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Home My WebLink About06-12-2023 Study Session AgendaCity Council Study Session Muni Serv ices S FA J une 12, 2023 - 5:30 P M City Hall Council Chambers A GE NDA Watch the meeting L I V E ! Watch the meeting video Meeting videos are not available until 72 hours after the meeting has concluded. I .C A L L TO O R D E R I I .P UB L I C PA RT I C I PAT I O N A .P ublic P articipation The A uburn City Council Study Session Meeting scheduled for Monday, J une 12, 2023 at 5:30 p.m. will be held in person and virtually. Virtual Participation L ink: To view the meeting virtually please click the below link, or call into the meeting at the phone number listed below. The link to the Virtual Meeting is: https://www.youtube.com/user/watchauburn/live/?nomobile=1 To listen to the meeting by phone or Zoom, please call the below number or click the link: Telephone: 253215 8782 Toll F ree: 877 853 5257 Zoom: https://us06web.zoom.us/j/84953231677 B .Roll Call I I I .A G E ND A MO D I F I C AT I O NS I V.A NNO UNC E ME NT S , R E P O RT S , A ND P R E S E NTAT I O NS V.A G E ND A I T E MS F O R C O UNC I L D I S C US S I O N A .Comprehensive Transportation P lan Update - Policy Review (Gaub) (35 Minutes) B .2023 L egislative Update (Hinman) (20 Minutes) A n update on the bills that the City of A uburn worked on during the 2023 L egislative S ession C.1st Quarter 2023 F inancial Report (T homas) (20 Minutes) Page 1 of 241 V I .MUNI C I PA L S E RV I C E S D I S C US S I O N I T E MS A .Municipal Court S tudy P resentation HR R M (Martinson) (30 Minutes) City of Auburn requested analysis of Municipal Court S ervice options by the National Center for State Courts (NC S C) B .A uburn P olice Department Annual Reports (Caillier) (20 Minutes) 2022 A nnual Reports for the Auburn Police Department covering Use of Force, Commendation, I nquiries and Allegations, and Pursuit A nalysis C.S treet Racing P resentation (Caillier/Comeau) (10 Minutes) P resentation will provide updated information about street racing laws D.Community Court Update (Comeau) (10 Minutes) A nnual update to solicit input from Council, and to provide updated information about improvements and program operations V I I .A D J O UR NME 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 review at the City Clerk's Office. Page 2 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: Comprehensive Transportation Plan Update - Policy Review (Gaub) (35 Minutes) Date: June 7, 2023 Department: Public Works Attachments: Presentation Recommended Transportation Policies Budget Impact: Current Budget: $0 Proposed Revision: $0 Revised Budget: $0 Administrativ e Recommendation: For discussion only. Background for Motion: Background Summary: The City is updating the Comprehensive Transportation Plan (Plan) in coordination with the update of the City’s overall Comprehensive Plan. The purpose of the Plan is to guide the City with respect to future activities and improvements for the Transportation System. The purpose of this discussion is to provide Council with the recommended goals, policies, and actions to be incorporated into the Plan. This study session is the City Council’s opportunity to provide questions or comments regarding the recommended goals and policies being discussed. The policies are the foundation of the Plan and outline how the transportation system should be improved and maintained, and are grouped within goal statements that are organized to address the following categories: Goal 1: Planning Goal 2: Equity Goal 3: Safety (to be discussed at a future study session) Goal 4: Environment Goal 5: Multimodal Transportation Network Goal 6: Multimodal Level of Service Standards (to be discussed at a future study session) Goal 7: Concurrency Goal 8: Managing Capacity Needs Page 3 of 241 Goal 9: Right-of-Way Management Goal 10: Maintenance & Preservation Goal 11: Parking Staff will review the recommended goals, policies, and actions as provided in the attachment. Goal 3: Safety and Goal 6: Multimodal Level of Service Standards will be reviewed at a future study session and will not be presented at this meeting. Through December 2023, staff will conduct outreach to gather input from the Transportation Advisory Board and the Public on the Plan. The final Plan will be presented for adoption by the City Council in 2024. Rev iewed by Council Committees: Councilmember:Brown Staff:Gaub Meeting Date:June 12, 2023 Item Number: Page 4 of 241 A U B U R N V A L U E S S E R V I C E E N V I R O N M E N T E C O N O M Y C H A R A C T E R S U S TA I N A B I L I T Y W E L L N E S S C E L E B R A T I O N ENGINEERING SERVICES COMPREHENSIVE PLAN POLICY REVIEW CECILE MALIK & JACOB SWEETING CITY COUNCIL STUDY SESSION JUNE 12, 2023 Public Works Department Engineering Services Airport Services Maintenance & Operations Services 1 Page 5 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION COUNCIL SCHEDULE OVERVIEW SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION April 10, 2023 •City Comprehensive Plan Overview June 12, 2023 •Draft Transportation Policies Review & Discussion 2023 TBD •Draft Multimodal LOS & Safety Policies Review & Discussion 2024 TBD •Final Review & Discussion •Resolution for adoption 2 Page 6 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION GOALS – POLICIES - ACTIONS Broad statements indicating a general aim or purpose to be achieved.Goals Topic-specific statement providing guidelines for current and future decision-making. Indicates a clear commitment of the local legislative body.Policies • Initiatives, projects, or programs to put policy into motion.Actions 3 Page 7 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Significant changes made from previously adopted plan 1.Refining/combining goals 2.New policies 3.Removed policies 4.Combined/moved policies 5.Added actions (new) 6.Identified policies that were actions 7.Simplified policy language 8.Incorporate new legislative requirements from HB1181 GOAL, POLICY AND ACTION REVIEW SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION 4 Page 8 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Goal 1: Planning Goal 2: Equity Goal 3: Safety* Goal 4: Environment Goal 5: Multimodal Transportation Network Goal 6: Multimodal Level of Service Standards* Goal 7: Concurrency Goal 8: Managing capacity needs Goal 9: Right-of-way management Goal 10: Maintenance & Preservation Goal 11: Parking *to be discussed at a future Council Study Session GOALS 5 Page 9 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 1) PLANNING GOAL 1: Plan, expand, and improve the transportation system in cooperation and coordination with adjacent and regional jurisdictions to ensure concurrency compliance with the Growth Management Act, and to improve the safety and efficiency of the multimodal system to meet the community needs, facilitate the land use plan, and reduce vehicle miles traveled and greenhouse gas emissions. 6 Page 10 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION TR1-1 / TR1-2: Former Policies related to comprehensive plan and transportation improvement plan were reworded/simplified. TR1-3: New policy about the TIP being financially constrained. TR1-4 New policy per HB1181: The City’s planning tools shall identify transportation facilities or services that are below established multimodal level of service standards and develop projects and programs and engage in coordination activities that support improving those facilities or services to meet level of service standards. Policy addressing coordination with neighboring jurisdictions reworded/simplified & moved to actions Added actions to clearly define requirements for comprehensive plan and transportation improvement plans update to meet state requirements. POLICY REVIEW: GOAL 1) PLANNING 7 Page 11 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 2) EQUITY GOAL 2: Plan and implement the City’s transportation system to support system wide equity. New Policies TR2-1: Minimize/mitigate impacts to historically under-represented and under-served communities TR2-2: Equitable access to transportation systems TR2-3: (HB1181) Participation of vulnerable populations and overburdened communities Added actions to guide implementation of policies 8 Page 12 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 4) ENVIRONMENT GOAL 4: Comply with environmental laws and regulations. TR4-1 : The impacts of transportation projects shall be evaluated, and the appropriate mitigation measures identified in accordance with the applicable environmental laws and regulations. TR4-2 : (HB1181) The multimodal transportation systems shall be designed efficiently and support reductions in greenhouse gas emissions and per capita miles traveled, protect and enhance environmental, economic, and human health and safety, and advance environmental justice , and are based on regional priorities and coordinated with other comprehensive plans 9 Page 13 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK GOAL 5: Ensure Auburn’s transportation system is designed to be comprehensive, integrated, accessible for users of all abilities, and facilitates different types of traffic flows, including pedestrians, bicyclists, motorists, transit riders and operators, truck operators and aviation users. Total of 52 policies and 21 actions. New Policies New actions to guide policy implementation Policies simplified, combined, or reworded Ex. Roundabout policies were combined and edited to clarify intent and requirements. Policies moved to actions Ex. “Plan, Develop, Design” Coordination with regional groups Policies removed when no longer applicable or redundant Most non-motorized, pedestrian, bicycle, and transit policies – replaced with new policies which better align with regional approach/prioritization 10 Page 14 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION General New Policies: TR5-1-1: Interconnectivity of transportation networks to encourage active transportation and access to services and resources. TR5-1-4: Development of the multimodal transportation system balancing safety and convenience to provide access and mobility to people and goods. TR5-1-6: Latecomer or payback opportunity for capital projects. POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK (CONTINUED) 11 Page 15 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Streets New Policy: TR5-2-10: In the development of projects, the city shall identify opportunities to remove barriers created by past transportation programs or improvements. Consolidated policies: TR5-2-9: Designation of new arterials and collectors. TR5-2-16: Private streets requirements & maintenance expectations TR5-2-13: Roundabouts POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK (CONTINUED) 12 Page 16 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Active Transportation 5 new policies to replace removed policies TR5-3-2: bicycle facilities to be designed to reduce modal conflicts TR5-3-3: seeking external funding and investment prioritization for bicycle facilities TR5-3-4: pedestrian facilities prioritization to provide access to key destinations TR5-3-5: pedestrian facilities to be designed to reduce modal conflicts TR5-3-7: compliance with ADA guidelines 5 Remaining policies, two edited for clarity: TR5-3-1: continuous bicycle network, providing access to key destinations TR5-3-9: wayfinding POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK (CONTINUED) 13 Page 17 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Transit: 1 policy edited for clarity TR5-4-3: partnership with transit agencies and WSDOT to develop a robust transit network 6 new policies: TR5-4-1: Prioritization of access improvements to transit stops TR5-4-2: Intersection improvements to support transit speed and reliability TR5-4-4: Advocating for adequate off-street parking for transit facilities TR5-4-5: Requirement for private development to provide access to transit stops, based on proximity TR5-4-6: Establishment of on-street parking restrictions in residential areas impacted by overflow transit parking TR5-4-7: Partnership opportunities for grants with transit agencies to fund access to transit projects. POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK (CONTINUED) 14 Page 18 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Freight: Removed 2 policies Kept most policies unchanged either as policies or actions. Revised for clarity: TR5-5-4: Prioritization of improvements along freight corridors to accommodate truck movements. 2 new policies: TR5-5-1: Facilitate freight movement and minimize impacts to traffic and environment TR5-5-8: Identifying opportunities to reconstruct roadways along truck corridors to be more resilient to the impacts of truck traffic POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK (CONTINUED) 15 Page 19 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Air Transportation: Policies kept unchanged, except for one minor edit to add “obstructions” to TR5-6-5. Goal 5: Actions 21 actions to address all sections Policies moved to actions Policies edited / moved to actions New actions POLICY REVIEW: GOAL 5) MULTIMODAL TRANSPORTATION NETWORK (CONTINUED) 16 Page 20 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 7) CONCURRENCY GOAL 7: Multimodal Concurrency - Ensure that those transportation system facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy without decreasing current service levels below established minimum standards. Removed existing policies, replaced by TR7-1 HB1181: Approval of development activity concurrent on mitigation of impacts to the transportation system, including strategies that result in mode shift. Added actions Transportation impact analysis requirements 17 Page 21 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 8) MANAGING CAPACITY NEEDS GOAL 8: Use Transportation Demand Management and Transportation System Management strategies to reduce capacity demand on the transportation system. Simplified Policy Language TR8-1: TSM as a tool to improve efficiency of transportation system and reduce need for additional capacity – removed statements / details listed in policies to be better addressed in plan document New Policy TR8-2: Transportation Demand Management (TDM) strategies, such as the Commute Trip Reduction (CTR) program or other strategies that reduce single occupant vehicle travel shall be utilized, when possible, to lessen the impact on the transportation system capacity. Removed Policies No longer applicable, or intent addressed in new or revised policies Identified policies that were actions Prioritization of intelligent transportation systems, coordination with transit agencies, and improvement of CTR program 18 Page 22 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 9) RIGHT OF WAY GOAL 9: Retain and preserve existing Right-Of-Way (ROW) and identify and acquire new ROW as needed to provide for the existing and planned transportation system. New Policies replaced removed policy Reflect current practices and federal requirements Added actions Monitoring and addressing ROW encroachments, Protective Purchases Identified policies that were actions Preservation/protection of existing ROW ROW acquisition 19 Page 23 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION New policies: TR9-1 & TR9-2: ROW acquisition TR9-3: (HB1181) just compensation for ROW acquisition TR9-4: Vacating ROW TR9-5: Half-street improvements TR9-6: Encroachments into the ROW POLICY REVIEW: GOAL 9) RIGHT OF WAY (CONTINUED) 20 Page 24 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 10) MAINTENANCE PRESERVATION GOAL 10: Design, construct, preserve, and maintain the City’s transportation system in the most cost-effective manner Removed most existing policies – replaced with new policies New Policies reflect current practices Identified policies that were actions Requirements for trenching within 5 years of new pavement Coordination with private and public utilities Added actions Project identification and standards used for roadway rebuild Funding options evaluation 21 Page 25 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION New Policies: TR10-1 & TR10-2: Set target PCI at 70 and minimum design lifespan at 20 years TR10-3: mitigation of utility work on roadways TR10-4: pursuing funding opportunities TR10-5: prioritizing preservation of roadways prior to degradation requiring full replacement TR10-6: prioritization of full roadway replacement TR10-7 & TR10-8: preservation programs for local and arterial streets TR10-9, TR10-10, TR10-11, TR10-13, TR10-14: preservation and maintenance of non-motorized facilities, traffic systems, markings and signage, bridges, and ITS. TR10-12: ensuring adequate resources are available for maintenance and preservation POLICY REVIEW: GOAL 10) MAINTENANCE PRESERVATION (CONTINUED) 22 Page 26 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION POLICY REVIEW: GOAL 11) PARKING GOAL 11: Ensure a balance between on-street and off-street parking provided to meet the needs of existing land use, development, and other community needs and as allowed by law. Removed Policies Most parking requirements addressed in zoning code Simplified Policy Language TR11-1:Clarified policy that on-street parking is based on street classification TR11-2: Refined policy to refer to limitations by State law New Policy: TR11-3: Within high density areas, such as Regional Growth Center, evaluate and address the need for passenger and/or commercial loading zones. 23 Page 27 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Questions & Feedback 24 Page 28 of 241 Page 1 of 14 DRAFT CHAPTER 5 – POLICIES Transportation goals, policies, and actions establish the framework for realizing the City’s vision of its transportation system. Policies provide guidance for the City, other governmental entities, and private developers, enabling the City to achieve its goals in accordance with the City’s Comprehensive Plan. The policy framework presented below is a guideline, which the City will use to evaluate individual projects, programs, actions, and other actions to address its infrastructure needs. The goals, policies, and actions make reference to the City of Auburn Engineering Design Standards (EDS) that provide specific guidelines and standards for design of the City’s transportation system. GOAL 1: Plan, expand, and improve the transportation system in cooperation and coordination with adjacent and regional jurisdictions to ensure concurrency compliance with the Growth Management Act, and to improve the safety and efficiency of the multimodal system to meet the community needs, facilitate the land use plan, and reduce vehicle miles traveled and greenhouse gas emissions. TR1-1: The City’s long range planning tool for its transportation systems shall be the Comprehensive Transportation Plan that will comply with State Law (RCW 36.70A.070). # Actions 1 Evaluate and amend the Comprehensive Transportation Plan regularly to ensure it is technically accurate, consistent with state, regional, and other local plans, and in keeping with the City's vision of the future transportation system. 2 Prepare a 5-year Comprehensive Transportation Plan intermediate progress report in 2029. 3 Prepare a periodic update to the Comprehensive Transportation Plan to be adopted by Council in 2034. 4 Coordinate transportation planning and improvements with other transportation authorities and governmental entities (cities, counties, tribes, state, federal) to address transportation issues and to ensure that Auburn and its adjacent jurisdictions do not unreasonably preclude each other from implementing their planned improvements. TR1-2: The City’s short range (6-year) planning tool for transportation system capital projects and programs, shall be the Transportation Improvement Program (TIP) that will comply with State Law (RCW 35.770.010). Page 29 of 241 Page 2 of 14 TR1-3 The TIP shall be financially constrained to align planned project and programs expenditures with anticipated available funding. # Actions 1 The TIP will include the following elements: • Proposed road and bridge construction work and other transportation facilities and programs deemed appropriate. • Any new or enhanced bicycle or pedestrian facilities identified pursuant other applicable changes that promote nonmotorized transit. • Identify projects of regional significance for inclusion in the regional TIP. 2 Revise the TIP before July 1st of each year to encompass the ensuing six calendar years to update the included projects, programs, and associated funding to reflect transportation system priorities and available funding. 3 Update the per-trip traffic impact rate for the following calendar year based on the funding need identified in the TIP. Revise the fee schedule based on this per-trip rate for adoption as part of the City’s overall fee schedule. 4 Coordinate transportation improvements with City utilities to provide efficiency and cost-effective solutions for both planned transportation improvements and planned utility improvements. 5 Identify and fund capital projects and programs that address existing and emerging system needs to meet MMLOS standards and to support safety goals. TR1-4: The City’s planning tools shall identify transportation facilities or services that are below established multimodal level of service standards and develop projects and programs and engage in coordination activities that support improving those facilities or services to meet level of service standards. GOAL 2: Plan and implement the City’s transportation system to support system wide equity. TR2-1: Transportation system improvements shall be planned such that they minimize and mitigate potential impacts, as well as past impacts, to historically under-represented and under- served communities. Page 30 of 241 Page 3 of 14 TR2-2: The transportation system will be planned, built, and operated to provide equitable levels of access to transportation systems based on the needs of the populations being served, particularly populations that are traditionally underserved. TR2-3: Encourage the involvement of residents, business and property owners in the planning process, including the participation of vulnerable populations and overburdened communities, and ensure coordination with other agencies to reconcile conflicts. # Actions 1 Develop and implement a process during project/program planning to review demographic information and identify potential impacts to historically under-represented and under-served communities and identify potential mitigation measures. 2 Develop and implement equity tools to assist in transportation system planning, construction, and operations. 3 For the communities adjacent to the project locations, or served by the projects and programs, research how to best engage with them, and develop outreach and information tools. GOAL 3: Significantly reduce or eliminate traffic fatalities and serious injuries through a safe systems approach. Left blank intentionally – for future discussion GOAL 4: Comply with environmental laws and regulations. TR4-1: The impacts of transportation projects shall be evaluated, and the appropriate mitigation measures identified in accordance with the applicable environmental laws and regulations. TR4-2: The multimodal transportation systems shall be designed efficiently and support reductions in greenhouse gas emissions and per capita miles traveled, protect and enhance environmental, economic, and human health and safety, and advance environmental justice, and are based on regional priorities and coordinated with other comprehensive plans. GOAL 5: Ensure Auburn’s transportation system is designed to be comprehensive, integrated, accessible for users of all abilities, and facilitates different types of traffic flows, including pedestrians, bicyclists, motorists, transit riders and operators, truck operators and aviation users. General TR5-1-1: The network of sidewalks, bicycle facilities and roadways shall be interconnected to encourage active transportation between neighborhoods, activity centers, community resources, and transit. TR5-1-2: Ensure that the city’s standards and development requirements align with the complete streets policies.. Page 31 of 241 Page 4 of 14 TR5-1-3: Context and flexibility in balancing user needs shall be considered in the design of all projects and, if necessary, a deviation from the EDS may be considered to ensure the Complete Streets Goal and supporting policies are achieved. TR5-1-4: The development of the multimodal transportation system shall balance safety and convenience to accommodate all users of the transportation system to safely, reliably, and efficiently provide access and mobility to people and goods. TR5-1-5: The City may enter into latecomer (payback) agreements where substantial transportation investments are made by one party that legitimately should be reimbursed by others, such as when the infrastructure improvement will benefit a future development. Such agreements will be at the discretion of the City Council. Latecomer or payback agreements do not apply to situations in which a property owner is required to construct improvements per an existing city code provision, such as in the case of half-street and other frontage improvements. TR5-1-6: The City may make transportation improvements that would be required for an undeveloped or underdeveloped private property to develop or redevelop with a City funded capital project and re-coup the costs of those improvements assessed through a payback requirement on the private property. Streets TR5-2-1: The city street system shall be made up of three classes of streets: ▪ Arterials - a system of city streets designed to move traffic to/from major traffic and activity generators. Arterials should be adequate in number, appropriately situated, and designed to accommodate moderate to high traffic volumes with a minimum of flow disruption. ▪ Collectors - a system of city streets that collect traffic and move it from the local street system to the arterial street system. ▪ Local streets - a system of city streets, which collect traffic from individual sites and conveys the traffic to the collector and arterial systems. TR5-2-2: The City Functional Roadway Classifications Map shall serve as the adopted standard for identifying classified streets in the City of Auburn and the potential annexation areas. TR5-2-3: Ensure all eligible streets classified in the Comprehensive Transportation Plan are federally classified. Prioritize as needs are identified. TR5-2-4: Street standards shall be developed, modified, and implemented that reflect the street classification system and function. TR5-2-5: The design and management of the street network shall seek to improve the appearance of existing street corridors. Streets are recognized as an important component of the public spaces within the City and include, where appropriate, landscaping to enhance the appearance of city street corridors. The standards should include provisions for streetscaping. TR5-2-6: The classification standards adopted in the EDS are considered the City’s minimum standards for new streets. TR5-2-7: The standards for residential streets may be modified in cross section to provide better relationships between the different components of the street including, but not limited to, on- street parking, the landscape strip, and the sidewalk. Among other objectives, this may be done Page 32 of 241 Page 5 of 14 to balance the need to provide adequate parking and buffer pedestrians from traffic. TR5-2-8: These minimum standards do not limit or prevent developers or the City from providing facilities that exceed the City’s standards. TR5-2-9: Designate new arterials and collectors to serve developing areas concurrent with approval of such development. Arterials shall be spaced in compliance with transportation network planning principles and support the importance of overall system circulation. TR5-2-10: In the development of projects, the city shall identify opportunities to remove barriers created by past transportation programs or improvements. TR5-2-11: Seek consolidation of access points to state highways, arterials, and collectors. This will benefit the highway and city street system, reduce interference with traffic flows on arterials, and discourage through traffic on local streets. TR5-2-12: ROW access shall be provided in a manner that minimizes operational impacts to the City street system, reduces or eliminates safety impacts to the ROW, and provides for access needs of the property. TR5-2-13: Intersections controlled with roundabouts are preferred over signalized intersections whenever feasible and appropriate due to the benefits achieved with roundabouts including improved safety for all users, continuous traffic flow, reduced vehicle emissions and fuel consumption, lower long-term maintenance costs, and improved aesthetics. Where necessary to meet level of service standards, roundabout control shall be implemented over signalization or all way stop control. unless determined to be infeasible. Design criteria for roundabouts, including feasibility criteria, will be incorporated into the EDS. TR5-2-14: The local street network shall be developed to maximize the efficiency of the transportation network in residential areas and minimize through traffic in neighborhoods. TR5-2-15: Access tracts may be permitted, as long as emergency access can be guaranteed at all times. TR5-2-16: Private streets are discouraged, but may be permitted on a discretionary basis, as regulated by City code and the EDS. Private streets are not intended to connect between two public streets and shall be built to public street standards. The properties benefiting from the private street are responsible for its maintenance. Active Transportation TR5-3-1: The network of bicycle facilities shall be continuous and provide access to key destinations, such as schools, parks, community services, transit stops, commercial areas, and regional trails. TR5-3-2: Bicycle facilities shall be designed to reduce modal conflicts, with greater separation from vehicle traffic along roadways with posted speed limits at or above 35 MPH, average daily traffic volume above 15K vehicles, and/or freight corridors classified as T1, T2, and T3. TR5-3-3: The City shall seek external funding and prioritize investments to develop the bicycle network identified in the bicycle priority map, and build the associated projects listed in Table x. TR5-3-4: The network of pedestrian facilities shall be prioritized to maximize investments and provide access to key destinations, such as schools, parks, community services, transit stops, commercial areas, and the Downtown Urban Center. Page 33 of 241 Page 6 of 14 TR5-3-5: Pedestrian facilities shall be designed to reduce modal conflicts, with greater separation from vehicle traffic along roadways with higher classification, expecting higher vehicle volume and speed. TR5-3-6: Pedestrian crossings shall be developed at locations with significant pedestrian traffic and designed to match pedestrian desire lines, where feasible, with adequate traffic control, based on the context. TR5-3-7: Pedestrian facilities shall be designed consistent with ADA guidelines and the existing infrastructure shall be updated per the city’s ADA Transition Plan for facilities in the Public Right-of-way, to accommodate users of all ages and abilities. TR5-3-8: The City shall schedule, plan, and co-sponsor events that support recreational walking and bicycling. These events should emphasize their recreational and health values and introduce people to the transportation capabilities of bicycling and walking. TR5-3-9: Wayfinding elements may be constructed to guide travelers along major non- motorized routes. TR5-3-10: Non-motorized routes shall be constructed to accommodate emergency vehicle access and be amenable to law enforcement. Transit TR5-4-1: Prioritize access improvements, such as pedestrian crossing, lighting, and sidewalks, within designated walkshed of transit stops. Walkshed area is within ¼ mile of transit stop serving local and express routes, and within ½ mile of transit stops serving frequent routes as defined in the Plan. TR5-4-2: Prioritize and/or support improvements to ensure intersections are optimized to facilitate speed and reliability of transit service. TR5-4-3: The City shall cultivate partnerships with transit agencies and WSDOT to help with, or support the development of a robust transit network, to serve trip generators such as colleges, commercial areas, and community resources, to expend transit service within the underserved areas of Auburn, and to achieve a transit network that is convenient and provides a viable alternative to driving. TR5-4-4: The City shall advocate for adequate off-street parking supply to accommodate demand associated with transit facilities in Auburn, where no alternative options are provided by transit agencies to access transit service that meet the needs of the transit riders. TR5-4-5: The City shall require new multi-family and plat developments to provide access improvements to transit stops located within the 1/4 mile walkshed, to ensure the stops are accessible by pedestrians from the new development. TR5-4-6: The City shall establish parking restrictions in areas where transit parking impacts nearby residential areas to mitigate the impact of overflow transit parking. TR5-4-7: The City shall seek partnership opportunities with transit agencies for grant applications and cost sharing to improve access to transit for active transportation facilities, supporting safety, equity, and sustainability. Page 34 of 241 Page 7 of 14 Freight TR5-5-1: Facilitate the movements of freight and goods through Auburn with minimal adverse traffic and other environmental impacts. TR5-5-2: The movement of freight and goods that serve largely national, state, or regional needs should take place in such a way so that the impacts on the local transportation system are minimized. These movements should take place primarily on state highways, interstates, or on grade-separated rail corridors in order to minimize the local impacts. TR5-5-3: All through truck trips and the majority of local trips shall take place on designated truck routes, as identified on the truck route map, Map x.x, of the Comprehensive Transportation Plan. This policy shall not apply to developments and uses operating under existing ROW use permits, traffic mitigation agreements, or equivalent agreements directly related to the regulation of permitted haul routes. TR5-5-4: Prioritize improvements that facilitate truck movements along and connecting to future and existing truck routes, as identified on the truck route Map x.x to accommodate truck traffic and minimize impacts to infrastructure. TR5-5-5: Development shall be required to mitigate the impacts of construction generated truck traffic on the City’s transportation system, based on the City’s vehicle LOS standard. TR5-5-6: Temporary haul routes for overweight or oversized vehicles shall be permitted under circumstances acceptable to the City and with appropriate mitigation. A temporary haul permit must be obtained prior to the hauling of oversized or overweight freight. TR5-5-7: Truck traffic in residential neighborhoods shall be prohibited, except for local deliveries within said neighborhood, unless no other possible route is available, in which case mitigation may be required. TR5-5-8: As roadway reconstruction projects are identified, opportunities to reconstruct roadways adapted to heavy truck traffic shall be evaluated along T-1 and T-2 freight corridors, to prevent accelerated damage to these facilities. Air Transportation TR5-6-1: Continue to develop the Auburn Municipal Airport in accordance with the Airport Master Plan as adopted or amended. TR5-6-2: The airport shall be managed as a general aviation facility. General aviation includes all civilian flying except scheduled passenger airline service. TR5-6-3: When siting new or revised facilities or operations at the airport, the impacts on neighborhoods such as increased noise generated from the use of those facilities shall be considered. TR5-6-4: Use of the airport by non-conventional aircraft, such as ultra lights, is discouraged. TR5-6-5: Minimize or eliminate the potentially adverse effects of light, glare, and obstructions on the operation of the Auburn Airport. Page 35 of 241 Page 8 of 14 # Actions 1 Plan for and develop a balanced transportation system, which provides safe access and connectivity to transportation facilities for users of all ages and abilities, including pedestrians, bicyclists, motorists, transit users and operators, and truck operators. 2 Plan for, design, and construct all transportation projects, whether City led or development driven, to provide appropriate accommodation for bicyclists, pedestrians, and transit users in a manner consistent with the Comprehensive Plan, except in situations where the establishment of such facilities would be contrary to public health and safety or the cost would be excessively disproportionate to the need 3 To achieve access control to meet city policy, the City: ▪ Adopts and supports the State’s controlled access policy on all state highway facilities; ▪ May acquire access rights along some arterials and collectors; ▪ Adopts design standards that identify access standards for each type of functional street classification; ▪ Encourages consolidation of access in developing commercial and high-density residential areas through shared use of driveways and local access streets; and ▪ Will establish standards for access management, develop a planning process to work with the community, and implement access management solutions on arterial corridors. 4 To maximize the efficiency of the transportation network in residential areas and minimize through traffic in neighborhoods, the EDS will incorporate requirements such that: ▪ The internal local residential street network for a subdivision should be designed to discourage regional through traffic and non-residential traffic from penetrating the subdivision or adjacent subdivisions. ▪ Where possible, streets shall be planned, designed, and constructed to connect to future development. ▪ When applicable, non-motorized paths shall be provided at the end of dead end streets to shorten walking distances to an adjacent arterial or public facilities including, but not limited to, schools and parks. ▪ Residential developments should be planned in a manner that Page 36 of 241 Page 9 of 14 minimizes the number of local street accesses to arterials and collectors. ▪ To promote efficient connectivity between areas of the community, existing stub end streets shall be linked to other streets in new development whenever the opportunity arises and the resulting traffic volumes are not likely to exceed acceptable volumes as identified in the EDS. 5 Ensure the transportation system meets the requirements outlined in the ADA and the ADA Transition Plan for Facilities in the Public Right-of-Way and its policies 6 Continue to coordinate with the Washington State Department of Transportation (WSDOT), Counties, and adjacent cities to facilitate the movement of traffic through the City, to construct improvements needed to the state and county arterial and freeway systems, and to develop through routes that minimize the impact of through traffic on Auburn's residential neighborhoods. 7 Ensure the EDS requirements support the policies and guidance for complete streets, bicycle LTS, and pedestrian facilities. 8 Develop programs and publications, and work with local employers to encourage citywide bicycle commuting. 9 Work with the Community Development Department to establish guidelines and building code requirements to require convenient and secure bicycle storage facilities in all large public and private developments. 10 Develop and maintain an official Auburn Bicycling Guide Map. 11 Evaluate transportation projects and identify opportunities to include sidewalk and bicycle facilities based on the identified priority locations. 12 Seek ways to provide pedestrian amenities such as streetlights, trees (within the downtown and on local residential streets), signage, and public art along appropriate for pedestrian travel routes. 13 Encourage the formation of Local Improvement Districts to develop pedestrian pathways and other non- motorized amenities throughout the City. Partner with the local school districts to improve Safe Walking Routes to School. 14 Evaluate intersections and identify opportunities to improve speed and reliability of transit service. Page 37 of 241 Page 10 of 14 15 Partner with transit agencies to support transit service in the city. 16 Evaluate intersections and identify opportunities to reduce delays along freight corridors. 17 Seek public and private partners to leverage funds for freight improvement projects and associated mitigation. 18 Work with local and regional groups to ensure regional freight needs are met and local impacts are mitigated. 19 Actively seek to acquire land along corridors identified for future trail development in the current Comprehensive Transportation Plan and Auburn Parks, Recreation, & Open Space Plan. 20 Work proactively with Sound Transit, WSDOT, King County Metro, and Pierce Transit to ensure the adequate supply of transit parking capacity in Auburn, where no alternative options are provided by transit agencies to access transit service that meet the needs of the transit riders. 21 Expand the areas included in the Restricted Parking Zones and other parking restrictions as needed to mitigate impacts from transit parking. GOAL 6: Multimodal Level of Service (MMLOS) – Establish multimodal level of service standards for all City arterial streets and active transportation facilities to serve as a gauge to judge performance of the system and success in helping achieve the comprehensive plan goals consistent with environmental justice. Left blank intentionally – for future discussion GOAL 7: Multimodal Concurrency – Ensure that those transportation system facilities and services necessary to support development shall be adequate to serve the development at the time the development is available for occupancy without decreasing current service levels below established minimum standards. TR7-1: The City will not approve development activity if the development causes the level of service on a transportation facility to decline below the adopted standards, unless transportation improvements or strategies to mitigate the impacts of development are made concurrent with the development. These strategies may include increased active transportation facility improvements, increased or enhanced public transportation service, ride-sharing programs, demand management, and other transportation systems management strategies, and the supporting analysis must demonstrate a mode shift sufficient to mitigate the impacts. For the purposes of this policy “concurrent with the development” means that improvements or Page 38 of 241 Page 11 of 14 strategies are in place at the time of development, or that a financial commitment is in place to complete the improvements or strategies within six years. # Actions 1 The EDS will establish thresholds for development proposals requiring a Traffic Impact Analysis Study (TIA) and will provide the require elements of the TIA. The TIA will identify impacts to the transportation system and determine if those impacts lower systems levels of service below adopted standards. The analysis will include proposed mitigation as required. 2 The City will review transportation impact analyses for developments outside the City through SEPA to identify if there may be potential impacts to City systems. 3 The City will provide transportation impacts analyses for developments within the City that may impact other agencies so that those agencies may identify if there are potential impacts to their facilities. GOAL 8: Use Transportation Demand Management and Transportation System Management strategies to reduce capacity demand on the transportation system. TR8-1: Transportation System Management (TSM) strategies shall be utilized to efficiently operate the existing transportation system, thereby maximizing resources, and reducing the need for physical system capacity expansion. TR8-2: Transportation Demand Management (TDM) strategies, such as the Commute Trip Reduction (CTR) program or other strategies that reduce single occupant vehicle travel shall be utilized, when possible, to lessen the impact on the transportation system capacity. # Actions 1 Prioritize Intelligent Transportation System (ITS) improvements identified in Map X-X future ITS corridors, based on available funding and existing infrastructure. 2 Coordinate with Transit Agencies to enhance Commute Trip Reduction (CTR) programs for CTR employers in Auburn. 3 Improve the Commute Trip Reduction (CTR) Program for City employees. GOAL 9: Retain and preserve existing Right-Of-Way (ROW) and identify and acquire new Page 39 of 241 Page 12 of 14 ROW as needed to provide for the existing and planned transportation system. TR9-1: Seek opportunities to obtain ROW along roadways and at intersections in accordance with adopted standards and comprehensive planning. TR9-2: The City may acquire ROW, development rights, easements, and other property rights in accordance with the uniform act and other local, state, and federal law. TR9-3: Private property shall not be taken for public use without just compensation having been made. The property rights of landowners shall be protected from arbitrary and discriminatory actions. TR9-4: Right-of-way that has the potential for future transportation system needs shall be retained and right-of-way that has no potential future transportation system needs shall be considered for vacation. TR9-5: When triggered by City code, require the dedication of ROW to accommodate the build- out of half street improvements based on the roadway classification and non-motorized facilities identified in this Plan TR9-6: Permanent use or encroachment of right-of-way for non-City transportation system purposes shall be prohibited, restricted, or regulated to preserve the City’s existing and planned use of the right-of-way for City transportation system purposes. # Actions 1 Preserve and protect existing ROW through the issuance of permits such as Construction Permits, ROW Use Permits and franchise agreements. 2 Monitor and address ROW encroachments. 3 Acquire additional ROW as necessary to implement the comprehensive plan. 4 As budgeted funds allow, purchase property when it is available on the market as a voluntary protective purchase rather than under threat of use of eminent domain. GOAL 10: Design, construct, preserve, and maintain the City’s transportation system in the most cost-effective manner. TR10-1: The target average Pavement Condition Index (PCI) for all streets is 70. TR10-2: The minimum design service life for new and re-built roadways is 20-years. TR10-3: The City shall take and require actions by others that minimize and mitigate impacts to the roadway surfaces by utility work and other construction activities. TR10-4: Pursue and secure other funding sources, such as grants, partnerships, and revenue Page 40 of 241 Page 13 of 14 mechanisms to fund pavement preservation projects. TR10-5: To the extent allowed by available preservation funding, the City shall prioritize the preservation of streets prior to the existing pavement degrading to the point where reconstruction of the roadway becomes the appropriate treatment. TR10-6: Non-residential roadways requiring full pavement replacement shall be prioritized based on vehicle volumes and classifications with higher volumes of vehicles, heavy trucks, and transit routes being higher priorities than those with less. TR10-7: Local Street Preservation program shall focus on preserving and re-building roadways classified as local residential, local non-residential or rustic residential. TR10-8: The Arterial Street Preservation program shall focus on preserving and re-building roadway systems classified as arterials or collectors. TR10-9: Prioritize the maintenance and replacement of pedestrian facilities to address deficiencies and to meet ADA requirements. TR10-10: Prioritize maintenance of bicycle facilities to keep them visible with signage and markings, and clear of encroachments and debris. TR10-11: Prioritize maintenance, repairs, and replacement of traffic control systems (signals, dynamic message signs, rapid rectangular flashing beacons) at a level consistent with optimizing system reliability, asset economic life, and system performance . TR10-12: Ensure adequate resources to maintain, per USDOT, MUTCD, and other regulatory requirements and best practices, other elements of the street system such as signage, street lighting, and roadway markings. TR10-13: Bridge inspection and maintenance shall follow State, Federal, and other applicable regulatory requirements. TR10-14: Intelligent Transportation Systems (ITS) will be managed and maintained to be secure, reliable, effective. # Actions 1 EDS prohibit trenching or cutting into newly constructed pavement surfaces (within 5 years) or require additional pavement replacement area where trenching or cutting in newly constructed pavement surfaces cannot be avoided. 2 Notify and coordinate with private and public utilities when planning to complete pavement overlays or reconstruction. 3 Identify City streets that are nearing a deterioration level that would require complete roadway re-build for inclusion in the pavement preservation program. 4 Require roadways to be built per the requirements in the adopted EDS. 5 Evaluate options to meet funding gaps that may include revenue mechanisms available through the Transportation Benefit District for Page 41 of 241 Page 14 of 14 consideration and potential implementation. 6 Maintain a Computerized maintenance management system (CMMS) to record response to customer service calls. 7 Assign industry standard design lives for control systems. Seek to repair or replace system assets before they exceed their economic life and minimize the number of high-criticality assets beyond their economic life. 8 Take measures to ensure system security for traffic control systems. GOAL 11: Ensure a balance between on-street and off-street parking provided to meet the needs of existing land use, development, and other community needs and as allowed by law. TR11-1: On-street parking should be allowed only when consistent with the classification and intended function of the street. TR11-2: New developments shall provide adequate off-street parking to meet the needs of their development unless otherwise precluded by law. TR11-3: Within high density areas, such as Regional Growth Center, evaluate and address the need for passenger and/or commercial loading zones. Page 42 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: 2023 Legislative Update (Hinman) (20 Minutes) Date: June 7, 2023 Department: Administration Attachments: 2023 Legislative Wrap Up Budget Impact: Current Budget: $0 Proposed Revision: $0 Revised Budget: $0 Administrativ e Recommendation: Background for Motion: Background Summary: Rev iewed by Council Committees: Councilmember:Staff: Meeting Date:June 12, 2023 Item Number: Page 43 of 241 2023 Legislative Session Wrap Up Public Safety Bill Position Description Comments Status 5606 Support Deter street racing Joined with the City of Kent to advocate for passage of bill PASSED 5352 Neutral Vehicular pursuits Advocated with neighboring cities for changes to previous pursuit bill. PRO: standard was changed to probable cause CON: Crimes in which pursuits are authorized does not include stolen vehicles – PASSED 1025 Opposed Creating a civil cause of action against police and cities that have police departments Worked along with WCIA to oppose this bill. This would have exposed the City to large financial damages. FAILED Public Works and Infrastructure: Bill Position Description Comments Status 8201/ 5303 Support Funding the Public Works Trust Account Amend the State Constitution to establish the Public Works Revolving Account in the state Treasury FAILED* 5418 Opposed Expanding the definition of public works Definition expanded to include work supported in part or in whole by grants or loans of public dollars, or by tax deferral or reimbursement. This would greatly expand the intent, is an overreach and would impact all public works operations FAILED 1326 Neutral Waiving municipal utility connection charges for certain properties While the intent is good to assist those properties owned or developed by, or on the behalf of, a nonprofit organization, housing authority, or local agency that provides emergency shelter, transitional housing, permanent supportive housing, or affordable housing., this negatively impacts the City as charges must be reimbursed with the City’s general fund. PASSED 1554 Neutral Aviation Fuel alternative Amended bill would not have negatively impacted Auburn’s airport FAILED 5514/ 1582 Opposed Right turn on red in certain areas. This would create confusion to the public and difficulty to administer. FAILED 1329 Neutral Preventing utility shutoffs for nonpayment during extreme heat Amendments to this bill made it easier to administer this law in the event it was needed. PASSED 1050 Neutral Apprenticeship utilization for public works projects Amendments to this bill allows for phasing in but still poses challenges to administer projects and may negatively impact bidding PASSED * Funded the PWAA at $400 million for the 2023-25 biennium which returns the PWAA to full funding. Page 44 of 241 2023 Legislative Session Wrap Up Regulatory and Land Use Bill Position Description Comments Status 1110 Neutral Missing Middle Housing The City of Auburn requested many amendments to this bill which brought our opposition to neutral in the end. Overall, our objections centered around local control in planning decisions. PASSED 5466 Opposed Transit oriented development This bill would have required more density near transit. For cities like Auburn, the mandates would have been unrealistic. FAILED Parks and Open Spaces Bill Position Description Comments Status **** Support Local Community Project – Auburn Avenue Theater The City of Auburn received $1.5M for construction of a new theater. Rep. Chris Stearns was the prime sponsor of the request and Rep. Robertson leant his support for a bipartisan effort. PASSED Social Services Bill Position Description Comments Status 5553 Neutral Emergency shelter standards Allows cities to exempt certain building codes for emergency sheltering on a temporary basis. PASSED **** Support Parking and vehicle residency Numerous bills were introduced in regards to regulating vehicle residency. None passed. FAILED Other Bill Position Description Comments Status 5770 Support Property tax cap fix Changes the 101 percent revenue growth limit for local property taxes to 100 percent plus population changes and inflation, with a capped limit of 103 percent. FAILED 5059 Opposed Prejudgment interest Worked with WCIA to oppose this bill as it would greatly increase loss costs. This bill would also add to the already difficult insurance market for public entities in our state. FAILED Page 45 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: 1st Quarter 2023 Financial Report (Thomas) (20 Minutes) Date: May 31, 2023 Department: Finance Attachments: Financial Report through March 2023 Q1 2023 Financial Report Update Budget Impact: Administrativ e Recommendation: For discussion only. Background for Motion: Background Summary: The financial report summarizes the general state of Citywide financial affairs and highlights significant items or trends that the City Council should be aware of. The attachment provides year-to-date financial activity through March 31, 2023, based on financial data as of May 10, 2023. Rev iewed by Council Committees: Councilmember:Baldwin Staff:Thomas Meeting Date:June 12, 2023 Item Number: Page 46 of 241 Quarterly Financial Report Through March 2023 This report provides an overview of the City’s overall financial position for the fiscal period ending March 31, 2023, reflecting financial data available as of May 10, 2023. References to budget, actual and prior year amounts reflect year-to-date numbers, unless otherwise stated. Year-to-date budget expectations are generally based on the two prior years of data. General Fund Overview Coming off a robust 2022 fiscal year, the City embraces a new biennial budget cycle starting in 2023. As we have seen in prior years, General Fund revenues have generally exceeded budget expectations and largely recovered from the impact of the COVID-19 mitigation measures. The current annual budgeted revenue amount is $91.2 million and an annual budgeted expenditure amount of $98.1 million; a planned decrease in General Fund balance of $7.0 million. New in 2022, the City implemented a citywide Business and Occupation (B&O) tax, wherein the City taxes businesses based on the value of gross receipts or square footage of occupied warehousing space, subject to certain exceptions. This new revenue stream achieved a total of $3.0 million in 2022, and has already provided $1.7 million year-to-date in 2023. Due to a change in the renewal schedule for business licenses design to spread revenue collection more evenly over the year, the City has also seen increased business license revenue compared to last year. Additionally, the City offers a wide range of recreational classes and access to the Auburn Golf Course. Green Fees at the Auburn Golf Course have remained a staple revenue source for the City, collecting roughly 27% of the total Culture & Recreation revenues. However, Recreational classes have significantly increased by 39% from 2022 collections. A hopeful indication that the City is returning to pre-pandemic levels. Overall, General Fund revenues collected through Q1-2023 totaled $20.3 million as compared to a year-to-date budget of $18.7 million, and were $1.6 million, or 8.6% above budget expectations. General Fund expenditures through Q1-2023 totaled $21.3 million compared to a year-to-date budget of $22.7 million; resulting in a $1.4 million or 6.2% underspend. Page 47 of 241 Quarterly Financial Report Through March 2023 2 Revenue: The following factors had the most significant impacts on the budget vs. actual revenue collected: • Retail Sales Tax: The sales tax report through Q1-2023 (which is provided as an attachment to this report) reflects amounts remitted to the City of Auburn based on sales from November 2022 through January 2023. Collections through March 2023 totaled $5.6 million, a 1.0% decrease from last year. However, compared to the year- to-date budget, sales tax has a favorable variance of $664,700 or 13.4%. The increase resulted from multiple categories, particularly services and automotive. [pages 5-7] • Utility Tax: In 2022, there was a notable change in how the interfund utility taxes were transferred between the General Fund and the City’s pass-through King County Metro Sewer sub-fund. Utility tax revenues through Q1-2023, were $175,000 favorable to budget. Factoring in an accounting adjustment in late 2022, collections are favorable by $210,000 against prior year-to-date revenues. [pages 7-8] • Building permits: Q1-2023 revenues collected totaled $142,500, which was $121,000 unfavorable to the year-to-date budget. While the number of permits received remain consistent with 2022, the valuation of individual permits, especially in construction permits, have decreased considerably. [page 11-12] • Intergovernmental revenue: Collections through Q1-2023 were $93,000 favorable to budget. The City received the final payment of the 2022 Muckleshoot Indian Tribe (MIT) compact, contributing to the favorable variance. However, the City has not collected any 2023 compact revenue as the current request is still pending approval. Higher Liquor and Marijuana excise taxes also provided positive gain to the favorable variance during the first quarter. [page 13] • Culture and Recreation: Revenues collected through Q1-2023 totaled $796,000 and were $334,000 higher than budget expectations. Recreational classes, which saw an increase of $89,000 from 2022 totals, was the main contributor to this increase. Green fees at the Auburn Golf Course and Auburn Theater tickets sales provide additional support to the variance against the budget. [page 15] Expenditures: Almost all departments operated within their budgets through the first quarter of 2023, with some variances due to the timing of professional services payments, as well as expenses related to projects facilitated by ARPA funding. Of the favorable variance to budget mentioned above, $434,000 of that is comprised of underspend professional services, as well as $780,000 underspend in personnel costs due to position vacancies across the City. As of the compilation of this report, there were 25 vacant regular full-time positions in the City. Page 48 of 241 Quarterly Financial Report Through March 2023 3 Enterprise Funds Overview The City’s enterprise funds account for operations with revenues primarily provided from user fees, charges or contracts for services. Significant for 2023, the City’s cash and investment balance increased significantly compared to the same quarter last year. As a result, interest earnings across all funds increased materially, totaling $570,000 more in the enterprise operating funds than in Q1-2022. Another factor contributing to higher interest earnings was increased interest rates for money market accounts compared to last year. The Water Fund ended Q1-2023 with operating income of about $948,000, which was approximately $91,000 above the same period last year. Nearly half of the increase in operating revenue was due to increased interest earnings. [page 21] The Sewer Fund ended Q1-2023 with operating income of about $989,000 versus $417,000 in the same period last year. Operating expenses decreased $363,000 which was about 19% in this quarter compared to the same quarter of last year. [page 22] The Stormwater Fund ended Q1-2023 with operating income of about $920,000 compared to $756,000 in the same period last year. The increase in revenues (primarily from charges for storm service and interest earnings) were higher than the increase in expenditures, resulting in a 22% higher operating income this quarter than the same quarter last year. [page 22] Internal Service Funds Overview Internal service funds provide services to other City departments and include functions such as Insurance, Worker’s Compensation, Facilities, Innovation & Technology, and Equipment Rental. No significant variances were reported in these funds during Q1-2023. [page 22] Page 49 of 241 Quarterly Financial Report Through March 2023 4 General Fund Details The following chart is a detailed breakdown of the General Fund’s different sources of revenue and expenditures, broken down by department: General Fund 2022 Summary of Sources and Uses Annual YTD YTD YTD Budget Budget Actual Actual Amount Operating Revenues Property Tax 24,016,247$ 1,204,700$ 1,103,605$ 1,153,604$ (101,095)$ (8.4)% Retail Sales Tax 20,344,500 4,952,000 5,616,703 5,673,725 664,703 13.4 % Affordable Housing Sales Tax Credit 174,963 43,741 48,202 47,274 4,461 10.2 % Sales Tax - Pierce County Parks 125,000 29,700 32,886 32,427 3,186 10.7 % Criminal Justice Sales Tax 2,441,300 571,100 775,552 721,192 204,452 35.8 % Brokered Natural Gas Tax 150,000 40,300 144,350 51,479 104,050 258.2 % City Utilities Tax 6,776,697 1,476,300 1,445,233 1,633,844 (31,067)(2.1)% Business & Occupation Tax 5,480,960 1,370,240 1,688,685 - 318,445 23.2 % Admissions Tax 308,740 84,500 114,096 61,772 29,596 35.0 % Electric Tax 4,357,031 1,076,400 1,041,482 999,584 (34,918)(3.2)% Natural Gas Tax 1,638,857 208,900 348,245 296,575 139,345 66.7 % Cable Franchise Fee 897,035 224,259 - 232,704 (224,259)(100.0)% Cable Utility Tax 949,064 237,266 280,942 245,342 43,676 18.4 % Cable Franchise Fee - Capital 52,484 13,121 16,289 14,723 3,168 24.1 % Telephone Tax 500,974 140,994 81,478 144,011 (59,516)(42.2)% Solid Waste Tax (external)60,462 8,221 21,426 8,948 13,204 160.6 % Leasehold Excise Tax 246,514 14,000 17,790 12,823 3,790 27.1 % Gambling Excise Tax 293,300 52,190 103,877 48,423 51,687 99.0 % Taxes sub-total 68,814,128$ 11,747,932$ 12,880,841$ 11,378,450$ 1,132,909$ 9.6 % Business License Fees 450,000$ 110,300$ 204,050$ 80,118$ 93,750$ 85.0 % Building Permits 933,364 263,500 142,518 297,012 (120,982)(45.9)% Other Licenses & Permits 1,128,000 356,300 320,956 282,915 (35,344)(9.9)% Intergovernmental (Grants, etc.)6,162,537 1,393,249 1,486,422 1,433,379 93,174 6.7 % Charges for Services: General Government Services 4,466,944 1,116,736 1,091,757 875,399 (24,979)(2.2)% Public Safety 910,000 227,500 237,189 268,255 9,689 4.3 % Development Services Fees 1,130,517 293,200 214,228 374,593 (78,972)(26.9)% Culture and Recreation 2,481,335 463,454 796,244 584,763 332,790 71.8 % Fines and Penalties 422,975 116,900 103,818 96,314 (13,082) (11.2)% Fees/Charges/Fines sub-total 18,085,672$ 4,341,138$ 4,597,182$ 4,292,749$ 256,044$ 5.9 % Interest and Investment Earnings 366,700$ 91,675$ 248,841$ 89,509$ 157,166$ 171.4 % Rents and Leases 1,109,234 371,000 300,463 303,178 (70,537)(19.0)% Contributions and Donations 21,000 5,250 434 3,821 (4,816)(91.7)% Other Miscellaneous 203,000 63,127 192,895 280,254 129,768 205.6 % Transfers In 2,565,692 2,089,000 2,015,000 724,000 (74,000)(3.5)% Insurance Recoveries - Capital & Operating 25,000 6,250 90,449 7,892 84,199 1347.2 % Other Revenues sub-total 4,290,626$ 2,626,302$ 2,848,082$ 1,408,653$ 221,780$ 8.4 % Total Operating Revenues 91,190,426$ 18,715,372$ 20,326,104$ 17,079,852$ 1,610,733$ 8.6 % Operating Expenditures Council & Mayor 1,415,188$ 375,200$ 371,523$ 380,829$ 3,677$ 1.0 % Administration 1,265,262 377,400 297,383 257,551 80,017 21.2 % Human Resources 2,311,411 584,900 595,939 515,644 (11,039)(1.9)% Municipal Court & Probation 3,038,838 239,260 252,957 183,634 (13,698)(5.7)% Finance 5,048,623 1,214,200 1,150,000 843,831 64,200 5.3 % City Attorney 6,493,752 1,271,400 1,384,348 962,960 (112,948)(8.9)% Community Development 8,308,843 1,706,400 1,581,490 1,472,814 124,910 7.3 % DEI 653,213 163,200 82,631 - 80,569 49.4 % Jail - SCORE 5,600,000 1,400,100 1,173,547 809,526 226,553 16.2 % Police 35,506,676 9,248,700 8,495,621 8,311,313 753,079 8.1 % Public Works 4,639,592 1,102,400 1,035,836 838,418 66,564 6.0 % Parks, Arts & Recreation 15,503,032 3,275,700 3,427,650 3,062,746 (151,950)(4.6)% Streets 4,634,919 1,047,700 938,310 841,017 109,390 10.4 % Non-Departmental 3,724,000 725,725 540,193 575,675 185,532 25.6 % Total Operating Expenditures 98,143,349$ 22,732,285$ 21,327,429$ 19,055,957$ 1,404,856$ 6.2 % 2023 2023 YTD Budget vs. Actual Favorable (Unfavorable) Percentage Page 50 of 241 Quarterly Financial Report Through March 2023 5 Revenue The combined total of property, sales/use, utility, gambling, and admissions taxes provides over 75% of all resources supporting general governmental activities. Licenses, charges for services, intergovernmental revenue (grants, state shared revenue, etc.) and fines contribute a further 20% of total revenue to the General Fund. The remaining 5% is comprised of a combination of different sources that are considered to be one-time resources. The following section provides additional information on the most significant tax resource streams. Property Tax collections in the first quarter totaled roughly $1.1 million as compared to a first quarter budget of $1.2 million. The City collected lower than expected revenues in January and March. However, as depicted in the graphic below, the majority of property taxes are collected during the months of April and October, coinciding with the due dates for the County property tax billings. Retail Sales Tax collections through Q1-2023 totaled $5.6 million, representing taxes remitted to the City of Auburn based on sales from November 2022 through January 2023. Overall, these revenues are on par with collections through Q1-2022, with strong performances in the automotive (+$77,200) wholesale (+$75,300) and services (+$65,900) industries more than offsetting slight decreases in most of the remaining industries. The notable exception is the manufacturing industry: due to a large one-time contribution in Q1-2022, manufacturing collections are down $207,300 (60.0%), resulting in an overall decrease of $57,000 (1.0%) in total collections from the same period last year. Despite the small overall decrease from Q1-2022, these revenues remain favorable to budget by nearly $665,000 through the first quarter. Page 51 of 241 Quarterly Financial Report Through March 2023 6 Note: The increase in sales tax revenue from 2018 to 2019 was primarily due to a policy change whereby sales tax on construction revenue is retained in the General Fund; previously, a portion was transferred to street funds. Of the year-over-year increase in sales tax revenue depicted in the graphic above from 2018 to 2019, $2.2 million of the $2.9 million increase was due to this policy change. Page 52 of 241 Quarterly Financial Report Through March 2023 7 The following table breaks out the City’s retail sales taxes by major business sector. Utility Taxes consist of interfund taxes on City utilities (Water, Sewer, Storm and Solid Waste) and taxes on external utilities (Electric, Natural Gas, Telephone and Solid Waste). Effective January 1st, 2023, Council increased the City utility tax rate from 10.0% to 11.5%. However, the additional revenue generated from this increase was dedicated to funding City street projects, while the General Fund portion remained at its previous 9.0%. Overall, utility taxes decreased by $17,000 or 0.5% from Q1-2022, which is primarily attributable to two factors: first, in December 2022 the City ceased charging utility tax on the pass-through revenues of the King County Metro Sewer fund. Since this change was not made until the end of the year, Q1-2022 revenues are overstated. Adjusting for this, Q1-2023 utility tax revenues surpass Q1-2022 revenues due to exceptional performance in Solid Waste and Brokered Natural Gas taxes; without the adjustment, actuals are still favorable to budget by $188,000. Second, beginning in January 2023, external utility taxes are collected on either a quarterly or annual basis, rather than monthly. Although there have been collections in January and February, the City anticipates a change to the timing of these revenues in 2023, which will affect year-over- year performance comparisons for the remainder of the year and into 2024. The table and below demonstrates the various utility tax revenues and shows actual revenues compared to budget. 2022 2023 Component Group YTD Actual YTD Actual Amount Construction 692,664$ 677,484$ (15,181)$ (2.2)% Manufacturing 345,395 138,050 (207,345) (60.0)% Transportation & Warehousing 84,228 56,265 (27,964) (33.2)% Wholesale Trade 321,255 396,540 75,285 23.4 % Automotive 1,101,151 1,178,351 77,200 7.0 % Retail Trade 1,739,428 1,735,724 (3,705) (0.2)% Services 1,307,202 1,373,134 65,933 5.0 % Miscellaneous 82,401 61,156 (21,246) (25.8)% YTD Total 5,673,725$ 5,616,703$ (57,022)$ (1.0)% Comparison of Retail Sales Tax Collections by Group Through March 2023 Change from 2022 Percentage 2022 2023 2023 Utility Tax Type YTD Actual YTD Budget YTD Actual Amount Amount City Interfund Utility Taxes 1,633,844$ 1,476,300$ 1,445,233$ $ (188,611)(11.5)% $ (31,067)(2.1)% Electric 999,584 1,076,400 1,041,482 41,898 4.2 %(34,918)(3.2)% Natural Gas 296,575 208,900 348,245 51,669 17.4 %139,345 66.7 % Telephone 144,011 140,994 81,478 (62,533)(43.4)%(59,516)(42.2)% Solid Waste (external)8,948 8,221 21,426 12,478 139.4 %13,204 0.0 % Brokered Natural Gas 51,479 40,300 144,350 92,871 180.4 %104,050 258.2 % Cable 245,342 224,259 280,942 35,600 14.5 %56,683 25.3 % YTD Total 3,379,783$ 3,175,374$ 3,363,155$ (16,628)$ (0.5)% $ 187,781 5.9 % Through March 2023 Utility Tax by Type 2023 vs. 2022 Actual 2023 vs. Budget Percentage Percentage Page 53 of 241 Quarterly Financial Report Through March 2023 8 Note: Of the total utility tax levied, 2.5% of Water/Sewer/Storm/Solid Waste tax and 1.0% of other utility tax is allocated to City streets funds and is not reflected in the General Fund’s portion discussed here. The large increase from 2019 ($10.9 million) to 2020 ($12.7 million) is attributed to the City’s decision mid-2020 to reallocate 1.0% previously dedicated to the Arterial Street Preservation Fund to support General Fund operations, due to the uncertainty of the economic impacts of COVID-19. The Arterial Street Preservation Fund’s 1.0% was reinstated in 2021, but 2021 collections continued to increase due to an increase in the City’s internal utility tax rate from 7.0% to 10.0% effective in 2021. Page 54 of 241 Quarterly Financial Report Through March 2023 9 An Admission Tax of 5.0% is placed on charges for general admission, season tickets, cover charges, etc. Revenues from Admission taxes are generally collected on a quarterly basis. Admission tax revenues of $52,000 collected through March 2023 were significantly higher than Q1-2022. This is partially due to lingering effects of the COVID-19 pandemic in the early part of the year, resulting in generally lower admissions in early 2022. The City projects Admission taxes will return to pre-pandemic levels over the biennium. As of Q1-2023, admission tax revenues are favorable to budget by roughly $29,600. Note: The decrease in admission tax revenues in November 2022 was due to a change in accounting wherein admissions tax ceased to be charged to the City’s Golf Course operations. Page 55 of 241 Quarterly Financial Report Through March 2023 10 Gambling Tax applies to all card games, punch board games, pull tabs, bingo games, raffles and amusement games played within City limits. The majority of the gambling tax revenues are collected from amusement games and card games. As with admission tax, the City projects increased collections from 2022 totals. Through the first quarter, collections are $32,000 higher than 2022 year-to-date totals and report a $52,000 or 99.0% favorable variance to budget. This revenue source historically has significant variance from year to year: excluding 2021, first- quarter revenue has been as high as $164,000 (2016) and as low as $35,000 (2018). Licenses and Permits include business licenses, building permits, plumbing, electric and other licenses and permit fees. Building permit fees and business licenses make up approximately 70% of the annual budgeted revenue in this category. The annual Business License renewal fee for each business that is located within the City is $103. Previously, all businesses were on calendar year renewal cycle, meaning that the majority of business license revenue was collected in November and December for existing businesses renewing their licenses, which is reflected in the large peak in the chart below in 2022. Starting in September of 2022, business are now on an annual renewal cycle that begins on the date the business had originally been granted a license. This new methodology is expected to smooth out revenue collection throughout the year, which can also be seen in the chart below as a more linear progression of year-to-date collections totaling $204,000, compared to $81,100 in Q1-2023. As mentioned previously, changes in the timing of collections will affect year-over-year performance comparisons for the remainder of 2023 and into 2024. Moreover, collections in 2023 are projected to be higher in total than 2022, due to increased discovery through B&O tax collections and use of the State’s Business Licensing System (BLS). Page 56 of 241 Quarterly Financial Report Through March 2023 11 Page 57 of 241 Quarterly Financial Report Through March 2023 12 Building Permit revenues collected through March 2023 totaled $143,000. Building permits are approximately $155,000 lower than 2022 collections year-to-date and hold an unfavorable variance against the budget of $120,000. A large contributing factor for this unfavorable variance is due to the valuation of construction permits on mixed use and subdivision builds decreasing throughout 2023, even though the number of permits generally remain the same as 2022 counts through the same period. Page 58 of 241 Quarterly Financial Report Through March 2023 13 Intergovernmental revenues include grants and stimulus monies (direct and indirect federal, state, and local), revenue from the Muckleshoot Indian Tribe (MIT) compact as well as state shared revenues. Collections through Q1-2023 totaled $1.5 million and were $93,000 favorable to budget expectations. Much of this favorable variance is due to the final payment of the 2022 compact request made by Muckleshoot Casino in January 2023. However, the 2023 compact request is still pending MIT approval, and no 2023 revenues have been collected to date. Note: 2020 revenue was higher than normal due to the receipt of $3.8 million in federal CARES grant money from the Department of Treasury. 2022 2023 2023 Revenue YTD Actual YTD Budget YTD Actual Amount Amount Federal Grants -$ -$ -$ $ - $ - State Grants 31,680 3,300 2,417 (29,263)(92.4)% (883)3.0 % Interlocal Grants 9,000 3,900 - (9,000)(100.0)% (3,900)43.3 % Muckleshoot Casino Services 385,997 429,615 539,508 153,511 39.8 %109,893 71.6 % One-Time Allocation (SB 5092)- - - - - State Shared Revenues: Streamlined Sales Tax 250,040 244,289 200,032 (50,008)(20.0)% (44,257)88.5 % Motor Vehicle Fuel Tax 276,418 275,000 263,010 (13,408)(4.9)% (11,990)89.4 % Criminal Justice - High Crime 68,320 71,206 70,856 2,536 3.7 % (350)(13.8)% Criminal Justice - Population 7,332 4,900 7,760 427 5.8 % 2,860 669.2 % Criminal Justice - Special Prog.26,061 22,100 27,452 1,391 5.3 % 5,352 384.7 % Marijuana Excise Tax 55,748 43,232 58,580 2,831 5.1 % 15,348 542.1 % State DUI 3,682 3,052 108 (3,573)(97.1)% (2,943)82.4 % Fire Insurance Tax - - - - - Liquor Excise 148,299 117,184 147,070 (1,229)(0.8)% 29,885 (2431.8)% Liquor Profit 170,802 175,471 169,631 (1,172)(0.7)% (5,841)498.5 % Total State Shared:1,006,702 956,434 944,497 (62,205) (6.2)% (11,937)19.2 % YTD Total 1,433,379$ 1,393,249$ 1,486,422$ 53,043$ 3.7 %93,174$ 6.7 % Through March 2023 Intergovernmental Revenues (Grants, Entitlements & Services) 2023 vs. 2022 Actual 2023 vs. Budget % Change % Change Page 59 of 241 Quarterly Financial Report Through March 2023 14 Charges for Services consist of general governmental service charges, public safety charges, development service fees, and culture and recreation fees. Total charges for services collected through March 2023 totaled $2.3 million and was $239,000, or 11.4%, more than expected to date, mainly due to exceptional performance at the Auburn Golf Course. The General Government revenue category primarily includes the interfund assessment for support departments (Finance, Human Resources and Legal). Operating costs for these departments are charged to the respective General Fund home department and the portion of those costs that provide citywide benefit are recouped from other funds via interfund charges. General Government revenues also include fees for passport services, reimbursement from cities participating in the South King Housing and Homelessness Partners (SKHHP), as well as transportation projects. The unfavorable variance of $25,000 to budget is due to the timing of SKHHP revenues, which are received on a reimbursement basis. Public safety revenues mainly consist of revenues for law enforcement services, which are extra duty security services whereby police officers are contracted for, and reimbursement is made by the hiring agency. This category also includes reimbursements from the Muckleshoot Indian Tribe (MIT) for a full-time dedicated police officer and associated expenditures as well as monies collected from the Auburn School District for services rendered. Public safety revenues collected in the first quarter of 2023 totaled $237,000 and saw a $31,000 decline from 2022 first quarter totals. However, this is largely attributable to higher-than-average collections in Q1-2022, with Q1-2023 being closer to (but still below) the 5-year average. Despite this, collections were $9,700 favorable to budget due to higher than expected traffic school and DUI emergency response fees collected. Development services fee collections consist primarily of plan check fees, facility extension charges, and zoning and subdivision fees. Through Q1-2023, development service fees collected totaled $214,000 and were $79,000 unfavorable to budget expectations. Major contributors to this variance were FAC linear charges (fees assessed on projects that require extension of public facilities) as well as plan check fees; both were lower than expected, resulting in an unfavorable variance to budget of $160,000. Although FAC linear charges are down year-over-year by $98,000, this is an effect of the revenue regressing to the mean after an exceptional three-year period of high collections from 2020 through 2022. By comparison, 2023’s collections, while lower than 2022, are still well above the previous average collection for the first quarter. On the other hand, plan check fee revenues are well below both the five-year and ten-year average. 2022 2023 2023 Revenue YTD Actual YTD Budget YTD Actual Amount Amount General Government 875,399$ 1,116,736$ 1,091,757$ $ 216,358 24.7 % $ (24,979)(2.2)% Public Safety 268,255 227,500 237,189 (31,066)(11.6)%9,689 4.3 % Development Services 374,593 293,200 214,228 (160,365)(42.8)%(78,972)(26.9)% Culture & Recreation 584,763 463,454 796,244 211,481 36.2 %332,790 71.8 % YTD Total 2,103,010$ 2,100,890$ 2,339,418$ 236,409$ 11.2 % $ 238,529 11.4 % Through March 2023 Charges for Services by Type 2023 vs. 2022 Actual 2023 vs. Budget Percentage Percentage Page 60 of 241 Quarterly Financial Report Through March 2023 15 Most of the culture and recreation revenues are derived from green fees and pro shop sales at the Auburn Golf Course, recreational classes, ticket sales at the Auburn Avenue Theater, senior programs, and special events. Overall, culture and recreation revenues exceeded budget by $333,000, or 71.8%. Nearly 66% of year-to-date revenues have come from greens fees and recreation classes. Greens fee revenues have increased $13,000 or 6.4% from the same period last year and are favorable to budget by $58,000 year-to-date. This is attributable to green fee rates increasing 3%-4% and slightly better weather. The City projects that green fees collections will steadily rise with the upcoming Spring and Summer seasons. Recreation class revenues have increased by $89,000 or 39.2% from prior year-to-date totals. Likewise, special events increased by $33,000 or 87.7% from 2022. A portion of the revenue increase over 2022 is attributable to lower revenues caused by COVID-19 restrictions in place during 2022, which have since been removed. Page 61 of 241 Quarterly Financial Report Through March 2023 16 Fines & Penalties include civil penalties (such as code compliance fines), parking and traffic infraction penalties, criminal fines (including criminal traffic, criminal non-traffic, and other criminal offenses) as well as non-court fines such as false alarm fines. The table below shows a detailed breakdown of the different types of fines and penalties collected by the City. Total revenues collected through March 2023 totaled $104,000 as compared to a budget of $116,900 and were 11.2% below budget expectations primarily due to lower-than-budgeted collections in criminal costs. Civil infraction penalties (typically traffic violations) and a renewed photo enforcement contract help mitigate these unfavorable variances. Municipal Court fines and penalties account for 82% of the budgeted revenue in this category, and comprise approximately 72% of the under collection. As shown in the graph below, annual collections of fines and penalties are experiencing a decreasing trend. The City contracts with the King County Court to operate its municipal court services and the number of hearings, judgements, and collections activity began decreasing in 2019 and has continued to dramatically decrease since that time. Initially, the decreasing fines collected via the Court was partially offset by an increase in false alarm fees. 2022 2023 2023 Month YTD Actual YTD Budget YTD Actual Amount Amount Civil Penalties 165$ 2,500$ 210$ $ 45 27.3 % $ (2,290)(91.6)% Civil Infraction Penalties 31,417 32,300 37,218 5,801 18.5 %4,918 15.2 % Redflex Photo Enforcement 295 700 1,067 772 262.2 %367 N/A % Parking Infractions 26,666 22,200 20,004 (6,663)(25.0)%(2,196)(9.9)% Criminal Traffic Misdemeanor 9,195 14,100 9,232 37 0.4 %(4,868)(34.5)% Criminal Non-Traffic Fines 11,887 14,000 15,226 3,339 28.1 %1,226 8.8 % Criminal Costs 8,469 10,500 4,226 (4,243)(50.1)%(6,274)(59.8)% Non-Court Fines & Penalties 8,221 20,600 16,635 8,415 102.4 %(3,965)(19.2)% YTD Total 96,314$ 116,900$ 103,818$ $ 7,504 7.8 % $ (13,082)(11.2)% Through March 2023 Fines & Penalties by Type 2023 vs. 2022 Actual 2023 vs. Budget Percentage Percentage Page 62 of 241 Quarterly Financial Report Through March 2023 17 Miscellaneous Revenues consist of investment earnings, income from facility rentals, revenue collected for golf cart rentals at the Auburn Golf Course, contributions and donations, and other income including the quarterly purchasing card (P-card) rebate monies. A breakdown of the most significant miscellaneous revenue categories are listed in the table below. Revenues collected YTD 2023 in this category totaled $743,000 and were $212,000 favorable to budget. The majority of the favorable variance to budget was in the interest and investments category, with the City receiving nearly 70% of the annual budgeted amount in the first quarter. The “other” miscellaneous revenue category, while $87,000 less than the same timeframe last year, was nonetheless favorable to the 2023 budget by $130,000. This category includes $52,100 in revenue related to a national opioid settlement distribution program. The rents and leases category includes prepayments for facility rentals. Although these revenue collections are on par with last year, they are below budget projections year-to-date. 2022 2023 2023 Month YTD Actual YTD Budget YTD Actual Amount Amount Interest & Investments 89,509$ 91,675$ 248,841$ 159,332$ 178.0 %157,166$ 171.4 % Rents & Leases 303,178 371,000 300,463 (2,714)(0.9)%(70,537)(19.0)% Contributions & Donations 3,821 5,250 434 (3,387)(88.6)%(4,816)(91.7)% Other Miscellaneous Revenue 280,254 63,127 192,895 (87,359)(31.2)%129,768 205.6 % YTD Total 676,761$ 531,052$ 742,633$ 65,872$ 9.7 %211,581$ 39.8 % Miscellaneous Revenues by Type Through March 2023 2023 vs. 2022 Actual 2023 vs. Budget Percentage Percentage $1.8 $1.8 $1.2 $1.5 $2.4 $0.7 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 2018 2019 2020 2021 2022 2023 YTDMillionsMiscellaneous Revenues Page 63 of 241 Quarterly Financial Report Through March 2023 18 OTHER FUNDS Real Estate Excise Tax (REET) revenues are taxes on the sale of both commercial properties and single-family residences. These collections are receipted into the Capital Improvement Projects Fund and used for governmental capital projects. REET revenues collected year-to-date in 2023 total $796,000 which is $239,000 or 30.0% favorable to budget expectations. However, as reflected in the table below, REET revenues collected were significantly lower (43.6%) than in 2022. Higher borrowing rates and slower housing markets contribute to the decreased revenues during this period. However, the City anticipates continued growth in REET revenues as property values on new and existing homes increase. Page 64 of 241 Quarterly Financial Report Through March 2023 19 Shown in the table below, REET collections have been lower in each month of 2023 than their counterparts in 2022. In context, 2022 saw the highest first-quarter collection of REET revenue since 2015; lower REET collections in 2023 represent a cooling market after a period of increasing interest rates and historic inflation. 2022 2023 2023 Month YTD Actual YTD Budget YTD Actual Amount Amount 1 235,988$ 185,700$ 231,316$ (4,672)$ (2.0) %45,616$ 19.7 % 2 320,851 185,700 229,810 (91,041)(28.4) %44,110 19.2 % 3 855,713 185,700 335,109 (520,604)(60.8) %149,409 44.6 % 4 530,857 185,700 5 710,134 185,700 6 479,225 185,700 7 331,971 185,700 8 497,294 185,700 9 587,492 185,700 10 316,404 185,700 11 202,461 185,700 12 191,104 185,600 YTD Total 1,412,552$ 557,100$ 796,235$ (616,317)$ -43.6%239,135$ 30.0% Real Estate Excise Tax Revenues Through March 2023 2023 vs. 2022 Actual 2023 vs. Budget Percentage Percentage Page 65 of 241 Quarterly Financial Report Through March 2023 20 American Rescue Plan Act (ARPA) Fund In March 2021, the American Rescue Plan Act (ARPA) was signed into law, with the intent of mitigating the economic impacts related to COVID-19. Through ARPA’s State and Local Government Fiscal Recovery Fund program, the City was allocated $14.75 million in funding. Council approved the City’s acceptance of ARPA funds in Resolution #5608, and the general spending categories of those funds (as determined by a Council ad hoc committee) in Ordinance #6832. The City’s plan for using ARPA funding is to mitigate the cost of providing public safety services throughout the City. Since receiving the funding, the City has been able to offset $6.5 million in public safety expenditures, as shown in the table below and reported to the Department of the Treasury. As a result of the cost mitigation provided by the ARPA funding, the City has been able to allocate General Fund funding toward projects approved by the Council ad hoc committee. As of March 31, 2023, the City has been able to spend $386,000 year-to-date and $3.0 million since 2021 on the following projects: The Neighborhood Parks Improvement project will be able to make minor improvements in qualifying neighborhood parks. Numerous parks in our low income census tracts are in need of modernization that will assist in getting these community members outdoors and experiencing a better quality of life. To date this project has spent $19,603 which provided new fencing around Forest Villa Tot Lot. The City plans to start building a new playground in the near future. The Encampment Cleanup project is a service contract that began in 2023 and provides continued cleanup of garbage and debris related to encampments and other illegal dumping on City-owned properties and rights of way (ROW). To date, the project has spent $147,405 with $352,595 remaining. ARPA FUNDING STATUS Total ARPA Funding Received 14,751,232 ARPA Funding Used to Mitigate Public Safety Costs 6,545,198 ARPA Funding Remaining 8,206,034 2023 Lifetime Spend Title Budget Q1 Spend (includes this quarter)Remaining Completed Projects 1,450,000 - 1,450,000 - Utility Assistance Program 525,000 - 218,601 306,399 Body Cameras 650,000 4,091 550,325 99,675 Vaccination Incentive Program 47,500 - 34,980 12,520 Human Services Grants includes admin 1,000,000 16,782 16,782 983,218 Dykstra Foot Bridge 500,000 - 10,357 489,643 Minor Improvements to Qualifying Neighborhood Parks 150,000 19,603 19,603 130,397 Limited Term Employee (LTE): Grants Coordinator 420,000 23,352 118,729 301,271 Paving Gravel Roads 636,866 628 3,463 633,403 Translation Services 75,000 1,216 1,216 73,784 Auburn Way South Median Landscape Replanting/Irrigation 50,000 - 40,187 9,814 Auburn Way South Roundabout 150,000 29 29 149,971 Emergency Housing Voucher Program 2,000,000 14,200 14,200 1,985,800 Encampment Cleanup 500,000 147,405 147,405 352,595 Broadband grants to hardest hit communities 180,000 125,266 137,818 42,182 Community violence intervention programs (drone, SPIDR Tech)250,000 - 207,831 42,169 Signing bonuses for lateral hires 200,000 33,080 65,670 134,330 Other Projects (not started)5,966,866 - - 5,966,866 Total:14,751,232 385,651 3,037,196 11,714,036 Page 66 of 241 Quarterly Financial Report Through March 2023 21 Beginning in 2023, the Clean and Sober Housing Program is budgeted at $2 million over the life of the program. This program is to assist residents of Auburn who are experiencing homelessness and drug addiction who are willing to enroll in and complete inpatient treatment. The program will cover the costs of clean and sober housing of participants for up to three years if the participant follows the clean and sober housing agreement. Total project spend through Q1- 2023 is $14,200. The Broadband Network to Hardest Hit Communities project allows the City to expand the City’s broadband network capabilities for all residents, visitors, and city employees to utilize. The IT department have acquired all necessary hardware and software related to the broadband/Wi-Fi replacement and expansion. Total spent in Q1-2023 was $125,266 bringing the accumulated project total to $137,818. All replacement of existing hardware has been completed. The expansion is estimated to begin in late 2023. Utility Enterprise Funds Utility activities are divided between operating funds and capital sub-funds. Operating funds house all the operating costs along with debt service and financing obligations. Capital funds show costs associated with capital acquisition and construction. Both the operating and capital funds have a working capital balance. This approach isolates those funds available for capital and cash flow needs for daily operations, and project managers will know exactly how much working capital is available for current and planned projects. Through March 2023, the Water Utility had operating income of $948,000 (operating revenues less operating expenditures), approximately $91,000 above the same period as last year. Water Fund operating revenues were $317,000 or 9.4% higher than Q1-2022; the majority of this variance was due to higher revenues from water sales and interest earnings. Operating expenditures also increased by $226,000 mainly due to an increase in personnel costs and interfund operating rentals. Billable water consumption through March 2023 totaled 590,000 hundred cubic feet (ccf), equivalent to consumption volume in Q1-2022. Slight decreases in multifamily, manufacturing and wholesale consumption were offset by increases in commercial, school and other consumption. Page 67 of 241 Quarterly Financial Report Through March 2023 22 Through the first quarter of 2023, the Sewer Utility finished with operating income of $989,000 as compared to $417,000 in the same period last year. Operating revenues were up $208,000 or 8.8% from the same period last year due to stronger performance in charges for City sewer service and higher interest earnings. Interest earnings went from $3,000 in Q1-2022 to $127,000 in Q1-2023 due to higher cash and investment balance and higher interest rates. Operating expenses were down $363,000 due to decreased in expense related to interfund utility taxes. As discussed on pages 7-8, the City is no longer charging this tax on the pass-through King County Metro revenue. This, combined with lower interfund charges, more than offset increases in personnel costs and supplies, resulting in overall lower expenses compared to last year. Through March 2023, the Stormwater Utility had operating income of $920,000 compared with $756,000 in the same period last year. Operating revenues were up $366,000 compared to same period last year due to charges for City storm service and interest earnings. Interest earnings increased from $3,900 in Q1-2022 to $159,000 in Q1-2023. As most Stormwater Utility charges are based on a flat rate, there are not typically significant fluctuations in this revenue. Operating expenditures in the Stormwater Utility were up $201,000 this quarter compared to the same quarter of last year. This increase was mainly due to higher service charges and supplies. Internal Service Funds Operating expenditures within the Insurance Fund represent the premium cost pool that will be allocated monthly to other City funds over the course of the year. As a result, the expenditure balance gradually diminishes each month throughout the year. No significant variances are reported in the Workers’ Compensation, Facilities, Innovation & Technology, or Equipment Rental Funds. Contact Information This report is prepared by the Finance Department. Additional financial information can also be viewed at our website: http://www.auburnwa.gov/. For any questions about this report please contact Jamie Thomas at jdthomas@auburnwa.gov. Page 68 of 241 City of Auburn 1st Quarter 2023 Financial Report CITY COUNCIL STUDY SESSION JUNE 12, 2023 Page 69 of 241 General Fund Revenue Overview Highlights General Fund has collected 9% more revenue YTD compared to budget and 19% more than YTD last year General Fund has underspent the budgeted expenditures by 6% YTD and has spent 12% more compared to YTD last year Revenue 2022 YTD Actual 2023 YTD Budget 2023 YTD Actual Variance to Budget Favorable (Unfavorable) % Variance to 2022 Favorable (Unfavorable) % Property Tax 1,153,604$ 1,204,700$ 1,103,605$ (101,095)$ (49,999)$ Sales Tax 5,673,725 4,952,000 5,616,703 664,703 (57,022) Utility Tax 3,379,783 3,188,381 3,363,156 174,775 (16,627) B&O Tax - 1,370,240 1,688,685 318,445 1,688,685 Other Tax 1,171,338 1,032,611 1,108,692 76,081 (62,646) Licenses and Permits 660,045 730,100 667,524 (62,576) 7,479 Intergovernmental 1,433,379 1,393,249 1,486,422 93,173 53,043 Charges for Services 2,103,010 2,100,890 2,339,418 238,528 236,408 Other 780,968 654,202 936,900 282,698 155,932 Transfers In 724,000 2,089,000 2,015,000 (74,000) 1,291,000 Total Revenue 17,079,852$ 18,715,373$ 20,326,105$ 1,610,732$ 9% 3,246,253$ 19% Total Expenditures (19,055,957)$ (22,732,285)$ (21,327,429)$ 1,404,856$ -6% (2,271,472)$ 12% Page 70 of 241 Tax Revenue 2023 budgeted taxes account for $68.8 million, or 75% of the General Fund budget Property Tax (35% of taxes) ◦$24.0 million 2023 budget ◦Expected to collect 100% of the budget by year-end Retail Sales and Use Tax (30% of taxes) ◦$20.3 million 2023 budget ◦$57,000 (1%) under 2022 YTD actual ◦$664,000 (13%) over 2023 YTD budget Page 71 of 241 Construction:Completion of several largeprojects in 2022 led to lower Jan. and Feb. figures, offset a large March (January activity) upswing. Manufacturing:a DOR correction January 2022 accounted for an inflated Q1 2022 and 100% of the $207k decrease. Transportation & Warehousing: The $28k decrease is entirely attributed to couriers and messengers. Automotive and Retail:mostly impacted by supply chain issues and inflation. Services:telecommunications, software/IT services, restaurants, and auto repair and maintenance account for 77% of the $66k increase. Tax Revenue Page 72 of 241 Tax Revenue Utility Tax (21% of taxes) ◦$14.4 million 2023 budget ◦Water, Sewer, Storm, Solid Waste Utility Tax rate 9% ($6.8 million of total budget) ◦Electric, Natural Gas, Cable, and Telephone Utility Tax rate 5% ($7.6 million of total budget) ◦$174,000 (5%) over 2023 YTD budget ◦Higher than expected natural gas and cable tax collected ◦$17,000 (.5%) under 2022 YTD actual ◦Lower than expected City Utility tax, offset by higher natural gas collections Page 73 of 241 Tax Revenue Business and Occupation Tax (B&O) (8% of total taxes) ◦$5.5 million 2023 budget ◦$1.7 million collected YTD ◦$1.4m in gross receipts tax ◦$300,000 in square foot tax ◦Mostly comprised of 2022 Q4 filers ◦$318,000 (23%) over 2023 YTD budget Other Taxes (8% of total taxes) ◦$4.4 million budgeted ◦Criminal justice sales tax, admissions tax, gambling tax, leasehold excise tax, franchise fees ◦$76,000 (7%) over 2023 YTD budget ◦$101,000 (5%) under 2022 YTD actual ◦Both variances are due to higher sales tax collections offset by the timing of the collection of cable franchise fees Page 74 of 241 Licenses and Permits Accounts for 3% of the total General Fund Resources $2.5 million budgeted in 2023 ◦Most all of this ($2.0 million is related to building permits) $63,000 (9%) under 2023 YTD budget $7,500 (1%) over 2022 YTD actual ◦Entirely attributed to building permit and related revenue, offset slightly by increased business license revenue ◦Total building permits issued YTD 2023exceeded 2022 by 12% but total value of permit has decreased by 62% Page 75 of 241 Intergovernmental Revenues include: Federal/State/Interlocal Grants, Muckleshoot Indian Tribe (MIT) Compact, State Shared Revenue ◦State Shared Revenue: ◦Streamlined Sales Tax, Motor Vehicle Excise Tax (MVET), Marijuana/Liquor excise taxes, Criminal Justice Sales Tax $93,000 (7%) over 2023 YTD budget ◦Timing of contribution payment from the MIT compact $53,000 (4%) over 2022 YTD actual ◦Timing of contribution payment from the MIT compact offset by a decrease in State Shared revenue Page 76 of 241 Charges for Services General Government -$25,000 below budget (2%) ◦Timing of SKHHP Payments – Reimbursement basis Public Safety - $10,000 above budget (4%) ◦Reimbursement for law enforcement services provided for private business ◦Reimbursement for officers at the Auburn School District and Muckleshoot Contract ◦Collected more DUI emergency response fees than budgeted Development Services -$79,000 below budget (27%) ◦Plan check fees, facility extension charges, zoning and subdivision fees ◦A lot of the primary drivers for this is tied to the permitting activity Culture and Recreation - $333,000 above budget (72%) ◦Green fees and pro shop sales account for 65% of total revenue in category ◦Recreation Classes and Special Events account for the favorable performance over budget Page 77 of 241 General Fund Expenditures by Department Department $ % Council, Mayor, Admin 638,380$ 752,600$ 668,906$ 83,694$ 11% Diversity, Equity and Inclusion - 163,200 82,631 80,569 49% Municipal Court 183,634 239,260 252,957 (13,697) -6% Community Development 1,472,814 1,706,400 1,581,490 124,910 7% Housing and Homelessness Outreach* 195,531 540,792 437,099 103,692 19% Public Works 838,418 1,102,400 1,035,836 66,564 6% Streets (M&O) 841,017 1,047,700 983,310 64,390 6% Parks, Art, and Recreation 3,062,746 3,275,700 3,427,650 (151,950) -5% Police 8,311,313 9,248,700 8,495,621 753,079 8% SCORE 809,526 1,400,100 1,173,547 226,553 16% Internal Services (HR, Finance, Legal, Nondepartment) 2,702,579 3,255,433 3,233,381 22,053 1% Total 19,055,958$ 22,732,285$ 21,372,428$ 1,359,857$ 6% Budget vs Actual2022 YTD Actual 2023 YTD Budget 2023 YTD Actual Page 78 of 241 ARPA Update 2023 Title Budget YTD Remaining Completed Projects 1,450,000$ -$ 1,450,000$ -$ Projects in Process Utility Assistance Program 525,000 - 218,601 306,399 Body Cameras 650,000 4,091 550,325 99,675 Vaccination Incentive Program 47,500 - 34,980 12,520 Human Services Grants includes admin 1,000,000 16,782 16,782 983,218 Dykstra Foot Bridge 500,000 - 10,357 489,643 Minor Improvements to Qualifying Neighborhood Parks 150,000 19,603 19,603 130,397 Limited Term Employee (LTE): Grants Coordinator 420,000 23,352 118,729 301,271 Paving Gravel Roads 636,866 628 3,463 633,403 Translation Services 75,000 1,216 1,216 73,784 Auburn Way South Median Landscape Replanting/Irrigation 50,000 - 40,187 9,814 Auburn Way South Roundabout 150,000 29 29 149,971 Emergency Housing Voucher Program 2,000,000 14,200 14,200 1,985,800 Encampment Cleanup 500,000 147,405 147,405 352,595 Broadband grants to hardest hit communities 180,000 125,266 137,818 42,182 Community violence intervention programs (drone, SPIDR Tech) 250,000 - 207,831 42,169 Signing bonuses for lateral hires 200,000 33,080 65,670 134,330 Other Projects (not started)5,966,866 - - 5,966,866 Total 14,751,232$ 385,651$ 3,037,196$ 11,714,036$ Lifetime Spend Page 79 of 241 Non-General Fund Highlights – Capital Real Estate Excise Tax (REET) YTD Collections: $796,000 $239,000 over 2023 YTD budget $616,000 less 2022 YTD actual Transportation Impact Fees YTD Collections: $71,400 $77,000 less 2022 YTD actual Park Impact Fees YTD Collections: $24,500 $52,500 less 2022 YTD actual Page 80 of 241 Non-General Fund Highlights – Enterprise Funds Water, Sewer, and Stormwater Utilities ◦Before capital contributions, each utility ended Q1 with operating incomes: $948,000, 989,000, and $920,000, respectively ◦Q1 Ending Fund Balance: $16.7 million, $19.1 million, and $21.6 million, respectively ◦Water Fund Balance decreased $3.4 million related to budgeted capital improvements ◦Sewer Fund Balance increased $2.1 million due to the unspent budget for capital improvements ◦Stormwater Fund Balance remained the same due to the unspent budget for capital improvements Solid Waste Utility ◦Operating loss of $71,000 ◦Overall Ending Fund Balance: $2.1 million ◦Planned loss to help smooth rate increases over the 2022-2024 time period Page 81 of 241 Questions Page 82 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: Municipal Court Study Presentation HRRM (Martinson) (30 Minutes) Date: June 7, 2023 Department: Human Resources Attachments: Municipal Court Study Pres entation 2011-2022 KCDC Court Filings by KCDC Jurisdiction Budget Impact: Current Budget: $0 Proposed Revision: $0 Revised Budget: $0 Administrativ e Recommendation: Background for Motion: Background Summary: City Council authorized a Municipal Court Study as part of 2023-2024 City Budget and the presentation will provide an overview of the findings. Rev iewed by Council Committees: Municipal Services Councilmember:Jeyaraj Staff:Martinson Meeting Date:June 12, 2023 Item Number: Page 83 of 241 MUNICIPAL COURT STUDY CITY OF AUBURN, WASHINGTON JOHN BELLO, PRINCIPAL COURT MANAGEMENT CONSULTANT NATIONAL CENTER FOR STATE COURTS Photo credit: Auburn, WA City Hall | photo by John Huguley for the Auburn Examiner Page 84 of 241 PROJECT OVERVIEW •Auburn, like all Washington municipalities, statutorily bears responsibility for providing criminal justice services for misdemeanor and gross misdemeanor offenses committed by adults within the City. •These services include: ✓Prosecution ✓Indigent Defense ✓Adjudication ✓Sentencing ✓Incarceration 2 Photo credit: The Verge –www.thevergeauburn.com Page 85 of 241 PROJECT OVERVIEW •2012 –City disbanded its municipal court and contracted with King County District Court (KCDC) to provide municipal court services from the courthouse in Auburn. •City of Auburn requested analysis of municipal court service options by the National Center for State Courts (NCSC). Options evaluated included: ➢Maintaining the current interlocal agreement with the King County District Court; and ➢Re-establishing the Auburn Municipal Court administered by the City. 3 Photo credit: City of Auburn –www.auburnwa.gov/city_hall/court Page 86 of 241 INTERLOCAL AGREEMENT •January 1, 2022 –December 31, 2026 (four-year terms) •Written notice must be provided by February 1, 2025 for termination December 31, 2026. •Next opportunity for termination would be December 31, 2030 with notice provided by February 1, 2029. •Recommendations for provisions of the ILA that need further review and/or negotiation will be included in Final Report. 4 Page 87 of 241 STUDY METHODOLOGY •Review and analyze court data provided by the City of Auburn •Conduct Site Visit to Auburn (Feb 2023); •Review case filings and financials from comparable Washington municipal courts (Feb –April 2023); •Assess alternatives of securing municipal court services (Feb –May 2023); and •Prepare & present a report to the City (June 2023). 5 Page 88 of 241 HISTORICAL INFORMATION & NCSC STUDY OVERVIEW HISTORICAL INFORMATION City contracted with KCDC in 2012 to operate the municipal court for Auburn for several reasons. ✓Financial cost to the City was cost prohibitive because defendants were sentenced to long jail terms, paid for by the City at a per-day rate; ✓Perception that the presiding judge at the time was too harsh; ✓Appeared the court was not functioning in a manner the City leadership envisioned. The NCSC was asked to review key questions to evaluate two municipal court service options. Key questions centered around: ✓Projected net cost of court operations, associated services, including SCORE Jail expenses and any offsetting revenue; ✓Recommended service hours ✓Anticipated efficiencies related to justice outcomes and local control; ✓Expected impacts on associated services; ✓Transition and ongoing operational issues of maintaining an Auburn Municipal Court; and ✓Project effects on City residents and the community. NCSC STUDY OVERVIEW 6 Page 89 of 241 FIRST STAGE REVIEW & ANALYSIS NOV 2022 –FEB 2023 •Reviewed current Interlocal Agreement (ILA) with KCDC •Analyzed case filings, financials, revenues, and incarceration costs provided by the City of Auburn and KCDC •Researched state statutes concerning fees that may be charged to municipalities for court related services •Conducted follow-up meeting with various City departments for clarification on the data and information 7 Page 90 of 241 SITE VISIT FEB 2023 •Interviewed 25 various stakeholders ✓City of Auburn representatives ✓King County District Court representatives ✓Prosecutor’s Office ✓Public Defense ✓Conflict Attorney ✓SCORE Jail ✓Law Enforcement •Goal was to gain the perspective of each stakeholder group regarding the municipal court operations, any areas where improvements could be realized, and explore whether the ILA could be re-negotiated or should be terminated. 8 Page 91 of 241 9 STAKEHOLDER INTERVIEW LIST •Conni Rhodes, KCDC Court Clerk •Mark Caillier, Chief of Police, City of Auburn •Sam Betz, Assistant Chief of Police, City of Auburn •Jamie Thomas, Finance Director, City of Auburn •Gloria Cody, Paralegal, City Attorney’s Office •Tricia Grove, Public Defender •Robin Hartle, Legal Assistant, City Attorney’s Office •Nancy Backus, Mayor, City of Auburn •Kendra Comeau, City Attorney, City of Auburn •Harry Boesche, Deputy City Attorney, City of Auburn •Megan Stockdale, Paralegal, City Attorney’s Office •Damita Beleford, Auburn Court Manager, KCDC •Yanna Fillipidis, KCDC Operations Manager •Rebecca Wood, Deputy City Clerk, City of Auburn •Sara Anderson, Prosecutor, City of Auburn •Judge Matthew York, KCDC Presiding Judge •Judge Leah Taguba, KCDC Judge (Auburn) •Callista Welbaum, KCDC Therapeutic Courts Manager •Devon Schrum, SCORE Jail Administrator •Othniel Palomino, KCDC Court Administrator •Heather Dean, Budget Director, KCDC •Tina Gill, KCDC Deputy Court Administrator •Clair Kintinar, Primary Conflict Attorney •Brenda Goodson-Moore, Chief Equity and Inclusion Officer, City of AuburnPage 92 of 241 STAKEHOLDER INTERVIEW OVERVIEW CITY OF AUBURN Increasing level of dissatisfaction with the local justice system including the KCDC- operated municipal courts. Reasons cited for dissatisfaction by City officials include the overall cost of the current operations, an insufficient degree of accountability imposed by the Court for persons adjudicated guilty, and perceptions of inefficiency in operations attributed, in part, to frequent shirting of court managers and staff among the various KCDC locations. KING COUNTY DISTRICT COURT Expressed a level of confidence in the current operations of the Auburn Municipal Court. The court is very busy and the KCDC staff is hard working. The Presiding Judge and Mayor Backus have a positive working relationship and they can discuss and resolve issues related to the court. The judges appointed to Auburn are from the South King County area and are invested in the community. The court facility does have some challenges. 10 Page 93 of 241 COMMUNITY COURT •All stakeholders believed it was a valuable piece of the justice system in Auburn. •Offers extensive resources for homeless and individuals with substance use disorders and mental health issues. •Collaboration between the City and KCDC has contributed to the success of the Community Court. •Recommendation to continue Community Court even if ILA is terminated with KCDC. 11 Page 94 of 241 DIVERSITY, EQUITY, AND INCLUSION (DEI) •Each stakeholder was asked about DEI within the Auburn Municipal Court. •Unaware of barriers to accessing justice by people of color or socioeconomic issues but suspect they are present given national trends. •Many non-English speaking court participants and diversity has increased over the last 10 years. •Because of socioeconomic issues in Auburn, many court customers utilize public defense services. 12 Page 95 of 241 DIVERSITY, EQUITY, AND INCLUSION (DEI) •NCSC was asked to utilize the GARE Toolkit to evaluate DEI within the criminal justice system in Auburn. •Neither the Court nor the City collect demographic data on race so there is no baseline data to analyze for this purpose. •If the City terminates the ILA with KCDC it is unlikely there would be a negative affect on DEI issues in Auburn. •Important to utilize the expertise of the City’s Chief Equity and Inclusion Officer. 13 Page 96 of 241 COMPARISON COURT ANALYSIS FEB –APRIL 2023 COMPARISON COURTS City officials helped to identify four municipalities that currently have city-operated municipal courts. ✓Federal Way ✓Kent ✓Puyallup ✓Renton NCSC Consulting Team contacted the court administrators in each comparison municipality to obtain data that could be used to estimate the organizational requirements and financial cost of establishing a city- operated court in Auburn. ✓Caseload ✓Staffing ✓Financials Data was also obtained from the Washington Courts statistical website: www.courts.wa.gov/caseload/ COMPARISON COURT OVERVIEW 14 Page 97 of 241 2018 $2,000,666 2019 $1,684,129 2020 $1,473,781 2021 $1,289,534 2022 $1,396,682 15 COSTS PAID TO KCDC THROUGH ILA (2018-2022) Page 98 of 241 16 2018 to 2021 Case Filings – Infractions & Misdemeanors 2018 to 2021 Case Filings -Parking CASE FILING OVERVIEW 0 10,000 20,000 30,000 40,000 50,000 2018 2019 2020 2021 Case Filings 2018 to 2021 -Parking Auburn Federal Way Kent Renton Puyallup 0 2,000 4,000 6,000 8,000 10,000 12,000 2018 2019 2020 2021 Case Filings 2018 to 2021 -Infractions & Misdemeanors Auburn Federal Way Kent Renton Puyallup Page 99 of 241 CASE FILING SUMMARY INFRACTION & MISDEMEANOR •Case filings in Auburn as well as each of the comparative courts declined significantly during the pandemic years of 2020 and 2021. •Both Auburn and Renton were already experiencing declining case filings from 2018 to 2019. •Other courts, Federal Way, Kent, and Puyallup reported increased filings prior to the pandemic. 17 Auburn’s case filings were higher than Renton throughout the entire 4-year period, the trend lines between the two courts are similar. Page 100 of 241 CASE FILING SUMMARY PARKING •Generally declined from 2018 to 2021 in all courts except Puyallup. •Puyallup is highly active in processing parking cases (144,756). Filings more than 8 times larger than the next largest total in Renton (17,471). •Auburn cumulative 4-year parking total filings were 12,004. 18 Page 101 of 241 19 COURT STAFFING OVERVIEW •Staffing levels required for a new Auburn Municipal Court would likely be in the middle range of the comparative courts. •The NCSC Consulting Team assumes this would be similar to the staffing levels in the Renton and Federal Way courts. Judicial Need – Estimate Judicial Officers –Actual Court Administrator Court Administration Court Security Therapeutic Courts Probation Services Total (Staff & Judicial Officers) Federal Way 2.26 2.0 1.0 10.75 1.5 3.0 18.25 Kent 3.59 2.0 1.0 14.25 0.75 4.75 22.75 Renton 2.51 2.0 1.0 11.0 1.0 2.0 17.0 Puyallup 1.86 1.0 1.0 6.0 1.13 1.0 2.0 12.13 Page 102 of 241 20 ANNUAL EXPENDITURES OVERVIEW –2018 -2021 •Kent had the highest total operating expenditures from 2019 through 2022. •Renton had the second highest total until it surpassed Kent in 2022. Likely attributable to a $200,000 increase in IT Operations expenditures by the Renton Court in 2022. •Puyallup expenditures run consistently about 54-59% of the highest court total each year and are roughly equivalent to the 2022 budgeted total expenditures for Federal Way. 2018 2019 2020 2021 2022 Salaries & Benefits Total Expenses Salaries & Benefits Total Expenses Salaries & Benefits Total Expenses Salaries & Benefits Total Expenses Salaries & Benefits Total Expenses Federal Way $1,381,745 $1,801,321 Kent $2,077,803 $2,935,496 $2,107,837 $2,835,460 $1,979,096 $2,808,701 $1,675,404 $2,843,622 Renton $1,678,704 $2,225,221 $1,804,867 $2,397,554 $1,958,429 $2,436,927 $2,064,879 $2,632,080 $2,251,424 $3,089,584 Puyallup $1,111,362 $1,605,762 $1,142,474 $1,603,763 $1,204,839 $1,685,168 $1,301,903 $1,808,590 Page 103 of 241 ESTIMATED COST OVERVIEW •NCSC Team considered caseloads, staffing structures, and financial reports from the comparative courts. •Two comparative courts most similar to Auburn for case filings were Federal Way and Renton. •Salary & benefit costs varied widely between Federal Way and Renton. 21 Because the current Interlocal Agreement with KCDC runs through 2024, NCSC estimated operating costs beginning in 2025. Page 104 of 241 22 ESTIMATED ANNUAL OPERATING COSTS -AUBURN •In addition to the annual operating costs beginning in 2025, the City may incur significant start-up costs prior to commencing operations such as: •Furniture and Fixtures •Information Technology –Hardware •Information Technology –Software •Website Development •Facility Redesign & Remodeling 2022 Baseline 2025 2026 2027 2028 Salary & Benefits $1,816,584 $2,102,923 $2,208,069 $2,318,473 $2,434,396 Other Operating Expenses $628,868 $727,993 $764,393 $802,612 $842,743 Total $2,445,453 $2,830,916 $2,972,462 $3,121,085 $3,277,140 Page 105 of 241 23 PROS •Attention and focus on Auburn issues •Ability to collect local data establish performance measures •Manage a full-service criminal justice system •Opportunities to develop unique sentencing options and problem solving courts •Auburn judge will be elected and will be accountable to Auburn voters •Local court administrator and staff CONS •Lose ability to offer name changes, small claims courts, and protection orders in Auburn •Increased cost in comparison to current ILA agreement •Auburn judge will be elected and no control over those running for position and or election •Staffing challenges nationwide for courts PROS & CONS TO RE-ESTABLISHING A CITY-OPERATED MUNICIPAL COURT Page 106 of 241 NCSC CONSULTING TEAM Principal Court Management Consultant jbello@ncsc.org JOHN BELLO Senior Court Management Consultant akuschel@ncsc.org ABBY KUSCHEL Court Management Consultant msallen@ncsc.org MANDY ALLEN Project Consultant jdoerner@ncsc.org JOHN DOERNER THANK YOU! Page 107 of 241 QUESTIONS? Page 108 of 241 12 Infraction Traffic Infraction Non-Traffic DUI Criminal Traffic Criminal Non-Traffic Protection AH/Orders Civil Small Claims Expedited Filings PC Filings Parking Total Percentage of Change Year Over Year JURISDICTION State/County 2022 36,287 294 2,027 114 610 2,395 15,031 2,141 188 8,887 6,361 74,335 -2.5% 2021 36,558 534 1,809 130 595 1,992 18,751 1,808 159 9,084 4,823 76,243 -7.2% 2020 43,071 785 1,366 363 812 1,725 17,552 1,841 411 10,042 4,156 82,124 -35.8% 2019 65,843 4,757 3,851 1,136 1,582 2,569 22,149 3,163 670 11,295 10,815 127,830 -8.3% 2018 76,247 8,029 3,360 315 1,057 2,684 20,157 3,205 586 12,344 11,441 139,425 12.4% 2017 69,521 7,650 1,984 521 1,132 2,652 16,947 3,248 1,149 12,137 7,156 124,097 -3.6% 2016 71,640 8,629 2,063 1,064 1,419 2,451 20,856 4,419 1,431 10,679 4,094 128,745 -10.8% 2015 78,044 10,924 2,554 1,009 1,993 2,596 26,829 5,456 1,093 9,910 3,345 144,329 5.3% 2014 68,273 7,455 2,717 2,789 2,219 2,537 30,385 4,300 1,274 9,814 4,649 137,084 -7.3% 2013 77,931 4,696 3,682 5,431 2,512 2,792 30,504 4,536 956 9,822 4,337 147,863 0.8% 2012 82,573 5,048 3,774 4,246 2,284 2,811 24,908 4,951 1,004 10,486 4,550 146,635 -5.6% 2011 88,936 6,082 4,804 4,570 2,546 2,029 27,067 5,233 1,220 10,747 2,179 155,413 Vashon Island 2022 0 0 0 0 0 0 0 0 0 0 0 0 -100.0% 2021 0 0 2 0 2 0 0 0 0 0 0 4 -20.0% 2020 4 0 0 0 0 0 0 0 0 0 1 5 -78.3% 2019 1 0 3 1 4 0 0 0 0 0 14 23 -79.1% 2018 4 11 6 1 2 0 0 0 0 0 86 110 175.0% 2017 4 15 0 0 1 0 0 0 0 0 20 40 -37.5% 2016 37 3 4 0 2 0 0 0 0 0 18 64 -54.3% 2015 71 14 1 8 6 0 0 0 0 0 40 140 366.7% 2014 12 3 1 1 5 0 0 0 0 0 8 30 -61.0% 2013 30 8 17 5 14 0 0 0 0 0 3 77 -45.0% 2012 78 13 18 3 18 0 0 0 0 0 10 140 -1.4% 2011 98 12 8 2 9 0 0 0 0 0 13 142 Algona 2022 235 4 10 10 47 0 0 0 0 0 0 306 10 Auburn 2022 2,040 13 144 112 1,677 0 0 0 0 0 2,242 6,228 1.9% 2021 1,713 33 201 251 1,547 0 0 0 0 0 2,364 6,109 -18.7% 2020 2,393 59 195 530 1,874 0 0 0 0 0 2,461 7,512 -32.8% 2019 4,302 109 200 793 2,075 0 0 0 0 0 3,697 11,176 -12.1% 2018 5,363 122 230 1,111 2,400 0 0 0 0 0 3,482 12,708 -1.0% 2017 5,671 145 196 940 2,086 0 0 0 0 0 3,798 12,836 2.1% 2016 5,741 195 158 1,010 1,919 0 0 0 0 0 3,548 12,571 1.3% FILINGS BY JURISDICTION COMPARISON 2011 - 2022 Caseload Report 1 Page 109 of 241 12 Infraction Traffic Infraction Non-Traffic DUI Criminal Traffic Criminal Non-Traffic Protection AH/Orders Civil Small Claims Expedited Filings PC Filings Parking Total Percentage of Change Year Over Year JURISDICTION FILINGS BY JURISDICTION COMPARISON 2011 - 2022 2015 5,331 234 191 1,234 1,917 0 0 0 0 0 3,501 12,408 -9.3% 2014 6,089 293 121 1,341 1,840 0 0 0 0 0 4,003 13,687 28.8% 2013 4,855 278 134 992 1,603 0 0 0 0 0 2,764 10,626 -9.2% 2012 total both AUM and KCDC 4,648 130 175 1,154 1,675 0 0 0 0 0 3,918 11,700 2012-opened 11/2012 (KCDC only) 518 19 25 160 247 0 0 0 0 0 809 1,778 Beaux Arts 2022 0 0 0 0 0 0 0 0 0 0 0 0 2021 0 0 0 0 0 0 0 0 0 0 0 0 2020 0 0 0 0 0 0 0 0 0 0 0 0 2019 0 0 0 0 0 0 0 0 0 0 0 0 2018 0 0 0 0 0 0 0 0 0 0 0 0 2017 0 1 0 0 0 0 0 0 0 0 0 1 2016 0 0 0 0 0 0 0 0 0 0 0 0 2015 0 0 0 0 0 0 0 0 0 0 0 0 2014 0 0 0 0 0 0 0 0 0 0 0 0 2013 0 0 0 0 0 0 0 0 0 0 0 0 2012 0 0 0 0 0 0 0 0 0 0 0 0 2011 0 0 0 0 0 0 0 0 0 0 0 0 Bellevue 2022 10,219 16 211 88 998 0 0 0 0 0 35,149 46,681 0.2% 2021 18,153 15 124 29 702 0 0 0 0 0 27,558 46,581 43.6% 2020 9,024 35 72 178 706 0 0 0 0 0 22,428 32,443 -35.5% 2019 9,608 56 109 567 1,508 0 0 0 0 0 38,473 50,321 5.5% 2018 8,287 39 118 770 1,385 0 0 0 0 0 37,100 47,699 -3.5% 2017 11,816 44 123 644 1,262 0 0 0 0 0 35,542 49,431 -1.9% 2016 13,078 46 169 636 1,044 0 0 0 0 0 35,426 50,399 2.0% 2015 11,310 34 161 489 1,026 0 0 0 0 0 36,414 49,434 44.1% 2014 15,854 47 146 436 942 0 0 0 0 0 16,872 34,297 -11.0% 2013 19,980 63 218 647 1,031 0 0 0 0 0 16,618 38,557 2.6% 2012 15,599 85 254 697 1,254 0 0 0 0 0 19,698 37,587 -14.2% 2011 17,804 94 268 1,046 1,108 0 0 0 0 0 23,513 43,833 Caseload Report 2 Page 110 of 241 12 Infraction Traffic Infraction Non-Traffic DUI Criminal Traffic Criminal Non-Traffic Protection AH/Orders Civil Small Claims Expedited Filings PC Filings Parking Total Percentage of Change Year Over Year JURISDICTION FILINGS BY JURISDICTION COMPARISON 2011 - 2022 Burien 2022 477 21 171 67 510 0 0 0 0 0 113 1,359 -21.9% 2021 496 32 73 31 344 0 0 0 0 0 764 1,740 -0.9% 2020 514 2 71 36 313 0 0 0 0 0 819 1,755 -4.8% 2019 712 8 171 43 342 0 0 0 0 0 567 1,843 -18.7% 2018 913 8 226 84 369 0 0 0 0 0 668 2,268 -24.4% 2017 792 30 188 97 489 0 0 0 0 0 1,405 3,001 -20.2% 2016 903 33 206 96 509 0 0 0 0 0 2,012 3,759 80.7% 2015 990 7 144 113 460 0 0 0 0 0 366 2,080 -11.3% 2014 895 23 123 207 511 0 0 0 0 0 585 2,344 7.6% 2013 590 5 90 188 608 0 0 0 0 0 697 2,178 -24.4% 2012 668 6 72 198 483 0 0 0 0 0 1,453 2,880 -47.2% 2011 1,137 8 78 323 649 0 0 0 0 0 3,259 5,454 Carnation 2022 9 0 0 1 0 0 0 0 0 0 0 10 66.7% 2021 1 0 2 1 2 0 0 0 0 0 0 6 -45.5% 2020 5 0 0 3 3 0 0 0 0 0 0 11 10.0% 2019 0 0 1 4 5 0 0 0 0 0 0 10 42.9% 2018 0 0 0 3 4 0 0 0 0 0 0 7 -78.8% 2017 2 0 3 10 18 0 0 0 0 0 0 33 6.5% 2016 5 0 0 13 12 0 0 0 0 0 1 31 -36.7% 2015 16 0 0 24 9 0 0 0 0 0 0 49 172.2% 2014 9 0 0 3 6 0 0 0 0 0 0 18 -84.6% 2013 50 0 4 20 42 0 0 0 0 0 1 117 -53.4% 2012 162 0 7 45 37 0 0 0 0 0 0 251 -4.9% 2011 170 0 12 44 37 0 0 0 0 0 1 264 Covington 2022 658 3 5 59 177 0 0 0 0 0 132 1,034 -3.4% 2021 746 0 10 72 145 0 0 0 0 0 97 1,070 -30.7% 2020 1,085 4 25 103 172 0 0 0 0 0 155 1,544 0.0% 2019 1,085 4 25 103 172 0 0 0 0 0 155 1,544 5.5% 2018 1,000 8 20 130 150 0 0 0 0 0 155 1,463 4.6% 2017 975 5 13 49 167 0 0 0 0 0 189 1,398 3.6% 2016 879 5 10 99 162 0 0 0 0 0 195 1,350 -10.9% 2015 911 22 10 91 210 0 0 0 0 0 271 1,515 33.7% 2014 601 18 14 82 220 0 0 0 0 0 198 1,133 -6.6% 2013 587 13 13 132 186 0 0 0 0 0 282 1,213 -2.9% 2012 738 10 27 141 194 0 0 0 0 0 139 1,249 -37.6% Caseload Report 3 Page 111 of 241 12 Infraction Traffic Infraction Non-Traffic DUI Criminal Traffic Criminal Non-Traffic Protection AH/Orders Civil Small Claims Expedited Filings PC Filings Parking Total Percentage of Change Year Over Year JURISDICTION FILINGS BY JURISDICTION COMPARISON 2011 - 2022 2011 1,180 9 24 305 226 0 0 0 0 0 258 2,002 Kenmore 2022 125 4 14 16 39 0 0 0 0 0 120 318 -25.5% 2021 181 1 27 13 53 0 0 0 0 0 152 427 -17.7% 2020 224 1 8 23 34 0 0 0 0 0 229 519 -56.2% 2019 511 6 20 47 67 0 0 0 0 0 533 1,184 -10.2% 2018 699 6 23 82 45 0 0 0 0 0 463 1,318 -35.1% 2017 1,293 141 28 148 80 0 0 0 0 0 341 2,031 -14.6% 2016 1,712 56 44 171 66 0 0 0 0 0 330 2,379 -21.9% 2015 2,047 350 49 241 100 0 0 0 0 0 261 3,048 1.4% 2014 2,267 199 49 229 108 0 0 0 0 0 153 3,005 1.6% 2013 2,386 23 41 230 85 0 0 0 0 0 193 2,958 27.4% 2012 1,751 41 54 172 118 0 0 0 0 0 186 2,322 -6.8% 2011 1,753 114 61 190 161 0 0 0 0 0 212 2,491 Pacific 2022 173 2 19 14 120 17 345 Caseload Report 4 Page 112 of 241 12 Infraction Traffic Infraction Non-Traffic DUI Criminal Traffic Criminal Non-Traffic Protection AH/Orders Civil Small Claims Expedited Filings PC Filings Parking Total Percentage of Change Year Over Year JURISDICTION FILINGS BY JURISDICTION COMPARISON 2011 - 2022 Redmond 2022 2,502 16 49 127 668 0 0 0 0 0 1,198 4,560 -13.0% 2021 2,281 30 58 215 587 0 0 0 0 0 2,070 5,241 -3.3% 2020 2,938 50 55 248 714 0 0 0 0 0 1,414 5,419 -22.4% 2019 4,682 32 47 215 757 0 0 0 0 0 1,254 6,987 4.0% 2018 5,161 38 41 213 547 0 0 0 0 0 719 6,719 1.6% 2017 5,050 21 51 214 672 0 0 0 0 0 606 6,614 -1.2% 2016 5,102 11 38 252 540 0 0 0 0 0 754 6,697 -8.6% 2015 5,542 13 51 195 566 0 0 0 0 0 960 7,327 -18.6% 2014 7,287 28 64 246 457 0 0 0 0 0 923 9,005 42.5% 2013 4,317 65 91 318 499 0 0 0 0 0 1,030 6,320 -24.8% 2012 4,229 66 111 477 462 0 0 0 0 0 3,058 8,403 -66.1% 2011 7,122 101 161 587 574 0 0 0 0 0 16,209 24,754 Sammamish 2022 1,303 3 47 25 82 0 0 0 0 0 80 1,540 18.8% 2021 1,049 2 31 27 88 0 0 0 0 0 99 1,296 -18.7% 2020 1,202 41 29 57 80 0 0 0 0 0 185 1,594 -29.1% 2019 2,063 3 14 60 70 0 0 0 0 0 39 2,249 -17.3% 2018 2,435 6 30 58 61 0 0 0 0 0 128 2,718 -15.4% 2017 2,772 9 44 103 110 0 0 0 0 0 174 3,212 -3.7% 2016 2,793 12 47 257 95 0 0 0 0 0 130 3,334 5.5% 2015 2,819 7 43 63 93 0 0 0 0 0 135 3,160 31.3% 2014 2,073 6 73 68 78 0 0 0 0 0 109 2,407 -19.2% 2013 2,605 4 63 96 77 0 0 0 0 0 135 2,980 220.1% 2012 519 21 60 117 75 0 0 0 0 0 139 931 -31.4% 2011 1,000 21 71 97 92 0 0 0 0 0 77 1,358 Shoreline 2022 222 28 54 40 287 0 0 0 0 0 206 837 -15.9% 2021 311 8 43 66 346 0 0 0 0 0 221 995 -37.3% 2020 692 16 18 71 235 0 0 0 0 0 555 1,587 -64.8% 2019 2,793 45 52 162 342 0 0 0 0 0 1,110 4,504 -18.6% 2018 3,876 67 75 260 271 0 0 0 0 0 985 5,534 -4.5% 2017 4,429 129 87 280 342 0 0 0 0 0 528 5,795 49.7% 2016 2,865 62 81 330 352 0 0 0 0 0 182 3,872 -30.1% 2015 4,291 45 87 358 387 0 0 0 0 0 372 5,540 32.2% 2014 2,810 83 86 315 460 0 0 0 0 0 438 4,192 5.8% 2013 2,486 97 127 386 453 0 0 0 0 0 414 3,963 -32.8% Caseload Report 5 Page 113 of 241 12 Infraction Traffic Infraction Non-Traffic DUI Criminal Traffic Criminal Non-Traffic Protection AH/Orders Civil Small Claims Expedited Filings PC Filings Parking Total Percentage of Change Year Over Year JURISDICTION FILINGS BY JURISDICTION COMPARISON 2011 - 2022 2012 4,329 62 113 470 508 0 0 0 0 0 416 5,898 -20.9% 2011 5,402 109 119 526 628 0 0 0 0 0 671 7,455 Skykomish 2022 0 0 0 0 0 0 0 0 0 0 0 0 2021 0 0 0 0 0 0 0 0 0 0 0 0 2020 0 0 0 0 0 0 0 0 0 0 0 0 2019 0 0 0 0 0 0 0 0 0 0 0 0 2018 0 0 0 0 0 0 0 0 0 0 0 0 2017 0 0 0 0 0 0 0 0 0 0 0 0 2016 0 0 0 0 0 0 0 0 0 0 0 0 2015 0 0 0 0 0 0 0 0 0 0 0 0 2014 0 0 0 0 0 0 0 0 0 0 0 0 2013 0 0 0 0 0 0 0 0 0 0 0 0 2012 0 0 0 0 0 0 0 0 0 0 0 0 2011 0 0 0 0 0 0 0 0 0 0 0 0 Caseload Report 6 Page 114 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: Auburn Police Department Annual Reports (Caillier) (20 Minutes) Date: June 7, 2023 Department: Police Attachments: 2022 Pursuit Analysis 2022 Us e of Force Summary CIA Analys is CIA Powerpoint Pres entation Force Review Powerpoint Pres entation 2022 Annual Report Budget Impact: Current Budget: $0 Proposed Revision: $0 Revised Budget: $0 Administrativ e Recommendation: Background for Motion: Background Summary: These are the 2022 annual reports for the Auburn Police Department covering Use of Force, Commendation, Inquiries and Allegations, and Pursuit Analysis. Rev iewed by Council Committees: Councilmember:Jeyaraj Staff:Mark Caillier Meeting Date:June 12, 2023 Item Number: Page 115 of 241 Pursuit Analysis 2022 This document is to report 2022 pursuit information, conduct a comparative analysis against recent years on a variety of pursuit aspects, offer suggestions on how to improve decision-making during pursuit driving by Auburn Officers, and to identify areas where EVOC training can be enhanced. Commander Todd Byers Page 116 of 241 2 | P a g e The information in this analysis was obtained from Spillman Incident Reports, CAD dispatch, Supervisors’ Reports of Pursuits which includes the Supervisors Critique of the pursuit. The current procedure for collecting data on pursuits is outlined below and in the Auburn Police Department Policy Manual, Chapter 307. Vehicle Pursuit Reporting 1. Immediately following pursuits, patrol supervisors are responsible for completing a Supervisory Report of Pursuit through Blue Team. This report has been changed to include the Supervisors critique of the pursuit. This report is forwarded through the chain of command to the Chief of Police. The Division Commander has the option of providing additional critiques for any pursuit, for training purposes. All pursuits are documented in this manner and reviewed for this analysis. The report is then forwarded to Inspectional Services. 2. Following the pursuit, at the next opportunity, the patrol supervisor completes the Supervisors Report of Pursuit. Oftentimes, this occurs immediately following the pursuit. The first line supervisor will interview the involved officer(s) and review all available in -car and body worn camera video, prior to completing this report. The purpose of this report and critique is to identify those aspects of the pursuit that went well and those that could be improved upon. It is also designed to determine whether the pursuit met the policy manual guidelines, or whether it deviated from the guidelines. If the pursuit deviated from policy, a determination should be made as to whether this deviation was acceptable. If it was acceptable, the EVOC coordinator can then determine whether a policy modification is in order. 3. Once the Office of Inspectional Services logs the report, it is then available to the EVOC coordinator for the purposes of data collection, annual analysis, evaluating and/or recommending changes to the pursuit policy, as well as identifying potential training opportunities. AUBURN POLICE DEPARTMENT 2022 PURSUIT ANALYSIS Page 117 of 241 3 | P a g e 2022 Pursuit and Comparative Analysis On the pages following is a collection of key charts and tables that cover vehicle pursuits by type, time of day, tactical intervention and more. In addition, key observations for each category are provided. Page 118 of 241 4 | P a g e Chart 1. Total Pursuits by Year Observations: There was an 84% decrease in the number of pursuits from 2021. 10 23 23 30 29 31 45 49 43 44 31 18 20 19 16 19 19 16 31 27 43 62 42 54 37 6 0 10 20 30 40 50 60 70 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Total Pursuits by Year 1997-2022 77 69 47 58 71 68 52 60 60 58 61 74 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total Pursuits by Month 1997-2022 Page 119 of 241 5 | P a g e Observations: Chart 2: There is no significant trend in the cumulative number of pursuits by month. December has the highest number of pursuits for 2022. There was one pursuit each in the months of March, July, August, and November. Chart 3: Due to legislation and policy changes in 2021, there was a significant decrease in the n umber of total pursuits in 2022. The total number of pursuits for the entire year 2022 was six. Officers were limited by legislation to pursuing violent felons, sexual offenders, and drivers that the officer had a reasonable belief were DUI, by either alcohol or drugs. Chart 4. Pursuits by Day of the Week 1997-2022 0 0 1 0 0 0 1 1 0 0 1 2 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total Pursuit by Month -2022 99 89 114 110 126 132 104 MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY Pursuit by Day of Week 1997-2022 Page 120 of 241 6 | P a g e Observations:  Weekends typically have more pursuits.  In 2022, There were no pursuits on Tuesday, Wednesday, or Friday. There were two pursuits each on Saturday and Sunday. One each on Monday and Thursday. Chart 5. Pursuits by Time of Day (1997-2022) 154 96 44 18 23 32 41 45 33 44 92 129 Number of PursuitsTime of Day Pursuits by Time of Day 1997-2022 Page 121 of 241 7 | P a g e Observations: Pursuits in Auburn primarily occur between 2000 hours and 0400 hours. The time period between the hours of Midnight and 0200 has the highest frequency of pursuits. There are several possible explanations for this. During this time there are favorable traffic conditions. The ratio of officers versus citizens on the road is greatest at this time, and Auburn crime data indicates the criminal element is more active between these hours. Except for the afternoon rush hour, this is reflective of the APD workload and staffing distribution. Patrol staffing deployment between these hours is increased as this period correlates with the hours of the highest calls for service. Chart 6. Pursuits by Vehicle Type Observations: Sedans traditionally make up the vast majority of cars initiating pursuits. In 2022 3 pursuits involved SUVs as the suspect vehicle. This was 50% of the total number of pursuits. 33% 17%0% 50% 0% 2022 Vehicle Breakdown Sedans Trucks Vans SUV Motorcycle Page 122 of 241 Chart 7. Chart 8. Observations: Most pursuits occur at night and on dry roadways. Historically, this is a stable trend for pursuits in Auburn. Chart 9. Initial Reason for Pursuits Observations:  Definition: The Initial Reason for Pursuit refers to the crime or infraction observed by the officer that provided probable cause for the initial stop. The purpose for collecting this data is to show that officers often have only limited knowledge as to the underlying reasons why suspects are fleeing from them.  In 2022, 100% of pursuits were initiated for violent felonies. This was due to legislative requirement. 50%50% Dry vs. Wet Roadway Dry Wet 0%0%0% 100% 0%0% 2022 Initial Reason for Pursuit Traffic Criminal Traffic Stolen Vehicle Felony Suspect Misdemeanor Suspect Other 33% 67% Day vs. Night Day Night Page 123 of 241 9 | P a g e  In 2022, although other crimes may have been present, in all cases officers knew they were chasing felony suspects for crimes other than eluding (stolen vehicle and felony suspects/warrants). In 2021, this category represented 65% of the pursuits. Chart 10. Pursuit Distances Observations:  Chart 10 depicts the categorical distance of the six pursuits in 2022.  In previous years, officers were reporting exact distances of pursuits. That changed in recent years when nearly all reports of pursuits were entered into Blue Team. This program only reports the distance by category. However, a rough estimate was stil l available. The hope is to reduce the length of pursuits such as in 2017, When average pursuit was less than one mile (0.94).  In 2022 the total number of miles Auburn Officers pursued suspects was 11.8 miles, versus 24.52 miles in 2021. This was an average of 1.96 miles for the six pursuits, whereas in 2021 the 54 reported pursuits averaged 0.59 miles per pursuit. In 2022 the distance was higher due to one pursuit which lasted 7.4 miles. (This anomaly was involving a K9 Officer that was involved in a track and subsequent pursuit of a serial robbery suspect). The pursuit was on I-5 with very minimal traffic.  Also, in 2022 the shortest pursuit was (aside from those pursuits that were immediately terminated) was less than .25 miles, while the longest pursuit was 7.4 miles. 3 0 1 2 <0.5 MILES 0.5 -0.99 MILES 1 -2 MILES 2.1 OR MORE 2022 Pursuit Distances Page 124 of 241 10 | P a g e Chart 11. Pursuit Speeds (2010-2022) Observations:  Of significance to note is the percentage of pursuits during each year with sustained speeds at 80 MPH or greater. The reason for selecting this range of speeds is so officers understand the importance of ending pursuits as soon as possible. Furthermore, there is a correlation between high speeds, prolonged distance, and pursuits that end in a collision. The above chart shows the percentage of pursuits between 2012 and 2022 that were classified at speeds greater than 80 MPH. All years prior to 2014 combined averages of 32.5% over 80 MPH.  The reason for this increase is the fact that the officers are pursuing the most violent suspects that are more willing to use almost any means to escape. This is a significant statistical increase as the percentage of pursuits over 80 MPH in 2021 was 19%. 30% 13% 26% 37% 12% 19% 11%9%11% 16% 11% 19% 50% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Percentage of Pursuits Over 80 MPH Page 125 of 241 11 | P a g e Chart 12. Pursuit Ending Observations:  The above chart reflects how 2022 pursuits concluded. Some pursuits are represented by more than one category. For example, whereas 4 suspects escaped, some of them are represented under suspect collision and terminated. Of note, in 2022 50% (3) of the 6 pursuits were terminated by the supervisor. This demonstrates that the Sergeants were closely monitoring their Officers involved in the pursuits and the circumstances of the pursuit. They were compelled to terminate the pursuit when the hazards created by it was greater than the danger posed by the suspect.  Officers did not have opportunities to use spike stripes in 2022. This is most likely because nearly all pursuits were terminated or ended after a very short distance.  Of the 6 pursuits in 2022, two (2) pursuits ended in the capture of the suspect. 0 0 0 4 0 3 0 3 0 0 0 2 2022 Pursuit Ending Page 126 of 241 12 | P a g e Chart 13. Officer Frequency 2022 Observations: For training purposes, it is helpful to monitor the number of pursuits that individual officers initiate. For example, in years past, an officer who initiated far more pursuits than other officers prompted a review of the officer’s practice. It was determined that this officer made a habit of turning on emergency equipment from long distances behind motorists. This possibly instilled confidence in the motorist to flee. After training, the following year when that officer turned on the emergency equipment directly behind the motorists, the frequency of pursuit was significantly reduced. In 2022, of the 6 pursuits, 4 officers initiated one pursuit, and 1 officer initiated two pursuits. 4 1 0 0 0 0 1 PURSUIT 2 PURSUITS 3 PURSUITS 4 PURSUITS 5 PURSUITS 6 PURSUITS 2022 Pursuits Per Officer Page 127 of 241 13 | P a g e Chart 14. Pursuits Involving Collisions 2002-2022 Observations:  In 2022, there were three (3) collisions by suspects and none (0) by an Officer associated with a suspect collision. Injuries were minor in one collision. This was due to a suspect vehicle involved in a rollover by their own actions. This was a single vehicle collision and no one other than the violator, (whose injuries were minor), suffered any injuries.  30% 11% 8% 13% 18% 13% 10% 25% 15%13% 21% 11% 6% 19% 4%5% 13%12%12%11% 50% 0% 10% 20% 30% 40% 50% 60% 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Pursuits Involving Collisions 2002 -2022 Page 128 of 241 14 | P a g e Chart 15. Collisions Vs. High-Speed Pursuits 2002-2022 Observations: This chart depicts a possible correlation between the incidence of collisions and pursuits at speeds greater than 80 MPH, at least for most of the years shown. It is interesting to note that in years 2014- 2017, there were no reported collisions involving speeds over 80 MPH. The minor collisions that did occur were at slower speeds. In 2019, there was only one collision in a pursuit where speeds reached 80 MPH. However, the collision occurred at a slower speed when the suspect collided with two police cars. In 2022, again there were no collisions involved in pursuits with speeds greater than 80 MPH. The one minor injury collision involving a suspect vehicle was at approximately 40 MPH and was caused by the suspect striking a jersey barrier and rolling the vehicle. Even though legislative changes significantly reduced the number of pursuits, officers are still responsible to constantly weigh the risk of the pursuit against the seriousness of the crime involved. This statistic points to the fact that Officers and Sergeants are very cognizant of this and are terminating pursuits appropriately. 0% 10% 20% 30% 40% 50% 60% 70% 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Collision & High Speed Comparison > 80 MPH Collisions Page 129 of 241 15 | P a g e Chart 16. Suspect Gender Chart 17. Suspect Age Chart 18. Suspect Race Observations:  Of the known suspects in 2022 pursuits, all were male. Two suspects were Hispanic while one was African American. One identified suspect was 17 (seventeen), while the other was 28 (twenty-eight)  Not all suspects are identified or captured. Due to the higher probability of pursuits occurring at night, and the fact that most pursuits are terminated, it is difficult for officers to obtain these characteristics. 6 0 MALE FEMALE UNKNOWN Suspect Gender 1 1 4 Suspect Age 0 1 2 0 0 3 WHITE BLACK HISPANIC PACIFIC ISL.ASIAN UNKNOWN Suspect Race Page 130 of 241 16 | P a g e Summary: 1) The number of pursuits in the City of Auburn tends to fluctuate like other crimes reported. 2008-2014 were recorded as low years with averages in the teens. The next five years (2015 - 2019) there was a significant increase in the number of pursuits. 2020 has the second most pursuits recorded in a calendar year, and the highest recorded captures of any prior year. In 2022, however, due to significant legislative actions, discretionary police practices were removed and nearly all incidents of pursuits ceased. To date, there continues to be modifications to police practices and the legislation that governs them. 2) In the years leading up to 2022, the average length of pursuits had drastically declined. This was due to a change in the department pursuit policy of not engaging in pursuits for minor crimes. In addition to this change, this had likely contributed to the increase in the number of pursuits as many suspects are aware of the “No Chase Policy”. Again, in 2022, considerable legislative changes prevented officers from pursuing nearly all violators. However, the distance of the pursuits increased slightly due to the severity of the crimes involved. 3) In terms of what the officers knew at the time each pursuit was initiated, 100% of pursuits in 2022 were initiated for felony violations. 4) The Auburn Police Department has a highly efficient method of capturing pursuit data for subsequent analysis and training. The department should continue evaluating what information should be captured, and how that information should be recorded. 5) There are ongoing discussions pertaining to the modification of the pursuit policy to allow for greater discretion for officers and supervisors on pursuits for crimes that are less severe. There are always underlying reasons why suspects flee from the police. We do not know the extent of the reasons for motorists to flee, such as warrants, weapons violations, and other felonies. As mentioned in #4 (above), the “real” reasons suspects are fleeing should be recorded on those suspects who are captured and are willing to speak. Page 131 of 241 17 | P a g e 6) Supervisors were very involved in monitoring the 2022 pursuits. This year, 3 of 6 pursuits (50%) were terminated by the first line supervisor after approval had initially been given to pursue. Officers have noted several times that they would have pursued under previous legislation and have made the correct decision not to do so . This is commendable for both supervisors and Officers as it shows that they have adjusted to the legislative changes. 7) No pursuit in 2022 fell outside of policy. One instance which was not classified as a pursuit due to the officer’s distance from the violator, was deemed to be out of policy. The involved officer was disciplined for the policy violation. Training For many years, EVOC training consisted of eight hours for each officer, every three years. During the eight hours, the officer received training in the Pursuit Policy, vehicle placement, auto-cross, high speed tactical driving, pursuit scenarios, and the Pursuit Immobilization Technique (PIT). For the past three years, there was a slight change. To capture officer attention, EVOC training was shortened to four hours of intensive high speed, PIT, and scenario-based training. At least one third of all commissioned officers received pursuit driving and pursuit scenario training. (This is approaching 50% of the officers receiving training every other year). The officers also received refresher training in the PIT maneuver. EVOC instructors have the officers continue to perform high speed training and the PIT maneuver until both the officer and instructor are confident that the officer is thoroughly familiar with these techniques. The intent of training at Pacific Raceways is to get more officers through this critical high risk – low frequency training, and on a more frequent basis. This is even more important now that this critical task is less frequent. The EVOC coordinator and several instructors review department pursuits and collisions. A determination is made to consider additional training for the officers that are found to be involved in preventable collisions. There is currently a push to provide basic EVOC training to new recruits to give them this important training prior to annual training in October or November. This is problematic at times as finding a location that will allow the training is challenging. We have been sending our new hires to EVOC training prior to the academy if they are in that period between being hired and attending the academy. Page 132 of 241 18 | P a g e In the event the pursuit policy is modified by legislation, supervisors will prioritize EVOC training during patrol briefings, and ensure that they continue to closely monitor each pursuit. EVOC training will then be tailored to match the existing legislation. Page 133 of 241 Page 134 of 241 1 The purpose of this annual report is to document and summarize all Uses of Force that were completed by Auburn Officers during the 2022 calendar year. This report compares statistics from previous years through 2022, which adds context and helps us identify trends that we can address in future training. The report will compare Use of Force incidents vs. Use of Force Allegations; types of injuries sustained by both suspect and officer; and force used when pre sented with different scenarios (i.e. officer about to be assaulted, suspect fled, etc.). In 2022, Auburn Police Officers responded to 69,072 CAD incidents (72,944 in 2021) and completed 15,412 case reports (15,295 in 2021). Officers made 2343 arrests (2,990 in 2021) with 1768 of those arrestees being booked into SCORE (1067 in 2021) and issued 4,972 infractions/citations (3,820 in 2021). There were 88 incidents where officers were required to use force. Of the 88 incidents there were 133 Use of Force reports completed by officers in 2022 compared to 130 in 2021. Force reports exceed incidents because at times multiple officers used force on one suspect. Of the 88 incidents, there were 43 reported injuries by the suspect. All injuries were photographed and noted and most were minor scrapes, bruises, small lacerations, K-9 contacts, and complaints of pain with no visible injury. It is important to understand that there are times when it takes two or more officers using force on one suspect in order to gain compliance and get the suspect in custody. When that occurs each officer is required to complete a force report which then generates multiple force reports for one incident. Table #1 below depicts the ratios in comparison to the force incidents. Only .11 of subjects contacted resulted in force being used. Table 1 2021 2021 Ratio (83) 2022 2022 Ratio (88) CAD 72,944 1/879 (.11%) 69,072 1/785 (.13%) Cases 15,295 1/184 (.54%) 15,412 1/175 (.57%) Arrests 2,990 1/36 (2.78%) 2,343 1/27 (3.76%) Bookings 1,067 1/13 (7.78%) 1,768 1/20 (4.98%) The above table effectively shows that our officers use de-escalation techniques well. As you can see only 88 subjects out of 69,072 who were contacted, compelled the officer to use force. Table #2 below shows the ratio comparison from 2021 regarding force reports completed. Only .19% of contacts resulted in a use of force report being completed . Table 2 2021 2021 Ratio (130) 2022 2022 Ratio (133) CAD 72,944 1/561 (.18%) 69,072 1/519(.19%) Cases 15,295 1/118 (.85%) 15,412 1/116 (.86%) Arrests 2,990 1/23 (4.3%) 2,343 1/18 (5.68%) Bookings 1,067 1/8 (12%) 1,768 1/13(7.52%) Page 135 of 241 1 USE OF FORCE COMPARISON The Auburn Police Department reports uses of force using an electronic reporting system. If there is any allegation of excessive force, by policy an internal investigation may be ordered by the Chief of Police. The following chart is a snapshot comparison of total excessive force allegations for each year compared to the number of force reports. Force Report Comparison 2019-2022 In 2022, we received 1 allegation of inappropriate and/or excessive applications of force. This incident was investigated and was determined to have been misconduct outside of policy. Table #3 shows there was 1 incident that resulted in an allegation of excessive force. Table #4 then reflects these same numbers in a percentage of allegatio ns compared to force reports which is 0.8 % in 2022. Table 3 Year Use of force reports Excessive Force Allegations Sustained Allegations 2019 214 3 0 2020 231 7 2 2021 130 3 1 2022 133 1 1 Table 4 0% 1% 1% 2% 2% 3% 3% 2019 2020 2021 2022 1% 3.0% 2% 0.8% % Total force Resulting in Complaints 2019-2022 Page 136 of 241 1 Types of Force Used The use of force types listed below are techniques that the officers are trained to use depending on the type of resistance the subjects are exhibiting. Take Down is the most used type of force our officers use which is also the least invasive type of force. VNR is Vascular Neck Restraint which is not considered a “choke hold” and was widely used across the country. VNR is used often in some sporting events such as many martial arts types events. VNR has been a very successful and useful tool for our officers in the past reducing the need for officers to escalate the force incident. In the middle of 2020 the VNR policy was paused and currently can only be used under lethal force considerations. PIT is Pursuit Immobilization Technique which is used during pursuits in an attempt to end the pursuit as quickly as possible in order to reduce potential injury and take the suspect into custody. An Intentional Vehicle Strike is authorized by policy in certain situations which entails the officer striking a suspect vehicle with his/her patrol car at slow speed in order to pin the vehicle so that it cannot continue to flee. Force Types Used in 2022 Table #5 below shows each force type that can be used by an officer, and shows the number of times that particular type of force was used in 2022. Table 5 1 15 0 2 8 15 3 0 1 0 6 0 1 29 1 3 3 7 43 25 1 3 18 0 5 10 15 20 25 30 35 40 45 50 Page 137 of 241 1 Effective vs. Not Effective Not every type of force is always effective , and at times multiple types of force are used on one person during the same incident. Table #6 shows the effectiveness of the types of force and also shows when a force type is ineffective. As you can see officers use verbal skills first quite often, and when that is ineffective the officer is then compelled to use a different type of force. Table 6 0 5 10 15 20 25 30 35 40 45 Effective Not Effective Page 138 of 241 1 Force Used Resulting in Injuries In 2022, injuries were reported by the suspect in 49% of all uses of force. Officers received minor injuries in 15% of the incidents. Injuries to suspects can include abrasions, contact from K9’s, or general complaints of pain. All complaints of injuries are required to be documented and photographed. Officer injuries included bruising, minor punctures, scrapes and scratches. Table #7 and #8 compare these numbers to previous years. Table 7 Total Force Reports Suspects Injured Officers Injured % of total of suspects injured 2019 214 84 31 39% 2020 231 88 35 38% 2021 130 63 19 48% 2022 133 62 18 47% Table 8 5 41 10 69 40 29 9 123 0 10 18 0 46 0 18 17 2 27 0 0 20 40 60 80 100 120 140 Taser Probe Pain Complaint K-9 Cut/Bruise/Scrape Broken bone/Tooth Suspect Injury By Type 2019-2022 2019 2020 2021 2022 Page 139 of 241 1 Time of Day The below tables show the Auburn Police Department’s use of force incidents by time of day. As in previous years documented, the majority of the occasions that officers are compelled to use fo rce occur between the hours of 8:00 PM and 2:00 AM. The last couple years also showed an increase in the late morning between 9:00 AM and 11:00 AM. Table #9 focuses on the year 2022 only and Table #10 compares the times to previous years. Table 9 Table 10 0 2 4 6 8 10 12 14 16 18 0600070008000900100011001200130014001500160017001800190020002100220023002400010002000300040005002022 Incidents By Time of Day 0 3 4 7 7 1 3 4 11 3 8 11 13 14 14 18 12 20 18 12 8 13 1 1274226410158 6 7 14 11 6 11 14 21 19 19 37 14 10 3 2157544 8 13 10 11 3 11 6 11 7 12 15 17 22 9 11 10 7 3104988 4 3 15 6 10 3 6 15 10 7 15 23 23 15 14 7 7 8 1023913 9 2 3 3 5 5 5 1 4 8 7 7 14 6 14 9 4 2 223 7 1 13 5 7 3 10 5 1 4 16 4 11 1 7 4 1 4 3 1 4 1 0 20 40 60 80 100 120 Force Incidents by Time of Day 2017-2022 2022 2021 2020 2019 2018 2017 Page 140 of 241 1 Reason for Use of Force Table #11 below shows the reasons that an officer(s) were compelled to begin to use force resulting in the 133 force reports. Table 11 Officer Assaulted Officer About to be Assaulted Other About to be Assaulted Subject With Weapon Attempting to Escape Refusing Commands Other 2018 13 28 8 2 112 76 11 2019 16 26 4 2 77 76 13 2020 23 21 4 3 92 78 10 2021 9 10 5 8 43 44 10 2022 8 9 4 9 67 30 5 Citizen Resistance During Force Encounter Table #12 below shows the different resistance citizens were giving to an officer during a use of force encounter. Most of the time there are multiple types of resistance provided by a subject during a force encounter. In 2022, there were 408 documented forms of resistance during force encounters. Table 12 Officer Assaulted/Threat to be Assaulted Fighting Stance Other About to be Assaulted Muscular Tension/Pulled Away Subject Trying to Flee Refusing Commands Other 2018 47 27 14 247 117 170 31 2019 48 27 10 268 66 183 21 2020 49 31 10 274 75 173 40 2021 35 23 7 135 44 95 37 2022 31 23 17 135 64 107 29 Page 141 of 241 1 Officer Assessment of Citizen Prior to Force Being Used The below table is what the officer was observing or perceiving of the citizen prior to being compelled to use force. Table 13 0 10 20 30 40 50 60 70 Agitated Alcohol or Drugs Angry Calm Enraged Mental Disorder Out of Control 63 57 25 24 18 9 28 45 30 8 15 9 9 14 54 27 15 16 2 7 11 Officer Assessment 2020 2021 2022 Page 142 of 241 1 Use of Force Demographics Table 14 depicts the race of the citizen the officer(s) were compelled to use force on. These numbers are in relation to 69,072 contacts our officers had in 2022 which resulted in only 133 incidents of force. Table 14 Table 15 depicts the gender of the citizen the officer(s) were compelled to use force on. Table 15 0 20 40 60 80 100 Asian/Pacific Islander Black White Hispanic Native American Other/Unk. 28 38 82 25 8 1118 37 63 21 2 310 38 58 23 4 6 Race -Use of Force 2020 2021 2022 131 45 123 21 116 22 0 20 40 60 80 100 120 140 Male Female Gender -Use of Force 2020 2021 2022 Page 143 of 241 1 Summary It is clear from the review that Auburn Officers contact many subjects throughout the year and make many arrests. New police legislation throughout 2021 significantly impacted/limited circumstances in which officers were allowed to contact and detain suspects. These restrictions were loosened and updated a bit, allowing for more subjects beginning to be detained in 2022. VNR was not used in 2021 or 2022 as a type of force our officers can use except in a deadly force encounter. This may be one reason why officer “Take Downs” remain the highest category for type of force. The most compelling statistics in this review are that the calls for service, arrests, and bookings are high numbers and by percentage the use of force does not occur often. In 2022, only .13% of CAD incidents required force to be used on a subject. Officers continue to receive annual defensive tactics/use of force training, as well as training on de -escalation techniques. This training encompasses classroom, hands-on, and scenario based training. Each Officer has completed the 40 hour Crisis Intervention Training as well as completing yearly refresher training as required. At the start of 2021 we created a Use of Force Committee which is comprised of Commanders and Sergeants who are highly trained in police use of force encounters. We also are now part of the Department of Justice FBI Use of Force database. Uses of force that result in serious bodily injury (as defined by the Department of Justice) or death will be reported in the FBI database. Any use of force that results in great bodily harm (as defined by the Revised Code of Washington), death, or appears to be out of policy, will be reviewed by the Use of Force Committee who will then provide a report to the chief. The goal of the Force Committee is to provide a more detailed analysis , focusing more case by case, than is already done and to analyze force trends in order to enhance training, reduce injuries and ensure our citizens remain prote cted. Page 144 of 241 Page 145 of 241 2 This annual analysis of the CIA (Commendations, Inquiries, and Allegations) investigations provides the administration of the agency and the public we serve a review of agency personnel conduct from an analytical perspective . As outlined in the Auburn Police Department Manual of Standards, the CIA system provides a standardized means of reporting, investigating, and documenting Commendations, Inquiries, Internal Investigations and Collision Reviews. Our Vision Statement calls for us to be a premier agency that is trusted, supported, and respected. Our Mission Statement requires that our department will “Provide professional law enforcement services to our community.” To meet these demands, we must be a disciplined and a well-regulated organization. One method by which to determine our success is to evaluate our CIA process. This report illustrates how well the Auburn Police Department is perceived to be following our Vision and Mission statements, as well as our Manual of Standards. Summary of 2022 In 2022, Auburn Police Officers responded to 69,072 CAD incidents (72,944 in 2021) and completed 15,412 case reports (15,295 in 2021). Officers made 2343 arrests (2,990 in 2021) with 1,768 of those arrestees being booked into SCORE (1,067 in 2021), and issued 4,972 infractions/citations (3,820 in 2021). All of this activity accounts for only a portion of the personal contacts with our community members that are made by our police officers throughout the year. Commendations A Commendation is used to recognize actions or performance by members of the police department who act or perform in a manner that is outstanding or beyond what is normally expected. The Commendation process recognizes employees for Professionalism, Exemplary Job, Exemplary Actions, Life Saving and Heroism. The majority of our commendations come from citizens who took the time to recognize one or more officers due to their exemplary and professional work. These commendations range from officers conducting school speeches, helping someone change a tire or going above and beyond to investigate someone’s case. The Medal of Valor will be awarded to department personnel for acts that meet all of the following conditions. 1. When the act conspicuously displays extreme courage, beyond the normal demands for police service. 2. When failure to take such action would not justify official censure. 3. When substantial risk to their physical safety actually existed and the individual was unquestionably conscious of this imminent threat. 4. When the objective was logically believed to be of sufficient importance to justify the risk taken. Page 146 of 241 3 The Medal of Distinction will be awarded to department personnel for acts which meet all of the following criteria. 1. When personnel manifest courage in the performance of duty under circumstances less than those required for the Medal of Valor. 2. When a risk to the individual’s physical safety actually existed, or when there was reason to believe that such a risk was present. 3. When the act indicated that the individual was conscious of the imminent danger to their personal safety, or when a reasonable and prudent person would normally assume such a danger was present. 4. When the objective was reasonably believed to be of sufficient importance to justify the risk taken. 5. When the individual accomplished the objective, or was prevented from doing so by circumstances beyond his/her control. The Lifesaving Medal shall be awarded to department personnel for acts that meet all of the following criteria. 1. When the acts were personally performed by the officer. 2. When affirmed by competent medical authority, an individual saved a human life or prolonged life beyond the day of extraordinary circumstances. The Merit Medal shall be awarded to department personnel for acts that meet all of the following criteria. 1. When individuals who distinguish themselves by excellence in events which involve tactical action. 2. When the event involves some risk to the individual. The Honorable Tactical De-escalation Medal shall be awarded to department personnel for acts that meet all of the following criteria. 1. When the acts were personally performed by the department member. 2. When the department member utilized exceptional tactical skills or verbal approaches and techniques to de-escalate any deadly force situation resulting in the saving or sustaining of a human life. 3. When the deadly force and de-escalation factors can be independently verified. Page 147 of 241 4 Year Commendations Letter of Commendation Medal of Distinction Life Saving Medal of Valor Medal of Merit Tactical Medal 2019 93 7 0 11 0 4 0 2020 167 16 3 10 0 0 0 2021 124 2 0 7 2 2 1 2022 44 6 0 3 0 0 1 Employee Investigations There are three ways a complaint can be categorized and investigated: Complaint(Supervisor Inquiry), Supervisory Investigation, and Internal Investigation. A Supervisory Investigation involves a complaint made regarding the quality of service delivery. These complaints vary in degree from complaints regarding an employee’s demeanor, tardiness, complaints related to customer service, or the nature of a department practice. This may also be a complaint of a minor policy violation. The employee’s immediate supervisor typically handles this type of complaint, but a commander might also take charge of it. An Internal Investigation involves a complaint of a possible violation of department standards, written directives, City policies or applicable Civil Service Rules. These allegations include, but are not limited to , complaints of bias based policing, excessive force, alleged corruption, insubordination, breach of civil rights, false arrest, and other types of allegations of serious misconduct. In the event that an allegation of criminal misconduct is reported and appears to have merit, a simultaneous criminal investigation will be initiated. Internal Investigations Year CAD Incidents Internal Investigations Inv. With Misconduct Total Employees Emp. With Misconduct 2019 86,062 18 (.02%) 11 17 13 2020 73,998 9 (.01%) 6 9 6 2021 72,944 6 (.008%) 5 7 5 2022 69,072 6 (.009%) 4 4 3 Page 148 of 241 5 Internal Investigations generated by internal and external sources External Sources Internal Sources Total Combined Total Investigations 0 6 6 Sustained Misconduct 0 4 4 In examining the above tables, Internal Investigations generated internally usually resulted in a finding of actual misconduct. The above table shows that both of the Investigations received from internal sources resulted in a finding of misconduct. During these types of investigations, statements, photographs, videos , police reports, and any other potential documentation are examined. The investigation is then forwarded to a supervisory review board to determine findings. Supervisory Investigations Complaints (Supervisory Inquiries) These numbers continue to be very low compared to the amount of contacts with the public. This would appear to indicate that our officers conduct themselves most of the time in a professional manner due to the fact that inquiries are complaints regarding an officer’s demeanor, tardiness, and customer service. (These were labeled as Supervisory Inquiries prior to 2021) Year CAD Incidents Supervisory Investigation Unacceptable Performance Involved Employees Employees with Unacceptable Performance 2021 72,944 10 (.01%) 2 12 2 2022 69,072 9 (.01%) 4 11 5 Year CAD Incidents Supervisory Inv/ Inquiries Inquiries with Unacceptable Performance Involved Employees Employees with Unacceptable Performance 2019 86,062 11 (.01%) 7 12 6 2020 73,998 21 (.03%) 12 21 11 2021 72,944 10 (.01) 2 14 2 2022 69,072 19 (.03%) 3 21 4 Page 149 of 241 6 Allegations The following table depicts the total combined allegations by category for all Supervisor Inquiries, Supervisor Investigations, and Internal Investigations for 2022. It should be noted that Supervisory Investigations and Inquiries can result in findings of Acceptable Performance or Unacceptable Performance, and Internal Investigations can result in findings of Misconduct or No Misconduct, among others. Allegation Total No Misconduct/ Acceptable Performance Misconduct/ Unacceptable performance No Conclusion/ Pending Violation of General Policy 5 0 5 0 Discourtesy 8 7 1 0 Conduct Unbecoming 3 0 3 0 Bias Policing 1 1 0 0 Use of Force 1 0 1 0 Police Procedure Question 9 8 1 0 Care of Department Property 1 0 1 0 De-Escalation Policy 1 1 0 0 Fail to Meet Job Expectations 5 5 0 0 Harassment 2 2 0 0 K9 Policy Violation 1 0 1 0 Neglect of Duty 4 3 1 0 Totals 41 27 14 0 Collisions In 2022, there were 16 collisions involving APD employees. Twelve of the 16 collisions were determined to be preventable on the part of the officer. The median years of service of the officers involved in collisions is 4 and the median age of the officer was 34. Nine of the collisions that occurred were officers who have 5 years or less of service with Auburn PD. The preventable collisions were attributed to officers with a median of 4 years of service. In examining the number of collisions, it is important to note that the department determines a collision to be any time an employee in control of a department vehicle has any contact with another vehicle, objec t, or person. Damage caused by a specific maneuver (PIT, intentional strike, etc.) is not considered a collision under our department policy. The majority of these collisions did not meet the state definition of a reportable collision. In reviewing the 12 collisions which were determined by a Collision Review Board to be preventable, “driver inattention” was apparent in most cases, by either watching for suspects or looking at vehicle equipment inside the car. If the drivers had been more Page 150 of 241 7 attentive, they would not have collided with another vehicle, curb, tree, etc. All 2022 collisions (preventable and non-preventable) are categorized as follows:  8 - Driver Inattention  2 - Improper Backing  4 - Other driver at fault  2 - Poor tactics The below chart depicts the corrective action dispensed to the employees in preventable collisions. Some officers also received additional training where it was appropriate. 19 18 17 16 14 10 8 12 0 5 10 15 20 2019 2020 2021 2022 2018-2022 Collisions Collisions Preventable 0 2 4 6 8 10 12 Coaching Written Reprimand Suspension Dismissal 8 2 0 0 7 1 0 0 11 1 0 0 Collisions Corrective Action 2020 Corrective Action 2021 Corrective Action 2022 Page 151 of 241 8 Actions Taken Internal Investigations The following chart depicts action taken for misconduct, whether from an Internal Investigation, Supervisory Investigation, or Inquiry for each employee involved. Outside Agency Investigations To ensure that our investigations are unbiased, there are times when an outside agency may be asked to investigate serious allegations of misconduct made against agency staff, especially those that may be of a criminal nature. This provides Auburn citizens with confidence and allows for unbiased transparency into actions, activities, and decisions made by the Auburn Police Department. In 2022 there was one allegation of criminal misconduct investigated by the Seattle Police Department and filed with the King County Prosecutors Office. The Officer was charged criminally and terminated after an Internal Investigation. A second criminal investigation was conducted by the Puyallup Police Department for a separate employee and incident. This investigation is still ongoing at the time of this report. Grievances There were no grievances of Internal Investigations during 2022. 0 5 10 15 Coaching Written Reprimand Suspension Demotion No Conclusion Dismissal 12 5 1 0 0 0 2 2 2 0 1 0 10 1 2 0 1 1 Combined Discipline (Internals and inquiries) 2020 2021 2022 Page 152 of 241 9 Conclusion A review of the frequency of incidents for 2022 regarding alleged misconduct by employees of the Auburn Police Department does not appear to raise any specific concerns. The number of allegations and found misconduct when compared to the actual number of contacts Auburn Police Officers encounter each year is extremely low. This illustrates and confirms that we take all complaints seriously and train our employees regularly, and when necessary, use corrective action depending on the severity of the allegation. Page 153 of 241 AUBURN VALUES SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Auburn Police Department AUBURN POLICE DEPARTMENT 2022 ANNUAL CIA REVIEW Page 154 of 241 AUBURN POLICE DEPARTMENT AUBURN VALUES SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION DAVE COLGLAZIER INSPECTIONAL SERVICES COMMANDER DCOLGLAZIER@AUBURNWA.GOV 253-804-3125 Page 155 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION COMMENDATIONS Year Commendations Letter of Commendation Medal of Distinction Life Saving Medal of Valor Medal of Merit Tactical Medal 2019 93 7 0 11 0 4 0 2020 167 16 3 10 0 0 0 2021 124 2 0 7 2 2 1 2022 44 6 0 3 0 0 1 Page 156 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION INTERNAL INVESTIGATIONS Year CAD Incidents Internal Investigations Inv. With Misconduct Total Employees Emp. With Misconduct 2019 86,062 18 (.02%)11 17 13 2020 73,998 9 (.01%)6 9 6 2021 72,944 6 (.008%)5 7 5 2022 69,072 6 (.009%)4 4 3 Page 157 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION INTERNAL INVESTIGATIONS Internal Investigations generated by internal and external sources External Sources Internal Sources Total Combined Total Investigations 0 6 6 Sustained Misconduct 0 4 4 Page 158 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Supervisory Investigations SUPERVISORY INVESTIGATIONS Year CAD Incidents Supervisory Inv/ Inquiries Inquiries with Unacceptable Performance Involved Employees Employees with Unacceptable Performance 2019 86,062 11 (.01%)7 12 6 2020 73,998 21 (.03%)12 21 11 2021 72,944 10 (.01)2 14 2 2022 69,072 19 (.03%)3 21 4 Page 159 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION The following table depicts the total combined allegations by category for all Supervisor Investigations and Internal Investigations for 2022. It should be noted that Supervisor Investigations can result in findings of Acceptable Performance or Unacceptable Performance, and Internal Investigations can result in findings of Misconduct or No Misconduct, among others. ALLEGATIONS Allegation Total No Misconduct/ Acceptable Performance Misconduct/ Unacceptable performance No Conclusion/ Pending Violation of General Policy 5 0 5 0 Discourtesy 8 7 1 0 Conduct Unbecoming 3 0 3 0 Bias Policing 1 1 0 0 Use of Force 1 0 1 0 Police Procedure Question 9 8 1 0 Care of Department Property 1 0 1 0 De-Escalation Policy 1 1 0 0 Fail to Meet Job Expectations 5 5 0 0 Harassment 2 2 0 0 K9 Policy Violation 1 0 1 0 Neglect of Duty 4 3 1 0 Totals 41 27 14 0 Page 160 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION COLLISIONS •8 -Driver Inattention •2 -Improper Backing •4 -Other driver at fault •2 -Poor tactics Page 161 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION The below chart depicts the corrective action dispensed to the employees in preventable collisions. Some officers also received additional training where it was appropriate. COLLISIONS CONT. 0 2 4 6 8 10 12 Coaching Written Reprimand Suspension Dismissal 8 2 0 0 7 1 0 0 11 1 0 0 Collisions Corrective Action 2020 Corrective Action 2021 Corrective Action 2022 Page 162 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION COMBINED DISCIPLINE Actions Taken Internal Investigations The following chart depicts action taken for misconduct, whether from an Internal Investigation or Supervisory Investigation, for each employee involved. Page 163 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION To ensure that our investigations are unbiased, there are times when an outside agency may be asked to investigate serious allegations of misconduct made against agency staff, especially those that may be of a criminal nature. This provides Auburn citizens with confidence and allows for unbiased transparency into actions, activities, and decisions made by the Auburn Police Department. In 2022 there was one allegation of criminal misconduct investigated by the Seattle Police Department and filed with the King County Prosecutors Office. The Officer was charged criminally and terminated after an Internal Investigation. A second criminal investigation was conducted by the Puyallup Police Department for a separate employee and incident. This investigation is still ongoing at the time of this report. OUTSIDE AGENCY INVESTIGATIONS Page 164 of 241 AUBURN VALUES SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Auburn Police Department 2022 ANNUAL USE OF FORCE REVIEW Page 165 of 241 AUBURN POLICE DEPARTMENT AUBURN VALUES SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION DAVE COLGLAZIER INSPECTIONAL SERVICES COMMANDER DCOLGLAZIER@AUBURNWA.GOV 253-804-3125 Page 166 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION It is important to understand that there are times when it takes two or more officers using force on one suspect in order to gain compliance and get the suspect in custody. When that occurs each officer is required to complete a force report which then generates multiple force reports for one incident. Table #1 below depicts the ratios in comparison to the force incidents. CONTACTS VS USE OF FORCE INCIDENTS Only .11 of subjects contacted resulted in force being used. Table 1 2021 2021 Ratio (83) 2022 2022 Ratio (88) CAD 72,944 1/879 (.11%)69,072 1/785 (.13%) Cases 15,295 1/184 (.54%)15,412 1/175 (.57%) Arrests 2,990 1/36 (2.78%)2,343 1/27 (3.76%) Bookings 1,067 1/13 (7.78%)1,768 1/20 (4.98%) Page 167 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION CONTACTS VS USE OF FORCE INCIDENTS Table #2 below shows the ratio comparison from 2021 regarding force reports completed. Only .19%of contacts resulted in a use of force report being completed. Table 2 2021 2021 Ratio (130) 2022 2022 Ratio (133) CAD 72,944 1/561 (.18%)69,072 1/519(.19%) Cases 15,295 1/118 (.85%)15,412 1/116 (.86%) Arrests 2,990 1/23 (4.3%)2,343 1/18 (5.68%) Bookings 1,067 1/8 (12%)1,768 1/13(7.52%) Page 168 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION FORCE COMPLAINTS Force Report Comparison 2019-2022In2022,we received 1 allegation of inappropriate and/or excessive applications of force.Thisincidentwasinvestigatedandwasdeterminedtohavebeenmisconductoutsideofpolicy.Table#3 shows there was 1 incident that resulted in an allegation of excessive force.Table #4 thenreflectsthesesamenumbersinapercentageofallegationscomparedtoforcereportswhichis0.8 %in 2022. Year Use of force reports Excessive Force Allegations Sustained Allegations 2019 214 3 0 2020 231 7 2 2021 130 3 1 2022 133 1 1 0% 1% 2% 3% 2019 2020 2021 2022 1% 3.0% 2% 0.8% % Total force Resulting in Complaints Page 169 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION FORCE TYPES Force Types Used in 2022 Table below shows each force type that can be used by an officer, and shows the number of times that particular type of force was used in 2022. Page 170 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION EFFECTIVE VS NOT EFFECTIVE 0 5 10 15 20 25 30 35 40 45 Effective Not Effective Page 171 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION FORCE RESULTING IN INJURY Total Force Reports Suspects Injured Officers Injured % of total of suspects injured 2019 214 84 31 39% 2020 231 88 35 38% 2021 130 63 19 48% 2022 133 62 18 47% Page 172 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION FORCE RESULTING IN INJURY CONT. 5 41 10 69 40 29 9 123 0 10 18 0 46 0 18 17 2 27 00 20 40 60 80 100 120 140 Taser Probe Pain Complaint K-9 Cut/Bruise/Scrape Broken bone/Tooth Suspect Injury By Type 2019-2022 2019 2020 2021 2022 Page 173 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION TIME OF DAY 0 2 4 6 8 10 12 14 16 18 0600070008000900100011001200130014001500160017001800190020002100220023002400010002000300040005002022 Incidents By Time of Day Page 174 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION TIME OF DAY CONT. 0 3 4 7 7 1 3 4 11 3 8 11 13 14 14 18 12 20 18 12 8 13 1 1274226 4 10 15 8 6 7 14 11 6 11 14 21 19 19 37 14 10 3 215754 4 8 13 10 11 3 11 6 11 7 12 15 17 22 9 11 10 7 3104988 4 3 15 6 10 3 6 15 10 7 15 23 23 15 14 7 7 8 102 3 9 13 9 2 3 3 5 5 5 1 4 8 7 7 14 6 14 9 4 2 223 7 1 13 5 7 3 10 5 1 4 16 4 11 1 7 4 1 4 3 1 4 1 0 20 40 60 80 100 120 Force Incidents by Time of Day 2017-2022 2022 2021 2020 2019 2018 2017 Page 175 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION REASON FOR FORCE Officer Assaulted Officer About to be Assaulted Other About to be Assaulted Subject With Weapon Attempting to Escape Refusing Commands Other 2018 13 28 8 2 112 76 11 2019 16 26 4 2 77 76 13 2020 23 21 4 3 92 78 10 2021 9 10 5 8 43 44 10 2022 8 9 4 9 67 30 5 Page 176 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION RESISTANCE DURING FORCE ENCOUNTER Officer Assaulted/Threat to be Assaulted Fighting Stance Other About to be Assaulted Muscular Tension/Pulled Away Subject Trying to Flee Refusing Commands Other 2018 47 27 14 247 117 170 31 2019 48 27 10 268 66 183 21 2020 49 31 10 274 75 173 40 2021 35 23 7 135 44 95 37 2022 31 23 17 135 64 107 29 Page 177 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION Officer Assessment of Citizen Prior to Force Being Used The below table is what the officer was observing or perceiving of the citizen prior to being compelled to use force. OFFICER ASSESSMENT PRIOR TO FORCE 0 10 20 30 40 50 60 70 Agitated Alcohol or Drugs Angry Calm Enraged Mental Disorder Out of Control 63 57 25 24 18 9 28 45 30 8 15 9 9 14 54 27 15 16 2 7 11 Officer Assessment 2020 2021 2022 Page 178 of 241 SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION USE OF FORCE DEMOGRAPHICS 0 20 40 60 80 100 Asian/Pacific Islander Black White Hispanic Native American Other/Unk. 28 38 82 25 8 1118 37 63 21 2 310 38 58 23 4 6 Race -Use of Force 2020 2021 2022 131 45 123 21 116 22 0 20 40 60 80 100 120 140 Male Female Gender -Use of Force 2020 2021 2022 Page 179 of 241 2022 Annual Report AUBURN POLICE DEPARTMENT Page 180 of 241 VISION To be a premier law enforcement agency that is trusted, supported and respected. MISSION To provide professional law enforcement services to our community. CORE VALUES COURAGE Bravely standing up to danger and adversity HONOR Serving a noble purpose, we hold this profession in high esteem INTEGRITY Our decisions and actions are based on trust and honesty PROFESSIONALISM Our sense of duty to conduct ourselves to the highest level of competence and character Page 181 of 241 Welcome to the Auburn Police Departments 2022 Annual Report! This report is intended to provide an overview of the department and provide statistical information related to our activities. For additional information, I encourage you to visit us at our website, auburnwa.gov, or follow us on social media, including Facebook, Twitter, and Instagram. Ĵñ²ĴÊÕÕčļñÕË²ĴÕõčİÕËÕčļŘÕ²İĴʞļñõĴŖ²Ĵ²čĔļñÕİŘÕ²İĔêĴõëčõţË²čļËñ²čëÕ ŖõļñõčļñÕÑÕĭ²İļČÕčļʣEčÑŁĴļİŘŖõÑÕĴļ²êţčëõĴĴŁÕĴËĔčļõčŁÕļĔÊÕ²Ëñ²ĆĆÕčëÕêĔİ ŁĴ²čÑĴŁİİĔŁčÑõčëËĔČČŁčõļõÕĴʣEčɿɽɿɿʞŖÕŖÕĆËĔČÕÑɾʃčÕŖĔêţËÕİĴ²čÑʂčĔčʴ commissioned staff. Our staff have done an exceptional job as we worked through various redeployments of personnel to meet the needs of our community. As Auburn’s Chief of Police, I am proud of the dedication and hard work from our Ĵļ²êê²ĴŖÕŖĔİăļĔÊŁõĆÑÊ²ËăļĔĔŁİ²ŁļñĔİõşÕÑĴļ²êţčëĆÕŕÕĆĴʣEļİÕČ²õčĴĔŁİ mission to deliver professional policing to our community. To help address the needs of the community, we have continued to work with regional partners, local business groups, the Police Advisory Committee, among others to focus our resources on the areas that will have the greatest impact. Although we enjoy the support of the Mayor and City Council, without the continued support of our community, we would not be successful as an agency. We will continue to do our very best to meet the needs of the community and do so with a professional and dedicated staff. If you are interested in a career in law enforcement, please visit teamapd.com. Mark Caillier Chief of Police Auburn Police Department MESSAGE FROM CHIEF MARK CAILLIER o our community. nity, we have s, local business among others will have the yor and port of sful as an best to o so with Page 182 of 241 4 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT ASSISTANT CHIEF BETZ Assistant Chief Sam Betz has been with the Auburn Police Department since 2006. He started as a Patrol Officer and began working a Narcotic Detection K-9 in 2010. Sam became a member of the Valley SWAT team in 2011. Sam then rotated to the Investigations Division in 2012 and worked as a Special Investigations Detective while also working as a K-9 handler and a SWAT team member. Sam has experience as a member of the Auburn Crime Scene Team, President of the Auburn Police Officer’s Association and as an executive board member for both the Auburn Police Officer’s Guild during his time as an Officer and Detective. Sam was promoted to Sergeant in 2013 and worked in Patrol and Major Crimes. As a Sergeant, Sam continued his time on SWAT and was elevated to a Team Leader position for the regional team. Sam also served on the Sergeant’s Association executive board. Sam was promoted to Commander in 2020 and served in the Patrol Division and as the Inspectional Services Commander. As a Commander, Sam was able to oversee the development of Patrol, SWAT, School Resource Officers, Bicycle Officers and the Traffic Unit. As a Commander, Sam acted as the overall Commander for Valley SWAT prior to his promotion to Assistant Chief in December 2021. Sam is a graduate of the Leadership Institute of South Puget Sound and Leadership in Police Organizations. Sam has obtained certifications as a Handgun Instructor, Less Lethal Impact Munitions Instructor, De-Escalation Instructor, Force Science and Active Shooter Instructor (NTOA). Sam is a member of NTOA and IACP. Sam graduated from Azusa Pacific University with a degree in Biblical Studies and is currently working toward his Masters in Organizational Leadership with Gonzaga University. ADMINISTRATIVE ASSISTANTS Kerri Scranton started with the Police Department in September 2019 and Leslie Corey in October 2018. They are responsible for providing direct support to Chief Mark Caillier and Assistant Chief Sam Betz, as well as the department’s Command Staff. They have a variety of duties that span from payroll, purchasing training and travel and all responsibilities associated with administrative assistance to the department. Kathy Divelbiss began her career 20 plus years ago with the Auburn Police Department and is the investigations Administrative Assistant. She reports to the Investigations Commander. KERRI SCRANTON LESLIE COREY KATHY DIVELBISS Page 183 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 5 TABLE OF CONTENTS MESSAGE FROM CHIEF MARK CAILLIER .............................................3 ASSISTANT CHIEF BETZ 4 ADMINISTRATIVE ASSISTANTS 4 ORGANIZATIONAL CHART 7 INSPECTIONAL SERVICES ..................................................................8 PATROL DIVISION ...............................................................................11 PATROL SERGEANTS 13 TRAFFIC UNIT 16 RESPONSE TIMES 18 CALLS FOR SERVICE 19 2022 CRIME STATISTICS 20 PERSON CRIMES 20 PROPERTY CRIMES 20 TOTAL ARRESTED PERSONS 21 INVESTIGATION DIVISION ..................................................................22 ALL FELONY INVESTIGATIONS CASES ASSIGNED 24 MAJOR CRIMES, PROPERTY CRIMES, AND SIU 25 PROPERTY CRIMES UNIT 25 SPECIAL INVESTIGATIONS UNIT 25 EVIDENCE ROOM 26 ADMINISTRATIVE DIVISION ................................................................27 VOLUNTEER PROGRAM 28 TRAINING HOURS 29 TOTAL TRAINING HOURS 29 CRT 30 RECORDS DIVISION ............................................................................31 PROCESSED REQUESTS 32 PUBLIC RECORDS REQUESTS 32 SPECIALTY UNITS ...............................................................................33 SWAT TEAM 33 HONOR GUARD 34 K-9 UNITS 34 CIVIL DISTURBANCE UNIT (CDU) 34 ANIMAL CONTROL 35 MUCKLESHOOT OFFICER 35 FALSE ALARMS ..................................................................................36 Page 184 of 241 6 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT Auburn, Washington, is a vibrant city located in King County, in the beautiful Pacific Northwest region of the United States. Situated between Seattle and Tacoma, Auburn is known for its natural beauty, rich history, and diverse community. Auburn is a thriving suburban community with a population of over 80,000 residents. The city offers a mix of residential neighborhoods, commercial centers, and recreational areas. Auburn’s location along the Green and White rivers provides picturesque landscapes and opportunities for outdoor activities like hiking, fishing, and boating. Notably, the Auburn Police Department holds state accreditation with WASPC and operates with a dedicated team of 139 employees. We are steadfast in our commitment to fostering the professional growth of our officers through a comprehensive range of training opportunities, including those conducted at our outdoor firearms range, as well as mentorship programs and the chance to shadow detectives and explore other specialized areas. Our utmost priority is to ensure that the Auburn community feels embraced and secure under our watchful care. Page 185 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 7 ORGANIZATIONAL CHART 140 TOTAL PERSONNEL CHIEF OF POLICE Mark Caillier INSPECTIONAL SERVICES Grant/PIO - 1 Commander ASSISTANT POLICE CHIEF Sam Betz 2 ADMINISTRATIVE ASSISTANTS PUBLIC INFORMATION OFFICER Kolby Crossley PATROL COMMANDER NORTH SECTOR DAY SHIFT A 1 Sergeant 8 Officers EARLY SWING SHIFT A 1 Sergeant 3 Officers 1 K9 LATE SWING SHIFT A 1 Sergeant 7 Officers GRAVEYARD SHIFT A 1 Sergeant 8 Officers 1 Generalist K9 Officer SCHOOL RESOURCE OFFICER 3 Officers PATROL COMMANDER SOUTH SECTOR DAY SHIFT B 1 Sergeant 8 Officers EARLY SWING SHIFT B 1 Sergeant 4 Officers LATE SWING SHIFT B 1 Sergeant 7 Officers 1 Supernumerary GRAVEYARD SHIFT B 1 Sergeant 8 Officers 1 Generalist K-9 Officer MALL OFFICER 2 Officers INVESTIGATIONS COMMANDER 1 Administrative Assistant MAJOR CRIMES 1 Sergeant 8 Detectives PROPERTY CRIMES 1 Sergeant 6 Detectives 2 Evidence Techs SPECIAL INVESTIGATIONS UNIT 1 Sergeant | 5 Detectives REGIONAL TASK FORCE 1 TNET 1 VNET 1 Patrol TF CRIME/STATISTICAL ANALYSIS 1 Analyst ACCREDITATION/ TRAINING 1 Officer CONTRACT POSITIONS 1 MIT 1 CJTC TRAFFIC UNIT 1 Sergeant 5 Traffic Officers 2 Parking Officers COMMUNITY SERVICES 1 Sergeant 4 CRT/4 Bikes 2 Animal Control VOLUNTEER PROGRAM RECORDS DIVISION 1 Records Manager 2 Supervisors 8 Specialists ADMINISTRATIVE SERVICES COMMANDER COMMISSIONED STAFF: 119 1 CHIEF OF POLICE 1 ASSISTANT CHIEF 5 COMMANDERS 13 SERGEANTS 56 PATROL OFFICERS 21 DETECTIVES 5 TRAFFIC OFFICERS 11 ADMIN COMM PRGS. 5 SPECIAL OPERATIONS 1 SUPERNUMERARY NON-COMMISSIONED STAFF: 21 1 RECORDS MANAGER 2 POLICE SERVICE SUPERVISORS 8 POLICE SERVICE SPECIALISTS 2 EVIDENCE/PROPERTY TECHNICIANS 2 PARKING ENFORCEMENT OFFICERS 3 ADMINISTRATIVE ASSISTANTS 2 ANIMAL CONTROL OFFICER 1 CRIME ANALYST Page 186 of 241 8 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT INSPECTIONAL SERVICES Commander Dave Colglazier leads Inspectional Services. This department is responsible for managing commendations and allegations of misconduct. The Inspectional Services Commander is also responsible for staff inspections. The Inspectional Services Commander reports directly to the Chief. Commendations, Inquiries and Allegations of Misconduct (CIA) investigations are designed to allow the agency to look at our department from the eyes of our community members. To meet these demands, we must be a disciplined and well-regulated organization. The report on the next page illustrates how well the Auburn Police Department is perceived to be following our Vision and Mission statements, as well as our stated Manual of Standards. Page 187 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 9 In 2022, Auburn Police Officers responded to 69,072 Computer Aided Dispatch (CAD) incidents and completed 5,412 case reports. Officers made 2,343 arrests, with 1,768 of those arrestees being booked into the SCORE Jail, and officers issued 8,110 infractions/ citations. All of this activity accounts for only a portion of the personal contacts with our community members that are made by our police officers throughout the year. As outlined in the Auburn Police Department Manual of Standards (MOS), the CIA system provides a uniform means of reporting, investigating, and documenting Commendations, Inquiries, Allegations of Misconduct and Collision Reviews. A Commendation is used to recognize actions or performances by members of the police department who act or perform in a manner that is outstanding or beyond what is normally expected. The Commendation process recognizes employees for Professionalism, Exemplary Job, Exemplary Actions, Life Saving and Heroism. During 2022, there were 54 commendations awarded to a total of 86 employees. The commendations included 3 Life Saving Medals (awarded to 4 employees), 6 Letters of Commendation (awarded to 11 employees), and 1 Tactical Medal (awarded to 13 employees). A Supervisory Inquiry involves a complaint made regarding the quality of service delivery. These complaints vary in degrees from regarding an employee’s demeanor, tardiness, related to customer service, or the nature of a department practice. The employee’s immediate supervisor typically handles this type of complaint. At times, the outcome of the inquiry will be forwarded to the Inspectional Services office, but many times it is not. If an employee has multiple service delivery complaints where the conduct has been determined to be unacceptable then the complaint may be handled and documented as an Internal Investigation. An Internal Investigation involves a complaint of a possible violation of department standards, written directive, City policy or applicable Civil Service Rules. These allegations include, but are not limited to, complaints of bias based profiling, excessive force, alleged corruption, insubordination, breach of civil rights, false arrest, and other types of allegations of serious misconduct. INSPECTIONAL SERVICES COMMANDER DAVE COLGLAZIER Commander Dave Colglazier has over 29 years of law enforcement experience. Along with his duties as the Inspectional Services Commander, he is the Commander over Drones, VIIT, and Peer Support. Dave has a BA in Psychology from the University of Washington. He has attended the Leadership Institute of South Puget Sound and the Leadership in Police Organization program. Page 188 of 241 10 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT PUBLIC INFORMATION OFFICER KOLBY CROSSLEY Kolby received his degree in Communications from Washington State University then moved to Bozeman, Montana where he got his first job as a reporter. From there, he took a position in Colorado Springs to become the new morning reporter for WAKE UP COLORADO. Kolby is originally from Odessa, Washington. As someone with prior media experience he can best assist our media outlets to get the information they need while working on their stories. Kolby manages all public outreach and media relations for the Department, oversees the content for APD social media accounts and assists in all aspects of community engagement. Below are the 2021 Investigations and Findings: No. of Investigations 6 No. of Employees Investigated 6 Findings of Misconduct 4 A Collision Review is conducted whenever an Auburn Police Department employee is involved in a collision while the employee is the driver and on duty, or in a city-owned vehicle while driven by a police department employee. Below are the results of collision investigations: No. of Collisions 16 Determined Preventable 12 The number of sustained allegations compared to the number of contacts that employees make every year is extremely low. The Auburn Police Department works diligently to maintain an open environment where our community members can freely tell us when they are pleased or dissatisfied with our performance. When we receive Commendations, Inquiries, Allegations of Misconduct or an officer is involved in a collision we thoroughly investigate the incident to determine the merit and appropriate response. Although there is always room for improvement, we believe it can be concluded that we have been successful in fulfilling our Mission and Vision statements and have been providing the utmost in quality law enforcement service to our community. 5,412 Case Reports 2,343 Arrests 8,110 Infractions/Citations Page 189 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 11 PATROL DIVISION The Patrol Division is the Department’s largest division. In 2022, Commanders Byers and Adams led a staff of 8 Patrol Sergeants, 1 Traffic Sergeant, 55 Patrol Officers, 5 Motor Officers, 3 K-9 Officers, 4 Bicycle Officers, 2 Mall Officers, 3 School Resource Officers, 2 Animal Control Officers and 2 Parking Enforcement Officers. The Division is primarily responsible for handling 911 calls for service, traffic enforcement, as well as pro-active crime prevention in the City. Page 190 of 241 12 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT NORTH SECTOR COMMANDER TODD BYERS Commander Byers started his law enforcement career in 1987 when he became a Police Officer for the City of Las Cruces, NM. He transferred to the Auburn Police Department in November 1996. While working in the Patrol Division, Byers became a Field Training Officer in 1998 and trained several Officers for the Department. Byers moved to the Traffic Division as a motorcycle Officer and worked in that capacity until early 2000. In 2000, Sergeant Byers became a TAC Officer at the Washington Criminal Justice Training Commission and remained there until 2003 when he returned to the Auburn Police Department Traffic unit. Byers rotated back to the Patrol Division in January 2014 and was promoted to the rank of Sergeant in 2019. Todd has a Bachelor of Science in Criminal Justice from New Mexico State University. SOUTH SECTOR COMMANDER CRISTIAN ADAMS Commander Adams began his career with the Auburn Police Department November 21, 2005. He has served as a Detective, Defensive Tactics Instructor and Field Training Officer during those 12 years. He was promoted to Sergeant in July of 2017, becoming the first and only minority to join the supervision ranks of the history of the police department. He was promoted to Commander on February 1, 2021 where he is currently assigned to the patrol division. He has been Commander for the Civil Disturbance Unit and Filed Training Officer Program. He is currently the Commander for Unit Hostage Negotiation Team and Defensive Tactics. Commander Adams is a Co-chair for the Police Advisory Committee and a member of the City of Auburn Diversity, Equity and Inclusion team. Commander Adams holds a Bachelor of Arts in Law, Society and Justice from the University of Washington where he was a member for the track team specializing in the 400 meters and 1600 meter relay. Page 191 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 13 PATROL SERGEANTS Patrol Sergeants supervise a shift of officers and are responsible for developing strategies to address on-going crime and related concerns in their respective districts. BRIAN ANDERSON DAY SHIFT A | 8 OFFICERS Sergeant Brian Anderson has been with the Auburn Police Department since July of 2007. As a Patrol Officer he was a member of the Crime Scene Response Team, Auburn Police Firearms Staff and the Valley SWAT Team. In 2015 he was assigned as a member of the CRT unit in admin services, after that three year assignment he spent a short time back in the patrol division as a temporary Sgt and then was selected for a Detective Division assigned to the property Crimes unit. Brian was promoted to Sergeant in May of 2021 and assigned to the Patrol Division. DAVID LIND EARLY SWING SHIFT A | 3 OFFICERS, 1 K-9 OFFICER Sergeant Lind began his career with the Auburn Police Department on July 14th, 2007. He has served the residents of Auburn as a Patrol Officer, Property Crimes Detective, Major Crimes Detective, Explorer Advisor and Peer Support Officer. Additionally, from January 2013 through October 2020, Sergeant Lind was assigned to the Valley SWAT Team as an Entry Team Member and Explosive Breacher. Sergeant Lind eventually took on the role of Assistant Team Leader for Valley SWAT until his promotion to Sergeant on October 1st, 2020. Outside of work, Sergeant Lind is passionate about fitness and spending time with his wife and two children. Page 192 of 241 14 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT TYLER CHRISTIAN DAY SHIFT B | 8 OFFICERS Tyler Christian was hired by the Auburn Police Department in June, 2002 and currently holds the rank of Sergeant. Sgt Christian is currently assigned to our Training / Administrative Services division. He currently overseas our training program for all commissioned and non-commissioned staff alike and manages the administrative duties necessitated by law, accreditation standards and record keeping. He is also the department’s lead firearms instructor and Range Master. Tyler’s other assignments have included Patrol, Civil Disturbance Team, SWAT, Special Investigations Unit, Firearms Instructor and department armorer. He holds numerous instructor certifications from firearms to martial arts and has been able to share his knowledge and expertise in certain aspects of law enforcement on both a regional and national stage. He has completed numerous leadership schools to include Northwestern University Staff and Command College, South Puget Sound Leadership Institute, Leadership in Police Organizations, SWAT Team Leader and he holds a BA in Criminal Justice Administration from Columbia Southern University. JAMES FRITH EARLY SWING SHIFT B | 4 OFFICERS Sergeant Frith has been with the Auburn Police Department since 1997. Before joining the department, he served in the United States Army. In addition to working patrol, James was a member of the Honor Guard, the Civil Disturbance Unit and the Valley SWAT Team. He also served as a Narcotics Detective with the Special Investigations Unit and as a Field Training Officer. Sergeant Frith was promoted in 2010 and has been assigned to Patrol, Property Crimes, and Major Crimes. James is also a Defensive Tactics Instructor and an Emergency Vehicle Operations Instructor. Sergeant Frith holds a Bachelor’s Degree from Central Washington University. He completed the IACP Leadership in Police Organizations course, and is a graduate of the Northwestern University School of Police Staff and Command class #422. Sgt. Frith is ABLE trained (Active Bystander for Law Enforcement). Page 193 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 15 CHRIS BOLDMAN LATE SWING SHIFT B | 7 OFFICERS Sergeant Boldman has been with the Auburn Police Department since 2012. Before joining the department, he received his Bachelor of Arts Degree in Psychology from Seattle Pacific University. Sergeant Boldman has previously served as a Field Training Officer and an executive member of the Auburn Police Officers Guild. He has also served as a detective assigned to property crimes and the Puget Sound Auto Theft Task Force. TYSON LUCE GRAVE SHIFT B | 8 OFFICERS, 1 K-9 OFFICER Sergeant Luce has been with the Auburn Police Department since 2013. As a Patrol Officer he was a member of the Crime Scene Response Team, Crime Scene Photographer, Vice President of the Auburn Police Officer’s Association, and Auburn Police Guild Executive Board. In 2017, he was assigned to the Traffic Unit as a Motorcycle Officer. Tyson is a Collision Reconstructionist, Traffic Investigator, Emergency Vehicle Operations Course (EVOC) Instructor, Pursuit Immobilization Technique (PIT) Instructor, and a member of the Auburn Police Sergeant’s Association Executive Board. Tyson was promoted to Sergeant in 2021 and assigned to the Patrol Division. Page 194 of 241 16 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT TRAFFIC SERGEANT JAMES HOPPER After graduating from North Thurston High School, Sergeant James Hopper served in the United States Army for five years as an intelligence analyst and Arabic linguist. After military service, he earned a BS degree from Regents College (Albany, NY). He attended graduate school at Loyola College, Baltimore, MD, earning an M.Ed. in School Counseling. He worked in public schools for 10 years and began his police career in 2008. Since that time, James has been a bicycle officer, field training officer, property crimes detective, and master police officer. He has been an active member of the Valley Civil Disturbance Unit, participating in annual trainings and crowd control events, such as Seattle’s May Day protests. James was promoted to the rank of Sergeant in June 2016. Since being promoted, he worked as a patrol sergeant, was a detective sergeant, and presently is assigned as the Traffic Sergeant. In March 2022 Sergeant Hopper completed Motors School and now rides a police motorcycle as part of his duties. TRAFFIC UNIT The primary responsibility of the traffic officers is traffic enforcement and collision investigations, with the goal of improving driving behavior in the City. Auburn PD investigated 2,564 traffic collisions in 2022. Page 195 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 17 2,564 Investigated Traffic Collisions 2,928 Parking Tickets Parking Control Officers include Suzie Conner and Ron Reardon. Their primary responsibility is to enforce the parking ordinances of Auburn and respond to abandoned vehicle complaints. In 2022, the Auburn Police Department wrote 2,928 parking tickets in the City of Auburn. Traffic Unit Officers include Derek Anderson, Patrick Douglas, and Mike Mabis, supervised by Sergeant James Hopper. Derek, Patrick and Mike have all achieved the highest levels of certification as Collision Reconstructionists and are recognized experts this field. Page 196 of 241 18 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT RESPONSE TIMES DEFINITION OF RESPONSE TIMES PRIORITY RATINGS PRI 1 = Highest priority, confirmed hazard which could result in extensive loss of life or property PRI 2 = Minimal hazard with considerably less potential for loss of life or property PRI 3 = Low hazard, non-life threatening PRI 4 = Police reports or cold callsRESPONSE TIME (MINUTES)Page 197 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 19 CALLS FOR SERVICE Computer Aided Dispatch (CAD) calls for service have decreased over the past 5 years. Auburn police received 69,072 calls in 2022. Pushing online reporting, which was updated in 2020, has helped lead to decrease in calls. Page 198 of 241 20 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT 2022 CRIME STATISTICS PERSON CRIMES PROPERTY CRIMES Larceny accounted for the largest number of reported property crimes in 2022. Larceny is defined as theft, which includes crimes like theft from vehicle, shoplifting, a bicycle being stolen, etc. Vehicle theft continues to be a hot topic for every agency, the prosecutor’s office, and the legislature. Page 199 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 21 TOTAL ARRESTED PERSONS Page 200 of 241 22 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT INVESTIGATION DIVISION INVESTIGATIONS COMMANDER SHAUN FEERO Commander Shaun Feero has been with the Auburn Police Department since 2007. Commander Feero graduated from American Military University with a Master of Arts degree in Criminal Justice and additionally received a Graduate Certificate in Executive Law Enforcement Leadership at AMU after attaining undergraduate degrees from Portland State University and the Community College of the Air Force. Commander Feero spent time on the Crime Scene Team, Valley SWAT Team, Valley Civil Disturbance Unit, Field Training Officer, Firearms Instructor, Bicycle Unit, and was recognized as a Mater Police Officer (MPO) in 2016. Commander Feero worked as a Patrol Sergeant, Major Crimes Sergeant, and was a team leader on the Valley Civil Disturbance Unit (VCDU). He is currently the APD Valley Independent Investigations Team (VIIT) Commander, VCDU Commander, Honor Guard Commander, and is responsible for the APD firearms program and drone program. Additionally, Commander Feero is Auburn PD’s Military Liaison, providing resources to veterans and keeping the APD administration appraised of current reserve and guard commitments. Commander Feero is a Senior Master Sergeant (SMSgt) serving in the Air Force Reserve as an Operations Superintendent in the 446th Security Forces Squadron at Joint Base Lewis-McChord. 6 DETECTIVES 1 TASK FORCE DETECTIVE PROPERTY CRIMES 1 SERGEANT INVESTIGATIONS COMMANDER 1 SIU SERGEANT 5 DETECTIVES 2 TASK FORCE DETECTIVES 1 INVESTIGATIONS SECRETARY 2 EVIDENCE TECHNICIANS 1 CRIME ANALYST MAJOR CRIMES 1 SERGEANT 8 DETECTIVES Page 201 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 23 PROPERTY CRIMES SERGEANT JOSH MATT Sergeant Josh Matt started his career as a patrol officer with the Auburn Police Department in March of 2007. While in patrol he was part of the Crime Scene Response Team, Valley Civil Disturbance Unit, and was a Field Training Officer. In 2013 Sergeant Matt was assigned to the property crimes unit as a detective specializing in burglary and arson investigations. In 2015 he moved to the major crimes unit and became a part of the Valley Investigations Team. In 2017 Josh was assigned to investigate cold-case homicides and long-term missing persons cases. Sergeant Matt was selected to receive training to be a certified fitness instructor and provides support to officers in fitness and nutrition. Sergeant Matt holds a bachelor’s degree in Sociology from the University of Washington. Josh has been a life-long Auburn resident and is proud to raise his family in the community. MAJOR CRIMES SERGEANT ANDY CLAPP Sergeant Andrew Clapp graduated from Seattle University with a Bachelor of Arts degree in Humanities and a Bachelor of Arts in Criminal Justice. Andrew was hired by the Auburn Police Department in 1996 as a Police Service Specialist. In 2000, Andrew became a commissioned Auburn Police Officer. Andrew became an FTO, joined the Crime Scene Team and became an instructor of the Emergency Vehicle Operations Course (EVOC). Andrew is also part of the Peer Support Team, providing emotional support to all members of the Department. Andrew was the Property Crimes Sergeant from 2018 to 2022. Currently, Andrew is the Major Crimes Sergeant where he is responsible for the RSO Program, VIIT, death investigations and missing person cases. SUI SERGEANT BRANDON SKEEN Sergeant Skeen has been with the Auburn Police Department since 2008. Before joining the department, he was active-duty Army for 4.5 years as a combat medic and completed one deployment to Iraq in 2007. Brandon has been a field training officer, Auburn Police Guild Executive Board member, master police officer, and member of the Valley Regional SWAT Team. In August 2018, Brandon was promoted to the rank of sergeant with the Auburn PD. Brandon holds a Bachelor’s degree in Criminal Justice from Southern New Hampshire University. Page 202 of 241 24 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT ALL FELONY INVESTIGATIONS CASES ASSIGNED The Investigations Division remained very busy in 2022. All felony cases are assigned to a detective for review whether or not there is actual suspect information. Page 203 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 25 MAJOR CRIMES, PROPERTY CRIMES, AND SIU PROPERTY CRIMES UNIT The Property Crimes Unit investigates the crimes of auto theft, felony theft, burglary, fraud, and forgery. SPECIAL INVESTIGATIONS UNIT The Special Investigations Unit is responsible for investigating drug and vice complaints as well as directed enforcement for specific problems. Page 204 of 241 26 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT EVIDENCE ROOM The evidence room is staffed by evidence technicians Lisa Davies and Beth Bergeon who are responsible for the proper storage, disposal, and destruction of all the evidence and property taken into custody by the Auburn Police Department. The evidence technicians received 6,253 items in 2022 and destroyed approximately 2,695 items. EVIDENCE TECHNICIAN BETH BERGEON EVIDENCE TECHNICIAN BETH BERGEON 6,253 Items Received 2,695 Items Destroyed Page 205 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 27 ADMINISTRATIVE DIVISION ADMINISTRATIVE SERVICES COMMANDER MIKE HIRMAN Commander Mike Hirman came to the Auburn Police Department in 1992 after serving as a Special Agent with the US Army CID Command. Mike was a patrol officer and a detective until 1997 when he was promoted to Sergeant. He was assigned to patrol and then as the Major Crimes Sergeant until 1999 when he was promoted to the rank of Commander. Since 1999, Mike served as Commander of the following divisions: Patrol, Investigations, Administrative Services, Inspectional Services, and as the Jail Commander. Throughout these assignments, Mike assumed roles as SWAT Commander, Emergency Vehicle Operations Course Coordinator, overall Valley Independent Investigations Team Commander, and department Emergency Management Commander, among others. In late 2021, after a department restructure, in addition to his Administrative Services duties, Mike also assumed the Records Division, Bicycle Unit, Animal Control, Parking and the Traffic Unit. Mike earned his Master’s degree in Administrative Leadership from the University of Oklahoma and a Bachelor’s degree in Criminal Justice and Business Management from Metropolitan State University of Denver. He is a graduate of the 235th session of the FBI National Academy. Throughout his tenure, Mike has served on several local boards, is actively involved in the Washington State Special Olympics. He also enjoys sailing and is an avid runner. ADMINISTRATIVE SERVICES COMMANDER ACCREDITATION/TRAINING 1 OFFICER RECORDS DIVISION 2 SUPERVISORS 8 SPECIALISTS VOLUNTEER PROGRAM TRAFFIC UNIT 1 SERGEANT 5 TRAFFIC OFFICERS 2 PARKING OFFICERS CONTRACT POSITIONS 1 MIT 1 CJTC COMMUNITY SERVICES 1 SERGEANT 4 CRT / 4 BIKES 2 ANIMAL CONTROL Page 206 of 241 28 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT COMMUNITY PROGRAMS COMMANDER CHRIS BURGER Commander Burger was hired by the Auburn Police Department on 07/30/2007. Commander Burger has served as a Patrol Officer, Field Training Officer, Defensive Tactics Instructor, Emergency Vehicle Operations Instructor, Taser Instructor, Explorer Advisor, Crime Scene Response Team member, Drone Pilot, and a Major Crimes Detective. Commander Burger was promoted on February 1st, 2020 to the rank of Sergeant. During his time as a Sergeant, Commander Burger was responsible for the Side B Day Shift Patrol crew. Most recently, as a Sergeant, Commander Burger had the pleasure of leading the Community Response Team, Bicycle Patrol Unit, Animal Control Officers, and MIT Officer. On February 1, 2023, he was promoted to the rank of Commander, assigned to the Patrol Division. TRAINING ACCREDITATION OFFICER DOUG KOCH Officer Koch began his law enforcement career with the Auburn Police Department in 1989 and has over 31 years of law enforcement experience. Officer Koch has served as a Patrol Officer, Field Training Officer, Firearms Instructor and Armorer. He holds a Bachelor’s Degree in Criminal Justice from Washington State University. In his current assignment as the Community Services Officer and Accreditations Manager he maintains the accreditations files with WASPC, oversees the police volunteer program, attends career and recruitment fairs, assists with the Citizen’s Academy and organizes police department events held outside of the department. VOLUNTEER PROGRAM The Auburn Police Volunteer Program remained very vibrant and supportive in 2021. 25 volunteers contributed 586.5 hours throughout the year supporting numerous community program events, as well as many of the above listed Citizens on Patrol missions. The Citizens on Patrol (COP) division of the volunteer program drove 814 miles in 2021. Page 207 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 29 TRAINING HOURS Training by the different divisions in 2022 was comprehensive. All commissioned staff are tasked to achieve a minimum of 30 training hours per year. Non-commissioned staff receive a minimum of 20 hours per year. The patrol hours also include training provided to new recruits at the State Basic Law Enforcement Academy and post academy training. TOTAL TRAINING HOURS Page 208 of 241 30 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT CRT OFFICER STEPHANIE BENNETT CRT OFFICER AARON WILLIAMS CRT OFFICER APRIL STEINMAN CRT OFFICER CHRIS MAST CRT The Community Response Team is a significant resource within the police department to problem solve issues that arise within the city. Problem solving and reducing crime is addressed through tracking all rental properties throughout the city and taking an active role in enforcing the Multi-housing ordinance. CRT Officers review police activity through reports and crime analysis to identify on-going difficulties and coordinate efforts utilizing all city, county and state resources. CRT Officers make every effort to initiate contacts in the city through community meetings and Blockwatch efforts. CRT Officers perform a slightly different role from officers in the Patrol Division, as they are able to be more pro-active in their duties. They are, however, in uniforms and assigned patrol vehicles. CRT Officers are visible in the community and take an enforcement role to address problems that are identified and will work with the Patrol Division in a collaborative effort. Page 209 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 31 RECORDS DIVISION The Records Division consists of a commander, 2 supervisors, and 8 specialists. The Records Division processed over 15,618 police reports in 2022 and is responsible for records retention along with providing statistical data for the National Incident-Based Reporting System (NIBRS). In addition, they processed 1,980 warrants, 1,828 court mandated orders, and 4,380 records requests. They administered 1,394 concealed pistol licenses, 3,019 firearm transfers, and 12 dealer licenses. RECORDS SUPERVISOR STEPHANIE JENKINS RECORDS SUPERVISOR TRACEY CARTER 1,980 Processed Warrants 4,380 Records Requests Page 210 of 241 32 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT PUBLIC RECORDS REQUESTS Gathering information for Public record requests has become a large part of the Records Division duties. PROCESSED REQUESTS In addition to the 15,618 case reports, the Records Division processed thousands of citations, infractions, arrest warrants and protections orders. Page 211 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 33 SWAT TEAM The SWAT team trains three times a month and completes a team training week every year. The team was called out to execute 45 actual missions during 2022. Auburn is part of Valley SWAT, comprised of the cities of Auburn, Kent, Renton, Tukwila, Federal Way, Des Moines, and the Port of Seattle. SPECIALTY UNITS The Auburn Police Department supported the City and greater law enforcement community with a variety of well trained and equipped specialty units. They include, but are not limited to, the following: • SWAT team • Crime Scene Response Team •Bicycle Unit • Crisis Communications Unit (CCU – Hostage Negotiator) • Civil Disturbance Unit (CDU – Riot Control) • Honor Guard •K-9 Officers • VIT - Valley Investigations Team (Officer Involved Incident) Page 212 of 241 34 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT HONOR GUARD The Auburn Police Honor Guard performs in numerous community events such as : • Auburn Days Parade • Veterans Day Parade • Officer’s Funerals K-9 UNITS The Auburn Police Department has three K-9 Units. All are generalists (tracking dogs). CIVIL DISTURBANCE UNIT (CDU) The Auburn Police Department is part of the Valley Civil Disturbance Unit (VCDU). Auburn partners with the other valley agencies; Federal Way, Renton, Kent, Tukwila and the Port of Seattle. As a team we provide a well trained and equipped civil disturbance/civil disobedience response for South King County. Page 213 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 35 MIT OFFIVER ANDY GOULD ANIMAL CONTROL OFFICER RAY PECKHAM ANIMAL CONTROL OFFICER NICHOLACE SORENSON MUCKLESHOOT OFFICER The Auburn Police Department continues a positive relationship with the Muckleshoot Indian Tribe with its law enforcement partnership. The department has an officer assigned full time as the Muckleshoot Indian Tribe Officer who acts as a liaison between the Auburn Police, the Tribe and the King County Sheriff’s Office Muckleshoot Detachment. Officer Andy Gould has been the department’s MIT liaison officer since September 9, 2018. Officer Gould is primarily responsible for incidents involving tribal members inside the city limits, but also assists the King County Deputies outside the city limits with Muckleshoot related matters. Some of his daily responsibilities include working with the King County Deputies on joint projects, as well as interacting with the Muckleshoot Tribal Council, Child and Family Services, Elder Services, Security, Code Enforcement, and Housing. Officer Gould’s office is located in the Muckleshoot Community building at Auburn Way S and Fir St SE. ANIMAL CONTROL Animal services in the City of Auburn are provided by the Auburn Police Department’s Animal Control officers. If you are experiencing a life-threatening animal-related emergency, call 911. For non- emergency animal control service, please call 253-931-3062 or the non-emergency police line at 253-288-2121. The Animal Control Officers respond to the following requests: • Vicious animal complaints • Animal complaints/bites • Disruptive animals • Injured wildlife • Injured animal rescues • Dead-on-arrival livestock/cats/dogs • Police department calls for assistance • Loose livestock on roadways • Aggressive or sick animal pickup • Animal cruelty investigations • Wildlife in the living area of a home 1,835 Calls Calls include impounds, self-initiated contacts, citations & infractions, and warnings. Page 214 of 241 36 | AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT FALSE ALARMS Scarce resources combined with an increased demand for services make responding to false alarms an extreme burden for public safety agencies. Non-critical calls for service, such as false alarms, decrease the amount of time officers spend responding to true emergencies and reduce the number of staff available for crime prevention. Without effectively managing false alarms, the number of false alarms continues to increase every year. With the comprehensive false alarm ordinance in place by the City of Auburn, our officers are freed to spend more time proactively patrolling their districts. Page 215 of 241 AUBURN POLICE DEPARTMENT 2022 ANNUAL REPORT | 37Page 216 of 241 THE AUBURN POLICE DEPARTMENT IS A STATE ACCREDITED AGENCY The Auburn Police Department is actively looking for volunteers. If you are interested in being a part of our volunteer program please visit our website at www.auburnwa.gov/police AUBURN POLICE DEPARTMENT 340 East Main Street, Suite 201 Auburn, Washington 98002 LOBBY Services 24 hours a day BUSINESS OFFICE Monday-Friday | 9am-5pm Saturday | 9am-12pm Sunday & Holidays | Closed KING COUNTY DISTRICT COURT South Division 340 E Main Street, Suite 101 Auburn, Washington 98002 206-477-0480 Page 217 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: Street Racing Presentation (Caillier/Comeau) (10 Minutes) Date: June 7, 2023 Department: Police Department/Legal Attachments: Pres entation Budget Impact: Administrativ e Recommendation: For discussion only. Background for Motion: Background Summary: This presentation is to provide an overview of street racing laws in Auburn. Rev iewed by Council Committees: Councilmember:Mulenga Staff:Caillier/Comeau Meeting Date:June 12, 2023 Item Number: Page 218 of 241 STREET RACING LAWS AND ENFORCEMENT Harry Boesche ❖Deputy City Attorney Mark Caillier ❖Chief of Police Page 219 of 241 The purpose of this presentation is to provide the Council with information regarding current and upcoming laws related to illegal vehicle street racing activity STREET RACING Page 220 of 241 What laws regulate illegal street racing ? State law —RCW 46.61.530 : No person or persons may race any motor vehicle or motor vehicles upon any public highway of this state. Any person or persons who willfully compare or contest relative speeds by operation of one or more motor vehicles shall be guilty of racing Applies whether or not vehicle speed exceeds the maximum speed prescribed by law City has adopted this law into its code in ACC 9.02.110.B STREET RACING Page 221 of 241 City laws —ACC 9.86 : Attending unlawful vehicle races prohibited (ACC 9.86.070) City “no racing zones” established (ACC 9.86.050) Court authorized to issue S tay O ut of A reas of R acing (SOAR) orders that prohibit entering City no racing zones (ACC 9.86.040) STREET RACING Page 222 of 241 City no racing zones (ACC 9.86.050 ): ▪1400 -5000 Blocks of B St. NW (to 277th); ▪4400-5000 Blocks of D St. NW & Frontage Rd. NE (to 277th); ▪1500-2000 Blocks of Pike St. NW; ▪3700 -4000 Blocks of “I” St. NW; ▪Lake Tapps Pkwy. from Old Man Thomas Rd. to E. Valley Hwy.; ▪Foster Ave. SE, from 55th Ave. SE to the north terminus; ▪15th Street SW, from “C” St. SW to W. Valley Hwy.; ▪Riverview Drive NE, from 14th Street NE to 22nd Street NE Zones include adjoining property in these areas if used for racing/race attendance (sidewalks, parking areas) STREET RACING Page 223 of 241 Penalties for street racing : RCW 46.61.530 —racing is a gross misdemeanor statewide ▪Maximum penalty of 364 days in jail and/or $5,000 fine ▪30 day loss of driver’s license Additional ACC 9.86 penalties : ▪Attending an unlawful race to support or observe it is a misdemeanor (90 days jail / $1k fine maximum) ▪Violating a court issued SOAR order is a gross misdemeanor (364 days jail / $5k maximum) STREET RACING Page 224 of 241 SB 5606 —New Law effective 1/1/24 Adds new RCW sections and amends RCW 46.61.530 related to street racing Includes “drifting” within racing definition (defined as intentional vehicle oversteering that causes traction loss) Adds crime of aiding/abetting racing (penalties = to state law racing) Police can impound vehicles used in racing, even if no racing charge or conviction. If vehicle owner has prior racing conviction, vehicle can be forfeited STREET RACING Page 225 of 241 Auburn PD engages with surrounding jurisdictions to provide enforcement Regional information sharing with LE partners regarding street racing organizers, various racing groups, social media postings Earlier this month, we began to coordinate with cities on the Pierce County side of Auburn Preparing media campaign related to both enforcement and dangers related to street racing REGIONAL ENFORCEMENT Page 226 of 241 QUESTIONS? STREET RACING Page 227 of 241 AGENDA BILL APPROVAL FORM Agenda Subject: Community Court Update (Comeau) (10 Minutes) Date: June 7, 2023 Department: Legal Attachments: Presentation Budget Impact: Administrativ e Recommendation: For discussion only. Background for Motion: Background Summary: Annual update to Council provided by the City Attorney's Office, to solicit input regarding Community Court Operations and to provide updated information about improvements and program operations. Rev iewed by Council Committees: Councilmember:Mulenga Staff:Comeau Meeting Date:June 12, 2023 Item Number: Page 228 of 241 Auburn Community Court Page 229 of 241 Auburn Community Court Our Why •Community safety •Accountability paired with compassion Page 230 of 241 Auburn Community Court YEAR GRADUATES NEW CRIMINAL CHARGE 2021 1 0 2022 13 1 2023 11 0 TOTAL 25 1 Recidivism in Numbers Page 231 of 241 Auburn Community Court Our How •Evidence-Based Model Approach •Target Behaviors •Compliance Monitoring •Rewards and Sanctions Page 232 of 241 Auburn Community Court Evidence-Based Model Approach •Assessment •Treatment •Deterrence •Procedural Justice •Collaboration Page 233 of 241 Auburn Community Court Target Behaviors for Community Court BEGINNING OF COMMUNITY COURT •Attend court •Schedule/attend SUD/MH assessment •Honesty about relapse/use MIDDLE OF COMMUNITY COURT •Engaged in treatment •Showing insight/initiative •Working on preventative health care END OF COMMUNITY COURT •Sobriety •Maintenance phase or completion of treatment •Education/employment Page 234 of 241 Auburn Community Court Compliance Monitoring •Weekly Treatment Reports –UA results –Classes attendance –Mental Health Counseling –Report from counselor –Medicated Assisted Treatment (MAT) •Other Obligations –Make appointments –Stay in touch with navigator/community court coordinator –Completed work crew, community service, work shadowing –Healing & Restorative Circles Page 235 of 241 Auburn Community Court Rewards and Sanctions •Rewards –Rocket Docket –Praises –Gift cards •Sanctions –Revocation –Strict compliance –Reflection Journals –Behavior Adjustment Classes –One-on-one meetings and check in with CCC Page 236 of 241 Auburn Community Court Our Story •Auburn Community Court in Numbers •Our Participants and Graduates •Our Providers and Partners Page 237 of 241 Auburn Community Court Auburn Community Court Numbers •182 invited to participate •12 active participants •8 pending opt-in •25 graduates •6 revoked •18 participants have received permanent housing –11 HASP & HEN voucher (Section 8) –2 clean and sober housing –5 transitioned to family/relative housing Page 238 of 241 Auburn Community Court Camia graduated from Auburn Community Court. In a heart-felt letter, Camia credits community court with giving her the “extra push” she needed to “get clean” and into outpatient treatment. “I am so needed to “get clean” and into outpatient treatment. “I am so happy I participated in this program; it has changed me and my life for the better,” she says. Community Court helps participants, like Tina (picture above), with successfully securing Section 8 HASP (housing access and services program) vouchers. Nicolas and his family participated in a healing circle where a trained facilitator provided a space for them to examen their past conflict, find ways to restore and heal, and a roadmap to forgiveness. This has been a positive experience not only for Nicolas, but for his children, spouse, and our community. Our Participants & Graduates Page 239 of 241 Auburn Community Court Our Partners and Providers SIH provides a complete spectrum of treatment for substance use disorder including MAT, counselling, psychiatric services and primary care services. Auburn Community Court recently partnered with New Connections of South King County, where they aim to empower justice-involved Youth and Adults to restore Families and Heal Communities. One of the ways New Connections brings healing to communities is by hosting Healing Circles, which are now being implemented at Auburn Community Court to incorporate more elements of restorative justice. NW CM focuses on cultivating racial justice through proactive reinforcement of policies, practices, attitudes, and actions. Producing equitable access to treatment and opportunities for Black and Brown leaders and young people by strengthening our impacted communities to collective success. Page 240 of 241 Auburn Community Court What is next for Auburn Community Court •In-custody (jail) referrals Page 241 of 241