"1LJ B IM WMH1NG70N April 2025 Page 125 of 489 What did CDBG & CitY Funding in 2024 • Goal : Affordable Housing V.'"• Home Repair AUBURN ' WASHINGTOH • Goal : Community & Economic ,tc .� ;' 4 DevelopmentCDBG . _ ) , f - 'dr Community Development o t • Sidewalk Improvements Block Grant I v T �r Spubureak b _ ■ t-1 • Housing Stability/Rental Assistance tiaq��l, -?l} p :.� Pg OF{*N' • Solid Ground Take our survey and help plan the future of Auburn! We want to hear from you! Scan OR Code or visit speakupauburn.org/cdbg • Planning & Administration „'TYOF " * 2024 CAPER Review AUBURN WASHINGTON April2025 Page 126 of 489 Programs we supportedin 2024 with CDBG solid .. - round . . . . • Solid GroundHousing Stability Program • Building community to end poverty • Provided $66,373 in direct client financial assistance • 43 Extremely Low-Income Families (less than 30% of the median family income) • 48 Very Low-Income Families (less than 50% of the median family income) 'ouse o • me r U ' e•Ian x reme y ow) 50% Median very ow) 1 Person $31,650/yr.or$2,637/mo. $52,700/yr. or$4,391/mo. 2 Persons $36,200/yr. or$3,016/mo. $60,250/yr. or$5,020/mo. 3 Person $40,700/yr, or$3,391/mo. $67,800/yr. or$5,650/mo. 4 Persons $45,200/yr, or$3,541/mo. $75,350/yr. or$6,270/mo. C[TYOF * * 2024 CAPER Review AUBURN " WASHINGTON April2025 Page 127 of 489 Funding Available ARPA/Opioid, CDBG, $373,907.00, 8% $619,474.00, 13% General Fund, $3,788,760.00, 79% CRY VF * 2024 CAPER Presentation AUBURN WASHINGTON April 2025 Page 128 of 489 Allocation of Community & Economic Dev. Planning and Admin 5% Affordable Housing 32% Reducing Homelessness 61% CRY., * 2024 CAPER Review AUBURN b WASHINGTON April 2025 Page 129 of 489 People Serv e Demographics Total by Funding Source GOAL 3 GOAL 1 GOAL 1 GOAL 2 GOAL 2 GOAL 3 Community Genera CDBG Affordable Community& Affordable Addressing Addressing & Economic Total Housing Economic Homelessness Housing Homelessness Development I Funds Funds (CDBG) (General (CDBG) (General Funds) Development (General Funds) (CDBG) Funds) American Indian/Native 0 13 3 55 0 0 68 3 71 Asian 0 58 3 238 1 0 296 4 300 Black or African American 0 63 37 607 7 0 670 44 714 Native Hawaiian/Pac. Isl. 0 12 28 226 0 0 238 28 266 White 0 164 59 611 0 0 775 59 834 Mixed Race 0 751 17 363 0 0 1,114 17 1,131 Unknown 0 180 43 3293 500 0 3,473 543 4,016 Latino 0 15 3 7 0 0 22 3 25 Total 0 1,256 193 5400 508 0 6,656 701 7,357 C[TYOF * * 2024 CAPER Review AI BURN " WASHINGTON April 2025 Page 130 of 489 Demographic Breakdown ( all funding sources ) Latino, American Indian/Native, 71 25 Asian, 300 Black or African Native Hawaiian/Pacific American, Islander, 266 714 White, 834 Unknown, 4,016 Mixed Race, 1,131 C[TYOF * * 2024 CAPER Review AUBURN WASHINGTON April2025 Page 131 of 489 PopulationServed Goal 3—Community& Eco. Dev. Goal 1—Affordable 7% Housing 17% 4 Goal 2—Reducing Homelessness 76% CRY VF * 2024 CAPER Review AUBURN WASHINGTON April 2025 Page 132 of 489 Populations ServedFunding American American General Funding g Indian/Native Latino CDBG Funding Indian/Native 1% 1% 2% 1% Black or African Asian Unknown 1:1 American 2% 5% Native Hawaiian/Pacific 14% Islander Unknown / 1% 22% Black or African White American 13% 19% Vail Native Mixed Race Hawaiian/Pacific 9% Islander Mixed Race 14% 60% White li 31% C[TYOF * * 2024 CAPER Review AUBURN 10 WASHINGTON April 2025 Page 133 of 489 5thStreetADA Improvements m,..... .... .. ... • ,.,... ...,..„.r.f.,..... !.4,..*, .1.,'•-,14. '4-.''''.'f,";:.; ...' -e- 7" - a ' a ', isc 4~ 1r1 • • i - • ' , -. --: fi. .' l f p 1 fi . f. 1,1. 1----.,„0 l�l�lllllllflll • '*41471) Y ����� y .�" re5' t• c1 i c r t 4y = Al ..tigio...-,. . i . -- i .'-' 'r'''''''-'-''''''',:, .:':'S--';:,:,"-. .,-.'-;'';;','-:-.'-• .---7-'-'4.-'-'4'-':- '-'1'orir - �, .�s � • x, a ,� aPc �rp,..� �, •�`�Cr ` P'S w a!A���.,!°" ,IC,^:- E y" a * y". r R" f rA ` h Mx' -C '':, ' YY _ i•�. '� �" _ �:a a .-re v r'' � t ® " - CRY OF * * 2024 CAPER Review AUBURN 11 WASHINGTON April 2025 Page 134 of 489 5th Street Sidewalk Improvements ,,,,,.... .. ... . . . ,.. _ . --.--„. ., .,.: . :,,,. ...,...,.,. 7~ cry., = - '='@ ,'.s .-:�i.0'' .�, : - . , / , _�' +�:' I V A' 4 ��� 1 II ,,...\, • 111 • - _ — • . 4 - - +� VV i y r, a.�wx✓ F / `tizzy _ �._. riian l s tln 3 f=i�fly E1'�:.•r- :x ,:^�" y fix' r. r :.. - '-. .— YM'., • wwi Y:17' C[TY OF * * 2024 CAPER Review AUBURN 12 WASHINGTON April 2025 Page 135 of 489 Home Repair Program I ��� //1 r' • '....,... ' . . AP'''' • r•:' . ..1 1 *i. ' ' '. ''''.!0 " '11 ' . 1:71.,..\i;440 ' lh 1• a ..''. 11' 1,..,..I:ff',j( .:, :it', }:,•.'',..: ,,.1.4:111. I I�. _. _ .. _ " rqAle Ilil,l, . 1 L r,_. ' '.'"-,.. li- y_� �..+r11 �_,it ,`y • CRY OF * * a 2024 CAPER Review AUBURN WASHINGTON April 2025 Page 136 of 489 Home Re a i r Pro ram Created additional accessibility for mobility challenged residents of Auburn i \ I ;,_, ‘k )04,..,:: :I Imo _ : \.,. • •,..104 _ _ ': :; k _a__ -:.';V. ., ca r \ i, .• � 7r 1` I ,_ _ * • Milkik 1 \qiuniu \ i 'r ' .' ,...M10 . 4 7 .11M'' CETY OF * * 2024 CAPER Review AUBURN WASHINGTON April 2025 Page 137 of 489 Questions ? * .._:ii CITY OF AUBURN WASHINGTON 15 Page 138 of 489 CITY OF * * UB WASHINGTON City of Auburn 2024 Consolidated Annual Performance and Evaluation Report CAPER 1 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 139 of 489 Contents CR-05 -Goals and Outcomes 3 CR-10 -Racial and Ethnic composition of families assisted 6 CR-15 -Resources and Investments 91.520(a) 7 CR-20 -Affordable Housing 91.520(b) 9 CR-25 -Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) 11 CR-30 -Public Housing 91.220(h); 91.320(j) 13 CR-35 -Other Actions 91.220(j)-(k); 91.320(i)-(j) 14 CR-40 -Monitoring 91.220 and 91.230 17 CR-45 -CDBG 91.520(c) 18 CAPER 2 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 140 of 489 CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This report discusses program outcomes for the City of Auburn 2024 program year utilizing Community Development Block Grant (CDBG) Entitlement funds. The city has continued to pursue the objectives laid out in the Consolidated Plan by supporting efforts to prevent homelessness, expand affordable housing opportunities, and to provide enhanced economic development initiatives. The data provided below discusses public services, supporting decent homelessness prevention and microenterprise business assistance. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain,if applicable,why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs,and percentage completed for each of the grantee's program year goals. Source Expected Actual Expected Goal Category and Indicator Unit of in in Percent in Actual in Program Percent Amount Measure Strategic Strategic Complete Program Year Complete Plan Plan Year Affordable Public Facility Housing or Public CDBG Infrastructure Goal#1 Housing Activities for Households Affordable Homeless 5 109 2180% 0 109 2180% General Low/Moderate Assisted Housing Non- FundHomeless Income Special Housing Needs Benefit CAPER 3 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 141 of 489 Affordable Housing CDBG Public Goal#1 Housing Homeowner Household 101.54% Affordable Homeless Rehab litated Housing (houses) (houses) 98.15% (houses) (houses) (houses) Housing Non- Unit Homeless General Home Repair Special Funding Needs Goal#2 Homelessness Persons Addressing Homeless CDBG Prevention Assisted 0 91 0 0 109 100% Homelessness Non- Goal#3 Homeless CDBG Public Facility Special or Infrastructure Community and Needs & Activities other Persons 1,000 2,500 500 500 Economic Non- than Low/Mod. Assisted (persons) (persons) 250% (persons) (persons) 100% Development Housing General Income ADA Sidewalk(s) Community Funding Housing Benefit Development Non- Public Service Homeless Goal#3 Special activities other Community& than Persons 200 Economic Needs Non- CDBG Low/Moderate Assisted (persons) 0 0.00% 0 0 0.00% Housing Development Income Community Development Housing Benefit Non- Goal#3 Homeless Special Community and Businesses Businesses Economic Needs Non- CDBG Assisted Assisted 0 20 0 20 20 100% Housing Development community Development Planning and CDBG Other Other 0 0 N/A N/A N/A N/A Administration Table 1-Accomplishments—Program Year&Strategic Plan to Date 1 1 See attachment 1 for detailed information on additional City funded accomplishments CAPER 4 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 142 of 489 Assess how the jurisdiction's use of funds,particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. Consistent with the priorities and specific objectives outlined in the 2024 Annual Action Plan, the City allocated the largest share of its 2024 HUD funds to its homeowner housing rehabilitation program.As the city's largest ongoing homeless prevention program, the activity is consistent with the focus of the CDBG housing and homeless prevention programs.The program typically provides support to over 60 low-income homeowners each year. The majority of program applicants are seniors, individuals with disabilities, or Veterans. For many residents, these repairs allow them to affordably stay in their homes, live in safe and dignified living conditions, and age in the community where they have established support systems. The City will continue to work towards our housing goals identified in the Analysis of Impediments contained in the 2025-2029 Consolidated Plan. With the additional resources made available during the 2024 program year,the City far exceeded multiple Strategic Plan targets. This trend is expected to continue in 2025. CAPER 5 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 143 of 489 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.52O(a) with both CDBG Funds and City Resources Demographics Total by Funding Source GOAL 1 GOAL 2 GOAL 3 GOAL 3 GOAL 1 GOAL 2 Community Affordable Addressing Community& Affordable Housing Addressing Homelessness Economic &Economic General CDBG Total Housing Homelessness Development Funds Funds (General (General Development (CDBG) Funds) (CDBG) Funds) (CDBG) (General Funds) American Indian/Native 0 13 3 55 0 0 68 3 71 Asian 0 58 3 238 1 0 296 4 300 Black or African American 0 63 37 607 7 0 670 44 714 Native Hawaiian/Pac.Isl. 0 12 28 226 0 0 238 28 266 White 0 164 59 611 0 0 775 59 834 Mixed Race 0 751 17 363 0 0 1,114 17 1,131 Unknown 0 180 43 3293 500 0 3,473 543 4,016 Latino 0 15 3 7 0 0 22 3 25 Total 0 1,256 193 5400 508 0 6,656 701 7,357 Table 2—Table of assistance to racial and ethnic populations by source of funds Narrative This chart provides a partial racial and ethnic breakdown,based on HUD categories, of individuals served during the 2024 program year with CDBG funds and City resources. Services provided to Auburn residents include minor housing rehabilitation, emergency subsistence payments, behavioral health services, fair housing services, emergency shelter, food and access and coordination with additional resources. CAPER 6 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 144 of 489 CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Amount Expended Available During Program Year CDBG public-federal $619,474 $316,0162 General Fund public-local $3,788,760 $3,788,760 Other public—federal3 $373,907 $373,907 Total $4,782,141 $4,162,667 Table 3-Resources Made Available Narrative While the City of Auburn did not undertake any Target Area improvements during the 2024 program year, there was one LMI area benefit activity that was completed in 2024.The 5th Street NW/NE sidewalk project improved pedestrian accessibility and safety by installing new and/or improved pedestrian curb ramps at the following locations: 1) SW corners at the intersection of A St NE; and 2) SW side of 5th Street to N. Division Street.This project benefitted approximately 500 low to moderate income Auburn residents in the vicinity of the project location. The City purchased a strip mall on Auburn Way north that had been renting and using for a day and night shelter,resource center and community court. The 6M purchase will allow the City to better provide direct connections for vulnerable populations with a range of services that support addressing causes of homelessness and housing instability. The City used ARPA and Opioid settlement dollars to fund two Clean and Sober Housing programs during 2024. The program provided up to 12 months of stable housing for program participants who meet established goals and improvements during participation. While CDBG funds critical programs within the City it is important to note that the City makes a substantial political and taxpayer investment in fulfilling affordable housing and homelessness objectives within the community. The City invested 3.7M in Affordable Housing, Reducing Homelessness and Economic Development. Of the 3.7M, 1.2M of the funds were spent on affordable housing, 2.4M was dedicated to homelessness preventions and approximately $115K was spent on job training and education programs. 97.60% of the 3.7M funded city owned and operated programs while 2.4% of these funds were directed to partner service providers who deliver valuable housing and homeless services within the community. 2 Unspent balance rolled over to 2025 3 ARPA and Opioid Funds CAPER 7 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 145 of 489 Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. Proposals to use CDBG funds with other leveraged funds can improve the feasibility of programs and projects since available funds are often insufficient to fully support most Community Development or Economic Development projects and programs. CDBG is generally used in conjunction with other grant funds to our local providers.Providers are encouraged to obtain private support in addition to CDBG funds in proposed activities. During the 2024 program year, the City awarded public service dollars as detailed in the 2024 Annual Action Plan. Investing in emergency housing specifically supports affordable housing goal by creating stronger housing stability and efforts to promote fair housing. To support these goals in 2024 the City invested 3.7M local general fund tax dollars in basic needs and housing stability, homelessness intervention providers, housing stability providers, and in job training & education programs and the City's home repair program. The City also invested in its own day/night shelter that is managed by the Auburn Food Bank. In addition to the investments above,the city purchased a strip mall for 6M on Auburn Way N that houses the foodbank, shelter(s) and the night/day center and the city resource center, with the intent to make additional financial investments to modify the structure to better serve the vulnerable populations of Auburn through access to resource providers and community court. The City of Auburn does not have matching requirements for 2024 projects and activities. CAPER 8 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 146 of 489 CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Actual Goal Number of homeless households to be provided affordable housing 0 221 units Number of non-homeless households to be provided with affordable 0 Unable to housing units determine Number of special-needs households to be provided with affordable 0 0 housing units Total 0 221 Table 4—Number of Households(supported by City funds and efforts) As mentioned earlier,the City of Auburn funds a street outreach team that makes direct contact with individuals who are either homeless or at risk of becoming homeless. The team works with the residents to identify barriers to self-sufficiency and affordable houses as well as basic services. In 2024 the outreach team successfully assisted 221 individuals through the process of obtaining permanent housing. One-Year Actual Goal Number of households supported through rental assistance (Solid 60 91 Ground) Number of households supported through the production of new units 0 406 (General Funding) Number of households supported through the rehab of existing units 65 66 (Repair program- CDBG) Number of households supported through the acquisition of existing 0 0 units Total 125 563 Table 5—Number of Households Supported(using CDBG funds) Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The City's Annual Action Plan did not have any goals of providing direct housing, rental assistance, production of new units or acquisition of existing units in 2024. The City provided 66 households with minor housing repair services. The program is the City's largest homeless prevention program which helps low-income residents maintain their housing rather than be forced into homelessness due to high costs associated with home repair.Many program applicants are seniors,individuals with disabilities,or Veterans living on a fixed income. In addition to helping residents remain housed in safer and more accessible housing,the program also helps applicants connect to other supportive programs in the area. CAPER 9 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 147 of 489 The City contracted with Solid Ground,who provided 91 families with emergency rental assistance. The City also contributed to the South King Housing and Homelessness Partners(SKHHP)for the purpose of acquiring affordable housing units. SKHHP is an organization comprised of 11 South King County cities and King County whose mission is to acquire and/or preserve affordable housing units in the region. Discuss how these outcomes will impact future annual action plans. The Housing Repair program has been fully operational since the end of the second quarter, 2021. Future service targets are not expected to change. The city plans to fund the home repair program with local Community Development funds and target CDBG funds to other programs in the City.This planned change will allow the city to continue to meet the increased demand for home repair requests and continue to project the vulnerable housed individuals while redirecting CDBG funds to new or more vulnerable programs that are needed to support homelessness services and affordable housing. Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served CDBG HOME Actual Actual Extremely Low-income 74 0 Low-income 83 0 Moderate-income 0 0 Total 157 0 Table 6—Number of Households Served Narrative Information Consistent with the priorities and specific objectives outlined in the 2024 Annual Action Plan, the City allocated a significant portion of its CDBG funds to its homeowner housing rehabilitation program.As the city's largest homeless prevention program,the activity is consistent with the focus of the CDBG housing and homeless prevention programs. In 2024, the funding years, the program provided support to 66 low- and extremely low-income households. The figures above reflect both the home repair program and Solid Ground counts. CAPER 10 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 148 of 489 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction's progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City of Auburn does not receive ESG funds. The City is implementing several strategies on the local and regional level to address the issue of homelessness and funds several homeless prevention and intervention programs with its general funds. In addition, the City of Auburn co-facilitates a monthly group with the Seattle-King County Coalition on Homelessness called the South King County Forum on Homelessness.This group brings together providers that serve individuals experiencing homelessness to support networking and coordination, skill building, and regular information sharing. In addition to formal consultation with providers during AAP planning times,these meetings allow for informal consultation monthly on a variety of topics. One of the areas the city has focused on, with the support of the King County Library System staff, is internet access and addressing the digital divide for individuals in our community experiencing homelessness. While we have not used our CDBG funds to support broadband access directly, City staff actively engage in information, referral,and planning work to help address the digital divide. In 2024, the King County Regional Homelessness Authority (KCRHA) conducted the region's Point In Time county using a methodology called Respondent Driven Sampling. This methodology incorporated a robust qualitative interview process.We continue to partner with KCRHA in their strategic planning efforts for the region and locally. Additionally,the City is an active participant in SKHHP which is comprised of 11 cities and King County that are charged with making investments in regional solutions to homelessness and affordable housing. Auburn provides financial, political and staff support to SKHHP. Using local tax dollars, Auburn contributes to SKHHP's operational budget and capital budget, Auburn's Mayor is the Chair of the Executive Board that leads SKHHP, and Auburn staff provide technical and administrative support to SKHHP functions. While formed relatively recently, SKHHP is already making regional investments to acquire and preserve existing affordable housing units. SKHHP views affordable housing supply as a key solution to solving homelessness and reducing the likelihood of currently housed individuals becoming homeless. Addressing the emergency shelter and transitional housing needs of homeless persons The City of Auburn does not receive ESG funds for an emergency shelter. To address the emergency shelter and transitional housing needs of individuals experiencing homelessness, the City uses its general funds to support several transitional housing and emergency housing programs throughout the South King County region,including within the City of Auburn.Using general fund dollars, the City supports, a family shelter, diversion program (community court), two shelters in neighboring jurisdictions that serve Auburn residents, a Day Center and Overnight Shelter located within Auburn City limits for individuals experiencing homelessness and drop-in services for homeless youth as well as a food CAPER 11 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 149 of 489 bank. Additionally, the City owns two single family homes that it provides local nonprofits to make available as transitional housing for formerly homeless families. Per our regional Coordinated Entry process,the city directs families to the coordinated family shelter entry system in King County. The City has also been instrumental in partnering with King County to buy and activate Don's Place,which is a hotel that has been converted to permanent supportive housing. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City of Auburn's homeless prevention programs include its housing repair program and its public service programs which are funded through CDBG. One of the public service programs prioritized in 2024 for CDBG-EN funds was Solid Ground's Housing Stability Program,which supports this goal directly. The housing repair program is the City's largest continuing homeless prevention program which provides minor home repairs to low-income residents in Auburn. The program makes it possible for low-income residents to stay in their homes and avoid financial crisis from paying for costly home repairs that they normally would not be able to afford. In addition to programs supported by CDBG funds,the City of Auburn also supports homeless prevention programs using general fund dollars. These include robust employment training and pre-apprenticeship programs, eviction prevention programs that provide financial support and other household assistance, domestic violence advocacy and supports, legal assistance programs, and those supporting increased food security and access. Helping homeless persons (especially chronically homeless individuals and families,families with children,veterans and their families, and unaccompanied youth)make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness,facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City of Auburn does not receive ESG funds for programs to help homeless persons.The City of Auburn does invest a significant amount of its general funds to help individuals experiencing homelessness including adults, families, veterans and unaccompanied youth. Funded programs include, transitional housing, emergency shelters, family support programs, drop-in centers, and behavioral health services. CAPER 12 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 150 of 489 CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The City of Auburn does not currently own or operate any public housing. In Auburn, public housing is administered directly through the King County Housing Authority (KCHA). There are more than 20 multifamily properties in Auburn that are owned and operated by KCHA. As previously stated, King County owns and operates a permanent supportive housing facility in Auburn. The City does advocate and support public housing in Auburn as well as helping residents understand the application process to gain access to it. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership Since the City does not administer public housing funds,or have any oversight over public housing tenants, it has no actions directed specifically to public housing residents. The City does support its residents to become more involved and participate in homeownership. The City gathers information on agencies that provide first time homeowner workshops and communicates information on programs providing support to residents seeking a pathway to homeownership, including those living in public housing. Actions taken to provide assistance to troubled PHAs Since the City does not administer public housing funds it does not evaluate the status or condition of public housing authorities. The City's code enforcement officers have a good relationship with our public housing facilities and try to connect the residents and management with resources in supportive services as well as services the City provides. CAPER 13 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 151 of 489 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) In 2019, Washington State made grant funding available to cities who are working on assessing their affordable housing inventory and developing strategies to meet those needs. The City of Auburn applied and was successful in receiving a$100,000 planning grant. The City is part of a unique collaboration with the cities of Burien,Federal Way,Kent,Renton,and Tukwila who all pooled a portion of these grant funds in order to jointly fund a Sub-Regional Housing Needs Assessment. In 2020, that subregional assessment was completed, and in 2021, the City worked with partners to finalize a Housing Action Plan for Auburn that informs these needs in the immediate future and for the next Housing Element update of the Comprehensive Plan. In 2024, the City continued its planning efforts in this area, working with internal staff,external partners,and consultants,to inform the development of the City's Comprehensive Plan. City Planning staff participate regularly in a South King County Housing group to share data,best practices and build stronger regional data infrastructure. In 2017-2018,the City of Auburn developed a Climate Action Plan, intended to provide a roadmap for the City to reduce its environmental impacts while strengthening its local economy and increasing community resilience. The Plan identified both operational and community-level strategies for the City to take, many of which the City has made significant progress on. In anticipation of incorporating robust climate change planning into its Comprehensive Plan, the City has hired a consultant to tailor insights and recommendations to the City of Auburn,including the development of a Climate Change Policy Framework which was adopted in Q4 of 2024. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City continues to provide funds to address housing, infrastructure, homeless prevention, economic development and public facility needs. In Auburn and the surrounding South King County area, these continue to be underserved needs so the City will explore ways to leverage additional resources towards addressing these. The City continues to support partnerships with and amongst our providers, faith community and schools. City staff attend regular provider networking meetings and are responsible for facilitating the South King County Forum on Homelessness. As mentioned in the previous section, the City's work on developing a Climate Action Plan helped to identify both hazards and mitigation opportunities related to climate change. Our Plan highlighted the tangible effects on public health and quality of life that climate change will have on Auburn's residents and visitors, including heat stress, air quality, flooding risk, and others. The City has undertaken and continues to advance multiple strategic planning efforts designed to respond to the effects of climate change and increase resiliency in our community. In our Housing Repair program, we have begun to explore how CDBG funds could support these efforts by increasing our availability of air filtration systems to respond to smoke events and expanding our prioritization of repairing/replacing heating systems to cooling systems as well. According to data from the National Weather Service, our region experienced an average of 3.4 days annually with temperatures at or above 90 degrees. Between 2000 and 2010,however,we have seen a startling increase in recent years, with an average of 7.8 days annually between 2012 and 2023 with temperatures well above 90 degrees. Our program aims to be responsive to the dangers that excessive heat can cause, especially for vulnerable community members. We worked to revise our program procedures CAPER 14 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 152 of 489 during 2024 to ensure that we are better able to support increased resiliency for community members who are facing greater climate hazards. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City of Auburn includes language in its CDBG contracts that require agencies to comply with HUD Lead-Based Paint Regulations (24 CFR Part 35) issued pursuant to the Lead-Based Paint Poisoning Prevention Act (42 U.S.C. Sections 4831, et seq.) requiring prohibition of the use of lead-based paint whenever CDBG funds are used.In addition,the City notifies residents of potential lead-based paint hazards when it is awarded a Housing Repair grant. A copy of the pamphlet— "Protect Your Family from Lead In Your Home"is provided to each Housing Repair client when the City conducts the initial inspection of their home. The City takes additional measures when the age of the home indicates a possible presence of lead-based paint.Before housing repair work commences,the city contracts with a certified provider to undertake lead paint testing. When work is undertaken in homes with positively identified lead hazards, the city only contracts with RRP-certified contractors who will implement the necessary mitigation and safety strategies. Auburn's Housing Repair Program staff are also RRP-certified. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) In 2024,the City of Auburn awarded $680,000 to human service agencies through its competitive grant funding process. These human services funds were awarded to program across the spectrum of services that support poverty reduction strategies for low-income Auburn residents.Programs include transitional housing, employment training, legal aid and emergency financial support. Most of these programs are partnered with other valuable programs in Auburn that address the needs of poverty level families. These programs help meet community needs with behavioral health services,domestic violence services and early childhood services, among others. With the 6M purchase of the Auburn Resource Center, the City will be better able to create a service hub for residents looking to access services in Auburn.The Resource center currently operates one day per week and provides assistance to approximately 45 people per week(2,340/year). Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City of Auburn continues to participate actively in our region's Continuum of Care and has remained involved in the ongoing regional efforts to develop stronger institutional structure county-wide to prevent and address homelessness through the King County Regional Homelessness Authority. The City also participates in the Affordable Housing Committee of the Growth Management Planning Council, which serves as a regional advisory body. The Committee functions as a point in coordinating and owning accountability for affordable housing efforts across King County. In 2024, the City continued working in partnership with the municipalities of Burien, Covington, Des Moines,Federal Way,Kent,Maple Valley,Normandy Park,Renton, Tukwila, and King County under the South King Housing and Homelessness Partners(SKHHP). SKHHP jurisdictions are working together and sharing resources in order to effectively address affordable housing and homelessness. This collaborative model is based on similar approaches used in Snohomish County,East King County,and other areas of the country. The purpose of the coalition is to increase the available options for South King County residents CAPER 15 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 153 of 489 to access affordable housing and to preserve the existing affordable housing stock. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) The City of Auburn has heavily contributed to and intends to continue cultivating relationships between public and private housing and social service agencies. In addition,the City will continue to participate in collaborations with the South King County Forum on Homelessness,the Seattle-King County Coalition on Homelessness, Seattle-King County Housing Development Consortium and the South King Housing and Homelessness Partners. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City of Auburn continues to take actions to overcome identified impediments to fair housing based on King County's Analysis of Impediments to Fair Housing. The City included funding in the 2024 Annual Action Plan to support Fair Housing Public Service activities. In mid-2022, the City was able to award funds to a nonprofit agency to carry out these services for Auburn residents. This funding specifically supported Fair Housing Goals 1 and 2; Invest in programs that provide education and enforcement of fair housing laws; and Engage underrepresented communities in ongoing efforts to understand barriers and increase access to opportunity.The City will continue to work towards our 10 Fair Housing Goals identified in the AI. This includes working with regional partners to take local action and utilize local and regional data as guidance to support local policies and make recommendations to our city councils. CAPER 16 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 154 of 489 CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements. Monitoring activities include onsite and desk monitoring through review of analysis and progress reports and invoice back up details,technical assistance calls and emails.In 2024,the City performed robust remote monitoring and scheduled regular conversations with grantees to support greater ongoing communication and relationship building. Subrecipients of City of Auburn CDBG funds are generally monitored annually.Notification and required materials for the monitoring are sent two weeks in advance of the monitoring date. A detailed monitoring tool is used to assess the program's progress, timeliness and adherence to HUD guidelines. After each annual monitoring a formal letter is sent to the subrecipient detailing the findings or concerns of their monitoring. Each subrecipient is given 30 days to respond to the letter. The City monitors agency compliance with its CDBG contract by requiring the agency to submit quarterly reports that include data on the number of service units provided along with demographic information about their clients. Quarterly reports are cross referenced to the requirements in their contract to ensure the subrecipient is on track to complete contract goals. Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The City's Citizen Participation Plan,available on the City's website as well as in paper copy upon request, lays out the timelines and opportunities for public comment on all aspects of CDBG planning and reporting. The City provides adequate notice at the opening of the 15-day comment period on the CAPER. The notice is provided by wide distribution utilizing the city's vehicles of communication, including posting in the City's paper(s) of record, the Seattle Times and the Auburn Reporter. The draft CAPER is also made available on the City's website and SpeakUpAuburn for electronic access and review.This CAPER was be made available for public comment beginning February 21,2025.A public hearing was held on March 24tn 2024,to seek public feedback on the City's reported performance. The City accepts public comments in any form convenient to the public, including written responses, facsimile and email.The City considers all comments and views received in writing or orally at in preparing the CAPER. In 2024, the City continued to use our online outreach tool to support greater online engagement with community members. The website, www.speakupauburn.org, provides an accessible format where community members can submit questions and comments directly. The City created a page devoted to CDBG, which provides an overview of the funding, timeline, and city priorities. It also details the ways in which the City creates opportunities for public participation. CAPER 17 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 155 of 489 CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction's program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The City has not experienced any significant changes in its program objectives. The City continues to improve processes and procedures to bring the program into alignment with its current objectives. The City will maintain focus on preserving affordable housing, addressing and preventing homelessness, and public services. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No [BEDI grantees] Describe accomplishments and program outcomes during the last year. Not applicable CAPER 18 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 156 of 489 CR - 58 Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDB HOM ESG HOPW HTF G E A Total Number of Activities 3 Total Labor Hours 3,600 Total Section 3 Worker Hours 0 Total Targeted Section 3 Worker Hours 0 Table 7—Total Labor Hours CAPER 19 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 157 of 489 Qualitative Efforts-Number of Activities by Program CDBG HOME ES HOPW HTF G A Outreach efforts to generate job applicants who are Public 0 Housing Targeted Workers Outreach efforts to generate job applicants who are Other 0 Funding Targeted Workers. Direct, on-the job training(including apprenticeships). 0 Indirect training such as arranging for, contracting for,or 0 paying tuition for,off-site training. Technical assistance to help Section 3 workers compete for 0 jobs(e.g.,resume assistance, coaching). Outreach efforts to identify and secure bids from Section 3 0 business concerns. Technical assistance to help Section 3 business concerns 0 understand and bid on contracts. Division of contracts into smaller jobs to facilitate participation 0 by Section 3 business concerns. Provided or connected residents with assistance in seeking employment including drafting resumes,preparing for 0 interviews, finding job opportunities, connecting residents to job placement services. Held one or more job fairs 0 Provided or connected residents with supportive services that 2 can provide direct services or referrals. Provided or connected residents with supportive services that provide one or more of the following: work readiness health 0 screenings, interview clothing,uniforms,test fees, transportation. Assisted residents with finding childcare. 0 Assisted residents to apply for or attend community college or 0 a four year educational institution. Assisted residents to apply for or attend vocational/technical 0 training. Assisted residents to obtain financial literacy training and/or 0 coaching. Bonding assistance, guaranties, or other efforts to support 0 viable bids from Section 3 business concerns. Provided or connected residents with training on computer use 0 or online technologies. Promoting the use of a business registry designed to create 0 opportunities for disadvantaged and small businesses. Outreach,engagement, or referrals with the state one-stop system,as designed in Section 121(e)(2) of the Workforce 0 Innovation and Opportunity Act. Other 0 Table 8—Qualitative Efforts-Number of Activities by Program Narrative CAPER 20 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 158 of 489 Using CDBG funds the City supported an organization that provided direct financial services to those who were either homeless or at risk of becoming homeless. Both organizations provided supportive services that also provided direct service referrals. CAPER 21 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 159 of 489 Attachment 1 Additional Accomplishments by the City in reference to CR-05 Actual Expected Source Expected Actual in Unit of in Percent in Percent Goal Category and Indicator Measure Strategic Strategic Complete Program Program Complete Amount Plan Plan Year Year Goal#1 Affordable Affordable Housing Housing Services Public Providers Housing General Individuals People 0 1,147 1,147% City offered tax Non- Funding Assisted deferment to Homeless support Special affordable Needs housing SKIIP Public Goal#2 service Ending activities Homelessness other than General Persons 0 Homelessness Funding Low Assisted (people) 221 (people) 221% City Outreach /Moderate Team Income Hsng. Benefit Goal#2 Public Ending service Homelessness activities Service Homelessness General other than Persons 0 5,746(people) 5,746% Providers Funding low/Mod. Assisted (people) Apx. Shelter Income Foodbank Housing Benefit Total(s) Persons 7,114 CAPER 22 OMB Control No:2506-0117(exp.09/30/2021) 2024 CAPER/City of Auburn,WA Page 160 of 489 * CITY OF * * J\I.JBU1R.ts4 AGENDA BILL APPROVAL FORM WASHINGGTTON Agenda Subject: Meeting Date: Resolution No. 5825 (Hay) (20 Minutes) April 28, 2025 A Resolution adopting the 2025-2029 Consolidated Plan and the 2025 Annual Action Plan Department: Attachments: Budget Impact: Human Services 2025-2029 Consolidated Plan (Final), 2025-2029 Con. and Action Plan (Final), Resolution No. 5825 Administrative Recommendation: For discussion only. Background for Motion: Background Summary: Every five years, the City of Auburn is required to submit an updated Consolidated Plan to the Department of Housing and Urban Development to guide the investment of Community Development Block Grant (CDBG) Funds. Auburn's current Consolidated Plan ended in December 2024. This presentation is intended to provide an overview of the initial public comments, with information for the Council on what we learned and next steps. This presentation will describe the community outreach efforts, review the survey data and focus on next steps in the process of development of the major components of the Consolidated Plan that spans from 1/2025 to 12/2029. Councilmember: Yolanda Trout-Manuel Staff: Kent Hay Page 161 of 489 CITY OF AUB WASHINGTON City of Auburn Community Development Block Grant Consolidated Plan 2025 — 2029 Consolidated Plan AUBURN Page 1 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 162 of 489 Table of Contents Acronym List 4 Executive Summary 5 ES-05 Executive Summary—24 CFR 91.200(c), 91.220(b) 5 The Process 9 PR-05 Lead&Responsible Agencies- 91.200(b) 9 PR-10 Consultation- 91.100, 91.200(b), 91.215(1) 10 PR-15 Citizen Participation-91.401, 91.105, 91.200(c) 16 Needs Assessment 20 NA-05 Overview 20 NA-50 Non-Housing Community Development Needs- 91.415, 91.215 (f) 22 Consolidated Plan Survey 22 Comprehensive Plan Update 22 Consolidated Plan Survey 23 Comprehensive Plan Update 23 Housing Needs Assessment 24 Housing Needs Summary Tables 28 Disproportionally Greater Needs 35 Public Housing 37 Homeless Needs Assessment 41 Market Analysis 48 MA-05 Overview 48 MA-45 Non-Housing Community Development Assets-91.410, 91.210(f) 50 MA-50 Needs and Market Analysis Discussion 62 MA-60 Broadband Needs of Housing Occupied by Low-and Moderate-Income Households- 91.210(a)(4), 91.310(a)(2) 75 MA-65 Hazard Mitigation-91.210(a)(5), 91.310(a)(3) 77 Number of Housing Units 80 Cost of Housing 84 Condition of Housing 88 Homeless Facilities and Services 90 Strategic Plan 93 SP-05 Overview 93 SP-10 Geographic Priorities - 91.415, 91.215(a)(1) 95 SP-25 Priority Needs -91.415, 91.215(a)(2) 95 SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2) 98 SP-40 Institutional Delivery Structure-91.415, 91.215(k) 101 SP-45 Goals-91.415, 91.215(a)(4) 105 SP-65 Lead-based Paint Hazards-91.415, 91.215(i) 108 SP-70 Anti-Poverty Strategy-91.415, 91.215(j) 108 SP-80 Monitoring-91.230 110 Annual Goals and Objectives 111 AP-15 Expected Resources-91.420(b), 91.220(c)(1,2) 111 AP-20 Annual Goals and Objectives- 91.420, 91.220(c)(3)&(e) 114 AP-35 Projects- 91.420, 91.220(d) 117 Consolidated Plan AUBURN Page 2 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 163 of 489 AP-50 Geographic Distribution- 91.420, 91.220(f) 118 AP-85 Other Actions- 91.420, 91.220(k) 119 AP-90 Program Specific Requirements- 91.420, 91.220(1)(1,2,4) 122 Consolidated Plan AUBURN Page 3 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 164 of 489 Acronym List ACS American Community Survey AMI Area median income CDBG Community Development Block Grant CEDS Comprehensive Economic Development Strategy CHAS Comprehensive Housing Affordability Strategy FMR Fair market rent HAMFI Household area median family income HMIS Homeless Management Information System HOME HOME Investment Partnerships Program HUD U.S. Department of Housing and Urban Development KCHA King County Housing Authority KCRHA King County Regional Homelessness Authority LEHD Longitudinal Employer-Household Dynamics PIT Point-in-Time WDC Workforce Development Council WIOA Workforce Innovation and Opportunity Act Consolidated Plan AUBURN Page 4 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 165 of 489 Executive Summary ES-O5 Executive Summary — 24 CFR 91.200(c), 91.220(b) Introduction The purpose of the City of Auburn's contribution to the King County Consortium Consolidated Plans is to provide guidance for the investment of certain Community Development Block Grant (CDBG) funds in the City and within the surrounding region as well as setting forth goals and performance measures. The Consolidated Plan has been prepared on behalf of and with the assistance of participating groups, the public, past recipients of services, agencies and organizations. The City of Auburn is committed to finding effective, coordinated approaches to address the unmet needs of its low- and moderate-income residents, and has aligned the goals of the Consolidated Plan with the City's Needs Assessment and in partnership with our Urban County Consortium. The City of Auburn anticipates receiving approximately$600,000 per year in CDBG funds during the five-year period of the Consolidated Plan for program years 2025-2029. Based on the feedback provided by our City Council, the community and with the guidance from the City's Human Services Committee, these funds will be used to support a variety of programs and strategies focused on affordable housing and addressing homelessness. Data in this Consolidated Plan is based upon a combination of sources that include the 2018-2022 American Community Survey (ACS) five-year data set, which is the most current ACS data available at time of publishing and a collection of other local data sources. The ACS data provides the most detailed information available on income,poverty,housing, and housing cost burden.The ACS data has been supplemented in this Plan with more recent data from community surveys, public meetings, and other available data sets pertaining to housing and community development. The Consolidated Plan follows the Department of Housing and Urban Development's (HUD) standardized template, and each section contains questions framed by HUD. Summary of the findings identified in the Needs Assessment In 2024 the City conducted/updated its local Needs Assessment. The Needs Assessment is intended to analyze various data sources to best aid in the determination of where CDBG investments should be directed within the City. The Needs Assessment identified a broad range of findings that are likely similar to other nearby communities within South King County, however, the following findings are unique to Auburn and deserving of additional emphasis: • Housing affordability (cost burden) in Auburn impacts approximately half of the households in the City. • The length of time an individual experiences homelessness in Auburn is longer than local, regional or national averages. 1 The Consortium cities include:Auburn, Bellevue, Federal Way, Kent and King County Consolidated Plan AUBURN Page 5 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 166 of 489 Based on the findings of the needs assessment, the market analysis, citizen and agency input, evaluation of regional and local data, evaluation of existing programs and investments, the Consolidated Plan identifies the following two priority areas for CDBG investments. • Affordable Housing—Ensure access to healthy, affordable housing for low- and moderate- income households throughout the region through investment in the full range of housing type, by assisting vulnerable populations such as seniors and veterans, by partnering with for profit and non-profit owners, operators and developers, and through efforts to secure financial stability for individuals who are at risk of losing housing • Homelessness —Address homelessness through greater investment in sheltering, mental health and addiction support,access to food,access to educational opportunities,enhancing financial stability for people who are exiting homelessness, and for keeping people who are housed from entering homelessness. Summary of citizen participation process, citizen findings, and consultation process The City of Auburn held multiple public meetings prior to the development of the Consolidated Plan to receive public input on community needs, barriers to housing, priorities, and potential strategies. The City intentionally chose to involve both the Human Services Committee and the City Council to cast a broader net of public engagement within the community, knowing there are different audiences that follow the Human Services Committee vs those that follow the City Council. Notices for these meetings were posted in the Seattle Times, posted on the City's website, on SpeakUpAuburn, emailed to agencies, and community stakeholders and citizens via a dedicated and self-subscripted distribution list. The city was canvased with flyers that provided detailed information regarding these priorities and included a survey link to seek input on spending priorities. Engagement was also conducted at several community events such as the National Night Out and the Farmers Market and through other methods such as weekly Mayor emails. The City received 120 responses to its survey. In addition to soliciting direct input from community members, the City also worked with a consultant to complete a 2024 Community Needs Assessment and Market Analysis. The report synthesized data and community feedback from stakeholder interviews, and a community-wide online survey.This data and input went into the development of the Needs Assessment and Market Analysis sections of the Consolidated Plan. The City of Auburn routinely consults with the Consortium, surrounding cities, multiple public and private agencies,citizens,and internal service providers throughout the development of CDBG required plans as well as a range of other locally funded programs and plans. Examples of such agencies include: the King County Housing Authority, King County Regional Homelessness Authority, cities of Federal Way and Kent, the Auburn Food Bank, and other government human service providers and nonprofit agencies delivering services in Auburn and the subregion. In addition to conducting consultations during the development of the plan, the City of Auburn collaborates and works closely with numerous coalitions, committees and government entities throughout the duration of the plan in efforts to enhance strategies and systems to meet established goals and objectives on the plan. Consolidated Plan AUBURN Page 6 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 167 of 489 Summary of public comments In response to the meetings, hearings, surveys and other engagement efforts described above, community members shared feedback with the City on what they would like to see prioritized when determining how to invest CDBG funds. Below is a summary of key feedback topic areas received from public stakeholders. Prioritization of Investment Areas • Investing in affordable housing solutions. • Addressing homelessness. • Assisting seniors, veterans and disabled populations. • Pursuing economic development opportunities. • Enhancing neighborhoods. Recommended Actions Identified During Citizen Input • Programs that support low-income homeowners with energy efficiency improvements to reduce overall housing cost. • Programs or policies that address the increasing rental costs in the community. • Support pre-apprenticeship programs that provide job training and build skills in repair and manufacturing trades. • Programs to address Economic Development, specifically focused in the Child Care sector. Summary of comments or views not accepted and the reasons for not accepting them All comments and views provided were taken into consideration during the Consolidated Plan process. Any comments not accepted were deemed as offensive, inappropriate or had no relation to issues related to Auburn or the Consolidated Plan. • No comments were rejected Evaluation of past performance During the first four years of the 2020-2024 Consolidated Plan, Auburn worked with the community, nonprofit agencies, HUD, and our partners in the King County Consortium to make progress towards our Consolidated Plan goals. Each year, the City of Auburn prepares a Consolidated Annual Performance Evaluation Report (CAPER) and submits it to HUD. The CAPER reports on the specific accomplishments and activities for that year. From 2020 to 2024, the City of Auburn achieved the following with CDBG funds: • 287 households received home repairs • 549 individuals benefited from home repairs • 28 residents received job training and placement • 11 small businesses received assistance Consolidated Plan AUBURN Page 7 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 168 of 489 • 3,148 residents received medical/dental services • 1,830 residents received assistance with homelessness • A house was rehabbed to accommodate a transitional housing program which has served multiple families in the community • Four separate capital projects were funded that retrofitted sidewalks and intersection ramps in order to meet ADA standards. • 6,177 people and 40 businesses benefited from sidewalk improvements • 4,189 people benefitted from services to end homelessness including subsistence payments • 1750* individuals received emergency shelter(apx.) Summary Auburn residents along with stakeholders, community partners, service providers and others were consulted during the development of the Consolidated Plan. They provided valuable input that supported to the development of the outcomes and objectives listed in the Consolidated Plan. To accomplish these outcomes and objectives, the City invests in programs that meet the community basic needs, increase self-sufficiency, provide economic opportunity and develop a safe community.The remainder of the plan will provide further detail on how Auburn intends to employ its investment. Consolidated Plan AUBURN Page 8 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 169 of 489 The Process PR-05 Lead & Responsible Agencies - 91.200(b) Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency Lead Agency Auburn Human Services Department CDBG Administrator Auburn Human Services Depatltuent HOME Administrator King County Department of Community and Human Services ESG Administrator King County Department of Community and Human Services Table 1—Responsible Agencies Narrative The City of Auburn, as a member of the King County Consortium, administers its own CDBG funds and prepares its own Consolidated Plan for the administration of those funds. However, it also contributes to sections of the King County Consolidated Plan relating to the HOME program. As a member of the King County Consortium, the City works closely with numerous nonprofit organizations in the region that implement programs funded by the City of Auburn CDBG program.A detailed list of agencies responsible for administering funded programs by CDBG can be found in the Action Plan section of this document. Consolidated Plan Public Contact Information Human Services Manager CDBG/Human Services Program Coordinator Kent Hay Jody Davison 25 West Main Street 25 West Main Street Auburn, WA 98001 Auburn, WA 98001 khay@auburnwa.gov jdavison@auburnwa.gov Consolidated Plan AUBURN Page 9 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 170 of 489 PR-10 Consultation - 91.100, 91•200(b), 91.215(1) Introduction This section describes the community consultation process followed by the City of Auburn in updating the Consolidated Plan and the coordination with other local governments,the Continuum of Care, service agencies, and community stakeholders. The City of Auburn consulted with multiple public and private agencies as well as community members during the development of the Consolidated Plan. In addition to conducting consultations during the development of the plan, the City of Auburn collaborates and works closely with numerous coalitions, committees, and government entities throughout the duration of the plan in efforts to enhance strategies and systems to meet established goals and objectives of the plan. Provide a concise summary of the jurisdiction's activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)). The City of Auburn works closely with partnering King County jurisdictions, public housing authorities and health providers to develop systems to improve the quality of service and access for low-income residents as well as the community within the city and throughout the region. The City of Auburn participates in a variety of regional efforts designed to collaborate and address housing and homelessness in King County. This includes participating in the King and Pierce County Opioid Abatement Councils, South King Housing and Homelessness Partners (SKHHP), the King County Affordable Housing Committee (AHC), the Human Service Joint Planners Forum, South King County Mobility Management, the Auburn Roundtable, and South King County Regional Homelessness Committee. Additionally, the City of Auburn elected officials (Mayor and City Council) hold board positions on SKHHP as well as the King County Regional Homelessness Authority and the Affordable Housing Committee. These regular commitments result in numerous monthly convenings of policy makers and technical experts who are continuously working together to solve problems, share examples of success and pool resources. The City also regularly participates in meetings with staff from King County Department of Community and Human Services, Public Health King County, the Housing Development Consortium, Valley Cities, the Multi-Service Center, and the King County Housing Authority to review program progress and delivery of services funded through regional efforts. This regional collaboration work is supported by the South King Housing and Homelessness Partnership,which Auburn and other South King County Cities contribute to build additional capacity to address issues related to housing and homelessness in the South King County region. The above-described ongoing commitments to regional participation ensures that the City of Auburn is aware of emerging issues,priorities, strategies,legislation, and funding opportunities as they evolve in real time. These commitments to participation occur within the period of time that the Consolidated Plan is developed as well as the intervening years of implementation of the strategic plan. Consolidated Plan AUBURN Page 10 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 171 of 489 Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families,families with children, veterans, and unaccompanied youth) and persons at risk of homelessness In 2019 the City of Auburn entered an interlocal agreement with 9 other South King County cities as well as King County itself called South King County Housing and Homelessness Partners (SKHHP). SKHHP's main purpose is to pool resources to address housing and homelessness issues in South King County. Each member pays into SKHHP which provides an operating budget that fund SKHHP staff and their program needs. Additionally, most members, including Auburn, have made a commitment to direct a portion of annual sales tax revenues to SKHHP to help build a capital fund that can be directed into acquisition and perseveration of affordable housing. The Mayor of Auburn serves as the Chair of the Executive Board,the City of Auburn serves as SKHHP administering agency (SKHHP staff are Auburn employees), and Auburn staff serve on SKHHP technical advisory group. The City of Auburn is in the process of acquiring a property and building for the purposes of providing a day shelter, overnight shelter, food bank, community court and human service hub. Operations of the Auburn Consolidated Resource Center will be fully funded by the City of Auburn using 100% local funds, yet it provides services to individuals who are in need of housing, shelter and other services that do not reside in Auburn. In 2021,the newly created King County Regional Homelessness Authority(KCRHA)became our CoC lead agency and has worked to consolidate structures and contracts across King County and Seattle to create greater efficiency and maximize impact. In 2023,this work continued,and Auburn remained a partner in the work of the KCRHA.Auburn's mayor currently sits on the Governance Board of the Regional Homelessness Authority, and staff participate in bi-weekly meetings with KCRHA to collaborate and inform the work they are overseeing,particularly regarding subregional planning. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The ESG program focuses on assisting people to quickly regain stability in permanent housing after experiencing homelessness or a housing crisis. The City of Auburn does not receive ESG funds directly. The City of Auburn partners with King County who agreed via an ILA that it is mutually desirable and beneficial to enter a consortium arrangement pursuant to and authorized by the Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009, for purposes of the ESG and to cooperate in undertaking ESG activities. The County and the City are committed to targeting ESG and HOME Program funds to ensure benefit for very low to moderate-income persons as Consolidated Plan AUBURN Page 11 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 172 of 489 defined by HUD; and recognize that needs of very low to moderate-income persons may cross jurisdictional boundaries. As part of the ILA, staff attend (and in alternating years maintain a voting seat) on the Joint Recommendations Committee. The JRC has the responsibility to review and recommend to the King County Executive all policy matters concerning the ESG program. McKinney-Vento funding for the ESG is allocated through a competitive process and administered by King County. They also review and recommend to the King County Executive the projects and programs to be undertaken with ESG funds. They monitor and ensure that for all geographic areas and participating jurisdictions that benefit from ESG programs funded activities over time, so far as is feasible considering eligible applications submitted within the goals, objectives, and strategies of the Consolidated Plan.Additionally, they monitor to ensure that equity in distribution of funds is pursuant to proportion of the region's low to moderate-income population and that equity is achieved over time pursuant to Consortium Guidelines adopted by the JRC. The Homeless Emergency Assistance and Rapid Transition to Housing Act(HEARTH Act)revised the Emergency Shelter Grants Program and renamed it the Emergency Solutions Grants (ESG) Program. The new name reflects the change in the program's focus from addressing the needs of homeless people in emergency shelters to assisting people to quickly regain stability in permanent housing after experiencing homelessness and/or a housing crisis. Consolidated Plan AUBURN Page 12 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 173 of 489 Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities Table 2—Agencies, groups, organizations who participated gencyM/Orga KING COUNT Agency/Group/Organization Type Other government-County What section of the Plan was addressed by Consultation? Housing Need Assessment/Homelessness Strategy/Homeless Needs-Chronically homeless/Homeless Needs-Families with children/Homelessness Needs—Veterans/ 1 Homelessness Needs-Unaccompanied youth/Non-Homeless Special Needs/Market Analysis How was the Agency/Group/Organization consulted and As a member of the King County Housing Consortium for the purpose of HOME funds, what are the anticipated outcomes of the consultation or Auburn works with King County in the development of the City's and the County's areas for improved coordination? Consolidated Plan.Because the two entities have a cardinal role in each other's program delivery there is active participation from both parties in the development of the plan. 'agency/Group/Organization KENT Agency/Group/Organization Type Other government-Local What section of the Plan was addressed by Housing Need Assessment/Lead-based Paint Strategy/Homelessness Strategy/Homeless Consultation? Needs-Chronically homeless/Homeless Needs-Families with children/Homelessness 2 Needs—Veterans/Homelessness Needs-Unaccompanied youth/Non-Homeless Special Needs/Market Analysis/Anti-poverty Strategy How was the Agency/Group/Organization consulted and As members of the Urban County Consortium,Auburn and Kent staff worked closely what are the anticipated outcomes of the consultation or together during the development of the Consolidated Plan. Staff from both cities attend areas for improved coordination? monthly meetings to discuss human services and housing trends,needs,and progress on ongoing initiatives. Agency/Group/Organization 2025-2029 King County Consortium Consolidated Plan King County Agency/Group/Organization Type Government 2025-2029 King County Consortium Consolidated Plan The plan prioritizes affordable housing and homelessness prevention Consolidated Plan AUBURN Page 13 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 174 of 489 Agency/Group/Organization ..J1South King Housing and Homelessness Partners Agency/Group/Organiza ' Government What section of the Plan was addressed by Housing Need Assessment/Public Housing Needs Consultation? Homelessness Needs -Chronically homeless/Homelessness Needs -Families with children/Homelessness Needs—Veterans/Homelessness Needs-Unaccompanied youth/Homelessness Strategy 4 Briefly describe how the Agency/Group/Organization South King Housing and Homelessness Partners(SKHHP) is a coalition formed by an was consulted.What are the anticipated outcomes of the interlocal agreement between the jurisdictions of Auburn,Burien, Covington,Des consultation or areas for improved coordination? Moines,Federal Way,Kent,Maple Valley,Normandy Park,Renton,Tukwila,and King County. The agreement allows for South King County jurisdictions to work together and share resources to effectively address affordable housing and homelessness. This collaborative model is based on similar approaches used in Snohomish County,East King County,and other areas of the country.The purpose of the coalition is to increase the available options for South King County residents to access affordable housing and to preserve the existing affordable housing stock. Consolidated Plan AUBURN Page 14 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 175 of 489 Identify any Agency Types not consulted and provide rationale for not consulting A wide range of groups and organizations participated in the process including public funders from Washington State and King County partner jurisdictions,public housing authorities,members from the Seattle-King County Housing Development Consortium, stakeholders, housing providers for low-and-moderate income persons, agencies who serve persons who are homeless, and Seattle- King County Public Health. In addition to the consultations referenced above, Auburn, King County and Consortium partner staff coordinate closely with each other and fan out to participate and attend a wide range of standing meetings with city planners, housing and service providers. The only types of organizations not consulted with were corrections facilities. The rationale for not consulting with these facilities is that the City does not host this type of organization. Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) As a member of the King County Housing Consortium,Auburn works closely with King County in the development of the City's and the County's Consolidated Plan. Because the two entities have a cardinal role in each other's program delivery there is active participation from both parties in the development of the plan. The City also actively participates in the South King County Human Services Planners Committee. The Committee is composed of neighboring South King County City's such as Kent, Federal Way and Burien as well as partnering funder organizations such as All Home and United Way. The monthly meetings are used to discuss current issues impacting the community as well as Consolidated Planning and other CDBG program management strategies. Consolidated Plan AUBURN Page 15 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 176 of 489 Narrative PR-15 Citizen Participation - 91.401, 91.105, 91.200(c) Summary of citizen participation process/efforts made to broaden citizen participation Citizen Participation Outreach Sort Mode of Target of 1 Summary of Summary of Summary of URL (If Order Outreach Outreach response/attendance comments comments not applicable) accepted Survey responses identified community perceptions of increasing human service needs, particularly related to From July 25,2024,to housing stability, CLOSED General Public, domestic violence, and 2025-2029 August 23,2024 the City Stakeholders, food and emergency All accepted Consolidated 1 Online Survey Elected leaders conducted an online survey sheltering. Respondents p Plan Public to seek input into spending and residents of would like to see city Input Survey 1 priorities from the residents prioritization of basic Speak the city of Auburn of Auburn p Up needs,homelessness Auburn prevention and housing stability,neighborhood safety and wellbeing, and health and dental care. Non-targeted 2 Public Notice Seattle Times Publication No Responses None (30 Day Comment July 24,2024(30 days) p Period) 3 Email Comm. Subscribers of the Email on August$th,2024 No Responses None City's email system Consolidated Plan AUBURN Page 16 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 177 of 489 Sort Mode of Target of Summary of Summary of Summary of URL (If Order Outreach Outreach response/attendance comments comments not applicable) accepted Distribution of Marginalized See Survey response 4 Flyers Communities July 25to,2024 above None Community Speak upAuburn Development PBlock Grant 5 Online Content Non-targeted See Survey responses None (CDBG) Speak g Content has been posted above Up Auburn since June 1,2024 Human Services- City of Auburn Comments were limited to high level feedback On June 24,2024,the from the City Council. Auburn City Council held a All City Council public meeting for the members provided input Public Meeting Elected City purposes of introducing the on their initial priorities. 6 (City Council) Councilmembers process and schedule for While all members had None and General Public. updating the Consolidated individual and unique Plan. priorities,affordable housing and homelessness were common amongst all members. Consolidated Plan AUBURN Page 17 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 178 of 489 Sort Mode of Target of Summary of Summary of Summary of URL (If Order Outreach Outreach response/attendance comments comments not applicable) accepted On October 28,2024,the Limited to feedback Auburn City Council held an from elected open public meeting for the purposes of receiving a Councilmembers. Elected City briefing on the citizen input During this public 7 Public Meeting Councilmembers meeting affordable None (City Council) and public that has been received thus housing and far and the themes that were emerging and that would homelessness were influence the goals of the highlighted as recurring Consolidated Plan. themes or priority. On August 19,2024, Citizen Comments October 28,2024,and received regarding the Human Services January 27,2025,the prioritization and 8 Public Hearing Committee and Human Services Committee spending of CDBG None (Human Svc.) General Public held public hearings to resources.The Council receive feedback in the reviewed survey results development and draft of the and citizen spending Consolidated Plan priorities Kent,Federal Way,Bellevue, 9 Email Consortium Cities King County— None None December 30th,2024 The Human Services committee received one 30-day comment Seattle Times/Auburn comment from a service 10 Public Notice period Draft Plan(s) Reporter January 1,2025,to provider inquiring about None January 31,2025 whether Economic Development would be included as a priority Consolidated Plan AUBURN Page 18 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 179 of 489 Sort Mode of Target of Summary of Summary of Summary of URL (If Order Outreach Outreach response/attendance comments comments not applicable) accepted On April28r'',2025,the Auburn City Council will Elected City hold an open public meeting 11 Public Meeting Council Members for the purposes of receiving TBD TBD (City Council) and Public a briefing on draft Consolidated Plan and draft Annual Action Plan. On May 5,2025,the Auburn City Council will hold a Elected City public hearing for the 12 Public Hearing Council Members purpose of hearing citizen TBD TBD (City Council) and General Public input on the draft Consolidated Plan and Annual Action Plan Table 3—Citizen Participation Outreach Consolidated Plan AUBURN Page 19 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 180 of 489 Needs Assessment NA-05 Overview The City of Auburn is an entitlement community within the King County Consortium.As part of the King County Consortium,Auburn participates in an inter jurisdictional partnership with nearly all the cities and unincorporated areas of King County, excluding Seattle and Milton. The Consortium coordinates investment for HOME Investment Partnerships Program (HOME), Emergency Solutions Grants, and CDBG) funds. However,Auburn, as an entitlement community, receives a separate allocation of CDBG funds from the King County Consortium.Auburn utilizes the Consolidated Plan to explore trends specific to the city and its CDBG allocation. The Needs Assessment of the Consolidated Plan summarizes key housing and community development trends impacting the City of Auburn. Through analysis of federal, state, and local datasets, as well as a review of existing planning documents and reports,Auburn identified several major housing and human service needs of low-and moderate-income people in the city.The needs identified in this section help to inform the Strategic Plan, which outlines how the City of Auburn will use its CDBG funds over the next five years.As a member of the King County Consortium, King County's 2025-2029 Consolidated Plan outlines how the Consortium will use its HOME and Emergency Solutions Grants funds over this period. The Consolidated Plan utilizes two primary data sources: the U.S. Census Bureau's American Community Survey (ACS) and the Comprehensive Housing Affordability Strategy (CHAS), which contains custom tabulations of ACS data.Auburn analyzed the 2016-2020 five-year CHAS estimates,2018-2022 ACS five-year estimates, and information from other available sources such as local reports, plans, studies, dashboards, and datasets to better understand recent trends impacting the city. Key Themes from the Needs Assessment Forty-seven percent of Auburn households are considered low- to moderate-income. As seen in Auburn and throughout many cities in the United States, low- to moderate-income households have distinct housing and non-housing community development needs. Listed below are some key findings related to housing needs. • Housing cost burden, defined as a household paying more than 30 percent of their income on housing, and severe housing cost burden, defined as a household paying more than 50 percent of their income on housing, constitute the greatest share of housing problems,with extremely low-income households experiencing the greatest share of severe housing cost burden as opposed to low- and moderate-income households. • Fifty-two percent of renter households experienced at least one housing problem. • Small families experience the greatest share of severe housing cost burden among renter households. • Elderly households experience the greatest share of severe housing cost burden among owner households. Consolidated Plan AUBURN Page 20 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 181 of 489 • Although the sample size is small, Pacific Islander households were disproportionately impacted by housing cost burden and other housing problems. • Most public housing residents and voucher recipients are considered extremely low- income. • Adults with children comprise the greatest share of households experiencing homelessness. • The average time spent experiencing homelessness varies greatly depending on the family type, but the length of homelessness in Auburn tends to be longer than that in the King County Consortium, extending over two years for some categories. Public Survey Process In addition to analyzing ACS and CHAS data, the City of Auburn conducted a public survey regarding community needs and CDBG funding priorities from July 24 to August 23, 2024. One question asked respondents to identify Auburn's spending priorities for the CDBG Grant Funds, which included the following suggestions for the city: • Prioritize families with fixed incomes in funding activities. • Support affordable housing, particularly for low-income seniors. • Increase funding for the Clean and Sober Housing Program for those completing substance abuse treatment. • Help disabled senior homeowners facing increased costs to age in place. • Assist with move-in costs and application fees for those experiencing housing instability. • Support programs to assist with home improvement costs and permitting fees. Needs Assessment Attachment 1 provides a greater analysis of the trends described above. Consolidated Plan AUBURN Page 21 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 182 of 489 NA-50 Non Housing Community Development Needs - 91.415, 91.215 (f) The City of Auburn identified the jurisdiction's non-housing community development needs by analyzing information gathered through several methods, including: • Public engagement efforts conducted for the Consolidated Plan from July 25 to August 23, 2024. These efforts included stakeholder engagement and a public survey, which received 120 responses. • Needs identified through the City of Auburn's Comprehensive Plan update process, which includes a community poll, an open house, and data analysis. • An analysis of 211 calls originating from the Auburn School District. The needs of Auburn residents identified through the above sources are summarized below. Describe the jurisdiction's need for Public Facilities. How were these needs determined? Consolidated Plan Survey The survey asked participants to rank the CDBG spending categories (housing, other real property activities,public facilities and improvement activities, economic development activities, and other activities) from 1-5, with 1 being the most important. Participants ranked public facilities and improvements as a 3.04, indicating a medium priority level. Participants to provide open-ended comments regarding what they believe would be beneficial to the City in determining its spending priorities for CDBG grant funds. Participants commonly reported a desire for more community centers and recreational facilities for teenagers and young adults. Comprehensive Plan Update The capital element of the Comprehensive Plan Update includes a list of facilities in which the level of service is expected to decrease because of changes made under the capital facilities plan. A decreasing level of service might lead to gaps in coverage or a need for greater services. These facilitates are: • General municipal buildings. • Open space. • A senior center. • Special use areas. Additionally, the city held a kickoff open house for the Comprehensive Plan to collect public comments. The comments revealed a desire to have greater recreational facilities such as sports fields, outdoor recreation areas, and entertainment venues. Consolidated Plan AUBURN Page 22 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 183 of 489 Describe the jurisdiction's need for Public Improvements. How were these needs determined? Consolidated Plan Survey As stated above, survey participants ranked public facilities and improvement activities at an importance level of 3.04(with 1 being the greatest priority).Participants spoke about the following community needs in the open-ended comment section of the survey: • Greater investment in public safety measures and assistance. • Development of safe paths for both walking and cycling. • Street beautification, including litter control and neighborhood cleanup. • Park improvements and acquisition of more park areas. Pickleball lines on tennis courts and outdoor basketball areas were specifically noted as desired park improvements. Comprehensive Plan Update The transportation element of the Comprehensive Plan update describes needs identified in the community relating to transportation improvements. These include: • Creating new transit routes to connect Auburn's West Hill region, which is not directly served by any transit services, to the Federal Way Transit Center or Auburn Station. • Providing frequent and efficient transportation transit systems between Federal Way Transit Center and Auburn Station. • Increasing access to transit, such as a commuter-oriented shuttle, to connect the Lee Hill region to greater transportation options. • Providing greater service and routes in the Lakeland Hills region. • Creating and maintaining infrastructure for biking and pedestrians, including bike lanes. In addition, a poll conducted by the City of Auburn regarding the 2024 Comprehensive Plan asked participants to identify their top five priorities for Auburn in the next 20 years. The following results indicate that public improvement is a priority based on the percentage of respondents who selected it as a priority: • Preserving open space and environmental stewardship (54.4 percent). • Maintaining a safe community(45.5 percent). • Increasing bicycle and pedestrian amenities (36.4 percent). • Increasing access to parks and amenities (18.2 percent). 211 Data From September 11, 2023, to September 9, 2024, 4.5 percent of calls received from the Auburn School District 211 call center requested transportation assistance. Of those, 55.8 percent of callers (234 calls) requested assistance with ride services and local transportation such as metro buses, senior rides, and paratransit. Of note, 41.5 percent of callers were over the age of 60. This underscores the need for increased transportation options, particularly for seniors. Consolidated Plan AUBURN Page 23 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 184 of 489 Describe the jurisdiction's need for Public Services. How were these needs determined? Consolidated Plan Survey Several needs regarding public service needs arose from the open-ended survey comments, including: • Support for early childhood education programs. • Affordable childcare for young families. • Business and technical assistance to improve childcare services. Comprehensive Plan Update In the poll conducted by the city of Auburn 18.2% of residents indicated that mainlining a high level of public services and utilities should be a priority for Auburn over the next 20 years. 211 Data The City of Auburn analyzed publicly available 211 data from callers in the Auburn School District. The 211 data provides insight into the nature of services needed in the community. From September 11, 2023 to September 9, 2024, 9,407 calls were made to 211 from the Auburn School District. The data does not indicate the number of unique calls made. The data from the calls indicated: • 34.5 percent were regarding housing and shelter service needs. • The second most requested service category was utilities (13.9 percent). • 61.7 percent of calls requesting utility assistance were about electric bills. • 12.2 percent of callers requested government and legal support; 44.9 percent of those calls were requesting housing law assistance. • 10.4 percent of calls were regarding food assistance; 65.4 percent of those calls requested help buying food. Housing Needs Assessment Introduction The Housing Needs Assessment provides an overview of demographic information regarding Auburn's low-to moderate-income population, which serves as a base fo further analysis into the needs and characteristics of these households.Another way to evaluate housing needs is to consider the different types of housing generally affordable to different household incomes. In 2023, a family of four is considered low-income if they earn less than $110,950 per year.Assuming they spend 30 percent on rent, the maximum rent they could spend is approximately $2,770. Table 1 provides the FY 2024 income limits for the Seattle-Bellevue,WA HUD Metro fair market rent (FMR) area. These figures are calculated annually by the U.S. Department of Housing and Urban Development (HUD) and provide context as to what constitutes extremely low, low, and Consolidated Plan AUBURN Page 24 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 185 of 489 moderate incomes in the region. The household area median family income (HAMFI) is comparable to the area median income (AMI) for the below analysis. While CHAS estimates utilize the Seattle-Bellevue,WA Metropolitan Area in determining income categories in Auburn, the income limits for Auburn align more closely with Pierce County due to it lying on the outskirts of the Seattle-Bellevue area. Table 2 provides the FY 2024 income limits for the Tacoma, WA HUD Metro FMR area, which is located in Pierce County. Table 1:FY2024 Income Limits (Seattle Bellevue, WA HUD Metro FMR Area) Income 1 2 3 4 5 6 7 8 Category Extremely low- income $31,650 $36,200 $40,700 $45,200 $48,850 $52,450 $56,050 $59,700 (30% HAMFI) Very low- income $52,700 $60,250 $67,800 $75,350 $81,400 $87,450 $93,400 $99,450 (50% HAMFI) Low- income $77,700 $88,800 $99,900 $110,950 $119,850 $128,750 $137,600 $146,500 (80% HAMFI) Data Source:2024 Income Limits Documentation System. Table 2:FY2024 Income Limits (Tacoma, WA HUD Metro FMR Area) Income 1 2 3 4 5 6 7 8 Category Very low- income $40,550 $46,350 $52,150 $57,900 $62,550 $67,200 $71,800 $76,450 (50%HAMFI) Extremely low-income $24,350 $27,800 $31,300 $34,750 $37,550 $41,960 $47,340 $52,720 (30%HAMFI) Low-income (80%HAMFI) $64,900 $74,150 $83,400 $92,650 $100,100 $107,500 $114,900 $122,300 Data Source:2024 Income Limits Documentation System An analysis of the most recent CHAS data found that 13,730 households earned less than 80 percent HAMFI in 2020, meaning that 47 percent of the total households qualified as low- to moderate-income. The Housing Needs Assessment uses ACS and CHAS data as a base to understand the characteristics and needs of those low-to moderate-income households in Auburn. Consolidated Plan AUBURN Page 25 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 186 of 489 Population Growth As of April 2024, 88,950 people resided in the City of Auburn, making it the 14th largest city in Washington State (Washington State Office of Financial Management). In the past five years, Auburn has experienced significant growth. One factor influencing growth was the opening of two large apartment complexes in the city, which attracted new residents. Figure 1 depicts the annual population and growth rate in Auburn from 2012 to 2022. In that span, the city's population grew 21.8 percent. In 2021, the city experienced the highest growth rate of 5.4 percent,which is more than double the next highest growth rate(2.4 percent in 2017). In 2022, the rate slowed significantly to a near-stagnant growth. Increases in population create a greater need for housing and increase housing costs.As depicted in Table 3, the number of households in Auburn increased 15 percent in the last 10 years. As housing becomes less available and more expensive due to the spiking interest rates and stalling development, as described throughout the Needs Assessment and Market Analysis, low- to moderate-income households feel the effects of decreased affordable housing stock and increased instances of housing cost burden. Table 3:Housing Needs Assessment Demographics Demographics Base Year: 2012 Most Recent Year: % Change 2022 Population 70,297 85,623 22% Households 26,968 30,987 15% Median income $54,329 $87,406 61% Data Source:ACS 2008-2012(Base Year),ACS 2018-2022(Most Recent Year) Figure 1 Annual Population in Auburn (2012-2022) — Population —%Annual Change 85,623 90,000 — 6.0% w 5A% 80,000 70,297 — 5.0% o 70000 0 60,000 4.0% co t a 50,000 3.0% o 40,000 2 2% 4% 30,000 .2% •2% 2.0% c 1.5% Q 20,000 a� .3% 10,000 1.0% 1.0% 0.4% 0 n not. 0.0% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Data Source:ACS 5-year estimates for years 2012-2022 While median incomes per person have increased 61 percent in the last decade, many Auburn residents earn less than the AMI. Figure 2 depicts the number of Auburn households by income Consolidated Plan AUBURN Page 26 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 187 of 489 category in 2020. Forty-seven percent(47%) of Auburn households fell into the low-to moderate- income category, earning less than 80 percent HAMFI. Among the low- to moderate-income categories, the extremely low-income (0-30 percent HAMFI), low-income (31-50 percent HAMFI), and moderate-income(51-80 percent AMI)were approximately equal, at 15 percent, 16 percent, and 15 percent respectively. 4,670 households were considered extremely low-income, and 4,395 households were considered low-income. Fifty-three percent of Auburn households were not considered low- to moderate-income, with 40 percent of households earning more than 100 percent HAMFI annually. Figure 2:Number of Households by AMI Category 16% 0-30% HAMFI 11111 40% 31-50% HAMFI 51-80% HAMFI 81-100% HAMFI Over 100% HAMFI Data Source:2016-2020 CHAS Types of Households by Income Level Table 4 analyses the type of households in the City of Auburn by income category in 2020. As depicted in the table, small households represented the greatest share of total households in Auburn. Forty-four percent of all households in Auburn were considered small-family households. Small-family households were the most represented in each income category as well.The data also indicates that in 2020, there were 4,239 low- to moderate-income households in Auburn with at least one household member over the age of 65. Table 4:Households by Income Category 0 Over Household Type 30% 31-50% 51-80% 81-100% 100 Over HAM HAMFI HAMFI HAMFI HAMFI FI Total Households 4,670 4,395 4,665 3,780 11,710 Small-family households—four or 1,435 1,525 2,145 1,745 6,255 fewer people in the household Consolidated Plan AUBURN Page 27 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 188 of 489 0 Over Household Type 30% 31-50% 51-80% 81-100% Over HAM HAMFI HAMFI HAMFI HAMFI FI Large-family households—five or 505 420 730 405 1,385 more s eo I le in the household Household contains at least one 835 875 760 730 2,530 person aged 62 to 74 years of age Household contains at least one 735 579 455 205 500 person aged 75 or older Household contains one or more 895 855 1,155 760 2,020 children axed 6 ears or oun_er Data Source:2016-2020 CHAS Figure 3 provides further insight into the income levels of renter and owner households in Auburn. Notably, 66 percent of owners and 54 percent of renters earned over $100,000 annually. The $50,000—$74,999 income bracket was most prevalent income category in Auburn, accounting for 27 percent of total households. However, renters were more represented in the lower-income categories,particularly in the $35,000—$74,999 income brackets. Figure 3:Percentage of Owners and Renters by Income Owner Households ' Renter Households •Total Households 70% 6F°i 60% 50% 40% 30% 27% 13% 20% 1i 18 9i! 0 9% 0 I12% 10% 8/0 4 , F,ot 8% 10% ° 6/ 1% 1%- 2% 3 ° Less than $10,000 to $20,000 to $35,000 to $50,000 to $75,000 to $100,000 plus $10,000 $19,999 $34,999 $49,999 $74,999 $99,999 Data Source:ACS Data 2018-2022 Housing Needs Summary Tables The following tables explore the number of households in Auburn experiencing specific types of housing problems that are captured in CHAS data, which include the following. Consolidated Plan AUBURN Page 28 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 189 of 489 Housing Problems • Substandard housing: Units lacking complete plumbing or kitchen facilities. • Overcrowded: Households in which there is more than one person per room (and none of the above problems). • Housing cost burden: Households that spend more than 30 percent of their income on housing costs. Severe Housing Problems • Substandard housing: Units lacking any plumbing or kitchen facility. • Severe overcrowding: Households in which there are more than 1.51 people per room (and none of the above problems). • Severe housing cost burden: Households that spend more than 50 percent of their income on housing costs. Table 5 outlines the number of households that experienced a housing problem by tenure in Auburn in 2020. Of the housing problems identified in the table, the most common issues for renter and owner households were housing cost burden and severe housing cost burden. For renter households, 2,165 were housing cost burdened and 2,475 were severely housing cost burdened. Those figures for owner households were 2,950 and 1,060,respectively.The most significant issue facing these groups is housing affordability across each income level. Aside from housing cost burdens, owner households do not have high instances of substandard housing issues or overcrowding, meaning owners could have better living conditions. Consolidated Plan AUBURN Page 29 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 190 of 489 Table 5:Housin' Problems b Income Level and Tenure Renters ' Owners Income Level 0-30% 31— 51— 81— Over 0-30% 31— 51— 81— Over HAMFI 50% 80% 100% 100% HAMFI 50% 80% 100% 100% HAMF HAMA HAMFI HAMFI HAMF HAMFI HAMFI HAMFI Substandard housing 180 45 15 0 85 4 35 10 0 160 Severely overcrowded 100 160 55 10 75 0 0 4 0 45 Overcrowded 195 280 95 50 125 20 45 135 10 70 Housing cost burden greater than 50%of income (and none of the 2,055 345 30 0 40 555 315 120 40 30 above problems) Housing cost burden greater than 30%of income (and none of the 385 1,160 475 100 40 390 645 1,010 575 330 above problems) _ Housing cost burden not computed(and none of the above 110 0 0 0 0 15 0 0 0 0 problems) Has none of the above housing problems 425 345 1,375 1,410 235 1,020 1,330 1,585 8,675 12,845 As represented in Figure 4 and Figure 5, for both renter and owner households, extremely low-income households experienced the greatest share of severe housing cost burden, while low- and moderate-income households experienced the greatest share of housing cost burden. In particular, moderate-income owners experienced a significant amount of housing cost burden. Between renters and owners, renters were more likely to experience housing problems: 52 percent of renter households experienced at least one housing problem as opposed to 26 percent of owner households. Consolidated Plan AUBURN Page 30 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 191 of 489 Figure 4:Housing Problems by Income Category for Renter Households 2,500 2,055 2,000 •Substandard Housing 1,500 Severely Overcrowded 1,160 Overcrowded 1,000 Housing Cost Burden Severe Housing Cost Burden 500 385 475 280 j 45 , 15 55 95 30 0-30% HAMFI 31-50% HAMFI 51-80%HAMFI Data Source:2016-2020 CHAS Figure 5:Housing Problems by Income Category for Owner Households 1,200 1,010 1,000 Substandard Housing 800 645 Severely Overcrowded 600 555 •Overcrowded 1390 Housing Cost Burden 400 315 Severe Housing Cost Burden 200 135 4 0 20 35 45 10 I 0 0-30%HAMFI 31-50% HAMFI 51-80%HAMFI Data Source:2016-2020 CHAS Housing Cost Burden Figure 6 depicts the percentage of households who experienced either form of cost burden by tenure. Notably, owners with a mortgage and renters experienced cost burden at similar rates-22 percent and 25 percent,respectively. However,renters experienced a severe cost burden more than three times as much as owners with a mortgage (26 percent and 7 percent respectively). Consolidated Plan AUBURN Page 31 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 192 of 489 Figure 6: Cost Burden by Tenure • Owners with a mortgage •Owners without a mortgage I Renters 30% 26% 25% 20% II 15% 10% 10% 5% 5% lill 0% Cost Burdened Severely Cost Burdened (30-50%) (50%or more) Data Source: 2018-2022 ACS. To further explore the demographics of severe cost burden in Auburn,Figure 7 and Figure 8 depict which types of families experienced the greatest share of severe cost burden in 2020. For renters, small families made up the largest share of severely cost burdened households at 43 percent overall and in most individual income categories. One notable exception is the moderate-income category, in which elderly households represented the overwhelming majority (71 percent). This represents a large variation from the overall representation of elderly households at 21 percent. For owner households (Figure 8), elderly households represented the greatest share of severe housing cost burden across income categories, aside from the moderate-income category. Small families followed closely behind at 31 percent. Elderly households represented the greatest share of severe housing cost burden across all income levels except for the low-income category.Finally, small-family owner households comprised the majority of the moderate-income category. Consolidated Plan AUBURN Page 32 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 193 of 489 Figure 7:Severe Housing Cost Burden for Renters by Income Category and Family Type • Small Family ■Large Family •Elderly Households ■Other Households 0-30% HAMFI 9% I 31-50% HAMFI 3% 13% 51-80% HAMFI 0% 71% Total Under 80%AMI 35% 8% 27% 0% 20% 40% 60% 80% 100% 120% Data Source:2016-2020 CHAS Figure 8:Severe Housing Cost Burden for Owners by Income Category and Family Type •Small Family •Large Family • Elderly Households •Other Households 0-30% HAMFI IEW 14'. 43% 14°, 31-50% HAMFI 31% 32% 31% 51-80% HAMFI 34% 0% 33% 34% Total Under 80%AMI 30% 38% 22% 0% 20% 40% 60% 80% 100% 120% Data Source:2016-2020 CHAS Crowding Although not as pervasive as housing cost burden, the data indicates that crowding was the most common housing problem not related to housing cost burden in 2020. Table 6 categorizes all instances of crowding in Auburn by income category and household type. 1,157 households in Auburn below 100 percent HAMFI experienced crowding. Across all income categories, single families comprised the greatest share of crowding instances, with 919 single-family households experiencing crowding out of 1,157 (79 percent of total crowding instances). In terms of need by income category, both extremely low- and low-income categories comprised the greatest share of crowding instances at 314 and 480, respectively. Consolidated Plan AUBURN Page 33 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 194 of 489 Table 6:Instances of Crowding by Income Category and Family Type 0-30% 31-50% 51-80% 81-100% Total Under HAMFI HAMFI HAMFI HAMFI 100%HAMFI Single-family 280 410 174 55 919 household Multiple, unrelated 34 45 120 0 199 families Non-family 0 25 0 14 39 household Total need by 314 480 294 69 1157 income Data Source:2018-2020 CHAS Lead-Based Paint Risk Table 7 provides information on housing conditions in Auburn. In particular, the table presents data on the age of housing structures with children younger than age six present. In 1978, the federal government banned the use of lead-based paint in homes. Structures built prior to 1978 are at an increased risk of having lead-based paint,which poses a health risk to occupants. Due to data limitations, Table 7 provides information on structures built earlier than 1980. Most households (64 percent) lived in a structure built in 1980 or later, while 30 percent of households lived in a structure built between 1940 and 1979. Of the 1,060 households with children aged six and under living in a structure built prior to 1980, 67 percent were renters and 33 percent were owners. For renters,the extremely low-and low-income households were more likely to live in a structure built prior to 1980 at 48 percent and 43 percent, respectively. For owners, low- and moderate-income households experienced the greatest share of older housing stock at 44 percent and 42 percent, respectively. Table 7:Age of Housing Structure by Income Level for Households with Small Children 0-30% 31-50% 51-80% Total Under Household Type HAMFI HAMFI HAMFI 80% HAMFI Structure built 1980 or later 565 480 800 1,845 Structure built 1940 to 1979 330 305 250 885 Structure built 1939 or earlier 0 70 105 175 Total households with children 895 855 1,155 2,905 aged 6 or younger present Data Source:2018-2020 CHAS Consolidated Plan AUBURN Page 34 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 195 of 489 Disproportionally Greater Needs Introduction HUD defines a disproportionately greater housing need when a racial or ethnic group experiences housing problems at a rate over 10 percentage points higher than that of the corresponding income level as a whole. The tables below summarize the percentage of each racial or ethnic group experiencing housing problems by HAMFI levels. For this analysis, HAMFI is comparable to AMI. Housing Problems • Substandard housing: Units lacking complete plumbing or kitchen facilities. • Overcrowded: Households in which there is more than one person per room (and none of the above problems). • Housing cost burden: Households that spend more than 30 percent of their income on housing costs. Severe Housing Problems • Substandard housing: Units lack any plumbing or kitchen facility • Severe overcrowding: Households in which there are more than 1.5 people per room (and none of the above problems). • Severe housing cost burden: Households that spend more than 50 percent of their income on housing costs. Table 8 lists the racial and ethnic groups that experience a disproportionately greater share of housing problems and their corresponding income category. The data analysis discovered six unique instances of disproportionately greater need regarding housing problems. Across income categories,Pacific Islander households experienced the most instances of disproportionate impact. Pacific Islander households were disproportionately impacted in two out of three income categories, while Pacific Islanders in the 0-30 percent and 31-50 percent income categories experienced disproportionate impact at the highest rate compared to the income category (17 percent and 28 percent higher than average, respectively). Note that the sample size in both categories was small (fewer than 100 households). Table 8:Disproportionally Greater Need:Housing Problems Race/Ethnicity Income Category Percent Difference from Total Pacific Islander alone,non- 0-30%AMI 17% Hispanic Hispanic, any race 0-30%AMI 11% Asian alone,Non-Hispanic 31-50% 11% Consolidated Plan AUBURN Page 35 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 196 of 489 Race/Ethnicity Inc tegory Percent Difference from Total American Indian or Alaska 31-50% 20% Native alone, non-Hispanic Pacific Islander alone, non- 31-50% 28% Hispanic Black or African American 51-80% 24% alone, non-Hispanic Data Source:2016-2020 CHAS Table 9 depicts the racial and ethnic groups that experienced severe housing problems disproportionally to their respective income categories.The data analysis identified eight instances of disproportionate impact. Pacific Islander households experienced two instances of disproportionate impact (in the 0-30 percent AMI and 31-50 percent AMI income categories). Notably, Pacific Islander households in the 31-50 percent AMI income category experienced severe housing problems 66 percent more than average,respectively.Again, it is important to note that in both categories the sample sizes were less than 100 people. Table 9:Disproportionally Greater Needs:Severe Housing Problems Race/Ethnicity Income Category Percent Difference from Total Black or African American alone, 0-3 0%AMI 11% non-Hispanic Pacific Islander alone, non- 0 30%AMI 33% Hispanic Hispanic, any race 0-30%AMI 12% Asian alone, non-Hispanic 31-50%AMI 10% American Indian or Alaska Native 31-50%AMI 26% alone, non-Hispanic Pacific Islander alone, non- 31-50%AMI 66% Hispanic Black or African American alone, 51-80%AMI 11% non-Hispanic American Indian or Alaska Native 51-80%AMI 18% alone, non-Hispanic Data Source:2016-2020 CHAS Table 10 displays the percentage of each racial and ethnic group who experienced no housing cost burden(share less than 30 percent),housing cost burden(share 30-50 percent),and severe housing cost burden (share greater than 50 percent). The first row shows the percentages for total households,which represents the baseline for determining disproportionate need.The data analysis Consolidated Plan AUBURN Page 36 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 197 of 489 finds no instance of disproportionally greater need regarding no housing cost burden. However, Black or African American and American Indian or Alaska Native households have a housing cost burden at 11 percent and 15 percent,respectively.Pacific Islander,Hispanic,and Asian households were the most overrepresented for severe housing cost burdens. There is no specific ethnic group that is disproportionately affected by a severe housing burden. Table 10:Disproportionate Share of Housing Cost Burden Share of Housing Cost Burden Race/Ethnicity Share Less Share 30— Share Greater Than 30% 50% Than 50% Total Households 68% 19% 13% White alone, non-Hispanic 69% 18% 12% Black or African American alone, non- 63% 20% 16% Hispanic Asian alone, non-Hispanic 74% 15% 10% American Indian or Alaska Native alone, non- 58% 34% 10% Hispanic Pacific Islander alone, non-Hispanic 75% 13% 12% Hispanic, any race 65% 17% 18% Other 47% 29% 23% Data Source:2016-2020 CHAS Public Housing The King County Housing Authority (KCHA) serves low-income residents living in Auburn with housing assistance. KCHA aims to provide decent, safe, and sanitary housing to low-income people in the community. The following section outlines the number of public housing units and vouchers in use for Auburn and data on the characteristics of current public housing residents and 2023 voucher recipients. As illustrated in Table 11,KCHA manages 315 units of public housing in Auburn and awards 1,471 project- and tenant-based rental vouchers. 1,316 vouchers (89 percent) are tenant-based Section 8 vouchers. KCHA also administers 336 special purpose vouchers in addition to project-and tenant- based vouchers. Approximately 60 percent of special purpose vouchers are dedicated to people living with a disability.These include non-elderly disabled,mainstream one-year,mainstream five- year, and nursing home transition vouchers. In addition, 73 Auburn residents received a Veterans Affairs Supportive Housing voucher, and 62 Auburn residents received a Family Unification Program voucher. Consolidated Plan AUBURN Page 37 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 198 of 489 Table 12 depicts selected characteristics of Auburn residents residing in public housing or utilizing vouchers. Across programs, the average annual income of residents' ranges from approximately $17,000 to $23,000. Residents utilizing project-based vouchers report the lowest average annual income ($17,304.79), while residents utilizing tenant-based vouchers report an average annual income that is almost $5,000 higher ($22,216.32). With the average household size being approximately 2.5 across programs, this indicates that, on average, Auburn residents living in public housing or utilizing vouchers are considered extremely low-income. In addition, Table 12 includes the average length of stay in public housing or utilizing vouchers. Across all programs, the average length of stay in Auburn is higher than the King County Consortium. Of note, the average length of stay in public housing in the King County Consortium is 8.5 years.The average length of stay in Auburn is 9.8 years.Those figures are 8.8 and 10.2 years, respectively, for residents utilizing tenant-based vouchers. Finally,Table 12 indicates that 400 housing vouchers are awarded to elderly residents and 756 are awarded to disabled families. The table also notes that in Auburn, there are no residents receiving vouchers identifying them as victims of domestic violence, HIV/AIDs program participants, or homeless at admission. Tables 13 and 14 present race and ethnicity data for the head of household living in public housing or utilizing vouchers. Overall, 44 percent of voucher recipients identify as White, and 43 percent of voucher recipients identify as Black or African American. These figures align with trends observed in the King County Consortium, in which 45 percent of voucher recipients identify as White and 41 percent identify as Black or African American. Additionally, 68 percent of Auburn public housing residents identify as White, which is 14 percentage points higher than the King County Consortium. Nineteen percent of King County Consortium public housing residents identify as Asian,while just 6 percent of Auburn public housing residents identify as Asian.Finally, 5 percent of voucher recipients and 6 percent of public housing residents identify as Hispanic, which aligns with trends observed across the King County Consortium. Consolidated Plan AUBURN Page 38 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 199 of 489 Table 11:Public Housin' b Pros ram T le Vouchers Public Special Purpose Vouchers Voucher Housing Total Project- Tenant- Numbers g Based Based Veterans Affairs Family Supportive Unification Disab Housing Program # of units/vouchers 315 1471 155 1316 73 62 201 in use Data Source:2023 PHA data *Includes non-elderly disabled, mainstream one-year, mainstream five-year, and nursing home transition vouchers. Table 12: Characteristics o Public Housin: Residents b Pros ram T le Vouchers Public Special Purpose Vouchers Characteristics Housing ,t, Project- Tenant- Veterans Affairs Family Based Based Supportive Unification Housing Program Average annual income $21,698.79 $19760.55 $17,304.79 $22,216.32 $21,869.40 $22,802.58 Average length of stay in years 9.8 8.35 6.5 10.2 4.2 9 Average household size 2.6 2.5 2.4 2.6 1.4 3.2 #Homeless at admission 0 0 0 0 0 0 0#of elderly program participants(age 62+) 400 400 35 365 36 6 #of disabled families 756 756 70 686 53 23 #of families requesting accessibility features 0 0 0 0 0 0 #of HIV/AIDS program participants 0 0 0 0 0 0 Data Source:2023 PHA data Consolidated Plan AUBURN Page 39 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 200 of 489 Table 13:Race of PHA Residents by Program Vouchers Special Purpose Vouchers Race Category of the Head of Household Public Veterans g ry Project- Tenant- Family Housing Total Based Based Affairs Unification Disabled Supportive Housing Program White 215 654 69 585 46 25 126 Black/African American 58 621 54 567 22 22 50 Asian 19 42 9 33 0 3 4 American Indian,Alaska Native 5 39 5 34 0 4 5 Pacific Islander 5 44 3 41 2 3 6 Other 13 71 15 56 3 5 10 Data Source:2023 PHA data Table 14:Ethnicity of PHA Residents by Program Type Vouchers Ethnicity of the Head of Public Ili Special Purpose Vouchers Household Housing Total Project- Tenant- Veterans Affairs Family Based Based Supportive Unification Disabled Housing Program i Hispanic 19 74 6 68 4 5 9 Non-Hispanic 296 1397 149 1248 69 57 192 Data Source:2023 PHA data Consolidated Plan AUBURN Page 40 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 201 of 489 Homeless Needs Assessment The Homeless Needs Assessment reviews data from various sources to describe the nature of homelessness in Auburn, including demographic information, challenges, and needs of those experiencing homelessness in Auburn. This section utilizes data acquired from the Seattle/King County CoC, the City of Auburn, the Consolidated Plan"Mini Poll," and 211. Point-in-Time Count and Homeless Management Information System Data from the Seattle/King County CoC The Seattle/King County CoC (WA-500) is the regional planning body that coordinates housing, shelter, and supportive services for people experiencing homelessness in Auburn. The CoC is led by the King County Regional Homelessness Authority (KCRHA), whose mission is to significantly decrease homelessness throughout the county while centering the voices of people with lived experience into the homelessness response system. KCRHA publishes various dashboards, reports, and plans on its website that provide the public with detailed information on the people and households served and the performance of the homelessness response system. The Homeless Needs Assessment includes data provided by KCRHA. This data includes the official 2024 Point-in-Time (PIT) count and an unofficial Homeless Management Information System (HMIS) report for the 2023 calendar year. Due to the nature of homelessness and system limitations, challenges exist in collecting Auburn-specific data. As noted by the CoC, people experiencing homelessness in King County frequently move between small cities, such as Auburn, for shelter services. This pattern of movement is not captured in the static PIT and HMIS data reports,indicating that the data provided by the CoC likely undercounts the true number of persons experiencing homelessness in Auburn. Definition of Homelessness CoCs use a specific definition of"homeless," which determines whether someone is eligible to receive CoC-funded housing, shelter, and services.An individual or family is considered homeless if they fall into at least one of the following categories: 1. Homeless: The individual or family lacks a fixed, regular, and adequate nighttime residence. For example, they live in a place not meant for human habitation such as a car, park, or public place. 2. At imminent risk of homelessness: The individual or family will imminently lose their primary nighttime residence, does not have another residence identified, and does not have the resources or support networks to find permanent housing. 3. Is fleeing or attempting to flee domestic violence: The individual or family is fleeing or attempting to flee or experiencing trauma or a lack of safety related to domestic violence, dating violence, sexual assault, stalking, or other dangerous, traumatic, or life-threatening conditions related to the violence against the individual or a family member in the individual's or family's current housing situation, including where the health and safety of children are jeopardized. The CoC definition of homelessness does not include people living in other unstable housing situations, such as people doubling up with another household, that could generally be considered Consolidated Plan AUBURN Page 41 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 202 of 489 as homeless living arrangements, likely underrepresenting the true nature and extent of homelessness in Auburn. PIT and HMIS Data 2024 PIT and 2023 HMIS data, summarized below, provide insight into the characteristics and demographics of people experiencing homelessness in Auburn. 694 households were entered into HMIS, meaning they experienced homelessness at some point throughout the year. Most households who experienced homelessness (85 percent) were comprised of adults and children. Just 105 households (15 percent) were comprised of adult-only households. This differs from trends observed in the King County Consortium, wherein 54 percent of all people experiencing homelessness belonged to adult-only households.Overall,the City of Auburn experiences a greater percentage of homelessness among households consisting of both adults and children. Additionally, the 2023 HMIS report indicates that 66 percent of people who experienced homelessness in Auburn experienced chronic homelessness.Again,this figure is higher in Auburn than in the King County Consortium, where 20 percent of all people experiencing homelessness were experiencing chronic homelessness. Forty-one families also experienced unsheltered homelessness in 2023. Table 15 also indicates that 85 veterans and 281 unaccompanied youth experienced homelessness in 2023. Finally,Table 15 estimates the number of days people experience homelessness according to HMIS data. For populations for which data is available, days spent homeless vary greatly depending on the population. However,the length of homelessness for all categories spans greater than one year. Individuals experiencing chronic homelessness experienced, on average, 527 days homeless, which equates to approximately one year and five months. Persons in households with an adult and children present—which comprise the greatest share of Auburn's population experiencing homelessness—experience homelessness for approximately two years and five months. Finally, chronically homeless families experience homelessness for the greatest length of time on average, equating to four years and nine months. In all categories except chronically homeless individuals, residents of Auburn experience homelessness for longer periods of time than those in the King County Consortium as a whole. Consolidated Plan AUBURN Page 42 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 203 of 489 Table 15:Homeless Needs Assessment iistimate the# Estimate the# Estimate the# Estimate the# Estimate the# of Persons of Days IIIIxperiencing Experiencing Becoming Exiting Persons Population Sheltered Homelessness Homeless Homelessness Experience Each Year Each Year Each Year Homelessness Homelessness (HMIS) (HMIS) (HMIS) (PIT) (HMIS) Persons in households with 29 589 552 188 884.6 adult(s) and child(ren) Persons in households with 0 NA 6 3 0 only children Persons in households with 6 105 213 253 622.38 only adults Chronically homeless 3 461 219 256 527 individuals Chronically 3 4 l 161 90 1745 homeless families Veterans 0 85 15 32 0 Unaccompanied 6 281 69 81 821.13 youth Total 47 1,562 1,235 903 Data Source: 2023 HMIS Data and 2024 PIT Count Data. Consolidated Plan AUBURN Page 43 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 204 of 489 Table 16 outlines the racial and ethnic makeup of the 35 people experiencing sheltered homelessness recorded in the 2024 PIT count. Forty percent of people experiencing homelessness on a given night in Auburn identified as White, 34 percent of people identified as Black or African American,and 17 percent of people identified as multiracial.No persons in the PIT count identified as Hispanic. Table 16:People Experiencing Homelessness on a Given Night by Race and Ethnicity Race #People Sheltered White 14 Black or African American 12 Asian 0 American Indian or Alaska Native 0 Native Hawaiian/Other Pacific Islander l Multiracial 6 Client prefers not to answer 2 Hispanic 0 Total 35 Data Source: 2024 PIT Data. HMIS data for 2023 also provides information on specific subpopulations experiencing homelessness in Auburn. Table 17 indicates that eight people who identify as severely mentally ill, eight people who identify with chronic substance abuse, and two people who identify with domestic violence experienced sheltered homelessness in 2023. Table 17:Subpopulations Experiencing Homelessness in Auburn Subpopulation # of People Sheltered Chronic homelessness 0 Domestic violence 2 Severely mentally ill 8 Chronic substance abuse 8 Survivors of domestic abuse 0 Unaccompanied youth 0 Parenting youth 0 Chronic homelessness 0 Data Source: 2023 HMIS Data. City ofAuburn Homeless Outreach Data The City of Auburn employs three dedicated outreach staff who provide housing navigation services to people experiencing homelessness throughout the city and who work in encampments each day to provide assistance. Outreach staff maintain a client intake log, which collects demographic and outcome information on clients experiencing homelessness. The data tables Consolidated Plan AUBURN Page 44 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 205 of 489 below summarize key information from the 2024 Auburn Homeless Outreach Data log (from January to September 2024). From January to September 2024,the City of Auburn logged 983.4 total outreach contacts and 364 unduplicated clients. Table 18 depicts the number of total contacts by month. For five out of the first nine months of the year,Auburn staff interacted with over one hundred contacts (in February, March,April, May, and July).Auburn staff recorded the highest number of contacts in April (172) and February (145). Figure 18: Total Number of Contacts by Month (2024) Month (2024) Number of Contacts January 87 February 145 March 128 April 172 May 114.5 June 96 July 127 August 70 September 44 Total 983.5 Data Source: 2024 Homeless Outreach Data (provided by the City of Auburn). Tables 19-21 provide insight into the demographic information of the 364 unduplicated clients for which information was recorded and available. Table 19 describes the gender identity of those experiencing homelessness in Auburn. Of unduplicated contacts for which gender information was available, 61 percent identified as male and 39 percent identified as female. Table 19: Gender of Unduplicated Contacts Experiencing Homelessness Gender # of Unduplicated Contacts Male 220 Female 142 Transgender 0 Unknown 0 Data Source: 2024 Homeless Outreach Data (provided by the City of Auburn). Table 20 depicts the age of outreach clients. Out of the clients for which age was available (315), most contacts (48 percent) belonged to the 35-54 age category. Of note, 30 percent belonged to the 55-74 age category,which encompasses those considered to be elderly. Finally, 10 contacts (3 percent), belonged to the youngest age bracket(18-24). Table 20:Age of Unduplicated Contacts Experiencing Homelessness Age Category # of Unduplicated Contacts 18-24 10 25-34 56 35-54 151 Consolidated Plan AUBURN Page 45 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 206 of 489 55-74 94 85+ 0 Unknown 4 Data Source: 2024 Homeless Outreach Data (provided by the City of Auburn). Table 21 depicts the race and ethnicity of unduplicated contacts. The majority of unduplicated contacts identified as White (57 percent), while approximately 21 percent of contacted identified as Black. Finally, approximately 7 percent of unduplicated contacts identified as Latino. Table 21:Race/Ethnicity of Unduplicated Contacts Experiencing Homelessness Race/Ethnicity Category # of Unduplicated Contacts American Indian or Alaskan Native 6 Black 76 Native Hawaiian 16 Latino 24 White 207 Mult-Racial 19 Unknown 3 Other 6 Data Source: 2024 Homeless Outreach Data (Provided by the City of Auburn). Table 22 provides information on the length of homelessness reported by unduplicated contacts. In 355 instances, the length of homelessness was collected by outreach workers. Of those instances, 70 percent of contacts reported experiencing homelessness for one year or longer. This represents the majority of unduplicated clients. The second highest length of homelessness reported was "90 days or more,but less than a year,"which accounted for 14 percent of responses. Table 22:Length of Homelessness of Unduplicated Clients Time Frame # of Unduplicated Contacts One year or longer 249 One week or more,but less than one month 11 One night or less 1 One month or more,but less than 90 days 19 Not homeless 14 Data not collected 9 Client does not know 1 90 days or more,but less than a year 51 Data Source: 2024 Homeless Outreach Data (Provided by the City of Auburn). Finally, Table 23 provides information on the outcomes of unduplicated clients. The City of Auburn defines outcomes using a scale of three levels, which are defined below. In 2024, most clients (approximately 50 percent) reached a level 2 outcome, which means they are actively engaged with outreach workers to resolve their situation. Thirty-two percent of contacts reached Consolidated Plan AUBURN Page 46 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 207 of 489 level 3, meaning their situation was resolved or they otherwise achieved the goals of the outreach. Just one contact declined assistance in 2024. Table 23: Outcomes for Unduplicated Contacts Level Reached Unduplicated Contacts Level 1: Initial interactions, identify needs and offering support. Client 54 may not yet be actively engaged. Level 2: Client is actively engaged and working with outreach to set individual goals (needs/barriers/resources) that may resolve their 178 individual situation. Client willing to accept referral services such as help with documentation, transportation, shelter, etc. Level 3: Client situation is resolved, or individual goal(s) achieved 115 Client declined assistance 1 Unknown 16 Data Source: 2024 Homeless Outreach Data (Provided by the City of Auburn). Consolidated Plan Survey The City of Auburn conducted a public survey that accepted responses between July 25 and August 23,2024.The survey,which garnered 120 responses,asked respondents to provide any information that they believed would be beneficial to the City in determining its spending priorities for the CDBG Grant Funds. Listed below are themes that emerged regarding homelessness: • Provide more transitional housing solutions. • Provide additional shelters to help people experiencing homelessness. • Offer more affordable housing and solutions, particularly for seniors, fixed-income families, and people living with a disability, to prevent loss of housing and homelessness. • Help people experiencing homelessness obtain and maintain ID cards,which are crucial to accessing services. 211 Data 211 data indicate that from September 12, 2023, to September 10, 2024, housing and shelter comprised the greatest number of inquiries to the directory (34.4 percent of calls). Of them, 10.4 percent, or 337 calls, directly requested shelter assistance. In 2023, 417 calls requested shelter assistance. Of those calls, 61.6 percent of callers identified as female, and 44.1 percent identified as being aged 30-39. Consolidated Plan AUBURN Page 47 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 208 of 489 Market Analysis MA-05 Overview The Market Analysis of the Consolidated Plan includes quantitative data analysis, supplemented with information gathered from review of existing planning documents and reports,to identify the housing market, economic, and community development factors impacting low- and moderate- income people throughout the City of Auburn and serves as the strategic process for allocating it's HUD entitlement allocation over the next five years. Like the Needs Assessment, the Market Analysis uses two primary data sources: data from the 2018-2022 American Community Survey (ACS) and 2016-2020 Comprehensive Affordability Study (CHAS). This section also summarizes information from other existing reports, studies, plans, and dashboards, such as the 2024 Auburn Comprehensive Plan Update and Housing Action Plan, to better understand the recent trends impacting the city. Key Themes from the Market Analysis Auburn's housing and community development landscape provides for unique opportunities and challenges in supporting the needs of workers, businesses, and residents. Listed below are some key findings uncovered within the Market Analysis. • The greatest share of Auburn workers is employed in the Education and Health Care Services sector. • Located within the orbit of Seattle's Professional, Scientific, and Management Services hub and Kent Valley's manufacturing hub, Auburn is uniquely positioned to enjoy a diversified economy. • Auburn experiences a significant amount of inflow and outflow of jobs, meaning most residents do not work in the city, and most workers do not reside in the city. • While there are no known Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs) in Auburn, there do exist census tracts that have increased concentrations of racial or ethnic minorities and/or poverty. • Approximately 7% of Auburn households lack broadband access. • Increased instances and severity of drought, storms, and wildfires due to climate change threat the most vulnerable populations in the city, including low- and moderate-income residents. • The current supply of affordable housing units does not meet current demand. • The cost of housing has increased significantly in the last decade • Many households within the city are severely cost burdened because of increased housing costs leading many households to reside in units unaffordable to them • 56% of renter households live in a unit with at least one housing problem. • From 2019 to 2023,the number of permanent supportive housing beds, emergency shelter beds, and transitional housing beds to support people experiencing homelessness have increased. Consolidated Plan AUBURN Page 48 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 209 of 489 City ofAuburn Programs and Initiatives The City of Auburn focuses on a variety of program areas through targeted investments to support low-and moderate-income households in the city. Listed below are a few programs and initiatives in which Auburn currently invests. • Auburn's Human Services funding investments (which totals around $600,000 per year, scheduled to increase to $1.1 million per year in 2025) are directed toward priority areas established by the City's Human Services Committee and City Council. • The city funds and operates a resource center that serves as a central hub for human services providers. (The lease and operations total approximately$1 million per year) • The City operates a Community Court, which is a diversion court that is designed to interrupt the traditional judicial system. The City funds one attorney that is dedicated to the Community Court. • The City provides direct assistance to vulnerable veterans and seniors through funds raised by levy. The City contributes approximately $450,000 per year. • The City's Housing Repair Program serves approximately 80 elder low-income households a year. The City contributes approximately $400,000 per year. • The City of Auburn is a member of the South King Housing and Homelessness Partners which contributes approximately $40,000 per year to help fund SKHHP staff and operations plus an additional $150,000 per year to help fund SKHHP acquire or preserve affordable housing units. Market Analysis Attachment 1 provides greater analysis into the trends described above. Consolidated Plan AUBURN Page 49 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 210 of 489 MA-45 Non Housing Community Development Assets - 91.410, 91.210(f) Introduction The MA-45 Non-Housing Community Development Assets section of the Consolidated Plan summarizes data trends related to employment and the workforce including labor force participation, educational attainment, and workforce skills training and development efforts in Auburn. Understanding the local economy and areas for expansion helps the City of Auburn to determine priorities for the allocation of CDBG funds. Overall, the City of Auburn's geographic location is home to a diverse workforce sector in the area, which helps fuel a stable economy for the city. Located within King County, the city is absorbed in Seattle's sprawling information and technology, and professional services cluster. Additionally, Auburn participates in the local manufacturing hub (Kent Valley), particularly aerospace engineering. Auburn has seen an increase in the Education and Health Care Services sector over the past decade, which has now become the sector with the greatest share of workers in the city. Due to the confluence of opportunities, Auburn experiences a significant amount of inflow and outflow of workers. Just a small fraction of Auburn residents works in the city, and many have a commute of over thirty minutes. To promote continued economic development, Auburn participates in planning processes, partnerships, and undertakes development projects intended to support the needs of the business community and city residents. Economic Development Market Analysis Table 24:Business Activity Number - I are of Share of Jobs less Business by Sector of Numbe Workers Jobs workers Workers of Job % Agriculture, Mining, Oil &Gas 231 75 1% 0% -1% Extraction Arts,Entertainment,Accommodations 1,663 4,093 5% 10% 4% Construction 3,704 4,348 12% 10% -2% Education and Health Care Services 5,453 6,445 18% 16% -2% Finance,Insurance,and Real Estate 1,770 1,698 6% 4% -2% Information 433 164 1% 0% -1% Manufacturing 3,572 7,699 12% 19% 7% Other Services 1,163 1,359 4% 3% -1% Professional, Scientific,Management 3,509 944 11% 2% -9% Services Public Administration 1,293 1,708 4% 4% 0% Consolidated Plan AUBURN Page 50 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 211 of 489 Retail Trade 3,452 5,065 11% 12% 1% Transportation and Warehousing 3,033 3,592 10% 9% -1% Wholesale Trade 1,311 4,244 4% 10% 6% Total 30,587 41,434 100% 100% 0% Data Source:2017-2021 ACS(workers),2021 Longitudinal Employer-Household Dynamics(Jobs) Figure 9:Employment Totals by Industry •Number of Jobs •Number of Workers Wholesale Trade Transportation &Warehousing Retail Trade Public Administration Professional,Scientific, Management Services Other Services Manufacturing Information Finance, Insurance, and Real Estate Education and Health Care Services Construction Arts, Entertainment,Accommodations Agriculture, Mining, Oil &Gas Extraction 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 Data Source:2017-2021 ACS(workers),2021 Longitudinal Employer-Household Dynamics(Jobs) Table 25:Labor Force Total Population in the Civilian Labor Force 46,087 Civilian Employed Population 16 years and over 43,889 Unemployment Rate 4.7% Unemployment Rate for Ages 16-24 7.8% Unemployment Rate for Ages 25-65 4.3% Data Source:2018-2022 ACS Consolidated Plan AUBURN Page 51 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 212 of 489 Table 26: Occupations by Sector Occupations by Sector Number of People Management,business and financial 6,769 Farming, fisheries and forestry occupations 254 Service 8,206 Sales and office 8,659 Construction, extraction, maintenance and repair 3,650 Production, transportation and material moving 6,851 Data Source:2018-2022 ACS Table 27: Travel Time Travel Time Number Percentage < 30 Minutes 19,367 50% 30-59 Minutes 13,729 36% 60 or More Minutes 5,571 14% Total 38,667 100% Data Source:2018-2022 ACS Table 28:Educational Attainment by Employment Status (Population 16 and Older) In Labor Force Educational Attainment Civilian Employed Unemployed Not in Labor Force Less than high school graduate 3,520 157 1,743 High school graduate (includes 9,673 562 2,793 equivalency) Some college or associate's 11,663 501 2,935 degree Bachelor's degree or higher 10,969 290 1,425 Data Source:2018-2022 ACS Consolidated Plan AUBURN Page 52 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 213 of 489 Figure 10:Educational Attainment by Employment Status (Population Aged 25-64) 30% 'R°ts 25% 7q°/ 20% 19% 15% 10% 111111 5% 5% ■ 11% o% Less than 9th 9th to 12th, High School Some College, Associate's Bachelor's Graduate or Grade No Diploma Graduate or No Degree Degree Degree Professional Equivalent Degree Data Source:2018-2022 ACS Table 30: Educational Attainment by Age Age Educational Attainment 18-24 25-34 yrs 35-44 yrs 45-65 yrs 65+yrs yrs Less than 9th grade 0 340 1,025 1,118 393 9th to 12th grade, no diploma 1,158 278 1,397 961 724 High school graduate, GED, or 2,563 4,227 3,916 5,447 2,779 alternative Some college, no degree 1,881 2,270 1,705 5,177 3,341 Associate's degree 993 877 1,393 1,669 1,309 Bachelor's degree 169 2,534 3,412 2,094 1,439 Graduate or professional degree 969 1,103 1,050 877 748 Data Source:2018-2022 ACS Consolidated Plan AUBURN Page 53 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 214 of 489 Table 31:Educational Attainment—Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $39,640.00 High school graduate (includes equivalency) $45,939.00 Some college or Associate's degree $52,196.00 Bachelor's degree $75,010.00 Graduate or professional degree $82,984.00 Data Source:2018-2022 ACS Figure 11:Median Earnings by Educational Attainment and Sex $69,492 Graduate or Professional Degree $101,579 82 984.00 Bachelor's Degree 85,022 75 010.00 i Some College or Associate's Degree $62,606 52 196.00 33,170 High School Graduate or Equivalent 2,252 45 939.00 Less than High School Graduate 46,007 39 640.00 E 44,151 Population Over Age 25 with Earnings ,287 54 402.00 • Female Male • Median Earnings Data Source:2018-2022 ACS Based on the Business Activity table above, what are the major employment sectors within your jurisdiction? In 2021, 18% of Auburn residents were employed in the Education and Health Care Services sector. This accounted for the largest sector, by worker, in the city. The sector represented 16% of total jobs. On the other hand, the manufacturing sector comprised the greatest share of jobs in Auburn at 19%.The sector comprised 12%of workers in Auburn. Other major employment sectors Consolidated Plan AUBURN Page 54 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 215 of 489 in Auburn include construction (comprising 12% of workers and 10% of jobs) and retail trade (comprising 11% of workers and 12% of jobs).Another key takeaway is that women, across each educational level, make approximately $20,000 less than their male counterparts. The trends identified in the U.S. Census Bureau's 2021 ACS and the Longitudinal Employer- Household Dynamics (LEHD) data align with known economic characteristics of the region. Auburn is situated within Kent Valley, which enjoys a sustained manufacturing and distribution hub due to its proximity to major highway networks and large cities. The Kent Valley Economic Development Corporation estimates that over 12,000 businesses and 50,000 manufacturing jobs are located within Kent Valley, with approximately 31,200 of those jobs relating to the aerospace or outer-space industry. The 2024 Auburn Comprehensive Plan Update provides insight into these trends. The plan describes that, despite decreases in the manufacturing sector in the 1990s and 2000s, the share of Auburn residents employed in manufacturing has rapidly increased since 2014. In fact, in 2022, Boeing Commercial Airplanes was by far the largest employer in Auburn, with nearly 3,500 employees. The plan notes that since the recession of 2008, Auburn's economy has diversified greatly, which speaks to the growth in education, health care, and construction jobs. Additionally, Auburn is situated in the King County Metropolitan area, which is a hub of information and technology, and professional services. According to the King County Office of Economic and Financial Analysis, eight Fortune 500 companies are headquartered in the County including Amazon, Starbucks, Costco, Microsoft, and Paccar. Boeing Commercial Airplanes is also headquartered in neighboring Renton. 11% of Auburn residents were employed in the information, technology, and professional sector. However, the sector accounted for 2% of jobs. This can likely be explained by looking at where these companies are located. Many technology and information companies tend to be located in Seattle or surrounding towns. This means that many Auburn residents commute into these areas for work. LEHD data provides further detail into the labor and commuting patterns in Auburn and surrounding areas. Table 32 provides insight into where people who were employed in Auburn lived in 2021.As a note, "All Other Locations"includes any other place in the county not captured in the figure. Table 32:Inflow and Outflow in Auburn Job Inflow to Auburn Job Outflow from Auburn Employed in Auburn but 39 410 gg.6% Live in Auburn but 31 609 82.6% don't live in Auburn: Employed somewhere else ' Tacoma 3,230 7% Seattle 6,031 16% Kent 2,736 6% Kent 3,729 10% Federal Way 2,026 5% Renton 2,136 6% Seattle city WA 1,572 4% Tacoma 2,052 6% South Hill CDP 1,370 3% Bellevue 1,459 4% Consolidated Plan AUBURN Page 55 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 216 of 489 Renton 1,133 3% Federal Way 1,446 4% Puyallup 920 2% Tukwila 1,398 4% Bonney Lake 798 2% SeaTac 902 2% Graham CDP,WA 659 1% Sumner 750 2% All Others 24,966 56% All Other Places 11,706 32% Data Source:LEHD On the Map,2021 In 2021, 5,062 Auburn residents worked in Auburn, accounting for 11.4% of the Auburn workforce. This means that most Auburn workers (88.6%) lived outside of the city. Figure 12 illustrates the most common residences for Auburn workers. According to 2021 LEHD data, Tacoma, Kent, and Federal Way represented the three most popular places for Auburn workers to live outside of the city. Figure 12: Where Auburn Workers Reside Auburn Tacoma I Kent 11% 7% 6% 1 r— Federal WayfTE::way 5% r_.....011-- 1--' 111‘1111111110111111110 — Kr F Seattle city WA Seattle city WA 4% South Hill CDP 3% J I South Hill CDP Renton Renton 3% • Puyallup Puyallup Bonney Lake 2% I • Graham CDP, WA Bonney Lake I All Others 0 All Others 2% • Auburn 56% Graham CDP,WA 1% Data Source:LEHD On the Map,2021 Figure 13 depicts the places where Auburn residents work. 84% of Auburn residents worked outside of the city. As illustrated below, Seattle (16%) and Kent (10%) were the most popular locations for Auburn residents to work. This aligns with known characteristics of Auburn's economy with proximity to the Kent Valley manufacturing hub and Seattle technology and information sector. Consolidated Plan AUBURN Page 56 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 217 of 489 Figure 13: Where Auburn Workers Work Auburn Seattle 14%illp 16% • Seattle Kent • Renton Kent • Tacoma 10% • Bellevue • Federal Way •Tukwila All Other Places Renton 6% ■ SeaTac 32% • Sumner 1 Tacoma ■ All Other Places 6% ■Auburn Bellevue SeaTac Sumner Tukwila Federal Way 4% 2% I 2% 1 4% 4% Data Source:LEHD On the Map,2021 Consolidated Plan AUBURN Page 57 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 218 of 489 Figure 14 provides greater detail into the geography of jobs in Auburn in 2021.While there appear to be clusters of jobs throughout Auburn, the South Auburn and North Auburn regions appear to host concentrated clusters of jobs. Figure 14: Concentration of Jobs in Auburn Lakeland North ° •• .� �((JJ��77 I1J " J 0 "ke + 1 —8 Jobs r ¢ 4.0 4 o 9-126Jobs •Lakeland South aAlg I °�' 0 127-637 Jobs • 0. o Lake Holm L • 638-2,012 Jobs •2,013-4,913 Jobs a_ 0 y : 5-508 Jobs}Sq.Mile 509-2,O18 JobsJSq.Mile lewood 1,A _ • 2,019-4,535 JobslSq.Mile . M 4,536-8,059 JobslSq.M ile Sumner kerapps .; • 8,060-12,590 J0bs15q.Mile Data Source:LEHD On the Map,2021 Describe the workforce and infrastructure needs of the business community The City of Auburn reviewed various plans and data to assess the needs of the business community. First, the King County Urban Growth Capacity Report, adopted in 2021, assesses communities' development capacity for future housing and employment. The report determined 2035 growth targets for housing and job creation and assessed how well the cities in King County are growing to accommodate those targets. The 2035 targets set for Auburn were 11,159 units of new housing and 22,446 new jobs. The report indicates that, as of 2021,Auburn was underproducing housing and jobs, which could impact the business community if targets are not met. Additionally, in the Consolidated Plan "Mini Poll" conducted for the Consolidated Plan by the City of Auburn, a common theme that emerged from participant comments was that support for small businesses, particularly restaurants, shops, artists, and entertainment businesses, is a high priority for residents. Consolidated Plan AUBURN Page 58 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 219 of 489 Also,ACS data indicates that in 2022, 50% of Auburn workers had a commute over 30 minutes, with 14%of residents having a commute over 60 minutes. Given the outflow of workers in Auburn, there exists a need to ensure transportation networks accommodate the needs of commuters. Finally, the 2024-2028 Workforce Innovation and Opportunity Act Local Plan published by the Seattle-King County Workforce Development Council (WDC) emphasizes the role of manufacturing in South King County. According to the report, aerospace manufacturing alone generated$13.6 billion dollars toward the gross domestic product in the area. However, the report notes that the sector is projected to lose jobs over the next few years due to shifting emphasis on software development and computer technology and a lack of interested and trained workforce. To meet the needs of the manufacturing sector in South King County, the report highlights a demand for manufacturing talent and clear career pathways to meet the need. As noted in the 2021 Washington State Workforce Innovation and Opportunity Act Annual Performance Narrative Report, low income is a top barrier to employment. Supporting workforce growth must accompany poverty-reducing measures. The report specifically notes South King County as an area that should be prioritized because of the overrepresentation of Black, Indigenous, and people of color, as well as refugee, immigrant, and justice-involved populations. Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create. In an effort to align itself with the 2035 growth pace,the City of Auburn has various development projects completed and ongoing. These projects aim to increase housing and commercial space in Downtown Auburn, with the intention of providing housing for seniors and members of the workforce and creating new jobs and business opportunities. • Divine Court Apartments:A six-story mixed-use building that includes 46 apartments and 42 micro-housing units with a ground floor of commercial space. • Legacy Plaza Senior Apartments: An eight-story mixed-use commercial property that includes 166 senior apartment units and 8,000 square feet of commercial space. • Auburn Station parking and access improvements: Expanding access to Auburn Station, including a new parking garage of 535 spaces for commuters. • MultiCare Auburn Medical Center Pavilion:A two-story pavilion housing 24 medical beds that will be connected to the existing hospital, including street and landscape improvements. • How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction? In 2022, 89 percent of Auburn residents over the age of 25 had a high school diploma or higher and 27 percent of residents had a bachelor's degree or higher. The educational attainment for a high school diploma was slightly lower in Auburn than the King County Consortium (93 percent Consolidated Plan AUBURN Page 59 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 220 of 489 compared to 89 percent). However, the educational attainment for a bachelor's degree in Auburn was significantly lower than the King County Consortium (49 percent compared to 27 percent). Those with a bachelor's degree or higher are well equipped to participate in King County's information, technology, and professional services cluster. Those with a bachelor's degree or higher earn, on average, significantly more than the median income for Auburn. However, as detailed in the previous Consolidated Plan,Auburn has access to skilled labor across Kent Valley. Auburn has access to people with hard-to-find skill sets such as customer service representatives,truck drivers,registered nurses,maintenance and repair workers,and various types of technicians who support manufacturing operations. In this way, residents without an advanced degree have options and skills to find meaningful work in Auburn. Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan. The City of Auburn Workforce Development, Business Assistance, and Business Development programs assist clients with specific training needs upon request. From 2023 to 2024, the City of Auburn has funded several non-profit organizations that provide employment and financial training. In addition,Auburn works with partners to develop appropriate training programs. These partners include: • Auburn School District • Green River College • WorkSource, located in Auburn, provides human resource assistance, help during layoffs, and access to resources for business development free of charge. Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? Auburn does not participate in a CEDS. The City of Auburn participates in various planning initiatives that impact economic growth, which are described in the next section. If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan?If not, describe other local/regional plans or initiatives that impact economic growth. The City ofAuburn participates in various planning initiatives that impact economic growth,which are described below in the 2024 Comprehensive Plan, the Downtown Urban Center initiative and in the Workforce Development Council of Seattle King County The 2024 Comprehensive Plan Update: Economic Development Element In 2024, the City of Auburn undertook a periodic update to its Comprehensive Plan, which provides updated goals and policy priorities for the city. Listed below are the goals and policies determined in the economic development element of the Comprehensive Plan Update: • Retention of Business • Attracting New Business • Identifying Missing and Under-Represented Industries Consolidated Plan AUBURN Page 60 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 221 of 489 • Supporting Industry Clusters (including the existing aerospace industry) • Supporting Economic Development of Downtown Auburn • Street Beautification and Streetscape Improvements • Workforce Development • Partnership with Businesses • Supporting Tourism • Limiting Displacement Downtown Urban Center The City of Auburn continues to invest in Downtown, with recent projects including new businesses, commuter rail access, shopping and dining opportunities, and recreational and cultural amenities. Since 2010,the City of Auburn has been investing$10 million of federal and state funds in the South Division Street Promenade Project and other downtown projects to make it easier and more attractive for private sector investment. Workforce Development Council of Seattle King County (WDC) King County collaborates with neighboring counties and the Puget Sound Regional Council to participate in the 2022-2026 Regional Economic Strategy,which serves as the CEDS for the Puget Sound region. The Consortium Consolidated Plan provides more information on the CEDS. Although Auburn does not directly participate in the CEDS, other regional planning efforts, such as those led by the WDC of Seattle King County, aim to promote economic development in the area. WDC is a nonprofit grant-making organization with the goal of furthering workforce development efforts that empower individuals, foster economic growth, and ensure resilient and thriving communities. The WDC undertook a seven-month planning process to create the 2020- 2024 Regional Strategic Plan. As stated in the plan, the goal was to establish a set of shared priorities for WDC and its regional partners over the next three to five years. The process included robust outreach to regional stakeholders. The 2020-2024 Regional Strategic Plan serves to promote a centered and industry-driven approach to development. The stated goals of the plan are as follows: • Leverage and align federal and other workforce resources to increase scale and maximize investment impact. • Improve system structure, efficiency, and delivery through collaboration and coordination. • Remove barriers and racial disparities and provide equitable opportunities for residents to obtain and grow into living wage opportunities. • Coordinate and centralize industry engagement to inform workforce development system partners and strengthen partnerships. • Engage and partner with community and workforce training and system stakeholders to create innovative programs and practices to serve job seekers and businesses. Consolidated Plan AUBURN Page 61 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 222 of 489 MA-50 Needs and Market Analysis Discussion The City of Auburn is informally divided into six regions (West Hill, North Auburn, Lea Hill, South Auburn, Southeast Auburn, and Lakeland Hills). Figure 15 depicts the geography of these neighborhoods, which are used in the below analysis. Figure 15:Map ofAuburn Neighborhoods I ; loWASt J I-I�I� Lea i-1 ill &Kith Auburn r if • Soul No mg • u• ., ik•+ . rr --- j Lak$Iai,d Rill H . .a.n.a.m Jrtii•1:IN turf I . . ..,t eL.1, c" �� 4 4 Source:City of Auburn Community Profiles and Resident Engagement in Neighborhoods(2016) Are there areas where households with multiple housing problems are concentrated? (include a definition of"concentration'9 Housing problems occur in areas in the city with older home construction or older apartment complexes that may be outdated or struggle with energy efficiency, accessibility, etc.Additionally, there are 17 mobile home parks throughout the City of Auburn, which tend to have an increased risk of housing problems. The majority of individuals who reside in these parks are elderly, low- income, or disabled. Listed below are the mobile home parks within the city. • Auburn Green • Auburn Hills Mobile Home Community • Auburn Park • Auburn Manor Mobile Home Community • College Place Manufactured Home • Laurelwood Mobile Home Park Community Consolidated Plan AUBURN Page 62 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 223 of 489 • Leisure Manor Mobile Home Park • Palisades Mobile Home Estates • Rio Verde Mobile Estates • River Mobile Estates • Shady Hills Mobile Estates • Skylark Village Estates I • Skylark Village Estates II • Spaid Unique Manor& Estates • Tall Cedars MHC • White River Estates • Wildwood Mobile Estates The maps below depict the occurrence of select housing problems at the census tract level. Due to the misalignment of census tract and city boundaries, some areas may be included in the maps that do not fall within the jurisdiction of Auburn. Auburn's definition of concentration regarding households in the region is the density of individuals in a specific area. Figure 16 illustrates the percentage of renter households that spent between 30 and 34.9 percent of their income on housing expenses. The map identifies one census tract in Southeast Auburn with the greatest percentage of cost-burdened renters (between 19.8 percent and 30.2 percent of households). Additionally, census tracts in South Auburn, North Auburn, Lea Hill, and West Hill had elevated instances of housing cost burden (between 13.9 percent and 19.7 percent of households). Consolidated Plan AUBURN Page 63 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 224 of 489 Figure 16:Housing Cost Burden for Renter Households r 1 Mkt i linfir444111111 L, . irkeland tkt& , . I ,ke Adorton-9errydale ii-L"'Ll - Percent by Census Trait ^n 19.8%too 34.2% 7 •i 78%to 13.8% 5 3.9%to 7.9% T 0%to 3.8% 4 • Auburn 3023 Geographies_21 i 1 7x AIU. 7', -L-aka e -,uth Pacific. f r 3_ s Source:2018-2022 ACS Figure 17 illustrates the percentage of owner households that spent between 30 and 34.9% of their income on housing expenses. Two census tracts, one in North Auburn and one in Lea Hill, had the greatest concentration of housing cost burden for owner households (between 22.6% and 27.5% of households). Consolidated Plan AUBURN Page 64 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 225 of 489 Figure 17:Housing Cost Burden for Owner Households r ,,J 46' Metend No 1 . h4nrt(I?7-urn.'ktl. , \ Percent by Census Tract , -.LI .• ‘14110, i i 13.7% too22275% 2 42 96 tta ao-ft 37% 9 ~ 0%to4.1% 4 2022 Geographies:2F _f-1 '"--. rf '(arona'-s.(,th Pacific \\I (., 1, [ ______ =dgewoad take Tapps Source:2018-2022 ACS Figure 18 depicts the percentage of Auburn households that lacked complete plumbing facilities. A small section of a census tract in the West Hill neighborhood had the highest percentage of households without complete plumbing facilities (between 2.3 percent and 2.8 percent of total households). The map also indicates that two census tracts, one in North Auburn and one in South Auburn, had elevated instances of lack of complete plumbing facilities (between 1.2 percent and 2.2 percent of total households). Consolidated Plan AUBURN Page 65 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 226 of 489 Figure 18:Percentage of Households without Complete Plumbing Facilities ‘ _ 1 Ir-4 _______) ..,„ . t. ke Aforlcrn-L eirydA7 Percent by Census Tract ^n ' 2.33G So 2.a3b 7 ` 1.2%to2.29d 2 r f + �1 6.1%tofl_S% 3 ., 7 IA to OM14 Auburn 2022 L:eographres:21 .I jkakelandv^•uth Itri. ,} { Pacific ''\ l J n � L I Edpewood talc:-T' ams J ha& v Source:2018-2022 ACS. Figure 19 depicts the percentage of households that lacked complete kitchen facilities in Auburn. The map identifies one census tract in North Auburn that had the greatest concentration of households without complete kitchen facilities (5.1 percent to 7 percent of total households). The map also identifies two census tracts, one in South Auburn and one in Lakeland Hills, that had an elevated concentration of households without complete kitchen facilities (between 1.7 percent and 2.8 percent of total households). Consolidated Plan AUBURN Page 66 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 227 of 489 Figure 19:Percentage of Households without Complete Kitchen Facilities ir , 1 ,.....__ I f Blend!North F Percent by Census Tract R ' 5.1%to-7� T 2.9%to 5% 2 1.7%to 2.8% 2 j`-� a4%to}_6% 3 0)0L7.___ 1 0%to 0.3% 13 Auburn .� 20221 022 Geographies_21 1-1 1/1 { Pacific t_l._ / f • \ j 17ILI 4it0od 'Ed�e ak TsFFs Source:2018-2022 ACS. Consolidated Plan AUBURN Page 67 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 228 of 489 Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") The below maps depict the percentage of select racial or ethnic groups, as well as occurrences of poverty, at the census tract level. Due to the misalignment of census tract and city boundaries, some areas may be included in the maps that do not fall within the jurisdiction of Auburn.Auburn's definition of concentration regarding households in the region is the density of individuals in a specific area. Figure 20 depicts the percentage of households who identified as Black or African American. The map notes that census tracts spanning North Auburn and North Lea Hill reported the greatest concentration of households identifying as Black or African American(17.4 percent to 22 percent). The map also identifies a census tract in South Auburn in which 10.8 percent to 17.3 percent of the population identified as Black or African American. Consolidated Plan AUBURN Page 68 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 229 of 489 Figure 20:Percentage of Households Identifying as Black or African American the(arrr hlur _ akc Manors-Berrydafe IJ n.� Percent by Census Tract fi 174%to 22% 14.89b to 17.39b 5 i 6.3%to10.7% 5 3z to 6i2% 6 �k. 5 di Oto2.9% 5 i.• rt1 2022 Geographies:22 keland-S uFh Pacific Source:2018-2022 ACS. Consolidated Plan AUBURN Page 69 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 230 of 489 Figure 21 depicts the percentage of Auburn households who identified as Native American. The map identifies two census tracts, one in Muckleshoot (Lakeland Hills) and one in Lea Hill, with the greatest concentration of households identifying as Native American (7.1 percent to 18.3 percent of the population). Muckleshoot Indian Tribe is a federally recognized tribe located within the city that governs the Muckleshoot Reservation. Figure 21:Percentage of Households Identifying as Native American I W- 4 ) L.--\—\-t ward NOrd`+ — r cake Marton-fierryda1P_ I Percent by Census Tract n .. { 7.1%to18.3% r� I 2.19d ' /r to 21% .2 3 to 3.2°5 T Z 136[029& 7 II L.: 1-1--- .1 . 09 to d_9?b 70 2022 Geographies:22 {Algor 11 •bnkaland :ufh J f Pu Pacific \ 17 1_ \ . - li. '--1\___ 4 ,' Source:2018-2022 ACS. Consolidated Plan AUBURN Page 70 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 231 of 489 Figure 22 depicts the percentage of Auburn households that identified as Asian. The map indicates three census tracts in Lea Hill with a concentration of households who identified as Asian. In two tracts, between 21.8% and 25.7% of total households identified as Asian. The map also indicates a greater concentration of households identifying as Asian in West Hill (between 14% and 21.7% of total households). Figure 22:Percentage of Households Identifying as Asian / 4 - J skoland Nd i 4 LL.,_, Percent by Census Tract / 21-8%to 25.7% 3 •• 14%to21.7% 3 1— +''. I — ' 3.7%to13.9% 6 3.1%to8.6% 6 I 0.4%to3% 4 Auburn 2022 Geographies:22 i Awl . • 1 f�1 { i 8r$,�d-s r� L �, ----[I_ irl I Pacific Ln \mos. - Source:2018-2022 ACS. Consolidated Plan AUBURN Page 71 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 232 of 489 Figure 23 depicts the percentage of Auburn households that identified as Hispanic. The map indicates a concentration of households who identified as Hispanic in South Auburn. In one such census tract, directly bordering Algona and Pacific, 30% to 52.2% of residents identified as Hispanic. The map also indicates areas of North Auburn and Lea Hill had concentrations of people who identified as Hispanic (between 23% and 29.9% of total households). Figure 23:Percentage of Households Identifying as Hispanic Si 771N4 GT al I Cr] ake Morton-£lerrv(*Me • Percent by Census Tract fi _, a"w s2.2.� r ,›. --- --- ,1 ' 23°S m 29.996 4 is.%tco2a.sr io_s�zais_7� s !' 20 22 Geagrnphios.22 LC- AIQon . (Qk@fEfffdv". \ J Pacific b _.." J \ L'i\_ 4 J Source:2018-2022 ACS. Consolidated Plan AUBURN Page 72 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 233 of 489 Finally, Figure 24 depicts the percentage of Auburn residents who lived below the federal poverty line. The map indicates that West Hill and the northeastern section of Lea Hill had the greatest percentages of households living in poverty (between 15.1% and 23.2% of households). The map also indicates that a census tract in the South Auburn/Forrest Villa neighborhood had an elevated percentage of households in poverty(between 10.8% and 15% of households). Figure 24:Percentage of Households Living Below the Federal Poverty Line MIRK ake fufortein-Berrydele ill' 1 Percent by Census Tract ^ ._ 15.19b to 23.23G 2 10.81to157 4 7 7.25 to 14.7 7 14%to7.1% 4 7 1.46 to 3.36 5 2022 Ge_7 . , 1,t 22 • II ini. I LI I Pa iffe IL I ci Source:2018-2022 ACS. Consolidated Plan AUBURN Page 73 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 234 of 489 What are the characteristics of the market in these areas/neighborhoods? Across Auburn, areas with concentrations of low-income households and people of color tend to see increased housing costs. While housing costs,particularly rent, have increased significantly in the last ten years, housing costs in Auburn tend to be more affordable than surrounding areas. In fact, in 2022, the median rent in King County was $1,950 while the median rent in Auburn was $1,594.As described above,Auburn witnesses a lot of outflows in terms of employment,meaning households are living in Auburn, likely to enjoy lower housing costs, and commuting to work in higher cost areas. This has the effect of limiting affordable housing supply and, potentially, increasing displacement among Auburn residents. Regarding the specific characteristics of Auburn's seven regions, the City of Auburn Plan Annex to the 2020-2025 King County Regional Hazard Mitigation plan provides greater detail into the characteristics of these neighborhoods: • North Auburn - a regional serving area which is a concentration of employment base. • South Auburn - a community serving area which contains a majority of the older, more established residential areas and locally oriented businesses. • Southeast Auburn-home to a low-density residential area and an environmental park • The Plateau — a residential area featuring land within the Muckleshoot Indian Tribe's reservation boundary and jurisdiction, and the Seven Day Adventists "Academy." • Lakeland Hills — a master planned community featuring a mix of residential and commercial uses. • West Hill - a residential area featuring a mix of older, established low density, rural development without a commercial area. • Lea Hill — a residential area comprising rural development, traditional suburban development, and small locally serving commercial areas. Are there any community assets in these areas/neighborhoods? The City of Auburn has identified several community assets in these regions including, but not limited to small businesses, produce markets, faith-based institutions, schools, restaurants, the Muckleshoot Casino, and the White River Amphitheater. Are there other strategic opportunities in any of these areas? The City of Auburn continues to promote development in these areas, including mixed-use buildings with commercial and housing components. The city also notes the Auburn Senior Center and White River Valley Museum as community assets. Additionally, as outlined in the economic development element of Auburn's Comprehensive Plan Update, the city intends to identify and promote underrepresented sectors, and limit the effects of displacement, all of which provide opportunities for investment and strategic opportunities in these areas. Finally, Auburn offers support to local businesses through webinars, resources, and workforce development assistance. Consolidated Plan AUBURN Page 74 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 235 of 489 MA-60 Broadband Needs of Housing Occupied by Low- and Moderate Income Households - 91.210(a)(4), 91.310(a)(2) As displayed in Table 32, 92 percent of Auburn residents have access to broadband internet and 7 percent of the population(2,016 households)have no internet access.Lack of internet accessibility exacerbates inequalities and limits opportunities for those households. KCIT Seattle Regional Broadband Infrastructure and Digital Equity Local Action Report, published in 2024, analyzes the unique barriers to connectivity faced by King County by project area. The report classifies Auburn as a suburban project area, which includes Kent, Renton, Sammamish, and Redmond. The report finds that suburban areas need upgrades or extensions to existing infrastructure to increase connectivity. In particular, the report notes "small pockets of homes" in the city that lack connectivity. The report suggests implementing service extensions from nearby new developments to increase connectivity. To help improve connectivity in the city,Access Auburn provides guest WiFi service free of charge in seven public facilities and two outdoor areas throughout the city. The city is continuing to expand guest WiFi access in other public areas throughout the city to increase access to connection for low- and moderate-income households. Table 32:Broadband Access in Auburn Total Households 30,987 100% With an Internet Subscription 28,373 92% Dial-up with no other type of Internet subscription 64 0% Broadband of any type 28,309 91% Cellular data plan 26,482 85% Cellular data plan with no other type of Internet subscription 3,194 10% Broadband such as cable, fiber optic or DSL 24,463 79% Broadband such as cable, fiber optic or DSL with no other type of 1,713 6% Internet subscription Satellite Internet service 1,739 6% Satellite Internet service with no other type of Internet subscription 38 0% Internet access without a subscription 598 2% No Internet access 2,016 7% Data Source: 2018-2022 ACS. Consolidated Plan AUBURN Page 75 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 236 of 489 Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction. Auburn has multiple broadband internet service providers, with no area having less than two broadband providers, as depicted in Figure 25. The Eastern and Southeastern portion of the city, near Muckleshoot, have the fewest service providers at only two providers. Available technologies in the City of Auburn include ADSL, Cable, Fiber, Fixed Wireless, and Satellite. Providers include Comcast, ViaSat, Hughes Network Systems, VSAT, and Lumen Technologies. In addition, Lumen expressed interest during outreach for the KCIT-Seattle Regional Broadband Infrastructure and Digital Equity Local Action Report that in additional projects throughout the region, including in Auburn. Figure 25:Broadband Providers in Auburn {-1 crimp" li rh Iiiir Likeland Norm• 4 ■„ . . . riP i _AIL _.,_:....k.:.;.:1.i „F.:. - _ I 'gyp' t it . .�_: k' LL ' L . NI 01 Ql � . ,i -� n? , ,-. h—, ,..Auburn Irn• i�1 t ;11)r ... 1 ,m41111 1.11 III , ' -Fli/ ''',., 0 .. .10 ..., . ,__ ,.., • C r } � ,■I ■ C E : 0tH ., keland South !UJ! - ) ' 1:� Ai` t 5 11 1' n_.ail rE6: ,. .:7.: .----. _ AV{ LANO I. HILLS .� 4 4 - z' — 1 ,1 1 � as ` - 111, Number of Fixed Residential Broadband Providers Data Source: Federal Communications Commission,Fixed Broadband Deployment I I I I I 0 1 2 3 4 6 12 or more Consolidated Plan AUBURN Page 76 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 237 of 489 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) Describe the jurisdiction's increased natural hazard risks associated with climate change. The City of Auburn has undergone multiple planning efforts to assess the city's natural hazard risks associated with climate change. Two recent efforts are summarized below. City of Auburn Plan Annex: 2020-2025 King County Hazard Mitigation Plan This plan provides a risk,vulnerability, and impact summary for all potential hazards a community might face. Listed below are the natural hazards that Auburn has an increased risk of confronting due to climate change as described in the plan. • Earthquake: A significant percentage of structures in Auburn reside within a liquefaction zone. • Flood: 6.43% of the total land area of the city is located within the Special Flood Hazard Area. • Landslide:Auburn's hilly topography makes the city more susceptible to landslides. • Severe Weather: Auburn is susceptible to thunderstorms, hail, tornados, excessive heat, drought, ice storms, blizzards, and extreme cold. • Volcano:Past eruptions of Mt.Rainier have caused lahar to flow through the Auburn valley. • Dam Failure: Seven active dams protect the city of Auburn and have potential to flood in the event of dam failure. The Climate Element of the 2024 Comprehensive Plan Update The Climate Element of the 2024 Comprehensive Plan Update indicates three priority climate hazards that are anticipated to impact Auburn the most, some of which are described above. The plan assessed regional context, the characteristics of the city's infrastructure, and the economic and public vulnerabilities of Auburn in determining these factors, which are described below. • Rising Temperatures and Extreme Heat: Average annual temperatures rose 1.5 degrees Fahrenheit over the last century, resulting in reduced snowpack in the Cascade Mountains and more extreme heat events. • Severe Storms and Flooding: Heavier-than-normal rains are expected to increase flooding events. • Drought and Wildfires: Increased temperatures and drought create a greater risk for spreading wildfires. Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data,findings, and methods. As the risk of climate change-related hazards increases, so does the vulnerability of low- and moderate-income households. Earthquakes, landslides, volcano eruptions, and dam failures bring short- and long-term damage to communities. Low- and moderate-income households may not have the means to evacuate hazardous situations or have the ability to recover quickly. For instance, low- and moderate-income households may be less likely to carry flood insurance. The Consolidated Plan AUBURN Page 77 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 238 of 489 2024 Auburn Comprehensive Plan Update provides greater details into the vulnerabilities increased climate change-related hazards may bring. • Rising temperatures and extreme heat:Warmer temperatures and extreme heat can increase heat stress and worsen air quality, heighten allergy symptoms, and exacerbate respiratory illness. The plan indicates that those who work outdoors and vulnerable populations, such as the elderly, are at the greatest risk. • Severe storms and flooding: In addition to the immediate threats storms and flooding bring, particularly for those with limited means to seek shelter, flooding also has the potential to create water quality concerns if runoff totals exceed what the stormwater management facilities can handle. This carries risks to public health and economic activity, and it may produce direct financial costs to Auburn residents. • Drought and wildfires: Increased intensity and frequency of wildfires can create unhealthy air quality levels due to smoke. This will increase instances of respiratory illness, limit outdoor activities,and harm the natural environment.Vulnerable populations, such as those with asthma and elderly residents, will be at a greater risk. Finally,the 2020-2025 King County Regional Hazard Mitigation Plan notes that Kent Valley, due to its industrial economy, has a high concentration of hazardous waste. Vulnerable populations tend to live closer to hazardous waste due to lower housing costs. Figure 26 illustrates the effects of industrial and hazardous waste on the population. Multiple census tracts in Auburn record the highest level of environmental exposure (<10), which is associated with less opportunity, higher pollution exposure, existing inequities, and lower health and economic well-being outcomes. Consolidated Plan AUBURN Page 78 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 239 of 489 Figure 26:Environmental Exposure Index in King County Us - . - --- • z I auk REDMOH I 1111, I• �`�i yy 1 BELLEVU Mir u. ipkwinor irg Jt-mil I .r T WA°' i O s1: Low exposure s2 S3 s 7 -% ENUMCLAW 4 5 4110s9 41110 Date Source: Washington 9 4 MI. S� S 10: High exposureTracking Network Data Source: 2020 King County Strategic Climate Plan. Consolidated Plan AUBURN Page 79 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 240 of 489 Number of Housing Units Introduction As detailed in the Needs Assessment, the lack of affordable housing is a concern for the community. The stock and quality of affordable housing is dictated by a variety of local and regional factors. The Housing Market Analysis of the Consolidated Plan explores recent data on both supply and demand characteristics of Auburn's housing market. This includes the number, types, size, cost, and quality of housing units, as well as projected demand for additional housing units. Characteristics of Current Housing Units As of April 2024, there were 32,687 total housing units in Auburn (Washington State Office of Financial Management). 2022 ACS data on the number, types, and size of existing residential housing units provides additional insight into the City of Auburn's current housing stock. Table 33 and Figure 27 provide the number of residential units by property type, which includes both occupied and unoccupied units. The data indicates that there were 32,420 units in the city in 2022. Most units were single-family homes (51 percent). The second most common property type were properties with 5-19 units (13 percent) and properties with 20 or more units (13 percent). Table 33:Residential Properties by Number of Units Property Type # 1-unit detached structure 16,627 51% 1-unit attached structure 1,737 5% 2-4 units 3,178 10% 5-19 units 4,314 13% 20 or more units 4,266 13% Mobile home,boat,RV,van, etc. 2,298 7% Total 32,420 100% Data Source:2018-2022 ACS. Consolidated Plan AUBURN Page 80 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 241 of 489 Figure 27:Residential Properties by Number of Units i 1-unit detached structure 1-unit attached structure ■ 2-4 units 13% 5-19 units 10 20 or more units Mobile Home, boat, RV,van,ect / 10% 5% Data Source:2018-2022 ACS. Data on the number of housing units by bedroom size and tenure(Table 34)indicates that, in 2022, the majority of renter and owner households had two or three bedrooms. Most owner households (82 percent) had three bedrooms or more. Conversely, most renter households (42 percent) had two bedrooms. Table 34: Unit Size by Tenure Unit Size Owners Renters # `/0 # No bedroom 137 1% 813 7% 1 bedroom 234 1% 3,726 30% 2 bedrooms 3,068 16% 5,190 42% 3 or more bedrooms 15,321 82% 2,498 20% Total 18,760 100% 12,227 100% Data Source:2018-2022 ACS. Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs. Data from the Washington State Housing Finance Commission's Affordable Housing Data Portal provides information on the number and nature of assisted housing units subsidized by various public funding sources in the state. The database includes information on assisted units subsidized by the federal Low-Income Housing Tax Credit and tax-exempt bonds as well as data from the Web-Based Annual Reporting System,which includes Low-Income Housing Tax Credit properties Consolidated Plan AUBURN Page 81 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 242 of 489 and multifamily properties supported by other forms of public funding,including the state Housing Trust Fund, federal HOME funds, and regional government or levy dollars. As of September 2024, 19 properties located in Auburn utilize a public subsidy, which includes 3,001 total units; 2,812 of those units are affordable to Auburn residents earning 60 percent AMI or less. Table 35 depicts the number of assisted units in Auburn by income affordability. Most assisted units are affordable to those earning 60 percent AMI (80 percent) or those earning 50 percent AMI (17 percent). Table 35:Number ofAssisted Units by Income Affordability Income Affordability Level Number of Units Percent of Total Assisted Units At 30%AMI 30 1% At 35%AMI 0 0% At 40%AMI 43 2% At 45%AMI 0 0% At 50%AMI 483 17% At 60%AMI 2256 80% Total 2812 100% Data Source:Washington State Housing Finance Commission Affordable Housing Data Portal. Table 36 illustrates the number of assisted units that are specifically targeted for a vulnerable population. Most units (54.6 percent) are not targeted for a specific population. Among targeted units, elderly households, large households, and households with a person living with a disability comprise the greatest share of units. Table 36:Number ofAssisted Units by Targeted Population Targeted Population Number of Units Percent of Total Assisted Units Elderly 613 20% People experiencing homelessness 12 0.4% Large households 303 11% People with a disability 414 14% Transitional 0 0% No targeting/no data 1,659 54.6% Total 3,001 100% Data Source:Washington State Housing Finance Commission Affordable Housing Data Portal. Overall, the availability of affordable housing units does not meet the needs of the current population. The 2016-2020 CHAS data indicates that 3,535 households experienced housing cost burden, and 5,115 households experienced severe housing cost burden. This means that more than 8,000 households in Auburn did not live in units that were affordable to them. Consolidated Plan AUBURN Page 82 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 243 of 489 Units Needed in the Future An analysis completed in the 2021 Auburn Housing Action Plan projects the future need for housing units in the city. The report notes that Auburn is projected to grow at a faster rate than it has in the past, which creates greater demand for housing. Table 37 describes the number of units needed to meet projected housing demand in 2040. As indicated, Auburn is projected to need 10,429 new dwelling units between 2020 and 2040. Half of all projected units would need to be affordable to low- to moderate-income households. In particular, 24 percent of total units will be needed for moderate-income households. Table 37:Housing Units Needed by 2040 Income Affordability Level milillilia.Percent of Total Assisted Units 0-30%AMI 1,669 16% 30-50%AMI 1,043 10% 50-80%AMI 2,503 24% 80-100%AMI 1,251 12% 100%+AMI 3,963 38% Total 10,429 100% Source:Auburn Housing Action Plan(2021). The analysis indicates that to meet the production goal, 521 units will need to be produced a year. However,between 2011 and 2019, only 390 units were built per year on average. This means that Auburn was underproducing housing units. Figure 28 compares the percentage of housing units available and affordable to each income level in 2020 to the new units that would need to be brought online according to the 2021 Housing Action Plan. The chart shows that units affordable to the lowest income level (0-30 percent AMI) accounted for just 4 percent of the 2020 housing stock but would need to account for 16 percent of new units produced between 2020 and 2040. Consolidated Plan AUBURN Page 83 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 244 of 489 Figure 28:Housing Availability (2020) and Future Estimated Need(2040) 60% 50% 50% 42% 40% 29% 30% 25% 24% 20% 16% 10% 10% 4% 0% ■ 0-30%AMI 31-50%AMI 51-80%AMI Greater than 81% AMI •2020 Estimates •2040 Estimated Need Data Source:2016-2020 CHAS(2020 Estimates);Auburn Housing Action Plan(2040 Estimated Need). Data from the Washington Office of Financial Management indicates that Auburn continues to permit and complete various housing projects to increase housing stock. From 2020 to 2024, 266 single-family housing units and 541 projects with more than five units have been completed. Cost of Housing Introduction Compounded with a lack of affordable housing units, housing costs in Auburn have increased significantly in the past decade. As seen across King County, rising housing costs contribute to housing cost burden and severe housing cost burden, which put substantial financial strains on low- and moderate-income households. Housing Affordability in Auburn Table 38 provides insight into the changes in housing costs in Auburn over the last ten years of available ACS data (2012-2022). As of 2022, the median rent in Auburn was $1,425, and the median home value was $460,100. In the past decade, the median contract rent increased 69 percent, and the median home value increased 79 percent. Table 38: Cost of Housing in Auburn Base Year:2012 Most Recent Year: %Change 2022 Median home value $ 255,900 $460,100 79% Median contract rent $840 $1,425 69% Data Source:2008-2012 ACS(Base Year),2018-2022 ACS(Most Recent Year). Consolidated Plan AUBURN Page 84 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 245 of 489 Figure 29 depicts the annual change in median home value from 2012 to 2022. Notably, home values decreased from 2011 to 2014. However, home values began to increase in 2015 and have increased each year. The highest growth occurred between 2021 and 2022, where the growth rate was 17 percent. This trend can be seen broadly in King County and the nation as home values increased in the years following the COVID-19 pandemic. Figure 29:Annual Median Home Values in Auburn 2022 $460,100 2021 $393,500 2020 $356,200 2019 $327,200 2018 $294,200 2017 $259,600 2016 $241,800 2015 $233,400 2014 $231,200 2013 $238,500 2012 $255,900 2011 $271,100 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 Data Source:2011-2022 ACS. Table 39 provides information on how much Auburn residents pay for rent monthly. In 2022, 35 percent of Auburn renters paid more than $2,000 for rent each month, and 28 percent of renter households spent between$1,500 and$1,999 on rent. The means that nearly 63 percent of Auburn households paid more than the median rent each month. Finally, 17 percent of Auburn residents paid less than $1,000 on rent. Table 39:Rent Paid in Auburn Rent Amount Paid #of Households %of Households No cash rent 439 1% Less than$500 1,621 6% $500-$999 3,318 11% $1,000-$1,499 5,549 19% $1,500-$1,999 8,118 28% $2,000 or more 10,311 35% Total 29,356 100% Data Source:2018-2022 ACS. Consolidated Plan AUBURN Page 85 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 246 of 489 To go further, Figure 30 compares monthly housing costs among owner and renter households in Auburn in 2022. The greatest share of renters spent between $1,000 and $1,999 on housing costs (62 percent). The greatest share of owners (17 percent) spent more than $3,000 on housing costs. Overall, owner households are more represented on the ends of the cost spectrum, meaning they are more likely to spend either less than $1,000 or more than $3,000 on housing costs per month. On the other hand, renters are most represented in the middle cost ranges, with most renters spending between$1,000 and$3,000 on housing costs. Figure 30:Monthly Housing Costs by Tenure ■%Total •%Owner •% Renter 35% 30% 25% 20% 15% 10% W N W W W % � � � � Log N (31 C . WSW N) - Lk) o 0 0 0 o o 0% I - Less than $300 to $500 to $800 to $1,000 to$1,500 to$2,000 to$2,500 to$3,000 or No cash $300 $499 $799 $999 $1,499 $1,999 $2,499 $2,999 more rent Data Source:2018-2022 ACS. Table 40 provides data on the number of housing units that are affordable to households at different income brackets in 2020. Forty-two percent were affordable to households earning more than 81 percent AMI. That means that the remaining 58 percent of units were affordable to extremely low- , low- and moderate-income households: 25 percent of units were affordable to moderate-income households, 29 percent of units were affordable to low-income households, and just 4 percent of units were affordable to extremely low-income households. Table 40:Share of Units Affordable to Households by Income Level and Tenure AMI Category Renter Units Owner Units Total Units Less than 30%AMI 1,240 0 1,240 31-50%AMI 4,920 3,485 8,405 51-80%AMI 4,469 2,920 7,389 Greater than 81%AMI 1,185 11,007 12,192 Total 11,814 17,412 29,226 Data Source:2016-2020 CHAS. Consolidated Plan AUBURN Page 86 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 247 of 489 However, the presence of affordable units does not ensure their availability for households who need them. Figure 31 illustrates the percentage of rental units affordable at different income levels by the income level of the households comprising them. Households occupying units that they cannot afford indicates that they are experiencing housing cost burden or severe housing cost burden. For instance, Figure 31 illustrates that 25 percent of occupants of units affordable to low- income households are occupied by extremely low-income households. Similarly, 43 percent of units affordable to moderate-income households are occupied by low- and extremely low-income households. Overall, this figure underscores the lack of available, affordable housing and rising housing costs. Figure 31:Percentage of Rental Units Occupied at Different Affordability Categories ■0-30% HAMFI 31-50%HAMFI ■51-80% HAMFI ■81-100% HAMFI >100% HAMFI 2% 4% Rental Units Affordable and Available at Less Than I 30%HAMFI 67% 18% • Rental Units Affordable and Available at 30-50% HAMFI 27% 17% 10% Rental Units Affordable and Available at 50-80% HAMFI 15% 14% 251J Rental Units Affordable and Available at 80-100% -11 HAMFI 0% 20% 40% 60% 80% 100% Data Source:2016-2020 CHAS. Lastly, Table 41 provides the HUD FMRs for various unit sizes in Auburn. FMRs are used to determine payment standard amounts for various HUD housing programs and generally represent the estimated cost to rent a moderately priced unit in a local housing market. Table 41:HUD FMR and HOME Rents Monthly Rent($) Efficiency(No 1-Bedroom 2-Bedroom 3-Bedroom 4-Bedroom, Bedrooms) FMR $2,042 $2,100 $2,455 $3,297 $3,847 High HOME rent $1,539 $1,650 $1,982 $2,282 $2,525 Low HOME rent $1,198 $1,284 $1,541 $1,781 $1,987 Data Source:2023 HUD FMR and HOME Rents. Consolidated Plan AUBURN Page 87 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 248 of 489 Condition of Housing Introduction In addition to housing cost and availability, the condition of currently available housing provides important information on the stability and safety of Auburn residents. To assess housing condition, Auburn analyzed 2022 ACS data, which captures information on housing units with at least one of the following "selected conditions:" 1. Lacks complete plumbing facilities. 2. Lacks complete kitchen facilities. 3. Has more than one person per room. 4. Monthly housing costs exceed 30 percent of household income. This section uses the following definitions: • Standard condition:A standard housing unit that meets HUD Housing Quality Standards and state and local codes. This includes plumbing and adequate kitchen facilities. • Substandard condition: A substandard housing unit that does not meet state and local building, fire,health, or safety codes;presents health and safety issues to occupants; and is not structurally and financially qualified for rehabilitation. • Substandard condition but suitable for rehabilitation:A substandard unit that is in poor condition but is both structurally and financially able to be rehabilitated. Assessment of Housing Conditions Table 42 depicts the number of occupied residential units with varying numbers of housing conditions in 2022. Notably, the majority of owner-occupied housing units (73 percent) had no selected housing conditions, while the majority of renter-occupied housing units (49 percent) had at least one selected housing condition, meaning that renter households are more likely to experience either housing cost burden, crowding, or substandard living conditions. No Auburn residents reported having more than three selected conditions. Table 42: Condition of Units Condition of Units Owner-Occupied Renter-Occupied Number % Number With one selected condition 4,936 26% 6,033 49% With two selected conditions 88 0% 831 7% With three selected conditions 0 0% 29 0% With four selected conditions 0 0% 0 0% No selected conditions 13,736 73% 5,334 44% Total 18,760 100% 12,227 100% Data Source:2018-2022 ACS. Consolidated Plan AUBURN Page 88 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 249 of 489 Table 43 presents the age of residential units of renter- and owner-occupied housing. The age of the structure can indicate the risk of lead-based paint exposure and the safety and suitability of the unit overall. In 2020, the percentage of units at different ages appeared similar for renter- and owner-occupied housing units. 59 percent of renter-occupied units were built after 1980,while 66 percent of owner- occupied units were built after 1980. Owner households were,however,more likely to live in units built in 2000 or later than renter households. Those figures are 35 percent and 25 percent, respectively. Table 43: Year the Unit Was Built Age of Unit #Owner- %Owner- #Renter- %Renter- Occupied Occupied Occupied Occupied 2000 or later 6,598 35% 3,072 25% 1980-1999 5,783 31% 4,217 34% 1950-1979 5,420 29% 4,223 35% Before 1950 959 5% 715 6% Total 18,760 100% 12,227 100% Data Source:2018-2022 ACS. Table 44 provides additional information on units built prior to 1980 occupied by households with at least one child aged six years or younger in 2020. Federal legislation banning the use of lead- based paint was enacted in 1978,meaning households built prior to 1980 could contain lead-based paint, which poses a health risk to inhabitants. In 2020, 8 percent of owner households and 6 percent of renter households with children six years and under present lived in a unit built prior to 1980. Table 44: Year the Unit Was Built Age of Unit #Owner- % Owner- #Renter- %Renter- Occupied Occupied Occupied Occupied Units built before 1980 4,959 42% 6,180 36% Units built before 1980 with children 6 years 980 8% 990 6% and under present Total units 11,815 100% 17,405 100% Data Source:2018-2022 ACS. Consolidated Plan AUBURN Page 89 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 250 of 489 Homeless Facilities and Services Introduction Shelter and housing options for people experiencing homelessness are a vital part of Auburn's housing and community development efforts. The City of Auburn operates both a day and a night shelter for individuals facing homelessness, funded by city resources. Between January 8, 2024, and September 23, 2024, the shelter checked in 396 clients, with the highest number of check-ins occurring in April(172). The shelter provides 35 beds,with the capacity to expand to 55 beds as needed.The shelter also includes 16 safe parking spaces. In addition, KCHRA, the Seattle/King County CoC, provides housing, shelter, and supportive services to people experiencing homelessness in Auburn. The next sections include data on the number of beds and units available in Auburn for those experiencing homelessness through KCRHA. CoC Housing and Shelter Terms The following section uses specific terms to refer to housing and shelter for people experiencing homelessness, including: • Emergency shelter: Temporary shelter for people experiencing homelessness. Emergency shelter is typically provided for a limited period of time such as 90 days. • Permanent supportive housing: Permanent housing paired with supportive services to assist chronically homeless individuals and families. HUD defines "chronically homeless" as an individual with a disability who lives in a place not meant for human habitation, a shelter, or an institutional care facility. Chronically homeless individuals must have been living in any of these situations for at least 12 months or on four separate occasions over the past three years. • Rapid rehousing:A form of permanent housing that provides short-term or medium-term rental subsidy and supportive services to quickly move people experiencing homelessness into permanent housing. • Transitional housing: Temporary housing with supportive services to help people transition from homelessness to permanent housing. Transitional housing is usually provided for anywhere between two weeks and 24 months. • Other permanent housing: Includes other forms of permanent housing that are not considered permanent supportive housing or rapid rehousing. It includes housing only as well as housing with supportive services. Facilities Targeted to People Experiencing Homelessness Table 45 provides data on the number of beds and units available to various subpopulations by program type through KCRHA. In 2023, there were 307 beds available through KCRHA in Auburn. 111 beds were emergency shelter beds, 36 were transitional housing beds, and 79 were permanent supportive housing beds. Of note, most emergency shelter beds (77 percent) were targeted to households with only adults. However, most transitional beds (80 percent) were Consolidated Plan AUBURN Page 90 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 251 of 489 targeted to households with adults and children.Also noted in the table, 52 permanent supportive housing beds were targeted to chronically homeless households, and 29 were targeted to veterans. Table 45: Current Unit and Bed Inventory Targeted Emergency Shelter Beds Transitional Permanent Supportive Housing Subpopulations Housing Beds Beds Year-Round Voucher/Season Current& Current Under Development Beds al/Overflow New &New (Current& Beds New) Households with 25 0 30 40 N/A adult(s)and child(ren) Households with 86 0 6 39 N/A only adults Chronically 0 0 0 52 N/A homeless households Veterans 0 0 0 29 N/A Unaccompanied 0 0 0 0 N/A youth Data Source:2023 Housing Inventory Count. KCRHA also provided historical data on the number of emergency shelters, transitional housing, and permanent supportive housing beds available in Auburn as counted in the Housing Inventory Count. Figure 32 indicates that in the past four years, emergency shelter beds have increased in availability by 59 percent. Permanent supportive housing beds have increased by 119 percent. Transitional housing beds have increased in availability since 2019 but decreased by 28 percent from 2022 to 2023. Consolidated Plan AUBURN Page 91 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 252 of 489 Figure 32: Total Year-Round Beds by Program Type 120 — 111 100 — 82 79 79 80 70 58 I 55 60 50 40 Ii I I 36 I 26 20 0 2019 2020 2021 2022 2023 •Emergency Shelter Transitional Housing •Permanent Supportive Housing Data Source:2023 Housing Inventory Count. Consolidated Plan AUBURN Page 92 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 253 of 489 Strategic Plan SP-05 Overview Strategic Plan Overview The City of Auburn's strategic plan is based on the assessment of our community's needs as identified in this Consolidated Plan. The strategic plan will cover the following topics: • Geographic priorities:Based on the analysis of needs,the area in Auburn with the greatest need lies along Auburn's Valley neighborhood which runs parallel to HWY 167 in the middle of the city. Even though there is a greater need in the Valley, the City has determined not to set priorities on that geographic basis: rather, residents in all areas of the City have priority needs. • Priority needs: This section will explain the rationale for the decided priorities based on data, citizen participation, consultations with community partners and stakeholders and other assessments. • Influence of Market Conditions: The City's housing strategy will indicate how the characteristics of the housing market influenced the City's decisions on how to allocate funds to support the preservation and development of affordable housing options for residents. • Anticipated Resources: The City has several anticipated resources that will assist in the delegation of funds as well as determining strategies and goals. • Institutional Delivery Structure: This section describes organizations that will carry out the identified objectives outlined in the Strategic Plan. • Goals: The section will provide an explanation of the objectives intended to initiate and complete through the duration of the Consolidated Plan. Each objective identifies proposed accomplishments and outcomes using the provided Goal Outcome Indicators template. Auburn's desired outcomes for each goal are impacted by many factors,including the larger economy, shifts in local funding patterns, and resources available. • Public Housing: This section explains the needs of public housing residents and the objectives established in the Strategic Plan to meet those needs. • Barriers to Affordable Housing: This section identifies the strategies for removing or ameliorating any negative effects of public polies that serve as barriers to affordable housing in Auburn as identified in the Market Analysis section of the Consolidated Plan. • Homelessness Strategy: This section describes Auburn's strategy for reducing homelessness through outreach, intervention, and homeless prevention services. • Lead-Based Paint Hazards: This section outlines the City's proposed actions to evaluate and reduce lead-based paint hazards and the policies/programs that will be implemented to address the issue. • Anti-Poverty Strategies: This section will summarize the City's goals, programs, and policies for reducing family poverty. • Monitoring: This section will identify the standards and procedures the City will use to monitor sub-recipients to ensure long-term compliance with program and comprehensive planning requirements. Consolidated Plan AUBURN Page 93 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 254 of 489 Within this context, the Consolidated Plan strategic plan intends to focus on two broad priority areas: • Affordable Housing • Homelessness The following context will detail the highest priority need, as well-established goals and objectives. Consolidated Plan AUBURN Page 94 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 255 of 489 SP-10 Geographic Priorities - 91.415, 91.215(a)(1) Geographic Area General Allocation Priorities Describe the basis for allocating investments geographically within the city Due to the fact that low/moderate-income individuals and families in need of supportive services reside throughout all geographic regions of the city of Auburn, geographic boundaries will not be used as a basis for allocating investments. SP-25 Priority Needs - 91.415, 91.215(a)(2) Priority Needs Table 4 Priority Needs Summary 1 Priority Need Affordable Housing Name Priority Level High Population Extremely Low/Low Moderate/Large Families/Families with Children/ Elderly/Public Housing/Residents/Chronic Homelessness/Individuals/ Families with Children/Chronic Substance Abuse/Veterans/Frail Elderly/ Persons with Mental Disabilities/Persons with Physical Disabilities/Victims of Domestic Violence Geographic Areas City-wide Affected Associated Goals 1. Keep people who are currently housed from entering homelessness. 2. Maintain dignified and healthy housing. 3. Deliver supportive services such as addiction and mental health treatment, job training, financial well-being, and food security to low-income populations that are housing cost burdened. 4. Provide targeted support to vulnerable populations such as senior citizens,veterans,people with disabilities, and homeless individuals who desire a transition into housing. 5. Partn with other agencies and organizations that are working towards housing stability and enhancing affordable housing opportunities. Consolidated Plan AUBURN Page 95 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 256 of 489 Description The City of Auburn will: 1. Engage in housing activities, collaborations, and partnerships to enhance opportunities for the creation and preservation of affordable housing. 2. The City will plan for and support housing strategies and initiatives designed to affirmatively further increase access to housing and housing programs. 3. Support actions that are intended to help people access housing. 4. Support actions that are intended to enhance housing stability for those who are at risk of entering homelessness. Basis for Relative The City of Auburn continues to experience a significant increase in its Priority population, number of households, housing costs and median income. Although household numbers and median income continues to increase,the City continues to experience housing problems and an increasing housing need for its residents which is common throughout the South King County region. South King County has experienced consistently increasing housing costs over the past five years, which has contributed to housing instability and housing cost burdens for low-to moderate-income households. Residents who are low income or extremely low income suffer from cost burdens greater than 30-50% for both renters and homeowners and other housing problems such as overcrowding and substandard living conditions. These cost burdens can result in eviction, foreclosure and even homelessness for many families. To address these issues the city intends to support programs offered by agencies and the city itself that provide services to alleviate financial crisis, establish financial stability, address barriers to housing, and prevent eviction or homelessness.The city will also continue to explore ways to ensure that seniors, veterans and disabled residents have equal access to safe, affordable, dignified and healthy housing. Narrative (Optional) These strategic priorities identified are a direct conclusion of the data collected and assessment conducted from the Needs Assessment as well as an enhancement of the previous Consolidated Plan. Consolidated Plan AUBURN Page 96 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 257 of 489 2 Priority Need Reducing Homelessness Name L_ Priority Level High Population Extremely Low/Low/Large Families/Families with Children/ Elderly/Rural/Chronic Homelessness/Individuals/Families with Children/Mentally Ill/Chronic Substance Abuse/Veterans/Victims of Domestic Violence/Unaccompanied Youth Geographic Areas Affected Citywide Associated Goals Reducing homelessness/Providing temporary shelter/Providing associated supportive services Description We value working together with collective impact to continue the work to develop a cohesive and coordinated homeless system; we invest in projects that ensure that that are experiencing homelessness from all sub-populations are treated with dignity and respect; are returned to permanent housing as quickly as possible; receive strength-based services that emphasize recovery, as needed; are supported to graduate from temporary homeless housing as rapidly as possible, and from permanent supportive housing as soon as they are ready; receive only what they need to be returned to housing quickly and to be as self- reliant as possible. Basis for Relative Homelessness is an issue that affects communities across the United Priority States and has been increasing in King County over the past five years. As regional housing costs have increased, we see a correlation to increasing numbers of individuals and families in our community experiencing unsheltered homelessness. The specific number of individuals experiencing homelessness in Auburn, as part of the overall King County estimate of 16,385, has not yet been released by King County. The data referenced is based on the Point in Time Count, which is conducted annually but may not provide detailed breakdowns at the city level in all cases, especially in regions where the data is still being processed or anonymized for privacy reasons. The City of Auburn collects and tracks its own homelessness data to assess where resources are most needed as homelessness continues to grow. From January 2024 to November 1st, 2024, Auburn staff made contact with 423 homeless individuals. Of those individuals the majority of them are white males between the ages of 35-54.The shared outcomes King County and cities are focusing on include reducing the number of households becoming homeless, shortening the duration of homelessness, increasing permanent housing exits, and reducing re- entry rates. These goals reflect broader efforts to both prevent homelessness from occurring and ensure that those who do experience it are supported in their journey toward stable housing. Consolidated Plan AUBURN Page 97 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 258 of 489 SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2) Introduction and Anticipated Resources The City of Auburn anticipates funding for the duration of the Consolidated Plan from CDBG and City of Auburn General Fund allocation for Human Services Expected Sourc Expected Amount Available Year 1 Amount Program e of Uses of Available Narrative Description Funds Funds Annual Program Prior Year Total Remainder Allocation $ Income $ Resources of ConPlan Resources anticipated based on 2024 estimated entitlement. Funds to be directed into(1) programs,initiatives, services, partnerships, and efforts that Acquisition focus on creation,preservation Admin and and/or access to affordable Planning housing,and(2)programs, public initiatives, services,partnerships CDBG - Housing $619,474 0 0 $619,474 $3097,370 and other efforts that support the federal City's desire to own and operate Public a day and night shelter,provide Services needed services to those experiencing homelessness,to provide needed services to those who are at risk of experiencing homelessness, and/or to provide service and support to those who are exiting homelessness. Anticipated Resources Continued.. Consolidated Plan AUBURN Page 98 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 259 of 489 Expected Amount Source of Use of Expected Amount Available Year 1 Available Narrative Description Program $ Funds Remainder of the Con Plan Annual Program Prior Year Total Allocation Income Resources Public Services 0 Anticipated general fund City allocation to human General Public- Apx. Apx. Apx. Fund local funded $3,778,253 0 $3,778,253 $18,891,266 services in the community programs across various programs & and initiatives Initiatives Public Services Public- City Anticipated use of General Apx. Apx. Apx. fund local & Funded $373,906 0 0 $373 906 $1 869,534 existing ARPA& Opioid Federal Programs Settlement funds Initiatives Total Apx. Apx. $4,771,633 $23,858,170 Table 5 and 7 -Anticipated Resources Consolidated Plan AUBURN Page 99 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 260 of 489 Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Auburn relies on CDBG funds to support activities in efforts to support low to moderate income populations in the community primarily in the areas of affordable housing and homelessness. However, CDBG funds are not the only source of funds the City uses to support public services and community projects and activities. The City's general funds are used to support public services in addition to CDBG funds. CDBG funds do not require matching funds. Historically, federal funds have been used to create and maintain a Housing Home Repair program that has typically served between 60 and 70 low-income households per year. This program provides needed repairs to restore such basic needs as hot and/or running water and heat as well as fixing leaky roofs, installing ADA ramps and bathroom fixtures, and replacing broken windows and doors. It is important to emphasize that this program would likely have never been launched had it not been for federal funding support. This highly successful program has expanded over the years and has led to additional local funding support to ensure that the City is was to support more repairs and serve more vulnerable households. The City is now ready to embark upon an effort to make this program fully funded by local dollars and to now use federal funds to help support other community needs. The City is hopeful to use federal funds to seed another successful program that will serve low-income households or those who are experiencing homelessness. If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified in the plan Discussion The City of Auburn will explore possibilities to utilize publicly owned land to address needs identified in the consolidated plan. The City is engaged in investing $6 million dollars to buy a commercial property that it has been leasing for the last 5 years. This property houses the City operated day and night shelter, food bank, community court, resource hub, and non-profit tenants that provide various types of services. The City intends to further build out this property to provide additional community services that target low-income populations. Consolidated Plan AUBURN Page 100 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 261 of 489 SP-40 Institutional Delivery Structure - 91.415, 91.215(k) Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions. Responsible Entity Responsible Entity Type Role .TGeographic Area Served AUBURN Government Planning Jurisdiction Table 6 -Institutional Delivery Structure Assess Strengths and Gaps in the Institutional Delivery System Strengths: • Local, South King County and King County systems collaborate services to create a more integrated and comprehensive approach to avoid duplication in services. • City of Auburn's engagement in regional collaborations supports larger solutions focused work on often-intractable issues such as affordable housing and homelessness. • Population specific services such as seniors, children and families, culturally specific, and faith based are present throughout the community. • City supported neighborhood and community collaboration events and projects. Gaps: • Affordable housing need in Auburn and region exceeds available supply • Lack of authority to force delivery of services to individuals that aren't capable of advocating for themselves. • Auburn makes numerous efforts to fill gaps in services throughout the region by supporting emergency service and other supportive service programs. However, as solutions are designed to serve an existing need or community, the community grows and so to does the need. • Lack of programs or resources that provide mortgage assistance to low-income populations where there is a financial barrier to affordable housing ownership. Homelessness Prevention Services Available in the Targeted to Targeted to Community Homeless People with HIV Homelessness Prevention Services Counseling/Advocacy X X Legal Assistance X Mortgage Assistance X2 2 The City does not currently offer Mortgage Assistance but has an interest in developing this service using CDBG funds during the span of this Consolidated Plan. Consolidated Plan AUBURN Page 101 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 262 of 489 Homelessness Prevention Services Available in the Targeted to — argeted to Community , Homeless eople with HIV Homelessness Prevention Services Rental Assistance X X Utilities Assistance X Street Outreach Services Law Enforcement X X Mobile Clinics X X Other Street Outreach Services X X Supportive Services Alcohol & Drug Abuse X X Child Care X Education X X Employment and Training X X Healthcare X X HIV/AIDS Life Skills X Mental Health Counseling X X Transportation X Other Table 7 -Homeless Prevention Services Summary Consolidated Plan AUBURN Page 102 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 263 of 489 Describe the extent to which services targeted to homeless person and persons with HIV and mainstream services, such as health, mental health and employment services are made available to and used by homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families and unaccompanied youth) and persons with HIV within the jurisdiction The City of Auburn has provided funding for, supported and collaborated with numerous homeless prevention and intervention service providers throughout the region. Additionally, the city has made investments with local funds to create and operate its own homeless shelter, service hub, food bank, community court, and day shelter. Considering homelessness prevention and intervention are high priorities in the City's Consolidated Plan, there are several systems in place to ensure services listed above are made available to and used by individuals and families experiencing homelessness. • The City funds multiple shelter programs utilizing general fund dollars, including those that serve youth and young adults, individuals fleeing domestic violence, families, and single adults. • The City recently invested $6 million dollars of local funds to acquire the property upon which it's day and night shelter is located(as well as the food bank, community court, and resource service hub). This enables the city to make additional investments to help better serve the community and to have greater control over the long-term management of this property and resource asset. • Most emergency service providers are centrally located in Auburn on major bus routes where individuals experiencing homelessness utilizing public transportation or are unfamiliar with the area can easily locate resources. • King County's Mobile Medical Unit visits Auburn regularly and schedules are made visible at local homeless prevention and emergency assistance service provider's locations. • The City coordinates with homeless outreach teams to network with agencies who work with and serve individuals experiencing homelessness. For example: Sound Mental Health's PATH Outreach team regularly visits the hospital, food banks, free meal sites and Auburn Library to make access to services easier for homeless persons. • The City co-facilitates a monthly provider meeting for service providers in South King County serving individuals experiencing homelessness. These meetings provide training opportunities, networking and resource sharing, policy updates, and coordination on regional initiatives. Consolidated Plan AUBURN Page 103 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 264 of 489 Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above Strengths: • Partnerships of multi-service organizations that collaborate to integrate service delivery • Funders who independently support and partner with anti-poverty service programs and organizations • Dedicated volunteers and staff providing direct services to residents • Central point of entry to access services • Numerous opportunities for collaboration and integration of services amongst government and nonprofit entities • Ownership and operation of a night and day shelter. • Operation of a senior center • Operation of veteran's services. Gaps: • Insufficient funding • Competition and political pressure amongst service providers • High turnover in direct service providers • Insufficient access for individuals who are not English proficient • Transportation • Insufficient supply of affordable accessible housing • Insufficient resources to support a household's desire to move from rental housing into home ownership. Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs To overcome gaps of the service delivery system, Auburn will continue to support and work collaboratively with human service providers in the region to ameliorate barriers to program accessibility as well as develop and implement systems and strategies to leverage their current resources while still providing optimal service to residents. The City will also continue to assess and evaluate programs and service delivery to ensure the community's needs are being met. Consolidated Plan AUBURN Page 104 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 265 of 489 SP-45 Goals - 91.415, 91.215(a)(4) Goals Summary Information o a nd Geographic Needs Funding Order Year Year Category Area Addressed Goal Outcome Indicator 5 Year Plan CDBG: Affordable Apx. Housing $0 Public Affordable Public Service Activities for Affordable City of Housing City Funding: low/moderate income clientele 1 Housing 2025 2029 Housing Auburn (Housing Apx: (60 people) Homeless Stability) $690,000/yr Non-Homeless Special Needs Apx.Total: $3,450,000 Public Facility activities other than low/moderate income benefit: receive service that either[1] interrupts a loss of housing that CDBG: Apx. would lead to homelessness(90 $2,477,895 persons),or[2] migrates a person ($495 579/yr) from shelter into stable housing through access to the Auburn City Funding: Resource Center(200 persons) [3] Reducing City of Reducing Apx. shelter services through city funded 2 Homelessness 2025 2029 Homeless Auburn Homelessness $15,441,265 programs(300 persons) [4]property ($3,088,253/yr) repair that allows residents to remain stably housed(65 families) [5] Apx.Total: Facility update to the ARC(1,560 $17,919,070 persons) [6] Provide downpayment ($3,583,814/yr) rent assistance to prevent homelessness(90 families) [7] Conduct a study to determine the possible location of a Tiny Village to house senior and/or homeless Consolidated Plan AUBURN Page 105 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 266 of 489 veterans in the City of Auburn(10 individuals benefit from housing through the creation of the village) Non-Homeless Acquisition or improvement of one Community& Special Needs Community& Economic 2025 2029 Non-Housing City of Economic CDBG: distressed property. Public amenities Development Community Auburn Development $123,894 in improvement in a qualified census Development tract(2,000 people) Planning and City of CDBG: Administration 2025 2029 Administration Auburn Apx. $619,474 Program Administration Costs ($123,894/yr) Table 8 —Goals Summary Consolidated Plan AUBURN Page 106 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 267 of 489 Goal Descriptions Goal Name Goal The City of Auburn will engage in housing activities,collaborations,and partnerships to enhance opportunities for(1)the 1 Description creation and preservation of affordable housing,or(2)programs that help low-income households to achieve home ownership, or(3)prevents currently housed individuals from entering homelessness, or(4)transitions individuals from being homeless into stable housing. The City will plan for and support strategies and initiatives designed to increase access to housing and housing programs. Goal Name 2 Goal The City of Auburn will support Public Service activities that work toward the following outcomes: 1)reduce the number Description of households becoming homeless; 2)reduce the length of time that households are homeless; 3)increase the rate of exits to permanent housing; and 4)reduce the number of households that re-enter the homeless system after exit to permanent housing. Goal Name • I II - •- .. - 3 Goal City of Auburn City Council, designated downtown as a blighted area due to aging infrastructure and properties. Description Downtown is also located within a qualified census tract. Opportunities exist for acquisition and enhancement and investment in public spaces within downtown Auburn that have the potential to reverse the impact of blight. Goal Name Planning and Administrat 4 Goal General administration and project management Description Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) Auburn does not directly receive HOME grant fun Consolidated Plan AUBURN Page 107 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 268 of 489 SP-65 Lead-based Paint Hazards - 91.415, 91.215(i) Actions to address LBP hazards and increase access to housing without LBP hazards The City of Auburn includes language in its CDBG contracts that require agencies to comply with HUD Lead-Based Paint Regulations (24 CFR Part 35) issued pursuant to the Lead-Based Paint Poisoning Prevention Act (42 U.S.C. Sections 4831, et seq.) requiring prohibition of the use of lead-based paint whenever CDBG funds are used. In addition, the City notifies residents of potential lead-based paint hazards when it awards a Housing Repair grant.A copy of the pamphlet — "Protect Your Family from Lead In Your Home" is provided each Housing Repair client when the City conducts the initial inspection of their home. The city takes additional measures when the age of the home indicates a possible presence of lead- based paint. Before housing repair work commences,the city contracts with a certified provider to undertake lead paint testing.When lead-based hazards are positively identified,the city works with the housing repair client and contractors certified in RRP Lead Abatement to implement the necessary mitigation and safety strategies. How are the actions listed above integrated into housing policies and procedures? Auburn's Housing Repair Program has established written procedures that incorporate all processes of LBP hazard mitigation listed above. SP-70 Anti-Poverty Strategy - 91.415, 91.215(j) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families Over half of Auburn's households would qualify under federal guidelines as low/moderate income households. Auburn has one of the highest poverty rates among all the King County cities. Historically, data included in the Analysis of Impediments to housing show that low-income households are more likely to experience cost burden, multiple housing problems, and be concentrated in areas with poorer environmental health. The City of Auburn assumes that this finding will persist and will be included in King County's update to the Analysis of Impediments. These low-income households have limited financial resources at their disposal to use when faced with normal fluctuations in daily expenses and more serious life crises. Many of these households are precariously housed and several of them become homeless. Helping these residents retain or obtain housing, along with other supportive services that will help them get out of poverty,remain priority issues relative to the City's consideration for grant awards. The City of Auburn's Human Services Department is developing strategies and systems to promote the City's efforts to reduce poverty and work in partnership with citizens,non-profit agencies, and other city departments to: • Develop affordable housing opportunities • Foster job growth and employment opportunities • Support the delivery of human services Consolidated Plan AUBURN Page 108 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 269 of 489 The ultimate goal of the City's Consolidated Plan is to reduce the number of people living in poverty in Auburn. In addition to complying with federal regulations and addressing a priority outlined in the Consolidated Plan, the City will give funding priority to programs which are consistent with the following anti-poverty strategy for resource allocation. How are the Jurisdiction poverty reducing goals,programs, and policies coordinated with this affordable housing plan The City of Auburn's supportive residents and leadership has contributed largely to the City's multiple efforts to pass initiatives that support preserving affordable housing, human service and self-sufficiency needs, economic development and address the needs of the lower income residents to ameliorate barriers to help them escape poverty. The City's poverty reducing goals, programs and policies coordinate with the Consolidated Plan by giving funding priority and investing to: • Emergency assistance programs • Shelters and transitioning housing programs • Homeless prevention and intervention programs • Healthcare services for homeless and low-income residents • Neighborhood revitalization programs • Programs targeting underserved and special populations such as seniors, ethnic minorities, disabled, homeless and non-English speaking residents. Consolidated Plan AUBURN Page 109 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 270 of 489 SP-80 Monitoring - 91.230 Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Where delivery of services is contracted to an outside agency, once CDBG funding is approved, City staff executes an agreement with any outside service providers. The agreement will include, among other general and specific conditions,the project goals and requirements. Grant agreements with project recipients will be required to submit reports at least quarterly detailing the number of Auburn residents served,level of service provided, and a demographic profile of the clients served. Grant recipients will be required to submit an annual report that explains the progress the agency made toward achieving its outcomes and output goals. Grant agreements with recipients will be executed following the completion of the review of the project. Projects will be required to submit progress reports quarterly. If the project warrants additional reporting requirements (such as weekly payroll reports for proof of federal prevailing wage compliance), project monitoring will be increased accordingly. Projects will be monitored on a consistent, on-going basis by City staff. Telephone and/or in person contacts are made at least quarterly, depending upon the activity and issues associated with the individual project. On-site monitoring visits will be conducted upon grant recipients at least annually. Frequency of on-site visits will depend upon the amount of funds provided, history of contract compliance, and/or programmatic changes that may occur in the projector in the service delivery of public service programs. City staff will review, prior to approval all vouchers and back up documentation for payment. Environmental, lead-based paint inspections and contractor debarment issues will be reviewed with agency project managers at the beginning of each project. City staff will strive to help grant recipients complete their projects in a timely manner and in accordance with applicable rules and regulations. When delivery service is provided directly by the city, data is collected and reported by means of the annual CAPER. Consolidated Plan AUBURN Page 110 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 271 of 489 Annual Goals and Objectives Expected Resources AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) Introduction The City of Auburn anticipates funding for the duration of the Consolidated Plan from CDBG and City of Auburn General Fund allocation for Human Services Anticipated Resources Expected Amount Available Year 1 Expected Source $ Program Uses of Funds • nnual Program Prior Year Total: Available Narrative Description f Funds • llocation: Income: Resources: in $ $ $ $ ConPlan Resources anticipated based on 2024 estimated entitlement.Funds to be directed into(1)programs, initiatives,services,partnerships Acquisition that focus on creation,preservation Admin and and/or access to affordable housing, Planning and(2)programs,initiatives, Economic services,partnerships and other CDBG public- Development Apx. 0 0 Apx. Apx. efforts that support the City's desire federal Housing $619,474 $619,474 $3,097,370 to own and operate a day and night Public shelter,provide needed services to Improvements those experiencing homelessness,to Public Services provide needed services to those who are at risk of experiencing homelessness,and/or to provide service and support to those who are exiting homelessness. Consolidated Plan AUBURN Page 111 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 272 of 489 inExpected Amount Available Year 1 Expected Source $ Program Uses of Funds nnual Program Prior Year Total: Available Narrative Description 7 f Funds llocation: Income: Resources: in _ $ $ $ ConPlan Public Services Anticipated general fund allocation General Public- City funded Apx. Apx. Apx. to human services in the community Fund local programs& $3,778,253 0 0 $3,778,253 $18,891,266 across various programs and Initiatives initiatives Public- Public Services General City Funded Apx. Apx. Apx. Anticipated use of existing ARPA& fund Fedelocalr Programs& $373,906 0 0 $373,906 $1,869,534 Opioid Settlement funds Initiatives Total Apx. Apx. $4,771,633 $23,858,170 Table 9 - Expected Resources Priority Table Consolidated Plan AUBURN Page 112 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 273 of 489 Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Auburn relies on CDBG funds to support activities in efforts to support low to moderate income populations in the community primarily in the areas of affordable housing and homelessness. However, CDBG funds are not the only source of funds the City uses to support public services and community projects and activities. The City's general funds are used to support public services in addition to CDBG funds. CDBG funds do not require matching funds. Historically, federal funds have been used to create and maintain a Housing Home Repair program that has typically served between 60 and 70 low-income households per year. This program provides needed repairs to restore such basic needs as hot and/or running water and heat as well as fixing leaky roofs, installing ADA ramps and bathroom fixtures, and replacing broken windows and doors. It is important to emphasize that this program would likely have never been launched had it not been for federal funding support. This highly successful program has expanded over the years and has led to additional local funding support to ensure that the City wants to support more repairs and serve more vulnerable households. The City is now ready to embark upon an effort to make this program fully funded by local dollars and to now use federal funds to help support other community needs. The City is hopeful to use federal funds to seed another successful program that will serve low-income households or those who are experiencing homelessness. If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified in the plan. CDBG funds do not require matching funds. Discussion The City of Auburn will explore possibilities to utilize publicly owned land to address needs identified in the consolidated plan. The City is engaged in investing $6 million dollars to buy a commercial property that it has been leasing for the last 5 years. This property houses the City operated day and night shelter, food bank, community court, resource hub, and non-profit tenants that provide various types of services. The City intends to further build out this property to provide additional community services that target low-income populations. Consolidated Plan AUBURN Page 113 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 274 of 489 AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information Sort oal Name Start End Category Geographic Needs Funding Goal Outcome Indicator Order Year Year Area Addressed CDBG: Affordable Access to,and Apx. $0 Housing availability of Public Service Activities for Affordable Public Housing City of Affordable low/moderate income clientele Housing 2025 2029 Homeless Auburn Housing/ City Funding: (60 people) Apx: $690,000 Non-Homeless Housing Special Needs Stability Apx.Total: $690,000 Public Facility activities other than low/moderate income benefit:receive service that either[1]interrupts a loss of housing that would lead to homelessness(90 persons),or CDBG: [2]migrates a person from Apx. shelter into stable housing $495,579 through access to the Auburn Addressing City of Reducing Resource Center(200 persons) 2 Homelessness 2025 2029 Homelessness Auburn Homelessness City Funding: [3] shelter services through city Apx: funded programs(300 persons) $3,088,253 [4]property repair that allows residents to remain stably Apx.Total: housed(65 families) [5]Facility $3,583,832 update to the ARC(1,560 persons) [6]Provide downpayment rent assistance to prevent homelessness(90 families) [7] Conduct a study to determine the possible location of a Tiny Consolidated Plan AUBURN Page 114 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 275 of 489 Village to house senior and/or homeless veterans in the City of Auburn(10 individuals benefit from housing through the creation of the village) Non-Homeless Acquisition or improvement of Community& Special Needs Community& one distressed property. Public 3 Economic 2025 2029 Non-Housing City of Economic CDBG: amenities in improvement in a Development Community Auburn Development $123,894 qualified census tract(2,000 Development people) 4 Planning and 2025 2029 Administration NA CDBG:Apx. Program Administration Costs Administration $123,894 Table 10—Goals Summary Consolidated Plan AUBURN Page 115 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 276 of 489 Goal Descri s tions Iloal Name Affordable Housing The City of Auburn will engage in housing activities, collaborations, and partnerships to enhance opportunities Description for (1) the creation and preservation of affordable housing, or (2) programs that help low-income households to achieve home ownership, (3)prevents currently housed individuals from entering homelessness, or(4)transitions individuals from being homeless into stable housing. The City will plan for and support housing strategies and initiatives designed to increase access to housing and housing programs. oal Name Addressing Homelessnes - — Goal The City of Auburn will support activities that work toward the following outcomes: 1} reduce the number of Description households becoming homeless; 2} reduce the length of time that households are homeless; 3} increase the rate of exits to permanent housing; and 4} reduce the number of households that re-enter the homeless system after exit to permanent housing. oal Name Community &Economic Development Goal The City of Auburn City Council, designated downtown as a blighted area due to aging infrastructure and Description properties. Downtown is also located within a qualified census tract. Opportunities exist for acquisition and enhancement and investment in public spaces within downtown Auburn that have the potential to reverse the impact of blight. IGoal Name Planning and Administration Goal General administration and project management. Description Consolidated Plan AUBURN Page 116 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 277 of 489 AP-35 Projects - 91.420, 91.220(d) Introduction Auburn's Annual Action Plan provides descriptions of proposals of how funds will be prioritized to achieve goals identified in the Consolidated Plan.Projects funded by the City will address the priority needs of aiding prevent homelessness, ensure affordable housing and a suitable living environment. Projects and programs are selected through a competitive application process to ensure optimal quality services is provided to the community in use of the funds. # Project Name l Tiny Village Development Study 2 Public Facility Improvement Home Repair Program Downpayment Assistance Rent Assistance Service Providers—addressing affordable housing Planning and Administration Table 11—Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The allocations proposed are based on the assessment of Auburn's needs, the resources available in the region, the availability of other funds also focusing on needs, and the purpose of Consolidated Plan funds. Should CDBG revenues exceed the proposed amount, the additional resources shall be allocated in accordance with the following guidelines: • Fill gaps in human services primarily healthcare, homeless prevention and intervention and affordable housing accessibility. • Increase funding for community development projects and activities including housing, community facilities and economic development. • Funding for rehabilitation of the Auburn Resource Center If increases are not significant enough to enhance projects or activities funds may be placed in contingency for programming later in the year or the following program year. Consolidated Plan AUBURN Page 117 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 278 of 489 Should CDBG revenues come in lower than anticipated;the City will continue with its planned policy and to the extent allowed reduce funding allocations in homeowner rehabilitation projects and administrative activities. Should CDBG revenues come in less than originally proposed, the City will continue managing the programs with decreased resources to the extent possible and reduce funding allocations in administrative activities and not public services. AP-50 Geographic Distribution - 91.420, 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed. The City of Auburn intends on distributing funds throughout the jurisdiction. Geographic Distribution Target Area Percentage of Funds City of Auburn 100% Table 12 - Geographic Distribution Rationale for the priorities for allocating investments geographically Due to the fact that all areas of Auburn have low to moderate income families dispersed throughout the entire City, the City intends on investing throughout the entire jurisdiction to ensure that all populations throughout the region have access to beneficial programs and housing opportunities. Discussion None Consolidated Plan AUBURN Page 118 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 279 of 489 AP-85 Other Actions - 91.420, 91.220(k) Introduction The City of Auburn will continue to work with service providers throughout the region in coordination to develop systems and strategies to promote their efforts in providing optimal, easily accessible services. The City will work to reduce the number of families in poverty, sustain relationships with employment training agencies, and work to preserve and increase the affordable housing stock in our community. Actions planned to address obstacles to meeting underserved needs By establishing a strong foundation of networks between local service providers, stakeholders and government agencies through committees and coalitions,the City will work in partnership to address obstacles and ameliorate barriers to meeting underserved needs. The collaborated organizations will develop detailed strategic plans that will delegate tasks, build systems and ongoing assessment of service delivery. Actions planned to foster and maintain affordable housing The City will continue to maintain the affordability of decent housing for low-income Auburn residents by fully funding the City's Housing Repair Program with local funds. The program provides emergency repairs necessary to maintain safe housing for at least 60 Auburn homeowners per year, many of whom are senior citizens and/or are experiencing barriers to safely accessing their homes due to physical disabilities. In addition to Auburn's Housing Repair program, the City will maintain affordable housing by continuing to engage and partner with coalitions, committees and other government agencies to integrate and enhance efforts on the issue. Auburn has been participating in multiple robust regional efforts to coordinate affordable housing activities in King County. One of these efforts, The South King Housing and Homelessness Partners (SKHHP) is a coalition formed by an interlocal agreement between the jurisdictions of Auburn, Burien, Covington, Des Moines, Federal Way, Kent, Normandy Park, Renton, Tukwila, and King County. The agreement allows for South King County jurisdictions to work together and share resources in order to effectively address affordable housing and homelessness. This collaborative model is based on similar approaches used in Snohomish County, East King County, and other areas of the country. The purpose of the coalition is to increase the available options for South King County residents to access affordable housing and to preserve the existing affordable housing stock. Additionally, the City of Auburn has been an active participant in the recently formed Affordable Housing Committee of the Growth Management Planning Council (GMPC), with a City Councilmember sitting on the Committee as a voting member. The Affordable Housing Committee serves as a regional advisory body to recommend action and assess progress toward implementing the Regional Affordable Housing Task Force (RAHTF) Five Year Action Plan. The Committee functions as a point in coordinating and owning accountability for affordable housing efforts across King County. Actions planned to reduce lead-based paint hazards Consolidated Plan AUBURN Page 119 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 280 of 489 The City of Auburn includes language in its CDBG contracts that require agencies/contractors to comply with HUD Lead-Based Paint Regulations(24 CFR Part 35)issued pursuant to the Lead-Based Paint Poisoning Prevention Act(42 U.S.C. Sections 4831, et seq.).This requirement prohibits the use of lead-based paint whenever CDBG funds are used. In addition, the City notifies residents of potential lead-based paint hazards when it awards a Housing Repair grant.A copy of the pamphlet— "Protect Your Family from Lead In Your Home" is provided each Housing Repair client when the City conducts the initial inspection of their home. The city takes additional measures when the age of the home indicates a possible presence of lead- based paint. Before housing repair work commences, the city contracts with a certified provider to undertake lead paint testing. When lead-based hazards are positively identified, the city works with the housing repair client and contractors certified in RRP Lead Abatement to implement the necessary mitigation and safety strategies. Actions planned to reduce the number of poverty-level families The City of Auburn's planned actions to reduce the number of poverty- level families within the context of this Annual Action Plan include but are not limited to: • Participate and partner with coalitions, committees and agencies that provide antipoverty services to develop and enhance strategies and efforts to reduce poverty level families • Supporting the development and sustainability of affordable multi-family housing in Auburn • In addition, the city will continue to support and fund programs serving families living in poverty through a competitive human services funding process. Actions planned to develop institutional structure The City's planned actions to address the gaps and weaknesses identified in the strategic plan include: • Maintaining partnerships with and participating in the South King County Housing and Homelessness Partnership, All Home of King County and other regional human service providers, coalitions and committees who address homeless issues. The City will also continue to work collaboratively with partnering organizations and groups to integrate and enhance services to provide optimal services to individuals and families currently experiencing or at risk of homelessness. In addition, the City plans to allocate $250,000 to emergency shelters and homelessness intervention services, and more than $60,000 to emergency services such as food, financial assistance, clothing and healthcare. • Take a comprehensive approach to consolidated and comprehensive planning to include all internal City departments, commissions, committees and task forces. Actions planned to enhance coordination between public and private housing and social service agencies The City of Auburn has heavily contributed and intends to continue cultivating relationships between public and private housing and social service agencies. In addition, the City will continue to participate in collaborations with the South King County Forum on Homelessness, the South King County Council of Human Services, Seattle-King County Housing Development Consortium and the King County Joint Planners Meeting. Consolidated Plan AUBURN Page 120 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 281 of 489 In 2016 the City of Auburn started participating in Affordable Housing Week through the Housing Development Consortium along with other public and private housing agencies in King County to continue our partnerships in providing affordable housing in the region. The City will continue its participation in this annual event and look for other similar opportunities to raise build partnerships to support the preservation and enhanced affordability of housing in our community. Discussion The expressed goal of the City's Consolidated Plan is to reduce the number of people living in poverty within Auburn. The City intends to give funding priority to programs that in addition to complying with federal regulations and address a priority and outlined in the Consolidated Plan are consistent with all of the goals and objectives identified. Consolidated Plan AUBURN Page 121 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 282 of 489 AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction The City of Auburn does not anticipate receiving any program income during the 2025 Annual Action Plan year. Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(1)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $0 2 The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan $0 3 The amount of surplus funds from urban renewal settlements $0 4 The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. $0 5 The amount of income from float-funded activities $0 6 Total Program Income $0 Consolidated Plan AUBURN Page 122 of 122 - DRAFT OMB Control No:2506-0117(exp.06/30/2018) Page 283 of 489 2025 - 2029 Consolidated & Action Plan ( s ) Needs Assessment/Market Analysis/Consolidated and Action Plan Overview and Summary April 2025 Kent Hay, Jody Davison, Jason Krum CITY OF * ram-- AUBURN WASHINGTON Page 284 of 489 Public a En ement for Plan Development � � • Work began on July 1St, 2024, with Cloudburst Consulting Group • Conducted a needs assessment and Market Analysis • Auburn conducted an input survey from the community • Draft plan(s) were publicized in the Seattle Times and Auburn Reporter, SpeakUpAuburn, City Website • Public Meetings and Hearings were held before the Human Services Committee T H ECLQUDBURSTG ROU P TOe$eattleC'�C.Im REPORTER es = AU AR.°.BURN 2025-2029 Consolidated Plan Final Review WASHWGTON April2025 Page 285 of 489 Stakeholder Engagement • June 24th, 2024 — City Council study session • July 25 — August 23rd, 2024 — Online Survey seeking initial input • July 24th — Seattle Times Publication • August 8th — Email to subscribers • July 25th — Flyers distributed throughout the City • June 15t — Posted on SpeakUpAuburn • October 28th— City Council study session • August 19th, October 28th, 2024 and January 27th, 2025 — Human Services held a public hearing. • December 31st, 2024 — Plan shared with Consortium Cities of (Kent, Bellevue, Federal Way and King County) • January 15t — January 315t, 2025 — 30-day Comment Period on the draft Plan • April 28th 2025 — City Council study session • May 5th 2025 — City Council meeting Attu' 2025-2029 Consolidated Plan Final Review AUB "HIN TOM April 2025 Page 286 of 489 Initial Council Feedback June 24th , 2024 and October 28th 2024 • Rakes: Engagement, Senior Mobile Home Parks, Blight, Code Enforcement, Economic Development • Amer: Affordable Daycare, Help for Seniors, Education on available services, Mobile Dental, Clinics • Baldwin : Housing Affordability, Food Resilient Systems, Cooling Programs, Property Rehab, Public Safety • Taylor, T: Education workshops for Seniors (available services), New business support, homeownership assistance • Taylor C: Accountability, leverage existing agencies, streamline services, make sustainable decisions for the long term. • Trout-Manuel : Removing barriers to housing especially for marginalized populations. Also, assistance with home repairs and home ownership Rr�. * 2025-2029 Consolidated Plan Overview AUBU WMKINOT0NRN April 2025 Page 287 of 489 Public & Stakeholder Feed back* Basic Needs Public Facilities Housing Homeless Prevention Economic Development Additional Comments included : • Public Safety & Infrastructure • Downtown Development & Community Engagement • Housing & Homelessness • Childcare & Early Education �RrBURN* 2025-2029 Consolidated Plan Final Review AU " WASHWG70N April2025 * Not in a particular order of ranking Page 288 of 489 Needs Assessment • Identified housing, particularly for the disabled & elderly as a priority need • Reducing Homelessness AUtj BU. N 2025-2029 Consolidated Plan Final Review WASHWG70N April 2025 Page 289 of 489 Consolidated Plan Draft Goals Affordable Housing Annual Funding Commitment: • Activities that work toward the following outcomes: CDBG: $0 (1) creation and preservation of affordable housing City: $690,000 (2) help low-income households to achieve home ownership (3) prevent currently housed individuals from entering homelessness (4) assist transition from homeless into stable housing (5) support fair housing strategies to increase access to housing and housing programs Addressing Homelessness • Activities that work toward the following outcomes: Annual Funding Commitment: (1) reduce the number of households becoming homeless CDBG: $495,579 (2) reduce the length of time that households are homeless City: $3,088,253 (3) increase the rate of exits from homelessness to permanent housing; (4) reduce the number of that re-enter the homeless system after exit to permanent housing households R.�. • 2025 2029 Consolidated Plan Final Review * Amounts listed are estimates based on 2024 spending AUBURN WASHINGTON April 2025 Page 290 of 489 KeyChanges frompreviousyears • Goals have remained similar however: • Funding Source for the Home Repair Program has changed : • Built with CDBG funding • Expansion needed • By funding internally, the program can pivot to allow greater flexibility to address need • Funds have been re-allocated from Human Services to Community Development =R* * 2025-2029 Consolidated Plan Final Review AUBUFRN WASHWG70N April 2025 Page 291 of 489 KeyChanges cont . • Purchase of the Auburn Consolidated Resource Center Building • Need for additional funding to modify the space • Facility upgrades AU AoBURN 2025-2029 Consolidated Plan Final Review WMKINOT0N April2025 Page 292 of 489 2025 Annual Action Plan • Expected Funding Apx. $619,474 ( based on 2024) • Remaining Prior year funding: $82,392 • Reducing Homelessness: $495,579 • Administration : $123,894 • Addressing the goal of Affordable Housing will be done with City Funding t 2025-2029 Consolidated Plan Final Review AAUBURN WMKINOT0N April2025 Page 293 of 489 Next Steps April 2024 — September 2024 Consolidated & Action Plan October 2024 — February 2025 Overview May 202 Consolidated & Action Plan Public Engagement Drafted Fair Housing Data Public Comment and Hearing Consolidated & Action Plan Submitted to Hud and King Needs Assessment Council Overview and Input County on — 5/6/25 County Data Engagement from King Co. Bellevue, Kent & Federal Way Consolidated & Action Plan Council Presentation 4/28/25 Consolidated & Action Plan ATT Council Action 5/5/25 11MY 0 BU 2025-2029 Consolidated Plan Final Review �J 11 "MEIN TON April 2025 Page 294 of 489 Questions ? * r *_, CITY OF am-- AUBURN WASHINGTON 12 Page 295 of 489 RESOLUTION NO. 5825 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, ADOPTING THE 2025- 2029 CONSOLIDATED PLAN AND THE 2025 ANNUAL ACTION PLAN WHEREAS, the U.S. Department of Housing and Urban Development (HUD) designated the City of Auburn as an entitlement community for its Community Development Block Grant (CDBG) Program; WHEREAS, the primary objective of the Consolidated Plan and CDBG Program is the development of viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for persons of low and moderate income; WHEREAS, to be eligible for funding, the City of Auburn must submit a Consolidated Plan to serve as a federally required planning document to guide the City of Auburn's human service and community development efforts; WHEREAS, the planning process to develop the Consolidated Plan involved public participation and guidance from non-profit and governmental agencies serving low income residents in the community; WHEREAS, the City Council of the City of Auburn heard and considered public comment about the proposed 2025-2029 Consolidated Plan and 2025 Action Plan; Resolution No. 5825 May 5, 2025 Page 1 of 2 Page 296 of 489 NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, RESOLVES as follows: Section 1. Pursuant to Chapter 24 of the Code of Federal Regulations Part 91, the City adopts the 2025-2029 Consolidated Plan and the 2025 Annual Action Plan. Section 2. The Mayor is authorized to implement such administrative procedures as may be necessary to carry out directions of the legislation. Section 3. This Resolution shall be in full force and effect on passage and signatures. Dated and Signed: CITY OF AUBURN NANCY BACKUS, MAYOR ATTEST: APPROVED AS TO FORM: Shawn Campbell, MMC, City Clerk Jason Whalen, City Attorney Resolution No. 5825 May 5, 2025 Page 2 of 2 Page 297 of 489 * CITY OF J\I.JBU1R.ts4 AGENDA BILL APPROVAL FORM WASHINGGTTON Agenda Subject: Meeting Date: 4th Quarter 2024 Financial Report (Thomas) (20 Minutes) April 28, 2025 Financial Report through December 2024 Department: Attachments: Budget Impact: Finance Financial Report through Dec None 2024 (FINAL), 2024 Q4 Financial Update Administrative Recommendation: For discussion only. Background for Motion: Background Summary: The Financial report summarizes the general state of Citywide financial affairs and highlights significant items or trends that the City Council should be aware of. The attachment provides year-to- date financial activity through December 31, 2024, based on financial data available as of April 1, 2025. Councilmember: Kate Baldwin Staff: Jamie Thomas Page 298 of 489 f- CITY or + A r C, Quarterly Financial Report Through December 2024 - WASHINGTON This report provides an overview of the City's overall cash-basis financial position for the fiscal year ending December 31, 2024, reflecting data available as of March 15, 2025. The City's fiscal year is the same as the calendar year. References to budget, actual and prior year amounts reflect year-to-date numbers, unless stated otherwise. Year-to-date performance expectations are generally based on the two prior years of data. General Fund Overview As 2024 comes to a close, the City continues to surpass what was a solid financial performance in 2023. General Fund revenues have generally exceeded budget expectations and largely recovered from the impact of COVID-19. With the adoption of Ordinance#6961 in November 2024, the annual budget consists of $109.1 million in revenues and $115.4 million in expenditures - a planned decrease in General Fund balance of $6.3 million. The City Council also approved the biennial budget for the fiscal years of 2025-2026, which had been in development throughout 2024. Amid nationwide discussions of an economic soft landing, the General Fund continues to outperform revenue expectations. By year-end, the City collected $4.8 million or 4.4% more revenues in 2024 than in 2023. A large contributor to this outcome was Business and Occupation (B&O) tax revenue; throughout 2024 the City collected $11.6 million in B&O taxes (including backdated collections), an increase of $1.0 million from 2023. However, the City anticipates that B&O revenues will decline slightly in the upcoming year as payments related to prior periods decrease. The City also implemented a new photo enforcement program during the second half of 2023, which generated $2.6 million of revenue through 2024. Mitigating the increases in General Fund revenues, the City also saw expenditures increase from the same period last year by $6.9 million or 7.5%. This is due to planned increases in overhead costs, professional services and insurance premiums. Overall, General Fund revenues collected through 2024 totaled $114.9 million as compared to an annual budget of$109.1 million, and were $5.8 million, or 5.3% above budget expectations. General Fund expenditures through 2024 totaled $99.7 million compared to an annual budget of $115.4 million; resulting in a $15.8 million or 13.7% underspend. GENERAL FUND REVENUES VS. EXPENDITURES THROUGH DECEMBER 2024 YTO Actuals$99.7 M Expenditures -w--- YTDBudget$115.4M YTD Actuals$114.9 M Revenues ------- rib Budget$109.1 M $0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 $110 $120 $130 $140 $MILLIONS Page 299 of 489 Quarterly Financial Report Through December 2024 2 Revenue: The following factors had the most significant impact on the budget vs. actual revenue collected: • B&O Tax: Revenues collected through 2024 totaled $11.6 million, greatly exceeding the annual budget by $4.6 million or 65.1%. Some of the favorable variance is due to the collection of tax obligations incurred in prior years, which is not expected to continue at the same level in the future. [page 11] • Fines and Penalties: Collections through 2024 were $3.8 million in total and $2.7 million favorable to budget. Higher than expected revenues from a photo enforcement program implemented by the City in 2023 contributed $2.0 million toward the favorable variance. Other non-court fines and penalties are $660,500 favorable versus budget expectations, mainly due to interest and penalties on B&O tax collection. Civil penalties and criminal costs had an unfavorable variance, slightly reducing the overall favorable variance. [pages 20-21] • Retail Sales Tax: The sales tax report for distributions through 2024 (provided as an attachment to this report)reflects amounts remitted to the City of Auburn based on sales between November 2023 and October 2024. Collections totaled $22.9 million, approximately $95,000 lower than last year, driven by lower collections particularly in the construction and retail trade sectors. This is the first time the City has recorded lower year-over-year retail sales tax revenue since 2013. However, compared to the annual budget, sales tax has a favorable variance of$2.3 million or 10.9%. [pages 9-11] • Interest and Investment Earnings: Throughout 2024, interest and investment earnings have totaled $2.2 million and hold a $1.9 million favorable variance to budget. This is largely due to current investments outperforming expectations throughout the year. Multiple investments matured during the remainder of the year, which may reduce the rate of collections in the upcoming year. An in-depth analysis of investments is included as an attachment to this report. [pages 3-4] • General Government Services: Revenues collected during 2024 totaled $4.5 million, marginally below the expected budget amount of $5.8 million. This was mainly due to the timing of reimbursements related to SKHHP projects that were scheduled but not completed during the year. However, even with this unfavorable variance to budget in 2024, these revenues surpassed 2023 totals by $78,000. This is due to a large percentage of these revenues resulting from interfund support services which were fully collected throughout the year. [page 18] • Transfers-in: Transfers into the General Fund were $9.4 million unfavorable to budget throughout the year. This is mainly due to a budgeted transfer-in amount of$9.3 million for cash-flow purposes. As the year progressed, the City determined that this transfer was unnecessary in 2024. Expenditures: Overall, the favorable variance to the annual expense budget is $15.8 million. At the close of the year all departments operated within their annual budgets, with some variances due to the timing of professional services payments, as well as expenses related to projects facilitated by ARPA funding. Also contributing to the favorable variance was a savings in salaries and benefits expenses of roughly $3.5 million; as of the compilation of this report, there were 38 vacant regular full-time positions in the City. Likewise, services and charges were favorable to budget expectations throughout the year by roughly $7.0 million. This is partially due to the timing of spend on projects in-progress within the City. Page 300 of 489 Quarterly Financial Report Through December 2024 3 Citywide Cash and Investments As of December 31, 2024, the City of Auburn's Investment Portfolio is comprised of liquid investments in the State's Local Government Investment Pool (LGIP) and cash (60.6%), investments in agencies (26.2%), and treasuries (13.1%). Liauid balances are comprised of the City's cash balances, plus the amount invested in the LGIP. The LGIP is operated by the State Treasurer, and provides a "safe, liquid, and competitive" investment option for Washington local governments. The City can access and withdraw the entire amount of LGIP and cash balances at any time. As of December 31, the City maintained a balance of$132.1 million with the LGIP and $29.6 million in cash. The City's investment portfolio also includes 21 current investments in agencies and treasuries, each with a par value of$5 million for a total of$105 million. As of December 31, the market value of these investments was $103.9 million. As depicted in the graphic below, all investments mature within a 5-year period, with the highest amount of cash-flow coming in 2-3 years ($25 million). Maturity Distribution ».wM $254IM $ilLM- 519 M- $1441M $So. s',3un won. $0MM 50.0 472 500 $9 O-3mo 3 fimo 6•12663 L-2'yr I•3yi 3-S:r 4-3yr 5-7yr 7-106T O2er10yr The table below details the current position of the City's investments through the end of the year. As illustrated in the unrealized gain/loss column, the City currently holds an overall loss of roughly $357,000. This is calculated by subtracting the book value (value of investment after liabilities are backed out) against the market value (current price of investment on the market). As the investments move closer to maturity, the unrealized gain/loss will fluctuate based on current market conditions. Amortization/Accretion(look Calculations u nrealued CIISIP/5e1-ID Set 09511 Can Mat Ot Par Value Cost Purrh Po Book Val book P8 Book'/IM Mkt Val Mkt 13.8 Mkt ttM sa!N.ass 3130483M5 FEDERAL HOME LOAN 0414K81-1 0.55 3/28/2025 5,000,000 5,013,879 100.26 5,000,958 100.02 0.46 4655,150 9910 425 145,805] 315590505 FEDL NAR MTG ASSN SOD BENI 0.63 4/22/2025 5,000,100 4,699,320 93.99 4,933,484 98.67 4.96 4,945,350 98.91 4.17 11,855 3133EP948 FF00 4.75 7/2112025 5,000,100 4,990,590 99.81 4,997,147 99.94 495 5,011,750 100.24 431 14,663 31304W KM FOL6 4.75 12/12/2025 5,000,000 5,011,120 100.22 5,004,551 100.09 4.65 5,023,650 10047 423 19,099 3133E88110 FF00 4.63 4/10/2026 5,000,000 5,012680 10024 5,005,756 10612 4.53 5,0245350 16230 422 19,094 5133E159E9 FFCB 4.38 7/6/2026 5,000,000 4,989,635 9979 6,996533 99.89 445 5,006,000 10012 429 11,257 31304)00P1 FEDERAL HOME LOAN 04 NN EH 4.88 9/11/2026 5,000,000 5,029,315 100.59 5617682 100.36 4.65 5,049,050 100.98 426 31,168 912828YX2 T 1.75 12/31/2026 5,600,000 4,612,470 92.25 4,767,341 95.35 4.20 4,763,850 95.28 424 i3,491) 31424WAF9 FAMCA 4.88 4/1/2027 5,600,000 5,026,850 100.54 5,018,127 100.36 4.70 5,061,5500 101.23 429 43,373 3130405822 FOLD 4.13 6/11/2027 5,900,000 4,977,590 99.55 4,985,465 99.71 4.25 4,978,700 9957 4.31 16,766] 912829E99 TREAS SER AC-202 3.13 8/31/2027 5,000,000 4,862,025 97.24 4695,290 9791 3.96 4655,450 9711 428 139,840) 31422670 FAMCA 3.79 10/4/2027 5,000,000 4,855,555 97.07 4,893,399 97.87 4.52 4,950,560 96.61 433 37,101 912829699 TREAS 5ER AH-202 3.88 12/31/2027 5,000,000 5,045,630 10091 5,041,601 109.83 3.58 4,942,000 98.84 429 109,601) 912829659 TREAS 5ER}2028 125 3/31/2028 5,000,000 4,365,915 9732 4,518260 9037 447 4,540,450 90.91 431 22,190 912822120 T 4.03 6/30/2028 5,000,100 5,013,895 10028 5,011,338 100.23 3.93 4,947,650 98.95 433 {63,688) 91282CHX2 TREAS5ER AC-202 4.38 8/31/2028 5,000600 5,096,385 101.93 5,078,398 101.57 3.91 5,003,300 100.07 435 175,0913) 3133EPA47 FF66 4.88 11/1/2928 5,000600 5,082,540 10165 5,065,044 101.30 4.50 5,083,400 101.67 4.40 18,356 3133E45440 FF66 4.25 2/28/2029 5,000600 5,051,305 101.03 5,043,425 100.87 4.02 4,979,650 9959 436 163,775) 31424WHP0 FAMCA 4.65 4/26/2029 5,000,900 5,007,390 100.15 5,006674 100.17 4.62 5,043650 100.88 4.42 37,076 31424156111 FAMCA FEDERAL 3.63 9/4/2029 5,060,000 5,003,400 100.07 5,003,012 109.06 3.01 4,50,100 96.60 4.44 (172,912] 912829631 TREAS 015 3.88 12/31/2029 5,000,000 4,935,795 98.72 4,36,66 98.73 4.16 4,84,200 97 68 4.40 152,066) TOTAL and AVERAGES 105,030,000 103,600,735 104,217,754 4.15 103,860500 4.31 (357,254] The current cash-flow projections for 2025 can be seen below. Projected collections from investments in the upcoming year total $23.8 million and average $6.0 million of collections per quarter. The current structure of maturing investments creates a consistent inflow of cash throughout the year, making it easier for the City to manage its cash flow accordingly. Page 301 of 489 Quarterly Financial Report Through December 2024 4 Extended Cash-lows n cv>;P Par Value Jan-25 Feb-25 mar-25 Apr-25 mar-2s lun-25 lul-25 A3H-25 S . Oct25 Nov-25 Dec-25 rear 1 Total 1 5150893615 8018030 0 0 8013 750 0 0 0 0 0 0 0 0 0 5015750 2 515.0.5 8018030 0 0 O 8018625 0 0 0 0 0 0 0 0 5015.625 3 3133120728 5.000.000 118,750 0 0 0 0 ❑ 5,113,75❑ 0 0 0 ❑ 3 5.237.300 4 3130A6KR11 5,066000 0 0 0 0 0 118,750 0 0 0 0 0 5,118,750 5237 MO 5 3133E22110 5.060.000 0 0 0 115,625 0 ❑ 0 0 0 115,625 0 0 231.2. 6 3133EPPE9 5.060.000 109,375 0 0 ❑ 0 ❑ 109,375 0 0 ❑ ❑ ❑ 216750 313088091 5.060.000 ❑ 0 121.875 0 0 ❑ ❑ 0 121.875 0 ❑ ❑ 243750 8 912828Y%2 5.060.000 ❑ 0 0 0 0 43,75❑ ❑ 0 0 ❑ ❑ 43,750 S7,500 9 31424W9F9 5,060,000 ❑ 0 0 121,675 0 0 ❑ 0 0 121,875 ❑ 0 243750 30 313080622 5,060,060 0 0 0 0 0 1❑3,125 0 0 0 ❑ 0 .3,125 206.250 11 612821209 5,060,060 0 75,125 0 0 0 0 0 73,125 0 ❑ 0 0 156,250 12 3142.670 5,060,000 0 0 0 94,730 0 0 0 0 0 94,350 0 0 169500 13 9128200 C9 5,060,000 0 0 0 0 0 96,875 0 0 0 0 0 96,675 193 760 14 91282C659 5.060.000 0 0 31,250 0 0 0 0 0 31,2. 0 0 0 62,503 15 91282CH K❑ 5.060.000 ❑ 0 0 0 0 103,001 ❑ 0 0 ❑ ❑ loO,OOO 200,000 16 9126200%2 5.060.000 0 109,375 0 0 0 0 0 109,375 0 ❑ ❑ ❑ 216.750 17 3133E,47 5.060.000 0 0 0 0 121,275 0 0 0 0 0 121,875 0 243750 16 3133E2480 5,068000 0 106,250 0 0 0 0 0 106,250 0 0 0 0 212,500 19 514240,1190 5,000A0 0 0 0 116,250 0 0 0 0 0 116,250 0 0 232.500 20 31424WN911 5.060,060 0 0 90,623 0 0 0 0 0 .922 0 ❑ 0 161.250 21 91232.61 5066000 0 0 O ❑ 0 96873 0 0 0 0 0 96,675 .37. 'TOTAL 105p00,000 228,125 203,750 5,257,500 5,664,125 121,E75 559,375 5,220,175 293,753 243,750 418,300 121,875 5,559,375 23,820,125 Street Funds Overview The City's three street funds are special revenue funds wherein the revenue sources and expenditures are legally restricted. These funds are used for street capital construction projects, as well as local and arterial street repair and preservation projects. Historically, most expenditures in all three street funds occur during the second half of the year when weather conditions are optimal for pavement construction. Variances in budget and actuals between years are generally due to the schedule and level of activity on projects in the funds, and the timing of grant reimbursements and other funding. In 2024, many projects in the street funds moved out of the design phase and into the construction phase, triggering increases in expenditure activity as well as revenue collections from grant reimbursements and sales tax. Arterial Street Fund revenues in 2024 totaled $6.8 million compared to $3.0 million in 2023, while expenditures increased $3.1 million from $3.4 million in 2023 to $6.5 million in 2024. There were 26 active projects in this fund in 2024 and, as noted above, the increased activity is due to increase construction activity for these projects throughout the year. [pages 26-27] Local Street Fund revenues through 2024 totaled $4.6 million compared to $3.2 million in 2023. This increase is due primarily to increased collections of interfund utilities taxes (+$963,000), as well as increase interest earnings compared to the prior year (+$301,000). Expenditures in 2024 totaled $2.1 million compared to $210,000 in 2023, which is consistent with the City's expectation given increased construction activity for the eight active projects in the fund. [pages 28-29] Arterial Street Preservation Fund revenues totaled $4.0 million in 2024 compared to $3.6 million in 2023. Most of this increase was driven by increased revenues from the Public Transportation Sales & Use Tax, which totaled $2.7 million in 2024, up $455,000 from $2.2 million in 2023. Increased construction activity for 18 active projects in this fund contributed to an increase in expenditures, which totaled $4.3 million in 2024 compared to $1.6 million in 2023. [pages 29-30] Enterprise Funds Overview The City's enterprise funds account for operations with revenues primarily provided from user fees, charges, or contracts for services. In the prior year the City's cash and investment balances had increased significantly, due to increased interest rates and yields to maturity for the City's investment accounts. In 2024, the maturation of investments means the funds which previously saw significant year-over-year increases in interest earnings are continuing to see higher interest income, albeit at a lower growth rate. As such, interest earnings across all enterprise funds through 2024 increased $292,000 to $3.5 million compared to $3.2 million in the prior year. Page 302 of 489 Quarterly Financial Report Through December 2024 5 The Water Utility Fund ended 2024 with an operating income of$7.7 million, which was approximately $337,000 higher than last year. Revenues for this fund were $20.2 million through 2024, compared to $19.5 million through 2023. These revenues were offset by$12.6 million in expenditures, compared to $12.2 million in 2023. In total, operating income had a $2.5 million favorable variance compared to the 2024 budget, due to favorable variances in both revenues (+$1.2 million) and expenditures (-$1.3 million lower than budget). However, after factoring in non-operating revenues and expenses such as capital construction and payment of debt service, the Water Utility experienced an overall decrease to working capital of$1.5 million. [pages 32- 33] The Sewer Utility Fund ended 2024 with an operating income of$5.2 million compared to $4.7 million in the same period last year. Operating revenues increased $857,000 from $11.3 million in 2023 to $12.1 million in 2024. This increase in revenue was partially offset by a $335,000 increase in operating expenses. Operating income was $5.2 million, driven by favorable variances in revenues (+$2.4 million) and expenditures (-$3.0 million) compared to budget. Net changes in non-operating income and capital project related activity reduced the overall change in working capital for the Sewer Utility to $4.2 million. [pages 33] The Stormwater Utility Fund ended 2024 with an operating income of$3.4 million compared to $3.3 million last year. Operating revenues in 2024 totaled $13.4 million compared to $12.7 million in 2023. Operating expenses increased $514,000 million from $9.4 million last year to $10.0 million in 2024. Compared to the 2024 budget, operating income held a $2.3 million favorable variance due to favorable variances in both revenues (+$2.0 million) and expenditures (- $253000). Increased expenditures related to capital construction led to an overall reduction in working capital of$1.6 million. [pages 33-34] The Solid Waste Utility Fund ended 2024 with an operating income of$620,000, compared to an operating loss of$549,000 through the same period last year. While operating revenues increased from $28.9 million through 2023 to $31.0 million through 2024, operating expenditures also increased. Operating expenditures through 2024 were $30.3 million, compared to $29.5 million through the same period last year. Like the other enterprise funds, operating income was favorable to the 2024 budget, due to a $374,000 favorable variance in revenues and a $907,000 favorable variance in expenditures. [page 34] The Airport Fund ended 2024 with operating income of$354,000, slightly lower (-$22,000) than operating income for the same period last year. Operating revenues decreased $31,000 from 2023, while operating expenditures also decreased slightly (-$9,000). Overall, the Airport Fund had a favorable operating income budget variance of$15,000 in 2024. Factoring in additional expenditures related to capital projects this fund experienced a reduction of$230,000 in total working capital. [page 34-35] The Cemetery Fund ended 2024 with operating income of$86,000, a reduction of$232,000 compared to $318,000 through the same period last year. This decrease was driven by decreased charges for service (-$161,000), as well as an overall increase of$60,000 in operating expenditures. Compared to 2024 budget expectations, the Cemetery Fund had favorable budget variances in both operating revenues (+$393,000) and expenditures (-$71,000). Additional expenditures related to capital projects occurring in 2024 contributed to an overall decrease in working capital of$178,000. [pages 35-36] Page 303 of 489 Quarterly Financial Report Through December 2024 6 Internal Service Funds Overview Internal service funds provide services to other City departments and include functions such as Insurance, Worker's Compensation, Facilities, Innovation & Technology, and Equipment Rental. The Innovation & Technology Fund had budgeted for an operating loss of$2.4 million in 2024; however, due to timing differences between budgeted expenditures for software replacements and actual spend, the fund recorded operating income of$111,000. We expect these planned replacements and related expenditures to occur in 2025. Compared to the prior year, operating revenues increased $244,000 to $9.0 million in 2024. This increase was partially offset due to increases in personnel costs (+$469,000) and supplies (+$53,000), resulting in a decrease in operating income of$201,000 compared to 2023. The Equipment Rental Fund also had a $610,000 favorable budget variance in operating income for the same period, due to higher than anticipated interest earnings (+$340,000), gains on the sales of fixed assets (+$187,000), and lower than anticipated operating expenditures (- $194,000). Operating income in 2024 was $590,000, which is a $832,000 decrease compared to the prior year. This fluctuation is driven almost entirely by a decrease in insurance recoveries from 2023 to 2024. No other significant variances were reported in the Internal Service funds during 2024. [page 36] Page 304 of 489 Quarterly Financial Report Through December 2024 7 General Fund Details The following chart is a detailed breakdown of the General Fund's different sources of revenue and expenditures, broken down by department: General Fund _ 2024 2024 YE Budget vs.Actual 11 2024 YTD Actual vs.2023 Actual ces and Uses Annual ' YE Favorable(Unfavorable) YE Favorable(Unfavorable) Budget ge Actual Amount Percentage Actual Amount Percentage Operating Revenues Property Tax $ 24,486,386 $ 24,486,386 $ 24,780,732 $ 294,346 . 1 2 % $ 24,149,996 $ 630,736 2 6% Retail Sales Tax 20,649,700 20,649,700 22,905,129 2,255,429 10 9 % 22,999,943 (94,814) (0.4)% Affordable Housing Sales Tax Credit 177,587 177,587 149,352 . (28,235) . (15.9) % 150,476 (1,123) (0 7)% Sales Tax-Rerce County Parks 130,000 130,000 135,512 5,512 4 2 % 133,326 2,186 1 6% Criminal Justice Sales Tax 2,478,000 2,478,000 3,056,862 . 578,862 . 23 4 % 3,119,532 (62,669) (2 0)% Brokered Natural Gas Tax 150,000 150,000 240,833 90,833 60.6 % 319,286 (78,453) (24.6)% City Utilities Tax 5,989,667 5,989,667 6,733,102 . 743,435 . 124 % 6,238,094 495,009 79% Business&Occupation Tax 7,029,750 7,029,750 11,605,183 4,575,433 65 1 % 10,625,063 980,120 9 2% Admissions Tax 312,445 312,445 702,930 • 390,485 = 125 0 % 403,607 299,323 74 2% Hectic Tax 4,426,743 4,426,743 4,696,372 269,629 6 1 % 4,443,631 252,740 5 7% Natural Gas Tax 1,658,523 1,658,523 1,289,448 . (369,075) . (22.3) % 1,469,777 (180,329) (12 3)% Cable Franchise Fee 880,889 880,889 753,919 (126,970) (14.4) % 853,521 (99,603) (11.7)% Cable Utility Tax 931,981 931,981 798,527 • (133,454)_ (14.3) % 909,293 (110,765) (12.2)% Cable Franchise Fee-Capital 51,539 51,539 39,176 (12,363) (24.0) % 49,201 (10,025) (20 4)% Telephone Tax 435,847 435,847 687,102 . 251,255 . 57 6 % 497,600 189,502 38 1 % Solid Waste Tax(external) 621,973 621,973 1,342,295 720,322 115.8 % 1,919,923 (577,627) (30.1)% Leasehold Excise Tax 255,335 255,335 303,727 - 48,392 19 0 % 268,560 35,168 13 1 % Gambling Excise Tax 295,300 295,300 212,097 (83.203) (28.2) % 278,202 (66,105) (23.81% Taxes sub-total $ 70,961,665 $ 70,961,665 $ 80,432,299 $ 9,470,634 • 13.3 % $ 78,829,030 $ 1,603,269 2.0% Business License Fees $ 461,250 $ 461,250 $ 640,082 $ 178,832 IF 38 8 % $ 583,469 $ 56,613 9 7% Building Perrrrts 956,698 956,698 767,031 (189,667) (19.8) % 904,387 (137,357) (15.2)% Other Licenses&Permits 1,150,950 1,150,950 1,199,438 48,488 4.2 % 1,362,462 (163,024) (12.0)% Intergovernmental(Grants,etc) 7,410,275 7,410,275 7,967,969 557,694 7 5 % 5,890,408 2,077,561 35 3% Charges for Services - WA General Government Services 5,824,577 5,824,577 4,532,458 (1,292,119) (22.2) % 4,454,072 78,386 1.8% Public Safety 1,094,160 1,094,160 1,644,675 . 550,515 503 % 1,218,117 426,558 350% Development Services Fees 1,158,080 1,158,080 1,138,214 (19,866) (1.7) % 1,141,917 (3,702) (0.3)% Culture and Recreation 2,975,485 2,975,485 3,399,314 423,829 14 2 % 3,265,931 133,383 4 1 % Fines and Penalties 1,071,819 1,071,819 3,762,521 2 690.702 251 0 % 2,458,443 1,304,078 53 0% Fees/Charges/Fines sub-total $ 22,103,294 $ 22,103,294 $ 25,051,700 $ 2,948,406 (. 13.3 % $ 21,279,205 $3,772,495 17.7% Interest and Investment Earnings $ 315,000 $ 315,000 $ 2,218,003 $ 1,903,003 = 604.1 % $ 1,600,133 $ 617,871 38.6% Rents and Leases 1,152,948 1,152,948 1,394,828 241,880 I 21 0 % 1,229,495 165,333 134% Contributions and Donations 42,000 42,000 24,030 (17,970) . (42.8) % 29,420 (5,391) (18 3)% Other Miscellaneous 258,000 258,000 850,739 592,739 229 7 % 457,129 393,610 86 1 % Transfers In 14,203,054 14,203,054 4,790,709 (9,412,345) . (66.3) % 6,356,542 (1,565,833) (24 6)% Insurance Recoveries-Capital&Operating 82,210 82,210 113,283 31.073 _ 37 8 % 249,217 (135,934) (54.5)% Other Revenues sub-total $ 16,053,212 $ 16,053,212 $ 9,391,592 $ (6,661,620) (41.5) % $ 9,921,936 $ (530,344) (5.3)% Total Operating Revenues $109,118,171 $109,118,171 $114,875,590 $ 5,757,419 5.3 4,845,420 4.4% itures Council&Mayor $ 1,459,725 $ 1,459,725 $ 1,444,985 $ 14,740 10 % $ 1,374,567 $ 70,418 51 % Administration 1,331,394 1,331,394 1,309,653 21,741 1 6 % 1,265,848 43,805 35% Human Resources 2,527,139 2,527,139 2,521,116 6,023 0.2 % 2,382,597 138,519 5.8% Municipal Court&Probation - 3,673,544 3,673,544 3,324,616 348,928 9 5 % 2,556,274 768,342 30 1 % Finance 5,763,940 5,763,940 4,861,292 902,648 15 7 % 4,689,061 172,230 3 7% City Attorney 5,063,393 5,063,393 4,692,554 370,839 7 3 % 6,069,324 (1,376,770) (22.7)% Community Development 9,070,576 9,070,576 6,649,256 2,421,320 26 7 % 8,128,085 (1,478,829) (18.2)% Human Services 4,954,978 4,954,978 3,090,240 1,864,738 37 6 % - 3,090,240 WA% Office of Equity 1,047,360 1,047,360 868,952 178,408 17 0 % 514,218 354,734 69 0% Jail-SCORE 5,700,000 5,700,000 4,865,975 834,025 14.6 % 5,169,317 (303,342) (5.9)% Police 38,019,143 38,019,143 34,780,325 3,238,818 85 % 33,618,197 1,162,128 35% Public Works 5,242,635 5,242,635 5,044,662 197,973 38 % 4,592,820 451,842 98% Parks,Arts&Recreation 17,010,764 17,010,764 16,689,872 320,892 1.9 % 15,532,210 1,157,662 7.5% Streets 5,014,872 5,014,872 4,773,367 241,505 4 8 % 4,366,872 406,495 9 3% Non-Departmental 9,535,810 9,535,810 4,734,268 4,801,542 504 % 2,469,549 2,264,719 91 7% IYgiiiSL513ii1iE"'"'-1° Iiihilii.21li <<Giili,:iii U1.11'1.11 ,� IiufliiI,LIS I I iU Y{�in i ii2Miiiiii N iiiGGdGii Page 305 of 489 Quarterly Financial Report Through December 2024 8 General Fund Revenues Budget Vs Actual Property Tax 24.BM Retail Sales Tax 22.9M Transfers-ir 4.BM External Utilities Tax 19.6M Intergovernmental 8.6M B&O Tax 11.6M City Utilities Tax 6.7M General Gov't Services 4.5M Other Taxes 4.BM Culture&Recreatior 3.4M Licenses and Permits 2.6M Development Services Fees 1. M MI Rents&Leases 1.4M M. Public Safety 1.6▪ M M. Fines&Penalties 3.B▪ M ✓ Other Miscellaneous 988k g Interest&Investments 2.21. ll 0 5M 10M 1SM 20M 25M ■Annual Budget ■YTD Budget ■YTDActual Page 306 of 489 Quarterly Financial Report Through December 2024 9 Revenue Tax revenues, including property, sales/use, utility, business & occupation, gambling, and admissions taxes provide over 65% of all resources supporting general governmental activities. Licenses, charges for services, intergovernmental revenue (grants, state shared revenue, etc.)and fines contribute a further 20% of total revenue to the General Fund. The remaining 15% is comprised of a combination of different sources that are considered one-time resources. The following section provides additional information on the most significant tax resource streams. Property Tax collections throughout 2024 totaled $24.8 million, approximately $294,000 or 1.2% above budget expectations. Coinciding with the due dates for County property tax billings, the City collects these revenues during the months of April, May, October, and November. Property tax accounts for roughly 21.6% of all revenues collected within the General Fund and is the fund's largest single source of revenue. The City is legally restricted to a 1% increase on property tax levied annually, plus the tax levied on new construction. This has resulted in an average growth of 2.5% annually since 2017. Property Taxes ©2024 Budget —0—2024 YE Actual —2023 Actual $30 $24.8 M $25 $20 U, 0 $15 $10 $5 SO Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Retail Sales Tax collections through 2024 totaled $22.9 million, representing taxes remitted to the City of Auburn based on sales from November 2023 through October 2024. The City set a retail sales tax budget of$20.6 million for 2024 and has exceeded expectations by $2.3 million or 10.9%. Overall, collections were roughly $95,000 or 0.4% lower throughout the 2024 fiscal year compared to the prior year, which represents the first instance of lower year-over-year sales tax collections since 2013. Two of the three top industries for City sales tax collections experienced a decrease from prior year totals: retail trade (-$55,277) and automotive (-$21,513). Likewise, construction sales tax revenues were also lower than 2023 collections (-$239,981), though the construction industry is highly volatile based on project timelines and the state of the economy. The services industry helped mitigate a large portion of the unfavorable variance with collections of$202,349 more than last year. Page 307 of 489 Quarterly Financial Report Through December 2024 10 The City has seen consistent growth in recent years, but the rate of growth has generally been in decline since 2019. Retail Sales & Use Tax 0 2024 Budget —2023 Actual f 2024 YE Actual $25 $229F:; $20 $15 O $10 $3 SD Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Retail Sales& Use Tax $25 $23.0 $22.9 $22.7 $216 L • • $20 518 R 518.9 $15 0 3 $10 $5 $0 2019 2020 2021 2022 2023 2024 YID Page 308 of 489 Quarterly Financial Report Through December 2024 11 The following table breaks out the City's retail sales tax collections by major business sector. Comparison of Retail Sales Tax Collections by Group Through December 2024 2023 2024 Change from 2023 Com.onentGrou. YE Actual YE Actual Amount Percenta.e Construction $ 2,950,423 $ 2,710,442 $ (239,981) (8.1) Manufacturing 531,277 477,151 (54,126) (10.2) % Transportation & Warehousing 224,807 321,173 96,366 42.9 % Wholesale Trade 1,668,471 1,611,967 (56,504) (3.4) % Automotive 4,937,407 4,915,894 (21,513) (0.4) % Retail Trade 6,573,018 6,517,742 (55,277) (0.8) % Services 5,724,661 5,927,009 202,349 3.5 0/0 Miscellaneous 389,925 423,751 33,826 8.7 % YE Total $ 22,999,989 $ 22,905,129 $ 94,860 0.4 Business & Occupation (B&O) Taxes were implemented by the City at the beginning of 2022. B&O taxes are collected from businesses based on the value of gross receipts or square footage of occupied warehousing space, subject to certain constraints. While the City receives collections throughout the year, B&O taxes are generally collected on a quarterly basis. Overall collection throughout 2024 totaled $11.6 million versus a budgeted amount of$7.0 million, a $4.6 million or 65.1% favorable variance. By reconciling against the State's Business Licensing System (BLS), the City was able to identify taxes collectable from prior periods, significantly contributing to the performance of this revenue. Looking forward, the 2025 budget for B&O taxes is $10.0 million, with base collections remaining strong while collection of back taxes tapers off as businesses become current on tax obligations. Business & Occupation Tax 2024 Budget —2023Actual —111—2024 YE Actual $14 $12 $11.6 M $10 $S $6 $4 At $2 $- Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec \ Page 309 of 489 Quarterly Financial Report Through December 2024 12 Utility Taxes consist of an 11.5% tax on the gross revenues of water, sewer, storm drainage and solid waste utilities and a 6.0% tax on electric, natural gas, and telephone utilities operating within the City. Of those utilities taxed at 11.5%, the General Fund receives 9.0% while the remaining 2.5% is dedicated to funding City streets projects. The utilities taxed at 6.0% contribute 5.0%to the General Fund and 1.0% to City streets projects. Overall, utility taxes decreased by $9,900 or -0.1% from 2023, but ended the year $1.6 million favorable to budget. Roughly 72% of the utility taxes collected by the City are comprised of the city interfund utility taxes and electric utility taxes. These two revenue sources accounted for $11.4 million of the collected $15.8 million throughout 2024. One of the largest contributors to the overall favorable variance to budget is the collection of backdated utility taxes from solid waste haulers. The City anticipates this level of collection to slow as taxes become current, as evidenced by the decrease in overall revenue in this category from last year. Despite this, collections were still well in excess of projections. Also contributing to the favorable budget variance,telephone taxes have increased from 2023 totals by $189,500, mainly due to the timing of collections from prior year activity. Telephone taxes are collected in arrears on a quarterly basis, which causes the timing variance from prior year and quarters. Mitigating the favorable variance to budget and prior year totals, cable utility taxes have been declining year-over-year since 2022. With more households moving to streaming services rather than basic cable, the City anticipates cable utility taxes to continue to decline over time. Natural gas tax revenues also decreased following a three-year period of increases that peaked in 2023, which were the highest collections in more than a decade. Although 2024 revenues declined from the 2023 peak, they still represent the second-highest collections since 2009. The table and graphics below demonstrate the various utility tax revenues and show actual revenues compared to budget. Note that these amounts represent only the General Fund portion of revenues, and do not contain those revenues allocated for funding City streets projects. Utility Tax by Type(General Fund Portion) Throu.h Dece 2024 Favorable(Unfavorable I 2023 2024 Actual vs.2023 Actual Revenue Annual Budget YE Budget YE Actual Amount Percentage YE Actual Amount Percentage City Interfund Utility Taxes $ 5,989,667 $ 5,989,667 $ 6,733,102 $ 743,435 12.4% $ 6,238,094 $ 495,009 7.9% Electric 4,426,743 4,426,743 4,696,372 269,629 6 1% 4,443,631 252,740 5.7% Natural Gas 1,658,523 1,658,523 1,289,448 (369,075) -22.3% 1,469,777 (180,329) -12.3% Telephone 435,847 435,847 687,102 251,255 57.6% 497,600 189,502 38.1% External Utility Taxes 621,973 621,973 1,342,295 720,322 115.8% 1,919,923 (577,627) -30.1% Brokered Natural Gas 150,000 150,000 240,833 90,833 60.6% 319,286 (78,453) -24.6% Cable 931,981 931,981 798,527 (133,454) -14.3% 909,293 (110,765) -12.2% Total $ 14,214,734 $ 14,214,734 $ 15,787,679 $ 1,572,945 11.1% $ 15,797,603 $ 9,924 -0.1% Page 310 of 489 Quarterly Financial Report Through December 2024 13 Utility Tax =2024 Budget —0-2024YE Actual —2023Actual $15.8 M $15 z r $10 $5 ,,+It/ $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Noy Dec Utility Tax Revenues $20 $15.8 $15.8 • 515 $12.7 $13.2 0 $10 $10 $5 $0 2019 2020 2021 2022 2023 2024 Note: The large increase from 2019 ($10.9 million) to 2020 ($12.7 million) is attributed to the City's decision mid-2020 to reallocate 1.0%previously dedicated to the Arterial Street Preservation Fund to support General Fund operations due to the uncertainty of the economic impacts of COVID-19. The Arterial Street Preservation Fund's 1.0% was reinstated in 2021, but 2021 collections continued to increase due to an increase in the City's internal utility tax rate from 7.0% to 10.0%. The significant jump from 2022($12.8 million) to 2023($15.8 million) is largely due to higher service revenue following a rate increase effective in 2023, combined with higher service usage and the collection of B&O taxes on businesses that provide utility services. Page 311 of 489 Quarterly Financial Report Through December 2024 14 An Admission Tax of 5.0% is placed on charges for general admission, season tickets, cover charges, etc., which are generally collected on a quarterly basis. Admission tax revenues of $702,900 were collected throughout 2024, resulting in a favorable variance of$390,500 to budget and a significant 74.2% increase from 2023 collections. The large increase in collections in March was due to a one-time payment as part of an agreement. Controlling for this non-recurring payment, admission taxes are still reporting a favorable variance to budget by roughly $283,800. These revenues are dependent on community engagement and highly correlated with general economic conditions. Admission Tax 0 2024 Budget f 2024 YE Actual -2023 Actua' $800 $700 - v $600 SSoo $00 O $300 $200 / $100 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec A Gambling Tax applies to all card games, punch board games, pull tabs, bingo games, raffles and amusement games played within City limits. The majority of gambling tax revenues are collected from amusement games (48.7%) and card games (36.6%). At $212,100 through the year, collections are $66,100 lower than 2023 totals and report a $83,200 or -28.2%, unfavorable variance to budget. The primary driver for the unfavorable variance was minimal collections for card games. As anticipated in previous reports, this was not mitigated by the end of the year due to the timing of collecting backdated taxes (although these have begun to be collected in 2025). Gambling tax revenues historically have high volatility both month-over-month and year-over-year: excluding 2021 (due to COVID-19 restrictions), recent annual revenues average about $292,500 but have been as high as $413,000 (2018) and as low as $110,000 (2020). Lower performance in gambling taxes combined with lower retail sales tax collections potentially indicates a decrease in disposable cash in the area. Page 312 of 489 Quarterly Financial Report Through December 2024 15 Gambling Tax 02024 Budget f2024 YE Actual —2023 Actual $400 $350 $300 $250 $200 0 $150 $100 $50 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Licenses and Permits include business licenses, building permits, plumbing, electric and other licenses and permit fees. Building permit fees and business licenses typically comprise most of the budgeted revenue in this category, at approximately 60% and 15%, respectively. The annual Business License renewal fee for each business located within the City is $103, with the renewal cycle for each business beginning on the date the business was originally granted a license. Annual collections totaled $640,100 in 2024 compared to $583,500 in 2023, a 9.7% increase. Historically, business license collections have been a highly volatile revenue source, and as such were budgeted conservatively. Through discovery and B&O tax use of the State's Business Licensing System, these revenues have become more consistent. In 2025, the renewal fee will increase from $103 to $107. Business Licenses 02024 Budget —0-2024 YE Actual —2023 Actua! $700 $600 $500 z $400 Q 0 O $300 $200 $100 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Page 313 of 489 Quarterly Financial Report Through December 2024 16 Business License Revenues $700 $640 $583 • $600 $500 5424 N /J a N $400 054 5326 0 t - I— $300 $336 $200 $100 $0 2019 2020 2021 2022 2023 2024 Building Permit revenues collected in 2024 totaled $767,000, approximately $137,350 lower than 2023, with an unfavorable variance to budget of$189,500 (-19.8%). The number of permits submitted throughout the year increased by 41.2% over 2023, representing an increased workload of construction throughout the City. This increase is mainly from one large project within City limits. However, a large contributing factor for this unfavorable collection variance versus 2023 totals is the decreased valuation of new tenant improvement permits and repairs. Building Permits 02024 Budget f2024YE Actual —2023 Actual $1.0 50.5K $0.8 O $0.6 $0.4 $0.2 $0.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Page 314 of 489 Quarterly Financial Report Through December 2024 17 Building Permits $2,5 $2,0 a $L5 $1.2 $1.3 2 $0,9 $L0 $0.8 $1 0 • $0,8 $0.5 $0.0 2019 2020 2021 2022 2023 202L Intergovernmental revenues include grants and stimulus monies (direct and indirect federal, state, and local), revenue from the Muckleshoot Indian Tribe (MIT) compact, as well as state shared revenues. Collections through 2024 totaled $8.0 million and were $558,000 favorable to budget expectations. Much of the favorable variance is due to collecting the approved 2024 Muckleshoot Casino compact request in full along with the final payment of 2023 at the beginning of the year, a total of$2.7 million. Generally, the City would experience a timing lag of collecting the annual request in the following year. Also contributing to the favorable variance is federal and interlocal grant reimbursements for projects such as the police body-worn camera program. State grants, however, ended 2024 with an unfavorable variance of$548,000. The incomplete projects related to these grants will be carried-forward into 2025 along with the corresponding grants. Generally speaking, intergovernmental revenues have increased year-over-year by 2% (after backing out the one-time Coronavirus Aid, Relief, and Economic Security Act revenues in late 2020), and the City expects the same to occur in 2025. Intergovernmental Revenues(Grants,Entitlements&Service• Through December 2024 2024 Favorable Unfavorable 2023 2024 YTD Actual vs.2023 Actual Revenue Annual Bud geti YE Budget I YE Actual Amount Percentage I YE Actual Amount I Percentage Federal Grants $ 141,246 $ 141,246 $ 143,807 $ 2,561 1.8% $ 41,589 $ 102,219 245.8% State Grants 1,476,384 1,476,384 928,292 (548,092) -37 1% 252,504 675,788 267.6% Interlocal Grants 434,543 434,543 611,104 176,561 40 6% 258,273 352,831 136.6% Muckleshoot Casino Seances 1,712,643 1,712,643 2,652,318 939,675 54 9% 1,404,116 1,248,202 88.9% State Shared Revenues: Streamlined Sales Tax 575,982 575,982 576,091 109 0 0% 720,114 (144,023) -20.0% Motor Vehicle Fuel Tax 1,179,887 1,179,887 1,097,029 (82,858) -7 0% 1,106,315 (9,286) -0.8% Criminal Justice-High Crime 289,096 289,096 291,589 2,493 0 9% 284,886 6,703 2.4% Criminal Justice-Population 20,650 20,650 33,948 13,298 64.4% 32,098 1,849 5.8% Criminal Justice-Special Proq 92,924 92,924 119,271 26,347 28 4% 133,769 (14,497) -10.8% Manluana Excise Tax 175,522 175,522 224,867 49,345 28 1% 235,532 (10,665) -4.5% State DUI 12,390 12,390 8,647 (3,743) -30 2% 6,141 2,505 40.8% Fire Insurance Tax 91,000 91,000 - (91,000) -100 0% 114,235 (114,235) -100.0% Liquor Excise 495,593 495,593 610,509 114,916 23 2% 622,267 (11,758) -1.9% Liquor Profit 712,415 712,415 670,497 (41,918) -5.9% 678,570 (8,072) -1.2% Total State Shared 3,645,459 3,645,459 3,632,447 (13,012) -0 4% 3,933,926 (301,479) -7.7% YE Total $ 7,410,275 $ 7,410,275 $ 7,967,969 $ 557,694 7 5% $ 5,890,408 $ 2,077,561 35.3% Page 315 of 489 Quarterly Financial Report Through December 2024 18 Intergovernmental Revenues (Grants, Entitlements&Services) $12 S10 2 $10 $8.0 $8 $6.9 • $6. 6.3 $5.9 $6 $4 $2 - $0 2019 2020 2021 2022 2023 2024 Note: 2020 revenue was higher than normal due to the receipt of$3.8 million in federal CARES grant money from the Department of Treasury. Charges for Services consist of general governmental service charges, public safety charges, development service fees, and culture and recreation fees. Total charges for services collected through the 2024 were $10.7 million and were roughly $338,000 or-3.1% less than expected for the year. This variance was found primarily in the General Government category. Charges for Services by Type Through December 2024 2024 Favorable(Unfavorable 2023 2024 Actual vs.2023 Actual Revenue Annual Bud•et YE Bud•et YE Actual Amount Percenta•e YE Actual Amount Percenta•e General Goeemment $ 5,824,577 $ 5,824,577 $ 4,532,458 $ (1,292,119) -22.2% $ 4,454,072 $ 78,386 1.8% (Public Safety 1,094,160 1,094,160 1,644,675 550,515 50.3% 1,218,117 426,558 35.0% (Development Services 1,158,080 1,158,080 1,138,214 (19,866) -1.7% 1,141,917 (3,702) -0.3% (Culture&Recreation 2,975,485 2,975,485 3,399,314 423,829 14.2% 3,265,931 133,383 4.1% Total $ 11,052,302 $ 11,052,302 $ 10,714,660 $ 337,642 -3.1% $ 10,080,036 $ 634,624 6.3% The General Government revenue category primarily includes the interfund assessment for support departments (Finance, Human Resources and Legal). Operating costs for these departments are charged to the respective General Fund home department and the portion of those costs that provide citywide benefit are recouped from other funds via interfund charges. General Government revenues also include fees for passport services, reimbursement from cities participating in the South King Housing and Homelessness Partners (SKHHP), as well as revenues related to certain transportation projects. Approximately $1.2 million of the $1.3 million variance is due to the deferral of SKHHP projects from 2024 to 2025. In 2024, these projects were planned to be paid from the General Fund and reimbursed by the SKHHP fiduciary fund; beginning in 2025, all SKHHP operating activity will occur in the fiduciary fund. Looking forward into 2025, the main source of revenues within this category will remain the interfund support department charges. Page 316 of 489 Quarterly Financial Report Through December 2024 19 Public Safety revenues mainly consist of revenues for law enforcement services, which are extra duty security services whereby police officers are contracted for, and reimbursement is made by the hiring agency. This category also includes reimbursements from the Muckleshoot Indian Tribe (MIT)for a full-time dedicated police officer and associated expenditures, as well as funds collected from the Auburn School District for services rendered. Compared to the annual budget, revenues were $550,500 or 50.3% favorable. Public safety revenues collected throughout 2024 totaled approximately $1.6 million and saw a $427,000 increase from 2023 totals. This is largely attributable to higher than expected law enforcement services revenue collected throughout the year, accounting for$1.5 million or 94.8% of the total revenue collected in this category, an increase of$477,600 or 44.2% from last year. DUI emergency response fees decreased from 2023 collections by $46,800 or-37.5%, which slightly mitigated some of the favorable variance to prior year totals. The City expects continued growth in this revenue category next year. Development Services fee collections consist primarily of plan check fees, facility extension charges, and zoning and subdivision fees. Through 2024, development service fees collected totaled $1.1 million but were $19,900 unfavorable to budget expectations. Within this category, unfavorable variances to annual budget existed in plan check fees (-$27,000), environmental services (-$27,000), and fees assessed on projects that require extension of public facilities (- $13,700). Mitigating a portion of the unfavorable variance, zoning and subdivision fees ended 2024 with a favorable variance (+$48,000). The overall unfavorable variance is an effect of the revenue regressing to the mean after an exceptional two-year period of high collections from 2021 through 2022. The City is estimating a 7% increase from 2024 budget for these revenues in 2025 due to an anticipated increase of plan check fees throughout next year. Development Service Fees 52.0 $1,6 ::: . $13 $1.1 $1.1 $1,1 o_ • $1, 3 $0.5 $0.0 2019 2020 2021 2022 2023 202L Most of the Culture and Recreation revenues are derived from green fees and pro shop sales at the Auburn Golf Course, recreational classes, ticket sales at the Auburn Avenue Theater (currently being held at local high schools), senior programs, and special events. Overall, this category of revenues outperformed budget expectations by $424,000 or 14.2%. Page 317 of 489 Quarterly Financial Report Through December 2024 20 Over 50% of annual Culture and Recreation revenues have come from the Auburn Golf Course. Green fee revenues have increased by$113,400 or 7.0%from last year and are favorable to budget by $145,400 in 2024. The golf course collects roughly 65% of its total revenues during the peak months of May through September. Since 2018, green fee revenues have increased annually, seeing a large spike in 2020 through 2021, followed by modest increases in 2022 and 2023. Continuing this trend, the City anticipates continued modest growth in 2025 based on updated green fee rates. Recreation classes represent a further 20.0% of annual culture and recreation collections and have generally remained consistent from prior year totals with $687,500 in collections. Ticket sales for performances held at local school venues (previously held at the Auburn Avenue Theater) have decreased by $20,000 or 18.0% from prior year totals but carry a favorable variance to budget by $51,000. This is mainly due to the Performing Arts Center decreasing to two shows annually in 2024 compared to three shows in 2023. With continued community participation in recreational classes the City is expecting a slight increase in these revenues in 2025. Culture & Recreation ©2024 Budget -0-2024YE Actual -2023Actual $4 $3.4 M $3 - 0 $z $0 -� Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Fines & Penalties include civil penalties (such as code compliance fines), parking and traffic infraction penalties, criminal fines (including criminal traffic, criminal non-traffic, and other criminal offenses) as well as non-court fines such as false alarm fines. The table below shows a detailed breakdown of the different types of fines and penalties collected by the City. Fines&Penalties by Type Through December 2024 2024 Favorable Unfavorable 2023 2024 Actual vs 2023 Actual Revenue Annual Bud.et YE Bud.et YE Actual Amount Percenta•e YE Actual Amount Percenta•e CM Penalties $ 10,000 $ 10,000 $ 9,102 $ (898) -9.0% $ 1,786 $ 7,316 409.7% CAI Infraction Penalties 138,313 138,313 183,777 45,464 32.9% 138,221 45,556 33.0% Photo Enforcement 3,000 3,000 407 (2,593) -86.4% 1,817 (1,410) -77.6% Parking Infractions 733,506 733,506 2,701,857 1,968,351 268.3°/ 1,134,673 1,567,184 138.1% Criminal Traffic Misdemeanor 40,000 40,000 46,862 6,862 17.2% 33,449 13,413 40.1% Criminal Non-Traffic Fines 41,000 41,000 75,213 34,213 83.4% 49,967 25,246 50.5% Criminal Costs 30,000 30,000 8,790 (21,210) -70.7% 11,350 (2,559) -22.5% Non-Court Fines&Penalties 76,000 76,000 736,511 660,511 869.1% 1,087,180 (350,669) -32.3% Total $ 1,071,819 $ 1,071,819 $ 3,762,521 $ 2,690,702 251.0% $ 2,458,443 $ 1,304,078 53.0% Page 318 of 489 Quarterly Financial Report Through December 2024 21 Total revenues collected throughout 2024 were$3.8 million as compared to a budget of$1.1 million and were 251.0% above budget expectations. This is primarily due to collections from the photo enforcement program (implemented in 2023), which are classified as parking infractions. These revenues were budgeted conservatively during the first full year of the program. Furthermore, the City received an influx of non-court fines & penalties through the first half of the year due to back- pay of B&O taxes. The City contracts with the King County Court to operate its municipal court services. The number of hearings, judgments, and collections activity began decreasing in 2019 and has continued to decline since that time. Although the graph below shows a large spike in revenue in 2023 and even stronger performance in 2024, this is almost entirely due to photo enforcement and B&O-related collections. Excluding these sources, the remaining court-related collections have declined to $324,000, approximately one-third of their annual average for the period of 2015-2019, prior to contracting with King County. The City is currently conducting a feasibility study of alternatives to contracting with King County. Moving into 2025 the City is anticipating a slight decrease in photo enforcement revenues as the program progresses in its desired effect of encouraging safe driving. Furthermore, while the revenues will be receipted into the General Fund, the City will be transferring those funds into the General Transportation Fund that will fund pedestrian and street safety programs. Fines& Penalties S r S3.8 • S3 52.6 o $2 $0.9 $1 $0.6 $0,4 $0 4 $0 2019 2020 2021 2022 2023 202L Miscellaneous Revenues consist of investment earnings, income from facility rentals, revenue collected for golf cart rentals at the Auburn Golf Course, contributions and donations, and other income including the quarterly purchasing card (P-card) rebate monies. A breakdown of the most significant miscellaneous revenue categories is listed in the table below. Page 319 of 489 Quarterly Financial Report Through December 2024 22 Miscellaneous Revenues by Type Through September 2024 2024 Favorable(Unfavorable _ 2023 2024 Actual vs.2023 Actual Revenue Annual Bud•et YE Bud•et YE Actual Amount Percentage YE Actual Amount Percentage Interest&Investments $ 315,000 $ 315,000 $ 2,218,003 $ 1,903,003 604.1% $ 1,600,133 $ 617,871 38 6% (Rents&Leases 1,152,948 1,152,948 1,394,828 241,880 21.0% 1,229,495 165,333 13 4% (Contributions&Donations 42,000 42,000 24,030 (17,970) -42.8% 29,420 (5,391) -18.3% 'Other Miscellaneous Revenue 258,000 258,000 850,739 592,739 229.7% 457,129 393,610 86.1% Total $ 1,767,948 $ 1,767,948 $ 4,487,600 $ 2,719,652 153.8% $ 3,316,177 $ 1,171,423 353% Revenues collected throughout 2024 in this category totaled $4.5 million and were $2.7 million or 153.8% favorable to budget. Of the overall favorable variance to budget, 70.0% was comprised of interest and investment collections, far exceeding budget expectations due to higher than expected interest rates and the maturation of multiple investments during the third quarter of the year. Referring to the investment portfolio table in this report, four investments are set to mature throughout 2025. The rents and leases category includes payments for facility rentals, golf cart rentals, and the restaurant lease at the golf course. Rents and leases were favorable by $242,000 against 2024 budget expectations, with a temporary easement of City property contributing significantly to the variance. Golf carts and other rentals were also favorable to expectations by $96,000, resulting in a favorable balance of budget to actual for the category. The rents and leases category generally exhibits seasonality, with the peak being in the spring and summer months. Throughout the year, rents and leases were $165,300 above 2023 collections, as the City has seen increased numbers of events that request the use of City facilities. The "Other Miscellaneous Revenue" sub-category reported $394,000 more than last year and was favorable to the annual budget by $592,700. This category includes $406,500 in revenue related to a national opioid settlement distribution program. Miscellaneous Revenues SS $4.5 $4 $3.3 o $3 $2,4 $2 $1,8 $1.5 $1.2 S1 SO 2019 2020 2021 2022 2023 202L Page 320 of 489 Quarterly Financial Report Through December 2024 23 OTHER FUNDS Real Estate Excise Tax (REET) revenues are taxes on the sale of both commercial properties and single-family residences. These collections are received into the Capital Improvement Projects Fund and used for governmental capital projects. REET revenues collected during the 2024-year total $5.5 million, which is roughly $3.3 million or 59.8%favorable to budget expectations. According to King County assessed valuations of property taxes, the City has increased in property value by 2.3% from 2023 assessments. Accompanied with lower interest rates currently, the current climate for real estate sales is favorable. Real Estate Excise Tax O 2024 Budget f 2024 YE Actual —2023 Actual $5.5 M— $4 z 0 $3 $2 $1 — $0 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec l Annual REET collections in 2024 significantly outpaced those of last year, and have only been exceeded in the last ten years by 2021 annual collections. This is a sign of recovery after two years of declining annual REET revenues. Collections peaked in 2021 following two years of historic low interest rates maintained by the Federal Reserve in response to COVID-19. However, interest rates were increased throughout 2022 and 2023 to address severe inflation, cooling the market and lowering REET collections in those years. In 2024, the federal funds rate began decreasing September, and the second half of the year saw increased collections compared to the first half. Generally, REET revenues have reflected the overall market volatility in recent years, with a standard deviation of$960,400 or 29.0% of the average annual collections over the time period of 2017 to 2023. Page 321 of 489 Quarterly Financial Report Through December 2024 24 Real Estate Excise Tax Revenues $7 $6.0 $5.5 $6 $5.2 $5.3 • $5 in $4.2 0 3 $4 `�7f $3 $2 $1 $0 2019 2020 2021 2022 2023 2024 Page 322 of 489 Quarterly Financial Report Through December 2024 25 American Rescue Plan Act (ARPA) Fund In March 2021, the American Rescue Plan Act (ARPA) was signed into law, with the intent of mitigating the economic impacts related to COVID-19. Through ARPA's State and Local Government Fiscal Recovery Fund program, the City was allocated $14.75 million in funding. Council approved the City's acceptance of ARPA funds in Resolution #5608, and the general spending categories of those funds (as determined by a Council ad hoc committee) in Ordinance 6832. The City's plan for using ARPA funding was to mitigate the cost of providing public safety services throughout the City. The City has expended all $14.75 million as of Q1-2024, as shown in the table below and reported to the Department of the Treasury. ARPA FUNDING STATUS Total ARPA Funding Received 14,751,231 ARPA Funding Used to Mitigate Public Safety Costs 14,751,231 ARPA Funding Remaining - As a result of the cost mitigation provided by the ARPA funding, the City has been able to allocate General Fund funding toward projects approved by the Council ad hoc committee. Throughout 2024, the City has been able to spend $2.5 million, for a total of$6.9 million since 2021 on the following projects: 2024 Lifetime Spend Title Budget Q4Spend (includes this quarter) Remaining Completed Projects 2,745,359 - 2,745,358 - Neighborhood Street Light Program 1,300,000 244,756 339,292 960,708 Neighborhood Traffic Calming 200,000 (9,032) 9,464 190,536 Recreation Access Grants 150,000 236 886 149,114 Human Services Grants Includes Admin 1,000,000 - 445,882 554,118 Theater 389,700 - - 389,700 Tyler Tech MUNIS Financial Implementation 301,500 - - 301,500 Paving Gravel Roads 135,000 114,297 135,000 - 2023 Local Street Preservation 501,886 48,167 48,167 453,719 Translation Services 25,000 - 1,685 23,315 Cyber Security Locks 50,000 - - 50,000 Auburn Way South Median Landscape Replanting/Irrigation 50,000 - 40,187 9,814 Auburn Way South Roundabout 150,000 33,380 52,840 97,160 Emergency Housing Voucher Program 2,000,000 83,102 575,882 1,424,118 DEI Dashboard(Inclusive Auburn) 130,000 - 92,805 37,195 Duct cleaning in applicable buildings 150,000 184,219 150,000 - Encampment Cleanup 500,000 4,536 456,403 43,597 Downtown Sidewalk Replacement on Main Street and B Street Plaza Surface Replacement 1,819,409 258,795 612,828 1,206,581 Cameras in qualified census tracts 150,000 137,875 150,000 - Community Violence Intervention Programs(Drone,SPIDR Tech) 236,248 33,561 204,436 31,812 Arts Culture Center Renovations 100,000 - - 100,000 Auburn Ave Theater Demolition 490,000 406,071 437,771 52,229 Signing Bonuses for Police Lateral Hires 200,000 22,245 200,000 - OtherProjects(notstarted) 1,977,130 - - 1,977,130 Total: 14,751,231 1,562,207 6,798,885 7,952,346 The project Downtown Sidewalk Replacement on Main Street and B Street Plaza Surface Replacement (cp2321) will construct infrastructure improvements in Downtown Auburn along Auburn Ave. from East Main St. N to 1st St. NE and on East Main St. from Auburn Ave to B St. NE, including B St. Plaza. The improvements will support existing and future re-development activities Page 323 of 489 Quarterly Financial Report Through December 2024 26 and replace infrastructure that is at or near the end of its useful service life. The project team is finalizing the design of the proposed improvements and anticipates completing the design in the first quarter of 2025, with construction to begin in the second quarter of 2025. Total spend of this project so far is $612,828 with $258,795 spent in the fourth quarter. The DEI Dashboard project was initiated in the third quarter, with the Office of Equity entering into a contract with an outside consultant firm for development of the City's DEI data strategy. The purpose of this plan is to outline and roadmap of the City's data practices, aimed at tracking and monitoring key organizational DEI objectives. Overall spend of this project is $92,805 which was all spent in the third quarter of 2024. Beginning in 2023, the Emergency Housing Voucher Program is budgeted at $2 million over the life of the program. This program assists residents of Auburn who are experiencing homelessness and drug addiction who are willing to enroll in and complete inpatient treatment. The program will cover the costs of clean and sober housing of participants for up to three years if the participant follows the clean and sober housing agreement. Life-to-date project spend is $575,882, with $83,102 occurring in Q4-2024. Throughout 2024, this project helped house 35 individuals. The Auburn Avenue Theater Demolition project was budgeted at$490,000. The project demolished the existing Auburn Avenue Theater building, provided support to the shared wall with the adjacent building, and disconnected existing utilities. The Auburn Avenue Theater building demolition was completed on November 15, 2024. The lifetime project cost through 2024 is $437,771. Street Funds This section provides a financial overview of the City's three street funds for the period ending December 31, 2024. The City's street funds are the Arterial Street Fund (Fund 102), the Local Street Fund (Fund 103), and the Arterial Street Preservation Fund (Fund 105). As noted in the Street Funds Overview section above, variances between budget and actual amounts are generally driven by the schedule and level of activity on projects in the fund, as well as the timing of grant reimbursements and other funding. As many projects in these funds moved into the construction phase in 2024, it is expected that there would be increased activity in both expenditures and revenues to reflect these progressions. Fund 102 —Arterial Street Fund The Arterial Street Fund is a special revenue fund that is funded primarily by transportation grants, traffic impact fees, a portion of the City's gas tax receipts, Public Works Trust Fund loans, and developer contributions. As of December 31, 2024 there were 26 separate street projects budgeted in this fund. Revenues collected in 2024 totaled $6.8 million compared to 2023 collections of$3.0 million. Total expenditures in 2024 were $6.5 million compared to $3.4 million in the prior year. These increases year-over-year are consistent based on the status of capital projects at the end of 2023. Variances in revenues and expenditures are largely due to the timing of capital expenditures and any subsequent reimbursement via grants, intergovernmental loans and/or operating transfers. Expenditure timing is generally determined by the current phase of each individual capital project; expenditures tend to increase as projects move from the design phase into the construction phase. Page 324 of 489 Quarterly Financial Report Through December 2024 27 Fund 102-Arterial Street Fund Summary of Sources and Uses Through December 2024 2024 Favorable (Unfavorable) 023 YE Budget YE Actual Amount Percentage Actual Revenues Federal Grants $ 5,296,661 $ 2,267,341 $ (3,029,320) (57.2) % $ 312,329 State And Local Grants 7,471,713 1,022,186 (6,449,527) (86.3) % 517,951 Motor Vehicle Fuel and Multimodal Taxes 620,000 582,810 (37,190) (6.0) % 645,238 Miscellaneous Revenue 3,020,000 1,394,435 (1,625,565) (53.8) % 256,353 Operating Transfer In 7,004,370 1,385,912 (5,618,458) (80.2) % 889,996 Contributions&Donations 125,000 - (125,000) (100.0) % 332,000 Investment Income 23,000 103,526 80,526 350.1 % 93,986 Total Revenues $ 23,560,744 $ 6,756,209 $(16,804,535) (71.3) % $3,047,854 Expenditures Salary and Benefits $ - $ 539,750 $ (539,750) $ 491,171 Capital Outlay 25,192,264 5,433,551 19,758,713 78.4 % 2,543,365 Subtotal-Capital Project Expenditures I 25,192,264 I 5,973,302 I____ 19,218,962 I 76.3 %I 3,034,536 Services and Charges 195,000 256,821 (61,821) (31.7) % 134,186 Interfund Payments for Services 29,000 29,004 (4) (0.0) % 28,404 I Debt Service Principal and Interest 204,800 204,650 150 0.1 % 205,345 'Operating Transfer Out - - - - Total Expenditures $ 25,621,064 $ 6,463,777 $ 19,157,287 74.8 % $3,402,470 Net Change in Fund Balance $ (2,060,320) $ 292,432 $ 2,352,752 114.2 % $ (354,617) Beg.Fund Balance,January 2024 $ 2,279,131 Net Change in Fund Balance,December 2024 292,432 Ending Fund Balance,December 2024 $ 2,571,563 2024 Budgeted Ending Fund Balance $ 218,811 The table below presents the status of the projects with the most significant budget impact on the fund. Many capital projects are budgeted over multiple years; what is displayed below is the 2024 portion of each project's budget and annual expenditures. Fund 102-Arterial greet Capital Projects Status rounded) Name 2024 Budget YE Actual Remaining %of Budget Regional Growth Center Access Imp $ 8,790,000 $ 1,890,000 $ 6,900,000 35% AWS Imp.-Hemlock St SE to Poplar St SE 4,740,000 820,000 3,920,000 19% A Street Loop 1,830,000 1,610,000 220,000 7% East Valley Highway Widening 1,570,000 60,000 1,510,000 6% 10th St NW&A St NW Intersection Improv 1,550,000 450,000 1,090,000 6% Al Other Projects (21 Remaining) 6,720,000 1,140,000 5,580,000 27% Total $ 25,200,000 $ 5,970,000 $ 19,220,000 The A Street Loop project was completed in 2024. The remaining projects noted above entered the construction phase in 2024 and are expected to continue into 2025 as planned. Page 325 of 489 Quarterly Financial Report Through December 2024 28 Fund 103 - Local Street Fund The Local Street Fund is a special revenue fund used for local street repair and is funded by interfund transfers on a project-reimbursement basis, as well as the streets funds portion of utility tax revenue (2.5%). Revenues collected in 2024 totaled $4.6 million compared $3.2 million recorded in 2023. This $1.4 million increase was driven mainly by increased collections of interfund utility taxes compared to the prior year (+$963,000) as well as a $301,000 increase in interest earnings. Total expenditures in 2024 were $2.1 million compared to $210,000 in the prior year. Similar to the Arterial Street Fund, this increased activity is consistent with the City's expectation of the status of capital projects at the end of 2024. Most projects entered the construction phase during the year, which is the primary cause of the increase in expenditures and the collection of sales tax related to construction. Highlighted in the table below and shown in the following graph are the fund's total expenditures related to capital projects. Fund 103-Local Street Fund Summary of Sources and Uses Through December 2024 2024 Favorable(Unfavorable) 2023 YE Budget YE Actual Amount Percentage YE Actual Mr- --F Revenues Interfund Utility Taxes $ 889,500 $ 1,870,306 $ 980,806 110.3 % $ 907,435 Electric Utility Tax $ 885,300 $ 939,274 53,974 6.1 % $ 888,726 Natural Gas Utility Tax 331,700 257,890 (73,810) (22.3) % 293,955 Cable W Tax 176,200 118,005 (58,195) (33.0) % - Telephone Utility Tax 87,200 137,436 50,236 57.6 % 100,088 Garbage Utility Tax(External Haulers) 10,300 201,314 191,014 1854.5 % 412,856 Miscellaneous Revenue - 2,400 2,400 8,704 Operating Transfer In 1,300,329 699,392 (600,937) (46.2) % 345,780 Interest Earnings 15,900 300,843 284,943 1792.1 % 210,547 Total Revenues $ 3,696,429 $ 4,526,860 $ 830,431 22.5 % $3,168,092 Expenditures Capital Salary and Benefits - 166,710 (166,710) 49,499 Capital Outlay 5,886,738 1,916,554 3,970,184 67.4 % 159,424 Subtotal-Capital Project Expenditures 5,886,738 2,083,264 3,803,474 64.6 % 208,923 Interfund Payments for Services 1,300 1,296 4 0.3 % 1,296 'Operating Transfer Out - - - - Total Expenditures $ 5,888,038 $ 2,084,560 $ 3,803,478 64.6 % $ 210,219 Net Change in Fund Balance $ (2,191,609) $ 2,442,300 $ 4,633,909 211.4 % $2,957,873 Beg.Fund Balance,January 2024 $ 6,372,457 Net Change in Fund Balance,December 2024 2,442,300 Ending Fund Balance,December 2024 $ 8,814,757 2024 Budgeted Ending Fund Balance $ 4,180,848 Page 326 of 489 Quarterly Financial Report Through December 2024 29 The table below presents the status of the five active projects in Fund 103. Many capital projects are budgeted over multiple years; what is displayed below is the 2024 portion of each project's budget and annual expenditures. Fund 103-Local Street Capital rojects Status(rounded) Name 2024 Budget YE Actual Remaining %of Budget 2023 Local Street Preservation $ 2,060,000 $ 1,080,000 $ 980,000 35% Local Street Improvement Prog 1,700,000 - 1,700,000 29% D St SE&23rd St SE Storm Improvements 710,000 900,000 (190,000) 12% 2026 Local Street Preservation 520,000 10,000 510,000 9% 2025 Local Street Preservation 350,000 90,000 260,000 6% Al Other Projects (3 Remaining) 460,000 - 460,000 8% Total $ 5,800,000 $ 2,080,000 $ 3,720,000 Both the 2023 Local Street Preservation and D St SE & 23'd St SE Storm Improvements projects were completed as of December 31, 2024. The remaining projects illustrated above are expected to continue or enter the construction phase in 2025. Fund 105—Arterial Street Preservation Fund The Arterial Street Preservation Fund is a special revenue fund that historically had been funded by a portion of the utility tax collected by the City. Beginning in 2023, this funding was replaced by a 0.1% sales and use tax enacted by the City's Transportation Benefit District (TBD) via Ordinance 6881. To ensure that restricted TBD revenues remain in the Arterial Street Preservation Fund, the streets funds' portion of utility tax revenues are now receipted entirely into the Local Street Fund and transferred to the Arterial Street Preservation Fund on an as-needed basis. As a result of the changes that occurred in 2023, revenues for the Arterial Streets Preservation Fund in 2024 were $411,000 higher than the previous year's total of$3.6 million. The Public Transportation Sales & Use Tax (TBD revenue)was $455,000 higher through December 2024 than through the same period last year, and brought in $555,000 more revenue than what was anticipated for the current year. Additional sources contributing to this increase included grant revenue, which was $673,000 higher through December 2024 compared to the prior year. Expenditures in 2024 totaled $4.3 million compared to $1.6 million in 2023. Historically, the majority of this fund's expenditures occur in the second half of each year due to the weather sensitivity of pavement construction, which needs to be done primarily in the summer and early fall. Similar to the other streets funds, many projects entered the construction phase in 2024, which had a direct impact on total expenditures and subsequent grant reimbursements. Highlighted in the table below and shown in the following graph are the fund's total expenditures related to capital projects. Page 327 of 489 Quarterly Financial Report Through December 2024 30 Fund 105-Arterial Street Preservation Fund Summary of Sources and Uses Throu.h Decem,, 2024 Favorable (Unfavorable) 2023 YE Budget YE Actual Am ount Percentage YE Actual Revenues City Utility Tax $ 1,334,300 $ - $ (1,334,300) (100.0) % $ 825,368 Cable TV Tax - 41,701 41,701 181,859 Public Transportation Sales&Use Tax 2,100,000 2,655,210 555,210 26.4 % 2,199,743 Grants 3,992,122 766,752 (3,225,370) (80.8) % 94,050 Transportation 141,092 361,768 220,676 156.4 % 104,518 Developer Mitigation Fees 288,465 - (288,465) (100.0) % - Operating Transfer In - - - - Interest Earnings 18,800 210,947 192,147 1022.1 % 219,029 Total Revenues $ 7,874,779 $ 4,036,378 $ (3,838,401) (48.7) % $3,625,362 Expenditures Salary and Benefits $ - $ 412,545 $ (412,545) $ 338,138 Capital Outlay 10,202,176 3,751,436 6,450,740 63.2 % 1,248,874 Subtotal-Capital Project Expenditures 10,202,176 4,163,981 6,038,195 59.2 % 1,587,012 Supplies - - - - Services and Charges 400,000 125,473 274,527 68.6 % 53,552 Operating Transfer Out 185,000 - 185,000 100.0 % - Total Expenditures $ 10,787,176 $ 4,289,454 $ 6,497,722 60.2 % $1,640,564 Net Change in Fund Balance $ (2,912,397) $ (253,075) $ 2,659,322 (91.3) % $1,984,798 Beg. Fund Balance,January 2024 $ 5,773,021 Net Change in Fund Balance,December 2024 (253,075) Ending Fund Balance,December 2024 $ 5,519,946 2024 Budgeted Ending Fund Balance $ 2,860,624 The table below presents the status of the projects with the most significant budget impact on the fund. Many capital projects are budgeted over multiple years; what is displayed below is the 2024 portion of each project's budget and annual expenditures. As noted above, many projects saw increased expenditure activity in 2024 as they entered the construction phase. Fund 105-Arterial Street Preservation Capital Projects Status(rounded) Name 2024 Budget YE Actual Remaining %of Budget C St SW Presrv(W Main to GSASignal) $ 3,600,000 $ 80,000 $ 3,520,000 37% R Street SE Preservation 1,920,000 1,970,000 (50,000) 19% 2024 Arterial Street Preservation 1,410,000 1,130,000 290,000 14% Lake Tapps Pkwy/Sum ner-Tapps Hwy E Prsv 1,330,000 840,000 480,000 13% Al Other Projects (14 Budgeted) 1,590,000 150,000 1,440,000 16% Total $ 9,850,000 $ 4,170,000 $ 5,680,000 Page 328 of 489 Quarterly Financial Report Through December 2024 31 Fund 124— Mitigation Fees The Mitigation Fees Fund is a special revenue fund for fees that are assessed at the time applications are received for development activity. These revenues are used to address costs associated with City growth. The fund houses two types of revenues: mitigation fees and impact fees. Mitigation fees are variable charges collected as a result of State Environmental Policy Act (SEPA) reviews and the City's determination that a project must pay additional fees to compensate for a unique effect that it has on the community. Impact fees are set charges collected automatically for a variety of projects. These fees are adopted annually by the City Council based on projects anticipated in the Capital Facilities Plan over the next six years. School and Fire Impact fees are collected and reimtted on behalf of the Valley Regional Fire Authority, Auburn School District, Kent School District, Federal Way School District, and Dieringer School District. Expenditures from these funds consist of transfers out to capital project funds to help support the cost of transporation and parks capital projects. The projects funded from impact and mitigation fee are new or enhanced services necessary to absorb the impact of development. In 2024, the City received $1.7 million in mitigation and impact revenues, largely driven by commercial transportation impact fees ($799,000), parks impact fees ($175,000) and interest and investment income ($678,000). Overall, the fund experienced a $9.0 million favorable variance to budget driven by lower-than- budgeted expenditures (-$8.9 million) and marginally higher than budgeted revenues (+$73,000). Similar to the various streets funds, expenditure budget-to-actual variances are largely driven by project timing. The underspend in this fund is the result of timing differences of multiple capital projects funded by mitigation and/or impact fee revenues. Fund 124-Mitigation Fees Summary of Sources and Uses Through December 2024 Budget YEActuals Favorable(Unfavorable)Variance Ending Fee Type Revenues Expenditures Revenues Expenditures Fund Balance/ Revenues Expen' Transportation Impact Fees $ 1,300,000 $ 6,470,159 $ 798,683 $ 1,166,604 $ 10,501,980 $ (501,317) $ 5,303,555 Traffic Migitation Fees - 150,000 - 150,000 (3,286) - - Fire Impact Fees 125,000 75,000 17,891 - 398,907 (107,109) 75,000 Fire Mitigation Fees - - - - 81 - - Parks Impact Fees 150,000 4,236,630 175,000 645,355 4,125,653 25,000 3,591,275 Parks Mitigation Fees - - - - 198,397 - - School ImpactAdnrn Fees 5,000 - 2,804 - 110,180 (2,196) - Wetland Mitigation Fees - - - - 2,190 - - Truck Impact Fees - - 152 - 41,053 152 Interest and Investment Income 20,100 - 678,241 - 678,241 658,141 - Fees in Lieu of Improvements - - - - 28,882 - - Permit Processing Fees - - - - - - - Total $ 1,600,100 $ 10,931,789 $ 1,672,771 $ 1,961,959 $ 16,082,278 $ 72,671 $ 8,969,830 Beginning Fund Balance,January 2024 $ 16,371,466 Net Change in Fund Balance,Decanter 2024 (289,188) Estimated Ending Fund Balance,Decanter 2024 $ 16,082,278 Page 329 of 489 Quarterly Financial Report Through December 2024 32 Enterprise Funds Detailed income and expense statements for Enterprise and Internal Service funds can be found in an attachment at the end of this report. The attachment provides operating and —as applicable — capital fund reports for these funds showing budget, actuals, and variances. Utility activities are divided between operating funds and capital sub-funds. Operating funds house all the operating costs along with debt service and financing obligations. Capital funds show costs associated with capital acquisition and construction. Both the operating and capital funds have a working capital balance, which is equivalent to current assets minus current liabilities. This approach isolates those funds available for capital and cash flow needs for daily operations and provides project managers information on the availability of working capital for current and planned projects. When considering the utility as a whole, both the operating fund and capital sub-fund must be taken into account. Through December 2024, the Water Utility Fund outperformed budget expectations with a favorable variance of$1.2 million in revenues. Water sales increased $663,000 from $18.5 million in 2023 to $19.2 million in 2024. Interest earnings increased $55,000 compared to the prior year, which is consistent with overall continued increases in the City's cash and investments balances. The Water Utility Fund also experienced a $1.3 million favorable variance to budget for operating expenditures across all categories, except for supplies (-79,000). Compared to expenditures reported in 2023, operating expenditures increased by $337,000, mainly due to increases in personnel costs (+$75,000), public utilities charges (+$122,000), utilities interfund and excise taxes (+$120,000), and interfund allocations (+$53,000). In 2024, the Water Utility Fund had operating income (operating revenues less operating expenditures) of$7.7 million, approximately $337,000 above the same period last year. When combined with non-operating income and the activities of the capital sub-fund, the utility's total working capital decreased by $1.5 million. Despite the reduction, ending working capital for the Water Utility Fund was $13.3 million favorable to budget, due to the favorable variances noted above in operating revenues (+$1.3 million), operating expenditures (-$1.3 million), and lower than anticipated capital project spend due to scheduling delays (-$14.0 million). Given the lower project spend in 2024, actual grant revenues received were also lower than budgeted (-$2.5 million), which partially offset these favorable variances. Billable water consumption in 2024 totaled 3.0 million ccf(ccf= hundred cubic feet), approximately 112,000 ccf, or 4%, lower than consumption volume through 2023. Compared to the prior year, the largest volume decreases occurred in irrigation and single-family accounts. Note that increased water rates contributed to the increase in water sales revenue compared to the prior year, despite the slight decreases in consumption. Page 330 of 489 Quarterly Financial Report Through December 2024 33 Water Revenues and Water Sold 2023 vs 2024 $3-OM 1,000 $25M 800 $2.0M • v 600 -a $1-SM .• . ...... 400 $LOM •• ..... 200 $O.SM $0-OM - 1ac kee lac 0 40 S;o 5�\ �4' •,e9 Oc� +04 O� 2023 Water Sales($) —0-2024Water Sales($) 2023 Water Sold(ccf) 2024 Water Sold(ccf) Through the end of 2024, the Sewer Utility Fund finished with operating income of$5.2 million, a $522,000 increase compared to $4.7 million through the same period last year. Net of non- operating activity, to include increased capital project activity, the utility experienced an overall increase in working capital of$4.2 million. Operating revenues were up $857,000, or 7.6%, from the same period last year due to stronger performance in charges for City sewer service and interest earnings. Charges for service increased $541,000 from $10.3 million through 2023 to $10.8 million through 2024, and interest earnings increased $317,000 during that same period. This increase in activity is also reflected in a favorable to budget variance in revenues of$2.4 million. Operating expenditures were favorable to budget by $3.0 million in 2024, driven primarily by a favorable to budget variance in other service charges of$2.7 million due to the elimination of utility tax charges on pass-through revenues for King County Metro Sewer service. Although total operating expenditures were favorable to budget in 2024, actual expenditures did increase from $6.6 million in 2023 to $6.9 million in 2024. This was due in part to increased personnel costs (+$54,000), supplies (+$40,000), other miscellaneous expenditures such as utility taxes (+$116,000), while interfund support charges decreased slightly (-$29,000). Ending working capital for the Sewer Utility Fund was $14.8 million favorable to budget, due to the favorable variances noted above in operating revenues (+$2.4 million), operating expenditures (-$3.0 million), and lower than anticipated capital project spend due to scheduling delays (-$8.6 million). In 2024, the Stormwater Utility Fund had a favorable budget variance in operating revenues of $2.0 million, driven by charges for service (+$1.5 million) and interest revenue (+$667,000). Compared to 2023, operating revenues were up $688,000, driven by an increase in charges for storm service (+$815,000) and partially offset by decreases in miscellaneous revenues (-$20,000) and interest earnings (-$82,000). As most stormwater service charges are based on a flat rate, there are not typically seasonal fluctuations in this revenue. Accordingly, service charge Page 331 of 489 Quarterly Financial Report Through December 2024 34 revenues reported throughout 2024 generated on average $3.1 million each quarter for a total of $12.6 million through December 2024. Operating expenditures saw a $253,000 favorable variance to budget, due to lower than budgeted expenditures in other service charges and personnel costs. In 2024, operating expenditures of$9.9 million were $513,000 higher compared to the same period last year. Most of this increase is due to higher personnel (+$414,000), and miscellaneous other service charges (+$78,000) such as utility and excise taxes compared to 2023. Overall, the Stormwater Utility recorded operating income of$3.4 million compared with $3.3 million in the same period last year. The fund finished the year with an overall reduction in net working capital of$1.6 million, due to increased capital project expenditures. Ending working capital for the Stormwater Utility Fund was $14.4 million favorable to budget, due to the favorable variances noted above in operating revenues (+$2.0 million), operating expenditures (-$253,000), and lower than anticipated capital project spend due to scheduling delays (-$12.0 million). The Solid Waste Utility Fund finished 2024 with a favorable operating income budget variance of$1.3 million, due to favorable variances in revenues (+$374,000) and expenditures (-$907,000). Service charges generated the majority of$31.0 million in operating revenues for 2024, which increased $2.0 million compared to 2023 mainly due to increased service rates. Operating income for the year was $620,000, a significant increase compared to the operating loss of $549,000 in 2023. Operating expenditures increased $875,000 from $29.5 million in 2023 to $30.3 million in 2024. This increase was driven by an increase in payments to the City's contracted solid waste provider (+$817,000) along with litter crew services (+$461,000). These increased costs were partially offset by decreases in personnel costs due to the dissolution of the City's internal litter crew (-$181,000). The current mix of solid waste customer account types is: • 92.4% Residential • 6.0% Commercial • 1.6% Multifamily In total, tonnage collected decreased from 68,344 in 2023 to 65,914 in 2024. The "diversion rate" is a measure of how much generated waste is not sent to the landfill, i.e., waste that is either recycled or collected yard waste. Through December 2024, the total diversion rate was 27.4%, which represents a total of 18,060 tons of waste that was diverted from landfills. In the Airport Fund, there is a direct correlation between supply costs for fuel for resale and revenues for fuel sales, and that is reflected in the fund's activity in the current year. In 2024, the Airport Fund experienced an unfavorable budget variance of$110,000 in operating revenues and a favorable variance of$124,000 in operating expenditures, resulting in an overall favorable variance of$15,000. The unfavorable revenue variance was driven by lower-than-anticipated charges for service revenue (-$171,000) and was partially offset by higher interest earnings (+$46,000). The favorable to budget operating expenditure variance was driven by cost savings in supplies, primary fuel for resale (-$137,000). Page 332 of 489 Quarterly Financial Report Through December 2024 35 Operating income was $354,000, approximately$22,000 lower than operating income in the previous year. The primary driver of this decrease is lower interest earnings (-$39,000), which were offset by decreased operating expenses (-$9,000). Charges for service were $1.9 million in 2024, which is a minimal increase (+$3,000) from the prior year. While personnel costs increased $41,000 compared to the previous year, along with miscellaneous service charges (+$13,000), these increases were offset by cost savings in supplies (-$69,000). In all, the Airport Fund saw a reduction in working capital of$230,000 in 2024, due mainly to increased activity related to the fund's capital projects. Airport Expenditures 020248udie, t2(vA Y10 Arn:al -)qzi Y]]1A•: 2024 Budget: 53.4 M 2024 2 Aeteel: sazM $3M 20235711 Ba-tm $zM • SIM The Cemetery Fund saw favorable budget variances both operating revenues (+$393,000) and expenditures (-$71,000) in 2024, resulting in a favorable operating income budget variance of $464,000. In 2024, the Cemetery Fund saw a decrease of$178,000 in working capital, compared to an increase of$104,000 in the prior year. This decrease was driven in part by increased activity related to the fund's capital projects, which were substantially completed in 2024. Total operating income decreased $232,000 from $318,000 in 2023 to $86,000 in 2024, driven primarily by a decrease of$161,000 in charges for service, as well as a $12,000 decrease in interest earnings. Additionally, the fund saw increases in operating expenditures (+$60,000) compared to the prior year. The increase in operating expenditures from 2023 was driven by increases in personnel costs (+$91,000), other service charges (+$36,000) and interfund cost allocation for support services (+$9,000). These increased expenses were partially offset by savings in supplies expenditures (-$76,000). Page 333 of 489 Quarterly Financial Report Through December 2024 36 Cemetery Expenditures J02024 Budget -2024 TT0 Actual —2023tt0 Actual 53M 2024 Budget: 52.2 M 2024 YTO Actual. 52.s M 53h5 _ • Are May Jun ful Internal Service Funds Compared to the prior year, operating revenues in the Innovation &Technology Fund increased $262,000 from $8.8 million in 2023 to $9.0 million in 2024. As an internal service fund, these revenues are generated through charges to other City departments to sufficiently cover anticipated expenditures. Overall, this fund had a budgeted operating loss of$2.4 million in 2024; however, due to timing differences between budgeted expenditures for software replacements and actual spend, the fund recorded operating income of$111,000 instead. We expect these planned replacements and related expenditures to occur in 2025. The Equipment Rental Fund saw an $832,000 reduction in operating income from 2023, due almost entirely to a decrease in insurance recoveries from 2023 to 2024. Given the unexpected nature of insurance recoveries, it is not unusual for there to be wide fluctuations year-over-year in these accounts. The fund also saw a $610,000 favorable budget variance in operating income for the same period, due to higher than anticipated interest earnings (+$340,000), gains on the sales of fixed assets (+$187,000), and lower than anticipated operating expenditures (-$194,000). No significant variances were reported in the Workers' Compensation, Insurance, or Facilities Funds through 2024. Contact Information This report is prepared by the Finance Department. Additional financial information can also be viewed on the City's website: http://www.auburnwa.gov/. For any questions about this report please contact Jamie Thomas at idthomas(a�auburnwa.gov. Page 334 of 489 City o -. Au Burn 4ti Quarter 2024 inancia eort CITY COUNCIL STUDY SESSION APRIL 28 , 2025 General Overview Variance to Variance Summary Budget to 2023 2023 2024 2024 Favorable Favorable •Collected 5% more Revenue YTD Actual YTD Budget YTD Actual (Unfavorable) % (Unfavorable) revenue compared to Property Tax $ 24,149,996 $ 24,486,386 $ 24,780,732 $ 294,346 $ 630,736 Sales Tax 22,999,943 20,649,700 22,905,129 2,255,429 (94,814) budget and 4% more utility Tax 15,797,604 14,214,734 15,787,679 1,572,945 (9,925) than YTD last year B&OTax* 10,625,063 7,029,750 11,605,183 4,575,433 980,120 Other Tax 5,256,424 4,581,095 5,353,576 772,481 97,152 •Underspent the Licenses and Permits 2,850,318 2,568,898 2,606,551 37,653 (243,767) budgeted expenditures Intergovernmental 5,890,408 7,410,275 7,967,969 557,694 2,077,561 by 14% and have spent Charges for Services 10,080,037 11,052,302 10,714,961 (337,341) 634,924 Other 6,023,837 2,921,977 8,363,404 5,441,427 2,339,567 7% more compared to Transfers In 6,356,542 14,203,054 4,790,709 (9,412,345) (1,565,833) YTD last year Total Revenue $ 110,030,172 $ 109,118,171 $ 114,875,893 $ 5,757,722 5% $ 4,845,721 4% Total Expenditures $ 92,728,940 $ 115,415,273 $ 99,651,133 $ 15,764,140 14% $ (6,922,193) -7% Page 336 of 489 Tax Revenue 2024 budgeted taxes account for $70.96 million, or 67% of the General Fund budget Property Tax (34% of taxes) • $24.4 million 2024 budget • Collected 100% at year-end Retail Sales and Use Tax (29% of taxes) • $20.6 million 2024 budget • $95,000 (.4%) under prior YTD actual • $2.3 million (11%) over YTD budget Page 337 of 489 Tax Revenue Construction: Decrease from Comparison of Retail Sales Tax Collections by Group completion of school construction Through December 2024 projects 2023 2024 Change from 2023 Manufacturing: Decrease related Component Group YE Actual YE Actual Amount Percentage — to printing and related services Construction $ 2,950,423 $ 2 710.442 $ (239,981) (8.1) % Manufacturing 531.277 477.151 (54.126) (10.2) % Transportation: Increase in Transportation & Warehousing 224,807 321,173 96,366 42.9 % support activities and couriers Wholesale Trade 1.668.471 1,611,967 (56,504) (3.4) % Automotive 4,937,407 4.915.894 (21,513) (0.4) % Retail Trade: Decreases in almost Retail Trade 6,573,018 6.517,742 (55,277) (0.8) % all sub-categories — building Services 5,724,661 5,927,009 202,349 3.5 % Miscellaneous 389,925 423,751 33,826 8.7 % materials, general merch, health and personal care, furniture, and YE Total $ 22,999,989 $ 22,905,129 $ 94,860 0.4 % sporting goods. Services: Increase mostly related to an audit, fitness centers, music venues, and home delivery NIPage 338 of 489 Tax Revenue Utility (20% of taxes)Tax axes) Utility Tax $14.1 million 2024 budget ©2024 Budget 2024YEActual -2023 Actual $20 Water, Sewer, Storm, Solid Waste Utility Tax rate 9% ($6.8 million of total budget) $15.8 M Electric, Natural Gas, Cable, and Telephone Utility Tax rate 5% ($7.6 million of total budget) $25 $1.6 million (11%) over budget0 z • Higher than expected water, sewer, storm collections $10 �. • Higher than expected collections from external 411 " 1" utilities (water, sewer, and solid waste) $10,000 (0%) under prior year ss • Higher than expected water, sewer, storm collections • Offset by a large decrease in external utilities related411-41 to back taxes paid in 2023 $o Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov nor Page 339 of 489 Tax Revenue Business and Occupation Tax (B&O) (10% of total taxes) • $7.0 million 2024 budget • $11.6 million collected YTD • $6.3 million in gross receipts tax (54%) • $5.3 million in square foot tax (46%) • Includes Q4 2023, Q1 2024, Q2 2024, Q3 2024, 2023 Annual Filings • $4.6 million (65%) over YTD budget • $1.0 million in delinquent taxes included Other Taxes (7% of total taxes) o $4.7 million 2024 budget • Criminal justice sales tax, admissions tax, gambling tax, leasehold excise tax, franchise fees • $772,000 (17%) over 2024 YTD budget • $97,000 (2%) over 2023 YTD collections • Both variances are mostly due to higher sales tax collection and admission tax collection (delinquent taxes received), and Leasehold Excise Tax Page 340 of 489 Licenses and P --, Accounts for 2% of the total General Fund Building Permits Resources ©2024 Budget f2024YEActual 2023Actual $1.2 $2.6 million budgeted in 2024 Half of this ($1.0 million building permit $1.0 revenue) $a.s K $0.s $38,000 (1%) over budget 2 Aillhw- 0 J $0.6 $244,000 (9%) under prior year 40.1.r Business license revenue is outperforming $0.4 prior year and budget Offset by decreases in building permit and $0.2 '" • licenses $0.0 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct No, De Page 341 of 489 Intergovernmental Revenues include : Federal/State/Interlocal Grants, Muckleshoot Indian Tribe ( MIT) Compact, State Shared Revenue • State Shared Revenue: Streamlined Sales Tax, Motor Vehicle Excise Tax (MVET), Marijuana/Liquor excise taxes, Criminal Justice Sales Tax $558,000 (7.5%) over 2024 YTD budget • Timing of contribution payment from the MIT compact, higher collection of grants $2.0 million (35%) over 2023 YTD collections • Timing of contribution payment from the MIT compact, higher collection of grants and offset by reduced state shared revenue contributions Page 342 of 489 Charges for Services General Government - $1.3 million below budget (22%) • Timing of SKHHP Payments — Reimbursement basis Public Safety - $550,000 above budget (50%) • Extra duty services Development Services - $20,000 below budget (1.7%) Culture and Recreation - $424,000 above budget (14%) • Green fees and pro shop sales account for $145k, other recreation program revenues account for remaining amount Page 343 of 489 Other Fines and Penalties • $2.7 million over 2024 YTD budget (251%) • School zone speed enforcement ($1.9 million) and B&O fines and penalties ($660,000) Interest and Investment Earnings • $1.9 million over 2024 YTD budget (604%) Page 344 of 489 General by Department 2023 YTD 2024 YTD 2024 YTD Budget vs Actual Department Actual Budget Actual $ % Council, Mayor, Admin 2,640,415 2,791,119 2,754,638 36,481 1% Office of Equity 514,218 1,047,360 868,952 178,408 17% Municipal Court 2,556,274 3,673,544 3,324,616 348,928 9% Community Development 8,128,085 9,070,576 6,649,256 2,421,320 27% Human Services 2,031,009 4,954,978 3,090,240 1,864,738 38% Public Works 4,592,820 5,242,635 5,044,662 197,973 4% Streets (M&O) 4,366,872 5,014,872 4,773,367 241,505 5% Parks, Art, and Recreation 15,532,210 17,010,764 16,689,872 320,892 2% Police 33,618,197 38,019,143 34,780,325 3,238,818 9% SCORE 5,169,317 5,700,000 4,865,975 834,025 15% Internal Services (HR, Finance, Legal, Nondepartment) 13,579,522 22,890,282 16,809,230 6,081,052 27% Total $ 92,728,939 $115,415,273 $ 99,651,133 $ 15,764,140 14% Page 345 of 489 ARPA Update 2024 lifetime Spend Tilde Budget Q4 Spend (includesthisquarter) Remaining Com pl ete'd Proj ects 2,745,359 - 2,7 45,358 - Neighborhood Street Light Program 1,300,000 244,756 339,292 960,708 Neighborhood Traffic Calming 200,000 (9,032) 9,454 190,536 Recreation Access Grants 150,000 236 886 149,114 Human Services Grants Includes Ad min 1,000,000 - 445,882 554,118 Theater 389,700 - - 389,700 Tyler TechMUNIS Financial Implementation 301,500 - - 301,500 Paving Grave I Roads 135,000 114,297 135,000 - 2023LocalStreetPreservation 501,886 48,167 48,167 453,719 Translation Services 25,000 - 1,685 23,315 Cybe rSecurity Locks 50,000 - - 50,030 Auburn Way South Median Landscape Replanting/Irrigation 50,000 - 40,187 9,814 Auburn Way South Roundabout 150,000 33,380 52,840 97,160 Emergency H ousing Voucher Program 2,000,000 83,102 575,882 X424,118 DEI Dashboard (In Elusive Auburn) 130,000 - 92,805 37,195 Duct cleaning in applicable buildings 150,000 184,219 150,000 Encampment Cleanup 500,000 4,536 456,403 43,597 Downtown S ide iiv alk Replacement on Main Street and B Stre et Plaza Surf ace Replace r11 E nt 1,819,409 258,795 612,828 1,206,581 Cameras in qualified census tracts 150,000 137,875 150,000 - Community Violence Intervention Programs (Drone,SPIDRTe ch) 236,248 33,561 204,436 31,812 ArtsCultureCenterRenovations 100,000 - - 100,000 Auburn Ave The ate rDemolition 490,D00 406,071 437,771 52,229 Signing BonusesforPolice Lateral Hires 200,D00 22,245 201030 - Other Projects(not started). 1,977,130 - - 1,977,130 Total: 14,751,231 1,562,207 6,790,885 7,552,346 Page 346 of 489 Non - General a ita Real Estate Excise Tax (REET)) Real Estate Excise Tax YTD Collections: $5.5 million 1=1 2024 Budget —II—2024 YE Actual —2023Actual $2.0 million over prior year SS5M $3.3 million over YTD budget Park Impact Fees $4.1 million 2024 Fund Balance 100% Committed through 2026 Transportation Impact Fees $10.5 million 2024 Fund Balance 100% Committed through 2026 Page 347 of 489 Questions _. Page 348 of 489 * CITY OF J\I.JBU1R.ts4 AGENDA BILL APPROVAL FORM WASHINGGTTON Agenda Subject: Meeting Date: Ordinance No. 6974 (Gaub) (10 Minutes) April 28, 2025 An Ordinance granting to Level 3 Communications, LLC, a franchise for fiber optic telecommunications Department: Attachments: Budget Impact: Public Works DRAFT Ordinance No. 6974 Administrative Recommendation: For discussion only. Background for Motion: Background Summary: Section 20.02.040 of the Auburn City Code requires a franchise for any utility or telecommunications carrier or operator to use public ways of the City and to provide services to persons or areas inside or outside of the City. Level 3 Communications, LLC has applied for a new Franchise Agreement to continue to operate their existing fiber optic telecommunications located in the public way in seven east/west road crossings through the Union Pacific Rail Road property that runs north/south through the City. Level 3 currently provides telecommunications services including but not limited to telecommunication capacity, dark fiber, transmission of voice, data or other electronic information, or other high capacity fiber optic transmission services to firms, businesses or institutions from the existing facilities. The proposed agreement is consistent with the City's standard Franchise Agreement language. A Public Hearing to consider this application and take public comment is scheduled before the City Council on May 5, 2025, in accordance with Auburn City Code 20.04.040. Councilmember: Tracy Taylor Staff: Ingrid Gaub Page 349 of 489 ORDINANCE NO. 6974 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, GRANTING TO LEVEL 3 COMMUNICATIONS, LLC, A FRANCHISE FOR FIBER OPTIC TELECOMMUNICATIONS WHEREAS, Level 3 Communications, LLC ("Franchisee") has applied for a non-exclusive Franchise for the right of entry, use, and occupation of certain public ways within the City of Auburn ("City"), expressly to install, construct, erect, operate, maintain, repair, relocate and remove its facilities in, on, over, under, along and/or across those public ways; and WHEREAS, following proper notice, the City Council held a public hearing on Franchisee's request for a Franchise; and WHEREAS, based on the information presented at such public hearing, and from facts and circumstances developed or discovered through independent study and investigation, the City Council now deems it appropriate and in the best interest of the City to grant the Franchise to Franchisee. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN WASHINGTON, DO ORDAIN as follows: Section 1. Definitions For the purpose of this Franchise and the interpretation and enforcement thereof, definitions of words and phrases shall be in accordance with the definitions set forth in this Franchise and in Auburn City Code 20.02.020. If there is a conflict between any of the definitions set forth in this Franchise and the definitions set forth in Auburn City Code 20.02.020, the definitions in this Franchise shall govern to the extent of such conflict. A. "ACC" means the Auburn City Code. B. "Franchise" means this agreement approved by Ordinance No. 6974 of the City which authorizes Franchisee Facilities to provide Franchisee Services in the Franchise Area. C. "Franchise Area" means the public ways specified in Exhibit "A". Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 1 of 19 Page 350 of 489 D. "Franchisee's Facilities" means fiber optic and broad band communications services constructed and operated within the public ways including all cables, wires, conduits, ducts, pedestals, and any associated converter equipment or other items necessary for Telecommunications Services as defined in RCW 35.99.010(7), that are located in the Franchise Area. Franchisee's Facilities do not include facilities used to provide wireless services, including antennas or other equipment, appliances, attachments and appurtenances associated with wireless telecommunications facilities. Franchisee's facilities do not include small wireless facilities, microcell, minor facility, or small cell facilities, as defined in RCW 80.36.375. Franchisee's facilities do not include any facilities that are not located within the Franchise Area or that are covered under a separate franchise agreement or agreement. E. "Franchisee's Services" means any telecommunications service, telecommunications capacity, or dark fiber, provided by the Franchisee using its Facilities, including, but not limited to, the transmission of voice, data or other electronic information, or other subsequently developed technology that carries a signal over fiber optic cable. Franchisee's Services will also include non-switched, dedicated and private line, high capacity fiber optic transmission services to firms, businesses or institutions within the City and other lawful services not prohibited by this Ordinance. However, Franchisee's Services will not include the provision of "cable services", as defined by 47 U.S.C. §522, as amended, for which a separate franchise would be required. Section 2. Grant of Right to Use Franchise Area A. Subject to the terms and conditions stated in this Franchise, the City grants to the Franchisee general permission to enter, use, and occupy the Franchise Area, located within the incorporated area of the City. Franchisee may locate the Franchisee's Facilities within the Franchise Area subject to all applicable laws, regulations, and permit conditions. B. The Franchisee is authorized to install, remove, construct, erect, operate, maintain, relocate, upgrade, replace, restore, and repair Franchisee's Facilities to provide Franchisee's Services in the Franchise Area. C. This Franchise does not authorize the use of the Franchise Area for any facilities or services other than Franchisee Facilities and Franchisee Services, and it extends no rights or privilege relative to any facilities or services of any type, including Franchisee Facilities and Franchisee Services, on public or private property elsewhere within the City. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 2 of 19 Page 351 of 489 D. This Franchise is non-exclusive and does not prohibit the City from entering into other agreements, including franchise agreements, impacting the Franchise Area, for any purpose that does not interfere with Franchisee's rights under this Franchise. E. Except as explicitly set forth in this Franchise, this Franchise does not waive any rights that the City has or may acquire with respect to the Franchise Area or any other City roads, public ways, or property. This Franchise will be subject to the power of eminent domain, and in any proceeding under eminent domain, the Franchisee acknowledges its use of the Franchise Area shall have no value. F. The City reserves the right to change, regrade, relocate, abandon, or vacate any public way within the Franchise Area. If, at any time during the term of this Franchise, the City vacates any portion of the Franchise Area containing Franchisee Facilities, the City may reserve an easement for public utilities within that vacated portion, pursuant to Chapter 35.79.030 RCW, within which the Franchisee may continue to operate any existing Franchisee Facilities under the terms of this Franchise for the remaining period set forth under Section 4. G. The Franchisee agrees that its use of Franchise Area shall at all times be subordinated to and subject to the City and the public's need for municipal infrastructure, travel, and access to the Franchise Area, except as may be otherwise required by law. H. The Franchisee agrees to provide the City with complete contact information for any client, lessee, sub-lessee, customer, or other entity that Franchisee allows to utilize, control, access, or otherwise provides services to, who will also use the Franchisee Facilities to provide services to their clients and customers either inside or outside the City limits. Such contact information shall be provided to the City a minimum of sixty (60) days prior to the start of such anticipated use so that the City may determine if Franchisee's client, lessee, sub- lessee, customer, or other entity is required to obtain a franchise agreement with the City prior to such use. If the client, lessee, sub-lessee, customer, or other entity is required to obtain a franchise agreement with the City, then the Franchisee shall not allow use, control, access, or otherwise provide services to such entity until the required franchise agreement has been obtained. Section 3. Notice A. Written notices to the parties shall be sent by a nationally recognized overnight courier or by certified mail to the following addresses, unless a different address is designated in writing and delivered to the other party. Any such notice Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 3 of 19 Page 352 of 489 shall become effective upon receipt by certified mail, confirmed delivery by overnight courier, or the date stamped received by the City. Any communication made by e-mail or similar method will not constitute notice pursuant to this Franchise, except in case of emergency notification. City: Right-of-Way Specialist, Public Works Department - Transportation City of Auburn 25 West Main Street Auburn, WA 98001-4998 Telephone: (253) 931-3010 Email Address: rowusepermit@auburnwa.gov with a copy to: City Clerk City of Auburn 25 West Main Street Auburn, WA 98001-4998 Franchisee: Level 3 Communications, LLC Attn: James Nickerson 5325 Zuni Street Denver, CO 80221 Telephone: (720) 888-4429 Email Address: james.nickerson@lumen.com with a copy to: Level 3 Communications, LLC Attn: James Nickerson 931 14th Street Denver, CO 80202 Telephone: (720) 888-4429 Email Address: james.nickerson@lumen.com B. Any changes to the above-stated Franchisee information shall be sent to the City's Right-of-Way Specialist, Public Works Department — Transportation Division, with copies to the City Clerk, referencing the title of this Franchise. C. The above-stated Franchisee voice telephone numbers shall be staffed at least during normal business hours, Pacific time zone. The City may contact Franchisee at the following number for emergency or other needs outside of normal business hours of the Franchisee: (877) 453-8353. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 4 of 19 Page 353 of 489 Section 4. Term of Franchise A. This Franchise shall run for a period of fifteen (15) years, from the date of Franchise Acceptance as described in Section 5 of this Franchise. B. Automatic Extension. If the Franchisee fails to formally apply for a new franchise agreement prior to the expiration of this Franchise's term or any extension thereof, this Franchise automatically continues month to month until a new franchise agreement is applied for and approved under the then current process or until either party gives written notice at least one hundred and eighty (180) days in advance of intent to cancel this Franchise. Section 5. Acceptance of Franchise A. This Franchise will not become effective until Franchisee files with the City Clerk (1) the Statement of Acceptance (Exhibit "B"), (2) all verifications of insurance coverage specified under Section 16, (3) the financial security specified in Section 17, and (4) payment of any outstanding application fees required in the City Fee Schedule. These four items will collectively be the "Franchise Acceptance". The date that such Franchise Acceptance is filed with the City Clerk will be the effective date of this Franchise. B. If the Franchisee fails to file the Franchise Acceptance with the City Clerk within thirty (30) days after the effective date of the ordinance approving the Franchise as described in Section 28 of this Franchise, the City's grant of the Franchise will be null and void. Section 6. Construction and Maintenance A. The Franchisee shall apply for, obtain, and comply with the terms of all permits required under applicable law for any work done within the City. Franchisee will comply with all applicable City, State, and Federal codes, rules, regulations, and orders in undertaking such work. B. Franchisee agrees to coordinate its activities with the City and all other utilities located within the public way within which Franchisee is undertaking its activity. C. The City expressly reserves the right to prescribe how and where Franchisee's Facilities will be installed within the public way and may require the removal, relocation and/or replacement thereof in the public interest and safety at the expense of the Franchisee as provided for in Chapter 35.99 RCW. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 5 of 19 Page 354 of 489 D. Before beginning any work within the public way, the Franchisee will comply with the One Number Locator provisions of Chapter 19.122 RCW to identify existing utility infrastructure. E. Tree Trimming. Upon prior written approval of the city the Franchisee shall have the authority to trim trees upon and overhanging streets, public ways and places in the Franchise Area so as to prevent the branches of such trees from coming in physical contact with the Franchisee's Facilities. Franchisee shall be responsible for debris removal from such activities. If such debris is not removed within 24 hours, the City may, at its sole discretion, remove such debris and charge the Franchisee for the cost thereof. This section does not, in any instance, grant automatic authority to clear vegetation for purposes of providing a clear path for radio signals. Any such general vegetation clearing will require other permits as necessary from the City. Section 7. Trench Repair for Street Restorations A. At any time during the term of this Franchise, if a Franchisee Facility or trench within the Franchise Area causes a street to crack, settle, or otherwise fail, the City will notify Franchisee of the deficiency and Franchisee agrees to restore the deficiency and repair the damage within thirty(30) days of written notice by the City. B. For purposes of the Section, "street" shall mean all City owned improvements within a public way, including, but not limited to, the following: pavement, sidewalks, curbing, above and below-ground utility facilities, and traffic control devices. Section 8. Repair and Emergency Work In the event of an emergency, the Franchisee may commence repair and emergency response work as required under the circumstances. The Franchisee will notify the City telephonically during normal business hours (at 253-931-3010) and during non-business hours (at 253-876-1985) as promptly as possible, before such repair or emergency work commences, and in writing as soon thereafter as possible. Such notification shall include the Franchisee's emergency contact phone number for corresponding response activity. The City may commence emergency response work, at any time, without prior written notice to the Franchisee, but will notify the Franchisee in writing as promptly as possible under the circumstances. Franchisee will reimburse the City for the City's actual cost of performing emergency response work. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 6 of 19 Page 355 of 489 Section 9. Damages to City and Third-Party Property Franchisee agrees that if any of its actions, or the actions of any person, agent, or contractor acting on behalf of the Franchisee under this Franchise impairs or damages any City property, survey monument, or property owned by a third-party, Franchisee will restore, at its own cost and expense, the property to a safe condition. Upon returning the property to a safe condition, the property shall then be returned to the condition it was in immediately prior to being damaged (if the safe condition of the property is not the same as that which existed prior to damage). All repair work shall be performed and completed to the satisfaction of the City Engineer. Section 10. Location Preference A. Any structure, equipment, appurtenance or tangible property of a utility or other franchisee, other than the Franchisee's, which was installed, constructed, completed or in place prior in time to Franchisee's application for a permit to construct or repair Franchisee's Facilities under this Franchise shall have preference as to positioning and location with respect to the Franchisee's Facilities. However, to the extent that the Franchisee's Facilities are completed and installed before another utility or other franchisee's submittal of a permit for new or additional structures, equipment, appurtenances, or tangible property, then the Franchisee's Facilities will have priority. These rules governing preference shall continue when relocating or changing the grade of any City road or public way. A relocating utility or franchisee will not cause the relocation of another utility or franchisee that otherwise would not require relocation. This Section will not apply to any City facilities or utilities that may in the future require the relocation of Franchisee's Facilities. Such relocations will be governed by Section 11 and Chapter 35.99 RCW. B. Franchisee will maintain a minimum underground horizontal separation of five (5)feet from City water, sanitary sewer and storm sewer facilities and ten (10) feet from above-ground City water facilities; provided, that for development of new areas, the City, in consultation with Franchisee and other utility purveyors or authorized users of the public way, will develop guidelines and procedures for determining specific utility locations. Section 11. Relocation of Franchisee Facilities A. Except as otherwise so required by law, Franchisee agrees to relocate, remove, or reroute its facilities as ordered by the City Engineer at no expense or liability to the City, except as may be required by Chapter 35.99 RCW. Pursuant to the provisions of Section 15, Franchisee agrees to protect and save Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 7 of 19 Page 356 of 489 harmless the City from any customer or third-party claims for service interruption or other losses in connection with any such change, relocation, abandonment, or vacation of the public way. B. If a readjustment or relocation of the Franchisee Facilities is necessitated by a request from a party other than the City, that party shall pay the Franchisee the actual costs associated with such relocation. Section 12. Abandonment and or Removal of Franchisee Facilities A. Within one hundred and eighty days (180) of Franchisee's permanent cessation of use of the Franchisee's Facilities, the Franchisee will, at the City's discretion, either abandon in place or remove the affected facilities. B. Franchisee may ask the City in writing to abandon, in whole or in part, all or any part of the Franchisee's Facilities. Any plan for abandonment of Franchisee Facilities must be approved in writing by the City. C. The parties expressly agree that this Section will survive the expiration, revocation or termination of this Franchise. Section 13. Undergrounding A. The parties agree that this Franchise does not limit the City's authority under federal law, state law, or local ordinance, to require the undergrounding of utilities. B. Whenever the City requires the undergrounding of aerial utilities in the Franchise Area, the Franchisee will underground the Franchisee's Facilities in the manner specified by the City Engineer at no expense or liability to the City, except as may be required by Chapter 35.99 RCW. Where other utilities are present and involved in the undergrounding project, Franchisee will only be required to pay its fair share of common costs borne by all utilities, in addition to the costs specifically attributable to the undergrounding of Franchisee's Facilities. Common costs will include necessary costs for common trenching and utility vaults. Fair share will be determined in comparison to the total number and size of all other utility facilities being undergrounded. Section 14. Franchisee Information A. Franchisee agrees to supply, at no cost to the City, any information reasonably requested by the City to coordinate municipal functions with Franchisee's activities and fulfill any municipal obligations under state law. Said Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 8 of 19 Page 357 of 489 information will include, at a minimum, as-built drawings of Franchisee's Facilities, installation inventory, and maps and plans showing the location of existing or planned facilities within the City. Said information may be requested either in hard copy or electronic format, compatible with the City's data base system, including the City's Geographic Information System (GIS) data base. Franchisee will keep the City informed of its long-range plans for coordination with the City's long-range plans. B. The parties understand that Chapter 42.56 RCW and other applicable law may require public disclosure of information given to the City. Section 15. Indemnification and Hold Harmless A. Franchisee shall defend, indemnify, and hold harmless the City, its officers, officials, employees and volunteers from and against any and all claims, suits, actions, or liabilities for injury or death of any person, or for loss or damage to property, which arises out of Franchisee's acts, errors or omissions, or from the conduct of Franchisee's business, or from any activity, work or thing done, permitted, or suffered by Franchisee arising from or in connection with this Franchise, except only such injury or damage as shall have been occasioned by the sole negligence of the City, its officers, officials, employees, and volunteers. However, should a court of competent jurisdiction determine that this Franchise is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Franchisee and the City, its officers, officials, employees, and volunteers, the Franchisee's liability hereunder shall be only to the extent of the Franchisee's negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Franchisee's waiver of immunity under Industrial Insurance. Title 51 RCW, solely for the purposes of this indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section shall survive the expiration or termination of this Franchise. B. The Franchisee will hold the City harmless from any liability arising out of or in connection with any damage or loss to the Franchisee's Facilities caused by maintenance and/or construction work performed by, or on behalf of, the City within the Franchise Area or any other City road, public way, or other property, except to the extent any such damage or loss is directly caused by the negligence of the City, or its agents, its officers, officials, employees, and volunteers performing such work. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 9 of 19 Page 358 of 489 C. The Franchisee acknowledges that neither the City nor any other public agency with responsibility for firefighting, emergency rescue, public safety or similar duties within the City has the capability to provide trench, close trench or confined space rescue. The Franchisee, and its agents, assigns, successors, or contractors, will make such arrangements as Franchisee deems fit for the provision of such services. The Franchisee will hold the City harmless from any liability arising out of or in connection with any damage or loss to the Franchisee for the City's failure or inability to provide such services, and, pursuant to the terms of Section 15(A), the Franchisee will indemnify the City against any and all third-party costs, claims, injuries, damages, losses, suits, or liabilities based on the City's failure or inability to provide such services. Section 16. Insurance A. The Franchisee shall procure and maintain for the duration of this Franchise and as long as Franchisee has Facilities in the public way, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the Franchise and use of the public way. B. No Limitation. The Franchisee's maintenance of insurance as required by this Franchise shall not be construed to limit the liability of the Franchisee to the coverage provided by such insurance or otherwise limit the City's recourse to any remedy available at law or in equity. C. Minimum Scope of Insurance. The Franchisee shall obtain insurance of the types and coverage described below: 1. Commercial General Liability insurance shall be at least as broad as Insurance Services Office (ISO) occurrence form CG 00 01 and shall cover liability arising from premises, operations, stop gap liability, independent contractors, products-completed operations, personal injury and advertising injury, and liability assumed under an insured contract. There shall be no exclusion for liability arising from explosion, collapse or underground property damage. The City shall be included as an additional insured under the Franchisee's Commercial General Liability insurance policy with respect this Franchise using ISO endorsement CG 20 12 05 09 if the Franchise is considered a master permit as defined by RCW 35.99.010, or CG 20 26 07 04 if it is not, or substitute endorsement providing at least as broad coverage. 2. Automobile Liability insurance covering all owned, non- owned, hired and leased vehicles. Coverage shall be at least as broad as ISO form CA 00 01. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 10 of 19 Page 359 of 489 3. Contractors Pollution Liability insurance shall be in effect throughout the entire Franchise covering losses caused by pollution conditions that arise from the operations of the Franchisee. Contractors Pollution Liability shall cover bodily injury, property damage, cleanup costs and defense, including costs and expenses incurred in the investigation, defense, or settlement of claims. 4. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington. 5. Excess or Umbrella Liability insurance shall be excess over and at least as broad in coverage as the Franchisee's Commercial General Liability and Automobile Liability insurance. The City shall be included as an additional insured on the Franchisee's Excess or Umbrella Liability insurance policy. D. Minimum Amounts of Insurance. The Franchisee shall maintain insurance that meets or exceeds the following limits: 1. Commercial General Liability insurance shall be written with limits no less than $5,000,000 each occurrence, $5,000,000 general aggregate. 2. Automobile Liability insurance with a minimum combined single limit for bodily injury and property damage of $5,000,000 per accident. 3. Contractors Pollution Liability insurance shall be written in an amount of at least $2,000,000 per loss, with an annual aggregate of at least $2,000,000. 4. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington and employer's liability insurance with limits of not less than $1,000,000. 5. Excess or Umbrella Liability insurance shall be written with limits of not less than $5,000,000 per occurrence and annual aggregate. The Excess or Umbrella Liability requirement and limits may be satisfied instead through Franchisee's Commercial General Liability and Automobile Liability insurance, or any combination thereof that achieves the overall required limits. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 11 of 19 Page 360 of 489 E. Other Insurance Provisions. Franchisee's Commercial General Liability, Automobile Liability, Excess or Umbrella Liability, Contractors Pollution Liability insurance policy or policies are to contain, or be endorsed to contain, that they shall be primary insurance as respect to the City. Any insurance, self- insurance, or self-insured pool coverage maintained by the City shall be excess of the Franchisee's insurance and shall not contribute with it. F. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not less than A: VII. G. Subcontractors. The Franchisee shall cause each and every Subcontractor to provide insurance coverage that complies with all applicable requirements of the Franchisee-provided insurance as set forth herein, including limits no less than what is required of Franchisee under this Franchise. The Franchisee shall ensure that the City is an additional insured on each and every Subcontractor's Commercial General liability insurance policy using an endorsement as least as broad as ISO CG 20 26. H. Verification of Coverage. The Franchisee shall furnish the City with certificates and a copy of the amendatory endorsements, including but not necessarily limited to the additional insured endorsement, evidencing the insurance requirements of this Franchise. Upon request by the City in the event of a claim giving rise to a coverage dispute, the Franchisee shall furnish certified copies of all required applicable insurance policies involved in such dispute, including endorsements, required in this Franchise and evidence of all subcontractors' coverage. I. Notice of Cancellation. Franchisee shall provide the City with written notice of any policy cancellation within two business days of their receipt of such notice. J. Failure to Maintain Insurance. Failure on the part of the Franchisee to maintain the insurance as required shall constitute a material breach of the Franchise, upon which the City may, after giving five business days' notice to the Franchisee to correct the breach, terminate the Franchise. K. City Full Availability of Franchisee Limits. If the Franchisee maintains higher insurance limits than the minimums shown above, the City shall be insured for the full available limits of Commercial General and Excess or Umbrella liability maintained by the Franchisee, irrespective of whether such limits maintained by the Franchisee are greater than those required by this Franchise or whether any certificate of insurance furnished to the City evidences limits of liability lower than those maintained by the Franchisee. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 12 of 19 Page 361 of 489 L. Franchisee — Self-Insurance. Franchisee will have the right to self- insure any or all of the above-required insurance. Any such self-insurance is subject to approval by the City. If the Franchisee is self-insured or becomes self- insured during the term of the Franchise, Franchisee or its affiliated parent entity shall comply with the following: (i) Franchisee shall submit a letter to the City stating which of the above required insurance provisions in this Section 15 Franchisee proposes to self-insure; (ii) provide the City, upon request, a copy of Franchisee's or its parent company's most recent audited financial statements, if such financial statements are not otherwise publicly available; (iii) Franchisee or its parent company is responsible for all payments within the self-insured retention; and (iv) Franchisee assumes all defense and indemnity obligations as outlined in Section 15. Section 17. Financial Security The Franchisee will provide the City with a financial security in the amount of Fifty Thousand Dollars ($50,000.00) running for, or renewable for, the term of this Franchise, in a form and substance acceptable to the City. If Franchisee fails to substantially comply with any one or more of the provisions of this Franchise, the City may recover jointly and severally from the principal and any surety of that financial security any damages suffered by the City as a result Franchisee's failure to comply, including but not limited to staff time, material and equipment costs, compensation or indemnification of third parties, and the cost of removal or abandonment of facilities. Franchisee specifically agrees that its failure to comply with the terms of Section 20 will constitute damage to the City in the monetary amount set forth in that section. Any financial security will not be construed to limit the Franchisee's liability to the security amount, or otherwise limit the City's recourse to any remedy to which the City is otherwise entitled at law or in equity. Section 18. Successors and Assignees A. All the provisions, conditions, regulations and requirements contained in this Franchise are binding upon the successors, assigns of, and independent contractors of the Franchisee, and all rights and privileges, as well as all obligations and liabilities of the Franchisee will inure to its successors, assignees and contractors equally as if they were specifically mentioned herein wherever the Franchisee is mentioned. B. This Franchise will not be leased, assigned or otherwise alienated without the express prior consent of the City by ordinance, which shall not be unreasonably denied, conditioned or delayed. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 13 of 19 Page 362 of 489 C. Franchisee and any proposed assignee or transferee will provide and certify the following to the City not less than ninety (90) days prior to the proposed date of transfer: (1) Complete information setting forth the nature, term and conditions of the proposed assignment or transfer; (2) All information required by the City of an applicant for a Franchise with respect to the proposed assignee or transferee; and, (3) An application fee in the amount established by the City's fee schedule, plus any other costs actually and reasonably incurred by the City in processing, and investigating the proposed assignment or transfer. D. Before the City's consideration of a request by Franchisee to consent to a Franchise assignment or transfer, the proposed Assignee or Transferee will file with the City a written promise to unconditionally accept all terms of the Franchise, effective upon such transfer or assignment of the Franchise. The City is under no obligation to undertake any investigation of the transferor's state of compliance and failure of the City to insist on full compliance before transfer does not waive any right to insist on full compliance thereafter. Section 19. Dispute Resolution A. In the event of a dispute between the City and the Franchisee arising by reason of this Franchise, the dispute will first be referred to the operational officers or representatives designated by City and Franchisee to have oversight over the administration of this Franchise. The officers or representatives will meet within thirty (30) calendar days of either party's request for a meeting, whichever request is first, and the parties will make a good faith effort to achieve a resolution of the dispute. B. If the parties fail to achieve a resolution of the dispute in this manner, either party may then pursue any available judicial remedies. This Franchise will be governed by and construed in accordance with the laws of the State of Washington. If any suit, arbitration, or other proceeding is instituted to enforce any term of this Franchise, the parties specifically understand and agree that venue will be exclusively in King County, Washington. The prevailing party in any such action will be entitled to its attorneys' fees and costs. Section 20. Enforcement and Remedies A. If the Franchisee willfully violates or fails to comply with any of the provisions of this Franchise through willful or unreasonable negligence or fails to comply with any notice given to Franchisee under the provisions of this Franchise, the City may, at its discretion, provide Franchisee with written notice to cure the breach within thirty (30) days of notification. If the parties determine the breach cannot be cured within thirty days, the City may specify a longer cure period and Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 14 of 19 Page 363 of 489 condition the extension of time on Franchisee's submittal of a plan to cure the breach within the specified period, commencement of work within the original thirty-day cure period, and diligent prosecution of the work to completion. If the breach is not cured within the specified time, or the Franchisee does not comply with the specified conditions, the City may, at its discretion, either (1) revoke the Franchise with no further notification, or (2) claim damages of Two Hundred Fifty Dollars ($250.00) per day against the financial guarantee set forth in Section 17 for every day after the expiration of the cure period that the breach is not cured. B. If the City determines that Franchisee is acting beyond the scope of permission granted in this Franchise for Franchisee Facilities and Franchisee Services, the City reserves the right to cancel this Franchise and require the Franchisee to apply for, obtain, and comply with all applicable City permits, franchises, or other City permissions for such actions, and if the Franchisee's actions are not allowed under applicable federal and state or City laws, to compel Franchisee to cease those actions. Section 21. Compliance with Laws and Regulations A. This Franchise is subject to, and the Franchisee will comply with all applicable federal and state or City laws, regulations and policies (including all applicable elements of the City's comprehensive plan), in conformance with federal laws and regulations, affecting performance under this Franchise. The Franchisee will be subject to the police power of the City to adopt and enforce general ordinances necessary to protect the safety and welfare of the general public in relation to the rights granted in the Franchise Area. B. The City reserves the right at any time to amend this Franchise to conform to any federal or state statute or regulation relating to the public health, safety, and welfare, or relating to roadway regulation, or a City Ordinance enacted pursuant to such federal or state statute or regulation enacted, amended, or adopted after the effective date of this Franchise if it provides Franchisee with thirty (30) days written notice of its action setting forth the full text of the amendment and identifying the statute, regulation, or ordinance requiring the amendment. The amendment will become automatically effective on expiration of the notice period unless, before expiration of that period, the Franchisee makes a written call for negotiations over the terms of the amendment. If the parties do not reach agreement as to the terms of the amendment within thirty (30) days of the call for negotiations, the City may enact the proposed amendment, by incorporating the Franchisee's concerns to the maximum extent the City deems possible. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 15 of 19 Page 364 of 489 C. The City may terminate this Franchise upon thirty (30) days written notice to the Franchisee, if the Franchisee fails to comply with such amendment or modification. Section 22. License, Tax and Other Charges This Franchise will not exempt the Franchisee from any future license, tax, or charge which the City may adopt under authority granted to it under state or federal law for revenue or as reimbursement for use and occupancy of the Franchise Area. Section 23. Consequential Damages Limitation Notwithstanding any other provision of this Franchise, in no event will either party be liable for any special, incidental, indirect, punitive, reliance, consequential or similar damages. Section 24. Severability If any portion of this Franchise is deemed invalid, the remainder portions will remain in effect. Section 25. Titles The section titles used are for reference only and should not be used for the purpose of interpreting this Franchise. Section 26. Implementation The Mayor is authorized to implement those administrative procedures necessary to carry out the directions of this legislation. Section 27. Entire Franchise This Franchise, as subject to the appropriate city, state, and federal laws, codes, and regulations, and the attachments hereto represent the entire understanding and agreement between the parties with respect to the subject matter and it supersedes all prior oral negotiations between the parties. All previous franchises between the parties pertaining to Franchisee's operation of its Facilities are hereby superseded. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 16 of 19 Page 365 of 489 Section 28. Effective Date. This Ordinance will take effect and be in force five days from and after its passage, approval and publication as provided by law. INTRODUCED: PASSED: APPROVED: NANCY BACKUS, MAYOR ATTEST: APPROVED AS TO FORM: Shawn Campbell, MMC, City Clerk Jason Whalen, City Attorney PUBLISHED: Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 17 of 19 Page 366 of 489 EXHIBIT "A" FRANCHISE AREA Level 3 Communications LLC Franchisee Facilities are located in the Union Pacific Railroad Road property that runs north/south through the City and occupies City public way through seven east/west road crossings installed pursuant to City of Auburn Public Way Agreement No. 99-04, Ordinance No. 5333 effective January 13, 2000. The specific crossing locations that make up the Franchise Area are adjacent to the Union Pacific Rail line and are as follows: 1. Crossing at S 277th Street, 60 Feet. 2. Crossing S 285th Street (aka 44th Street NW), 60 feet. 3. Crossing 37th Street NW, 60 feet. 4. Crossing 29th Street NW, 50 feet. 5. Crossing 15th Street NW, 260 feet. 6. Crossing West Main Street, 60 feet. 7. Crossing 15th Street SW, 100 feet. Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 18 of 19 Page 367 of 489 EXHIBIT "B" STATEMENT OF ACCEPTANCE Level 3 Communications, LLC, for itself, its successors and assigns, hereby accepts and agrees to be bound by all lawful terms, conditions and provisions of the Franchise attached hereto and incorporated herein by this reference. Franchisee Name: Level 3 Communications, LLC Address: City, State, Zip: By: _ Date: Signature Name: _ Title: STATE OF ) )ss. COUNTY OF ) On this day of , 20 , before me the undersigned, a Notary Public in and for the State of , duly commissioned and sworn, personally appeared, of , the company that executed the within and foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said company, for the uses and purposes therein mentioned, and on oath stated that they are authorized to execute said instrument. IN WITNESS WHEREOF, I have hereunto set my hand and affixed my official seal on the date hereinabove set forth. Signature NOTARY PUBLIC in and for the State of , residing at MY COMMISSION EXPIRES: Ordinance No. 6974 Franchise Agreement No. FRN23-0004 February 25, 2025 Page 19 of 19 Page 368 of 489 CITY OF J\IJBURJ4 AGENDA BILL APPROVAL FORM WASHINGGTTON Agenda Subject: Meeting Date: Ordinance No. 6978 (Krum) (30 Minutes) April 28, 2025 An Ordinance relating to adoption of a temporary 6-month moratorium on the acceptance, processing, and/or approval of applications for Building and Land Use Development Permits and related Land Use Decisions for Energy Storage System Facilities proposed to be located within the City of Auburn Department: Attachments: Budget Impact: Community Development Ord No. 6978 Moratorium on Energy Storage Systems, Exhibit A BESS Moratorium PowerPoint, Exhibit B Greening the Grid, US- AID, Exhibit C VRFA Response to BESS Incident, Exhibit D Canyon County Incident Response Report, Exhibit E City of Covington Moratorium, Exhibit F SB 1216 Clean Energy Siting Coordinating Council, Exhibit G Comprehensive Review of Energy Storage Systems, Exhibit H PSE Siting Scores, Exhibit I PSE Service Area Map Administrative Recommendation: For discussion only. Background for Motion: Background Summary: Staff has identified the following unknown risks and economic factors, that may be relevant in assessing the desirability of, and siting concerns associated with, ESS in the City. The City currently does not have specific zoning or development standards applicable to these projects. ESS can be facilities of any type that store electrical energy in potential, kinetic, mechanical energy, or electrochemical energy when demand on the grid is low and can discharge back into the grid when demand for electricity is high, or electrical energy production is low (Exhibit B). Battery or electrochemical (BESS) energy storage systems primarily contain lithium-ion batteries due to their availability, capacity, efficiency, and general reliability (Exhibit G). The chemical composition Page 369 of 489 of lithium-ion batteries may pose increased risk to life and property. If a cell is not properly cooled, the cell can rapidly increase in temperature causing thermal runaway. Thermal runaway at a BESS presents a significant burden to emergency personnel as fires may burn for an inordinate amount of time, release toxic gasses, or explode. A response may require a regional response, potentially depleting resources and leaving other areas of the city vulnerable to high response times. If a battery cell or cells combust, a report (Exhibit C) from Valley Regional Fire Authority (VRFA) indicated a multi-shift would be required to manage the emergency. As a result, VRFA and other first responders present would continuously pour water into the compromised battery area; this cool water which would regulate the heat and aid to prevent other cells from becoming compromised. Water used to cool the compromised cells will become contaminated with hazardous materials within the battery. If the contaminated water is not properly contained, it may leach into the City's stormwater system or critical areas. It is unknown if the local water district, or City could support the water demand for a period of 12 or more hours in the event of an emergency. In the event of an emergency, the impacts to regional transportation routes, businesses, and residents are unknown if an evacuation zone is established as a hazard mitigation plan may need to be established. Separately from an emergent response, it is not known what the operational impacts a BESS facility may have. These impacts include, but are not limited to, visual, noise, habitat, airport glare, land use or long-term ecological impacts resulting from decommissioning of the aged lithium-ion batteries. Presently, land use code is not clear and may be up to a director's interpretation for the compatibility of a BESS facility with the land use category of"Utility facilities and substations" in ACC 18.07.030 and "Utility transmission or distribution line or substation" in ACC 18.23.030. These uses are not intended to include recent technological changes and business models in Energy Storage Systems or supporting infrastructure. "Utility Facilities and Substations" are intended to include public utilities with marginal impacts to the surrounding community, environment, and services. ESS including BESS facilities are much larger than a local or regional substation, are privately developed and leased to the public utility. While ESS are becoming more popular as a source of reliable energy storage and relief, jurisdictions across the region are developing standards to help manage the siting, construction, and operation of these facilities (Exhibit E). The proposed moratorium under Ordinance No. 6978 prevents development for a finite amount of time as the City studies the impacts and develops regulatory language for siting, construction, and operation. The Washington State Department of Ecology has initiated studies into ESS and is working to provide guidance on how ESS may impact the surrounding environment. The City wishes to study the results of Ecology's efforts before updating its zoning and other regulations applicable to ESS facilities. The Washington State Legislature adopted House Bill 1216 in 2023 (Exhibit F) which established the Interagency Clean Energy Siting Coordinating Council to identify actions to improve siting and permitting of clean energy projects within the State. It is unknown what fiscal or economic development benefits would flow to the City if ESS facilities were permitted within the City, or which zone(s) would be suitable for siting them. The City needs to investigate and analyze potential economic impacts and tax revenues associated with such projects. Councilmember: Tracy Taylor Staff: Jason Krum Page 370 of 489 ORDINANCE NO. 6978 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, RELATING TO ADOPTION OF A TEMPORARY 6-MONTH MORATORIUM ON THE ACCEPTANCE, PROCESSING, AND/OR APPROVAL OF APPLICATIONS FOR BUILDING AND LAND USE DEVELOPMENT PERMITS AND RELATED LAND USE DECISIONS FOR ENERGY STORAGE SYSTEM FACILITIES PROPOSED TO BE LOCATED WITHIN THE CITY OF AUBURN WHEREAS, Energy Storage Systems (ESS) including Battery Energy Storage Systems (BESS) are defined as installations designed to store critical electrical energy for later use, typically consisting of batteries, power conversion systems, and control equipment, a primary function of Energy Storage Systems is to store excess electricity generated by the grid during periods of low demand or high renewable energy production, such as from solar or wind sources, the stored energy can then be discharged when demand is high or when renewable energy generation is low, stabilizing the electrical grid and improving overall efficiency and reliability; WHEREAS, the City's development regulations, specifically the land use category of "Utility facilities and substations" in ACC 18.07.030 and "Utility transmission or distribution line or substation" in ACC 18.23.030, are not currently defined to include the recent technological changes and business models in Energy Storage Systems or supporting infrastructure; WHEREAS, the City's development regulations, specifically the land use category of "Utility facilities and substations" in ACC 18.07.030 and "Utility transmission or distribution line or substation" in ACC 18.23.030, are understood to include public regional Ordinance No.6978 April 14,2025 Page 1 of 10 Page 371 of 489 utility (PSE) agencies that provide public services such as transformers, substations, pumpstations and smaller scale grid infrastructure; WHEREAS, ESS are primarily financed and constructed by private corporations and leased to energy utilities for maintenance and operation; WHEREAS, applying the current regulations in Title 18 ACC to new technologies and business models could lead to approval of ESS projects that are undesirable, unsafe, and/or inconsistent with long-term planning goals and objectives of the City, particularly when the existing regulations have not been reviewed and updated for the best practices nor reconsidered in light of technological changes and potential impacts ESS facilities have on the surrounding areas and community resources; WHEREAS, thermal runaway is a primary risk related to lithium-ion batteries, a phenomenon in which lithium-ion cells enter an uncontrollable, self-heating state, resulting in ejection of gas, shrapnel, and/or particulates, extremely high temperatures, smoke, and fire; WHEREAS, the Auburn City Council makes the following findings of fact in support of a moratorium under RCW 36. 70A.390, and identified the following unknown risks and economic factors, that may be relevant in assessing the desirability of, and siting concerns associated with, ESS in the City: A. The City currently does not have specific zoning or development standards applicable to ESS; B. ESS can be facilities of any type that store electrical energy in potential kinetic energy, mechanical energy or electrochemical energy when demand Ordinance No.6978 April 14,2025 Page 2 of 10 Page 372 of 489 on the grid is low and can discharge back into the grid when demand for electricity is high, or electrical energy production is low; C. In the instance of electrochemical or battery energy storage systems (BESS), lithium-ion batteries are commonly used due to their availability, capacity, efficiency, and general reliability, the chemical composition of lithium-ion batteries may pose increased risk to life and property in the event of thermal runaway or gaseous vapors being released during an emergency; D. Thermal runaway at a BESS presents a significant burden to emergency personnel as fires may burn for an inordinate amount of time, requiring increased lengths for monitoring and containment, leaving other areas of the City vulnerable due to longer response times; E. Exceptional amounts of water is required in the event of a thermal runaway to protect other cells from reaching a critical temperature and to suppress the compromised cell, the water used to control the emergency may contain hazardous chemicals and materials such as cyanide and hydrofluoric acid that may leach into the City's protected critical areas identified in Chapter 16.10 ACC; F. Due to the exceptional amounts of water required to suppress a thermal event, it is not known if the City, or the surrounding water districts have the capacity to provide a constant flow of high-volume water; G. BESS may create potentially hazardous air quality concerns in the event of Ordinance No.6978 April 14,2025 Page 3 of 10 Page 373 of 489 an emergency; H. In the event of an emergency, the response may pose a strain on the first responder personnel that is not fully understood; I. In the event of an emergency, it is unknown what the impacts to regional transportation routes, businesses, and residents if an evacuation zone is established; J. ESS may produce noise and visual impacts that are not currently well understood; K. ESS may produce impacts to wildlife that are not currently well understood; L. ESS facilities located within the L-F Airport Landing Field District may pose a significant risk to public health, safety, and welfare if an aircraft collision occurs; M. ESS facilities and their supporting infrastructure may be more appropriate for the industrial (M-1 and M-2) zones in the City due to their scale, land use, and potential impacts to life and safety of the general public; N. The Washington State Department of Ecology has initiated studies into ESS and is working to provide guidance on how ESS may impact the surrounding environment, and the City wishes to study the results of Ecology's efforts before updating its zoning and other regulations applicable to ESS facilities; O. The Washington State Legislature adopted House Bill 1216 in 2023 which established the Interagency Clean Energy Siting Coordinating Council to identify actions to improve siting and permitting of clean energy projects Ordinance No.6978 April 14,2025 Page 4 of 10 Page 374 of 489 within the State; P. Puget Sound Energy (PSE), hired PSC (Power Systems Consultants) to conduct an Energy Storage System Location Study detailing locations of potential BESS facilities connected via high-voltage transmission lines to PSE's regional substations, siting (Exhibit H) the Christopher Substation for initial low risk ESS interconnection; Q. It is unknown what fiscal or economic development benefits would be realized by the City if ESS facilities were permitted within the City or which zone(s)would be suitable for siting them. Further investigation and analysis of the potential economic impacts and tax revenues associated with such projects is warranted; R. The City does not currently have ESS facilities or locations incorporated or accounted for in an emergency management response plan. ESS present unique emergency management needs that require coordination between the City, its departments, and outside entities; WHEREAS, the unique characteristics of ESS facilities, certain existing requirements in Code may not be appropriately address or mitigate the community impacts and risks such facilities may present; WHEREAS, the City Council held a public hearing on 7:00 PM on May 5, 2025, and is adopting the findings contained herein after the conclusion of said public hearing; WHEREAS, to promote public health, safety, and welfare, the City Council deems it necessary and proper to impose a moratorium on land use and development permit Ordinance No.6978 April 14,2025 Page 5 of 10 Page 375 of 489 applications related to ESS for a period of six (6) months; WHEREAS, processing applications for land use approvals, development permits, and related applications or code interrelations for ESS facilities under exciting zoning code regulations and other official controls could potentially result in approvals of undesirable and incompatible development until such time that the City has properly reviewed its regulations and implemented any zoning code revisions or additional controls deemed necessary and proper for the health, safety, and general welfare of the City and its residents; WHEREAS, it would be an efficient use of resources and an appropriate exercise of its planning authority under the Growth Management Act and Chapter 35A.63 RCW for the City to analyze whether, and under what regulatory parameters, ESS Energy Storage Systems should be allowed uses within the City; WHEREAS, the City possesses land use jurisdiction and regulatory authority over the City's incorporated lands; WHEREAS, the adoption of this moratorium is exempt from the threshold determination requirements under the State Environmental Policy Act; WHEREAS, the potential adverse impacts on public health, property, safety, and welfare of the City and its citizens if this moratorium does not take effect immediately, further justifies a moratorium under RCW 36.70A.410 and the designation of this ordinance as necessary for the protection of public health, public property, or the public peace by the Council, the moratorium imposed herein promotes the public good and is necessary for the protection of public health, property, safety, and welfare; and Ordinance No.6978 April 14,2025 Page 6 of 10 Page 376 of 489 NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Findings of Fact. The recitals set forth above as well as Exhibits A through I are hereby adopted as the City Council's findings of fact in support of the moratorium established by this ordinance. Section 2. Moratorium Imposed. Pursuant to RCW 35A.63.220, and RCW 36.70A.390, a temporary moratorium is hereby imposed upon Tier II and Tier III ESS facilities in any zone within the City of Auburn. This moratorium also applies to the City's acceptance, processing, or approval of any applications, building permits, and land use permits for ESS facilities including without limitation; A. Administrative Use permits; B. Conditional Use permits; C. Building permits; D. Grading permits; E. Short plats; F. Subdivisions; G. Binding site plans; H. Reasonable use exceptions; I. Variances from Title 18 ACC regulations; J. Deviations from any City of Auburn engineering design and Ordinance No.6978 April 14,2025 Page 7 of 10 Page 377 of 489 construction standards or other technical codes for ESS facility within the City or any other type of development permit, approval, or code interpretation in connection with the same; and K. Any other development permits related to ESS facilities. The moratorium codified herein shall not apply to Tier I residential Battery Energy Storage Systems that serve as a back-up source of energy, load shedding, and storage of solar energy. Fires and other emergencies typically seen from Tier I BESS are limited in their impacts to the safety, welling, and health of Citizens. Section 3. Term of Moratorium. The moratorium imposed by this Ordinance shall become effective on the date described in Section 8, and shall continue in effect for an initial period of six (6) months, unless repealed, extended or modified by the City Council after subsequent public hearing(s) and entry of appropriate findings of fact pursuant to RCW 35A.63.220, provided that the moratorium shall automatically expire upon the effective date of zoning and land use regulations adopted by City Council to address siting, construction, and operation of ESS located within the City of Auburn. Section 4. Public Hearing. Pursuant to RCW 35A.63.220 and RCW 36.70A.390, the City Council has held a public hearing at the City Council's regular meeting at 7:00 PM on May 5, 2025, in order to take public testimony on this moratorium. Section 5. Severability, Constitutionality and Invalidity. If any section, subsection sentence, clause, finding, phrase, or portion of this Ordinance, Ordinance No.6978 April 14,2025 Page 8 of 10 Page 378 of 489 is for any reason held invalid or unconstitutional by any Court of competent jurisdiction such portion shall be deemed a separate, distinct and independent provision, and such holding shall not affect the validity of the remaining portions thereof. Section 6. Corrections. Upon the approval of the City Attorney the City Clerk and the codifiers of this ordinance are authorized to make any necessary corrections to this ordinance including, but not limited to, the correction of scrivener's/clerical errors, references, ordinance numbering, section/subsection numbers, and any reference thereto. Section 7. Implementation. The Mayor is authorized to implement such administrative procedures as may be necessary to carry out the directions of this legislation. Section 8. Effective Date. This Ordinance shall take effect and be in force five (5) days from and after its passage, approval and publication as provided by law. Ordinance No.6978 April 14,2025 Page 9 of 10 Page 379 of 489 Section 9. Ordinance Transmitted to State. Pursuant to RCW 36.70A.106, a copy of this ordinance shall be transmitted to the Washington State Department of Commerce. INTRODUCED: PASSED: APPROVED: NANCY BACKUS, MAYOR ATTEST: APPROVED AS TO FORM: Shawn Campbell, MMC, City Clerk Jason Whalen, City Attorney Published: Ordinance No.6978 April 14,2025 Page 10 of 10 Page 380 of 489 COUNCIL STUDY SESSION AUBURN VALUES ENERGY STORAGE SYSTEM MORATORIUM ORDINANCE SERVICE NO . 6978 ENVIRONMENT ECONOMY PRESENTED BY CHARACTER GABRIEL CLARK, PLANNER II SUSTAINABILITY APRIL 28, 2025 WELLNESS CELEBRATION Department of Community Development Planning • Building • Development Engineering • Permit Center Economic Development • Code Enforcement Page 381 of 489 WHAT ARE ENERGY STORAGE SYSTEMS? ■ Energy Storage Systems (ESS) vary widely in their uses and installation types; their primary function is to store electrical energy during periods of low demand and discharge at periods of high demand. Battery Energy Storage Systems (BESS) are a type of ESS which uses battery technology to provide storage and improve the overall stability of the electrical grid. ■ Other functions include: Load Shedding Load Sharing Smoothing and dispatching from renewable energy sources Emergency power storage The moratorium covers all ESS. BESS is the primary concern for Staff. SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 382 of 489 WHY A LITHIUM- ION BATTERY? • Lithium-ion batteries are a very common method of storing electrical energy for usage and may be charged and discharged reliably. Examples: Phone batteries __" Laptop computers Electric Vehicles _,-� s' ,,,, — 1+ / ___ Air iiiiell'ii& / ..... piermigiliiiii;4 miz_ ') T, ' ', `'`. ____M—' .11---4"2,:ip„.._ ,,,,a;__ , lami,f 4., ,..., , .. ....... , , „.....-._. .= _.... ______, . ....._ _ ,_, Page 383 of 489 WHAT ARE THE DIFFERENT TYPES? Residential Moratorium -_____________ __ ---------____„,----r Commercial iiiii ----------,:----------, 4. Grid . --- I _j_iiii------------ 111 - _ 1LLá —P 1 I' 1 , ��; �7 .ems — w _ i-4---,(—1 r______T_, mii„ I' 11 : : ..... k N.• ., . _........ _. ._______ _.,.:_,. SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 384 of 489 PRIMARY FUNCTIONS VISUALIZED Battery Discharging Battery Discharging Battery Charging Battery Charging Load Demand Profile Load Demand Profile Table 14 General technical specifications of energy storage techniques [1,10,186,187]. 0 4 8 1 Energy storage system Power Rating Discharge Energy density Wh/kg Energy cost Lifetime €/KWh Efficiency Load levelin PHSS 100--4000 MW 1 hr--24 h 0.5-1.5 50-150 70--85% FES 0.002-20 MW msec to 40 Min 5-130 1000-3500 90-95% CAES 50-300 MW lhe-24 h 30-60 10-120 70-80% Q 001-0 1 MW riliCp0.0167-1 h 75-2 1 200-loon 8 Li-ion 0.001-0.1 MW 0.0167-1 h 75-250 200-1800 85-100 0/ Nas U.S--SU NM, U.U003-Z rl 1SU-Z4U ZU1.1-9UU 6S--9U Ws Hydrogen 0.001-50 MW 14 hr-24 h 800-10000 1-15 20-50% Supercapacitor 0.01-1 MW msec to minute 0.1-15 300-4000 90-95 SMES 10 kW-10MW msec to seconds 0.5-5 700-7000 80-90% Page 385 of 489 FLOW MAP OF TIER II AND III SYSTEMS t:t,„ u Behind-the-meter II. 41.19 41i4 44$411P—ers ePois 41 • .:" 434 4 .7-, .... ...:., .:. IP 1%. 16 btili 0 111 r IT 11111111111440. 5 i * � 1v%1 Front-of-the-meter 1)�`1 £tt ) ,..,.� System 1 t �- tntegrators 1 ` t Engineering,Procurement 111111111.1114'. and Construction Consulting O&M Service Providers Page 386 of 489 CROSS SECTION OF A BESS CABINET Fire Supression Cell Off-Gas Detection System HVAC PCS rf al ,111 O O 0 0 0 i D D D- D* IrrirT"-w 4 T I ill'Ilk. T. 7 -ram- i - I _ I�-17i -7 � T71 �_i .. ruwF l�j EEh _ I Q _ I ! ! Ir! ! _ I I _ ]ii IrI I l . I� j F i I I i IrI i i I I ir l I� I I 4 _ fl,,, 1 ' I-- ,. ,.. I_,f i. ! IrI I._I I _ I Ir! !fI if , ii j -- i - 1l10T_I I• Ilr_,I I- I -I'_I IT T1' i '' 1 . m _ r— r ,<--30 7777 0 O O Sub PLC Main Battery Pack Rack 3 Layer BMS Control Box Control Box Page 387 of 489 WHAT ARE THE IMPACTS OF BESS SYSTEMS? Site safety measures help limit spread of Primary Impact: Thermal Runaway fire at 600 MWh BESS in England It teak 24 hours for the firefighters to tackle the blaze at Stalera's 300 M Wl600 MW NEWS California moves to impose more control over BESS in wake of Moss m lead-acid batt: Landing fire . Lithium-ion ba By April Bonner March 5.2025 power banks. — EMEMIM LA mMEMZE=M tom® I. they are also ye kIliallilkilthe _,,, n they catch fire; ,---) K•rnfir 1 L'-'"- -:- " ` I Ai 4'•- : 'z:: 44 sim 0 M J e}t ner, it generate a' ,snuaacdy eomw uwan m, s can pose a fire CLose In In the wake of the Moss Landing Energy Sbmge Focalry Ina.regional and state-wtee ealllomla autnonh,- have proposed or passed logrslolioe hghtvrnno control of BESS projects On the aneroonn or rg January 202F.a Ere hreke art et Mown Lending Energy Storage Facility in the fire in Mnmarmr frnnry ro Wnmta IIS mnmminn'ha evanwrkrn el I MS rn I Snit local,ncinnnro s and in,heat Laster -hecrnr.:^anind,-e scene over Is the site managementna the nest SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • W ELLN Page 388 of 489 WHAT IS THE CAUSE OF THESE FIRES? Thermal Runaway: Thermal runaway Cathode "A primary risk related to Lithium-ion Cathode Oxygen release batteries. It is a phenomenon in kI•••4,,ii.0.•,04,••••••••• decomposition osition ••••a•••••••4•410•,•es• •••••••••••, •••• Hydrofluoric acid release which the Lithium-ion cell enters an Electrolyte Electrolyte 200°C „ decomposition Internal short circuit uncontrollable, self-heating state. - Solid electrolyte Separator UL Research Institutes i� cr ^. ���+ �� r. ,, a� --.________�� /�r To reduce the likelihood of - ifr 2 thermal runaway, the batteries , , 4 ,,�; need to be isolated, cooled, and cF `� ., , -�' monitored. �.. _. 4,A , - Wit- -5�, • ,-9_ �_-_ I 1LJE 7----.. -lit -,[I' � gIWI 1 6, �1 1 1i 64 1 Page 389 of 489 WHAT IS THE DEMAND? PSE Hired Power Systems Consultants to report the most I'SC J1J8426—PSC Report for Puget Sound Energy ESS Locations viable sites in the service area. 3 11.Candidate Stations Table 3.1 lists the 26 PSE stations that were analyzed in detail.These stations were visually inspected with recent overhead imagery and are organized by color for low risk and medium risk substations.As Christopher Substitution cited as "low previously stated,the substation configuration metrics were not used for the initial candidate stations and will be addressed later in the report.Substations that are of a main bus configuration are highlighted risk" in red. Table 3.1 Qualitative Results for Low Risk(Green)and Medium Risk(Yellow)Stations Puget Sound Energy adds two new clean energy projects in Puget Sound Energy announcing two Washington BESS projects in the State. The new projects will add almost 350 MW of clean energy from utility scale solar and battery energy storage Appaloosa Solar Project (Garfield BELLEVUE,Wash.(9/24/2024)Puget Sound Energy(PSE)is proud to announce two large projects in County) Washington state that will help add more clean energy to its portfolio. The first is the development of a utility-scale solar facility known as Appaloosa Solar Project that PSE will own Greenwater B ESS Project (Sumner) and operate.The second is a power purchase agreement signed with BrightNight for a Battery Energy Storage System(BESS)known as the Greenwater project. Together,the projects can generate up to 342 MW of energy to help PSE's commitment to diversify its renewable resource mix and meet the state's Clean Energy Transformation Act(CETA)targets. Since the passage of CETA in 2019,PSE has added more than 3,800 MW of renewable energy resources to its resource mix.More than half(2,033 MW)of that comes from new resources from 11 projects built to serve the energy needs of our customers. Page 390 of 489 WHAT IS THE REASON FOR THE MORATORIUM ? Tier I (residential) BESS installations have limited negative impacts and will not be considered under this moratorium. Tier II and Tier Ill facilities may pose impacts to the safety, well-being and health to the residents and business in Auburn. The moratorium will provide needed time for the City to research these impacts and develop regulatory standards. Community Development and Public Works need to develop effective siting, construction, and operation regulations. SERVICE • ENVIRONMENT • ECONOMY • CHARACTER • SUSTAINABILITY • WELLNESS • CELEBRATION Page 391 of 489 WHAT IS THE JURISDICTIONAL RESPONSE? Meetings with Valley Regional Fire Authority (VRFA) concluded the main method of extinguishing fires at BESS facilities is to continually douse the compromised rack with cool water. VRFA would be required to post several units at the site, for a multi shift response (12+ hours) and treated as a hazardous materials response. A fire would require a significant response. VRFA, Auburn Police, Department of Ecology, Puget Sound Clean Air Agency and other agencies. Community Development Staff are developing a new chapter in Title 18 to facilitate the siting, construction, and operation of BESS projects. Page 392 of 489 WHAT STANDARDS? Existing Absent International Fire Code (IFC) and Comprehensive guidance on siting, National Fire Protection construction, and operation of ESS Association (NFPA) facilities. Chapter 12 of the Washington State IFC Title 18 Zoning for siting and operation. (Est. March 2024) Engineering Design Standards (EDS) 2023 edition of the NFPA 855 Standard Installation of Stationary Energy Storage Systems ■ International Building Code (IBC) siting and construction standards. Page 393 of 489 PROPOSED TIMELINE • Adopt Moratorium • Research and program development VI • Prepare zoning text amendment Aug • Present proposed text amendment to planning commission sep • Present proposed text amendment to City Council oct • Adopt amended code and moratorium expires Page 394 of 489 AUBURN VALUES SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Department of Community Development Planning • Building • Development Engineering • Permit Center Economic Development • Code Enforcement Page 395 of 489 EXHIBIT B Greening • ■■■ the Grid GRID INTEGRATION TOOLKIT Grid-Scale BatteryStorage Frequently Askea Questions What is grid-scale battery storage? Increasing needs for system flexibility,combined with rapid decreases in the costs of battery technology,have enabled BESS to play an Battery storage is a technology that enables power system operators and increasing role in the power system in recent years.As prices for BESS utilities to store energy for later use.A battery energy storage system continue to decline and the need for system flexibility increases with (BESS)is an electrochemical device that charges(or collects energy)from wind and solar deployment,more policymakers,regulators,and utili- the grid or a power plant and then discharges that energy at a later time ties are seeking to develop policies to jump-start BESS deployment. to provide electricity or other grid services when needed.Several battery chemistries are available or under investigation for grid-scale applications, Is grid-scale battery storage needed for including lithium-ion,lead-acid,redox flow,and molten salt(including sodium-based chemistries).' Battery chemistries differ in key technical renewable energy integration? characteristics(see What are key characteristics of battery storage Battery storage is one of several technology options that can enhance systems?),and each battery has unique advantages and disadvantages. power system flexibility and enable high levels of renewable energy The current market for grid-scale battery storage in the United States and integration.Studies and real-world experience have demonstrated that globally is dominated by lithium-ion chemistries(Figure 1).Due to tech- interconnected power systems can safely and reliably integrate high nological innovations and improved manufacturing capacity,lithium-ion levels of renewable energy from variable renewable energy(VRE) chemistries have experienced a steep price decline of over 70%from sources without new energy storage resources.2 There is no rule-of- 2010-2016,and prices are projected to decline further(Curry 2017). thumb for how much battery storage is needed to integrate high levels Energy (MWh) Power (MW) of renewable energy.Instead,the appropriate amount of grid-scale 250 battery storage depends on system-specific characteristics,including: • The current and planned mix of generation technologies a 200---- v • Flexibility in existing generation sources a> 150---- N • Interconnections with neighboring power systems 100 • The hourly,daily,and seasonal profile of electricity a50 ■ demand,and 0 _,�,�,,,1,1,� , , _, ,', ,.,,, , I • The hourly,daily,and seasonal profile of current and '08'09'10'11'12'13'14'15'16'17 '08'09'10'11'12'13'14'15'16'17 planned VRE. Year Installed In many systems,battery storage may not be the most economic Chemistry Lead-acid . Sodium-based . Redox Flow resource to help integrate renewable energy,and other sources of system flexibility can be explored.Additional sources of system ■ Lithium-Ion El Other flexibility include,among others,building additional pumped-hydro storage or transmission,increasing conventional generation flexibility, Figure 1: U.S. utility-scale battery storage capacity by and changing operating procedures(Cochran et al.2014). chemistry(2008-2017).Data source:U.S. Energy Information Administration, Form EIA-860,Annual Electric Generator Report 1. For information on battery chemistries and their relative advantages,see Akhil et al.(2013)and Kim et al.(2018). 2. For example,Lew et al.(2013)found that the United States portion of the Western Interconnection could achieve a 33%penetration of wind and solar without additional storage resources. Palchak et al.(2017)found that India could incorporate 160 GW of wind and solar(reaching an annual renewable penetration of 22%of system load)without additional storage resources www.greeningthegrid.org I www.nrel.gov/usaid-partnershipUSe ,� A'+. FROMTHE AMEA!PED ♦ I 71an Page gt o ' 6 Grid-Scale Battery Storage: Frequently Asked Questions 2 What are the key characteristics of battery generation in the middle of the night)may require renewable generators storage systems? to curtail their output.By charging the battery with low-cost energy during periods of excess renewable generation and discharging during • Rated power capacity is the total possible instantaneous discharge periods of high demand,BESS can both reduce renewable energy capability(in kilowatts[kW]or megawatts[MW])of the BESS,or curtailment and maximize the value of the energy developers can sell the maximum rate of discharge that the BESS can achieve,starting to the market.Another extension of arbitrage in power systems without from a fully charged state. electricity markets is load-leveling.With load-levelling,system opera- • Energy capacity is the maximum amount of stored energy(in tors charge batteries during periods of excess generation and discharge kilowatt-hours[kWh]or megawatt-hours[MWh]) batteries during periods of excess demand to more efficiently coordinate the dispatch of generating resources. • Storage duration is the amount of time storage can discharge at its power capacity before depleting its energy capacity.For example,a Firm Capacity or Peaking Capacity:System operators must ensure battery with 1 MW of power capacity and 4 MWh of usable energy they have an adequate supply of generation capacity to reliably meet capacity will have a storage duration of four hours. demand during the highest-demand periods in a given year,or the peak demand.This peak demand is typically met with higher-cost generators, • Cycle life/lifetime is the amount of time or cycles a battery storage such as gas plants;however,depending on the shape of the load curve, system can provide regular charging and discharging before failure or BESS can also be used to ensure adequate peaking generation capacity. significant degradation. While VRE resources can also be used to meet this requirement,these • Self-discharge occurs when the stored charge(or energy)of the resources do not typically fully count toward firm capacity,as their battery is reduced through internal chemical reactions,or without generation relies on the availability of fluctuating resources and may not being discharged to perform work for the grid or a customer. always coincide with peak demand.But system operators can improve Self-discharge,expressed as a percentage of charge lost over a certain VRE's ability to contribute to firm capacity requirements through pairing period,reduces the amount of energy available for discharge and is an with BESS.Pairing VRE resources with BESS can enable these resources important parameter to consider in batteries intended for longer-dura- to shift their generation to be coincident with peak demand,improving tion applications. their capacity value(see text box below)and system reliability. • State of charge,expressed as a percentage,represents the battery's present level of charge and ranges from completely discharged to fully charged.The state of charge influences a battery's ability to Firm Capacity,Capacity Credit,and Capacity provide energy or ancillary services to the grid at any given time. Value are important concepts for understanding the potential contribution of utility-scale energy • Round-trip efficiency,measured as a percentage,is a ratio of the storage for meeting peak demand. energy charged to the battery to the energy discharged from the battery.It can represent the total DC-DC or AC-AC efficiency of Firm Capacity(kW, MW):The amount of installed the battery system,including losses from self-discharge and other capacity that can be relied upon to meet demand electrical losses.Although battery manufacturers often refer to the during peak periods or other high-risk periods.The DC-DC efficiency,AC-AC efficiency is typically more important to share of firm capacity to the total installed capacity of a utilities,as they only see the battery's charging and discharging from generator is known as its capacity credit(%).3 the point of interconnection to the power system,which uses AC (Denholm 2019). Capacity Value($):The monetary value of the contribution of a generator(conventional, renewable, What services can batteries provide? or storage)to balancing supply and demand when Arbitrage:Arbitrage involves charging the battery when energy prices generation is scarce. are low and discharging during more expensive peak hours.For the BESS operator,this practice can provide a source of income by taking advantage of electricity prices that may vary throughout the day.One extension of the energy arbitrage service is reducing renewable energy Operating Reserves and Ancillary Services:To maintain reliable curtailment.System operators and project developers have an interest power system operations,generation must exactly match electricity in using as much low-cost,emissions-free renewable energy generation demand at all times.There are various categories of operating reserves as possible;however,in systems with a growing share of VRE,limited and ancillary services that function on different timescales,from subsec- flexibility of conventional generators and temporal mismatches between onds to several hours,all of which are needed to ensure grid reliability. renewable energy supply and electricity demand(e.g.,excess wind BESS can rapidly charge or discharge in a fraction of a second,faster 3. See Mills and Wiser(2012)for a general treatment on the concept of capacity credit. Page 397 of 489 Grid-Scale Battery Storage: Frequently Asked Questions 3 than conventional thermal plants,making them a suitable resource for electricity can be provided by the grid.After a system failure,however, short-term reliability services,such as Primary Frequency Response the grid can no longer provide this power,and generators must be started (PFR)and Regulation.Appropriately sized BESS can also provide through an on-site source of electricity,such as a diesel generator,a longer-duration services,such as load-following and ramping services, process known as black start.An on-site BESS can also provide this to ensure supply meets demand. service,avoiding fuel costs and emissions from conventional black-start generators.As system-wide outages are rare,an on-site BESS can Transmission and Distribution Upgrade Deferrals:The electricity provide additional services when not performing black starts. grid's transmission and distribution infrastructure must be sized to meet peak demand,which may only occur over a few hours of the year.When Table 1 below summarizes the potential applications for BESS in anticipated growth in peak electricity demand exceeds the existing the electricity system,as well as whether the application is currently grid's capacity,costly investments are needed to upgrade equipment and valued in U.S.electricity markets(Denholm 2018).Figure 2 shows the develop new infrastructure.Deploying BESS can help defer or circum- cumulative installed capacity(MW)for utility-scale storage systems in vent the need for new grid investments by meeting peak demand with the United States in 2017 by the service the systems provide. energy stored from lower-demand periods,thereby reducing congestion and improving overall transmission and distribution asset utilization. Where should batteries be located? Also,unlike traditional transmission or distribution investments,mobile BESS installations can be relocated to new areas when no longer needed Utility-scale BESS can be deployed in several locations,including: 1) in the original location,increasing their overall value to the grid. in the transmission network;2)in the distribution network near load centers;or 3)co-located with VRE generators.The siting of the BESS Black Start:When starting up,large generators need an external source has important implications for the services the system can best provide, of electricity to perform key functions before they can begin generating and the most appropriate location for the BESS will depend on its electricity for the grid.During normal system conditions,this external intended-use case. In many cases,a BESS will be technically capable of providing a broad Most storage systems in the United States provide range of services in any of the locations described in the next section. operating reserves and ancillary services. Despite this Therefore,when siting storage,it is important to analyze the costs and current focus,the total U.S. market for these services is benefits of multiple locations to determine the optimal siting to meet system needs.Considering all combinations of services the BESS can limited, and utility-scale storage may begin providing more firm and peak capacity in the near future. provide at each potential site will provide a better understanding of the expected revenue streams(see What is value-stacking?)and impact on the grid. Operating Reserves and In the Transmission Network Ancillary Services BESS interconnected to the transmission system can provide a broad Arbitrage, range of ancillary and transmission-related services.These systems can RE Curtailment be deployed to replace or defer investments of peaking capacity,provide Reduction and operating reserves to help respond to changes in generation and demand, Load-levelling or they can be used to defer transmission system upgrades in regions Firm Capacity experiencing congestion from load or generation growth.Figure 3 below or Peaking shows the configuration of a utility-scale storage system interconnected Capacity at the transmission substation level. In the Distribution Network Near Load Centers Black Start Storage systems located in the distribution network can provide all of the services as transmission-sited storage,in addition to several services related to congestion and power quality issues.In many areas,it may be Transmission and Distribution difficult to site a conventional generator near load in order to provide Upgrade Deferrals peaking capacity,due to concerns about emissions or land use.Due to i i i i i i their lack of local emissions and their scalable nature,BESS systems can 0 100 200 300 400 500 600 be co-located near load with fewer siting challenges than conventional generation.Placing storage near load can reduce transmission and Figure 2:U.S.Utility-scale battery storage capacity by distribution losses and relieve congestion,helping defer transmission service.Data source:U.S.Energy Information Administration, and distribution upgrades.Distribution-level BESS systems can also Form EIA-860,Annual Electric Generator Report provide local power quality services and support improved resilience during extreme weather events. Page 398 of 489 Grid-Scale Battery Storage: Frequently Asked Questions 4 ' ations of Utility-Scale Energy Stora• Application Description Duration of Service Typically Valued in U.S. Electricity Provision Markets? Arbitrage Purchasing low-cost off-peak energy Hours Yes and selling it during periods of high prices. Firm Capacity Provide reliable capacity to meet peak 4+ hours Yes,via scarcity pricing and capacity system demand. markets,or through resource adequacy payments. Operating Reserves • Primary Frequency Very fast response to unpredictable Seconds Yes, but only in a limited number of Response variations in demand and generation. markets. • Regulation Fast response to random, 15 minutes to 1 hour Yes unpredictable variations in demand and generation. • Contingency Fast response to a contingency such 30 minutes to 2 Yes Spinning as a generator failure. hours • Replacement/ Units brought online to replace spinning Hours Yes, but values are very low. Supplemental units. • Ramping/Load Follow longer-term(hourly)changes in 30 minutes to hours Yes, but only in a limited number of Following electricity demand. markets. Transmission Reduce loading on T&D system during Hours Only partially,via congestion prices. and Distribution peak times. Replacement and Deferral Black-Start Units brought online to start system Hours No,typically compensated through after a system-wide failure(blackout). cost-of-service mechanisms. Co-Located with VRE Generators What is value-stacking? What are some Renewable resources that are located far from load centers may require examples of value-stacking opportunities transmission investments to deliver power to where it is needed.Given the variable nature of VRE resources,the transmission capacity used to and challenges? deliver the power may be underutilized for large portions of the year. BESS can maximize their value to the grid and project developers by A BESS can reduce the transmission capacity needed to integrate these providing multiple system services.As some services are rarely called resources and increase the utilization of the remaining capacity by using for(i.e.,black start)or used infrequently in a given hour(i.e.,spinning storage to charge excess generation during periods of high resource reserves),designing a BESS to provide multiple services enables a availability and discharge during periods of low resource availability. higher overall battery utilization.This multi-use approach to BESS The same BESS can be used to reduce the curtailment of VRE gen- is known as value-stacking.For example,a BESS project can help eration,either due to transmission congestion or a lack of adequate defer the need for new transmission by meeting a portion of the peak demand,as well as provide a broad range of ancillary services. demand with stored energy during a select few hours in the year.When not meeting peak demand,the BESS can earn revenue by providing operating reserve services for the transmission system operator. Page 399 of 489 Grid-Scale Battery Storage: Frequently Asked Questions 5 DC LV AC MV AC uov P _ 4►t' pp p i p III'#il - N 1'�1, / inverter/ ,�,,I; charger J ` �� set-up �� �� • .2"._ transformer � ' i set points batteries _._ir l'' t4 4 system A 1 operator *Battery Management System TJ Figure 3: Key components of BESS interconnected at the transmission substation level.LV AC represents a low-voltage AC connection,while MV AC represents a medium-voltage AC connection.4 Source:Denholm(2019) Some system services may be mutually exclusive depending on the These CPUC rules are just one example of how regulators can help ensure BESS design(e.g.,a short duration storage device used to supply BESS projects can select the most cost-effective combinations of services regulating reserves would have limited value for deferring transmission to provide without negatively impacting the reliability of the grid. or distribution upgrades).Even if a BESS is technically capable of pro- viding multiple services,the additional cycling of the battery(charging How are BESS operators compensated? and discharging)may degrade the battery and shorten its lifetime and economic viability.Finally,a BESS can only provide a limited BESS operators can be compensated in several different ways, duration of any set of services before it runs out of charge,which means including in the wholesale energy market,through bilateral contracts, batteries must prioritize the services they provide. or directly by the utility through a cost-of-service mechanism.In a wholesale energy market,the BESS operator submits a bid for a Regulators have a variety of options to enable BESS to maximize its specific service,such as operating reserves,to the market operator,who economic potential through value-stacking.For example,the California Public Utilities Commission(CPUC)developed categories of services then arranges the valid bids in a least-cost fashion and selects as many BESS can provide based on their importance for reliability and location bids as necessary to meet the system's demands.If the BESS operator's on the grid,as well as 12 rules for utilities when procuring services bid is selected and the BESS provides the service,the operator will from BESS(CPUC 2018).The CPUC rules: receive compensation equal to the market price.This process ensures transparent prices and technology-agnostic consideration;however, • Dictate that BESS projects can only provide services at the voltage many services are currently not available in the market,such as black level to which they are interconnected or higher,but not lowers; start or transmission and distribution upgrade deferrals.Alternatively, • Prioritize reliability services over non-reliability services and ensure BESS operators can enter into bilateral contracts for services directly storage cannot contract for additional services that would interfere with energy consumers,or entities which procure energy for end-con- with any obligation to provide reliability services; sumers.This process does not ensure transparency and contracts can • Require that a BESS project comply with all performance and avail- differ widely in both prices and terms.Finally,some BESS are owned ability requirements for services it provides and that noncompliance directly by the utilities to whom they provide services,such as upgrade penalties be communicated in advance; deferrals.In these cost-of-service cases,the utility pays the BESS • Require that a BESS project inform the utility of any services it operator at the predetermined price and recovers the payments through currently provides or intends to provide;and retail electricity rates.In some jurisdictions,however,BESS may be • Take measures to prevent double compensation to BESS projects for prevented from extracting revenues through both wholesale markets services provided. and cost-of-service agreements(Bhatnagar et al.2013). 4. ANSI C84.1:Electric Power Systems and Equipment—Voltage Ratings(60 Hz)defines a low-voltage system as having a nominal voltage less than 1 kV and medium voltage as having a nominal voltage between 1 kV and 100 kV. 5. BESS interconnected at the distribution level can provide distribution or transmission level services,but BESS interconnected at the transmission level can only provide transmission-level services. Page 400 of 489 Grid-Scale Battery Storage: Frequently Asked Questions 6 How does the value of batteries change with What are the key barriers renewable energy deployment and increased to BESS deployment? VRE penetration? Barriers to energy storage deployment can be broadly grouped into three different categories:regulatory barriers,market barriers,and data and The amount of renewable energy on the grid can influence the value and analysis capabilities. types of the services provided by a BESS.Increased levels of renewable energy may increase the need for frequency control services to manage 1. Regulatory Barriers increased variability and uncertainty in the power system.Increased • levels of VRE penetration can also change the shape of the net load, Lack of rules and regulations to clarify the role of BESS. or the load minus the VRE generation,influencing BESS projects that Although storage may be technically able to provide essential provide load following,arbitrage,peaking capacity,or similar services. grid services,if no regulations or guidelines explicitly state that storage can provide these services,utilities and market operators Models of the California system have shown a strong relationship may be unwilling to procure services from BESS.Furthermore, between solar PV deployment and BESS'ability to replace conventional without a guarantee that services provided by a BESS project will peaking capacity,also known as the BESS capacity credit(Denholm be compensated,storage developers and financing institutions may and Margolis 2018). As the shape of the load curve affects the ability of be unwilling to make the necessary capital investments.Federal storage to provide peaking capacity,resources such as PV that cause load Energy Regulatory Commission(FERC)Order 841 addressed this peaks to be shorter will enable shorter duration batteries,which are less issue in U.S.wholesale markets and directed market operators to expensive,to displace conventional peaking capacity. develop rules governing storage's participation in energy,capacity, and ancillary service markets.Among other requirements,the Initially,low levels of PV penetration may flatten the load curve,reducing rules must ensure open and equal access to the market for storage BESS'ability to cost-effectively offset the need for conventional peaking plants.6 At higher levels of solar PV penetration,however,the net load systems,taking into consideration their unique operating and curve becomes peakier,increasing the ability and value of BESS to technical characteristics(FERC 2018). reduce peak demand.Figure 4 illustrates how increasing levels of PV generation change the shape of the net load,causing it to become peakier. • Restrictions or lack of clarity around if and how storage The shaded areas above and under the net load curves indicate BESS can be used across generation,transmission,and charging and discharging,while the text boxes show the amount of net distribution roles.The variety of different services storage can load peak reduction(MW)and the total amount of energy met by BESS provide often cuts across multiple markets and compensation during the net load peak(MWh). sources.For instance,frequency regulation may be compensated in a wholesale market,but transmission or distribution investment deferrals may be compensated as a cost of service by the utility or 4,841 MWh, system operator.In some jurisdictions,providing services across — 2019 MW 60,000 different compensation sources is restricted by regulation.Limiting the services batteries can provide based on where the service is 50,000- provided or how it is compensated can influence how often they are utilized and whether they remain an economic investment 40,000- (Bhatnagar 2013). 10,385 MWh, -13 0 30,000- - 4296 MW 2. Market Barriers m • Lack of markets for system services.A lack of markets for 20,000- -- services that batteries are uniquely suited to provide can make Z PV Penetration it difficult for developers to include them as potential sources 10,000- ■ 0%PV 20%PV of income when making a business case,deterring investment. For example,in most U.S.Independent System Operator(ISO) markets,generators are currently expected to provide inertial and 0 i 0 24 governor response during frequency excursions without market Hour of Day compensation.Although BESS can provide the same services, currently there is no way for BESS to seek market compensation Figure 4: Change in California net load shape due to PV. for doing so.Furthermore,the price formation for a service may Adapted from Denholm and Margolis(2018) have evolved for conventional generators,meaning the presence 6. This is demonstrated by Denholm and Margolis(2018)for the California system. Page 401 of 489 Grid-Scale Battery Storage: Frequently Asked Questions 7 of batteries in the market could distort prices,affecting storage for energy arbitrage,while the rest is withheld for maintaining grid systems and conventional generators alike(Bhatnagar 2013). frequency during unexpected outages until other,slower generators can be brought online(AEMO 2018).In 2017,after a large coal plant • Lack of discernment in quality and quantity of services tripped offline unexpectedly,the Hornsdale Power reserve was able to procured.For some services,such as frequency regulation,the inject several megawatts of power into the grid within milliseconds, speed and accuracy of the response is correlated to its overall arresting the fall in grid frequency until a gas generator could respond. value to the system.Battery systems can provide certain services By arresting the fall in frequency,the BESS was able to prevent a likely much faster and more accurately than conventional resources, cascading blackout. which may not be reflected in compensation for the service. Markets can provide fair compensation to BESS by aligning Another example of value-stacking with grid-scale BESS is the Green compensation schemes with the quality of service provided,as is Mountain Power project in Vermont.This 4 MW lithium-ion project mandated by FERC Order 755,which requires compensation for began operation in September 2015 and is paired with a 2 MW solar frequency regulation that reflects"the inherently greater amount installation.The installation provides two primary functions: 1)backup of frequency regulation service being provided by faster-ramping power and micro-grid capabilities;and 2)demand charge reductions. resources"(FERC 2011).Similarly,BESS can be uniquely suited The solar-plus-storage system enables the utility to create a micro-grid, to provide up-or down-regulation,given their larger operating which provides power to a critical facility even when the rest of the range over which to provide regulating reserves(due to their grid is down.The utility operating the BESS also uses it to reduce two demand charges:an annual charge for the regional capacity market and lack of a minimum stable level and ability to provide up-and a monthly charge for the use of transmission lines.Sandia National down-regulation in excess of their nameplate capacity,based Laboratories estimated that reducing the annual demand charge for a on whether they are charging or discharging)(Denholm 2019). single year saved the utility over$200,000(Schoenung 2017). These unique features of BESS are not necessarily reflected in the procurement requirements and compensation of such services, diminishing BESS'economic viability. References 3. Data and Analysis Capabilities AEMO(Australian Energy Market Operator).Hornsdale Wind Farm 2 Battery storage systems are an emerging technology that exhibit FCAS Trial.Knowledge Sharing Paper.Melbourne,Australia:AEMO. more risk for investors than conventional generator investments. https://www.aemo.com.au/-/media/Files/Electricitv/NEM/Stratec_ic- These risks include the technical aspects of battery storage systems, Partnerships/2018/HWF2-FCAS trial-paper.pdf. which may be less understood by stakeholders and are changing Akhil,Abbas,Georgianne Huff,Aileen Currier,Benjamin Kaun,Dan faster than for other technologies,as well as potential policy Rastler,Stella Bingquing Chen,Andrew Cotter,et al.Electricity Storage changes that may impact incentives for battery deployment. Handbook.SAND2013-5131.DOE,EPRI,NRECA.July 2013.https:// Given the relatively recent and limited deployment of BESS, www.sandia.eov/ess-ssl/lab nubs/doeenri-electricitv-storage-handbook/. many stakeholders may also be unaware of the full capabilities - - - of storage,including the ability of a BESS to provide multiple Bhatnagar,Dhruv,Aileen Currier,Jacquelynne Hernandez,Ookie Ma, services at both the distribution and transmission level.At the and Kirby Brendan.Market and Policy Barriers to Energy Storage same time,traditional analysis tools used by utilities may be Deployment. SAND2013-7606.Albuquerque,NM:Sandia National inadequate to fully capture the value of BESS.For example, Laboratories.September 2013.httns://www.sandia.gov/ess-ssl/nublica- production cost models typically operate at an hourly resolution, tions/SAND2013-7606.ndf. which does not capture the value of BESS'fast-ramping capa- bilities.The gaps in data and analysis capabilities and lack of Cochran,Jaquelin,Mackay Miller,Owen Zinaman,Michael Milligan, adequate tools can deter investments and prevent battery storage Doug Arent,Bryan Palmintier,Mark O'Malley,et al."Flexibility in 21st from being considered for services that can be provided by better Century Power Systems."NREL/TP-6A20-61721.21st Century Power understood conventional generators(Bhatnagar et al.2013). Partnership.Golden,CO:NREL.May 2014.httns://www.nrel.gov/docs/ fv14osti/61721.ndf. What are some real-world examples of CPUC(California Public Utilities Commission).Decision on batteries providing services and value- Multiple-Use Application Issues.Rulemaking 15-03-011.January 17, stacking? 2018.httn://docs.cnuc.ca.gov/PublishedDocs/Published/G000/M206/ There are several deployments of BESS for large-scale grid applications. K462/206462341.PDF. One example is the Hornsdale Power Reserve,a 100 MW/129 MWh lithium-ion battery installation,the largest lithium-ion BESS in the Curry,Claire."Lithium-Ion Battery Costs and Market."Market Report. Bloomberg New Energy Finance.July 5,2017.https://data.bloombergln. world,which has been in operation in South Australia since December 2017.The Hornsdale Power Reserve provides two distinct services: com/bnefsites/14/2017/07/BNEF-Lithium-ion-batterv-costs-and- 1)energy arbitrage;and 2)contingency spinning reserve.The BESS market.ndf. can bid 30 MW and 119 MWh of its capacity directly into the market Page 402 of 489 Grid-Scale Battery Storage: Frequently Asked Questions 8 Denholm,Paul."Greening the Grid:Utility-Scale Battery Lew,D.,G.Brinkman,E.Ibanez,A.Florita,M.Heaney,B.-M.Hodge, Storage."Webinar.Clean Energy Solutions Center.February M.Hummon,et al.The Western Wind and Solar Integration Study Phase 28,2019.https://cleanenerevsolutions.ore/training/ 2.NREL/TP-5500-55588.Golden,CO:NREL.September 2013.https:// greening-grid-utilitv-scale-batterv-storage. www.nrel.eov/docs/fv13osti/55588.ndf. Denholm,Paul."Batteries and Storage:Truly a Game Changer?" Mills,Andrew,and Ryan Wiser.Changes in the Economic Value of presented at the JISEA 2018 Annual Meeting in Golden,CO.April 4, Variable Generation at High Penetration Levels:A Pilot Case Study of 2018.httns://www.iisea.org/assets/ndfs/denholm-iisea-2018.ndf. California.LBNL-5445E.Berkeley,CA:Lawrence Berkeley National Laboratory.June 2012.httns://emn.lbl.gov/sites/all/files/lbnl-5445e.ndf. Denholm,Paul,and Robert Margolis.The Potential for Energy Storage to Provide Peaking Capacity in California under Increased Penetration of Palchak,David,Jaquelin Cochran,Ali Ehlen,Brendan McBennett, Solar Photovoltaics.NREL/TP-6A20-70905.Golden,CO:NREL.March Michael Milligan,Ilya Chernyakhovskiy,Ranjit Deshmukh,et al. 2018.httns://www.nrel.gov/docs/fvl8osti/70905.ndf. Pathways to Integrate 175 Gigawatts of Renewable Energy into India's Electric Grid, Vol.I—National Study.Golden,CO:NREL.June 2017. FERC.Electric Storage Participation in Markets Operated by Regional htt_ns://www.nrel.eov/docs/fv17osti/68530.ndf. Transmission Organizations and Independent System Operators.Order No.841.Issued February 15,2018.httns://www.ferc.gov/whats-new/ Schoenung,Susan,Raymond H.Byrne,Todd Olinsky-Paul,and Daniel comm-meet/2018/021518/E-1.ndf. R.Borneo.Green Mountain Power(GMP):Significant Revenues from Energy Storage.Albuquerque,NM:Sandia National Laboratories.May FERC.Frequency Regulation Compensation in the Organized Wholesale 2017.httns://www.sandia.gov/ess-ssl/nublications/SAND2017-6164.ndf. Power Markets.Order No.755.Issued October 20,2011.httns://www. ferc.gov/whats-new/comm-meet/2011/102011/E-28.ndf. Kim,Doe Kyeong,Susumu Yoneoka,Ali Zain Banatwala,and Yu-Tack Kim.Handbook on Battery Energy Storage System.Manila,Philippines: Asian Development Bank.December 2018.httns://www.adb.oro/ nublications/batterv-enerev-storage-system-handbook. Written by Thomas Bowen, Ilya Chernyakhovskiy, Paul Denholm, National Renewable Energy Laboratory www.greeningthegrid.org I www.nrel.gov/usaid-partnership Jennifer E.Leisch,Ph.D. The Grid Integration Toolkit provides state-of-the-art resources to assist developing countries in USAID-NREL Partnership Manager integrating variable renewable energy into their power grids.Greening the Grid is supported by the U.S.Agency for International Development U.S.Agency for International Development. Tel:+1-303-913-0103 I Email:jleisch@usaid.gov Ilya Chernyakhovskiy The USAID-NREL Partnership addresses critical challenges to scaling up advanced energy systems Energy Analyst through global tools and technical assistance,including the Renewable Energy Data Explorer,Greening National Renewable Energy Laboratory the Grid,the International Jobs and Economic Development Impacts tool,and the Resilient Energy Tel:+1-303-275-4306 Platform.More information can be found at:www.nrel.gov/usaid-partnership. Email:ilya.chernyakhovskiy@nrel.gov This work was authored,in part,by the National Renewable °'"° ' �, ,� NREL Energy Laboratory(NREL),operated by Alliance for Sustainable 3 U SA I D �i Energy,LLC,for the U.S Department of Energy(DOE)under M I Contract No DE-AC36-08G028308.Funding provided by the „� FROM THE AMERICAN PEOPLE Transforming ENERGY United States Agency for International Development(USAID) under Contract No IAG-17-2050 The views expressed in this report do not necessarily represent the views of the DOE or the U.S.Government,or any agency thereof,including USAID. ; REexplorer (;� Greening : /) I-.JEDI Resilient Energy NREL/TP-6A20-74426 I September2019 ' MAPPING OUR ENERGY FUTURE )' 11 the Grid ((/ Platform NREL prints on paper that contains recycled content. Page 403 of 489 EXHIBIT C 41/4 Valley Regional Fire Authority Selfless Service.Integrity.Grit. VRFA Headquarters, 1101 D Street NE,Auburn, WA 98002 (253) 288-5800 • vrfa.org • askthevrfa@vrfa.org The increasing use of commercial-scale Battery Energy Storage Systems(BESS) introduces new safety and emergency response challenges.As the Valley Regional Fire Authority(VRFA) adapts to these emerging technologies, it is essential to focus on site design, hazardous material management, proper personnel training, and having a well-structured emergency response plan. These elements are critical for ensuring a safe and effective response to any BESS incident. To manage these risks,VRFA relies on the International Fire Code (IFC) and the National Fire Protection Association (NFPA) standards while evaluating all proposed development that falls within our purview.The proposed project will follow the 2023 edition of NFPA 855,Standard for the Installation of Stationary Energy Storage Systems, and the amended Chapter 12 of the Washington State IFC,which took effect on March 15, 2024, through an emergency ruling by the State Building Council to ensure the most current safety measures can be applied towards BESS development. Additionally,the project will adhere to the City of Auburn (COA) Engineering and Design Standards (EDS), interpreting all other IFC codes from the appropriate code cycle for the project. To allow Valley Regional Fire Authority to follow the best practices for emergency response outlined in Tesla's Industrial Lithium-Ion Battery Emergency Response Guide for the Megapack, onsite hydrants meeting section 7.06.01 of COA EDS will be required. Each Tesla Megapack must follow the commercial hydrant spacing requirements for commercial development. With the probability of water being applied during an emergency fire event at the property, onsite water containment should be considered to help prevent contaminated runoff into the nearby protected wetlands. VRFA is an all-hazards fire agency and will respond to all fire, medical, and other emergencies within the cities of Algona,Auburn, Pacific, and Fire District 31.This would include any emergency incidents at BESS facilities. However, any response to a BESS site, especially a fire or discharge event, would likely require both local and regional assets due to the unique features and risks associated with these sites. A fire or discharge incident at a BESS facility would be treated as a hazardous materials incident. All VRFA emergency response personnel are trained to an Operations level for hazardous materials Published: 10/23/2024 Page 404 of 489 response as defined in WAC 296-824-30005,Safety Standards for Emergency Response, while three are trained to the higher Technician level.This distribution is similar in other local fire departments. Because of these training levels and the high-risk, low frequency nature of hazardous materials incidents,the VRFA and our regional partners rely on automatic and mutual aid agreements to respond to and mitigate hazardous materials incidents. Response modeling determines the type, number, and order of emergency response assets to incidents based on established risk management criteria. Currently, an initial hazardous emergency response to a BESS site in Auburn would include VRFA, Puget Sound Regional Fire Authority, South King Fire and Rescue, and Renton Regional Fire Authority, at minimum. Combined with a fire response,there may be a significant impact on the area and the availability of fire-based resources. Furthermore, a review of previous incidents has shown that these emergencies span multiple operational periods—i.e., 12 or more hours—as the prescribed method for remediation of thermal events is to let the systems burn.This may necessitate extended evacuations and/or road closures due to smoke,water runoff from exposure protection, and the large presence of emergency vehicles. Finally, a prolonged response to a BESS would require coordinated public safety response and ongoing messaging to the community from VRFA,the City of Auburn, and other partners. Valley Regional Fire Authority 2 Page 405 of 489 EXHIBIT D IDIAFIO POWER Incident Review— Melba Battery Fire Presentation to Canyon County October 18, 2023 Page 406 of 489 Topics to Cover - -" ..... ./ Melba Incident Review V Air Quality Testing Results 4/ Fire Response & Investigation V Inspection & Remediation J/ Other Lessons Learned s Current & Future Battery Storage Needs Page 407 of 489 Introductions Megan Ronk, Economic Development & Innovations Director Eric Hackett, Projects & Design Senior Manager Bill Norris, Environmental Compliance Manager An eli ue Rood, Regional Manager g q g Page 408 of 489 •i Melba Incident Review The fire was reported to Idaho Power at 5 :20 a . m ., Monday Oct. 2 Idaho Power arrived on-site at 6:02 a . m . Neighbors were encouraged to evacuate, hotels offered Fire responders reported on-site, no action needed Roads were closed to maintain a 200 ft perimeter Regular updates to fire, city, and county throughout event Industrial Hygiene Professionals arrived to begin air quality testing at approximately 11 :00 a . m . — National firm with mobile instrumentation arrived Tuesday, Oct. 3 Page 409 of 489 v Air Quality Testing Results 3rd party real-time air monitoring — Immediate monitoring conducted afternoon and evening of Oct. 2 — Continuous monitoring performed evening of Oct. 3—Oct. 5 (duration of fire) — Analyte selection: vendor material information and common contaminants from fires — Sampling locations based on nearby residential dwellings and prevailing winds No detected analytes above health-based action levels Page 410 of 489 .i Fire Response & Investigation Idaho Power and battery supplier monitored 24x7 until fire was extinguished Advised by battery supplier to not add water or retardant, consistent with current industry practices Page 411 of 489 .i Fire Response & Investigation Comprehensive investigation at Melba — Battery supplier believes the root cause to be water intrusion — Short-circuit caused heat that ignited the battery cells — Fire spread between battery segments until it burned out Supplier believes that an identified defective unit is where the fire originated due to water intrusion Idaho Power third-party experts engaged to provide independent conclusions and recommend appropriate mitigation measures Developing plans for removal Page 412 of 489 .i Inspection & Remediation Melba incident has emphasized heightened need and awareness for inspection and remediation across Idaho Power battery systems — Meet specifications, codes, and testing ratings — Ensure safe operation — Ensure emergency response clarity rim:Complete inspection of all batterysystems with supplier and independent third-party — Water intrusion — Defects — Mitigation measures and success Page 413 of 489 .i Inspection & Remediation Determine appropriate mitigation strategies — Resolve water intrusion — Reduce propagation between battery segments Consult with third-party experts to ensure ongoing safe operation Develop additional procedures, processes, inspection protocols, and contingency plans Complete rigorous technical and engineering diligence and specification review of future suppliers Page 414 of 489 .i Other lessons learned Improved coordination with stakeholders prior to battery installation is necessary — Training with public safety partners — Better communication with city and county officials Idaho Power staff to be better equipped with information on battery units to aid in communication and information sharing Previous work with Canyon County aided in cooperation during the event — Messaging was timely, coordinated, and accurate Page 415 of 489 .i Other lessons learned Operational experience — Establish subject expertise — Mitigation strategies — Contingency planning — Emergency response Page 416 of 489 v Current & Future Battery Storage Needs Growth info — Capacity needs- 23% customer growth in Canyon County (2018-2023) Why Melba specifically — Steady load growth — Batteries supports local peak demand and li help meet system needs — Affordable and reliable — Local resiliency benefits Other Canyon County installations — Happy Valley Substation (Nampa) Page 417 of 489 Melba Project Timeline Need identified in spring 2021 — Transformer overload given sustained growth in Melba — 2-MW four-hour battery storage system — Defer transformer upgrade by 10+ years Supplier solicitation, review, and contract through the end of 2021 — Numerous suppliers evaluated based on specification, timeline, and cost Page 418 of 489 Melba Project Timeline Batteries were delivered/installed in summer 2023 Testing/commissioning began in September 2023 — Control electronics, monitoring equipment, auxiliary power, fire suppression system, HVAC Expected to be fully operational in early October Page 419 of 489 ----------......,....s..„ Our Electric Grid ,L:, .„. 4. . ..,...._ .,„,to, __:,..-- . 0 S: -, , :.,. 0 .,,24, -" \--/V L__ —FL_ 0- 161kVto500kV "IN ' 1IU.ilaI. High-Voltage i 2(1. el [ ] Generation Substation Transmission �J Source Substation ...7\ Generation Plant i 0 12.5 kV and 34.5 kV '\ .__f ...,"" \L„. 69 kV to 138 kV Transmission P.g \t .._:, _ l Distribution Lines I Distribution Substation Page 420 of 489 How Batteries Can Help , 0 System Load Battery A' Discharge 7'1 Solar Generation - iv-- • • • • • vo /0 /7) Battery *graph is not to scale Recharge Page 421 of 489 The Future of Battery Storage Industry is advancing technology, including safe operations — Worldwide, batteries are generally proven and safe — Supplier/industry expertise — Battery experts — Community collaboration Affordable and reliable — Anticipated in Idaho Power Integrated Resource Plan Provide ability to store energy to meet customer needs at any time Potential to support economic development and meet timelines Support local needs as well as system benefits Page 422 of 489 Questions ,E, 111, Page 423 of 489 EXHIBIT E ORDINANCE NO. 07-2024 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF -4 COVINGTON, WASHINGTON, RELATING TO ADOPTING A TEMPORARY 12-MONTH MORATORIUM ON THE ACCEPTANCE, PROCESSING, AND/OR APPROVAL OF APPLICATIONS FOR BUILDING AND LAND DEVELOPMENT PERMITS AND RELATED LAND USE DECISIONS FOR BATTERY ENERGY STORAGE SYSTEM FACILITIES PROPOSED TO BE LOCATED IN ANY ZONE WITHIN THE CITY OF COVINGTON; SCHEDULING A PUBLIC HEARING; RECOGNIZING THAT A WORK PLAN WILL BE ESTABLISHED; ADOPTING FINDINGS OF FACT; PROVIDING FOR SEVERABILITY; DECLARING AN EMERGENCY; AND ESTABLISHING AN IMMEDIATE EFFECTIVE DATE. WHEREAS,within the express terms of the Covington Municipal Code ("CMC") and the Growth Management Act, the Washington State Legislature has conferred upon the governing bodies of Washington code cities the right to establish and adopt moratoria related to land uses, as set forth in RCW 35A.63.220 and RCW 36.70A.390; and WHEREAS, a moratorium is a pause on all new development, land use, and construction applications, which allows cities to consider new development and zoning regulations; and WHEREAS,Battery Energy Storage System(BESS)facilities are installations designed to store electrical energy for later use, typically consisting of batteries, power conversion systems, and control equipment; and WHEREAS,the primary function of BESS facilities is to store excess electricity generated during periods of low demand or high renewable energy production, such as from solar or wind sources.This stored energy can then be discharged when demand is high or when renewable energy generation is low, helping to stabilize the electrical grid and improve overall energy reliability; and WHEREAS, time is needed for the City of Covington ("City") to study whether battery energy storage system facilities are compatible and should be allowed within City limits, either as a permitted or conditional use,and if so,in which zone(s)and whether current zoning regulations in Title 18 CMC and/or other official controls and development standards need to be updated to 1 ensure such facilities can be safely and appropriately sited within the City; and WHEREAS,the City's development regulations, and specifically the definition of"Utility Facility" in CMC 18.20.050 and the permitted and conditional uses provided in CMC Chapter 18.125.040,have not been updated to reflect recent technological changes and business models in 1 the energy storage and electric utility industry; and Page 1 of7 Page 424 of 489 WHEREAS,applying these outdated regulations in Title 18 CMC to new technologies and business models could lead to approval of battery energy storage system facility projects that are undesirable, unsafe, and/or inconsistent with long-term planning goals and objectives of the City, particularly when the existing regulations have not been reviewed and updated for best practices nor reconsidered in light of technological changes and potential effects such facilities have on surrounding areas and community resources; and WHEREAS, the City Council of the City of Covington ("City Council") has determined the following facts, and identified the following unknown risks and economic factors,that may be relevant in assessing the desirability of,and siting concerns associated with,battery energy storage system facilities in the City: A. Battery energy storage systems are essentially rechargeable battery arrays that store excess energy when demand on the electrical grid is low and can feed power back into the system when demand is high(or energy production is low). B. The elements used in batteries can pose risks of explosion from overheating and of environmental contamination. C. Battery energy storage system facilities present fire hazards that can take weeks to extinguish, requiring massive volumes of water and chemicals to bring under control. D. Battery energy storage system facilities are sites where hazardous chemicals such as cyanide and hydrofluoric acid are present and thus pose the potential for discharge to surrounding property, air, and-groundwater in the event of a fire. E. Battery energy storage system facilities create a potential for air quality hazards in the event of a fire. F. Battery energy storage system facilities may produce noise and visual impacts that are not currently well understood by the city. G. Battery energy storage system facilities may produce impacts on wildlife that are not currently well understood by the city. H. Battery energy storage system facilities may be more appropriate for heavy industrial zones than commercial, neighborhood retail offices, or residential zones. I. Battery energy storage system facilities may create additional strain on local emergency response agencies and their personnel. J. The Washington State Department of Ecology is beginning to compile guidance on battery energy storage system facility sites that the City wishes to study before updating its zoning and other regulations applicable to battery energy storage system facilities. K. The Washington State Legislature adopted House Bill 1216 in 2023, and new Washington State regulations codified at WAC 51.54A.0322 which are intended to minimize the risks of lithium-ion battery energy storage system facilities through fire safety requirements and construction standards and will take effect soon. The City desires to study these new laws and regulations to determine what effects they will have on local regulatory authority. King County is studying whether its codes need updating to add conditions for approving these types of facilities, including zoning, safety, and insurance requirements. The City desires Page 2 of 7 Page 425 of 489 to learn about King County's regulatory initiatives before finalizing updates to the City's zoning regulations and official controls. L. Puget Sound Energy ("PSE"), which is conducting Requests For Proposals for third-party private entities to develop energy storage facilities connected via high- voltage transmission lines to PSE's regional substations,has published safety and reliability requirements for such facilities that need to be explored and better understood before the City can determine whether to permit battery energy storage system facilities in the City, and under what conditions. M. It is unknown what fiscal or economic development benefits would flow to the City if battery energy storage system facilities were permitted within the City or which zone(s) would be most advantageous for siting them. The City needs to investigate and analyze potential economic impacts and tax revenues associated with such projects. WHEREAS, due to the unique characteristics of battery energy storage system facilities, certain existing requirements in the CMC may not appropriately address or mitigate the community impacts and risks such facilities may present; and WHEREAS, processing applications for land use approvals, development permits, and related applications or code interpretations for battery energy storage system facilities under existing zoning regulations and other official controls could potentially result in approvals of undesirable and incompatible development until such time that the City has properly reviewed its regulations and implemented any zoning code revisions or additional controls deemed necessary and proper for the health, safety, and general welfare of the City and its residents; and WHEREAS, the City's Comprehensive Plan update includes analysis and recommendations for needed zoning code amendments to implement the Land Use element and Economic Development element of the Comprehensive Plan following its anticipated adoption in December 2024; and WHEREAS, it would be an efficient use of resources and an appropriate exercise of its planning authority under the Growth Management Act and Chapter 35A.63 RCW for the City to integrate an analysis of whether, and under what regulatory parameters, battery energy storage system facilities should be allowed uses within the City with the City's ongoing work on the Land Use chapter and other elements of the Comprehensive Plan and development regulations; and WHEREAS, the City Council has significant concerns about whether battery energy storage system facilities can be appropriately reviewed and analyzed under current regulations and finds that unless the City acts immediately to preserve the status quo,there are likely to be adverse impacts on the City and the health, safety, and welfare of its citizens; and WHEREAS, pursuant to RCW 35A.63.220 and RCW 36.70A.390, the City may adopt a moratorium that is effective for no longer than six months but may adopt a moratorium that is effective for up to 12 months if a work plan is developed for conducting appropriate studies and analyses over that longer period; and • Page 3 of 7 Page 426 of 489 WHEREAS, to promote public health, safety, and welfare, the City Council deems it necessary and proper to impose a moratorium on land use and development permit applications related to battery energy storage system facilities for a period of 12 months; and WHEREAS the City Council deems it appropriate to hold a public hearing on June 11, 2024, and may adopt additional findings following the conclusion of said public hearing; and WHEREAS, the City possesses land use jurisdiction and regulatory authority over the City's incorporated lands; and WHEREAS, the adoption of this moratorium is exempt from the threshold determination requirements under the State Environmental Policy Act; and WHEREAS, Council's desire to maintain the status quo justifies the declaration of an emergency and the designation of this ordinance as a public emergency ordinance necessary for the protection of public health,public safety, public property, or the public peace by the Council; and WHEREAS, the potential adverse impacts on public health, property, safety, and welfare of the City and its citizens if this moratorium does not take effect immediately, further justifies the declaration of an emergency and the designation of this ordinance as a public emergency ordinance necessary for the protection of public health,public safety,public property, or the public peace by the Council; and WHEREAS, Council finds that the enactment of this ordinance constitutes an emergency due to the need to immediately prevent the community detriment that would occur by allowing further self-service storage facility development proposals to vest under the current land use regulations; and WHEREAS, RCW 35A.13.190 permits an ordinance to become effective immediately but requires that it must be passed by a majority plus one of the whole membership of Council to have such an effect; and WHEREAS, the moratorium imposed herein promotes the public good and is necessary for the protection of public health, property, safety, and welfare. A public emergency exists requiring that the City's moratorium takes effect immediately upon adoption. NOW, THEREFORE, The City Council of the City of Covington, Washington, do ordain as follows: Section 1. Findings of Fact. The recitals set forth above are hereby adopted as the City Council's initial findings of fact in support of the moratorium established by this ordinance. The City Council may, in its discretion, adopt additional findings after the public hearing referenced in Section 3 below. Page4of7 Page 427 of 489 Section 2. Moratorium Imposed. Pursuant to RCW 35A.63.220, and RCW 36.70A.390, a temporary development moratorium is hereby imposed upon battery energy storage system facilities in any zone within the City of Covington. This moratorium also applies to the City's acceptance,processing, or approval of any applications for building permits and land use permits for battery energy storage system facilities, including without limitation: A. Development permits; B. Special use permits; C. Building permits; D. Clearing and grading permits; E. Short plats; F. Subdivisions; G. Binding site plans; H. Site plan reviews; I. Conditional use permits; J. Reasonable use exceptions; K. Variances from Title 18 CMC regulations; L. Deviations from any City of Covington engineering design and construction standards or other technical codes for any battery energy storage system facility within the City or any other type of development permit, approval, or code interpretation in connection with same; and M. Any other development permits related to battery energy storage system facilities. Section 3. Public Hearing. Pursuant to RCW 35A.63.220 and RCW 36.70A.390, the City Council will hold a public hearing at the City Council's regular meeting, at 7:00 p.m., on Monday, June 11, 2024, or as soon thereafter as the business of the City Council shall permit, in order to take public testimony on this moratorium and to consider adopting further findings of fact. Section 4. Referral to Staff; Work Plan. City staff and the Covington Planning Commission are hereby authorized and requested, as part of their ongoing work on the 2024 Comprehensive Plan periodic update and review of current zoning regulations,to study the issues identified in this ordinance and to develop recommendations for whether battery energy storage system facilities should be allowed uses within the City and, if so, what zoning regulations and public processes are needed to protect the health, safety, and welfare of the community and ensure that such facilities are developed in a manner that is compatible with the overall plan and vision for the City. These recommendations shall be reviewed and considered by the Covington City Council for inclusion in the 2024 Comprehensive Plan update, Title 18 of the Covington Municipal Code, and/or other official controls of the City. This work plan is subject to change upon subsequent direction of the City Council following the public hearing referenced in Section 3 of this ordinance. Section 5. Severability. If any section, paragraph, sentence, clause, or phrase of this ordinance, or its application to any person or situation, be declared unconstitutional or otherwise invalid for any reason, or should any portion of this ordinance be pre-empted by state or federal law or regulation, such decision or preemption shall not affect the validity of the remaining Page 5 of 7 Page 428 of 489 portions of this ordinance or its application to other persons or situation. The City Council of the City of Covington hereby declares that it would have adopted this ordinance and each section, subsection, sentence, clauses, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional. Section 6. Corrections. Upon the approval of the city attorney, the city clerk and the codifiers of this ordinance are authorized to make any necessary corrections to this ordinance including, but not limited to, the correction of scrivener's/clerical errors, references, ordinance numbering, section/subsection numbers, and any reference thereto. Section 7. Ratification. Any act consistent with the authority and prior to the effective date of this ordinance is hereby ratified and affirmed. Section 8. Declaration of Emergency; Effective Date; Duration. The City Council hereby fmds and declares that there is a significant potential for battery energy storage system facilities to create substantial adverse effects on public health, safety,and welfare if not addressed by adequate and appropriate development regulations; therefore, an emergency exists which necessitates that this ordinance become effective immediately in order to preserve the public health, safety, and welfare. Non-exhaustive underlying facts necessary to support this emergency declaration are included in the recitals above, all of which are adopted by reference as findings of fact as if fully set forth herein. This moratorium shall take effect immediately and shall remain in effect for 12 months, unless terminated earlier by the Council; provided, however, Council may, in its sole discretion, renew the moratorium for one or more six-month periods in accordance with state law. This ordinance or a summary thereof consisting of the title shall be published in the official newspaper of the City. Passed by the City Council of the City of Covington this 14th day of May, 2024. Signed in authentication of its passage this i day of I , `ad , 2024. [Signature Page Follows] Page 6 of 7 Page 429 of 489 J finer, ayor EFFECTIVE: 05-14-2024 PUBLISHED: 05-17-2024 AUTHENTICATED: &rak-- Krista Bates, City Clerk APPROVED AS TO FORM: /s/ Mark Orthmann, as authorized by email on May 14, 2024 Mark Orthmann, City Attorney Page 7 of 7 Page 430 of 489 EXHIBIT F FINAL BILL REPORT E2SHB 1216 C 230 L 23 Synopsis as Enacted Brief Description: Concerning clean energy siting. Sponsors: House Committee on Appropriations (originally sponsored by Representatives Fitzgibbon, Doglio, Berry, Reed, Simmons, Macri, Fosse and Pollet; by request of Office of the Governor). House Committee on Environment & Energy House Committee on Appropriations Senate Committee on Environment, Energy & Technology Senate Committee on Ways & Means Background: Energy Facility Siting. The Energy Facility Site Evaluation Council (EFSEC)was established in 1970 to provide a single siting process for major energy facilities. The EFSEC coordinates all evaluation and licensing steps for siting certain energy facilities, as well as specifies the conditions of construction and operation. After evaluating an application, the EFSEC submits a recommendation either approving or rejecting an application to the Governor,who makes the final decision on site certification. If approved by the Governor, a site certification agreement is issued in lieu of any other individual state or local agency permits. The laws that require or allow a facility to seek certification through the EFSEC process apply to the construction, reconstruction, and enlargement of energy facilities, biorefineries, and electrical transmission facilities, with many specifications. Energy facilities of any size that exclusively use alternative energy resources, such as wind or solar energy, may opt into the EFSEC review and certification process. Energy facilities that exclusively use alternative energy resources that choose not to opt in to the EFSEC review and certification process must instead receive applicable state and local agency development and environmental permits for their projects directly from each agency. This analysis was prepared by non partisan legislative staff for the use of legislative members in their deliberations. This analysis is not part of the legislation nor does it constitute a statement of legislative intent. House Bill Report - 1 - E2SHB 1216 Page 431 of 489 Proiects of Statewide Significance. Since 1997 a process has existed to support the development of certain types of industrial projects of statewide significance. To qualify for designation as a project of statewide significance, a project must meet capital investment or job creation requirements. Possible designations include: (1)border-crossing projects; (2)private projects investing in manufacturing, research, and development; (3)projects that will provide a net environmental benefit; and(4)projects that will further commercialization of an innovation. The Legislature has designated certain types of projects as projects of statewide significance; for all other types of projects, an application for designation as a project of statewide significance must be submitted to the Department of Commerce. The application must include a letter of approval from jurisdictions where a project is located and must commit to providing the local staff necessary to expedite the completion of a project. Counties and cities with projects must enter into agreements with the Governor's Office of Regulatory Innovation and Assistance (ORIA) and local project managers to expedite the processes necessary for the design and construction of projects. The ORIA must provide facilitation and coordination services to expedite completion of industrial projects of statewide significance. The project proponents may provide the funding necessary for the local jurisdiction to hire the staff required to expedite the process. State Environmental Policy Act. The State Environmental Policy Act(SEPA) establishes a review process for state and local governments to identify environmental impacts that may result from governmental decisions, such as the issuance of permits or the adoption of land use plans. The SEPA environmental review process involves a project proponent or the lead agency completing an environmental checklist to identify and evaluate probable environmental impacts. If an initial review of the checklist and supporting documents results in a determination that the government decision has a probable significant adverse environmental impact, known as a threshold determination, the proposal must undergo a more comprehensive environmental analysis in the form of an environmental impact statement (EIS). If the SEPA review process identifies significant adverse environmental impacts, the lead agency may deny a government decision or may require mitigation for identified environmental impacts. Under SEPA rules adopted by the Department of Ecology (Ecology), after the submission of an environmental checklist and prior to a lead agency's threshold determination, an applicant may ask the lead agency to indicate whether it is considering a determination of significance. If the lead agency indicates that a determination of significance is likely, the applicant may clarify or change features of the proposal to mitigate the impacts which led the agency to consider a determination of significance to be the likely threshold determination. If an applicant revises the environmental checklist as necessary to describe the clarifications or changes, the lead agency must make its threshold determination based on the changed or clarified proposal. Lead agencies undertaking SEPA review must aspire to finish an EIS as expeditiously as possible without compromising the integrity of the analysis. For complex government House Bill Report -2- E2SHB 1216 Page 432 of 489 decisions, the lead agency must aspire to finish an EIS within 24 months of making a threshold determination that an EIS is needed; for government decisions with narrower and more easily identifiable environmental impacts, the lead agency must aspire to finish in far less time than 24 months. The aspirational time limit does not create civil liability or a new cause of action against a lead agency. Ecology must submit a report to the Legislature every two years on recent EISs. Under SEPA rules, when a lead agency prepares an EIS on a nonproject proposal, the lead agency has less detailed information available on environmental impacts and the environmental impacts of any subsequent project proposals that may follow the EIS. The lead agency's nonproject EIS must discuss impacts and alternatives in the level of detail appropriate to the scope of the proposal and the level of planning for the proposal. If a specific geographic area is the focus of a nonproject EIS, site specific analyses are not required but may be included for specific areas of concern. After the approval of a nonproject EIS by the lead agency based on the EIS assessing the proposal's broad impacts, when a project is proposed that is consistent with the approved nonproject action that was the subject of the nonproject EIS, the EIS for the project proposal must focus on the impacts and alternatives, including mitigation measures, that are specific to the subsequent project and that were not analyzed in the nonproject EIS. Procedures allow for the adoption and use of portions of the nonproject EIS in a subsequent project-level SEPA review. Lead agencies must, at the time of project-level SEPA review, evaluate the nonproject EIS that was previously completed to ensure that the nonproject analysis is valid when applied to the current proposal, knowledge, and technology. If a nonproject EIS's analysis is no longer valid, the analysis must be reanalyzed in the project-level EIS. Local Proiect Review. Counties and cities planning under the Growth Management Act(GMA) are required to establish an integrated and consolidated development permit process for all projects involving two or more permits and to provide for no more than one open record hearing and one closed record appeal. Other jurisdictions may incorporate some or all of the integrated and consolidated development permit process. The permit process must include a determination of completeness of the project application within 28 days of submission. A project permit application is determined to be complete when it meets the local procedural submission requirements even if additional information is needed because of subsequent project modifications. Within 14 days of receiving requested additional information, the local government must notify the applicant whether the application is deemed complete. The determination of completeness does not preclude the local government from requesting additional information if new information is required or substantial project changes occur. A project permit application is deemed complete if the GMA jurisdiction does not provide the determination within the required time period. Summary: Interagency Clean Energy Siting Coordinating Council. House Bill Report -3 - E2SHB 1216 Page 433 of 489 An Interagency Clean Energy Siting Coordinating Council (Coordinating Council) is created, and is co-chaired and co-staffed by the Department of Ecology(Ecology) and the Department of Commerce (Commerce). The Coordinating Council must have participation from at least 11 named state agencies or offices in addition to Ecology and Commerce. The Coordinating Council's responsibilities are enumerated and include: • identifying actions to improve the siting and permitting of clean energy projects; • tracking federal government efforts; • soliciting input from parties with interests in clean energy project siting and permitting; and • supporting the creation and annual update of a list to be published by the Governor's Office of Indian Affairs containing contacts at federally recognized Indian tribes, applicable tribal laws on consultation, and tribal preferences regarding clean energy project siting and outreach. The Coordinating Council must provide annual updates to the Governor and the Legislature. The Coordinating Council must advise Commerce in contracting for an independent third party to evaluate state agency siting and permitting processes, identify successful models used in other states for siting and permitting clean energy projects, and make recommendations for improvements by July 1, 2024. The Coordinating Council, led by Ecology, must also pursue development of a consolidated clean energy application and must explore development of a consolidated permit for clean energy projects. Ecology must update the Legislature on the consolidated clean energy application and the consolidated permit by the second half of 2024. Clean Energy Proiects of Statewide Significance. Commerce must establish an application process for the designation of Clean Energy Projects of Statewide Significance (CEPSS). The CEPSS process contains similar elements to the existing Projects of Statewide Significance process, but is independent of that process. Applicants must demonstrate certain information to Commerce as part of the CEPSS application, including an explanation of how the project will contribute to the state's achievement of state greenhouse gas emission limits and be consistent with the state energy strategy, how the product will contribute to the state's economic development goals, and a plan for meaningful engagement and information sharing with potentially affected federally recognized Indian tribes. The clean energy projects eligible for designation as a CEPSS include: • certain types of clean energy product manufacturing facilities; • electrical transmission facilities that don't primarily or solely serve fossil fuel electric generation facilities; • facilities that produce electric generation from renewable resources or that do not result in greenhouse gas emissions, with the exception of certain hydroelectric facilities; • storage facilities; House Bill Report -4- E2SHB 1216 Page 434 of 489 • facilities and projects at any facilities that exclusively or primarily process biogenic feedstocks into biofuel; • biomass energy facilities; • facilities or projects at any facilities that exclusively or primarily process alternative jet fuel that has 40 percent lower greenhouse gas emissions than conventional jet fuel; • projects or facility upgrades undertaken by emissions-intensive trade exposed industries classified under the Climate Commitment Act (CCA) to align with the CCA's cap trajectory, where a project does not degrade local air quality; and • storage, transmission, handling, or other related and supported facilities associated with any of the above facilities. Commerce must determine within 60 business days of receipt of a complete application whether to designate a clean energy project as a CEPSS, taking into consideration criteria including the applicant's need for coordinated state assistance, whether a nonproject environmental review process or least-conflict siting process has been carried out in the project's area, and the potential impacts on environmental and public health. Commerce may designate an unlimited number of CEPSS. The Coordinated Permit Process Available to Clean Energy Proiects. Ecology is given certain responsibilities for coordinating a fully coordinated permitting process for clean energy projects. The coordinated permitting process serves as an option, but not a requirement, for those seeking permits for clean energy projects. Upon request, Ecology must conduct an initial assessment of a clean energy project to determine the level of coordination needed and the complexity, size, and need for assistance of the project, including specified permitting and environmental review processes. Ecology's initial assessment must be documented in writing, made available to the public, and completed within 60 days of the request for the initial assessment. A clean energy project proponent may request that Ecology convene a fully coordinated permit process. A clean energy project proponent must provide specified information and enter into a cost reimbursement agreement with Ecology to cover the costs to Ecology and other agencies in carrying out the coordinated permit process. To convene the coordinated permit process, Ecology must determine that the clean energy project raises complex coordination,permit processing, or substantive review issues. Ecology serves as the main point of contact for the project proponent and participating agencies, and keeps a schedule identifying procedural steps in the permitting process and highlighting substantive issues that require resolution. A project proponent may withdraw from the coordinated permit process. Within 30 days of accepting a project for the coordinated permit process, Ecology must convene a work plan meeting to develop a coordinated permit process schedule with the project proponent, local government, and participating permit agencies. Each participating agency and the lead agency under the State Environmental Policy Act(SEPA)must send House Bill Report - 5 - E2SHB 1216 Page 435 of 489 representatives to the work plan meeting, and relevant federal agencies and potentially affected federally recognized Indian tribes must be notified and invited to participate. Any accelerated time periods for permits or SEPA review under the coordinated permit process schedule must be consistent with statute, rules, regulations, or adopted state policies, standards, and guidelines for public participation and the participation of other agencies and federally recognized Indian tribes. The coordinated permit process schedule must be finalized and made available to the public after the work plan meeting. Cities and counties with development projects determined as eligible for the coordinated permit process within their jurisdictions must enter into an agreement with Ecology or project proponents for expediting the completion of projects, including expedited permit processing and environmental review processing. Following specified procedures, Ecology must offer early, meaningful, and individual consultation with any affected federally recognized Indian tribe on a clean energy project participating in the coordinated permit process. Ecology must identify overburdened communities that might be potentially affected by the clean energy project and verify that these communities have been meaningfully engaged in the regulatory processes in a timely manner by participating agencies. Applicants using the fully coordinated permit process are not eligible to apply for site certification under the Energy Facility Site Evaluation Council (EFSEC)process unless a substantial change is made to the proposed project. The CEPSS designation and coordinated permit process does not affect the jurisdiction of the EFSEC, limit or abridge the powers of a participating permit agency, or prohibit a state agency, local government, federally recognized Indian tribe, or CEPSS applicant or project proponent from entering into nondisclosure agreements related to confidential proprietary information. State Environmental Policy Act for Clean Enemy Proiects. A number of new provisions are added to SEPA that apply to clean energy project proposals: • In addition to the 24 month aspirational timeline that applies to all SEPA environmental impact statements (EISs), lead agencies are directed to complete an EIS for a clean energy project within 24 months of a threshold determination. Lead agencies may work with a project applicant to set or extend a time limit longer than 24 months. Lead agencies must work collaboratively with agencies that have actions requiring SEPA review for a clean energy project to develop a schedule that includes a list of agency responsibilities, actions, and deadlines. Failure to comply with the SEPA timeline requirements is not subject to appeal, does not invalidate SEPA review, and does not create civil liability or create a new cause of action. • Lead agencies may not combine the evaluation of a clean energy project proposal with other proposals unless the proposals are closely related or the applicant agrees to House Bill Report -6- E2SHB 1216 Page 436 of 489 a combined SEPA review. Lead agencies may require mitigation measures for clean energy projects only to address the environmental impacts that are attributable to and caused by a proposal. • After submitting an environmental checklist, but prior to a threshold determination, a lead agency must notify a clean energy project applicant that a project proposal is likely to result in a determination of significance. The lead agency must provide the project applicant the option of withdrawing or revising the application, and must use any revised application as the basis for the threshold determination. Ecology must prepare three nonproject EISs: one for solar energy projects, one for onshore wind energy projects, and one for green electrolytic or renewable hydrogen projects. Each nonproject EIS must include analysis of co-located battery storage for such hydrogen, solar, and wind projects. Ecology must include certain information in the nonproject EIS and address specified types of environmental impacts, and determine the EIS's scope based on input from specified parties. Ecology must offer early and meaningful consultation on the nonproject EIS's with any affected federally recognized Indian tribe. The nonproject EISs must result in the development of maps identifying probable significant adverse environmental impacts for evaluated resources. Following the completion of nonproject EISs, the Coordinating Council must review the findings and make recommendations to the Legislature and the Governor on potential areas to designate as clean energy preferred zones for the technology analyzed, and any taxation, regulatory, environmental review, or other benefits that should accrue to projects in those zones. Project proponents of actions covered by these nonproject EISs must consider the impact analysis from the nonproject EIS in carrying out project-level SEPA reviews, and may rely on the nonproject EIS in specified ways when carrying out project-level SEPA review. Clean energy projects that follow the recommendations of the nonproject environmental review must be considered to have mitigated environmental impacts unless the project-specific environmental review identifies project-level adverse environmental impacts not addressed in the nonproject environmental impact review. Other. During a local project review of a project to construct or improve electric generation, transmission or distribution facilities, a local government may not require a project applicant to demonstrate the necessity or utility of the project, other than to require as part of the completed project application the submission of documentation required by Federal Energy Regulatory Commission or other federal agencies with regulatory authority over electric power transmission and distribution needs, or the Utilities and Transportation Commission. A county may not prohibit the installation of wind and solar resource evaluation equipment necessary for the design and environmental planning of a renewable energy project. The Washington State University (WSU) Energy Program must conduct a pumped storage siting process to support expanded capacity to store intermittently produced renewable House Bill Report -7- E2SHB 1216 Page 437 of 489 energy, with a goal of understanding issues and interests related to areas where pumped storage might be sited, and to provide useful information to developers and for subsequent SEPA reviews of environmental impacts. The WSU Energy Program must allow ample opportunity for participation by stakeholders, governments, and federally recognized Indian tribes who self-identify an interest in the process, and must complete the process by June 30, 2025. The WSU Energy Program must develop and make available a map with geographical information systems data layers highlighting areas identified through the process. The map may not include sensitive tribal information as identified by federally recognized Indian tribes and the WSU Energy Program must take precautions to prevent disclosure of any sensitive tribal information it receives. Commerce must conduct at least three stakeholder meetings focused on certain rural clean energy impacts, with at least one in Eastern Washington and at least one in Western Washington. These stakeholder meetings must be held with rural, agriculture, natural resource management and conservation, and forestry stakeholders to gain a better understanding of the benefits and impacts of anticipated changes in the state's energy system, including the siting of facilities under the jurisdiction of the EFSEC, and to identify risks and opportunities for rural communities. Commerce must then complete a report on rural clean energy and resilience, which must consider the stakeholder consultation and must include recommendations for how to more equitably distribute costs and benefits to rural communities. The report must specifically examine the impacts of energy projects in rural areas to jobs, local tax revenue, agriculture, and tourism, and it must forecast what Washington's clean energy transition will require for energy projects in rural Washington. Commerce must complete a report on these topics by December 1, 2024. The Joint Committee on Energy Supply and Energy Conservation is renamed the Joint Committee on Energy Supply, Energy Conservation, and Energy Resilience (Joint Committee). The Joint Committee must hold at least two meetings to consider policy and budget recommendations to reduce impacts and increase benefits of the clean energy transition for rural communities. The Joint Committee must report its findings and any recommendations to the EFSEC and the Legislature by December 1, 2024. A severability clause is included. Votes on Final Passage: House 75 20 Senate 30 18 (Senate amended) House 78 18 (House concurred) Effective: July 23, 2023 House Bill Report - 8 - E2SHB 1216 Page 438 of 489 EXHIBIT G Energy Strategy Reviews 54(2024)101482 ° Contents lists available at '-ienceDirect I NERGI' Energy Strategy Reviews ELSEVIER journal homepage: Nww.elsevier.com/locate/esr Comprehensive review of energy storage systems technologies, objectives, , -Pdao°' challenges, and future trends Dina A. Elalfy", Eid Gouda', Mohamed Fawzi Kotb , Vladimir Bures`° , Bishoy E. Sedhom 'Electrical Engineering Department Faculty of Engineering Mansoura University,Mansoura 35516,Egypt b Faculty of Informatics and Management'University of Hradec Kralove,Hradec Kralove 50003,Czech Republic ARTICLE INFO ABSTRACT Keywords: Energy storage is one of the hot points of research in electrical power engineering as it is essential in power Renewable energy systems. It can improve power system stability, shorten energy generation environmental influence, enhance Energy storage system system efficiency,and also raise renewable energy source penetrations.This paper presents a comprehensive Power system review of the most popular energy storage systems including electrical energy storage systems,electrochemical Energy storage applications Electrical vehicle energy storage systems,mechanical energy storage systems,thermal energy storage systems,and chemical en- Energy sustainability ergy storage systems.More than 350 recognized published papers are handled to achieve this goal,and only 272 Power system reliability selected papers are introduced in this work.A comparison between each form of energy storage systems based on Energy storage forms capacity,lifetime,capital cost,strength,weakness,and use in renewable energy systems is presented in a tabular Hybrid energy storage system form. Selected studies concerned with each type of energy storage system have been discussed considering challenges,energy storage devices,limitations, contribution,and the objective of each study.The integration between hybrid energy storage systems is also presented taking into account the most popular types. Hybrid energy storage system challenges and solutions introduced by published research are summarized and analyzed. A selection criteria for energy storage systems is presented to support the decision-makers in selecting the most appropriate energy storage device for their application.For enormous scale power and highly energetic storage applications,such as bulk energy,auxiliary,and transmission infrastructure services,pumped hydro storage and compressed air energy storage are currently suitable. Battery, flywheel energy storage, super capacitor, and superconducting magnetic energy storage are technically feasible for use in distribution networks.With an en- ergy density of 620 kWh/m3, Li-ion batteries appear to be highly capable technologies for enhanced energy storage implementation in the built environment.Nonetheless,lead-acid batteries continue to offer the finest balance between price and performance because Li-ion batteries are still somewhat costly.The applications of energy storage systems have been reviewed in the last section of this paper including general applications,energy utility applications,renewable energy utilization,buildings and communities,and transportation.Finally,recent developments in energy storage systems and some associated research avenues have been discussed.Academics and engineers interested in energy storage strategies might refer to this review. applied in all fields like commercial, residential, agricultural, and in- 1. Introduction dustrial[2].Many problems are accomplished with applying the RESs, such as intermittency,poor load following,and non-dispatchable.Using In the past few decades, electricity production depended on fossil an energy storage system(ESS)is crucial to overcome the limitation of fuels due to their reliability and efficiency [1].Fossil fuels have many using renewable energy sources RESs. ESS can help in voltage regula- effects on the environment and directly affect the economy as their tion,power quality improvement,and power variation regulation with prices increase continuously due to their consumption which is assumed ancillary services [3]. The use of energy storage sources is of great to double in 2050 and three times by 2100[6].Fig.1 shows the current importance.Firstly,it reduces electricity use,as energy is stored during global installed capacity of energy storage system ESS. China, Japan, off-peak times and used during on-peak times.Thus improving the ef- and the United States are among the most used countries for energy ficiency and reliability of the system.Secondly,it reduces the amount of storage systems. RESs are eco-friendly, easy to evolve, and can be carbon emitted. Thirdly, these systems are used to supply energy to * Corresponding author. E-mail address:vladimir.bures@uhk.cz(V.Buret). https://doi.org/10.1016/j.esr.2024.101482 Received 28 February 2024;Received in revised form 8 June 2024;Accepted 26 June 2024 Available online 1 July 2024 2211-467X/©2024 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC license(http://creativecommons.org/licenses/by- nc/4.0/). Page 439 of 489 D.A.Elegy et at Energy Strategy Reviews 54(2024)101482 List of abbreviations SCs Supercapacitors EV Electric Vehicle ESS Energy Storage System BEV Battery Electric Vehicle RESs Renewable Energy Sources HEV Hybrid Electric Vehicle SMES Superconducting Magnetic Energy Storage PEV Plug-in hybrid Electric Vehicle CAES Compressed Air Energy Storage FB Flow Battery FES Flywheel Energy Storage DOD Depth of Discharge PHES Pumped Hydro Energy Storage Li-Ion battery Lithium-ion battery BESS Battery Energy Stotage System NiCd Nickel-cadmium battery HESS Hybrid Energy Storage Systems NaS Sodium Sulfur battery EESS Electeical Energy Storage System LAES Liquid Air Energy Storage ECESS Electrochemical Energy Storage System SHSS Sensible heat storage systems MESS Mechenical Energy Storage System LHSS Latent heat storage system TESS Thermal Energy Storage System TCESS Thermo chemical energy storage systems CESS Chemical Energy Storage System FC Fuel Cell consumers in remote areas far away from the grid as well as reduce the (see Fig. 3). intermittency of renewable energy[4,5],and [6].Energy can be stored Figures(4-9)show the number of published papers and number of in many forms, such as thermal, mechanical, chemical, or electro- citations that interested in ESS technologies using the keywords(ther- chemical energy.Besides,it can be stored in electric and magnetic fields mal energy storage system, pumped hydro energy storage, super- resulting in many types of storing devices such as superconducting capacitors,SMES and battery)over the last 17 years.As can be observed magnetic energy storage(SMES),flow batteries,supercapacitors,com- in Figs. 4 and 8, there are also a lot of studies on thermal and battery pressed air energy storage(CAES),flywheel energy storage(FES),and energy storage,which is a hot spot of ESS and suggests that the authors pumped hydro storage (PHS) 96%of the global amplitude of energy are more interested in these. Furthermore, the number of papers storage capacity is shared by the PHS. Super-capacitor energy storage, reviewing ESS keeps rising each year,showing that ESS is a popular area battery energy storage,and flywheel energy storage have the advantages of research that is receiving a lot of attention. For more clarification of strong climbing ability, flexible power output, fast response speed, review,all figures have been merged in to one figure(Fig.9).It can be and strong plasticity [7]. More development is needed for electrome- observed that the number of research in ESS technologies continues to chanical storage coming from batteries and flywheels [8]. increase in the last 17 years. With the rapid rising of the development of ESS and due to the In this paper,different types of energy storge are presented.Various enormous energy storage potential, all the efforts of researchers are ESS features,advantages,and limitations are discussed.In addition to, focusing on giving reviews on the types, characteristics, advantages, hybrid energy storage systems and some of its combinations are listed limitations,comparison,electrical vehicle,evaluations,challenges,and here. Furthermore, several applications of ESS along with challenges applications of ESS. Some reviews are discussed, presented and and new trends in ESS are critically reviewed. compared with our work in a tabular form in Table 1. The rest of this paper is as follows,section 2 discusses the different Table 1 revealed that no review had included every one of the pre- types of ESS, their operation, characteristics, advantages, limitations viously listed points.For this reason,this review has included new de- and applications. Hybrid energy storage systems in addition to several velopments in energy storage systems together with all of the previously typical HESS combinations are presented in section 3.In section 4,the mentioned factors.Statistical analysis is done using statistical data from challenges for integrating ESS is discussed.The selection criteria for ESS the "Web of Science". The number of papers with the theme "Energy is listed in section 5.Furthermore,in section 6,the applications of ESS storage"over the past 20 years(2002-2022)is shown in Fig.2 and it is are presented.Section 7 discusses new trends in ESS.Finally,conclusion deduced from it that ESS is a hot research field with extensive attention inferred from this review paper and recommendatios are listed in section a ounuy China 31.457 Japan 27.664 United States) 23.966 Spain -- _49.137 Italy 7.132 India 6.773 Germany-6.673 Switzerland-6.429 France-5.832 Korea.South 4.855 Austria-4.680 Portugal-3.553 Ukraine 3.173 United Kingdom 2.854 Austral is 2.710 Taiwan-2.608 Russia-2.229 South Africa EMI 1.885 0 5.000 10.000 15.000 20.000 21.000 10010 15.000 Power(MW) Fig. 1. Global scenario of energy storage adoption [ ]. 2 Page 440 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 Table 1 Some reviews focusing on storage energy. Ref. Types Advantages Limitations Comparison Electrical vehicle Selecting criteria Applications Challenges [1] ✓ / ✓ x x x x x [2] ✓ ✓ ✓ ✓ x ✓ ✓ x [9] ✓ / / x x x x x [10] ✓ ✓ / / x / ✓ / [11] ✓ ✓ ✓ ✓ x ✓ x ✓ [8] ✓ / / x x x ✓ x [12] / / / / x x x / [13] x x x ✓ x x x ✓ [14] ✓ ✓ ✓ ✓ x ✓ x x [15] J. ✓ / / x ✓ ✓ x [16] ✓ J. ✓ ✓ x ✓ ✓ ✓ [17] ✓ ✓ ✓ / x / ✓ x [18] / ✓ ✓ ✓ ✓ x ✓ ✓ Our work ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ -55000 400- -50000 350- -45000 300- -40000 -35000 250- -30000 .4 _.r._..,._41_4„......_________All P 4 200- 18 -25000 ti- 2 150- -20000 m -15000 100- -10000 so- -5000 2002 2003 2004 2005 2008 2007 2008 2008 2010 2011 2012 2013 2014 2015 2016 2017 2018 2018 2020 2021 2022 III Publications - Citations Fig.2. Number of articles and citations reviewing ESS over the last 20 years. Publications by CiteScore quartile 100000 90000 80000 70000 60000 - 50000 — - 40000 — 30000 - 20000 10000 IAIAI---I EE11..i i..i i.. 'hi Ii.. II.. II.. 0 2012 2013 2014 2015 2016 2017 2018 l 2019 2020 2021 2022 ■"Q1" 9379 10576 15778 17358 21026 23793 25694 28156 31701 34883 38543 ■"Q2" 2024 2469 2594 2884 3647 5251 8134 19096 25939 33282 35654 ■1103" 1661 3714 2785 2659 3636 5670 8528 3724 4295 4625 5743 ■"Q4" 1823 2183 1883 2116 2576 2550 3172 2651 2902 4709 5832 ■Total 14887 18942 23040 25017 30885 37264 45528 53627 64837 77499 85772 •IIQ1" •IIQ2" 1-"Q3" IIQ4" •Total Fig.3. Publications by CiteScore quartile from Scival. 3 Page 441 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 35000 700 -30000 600- -25000 500- -20000 400- o -15000 3.- -10000 200 100 -5000 0 O 2008 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 PublIceuons Citations Fig.4. Number of articles reviewing TESS over the last 17 years. 65- -3500 60 -3000 55- 50 -2500 45- 40 -2000 35- � 30 E -1500 0 25- w 20 -1000 15- 10— 0 �� 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2046 2017 2018 2019 2 20 1 20 Publications I. Citations Fig.5. Number of articles reviewing hydropower over the last 17 years. 45 ` —900 40— -800 35 700 30 600 25 —500 3 20 —400 a w 15— -300 10 II -200 -100 0 0 2008 2007 2008 2009 2010 2011 2012 2013 2014 2015 2018 2017 2018 2019 2020 2021 2022 Publications Citations Fig.6. Number of articles reviewing Super capacitors over the last 17 years. 8. 1. Electric energy storage systems EESS 2. Electrochemical energy storage systems ECESS 2. Types of energy storage 3. Mechanical energy storage systems MESS 4. Thermal energy storage systems TESS Energy storage technologies can be categorized based on the stored 5. Chemical energy storage systems CESS energy form(as shown in Fig. 10)to Ref. [9]. 4 Page 442 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 d0- /\ 899 35- 1400 -1200 26- -1000 20- --800 16- -600 10- -400 1111 0 ■IIII III II ' 00 20•• .•T 20. ••9 20 0 2011 20 2 2013 20 4 2015 20 0 2017 20 0 20 9 20 0 20 1 20 2 0 - Publications - Citations Fig.7. Number of articles reviewing SMES over the last 17 years. 1200 -50000 1100- -45000 1000- -40000 900- B00 -35000 700- -30000 $ 800 25000 E a a 500- -20000 400 -15000 300- 200 10000 100- ' __ _ - 0000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Pubi.cabons - Citations Fig.8. Number of articles reviewing battery energy storage system BESS over the last 17 years. Publications per year 1400 1200 - 1000 - 800 600 400 200 0 ■.. II I -I ■__ I 1_. I 1__ I I_ I I._ I I.. . . us_ �■.. 6O auq Idle. II.. l■4■ I. _ 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 •TESS 30 40 35 50 60 80 160 180 310 320 400 560 505 740 745 850 845 •Hydro power 6 3 8 10 7 10 16 17 21 35 32 50 42 65 57 70 52 ■Super Capacitor 3 6 12 7 9 6 12 22 22 30 30 38 47 38 41 30 22 •SMES 11 21 17 27 17 9 23 17 23 35 24 42 44 31 23 37 38 •BESS 40 50 70 100 170 180 240 330 460 570 790 900 1010 1100 1220 1300 1100 •TESS •Hydro power •Super Capacitor .SMES •BESS Fig. 9. survey of ess growth technology over the last 17 years. 5 Page 443 of 489 D.A.Elegy et at Energy Strategy Reviews 54(2024)101482 Thermal energy storage Chemical energy system TESS storage system CESS .Sensible heat storage .Fuel cell .Latent heat storage .Hydrogen stomgc .Thermo chemical .Ammonia storage energy storage .Biofuels storage .Aluminum Storage N. / Energy Storage Systems (ESS) -• o- Mechanical energy Electric energy storage Storage Systems MESS systems EESS Electrochemical energy .Capacitors storage systems ECESS FES .PHES . Supercapacttors / .SMES (Battery 1 .CAES .Electric Vehicles Flow Battery J A- I S I Fig.10. Classification of energy storage technologies. 2.1. Electric energy storage systems(EESS) will be very expensive [7]. It can be categorized to electrostatic and magnetic systems. The 2.1.2. Supercapacitors(SCs) capacitor and the supercapacitor are electrostatic systems while the To conquer the problems mentioned above of the capacitors, the SMESS is a magnetic system [9]. supercapacitors or ultracapacitors are patented by the Japanese com- pany Nippon Electric Company in 1975 [20]. Compared with conven- 2.1.1. Capacitors(Cs) tional capacitors, supercapacitors have very high output power of Two metal plates called electrodes separated by dielectric layer form (50-100 KW),high charge density,life likelihood of 12 years,500,000 the electric capacitor. One plate is charged while the other plate is times life cycle and high self-discharge [15].Therefore,SC are suitable induced by an opposite sign charge [19]. The energy is stored on the for application which required instant high output power like engine surface of the metal electrodes. This type storeenergy for extremely cranking applications of hybrid vehicles and permanent magnet syn- short periods [12].Fig. 11 shows a schematic diagram for a capacitor. chronous generator. SCs and Cs have identical operating principles. Plates size the distance between plates and the dielectric material are the Despite, in SC, electrolytic physical barrier comprising of activated factors affecting the capacitor energy capacity[14].The capacitors are carbon is used as a dielectric which allows ionic conduction, and this suitable for small scale power applications as they have an instant assists the SC to have large specific area and so high energy density[21]. recharge capabilities and long lift cycle.For large scale applications,it The other difference is in the electrode materials,SCs use carbon nano Transmission lines tt. %j _ Power .< Transformer Conditioning System ~ Double-layer Porous / \ Porous Electrode `�l Electrode ..._..- _..., i 0 . : : • . / `. Electrolyte Separator OD hole positive ion electron flow during charging 0 electron 0 negative ion -I,' electron flow during discharging Fig. 11. Schematic diagram for a capacitor[11]. 6 Page 444 of 489 D.A.Elegy et at Energy Strategy Reviews 54(2024)101482 tube electrode which provide a tiny splitting up distance and a huge + LT/HT Superconducting Magnet amount of charge is absorbed and hence improving the energy density [21].Applying the electric field,the electrolyte performs as a dielectric and an ion absorption layer is generated on the activated carbon fibers [21].The charging and discharging occur on this ion absorption layer. tQ°d The schematic of supercapacitor is represented in Fig.12.Many papers Helium/ Cryogenic Helium/ have been published about SC applications and to upgrade its control Nitrogen Refrigerator Nitrogen strategy. Pump 2.1.3. Superconducting magnetic energy storage(SMES) SMES can be made up of a superconducting coil which has no elec- 1 L. trical resistance near absolute zero temperature that can store electric energy in the form of magnetic field created by DC current passing cryostat through it and there is no energy loss in the coil. The second part of Fig.13. Superconducting magnetic energy storage[26]. SMES is cryogenically cooled refrigerator which keep the coil at a cryogenic temperature by utilizing liquid helium or nitrogen and therefore there is some energy losses (about 2-3% of energy) is lost older fuel vehicles and enormously reduce greenhouse gas emissions related with cooling system [2]. The third part of SMES is a power [18].There are many technologies that can be utilized in EV such as SC, conditioning system to convert the stored energy to an AC power [9]. batteries, FC,or hybrid ESS [32] as shown in Fig. 14.EV can be cate- The coils temperature must be below its critical temperature. The gorized in to hybrid EVs (HEV), battery powered EVs (BEV), plug-in schematic diagram of a SMES is shown in Fig. 13. hybrid EVs (PEV), photovoltaic EVs (PEV), and fuel cell EVs (FCEV) SMES has very long lifespans (30 years), cycle life, high efficiency [33].The major barriers of EVs are that the charging is not fast enough (95-98 %), short time for complete discharge (less than 1 min), fast and charging facilities are not highly accessible in most cities and the response speed,very low power loss,high power density,and very high cost is disproportionate,roughly 1/3 of the cost of EV is employed for discharge rates [16,17,22,23]. During discharging, the SMES can pro- the ESS technology on the car [18]. Table.3 summeriezes the charac- vide huge amount of energy to the grid during a break of a second teristics of different types of EVs. (milliseconds) [12]. The major drawbacks of SMES units are the performance problems 2.1.4.1. Battery electric vehicle(BEV). BEV or"pure electric vehicles"as due to the strong magnetic field,high cooling demand,high-priced raw there is no fuel tank and the electricity is totally served by the battery materials, complex design, high capital cost ($104/kWh), high self- [34]. It is comprised of a huge rechargeable battery. This battery is discharge rate (10-15 %/day), temperature sensitivity and pricy in charged from the grid or any external source using a charging plug[36]. operation[24,25]. BEVs charging takes roughly 6-8 h for slow charging and 20-40 min Current curiosity in SMES is because of the capability to operate with a fast charger [37].For the fully charged battery,BEV tracks 100 microgrids on the residential and utility scale[27].The research fields of km-250 km distance [38]. BEVs are appropriate for short distances. SMES are mainly focused on reducing the cost of superconducting coils Battery temperature affects the performance of the battery and life cycle and liquid nitrogen cooling systems;and developing high-temperature [39]. The BEV storage capacity is above 100 kWh [35]. Due to this superconducting coil (HTS) materials with lower low temperature substantial reserve capacity,it is used for minimizing renewable energy sensitivity (working at around 70 K) and capital cost [18,44]. SMES fluctuations and stabilizing the voltage and frequency of the grid [40]. applications include load leveling, system stability, voltage stability, The illustrative structure of BEV is presented in Fig. 15.The improved frequency regulation, transmission capability enhancement, power version of BEV such as HEV and PHEV are discussed to increase the quality improvement,automatic generation control,and uninterruptible covered distances. power supplies[2,281.Accordinr to Refs.[7,9,29],and[30],Table 2 has been derived including different characteristics of EES devices. 2.1.4.2. Hybrid electric vehicle (HEV). HEV is a combination of two or more types of energy and power sources.Power source like battery,fuel 2.1.4. Electric vehicles(EVs) cell FC, SC, internal combustion engine (ICE), and energy source like Electric vehicles use electric energy to drive a vehicle and to operate battery,FES, or regenerative braking [34] are used for combining the electrical appliances in the vehicle[31].The spread of electric vehicles, profits of ICEVs and EVs [41].Available hybrid powertrain configura- commonly known as zero-emissions vehicles, will gradually replace tions have been described,categorized,and totally analyzed in previous literature reviews [42-44].Energy management strategy(EMS),which copes with the power distribution between power sources according Separator their own control guidelines, has been significantly studied with different objectives like fuel usage minimization [45,46] emission Electrode+ + - + _ - -Electrode diminishing [47], and battery lifetime [48]. The profit of HEV is that \ _ + / when the primary fuel(diesel,gasoline)storage tank runs out of during ++ + - + + - -,( driving the ICE then the secondary source will operate as a backup + - + - + _ system to the driveline with its maximum range [49]. - + + + 2.1.4.3. Plug-in hybrid electric vehicle(PEV). The PEV is a form of HEV - + _ - + in which the battery is charged from an external source.PEV can run on ++ - + + - both battery and gasoline.These batteries can be charged at a charging +��+ + + station or at home using an ordinary plug or by a regenerative braking - C - - system [34]. For short distances, it uses battery banks and for long distances, it utilizes gasoline power when battery power is depleted A ctivated Carbon [50].Because of decreasing moving parts of PEV,it has lower mainte- nance cost. The typical configuration of PEV is presented in Fig. 16. Fig. 12. Schematic diagram of an individual cell of a SC. There are two ways of working of PEV.The first one is grid to the vehicle 7 Page 445 of 489 D.A.Elalfy et at Energy Strategy Reviews 54(2024)101482 Table 2 Characteristics of different EES devices. EESS Capacity(MW) Lifetime(Years) Capital cost(E/kWh) Strength Weakness Use in RE Systems Capacitor 0.05 5 897 High power density Small capacity No use Supercapacitor 0.3 20 1795 - High charge -Low voltage Wind parks -Discharge efficiency(95%) -High self-discharge rate -Fast response -High capital cost -High efficiency -Long lifetime SMES 0.1-10 20 8974 -High cycles of charging-discharging -High cost Wind parks -High power density -High self-discharge rate -Fast response -High capital cost -High efficiency 2.1.4.4. EVs utilization as ESS. The market for electric vehicles(EVs)is growing quickly on a global scale.It is expected that market share will 1001 rise significantly in next few years[52].Globally,there were more than 300 5 million electric vehicles(EVs)in use in 2018.It is anticipated that this number will increase rapidly to 44 million by 2030 [52]. The power I oo, Ni-Cd l system has traditionally struggled to balance generation and load de- 30 mand; however, EV integration into the grid presents additional diffi- Li-Ion culties. The growing popularity of electric vehicles (EVs) presents to lywheels substantial operational difficulties for the power grid since the patterns E. 3 F V of EV charging and discharging need to be carefully controlled to Alp licauons maintain system stability and dependability.It is more difficult to bal- ' I ance the supply and demand of electricity when EV charging is dynamic O i High Power UCs 1 and renewable energy sources are sporadic [53].To solve these issues, Appli.0.1 numerous approaches and technologies are being developed,including c.01 0_1 i 10 100 1000 as vehicle-to- grid(V2G)technology,smart charging infrastructure,and Power(MW) sophisticated grid management systems. These technologies allow for Fig. 14. Suitable technologies for EV[32]. bidirectional power transfer between EVs and the grid, improve grid flexibility,and optimize EV charging and discharging patterns [54]. EV batteries have a fast reaction time,which makes them ideal for Table 3 auxiliary functions like frequency regulation. EV batteries can play a The characteristics of different types of EVs[34,35]. significant role in preserving grid stability and balancing the frequency Characteristic BEV PHEV FCEV of the power system due to their quick response to variations in power supply or demand.This increases the potential value of EVs in sustaining Energy system -Battery -Battery -FC the overall performance and dependability of the power grid and makes -UC -ICE -Battery -UC -UC them a desirable alternative for providing auxiliary services [55]. To Energy source -Charging power -Charging power -Hydrogen fuel optimize EV integration benefits while preserving system stability, station station effective coordination between renewable energy generation, EV -Fuel pump charging,and grid operations is essential.For EVs to be seamlessly in- -Gasoline Energy supply -Limited by battery -Limited by battery -Unlimited tegrated into the power grid,standards,incentives,and policies must be capacity -Capacity -capacity established in close coordination with automakers, energy providers, Carbon emissions -Zero emissions -Some emissions -Zero emissions and regulatory agencies [56]. Some work contributions with several Price factors -Battery price -Battery price -Battery price issues using EESS are tabulated in Table 4. -Market electricity -Market electricity -Market -Price -Price electricity -Gasoline price -Price 2.2. Electrochemical energy storage systems(ECESS) -Fuel price Advantage -Zero emissions -Less emissions -Zero emissions -Independence on -Long-distance -High efficiency ECESS converts chemical to electrical energy and vice versa [14]. fossil fuels covered ECESS are Lead acid,Nickel,Sodium—Sulfur,Lithium batteries and flow Disadvantage -High initial cost -Dependence on -Hydrogen fuel battery (FB) [9]. ECESS are considered a major competitor in energy -Battery fossil fuels storage replacement -Higher cost -High cost of storage applications as they need very little maintenance, have high fuel efficiency of 70-80%, have the greatest electrical energy storage (10 Degree of -Extensive use -Being popularized -Test stage Wh/kg to 13 kW/kg) [15] and easy construction, [1]. However,there application are some barriers high maintenance costs in large-scale facilities,their lifetime depend on depth-of-discharge (DoD) and relative low cycling (G2V)whereby, the battery charges from the grid to drive the vehicle times[9]. and charge the battery.The second one is the vehicle to grid(V2G)in which the battery provides power to the grid to overcome the grid 2.2.1. Lead acid batteries overload problem [31]. In regenerative braking mode, the traction The most heavily used rechargeable battery is the lead—acid battery motor acts as a generator to charge the battery[51].PEV can drive for a [80].They are composed of lead dioxide(PbO2)as the positive electrode proper distance,but it has some drawbacks like its initial cost is higher and lead dioxide (PbO2) as the negative electrode immersed in an than BEV and it produces more emissions than BEV. Owing to these electrolyte mitigated solution of sulfuric acid(H2SO4) [81].Lead—acid reasons,BEV is obtaining more approval than PHEV [34]. batteries have very tiny response time,little daily self-discharge rates, relatively high efficiencies,small capital costs,and can be stablished for 8 Page 446 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 MIEJ rBidirectional Converter Forward: Driving the motor 1 l \ Reverse:Chareint the battery D('-DC •— DC-AC i racoon y. Converter Converter otor To 0 el C sir /t 1 1 / t— I X• AC Mill lilccu isal Electrical Equipment's ,,pi Equipment's ., Fig. 15. typical structure of BEV. This storage system has many merits like there is no self-discharge,high Grid to Vehicle(G2V) energy densities (150-300 Wh/L), high energy efficiency (89-92 %), Rectifier Buck Converter low maintenance and materials cost,non-toxic materials,and materials AC-DC •. AC-DCOS can be recycled[87].NaS batteries used for grid connected applications DC-AC ' DC-DC ■' DC-AC likepower qualityenhancingandpeak shaving [85].However,the de- Converter Converter Inverter Boost , merits are high operating cost (80 $/kW/year) to obtain liquid elec- Grid Converter - Vehicle to Grid(V2G) trodes, and a high temperature (574-624 K) chemical reaction is 230V,50Hz Battery required.So,an additional system is used which adds an extra cost and it is suitable only for large scale power system applications [85]. The research mainly focuses on improving the cell performance and Fig.16. Typical structure of PEV[31]. decreasing the high temperature operating costs [1]. the large scale applications[82].On the other hand,they have restricted 2.2.5. Flow batteries(FBs) life cycle, usually require a ventilation system, and charging and dis- Flow battery consists of two liquid electrolytes which stored in two charging process are not identical [83].The schematic diagram for led dissolvable redox couples enclosed in external tanks to increase the acid batteries during charging and discharging is shown in Fig.17. energy storage capacity[88].These electrolytes can be pumped from the tanks to the cell stack,and they are separated by a microscopic mem- 2.2.2. Lithium-ion battery(Li-Ion battery) brane to allow a restricted ions number to pass over it. Through the This type of battery is very appropriate for portable applications such electrolyte solutions reduction oxidation reactions, the electricity is as laptops and mobile phones because of its low weight, good perfor- produced[89].The flow battery schematic diagram is shown in Fig.21. mance,fast response time,and high cycle effeciency.Also,It can also be Unlike the FC,the chemical reactions taking place inside the flow bat- used to improve the performance of EVs [12]. In a Li-Ion battery, the teries are reversible. So, it can be recharged without replacing the cathode is made of a lithium metal oxide,such as LiCoO2 and LiMO2, electroactive material. The FB's power rating relies upon the stacks and the anode is made of graphitic carbon as shown in Fig.18[82].The number of the cell and the electrode size [15]. FB can release huge Li-Ion battery current research spotlights on using nanoscale materials amount of energy at a high discharge rate and has a good life cycle(10, for improving the power capability of the battery and heightening bat- 000 full cycles during their lifetime) [90].FBs have tiny response time, tery specific energy by progressing advanced electrode materials and have high efficiency,and operate near to the ambient temperature[85]. electrolyte solutions [82]. Evaluation of various battery technologies'parameters in a comparison is presented in Table 5.In addition to,some characteristics of every type 2.2.3. Nickel-cadmium battery(NiCd) from electrochemical energy storage systems ECESS including their These batteries are commercially used since about 1915. The two strength and weakness issues are presented in Table 6. electrodes of these batteries are nickel hydroxide and metallic cadmium. It has been noticed from Table 7 above that there are plenty of papers The electrolyte is made of an aqueous alkali solution as presented in that concerned with challenges and limitations of batteries(Li-io bat- Fig. 19 [82]. NiCd batteries have low maintenance, relative high effi- tery, Na—S battery and lead acid battery). Batteries can be used in ciencies, and the ability to work in a wide range of low temperatures different systems as grid connected or isolated systems providing the (from—20°C to—40°C).However,they can affect the environment as advantages of minimizing cost(total cost,maintenance cost or invest- cadmium and nickel are toxic heavy metals,NiCd batteries cost is up to ment cost), preventing voltage fluctuation in LV distribution network, 10 times greater than the Li-ion batteries[85].NiCd battery can be used maximizing PV utilization and minimizing losses. There are various for large energy storage for renewable energy systems.The efficiency of optimization techniques that can be used for catching these benefits. NieCd battery storage depends on the technology used during their production [12]. 2.3. Mechanical energy storage system(MESS) 2.2.4. Sodium sulfur battery(NaS) In the NaS battery, molten sodium and molten sulfur compose the MES is one of the oldest forms of energy that used for a lot of ap- two electrodes and uses beta alumina as the solid electrolyte.A scheme plications.It can be stored easily for long periods of time.It can be easily of a NaS battery cell is shown below in Fig. 20 [82].This battery can converted into and from other energy forms [15].Three forms of MESs supply high rated capacity than other types of batteries (up to 244.8 are drawn up, include pumped hydro storage, compressed air energy MWh). So,it is built for high power energy storage applications [86]. storage systems that store potential energy,and flywheel energy storage system which stores kinetic energy. 9 Page 447 of 489 D.A.Elalfy et al. Energy Strategy Reviews 54(2024)101482 Table 4 Challenges and limitations of EESS. Ref Challenge ESS Isolated/Grid Limitation Contribution Device connected [19] Minimize operating cost(fuel+startup SMES Islanded Power quality is not Using the modified LR-PSO method on IEEE 10-unit thermal bus cost) improved system with and without SMES [23] Control SMES terminal voltage SMES Grid Power quality is not A new security circuit is proposed for highly inductive loads to connected improved ensure safe operation in case of fault. [57] Control of SC'SOC SC Isolated Cost is not considered The strategy improved the reliability of the system and reduced Minimizing Power loss the required communication data. [58] Control fluctuation of wind power SC BESS Grid High cost Design system composed of HESS to control wind power connected fluctuations by using fuzzy logic control. [59] Minimize cost SC BESS Isolated Power quality is not Design a HESS used for distributed generation system to meet the Minimize fuel improved demand for a UK family and reduce the generator operating time. Minimize system efficiency [60] Using SC to control high voltage ride SC Grid The overall power Design a control system for wind turbine generator to control through(HVRT)for wind turbine connected quality is unsatisfactory HVRT using SC. generation system. [61] Controlling system frequency. SC Grid Cost is not considered Using fuzzy logic control strategy for control frequency of DFIG, connected SC and wind farm system under variable wind speed. [62] - Control SOC of SC SC Isolated Power quality is not EMS depends on using SOC of SC and DC voltage fluctuation as a Minimize DC voltage fluctuation improved. reference to perform a double closed loop to control SC. [63] -Minimize DC voltage fluctuation. SC Isolated Cost is not considered Design a three-level bidirectional DC-DC converter to control the -Control SOC of SC. SC power flow. Using model predictive control to control the converter. [64] Optimal design of SMES system SMES— Grid Lack of ESS control Design micro grid system with SMES integrated system of capacity BESS connected 1.2 MW for a micro grid system [65] Reduce system cost SMES Grid Power quality is not Using an adaptive fractional-order sliding-mode control connected improved (AFOSMC)to improve the dynamic response of SMES against various operating conditions [66] Mitigate the fluctuations of PV output SMES Grid Cost and losses are not Using HESS composed of high temperature superconducting coils during a cloud passing. BESS connected considered based superconducting magnetic energy storage(HTS SMES)and battery for voltage control. [44] Voltage control of DC grids connected to SMES Grid Cost is not considered Design of SMES system.control system of SMES wind farms connected [67] Smoothing the output of the wind farms SMES Grid losses are not taken into Improving the wind farms transient stability using a control connected account. strategy of the SMES in parallel with voltage source inverter. [68] Improve the grid power quality SMES Grid High system cost Adding SMES in VSC based active filter for reducing THD. connected [69] Control the fluctuation of frequency due SMES Isolated Losses are not Design the fuzzy PI controller for SMES. to transient load changes. considered [70] Compensate voltage fluctuations for a SMES Grid Neglecting losses and Using battery and SMES based dynamic voltage resistor for grid connected hybrid renewable system BESS connected cost. compensating voltage fluctuations. [71] Smoothing output power for DFIG and SMES Grid Battery degradation is Usin transient voltage control(TVC)method to reduce the PCC'VD PMSG. connected not considered and enhances the overall system performance [72] Design a multistage SMES SMES Isolated Cost is not considered. Design a multistage SMES and study the system performance with the conventional SMES and multistage SMES. [73] Optimization the SMES coil dimensions SMES Isolated Power quality is not Using a multi-objective function GA to minimize the coil losses. improved [74] - Increasing system efficiency SC BESS Isolated Battery degradation is Design a bidirectional DC DC converter for HESS for EV and HEV. - Minimizing cost not considered [75] Control SOC of SC banks SC BESS Isolated Battery degradation is Design a new multi-source inverter MSI for integration SC and B not taken into account for EV. [76] -Control SOC of SC SC BESS Grid Power quality is not Dynamic wireless power transfer WPT system for charging EV. -Minimize the system cost connected improved [77] -Minimize system cost SC Li-ion Grid Optimal design of EV based HESS composed of Li-ion B and SC to -Control SOC of SC Battery connected minimize the system cost,improve power quality,and increase the overall efficiency. [78] Control current and voltage of the SC BESS Isolated Cost is not considered Control strategy for EV based on HESS composed of SC and B to system. control SOC of SC and prolong battery life. [79] Minimize battery current ripples and SC SC li-ion Isolated Cost is not considered Implementation fuzzy logic on EV based on HESS current fluctuation. Battery 2.3.1. Flywheel energy storage(FES) diagram of FES is presented in Fig. 22. The flywheel is kept on a low FES was first developed by John A.Howell in 1983 for military ap- pressure state to reduce the frictional losses [10]. FES can be used for plications[100].It is composed of a massive rotating cylinder which is load levelling and peak shaving and reducing the RES intermittencies by sustained over a stator and electric motor/generator is jointed with the supplying real power to the system when necessary[102,103].Because flywheel.In FES,kinetic energy or rotational energy is transformed to of FES fast response, it can be used for enhancing system stability for electrical energy by using electric generator on the discharging mode penetration RES in power systems[104].Relied on rotational speed,the and vice versa on the charging mode.Permanent magnet machines are FES can be classified into two categories:low-speed FES(less than 6000 commonly used for FESs because of their high efficiencies,high power rpm)and high-speed FES(about 104—105 rpm)[17,21].The low speed densities,and low rotor losses[101].The FES capacity is proportional to FES is suitable for power reliability applications, and it has low cost. its mass and the square of speed [9].Its efficiency relies on the energy High speed FES is good for traction and aerospace applications and its storage usage time.FES is not suitable for storing energy on long-term cost is five times larger than low speed FES [10].FES has many merits basis so, it is combined with other devices [14]. The schematic like high power and energy density, long lifetime and lower periodic 10 Page 448 of 489 D.A.Elegy et at Energy Strategy Reviews 54(2024)101482 Ir versa when the demand is high.The electricity is then generated from the stored water to supply power for momentary peaks or for unpre- 2v. : z,� +I N I I 1si dicted outages[12].To produce a variable output power,the inlet water +1 Di+:har ing 1 Charging flow is controlled using gates and variable-speed drives can be utilized a _ for regulation while charging [7]. PHES needs some conditions like, sx s0' location existence besides difference in height [7].PHES has many ad- PI, T1 ' ve vantages such as long life time(40-i0 years), fast response time,low Pticost,high efficiency,ability to store enormous amounts of energy,and f41*' 1 '� very low self-discharge rate [103,105]. In contrast, it has some disad- Pb' I I ♦ b- PIP--�+411. Pie 1 ' 76 I vantages such as it needs huge water source, massive environmental 1 I so.' I i 1 \ / affect,and not much possible sites [103]. PEP:rI,- t-- I Pls+,. — P1Kh I \\\\ I 'mot s. ndAO, -11 4 l`✓ 2.3.3. Compressed air energy storage(CAES) CAES uses compressed and pressured air to store energy [106]. Fig. 17. Schematic diagram for lead acid batteries during charging and dis- Compressor,underground storage unit,and turbine,are the main CAES charging[84]. components.The air is compressed and stored at a high pressure in an underground chamber and when needed, it expanded.The air is com- pressed while off peak and this stored energy is used during peak time. Cover i Positive terminal While peak time, the compressed air is fed to a combustion chamber ,,,,li which mixed with fuel to generate electricity [10]. The schematic of Insulating no rang '. A'"� F' (negatAivede plate) CAES plant is shown in Fig.24.CAES and PHES are the available largest Positive scale energy storage systems.Compared with PHES,CAES is smaller in tab • size,its construction sites are more prevalent.So,it offers a large-scale Case widespread storage network [107]. It is more convenient for fre- tt quency regulation,energy arbitrage,and load levelling[15].To enhance the CAES efficiency, the released heat from the compression stage, stored and used while expansion process and this improve the overall system efficiency by 10%-15% [12]. The CAES life cycle is approxi- I mately 40 years[103].CAES has many merits like,it can store massive I amount of energy, it has high efficiency 70%, fast response, and low cost. On the other hand, it has some demerits such as, the need for Cathode Negative tab (positive plate) enclosed storage cavern, economical for a storage period of up to one day only and not yet completely advanced[103].The researchers focus Fig..18. Li-Ion batteries cell structure [82]. on Liquid Air Energy Storage(LAES)as liquefied air is thick,so it is more convenient for long-term storage, Advanced Adiabatic CAES and Su- percritical Compressed Air Energy Storage [108].Some characteristics Nickel-cadmium of different types of mechanical energy storage systems including their v cell strength and weakness issues are tabulized in Table 8.Also,some papers cap ent ball°OVBf that concerns with several issues using MESS is tabulized in Table 9. seal ® Table 9 indicates the concerned challenges and limitations of MESS core "- positive tab (PHES,CAES and FES).All types can be utilized for both grid connected and isolated systems.It can be concluded that all mentioned types can can / separators ��� reduce cost and control system voltage. CAES can control both active pressed and reactive power and the SOC.Also,PHES has the abilityto smooth powdered negative fluctuations of Photovoltaic Power and improve system reliability. electrode Different optimization starategies have been applied to achieve these -jelly roll"/ t advantages. Insulating positive 2.4. Thermal energy storage systems(TESS) washer electrode Fig. 19. Nickel-Cadmium cell [82]. Heat or cold is stored in TESS for later use.These systems consist of a heat storage tank,an energy transfer media,and a control system.Heat is stored in an insulated tank using a specific technology[12].Utilizing maintenance,small recharge time,temperature insensitivity,85%-90% these systems reduces energy consumption and overcome the problem of efficiency, high charging and discharging rate, large energy storage intermittency in renewable energy systems [82]. TESS has some ad- capacity, and clean energy. On the other hand, it has some demerits, vantages like, clean energy source for generating electricity, reducing small discharge time,intricate structure,mechanical stress,protection heating or cooling energy demand for buildings, low initial cost, anxieties because of high rotor speed and breaking likelihood,and high reducing emissions, increasing continuity, and reducing maintenance cost[102]. cost[85,121].On the other hand,some concerns should be considered 2.3.2. Pump hydro energy storage(PHES) such as: increasing complexity, the overall efficiency for TESS is low PHES composed of two natural or manufacturing positioned/ (30-50%),thermal losses,and the possible prescribed space [121].A simplified TES diagram is presented in Fig. 25.TESS is mostly utilized designed at higher and lower heights[14].In Fig.23,the components of for industrial, residential buildings for generating electricity besides PHES is presented which involve: upper reservoir, lower reservoir, producing water,and is often used in PV systems which guarantee col- motor, generator and inlet valve.When the electricity demand is low, lecting much amount of energy from the sun [10,12].Thermal energy the water is lifted from the inferior reservoir to the higher one and vise can be stored in the form of latent heat, sensible heat, and reversible 11 Page 449 of 489 D.A.Elegy et al Energy Strategy Reviews 54(2024)101482 Electron • Sodium • Sodium ion Sulphur • Sodium pholysulphide •-- Discharge —• Charge ' • • -O cv 111111 II • • • Fig.20. Schematic diagram of NaS battery [82]. 0.... , Pipe Electrode Vlembcme r Table 6 r j ��i�� �� _ _ _ Strength and weakness for electrochemical energy storage systems ECESS. poi C'�� ..Zr _,E I I I II Storage type strength weakness Use in RE 11111111 [tI'IM,I'r'l l 0110 systems Lead-Acid -Fast reaction -Low energy density Wind parks, battery speed -Impact on the environment PV µgi Half-cells -Low self- discharge rate NMI WO -High cycle .1111111i II I i efficiency t -Low capital cost IMiNfl1r 7 �� I � Lt-Ion -High energy -Require working temperature Wind parks C Z.-M. NC battery density -Need overcharge protection -Fast reaction Four-cell stack Pump Pump speed -Low self- Fig.21. Schematic diagram of flow battery[10]. discharge rate -Long cycle life -High reliability NaS battery -High energy -High internal resistance Wind parks Table 5 density -Sodium corrosion Comparison between parameters for different battery technologies. -Low self- -Additional system for high Parameters Lead-Acid battery Li-Ion battery Flow battery discharge rate temperature heating -Fast reaction Efficiency 75%-80% 80%-86% 60%-70% speed Energy 50 Wh/kg to 100 Wh/ 200 Wh/kg to 350 20 Wh/kg to -Nontoxic density kg Wh/kg 70 Wh/kg materials Power density 10 W/kg to 500 W/kg 100 W/kg to 3500 W/ n.a NiCd battery -High energy -Environmental hazards Wind parks, kg density -Affected by memory effect PV Life cycle 500 to 2000 1000 to 5000 cycles >10000 -Long cycle life Calendar life 5 years-15 years 5 years-20 years 10 years-15 -High reliability (depending on (depending on years Flow battery -Fast reaction -Environmental issues Wind parks temperature and soc) temperature and soc speed -No large-scale application Depth of 70% Up to 100% 100 0/0 experience discharge Self-discharge 0.1%per day to 0.4% 5%per month 0.1-0.4% per day per day is the most material used because of its low cost,availability,and high Power 150 E/kW to 200 150€/kW to 200 1000€/kW specific heat capacity[121].Thermal oil and molten salt are utilized for installation €/kW €/kW to 1500 cost E/kW high-temperature applications.Solid materials like:rocks,sands,gravel, Energy 100€/kWh to 250 300€/kW to 800 300€/kw to wood,ceramics,and concrete[123]that are used for high-temperature installation €/kwh €/kW 500€/kW applications although they have higher cost and lower energy density cost than liquid materials [121]. SHSS storage efficiency is (50%-90 %) [121]. thermochemical reactions [122]. 2.4.2. Latent heat storage system(LHSS) 2.4.1. Sensible heat storage systems(SHSS) Thermal energy is stored in the form of latent heat when a substance In SHSS, the heat is stored by increasing the medium temperature undergoes a transitional phase and its state changes from one form to without transition its initial phase.The stored energy is proportional to another. The most famous transition state is the change of the state of material mass, the charging/discharging temperature change, and the matter from a solid form to a liquid form [121]. Moreover, it can be specific heat capacity [17]. SHSS is the cheapest and simplest TESS. changed from solid to liquid or liquid to gas and vice versa[4].The used Materials used for this system can be divided into liquid and solid.Water materials called phase change materials (PCM) [17]. Throughout the 12 Page 450 of 489 D.A.Elalfy et at Energy Strategy Reviews 54(2024)101482 Table 7 Table 7(continued) Challenges and limitations of batteries for different systems as ESS. REF Challenge ESS Isolated/ Limitation Contribution REF Challenge ESS Isolated/ Limitation Contribution Device Grid Device Grid connected connected networks [91i -Minimize Battery Grid Power quality Optimal using ES cost connected issue is allocating of devices. unsatisfactory the batteries [97] -Minimizing Battery Grid Lack of Preventing in the total cost connected battery over and distribution control under voltage system with algorithm in radial LV PV distribution generation. network. [92] -Minimize Lead Grid Power quality Minimizing [98] -Maximize PV Battery Grid Complex Using a cost acid connected is not the total cost utilization connected computations combination battery improved of the grid -Minimize of Model connected battery Predictive system. degradation Control(MPC) Optimal size, strategy and location of Benders de- lead acid composition battery and technique. optimal Longer for operation are planning studied. distributed [28] -Minimize Battery Grid Optimal Optimal sizing battery battery connected charge/ a daily charge storage maintenance discharge of /discharge of [99] -Minimize Battery Isolated Slow Using Cuckoo cost BESS is BESS in LV system cost convergence Search -Minimize complicated distribution algorithm for losses network with optimal sizing high PV of a remote penetration is hybrid studied. renewable [93] -Minimize Li-io Isolated Trapping Using a energy operational battery solver in local combination System. and optima of self- Comparing investment adapted the results cost evolutionary with GA and strategy with PSO. Fischer— Burmeister algorithm to material's phase change, the heat is stored or emanated, and the me- minimize the dium's temperature is constant.The material,during charging,absorbs investment heat and its temperature rises until its melting point[124].At this point, and operational the material absorbs heat to change its phase while its temperature stops cost for hybrid rising. LHSS charging and discharging relies upon the utilized PCM RE system. melting and solidification [125]. PCM can be categorizes into organic [941 -Minimize Na-S Isolated Power quality Using grey and inorganic.Paraffin,fatty acid,esters,alcohols,glycols,and eutectics investment battery is not wolf are deemed as organic PCM.Whilst salt hydrates,nitrate salts,carbonate cost Minimize improved optimization Energy error method for salts, chlorine salts, sulfate salts, fluorine salts, hydroxides, metal, al- sizing loys,and salt eutectics are deemed as inorganic PCM[126].LHSS has a electrical storage efficiency of(75%-90%)and its capacity if 4 times larger than energy storage of a SHSS [127].LHSS is more thermal behavior stable whilst charging system in and discharging processes than SHSS [128].Nowadays,bio-based PCM microgrids g g [95] -Minimize Battery Grid Battery Optimization is taking more interest as they are relied on renewable raw materials and investment connected degradation is of BESS for they have lower flammability compared to paraffin [107]. LHSS cost not different research is mainly focused on the presenting new storage media and considered ownership enhancing thermodynamic properties of the existing ones[129].A new structures in a peer-to-peer PCM is examined that it is fatty acid derivative of vegetable and animal energy oils [130]. sharing community 2.4.3. Thermo chemical energy storage systems(TCESS) [96] -Sizing and Battery Grid Power quality Using the allocation of connected is not Non- In this type, the heat is not stored directly but utilizes a physico- battery banks improved. Dominated chemical process [14]. The heat is consumed during charging process -Optimal Sorting and released during discharging [12]. Absorption and adsorption of number and Genetic energy is an example of physicochemical process [126]. Fig. 26 repre- location of Algorithm II sents the working principles of a TCESS. During charging, a thermo switching (NSGA-II)for devices optimal chemical material C absorbs energy and gets separated to 2 materials A -Equipment design for and B.This reaction is called endothermic.While discharging,the stored cost distributed heat is released as the materials A and B pose initial material C and this is called exothermic [6]. The materials A and B are stored in separated 13 Page 451 of 489 D.A.Elalfy et al. Energy Strategy Reviews 54(2024)101482 Transmission lines Magneticfar bearing • _ Transformer Motor/Genera lot 1—,I unit - H ~ Conditioning 4 � System Shaft • Composite flywheel - Vacuum chamber ~"" Vacuum pump Fig.22. Schematic diagram of flywheel energy storage system source[102]. emission.LHSS can reduce energy loss. Transmission lines Dam 2.5. Chemical energy storage systems(CESSs) v 7ft \ Motor/Generator unit / '. tipper / Transformer Chemical energy is put in storage in the chemical connections be- reservoir r Pump/Turbineunit tween atoms and molecules. This energy is released during chemical R LiiJi reactions and the old chemical bonds break and new ones are developed. And therefore the material's composition is changed [9]. Some CESS Itypes are discussed below. 1y ~ IlAlllll! Control valve Table 8 Strength and weakness for mechanical energy storage systems. Water-flow direction during charging Water-tow direction during discharging Strength Weakness Use in RE Rotation direction during charging Lower systems Rotation direction during discharging reservoir Flywheel Energy -High energy -Low power density Wind parks Storage density -High self-discharge -Fast charging -High cost speed -Heavy maintenance Fig.23. Pumped hydro storage systems[12]. -Long lifetime workload -High cycle rooms, so,there is no self-discharging [9]. TCESS storage efficiency is efficiency (75%-99%).TCESS has higher energy capacity than SHSS and LHSS and Pumped hydro -High capacity -Large unit size Wind parks, storage -Long lifetime -High capital cost hydro they are able to store energy for long periods with very low energy losses systems -Low maintenance -Terrain constrains electrics [126].The strength and weakness of TESS and their use in RES systems cost -Centralized are presented in Table 10.Also,some papers that concerns with several compressed air -Long lifetime -High requirements for Wind parks, issues using TESS are tabulized in Table 11. energy storage -Fast reaction speed geographical hydro Table 11 presents challenges and limitations of TESS.All TESS can be -Environmentally environment electrics friendused in different systems(grid connected or isolated systems)and it cab y -Low round trip -High capacity Y -High capacity efficiency be integrated with other storage devices such as BESS. All types can -Low cost -Need underground improving the battery life cycle and reduce total system cost and CO2 cavities Exhaust Power from I Recuperator Power to the grid I -• the grid Air 111 High-pressure :„ Compressor turbine Motor —� I IIIIIII' 46011. — Generator l ow-pressure turbine Compressed Rla 1{ {7 \Cavern Fig..24. Schematic diagram of(CAES)Plant[10]. 14 Page 452 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 Table 9 Challenges and limitations of MESS for different systems. Ref Challenge ESS Isolated/Grid Limitation Contribution Device connected [109] -Minimize cost FES Isolated Power quality is not Planning ESS with studying the effects of transmission losses and increased Minimize losses improved penetration of RE. [110] -Control DC link voltage FES Grid connected PQ is unsatisfactory Control of FES in case of Uncertainties using tube based MPC. Control FES speed [111] -Minimize cost PHES Grid connected PQ is not improved Using Multi-Objective Particle Swarm Optimization(MOPSO)to get the Minimize losses optimal size of standalone system and comparing the results of this method with GA,Simulated Annealing method(SA)and weighted sum approach (WSA). [112] Minimize cost CAES Isolated Computational Using modified bacteria foraging algorithm to get the optimal configuration complexity of HES based CAES and comparing the results with differential evolution. [113] Minimize the overall cost CAES Grid connected Power quality is not Using The Monte—Carlo simulation method to estimate the(electrical, improved thermal,gas load,wind turbine and electricity price)uncertainties. Considering P2G technology,along with the CAES system,reduce gas costs and the total operating cost of EHS and reduce the amount of electricity sold from the upstream network. [114] Control active power,reactive CAES Grid connected Cost is not considered Implement a transient stability model of a system composed of two CAES. power,and SOC. Studying the effects of cavern sizes on the system frequency [115] Minimize system cost CAES Isolated Computational Using Monte Carlo simulation(MCS)to study the benefits of utilizing CAES complexity for RES. [116] Control system voltage PHES Isolated Cost is not considered Generating a continuous power from PHES for a hybrid system consists of [117] Minimize cost PHES Isolated Computational mixed-integer linear programming(MILP)for short term scheduling for complexity WTHS [118] Smoothing Fluctuations of PHES Grid connected Cost is not considered Using fuzzy CEEMDAN algorithm to calculate the target power combined Photovoltaic Power system composed of cascade hydro stations,PV,and PHES. [119] -Minimize the integral of time PHES Isolated Degradation of BESS is Using coyote-optimization algorithm(COA)to control MG system multiplied absolute error BESS not considered. containing of wind,solar,biodiesel and a storage system composed of(mini- (ITAE). Cost is not considered. PHES and BESS)for getting a reliable system performance. [120] Cost reduction PHES Isolated Battery degradation is Using HOMER to perform comparative analysis for nine HRES. BESS not considered Table 10 ,` Strength-weakness of TESS and their use in RES systems[9]. TESS strength Weakness Use in RES system ' � Thermal SHSS -No toxic or expensive -Small energy density Solar panels, i—`✓M Storage J i materials used -High cycle efficiency geothermal -Many available -Energy density affected GEED materialsby the materials II i r� -Low price Steam I 1) LHSS -High energy density -Differentiation of PCM Solar panels, Turbine 1 j -Small range of volume per cycle geothermal and PV temperature change -High demand for PCMs TCESS -High efficiency -High manufacturing No use Fig.25. TES simplified diagram [ ]. -High energy density cost -Long term stable -Low efficiency storage period -Poor heat transfer Charging(Endothermic) -Low energy loss performance 11. —OP- C + 410 Heat 2.5.1. Fuel cells FC Fuel cells receive an inflow of fuel from an external source and C A B convert it into electrical output.This fuel can be(hydrogen,methanol, or hydrazine)or it can be obtained indirectly from converting(natural Scoring gas, ammonia, ethanol, or hydrocarbon gases) into a hydrogen. The C C . anode is a hollow vessel lined with a layer of porous carbon on which hydrogen is pushed, and the cathode has the same composition as the anode and oxygen is pushed on it,where the porous carbon allows the contact of the anode and cathode with the electrolyte solution [68]. Hydrogen gas enters from the inlet in a very large amount and oxidation occurs at the barrier each atom loses an electron and turns into a positive Discharging(Exothermic) ion. The electrolyte membrane allows the H+ to flow from anode to C 4- 40 .... 11110 -O. cathode but does not permit the electrons flow electrons are released to Herat the cathode using an external circuit where oxygen from air is supplied and reduction occurs. The unreacted oxygen is exited from the other side.The resulting water vapor is collected and condensed and used as Fig.26. Working principles of a TCESS [10]. drinking water in spacecraft [34]. The cell reactions are represented below in Fig.27 [10]. Anode:H2=211++2e 15 Page 453 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 Table 11 Electric current Challenges and limitations of TESS for different systems. iiii REF Challenge ESS Isolated/ Limitation contribution e- e- Device Grid Fuel in 4 Sloe Air in connected [131] Minimize LHSS Isolated Power Utilizing a 4 4 energy loss. quality is cascaded 0, not latent thermal Hz considered. energy storage Ht0 (CLTES)based Excess Unused air,water, on a control and heat charging fuel out method to improve the Anode Cathode charging and Fig.27. The schematic diagram of the fuel cell [ ]. discharging thermal energy. alkaline FC has an efficiency of 60%whereas the PEMFC delivers 58% [132] Improve the TESS Isolated Cost is not Introduced a and molten carbonate gives 47%. PEMFC is ideal for transport appli- battery life with considered. HESS cycle. Li-ion composed of cations owing to its low operating temperature,quick start-up,and rapid battery TEES with Li- load with low voltage and high current [137]. Most of the fuel cells ion battery to currently in existence are in their early stages and are used in some solve the limited applications such as aerospace and as a generation back-up in overheating large scale grid [105]. problem and improve the battery life 2.5.2. Hydrogen storage cycle. This technology is composed of an electrolyser to transform the [133] Thermal LHSS Isolated Power Using electrical energy into hydrogen, a reservoir to store the produced management Li-ion quality is Graphene of li-ion battery not enhanced hydrogen,and a conversion system like FC to convert the chemical en- bettery using considered hybrid PCM ergy to an electrical form.The produced hydrogen is stored,liquified or Graphene for solving the compressed.The chemical process of hydrogen production is shown in -enhanced overheating Fig. 28. The major merit of hydrogen is that there is no emission of hybrid PCM problem for li- harmful gases[1].For renewable energy sources,the excess electricity is ion battery [134] Minimize total TESS Isolated Power Comparing used for water electrolysis to split the water into its basic components system cost quality is operation (hydrogen and oxygen)then they are stored in tanks where hydrogen not strategies of may be consumed in one of three ways [103]. Directly as a fuel: considered. two HTESS. hydrogen can be transformed to electricity through a FC or combustion The first one is engine.As a feedstock:bychemical combination of hydrogen and car- composed of g two tank TES bon dioxide to produce synthetic natural gas(2H2+CO2 CH4 +02) and the other which can then be injected into natural gas pipelines. Blended with consists of natural gas: hydrogen may be injected into some natural gas pipeline packed bed systems to supply infrastructures or end-use devices. Compared to the TES [135] -Minimize TESS Isolated Overall Using TES for other energy storage technology,hydrogen technology cost is very low CO2 emission power increasing however,its efficiency is not very high So,it is suitable when the total Minimize quality is primary amount of energy stored is more valuable than efficiency [139]. The system cost not energy different hydrogen storage mechanisms are as follows:liquid hydrogen improved efficiency in storage,compressed and stored in a pressure tank,physical adsorption industrial aspects and as in carbon, complex compounds, and metal hydrides.A comparison of a result minimizing the total cost. [136] -Finding TESS Isolated Power Using GA-PSO Solid Electrolyte optimal sizing BESS quality is for finding the Proton Exchange Membrane Hydrogen Oxygen .�e:.:, Minimize not optimal sizing hka„ levelized cost improved of a system of energy. composed of I I I I I I I 1 I I concentrated A 11 I I I I I I I- I solar power, `b 0, „ 'I I A TES and 0 0 i I I 1� battery. 00 n © 0 n 0 , 00 t N.. Cathode:202+2H++2e H2O 4 I.. I I ,` —r—� III , Overall:H2+202 H2O Water 1 0 / / Water En rolysis 0 Protons exchange ©Electrons now through O Electrons recombine with FCs are categorized based on the used electrolyte.These are:alkalineReaction: throughthemembnne meext,nt,larruit protonrr,d H2isproduced at tM cethodr FC, phosphoric acid FC, solid oxide FC, molten carbonate FC, proton 2H2o->9H,+,e-+o2 P P tkcros,t the H+4e.o 4h'•4—'2H2 exchange membrane FC(PEMFC),and direct methanol FC.Among all, Fig.28. Scheme of chemical process of hydrogen production [103]. 16 Page 454 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 hydrogen storage capacity is presented in Fig.29 [1]. 3. Hybrid energy storage system(HESS) 2.5.3. Ammonia storage HESS is made by integrating more than one type of energy storage Ammonia can be easily stored in large quantities in liquid form, systems. It has a great importance, as renewable energy sources have making it an ideal chemical store for renewable energy.The idea stems intermittent characteristics in energy production and it is difficult for a from the fact that there is excess energy during the night and can be used single energy storage system to meet the energy requirements of a in the production of ammonia and then stored for use when needed. particular consumer [7]. ESSs can work in either of two modes: Storing hydrogen in large quantities is difficult and expensive, while high-power mode and high-energy mode. High-power ESSs like ammonia is easier and cheaper to store and transport,and it can easily (flywheel ES,SMES,SCES,BESS,etc.),respond fast(few seconds to a few be cracked to provide hydrogen gas when needed and used in fuel cells minutes)and has high power density.They can used for voltage stabi- [140]. lization and improve the power system dynamic response.On the other hand,they have high self-discharge rate and high cost per unit capacity 2.5.4. Biofuels so, they are not appropriate for large capacity and long-term storage Biofuels, are a eco-friendly, locally available, sustainable, and reli- [150].While high-energy ESSs such as(PHS,CAES,fuel cells,BESS,etc.) able fuel obtained from renewable sources[141].Plants are a source of respond slowly,and they have high energy density so,they can used for biofuels, as they work to trap sunlight in the form of chemical energy long-term energy systems. Their demerits are that they have a short inside them through the process of photosynthesis,and this energy can cycle life,cannot be charged and discharged rapidly,and are not suitable be used to suitable forms and used for energy needs.Biofuels provide 3 for real-time scenarios requiring dynamic compensation [151]. Both of the world's transportation fuel.Biofuels are in the form of liquid or modes are used for a single HESS application. HESS may improved gaseous fuels that are produced from biomass by chemical,thermal,or performances,enhanced efficiency,increased life expectancy,and less- biological processes.Liquid fuels,like,ethanol,methanol,biodiesel,and ened costs [152].HESSs can be used in several applications,such as in gaseous fuels,like hydrogen and methane[141].Liquid biofuels can be hybrid electric vehicles,fuel-cell-powered electric vehicles, renewable utilized in transportation, engines, or fuel cells to generate electricity. energy supply systems utilizing battery/hydrogen combination, The USA,Brazil,Germany,Argentina,and China are the leading coun- grid-tied HESS in local or provincial use,and large-scale wind and solar tries in the production of biofuels in the world,where they produced farms[151].At present,HESS has come to be one of the hot investigated together 80.2%of the world biofuel production in 2018 [96]. fields all over the world.Here are several typical HESS combinations. 2.5.5. Aluminum energy storage Aluminum is inexpensive and abundant, as it is the third most 3.1. Super capacitors and batteries abundant element on earth. Excess electricity from renewable energy sources is used to produce the first aluminum using corundum. Solid So many papers have been published for introducing using the aluminum can be stored and transported easily and used when needed combination of super capacitors and batteries for optimizing the per- without safety concerns. Upon discharge, the aluminum first oxidizes, formance of Electric Vehicle(EV).In Ref. [75] authors proposed a Muti producing hydrogen,heat,and aluminum oxide.These by-products can Source Inverter for active control of energy storage systems in EV ap be used as sources of energy [142]. Several papers that concern with plications and a Space Vector Modulation technique and a deterministic several issues using chemical energy storage systems are tabulized in State of Charge(SOC)controller are also introduced for control of the Table 12. switching actions and the operation of the SC bank.The convenience of Table 12 indicates It has been noticed challenges and limitations of this configuration has checked out by MATLAB.The adaptation of the CESS. It can be used in different systems (grid connected or isolated HESS containing SC and battery in the DC distribution network that can systems)and cab be integrated with other storage devices such as BESS. restrain DC voltage flicker and enhance the system stability,is presented All types have the potential in minimizing cost,reducing CO2 emission, in Ref. [153]. In Ref. [154], authors studied the use of bidirectional increasing the battery life time, minimizing losses, improving system two-quadrant frontend dc—dc converter to control the energy flow be- reliability. tween the Lithium-Ion battery bank and super capacitor(SC)bank.This model offers good dynamic performance and well-organized output voltage. Implementation of Fuzzy Logic control for EV using SC and Li-ion battery is presented in Ref. [79]. 50 3.2. SMES and batteries 40 A study in Ref.[155]proposed the using of SMES and battery storage system to stabilize a photovoltaic based microgrid.A comparison,using MATLAB, between the system containing the SMES-battery and the 30 system of battery only is carried out. The study proved that the SMES-battery is better in dealing with the microgrid transient faults and 20 the it can reduce the fault current to avoid an unnecessary off-grid. In Ref. [66], the design of high temperature superconducting with the battery to form HESS is proposed.The paper showed that;this config- 10 I uration can reduce the voltage fluctuation due to cloudy events and by using low resistance of high temperature superconducting cables, the 0 voltage profile can be improved.Authors in Ref. [156] introduced the o design and implementation of SMES-battery hybrid energy storage sys- aa tem in electric vehicle (EV). It used a novel nonlinear robust so 6 a o c oo a oo 8 fractional-order control of SMES-battery to optimize the power demand. o v o " o " o °O ¢ A case study is carried out to verify the effectiveness of this control U U U strategy in improving the battery life cycle and compared with other Fig.29. Comparison of hydrogen storage capacity W. control methods. 17 Page 455 of 489 D.A.Elalfy et at Energy Strategy Reviews 54(2024)101482 Table 12 Challenges and limitations of CESS for different systems. REF Challenge ESS Isolated/Grid Limitation contribution Device connected [143] -Minimize total life cycle cost Hydrogen Isolated Power quality is not Optimal sizing of stand-alone system consists of PV,wind,and Improve system reliability. improved. hydrogen storage. [144] Minimize life cycle cost Hydrogen Isolated Battery degradation is Modelling and optimal design of HRES.The optimization results BESS not considered. demonstrate that HRES with BESS offers more cost effective and reliable energy than HRES with hydrogen storage. [145] -Minimize total net present cost TNPC FC Isolated Multi-objective design of HESS composed of PV,FC and diesel -Minimize loss of power supply probability generator to supply power for an off-grid community. (LPSP) [146] Improve system reliability FC Isolated Computational Using multi objective PSO algorithm for optimal design of HRES. -Minimize Loss of Power Supply Probability BESS complexity (LPSP),levelized Cost of Energy(LCOE) and Net Present Value(NPV). Minimize CO2 emissions [147] Minimize Loss of Power Supply Probability FC Isolated Battery degradation is new real-time optimization algorithm based on Lyapunov (LPSP) BESS not considered optimization framework and novel queueing theory is proposed to optimal design the SMG with BSS. [148] Cost reduction Increase lifetime FC Isolated Power quality is not experimental plat-form designed and constructed to test BESS improved operation modes for hydrogen renewable power plants integrating HESS [149] Minimize net present value of the operation Hydrogen Isolated Power quality is not Techno-economic optimization for HRES for off grid applications cost.Increase lifetime BESS improved using Linear Programming. 3.3. Flywheel and batteries 4.1. Battery degradation In [157],authors provided a study of using a hybrid energy storage One of the main problems associated with batteries,is degradation system combined of battery and flywheel to mitigate load fluctuations in problem. Owing to, rising in battery temperature because of the electric ships. A typical prediction algorithm was developed for charging and discharging cycling and aging problem that affects the demonstrate the validation of this strategy.Authors in Ref. [158] pro- battery performance over the time. In Ref. [163], it is represented a posed the installation of flywheel/battery HESS in a house on the island control strategy to manage a BESS in a microgrid for enhancing the ESS in Greece for supplying the house with loads and a financial accounts are life time based on battery SOC and maximum capacity.The overall BESS made for analysis its economic feasibility. In Ref. [159], authors rep- life span enhanced by 57%. resented a residential Micro-Grid,consists of a photovoltaic plant inte- grated with a flywheel/battery HESS.A Matlab Simulink model(for AC 4.2. Battery SOC effects on ESS and DC bus configurations)is developed.From the results,it is showed that the AC bus MG is the better in interfacing with the grid than the DC Energy storage systems' stability and performance are highly bus MG(peak current value is reduced by 58%and transient time is 30 affected by the SOC.Some works have been studied these goals.A piece- %shorter). wise linear SOC controller has been created to stop BESS depletion before it reaches minimum levels for integrating SOC into low-inertia 3.4. Compressed air and supercapacitor power systems' primary frequency control [164]. Furthermore, In [160],aurhors introduced a HESS composed of CAES system and another research has looked into SOC balancing control in distributed battery systems. Researchers have used multi-agent consensus theory super capacitors SCs to improve the power quality of the power grid.A and dynamic event triggering coordination algorithms to efficiently control strategy is developed for the system to track the 24 h power accomplish SOC balance while consuming less communication [165]. demand curve effectively.Authors in Ref. [161]proposed a CAES SCs Also,fractional-order modeling and Kalman filters improve estimation HESS to improve the voltage stability.Also,SCs can be used as a filter to accuracy and dependability,demonstrating decreased errors compared smooth the power outputs. to standard approaches under diverse working situations [166].Accu- rate SOC estimation is also essential for supercapacitor functioning.All 3.5. Thermal energy storage and batteries of these investigations indicate how SOC has a major impact on energy Authors in Ref. [132] introduced a HESS composed of thermal en- storage systems. ergy storage system TES with Li-ion battery to solve the overheating problem while using Li-ion battery only and improve the battery life 4.3. ESS sizing and allocation cycle.In Ref. [133],authors examine HESS consists of TESS and batte- ries for heat handling battery management problem and reliability The sizing and placement of energy storage systems(ESS)are critical improvement the battery. factors in improving grid stability and power system performance. Numerous scholarly articles highlight the importance of the ideal ESS 4. Challenges for integrating energy storage systems placement and sizing for various power grid applications, such as microgrids, distribution networks, generating, and transmission [167, Reliability and sustainability are the main aspects related to inte- 168].Numerous crucial factors must be taken into account for Energy grating ESSS to the modern power networks. However, this can be Storage System(ESS)sizing that is optimal.Market pricing,renewable challenged.Hence,the next challenges should be considered for success imbalances, regulatory requirements, wind speed distribution, aggre- integration of ESS [162]. gate load,energy balance assessment,and the internal power production model are some of these factors[169].An ideal ESS size that guarantees a steady supply of energy can be achieved by carefully taking into ac- count all of these factors [170].An ESS that is appropriately sized and 18 Page 456 of 489 D.A.Elalfy et aL Energy Strategy Reviews 54(2024)101482 distributed can save costs, improve the use of renewable energy, and 5. Choosing principles for energy storage systems help with frequency management, all of which improve grid depend- ability and lower operating costs[171].To address the difficulties in ESS There are many factors for selecting the suitable energy storage de- planning,design,and implementation,sophisticated approaches,algo- vices such as [34,182]: rithms,and optimization techniques are being created,opening the door for more research and innovation in this area[172,173].In distribution - Capacity: The system energy stored is determined based on the networks with high Distributed Generation (DG) penetration, the capacity placement of energy storage systems (ESSs) is critical to addressing - Power: How quickly the stored energy discharged and charged is controlling voltage and system losses.Numerous approaches have been determined based on the power. put out to optimize the placement and sizing of energy storage systems - Efficiency:It expresses the amount of energy lost during the storage (ESSs)[174].In order to identify the most efficient ESS size and location, period and during the charging/discharging cycle,as it is the ratio these optimization procedures frequently use multi-objective functions between the energy provided to the consumer to the energy required that take into consideration PV panel power,self-consumption schemes, for charging. and the direction of demand growth.Distribution networks may expe- - Storage period:Denotes how long the energy is stored. rience better overall system efficiency,decreased losses,and improved - Charge and discharge time: Expresses the time for charging and voltage management by carefully choosing where to install discharging. energy-storage sensors using multi-objective optimization models and - Lifetime:Denotes the time to use energy storage equipment. thorough sensitivity indices[175].In order to facilitate power allocation - Cost:Depends on the storage equipment capital and operating costs to various storage technologies inside the hybrid energy storage system and its life span. HESS, a basic optimization approach for choosing a low-pass filter's cut-off frequency has been proposed in Ref. [168]. The features of Selection the superlative ESS for different applications is essential.In storage technologies are greatly impacted by the optimal cut-off fre- applications that require fast response such as frequency modulation, quencies that are determined by the optimization framework. This reactive power support, smooth transmission, and power quality highlights the significance of precise power allocation for efficient grid improvement where millisecond response time is vital.FES,SMES,SC, support functions. and some batteries are highly recommended. Besides they have high efficiency and long lifetime.However,they have small energy ratio.ESS 4.4. ESS financial feasibility based on energy storage with hourly level response time is needed for energy time shift and capacity unit applications.PHES and CAES can be Understanding the technical sides of ESS technology and its appli- used for these applications [183].Lead-acid batteries are used in many cation's economic viability is essential to assure the technology practi- applications such as UPS,power quality and frequency regulation due to cality. However, ESS's economic studies were quite restricted, where their cost, reliability, and ripening of technology. In fact, the Li-ion most of them,only the system capital cost was covered.For a compre- battery has high efficiency and a large energy ratio, but its cost is hensive technoeconomic analysis, should include system capital in- high,therefore its use in power applications is limited[184].The CESS vestment, operational cost, maintenance cost, and degradation loss. and ECESS typically have greater efficiency but shorter response time. Table 13 presents some of the research papers accomplished to over- Moreover, MESS and TESS have longer discharge time and response come challenges for integrating energy storage systems. speed. On the other hand,for the lifetime specification,the longer life It can be conclded from Table 13 that there are various solutions to span time, the lower replacement costs [1]. Table 14 represents the overcome challenges facing integrating energy storage devices in iso- general characteristics for some of the above discussed ESS to help the lated or grid connected systems. Utilization of HESS (SC + fuel cell, reader for choosing the appropriate ESS for its application [185]. pre- SMES+battery,battery+SC,etc)and applying optimization technique sented some indicators to facilitate decision-making/design of various for optimal allcation or sizing of each device will lead to reducing cost, storage technologies include storage capacity, maximum charge/di- expanding ESS life time, improving efficiency and minimizing battery scharge power, depth of charge, durability, cost, maximum degradation. self-discharge rate and storage weight. From Tables 14 and it is apparent that the SC and SMES are conve- nient for small scale energy storage application. Besides, CAES is appropriate for larger scale of energy storage applications than FES.The Table 13 Solutions for energy storage systems challenges. Ref Challenge ESS Device Isolated/Grid Limitation Contribution connected [176] Minimize energy cost Battery—SC Grid connected Design of the battery degradation process based on the characterization of semi- empirical aging modelling and performance. Modelling of the dynamic behavior of SCs. [177] Minimize system cost Battery Isolated Battery degradation is Four different practical case studies,i.e.,an off-grid rural village,telecom Hydrogen not included. tower,stand-alone welding shop,and a backup for lift load system are selected storage to demonstrate the proposed sizing methodology. [178] High cost Battery Isolated Allocation is not Using evolutionary algorithms and mixed integer linear programming for sizing Battery degradation Hydrogen concerned a MG containing PV panels,a BSS and HSS. storage [179] -Reduce system cost, SMES-lead- Grid connected Battery aging is not The performance of the proposed system is applied on a residential PV system in improve efficiency acidbattery considered case of load leveling and system efficiency. [180] Minimize energy cost Hydrogen fuel Isolated Battery aging is not The allocation of supercapacitor enables to mitigate the draw of high power cell taken into account consumption,to avoid all fast charge/discharge cycles and consequently to -SC minimize the number of used batteries. [181] -Expand ESS lifetime Li-ion Battery— Isolated The study considers the SOC of both battery and SC to ensure long lifetime. Minimize energy cost SC 19 Page 457 of 489 D.A.Elalfy et al. Energy Strategy Reviews 54(2024)101482 Table 14 General technical specifications of energy storage techniques[1,10,186,187]. Energy storage system Power Rating Discharge Energy density Wh/kg Energy cost Lifetime €/KWh Efficiency PHSS 100-4000 MW 1 hr-24 h 0.5-1.5 50-150 70-85% FES 0.002-20 MW msec to 40 Min 5-130 1000-3500 90-95% CAES 50-300 MW lhe-24 h 30-60 10-120 70-80% Ni-CD 0.001-0.1 MW 0.0003-1 h 40-60 200-1000 60-91% Li-ion 0.001-0.1 MW 0.0167-1 h 75-250 200-1800 85-100% Nas 0.5-50 MW 0.0003-2 h 150-240 200-900 85-90% Hydrogen 0.001-50 MW 14 hr-24 h 800-10000 1-15 20-50% Supercapacitor 0.01-1 MW msec to minute 0.1-15 300-4000 90-95" SMES 10 kW-10MW msec to seconds 0.5-5 700-7000 80-90% CAES and PHES are suitable for centered energy storage due to their electric power systems, i.e., generation, transmission, substations, dis- high energy storage capacity.The battery and hydrogen energy storage tribution,and final consumers.Some of the applications of ESS include systems are perfect for distributed energy storage.Presently batteries are transmission system congestion decreasing, storing energy during off the commonly used due to their scalability, versatility, cost- peaks for using during on peaks,voltage and frequency control, repa- effectiveness,and their main role in EVs. But several research projects ration for unpredictable emergencies like generation unit failure, and are under process for increasing the efficiency of hydrogen energy providing a real-time balance between generation and load[139].Using storage system for making hydrogen a dated future ESS. ESSs in public utilities is a significant way to control the intermittent nature of RE sources like wind and solar power [191]. By reducing 6. Applications of energy storage systems variations in the production of electricity, energy storage devices like batteries and SCs can offer a reliable and high-quality power source Energy storage is utilized for several applications like power peak [192].By facilitating improved demand management and adjusting for shaving, renewable energy, improved building energy systems, and fluctuations in frequency and voltage on the grid,they also contribute to enhanced transportation.ESS can be classified based on its application lower energy costs. Authors in Ref. [193] represented some of these [188]. applications such as increasing RE penetration,load leveling,frequency regulation, and offering operating reserve. In Ref. [194], authors dis- cussed some of energy storage technologies used in grids and the re- 6.1. General applications quirements to decrease costs and enhance performance for these technologies to expand their market penetration.Some applications of There are many general applications for ESS such as solar water ESS application are summerized in Table 15. heating, solar air heating, solar cooking, solar greenhouses, space heating and cooling in buildings,off-peak electricity storage,and waste heat recovery [189]. Also, applications of FES are presented in 6.3. Renewable energy utilization Ref. [190], involve uses in a variety of industries and frequency regu- lation due to its advantages,including its high energy storage density, The greater the use of renewable energy sources,the greater the need quick charging and discharging times,and extended service life. of energy storage sources to store energy in off-peak times and use it at on-peak ones,in addition to the continuous intermittent in the renew- 6.2. Energy utilities able energy sources [7].Authors in Ref. [197],recommended that ESS that are scalable,resilient,and minimal maintenance,such as,FES,SC, Energy storage posted at any of the five main subsystems in the SMES and most batteries,may be appropriate for distributed renewable Table 15 ESS applications[195,196]. ESS Application requirements PHS CAES BESS FES SC SMES Application Power rating Discharge durations Response (MW) (Hits) time Electric supply Supply system capacity 1-1000 4-6 Mins ✓ / Load leveling 10-1000 2-10 Mins ✓ ✓ ✓ Peak shaving Additional survices Load following 10-1000 2-4 Mins ✓ ✓ ✓ Spin and non spin reserves Fast response spinning reserve 10-1000 1-2 <30 Sec ✓ ✓ ✓ Voltage and frequency 1-1000 15-30 Min Immediate ✓ ✓ ✓ regulation Black start 100-1000 1-6 Secs ✓ ✓ ✓ Renewables integration Renewable back up 0.0001-400 2-4 Mins * * RE grid integration(brief 0.2-400 10-15 Sec Secs-Mins * * duration) Fluctuation decreasing Grid Transimission Transimission congestion 0.25-400 2-6 Mins * * * system reassurance Distribution Reduce outage frequency 0.002-10 4-10 Secs-Mins - .. UPS Voltage support 10-100 >15 Min <1/4 cycle * Customers End user Enhance power reliability 0.002-10 2-5 Min <1/4 cycle .. Enhance power quality 0.002-10 10-15 Sec <1/4 cycle - * 20 Page 458 of 489 D.A.Elegy et al. Energy Strategy Reviews 54(2024)101482 energy. Technologies that combine a solar energy source with ES are Table 16 reviewed in many papers[198,199]. [101,200]recommended that FES New trends in energy storage systems. are favorable devices for combination with wind and PV systems unlike Topic Research directions Some published to BESS as they are fast response. papers Electric Vehicles Charging stations [208,209] 6.4. Buildings and communities vehicle to grid [210,211] Vehicle routing [212,213] Energy storage is used to facilitate the integration of renewable en- Location problem [214,215] ergy in buildings and to provide a variable load for the consumer.TESS Wireless hybrid [216,z17] Plug-in vehicles [218] is a reasonably commonly used for buildings and communities to when Thermal energy Heat transfer enhancement [219,220] connected with the heating and cooling systems.Wide research is rep- storage Low-temperature thermal energy storage [221-223] resented on storage materials, latest developments, conditions and Phase Change Materials [224,225] performance,and restrictions for buildings uses [201,202],and [203]. Melting process [226,226,227] Latent Heat(horizontal LH,cascaded LH, [228-230] In Ref. [204], authors indicated that the use of FES in buildings with and reverse LH) installed solar PV panels greatly lowers system costs. Zero Energy Lithium Sulfur High-performancelithium—sulfur [231-233] Buildings(ZEBs)has gained a lot of attention over the past decade.TESS Batteries batteries [234] is a appealing option for the ZEBs improvement by decreasing the en- Accelerating electrochemical reactions [235] ergy utilization of the buildings, enhancing system efficiency, and Alleviating the self-dischargebat [236,237] Solid-state lithium-sulfur batteries lowering the peak load[123]. Methane C 02 methanation [238,239] Production Low-Temperature Methanation [240,241] 6.5. Transportation Hydrogen Storage Solid state hydrogen [238,242,243] Liquid organic hydrogen [244,245] There are manyrequests for ESS that used in EVs such as,highpower Dehydrogenationinggraphene [248,2 5] q g Adding graphene on the hydrogen [248-250] density, fast discharge, specifically when accelerating, extreme effi- storage ciency,easy control and regenerative braking capacity [7].The highly Geothermal Heat Modelling [251] used primary ESS in EVs are batteries.On the other hand,SC has high Pumps Performance Optimization [252,253] Hybrid system based geothermal energy [254-256] power densities than battery.So,a combination between Battery and SC Lithium-ion High performance of lithium-ion [257,258, for EVs can improve the performance for EVs,aircraft,and ships[188]. batteries batteries 258-261] FES has also been applied for extended time in transportation systems Microgrids MG integrating EV [262] [101].It can deal well with unpredictable power consumption as it has Management of ESS m MGs [263] high power density and it can be used as the main source of energy for MG with hydrogen energy storage [264] [200].Various constrains occur when usingLi-ion batteries Frequency control of standalone basede ESS [268,267] propulsion Optimal scheduling of MGs [268,269] for transportation. in Ref. [205], recommended some methods for Supercapacitors High-performance electrode material for [270-272] enhancing Li-ion batteries for EVs such as the use of organic instead of SC inorganic ones. chemical, electrical, and electrochemical ones. In order to improve 6.6. Applications of hybrid energy storage systems performance,increase life expectancy,and save costs,HESS is created by The ability of hybrid energy storage systems (HESS) to integrate combining multiple ESS types. Different HESS combinations are multiple storage technologies and provide high-energy and high-power available. densities makes them useful in a variety of sectors[30].When it comes The energy storage technology is covered in this review.The use of ESS is crucial for improving system stability, boosting penetration of to electric vehicles,HESS is essential because it supplies the power and renewable energy, energy density required for performance and acceleration,going beyond yand conserving energy. Electricity storage systems what can be achieved with one storage technology alone.Furthermore, come in a variety of forms,such as mechanical,chemical,electrical,and by facilitating a more sustainable energy ecology,HESS plays a key role electrochemical ones. In order to improve performance, increase life expectancy,and save costs,HESS is created by combining multiple ESS in improving the efficiency and stability of electrical grids with a high types.Different HESS combinations are available. penetration of renewable energy sources [206]. Hybrid electric vehicles,fuel cell-powered electric vehicles,grid-tied Batteries-Supercapacitor HESS is being more widely used in domains HESS,large-scale wind and solar farms,and several other applications such as microgrids,smart grids,energy systems,and renewable energy are just a few of the many uses for HESSs.This article discusses several integration[207].This is because of its effectiveness in efficiently con- challenges to integrating energy-storage systems, including battery trolling power and energy. Additionally, in order to meet decarbon- deterioration, inefficient energy operation, ESS sizing and allocation, ization regulations and run on sustainable electrical energy,the marine and financial feasibility. It is essential to choose the ESS that is most industry is increasingly using Battery Energy Storage Systems(BESS)in practical for each application.FES,SMES,SC,and certain batteries are hybrid propulsion vessels. strongly advised for applications requiring quick response,such as fre- 7. New trends in energy storage systems quency modulation,reactive power support,seamless transmission,and power quality enhancement. On the other hand,hourly level response There are many trends in ESS. Top topics of storage energy are time applications like capacity unit and energy time shift can make use electric vehicles, thermal energy storage, lithium sulfur batteries, of PHES and CAES.Additionally,new developments in energy storage methane production, hydrogen storage, geothermal heat pumps, systems(ESS)such as geothermal heat pumps,microgrids,SCs,methane generation, thermal energy storage, lithium sulfur batteries, electric lithium-ion batteries,microgrids and supercapacitors.Some of research vehicles, and hydrogen storage are covered in this overview.Due to directions of each topic and some published papers are also listed in ESS's high prominence as a study area,there are numerous search di- Table 16.The energy storage technology is well covered in this review. rections listed for each topic. The use of ESS is crucial for improving system stability, boosting penetration of renewable energy, and conserving energy. 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Quantitative Method 7 2.3.1. Quantitative Software Use and Approach 8 3. Results 9 3.1. Qualitative Results 9 3.1.1. Candidate Stations 10 3.2. Quantitative Results 12 3.2.1. Quantitative Results 12 4. Analysis 16 5. Conclusions and Recommendations 21 Figures and Tables Figure 1.1 Hornsdale Power Reserve 3 Figure 2.1 Undesirable Station: Klahanie 6 Figure 2.2 Desirable Station:Alderton 7 Figure 4.1 Location of Selected Stations 20 Table 3.1 Qualitative Results for Low Risk (Green) and Medium Risk(Yellow) Stations 10 Table 3.2 Qualitative Results for High Risk (Red) Stations 11 Table 3.3 PO Quantitative Results 13 Table 3.4 P1 Quantitative Results 14 Table 3.5 P6 Quantitative Results 15 Table 4.1 Combined Quantitative Results 17 Table 4.2 Locational Data with Maximum ESS Results 18 Table 4.3 Final Results 19 © PSC Revision Final 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page i P:425-822-8489 W:httos://www.oscconsulting.com Page 467 of 489 ei. JU8426- PSC Report for Puget Sound Energy ESS Locations ...0 ti PSC 1. Introduction Puget Sound Energy (PSE) engaged Power Systems Consultants (PSC) to perform a qualitative and quantitative analysis for siting a possible Energy Storage System (ESS) within the PSE electrical system. PSE filed a draft All-Source Request for Proposals (RFP) for peak capacity resources on May 4, 2020. Interconnection studies of an ESS onto a transmission system can result in the need for significant and costly network upgrades, depending upon interconnection location.This report serves as a starting point for proponents or bidders into the RFP as an aid to determine potential/lower risk locations(with respect to network upgrade costs) for interconnection of energy storage resources (and others) into PSE's transmission system. The ESS is expected to perform in a manner consistent with the FERC defined Network Resource Interconnection Service. In general, this study is like a Feasibility Study in concept, but not necessarily in scope. Screening techniques examined the potential ESS capacity available at several Puget stations. Detailed analysis (like those completed for a Feasibility Study)was not performed. The FERC definition of Network Resource Interconnection Service (below) can be used as a contextual guide in order to understand the purpose of this study. Network Resource Interconnection Service shall mean an Interconnection Service that allows the Interconnection Customer to integrate its Large Generating Facility with the Transmission Provider's Transmission System (1)in a manner comparable to that in which the Transmission Provider integrates its generating facilities to serve native load customers;or(2)in an RTO or ISO with market based congestion management, in the same manner as Network Resources. Network Resource Interconnection Service in and of itself does not convey transmission service. Transmission Provider must conduct the necessary studies and construct the Network Upgrades needed to integrate the Large Generating Facility(1)in a manner comparable to that in which Transmission Provider integrates its generating facilities to serve native load customers;or(2)in an ISO or RTO with market based congestion management, in the same manner as Network Resources. Network Resource Interconnection Service Allows Interconnection Customer's Large Generating Facility to be designated as a Network Resource, up to the Large Generating Facility's full output,on the same basis as existing Network Resources interconnected to Transmission Provider's Transmission System, and to be studied as a Network Resource on the assumption that such a designation will occur. The Interconnection Study for Network Resource Interconnection Service shall assure that Interconnection Customer's Large Generating Facility meets the requirements for Network Resource Interconnection Service and as a general matter, that such Large Generating Facility's interconnection is also studied with Transmission Provider's Transmission System at peak load, under a variety of severely stressed conditions, to determine whether, with the Large Generating Facility at full output, the aggregate of generation in the local area can be delivered to the aggregate of load on Transmission Provider's Transmission System, consistent with Transmission Provider's reliability criteria and procedures. This approach assumes that some portion of existing Network Resources are displaced by the output of Interconnection Customer's Large Generating Facility. Network Resource Interconnection Service in and of itself does not convey any right to deliver electricity to any specific customer or Point of Delivery. The Transmission Provider may also study the Transmission System under non-peak load conditions. However, upon request by the Interconnection Customer, the Transmission Provider must explain in writing to the Interconnection Customer why the study of non-peak load conditions is required for reliability purposes. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: https://www.pscconsulting.com Page 1 of 21 Page 468 of 489 . 0 `_` JU8426—PSC Report for Puget Sound Energy ESS Locations PSC 1.1. Disclaimer Note that all the information used for the study is available to any member of the public either directly (i.e., geo-location from the Department of Homeland Security)or via non-disclosure agreements with the Western Electricity Coordinating Council (for WECC base cases). Some information (one-lines and station configurations) used (as an analytical aid) is based on FERC Form 715 submissions that pre-date (circa October 2001) the CEII classification of FERC 715 data. Station configurations and interconnections were confirmed with recent imagery. The best possible data and analytical technique was used for this study; however, no warranty is offered by Power Systems Consultants for fitness of use of any data associated with this report or the contents of the report itself. PSC did not perform a purposeful review of base cases, maps, or one-lines for accuracy. This study was completed outside of the OATT and is intended to broadly inform interested readers. It does not replace any OATT driven processes or documentation, nor is it intended to do so.The results in this document do not indicate that available transmission exists or that a station is suitable for interconnection from an official FERC LGIA process viewpoint. © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 2 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 469 of 489 `t JU8426- PSC Report for Puget Sound Energy ESS Locations SC 1.2. Energy Storage System (ESS) Discussion and Example Modern utility scale ESS's store energy in the form of electro-chemical or mechanical energy,then convert that energy into electrical energy when appropriate, based on sophisticated control schemes. Examples of electro-chemical storage include Lead Acid, Nickel-Cadmium, Lithium-Ion, and Molten Salt amongst others. Flow batteries are another type of electro-chemical battery, with Redox being an example. Mechanical energy storage examples include Flywheels, Pumped Hydro, and Compressed Air Energy Storage systems. The study effort is agnostic to energy storage technology type and focuses primarily on the requirements of the ESS to interconnect on the PSE transmission system. An example of a deployed Energy Storage System (located in South Australia) is shown in Figure 1.1.This is presently the world's largest ESS that uses Lithium-Ion batteries.The purpose of introducing this project is to give a sense of relative scale associated with a high energy capacity/high power ESS. Figure 1.1 Hornsdale Power Reserve ESS Hornsdale Power Reserve !-- • 100 MW/129 MW-hr • 248acres � • 1hectare `� • 108,186sgft I kill.-- V' t i. r� r I 470 ft ,i ' ae `II ki f � . I. I \ Ilk ": -i`.`l€iinsde Power Reserve 223 ft a :. A• 14): L :;. 4 3 o'' .. . .# L. - f ., •-411. Ira r r' ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: httos://www.oscconsultine.com Page 3 of 21 Page 470 of 489 d_ JU8426—PSC Report for Puget Sound Energy ESS Locations PSC 2. Methodology Two methodologies were employed for this study. A qualitative and a quantitative method. The qualitative method is a high-level review to determine potential for interconnection at the substation and to determine the potential to site an ESS in the area (PSE's property is not available for siting the ESS for this analysis). If a substation meets the evaluation metrics(detailed below)for the qualitative method, the locations will be further studied with the quantitative method. The quantitative method is a high-level power flow analysis of the PSE transmission system, using official WECC databases to review the system performance with the addition of an ESS during charging and discharging conditions,for a multitude of system conditions and system contingencies. These details of the qualitative and quantitative methods are discussed in the relevant section below. 2.1. Qualitative Method Overhead imagery was utilized to determine the location of Puget's substations. This imagery was analysed in conjunction with WECC base cases and FERC 715 filings (pre-2001) that contain one-line drawings of the Puget system. We note that prior to October 2001 FERC 75 filings were available to the public.The stations were geo-located, mapped, locations were populated in the power flow-based cases, and then substations were created in the power flow base cases in order to support more detailed analysis using modelling and simulation tools. 2.1.1. Substation Interconnection Suitability PSC examined the candidate substations to determine their suitability for expansion to accommodate interconnection of an ESS to the substation.This study assumes the ESS is sited off of PSE land in the area near the substation. Evaluation metrics are as below: • Must interconnect to an existing Puget station • Interconnects to PSE "native" network west of Cascades, no wheeling • No radial or"return loop"transmission • Above>100 kV point of interconnection (P01) per following details: o At least 4 lines for 115 kV candidate stations o Or non-radial 230 kV station • Expansion space "in-the-gravel" in the station exists • Development potential of existing station for interconnection is evident o Open space is desirable o Heavy residential presence is not desirable o Must pass the "Good Neighbor" test, which from an electric utility perspective has the following attributes: ■ Use of eminent domain proceedings is the absolute last resort with condemnation only used for those projects that are extremely mission critical and are supported politically. ■ The minimal number of landowners are impacted by a project and those landowners are justly compensated at prevailing rates. ■ Projects are developed with a focus on maximizing the use of existing "encumbered" properties. © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 4 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 471 of 489 JU8426- PSC Report for Puget Sound Energy ESS Locations PSC ■ Land use should be reasonably consistent with its present use and the addition of electric utility infrastructure should be designed to be as unnoticeable as possible ■ Early involvement of the public in the development process is a must and the public should be encouraged to provide constructive input and alternative projects/locations ■ The public knows their neighbourhood best and can suggest minimum impact alternatives ■ Successful "Good Neighbor" projects leave the affected area better than it was before the project was executed. • Identify substation configuration allows for additional breaker position o Ring bus, breaker and a half, double bus double breaker is preferred. o Main bus (with aux bus) has questionable reliability and could result in additional upgrades, up to rebuilding the substation to a different configuration. o Main bus (without aux bus) has poor reliability and is not suitable for interconnection of an ESS and would require substation upgrades, up to rebuilding the substation to a different configuration ■ An internal failure of a circuit breaker causes loss of entire station • Identify existing unused breaker position (breaker not installed) • Identify if the substation area allows for expansion o Examine available space inside substation fence o Examine available space outside substation fence • If substation has 115 kV and 230 kV voltages, preference should be given to interconnect at the 115-kV side, unless interconnection at 230 kV results in substantial benefits. 2.1.2. ESS Siting Suitability PSC examined how practical ESS siting near the substation is.This examination included: • Land use and Zoning compatibility o Imagery analysis and general land usage was examined using tools such as Google Earth and Land Grid.These tools provide a means to develop a general qualitative sense of how favourable the location near a particular PSE station might be for an ESS project. o Highly residential areas, constraints for possible transmission rights-of-ways to the PSE station, schools, hospitals, and other notable land uses indicate that that specific PSE station was less desirable as a practical location to interconnect an ESS. • Environmental Constraints o Overhead imagery analysis was performed in order to identify the possibility of complicated environmental constraints. ■ For example, the PSE Snoqualmie Falls station met the basic requirements of electrical connectivity but clearly it is not a desirable location for additional development.Thus,that station was not a candidate for further analysis. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: httos://www.pscconsultine.com Page 5 of 21 Page 472 of 489 `_` JU8426—PSC Report for Puget Sound Energy ESS Locations PSC 2.2. Qualitative Method - Example Two examples of qualitative review(i.e.,go or no-go)of candidate stations are briefly discussed as follows. The Klahanie station (Figure 2.1) would be characterized as a high "risk" or red station. The Klahanie station is not desirable for an ESS interconnection due to its lack of space, residential encroachment, and general lack of development potential. Figure 2.1 Undesirable Station: Klahanie A ` a''s. r ----S&•47. 1 AV/ S IQ,Nl< • d Y ♦ ��• Sa (k N V ' vd, y ,'I • i N Ili T \4 y KIkA�HA I E4 o . , . k arip • _ a �a ,r f . • Tit* Sc'a JarFa\� t ("n y 0- Qs "jam• - N 1, !j\ r 5V y► iiidilL © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 6 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 473 of 489 ,. JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC The Alderton station (Figure 2.2) is an example of a low "risk" (i.e., green station) that has desirable attributes associated with the station such as: • Space for development in the immediate area • Space in the station for expansion • Fairly rural area that might be more easily support new rights-of-way, station expansion, or ESs siting Figure 2.2 Desirable Station:Alderton 1. •�i �_ :r oars ,-: 1,411t' �^ • ,‘.9 P1 1' • — i` .. tI 41 i ' 'ita / ` Fy; . .:fit r • � :;4:11E- 44:41\0i*- fa r 74 4`,1A6 : iii - ,,,, 1 ._. Iii-i. --;.- , 0,, . y r. �u`� . g I - `' ' Ili yl ,.�•• • II- 1t ! - ? 4 •,, r' #7• A 4%4.I4 . 1 - i s ..,y Alderton (Sub421704,) ,fir . = f.. • • v`.f 3i ,r •`� ," .St ' .....•; , * i621 TAL r0 Military Rd+ Y y , i i. i& ta a;; . i r '.; .•• r . • . , (_ v.0.44.004 r at•r. ' y♦ ' - g t .t 'b ,i 2.3. Quantitative Method PSC used WECC power flow base cases to examine the PSE transmission system for the list of substations feasible for ESS interconnection. PSC used the PowerWorld (version 21) power flow ATC tool to perform analysis that approximates a "light-weight" generation interconnection feasibility screening study. This study is not a feasibility study under the OATT, but rather an informational screening that could aid an RFP respondent in determining where to queue for a detailed LGIA interconnection request. These POI's were examined as charging(load) and discharging (generating) resources. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: https://www.oscconsultine.com Page 7 of 21 Page 474 of 489 d_ JU8426—PSC Report for Puget Sound Energy ESS Locations PSC • Study Cases (WECC PowerWorld *.pwb power flow cases): o 2029-2030 Heavy Winter ■ Case used was 30HW1a1.pwb o 2030 Heavy Summer ■ Case used was 30HS1a.pwb ■ A 2029 HS case was originally used but then rejected due to an incomplete PSE transmission project that caused contingency performance issues(29HS1a1.pwb) o Off-peak load case (at consultants' discretion) which was the 2030 Light Spring case (30LSP1Sa.pwb) • ESS studied as generation (discharging) and also as a load (charging) o ESS was studied one at a time ■ No groups or combinations of ESS's were studied ■ Only single ESS's were studied • Only one interconnection per site location (either 115 kV or 230 kV, not both) • Determine maximum ESS size at each location that results in acceptable system performance,for NERC TPL-001-4 PSE P0, P1 (N-1), and P6 (N-1-1) contingencies, while studying limited and sensitive neighbouring contingencies. 2.3.1. Quantitative Software Use and Approach The results of the qualitative analysis and study were obtained using the "ATC" tool of PowerWorld Simulator.The details for implementing this in PowerWorld are briefly described as follows: • Create an ALL WECC injection group of generators to dispatch against o The following metrics were used to select generators: ■ Pmax>10 MW ■ Pgen>10 MW ■ Pmin>0 o ALL WECC injection group metrics (from 30HS case) ■ Number of generators is 2272 ■ Total MW injection is—191,294 MW • Insert a single ESS (i.e. generator) and create an injection group for each station in Table 3.1 • Create an auto-inserted list of contingencies for Area 40 • Performed "Iterated Linear then Full Ctg"ATC analysis o Ignore elements with OTDFs< 3.0 o Ignore elements with PTDFs<3.0 o Report only: ■ 20 Transfer Limiters ■ 3 Limiters per ctg ■ 3 Limiters per element • The results were manually inspected and those limiting elements and/or contingencies that were not relevant to the ESS were ignored for further analysis. o One may view this as machine aided learning to determine those contingencies and electrical system elements that are truly associated with electrical service to the ESS sites. ■ Many of these ignored elements/contingencies were 500 kV elements/contingencies with remedial action schemes or near their limits in the base case (for example various series capacitors associated with the California Oregon Intertie, etc). © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 8 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 475 of 489 �,, JU8426- PSC Report for Puget Sound Energy ESS Locations ...0 ti PSC • The metrics associated with the quantitative analysis are noted below: o All elements with valid ratings were scanned for performance with the ATC tool for PO, P1, and P6 conditions of the NERC TPL-001-4 standard • Summer Emergency ratings were RATEA • Winter Emergency ratings were RATEC • Spring Emergency ratings were RATEG o P1 & P6 contingencies were those in the Northwest>100 kV • P1: 1135 out of 5081 contingencies were examined for detailed P1 performance • The smaller list of contingencies was selected using the Linear ATC tool which determined those contingencies sensitive to the PSE BESS sites. • P6: 1107 out of 144,453 contingencies were examined for detailed P6 performance • The smaller list was tested for performance using the Iterated Linear feature of the ATC tool.The larger amount was screened with the linear ATC tool. 3. Results The results of the qualitative and quantitative analysis are listed below. 3.1. Qualitative Results The results of the qualitative analysis and study were obtained in an iterative fashion.The list of candidate stations was then inspected both in PowerWorld Simulator and with overhead imagery to cull undesirable locations. The results follow: • 382 total PSE initial stations (based on software results). o The 382-station count may not be a figure that exactly matches the number of stations that PSE has.This is due to the software requirement for a tapped line to be modeled with a bus, which might not be representative of an actual substation bus. o These 382 stations were geo-located. • 36 PSE stations were kept for overhead imagery analysis based on the following: o Is 230 kV non-radial service. o Or is>4 lines of 115 kV non-radial service. o And within PSE network • Determined from geo-location and bus ownership o Substation configuration metrics were not included in determining of the initial candidate stations. • The 36 PSE stations were analysed and grouped by the following criteria for risk regarding ESS site location and interconnection: o Substation area analysis o Surrounding area analysis o Refined understanding of interconnection based on imagery analysis • 12 stations (of the 36)were assigned "green", for initial low risk ESS interconnection • 8 stations (of the 36) were assigned "yellow",for initial medium risk ESS interconnection • 16 stations (of the 36) were assigned "red",for high risk due to not meeting the initial qualitative screening metrics ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W:httos://www.oscconsultine.com Page 9 of 21 Page 476 of 489 . ,...-, `_` JU8426-PSC Report for Puget Sound Energy ESS Locations PSC 3.1.1. Candidate Stations Table 3.1 lists the 20 PSE stations that were analyzed in detail.These stations were visually inspected with recent overhead imagery and are organized by color for low risk and medium risk substations. As previously stated, the substation configuration metrics were not used for the initial candidate stations and will be addressed later in the report. Substations that are of a main bus configuration are highlighted in red. Table 3.1 Qualitative Results for Low Risk(Green) and Medium Risk(Yellow)Stations #of Bus Configuration (low& high Sub Name Nominal kV Range Lines voltage) Zone Alderton 115.0 (only) 7 Main &Aux PIERCE Berrydale 115.0 to 230.0 7 Main &Aux/Brk& half S.KING Christopher 115.0 (only) 6 Main Bus S.KING Frederickson 13.8 to 115.0 4 Main Bus PIERCE Fredonia 13.8 to 230.0 (115kV) 2 Main Bus SKAGIT Lake Tradition 115.0 (only) 8 Main Bus N.KING March Point 115.0 to 230.0 12 Main &Aux/Xfrm Term SKAGIT Midway 115.0 (only) 6 Main &Aux S.KING Saint Clair 115.0 to 230.0 7 Main &Aux/DB-DB THURSTN Sammamish 115.0 to 230.0 11 Main &Aux /Main &Aux N.KING Talbot Hill 115.0 to 230.0 14 Main &Aux/DB-DB S.KING Tono 115.0 (only) 4 Main &Aux THURSTN Bellingham 115.0 (only) 11 Brk& half WHATCOM Krain Corner 57.5 to 115 6 Main Bus PIERCE O'Brien 115.0 to 230.0 11 Main &Aux/Xfrm Term S.KING Portal Way 115.0 (only) 5 Main &Aux WHATCOM S. Bremerton 115.0 to 230.0 6 Main &Aux/Xfmr Term KITSAP Sedro Woolley 115.0 to 230.0 12 Main &Aux/Brk& half SKAGIT Starwood 115.0 (only) 4 Main Bus S.KING White River 115.0 to 230.0 12 Main &Aux/DB-DB PIERCE © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 10 of 21 P:425-822-8489 W. httos://www.oscconsulting.com Page 477 of 489 •,-. JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC Table 3.2 lists those stations that were deemed high risk and thus not selected for more detailed analysis. Table 3.2 Qualitative Results for High Risk(E)Stations Sub Name I Nominal kV Range #of Lines Substation Type Zone ARCO C 115.0 (only) 4 Main Bus WHATCOMI BAKERS 115.0 (only) 4 Main Bus SKAGIT BALDI 230.0 (only) 2 Tap S.KING CASCADE 34.5 to 230.0 3 Xfmr Term/Main Bus KITTITAS COTAGEBR 115.0 (only) 4 Main Bus N.KING ELECTHTS 57.5 to 115.0 5 Xfmr Term/Main Bus PIERCE HORSRNCH 230.0 (only) 3 Main Bus N.KING HRNCHTAP 230.0 (only) 2 Tap N.KING KLAHANIE 230.0 (only) 2 Tap N.KING LAKESIDE 115.0 (only) 7 Main Bus N.KING MINTFARM 13.8 to 230.0 1 Main (Gen Interconnection) Portland Area NOVELTYH 115.0 to 230.0 7 Main &Aux/Main Bus N.KING OLYMPA P 115.0 (only) 9 Main Bus THURSTN SHUFFLETON 115.0 (only) 4 Main &Aux S.KING SNOQ SW 2.0 to 115.0 5 Main Bus N.KING FREDONIA_ , 13.8 to 115.0 4 Main Bus SKAGIT Note that there are two Fredonia stations, one serves a gas turbine power plant and the second serves local load.The"red" Fredonia station is the load serving station.Although these stations are"red" (or less desirable for ESS integration)they may be worthy of further review and analysis. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: httos://www.oscconsultine.com Page 11 of 21 Page 478 of 489 d_ JU8426—PSC Report for Puget Sound Energy ESS Locations PSC 3.2. Quantitative Results 3.2.1. Quantitative Results Table 3.3, 3.4, and 3.5 lists the results from the quantitative analysis. The gen/load limit is equivalent to the discharge/charge limit for the ESS at the listed station for TPL-001-4 P0, P1,and P6 conditions (for the most limiting element). Units for the limits are MW. Note that we omit the negative sign for load since the sign is implicit in the definition of load. Results shown in the tables indicate the ESS sizes for the different substations on an individual bases, meaning the potential size for a single ESS to be placed at any one of the locations listed. The results are not meant to indicate that the ESS sizes listed can be installed for all locations simultaneously. BPA 500 kV contingencies (such as the Raver-Paul 500 kV line loss) were noted, but not considered as limiting contingencies since it is known that these contingencies have remedial action schemes associated with them. BPA has historically planned its system for P1 outages and has not necessarily planned (and built) its system to perform for P6 outages (without operator action). A 2030 Light Spring case was examined to test performance under P0, P1, and P6 conditions to determine if there was any notable sensitivity to light spring conditions (in addition to the Heavy Summer and Heavy Winter cases). © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 12 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 479 of 489 . 0 JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC Table 3.3 PO Quantitative Results Quantitative Results-PO Results in MW (Green shaded stations are low risk;yellow shaded stations are medium risk) 2030 Heavy Summer 2030 Heavy;Winter 2030 Light Spring Maximum ESS Size Substation Generating Charging Generating Charging Generating Charging Generating Charging Alderton I 725 (790) 872 (823) 886 (998) 725 (790) Berrydale I 982 (248) 1077 (273) 1031 (569) 982 (248) Christopher 751 (419) 1031 (648) 842 (622) 751 (419) Frederickson 432 (316) 485 (440) 404 (466) 404 (316) Fredonia 510 (803) 679 (873) 538 (878) 510 (803) Lake Tradition 725 (534) 993 (701) 888 (837) 725 (534) March Point 664 (367) 834 (367) 701 (412) 664 (367) Midway 550 (263) 711 (333) 558 (368) 550 (263) Saint Clair 520 (546) 756 (732) 810 (854) 520 (546) Sammamish 409 (677) 517 (818) 546 (702) 409 (677) Talbot Hill 754 (768) 935 (916) 834 (896) 754 (768) Tono 755 (445) 567 (524) 548 (699) 548 (445) Bellingham 695 (578) 1028 (894) 809 (1072) 695 (578) Krain Corner 250 (222) 480 (351) 377 (308) 250 (222) O'Brien 681 (554) 807 (694) 672 (627) 672 (554) Portal Way 443 (565) 441 (772) 337 (740) 337 (565) S. Bremerton 426 (328) 471 (341) 457 (420) 426 (328) Sedro Woolley 779 (950) 935 (1134) 867 (995) 779 (950) Starwood 573 (335) 693 (341) 637 (578) 573 (335) White River I 872 (802) 1029 (945) 955 (887) 872 (802) Charging limits have a parenthetical ( ) used in order to clearly indicate that the number is a charging(i.e. load) value. The maximum ESS sized is determined by the maximum size that the ESS can operate for all cases. Therefore, the minimum value between the three seasonal cases determines the maximum ESS size for performance under PO conditions. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: httos://www.oscconsultine.com Page 13 of 21 Page 480 of 489 . ,...-, `_` JU8426—PSC Report for Puget Sound Energy ESS Locations PSC Table 3.4 P1 Quantitative Results Quantitative Results—P1 Results in MW (Green shaded stations are low risk;yellow shaded stations are medium risk) 2030 Heavy Summer 2030 Heavy Winter 2030 Light Spring Maximum ESS Size Substation Generating Charging Generating Charging Generating Charging Generating Charging Alderton I 96 (366) 510 (581) 529 (655) 96 (366) Berrydale 756 (167) 848 (181) 702 (437) 702 (167) Christopher 552 (217) 758 (362) 613 (386) 552 (217) Frederickson 135 (96) 308 (314) 266 (388) 135 (96) Fredonia 110 (532) 161 (619) 124 (585) 110 (532) Lake Tradition 518 (136) 811 (425) 664 (545) 518 (136) March Point I 272 (214) 555 (189) 485 (271) 272 (189) Midway 432 (164) 530 (207) 446 (262) 432 (164) Saint Clair 45 (254) 239 (423) 311 (685) 45 (254) Sammamish I 323 (99) 411 (370) 495 (425) 323 (99) Talbot Hill I 552 (242) 741 (459) 688 (590) 552 (242) Tono 437 (85) 275 (374) 282 (543) 275 (85) Bellingham 322 (109) 545 (452) 384 (656) 322 (109) Krain Corner 136 (34) 250 (88) 188 (112) 136 (34) O'Brien 535 (258) 634 (276) 559 (401) 535 (258) Portal Way I 105 (446) 392 (628) 284 (614) 105 (446) S. Bremerton I 313 (89) 301 (27) 375 (185) 301 (27) Sedro Woolley 287 (589) 577 (715) 450 (700) 287 (589) Starwood I 373 (181) 545 (250) 459 (299) 373 (181) White River I 583 (379) 838 (434) 715 (592) 583 (379) Charging limits have a parenthetical ( ) used in order to clearly indicate that the number is a charging(i.e. load) value. The maximum ESS sized is determined by the maximum size that the ESS can operate for all cases. Therefore, the minimum value between the three seasonal cases determines the maximum ESS size for performance under P1 conditions. © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 14 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 481 of 489 ,,, JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC Table 3.5 P6 Quantitative Results Quantitative Results—P6 Results in MW (Green shaded stations are low risk;yellow shaded stations are medium risk) 2030 Heavy Summer 2030 Heave Winter 2030 Light Spring Maximum ESS Size Substation Generating Charging Generating Charging Generating Charging Generating Charging Alderton 134* (76*) 448 (205) 324 (290) 134* (76*) Berrydale 515* (52*) 847 (90) 707 (336) 515* (52*) Christopher 484* (57*) 756 (337) 610 (386) 484* (57*) Frederickson 99* (86*) 275 (284) 222 (389) 99* (86*) Fredonia 9* (378) 101 (421) 69 (479) 9* (378) Lake Tradition 521* (44*) 805 (387) 664 (545) 521* (44*) March Point 9* (54) 201 (62) 172 (78) 9* (54) Midway 428* (56*) 512 (121) 444 (218) 428* (56*) Saint Clair 39* (412) 147 (528) 159 (633) 39* (412) Sammamish 323 (46*) 411 (370) 495 (445) 323 (46*) Talbot Hill 450* (48*) 622 (359) 833 (896) 450* (48*) Tono 592 (122*) 267 (339) 548 (698) 267 (122*) Bellingham 10* (108) 418 (67) 382 (657) 10* (67) Krain Corner 136* (34*) 178 (4*) 188 (112) 136* (4*) O'Brien 520* (54*) 225 (176*) 560 (521) 225 (54) Portal Way 11* (446) 185 (362) 298 (614) 11* (362) S. Bremerton 314 (89*) 79 (23*) 375 (185) 79 (23*) Sedro Woolley 48* (590) 519 (622) 447 (755) 48* (590) Starwood 370* (13*) 240 (107*) 460 (311) 240 (13*) White River 365* (13*) 382 (121*) 714 (750) 365* (13*) Charging limits have a parenthetical ( ) used in order to clearly indicate that the number is a charging(i.e. load) value. The maximum ESS sized is determined by the maximum size that the ESS can operate for all cases. Therefore, the minimum value between the three seasonal cases determines the maximum ESS size for performance under P6 conditions.Those limits with an asterisk(*) indicate that a pre-existing limit was ignored, and the first non-zero ATC transfer limit was recorded for the ESS charging and discharging contingency-based limit. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W:httos://www.oscconsultine.com Page 15 of 21 Page 482 of 489 . 0 `_` JU8426—PSC Report for Puget Sound Energy ESS Locations PSC 4. Analysis A review of Table 3.2,Table 3.3, and Table 3.4, indicate to the user the following: • A single ESS performs for both discharging (generator) and charging (load) depending upon the substation location o Between 248 MW—802 MW under PO conditions o Between 45 MW—434 MW for P1 conditions o Between 9 MW—122 MW for P6 conditions • Summer ratings can be most limiting and generally(but not always)summer may be the defining season for limiting an ESS. o This is due to limits being thermally based and higher summer temperatures causing de- rating of thermally limited equipment. • Pre-existing conditions exist that should be examined in greater detail if any of these ESS locations are considered for interconnection. • Limitations exist for P6 summer operations o Note that for ESS limits indicated with an asterisk (*) in the tables indicate there pre- existing P6 issues may exist. • Some P6 contingencies may, surprisingly, perform better than P1 contingencies o The reasons for this are complex but, in many cases, the P1 limiting element is removed from service by the P6 contingency and thus a higher limiting element is relevant. Table 4.1 shows the results for each substation on a contingency category bases, and also shows the maximum size for the ESS when generating or charging. Similarly, to before, the maximum size is the minimum value across the three contingency categories (i.e. P0, P1, and P6). Further, the table shows the Total Maximum size of the ESS. The Total Maximum size is the minimum value(absolute) between the generating and charging values and represents the maximum size of the ESS that allows for unconstrained use during varying seasonal load conditions, varying operating conditions, and varying contingencies. The Total Maximum size is the value used to show the potential ESS size that might be achieved for NRIS while limiting the risk of additional costly network upgrades(transmission line rebuilds/ reconductoring, etc.)outside of those required for interconnection to the substation. The Operational Agreements determined with the developer could increase the Total Maximum size beyond the P6 charging limitations of the ESS listed in the table below. © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 16 of 21 P:425-822-8489 W:httos://www.oscconsulting.com Page 483 of 489 1 ,.. JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC Table 4.1 Combined Quantitative Results Substation PO Results P1 Results P6 Results Maximum ESS Total Substation Type Generating Charging Generating Charging Generating Charging Generating Charging Maximum Alderton Main &Aux 725 (790) 96 (366) 134* (76*) 96 (76*) 76* Berrydale Main &Aux 982 (248) 702 (167) 515* (52*) 515* (52*) 52* Christopher Main Bus 751 (419) 552 (217) 484* (57*) 484* (57*) 57* Frederickson Main Bus 404 (316) 135 (96) 99* (86*) 99* (86*) 86* — Fredonia Main Bus 510 (803) 110 (532) 9* (378) 9* (378) 9* Lake Tradition Main Bus 725 (534) 518 (136) 521* (44*) 518 (44*) 44* March Point Main &Aux 664 (367) 272 (189) 9* (54) 9* (54) 9* Midway Main &Aux 550 (263) 432 (164) 428* (56*) 428* (56*) 56* Saint Clair Main &Aux 520 (546) 45 (254) 39* (412) 39* (254) 39* Sammamish Main &Aux 409 (677) 323 (99) 323 (46*) 323 (46*) 46* - Talbot Hill Main &Aux 754 (768) 552 (242) 450* (48*) 450* (48*) 48* Tono Main &Aux 548 (445) 275 (85) 267 (122*) 267 (85) 85 Bellingham Brk&half 695 (578) 322 (109) 10* (67) 10* (67) 10* Krain Corner Main Bus 250 (222) 136 (34) 136* (4*) 136* (4*) 4* O'Brien Main &Aux 672 (554) 535 (258) 225 (54*) 225 (54*) 54* Portal Way Main &Aux 337 (565) 105 (446) 11* (362) 11* (362) 11* S. Bremerton Main &Aux 426 (328) 301 (27) 79 (23*) 79 (23*) 23* Sedro Woolley Main &Aux 779 (950) 287 (589) 48* (590) 48* (589) 48* Starwood Main Bus 573 (335) 373 (181) 240 (13*) 240 (13*) 13* White River Main &Aux 872 (802) 583 (379) 365* (13*) 365* (13) 13* Those limits with an asterisk (*) indicate that a pre-existing limit was ignored, and the first non-zero ATC transfer limit was recorded for the ESS charging and discharging contingency-based limit. As stated above, the Operational Agreements determined with the developer could increase the Total Maximum size beyond the P6 charging limitations of the ESS. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W:httos://www.oscconsultine.com Page 17 of 21 Page 484 of 489 d_ JU8426-PSC Report for Puget Sound Energy ESS Locations PSC Table 4.2 shows a summary of the results for this effort.The table provides the reader with a convenient listing of the Total Maximum ESS output and the location of the electrical point of interconnection studied, as well as substation type, and operating voltage. Table 4.2 Location Summary with Maximum ESS Results Location Total Voltage Maximum Substation Substation Type (kV) Latitude Longitude ESS(MW) Alderton Main &Aux 115 47.15344 -122.2365 76 Berrydale Main &Aux 115 47.37803 -122.1311 52 Christopher Main Bus 115 47.33708 -122.2393 57 Frederickson Main Bus 115 47.08061 -122.3647 86 Fredonia Main Bus 115 48.45461 -122.4371 9 Lake Tradition Main Bus 115 47.53069 -122.0117 44 March Point Main &Aux 115 48.45714 -122.5625 9 Midway Main &Aux 115 47.40239 -122.2944 56 Saint Clair Main &Aux 115 47.03511 -122.7356 39 Sammamish Main &Aux 115 47.68558 -122.1499 46 Talbot Hill Main &Aux 115 47.46864 -122.191 48 Tono Main &Aux 115 46.75539 -122.8775 85 Bellingham Brk&half 115 48.75939 -122.4604 10 Krain Corner Main Bus 115 47.23511 -121.9855 4 O'Brien Main &Aux 115 47.40317 -122.2432 54 Portal Way Main &Aux 115 48.90361 -122.63 11 S. Bremerton Main &Aux 115 47.53764 -122.6914 23 Sedro Woolley Main &Aux 115 48.50458 -122.204 48 Starwood Main Bus 115 47.29039 -122.3623 13 White River Main &Aux 115 47.239 -122.2096 13 • © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 18 of 21 P:425-822-8489 W:https://www.pscconsulting.com Page 485 of 489 ,,, JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC As discussed previously, the main bus substation configuration (without an aux bus) has questionable reliability and interconnecting at a main bus substation has the potential to result in the need for high network costs to rebuild the substation.The substations that are configured with just a main bus(with no aux bus) were removed from the results to create the final results table as shown in Table 4.3. The table provides the reader with a convenient listing of the Maximum ESS output and the location of the electrical point of interconnection studied, as well as substation type, and operating voltage. Table 4.3 Final Results Table Location Total Voltage Maximum Substation Substation Type (kV) Latitude Longitude ESS(MW) Alderton Main &Aux 115 47.15344 -122.2365 76 Berrydale Main &Aux 115 47.37803 -122.1311 52 March Point Main &Aux 115 48.45714 -122.5625 9 Midway Main &Aux 115 47.40239 -122.2944 56 Saint Clair Main &Aux 115 47.03511 -122.7356 39 Sammamish Main &Aux 115 47.68558 -122.1499 46 Talbot Hill Main &Aux 115 47.46864 -122.191 48 Tono Main &Aux 115 46.75539 -122.8775 85 Bellingham Brk&half 115 48.75939 -122.4604 10 O'Brien Main &Aux 115 47.40317 -122.2432 54 Portal Way Main &Aux 115 48.90361 -122.63 11 S. Bremerton Main &Aux 115 47.53764 -122.6914 23 Sedro Woolley Main &Aux 115 48.50458 -122.204 48 White River Main &Aux 115 47.239 -122.2096 13 ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: httos://www.oscconsultine.com Page 19 of 21 Page 486 of 489 . 0 `_` JU8426—PSC Report for Puget Sound Energy ESS Locations PSC Figure 4.1 gives an approximate location of the substations with low and medium risk for interconnection. The figure shows that there are many opportunities throughout the native PSE system for interconnecting an ESS. Figure 4.1 Location of Selected Stations Risk •Low Medium • id Burnaby Surrey is-Ita Abbot: .2. ',: : Portal Way �� _yrden Bellingham :, b - c :"ghar 4 Sedro Woolley March Point Oh Ver^cn v cc' ' liol OaK Harbor e es 1 Everett ESh S.Bremerton the -- e y�,i2"on _eaverorth 9e I ! Midway le Talbot Hill O'Brien Alderton _,"~tz.r, Benydale CIe Elam White River ONEW E MorKesan pi Tono kta ymond © PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 Page 20 of 21 P:425-822-8489 W httos://www.oscconsulting.com Page 487 of 489 ,,, JU8426- PSC Report for Puget Sound Energy ESS Locations `_` PSC 5. Conclusions and Recommendations PSC believes that opportunities exist for Puget Sound Energy to install Energy Storage Systems in several stations without undue impact (or required network upgrades)to the surrounding electrical transmission system.We base this conclusion of performance under P6 outages during heavy summer and winter peak load conditions, as required for Network Resource Interconnection Service for use as a capacity resource on PSE's transmission system. As previously stated, the results of this effort are to be used to help guide proponents to locations (with approximate capacities) that might offer success for interconnection of an ESS for NRIS with limited network upgrades. The formal LGIA process,as detailed under the Puget Sound Energy FERC Open Access Transmission Tariff (OATT), will define required system interconnection upgrades and any potential network upgrades as a result of the more detailed studies (power flow and transient), impacts of projects already in the interconnection que, affected neighbouring transmission providers, and short circuit analysis. ©PSC 4010 Lake Washington Blvd NE Suite 300 Kirkland,WA 98033 P:425-822-8489 W: httos://www.pscconsultine.com Page 21 of 21 Page 488 of 489 EXHIBIT I • YI PSE PUGET SOUND ENERGY 0 itA ''' . 0 Puget Sound Energy service area . ! a . ,r► PSE: Washington's oldest local energy utility Electric service: All of Kitsap, Skagit,Thurston, and BELLINGHAM WHATCOM Whatcom counties; parts of Island, King '� (not Seattle), Kittitas, and Pierce(not , SA .•' Tacoma)counties. ANACORTES ---_, .MOUNT VERNON SKAGIT Natural gas service. -t'OAK HARBOR Parts of King (not Enumclaw), Kittitas ISLAN (not Ellensburg), Lewis, Pierce, - 'Po Snohomish, and Thurston counties. JRTANGELES ,, MARY VILLE SNOHOMISH .t, LANGLEY, ,EVERETT Washington state's oldest local energy AM .I CHELAN NDEX DMONDS MO OC company, Puget Sound Energy serves JEFFERS . approximately 1.1 million electric ' (REDMONDD ALL • BAINBRIDG customers and nearly 840,000 natural ISLAND• • .BELLEVU :SEATTLE • KING gas customers in 10 counties. A BREMERTON; KITSA RENTON WENATCHEE subsidiary of Puget Energy, PSE meets KENT RTH BEND the energy needs of its customers, in I AUBURNi BLACK DIAMOND part, through incremental, cost-effective MASO .TACO ENUMCLAW IL.ELUM energy efficiency, procurement of SHELT .PuvALLUP KITTITAS sustainable energy resources, and far- -' 1 ,r - OLYMPIA r ELL URG sighted investment in the energy-delivery PIERCE infrastructure. PSE employees are THURSTO - ;` dedicated to providing great customer -- •., service and delivering energy that is CENTRALIA " safe, dependable and efficient. '°"E"AL'S YAKIMA For more information, visit pse.com. i LEWIS YAKIMA • Combined electric and natural gas service Electric service Natural gas service pse.com f .# •• V ® � T be 1213 06/19 Page 489 of 489