HomeMy WebLinkAbout10-21-2019 City Council MeetingCity Council Meeting
October 21, 2019 - 7:00 P M
City Hall Council Chambers
AGE ND A
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I .C AL L T O O RD E R
A.P ledge of Allegiance
B.Roll Call
I I .ANNO UNC E M E NT S, P RO C L AM AT IO NS , AND P RE S E NTAT IO NS
I I I .AP P O INT M E NT S
I V.AG E ND A M O D I F IC AT I O NS
V.C I T I ZE N INP UT, P UB L I C HE ARI NG S AND C O RRE S P O ND E NC E
A.P ublic Hearings
1.P ublic Hearing for Proposed Modif ications to the 2020-
2025 Transportation I mprovement P rogram (Gaub)
City Council to hold a P ublic Hearing in consideration of the adoption of changes
to the 2020-2025 Transportation I mprovement. See R esolution No. 5464 for
f urther action on this item
B.Audience P articipation
Thi s i s the place on the agenda where the public is invited to speak to the City
Counci l on any issue. Those wi shi ng to speak are reminded to sign in on the form
provi ded.
C .C orrespondence - (T here is no correspondence for Council review.)
V I .C O UNC IL AD HO C C O M M IT T E E RE P O RT S
C ouncil Ad Hoc C ommittee Chairs may report on the status of their ad hoc Council
C ommittees' progress on assigned tasks and may give their recommendation to the
C ity Council, if any.
1.F inance A d Hoc Committee (Chair Wales)
V I I .C O NS E NT AG E ND A
All matters l isted on the Consent Agenda are considered by the City Council to be
routine and wi ll be enacted by one moti on in the form listed.
Page 1 of 567
A.Minutes of the October 7, 2019 R egular C ouncil Meeting
B.C laim Vouchers (T homas)
C laim vouchers list dated October 21, 2019 which includes voucher numbers 455901
through 456098 in the amount of $9,153,617.60 and two wire transfers in the amount of
$530,700.87
C .P ayroll Vouchers (Thomas)
P ayroll check numbers 538640 through 538658 in the amount of $240,685.77,
electronic deposit transmissions in the amount of $2,069,852.72 f or a grand total of
$2,310,538.49 for the period covering October 3, 2019 to O ctober 16, 2019.
(RE C O M M E ND E D AC T IO N: M ove to approve the C onsent Agenda.)
V I I I .UNF I NI S HE D B US I NE S S
I X.NE W B US INE S S
X .O RD I NANC E S
A.Ordinance No. 6728 (Tate)
A n O rdinance of the City Council of the C ity of A uburn, Washington, relating to L and
Use D evelopment Regulations related to mixed-use development; amending Chapters
18.08, 18.23, 18.31, and 18.57 of the Auburn C ity Code and Exhibit 1 to Ordinance
No. 6382
(RE C O M M E ND E D AC T IO N: M ove to adopt Ordinance No. 6728.)
X I .RE S O L UT IO NS
A.R esolution No. 5448 (Hinman)
A R esolution of the City Council of the C ity of A uburn, Washington, declaring f orfeited
real property as surplus and authorizing the Mayor to negotiate and execute
agreements
(RE C O M M E ND E D AC T IO N: M ove to adopt Resolution No. 5448.)
B.R esolution No. 5458 (Hinman)
A R esolution of the City Council of the C ity of A uburn, Washington, authorizing the
Mayor to negotiate and execute an Airport Office and A pron L ease with Normandy
A ircraft
(RE C O M M E ND E D AC T IO N: M ove to adopt Resolution No. 5458.)
C .R esolution No. 5459 (Hinman)
A R esolution of the City Council of the C ity of A uburn, Washington, adopting the City of
A uburn 2019 Comprehensive E mergency Management P lan
(RE C O M M E ND E D AC T IO N: M ove to adopt Resolution No. 5459.)
Page 2 of 567
D .R esolution No. 5461 (Tate)
A R esolution of the City Council of the C ity of A uburn, Washington, adopting the 2020-
2024 Consolidated P lan, the A nalysis of I mpediments to F air Housing C hoice, and the
2020 A nnual Action P lan
(RE C O M M E ND E D AC T IO N: M ove to adopt Resolution No. 5461.)
E.R esolution No. 5464 (Gaub)
A R esolution of the City Council of the C ity of A uburn, Washington, approving and
adopting the modif ication of the 2020-2025 Transportation I mprovement Program of
the City of Auburn
(RE C O M M E ND E D AC T IO N: M ove to adopt Resolution No. 5464.)
X I I .M AY O R AND C O UNC I L M E M B E R RE P O RT S
At this ti me the Mayor and City Council may report on significant i tems associated with
their appoi nted positions on federal, state, regional and local organi zations.
A.Fr om the Council
B.Fr om the M ayor
X I I I .AD J O URNM E NT
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail . Complete agenda packets are available for revi ew
at the City Clerk's Office.
Page 3 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Public Hearing f or Proposed Modifications to the 2020-2025
Transportation Improvement Program (Gaub)
Date:
October 15, 2019
Department:
Public Works
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council to hold a public hearing in consideration of the adoption of changes to the 2020-
2025 Transportation I mprovement. See Resolution No. 5464 for f urther action on this item.
Background Summary:
Previous TI P modif ications were made with annual TIP update adopted in June of this year.
Since then, changes in available project f unding and the addition of projects associated with
grants and developer projects necessitates additional modifications. The proposed
modifications are summarized below.
SUMM ARY OF PROPOSED AMENDM ENT S T O T HE 2020-2025 T IP
Modifications: The f ollowing existing projects are proposed to be revised:
T I P P-7: A uburn Way N P reservation P hase 2 ($1.63M) – A portion of the grant funds
awarded to this project were swapped with local funds in the A Street S E preservation
project to help meet regional funding obligation targets set by FHW A f or 2019.
T I P R-8: 49th Street NE ($5.35M) – T he project will complete the 49th Street NE
corridor between A uburn Way N and I S treet NE . Proposed changes ref lect portions of
the project being completed as part of a development project and the remaining portion
would be completed by the City with traffic mitigation funds.
T I P R-16: R egional Growth Center A ccess I mprovements ($2.01M) – T he project is
being revised to ref lect the award of $1.625M in grant f unds from the Sound Transit
Access Fund competition.
Additions: The f ollowing projects are proposed to be added to the updated TI P:
T I P I -16: 15th S treet NW /S R-167 NB Ramps ($1.65 M) – The project would f und the
design and construction of a new westbound right-turn pocket at the intersection.
T I P P -3: 2nd Street S E R econstruction ($0.98M) – T he project would reconstruct 2nd
Page 4 of 567
S treet S E between A Street S E and Auburn Way S . T I B grant funding f or the project
was applied f or in 2019.
The date of the public hearing was set by consent on October 7, 2019.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 21, 2019 Item Number:PH.1
Page 5 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Minutes of the October 7, 2019 Regular Council Meeting
Date:
October 16, 2019
Department:
City Council
Attachments:
10-07-2019 Minutes
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Background Summary:
Rev iewed by Council Committees:
Councilmember:Staff:
Meeting Date:October 21, 2019 Item Number:CA.A
Page 6 of 567
City Council Meeting
October 7, 2019 - 7:00 P M
City Hall Council Chambers
MINUT E S
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I .C AL L T O O RD E R
A .P ledge of Allegiance
Mayor Nancy Backus called the meeting to order at 7:00 p.m. in the
Council Chambers of A uburn City Hall, 25 West Main S treet in Auburn and
led those in attendance in the P ledge of A llegiance.
B .Roll Call
Councilmembers present: Deputy Mayor Bill P eloza, Bob B aggett, L arry
B rown, Claude DaCorsi, J ohn Holman, Yolanda Trout-Manuel and L argo
Wales.
Department directors and staff members present included: City Attorney
S teve Gross, Director of F inance J amie T homas, Director of Human
Resources & Risk Management Candis Martinson, Director of Public
Works I ngrid Gaub, Director of Community Development J eff Tate,
Director of Parks, Arts, and Recreation Daryl F aber, Director of I nnovation
& Technology David Travis, Development Services Manager J ason Krum,
Real Property A nalyst J osh Arndt, Police Commander Steve S tocker and
City Clerk S hawn Campbell.
I I .ANNO UNC E M E NT S, P RO C L AM AT IO NS, AND P RE S E NTAT I O NS
A .A ssociation of Washington Cities Presentation
P resented by Peter King, Association of Washington Cities, C E O
A ssociation of Washington Cities, C E O P eter K ing recognized
Councilmember Claude DaCorsi for serving on the Washington Cities
B oard of Directors for the past two years.
B .National A nti-Bullying Month
Mayor Backus to proclaim October 2019 as "National Anti-B ullying Month" in the city of
A uburn.
Mayor Backus read and presented the proclamation to Autumn Smith.
C.A uburn Moutainview D E C A 's Stress L ess Week
Mayor Backus to proclaim October 7-11, 2019 as "Stress L ess Week" in the city of
Page 1 of 8Page 7 of 567
A uburn.
Mayor Backus read and proclaimed October 7-11, 2019 as "Stress L ess
Week" in the City of Auburn to J ordyn Starkovich, Danelle W ilhelm and
Rachel Pierce.
Ms. S tarkovich, Ms. W ilhelm and Ms. P ierce shared their project and the
activities they are working on at Mountainview High S chool to reduce
student stress.
D.Domestic Violence Awareness Month
Mayor Backus to proclaim October 2019 as "Domestic Violence Awareness Month" in
the city of Auburn.
Mayor Backus read and proclaimed October 2019 as Domestic Violence
Awareness and Prevention Month in the City of Auburn to Nancy Colson
and B eth Gatzke with Soroptimist I nternational and A ngela Dannenbring
with Domestic Abuse Women's Network (D AW N).
Ms. Colson and Ms. Gatzke read the mission statement for Soroptimist
and shared how the organization provides services to people in need.
Ms. Dannenbring with D AW N provided statistics on how D AW N is helping
residents in our area.
A uburn K iwanis Club President E lect Michael Hursh and Vice-P resident
Mike L ane shared the mission of the K iwanis club and they are starting a
new activity called the "Purple S ock Walk/Run" on October 26, 2019.
I I I .AP P O I NT M E NT S
A .A irport Advisory B oard A ppointment
City Council to confirm the appointment of Andrea P rasse to the Auburn Municipal
A irport Advisory B oard for a three-year term to expire December 31, 2021.
Deputy Mayor Peloza moved and Councilmember Holman seconded to
appoint A ndrea Prasse to the A uburn Municipal Airport A dvisor B oard for a
three-year term to expire December 31, 2021.
MO T I O N C A R R I E D UNA NI MO US LY. 7-0
I V.AG E ND A M O D I F IC AT I O NS
A n update to the Agenda Bill for Resolution 5457 was provided to Council.
Page 2 of 8Page 8 of 567
V.C IT IZE N I NP UT, P UB L I C HE ARI NG S AND C O RRE S P O ND E NC E
A .P ublic Hearings
1.Public Hearing for Right-of-Way Vacation V 2-19
City Council to hold a Public Hearing in consideration of Right-of-Way Vacation
V2-19
Mayor B ackus opened the public hearing at 7:37 p.m.
J eff Gross, A uburn S chool District
Mr. Gross advised Council the A uburn S chool District concurs with
the vacation of the Right-of-Way. He stated this vacation would
improve safety for the students.
Virginia Haugen, 2503 R S T S E
Ms. Haugen stated she does not know anything about this project and
may submit a records request for additional information.
Director Gaub explained the purpose of the vacation.
T here being no one else to speak the Mayor closed the public hearing
at 7:40 p.m.
2.Public Hearing for the 2020-2024 Community
Development B lock Grant Consolidated Plan
City Council to hold a Public Hearing for the proposed Consolidated P lan 2020-
2024 Update (Consolidated Plan) and Analysis of I mpediments to F air Housing
Choice
Mayor B ackus opened the public hearing at 7:41 p.m. No one came
forward to speak. T he Mayor closed the public hearing.
B .Audience Participation
This is the place on the agenda where the public is invited to speak to the City
Council on any issue. Those wishing to speak are reminded to sign in on the form
provided.
Val Erickson, 535 M S treet NE, A uburn
Ms. E rickson thanked staff for their help and expressed concerns with an
E nhanced Services F acility being placed in a residential neighborhood.
Denise Nave, 19 O S treet NE, A uburn
Ms. Nave expressed her concerns with an Enhanced S ervices Facility in
her neighborhood.
B ob Z immerman, 33029 46th Place, Auburn
Mr. Z immerman expressed disappointment that the City did not recognize
E mergency Preparedness Month. He shared some predictions about
future earthquakes.
Page 3 of 8Page 9 of 567
Virginia Haugen, 2503 R S treet S E, A uburn
Ms. Haugen expressed her concern with the removal of vegetation at storm
retention ponds.
J oanne Alexander, 2015 Hemlock Street, A uburn
Ms. Alexander expressed her concerns with an E nhanced Services F acility
in A uburn.
C.Correspondence
There was no correspondence for Council to review.
V I .C O UNC I L AD HO C C O M M IT T E E RE P O RT S
Council Ad Hoc Committee Chairs may report on the status of their ad hoc Council
Committees' progress on assigned tasks and may give their recommendation to the
City Council, if any.
1.F inance Ad Hoc Committee (Chair Wales)
Councilmember Wales, Chair of the F inance ad hoc committee,
reported she and Councilmember DaCorsi have reviewed the claims
and payroll vouchers described on the Consent Agenda this evening
and recommended their approval.
V I I .C O NS E NT AG E ND A
All matters listed on the Consent Agenda are considered by the City Council to be
routine and will be enacted by one motion in the form listed.
A .Minutes of the August 12, 2019, S eptember 9, 2019,
S eptember 23, 2019, September 30, 2019 Study Session
B .Minutes of the S eptember 16, 2019 Regular Council Meeting
C.Claim Vouchers (Thomas)
Claim vouchers list dated October 7, 2019 which includes voucher numbers 455659
through 455900 in the amount of $1,979,689.35 and nine wire transfer in the amount of
$847,858.48.
D.P ayroll Vouchers (T homas)
P ayroll check numbers 538621 through 538639 in the amount of $616,964.89,
electronic deposit transmissions in the amount of $2,028,324.26 for a grand total of
$2,645,289.15 for the period covering September 12, 2019 to October 2, 2019, are
approved for payment this 7th day of October, 2019.
E .P ublic Works P roject No. C P 1516 (Gaub)
City Council to Award Base Bid (Schedule A ) plus A lternate Bid 2 (Schedule C) for
Page 4 of 8Page 10 of 567
Contract No. 19-15, to Pivetta B rothers Construction on their low bid of $2,545,956.41
plus Washington State Sales Tax of $254,595.65 for a total contract price of
$2,800,552.06 for P roject No. C P 1516, Airport Runway 16-34 E xtension
F.S etting the date of P ublic Hearing for Ordinance No. 6736
Hudson D C T S ewer P ayback Agreement #P B K 18-0002
(Gaub)
City Council to set the date of the Public Hearing for Ordinance No. 6736 for the
Hudson D C T S ewer P ayback Agreement No. P B K 18-0002 for November 4, 2019 at
7 P M
G.S etting the date of P ublic Hearing for Ordinance No. 6737 for
Water P ayback Agreement #P B K 19-0003 (Gaub)
City Council set the date of the P ublic Hearing for Ordinance No. 6738 for Water
P ayback Agreement No. P B K 18-0003 for Hudson D C Ton November 4, 2019 at
7:00P M
H.S etting the date of P ublic Hearing for Ordinance No. 6738 for
S treet Payback A greement #P B K18-0004 (Gaub)
City Council to set the date of the Public Hearing for Ordinance No. 6738 for Street
P ayback Agreement No. P B K 18-0004 for Hudson Distribution Center on November 4,
2019 at 7 P M
I .S etting the date of P ublic Hearing for the Modification of the
2020-2025 Transportation I mprovement Plan (Gaub)
City Council to set the public hearing for October 21, 2019 to Modify the Adopted
2020-2025 Transportation I mprovement Plan
Deputy Mayor Peloza moved and Councilmember Holman seconded to
approve the consent agenda.
MO T I O N C A R R I E D UNA NI MO US LY. 7-0
V I I I .UNF INIS HE D B US I NE S S
There was no unfinished business.
I X.NE W B US I NE S S
There was no new business.
X .O RD INANC E S
A .Ordinance No. 6729 (Gaub)
A n Ordinance of the City Council of the City of A uburn, Washington, Vacating Right-of-
Way of 130th Avenue S E , between S E 304th Street and S E 302nd P lace, within the
City of Auburn, Washington
Councilmember Wales moved and Councilmember B rown seconded to
adopt Ordinance No. 6729.
Page 5 of 8Page 11 of 567
MO T I O N C A R R I E D UNA NI MO US LY. 7-0
B .Ordinance No. 6734 (T homas)
A n Ordinance of the City Council of the City of A uburn, Washington related to the
S outh Correctional Entity; authorizing the execution of an amended and restated
I nterlocal A greement relating to the; approving the City’s Capital Contribution related to
refunding bonds to be issued to refinance the S outh Correctional Entity F acility; and
approving other matters related thereto
Councilmember Holman moved and Councilmember Trout-Manuel
seconded to adopt Ordinance No. 6734.
MO T I O N C A R R I E D UNA NI MO US LY. 7-0
X I .RE S O L UT IO NS
A .Resolution No. 5455 (Gaub)
A Resolution of the City Council of the City of A uburn, Washington, authorizing the
Mayor to enter into an E asement Agreement with Motorola Solutions, I nc.
Councilmember DaCorsi moved and Councilmember Baggett seconded
to adopt Resolution No. 5455.
MO T I O N C A R R I E D. 6-1
Councilmember Wales voted no.
B .Resolution No. 5456 (Tate)
A Resolution of the City Council of the City of A uburn, Washington, supporting Puget
S ound Regional Council’s Vision 2050 Draft P lan and related to regional planning
Councilmember Holman moved and Councilmember Trout-Manuel
seconded to adopt Resolution No. 5456.
MO T I O N C A R R I E D UNA NI MO US LY. 7-0
C.Resolution No. 5457 (Hinman)
A Resolution of the City Council of the City of A uburn, Washington, authorizing the
Mayor to execute amendments to seven separate land leases related to hangers
located on the Auburn Municipal A irport
Councilmember B aggett moved and Councilmember Brown seconded to
adopt Resolution No. 5457
MO T I O N C A R R I E D UNA NI MO US LY. 7-0
D.Resolution No. 5460 (Hinman)
A Resolution of the City Council of the City of A uburn, Washington, opposing I nitiative
Measure No. 976, an initiative seeking to repeal authority to impose certain vehicle
taxes, change vehicle valuation laws, and limit motor vehicle license fees to $30.00
Page 6 of 8Page 12 of 567
Councilmember B rown moved and Deputy Mayor Peloza seconded to
adopt Resolution No. 5460.
Mayor Backus offered the audience an opportunity to speak to Resolution
No. 5460. No one came forward to speak.
Councilmember B rown shared estimated losses to the State of
Washington if I -976 passes
Councilmember Wales expressed concerns with the use of the current
funds and does not believe additional fees should be added to the license
tabs
Deputy Mayor Peloza stated people do not like taxes but taxes are
necessary for infrastructure in the City.
MO T I O N C A R R I E D UNA NI MO US LY. 6-1
Councilmember Wales voted no.
X I I .M AY O R AND C O UNC I L M E M B E R RE P O RT S
At this time the Mayor and City Council may report on significant items associated with
their appointed positions on federal, state, regional and local organizations.
A .From the Council
Deputy Mayor Peloza reported he attended the K ing County Metropolitan
S olid Waste Management meeting.
Councilmember Trout-Manuel reported she attended the Sustainability
S ummit for S outh Sound Women for B usiness 2019.
Councilmember DaCorsi reported that he and S enior Planner A nthony
Avery attended the A ffordable Housing Committee Meeting and the
A ffordable Housing Advisory B oard Meeting.
Councilmember B aggett reported that he attended the P ierce County
Tacoma Board of Health Meeting.
B .From the M ayor
Mayor Backus recognized Deputy Mayor Peloza and Councilmember
Trout-Manuel who were finalists in the A uburn Area Chamber of Commerce
S pot L ight award. She also reported she attended the National A lliance on
Mental I llness conference where she presented on the R E A D Y P rogram.
Page 7 of 8Page 13 of 567
X I I I .AD J O URNM E NT
There being no further discussion, the meeting was adjourned at 8:37 p.m.
A P P R O V E D this 21st day of October, 2019.
_____________________________ ____________________________
NA NC Y B A C K US, MAYO R Shawn Campbell, City Clerk
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 8 of 8Page 14 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Claim Vouchers (Thomas)
Date:
October 16, 2019
Department:
City Council
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Approve Claim Vouchers
Background Summary:
Claim vouchers list dated October 21, 2019 which includes voucher numbers 455901
through 456098 in the amount of $9,153,617.60 and two wire transfers in the amount of
$530,700.87.
Rev iewed by Council Committees:
Councilmember:Staff:Thomas
Meeting Date:October 21, 2019 Item Numb er:CA.B
Page 15 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Payroll Vouchers (Thomas)
Date:
October 16, 2019
Department:
City Council
Attachments:
No Attachments Av ailable
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Approve Payroll Vouchers
Background Summary:
P ayroll check numbers 538640 through 538658 in the amount of $240,685.77, electronic
deposit transmissions in the amount of $2,069,852.72 for a grand total of $2,310,538.49 f or
the period covering October 3, 2019 to October 16, 2019.
Rev iewed by Council Committees:
Councilmember:Staff:Finance
Meeting Date:October 21, 2019 Item Numb er:CA.C
Page 16 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6728 (Tate)
Date:
October 15, 2019
Department:
Community Development
Attachments:
Ordinance No. 6728
Agenda Bill
Exhibit A - ACC 18.08
Exhibit B - MIT Meas ures
Exhibit C - ACC 18.23
Exhibit D - ACC 18.31.200
Exhibit E - ACC 18.57
Exhibit F - NE Auburn S AP EIS Addendum
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council to review and adopt Ordinance No. 6728.
Background Summary:
See Attachment
Rev iewed by Council Committees:
Councilmember:DaCorsi Staff:Tate
Meeting Date:October 21, 2019 Item Number:ORD.A
Page 17 of 567
--------------------------------
Ordinance No. 6728
October 15, 2019
Page 1 of 4 Rev. 2018
ORDINANCE NO. 6728
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, RELATING TO LAND USE
DEVELOPMENT REGULATIONS RELATED TO MIXED-
USE DEVELOPMENT; AMENDING CHAPTERS 18.08,
18.23, 18.31, AND 18.57 OF THE AUBURN CITY CODE AND
EXHIBIT 1 TO ORDINANCE NO. 6382.
WHEREAS, the City and Auburn Properties, Inc. (“API”) entered into a
Development Agreement authorized by Resolution No. 4756 related to the Auburn
Gateway Project; and,
WHEREAS, The City adopted Ordinance No. 6183 in 2008 and Ordinance No.
6382 in 2011, both of which contained development regulations related to implementation
of the Northeast Auburn – Robertson Properties Group Special Area Plan which includes
the Auburn Gateway Project site; and,
WHEREAS, Despite the City’s and API’s intentions, the market conditions and
other factors have changed such that the API is no longer interested in developing the
property, and has proposed selling the property; and,
WHEREAS, the new developer, Inland Washington, LLC (“Inland” dba Capital
Acquisitions, LLC) has proposed a development that is generally consistent with land
uses that was previously proposed but that allows residential development first, separate
from commercial development rather than mixed used within the same structure; a
change in the boundaries and number of phases; different proportions of land uses;
changes in street intersection signalization; changes in surrounding development; and
changes in critical area mitigation. These changes to the Auburn Gateway Project require
Page 18 of 567
--------------------------------
Ordinance No. 6728
October 15, 2019
Page 2 of 4 Rev. 2018
changes to the zoning development standards and the requirements of the Development
Agreement to take into account the changes in conditions; and,
WHEREAS, the Community Development Department and Public Works
Department have reviewed the proposed changes and prepared an addendum to the
current Environmental Impact Statement (and addenda) under the State Environmental
Policy Act (SEPA) that provides for mitigation measures and other conditions to ensure
that the proposed future development will not create significant adverse environmental
impacts; and,
WHEREAS, the proposed changes to the development regulations were reviewed
by the City’s Planning Commission at its June 4, 2019 meeting and after a public hearing
conducted on July 16, 2019, the Commission recommended approval; and,
WHEREAS, the City transmitted the proposed code amendments to the
Washington State Department of Commerce and to other state agencies as required by
RCW 36.70A.160 on July 1, 2019; and,
WHEREAS, Council has determined that revising the development regulations in
connection with approval of an Amended and Restated Development Agreement is
mutually beneficial to the developer and to the City and community; and
WHEREAS, the City Council discussed the Amended and Restated Development
Agreement on June 24, 2019 and after a properly noticed public hearing adopted the
Amended and Restated Development Agreement on June 24, 2019 by Resolution No.
5442.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON,
DO ORDAIN as follows:
Page 19 of 567
--------------------------------
Ordinance No. 6728
October 15, 2019
Page 3 of 4 Rev. 2018
Section 1. Amendment to City Code. Chapter 18.08 of the Auburn City Code
(NE Auburn Special Area Plan & Auburn Gateway Planned Action) is amended to read
as shown in Exhibit A.
Section 2. Amendment to Exhibit 1 to Ordinance No. 6382. Section D of
Exhibit 1 to Ordinance No. 6382 (uncodified) is amended to read as shown in Exhibit B.
Section 3. Amendment to City Code. Chapter 18.23 of the Auburn City Code
(Commercial & Industrial Zones) is amended to read as shown in Exhibit C.
Section 4. Amendment to City Code. Section 18.31.200 of the Auburn City
Code (Architectural & Site Design Review Standards) is amended to read as shown in
Exhibit D.
Section 5. Amendment to City Code. Section 18.57.030 of the Auburn City
Code (Standards for Mixed Use Development) is amended to read as shown in Exhibit E.
Section 6. Implementation. The Mayor is authorized to implement those
administrative procedures necessary to carry out the directives of this legislation.
Section 7. Severability. The provisions of this ordinance are declared to be
separate and severable. The invalidity of any clause, sentence, paragraph, subdivision,
section, or portion of this ordinance, or the invalidity of the application of it to any person
or circumstance, will not affect the validity of the remainder of this ordinance, or the validity
of its application to other persons or circumstances.
Section 8. 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. However,
the amendments to the Code Provisions and to Ordinance No. 6382 shall not take effect
until the Amended and Restated Development Agreement between Inland Washington
Page 20 of 567
--------------------------------
Ordinance No. 6728
October 15, 2019
Page 4 of 4 Rev. 2018
LLC and the City is signed and recorded and Inland Washington LLC (or its affiliate) owns
the Auburn Gateway Properties.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
Published: ____________________
Page 21 of 567
AGENDA BILL APPROVAL FORM
CITY COUNCIL
Agenda Subject/Title:
Ordinance No. 6728, File No. ZOA19-
0002, Proposed Zoning Code
Amendments by Inland Washington LLC
Date:
October 15, 2019
Department:
Community Development
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
DESCRIPTION:
Ordinance No. 6728, File No. ZOA19-0002, Proposed Zoning Code amendments by Inland
Washington LLC
Proposed changes to four sections of the zoning code including: the chapter dealing with
the Planned Action (ACC 18.08); the uses & development standards of the C-4, Mixed
Use Commercial zoning district (ACC 18.23), the development standards associated with
mixed use development (ACC 18.57), and revision of the architectural & design standards
(ACC 18.31.200) and the associated revisions to Exhibit 1 to previously-adopted
Ordinance No. 6382 (Planned Action Ordinance, codified as ACC 18.08).
PLANNING COMMISSION RECOMMENDATION:
Approve Ordinance No. 6728, ZOA19-0002, Zoning Code Amendments by Inland
Washington LLC at the regular meeting on October 21, 2019.
BACKGROUND/SUMMARY:
PROPOSAL: An Inland Washington LLC (“Inland”) application to amend the text of four
sections the City’s zoning code to facilitate development of the Auburn Gateway Project. In
summary, the main changes to the four code sections include:
• ACC 18.08 Change to Planned Action Ordinance (PAO) This is a separate code chapter
that is specifically for this development proposal and is being modified to accommodate project
changes. Such changes include:
o Allow horizontal integrated mixed use in addition to vertical integrated mixed use.
o Recognize the preparation of additional environmental review documents
o Include any other project changes and associated mitigation measures (Amending
Exhibit 1 to the original Ordinance No. 6382, Planned Action Ordinance previously
adopted in 2011.)
• ACC 18.23 Commercial and industrial zones
o The unique zoning of C-4, Mixed Use Commercial to be changed to also allow
horizontal distributed mixed use in addition to vertical distributed mixed use.
o Allow an “outdoor recreation use for profit” as an allowed use subject to an city
approval of an administrative use permit (land use approval).
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Staff Member: Tate
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• ACC 18.57.030 Mixed use development standard
o Allow mixed use commercial to be changed to allow horizontal mixed use as well as
vertical.
• ACC 18.31.200 Architectural and Site Design Standards and regulations
o Allow the Design Standards document to be administratively amended by the
Community Development Director rather than amended by approval of the Planning and
Development Committee of the Auburn city council--
o To change the references contained in ACC 18.31.200, (Architectural and site design
review standards and regulations) to recognize any future amendments to the design
standards.
FINDINGS OF FACT:
Background & Proposal
1. Inland Washington LLC (“Inland”), on May 17, 2019 filed an application (File No. ZOA19-
0002) for a zoning code text amendment to affect changes to three provisions of the zoning
code as part of the various approvals needed for the proposed ‘Auburn Gateway Project’.
This project was previously proposed by Robertson Properties Group (RPG) for
redevelopment of the former Valley 6 Drive-In Theater site associated with the parcels that
RPG had acquired in Northeast Auburn and was the subject of a previously executed
Development Agreement (DA) with the City.
2. Since the time of the application, the city staff have been working with Inland Washington
LLC on various approvals needed for the project. As a result, City staff identified an
additional zoning code section that requires modification for the project; which is ACC
18.31.200, (Architectural and site design review standards and regulations). The changes
have been reviewed with the Applicant.
3. The project site is approximately 70 acres in area and consists of the former drive theater
site and adjacent parcels that RPG had acquired over the intervening time. All the drive in
theater structures and features have been removed as authorized by city permits. The site
is generally bounded by Auburn Way North, 45th ST NE, the extension of I ST NE and S
27th ST, with certain property exceptions.
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Date: October 15, 2019
Page 3 of 8
4. Inland is acquiring the former Valley 6 Drive-In properties from Robertson Properties Group
(RPG). In anticipation of acquiring the property, Inland has submitted an application to
amend the City code and the existing Development Agreement (DA) adopted under
Resolution No. 4756 (2011) in order to allow horizontal mixed use (the current DA restricts
the development to only vertical mixed use in order to have multifamily residential land
uses).
5. Inland has indicated their desire to construct, as a first phase, a multi-family complex with
500 dwelling units. This number is consistent with the maximum number of multi-family
units considered and approved in the previously approved sub area plan of the City’s
Comprehensive Plan, the Environmental Impact Statements (EIS’s), and the DA. However,
Inland has indicated that there are a number of circumstances that preclude construction of
the full amount of the previously proposed 1.6 million square feet of professional office
and/or 720,000 square feet of retail commercial space. These circumstances include a
changed economic environment for retail storefronts and the anticipated changes in 2020 to
the floodplain maps by the Federal Emergency Management Agency (FEMA) to increase
the extent and depth of floodplain in this vicinity.
6. DA’s are a development tool authorized under State law (RCW 36.70B.170). The concept
behind a DA is to allow a municipality and a property owner to voluntarily agree to
development terms for a specific development proposal that may be beyond adopted city
code requirements. Both parties may have interest in entering into such an agreement
because it allows a property owner greater flexibility in certain specified city standards that
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Staff Member: Tate
Date: October 15, 2019
Page 4 of 8
are determined in advance in exchange the City can require a higher quality of development
and greater benefits to the community than what typical code requires. It is an optional
process because it is a voluntary negotiated agreement. The City has only a few other
instances of development agreements.
7. The main code change affecting multiple sections is to allow horizontal distributed or
integrated mixed-use in addition to the currently exclusively-required vertical integrated
mixed-use required by the C-4, Mixed Use Commercial zoning district. Vertical mixed-use is
where the ground floor consists of commercial tenants with multi-family residential located
above.
8. The City’s zoning code provides the following definition of mixed use development:
“ACC 18.04.625 Mixed-use development.
“Mixed-use development” means a single unified development that incorporates the
planned integration of two or more different land uses consisting of some
combination of office, light industrial, hotel, retail, entertainment, public uses, along
with residential uses. Mixed-use development may be vertically oriented in one or
more buildings, or horizontally distributed on a development site. When horizontally
distributed, the different uses may be constructed concurrently and in separate
phases, and should incorporate common and/or complementary features and/or
elements such as pedestrian walkways, access driveways, parking areas,
architectural themes, or other techniques that provide integration between uses on
the site.”
9. To change provisions of the zoning code requires an amendment with a recommendation
made by the Planning Commission and final action by the City Council.
10. Also since the time of their application, the City Council has considered amendments to the
previous Development Agreement (DA) that was executed between Robertson Properties
Group (RPG) and the City (Resolution No. 4756). At a special Council meeting conducted
on June 24th 2019, the City Council adopted Resolution No. 5442 approving an Amended
and Re-stated development agreement between the City and Inland Washington LLC, for
the Auburn Gateway Project.
Past Planning Commission & City Council Actions
11. At the Planning Commission’s May 7, 2019 regular meeting, John Fisher and Scott Morris of
Inland Washington LLC (Inland) introduced themselves, their company, the type of projects
their company constructs and described their proposal for the Auburn Gateway Project.
12. At the Planning Commission’s June 4, 2019 regular meeting, staff introduced and described
the first three code amendments. The materials presented included a description of the
changes along with copies of the code sections with edits showing. Inland Washington LLC
representatives were present at the meeting and were invited to add comments.
13. At the Planning Commission’s July 16, 2019 regular meeting, a public hearing was
conducted on the four proposed code amendments. The only testimony was from the John
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Staff Member: Tate
Date: October 15, 2019
Page 5 of 8
Fisher of Inland Washington LLC (Applicant). At the conclusion of the hearing, the
Planning Commission voted to recommend approval of the code amendments to the
City Council.
14. At the City Council’s April 22, 2019 Study Session, John Fisher and Scott Morris of Inland
Washington LLC (Inland) introduced themselves, their company, the type of projects their
company constructs and described an overview of their proposal for the Auburn Gateway
Project.
15. At the Study Session on June 24, 2019, the City Council discussed the Amended and
Restated Development Agreement.
16. On June 24, 2019 after a properly noticed public hearing, the City Council adopted the
Amended and Restated Development Agreement between the City and inland Washington
LLC by Resolution No. 5442.
17. At the Study Session on October 14, 2019 the City Council reviewed and discussed the
proposed zoning code amendments, ZOA19-0002.
Procedural Steps
18. Pursuant to Revised Code of Washington (RCW) 36.70A the proposed zoning code
amendment language was transmitted to the Washington State Department of Commerce
for State Agency Review and requesting an expedited review (consisting of a 14-day period)
on July 1, 2019. City received notice that expedited review had been accepted and that the
City met the notice to state agency requirements contained in RCW 36.70A.106. The City
has not received comments from any state agency.
19. In accordance with the State Environmental Policy Act (SEPA) (WAC 197-11) the City
issued a Draft and Final Environmental Impact Statements (EIS) for the Auburn Gateway
Project in 2004. Also, the City issued an Addendum to the Final Environmental Impact
Statement Northeast Auburn Robertson Properties Special Area Plan, City of Auburn, 2004
to clarify wetland-related text, Page 9.
20. Subsequently, in 2011 the City issued a second addendum to the Final EIS to address some
project changes including additional properties, identification of phasing, changes in
governing regulations and changes in nearby development.
21. A third addendum to the Final EIS is currently being prepared to meet the SEPA
requirements for the changes to the proposed action specifically by Inland Washington LLC.
22. To meet the City code requirements associated with zoning code amendments (ACC
18.68.030, Public Hearing Process), a Notice of Public Hearing (NOPH) was published in
the Seattle Times newspaper on July 1, 2019 prior to the Planning Commission Public
hearing and posted in three general public places (City Hall, City Annex, and the City’s
Public Land Use Notice webpage).
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Staff Member: Tate
Date: October 15, 2019
Page 6 of 8
A further and more detailed explanation of the changes to each of the four code section follows:
1. ACC 18.08 Text Change to Planned Action Ordinance (PAO) - Exhibits A & B.
First, an explanation of the term: “Planned Actions”. A planned action is a tool of the WA State
Environmental Policy Act (SEPA) that was added to the state laws in 1997. A planned action is
a designated development project whose impacts have been addressed by an Environmental
Impact Statement (EIS) associated with a plan for a specific geographic area before individual
development projects are proposed. A planned action involves detailed SEPA review and
preparation of EIS documents in conjunction with sub-area plans, consistent with RCW
43.21C.031 and WAC 197-11-164 through WAC 197-11-172. The tool provides for up-front
analysis of impacts and mitigation measures to facilitate expedited environmental review of
subsequent individual development projects, when determined consistent.
The City adopted Chapter 18.08, ‘Northeast Auburn Special Area Plan and Auburn Gateway
Planned Action’ in 2011 by Ordinance No. 6382 and has not been used, as no development has
taken place. In summary, the text changes are for the purpose of:
o To recognize the preparation of additional environmental review documents (change
text to recognize the November 2, 2011 EIS addendum and to recognize the future EIS
addendum that is currently being prepared).
o To allow horizontal integrated mixed-use in addition to vertical integrated mixed-use
that is currently required by the zoning classification (While this does not require any text
changes, the PAO refers to the zoning that applies to the site in subsection ACC
18.08.040, ‘Planned action thresholds’ and the C-4, Mixed Use Commercial is also
proposed to change). By reference, this is also a change.
o To recognize the change in City Department name.
o To increase consistency with the development agreement.
o To recognize any other project changes and associated EIS identified mitigation
measures (Amending Exhibit 1 to the original Ordinance No. 6382, Planned Action
Ordinance).
Please note: that in code subsection 18.08.080, ‘Planned action mitigation measures’ there is a
reference to a separate document (Exhibit 1) that is not codified in the city’s code chapter. This
Exhibit 1 consists of an updated listing of mitigation measures drawn from the EIS’s and due to
their length are not made part of the same document.
2. ACC 18.23 Commercial and industrial zones – Exhibit C.
Chapter 18.23 ACC, ‘Commercial and industrial zones’ describes the purpose statement, uses
regulations, and zoning development standards of certain zoning classifications. The text
changes are related to modifying the “C-4, Mixed Use” zoning classification. The project site is
the only mapped location of this zoning classification in the city. See the following zoning map
excerpt.
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Staff Member: Tate
Date: October 15, 2019
Page 7 of 8
Zoning Map (excerpt)
The changes are for the purpose of:
o Change the C-4, Mixed Use Commercial zoning classification to also allow horizontal
integrated mixed-use in addition to vertical integrated mixed-use.
o Change the set of uses to recognize the listed use of: “outdoor recreation use for
profit” in the zoning district subject to an administrative use permit (land use approval).
Page 28 of 567
Staff Member: Tate
Date: October 15, 2019
Page 8 of 8
3. ACC 18.31.200 Architectural and Site Design Standards and Regulations – Exhibit D.
This chapter of the zoning code provides an administrative review process for evaluating the
design and arrangement of development. The architectural and site design regulations are
intended to be consistent with and implement the policies of the comprehensive plan. A
further explanation of the purpose can be found at ACC 18.31.200.A. (Purpose and Intent).
The architectural and site design regulations apply either to specific geographic areas of the
city, such as downtown, or to specific types of development,-such as multiple family
residential. There is a document which contains the architectural and site design standards
governing each geographic area or type of development. The “Auburn Gateway
architectural and site design standards”: that apply in this instance were specifically adopted
by Resolution No. 4756.
In summary, the text changes are for the purpose of:
o Allow the Design Standards document to be administratively amended by the
Community Development Director rather than amended upon approval by the
Planning and Development Committee of the Auburn City Council. This refers to
Council committee structure which no longer exists because it was changed by
Ordinance No. 6532 in 2014 to provide for study sessions of the entire council. The
approach of administrative changes by the Department director is similar in authority
to the Public Works Department Director approval of the Engineering Design
Standards (ACC 12.04).
o Change the references contained in ACC 18.31.200, (Architectural and site design
review standards and regulations) to recognize any future amendments to the
specific design standards.
o To recognize the change in City Department name.
4. ACC 18.57.030 Mixed use development standard – Exhibit E
Chapter 18.57 ACC, ‘Standards for specific land uses’ contains zoning development standards
in addition to those contained in the zoning district chapter. This chapter provides site planning,
development, and/or operating standards for certain land uses that are allowed by individual or
multiple zoning districts, and for activities that require special standards to mitigate their
potential adverse impacts. Section ACC 18.57.030, ‘Mixed use development’ contains
standards that apply when mixed-use development is proposed in the city.
The text amendments to the mixed-use standards are proposed to accomplish the following:
o To allow mixed-use commercial to be changed to allow horizontal mixed-use as well
as vertical. It should be noted that vertical mixed-use is not actively being pursued for
this project.
Page 29 of 567
Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 1 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
Chapter 18.08
NORTHEAST AUBURN SPECIAL AREA PLAN AND AUBURN
GATEWAY PLANNED ACTION
Sections:
18.08.010 Purpose of the planned action.
18.08.020 Findings related to the northeast Auburn special area plan.
18.08.030 Applicability of the planned action.
18.08.040 Planned action thresholds.
18.08.050 Review criteria for planned actions.
18.08.060 Effect of planned action designation.
18.08.070 Planned action permit process.
18.08.080 Planned action mitigation measures.
18.08.090 Amendments.
18.08.010 Purpose of the planned action.
The purpose of this chapter is to:
A. Set forth a procedure designating certain project actions within a specific subject site as
“planned actions” consistent with state law, RCW 43.21C.031; and
B. Provide the public with an understanding as to what constitutes a planned action and how land
use applications which qualify as planned actions will be processed by the city; and
C. Streamline and expedite the development review process for this designated planned action by
relying on completed and existing detailed environmental analysis for the subject site; and
D. Combine environmental analysis with land use planning; and
E. Apply the city’s development regulations together with the mitigation measures described in the
environmental impact statement (EIS) and EIS addenda and this chapter to address the impacts of
future development contemplated by the planned action. (Ord. 6382 § 2, 2011.)
18.08.020 Findings related to the northeast Auburn special area plan.
After thorough review and consideration, the city council makes the following findings:
Page 30 of 567
Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 2 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
A. The Northeast Auburn special area plan (“subarea plan”) and its accompanying draft and final
environmental impact statement (“EIS”) and EIS addenda have analyzed and addressed all of the
probable significant environmental impacts associated with the land uses allowed by the city’s
development regulations and described in the subarea plan as to the Northeast Auburn special
planning area.
B. The analysis contained in the subarea plan and EIS and addenda is adequate to identify the
probable environmental impacts of developments allowed under the city’s development regulations
which were not previously analyzed in the comprehensive plan and its accompanying environmental
documents.
C. The mitigation measures identified in the environmental element of the subarea plan, EIS and EIS
addenda, together with the regulations in the city’s development code, are adequate to identify and
mitigate the probable significant environmental impacts of the land uses and developments
considered within the planned action and subarea plan and EIS documents.
D. The expedited development review procedure in this chapter is consistent with law, will be a
benefit to the public, will protect the environment, and will enhance the city’s economic development.
E. The public interest will be served by implementing the expedited development review procedure
set forth in this chapter.
F. Public involvement and review of the subarea plan and EIS and EIS addenda have been
extensive and meet the requirements of law, and have been sufficient to ensure that the subarea
plan and EIS bear a substantial relationship to the public interest, health, safety, and welfare.
G. The land uses identified in the subarea plan for the Northeast Auburn special area are consistent
with and will implement the Ccomprehensive Pplan.
H. Northeast Auburn special area is hereby designated a planned action. (Ord. 6382 § 2, 2011.)
18.08.030 Applicability of the planned action.
A. Planned Action Area. This chapter applies to approximately 70 acres included in the Auburn
Gateway project area as described in the Northeast Auburn/Robertson Properties special area plan
EIS, issued by the city on July 30, 2004 and EIS Addendum on November 2, 2011 (and any
addenda thereto) and the adoption of the Northeast Auburn/Robertson Properties special area plan.
Any other planned action for which the impacts have been studied in an EIS shall also meet the
requirements of this chapter, be approved by the planning and Ccommunity Ddevelopment Ddirector
(Ddirector), and be designated as a planned action by resolution of the city council before it shall be
entitled to review and treatment as a planned action under this chapter.
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Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 3 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
B. Environmental Document. A planned action for a site-specific development shall be based on the
environmental analysis contained in the Northeast Auburn/Robertson Properties special area plan
EIS, issued by the city on July 30, 2004 and EIS Addendum on November 2, 2011 (and any
addenda thereto). The mitigation requirements in this chapter are based on the Northeast
Auburn/Robertson Properties special area plan EIS and addenda. These requirements, together with
city codes, ordinances, and standards provide the framework for the decision by the city to impose
conditions on a planned action project.
C. Planned Action Designated. Uses and activities described in the Northeast Auburn/Robertson
Properties special area plan EIS (and any addenda thereto), subject to thresholds (ACC 18.08.040)
and mitigation measures established by this chapter, are designated planned actions pursuant to
RCW 43.21C.031. (Ord. 6382 § 2, 2011.)
18.08.040 Planned action thresholds.
Subject to the zoning regulations for the site and the mitigation measures described in this chapter,
the maximum levels of development described below have been evaluated in the Northeast
Auburn/Robertson Properties special area plan EIS, as described in the EIS (and any addenda
thereto), and are planned actions pursuant to RCW 43.21C.031. In order to qualify as a planned
action, total cumulative development within the Auburn Gateway project area that has been
permitted under this chapter shall meet all of the following criteria:
A. Land Use.
1. The following are the primary categories of uses authorized under this planned action:
a. Office.
b. Retail.
c. Multifamily residential.
2. Land Use Review Threshold. The planned action designation applies to future development
proposals within the Auburn Gateway project area which are within the range evaluated in the
Northeast Auburn/Robertson Properties special area plan EIS and the EIS addenda as shown
below.
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Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 4 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
Use Maximum
Allowable
Maximum
Structure
Height
Multifamily
residences
500 dwelling units 75 feet
Retail
uses
720,000 square
feet
75 feet
Office
uses
1,600,000 square
feet
75 feet
B. Transportation.
1. Trip Ranges. Cumulative development within the Auburn Gateway project area that does not
exceed the following range of trip generation from all uses developed within the Auburn
Gateway project area shall qualify as a planned action:
Maximum Net New (Non-Pass-By) Trip Generation Allowable in the Auburn Gateway
Project Area
Time Range Net New Trips
AM peak hour (primary) 1,862
PM peak hour (primary) 2,419
Daily Total: 18,920 Non-Pass-by Trips (“Auburn Gateway Transportation Impact Analysis”
prepared by Transportation Solutions, Inc. in October 2011 for the Auburn Gateway
Environmental Impact Statement (EIS) addendum).
2. The net new (non-pass-by) trip generation within a single phase shall qualify as a planned
action that does not exceed the following:
Maximum Net New Trips Allowable within a Single Phase of the Auburn Gateway Project
Area
Time Range Net New Trips
AM Peak Hour (primary) 1,117
PM Peak Hour (primary) 1,451
Page 33 of 567
Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 5 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
C. Earthwork. The maximum amount of excavation and fill qualifying as a planned action shall be
250,000 cubic yards of excavation and 750,000 cubic yards of fill.
D. Air Quality. Modifications to regional arterials included in the planned action include potential new
signals on Auburn Way North at 45th Street NE and 49th Street NE, and at the driveway access to
Auburn Way North midpoint between the two intersections, if demonstrated by analysis of signal
warrants and on South 277th Street and 45th Street NE at a relocated I Street NE. A roundabout or
traffic signal would be provided at the intersection of 49th Street NE and I Street NE and a future
signal at 45th Street NE.
E. Water.
1. Floodplain Modifications. Up to 33.73 acre feet of floodplain storage volume may be filled
within the Auburn Gateway project area based on the 1995 FEMA floodplain. The actual amount
of floodplain modification and storage compensatory flood storage volume will depend on the
FEMA floodplain regulations in effect at the time of development. Since the extent of floodplain
and amount of fill may be subject to change it may be subject to further environmental review.
The amount of floodplain affected will require that compensatory volume is provided at the time
of fill.
2. Impervious Surfaces. Up to 90 percent of the Auburn Gateway site area may be covered
with impervious surfaces.
F. Plants and Animals. Up to 0.55 acres of wetland fill placed in accordance with local, state, and
federal regulations in the wetland ditches along South 277th Street (approximately 0.5 acres), and
as necessary to complete required improvements for I Street NE and 49th Street NE (up to 0.25
acres of wetland fill within the Auburn Gateway project area), shall qualify as part of this planned
action. The wetland impacts to the yet undelineated Wetland F within the Gateway II project area will
be in accordance with local, state and federal regulations in effect.
G. Time of Submission. The application is submitted during the time that the development
agreement between the city of Auburn and Robertson Auburn Properties, entered into on November
21, 2011, is in effect. (Ord. 6382 § 2, 2011.)
18.08.050 Review criteria for planned actions.
The director or director’s designee is hereby authorized to designate a project application as a
planned action if the project meets all of the following conditions:
A. The project is consistent with the adopted comprehensive plan.
B. The project is located on the subject site as described with the planned action ordinance.
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Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 6 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
C. The project’s significant environmental impacts have been adequately addressed in the EIS and
EIS addenda.
D. The project complies with the planned action thresholds.
E. The project’s significant impacts have been mitigated though application of the mitigation
measures identified in the EIS documents, EIS addenda, and other city requirements.
F. The project is not an essential public facility. (Ord. 6382 § 2, 2011.)
18.08.060 Effect of planned action designation.
A. Upon designation by the planning Community Development Ddirector that the project qualifies
as a planned action, the project shall not be subject to a SEPA threshold determination, an
environmental impact statement (EIS), or any further review under SEPA.
B. Being designated a planned action means that a proposed project has been reviewed in
accordance with this chapter, and found to be consistent with the development parameters and
environmental analysis included in the EIS documents and EIS addenda.
C. Planned actions will not be subject to further procedural review under SEPA. However, projects
may be subject to conditions designed to mitigate any environmental impacts which may result from
the project proposal, and projects will be subject to whatever permit requirements are deemed
appropriate by the city under state and city laws and ordinances. The planned action designation
shall not excuse a project from meeting the city’s code and ordinance requirements apart from the
SEPA process. (Ord. 6382 § 2, 2011.)
18.08.070 Planned action permit process.
The Ddirector shall establish a procedure to review projects and determine whether they meet the
planned action criteria, and establishing minimum application and notice requirements. The
procedure shall consist, at a minimum, of the following:
A. Developments shall meet the requirements of ACC Titles 12, 13, 14, 15, 16, 17, 18, and 19,
unless modified by the development agreement . Application shall be made on the forms provided by
the city and shall include a SEPA checklist (where approved through WAC 197-11-315(2)) or such
other environmental review forms provided by the city.
B. The Ddirector shall determine if the application is complete as provided in Chapter 14.06 ACC.
Page 35 of 567
Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 7 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
C. If the project is within the area designated as a planned action, the application shall be reviewed
to determine if it is consistent with all of the requirements in this chapter.
D. When a complete application for development has been determined by the city to qualify as a
planned action, the Ddirector shall notify the applicant and the project shall proceed in accordance
with the appropriate permit procedure, with the exception that no additional SEPA review, threshold
determination, or EIS shall be required.
E. Public notice for project qualifying as planned actions shall be tied to the underlying permit. If
notice is otherwise required for the underlying permit, the notice shall state that the project has
qualified as a planned action. If notice is not otherwise required for the underlying permit, no special
public notice is required.
F. If a project is determined to not qualify as a planned action, the Ddirector shall so notify the
applicant and the SEPA responsible official, and shall prescribe a SEPA review procedure consistent
with the city’s SEPA regulations and the requirements of state law. (Ord. 6382 § 2, 2011.)
18.08.080 Planned action mitigation measures.
The planned action mitigation measures set forth in the Exhibit 1 attached to the ordinance codified
in this chapter and incorporated herein by this reference shall apply to the project identified therein.
This Exhibit 1 shall not be codified with the provisions of this chapter, but shall be on file and
available for review in the office of the city clerk. (Ord. 6382 § 2, 2011.)
18.08.090 Amendments.
Amendments to this chapter may be initiated by the city, the proponent, or the proponent’s
successor, and shall occur as follows:
A. The Ddirector of community development and public works may interpret the words and
meaning of certain conditions in order to resolve conflicts in implementation. All words in the
ordinance codified in this chapter shall carry their customary and ordinary meaning.
B. If changes to the language of the ordinance codified in this chapter are required, such proposed
changes shall be reviewed by the Ddirector of community development and public works. If, in the
estimation of the Ddirector of community development and public works, the proposed change is
minor, then the proposed change shall be forwarded directly to the city council for its consideration.
If, in the estimation of the Ddirector of community development and public works, the change is
major, the proposed change shall be referred to the planning commission which shall conduct a
Page 36 of 567
Exhibit A. Ch. 18.08 Northeast Auburn Special Area Plan | Auburn City Code Page 8 of 8
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
public hearing and make a recommendation to the city council. (Ord. 6532 § 28, 2014; Ord. 6382 § 2,
2011.)
Page 37 of 567
P 1 f7
(Amending and superseding Exhibit 1 to Ordinance # 6382, Planned Action
Ordinance)
D. Prior to any Issuance of Permits for Vertical Construction of
structures of the Project:
General:
1. The City Engineer may modify requirements for public improvements required to
be constructed for this project by City code, Engineering Design Standards, or in
the adopted mitigation measures. The process for modification of these
requirements will be that specified in Chapter 12.64A of the Auburn City Code or
Section 1.04 of the Engineering Design Standards.
Phasing Plan:
2. Prior to any vertical construction of structures, the Applicant shall provide to the
City for review and approval an Overall Phasing Plan. The Overall Phasing Plan
shall identify the building, site work, and public infrastructure for each phase of
the work associated with the phased construction and phased occupancy for the
site. The Plan shall incorporate all elements of the various master plans identified
below and the Conceptual Site Plan prepared by the Applicant and made
Attachment #2 to Resolution #5442, the Amended and Restated Development
Agreement.
This Overall Phasing Plan may include, or may be separate from the phasing
proposal needed to be submitted by the Applicant and approved by the City to
support occupancy of individual buildings.
Master Plans:
Floodplain Master Plan
3. Prior to issuance of permit for vertical construction for any structures, the Applicant
shall provide to the City for review and approval a Floodplain Master Plan for the
Project. The Plan shall include the approximate location and estimated volume of
existing on-site areas located with the 2017 FEMA maps of floodplain. The Plan
shall also identify in narrative and plan view format a conceptual proposal for any
temporary or permanent alteration of the current location of floodplain volume, while
maintaining hydrologic connectivity to off-site floodplain. The Plan shall also
identify in narrative and plan view format a proposal for location of floodplain
volume and depth to achieve development for the northern portion of the site
consistent with that portrayed on the Conceptual Site Plan made Attachment #6 to
Resolution #5442, the Amended and Restated Development Agreement.
Page 38 of 567
P 2 f7
Storm Drainage Master Plan
4. Prior to issuance of permit for vertical construction for any structures, the
Applicant shall provide to the City for review and approval a Storm Drainage
Master Plan for the Project. The Plan shall be based on the Conceptual Site Plan
made Attachment #2 to Resolution #5442 for the northern portion of the site. The
plan shall include the approximate location and size of all major storm drainage
conveyance pipes, water quality treatment facilities, and flow control facilities in
conformance with the City's Engineering Design Standards. The storm drainage
master plan shall contain sufficient information, including supporting storm
drainage calculations, to demonstrate that the system configuration is feasible and
is capable of meeting city standards. The initial Storm Drainage Master Plan may
be based on the current conditions of the site and floodplain mitigation
requirements.
Prior to issuance of permits for vertical construction of any structures on the
portion of the site located north of 49th Street NE, the Applicant will update the
Storm Drainage Master Plan with the specific revised plans for this area provided
that any infrastructure already in place is not impacted by the changes, or if they
are impacted, that provisions to address the impacts are made as determined
satisfactory by the City Engineer.
In addition, if the storm drainage discharge from the project is not as proposed in
previous drainage analysis prepared for the purposes of the EIS ("Hydraulic Model
Evaluation of Potential Drainage System Impacts Associated with the Auburn
Gateway Project", Herrera, 2003) and the discharge is all directed to either: South
277th Street (EIS Scenario 3a) or split evenly between South 277th Street and D
Street NE (EIS Scenario 3b), then additional downstream drainage analysis shall be
required as directed by the City Engineer prior to issuance of a permit for vertical
construction.
The Overall Phasing Plan shall also define which improvements are to be constructed
concurrent with each phase of the Project.
Water Master Plan
5. Prior to issuance of permit for vertical construction, the Applicant shall provide to
the City for review and approval a Water Master Plan for the Project. The Plan
shall include the approximate location and size of all mainline pipes, valves, and
fire hydrants in conformance with the City's Comprehensive Water Plan and
Engineering Design Standards. The Water Master plan shall contain sufficient
information, including hydraulic analysis, if deemed necessary by the City
Engineer, to demonstrate that the system layout is feasible and provides adequate
fire flow and system reliability and provides locations for services and mainlines
located within all public roadways.
The Overall Phasing Plan shall also define which improvements are to be constructed
concurrent with each phase of the Project. The Conceptual Site plan prepared by the
Applicant and made Attachment #2 to Resolution #5442 for the northern portion Page 39 of 567
P 3 f7
of the site may serve as the initial basis for the development of the area north of 49th
St NE. Prior to issuance of permits for vertical construction of any structures
portion of the site located north of 49th Street NE, the Applicant will update the
Master Plan with the specific plans for this area provided that any infrastructure in
place is not impacted by the changes, or if they are impacted that provisions to
address the impacts are made as determined satisfactory by the City Engineer.
The Water Master Plan shall include the following improvements: ·
• Replace the existing 8-inch and 6-inch water pipes with 12-inch water pipe in
49 Street NE from Auburn Way North to I Street NE.
• Construct a new 12-inch water pipe along the extension of I Street NE
between 49th Street NE and South 277th Street.
• Construct a new 12-inch water pipe along the extension of I Street NE
between 45th Street NE and 49th Street NE unless provided for through the
project site to the satisfaction of the City Engineer.
Sanitary Sewer Master Plan
6. Prior to issuance of permit for vertical construction, the applicant shall provide to the
City for review and approval a Sanitary Sewer Master Plan for the Project. The plan
shall include the approximate location, elevation, and size of all mainline pipes and
manholes in conformance with the City's Comprehensive Sanitary Sewer Plan and
Engineering Design Standards. In addition, services located within public
roadways shall be identified in the Sanitary Sewer Master Plan. The sanitary
sewer master plan shall contain sufficient information, including hydraulic
analysis if deemed necessary by the City Engineer, to demonstrate that the system
layout is feasible and is capable of meeting city standards.
The Overall Phasing Plan shall also define which improvements are to be
constructed concurrent with each phase of the Project. The Conceptual Site plan
prepared by the Applicant and made Attachment #2 to Resolution #5442 for the
northern portion of the site may serve as the initial basis for the development of the
area north of 49th St NE. Prior to issuance of permits for vertical construction of
any structures portion of the site located north of 49th Street NE, the Applicant will
update the Master Plan with the specific plans for this area provided that any
infrastructure in place is not impacted by the changes, or if they are impacted that
provisions to address the impacts are made as determined satisfactory by the City
Engineer.
Storm Drainage, Water, and Sanitary Sewer (combined) Master Plan
7. Prior to issuance of permit for vertical construction, the Applicant shall submit
Civil Utilities Construction Plans, consistent with the approved Overall Phasing
Plan and consistent with the approved:
• Storm Drainage Master plan,
• Water Master Plan, and
• Sanitary Sewer Master Plan
to the City for review and approval in conformance with the City's Engineering Page 40 of 567
P 4 f7
Design Standards
Transportation-Related Master Plans
8. Prior to issuance of permit for vertical construction, the Applicant shall provide a
Pedestrian/Non-motorized Circulation Master Plan to the City for review and
approval. The Pedestrian/Non-motorized Circulation Master Plan shall be in
conformance with the City's engineering design standards and provide an efficient
and safe pedestrian circulation system that provides appropriate crossing of I
Street NE, D Street NE, and 49th Street NE at places where pedestrian/non-
motorized crossings are likely to occur and where crossings can be safely
accommodated with necessary improvements to minimize travel distances and
control devices. The Pedestrian/Non-Motorized Circulation Master Plan shall
specify the location and types of paths, methods to be used to address safety at
street and driveway crossings, and the framework of connections and amenities to
be developed, as described in the "Auburn Gateway Architectural and Site Design
Standards", BCRA Inc., October 2011. The Plan shall be coordinated with King
County Metro Transit and shall include the approximate locations of existing and
proposed transit stops and associated facilities serving the Auburn Gateway
Project.
The Overall Phasing Plan shall also define which pedestrian/non-motorized
improvements are to be constructed concurrent with each phase of the Project.
9. Prior to issuance of permit for vertical construction, the Applicant shall provide an
Access and Onsite Vehicular Circulation Master Plan to the City for review and
approval. The plan shall be in conformance with the City's Engineering Design
Standards and include locations and dimensions of access points expected for all
portions of the Auburn Gateway project area. The Conceptual Site Plan as made
attachment #2 to Resolution #5442 for the northern portion of the site may serve as
the initial basis for the development of the area north of 49th St NE. Prior to issuance
of permits for vertical construction of any structures portion of the site located
north of 49th Street NE, the Applicant will update the Master Plan with the specific
plans for this area provided that any infrastructure in place is not impacted by the
changes or if they are impacted that provisions to address the impacts are made as
determined satisfactory by the City Engineer. The Access and Onsite Vehicular
Circulation Master Plan must be accompanied with a traffic analysis that indicates
commercial/delivery vehicle turning templates, emergency access lanes, and the
volumes of traffic and levels of service expected at each access location.
The Overall Phasing Plan shall also define which access points are to be
constructed concurrent with each phase of the Project.
10. Prior to issuance of permit for vertical construction, the Applicant shall provide a
Motorized Public Improvement Master Plan to the City for review and
approval. The plan shall be in conformance with the City's Engineering Design
Standards and include streets, traffic signals, and intersection improvements for all
portions of the Auburn Gateway project area.
The Overall Phasing Plan shall also define which street improvements are to be
Page 41 of 567
P 5 f7
constructed concurrent with each phase of the Project.
The Motorized Public Improvement Master plan shall include the following
improvements:
• Complete a traffic signal at the intersection of South 277th Street and I Street
NE including two traffic monitoring cameras. The signalized intersection
shall consists of two westbound through lanes, one westbound left turn
pocket, three eastbound through lanes, one eastbound right-turn pocket, and
two to three northbound turning lanes.
• Complete I Street NE from 45th Street NE to South 277th Street. This
roadway shall be designed to the city's Minor Arterial standard and include at
a minimum 2, 14-foot wide through lanes, shared use path on the east side of I
Street, 10-foot sidewalk on the west side, an 11-foot wide center turn lane,
and additional turn lane(s) as determined to be needed at the intersection with
S 277th Street.
• Complete a roundabout at intersection of I Street NE and 49th Street NE
designed to accommodate the future eastward street extension of 49th St NE.
• Complete 49th Street NE between Auburn Way North and I Street NE, within
the existing right-of-way. This street shall be designed as a Non-Residential
Collector including at a minimum 2, 14-foot wide through lanes, shared use
path on the north side of 49th Street NE, 10-foot sidewalk on the south side of
49th Street NE and an 11-foot wide center turn lane.
• Complete a traffic signal at the intersection of 49th Street NE and Auburn
Way North including one traffic monitoring camera within the existing right-
of-way.
• Complete D Street NE from Auburn Way North to S 277th Street. This street
shall be designed as a Local Non-Residential street and applicant shall
construct a cul-de-sac at southern terminus of D Street NE at Auburn Way
North and eliminate the vehicular connection to Auburn Way North.
• Complete any additional off-site mitigation as identified in the EIS Addendum
completed October 2019.
11. Prior to issuance of permit for vertical construction, the Applicant shall submit Civil
Transportation Construction Plans, consistent with the approved Overall Phasing
Plan and consistent with the approved:
• pedestrian/non-motorized circulation master plan,
• transit master plan,
• access and onsite vehicular circulation master plan, and
• motorized public improvement master plan
to the City for review and approval in conformance with the City's Engineering
Design Standards.
Signage Master Plan
12. Prior to issuance of permit for vertical construction, the Applicant shall submit a
Signage Master Plan to establish locations sizes and materials for all types of
signage to be used in subsequent phases (except traffic control signage). The
signage master plan shall be prepared in accordance with the provisions of ACC
18.56.030.K, in effect as provided in the vesting provisions of the development Page 42 of 567
P 6 f7
Agreement between the City and Developer. The plan shall include commercial
and directional signage as well as interpretive material such as information on
wildlife near wetlands or historical information about the area. The plan shall be
coordinated with the Auburn Gateway Architectural and Site Design Standards
document. The Signage Master Plan shall be recorded as required by ACC
18.56.030.M.
13. Project plans shall demonstrate that the proposed project is consistent with the
approved signage master plan. Modifications to the signage master plan may be
allowed by the Director only after determining that the changes are consistent with
the "Auburn Gateway Architectural and Site Design Standards," BCRA Inc.,
October 2011, or as may be specifically modified for the Auburn Gateway Project.
Visual/Aesthetics
14. Project construction plans shall adhere to the document: "Auburn Gateway
Architectural and Site Design Standards", BCRA Inc.; October 2011 or as may be
specifically modified for the Auburn Gateway Project.
15. Project plans shall incorporate principles of crime prevention through
environmental design (CPTED) in all project designs. These include but are not
limited to the measures discussed in the "Auburn Gateway Architectural and Site
Design Standards", BCRA Inc. October 2011.
Noise
16. Prior to the issuance of a permit for vertical construction, the Applicant shall
prepare and submit a Noise Control Plan to be approved by the City of Auburn for
areas in which noise-generating equipment, such as mechanical equipment (i.e.,
heating, ventilating, and air conditioning [HVAC] systems), loading docks, solid
waste removal areas, compactors, outdoor retail speakers, and backup power
generators, cannot be located away from noise-sensitive receivers. The City of
Auburn may require noise containment systems where necessary to meet the noise
regulations. Prior to the issuance of a permit for vertical construction, the
Applicant shall provide a binding agreement to ensure that all subsequent
applications for City approval shall meet parameters of the approved noise control
plan. Project plans shall include the use of buildings, fences, berms, or large
landscape buffers to shield noise-sensitive receivers from onsite traffic noise.
17. Automobile fuel stations shall be located as far as possible from residential uses. If
located within 100 feet of residential uses, the City of Auburn may require
additional design measures to limit noise, odor, and glare impacts.
18. Outdoor activity areas such as eating and drinking establishments shall be located
away from residential areas. If located closer than 300 feet to a residential area the
City of Auburn may require design measures or operational restrictions to limit
noise impacts from late evening use.
Critical Area Page 43 of 567
P 7 f7
19. The project’s critical areas report identifies the following mitigation measures to
minimize or avoid impacts to wetlands and watercourses. These are not addressed by
City code requirements and are not addressed by the plans required to be prepared and
submitted to the city as part of the development approvals and thus shall be observed in
the construction and operation of the Project.
a. Apply integrated management practices to minimize fecal coliforms, heavy
metals, and nutrients from entering wetlands and watercourses.
b. Establish covenants limiting the use of pesticides within 150 feet of wetlands
and watercourses.
c. Apply integrated pest management to control rodents and other vermin.
d. Use insect, animal, and plant pesticides according to manufacturer directions;
do not over apply.
e. Keep pets on a leash when outside and not with designated fenced pet exercise
areas and do not let pets roam into critical area buffers, as reinforced by
signage.
Page 44 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 1 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
Chapter 18.23
COMMERCIAL AND INDUSTRIAL ZONES
Sections:
18.23.010 Purpose.
18.23.020 Intent of commercial and industrial zones.
18.23.030 Uses.
18.23.040 Development standards.
18.23.050 Additional development standards for C-2, central business zone.
18.23.060 Additional development standards for the ep, environmental park zone.
18.23.010 Purpose.
This chapter lists the land uses that may be allowed within the commercial and industrial zones
established by ACC 18.02.070 (Establishment of zones), determines the type of land use approval
required for each use, and provides basic and additional development standards for sites, buildings,
and associated improvements. (Ord. 6433 § 26, 2012.)
18.23.020 Intent of commercial and industrial zones.
A. General. This section describes the intent for each of the city’s commercial and industrial zones.
These intent statements are to be used to guide the interpretation of the regulations associated with
each zone. The planning director is authorized to make interpretations of these regulations based on
his/her analysis of them together with clear and objective reasons for such interpretation.
B. C-N, Neighborhood Shopping Center Zone. The C-N zone is intended to provide areas
appropriate for neighborhood shopping establishments which provide limited retail business, service
and office facilities for the convenience of residents of the neighborhood. A neighborhood shopping
center is designed and located so as to minimize traffic congestion on public highways and streets in
its vicinity and to best fit the general land use pattern of the area to be served by the center. The
protective standards contained in this chapter are intended to minimize any adverse effect of the
neighborhood shopping center on nearby property values and to provide for safe and efficient use of
the neighborhood shopping center itself.
C. C-1, Light Commercial Zone. The C-1 zone is intended for lower intensity commercial adjacent
to residential neighborhoods. This zone generally serves as a transition zone between higher and
lower intensity land uses, providing retail and professional services. This zone represents the
Page 45 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 2 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
primary commercial designation for small – to moderate-scale commercial activities compatible by
having similar performance standards and should be developed in a manner which is consistent with
and attracts pedestrian-oriented activities. This zone encourages leisure shopping and provides
amenities conducive to attracting shoppers and pedestrians.
D. C-2 Central Business District Zone. The intent of the C-2 zone is to set apart the portion of the
city proximate to the center for financial, commercial, governmental, professional, and cultural
activities. Uses in the C-2 zone have common or similar performance standards in that they
represent types of enterprises involving the rendering of services, both professional or to the person,
or on-premises retail activities. This zone encourages and provides amenities conducive to attracting
pedestrians.
E. C-3, Heavy Commercial Zone. The intent of the C-3 zone is to allow for medium to high intensity
uses consisting of a wide range of retail, commercial, entertainment, office, services, and
professional uses. This zone is intended to accommodate uses which are oriented to automobiles
either as a mode or target of the commercial service while fostering a pedestrian orientation. The
uses allowed can include outside activities, display, fabrication or service features when not the
predominant portion of the use. The uses enumerated in this classification have potential for impacts
to surrounding properties and street systems than those uses permitted in the more restrictive
commercial classifications.
F. C-4, Mixed-Use Commercial Zone. The intent of the C-4 zone is to provide for a pedestrian-
oriented mix of retail, office, and limited multiple-family residential uses. This classification is also
intended to allow flexibility in design and the combination of uses that is responsive to market
demands. The uses enumerated in this classification anticipate a mix of multiple-family residential,
retail, and office uses that are coordinated through a site-specific planning process. The multiple-
family residential must be located in a multi-story building; the ground floor of which must contain a
permitted use or combination of uses, other than parking, as listed in this chapter. Certain heavy
commercial uses permitted in other commercial classifications are not permitted in this zone
because of the potential for conflicts with multifamily residential uses, in order to achieve a quality of
environment that is conducive to this mix of uses.
G. M-1, Light Industrial Zone. The intent of the M-1 zone is to accommodate a variety of industrial,
commercial, and limited residential uses in an industrial park environment, to preserve land primarily
for light industrial and commercial uses, to implement the economic goals of the comprehensive plan
and to provide a greater flexibility within the zoning regulations for those uses which are non-
nuisance in terms of air and water pollution, noise, vibration, glare or odor. The light
industrial/commercial character of this zone is intended to address the way in which industrial and
commercial uses are carried out rather than the actual types of products made.
The character of this zone will limit the type of primary activities which may be conducted outside of
enclosed buildings to outdoor displays and sales. Uses which are not customarily conducted indoors
Page 46 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 3 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
or involve hazardous materials are considered heavy industrial uses under this title and are not
appropriate for the M-1 zone. An essential aspect of this zone is the need to maintain a quality of
development that attracts rather than discourages further investment in light industrial and
commercial development. Consequently, site activities which could distract from the visual quality of
development of those areas, such as outdoor storage, should be strictly regulated within this zone.
H. EP, Environmental Park Zone. The environmental park district is intended to allow uses in
proximity to the Auburn Environmental Park that benefit from that location and will complement the
park and its environmental focus. Uses allowed in this zone will focus upon medical, biotech and
“green” technologies including energy conservation, engineering, water quality and similar uses.
Other uses complementary to and supporting these uses are also allowed. Incorporation of
sustainable design and green building practices will be a primary aspect of this zone. The
construction of leadership in energy and environmental design (LEED) and built green certified
buildings is encouraged and built green will be required for multiple-family dwellings. The city
recognizes that much of the property in this zone was developed under earlier standards, so the
goals of the district will be realized over a period of time as properties are redeveloped.
I. M-2, Heavy Industrial Zone. The M-2 zone is intended to accommodate a broad range of
manufacturing and industrial uses. Permitted activity may vary from medium to higher intensity uses
that involve the manufacture, fabrication, assembly, or processing of raw and/or finished materials.
Heavy industrial uses should not be located near residential development.
While other uses may be sited within this zone, permits for such uses should not be issued if such
uses will discourage use of adjacent sites for heavy industry, interrupt the continuity of industrial
sites, or produce traffic in conflict with the industrial uses. (Ord. 6433 § 26, 2012.)
18.23.030 Uses.
A. General Permit Requirements. Table 18.23.030 identifies the uses of land allowed in each
commercial and industrial zone and the land use approval process required to establish each use.
B. Requirements for Certain Specific Land Uses. Where the last column in Table 18.23.030
(“Standards for Specific Land Uses”) includes a reference to a code section number, the referenced
section determines other requirements and standards applicable to the use regardless of whether it
is permitted outright or requires an administrative or conditional use permit.
Table 18.23.030. Permitted, Administrative, Conditional and Prohibited Uses by Zone
Page 47 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 4 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
INDUSTRIAL, MANUFACTURING AND PROCESSING, WHOLESALING
Building contractor,
light
X X X P X P X P
Building contractor,
heavy
X X X X X A X P
Manufacturing,
assembling and
packaging – Light
intensity
X X X P X P P P ACC 18.31.180
Manufacturing,
assembling and
packaging – Medium
intensity
X X X A X P A P ACC 18.31.180
Manufacturing,
assembling and
packaging – Heavy
intensity
X X X X X X X A ACC 18.31.180
Marijuana processor X X X X X C C C Chapter 18.59 ACC
Marijuana producer X X X X X C C C Chapter 18.59 ACC
Marijuana researcher X X X X X C C C Chapter 18.59 ACC
Marijuana retailer X X X C X C C C Chapter 18.59 ACC
Marijuana transporter
business
X X X X X C C C Chapter 18.59 ACC
Outdoor storage,
incidental to principal
permitted use on
property
X X X P X P P P ACC 18.57.020(A)
Storage – Personal
household storage
facility (mini-storage)
X P X P X P X P ACC 18.57.020(B)
Warehousing and
distribution
X X X X X P P C ACC 18.57.020(C)
Warehousing and
distribution, bonded
X X X P X P P P
Page 48 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 5 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
and located within a
designated foreign
trade zone
Wholesaling with on-
site retail as an
incidental use (coffee,
bakery, e.g.)
X X X P X P P P
RECREATION, EDUCATION AND PUBLIC ASSEMBLY USES
Commercial recreation
facility, indoor
X P P P P P P A
Commercial recreation
facility, outdoor
X X X A XA P A A ACC 18.57.025(A)
Conference/convention
facility
X X A A X A X X
Library, museum X A A A X A P X
Meeting facility, public
or private
A P P P X A P A
Movie theater, except
drive-in
X P P P P X X X
Private school –
Specialized
education/training (for
profit)
A A P P P P P P
Religious institutions,
lot size less than one
acre
A P P P A A A A
Religious institutions,
lot size more than one
acre
C P P P A A A A
Sexually oriented
businesses
X X X P X P X P Chapter 18.74 ACC
Sports and
entertainment
assembly facility
X X A A X A X A
Page 49 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 6 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
Studio – Art, dance,
martial arts, music, etc.
P P P P P P A A
RESIDENTIAL
Caretaker apartment X P P P X P P P
Live/work unit X X P P P P P X
Work/live unit X P P P P P P X
Marijuana cooperative X X X X X X X X
Multiple-family
dwellings as part of a
mixed-use
development2
X X P P P P P X ACC 18.57.030
Multiple-family
dwellings, stand-alone
X X X X X X X X
Nursing home,
assisted living facility
X P P P C X X X
Senior housing2 X X A A X X X X
RETAIL
Building and
landscape materials
sales
X X X P X P X P ACC 18.57.035(A)
Construction and
heavy equipment sales
and rental
X X X X X A X P
Convenience store A A P P X P P P
Drive-through
espresso stands
A A A P A P A A
Drive-through facility,
including banks and
restaurants
A A A P P P X P ACC 18.52.040
Entertainment,
commercial
X A P P X A X A
Page 50 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 7 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
Groceries, specialty
food stores
P P P P P P P X ACC 18.57.035(B)
Nursery X X X P A P X P ACC 18.57.035(C)
Outdoor displays and
sales associated with a
permitted use
(auto/vehicle sales not
included in this
category)
P P P P P P P P ACC 18.57.035(D)
Restaurant, cafe,
coffee shop
P P P P P P P P
Retail
Community retail
establishment
A P P P P P X P
Neighborhood retail
establishment
P P P P P P X P
Regional retail
establishment
X X X P P P X A
Tasting room P P P P P P P P
Tavern P P X P P P X A
Wine production
facility, small craft
distillery, small craft
brewery
A P P P P P P P
SERVICES
Animal daycare
(excluding kennels and
animal boarding)
A A A P A P X P ACC 18.57.040(A)
Animal sales and
services (excluding
kennels and veterinary
clinics)
P P P P P P X P ACC 18.57.040(B)
Banking and related
financial institutions,
P P P P P P P P
Page 51 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 8 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
excluding drive-
through facilities
Catering service P P P P A P A P
Daycare, including
mini daycare, daycare
center, preschools or
nursery schools
A P P P P P P X
Dry cleaning and
laundry service
(personal)
P P P P P P P P
Equipment rental and
leasing
X X X P X P X P
Kennel, animal
boarding
X X X A X A X A ACC 18.57.040(C)
Government facilities;
this excludes offices
and related uses that
are permitted outright
A A A A A A A A
Hospital X P P P X P X P
Lodging – Hotel or
motel
X P P P P A P A
Medical – Dental clinic P P P P P P X X
Mortuary, funeral
home, crematorium
A P X P X P X X
Personal service
shops
P P P P P P X X
Pharmacies P P P P P X X X
Print and copy shop P P P P P P X X
Printing and publishing
(of books, newspaper
and other printed
matter)
X A P P P P P P
Professional offices P P P P P P P P
Page 52 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 9 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
Repair service –
Equipment, appliances
X A P P P P X P ACC 18.57.040(D)
Veterinary clinic,
animal hospital
A P P P P P X X
Youth community
support facility
X P X X X X X X ACC 18.57.040(E)
TRANSPORTATION, COMMUNICATIONS AND INFRASTRUCTURE
Ambulance, taxi, and
specialized
transportation facility
X X X A X P X P
Broadcasting studio X P X P X P X P
Heliport X X X C X C X C
Motor freight terminal1 X X X X X X X X See Footnote No. 1
Parking facility, public
or commercial, surface
X P P P P P P X
Parking facility, public
or commercial,
structured
X P P P P P P X
Towing storage yard X X X X X A X P ACC 18.57.045(A)
Utility transmission or
distribution line or
substation
A A A A A A A A
Wireless
communication facility
(WCF)
– – – – – – – – ACC 18.04.912,
18.31.100
VEHICLE SALES AND SERVICES
Automobile washes
(automatic, full or self-
service)
X A X P P P X P ACC 18.57.050(A)
Auto parts sales with
installation services
X A A P P P X P
Auto/vehicle sales and
rental
X A X P X P X P ACC 18.57.050(B)
Page 53 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 10 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
PERMITTED, ADMINISTRATIVE, CONDITIONAL AND PROHIBITED USES BY ZONE
P – Permitted
C – Conditional
A – Administrative
X – Prohibited
LAND USE
Zoning Designation Standards for Specific
Land Uses C-N C-1 C-2 C-3 C-4 M-1 EP M-2
Fueling station X A A P P P X P ACC 18.57.050(C)
Mobile home, boat, or
RV sales
X X X P X P X P
Vehicle services –
Repair/body work
X X A P X P X P ACC 18.57.050(D)
OTHER
Any commercial use
abutting a residential
zone which has hours
of operation outside of
the following: Sunday:
9:00 a.m. to 10:00 p.m.
or Monday – Saturday:
7:00 a.m. to 10:00 p.m.
A A A A A A A A
Other uses may be
permitted by the
planning director or
designee if the use is
determined to be
consistent with the
intent of the zone and
is of the same general
character of the uses
permitted. See ACC
18.02.120(C)(6),
Unclassified Uses.
P P P P P P P P
1 Any motor freight terminal, as defined by ACC 18.04.635, in existence as of the effective date of the ordinance
codified in this section, is an outright permitted use in the M-1 and M-2 zones. Any maintenance, alterations and
additions to an existing motor freight terminal which are consistent with ACC 18.23.040, Development standards,
are allowed.
2 Any mixed-use development or senior housing project vested prior to Resolution No. 5187 (December 7, 2015) is
an outright permitted use in the C-1 zone. Subsequently, if a nonresidential use within a vested mixed-use
development changes, then the nonresidential use shall maintain a minimum of 10 percent of the cumulative
building ground floor square footage consisting of the uses permitted outright, administratively, or conditionally,
listed under “Recreation, Education, and Public Assembly,” “Retail,” or “Services” of the C-1 zone.
Page 54 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 11 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
(Ord. 6688 § 1 (Exh. 1), 2018; Ord. 6644 § 2, 2017; Ord. 6642 § 9, 2017; Ord. 6508 § 1, 2014; Ord. 6433 § 26, 2012.)
18.23.040 Development standards.
A. Hereafter, no use shall be conducted and no building, structure and appurtenance shall be
erected, relocated, remodeled, reconstructed, altered or enlarged unless in compliance with the
requirements in Tables 18.23.040A (C-N, C-1, C-2, C-3, and C-4 Zone Development Standards) and
18.23.040B (M-1, EP and M-2 Zone Development Standards) and in compliance with the provisions
of this title, and then only after securing all permits and approvals required hereby. These standards
may be modified through either an administrative variance or variance, subject to the procedures of
Chapter 18.70 ACC.
Table 18.23.040A. C-N, C-1, C-2, C-3, and C-4 Zone Development Standards
Development Standard
Requirement by Zone
C-N
Neighborhood
Shopping
Center
C-1
Light
Commercial
C-2
Central
Business
C-3
Heavy
Commercial
C-4
Mixed-Use
Commercial
Minimum lot area 2 acres None None None None1
Minimum lot width,
depth
None None None None None
Maximum lot coverage 55 percent None None None None
Minimum setbacks Minimum setbacks required for structures. See also ACC 18.31.070 for specific
exceptions to these setback standards.
Front 50 ft 20 ft None 20 ft 20 ft
Side – Interior None2 None2 None None2 None2
Side – Street 50 ft 15 ft None 15 ft 15 ft
Rear None2 None2 None None2 None2
Height limit Maximum allowable height of structures. See also ACC 18.31.030 (Height limitations –
Exceptions) for specific height limit exceptions.
Maximum height 30 ft 45 ft3 ACC 18.23.050 75 ft 75 ft
Additional development
standards
None None ACC 18.23.050 None None
Fences and hedges See Chapter 18.31 ACC
Landscaping See Chapter 18.50 ACC
Parking See Chapter 18.52 ACC
Page 55 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 12 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
Development Standard
Requirement by Zone
C-N
Neighborhood
Shopping
Center
C-1
Light
Commercial
C-2
Central
Business
C-3
Heavy
Commercial
C-4
Mixed-Use
Commercial
Signs See Chapter 18.56 ACC
Lighting See Chapter 18.55 ACC
Nonconforming
structures, land and
uses
See Chapter 18.54 ACC
Notes:
1 Residential uses: no minimum lot size; provided, that residential density does not exceed 20 units per gross acre
(this includes privately owned open space tracts but excludes dedicated public roads).
2 A 25-foot setback is required when adjacent to a residential zone.
3 Buildings within the Auburn north business area, as established by Resolution No. 2283, may exceed 45 feet if
one additional foot of setback is provided from each property line (or required minimum setback) for each foot the
building exceeds 45 feet in height.
Table 18.23.040B. M-1, EP and M-2 Zone Development Standards
Development Standard
Requirement by Zone
M-1
Light Industrial
EP
Environmental Park
M-2
Heavy Industrial
Minimum lot area None None None
Minimum lot width, depth None None None
Maximum lot coverage None 35 percent None
Minimum setbacks Minimum setbacks required for structures. See also ACC 18.31.070
for specific exceptions to these standards.
Front 20 ft 20 ft 30 ft
Side – Interior None1 15 ft None1
Side – Corner 20 ft 20 ft 30 ft
Rear None1 20 ft1 None1
Height limit Maximum allowable height of structures. See also ACC 18.31.030
(Height limitations – Exceptions) for specific height limit exceptions.
Page 56 of 567
Exhibit C. Ch. 18.23 Commercial and Industrial Zones | Auburn City Code Page 13 of 13
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
Development Standard
Requirement by Zone
M-1
Light Industrial
EP
Environmental Park
M-2
Heavy Industrial
Maximum height 45 ft2 35 ft 45 ft2
Additional development standards None ACC 18.23.060 None
Fences and hedges See Chapter 18.31 ACC
Landscaping See Chapter 18.50 ACC
Parking See Chapter 18.52 ACC
Signs See Chapter 18.56 ACC
Lighting See Chapter 18.55 ACC
Nonconforming structures, land and
uses
See Chapter 18.54 ACC
Notes:
1 A 25-foot setback is required when adjacent to a residential zone.
2 Buildings may exceed 45 feet if one foot of setback is provided from each property line (or required minimum
setback) for each foot the building exceeds 45 feet.
Page 57 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 1
of 7
18.31.200 Architectural and site design review standards and
regulations.
A. Intent and Purpose. The architectural and site design regulations provide an administrative review
process for evaluating the design and arrangement of development. The architectural and site
design regulations are intended to be consistent with and implement the policies of the
comprehensive plan. The purposes of these design review regulations are to:
1. Foster good decision-making for development through architectural and site design within the
context of the community’s built and natural environmental character, scale and diversity;
2. Promote the use of appropriate scale of buildings and the configuration of open space and
parking areas for development to safely and comfortably accommodate pedestrian activities;
3. Coordinate the interrelationship of buildings and public and private open space;
4. Discourage monotony in building design and arrangement, while promoting harmony among
distinct building identities; and
5. Mitigate, through design and site plan measures, the visual impact of large building facades,
particularly those which have high public visibility (encourage the creative use of architectural
and landscape features in order to reduce the actual and perceived scale and bulk of
structures).
B. Applicability. The following land uses, types of development activities, including all related site
improvements, and geographic areas, are subject to the architectural and site design standards and
the processes and regulations for conducting design review contained in this chapter:
1. Multiple-Family and Mixed-Use Developments. The following land uses and types of
development are subject to the city’s multiple-family and mixed-use design standards document
unless addressed by a different set of architectural and site design standards applicable to a
specific geographic area.
a. Multifamily development inclusive of triplexes and fourplexes in all zones in the city
where permitted outright or as a conditional use and not otherwise addressed through the
city’s residential infill development standards (Chapter 18.25 ACC); and
b. Mixed-Use Residential Development. Mixed-use development containing residential
living units in all zones in the city where permitted outright or as a conditional use; and
c. Retirement apartments, congregate living facilities and senior housing complexes in all
zones in the city where permitted outright or as a conditional use.
Page 58 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 2
of 7
2. Downtown Urban Center. The following locations of development activities are subject to the
city’s downtown urban center design standards document.
a. Properties located within the boundaries of the DUC, downtown urban center zoning
district, as identified on the comprehensive zoning map.
3. Auburn Junction. The following locations of development activities are subject to the city’s
Auburn Junction design standards document.
a. Properties located within the boundaries of West Main Street, 2nd Street SE/SW, A
Street SE, and A Street SW as identified with ACC 18.29.070, design standards of the DUC
downtown urban center zone.
4. Northeast Auburn Special Planning Area. The following locations of development activities
are subject to the city’s Auburn Gateway architectural and site design standards document.
a. Properties located within the boundaries of the Auburn Gateway Project as defined by
the development agreement approved by city Resolution No. 4756, or as may be
subsequently amended. The Auburn Gateway architectural and site design is addressed in
Section 4 of this resolution and provided as Attachment 4 to the resolution.
C. Exemptions. The following activities as determined by the planning directorCommunity
Development Director shall be exempt from the provisions of the design standards:
1. Any building activity that does not require a building permit; or
2. Interior construction work which does not alter the exterior of the structure; or
3. Normal or routine building and site maintenance/repair that is exempt from issuance of a
permit including the repair or maintenance of structural members; or
4. Interior alterations that do not modify an existing site condition; or
5. Site and exterior alterations that do not exceed 10 percent of the assessed valuation of the
property building or land per the most recent county records; or
6. Building additions that are less than 10 percent of the existing floor area of the existing
building. Any cumulative floor area increase from the adoption date of the ordinance
establishing the architectural and site design standard that totals more than 10 percent shall not
be exempt unless the planning directorCommunity Development Director determines
compliance with these standards would be unfeasible and/or unreasonable.
D. Design Standard Documents. Adopted by reference are the following architectural and site design
documents, copies of which shall be maintained by the city clerk. These documents contain the
standards for the design and development of the built environment. These documents contain the
Page 59 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 3
of 7
standards for the design and development of the built environment. The Community Development
Directorplanning director or designee shall have the authority to apply the standards to specific
development proposals. The following specific architectural and design standards documents may
be amended upon approval by the Community Development Directorplanning and development
committee of the Auburn city council:
1. Mixed-use and multiple-family development design standards.
2. Auburn Gateway architectural and site design standards.
3. Downtown urban center design standards.
4. Auburn Junction design standards.
E. Timing of Administrative Design Review.
1. Design review shall be conducted by the planning directorCommunity Development Director
or designee prior to or concurrent with the processing of building permits and/or review of
discretionary land use approvals/permits.
2. The decision on the administrative design review shall be issued prior to issuance of the
building permits and/or issuance of discretionary land use approvals/permits.
F. Pre-application Meeting – When Required Associated with a Design Review.
1. A pre-application conference is required for the following instances:
a. For multifamily development in the R-10, R-16, and R-20 residential zones; and
b. For mixed-use development containing residential living units located within R-10, R-16
and R-20 residential zones; and
c. For mixed-use development containing residential living units located within commercial
zones; and
d. For retirement apartments, congregate living facilities and senior housing complexes
located within R-10, R-16 and R-20 residential zones, and all commercial zones.
2. A pre-application conference is strongly recommended for all other projects subject to the
city’s architectural and site design review but is not required.
G. Design Review Submittal Requirements. In addition to any other documentation required for
submittal of a complete application for building permit or discretionary land use approvals/permits,
the following items shall be required for the architectural and site design review:
Page 60 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 4
of 7
1. Elevation drawings prepared by an architect licensed in the state of Washington of all
proposed construction including dimensional drawings at one-eighth inch equals one foot or
comparable scale showing the type of exterior materials, accurate color (where applicable),
exterior finishes for buildings and accessory structures, location and elevations of exterior
lighting for buildings, the type, style and model of exterior lighting fixtures (where applicable),
parking areas, and fenestration details;
2. A to-scale landscape plan prepared by a landscape architect licensed in the state of
Washington showing existing vegetation to be retained and proposed vegetation to be installed
inclusive of the common and botanical name of all vegetation, the location and quantity of
vegetation, the initial planting size and methods of irrigation;
3. A context vicinity map that shows all structures on the property and within 200 feet in each
direction of the subject property drawn approximately to scale;
4. A neighborhood circulation plan consistent with the provisions of Chapter 17.16 ACC
(Neighborhood Circulation Plan); and
5. Conceptual plans for any public infrastructure, including roads, water, sewer, and storm
facilities.
H. Interpretations.
1. The planning directorCommunity Development Director shall be authorized to interpret the
meaning of words, phrases and sentences which relate to the implementation of the specific
architectural and design standards document. Any interpretations regarding implementation of
the specific architectural and design standards document shall be made in accordance with its
intent or purpose statements and the intent and purpose statements of this chapter. For
interpretations, life safety and public health regulations shall be given priority over all other
regulations.
2. Administrative interpretations may be appealed to the hearing examiner as prescribed in ACC
18.70.050.
I. Design Review Adjustments.
1. Authority for Design Review Adjustments. The planning directorCommunity Development
Director or designee shall have the authority, subject to the provisions of this section and upon
such conditions as the planning directorCommunity Development Director or designee may
deem necessary to comply with the provisions of this section, to approve design adjustments as
follows:
Page 61 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 5
of 7
a. An adjustment to architectural or site design requirements such that no more than two of
the total number of required menu items in the city of Auburn multifamily and mixed-use
design standards are out of compliance.
b. An adjustment to required building wall and roof modulation standards, as contained in
the city of Auburn multifamily and mixed-use design standards, up to 20 percent of the
amount of any quantified standards contained therein.
c. An adjustment to the architectural or site design requirements that remains consistent
with the purpose and intent of the architectural and site design standards.
2. Required Findings to Grant Design Review Adjustments. Each determination granting an
adjustment by the planning directorCommunity Development Director or designee shall be
supported by written findings showing specifically wherein all of the following conditions exist:
a. That the granting of such adjustment does not constitute a grant of special privilege
inconsistent with the limitations upon uses of other properties in the vicinity and/or zone of
the subject site; and
b. That the granting of such adjustment will not adversely affect the established character of
the surrounding neighborhood, discourage maintenance or upgrades on surrounding
properties, nor result in perpetuation of those design qualities and conditions which the
comprehensive plan intends to eliminate or avoid; and
c. That the project incorporates alternate design characteristics that are equivalent or
superior to those otherwise achieved by strict adherence to stated menu options; and
3. Public Notification and Action on Design Review Adjustment Applications. Upon the filing of a
properly completed application and associated request for a design review adjustment, the
planning directorCommunity Development Director or designee shall comply with the city’s Type
II land use review requirements for issuance of a properly noticed and appealable land use
decision.
4. Appeal of Director’s Decision on Design Review Adjustments.
a. If a written objection to the initial determination notice is filed within 14 business days of
said notification, the planning directorCommunity Development Director or designee shall
reconsider the initial determination in light of the objection(s) as raised and render a final
decision on the permit. This final decision shall result in either the planning
directorCommunity Development Director’s affirmation of the original determination of
approval, the approval with additional modifications or denial.
b. Upon completion of the planning directorCommunity Development Director’s
reconsideration, all parties notified of the original determination shall receive notification of
Page 62 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 6
of 7
the planning directorCommunity Development Director’s final decision. Any party aggrieved
by the planning directorCommunity Development Director’s final decision may file an
appeal of that decision to the hearing examiner in accordance with the city’s land use
appeal provisions. Such appeals for hearing examiner review must be filed within 14
business days from the date the written decision was made and shall include the following:
i. The appeal shall be filed on forms provided by the department of planning and
development.
ii. The appeal shall clearly state the decision being appealed, setting forth the specific
reason, rationale, and/or basis for the appeal.
iii. Fees associated with the appeal shall be paid to the city upon filing of the appeal in
accordance with a fee schedule established by resolution.
5. Upon filing of a timely and complete appeal, the hearing examiner shall conduct a public
hearing to consider the merits of the appeal. This hearing shall be subject to the city’s public
noticing and public hearing requirements and shall include notification of all parties notified of
the planning directorCommunity Development Director’s final decision. The hearing examiner
may affirm the planning directorCommunity Development Director’s decision or may remand the
matter to the planning directorCommunity Development Director for further review in accord with
the examiner’s direction.
6. If no written objection is filed to the initial determination within the specified time limits, the
planning directorCommunity Development Director shall render a final decision on the permit in
accord with the initial determination.
J. Approval Criteria for Design Review. The planning directorCommunity Development Director or
designee may approve, modify and approve, or deny an application for an administrative design
review. Each determination granting approval or approval with modifications shall be supported by
written findings showing the applicant satisfies all the following criteria:
1. The plans and supplemental materials submitted to support the plan meet the requirements
of the specific architectural and site design documents;
2. The proposed development is consistent with the comprehensive plan;
3. The proposed development meets required setback, landscaping, architectural style and
materials, such that the building walls have sufficient visual variety to mitigate the appearance of
large facades, particularly from public rights-of-way and single-family residential zones.
4. In addition to the criteria in subsections (J)(1) through (3) of this section, for multiple-family
residential and retirement apartment projects, the director or designee must determine that the
following key review criteria have been met:
Page 63 of 567
Exhibit D. 18.31.200 Architectural and site design review standards and regulations I Auburn City Code Page 7
of 7
a. The proposed development is arranged in a manner that either:
i. Provides a courtyard space creating a cohesive identity for the building cluster and
public open space furnished to facilitate its use; or
ii. Possesses a traditional streetscape orientation that provides clearly identifiable and
visible entries from the street, views from residential units onto the street and
reinforces pedestrian-oriented streetscape characteristics (e.g., building edge abutting
sidewalk, entries onto the street); or
iii. Faces and facilitates views of a major open space system;
b. The proposed development provides a variety in architectural massing and articulation to
reduce the apparent size of the buildings and to distinguish vertical and horizontal
dimensions;
c. The proposed development contains a combination of elements such as architectural
forms, massing, assortment of materials, colors, and color bands sufficient to distinguish
distinct portions and stories of the building;
d. Residential buildings in large multiple-family projects or mixed-use projects are physically
integrated into the complex possessing sufficiently different appearance or placement to be
able to distinguish one building from another;
e. Unit entrances are individualized by use of design features that make each entrance
distinct or which facilitate additional personalization by residents;
f. Areas dedicated to parking are sufficiently visually broken up and contain a complement
of vegetative materials to project a landscaped appearance;
g. Where applicable, a transition is created that minimizes impacts from multifamily and
mixed-use development projects on neighboring lower density residential dwelling units in
abutting or adjacent single-family zones; and
h. Where applicable, in cases of granting density or height bonuses, the project has
provided community benefits, facilities or improvements above and beyond those required
in the municipal code and supports the goals, objectives and policies of the comprehensive
plan. (Ord. 6408 § 1, 2012; Ord. 6287 § 2, 2010; Ord. 6245 § 15, 2009.)
Page 64 of 567
Exhibit E. 18.57.030 Mixed-use development | Auburn City Code Page 1 of 2
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
18.57.030 Mixed-use development.
A. All Zones Where Permitted.
1. Multiple-family dwellings shall only occur concurrent with or subsequent to the development
and construction of the nonresidential components of the mixed-use development, unless a
different sequence is allowed in the following code sections.
2. Vertical Mixed – Use.
a. Mixed-use development comprised of a maximum of one building on a development
site shall have a minimum of 50 percent of the ground floor comprised of one or more of the
uses permitted outright, administratively, or conditionally, listed under “Recreation,
Education, and Public Assembly,” “Retail,” or “Services” in Table 18.23.030; provided, that
uses normal and incidental to the building including, but not limited to, interior entrance
areas, elevators, waiting/lobby areas, mechanical rooms, mail areas,
garbage/recycling/compost storage areas, and vehicle parking areas located on the ground
floor shall occupy a maximum of 50 percent of the ground floor space.
3. Horizontal Mixed – Use.
a. Mixed-use development comprised of two or more buildings shall have a minimum of 25
percent of the cumulative building ground floor square footage comprised of one or more of
the uses permitted outright, administratively, or conditionally, listed under “Recreation,
Education, and Public Assembly,” “Retail,” or “Services” in Table 18.23.030; provided, that
uses normal and incidental to the building including, but not limited to, interior entrance
areas, elevators, waiting/lobby areas, mechanical rooms, mail areas,
garbage/recycling/compost storage areas, and vehicle parking areas located on the ground
floor shall not be included in this 25 percent requirement.
b. Mixed-use development comprised of two or more buildings (horizontal mixed-use)
shall be arranged with the required nonresidential building(s) located adjacent to the public
street or private street and the multifamily located behind. For a corner lot or through lot,
the nonresidential building(s) shall be located adjacent to higher classification street.
B. C-2 Zoneand C-4 Zones.
1. Vertical mixed-use development is required.
2. All other requirements of subsection A of this section shall apply.
C. C-3 Zone.
1. One thousand two hundred square feet of lot area is required for each dwelling unit.
Page 65 of 567
Exhibit E. 18.57.030 Mixed-use development | Auburn City Code Page 2 of 2
The Auburn City Code is current through Ordinance 6708, passed December 17, 2018.
2. All other requirements of subsection A of this section shall apply.
D. C-4 Zone.
1. Vertical or horizontal mixed-use is allowed.
2. Multiple-family dwellings may be constructed prior to the development and construction of the
non-residential components of the mixed-use development provided that the non-residential
components of the master plan are development ready (i.e. wet and dry utilities are extended to
future commercial pads) and required frontage improvements as determined by the Community
Development Director are completed.
ED. M-1 Zone.
1. Vertical mixed-use development is required.
2. Ground floor uses shall be comprised of one or more of the uses permitted outright,
administratively, or conditionally, listed under “Retail” or “Services” in Table 18.23.030. All other
requirements of subsection A of this section shall apply.
FE. EP Zone.
1. The multiple-family development incorporates sustainable design and green building
practices and qualifies to be built green certified.
2. All other requirements of subsection A of this section shall apply. (Ord. 6644 § 3, 2017; Ord.
6478 § 1, 2013; Ord. 6435 § 1, 2012.)
Page 66 of 567
Exhibit F
Exhibit F
This 3rd EIS Addendum dated October 11, 2019 starting on the following
page is in response to the project changes proposed by Inland Washington
LLC, City File No SEP19-011.
Page 67 of 567
NORTHEAST AUBURN / ROBERTSON PROPERTIES
SPECIAL AREA PLAN
Environmental Impact Statement (EIS) Addendum
Addendum No. 3 Prepared for City of Auburn October 11, 2019
Final Environmental Impact Statement July 2004
Page 68 of 567
Page 69 of 567
Northeast Auburn/Robertson Properties Special Area Plan EIS Addendum
October 2019 Page i
ESA
Table of Contents
Project Background .......................................................................................................... 1
Purpose of this 2019 EIS Addendum .............................................................................. 6
Phase 1 ................................................................................................................................ 7
Phase 2 ................................................................................................................................ 8
Additional Revisions From 2004 Final Eis And 2011 Eis Addendum ............................... 9
Proposed Analysis For The 2019 Eis Addendum ............................................................. 11
Addendum to Affected Environment, Impacts, and Mitigation ................................. 13
Water Resources ............................................................................................................... 13
Applicable Laws And Regulations ........................................................................... 13
Affected Environment - Surface Water .................................................................... 14
Green River Floodplain..................................................................................... 16
Storm Drainage ................................................................................................. 16
Surface Water Quality....................................................................................... 16
Impacts ...................................................................................................................... 17
Short-Term Construction Impacts..................................................................... 17
Long-Term Operational Impacts ....................................................................... 17
Significant Unavoidable Adverse Impacts................................................................ 19
Plants And Animals .......................................................................................................... 20
Applicable Laws And Regulations ........................................................................... 20
Affected Environment ............................................................................................... 20
Wetlands ....................................................................................................... 20
Streams And Watercourses ........................................................................... 21
Threatened And Endangered Species ........................................................... 22
Impacts ...................................................................................................................... 22
Short-Term Construction Impacts..................................................................... 22
Long-Term Operational Impacts ....................................................................... 23
Habitat Loss And Fragmentation .................................................................. 23
Mitigation .................................................................................................................. 25
Significant Unavoidable Adverse Impacts................................................................ 27
Transportation ................................................................................................................... 28
Affected Environment ............................................................................................... 28
Methodology To Assess Project Impacts .................................................................. 29
Planned Transportation Improvements (Future Without-Project Conditions) .......... 30
Summary Of Project Impacts .................................................................................... 31
Mitigation .................................................................................................................. 32
Significant Unavoidable Adverse Impacts................................................................ 35
Environmental Elements Not Analyzed ............................................................................ 36
Geology/Soils ............................................................................................................ 36
Air Quality ................................................................................................................ 36
Noise ......................................................................................................................... 36
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Hazardous Materials ................................................................................................. 37
Cultural And Historic Resources .............................................................................. 37
Land Use ................................................................................................................... 37
Recreation ................................................................................................................. 38
Aesthetics .................................................................................................................. 38
Utilities And Public Services .................................................................................... 38
References ........................................................................................................................ 39
List of Figures
Figure 1. Planning Area.................................................................................................. 2
Figure 2. Auburn Gateway Project Area. ....................................................................... 4
Figure 3. Conceptual Inland Development Plan for Auburn Gateway. ......................... 8
Figure 4. King County FEMA Floodplain. .................................................................. 15
List of Tables
Table 1. Comparison of Preferred Alternative from the 2004 Final EIS with the
Inland Development Plan. ............................................................................. 10
Table 2. Summary of Existing Street System in the Study Area ................................ 28
Table 3. Improvements Required Prior to Issuance of Construction Permits
by Phase as Outlined in Development Agreement (Under Review by
City of Auburn) ............................................................................................. 33
Table 4. Improvements Required Prior to Occupancy Outlined in Development
Agreement and Presented by Phase .............................................................. 34
List of Attachments
Attachment A Development Phasing Plan
Attachment B Subject Property Parcel Numbers
Attachment C Amended and Restated Developing Agreement Attachment #6
Attachment D Traffic Impact Analysis
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Acronyms and Abbreviations
ACC Auburn City Code
ACOE U.S. Army Corps of Engineers
APN assessor parcel number
BMPs best management practices
CWA Clean Water Act
DFIRM draft Federal Insurance Rate Map
DNR Washington State Department of Natural Resources
Ecology Washington Department of Ecology
EIS Environmental Impact Statement
ESA Endangered Species Act
FEMA Federal Emergency Management Agency
HPA Hydraulic Project Approval
Inland Inland Washington LLC
ITE Institute of Transportation Engineers
LID low impact development
LOS level of service
MTCA Model Toxics Control Act
NFIP National Flood Insurance Program
NMFS National Marine Fisheries Service
NPDES National Pollutant Discharge Elimination System
Port Port of Seattle
PUD planned unit development
RCW Revised Code of Washington
RPG Robertson Properties Group
TIA Traffic Impact Analysis
TMP Transportation Management Program/Plan
TPH-G total petroleum hydrocarbons
USFWS U.S. Fish and Wildlife Service
WAC Washington Administrative Code
WDFW Washington Department of Fish and Wildlife
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PROJECT BACKGROUND
The City of Auburn (City) has prepared this report to analyze potential impacts
associated with a proposed multi-family housing and mixed commercial development in
the City of Auburn, King County, Washington. The proposed project, referred to as the
Auburn Gateway project, is part of a larger, related project in the Northeast Auburn
Special Plan Area. The Northeast Auburn Special Plan Area was originally analyzed in a
2004 Final Environmental Impact Statement (2004 Final EIS), as well as a 2011
Addendum to the Final EIS (2011 EIS Addendum).
This report, the 2019 EIS Addendum, addresses minor changes to the Northeast Auburn
Special Area Plan proposed by the prospective buyer of the majority of the properties in
the planning area, Inland Washington LLC (Inland). Inland is in the process of
purchasing the properties within this area that are owned by Robertson Properties Group
(RPG). As the project applicant, Inland proposes multi-family housing and mixed
commercial development in a configuration that requires modifications to zoning
regulations and to the Development Agreement established by RPG. Inland’s proposal is
referred to here as the Inland Development Plan, to distinguish it from the previous plans
by RPG. The project history is summarized below.
In July 2004, the Final EIS was issued for the Northeast Auburn/Robertson Properties
Special Area Plan (City of Auburn 2004). The Special Area Plan was developed to
address a designated ‘special planning area’ as a subarea of the City’s Comprehensive
Plan and to establish policies governing the redevelopment and uses of the area in the
Auburn Comprehensive Plan (City of Auburn 2005). The 2004 Final EIS also evaluated
an application to redevelop the property located within the area designated as the
“Northeast Auburn Special Plan Area.” The Northeast Auburn Special Area Plan was
adopted in June 2008 (Ordinance No. 6183) along with a Development Agreement
(Resolution No. 4756, adopted 2011) and a “planned action” ordinance (Ordinance No.
6382) as authorized under Revised Code of Washington (RCW) 43.21C.031 (a more
detailed description of the early planning history, including the rezone action that was
part of previous land use approvals, can be found in the 2004 Final EIS).
The Northeast Auburn Special Area Plan covers approximately 90 acres of land (referred
to in the 2004 Final EIS as the “planning area”). The planning area is bordered by
Auburn Way N, S 277th Street, 45th Street NE, and the undeveloped right-of-way of I
Street NE (Figure 1) as it existed within Parcel 0004200006 in 2004. A portion of the I
Street NE right-of-way has been vacated as part of the implementation of the plan.
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At the time of the 2004 Final EIS, RPG owned the Valley Six Drive-in Theater and
several adjacent properties within the planning area. In addition to a “no action” scenario,
the 2004 Final EIS evaluated three redevelopment alternatives for the RPG properties to
retail, office, and multi-family residential uses. RPG named its redevelopment proposal
“Auburn Gateway.” A core area of RPG’s holdings, together with other properties that
RPG was considering acquiring or that could be cooperatively developed, was defined in
the 2004 Final EIS as the Auburn Gateway project area. This area totaled approximately
60 acres, a subset of the 90-acre planning area for the Northeast Auburn/Robertson
Properties Special Area Plan. An EIS Addendum in 2011 expanded the impacts of the
study of the Auburn Gateway area to 71 acres (City of Auburn 2011). The boundaries of
the planning area and the Auburn Gateway project area as evaluated in the 2004 Final
EIS are shown in Figure 2. These boundaries are not changed by this 2019 EIS
Addendum; however, the number of properties owned by RPG has grown since the 2004
Final EIS.
After the 2004 Final EIS was published, RPG purchased four additional parcels outside
of the Auburn Gateway project area but within the boundaries of the planning area. These
were the subject of the 2011 EIS Addendum, shown in Figure 2 as Auburn Gateway II.
Since 2011, RPG has acquired other parcels within the Auburn Gateway planning area
including:
· A parcel at the southeast corner of the Valley 6 Drive-in (Parcel 936060-0271).
· A parcel adjacent to the southeast corner of the intersection of NE 49th Street and
D Street NE (Parcel 936060-0300, previously referred to as the McKee property).
· A parcel near the northeast corner of the Auburn Gateway Site (Parcel 936060-
0325, previously referred to as the Stein property).
While the Northeast Auburn Special Area Plan covers approximately 90 acres of land, the
total size of the Auburn Gateway project remains approximately 71 acres. A complete list
of assessor parcel numbers (APNs) associated with the subject property is included in this
2019 EIS Addendum in Attachment B.
In addition, Inland has a separate contract to potentially purchase Parcel 936060-0269.
However, that purchase is contingent on the completion of a cleanup plan and receipt of a
No Further Action from the Washington State Department of Ecology (Ecology). If the
purchase of the parcel is completed at some point in the future, additional environmental
review will be completed, if necessary.
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FIGURE 2. AUBURN GATEWAY PROJECT AREA.
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The 2004 Final EIS evaluated the impacts associated with the implementation of the
Northeast Auburn/Robertson Properties Special Area Plan and the Auburn Gateway
project. In addition to the retail, office, and multi-family residential uses, development in
this area would include new roads and utilities, surface parking, and stormwater detention
and water quality facilities.
The former drive-in theater and other structures on the RPG properties have been
demolished with permits issued by the City.
Alternatives evaluated in the 2004 Final EIS of the Auburn Gateway project involved
building up to 720,000 square feet of retail development, 1,600,000 square feet of office,
500 multi-family residences, and 6,133 parking spaces. All alternatives evaluated the area
outside the Auburn Gateway project area (the remaining portions of the planning area) as
developing in accordance with existing zoning. This would include multi-family residential
development to the south and east, and heavy commercial development to the west.
The focus of this 2019 EIS Addendum is on the proposed changes to the configuration of
uses in the Auburn Gateway project area under the Inland Development Plan. The Inland
Development Plan includes a multi-family residential area referred to in reports submitted
by Inland as Copper Gate. Changes in phasing are also proposed. The previous phasing
was just two phases: north and south. Now the “Heart” (central park) would be developed
with the south portion. The infrastructure to support commercial development is also
proposed and is closely associated with multi-family residential development. There are
also road improvements, grading, and floodplains within other portions of the site.
This 2019 EIS Addendum was prepared pursuant to the State Environmental Policy Act
(SEPA) Rules, contained in Chapter 197-11 of the Washington Administrative Code
(WAC). In accordance with WAC 197-11-625 through -635, the analysis and results as
presented in both the 2004 Final EIS and the 2011 EIS Addendum are incorporated by
reference into this 2019 EIS Addendum.
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PURPOSE OF THIS 2019 EIS ADDENDUM
The focus of this 2019 EIS Addendum is on the proposed changes to the configuration of
uses and phasing in the Auburn Gateway project area under the Inland Development
Plan. The Inland Development Plan includes the Copper Gate residential area. Other
changes include a greater number and different phasing being proposed than before and a
reduction in the amount of commercial development. Also, the prospective buyer and
developer proposes to observe current stormwater management standards and anticipated
floodplain standards with the development. The changes in phasing include revising the
previous phasing that was just two phases; north and south to add the “Heart” (central
park) that would be developed with the south portion. The first phase also includes
compensatory floodplain storage as provided off-site within the previously constructed
storage in the Port of Seattle Wetland Mitigation Site unless the timing for approvals for
replacement storage does not coincide with the need for displacement, or is deemed
insufficient. If this is the case, then temporary compensatory storage will occur within the
north portion of the site (Stormwater Site Plan, Copper Gate Apartments [BCRA 2019]).
The purpose of this 2019 EIS Addendum is to compare the impacts of the Inland
Development Plan with those for the Auburn Gateway project analyzed in the 2004 Final
EIS and 2011 EIS Addendum, to ensure that all potentially significant impacts can be
avoided or adequately mitigated.
Figure 3 provides an overall site plan for the Inland Development Plan. The Auburn
Gateway project under the Inland Development Plan would include the same potential
amount of multi-family residential development evaluated in the 2004 Final EIS and
2011 EIS Addendum, but the residential development would be separate from the
commercial development. The amount of retail, office, and other allowed commercial
uses (not vertically integrated mixed use) proposed by Inland is less than was evaluated
in either the 2004 Final EIS or 2011 EIS Addendum.
Since the 2004 Final EIS was prepared, greater definition of phasing has been proposed
for the Auburn Gateway project, which is a change from the original proposal. Although
the project has always been planned to be built out over a period of approximately 15
years, the applicant had not previously identified any phasing of the project or
infrastructure for the project evaluated in the 2004 Final EIS.
Under Inland’s proposal, depicted in Figure 3, the project would be developed in multiple
phases. Inland has proposed to construct city utilities (water, sewer, and stormwater)
during the earlier phase even though that infrastructure would serve the commercial
development scheduled for the later phases. The phasing is proposed as follows and as
shown in the figure in Attachment A of this 2019 EIS Addendum.
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PHASE 1
Multi-family residential development would occur first in Phase 1 along with road and
utility improvements serving the entire site, and some of the open space and trail
elements (See Figure 3). Commercial development would follow in subsequent phases as
market conditions permit. Phase 1 is generally located south of 49th Street NE.
· Phase 1A (Multi-Family) – Includes up to 500 multi-family residential units
(referred to as Copper Gate Apartments), supporting buildings, and site work.
Phase 1A also includes completion of public utility and transportation
improvements specified in the Development Agreement.
· Phase 1B (The Heart) – The “Heart” is defined as work required for the centrally
located open/green space serving the residential and commercial users. It also
includes site work and the completion of public utility and transportation
improvements as specified in the Development Agreement.
· Phase 1C (I Street NE) – Includes additional work located outside the Copper
Gates Apartment needed for the multi-family units and supporting buildings.
Public roadway improvements would be constructed as a part of the first phase of
development, which would include:
· I Street NE extended from 45th Street NE to S 277th Street, with traffic signal at I
Street NE and S 277th Street.
· 49th Street NE from Auburn Way N to D Street NE improved to the maximum
extent feasible within the right-of-way.
· D Street NE terminated at Auburn Way N and a cul-de-sac constructed.
· Auburn Way N improvements that include a U-turn.
· A traffic signal at the intersection at Auburn Way N and 49th Street NE.
Access to Phase 1 is proposed via a right-in/right-out driveway on Auburn Way N located
south of the existing D Street NE intersection, and driveways on 49th Street NE, and 45th
Street NE. Wetlands would be preserved as open space, and a pedestrian trail system
would link to the common open space areas in Phase 1 and future phases.
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FIGURE 3. INLAND CONCEPTUAL DEVELOPMENT PLAN FOR AUBURN GATEWAY.
PHASE 2
Subsequent phases are anticipated to include commercial retail in the northwest portion
of the Auburn Gateway project area, southeast of S 277th Street and west of D Street.
Access would be provided from Auburn Way N, 49th Street NE, and D Street NE.
The remainder of the commercial development, north of 49th Street NE and between D
Street NE and I Street NE, is less well defined at this time, due to anticipated Federal
Emergency Management Agency (FEMA) floodplain map revisions and market
conditions for commercial tenant space by the property owner.
Two scenarios for this final phase of commercial development are presented in the
transportation analysis referenced in this addendum. The purpose of describing the
scenarios in this document is to provide disclosure of floodplain criteria and mapping
changes that may affect development decisions that need to consider potential impacts on
floodplains.
· Phase 2A Commercial /North Phase Outside of Flood Zone
· Phase 2B Commercial/North Phase in Flood Zone
The first scenario includes a reduction in the total amount of commercial development
that reflects anticipated FEMA floodplain map revisions with greater amount of
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floodplain. The total amount of commercial retail assumed in this scenario is 150,000
square feet.
The second scenario assumes full development of the north areas, consistent with the
previous approvals and assumes site filling and securing FEMA floodplain map
amendments to develop outside the floodplain. The total amount of development for the
second scenario assumes 168,000 square feet of commercial retail and 111,000 square
feet of office use. Results for both development scenarios are presented in the traffic
analysis in this Addendum.
Both scenarios have smaller commercial components than either Alternative 1 (evaluated
in the 2004 Final EIS as having up to 1,800,000 square feet of office and retail
development) or Alternative 2 (evaluated as having up to 720,000 square feet of office
and retail development.
ADDITIONAL REVISIONS FROM 2004 FINAL EIS AND 2011 EIS
ADDENDUM
Additional 2019 revisions proposed subsequent to the issuance of the 2004 Final EIS and
2011 EIS Addendum include:
· With the Inland Development Plan, D Street NE would remain connected to S
277th Street and restricted to right-in, right-out only vehicle movements. In the
2011 EIS Addendum, D Street NE north of 49th Street NE was proposed to be
vacated and converted to an internal circulation aisle serving the project.
· In the 2011 EIS Addendum, RPG requested removing the eastward extension of
49th Street NE east of the proposed I Street NE, which was included in the 2004
Final EIS to serve development to the east of the RPG property. The 2011 EIS
Addendum included an assessment of the traffic impacts of eliminating the
northern portion of D Street NE and of not constructing the eastward extension of
49th Street NE. Similarly, the Inland Development Plan does not include
constructing this extension of 49th Street NE, east of I Street NE.
· Also, since the 2004 Final EIS was prepared, development of nearby properties
has proceeded and City of Auburn regulations and policies have changed. Notable
regulatory changes affecting the Auburn Gateway Project since the 2011 EIS
Addendum are described in the impacts analysis below.
Table 1 summarizes the total development proposed by Inland as part of the Auburn
Gateway project.
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TABLE 1. COMPARISON OF PREFERRED ALTERNATIVE FROM THE 2004 FINAL EIS WITH THE INLAND
DEVELOPMENT PLAN.
Land Use Preferred Alternative from Final
EIS (2004)
Inland Development Plan (2019)
Office Up to 1,600,000 gross square feet Up to 111,000 gross square feet.
Retail Up to 720,000 gross square feet Up to 168,000 gross square feet.
Multi-family residential Up to 500 units Up to 500 units.
Parking Up to 6,133 spaces Up to 870 spaces for residential.
Commercial would meet code
requirements: Up to approximately
555 for office and 672 for retail, for a
total of 1,227 spaces.
Overall total – up to 2,097 spaces.
Roads S 277th Street would be widened.
I Street NE would be constructed
from S 277th Street to 45th Street NE.
A new east-west street (49th Street
NE) would be constructed.
The south end of D Street NE at
Auburn Way N would be closed.
Same as preferred alternative, as
indicated in the 2011 EIS Addendum,
D Street NE could be vacated north
of 49th Street NE and be turned into
an internal aisle and a right-in/right-
out driveway at S 277th Street.
D Street NE would remain as a public
road and terminate at Auburn Way
North via a cul-de-sac.
(S 277th Street has already been
widened since the 2011 EIS
Addendum).
Pedestrian trails and open space A pedestrian trail would be
constructed along the south side of S
277th Street.
A pedestrian trail would be
constructed to link the wetland areas
within the project area and to public
roads and trail connections.
Same as preferred alternative.
(The trail along S 277th Street has
been constructed).
Signs A coordinated signage system would
be constructed throughout the project
area, including pylon signs,
monument signs, directional signage,
and signs for individual stores and
tenants.
Same as preferred alternative.
Wetlands and Streams Wetlands would be preserved, with
the exception of the ditches along S
277th Street and the wetlands within
the existing and proposed right-of-
way of 49th Street NE.
Wetlands and streams may require
temporary grading, filling and
mitigation in accordance with agency
standards to provide for the
development as shown in the Inland
Development Plan and to provide for
the road and infrastructure
improvements associated with the
development.
Other features Approximately 400,000 cubic feet of
landscaped stormwater detention
ponds would be constructed.
Approximately 250,000 cubic yards
of soil would be excavated, and
approximately 650,000 cubic yards of
fill would be placed. (Increased to
750,000 cubic yards in the 2011 EIS
Addendum.)
Compensatory floodplain storage is
proposed to be provided in the Port
of Seattle Wetland Mitigation Site
unless storage capacity is
Grading, stormwater management,
and floodplain storage would conform
to current (2019) regulations for
Phase 1. Phase 2 may be governed
by standards in effect at the time of
construction as allowed by the
development agreement.
Phase 1 detention volumes total
approximately 222,460 cubic feet.
Future phases would be determined
once a detailed site plan is
established for the commercial phase
of development.
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TABLE 1. COMPARISON OF PREFERRED ALTERNATIVE FROM THE 2004 FINAL EIS WITH THE INLAND
DEVELOPMENT PLAN. (CONT.)
Land Use Preferred Alternative from Final
EIS (2004)
Inland Development Plan (2019)
Other features (cont.) unavailable or insufficient and the
City would then allow temporary
storage on-site.
Estimated volumes for Phase 1
(residential) are: 150,000 cubic yards
of excavation, and 150,000 cubic
yards of fill.
Maximum grading volumes for the
entire site would not exceed those
described in the 2004 Final EIS and
2011 EIS Addendum. Approximately
250,000 cubic yards of soil could be
excavated, and approximately
750,000 cubic yards of fill could be
placed.
Permanent floodplain compensation
will be provided within previously
constructed advance storage on the
Port of Seattle wetland mitigation site
, per Resolution 4841 (City of Auburn
2012). If the timeframe for approvals
for replacement storage does not
coincide with the need for
displacement, or is deemed
insufficient, the City will allow
temporary floodplain storage within
the northern portion of the site during
Phase 1.
PROPOSED ANALYSIS FOR THE 2019 EIS ADDENDUM
The following environmental elements warrant evaluation of potential changes in the
affected environment and a change in the intensity of impacts associated with the Auburn
Gateway project under the Inland Development Plan:
· Water resources
· Plants and animals
· Transportation
These elements require a detailed analysis because the Auburn Gateway project involves
development within a floodplain that is anticipated to be more restricted than was
evaluated in the 2004 Final EIS and 2011 EIS Addendum, requiring greater
compensatory flood storage; reduced impervious surfaces relative to the alternatives
evaluated due to limitations on floodplain development; and reduced total trip generation
relative to the impacts projected in the 2004 Final EIS. In each case, the Inland
Development Plan would have less development or intensity than previously evaluated
and may not require the same level of mitigation as previously required. In addition, this
2019 analysis summarizes changes found in the wetlands and streams on the site and
examines potential impacts on threatened or endangered species.
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Construction of the project in two phases was evaluated in the 2011 EIS Addendum, but
the 2019 EIS Addendum updates the phasing plan as described in this section of the
addendum. Street improvements described above would be provided in the first phase of
the project under the Inland Development Plan. Transportation improvements needed to
support the project are proposed to be completed during Phase 1 in advance of
development of the Phase 2 commercial phases. Therefore, no additional analysis of
phasing is warranted.
Impacts on the remaining environmental elements evaluated in the 2004 Final EIS
(geology/soils, air quality, noise, hazardous materials, cultural and historic resources,
land use, aesthetics, recreation, utilities and public services) are not expected to be
substantially different from those evaluated in the 2004 Final EIS. These are described
briefly at the end of this 2019 EIS Addendum.
The following sections assess the changes that have occurred in the affected environment,
environmental impacts, and mitigation measures resulting from changes in the project
plans and/or the environment since the 2004 Final EIS and 2011 EIS Addendum were
issued. For all impacts other than those described in this 2019 EIS Addendum, the 2004
Final EIS analysis and conclusions have not changed, and the mitigation measures in the
2004 Final EIS continue to apply.
The analysis provided below does not find any significant impacts that were not disclosed
in the 2004 Final EIS. The information contained in this 2019 EIS Addendum is provided
to allow the revised project to be evaluated by the City and other regulators, in order to
determine appropriate mitigation for development applications.
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ADDENDUM TO AFFECTED ENVIRONMENT, IMPACTS,
AND MITIGATION
WATER RESOURCES
Applicable Laws and Regulations
Laws and regulations regarding water resources have changed since the 2004 Final EIS
and 2011 EIS Addendum were published. The 2011 EIS Addendum noted new critical
area regulations in Auburn City Code (ACC) Chapter 16.10 Critical Areas. Chapter 16.10
has been amended twice since publication of the 2011 EIS Addendum, primarily to
clarify processes for variances and exceptions, and to provide flexibility in siting wetland
mitigation. In addition, effective January 1, 2017, Auburn adopted its Surface Water
Management Manual. The City also adopted the Supplemental Manual to the Ecology
Stormwater Management Manual for Western Washington on January 1, 2017. The
drainage requirements that would apply to the project are based on equivalency to the
Department of Ecology’s 2014 Stormwater Management Manual for Western
Washington (Ecology 2014).
As noted in the 2011 EIS Addendum, since the 2004 Final EIS, FEMA’s National Flood
Insurance Program (NFIP) released preliminary draft Federal Insurance Rate Maps
(DFIRMs) on September 28, 2007 that, when adopted, will revise the extent and depth of
the Green River floodplain in the planning area. Revised preliminary DFIRMs were
published September 15, 2017. These draft maps indicate a larger and deeper 100-year
floodplain area than the 1995 maps that are currently in effect. Since FEMA has not yet
adopted the DFIRMs, the 1995 maps remain in effect from a regulatory standpoint, based
on City code.
Also as noted in the 2011 EIS Addendum, on April 5, 2010, the City of Auburn approved
interim floodplain regulations (Ordinance No. 6295; City of Auburn 2010), which
replaced the City’s previous floodplain regulations. The City received written notification
from FEMA dated September 21, 2011, that FEMA reviewed the City’s interim
regulations and concur they are consistent with FEMA’s model ordinance; the regulations
are no longer interim. The regulations incorporated federal habitat protection
requirements and created a new City floodplain development permit to replace the
previous flood zone control permit. The changes include requiring new developments to
prepare a habitat impact assessment that must include one of the following:
· A Biological Evaluation or Biological Assessment that has received concurrence
from the U.S. Fish and Wildlife Service (USFWS) or National Marine Fisheries
Service (NMFS); or
· Documentation that the activity fits within Section 7 or Section 10 of the
Endangered Species Act (ESA); or
· An assessment prepared in accordance with Regional Guidance for Floodplain
Habitat Assessment and Mitigation (FEMA 2010).
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New development must be designed and located to minimize the impact on flood flows,
flood storage, water quality, and aquatic habitat. Stormwater and drainage features must
incorporate low impact development (LID) techniques that promote pre-development
hydrologic conditions. If the project involves more than 10 percent impervious surfaces
within the regulated floodplain, then the project applicant must demonstrate that there
will be no net increase in the rate and volume of the stormwater surface runoff that leaves
the site. Structures must be located as far from the water body as possible or on the
highest land on the lot (City of Auburn 2010).
After completion of the Port of Seattle’s approximately 70-acre compensatory flood
storage and wetland mitigation project, located, southeast of the planning area, and in
response to FEMA’s release of the DFIRMs, King County and the valley cities of
Auburn, Kent, Renton, and Tukwila (appellants) commissioned NW Hydraulic
Consultants, Inc. to analyze and map the 100-year floodplain for the area. The resulting
report (NW Hydraulic Consultants 2017) was submitted to FEMA for their consideration
during the public appeal period on the draft floodplain maps. At the time of this writing,
the appellants expect that the DFIRM maps for the planning area will be changed to
closely reflect the DFIRM maps that FEMA reviewed in 2017 as the basis for the appeal.
FEMA is expected to adopt the revised maps in early 2020 and restrict vesting
opportunities. Because the DFIRM maps have not been adopted by FEMA, the 1995
maps remain in effect from a regulatory standpoint however, with the imminent
floodplain map changes, the City and FEMA have been cautioning consideration of the
anticipated preliminary 2017 DFIRMs maps, and Inland has been relying on them for
planning its development.
Affected Environment - Surface Water
The Auburn Gateway project area is within the floodplain of the Green/Duwamish River
watershed. The surface water conditions in the Auburn Gateway project area were
described in the 2004 Final EIS and have not changed substantially, except for the
increased likelihood of flooding, as reflected in the anticipated FEMA maps described
above, and completing of some development projects in the area.
In May 2019, BCRA produced a Stormwater Site Plan for Phase 1 of the Inland
Development Plan (BCRA 2019). The stormwater conditions described by BCRA are
summarized in this section. Figure 4 of this 2019 EIS Addendum illustrates the
floodplains project area.
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Green River Floodplain
As described in the 2011 EIS Addendum, the Port of Seattle (Port) completed its
compensatory flood storage and wetland mitigation project described in the 2004 Final
EIS. The City of Auburn and the Port entered into an Interlocal Agreement to allow the
Port’s wetland mitigation property to be used to compensate for filling nearby properties
located in the floodplain, including the Auburn Gateway project site (Resolution 4841;
City of Auburn 2012).
As described in the 2011 EIS Addendum, the Port constructed a flood conveyance
channel from its wetland, southeast of the planning area, to the roadside ditch along the
south side of S 277th Street. At the time of the 2004 Final EIS, the Port reported that the
capacity of the roadside ditch on the south side of S 277th Street that connects to the
Port’s flood conveyance channel is not sufficient to convey the 100-year flood volume
(Wessels 2003, personal communication). The roadside ditch was relocated as part of the
roadway widening completed along S 277th Street.
Storm Drainage
Runoff from the planning area in general, and specifically from the Auburn Gateway I
site, was described in the 2004 Final EIS. Runoff from the Auburn Gateway II site was
described in further detail in the 2011 EIS Addendum. In general, surface water flows in
sheetflow or via ditches toward the northeast. Most of the site is approximately 4 to 6 feet
lower in elevation than the road level of Auburn Way N (BCRA 2007). No changes to
drainage patterns have occurred in the Auburn Gateway project area since the 2011 EIS
Addendum was issued.
As described in the 2011 EIS Addendum, since the 2004 Final EIS was published, a
residential subdivision and planned unit development (PUD) was constructed on a 40.9-
acre site east of the planning area. The Trail Run (previously called River Sands)
development involved the construction of houses, townhouses, roadways, and stormwater
facilities. As noted in the 2011 EIS Addendum, assuming the stormwater system is
working as designed, the rate of stormwater runoff from the Trail Run property has
decreased since the 2004 Final EIS was prepared.
The City has determined that the ditches along the south side of S 277th Street are not
regulated as streams under the City’s critical areas ordinance (ACC Chapter 16.10), but
are regulated by the City’s Flood Hazard Area regulations as typed waters using the
Washington State Department of Natural Resources (DNR) water typing system (WAC
222-16-030). These water bodies are therefore referred to as drainage ditches in this EIS
addendum, to distinguish them from water bodies that the City regulates as streams.
However, other agencies with jurisdiction may make different determinations.
Surface Water Quality
The 2004 Final EIS refers to the 1998 Ecology 303(d) list when describing water quality
conditions for the Green River. According to the 2012 Ecology 303(d) list, the Green
River adjacent to the planning area is still listed as having elevated temperature and low
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dissolved oxygen. The 303(d) list also indicates that fecal coliform bacteria and
temperature do not meet standards in the Green River reaches located several miles
downstream (Ecology 2012).
Impacts
Short-Term Construction Impacts
Project construction as two phases was evaluated in the 2011 EIS Addendum. The
applicant is expected to develop the Inland Development Plan in more than two phases.
Phase 1 (multi-family residential) south of 49th Street NE, and one or more commercial
phases north of 49th Street NE. Short-term impacts associated with construction would be
similar to what was described in the 2004 Final EIS.
The 2004 Final EIS estimated that approximately 650,000 cubic yards of fill and 250,000
cubic yards of excavation would be necessary to allow for proper drainage of stormwater
using a combination of gravity and pump systems. With the addition of the Auburn Gateway
II properties, the 2011 EIS Addendum indicated that up to 750,000 cubic yards of fill
would be necessary, if the stormwater system were designed to function by gravity alone.
The Auburn Gateway project site would be graded to accommodate a gravity system with
an outlet to the existing ditch along S 277th Street. Because the type of stormwater detention
facilities have yet to be determined, this volume of earthwork is an estimate. Grading for
the Auburn Gateway project would consist of importing and placing fill material sufficient
to allow for proper drainage of stormwater and to raise the buildings above the 2017 100-
year FEMA floodplain elevation whether structures are in the floodplain or not (BCRA
2019). The Preliminary DFIRM map is currently dated September 15, 2017. Any future
phasing projects would be required to address floodplain regulations in effect for each phase.
Erosion impacts could affect water quality. Water quality impacts associated with grading
would be similar to those described in the 2004 Final EIS and 2011 EIS Addendum.
Potential erosion impacts would be avoided by implementing best management practices
(BMPs) and complying with Ecology’s requirements for temporary erosion control, grading,
and drainage; the City of Auburn Surface Water Management Manual (City of Auburn
2014); and Ecology’s 2014 Stormwater Management Manual for Western Washington
(Ecology 2014). The contractor will also be required to obtain a Construction Stormwater
General Permit through Ecology and the National Pollutant Discharge Elimination
System (NPDES) permit.
Long-Term Operational Impacts
Green River Floodplain
Volume of Floodplain Storage Affected
For Phase 1 of the Inland Development Plan, all floodplain compensatory storage would
be provided off-site within previously constructed advance storage in the Port of Seattle
Wetland Mitigation Site unless the timeframe for approvals for replacement storage does
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not coincide with need for displacement. If off-site storage is unavailable due to timing,
or capacity is deemed insufficient, then the City will allow temporary storage within the
northern portion of the project site. Exact volumes to be used have not been calculated as
of this writing, and any use of these compensatory storage volume would be subject to
City approval. Any additional floodplain compensation beyond that provided by the Port
site would be provided in compliance with applicable City regulations pursuant to a flood
development permit and habitat impact assessment.
Connection of Wetland Flood Storage to Existing Floodplain
As noted above, the 2004 Final EIS indicated that the ditch along S 277th Street would
not adequately carry floodwaters after the entire Auburn Gateway project was developed.
RPG indicated that the relocated roadside ditch and culvert system would be designed to
accommodate the 100-year, 24-hour peak flow rate and fish passage criteria (if required)
per Chapter 3 of the City of Auburn Surface Water Management Manual (City of Auburn
2014). If necessary, the Inland project would do the same; therefore, the impact would
not change with the Inland Development Plan and would not be significant.
Storm Drainage Systems
The conceptual stormwater system for Auburn Gateway I and II was described in the
2011 EIS Addendum. The conceptual plan for the Inland Development Plan remains the
same as described in that analysis. As described in the 2011 EIS Addendum, storm
drainage discharge would be directed to either S 277th Street (EIS Scenario 3a), or split
evenly between S 277th Street and D Street NE (EIS Scenario 3b). To provide for
adequate storm drainage and conveyance to the point of discharge at the northeast corner
of the Auburn Gateway II site, the site at the south and southwest ends would need to be
at an approximate elevation of 56 feet, requiring a substantial amount of fill to allow for
draining the site to the northeast. The site would likely need to be raised approximately 5
to 7 feet in some areas to allow for gravity drainage to the culvert at S 277th Street and D
Street NE (BCRA 2007).
The Stormwater Site Plan for Phase 1 of the Inland Development Plan provides further
detail for the residential development proposed in the southern portion of the Auburn
Gateway project area (BCRA 2019). It describes three basins within the site and the
design approach taken for each to meet requirements of the 2014 Stormwater
Management Manual for Western Washington (Ecology 2014) and Auburn Supplemental
Manual (Effective date of January 1, 2017).
The Auburn Gateway project is expected to meet the design requirements and stormwater
management code as required by the City of Auburn. To ensure coordination of the future
storm system for the project area in conformance with proposed phasing and City codes,
a master storm drainage plan will be prepared prior to construction authorization. The
master storm drainage plan shall also define which improvements are to be constructed
concurrent with each phase of the project. If necessary, additional downstream drainage
analysis shall be required as directed by the City Engineer prior to construction
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authorizations. Development consistent with current stormwater regulations is not
expected to result in significant impacts on water quality or quantity.
Stormwater facilities for both the Auburn Gateway project and the Inland Development
Plan sites would be designed to comply with the City of Auburn Surface Water
Management Manual. The City’s Surface Water Management Manual is equivalent to
Ecology’s 2014 Stormwater Management Manual for Western Washington. With the
construction of on-site detention facilities, stormwater runoff from the Inland
Development Plan is expected to be the same or less than the current rate of runoff.
Significant Unavoidable Adverse Impacts
As stated in the 2004 Final EIS, no significant unavoidable adverse impacts on water
resources would occur if the mitigation requirements and recommendations provided in
the 2004 Final EIS, and future mitigating measures required during permitting, are
followed. Compliance regulations for stormwater management, and floodplain
management adopted since the 2004 Final EIS also ensure that significant impacts will be
avoided.
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PLANTS AND ANIMALS
Applicable Laws and Regulations
When the 2004 Final EIS was issued, the City of Auburn relied on adopted SEPA
policies and used the SEPA process to identify impacts and mitigation for
environmentally critical areas. General guidance from the City of Auburn Comprehensive
Plan regarding the protection of critical areas was also used as a guide for assessing
impacts. Since that time, the City of Auburn has developed critical area regulations
codified in ACC 16.10 Critical Areas. The 2011 EIS Addendum summarized the critical
areas regulations, standards, and procedures. Changes to the critical areas regulations
since 2011 clarify the processes for variances and exceptions, and provide additional
flexibility in siting wetland mitigation.
Affected Environment
Wetlands
Wetlands in the Auburn Gateway project area were not delineated or categorized in the
2004 Final EIS. Since that time, J.S. Jones and Associates, Inc. conducted a delineation
and prepared a Wetland and Stream Impact Assessment (J.S. Jones and Associates, Inc.
2010). Wetland information from that 2010 report was described in the 2011 EIS
Addendum. The assessment categorized Wetlands A, B, C, and D, all of which are
located at least partially within the Auburn Gateway I project area. The 2010 report also
described Wetland E in the northwest corner of the project, which is in the Auburn
Gateway II project area and was qualitatively described (i.e., not delineated or formally
categorized) in the 2011 EIS Addendum.
This 2019 EIS Addendum updates information on the wetlands that would be affected by
Phase 1 of the Inland Development Plan in addition to features located within ditches
along S 277th Street. The updates are based on information provided by J.S. Jones and
Associates, Inc. and EnCo (Environmental Corporation). In a delineation report prepared
in 2014, the boundary of Wetland A was expanded to include a wetland to the north,
Wetland B, as depicted in the 2004 Final EIS (J.S. Jones and Associates, Inc. 2014). In
2019, EnCo conducted a site visit to confirm existing conditions and prepared a
Combined Floodplain Habitat Impact Assessment with Critical Areas Report (HIA/
CAR), which compiles past studies, updates information on listed species, and
summarizes ratings for wetlands (EnCo 2019a). EnCo subsequently described Wetland E
in an amendment to the report (EnCo 2019b). The revised HIA/CAR dated September 27,
2019 included an additional site visit which determined that the former Wetland E area
no longer meets criteria for wetland (EnCo, 2019d).
Current wetland conditions are similar to those described in the 2011 EIS Addendum.
However, Wetland B has been consolidated with Wetland A and re-classified to Category
III. The reclassification of Wetland A results in a 50-foot buffer requirement under
current Auburn Code; in previous documents, it was listed as having a 35-foot buffer
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requirement. In addition, former Wetland E has been removed from the project maps
based upon the information found in the updated HIA/CAR prepared by EnCo (2019d).
EnCo conducted a site visit on September 26, 2019 to update information in the HIA/
CAR and to confirm the location and boundaries of former Wetland E. The area in
question was found to be a cultivated field dominated by pasture grasses, weeds and an
unidentified root crop. Based upon data taken at three locations in the former wetland
area, EnCo determined that this area no longer meets the federal definition of wetland
based upon the lack of hydric soil indicators and wetland hydrology (EnCo, 2019d).
In addition to Wetlands A and C, the 2004 Final EIS described several roadside wetlands
(Wetland Ditches H, I, and J) within a ditch on the south side of S 277th Street. The 2011
EIS Addendum indicated that these interconnected features may no longer be regulated
and would be relocated as part of a road widening project. In June 2019, after completion
of the road widening project, a field visit with the Washington Department of Fish and
Wildlife (WDFW) and others resulted in a change in the jurisdictional status to some of
these features, described in the Streams and Watercourses section below (EnCo 2019c).
Beyond the on-site wetlands, ESA delineated several off-site wetlands as part of a
separate project on land located immediately east of the project area that is owned by the
Port of Seattle (ESA 2019). The City wetlands inventory map depicts Wetland A on the
Port property and Wetland A on the Auburn Gateway project site as connected. However,
ESA’s 2019 Port of Seattle delineation determined that these two wetlands are not
connected (ESA 2019). The boundaries of Wetland A on the Port property were surveyed
and do not intersect with the Auburn Gateway property; however, the buffer of Wetland
A does overlap the project site. In addition, the boundaries of Wetland E on the Port
property do not extend onto the Auburn Gateway project site; however the buffer does
overlap the site in the vicinity of a newly created stormwater pond. It is important to note
that wetland buffers from the off-site Port wetlands are fully encompassed within the 75-
foot riparian buffers on Watercourses K and L, as described below.
Streams and Watercourses
The wetland ditches described in the 2004 Final EIS as Wetlands H, I, and J were
determined by WDFW in 2009 to be intermittent fish-bearing waters as the agency
defines them. Wetland Ditch G, which is also located along D 277th Street, was not
considered a stream by WDFW and was not identified as a wetland in the 2004 Final EIS.
Since then, the ditch was relocated south and is no longer assessed as part of this 2019
EIS Addendum.
In addition, six watercourses were identified and described in the HIA/CAR (EnCo,
2019a, 2019d). These are named Watercourses K, L, M, N, O and P. Watercourses N, O
and P are located entirely off-site; whereas K, L and M are at least partially located on the
development site. Watercourses K, L, N, O and P are considered fish-bearing and are
recognized as Class II streams under the City’s regulations, requiring a 75-foot standard
buffer each side of the ordinary high water mark (EnCo, 2019d). Watercourse M is a
mitigation watercourse constructed in 2017 as part the City’s road widening project along
S 277th Street.
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With the completion in 2018 of the City project widening S 277th Street, the following
physical changes were made along the road:
· The culvert under S 277th Street near the intersection with I Street NE has been
replaced with a fish passable culvert.
· Watercourses H, I, and J were relocated south and are no longer considered
intermittently fish-bearing. Watercourses H, I, and J are considered stormwater
conveyance features and are no longer regulated based on a field visit with
WDFW in June 2019 (EnCo 2019c). The City of Auburn installed a 36-inch pipe
replacing the streams, which now conveys stormwater from a drainage area south
and west of the Auburn Gateway site to the culvert at S 277th Street.
· On-site mitigation required for these watercourse relocations was completed on
the northeast corner of the Auburn Gateway site (mostly on what was the former
Stein property). Mitigation Watercourse M was constructed to offset project
impacts.
Threatened and Endangered Species
Wildlife
Changes to the listing status for several wildlife species have occurred since the 2004
Final EIS was published. The 2011 EIS Addendum provided updated information on
listed species. The CAR (EnCo 2019b) does not identify any changes to the listing status
of any species previously identified on or near the site. As noted in previous
environmental documents, the CAR (EnCo 2019b; 2019d) states that there are no known
federally listed wildlife species or critical habitat present on the site. The EnCo report
(2019b) also notes that there are no known state-listed wildlife species present.
Consistent with the 2004 Final EIS and the 2011 EIS Addendum, state priority habitats
present on the site include wetlands, riparian buffer zones, and snags.
Fish
The 2004 Final EIS identified the Puget Sound/Strait of Georgia coho salmon
(Oncorhynchus kisutch) as a Candidate species; their current federal status continues to
be Candidate, while at the state level they are listed as a species of concern. In June 2019,
WDFW reported that threatened and endangered fish were not found or expected in
Watercourse K or Watercourse L (EnCo 2019a); furthermore, these two watercourses do
not contain designated critical habitat for any ESA-listed fish species. Coho salmon are
the only state-listed fish species present on the site; these are reported for Watercourses
K, L, M, N, O and P (EnCo, 2019d).
Other listing changes that have occurred since the 2004 Final EIS were described in the
2011 EIS Addendum and have not changed.
Impacts
Short-Term Construction Impacts
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Impacts on plants and animals would be similar to the impacts described in the 2004
Final EIS and not considered significant.
Long-Term Operational Impacts
Habitat Loss and Fragmentation
Wetland Habitat
Wetland impacts under the Inland Development Plan are similar to those described in the
2004 Final EIS and the 2011 EIS Addendum. No wetlands would be permanently
impacted; however, temporary impacts are anticipated. Temporary impacts from grading
are anticipated in Wetland A (0.60 acre) to remove reed canarygrass as part of wetland
restoration. Temporary grading impacts are also anticipated in Wetland D (0.05 acre) as
part of Watercourse N expansion to address flood conveyance issues (EnCo, 2019d).
Wetland buffers would also be affected by project development. Wetland buffer impacts
associated with the Auburn Gateway project under the Inland Development Plan were
described in the August and September 2019 CAR (EnCo 2019c, 2019d).
The wetland buffers for Wetland A would be impacted due to the proposed alignment of I
Street NE as described in the 2004 Final EIS. The buffer areas that would be impacted
are currently a gravel road. The remaining on-site portion is a 50-foot buffer for Wetland
A. In 2005, a 35-foot buffer for the north portion of this wetland was planted with native
shrubs and trees (J.S. Jones and Associates, Inc. 2010).
Wetland C also has an enhanced 35-foot buffer that was planted in 2005 (J.S. Jones and
Associates, Inc. 2010).
Wetland D would likely have a minimum 50-foot buffer as required by the city code.
Because delineations had not occurred at the time of the 2004 Final EIS, there were no
estimates of buffer impacts. In the 2011 EIS Addendum, total buffer impacts were
estimated at 0.22 acre. Phase 1 of the Inland Development Plan would affect 0.14 acre of
buffer, not including impacts associated with constructing I Street NE.
All development would comply with the City’s critical areas regulations, which were
adopted after the 2004 Final EIS and are expected to adequately protect wetland
resources and avoid significant impacts.
June 12, 2019 Site Visit Update
A site visit was conducted between WDFW and EnCo on June 12, 2019. EnCo’s
Combined Floodplain Habitat Impact Assessment with Critical Areas Report (EnCo
2019c) documents the June 12, 2019 meeting with WDFW staff and the results of the
discussion. EnCo’s report notes the following:
“In order to determine the status of the project site and nearby watercourses and
manmade conveyance ditches, a site visit was initiated by EnCo (Jonathan Kemp)
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with Brent Parrish (Inland Construction), Mr. Larry Fisher, Area Habitat
Biologist (WDFW), Jeff Dixon and Ryan Vondrak (City of Auburn), and Ben Dort
(BCRA). This event was used to determine if the current on-line WDFW Fish
Passage Map and WDFW SalmonScape Fish Distribution Map accurately
represents the current status of these two watercourses. Based on this event it was
confirmed that these two WDFW maps do not accurately represent the current
status of these two watercourses. It was confirmed by WDFW and concurred by
EnCo that former Watercourse H and former Watercourse I are now classified as
stormwater conveyance ditches and are no longer considered watercourses.
EnCo and WDFW representatives concur that the extent of the former location of
Watercourse H and Watercourse I (south of South 277th Street) was mitigated for
as a newly constructed fish-bearing watercourse that is located contiguous to the
north, east, south, and west of a constructed stormwater detention pond that is
located a few hundred feet east of the planned alignment of I Street NE. These two
watercourses were officially relocated to the east under an agency-approved
watercourse mitigation plan (As-Built Report – South 277th Street Corridor
Capacity and Non-Motorized Trail Improvements – Parametrix May 2018) that
was completed in 2017.
WDFW also confirmed and EnCo concurred that Watercourse K and
Watercourse L (seasonal watercourses) support Coho salmon, thereby classifying
these two watercourses as fish-bearing. This assessment changes the current
status of Watercourse L from a non-fish bearing watercourse to a fish-bearing
watercourse. The baseline condition of Watercourse L was much degraded in
comparison to Watercourse K as evidenced by the thick growth of reed canary
grass within the substrate (bed) of the eastern segment of Watercourse L. WDFW
confirmed that threatened and endangered fish were not found or expected in
Watercourse K and Watercourse L, thereby rendering that these two
watercourses are not a federal listed critical habitat for fish.” (sic)
Fish Habitat
As described in the 2004 Final EIS, erosion of exposed soils during land clearing,
grubbing, and grading could affect fish habitat. Compliance with City requirements for a
floodplain permit and associated City of Auburn requirements would provide adequate
protection for endangered fish species.
Stream Habitat
Watercourse K, which WDFW determined as fish-bearing, is located almost entirely
outside of the project area, except at the most northern end. The southern 460 linear feet
would be impacted by the extension of I Street NE. Permanent impacts to Watercourse K
are anticipated to place an additional 250 linear feet of the watercourse into a
culvert. Approximately 222 linear feet of Watercourse K near the southern property
boundary is culverted. To accommodate the preferred alignment of I Street NE, a total of
472 linear feet of Watercourse K will be placed within a culvert at the south end of the
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site, requiring 250 linear feet of new culvert. The proposed culvert will be slightly larger
than the current culvert with fish-friendly substrate added within the new section of
culvert.
Due to the right-of-way location of I Street NE, this southern portion of Watercourse K
would require displacement and mitigation in accordance with applicable agency
standards. Proposed stream mitigation includes improving and enhancing the remaining
portions of Watercourse K. The planned mitigation would require permission from the
Port of Seattle and negotiation to acquire temporary construction easements.
Temporary impacts from grading are anticipated to occur within Watercourse L (425
linear feet) and Watercourse N (520 linear feet). Grading would be required as part of
stream restoration efforts and in conjunction of expansion of Watercourse N to address
flood conveyance issues (EnCo, 2019d).
As noted in the 2004 Final EIS, the extension of 49th Street NE through the Stein and Port
of Seattle properties would impact Watercourse L. The EnCo report (EnCo 2019c)
indicated that WDFW determined this is a fish-bearing stream. In 2011, the extension of
49th Street NE east of I Street through the Stein and Port properties was removed from the
proposed project development.
Mitigation
The 2004 Final EIS provided a list of measures to mitigate impacts both during
construction and operation of the planning area. That list was updated with the 2011 EIS
Addendum. Mitigation required by law was described in the 2011 EIS Addendum and is
not repeated here.
Phase 1 is expected to require a federal Clean Water Act (CWA) Section 404 permit due
to fill placed. The June 12, 2019 Site Visit Update section describes proposed mitigation
measures to offset impacts on watercourses. Future phases could trigger this type of
permit.
A Hydraulic Project Approval (HPA) will be required for construction of roadways
where fish-bearing waters are affected. The June 12, 2019 Site Visit Update section
describes proposed mitigation measures to offset impacts on watercourses.
As described in the Water Resources section of the 2004 Final EIS, impacts on water
quality are regulated by the City of Auburn Supplemental Manual to the Ecology
Stormwater Management Manual for Western Washington (City of Auburn 2018).
The proposed Auburn Gateway Design Guidelines indicate that native plantings would be
used in wetland buffer areas and around detention facilities (BCRA 2003). No change to
these guidelines is proposed and they will remain in effect.
Changes proposed to the mitigation measures for impacts on plants and animals as
identified in the 2011 EIS Addendum are listed in the notes from the June 12, 2019 Site
Visit, as described below.
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A more detailed discussion on the proposed mitigation plan will be provided in a report
currently in preparation by Talasaea Consultants and available in October 2019. The
proposed mitigation plan will contain elements that will restore or enhance portions of
Watercourse L, Watercourse K, Watercourse N, Wetland A, Wetland A (Port), and
Wetland D and portions of their buffers. All elements of the mitigation plan will be
consistent with the requirements outlined in ACC 16.10.090(E) for both wetlands and
streams. Mitigation or enhancements proposed off site will require coordination and legal
agreement with adjacent land owners, including the Port of Seattle. Should mitigation
proposed not be acceptable to all parties, then alternative mitigation options will be
developed to fully meet code requirements for either on or off-site mitigation.
June 12, 2019 Site Visit Update
EnCo’s Combined Floodplain Habitat Impact Assessment with Critical Areas Report
documents the June 12, 2019 meeting with WDFW staff and the results of the discussion.
EnCo’s (2019c) report notes the following:
“While in the field and after additional correspondence to clarify a proposed
approach to re-align the southern segment of Watercourse K, an un-official
agreement was made with WDFW that would allow compensatory mitigation for
the permanent filling of about 460 linear feet of the southern extent of
Watercourse K. This proposed action would provide a more feasible connection
from 45th Street NE to the future alignment of I Street NE (after Phase 1). EnCo
and WDFW representatives concur that this mitigation approach for Watercourse
K is reasonable.
A discussion was held and it was agreed to compensate for the permanent loss of
about 460 feet of the southern extent of Watercourse K via a mitigation plan that
would be drafted and would include enhancing about 1,400 feet of Watercourse
K, north of the area to be permanently impacted by I Street NE. This would be
accomplished through mitigation by removing opportunistic aggressive species in
and around this watercourse, to be replaced by implementing a native plant
species enhancement program in concert with designing and installing habitat
features (i.e. down wood, perches, snags, rock piles, and rip rap) along with re-
configuring the watercourse with amphibian / fish beneficial sinuosity, a gently
sloped prism, and added vegetation to provide shading and over hanging shrubs.
Portions of the regulated 75-foot wide, fish-bearing watercourse buffer would be
enhanced along the entire length of Watercourse K. EnCo and WDFW
representatives concur that this mitigation approach for Watercourse K is
reasonable. It is understood that this mitigation effort would also need the
approval / support by all agencies with permitting authority such as the
Muckleshoot Tribe, ECOLOGY, and the ACOE.
Watercourse L is currently mapped by several consultants as a seasonal, non-fish
bearing watercourse with a regulated 25-foot-wide buffer. EnCo and WDFW
concurred, while in the field, that Watercourse L is fish-bearing with very limited
habitat function to support fish use. This would require establishing a regulated
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75-foot-wide buffer. The entire length of Watercourse L would not be negatively
impacted by the proposed project action. It was proposed to reduce the
watercourse buffer from the regulated 75 feet…. This buffer reduction would
allow for a more feasible alignment of I Street NE and its roundabout at the
intersection of 49th Street NE. This would be accomplished through mitigation by
removing opportunistic aggressive species in and around this watercourse, to be
replaced by implementing a native plant species enhancement program in concert
with designing and installing habitat features (i.e. down wood, perches, snags,
rock piles, and rip rap) along with re-configuring the watercourse with
amphibian / fish-beneficial sinuosity, a gently sloped prism, and added vegetation
to provide shading and over-hanging shrubs. The reduced …watercourse buffer
would be enhanced along the entire length of Watercourse L. EnCo and WDFW
representatives concur that this mitigation approach for Watercourse L is
reasonable. It is understood that this mitigation effort would also need the
approval / support by all agencies with permitting authority such as the
Muckleshoot Tribe, ECOLOGY, and the ACOE.”
After consideration of City comments, Inland Construction has revised the previous
buffer reduction proposal for the project. Stream buffers for Watercourses K, L, N, O
and P are proposed to be reduced to 65 percent of the standard buffer as allowed
administratively by code (ACC 16.10.090). Therefore, the 75-foot buffer for these Class
II (fish-bearing) streams would be reduced to no less than 48.75 feet with enhancement.
Watercourse M is a mitigated feature with buffers ranging from 25 to 48.75 feet. The
buffer reduction proposal is summarized in the September 27, 2019 revised HIA/CAR
(EnCo, 2019d).
Significant Unavoidable Adverse Impacts
As described in the 2004 Final EIS, the 2011 EIS Addendum, and this 2019 EIS
Addendum, with mitigation in accordance with City regulations and those of other
agencies with jurisdiction currently in development and required during project
permitting, no significant impacts on watercourse and wetland functions are expected.
All reductions to buffers are allowed administratively by code and will required
enhancement within the remaining buffer area.
To avoid impacts on ESA-listed species and habitats, the development must meet City
floodplain development permit standards as well as FEMA and NMFS requirements for
providing adequate protection to endangered species.
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TRANSPORTATION
Affected Environment
In the 2004 Final EIS, development-related traffic impacts were evaluated under year
2020 traffic conditions. The 2011 EIS Addendum considered a similar timeframe, but
with updated baseline information. Inland now projects Phase 1 to be completed in year
2022, and the commercial phase(s) to be completed in year 2024. Therefore, the traffic
forecasts without the development were revised to reflect actual traffic patterns in 2019,
along with recent historical growth trends.
Information on existing conditions is provided below. The TIA (Transpo 2019) also
provides information on existing conditions in the study area for 2019. Characteristics are
provided for the roadway network, non-motorized facilities, transit service, existing
traffic volumes, traffic operations, and traffic safety.
Roadway Network - Characteristics of the existing street system in the vicinity of the
proposed project are shown in Table 2 below.
TABLE 2. SUMMARY OF EXISTING STREET SYSTEM IN THE STUDY AREA
Roadway
Arterial
Classification1
Posted
Speed
Limit
(mph)
Number of
Travel
Lanes Parking Sidewalks
Bicycle
Facilities
Auburn Way N Principal Arterial 35 5 No Yes No
S 277th Street Principal Arterial 35 4–6 No Partial Partial
45th Street NE Residential Collector 25 2 Yes Yes No
49th Street NE Non-Residential
Collector
25 2 Yes No No
D Street NE Non-Residential
Collector/Local Street
25 2 Yes No No
I Street NE Minor Arterial 35 2–3 Partial Partial Partial
Based on the 2015 City of Auburn Comprehensive Transportation Plan
Non-Motorized Facilities - In addition to the facilities provided on the roadways, there
is a non-motorized trail on the south side of S 277th Street between Auburn Way and L
Street NE. This trail connects to other non-motorized facilities on either side that extend
to the Interurban Trail to the west and to the S 277th Corridor Recreational Trail to the
east. About a quarter mile south of the project, off I Street NE, a trail connects to Brannan
Park and Auburn Golf Course.
Transit Service - King County Metro provides transit service in the project study area.
Route 180 operates along Auburn Way N from approximately 3:30 AM to 12:00 AM on
both weekdays and weekends with a weekday PM peak hour headway of 30 minutes. The
project site is served by three transit stops, one each near the intersections with 45th Street
NE, 49th Street NE, and S 277th Street. Route 180 provides service to the north up
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through Kent and to the Burien Transit Center, with a stop at SeaTac airport, and to the
south toward southeast Auburn and White River Junction.
Traffic Volumes - This transportation analysis focuses on the weekday PM peak hour
when traffic conditions would be the highest. Existing turning movement counts in the
study area were counted in February 2019. Existing weekday PM peak hour traffic
volumes are summarized in the TIA and were used to characterize existing traffic
conditions.
Changes that have occurred in or near the study area since the 2004 Final EIS was issued
include:
1. The Trail Run residential subdivision and PUD (referred to as River Sands in the
2004 Final EIS) east of the project area, has been completed, including opening of
L Street NE to provide access to that site onto S 277th Street.
In the 2004 Final EIS, access to Trail Run was expected to be via a roadway that
would have right-in/right-out only access to S 277th Street, and that 49th Street NE
would be extended east of I Street NE to connect and serve the Trail Run
development.
On an interim basis, a temporary signal was installed at L Street NE and S 277th
Street and monies were collected by the City for the future extension of 49th Street
NE east of I Street NE and for I Street NE to serve the Trail Run development and
to facilitate the relocation of the temporary signal to the future intersection of I
Street NE and S 277thStreet. (The 2011 EIS Addendum included an assessment of
conditions with and without the 49th Street NE extension east of I Street NE to
Trail Run.)
2. S 277th Street was widened from three lanes to five lanes from Auburn Way N
east to L Street NE. A multi-use trail was also constructed on the south side of S
277th Street.
3. At S 277th Street/Auburn Way N, lanes have been added:
o Eastbound: one through lane and a right-turn lane.
o Westbound: one through lane and a right-turn lane.
o Northbound: a northbound to eastbound right-turn lane.
Methodology to Assess Project Impacts
The analysis below is summarized from the Traffic Impact Analysis - Copper Gate report
prepared by Transpo Group, July 2019 (2019 TIA). The 2019 TIA is hereby incorporated
into this analysis. In its approach, the traffic analysis focuses on the Inland Development
Plan, with specific reference to Copper Gate, the name given to the South Phase (multi-
family residential) of Inland Development Plan, also referred as Year 2022 South Phase
Only (Phase 1) to evaluate impacts and mitigation associated with any development. The
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2019 TIA also evaluates future commercial development for Phase 2 under two
scenarios: Reduced Build and Full Build.
The 2019 TIA summarizes the following without-and with-project scenarios, as requested
by the City:
· Year 2022 Without-Project
· Year 2022 With-Project – South Phase (Phase 1) Only, without I Street NE
· Year 2022 With-Project – South Phase (Phase 1) Only, with I Street NE
· Year 2024 Without-Project
· Year 2024 South (Phase 1) plus Reduced North Phase (Phase 2 – Reduced Build)
· Year 2024 South (Phase 1) plus Full Buildout of the North Phase (Phase 2 -Full
Build)
Note that although the extension of I Street NE is proposed as part of Phase 1 of the
project, a scenario that excludes this improvement has been identified. This scenario
reflects the future conditions assuming a delay in permitting and construction of the I
Street NE improvements.
More information on each scenario is included in the 2019 TIA.
The amount of development under the Inland Development Plan is most similar to
Alternative 3 evaluated in the 2004 Final EIS (the Residential/Retail Option). Because
the trip generation of Alternative 3 was not re-analyzed for the 2011 EIS Addendum, the
analysis in this 2019 EIS Addendum compares the Inland Development Plan with the
preferred alternative evaluated in the 2004 EIS.
Planned Transportation Improvements (Future Without-Project
Conditions)
This section describes the future traffic conditions during the PM peak hour without the
addition of project traffic. It focuses on 2022 conditions and describes planned
transportation improvements, traffic volume forecasts, and traffic operations. A review of
jurisdiction documents, including the City of Auburn’s 2019-2024 Transportation
Improvement Program (TIP) (City of Auburn 2018), the City’s Comprehensive
Transportation Plan (City of Auburn 2015), and King County Metro’s Long Range Plan
(King County Metro 2017), was conducted to determine potential improvements to
facilities in the study area. Each is broken down into the sections below.
Roadway - The following projects, from the City’s TIP, have been identified in the study
area and would affect capacity or traffic patterns:
· I Street NE corridor (45th Street NE to S 277th Street) – TIP# R-2
· 49th Street NE extension (Auburn Way N to I Street NE) – TIP# R-8
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The projects listed above have funding identified in 2022 but are not assumed in 2022
without-project conditions as they are associated with the development of the proposed
project. Both projects are assumed under with-project conditions for each phase.
Additionally, a signal was assumed at the future I Street NE/S 277th Street intersection as
part of the corridor extension. Because these have been identified as conditions of the
proposed development, the completion of these projects has not been assumed in the
without-project conditions.
One additional project not in the City’s TIP but associated with future development in the
study area was assumed under 2022 without-project conditions. The west leg at the
intersection of Auburn Way N/NE 49th Street will be widened to include a dedicated
right-turn lane and a shared through-left turn lane.
Non-motorized - The City’s Transportation Plan shows the future priority sidewalk
corridors and future bicycle facilities in maps 3-1 and 3-2. No priority sidewalk corridors
are shown in the project vicinity. A future trail facility is shown on S 277th Street, which
already exists, and a future bicycle facility is shown on the planned I Street NE extension
connecting the existing facilities near 40th Street NE and S 277th Street.
Transit - There are no planned transit improvements that would occur by 2024 in the
study area. Service changes as part of the regular service updates could occur throughout
the year. The King County Metro Long Range Plan does identify RapidRide service
along Auburn Way; however, it is not anticipated until the year 2023.
Summary of Project Impacts
The detailed analysis for traffic impacts is provided in the 2019 TIA. Project impacts are
summarized below.
· Phase 1 of the project is expected to generate 208 new PM peak hour project trips
(127 inbound and 81 outbound). The Phase 2 Reduced Build scenario is expected
to generate 540 new PM peak hour project trips (278 inbound and 262 outbound).
The Phase 2 Full Build scenario is expected to generate 654 new PM peak hour
project trips (291 inbound and 363 outbound).
· The I Street NE corridor project (including a signal at S 277th Street/I Street NE)
and the 49th Street NE extension project would be constructed with the south
phase of the development and thus was assumed as part of the with-project
analysis.
· For the Phase 1 development, all intersections are expected to operate at the same
or better level of service (LOS) than under 2022 without-project conditions.
· A signal warrant analysis was conducted at the intersection of Auburn Way N/
49th Street NE. The eight-hour, four-hour, and peak hour vehicular volume
warrants were met under 2022 without-project conditions. A signal is
recommended at this location.
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· A signal warrant analysis was conducted at the intersection of I Street NE/S 277th
Street. The 8-hour, 4-hour, and peak hour vehicular volume warrants were met
under 2022 with-project conditions, which is the first scenario where I Street NE
has the potential to be completed. A signal is recommended at this location.
· The signalization of the Auburn Way N/49th Street NE intersection is
recommended as mitigation with Phase 1 of the project to bring the intersection
operations above the LOS standard.
· For the Reduced Build Phase 2 development, all intersections are expected to
operate at or above the LOS standard.
· With the Full Build Phase 2 development scenario, the intersection of Auburn
Way N/42nd Street NE is expected to operate at LOS F. While the intersection
increases in delay between 2024 Baseline and Full Build, going from LOS E to
LOS F, it operates at the same level as projected for the 2022 baseline conditions
that don’t reflect the I-street extension. This amount is negligible and could be
reduced with a slight adjustment in signal timing.
· Due to the shifts in traffic from the completion of the I Street NE corridor and the
closure of the Auburn Way N/D Street NE intersection, no other improvements
are recommended as part of either scenario of Phase 2.
Mitigation
The 2019 TIA presents an assessment of the mitigation needs of the Inland Development
Plan and compares them with mitigation proposed in the Development Agreement as
proposed to be amended for the Auburn Gateway project. Traffic-related mitigation
recommended for the project is substantially the same as that described in the 2004 Final
EIS, with some refinements and minor changes.
Tables 3 and 4 compare the mitigation requirements, assuming that the development of
Phase 1 (South Phase) is constructed first as is currently proposed. Table 3 identifies the
requirements to be met prior to issuance of construction permits, and Table 4 identifies
requirements to be met prior to issuance of occupancy permits.
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TABLE 3. IMPROVEMENTS REQUIRED PRIOR TO ISSUANCE OF CONSTRUCTION PERMITS BY PHASE AS
OUTLINED IN DEVELOPMENT AGREEMENT (UNDER REVIEW BY CITY OF AUBURN)
Improvement Either
Phase
First
North
Phase
First
South
Phase
First
Assessment
Master Plan for Peds/Non-
Motorized Circulation Plan
X Plan completed and submitted to the City
as a separate document.
Master Transit Plan X Plan completed and submitted to the City
as a separate document.
Master Access and On-site
Vehicular Circulation Plan
X Plan completed and submitted to the City
as a separate document.
Master Motorized Public
Improvement Plan
X Plan completed and submitted to the City
as a separate document.
Widen S 277th St to 5 lanes (L St
NE to Auburn Wy N)
X This project has already been completed by
the city as a capital project.
Traffic Signal at S 277th St/I St
NE
X This was assumed to be completed in
Phase 1 to support future Phase 2
commercial development scenarios.
EBR turn pocket at S 277th St/D
St NE
X X Intersection operations do not indicate that
an EB right-turn pocket is necessary.
Therefore, no action is required of the
applicant at this location.
WB right-turn pocket at Auburn
Way N/S 277th St
X Project has already been completed by the
city as a capital project.
Complete I St NE (49th St NE to S
277th St)
X X This was assumed to be completed in
Phase 1 to support future Phase 2
commercial development scenarios.
Roundabout at I St NE/ 49th St
NE
X X Analysis assumed the construction of a
single lane roundabout at the intersection.
The intersection, with 3-lanes constructed
on I Street NE, was forecast to operate at
LOS A with the north phase Full Build
scenario (see Attachment N in the 2019
TIA).
Traffic Signal at Auburn Way N/
49th St NE
X X Project may either install signalization or
contribute either proportionate share
towards installation of traffic signal pending
discussions with City.
Traffic Signal at Auburn Way N/
45th St NE
X X Intersection operations do not indicate a
signal is necessary as the westbound
approach is projected to operate at LOS C
during the weekday PM peak hour.
Dedicate and construct cul-de-
sac on D St NE at Auburn Way N
X X Included in the Inland Development Plan
and reflected in the analysis.
Complete I St NE (45th St NE to
49th St NE)
X This was assumed to be completed in
Phase 1 to support future Phase 2
commercial development scenarios.
Traffic Signal at I St NE/45th St
NE
X Intersection operations do not indicate a
signal is necessary and as such installation
is not recommended.
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As shown in Table 4, many improvements previously outlined in the Development
Agreement were already completed, assumed as part of Phase 1, or became unnecessary
by the results of the analysis.
Traffic volume forecasts developed for I Street NE between 45th Street NE and S
277th Street suggest that I Street NE could be constructed with three lanes instead
of five, as described in the 2004 Final EIS and the 2011 EIS Addendum.
Depending on the scope of the north phase, auxiliary lanes could be needed, but
this could be determined when the north phase is permitted and the extension of I
Street NE between 49th Street NE and S 277th Street is finalized.
TABLE 4. IMPROVEMENTS REQUIRED PRIOR TO OCCUPANCY OUTLINED IN DEVELOPMENT AGREEMENT AND
PRESENTED BY PHASE
Improvement Either
Phase
First
North
Phase
First
South
Phase
First
Assessment
Built according to approved
transportation construction plans.
X Applicant will comply with the requirement as
each phase of the project is approved.
City accepts ownership of all
public transportation facilities
X Applicant will comply with the requirement as
each phase of the project is approved.
Conceptual design and
construction estimate, & paying
proportional share for EB right-
turn lane at Auburn Way N/37th St
NE
X
Due to decreases between the 2004 Final EIS
and the current proposed development, these
intersections were not included in the current
analysis.
Conceptual design and
construction estimate, & paying
proportional share for SBT lane at
Harvey Rd NE/M St NE/8th St NE
X
Conceptual design and
construction estimate, & paying
proportional share for new traffic
signal & widening at SE 304th St/
112th Ave SE
X
Mitigation agreement effort w/
Kent & King County
X
NB right-turn lane at Central Ave/
S 259th St
X
Widening at S 277th St/55th St NE X
Reconfigure signal phasing at S
272nd St/Military Rd
X
Signal warrant analysis at Auburn
Way N/45th St NE and I St NE/
45th St NE
X Intersection operations do not indicate that a
signal is necessary at either intersection.
Transportation Demand
Management program
X The need for the TDMP would be removed as
the north phase of the development proceeds
through the approval process.
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Significant Unavoidable Adverse Impacts
The revised road layout and the addition of Auburn Gateway under the Inland
Development Plan would not result in significant unavoidable adverse impacts. Traffic
impacts are expected to be generally equivalent to or less than what was described in the
2004 Final EIS and 2011 EIS Addendum.
As described in the 2004 Final EIS, all of the development alternatives would result in
additional traffic at several intersections that would operate at LOS F in the future. The
2004 Final EIS and the 2011 EIS Addendum did not identify mitigation for three
intersections where the project would cause an increase in delay: S 277th Street/West
Valley Highway, Central Avenue/Willis Street, and 116th Avenue SE/Kent-Kangley
Road. These intersections would operate at LOS F regardless of whether the proposed
project is developed, and the additional delays were not considered significant.
For the 2019 EIS Addendum, the following traffic conditions are expected:
· The proposed project would be developed in two phases. Phase 1 (South Phase)
would include 500 multi-family residential units. Phase 2 (North Phase) could be
developed under two possible scenarios: A Reduced Build and a Full Build. The
Reduced Build would include 150,000 square feet of commercial retail. The Full
Build would add an additional 18,000 square feet of commercial retail (for a total
of 168,000 square feet) and 111,000 square feet of office use.
· For the Phase 1 Development, all intersections are expected to operate at the same
or better LOS than under 2022 without-project conditions.
· A signal warrant analysis was conducted at the intersection of Auburn Way N/49th
Street NE. The 8-hour, 4-hour, and peak hour vehicular volume warrants were
met under 2022 without-project conditions. A signal is recommended at this
location.
· A signal warrant analysis was conducted at the intersection of I Street NE/S 277th
Street. The 8-hour, 4-hour, and peak hour vehicular volume warrants were met
under 2022 with-project conditions, which is the first scenario where I Street NE
has the potential to be completed. A signal is recommended at this location.
· The signalization of the Auburn Way N/49th Street NE intersection is
recommended as mitigation with Phase 1 of the project to bring the intersection
operations above the LOS standard.
· For the Reduced Build Phase 2 development, all intersections are expected to
operate at or above the LOS standard.
· With the Full Build Phase 2 development scenario, the intersection of Auburn
Way N/42nd Street NE is expected to operate at LOS F. While the intersection
increases in delay between 2024 Baseline and Full Build, going from LOS E to
LOS F, it operates at the same level as projected for the 2022 baseline conditions
that do not reflect the I-street extension. The increase in delay due to the project
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would be negligible and could be reduced with a slight adjustment in signal
timing.
· Due to the shifts in traffic from the completion of the I Street NE corridor and the
closure of the Auburn Way N/D Street NE intersection, no other improvements
are recommended as part of either scenario of Phase 2.
ENVIRONMENTAL ELEMENTS NOT ANALYZED
The following briefly describes the reasons that additional analysis was not performed for
other elements of the environment analyzed in the 2004 Final EIS.
Geology/Soils
No change is expected for impacts related to geology and soils due to the development of
Auburn Gateway under the Inland Development Plan. The project acreage remains
approximately the same, grading volumes are expected to be similar to or less than those
evaluated in the 2004 Final EIS, and the project will be required to meet future changes in
FEMA floodplains.
Air Quality
No change is expected for impacts related to air quality due to the development of the
Auburn Gateway project under the Inland Development Plan. The analysis in the 2004
Final EIS estimated maximum peak hour carbon monoxide concentrations by examining
intersections that would be most affected by the project, and is still relevant. The
development of Auburn Gateway under the Inland Development Plan would not result in
an increase in project-related trips because a smaller amount of retail and office square
footage is proposed for the project, compared to that evaluated in the 2004 Final EIS.
There would be minor changes in traffic circulation related to D Street NE and 49th Street
NE. The change in traffic generation is expected to reduce the project-related volume of
traffic at S 277th Street and Auburn Way N during the PM peak hour under Alternative 2
of the 2004 Final EIS, an intersection studied in the 2004 Final EIS for carbon monoxide
concentrations. Lower traffic volumes would result in less delay at the Auburn Way N
and S 277th Street intersection, which in turn would result in less carbon monoxide
concentrations during the PM peak hour than shown in the 2004 Final EIS under
Alternative 2.
Noise
No increase is expected for impacts related to noise due to the development of the
Auburn Gateway project under the Inland Development Plan as compared to that
evaluated in the 2004 Final EIS. Temporary construction noise would likely be of shorter
duration due to the lower overall density of development. Similarly, operational noise
from project-related traffic is expected to be proportionally lower than that described in
the 2004 Final EIS. Of the four noise study focus areas studied in the 2004 Final EIS,
only residences along D Street NE would find project-related traffic to have noticeably
increased noise levels compared to existing noise levels. The proposed change in traffic
circulation would not increase traffic volume along D Street NE any further than what
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was evaluated in the 2004 Final EIS. To ensure noise from the operations and land uses
does not result in noise impacts, a noise mitigation master plan is required to be provided
and approved prior to vertical construction authorization by the development agreement.
Hazardous Materials
No change is expected for impacts related to hazardous materials due to the development
of the Auburn Gateway project under the Inland Development Plan. A Phase I Site
Assessment was conducted by Landau Associates in 2014 to assess and document
environmental conditions on a property acquired by RPG after the 2011 EIS Addendum
(Landau Associates 2014a). The report indicates that the site had underground storage
tanks that were removed in 1991. The analytical results for the soil samples taken after
tank removal indicated the presence of benzene, xylene, and gasoline-range total
petroleum hydrocarbons (TPH-G) at concentrations greater than the current Ecology
Model Toxics Control Act (MTCA) Method A soil cleanup levels based on unrestricted
land uses. Landau conducted groundwater and soil sampling in 2014 and concluded that
soil and groundwater were below cleanup levels and requested a No Further Action
determination from Ecology (Landau Associates 2014b). The No Further Action
determination from Ecology is still pending. There is a soil remediation plan on parcel #
936060-0269 under City grading permit GRA19- 0017, which may become part of the
project in the future and is included for that purpose. Further environmental review may
be required as part of the grading permit process if Inland moves forward with purchase
of the property.
Cultural and Historic Resources
No change is expected for impacts related to cultural and historic resources due to the
development of the Auburn Gateway project under the Inland Development Plan. The
2004 Final EIS evaluated the entire planning area for the potential of discovering cultural
and historic resources. The 2004 Final EIS indicated that there is a high probability of
hunter-fisher-gatherer, ethnographic period and historic Indian, and historic period
archaeological resources within the planning area. The probability estimates for the
Auburn Gateway project area and the planning area were based on the availability of the
Duwamish River – Green River floodplain for hunter-fisher-gatherer use, soils data that
indicate old channels and low terrace deposits, prehistoric and historic period land use in
similar environmental settings, and documented ethnographic and historic period land use
in these two areas.
Land Use
No change is expected for impacts related to land uses due to the development of the
Auburn Gateway project under the Inland Development Plan. The same Comprehensive
Plan and C4, Mixed Use Commercial zoning designations would apply. The Auburn
Gateway project would be developed with retail, office, and/or multi-family residential
units, parking lots, and stormwater facilities, similar to the alternatives described in the
2004 Final EIS, with minor changes that would not introduce any new potential for
incompatible uses. The same amount of multi-family residential development is
proposed, but it would be separated from the commercial development on the site, rather
than being vertically integrated within the same building. A smaller amount of
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commercial, retail, and/or office use would be developed compared to that evaluated in
the 2004 Final EIS. The private residences south of the Auburn Gateway project site
would be less affected under the Inland Development Plan because the proposed
development would be residential rather than commercial mixed-use, as evaluated in the
2004 Final EIS.
Recreation
No change is expected for impacts related to recreation due to the development of the
Auburn Gateway project under the Inland Development Plan. The development of the
Inland Development Plan would tie into the trail that has been developed along the south
side of S 277th Street. Internal trail connections are proposed as part of the Auburn
Gateway project and identified in the proposed Auburn Gateway Design Guidelines. The
recreational demand as a result of retail, office, and/or residential development would
likely be lower than what was evaluated in the 2004 Final EIS since the Inland
Development Plan proposes a lower amount of total development than evaluated in the
2004 Final EIS.
Aesthetics
No change is expected for impacts related to aesthetics due to the development of the
Auburn Gateway project under the Inland Development Plan because the Auburn
Gateway Design Guidelines apply to the similar mix of retail, office, residential or
mixed-use structures, surface parking lots, and stormwater facilities.
The amount of fill required to ensure that buildings are above the flood elevation would
not substantially change the appearance of the project. In addition, the Auburn Gateway
Design Guidelines proposed in the 2004 Final EIS, together with the landscaping and
other measures required by the Auburn City Code, include measures to mitigate the
aesthetic impacts of the project that would be effective in addressing this additional
impact.
Utilities and Public Services
No change is expected for impacts related to utilities (except storm drainage systems) and
public services due to the development of the Auburn Gateway project under the Inland
Development Plan. The residential development would be similar to alternatives
evaluated in the 2004 Final EIS, and the retail and office component would be lower.
Therefore, the estimate for domestic water consumption and wastewater production
associated with development in the 2004 Final EIS likely overstates demand that would
be expected under the Inland Development Plan. To ensure orderly and efficient
extensions of public utilities consistent with the proposed phasing and City regulations, a
master plan will be provided prior to construction authorization.
The fiscal impact analysis in the 2004 Final EIS associated with fire, emergency medical,
and police service is also still applicable.
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REFERENCES
ACOE (United States Army Corps of Engineers). 2010. Letter to Mr. Jeffrey Jones regarding
wetlands on Robertson Properties holdings in Auburn dated May 10, 2010.
BCRA. 2003. Auburn Gateway Design Guidelines. November 11, 2003.
BCRA. 2007. Letter dated December 10, 2007 to Tamara L. Thompson, Landmark
Development Group, LLC from Tom Dargan, BCRA.
BCRA. 2007. Memorandum regarding Auburn Gateway I and II Site Visit dated
December 8, 2010 by Tom Dargan, BCRA.
BCRA. 2011. Email regarding Auburn Gateway I and II floodplain fill by Tom Dargan,
BCRA, to Jeff Dixon, City of Auburn, and others; September 20, 2011.
BCRA. 2019. Stormwater Site Plan. Copper Gate Apartments. May 2019.
City of Auburn. 2004. Northeast Auburn/Robertson Properties Special Area Plan. Final
Environmental Impact Statement, July 30, 2004.
City of Auburn. 2004. Northeast Auburn/Robertson Properties Special Area Plan Final
Environmental Impact Statement Addendum.
City of Auburn. 2008. Resolution No. 4416. Signed November 17, 2008.
City of Auburn. 2011. Northeast Auburn/Robertson Properties Special Area Plan, COA,
June 2008. Ordinance 6183.
Development Agreement COA, November 2011, Resolution No. 4756. Planned Action
Ordinance, November 2011, Ordinance 6382.
City of Auburn. 2009. Auburn City Code current through Ordinance 6250, passed June
15, 2009. Available at: http://www.codepublishing.com/wa/auburn/. Accessed in
January 2010.
City of Auburn. 2010. City of Auburn Ordinance 6295, passed April 5, 2010.
City of Auburn. 2011. Northeast Auburn/Robertson Properties Special Area Plan.
Environmental Impact Statement Addendum, November 2, 2011.
City of Auburn. 2012. City of Auburn Resolution 4841, passed June 15, 2009 and July
16, 2012.
City of Auburn. 2015. Imagine Auburn: City of Auburn Comprehensive Plan. Available
at: https://www.auburnwa.gov/city_hall/community_development/
zoning__land_use/auburn_s_comprehensive_plan.
City of Auburn. 2015. Comprehensive Transportation Plan. Adopted by Ordinance No.
6584 on December 14, 2015. Available at: https://www.auburnwa.gov/UserFiles/
Servers/Server_11470554/File/City%20Hall/Community%20Development/
Page 112 of 567
Northeast Auburn/Robertson Properties Special Area Plan EIS Addendum
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ESA
Zoning%20and%20Land%20Use/Comprehensive%20Plan/06-
Vol%205_Transportation_Full.pdf.
City of Auburn. 2018. 2019–2024 Transportation Improvement Program. Community
Development and Public Works Department Transportation Section. Adopted
June 18, 2018 by Resolution 5355. Available at: https://www.auburnwa.gov/
UserFiles/Servers/Server_11470554/File/City%20Hall/Public%20Works/
Transportation/Transportation%20Improvement%20Program%20(TIP).pdf.
City of Auburn. 2019. Amended and Restated Development Agreement Between the City
of Auburn and Inland Washington, LLC, passed June 24, 2019 as Resolution Bi,
5442,
EnCo. 2019a. Summary Letter Report – Preliminary Findings Combined Habitat Impact
Assessment & Critical Areas Report. EnCo Environmental Corporation. May 14, 2019.
EnCo. 2019b. Combined Critical Areas Report with Floodplain Habitat Impact Assessment.
EnCo Environmental Corporation. May 31, 2019.
EnCo. 2019c. Combined Critical Areas Report with Floodplain Habitat Impact Assessment.
EnCo Environmental Corporation Addendum 1. July 12, 2019, revised September 16,
2019.
EnCo. 2019d. Combined Critical Areas Report with Floodplain Habitat Impact Assessment.
EnCo Environmental Corporation Addendum 1. July 12, 2019, revised September 27,
2019.
Ecology (Washington State Department of Ecology). 2008. 2008 Washington State Water
Quality Assessment. Available at: http://www.ecy.wa.gov/Programs/wq/303d/
2008/index.html. Accessed in January 2010.
Ecology (Washington State Department of Ecology). 2012. 2008 Washington State
Water Quality Assessment. Available at: https://ecology.wa.gov/Water-
Shorelines/Water-quality/Water-improvement/Assessment-of-state-waters-303d.
Accessed in June 2019.
Ecology (Washington State Department of Ecology). 2014. 2014 Stormwater
Management Manual for Western Washington adopted January 1, 2017 with
supplemental requirements (Supplemental Manual) specific to City of Auburn
adopted July 10, 2018.
ESA (Environmental Science Associates). 2019. Critical Areas Report and Floodplain
Habitat Impact Assessment. Port of Seattle Auburn Mitigation Site Perimeter
Fence Extension. Prepared for the Port of Seattle. June 2019.
Federal Register. Volume 72, Number 91. Friday, May 11, 2007. Endangered and
Threatened Species: Final Listing Determination for Puget Sound Steelhead.
Page 113 of 567
Northeast Auburn/Robertson Properties Special Area Plan EIS Addendum
October 2019 Page 41
ESA
Federal Register, Volume 70, Number 185. Monday, September 26, 2005. Endangered
and Threatened wildlife and Plants: Designation of Critical Habitat for the Bull
Trout; Final Rule.
Federal Register, Volume 70, Number 170. Friday, September 2, 2005. Endangered and
Threatened Species; Designation of Critical Habitat for 12 Evolutionarily
Significant Units of west Coast salmon and Steelhead in Washington, Oregon,
and Idaho: Final Rule.
FEMA (Federal Emergency Management Agency). 2010. Floodplain Habitat Assessment
and Mitigation: Regional Guidance for the Puget Sound Basin. FEMA Region 10,
Bothell WA. January 2010. Available at: https://www.fema.gov/pdf/about/
regions/regionx/draft_mitigation_guide.pdf.
ITE (Institute of Transportation Engineers). 2017. Trip Generation Manual, 10th Edition,
2017.
J.S. Jones and Associates, Inc. 2009. Letter regarding Valley 6 Theaters Streams
addressed to Larry Fisher, WDFW dated June 15, 2009. Prepared by Jeffrey S.
Jones, J.S. Jones and Associates.
J.S. Jones and Associates, Inc. 2010. Wetland and Stream Impact Assessment, Robertson
Properties Group, Auburn Valley 6 Theaters, City of Auburn, WA. Prepared by
Jeffrey S. Jones, J.S. Jones and Tom Dargan, BCRA Engineering. Mark Johnson,
ESA Adolfson contributed to the report.
J.S. Jones and Associates, Inc. 2014. Critical Area Study of the RPG Robertson
Properties Group Auburn Valley 6 Theater Site. Prepared by Jeffrey S. Jones,
November 18, 2014.
King County Metro. 2017. Metro Connects: King County Metro Long-Range Plan.
Adopted January 2017. Available at: https://drive.google.com/file/d/
0B44RYEx3kgpoZUJqbXVScnR4cjg/view.
Landau Associates, Inc. 2007. Draft Report Phase I Environmental Site Assessment
Proposed Auburn Phase II Project Auburn, Washington. Prepared by Kathryn F.
McCarthy and Timothy L. Syverson. Prepared for Auburn Properties, Inc. May
21, 2007.
Landau Associates, Inc. 2014a. Phase I Site Assessment.
Landau Associates, Inc. 2014b. Focused Soil and Groundwater Investigation – Auburn
Dairy Barn Site, 4710 Auburn Way North, Auburn, Washington. Memorandum
prepared by Timothy L. Syverson and Dylan Frazer. Prepared for Robertson
Properties Group. April 25, 2014.
NMFS (National Marine Fisheries Service). 2008. Endangered Species Act Section 7
Formal Consultation and Magnuson-Stevens Fishery Conservation and
Management Act Essential Fish Habitat Consultation for the on-going National
Page 114 of 567
Northeast Auburn/Robertson Properties Special Area Plan EIS Addendum
Page 42 October 2019
ESA
Flood Insurance Program carried out in the Puget Sound area in Washington
State. HUC 17110020 Puget Sound. Letter dated September 22, 2008 to Mark
Eberlein, Federal Emergency Management Agency (FEMA) from D. Robert
Lohn, National Marine Fisheries Service.
NMFS (National Marine Fisheries Service). 2009. ESA Salmon Listings. Updated on July
9, 2009. Accessed online February 2010 at: http://www.nwr.noaa.gov/ESA-
Salmon-Listings/Index.cfm.
Parametrix, Inc. 2015. Wetlands and Streams Discipline Report South 277th Street
Corridor Capacity and Non-Motorized Trail Improvements. May 2015.
Talasaea Consultants, Inc. Personal communication between Teresa Vanderburg of ESA
and Jennifer Marriott, Senior Ecologist at Talasaea. September 30, 2019.
Transportation Solutions, Inc. 2011. Auburn Gateway Transportation Impact Analysis
(Draft). Prepared for Robertson Properties Group and City of Auburn. October 2011.
Transpo Group. 2019. Cooper Gate: EIS/Development Agreement Traffic Analysis
(Traffic Memo) Transportation Impact Analysis. Copper Gate. Prepared for
Inland Group. April 24, 2019.
Transpo Group. 2019. Transportation Impact Analysis. Copper Gate. Prepared for Inland
Group. Drafted June 2019, revised July 2019, revised August 2019.
USFWS (United States Fish and Wildlife Service). 1990. 50 CFR Part 17: Endangered
and Threatened Wildlife and Plants; Determination of Threatened Status for the
Northern Spotted Owl; Final Rule. Federal Register. Volume 55, Number 123.
26114-26194.
USFWS (United States Fish and Wildlife Service). 2007. Listed and Proposed
Endangered and Threatened Species and Critical Habitat; Candidate Species; and
Species of Concern in Snohomish County as Prepared by the United States Fish
and Wildlife Service, Western Washington Fish and Wildlife Office. Revised on
November 1, 2007. Available at: http://www.fws.gov/westwafwo/speciesmap/
KING.html.
WDW (Washington State Department of Wildlife). 1991. Management
Recommendations for Washington's Priority Habitats and Species. Wildlife
Management, Fish Management, and Habitat Management Divisions. Olympia,
Washington. May 1991.
Wessels, Ralph. 2003. Personal communications (telephone conversations with Erich
Hester, Herrera Environmental Consultants, Inc., Seattle, Washington, regarding
timing and other parameters of a wetland mitigation project in the floodplain of the
Green River.) Third Runway Project Manager. Port of Seattle. April 1 and 8, 2003.
Page 115 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5448 (Hinman)
Date:
October 15, 2019
Department:
Administration
Attachments:
RES 5448 S urplus ing Property (Kent)
Exhibit A Settlement Agmt_Yihui Wu_191010
Exhibit B Promis s ory Note Yihui Wu
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council to approve Resolution No. 5448
Background Summary:
Auburn initiated proceedings in King County Superior Court to seize property pursuant to
RCW 69.50.505 because the property was being used to illegally manufacture marijuana .
State law restricts the use of any such forf eited property and the proceeds f rom the sale of
the property to f urther activities related to the expansion and improvements of controlled
substance law enf orcement.
The lien holder of the property has agreed to enter into a promissory note with the City
whereby it will allow f or the assignment of the Deed of Trust to the City and allow the City up
to 6 months to sell the property, pay of f the remaining balance of the loan principal with
accrued interest without initiating any foreclosure proceedings.
Resolution No. 5448, if adopted by City Council, authorizes the Mayor to enter into a
Settlement Agreement, execute a promissory note, and accept f orfeited property on the
City’s behalf . This property is declared not necessary f or law enf orcement purposes and
therefore declared as surplus property and authorizes the Mayor to dispose of the property
through a f air market sale. The Resolution, execution of the associated documents, and the
sale of the property will satisf y the requirements of the promissory note, RCW 69.50.505,
and provide additional unbudgeted funding f or expansion and improvement of controlled
substance related law enforcement activity.
Rev iewed by Council Committees:
Councilmember:Staff:(Hinman)
Meeting Date:October 21, 2019 Item Numb er:RES.A
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--------------------------------
Resolution No. 5448
October 10, 2019
Page 1 of 2 Rev. 2018
RESOLUTION NO. 5448
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, DECLARING FORFEITED REAL
PROPERTY AS SURPLUS AND AUTHORIZING THE MAYOR
TO NEGOTIATE AND EXECUTE AGREEMENTS.
WHEREAS, on or about January 30, 2019, the City of Auburn initiated proceedings
in the King County Superior Court to seize property located at 11626 SE 270th Street, in
Kent, Washington, pursuant to RCW 69.50.505, as the property was used to manufacture
of marijuana; and
WHEREAS, the owners of the property have agreed to forfeit their right, title, and
interests in the real property, pursuant to a settlement agreement; and
WHEREAS, state law restricts the use of such forfeited property, and the proceeds
from the sale of the property, to further activities related to the expansion and
improvement of controlled substances law enforcement; and
WHEREAS, the Auburn Police Department has determined that law enforcement
does not require use for the property and it is in the public interest to surplus the property
and sell it for its fair market value.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. The Mayor is authorized to enter into a Settlement Agreement
substantially in the form of Exhibit A, to execute a Promissory Note substantially in the
form of Exhibit B, and to accept the forfeited property on behalf of the City.
Section 2. The property described below is declared to be not necessary for law
enforcement purposes, is declared to be surplus. The Mayor is authorized to dispose of
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Resolution No. 5448
October 10, 2019
Page 2 of 2 Rev. 2018
the property through an appropriate fair market sale, and to deposit any remaining
proceeds in the City’s drug forfeiture fund.
11626 SOUTHEAST 270TH STREET, KENT, KING COUNTY,
WASHINGTON
PARCEL NO. 787900-0020-09
LOT 2, SOUTH BEND, ACCORDING TO THE PLAT THEREOF RECORDED IN
VOLUME 174 OF PLATS, PAGE(S) 30 THROUGH 32, RECORDS OF KING
COUNTY, WASHINGTON.
SITUATE IN THE COUNTY OF KING, STATE OF WASHINGTON.
Section 2. That the Mayor is authorized to implement such other administrative
procedures as may be necessary to carry out this legislation.
Section 3. That this Resolution shall take effect and be in full force upon
passage and signatures hereon.
Dated and Signed this _____ day of _________________, 2019.
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
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AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5458 (Hinman)
Date:
October 15, 2019
Department:
Administration
Attachments:
Res olution 5458 Normandy Aircraft Leas e
Normandy Term S heet with Additional Services
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Adoption of Resolution No. 5458 authorizing the Mayor to negotiate and execute a lease
agreement with Normandy Aircraft for of f ice and apron space on Auburns Municipal Airport
Background Summary:
Normandy Aircraft is an aircraft maintenance and service business interested in relocating
f rom Norman Grier Field to the Auburn Airport. Currently there is no business providing
aircraft maintenance and servicing on Auburn’s Airport. Airport management, airport users,
and other airport tenants have identif ied aircraft maintenance and servicing as a need for the
airf ield. Normandy Aircraft fulfills that need.
I n addition to providing aircraf t maintenance and servicing, Normandy will provide additional
services on behalf of the airport and airport management. Services that will include opening
and staff ing the airport of f ice on weekends, assisting airport management with planning and
hosting annual events at the airport, provide twenty-four hour aircraf t incident response and
recovery services, provide specialty maintenance to airport management, and provide
f acilities f or other airport tenants to dispose of their waste airplane oil.
Rev iewed by Council Committees:
Councilmember:Staff:Hinman
Meeting Date:October 21, 2019 Item Number:RES.B
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--------------------------------
Resolution No. 5458
September 30, 2019
Page 1 of 2 Rev. 2019
RESOLUTION NO. 5458
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, AUTHORIZING THE MAYOR TO
NEGOTIATE AND EXECUTE AN AIRPORT OFFICE AND
APRON LEASE WITH NORMANDY AIRCRAFT.
WHEREAS, beginning on January 1, 2020, the City of Auburn municipal
airport will have office and apron space available for lease to private airport-related
businesses; and
WHEREAS, Normandy Aircraft is interested in leasing such office and apron space
for their aircraft maintenance and service business; and
WHEREAS, the public, visiting aircraft, airport management, airport customers and
other airport tenants would benefit from having Normandy Aircraft located on the airport.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. The Mayor is authorized to negotiate and execute a lease with
Normandy Aircraft, provided that the lease be in substantial conformity with the term
sheet, attached as Exhibit A.
Section 2. The Mayor is authorized to implement those administrative
procedures necessary to carry out the directives of this legislation.
Section 3. This Resolution will take effect and be in full force on passage and
signatures.
Dated and Signed:
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--------------------------------
Resolution No. 5458
September 30, 2019
Page 2 of 2 Rev. 2019
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
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AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5459 (Hinman)
Date:
October 1, 2019
Department:
Administration
Attachments:
RES 5459
2019 Comprehens ive Emergency Management
Plan (CEMP)
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council adopts the City of Auburn 2019 Comprehensive Emergency Management Plan.
Background Summary:
Chapter 38.53 of the Revised Code of Washington and Chapter 118-30 of the W ashington
Administrative Code requires the City to establish emergency management organizations and
emergency plans for the protection of persons and property in the event of disaster, and to
provide for the coordination of emergency management f unctions with other public agencies
and organizations. The City's existing Comprehensive Emergency Management Plan
("CEMP") was adopted in 2015, and is required to be updated every f our years. The City's
CEMP has been updated to ref lect changes in f ederal, state, and local laws and regulations.
Rev iewed by Council Committees:
Councilmember:Staff:Hinman
Meeting Date:October 21, 2019 Item Number:RES.C
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--------------------------------
Resolution No. 5459
October 21, 2019
Page 1 of 2 Rev. 2019
RESOLUTION NO. 5459
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE CITY OF
AUBURN 2019 COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN
WHEREAS, Chapter 38.53 of the Revised Code of Washington and Chapter 118 -
30 of the Washington Administrative Code requires the City to establish emergency
management organizations and emergency plans for the protection of persons and
property in the event of disaster, and to provide for the coordination of emergency
management functions with other public agencies and organizations; and
WHEREAS, the City’s existing Comprehensive Emergency Management Plan
(“CEMP”) was adopted in 2015, and is required to be updated every four years ; and,
WHEREAS, the City’s CEMP has been updated to reflect changes in federal, state,
and local laws and regulations.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. The City Council of the City of Auburn adopts the 2019
Comprehensive Emergency Management Plan in substantially the same form as attached
as Exhibit A.
Section 2. The Mayor is authorized to implement those administrative
procedures necessary to carry out the directives of this legislation.
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Resolution No. 5459
October 21, 2019
Page 2 of 2 Rev. 2019
Section 3. This Resolution will take effect and be in full force on passage and
signatures.
Dated and Signed:
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
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City of Auburn, Washington
Comprehensive Emergency Management Plan
July 2019
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City of Auburn Comprehensive Emergency Management Plan
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Table of Contents
EMERGENCY CONTACT NUMBERS ....................................................................................... 5
FOREWARD .............................................................................................................................. 7
LETTER OF PROMULGATION ................................................................................................. 9
DISTRIBUTION PAGE ..............................................................................................................11
RECORD OF REVISIONS ........................................................................................................13
BASIC PLAN .............................................................................................................................15
INTRODUCTION ...................................................................................................................15
PLANNING ASSUMPTIONS AND CONSIDERATIONS ........................................................19
ROLES AND RESPONSIBILITIES ........................................................................................21
CONCEPT OF OPERATIONS ...............................................................................................25
INCIDENT MANAGEMENT ACTIONS ..................................................................................30
ONGOING PLAN DEVELOPMENT AND MAINTENANCE ....................................................34
APPENDICES ...........................................................................................................................36
APPENDIX 1: DEFINITIONS .................................................................................................38
APPENDIX 2: ACRONYMS ...................................................................................................49
APPENDIX 3: AUTHORITIES AND REFERENCES ..............................................................51
APPENDIX 4: TRAINING, DRILLS, AND EXERCISES..........................................................53
APPENDIX 5: DISTRIBUTION LIST ......................................................................................57
EMERGENCY SUPPORT FUNCTIONS ...................................................................................58
ESF 1: TRANSPORTATION ..................................................................................................59
Attachment 1: City of Auburn Evacuation Plan ...................................................................65
Attachment 1-a: Public Pre-Printed Evacuation Instructions ...............................................77
Attachment 2: Snow and Ice Routes ..................................................................................78
Attachment 3: Lahar Evacuation Routes ............................................................................79
ESF 2: COMMUNICATIONS AND WARNING .......................................................................80
Attachment 1: Warning Dissemination ...............................................................................88
Attachment 2: Field Warning/Evacuation Instructions ........................................................89
ESF 3: PUBLIC WORKS AND ENGINEERING .....................................................................91
Attachment 1: Windshield Survey Form .............................................................................97
Attachment 2: ATC-20 Rapid Evaluation Form……………………………………………….. 99
Attachment 3: ATC-45 Rapid Evaluations Safety Assessment Form …………………….. 100
ESF 4: FIREFIGHTING ....................................................................................................... 101
ESF 5: EMERGENCY MANAGEMENT ............................................................................... 106
Attachment 1: Essential Elements of Information ............................................................. 111
ESF 6: MASS CARE, HOUSING, AND HUMAN SERVICES ............................................... 113
Attachment 1: King County Regional Shelter Concept of Operations ............................... 121
Attachment 2: King County Shelter Types ........................................................................ 122
Attachment 3: King County Sheltering and Mass Care Decision Tree .............................. 126
ESF 7: RESOURCE SUPPORT .......................................................................................... 127
ESF 8: PUBLIC HEALTH AND MEDICAL SERVICES ......................................................... 134
ESF 9: SEARCH AND RESCUE ......................................................................................... 141
ESF 10: HAZARDOUS MATERIALS RESPONSE ............................................................... 146
ESF 11: AGRICULTURE AND NATURAL RESOURCES .................................................... 151
ESF 12: ENERGY ............................................................................................................... 158
ESF 13: PUBLIC SAFETY AND SECURITY ........................................................................ 162
ESF 14: LONG TERM COMMUNITY RECOVERY AND MITIGATION ................................ 167
ESF 15: PUBLIC INFORMATION ........................................................................................ 173
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ESF 20: DEFENSE SUPPORT OF CIVIL AUTHORITIES ................................................... 177
Attachment 1: Military Organizations ............................................................................... 181
Attachment 2: Examples of Military Resources and Services ........................................... 182
Support Annexes .................................................................................................................... 184
SA 1: DIRECTION AND CONTROL .................................................................................... 186
Attachment 1: Emergency Management Organization Chart ........................................... 200
Attachment 2: EOC Organization Chart -- Level Three ................................................... 201
Attachment 3: EOC Organization Chart -- Level Two ....................................................... 202
Attachment 4: EOC Organization Chart -- Level One ...................................................... 203
Attachment 5: EOC Organization Chart -- Level One with Incident Management
Team (IMT) ............................................................................................... 204
Attachment 6: Functional Responsibility Matrix ................................................................ 205
SA 2: FINANCIAL MANAGEMENT ...................................................................................... 206
SA 3: WORKER HEALTH AND SAFETY............................................................................. 212
SA 4: PANDEMIC INFLUENZA PLAN…………………………………………………..……..…213
SA 5: EMERGENCY COMMUNICATIONS PROFICIENCY…………...……………….…..….220
SA 6: PET AND SERVICE ANIMAL PREPAREDNESS PLAN…………...……………….…..225
SA 7: CYBER SECURITY PLAN………………………….……………………………….……...240
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City of Auburn Comprehensive Emergency Management Plan
Revised January 2019 5
EMERGENCY CONTACT NUMBERS
If immediate emergency or incident assistance is required, contact ValleyCom:
24-Hour Emergency Telephone: 911
For non-emergency assistance, please contact:
Auburn Police Department: 253-931-3080
Auburn Emergency Management: 253-876-1925
Valley Regional Fire Authority: 253-288-5831
The City of Auburn’s 2019 Comprehensive Emergency Management Plan (CEMP) will be
distributed electronically as well as hard copy. A redacted version will be available on the City of
Auburn’s website at http://www.auburnwa.gov.
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FOREWARD
The City of Auburn sincerely appreciates the cooperation and support from those agencies,
departments, and local jurisdictions that have contributed to the revisions, development and
publication of the 2019 City of Auburn Comprehensive Emergency Management Plan (CEMP).
Coordination of the CEMP represents a committed and concerted effort by the City of Auburn,
Valley Regional Fire Authority, and other local jurisdictions to emergency management. The
CEMP demonstrates the ability of a large number of agencies to work together to achieve a
common goal.
Special recognition for the document preparation and integration of materials into this plan go to
the City of Auburn Emergency Management Committee and the City of Auburn Emergency
Management Division, without whose efforts this document would not have been produced.
The CEMP is one of many efforts to prepare all people in the City for emergencies and
disasters. The CEMP is formatted to be consistent with the King and Pierce County CEMPs and
the Washington State CEMP, as well as the National Response Framework (NRF), complete
with Emergency Support Functions (ESFs) as single function activities. Standardized plans
throughout the State help improve interoperability between local, county, state, and federal
levels of government. The CEMP improves our ability to minimize the impacts of emergencies
and disasters on people, property, economy, and the environment of the City of Auburn.
Dana Hinman
Director of Administration/Director of Emergency Management
City of Auburn
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LETTER OF PROMULGATION
To All Recipients:
It is the policy of the City of Auburn to provide the emergency organization and resources to
minimize the effects of incidents; prepare to respond to disaster situations; maximize population
survival; and preserve property; that will ensure the orderly and fast return to normal community
life in the City of Auburn in the event of a natural or technological disaster.
The City of Auburn Comprehensive Emergency Management Plan (CEMP) has been developed
to establish the special policies, guidelines, and procedures that will provide response personnel
with the information and guidance required to function quickly and effectively in a disaster
situation. It is a goal of this plan to help develop city, business, and resident self-sufficiency for a
minimum of 14 days after a disaster. This plan supersedes all previous versions of the Auburn
CEMP.
It should be understood that emergencies and disasters are dynamic events that require
flexibility and the ability to solve challenges that are presented. Circumstances may dictate
deviation from this plan in order to have the best possible response. This plan may be
supplemented by the King County Comprehensive Emergency Management Plan, the Puget
Sound Regional Catastrophic Disaster Coordination Plan and Annexes, the Washington State
Comprehensive Emergency Management Plan, and other applicable plans.
All city departments are directed to take appropriate actions to implement this plan and to
maintain the necessary capabilities to respond effectively to emergencies and disasters. All
outside entities involved in the plan are requested to cooperate with the city in order to
coordinate the total disaster response within the community.
Adopted pursuant to City of Auburn Resolution ??? by the City Council of the City of Auburn,
Washington at its regularly scheduled meeting on ??? .
________________________
Nancy Backus
Mayor,
City of Auburn
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DISTRIBUTION PAGE
This plan will be distributed to all participating City Departments, Valley Regional Fire Authority,
King and Pierce County Emergency Management Agencies, Washington State Emergency
Management Division, neighboring cities, and other response entities.
See Appendix 5, Distribution List, for full distribution details.
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RECORD OF REVISIONS
Change # Date Entered Summary of Changes Name
19-01 ??? Complete Revision of Plan Jerry
Thorson
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City of Auburn Comprehensive Emergency Management Plan
Basic Plan Draft 2019 Revised January 2015 15
BASIC PLAN
INTRODUCTION
A. Mission
It is the policy of the City of Auburn’s government, in order to protect lives, property, and the
economic base of the community, and in cooperation with other public and private
organizations of the community, and the Muckleshoot Indian Tribe (MIT), to endeavor to
mitigate, prepare for, respond to, and recover from all natural and technological
emergencies and disasters.
The normal day-to-day functions of many local agencies will be interrupted by disaster
conditions. Therefore, the employees and equipment of those agencies can readily be
committed to the support of disaster response and recovery efforts. The mission of this plan
is to develop well defined operational procedures to ensure an effective, organized response
to save lives, assist disaster victims, minimize injury and damage, protect property, and the
environment
B. Purpose
This plan establishes the emergency management functions and responsibilities of the City
of Auburn and specifies those functions that are the responsibility of King or Pierce County
Emergency Management Agencies, the Muckleshoot Indian Tribe, as well as public and
private organizations that aid in the response and recovery from any hazard that could
impact the City.
The CEMP includes the Basic Plan, Emergency Support Function (ESF) plans, and hazard
specific annexes. These documents comprise the CEMP and describe how City
Departments coordinate emergency management related actions, resources, and activities
with other federal, state, county, tribal, regional, private-sector, and nongovernmental
organizations.
The plan is also intended to do the following:
Establish who is in command in case of a disaster.
Clearly designate disaster related functions assigned to government agencies based
upon capabilities and mandated responsibilities.
Identify available sources of equipment and manpower in government agencies to utilize
during disaster events.
Identify resources, manpower and equipment available from the private sector and
general public to provide assistance during disasters.
Identify and clarify funding sources of staffing and other resources during disasters.
Provide coordination between agencies to achieve assigned function.
Organize volunteers when it is determined that there is a need.
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C. Scope and Applicability
This Comprehensive Emergency Management Plan (CEMP) is a local level emergency
management plan designed to describe the emergency/incident response of the City of
Auburn, Washington. This plan is designed to work in concert with the emergency
management plans of both King and Pierce Counties.
The CEMP will be used in the event of a widespread disaster, event, or major incident that
has the potential or has overwhelmed at least one city department. The city’s Emergency
operations Center (EOC) may be used upon the request of an outside agency, such as King
or Pierce County, Muckleshoot Indian Tribe, or other agencies to support their operations.
The EOC will be activated to a level appropriate to the specific emergency, event, or
disaster.
This CEMP is intended to be both "generic" and "hazard specific”, covering the entire range
of emergency and disaster situations, from natural hazards, to technological hazards
created as a byproduct of our modern society. This plan is designed to meet the
requirements for a comprehensive emergency management plan as described in
Washington Administrative Code 118-30 and Revised Code of Washington 38.52. It is also
intended to be consistent with the Washington State CEMP and the national framework.
D. Situation Overview
This CEMP considers that emergencies and incidents are likely to occur as described in the
King and Pierce County Hazard Identification and Vulnerability Assessments, and describes:
Functions and activities necessary to implement the four phases of emergency
management: mitigation, preparedness, response, and recovery.
Responsibilities identified in City ordinances and other applicable laws, as deemed
appropriate.
The City adopted the King County Regional Hazard Mitigation plan on December 6, 2004
with resolution 3780. The July 2014 King County Regional Hazard Mitigation Plan Update
was also adopted by the city with resolution 5096. This Mitigation Plan includes the hazard
Risk ranking for the City of Auburn as follows:
1. Severe Weather
2. Severe winter weather
3. Flood
4. Landslide
5. Earthquake
6. Volcano
7. Wildfire
8. Dam failure
9. Tsunami
10. Avalanche
E. Incident Management Activities
This plan describes the responsibilities of City departments and other entities involved in
various aspects of emergency management in the City of Auburn, including prevention,
preparedness, response, and recovery actions.
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The National Incident Management System (NIMS) provides a nationwide template enabling
Federal, State, local, and tribal governments and private-sector and nongovernmental
organizations to work together effectively and efficiently to prevent, prepare for, respond to,
and recover from domestic incidents regardless of cause, size, or complexity. Therefore, it
is the policy of the City of Auburn to apply the principles of NIMS and specifically the
Incident Command System (ICS) to all incident management activities.
F. Authorities
1. This CEMP is developed and maintained under the authority of and in support of various
local, State, and Federal statutes and regulations, as listed in Appendix 3: Authorities
and References.
2. Continuity of Government
a. Emergency Interim Successors for Elected Officials
i. In the event of an absence by the Mayor or City Council members, the Rules
of Procedure of the City Council of Auburn shall be used to fill any temporary
vacancies.
b. Emergency Interim Successors for Appointed Officials
i. If a Department Director is unavailable during an emergency, the city
employee specified in the Department’s COOP shall fulfill the responsibilities
of that role.
ii. Persons identified in the succession roles shall be provided with sufficient
training by the department to fulfill the role in an emergency.
G. Key Concepts
1. All disaster operations will be in coordination with King and Pierce County Emergency
Management Agencies and conducted or overseen by City personnel. Those efforts will
be supplemented, as necessary, by trained volunteers and by the local workforce.
2. When local resources have been exhausted or overwhelmed, the Mayor, Director of
Emergency Management, or their designees may request additional resources through
King or Pierce County Emergency Management Agencies or directly through the
Washington State Emergency Operations Center.
3. A proclamation of Civil Emergency may be adopted as described in Auburn City Code:
2.75.080. This proclamation, when adopted, provides many benefits for response and
recovery efforts when implemented by the mayor or designee.
4. All City departments are designated the responsibility for providing personnel and
equipment in support of disaster preparedness, mitigation, and response, and recovery
as directed by the Mayor or Director of Emergency Management, including providing
trained staff members to work in the Emergency Operations Center.
It is the policy of the City that no services will be denied on the basis of race, color,
national origin, religion, sex, age, sexual orientation, economic status, physical and
sensory limitations, Limited English Proficiency (LEP) or disability. Additionally no
special treatment will be extended to any person or group in an emergency or disaster
over and above what normally would be expected in the way of City services. Local
activities pursuant to the Federal and State Agreement for major disaster recovery will
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be carried out in accordance with RCW 49.60.400, Discrimination, Preferential
Treatment Prohibited and Title 44, CFR 205.16, Nondiscrimination. Federal disaster
assistance is conditional upon compliance with this code
5. In order to carry out the responsibilities identified above, all department heads are
directed to establish emergency organizations within their respective departments, ready
and capable of fulfilling disaster missions, as specified in this Plan. Further, all
department heads are expected to designate at least one staff member to serve on, and
actively contribute to, the Emergency Management Committee.
6. Fire services are provided to the City of Auburn by the Valley Regional Fire Authority,
which also serves the cities of Algona and Pacific, KCFD #31 and portions of the
Muckleshoot Indian Reservation. Station 31 (Headquarters) is located at 1101 D ST NE.
Additional stations are: Station 32: 1951 R ST SE; Station 33: 500 182nd Ave E; Station
34: 31290 124th AVE SE; Station 35: 2905 C ST SW; and Station 38: 133 3rd AVE SE,
Pacific.
7. Mutual Aid – The City of Auburn is a signatory to the King County Regional Coordination
Framework (RCF). The RCF provides for sharing of resources between public, private,
and non-profit organizations throughout King County, which are paid for by the
requesting agency. The City is also included in the Washington Mutual Aid
Compact/Washington Mutual Aid System, which provides for resource sharing between
municipalities throughout the State.
8. The City is a signatory of the Washington Water/Wastewater Agency Response
Network’s (WAWARN) mutual aid agreement. WAWARN is a Water/Wastewater Agency
Response network that allows water and wastewater systems to receive rapid mutual aid
and assistance from other systems in an emergency. Utilities sign the WARN standard
agreement which then allows them to share resources with any other system in
Washington that has also signed the agreement.
9. The Auburn Police Department, located at 340 E Main St, Suite 201, provides law
enforcement services within the City. There are three substations; one is located at the
Outlet Collection of Seattle, 1101 Outlet Collection Drive SW , one at 12720 SE 312
Street, and the other is at 3004 Auburn Way S. The Auburn Police Department has
Notice of Consent agreements in effect with 174 law enforcement agencies in the State
of Washington pursuant to the Washington Mutual Aid Peace Officers Powers Act
(Chapter 10.93 RCW). This includes all surrounding agencies. The Auburn Police
Department is also a participant in the Valley SWAT Team, Valley Crisis
Communications Unit (CCU) and two regional drug task forces – Tahoma Narcotics
Enforcement Team (TNET) and Valley Narcotics Enforcement Team (VNET).
10. The City of Auburn has operations that must be performed, or rapidly and efficiently
resumed, in an emergency. Each city department is responsible for developing,
maintaining, and training their staff on the Department’s Continuity of Operations Plan
(COOP). The COOP plans follow a standard city format that includes (not a complete
list) essential functions for the department, essential personnel to carry out those
functions, a line of succession, critical equipment and an alternate location to carry out
those responsibilities should the normal workspace be unusable.
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11. A successful emergency management effort within the city includes many other
agencies, volunteer groups, and businesses, that assist or participate in our efforts,
before, during and after a major emergency or incident. When this plan refers to other
agencies it includes the Muckleshoot Indian Tribe, neighboring cities, King and Pierce
Counties, Washington State, the Auburn School District, Green river Community
College, and other local agencies, businesses, volunteer groups, and faith based
organizations. In some cases, for clarity, the plan will include specific names of
organizations.
12. The city of Auburn is an ethnically and linguistically diverse community, an asset to the
city’s cultural and economic vibrancy. Communicating with residents, businesses, and
others in the city is important and can be challenging. Support Annex 5, Emergency
Communications Proficiency was developed to support the City in better communicating
life-safety messages to people with limited English proficiency (LEP). The annex
describes the City’s language access obligations, messaging strategies message
distribution options and contact information related to emergency communications.
PLANNING ASSUMPTIONS AND CONSIDERATIONS
The City of Auburn is located in King and Pierce Counties, in the south Puget Sound area of the
State of Washington, approximately 20 miles south of Seattle. Auburn has an area of 29.83
square miles, with 28.17 square miles located in King County and 1.66 square miles located in
Pierce County. Approximately 80,776 individuals reside within Auburn, with approximately
67,300 of those living in the King County portion and 7,560 in the Pierce County portion. 2010
Census data showed the population comprised of 49.4% males and 50.6% females. The City’s
Comprehensive Plan identifies that approximately 75% of our residents speak only English at
home while 9.7% speak Spanish, 2.3% speak Ukranian1.6% Speak Russian, and 1.6% speak
Tagalog at home.
The elevation of the City at Main St. and Auburn Ave. is 84 feet and latitude 47.3072 N;
longitude 122.2283 W. The lowest elevation in the city is 43 feet and the highest is 650.
State Route 18, State Route 167 and State Route 164 provide major highway access to the
City. The Burlington Northern Santa Fe Railway Company and the Union Pacific Railroad
Corporation provide freight rail service. Passenger rail service includes commuter trains (see
below), and Amtrak service through the city.
Transportation assets in Auburn include the Auburn School District, with their transportation
facility located at 615 15th St. SW, which serves their entire district. The School District may
also have special needs assets that may be helpful during an incident or other emergency.
Public transportation is primarily provided by King County Metro bus services, with a terminal
located at the Auburn Transit Station downtown. Pierce County Transit provides morning and
evening weekday shuttles between the Lakeland Hills neighborhood in southeast Auburn and
the Auburn Transit Station. Sound Transit also provides limited stop regional bus service.
Passenger rail service is provided between the cities of Seattle and Tacoma by Sound Transit,
with the Sounder commuter train making morning and evening stops at the Auburn Transit
Station. Additionally the Muckleshoot Indian Tribe maintains transportation assets that may be
available for use in emergencies. The city also maintains a municipal airport located at 2143 E
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St NE. The airport is open for public use and includes fixed wing and helicopter training,
helicopter rides, helicopter maintenance – major and minor, and aircraft rental. Valley
Communications Center (ValleyCom), located in Kent,, , WA, provides 911 dispatching services
for police, fire, and EMS response.
The City Public Works Maintenance and Operations Division is located at 1305 C Street SW
and is responsible for all streets within the City, with the exception of State Highways 18, 167,
and portions of SR164. The State Department of Transportation (DOT) Highway Maintenance
Shop is located at 26620 West Valley Highway, just north of the Auburn city limits. State DOT is
responsible for the state highways located within the City.
The Auburn School District enrolls nearly 17,000 students and has 14 elementary schools, 4
middle schools and 4 high schools. By 2021, the Auburn School District will add two new
elementary schools. Five private schools exist in Auburn, including one boarding school hosting
international high school students. The Muckleshoot Indian Tribe has a tribal school located at
15209 SE 376th St, Auburn.
Additionally, Green River College, with an enrollment of nearly 10,600, is located in Auburn on
the east hill, and has an additional facility located in the valley in the city. The college also
serves a large number of international students.
The major employment industries in Auburn are Production Workers (19%), Administrative
Support staff (13%) and Executives, Managers, Administrators (6.5%).
The local hospital is the Multicare Auburn Medical Center, located at 202 N Division St. There is
also an urgent care facility, operated by Multicare, located at 202 Cross St. SE.
There are three nursing homes, four assisted living/boarding homes, and 15 adult family homes
located in Auburn.
Sources: Auburn School District, GRC, Choosewashington.com, City of Auburn
Community Development.
Assumptions
The King and Pierce County Hazard Identification and Vulnerability Assessments (HIVA)
provide information on potential hazards threatening the City. The City does not maintain a
separate HIVA but contributes to the County level ones based on their existing processes.
1. Any of the noted situations could create significant property damage, injury, loss of life,
and/or disruption of essential services in the City. These situations may also create
significant financial, psychological, and sociological impacts on residents of and visitors to
the community and the City governmental organization itself.
2. Disasters have occurred in the City and will occur again, some with warning and others with
no warning at all. It is reasonable to assume that, with impending incidents including, but not
limited to, storms, floods, and acts of terrorism, warnings will be issued to enable some
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preparation prior to the event. Other major incidents, such as earthquakes and lahars, will
come with no advance warning.
3. In the event of widespread disaster, there will likely not be any significant assistance from
nearby communities, Counties, State, Tribes or Federal agencies for 14 days or longer. In
this situation, the City and Tribes will need to rely on available City or Tribal resources and
those of non-profit organizations, businesses, and residents within the City for initial
response operations. The city’s COAD program will support communications, services and
resource sharing between non-governmental organizations and the city’s response efforts.
4. The City may receive requests to provide support to other jurisdictions with both resources
and sheltering during emergencies not affecting the City.
5. Recent experience with disasters in other parts of the country has shown that many
employees may not be able to get to their normal work locations. It is reasonable to assume
that some of our workers will be unable to report, and also likely that workers from other
cities may show up at Auburn facilities and offer to help. This can create some challenges if
the city is not prepared to deal with the employees from other cities.
6. Global climate change poses an unprecedented and growing challenge to emergency
management planning and operations. To better prepare for the impacts, the City of Auburn
CEMP recognizes the importance of integrating climate science into future planning efforts.
Although climate change is often portrayed as an exclusively international problem, the
impacts are felt locally and disproportionately burden local jurisdictions. Therefore, the City
of Auburn Emergency Management Office will work with regional partners to develop local
climate-aware mitigation and prevention efforts that will build a more climate resilient Auburn
community.
ROLES AND RESPONSIBILITIES
This CEMP identifies responsibilities of City departments, outside agencies, and other
organizations. Organizational diagrams and definitions are included in Support Annex 1,
Direction and Control.
Emergency Support Functions (ESFs) establish mitigation, preparedness, response, and
recovery activities. There is either one department or agency or joint departments or agencies,
with primary responsibility for each ESF. Other agencies and/or organizations may have ESF
support roles. ESFs numbered 1 – 15, and 20 correspond to the Washington State
Comprehensive Emergency Management Plan and the National Response Framework
numbering system.
A. City of Auburn
1. General Responsibilities
The following are basic responsibilities for emergency management operations provided
by and through City government. Detailed responsibilities and essential activities are
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found in the appropriate ESFs and Appendices to this document. Department Standard
Operating Procedures (SOPs) or Continuity of Operations (COOP) plans detail how
individual departments will perform their responsibilities as delineated in the Basic Plan,
ESFs, and Appendices. Direction, control, and coordination of emergency management
activities undertaken in accordance with the City of Auburn CEMP are outlined in
Support Annex (SA) 1: Direction and Control.
a. The City Council will be convened pursuant to ACC 2.06.040 to perform legislative
duties as the situation demands, and will receive reports relative to Emergency
Management activities.
b. The Director of Emergency Management for the City will be appointed by the Mayor
(Ord. 6428 § 2013). The Director will be responsible for the organization,
administration, and operation of the emergency management organization, and will
serve as incident commander for any occurrence with significant city-wide impact,
when so directed by the Mayor.
c. The Emergency Operations Board, comprised of the Mayor and all City Department
Heads, will oversee emergency operations and provide policy recommendations to
the City Council during emergency and recovery periods.
d. The Emergency Manager will be appointed by the Emergency Management
Director. The Manager will direct and coordinate development, implementation, and
maintenance of all City emergency management related plans. The Manager
facilitates coordination with outside agencies and organizations involved in
emergency management, provides public education and information related to
disasters, and manages the Emergency Operations Center during activations.
e. The Emergency Management Committee will be comprised of representatives of
each City department, as well as representatives of other public, private entities and
Tribes that have a significant role in emergency management within the City. The
Committee is responsible for providing input into all City emergency management
related plans.
f. Each City department has basic responsibilities in the four phases of emergency
management: mitigation, preparedness, response, and recovery.
2. Limitations
The City’s response under this Plan will be based on the situation, information, and
resources available. The decision to implement all or any portion of this Plan, including
how it will be implemented in an emergency rests in the City’s sole discretion.
3. City Departments:
a. Develop Standard Operating Procedures (SOPs) and/or Continuity of Operations
(COOP) plans designed to reestablish or maintain department operations after a
disaster, including notification of critical personnel, assessment of damage and
resources, identification of critical department functions, and estimated time to open
for business.
b. Participate in emergency management training, drills, and exercises to test
department and City plans and procedures.
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c. Train department employees on emergency plans and procedures to ensure
operational capabilities to facilitate an effective response. This includes NIMS-
mandated training for all non-temporary employees.
d. Provide department resources (supplies, equipment, services and personnel), as
coordinated through the Emergency Operations Center (EOC).
e. Follow procedures to document all costs associated with disaster response and
recovery operations. Time sheets for employees will use the appropriate project
number as provided by Finance Department. All incident purchases or requisitions
will use the project number as assigned by the Finance Department to facilitate
incident records and tracking.
f. Inventory resources (equipment and teams) using the National Incident Management System
(NIMS) Resource Typing categories, and provide the Auburn Emergency Management
Division with an inventory of these resources annually.
g. Train department employees on COOP and procedures, to ensure operational capabilities and
facilitate an effective response.
h. Develop plans, when possible, to utilize employees from other jurisdictions that may not be
able to report to their normal jobs. These workers may report to our facilities and offer to help.
Prior planning is key to this type of effort. Departments should also evaluate if t heir staff should
be advised to report to their local jurisdiction if they cannot make it to Auburn during a disaster.
i. It is the mission of the City to provide vital services to the community during emergency
conditions while maintaining a concern for the safety of City employees and their families. In
the event of a widespread incident that necessitates the activation of the EOC, the following
procedures will be followed:
1. During non-work hours: All employees are encouraged to ensure the safety
and welfare of their families and homes. After making any necessary
arrangements, all designated employees are required to report to work
pursuant to department standard operating procedures (SOP’s) and Continuity
of Operations Plans.
2. During work hours: Departments will make every effort to allow
employees to check promptly on the status of their families and
homes, providing that doing so does not compromise emergency
response functions as defined in this CEMP.
3. Directors from each department will determine the instances when an
allowance for time off for unusual circumstances will be made for any
employee.
B. Local Agencies/Organizations
1. Valley Regional Fire Authority
a. Provide and/or coordinate all fire suppression, technical rescue, hazardous materials
incident response, and emergency medical services in the City.
b. Assist in providing communications support.
c. Provide representation to the EOC, if requested, and as resources allow.
2. Auburn School District
a. Provide public shelter facilities through agreements with the American Red Cross
(ARC), Muckleshoot Indian Tribe, and Auburn School District, if requested and as
resources allow.
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b. Conduct damage assessments on school-owned facilities and provide situation
reports to the EOC.
c. Assist with transportation, if requested and as resources allow.
d. Provide representation to the EOC, if requested and as resources allow.
3. King and Pierce County Emergency Management
a. Coordinate emergency management activities in the County.
b. Provide information regarding county-wide activities and resource availability.
4. King and Pierce County Health Departments
a. Coordinate and provide environmental health services.
b. Coordinate and provide emergency health services, including, but not limited to,
communicable disease control, immunizations, and quarantine procedures.
c. Advise on public health matters, if requested.
d. Order quarantines as necessary
e. Provide a representative to EOC, if appropriate and as resources allow.
f. Supervise the food and water quality control program.
5. King and Pierce County Sheriff’s Offices
a. Provide assistance with crime prevention and detection programs, crowd and traffic
control, search and rescue operations, and other law enforcement activities, if
requested and as resources allow.
6. King County Metro and Sound Transit
a. Provide assistance with transportation, if requested and as resources allow.
7. Humane Society
a. Provide sheltering/temp housing for lost or abandoned animals, owners who are now
displaced from homes.
b. Over capacity, will coordinate with Tacoma, ASPCA
c. Fairgrounds will house livestock (look into)
C. State
1. Emergency Management Division
a. Through the Washington State CEMP and the State Emergency Operations Center
(EOC), coordinate all emergency management activities of the State to protect lives
and property and to preserve the environment.
b. Take appropriate actions to mitigate the effects of, prepare for, respond to, and
recover from the impacts of emergencies or disasters.
c. Coordinate requests for various services such as specialized skills, equipment, and
resources in support of State and local government emergency operations.
D. Federal
1. Federal Emergency Management Agency (FEMA)
a. Provide assistance to save lives and protect property, the economy, and the
environment.
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b. Facilitate the delivery of all types of Federal response assistance to state and local
governments.
c. Assist states in recovering from an emergency or disaster.
2. Defense Support of Civil Authorities
a. The Department of Defense (DOD) is authorized to deploy support to local
jurisdictions during disasters and emergencies to assist.
b. DOD support is described in the Concept of Operations of the National Response
Framework (NRF). DOD responds to requests for assistance during disasters and
emergencies when local, state or federal resources are overwhelmed. This support is
provided on a reimbursable basis.
c. Emergency Support Function (ESF) 20 details the Department of Defense (DOD)
support that is available.
E. Muckleshoot Indian Tribe
1. Coordinate emergency management activities as appropriate with the City
2. Provide assistance with transportation, if requested and as resources allow.
3. Assist in providing communications support and participate in a JIC as appropriate.
4. Provide representation to the EOC, if requested and as resources allow.
F. Residents and Visitors
Because of the nature of an emergency or disaster, government may be limited in its
response capabilities. The City encourages residents and visitors to be self-sufficient for at
least 14 days in the event of an emergency or disaster.
CONCEPT OF OPERATIONS
A. General
1. The classification of non-charter code city as provided in the Optional Municipal Code
Title 35A, Revised Code of Washington, is adopted as the classification for the
government of the City of Auburn, Washington. (Ord. 2402 § 1, 1969).
2. The plan of government for the City of Auburn, Washington is the mayor-council plan of
government as provided for in the Optional Municipal Code, Title 35A, Revised Code of
Washington. (Ord. 2402 § 2, 1969).
3. The Revised Code of Washington (RCW) Chapter 38.52.070, Emergency Management,
requires local governmental entities to establish a program to deal with emergencies.
4. Local governments are responsible for ensuring that provisions are made for continuity
of government during emergencies within their respective jurisdictions.
5. City government will retain the authority and ultimate responsibility for direction and
control of its own emergency operations, use of resources, and application of mutual aid
within its own boundaries.
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6. The City is provided fire protection, technical rescue, hazardous materials response and
emergency medical services by the Valley Regional Fire Authority (VRFA).
7. Disaster operations will be in coordination with other local agencies and organizations
and conducted or supervised by City personnel. Those efforts will be supplemented as
necessary by trained volunteers and by the workforce available within the local area.
Resources obtained from the County, State and from Federal agencies will also be
utilized.
8. Other public and private organizations, school districts, and volunteer organizations may,
under mutual agreement, operate in coordination with this CEMP.
B. Whole Community Involvement
It is the intent of this plan to take a “whole community approach,” being as inclusive as
possible. This includes those with disabilities, children, household pets and service animals,
those with Limited English proficiency, and others.
To the extent possible, the City will conduct emergency management operations consistent
with the U.S. Department of Justice guidelines for making community emergency
preparedness and response programs accessible to people with disabilities.
1. Limited English Proficiency (LEP) Program Requirements
An Emergency Communications Proficiency Support Annex (SA-5) was developed to
support the City in better communicating life-safety messages to people with limited
English proficiency (LEP). This annex is a guidance document which describes the City’s
language access obligations, messaging strategies, message distribution options, and
contact information.
C. Overall Coordination of Incident Management Activities
1. The Mayor is head of the executive branch and the City Council makes up the legislative
branch of City government. The legislative branch of the City is responsible for overall
policy direction within the City, and the executive branch is responsible for
implementation of that direction.
2. The Director of Emergency Management oversees and provides policy
recommendations to the Mayor and City Council during emergency and recovery periods
and is responsible to ensure the development and maintenance of the CEMP, and the
coordination of emergency preparedness and management activities within the City
3. The Director of Emergency Management, or designee, is responsible for directing all
emergency management operations and programs throughout City government and
preserving City records.
4. Emergency management activities are conducted so as to follow the Incident Command
System (ICS) to the maximum extent possible. The ICS will also be used to support
multi-jurisdictional coordination for incidents and exercises whenever possible.
D. Concurrent Implementation of Other Plans
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The CEMP is the core plan for emergency management. This CEMP employs an
Emergency Support Function (ESF) approach. This approach identifies sources of direct
assistance and operational support through the EOC that the City may need in order to
address hazard mitigation, preparedness, response, and recovery from an emergency or
disaster.
1. The Basic Plan presents the policies, and concept of operations that guide how the City
will conduct mitigation, preparedness, response, and recovery activities.
2. The Appendices describe emergency management activities and give details supporting
the Basic Plan.
3. The ESFs describe the mission, policies, concept of operations, and responsibilities of
the primary and support agencies involved in implementation of activities.
4. Other plans, authorities, protocols, and guidance that may be used before, during, or
after disasters and emergencies within the City of Auburn include:
a. City of Auburn Emergency Management Duty Officer Manual
b. City of Auburn EOC Manager Manual
c. City of Auburn Continuity of Operations Plans (by individual departments)
d. King and Pierce County Hazard Identification and Vulnerability Assessments
e. King and Pierce County Regional Hazard Mitigation Plans
f. King and Pierce County Comprehensive Emergency Management Plans
g. Washington State Comprehensive Emergency Management Plan
h. National Response Framework
E. Organizational Structure
The day-to-day organizational structure of departments will be maintained; to the extent it is
practical to do so, for major emergency and disaster situations, with the understanding that
all departments have an obligation to assign personnel to the Emergency Operations Center
(EOC) and the labor pool as requested. All departments and the City will operate within the
Incident Command System (ICS) structure, as set forth in NIMS.
F. Principal Incident Management Organizational Elements
Various City departments have personnel and other resources, including specialized
vehicles and heavy construction equipment, available to deploy during emergencies. Each
department is responsible for keeping track of its available personnel and equipment and
reporting availability directly to the EOC during an activation. These include the following:
1. Administration
a. The Director of Emergency Management is responsible for overall Incident
Command activities during a disaster or large-scale emergency when so directed
by the Mayor. The Director has the responsibility to lead the Emergency
Management Board to oversee the event as appropriate.
b. Communications/Multimedia Division is responsible for coordinating public
information activities related to a disaster or emergency, including operation of a
Joint Information Center (JIC) if needed. Emergency Management Division is
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responsible for coordination with internal and external stakeholders and EOC
management.
c. Facilities Division oversees all buildings owned by the city and is responsible for
conducting rapid damage assessments of them as well as coordinating
emergency and long-term repairs.
d. After action reviews are an important part of understanding how and why
emergency actions were successful or could have been more effective. They
help the City improve its response and recovery efforts by evaluating the entire
event, including training efforts beforehand. Emergency Management will
conduct an AAR after each EOC activation or other serious event. All involved
agencies, departments, and key personnel will be included in the AAR process.
Emergency management will complete a corrective action plan to capture the
items learned from the AAR and will implement as many items from the plan as
possible.
2. Police Department
a. Provides law enforcement services within the City, as well as rapid damage
assessments during disasters.
b. Animal Control functions are performed by the APD’s Animal Control Officers.
They may be supported by the Auburn Valley Humane Society.
3. Community Development
a. Community Development Services is responsible for organizing and conducting
both rapid damage assessment and detailed building inspections of both City
owned facilities and those critical to the needs of the community at large.
b. Human Services Division coordinates post-disaster recovery efforts for residents.
4. Public Works Department
a. Maintain all City-owned critical infrastructure, including streets, traffic control
devices, water, sanitary sewer, storm drainage, bridges, and airport within the
city.
b. Responsible for conducting rapid damage assessments on City owned Public
Works facilities during disasters and emergencies.
5. Parks, Arts, and Recreation Department
a. Open and operate shelters for City employees and the general public, as well as
to provide support to Public Works in some areas.
G. Emergency Response and Support Teams (Field Level)
Trained and certified teams described in the Concept of Operations of the National
Response Framework may be available to assist in incident management, setup of
response facilities, and to provide additional expertise and capability. It is important to
understand and include in any planning efforts that any outside teams will take time to arrive
and once here, there will be a transition period from one team or agency to another.
H. Law Enforcement Assistance
The Auburn Police Department is the agency of primary jurisdiction within the City under
routine circumstances and during emergency operations. The Washington Mutual Aid Peace
Officers Powers Act, RCW 10.93, provides law enforcement with mutual assistance
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capabilities between jurisdictions. Mutual aid agreements exist with local law enforcement
agencies and letters of mutual support exist with various law enforcement agencies
throughout the state. Supplemental law enforcement assistance should be requested
through the EOC, when activated, with the understanding that in a significant regional event,
outside assistance will not be available for some time and there will be a period of transition
from one agency or group to another.
DIRECTION AND CONTROL
Direction and control is addressed in Support Annex 1.
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INCIDENT MANAGEMENT ACTIONS
It is the policy of the City to conduct emergency and disaster preparedness and mitigation
activities in an effort to reduce and minimize the effects of a major emergency or disaster.
When a major emergency or disaster occurs, departments will use the following general
checklist as a basis for managing their disaster operations:
1. Establish Incident Command following procedures established by each department.
2. Report to a pre-determined site to manage department operations.
3. Account for personnel.
4. Assess damages to facilities to identify if there are there obvious safety concerns that
should prompt relocation until the building can be properly evaluated. .
5. Assess personnel and resources available.
6. Assess problems and needs.
7. Report the situation, damages, and capabilities to the EOC.
8. Send designated department representatives to the EOC.
9. Carry out department responsibilities and assigned tasks.
10. Continue assessment of and report to the EOC regarding department resources, needs,
damages, actions etc.
11. Keep detailed and accurate records, document actions, costs, situations, etc.
A. Notification and Assessment
1. Federal, State, local, tribal, private-sector, and nongovernmental organizations report
threats, incidents, and potential incidents using established communications and
reporting channels. The established communication channel for receiving and
disseminating threat and operational information for hazards, disasters, and
emergencies for the City of Auburn is through King or Pierce County Emergency
Management (or their respective EOC/DOC, if activated) to the Washington State
Emergency Management Division (or the Washington State Emergency Operations
Center, if activated).
2. Suspicious activity, terrorist threats, and actual incidents with a potential or actual
terrorist nexus are to be reported immediately to the Auburn Police Department, which
will determine whether to forward any information to other agencies such as the FBI.
B. Activation of EOC
1. The Mayor, Director of Emergency Management, or designees may activate the EOC.
Any City department may also request that the EOC be activated. Additionally, the EOC
may be activated at the request of an outside agency such as King or Pierce County
Emergency Management or other governmental entity to support their operations,
subject to approval by the Mayor, Director of Emergency Management, or designees
when the level of operations requires it. Requested staff will report to the EOC to
coordinate response efforts and support field operations. The EOC will be activated at a
level appropriate to the specific emergency or disaster, as described in Support Annex
#1.
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2. The City’s primary EOC is located at 1 E Main St., Suite 380. The City has signed
agreements with other agencies to provide for alternate EOC locations if our EOC is out
of service at any time. These locations have been selected based on our EOC needs
and the capabilities for those locations. Any City facility may be utilized as an EOC in
the event that the primary and alternate sites are rendered unusable by the event.
3. Each Department has one or more designated Department Operations Centers (DOCs).
Department personnel are to respond to these centers as directed in their departmental
emergency plans. DOC locations are:
Administration (City Hall): 25 W Main St.
Legal Department (City Hall): 25 W Main St.
Public Works Services: 1305 C St. SW
Community Development (Annex): 1 E Main St., 2nd Floor
Parks Admin: 910 9th St. SE
Parks Maintenance: 1401 C St. SW
Police: 340 E Main St., Suite 201
Finance (Annex): 1 E Main St., 3rd Floor
HR/Risk/Property Management (City Hall): 25 W Main St.
Innovation & Technology (Annex): 1 E Main St., 3rd Floor
C. Requests for Assistance
When a major emergency occurs, it is anticipated that departments and other responding
organizations will organize their areas of responsibility into manageable units, assess
damages, and determine needs. If agency resources cannot meet the needs created by the
incident , additional assistance may be requested through existing mutual aid agreements,
through the King County Zone 3 Coordinator, through King or Pierce County Emergency
Management, or directly from the State Emergency Operations Center. In the event of a
Proclamation of a Local Emergency, the deployment of resources will normally be
coordinated through the EOC (if activated). Resources to support City operations may be
placed at staging areas until specific assignment can be made.
D. Pre-Incident Actions (Preparedness and Mitigation)
Preparedness involves taking steps to ready the City and the community for emergencies
and disasters while mitigation involves actions taken to protect lives and property.
1. Long term mitigation activities, both pre- and post-disaster, are covered in detail in the
King County Regional Hazard Mitigation Plan (RHMP), to which the City is a signatory.
Auburn’s portion of the RHMP includes detailed lists of prioritized activities that can be
taken to reduce risk in the community.
2. Public Health and Safety: Initial safety efforts focus on actions to detect, prevent, or
reduce the impact to public health and safety. Such actions can include environmental
analysis, plume modeling, evacuations, emergency sheltering, air monitoring,
decontamination, infectious disease tracking, emergency broadcasts, etc. These efforts
may also include public health education; site and public health surveillance and testing
procedures; and immunizations, prophylaxis, and isolation or quarantine for biological
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threats coordinated by Health and Human Services (HHS) and State and local public
health officials.
3. Responder Health and Safety: The safety and health of responders is also a priority.
Actions essential to limit their risks include full integration of deployed health and safety
assets and expertise; risk assessments based upon timely and accurate data; and
situational awareness that considers responder and recovery worker safety. A
comprehensive location and/or operational response safety and health plan is key to
mitigating the hazards faced by responders. These efforts include incident hazard
identification and characterization; implementation and monitoring of personal protective
equipment selection, use, and decontamination; exposure sampling and analysis; worker
health and safety risk analysis; health and safety monitoring; and development/ongoing
evolution of the site-specific safety and health plan.
4. Property and the Environment: Responders may also take incident mitigation actions to
protect public and private property and the environment. Such actions may include, but
are not limited to, sandbagging in anticipation of a flood, or booming of environmentally
sensitive areas in response to a potential oil spill.
5. Specific preparedness activities for each department include:
a. Establish policies and procedures for department chain of command and succession
of authority.
b. Designate primary and alternate locations from which to establish direction and
control of department activities during an emergency or disaster.
c. Identify and obtain necessary equipment and supplies which may be needed to
manage department activities.
d. Identify the information needed to manage department activities including how it will
be gathered, stored, and accessed.
e. Decide how department management relates to the EOC and who should report
there when an emergency or disaster occurs.
f. Encourage development of employee response teams from within their department.
g. Establish procedures to ensure the ability to activate personnel on a 24-hour basis.
h. Make staff available, when requested by the Director of Emergency Management or
Emergency Preparedness Manager, or EOC Manager, for appropriate training and
emergency assignments, such as EOC activities, damage assessment, and liaisons
with other agencies and organizations. All costs for these activities will be the
responsibility of the respective department.
i. Maintain an updated inventory of key department personnel, facilities, and equipment
resources.
E. Response Activities
Once an incident occurs, the priorities shift from prevention, preparedness, and mitigation to
immediate and short-term response activities to preserve life, property, the environment, and
the social, economic, and political structure of the community. In the context of a terrorist
threat, simultaneous activities are initiated to assess regional and national-level impacts, as
well as to assess and take appropriate action to prevent and protect against other potential
threats.
During the event, the Director of each department, with concurrence of the Director of
Emergency Management, will:
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1. Assess the impact of the event on department personnel, facilities, equipment, and
capabilities.
2. Report any observed damage through the respective department’s chain of command to
the EOC on a continuing basis.
3. Keep complete records of costs, expenditures, overtime, repairs, and other disaster-
related expenditures.
4. In coordination with the EOC, direct the execution of emergency operations plans and
perform appropriate incident stabilization activities designed to limit the loss of life,
personal injury, property damage, and other unfavorable outcomes.
5. Response actions may also include immediate law enforcement, fire, ambulance, and
emergency medical service actions; emergency flood fighting; evacuations;
transportation system detours; emergency public information; actions taken to minimize
additional damage; urban search and rescue; the establishment of facilities for mass
care; the provision of public health and medical services, food, ice, water, and other
emergency essentials; debris clearance; the emergency restoration of critical
infrastructure; control, containment, and removal of environmental contamination; and
protection of responder health and safety. Though the City does not have the direct
capability to perform all of these functions, it will take steps to ensure that the functions
are carried out as needed.
6. During the response to a terrorist event, law enforcement actions to collect and preserve
evidence and to apprehend perpetrators are critical. These actions take place
simultaneously with response operations necessary to save lives and are closely
coordinated with the law enforcement effort to facilitate the collection of evidence without
impacting ongoing life-saving operations.
7. In the context of a single incident, once immediate response missions and lifesaving
activities conclude, the emphasis shifts from response to recovery operations and, if
applicable, hazard mitigation.
F. Recovery Activities
Recovery involves actions needed to help individuals and communities return to normal
when feasible. All response and recovery activities are detailed in SOPs, and appropriate
State and Federal recovery guidelines. The process for collecting and analyzing data,
developing objectives and action plans, and documenting critical incident information in the
EOC is guided by SOPs. Following the event, the Director of each department, with the
concurrence of the Director of Emergency Management, will:
1. Continue to report any observed damage and assess community needs.
2. Prioritize recovery projects and assign functions accordingly.
3. Coordinate recovery efforts and logistical needs with supporting agencies and
organizations.
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4. Prepare documentation of the event, including the event log, cost analysis, and
estimated recovery costs.
5. Assist in establishing disaster assistance offices to aid private businesses and residents
with individual recovery.
6. Assess special community needs and provide information and assistance, as deemed
appropriate.
G. Demobilization
When the Director of Emergency Management or designee determines that activation of the
EOC is no longer required, he/she will disseminate instructions for demobilization from
emergency management activities at the conclusion of an event. Planning for demobilization
will commence upon initial activation of the EOC.
ONGOING PLAN DEVELOPMENT AND MAINTENANCE
A. Coordination
Ongoing plan development and maintenance requires coordination with the whole
community. The City of Auburn Emergency Manager will coordinate with all agencies and
organizations that have a role in incident response management for the development and
execution of policy, planning, training, equipping, and other preparedness activities. This will
primarily be achieved through the use of the City’s Emergency Management Committee,
which includes representatives from the City, neighboring cities, the Muckleshoot Indian
Tribe, and various non-profit and private organizations located within Auburn. A redacted
version will be available on the City of Auburn’s website at http://www.auburnwa.gov.
B. Plan Maintenance
1. The Emergency Manager will ensure that exercises of this plan are conducted on an
annual basis, except in years when there are actual EOC activations. EOC activations
will be used in lieu of exercises for plan evaluation and maintenance purposes.
2. After-action reviews (AAR) will be conducted for all EOC activations and exercises for
the purpose of identifying lessons learned and incorporating them into future plan
updates. The incident commander or EOC manager will be responsible for conducting
AAR’s on a timely basis. All EOC personnel should attend the AAR to provide feedback
and identification of areas for improvement and recommendations. AARs will include
corrective action plans as necessary.
3. This plan will be completely updated as required by state law, with supplemental
updates done as the need arises. The complete update will be submitted to the
Washington State Emergency Management Division for review prior to formal adoption
by the city.
4. Emergency Management will monitor and update this plan in accordance with changes
in Federal & State requirements
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C. NIMS Integration
1. NIMS is a system mandated by HSPD-5 that provides a consistent, nationwide approach
for Federal, State, local, and tribal governments; the private sector; and non-profits to
effectively and efficiently together to prepare for, respond to, and recover from domestic
incidents, regardless of cause, size, or complexity.
2. To provide for interoperability and compatibility among Federal, State, local, and tribal
capabilities, NIMS includes a core set of concepts, principles, and terminology.
3. It is the policy of the City of Auburn that all emergency management activities will be
conducted in accordance with NIMS.
ATTACHMENTS
None.
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APPENDICES
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APPENDIX 1: DEFINITIONS
Term Description
ACCESS (A Centralized
Computer Enforcement
Service System)
Statewide law enforcement data network controlled and administered
by the Washington State Patrol. Used primarily for law enforcement
functions, this network also provides the capability to send warning
and notification of emergencies from state and federal organizations
to local jurisdictions.
Administration and
Finance Chief
Responsible for all costs and financial/administrative considerations
of the incident. Part of the Command and General Staff, reporting to
the Incident Commander.
After Action Report (AAR) A narrative report that presents issues found during an incident or
exercise along with recommendations on how those issues can be
resolved.
Alternate Facility An alternate work site that provides the capability to perform minimum
essential departmental or jurisdictional functions until normal
operations can be resumed.
Amateur Radio Emergency
Service (ARES)
The American Radio Relay League (ARRL) public service arm for
providing support primarily to non-government agencies during an
emergency/disaster. A primary user of the ARES is the American
Red Cross.
AMBER Alert Abducted Minor Broadcast Emergency Response Alert sent out
locally or from the State law enforcement agencies over the EAS
system.
American Red Cross
(ARC)
Non-profit organization that provides support of mass care, sheltering,
communication, and other services in times of disaster. Relies on
volunteers to carry out operations.
Annex The purpose of an annex is to describe operations for a particular
function. It defines the function and shows how activities of various
participants in the functional organization are coordinated. The annex
is action-oriented. It is written for, and preferably by, the person
responsible for controlling resources available to accomplish the
objectives of the function in any large-scale emergency. It is a
substantial, freestanding plan that is specific to carry out a task.
Examples: Fire Mobilization Plan, Hazmat Plan, Pet Care Plan.
Appendix An appendix contains details, methods, and technical information that
are unique to specific hazards identified as being likely to pose a
threat of disaster in the community. Appendices should be attached to
functional annexes. Appendices are supplementary, helper
documents, frequently changing but without specific direction.
Examples: non-critical lists such as phone lists or annual lists of
events.
Area Command An organization established to oversee the management of (1)
multiple incidents that are each being handled by an ICS
organization, or (2) large or multiple incidents to which several
Incident Management Teams have been assigned. Area Command
has the responsibility to set overall strategy and priorities, allocate
critical resources according to priorities, ensure that incidents are
properly managed, and ensure that objectives are met and strategies
followed. May be established at an EOC or at some location other
than an ICP.
Call Center Supervisor Volunteer or staff member assigned to supervise call takers.
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Term Description
Call Takers Volunteers or staff assigned to answer phones in either the EOC or
the public call center.
Clear Text The use of plain English in radio communications transmissions. No
ten codes or agency-specific codes are used when using clear text.
Command Staff The Command Staff consists of the Safety Officer, Liaison Officer,
and Public Information Officer, who report directly to the Incident
Commander.
Communications Unit In incident command structure, responsible for providing
communication services at an incident, whether it be by phone, radio,
in person, etc…
Comprehensive
Emergency Management
Network (CEMNET)
Dedicated 2-way Very High Frequency (VHF) low-band radio system.
Provides direction and control capability for state and local
jurisdictions for administrative use, and during an emergency or
disaster. This is an emergency management net belonging to and
managed by the Washington State Military Department, Emergency
Management Division.
Comprehensive
Emergency Management
Plan (CEMP)
A required plan which addresses the mitigation, preparation,
response, and recovery activities associated with emergency/disaster
situations.
Concept of Operations
(CONOPS)
User-oriented document that describes the characteristics for a
proposed asset or system from the viewpoint of any individual or
organizational entity that will use it in their daily work activ ities or who
will operate or interact directly with it.
Continuity of Government
(COG)
Measures taken by a government to continue to perform required
functions during and after a severe emergency. COG is a
coordinated effort within each branch of the government to continue
its minimum essential responsibilities in a catastrophic emergency.
Continuity of Operations
(COOP)
An internal effort within individual components of a government to
ensure the capability exists to continue essential functions across a
wide range of potential emergencies, including localized acts of
nature, accidents, and technological or attack-related emergencies.
COOP Emergency
Response Team
The individuals, identified by position, within the jurisdiction that are
responsible for ensuring the essential functions are performed in an
emergency and for taking action to facilitate that performance.
Critical Customers Organizations or individuals for which a state department or local
jurisdiction performs mission-essential functions.
Damage Assessment The process of determining the magnitude of damage and the unmet
needs of the community as the result of a hazardous event.
Estimation of damages made after a disaster has occurred which
serves as the basis of the Mayor’s proclamation of emergency.
Debrief/Debriefing A meeting held after an event or disaster to discuss what happened,
lessons learned and to discuss what may or may not be shared with
the public.
Delegated Authority An official mandate calling on the individual holding a specific position
to assume responsibilities and authorities not normally associated
with that position when specified conditions are met.
Duty Officer Generally refers to the person designated to intake and assess
emergency events on a 24/7 basis.
Direction and Control The emergency support function that defines the management of
emergency response and recovery.
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Term Description
Disaster An event, expected or unexpected, in which a community’s available,
pertinent resources are expended, or the need for resources exceeds
availability, and in which a community undergoes severe danger,
incurring losses so that the social or economic structure of the
community is disrupted and the fulfillment of some or all of the
community’s essential functions are prevented.
Disaster assessment Estimation of damages made after a disaster has occurred which
serves as the basis of a Proclamation of a Local Emergency.
Disaster Recovery Center
(DRC)
A temporary facility where, under one roof, representatives of Federal
agencies, local and state governments, and voluntary relief
organizations can process applications from individuals, families, and
business firms.
Donated Resources Volunteer labor, donated equipment, and donated materials. If
tracked appropriately, may be used to satisfy the matching
requirements of federal disaster relief funds.
Emergency Alert System
(EAS)
A federally mandated program established to enable the President,
federal, state, and local jurisdiction authorities to disseminate
emergency information to the public via the Commercial Broadcast
System. Formerly known as the Emergency Broadcast System (EBS),
it requires broadcasters to relay emergency information. This system
is for immediate action emergencies where the public needs to be
informed. Example, dam failure, hazmat chemical cloud.
Emergency A sudden, usually unexpected event that does or could do harm to
people, resources, property, or the environment. Emergencies can
range from localized events that affect a single office in a building, to
human, natural, or technological events that damage, or threaten to
damage, local operations. An emergency could cause the temporary
evacuation of personnel or the permanent displacement of personnel
and equipment from the site to a new operating location environment.
Emergency Management The preparation for and the carrying out of all emergency functions to
mitigate, prepare for, respond to, and recover from emergencies and
disasters, to aid victims suffering from injury or damage resulting from
disasters caused by all hazards, whether natural or techno logical, and
to provide support for search and rescue operations for persons and
property in distress.
Emergency Management
Director
The individual within each political subdivision that has coordination
responsibility for jurisdictional emergency management.
Emergency
Communications Team
(EmComm)
City of Auburn volunteers trained to manage communications
functions, including phones, radios, and social media.
Emergency Coordination
Center (EOC)
See Emergency Operations Center.
Emergency Management
Assistance Compact
(EMAC)
Agreements that provide for jurisdictions in different states to provide
resources or other support to one another during an incident.
Emergency Management
Committee (EMC)
The EMC is responsible for participating in the emergency
management planning process, as well as to provide trained and
qualified individuals to carry out coordination functions during and
event. Each department is required to have at least one
representative on the committee. The committee will also include
public and private agencies whom have direct responsibilities within
the CEMP.
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Term Description
Emergency Management
Division (EMD)
Washington State Emergency Management Division, responsible for
coordinating state-wide emergency management activities.
Emergency Medical
Services (EMS)
Emergency Medical Services provides care to the sick and injured at
the scene of any medical emergency or while transporting any patient
in an ambulance to an appropriate medical control, including
ambulance transportation between medical facilities. It commonly
includes trained and licensed emergency care providers and
specialized transportation vehicles.
Emergency Operations
Center (EOC)
A central location from which overall direction, control, and
coordination of a single community's response to a disaster will be
established. The EOC is generally equipped and staffed to perform
the following functions: collect, record, analyze, display, and distribute
information; coordinate public information and warning; coordinate
government emergency activities; support first responders by
coordinating the management and distribution of information and
resources and the restoration of services; conduct appropriate liaison
and coordination activities with all levels of government, public
utilities, volunteer and civic organizations, and the public.
Emergency Operations
Center Manager
The staff person assigned to manage the EOC during an activation or
exercise.
Emergency Operations
Plan (EOP)
See Comprehensive Emergency Management Plan.
Emergency Protective
Measures
Actions taken by jurisdictions before, during, and after a disaster to
save lives, protect public health, and to prevent damage to improved
public and private property.
Emergency Support
Function (ESF)
Emergency Support Functions are functional annexes to the basic
Comprehensive Emergency Management Plan. They outline the
general guidelines by which organizations will carry out the
responsibilities assigned in the plan, i.e., how response to a disaster
or emergency will be handled.
Emergency Work Work that must be done immediately to save lives and to protect
improved property and public health and safety to avert or lessen the
threat of a major disaster.
Emergency Worker Emergency worker means any person, including but not limited to, an
architect registered under Chapter 18.08 RCW , a professional
engineer registered under Chapter 18.43 RCW, or a volunteer
registered under RCW 38.52/WAC 118.04 who is registered with a
local emergency management organization for the purpose of
engaging in authorized emergency management activities or is an
employee of the state of Washington or any political subdivision
thereof who is called upon to perform emergency management
activities.
Essential Functions Those functions, stated or implied, that jurisdictions are required to
perform by statute or executive order or are otherwise necessary to
provide vital services, exercise civil authorit y, maintain the safety and
well-being of the general populace, and sustain the
industrial/economic base in an emergency.
Essential Operations Those operations, stated or implied, that state departments and local
jurisdictions are required to perform by stature or executive order or
are otherwise deemed necessary.
Essential Personnel Staff of the department or jurisdiction that are needed for the
performance of the organization’s mission-essential functions.
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Term Description
Evacuation A protective action which involves leaving an area of risk until the
hazard has passed.
Event A planned, non-emergency activity. ICS can be used as the
management system for a wide range of events, e.g. parades,
concerts or sporting events.
Facility Any publicly or privately owned building, works, system, or equipment
built or manufactured, or an improved and maintained natural feature.
Land used for agricultural purposes is not a facility.
Federal Disaster
Declaration
See Presidential Declaration.
Federal Emergency
Management Agency
(FEMA)
Agency created in 1979 to provide a single point of accountability for
all federal activities related to disaster mitigation and emergency
preparedness, response, and recovery. FEMA provides technical
advice and funding for state and local emergency management
agencies, manages the President’s Disaster Relief Fund and
coordinates the disaster assistance activities of all federal agencies in
the event of a Presidential Disaster Declaration.
Finance/ Administration
Section
Responsible for all costs and financial/administrative considerations
of the incident. Section Chief reports directly to the Incident
Commander.
First Responders Those in occupations that require they respond immediately to an
emergency event. Example: firefighters, law enforcement officers,
emergency medical services personnel, public works.
Force Account A jurisdiction's own labor forces and equipment.
Government Emergency
Telecommunications
Service (GETS)
A service providing priority access telephone dialing during circuit
overload conditions.
Governor's Proclamation
of a State of Emergency
A proclamation by the Governor in accordance with RCW 43.06 and
38.52 which activates the State of Washington Comprehensive
Emergency Management Plan and authorizes State resources to be
used to assist affected political jurisdictions.
Hazard Something that is potentially dangerous or harmful, often the root
cause of an unwanted outcome.
Hazard Identification and
Vulnerability Analysis
(HIVA)
The HIVA is a comprehensive plan that is the result of a systematic
evaluation of a jurisdiction’s existing natural and technological
hazards. It includes a vulnerability assessment to such hazards and
provides guidance for mitigation efforts.
Hazard Mitigation Any measure that will reduce or prevent the damaging effects of a
hazard.
Hazmat Hazardous Materials
Hazmat Team Team with specialized training to response to hazardous materials
incidents.
Incident An occurrence or event, either human-caused or natural phenomena,
that requires action by emergency services personnel to prevent or
minimize loss of life or damage to property and/or the environment.
Incident Action Plan (IAP) The strategic goals, tactical objectives, and support requirements for
the incident. All incidents require an action plan.
Incident Command Post
(ICP)
A centralized base of operations established near the site of an
incident. That location at which primary command functions are
executed; usually collated with the incident base.
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Term Description
Incident Command System
(ICS)
The combination of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure
for the purpose of coordinating the response to any event. An all-
hazard, on-scene functional management system that establishes
common standards in organization, terminology, and procedures,
provides a means (unified command) for the establishment of a
common set of incident objectives and strategies during multi-
agency/multi-jurisdiction operations while maintaining individual
agency/jurisdiction authority, responsibility, and accountability, and
which is a component of the National Interagency Incident
Management Systems (NIMS). An equivalent and compatible all-
hazards, on-scene, functional management system.
Incident Commander (IC) The individual responsible for the management of operations at the
scene of an incident.
Incident Period The time span during which an incident or event occurs.
Incidents of National
Significance
Those high-impact events that require a coordinated and effective
response by an appropriate combination of Federal, State, local,
tribal, private sector, and nongovernmental entities in order to save
lives, minimize damage, and provide the basis for long-term
community recovery and mitigation activities. All Presidential
declared disasters are considered Incidents of National Significance.
Individual Assistance (IA) Supplementary Federal assistance available under the Stafford Act to
individuals, families, and businesses; includes disaster housing
assistance, unemployment assistance, grants, loans, legal services,
crisis counseling, tax relief, and other services or relief programs.
Integrated Public Alert &
Warning System (iPAWS)
It is a modernization and integration of the nation’s alert and warning
infrastructure. Provides public safety officials with an effective way to
alert and warn the public about serious emergencies using EAS,
WEA, NOAA and other public alerting systems from a single interface.
Interoperable
Communications
Alternate communications that provide the capability to perform
minimum essential departmental or jurisdictional functions, in
conjunction with other agencies, until normal operations can be
resumed.
Joint Information Center
(JIC)
A facility that may be used by affected utilities, state agencies,
counties, local jurisdictions, and/or federal agencies to jointly
coordinate the public information function during all hazards incidents.
May also be conducted virtually.
Liaison Officer The point of contact for assisting or coordinating agencies.
Local Emergency
Declaration
A proclamation by the Mayor or his/her designee in accordance with
RCW 36.40.180 and 38.52.070(2) which activates the City of Auburn
Comprehensive Emergency Management Plan and the liability
protection and resource procurement provisions of RCW 38.52.
Local Emergency Planning
Committee (LEPC)
A local planning group appointed by the State Emergency Response
Commission (SERC) to fulfill the planning requirements for a Local
Planning District under the Superfund Amendments and
Reauthorization Act (SARA) of 1986. As the planning body for
preparing local hazardous materials plans.
Local Resources The combined resources, of the type needed to respond to a given
hazardous event, of the City and of the private sector. In any request
for state or federal resources, the requesting jurisdiction must certify
that local resources have been, or soon will be, exhausted.
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Term Description
Logistics Chief In the incident command structure, responsible for resource
management and responding to resource requests. Oversees
Logistics Section. Reports directly to the Incident Commander.
Logistics Section In Incident Command structure, responsible for providing facilities,
services, and materials for an incident or event.
Major Disaster As defined in the Stafford Act, "Any natural catastrophe (including any
hurricane, tornado, storm, high water, wind-driven water, tidal wave,
tsunami, earthquake, volcanic eruption, landslide, mudslide,
snowstorm, or drought), or, regardless of cause, any fire, flood, or
explosion in any part of the United States, which in the determination
of the President causes damage of sufficient severity and magnitude
to warrant major disaster assistance under this Act to supplement the
efforts and available resources of states, local governments, and
disaster relief organizations in alleviating the damage, loss, hardship,
or suffering caused thereby."
Message Controller A volunteer or staff member charged with recording and distributing
paper based messages in the EOC or public call center.
Message Distributors In the Incident Command structure, responsible for routing
information about resources reporting to the incident, resource status,
and administrative and tactical traffic
Military Department Refers to the Emergency Management Division, the Army and Air
National Guard, and Support Services.
Mitigation Any sustained actions taken to eliminate or reduce the degree of
long-term risk to human life, property, and the environment from
natural and technological events. Mitigation assumes our
communities are exposed to risks whether or not an emergency
occurs. Mitigation measures include but are not limited to: building
codes, disaster insurance, hazard information systems, land use
management, hazard analysis, land acquisition, monitoring and
inspection, public education, research, relocation, risk mapping,
safety codes, statutes and ordinances, tax incentives and
disincentives, equipment or computer tie downs, and stockpiling
emergency supplies.
Multi-Agency Coordination
(MAC)
A system by which multiple agencies coordinate response and limited
resources.
Mutual Aid Agreement
(MAA)
A formal or informal agreement for reciprocal assistance for
emergency services and resources between jurisdictions.
National Incident
Management System
(NIMS)
A concept that provides for a total approach to all risk incident
management; NIIMS addresses the Incident Command System (ICS),
training, qualifications and certification, publications management,
and supporting technology. NIMS outlines a standard incident
management organization called Incident Command System (ICS)
that establishes five functional areas--command, operations,
planning, logistics, and finance/administration--for management of all
major incidents. To ensure further coordination and during incidents
involving multiple jurisdictions or agencies, the principle of unified
command has been universally incorporated into NIMS. This unified
command not only coordinates the efforts of many jurisdictions, but
provides for and assures joint decisions on objectives, strategies,
plans, priorities, and public communications.
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Term Description
National Response
Framework (NRF)
The plan that establishes the basis for the provision of federal
assistance to a state and the local jurisdiction impacted by a
catastrophic or significant disaster or emergency that result in a
requirement for federal response assistance.
National Warning System
(NAWAS)
The federal portion of the Civil Defense Warning System, used for the
dissemination of warnings and other emergency information from the
National or FEMA Region Warning Centers to Warning Points in each
state. Also used by the State Warning Points to disseminate
information to local Primary Warning Points. Provides warning
information to state and local jurisdictions concerning severe weather,
earthquake, flooding, and other activities affecting public safety.
Non-Essential Personnel Staff of the department or jurisdiction who are not required for the
performance of the organization’s mission-essential functions.
NORTHCOM Military structure that provides command and control of Department of
Defense (DOD) homeland defense efforts and coordinates defense
support of civil authorities.
Objectives The specific operations that must be accomplished to achieve goals.
Objectives must be both specific and measurable.
Officer The Incident Command title for individuals responsible for Public
Information. Liaison and Safety.
Operational Period In Incident Command, the period of time scheduled for execution of a
given set of operation actions such as specified in the Incident Action
Plan
Operations Chief In an incident command structure, a representative of the principal
first-response agency having overall incident management
responsibilities in the field; responsible for coordinating support to
individual incident commanders. Oversees the Operations Section.
Reports to the Incident Commander.
Operations Sections In an Incident Command structure, responsible for all tactical
operation at the incident.
Order of Succession The order in which and conditions under which the responsibilities
and authorities of a public official are passed to another official when
the original holder of the responsibilities and authorities is unable or
unavailable to exercise them.
Plan Maintenance Steps taken to ensure the plans are reviewed regularly and updated
whenever major changes occur.
Planning Chief In an incident command structure, responsible for situation analysis
and anticipating future response or recovery needs and activities.
Oversees the Planning Section. Reports directly to the Incident
Commander.
Planning Section In incident command structure, responsible for the collection,
evaluation, and dissemination of information related to the incident,
and for the preparation and documentation of IAPs
Preliminary Damage
Assessment (PDA)
The joint local, state, and Federal analysis of damage that has
occurred during a disaster and which may result in a Presidential
declaration of disaster. The PDA is documented through surveys,
photographs, and other written information.
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Term Description
Preparedness The range of deliberate, critical tasks and activities necessary to
build, sustain, and improve the operational capability to prevent,
protect against, respond to , and recover from domestic incidents.
Within the NIMS, preparedness is operationally focused on
establishing guidelines, protocols, and standards for planning, training
and exercises, personnel qualification and certification, equipment
certification, and publication management.
Presidential Disaster
Declaration
Formal declaration by the President that an Emergency or Major
Disaster exists based upon the request for such a declaration by the
Governor and with the verification of Federal Emergency
Management Agency preliminary damage assessments.
Public Assistance (PA) Supplementary federal assistance provided under the Stafford Act to
state and local jurisdictions, special purpose districts, tribes, or
eligible private, nonprofit organizations.
Public Information Officer
(PIO)
The person designated and trained to coordinate disaster related
public information and media relations.
Radio Amateur Civil
Emergency Service
(RACES)
Volunteer ham (amateur) radio operators who provide reserve
communications within government agencies in times of extraordinary
need. Although the exact nature of each activation will be different,
the common thread is communications.
Radio Operators Staff or volunteers assigned to operate radios in the EOC radio room
or in the field.
Radio Room Supervisor Staff member or volunteer assigned to supervise the people and
activities in the EOC radio room.
Recovery A short-term and long-term process. Short-term operations restore
vital services to the community and provide for the basic needs of the
public. Long-term recovery focuses on restoring the community to its
normal, or improved, state of affairs, including some form of economic
viability. Recovery measures include, but are not limited to, crisis
counseling, damage assessment, debris clearance, decontamination,
disaster application centers, disaster insurance payments, disaster
loans and grants, disaster unemployment assistance, public
information, reassessment of emergency plans, reconstruction,
temporary housing, and full-scale business resumption. Also, the
extrication, packaging, and transport of the body of a person killed in
a search and rescue incident.
Regional Coordination
Framework (RCF)
A mutual aid agreement specific to King County, which encompasses
government agencies, non-profit organizations, and private
businesses.
Response The actual provision of services during an event. These activities
help to reduce casualties and damage and to speed recovery. Actions
taken immediately before, during, or directly after an emergency
occurs, to save lives, minimize damage to property and the
environment, and enhance the effectiveness of recovery. Response
measures include, but are not limited to, emergency plan activation,
emergency alert system activation, emergency instructions to the
public, emergency medical assistance, staffing the emergency
operations center, public official alerting, reception and care, shelter
and evacuation, search and rescue, resource mobilization, and
warning systems activation.
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Term Description
Robert T. Stafford Disaster
Relief and Emergency
Assistance Act
(Public Law 93-288, as amended) - The act that authorizes the
greatest single source of federal disaster assistance. It authorizes
coordination of the activities of federal, state, and volunteer agencies
operating under their own authorities in providing disaster assistance,
provision of direct federal assistance as necessary, and provision of
financial grants to state and local jurisdictions as well as a separate
program of financial grants to individuals and families. This act is
commonly referred to as the Stafford Act.
Search and Rescue (SAR) The act of searching for, rescuing, or recovering by means of ground,
marine, or air activity any person who becomes lost, injured, or is
killed while outdoors or as a result of a natural or human-caused
event, including instances of searching for downed aircraft when
ground personnel are used. Includes DISASTER, URBAN, and
WILDLAND SEARCH AND RESCUE.
Shelter in place A protective action that involves taking cover in a building that can be
made relatively airtight. Generally, any building suitable for winter
habitation will provide some protection with windows and doors
closed and heating, ventilation, and air conditioning system turned off.
Increased effectiveness can be obtained in sheltering by methods
such as using an interior room or basement, taping windows and
doors, and other more elaborate systems to limit natural ventilation.
To be used as a protective action, sheltering requires the ability to
communicate to the public when it is safe and/or necessary to emerge
from the shelter.
Stafford Act See Robert T. Stafford Disaster Relief and Emergency
Assistance Act.
Staging Area In an Incident Command structure, the location where incident
personnel and equipment are assigned on an immediately available
status.
Task Force A group of any type and kind of resources with common
communications and a leader temporarily assembled for a specific
mission.
Technical Specialist Personnel with special skills who are activated only when needed.
Terrorism The unlawful use of force or violence committed by an individual or
group against persons or property in order to intimidate or coerce a
government, the civilian population, or any segment thereof in
furtherance of political or social objectives.
Unified Command An application of ICS used when there is more than one agency with
incident jurisdiction or when incidents cross political jurisdictions.
Agencies work together through the designated members of the
Unified Command, to establish a common set of objectives and
strategies and a single IAP.
Urban Search and Rescue
(USAR)
Locating, extricating, and providing for the immediate medical
treatment of victims.
Urban Search and Rescue
task force
A 62 member organization sponsored by the Federal Emergency
Management Agency in support of Emergency Support Function 9.
The task force is trained and equipped to conduct heavy urban search
and rescue and is capable of being deployed to any disaster site
nationwide.
US-NORTHCOM See NORTHCOM.
Warning and Information Advising the public of a threatening or occurring hazard and providing
information to assist them in safely preparing for and responding to
the hazard.
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Term Description
Washington State Mutual
Aid Agreement
(WAMAC/WAMAS)
Mutual aid agreement covering all cities, counties, and state agencies
in Washington State.
Weapon of Mass
Destruction (WMD)
Any weapon or device that is intended or has the capability to cause
death or serious bodily injury to a significant number of people
through the release, dissemination, or impact of toxic or poisonous
chemicals or their precursors; a disease organism; or radiation or
radioactivity. Any explosive, incendiary, or poison gas, bomb,
grenade, rocket having a propellant charge of more than four ounces,
missile having an explosive or incendiary charge of more than one-
quarter ounce, minor device similar to the above; poison gas; any
weapon that is designed to release radiation or radioactivity at a level
dangerous to life.
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APPENDIX 2: ACRONYMS
APD – Auburn Police Department
ARC - American Red Cross
ARES - Amateur Radio Emergency
Services
ARNORTH – Army component of
NORTHCOM.
CCU – Valley Crisis Communications Unit
CD- Community Development
CEMP - Comprehensive Emergency
Management Plan
CERT – Community Emergency Response
Team
COAD – Community Organizations Active in
Disasters
COOP – Continuity of Operations Plan
DHS – Department of Homeland Security
DOC – Department Operations Center
DOD -United States Department of Defense
DOT – Department of Transportation
DSCA – Defense Support of Civil
Authorities
DSHS - Department of Social and Health
Services
EAS - Emergency Alert System
EMCOMM – Emergency Communications
Team
EMD - Washington State Emergency
Management Division
EMS - Emergency Medical Services
EOC - Emergency Operations Center
ESF - Emergency Support Function
FAA - Federal Aviation Administration
FEMA - Federal Emergency Management
Agency
HHS – Health and Human Services
HIVA -- Hazard Identification and
Vulnerability Assessment
HSEEP – Homeland Security Exercise and
Evaluation Program
HSOC – Homeland Security Operations
Center (DHS)
HSPD – Homeland Security Presidential
Directive
IC - Incident Commander
ICP - Incident Command Post
ICS - Incident Command System
iPAWS – Integrated Public Alert and
Warning System
IT – Innovation and Technology Department
JIC -Joint Information Center
JOC – Joint Operations Center
JTTF – Joint Terrorism Task Force
LEPC - Local Emergency Planning
Committee
MAMC – Multicare Auburn Regional
Medical Center
MRC - Medical Reserve Corps
MSCA -Military Support to Civil Authorities
MYN – Map Your Neighborhood
NAWAS - National Warning System
NIMS - National Incident Management
System
NOAA - National Oceanic Atmospheric
Administration
NORTHCOM – US Northern Command
NRF – National Response Framework
NWACP - Northwest Area Contingency Plan
NWS – National Weather Service
PDA -Preliminary Damage Assessment
PIO - Public Information Officer
PSAP - Public Safety Answering Point (911
answering point)
PW - Public Works
RCF – King County Regional Coordination
Framework
RCW -Revised Code of Washington
RHMP – Regional Hazard Mitigation Plan
SAR - Search and Rescue
SARA – Superfund Amendments and
Reauthorization Act
SBA - Small Business Association
SOP - Standard Operating Procedures
TNET – Tahoma Narcotics Enforcement
Team
UC - Unified Command
USCG - United States Coast Guard
USAR - Urban Search and Rescue
ValleyCom – Valley Communications
Center (local PSAP/911 center)
VNET – Valley Narcotics Enforcement
Team
VRFA – Valley Regional Fire Authority
WAC - Washington Administrative Code
WAMAS – Washington State Mutual Aid
System
WMD - Weapons of Mass Destruction
WSDOT - Washington State Department of
Transportation
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APPENDIX 3: AUTHORITIES AND REFERENCES
This Appendix is a compilation of references used in the completion of this version of the City of
Auburn Comprehensive Emergency Management Plan. References include City, County, State,
and Federal codes and regulations as well as plans and widely used standards.
Codes and Regulations
City of Auburn
Auburn City Code 2.75, Emergency Preparedness
City of Auburn – Ordinance 6088, 2007, Emergency Preparedness
City of Auburn – Ordinance 6428, 2013. Director of Emergency Management
Washington State
RCW 10.93, Washington Mutual Aid Peace Officers Power Act
RCW 35.33.081, Emergency Expenditures – Nondebatable Emergencies
RCW 35.33.091, Emergency Expenditures – Other Emergencies - Hearing
RCW 35.33.101, Emergency Warrants
RCW 35.33.111, Forms – Accounting –Supervision by state
RCW 35A.38, Emergency Services
RCW 38.52, Emergency Management
RCW 38.52.020, Declaration of policy and purpose
RCW 38.52.070, Local Organization and Joint Local Organizations Authorized –
Establishment, Operation- Emergency Powers, Procedures
RCW 38.52.110, Use of Existing Services and Facilities – Impressment of Citizenry
RCW 38.56, Intrastate Mutual Aid System
RCW 39.34, Interlocal Cooperation Act
RCW 40.10.010, Essential Records – Designation – List-Security and Protection –
Reproduction
RCW 42.12, Vacancies
RCW 42.14, Continuity of Government Act
RCW 43.21 G, Energy Supply- Emergencies and Alerts
RCW 43.43, Washington State Patrol - State Fire Service Mobilization Plan
RCW 47.68.380, Search and Rescue
RCW 49.60.400, Discrimination, Preferential Treatment Prohibited
RCW 68.50.010, Coroner’s Jurisdiction over Remains
Section 7 of Article VIII of Washington State Constitution
WAC 118-04, Emergency Worker Program
WAC 118-30, Local Emergency Management/Services Organizations, Plans, & Programs
WAC 296-62, General Occupational Health Standards
Federal
Comprehensive Preparedness Guide 101 – A guide for All-Hazard Emergency Operations
Planning
Public Law 93-288, Disaster Relief Act of 1974, as amended by Public Law 100-707, the
Robert T. Stafford Disaster Relief and Emergency Assistance Act
Public Law 96-342, Improved Civil Defense Act of 1980, as amended.
Public Law 99-499, Superfund Amendments & Reauthorization Act (SARA)of 1986, Title III,
Emergency Planning and Community Right to Know
Superfund Amendments and Re-Authorization Act of 1986 (SARA Title III)
Title 44, CFR, Section 205.16 – Nondiscrimination
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National Incident Management System
Plans
City
Auburn Police Department – Standard Operating Procedures
City of Auburn Duty Officer Manual
City of Auburn EOC Manager Manual
County
King County Hazard Identification and Vulnerability Assessment
King County Comprehensive Emergency Management Plan
King County Regional Disaster Plan
King County Regional Coordination Framework
Pierce County Hazard Identification and Vulnerability Assessment
Pierce County Comprehensive Emergency Management Plan
State
Washington State Comprehensive Emergency Management Plan
Washington State Department of Transportation Disaster Plan
Washington State Emergency Communication Development Plan
Washington State Emergency Management Disaster Assistance Guide for Local
Governments
Federal
American Red Cross Disaster Plan
American Red Cross Disaster Services Regulations and Procedures: Survey/Damage
Assessment
Americans with Disabilities Act of 1990 as amended by the Americans with Disabilities
Amendments Act of 2008, Public Law 110-325
National Response Framework
Interstate Mutual Aid Compact
National Search and Rescue Plan
Pets Evacuation and Transportation Standards Act of 2006, Public Law 109-308
Comprehensive Preparedness Guide 101 v2 Guide for All-Hazard Emergency Operations
Planning
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APPENDIX 4: TRAINING, DRILLS, AND EXERCISES
PURPOSE
To identify and establish methods of meeting the training and educational needs of City of
Auburn (City) employees responsible for responding to emergencies and for community-wide
educational programs geared at self-preparedness.
CONCEPT OF OPERATIONS
The Emergency Manager will be responsible for ensuring that City staff receives training in
specific emergency management skills and related professional development.
Public education programs will be made available upon request, and as resources permit, to all
segments of the community to increase awareness of hazards, explain how best to safely
respond, and promote self-preparedness. The Emergency Management Division will work with
public and private partners to offer the following programs:
Schools: Information on local hazards and how to prepare for and respond to their
effects will be provided to students, faculty, and school administrators. The development,
standardization, and practice of emergency plans will be encouraged.
Community Groups: Information on local hazards and how to prepare for and respond to
their effects will be provided to neighborhood and community groups. Those groups will
be encouraged to participate in Community Emergency Response Team (CERT)
programs to build disaster response and organizational skills designed to increase
neighborhood resiliency.
Businesses and Non-Profits: Information on local hazards and how to prepare for and
respond to their effects will be provided to the business and non-profit communities.
These communities will be encouraged to engage in business resumption and
contingency planning, as well as CERT training.
City Employees: Information on local hazards and how to prepare for their effects will be
provided to City employees. CERT training (or components of CERT training) will also
be made available to them.
The City will utilize the full-range of exercise types including discussion, tabletop, functional, and
full-scale exercises.
Each City department is responsible for ensuring that their employees are trained in the
concepts of the Comprehensive Emergency Management Plan (CEMP) and in the department-
specific standard operating procedures (SOPs) or COOP Plan. The Emergency Management
Division will regularly offer training on the CEMP and will assist departments in SOP and/or
COOP training.
Every non-temporary City employee and elected official is required to complete ICS 100 (or
G402 for elected officials) and IS 700 training within six months of hire to ensure the City’s
continued compliance with NIMS. The Emergency Management Division will offer the courses
as-needed and will assist employees with taking them on-line..
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Certain City employees are required to complete more advanced levels of NIMS compliant ICS
training. This includes:
Supervisors: ICS 200
Mid-Level Managers and designated EOC Section Chiefs: ICS 300 and IS 800,
Senior Managers/Department Directors, designated Incident Commanders and EOC
Managers: ICS 400
EOC Section Chiefs/Incident Commands/EOC Managers: FEMA position specific
and/or IEMC training,
Generally, an employee is required to complete each new level of training within 6 months of
being hired or promoted. The Emergency Management Division will identify these employees
and provide them with information on upcoming training opportunities as appropriate. The City
will use outside resources to provide specialized training, if appropriate.
The Emergency Manager, in coordination with the Director of Emergency Management, is
responsible for ensuring that drills and exercises are conducted to evaluate the effectiveness of
the CEMP and to determine future training needs.
RESPONSIBILITIES
A. City of Auburn
1. City Departments
a. Develop SOPs or COOPs that define employees’ operational responsibilities during
an emergency or disaster.
b. Provide necessary training, in coordination with the Emergency Management
Division, to enable employees to carry out those responsibilities.
c. Provide input for after-action and corrective action reports.
2. Emergency Management Division
a. In coordination with the Director of Emergency Management and outside agencies
as appropriate, design, conduct, and evaluate drills and exercises to determine the
effectiveness of the City’s emergency management programs and employee training.
b. In coordination with all City Departments and outside agencies as appropriate,
coordinate the writing and dissemination of exercise related after-action reports,
including recommended corrective action measures.
c. Design, coordinate, evaluate and report corrective actions in accordance with the
Homeland Security Exercise and Evaluation Program (HSEEP) guidance.
B. Local Organizations
1. Valley Regional Fire Authority (VRFA)
a. As requested, assist the Emergency Management Division in the design,
implementation, and evaluation of drills and exercises to determine the effectiveness
of the City’s emergency management programs and to ensure coordination of efforts
during a real event.
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2. Multicare Auburn Medical Center (MAMC)
a. As requested, assist the Emergency Management Division in the design,
implementation, and evaluation of drills and exercises to determine the effectiveness
of the City’s emergency management programs and to ensure coordination of efforts
during a real event.
3. All other support agencies
a. Participate in training and exercises, if requested and as resources allow.
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APPENDIX 5: DISTRIBUTION LIST
NAME DEPARTMENT OR AGENCY Date PLAN #
Nancy Backus Mayor 1
Bill Peloza Deputy Mayor 2
Larry Brown Councilmember 3
Claude DaCorsi Councilmember 4
John Holman Councilmember 5
Largo Wales Councilmember 6
Bob Baggett Councilmember 7
Yolanda Trout-Manuel Councilmember 8
Bill Pierson Police Chief 9
Candice Martinson Director of HR/Risk & Property Mgt 10
Shelley Coleman Finance Director 11
David Travis IT Director 12
Steve Gross City Attorney 13
Ingrid Gaub Public Works Director 14
Daryl Faber Parks, Arts & Recreation Director 15
Jeff Tate Community Development Director, Planning 16
Jerry Thorson Emergency Management [EMC] 17
Tyler Turner Emergency Management 18
EM Office Emergency Management 19
Randy Bailey PW Asst. Director, M&O [EMC] 20
Tim Mensonides PW Airport Manager 21
Jacob Sweeting PW Asst. Director, Engineering [EMC] 22
Jeff Dixon Planning Manager [EMC] 23
Aaron Barber Emp. Rel/Compensation Mgr. [EMC] 24
Joy Scott Community Services Manager 25
Jason Krum Development Services Manager Division
Manager [EMC]
26
Jamie Douglas Police Commander [EMC] 27
Brian Petty Recreation Manager [EMC] 28
Colin Schmalz Support Specialist [EMC] 29
Kalyn Brady Communications/multimedia /Marketing
Manager [EMC]
30
Bob Brooks Financial Planning Manager [EMC] 31
Nick Lettiere Parks Maintenance Manager [EMC] 32
Dana Hinman Director of Administration/EM Director 33
Lisa Moore Facilities Manager 34
Radine Lozier Senior Center Supervisor 35
Chris James
Police Records Manager 36
Dave Larberg VRFA 37
EOC Emergency Management 38
EOC Emergency Management 39
Jamie Kelly Parks Planning Development Manager 40
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ESF 1: TRANSPORTATION
LEAD: Public Works
SUPPORT: City: Innovation & Technology (GIS)
Police
Parks, Arts, and Recreation
Emergency Management
Local: Auburn School District
County: King County Transportation
Pierce County Transportation
King County Metro Transit
Sound Transit
State: Washington State Department of Transportation
Washington State Emergency Management Division
INTRODUCTION
A. Purpose
1. To provide guidance and direction to ensure effective coordination and utilization of the
transportation system during emergency situations.
2. To provide identification of emergency transportation routes for the movement of people
and materials.
3. To provide for the coordinated evacuation of the population from an area of high risk in
the event of a threatened hazard.
B. Scope
This Emergency Support Function (ESF) addresses emergency transportation issues
including capabilities, routes, and resources needed for the ability to deliver relief services,
supplies, and the ability to move people.
POLICIES
The Transportation Coordinator in the Emergency Operations Center (EOC), with assistance
from internal departments and outside support agencies, has primary responsibility to
coordinate emergency transportation activities within the City of Auburn.
SITUATION
The King and Pierce County Regional Hazard Identification and Vulnerability Analysis
identifies the natural and technological emergencies or disasters the City of Auburn may
experience that could severely damage the transportation systems. Specific hazards of note
that would affect transportation infrastructure include earthquake (direct damage), lahar
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(direct damage), windstorm (debris blocking roads), winter storms (making roads
impassable), flooding (direct damage, debris deposits, or impassable roads). Local
transportation systems and activities could be hampered by damaged infrastructures and
disrupted communications.
PLANNING ASSUMPTIONS
A. The Public Works Department (PW) will provide a representative to the EOC who will serve
as Transportation Coordinator. This will generally be an employee from the Engineering
Division.
B. The Transportation Coordinator will coordinate transportation activities within the City.
C. Transportation infrastructure may sustain significant damage in a disaster. The damage will
influence the means and accessibility level for relief services and supplies. Previously
inspected structures may require re-evaluation if subsequent events occur after the initial
event.
D. Disaster responses which require transportation capacity may be difficult to coordinate
effectively immediately following an emergency or disaster.
E. The requirement for transportation capacity during the immediate lifesaving response phase
may exceed the availability of City readily obtained assets.
F. Where the local ground, water, or air transportation systems have been severely disabled,
local political subdivisions (cities and counties) will act to restore transportation systems and
equipment on a priority basis.
G. Metro Transit, Sound Transit, and the Auburn School District may, subject to the conditions
of the incident and availability of operators and equipment, support emergency operations
with buses, vans, or trains upon request of the City.
H. A navigable and functioning airport is essential to response and recovery operations.
CONCEPT OF OPERATIONS
A. The PW Department will provide damage assessment of streets, overpasses,
pedestrian/bicycle routes, traffic signals, and other transportation facilities. The department
will provide for emergency repair and restoration of city-owned transportation facilities and
coordinate the repair of facilities owned by other agencies that are essential to the
functioning of the City’s transportation network.
B. As the extent and transportation needs resulting from an emergency or disaster are
identified, the Transportation Coordinator, in conjunction with PW Department, will identify
the most efficient and effective method of operating the transportation system to
appropriately respond to the emergency or disaster.
C. If local capabilities in meeting transportation needs are exceeded, additional resources or
assistance may be obtained through existing mutual aid agreements and/or contracts
through private vendors. Requests for additional assistance should be coordinated through
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the Transportation Coordinator.
RESPONSIBILITIES
A. City of Auburn
1. All City Departments
a. Designated staff report to the EOC for duty
b. Notify EOC of observed and reported damage to the transportation system.
c. Provide transportation resources and support, as requested and available.
d. Maintain accurate records of all personnel and equipment usage time to facilitate
reimbursement.
e. Support recovery efforts as identified in the SOPs.
f. Support appropriate local, State, and Federal agencies as conditions warrant and
within the realm of local plans and procedures.
g. Provide situation and status reports, as requested.
h. Participate in debriefing and critiques organized by the Emergency Management
Division or individual City departments.
2. Public Works Department
a. Develop policies and procedures to ensure delivery of adequate fuel sources for City
resources during an event, and arrange for delivery of emergency fuel sources.
b. Maintain an inventory of equipment (signs, barricades, paints, etc.) that is readily
available to be used to respond to road closures and detour route marking in the
case of an emergency or disaster.
c. Maintain a list of transportation assets owned by the City (buses, vans, etc.) and
organizations with which the City has mutual aid agreements, as well as
organizations that might have transportation assets available to the City for use
during an emergency or disaster.
d. Establish a system for dispatching and tracking repair crews and equipment hours of
work/use.
e. Provide a representative to serve as the Transportation Coordinator in the EOC.
f. Coordinate operational strategies with county and state transportation systems to
ensure an integrated approach to transportation issues.
g. Immediately notify the EOC of partial or total road closures and detours.
h. Place signs, barricades, and traffic control devices, as needed, to promote orderly
traffic flow and protect the public from unsafe conditions.
i. Coordinate assessment and reporting of damage to streets, bridges, and other
transportation routes.
j. Select detour routes and make appropriate changes to traffic control devices to
improve the safety and efficiency of the transportation network.
k. Provide for the safe and effective operation of streets and walkways through debris
removal.
l. Conduct minor street and structure repair as directed by PW DOC or the EOC.
m. Decide when to re-open closed roads and coordinate activities necessary to
accomplish this.
n. Request additional resources or assistance through mutual aid agreements, existing
contracts, or the EOC.
o. Arrange for needed City vehicle maintenance and support.
p. Conduct detailed assessment of all streets, bridges, and other transportation routes.
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q. Develop a list of all damaged transportation facilities, establish priorities, and
estimate repair costs.
r. Coordinate the return of the transportation system to normal operations.
s. Coordinate debris removal and repairs of infrastructure to provisionally restore airport
operations at Auburn Municipal Airport.
t. Report airport damage assessment and operational status to the Public Works DOC.
u. Ensure priority aircraft flights continue to operate, subject to safety procedures in and
out of Auburn Municipal Airport.
v. Provide airport facilities and space for an emergency or disaster staging area as
needed.
3. Innovation & Technology – GIS Division
a. Work with PW Department to determine types of maps needed during an event.
b. Ensure that the EOC is supplied with current paper maps related to transportation;
coordinate the number, type, and geographic section with the transportation section
of the CDPW Department. Maps will be printed and stored at the PW DOC as well
as the EOC.
c. Ensure that electronic maps related to transportation are kept updated and readily
available for emergency purposes.
d. Create and print additional maps as directed by the Transportation Coordinator
during an event.
e. Update existing maps to reflect any permanent changes to the transportation system
that resulted from the event.
4. Parks Department
a. Coordinate with the PW Department to supplement their work force during an event.
b. In coordination with the PW Department, provide for the safe and effective operation
of streets and walkways through debris removal.
5. Police Department
a. Coordinate with the PW Department to identify emergency routes and alternate
methods of transportation to be used during an emergency
b. Report transportation infrastructure damage to the EOC.
c. Provide support for traffic control.
d. Request placement of traffic control devices to affect orderly traffic flow.
e. Recommend detour routes.
f. Coordinate with the Transportation Coordinator to assist in re-opening of closed
roads..
6. Emergency Management Division
a. Develop plans and agreements to utilize transportation assets belonging to outside
organizations.
b. Facilitate resource inventory and tracking systems.
c. Conduct public education campaigns to alert residents of emergency transportation
and evacuation routes.
d. Ensure that EOC staff has access to resources necessary to perform transportation
functions.
e. Compile information on personnel and equipment usage to be used for
reimbursement purposes.
f. Assist in locating funding sources for transportation infrastructure repair and/or
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replacement.
B. Local Organizations
1. Auburn School District
a. Provide a representative to the EOC, if requested and as resources allow.
b. Coordinate with the EOC for the provision of school district transportation assets to
assist in meeting emergency transportation needs, as resources allow.
2. King and Pierce County Transportation Departments
a. Coordinate county-wide transportation route recovery projects with affected agencies
and jurisdictions.
b. Provide support to the City in re-opening transportation routes.
c. Provide information to the City on closed routes outside the City limits that may
impact City transportation needs.
3. Regional Transit Agencies (King County Metro, Sound Transit, and Pierce Transit)
Provide a representative to the EOC, if requested and as resources allow.
Coordinate with the EOC for the provision of agency assets to assist in meeting
emergency transportation needs, as resources allow.
4. Washington State Department of Transportation
a. Coordinate repair and recovery projects on state maintained highways.
b. Provide information to the City on closed routes that may impact City transportation
needs.
5. Washington State Emergency Management Division
Coordinate State and Federal response for transportation assistance, if requested by
local or county government.
RESOURCE REQUIREMENTS
Resource needs may include: fleet, buses, and vans for moving individuals or animals; fleet
repair vehicles, equipment and operators for clearing lifeline routes; movement of supplies and
resources; and providing transportation access to critical facilities.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. Washington State Department of Transportation Disaster Plan
8. National Response Framework
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ATTACHMENTS
1. City of Auburn Evacuation Plan
a. Pre-Printed Evacuation Instructions
2. City of Auburn Snow and Ice Routes Map
3. City of Auburn Lahar Evacuation Map
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Attachment 1: City of Auburn Evacuation Plan
INTRODUCTION
A. Purpose of Plan
The purpose of the Evacuation Annex is to provide the guidelines necessary for the City of
Auburn to conduct an organized and efficient evacuation of all, or part, of the City
population.
The plan is not meant to identify routes for evacuation, but is meant to provide the
information, tools and guidelines that officials will need in the event the City of Auburn (City)
orders an evacuation.
This plan will rely on the City’s Comprehensive Emergency Management Plan (CEMP) for
establishing command structure, identification of resources, and coordination protocol
between neighboring jurisdictions and other levels of government.
B. Scope
This Evacuation Plan is specific to the City of Auburn. This plan is designed to be a subset
of the City’s Comprehensive Emergency Management Plan (CEMP), which is designed to
work in concert with the emergency management plans of both King and Pierce Counties,
as well as the State of Washington and the National Response Framework (NRF). The
City’s CEMP defines the geographic scope and population of the City which must be
considered in an evacuation. All issues not specifically addressed in this plan will be found
in the CEMP in the appropriate ESF.
C. Authorities
This plan is developed under the authorities of the local, state, and federal statutes and
regulations that are listed in the CEMP.
CRITICAL ASSUMPTIONS
A. Regulatory issues in State of Washington relevant to conducting an evacuation:
1. The City is responsible for evacuations that occur within the City limits and may only issue
an evacuation order after the Mayor or his/her designee has proclaimed a civil
emergency.
2. King and Pierce County Emergency Management will support the City with carrying out
evacuation and sheltering activities.
3. King and Pierce County Emergency Management will coordinate with federal, state,
volunteer and private agencies, however, primarily coordination is the responsibility of the
City.
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B. Local Parameters
Localized site-evacuations due to small incidents will be handled using the Incident
Command System as outlined in the CEMP. The Incident Commander is authorized to take
measures designed to protect lives and does not require a Mayor’s proclamation to do so.
C. Local Limitations
It is assumed that in cases of large-scale evacuation, City resources will rapidly become
overwhelmed. It is likely that assistance will be required from all surrounding jurisdictions
and this assistance will need to be coordinated at the Zone or County level.
It is assumed that the City will issue notices of evacuation areas and provide final
destination locations when possible, but will not force those to leave who refuse.
All evacuation announcements, notices and related information will be provided in English.
The City owns limited wheel-chair accessible vehicles. In an evacuation scenario with
suitable notice, the City will rely upon mutual aid agreements, including the King County
Regional Coordination Framework, to procure suitable transportation for all those who need
to leave the area. For short notice events, such as a lahar, it will not be possible to call upon
those agreements due to the extremely compressed time-frame and the influx of traffic
fleeing the lahar path from the south. Residents, workers, or other people or groups that
cannot assist themselves will only receive assistance from the City if resources are
available, which is not likely in a lahar scenario. Schools, nursing homes, and other facilities
with large numbers of people and limited transportation must plan for their own
transportation in case of an evacuation in this scenario.
Coordination of security in evacuated areas is the responsibility of the Auburn Police
Department and may be conducted by APD, by police agencies responding under mutual
aid, by private security under contract, or by requested military forces, and will be
accomplished at a level deemed appropriate under the circumstances at the time. Given that
evacuation orders are only given when a hazard presents a threat to lif e safety, it is unlikely
that evacuated areas will be actively patrolled since it is the City's policy not to put the lives
of first responders in jeopardy to protect property. Security in evacuated areas will primarily
consist of limiting or blocking access to the evacuated areas until such time as a reentry
process is established. When a re-entry process is established, those tasked with security
will follow the process set forward by the Incident Commander.
HAZARDS
A. All hazards
All known hazards have been identified in the King and Pierce County Regional Hazard
Mitigation Plans (RHMP). This annex is designed in such a way as to be usable for all types
of hazards.
B. Likely hazards of note for jurisdiction
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Auburn’s portion of the King County Regional Hazard Mitigation Plan highlights the hazards
that are more likely to occur within Auburn. Among the most significant with the potential for
evacuation are lahar, flood, and hazardous materials incidents.
CONCEPT OF OPERATIONS
Evacuation operations occur in four stages: 1) Evacuation of the population; 2) Support of
mobile (passing through) evacuees; 3) Reception of evacuees and; 4) Support of agencies
performing 1-3. Local government is responsible for the development of a plan to evacuate and
provide mass care services for the public in the event of an emergency. Local government will
perform one or more of the functions listed above. The Counties and State will assist in this
effort, however the majority of resources will initially come from local jurisdictions.
RESPONSIBILITIES
King and Pierce County Offices of Emergency Management, as well as the Washington State
EOC, will support local government units with carrying out evacuation and sheltering activities,
however the responsibility to request and utilize resources rests with the local government unit,
in this case the City.
At the local level, four types of evacuations have been defined. They are:
1. Site Evacuation:
A small-scale localized evacuation may be needed as a result of a severe weather
event, hazardous materials incident, major fire, bomb threat, or civil disturbance. Site
evacuation involves a small number of people. This typically includes workers at the site
and people from adjacent occupancies or areas. The people are easily evacuated and
collected upwind or outside the hazard zone. Evacuation holding times are typically
short, generally less than an hour or two, and people are permitted to return to their
businesses or homes.
2. Intermediate Level Evacuation
Intermediate level involves a larger number of people and a larger area. This level
effects homes and businesses away from the initial incident area, however still generally
effects less than 100 people. People may remain out of the area for two to four hours or
longer. Evacuation completion times will be somewhat longer than a site evacuation but
generally rapid. Collecting, documenting, and controlling the evacuees becomes more
difficult. Off-site collection sites or shelter areas will need to be determined and
managed. Some evacuees will leave the area on their own or at the direction of their
employers. Site perimeters become larger and perimeter security requires more
resources. Close coordination between involved departments and agencies will be
required. The EOC may be activated to support incident activities, as the situation
warrants.
3. Large Scale Evacuation
Large scale evacuation could be required in the event of a significant natural or
technological disaster or a terrorist threat or attack. Thousands of people could
potentially be evacuated and rapid initiation of the evacuation process may be required.
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Evacuees may be out of their homes and businesses for many hours or days.
Evacuation completion time frames will be extended. Evacuation shelters and dormitory
style shelters will need to be located, opened, and managed, either by the City of Auburn
or by supporting cities. Documentation and tracking of evacuees will become more
important and more difficult. Close coordination with all responding agencies will become
more critical. Evacuation sites and perimeters will become extended and require many
more resources to maintain. Security of the evacuated area will become a larger
concern. The EOC will be activated to support the incident activities.
4. Mass Evacuation
Mass evacuation could be required due to an event that has, or may cause, a major
disaster in the City of Auburn and/or the surrounding area. The situation may require the
implementation of regional, multi-jurisdictional evacuation and sheltering operations,
utilizing mutual aid agreements and the King County Regional Coordination Framework
(RCF). Entire portions of the City may need to be evacuated for an extended period of
time. Large-scale reception operations would be required and sheltering needs would be
regional in nature. Local resources will not only be part of the evacuating population, but
will also be almost immediately exhausted. Significant regional, state, and federal
assistance will likely be required to support evacuation and sheltering operations.
EVACUATION OPERATIONS
The sequence of an evacuation can be divided into six phases in the following order:
1. Incident Analysis
2. Warning
3. Preparation to Move
4. Movement and En-Route Support
5. Reception and Support
6. Return
Within each of these phases different steps may occur. This portion of the plan identifies tools
and resources that could be utilized in an emergency evacuation situation. It is likely that some,
but not all, of these tools would be used and the Incident Commander will direct the
development of specific evacuation plans and routes at the time of the emergency, specific to
the hazards known at the time of the event. However, some evacuations are predictable and
can be planned in advance (dam breaks, lahars, some floods, etc). Where a known hazard
exists that can be adequately planned for, evacuation areas and routes will be planned in
advance to the greatest extent possible and made available both to the public and to City
officials and responders.
The following pages detail the responsibilities of each ICS section for each of the six evacuation
phases.
A. Incident Analysis
1. Command
Decisions to evacuate will be made on a case-by-case basis, except in response to
known hazards such as dam breaks and lahars. The decision to evacuate will depend
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entirely upon the nature, scope, and severity of the emergency. Other factors to consider
are the number of people affected, the actions necessary to protect the public, and the
length of time available in which to effect evacuation. Those decisions may be made
singularly or jointly by the on-scene Incident Commander(s), the Emergency
Management Director, or the Mayor. Though it is preferable to have an evacuation order
signed by the Mayor (or designee) for any evacuation larger than a “Site Evacuation”,
the safety of the public is our foremost concern and evacuations that are necessary to
immediately protect lives will not be delayed due to the lack of such an order.
There are three types of evacuation notices:
Evacuation Alert
This alert is issued when it is believed that a hazard has a high probability of posing a
significant threat to people living in an area of risk. People and businesses are
encouraged to prepare to leave the danger area, however the decision to evacuate will
be in the hands of the individuals. This type of alert might be used when it appears that a
flood event is probable but is still 72 hours away from occurring.
Evacuation Request or Warning
This evacuation order is issued when it is believed that though the possibility of a hazard
is high, the potential impact is low to moderate. Again, the decision to evacuate is solely
the responsibility of the individuals. This type of notification might be used when it
appears that a flood event is highly probably but is still 48 hours away from occurring.
Mandatory Evacuation Order
A mandatory evacuation order is issued when it is believed that both the probability and
impact of a hazard are high and that the lives of the public, and any responders
attempting to assist them, will be at grave risk. Though ultimately the decision to
evacuate still rests with the individual, those who choose not to heed the order will,
whenever possible, be warned that the availability of emergency responders to assist
them will be severely hampered or non-existent. Whenever possible, responders will
utilize the guidelines contained in ESF 2: Communications and Warning for gathering
information from residents who refuse to leave. It is understood that the City of Auburn
will not dedicate resources to force the evacuation of those who refuse to leave, even if
doing so will save their lives. Resources will be dedicated to assisting in the safe
evacuation of those who voluntarily leave. This order might be used when flooding is
projected to occur within the next 24 hours or is occurring now.
2. Operations
The Field Incident Commander will be responsible for assessing the situation and
performing the following tasks as necessary:
Conduct rapid size-up and determine the need to evacuate
Determine initial evacuation boundaries
Appropriately staff the command post and field ICS organization
Order the alert of outside agencies and departments
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Provide the EM Director and/or EOC Manager with pertinent details and current
status
3. Planning
The Planning Section will gather information on current conditions, projected conditions,
and any additional hazards and re-evaluate the initial evacuation area, recommending
any necessary adjustments.
4. Logistics
The Logistics Section will provide for all requested logistical needs and will look ahead to
identify future resources needs and availability (based on information provided by the
Planning Section).
5. Finance
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies, and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability, and secure
necessary documentation for bill payment and reimbursement requests. They also assist
the Logistics Section with purchasing and acquisition needs.
B. Warning and Notification
The decision to evacuate must be carefully considered with the timing and nature of the
incident. Some incidents, such as a White River lahar, will trigger immediate evacuation
notices and movement. Other incidents will require a much more organized and supervised
effort to relocate people. Although evacuation is an effective means of moving people out of
a hazard area, anything larger than a site evacuation should be considered a measure of
last resort due to its complexity and the stress it puts on both the public and responders.
1. Command
The decision to evacuate, warn, and notify rests with the Incident Commander or
Emergency Management Director. Whenever feasible, this decision will be made in
conjunction with the Mayor or designee. Lives will not be put in jeopardy however
awaiting confirmation of such order from a higher authority. A PIO will be added to the
Command Staff if not already assigned in order to facilitate Communications, Warning,
and Public Information requirements.
2. Operations
Once the decision to evacuate has been made, notifications will be made utilizing the
process and procedures outlined in ESF 2, including the Field Warning/Evacuation
instructions contained in ESF 2 Attachment 2 and CodeRed usage outlined in
Attachment 3. Instructions will be provided in an appropriate manner utilizing the format
contained in ESF 1 Attachment 1 “Public Pre-Printed Evacuation Instructions”. Public
notifications will also be made in accordance with ESF 15.
Door-to-door or neighborhood evacuation instructions will be determined based on the
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“most good for the most number” philosophy, recognizing that there may not be sufficient
time or personnel to reach every single person. It is important to note that in case of a
lahar, which leaves a potential 90 minute window in which to evacuate the valley floor, it
will not be possible to perform any notifications other than mass media and CodeRed.
City personnel efforts will be concentrated on removing personnel and equipment from
harm’s way in order to safeguard our ability to assist those in need after the event
occurs.
3. Planning
The Planning Section will be responsible for all planning associated with the evacuation,
including identification of alternate routes and planning for re-entry.
4. Logistics and Finance
Refer to responsibilities listed in the ”Incident Analysis” section.
C. Preparation to Move
The third phase in the evacuation function is to prepare to move those in the affected area.
To successfully implement a large-scale evacuation, it is essential that all affected
communities, regions, and the state work together prior to and during the evacuation
process. An effective evacuation is closely dependent upon the provision and coordination
of evacuation information and instructions.
1. Command
Once the decision has been made to evacuate, the Incident Commander or Emergency
Management Director will direct personnel to carry out the necessary activities and to
determine whether Unified Command with other organizations is necessary. Command
will also have the responsibility for approving the evacuation plan.
2. Operations
The actual evacuation process will typically be managed and executed by the
Operations Section, as an Evacuation Branch, upon receipt of an evacuation plan
approved by the Incident Commander. Other ICS Branches will be implemented as
needed. Groups within the Evacuation Branch may include, but are not limited to:
Transportation, Public Information, Police, Staging, Reception, and Shelter.
3. Planning
The Planning Section will be responsible for all evacuation planning for which pre-plans
do not exist, in coordination with the transportation coordinator, and all involved
departments and agencies. Any evacuation plan will be approved by the Incident
Commander prior to implementation. This implementation requires careful coordination
with the on-scene incident commander(s). Evacuation planning considerations include,
but are not limited to:
a. Command structure: single jurisdiction, multiple jurisdictions (Unified Command), or
large area (Area Command).
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b. Communications needs and availability. Whenever possible, evacuation operations
will be conducted on separate channels from response operations and routine traffic.
c. Implementation of a building marking/recording system that incorporates three
designations: 1) Occupants have been informed and will evacuate; 2) Occupants
notified but refused to evacuate; and 3) Notification attempted but no occupant
available to receive (information should be posted on doors in that event).
d. Need for a mobile command post
e. Procedures for security and admission to restricted areas
f. Procedures for identifying those with authority to travel in restricted areas
(emergency vehicles, essential personnel, etc.)
g. Number of buildings to be notified and number of personnel needed to conduct
notification in a given time period
h. Availability and issuance of personal protective equipment and devices when
needed.
i. Ability to shelter-in-place versus evacuation as appropriate and ability to convey such
information to building occupants.
j. Ability to brief all incident personnel on evacuation or shelter-in-place procedures,
building marking/recording system, and critical life safety information.
k. Criteria that must be met before re-entry will be allowed and identification that must
be provided by occupants before they will be allowed to re-enter the impacted area.
l. Availability of neighboring jurisdiction, regional disaster plan, county, state, and
federal assets to assist in evacuation.
4. Logistics and Finance
Refer to responsibilities listed in the “Incident Analysis” section.
D. Movement and En-route Support
Transportation to evacuation and sheltering locations remains primarily the responsibility of
individuals ; however the City will assist with transportation to the extent it is able.
1. Command
Command responsibilities remain the same as in the previous section.
2. Operations
If outside transportation assets are available for large scale evacuations, transportation
pick-up points will be established for those who do not have their own transportation.
Pick-up points must be sufficiently large to accommodate the anticipated number of
evacuees and transportation assets and must be easy for evacuees to find. Staging
areas will be established to organize and direct any incoming transportation assets and
to route them to the appropriate pick-up and drop-off locations. Whenever possible,
evacuees will be informed of their destination prior to boarding provided transportation.
Depending upon the situation, law enforcement assets may need to be utilized as
escorts for transportation in order to move people from pick-up points to evacuation or
shelter sites. These escorts can also provide necessary communication between the
transportation assets and Incident Command. If escorts are not used, it is imperative that
some reliable method of communication be established between the transportation
assets and Incident Command.
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Evacuation routes must be coordinated with outside jurisdictions and agencies whenever
jurisdictional boundaries are crossed. This coordination may be long-term in nature.
Efficient and rapid communication between all impacted jurisdictions is essential.
3. Planning
The most likely area of Auburn to require evacuation is the valley floor. There are limited
transportation routes available for evacuation from the valley floor to higher ground. Not
only are there a limited number of routes, the majority of the routes also have limited
capacity, due to their being two-lane roads. Several State routes run through and near
the City and every effort must be made to coordinate usage with the State and other
impacted jurisdictions. The primary form of transportation out of the hazard area will be
private vehicles owned and operated by the evacuating public, even in instances such
as a lahar where people are specifically told to walk out of the area. Additional modes of
transportation should be identified by the Planning Section to accommodate those who
do not have their own transportation.
The City of Auburn owns very limited transportation assets. Through the Regional
Coordination Framework the City has access to Auburn School District, Sound Transit,
Pierce Transit, and King County Metro busses, as well as other assets. Activation of
those assets is time consuming and potentially costly. It is not reasonable to believe
those assets would be available with short-notice; however they would likely be within a
matter of hours, assuming the event is localized. If the event is more regional in nature,
the assets available to the City of Auburn may be limited or non-existent.
Before announcing evacuation routes to the public, it is critical to determine evacuation
and/or shelter points as well, so that people have a destination in mind when they
evacuate. If these evacuation or shelter points are located outside the City, maps will
need to be provided or evacuation routes will need to be well marked. Traffic conditions
along evacuation routes need to be monitored and adjustments made as necessary to
maximize throughput.
4. Logistics and Finance
Refer to responsibilities listed in the “Incident Analysis” section.
E. Reception and Support
The requirements for mass care support will vary depending upon the nature, type, and level
of the evacuation and event. If evacuation points are utilized, they will be operated as “safe
zones” where water, restrooms, and ample parking are made available when possible. The
majority of services required for Reception and Support are covered under ESF 6: Mass
Care.
1. Command
The high demand for mass care support during a large-scale evacuation will likely
necessitate partnerships between a variety of government, non-profit, and even private
organizations. Guidelines for this can be found in ESF #6. Command will need to ensure
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appropriate Liaisons are setup between all involved agencies.
2. Operations
The Operations Section will be responsible for obtaining and coordinating staffing at any
shelters activated within the City limits, according to the guidelines in ESF #6. All shelter
locations, whether “official” or “unofficial” must be reported to the Planning Section for
accurate tracking.
3. Planning
The City is responsible for providing shelters, shelter staffing, and shelter supplies within
the City limits to the extent that it can do so. These efforts may be supplemented by the
American Red Cross, Salvation Army, and a variety of other non-profit and private
organizations. It will likely take several days before those resources arrive and can be
utilized, particularly in the event of a large-scale disaster. The Planning Section must
take these factors into account when preparing plans for reception and support. Refer to
the ESF #6 Shelter typing list for specific types of shelters that may be needed and their
individual requirements.
4. Logistics and Finance
Refer to responsibilities listed in the ”Incident Analysis” section.
F. Return
1. Command
The decision to return evacuees to their homes rests with the Incident Commander or
Emergency Management Director. No other agency or individual may authorize mass
reentry, however all relevant decision-makers will be included in the process and all
relevant information will be utilized.
2. Operations
If re-entry is to be restricted or partial, the Operations Section must have procedures in
place to properly identify residents, support personnel, first responders, contractors,
insurance adjusters, media, and others who have legitimate reasons to be in the
previously closed area. Staffing for re-entry points must be obtained, including additional
law enforcement personnel if necessary. Transportation may need to be provided for
those who were transported out of the area initially. The Incident Commander will be
responsible for determining when re-entry has been completed and making appropriate
notifications. At this point, Operations may become primarily a human services oriented
section and appropriate staff must be added to provide those services and related
information.
3. Planning
The Planning Section will develop the re-entry plan in conjunction with all involved
sections, departments, and agencies. Re-entry priorities include:
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Life Safety
Physical Security
Damage Assessment
Service Restoration
Information Dissemination
Prior to re-entry being allowed, the closed area must be thoroughly inspected and
analyzed to ensure the safety of returning residents. The assessment should include, but
not be limited to:
Structures and trees are stable (or unstable ones are clearly tagged out)
Initial damage and safety assessments have been completed
Leaking or ruptured gas lines have been capped or repaired
Downed power and other utility lines have been repair or do not pose a safety hazard
Water and sewer lines have been repaired
Search and rescue operations are complete
Hazardous materials have been removed or appropriate warnings issued
City water is safe to drink or appropriated notices have been made (boil water
orders, etc.)
Major transportation routes are passable and debris has been cleared from right-of-
way
Flood waters have receded
All significant threats to public safety have been eliminated or mitigated
The public will be notified of re-entry status using the communications methods identified
in ESF #2 and ESF #15.
4. Logistics and Finance
Refer to responsibilities listed in the “Incident Analysis” section.
ADMINISTRATION
This plan should serve as a guidance document for the City of Auburn, in conjunction with the
CEMP, for dealing with evacuation emergencies. Resource Management
Evacuations can be resource-intensive. General guidelines exist, within this plan and
elsewhere, on the types and numbers of resources necessary to conduct an evacuation. The
resources needed will depend on a variety of factors, including incident size, location, time of
day, and others. The City has available to it additional resources via the King County Regional
Coordination Framework and other mutual aid agreements. Resources will be managed in such
a way that unused/unneeded resources will not be retained, but instead will be made available
to other jurisdictions that may need them.
A. Supportive Agreements
Nearly any medium or large scale evacuation will initially overwhelm the City’s available
resources. Large incidents may overwhelm available resources for several days or longer.
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The City, through the previously mentioned agreements, may reach out to neighboring
jurisdictions, counties, the state, non-profit organizations, and the private sector to obtain
needed personnel, technical assistance, and supplies.
B. Emergency Funding Mechanisms
The need for additional resources is likely to put extreme strain on existing City funds.
Though in a major disaster, federal assistance is likely; funds must first be expended locally
and then reimbursed by the federal government. There is no guaranteed timeline for when
that reimbursement will take place. All agreements and understandings entered into for the
purchase, lease, or use of equipment and services will be in accordance with the provisions
of Auburn Municipal Code and procedures. A declaration of emergency by the Mayor, or
designee, may suspend select rules and regulations; however, it is critical that the City
Finance Department, either in their capacity as Finance Section or in daily operations, be
involved in major purchase issues to ensure adequate funds exist to pay for them. Any
changes or special procedures the Finance Section puts in to place during an emergency
must be clearly communicated to the Emergency Management Director, Incident
Commander, EOC Manager, and others who may have spending authority. It is critical that
all expenditures, finance procedure changes, and other finance related matters be
thoroughly documented in order to seek reimbursement from the federal government should
it become available.
C. Post-Incident After Action Reports
The City recognizes the value of conducting a debriefing of those parties involved in disaster
incidents. This allows for review of how the evacuation was executed and helps to illustrate
what can be done to better prepare the City for the next event. Debriefings and after -action
reports will be conducted after every significant evacuation event.
PLAN REVIEW AND MAINTENANCE
Planning is an on-going process. As a result, this document is likely to change and adapt in
order to reflect growth and change within the City. As part of the City’s CEMP, this plan will be
reviewed annually and updated per state requirements. The process for review and
maintenance will follow that of the CEMP.
TRAINING AND EXERCISES
On-going training and exercises based on this plan will ensure that new hazards and changes in
the City can be addressed. This plan will be trained and exercised in conjunction with the
CEMP, following the procedures put forth in that document.
APPENDICES
Transportation Resource List
Evacuation Maps (based on known hazards and prepared by GIS)
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Attachment 1-a: Public Pre-Printed Evacuation Instructions
Whenever an emergency has the possibility of becoming life threatening you may be asked to
prepare for an evacuation.
When you are directed to evacuate, take the following steps:
1. Stay calm – gather your family
2. Gather only what you need
a. This leaflet
b. Maps of the area
c. Pets and pet supplies
d. Extra clothing and blankets
e. Eyeglasses, dentures, prescriptions, other medications, and a first aid kit
f. Supplies to care for your children or elderly household members
g. Portable radio or TV, flashlight, fresh batteries
h. Checkbook, credit cards, cash
i. Driver’s license, and/or other identification
3. Your children in school will be taken to the evacuation center/shelter for their school area
and the school will make arrangements for you to be reunited with them. Please do not
go to the school until requested to do so.
4. Turn off your appliances and lights and lock your doors on the way out.
5. Be prepared to walk to safety depending on the nature of the emergency.
6. Do not use more than one car for your family. Take neighbors who need a ride.
7. Tune radio to any news radio station (such as KOMO 1000 AM or KIRO 97.3 FM) for
emergency information and 1700 AM for information specific to the City of Auburn.
8. Follow the directions of officials who may be stationed along emergency routes. They
are there to make the evacuation safe for everyone.
9. IF YOU CHOOSE NOT TO EVACUATE, please realize that emergency responders may
not be able to reach you for several days, or even weeks. You should prominently
display your name and other vital statistics, along with next of kin information,
somewhere on your person or securely attached to your residence. This will assist
officials in identifying you should you die during the event.
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Attachment 2: Snow and Ice Routes
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Attachment 3: Lahar Evacuation Routes
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ESF 2: COMMUNICATIONS AND WARNING
LEAD:
Emergency Management (Warning)
Communication/Multimedia
SUPPORT: City: Police
Public Works
Innovation & Technology (Communications)
Local: ValleyCom
Valley Regional Fire Authority
County: King County Emergency Operations Center
Pierce County OEM
State: Washington State Emergency Management Division
INTRODUCTION
A. Purpose
1. To provide for and maintain a communications system to ensure the efficient flow of
information during emergency or disaster operations in the City of Auburn.
2. To provide or supplement alerting and warning of an impending or occurring emergency
or disaster to key officials and the public.
B. Scope
1. This ESF addresses all communication and warning assets available to the City,
including, but not limited to AM radio, 2-way public safety radio, 911, voice and data
links, telephone and cellular systems, National Warning System (NAWAS), Emergency
Alert System (EAS), iPAWS, NOAA Weather Radios, amateur radio, TV21, CodeRed,
Internet resources, and others.
2. This ESF specifically does not address Amber Alert procedures, as those are the
responsibility of the Auburn Police Department (APD) and are covered under APD
Policy 317.4 WASHINGTON STATEWIDE AMBER ALERT™ PLAN. All of the systems
listed ESF 2 can be utilized to rebroadcast an Amber Alert issued by Auburn Police,
however the issuance of the alert itself is outside the scope of this ESF.
POLICIES
A. It is the policy of the City to develop a hazard warning system supplemental to, not
substituting for, the warning systems provided by county, state, and federal agencies and
local media. Moreover, residents are anticipated to be aware of any hazardous situation for
which there is significant media attention, such as severe weather or flooding.
Consequently, and supplemental to information being provided by other sources, the City
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will attempt to make a reasonable effort to warn the public of hazardous situations that could
result in an increased risk to the community. The reasonableness of the effort will depend on
the nature of the hazard, when emergency management officials are made aware of a
hazardous situation, the quality and quantity of information available, communications and
warning resources available, media attention, and other situationally dependent factors.
1. In accordance with RCW 38.52.110, in responding to an emergency or disaster, or the
threat of emergency or disaster, the Mayor or Director of Emergency Management or
their designee “are directed to utilize the services, equipment, supplies, and facilities of
existing departments, officers, and agencies of the state, political subdivisions, and all
other municipal corporations thereof including, but not limited to, districts and quasi-
municipal corporations organized under the laws of the State of Washington to the
maximum extent practicable, and the offers and personnel of all such departments,
offices, and agencies are directed to cooperate with and extend such services and
facilities upon request notwithstanding any other provision of law.
SITUATION
The King County Hazard Identification and Vulnerability Analysis identifies the natural and
technological emergencies or disasters the City of Auburn may experience that require full
support of their communication systems. The City's communications systems may be
overwhelmed, damaged or destroyed by a natural or technological disaster when they are
needed the most. As backup communication is limited, the Emergency Operations Center will
be required.
PLANNING ASSUMPTIONS
A. Reliable communications capabilities are necessary at all levels of government for day-to-
day communication, warning of an impending emergency or disaster, disaster response and
recovery operations, and coordination between the local, county, state and federal
governments and response organizations.
B. Routine day-to-day modes of communication will be utilized to the degree that they survive
the event .
C. A significant portion of Auburn residents have limited ability to communicate in English, so
use of alternate language and communications methods will need to be utilized to
communicate with as many residents as possible. This should include not only emergency
messages but routine ones with our community as well. The city has worked with partners
throughout the region and developed Support Annex 5 to help ensure emergency messages
are received and understood by as many people in the community as possible.
D. City government may request assistance by contacting King or Pierce County Emergency
Management or by contacting Washington State Emergency Management Operations
Center directly if necessary.
E. The City is subject to a variety of emergency or disastrous events requiring rapid
dissemination of warning and/or other emergency information to local officials and/or the
public. Emergency or disaster warnings may originate from any level of government.
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F. The National Warning System (NAWAS), established by the federal government, is the
primary means of receiving and disseminating warning(s) to the state and local officials
within Washington State. The Washington State Warning Point is operated 24 hours a day
by the Washington State Emergency Operations Center, with operation assistance provided
by the Washington State Patrol. The City’s NAWAS receiving point is ValleyCom, a 24-hour
PSAP facility.
G. Notification of a threatening situation may also come from the National Weather Service, via
NOAA Weather Radio or the media, the amateur radio communications community, or the
public.
H. Initially, the City will focus on coordinating immediate and short-term response activities to
preserve life, property, the environment, and the social, economic, and political structure of
the community. Efforts will also focus on reestablishing communications and control in the
hazardous area when possible.
I. Initial reports of damage may be fragmented and provide an incomplete picture of the extent
of damage to communications facilities.
J. Weather, damage to roads and bridges, and other factors may restrict entry of emergency
communication assets into the area.
K. Tests of local warning systems will be conducted periodically to familiarize government and
the public with their use.
CONCEPT OF OPERATIONS
A. Communications
1. City of Auburn
a. 1 E Main ST; STE 380 serves as the primary Emergency Operations Center (EOC)
for the City and will be the focal point for coordinating the communications systems
of the City during hazardous event.
b. The EOC is equipped with an emergency generator. The generator fuel is provided
via an on-site fuel tank which provides sufficient fuel for approximately 72 hours.
c. The City has no fixed civil defense sirens or public address systems. Warning of
imminent or existing danger can be accomplished by use of fire, police and public
works vehicles using mobile sirens and/or public address speakers.
d. The City owns and operates 1700 AM, a 10-watt radio station capable of transmitting
emergency information. The radio station is advertised in various City literature and
variable message display signs throughout the City, directing people to tune to the
radio station. The radio station can also be set to rebroadcast over TV21.
e. The City has several electronic variable message boards or signs that may be used
to distribute information to residents. Emergency messages may be provided to the
Department controlling the signs.
f. The City participates in the Alert King County system using CodeRed, a reverse
calling system. This system can be used to provide emergency information via
phone, e-mail, text, or mobile app to all or selected parts of the City. City of Auburn
staff have the ability to use the King County system to directly communicate with our
residents and others that have signed up for the alerts.
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g. City departments may establish communications control centers within their own
Department Operations Centers (DOCs) to coordinate their own resources during a
hazardous situation. However, coordination with the EOC will be critical to the City’s
ability to effectively coordinate and respond to an event.
h. As described in the NIMS programs, communications will be in plain language
whenever possible.
i. Communication operations in the EOC may consist of the following positions and
tasks:
i. Communications Unit Leader – Develop a communications plan, coordinate
phone, radio, and other message traffic. Transmit information via various
emergency and non-emergency notification systems as needed.
ii. Message Controller – Receive information from various sources and either
distribute, post, or catalog it.
iii. Message Distributors (runners) – Receive written messages from various points
within the EOC and deliver those messages to the intended recipient, passing
them through the Message Controller in most instances.
iv. Radio Room Supervisor – Coordinate activities within the radio room, including
assigning radio operators to amateur radios, public safety radios, and other city
radios as needed. Provide assistance as needed.
v. Radio Operators – Transmit, receive, and record radio transmissions as needed,
pass messages to runners, and maintain a log of communications activities.
vi. Call Center Supervisor – Ensure adequate help is available to answer EOC
and/or public call center phones and provide assistance as needed.
vii. Call Takers – Answer phones within the EOC and/or public call center, transfer
calls, record messages and pass to runner as appropriate.
viii. IT Specialist – Ensure phones, computers, and other IT related equipment
operates correctly within the EOC. Provide advice and remote assistance to City
units in the field who may be experiencing IT difficulties, as appropriate.
2. Valley Communications (ValleyCom)
a. ValleyCom is located in unincorporated King County between Auburn and Kent and
functions as the Public Safety Answering Point (PSAP) for most of South King
County, answering 911 calls for service and providing dispatching services via the
800 MHz regional radio systems for the Auburn Police Department, VRFA, and a
variety of other emergency and non-emergency response agencies. ValleyCom also
serves as the initial communications, alert, and warning point for emergency
management activities in the City of Auburn.
3. Emergency Alert System (EAS)
a. The EAS is a communication and warning tool that operates through designated
radio and television stations. It is intended to provide government agencies with the
means to disseminate prompt, reliable emergency information, instructions, and
warning in the event of an emergency or disaster.
b. The EAS may be activated by contacting the King or Pierce County Emergency
Management Duty Officer, the King County Sheriff’s Office Communication Center,
or the Washington State Emergency Management Duty Officer. The designated EAS
radio station for this area is 710 AM KIRO, though most local radio and television
stations will rebroadcast the information.
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4. Integrated Public Alert and Warning System (iPAWS)
a. Integrated Public Alert and Warning System (IPAWS) allows emergency messages
to be broadcast directly to cellular phones via cellular broadcast towers. It can
broadcast the same messages as the EAS, but is accessed via a specific request to
King or Pierce County Emergency Management.
5. Communications Capabilities
a. The City currently has the following communications and warning capabilities:
1. E-911 Public Safety Answering Point (PSAP) (ValleyCom)
2. Commercial Telephone
3. Cellular Telephones
4. Satellite telephone
5. Two-way radio
800 MHz public safety radios
VHF city-wide system (primarily used by Public Works)
CEMNET state radio system for direction and control
6. National Warning System (NAWAS) information received via ValleyCom
7. EAS system
8. ACCESS (state-wide centralized law enforcement computer system)
9. NOAA Weather Alert Radios (in some City facilities, private facilities and
residences)
10. Amateur radio communications systems are available in key City facilities and
the EOC.
11. CodeRed (aka Alert King County ) reverse emergency telephone calling
system, which includes e-mail, text messages, and a mobile app.
12. TV21 government access cable television station
13. 1700 AM 10-watt radio station
14. Internet resources, including e-mail, City website, mailing lists, social media,
WebEOC and other assets
6. Warning
a. Whenever City officials are alerted to the threat or occurrence of a hazardous event
that increases the risk to the community, the EOC will be activated at the appropriate
level and the situation monitored. Depending on the circumstances, monitoring could
be a prolonged activity or result in the immediate activation of the local information
and warning system.
b. Monitoring will consist of the accumulation, display, and evaluation of relevant
information, release of appropriate public-information advisories, and alerting
response agencies, City personnel, and outside organizations of the situation.
c. As soon as it is apparent that the public must be provided information and/or must
take some action to prepare or protect itself, the local warning system will be
activated, as deemed appropriate and as time and resources allow. Warning could
take the form of one or more of the following activities:
i. Activation of the EAS
ii. Broadcast of information over AM 1700 and TV21
iii. Activation of CodeRed for an impacted area or the entire City
iv. Use of audible sirens and public address systems by Police and VRFA
personnel
v. Activation of volunteer resources
vi. Posting of signs or notices
vii. Providing warning information to local and regional media outlets for broadcast
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viii. Posting of information on City website, social media outlets, City e-mail lists,
and other internet resources.
d. Other methods as the situation dictates
Public information, advisories, and warnings will be updated as necessary until the
hazard has subsided.
e. Notification of residents and visitors regarding emergency information and
instructions may be handled through the EAS, door-to-door by uniformed City
personnel or volunteers, mobile-public-address systems, or any other means
available to the Incident Commander at the time.
f. The Public Information Officers for the City will send emergency public safety
information through conventional methods such as e-mail or fax in addition to any of
the previously mentioned methods. Refer to ESF 15 for more comprehensive public
information capabilities.
RESPONSIBILITIES
A. City of Auburn
1. Emergency Manager
a. Confirm the EOC is maintained in a configuration to support the warning system and
efficient and effective communications.
b. Ensure a coordinated communications plan exists for City radio usage.
c. Include communications and warning as part of the city-wide emergency
management training program.
d. Ensure sufficient trained PIOs exist among City personnel and that they are able to
effectively utilize all applicable communication and warning tools.
e. Ensure Emergency Communications Volunteers have sufficient training to perform
during an emergency.
f. Ensure adequate coordination of public information efforts and warnings among City
personnel.
g. Activate volunteer resources necessary to support the incident’s communication
needs.
h. Manage the internal communication functions of the EOC.
2. All City Departments
a. Train personnel in proper radio protocol, including limiting communications during
emergencies, using plain language instead of codes, and yielding to EOC
communications.
b. Designate representative to ensure correct communication messages are relayed
from the DOC to the EOC.
c. Make personnel available to the EOC to support or assist with the warning effort, if
requested, as feasible, and without jeopardizing their primary mission.
3. Communications/multimedia Manager
a. In coordination with Emergency Management Division, develop and maintain
procedures to provide emergency public information and warning.
b. In coordination with Emergency Management Division, train sufficient personnel from
multiple City departments in emergency public information and warning methods.
c. Develop appropriate notification lists and procedures for activating the public
information and warning systems in order to effectively reach the broadest population
base possible.
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d. Coordinate public information and warnings with the Emergency Manager, EOC
Manager, and/or Incident Commander as appropriate.
e. Disseminate public information and warnings as above.
f. Assist Emergency Manager with dissemination of recovery and assistance
information.
4. Police Department
a. Develop and maintain procedures to provide communications and warning support
and services when requested by the EOC.
b. Train personnel in proper warning methods, including proper dissemination of
warnings received via ACCESS teletype.
c. Make personnel available to the EOC to assist in the warning effort, if requested, as
feasible, and without jeopardizing their primary mission.
d. Disseminate warnings received via ACCESS teletype to appropriate City personnel.
5. Public Works
a. Develop and maintain procedures to provide communications and warning support
and services when requested by the EOC (Variable Message Signs; flashing beacon
signs)
6. Innovation & Technology
a. Ensure phones, computers, and other IT related equipment operate correctly. .
b. Ensure adequate backups exist for IT related equipment. .
c. Ensure IT staff are sufficiently trained to maintain systems during emergencies.
d. Assign at least one staff person to the EOC to handle critical communication issues.
B. Other Organizations
1. Valley Regional Fire Authority
a. Develop and maintain procedures to support the City communications and warning
services when requested by the EOC.
b. Train personnel in proper warning methods.
c. Make personnel available to the EOC to assist in the dissemination of information
and/or warning effort, if requested, and as feasible, and without jeopardizing their
primary mission.
2. ValleyCom
a. Function as the regional E9-1-1 Public Safety Answering Point
b. Provide communications and dispatch services to law enforcement, fire, EMS, and
other agencies.
c. Provide public access and 24-hour answering of emergencies through the E9-1-1
reporting system for the safety of life and protection of property.
d. Provide direct access via the E9-1-1 emergency number for the speech and hearing
impaired, using the TTY for the deaf and hard of hearing or other method.
e. Provide direct access via the E9-1-1 emergency number for non-English speakers
using available language translation services.
3. King and Pierce County Emergency Management
a. Activate the EAS when requested.
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b. Distribute emergency public information as requested by local EOC.
4. Washington State Emergency Management Division
a. Assist local officials in disseminating emergency instructions to affected communities
as needed.
b. Coordinate with local and federal agencies on the release of emergency information
and instructions.
RESOURCE REQUIREMENTS
Technical and support staff will be necessary to expedite the establishment of critical
communication systems. Equipment and supplies should be cached to support
operations for a minimum of 72 hours. The King County area has several mobile
command posts with communication capabilities, (i.e. King County, Federal Protective
Services, Cities of Bellevue, Seattle, Tukwila, etc.) that could be called upon to support
incident activities. Alternate power sources should be available to operate electricity
dependent systems.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.110, Use of Existing Services and Facilities – Impressment of Citizenry
7. Washington State Comprehensive Emergency Management Plan
8. Washington State Department of Transportation Disaster Plan
9. National Response Framework
ATTACHMENTS
1. Warning Dissemination
2. Field Warning/Evacuation Instructions
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Attachment 1: Warning Dissemination
Local, County, State, and Federal agencies routinely issue warnings of impending or occurring
disasters and emergencies via the state-wide ACCESS teletype system. This system is located
within the Records Unit of the Auburn Police Department. Upon receiving a warning of an
impending or occurring natural or man-made disaster, the Records Unit will immediately make
the following notifications:
1. On-duty Police Department field supervisor
2. On-duty or on-call Police Department Commander
3. Emergency Management Duty Officer
4. Assistant Police Chief
5. Police Chief
6. On-duty or on-call Public Works staff
Records Unit personnel tasked with making notifications will receive verbal confirmation from
each person being notified to ensure the warning is clearly received and understood.
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Attachment 2: Field Warning/Evacuation Instructions
Though field warnings will primarily be handled by law enforcement and/or fire personnel, other
City employees and volunteers may be called upon to assist in the efforts. Following are general
directions to follow when providing warning or evacuation information to the public.
1. Drive slowly the length of all streets in the warning area. Use the siren or other means to
get people’s attention. If you are assigned to go door-to-door, ensure you account for
every house in your assigned area.
2. If driving, stop at appropriate intervals and use the public address system to announce
the message provide by the EOC or Incident Commander. DO NOT DEVIATE FROM
THE MESSAGE. If assigned to go door-to-door, ring the doorbell and knock vigorously
on the door of each residence, loudly announcing who you are and your intentions.
When someone comes to the door, deliver the message. Again, DO NOT DEVIATE
FROM THE PROVIDED MESSAGE.
3. Do not use force of any kind to ensure that people leave.
4. If you encounter a resident who refuses to leave, log the address and, as time permits,
attempt to get the names of the people who are not evacuating and their out-of-area next
of kin information. If there is not sufficient time or if the resident does not want to give
this information, request that they prominently display their name and pertinent
information either on their person or someplace visible within their residence to expedite
identification should they not survive the event. Depending on the urgency of the
warning/evacuation, do not delay subsequent notification to gather information or give
additional identification instructions.
5. Direct residents to use the designated evacuation routes to the nearest safe area or
reception area, as appropriate. Provide them maps if available.
6. Continue to travel your designated area until all residents have been notified or warned,
or it becomes unsafe to do so..
7. Upon completion of notifications in your assigned area, or the inability to complete them,
inform your immediate supervisor so that the EOC can be updated. Relocate to the
staging area unless given another assignment.
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ESF 3: PUBLIC WORKS AND ENGINEERING
LEAD: Public Works Department (PW)
SUPPORT: City: Finance
Police
Community Development
Local: Valley Regional Fire Authority
INTRODUCTION
A. Purpose
1. To provide for effective coordination and operation of public water (potable and fire
protection), sanitary sewer, storm drainage, and street transportation facilities required to
meet essential needs during major emergencies and disasters, and to provide for the
orderly restoration of such facilities affected by an emergency or disaster.
2. To address technical advice and evaluations, engineering services, construction
management and inspection, emergency contracting, and emergency repair of water,
sanitary sewer, storm drainage, and transportation infrastructure.
B. Scope
This Emergency Support Function addresses activities including:
1. Participation in mitigation and preparedness activities, and in needs and damage
assessment immediately following an event.
2. Emergency clearance of debris to allow for reconnaissance of the damaged areas and
passage of emergency personnel and equipment for lifesaving, life protecting, and
health and safety purposes during response activities.
3. Operation and emergency restoration of critical transportation routes and facilities.
4. Operation and emergency restoration of critical public facilities including water, sanitary
sewer, and storm drainage facilities.
5. Emergency demolition or stabilization of damaged structures and facilities. The
damaged structures are designated by the State and local jurisdictions as immediate
hazards to the public health and safety, or as necessary to facilitate the accomplishment
of lifesaving operations.
6. Emergency contracting to support the above-referenced activities.
7. Technical assistance to the Building Division including structural inspection of private
residences, commercial buildings, and structures, as resources permit.
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POLICIES
A. The City of Auburn has the right to collect for any costs incurred by its authorized
representatives, contractors, and sub-contractors in carrying out any necessary work on
private property, including debris removal, demolition of unsafe or abandoned structures,
removal of wreckage, and administration costs.
B. Permitting fees and normal inspection procedures will stay in effect following a disaster
unless otherwise directed by the Mayor.
C. It is the policy of the City to provide Utility services to lands and facilities under the City’s
jurisdiction and service area, either directly or through contract. Other services, such as
debris collection or fee adjustments, may be established by the Mayor, if deemed
necessary.
D. Large-scale debris removal and disposal is covered in the City of Auburn Debris
Management Plan.
SITUATION
The King County Regional Hazard Identification and Vulnerability Analysis identifies the natural
and technological emergencies or disasters the City of Auburn may experience that could
overwhelm Auburn Public Works Department.
An emergency or disaster could damage or destroy structures, streets, signals, or water, storm
drainage and sewer utility systems. Public Works personnel may also be affected by the event
and unable to work or obtain the necessary equipment to perform their standard operating
procedures.
Additional resources may not be available to the City to meet emergency requirements. County,
State or Federal assistance may be necessary to deploy resources from outside the City of
Auburn to ensure a timely, efficient, and effective response and recovery from the event.
PLANNING ASSUMPTIONS
A. A major emergency or disaster may cause extensive damage to property and the
infrastructure. Structures may be destroyed or severely weakened. Homes, public buildings,
bridges, and other facilities may have to be reinforced or demolished to ensure safety.
Debris may make streets and highways impassable. Public utilities may be damaged or
partially or fully inoperable.
B. Access to the disaster areas may be dependent upon the re-establishment of ground routes.
In many locations, debris clearance and emergency road repairs will be given top priority to
support immediate lifesaving emergency response activities.
C. Rapid damage assessment of the disaster area will be required to determine potential
workload and priorities.
D. The City will be responsible for its own emergency repairs and restoration of services. All
requests for assistance will be forwarded to the EOC, which will coordinate any needed
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outside resources.
E. Assistance from the State or Federal government may be needed to clear debris, perform
damage assessments and structural evaluations, make emergency repairs to essential
public facilities, reduce hazards by stabilizing or demolishing structures, and provide
emergency water for human health needs and firefighting. It is understood however, that
these resources take several days to mobilize and respond and that the City should
anticipate no state or federal assistance for at least seven days following a major disaster.
F. Significant numbers of personnel with engineering and construction skills, along with
construction equipment and materials, may be required from outside the disaster areas.
G. Following an earthquake, aftershocks will require re-evaluation of previously assessed
structures and damages.
CONCEPT OF OPERATIONS
A. City of Auburn
1. The PW Department will assign a qualified staff member to the EOC to serve as the
primary coordinator of utilities functions for the City.
2. The PW Department will assign a qualified staff member to serve as the primary
coordinator of engineering functions for the City.
3. The PW Department will provide damage assessments and provide for emergency
restoration of all City-owned utilities and transportation facilities.
4. Priority will be given to utilities and street transportation facilities that provide critical and
essential life safety services, such as to the Multicare Auburn Medical Center.
5. Additional assistance may be obtained through existing mutual aid agreements,
contracts with public and private agencies and/or through regional, county, or state
agencies.
6. The following utility systems operate within the City:
Public/City Owned Privately Owned
Water Electric power
Sanitary Sewer Water
Storm Drainage Natural Gas
Telephone/Fiber Optic/DSL
Cable /Satellite Television
These systems, with some exceptions, generally have the following aspects in
common:
* They provide services to individual properties, both public and private.
* There are other purveyors of water and sewer systems within the city’s limits.
* Most systems have a trunk or trunks from which distribution or collection branches
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service each property.
* All or substantial portions of each system reside underground.
7. The CD Department will provide damage assessment of City-owned buildings and
facilities.
8. Time permitting and resources allowing, the CD & PW Departments may provide
damage assessment for other public buildings and facilities and rapid damage
assessment for privately owned critical facilities located within the City of Auburn (VRFA,
shelter locations, medical facilities, etc.).
9. The CD Department plans for emergency actions in the following phases:
a. Phase 1
i. Rapid damage assessment.
ii. Provide a qualified staff member to coordinate City-wide rapid damage
assessment efforts from the EOC.
iii. Provide building inspectors to sweep affected areas and report damage to the
EOC.
b. Phase 2 – Emergency Permitting and Inspections
i. Review damages and assist application process.
ii. Issue permits.
iii. Permit construction.
iv. Provide inspections.
c. Phase 3 – Abandoned Buildings
i. Identification.
ii. Inspection.
iii. Coordinate demolition.
iv. Legal process.
B. Other Organizations
1. Valley Regional Fire Authority
a. Assist in rapid damage assessment, as personnel and resources allow, and report
findings to the EOC.
RESPONSIBILITIES
A. City of Auburn
1. CD Department
1) Provide post-event serviceability determination of facilities and structures.
2) Provide support to Valley Regional Fire Authority in the safety evaluation of
structures during rescue operations.
3) Expedite permitting and required inspections, as appropriate and as resources
allow.
4) Coordinate damage assessment and post-disaster safety inspections of City-
owned buildings and facilities.
5) Coordinate with local engineering firms for additional assistance with inspections.
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6) Coordinate damage assessment and post-disaster safety inspections of public
assembly buildings (shelter locations, commodity distribution facilities, medical
facilities, etc.) if requested and as resources allow.
7) Enforce City ordinances and State law regarding construction during new or
reconstruction efforts prior to and after an emergency or disaster.
8) Provide for the demolition of damaged and/or abandoned structures posting a
threat to human safety.
2. Public Works Department
a. General
i. Document damages and costs related to damage sustained to street
transportation and utility infrastructure during the emergency or disaster.
ii. Coordinate damage assessments and post-disaster safety inspections of city-
owned bridges.
iii. Assess hazards associated with damage to streams, shorelines, and steep
slopes, and make recommendations for repair and/or mitigation.
iv. Coordinate with local engineering firms for additional assistance with the above
hazard assessments.
v. Coordinate with the EOC and PIO on public information.
vi. Assist the Community Development Services with damage assessment of
buildings and facilities, as requested by the EOC.
b. Water Division
i. Conduct damage assessments of City-owned water facilities.
ii. Maintain operation of public water supply, storage, pumping, and distribution
systems.
iii. Provide for priority restoration of critical water facilities.
iv. Provide temporary repair of damaged water infrastructure.
c. Sanitary Sewer Division
i. Conduct damage assessments of city-owned sanitary sewer facilities.
ii. Maintain operation of public sanitary sewer collection, conveyance, and pumping
systems, assist in meeting public sanitation needs, and control wastewater
pollution in the environment.
iii. Provide for priority restoration of critical sanitary sewer facilities.
iv. Provide temporary repair of damaged sanitary sewer infrastructure.
d. Storm Drainage Division
i. Conduct damage assessment of the City-owned storm drainage system and
assist in the assessment of the rivers dike systems.
ii. Maintain operation of the public storm drainage collection, conveyance, and
pumping systems.
iii. Provide for priority restoration of critical storm drainage facilities, including the
rivers, dike systems.
iv. Provide temporary repair of damaged storm drainage infrastructure, and assist in
maintenance of the rivers dike systems.
e. Streets Division
i. Provide debris removal, emergency protective measures, emergency temporary
repair, and/or construction to maintain passable vehicular circulation of priority
routes.
ii. Provide damage assessment of streets to the EOC.
iii. Provide for priority restoration of essential streets.
iv. Designate potentially usable roads and bridges.
v. Establish and maintain evacuation routes as directed by the EOC.
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vi. Coordinate road closures through the EOC.
vii. Provide temporary repair of damaged City roads and bridges, if possible. Provide
road blocks, barricades, signs, or flaggers, as requested and resources allow.
3. Police Department
a. Provide assistance in implementing street closures and detours.
b. Provide perimeter control to bar access to unsafe locations, if requested and as
resources allow.
c. Assist in rapid damage assessment (windshield survey) efforts as requested.
4. Finance Department
a. Solid Waste
i. Coordinate debris removal and disposal with contracted service providers for
solid waste, pursuant to the City of Auburn Debris Management Plan.
B. Other Organizations
1. Valley Regional Fire Authority
a. Provide support in rapid damage assessment, debris removal, and emergency
protective measures, if requested and as resources allow.
RESOURCE REQUIREMENTS
Resource requirements for a major event or disaster will likely place a strain on Public Works
personnel and equipment. The impacts will vary based on the event and the severity, placing
particular importance on rapid assessment of the event and its impact on Public Works
resources. Resource requirements will be determined at the time of the event or disaster,
additional resource requests will be submitted to the EOC. It is important to consider that this
evaluation will need to be conducted periodically to ensure adequate resources as conditions
change.
REFERENCES
1. City of Auburn Debris Management Plan
2. City of Auburn Duty Officer Manual
3. City of Auburn EOC Manager Manual
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
9. Public Works Emergency Management Manual
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ATTACHMENTS
Attachment 1: Windshield Survey Form
(see next page)
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CITY OF AUBURN EMERGENCY MANAGEMENT
WINDSHIELD SURVEY FIELD FORM
Observer/Unit # District DATE TIME
DAMAGE PRIORITY (check one) P1 (report immediately) P2 P3
BUILDING INFORMATION
Type: (check one) Residential Multi-Family Business Public School Other
LOCATION/ADDRESS
Nearest Cross Streets
PROBLEM(S)
I. INJURIES REPORTED OR OBSERVED: Yes No If yes, estimate number:
Immediate assistance required Yes No
II. FIRES OBSERVED: Yes No
If yes, nature of fire (natural gas, live power lines, hazardous materials, etc.):
III. SIGNIFICANT BUILDING DAMAGE: Yes No
If yes, description (i.e., multi-story collapse, partial collapse, occupied, etc.):
IV. ENVIRONMENTAL HAZARD PRESENT: Yes No
If yes, what (natural gas, live power lines, hazardous materials, etc.):
V. INFRASTRUCTURE ASSESSMENT: Road impassable: Yes No
Water lines broken: Yes No
Power lines down/arcing: Yes No
Gas Leak: Yes No
VI. DESCRIPTION/COMMENTS:
SUBMITTED TO EOC & RECEIVED BY:
DATE/TIME: LOGGED MAPPED FILED
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Attachment 2: ATC-20 Rapid Evaluation Safety Form
ATTACHMENTS
Attachment 3: ATC -45 Form
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ATTACHEMENT 3 ATC-45 Rapid Evaluations Safety Assessment Form
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City of Auburn Comprehensive Emergency Management Plan
ESF #4 - Firefighting Revised January 2015 101
ESF 4: FIREFIGHTING
LEAD: Valley Regional Fire Authority
SUPPORT: City: Police
Emergency Management
Public Works
State: Washington State Patrol
INTRODUCTION
A. Purpose
To identify the City of Auburn’s support activities relating to fire services within the City.
B. Scope
This Emergency Support Function addresses the City’s support activities in relation to the
detection and suppression of fires as the City has no direct role in the provision of these
services.
POLICIES
The City of Auburn receives fire suppression services from the Valley Regional Fire
Authority (VRFA), a municipal corporation authorized under RCW 52.26 and charged with
the provision of fire suppression services to the City as identified in scope of the VRFA Fire
Authority “Plan”.
SITUATION
A. Under ideal conditions the management of large firefighting operations is complex and
involves an immense staff and often involves several different agencies and jurisdictions.
Extremely large fires and those resulting from or coinciding with a major earthquake or other
disaster will place extraordinary demands on available resources and logistical support
systems.
A significant natural or technological event may result in many emergencies throughout the
City of Auburn. Ignition sources could cause hundreds of fires during and after an
earthquake. The damage potential from fires in urban areas during and after a major
earthquake exceeds that of all other causes. Under the worst conditions, these fires will
have the potential to spread rapidly, cause extensive damage, and pose a serious threat to
life, property and the environment.
Day to day and mutual aid firefighting resources will be difficult to obtain and utilize due to
massive disruption of communications, transportation routes, utilities and water systems.
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PLANNING ASSUMPTIONS
A. The National Incident Management System (NIMS) will be used for all fire related operations
within the City.
B. The City will function in a support role to the VRFA for fire services in the City.
C. VRFA personnel will be responsible for conducting windshield surveys within their assigned
districts and reporting results back to either their DOC or the EOC, whichever is active.
D. Many routine calls for service will not be handled during a disaster, while firefighters are
focused on life safety events. Prioritization of calls for service will change as the event
fluctuates, and how calls are prioritized will remain with the DOC or EOC.
E. The capabilities of local firefighters law may be strained or exceeded. Supplemental
assistance may be requested utilizing existing mutual aid agreements or via the EOC.
CONCEPT OF OPERATIONS
A. The VRFA provides fire protection services both inside and outside of the City.
B. VRFA is the lead agency for fire suppression operations within the City.
C. VRFA serves multiple cities and as such, will allocate fire resources during emergency
incidents using established best practices, incident triage, and methodologies.
D. A VRFA representative will report to or establish communication with the EOC when
requested by the City.
E. As authorized by their Board of Governance, VRFA participates in several intrastate mutual
aid agreements, which may include, but is not limited to, Washington State Fire Mobilization,
King County Mutual Assistance, the King County Regional Framework, and Pierce County
Mutual Assistance.
RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Director
a. Function as, or appoint a, liaison officer to work directly with VRFA representative in
the EOC or other location as needed..
2. Building Division
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a. Provide technical expertise in the evaluation of damaged structures, if requested and
as resources allow.
3. Police Department
a. Provide incident scene security, traffic control, and evacuation, if requested and as
resources allow.
4. Public Works Department
a. Provide regular maintenance to hydrants located within the City.
b. Conduct testing of hydrants located in the City and forward any hydrant out of
service or other deficiencies to the VRFA including notification when repairs are
completed.
c. Ensure adequate water pressure to hydrants located within the City, as resources
allow.
d. Provide operational support with equipment, trained staff, traffic control, and utilities
control during an emergency or disaster.
B. (Other Organizations
1. Valley Regional Fire Authority
a. Provide fire suppression and control and imminent life-safety services within the City.
b. Provide a representative to the EOC, if requested and as resources allow.
c. Provide regular status reports and information regarding fire operation and resource
needs to the EOC, when activated and if requested.
d. Assist in warning the public of evacuations, traffic routing, and/or traffic control, if
requested and as resources allow.
e. Support evacuation and recovery efforts, if requested and as resources allow.
2. Washington State Patrol
a. Coordinate State Fire Mobilization Plan, including requests for mutual aid.
RESOURCE REQUIREMENTS
The King County Fire Resources Plan (separately published document) provides for the
coordination of countywide fire resources during localized emergencies. The Washington
State Fire Services Resource Mobilization Plan provides for the coordination of statewide
and interstate fire resources during localized emergencies. Prior to requesting additional
resources through the Washington State Fire Services Mobilization Plan, the primary and
support agencies will provide the available personnel, facilities and equipment to support
their activities.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
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3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. National Response Framework
8. Valley Regional Fire Authority Standard Operating Procedures and “Plan”.
9. Fire Defense Mobilization Plan
10. RCW 39.34, Interlocal Cooperation Act
11. RCW 43.43, Washington State Patrol – State Fire Services Mobilization Plan
ATTACHMENTS
None.
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ESF 5: EMERGENCY MANAGEMENT
LEAD: Emergency Management
SUPPORT: City: GIS
Community Development
INTRODUCTION
A. Purpose
1. To collect, process, analyze, disseminate, and use information about a potential or
actual emergency or disaster situation.
2. To provide a common operating picture fusing data, information and intelligence to assist
the decision and policy making process.
3. To provide guidance in reporting response and recovery information to local and state
emergency management agencies.
B. Scope
This Emergency Support Function (ESF) addresses the informational needs of the
Emergency Operations Center (EOC) for assessing a disaster situation and supporting
related response and planning efforts. Incident Command is not addressed in this ESF, but
instead in the Basic Plan and in SA #1.
POLICIES
A. It is the policy of the City of Auburn (City) to disseminate current and accurate information,
and request the same from outside agencies and volunteer organizations, during times of
EOC activations or potential activations. The analysis of this information and planning for
anticipated resources will occur in support of emergency or disaster response and recovery
activities.
B. All activities within ESF 5: EMERGENCY MANAGEMENT will be conducted in accordance
with the National Incident Management System (NIMS).
SITUATION
Emergencies or disasters may occur in a local jurisdiction at any time causing significant
human suffering, injury and death, public and private property damage, environmental
degradation, economic hardship to businesses, families, individuals, and disruption of local
government. These hazards are identified in the King and Pierce County Hazard
Identification and Vulnerable Assessment (HIVA) included in the King County Regional
Hazard Mitigation Plan, which is a supporting document to the CEMP.
PLANNING ASSUMPTIONS
A. To identify urgent response requirements during an emergency or disaster, or the threat of
one, and to plan for continuing response, recovery, and mitigation activities, there will be an
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immediate and continuing need to collect, process, and disseminate situational information.
B. Information will be provided by field personnel, responders, volunteers, the public, the
media, social media, and others. All City departments are expected to provide information
and/or staffing to the EOC, to facilitate updates on departmental status of mission critical
functions and resource requirements.
C. Information collection may be hampered due to many factors including: damage to
communications systems, communications system overload, damage to transportation
infrastructure, effects of weather, smoke, and other environmental factors.
D. Urgent response requirements during an emergency or disaster, or the threat of one, and
the plan for continued response and recovery activities, necessitates the immediate and
continuing collection, processing, and dissemination of situational information.
E. Information, particularly initial information, may be ambiguous, conflict with information from
other sources or with previous information from the same source, or be limited in det ail.
CONCEPT OF OPERATIONS
A. Whenever any part of the City is threatened by a hazard that could lead to a large-scale
emergency or disaster, or when such an emergency or disaster situation exists, the EOC will
be activated at the appropriate level to assess the situation.
1. The Planning Section will:
a. Collect, record, and disseminate information to the appropriate staff and facilitate the
dissemination of information to appropriate field personnel and responders. The
Planning Section also has the responsibility to process, display, and disseminate
information through situation reports, status boards and or software in the EOC.
b. Display and analyze information for future response and recovery needs.
2. The Operations Section will:
a. Display and analyze information for immediate response needs.
b. Coordinate interdepartmental issues
c. Operations are done at the Department level. The Operations Section in the EOC
coordinates planning elements between the Department Operating Centers and the
EOC. The Operations Section can expand at the EOC to accommodate the functions
of Area, or Unified Command.
3. PIO/COMMS Section
a. Assess need for special alert and warnings-including LEP populations.
b. Prepare initial information summary as soon as possible after activation.
c. Establish contact with local and national media representatives, as appropriate.
d. Establish location of information center for media and public away from EOC.
e. Obtain approval for information release from EOC Manager.
B. Information analysis will include, as appropriate:
1. Assessment and display of the hazard’s impact and potential future impacts, including
the boundaries of the affected area and the distribution, type, and magnitude of the
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damage.
2. Maintaining a current status of emergency response activities, resource needs, and
requests, and the status of critical facilities.
3. Establishing priorities in the event of resource scarcity.
4. Consolidation of information into logs and reports to keep others informed and to
document relevant activities.
C. Planning will include, as appropriate:
1. Using the analyzed information to identify trends and determine courses of action for
responding to a hazard or its effects. Planning will focus on response strategies and
resource requirements beyond those needed for immediate response, attempting to
anticipate future actions and needs. The planning horizon may be the next hour, 24
hours, or weeks, depending upon the scenario and situation.
2. Planning information will be shared with King and Pierce County Emergency
Management, neighboring agencies, Washington State Emergency Operations Center
(SEOC), and other EOC functional positions. Where possible, it will also be incorporated
into appropriate visual displays.
3. The planning staff, in coordination with the operations staff, will recommend courses of
action for immediate and future activity, including the need for specific resources
identified as part of the planning process.
4. Once a planning cycle has ended, the planning staff will immediately commence
planning for the next cycle.
D. Whenever information is lacking, contains insufficient detail, is ambiguous, or is conflicting,
recommendations or decisions will be made based on the best analysis possible under the
circumstances using the combined talents of the staff then assembled.
E. Analysis and planning will continue until the EOC is deactivated, though it may continue long
after deactivation. Analysis and planning functions may be transferred to individual City
departments following deactivation.
RESPONSIBILITIES
A. Emergency Manager
1. Ensure development of EOC procedures for coordinating information management,
including flow, recording, dissemination, display, analysis, use, and reporting.
2. Ensure development of EOC procedures for information analysis and planning.
3. Maintain the EOC in a configuration to support the analysis and planning function.
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4. Include analysis and planning as part of the citywide emergency management training
program.
5. Ensure development of policies and procedures to assist the EOC with obtaining
appropriately trained personnel to support EOC functions.
B. Innovation & Technology Department – GIS
1. Ensure GIS staff is appropriately trained and have access to sufficient tools to provide
real-time data display services (mapping and plotting) during an EOC activation.
2. Obtain appropriate data from the EOC Planning Section to produce appropriate visual
displays.
3. Work closely with Planning Section to ensure that information is displayed appropriately
and is accessible.
C. CD Department – Planning Division
Ensure Planning Division personnel are sufficiently trained to staff the Planning Section
of the EOC.
D. All City Departments
1. Report observed damage information to the EOC in accordance with established
damage assessment protocols, including windshield survey data, inspection data, and
other tools.
2. Continue to provide additional disaster related information to the EOC as it becomes
known.
RESOURCE REQUIREMENTS
Resource requirements for Emergency Management are described in the Division’s COOP,
and includes, standard office machines, computers, printers, facsimile machines, charts,
boards, and communications equipment. It is also important to recognize the significant
need for trained personnel to staff the EOC whether in the normal EOC facility, remotely
operating from another jurisdiction’s EOC, or a devolution site as described in the COOP
REFERENCES
1. City of Auburn CEMP Basic Plan: Appendix 4: Training, Drills, and Exercises
2. City of Auburn Duty Officer Manual
3. City of Auburn EOC Manager Manual
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
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8. National Response Framework
ATTACHMENTS
1. Essential Elements of Information
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Attachment 1: Essential Elements of Information
The essential elements of information, which may or may not be immediately or readily available
to City staff, but are of common need to one or more response activities, may include the
following:
OVERALL DISASTER INFORMATION
1. Boundaries of the disaster area
2. Social/economic/political impacts
3. Jurisdictional boundaries
4. Status of transportation systems
5. Status of communication systems
6. Access points to the disaster area
7. Status of utilities
8. Hazard specific information
9. Weather data affecting operations
10. Seismic or other geophysical information
11. Status of critical facilities
12. Status of key personnel
13. Status of disaster or emergency declaration
14. Major issues/activities
15. Overall priorities for response
16. Status of upcoming activities
17. Status of community housing and shelter
18. Status of critical public health issues (water supply, food, sanitation, etc.)
19. Extent of damage to private property
20. Potential future impacts of the disaster/emergency
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City of Auburn Comprehensive Emergency Management Plan
ESF #6 – Mass Care, Housing, and Human Services Revised January 2015 113
ESF 6: MASS CARE, HOUSING, AND HUMAN SERVICES
LEAD: Parks, Arts, and Recreation
SUPPORT: City: Human Services
Building Division
Emergency Management
Police
Auburn Police Animal Control
Public Works
Communication/Multimedia
Human Resources
County: Seattle/King County Public Health
King County Office of Emergency Management
Regional: American Red Cross
INTRODUCTION
A. Purpose
To coordinate the provision of non-medical mass care (humans and pets), shelter, and
individual assistance for residents and City employees impacted by an emergency or
disaster who are unable to care for themselves.
B. Scope
This Emergency Support Function (ESF) addresses the sheltering and mass care needs in
the City of Auburn during a major emergency or disaster and the coordination regional mass
care offerings through the Emergency Operations Center (EOC) in coordination with King
and Pierce County Emergency Management and the American Red Cross. Mass care
services include sheltering for people and animals, emergency feeding and relief supplies,
first aid, and welfare information.
POLICIES
A. It is the policy of the City of Auburn to conduct mass care and shelter operations in close
coordination with surrounding agencies and King and Pierce County Emergency
Management in order to avoid duplication of effort and to combine and share resources as
may be practical.
B. Shelters operated by the City of Auburn will be operated under American Red Cross
standards, guidelines, and procedures to the greatest extent possible in order to facilitate
joint management with the American Red Cross whenever feasible.
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C. All mass care services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
D. The City of Auburn will not operate “Medical Needs” or “Skilled Care” shelters intended for
the medically fragile or medically dependent. These shelters require specialized equipment,
personnel, and expertise which the City of Auburn does not possess and these shelters fall
under the purview of King County Public Health, which will facilitate their operation on a
county-wide basis.
E. All offered mass services will be provided in compliance with the Americans With Disabilities
Act and other federal and state laws related to access and functional needs.
F. The City may provide temporary housing as available, either via employee shelters or other
accommodations, for City employees and their families who require assistance during a
disaster.
G. In accordance with the Federal Pets Act, the City will make available pet shelter facilities to
the extent practical, recognizing that the City has limited ability to provide these services
directly and must rely upon mutual aid available through King and Pierce Counties.
SITUATION
As outlined in the King County Regional Hazard Mitigation plan, Auburn is subject to a
number of hazards that may negatively impact structures within the city, including
those used for housing, and cause disruption or reduction of essential services. The
nature of the damage to structures may be such that citizens of Auburn will be forced
to leave their homes or places of business and seek alternative shelter.
In a major disaster, thousands of residents could be forced from their homes,
depending on such factors as time of occurrence, area demographics, building
construction, and existing weather conditions. There may be large numbers of dead
and injured. Thousands of family members may be separated immediately following
a sudden-impact incident, such as children in school and parents at work. Large
numbers of transients such as tourists, students, and foreign visitors may be
involved.
PLANNING ASSUMPTIONS
A. Mass care requirements during a large emergency or disaster may overwhelm social service
agencies.
B. The opening of shelters in the City will be coordinated by the Emergency Management
Division, who will coordinate with surrounding agencies, King and Pierce Counties, and the
American Red Cross as appropriate.
C. The Parks Department, in cooperation with the Emergency Management Division, will
coordinate City resources and services necessary for shelter and mass care operations and
management, including employee needs.
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D. Each sheltering situation is unique and requires close coordination and possibly inspection
of facilities prior to a shelter site being announced. Schools in particular have a primary
responsibility to their students and are not a first choice for shelters during the school year.
E. Whenever possible, shelters will be operated using standards created by the American Red
Cross.
F. The City has limited capacity and capability for sheltering. Once the City has identified that it
has met or will soon meet, those limits, the appropriate County will be notified so that
regional sheltering can be coordinated.
G. Companion and/or service animals that belong to survivors will be impacted by the disaster
and may need shelter, veterinary service, food, rescue or need to be located. The City has
limited capacity and capability for pet sheltering. The City will coordinate with Auburn Valley
Humane Society, other non-profit organizations and King or Pierce County Animal Control
will be contacted to operate or coordinate larger shelters.
H. The City does not have capacity for large animal sheltering. Large animal sheltering is
coordinated by King or Pierce County Emergency Management, with the closest large
animal shelter available.
I. During a disaster and when requested to support a jurisdiction’s sheltering efforts, the
city will make every reasonable effort to provide facilities that are compliant with
applicable laws pertaining to accessibility. Persons with access or functional needs will
receive the same standard of care and services as accorded to all others, regardless of
the venue in which they are sheltered.
J. In the event of a Presidential Disaster Declaration, additional assistance may become
available to eligible individuals. This may include cash grants, low interest loans, food
stamps, disaster counseling, and unemployment benefits.
CONCEPT OF OPERATIONS
A. Mass care provides for the immediate survival needs of victims through group services and
facilities.
B. Mass care will normally be carried out during and immediately after an emergency or
disaster, until individual services can be provided. Mass care services are usually provided
for less than a week. Local government is responsible for coordinating resources needed in
an individual community and may utilize the services of the American Red Cross, Salvation
Army, or other non-profit or private organizations.
C. The impact of a disaster may necessitate the provision of emergency food, water, shelter,
clothing, childcare, and crisis support for disaster victims and disaster workers.
D. Delivery of appropriate services will be coordinated to the greatest extent possible through
the EOC, which in turn will coordinate with the Zone Coordinator and/or the County and
State Coordination or Operations centers. Whenever possible, the services provided will be
consolidated to central locations, with individual City’s contributing staff and supplies to the
larger effort to achieve economies of scale that cannot be accomplished at the local level.
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E. Mass care may include such basic human needs as, emergency sheltering and provisions
of emergency food, water, and supplies.
F. The EOC will coordinate the identification of safe areas of the city, inspection and clearance
of potential shelter locations, identification of safe travel routes, assessment of the
appropriate number and location of shelters, etc.
G. Victim lists and disaster assistance inquiries will be coordinated within the EOC, which in
turn will work closely with the Counties, the Red Cross, and other organizations with similar
information to provide a uniform message to the public on these topics.
H. Public information regarding shelter availability and locations will be coordinated through the
designated Public Information Officer for the City or EOC, utilizing the County JIC as
appropriate.
I. Insurance companies, local human service organizations, and various City, County, State,
and Federal government agencies may provide individual assistance to disaster victims.
J. Individuals may arrive at shelters with pets. Whenever practical, pet shelters will be co-
located (on the same property) with human shelters to facilitate animal care by pet owners.
Pets or companion animals are not allowed in human shelters due to safety and health
concerns. Service animals will be allowed in shelters, however may be challenged to verify
the service provided by their animal. For additional information on Pet Shelters, see SA-6,
Pet Preparedness Plan.
RESPONSIBILITIES
A. City of Auburn
1. Parks Department
a. Act as lead department for emergency shelter operations and mass care.
b. Open shelters upon request of the EOC, utilizing City personnel and trained
volunteers for staff. Shelter locations will be determined by the EOC, taking into
account the location of displaced individuals and the condition of potential shelter
facilities.
c. Coordinate the distribution of food, clothing, shelter, first aid, and other services to
disaster victims, utilizing the resources of the City, non-profit organizations, and
private companies.
d. plan and coordinate utilization of City facilities and park sites for use as shelters or
staging areas, in coordination with the Emergency Management Division.
e. Develop plans to house and feed impacted City employees and their families during
disaster operations, when those employees do not have ready access to resources
in their own communities.
f. Parks personnel will be trained on shelter operations and management at least once
every two years.
2. Emergency Management Division
a. Maintain current list of potential shelter locations, based upon information from the
American Red Cross and other sources.
b. Encourage potential local shelter facilities to sign American Red Cross shelter
agreements.
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c. Coordinate and organize a local COAD group to bring potential local resource
providers together prior to disaster.
d. Ensure that identification and inspection of potential shelter locations is coordinated
in the EOC during a disaster.
e. Assist the Parks Department with donation management services.
3. Human Services
a. Coordinate local non-profit and private resources to meet short term needs of
disaster survivors.
b. Serve as focal point for long-term human services needs of disaster victims, in
coordination with local, county, state, and federal agencies.
c. Assist in locating a facility to serve as local disaster recovery center as needed.
d. Work with Parks Department and Emergency Management to help facilitate and
distribute donated goods. This includes working with various organizations, including
the American Red Cross, Salvation Army, various religious organizations, and
others.
4. Building Division
Provide structural and building safety inspections of potential shelter sites prior to
shelters opening.
5. Police Department
a. Provide or coordinate security, crime prevention, crowd control, traffic control at
shelter locations in the city, as resources allow.
b. Assist in identifying and monitoring safe travel routes to shelters, in conjunction with
PW.
c. The Chief of Police will designate an Animal Health Office to oversee all
responsibilities for ensuring the coordination of activities regarding emergency
animal sheltering and mass care in the City of Auburn.
d. Oversee coordination of emergency pet and large animal sheltering, via the Animal
Shelter Manager designated by the Animal Health Officer.
e.
6. Public Works Department
a. Coordinate disposal of solid waste from shelters, in conjunction with Solid Waste
Division.
b. Coordinate water availability at shelters.
c. Assist in crowd and traffic control by providing temporary traffic control devices and
barriers.
d. Assist in identifying, monitoring, and maintaining safe travel routes to shelters, in
conjunction with Police Department.
e. Makes vehicles and personnel available to Parks Department to transport donated
and procured mass care supplies to shelters and other locations.
7. Public Information Officer
Coordinate the dissemination of public information concerning mass care and
individual assistance, ensuring proper information is provided to and by all relevant
partner organizations.
8. Human Resources Department
a. Identify employees and their families who may need disaster related assistance.
b. Assist Parks Department with disaster related employee services.
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c. Human Resources will coordinate training opportunities for staff members regarding
shelter and mass care operations.
9. Finance Department - Solid Waste
a. Coordinate cleaning of areas surrounding shelters, empty waste containers, and
dispose of solid waste.
b. Coordinate solid waste disposal needs with other city departments.
c. Communicate any resource or supply needs with Finance DOC or EOC.
B. Local Organizations
1. Auburn Valley Humane Society
a. Provide assistance with emergency stray pet sheltering within the City of Auburn.
b. Provide assistance with pet shelters for evacuee animals in close proximity to mass
care shelters.
c. Provide assistance with an animal donation location and management of donated
items.
d. Provide assistance in finding shelter and services for owners of pets and other
animals.
e. Provide assistance for transportation of stray and owned pets to the shelters.
f. Assist with reunification of stray pets with owners.
g. Assist in placing stray or injured pets and animals with local veterinarians or kennels.
h. Shelter stray domestic household animals including pocket pets per Auburn City
contract.
i. Auburn Valley Humane Society coordinates with the Animal Health Officer and their
Animal Shelter manager Designee. The Animal Health Office and their designee
have the final decision.
2. American Red Cross
As resources allow, and potentially in a regionalized model, provides the following
services:
a. Food, Shelter and Emergency Supplies: During a disaster, first priority is to
ensure that people have a safe place to stay, food, and emergency supplies. Red
Cross works with government and community partners to open shelters where
residents will find comfort with a hot meal, recovery information, and a place to
rest. For emergency workers and people returning to their homes, the Red Cross
mobilizes emergency response vehicles from which disaster workers distribute
food, water, and essential clean-up items that might not be immediately
available in the community.
b. Welfare Information: Disasters often disrupt regular communication channels
and can separate families. Through the Red Cross’ nationwide network of
chapters, family members may request welfare information regarding their loved
ones. The Red Cross “Safe and Well” Web site enables people within a disaster
area to let their families and friends outside of the affected region know that
they are all right. Clients register on Safe and Well, by going to
http://redcross.org/safeandwell. Red Cross call agents at 1-800-RED-CROSS will
register individuals without computers or connectivity.
c. Client Casework and Recovery Planning and Assistance: To help people with
disaster-caused needs, Red Cross provides individualized client services through
casework. Particular attention is given to those who have experienced significant
damage or loss of their homes. This casework process consists of an in-depth
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interview that allows the worker to assess the client’s immediate needs. With
this information, the caseworker can connect the client with items, financial
assistance and/or referrals to local resources which can meet those immediate
needs. The caseworker also engages the client in a brief planning process which
can help identify action steps for the client to follow in the first few days or
weeks after a disaster. Red Cross caseworkers work closely with local, state and
federal government to ensure clients have access to all available resources.
d. Disaster Health and Mental Health Services: After an emergency, injuries can
ensue, essential prescription medicines lost, and the shock and stress of sudden
loss can overwhelm a person’s normal coping skills. The Red Cross deploys
licensed health and mental health professionals who are specifically trained and
equipped for disaster responses to help. Disaster health professionals are
available for emergency first aid, medical assessment, triage and replacement of
emergency medications. Our Disaster Health Services team meets these needs
through item distribution, financial assistance or referrals to community
partners. Disaster mental health professionals in shelters and service locations
provide mental health assessments, crisis intervention and a sympathetic ear to
those in need.
e. Provides preliminary and detailed damage assessments of the affected area to
determine the number of dwellings and public shelters damaged and the extent
of damage.
f. Coordinates, within its agreements, the provision of relief efforts by any
volunteer organizations actively engaged in providing relief assistance to disaster
survivors.
g. Coordinates its relief activity with participating and support agencies and
affected areas through liaisons to the state, county, and local jurisdiction EOCs.
h. Makes recommendations to the City of Auburn EOC for the establishment of
mass care priorities.
3. Non-profit organizations
Various organizations, including the American Red Cross, Salvation Army, various
religious organizations, and others may provide a variety of donated goods and
services after a disaster, which will be done in coordination with the Parks
Department, Human Services Division, or Emergency Management Division.
4. Private (for-profit) organizations
a. Various businesses may provide donated or purchased goods and services for the
benefit of disaster victims. This will be done in coordination with the Parks
Department, Human Services Division, or Emergency Management Division.
b. All local organizations which provide goods or services which may be useful after a
disaster, whether non-profit or for-profit, will be encouraged to become part of the
local COAD group, organized by the Emergency Management Division, in order to
provide more efficient services during the disaster.
B. County
1. King and Pierce County Emergency Management
a. Coordinate the location, staffing, and supplies for regional shelters, in conjunction
with all impacted jurisdictions.
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b. Coordinate with the American Red Cross and other large service organizations for
the provision of shelters and supplies regionally.
2. King and Pierce County Animal Control
Coordinate the location, staffing, and supplies for regional pet shelters, in conjunction
with all impacted jurisdictions and non-profit organizations.
RESOURCE REQUIREMENTS
Specialized staff, locations and consumables will be required to manage mass care and
human services support on a 24-hour basis for days to weeks or longer. The City will
need to contract for supplies and services to support most of this effort.
REFERENCES
1. American Red Cross Shelter Operations Guide
2. City of Auburn Duty Officer Manual
3. City of Auburn EOC Manager Manual
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
9. Auburn Emergency Pet Shelter Manual
ATTACHMENTS
1. King County Regional Sheltering Concept of Operations
2. King County Regional Shelter Types Table
3. King County Regional Sheltering and Mass Care Decision Tree
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Attachment 1: King County Regional Shelter Concept of Operations
King County Regional Concept of Operations
For
General Population Shelters
Updated May 26, 2009
The King County Shelter table has been established by the King County Mass Care Workgroup
to establish a common operating platform for shelter operations county-wide. The shelter table
takes into consideration the potential need for individual cities to be able to offer some sort of
shelter in their jurisdiction, while balancing the availability of regional resources and the concept
that no person in need will be turned away based on jurisdictional boundaries.
The intent of the Workgroup is to recommend that jurisdictions coordinate shelter services to
maximize the efficient use of scare resources. Toward this goal, jurisdictions are encouraged to
consolidate dormitory shelters while offering local warming/cooling centers as able and needed.
Jurisdictions must evaluate what level of effort they can adequately support and sustain for the
anticipated length of the event, taking into consideration staff, supplies, facilities, and other
related needs.
The Workgroup recommends that all jurisdictions offering shelter services adopt and utilize
sheltering procedures endorsed by the American Red Cross in order to facilitate the potential
operation of multi-jurisdiction shelters. The Workgroup further recommends that all jurisdictions
in King County adopt the shelter typing system created by the Workgroup.
In a wide-spread regional disaster, the availability of resources from other local jurisdictions and
the American Red Cross will be severely limited, thus collaborative regional shelters will be the
standard in those situations.
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Attachment 2: King County Shelter Types
The King County Shelter types have been established by the King County Mass Care Workgroup to establish a common operating platform for
shelter operations county-wide. They take into consideration the need for each individual City to be able to offer some sort of shelter in their
jurisdiction, while balancing the availability of regional resources. The intent is to encourage jurisdictions to offer the shelter services they are a ble
to, but to recognize that when local resources are expended, or insufficient to begin with, regional shelters will become necessary in order to
leverage available resources from all involved jurisdictions. The shelter typing system encourages all jurisdictions offering shelter services to adopt
and utilize sheltering procedures endorsed by the American Red Cross in order to facilitate the operation of multi-jurisdiction shelters. No jurisdiction
is prohibited from opening their own shelter of any type, however they must take into consideration the availability of resource s to support it,
recognizing that local shelters are the sole responsibility of the jurisdiction that opens them, until and unless outside resources are available. In a
wide-spread regional disaster, the availability of resources from other local jurisdictions and the American Red Cross will be severely limited, thus
collaborative regional shelters are highly encouraged in those situations.
CATEGORY LEGAL
AUTHORITY
DIRECTION/CONTROL OF
SHELTERS
ORGANIZED BY EVENT
EXAMPLES
RESOURCES NEEDED RESOURCE SOURCES
Regional Dormitory Mega-
Shelter (>500 capacity).
Jurisdiction or
Tribal Execs thru
KCECC, Private
Sector. County
coordination
necessary due to
resource
constraints.
American Red Cross (ARC),
County, City, Special Purpose
(SP) Districts, Tribes, Private
Sector.
County, City, SP
District, Tribes, ARC,
Private Sector.
Supported by all
jurisdictions in
region.
Windstorm,
Power Outage,
Earthquake,
Terrorism,
Volcanic
Eruption
Current event
information, public
education, prepared
meals, sanitation,
sleeping, first aid, ADA
access, security, pet
shelter nearby (see
below)
Federal Support; Zone
Coordination Centers;
State Resources, County, City,
SP District, Tribes ARC, Non-
Governmental Organizations
(NGOs), Faith, Private Sector
Zone dormitory shelter
(<500 capacity)
Zone 1 = North County
Zone 3 = South County +
Vashon
Zone 5 = Seattle.
Jurisdiction or
Tribal Execs thru
KCECC or Zone
Coord Center.
Zone or County
coordination
necessary due to
resource
constraints.
ARC, KC Parks, City, SP
Districts, Tribes, Private Sector
County, City, SP
Districts, Tribes,
ARC, Private Sector.
Supported by all
jurisdictions in Zone.
Hazmat,
Earthquake,
Flooding,
Winter Storm
Current event
information, public
education, prepared
meals, sanitation,
sleeping, security, ADA
access, first aid, pet
shelter in separate
location (see below)
County, City, SP District,
Tribes, ARC, NGOs, Faith,
State Resources
Regional Coordination
Framework (RCF), Zone
Coordination Centers.
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CATEGORY LEGAL
AUTHORITY
DIRECTION/CONTROL OF
SHELTERS
ORGANIZED BY EVENT
EXAMPLES
RESOURCES NEEDED RESOURCE SOURCES
Local dormitory shelter
(dependent upon local
jurisdiction resources,
typically <100 capacity)
Jurisdiction or
Tribal Exec
County, City, SP District, Tribes,
ARC.
Local jurisdictions. All Hazards,
localized
Current event
information, public
education, prepared
meals, sanitation,
utilities, sleeping, first
aid, security, ADA
access; pet shelter in
separate location (see
below)
City, SP District, Tribes, ARC,
Faith, NGOs,
Mutual Aid, Inter-local
Agreements, RCF, Private
Sector
Severe weather shelter
(Provides overnight-only
sleeping quarters for
homeless and general
public during severe cold
weather events.)
Jurisdiction or
Tribal Exec, or
ARC, faith-based
County, City, Multiple Agency
Partnership, SP District, Tribes,
ARC
County, City, SP
District, Tribes
Severe Winter
Weather
Sanitation, utilities,
sleeping, security, ADA
access.
Optional: Human
services information,
warm/cold drinks and
snacks. Pets per facility
policy.
County, City, Multiple Agency
Partnership, SP District, Tribes
ARC, NGOs, Faith, Private
Sector
Medical Needs Shelter
(Patients have no acute
medical needs but require
some medical surveillance
and/or special assistance
beyond what is available in
a standard shelter).
Public Health KC Public Health Public Health All Hazards Nursing staff, in-patient
beds. Medical Reserve
Corps staff.
County, City, SP District,
Tribes, ARC, Faith,
State Resources,
RCF, Zone Coordination
Center Activations, Private
Sector, all health-care
providers.
Skilled Care Nursing Home
Evacuation
(Patients who require
recurring professional
medical care, special
medical equipment, and a
level of care usually only
available in Hospitals or
Skilled Care Facility.
Public Health KC Public Health Public Health All Hazards Sick call team, acute
care, oxygen, Medical
Reserve Corps staff,
nursing staff, in-patient
beds.
County, City, SP District,
Tribes, ARC, Faith,
State Resources,
RCF, Zone Coordination
Center Activations, Private
Sector, all health-care
providers.
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CATEGORY LEGAL
AUTHORITY
DIRECTION/CONTROL OF
SHELTERS
ORGANIZED BY EVENT
EXAMPLES
RESOURCES NEEDED RESOURCE SOURCES
Medical Surge
(Patients who need acute
medical care such as
individuals experiencing
trauma or injury. In case of
disease outbreak or certain
other disasters, a significant
portion of the population
may be immediately thrown
into this category as a result
of the incident.)
Public Health KC Public Health Public Health All Hazards Sick call team, medical
records, acute care,
pediatrics team, oxygen,
medical reserve corps
staff, administration,
nursing staff, in-patient
beds.
County, City, SP District,
Tribes, ARC, Faith,
State Resources,
RCF, Zone Coordination
Center Activations, Private
Sector, all health-care
providers.
Disaster Meal Site (Meals to
general public when normal
food distribution channels
disrupted, or for emergency
responders)
Jurisdiction or
Tribal Exec
County, City, SP District, Tribes,
NGOs, ARC
County, City, SP
District, ARC Faith,
NGOs
All Hazards Prepared meals, current
event information and
education; basic
sanitation; ADA access
County, City, SP District, ARC,
NGOs, Faith Community,
Private Sector
Warming/Cooling Center
(Provide respite for general
public on a drop-in basis).
Jurisdiction or
Tribal Exec
County, City, SP District, Tribes,
EOCs
County, City, SP
Districts, Tribes,
Faith, NGOs, private
All Hazards Current event
information, heating or
A/C, basic sanitation,
ADA access. Optional:
public education, drinks,
snacks.
Mutual Aid, Inter-local
Agreements, volunteer and
faith-based resources; local
staffing, ARC, NGOs
Pet Shelter Facility
(May be set up in close
proximity to dormitory
shelter to house pets of
shelter occupants.)
Jurisdiction or
Tribal Exec
Local jurisdiction will address Same as Type 3 and
4 shelters
Shelter agencies,
State Ag County
Gov agencies/
Tribes; volunteer
agencies, private
business.
All Hazards Pet food, water, cages,
leashes, vet support,
volunteers, sanitation
supplies and plan,
tracking plan, pet
contract, shelter SOP;
off-site storage facilities,
security plan
Pet Owners, Shelter agencies,
state Ag, County Gov agencies,
volunteer agencies, private
business,
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CATEGORY LEGAL
AUTHORITY
DIRECTION/CONTROL OF
SHELTERS
ORGANIZED BY EVENT
EXAMPLES
RESOURCES NEEDED RESOURCE SOURCES
Lost & Found Pet Shelter
(shelter for household pets
whose owners are unknown
or can’t be located).
Local, county,
Tribal Execs
Local jurisdictions and County
Animal Control; Shelters cross-
leveled at KCECC
See Pet Shelter All Hazards See Pet Shelter County facilities, state Ag,
volunteer agencies, private
business
Individual Home/Apartment
Residence; Workplace-
Shelter at Home/Work (for
individuals able to be
independent for own shelter
and care).
Individual
Resident;
Business Owner
Individual Resident; Business
Owner/Employees
Individual Resident;
Possible linkage with
CERT,
Neighborhood
Teams; Workplace
All Hazards Family Plan, Skills;
Disaster Supplies; pet
supplies. Event
information from media
(radio, TV, print).
Business Plans,
Supplies; safe room for
shelter in place from
hazmat
Individual family budget,
Purchases from vendors;
Business Continuity of
Operations (COOP) Plans
Livestock Shelter (set up to
house livestock evacuated
form rural/suburban areas.
Jurisdiction
Tribal
Executive
Same as Local, Zone, Regional
shelters
Shelter agencies,
State Agriculture,
County Government
agencies
Tribes, Volunteer
organizations,
Private Business
All Hazards Livestock food, water,
fenced, secure areas; vet
support, care volunteers,
sanitation supplies,
tracking system, owner
contacts; shelter SOP,
off-site storage, security
plan
Livestock owners, State Ag
Dept; Volunteer and livestock
organizations; County Gov
agencies, private business
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Attachment 3: King County Sheltering and Mass Care Decision Tree
Attachment 3: King County Sheltering and Mass Care Decision Tree
Has/will event
displace people from
their homes or interrupt
vital services?
No
Can people stay with friends/
family, in hotels/motels, in their
own RVs, or will they require
overnight sheltering? Can they
sleep in their homes as long as
other mass care services are
available?
No action Needed
Will meal provision
allow people to
stay in their
homes?Will access to
climate controlled
respite allow
people to stay in
their homes?
Other
Services
Climate Controlled
Facilities
Meals
Consider other
forms of shelter or
assistance OR No
Action Needed
Consider
Warming/Cooling
Facility
YES NO
Yes.
Determine
Duration.
Consider
non-shelter
mass care
facilities.
Do you have
sufficient facilities,
staffing, and
supplies to support
this for the duration
of the event?
Call KC ECC for
assistance
Open Warming/
Cooling Facility
NOYES
Consider other
forms of shelter or
assistance OR No
Action Needed
NO
Consider Disaster
Meal Site
YES
Do you have
sufficient facilities,
staffing, and
supplies to support
this for the duration
of the event?
Call KC ECC for
assistance
Open Disaster
Meal Site
NOYESReevaluate
Regularly and Modify
as Necessary!
Require
ShelterWho/What
needs to
be
sheltered?
Do you have
sufficient facilities,
staffing, and
supplies to support
this shelter for the
duration of the
event?
People
Animals
Pets or
Livetock
General
Population or
Medically
Dependent?NOTE: Medically dependent
refers to individuals who
require specialized medical
care in order to survive, such
as ventilators.
Call KC ECC or
KC Public Health
for assistance
Medically
Dependent
General
Population
NOTE: Estimate the size of
the general population
shelter to be 10% of the
displaced population.
Call KC ECC for
assistance
NO
Open General
Population Shelter
YES
All requests routed to King
County ECC must include
specific need, including
estimated shelter type,
capacity, and duration.
Do you have
sufficient facilities,
staffing, and
supplies to support
this shelter for the
duration of the
event?
Do you have
sufficient facilities,
staffing, and
supplies to support
this shelter for the
duration of the
event?
LivestockPets
Call KC ECC for
assistance
NO
Open Livestock
Shelter
YES
Call KC ECC for
assistance
NO
Open Pet Shelter
YES
KC Regional Shelter Task Force
Updated 5/26/2009
Start Here
King County ECC: 206-296-3830
King County Public Health: 206-296-4606
Refer to King County Shelter Table and
Concept of Operations for specific
details related to this tree.
Call KC ECC to
determine if
regional shelters
are already open.
NO
Send people to
regional shelters.
YES
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ESF 7: RESOURCE SUPPORT
LEAD: Emergency Management
SUPPORT: City: Human Resources
Finance
Police
Public Works
Community Development
Parks
All City Departments
INTRODUCTION
A. Purpose
To provide the most efficient coordination of resources in order to effectively respond to and
recover from an emergency or disaster.
B. Scope
Resource support involves the procurement and allocation of resources beyond normal day
to day operations. These resources include equipment, materials, facilities, contracted
services, supplies, and personnel required to support the city’s departments/divisions during
the response and recovery phases of an emergency or disaster. Resource support may
continue until the demobilization/disposition of all resources is complete.
POLICIES
A. In accordance with Section 7 of Article VIII of the Washington State Constitution, “no county,
city, town, or other municipal corporation shall hereafter give any money, or property, or loan
its money, or credit to or in aid of any individual, association, company, or corporation,
except for the necessary support of the poor and infirm, or become directly or indirectly the
owner of any stock in or bonds of any association, company or corporation”.
B. In accordance with RCW 38.52.070, “each political subdivision, in which any disaster as
described in RCW 38.52.020 occurs, shall have the power to enter into contracts and incur
obligations necessary to combat such disaster, protecting the health and safety of persons
and property, and providing emergency assistance to the victims of such disaster. Each
political subdivision is authorized to exercise the powers vested under this section in the
light of exigencies of an extreme emergency situation without regard to time-consuming
procedures and formalities prescribed by law (except mandatory constitutional
requirements), including, but not limited to, budget law limitations, requirements of
competitive bidding and publication of notices, provisions pertaining to the performance of
public work, entering into contracts, the incurring of obligations, the employment of
temporary workers, the rental of equipment, the purchase of supplies and materials, the
levying of taxes, and the appropriation and expenditures of public funds”.
C. In accordance with RCW 38.52.110, in responding to a disaster, “the governor and the
executive heads of the political subdivisions of the state are directed to utilize the services,
equipment, supplies, and facilities of existing departments, offices, and agencies of the
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state, political subdivisions, and all other municipal corporations thereof including but not
limited to districts and quasi municipal corporations organized under the laws of the state of
Washington to the maximum extent practicable, and the officers and personnel of all such
departments, offices, and agencies are directed to cooperate with and extend such services
and facilities to the governor and to the emergency management organizations of the state
upon request notwithstanding any other provision of law.”
D. In accordance with RCW 38.52.110, “the chief executive of counties, cities and towns and
the emergency management directors of local political subdivisions appointed in accordance
with this chapter, in the event of a disaster, after proclamation by the governor of the
existence of such disaster, shall have the power to command the service and equipment of
as many citizens as considered necessary in the light of the disaster proclaimed:
PROVIDED, that citizens so commandeered shall be entitled during the period of service to
all privileges, benefits and immunities as are provided by this chapter and federal and state
emergency management regulations for registered emergency workers.”
E. In accordance with RCW 38.56, the City is a member of the Washington Intrastate Mutual
Aid System and may request resources from any political subdivision in the State which has
not opted out of the system. It is understood that the City will reimburse any jurisdiction
which provides resources under this system.
F. It is the policy of the City of Auburn that departments/divisions utilize their own resources or
mutual aid agreements before requesting outside resources. It is not necessary to wait to
make a request for outside resources until the city is already out of resources; the request
may be initiated earlier to coordinate delivery of outside resources to arrive at the point in
time when exhaustion of city resources is anticipated.
G. The Regional Disaster Framework for Public and Private Organizations in King County,
Washington to which the City of Auburn is a signatory, provides a financial agreement
between signatory partners when mutual aid resources are requested. This financial
agreement, when invoked, supersedes other financial arrangements which may govern
normal response operations and resource sharing between jurisdictions. It also describes
the resource management and procurement process coordinated by King County when local
city resources are insufficient to meet the demands of the incident.
SITUATION
A significant emergency or disaster may damage or limit the existing resources needed to
maintain vital city services or to care for the general public in need of disaster assistance.
Certain disasters may significantly impact transportation infrastructure and/or vendor
operations and may inhibit the availability and flow of resources into and within the city.
Refer to the Auburn Hazard Identification and Vulnerability Analysis within the King County
Regional Hazard Mitigation Plan for details on hazards.
PLANNING ASSUMPTIONS
A. The City will not have all of the resources, either in type or quantity that may be required to
combat the effects of all potential emergencies or disasters.
B. Each individual department is responsible for inventories of their own resources and for
reporting same to the Emergency Management Division or the EOC when requested. All city
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resource inventories will follow NIMS guidance including “type” and “kind.”
C. The Logistics Section of the EOC will track all unassigned staff and volunteers. When the
EOC is not activated, this function will be performed by the HR Department.
D. All unassigned personnel and volunteers will report their location and availability to the
nearest Department Operations Center (DOC) or EOC and that information will be tracked
by the Logistics Section in the EOC, if activated, otherwise by the HR Department
E. The Human Resources Department is responsible for handling claims for workers
compensation from credentialed volunteers and City personnel, and this function will be
coordinated by the Finance/Admin Section in the EOC when activated.
F. The Emergency Management Division is responsible for managing damage and
compensation claims from emergency workers eligible for such under WAC 118-04 and for
submitting those to the Compensation Board and to the State.
G. The Emergency Management Division is responsible for purchasing, maintaining, and
tracking disaster supplies to be issued to employees. This includes, but is not limited to,
emergency backpacks, emergency food and water, and other supplies as resources allow.
H. Weather conditions, damage to transportation routes, or other factors may restrict access to
a disaster site or to a storage area and affect the availability and distribution of resources.
I. Department Operations Centers will have available, or have immediate access to, resources
and vendor lists for the most commonly used or anticipated resources used during an
emergency or disaster. This information will also be made available to EOC personnel.
CONCEPT OF OPERATIONS
A. During an emergency or disaster, or the threat of one, the EOC may be activated to
coordinate the response and support of City departments and other responding agencies
with evaluation, planning, information, and resource management.
B. During urgent preparedness or response activity, resources will only be provided upon the
request of recognized field command personnel, such as an Incident Commander, or upon
direction of the Emergency Management Director or EOC Manager.
C. The EOC will be activated on a case-by-case basis to support the resource needs of the
restoration and recovery effort. As resource needs diminish, staff may provide coordination
services without EOC activation.
D. The Logistics Section of the EOC has the responsibility for the procurement process. The
EOC Finance & Administration section will support the resource procurement process by
accounting for resources during and after incidents, tallying current expenditures, and
providing appropriate documentation for cost recovery. This information will be coordinated
with the Auburn Finance Department.
E. To the maximum extent possible, the continued operation of a free-market economy using
existing distribution systems will be utilized.
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F. Mandatory controls on the allocation, utilization, or conservation of resources can be used
when necessary for the continued protection of public health, safety, and welfare. Whenever
possible, voluntary controls are preferred.
G. A successful and efficient response and recovery effort relies heavily upon the involvement
of the whole community. To that end, the community is encouraged to involve themselves
in community based pre-disaster activities. This includes active involvement in the COAD
group, which gathers resources information and distributes procedures as part of the
preparedness process.
H. Close coordination will be maintained with Federal, Tribal, State, County and Local officials
and volunteer associations directly involved in the event. The priority of tasks will be
determined by EOC staff.
I. The resources of the City will be used to the extent practicable and in accordance with the
provisions of RCW 38.52.110. City departments will retain sufficient quantities of applicable
resources in reserve to meet City needs, as appropriate. Department Operating Centers
(DOC’s) will first utilize normal procedures and/or vendor lists for procuring resource needs
before requesting outside assistance. The EOC Finance and Administration Section will
identify the process for the emergency procurement of resources
J. Should City resources be insufficient, additional resources may be procured or requested
through the following:
1. Private sector purchase.
2. Mutual Aid and Interlocal Agreements, including the King County Regional Coordination
Framework and the Washington Intrastate Mutual Aid Agreement.
3. Private sector resources, in accordance with the provisions of RCW 38.52.110 (Use of
Existing Services and Facilities – Impressment of Citizenry), upon a Governor’s
declaration of disaster.
K. Ensuring adequate staff to respond during an emergency or disaster is essential.
L. Areas in the City will be identified as Community Points of Distribution (CPODS), for the set-
up and distribution of life-sustaining supplies to individuals during an emergency.
RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Division
a. Ensures deployed and available resources are inventoried and that an updated
inventory list is available in the EOC and in each DOC.
b. Coordinates requests for out-of-area resources through the use of EOC staff.
c. Coordinates with all departments to ensure accurate reporting of disaster-related
costs, in conjunction with Finance Department.
d. Provides trained emergency radio volunteers to provide communications from
remote or communications damaged sites.
e. Trains and pre-identifies disaster volunteers.
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f. In conjunction with Public Works, develops standard operating procedures for city-
wide resource management. Develop and maintain disaster-specific policies and
procedures to acquire equipment, materials, supplies, contract services, and
equipment maintenance during an emergency or disasters.
g. Identifies resource distribution and storage areas.
h. Ensures there are enough adequately trained personnel and/or volunteers to carry
out EOC activities and schedules them appropriately.
i. Ensures that the essential needs of EOC staff are accounted for (food, shelter, rest,
mental health, etc.).
j. Develops plans for managing donated goods and services, whether those goods and
services are donated for City use or public use.
2. Human Resources
a. Develops plans for employee and family notification during an emergency.
b. Develops procedures and coordinates the registration of temporary emergency
workers and volunteers on behalf of the City, in coordination with the Emergency
Management Division.
c. Provides staff to serve in the Logistics and/or Finance Sections of the EOC.
3. All City Departments
a. Inventories personnel, major equipment, and supplies and provides a listing to the
Emergency Management Division annually, and directly to the EOC during a
disaster.
b. Coordinates resource use under emergency conditions through the EOC.
c. Monitors and processes time sheets, rosters, overtime requests, and event specific
activity logs.
d. Maintain cost records of personnel, contractors, and equipment used during
emergency response and recovery as may be required for FEMA Public Assistance.
Provide information upon request from Finance personnel.
e. Assesses the impact of the event on available resources and identifies repair,
maintenance, and replenishment needs.
f. Provides appropriate staff to support the EOC, as requested, to ensure the following
activities occur:
i. Procures equipment, materials, supplies, contract services, equipment
maintenance, and negotiate leases for grounds, offices, or space required by the
City, as directed by the Emergency Management Director.
ii. Coordinates the allocation, utilization, and conservation of resources.
iii. Verifies that local resources are exhausted, or are about to be, prior to requesting
resources through mutual aid channels.
g. Develops and maintains policies, a Continuity of Operations Plan, and Standard
Operating Procedures (SOPs) for the department’s disaster responsibilities.
4. Finance Department
a. Establishes “Emergency Purchasing Agreements” with local businesses for use
during emergency or disaster operations.
b. Establishes project codes to track disaster expenses for reimbursement.
c. Establishes all necessary special accounts for the receipt of monetary donations.
d. Assists in identifying sources of disaster funds, if departmental budgets are
exceeded.
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e. Ensures disaster-related expenditures are made in accordance with applicable laws,
regulations, and accounting procedures.
f. Coordinates with all departments to ensure accurate reporting of disaster-related
costs, in conjunction with Emergency Management Division.
g. Develops procedures for collecting and processing emergency time cards and for
paying City employees.
5. Police Department
a. In coordination with Public Works and Valley Regional Fire Authority, identify
passable routes for transport of goods and people.
b. Provides or coordinates security and mobile radio communications at distribution
centers, if requested and as resources allow.
c. Provides or coordinates security at the entrances of the EOC, for access control and
logging purposes.
d. Provides or coordinates security at DOC sites, as requested and as resources allow.
6. Public Works Department
a. In coordination with the Police Department and Valley Regional Fire Authority,
identifies passable routes for transport of goods and people.
b. Assists in the transport of goods and people, if requested and as resources allow.
c. In conjunction with Emergency Management, develop SOPs for city-wide resource
management. Develop and maintain disaster-specific policies and procedures to
acquire equipment, materials, supplies, contract services, and equipment
maintenance during an emergency or disasters.
7. Parks Department
a. Assists in the transport of goods and people, if requested and as resources allow.
b. Assist in distribution of goods and commodities to the public, via established shelter
locations or other identified points of distribution.
RESOURCE REQUIREMENTS
Auburn Community Organizations Active in a Disaster (COAD) contacts list
City of Auburn department-specific inventory records
City of Auburn vendor records
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.020, Declaration of policy and purpose
7. RCW 38.52.070, Local Organization and Joint Local Organizations Authorized –
Establishment, Operation – Emergency Powers, Procedures
8. RCW 38.52.110, Use of Existing Services and Facilities – Impressment of Citizenry
9. RCW 38.56, Intrastate Mutual Aid System
10. Washington State Comprehensive Emergency Management Plan
11. Washington State Constitution, Article VIII, Section 7
12. National Response Framework
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ATTACHMENTS
None.
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ESF 8: PUBLIC HEALTH AND MEDICAL SERVICES
LEAD: Emergency Management
SUPPORT: City: Police
Public Information Officer
All City Departments
Local: Valley Regional Fire Authority
Regional: King and Pierce County Public Health
Northwest Regional Healthcare Response Network
INTRODUCTION
A. Purpose
1. To coordinate the support of health, medical, and mortuary services in the City of Auburn
during an emergency or disaster.
2. To provide a format for the City to support a health, medical, or mortuary services
emergency in cooperation with King or Pierce County Medical Examiner’s Office, VRFA,
King County Medic One, the King or Pierce County Public Health Departments, and/or
another related organization by participating in an Incident or Unified Command system
depending on the type, severity, and needs of the specific incident.
3. To identify the role of all the agencies that might possibly be involved in a health,
medical or mortuary services emergency in the City of Auburn.
B. Scope
This Emergency Support Function (ESF) addresses the identification and coordination of the
City’s health, medical, and mortuary needs during an emergency or disaster. This includes
the following:
Assessment of medical and health needs
Health surveillance and communicable disease response
Medical care personnel
Medical and health equipment and supplies
Patient evacuation
In-hospital care
Mental health
Public health information
Vector control (rats, pests, etc.)
Potable water, wastewater, and sanitation
Solid waste disposal
Mortuary services and victim identification
Hazardous materials (spills and releases)
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POLICIES
A. The City will support the efforts of King and Pierce County Health Departments, VRFA, King
County Medic One, the King and Pierce County Medical Examiner’s Offices, or other related
organizations regarding health, medical, and mortuary services in the City.
B. King and Pierce County Public Health Departments provide guidance to the City, County,
and other agencies and individuals on basic public health principles involving safe drinking
water, food sanitation, personal hygiene, and proper disposal of human waste, garbage,
infections or hazardous waste, and communicable diseases.
1. The County Health Officers, or designee, may implement quarantine policies and/or a
health order when required due to incidents of mass communicable disease exposure,
or contamination of food, water, and environmental resources.
C. Representatives of County departments will coordinate their county-wide responsibilities
from their respective County Emergency Operations Centers. In instances where an event is
contained within the Auburn city limits, those organizations may send representatives to the
City of Auburn EOC.
D. Unified or Area Command will be used in all incidents relating to health, medical, and
mortuary services that are criminal in nature or that require a police investigation be
conducted.
SITUATION
A. Emergencies or disasters may occur in a local jurisdiction at any time causing significant
human suffering, injury and death, public and private property damage, environment
degradation, economic hardship to business, families, individuals, and disruption of local
government.
1. A significant natural disaster or technological event that overwhelms the City of Auburn.
would demand county, state, and federal public medical care assistance.
2. Hospitals, nursing homes, pharmacies and other medical/health care facilities may be
structurally damaged or destroyed. Those facilities that survive with little or no
structural damage may be rendered unusable or only partially usable because of
damage to utilities (power, water, sewer), or the inability of staff to report for duty.
3. Medical and health care facilities which remain in operation and have the necessary
utilities and staff may be overwhelmed by the "walking wounded" and seriously injured
patients who are transported there in the immediate aftermath of an
emergency/disaster occurrence.
4. Medical supplies and equipment will likely be in short supply. Most health care facilities
maintain only inventory stock to meet their short-term (24 to 36 hours) normal patient
load needs. Disruptions in local communications and transportation systems could
prevent timely resupply.
5. Uninjured persons who require daily medications such as insulin, antihypertensive
drugs, and digitalis may have difficulty in obtaining these medications because of
damage or destruction of normal supply locations and general shortages within the
disaster area.
6. Damage to transportation systems may delay medical transports and outside assistance
from other agencies.
7. Damages to drinking and wastewater systems may complicate health care and possibly
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add to the victim or patient totals.
8. Hazardous Materials incidents will present unique problems to patient care as the
patients themselves may become contaminated and considered hazardous.
PLANNING ASSUMPTIONS
A. The City of Auburn does not provide health, medical, or mortuary services of any type and
assists in these functions in a support role only.
B. VRFA and Medic One, along with private ambulance companies, provide emergency
medical care in the City of Auburn.
C. A significant natural or technological disaster or terrorist event could overwhelm local
medical facilities and services requiring emergency coordination of casualties. This
coordination will generally be the responsibility of VRFA, Medic One, and area hospitals.
ESF 8 agencies should not anticipate additional resources or personnel for 24-72 hours
during a large scale incident.
D. Area hospitals, including Multicare Auburn Medical Center, clinics, nursing homes,
pharmacies, and other medical and health care facilities may suffer severe structural
damage, be destroyed, or be rendered unusable in a disaster.
E. A major emergency or disaster could pose public health threats to food, water, and personal
heath.
F. Damaged manufacturing facilities, waste processing and disposal facilities, sewer lines, and
water distribution systems and secondary hazards such as fires could result in toxic
environmental and public health hazards to the surviving population and response
personnel.
G. The damage and destruction of a catastrophic disaster will produce urgent needs for mental
health crisis counseling for disaster victims and response personnel.
H. Disruption of sanitation services and facilities, loss of power, and massing of people in
shelters may increase the potential for disease and injury.
CONCEPT OF OPERATIONS
A. Public Health
1. King and Pierce County Health Departments
a. Provide or coordinate health and environmental health services and activities within
the City (including pandemic disease planning and response), including:
i. Identification of regional health hazards and their impacts.
ii. Implementation of disease control measures, including examination, testing,
treatment, vaccination, isolation, or quarantine, when appropriate.
iii. Coordination with the Department of Ecology to assess the public health risk
from a hazardous materials spill.
b. Activate emergency response plans and protocols when an emergency occurs or is
imminent, requiring a coordinated regional response of health and medical agencies.
c. Public Health will be the primary expert source of public information regarding health,
medical, mortuary and environmental response to emergencies in King or Pierce
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Counties. Public Health will work with Joint Information Center(s), County EOC’s,
and with appropriate response partners to coordinate all releases of health
information to the public.
d. Report to local officials and the public regarding health conditions, warnings, and
public information utilizing available means of communication and information
dissemination.
e. Provide limited medical support and sanitation services (identifying health hazards
and making recommendations) to mass care facilities when activated.
f. Provide the medical support and mechanism for distribution of prophylaxes to the
public and emergency personnel, if warranted by threat of disease.
g. Provide oversight of potable water supplies, including those operated by the City.
B. Emergency Medical Services (EMS)
1. The primary objective of EMS in an emergency or disaster is to ensure that basic and
advanced life support systems are organized and coordinated to provide prompt,
adequate, and continuous emergency care to disaster victims. These may include, but
are not limited to:
a. Identification and coordination of medical resources.
b. Identification of potential sites and support staff for temporary emergency clinics.
c. Emergency care at shelters and mass care facilities.
d. Coordination of medical transportation resources.
2. Both King and Pierce Counties have mass casualty plans that detail operational
concepts and responsibilities to assure that EMS in the area will be capable of providing
mass casualty emergency medical services during an emergency or disaster.
3. Basic and advanced life support services are provided by VRFA, Medic One, and
various private ambulance companies within the City of Auburn. Mutual aid between and
among EMS providers is utilized to make the most efficient use of available resources.
4. Hospitals and other medical providers and facilities will respond according to their
established emergency response and disaster plans.
C. Mortuary Services
1. The King and Pierce County Medical Examiner’s Offices have jurisdiction over bodies of
all deceased persons within their county boundaries (RCW 68.50.010), with the
exception of incidents that fall under the jurisdiction of the Federal Aviation
Administration (FAA), the State of Washington, or the military.
2. Both King and Pierce Counties have Mass Fatality Plans that detail operational concepts
and responsibilities to assure that mass fatalities are dealt with in the most appropriate
way.
3. The Medical Examiner’s Offices will coordinate support of local mortuary services, as
needed. Local funeral directors may assist in emergency mortuary services, if requested
and at the discretion of the Medical Examiner.
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4. If local resources for mortuary services are exceeded, the State and/or Federal
government may provide supplemental assistance. The Medical Examiner may make a
request for such assistance through his/her respective county EOC or to the W ashington
State Department of Health.
RESPONSIBILITIES
A. City of Auburn
1. All Departments
a. Designate appropriate staff to support public health, medical, and mortuary services
from the EOC during an event, as requested.
b. Provide resources to be involved with public health, medical, and mortuary service
organizations, as requested and as available.
c. Ensure that departmental Continuity of Operations plans contain contingencies for
staffing in the face of pandemic disease outbreak.
2. Emergency Management Division
a. Prior to an event, work with local medical providers to establish lines of
communication to be used during an emergency or disaster.
b. Coordinate with any volunteer disaster medical organization that may exist within
the City of Auburn, ensuring lines of communication exist for information exchange
and activation. Ensure that county Public Health agencies are aware of these
resources.
c. Provide logistical support to health and medical providers in the City of Auburn as
requested and as resources allow.
3. Public Information Officer
a. Coordinate closely with public health, medical, mortuary service organizations, and
regional partners during an event to ensure consistent public messaging.
4. Police Department
a. Provide or coordinate crowd and traffic control, law enforcement operations, and
crime scene investigations, if requested and as resources allow.
b. Coordinate additional security support for local hospitals and clinics, if requested and
as resources allow.
c. Coordinate quarantine enforcement with the King or Pierce County Health
Department, if requested and as resources allow.
d. Provide assistance to the Medical Examiner’s Office with mortuary operations if
requested and as resources allow.
B. Local Agencies
1. Valley Regional Fire Authority
a. Coordinate all aspects of emergency medical care and transportation of patients at a
specific scene, including but not limited to triage, treatment, transportation, and set-
up for an initial morgue area, and provide incident status and operations needs to the
DOC/EOC at regular intervals.
2. Local Healthcare Providers
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a. Request mutual aid and medical logistics support through established healthcare
logistics mechanisms; utilizing the City of Auburn EOC logistics process only when
those channels fail, when the request is non-medical in nature, or when extra
coordination is needed between the healthcare provider and the City.
C. County
1. King and Pierce County Public Health Departments
a. Provide leadership and direction in responding to health and medical emergencies
across the Counties, consistent with the authority of the Local health Officer.
b. Activate ESF 8 Area command center, Joint information System and the ESF8 MAC
Group as appropriate.
c. Maintain 24/7 Duty Officer program and serve as the primary point of notification for
health and medical emergencies in their respective Counties.
d. Provide current and accurate information to the City of Auburn EOC, both for internal
use and public dissemination.
e. Organize and mobilize public health services during an emergency or disaster.
f. Identify and coordinate activation of additional health professionals, when
appropriate, including any volunteer disaster medical organization that may exist
within the City of Auburn.
2. King and Pierce County Medical Examiner’s Office
a. Assume overall responsibility for emergency mortuary services, including but not
limited to selection of suitable facilities for emergency morgues and ensuring
qualified personnel are assigned to operate them.
b. Keep all necessary records and furnish the local EOC with a periodic status report
update and casualty list.
D. Federal
1. Department of Agriculture
a. Under guidelines of the Food and Drug Administration, work with State and local
governments in establishing public health controls for the proper disposal of
contaminated food and drugs.
2. Department of Health and Human Services
a. Assist State and local communities in taking protective and remedial measures for
ensuring sanitary food and potable water supplies, adequate sanitary systems,
rodent, insect and pest control, care of the sick and injured, and control of
communicable diseases.
b. Assign professional and technical personnel to augment state and local forces.
RESOURCE REQUIREMENTS
Specific medical and non-medical resources will be required for any major health or medical
emergency. Medical transportation, facilities, equipment and supplies are coordinated through
King County Emergency Medical Services. Additional resources may be requested through King
County Office of Emergency Management.
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REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 68.50.010, Coroner’s Jurisdiction Over Remains
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
None.
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ESF 9: SEARCH AND RESCUE
LEAD: Police
Valley Regional Fire Authority
SUPPORT: City: Emergency Management
Public Works
Community Development
INTRODUCTION
A. Purpose
The purpose of this ESF is to provide for the support of search and rescue resources that
may be operating within the City of Auburn.
B. Scope
This ESF addresses wilderness, suburban/urban, and structural search and rescue
operations, and includes ground, air, and water operations.
POLICIES
A. Search and rescue means the acts of searching for, rescuing, or recovering persons whom
have become lost, injured, or are killed as a result of natural, technological, or human
caused disaster. Refer to RCW 38.52.010.
B. The chief law enforcement officer of each political subdivision will be responsible for local
search and rescue activities (RCW 38.52.400) the Auburn Police Chief is responsible for
search and rescue operations in the City of Auburn.
C. The City of Auburn has no direct search and rescue assets and relies upon the assets of
King and Pierce counties to conduct non-structural search and rescue functions within the
City. The Valley Regional Fire Authority provides structural search and rescue operations
with the City and serves as the Incident Commander for all such operations.
D. The respective outside organizations are responsible for coordinating administrative
services for their search and rescue activities.
E. King and Pierce counties will activate and coordinate their non-structural search and rescue
assets at the request of the Police Chief.
F. Valley Regional Fire Authority will activate and coordinate their structural search and rescue
assets in response to events that require them or at the request of the Police Chief or
Director of Emergency Management. VRFA will be responsible for prioritizing use of their
structural search and rescue assets across their entire service area.
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SITUATION
A. The City of Auburn is vulnerable to airline crashes, terrorist activities, and natural disasters
that can cause significant structural collapse with multiple persons trapped. . Such disasters
can result in large, multi-jurisdictional search and rescue operations.
Earthquakes pose out most serious threat that would require significant search and rescue
operations. A major earthquake would trigger search and rescue operations involving VRFA,
City of Auburn personnel, statewide search and rescue volunteers, the Washington National
Guard, responders from neighboring jurisdictions, federal response agencies including the
military, and FEMA Urban Search and Rescue resources.
PLANNING ASSUMPTIONS
A. People may become lost, injured, trapped, or killed, during and emergency or disaster,
requiring search and rescue activities in the City of Auburn.
B. An emergency or disaster such as an earthquake may cause building collapse, leaving
persons in life-threatening situations requiring prompt structural search and rescue actions.
Such impacts will likely require multi-jurisdictional search and rescue operations.
C. Large numbers of people are likely to initiate their own search and rescue activities in
response to a large event. Some of these individuals will have been trained through CERT
or other programs, but most will not have. Historically, 95% of people rescued are assisted
by other victims, so the self-initiated response of the public must be anticipated and will
require coordination.
D. Responders will not have sufficient resources to manage spontaneous volunteers and it will
not be possible to account for them all, however procedures must be in place for registering
as emergency workers those who can be accounted for.
E. Access to damaged sites or event locations may be limited. Some sites may initially be
accessible by only air or water.
F. The Police Chief has the authority to formally limit access to impacted sites where search
and rescue operations are underway (RCW 38.52.400).
CONCEPT OF OPERATIONS
A. The Emergency Operations Center (EOC) may be activated to provide coordination and
logistical support to search and rescue operations conducted in the City.
B. The Police Chief, or designee, is the Incident Commander of non-structural search and
rescue operations in the City and of overall events which may contain a structural search
and rescue component. The Police Chief will not generally directly command structural or
technical search and rescue missions.
C. VRFA provides the Incident Commander for structural or technical search and rescue
operations that consist primarily of fire, medical, and heavy rescue operations that are
localized to a specific incident.
D. The Incident Commander will request search and rescue assets via the appropriate county
or other agency. Specialized teams, including water, confined space, high angle, and heavy
rescue will be requested through VRFA, who will obtain them via existing mutual aid
agreements.
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E. WSDOT is responsible for the conduct and management of all aerial search and rescue
efforts in the State.
RESPONSIBILITIES
A. City of Auburn
1. Police Department
a. Establish Incident or Unified Command, as appropriate.
b. Coordinate search and rescue operations.
c. Request appropriate search and rescue resources.
d. Conduct and document all investigative activities.
e. Provide on-site security, if appropriate.
2. Emergency Management Division
a. Request Washington EMD mission number for search and rescue incidents where
outside resources are requested or volunteers are used.
b. Open and manage the EOC as needed to support search and rescue operations.
c. Coordinate logistical support between search and rescue assets and their home
organizations, as needed.
3. Public Works
a. Provide equipment and qualified operators for search and rescue operations, if
requested and as resources allow.
4. Community Development Building Division
a. Provide technical expertise in the evaluation of damaged structures, if requested and
as resources allow.
B. Local Agencies
1. Valley Regional Fire Authority
a. Command and conduct technical rescue operations and/or request the resources to
do so.
b. Provide status reports to the EOC, if activated, on USAR activities throughout the
City.
C. County
1. King and Pierce County Emergency Management
Provide non-structural search and rescue assets, if requested and as resources
allow.
RESOURCE REQUIREMENTS
Specially trained first responders, support staff, qualified volunteers and equipment will
be needed to provide 24 hour a day coverage, until the demands of the emergency are
over. It is expected that the City will not have sufficient resources to meet this
requirement, and will need to request support from outside agencies.
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REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.400, Search and Rescue Activities – Powers and Duties of Local Officials.
7. RCW 47.68.380, Search and Rescue
8. Washington State Comprehensive Emergency Management Plan
9. National Response Framework
ATTACHMENTS
None.
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ESF 10: HAZARDOUS MATERIALS RESPONSE
LEAD: Police
Valley Regional Fire Authority
SUPPORT: City: Community Development
Public Works
Public Information Officer
State: Washington State Patrol
INTRODUCTION
A. Purpose
The purpose of this ESF is to provide for the effective and coordinated response by the City
of Auburn with VRFA and regional hazardous materials teams to prepare for, respond to,
and recover from a hazardous materials release that may impact the city of Auburn.
B. Scope
To provide guidance for off-site emergency planning and notification to minimize exposure
and/or damage to human health and safety, or to the environment as required by Title III of
the Superfund Amendments and Reauthorization Act of 1986 (SARA) now known as the
Emergency Planning and Community Right-to Know Act (EPCRA).
POLICIES
A. Federal and State regulations require that local jurisdictions form Local Emergency Planning
Committees (LEPCs). It is the responsibility of each LEPC to develop a Hazardous Material
Response Plan. Planning may include coordination with outside agencies, recognition
procedures, safe distance for places of refuge, site security, control procedures, and a list of
required personal protective equipment. LEPC functions for the City of Auburn are handled
by the King County LEPC, managed by King County Office of Emergency Management.
B. Valley Regional Fire Authority will be incident command for all non-criminal hazardous
materials incidents within the City, except for those on State highways, and will follow their
applicable policies and procedures.
C. Unified Command will be used for all hazardous materials incidents that include a criminal
investigation, including terrorism.
D. Washington State Patrol is responsible for coordinating hazardous materials incident
responses that occur on state highways.
SITUATION
Hazardous materials may be released during a naturally occurring event like earthquakes or
during an industrial accident, train derailment, terrorism or illegal activity. The City of Auburn has
a high volume of hazardous materials used, manufactured, stored and transported, which
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increases the likelihood of a significant release. Illegal drug labs and dumping create yet
another concern. The coordination of emergency response operations of hazardous material
incidents may require multi-agency and multi-disciplinary responses. Disciplines involved may
include hazardous materials technician, firefighters, emergency medical service providers, law
enforcement, environmental containment and clean –up specialists, fish and wildlife experts,
and environmental/public health.
PLANNING ASSUMPTIONS
A. Hazardous materials incidents can occur anywhere at any time; however, railways,
freeways, and industrial areas are places of higher than usual occurrence.
B. The possible effects of an emergency could range from a small cleanup problem to the
evacuation of residences, businesses, and other facilities.
C. Properly trained and equipped local emergency responders can handle most hazardous
materials incidents.
D. Protective actions that may be necessary for the public in affected area may include
sheltering, evacuation, and the protection of animals, water, and food supplies. The choice
of protective actions will depend on many factors including the magnitude, severity and
urgency of the situation, the characteristics of the area, population affected, weather, and
road conditions.
E. Emergency exemptions may be needed for disposal of contaminated materials.
F. The City does not have personnel specifically trained for hazardous materials response and
will act solely in a support role for hazardous materials operations.
G. The City does have technical specialists in Public Works, Community Development, Police,
and other areas who do have specialized knowledge and/or training applicable to hazardous
materials incidents. These personnel will be made available as appropriate to assist with
hazardous materials events.
CONCEPT OF OPERATIONS
A. Incident or Unified Command will be utilized for all hazardous materials events.
B. The City will assist VRFA, WSP, and other responding agencies as requested and as
resources allow.
C. Hazardous materials incidents may require multi-disciplinary response from fire services,
law enforcement, emergency medical services, environmental protection, fish and wildlife,
and other agencies.
D. The National Incident Management System (NIMS) will be used to manage all hazardous
materials incidents, in accordance with local, state, and federal laws.
E. Requests for additional assistance may be routed either through ValleyCom or through the
Emergency Management Division/EOC which will make requests through the appropriate
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county or the State.
F. State agencies will respond to hazardous materials incidents according to appropriate State
and Federal laws, regulations, and other agency plans.
G. Federal agencies and resources will be utilized if local and state capabilities have been
exceeded and/or if federal response is required under federal laws, regulations, or plans.
RESPONSIBILITIES
A. City of Auburn
1. Public Information Officer
Serve as the PIO for the City, coordinating information with all other response
agencies to create a clear and consistent message.
2. Police Department
a. Assist with perimeter and traffic control at hazardous materials incidents, if requested
and as resources allow.
b. Provide responders specially trained in CBRNE if requested and as resources allow.
3. Public Works
a. Assist with perimeter and traffic control at hazardous materials incidents, if requested
and as resources allow.
b. Provide equipment and certified operators to assist in containment, as requested and
as resources allow.
c. Provide technical specialists from the Engineering and/or Maintenance and
Operations divisions if requested and as resources allow.
d. Implement and or coordinate protection measures to ensure the safety of the water,
sewer, and storm water systems.
B. Local Agencies
1. Valley Regional Fire Authority
a. Command and conduct hazardous materials operations and/or request the resources
to do so.
b. Make necessary immediate protective action decisions for the public and emergency
workers.
c. Participate in Unified Command with other involved agencies as appropriate.
C. County Agencies
1. King and Pierce County Public Health
Coordinate with the Washington State Department of Ecology to assess the public
health risk from hazards materials spills.
2. King and Pierce County Emergency Management
a. Activate appropriate warning systems, as requested.
b. Support incident operations with information and resource coordination, if requested.
c. Assume responsibility for emergency notifications, evacuations, and warnings for
unincorporated areas of their respective counties that may be impacted by incidents
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that occur in the City.
3. King and Pierce County Sheriff’s Offices
Assist with perimeter control, warning, evacuation, and traffic control, if requested
and as resources allow.
D. State Agencies
1. Washington State Patrol
Serve as Incident Command for hazardous materials incidents occurring on state
highways and freeways.
2. Department of Ecology
a. Provide on-scene coordination, technical information, containment, cleanup, disposal
and recovery, environmental damage assessment, chemical analysis, and evidence
collection for enforcement actions for non-radioactive hazardous materials incidents.
b. Maintain a list of cleanup contractors, equipment, and technical and scientific
personnel for non-radioactive hazardous materials.
c. Coordinate damage assessments of moderate and major spills by activating the
State Natural Resource Damage Assessment Team, when appropriate.
3. Department of Health
a. Serve as the lead agency in Unified Command for incidents involving radioactive
materials.
b. Provide technical personnel and equipment for use with radioactive materials.
c. Provide advice and guidance regarding the health hazards relating to hazardous
materials.
d. Provide technical assistance, sample collection, laboratory analysis, risk
assessment, and control information relative to incidents involving hazardous
materials.
RESOURCE REQUIREMENTS
Hazardous materials releases require substantial amounts of specialized equipment, supplies
and training. many specialized monitoring devices may be needed as well as training,
decontamination equipment and technical information resources.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. National Response Framework
8. Superfund Amendments and Re-Authorization act of 1986 (SARA Title III)
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ATTACHMENTS
None.
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ESF 11: AGRICULTURE AND NATURAL RESOURCES
LEAD: Parks, Arts, and Recreation
SUPPORT: City: Emergency Management
Public Information Officer
Police
Public Works
INTRODUCTION
A. Purpose
The purpose of this ESF is to coordinate efforts to provide safe handling of food, water, and
donated goods to persons unable to provide for themselves following a major emergency or
disaster.
B. Scope
This ESF provides for the management, safe handling, and distribution of food stocks,
water, and donated goods for the needs of people within the City of Auburn during and
immediately after a major emergency or disaster.
POLICIES
A. The City will coordinate with county, state, and federal officials, as well as with non-profit
organizations to organize the distribution of food, water, and donated goods.
B. The City will not accept unprocessed donated goods during a time of disaster. Only those
goods that can quickly be placed into the community will be accepted.
C. The City will keep on-hand sufficient food and water to support all City employees for at
least 7 days following a disaster.
D. The City will educate individuals and businesses regarding the need for them to be
responsible for their own food and water for at least 7 days following a disaster.
E. The City will encourage the public to only donate cash and specifically requested goods
following a disaster.
SITUATION
A. A significant emergency or disaster will deprive substantial numbers of people of the ability
to prepare or gain access to food and water. An emergency or disaster may cause
disruption of the distribution system and partially or totally destroy the food products stored
in the affected area.
B. Natural and Technological disasters will also affect plant life, wildlife, and other living
organisms which may cause further harm or detriment if left unattended.
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PLANNING ASSUMPTIONS
A. A wide variety of outside agencies have the ability to provide mass care services, including
coordination support. The City will work with all of these organizations in providing for the
needs of the community.
B. King and Pierce County Public Health will provide guidance to the City and to individuals to
ensure the safety of food and water made available to the public.
C. The distribution of food, water, and donated goods will be a community-wide effort that will
be coordinated by the City.
D. The City has limited experience in coordinating the distribution of foods, water, and donated
goods in large quantities and will rely upon the expertise of outside agencies and
organizations to accomplish these tasks whenever possible.
E. If not handled properly, food, water and donated goods can become vehicles for illness and
disease transmission, which must be avoided.
F. Food warehouses located in the City are not available for the sole use of the City and must
be considered a regional resource.
G. Unprocessed and unsolicited donations of goods will arrive in the City after a disaster,
however the City does not have the capacity to process them. Unsolicited goods that cannot
be immediately placed into the community will be set aside until volunteers or other
organizations can process them. It is highly probable that many unsolicited donations will
not be appropriate for use and will have to be disposed of during the recovery process.
CONCEPT OF OPERATIONS
A. General
1. During an emergency or disaster, the City will coordinate with local non-profit and private
sector organizations, such as the COAD, for the management of food, water, and
donated goods.
2. Management and procurement of food and water in the City for disaster victims and
workers will be coordinated by the Logistics Section in the EOC, with the assistance of
the Finance/Admin Section. They will coordinate with county, state, and federal
resources as appropriate.
3. Distribution of goods will be coordinated by the Parks Department.
4. Food, water, and other goods may be distributed using a Point of Distribution (POD) or
Community Point of Distribution (CPOD) concept, using centralized locations in the City
from which to distribute commodities. Local organizations, both public and private, may
have staff members trained to assist in this function. The Emergency Management
Division will actively work with members of the COAD to identify locations for CPODS
and organizations that can provide staffing for them.
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5. King and Pierce County Health Departments will provide information on preventative
measures to be taken to reduce contamination of food, water, crops, and livestock, as
well as information/recommendations for the safe storage and distribution of emergency
food. Information will be disseminated in accordance with ESF 2.
B. Food
1. Food supplies in most retail outlets will be gone in 72 hours or less if re-supply routes
are impacted. Close coordination between the food sector and the City is essential to
keeping those routes open and food supplies available.
2. The Logistics section in the EOC will be responsible for procuring food, while the Parks
Department will be responsible for managing and distributing it.
3. Emergency food stocks will be purchased or procured under the provisions of RCW
38.52.070, Local Organization and Joint Local Organizations Authorized –
Establishment, Operation – Emergency Powers, Procedures.
C. Water
1. City residents obtain their drinking water from the City’s public water supply, as well as
from privately owned wells.
2. The Logistics Section in the EOC will be responsible for procuring potable water should
local water systems fail.
3. Water supplies may be severely impacted during flooding, severe winter storms (frozen
and ruptured pipes), and earthquakes (cracks, pipeline failures, etc.).
4. The Public Works Department has limited personnel, equipment or supplies to repair the
City water system after a major event, such as an earthquake, and will need outside
assistance to complete recovery efforts.
5. Any event that disrupts water distribution may also cause water supplies to become
contaminated.
D. Donated Goods
1. During and immediately following a disaster, individuals and businesses become very
generous in donating both money and goods to the impacted area. This outpouring of
support often overwhelms local government and social service agencies trying to
manage donated goods.
2. The Logistics Section in the EOC will track offers of donations and volunteer assistance
and will utilized donated goods to fulfill resources requests anytime possible.
3. The Parks Department will coordinate solicited donated goods and resources in
conjunction with the Emergency Management Division, which may have staff and
volunteers trained in donations management.
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4. The Parks Department will coordinate unsolicited donated goods and resources, by
either disposing or redirecting unsolicited donations to alternative organizations, in
conjunction with the Emergency Management Division, which may have staff and
volunteers trained in donations management.
5. In a major region-wide event, the management of donated goods will not only tax
government and voluntary agencies, but the donated goods could be both generous and
inappropriate, causing many of them to go unused and be disposed of.
6. Nationally donated goods will be coordinated through either King or Pierce County EOC
or the Washington State EOC.
7. The Logistics Section in the EOC will make every effort to evenly distribute goods
throughout the City based on need.
8. Donated goods are divided into two categories: solicited goods and unsolicited goods.
a. Solicited Goods – Specific items that are identified by the City as being “needed” and
that the City has specifically asked for.
b. Unsolicited Goods – Items donated by the public which are neither asked for nor
specifically needed for the particular event.
RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Division
a. Coordinate the purchase and storage of food and water supplies that will sustain City
employees for 7 days following a disaster.
b. Coordinate with local voluntary agencies and private organizations prior to events to
verify their readiness and availability, as well as to clarify roles and responsibilities in
food, water, and donated goods distribution. This will be accomplished through the
use of the COAD group.
c. Identify potential sites for holding donated goods, food, and water supplies.
d. Educate individuals and businesses regarding the need for them to be responsible
for their own food and water for at least 7 days following a disaster.
2. Public Information Officer
a. Coordinate the release of information and instructions regarding food, water, and
goods distribution with all involved agencies and organizations.
3. Police Department
a. Provide or coordinate security at food, water, and donated goods storage areas and
crowd control at distribution sites, if requested and as resources allow.
4. Parks Department
a. Provide one or more representatives to staff the Logistics Section in the EOC as
needed.
b. Coordinate with City departments and relief agencies regarding transportation and
distribution of food and water to City staff and the public.
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c. Appropriate Parks personnel will attend donations management training at least once
every two years.
5. Public Works Department
a. Develop and maintain SOPs to restore water services as quickly as possible after an
event.
b. Work with the Logistics Section to identify potable water supplies and backup water
supplies
B. Local Agencies
Various non-profit organizations will provide disaster victims with food, water, clothing,
shelter, first aid, and other immediate needs following a disaster. These efforts must be
coordinated with the Emergency Management Division prior to an event and with the
EOC during an event to ensure resources are allocated in the most beneficial way.
These organizations will be encouraged to join the COAD group in order to maintain
regular contact with the Emergency Management Division.
C. County Agencies
1. King and Pierce County Emergency Management
a. Receive resource requests from local government and attempt to fill them though
regional or state-wide distribution chains.
2. King and Pierce County Health Departments
a. Analyze water samples from sources of potentially contaminated water and make
appropriate recommendations.
b. Provide guidance on handling donated food items during a disaster.
RESOURCE REQUIREMENTS
Direct purchasing and contract development with private sector food businesses and
volunteer organizations will be utilized, until bulk distribution of food and water supplies
can be coordinated with State and Federal agencies.
The EOC will funnel all requests for County, State and Federal food and water support
through the King or Pierce County EOCs.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.070, Local Organization and Join Local Organizations Authorized –
Establishment, Operation – Emergency Powers, Procedures
7. Washington State Comprehensive Emergency Management Plan
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8. National Response Framework
ATTACHMENTS
None.
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ESF 12: ENERGY
LEAD: Public Works
SUPPORT: City: Police
State: Department of Commerce, Energy Division
INTRODUCTION
A. Purpose
1. To provide for the effective utilization of available electric power and petroleum products,
as required to meet essential energy needs of the City during an emergency or disaster.
2. To facilitate the coordination with private and public utilities required to meet essential
needs during an emergency or disaster.
B. Scope
This ESF addresses:
1. Assessing energy systems and infrastructure damage, supply, demand, and
requirements to restore such systems, to the extent possible.
2. Assisting City departments and agencies in obtaining fuel for transportation,
communication, emergency operations, and other critical uses.
3. Helping energy suppliers to obtain equipment, specialized staffing, and transportation to
repair or restore service to pre-disaster levels.
POLICIES
A. The City will prioritize energy needs based on protection of lives, safety of personnel and the
public, protection of property, and preservation of the environment, and distribute fuel based
on these priorities.
B. The City will provide prioritized lists for service restoration to utility service providers as
requested.
C. The City will not attempt to repair energy systems for which it does not have responsibility.
SITUATION
A. Auburn is subject to a number of hazards, both natural and technological that may disrupt or
damage equipment, which may cause disruption to essential services.
B. PSE power line facilities are both overhead and underground in Auburn. Auburn is
susceptible to high winds and interference from tall trees and other vegetation. Most power
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outages range from several hours to days. This time frame is expected to be much worse in
a major disaster or emergency.
C. Many homes and businesses are served with natural gas as an energy source. Gas service
could be interrupted by supply chain disruptions. Broken gas lines to buildings could also
cause gas to build up in the structure creating an explosion hazard.
PLANNING ASSUMPTIONS
A. Puget Sound Energy provides electric power and natural gas service inside the City limits.
B. The Public Information Officer will coordinate information regarding electricity and natural
gas service with Puget Sound Energy.
C. A severe natural disaster or other significant event can sever key energy and utility lifelines,
constraining supply in impacted areas, or in areas with supply links to impacted area, and
also affect firefighting, transportation, communication, and other critical lifeline functions
needed to ensure public safety.
D. There may be widespread power system failures following an event, which may take weeks
to repair.
E. There may be extensive pipeline failures, including natural gas and petroleum products,
which may take weeks to repair.
F. There may be hoarding of fuel in areas where shortages have occurred.
G. The City has its own gasoline and diesel fuel pumping station, with sufficient stocks to last
approximately 72 hours under normal use. In disaster situations, it is likely this stock will last
less than 72 hours. It is also likely that restocking will be limited or non-existent for some
period of time after a disaster.
H. The City, under existing building and fire codes, has the authority to disconnect utilities to
buildings or structures when deemed necessary during an emergency.
I. Puget Sound Energy, under a Proclamation of Local Emergency, may be granted the
authority to go on to private property to evaluate and repair utilities that jeopardize public
safety, property or the environment.
J. Ruptures of electrical and petroleum lines can represent potential sources of environmental
contamination and/or safety hazards.
CONCEPT OF OPERATIONS
A. The occurrence of a major disaster could destroy or disrupt all or a portion of the City’s
energy system.
1. The electrical power industry within Washington is organized into a network of public and
private generation and distribution facilities that form the Northwest Power Pool. Through
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such networks, the electrical power industry has developed a capability to provide power
under even the most extreme circumstances.
2. The Washington State Department of Transportation (WSDOT) can access local
petroleum supplies and major oil companies to facilitate the delivery of adequate
amounts of emergency petroleum fuel supplies and may be requested through local
emergency management channels.
B. To the maximum extent possible during a disaster, energy systems will continue to provide
services through their normal means.
C. If energy shortages exist, requests to meet needs will be submitted through existing
emergency management channels. Actions may be taken to curtail use of energy until
normal levels of service can be restored or supplemented. These resources, when curtailed,
will be used to meet immediate and essential emergency needs.
D. The Mayor or Emergency Management Director may authorize the fueling of non-City
owned vehicles (emergency services, essential utilities, etc.) from city gas and diesel
supplies, provided that a complete accounting is made for future reimbursement by the
requesting organization.
E. Energy information will be furnished to emergency officials at all levels to inform the public
on proper use of services.
F. As needed or requested, energy service providers will compile post-emergency damage
assessment reports, service restoration estimates, and other information and provide them
to emergency officials at all levels of government.
G. “To protect the public welfare during a condition of energy supply alert or energy
emergency, the executive authority of each State or local governmental agency is hereby
authorized and directed to take action to carry out the orders issued by the government
pursuant to this chapter as now or hereafter amended. A local governmental agency will not
be liable for any lawful actions consistent with RCW 43.21G.030 as now or hereafter
amended taken in good faith in accordance with such orders issued by the Governor.”
(RCW 43.21G.050).
RESPONSIBILITIES
A. City of Auburn
1. Public Works Department
a. Serve as liaison and coordinate response and recovery efforts between City
departments and local utility companies, as appropriate.
b. Provide support in securing areas where electrical or natural gas incidents pose a
danger to the public.
c. Provide assistance in implementing road closures and detours for roadways and
providing access to utility service providers to repair damage.
d. Support and maintain franchise agreements, letters of understanding, contracts, etc.
with private utilities responsible for electricity, natural gas, and pipeline fuel transport
to ensure response and recovery operations are conducted in an orderly manner and
in citywide priority sequence to the greatest extent possible.
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e. In coordination with other City departments, identify priorities for energy service
restoration.
f. Coordinate fuel needs, in conjunction with the Logistics Section, for transportation,
communications, emergency operations, and critical facilities.
2. Police Department
a. Provide or coordinate support in securing areas where electrical or natural gas
incidents pose a danger to the public.
b. Provide or coordinate assistance in implementing road closures and detours for
roadways.
B. State Agencies
1. Washington State Department of Commerce, Energy Division
a. Provide assistance to local jurisdictions in assessing damage to energy systems.
b. Coordinate restoration of energy systems statewide and provide assistance to local
jurisdictions with energy needs.
RESOURCE REQUIREMENTS
Resources that may be necessary in an energy emergency may include supplemental electrical
energy, reserve petroleum sources, utility contingency plans, maps and office supplies. Private
and public utility agencies will require specialized equipment and trained crews to rapidly
assess, maintain service, and restore impacted infrastructure.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 43.21G, Energy Supply – Emergencies and Alerts
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
None.
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ESF 13: PUBLIC SAFETY AND SECURITY
LEAD: Police
SUPPORT: City: Community Development Department
Public Works
INTRODUCTION
A. Purpose
1. To provide for the effective coordination of law enforcement operations within the City
during an emergency or disaster.
2. To provide support for local and State law enforcement operations.
B. Scope
This ESF addresses law enforcement and security activities within the City.
POLICIES
A. Under emergency or disaster conditions, law enforcement activities are the responsibility of
the local law enforcement agency within the jurisdiction.
B. Law enforcement units supplied by other levels of government will operate under the
direction and control of the designated Incident Commander, but can be recalled by their
jurisdiction at any time.
C. The Police Department will maintain normal policies and procedures whenever possible, but
may make adjustments when necessary to protect life, property, and the environment, in
accordance with City of Auburn Police Department Policy Manual, Chapter 4, Patrol
Operations.
D. During any emergency, the first priority for response is life safety, including the lives of first
responders. For this reason, lives will not put in harm’s way to protect property or the
environment.
SITUATION
Any large scale emergency or disaster, natural or man-made, holds potential for causing
disruption and the need for control and coordination by law enforcement to ensure the safety
and security of our community.
The City will periodically experience emergency situations that may overwhelm current law
enforcement capabilities. Equipment and personnel may be damaged or unavailable at times
when they are most needed.
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PLANNING ASSUMPTIONS
A. General law enforcement problems are compounded by disaster-related community
disruption.
B. Law enforcement personnel will be responsible for conducting windshield surveys within
their assigned districts and reporting results back to either their DOC or the EOC, whichever
is active.
C. Many routine calls for service will not be handled during a disaster, while law enforcement
personnel are focused on life safety events. Prioritization of calls for service will change as
the event fluctuates, and how calls are prioritized will remain with the DOC or EOC.
D. The capabilities of local law enforcement may be strained or exceeded. Supplemental
assistance may be requested utilizing existing mutual aid agreements or notices of consent
or via the EOC, however, normal mutual aid resources may be unavailable during a disaster
or significant event.
CONCEPT OF OPERATIONS
A. The Emergency Management Director is designated as the City’s Incident Commander in
situations which require a full (Level 3 with IMT) activation of the EOC.
B. The Police Chief will designate a police representative to assist with coordination in the
Operations Section of the EOC.
C. If an emergency occurs within the City, the Police Department will exercise overall authority
for law enforcement activities and responsibilities.
D. On-scene management of all incidents will follow the National Incident Management System
(NIMS) and will utilize the Incident Command System (ICS).
E. Unified Command will be utilized when multiple departments or jurisdictions respond to the
same incident and there is joint responsibility.
F. The on-scene Incident Commander will provide regular status reports and coordinate all
requests for additional resources through normal methods or the EOC.
G. The Washington Mutual Aid Peace Officers Powers Act, RCW 10.93, provides law
enforcement with mutual assistance capabilities between jurisdictions. Mutual aid
agreements exist with local law enforcement agencies. Supplemental law enforcement
assistance should be requested through the EOC, when activated.
Law enforcement support that may be available to deploy to the City of Auburn during
disasters and emergencies includes, but is not limited to, the following:
1. Local Agencies (mutual aid/notices of consent)
a. Pacific Police Department
b. Algona Police Department
c. Kent Police Department
d. Federal Way Police Department
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e. Sumner Police Department
2. County Agencies (mutual aid/notices of consent)
a. King County Sheriff
b. Pierce County Sheriff
3. State Agencies
a. Washington State Patrol
b. Washington National Guard
4. Federal Agencies
a. FBI
b. BATF
c. Secret Service
d. Federal Protective Services
e. Department of Homeland Security
These are federal government resources described in the Concept of Operations of the
National Response Framework. Federal agencies may be requested to provide public
safety and security during disasters and emergencies. ESF #13 provides guidance on
the integration of resources to support incident management functions.
RESPONSIBILITIES
A. City of Auburn
1. Police Department
a. Ensure all Police personnel are trained in City of Auburn Police Department Policy
Manual Chapter 4, Patrol Operations.
b. Provide routine and non-routine law enforcement activities within the City during a
disaster.
c. Conduct post-disaster windshield surveys in impacted areas.
d. Provide or coordinate security and perimeter control at incident scenes and the EOC
during activation when appropriate.
e. Provide support to the King and Pierce County Medical Examiner’s Offices in the
investigation, identification, recovery, and management of deceased persons.
f. Provide support to the EOC in the dissemination of emergency warning information
to the public, as requested.
g. Organize completion of Traffic Control Plans as related to road closures and efficient
traffic flow.
2. Public Works Department
a. Provide temporary traffic control measures/devices and operational control of traffic
signals, as requested.
RESOURCE REQUIREMENTS
Commissioned law enforcement officers, support staff, and equipment to provide 24 hour-a-day
coverage until the demands for the emergency situation or disaster are over.
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REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. RCW 10.93, Washington Mutual Aid Peace Officers Powers Act
8. National Response Framework
ATTACHMENTS
None.
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ESF 14: LONG TERM COMMUNITY RECOVERY AND MITIGATION
LEAD: Emergency Management
SUPPORT: City: Economic Development
Community Services
Public Information Officer
Innovation & Technology
Human Resources
Community Development
Public Works
Finance
All City Departments
INTRODUCTION
A. Purpose
To provide a standardized system to collect, report, and evaluate information related to an
emergency or disaster and the response necessary to facilitate the community’s transition
from an emergency situation to the resumption of normal activities.
B. Scope
This ESF addresses long-term recovery and mitigation activities required to return the
community to normal after a major emergency or disaster. It also addresses disaster
assistance and services provided to the City and non-profit organizations (Public
Assistance) and individuals in the community (Individual Assistance).
POLICIES
A. The recovery efforts for the City in a large disaster will initially be coordinated from the EOC,
under the direction of the EOC Manager.
B. After the initial recovery efforts are underway, or if the EOC has not been activated, recovery
efforts will be coordinated by the Emergency Management Division.
C. Departments are responsible for reporting observed damage to the EOC in accordance with
ESF 3, or directly to the Emergency Management Division when the EOC is not activated.
D. Detailed damage assessment will be conducted by the Community Development and Public
Works Departments and will commence as soon as possible after initial damage surveys are
complete.
E. Damage assessment information will be reported to King and Pierce County Emergency
Management by the Emergency Management Division as requested and as required for
reimbursement purposes.
F. In the event of a state or federal disaster declaration, individuals, families, and businesses
with losses will be referred to outside agencies for individual assistance whenever those
resources are made available. This activity is typically coordinated by King and Pierce
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County Emergency Management, with local information disseminated by the City.
G. When individuals, families, and businesses are not eligible for aid via individual assistance
programs, or when such programs are not made available, assistance programs will be
coordinated by the Economic Development Division and the Community Services Division
as appropriate.
H. Costs related to the event, including public facility damage and response costs, remain the
responsibility of the impacted agency, though state and/or federal assistance may be made
available.
SITUATION
In the event of a major disaster, the City of Auburn can expect disruption and damage to
communications systems, public and private utilities systems, transportation systems
and other critical infrastructure, all of which will cause disruption to essential City
services. Recovery may be a long-term process which will impact individuals,
businesses, and government, for weeks, months, or possibly years.
PLANNING ASSUMPTIONS
A. The capability to recover from any emergency or disaster is dependent upon the timely
receipt of accurate information. This information is used to determine priorities based on
needs and the availability of resources.
B. All City departments are responsible for inventorying, documenting, and reporting damage
to their facilities, as well as reporting time worked by their employees and volunteers, to the
Emergency Management Division. Employee timesheets for incident related work should
use project number as provided by the Finance Department.
C. The Emergency Management Division will compile and forward damage reports to the
respective counties as requested.
D. There are two types of damage assessment: Rapid, as covered in ESF 3, and Detailed,
which documents the specific losses incurred by both public and private entities. Detailed
assessment is used to justify state and federal disaster declarations and requests for
significant assistance.
E. Initial reports of damage from the public may be fragmented, incomplete, and inaccurate or
lacking the needed detailed information and must be followed up on by those charged with
compiling complete and detailed damage assessments. A windshield survey is conducted
from a vehicle and provides a visual overview of a community. Conditions and trends in the
community that could affect the health of the population are noted. Whenever possible
windshield surveys should be conducted by trained individuals using a form to ensure
appropriate data is collected and presented in a consistent manner.
F. There will likely be a shortage of individuals qualified to assess damage.
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G. Depending on the nature of the hazard and availability of resources, the City may conduct
structural inspections of privately-owned structures and businesses to determine whether
they are safe to enter and/or occupy. Those facilities with a life safety component will have
the highest priority (hospitals, medical facilities, shelter locations, etc.). The property owner
or occupant will be responsible for subsequent engineering evaluations to determine
corrective action or to appeal the City’s evaluation
H. King and Pierce County collect damage assessment information for individuals and
businesses within the City of Auburn and will report that information to the City upon
request.
I. The City has a FEMA approved Debris Management Plan, which is incorporated by
reference into ESF #14.
CONCEPT OF OPERATIONS
A. Following an event that requires activation of the EOC, the EOC may remain open to
coordinate initial recovery and restoration activities. In the event the EOC was not activated,
or a large number of people are not required to coordinate these efforts, recovery and
restoration activities will be coordinated by the Emergency Management Division and
carried out by their respective departments.
B. During the response phase of an event, EOC staff will document reported damage through
the City, evaluate community needs, and commence planning for recovery and restoration.
Resources and services will be arranged, as necessary for meeting urgent community
needs.
C. No single City Department has the resources necessary to survey and assess damage
throughout the entire City in a timely manner. All departments capable of providing
appropriate staff will do so and will be coordinated by the EOC or the Emergency
Management Division.
D. Damage assessment teams will be supplemented using mutual aid and qualified volunteers.
E. Rapid damage assessment will be carried out by existing field staff, pursuant to ESF 3.
F. The Emergency Management Division will coordinate and compile damage assessment
information supplied by all departments, prepare required county, state, or federal reports
regarding damage, and will act as the primary point of contact for state and federal
reimbursement.
G. Damage assessment will be conducted in two phases: Rapid, as specified in ESF 3, and
Detailed, as specified below:
1. A detailed damaged assessment is needed to document the magnitude of private and
public damage for planning recovery activities, to justify requests for state and federal
assistance, and to meet the information needs of the public.
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2. Detailed damage assessment will generally begin following the completion of response
activities to protect life and property. Depending on the nature and magnitude of
damage, detailed assessment could last for several weeks.
3. Detailed damage assessment of city-owned facilities may be conducted by the
Community Development Department for structures and Public Works Department for
public infrastructure, or other qualified personnel, either employed, contracted, or
otherwise retained by the City to perform such services.
4. Damage will be documented in such a way as to facilitate completion of preliminary
damage assessment forms by the Emergency Management Division.
5. The Emergency Management Division will collect all damage information and complete
the preliminary damage assessment forms made available by the State. These forms will
be submitted to King and Pierce County Emergency Management as appropriate.
6. Damage assessment forms must generally be provided by the County to the State prior
to any public assistance being made available.
7. Information contained on these forms may be made available to the public pursuant to
public information laws and information releases will be coordinated between the
Emergency Management Division and the Communications Manager.
H. Individuals, families, and businesses seeking post-disaster assistance will be referred to the
appropriate Disaster Field Office or local resources as appropriate.
RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Division
a. Solicit, receive, document, evaluate, and disseminate damage assessment
information if the EOC is not activated.
b. Ensure appropriate City employees and volunteers are trained in damage
assessment process, procedure, and techniques.
c. In conjunction with other departments, develop a list of essential public and private-
owned facilities requiring the highest priority for safety evaluation and approval of
any required repair work.
d. Develop and maintain relationships with community organizations and businesses to
facilitate recovery and restoration resources and services.
e. Recommend policy and provide direction on emergent issues not otherwise
addressed or those for which there is disagreement or confusion regarding
responsibility, scope, duration, coordination, or procedure.
f. Coordinate debriefings, complete after-action reports, and recommend revisions to
the CEMP and other plans.
g. Compile and submit all cost recovery related paperwork to appropriate agencies.
h. Maintain all official records used to request reimbursement.
2. Public Information Officer
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a. Inform the public of available services and assistance programs and encourage
damage reporting.
3. All City Departments
a. Assist in development of a critical facilities list.
b. Ensure staff is trained on damage reporting procedures.
c. Perform immediate assessments of work areas after an event and report information
to EOC or DOC.
d. Direct relocation of department staff pursuant to COOP plans, in coordination with
the EOC if possible.
e. Provide staff to assist with county, state or federal official site visits.
f. Utilize project tracking to document all incident related expenses including time
sheets for employees and requisitions or purchases using appropriate project
number for the event or incident.
4. Finance Department
a. Document all expenditures relating to disaster recovery and restoration efforts.
b. Ensure disaster-related expenditures are made and documented in accordance with
applicable laws, regulations, and accounting procedures.
c. Assist City departments with documenting disaster-related expenditures.
d. Conduct financial and cost analysis of emergency and disaster efforts.
e. Assist in identifying internal and external funding sources for disaster-related
expenditures if department budgets are exceeded.
f. Solid Waste Division coordinates recycling issues, solid waste collection, and pick-up
and disposal of hazardous materials.
g. Finance will develop plans and procedures for managing debris removal activities in
conjunction with the Parks Department and the Public Works Department, ensure
adequate resources and trained personnel are identified to conduct debris removal
activities [refer to the City of Auburn Debris Management Plan].
5. Human Resources Department
a. Manage the compensation for injury and claims process arising from the event.
6. Innovation & Technology Department
a. Work to ensure or restore telecommunications services and computers within City
facilities.
b. Provide damage assessments of communications and computer systems in all City
facilities.
7. Community Development Department
a. Assist and advise the public with relevant recovery activities, including, but not
limited to building and safety inspections, land use and zoning information, and
permits assistance.
b. Review development standards and building codes, making recommendations for
improvements based on lessons learned from specific events.
c. Provide representatives to staff the Planning Section of the EOC, including the
Planning Chief position.
8. Public Works Department
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a. Develop and implement procedures for conducting urgent and detailed damage
assessment and post-disaster safety inspections of city owned transportation and
infrastructure facilities.
b. Develop policies and procedures for addressing storm water, surface water, and
drainage issues on public and private property.
c. Provide a representative to the EOC who will serve in the Operations Section.
d. Operation Services
i. In conjunction with the Parks Department and the Solid Waste Division, ensure
adequate resources and trained personnel are identified to conduct debris
removal activities. Develop plans and procedures for managing debris removal
activities, including recycling issues, solid waste collection, and pick-up and
disposal of hazardous materials.
ii. Identify temporary storage locations for disaster-related debris.
iii. Remove debris from right-of-ways, and repair transportation infrastructure
damaged during the event, focusing on critical “lifeline” routes.
RESOURCE REQUIREMENTS
Resources required for recovery are largely dependent on the emergency, its location, duration and
population impacted, however it is expected that more resources than readily available will be required.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. City of Auburn Debris Management Plan
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
None.
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ESF #15 – Public Information Revised January 2015 173
ESF 15: PUBLIC INFORMATION
LEAD: Communications
SUPPORT: City: Emergency Management
All City Departments
INTRODUCTION
A. Purpose
1. To ensure sufficient assets are mobilized during emergencies or disasters to provide
accessible, accurate, coordinated, and timely information to impacted individuals, first
responders, governments, media, tribes, and the private sector.
2. To provide resource support and mechanisms to implement a local Joint Information
Center (JIC) when necessary and supplementing first responder public information
officer operations with JIC resources.
B. Scope
1. This ESF details the establishment of support positions to coordinate communications to
various audiences. It applies to all City departments that may require public information
support, or whose public information assets may be utilized during an emergency or
disaster.
2. The context of this ESF is emergency or disaster situations that exhaust or nearly
exhaust the capacity of local public information officers or in other situations where
additional support is requested.
POLICIES
The City recognizes the importance of providing vital information to the community during times
of emergency or disaster. The City will strive to work with all involved agencies to ensure that
information provided to the community is accessible, consistent, accurate, complete, and
promptly delivered using all appropriate means of communication. The City will coordinate the
development and dissemination of all disaster-related public information through a designated
Public Information Officer(s).
SITUATION
The City of Auburn may experience emergency situations, which require the dissemination of
critical information to the public and news media. Potential emergency situations include both
natural and technological events, as identified in the King County Hazard Identification and
Vulnerability Analysis (HIVA). Public information is critical to alerting citizens of an impending
emergency, directing and informing them during the emergency, and assisting them in the
recovery process. Many of the avenues for communicating can be found in ESF #2
Communications and Warning.
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PLANNING ASSUMPTIONS
A. The EOC Manager will appoint a qualified Public Information Officer (PIO) for each
operational period of an incident where public information is required. The PIO will act as the
focal point for coordination and dissemination for public information, as approved by the
EOC Manager.
B. The EOC Manager or PIO may appoint Assistant PIOs when needed, or as requested by
the primary PIO.
C. Media briefings will normally take place at City Hall, where adequate parking and media
facilities exist. Alternate locations will be identified at the time of the incident should City Hall
not be available. Unless absolutely necessary, media briefings will not take place at the
EOC. The City will attempt to arrange for a certified sign language interpreter to translate
during televised briefings.
D. When possible, emergency information will be provided in both English, Spanish, and be at
a 6th grade reading level or lower. When unable to obtain a translator, pre-scripted, standard
emergency messages will be disseminated in Spanish and English, accompanied by images
when possible, and provided in both audio and text format. When determined necessary by
the PIO, the city will also provide language translation for other limited English proficiency
population groups in the city.
E. The PIO will utilize checklists and worksheets for guidance when preparing public
information notices during an emergency or disaster.
F. A wide variety of communications tools may be utilized to disseminate public information,
including, but not limited to: print, radio, and television media, websites, social media, e-
mail, printed materials, public safety and amateur radio systems, and the Emergency Alert
System (EAS). LEP and impaired populations needs will be considered.
G. In some circumstances, it may become necessary to release emergency public information
from field command posts. In this event, the Incident Commander at the Command Post will
notify the EOC and the primary PIO as quickly as possible to ensure consistent information
releases.
CONCEPT OF OPERATIONS
A. Overview
The PIO, as authorized by the EOC Manager, will act as the focal point for coordination
and dissemination for public information and will coordinate with other PIOs as
appropriate.
B. Objectives
1. The public information objectives during an emergency or disaster are:
a. To inform the public and City employees of the presence of a hazardous situation, its
effects, and proper counter measures.
b. To coordinate the City’s release of public information to the media.
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c. To inform the public on protective measures that can be taken during an emergency
and the availability of disaster assistance after an emergency.
d. To control rumors and provide timely and accurate information.
C. Dissemination
2. The PIO will determine the methods for dissemination of local emergency information
and instructions, with authorization of the EOC Manager and in coordination with other
City departments.
3. Information will also be disseminated to the Mayor, City Council, field personnel, and
other City employees so they are aware of what is being released to the public. Once
this information has been released, all personnel are authorized to repeat to the public
whatever public information has been provided to them, to ensure that residents and
agencies receive prompt replies to their queries. Media inquiries should be directed to
the PIO.
4. Dissemination of public information regarding City activities and services relating to an
emergency will be reviewed and coordinated with the primary PIO.
5. A Joint Information Center (JIC) may be established to coordinate emergency public
information in situations where multiple jurisdictions are involved in the emergency
response. A JIC will typically be a function of the County during a large-scale event, but
may be implemented on the local level when appropriate.
6. Public Information Officers will have access to current distribution lists maintained by the
City’s Communications Manager for media and other public contacts.
RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Director (Incident Commander or EOC Manager as
appropriate)
a. Appoint a PIO for each operational period of the EOC.
b. Represent the City at press conferences, public meetings, and other public events,
along with the Mayor and relevant department heads.
c. Approve all press releases and briefings
d. Support the PIO in coordinating all press releases and briefings.
e. Incorporate an evaluation of communications effectiveness in the after action review
(AAR).
2. Public Information Officer(s)
a. Organize press conferences, public meetings, and other public events as
appropriate, and represent the City at same.
b. Receive Emergency Management Director (IC or EOC Manager as appropriate)
approval for all press releases and briefings.
c. Coordinate with involved departments and other local agencies when information is
to be released via EAS or other shared information systems.
d. Arrange for translation services (Spanish & American Sign Language) and other
languages as appropriate to translate messages and briefings.
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e. Gather and coordinate emergency public information for timely release to the public.
f. Notify appropriate agencies to assist in the dissemination of emergency public
information.
g. Give regular information briefings to news media and the public, as authorized by the
Emergency Management Director, or EOC Manager.
h. Provide information to City departments that can be released to the public.
i. Recommend appropriate location(s) for public official and media briefings to the EOC
Manager.
j. Monitor media coverage and public reaction and perceptions in order to identify
rumors and misinformation as soon as possible. Prepare and disseminate
corrections as appropriate.
3. All City Departments
a. Provide pertinent and timely information to the EOC through department
representatives regarding field activities and emergency public information
recommendations and needs.
b. Notify the PIO of rumors and misinformation so that corrections can be prepared and
disseminated.
c. Coordinate all information releases with the PIO.
d. Provide staff to be trained as PIOs at the request of the Communications Manager or
Emergency Management Division.
e. Provide trained PIOs to the EOC or other departments as requested and as
resources allow.
RESOURCE REQUIREMENTS
City department personnel trained in Public Information development and dissemination.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. National Response Framework
ATTACHMENTS
None.
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ESF 20: DEFENSE SUPPORT OF CIVIL AUTHORITIES
LEAD: Police
Community Development
Public Works
SUPPORT: State: Washington State Military Department - EMD
Washington State Military Department - National Guard
Federal: Federal Emergency Management Agency
Department of Defense - ARNORTH/US NORTHCOM
INTRODUCTION
A. Purpose
1. To describe the circumstances and conditions under which units of the Washington
State National Guard and the Department of Defense (DOD) can provide military support
civil authorities.
2. To describe the procedures used to obtain military support.
B. Scope
This ESF addresses all requests for military support originated by the City of Auburn
through King or Pierce County Emergency Management following a proclamation of civil
emergency.
POLICIES
A. The Police Department will serve as liaison between the EOC and military forces located
within the City which are providing law enforcement related services
B. Public Works will serve as liaison between the EOC and military forces located within the
City which are providing services related to the PW mission areas. Washington National
Guard Civil Support missions are conducted to assist in:
Supporting civil authorities whose capabilities or capacity are insufficient to meet
emergency response requirements with general purpose, specialized, or unique
Guard forces or capabilities, such as HAZMAT, CBRNE and Aviation.
Protecting the life, property, and safety of U.S. citizens and U.S. persons.
Protecting critical U.S. infrastructure through planning and preparation.
Providing humanitarian assistance during disaster response and domestic
emergencies.
Providing support to designated law enforcement activities and operations such as
security, traffic management, personnel support and additional resources.
Providing support to designated events, programs, and other activities such as
security, CBRNE detection and response, HAZMAT and medical support.
C. All military forces remain under, and will follow, the military chain of command.
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SITUATION
If the City of Auburn cannot accommodate a resource request using city or private assets, a
resource request will be made to Zone 3 partners or the Zone 3 Coordinator if established as
part of the Regional Coordination Framework or King County ECC as part of routine resource
management activities. If Zone 3 or King County cannot meet the need, the request will be sent
to the state EOC. It will be up to the state to determine the appropriate means of meeting the
City’s request, including the use of military assets,
PLANNING ASSUMPTIONS
A. The City may request military assistance to assist in disaster operations and civil
emergencies.
B. The military is capable of providing a wide range of support to local governments during an
emergency or disaster.
C. Military assistance is considered supplemental to local efforts and will not be requested
unless and until applicable local resources have been, or will imminently be, exhausted.
D. Military support may be delayed until a state of emergency is proclaimed by the Governor or
a Presidential Disaster Declaration has been issued.
E. It may take 48 hours or longer to receive military assistance.
F. When deployed to provide military support to civil authorities, military forces will work under
the direction of local authority, but will retain their unit integrity and chain of command.
CONCEPT OF OPERATIONS
Resource requests are submitted through the appropriate county emergency management
agency, which then routes them to the State if they are unable to be fulfilled with existing
resources. The state may use military assets to fulfill routine resources requests during a
disaster or emergency.
A. All requests for military assistance, except requests during imminently serious situations as
described herein, will be submitted to the Washington State Emergency Operations Center
through the applicable county emergency management office.
B. If the City is aware of a specific military asset that would fulfill the resource request
submitted, that information should be included in the request.
C. In an imminently serious situation, the City may request assistance directly from the military.
An imminently serious situation is one in which there is an imminent threat to life and/or
property which will cause human suffering. A military unit commander can respond to direct
requests for assistance, if:
1. An imminently serious situation exists.
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2. The military unit is capable of providing the type of support requested without
degrading its primary national defense commitments.
3. The military unit is the only source of help available including the private sector, or
the only source of help including the private sector that can response in time to
support the City in alleviating the situation.
4. The Mayor has issued a proclamation of civil emergency.
5. The City government is willing to certify to military authorities that conditions 1, 3,
and 4 (above) exist.
6. The City agrees to assume the costs incurred by the military unit to provide the
requested support.
D. The base commander of a military installation has the authority to respond to immediate life-
threatening emergencies. Requests made under these circumstances may be made directly
to the local installation. Assistance from the U.S. Coast Guard and the Military Assistance to
Safety and Traffic (MAST – Joint Base Lewis-Mc Chord) may be requested through
Washington State SEOC. All other requests for military assistance must be submitted to
SEOC via the appropriate county emergency management agency.
E. The National Guard may be available following activation by the Governor. Requests for
National Guard assistance must be submitted to SEOC via the appropriate county
emergency management agency.
F. To obtain National Guard assistance, the City must demonstrate that the need is beyond its
capability or that a special capability provided only by the military is immediately required.
G. Under the Posse Comitatus Act, Federal military forces cannot engage in direct law
enforcement activities, such as arresting individuals or conducting surveillance. However,
they are allowed to provide indirect support, such as loaning equipment or providing
technical assistance to civilian law enforcement agencies.
RESPONSIBILITIES
A. City of Auburn
1. Police Department
a. Determine if and when a recommendation will be submitted to request military
assistance for law enforcement related activities.
b. Identify suitable staging areas and coordinate logistic support with the
responding military unit, as appropriate.
c. Coordinate activities to ensure efficient use of requested assets.
2. Public Works
a. Determine if and when a recommendation will be submitted to request military
assistance for Public Works. For examples of military resources and services
available see Attachments 1 and 2.
b. Identify suitable staging areas and coordinate logistic support with the
responding military unit, as appropriate.
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c. Coordinate activities to ensure efficient use of requested assets.
RESOURCE REQUIREMENTS
Large scale disasters or events may require large amounts of resources to support local law
enforcement and public works. This may include equipment and personnel that the military or
Washington National Guard may possess. While the military can provide support in many
cases, there are limitations on the work that can be provided to the City. When local resources
are overwhelmed or reaching that point, city leadership should consider requesting resources
from the military and or Washington National Guard.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Military Support to Civil Authorities Plan, Headquarters I Corps and Joint Base Lewis-
McChord
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
1. Military Organizations
2. Examples of Military Resources and Services
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Attachment 1: Military Organizations
NOTE: all requests for military assistance must be coordinated through the King or Pierce
County Emergency Operations Center and requested via the Washington State Emergency
Operations Center or Duty Officer.
U.S. Army Corps of Engineers
Seattle, WA
Washington Army National Guard
Camp Murray, WA
Madigan Army Medical Center
Tacoma, WA
364th Expeditionary Sustainment Command (USAR)
Marysville, WA
B Company, 214th Aviation Regiment (USAR)
Joint Base Lewis-McChord, WA
Navy Region Northwest
Silverdale, WA
Naval Station Everett
Everett, WA
Navy Engineering Field Activity NW
Poulsbo, WA
Naval Submarine Base Bangor
Silverdale, WA
62nd Air Force Wing
Joint Base Lewis-McChord, WA
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Attachment 2: Examples of Military Resources and Services
(not all inclusive)
Washington Military Department
Aircraft for transportation and reconnaissance
Vehicles and drivers to assist with transportation
Vehicles for transporting sand and sandbags
Personnel to assist in securing roadblocks
Limited mass feeding
Civil disturbance operations/area security patrols
Perimeter security/quarantine
Limited military engineering
Mobile/fixed communications
Delivery of supplies
Emergency shelter
Limited emergency electrical power
Urban search and rescue
Limited emergency medical aid
Limited potable water
U.S. Department of Defense Assets
Medical assistance
Patient evacuation
Urban fire suppression
Communications equipment
Debris clearance for emergency access
Damage assessment and structural evaluation of buildings
Demolition
Water supply
Service restoration for critical facilities
Contract and construction management
Electrical generation
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Support Annexes
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SA 1: DIRECTION AND CONTROL
PURPOSE
A. To provide for the effective direction, control, and coordination of emergency management
activities undertaken in accordance with the City of Auburn Comprehensive Emergency
Management Plan (CEMP).
B. To ensure continued operation and continuity of City government and its functions during
and after and emergency or disaster.
C. To ensure preservation of public and private records essential to the continued operations of
government and the private sector.
POLICIES
A. The City Council has adopted Chapter 2.80 of the Auburn City Code to implement the
provisions of RCW 42.14, the Continuity of Government Act, for the continuation of local
government due to incapacitation because of an emergency or disaster.
B. The City will coordinate its activities with surrounding cities, counties, State, Federal, and
Tribal governments and with other jurisdictions within both King and Pierce counties.
C. Each City Department will be responsible for creating Continuity of Operations (COOP)
Plans specific to their mission areas, which are also compatible with the CEMP.
D. The Director of Emergency Management, has authority for the direction and control of
emergency operations.
PLANNING ASSUMPTIONS
A. Following a hazardous event, the City will continue to be exposed to the hazards noted in
the King County Regional Hazard Mitigation Plan and may have sustained sufficient
damage, including loss of life and destruction of infrastructure, that traditional emergency
services may be overwhelmed.
B. Activation of the Emergency Operations Center (EOC), with appropriate staff and resources,
can facilitate coordination of disaster response and recovery activities thereby reducing
personal injury and damage to property and the environment.
C. The EOC will only be activated to the level needed to efficiently coordinate the response to
the emergency or disaster at hand and staffing recommendations will be made by the EOC
Manager. Several levels of activation are included in the EOC Position Guidebook(s).
D. The EOC may be activated at the request of any impacted Department, at the request of an
outside agency, upon the recommendation of the Emergency Preparedness Manager, or at
the discretion of the Director of Emergency Management.
E. The effects of an emergency or disaster on personnel and infrastructure, as well as family
responsibilities, may cause delays in activating the EOC.
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CONCEPT OF OPERATIONS
A. General
1. Direction, control, and coordination are conducted along the general guidelines shown in
Attachment 1 – Emergency Management Organization Chart, Attachments 2-5 –
Emergency Operations Center Activation Levels, and Attachment 6 – Functional
Responsibility Matrix.
2. Continuity of government is ensured through leadership succession, backup
communications systems, alternate operational locations, and preservation of essential
records.
B. Organization
1. Emergency management in the City is established by RCW 38.52, Emergency
Management. Other city, county, and state laws and ordinance provide guidance for how
the City conducts business during an emergency or disaster. (See Appendix 3,
References).
2. In accordance with ACC 2.75, direction and control of disasters and emergencies in the
City is delegated to the Director of Emergency Management, in his/her capacity as
Incident Commander, when so designated by the Mayor.
3. Appropriate individuals may operate during emergencies and disasters from the primary
EOC, an alternate EOC, or DOCs,
4. Direction and control can be conducted using the existing communications systems that
are available to City employees.
C. Coordination
The EOC provides the means for coordinating resources and assets necessary to
alleviate emergency or disaster impacts on residents and public entities. Coordination
occurs with local, county, state, tribal, and federal agencies, as well as special purpose
districts, voluntary organizations, and the private sector.
D. Continuity of Government
1. City Council and Mayor
a. RCW 42.14, the Continuity of Government Act, establishes provisions for the
continuation of government in the event its leadership is incapacitated.
b. RCW 42.12, Vacancies, provides for filling vacant elective offices by the City Council.
The line of succession for elected City officials will be the Mayor, followed by the
Deputy Mayor, with further designations specified in ACC 2.80.030.
c. ACC 2.75 designates the Director of Emergency Management and further
designates the Director of Emergency Management as the Incident Commander for
City-wide emergencies.
d. Should it become necessary for the Director of Emergency Management to assume
City-wide administrative duties due to line of succession requirements, he or she will
appoint an interim Director of Emergency Management to ensure continuity of
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Emergency Management functions.
2. Essential Records Preservation
All departments will identify records essential for continuity and preservation of
government and provide for their protection as required by RCW 40.10.010,
Essential Records – Designation - List-Security and Protection – Reproduction and
as outlined by the State Archivist.
E. Emergency Operations Center
1. The City will coordinate emergency and disaster activities from a central location,
referred to as the EOC, which has facilities and amenities to facilitate such activities. The
primary EOC is located at 1 E Main ST; Suite 380. The Auburn Police Department,
located in the Auburn Justice Center, 340 E Main St. Suite 201., may serve as an
alternate EOC. The city also has agreements with other public agencies to facilitate
alternate locations in the event our EOC is out of service when needed.
2. The purpose of the EOC is to be the focal point of the City’s response to an emergency
or disaster and to be a central support and coordination point for City departments. The
EOC will:
a. Collect, record, analyze, display, and distribute information.
b. Create and maintain situational awareness and a common operating picture, to be
disseminated to all City departments.
c. Coordinate public information and warning.
d. Coordinate City government emergency activities
3. The EOC may be activated to whatever level is deemed appropriate for the specific
circumstances. Recommendation for initial activation of the EOC is the responsibility of
the Director of Emergency Management or the Emergency Manager, who will then also
make staffing and activation level recommendations. Citywide and interagency
coordination of information, resources, and plans will take place in the EOC. In general,
the EOC will be activated and physically staffed during any situation in which one or
more City departments require coordination with outside agencies or in which one or
more departments face critical resource shortages. Level one EOC activation may take
place from a location other than the designated primary or alternate EOC locations if the
necessary functions can be adequately performed. Such locations might include any
Department Operations Center or the Emergency Management Office.
RESPONSIBILITIES
A. General
1. General responsibilities for City departments are identified in the Basic Plan, under
Responsibilities. Attachment 6, the Functional Responsibility Matrix, identifies lead and
support departments, agencies, and other responders as they related to the emergency
support functions identified by this CEMP.
2. Administrative and response policy decisions affecting the City are made by the Policy
Group in the EOC, led by the Mayor, with the support of the City Council. The EOC will
be informed of all policy decisions that impact response and recovery efforts. The role of
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the Policy Group is to deal with the policy issues brought about by the circumstances of
the emergency or disaster, not to determine on-going or long-term City policies.
3. Department Directors may be required to be part of the Policy Group, hold a position in
the EOC, and/or oversee their own departments from their respective DOCs.
4. Overall direction and control of department resources and operations rests with each
individual department, recognizing that all large incidents will have a single or unified
Incident Command System in place. Overall coordination of information, resources, and
preparation of the City-wide Incident Action Plan rests with the Incident Commander if
one has been designated. Otherwise, this function falls to the EOC and the EOC
Manager.
5. Each department will have a pre-designated location from which to establish direction
and control of its respective activities in an emergency or disaster. These locations will
be referred to as Department Operations Centers (DOCs). Department Directors are
responsible for ensuring their departments maintain sufficient documentation,
communicate and coordinate with the EOC, and follow established procedures for
resource needs. Each department engaged in field operations will assign
representative(s) to the Operations Section in the EOC to ensure a direct link between
the DOC and the EOC.
6. Because of the complexity of emergencies and disasters, departments and individuals
may find themselves responsible for functions or operations that do not normally fall
within their scope of responsibility. They will further find that they must work closely with
other employees, departments, and outside agencies in order to ensure the success of
the operation.
7. Personnel in the EOC handle coordination issues, including coordination of operational
decisions that significantly affect more than one department. The Incident Commander,
Director of Emergency Management, or EOC Manager will keep the Mayor and/or Policy
Group apprised of major events, decisions, or activities associated with the emergency
or disaster. The Mayor and/or Policy Group will inform the EOC of all policy decisions
concerning the event.
B. City of Auburn
1. The Emergency Management Program for the City of Auburn is organized pursuant to
ACC 2.75. The appointed Director of Emergency Management is designated by the
Mayor and in-turn appoints an Emergency Manager. The Emergency Manager is
responsible for day-to-day emergency management activities in the City, including
training, exercises, planning, and compliance activities. The organization includes an
Emergency Management Board, which is chaired by the Mayor and vice-chaired by the
Director of Emergency Management during non-emergency times. All Department
Heads are members of the Emergency Management Board. The Board’s responsibility is
to provide policy recommendations to the City Council during emergency and recovery
periods and to provide policy direction for development and maintenance of the
emergency operations plan. During an emergency, the Board is chaired by the Director
of Emergency Management and is charged with providing overall policy direction for the
incident.
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2. The organization also includes an Emergency Management Committee, which is chaired
by the Emergency Manager. The committee includes representatives from all City
departments as well as those outside organizations with a defined role in emergencies
and disasters. The Committee is charged with ensuring the City has a complete and
current emergency operations plan and with ensuring appropriate staff are trained and
made available to work in the EOC upon activation.
3. During an emergency or disaster, those assigned to either the Board or the Committee
may be placed into differing roles in the EOC, depending on the requirements of the
incident.
4. RCW 42.14, the Continuity of Government Act, allows local governments to conduct the
affairs of the jurisdiction outside the territorial limits of the jurisdiction in the event it is
impossible or impractical to continue operations at the usual locations. Decisions to
relocate local government will be the responsibility of the City Council and the Mayor and
be based upon the circumstances of the emergency or disaster or upon the
recommendation of staff. RCW 42.30.070, the Open Public Meetings Act – Times and
Places for Meetings – Emergencies – Exceptions, allows for City Council to take
expedited actions in times of emergency, at a place and time other than their regular
meeting, without giving public notice. The Mayor may request a meeting of the Council in
times of emergency pursuant to these RCWs.
C. City Council
1. Establish emergency management policy and budget, prior to, during, and after an
incident sufficient to fulfill the requirements of the City’s preparedness, mitigation,
response, and recovery activities.
2. For the duration of an event, maintain liaison with the EOC Policy Group via the Mayor
and establish a presence in the EOC Policy Group if requested by the Mayor.
3. Communicate to the EOC via the Mayor, the status of various neighborhoods and any
public concerns that exist in the City.
4. Communicate to the public only that information which is approved by the Mayor or
Incident Commander for dissemination.
5. Attend emergency City Council meetings called by the Mayor pursuant to RCW 42.14
and RCW 42.30.070 to conduct urgent business of the City.
6. Provide for the continuity of the legislative branch and temporarily fill any vacancy of an
elected position by appointment.
7. Upon request of the Mayor, host and accompany VIPs and governmental officials on
tours of the emergency/disaster area.
D. Mayor
1. Sign proclamations of emergency as warranted by the incident
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2. Preserve the continuity of the executive branch of government.
3. Provide for the implementation of planning, including drills and exercises, for the
preparedness of persons and property within the City in the event of an emergency or
disaster.
4. Provide visible leadership in the community, through direct visits, press conferences,
and other means, providing interviews to the media as arranged by the Public
Information Officer.
5. Host and accompany VIPs and governmental officials on tours of the
emergency/disaster area.
6. Provide for the coordination of local, State, Federal, private, and volunteer organizations
and resources before, during, and after an incident.
7. Provide for the appointment of a Liaison Officer to serve in the Incident Command
structure to act as the point of contact for outside organizations and agencies.
8. Approve activation of the EOC as recommended by the Director of Emergency
Management or other staff.
9. Call emergency meetings of the City Council to pass ordinances and conduct other
urgent business pursuant to RCW 42.14 and RCW 42.30.070.
E. Director of Emergency Management (through the Emergency Manager or Division as
appropriate)
1. Ensure emergency preparedness, mitigation, response, and recovery activities are
carried out within the City. Develop plans necessary for utilization of local resources in
disasters.
2. Ensure training programs and emergency operations drills are carried out within the City.
3. Coordinate local, State, Federal, private, and volunteer organizations and resources
before, during, and after an incident, in consultation with the Mayor as appropriate.
4. Appoint a Liaison Officer during an event to serve as the point of contact for agency
representatives from assisting organizations and agencies outside of City government, in
consultation with the Mayor as appropriate.
5. Appoint a Public Information Officer for each operational period, as appropriate.
6. Establish and maintain communications with the Mayor (Policy Group), the Public
Information Officer, and EOC Section Chiefs.
7. Activate the EOC when necessary to coordinate disaster response activities of all City
departments during disasters or other emergencies. Advise King and/or Pierce County
Emergency Management when the local EOC has been activated.
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8. Provide initial warning of impending disaster to public officials and local emergency
response departments, provide instruction to the general public before, during, and after
emergencies, and minimize rumors. A communication link to the local Emergency Alert
System via King and/or Pierce County Emergency Management may be vital to the
transmission of information critical to the life safety of responders and the public.
9. Manage EOC operations during activations.
10. During City-wide Incident Management Team activation, approve all decisions and
actions by City personnel through the use of an Incident Action Plan.
11. Request disaster mission number from Washington State EMD if volunteers will be
assisting in the event, to provide medical and equipment loss coverage to the volunteers
pursuant to RCW 38.52.
12. Establish command structure and implement the appropriate EOC level and personnel
assignments to manage the event.
13. Establish immediate priorities.
14. Develop and implement strategic goals and tactical objectives based upon the situation
and priorities established.
15. Ensure planning meetings and briefings are scheduled and conducted with elected
officials and EOC personnel and approve all press releases.
16. Approve and authorize the implementation of the Incident Action Plan (IAP).
17. Provide interviews to the media, as arranged by the Public Information Officer.
18. Implement the City-wide recovery plan.
19. Ensure all EOC personnel maintain an individual Activity Log Sheet.
20. Approve plan for demobilization of resources.
21. Prepare the after action report.
22. Appoint a Logistics Chief to accept requests for additional resources from City
personnel, residents, and departments and to coordinate supplemental resources
supplied by local private organizations or from the state and federal level.
23. Assist the Mayor, as needed, in drafting and submitting local proclamations of
emergency.
24. Ensure mechanisms are in place to register spontaneous volunteers at the time of an
event.
25. Coordinate and manage the message control function in the EOC, including staffing,
logging, and message delivery.
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26. Act as the City’s agent for coordinating and requesting FEMA assistance post-disaster.
F. Public Information Officer
1. Obtain prior approval and authorization from the Incident Commander, Director of
Emergency Management, or EOC Manager for all press releases and briefings.
2. Prepare and coordinate all press releases and briefings.
3. Provide press releases to the EOC and other City Departments prior to public release if
possible.
4. Coordinate with affected jurisdictions to ensure the public receives accurate and
consistent information.
5. Assist in the preparation of briefings to the Mayor, public and elected officials, and EOC
staff.
6. Response to media and public information calls, as appropriate.
7. Establish rumor control hotline, as needed.
G. Department Directors
1. Oversee and provide policy recommendations before, during, and after an emergency or
disaster as part of the Emergency Management Board, pursuant to ACC 2.75.
2. Provide staff to support the efforts of the EOC.
3. Identify and train specific staff members to function as Public Information Officers prior to
an event, upon the request of the City Public Affairs and Marketing Manager.
4. Work with the Finance Section to document all expenses.
5. Assist the City Clerk and Innovation & Technology in identifying and preserving essential
department records.
6. Assign staff members to the Emergency Management Committee (EMC) to carry out
development, maintenance, and implementation of the CEMP.
7. Develop and maintain policies and SOPs for the department’s disaster responsibilities.
8. Document emergency related activities and costs.
9. Provide direction and leadership to department staff while fulfilling emergency
management responsibilities.
H. City Employees
1. Develop individual and family plans for use during an event.
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2. Be prepared to respond, as needed, in the role of an emergency worker, assuming that if
the disaster is severe enough and communications are down, they will have an
assignment and should attempt to find a way to reach the City.
3. In the event the City is not reachable, report to the nearest other government agency to
offer assistance, if appropriate.
4. Respond to a designated area with proper clothing and equipment, as directed.
5. Be prepared to assist in whatever capacity assigned, regardless of regular assignment.
I. City Attorney
1. Provide legal advice to elected officials, the Mayor, the Director of Emergency
Management, and City Departments as it pertains to emergency response or disaster
recovery.
2. Review contracts for emergency work and procurement.
3. Provide legal review of emergency plans and supporting documents to ensure
compliance with local, State, and Federal laws.
4. Prepare a Proclamation of Emergency, if appropriate.
5. Obtain appropriate signatures for ratification of any Proclamation of Emergency.
J. Human Resources
1. Provide a representative to assist in the Planning, Logistics and/or Finance and
Administration Sections in the EOC.
2. Develop plans for employee’s family notification and support during disaster activities.
3. Develop, in coordination with the Emergency Management Division, procedures to
coordinate the registration of volunteers as temporary emergency workers on behalf of
the City.
4. Manage the compensation for injury and claims process arising from the disaster, in
accordance with ACC 2.75.
5. Provide for continuity for Court operations, as feasible.
6. Continue to operate the Municipal Court as efficiently as possible in order to maintain
due process of law in civil and criminal justice matters.
7. Develop plans and procedures to relocate courtrooms to continue necessary judicial
process during emergencies or disasters.
8. Work with Building Division to assess and prioritize City-owned building damage/repairs.
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9. Utilize Facilities Division to provide minor rapid repairs to critical facilities that will enable
them to quickly be placed into service.
10. Identify staff and field support personnel to support emergency operations, including
staffing of the Emergency Operations Center.
11. Coordinate with other departments for the provision of emergency staff and field support
through the response and recovery phases.
12. Coordinate the hiring of emergency personnel.
13. Document emergency related activities and costs.
14. Support response and recovery activities as requested.
K. Finance Department
1. Provide a representative to serve in the Finance and Admin Section of the EOC.
2. Advise City officials and the Director of Emergency Management on financial matters.
3. Supervise and maintain the financial systems and records of the City.
4. Arrange for emergency cash management and banking services.
5. Establish all necessary special or project accounts for the receipt of donations and cost
reimbursements filed under local, state, and federal laws.
6. Assist in identifying sources of disaster funds if department budgets are exceeded.
7. Ensure disaster related expenditures are made in accordance with applicable laws,
regulations, and accounting procedures, while making provisions for modified
procedures during the time of a declared emergency.
8. Coordinate and implement the City Debris Management Plan.
9. Monitor and process time sheets, rosters, and overtime requests.
10. Develop alternate methods of payroll and vendor payments in case of general system
failure during an emergency or disaster.
11. Ensure documentation processes exist for emergency related costs.
12. Maintain a list of all local vendors used by the City and provide to the Emergency
Management Division on a quarterly basis.
13. Assist in the procurement of equipment, materials, supplies, contract services, and
equipment maintenance in conjunction with the Logistics Section in the EOC.
14. Negotiate leases for grounds, offices, or space required by the City.
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L. City Clerk
1. Provide a representative to the EOC, if available.
2. Provide information and direction to departments on requirements for the identification
and preservation of essential records.
3. Maintain official records of elected officials.
4. File, maintain, and store all incident documents for the official history of the emergency
or disaster.
M. Innovation & Technology
1. Provide a representative to support the needs of the EOC as requested.
2. Provide City departments with guidance and direction for the protection of computer
hardware, software, data, and telephone systems.
3. Provide telecommunications (telephones, faxes, cellular phones, radios) and computer
support to all City Departments, with emphasis on the EOC and DOCs.
4. Assist in identifying and acquiring alternate communications systems during an event.
5. Provide liaison for coordination with telephone service providers for the re-establishment
of telephone service to the City government.
N. Parks, Arts, and Recreation Department
1. Provide a representative to serve in the Operations, Planning, or Logistics Sections of
the EOC, as requested.
2. Activate, manage, and support mass care shelters at sites selected within the City, or
assist with regional sites as appropriate.
3. Provide mass care services to both disaster victims and emergency workers in the form
of food, blankets, cots, and other disaster relief supplies and services.
4. Coordinate services with the American Red Cross and other non-profit agencies as
appropriate.
5. Assign staff to attend American Red Cross disaster shelter training.
6. Provide emergency protective measures and debris removal activities in conjunction with
the Public Works Department.
7. Provide transportation to emergency worker and the public as needed and if resources
allow.
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O. Police Department
1. Provide a representative to serve as the Incident Commander, Operations Section Chief,
or Police Operations Representative, as appropriate.
2. Maintain law and order and provide physical security in and around the affected area
with the City.
3. Provide command and control for field operations through established command posts,
as appropriate.
4. Participate in initial citywide damage assessment (windshield surveys), as appropriate.
5. Provide emergency traffic and crowd control.
6. Provide direction and traffic control for evacuation efforts, as appropriate.
7. Provide support to the King and Pierce County Medical Examiner’s Offices as
appropriate.
8. Assist King and Pierce County Medical Examiner’s Offices with temporary morgue
management and security, if requested and as resources allow.
9. Provide support in the dissemination of emergency warning information to the public, as
requested.
10. Develop emergency and evacuation plans for facilities under department management.
P. Community Development
1. Provide representatives to serve in the Operations, Planning, Logistics, and/or other
sections in the EOC.
2. Coordinate and compile initial damage assessment and safety evaluation of essential
City owned facilities and non-City owned critical facilities.
3. Establish a centralized location where the impacted community can receive information,
direction, and assistance directly related to rebuilding and recovery efforts.
4. Assist in windshield surveys, provide emergency protective measures, emergency and
temporary repairs and/or construction for water, wastewater, surface water, and streets.
5. Develop policies, procedures, and permitting process for the rapid rebuilding of the
community and resumption of business following the incident, including the waiver of
certain review and permit requirements where emergency work is necessary to protect
lives or property during an emergency or disaster.
6. Provide support to the VRFA in the safety evaluation of structures during rescue
operations.
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7. Enforce City ordinances and State laws regulating construction during new or
reconstruction efforts prior to and after and emergency or disaster.
8. Provide support to other City Departments regarding critical areas during recovery
efforts.
9. Maintain a list of all businesses in the City and provide to the Emergency Management
Division as requested
10. Provide expertise and recommendation for reconstruction, demolition, and mitigation
during recovery period.
Q. Public Works
15. Develop policies and procedures to acquire supplies and services during an emergency
or disaster when the EOC Logistics Section is not activated.
16. Provide support to the VRFA in hazardous materials incident response as requested.
17. Provide support to other City Departments regarding critical areas during recovery
efforts.
18. Provide expertise and recommendation for reconstruction, demolition, and mitigation
during recovery period.
19. Provide support to City-wide evacuation planning.
20. Install, maintain, and operating all parking and traffic control devices and assist with
access and traffic control measures.
21. Provide assessment of transportation routes, identify alternate routes, and provide
temporary thoroughfares and bridges for emergency vehicles.
22. Develop plans and recommendations for effective motor vehicle and pedestrian traffic
flow and safety during and after a disaster.
23. Provide emergency debris removal from City properties and public areas.
24. Develop policies and SOPs for providing and maintaining the sanitary sewer system,
storm drainage system, lift stations, and water supply.
25. Coordinate and prioritize public utility restoration.
26. Coordinate with private utilities for the restoration of critical and essential facilities and
services.
27. Assist the VRFA with rescue operations, if requested and as resources allow.
28. Coordinate fuel dispensing services for emergency equipment, vehicles, and others who
may be authorized by the Mayor or Director of Emergency Management.
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Mutual Aid
Mutual aid resources will be included in any incident using the principles of NIMS and ICS.
Whenever possible the city will utilize existing mutual aid agreements, memorandums of
agreements, or memorandums of understanding. The King County regional framework is
one example of an agreement that should be used for outside resources.
REFERENCES
a. City of Auburn Duty Officer Manual
b. City of Auburn EOC Manager Manual
c. King County Comprehensive Emergency Management Plan
d. King County Regional Coordination Framework
e. Pierce County Comprehensive Emergency Management Plan
f. RCW 38.52, Emergency Management
g. RCW 40.10.101, Essential Records – Designation List – Security and Protection –
Reproduction
h. RCW 42.12, Vacancies
i. RCW 42.14, Continuity of Government Act
j. RCW 42.30.070, Open Public Meetings Act – Times and Places for Meetings –
Emergencies – Exceptions
k. Washington State Comprehensive Emergency Management Plan
l. National Response Framework
ATTACHMENTS
1. Emergency Management Organization Chart
2. EOC Organization Charts
3. Functional Responsibility Matrix
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SA 1: ORGANIZATION;
Attachment 1: Emergency Management Organization Chart
Auburn City Council
Mayor
Director of
Administration/
Emergency
Management Director
Emergency
Preparedness
Manager
Emergency Management
Board
(All Department Heads)
Emergency Management
Committee
(All Departments + Outside
Agencies)
Day-to-day management of the City of
Auburn Emergency Management
organization, pursuant to ACC 2.75 and
RCW 38.52. This diagram is not indicative of
an Emergency Operations Center (EOC)
activation. See following pages for EOC
activation levels.
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SA 1: ORGANIZATION
Attachment 2: EOC Organization Chart -- Level Three
EOC Manager
Police
DOC
Parks
DOC
Public Works
DOC
VRFA
DOC
Call TakerPIO
Monitoring activation, may involve physical
setup of the EOC in a standby mode or
function from regular work stations,
depending on the nature of the incident. Key
personnel will begin to monitor events,
gather situational awareness information,
evaluate required resources, and forecast
future impacts. Personnel will generally be
limited to Emergency Management staff and
a Public Information Officer, though
generally at least one Department
Operations Center will have been activated.
The Emergency Management Director,
Mayor, and City Council are kept apprised of
the situation, but are not located in the EOC.
Radio
Operator
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SA 1: ORGANIZATION
Attachment 3: EOC Organization Chart -- Level Two
EOC Manager
Police
Rep
Parks
Rep
Public Works
Rep
VRFA
Liaison
Multicare Auburn
Liaison
Auburn School
District Liaison
Planning
Chief
Logistics
Chief
Internal Branch
External Branch
Situation Unit
Leader
Documentation
Unit Leader
Check-In
Recorder Call
Takers
Radio
Operators
Message
Distributors
Operations
Chief
PIO
Coordination activation, requires physical presence in the EOC. An EOC Manager and Public Information Officer (PIO)
will be assigned to the EOC, along with representatives of departments actively involved in the event/incident. The EOC
Manager will recommend staffing levels for the EOC consistent with current and projected incident activity. Typically this
type of activation will occur when two or more departments are actively involved in event/incident activities. The function
of this activation level is to facilitate face-to-face communication between involved departments and to support logistics
needs in the field. EOC staff may include representatives of outside agencies. The Emergency Management Director,
Mayor, and City Council are kept apprised of the situation, but are not generally located in the EOC.
Communications
Branch Director
Supply Unit
Leader
Page 341 of 567
City of Auburn Comprehensive Emergency Management Plan
SA #1 – Direction and Control Revised January 2015 203
SA 1: ORGANIZATION
Attachment 4: EOC Organization Chart -- Level One
EOC Manager
Police
Rep
Parks
Rep
Public Works
Rep
VRFA
Liaison
Multicare
Auburn Liaison
Auburn School
District Liaison
Planning
Chief
Logistics
Chief
Finance/Admin
Chief
Internal Branch External
Branch
Situation Unit
Leader
Documentation
Unit Leader
Resources Unit
Leader
Check-In
Recorder
Display
Processor
Mapping
Situation
Reporter
Phone/IT
Specialist
Radio Room
Supervisor
Call Center
Supervisor
Call TakersRadio
Operators
Message
Distributors
Operations
Chief
Liaison Officer
PIO
This is a full activation of the EOC, with all sections staffed. The purpose is to continue facilitation of department-to-department communications and to handle logistics
on a city-wide basis. The Planning section is focused on situational awareness, gathering IAPs from the individual DOCs and compiling them. This level does not direct
field operations in any manner, though decisions may be made regarding resource allocation. The Emergency Management Director, Mayor, and City Council are kept
apprised of the situation and may or may not be located in the EOC, depending upon the circumstances.
Communications
Branch Director
Message
Distributors
Supply Unit
Leader
Food Unit
Leader
Procurement
Unit Leader
Page 342 of 567
City of Auburn Comprehensive Emergency Management Plan
SA #1 – Direction and Control Revised January 2015 204
SA 1: ORGANIZATION
Attachment 5: EOC Organization Chart -- Level One with Incident Management Team (IMT)
Police
Rep
Parks
Rep
Public Works
Rep
VRFA
Liaison
Multicare
Auburn Liaison
Auburn School
District Liaison
Planning
Chief
Logistics
Chief
Finance
Chief
Internal
Branch
External
Branch
Situation Unit
Leader
Documentation
Unit Leader
Resources Unit
Leader
Check-In
Recorder
Demobilization
Unit Leader
Display
Processor
Mapping
Situation
Reporter
Phone/IT
Specialist
EOC Comms
Branch Dir.
Food/Supplies
Unit Leader
Radio Room
Supervisor
Call Center
Supervisor
Call TakersRadio
Operators
Message
Distributors
Operations
Chief
Time Unit
Leader
Procurement
Unit Leader
Cost Unit
Leader
Service
Branch
Support
Branch
Medical Unit
Food Unit
Comms Unit
Facilities Unit
Ground
Support Unit
Supply Unit
Incident
Commander
EOC Manager
Safety OfficerPIO
Liaison Officer
Adds executive level policy-making to the EOC functions when an overwhelming event has impacted the City and decisions need to be made regarding service priorities and
expectations on a city-wide basis. The IMT conducts the city-wide Incident Command Function and is lead by the Chief of Police as the Incident Commander. The remainder
of the ICS positions are filled by department directors (or their designees) as appropriate. IMT activation adds a policy-making component to the emergency management
organization, lead directly by the Mayor. The policy group may consist of department directors not serving on the IMT, City Council members, and others as appropriate.
The Incident Commander serves as the direct link between the Policy Group and the IMT, conveying decisions made by the policy group to the IMT and conveying incident
information to the policy group.
Policy
Group
Message
Distributors
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City of Auburn Comprehensive Emergency Management Plan
SA #1 – Direction and Control Revised January 2015 205
SA 1: DIRECTION AND CONTROL
Attachment 6: Functional Responsibility Matrix
CEMP Responsibility Matrix
It is assumed that most departments will have some interaction with each ESF. This matrix is intended to provide a quick reference to primary
and secondary responsibilities for each function.
Department Basic
ESF
1
ESF
2
ESF
3
ESF
4
ESF
5
ESF
6
ESF
7
ESF
8
ESF
9
ESF
10
ESF
11
ESF
12
ESF
13
ESF
14
ESF
15
ESF
20
Administration X X X X X X X X X X X X X
City Attorney X X X
Finance X X X X
HR X X X
IT X X X X X X
Parks X X X X X X
CD X X X X X X X X X X X X
PW X X X X X X X X X X X X X X X X
Police X X X X X X X X X X X X X X X
Page 344 of 567
City of Auburn Comprehensive Emergency Management Plan
SA #2 – Financial Management Revised January 2015 206
SA 2: FINANCIAL MANAGEMENT
PURPOSE
To provide guidelines for fiscal and administrative functions in support of the City of
Auburn’s emergency services during an emergency or disaster.
POLICIES
A. In emergency situations, political subdivisions have the power to enter into contracts and
incur obligations without regard to time-consuming procedures and formalities prescribed by
law (except mandatory constitutional requirements) including, but not limited to, budget law
limitations, and the appropriation and expenditure of public funds as identified in the Revised
Code of Washington (RCW) 35.33.081, Emergency Expenditures – Nondebatable
Emergencies.
B. Expenditures necessary for the immediate survival of persons endangered by an emergency
or that may be incurred by a disaster may not exceed the legal limitations of the budget
unless the City Council passes a resolution authorizing a budget amendment.
C. The emergency or disaster response capabilities of the City will be built upon the capabilities
of existing departments, augmented by volunteers and reassignment of regular personnel to
duties that are more urgent during an emergency period.
PLANNING ASSUMPTIONS
A. An emergency or disaster may require the expenditure of large sums of money by the City.
B. Financial operations will be carried out under compressed schedules and intense public
pressures, necessitating expeditious (non-routine) procedures, but with no lessened
requirement for sound finance management and accountability.
C. A Presidential Disaster Declaration will permit funding from the Federal Disaster Relief Fund
under the provisions of Public Law 93.288, Disaster Relief Act of 1974, as amended by
Public Law 100-707, the Robert T. Stafford Disaster Relief and Emergency Assistance Act.
D. Actions, decisions, conditions, and expenses must be documented in an emergency or
disaster to recover Federal and State funds and to provide for legal documentation.
E. Sufficient administrative personnel will be available to perform support tasks.
CONCEPT OF OPERATIONS
A. Authorization of Emergency Expenditures
1. Emergency expenditures are not normally integrated into the budgeting process.
Nevertheless, disasters occur on a periodic basis requiring substantial and necessary
unanticipated obligations and expenditures.
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SA #2 – Financial Management Revised January 2015 207
2. Local political subdivisions will incur disaster related obligations and expenditures per
the provisions of RCW 38.52.070(2) as follows:
a. In carrying out the provisions of this chapter each political subdivision, in which any
disaster as described in RCW 38.52.020 occurs, will have the power to enter into
contracts and incur obligations necessary to combat such disaster, protecting the
health and safety of persons and property, and providing emergency assistance to
the victims of such disaster. Each political subdivision is authorized to exercise the
powers vested under this section in light of the exigencies of an extreme emergency
situation without regard to time-consuming procedures and formalities prescribed by
law (excepting mandatory constitutional requirements), including, but not limited to,
budget law limitations, requirements of competitive bidding and publication of
notices, provisions pertaining to the performance of public work, entering into
contracts, the incurring of obligations, the employment of temporary workers, the
rental of equipment, the purchase of supplies and materials, the levying of taxes, and
the appropriation and expenditures of public funds.
3. The City is authorized to make the expenditures necessary to meet emergencies without
further notice of hearing as provided by RCW 35.33.081, Emergency Expenditures –
Nondebatable Emergencies:
a. Upon the happening of any emergency caused by violence of nature, casualty, riot,
insurrection, war, or other unanticipated occurrence requiring the immediate
preservation of order or public health, or for the restoration to a condition of
usefulness of any public property which has been damaged or destroyed by
accident, or for public relief from calamity, or in settlement of approved claims for
personal injuries or property damages, or to meet mandatory expenditures required
by laws enacted since the last annual budget was adopted, or to cover expenses
incident to preparing for or establishing a new form of government authorized or
assumed after adoption of the current budget, including any expenses incident to
selection of additional or new officials required thereby, or incident to employee
recruitment at any time, the city or town legislative body, upon the adoption of an
ordinance, by the vote of one more than the majority of all members of the legislative
body, stating the facts constituting the emergency and the estimated amount
required to meet it, may make the expenditures therefore without notice or hearing.
B. Record Keeping
The City, when expending resources in response to a proclaimed emergency or disaster, will
maintain detailed records during such emergencies or disasters to meet the financial and
account requirements of the Federal or State funding agency. Records will be kept in such a
manner that emergency or disaster related expenditures and obligations of local
departments and agencies can be broken out and identified separate from regular or
general programs and activities.
Complete and accurate records are necessary to:
1. Document requests for assistance and ensure maximum eligible reimbursement.
2. Facilitate reimbursement under approved applications pertaining to proclaimed local
emergencies.
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SA #2 – Financial Management Revised January 2015 208
3. Audit reports and records. Detailed records will be kept from the onset of the emergency
or disaster, including but not limited to:
a. Appropriate extracts from payrolls, with any cross-references needed to located
original documents.
b. A schedule of City equipment used or copies of invoices for rented equipment.
c. Invoices, warrants, and checks issued and paid for materials and supplies used on
the job.
d. Copies of contracts for all work performed by an outside agency.
C. Federal and State Reimbursement
Emergency or disaster related expenditures and obligations of local political subdivisions
may be reimbursed under a number of Federal or State programs. Reimbursement of
approved costs for work performed in the restoration of certain public facilities may be
authorized by the Federal or State government after a major disaster declaration by the
President or under statutory authority of certain Federal agencies. The Federal Emergency
Management Agency (FEMA) provides funding to public entities through the Public
Assistance program. Other agencies that may provide post-disaster funds to public agencies
include, but are not limited to:
Washington State Department of Energy – FCAAP Grants
US Department of Transportation – Trans Aid
US Fish and Wildlife
FEMA Mitigation Program
US Army Corps of Engineers
Federal Highway Administration (for “on-system” roads)
Natural Resources Conservation Service
1. Before a Presidential Disaster Declaration
After an occurrence that may result in a declared major disaster or emergency, the
Counties will assess damages and prepared an estimate of labor and damage costs.
These assessments are provided directly to the counties by local jurisdictions and must
be completed quickly after an event and, on occasion, while the event is still in progress.
The Counties then forward these Preliminary Damage Assessments (PDAs) to the
Washington State Emergency Operations Center. If expenditures within a particular
county and/or the state have exceeded a preset threshold, the governor will request a
Presidential Disaster Declaration.
2. After a Presidential Disaster Declaration
Once a disaster declaration is made by the President, Joint Field Offices are opened and
staffed by FEMA and the State, for the purpose of administering disaster assistance
programs. Public assistance meetings are held with impacted jurisdictions and moneys
are made available through established processes.
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City of Auburn Comprehensive Emergency Management Plan
SA #2 – Financial Management Revised January 2015 209
D. Audits of Disaster-Related Expenditures and Obligations
1. Audits of local disaster-related emergency expenditures will be conducted during the
normal audit period. Federal disaster assistance projects will be audited after the
completion of associated work and records must be kept for 6 years.
E. Fiscal Procedures
1. Each City department will designate personnel to be responsible for documentation of
emergency or disaster-related expenses within their department.
2. Emergency or disaster expenditures will come from currently appropriated local funds in
accordance with RCW 35.33.081, Emergency Expenditures – Nondebatable
Emergencies and RCW 35.33.091, Emergency Expenditure – Other Emergencies –
Hearing.
3. The Finance Director, or designee, will be responsible for identifying sources of internal
funds to meet emergency or disaster related expenses that are incurred.
4. Regular “normal” approval procedures for expenditures may be modified to
accommodate the circumstances associated with the emergency or disaster.
5. Records will be kept in a manner that distinguishes between day-to-day operations and
emergency or disaster expenses.
6. The Emergency Preparedness Manager will coordinate documentation of city-wide
financial records and expenditures resulting from an emergency or disaster and will
serve as the City’s Primary Applicant Agency for FEMA reimbursement.
7. Alternate methods of payment and payroll processing will be established in case of
computer system failure.
F. Administrative Procedures
1. Each City department will designate personnel to be responsible for the documentation
of emergency operations within their respective department.
2. During emergency operations, non-essential administrative activities may be suspended.
Personnel not assigned to essential duties may be assigned to other departments in
order to provide support services.
3. Records of disaster operations activities will be kept in a manner that distinguishes them
from day-to-day operational reports, service work requests, and payroll records.
4. When appropriate, disaster reports and expenditures will be coordinated, and
documentation for State and/or Federal reimbursement and/or assistance programs will
be prepared and submitted to the appropriate State and Federal agencies.
5. Volunteer emergency workers used during emergencies and disaster operations will be
registered with the City as outlined in the Washington Administrative Code (WAC)
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City of Auburn Comprehensive Emergency Management Plan
SA #2 – Financial Management Revised January 2015 210
118.04, Emergency Worker Program and all donated hours tracked. Volunteers who are
pre-registered will be issued City Volunteer Identification cards. Spontaneous volunteers
will be registered on-site and their identity verified with government issued photo-ID.
6. In any event where volunteer emergency workers are used, the Emergency
Management Division will obtain a mission number from Washington State EMD. All
volunteers, their arrival and departure times, the nature of their work, and any injuries or
personal equipment losses will be documented for future reimbursement and claim
issues.
7. City departments may streamline permit processes based on the circumstances created
by the emergency or disaster.
8. City departments will identify and prepare plans for alternate processing methods of
essential documents in case of computer or automation system failure.
G. Electronic Information Management
The Innovation & Technology Department is responsible for the protection and restoration of
electronic and computer hardware, software, connectivity, and data. The personnel from this
department will work with a designated employee from other departments to identify
mission–critical Innovation & Technology equipment with redundancy for emergency
operations.
H. Records Preservation and Retention
1. The City Clerk is responsible for establishing and publishing policy for essential record
preservation to ensure continuity of City government.
2. Directors of each department are responsible for records preservation in their respective
departments.
RESPONSIBILITIES
A. All City Departments
1. Prepare emergency fiscal procedures for the operation of their respective departments.
2. Designate personnel responsible for documenting emergency or disaster-related
expenses at the department level.
3. Coordinate with Emergency Management in preparation and submittal of documentation
for reimbursement or assistance from Federal or State agencies.
4. Identify all repair and recovery actions and coordinate those through the EOC or the
Emergency Management Division for resolution.
5. Maintain documentation regarding injuries and lost or damaged equipment caused by
the emergency or disaster and provide this information to Risk Management, Finance, or
Emergency Management as requested.
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City of Auburn Comprehensive Emergency Management Plan
SA #2 – Financial Management Revised January 2015 211
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City of Auburn Comprehensive Emergency Management Plan
SA #3 – Worker Health and Safety July 2019 212
SA 3: WORKER HEALTH AND SAFETY
All emergency operations will adhere to the applicable occupational safety and health laws. The
following are specific laws passed by the State of Washington Legislature that pertain to
occupational safety and health. The laws listed here are hosted on Washington State’s Office of
the Code Reviser web site.
Chapter 43.05 RCW – Technical Assistance Programs
Title 49 RCW – Labor Regulations
Chapter 49.17 – WISHA Act
Chapter 49.19 – Workplace Violence in Healthcare
Chapter 49.22 – Safety – Crime Prevention
Chapter 49.26 – Asbestos
Chapter 49.70 – Right to Know
Title 70 RCW – Public Health and Safety
Chapter 70.74 – Explosives
Chapter 70.77 – Fireworks Act
Chapter 72.23 – Public and Private Facilities for the Mentally Ill
Chapter 72.23.400 – Workplace safety plan
Chapter 72.23.410 – Violence prevention training
Washington Administrative Code
Chapter 298.800 – Safety and Health Core Rules
Page 351 of 567
City of Auburn Comprehensive Emergency Management Plan
SA #4 – Pandemic Influenza Plan July 2019 213
SA 4: Pandemic Influenza Plan
Forward
There have been four influenza pandemics over the last century. The 1918 influenza pandemic
is thought to have been the most deadly pandemic in human history, with an estimated 50 to
100 million fatalities. The global and regional impacts of the 1918 pandemic remain
unparalleled, causing long-term and widespread social and economic devastation, comparable
only to a major world war.
In the last twenty years we have seen the 2009 H1N1 (Swine) influenza pandemic, localized
outbreaks of H7N9 (Avian) influenza, and several significant non-influenza infectious disease
epidemics: SARS coronavirus, MERS coronavirus, Ebola hemorrhagic fever, and the Zika virus.
All of these outbreaks were produced by either novel virus’ or appeared in regions without
historical precedent. Research suggests that changes in climate, global transportation,
agricultural practices, and continued deforestation may increase the prevalence, severity, and
transmission of future infectious disease outbreaks.
The emergence of H7N9 in 2013 in China, which continues to cause periodic outbreaks, is
thought to have the greatest potential of known influenza virus’ to cause a global pandemic. Of
particular concern is the high percentage of those infected who have died, suggesting a greater
lethality than the 1918 pandemic. This recognition has prompted the World Health Organization
to call for urgent and sweeping global and regional preparedness efforts.
The true severity of the next pandemic remains largely unknown as virus’ are in a constant state
of mutation. This necessitates planning that is similarly able to adapt to dynamic disease
characteristics and response demands. The following plan exemplifies this perspective by
providing concise objectives, flexible response actions, and a clear delineation of
responsibilities. Lessons from past pandemics were integral to the development of this plan, so
that we are better able to respond to the infectious disease challenges of the future.
“[The 1918] Spanish flu remains the deadliest outbreak in recorded history, killing more people
than the First World War itself. But its lessons are just as relevant today as they were then: that
a devastating epidemic can start in any country at any time, and kill millions of people, because
we are not prepared, because we’re still vulnerable.”
Dr. Tedros Adhanom Ghebreyesus
Director-General of the World Health Organization
12 February 2018
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City of Auburn Comprehensive Emergency Management Plan
SA #4 – Pandemic Influenza Plan July 2019 214
PURPOSE & OBJECTIVES
This annex provides supplementary guidance to the City of Auburn Comprehensive Emergency
Management Plan (CEMP), bridging the gap between the traditional all-hazards planning and
the unique planning and response requirements for pandemic influenza.
The goals of this pandemic influenza plan annex are to:
1. Protect the safety of city employees;
2. Ensure the continuity of essential functions; and
3. Provide a clear delineation of responsibilities between the City of Auburn and Public Health -
Seattle & King County (PHSKC).
ASSUMPTIONS & CONSIDERATIONS
There are several assumptions and considerations for a pandemic influenza event:
1. Pandemic influenza may cause high rates of illness and death requiring special
considerations for short-term and long-term absenteeism in critical positions.
2. Pandemic influenza may jeopardize essential resources and services such as healthcare,
emergency services, communications, transportation, and utilities.
3. Pandemic influenza often come in waves. Each wave could last weeks or months, and have
unique transmission and severity characteristics.
4. Prevention and control actions will likely involve social distancing such as staggered shifts,
quarantines/isolation and the closures of public spaces – which may exacerbate staff
absenteeism.
5. The geographic scale of high-severity pandemics are likely to overwhelm federal, state, and
regional capacities, making outside assistance unlikely.
6. Pandemic influenza will force many key decisions to be made in a dynamic environment of
limited or shifting information, events, and/or viral characteristics.
7. The severity, speed, and reach of a pandemic may blur the distinction between the various
pandemic influenza waves, underscoring the need for plan and response flexibility and
modification as new information and changes to capabilities dictates.
8. Physical damage to equipment will likely result from breakdowns from deferred maintenance
and repair.
9. Vaccine development could take 6- 8 months, with more time required for manufacturing
and distribution.
10. Those who fall ill from the pandemic influenza and then recover are presumed to be immune
to future illness caused by the pandemic.
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City of Auburn Comprehensive Emergency Management Plan
SA #4 – Pandemic Influenza Plan July 2019 215
ROLES & RESPONSIBILITIES
A. City of Auburn responsibilities:
1. Follow PHSKC guidelines to protect the health of City employees.
2. Ensure the continuity of essential City functions.
3. Department-specific responsibilities [Capability Support Functions Section]
4. Coordinate with PHSKC on specified response activities [see Reference Documents:
Memorandum of Understanding, 2011].
B. Public Health – Seattle & King County (PHSKC):
Lead response agency for a pandemic influenza incident in King County (see Reference
Documents, Pandemic Influenza plan, page 15, 22-25). All public health prevention,
response, and recovery activities will be carried out and/or coordinated by PHSKC,
including the distribution of Medical Countermeasures (MCM).
CONCEPT OF OPERATIONS
A. Coordination
Coordinate with Public Health – Seattle & King County (PHSKC) according to Memorandum
of Understanding (MOU) guidelines [see Reference Documents: Memorandum of
Understanding, 2011].
B. Pre-Incident Actions [Refer to Department-specific COOP Pandemic Influenza Annexes &
Capabilities-based Support Functions].
1. Logistics & Planning
Convene EOC planning and logistic sections upon notification from PHSKC of a possible
pandemic to assess the potential impacts of pandemic influenza on essential City
functions. Identify actions to mitigate impacts to essential city operations. The logistic
assessments will consider the following assumptions:
a. In the first wave of the pandemic, there is likely to be explosive demand for PPE,
bottled water, food, and essential medications. Demand will far outstrip supply.
b. Staff shortages across all industries will jeopardize vital city services and resources
(food, utilities, transportation, social, and economic systems).
c. Periods between waves must be utilized to prepare for following waves and the
continuity of essential functions.
Logistics Assessment will include:
a. Contingency plans;
b. Emergency payroll;
c. Expedited financial decision-making;
d. Accounting systems to track and document costs of the disaster;
e. Supply chain impact and resource redundancy;
f. Backup contracts;
g. Cross-training personnel for critical functions;
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City of Auburn Comprehensive Emergency Management Plan
SA #4 – Pandemic Influenza Plan July 2019 216
h. Gaps in technological needs for remote work ;
i. Staggered scheduling, and in-office social distancing needs;
j. Just-in-time delivery;
k. Warehousing; and
l. Critical services and delivery of essential commodities - gasoline, food, PPE
supplies, etc.
C. Incident Management Actions
Pandemic influenza management activities will be based on information and
recommendations from PHSKC, department-specific staffing capacities, and CEMP
operating procedures:
PHSKC advised strategies to protect City employees will be carried out by each City of
Auburn department.
The City of Auburn will coordinate and collaborate with PHSKC response efforts [see
Reference Documents: Memorandum of Understanding, 2011].
If necessary, prioritize essential functions that protect employee safety. The Director of
Emergency Management and/or Mayor will decide which services/functions to curtail.
Given pandemic influenza assumptions, the city will regularly assess department capacities
to prioritize the essential functions and services necessary to sustain the City’s mission and
protect City employees.
1. Situational Awareness & Information
Situational awareness will be achieved via PHSKC notifications on pandemic severity,
transmission, and scale, and City-specific impacts such as absenteeism, closures, etc.
PHSKC will provide incident information to the EOC staff, in addition to the
communication channels listed in the CEMP [Section: Incident Management Actions,
sub-section A, paragraph 1].
a. Assessing & Reporting Daily Staffing Capacities:
i. Illness reporting: city employees will report to their supervisor if they are
unable to come into work, or they will call their supervisor if they feel ill at
work. The supervisor, or supervisor designee, will report their daily
number of absences to the department director or designee each
morning.
ii. Each day, each City of Auburn department director or designee will assess
departmental capacities due to absenteeism and write a brief report of the
number of absent employees and whether essential functions are able to be
carried out. This report will be send to the EOC, and will be used to inform
situational awareness and City priorities.
2. EOC Activation
Activation of the EOC to support the City essential functions and/or coordinate
consequence response will be based on recommendations by PHSKC and/or the City’s
ability to carry out essential functions. The EOC will be operated remotely unless the
Mayor, Director of Emergency Management (EM), or their designee says otherwise.
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City of Auburn Comprehensive Emergency Management Plan
SA #4 – Pandemic Influenza Plan July 2019 217
3. Concurrent Incident & Non-Remote Staffing
Due to pandemic influenza assumptions regarding incident duration, concurrent and/or
associated incidents may necessitate higher-level activation. If necessary to be in the
City of Auburn EOC, each staff will be required to bring their issued PPE and follow
infection control measure training [COOP- Pandemic Influenza Annex]. All staff will be
expected to wear PPE and follow pandemic influenza control measure protocols
throughout an activation.
4. Communications
Pandemic information for personnel will be provided by PHSKC and funneled through
the EOC to city and department leadership. The City of Auburn will:
a. Facilitate that dissemination of pandemic-related information from PHSKC to city
employees and residents via:
i. Intranet
ii. Email
iii. Social media
iv. City website
v. Conference video and audio calls
vi. Posted documents and memorandums
vii. Press releases & press conference
viii. CodeRED alert system
b. Incorporate department-specific communications to ensure the continuity of essential
services and consistent messaging; and
c. Ensure City communications are consistent with PHSKC information.
D. Recovery Actions
1. Medical Countermeasures (MCMs)
PHSKC will carry out and manage the distribution of MCMs [Reference Documents:
Medical Countermeasures Plan, 2016] at pre-determined Points of Distribution in Auburn
[Reference Documents: MCM Site Assessments]. PHSKC will coordinate with Auburn
EOC to facilitate MCM transportation, security, and distribution as designated in the
PHSKC MCM plan and PHSKC and City of Auburn MOU [Reference Documents].
2. Reconstitution
Unlike other disasters, pandemic recovery efforts will be balanced with essential
preparedness for future waves. Reconstitution will include:
Assessment of all physical, personnel, and economic impacts.
Notifying personnel to return to normal operations within work units when deemed
safe by PHSKC.
Rapid hiring and training for the replacement of employees unable to return to work -
prioritizing hiring and training efforts for essential staff duties.
Notifying the public as to which services will begin to be provided and when.
Adjustment of recovery actions based upon impacts and circumstances.
Assessment of costs to prepare for the next wave.
Assessment of supply shortages, and the identification and implementation of
actions to correct shortages.
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City of Auburn Comprehensive Emergency Management Plan
SA #4 – Pandemic Influenza Plan July 2019 218
Providing continuous updates in employee communication plan concerning recovery
efforts and next pandemic wave preparedness efforts.
Continuation of providing timely, accurate, and accessible information to the general
public, while addressing misinformation.
Reviewing and adjustment of the pandemic plan – understanding the period of time
between waves can be anywhere from weeks to years.
I. Plan Management and Maintenance
This annex will be reviewed and updated with the CEMP.
J. Capabilities-based Support Functions
Incident-specific support functions to compliment or modify CEMP ESFs.
1. Emergency Management Division
a. Regular coordination and communications with PHSKC regarding:
i. Communications
1. Messages to disseminate.
2. Monitoring information.
3. Responding to false information.
ii. MCM distribution
1. Vaccination of essential City personnel.
2. Security detail if requested.
3. PODs.
b. Report city staff absenteeism and department capacities to the Mayor.
c. Support logistic and planning assessments.
d. Maintain situational awareness and share with city leadership.
e. Develop plan to remotely operate the EOC.
2. Police Department
a. Coordination with EOC & PHSKC for MCM transportation & facility security (refer to
PHSKC MCM Plan).
b. Enforce PHSKC mandated site closures, quarantines, and/or isolation as able.
c. If requested, coordinate with EOC to disseminate public information.
d. All social disruptions and essential services/resource closures will be reported to the
EOC.
3. Innovation & Technology Department
a. Provide IT support and technology services to ensure all departments can carry out
their essential functions remotely.
4. Legal Department
a. Support HR Department regarding labor rules and expectations; these will need to
be negotiated in advance of and throughout the incident [consultation and
bargaining].
b. Coordinate with PHSKC, as requested, to support the development of public health
policies.
5. Human Resources Department
a. Ongoing communications and negotiations with labor to ensure the protection of city
employees and continuity of City Department essential functions.
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b. Update policies to ensure staff are able to work remotely (telework), work
irregular/flexible hours, and can follow PHSKC recommendations for infectious
disease prevention and control.
c. As needed carry out remote training of employees to replace essential staff.
d. Develop reconstitution strategic plan for rapid hiring of essential staff replacements.
e. Develop plans and procedures following PHSKC guidelines, to ensure the
facilities/buildings are safe for employees.
6. Community Organizations Active in Disaster (COAD) & CERT
a. Maintain regular communications with EOC concerning staffing capacities.
b. Support the distribution of necessary provisions to community residents, with a
particular focus on those most in need. This will likely require COAD staff and CERT
members to obtain PPE, train to use it, and practice social distancing measures such
as staggered deliveries/pickups.
c. If able and requested, support PHSKC prevention and response efforts.
REFERENCES DOCUMENTS
1. Pandemic Influenza Plan. Public Health – Seattle & King County, 2013.
https://www.kingcounty.gov/depts/health/emergency-preparedness/preparing-
yourself/~/media/depts/health/emergency-
preparedness/documents/pandemic/pandemic-flu-response-plan.ashx
2. Memorandum of Understanding: agreement between Public Health – Seattle & King
County and the City of Auburn, 2011 [PHSKC#2011NM048]. Location:
O:\Government\Regional Disaster Plan\King County Based
3. Medical Countermeasures Plan. Public Health – Seattle & King County, 2016.
https://www.kingcounty.gov/depts/health/emergency-
preparedness/professionals/~/media/depts/health/emergency-
preparedness/documents/medical-countermeasures-plan.ashx
4. Site Assessments for Points of Distribution in the City of Auburn. Public Health - Seattle
& King County, 2016. Location: O:\Government\Regional Disaster Plan\King County B
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SA 5: Inclusive Emergency Communications – Limited English Proficiency
INTRODUCTION
The City of Auburn is an ethnically and linguistically diverse community, an asset to the City’s
cultural and economic vibrancy. This Emergency Communications Proficiency Support Annex
was developed to support the City in better communicating life-safety messages to people with
limited English proficiency (LEP). This annex is a guidance document which describes Auburn
LEP language groups, principles for EM to increase LEP communications capacities, EM’s
language access obligations, messaging strategies, communication methods, available
resources, and in a supplementary spreadsheet, a list of specific platforms, networks, systems,
and individuals, with their contact information.
Providing important, life-safety information in languages other than English may not always
be possible, depending largely on the nature of the incident, resource capacities, and impact
to social networks and communication infrastructure. The City of Auburn EM is fully
committed to meeting its obligations of sharing life-safety information with LEP individuals
and communities within the City.
LEP PRIORITY LANGUAGE GROUPS
In accordance with RCW 38.5, public notices regarding public health, safety, and welfare will be
provided in all languages spoken by 5% of the city’s populations, or by 1,000 residents,
whichever is less. According to the 2015 Census, this criteria is met for the following languages:
Languages Percentage of City Population Number
Spanish 9.7% 7,341 [margin of error ±971]
Ukrainian 2.3% 1,736 [margin of error ±517]
Russian 1.6% 1,239 [margin of error ±434]
Tagalog 1.6% 1,206 [margin of error ±401]
Auburn residents from LEP priority language groups infrequently interact with EM and its
programs. The majority of interaction between LEP language groups and City/Regional services
are primarily with non-emergency City departments, and emergency responder Valley Regional
Fire Authority (VRFA), Auburn Police Department (APD), and Valley Communications Center.
The frequency of interaction with these agencies is most often based on individual service
needs and circumstances.
PRINCIPLES TO INCREASE EM LEP CAPACITY
H. Build knowledge to identify, locate and maintain a profile of diverse racial/ethnic, immigrant
and limited English proficient (LEP) populations within the community. Primary strategy:
strengthen collaboration with the Auburn School District and public housing sector to
continually update information on LEP communities.
I. Build partnerships that promote collaborative planning and action between communities and
key emergency management organizations. Primary strategy: use the information available
in this report to assign emergency preparedness staff responsibility for next steps listed
below.
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J. Build trust between local communities, service providers and government officials to
promote cooperation with emergency management efforts. Primary strategy: EM to
collaborate with City departments and social service agencies that support LEP populations,
to encourage sustained engagement and promote a preparedness-in-all-services approach.
K. Build capacity of Auburn’s emergency management office and emergency preparedness
system. Primary strategy: maintain and update a repository of translated materials that have
been vetted for accuracy and appropriateness.
L. Build resilience to mitigate existing vulnerabilities, reduce negative consequences, and
rapidly restore community functioning. Primary strategy: pay special attention to building
relationships with vulnerable populations (e.g. women and the elderly) to enhance their
resilience in the event of a disaster.
LIFE-SAFETY NOTIFICATION OBLIGATIONS
EM is obligated to provide life-safety notifications for the following information:
Notices on evacuation (SSB 5046 requirement) to include information on available
transportation, if available.
Notices on sheltering / sheltering in place (SSB 5046 requirement).
Notices where individuals can obtain care or assistance (e.g., food, water, showers, medical
care; and shelter and food / water for pets and large animals, etc.). (SSB 5046 requirement
is communicating availability of food and water). Include information on available
transportation, if known.
Notices on facility lockdown (SSB 5046 requirement).
Notices of curfew and curfew-related restrictions.
Share translated life-safety information notices from Public Health - Seattle & King County.
STRATEGIES FOR COMMUNICATING LIFE-SAFETY INFORMATION
EM’s messaging strategy for life-safety notifications will be largely dependent on situational
circumstances and resource availability. The overarching strategy will be the dissemination of
life-safety information in as many LEP priority language groups as possible, utilizing all available
dissemination systems. When resources are limited, life-safety messages to language groups
will be prioritized based the size of the language population in the following order:
1. English
2. Spanish
3. Russian (spoken by a majority of Ukrainian-speakers)
4. Tagalog
COMMUNICATION METHODS
A. Communication Platforms
EM has identified messaging platforms, systems and methods which will be use to
disseminate life-safety notifications and other emergency messages to LEP language
groups. These range from traditional media (Radio, television, print) and social media, to
regional communication networks and community service contractors. Specif ic platforms
and contact information can be found in this document’s accompanying spreadsheet.
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B. In-Person & Door-to-Door
In-person or door-to-door notifications may be a necessary method to disseminate urgent
life-safety information. However, the capacity to carry out such an effort will likely be limited
due to time and resource constraints. As resources allow, EM will provided printed materials
with translated life-safety information to first responder agencies and volunteers, to support
their in-person and door-to-door efforts. In the case of a large-scale evacuation, City
resources may use audio announcements from emergency response vehicles, which will
likely be possible only in English.
C. Community-Based Dissemination Resources
EM has a variety of community-based resources for urgent and non-urgent life-safety
information dissemination. Specific contact information to access these resources can be
found on the accompanying spreadsheet document.
Community Centers can be used to disseminate urgent and non-urgent messages.
These include places of worship, libraries, schools, restaurants, grocery stores, and
other frequented gathering locations.
Community bulletin boards may be used for non-urgent EM information
EM Volunteers may be contacted to support EM information dissemination efforts
COAD members may be asked to voluntarily support EM outreach efforts and provide
employees, customers, or members with important EM information.
Community Communications Network, a two way communications network controlled by
Public Health - Seattle & King County, can be used to disseminated life-safety
information.
Trusted Partners Network, a regional network of bilingual community partners, can be
utilized to disseminate EM life-safety information through formal and informal LEP social
networks.
City of Auburn Community Service Partners may be contacted via the Department of
Community Development.
D. Translation assistance services & pre-translated messages.
EM, with the help of King County and neighboring jurisdictions, have developed an
extensive list of pre-translated messages, which can be found in the accompanying
spreadsheet document. This list will continue to be updated as time and resources allow
(see revision criteria). It must be noted that emergency situations often necessitate incident-
specific translations – which cannot be pre-translated. Written translations and oral
interpretations of these messages will be obtained by contacting designated translation
assistance services, identified in the accompanying spreadsheet document.
E. Resources
Resources for LEP translation are available through a variety of sources. Limited funding
from EM budget is accessible for preparedness outreach materials and translation of life-
safety messages. EM will continue to participate in the Inclusive Emergency Communication
County Wide Planning Team and the County Outreach Workgroup, which shares LEP
resources between partners. EM will continue to identify bilingual community volunteers
interested in supporting EM with languages services. These volunteer resources will be
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identified via EM training (Community Emergency Response Team or HAM amateur radio)
and community outreach activities.
REVIEWS & UPDATES
A. Review & Update
1. Following any emergency or disaster for which public information was disseminated, EM
will conduct an After Action Review (AAR) to determine the effectiveness of its public
communication efforts. This AAR will solicit input from people and organizations
representative of the intended target audiences. The AAR findings will dictate whether
this annex needs to be reviewed and/or revised.
2. There is currently a regional LEP plan in development, estimated to be completed before
2020. The completion of the regional plan will require EM to review and revise this annex
to ensure jurisdictional alignment.
3. This annex will be regularly reviewed and updated along with the City’s CEMP, or when
deemed necessary by EM.
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SA 6: Pet and Service Animal Preparedness Plan
July 2019
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I. RECORD OF CHANGES
CHANGE # DATE OF
CHANGE CHANGE ENTERED BY DATE ENTERED
Changes to this plan should be submitted to City of Auburn Emergency Management.
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II. TABLE OF CONTENTS
I. RECORD OF CHANGES ..................................................................................................... 227
II.TABLE OF CONTENTS ....................................................................................................... 229
III.INTRODUCTION ................................................................................................................ 231
IV PURPOSE .......................................................................................................................... 231
V. SCOPE ............................................................................................................................... 231
VI.SITUATION OVERVIEW .................................................................................................... 231
A. .................................................................................................................................. General
............................................................................................................................................ 231
B. ......................................................................................................................... Demographic
............................................................................................................................................ 231
VII.PLANNING ASSUMPTIONS ............................................................................................. 232
VIII. CONCEPT OF OPERATIONS ......................................................................................... 233
A. .................................................................................................................................. General
............................................................................................................................................ 233
B. ...................................................................................... Phases of Emergency Management
............................................................................................................................................ 233
1. ........................................................................................................................... Mitigation
........................................................................................................................................ 233
2. .................................................................................................................... Preparedness
........................................................................................................................................ 234
3. ........................................................................................................................... Response
........................................................................................................................................ 234
4. ............................................................................................................................ Recovery
........................................................................................................................................ 235
IX.PET SHELTER PLANNING AND RESPONSE ................................................................... 235
A. ........................................................................................................................ Pet Sheltering
............................................................................................................................................ 235
B. ..........................................................................................Temporary Animal Housing Areas
............................................................................................................................................ 236
C. ...................................................................... Vaccination Practices for Emergency Shelters
............................................................................................................................................ 236
D. ............................................................................................ Abandoned Animals in Shelters
............................................................................................................................................ 236
X. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ........................................ 237
A. ................................................................... Command – Responsibility for overall operations
............................................................................................................................................ 237
B. ........................ Logistics – Responsibility for overall logistical support of shelter components
............................................................................................................................................ 237
C. .............................. Operations – Responsible for the operations of registration and kennels
............................................................................................................................................ 237
D. ............................................... Planning – Responsible for developing Incident Action Plans
............................................................................................................................................ 238
E. ................................... Finance – Responsible for monitoring costs and mutual aid response
............................................................................................................................................ 238
XI. COMMUNICATION ............................................................................................................ 238
XII.ADMINISTRATIVE AND LOGISTICS ................................................................................ 239
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1. INTRODUCTION
Residents of the City of Auburn live with the potential for disasters such as flooding, storms, train
derailments, chemical hazards and terrorist attacks. During a disaster, the state and federal
government may offer support for these activities, but the primary responsibility falls on the local
infrastructure.
2. PURPOSE
The purpose of this plan is to protect people, animals, and property during an emergency
situation by ensuring the effective evacuation and care of pets in the City of Auburn. It will
describe policies and procedures for evacuation, care and control of animals during a
disaster as well as the related roles and responsibilities of participating agencies and
external partners.
III. SCOPE
This annex applies to the City of Auburn and its mutual aid partners.
This plan considers the needs of all legally owned domestic pets allowed within the City of
Auburn. Owners of exotic pets must act responsibly and take appropriate actions in
providing care or evacuating their animals.
IV. SITUATION OVERVIEW
A. General
During an incident within the City of Auburn that will call for evacuation or sheltering
operations for the general public, a percentage will be evacuating or sheltering with
household pets.
Definition of household pets – “A domesticated animal, such as a dog, cat, bird, rabbit,
rodent or turtle, that is traditionally kept in the home for pleasure, rather than for
commercial purposes, can travel in commercial carriers, and be housed in temporary
facilities. Household pets do not include reptiles (except turtles), amphibians, fish,
insects/arachnids, farm animals (including horses) and animal kept for racing purposes.”
B. Demographic
Using the American Veterinary Medical Association (AVMA) formula, of the current
population in the City of Auburn, roughly 72% of Auburn households own at least one
household pet.
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Animal Type Number of Pet Owning
Households
Pet Population
All Pets 21,305 39,749
Dog 10,876 17,401
Cat 9,058 19,010
Bird 924 2,116
Horse 447 1,222
V. PLANNING ASSUMPTIONS
Pet shelters will parallel human shelter sites as most people will not want to be
separated from their pets.
The principles and policies of the National Incident Management System (NIMS)
will be adopted in local and state emergency plans, and demonstrated through
plan exercise activities.
Auburn Police Department Animal Control will direct and control all activities
related to animal protection and control during an emergency, through the
Emergency Operations Center.
As part of their commitment to this plan, tasked agencies will engage in
systematic assessments of procedures, resources, and training, to ensure their
continued ability to carry out their responsibilities as outlined in this plan.
Service animals will be sheltered with those whom they assist in accordance with
American Red Cross policies and current ADA legislation.
Owners of small and large animals may fail to evacuate because they are unable to take
their animals with them or if they left their animals behind, will try to reenter the affected
area to rescue them.
Individual pet owners should include their animals into their disaster plans.
Any agency or group involved in the rescue and evacuation efforts must be approved by
the City of Auburn Animal Control and ensure that disease and bite prevention methods
are exercised.
Personal Protective equipment (PPE) needs to be made available as recommended by
the local health authority. It is up to Auburn Police Department and humane
organizations to determine the appropriate PPE for its officers, employees or volunteers.
Bite cases shall be reported to the animal control authority in the jurisdiction where they
occur. It is up to that animal control authority to investigate and determine who is
responsible for each bite case.
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All animals collected from the disaster areas where they may have been exposed to
unknown chemicals or agents should be examined, and based on the event, Auburn
Police Department Animal Control will determine right course of actions.
VI. CONCEPT OF OPERATIONS
A. General
As lead coordinating agency, the Auburn Police Department’s Animal Control is
responsible for ensuring the coordination of activities regarding animal care in the City of
Auburn. In the event of a disaster or emergency situation, the designee by the Auburn
Police Chief will be appointed as the Animal Health Officer for the event.
During an emergency evacuation, pet-owners will be encouraged to execute their
personal pet disaster plans and make an early evacuation. Pet-owners and their pets
may be unable to leave the City of Auburn before the onset of the disaster events and
will have to take refuge in a short term pet friendly shelter. A pet-friendly shelter will be
activated at the same time as other public shelters and used only on an emergency and
on a temporary basis.
When a decision is made by Auburn’s Emergency Management to open emergency
public shelters, the supporting agencies will be notified and should be ready to activate a
pet-friendly shelter pre-designated by the Emergency Operations Center (EOC). .
Auburn Emergency Management will notify all supporting agencies when a decision is
made to activate emergency shelters, this notice will also simultaneously activate the pet
friendly shelters if the event is anticipated to last more than twenty-four hours. For
isolated, no-notice events, such as flooding, pet sheltering may not be available. Pet
owners are encouraged to make alternate arrangements for their pets for this short
period.
The Pet Sheltering Supervisor will maintain contact with, and provide shelter statistics to,
the Shelter Manager. The Shelter Manager will relay that information to the EOC either
by telephone, radio, WebEOC, or other modes of communication used at the time of the
incident. Pet Friendly Shelters will remain open for as long as emergency public shelters
are open.
All participating agencies will participate in a post-disaster evaluation (hot wash) hosted
by the City of Auburn Emergency Management in order to determine best practices and
future pet-sheltering strategies.
B. Phases of Emergency Management
1. Mitigation
a. Determine resources and requirements for adequate sheltering
b. Determine locations and best available facilities for use as shelters
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c. Educate the general public about methods to ensure the safety, care and control
of animals during a disaster
d. Educate the public on developing a pet disaster plan and development of
a pet evacuation kit
e. Maintain Standard Operating Procedures
f. Develop and maintain an on-going public awareness campaign to educate
public on preparedness activities for pet safety and appropriate pet
identification
2. Preparedness
a. Conduct a hazard analysis and risk assessment of the population that will be
evacuating with pets.
b. Procure and pre-position support resources that will be needed.
c. Identify personnel to staff a local emergency animal shelter
d. Conduct training and exercises annually for shelter personnel.
e. Identify and schedule disaster response training concerning this plan
f. Estimate local pet populations
g. Compose list of possible emergency animal shelter locations
h. Secure memorandums of understanding to provide pet facilities,
equipment and supplies in emergency situations
i. Provide up to date list of veterinarians
j. Designate potential animal burial and carcass disposal sites
k. Designate potential animal waste sites
l. Develop and maintain euthanasia protocol and equipment
m. Develop local pet evacuation plans
3. Response
a. The City of Auburn EOC will be activated and staffed.
b. Coordinate following services to the pet population:
i. Rescue and Recovery
Pet rescue services are available to domestic animals found roaming
after a disaster has occurred.
ii. Transport
iii. Shelter
iv. Identification
v. Triage and treatment
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vi. Evacuation
c. Activate personnel to staff an emergency animal shelter
d. Execute memorandums of understanding to procure use of facilities, equipment,
and supplies
e. Coordinate with emergency evacuation shelters to inform displaced citizens of
the protocol for retrieval or delivery of pets This includes seniors/ disabled that
are unable to drive and may need to be transported.
f. Coordinate unsolicited volunteer response
g. Provide security for animal shelters
4. Recovery
a. Planning for recovery will be implemented at the same time emergency response
actions are being taken to protect the public.
b. Consolidating and closing of shelter sites as necessary.
c. Determine long term needs for animals that are left behind.
d. Identify and implement all appropriate State and Federal programs to
financially assist with the continued operation of animal shelter and care
areas
e. Coordinate animal waste disposal
f. Determine conditions for repopulation
g. Identify and return animals to appropriate owners
h. Establish procedures for abandoned animals
i. Keep records to include (see appendix documents):
i. Volunteers and shift assignments
ii. Animal owners
iii. Animals in care/shelter
iv. Supplies and expenses
VII. PET SHELTER PLANNING AND RESPONSE
A. Pet Sheltering
Generally there are three types of Emergency Household Pet Sheltering (EHPS):
1. A Co-located EHPS is located in reasonable proximity (enabling owners to easily
interact with their pets in the shelter) to a General Population Shelter for people and
the owners provide a substantial amount of the care for their household pets:
generally exercising/walking and feeding. This method for providing EHPS services
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is, far less labor intensive than a Stand Alone EHPS, and maximizes sensitivity to the
human-animal bond and its impact on the well-being of people and their pets.
a. This option also reduces staffing requirements for the care of sheltered pets
b. HVAC issues must be considered to reduce exposure of people to animal related
allergens
2. A Cohabitation EHPS is a congregate shelter in which people and household pets (or
other animals) share space. This is not a common practice and will likely not occur in
the region due to shelter protocols and practices.
3. A Stand Alone EHPS is for household pets from various sources (e.g., evacuated or
rescued household pets) sheltered in one facility. It may or may not be located near
a General Population Shelter for people. With this method of providing EHPS it’s
unlikely or impractical for owners to be involved with or allowed to participate in care
for their animals. This method is a labor intensive activity
B. Temporary Animal Housing Areas
As human shelter locations are opened, the City of Auburn may coordinate nearby
temporary housing areas for animals owned by evacuees staying at the shelters that are
not suitable to house animals. If temporary animal housing cannot be set up near a
human shelter, then a staging area of cages will be set up near the human shelter
location until they can be transported in an appropriate transport vehicle to a pre-
determined housing area.
C. Vaccination Practices for Emergency Shelters
Transmission of infectious disease is a serious concern at shelters caring for refugee
animals. Many of these animals will be arriving unvaccinated, some inevitably incubating
serious disease such as parvovirus and canine distemper in dogs, and pan leukopenia in
cats. Large shelters create difficulties for meaningful isolation and effective disinfection,
and the overwhelming volume of animals coming in and out of these shelters
exacerbates the problem. For these reasons, it is particularly urgent that vaccination
practices be optimized in order to provide maximum protection for those conditions.
All incoming animals should be assessed. The designated Health Authority will
determine whether these animals need to be immediately vaccinated upon intake with
modified live or recombinant vaccines for core shelter diseases. If a reliable vaccination
records exist, the vaccination requirement can be waived. However, if animals become
City of Auburn property (due to abandonment etc.) they will be vaccinated according to
current protocols.
D. Abandoned Animals in Shelters
Animals abandoned at temporary animal housing areas associated with a human shelter
will become property of the City of Auburn. They will be handled as per established
protocols after 72 hours. Any extension of the hold period will be decided on a case by
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case basis with input from the area health authority and Auburn Police Department,
Animal Control.
VIII. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
A. Command – Responsibility for overall operations
1. Submission of ICS 214 on a scheduled frequency to the EOC.
B. Logistics – Responsibility for overall logistical support of shelter
components
1. Set up signage and registration location at designated shelter.
2. Request additional security from law enforcement, if needed.
3. Evaluate building facilities and report conditions.
4. Inventory supplies and report on needs and surplus.
5. Set up fans, trash cans, and other necessity supplies.
6. Stage additional support supplies including disinfectant, refrigerators, first aid,
generators, lighting, etc....
C. Operations – Responsible for the operations of registration and kennels
1. Register evacuees and their pets using associated forms.
2. Take picture of animal with owner.
3. Make photocopy of owners driver’s license or resident ID card for file.
4. Distribute animal collar, owner wrist band and associated stickers (as necessary).
5. Direct owner to appropriate kennel area.
Shelter
IC
Logistics Operations Planning Finance
Safety
Logistics
Housing
set up Signage Supplies
Operations
Registration Dog Kennel
Branch
Cat Kennel
Branch
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D. Planning – Responsible for developing Incident Action Plans
1. Work with operations and logistics to develop Incident Action Plans for next
operational period.
E. Finance – Responsible for monitoring costs and mutual aid response
1. Monitor volunteer hours.
2. Maintain cost accounting for supplies and other materials procured before, during
and after the event.
3. Monitor damages for disaster related, evacuee related and cat/dog/owner related.
4. Submit financial summary to Incident Commander on scheduled frequency.
IX. COMMUNICATION
Interagency Communication
The participating agencies will meet on a periodic basis to review and modify plans as necessary.
Office of Emergency Management and the Auburn Police Department will coordinate these
meetings.
The participating agencies will ensure ongoing communication in addition to everyday agency
responsibilities. Contact information for each participating agency can be found in the Auburn
Emergency Pet Shelter Manual.
Communication with the Public
The public must be informed about methods to ensure the safety, care and control of animals
during a disaster. Such information must be communicated to the public prior to a disaster in order
to ensure maximum preparation. It is critical that residents of the City of Auburn receive a
unified message regarding animal issues.
The EOC will work with the appropriate professionals (i.e. public information officers) to develop
and update messages about animal care, evacuation, sheltering and control during disasters.
Planning
Housing
monitoring
Situation
reports
Finance
214
monitor
Cost
accounting
Mutual aid
monitor
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During the Preparation phase, the key message for individual pet owners is to make disaster
plans which include their animals #neverleaveyourpetbehind. Further, the public needs to know
there will be limited space at shelters, area veterinary clinics and boarding facilities for animals,
so pet owners should ensure that their personal evacuation plans include their animals.
Messages should clearly challenge pet owners to take responsibility for planning for their pets in
the case of disaster. It is criminal to leave them stranded and the responsibility of the owner to
evacuate them pre disaster.
X. ADMINISTRATIVE AND LOGISTICS
Procedures and policies will be developed to track record, billing, and other administrative
accountability needs. Proper documentation and record keeping are essential to adherence
to the FEMA guidelines for reimbursement.
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SA 7: Cyber Security
Primary Agency: City of Auburn Innovation and Technology Department
Support Agencies: City of Auburn Executive Departments, City of Auburn Police
Department, and all other City of Auburn Departments.
Introduction:
Background
The City uses a variety of systems, services, and devices that reply upon both internal
and external computer networks in order to function properly. These networks as a
whole are
commonly referred to “cyberspace” and failures in them, regardless of cause, are
commonly
referred to as “cyber incidents”. Cyber incidents have the potential to disable city
services,
release non-disclosable information to unknown parties, and create public safety issues,
among
other things.
Purpose
This incident annex outlines fundamental steps in the City’s response to a major cyber
incident,
including assignment of responsibility and critical actions that must be taken to prepare
for,
respond to, and recover from a cyber-incident.
Policies
1. The Innovation and Technology Department is responsible for securing and
maintaining City information technology assets in accordance with industry
standard best practices. They are further responsible for developing and
implementing policies and procedures that ensure the City’s ability to prevent,
detect, and respond to cyber incidents.
2. All employees, volunteers, and others with access to City computer systems are
required to be familiar with and comply with all policies and procedures related to
information technology use and security.
3. All City departments are expected to activity participate in continuity of operations
planning that accounts for loss of information technology services. Continuity of
operations planning must include identification of critical services and procedures
for
continuing those services during the loss or all or some of the City’s cyber
infrastructure.
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Situations and Assumptions:
Emergency Conditions
The City’s vulnerability to a major cyber incident is directly related to the amount of
planning
and prevention activities that have been undertaken and the degree that system users
are
able to rapidly detect, isolate, and report potential incidents. Emergency conditions
related to a
major cyber incident may be created from both internal and external sources and have
the potential to cause critical life safety and other essential services to fail.
Planning Assumptions
1. The City has a robust cyber security and computer/internet use policy that is
regularly
updated to reflect best practices
2. The City provides training to all system users on acceptable use policies, social
engineering awareness, and incident identification/notification procedures.
3. Major cyber incidents can occur with or without warning.
4. Major cyber incidents may be malicious or accidental/inadvertent, but initial
response
must not be dependent on determining which.
5. Cyber vulnerabilities are both technological and human caused and will continue
to exist
regardless of the number of safeguards put in place and the amount of training
conducted.
6. Regardless of cause, major cyber incidents have the potential to shutdown
critical infrastructure, negatively affect life safety, reveal protected information,
and to cause
harm to people, data, and physical assets.
7. Incidents may start and end on systems that are outside of the City’s direct
control.
8. Close coordination with county, state, federal government partners, as well as
private
sector entities and NGOs will likely be required in a major cyber incident.
Concept of Operations:
1. The City’s Innovation and Technology Department the following services to
support all City departments:
a. Voice and Data communication systems.
b. File and Print systems.
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c. Wired and wireless networks.
d. Servers and file storage.
e. Routers, switchers, gateways, & firewalls.
f. Business systems support. application software development,
databases.
g. GIS systems and services.
h. Access to the internet and inter-governmental networks.
2. Information Technology issues contracts for certain types of work and services,
including:
a. Software/hardware maintenance.
b. Print/copier maintenance.
c. Software/database hosting.
d. Network security.
e. Internet services.
f. Phone services.
3. Information Technology will routinely works with other government organizations
to exchange information and best practices
4. Information Technology works in conjunction with Emergency Management to
assist departments in developing appropriate expectations and continuity of
operations plans.
5. Information Technology bases its own continuity of operations plan upon the
needs of other City departments.
6. Information Technology maintains detailed, confidential procedures for cyber
incident response that are based on current best practices.
7. Information Technology maintains non-disclosable lists of available cyber
incident detection and response resources, including tools and outside vendors.
8. Information Technology utilizes up-to-date services, tools and techniques to
detect adverse events on their networks and other systems.
9. All system users are trained and know when and how to report possible cyber
incidents and how to avoid common network intrusion and social engineering
techniques.
Responsibilities:
City of Auburn Innovation and Technology Department
1. Serve as lead department for major cyber incident response
a. Provide subject matter expertise to the EOC and key decision-makers
b. Provide personnel and technology to detect, isolate, and eliminate threats and
to restore systems after the threat has been dealt with.
c. Serve as liaison to other cyber response organizations, which may include but
is not limited to:
d. Washington State Fusion Center.
e. Multi-State Information Sharing and Analysis Center (MS-IASAC).
f. Washington State Cyber Unified Coordination Group (UCG).
g. Hardware and software vendors.
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h. Cybersecurity vendors.
i. Cybersecurity response teams (government, private, or combined).
City of Auburn’s Innovation Technology Department
1. Serve as lead for managing consequences that extend beyond the direct effects
on computers and server systems.
2. Manage the EOC.
3. Coordinates briefings for key decision-makers, in coordination with Information
Technology.
4. Ensure that life safety needs internally and externally are being addressed by
appropriate departments or agencies.
5. Serve as liaison to other emergency management organizations, which may
include but
is not limited to:
a. Other City EOCs.
b. King County Emergency Coordination Center.
c. Washington State Emergency Operations Center.
d. Private sector EOCs.
6. Coordinate with Public Affairs for release to public of appropriate information
and/or notification to individuals of protected information release.
City of Auburn Police Department
1. Serve as lead for any criminal investigation that results from the incident and is
within the City’s jurisdiction.
a. Provide law enforcement subject matter expertise to the EOC.
b. Conduct criminal investigations pursuant to established policy and procedure.
c. Serve as liaison to other law enforcement entities with a role in cyber incident
response, which may include but is not limited to:
Washington State Fusion Center.
FBI Joint Cyber Task Force (CTF).
Washington State Patrol High Tech Crimes United (WSP HTCU).
Other local or county law enforcement agencies.
All Other City Departments
1. Provide representation to the EOC as needed.
2. Implement Continuity of Operations plans as required.
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Action Items Supplemental
Information
*** PRE-INCIDENT PHASE ***
Continue to enhance, maintain and revise, as needed,
the appropriate emergency response plans relating to
cyber security, including the CEMP and annexes.
Arrange for personnel to participate in necessary
training and develop exercises relevant to cyber-
attacks.
Ensure the contact lists are current and establish a pre-
event duty roster allowing for 24/7 operational support
to the EOC.
Participate in City, County, regional, State, and Federal
cyber security preparedness activities, seeking
understanding of interactions with participating agencies
in a cyber-security scenario.
Analyze cyber vulnerabilities, exploits, and attack
methodologies.
Identify new equipment or capabilities required to
prevent or respond to new or emerging threats and
hazards, or to improve the ability to address existing
threats.
Inform Emergency Manager of any major developments
that could
adversely affect response operations
Action Items Supplemental
Information
*** RESPONSE PHASE ***
Activate the EOC and appropriate DOCs and establish
Incident Command. For larger events that cross multiple
jurisdictions, participate in Unified Command.
Conduct situational and periodic readiness
assessments
Execute contracts and procure goods and services to
support cyber security.
Ensure financial and property accountability for cyber
security activities.
Estimate emergency staffing levels and request
personnel support.
Develop work assignments for ICS positions (recurring). ICS Form 203:
Organization
Assignment List
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Notify supporting agencies (dependent on the type of
incident) and the Mayor/City Council.
Determine the type, scope, and extent of the cyber
security incident (recurring). Verify reports and obtain
estimates of the area that may be affected.
ICS Form 209: Incident
Status Summary
Ensure that all required notifications have been
completed.
Consider other local, regional, State, and Federal
agencies that may been affected by the incident. Notify
them of the status.
Determine the need for additional resources and
request them as necessary through appropriate
channels (recurring).
Activate mutual aid agreements. Activation includes
placing backup teams on standby and alerting resource
suppliers of both potential and current needs.
Formulate emergency public information messages and
media responses utilizing “one message, many voices”
concepts (recurring).
Public information will be reviewed and approved for
release by the EOC Director and lead Public Information
Officer before dissemination to the public and/or media
partners.
Record all EOC activity and completion of individual
personnel tasks (recurring). All assignments, person(s)
responsible, and significant actions taken should be
documented in logbooks.
EOC Planning Section
Position Checklist, ICS
Form 214: Unit Log
Record all incoming and outgoing messages (recurring).
All messages, and the person sending or receiving
them, should be documented as part of the EOC log.
Develop and deliver situation reports (recurring). At
regular intervals, the EOC Director and staff will
assemble a situation report.
ICS Form 209: Incident
Status Summary
Develop an Incident Action Plan (recurring). This
document is developed by the Planning Section and
approved by the EOC Director. The Incident Action Plan
should be discussed at regular intervals and modified as
the situation changes.
ICS Form 202: Incident
Objectives, ICS Form 203:
Organization Assignment
List, ICS Form 204:
Assignment List, ICS Form
205: Incident Radio
Communications Plan, ICS
Form 206: Medical Plan,
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Safety Message, Incident
Map
Implement objectives and tasks outlined in the IAP
(recurring).
Coordinate with private-sector partners as needed.
Action Items Supplemental
Information
*** RECOVERY & DEMOBILIZATION ***
Ensure an orderly demobilization of emergency
operations in accordance with current demobilization
and community recovery plans.
ICS Form 221:
Demobilization Plan
Activate, if necessary, the appropriate recovery
strategies, continuity of operations plans, and/or
continuity of government plans.
Continuity of
Operations/Government
plans
Release mutual aid resources as soon as possible.
Conduct a post-event debriefing to identify success
stories,
opportunities for improvement, and development of the
After Action Report/Improvement Plan.
Deactivate/demobilize the EOC.
Correct any response deficiencies reflected in the
Improvement Plan.
Revise any applicable emergency response plans
based on the success stories and/or lessons learned
during the response.
References:
1. National Cyber Incident Response Plan, Department of Homeland Security, 2016
2. Computer Security Incident Handling Guide (Revision 2) National Institute of
Standards and Technology, 2012
3. Washington State Significant Cyber Incident Annex, Washington Military
Department –Emergency Management Division, 2015
4. ISO 27032 – Information Technology – Security techniques – Guidelines for
cybersecurity, International Standards Organization, 2012
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AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5461 (Tate)
Date:
October 15, 2019
Department:
Community Development
Attachments:
Res olution No. 5461
CDBG 2020-2024 Cons olidated Plan
Analysis of Impediments to Fair Hous ing Choice
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Staf f recommendation: City Council Adopt Resolution No. 5461
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 (HUD) to guide the investment of
Community Development Block Grant (CDBG) f unds. Auburn’s current Consolidated Plan
ends in 2019, with the next plan (2020-2024) due to HUD by November 15, 2019. The
Consolidated Plan is inclusive of the City of Auburn’s 2020 Annual Action Plan f or CDBG
projects.
Auburn is part of the larger King County Consortium, therefore Auburn’s Consolidated Plan is
part of the larger regional plan. All King County Consortium members also largely share in the
same Analysis of I mpediments to Fair Housing Choice, a required document that has also
been updated and is included in packet.
Staf f provided an overview of the updated Consolidated Plan, 2020 Annual Action Plan, and
Analysis of I mpediments to Fair Housing Choice to Council during the October 14, 2019
Study Session. A Public Hearing to consider this Plan and hear public comment
was held bef ore the City Council on October 7, 2019 in accordance with Auburn’s Citizen
Participation Plan for Community Development Block Grant funds.
Resolution No. 5461, if adopted by City Council, adopts the 2020-2024 Consolidated Plan,
the Analysis of Impediments to Fair Housing Choice, and the 2020 Annual Action Plan, and
authorizes the Mayor to implement such administrative procedures as may be necessary to
carry out directions of the legislation.
Rev iewed by Council Committees:
Councilmember:Trout-Manuel Staff:Tate
Meeting Date:October 21, 2019 Item Number:RES.D
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--------------------------
Resolution No. XXXX
October XX, 2019
Page 1 of 2
RESOLUTION NO. 5461
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, ADOPTING THE 2020-2024 CONSOLIDATED PLAN, THE
ANALYSIS OF IMPEDIMENTS TO FAIR HOUSING CHOICE, AND THE 2020
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 2020 – 2024 Consolidated Plan, Analysis of
Impediments to Fair Housing Choice, and the 2020 Annual Action Plan;
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--------------------------
Resolution No. XXXX
October XX, 2019
Page 2 of 2
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 2020-2024 Consolidated Plan, the Analysis of Impediments
to Fair Housing Choice, and the 2020 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 this ______ day of XXXX, 2019.
CITY OF AUBURN
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
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City of Auburn
Community Development Block Grant Consolidated Plan
2020 – 2024
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Executive Summary
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)
1. Introduction
The purpose of the City of Auburn's contribution to the King County Consortium Consolidated Plan 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,
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 our Urban County Consortium partners.
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 2020-2024. These funds will be used to address
housing, homelessness, and community development needs throughout the community.
Data in this Consolidated Plan is based primarily upon the 2011-2015 American Community Survey (ACS)
five-year data set, which is the most current ACS data available at time of publishing. This data provides
the most detailed information available on income, poverty, housing, and housing cost burden. For the
purposes of Auburn’s Consolidated Planning process, the ACS data has been supplemented in this Plan
with more recent data from community surveys, focus groups, 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.
The Consolidated Plan also takes into account the findings and goals of King County’s 2019 Analysis of
Impediments to Fair Housing Choice (AI). The AI found that systemic segregation, disproportionate
housing needs, and individual-level discrimination are present and ongoing across King County, including
in Auburn.
Key Findings from the AI include:
King County has become significantly more diverse over recent decades.
Jurisdictions in King County can be categorized within three racial compositions: areas that are
diverse, predominantly White and Asian, and predominantly White.
South Seattle and Southwest King County contain the most diverse areas of King County and
face the greatest barriers in access to opportunity.
Economic segregation is a major factor to segregation patterns throughout King County and
protected class status is frequently correlated with lower incomes.
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Housing prices have increased dramatically in the last ten years, displacing lower-income
communities of color and immigrants.
Field-testing conducted across jurisdictions in King County found evidence of individual-level
housing discrimination in about half of all tests. The testing that occurred in Auburn was
consistent with these results.
The AI proposed the following Fair Housing Goals:
1. Invest in programs that provide fair housing education, enforcement, and testing.
2. Engage underrepresented communities on an ongoing basis to better understand barriers and
increase access to opportunity.
3. Provide more housing for vulnerable populations.
4. Provide more housing choices for people with large families.
5. Support efforts to increase housing stability.
6. Preserve and increase affordable housing in communities at high risk of displacement.
7. Review zoning laws to increase housing options and supply in urban areas.
8. Work with communities to guide investments in historically underserved communities.
9. Support the Affordable Housing Committee’s efforts to promote fair housing.
10. Report annually on Fair Housing Goals and progress.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
Within this context, the Consolidated Plan's identified objectives and outcomes are:
1. Affordable Housing – Ensure access to healthy, affordable housing for low- and moderate-
income households throughout the region and advance fair housing to end discrimination and
overcome historic patterns of segregation.
2. Homelessness – Make homelessness rare, brief, and one-time and eliminate racial disparities.
3. Community and Economic Development – Establish and maintain healthy, integrated, and
vibrant communities by improving the well-being and mobility of low- and moderate-income
residents, and focusing on communities with historic disparities in health, income, and quality of
life.
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.
3. Evaluation of past performance
During the first four years of the 2015-2019 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.
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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 2015 to 2018, the City of Auburn achieved the following with CDBG funds:
242 households received home repairs
81 residents received job training and placement
54 small businesses received assistance
75 youth received free after-school programming
209 residents received medical services
247 residents received dental services
Bathrooms at Les Gove Park were renovated to become ADA accessible
A house was rehabbed to accommodate a transitional housing program which has served
multiple families in the community
A small business in the downtown core received a business façade improvement
Four sections of sidewalk were built or modified to meet ADA requirements
4. Summary of citizen participation process and consultation process
The City of Auburn held a public meeting prior to the development of the Consolidated Plan in order to
receive public input on community needs, barriers to fair housing, priorities, and potential strategies.
Notices for the meeting were posted on the City’s website and emailed to agencies and community
stakeholders via a distribution list.
In addition to soliciting direct input from community members, the City also worked with a consultant to
complete a 2019 Community Needs Assessment. The report synthesized data and community feedback
from stakeholder interviews, focus groups, 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 in conjunction with the Consortium consulted with multiple public and private
agencies during the development of the consolidated plan. Agencies that participated in consultations
included: the King County Housing Authority, All Home King County, 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.
The draft of the Consolidated Plan was posted on September 4, 2019 for public comment.
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5. Summary of public comments
Prior to development of the Consolidated Plan, the City collected input from a public meeting held on
April 1, 2019 to inform community needs and gaps, and to receive input from Auburn residents on how
impactful the 2015-2019 Consolidated Plan strategies were.
Community members shared feedback with the City on what is working well, what is missing from our
previous Consolidated Plan strategies, what they would like to see prioritized, and the ways in which our
residents are experiencing barriers to fair housing choice. Below is a summary of key feedback received
from public stakeholders.
What is Working Well
Sidewalk ADA improvements help create greater accessibility and safety for the community
Health and dental services
Youth after-school programming
Small business assistance helps to build entrepreneurship opportunities for community
members
What is Missing
There continues to be a significant need for health services in the community, including mental
health and substance abuse treatment.
Supports for tenants are limited and more is needed in the areas of tenant education, legal
assistance, and mediation support for direct landlord engagement.
A greater focus is needed on homelessness prevention services in the community.
Transportation within Auburn and the larger region continues to be a barrier to accessing
services and employment easily and efficiently.
Barriers to Fair Housing Choice
The lack of housing affordability, locally and regionally, is a key barrier for low- to moderate-
income residents accessing safe and healthy housing in a community of choice.
There is more education needed for both landlords and tenants on their rights and
responsibilities.
Many individuals in local shelters are housing ready and have rental resources available, but
there are no housing units available for them to move into. This increases the strain on our
homeless crisis response system.
The lack of proactive enforcement and oversight of tenant protections translates to a lack of
systemic accountability for tenant rights and rental housing quality in our community.
The process for Fair Housing Enforcement is particularly challenging for vulnerable populations
to access, due to fear of retaliation and an overly complex civil legal system.
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Low income renters in our community face particular challenges with absentee/out of state
landlords in rental properties and mobile home parks.
Credit scores and social security numbers are being used as neutral tools to discriminate against
potential tenants.
Tenants are experiencing barriers to accessing housing due to the changing technology used by
landlords and property managers. A lack of access to technology for online applications presents
soft barriers, while discrimination in the form of social media ad targeting can be a more
concrete form of discrimination that bars access to rental information by certain populations.
Recommended Actions Identified by Public Stakeholders
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.
Need to prioritize services for renters in the community.
Support pre-apprenticeship programs that provide job training and build skills in repair and
manufacturing trades.
The City of Auburn also held a thirty day public comment period starting on September 4, 2019 and
provided a public hearing for the Consolidated Plan on October 7, 2019. No additional comments were
received during that time.
6. 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.
7. 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. The
remainder of the plan will provide further detail on how Auburn intends to employ its investment.
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The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
1. 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 Community Development Department
CDBG Administrator Auburn Community Development Department
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. The lead staff for King
County are identified below:
HOME Program – Nicole Washington
ESG Program – Kate Speltz
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
Joy Scott
Community Services Manager
City of Auburn
25 West Main Street
Auburn, WA 98001
253.876.1965
jfscott@auburnwa.gov
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PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
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 in order to improve the quality of service and access for low-
income residents as well as the community as a whole within the city and throughout the region.
The City of Auburn, in partnership with the Seattle-King County Coalition on Homelessness, convenes a
monthly group of service providers, faith communities, community advocates, and others, to coordinate
efforts on serving individuals experiencing homelessness in South King County. The meeting provides a
venue for resource sharing, collaboration, training, and best practice implementation. City staff also
participate in regional collaborative and decision making bodies such as the King County Joint
Recommendations Committee (JRC) and the South King County Human Services Planners group. The city
is a member of the King County Human Services Funder Collaborative, which provides a more
streamlined process for human service agencies to access funding from multiple cities.
Additionally, the City participates in monthly 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 in order to build additional capacity to address issues related to housing
and homelessness in the South King County region.
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
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Since 2016, King County and All Home, our region’s Continuum of Care (CoC) lead agency, launched the
Coordinated Entry for All (CEA) system for homeless populations and has been refining the system since
then. National research identifies coordinated entry as a key component for an effective homeless
system because it improves the quality of client screening and assessment, matches clients to
appropriately targeted services and resources, and promotes a more efficient use of resources. CEA
processes and prioritizes assistance based on vulnerability and severity of service needs to ensure that
people who need assistance the most can receive it in a timely manner.
A key feature of the CEA system includes a common assessment tool, the CEA Housing Triage Tool,
which is based upon vulnerability and severity of service needs to ensure that people who need
assistance the most can receive it in a timely manner. Chronically homeless individuals and families,
families with children, veterans, unaccompanied youth, and young adults are a part of the coordinated
system. In addition, CEA utilizes regional access points which serve as the primary “front door” for the
homeless housing system.
Auburn’s mayor is a member of All Home’s coordinating board, and participates in regional CoC efforts.
During the latter half of 2019, Auburn staff have been invited to provide feedback to King County and All
Home in their efforts to shift the current governance model of our CoC. We expect to continue to play a
role in this process during the 2020-2024 Consolidated Plan period.
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.
Consultation with CoC - During the planning process, All Home, the CoC, advises and collaborates with
the County and the City of Seattle in stakeholder meetings as a part of the development of the
Consolidated Plan and the Action Plan.
Allocation of ESG Funds - The Consortium consults with, member jurisdictions, stakeholders, and the
public, and works with the Joint Recommendation Committee to allocate ESG funds. Auburn has a
representative on the JRC and works closely with King County to provide input on local context. Funding
awards are made on a competitive basis through bi-annual funding rounds advertised publicly and
conducted through the King County Department of Procurement.
Performance Standards and Evaluation of Outcomes - All projects adhere to the Homeless Management
Information System (HMIS) operating standards and all reporting and program evaluation is completed
through HMIS. Within HMIS, data for target populations, youth and young adults, singles, and families, is
collected for the following three categories: 1) exit to permanent housing; 2) average program stay; and
3) return to homelessness. This information is collected for emergency shelters, transitional housing,
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permanent supportive housing, prevention, and rental assistance programs. Actual performance is
measured against the target goals.
Funding, Policies and Procedures for HMIS - The Consortium, with King County as the lead, has improved
the efficiency and accountability of HMIS. The King County HHCDD team coordinates with the HMIS
team who also are employees of King County. This strengthens the infrastructure and refines the
process that allows HMIS to act as the data system platform for the CEA system. Using HMIS as the
platform for the system allows continued and substantial improvement in the amount and accuracy of
data reported.
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.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
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Table 2– Agencies, groups, organizations who participated
1 Agency/Group/Organization KING COUNTY
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
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
As a member of the King County Housing Consortium
for the purpose of HOME funds, 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. Staff
from King County and Auburn met regularly prior to
and during the development of the plan, and both
entities participated in the public meeting held in
Auburn on April 1.
2 Agency/Group/Organization KENT
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
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How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
As members of the Urban County Consortium,
Auburn and Kent staff worked closely together
during the development of the Consolidated Plan.
Staff from both cities attend monthly meetings to
discuss human services and housing trends, needs,
and progress on ongoing initiatives.
3 Agency/Group/Organization FEDERAL WAY
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Lead-based Paint Strategy
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
As members of the Urban County Consortium,
Auburn and Federal Way staff worked closely
together during the development of the
Consolidated Plan. Staff from both cities attend
monthly meetings to discuss human services and
housing trends, needs, and progress on ongoing
initiatives.
4 Agency/Group/Organization Housing Development Consortium of Seattle-King
County
Agency/Group/Organization Type Planning organization
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
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How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Auburn participates in monthly meetings convened
by the Housing Development Consortium (HDC) on
homeless response needs and strategy in SKC, and
bimonthly meetings focused on affordable housing
data and developments. The information collected
by HDC helps to inform multiple pieces of our
Consolidated Plan, particularly those strategies
related to homelessness and affordable housing in
our community.
5 Agency/Group/Organization Seattle-King County Coalition on Homelessness
Agency/Group/Organization Type Services-homeless
Nonprofit agency
What section of the Plan was addressed
by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Auburn is a member of the Seattle-King County
Coalition on Homelessness (SKCCH), and co-
convenes a monthly group of service providers
working with people experiencing homelessness in
our communities. The meetings provide a frequent
check-in point, and the opportunity to hear from
providers directly on the challenges and trends
they're seeing in Auburn. The Coalition on
Homelessness' organizational members include
agencies and community groups that provide
emergency shelter and services, transitional housing,
and permanent, supported housing to the roughly
27,000 men, women, and children who are homeless
in King County during one year.
6 Agency/Group/Organization South King County Housing and Homelessness
Partners
Agency/Group/Organization Type Other government - Local
Regional organization
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What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
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.
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.
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Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with
the goals of each plan?
Continuum of Care All Home King County The goals of Auburn's Strategic Plan overlap with the
goals of the CoC to address the needs of homeless
residents in the community and reduce the risk of
homelessness.
Table 3– Other local / regional / federal planning efforts
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 for the purpose of HOME funds, 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.
Narrative
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PR-15 Citizen Participation - 91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
Citizen participation plays a crucial role in the success of the City's Consolidated Plan. The goals are to hear the community's feedback and
recommendations on how CDBG funds should be invested and how services can coordinate to achieve the greatest impact.
As part of the Consolidated Plan development, the City of Auburn solicited input on community needs, priorities, and potential strategies. Public
input was gathered utilizing a variety of public engagement strategies, including public meetings, written comments, stakeholder interviews,
focus groups, and online surveys. The City made an effort to reduce barriers to input by providing the online survey in English and Spanish and
making interpretation available during the public meeting and stakeholder interviews and focus groups.
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Citizen Participation Outreach
Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
1 Public
Meeting
Non-
targeted/broad
community
Elected
Leaders,
Service
Providers,
Business
Community
"One Table" was a series of
meetings convened by the City
of Seattle, the City of Auburn,
and King County. The January
22, 2018 One Table Community
Action Work Group meeting
brought elected officials,
service providers to discuss the
root causes of homelessness
and to develop a community
approach to homelessness and
affordability.
Full meeting summary at URL
below
None https://www.kin
gcounty.gov/dep
ts/community-
human-
services/housing
/services/homele
ss-housing/one-
table.aspx
2 Public
Meeting
Non-
targeted/broad
community
Elected
Leaders,
Service
Providers,
Business
Community
The April 4, 2018 One Table
Community Action Work Group
meeting brought elected
officials, service providers to
discuss the root causes of
homelessness
Full meeting summary at URL
below
None https://www.kin
gcounty.gov/dep
ts/community-
human-
services/housing
/services/homele
ss-housing/one-
table.aspx
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Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
3 Public
Meeting
Non-
targeted/broad
community
Elected
Leaders,
Service
Providers,
Business
Community
The August 3, 2018 One Table
Community Action Work Group
meeting brought elected
officials, service providers to
discuss the root causes of
homelessness.
Full meeting summary at URL
below
None https://www.kin
gcounty.gov/dep
ts/community-
human-
services/housing
/services/homele
ss-housing/one-
table.aspx
4 Public
Meeting
Non-
targeted/broad
community
On April 1, the City of Auburn
held a public meeting with
support from King County to
gather input for the 2020-2024
Consolidated Plan update, and
to hear from community
members on local housing
needs and barriers to Fair
Housing.
People expressed a desire to see
more affordable housing, fewer
barriers to obtaining housing
including: tenant screening,
selective micro-targeting
through social media,
discrimination against domestic
violence survivors, rental
application fees. Also
mentioned was single family
zoning as exclusionary and
limiting the housing supply.
Other supply constraining
factors mentioned were
permitting process and
regulations.
None
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Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
5 Stakehold
er
meeting
King County
Library System
City of Auburn staff along with
consultant met with staff at
King County Library system to
hear input on community
needs.
Identified gaps in services
included low availability of
shelter beds compared to
community need, lack of
medical respite beds,
wraparound services for
individuals experiencing chronic
homelessness, transportation.
None
6 Stakehold
er
meeting
Auburn Food
Bank
City of Auburn staff along with
consultant held two focus
groups at Auburn food bank,
for staff and clients to provide
input on community needs.
Identified gaps in services
included inadequate
transportation, lack of
affordable housing, insufficient
mental health services
compared to need, lack of
personal storage options for
individuals experiencing
homelessness.
None
7 Stakehold
er
meeting
Nexus Youth
and Families
City of Auburn staff along with
consultant held two focus
groups at Nexus Youth and
Families, for staff and clients to
provide input on community
needs.
Identified gaps in services
included youth-appropriate
employment services, clothing
resources, and lack of
affordable housing locally.
None
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Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
8 Stakehold
er
meeting
Mother Africa City of Auburn staff along with
consultant met with staff at
Mother Africa to hear input on
community needs.
Identified gaps in services
included lack of emergency
shelter beds for individuals
fleeing domestic violence, lack
of large family-size affordable
housing units across South King
County, including Auburn, and
employment services.
None
9 Stakehold
er
meeting
Ukrainian
Community
Center of
Washington
City of Auburn staff along with
consultant met with staff at
Ukrainian Community Center
of Washington to hear input on
community needs.
Identified gaps in services
included employment services,
housing-related legal resources
for renters, lack of affordable
housing, and resources for
utility assistance for low-income
community members.
None
10 Stakehold
er
meeting
Seattle-King
County Public
Health Mobile
Medical Van
City of Auburn staff along with
consultant met with staff at the
Mobile Medical Van to hear
input on community needs.
Identified gaps included a lack
of medical respite beds for
individuals experiencing
homeless, emergency shelter
beds, and legal assistance.
None
11 Stakehold
er
meeting
Mary's Place City of Auburn consultant met
with staff at Mary's Place to
hear input on community
needs.
Identified gaps included
insufficient affordable housing
and shelter capacity in South
King County.
None
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Sort
Orde
r
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
12 Public
Meeting
City of Auburn
Human
Services
Committee
City of Auburn staff along with
consultant met with the City of
Auburn's Human Services
Committee to hear input on
community needs.
Identified gaps included
insufficient affordable housing
locally, lack of transportation,
especially at a subregional level,
lack of flexible options for
increasing affordable housing
stock.
None
13 Stakehold
er
meeting
Interfaith Task
Force on
Homelessness
City of Auburn consultant met
with staff at the Interfaith Task
Force on Homelessness to hear
input on community needs.
Identified gaps included a lack
of directed support and
programs for individuals living in
their vehicles in Auburn.
None
14 Internet
Outreach
Non-
targeted/broad
community
Broad community survey was
made available for 9 weeks
with outreach to community
members and human service
providers through web
postings, social media,
targeted emails, availability at
public events, and
announcements at community
meetings. The survey received
119 responses.
Survey responses identified
community perceptions of
increasing human service needs,
particularly related to housing
stability, domestic violence, and
food and emergency sheltering.
Respondents would like to see
city prioritization of basic needs,
homeless prevention and
housing stability, neighborhood
safety and wellbeing, and health
and dental care.
None
Table 4– Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The needs assessment of Auburn's Consolidated Plan is largely comprised of data provided through HUD
and the US Census well as information gathered through consultations and citizen participation. The
assessment provides a clear picture of Auburn's needs related to affordable housing, special needs
housing, community development and homelessness. Within these topics the highest priority needs will
be identified which will form the basis for a strategic plan.
Numerous sources were used to conclude Auburn's needs for the next five years, including Census data,
school district data, information from the HUD Comprehensive Affordability Strategy and the
Washington State Department of Health and Social Services. Data from the King County Regional
Affordable Housing Task Force was also used to provide more in depth detail about Auburn's housing
needs.
In addition, the City worked with a consultant to provide focus groups, stakeholder interviews, and a
community-wide survey on housing and human service needs. The City assessed comments received
from residents and consultations with stakeholders, partners and other collaborative partners who
worked closely with the city on housing and other human services issues.
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NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
In 2015, the City of Auburn completed a strategic planning process specific to the City’s parks, open
spaces, and recreation facilities. The plan emphasized the following recommendations with regards to
public parks and recreation facilities:
Age/Composition: Our young, growing population, with many single-parent families and an increasing
population of elderly residents, has extensive needs for recreation and service programs, as well as
recreation facilities.
Race: Auburn’s changing racial composition can be incorporated into its historical, cultural and
recreational programming and in development of facilities.
Housing: With increased density of housing, there is an increased need for parks and open space to
replace the lost “backyard” is occurring.
Income Levels: The lower income levels in Auburn mean that there is a greater need for public
recreation facilities. Our residents also require classes and programs at reasonable rates or no cost.
Teens, the elderly, and families with several children are particularly in need of free or reduced fee
services.
New Park Development: Specific park land and facilities needed to serve new residents should be
determined as development occurs or is planned. The recently annexed areas of Lea Hill and West Hill
are underserved by parks and recreation programs. Park site selection should ensure that the site will
physically accommodate the identified facilities. Areas with extensive steep slopes and wetlands may be
difficult areas in which to develop active recreation facilities, although they may be suited to open space
or passive activities.
Scenic and Resource Lands: Lands with high scenic or natural resource value should be acquired and
utilized for parks and open space. Public access to these locations should be guaranteed through site
selection and design.
Ecosystems: It is desirable to have parks located in a variety of ecosystems present in the city. This
means we plan parks in, or adjacent to the rivers, creeks, wetlands and wooded hillsides found
throughout the city.
Art and History: The inclusion of historical artwork, public art, and information in the development of
parks will broaden their value to the community. It can provide an added source of enjoyment and
education to the recreational experience.
In addition to public facilities operated by the City, Auburn is host to numerous public facilities that offer
programs serving those who are at risk of or currently experiencing homelessness. However, community
members still identify clear gaps in the types of facilities needed to support vulnerable Auburn residents.
In 2019, Auburn heard from residents at public meetings and through interviews and focus groups as
part of the Community Needs Assessment process. Key needs identified through this process included:
Enhanced, 24 Hour Emergency Shelter: The City of Auburn supports a day center and separate
overnight shelter for adults experiencing literal homelessness in the community. The shelter is
consistently at capacity and turns away residents seeking services as a result. In addition, the City of
Auburn is home to an emergency shelter for young adults ages 18-24 that also experiences challenges
with limited capacity and significant need. Beyond these maxed out resources, people within the City of
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Auburn do not have access to shelter, safe places to park and reside in their vehicles, or safe
campgrounds. Couples wanting to reside together, people with pets, and people actively using
substances have no options for shelter within the City of Auburn, as low barrier shelter does not exist.
Medical Respite: Stakeholders identified that there is a clear need for additional medical care that
human service organizations cannot provide. A more intensive medical respite care facility does not
exist, so people exit the emergency room with nowhere to go, directly to the streets or emergency
shelter and often end up at the public library during the day. This results in King County Public Health’s
Mobile Medical Team seeing people with worsening/acute medical conditions that would be
preventable if a medical respite care option were available. Stakeholders identified the number one
strategy for providing effective and sustainable treatment as a medical respite facility. Without that
critical resource, patients, often without housing options, are discharged without safe place to recover
and no medical follow up.
How were these needs determined?
These needs were determined through multiple public participation and data gathering processes. The
City’s strategic planning process related to parks and open spaces included an online survey, public
meetings, engagement at the City’s Park Board, Arts Commission, Planning Commission and City Council
Meetings, an Auburn Health Impact Assessment, and feedback from current participants of Parks and
Recreation Classes. The Community Needs Assessment incorporated public survey feedback,
information from stakeholder interviews and focus groups, input from the City Council and Human
Services Committee, and local and national data.
Describe the jurisdiction’s need for Public Improvements:
The City of Auburn makes numerous efforts and strategies to ensure improvements are made to provide
a safe, user friendly and appealing community for community members to reside. Because staff cannot
see all happenings at all times it is important that residents communicate their needs and make
requests as a need for improvement arises. The City of Auburn provides a reporting system on the City
website as well as an app where Auburn residents can report issues with streets, facilities, parking,
vegetation and other issues that need attention. The system has allowed the City to keep up with
maintenance issues and meet needs of its community. Although the system has increased
communication between citizens and city services as well as improved efficiency of improvements,
citizens have expressed a need for improved parking facilities, sidewalks and street repairs.
The City of Auburn has developed several public improvement projects in the past utilizing CDBG funds.
The City anticipates utilizing CDBG funds in the 2020-2024 strategic planning period to address sidewalk
ADA accessibility needs in low-income areas of the community. These projects support greater safety
and accessibility for community members.
How were these needs determined?
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Auburn's needs for public improvements were determined through needs assessments, citizen surveys,
and ongoing evaluation and assessment by the City’s Public Works department. In addition, a telephone
survey conducted prior to the last Consolidated Plan update asked citizens of their opinions about the
quality of life in Auburn, priorities for the future, and the level of satisfaction with city government and
city services. The data collected was summarized into a report made available to the public on the City's
website.
Describe the jurisdiction’s need for Public Services:
Similar to other cities within King County and the Puget Sound region at-large, Auburn has grown
rapidly, becoming an increasingly diverse community as it pertains to race/ethnicity, income, education,
and language, among other categories. According to the 2017 American Community Survey (ACS), the
population of Auburn is 77,440, this is a 10.3% increase from 2010. These residents form 18,862
families, making the average family size 3.25, well above the national average of 2.63 and the King
County average of 2.45.
Although population growth is felt by the entire region, it is notably large in Auburn. Each year, Auburn
has increased its share of residents within King County; meaning that Auburn has outpaced most other
King County cities in percentage of growth. Auburn accounted for 1.9% of the King County population in
1970, now accounting for 3.7% of the population.
The 2017 Self Sufficiency Standard in South King County for one adult, one preschooler, and one school-
age child is $68,625 annually. Similarly, the self-sufficiency standard for two adults, one preschooler, and
one school-age child is $74,083. The median annual household income in Auburn ($64,000) nearly hits
these self-sufficiency numbers. Despite substantial economic growth, the pace of such growth
exacerbates inequities and gaps. Without adequate economic supports those gaps risk growing larger as
economic growth continues at such a rapid pace.
Rapidly increasing housing costs and a low vacancy rate in the region has contributed to an increased
housing cost burden for Auburn residents and increased risk of housing instability. This data, highlighted
in the Analysis of Impediments to Fair Housing and Housing Market Analysis sections of the
Consolidated Plan, point to an increased need for Public Services, which can often serve to mitigate
housing instability by meeting other household needs or providing legal or other housing interventions.
Auburn’s accelerated pace of growth also highlights the increased need for Public Services, as local
providers are unable to keep pace with the demand in order to address current needs of residents. Key
Public Service needs identified through public participation include Fair Housing supports, medical
services, increased services connected to emergency shelter, employment training for young adults, and
supportive housing.
How were these needs determined?
Numerous sources were used to conclude Auburn's needs for the next five years, including Census data,
school district data, information from the HUD Comprehensive Affordability Strategy and the
Washington State Department of Health and Social Services. Data from the King County Regional
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Affordable Housing Task Force was also used to provide more in depth detail about Auburn's housing
needs.
In addition, the City worked with a consultant to provide focus groups, stakeholder interviews, and a
community-wide survey on housing and human service needs. The City assessed comments received
from residents and consultations with stakeholders, partners and other collaborative partners who
worked closely with the city on housing and other human services issues.
Based on the needs analysis above, describe the State's needs in Colonias
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The Market Analysis Section will cover the following topic areas within Auburn's housing market:
Supply and demand
Housing stock available
Condition and cost of housing
Inventory of facilities, housing, and services that meet the needs of homeless persons
Barriers to affordable housing
Characteristics of the jurisdiction's economy
Each section will identify and describe Auburn's greatest needs, what resources and options are
available, as well as what resources are less available for residents.
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MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f)
Introduction
Centrally located between Tacoma and Seattle, Auburn is an ideal place of residence in the Puget Sound's economic region. Connected to
freeways and the Sound Transit's Commuter Train, Auburn has continued to experience a significant amount of economic growth in the past five
years. At the center of the largest industrial complex in the Northwest, Auburn sits in the middle of the major North-South and East-West routes
of this region. With two rail roads and close proximity to the Ports of Seattle and Tacoma, Auburn was identified by the Department of
Commerce as one of only 15 Innovation Partnership Zones in Washington State. With continued job expansion and above average retail growth,
Auburn enjoys a vibrant and sustainable business environment. Like most regions, Auburn experienced fluctuation of employment during the
recession; however the recent changes and community enhancements have kept the unemployment rate relatively low. Being centrally located
and having large amounts of available land, the City of Auburn is ideal for business expansion and economic growth.
This section will cover Auburn's non-housing economic development assets of the city. The items covered in detail are:
business by sector
labor force
occupation by sector
travel time to work
educational attainment
median earnings in the past 12 months
The tables will provide detailed information on the economic status of Auburn as well as provide an estimate of where the gaps are.
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 356 13 1 0 -1
Arts, Entertainment, Accommodations 3,004 2,644 9 6 -3
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Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Construction 2,586 3,291 8 8 0
Education and Health Care Services 6,468 7,495 19 17 -2
Finance, Insurance, and Real Estate 1,659 1,007 5 2 -3
Information 503 639 1 1 0
Manufacturing 5,065 9,119 15 21 6
Other Services 1,474 1,489 4 3 -1
Professional, Scientific, Management Services 3,165 2,282 9 5 -4
Public Administration 1,626 3,139 5 7 2
Retail Trade 4,311 5,615 13 13 0
Transportation and Warehousing 2,573 2,998 7 7 0
Wholesale Trade 1,531 3,849 4 9 5
Total 34,321 43,580 -- -- --
Table 5 - Business Activity
Alternate Data Source Name:
2015 ACS Data, Selected Economic Characteristics
Data Source Comments:
Labor Force
Total Population in the Civilian Labor Force 37,388
Civilian Employed Population 16 years and over 34,315
Unemployment Rate 8.13
Unemployment Rate for Ages 16-24 23.04
Unemployment Rate for Ages 25-65 5.02
Table 6 - Labor Force
Data Source: 2011-2015 ACS
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Occupations by Sector Number of People
Management, business and financial 6,775
Farming, fisheries and forestry occupations 1,674
Service 3,980
Sales and office 9,090
Construction, extraction, maintenance and
repair 3,369
Production, transportation and material
moving 2,040
Table 7 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 17,635 54%
30-59 Minutes 10,715 33%
60 or More Minutes 4,195 13%
Total 32,545 100%
Table 8 - Travel Time
Data Source: 2011-2015 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 2,685 239 1,773
High school graduate (includes equivalency) 8,100 710 2,785
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Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Some college or Associate's degree 10,065 810 2,890
Bachelor's degree or higher 7,845 225 1,090
Table 9 - Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 125 679 700 548 595
9th to 12th grade, no diploma 1,105 974 740 1,045 643
High school graduate, GED, or alternative 2,595 3,040 2,765 5,795 2,795
Some college, no degree 2,810 2,310 2,275 4,685 2,035
Associate's degree 555 960 1,275 2,335 595
Bachelor's degree 475 1,815 1,655 3,115 1,115
Graduate or professional degree 15 470 715 1,450 625
Table 10 - Educational Attainment by Age
Data Source: 2011-2015 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 23,670
High school graduate (includes equivalency) 33,290
Some college or Associate's degree 41,024
Bachelor's degree 57,196
Graduate or professional degree 64,409
Table 11 – Median Earnings in the Past 12 Months
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Alternate Data Source Name:
2011-2015 ACS Data
Data Source Comments:
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Based on the Business Activity table above the major employment sectors within Auburn's jurisdiction are:
Manufacturing
Education and Health Care Services
Retail trade
Major manufacturing businesses in Auburn include but are not limited to: Boeing, Skills, LMI Aerospace, ExOne, Conrad Manufacturing, and
Orion Aerospace.
Major education and health care services employers include: the Auburn School District, Green River College, Multicare
Major retail trade businesses include: The Outlet Collection, Wal Mart, and Coastal Farm and Ranch. In addition to the major retail trade
businesses, Auburn has numerous small businesses throughout the City.
Describe the workforce and infrastructure needs of the business community:
Auburn is fortunate to be in the path of growth, and, in the past years, the City has successfully set the stage for increased investment. As a
result, the interest in and momentum around Auburn have been increasing and continue to build. In 2014, Auburn’s population was almost
76,000. By 2020, Esri, a leading demographic data provider, estimates that Auburn’s population will be nearly 85,000. With the cost of housing
continuing to climb throughout the Seattle region, Auburn and its South Sound peers will likely see population growth accelerate even more
than these conservative projections predict. Currently, the City is a net importer of labor with more workers commuting to Auburn for jobs each
day than leaving. As new residents move into the community, Auburn’s economic development activities will influence whether there are job
opportunities for these new residents in Auburn or whether they will commute outside the city limits for work. According to EMSI, a leading
economic and labor market data provider, the City is projected to add over 6,400 jobs over the next 10 years. This number is also likely
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conservative. The actual number and composition of jobs could change dramatically with a targeted, entrepreneurial economic development
program. The City’s current economic development resources and structure allow the City to be responsive to opportunities that come its way. It
has a proven track record of dedication and creativity that has yielded impressive results to date. The City of Auburn’s Economic Development
Strategic Plan found that the City will benefit from augment its Economic Development program with additional resources and stronger
partnerships. This will position the City to better support the attraction, formation, retention, and expansion of businesses that form the
economic backbone of the community and provide more and better economic opportunities for Auburn residents.
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 infrastructur e these changes may create.
Each of Auburn’s seven neighborhood areas have upcoming developments that may impact local investment and business growth, including
some planned infrastructure improvements:
Downtown: There are several large projects in the downtown area that are in various stages of the design, permit review, and approval process.
Auburn Town Center is a seven-story, 296,000 square foot mixed use commercial property being developed at 1st and South Division
Street in the heart of downtown. It will include 226 market rate apartment units and 2,000 square feet of ground level commercial
space.
Next door will be the Auburn Legacy Senior Living, an eight-story, 216,000 square foot building that will provide additional housing
options for our senior community members, as well as an additional 7,000 square feet of ground floor commercial space on Main Street.
Ground breaking is anticipated this summer or fall.
The Heritage Building, in Auburn’s downtown core, was sadly destroyed by fire in December of 2017. The property owner is working on
the design of a new and improved six-story, 60,000 square foot building with 67 apartments, doubling the capacity of the previous
building. This site will provide 5,500 square feet of ground floor commercial space. This project is currently in the design review phase,
with an anticipated 2020 construction start date.
Lakeland Hills: There are several development projects planned for the Lakeland Hills area of Auburn, including a new 73,000 square foot
Auburn Public Schools elementary school, a 16-lot residential subdivision, and a 5-building retail development.
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Lea Hill: In addition to three subdivision projects that are in preliminary design and review stages, the City is also moving forward with the Lea
Hill Corridor project. In September 2018, the City initiated the Lea Hill Road Corridor Study, between Harvey Road/M Street NE and 124th
Avenue SE. The study is taking a practical design approach to develop alternative solutions, determine a preferred roadway design, and identify
any potential interim solutions. The Lea Hill Road Corridor Study, which involves public engagement, traffic forecasting and analysis, conceptual
design, and preliminary cost estimation, is expected to be complete by the end of 2019.
North: There are several large projects in North Auburn that are in various stages of the design, permit review, and approval process. Notably,
these include a 290,000 square foot warehouse and distribution center, a mixed use retail and multi-family development that includes
affordable housing, a 250,000 square foot warehouse, and a public elementary school replacement.
Plateau: There are two large infrastructure improvements that are in process on the Plateau in Auburn:
SR 164 Improvements: The Muckleshoot Indian Tribe is leading this project to improve transportation on the SR 164 corridor from SR 18
to the Poplar Street curve, with the support of WSDOT and the City of Auburn. The purpose of the project is to develop a cost-effective,
long-term solution that improves congestion, increases safety, and accommodates growth. The Muckleshoot Indian Tribe, with the
support of WSDOT and the City, hosted two public open houses to display project concepts and an online comment form to collect
community feedback. A final public open house on the project will be held early this fall.
Auburn Way South Improvements: The Auburn Way South Sidewalk Improvement project will construct a sidewalk to fill the missing
sidewalk gap from 17th Street SE to Muckleshoot Plaza along the north side of Auburn Way South. The project will provide pedestrian
access along Auburn Way South by constructing a sidewalk where one doesn’t currently exist. This project also includes the following
work:
o Narrowing the existing lane widths to accommodate the new sidewalks within the existing roadway footprint;
o Painting new lane lines to delineate the new lane widths;
o Reducing the speed limit from 45 MPH to 35 MPH;
o Installing c-curbing and a raised median for the purpose of calming vehicular speeds;
o Removing the existing guardrail and installing new guardrail behind the planned sidewalk; and
o Upgrading the existing streetlights with energy efficient LED fixtures.
South:
Farmer’s Market: With a $20,000 grant from King Conservation District for the past season, the Market was able to continue to grow at
the new Les Gove Park location. The move to Les Gove Park has brought new success to the Market, its customers, vendors, and
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especially the farmers. With the new park view, increase in exposure, an active park full of amenities, and space to grow, the Auburn
Farmers Market will continue to flourish and grow for decades to come.
West Hill: In addition to receiving two subdivision projects that are in the review stages, the City will be completing improvements to a property
for Parks use that will include soft surface trail improvements, viewpoints with picnic tables and benches, parking area, and a footbridge.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Auburn’s primary strength, and the strength of the South Sound region, is its access to skilled labor. In the 145 zip codes that are within about a
45-minute drive of Auburn, there are 1.5 million workers. Over 800,000 of these workers fall into the “middle skills” segment of wo rkers. In fact,
Auburn has very good access to hard-to-find skillsets such as customer service representatives, truck drivers, registered nurses, maintenance
and repair workers, and various types of technicians that support manufacturing operations. Auburn’s primary constraint is the availability of
sites and buildings with vacancy. This constraint is important because a community’s inventory of sites and buildings determines whether or not
it can enter into the competition for business investment. The majority of the other site selection factors distinguish regio ns across the country
from one another. In that regard, Auburn is fortunate to be located in a region that is a magnet for talent and investment, which provides it with
an advantage over communities of similar size in less competitive regions. Within the Seattle–Tacoma Metro area, the competition to attract
businesses is stiff, and communities must differentiate themselves to standout from their peers.
Auburn's education attainment is lower than the state's average; however the percentage of individuals with high school diplomas and some
college (without degrees) is higher than the percentage of those without high school diplomas. Data shows that those in Auburn with some
college or a bachelor's degree or higher have a higher employment rate than those who don't and have a higher median income. The
employment rate of high school graduates, those with some college, those with bachelor's degrees or higher and the annual media income is
lower than the state and nation's average.
The rate of Auburn residents with bachelor's degrees or higher is relatively lower than the general population, but the education attainment of
the City positively corresponds with the employment opportunities in the jurisdiction. Because the majority of employment opportunities are in
areas that do not require higher education degrees (wholesale trade, construction and retail trade) there is ample opportunity for employment
in the City.
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.
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The Mayor’s Workforce Initiative began last summer when leadership from Auburn, Pacific, Algona, the Auburn School District, Green River
College and businesses came together to talk about how we could work together proactively to connect local companies with our graduating
students, and vice versa.
The vision of the group is: To build a community where all residents can successfully participate in the workforce, achieve economic stability, raise
a family, and be a part of the fabric of Algona, Auburn and Pacific. We will build a regional education-to-career pipeline that is a community-wide
effort uniting education, cities, the business community, community-based organizations and citizens, where 100% of businesses choose to
remain in the Cities and 100% of prospective employers choose our cities
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No
If so, what economic development initiatives are you undertakin g that may be coordinated with the Consolidated Plan? If not,
describe other local/regional plans or initiatives that impact economic growth.
Workforce Development, Business Assistance and Business Development Programs are services routinely provided through the City of Auburn's
Office of Economic Development. The Office of Economic Development has a variety of resources for business development, expansion and
recruitment. The City provides tools to assist, including a variety of regularly scheduled Business Assistance Training and Education
Programming.
Urban Center for Innovative Partnerships
The mission of Auburn's Urban Center for Innovative Partnerships is to support a vibrant vital economy for the City of Auburn, our local region
and the State of Washington. Encouraging the adaption of warehouse districts to mixed use, market-affordable technology clusters and
facilitating collaborative partnering among private sector employers, research partners, and programmed workforce development, the IPZ is a
multi-phased plan across a variety of manufacturing sectors. These collaborative clusters will realize new businesses and products; expand our
existing knowledge based middle-wage jobs while creating new higher paying employment opportunities for the citizens of our City. Through
new partnerships and the clustering of entrepreneurs, ideas will flourish, manufacturing efficiencies will be developed and our diverse business
community will expand, creating investment opportunities, new technologies and the general growth of our economy.
Downtown Revitalization Project
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For 120 years, property owners, business large and small, and individuals have invested and succeeded in Downtown Auburn. Downtown
Auburn has undergone a significant revitalization. Recent and ongoing infrastructure investments by the City, new businesses, commuter rail
access, shopping and dining opportunities, and recreational and cultural amenities have increased the economic growth and opportunity of
downtown business owners as well as enhanced the vitality of the area. Since 2010, the City of Auburn has invested $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. Projects such as improved parking, sidewalks, lighting and updated water, sewer, storm and private utilities are just a small portion
of improvements made to impact economic growth in Auburn.
Discussion
The economic and community development of the City, specifically in CDBG-qualifying neighborhoods directly affect the vitality and wellness of its residents. For this reason the City intends to continue to include Community and Economic Development in its three priority goals for the 2020-2024 strategic planning period. In addition to neighborhood revitalization, the City intends on focusing on workforce development efforts. As many residents experience the disproportionate increases in cost of living compared to wage growth, Auburn intends to ensure that the workforce development corresponds with future business opportunities.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
In the City of Auburn, there are few concentrated areas where there are multiple housing problems.
Households of all income groups throughout Auburn have a roughly balanced amount of households
experiencing housing problems (problems include: overcrowding, substandard housing and housing cost
burdens). Although the households with multiple housing problems are spread throughout the region
and not concentrated, there are areas of concentration experiencing just one housing problem.
Auburn's neighborhood referred to as "the Valley" runs parallel from North to South along West Valley
Highway. The Valley has a concentration of households experiencing housing cost burdens and severe
housing cost burdens.
When looking at population rather than geographic area, we find that a number of groups experience
housing problems in Auburn at a disproportionate rate.
Households with income below 50% AMI experience housing problems at a very high rate. Nearly 85% of
all renter households earning less than 50% AMI experience a housing problem. Overall, just over half of
all renter households in Auburn experience a housing problem, with nearly one-third of owner
households experiencing a housing problem.
HUD also collects data on disproportionate housing needs based on racial demographics. A
disproportionate housing need is identified when a particular group displays a ratio of housing need that
is more than ten (10) percentage points above the jurisdictional need as a whole. Both Black/African
American and Pacific Islander households experience housing problems at a disproportionate rate as
compared to the jurisdiction as a whole. With 61% of Auburn households experiencing a housing
problem, Black/African households and Pacific Islander households experience housing problems at
fourteen (14) and twenty-eight (28) percentage points above the jurisdiction as a whole.
When comparing renter and owner households, there are several areas of disproportionate need.
Among renter households, Black/African American (76.8%) and Pacific Islander (87.6%) households
experience a housing problem greater than ten (10) percentage points above the jurisdiction as a whole
(65.8%). Among owner households, Pacific Islander households experience a housing problem at 100%;
there are 25 Pacific Islander households identified in this CHAS dataset.
Considering cost burdened and severe cost burdened households, the data indicates that Black/African
American households experience cost burden at a disproportionately high rate, while Pacific Islander
households experience severe cost burden at a disproportionately higher rate.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
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Racial diversity exists across much of Auburn’s geography. However, there are areas of concentration of
two population groups.
Native Americans in Auburn are concentrated in the Eastern side of Auburn near the
Muckleshoot Reservation.
Auburn residents of Hispanic origin reside along the Valley but have a heavier concentration on
the South end of the Valley which runs directly up the middle of Auburn along highway 167.
Low-income families are concentrated in the Valley which runs up the center of Auburn alongside
highway 167 and in the east side of Auburn near the Muckleshoot Indian Reservation.
Auburn's definition of concentration regarding households in the region is the density in the number of
individuals in a specific area.
What are the characteristics of the market in these areas/neighborhoods?
Although the housing available for rental and ownership in the Auburn Valley area is more
affordable than other locations in the City, housing costs have been increasing proportionate to
the regional trends, making this area no longer affordable to households at many income levels.
According to the National Low Income Housing Coalition Out of Reach Report (2017), fair
market rent for a 2-bedroom home in Auburn ranges from $1700 - $2190. This requires a
“housing wage” of $67,995 annually to afford housing without experiencing cost burden. The
median household income in the zip code that encompasses the Valley is $51,086, or 25%
below the housing wage for that area.
Are there any community assets in these areas/neighborhoods?
Auburn's community assets in the Valley include but are not limited to:
small businesses
produce markets
faith-based institutions
schools
restaurants
The Muckleshoot Casino
The White River Amphitheater
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Are there other strategic opportunities in any of these areas?
Auburn's Urban Center for Innovative Partnerships supports the vibrant vital economy for the City of
Auburn and the surrounding local region. Encouraging the adaption of warehouse districts to mixed use,
market-affordable technology clusters and facilitating collaborative partnering among private sector
employers, research partners, and programmed workforce development. These collaborations will
realize new businesses and products; expand existing knowledge based middle-wage jobs while creating
new higher paying employment opportunities for the citizens of our City. Through new partnerships and
the clustering of entrepreneurs, ideas will flourish, manufacturing efficiencies will be developed and our
diverse business community will expand, creating investment opportunities, new technologies and the
general growth of our economy.
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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.
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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.
Within this context, the Consolidated Plan strategic plan intends funds to focus on:
1. Affordable Housing
2. Homelessness
3. Community and Economic Development
The following context will detail the highest priority need, as well established goals and objectives.
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SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area
Table 12 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the state
Due to the fact that low/moderate-income individuals and families in need of supportive services reside
throughout all geographic regions of the city, geographic boundaries will not be used as a basis for
allocating investments.
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SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs
Table 13 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Description The City of Auburn will engage in housing activities, collaborations, and
partnerships to enhance opportunities for the creation and preservation of
affordable housing. The City will plan for and support fair housing strategies and
initiatives designed to affirmatively further fair housing choice, and to increase
access to housing and housing programs.
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Basis for
Relative
Priority
The City of Auburn continues to experience a significant increase in its
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 that provide services to alleviate financial crisis, establish financial
stability, address barriers to fair housing choice, and prevent eviction or
homelessness. The city will also continue to provide minor home repair services
for low income homeowners in the community.
2 Priority Need
Name
Ending Homelessness
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
Associated
Goals
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Description We value working together with collective impact to continue the work to
develop a cohesive and coordinated homeless system that is grounded in the
principle of Housing First and shared outcomes; we invest in projects that ensure
that homeless households 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
Priority
Homelessness is an issue that affects communities across the United 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 projection of how many individuals are experiencing or at risk of
homelessness is challenging to estimate. The most accurate estimate of homeless
residents comes from an annual assessment called the Point in Time Count that is
coordinated by All Home King County. In conjunction with dozens of nonprofit
and government agencies, churches and numerous volunteers, cover large areas
of the County in order to find homeless persons on the streets, in cars or in other
places not meant for housing. The 2019 count estimated 11,199 individuals
experiencing homelessness in King County. Of those 11,199 residents, 217 were
in Auburn.
Shared outcomes with King County and our local Continuum of Care include the
following: 1) reduce the number 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.
3 Priority Need
Name
Community and Economic Development
Priority Level High
Page 437 of 567
Consolidated Plan AUBURN 49
OMB Control No: 2506-0117 (exp. 06/30/2018)
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Associated
Goals
Description In an effort to meet the need of Auburn's economic and demographic growth the
City intends to fund programs and activities that will enhance the economy,
accessibility, safety, and physical appearance of neighborhoods. Activities that
would be eligible for funding include public infrastructure and ADA
improvements for public facilities. These investments help to ensure equitable
opportunities for good health, happiness, safety, self-reliance and connection to
community.
Page 438 of 567
Consolidated Plan AUBURN 50
OMB Control No: 2506-0117 (exp. 06/30/2018)
Basis for
Relative
Priority
Auburn recognizes the direct correlation between the health, wellness and
sustainability of the City and its economic development. To ensure Auburn
provides a safe and desirable place to reside, the City includes Community and
Economic Development as a cardinal area to be addressed in the Consolidated
Plan.
Auburn's efforts to support economic opportunities coincide with its efforts to
support connectivity, accessibility, financial stability and an increased quality of
life for its residents.
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.
Page 439 of 567
Consolidated Plan AUBURN 51
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City of Auburn anticipates funding for the duration of the Consolidated Plan from
CDBG
City of Auburn General Fund allocation for Human Services
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 600,000 0 51,182 651,182 2,400,000
Resources anticipated based on
2020 estimated entitlement
General
Fund
public -
local
Public Services 500,000 0 0 500,000 2,000,000
Anticipated general fund
allocation to human services in
the community.
Table 14 - Anticipated Resources
Page 440 of 567
Consolidated Plan AUBURN 52
OMB Control No: 2506-0117 (exp. 06/30/2018)
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 community and economic development projects and activities in efforts to support low to
moderate income populations in the community. 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.
If appropriate, describe publically 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.
Page 441 of 567
Consolidated Plan AUBURN 53
OMB Control No: 2506-0117 (exp. 06/30/2018)
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 Geographic Area
Served
AUBURN Government Planning Jurisdiction
Table 15 - 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 enhanced homeless shelter and permanent supportive housing opportunities in Auburn.
Auburn makes numerous efforts to fill gaps in services throughout the region by supporting emergency
service and other supportive service programs. However, as the need for emergency services grows
along with the number of residents in the City, the community has experienced a proportionate
decrease in funding for human services making accessibility more challenging for those in need.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance X
Mortgage Assistance
Rental Assistance X
Utilities Assistance X
Page 442 of 567
Consolidated Plan AUBURN 54
OMB Control No: 2506-0117 (exp. 06/30/2018)
Street Outreach Services
Law Enforcement 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 Employment
Training X X
Healthcare X X
HIV/AIDS
Life Skills X
Mental Health Counseling X X
Transportation X
Other
Table 16 - Homeless Prevention Services Summary
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. Considering homelessness
prevention and intervention are high priorities on 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 majority of 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.
Page 443 of 567
Consolidated Plan AUBURN 55
OMB Control No: 2506-0117 (exp. 06/30/2018)
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.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, th e 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
Gaps:
Insufficient or reduction in funding
Frequent systems or policy changes
High turnover in direct service providers
Insufficient access for individuals who are not English proficient
Transportation
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.
Page 444 of 567
Consolidated Plan AUBURN 56
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information
Sort Order Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Affordable
Housing
2020 2024 Affordable
Housing
Public
Housing
Homeless
Non-
Homeless
Special
Needs
Affordable
Housing
CDBG:
$1,780,000
Public Facility or Infrastructure
Activities for Low/Moderate Income
Housing Benefit:
5 Households Assisted
Homeowner Housing Rehabilitated:
325 Household Housing Unit
2 Ending
Homelessness
2020 2024 Homeless Ending
Homelessness
CDBG:
$350,000
Public service activities other than
Low/Moderate Income Housing
Benefit:
365 Persons Assisted
3 Community and
Economic
Development
2020 2024 Non-
Homeless
Special
Needs
Non-Housing
Community
Development
Community
and Economic
Development
CDBG:
$421,182
Public Facility or Infrastructure
Activities other than Low/Moderate
Income Housing Benefit:
1000 Persons Assisted
Public service activities other than
Low/Moderate Income Housing
Benefit:
200 Persons Assisted
4 Planning and
Administration
2020 2024 CDBG:
$500,000
Other:
0 Other
Table 17 – Goals Summary
Page 445 of 567
Consolidated Plan AUBURN 57
OMB Control No: 2506-0117 (exp. 06/30/2018)
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
The City of Auburn will engage in housing activities, collaborations, and partnerships to enhance opportunities for the
creation and preservation of affordable housing. The City will plan for and support fair housing strategies and initiatives
designed to affirmatively further fair housing choice, and to increase access to housing and housing programs.
2 Goal Name Ending Homelessness
Goal
Description
The City of Auburn will support Public Service activities that work toward the following outcomes: 1) reduce the number 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.
3 Goal Name Community and Economic Development
Goal
Description
In an effort to meet the need of Auburn's economic and demographic growth the City intends to fund programs and
activities that will enhance the economy, accessibility, safety, and physical appearance of neighborhoods. Activities that
would be eligible for funding include fair housing public services, public infrastructure and ADA improvements for public
facilities. These investments help to ensure equitable opportunities for good health, happiness, safety, self-reliance and
connection to community.
4 Goal Name Planning and Administration
Goal
Description
General administration and project management
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 funds.
Page 446 of 567
Consolidated Plan AUBURN 58
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 447 of 567
Consolidated Plan AUBURN 59
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 448 of 567
Consolidated Plan AUBURN 60
OMB Control No: 2506-0117 (exp. 06/30/2018)
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.
Page 449 of 567
Consolidated Plan AUBURN 61
OMB Control No: 2506-0117 (exp. 06/30/2018)
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. Data included
in the Analysis of Impediments to Fair Housing Choice show that low income households are more likely
to experience cost burden, multiple housing problems, and be concentrated in areas with poorer
environmental health. 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 Community Services Division 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
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
Page 450 of 567
Consolidated Plan AUBURN 62
OMB Control No: 2506-0117 (exp. 06/30/2018)
Economic development programs
Neighborhood revitalization programs
Programs targeting underserved and special populations such as seniors, ethnic minorities,
disabled, homeless and non English speaking residents.
Page 451 of 567
Consolidated Plan AUBURN 63
OMB Control No: 2506-0117 (exp. 06/30/2018)
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
Once CDBG funding is approved, City staff executes an agreement with the service provider. 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, past 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.
Page 452 of 567
Consolidated Plan AUBURN 64
OMB Control No: 2506-0117 (exp. 06/30/2018)
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
City of Auburn General Fund allocation for Human Services
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 600,000 0 51,182 651,182 2,400,000
Resources anticipated based on
2020 estimated entitlement
Page 453 of 567
Consolidated Plan AUBURN 65
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
General
Fund
public -
local
Public Services
500,000 0 0 500,000 2,000,000
Anticipated general fund
allocation to human services in
the community.
Table 18 - Expected Resources – Priority Table
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 community and economic development projects and activities in efforts to support low to
moderate income populations in the community. 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.
Page 454 of 567
Consolidated Plan AUBURN 66
OMB Control No: 2506-0117 (exp. 06/30/2018)
If appropriate, describe publically owned land or property located within the jurisdiction 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.
Page 455 of 567
Consolidated Plan AUBURN 67
OMB Control No: 2506-0117 (exp. 06/30/2018)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Affordable Housing 2020 2024 Affordable
Housing
Public Housing
Homeless
Non-Homeless
Special Needs
Affordable
Housing
CDBG:
$380,000
Public Facility or Infrastructure
Activities for Low/Moderate
Income Housing Benefit: 5
Households Assisted
Homeowner Housing Rehabilitated:
65 Household Housing Unit
2 Ending
Homelessness
2020 2024 Homeless Ending
Homelessness
CDBG: $70,000 Public service activities other than
Low/Moderate Income Housing
Benefit: 165 Persons Assisted
3 Community and
Economic
Development
2020 2024 Non-Homeless
Special Needs
Non-Housing
Community
Development
Community
and Economic
Development
CDBG:
$101,182
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 200 Persons Assisted
4 Planning and
Administration
2020 2024 CDBG:
$100,000
Other: 0 Other
Table 19 – Goals Summary
Page 456 of 567
Consolidated Plan AUBURN 68
OMB Control No: 2506-0117 (exp. 06/30/2018)
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
The City of Auburn will engage in housing activities, collaborations, and partnerships to enhance opportunities for the
creation and preservation of affordable housing. The City will plan for and support fair housing strategies and initiatives
designed to affirmatively further fair housing choice, and to increase access to housing and housing programs.
2 Goal Name Ending Homelessness
Goal
Description
The City of Auburn will support Public Service activities that work toward the following outcomes: 1) reduce the number
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.
3 Goal Name Community and Economic Development
Goal
Description
In an effort to meet the need of Auburn's economic and demographic growth the City intends to fund programs and
activities that will enhance the economy, accessibility, safety, and physical appearance of neighborhoods. Activities that
would be eligible for funding include fair housing public services, public infrastructure and ADA improvements for public
facilities. These investments help to ensure equitable opportunities for good health, happiness, safety, self-reliance and
connection to community.
4 Goal Name Planning and Administration
Goal
Description
General administration and project management
Page 457 of 567
Consolidated Plan AUBURN 69
OMB Control No: 2506-0117 (exp. 06/30/2018)
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 providing assistance to 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
1 Housing Repair
2 Healthpoint
3 Employment Training Program
4 Sidewalk Accessibility Improvements
5 Affordable Housing Capital Improvements
6 Planning and Administration
Table 20 – 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 to 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.
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.
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.
Page 458 of 567
Consolidated Plan AUBURN 70
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-38 Project Summary
Project Summary Information
1 Project Name Housing Repair
Target Area
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $350,000
Description Maintain the affordability of decent housing for low-income Auburn residents by providing repairs
necessary to maintain suitable housing for low income Auburn homeowners.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
An estimated 65 low to moderate income families will benefit from the housing repair program. As the
City's largest homeless prevention program, housing repair ensures the sustainability of a safe home for
some of Auburn's most vulnerable residents. Of the 65 low to moderate income residents who apply for
the program, over half of them are of the senior and disabled population.
Location Description n/a
Planned Activities Activities include minor home repairs.
2 Project Name Healthpoint
Target Area
Goals Supported Ending Homelessness
Needs Addressed Homeless Prevention and Intervention
Funding CDBG: $60,000
Description Providing healthcare services which include medical and dental to 150 or more low to moderate
income, Auburn residents. This project is a public service activity.
Page 459 of 567
Consolidated Plan AUBURN 71
OMB Control No: 2506-0117 (exp. 06/30/2018)
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
At least 150 low to moderate income Auburn residents will have benefitted from the proposed
activities.
Location Description n/a
Planned Activities
3 Project Name Employment Training Program
Target Area
Goals Supported End Homelessness
Needs Addressed Homeless Prevention and Intervention
Funding CDBG: $10,000
Description Provide employment training supportive services to approximately 15 low to moderate income Auburn
residents so that at least half of them can find and sustain a job. This project is a public service activity.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
15 low to moderate income Auburn residents will benefit from the employment training program.
Location Description n/a
Planned Activities
4 Project Name Sidewalk Accessibility Improvements
Target Area
Goals Supported Community and Economic Development
Needs Addressed Ensure a Suitable Living Environment
Page 460 of 567
Consolidated Plan AUBURN 72
OMB Control No: 2506-0117 (exp. 06/30/2018)
Funding CDBG: $101,182
Description Provide sidewalk ADA improvements in low- to moderate-income areas of Auburn, improving
accessibility, safety, and community connectedness.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
200 low to moderate income Auburn residents will benefit from the improvements.
Location Description n/a
Planned Activities Planned activities include sidewalk improvements to install missing sections or ADA-compliant curb
ramps.
5 Project Name Affordable Housing Capital Improvements
Target Area
Goals Supported Affordable Housing
Needs Addressed Ensure a Suitable Living Environment.
Funding CDBG: $30,000
Description Make funds available through an RFP process to nonprofit affordable housing providers in the City of
Auburn for property improvements.
Target Date 12/31/2019
Estimate the number and type
of families that will benefit
from the proposed activities
5 low income households will benefit from the proposed improvements.
Location Description n/a
Page 461 of 567
Consolidated Plan AUBURN 73
OMB Control No: 2506-0117 (exp. 06/30/2018)
Planned Activities
Page 462 of 567
Consolidated Plan AUBURN 74
OMB Control No: 2506-0117 (exp. 06/30/2018)
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
Table 21 - 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
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.
Page 463 of 567
Consolidated Plan AUBURN 75
OMB Control No: 2506-0117 (exp. 06/30/2018)
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 allocating over $300,000 of CDBG funds to the City's Housing Repair Program. The program provides
emergency repairs necessary to maintain safe housing for at least 65 Auburn homeowners, 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
Page 464 of 567
Consolidated Plan AUBURN 76
OMB Control No: 2506-0117 (exp. 06/30/2018)
and owning accountability for affordable housing efforts across King County.
Actions planned to reduce lead-based paint 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.
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:
Allocating $10,000 to employment and training programs
Allocating $60,000 to healthcare services targeted at families who are uninsured or
underinsured
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,
Page 465 of 567
Consolidated Plan AUBURN 77
OMB Control No: 2506-0117 (exp. 06/30/2018)
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.
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 a outlined in the Consolidated Plan are consistent with all of
the goals and objectives identified.
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Consolidated Plan AUBURN 78
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Specific Requirements
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 2020 Annual Action
Plan year.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(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.
1. 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
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
3. The amount of surplus funds from urban renewal settlements
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.
5. The amount of income from float-funded activities
Total Program Income
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Consolidated Plan AUBURN 79
OMB Control No: 2506-0117 (exp. 06/30/2018)
Page 468 of 567
Attachment A
2019 King County Analysis of
Impediments to Fair Housing Choice
Page 469 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice
Table of Contents
Introduction and Executive Summary .............................................................................. 3
Community Participation Process ................................................................................... 4
Assessment of Past Fair Housing Goals ....................................................................... 19
Fair Housing Analysis .................................................................................................... 26
Demographic Trend Summary ................................................................................... 27
Segregation and Integration in King County ............................................................... 30
Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs) ................................ 41
Disproportionate Housing Needs .................................................................................. 43
Disparities in Access to Opportunity .............................................................................. 49
Education ................................................................................................................... 50
Employment ............................................................................................................... 55
Transportation ............................................................................................................ 57
Environmental Health ................................................................................................. 60
Conclusion - Disparities in Access to Opportunity ...................................................... 66
Publicly Supported Housing Analysis ............................................................................ 67
Disability and Access Analysis ...................................................................................... 71
Fair Housing Discrimination Data Analysis .................................................................... 74
Fair Housing Goals........................................................................................................ 76
Conclusion and Next Steps ........................................................................................... 77
Page 470 of 567
Attachment A
Page 471 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 1
INTRODUCTION AND EXECUTIVE SUMMARY
Introduction
Everyone deserves fair access to housing. Discrimination and segregation are deeply
engrained in the history of the United States, including King County. Access to housing
was historically a key tool to perpetuate segregation, and will be critical for its undoing.
The Federal Fair Housing Act of 1968 banned discrimination against certain protected
classes, and the U.S. Department of Housing and Urban Development’s (HUD’s)
implementation of the act requires all local governments to affirmatively further fair
housing. This means King County must take meaningful actions to combat
discrimination, overcome historic patterns of segregation, and foster inclusive
communities free from barriers that restrict access to opportunity.
Protected Classes in King County
Federal State of Washington King County
Race
Color
National Origin
Religion
Sex
Disability
Familial Status
Sexual Orientation
Gender Identity
Creed
Marital Status
Veteran/Military Status
Use of Service or Assistive
Animal
Source of Income
Age
Ancestry
This Analysis of Impediments to Fair Housing Choice (Analysis of Impediments) seeks to
understand the barriers to fair housing choice and will guide policy and funding decisions
to end discrimination and overcome historic patterns of segregation in King County.
This analysis is written in the context of King County’s Equity and Social Justice
Strategic Plan1, which provides a lens through which all critical government decisions
are made. The Strategic Plan creates a framework to analyze how to engage historically
underserved communities in examining current conditions and defining equitable
solutions.
1 https://aqua.kingcounty.gov/dnrp/library/dnrp-directors-office/equity-social-justice/201609-ESJ-SP-FULL.pdf
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 2
This analysis is also written in the context of the Regional Affordable Housing Task
Force’s Five-Year Action Plan and Final Report 2 and the Affordable Housing
Committee. This analysis may inform efforts King County and the Affordable Housing
Committee will take to develop model ordinances or provide technical assistance to
partner jurisdictions. The Five-Year Action Plan includes strategies that this analysis
partially addresses:
• Goal 4, Strategy A: Propose and support legislation and statewide policies related to
tenant protection to ease implementation and provide consistency for landlords:
o Prohibit discrimination in housing against tenants and potential tenants with
arrest records, conviction records, or criminal history
• Goal 4, Strategy B: Strive to more widely adopt model, expanded tenant protection
ordinances countywide and provide implementation support for:
o Prohibiting discrimination in housing against tenants and potential tenants
with arrest records, conviction records, or criminal history
• Goal 5, Strategy B: Increase investments in communities of color and low-income
communities by developing programs and policies that serve individuals and families
at risk of displacement
o Expand requirements to affirmatively market housing programs and enhance
work to align affordable housing strategies with federal requirements to
affirmatively further fair housing.
This analysis is conducted on behalf of the King County Consortium, which includes all
of King County with the exception of the Cities of Seattle and Milton. While this analysis
includes the City of Seattle, particularly for the analysis of shifting demographics and
segregation throughout King County, it does not represent the City of Seattle nor reflect
all of its efforts to affirmatively further fair housing. The City of Seattle and Seattle
Housing Authority conducted its own Assessment of Fair Housing in 2017, which you
can read here.3
This analysis is primarily based on the structure of HUD’s 2017 Assessment of Fair
Housing Local Government Assessment Tool and the data from the Affirmatively
Furthering Fair Housing Data and Mapping Tool 4 provided by HUD. More current and
supplemental data sources are included when appropriate, and the structure has been
modified to improve readability.
2 https://kingcounty.gov/~/media/initiatives/affordablehousing/documents/report/RAHReportPrintFileUpdated7-
17-19.ashx?la=en
3 http://www.seattle.gov/Documents/Departments/HumanServices/CDBG/2017%20AFH%20Final.4.25.17V2.pdf
4 https://egis.hud.gov/affht/
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 3
Executive Summary
This report finds that systemic segregation, disproportionate housing needs, and
individual-level discrimination are present and ongoing in King County. Key findings
include:
• King County has become significantly more diverse over recent decades.
• Jurisdictions in King County can be categorized within three racial compositions:
areas that are diverse, predominantly White and Asian, and predominantly White.
• South Seattle and Southwest King County contain the most diverse areas of King
County and face the greatest barriers in access to opportunity.
• Economic segregation is a major factor to segregation patterns throughout King
County and protected class status is frequently correlated with lower incomes.
• Housing prices have increased dramatically in the last ten years, displacing lower-
income communities of color and immigrants.
• Field-testing conducted across jurisdictions in King County found evidence of
individual-level housing discrimination in about half of all tests.
• Blacks are half as likely as Whites to apply for a home loan and twice as likely to be
denied.
This report proposes an initial set of goals:
1. Invest in programs that provide fair housing education, enforcement, and testing.
2. Engage underrepresented communities on an ongoing basis to better understand
barriers and increase access to opportunity.
3. Provide more housing for vulnerable populations.
4. Provide more housing choices for people with large families.
5. Support efforts to increase housing stability.
6. Preserve and increase affordable housing in communities at high risk of
displacement.
7. Review zoning laws to increase housing options and supply in urban areas.
8. Work with communities to guide investments in historically underserved
communities.
9. Support the Affordable Housing Committee’s efforts to promote fair housing.
10. Report annually on Fair Housing Goals and progress.
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 4
COMMUNITY PARTICIPATION PROCESS
King County staff solicited input on community needs, priorities, and on the draft
Analysis of Impediments from partner organizations, local jurisdictions, and the general
public. Public outreach and engagement activities were designed to reduce barriers to
participation and engage stakeholders and community groups who have been
underrepresented in the past. King County staff partnered with local jurisdictions to help
reach more communities, and hosted meetings in public places that might be more
broadly attended. Information on the Analysis of Impediments, the notice of the public
meetings and survey were widely distributed through targeted outreach with local
partners. The public review draft was available for public review and comment from
June 14-July 26, 2019. The meeting notices and the survey tool were available to
members of the public in English, Somali, Spanish, and Vietnamese from June 25-July
26, 2019.
The Joint Recommendations Committee, which oversees the funding decisions of the
King County Consortium, reviewed and approved this report at a special meeting on
July 12, 2019. In effect, this means that this Analysis of Impediments has been adopted
by all of the cities in King County, except the Cities of Seattle and Milton. The King
County Department of Community and Human Services will submit this report to the
King County Council by September, which will provide an additional forum for public
comment.
Stakeholders
King County staff invited members of the following organizations to participate in one-
on-one interviews to provide additional feedback. Staff also shared the public meetings
notice with the following organizations and encouraged them to distribute it through their
networks.
Housing Providers/Policy Advocates
• Housing Development Consortium of Seattle-King County
• Housing Justice Project
• King County Housing Authority
• Puget Sound Sage
• Renton Housing Authority
• Tenant’s Union (WA State and City of Kent)
• WA Multifamily Housing Association
• WA Realtors
Nonprofit/Community Based Organizations
• African Community Housing and Development
• Alliance of People with disAbilities
• Asian Pacific Islander Americans for Civic Engagement (APACE)
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 5
• Asian Counseling and Referral Services
• Centro De La Raza
• Refugee Women’s Alliance (ReWA)
• Somali Community: Living Well Kent
• Washington State Coalition Against Domestic Violence (WSCADV)
• White Center CDA
Regional Partners
• Columbia Legal Services
• Futurewise
• Puget Sound Sage
• Skyway Solutions
• University of Washington: Evans School of Public Policy & Governance
King County staff conducted interviews with representatives from the following
organizations:
• Alliance for People with disAbilities
• Asian Counseling and Referral Services
• Columbia Legal Services
• University of Washington: Evans School of Public Policy & Governance
• King County Housing Authority
• Puget Sound SAGE
• Refugee Women’s Alliance
• Washington State Coalition Against Domestic Violence
Page 476 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 6
Community Meetings For the General Public
Public Drop-In Forums
Three public open houses (one in each sub-region) gave a chance for residents to
provide feedback on the draft Analysis of Impediments and share their concerns and
perspectives with King County staff. These meetings followed the federal requirements
for providing public notice, providing notice in the Seattle Times newspapers, posting on
the King County website, posting notice at the meeting site and providing direct
notification to stakeholders 14 calendar days prior to the first community meeting. These
meetings took place at the following times and locations:
• East – Bellevue, 6/15, Crossroads Mall, 11:00 a.m.-1:00 p.m.
• North – Shoreline, 6/22, Shoreline Library, 10:30 a.m.-12:30 p.m.
• South – Tukwila, 6/29, Tukwila Library, 10:30 a.m.-12:30 p.m.
These community forums were held in mixed–income and low-income locations around
King County that are walkable, accessible by public transit, and had free parking. The
venues included areas that are frequented by community members of all economic
backgrounds, often in areas with subsidized and affordable housing options. These
public meetings were held in publicly accessible locations, without architectural barriers
which would preclude the attendance of people who have a disability. The community
meeting held at the Crossroads Mall was the best attended, as the location had the
most foot traffic, and was a good location to talk to people passing by the posted
information.
Additional Meetings
King County co-hosted two community meetings jointly, one with the City of Auburn and
another with the City of Federal Way. An additional stakeholder meeting was scheduled
to provide an opportunity to discuss this work and get feedback during work hours. Staff
from the Downtown Emergency Services Center, Housing Development Consortium,
and Congregations for the Homeless attended this meeting. King County staff also
briefed the City of Renton Human Services Commission on this process, key findings,
and recommendations.
Online Survey
King County staff also distributed an online survey to collect information regarding
individuals’ personal experiences of barriers to accessing housing. The survey was
translated into Spanish, Vietnamese, and Somali to increase accessibility. By the end of
the comment period, 46 participants submitted responses and comments through the
survey.
Survey Themes:
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 7
• Rental Market:
o Lack of affordable housing for low-income/fixed-income individuals
o Instability of constantly moving due to:
Annual rent increases that make an area unaffordable
Buildings being renovated and displacing residents
o Living with multiple roommates in crowded conditions to afford the area
o Community members settling for sub-quality rental housing in order to
manage affordability
o Moved out of homelessness into a rental unit
• Housing ownership market is too expensive and unattainable:
o Older housing options are the only options in lower price ranges
o Newer housing is larger and starts in the $800K range
o Prices prevent younger families from moving in, the elderly from staying in
their homes and the new graduates need to return to live at home
o Newer housing being built does not incorporate concern for aesthetic or
functional neighborhoods or communities; quantity over quality is being
valued
o Frustrated by a lack of market options/configurations; need more multi-
family properties
• Need more education about how to report housing discrimination, and what
tenant rights are when facing fair housing discrimination
• Need more low-barrier, affordable housing options
• Need to protect mobile home parks from development, enabling low-income
residents to remain (see work Kenmore is doing)
Summary of Feedback
Key Themes Highlighted from Public Meetings and Stakeholder Interviews:
• Fair Housing Enforcement needs work, as the current system relies on the
injured party to report the discrimination (racism, classism, ableism etc.)
• Certain protected classes (i.e. individuals living with a disability, immigrants with
limited English proficiency) experience inherent barriers to accessing housing
o Need more accessible units for people with disabilities, and policies to
ensure units are actually accessible or modified to be accessible
o Need for more translated materials (forms, websites) and available
interpreters to help immigrants/refugees access information and apply for
housing
• The impacts of displacement are being felt across the county:
o Available housing is pricing out low-income individuals
o Evictions are disproportionately impacting women of color
o Cost of housing restricts geographical choice, forces residents to relocate
o Number of people experiencing homelessness continue to increase
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 8
• Immigrant and refugee communities are afraid of government/public
entities/organizations
• Credit scores and social security numbers are being used as neutral tools to
discriminate against potential tenants
Recommended Actions Identified by Public Stakeholders:
• Need more accessible, affordable housing and larger capacity units across King
County
• Need to further educate landlords/property managers/housing providers on
working with tenants with disabilities, with domestic violence survivors, and with
tenants with criminal records.
• Need a centralized housing database that provides a reference list of available
housing programs, resources and available units.
The following chart summarizes the feedback received for each public meeting and
interview. Feedback has also been incorporated throughout this analysis since the
public review draft was first posted on June 14, 2019.
Page 479 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 9
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Public
Meeting
Affordable
Housing
experts,
stakeholder
s
The Regional Affordable Housing
Task Force Kick-Off meeting on
July 14, 2017 at the Renton
Community Center included a
data presentation on housing
affordability and small and large
group discussions. Approximately
70 individuals attended
See meeting summary
https://www.kingcounty.gov/initiatives/aff
ordablehousing/meetings.aspx
None
Public
Meeting
Communiti
es of Color
Broad
Community
The January 30, 2018 Regional
Affordable Housing Task Force
met at the New Holly Community
Center (in New Holly
neighborhood operated by the
Seattle Housing Authority) for
open public testimony on the
public’s experiences of and
perspective on housing
affordability. 50 members of the
public provided testimony.
See meeting summary
https://www.kingcounty.gov/initiatives/aff
ordablehousing/meetings.aspx
None
Public
Meeting
Individuals
with lived
experiences
of
homelessne
ss
Elected
Leaders
Business
Community
Service
Providers
Broad
Community
The January 22, 2018 One Table
Community Action Work Group
meeting brought elected officials,
service providers to discuss the
root causes of homelessness and
to develop a community
approach to homelessness and
affordability.
See meeting summary
https://www.kingcounty.gov/depts/comm
unity-human-
services/housing/services/homeless-
housing/one-table.aspx
None
Page 480 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 10
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Individuals
with lived
experiences
of
homelessne
ss
Elected
Leaders
Business
Community
Service
Providers
Broad
Community
The April 4, 2018 One Table
Community Action Work Group
meeting brought together elected
officials, service providers to
discuss the root causes of
homelessness
See meeting summary
https://www.kingcounty.gov/depts/comm
unity-human-
services/housing/services/homeless-
housing/one-table.aspx
None
Individuals
with lived
experiences
of
homelessne
ss
Elected
Leaders
Business
Community
Service
Providers
Broad
Community
The August 3, 2018 One Table
Community Action Work Group
meeting brought elected officials,
service providers to discuss the
root causes of homelessness.
See meeting summary
https://www.kingcounty.gov/depts/comm
unity-human-
services/housing/services/homeless-
housing/one-table.aspx
None
Page 481 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 11
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Public
Meeting
Broad
Community
The April 19, 2018 Regional
Affordable Housing Task Force
Meeting at Kenmore City Hall was
organized with small group
discussions around a specific
issue of affordable housing, with
small groups reporting out to the
whole. Approximately 50 people
participated.
See meeting summary
https://www.kingcounty.gov/initiatives/aff
ordablehousing/meetings.aspx
None
Public
Meeting
Broad
Community
On September 5, 2018 at
Shoreline Community College, the
Regional Affordable Housing Task
Force presented a draft Action
Plan and facilitated discussion
around prioritizing goals.
See meeting summary
https://www.kingcounty.gov/initiatives/aff
ordablehousing/meetings.aspx
None
Public
Meeting
Broad
Community
On September 8, 2018 at the
South Bellevue Community
Center, the Regional Affordable
Housing Task Force presented a
draft Action Plan and facilitated
discussion around prioritizing
goals.
See meeting summary
https://www.kingcounty.gov/initiatives/aff
ordablehousing/meetings.aspx
None
Public
Meeting
Broad
Community
On September 11, 2018 at the
Auburn Community Center, the
Regional Affordable Housing Task
Force presented a draft Action
Plan and facilitated discussion
around prioritizing goals.
See meeting summary
https://www.kingcounty.gov/initiatives/aff
ordablehousing/meetings.aspx
None
Online
Comment
Tool
Broad
Community
The Regional Affordable Housing
Task Force website hosted a
public comment tool that allowed
residents to share what
neighborhood they live in
(optionally), their experiences,
and any other perspectives or
solutions to address housing
affordability.
See public comments here
https://www.kingcounty.gov/initiatives/aff
ordablehousing.aspx
None
Page 482 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 12
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Public
Meeting
Community
Meeting in
Auburn
On April 1, 2019 King County staff
participated in a community
meeting organized by City of
Auburn to gather input for their
CDBG program and county-wide
housing and fair housing needs.
People expressed a desire to see more
affordable housing, fewer barriers to
obtaining housing including: tenant
screening, selective micro-targeting
through social media, discrimination
against domestic violence survivors, rental
application fees. Also mentioned was single
family zoning as exclusionary and limiting
the housing supply. Other supply
constraining factors mentioned were
permitting process and regulations.
None
Public
Meeting
Broad
Community
(Bellevue)
On June 15, 2019 King County
staff organized a community
drop-in opportunity in Bellevue at
Crossroads Mall for community
members to discuss county-wide
housing needs and fair housing
needs, as well as provide public
comment on the Consolidated
Plan and Analysis for
Impediments.
Members of the public expressed a need
for more affordable housing options for
renters and home buyers. They shared
concerns of their community becoming
unaffordable. Shared concerns that
employees need to travel further from
work to find housing. Lack of affordable
housing is impacting efforts to help people
out of homelessness, means people are on
waitlists longer. Fair housing laws can have
unintended consequences, and it can be
complicated for realtors to implement.
Community needs: workforce housing,
ADUs, subsidies that provide both housing
and cost of living assistance.
None
Public
Meeting
Broad
Community
(Shoreline/
Lake Forest
Park)
On June 22, 2019 King County
staff organized a community
drop-in opportunity at the
Shoreline Library for community
members to discuss county-wide
housing needs and fair housing
needs, as well as provide public
comment on the Consolidated
Plan and Analysis for
Impediments.
Members of the public shared the fear
immigrant communities are feeling to join
public meetings, and a need for more
outreach to immigrant communities.
Concerned about availability of housing
stock, and impact of tech companies
expanding campuses. Community needs
more: rental assistance to help keep
housing, low-income apartment stock,
resources on what to do when you are
experiencing discrimination and better
responsiveness to reported discrimination.
None
Page 483 of 567
Attachment A
King County Analysis of Impediments to Fair Housing Choice 13
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Public
Meeting
Broad
Community
(Tukwila)
On June 29, 2019 King County
staff organized a community
drop-in opportunity at the
Tukwila Library for community
members to discuss county-wide
housing needs and fair housing
needs, as well as provide public
comment on the Consolidated
Plan and Analysis for
Impediments.
Members of the public shared their
concern regarding impact of evictions, and
how it is being misused. Concerned about
the growing number of homeless women
and homeless vets. Additionally, how
affordability is impacting ability to stay in
their preferred neighborhoods. Community
needs more: help with planning around
credit scores, education, financial planning,
and new, accessible homes at affordable
prices.
None
Stakehold
er
Meeting
Partners/St
akeholders
On July 9, 2019 King County staff
organized a community drop-in
opportunity for partners and
stakeholders to discuss county-
wide housing needs and fair
housing needs, as well as provide
public comment on the
Consolidated Plan and Analysis
for Impediments.
Partners shared their concern that there
are not adequate resources for behavioral
health needs, aging in place, or access to
adult care homes. Additional concerns
included unhealthy housing. Partners
shared that the county needs more long-
term medical care, more education for
landlords, long-term subsidized housing,
private landlord/rental repair, and more
fair housing testing and enforcement
None
Public
Meeting
Joint
Recommen
dations
Committee
& Members
of the
Public
On July 12, 2019 King County staff
organized a special meeting of
the Joint Recommendations
Committee (JRC) to review and
approve the Consolidated Plan
and Analysis of Impediments to
Fair Housing
Joint Recommendations Committee (JRC)
held a special meeting and heard a
presentation on the Consolidated Plan and
Analysis for Impediments.
Members of the public shared concern for
the displacement of immigrants/refugees
from their neighborhoods of choice, and
how that type of displacement has a
distinct ripple effect for both the
community member that is forced to move,
and the community left behind.
None
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 14
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Stakehold
er
Interview
Alliance of
People with
disAbilities
Interviewed leadership at Alliance
of People with disAbilities
-Fair housing barriers: people who are
impacted need extra support; housing
access is unaffordable and inaccessible -
Accessible units rented on first serve basis,
not held for tenants with accessibility
needs; increases the wait for units and
rigorous search needed for those tenants
-Alliance of People with disAbilities acts as
a system navigator to help people access
services; work with anyone who states they
have a disability
-People with disabilities are missing/not
reflected by current reports on
homelessness, even though they continue
to represent a growing part of the
homeless population
-Distinction between ADA accessible and
accessible for specific individual; some
more work is needed on educating housing
providers on tenants’ rights to have a unit
modified to be accessible for them
-Need more accessible units and subsidized
housing, with range of options to
customize for tenants with disabilities
-Need one stop housing database with all
currently available housing and info on
housing programs
-Need voice at the table in these processes;
there is a problem with the process
-Need more funding for accessibility work,
specifically advocating for tenants with
disabilities and educating housing
providers
-Need more housing to be designed and
built in a more broadly accessible
None
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 15
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Stakehold
er
Interview
King County
Housing
Authority
Interviewed leadership and staff
at KCHA
-Fair housing barriers: market availability
and geographic choice present barriers to
fair housing
-Low-income individuals are being priced
out; qualifying for these benefits gets you
on the list but not immediate access to
benefits; not enough resources to help
everyone in need
-KCHA working with City of Seattle on
Creating Moves to Opportunity Pilot to
improve outcomes of children by
evaluation strategies that support Housing
Choice Vouchers in moving to higher
opportunity neighborhoods
-KCHA increasing landlord engagement
work; build and maintain relationships with
local landlords to educate them about
HCVs
-Harder for housing authorities to work
with undocumented family members; need
to disclose all members of household living
in residence
-Increase in intakes of tenants coming
directly out of homelessness (40-50%);
demand for Section 8 vouchers is also
increasing
-Growing urgency and need for housing
resources overall
-Need more multifamily housing,
affordable home ownership and
concessionary sales prices
None
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 16
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Stakehol
der
Interview
Washingto
n State
Coalition
Against
Domestic
Violence
(WSCADV
)
Interviewed staff member at
WSCADV
-Fair housing barriers: Survivors of DV
cannot be denied housing on the basis
of DV history, but it does happen in
practice (both by landlords and housing
authorities)
-Lack of understanding on how to work
with survivors of domestic violence
-Need: improved education for housing
providers on how to work with survivors
and what a tenant’s rights are for
survivors accessing safe housing or
vacating housing to be safe (i.e.
changing locks, breaking a lease
without repercussions, requesting new
housing location)
-Need: navigation for survivors help to
get safe and stable housing; eviction
reform and tenant screening; process of
housing applications and timelines can
often be the barrier
None
Stakehol
der
Interview
Puget
Sound
Sage
Interviewed staff at Puget
Sound Sage
-Puget Sound Sage advocates for
investments and policies at the state
level that seek to protect tenants and
promote equitable development, and
there has been significant movement in
these areas in recent years
-Fair housing barriers include rising
house costs, restricted land use (single
family housing), and evictions rising,
which increases displacement, real
estate market and cost of housing
-Equitable Development Initiative a
good example of funding to support
community initiated projects in high-risk
displacement neighborhoods;
community engaged in solution
-Need to strengthen affordable housing,
use more affirmative marketing and
preferential strategies
None
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 17
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Stakehol
der
Interview
Asian
Counselin
g and
Referral
Services
(ACRS)
Interviewed staff at ACRS -Fair housing barriers: distrust in
institutions, availability of interpreters
and availability of materials and forms
printed in multiples languages for
clients to access
-ACRS: assists clients finding housing
and navigating services, but can take
more time and resources due to
language barriers; often end up filling
out forms with clients. These barriers
cause delays, as clients cannot access
the information themselves, and ACRS
has limited resources to meet the need.
-CEA is working well, providing multiple
resources in community to determine
needs. Housing First model has had a
positive impact as well.
-Need: more translated materials and
more interpreters available at housing
provider offices to assist with housing
process, forms etc.
None.
Stakehol
der
Interview
Columbia
Legal
Services
(CLS)
Interviewed staff at CLS -Fair housing barriers:
racism/unacknowledged racism,
affordability (credit score as a “neutral
test” has a disproportionate impact,
enforcement model falls on victim to
report discrimination, type of housing
stock and lack of units
-Columbia Legal Services: work with
clients with criminal records on access
to housing (leaving jail, homelessness,
accessibility of shelters, reasonable
accommodation, and undocumented
residents).
-Need: education on many forms of
housing discrimination that exist (ex.
SSN is not needed on all the forms it is
requested but can have a barrier
impact); increasing access for tenants
with disabilities (accommodation vs.
modification).
None.
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 18
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
Stakehol
der
Interview
University
of
Washingto
n, Evans
School of
Public
Policy and
Governanc
e
Interviewed Evans School
professor
-Fair housing barriers: discrimination
without enforcement, use of other
policies for discrimination by proxy, Ban
the Box had unintended consequences
-Need more education around what fair
housing is, and enforcement for parties
who are violating it
None.
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 19
ASSESSMENT OF PAST FAIR HOUSING GOALS
King County participated in a regional Fair Housing and Equity Assessment lead by the Puget Sound Regional Council
(PSRC) in 2015. You can read the full report here.5 The following table reviews the goals set in that assessment, policies
and programs implemented since 2015 that seek to further these goals, and the results or current status towards reaching
each goal. King County and partner cities welcome input on other activities and results in King County that have not been
included in this assessment, as well as on goals where progress has not been made since 2015.
Goal Activities Results
I. Fair Housing Education and Information
A. Work with regional
funding partners and fair
housing agency partners
to increase the visibility
of fair housing
enforcement resources.
• Fair housing and tenant advocacy organizations
perform outreach and education of fair housing
enforcement resources:
o Fair Housing Center of Washington
o The Tenants Union of Washington
• Information and access to resources are posted
on the websites of:
o King County
o City of Seattle
o Washington State Human Rights
Commission
o U.S. Department of Housing and Urban
Development
• Education and access to
enforcement resources are
available.
B. Work with regional
funding partners and fair
housing agency partners
The Fair Housing Center of Washington is certified
as a private fair housing enforcement initiative
program through HUD.6
• There is inconsistent
capacity across King
5 https://www.psrc.org/sites/default/files/fairhousingequityassessment.pdf
6 https://www.hud.gov/program_offices/fair_housing_equal_opp/contact_fhip
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 20
Goal Activities Results
to consider funding
specific enforcement
initiatives for rental
housing in high
opportunity areas and
high capacity transit
areas.
Fair housing enforcement is available in King
County:
• The U.S. Department of Housing and Urban
Development (HUD) enforces federal laws.7
• The Washington State Human Rights
Commission enforces state laws.8
• Local jurisdiction enforcement programs include:
o City of Bellevue9
o King County Civil Rights Program (for
unincorporated areas)10
o City of Seattle Office of Civil Rights 11
County for fair housing
enforcement.
• Dispersed and overlapping
authority makes accessing
resources confusing.
C. Work with regional
funding partners and fair
housing agency partners
to provide fair housing
education and training,
including specific
education for public and
elected officials – assess
need for funding for
Information regarding fair housing is available and
education has continued through the Fair Housing
Center of Washington, the Tenants Union, and
Solid Ground, among other organizations. However,
King County and partner cities did not fund specific
educational campaigns.
• Elected officials, housing
professionals, renters, and
homebuyers are often still
not aware of fair housing
rights or responsibilities.
7 https://www.hud.gov/program_offices/fair_housing_equal_opp
8 https://www.hum.wa.gov/fair-housing
9 https://development.bellevuewa.gov/codes-and-guidelines/code-compliance
10 https://www.kingcounty.gov/elected/executive/equity-social-justice/civil-rights.aspx
11 https://www.seattle.gov/civilrights/civil-rights/fair-housing
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 21
Goal Activities Results
specific educational
campaigns.
D. Work with regional
funding partners and fair
housing agency partners
to develop new
informational materials
and publications that will
increase participation in
the affirmative furthering
of fair housing in our
region.
Informational pamphlets were available and
distributed at fair housing seminars and are
available online.
• Most of the fair housing
materials are outdated.
II. Landlord/Housing Barriers
A. Work with partners,
stakeholders, and private
landlords to reduce
housing screening
barriers, including
disparate treatment of
protected classes and
criminal background
barriers that have a
disparate impact on
persons of color.
There has been significant activity in recent years
for reducing screening barriers to housing, with a
focus on polices that have disproportionate impacts
on people of color.
• RCW 43.31.605 created
the Washington State
Landlord Mitigation
Program in 2018.12 The
program provides
education and, in some
cases, financial support to
landlords who rent to
tenants receiving rental
assistance.
12 https://www.commerce.wa.gov/building-infrastructure/housing/landlord-mitigation-program/
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 22
Goal Activities Results
B Work with partners,
stakeholders, and private
landlords on initiatives
and requirements that
will actively promote fair
housing choice and
increase access to
housing for protected
classes, including
expansion of the
Landlord Liaison Project.
• The Landlord Liaison Project was
reprogrammed into a larger and broader
reaching organization called the Housing
Connector. This is a cross collaborative effort
between the Seattle Metropolitan Chamber of
Commerce, King County, and the City of Seattle.
• The King County Housing Authority staffs three
Owner Liaisons who build relationships with new
and strengthen existing partnerships with
landlords to encourage participation in the
Housing Choice Voucher (HCV) Program.
• The Housing Connector
connects private property
owners/managers to those
most in need of housing.
Click here to learn more. 13
• Since the Owner Liaison
team was created, they
have helped the HCV
program find homes for
over 900 new families.
C. Work with partners to
add the coverage of
source of income/rental
assistance/Section 8
discrimination at the
State level and at the
local level for jurisdictions
that do not currently
include this as a
protected class and that
have the capacity of
• King County and other partners advocated
banning source of income discrimination at the
Washington State Legislature.
• The Washington State
Legislature banned source
of income discrimination
statewide in 2018. You can
find more information about
the bill here.14
13 https://www.housingconnector.com/
14 https://app.leg.wa.gov/billsummary?BillNumber=2578&Year=2017&Initiative=false
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 23
Goal Activities Results
administer such a
program and explore
other opportunities to
reduce barriers to the
use of Section 8 and
other rental assistance in
housing.
D. Provide technical
assistance to help
agencies get their
questions answered by
the appropriate fair
housing professional.
• King County and partner cities do not provide
technical assistance, but refer residents to fair
housing professionals that provide fair housing
education, including: Solid Ground, the Housing
Justice Project, and the Tenants Union of
Washington State.
• The Washington State Multifamily Housing
Association and Washington Realtors provide
references to education and enforcement
resources.
• Fair housing professionals
continue to provide
technical assistance.
III. Access to Opportunity
A. In coordination with
funding and community
partners, make strategic
investments in affordable
housing in regions of the
Consortium that have
high access to
opportunity.
Since 2015, King County government has invested
over $180 million in affordable housing in high
opportunity areas or areas with frequent transit
service.
• Significant affordable
housing investments were
made in affordable housing
projects in high access to
opportunity.
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 24
Goal Activities Results
B. In coordination with
funding partners and
community partners,
make strategic
investments that will
catalyze additional public
and private investment in
regions of the
Consortium that have low
access to opportunity.
In 2014, Public Health – Seattle & King County
began the program Communities of Opportunity
(COO) in partnership with the Seattle Foundation,
which seeks to empower residents and
communities with low access to opportunity. One of
the primary goals of COO is to increase economic
opportunity. Click here for more information.15
• Supporting areas with low
access to opportunity has
been a priority, but
significant disparities
persist.
C. Work across sectors on
shared outcomes to
increase health, well-
being and the vitality of
communities located in
areas of low access to
opportunity.
• Some of the primary goals of COO are to
improve health outcomes and community
connections. Click here for more information.16
• King County Community Health Needs
Assessment and
• Significant disparities in
health outcomes persist in
low-income communities.
D. Work with partners on
legislative matters,
incentive programs, and
tools that encourage
responsible development
in areas of low access to
• Addressing displacement and gentrification was
an emerging topic during the past five year
planning period. The Regional Affordable
Housing Task Force convened elected officials
and expert stakeholders and culminated in a
Final Report and Five-Year Action Plan. Goal 5
• In 2019, the City of
Kenmore rezoned its
manufactured housing
communities to ensure
they were not replaced with
another housing type.
15 https://www.coopartnerships.org/
16 https://www.coopartnerships.org/
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 25
Goal Activities Results
opportunity and ensure
that there are plans to
address displacement of
low-income persons, if
such may occur.
of the Regional Affordable Housing Task Force
is to “Protect existing communities of color and
low-income communities from displacement in
gentrifying communities,” and includes a number
of strategies to achieve this goal.
• The King County Housing Authority has
prioritized acquisition and preservation of
affordable housing in high opportunity areas
where access for low-income persons has
historically been limited and in areas at high risk
of displacement.
• King County’s 2019-2020
budget included funding for
a TOD Preservation and
Acquisition Plan. The plan
currently proposes
preserving 582 units in the
coming years. You can
learn more about the plan
here.17
17 https://mkcclegisearch.kingcounty.gov/LegislationDetail.aspx?ID=3876610&GUID=DD8C9E4E-56BC-4AD6-9B76-
C24EB3FC68E5&Options=Advanced&Search=
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 26
FAIR HOUSING ANALYSI S
Understanding the impediments to fair housing choice requires many levels of analysis.
This analysis includes the following sections:
• Summary of King County demographics and trends
• Analysis of segregation patterns and trends
• Analysis of racially and ethnically concentrated areas of poverty
• Analysis of disproportionate housing needs
• Analysis of disparities in access to opportunity along the following factors:
- Education
- Employment
- Transportation
- Environmentally Healthy Areas
• Analysis of publicly supported housing
• Analysis of housing access for individuals with disabilities
• Analysis of fair housing discrimination testing and housing mortgage disclosure
data
Each section includes an analysis of the dynamics and disparities for each issue, key
contributing factors, and provides a brief overview of the existing programs and policies
seeking to address these issues.
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King County Analysis of Impediments to Fair Housing Choice 27
Demographic Trend Summary
King County has seen significant demographic shifts since 1990 in overall population
and makeup by race, ethnicity, and country of origin. King County’s population has
increased from 1,507,319 in 1990 to a 2017 Census estimate of 2,118,119, an increase
of 41%. This was significantly greater than the overall U.S. population growth of 30%
from 1990 to 2017.
Please see Appendix A for a table containing key demographic data for King County as
whole, each jurisdiction, and the unincorporated areas.
Race/Ethnicity
King County has become significantly more diverse, with the White, not Hispanic or
Latinx population decreasing from 84.8% in 1990 to a 2017 Census estimate of 61%.
The Asian and Latinx populations grew most rapidly in the same time period, increasing
from 7.9% to 17% and from 2.9% to 9% of the overall population, respectively. The
Black population grew from 5.1% in 1990 to a 2017 estimate of 6.2%. King County’s
racial and ethnic composition is similar to the larger Seattle-Tacoma-Bellevue
Metropolitan area.
National Origin
A major contributor to the growth in King County is immigration from other countries. In
1990, 140,600 residents had a national origin other than the U.S. The 2017 King County
estimate is 467,938, an increase of 333% compared to 1990. The growth of this
population accounts for 54% of the overall population growth in King County in this time
period, and our foreign-born population accounts for 22% of the overall population,
significantly higher than the national average of 14% and similar to the Seattle-Tacoma-
Bellevue Metropolitan area.
There is significant variation between jurisdictions for the percent of their population that
is foreign-born. The cities with the highest rates are:
Jurisdiction Percent Foreign-Born
SeaTac 41%
Tukwila 40%
Redmond 40%
Data Source: 2017 5-Year ACS Population Estimates
The cities with the lowest percentages of foreign-born individuals are:
Jurisdiction Percent Foreign-Born
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King County Analysis of Impediments to Fair Housing Choice 28
Milton 5%
Duvall 6%
Maple Valley 6%
Data Source: 2017 5-Year ACS Population Estimates
Countries of origin with more than 15,000 residents in King County are India, China,
Mexico, Vietnam, the Philippines, Korea, Canada, Ukraine, and Ethiopia. More than half
of King County’s foreign-born population originates from Asia.
Language and Limited English Proficiency
King County residents speak over 170 different languages, and more than a quarter of
households in King County speak a language other than English at home. Six percent of
King County households have limited English proficiency (LEP). Fifty five percent of
LEP households speak Asian and Pacific Island languages, 20% speak Spanish, 16%
speak Indo-European languages, and 9% speak other languages.18 The most common
languages spoken by K-12 students with LEP in King County are:
Language spoken by LEP students Number of students in King County
Spanish 26,260
Vietnamese 5,575
Somali 3,786
Mandarin 3,552
Russian 2,543
Cantonese 2,263
Data Source: WA State Office of Financial Management, Forecasting Division, 2016 estimates
Familial Status
Despite other shifting demographics, household size in King County has remained
relatively unchanged. Sixty percent of King County residents live in family households,
married with or without children, or single parent households. The average household
size in King County is 2.5 people. These figures are similar to the United States as a
whole.
There is significant variation in average household size between jurisdictions within King
County. The cities with the highest average household sizes are:
Jurisdiction Average Household Size
Algona 3.4
18 Data Source: 2016 American Community Survey 1-Year Estimate
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King County Analysis of Impediments to Fair Housing Choice 29
Snoqualmie 3.1
Sammamish 3.0
Duvall 3.0
Data Source: 2017 5-Year ACS Population Estimates
The areas with the smallest average household size are:
Jurisdiction Average Household Size
Skykomish 1.7
Seattle 2.2
Normandy Park 2.4
Data Source: 2017 5-Year ACS Population Estimates
The King County Office of Economic and Financial Analysis performs annual
demographic trend analysis. Click here to visit their webpage.19
19
https://www.kingcounty.gov/independent/forecasting/King%20County%20Economic%20Indicators/Demog
raphics.aspx
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Attachment A
King County Analysis of Impediments to Fair Housing Choice 30
Segregation and Integration in King County
Understanding the nature of residential segregation patterns and trends in King County
is a critical first step to understanding the barriers to fair housing choice.
Geographically, residential segregation patterns in King County can be categorized as
jurisdictions and neighborhoods that are predominantly White, predominantly White and
Asian, or racially and ethnically diverse. South Seattle and Southwest King County
experience the highest levels of racial and ethnic diversity, and are relatively integrated.
Urban jurisdictions east of Seattle, such as Bellevue, Redmond, Sammamish, and
Kirkland are predominantly White and Asian. Please see Appendix A for race and
ethnicity information for each jurisdiction, King County as a whole, and the
unincorporated areas of King County.
Non-White residents have moved into urban areas throughout King County over recent
decades, which paints an overall positive outlook for racial and ethnic integration in the
future. However, as the non-White population is likely to continue to grow, the
displacement and shift of the Latinx and Black community into Southwest King County
does present a risk of persistent or increased segregation in the future.
King County’s segregation levels vary significantly by race. While Latinx and Asian
populations experience similar levels of relatively low segregation, the Black population
is highly segregated from the White population. The Dissimilarity Index provided by
HUD measures the degree of segregation between two groups. A score of 0 would
represent complete integration, while a score of 100 would represent complete
segregation.
Race Dissimilarity Index
White/Non-White 35.81
Black/White 56.71
Hispanic/White 39.71
Asian/White 36.22
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
Segregation Trends since 1990
In 1990, areas with significant non-White populations were primarily in Central and
South Seattle. Over time, the non-White population has expanded into Southwest King
County, with the Asian population also growing significantly in the urban areas east of
Seattle. The most segregated areas of King County are those that are predominantly
White in the rural areas, which have experienced relatively low population and job
growth compared to the urban areas.
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King County Analysis of Impediments to Fair Housing Choice 31
Population Change in King County Jurisdictions, 1980-2016
Data source: 2010 Census and American Community Survey
A major factor for why the rural area’s population and demographics have changed
relatively little is the Growth Management Act of Washington State (GMA). King County
established an Urban Growth Boundary in 1992, in accordance with the GMA, and the
boundary remains largely unchanged today. This boundary seeks to prevent sprawling,
uncontrolled development and targets growth primarily in the western urban areas of
King County. The urban areas have accommodated King County’s growth in recent
decades, while the rural area’s demographics remain closer to King County’s 1990
demographics. Suburban cities also annexed the majority of the urban unincorporated
area, which accounts for the significant decrease in population in the urban
unincorporated areas.
Another segregation trend over recent decades has been that of income segregation.
Middle-income or mixed-income census tracts have decreased from 57% in 1980 to
46% in 2017. Economic segregation indexes rate this metropolitan region as about
average or slightly below average compared to other metropolitan regions in the U.S.
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King County Analysis of Impediments to Fair Housing Choice 32
Since approximately 2013, dramatic increases in the cost of housing have displaced lower-income communities of color
farther south in Seattle or into the more affordable areas of Southwest King County. Residents have also been displaced
into Kitsap, Pierce, and Snohomish Counties, which have historically had more lower cost housing compared to King
County.
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King County Analysis of Impediments to Fair Housing Choice 33
Contributing Factors to Segregation
Race, National Origin, and Income
Understanding the strong connection between race and income is critical to
understanding segregation trends in King County.
Race/Ethnicity 2017 Median
Household Income
Percent of King County
Median Household
Income
All King County Households $83,571
Asian $93,971 112%
White $88,638 106%
Two or more races $70,046 84%
Native Hawaiian and Other
Pacific Islander $62,500
75%
Hispanic or Latinx $57,933 69%
Some other race $52,070 62%
American Indian and Alaska
Native $45,923
55%
Black or African American $42,280 51%
Data Source: 2017 5-Year ACS Population Estimates
As the preceding table shows, White and Asian households earn above, while all other
races and ethnicities earn significantly below, the King County median income.
Another significant income disparity that contributes to segregation trends in King
County is between U.S.-born and foreign-born individuals. On average, foreign-born
individuals earn $34,871, while US born individuals earn $41,983. The following table
shows the median household income for households with at least one foreign-born adult
by place of birth. The countries included are those with at least 5,000 King County
residents. The disparities between different places of birth are stark:
Place of Birth
2017 Median Household
Income
United Kingdom $150,511
India $137,966
Canada $124,101
Hong Kong $113,677
Germany $109,406
Taiwan $101,574
Japan $101,046
China $91,070
Philippines $90,575
Russia $87,468
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King County Analysis of Impediments to Fair Housing Choice 34
Korea $81,777
Ukraine $75,967
Vietnam $72,978
Guatemala $65,595
Cambodia $55,034
Mexico $52,105
El Salvador $46,098
Ethiopia $39,290
Somalia $17,178
Data Source: 2017 5-Year ACS Population Estimates
The most striking disparity is households with an adult born in Somalia, who have a
median income below the federal poverty level, depending on household size.20 The
preceding table also shows that while Asians as a single category earn above the King
County median income, households with adults born in Korea, Vietnam, and Cambodia
earn less than the King County median income. These income disparities are a major
component to why immigrants and low-income people of color have moved into
Southwest King County.
Historical Redlining and Restrictive Covenants
Two major institutional factors that have historically contributed to segregation in King
County are the practices of redlining and restrictive covenants. Redlining was a practice
20 https://aspe.hhs.gov/poverty-guidelines
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used by lending institutions to systematically deny financial services to residents of
specific neighborhoods, either by outright denial or by raising the price for their services.
Restrictive covenants explicitly excluded residents from buying houses in certain areas,
typically based on race and religion. These policies restricted access to homeownership
opportunities for non-White communities.
Homeownership is an important tool to building future wealth, and parental
homeownership significantly increases the chance that their children will buy a home.21
These policies have likely had a major impact on intergenerational wealth and
contributed to the systemic disparities identified throughout this report.
The federal Supreme Court ruled against racially restrictive covenants in 1948, and the
federal Fair Housing Act of 1968 outlawed both practices. However, their effects are still
visible in King County’s demographics today. The Seattle Civil Rights & Labor History
Project, based at the University of Washington, provides a wealth of information about
the history of segregation in King County. You can learn more about redlining and
racially restrictive covenants, including mapping of both practices, here.22
King County’s Topography
Another factor that may contribute to racial and ethnic segregation patterns in King
County is its topography. Access to and views of Puget Sound, lakes, and mountains
have a strong influence on housing prices and are dispersed throughout King County.
Areas with these assets tend to have a majority White with significant Asian
populations. The Latinx and Black populations in King County have significantly lower
median incomes and are therefore less likely to live in these areas.
Because housing with views or water access can be in close geographic proximity to
housing without these assets, an area can be diverse from a jurisdictional or
neighborhood level of analysis, but segregated at a sub-neighborhood or block-by-block
level. An example of this trend can be seen in predominantly White areas along Puget
Sound within the Cities of Burien, Normandy Park, Des Moines, and Federal Way,
which transition to neighborhoods that are less than 50% White in distances as short as
half a mile. Please see the next page for a map of the racial and ethnic composition of
this area.
21 https://www.urban.org/sites/default/files/publication/99251/intergenerational_homeownership_0.pdf
22 https://depts.washington.edu/civilr/segregated.htm
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Race/Ethnicity Map – Southwest King County
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
Displacement of Residents Due to Economic Pressures
King County has experienced dramatic increases in the cost of housing since the recession
of 2008. Even as the overall number of homes has increased in the last ten years by
88,000, the number of rental homes affordable to low- and moderate-income families
has decreased by 36,000.
Affordability of Rental Housing Stock by Income Level
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This is due in large part to significant growth in higher-income households.
Data source: 2017 ACS 1-Year Estimates
Households of color are disproportionately likely to be severely cost burdened, paying
more than half of their income toward housing costs. These trends have resulted in
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significant displacement of communities of color from Central and South Seattle into South
Seattle and Southwest King County.
Location and Type of Affordable Housing
Southwest King County has historically been the area of King County with the most naturally
occurring affordable housing, meaning that market rate housing has been affordable to
households with lower incomes. As a result, residents displaced due to rising housing costs,
many of whom are people of color, have relocated to this area. Due in part to its affordability,
Southwest King County has also become home to lower-income immigrant communities
over recent decades. These areas have also experienced faster rates of growth in housing
costs compared to the more costly Seattle and Eastside submarkets.
Land use and zoning laws
Zoning codes significantly limit development in a majority of the urban areas of King County.
Areas that allow only lower density development, such as single-family zoning or large
minimum lot size requirements, are whiter than the King County average. Limiting the type of
housing allowed to single-family homes, which is typically the most expensive form of
housing, leads to economic segregation. This economic segregation effectively excludes the
low-income communities that are highly correlated with protected class status.23
Private Discrimination and Lack of Enforcement of Existing Laws
Community input and housing discrimination testing have found that private, individual-level
housing discriminatory practice are still commonplace in King County and present an
impediment to fair housing choice. Familial status, race, religion, disability, and national origin
were all identified as having experienced housing discrimination.
In addition to Federal Fair Housing laws, the State of Washington, King County, and
jurisdictions within King County have implemented many policies aimed at reducing
discrimination and addressing these disparities. However, funding for monitoring,
education, and enforcement of these laws has been limited. Please see the Fair
Housing Discrimination section for more information.
Programs, Policies, and Investments to Address Segregation, Fair Housing,
and Geographic Mobility
Communities of Opportunity
Communities of Opportunity is an initiative undertaken jointly between Public
Health – Seattle and King County and the Seattle Foundation to address
23 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5800413/
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inequitable outcomes based on geography. Geographic communities targeted
currently include:
• The Rainier Valley (City of Seattle)
• White Center
• SeaTac/Tukwila
• The City of Kent
• The Central District of the City of Seattle
• Rural Snoqualmie Valley
• The urban Native Community
• The Latinx Community of Vashon Island
• Transgender and gender nonconforming communities
There is significant overlap between these targeted communities and federal
protected classes. Each community develops its own vision and priorities, which
may include:
• anchoring multi-cultural communities at risk of displacement,
• advocating for the preservation and development of affordable housing
in areas that are in close proximity to transit, jobs, and education,
• Access to health, affordable food and safe places outside to be
physically active, especially for youth,
• Workforce development that includes local hires, support of new local
businesses, and inclusion of youth, and
• Increased civic participation and engagement, cultural preservation, and
access to safe public spaces.
The majority of these efforts seek to empower and improve outcomes for protected
classes, which may ultimately lead to greater integration due to economic mobility
and mixed-income communities.
King County Housing Authority’s Small Area Fair Market Rent Policies
In 2016, KCHA expanded its two-tiered system of payment standards (which
involved a regular standard and an “exception area” standard that covered East
King County) to create a ZIP code-based, multi-tiered structure with five payment
standard levels. KCHA’s adoption of multi-tiered payment standards recognizes
the importance of closely aligned payment standards to local rental sub-markets
as a means of achieving four goals:
1. Increasing access to high opportunity areas
2. Containing program costs by “right-sizing” subsidy amounts in lower and
middle cost markets
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3. Ensuring that new and existing voucher holders can secure and
maintain their housing in competitive and increasingly costly rental
submarkets across the county
4. Limiting the number of households experiencing cost burden.
An internal assessment completed in 2017 found that households were more likely
to move to higher opportunity areas after enactment of the policy: between 2015
and 2016, the proportion of new voucher holders with children leasing in higher
cost areas increased by 8.4%, movers with children relocating from lower cost to
higher cost areas increased by 4%, and nearly all racial groups experienced
increased access to higher cost areas.
Creating Moves to Opportunity
The King County Housing Authority is partnering with the Seattle Housing Authority,
MDRC, and a multi-disciplinary academic team that includes Raj Chetty and others from
Harvard, Johns Hopkins, and MIT to identify strategies to increase opportunity area
access among families with young children who receive a Housing Choice Voucher.
The program, Creating Moves to Opportunity (CMTO), is being run as a multi-year
randomized control test study that will test a range of services aimed at reducing rental
barriers to opportunity neighborhood access; the end result from CMTO will be identified
best practices that are both impactful and scalable. You can learn more about this
program here.24
24 http://creatingmoves.org/research/
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RACIALLY OR ETHNICALLY CONCENTRATED
AREAS OF POVERTY
Neighborhoods with high concentrations of poverty contribute to negative outcomes
greater than the struggles of an individual family living in poverty. Concentrations of
poverty limit educational opportunities, lead to increased crime rates and poor health
outcomes, hinder wealth building, reduce private-sector investment and increase prices
for goods and services, and raise costs for local governments.25 It is critical to
understand the needs and dynamics that have led to the creation of these areas to
understand barriers to fair housing choice. HUD defines a “Racially or Ethnically
Concentrated Areas of Poverty” (R/ECAP) as a census tract that is majority non-White
and has a poverty rate greater than 40%.
King County is privileged to have only a few R/ECAP tracts. This is due primarily to a
relative lack of concentration of poverty and few areas that are majority non-White.
There is only one R/ECAP outside the City of Seattle, in the East Hill neighborhood of
the City of Kent.
The East Hill R/ECAP tract is 38.5% White, 16% Black, 1% Native American,
22.3% Asian, and 21.5% Latinx and scores in the bottom decile of the HUD
Poverty Index. This is a significantly higher rate of people of color compared to the
King County average. King County had no R/ECAP tracts outside the City of
Seattle in 1990. In 2000, a census tract in the City of Kent between I-5 and Pacific
Highway South was an R/ECAP with a White population of 46.6%, Black 17%,
Native American 2%, Asian 13.5%, Hispanic 19.8%.
The City of Kent has historically been an area with naturally occurring
affordable housing, and has seen a significant amount of growth in the non-
White population since 1990. The R/ECAP tracts are near major highways, a
former landfill, and industrial activities, reducing the value of homes in this area
and leading to higher rates of lower-income households.
In 2018, Communities of Opportunity created the Kent Community
Development Collaborative; a partnership of community-based organizations
working to ensure everyone can participate and benefit from decisions that
shape their neighborhood and greater community. The partnership convenes
community forums focused on creating affordable, safe housing for Kent
25 https://www.huduser.gov/portal/periodicals/em/spring13/highlight1.html
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residents, as well as opportunities for living-wage jobs and access to healthy,
affordable foods.
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DISPROPORTIONATE HOUSING NEEDS
Achieving fair housing means more than eliminating overt discrimination. This analysis also
seeks to understand the disproportionate housing needs of protected classes. The following
section analyzes the disparities in housing.
There are stark disparities among households who are cost burdened and experience
housing problems. The four housing problems, as measured by the US Census Bureau, are:
• Incomplete kitchen facilities
• Incomplete plumbing facilities
• More than 1 person per room 26
• Cost burden.27
Race/Ethnicity Percent of households experiencing at
least one housing problem
Hispanic or Latinx 56%
Black 55.9%
Other, Non-Hispanic 43.6%
Native American 38.3%
Asian or Pacific Islander 37.8%
All Households 37.1%
White 33.9%
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
There are also significant racial disparities in severe cost burden28 that create a
disproportionate need for affordable housing for non-White and non-Asian communities.
Race/Ethnicity Percent Severely Housing Cost
Burdened
Black 29%
Some other Race 26%
Hispanic or Latinx 24%
Native American 22%
Native Hawaiian or Pacific
Islander 22%
White 18%
Asian 18%
Data Source: 2015 Comprehensive Housing Affordability Strategy
26 This measure includes all rooms, such as kitchens and living rooms.
27 Cost burden is when a household spends more than 30% of its gross income on household costs.
28 Severe cost burden is when a household spends more than half of its gross income on household
costs.
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Geographically, South Seattle and Southwest King County experience the highest
rates of cost burden and severe cost burden.
Rental vs. Homeownership Housing
There are significant disparities in the rates of households who rent versus own along
race, ethnicity, and foreign-born status.
Household
Type
Percent of Households
who Rent
Percent of Households
who Own
All King
County
Households 43% 57%
Black 72% 28%
Native
Hawaiian or
Pacific
Islander 71% 29%
All other
Races 71% 29%
Hispanic or
Latinx 66% 34%
Native
American 61% 39%
Two or More
Races 60% 40%
Asian 42% 58%
White 38% 62%
Foreign Born 50% 50%
U.S. Born 40% 60%
Data Source: 2017 5-Year ACS Population Estimate
Areas of King County with high rates of rental housing are located primarily in the urban
areas along I-5 and east of Seattle. Within these urban areas, most rentals are located
in the areas zoned for higher residential densities. Neighborhoods and jurisdictions
composed of single-family homes are therefore more likely to be White and Asian, while
denser areas are more diverse.
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Familial Status
In King County, single individual households are most likely to be cost burdened. This
is likely due to paying for housing costs with only a single income, and because
younger people are more likely to earn less as they begin their careers.
However, large families are also significantly more likely to experience housing
problems, due primarily to the cost of larger housing and overcrowding. There is also
significant variation in average household size by country of origin, likely meaning that
certain immigrant populations face additional challenges obtaining sufficient housing
for their families. The following table includes countries of birth with more than 5,000
King County residents.
Place of Birth Average Household Size
Somalia 4.0
El Salvador 4.0
Mexico 3.9
Guatemala 3.9
Cambodia 3.5
Ukraine 3.5
Philippines 3.3
Vietnam 3.3
Ethiopia 3.0
India 2.8
Hong Kong 2.7
Russia 2.7
China 2.7
Japan 2.6
Korea 2.6
Taiwan 2.6
Germany 2.6
United Kingdom 2.4
Canada 2.4
Data Source: 2017 5-Year ACS Population Estimates
Low-income and immigrant communities have provided consistent input that there is a
significant lack of affordable large-unit homes. A review of the publicly subsidized
housing inventory in King County found that 27% of units are two bedrooms and 13%
of units are three bedrooms or larger.
Loss of Affordable Housing
The stock of homes affordable to households earning 80% AMI or less has decreased
since 2007, and is on a trajectory to continue decreasing. Between 2007 and 2017, the
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total number of rental units increased by 88,000, but the number of rental units affordable
at 80% AMI and below decreased by 36,000. This is due to a combination of market
pressures and the physical demolition of affordable housing.
Significant growth in population and high-paying jobs in King County, particularly from
2013-2018, has increased the demand for housing, and the market has been unable to
build enough new housing to accommodate this growth. Rents have increased
dramatically in the last ten years, even in older, previously affordable buildings.
As the urban areas of King County are already largely developed, construction of new
housing can lead to a physical loss of affordable housing. Naturally affordable housing is
often redeveloped as the value of the land is higher relative to the value of the structure.
Naturally affordable housing can also be lost through renovations or remodels that
increase the cost of housing.
Language Barriers for Immigrant Households
Limited English proficiency is an additional barrier some immigrant households face in
their housing search. Rental postings and applications are typically not readily available in
languages other than English. The need for translation services is therefore a
disproportionate housing need for these households.
Difficulty Transitioning from Temporary Cash Assistance for Refugees
Refugees receive eight months of temporary cash assistance upon arrival.29 Advocates
reported difficulty finding stable employment and obtaining affordable housing before this
assistance expires. Even for refugees who are stably employed, establishing a sufficient
employment and credit history over that period of time is a significant challenge and
presents a barrier to securing housing.
29 https://www.dshs.wa.gov/esa/community-services-offices/refugee-cash-assistance
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DISPARITIES IN ACCESS TO OPPORTUNITY
Fair housing choice is not only about combating discrimination. Intergenerational effects
of discrimination and segregation have had a disproportionate impact on access to
opportunity for protected classes in King County. The following sections summarize
disparities; propose contributing factors to these disparities; and review policies,
programs, and investments that seek to address these disparities.
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Education
Equitable access to a high quality education is a critical component to addressing
intergenerational poverty and providing long-term economic mobility.
Summary of Disparities/Dynamics
The debate over how to measure or compare school proficiency is ongoing and beyond
the scope of this analysis. However, the Washington State Office of Superintendent of
Public Instruction’s “School District Report Card” provides relevant data and shows
significant disparities between school districts. The following table provides an overview
of the 19 School Districts in King County.
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Overview of School Districts in King County
Percent of 8th Grade
Students Meeting State
Standards
Race/Ethnicity Demographics Special Programs
School
District
Language
Arts Math Science Percent
White
Percent
Asian
Percent
Latinx
Percent
Black
Percent
Two or
More
Races
Percent
English
Learners
Percent
Low -
Income
Percent
with a
Disability
Auburn 49.7 38.3 42.5 39.2 8.9 29.7 7.3 9.7 18.9 51.8 12
Bellevue 81.5 73.7 76.9 36.6 39.4 11.8 2.7 9.2 14.6 17.2 9.2
Enumclaw 64.9 53.2 59.9 77.9 0.7 15.3 0.5 4.2 5.8 28.8 17.3
Federal Way 50.1 32.1 36.6 26.9 11.2 29.4 13.9 12.7 21.2 58 14.5
Highline 50.4 33.6 42.1 22 14.5 38.5 14.1 6.1 27.9 62.5 15.9
Issaquah 79.8 77 80.5 53 28.9 8.4 1.9 7.5 6.5 7.8 8.7
Kent 55 42.8 46.8 33.7 19.1 22.6 11.9 9.7 21.1 48.8 11.4
Lake Wash. 82.2 75 78.3 51.9 28 10.3 1.7 7.8 10.1 10.3 11
Mercer Island 83.9 82.5 82.2 63.9 20.9 4.6 0.9 9.5 4 3.2 10
Northshore 79.3 38.3 71.7 57.3 19 12.5 2 8.7 8.1 13.4 13.3
Renton 54.2 45.6 55 26.2 24.9 23.9 14.9 8.6 18 48.2 14.8
Riverview 71.7 55.8 72.2 78.9 3 12.5 0.6 4.5 46 13 11.7
Seattle 68.8 61.6 62.5 47.1 14.1 12.1 14.9 10.8 12.5 31.8 15.1
Shoreline 76 61.7 68.5 53.6 13.2 12.8 7.2 12.3 7.9 25.1 12.5
Skykomish N<10 N<10 N<10 88.2 0 9.8 0 0 0 89.4 40.4
Snoq. Valley 74.9 70.4 74.1 79.7 6 7.8 0.7 5.8 2.7 8.9 11.9
Tahoma 69.4 66.5 71.4 72.5 4.6 10.2 2.2 9.1 2.6 11.4 13.1
Tukwila 45.4 35.2 49.1 10.9 28.7 29.4 19.8 6.8 37.4 71.9 10.9
Vashon Island 81.1 66.9 72.8 76.3 2.2 12 0.5 8.8 4.8 20.5 12
Data Source: OSPI Washington School Report Card
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The data show that school districts in Southwest King County are more diverse, have
higher rates of students living in low-income households, and have a higher percentage
of students who struggle to meet state standards. The school districts with the highest
percentage of students meeting state standards are generally in the areas east of
Seattle, which have significantly white and Asian student populations that are less likely
to live in low-income households. Notably, the demographics of the student population
are significantly less White than the general population, in keeping with the trends of an
increasingly diverse King County.
HUD also provides a School Proficiency Index, which measures the likelihood a student
in King County of a given race or ethnicity attends a proficient school.
Race/Ethnicity School Proficiency
Index
School Proficiency Index -
Households below federal
poverty line
White 69.9 60.3
Asian or Pacific
Islander
63.9 54.4
Native American 58.6 39.5
Hispanic or Latinx 54.5 51.6
Black 41.2 35.1
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
This index also shows clear disparities, with the largest disparity between Whites and
Blacks. This racial disparity persists among the population below the federal poverty
level.
Contributing Factors to Disparities in Access to Education
Local vs. State Funding
Reliance on local funding for schools puts a proportionally greater burden on residents in
lower-income school districts, which frequently have more diverse student bodies. The
Washington State Legislature recently complied with a State Supreme Court ruling
(McLeary v. State of Washington) by increasing school investments at the state level and
limiting how much funding can be collected locally and on how it can be spent.30
Boundaries of School Districts
30 https://en.wikipedia.org/wiki/McCleary_v._Washington
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With some exceptions, school districts in King County generally contain one of the three
demographic categories of King County: predominantly White, White and Asian, or
racially and ethnically diverse. This leads to racial, ethnic, and economic segregation,
and limits opportunities for lower-income and non-White students to access the same
resources as students living in wealthier areas.
Parent-Teacher Association Funding
Another contributor to disparities between and within school districts is funding provided
by Parent-Teacher/Parent-Teacher-Student Associations (PTA/PTSAs). PTA funding
perpetuates disparities through intergenerational wealth, as wealthier parents can invest
in their children’s school or in the specific program their child is interested in, bypassing
the more redistributive investment patterns of government funding.31 This funding stream
can be used for teacher salaries, supplementary equipment and materials, or other
investments that can have an impact on student outcomes.
In 2018, KUOW reported that Roosevelt High School, which is located in the Whiter and
wealthier area of Northeast Seattle, has the largest PTSA and foundation funding in the
Seattle School District with assets of $3.5 million and annual income of $225,586.
Meanwhile, Rainier Beach, Franklin, and Chief Sealth High Schools, which are located in
the historically non-White and lower-income area of South Seattle, have no PTSA or
foundation assets or income.32
Programs, Policies, and Investments Addressing Disparities in Access to
Education
King County’s Best Start for Kids Levy
Passed by the voters in 2015, Best Start for Kids seeks to put every child and youth in
King County on a path toward lifelong success, funding a number of programs likely to
target immigrants and communities of color that:
• Build resiliency of youth and reduce risky behaviors,
• Stop the school-to-prison pipeline,
• Prevent youth and family homelessness, and
• Meet the health and behavioral needs of youth.
31 https://cdn.americanprogress.org/content/uploads/2017/04/18074902/ParentFundraising-report-
corrected.pdf
32 https://www.kuow.org/stories/some-seattle-school-ptas-can-afford-extra-teachers-should-they-spread-
the-wealth
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You can learn more about the programs funded through Best Start for Kids here.33
Race to the Top
In 2012, the Puget Sound Educational Service District, Auburn, Federal Way, Highline,
Kent, Renton, Seattle and Tukwila School Districts and the King County Housing
Authority jointly applied for and received a $40 million federal Race to the Top grant,
allowing the group to further expand its programs, which work to:
- Increase the number of children ready for kindergarten
- Raise instruction quality in math and science
- Help students plan for career training or college
- Provide early intervention for struggling students
Home and Hope Project
Led by Enterprise Community Partners in conjunction with elected officials, public
agencies, educators, nonprofits and developers, the Home and Hope project facilitates
development of affordable housing and early childhood education centers on
underutilized, tax-exempt sites owned by public agencies and nonprofits in King County.
You can learn more about the Home and Hope Project here.34
33 https://beststartsblog.com/
34 https://www.enterprisecommunity.org/where-we-work/pacific-northwest/home-hope
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Employment
The geographic distribution of employment centers can result in barriers to opportunity
and have a disproportionate impact on low-income communities of color. Longer
commutes can have a detrimental impact on an individual’s health from increased
stress and exposure to air pollution, and are associated with less physical activity and a
poorer diet.
Summary of Dynamics/Disparities
The Labor Market Engagement Index provided by HUD measures the level of
employment, labor force participation, and educational attainment in a census tract, and
shows disparities by race and ethnicity in King County.
Race/Ethnicity Labor Market
Engagement Index
Labor Market Engagement Index –
Households below Federal Poverty
Line
White 74.6 64.8
Asian or Pacific
Islander
72.5 62.0
Hispanic or Latinx 61.4 55.3
Native American 58.5 47.0
Black 56.4 47.8
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
Within the population below the poverty line, Whites are still significantly more likely to
live in areas with low unemployment compared to Blacks. The White population is the
most likely to live in an areas with low unemployment, while the Black population is the
least. However, the Native American population living below the poverty line is the
group least likely to live in areas with low unemployment.
Based on the HUD mapping tool, there is no clear geographic disparity in access to jobs
for protected class groups. The jobs index is strong in the Duwamish and Kent Industrial
Valley, which is at the core of the racially and ethnically diverse Southwest King County.
The jobs index is also strong in the urban areas east of Seattle.
Contributing Factors to Disparities in Access to Employment
Geographic Segregation of High-Skilled Jobs
A key factor not captured by the HUD Jobs Proximity Index is the nature of the jobs in a
given area. King County is privileged to have hundreds of thousands of high-skill, high-
paying jobs at leading corporations in the technology, engineering, health, and maritime
industries. Boeing has a major facility in Renton, which is accessible to the diverse areas
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of King County. However, the growing tech sector, which is primarily located in Seattle,
Bellevue, and Redmond, can be a long commute from Southwest King County.
Programs, Policies, and Investments Addressing Disparities in Access to
Employment
King County Investments in Affordable Workforce Housing
The 2019-2020 King County budget included more than $100 million in transit-oriented
development for affordable workforce housing. These projects will produce hundreds of
units that will have access to employment hubs in King County. The King County
Housing Authority has also focused on acquiring housing in Bellevue, Redmond, and
Kirkland to support the workforce in these areas and provide new opportunities for low-
income households to live in areas closer to job centers.
King County Employment and Education Resources
King County Department of Community and Human Services provides employment
programming. You can learn more about these services here.35
35 https://www.kingcounty.gov/depts/community-human-services/employment-and-education-
resources.aspx
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Transportation
Transportation is a major concern in King County, given its topography and significant
growth over recent decades. Transportation is typically the largest household cost after
housing and is deeply intertwined with housing cost and access.
Summary of Disparities/Dynamics
The variation in the Low Transportation Cost Index provided by HUD is low, with Native
Americans and Whites scoring the lowest, at 71.3 and 72.0. There are more
pronounced disparities in transit use by race.
Race/Ethnicity Percentage who commute via transit
White 6.5
Black 9.4
Native American 6.2
Asian 7.8
Hispanic or Latinx 6.4
Two or More Races 6.4
Data Source: 2017 5-Year ACS Population Estimates
Native Americans are least likely, and Blacks are significantly more likely to commute
using public transportation. Transit access is generally highest in the City of Seattle and
adjacent suburbs, including those in Southwest King County. The relatively lower transit
index scores and higher transportation costs for the White and Native American
populations is likely due to the rural Muckleshoot reservation and the higher rates of
Whites in the rural areas of King County, which have limited transit service.
Contributing Factors to Disparities in Access to Transportation
Transportation Infrastructure Investments
Investments in transit infrastructure have a complicated effect on access to
transportation and housing costs for protected classes. Lower-income households are
more likely to struggle to afford transportation costs and should be given priority or
strong consideration when planning long-term infrastructure investments. However,
dramatically improved transit access to an area increases its desirability overall and can
increase the cost of housing, creating a risk of displacing the residents the infrastructure
was originally meant to serve.
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Programs, Policies, and Investments Addressing Disparities in Access to
Transportation
Sound Transit Light Rail Expansion and Equitable TOD Policy
Approved by voters regionally in 2016, Sound Transit 3 will dramatically expand the
region’s light rail network, connecting high and lower opportunity areas across King,
Pierce, and Snohomish Counties. You can learn more about Sound Transit’s plans
here.36
Construction of the light rail network requires purchasing storage and staging areas that
become surplus once construction is complete. Sound Transit’s Equitable TOD Policy37
commits to ensuring there is affordable housing in close proximity to transit stations. In
2018 and in accordance with state law, Sound Transit adopted a plan to offer a
minimum of 80 percent of its surplus property that is suitable for development of
affordable housing.38
King County Metro’s Orca LIFT Reduced Fare and Equity in Service Planning
King County Metro was the first transit authority to introduce a reduced fare for low-
income residents. The program provides up to a 50% discount in fares to ensure low-
income communities are not overly burdened by the cost of transportation. You can
learn more about Orca LIFT here.39
King County Metro also incorporates social equity into its long-range service planning,
placing an importance on serving historically disadvantaged communities, which are
more likely to contain residents who are a protected class. Today, 76% of low-income
households in King County are within 1/4 mile of a bus stop.40
PSRC Growing Transit Communities
In 2010, the Puget Sound Regional Council, in collaboration with 17 community
partners, applied for and received a $5 million Sustainable Communities Regional
Planning Grant from the HUD Office of Sustainable Housing and Communities. The
grant funded the creation of the Growing Transit Communities Partnership, with a work
36 http://soundtransit3.org/overview
37 https://www.soundtransit.org/sites/default/files/20140423_RPT_TOD.pdf
38 https://www.soundtransit.org/get-to-know-us/news-events/news-releases/board-adopts-policy-
promoting-equitable-development-near
39 https://kingcounty.gov/depts/transportation/metro/fares-orca/orca-cards/lift.aspx
40
https://www.kingcounty.gov/elected/executive/constantine/priorities/transportation/infographic/sources.as
px
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program intended to address some of the greatest barriers to implementing the central
Puget Sound region’s integrated plan for sustainable development and securing
equitable outcomes. The strategy includes providing housing choices for low- and
moderate-income households near transit and to provide equitable access to
opportunity for all the region’s residents. You can learn more about the Growing Transit
Communities Strategy here.41 Additionally, the most recent regional Fair Housing
Assessment was conducted by the Puget Sound Regional Council in 2014. You can
read the PSRC Fair Housing Equity Assessment here.42
King County Transit-Oriented Development Investments
In 2016, King County began a 5-year competitive RFP process to invest approximately
$87 million in transit-oriented affordable housing projects. You can read the full plan
here.43 The 2019-2020 King County budget also included more than $100 million in
transit-oriented development for affordable workforce housing.
41 https://www.psrc.org/growing-transit-communities
42 https://www.psrc.org/sites/default/files/fairhousingequityassessment.pdf
43 https://www.kingcounty.gov/~/media/depts/community-human-services/housing/documents/housing-
finance/tod-bond-allocation-plan-final-sm.ashx?la=en
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Environmental Health
All households deserve access to open space, healthy foods, and toxic-free
environments. However, lack of access to those amenities and exposure to
environmental hazards has been a chronic issue for low-income communities.
Summary of Disparities/Dynamics
According to the HUD Environmental Health Index, which uses EPA estimates of
carcinogenic, respiratory, and neurological toxins in the air, there is a significant racial
disparity in access to environmentally healthy neighborhoods. A higher score represents
greater access to healthy environments.
Race/Ethnicity Environmental Health Index
White 27.0
Black 10.4
Hispanic or Latinx 16.0
Asian or Pacific Islander 17.6
Native American 29.6
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
Black residents in King County are the least likely to have access to environmentally
healthy neighborhoods. Native Americans scored the highest, a few points above
Whites, likely due to a greater percentage of Native Americans living in rural areas.
King County contains the lower Duwamish waterway, a Superfund site designated in
2001. The river has been contaminated with a number of pollutants over the decades,
most notably a significant amount of polychlorinated biphenyls, arsenic, carcinogenic
polycyclic aromatic hydrocarbons, dioxins, and furans. This makes fishing in the
Duwamish, particularly for shellfish and bottom-feeding fish, unsafe. The neighborhoods
along the Duwamish house many immigrants and communities of color that have fishing
as a component of their way of life or identity, and there has been an ongoing challenge
of communicating the risks of fishing in the river to these communities.44
44 http://www.seattleglobalist.com/2015/05/04/duwamish-river-cleanup-plans-immigrant-fishermen-
pollution-superfund/36642
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Data Source: Washington State Department of Ecology Toxic Cleanup Program 45
45 https://ecology.wa.gov/Spills-Cleanup/Contamination-cleanup/Cleanup-sites/Toxic-cleanup-sites/Lower-
Duwamish-Waterway
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Five hundred thousand King County residents do not live within ¼ mile from a publicly
owned park, green space, or trail, and most of these residents live in Southwest King
County.46
46 https://your.kingcounty.gov/dnrp/library/water-and-land/land-conservation/equity/20190319-Open-
Space-Equity-Cabinet-Report.pdf
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Lack of access to healthy food options can have negative health outcomes.47 Lower-
income communities of color are also more likely to live in “food deserts”, which are
defined as urban areas lacking access to a supermarket within one mile or rural areas
lacking access within 10 miles. Again, these areas a primarily located in Southwest King
County.
King County Food Deserts
Data Source: USDA Food Access Research Atlas.48
Contributing Factors to Disparities in Access to Healthy Environments
Environmental Hazards Near or in Lower-Cost Housing
Housing costs are lower in areas adjacent to environmental hazards, industrial zones,
airports, and highways, and farther from green open space and other amenities that
improve health. Lower cost housing is also more likely to be older, which increases the
47 https://www.ncbi.nlm.nih.gov/books/NBK208018/
48 https://www.ers.usda.gov/data-products/food-access-research-atlas/go-to-the-atlas/
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likelihood of asbestos, mold, and lead paint contamination. Because of the deep
connection between race and income due to legacies of discrimination, non-White
communities are more likely to live in housing with these problems.
Access to Open Space and Healthy Food Options is More Expensive
Housing near amenities that improve health outcomes are desirable and therefore more
expensive. Again, because of the deep connection between race and income, non-
White communities are less likely to have access to these areas.
Programs, Policies, and Investments Addressing Disparities in Access to Healthy
Environments
King County Open Space Equity Initiative
King County convened 21 residents representing 12 different community-based
organizations located throughout King County to develop recommendations to ensure
more equity in providing access to greenspace and open space and advise the County
on how to best engage communities and cities to add open space in underserved areas.
You can learn more about the Open Space Equity Cabinet and read their full report
here.49
Public Health – Seattle & King County Environmental Health Services
Public Health has many programs that seek to address environmental hazards and
improve access to environmentally healthy areas. You can learn more about their
services here.50
Environmental Justice Network in Action
The Environmental Justice Network in Action (EJNA) is a partnership between the Local
Hazardous Waste Management Program in King County, community-based
organizations, nonprofit groups and government agencies. EJNA works to:
• Identify the key environmental and health concerns of low income communities,
people of color, and immigrant and refugee communities through jointly
conducted needs assessments
• Identify the public engagement strategies that work best for particular populations
and share these
49 https://kingcounty.gov/services/environment/water-and-land/land-conservation/Equity/OpenSpace.aspx
50 https://www.kingcounty.gov/depts/health/environmental-health.aspx
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• Improve the capacity of CBOs, non-profit groups and government agency
partners to design, deliver and evaluate programs and services.
You can learn more about the EJNA here.51
51 https://www.hazwastehelp.org/EnvironmentalJustice/ejna.aspx
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Conclusion - Disparities in Access to Opportunity
The previous analysis shows that immigrants and communities of color are more likely
to live in areas with higher rates of poverty and environmental hazards and fewer
economic and educational opportunities. High opportunity areas in Seattle and the
urban areas east of Seattle are predominantly White and Asian, while Black and Latinx
communities primarily live in Southwest King County, which has less access to
opportunity.
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PUBLICLY SUPPORTED HOUSING ANALYSIS
Fair access to and the location of publicly supported housing can have major
impacts to access to opportunity for protected classes.
Summary of Publicly Supported Housing Disparities/Dynamics
The Seattle, Renton, and King County Housing Authorities collectively operate over
19,000 units and administer tenant-based vouchers for nearly 18,000 households.
Other programs provide affordable housing, such as Low-Income Housing Tax
Credits, Multifamily Housing Tax Exemptions, inclusionary housing programs, and
other local funding sources provide affordable units. Publicly supported housing is
distributed throughout the urban areas of King County.
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There are high concentrations of publicly supported housing in the downtown core of
Seattle, which is zoned for greater density and has high access to opportunity.
KCHA provided racial demographics of the households who utilize their programs:
Housing
Type
Percent
White
Percent
Black
Percent
Hispanic
Percent
Asian or
Pacific
Islander
Percent
Native
American
Public
Housing
53.9 21 6.9 19.4 0.6
Project-
Based
Voucher
48.9 29.7 10.4 15.6 1.2
Tenant-
Based
Voucher
49.3 39.1 6.4 6.7 1.5
Data Source: King County Housing Authority
Black households are significantly more likely to utilize the Housing Choice
Voucher Program, while Asians and Pacific Islanders are more likely to utilize
public housing, relative to utilization of other housing types.
Notably, Hispanic or Latinx households are underrepresented in all categories
compared to their overall percentage of the King County population, despite being
more likely to be housing cost burdened. Consistent with HUD policy and
guidelines, KCHA seeks to provide access to all members of the community who
are eligible for federal housing assistance. This includes eligible members of the
immigrant and refugee community, mixed-eligibility families (where assistance is
pro-rated based on the number of eligible household members), and US citizens.
Contributing Factors to Publicly Supported Housing Location and Access
Lack of public investment in specific neighborhoods
While publicly supported housing is located in most jurisdictions, many of the highest-
opportunity areas of King County have lower rates of publicly supported housing.
Land Use and Zoning Laws
Neighborhoods and jurisdictions in King County that are zoned for single family
homes are less likely to contain publicly supported housing, as the majority of public
housing developments are multifamily properties. This limits publicly supported housing
access in single-family zones to recipients of housing choice vouchers.
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Programs, Policies, and Investments Addressing Disparities in Location of and
Access to Publicly Supported Housing
Housing Authority Planning and Policies
The Seattle, King County, and Renton Housing Authorities consider racial and
geographic equity as part of their long-term planning processes. As noted in KCHA’s
Moving to Work Plan 52, KCHA’s long-term goals include providing greater geographic
choice for low-income households – including residents with disabilities and elderly
residents with mobility impairments – so that residents have the opportunity to live in
neighborhoods with high-performing schools and convenient access to services,
transit, health services, and employment. The 2019 Plan also includes short-term
goals regarding broadening geographic choice to support economic and racial
integration in the region – through new property acquisitions, creation of family-sized
affordable units, and through myriad strategies to ensure voucher holders have broad
access to units across King County.
The KCHA Board of Commissioners passed a resolution in 2012 which directs staff
to give strong consideration to opportunity area indicators, including education and
employment, when acquiring new properties, siting project-based Section 8
subsidies, and making other policy and programmatic decisions. Recent policy
changes and programmatic decisions have reflected this consideration, including the
adoption of small area payment standards, the siting of project-based subsidies in
high opportunity areas, and piloting of mobility counseling strategies as part of
Creating Moves to Opportunity.
While the Hispanic and Latinx community has historically been underrepresented
in subsidized housing, KCHA has made efforts to ensure access. In the recent
waiting list opening for the Housing Choice Voucher program staff made a
concerted effort to connect with relevant service providers and organizations with
connections to this community. As a result, KCHA serves a large number of
immigrants and refugees through the Housing Choice Vouchers and Public
housing programs, a diversity that is similarly reflected among King County’s
population.
King County TOD Preservation and Acquisition Plan
King County’s 2019-2020 budget included funding set aside for a partnership with
KCHA to implement a TOD Preservation and Acquisition Plan. The plan currently
52 https://www.kcha.org/documents/90.pdf
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proposes preserving 582 units in the coming years. You can learn more about the plan
here.53
KCHA targets the preservation of affordable housing in communities at the highest risk
of displacement (including those along emerging mass transit corridors) and in high
opportunity areas characterized by access to high-performing schools, jobs, and
transportation. After KCHA purchases a property, rents are only increased as operating
costs rise, making these properties increasingly affordable over time.
53 https://mkcclegisearch.kingcounty.gov/LegislationDetail.aspx?ID=3876610&GUID=DD8C9E4E-56BC-
4AD6-9B76-C24EB3FC68E5&Options=Advanced&Search=
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DISABILITY AND ACCES S ANALYSIS
While people with disabilities may experience the same fair housing issues as
individuals without disabilities, there are also distinct disability-related barriers. For
example, some individuals with disabilities may need specific accessibility features or
additional services in housing, transportation, education, and other programs or
facilities in order to have an equal opportunity.
Summary of Disparities/Dynamics
People with disabilities are dispersed throughout King County, with no clear
concentration or pattern of segregation. King County and Washington State have
made significant strides in supporting people to live in the most independent living
arrangement possible and transitioning out larger institutions over the last fifty years.
The single major remaining institution for people with disabilities in King County is
Fircrest Rehabilitation Center, which houses and provides programming for about
200 individuals.
Disabilities take many forms, and it is important to differentiate the needs of different
groups. The following table shows the percentage of King County residents with the
different types of disabilities, as measured by the Census Bureau. It is important to
note that this table does not include all disabilities, such as behavioral health issues.
Disability Type Percent of King County Residents
Hearing Difficulty 3.1%
Vision Difficulty 1.6%
Cognitive Difficulty 3.9%
Ambulatory Difficulty 4.8%
Self-care Difficulty 2.0%
Independent Living Difficulty 3.5%
Data Source: HUD Affirmatively Furthering Fair Housing Data and Mapping Tool, Nov. 2017 Update
Contributing Factors to Disability and Access Issues
Cost of Reasonable Accommodations Increases Likelihood of Discrimination
Providing reasonable accommodation for people with disabilities is more likely to carry a
financial burden to a housing provider than providing housing to other protected classes.
This increases the likelihood of discrimination. While not a large enough sample to be
statistically significant, housing discrimination testing conducted in King County in 2019
found evidence of discrimination in eight out of seventeen tests conducted by people with
a disability.
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Disability as a Barrier to Seeking and Securing Housing
A disability in and of itself can make it difficult to tour housing or submit applications in a
timely manner.
Income and Education Gap for People with Disabilities
Nationally, people with disabilities earn 64% as much as people without disabilities, and
about 10% of adults with a disability have a bachelor’s degree or higher, compared to
more than 25% of working-age adults without disabilities.54 In 2019, individuals whose
primary source of income is a Social Security Disability payment can receive a maximum
monthly benefit of $2,861, with a national average of $1,234. These disparities contribute
to people with disabilities being less likely to afford housing.
Complex Network of Resources and Multifaceted Nature of Disability Community
There are dozens of organizations and resources for people with disabilities in King
County. However, most organizations either provide one type of support or target
individuals who live with a certain type of disability. This can make accessing support
confusing and difficult. Disability advocates requested a “one-stop shop” that provides an
inventory and navigation of all of the resources available for people with each type of
disability.
Growing Population of Older Adults
Although age is not a federally protected class for fair housing, it is in King County,
and is correlated with disabilities such as mobility, hearing, vision, and self-care
issues. Due to a combination of increasing longevity, declining birthrate,
improvements in medical technology and other factors, the population of Americans
over age 65 will double over the next 25 years.55 Significant investments will be
necessary to meet the increasing demand for accessible housing.
Programs, Policies, and Investments to Address Housing Access for Disabled
Individuals
Home Care Services
54
https://www.air.org/sites/default/files/Lack%20of%20Equal%20Pay%20for%20People%20with%20Disabili
ties_Dec%2014.pdf
55 https://www.cdc.gov/aging/pdf/state-aging-health-in-america-2013.pdf
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Many aging and disabled individuals remain in their homes through in-home care.
Caregivers may visit or live in the client’s home, depending on their needs. These
services are provided by dozens of providers in King County.
Adult Family Homes
Housing resources for disabled individuals is also provided through adult family homes,
which are located throughout King County and are offered by a number of housing
providers.
Publicly Supported Senior Housing
Publicly supported housing projects that target seniors are a large percentage of King
County’s public housing portfolio. Low-Income Housing Tax Credit projects also
frequently build housing targeted to older adults.
Housing Accessibility Modification Program
King County’s Housing Repair Program serves renters with disabilities who require
modifications to their unit. You can learn more about this program here.56
Moving Toward Age Friendly Housing in King County
King County, the City of Seattle, and other partners undertook an effort in 2018 to
understand the needs of the aging population and make recommendation to increase
access to affordable housing for older adults. Key recommendations include:
- Increase supply of affordable housing that meets the needs of a diverse, aging
population.
- Create accessible housing that meets the needs of a diverse aging population
You can read the full report here.57
56 https://kingcounty.gov/depts/community-human-services/housing/services/housing-repair/grants.aspx
57 http://www.agingkingcounty.org/wp-
content/uploads/sites/185/2018/02/MovingTowardAgeFriendlyHousingInKingCounty.pdf
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FAIR HOUSING DISCRIMINATION DATA ANALYSIS
Laws banning housing discrimination are insufficient if housing providers do not comply.
This section reviews data regarding discrimination against protected classes.
Housing Discrimination Testing
Community and stakeholder input reported that despite being illegal for over 50 years,
individual-level discrimination in applications for rental housing remains a systemic issue.
King County and partner cities chose to conduct field-testing to collect data on the nature
and extent of housing discrimination in King County.
King County and partner cities contracted with the Fair Housing Center of Washington to
conduct at least 65 differential treatment tests and 15 policy tests in jurisdictions across
King County. Differential treatment tests are two-part, in which a member of a protected
class and a control tester apply for the same housing. Policy tests ask housing providers
direct questions about their policies, such as accommodation for a disabled individual or
whether they rent to families with children. A “positive” result is a test that found evidence
of discrimination. The Fair Housing Center of Washington tested for the following
protected classes:
• Race
• National Origin
• Religion
• Disability
• Familial Status
The final report provided by the Fair Housing Center of Washington reported positive test
results in 34 out of 66 differential treatment tests and seven positive results out of 16
policy tests. These results are troubling and indicate that protected classes continue to
face barriers to fair housing choice. Because the testing was spread across five
protected classes in 24 jurisdictions, the data are insufficient to provide statistical
significance for more granular findings. Please see Appendix B for a copy of the final
testing report.
Housing Mortgage Disclosure Act Data
Fair access to financing for homeownership is a critical component of housing choice,
and a major potential barrier. This analysis reviewed 2016 and 2017 summary data
provided by the Consumer Financial Protection Bureau that tracks the outcomes of
applications for mortgages for primary residences in King County by race. This data set
does not include applicants’ income, the size of the loan applied for, or other relevant
factors that influence whether a loan is approved or denied, and is therefore not proof of
individual-level racial discrimination on its own. There are, however, troubling disparities.
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Race Percent of primary residence
home loan applications denied
White 5.7
Asian 7.2
Black 11.6
Hawaiian or Pacific
Islanders
6.5
Native American 9.8
Data Source: Consumer Financial Protection Bureau 58
Black households are more than twice as likely to be denied a loan as White households.
Native Americans are also significantly more likely to be denied a loan than Whites. It is
also notable that Black applicants accounted for 2.8% of mortgage applications, despite
being 6% of the King County population, which reflects earlier analysis regarding the
racial disparities for rental and homeownership rates. Further outreach and analysis is
necessary to understand the dynamics contributing to these disparities.
58 https://www.consumerfinance.gov/data-research/hmda/explore
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FAIR HOUSING GOALS
Informed by community input from other planning processes and the previous analysis,
this section proposes a set of priority actions to achieve fair housing choice in King
County. These goals are also written in the context of the programs, policies, and plans
that currently seek to eliminate barriers to fair housing choice.
1. Invest in programs that provide fair housing education, enforcement, and testing.
2. Engage underrepresented communities on an ongoing basis to better understand
barriers and increase access to opportunity.
3. Provide more housing for vulnerable populations.
4. Provide more housing choices for people with large families.
5. Support efforts to increase housing stability.
6. Preserve and increase affordable housing in communities at high risk of
displacement.
7. Review zoning laws to increase housing options and supply in urban areas.
8. Work with communities to guide investments in historically underserved
communities.
9. Support the Affordable Housing Committee’s efforts to promote fair housing.
10. Report annually on Fair Housing Goals and progress.
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CONCLUSION AND NEXT STEPS
This report analyzes access to fair housing choice along a number of factors, provides
information on past and current efforts, and sets initial goals for future policies and
investments. This report is planned to be submitted to the King County Council by the
beginning of September and approved by early November. This section will be updated
as next steps are identified and the report advances through the following timeline.
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Appendix A: King County Demographics by Jurisdiction
Data Source: 2017 ACS 5-Year Population Estimate
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Data Source: 2017 ACS 5-Year Population Estimate
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Appendix B: Housing Discrimination Testing Final Report
Final Testing Report for King County
This document is a summary report of the Fair Housing Center of Washington’s results of the contract.
A spreadsheet with the total number of tests completed, the name, city and subregion of the test site,
protected classes tested, type of test (policy, differential treatment), and test results is included in the
final report packet.
As of May 31, 2019, the Fair Housing Center of Washington completed eighty-two (82) tests, of
which forty-three (43) were negative and thirty-nine (39) were positive. The violations observed
during this contract were either differential treatment based on a protected class status or
discriminatory policies that placed additional barriers to housing due to a person’s inclusion in a
protected class. For tests indicating differential treatment violations, the FHCW recommends
additional testing to determine if there is a pattern of differential treatment based on a protected class.
For tests indicating one or more discriminatory policies, the FHCW recommends a technical letter
advising the test site to correct their policies so that they adhere to fair housing laws. For either type
of fair housing violation, the FHCW may pursue enforcement of fair housing laws if a pattern of
discrimination is determined.
Of the thirty-nine (39) positive tests, thirty-two (32) had recommendations for additional testing for
differential treatment based on a protected class.
Row Labels Negative Positive Grand
Total
No further action recommended 43 0 43
Additional testing recommended 0 32 32
Technical letter recommended 0 7 7
Grand Total 43 39 82
As of May 31, 2019, the Fair Housing Center of Washington completed sixteen (16) policy check
tests, of which seven (7) were conducted in the North/East subregion and nine (9) were conducted in
the South subregion of King County.
Subregion Negative Positive Grand Total
North / East 4 3 7
South 5 4 9
Grand Total 9 7 16
Of the sixteen (16) policy check tests, four (4) tested for willingness to grant reasonable
accommodations to persons with a disability, and eleven (11) tested for willingness to accept
alternative sources of income, including housing vouchers (Section 8) and maternity leave.
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Protected Basis Negative Positive Grand Total
Reasonable Accommodations 1 3 4
Source of Income – Housing Voucher 5 4 9
Source of Income – Maternity Leave 2 0 2
Income & Reasonable Accommodation 1 0 1
Grand Total 9 7 16
As of May 31, 2019, the Fair Housing Center of Washington completed sixty-six (66) differential
treatment tests, of which thirty-four (34) were conducted in the North/East subregion and thirty-two
(32) were conducted in the South subregion of King County.
Negative Positive Grand Total
North/East 16 18 34
South 18 14 32
Grand Total 34 32 66
Of the thirty-four (34) differential treatment tests conducted in the North/East subregion, sixteen (16)
were negative and eighteen (18) were positive, including:
North/East Negative Positive Grand Total
Disability 7 5 12
Familial Status 2 3 5
National Origin 1 2 3
Race 4 4 8
Religion 2 4 6
Grand Total 16 18 34
Of the thirty-two (32) differential treatment tests conducted in the South subregion, fourteen (14) were
positive, including:
South Negative Positive Grand Total
Disability 1 1
Familial Status 6 3 9
National Origin 5 6 11
Race 1 3 4
Religion 5 2 7
Grand Total 18 14 32
Of the sixty-six (66) differential treatment tests conducted, fourteen (14) were conducted via email,
twenty-one (21) were conducted via phone calls, and thirty-one (31) were conducted via site visits.
Contact Type Negative Positive Grand Total
Email 7 7 14
Phone 12 9 21
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Site 15 16 31
Grand Total 34 32 66
Of the thirty-one (31) site differential treatment tests, five (5) tests were conducted in Auburn, six
(6) were conducted in Bellevue, one (1) was conducted in Burien, five (5) were conducted in Federal
Way, five (5) were conducted in Kent, and one (1) was conducted in Renton.
City Negative Positive Grand Total
Auburn 2 3 5
Bellevue 3 3 6
Burien 0 1 1
Federal Way 2 3 5
Kent 4 1 5
Renton 0 1 1
Of the five (5) site, differential treatment tests conducted in Kent, one (1) was based on disability, one
(1) was based on familial status, one (1) was based on national origin, one (1) was based on race,
and one (1) was based on religion.
Protected Basis
(Kent)
Negative Positive Grand Total
Disability 1 0 1
Familial Status 1 0 1
National Origin 0 1 1
Race 1 0 1
Religion 1 0 1
Grand Total 4 1 5
In sum, the Fair Housing Center of Washington observed thirty-nine (39) positive violations of
Fair Housing law throughout King County during the contract period. Additional testing as well
as sending of technical letters are both recommended to 1) further identify potentially systemic barriers
to fair housing, 2) make violators aware of their actions and 3) bring said violators into compliance with
Fair Housing law. In addition, increased fair housing education, including annual fair housing training
throughout the county may help to combat instances of discrimination, for both new and seasoned
property managers, leasing agents and other actors in the housing space.
Page 553 of 567
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5464 (Gaub)
Date:
October 15, 2019
Department:
Public Works
Attachments:
Res olution No. 5464
Exhibit A
Vicinity Maps
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
City Council adopt Resolution No. 5464.
Background Summary:
Resolution No. 5464 authorizes the City Council to adopt modifications to the 2020-2025
Transportation Improvement Program.
Previous TI P modif ications were made with annual TIP update adopted in June of this year.
Since then, changes in available project f unding and the addition of projects associated with
grants and developer projects necessitates additional modifications. The proposed
modifications are summarized below.
SUMM ARY OF PROPOSED AMENDM ENT S T O T HE 2020-2025 T IP
Modifications: The f ollowing existing projects are proposed to be revised:
TIP P-7: Auburn Way N Preservation Phase 2 ($1.63M) – A portion of the grant funds
awarded to this project were swapped with local f unds in the A Street SE preservation
project to help meet regional funding obligation targets set by FHW A f or 2019.
TIP R-8: 49th Street NE ($5.35M) – The project will complete the 49th Street NE
corridor between Auburn Way N and I Street NE. Proposed changes ref lect portions of
the project being completed as part of a development project and the remaining portion
would be completed by the City with traffic mitigation funds.
TIP R-16: Regional Growth Center Access I mprovements ($2.01M) – The project is
being revised to ref lect the award of $1.625M in grant funds from the Sound Transit
Access Fund competition.
Additions: The f ollowing projects are proposed to be added to the updated TI P:
TIP I-16: 15th Street NW/SR-167 NB Ramps ($1.65M) – The project would f und the
design and construction of a new westbound right-turn pocket at the intersection.
Page 554 of 567
TIP P-3: 2nd Street SE Reconstruction ($0.98M) – The project would reconstruct 2nd
Street SE between A Street SE and Auburn Way S. TIB grant f unding for the project
was applied f or in 2019.
A public hearing for the TI P was set by consent agenda at the October 7, 2019 Council
Meeting. The hearing is scheduled to be held at the October 21, 2019 Council Meeting in
advance of the adoption of this resolution to adopt the TIP.
Rev iewed by Council Committees:
Councilmember:Staff:Gaub
Meeting Date:October 21, 2019 Item Number:RES.E
Page 555 of 567
Resolution No. 5464
October 21, 2019
Page 1
RESOLUTION NO. 5464
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, APPROVING AND ADOPTING THE
MODIFICATION OF THE 2020-2025 TRANSPORTATION
IMPROVEMENT PROGRAM OF THE CITY OF AUBURN
WHEREAS, RCW 35.77.010 requires that the legislative body of each City
prepare and adopt a comprehensive Transportation Improvement Program for
the ensuing six years, but only after conducting a public hearing; and
WHEREAS, a public hearing to review the 2020-2025 Transportation
Improvement Program for the City of Auburn was held on October 21, 2019 at
the hour of 7:00 p.m. in the Council Chambers of the Auburn City Hall, pursuant
to notice published in the legal newspaper of the City of Auburn on October 17,
2019.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. The modifications to the 2020-2025 comprehensive
Transportation Improvement Program are adopted, which will be in substantial
conformity with the attached Exhibit “A.”
Section 2. The Mayor is authorized to implement such administrative
procedures as may be necessary to carry out the directives of this legislation.
Section 3. This Resolution shall take effect and be in full force on
passage and signatures.
Page 556 of 567
Resolution No. 5464
October 21, 2019
Page 2
Dated and Signed this _____ day of _________________, 2019.
CITY OF AUBURN
__________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Steven L. Gross, City Attorney
Page 557 of 567
Six Year Transportation Improvement PlanARTERIAL PRESERVATION FUND (105)Project Title: Auburn Way N Preservation Phase 2 (8th St NE to 22nd St NE)STIP# AUB-56Project No:TBDProject Type:PreservationProject Manager:Jeff BenderLOS Corridor ID# 1/2Activity:2019 YEFunding Sources:Prior to 2019Estimate202020212022202320242025Beyond 2025Total Project CostArterial Preservation Fund- 120,000 439,720 - - - - - - 559,720 Secured Federal Grant- - 1,068,280 - - - - - - 1,068,280 Other- - - - - - - - - - Total Funding Sources: - 120,000 1,508,000 - - - - - - 1,628,000 Capital Expenditures:Design- 120,000 - - - - - - - 120,000 Right of Way- - - - - - - - - - Construction- - 1,508,000 - - - - - - 1,508,000 Total Expenditures: - 120,000 1,508,000 - - - - - - 1,628,000 TIP# P-7Description:This project will grind and overlay Auburn Way N from the 22nd Street NE to 8th Street NE, remove unused driveways, and upgrade curb ramps and pedestrian signals as needed to meet ADA requirements.Progress Summary:Federal Grant funding was awarded in 2016.Future Impact on Operating Budget:There is no impact to the street maintenance budget.BudgetForecast Project CostsResolution 5464 - Exhibit APage 1 of 5Page 558 of 567
Six Year Transportation Improvement PlanARTERIAL STREET FUND (102)Project Title: 49th Street NE (Auburn Way N to I St NE)STIP# AUB-N/AProject No:TBDProject Type:CapacityProject Manager:TBDLOS Corridor ID# N/AActivity:2019 YEFunding Sources:Prior to 2019Estimate202020212022202320242025Beyond 2025Total Project CostUnrestricted Street Revenue- - - - - - - - - - Unsecured Grant- - - - - - - - - - Traffic Impact Fees- - - 500,000 1,500,000 - - - - 2,000,000 Other (Development) - 850,000 2,500,000 - - - - - - 3,350,000 Total Funding Sources: - 850,000 2,500,000 500,000 1,500,000 - - - - 5,350,000 Capital Expenditures:Design- 250,000 - 350,000 - - - - - 600,000 Right of Way- 600,000 - 150,000 - - - - - 750,000 Construction- - 2,500,000 - 1,500,000 - - - - 4,000,000 Total Expenditures: - 850,000 2,500,000 500,000 1,500,000 - - - - 5,350,000 TIP# R-8BudgetForecast Project CostFuture Impact on Operating Budget:The annual maintenance cost for this project is estimated to be $10,000Description:This project will construct a new traffic signal at the intersection of 49th Street NE and Auburn Way North, improve the intersection of 49th Street NE and Auburn Way North to provide for northbound to southbound u-turns, improve 49th Street NE from Auburn Way North to D Street NE, and construct an extension of 49th Street NE from D Street NE to I Street NE (which is being constructed from 45th Street NE to South 277th Street under a separate project). Progress Summary:Portions of this project are anticipated to be constructed with a development project. The remaining portions would be constructed by the City and/or with other future development projects.Resolution 5464 - Exhibit APage 2 of 5Page 559 of 567
Six Year Transportation Improvement PlanARTERIAL STREET FUND (102)Project Title: Regional Growth Center Access ImprovementsSTIP# AUB-N/AProject No:TBDProject Type:CapacityProject Manager:TBDLOS Corridor ID# N/AActivity:2019 YEFunding Sources:Prior to 2019Estimate202020212022202320242025Beyond 2025Total Project CostUnrestricted Street Revenue- - - - - - - - - - Secured Grant- - - 325,000 - 1,300,000 - - - 1,625,000 Traffic Impact Fees- - - 85,000 100,000 200,000 - - - 385,000 Other- - - - - - - - - - Total Funding Sources: - - - 410,000 100,000 1,500,000 - - - 2,010,000 Capital Expenditures:Design- - - 410,000 - - - - - 410,000 Right of Way- - - - 100,000 - - - - 100,000 Construction- - - - - 1,500,000 - - - 1,500,000 Total Expenditures: - - - 410,000 100,000 1,500,000 - - - 2,010,000 TIP# R-16Description:This project will make improvements to the intersections of 3rd Street NE and Auburn Avenue, 4th Street NE and Auburn Ave, and 4th Street NE and Auburn Way to improve motorized and non-motorized access to the City's downtown urban center and the Sounder Transit Station. The project will add a northbound left-turn movement and a northbound/southbound crosswalk at the intersection of 3rd Street NE and Auburn Avenue and modify the intersection of 4th St NE with Auburn Way N to eliminate the split phase operation signal improving circulation and access.Progress Summary:Grant funding for the design and construction phases was awarded from Sound Transit in 2019.Future Impact on Operating Budget:There is no impact to the street maintenance budget.BudgetForecast Project CostsResolution 5464 - Exhibit APage 3 of 5Page 560 of 567
Six Year Transportation Improvement PlanARTERIAL STREET FUND (102)Project Title: 15th Street NW/SR-167 NB RampsSTIP# AUB-N/AProject No:TBDProject Type:CapacityProject Manager:TBDLOS Corridor ID# 9Activity:2019 YEFunding Sources:Prior to 2019Estimate202020212022202320242025Beyond 2025Total Project CostUnrestricted Street Revenue- - - - - - - - - - Unsecured Federal Grant- - - - - - - - - - Traffic Impact Fees- - 225,000 - - - - - - 225,000 Other (Development)- 125,000 1,300,000 - - - - - - 1,425,000 Total Funding Sources: - 125,000 1,525,000 - - - - - - 1,650,000 Capital Expenditures:Design- 125,000 - - - - - - - 125,000 Right of Way- - - - - - - - - - Construction- - 1,525,000 - - - - - - 1,525,000 Total Expenditures: - 125,000 1,525,000 - - - - - - 1,650,000 TIP# I-16Description:This project design and construct a new westbound right-turn pocket on 15th Street NW at the intersection with the SR-167 northbound ramps. Progress Summary:The design and construction of the project is anticipated as part of an adjacent development project.Future Impact on Operating Budget:This annual maintenance cost for this project is estimated to be $2,500.BudgetForecast Project CostResolution 5464 - Exhibit APage 4 of 5Page 561 of 567
Six Year Transportation Improvement PlanARTERIAL PRESERVATION FUND (105)Project Title: 2nd Street SE PreservationSTIP# AUB-N/AProject No:TBDProject Type:PreservationProject Manager:TBDLOS Corridor ID# N/AActivity:2019 YEFunding Sources: Prior to 2019 Estimate 2020 2021 2022 2023 2024 2025 Beyond 2025 Total Project CostArterial Preservation Fund- - 46,000 347,502 - - - - - 393,502 Unsecured Grant- - 69,000 521,253 - - - - - 590,253 Other - - - - - - - - - - Total Funding Sources: - - 115,000 868,755 - - - - - 983,755 Capital Expenditures:Design- - 115,000 - - - - - - 115,000 Right of Way- - - - - - - - - - Construction- - - 868,755 - - - - - 868,755 Total Expenditures: - - 115,000 868,755 - - - - - 983,755 TIP# P-3Description:This project will reconstruct 2nd Street SE between A Street SE and Auburn Way S. The reconstruction will utilize full depth reclamation techniques. The project will also remove remove fixed objects within the clear zone, remove barriers to ADA access, and install new LED street lighting.Progress Summary:Grant funding for this project was applied for in 2019. If awarded, design would occur in 2020 and construction in 2021.Future Impact on Operating Budget:This project will have no impact on the operating budget for street maintenance.BudgetForecast Project CostResolution 5464 - Exhibit APage 5 of 5Page 562 of 567
1,333.3
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet1,333.3666.70
TIP# P-7 - Auburn Way N Preservation Phase 2 10/14/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes
no warranty as to its accuracy.
Page 563 of 567
1,333.3
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet1,333.3666.70
1:8,000
TIP# R-8 - 49th Street NE (AWN to I Street NE)
1in =667 ft
10/14/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes no
warranty as to its accuracy. Page 564 of 567
333.3
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet333.3166.70
1:2,000
TIP# R-16 - Regional Growth Center Access Improvements
1in =167 ft
10/14/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes no
warranty as to its accuracy. Page 565 of 567
1,333.3
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet1,333.3666.70
1:8,000
TIP# I-16 - 15th Street NW/SR-167 NB Ramp
1in =667 ft
10/14/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes no
warranty as to its accuracy. Page 566 of 567
666.7
NAD_1983_StatePlane_Washington_North_FIPS_4601_Feet
Feet666.7333.30
1:4,000
TIP# P-3 - 2nd Street SE Preservation
1in =333 ft
10/14/2019Printed Date:
Map Created by City of Auburn eGIS
Imagery Date: May 2015
Information shown is for general reference
purposes only and does not necessarily
represent exact geographic or cartographic
data as mapped. The City of Auburn makes no
warranty as to its accuracy. Page 567 of 567