HomeMy WebLinkAbout03-25-2024 AgendaCity Council Study Session P W C D S FA
March 25, 2024 - 5:30 P M
City Hall Council Chambers
A GE NDA
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I .C A L L TO O R D E R
A .P UB L I C PA RT I C I PAT I O N
P ublic P articipation
The A uburn City Council Study Session Meeting scheduled for Monday, March 25,
2024 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: 253 205 0468
Toll F ree: 888 475 4499
Zoom: https://us06web.zoom.us/j/88665727648
B .Roll Call
I I .A G E ND A MO D I F I C AT I O NS
I I I .A NNO UNC E ME NT S , R E P O RT S , A ND P R E S E NTAT I O NS
A .R E D I Report Out
I 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 .B riefing - P arks P lan (F aber) (20 Minutes)
B .B riefing - P ermitting and Decision Making (K rum) (20 Minutes)
C.B riefing - Facility Master Plan (Gaub) (20 Minutes)
D.Ordinance No. 6933 (Krum) (5 Minutes)
A n Ordinance amending Title 2 of the Auburn City Code formalizing the creation of the
City of Auburn Department of I nnovation and Technology
Page 1 of 197
E .Ordinance No. 6934 (Krum) (5 Minutes)
A n Ordinance amending Title 2 of the Auburn City Code formalizing the creation of the
City of Auburn Office of Equity
F.Ordinance No. 6935 (Krum) (5 Minutes)
A n Ordinance amending Title 2 of the Auburn City Code formalizing the creation of the
City of Auburn Department of Human Services
G.2023 C D B G C A P E R Report Out (Krum) (15 Minutes)
V.P UB L I C W O R K S A ND C O MMUNI T Y D E V E L O P ME NT D I S C US S I O N I T E MS
A .Ordinance No. 6939 (Gaub) (10 Minutes)
A n Ordinance granting Ziply Fiber P acific, L L C D B A Z iply F iber, A Delaware L imited
L iability Company, A Franchise for W ireline Telecommunications
V 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 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Briefing - Parks Plan (Faber) (20 Minutes)
Date:
March 20, 2024
Department:
Parks, Arts, & Recreation
Attachments:
Presentation
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
E ach City and County in Washington State is required to have a Parks, Recreation and
Open Space Plan (P R O S Plan) as an element of the agencies Comprehensive Plan.
Auburn Parks, Arts and Recreation staff is in the process of updating our existing plan.
The new 2024 plan is based on an extensive public outreach process that:
Creates a vision for Auburn’s parks system to meet the needs of the community.
Inventories parks, arts, recreation, and trails facilities, and identify needs and trends.
Establishes goals, objectives, recommendations, and actions.
Identifies service levels, costs and funding options including a parks impact fee.
Recommends implementation strategies including phasing, partnerships, and others.
The P R O S plan allows us to be eligible for state grants through the Washington S tate
Recreation and Conservation (R C O) Office. I t also supports other C ity plans and budgets by
helping prioritize projects and programs consistent with the community’s vision, service
standards and funding.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Daryl Faber
Meeting Date:March 25, 2024 Item Number:
Page 3 of 197
Page 4 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdateWhat is the PROS Plan? The PROS plan provides a:- Vision -Inventory- Goals & Objectives- Identify Short & Long-Term Projects- Funding Strategies One element of the City’s overall Comprehensive PlanRequired document to be eligible for State and Federal grantsPage 5 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdatePublic outreach to solicit input and feedback- City-wide online surveys – text & map-based- E-blasts to 34,000 subscribers w/12,000 opened- Social media postings to promote survey - Signage with QR code to survey in EVERY park- Surveys available in 7 languages- 619 survey responsesPage 6 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdateCreates a vision for the Parks system and needs of the community- Site-specific and system-wide planning- Operational and maintenance planning- Equipment and capital replacement - Address accessibility and equityPage 7 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdateInventory of parks, recreation, trails, and open space facilities- Review existing trends and conditions - Assessment of sites; current amenity inventory, and future needs & opportunities- Conduct an inventory and analysis of recreation, arts, & events programmingPage 8 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdateEstablishes goals, objectives, recommendations and actions- Guide decisions about the parks, arts, and recreation facilities, programs, and servicesPage 9 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdateIdentifies service levels, costs, and funding options- Identify Levels of Service (LOS)- Provides framework for County, State, and Federal grants (projects must be identified in the PROS Plan)- Provides basis for Park Impact FeesPage 10 of 197
City of Auburn Parks,Recreation & Open Space (PROS) Plan UpdateRecommends implementation strategies- Outlines 6 and 20-year capital plans- Recommends funding for capital, maintenance and property acquisition- Monitor capital project progression Page 11 of 197
QUESTIONS?Page 12 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Briefing - Permitting and Decision Making (Krum) (20 Minutes)
Date:
March 20, 2024
Department:
Community Development
Attachments:
Permitting and Licensing Pres entation
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Community Development and Public Works issue several thousand permit decisions each
year. Of those several thousand there are about 100 different types of permits and land use
decisions. Some decisions are rendered administratively by staff and others by the City’s
Hearing Examiner. All decisions include an appeal process that allows for further
consideration of any final decision. This presentation is designed to familiarize City Council
with the various types of decisions and their associated procedures.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Jason Krum
Meeting Date:March 25, 2024 Item Number:
Page 13 of 197
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
COMMUNITY DEVELOPMENT
PERMIT AND LAND USE
DECISIONS
JASON KRUM , ACTING DIRECTOR
STEVEN STURZA , ACTING ASSISTANT DIRECTOR
ALEXANDRIA D.TEAGUE , PLANNING S. MANAGER
CITY COUNCIL STUDY SESSION
MARCH 25, 2024
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering
Permit Center ⚫Economic Development ⚫ Code Enforcement
Page 14 of 197
PERMITS AND LAND USE DECISIONS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Pre-Application • Final Short Plat • Restricted Parking Zone • FAC
Building • Mechanical • Plumbing • Deviation •Special Exception
Floodplain Development •Design Review •Preliminary Short Plat
Fire • Boundary Line Adjustment •Parking • Planned Unit Development
Temporary Use • Addition • Preliminary Plat •Alteration • Grading
Administrative Use • Hydrant • Comprehensive Plan Amendment
Rezone •Final Plat •Storm • Business License • Hydrant • Sign
Pet License•Tenant Improvement • Boundary Line Elimination
Construction •Miscellaneous •Administrative Use • Demolition •Sewer
Variance • Conditional Use • Stock Plan • Home Occupation
Shoreline •Street Deferral Request • SEPA • Zoning Certification Letter
Adult Family Home • Water • Backflow •Critical Areas • Solar
Zoning Code Amendment • Backflow • Special Exception • Change of Use
Wireless Communication Facility • Binding Site Plan
Landscape Plan Revision • Façade Improvement • Noise Exemption
Page 15 of 197
ACC 14.03 Types of Permits
Type I –Administrative and not
subject to SEPA Environmental
Review
Type II –Administrative but
subject to SEPA Environmental
Review
Type III –Quasi -judicial
decisions made by the Hearing
Examiner (w/ staff
recommendation)
Type IV –Quasi -judicial
decisions made by City Council
(w/ Hearing Examiner
recommendation)
GOVERNING CITY CODE –TITLE 14 PROJECT REVIEW
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 16 of 197
Type I:
Building
Mechanical & Plumbing
Grading
Construction
Utility
Home Occupation
Final Subdivision
TYPE I DECISIONS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Process:
Staff review project
proposal against city
code regulations and
issue decision
No public notification
/hearing requirements
Limited staff discretion
(e.g. if you meet the code
requirements the city
issues the approval)
Page 17 of 197
Type II:
All Type I decisions that
also require SEPA
review
TYPE II DECISIONS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Process:
Staff review project
proposal against city
code regulations and
issue decision
Public notice is
required; 14 day
comment period
City code grants staff
discretion and ability to
issue conditions
Page 18 of 197
ACC 14.13.030 Decisions
▪Certain types of Temporary Use Permits
▪Substantial Shoreline Development Permits
▪Variances
▪Special Home Occupations
▪Preliminary Subdivision
▪Conditional Use Permits
Public Notification required during project review
City staff reviews the project for compliance with city code
City staff prepares a staff report and recommendation
City staff transmits to Hearing Examiner who holds public
hearing and then renders a decision
TYPE III DECISIONS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 19 of 197
ACC 14.13.010 Administrative Appeals
▪Must be filed within 14 days of the notice of decision
▪Appeals on multiple decisions related to same project must be consolidated
and is subject one hearing
Chapter 2.46 ACC –Hearing Examiner
▪Administrative appeals go before the Hearing Examiner
▪Hearing Examiner schedules and holds a hearing
▪Hearing Examiner is appointed by Mayor and confirmed by City Council
▪Hearing Examiner is an attorney or other expert in land use matters
ACC 2.46.160 Appeal of Final Decisions
▪Hearing Examiner decisions may be appealed to Superior Court
TYPE I AND II DECISION –APPEALS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 20 of 197
Site Specific Rezones
City staff reviews the project for compliance with city code
City staff prepares a staff report and recommendation
City staff transmits to City Council following a public hearing
and recommendation from Hearing Examiner
TYPE IV DECISIONS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 21 of 197
De-politicize permit and land use decisions.
Reduce the risk of the city making decisions outside the
boundaries of the adopted laws.
Adds impartial authority when interpreting and applying city
code.
Adds legal expertise to the application of city codes and the
issuance of permit decisions.
PURPOSE OF HEARING EXAMINER ROLE
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 22 of 197
Questions?
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Page 23 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Briefing - Facility Master Plan (Gaub) (20 Minutes)
Date:
March 15, 2024
Department:
Public Works
Attachments:
Presentation
Res olution No. 5595
Facility Mas ter Plan Document
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The purpose of this discussion is to brief C ouncil on the F acility Master P lan that was adopted
by the City Council on May 3, 2021 under Resolution No. 5595. T his briefing will discuss the
intent of the F acility Master P lan and the improvements identif ied for P olice facilities, Parks
Maintenance facilities and Public Works Maintenance facilities.
The Facilities Master Plan project conducted a planning level effort, with the assistance of a
consultant, to identify and develop conceptual solutions and alternatives for future City facility
needs. The evaluation included an analysis of the potential staffing needs, provided the
preferred land usage, and building needs for the 20 year planning period of 2021-2041,
through a joint collaborative effort with Parks Maintenance & Operations, Public Works
Maintenance & Operations, Police, and Departments located at City Hall/Annex. The adopted
plan also identified a phasing approach to the completion of the identified improvements and
a potential financing plan.
In addition, the plan identified a minimum funding level for facility re-investment to ensure the
City’s facilities are maintained to provide for the City’s needs into the future.
Attached is Resolution No. 5595 and the Facility Master Plan document for reference.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Ingrid Gaub
Meeting Date:March 25, 2024 Item Number:
Page 24 of 197
Page 25 of 197
City Council Briefing
March 25, 2024
AUBURN
FACILITY NEEDS STUDY AND MASTER PLAN
Page 26 of 197
Multi Departmental Study conducted between 2019 and 2021
Resolution 5595 adopted Facility Master Plan - May 3, 2021
Plan identifies and addresses the facility needs for:
•City Hall/City Hall Annex
•Parks Maintenance and Operations
•Public Works Maintenance and Operations
•Police
Plan also identifies the needs for facility maintenance investments
FACILITY MASTER PLAN HISTORY
Page 27 of 197
•Create welcoming, safe spaces that
improve service and connect to community
•Address issues and improve efficiency
•Understand how facilities needs impact
funding priorities
•Recommend cost-effective investments to
support Auburn into the future
•Create a plan that is compelling,
achievable, and supported
PROJECT GOALS
Auburn Facilities Master Plan 3
Page 28 of 197
MAJOR FINDINGS &
RECOMMENDATIONS
Page 29 of 197
•Justice Center is cramped and unable to
accommodate growth
•Facility is insufficient with unusable space
due to seismic upgrades
•Shortage of support space (locker rooms,
workout area)
•Undersized evidence storage and armory
•Inadequate parking and security
ISSUE SUMMARY
POLICE & COURT
5Auburn Facilities Master Plan
Page 30 of 197
•Inadequately sized and configured crew
support spaces
•Not enough warehouse and shop space
•Limited covered storage for high-value
equipment and vehicles
•Aging facilities and site that require
increased maintenance and do not
support growth
•Limited capacity to service parks in
northeast Auburn
ISSUE SUMMARY
MAINTENANCE & OPERATIONS
6
Google Maps
Auburn Facilities Master Plan
Page 31 of 197
POLICE
•Renovating the Justice Center is not a 50-year solution
•A future location near Les Gove Park or in downtown is ideal
MAINTENANCE & OPERATIONS (M&O)
•Leverage current properties to support Public Works and Parks M&O
•Parks M&O needs a northeast platform to serve new parks as they are developed
ADMINISTRATIVE
•Admin needs are less pressing relative to Police and M&O
•Improve space use and complete City Hall condition assessment to target investments
and extend service life
ALTERNATIVES ANALYSIS FINDINGS
7Auburn Facilities Master Plan
Page 32 of 197
FINAL RECOMMENDATIONS
8Auburn Facilities Master Plan
POLICE
•~$10 M Evidence on new property; JC renovation
•~$48 M future HQ project (timed as funding allows)
MAINTENANCE & OPERATIONS
•~$24 M HQ investment
•~$6 M Parks M&O satellites at Game Farm Park and
Jacobsen Tree Farm
ADMINISTRATIVE
•Invest in Annex and City Hall to extend service life;
revisit in ~15 years
Renovated NewRounded estimates in 2024$, does not include CFP or long-term projects
Page 33 of 197
•The City spent an average of $450,000 annually on maintenance between 2009-2018
•This is about 50% of the industry standard benchmark
FACILITIES MAINTENANCE
9Auburn Facilities Master Plan
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Industry standard based on overall facilities square footage and uses the City/County Government facilities rate in “Operations and Maintenance Benchmarks” (International Facility Management
Association, 2017)
INDUSTRY STANDARD
MAINTENANCE SPENDING
CITY HALL ANNEX PURCHASE
Page 34 of 197
PHASING & FINANCING PLAN
Page 35 of 197
11Auburn Facilities Master Plan
POLICE PHASING
RENOVATE VACATED
JUSTICE CENTER SPACE
PHASE
IIII
IVII
•Replace Justice Center roof
•Acquire new Justice Center
property and build new
Evidence facility
•Renovate vacated Justice
Center space
Future: Build new Police
headquarters
Page 36 of 197
ADDITIONAL &
RELOCATED
STAFF & VISITOR
PARKING
RENOVATED CREW
SPACE & STORAGE
ADDITION
FUEL ISLAND
NEW CREW
BUILDING
FLEET SHOP
ADDED
STORAGE
ENCLOSED
PARKING
WASH
RACK
COVERED FLEET
PARKING
•Enclose parking, redundant
central stores addition, replace
fuel island, remove deed
restriction
•Construct PW crew building,
wash rack, and parking; clear
access to 15th St SW
•Remodel PW main building and
Parks crew space, add storage,
cover high value fleet
M&O HQ PHASING
12Auburn Facilities Master Plan
DEED RESTRICTION
OPENED ACCESS
RELOCATED
GREENHOUSE & BULK
BINS
15TH ST SW C ST SW
PHASE
IIII
IVII
Page 37 of 197
GSA PARK
•Relocate greenhouse and
bulk bins to access 15th
•Add storage and renovate
crew space
PARKS M&O PHASING
13Auburn Facilities Master Plan
JACOBSEN TREE FARM
•Add M&O satellite when master
plan is constructed
•Replace ballfields from GSA park
Design TBD
GAME FARM PARK
•Add crew space, remodel
shop/storage
PHASE
IIII
IVII
Phase I does not include any Parks M&O projects
Page 38 of 197
Phase maintenance spending in five-year increments to bring the City to
recommended funding levels by 2036
FACILITIES MAINTENANCE
14Auburn Facilities Master Plan
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Recommended Annual Maintenance Spending per SF
Industry standard based on City/County Government facilities in “Operations and Maintenance Benchmarks” (International Facility Management Association, 2017)
Page 39 of 197
15Auburn Facilities Master Plan
CFP projects in 2020$ except sewer decant facility which is in 2021$; other costs in 2024$, new police HQ not included
POTENTIAL CAPITAL SPENDING PLAN
POLICE
PARKS M&O
PUBLIC WORKS M&O
ADMINISTRATION
Recommended
projects
Note: 2024 Adopted
Budget included
$2.3M for beginning
implementation.
$-
$2
$4
$6
$8
$10
$12
2021 2022 2023 2024 2025 2026 2027 2028 2029Millions
Page 40 of 197
•Total bond amount: ~$38M
•Est. Interest Rate: 4%
•Term: 30 years/semiannual payments
•Annual Debt Service: ~$2.2M
•General Fund portion: ~$1.2M
•Utilities’ portion: ~$1M
City Council to determine financial strategy with the
2025-2026 biannual budget discussions.
Preliminary Design Funds of $2.3M in 2024 Budget
FACILITIES BOND
POTENTIAL FINANCING STRATEGY
16Auburn Facilities Master Plan
Debt service assumptions and estimates provided by Auburn
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
PUBLIC WORKS M&O – UTILITY FUND
PUBLIC WORKS M&O – GENERAL FUND
PARKS M&O – GENERAL FUND
POLICE – GENERAL FUND
Page 41 of 197
$-
$1
$2
$3
2021 2022 2023 2024 2025 2026 2027 2028 2029MillionsGENERAL & UTILITIES FUND IMPACT
17Auburn Facilities Master Plan
Debt service estimates provided by Auburn; maintenance spending increased in five-year increments to reach industry standard funding levels as set by the International Facility Management
Association, Police land acquisition + design for first phase Police and PW projects begin in 2024 but are included annual debt service
ADMINISTRATION – General Fund
MAINTENANCE – General Fund
•Represents general and
utility fund expenditures,
not bond proceeds
•CFP projects in 2021-2024
•Assumes facilities bond
debt payments begin in
2025
PUBLIC WORKS M&O – Utility Fund
PUBLIC WORKS M&O – General Fund
PARKS M&O – General Fund
POLICE – General Fund
DEBT SERVICE – General Fund
Page 42 of 197
SUMMARY
Page 43 of 197
•Meets long-term Evidence needs and adds
cost-effective physical training space
•Positions facilities efficiently to serve the
growing community
•Addresses most critical M&O crew, fleet
shop, and storage issues and protects high-
value fleet
•Achievable with a reasonable and
straightforward funding strategy
•Lays the foundation for a future bond
measure for Police HQ construction
COST EFFECTIVE, CRITICAL INVESTMENTS
BENEFITS
19Auburn Facilities Master Plan
Page 44 of 197
THANK YOU!
Page 45 of 197
RESOLUTION NO. 5595
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, TO ADOPT THE FACILITIES
MASTER PLAN.
WHEREAS, the City desires to find achievable solutions for addressing current
and future City facility and space needs;
WHEREAS, several City facilities are undersized and at capacity with no ability to
accommodate growth;
WHEREAS, to address City facility and space needs, the City determined that a
collaborative City Facility Master Plan that would address deficiencies, anticipate growth
and constraints, and reflect organizational culture is needed;
WHEREAS, funding was made available in the City's adopted 2019-2020
Biennial Budget to conduct a planning level effort to identify and develop conceptual
solutions and alternatives for addressing City facility and space needs;
WHEREAS, the City Facilities Needs Study and Master Plan project was initiated
to conduct the planning level effort and prepare a collaborative Facilities Master Plan;
WHEREAS, the Facilities Needs Study and Master Plan project concluded with a
complete draft Facilities Master Plan presented to Council on April 12, 2021;
WHEREAS, the City's proposes adoption of this Facilities Master Plan as
attached as Exhibit A to this resolution;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, RESOLVES as follows:
Section 1. The Council adopts the Facilities Master Plan attached as Exhibit A
to this resolution.
Resolution No. 5595
May 3, 2021
Page 1 of 2
Rev.2019
Page 46 of 197
Section 2. The Mayor is authorized to implement those administrative
procedures necessary to carry out the directives of this resolution.
Section 3. This Resolution will take effect and be in full force on passage and
signatures.
Dated and Signed:MAY 0 3 2021
CITY OF AUBURN
ANCY :4KUS, MAYOR
ATTEST:APPROVED AS TO FORM:
62f4 f'C---
Shawn Campbell, MC, ity Cler Kendra Comeau, City Attorney
Resolution No. 5595
May 3, 2021
Page 2 of 2
Rev.2019
Page 47 of 197
CITY OF AUBURN
APRIL 2021
FACILITIES MASTER PLAN
Page 48 of 197
AUBURN FACILITIES MASTER PLAN
ACKNOWLEDGMENTS
CITY LEADERSHIP
MAYOR
Nancy Backus
CITY COUNCIL
Bob Baggett
Larry Brown
Claude DaCorsi
James Jeyaraj
Robyn Mulenga
Chris Stearns
Yolanda Trout-Manuel
LEADERSHIP TEAM
Daryl Faber
Ingrid Gaub
Daniel O’Neil
CONTRIBUTORS
Mark Bjork
Harry Boesche
Andy Boswell
Dan Breen
Mark Caillier
Shawn Campbell
Erik Cottle
Josh Flanders
Kevin Fuhrer
Dana Hinman
Doug Lein
Dominic Lettiere
Candis Martinson
Lisa Moore
Joan Nelson
Heather Shaw
Tracy Smith
Megan Stockdale
Jacob Sweeting
Jeff Tate
Tyler Thompson
David Travis
Donna Tucker
PROJECT TEAM
Matt Larson
Ryan Vondrack
MAKERS ARCHITECTURE &
URBAN DESIGN, LLP
Julie Bassuk
Beth Batchelder
Cecilia Roussel
RIDER LEVETT BUCKNALL
Kevin Mitchell
Page 49 of 197
AUBURN FACILITIES MASTER PLAN
TABLE OF CONTENTS
Executive Summary i
1 Introduction 1
2 Facility Issues & Recommendations 11
Police 12
Public Works M&O 20
Parks M&O 30
Administration 38
3 Recommendations Summary 45
Appendices
A Alternatives Evaluation Summary 55
B Project Cost Summary 63
Page 50 of 197
Page 51 of 197
iAUBURN FACILITIES MASTER PLAN
EXECUTIVE SUMMARY
OVERVIEW
This facilities master plan focuses on the City of Auburn’s police,
maintenance and operations (M&O), and administrative facilities, and
outlines an investment strategy to sustain the City’s high level of service
to the Auburn community Its recommendations target resources where
most needed to protect assets and address the City’s highest-priority
challenges Plan recommendations illustrate a balanced approach to
facilities spending based on today’s conditions, project priorities, and
Auburn's financial framework.
PURPOSE AND CONTEXT
This 20-year facilities plan intends to help the City address facility issues,
improve service, and better connect to the community by planning for
cost-effective investments to address highest priorities This plan was
developed during 2020's COVID-19 pandemic and a time of financial
hardship for the City The team worked closely with Auburn leadership
to respond to these conditions and present a long-range plan that meets
goals and is achievable
ISSUES SUMMARY
GROWING DEMAND FOR SERVICES
Auburn’s public safety, administration, and M&O facilities are critical to
support city functions, such as providing utility services and maintaining
City streets, fleet, and parks According to the 2015 Comprehensive Plan,
Auburn’s population is expected to grow 25% to 100,000 by 2035 Auburn’s
civic facilities will need to grow and change to continue to provide high
levels of service to the growing and evolving Auburn community (see
Figure 1)
IN-SCOPE PORTFOLIO
•12 facilities
•23 buildings
•220,800 square feet
This plan defines a "facility" as either a
discrete building or several buildings on
a discrete site.
0
20
40
60
80
100
0
100
200
300
400
1940-'501950-'601960-'701970-'801980-'901990-'002000-'102010-'25*2025-'35*Population (in thousands)Square Feet (in thousands)Cumulative SF Population (Decennial Census)FIGURE 1 CUMULATIVE IN-SCOPE BUILDING SQUARE FOOTAGE COMPARED TO AUBURN’S
POPULATION
*Estimates based on Comprehensive Plan
LEGEND
Cumulative SF
Population (Decennial Census)
HIGH-PRIORITY ISSUES
•Critically cramped Police
headquarters at the Justice
Center
•Inadequate crew space for
Public Works and Parks M&O
personnel
•Aging facilities with growing
maintenance needs
•Uncovered high-value
maintenance and operations
fleet
Page 52 of 197
ii AUBURN FACILITIES MASTER PLAN
INADEQUATE SPACE
The most serious functional issue noted by facility users is the lack of
sufficient space for some critical functions. This issue is most pressing
for Police at the Justice Center M&O facilities have inadequate space for
crew support, fleet maintenance, and covered storage, leaving valuable
equipment exposed to the weather
AGING FACILITIES
Many City facilities were built over 40 years ago and while some have been
recently renovated, others have deteriorated and are nearing the end of their
useful service lives Auburn's in-scope facility square footage is generally in
good or fair condition but around half is functioning in fair to poor capacity
(see Figure 2 and 3) Auburn’s facilities team is doing an admirable job
maintaining the portfolio; however, as the facilities age, major investments
will be needed Roughly 43 percent of the City’s scoped building area is
estimated to be in good condition today To ensure continued operations
over the next 20 years, the City’s oldest facilities will require investment
FIGURE 2 AUBURN'S IN-SCOPE FACILITY
CONDITION BY FLOOR AREAFUNCTION
Good
Fair
Fair/Poor
Poor
CONDITION
Good
Fair
Fair/Poor
Poor
GOOD
41%
FAIR/
POOR
15%
FAIR 30%
POOR
14%
FUNCTION
Good
Fair
Fair/Poor
Poor
CONDITION
Good
Fair
Fair/Poor
Poor
GOOD
22%
FAIR/
POOR
28%FAIR
33%
POOR
16%
FIGURE 3 AUBURN'S IN-SCOPE FACILITY
FUNCTION BY FLOOR AREA
FIGURE 4 INEFFICIENTLY DESIGNED MULTI-USE MEETING AND
TRAINING SPACE AT THE JUSTICE CENTER
FIGURE 5 INADEQUATE MAINTENANCE AND OPERATIONS CREW
SUPPORT SPACE
Page 53 of 197
iiiAUBURN FACILITIES MASTER PLAN
RECOMMENDATIONS SUMMARY
POLICE
CRITICAL ISSUES
Inadequate office, training, and support space; cannot
accommodate growth; undersized evidence storage and
armory; inadequate parking and security
RECOMMENDATIONS & TARGET TIMING
2022-2023
2024
2025-2026
2025-2027
TBD
Replace Justice Center roof
Acquire land for future headquarters
Build new evidence facility at future site
Renovate Justice Center
Build new headquarters; explore partnership
opportunities for joint training facility
PUBLIC WORKS M&O
CRITICAL ISSUES
Inadequate crew support, warehouse, and shop space;
limited covered storage for high-value fleet, aging
facilities and increasing maintenance; limited ability to
accommodate growth
RECOMMENDATIONS & TARGET TIMING
2021-2023
asdf
2021
2022-2023
sdf
2024-2027
2027-2029
2027-2029
Improve vehicle storage bay, central stores
addition, replace fuel tank
Transfer GSA Park deed restriction
Study need and feasibility for sewer vactor
decant and vegetation sorting facilities
Build new crew building and add parking
Remodel main building and add storage
Build covered parking for high value fleet
and equipment
PARKS M&O
CRITICAL ISSUES
Inadequate crew support, warehouse, and shop space;
increasing maintenance needs; additional service needs
in northeast Auburn
RECOMMENDATIONS & TARGET TIMING
2025-2026
asdf
2026-2027
asdf
2028-2029
Renovate crew support/shop space at Game
Farm Park
Add small Parks M&O facility at Jacobsen
Tree Farm
Renovate crew support space and add
storage at GSA Park
ADMINISTRATION
CRITICAL ISSUES
Aging facility needing significant structural
maintenance, some inefficiencies and inconsistent
workspaces
RECOMMENDATIONS & TARGET TIMING
2021
2022
2023-2024
2030
Ongoing
Replace City Hall HVAC
Assess City Hall facility condition
Renovate Annex lobby, replace City Hall roof
Update admin facilities plan
Maintain City Hall as needed to extend
service life
The table below summarizes highest priority issues,
recommended solutions, and suggested timing for
critical facilities projects In addition, the plan proposes
increasing maintenance funding commensurate to
industry standards A recommended funding strategy
for these projects is described in Chapter 3
Please note, each project will need to be added to
the City's budget, designed, and permitted prior to
construction In some cases, further coordination with
stakeholders, partners, and public will also be needed
Page 54 of 197
Page 55 of 197
1 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
OVERVIEW & PURPOSE
The Auburn Facilities Master Plan is the result of an interdepartmental
effort to analyze the City of Auburn’s facility portfolio and develop
prioritized investment recommendations through 2040
The City identified the following project goals:
•Create welcoming, safe spaces that improve service and connect to
community
•Understand how facilities needs impact funding priorities
•Recommend cost-effective investments to support Auburn into the
future
•Create a plan that is compelling, achievable, and supported
Auburn anticipates significant growth over the next 20 years, with the
population projected to reach 100,000 by 2035 1 As the population grows,
facilities which have served Auburn for decades will require investment to
extend their service life New construction can replace aging structures
and provide new capacity, but is a relatively expensive approach A
comprehensive strategy to maintain and renovate existing facilities
combined with targeted new construction will address critical issues and
enable the City to realize the most value from its investments
GUIDING PRINCIPLES
City leadership identified the following principles to help guide plan
development
PURPOSE-BUILT
Facilities are right-sized and efficiently designed; facilitate management,
coordination, and collaboration; and are well-positioned to serve
customers
SUSTAINABLE AND RESILIENT
Facilities accommodate growth and change; improve emergency response;
and reduce emissions and energy costs
COMMUNITY-FOCUSED
Facilities meet economic and community development goals; and are
easily accessible, welcoming, and safe for staff and the public
ACTIONABLE
Plan recommendations are cost-effective, feasible, and reasonable to
implement
1. Auburn 2015 Comprehensive Plan
CHAPTER ORGANIZATION
OVERVIEW & PURPOSE
PLANNING PROCESS
PLANNING CONTEXT
FACILITIES OVERVIEW
FINANCIAL CONTEXT
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2 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
PLANNING PROCESS
This plan was prepared by MAKERS Architecture & Urban Design in
partnership with the City of Auburn Rider Levett Bucknall provided cost
estimates
The plan was developed in the following three phases:
ASSESS NEEDS
The project team established a baseline understanding of site issues and
conditions by reviewing existing information, interviewing city staff, and
performing visual assessments of city facilities. City leadership identified
and brainstormed solutions to the most challenging facilities issues at a
Visioning Workshop
EVALUATE ALTERNATIVES
Working with city staff, the team developed and evaluated comprehensive
alternatives to address facility needs In response to budget concerns
related to City finances and the COVID-19 pandemic, the team then
evaluated lower cost approaches and selected a preferred path forward to
address Auburn’s highest priority issues
REFINE RECOMMENDATIONS
Working with Finance and department leaders, the project team refined
recommendations and developed a suggested implementation schedule
and financing plan.
PLAN ORGANIZATION
This plan begins by introducing the project, reviewing the planning
context, and providing an overview of City facilities and historic spending
It then summarizes critical issues, alternative concept evaluation,
and recommendations for Police, Public Works M&O, Parks M&O, and
Administration facilities The recommendations chapter summarizes
investments by phase, includes rough order of magnitude (ROM) cost
estimates, and suggests a funding strategy to assist with implementation
FIGURE 6 BRAINSTORMING CREATIVE
SOLUTIONS AT THE VISIONING
WORKSHOP
ASSESS NEEDS
PORTFOLIO CONDITION &
FUNCTION
DEPARTMENT NEEDS
ASSESSMENT
VISIONING
EVALUATE
ALTERNATIVES
COMPREHENSIVE SOLUTIONS
LOWER COST OPTIONS
DRAFT RECOMMENDATIONS
REFINE
RECOMMENDATIONS
PHASING CONSIDERATIONS
FINANCIAL STRATEGY
MASTER PLAN
Page 57 of 197
3 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
PLANNING CONTEXT
Auburn has grown from a city focused on farming to a commercial and
industrial hub since its incorporation in 1891. The five areas most relevant
to civic facilities planning are summarized below
DOWNTOWN
The downtown area is the center of activity and contains the City Hall,
Annex, and Justice Center Downtown has seen a lot of growth within the
past 10-15 years with increasing commercial and mixed-use development
The proximity to the Auburn Station adds to the area’s appeal, creating a
densifying urban center that will likely continue to attract growth
LES GOVE
The area around Les Gove Park is another hub of civic activity with the
community gym, youth center, senior activity center, White River Valley
Museum, and Auburn Branch of the King County Library The recreational
campus plays a key role in community functions and is surrounded by
commercial and residential development
INDUSTRIAL CORRIDOR
The railroad began service through Auburn in 1883 as part of a larger plan
to connect Seattle and Tacoma by rail This connection created a north-
south corridor of commercial and industrial development in Auburn, and is
the home to the Boeing Company It was also a former hub for the General
Services Administration (GSA) This land use pattern continues today (see
Figure 8)
RESIDENTIAL ANNEXATION
Auburn experienced significant population growth due to annexations
occurring between 1998-2008 In 1998, Auburn annexed the portion of
Lakeland Hills located in Pierce County In 2008, Auburn annexed the Lea
Hill and West Hill areas, creating the current city footprint (see Figure 9)
These annexations increased demand for City services and infrastructure
TRANSPORTATION INVESTMENTS
Recent investment in the area’s transportation network also spurs growth,
notably the ongoing improvements to Auburn Station currently scheduled
for completion in 2024 As the city continues to absorb the region’s growth,
city services and facilities will need to keep pace
FIGURE 7 AUBURN MAIN ST CA 1925
Image courtesy of Clarence Bagley, History
of King County
FIGURE 8 COMMERCIAL AND INDUSTRIAL
ZONING CORRIDOR WITH RAILROAD
0 0.5 1 2 3 4
LEGEND
Light Industrial Zone
Heavy Industrial Zone
Heavy Commercial Zone
Sounder Rail Line
WEST
HILL LEA
HILL
LAKELAND
HILLS
LES
GOVE
DOWNTOWN
LES GOVE
DOWNTOWN
FIGURE 9 ANNEXED AREAS OF WEST
HILL, LEA HILL, AND LAKELAND HILLS
Page 58 of 197
4 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
FACILITY* PORTFOLIO
In-scope /
total facilities 12 / 20
In-scope /
total buildings 23 / 54
In-scope /
total building
area
220,800 sf /
462,700 sf
*This plan defines “facility” as either a
discrete building or several buildings on
a discrete site
FACILITIES OVERVIEW
Auburn’s in-scope facilities are grouped into the following four categories:
Police, Public M&O, Parks M&O, and Administration (see Figure 10) Issues
and recommendations are organized by each category in Chapter 2
POLICE
This category includes the police station, evidence storage and processing,
substations, and firing range. Police stations tend to be complex facilities
with a high level of security and safety requirements
The King County District Court (Court) leases space from the City of Auburn
and is co-located with Police headquarters in the Justice Center As a King
County function, Court is not in this project’s scope, but Court space needs
and impact on Police facilities options were considered
The City also shares part of the former GSA Property with the Valley
Regional Fire Authority and Police uses a portion of the secure property to
store large evidence
PUBLIC WORKS M&O
This category includes the operations yard and buildings used by Public
Works field-based staff and fleet maintenance at the GSA Park. Operations
yards are industrial facilities with significant space needs; sites for these
facilities must be proximate to service areas while minimizing impacts to
adjacent development Public Works M&O also has secure laydown yard
storage at the GSA Property
PARKS M&O
This category includes the operations yards and storage facilities
supporting Parks maintenance field-based staff. Parks M&O facilities are
located at GSA Park, Les Gove campus, R Street Property, and Game Farm
Park Parks operations yards have similar space needs to Public Works
M&O and are best located near the parks they maintain
ADMINISTRATION
This category includes two office buildings: City Hall and the City
Hall Annex. These are occupied by the Mayor’s office, City Council,
Administration, Community Development, Emergency Management,
Finance, Human Resources, Innovation and Technology, Legal, and Public
Works departments Administrative facilities are generally fairly flexible
buildings that are easily adaptable between different office uses. They
tend to have a long service life with regular maintenance and renovations
The Facilities team also uses part of the building at the GSA Property for
storage
Page 59 of 197
5 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
POLICE PUBLIC WORKS M&O PARKS M&O ADMINISTRATION
A Firing Range G GSA Park G GSA Park C City Hall
B Substation 2 J GSA Property H Les Gove Herr Property D City Hall Annex
E Justice Center K R Street Property J GSA Property
F Substation 1 L Game Farm Park
I Substation 3
J GSA Property
FIGURE 10 FACILITIES BY CATEGORY
0 0.5 1 MILES
LEGEND
In-Scope Facility
Out-of-Scope Facility
Sounder Rail Line
A
0 0.5 1 2
3 4
E
B
F
I
A
C D
G
J
K
H
L
SR 18
LES GOVE
CAMPUS
FORMER GSA
PROPERTY
LAKELAND
HILLS ANNEX
GSA
PARK
C St SW15th St NW
K
e
r
s
e
y
W
a
y
S
E
SE 304th St
37th St NW 124th Ave SESR 167SR 164
WEST HILL
ANNEX
LEA HILL
ANNEX
OUT-OF-SCOPE
Community Center, Youth Center, Senior
Activity Center, White River Valley Museum,
Mary Olson Farm Caretaker’s House,
Veteran’s Memorial Park building, and
leased R Street Building
Auburn Arts & Culture Center and Auburn
Avenue Theater
Auburn Golf Course club house and sheds
Airport
Auburn Valley Humane Society
FIGURE 11 AUBURN FACILITIES
Page 60 of 197
6 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
FACILITY ASSESSMENT
Facilities require ongoing investment to maintain good condition and
function Timely investment in facility maintenance and modernization will
maximize lifespan and return on investment Auburn’s in-scope facilities
were given condition and function rankings based on visual assessment,
department interviews, and discussions with users
FACILITY CONDITION
This metric ranks the physical condition of facilities and adequacy of
building support systems, offering a general picture of where near-term
investment is most needed
•Good facilities appear to be in good condition with few observed
shortfalls, are maintained regularly, and have adequate building
support systems
•Fair facilities appear to be in reasonable condition and have some
minor issues with building support systems
•Fair/Poor facilities appear to be in declining condition with shortfalls
and issues with building support systems
•Poor facilities appear to be in failing condition with shortfalls requiring
near-term attention
FIGURE 12 IN-SCOPE BUILDING
CONDITION BY FLOOR AREA
FACILITY CONDITION
FACILITY FUNCTION
Buildings Area
Good 3 91,000 sf
Fair 2 65,800 sf
Fair/Poor 7 34,100 sf
Poor 11 29,900 sf
Buildings Area
Good 2 49,100 sf
Fair 4 73,000 sf
Fair/Poor 13 62,600 sf
Poor 4 36,100 sf
FIGURE 13 IN-SCOPE BUILDING
FUNCTION BY FLOOR AREA
FACILITY FUNCTION
This metric ranks facilities based on support for current uses and ability to
accommodate department needs
•Good facilities appear to be well-organized, efficiently used, flexible to
accommodate change, and considered highly functional by users
•Fair facilities appear to be fairly well-organized and efficiently used,
and considered fairly functional by users
•Fair/Poor facilities appear to have functional issues, resulting in
decreased efficiency and support for users
•Poor facilities appear to be poorly organized, inefficient, inflexible, and
considered poorly functioning by users
FUNCTION
Good
Fair
Fair/Poor
Poor
CONDITION
Good
Fair
Fair/Poor
Poor
GOOD
41%
FAIR/
POOR
15%
FAIR 30%
POOR
14%
FUNCTION
Good
Fair
Fair/Poor
Poor
CONDITION
Good
Fair
Fair/Poor
Poor
GOOD
22%
FAIR/
POOR
28%FAIR
33%
POOR
16%
Page 61 of 197
7 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
FINANCIAL CONTEXT
Facilities projects are typically funded in a variety of ways including taxes,
utility rates, and grants Routine minor maintenance is typically funded
through the operating budget of the facilities maintenance team
There are two funding strategies for significant facility investments that
are most relevant to this plan
GENERAL OBLIGATION BONDS1
General obligation bonds are issued by local governments and secured by
a pledge of the taxing district’s property tax authority General obligation
bonds have been the traditional form of financing for capital projects such
as land acquisition and facility construction
There are two basic kinds of general obligation bonds:
•Limited tax general obligation (LTGO) bonds (also called
“councilmanic” bonds), may be issued by a vote of the legislative body.
Because the voters have not been asked to approve a tax increase,
debt service payments must be paid from existing revenue sources
•Unlimited tax general obligation (UTGO) bonds (also called voted debt)
must be approved by 60% of the voters, with a voter turnout equal to
at least 40% of those who voted in the most recent general election
When the voters are being asked to approve the issuance of these
bonds, they are simultaneously asked to approve an excess levy which
raises their property taxes to cover the debt service payments UTGO
bonds can be used only for capital purposes (RCW 84 52 056)
REVENUE BONDS1
Revenue bonds are generally used to finance water and wastewater
projects, airports, and stormwater systems Payment for debt service on
revenue bonds comes from user fees generated by the capital facility that
is being built The local entity is then responsible for establishing and
collecting sufficient revenue (through rates) to retire the debt.
Revenue bonds may be issued to finance projects for any enterprise that
is self-supporting RCW 39 46 150 and 39 46 160 provide general authority
to local governments to issue revenue bonds Additionally, RCW 35 41 030
provides separate authority for cities, and RCW 57 20 018 for water-sewer
districts
1. Source: Municipal Research and Services Center
Page 62 of 197
8 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
HISTORIC FACILITIES SPENDING
Auburn spent an average of 17% of its annual capital improvement plan
(CIP) funds on in-scope facility major maintenance, repairs, renovations
between 2008 and 2018, including purchase of the City Hall Annex
administration condominium in 2009-2010 (see Figure 14)
As buildings in Auburn’s portfolio continue to age and the city grows, a
higher level of investment will be required to expand service capacity and
maintain, modernize, or replace existing facilities According to industry
standards, the estimated maintenance budget required to serve Auburn’s
current in-scope facility portfolio is approximately $900,000 a year Auburn
spent approximately $423,000 on maintenance in FY 18/19 (see Figure 15)
$-
$5
$10
$15
$20
$25
$30
$35
$40
$45
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018MillionsLEGEND
Facilities CIP Spending
Non-Facilities CIP
Spending
FIGURE 14 IN-SCOPE HISTORICAL CIP SPENDING, FY 08/09-FY18/19 INCLUDES $25 5 MILLION TO
PURCHASE OF THE ANNEX ADMINISTRATIVE FACILITY IN 2009-2010
Source: City of Auburn
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
LEGEND
Industry Standard
Maintenance Spending
FIGURE 15 HISTORICAL FACILITIES MAINTENANCE SPENDING, FY 08/09-FY18/19
Source: maintenance spending - City of Auburn; includes in-scope facilities and Arts & Cultural Building,
Theater, Les Gove campus facilities, Museum
Industry standard - City/County Government facilities in “Operations and Maintenance Benchmarks”
(International Facility Management Association, 2017).
CITY HALL ANNEX PURCHASED
CITY HALL ANNEX PURCHASED
Page 63 of 197
9 AUBURN FACILITIES MASTER PLAN
1. INTRODUCTION
This page intentionally blank
Page 64 of 197
Page 65 of 197
11 AUBURN FACILITIES MASTER PLAN
ORGANIZATION
This chapter is subdivided by the four categories listed at the right Each
section includes the following:
EXISTING CONDITIONS
Reviews existing conditions and issues, including condition and function
analysis findings.
FACILITY NEEDS
Summarizes current space use, future space needs, and future facility and
location requirements The complete space needs assessment is provided
under separate cover
ALTERNATIVES EVALUATION
Summarizes the evaluation of alternative concepts to determine optimal
facility location and space use Concepts were evaluated based on how
they performed relative to the guiding principles Then lower cost options
were explored and evaluated based on their ability to meet operational
requirements and address the highest priority needs within Auburn’s
evolving financial context.
RECOMMENDATIONS
Reviews recommendations to address facilities needs for the next 20 years,
including target implementation dates, and rough order of magnitude
(ROM) cost estimates Cost estimates included in this section are in 2024
dollars and developed using the assumptions detailed in Appendix B
2. FACILITY ISSUES &
RECOMMENDATIONS
CHAPTER ORGANIZATION
POLICE
PUBLIC WORKS M&O
PARKS M&O
ADMINISTRATION
IMPLEMENTATION PHASES
Implementation is envisioned in
four phases; target years assume
council adoption of the funding
strategy described on page 48
1 Phase I: 2021-2023
2 Phase II: 2024-2025
3 Phase III: 2026-2027
4 Phase IV: 2028-2029
5 Phase V: TBD
Page 66 of 197
12 AUBURN FACILITIES MASTER PLAN
2. POLICE — EXISTING CONDITIONS
POLICE
EXISTING CONDITIONS
The Auburn Police Department (Police) is headquartered at the Justice
Center Building, a 40’s-era supermarket purchased and remodeled by
the City of Auburn. Administration, detectives, and patrol office space is
concentrated in the basement; a public lobby, records, and volunteer office
space is located on the ground floor; and training/gym facilities are on the
second floor
The Police Evidence Building is located on the Justice Center campus; it is
primarily an evidence facility but also includes parking for Police’s SWAT
vehicle, shop space and storage for Police’s bicycle unit, and storage for
the K-9 unit Oversized evidence storage (primarily vehicles) is located at
the GSA Property
The Police Department also uses three substations in facilities owned and
operated by private entities:
•Substation 1 is located in the Outlet Collection Seattle mall
•Substation 2 is located in an apartment complex in Lea Hill
•Substation 3 is located in the Muckleshoot Casino
Police conducts outdoor firing practice on a firing range located on a
roughly 40-acre parcel shared with Auburn’s Water department
FIGURE 16 POLICE FACILITIES KEY MAP
FACILITY KEY
A Firing Range
B Substation 2
E Justice Center campus
F Substation 1
I Substation 3
J GSA Property
7
E
A B
F
I
J
FAST FACTS
Staff 140
Facilities 6
Buildings 2*
Building Area 30,900 sf*
Site Area 2 1 acres*
*Excludes substations, firing range, and
GSA evidence storage
Page 67 of 197
13 AUBURN FACILITIES MASTER PLAN
2. POLICE — EXISTING CONDITIONS
FIGURE 17 JUSTICE CENTER CAMPUS
KING COUNTY DISTRICT COURT
The King County District Court (Court) occupies most of the Justice Center Building’s ground floor through an
inter-agency agreement whereby the City provides the Court with a facility and the Court provides the City with
court services Court supports roughly 110,000 cases per year; its facilities include a public entrance and lobby,
two court rooms, and office/meeting space for court records, jury, and probation officer functions.
Court is not in scope for this project, but Police recommendations are likely to impact the solutions available to
meet Court’s facilities needs and vice versa. Court spaces are inefficiently configured, with an oversized lobby
circulation area and undersized office, staff support, and jury spaces. Parking is inadequate, particularly during
jury selection
BUILDING KEY
1 Justice Center Building
2 Evidence Building
1
2
SR 18
1 MILE
GSA
PROPERTY
JUSTICE
CENTER
CAMPUS
DOWNTOWN
S
R
1
6
4SR 167FIGURE 18 POLICE FACILITIES CONTEXT MAP
FIGURE 19 LARGE EVIDENCE STORAGE AT GSA PROPERTY
Page 68 of 197
14 AUBURN FACILITIES MASTER PLAN
2. POLICE — EXISTING CONDITIONS
ISSUES SUMMARY
Police facilities lack adequate space to support current
staff and operations, and future growth
JUSTICE CENTER
•Suboptimal climate control, especially on ground
floor as HVAC zone configuration does not align
with current space configuration due to renovations
•Facility too small to accommodate both Court and
Police in long-term; could be used for other city or
county services or leased
•Severely space-constrained, especially for Police
which grew 40% between 2004 and 2019
•Undersized public lobby and soft interview space
•Limited meeting/briefing space for all meeting
types, including large groups, confidential
discussions, and interviews
FIGURE 20 POLICE TRAINING ROOM COLUMNS IMPEDE
SIGHTLINES FOR CLASSROOM TRAINING
CONDITIONFUNCTIONMAP KEYFACILITY NAMEBUILDING AREA (SF)YEAR BUILTINVESTMENT RECOMMENDED1 Justice Center Building 16,000 1946 X
2 Evidence Building 8,500 1950 X
Good Fair Fair/Poor Poor
FIGURE 21 JUSTICE CENTER PARKING IS UNSECURED AND AT
CAPACITY
•Police office space is primarily in basement areas
that have limited natural light
•Defensive tactics and classroom training occur
in a room with irregular column placement
which impedes sightlines, creates barriers for
physical training, and complicates furniture/mat
reconfiguration
•Evidence building is at capacity
•Undersized parking; unsecured parking for marked
vehicles
FIRING RANGE
•Firearm practice facilities limited to informal
outdoor firing range and do not provide
opportunities for indoor training
•Firing range does not allow nighttime practice due
to noise agreements with neighbor
FIGURE 22 POLICE SPACE USE SUMMARY
Substations are owned and operated by non-City entities and excluded from this table. The firing range and GSA evidence storage are also
excluded as they do not have Police-occupied structures.
Page 69 of 197
15 AUBURN FACILITIES MASTER PLAN
2. POLICE — FACILITY NEEDS
FACILITY NEEDS
Total building area for Police Headquarters is nearly 50% deficient relative
to projected future needs
SPACE NEEDS*EXISTING SPACE (SF)FUTURE NEED (SF)% DEFICIENTPolice Headquarters and Personnel
Support Space 16,100 31,800 49%
Evidence Storage 4,400 9,000 51%
Operations Shops & Storage 3,500 5,000 30%
Fleet, Employee, and Visitor Parking 18,600** 34,800 47%
FIGURE 23 POLICE SPACE NEED SUMMARY
*Space needs shown here exclude evidence storage at GSA Property, substations, and firing
range.
**Excludes 18,700 sf staff/visitor parking shared with Court.
The space needs summarized above are Police’s highest priority and
addressed in this plan’s recommendations Police additionally requires
improved firing range facilities to support officer training. Many public
safety entities in the region share this need; these facilities are likely best
pursued in partnership with other jurisdictions through a joint-training
facility
LOCATION REQUIREMENTS
Police headquarters should be centrally located to provide timely service
throughout the city and be accessible to residents Police is currently
well-supported by their existing three substations and does not anticipate
requiring additional precincts within this plan’s time frame
FIGURE 24 LIMITED SPACE FOR EXERCISE
MACHINES
FIGURE 25 LOCKER SPACE
FIGURE 26 EVIDENCE STORAGE
FIGURE 27 BIKE PATROL STORAGE AND
SHOP
Page 70 of 197
16 AUBURN FACILITIES MASTER PLAN
2. POLICE — ALTERNATIVES EVALUATION
1
3
2
1NEW PRECINCT IN
LEA HILL
NEW HEADQUARTERS NEAR
LES GOVE CAMPUS
NEW HEADQUARTERS
DOWNTOWN
RENOVATED AND EXPANDED
HEADQUARTERS AT JUSTICE
CENTER CAMPUS
FIGURE 28 INITIAL POLICE ALTERNATIVES EVALUATED
ALTERNATIVES EVALUATION
The team first evaluated the following three approaches to meet Police
facility needs:
1 Renovate Police portion of Justice Center Building and build annex;
build new precinct for Detectives, Animal Control, and Traffic in Lea Hill
neighborhood
2 Build new headquarters on purchased property downtown
3 Build new headquarters on purchased property near Les Gove campus
Option 1 performed poorly: this option requires substantial new
construction and structured parking to fit Police needs on site without
offering advantages over options 2 and 3
Options 2 and 3 both perform well and are comparable in cost They provide
Police with purpose-built facilities designed to support growth with good
public accessibility in a central location
The recommended new Police headquarters is an investment best funded
through a voter-approved UTGO bond (see page 7) However, in addition
to near-term budget limitations driven by the COVID-19 pandemic, 2020’s
heightened attention to the Black Lives Matter movement has also driven
communities to evaluate how their policing services are delivered As a
result, this project explored lower-cost investments to mitigate some
facilities issues in the near term until the City is ready to move forward
with the investment required to build the new headquarters Lower cost
options included a variety of approaches to renovate existing facilities and
build small additions on city-owned or acquired properties
Page 71 of 197
17 AUBURN FACILITIES MASTER PLAN
2. POLICE — ALTERNATIVES EVALUATION
KEY OUTCOMES
Key outcomes from the initial alternatives and lower-cost options analysis
are summarized below More information about analysis considerations
can be found in Appendix A
THE JUSTICE CENTER CAMPUS CANNOT MEET POLICE NEEDS
Significant new construction and costly structured parking are required to
accommodate Police at the Justice Center campus Police needs a new
headquarters location to ensure future facilities investments are cost-
effective and durable
HEADQUARTERS PROPERTY ACQUISITION IS A PRIORITY FIRST STEP
The team explored interim investments to meet Police space needs on City-
owned property (e g , the GSA Property) Though able to be implemented
without new property purchase, this option will reduce functionality
without contributing to long-term facilities solutions Purchasing land is
the first step for implementation of the recommended Police headquarters
and is a relatively low-cost action that supports phased construction as
funding becomes available
Once a site is secured, the City will be able to develop a master plan and
specific vision for the property that will support a future bond measure for
headquarters construction The City should be prepared to take advantage
of purchase opportunities as they arise
PHASED CONSTRUCTION YIELDS MULTIPLE NEAR-TERM BENEFITS
AT LOW COST
Space constraints at the Justice Center campus limit opportunities for near-
term improvements Relocating some functions to the new headquarters
site can meet some long-term needs while freeing space at the Justice
Center for low-cost interim improvements to remaining functions
Evidence processing and storage is the best candidate for near-term
relocation as it can be located on a separate site from remaining
headquarters functions with the least operational disruption Once
vacant, the Justice Center Evidence Building can be renovated at low cost
to accommodate Police gym and mat training functions, which in turn
increases space available in the Justice Center Building for Police office
and meeting needs (see Figure 32 on page 19)
Page 72 of 197
18 AUBURN FACILITIES MASTER PLAN
2. POLICE — RECOMMENDATIONS
RECOMMENDATIONS
Police facilities recommendations, approximate costs, and phasing suggestions are listed below and illustrated
on page 19 Project costs by phase are illustrated in Figure 30
FIGURE
31 KEY RECOMMENDED PROJECT COST
(2024$)
PHASE
I II III IV
A Justice Center Building roof replacement $500,000*
B Police headquarters land acquisition and master plan
1 Secures property either downtown or near Les Gove campus to
accommodate the future Police headquarters
2 Develop site master plan: identify desired locations for Evidence facility
and headquarters buildings; develop vision for property development to
support future bond measure
$3 2-6 1M**
C Build Evidence facility
Build the new evidence storage facility at the future Police headquarters site $4 7M
D Renovate vacated Justice Center space
1 Renovate former Evidence Building ground floor to accommodate a gym
and mat training room; evaluate opportunities to include locker/shower
space
2 Renovate Justice Center third floor spaces vacated by gym and training
functions; consider which Police needs are most urgent and can be
addressed through this renovation
3 Evaluate existing Justice Center locker space and identify any cost-
effective improvements can be made given the addition/relocation of
some locker and shower space to the former evidence annex per step D
above
$1 9M
E Build new Police headquarters
Build community support and build the new police headquarters $48 4M TBD
F Build training facility
Partner with regional organizations to construct joint training facility (not
pictured)
TBD TBD
FIGURE 29 POLICE RECOMMENDATIONS
*Cost provided by City of Auburn
**Property estimate provided by City and based on locations in either the Les Gove vicinity ($3.2M) or the downtown area ($6.1M)
$-
$1
$2
$3
$4
$5
2021 2022 2023 2024 2025 2026 2027 2028 2029Millions
FIGURE 30 POLICE SPENDING PLAN
CFP project costs provided by City and in 2020 dollars; other costs are in 2024 dollars; chart does not show costs for new Police
headquarters or training facility
Page 73 of 197
19 AUBURN FACILITIES MASTER PLAN
2. POLICE — RECOMMENDATIONS
FIGURE 31 POLICE RECOMMENDATIONS PHASING
FIGURE 32 JUSTICE CENTER PHASING AND RENOVATION AREA
A. JUSTICE CENTER
BUILDING ROOF
REPLACEMENT
STEP 1 STEPS 2 AND 3
B. ACQUIRE NEW
JUSTICE CENTER
PROPERTY
C. BUILD NEW
EVIDENCE FACILITY
D. RENOVATE
VACATED JUSTICE
CENTER SPACE
E. BUILD NEW POLICE
HQ
RENOVATE EVIDENCE
BUILDING FOR GYM,
MAT TRAINING, AND
LOCKERS/SHOWERS
RENOVATE JUSTICE
CENTER 3RD FLOOR
(FORMER LOCATION
OF GYM/MAT
TRAINING SPACES)
GROUND FLOOR
LOCKER AREA MINOR
IMPROVEMENTS
Page 74 of 197
20 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — EXISTING CONDITIONS
FIGURE 33 PUBLIC WORKS M&O FACILITY
KEY MAP
FACILITY KEY
G GSA Park
J GSA Property
PUBLIC WORKS M&O
EXISTING CONDITIONS
The GSA Park serves as the headquarters for Public Works M&O as well as
Parks M&O As the principal operations yard, it supports the maintenance
of city streets; water, stormwater, and wastewater infrastructure, and city
vehicles and maintenance equipment The site also contains the fuel
island used by all City departments and decant facilities used by other
agencies under contract with the City
Public Works M&O also has yard storage at the GSA property to the south
DEED RESTRICTION
In 1967, a roughly 6 5-acre portion of GSA Park was deeded to the City
of Auburn from the GSA Of that 6 5 acres, the deed included provisions
restricting the use of 5.2 acres to “public park and public recreational
area purposes.” The restricted area includes ballfields used by the Auburn
Little League Association as well as unused open space (see Figure 36)
In order to remove the deed restriction, the City would need to relocate
the park facilities and record a parks covenant on a roughly equivalent-
sized property not already designated for parks purposes. The ballfields
are an important facility for users; however, the location is not convenient
for many Auburn residents A location nearer to residential areas might
increase ballfield use.
SITE ACCESS
GSA Park’s primary access is off of C Street Southwest Crews also use
the gravel road north of the property to access the stop light at 8th Street
Southwest during peak traffic periods. Both routes can be used due to a
24-foot temporary nonexclusive easement granted to the City by Auburn
8th Street, LLC, owner of the adjacent property, at the time of this report’s
completion (see Figure 36) This temporary easement can be revoked with
six months notice by Auburn 8th Street, LLC
J
G
FAST FACTS
Staff 81
Facilities 2
Buildings 9
Building Area 43,000 sf
Site Area 6 5 acres
Page 75 of 197
21 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — EXISTING CONDITIONS
BUILDING KEY
1 Covered Salt Storage
2 Crew Shops
3 Covered Fleet Parking & Shops
4 Wash Rack
5 Fuel Island
6 Main Building
7 Decant Facility 1
8 Decant Facility 2
9 Crew Storage
100%Camera: 756 m 47°16'51"N 122°14'01"
PUBLIC WORKS
LAYDOWN
SPACE
PARKS M&O
HEADQUARTERS
POLICE LARGE
EVIDENCE STORAGE
FACILITIES STORAGE
& SHOP AREA
VRFA
STATION 35
15TH ST SW C ST SWPR
I
M
A
R
Y
A
C
C
E
S
S
V
I
A
T
E
M
P
O
R
A
R
Y
E
A
S
E
M
E
N
T
ACCESS TO 8TH ST SW
(TEMPORARY EASEMENT)
AUBURN 8TH STREET, LLC
PROPERTY
AUBURN SCHOOL DISTRICT
1
2 3
4
5
7 8 9
6
100%Camera: 16 km 47°15'30"N 122°08'29"W 134 m
SR 18
15 ST SW
C ST SWGSA
PARK
GSA
PROPERTY
S
R
1
6
4SR 167FIGURE 34 PUBLIC WORKS M&O FACILITIES CONTEXT MAP
FIGURE 35 PUBLIC WORKS M&O STORAGE AT GSA PROPERTY
FIGURE 36 PUBLIC WORKS M&O BUILDINGS AT GSA PARK
DOWNTOWN
DEED RESTRICTION
Page 76 of 197
22 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — EXISTING CONDITIONS
ISSUES SUMMARY
Public Works M&O facilities are aging and lack
adequate space to support current crews and future
growth
GSA PARK
•Inadequate sized and configured crew spaces
(touchdown workstations, shops, lockers,
restrooms, lunchroom)
•Limited storage/warehouse space for growing
service requirements
•Not enough fleet maintenance bays
FIGURE 37 LIMITED WORK SPACES ARE NOT ABLE TO
ACCOMMODATE SEASONAL CREWS OR FUTURE GROWTH
FIGURE 38 LIMITED COVERED PARKING LEAVES FLEET AND
EQUIPMENT EXPOSED TO THE ELEMENTS
CONDITIONFUNCTIONMAP KEYFACILITY NAMEBUILDING AREA (GSF)YEAR BUILTINVESTMENT RECOMMENDED1 Covered Salt Storage 1,400
2 Crew Shops 1,500 1990 X
3 Covered Fleet Parking & Shops 7,000 1990 X
4 Wash Rack 1,500 X
5 Fuel Island 1,000 X
6 Main Building 18,900 1970 X
7 Decant Facility 1 2,900 2015
8 Decant Facility 2 2,800 1987
9 Crew Storage 3,000 2016
Good Fair Fair/Poor Poor
Overall
Good
Fair
Fair/Poor
Poor
PW M&O
good
fair
fair/poor
poor
Parks M&O
fair
poor
FIGURE 39 PUBLIC WORKS M&O
CONDITION BY BUILDING AREA
•Limited conference and training space
•Limited covered and heated storage for high-value
equipment
•Strained parking and circulation
•Fuel island and wash rack need improvements
•Security and site access concerns
GSA PROPERTY
No issues were noted for the storage at the GSA
property, however it would be beneficial to co-locate
this function with headquarters if space was available
FIGURE 40 PUBLIC WORKS MAINTENANCE AND OPERATIONS SPACE USE SUMMARY
Page 77 of 197
23 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — FACILITY NEEDS
FACILITY NEEDS
As is summarized below, Public Works M&O lacks sufficient space in every
program category
SPACE NEEDS
EXISTING SPACE (SF)FUTURE NEED (SF)% DEFICIENTCrew Support 8,800 21,900 60%
Warehouse & Shops 10,500 44,800 77%
Covered Parking 9,000 34,000 74%
Covered Storage 17,900 23,900 25%
Yard Storage*6,200 17,500 65%
Open Parking 48,700 49,800 2%
Sewer Vactor Decant 0 3,500 100%
Vegetation Sorting Facility 0 130,700 100%
Sewer vactor decant and vegetation sorting facilities are facilities that
will be needed in the future
SEWER VACTOR DECANT FACILITY
The City currently hauls vactored sewage waste to the county landfill on a
biweekly basis A study and analysis of the City’s vactor disposal methods
is a project identified in the current Capital Facilities Plan (CFP).
VEGETATION SORTING FACILITY
The City currently sorts vegetation spoils at the Jacobsen Tree Farm, in an
area planned for conversion into a Parks facility As this location will no
longer be available for this use, the department has identified the need for
three to five acres of land for a new vegetation sorting facility. The current
CFP includes a project to evaluate the cost and benefits of acquiring
property for this facility
LOCATION REQUIREMENTS
The Public Works M&O headquarters needs to be centrally located to easily
serve the entire city A central location is also helpful for easy access by
other departments requiring fleet maintenance In addition, co-location
or proximity to Parks M&O is preferred as it provides some facilities and
management efficiencies.
FIGURE 41 PUBLIC WORKS M&O SPACE NEED SUMMARY
*Space does not include laydown yard storage at GSA Property
FIGURE 42 CREW MEMBER
WORKSTATION
FIGURE 43 CREW ACCESS BULK
MATERIALS BINS
FIGURE 44 DECANT FACILITY
FIGURE 45 SIGN SHOP
Page 78 of 197
24 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — ALTERNATIVES EVALUATION
ALTERNATIVES EVALUATION
The team first evaluated the following three approaches to address Public
Works M&O facilities issues and meet future needs:
1 Rebuild GSA Park facility and purchase adjacent property
2 Relocate to north Auburn
3 Relocate to GSA property
Of these three options, Alternative 1, remaining at GSA Park, was the best
performer. It positions crews most efficiently to serve the city, allows
for a phased approach to investment, is the least risk as it doesn’t rely
on uncertain or complex land acquisition, and, because Auburn already
owns the site and phased improvements can maximize use of existing
structures, is the least cost solution It also provides some co-location
efficiencies with Parks M&O.
However, at an estimated cost of $97 4 million, this approach is too costly
to pursue given Auburn’s current financial framework. As a result, a variety
of lower cost scenarios were explored These scenarios compared different
site concept and facility use approaches to identify the most cost-effective
way to meet critical needs
FIGURE 46 INITIAL PUBLIC WORKS M&O ALTERNATIVES EVALUATED
1
3
2 NEW HEADQUARTERS
IN NORTH AUBURN
NEW HEADQUARTERS
AT GSA PROPERTY
RENOVATED
HEADQUARTERS AT
GSA PARKSR 18 SR 167SR 164
Page 79 of 197
25 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — ALTERNATIVES EVALUATION
KEY OUTCOMES
Key outcomes from the initial alternatives and lower-cost options analyses
are summarized below More information about analysis considerations
can be found in Appendix A
RECAPTURE PROPERTY FOR OPERATIONS
Recapturing the deed restricted area for M&O functions is essential to GSA
Park’s ability to meet the needs of Public Works and Parks M&O Once
the deed restriction is removed, the area north of the ballfields can be
immediately used for M&O functions This added space also helps ease
construction phasing
LEVERAGE EXISTING ASSETS
Reusing, re-purposing, and expanding existing facilities is the most cost-
effective approach to meeting Public Works M&O needs In particular, the
decant facility and crew storage building can be used through 2040 In
addition, as there are significant utilities serving the Main Building (Building
6), retaining supervisory control and data acquisition (SCADA) functions
and the Department Operations Center (DOC) at this location is the most
cost effective and straightforward approach
IMPROVE SITE ACCESS
Retaining efficient access to the site is critical to ongoing operations
efficiency, flexibility, and emergency response. The first relatively
straightforward step to improve access is relocating Parks M&O
greenhouse and bulk bins to open up access to 15th Street SW
FIGURE 47 CURRENT SITE ACCESS NORTH TO 8TH ST SW FIGURE 48 UNENCLOSED VEHICLE STORAGE BAY
Page 80 of 197
26 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — ALTERNATIVES EVALUATION
STUDY BEST APPROACH TO ACCOMMODATE NEW FUNCTIONS
Sewer vactor decant and vegetation sorting require significant space
and/or investment Studying these functions to determine the most cost-
effective path forward is recommended
ADDRESS CRITICAL NEEDS
Providing adequate space for crews, the fleet shop, and supplies; protecting
high value equipment; and replacing the fuel tank are Public Works M&O’s
highest priority needs
• Building a new modular crew facility is the most cost-effective
approach to providing adequate crew workspaces and support
facilities
• Remodeling the Main Building (Building 6) for fleet shop and crew
support facilities is the most cost-effective approach to addressing
space needs and improving workflow efficiency for the fleet shop,
storage, signals crew and shop, and crew support space See Figure 51
and Figure 52 for existing and proposed space use
• Constructing a new wash rack is a relatively low cost but high priority
improvement See Figure 50
• Enclosing Building 3 to keep equipment from freezing and installing
modular covers is a relatively low-cost way to increase operational
efficiency, shorten emergency response times, reduce maintenance
costs, and extend the useful life of Auburn’s highest value fleet and
equipment
• Partnering with the Auburn School District to create a shared fueling
station on adjacent property is an ideal solution that serves multiple
entities, distributes costs, and allows for more efficient use of the
property
FIGURE 49 MAIN PUBLIC WORKS M&O BUILDING FIGURE 50 EXISTING WASH RACK
Page 81 of 197
27 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — ALTERNATIVES EVALUATION
2ND
FLOOR
1ST
FLOOR
ENCLOSED
PARKING
MEETING
ROOM
FLEET SHOP
SIGNALS
CREW
WORKSTATIONS
CREW
WORKSTATIONS
CREW
SUPPORT
SIGNALS
CENTRAL
STORES
WAREHOUSE
FLEET MANAGER
ADMIN
FIGURE 51 EXISTING SPACE USE IN MAIN BUILDING
2ND
FLOOR
1ST
FLOOR
CENTRAL
STORES
ADDITION
EXPANDED
FLEET SHOP
CREW SHOPS
SIGNALS
CREW SUPPORT
CREW WORKSTATIONS
MEETING ROOM
REMODELED SPACES
ADMIN
FUTURE CREW
OFFICES
FIGURE 52 PLANNED SPACE USE IN MAIN BUILDING
Page 82 of 197
28 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — RECOMMENDATIONS
RECOMMENDATIONS
Public Works M&O facilities recommendations, approximate costs, and phasing suggestions are listed below and
illustrated in Figure 54 on page 29 Project costs by phase are illustrated in Figure 55
FIGURE
54 KEY RECOMMENDED PROJECT COST
(2024$)
PHASE
I II III IV
A Improve vehicle storage bay
Protects high value equipment by enclosing bays $820,000*
B Add central stores addition and convert space to fleet
Extend main building for central stores warehouse and renovate vacated
space for fleet maintenance
C Replace fuel tank
Explore option to partner with Auburn School District for joint use of their fuel
tanks; replace fuel tanks if partnership is not pursued
$320,000*
D Study need for sewer vactor decant facility
Analyze current vactor disposal methods and identify cost-effective
alternatives (not pictured)
$180,000*
E Evaluate vegetation sorting facility feasibility
Review the costs and benefits to acquiring property for use as a vegetation
sorting facility, evaluate opportunities to partner with neighboring
jurisdictions, acquire property and develop site (not pictured)
$966,000*
F Transfer deed restriction
Work with the GSA to transfer the deed restriction, transfer of recreation
assets addressed in Parks Recommendations on page 37
TBD
G Build crew building and wash rack, open access to 15th St SW, add parking
Construct new wash rack and modular crew building, relocate Parks M&O
building to open access to 15th St SW, add additional parking for Public
Works M&O and Parks M&O
$14 9M
H Remodel main building and add storage
Renovate main Public Works M&O building for use as fleet, shops, and crew
support, add new storage facility; see Figure 51 and Figure 52
$5 6M
I Cover high value fleet and equipment
Build covered parking for high value fleet and equipment $1 9M
FIGURE 53 PUBLIC WORKS M&O RECOMMENDATIONS
*Cost provided by City of Auburn
Page 83 of 197
0 100’
29 AUBURN FACILITIES MASTER PLAN
2. PUBLIC WORKS M&O — RECOMMENDATIONS
LEGEND
Phase I
Phase II
Phase III
Phase IV
$-
$1
$2
$3
$4
$5
$6
2021 2022 2023 2024 2025 2026 2027 2028 2029Millions
FIGURE 55 PUBLIC WORKS M&O SPENDING PLAN
CFP project costs provided by City; projects A-D are in 2020 dollars and project E is in 2021 dollars; other costs are in 2024 dollars
DECANT
CREW
STORAGE
H. CREW
STORAGE C. FUEL
TANK
G. NEW
PARKING
15TH ST SW C ST SWB & H. RENOVATED
MAIN BUILDING
A. VEHICLE
STORAGE BAY
CREW SHOPS
CREW SHOPS
& BULK BINS
G. WASH
RACK
B. CENTRAL
STORES ADDITION
G. OPEN ACCESS
F. TRANSFER DEED
RESTRICTION
PARKS M&O
SEE PAGE 30
G. CREW
BUILDING
I. COVERED FLEET
PARKING
FIGURE 54 PROPOSED PHASING OF GSA PARK PUBLIC WORKS M&O RECOMMENDATIONS
Page 84 of 197
30 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — EXISTING CONDITIONS
FIGURE 58 PARKS M&O FACILITY KEY
MAP, INCLUDING CITY PARKS
FACILITY KEY
G GSA Park
H Les Gove Herr Building
K R Street Property
L Game Farm Park
PARKS M&O
EXISTING CONDITIONS
GSA Park contains a main building with crew support, equipment
maintenance shop, and storage; a greenhouse; and hazardous materials
storage building Parks M&O shares use of the site’s fuel island, wash rack,
and decant facilities Crews that report here maintain most of Auburn’s
parks and civic facility grounds This site is also the department’s primary
equipment maintenance facility
Auburn’s Game Farm Park has the R Street Property storage facility and
Game Farm Park operations yard The Game Farm Park site has one
modular building with crew support and shop space Crews that report here
maintain most of Auburn’s south end parks The R Street Property has four
recreational supply and equipment storage buildings Two smaller storage
sheds are adjacent to a large office and a warehouse. Laydown storage
on the east side contains a covered storage area The R Street Property is
currently underutilized
The Herr Building at the Les Gove campus is used for Parks M&O storage
and well situated to serve Auburn Parks, Arts, and Recreation programming
on the campus
K
H
L
G
FAST FACTS
Staff 16
Facilities 4
Buildings 9
Building Area 22,900 sf
Site Area 7 2 acres
Page 85 of 197
31 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — EXISTING CONDITIONS
100%Cam
FIGURE 61 LES GOVE HERR PROPERTY
BUILDING KEY
1 GSA Park Greenhouse
2 GSA Park Main Building
3 GSA Park Hazardous Materials Storage Building
4 Les Gove Herr Building
5 R Street Property Storage Building B
6 R Street Property Storage Building A
7 R Street Property Shop/Office
8 R Street Property Covered Storage
9 Game Farm Park Main Building
FIGURE 59 PARKS M&O FACILITIES CONTEXT MAP
100%Camera: 1,216 m 47°17
1 2 3
100%Camera: 10,020 m 47°16'28"N 122°10'57"W 125 m
4
5 7
8
6
SR 18
LES
GOVE
DOWNTOWN
SR 16
4
GSA
PARK
HERR
PROPERTY
R STREET
PROPERTY
R STREET
PROPERTY
STATE PATROL
TASK FORCE
12TH ST SE
29TH ST SE C ST SWGAME
FARM
PARK FIGURE 60 GSA PARK
FIGURE 62 R STREET PROPERTY FIGURE 63 GAME FARM PARK AND OPERATIONS FACILITY
9
29TH ST SE
33RD ST SER ST SEPage 86 of 197
32 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — EXISTING CONDITIONS
ISSUES SUMMARY
Parks M&O facilities are aging, lack space to support
current crews and future growth, and for the most part
provide low quality support space for crews
GSA PARK
•Inadequate crew work and support spaces
•Limited parking and storage
•Security and site access concerns
FIGURE 64 MULTI-PURPOSE CREW OFFICE, BREAKROOM, AND
MEETING AREA CONDITIONFUNCTIONMAP KEYFACILITY NAMEBUILDING AREA (GSF)YEAR BUILTINVESTMENT RECOMMENDED1 GSA Park Greenhouse 1,000 2002
2 GSA Park Main Building 8,200 1993 X
3 GSA Park Fertilizer Storage 1,200 1944 X
*4 Les Gove Herr Property 4,000 1971
*5 R Street Storage Building B 600 1950 X
*6 R Street Storage Building A 1,000 1950 X
7 R Street Shop/Office 4,000 1963 X
8 R Street Covered Storage 2,300 1990 X
9 Game Farm Park Main Building 3,700 X
Good Fair Fair/Poor Poor
Overall
Good
Fair
Fair/Poor
Poor
PW M&O
good
fair
fair/poor
poor
Admin
Parks M&O
fair
poor
GAME FARM PARK SATELLITE
•Inadequate crew work and support spaces
•Limited covered fleet and equipment parking
R STREET PROPERTY
•Underutilized and failing facility
•Security issues
HERR PROPERTY
No issues were noted at the Herr Property
FIGURE 65 DETERIORATING PARKS M&O FACILITY
FIGURE 66 PARKS M&O CONDITION BY
BUILDING AREA
FIGURE 67 PARKS MAINTENANCE AND OPERATIONS SPACE USE SUMMARY
* User rating provided by City
Page 87 of 197
33 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — EXISTING CONDITIONS
FIGURE 68 JACOBSEN TREE FARM MASTER PLAN
Source: Jacobsen Tree Farm Park Master Plan, The Berger Partnership PS, 2010Scope: Arboretum and habitat.
PHASE I
PHASE II
PHASE III
PHASE IV
PHASE IV
JACOBSEN TREE FARM
The City is developing a new park at the former Jacobsen Tree Farm in
the Lea Hill neighborhood and Parks M&O will need a small facility for
crews and supplies to maintain the park once it’s developed These crews
will also support maintenance at other parks in northeast Auburn The
City completed a master plan for the park in 2010 and the first phase of
construction is set to begin in 2021
This park has been identified as a potential location to relocate the GSA
Park ballfields once the deed restriction is lifted. As the M&O facility and
ballfields were not part of the original master plan, they would need to be
incorporated into the design (see Figure 68)
Page 88 of 197
34 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — FACILITY NEEDS
FACILITY NEEDS
As summarized below, Parks M&O is deficient in a number of program
categories
SPACE NEEDS
EXISTING SPACE (SF)FUTURE NEED (SF)% DEFICIENTHEADQUARTERS
Crew Support 1,000 1,800 44%
Warehouse & Shops 4,200 13,800 70%
Covered Parking 0 2,200 100%
Covered Storage 2,100 23,900 91%
Yard Storage 4,100 5,000 18%
Open Parking 5,600 14,400 61%
GAME FARM PARK
Crew Support 300 990 70%
Shops 2,700 5,200 48%
Covered Parking 700 700 0%
Yard Storage 2,500 3,100 19%
Open Parking 2,000 2,400 17%
HERR BUILDING
Warehouse 4,800 4,800 0%
R STREET PROPERTY
Warehouse 5,600 5,600 0%
Covered Storage 2,300 2,300 0%
Yard Storage 73,500 73,500 0%
JACOBSEN TREE FARM (future yard)
Crew Support 300 990 70%
Shops 2,700 5,200 48%
Yard Storage 2,500 3,100 19%
Open Parking 2,000 2,400 17%
LOCATION REQUIREMENTS
Parks M&O facilities need to be located in proximity to the parks they serve
Game Farm Park and Jacobsen Tree Farm require dedicated facilities to
manage those parks as well as others in the area In addition, Parks M&O
headquarters should be centrally located Co-location of headquarters with
Public Works M&O offers some facilities and management efficiencies.
FIGURE 69 PARKS M&O SPACE NEED SUMMARY
FIGURE 70 FLEET PARKING AND YARD
STORAGE AT GSA PARK
FIGURE 71 COVERED STORAGE AT R
STREET PROPERTY
FIGURE 72 RECREATIONAL STORAGE AT R
STREET PROPERTY
FIGURE 73 EQUIPMENT SHOP AT GAME
FARM PARK
Page 89 of 197
35 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — ALTERNATIVES EVALUATION
ALTERNATIVES EVALUATION
The team first evaluated the following three approaches to address Parks M&O facilities
issues and meet future needs:
1 Rebuild facility and purchase adjacent property at GSA Park, renovate Game Farm
Park, add facility at Jacobsen Tree Farm
2 Relocate headquarters to Game Farm Park, add facility at Jacobsen Tree Farm
3 Relocate headquarters to GSA property, renovate Game Farm Park, add facility at
Jacobsen Tree Farm
Of these three options, Alternative 1, remaining at GSA Park, was the best performer
It positions crews most efficiently to serve the city, allows for a phased approach to
investment, and, because Auburn already owns the site and improvements can maximize
use of existing structures, is the least cost solution Alternative 1 also makes needed
adjustments to Game Farm Park and better positions crews to serve Jacobsen Tree Farm
It also provides some co-location efficiencies with Public Works M&O (see page 57).
However, at an estimated cost of $32 3 million, this approach is too expensive to pursue
given Auburn’s current financial framework. As a result, a variety of lower cost scenarios
were explored These scenarios compared a variety of site concept and facility use
approaches to identify the most cost-effective way to meet critical needs
FIGURE 74 INITIAL PARKS M&O ALTERNATIVES ANALYZED
1
3 2
NEW HEADQUARTERS
AT GAME FARM PARK
RENOVATED
HEADQUARTERS AT
GSA PARK
NEW HEADQUARTERS
AT GSA PROPERTY
SR 18 SR 167SR 164
Page 90 of 197
36 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — FACILITY NEEDS
KEY OUTCOMES
Key outcomes from the initial alternatives and lower-cost options analyses
are summarized below More information about analysis considerations
can be found in Appendix A
LEVERAGE EXISTING ASSETS
Providing adequate space for crews, supplies, and equipment, and
positioning crews to meet service needs are Parks M&O’s highest priorities
Renovating and expanding existing facilities is the most cost-effective
approach to meeting Parks M&O needs Renovating/building new crew
support space and adding much needed storage and warehouse space
at both GSA Park and Game Farm Park is the most feasible approach to
meeting near term needs and accommodating future growth
ADD FACILITY TO SERVE THE NEW PARK AND LEA HILL
Building a facility at Jacobsen Tree Farm will meet crew support, storage,
and operating needs and position crews to more efficiently maintain the
new park and others in northeast Auburn
IMPROVE GSA PARK SITE ACCESS
As described on page 20, increasing access to the GSA Park M&O
facilities is recommended, which requires relocating Parks M&O’s
greenhouse and bulk bins
G
•
PARKS M&O DRAFT RECOMMENDATIO
Jacobsen Tree Farm
•Add M&O satellite when Phase 2
Design TBD
•Add crew space, remodel
Game Farm Park
B. NEW CREW
SPACE ADDITION
B. REMODELED
SHOP & STORAGE
FIGURE 75 GAME FARM PARK RENOVATIONS GSA Park
•Relocate greenhouse and bulk bins to
access 15th
FT RECOMMENDATIONS
Jacobsen Tree Farm
•Add M&O satellite when Phase 2
Master Plan is constructed
Design TBD
D. RENOVATED
CREW SPACE
D. NEW STORAGE
ADDITION
NEW ACCESS TO 15TH ST SWA. RELOCATED
GREENHOUSE &
BULK BINS
FIGURE 76 GSA PARK PARKS M&O RENOVATIONS
100%Camera: 1,216 m 47°17'44"N 122°13'40"W
100%Google Camera: 1,738 m 47°16'36"N 122°10'58"W 69 m
GAME FARM PARK GSA PARK
Page 91 of 197
37 AUBURN FACILITIES MASTER PLAN
2. PARKS M&O — RECOMMENDATIONS
RECOMMENDATIONS
Parks M&O facilities recommendations, approximate costs, and phasing suggestions are listed below and
illustrated in Figure 75 and Figure 76 on page 36 Project costs by phase are illustrated in Figure 78
FIGURE
KEY RECOMMENDED PROJECT COST
(2024 $)
PHASE
I II III IV
A Open up access to 15th St SW at GSA Park
Relocate greenhouse and bulk bins to open access to 15th St SW TBD
B Renovate Game Farm Park
Build modular crew addition and renovate vacated area for shops and
storage
$2 3M
C Build new facility at Jacobsen Tree Farm
Design and build a new satellite and relocate the ball fields and other assets
from GSA Park (not pictured)
$3 7M
D Renovate Parks M&O’s main building at GSA Park
Remodel the crew support space in the main building and add a storage
addition
$1 7M
FIGURE 77 PARKS M&O RECOMMENDATIONS
$-
$1
$2
$3
$4
2021 2022 2023 2024 2025 2026 2027 2028 2029Millions
FIGURE 78 PARKS M&O SPENDING PLAN
Costs are in 2024 dollars
Page 92 of 197
38 AUBURN FACILITIES MASTER PLAN
2. ADMINISTRATION — EXISTING CONDITIONS
ADMINISTRATION
EXISTING CONDITIONS
City administrative functions are located in two downtown offices and one
warehouse at the GSA Property
Administrative functions are primarily split between City Hall and the City
Hall Annex across North Division Street City Hall was built in 1979 and
serves as the seat of government, housing the offices of the Mayor and
City Councilmembers, City Attorney and City Clerk, Human Resources,
Administration, and Facilities. Council Chambers is located on the first
floor The basement contains a portion of the City’s records storage
The Facilities shop and storage occupies the other part of the basement
distributed throughout what used to be the jail
The Annex was purchased in 2010 and comprises the second and part of
the third floor of One Main Street Professional Plaza Public Works, Finance,
Community Development, and Innovation and Technology offices as well
as the City’s Emergency Operations Center are located in the Annex
The GSA Property has a building Auburn shares with the Valley Regional
Fire Authority The Facilities team uses the City’s portion of this former
warehouse as their shop and for furniture and miscellaneous storage
FACILITY KEY
C City Hall
D City Hall Annex
J GSA Property
C D
J
FIGURE 79 ADMINISTRATION FACILITIES
KEY MAP
FAST FACTS
Staff 174
Facilities 3
Buildings 3
Building Area 81,300 sf
Site Area 10 2 acres
Page 93 of 197
39 AUBURN FACILITIES MASTER PLAN
2. ADMINISTRATION — EXISTING CONDITIONS
W MAIN ST
1ST ST NW
N DIVISION STA ST NWCITY HALL
CITY HALL
ANNEX
100%Camera: 756 m 47°16'51"N 122°14'01"
FIGURE 80 ADMINISTRATIVE FACILITIES CONTEXT MAP
FACILITIES SHOP
& STORAGE VALLEY
REGIONAL FIRE
AUTHORITY
POLICE LARGE
EVIDENCE
STORAGE
PUBLIC WORKS
M&O LAYDOWN
STORAGE
100%Camera: 10,020 m 47°16'28"N 122°10'57"W 125 m
SR 18
CITY HALL
& ANNEX
GSA
PROPERTY
S
R
1
6
4
DOWNTOWN
FIGURE 81 FACILITIES SHOP & STORAGE AT GSA PROPERTY
FIGURE 82 CITY HALL AND CITY HALL ANNEX
Page 94 of 197
40 AUBURN FACILITIES MASTER PLAN
2. ADMINISTRATION — EXISTING CONDITIONS
FIGURE 83 THERE ARE PRIVACY AND SECURITY CONCERNS FOR
CUSTOMER SERVICE COUNTERS AT CITY HALL
ISSUES SUMMARY
Administration facilities are a mixture of aging and
newer facilities and inconsistent workspaces
CITY HALL
•Aging facility with seismic and structural issues
•Inconsistent sized work spaces
•Poor quality Facilities work shop in former
basement jail
•Privacy and security concerns at customer
counters
FIGURE 84 THE ANNEX LOBBY HAS UNDERUTILIZED SPACE AND
SECURITY CONCERNS
CONDITIONFUNCTIONMAP KEYFACILITY NAMEBUILDING AREA (GSF)YEAR BUILTINVESTMENT RECOMMENDEDA City Hall 33,400 1979 X
B City Hall Annex 39,500 2010
F GSA Property 10,500 1944
Overall
Good
Fair
Fair/Poor
Poor
PW M&O
good
fair
fair/poor
poor
Admin
City Hall
City Hall Annex
GSA Lot
Parks M&O
fair
poor
FIGURE 85 FACILITY CONDITION BY
ADMINISTRATION BUILDING AREA
Good Fair Poor
CITY HALL ANNEX
•Underutilized lobby space with security concerns
•Inconsistent sizing of office spaces
•No transitional space for building inspectors and
other field personnel between field and office
FIGURE 86 ADMINISTRATION SPACE USE SUMMARY
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41 AUBURN FACILITIES MASTER PLAN
2. ADMINISTRATION — FACILITY NEEDS
FACILITY NEEDS
As is summarized below, Administration space is not well configured for
efficient space use and is slightly undersized to meet future needs. The
warehouse facility occupied by Facilities at the GSA Property has more
space than required for this function
SPACE NEEDS
EXISTING SPACE (SF)FUTURE NEED (SF)% DEFICIENTOffices, Council Chambers, & Lobbies 61,800 67,500 8%
Warehouse 18,300 13,100 -40%
Workshop 1,200 1,000 -20%
FIGURE 87 ADMINISTRATION SPACE NEED SUMMARY
EMERGENCY SUPPLY STORAGE
As the City’s Emergency Operations Center in the Annex is in an area with
a designated seismic risk hazard area, developing a back-up Emergency
Operations Center and supply storage area is recommended
LOCATION REQUIREMENTS
Administrative facilities are best in a central location with easy transit
access and available parking for the community
FIGURE 88 REMODELED COUNCIL
CHAMBERS AT CITY HALL
FIGURE 89 STORAGE FACILITY AT GSA
PROPERTY
FIGURE 90 CUBICLE OFFICES AT CITY
HALL ANNEX
FIGURE 91 TRANSITIONAL SPACE FOR
FIELD-BASED STAFF AT THE ANNEX
Page 96 of 197
42 AUBURN FACILITIES MASTER PLAN
2. ADMINISTRATION — ALTERNATIVES EVALUATION
ALTERNATIVES EVALUATION
The team first evaluated the following three approaches to address
Administrative facilities issues and meet future needs:
1 Renovate City Hall and maintain use of Annex
2 Rebuild City Hall, combining staff in one building and leasing the Annex
3 Build new City Hall in a central location near Police and sell the Annex
Of these three options, Alternative 3, building a new City Hall on a campus
with Police, was the best performer. It regains efficiency by combining
staff into one building and creates a civic campus with Police and Court
Revenue from selling both the City Hall and Annex could help to offset
project costs
However, at an estimated cost of $96 2 million, this approach is too costly
to pursue given Auburn’s current financial framework and the Annex’s debt
service In addition, this process determined administrative needs are less
pressing relative to those of Police, Public Works M&O, and Parks M&O
FIGURE 93 ALTERNATIVE ADMINISTRATIVE CONCEPTS
1 & 2
3
NEW CITY HALL
CAMPUS NEAR LES
GOVE OR OTHER
CENTRAL LOCATION
RENOVATED OR
NEW CITY HALL AT
CURRENT LOCATION
SR 18 SR 167SR 164
Page 97 of 197
43 AUBURN FACILITIES MASTER PLAN
2. ADMINISTRATION — RECOMMENDATIONS
FIGURE 94 ADMINISTRATION RECOMMENDATIONS
KEY OUTCOMES
Key outcomes from the initial alternatives and lower-cost options analyses
are summarized below More information about analysis considerations
can be found in Appendix A
ADDRESS CRITICAL MAINTENANCE AT CITY HALL
Due to its age and deferred maintenance, City Hall requires a significant
seismic upgrade and systems repairs A facility condition assessment
will comprehensively document maintenance needs, estimate costs, and
assist in scheduling projects to extend the facility’s service life
CONSIDER TIMING RELATIVE TO ANNEX DEBT SERVICE
The City would not likely recoup funds from selling or leasing the Annex
until debt service is retired and the downtown real estate has increased in
value
REVISIT ADMINISTRATIVE SPACE NEEDS AND FACILITY OPTIONS
Once the City has addressed priority Police and maintenance and operations
facility needs, reassess administrative facility needs and options
RECOMMENDATIONS
Administrative facilities recommendations, approximate costs, and phasing suggestions are listed below
FIGURE
94 KEY RECOMMENDED PROJECT COST
(2024 $)
PHASE
I II III IV
A Replace HVAC at City Hall $600,000*
B Replace roof at City Hall $350,000*
C Renovate Annex lobby
Renovate the annex lobby to use space more efficiently and align space use
with current needs
$100,000*
D Assess City Hall facility condition
Assess the facility condition of City Hall and budget to address critical
maintenance issues and extend the building’s service life
TBD
E Revisit administrative space needs and facility options
Once higher priority facility issues are addressed, revisit administrative
space needs and facility options (not pictured)
TBD
E Maintain City Hall
Invest as needed to maintain City Hall and extend its service life (not pictured)TBD ongoing
100%Camera: 483 m 47°18'26"N 122°13'41"W 26 m
A & B. REPLACE
HVAC & ROOF
C. CONDITION
ASSESSMENT
C. RENOVATED
LOBBY
FIGURE 95 ADMINISTRATION RECOMMENDATIONS
*CFP project costs provided by the City and in 2020 dollars
Page 98 of 197
Page 99 of 197
45 AUBURN FACILITIES MASTER PLAN
3. RECOMMENDATIONS SUMMARY
RECOMMENDATIONS BY FUNCTION
This 20-year plan recommends the following investments to address
facility issues, improve operations and efficiency, and serve Auburn
residents into the future
POLICE
•Acquire new headquarters site
•Build evidence processing and storage on new property
•Renovate the Justice Center
•Construct the future headquarters as funding allows
•Partner with agencies to build a regional training facility
PUBLIC WORKS M&O
Complete a four-phase investment in the GSA Park site to include:
•Improve vehicle storage bays, complete central stores addition, replace
fuel tank, evaluate the need for sewer vactor decant and vegetation
sorting facilities, transfer the deed restriction and secure access
•Build crew building and wash rack, open access to 15th St SW, and add
parking
•Remodel the main building and add a storage facility, update the
master plan to incorporate the former ballfields
•Cover high value fleet and equipment
PARKS M&O
•Renovate and expand crew space and storage at Game Farm Park
•Build a small M&O facility at Jacobsen Tree Farm aligned with master
plan implementation
•Renovate crew facility as GSA Park aligned with site improvements
ADMINISTRATIVE
•Renovate the annex lobby to use space more efficiently and align
space use with current needs
•Complete a facility condition assessment on City Hall
•Reassess administrative needs and financial capacity in ~15 years
FACILITY MAINTENANCE
•Work toward funding facility maintenance at industry standard levels
CHAPTER ORGANIZATION
RECOMMENDATIONS BY FUNCTION
RECOMMENDATIONS BY PHASE
FINANCING STRATEGY
CONCLUSION
Page 100 of 197
46 AUBURN FACILITIES MASTER PLAN
3. RECOMMENDATIONS SUMMARY
PROJECT COST
($M)
PHASE I PHASE II PHASE III PHASE IV
202120222023202420252026202720282029Justice Center roof replacement $0 5*
Police headquarters land acquisition and
master plan $3 2**
New Police evidence facility $4 7
Justice Center renovation $1 9
Build new Police headquarters $48 4 TBD
GSA Park vehicle storage bay
$0 8*
GSA Park central stores addition and fleet
renovation
GSA Park deed restriction transfer N/A
GSA Park fuel tank $0 3*
Sewer vactor decant facility study $0 2*
Vegetation sorting facility study $1 0*
GSA Park: Public Works M&O crew building,
wash rack renovation & 15th St SW access $14 9
GSA Park: warehouse renovation & new
storage $5 6M
GSA Park: covered fleet parking $1 9
GSA Park: yard building relocation TBD
Game Farm Park renovation $2 3
Ballfield transfer to Jacobsen Tree Farm $2 0
Jacobsen Tree Farm operations yard $1 7
GSA Park: Parks M&O crew building
renovation & storage addition $1 7
City Hall HVAC replacement $0 6*
City Hall conditions assessment TBD
City Hall roof replacement $0 4*
City Hall Annex lobby renovation $0 1*
Predicted and deferred maintenance 5-Year
Targets $0 5 / year $0 6 / year
RECOMMENDATIONS BY PHASE
Recommended projects, approximate cost, and target time frames are listed in Figure 96
FIGURE 96 RECOMMENDED PROJECTS AND TARGET TIME FRAME
*Cost provided by City of Auburn
**Cost provided by City of Auburn, assumes property purchase in Les Gove vicinity
Page 101 of 197
47 AUBURN FACILITIES MASTER PLAN
3. RECOMMENDATIONS SUMMARY
$-
$2
$4
$6
$8
$10
$12
2021 2022 2023 2024 2025 2026 2027 2028 2029MillionsSPENDING PLAN
Recommended project spending by function is pictured in Figure 97
FACILITY MAINTENANCE
This plan provides placeholder recommendations for facility maintenance
funding levels based on in-scope portfolio area, industry standards, and
deficiencies/currently identified by the City. Recommended maintenance
spending is gradually phased in five-year increments to bring the City to
recommended funding levels by 2036 These recommendations should be
updated as information becomes available
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Recommended Annual Maintenance Spending per SF
LEGEND
Recommended
budget targets
Industry standard
maintenance levels
FIGURE 97 RECOMMENDED SPENDING 2021-2029
2021-2024 CFP project costs provided by City; costs are in 2020 dollars except for the sewer vactor decant facility which is in 2021 dollars;
other costs are in 2024 dollars
LEGEND
Police
Public Works M&O
Parks M&O
Administration
FIGURE 98 IN-SCOPE FACILITY MAINTENANCE FUNDING TARGETS
Industry standard maintenance levels based on City/County Government facilities in “Operations and Maintenance Benchmarks”
(International Facility Management Association, 2017).
Page 102 of 197
48 AUBURN FACILITIES MASTER PLAN
3. RECOMMENDATIONS SUMMARY
FINANCING STRATEGY
Though City Council will determine the financial strategy to fund plan
recommendations beginning with the 2023-2024 biannual budget
discussions, this plan includes an example financing strategy for
consideration The strategy assumes a LTGO councilmanic bond is issued
for approximately $38 million to fund recommended facilities investments
in phases II-IV (see page 7 for LTGO bond information) Design for the
recommended projects will begin in 2024 and could be reimbursed upon
securing of the bond, assumed in 2025 Note, this does not include Phase
I recommendations currently in the City’s CFP or recommended increases
in annual facility maintenance funding to align with industry standards
Using the assumptions noted at left, the LTGO bond would require
approximately $2 2 million in annual debt service, with about $1 2 million
assumed paid from the General Fund and about $1 0 million from the
Utilities fund. User fees and grants can augment this financial strategy,
especially to help defer the cost of Parks M&O projects Figure 99 shows
the breakdown of this debt by fund and functional category Figure 100
shows the impact to the general and utilities funds, including planned CFP
projects, maintenance, and debt service
This funding option will incur the least cost to the City over time If the City
Council were to choose to phase projects over a longer period, the cost for
bonding would increase as well as total project costs due to inflation
FINANCING ASSUMPTIONS
•Total bond amount: ~$38M
•Est. Interest Rate: 4%
•Term: 30 years/semiannual
payments
•Annual Debt Service: ~$2.2M
•General Fund portion:
~$1.2M
•Utilities’ portion: ~$1M
Source: City of Auburn Finance
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$-
$1
$2
$3
$4
$5
$6
$7
$8
2021 2022 2023 2024 2025 2026 2027 2028 2029Millions
FIGURE 99 ANNUAL DEBT SERVICE
ASSUMPTION BY FUND
FIGURE 100 GENERAL AND UTILITY FUND SPENDING 2021-2029, INCLUDING CFP
PROJECTS, MAINTENANCE, AND DEBT SERVICE
LEGEND
Police - General Fund
Parks M&O - General Fund
Public Works M&O - General Fund
Public Works M&O - Utility Fund
Administration - General Fund
Maintenance - General Fund
Page 103 of 197
49 AUBURN FACILITIES MASTER PLAN
3. RECOMMENDATIONS SUMMARY
CONCLUSION
The plan recommends addressing Auburn’s most critical facility needs,
increasing maintenance funding in order to sustain and improve service;
addressing aging, deteriorating, and outmoded facilities; and investing
in modest new properties to support city growth and transformation
Adequately funded facilities will ensure the City of Auburn continues
to provide timely emergency response, efficiently maintain its critical
infrastructure, and equitably serve all residents
PLAN HIGHLIGHTS
POLICE
Building a new evidence storage facility will solve the department’s
evidence storage issues for the next 50 years Acquiring property in the
near-term will ensure this facility is constructed in the best long-term
location and lay the foundation for future investment in sustainable
headquarters facilities that will serve Auburn into the future
PUBLIC WORKS M&O
Building new crew and storage facilities, renovating the main building,
and adding covered storage will provide a 20-year solution that addresses
crew needs and protects Auburn’s highest value fleet and equipment
PARKS M&O
Improving crew support space in existing facilities and adding a new
operations satellite at the Jacobsen Tree Farm will support and position
crews to serve the growing community
Page 104 of 197
Page 105 of 197
51 AUBURN FACILITIES MASTER PLAN
Appendix A. Alternatives Evaluation Summary 55
Appendix B. Project Cost Summary 63
APPENDICES
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52 AUBURN FACILITIES MASTER PLAN
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53 AUBURN FACILITIES MASTER PLAN
Appendix A. ALTERNATIVES EVALUATION SUMMARY
This section summarizes alternatives evaluated and major considerations for police, M&O functions, and
administration Cost estimates in this section are in 2024 $ and developed using the assumptions detailed in
Appendix B
POLICE
INITIAL ALTERNATIVE CONCEPTS AND EVALUATION
ALTERNATIVE CONSIDERATIONS
ALTERNATIVE 1 - BASE CASE
1 Build new precinct at Lea Hill for detectives,
animal control, and traffic officers
2 Demolish Evidence Building
3 Renovate Police spaces in Justice Center
building; build Police annex and structured
parking
•Ideal location for public access
•Operational impacts of dividing officers between
multiple sites
•Requires structured parking and challenging
construction phasing at Justice Center
•Justice Center site may not be able to accommodate
all needs
PREFERRED ALTERNATIVE 2
1 Buy land and build new Police headquarters
with surface parking downtown
•10% cheaper than base case
•Ideal location for public access
•Can be designed to meet needs, best practices, and
accommodate future growth
•Land acquisition may be challenging and add cost
PREFERRED ALTERNATIVE 3
1 Buy land and build new Police headquarters
with surface parking near Les Gove campus
•8% cheaper than base case
•Convenient location near Les Gove’s public amenities
•Can be designed to meet needs, best practices, and
accommodate future growth
•Requires land acquisition
FIGURE 101 INITIAL POLICE ALTERNATIVE CONCEPTS AND EVALUATION
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54 AUBURN FACILITIES MASTER PLAN
PREFERRED ALTERNATIVE A
NEW OFFSITE EVIDENCE, RENOVATED GYM ~$10M
Considerations
1 Buy property for future headquarters and build new
Evidence facility
2 Renovate Justice Center Evidence Building for gym
and mat training room; include some lockers and
shower space
3 Renovate Justice Center space vacated by gym and
mat room relocation as office space; make minor
improvements to Justice Center lockers
4 Build new headquarters adjacent to Evidence facility
•Meets long-term Evidence storage needs
•Offsite Evidence requires some operational
change until headquarters relocates to new site
•Significant improvement to mat room, gym
facilities, and lockers
•Limited improvement to office space and
Justice Center crowding
ALTERNATIVE B
NEW LARGE PRECINCT, RENOVATED EVIDENCE
~$12M
Considerations
1 Buy property for future headquarters and build new
gym/mat/training facility and Detectives/ Animal
Control/Traffic precinct
2 Renovate vacated Justice Center 3rd floor as office
space
3 Renovate Evidence Building ground floor and expand
into spaces vacated by Animal Control and SWAT
vehicle
•Locates ~25% of staff offsite; may create
management challenges but reduces crowding
at Justice Center
•Meets long-term gym and training needs
•Meet some Evidence needs
•Does not address deficient locker space
•Less efficient than Alternative A as a
headquarters phasing strategy; requires
duplicate support spaces to serve both sites
ALTERNATIVE C
NEW SMALL PRECINCT, RENOVATED EVIDENCE
~$9.3M
Considerations
1 Buy property for future headquarters and build new
gym/mat/training facility and Animal Control/Traffic
precinct
2 Renovate vacated Justice Center 3rd floor as office
space
3 Renovate Evidence Building ground floor and expand
into spaces vacated by Animal Control and SWAT
vehicle
•Isolates ~5% of staff offsite
•Meets long-term gym and training needs
•Meet some Evidence needs
•Does not address deficient locker space
•Less efficient than Alternative A as a
headquarters phasing strategy; requires
duplicate support spaces to serve both sites
POLICE
LOWER COST ALTERNATIVES AND EVALUATION
FIGURE 102 REFINED POLICE CONCEPTS AND EVALUATION
Page 109 of 197
55 AUBURN FACILITIES MASTER PLAN
FIGURE 103 LOWER COST POLICE
ALTERNATIVE A
Auburn
Washington
47.31°N, 122.23°W
RENOVATE
3RD FLOOR
AS OFFICE
RENOVATE
EVIDENCE
GROUND
FLOOR
FIGURE 104 LOWER COST POLICE
ALTERNATIVE B
FIGURE 105 LOWER COST POLICE
ALTERNATIVE C
LEGEND
Full Renovation
Minor Renovation
100%Google Camera: 629 m 47°18'24"N 122°13'24"W 23 m
47.31°N, 122.23°W
RENOVATE
LOCKERS
RENOVATE
3RD FLOOR
AS OFFICE
RENOVATE
EVIDENCE
AS GYM/
MAT/ ADDTL
LOCKERS
100%Google Camera: 629 m 47°18'24"N 122°13'24"W 23 m
Auburn
Washington
47.31°N, 122.23°W
RENOVATE
3RD FLOOR
AS OFFICE
RENOVATE
EVIDENCE
GROUND
FLOOR
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56 AUBURN FACILITIES MASTER PLAN
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57 AUBURN FACILITIES MASTER PLAN
PUBLIC WORKS AND PARKS MAINTENANCE & OPERATIONS
INITIAL ALTERNATIVE CONCEPTS AND EVALUATION
ALTERNATIVE CONSIDERATIONS
PREFERRED ALTERNATIVE 1 - BASE CASE
1 Build new combined M&O crew building
2 Renovate main warehouse and build
additional warehouse & shop
3 Rebuild Game Farm Park satellite and add
new facility at Jacobsen Tree Farm
•Lowest-cost option
•Construction may be phased to distribute costs and
minimize disruption
•Maximizes use of city-owned land and facilities
•Crews are well-positioned for service
ALTERNATIVE 2
1 Build Public Works M&O headquarters in
north end
2 Build new Parks M&O headquarters and
Public Works M&O satellite at Game Farm
Park
3 Build new facility at Jacobsent Tree Farm
4 Sell GSA Park
•9% more costly than base case
•Lost efficiency with separate headquarters
•Increased travel time for crews
•Requires purchase of property in north Auburn
•Allows sale of GSA Park
ALTERNATIVE 3
1 Build new joint headquarters at GSA
2 Rebuild Game Farm Park satellite and add
new facility at Jacobsen Tree Farm
3 Sell GSA Park
•12% more costly than base case
•Increased travel time for crews
•Potential difficulty in purchasing GSA property
•Allows sale of GSA Park
FIGURE 106 INITIAL M&O ALTERNATIVE CONCEPTS AND EVALUATION
Page 112 of 197
58 AUBURN FACILITIES MASTER PLAN
PUBLIC WORKS AND PARKS MAINTENANCE & OPERATIONS
LOWER COST ALTERNATIVES AND EVALUATION
Concepts assumed renovation of Game Farm Parks facility and new low-cost facility at Jacobsen Tree Farm
Alternative C was further refined into the recommendations described in Chapter 2.
ALTERNATIVE A
COMBINED CREW FACILITIES ~ $107M
Considerations
1. Build combined 3-story crew support building
2. Build combined shop and warehouse
3. Build new wash rack, sewer decant, and covered
fleet parking
4. Renovate fleet shop
5. Renovate Game Farm Park and build new facility at
Jacobsen Tree Farm
•New combined crew building increases
efficiency while decreasing the fooprint
•New combined shop/warehouse increases
efficiency with co-located functions
•Maximizes use of existing structures
•Vacated space allows for addition of desired
sewer decant and part of vegetation sorting
facility
•Challenging construction phasing
ALTERNATIVE B
LOWER COST COMBINED CREW FACILITIES ~ $88M
Considerations
1. Build modular 1-story combined crew building
2. Build separate modular shops and warehouses
3. Build new sewer decant, and modular covered fleet
parking
4. Renovate fleet shop
5. Renovate Game Farm Park and build new facility at
Jacobsen Tree Farm
•Modular facilities decrease cost
•New combined facilities increase efficiency with
co-located functions
•Maximizes use of existing structures
•Vacated space allows for addition of desired
sewer decant and part of vegetation sorting
facility
•Challenging construction phasing
PREFERRED ALTERNATIVE C
LOWEST COST SEPARATED CREW FACILITIES ~
$24M
Considerations
1. Build modular 1-story Public Works M&O crew
building
2. Build new wash rack, and modular covered fleet
parking and warehouse facilities
3. Renovate Public Works M&O fleet shop and
warehouse
4. Add surface parking to accommodate growth
5. Renovate Game Farm Park and build new facility at
Jacobsen Tree Farm
•Renovated and new crew building provides 95%
of Public Works M&O crew needs
•Maximizes use of existing structures
•Parks M&O facilities at GSA Park partially
improved
•Challenging construction phasing
•Modular facilities decrease cost
FIGURE 107 REFINED M&O CONCEPTS AND EVALUATION
Page 113 of 197
59 AUBURN FACILITIES MASTER PLAN
FIGURE 108 LOWER COST M&O ALTERNATIVE A
FIGURE 109 LOWER COST M&O ALTERNATIVE B
FIGURE 110 LOWER COST M&O ALTERNATIVE C
LEGEND
Phase I
Phase II
Phase III
Phase IV
100%Google Camera: 1,019 m 47°17'42"N 122°13'28"W 28 m
AuburnWashington
47.31°N, 122.23°W
VEGETATION SORTING ~1.5 ACRESHEATED
PARKING
FLEET
SHOP
VEHICLE WASH/
BULK BINS PW & PARKS
CREW SHOPS &
WAREHOUSE
STAFF
PARKING
COVERED
FLEET
PARKING
3-STORY
CREW
BUILDING
PARKS
STORAGE
SEWER
DECANT
RETAINED
DECANT & PW
STORAGE
Auburn
Washington
47.31°N, 122.23°W
COVERED
FLEET
PARKING ENCLOSED
PARKING
RELOCATED
GREENHOUSE
& BULK BINS
WASH
RACK
RENOVATED
FLEET SHOP
ADDED
STORAGE FUEL
TANK
RENOVATED
CREW & STORAGE
ADDITION
RELOCATED
STAFF
PARKING
100%Google Camera: 1,019 m 47°17'42"N 122°13'28"W 28 m
Auburn
Washington
47.31°N, 122.23°W
VEGETATION SORTING ~1.5 ACRESHEATED
PARKING
FLEET
SHOP
BULK
BINS
SEWER
DECANT
RETAINED
DECANT & PW
STORAGE
PARKS
SHOP &
STORAGE
TEMPORARY
STAFF
PARKING
PW WAREHOUSE
& CREW SHOPS
CREW
BUILDING
STAFF
PARKING
COVERED
FLEET
PARKING
CREW
BUILDING
Page 114 of 197
60 AUBURN FACILITIES MASTER PLAN
ADMINISTRATION
INITIAL ALTERNATIVE CONCEPTS AND EVALUATION
ALTERNATIVE CONSIDERATIONS
ALTERNATIVE A
1 Renovate City Hall
2 Maintain Annex
•Lowest-cost option
•Administrative staff remain near economic activity
•City functions remain dispersed between multiple
facilities
•Lack of space and flexibility to accommodate change
and growth
ALTERNATIVE B
1 Demolish and rebuild City Hall on current
site
2 Lease Annex
•265% more costly option
•All administrative staff located in one facility
•Facility sustainably designed to accommodate growth
•Maintains downtown accessibility
•New building construction
ALTERNATIVE C
1 Build new City Hall in civic campus
2 Sell City Hall and Annex
•325% more costly option
•All administrative staff located in one facility, co-
located on campus with Police and Court
•Facility sustainably designed to accommodate growth
•Sale/lease revenue from vacated sites
•Concerns about downtown customer accessibility
•Likely requires structured parking PREFERRED ALTERNATIVESFIGURE 111 INITIAL ADMINISTRATION ALTERNATIVE CONCEPTS AND EVALUATION
Page 115 of 197
61 AUBURN FACILITIES MASTER PLAN
ASSUMPTIONS
The City of Auburn provided costs for the following projects recommended
by this plan:
•Sewer vactor decant facility
•Vegetation sorting facility study
•GSA Park vehicle storage bay
•GSA Park central stores addition
•GSA Park fuel tank
•City Hall roof replacement
•Justice center roof replacement
•Herr Property siding replacement
•Ballfied transfer from GSA Park to Jacobsen Tree Farm
Other costs estimates supporting this project were provided by RLB
Robinson and MAKERS and are rough-order-of-magnitude (ROM) cost
estimates appropriate for planning and decision-making Direct costs
were escalated to project costs using the mark-ups noted in Figure 112
Costs assume no hazardous materials abatement Project costs in 2019 $
by space type are shown in Figure 114
SPACE TYPE DIRECT COST
(per square foot in 2019$)
PROJECT COST
(per square foot in 2019$)
POLICE
Renovated office $92 $200
Renovated evidence $75 $163
Modular evidence $212 $369
MAINTENANCE & OPERATIONS
Modular crew space $152 50 $265
Renovated crew space $75 $163
Modular shop $215 $374
Warehouse $204 33 $443
Carport $30 $52
Vehicle wash rack $440 $955
Uncovered storage $20 80 $45
GENERAL COSTS
Sitework $22 96 $50
Building demolition $12 $26
Parking demolition $3 $7
Liquefaction $35 $76
PROJECT COST MARK-UPS
General conditions 6%
General requirements 6%
Overhead and profit fee 5 5%
Bonds and insurance 2%
Sales tax 10%
Soft cost markups 40%
Project contingency 20%
Annual escalation 3 5%
Property escalation 5%
FIGURE 112 PROJECT COST MARK-UP
FIGURE 113 LOWER COST SHOP,
WAREHOUSE, OR EVIDENCE FACILITY
Appendix B. PROJECT COST SUMMARY
https://www.modernbuildingsystems.com/modular/seattle-fire-department
Structure only: $105 per SF
https://pacificmobile.com/custom_product.php?id_product=130
Structure only: $150
https://designspacemodular.com/permanent-modular/
Pre-engineered Metal Building
https://designspacemodular.com/permanent-modular/
Pre-Engineered Auto-body
FIGURE 114 DIRECT AND PROJECT CONSTRUCTION COSTS (2019$)FIGURE 115 LOWER COST CREW
SUPPORT FACILITY
Page 116 of 197
62 AUBURN FACILITIES MASTER PLAN
SOFT COSTS
Soft costs are typically paid for by the owner and are in addition to the
contractor’s costs. These costs include:
•A/E fees - Architect and consultants under the Architects Contract
•Engineering fees and studies - Other project specific consultants not
under the Architect’s contract (Ex: Environmental impact, location
work, etc )
•Permits and Fees - Includes MUP, building permits, Fire Department
review, etc
•Commissioning - Third Party System Commissioning
•GC Pre-construction-Only if using CM GC (Construction Manager/
General Contractor) contract
•Jurisdictional costs
Furniture, fixtures and Equipment (FF&E) and personnel relocation costs
are not included
Project costs are escalated to year of construction at 3 5% annually and
property costs are escalated to year of purchase at 5 0% annually
PROPERTY ACQUISITION COSTS
Land value estimates were also provided by the City of Auburn and listed
in Figure 116
MASTER PLAN RECOMMENDATION COSTS
Master plan recommendation costs in 2024 dollars are shown in Figures
103-105
LOCATION VALUE
A - North Auburn, Downtown, Les Gove $20/SF
B - Lea Hill $16/SF
C - GSA Park $20/SF
D - GSA $22/SF
E - City Hall $6 7 M
FIGURE 116 PROPERTY VALUE ASSUMPTIONS
A & E
A
B
AC
D
Page 117 of 197
63 AUBURN FACILITIES MASTER PLAN
POLICE GSF COST ($M)
Justice Center
Renovated office 3,250 $0 7
Renovated evidence 6,080 $1 0
New Evidence Site
Low-cost evidence 9,048 $3 3
Sitework cost 12,118 $0 6
Total Cost (2019$) $5 6
Total Cost (2024$) $6.6
PUBLIC WORKS M&O GSF COST ($M)
GSA Park
Modular crew space 16,500 $5 6
Renovated crew space 13,470 $2 2
Modular shop 4,000 $1 8
Warehouse 3,300 $1 7
Carport 12,500 $1 6
Vehicle wash rack 2,700 $2 8
Sitework cost 97,600 $4 9
Parking demolition 21,000 $0 14
Total Cost (2019$) $20 7
Total Cost (2024$) $24.6
PARKS M&O GSF COST ($M)
GSA Park
Renovated crew space 1,000 $0 16
Modular shop 2,300 $1 0
Sitework cost 4,600 $0 23
Game Farm Park
Renovated crew space 1,900 $0 31
Modular crew space 990 $0 34
Uncovered storage 500 $0 02
Sitework cost 24,383 $1 2
Parking demolition 4,465 $0 03
Jacobsen Tree Farm
Modular crew space 500 $0 17
Modular shop 1,000 $0 45
Uncovered storage 500 $0 02
Sitework cost 16,255 $0 8
Total Cost (2019$) $4 8
Total Cost (2024$) $5.7
FIGURE 118 PUBLIC WORKS M&O
PROJECT COSTS
FIGURE 119 PARKS M&O PROJECT COSTS
FIGURE 117 POLICE PROJECT COSTS
Page 118 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6933 (Krum) (5 Minutes)
Date:
March 19, 2024
Department:
Community Development
Attachments:
Ordinance No. 6933
Ordinance 6933 Exhibit A
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Title 2 of the Auburn City Code includes a specific Chapter of Code for each Department
within the City. Each Chapter describes why the Department exists, the purpose and
responsibilities of the Department, and the authorities and responsibilities that rest with the
Director of the Department.
Ordinance No. 6933 adds a new Chapter 2.13 to Title 2 that provides these details for the
Department of Innovation & Technology.
Rev iewed by Council Committees:
Councilmember:Kate Baldwin Staff:Jason Krum
Meeting Date:March 25, 2024 Item Number:
Page 119 of 197
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Ordinance No. 6933
March 18, 2024
Page 3
ORDINANCE NO. 6933
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, AMENDING TITLE 2 OF THE
AUBURN CITY CODE FORMALIZING THE CREATION OF
THE CITY OF AUBURN DEPARTMENT OF INNOVATION
AND TECHNOLOGY
WHEREAS, Title 2 of the Auburn City Code includes a separate chapter of code
establishing each city department, the roles and responsibilities within the department,
and the roles and responsibilities of each department director; and
WHEREAS, digital infrastructure is an essential element necessary for a modern
city that desires to deliver efficient, reliable and safe service to the community and as an
employer; and
WHEREAS, all employees and elected officials at the City of Auburn rely upon
hardware, software and communication to carry out their primary job responsibilities; and
WHEREAS, employees and elected officials require ongoing assistance and
support designed to keep hardware, software and community systems working; and
WHEREAS, digital infrastructure systems that enable the storage of personal
information require sophisticated security approaches that protect people; and
WHEREAS, it is appropriate to centralize software and hardware acquisition,
management, maintenance and inventory systems; and
WHEREAS, the Auburn City Council desires to formalize the creation of the City
of Department of Innovation and Technology;
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
Page 120 of 197
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Ordinance No. 6933
March 18, 2024
Page 3
WASHINGTON, DO HEREBY ORDAIN as follows:
Section 1: Creation of the Department of Innovation and Technology.
Chapter 2.13 of the Auburn City Code, as legally described in Exhibit A hereto, is adopted
for the purpose of creating the Department of Innovation and Technology and defining its
responsibilities and authorities.
Section 2. Implementation of Ordinance. The Mayor and her designee(s) are
authorized to take such further actions and implement those administrative procedures
necessary to implement and/or carry out the directives of this Ordinance.
Section 3. Severability. If any one or more section, subsection, or sentence of
this ordinance is held to be unconstitutional or invalid, such decision shall not affect the
validity of the remaining portion of this ordinance and the same shall remain in full force
and effect.
Section 4. Corrections by City Clerk. Upon approval of the city attorney, the
city clerk is authorized to make necessary corrections to this ordinance, including the
correction of clerical errors in the body of this ordinance or exhibit(s) thereto; ordinance,
section, or subsection numbering; or references to other local, state, or federal laws,
codes, rules, or regulations.
Page 121 of 197
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Ordinance No. 6933
March 18, 2024
Page 3
Section 5. Effective Date. This ordinance shall take effect and be in force five (5)
days following its passage and publication, as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Harry Boesche, Acting City Attorney
Published: __________________________________________________________
Page 122 of 197
Ordinance 6933 – Exhibit A
Chapter 2.13
DEPARTMENT OF INNOVATION AND TECHNOLOGY
Sections:
2.13.010 Created
2.13.020 Powers and purpose
2.13.030 Director – Appointment – Duties
2.13.010 Created
To established Innovation and Technology Department for managing the City's information
technology resources, which shall include: Cybersecurity, telecommunications, data transport,
and physical infrastructure which includes fiber optic network; routing an d switching
technologies, applications and application infrastructure, computer engineering and
operations, data centers, servers, storage, and backup equipment; desktop, mobile, and
printing devices; cloud services including, but not limited to, Software, Infrastructure, and
Platform as a Service (SaaS, IaaS, PaaS) as defined by the National Institute of Standards and
Technology; including, but not limited to, public -facing technology services, internal facing
web services, maintenance of applications, and customer support for the above for the entire
City.
2.13.020 Powers and purpose
The department of innovation and technology is primarily an internal service provider that is
responsible for the following:
A. Prepare and update technology strategic plans and policies for the City;
B. Develop, promulgate, and implement City policies and standards governing the
acquisition, management, and disposition of information technology resources;
C. Develop policies and standards for the management, maintenance and operation of
City information technology resources;
Page 123 of 197
Ordinance 6933 – Exhibit A
D. Develop and oversee an information technology training program for the City;
E. Develop priorities and guidelines to assist City departments in preparing annual
operating and capital information technology budgets;
F. Review City department budget submittals to ensure that information technology
budget priorities and guidelines are appropriately addressed in proposed budget
allocations, and that all proposed uses of technology resources are consistent with the
City's policies, standards and technology agenda;
G. Make recommendations to the Mayor and City Council on changes to department
information technology budget submittals for consistency with the City's policies,
standards, and technology agenda;
H. In collaboration with City departments, d etermine the most effective ways of providing
information technology resources to City departments, including services and the
management thereof, using City or contracted sources;
I. Establish and regularly update information technology architecture for the City to
ensure adequate attention to Cyber -security and disaster recovery;
J. Establish a system of prices, rates and allocations, and charge City departments and
other users for services furnished by the Department;
2.13.030 Director – Appointment – Duties
The Director shall be the head of the Auburn’s Innovation and Technology Department, shall
be responsible for the administration of the Department, and shall:
A. Oversee the administrative functions of the department of innovation and technology.
B. Manage the preparation of the proposed annual budget of the Innovation and Technology
Department, authorize necessary expenditures and enter into contracts for professional
and expert services in accordance with the annual budget; develop and manage
programs, and supervise development and maintenance, of adequate managerial and
accounting systems and procedures;
Page 124 of 197
Ordinance 6933 – Exhibit A
C. Execute, administer, modify, and enforce such agreements and instruments as the
Director shall deem both reasonably necessary to implement programs consistent with all
applicable laws and ordinances and appropriate for carrying out the responsibilities,
functions, and activities of the Department;
D. Provide professional recommendations on City information technology issues, including
the operations of the Innovation and Technology Department, budget allocation, policies,
and standards for the acquisition, management, and disposition of information
technology assets, and the most effective ways of providing information technology
resources to support the missions of City departments; and
E. Appoint, remove, supervise, and control employees in the Department in accordance with
applicable rules, policies and regulations;
F. Supervise department of innovation and technology staff and programs.
G. Formulate and recommend comprehensive goals, policies, and strategies on matters
related to the technology needs for the city and various departments.
H. Oversee the preparation of grants and contracts.
Page 125 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6934 (Krum) (5 Minutes)
Date:
March 19, 2024
Department:
Community Development
Attachments:
Ordinance No. 6934
Ordinance 6934 Exhiibit A
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Title 2 of the Auburn City Code includes a specific Chapter of Code for each Department
within the City. Each Chapter describes why the Department exists, the purpose and
responsibilities of the Department, and the authorities and responsibilities that rest with the
Director of the Department.
Ordinance No. 6934 adds a new Chapter 2.28 to Title 2 that provides these details for the
Office of Equity.
Rev iewed by Council Committees:
Councilmember:Yolanda Trout-Manuel Staff:Jason Krum
Meeting Date:March 25, 2024 Item Number:
Page 126 of 197
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Ordinance No. 6934
March 18, 2024
Page 3
ORDINANCE NO. 6934
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, AMENDING TITLE 2 OF THE
AUBURN CITY CODE FORMALIZING THE CREATION OF
THE CITY OF AUBURN OFFICE OF EQUITY
WHEREAS, the government of the City of Auburn holds the responsibility of
continually striving to ensure that all members of the community are equitably afforded
opportunities to participate in our democracy and that all are heard, valued and
respected; and
WHEREAS, Title 2 of the Auburn City Code includes a separate chapter of code
establishing each city department, the roles and responsibilities within the department,
and the roles and responsibilities of each department director; and
WHEREAS, on July 15, 2019 the Auburn City Council enacted Resolution 5427
which engaged the services of Racing to Equity, the City’s first Diversity, Equity and
Inclusiveness (DEI) consultant which included a scope of service related to DEI training,
research, analysis, development of an Employee Resource Group, facilitating affinity
caucusing, and development of policies and tools around diversity and inclusiveness;
and
WHEREAS, in August of 2020 the City of Auburn created and hired its first Equity
Program Manager who worked out of the City’s Human Resources and Risk
Management Department; and
WHEREAS, the Equity Program Manager was responsible for the creation and
delivery of a broad range of internal and external equity goals, strategies and outcomes
Page 127 of 197
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Ordinance No. 6934
March 18, 2024
Page 3
across all city departments and the broader Auburn community; and
WHEREAS, in January of 2022, in order to add strength to citywide equity
initiatives and outcomes, the Mayor moved the position out of Human Resources and
Risk Management and as a direct report to the Mayor; and
WHEREAS, in September of 2022 the Mayor created the Office of Equity in order
to ensure that the office had a standalone budget and to highlight that equity work is on
equal footing as other departments, and to ensure that the Chief Equity Officer has a
voice and influence that is equal to other directors; and
WHEREAS, in 2023 the City of Auburn formed the REDI Coalition that is
comprised of Auburn elected officials, directors and non-director employees; and
WHEREAS, the Coalition believes that a well-defined, permanent Office of Equity
is an essential tool for reaching the city’s internal and external equity goals and
therefore supports the creation of Chapter 2.28 of the Auburn City Code to formally
create the Office of Equity; and
WHEREAS, the Auburn City Council desires to formalize the creation of the City
of Auburn Office of Equity;
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO HEREBY ORDAIN as follows:
Section 1: Creation of the Office of Equity. Chapter 2.28 of the Auburn City
Code, as legally described in Exhibit A hereto, is adopted for the purpose of creating the
Office of Equity and defining its responsibilities and authorities.
Page 128 of 197
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Ordinance No. 6934
March 18, 2024
Page 3
Section 2. Implementation of Ordinance. The Mayor and her designee(s) are
authorized to take such further actions and implement those administrative procedures
necessary to implement and/or carry out the directives of this Ordinance.
Section 3. Severability. If any one or more section, subsection, or sentence of
this ordinance is held to be unconstitutional or invalid, such decision shall not affect the
validity of the remaining portion of this ordinance and the same shall remain in full force
and effect.
Section 4. Corrections by City Clerk. Upon approval of the city attorney, the
city clerk is authorized to make necessary corrections to this ordinance, including the
correction of clerical errors in the body of this ordinance or exhibit(s) thereto; ordinance,
section, or subsection numbering; or references to other local, state, or federal laws,
codes, rules, or regulations.
Page 129 of 197
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Ordinance No. 6934
March 18, 2024
Page 3
Section 5. Effective Date. This ordinance shall take effect and be in force five
(5) days following its passage and publication, as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Harry Boesche, Acting City Attorney
Published: __________________________________________________________
Page 130 of 197
Ordinance 6934 – Exhibit A
Chapter 2.28
OFFICE OF EQUITY
Sections:
2.28.010 Created
2.28.020 Powers and purpose
2.28.030 Director – Appointment – Duties
2.28.010 Created
For the purpose of providing leadership, support and strategy focused on equity within the community and the
workplace, there is created and established a department of the city to be known as the office of equity.
2.28.020 Powers and purpose
The office of equity provides both internal and external services and is responsible for the following:
A. Developing and adapting a racial equity framework and city-wide workplan that clearly articulates vision,
purpose and definitions to guide departments in incorporating racial equity principles into their
operations, programs, services, and policies.
B. Supporting departmental racial equity efforts, including but not limited to: development and
implementation of city-wide racial equity plans, establishment of performance measures, data collection,
and data reporting to track progress toward achieving racial equity, and supporting the implementation of
the City’s Title VI planning efforts, language access program, community engagement plans and
department level racial equity plans.
C. Development and implementation of city-wide training plans.
D. Assembling and facilitating equity resource groups.
E. Advise the Mayor, department heads and other senior leadership on racial equity considerations, impacts
of their policy, programmatic, and operations decisions, and needed compliance efforts.
F. Convene and coordinate department heads and other senior leadership as appropriate to elevate and
advance citywide racial equity goals and initiatives.
Page 131 of 197
Ordinance 6934 – Exhibit A
G. Assisting, in collaboration with Administration, Finance, and Human Resources as applicable, in
developing, setting and/or supporting existing goals for individual departments regarding supplier
diversity, workforce diversity, diversity of boards and commissions and any other goals as determined by
the city council and mayor that impact the adopted racial equity framework.
H. Assisting departments in developing guidelines for outreach, communication and community engagement
to improve the scope and effectiveness of City efforts to ensure that all external communities receive
information and have the opportunity to shape city policies and services.
I. Approval of department equity plans, policy development includes an equity lens
J. Publicly report on city-wide progress on identified equity performance measures.
K. Increase community engagement efforts particularly in relation to the City’s cultural communities and
strengthening support to the City’s advisory boards and commissions.
2.28.030 Director – Appointment – Duties
The mayor shall appoint a director of the office of equity who is the best-trained and qualified person available
therefor, and that person shall be the head of the office of equity. The director shall supervise and oversee the
following:
A. Oversee the administrative functions of the office of equity.
B. Supervise office of equity staff and programs.
C. Preparation and implementation of the budget for the department.
D. Oversee the development and accountability measures of overarching citywide workplans and strategic
plans that are focused on equity and inclusion.
E. Formulate, recommend, and widely communicate comprehensive goals, policies, and strategies on
matters related to community and workplace equity.
F. Assist in the development of citywide training plans.
G. Facilitate and support the work of internal employee equity teams.
H. Provide technical support, expert guidance, and accountability to other departments in their efforts to
develop and implement department level equity plans.
I. Serve as a representative of the city on regional issues and regional boards.
J. Develop and execute community engagement strategies and campaigns that are intended to provide better
access to government services and that foster meaningful long-term relationships within the community.
Page 132 of 197
Ordinance 6934 – Exhibit A
K. Oversee the preparation and implementation of grants and contracts.
Page 133 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6935 (Krum) (5 Minutes)
Date:
March 19, 2024
Department:
Community Development
Attachments:
Ordinance No. 6935
Ordinance 6935 Exhibit A
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Title 2 of the Auburn City Code includes a specific Chapter of Code for each Department
within the City. Each Chapter describes why the Department exists, the purpose and
responsibilities of the Department, and the authorities and responsibilities that rest with the
Director of the Department.
Ordinance No. 6935 adds a new Chapter 2.29 to Title 2 that provides these details for the
Department of Human Services.
Rev iewed by Council Committees:
Councilmember:Yolanda Trout-Manuel Staff:Jason Krum
Meeting Date:March 25, 2024 Item Number:
Page 134 of 197
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Ordinance No. 6935
March 18, 2024
Page 3
ORDINANCE NO. 6935
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, AMENDING TITLE 2 OF THE
AUBURN CITY CODE FORMALIZING THE CREATION OF
THE CITY OF AUBURN DEPARTMENT OF HUMAN
SERVICES
WHEREAS, Title 2 of the Auburn City Code includes a separate chapter of code
establishing each city department, the roles and responsibilities within the department,
and the roles and responsibilities of each department director; and
WHEREAS, the City of Auburn has had a long standing commitment to the delivery
of human services that are designed to help our most vulnerable residents; and
WHEREAS, the Auburn City Council created Chapter 2.36 of the Auburn City Code
that establishes the Human Services Committee which aids in the development and
implementation of the delivery of human service funding; and
WHEREAS, the City of Auburn has a long standing history of allocating a portion
of the City’s general fund budget to direct towards agencies, partners, and strategies that
are intended to provide human services; and
WHEREAS, over the last decade there has been a steep rise in homelessness,
drug addiction, and mental health afflictions that have placed greater demand on human
services and created greater need to invest in more strategies and solutions designed to
help people; and
WHEREAS, since 2020 the City has increasing made more financial and resource
commitments to human services infrastructure concepts such as community court, a 365
Page 135 of 197
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Ordinance No. 6935
March 18, 2024
Page 3
day a year overnight shelter, a day shelter, and full time dedicated staff; and
WHEREAS, creation of the Human Services Department offers an opportunity to
consolidate budgets that exist within different departments, establish unified and focused
department strategies, and to further highlight the commitment by the City of Auburn to
addressing human services and the community need; and
WHEREAS, the Auburn City Council desires to formalize the creation of the City
of Department of Human Services;
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO HEREBY ORDAIN as follows:
Section 1: Creation of the Department of Human Services. Chapter 2.29 of
the Auburn City Code, as legally described in Exhibit A hereto, is adopted for the purpose
of creating the Department of Human Services and defining its responsibilities and
authorities.
Section 2. Implementation of Ordinance. The Mayor and her designee(s) are
authorized to take such further actions and implement those administrative procedures
necessary to implement and/or carry out the directives of this Ordinance.
Section 3. Severability. If any one or more section, subsection, or sentence of
this ordinance is held to be unconstitutional or invalid, such decision shall not affect the
validity of the remaining portion of this ordinance and the same shall remain in full force
and effect.
Section 4. Corrections by City Clerk. Upon approval of the city attorney, the
Page 136 of 197
- - - - - - - - - - - - - - - - - -
Ordinance No. 6935
March 18, 2024
Page 3
city clerk is authorized to make necessary corrections to this ordinance, including the
correction of clerical errors in the body of this ordinance or exhibit(s) thereto; ordinance,
section, or subsection numbering; or references to other local, state, or federal laws,
codes, rules, or regulations.
Section 5. Effective Date. This ordinance shall take effect and be in force five (5)
days following its passage and publication, as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Harry Boesche, Acting City Attorney
Published: __________________________________________________________
Page 137 of 197
Ordinance 6935 – Exhibit A
Chapter 2.29
DEPARTMENT OF HUMAN SERVICES
Sections:
2.29.010 Created
2.29.020 Powers and Purpose
2.29.030 Director – Appointment – Duties
2.29.010 Created
For the purpose of providing services and support to vulnerable populations within our
community and to those who are experiencing, or at risk of experiencing homelessness, there
is created and established a department of the city to be known as the department of human
services.
2.29.020 Powers and Purpose
The department of human services provides is both an internal and external service provider
that is responsible for the following:
A. Developing and implementing programs and strategies designed to serve vulnerable
populations within the city and to city residents that are experiencing homelessness or at
risk of homelessness.
B. Preparing recommendations for how the city’s human services funding should be
allocated.
C. Managing contracts with agencies that aid in the delivery of human services.
D. Advise the Mayor, department heads and other senior leadership on matters related to
homelessness, supportive housing, shelter services, and services that are designed to
prevent currently housed individuals from becoming homeless.
E. Provide administrative oversight of city owned or managed resource hubs.
Page 138 of 197
Ordinance 6935 – Exhibit A
2.29.030 Director – Appointment – Duties
The mayor shall appoint a director of human services who is the best-trained and qualified
person available therefor, and that person shall be the head of the department of human
services. The director shall supervise and oversee the following:
A. Oversee the administrative functions of the department of human services.
B. Supervise department of human service staff and programs.
C. Preparation and implementation of the budget for the department.
D. Oversee the development of overarching citywide efforts and strategies that are focused
on human services and eliminating homelessness.
E. Formulate and recommend comprehensive goals, policies, and strategies on matters
related to human services and homelessness.
F. Serve as the Secretary to the Human Services Committee.
G. Serve as a representative of the city on regional issues and regional boards.
H. Oversee the preparation of grants and contracts.
I. Provide administrative oversight of the programming and operations of the Auburn
Consolidated Resource Center (ACRC).
J. Serve as a liaison to shelter service providers that serve Auburn residents.
Page 139 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
2023 CDBG CAPER Report Out (Krum) (15 Minutes)
Date:
March 20, 2024
Department:
Community Development
Attachments:
2023 CDBG CAPER Pres entation
2023 CDBG CAPER Report
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The City of Auburn’s use of Community Development Block Grant (CDBG) funds is guided by
a 5-year Strategic Plan and Annual Action Plan. Every year, the City is required to submit a
Consolidated Annual Performance and Evaluation Report (CAPER) to the Department of
Housing and Urban Development (HUD) reporting on the progress the City has made in
carrying out its Strategic Plan and Action Plan during the prior program year. Auburn’s most
recent CAPER reported on progress toward goals and objectives during the January 1, 2023
– December 31, 2023 program year.
This presentation will describe the major components of the 2023 CAPER, and provide an
overview of how funds were spent and what targets were achieved during the 2023 program
year.
Rev iewed by Council Committees:
Councilmember:Yolanda Trout-Manuel Staff:Jason Krum
Meeting Date:March 25, 2024 Item Number:
Page 140 of 197
AUBURN
VALUES
S E R V I C E
ENVIRONMENT
E C O N O M Y
C H A R A C T E R
SUSTAINABILITY
W E L L N E S S
C E L E B R AT I O N
CITY COUNCIL STUDY SESSION
COMMUNITY
DEVELOPMENT BLOCK
GRANT 2023 CAPER
JEFF TATE
MARCH 25, 2024
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering ⚫ Permit Center ⚫ Economic Development ⚫ Code Enforcement
Page 141 of 197
General Fund Human
Services dollars
▪$1,100,000
▪Competitive funding for
nonprofit agencies
▪Guided by Human Services
Funding Priorities set by Council
▪Approved by City Council every
other year during budget process
CDBG dollars
▪$560,951*
▪Funds support city’s Housing Repair
program, public facility ADA
improvements, public services
(limited), and some economic
development activities
▪Guided by Consolidated Plan and
Annual Action Plans
▪Approved by City Council every year
GENERAL FUND VS CDBG
Page 142 of 197
The CDBG Entitlement Program provides annual grants on a
formula basis to entitled cities to develop viable urban
communities.
Projects must:
•Align with HUD’s National Objectives
•Be eligible under HUD’s guidelines
•Benefit low and moderate income persons
COMMUNITY DEVELOPMENT BLOCK GRANT
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 143 of 197
The Consolidated Annual Performance and Evaluation Report provides an
overview of the progress the jurisdiction has made in carrying out its
strategic plan and its action plan during the prior program year. The CAPER
is a requirement of the U.S. Department of Housing and Urban Development
(HUD), through which Auburn receives an annual entitlement, or formula
grant, from the Community Development Block Grant (CDBG) program.
WHAT IS THE CAPER ?
2020 – 2024 Consolidated Plan
2020 CAPER 2021 CAPER
2021 Action Plan
2022 CAPER 2023 CAPER
2022 Action Plan 2023 Action Plan 2024 Action Plan
Page 144 of 197
•Five Year Consolidated Plan
•Eligibility Reviews
•Annual Action Plans
•Consolidated Annual Performance Evaluation Report (CAPER)
•Annual Subrecipient Monitoring
•Financial Management
•Project Management
•Environmental Reviews
•Procurement Procedure
•Lead Mitigation
CDBG ADMINISTRATIVE REQUIREMENTS
Page 145 of 197
EXAMPLES
OF ELIGIBLE
ACTIVITIES
FOR CBDG
FUNDS
•Acquisition of Real Property
•Public Facility ADA improvements
•Site Preparation
•Public Services (up to 15% of annual allocation)
•Home Rehabilitation
•Economic Development Activities
•Job Creation for Low -Income Individuals
•Microenterprise Assistance
•Homeownership Assistance
•Planning and Capacity Building
•Program Admin Costs (up to 20% of annual allocation)
Page 146 of 197
The City’s Minor Housing Repair Program
Sidewalk ADA improvements on 5 th St NW/NE
Housing Stability/Rental Assistance Program
Fair Housing Services
Planning and administration costs (City staff time)
WHAT DID CDBG FUNDS SUPPORT IN 2023?
Page 147 of 197
96 Residents across 62 Households supported through rehab of
existing units (Housing Repair program)
65 Residents received Fair Housing education and assistance to
address housing issues
73 Auburn residents received rent assistance preventing eviction
422 Auburn residents benefitted from Sidewalk ADA improvements
12 Auburn businesses received microenterprise loan assistance
KEY FACTS AND FIGURES:
PEOPLE SERVED
Page 148 of 197
43%
57%
Extremely Low Income Low Income
2023 RESIDENTS SERVED –INCOME LEVEL
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATIONPage 149 of 197
Extremely Low Income (0 -30% AMI)
Number of People in HH Maximum Annual Income
1 Person $28,800
2 People $32,900
3 People $37,000
4 People $41.100
5 People $44,400
Low Income (31 -50% AMI)
Number of People in HH Maximum Annual Income
1 Person $47,950
2 People $54,800
3 People $61,650
4 People $68,500
5 People $74,000
INCOME GUIDELINES (2023 HUD PROGRAMS)
Page 150 of 197
HOUSING REPAIR PROGRAM
Page 151 of 197
Number of Households helped: 62
Number of Residents Served: 94
Number of Children in Households Served: 16
Extremely Low -Income Households: 31
Low -Income Households: 31
Age 60+ Households: 51
Households with Disability: 32
Female Head of Household: 44
Average Age of Home: 45 Years (Built in 1977)
KEY FACTS AND FIGURES: 2023 CLIENTS SERVED
Page 152 of 197
Plumbing -20
Roof replacement or repair -9
Floor, wall, ceiling, mold damage -7
Doors -8
Furnace replacement or repair -9
Step, porch, ramp -3
Siding, skirting repairs -7
Gutter replacement or repairs -5
Electrical -8
KEY FACTS AND FIGURES:
MOST COMMON TYPES OF REPAIRS IN 2023
Page 153 of 197
HOUSING REPAIR –BEFORE AND AFTER
Page 154 of 197
HOUSING REPAIR –BEFORE AND AFTER
Page 155 of 197
HOUSING REPAIR –BEFORE AND AFTER
Page 156 of 197
HOUSING REPAIR –BEFORE AND AFTER
Page 157 of 197
HOUSING REPAIR –BEFORE AND AFTER
Page 158 of 197
2023 CAPER Public
Comment
(Ends March 2nd)
2023 CAPER
submitted to HUD
(Mid-March)
2024 Grant
Agreement Signed
(April -May)
2024 Public
Engagement
Process
(Aug –Sept)
2024 Annual
Action Plan Drafted
(October)
2024 Annual
Action Plan Review
and Approval
(Oct-Nov)
2024 CALENDAR YEAR CDBG TIMELINE
Page 159 of 197
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering ⚫ Permit Center
Sustainability ⚫ Code Enforcement
QUESTIONS?
Page 160 of 197
CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
City of Auburn
2023 Consolidated Annual Performance and Evaluation Report
Page 161 of 197
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a)
This report discusses program outcomes for the City of Auburn 2023 program year utilizing Community Development Block Grant (CDBG)
Entitlement funds. The city has continued to pursue the objectives laid out in the Consolidated Plan by supporting efforts to prevent
homelessness, expand affordable housing opportunities, and to provide enhanced economic development initiatives. The data provided below
discusses public services, supporting decent homelessness prevention and microenterprise business assistance.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and
explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual
outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source
/
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Affordable
Housing
Affordable
Housing
Public
Housing
Homeless
Non-
Homeless
Special Needs
CDBG:
$
Public Facility or
Infrastructure Activities
for Low/Moderate
Income Housing Benefit
Households
Assisted 5 0
0.00%
Page 162 of 197
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable
Housing
Affordable
Housing
Public
Housing
Homeless
Non-
Homeless
Special Needs
CDBG:
$
Homeowner Housing
Rehabilitated
Home Repair Program
Household
Housing
Unit
325 227
69.8% 65 62
95.4%
Community
and Economic
Development
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit
ADA Sidewalk
Improvements
Persons
Assisted
1000 5977
597.70%
500 422
84.4%
Community
and Economic
Development
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 200 2970
1,485.00% 0 0
Ending
Homelessness Homeless CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Solid Ground
Persons
Assisted 365 597
163.56% 63 72
114%
Ending
Homelessness Homeless CDBG:
$
Homeless Person
Overnight Shelter
Persons
Assisted 0 0 0 0
Page 163 of 197
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Ending
Homelessness Homeless CDBG:
$
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 0 0 0 0
Ending
Homelessness Homeless CDBG:
$
Homelessness
Prevention
Persons
Assisted 0 328 0 0
Planning and
Administration CDBG:
$ Other Other 0 0
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan,
giving special attention to the highest priority activities identified.
Consistent with the priorities and specific objectives outlined in the 2023 Annual Action Plan, the City allocated the largest share of its 2023 HUD
funds to its homeowner housing rehabilitation program. As the city's largest ongoing homeless prevention program, the activity is consistent
with the focus of the CDBG housing and homeless prevention programs. The program typically provides support to over 50 low income
homeowners each year. The majority of program applicants are seniors, individuals with disabilities, or Veterans. For many residents, these
repairs allow them to affordably stay in their homes and age in the community where they have established support systems.
During the 2023 program year, the City awarded public service dollars as detailed in the 2023 Annual Action Plan. In response to a public RFP
process the City was able to award funds for microenterprise small business assistance services and emergency housing support to residents at
risk of housing loss. Investing in emergency housing specifically supports Fair Housing Goals 5 and 9 by creating stronger housing stability and
efforts to promote fair housing. The City contracted with Solid Ground to provide emergency support and case management. Through the final
quarter of 2023, Solid Ground had provided 137 individuals with emergency housing support. The City will continue to work towards our 10 Fair
Housing Goals identified in the AI.
With the additional resources made available during the 2020 program year, the City far exceeded multiple Strategic Plan targets. This trend
continued in 2023.
Page 164 of 197
CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White TBD
Black or African American TBD
Asian TBD
American Indian or American Native TBD
Native Hawaiian or Other Pacific Islander TBD
Total TBD
Hispanic TBD
Not Hispanic TBD
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
This chart provides a partial racial and ethnic breakdown, based on HUD categories, of
individuals served during the 2023 program year with CDBG funds. Services provided to Auburn
residents include minor housing rehabilitation, emergency subsistence payments, behavioral
health services, fair housing services, and employment training.
This chart is not correctly reflecting the full reporting range of race and ethnicity reported within
IDIS. It does not include 49 individuals identified in multi-racial categories.
In addition to the data included above, the City also tracks data on disability status, age, and
head of household for individuals served with CDBG funding. During the 2023 program year, 92
individuals served had a disability, and 167 individuals had a female head of household.
Additionally, 242 individuals served with CDBG direct benefit activities were limited English
speaking.
Page 165 of 197
CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 560,950 316,016
General Fund public - local 680,000 680,000
Other public - federal 0
Table 3 - Resources Made Available
Narrative
While the City of Auburn did not undertake any Target Area improvements during the 2023 program
year, there was one LMI area benefit activity that was completed in 2023. The 5th Street NW/NE
sidewalk project improved pedestrian accessibility and safety by installing new or improved pedestrian
curb ramps at the following locations: 1) SW and SE corners at the intersection of 5th St NE and A St NE;
and 2) SW and SE corners at the intersection of 5th St NE and B St NE. This project benefitted
approximately 422 low to moderate income Auburn residents in the vicinity of the project location.
Page 166 of 197
CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds),
including a description of how matching requirements were satisfied, as well as how any
publicly owned land or property located within the jurisdiction that were us ed to address the
needs identified in the plan.
Proposals to use CDBG funds with other leveraged funds can improve the feasibility of
programs and projects since available funds are often insufficient to fully support most
Community Development or Economic Development projects and programs. CDBG is generally
used in conjunction with other grant funds to our local providers. Providers are encouraged to
obtain private support in addition to CDBG funds in proposed activities. The City of Auburn
made $680,000 of General Funds available for competitive human services grants in 2023 for a
range of services, including homelessness prevention and interventions, childcare access, legal
assistance, youth programming, food access, health services, and more. These funds were fully
obligated in 2023. The City of Auburn does not have matching requirements for 2023 projects
and activities.
Page 167 of 197
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the
number and types of families served, the number of extremely low -income, low-income,
moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of homeless households to be
provided affordable housing units
0 0
Number of non-homeless households
to be provided affordable housing
units
0 0
Number of special-needs households
to be provided affordable housing
units
0 0
Total 0 0
Table 4 – Number of Households
One-Year Goal Actual
Number of households supported
through rental assistance
0 0
Number of households supported
through the production of new units
0 0
Number of households supported
through the rehab of existing units
65 62
Number of households supported
through the acquisition of existing
units
0 0
Total 65 62
Table 5 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
The City's Annual Action Plan does not have any goals of providing housing, rental assistance, production
of new units or acquisition of existing units. The City provided 62 households with minor housing repair
services in 2023. The program is the City's largest homeless prevention program which helps low income
residents maintain their housing rather than be forced into homelessness due to not being able to
afford the high costs of home repair. Many program applicants are seniors, individuals with disabilities,
Page 168 of 197
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
or Veterans living on a fixed income. In addition to helping residents remain housed in safer and more
accessible housing, the program also helps applicants connect to other supportive programs in the area.
The Housing Repair program reported individuals served with 2022 funds under IDIS activity 273 as well
as 2023 funds under activity 278. When accomplishment data is combined and de-duplicated across
both funding years, the program served 62 unduplicated households during the 2023 program year.
Discuss how these outcomes will impact future annual action plans.
The Housing Repair program has been fully operational since the end of the second quarter, 2021.
Future service targets are not expected to change based on 2020-2021 pandemic-related interruptions,
although we will continue to expend prior year Housing Repair activity funds into the following year for
at least the next year or two.
Include the number of extremely low-income, low-income, and moderate-income persons
served by each activity where information on income by family size is required to determine
the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 28 0
Low-income 19 0
Moderate-income 0 0
Total 0 0
Table 6 – Number of Households Served
Narrative Information
Consistent with the priorities and specific objectives outlined in the 2023 Annual Action Plan, the City
allocated a significant portion of its CDBG-EN funds to its homeowner housing rehabilitation program.
As the city's largest homeless prevention program, the activity is consistent with the focus of the CDBG
housing and homeless prevention programs. Across both funding years, the program provided support
to 62 low- and extremely low-income households in 2023. The majority of program applicants are
seniors, individuals with disabilities, or Veterans. For many residents, these repairs allow them to
affordably stay in their homes and age in the community where they have established support systems.
Page 169 of 197
CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending
homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City of Auburn does not receive ESG funds. The City is implementing several strategies on the local
and regional level to address the issue of homelessness and funds several homeless prevention and
intervention programs with its general funds.
Through its General Fund human services grants, the City funds PATH outreach to individuals
experiencing homelessness in Auburn. Other programs funded to support this goal include homeless
family diversion, sheltering programs that provide connections to Coordinated Entry for All and case
management, and homeless youth outreach and drop in programs.
In addition, the City of Auburn co-facilitates a monthly group with the Seattle-King County Coalition on
Homelessness called the South King County Forum on Homelessness. This group brings together
providers that serve folks experiencing homeless to support networking and coordination, skill building,
and regular information sharing. In addition to formal consultation with providers during AAP planning
times, this space allows for informal consultation on a monthly basis on a variety of topics. One of the
areas we’ve focused on information sharing, with the support of the King County Library System staff, is
internet access and addressing the digital divide for individuals in our community experiencing
homelessness. While we have not used our CDBG funds to support broadband access directly, City staff
actively engage in information, referral, and planning work to help address the digital divide.
In 2022, the King County Regional Homelessness Authority (KCRHA) conducted the region’s Point In
Time county using a methodology called Respondent Driven Sampling. This methodology incorporated a
robust qualitative interview process. During the month of March, KCRHA utilized a site in Auburn to
conduct these interviews, and is compiling the qualitative data to help inform the work of the
Continuum of Care as well as that of local jurisdictions. We continue to partner with KCRHA in their
strategic planning efforts for the region and locally.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Auburn does not receive ESG funds for emergency shelter.
To address the emergency shelter and transitional housing needs of individuals experiencing
homelessness, the City uses its general funds to support several transitional housing and emergency
housing programs throughout the South King County region, including within the City of Auburn. Using
general fund dollars, the City supports an internal homeless outreach program, motel voucher program
Page 170 of 197
CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
for individuals and families fleeing domestic violence and in need of immediate shelter, a family shelter
diversion program, two shelters in neighboring jurisdictions that serve Auburn residents, a Day Center
and Overnight Shelter located within Auburn City limits for individuals experiencing homelessness, and
drop in services for homeless youth. Additionally, the City owns two single family homes that it provides
to local nonprofits to make available as transitional housing for formerly homeless families. Per our
regional Coordinated Entry process, the city directs families to the coordinated family shelter entry
system in King County.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: likely to become homeless after
being discharged from publicly funded institutions and systems of care (such a s health care
facilities, mental health facilities, foster care and other youth facilities, and corrections
programs and institutions); and, receiving assistance from public or private agencies that
address housing, health, social services, employment, education, or youth needs
The City of Auburn’s homeless prevention programs include its housing repair program and its public
service programs which are funded through CDBG. One of the public service programs prioritized in
2023 for CDBG-EN funds was Solid Ground’s Housing Stability Program, which supports this goal directly.
The housing repair program is the City's largest continuing homeless prevention program which provides
minor home repairs to low income residents in Auburn. The program makes it possible for low income
residents to stay in their homes and avoid financial crisis from having to pay for costly home repairs that
they normally would not be able to afford.
In addition to programs supported by CDBG funds, the City of Auburn also supports homeless
prevention programs using general fund dollars. These include robust employment training and pre-
apprenticeship programs, eviction prevention programs that provide financial support and other
household assistance, domestic violence advocacy and supports, legal assistance programs, and those
supporting increased food security and access.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the peri od of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City of Auburn does not receive ESG funds for programs to help homeless persons. The City of
Auburn does invest a significant amount of its general funds to help individuals experiencing
homelessness including adults, families, veterans and unaccompanied youth. Funded programs include:
PATH, transitional housing, emergency shelters, family support programs, drop in centers, and
behavioral health services.
Page 171 of 197
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Page 172 of 197
CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of Auburn does not currently own or operate any public housing. In Auburn, public housing is
administered directly through the King County Housing Authority.
The City does advocate and support public housing in Auburn as well as helping residents understand
the application process to gain access to it.
Actions taken to encourage public housing residents to become more involved in
management and participate in homeownership
Since the City does not administer public housing funds, or have any oversight over public housing
tenants, it has no actions directed specifically to public housing residents.
The City does support its residents to become more involved and participate in homeownership. The
City gathers information on agencies that provide first time homeowner workshops and communicates
information on programs providing such support to residents seeking a pathway to homeownership,
including those living in public housing.
Actions taken to provide assistance to troubled PHAs
Since the City does not administer public housing funds it does not evaluate the status or condition of
public housing authorities.
The City's code enforcement officers have a good relationship with our public housing facilities and try
to connect the residents and management with resources in supportive services as well as services the
City provides.
Page 173 of 197
CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment. 91.220 (j); 91.320 (i)
In 2019, Washington State made grant funding available to cities who are working on assessing their
affordable housing inventory and developing strategies to meet those needs. The City of Auburn applied
and was successful in receiving a $100,000 planning grant. The City is part of a unique collaboration with
the cities of Burien, Federal Way, Kent, Renton, and Tukwila who pooled a portion of these grant funds
in order to jointly fund a Sub-Regional Housing Needs Assessment. In 2020, that subregional assessment
was completed, and in 2021, the City worked with partners to finalize a Housing Action Plan for Auburn
that informs these needs in the immediate future and for the next Housing Element update of the
Comprehensive Plan. In 2023, the City continued its planning efforts in this area, working with internal
staff, external partners, and consultants, to inform the development of the City’s Comprehensive Plan.
City Planning staff participate regularly in a South King County Housing group to share data, best
practices and build stronger regional data infrastructure. Within this partnership, the City and others
have been working with Berk Consulting to develop a regional Affordable Housing Inventory Dashboard,
which will provide key data that will inform future strategic planning and policy development efforts.
In 2017-2018, the City of Auburn developed a Climate Action Plan, intended to provide a roadmap for
the City to reduce its environmental impacts while strengthening its local economy and increasing
community resilience. The Plan identified both operational and community-level strategies for the City
to take, many of which the City has made significant progress on. In anticipation of incorporating robust
climate change planning into its Comprehensive Plan, the City has hired a consultant to tailor insights
and recommendations to the City of Auburn, including the development of a Climate Change Policy
Framework which is expected to be adopted in Q4 of 2024.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
The City continues to provide funds to address housing, infrastructure, homeless prevention, economic
development and public facilities needs. In Auburn and the surrounding South King County area, these
continue to be underserved needs so the City will explore ways to leverage additional resources towards
addressing these.
The City continues to support partnerships with and amongst our providers, faith community and
schools. City staff attend regular provider networking meetings, and are responsible for facilitating the
South King County Forum on Homelessness.
In 2023, the City continued convening a Rental Assistance Learning Circle, bringing together providers
across the region who provide rental assistance services.
Page 174 of 197
CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
As mentioned in the previous section, the City’s work on developing a Climate Action Plan helped to
identify both hazards and mitigation opportunities related to climate change. Our Plan highlighted the
tangible effects on public health and quality of life that climate change will have on Auburn’s residents
and visitors, including heat stress, air quality, flooding risk, and others. The City has undertaken and
continues to advance multiple strategic planning efforts designed to respond to the effects of climate
change and increase resiliency in our community. In our Housing Repair program, we have begun to
explore how CDBG funds could support these efforts by increasing our availability of air filtration
systems to respond to smoke events, and expanding our prioritization of repairing/replacing heating
systems to cooling systems as well. According to data from the National Weather Service, our region
experienced an average of 3.4 days annually with temperatures at or above 90 degrees between 2000
and 2010. However, we have seen a startling increase in recent years, with an average of 7.8 days
annually between 2012 and 2023 above 90 degrees. Our program aims to be responsive to the dangers
that excessive heat can cause, especially for vulnerable community members. We will be working to
revise our program procedures during 2024 to ensure that we are better able to support increased
resiliency for community members who are facing greater climate hazards.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)
The City of Auburn includes language in its CDBG contracts that require agencies to comply with HUD
Lead-Based Paint Regulations (24 CFR Part 35) issued pursuant to the Lead-Based Paint Poisoning
Prevention Act (42 U.S.C. Sections 4831, et seq.) requiring prohibition of the use of lead-based paint
whenever CDBG funds are used. In addition, the City notifies residents of potential lead-based paint
hazards when it awards a Housing Repair grant. A copy of the pamphlet – "Protect Your Family from
Lead In Your Home" is provided to each Housing Repair client when the City conducts the initial
inspection of their home.
The city takes additional measures when the age of the home indicates a possible presence of lead-
based paint. Before housing repair work commences, the city contracts with a certified provider to
undertake lead paint testing. When work is undertaken in homes with positively identified lead hazards,
the city only contracts with RRP-certified contractors who will implement the necessary mitigation and
safety strategies. Auburn's Housing Repair Program staff are also RRP-certified.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)
In 2023, the City of Auburn awarded $680,000 to human service agencies through its competitive grant
funding process.
These human services funds were awarded to programs that support poverty reduction strategies for
low income Auburn residents. Programs include transitional housing, employment training, legal aid and
emergency financial support. Most of these programs partner with other valuable programs in Auburn
that address the needs of poverty level families. The City supports human service programs across a
spectrum of services. These programs help meet community needs with behavioral health services,
Page 175 of 197
CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
domestic violence services and early childhood services, among others.
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
The City of Auburn continues to participate actively in our region’s Continuum of Care, and has
remained involved in the ongoing regional efforts to develop stronger institutional structure county-
wide to prevent and end homelessness through the King County Regional Homelessness Authority. The
City also participates in the Affordable Housing Committee of the Growth Management Planning
Council, which serves as a regional advisory body. The Committee functions as a point in coordinating
and owning accountability for affordable housing efforts across King County.
In 2023, the City continued working in partnership with the municipalities of Burien, Covington, Des
Moines, Federal Way, Kent, Maple Valley, Normandy Park, Renton, Tukwila, and King County under the
South King Housing and Homelessness Partners (SKHHP). SKHHP jurisdictions are working together and
sharing resources in order to effectively address affordable housing and homelessness. This
collaborative model is based on similar approaches used in Snohomish County, East King County, and
other areas of the country. The purpose of the coalition is to increase the available options for South
King County residents to access affordable housing and to preserve the existing affordable housing
stock.
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.320(j)
The City of Auburn has heavily contributed to and intends to continue cultivating relationships between
public and private housing and social service agencies. In addition the City will continue to participate in
collaborations with the South King County Forum on Homelessness, the Seattle-King County Coalition on
Homelessess, Seattle-King County Housing Development Consortium and the South King Housing and
Homelessness Partners.
Identify actions taken to overcome the effects of any impediments identified in the
jurisdictions analysis of impediments to fair housing choice. 91.520(a)
The City of Auburn continues to take actions to overcome identified impediments to fair housing based
on King County's Analysis of Impediments to Fair Housing. The City included funding in the 2022 and
2023 Annual Action Plan to support Fair Housing Public Service activities. In mid-2022, the City was able
to award funds to a nonprofit agency to carry out these services for Auburn residents. This funding
specifically supported Fair Housing Goals 1 and 2; Invest in programs that provide education and
enforcement of fair housing laws; and Engage underrepresented communities in ongoing efforts to
understand barriers and increase access to opportunity. The City contracted with African Community
Housing and Development (ACHD) to provide fair housing educational workshops and case
management, with a specific focus on serving the African Diaspora community in Auburn. Through the
final quarter of 2023, ACHD provided 64 individuals with fair housing education services. The City will
continue to work towards our 10 Fair Housing Goals identified in the AI. This includes working with
Page 176 of 197
CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
regional partners to take local action and utilize local and regional data as guidance to support local
policies and make recommendations to our city councils.
Page 177 of 197
CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan and used to ensure long-term compliance with requirements of the programs
involved, including minority business outreach and the comprehensive planning
requirements
Monitoring activities include onsite and desk monitoring through review of analysis and progress reports
and invoice back up details, technical assistance calls and emails. In 2023, the City perfomed robust
remote monitoring, and scheduled regular conversations with grantees to support greater ongoing
communication and relationship building.
Subrecipients of City of Auburn CDBG funds are generally monitored annually. Notification and required
materials for the monitoring are sent two weeks in advance of the monitoring date. A detailed
monitoring tool is used to assess the program's progress, timeliness and adherence to HUD guidelines.
After each annual monitoring a formal letter is sent to the subrecipient detailing the findings or
concerns of their monitoring. Each subrecipient is given 30 days to respond to the letter.
The City monitors agency compliance with its CDBG contract by requiring the agency to submit quarterly
reports that include data on the number of service units provided along with demographic information
about their clients. Quarterly reports are cross referenced to the requirements in their contract to
ensure the subrecipient is on track to complete contract goals.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
The City’s Citizen Participation Plan, available on the City’s website as well as in paper copy upon
request, lays out the timelines and opportunities for public comment on all aspects of CDBG planning
and reporting.
The City provides adequate notice at the opening of the 15 day comment period on the CAPER. The
notice is provided by wide distribution utilizing the city's vehicles of communication, including posting in
the City's paper of record, the Seattle Times. The draft CAPER is also made available on the City’s
website for electronic access and review. This CAPER was made available for public comment starting on
March 25, 2024. No comments were received during the 15 day public comment period.
The City accepts public comments in any form convenient to the public, including written responses,
facsimile and email. The City considers all comments and views received in writing or orally at in
preparing the CAPER. In 2023, the City continued to use our online outreach tool to support greater
online engagement with community members. The website, www.speakupauburn.org, provides an
accessible format where community members can submit questions and comments directly. The City
Page 178 of 197
CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
created a page devoted to CDBG, which provides an overview of the funding, timeline, and city
priorities. It also details the ways in which the City creates opportunities for public participation.
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives
and indications of how the jurisdiction would change its programs as a result of its
experiences.
The City has not experienced any significant changes in its program objectives. The City continues to
improve processes and procedures to bring the program into alignment with its current objectives. The
City will maintain focus on preserving affordable housing, addressing and preventing homelessness, and
public services.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)
grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
Not applicable
Page 179 of 197
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6939 (Gaub) (10 Minutes)
Date:
February 23, 2024
Department:
Public Works
Attachments:
Draft Ordinance No. 6939 Franchise Agreement
No. FRN23-0003
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Section 20.02.040 of the Auburn City Code requires a franchise for any utility or
telecommunications carrier or operator to use public ways of the City and to provide service
to persons or areas inside or outside of the City.
Ziply Fiber Pacific, LLC has applied for a franchise agreement to install fiber optic cable and
electronic infrastructure in the public ways within the City limits. Ziply intends to provide
business and residential data and telecommunications services to customers located inside
the City limits.
A Public Hearing to consider this application and take public comment is scheduled before
the City Council on April 1, 2024 in accordance with Auburn City Code 20.04.040.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Ingrid Gaub
Meeting Date:March 25, 2024 Item Number:
Page 180 of 197
------------------------------
Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 1 of 17
ORDINANCE NO. 6939
AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF AUBURN, WASHINGTON, GRANTING TO
ZIPLY FIBER PACIFIC, LLC DBA ZIPLY FIBER, A
DELAWARE LIMITED LIABILITY COMPANY, A
FRANCHISE FOR WIRELINE
TELECOMMUNICATIONS.
WHEREAS, Ziply Fiber Pacific, LLC dba Ziply Fiber (“Franchisee”) has
applied for a non-exclusive Franchise for the right of entry, use, and occupation of
certain public ways within the City of Auburn (“City”), expressly to install, construct,
erect, operate, maintain, repair, relocate and remove its facilities in, on, over,
under, along and/or across those public ways; and
WHEREAS, following proper notice, the City Council held a public hearing
on Franchisee’s request for a Franchise; and
WHEREAS, based on the information presented at such public hearing, and
from facts and circumstances developed or discovered through independent study
and investigation, the City Council now deems it appropriate and in the best
interest of the City to grant the franchise to Franchisee.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN
WASHINGTON, DO ORDAIN as follows:
Section 1. Definitions
For the purpose of this agreement and the interpretation and enforcement thereof,
definitions of words and phrases shall be in accordance with the definitions set
forth in this Franchise and in Auburn City Code 20.02.020. If there is a conflict
between any of the definitions set forth in this Franchise and the definitions set
forth in Auburn City Code 20.02.020, the definitions in this Franchise shall govern
to the extent of such conflict.
A. “ACC” means the Auburn City Code.
B. “Franchisee’s Facilities” means fiber optic and broadband
communications services constructed and operated within the public ways
including all cables, wires, conduits, ducts, pedestals, and any associated
converter equipment or other items necessary for Telecommunications Services
as defined in RCW 35.99.010(7), that are located in the Franchise Area.
Page 181 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 2 of 17
Franchisee’s Facilities do not include facilities used to provide wireless services,
including antennas or other equipment, appliances, attachments and
appurtenances associated with wireless telecommunications facilities.
Franchisee’s facilities do not include small wireless facilities, microcell, minor
facility, or small cell facilities, as defined in RCW 80.36.375. Franchisee’s facilities
do not include any facilities that are not located within the Franchise Area or that
are covered under a separate Franchise Agreement or agreement.
C. “Franchisee’s Services” means any telecommunications service,
telecommunications capacity, or dark fiber, provided by the Franchisee using its
Facilities, including, but not limited to, the transmission of voice, data or other
electronic information, or other subsequently developed technology that carries a
signal over fiber optic cable. Franchisee’s Services will also include non-switched,
dedicated and private line, high capacity fiber optic transmission services to firms,
businesses or institutions within the City and other lawful services not prohibited
by this Ordinance However, Franchisee’s Services will not include the provision
of “cable service”, as defined by 47 U.S.C. §522, as amended, for which a separate
franchise would be required.
Section 2. Grant of Right to Use Franchise Area
A. Subject to the terms and conditions stated in this Agreement, the City
grants to the Franchisee general permission to enter, use, and occupy the
Franchise Area, located within the incorporated area of the City. Franchisee may
locate the Franchisee’s Facilities within the Franchise Area subject to all applicable
laws, regulations, and permit conditions.
B. The Franchisee is authorized to install, remove, construct, erect,
operate, maintain, relocate, upgrade, replace, restore, and repair Franchisee’s
Facilities to provide Franchisee’s Services in the Franchise Area.
C. This Franchise does not authorize the use of the Franchise Area for
any facilities or services other than Franchisee Facilities and Franchisee Services,
and it extends no rights or privilege relative to any facilities or services of any type,
including Franchisee Facilities and Franchisee Services, on public or private
property elsewhere within the City.
D. This Franchise is non-exclusive and does not prohibit the City from
entering into other agreements, including Franchises, impacting the Franchise
Area, for any purpose that does not interfere with Franchisee’s rights under this
Franchise.
E. Except as explicitly set forth in this Agreement, this Franchise does
not waive any rights that the City has or may acquire with respect to the Franchise
Page 182 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 3 of 17
Area or any other City roads, public ways, or property. This Franchise will be
subject to the power of eminent domain, and in any proceeding under eminent
domain, the Franchisee acknowledges its use of the Franchise Area shall have no
value.
F. The City reserves the right to change, regrade, relocate, abandon, or
vacate any public way within the Franchise Area. If, at any time during the term of
this Franchise, the City vacates any portion of the Franchise Area containing
Franchisee Facilities, the City shall reserve an easement for public utilities within
that vacated portion, pursuant to Chapter 35.79.030 RCW, within which the
Franchisee may continue to operate any existing Franchisee Facilities under the
terms of this Franchise for the remaining period set forth under Section 4.
G. The Franchisee agrees that its use of Franchise Area shall at all
times be subordinated to and subject to the City and the public’s need for municipal
infrastructure, travel, and access to the Franchise Area, except as may be
otherwise required by law.
H. The Franchisee agrees to provide the City with complete contact
information for any client, lessee, sub-lessee, customer, or other entity that
Franchisee allows to utilize, control, access, or otherwise provides services to, who
will also use the Franchisee Facilities to provide services to their clients and
customers either inside or outside the City limits. Such contact information shall
be provided to the City a minimum of sixty (60) days prior to the start of such
anticipated use so that the City may determine if Franchisee’s client, lessee, sub-
lessee, customer, or other entity is required to obtain a franchise agreement with
the City prior to such use. If the client, lessee, sub-lessee, customer, or other entity
is required to obtain a franchise agreement with the City, then the Franchisee shall
not allow use, control, access, or otherwise provide services to such entity until the
required franchise agreement has been obtained.
Section 3. Notice
A. Written notices to the parties shall be sent by a nationally recognized
overnight courier or by certified mail to the following addresses, unless a different
address is designated in writing and delivered to the other party. Any such notice
shall become effective upon receipt by certified mail, confirmed delivery by
overnight courier, or the date stamped received by the City. Any communication
made by e-mail or similar method will not constitute notice pursuant to this
Agreement, except in case of emergency notification.
City: Right-of-Way Specialist,
Public Works Department - Transportation
City of Auburn
Page 183 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 4 of 17
25 West Main Street
Auburn, WA 98001-4998
Telephone: (253) 931-3010
with a copy to: City Clerk
City of Auburn
25 West Main Street
Auburn, WA 98001-4998
Franchisee: Ziply Fiber Pacific, LLC
Attn: Legal Department
135 Lake Street South, Suite 155
Kirkland, Washington 98033
Telephone: 503-431-0458
Email Address: legal@ziply.com
B. Any changes to the above-stated Franchisee information shall be
sent to the City’s Right-of-Way Specialist, Public Works Department –
Transportation Division, with copies to the City Clerk, referencing the title of this
Agreement.
C. The above-stated Franchisee voice telephone numbers shall be
staffed at least during normal business hours, Pacific time zone. The City may
contact Franchisee at the following number for emergency or other needs outside
of normal business hours of the Franchisee: (509) 823-1886.
Section 4. Term of Agreement
A. This Franchise shall run for a period of fifteen (15) years, from the
date of Franchise Acceptance as described in Section 5 of this Agreement.
B. Automatic Extension. If the Franchisee fails to formally apply for a
new franchise agreement prior to the expiration of this Franchise’s term or any
extension thereof, this Franchise automatically continues month to month until a
new franchise agreement is applied for and approved under the then current
process or until either party gives written notice at least one hundred and eighty
(180) days in advance of intent to cancel this Franchise.
Section 5. Acceptance of Franchise
A. This Franchise will not become effective until Franchisee files with
the City Clerk (1) the Statement of Acceptance (Exhibit “A”), (2) all verifications of
insurance coverage specified under Section 16, (3) the financial security specified
Page 184 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 5 of 17
in Section 17, and (4) payment of any outstanding application fees required in the
City Fee Schedule. These four items will collectively be the “Franchise
Acceptance”. The date that such Franchise Acceptance is filed with the City Clerk
will be the effective date of this Franchise.
B. If the Franchisee fails to file the Franchise Acceptance with the City
Clerk within thirty (30) days after the effective date of the ordinance approving the
Franchise as described in Section 28 of this Agreement, the City’s grant of the
Franchise will be null and void.
Section 6. Construction and Maintenance
A. The Franchisee shall apply for, obtain, and comply with the terms of
all permits required under applicable law for any work done within the City.
Franchisee will comply with all applicable City, State, and Federal codes, rules,
regulations, and orders in undertaking such work.
B. Franchisee agrees to coordinate its activities with the City and all
other utilities located within the public way within which Franchisee is under taking
its activity.
C. The City expressly reserves the right to prescribe how and where
Franchisee’s Facilities will be installed within the public way and may require the
removal, relocation and/or replacement thereof in the public interest and safety at
the expense of the Franchisee as provided for in Chapter 35.99 RCW.
D. Before beginning any work within the public way, the Franchisee will
comply with the One Number Locator provisions of Chapter 19.122 RCW to identify
existing utility infrastructure.
E. Tree Trimming. Upon prior written approval of the city the
Franchisee shall have the authority to trim trees upon and overhanging streets,
public ways and places in the Franchise Area so as to prevent the branches of
such trees from coming in physical contact with the Franchisee’s Facilities.
Franchisee shall be responsible for debris removal from such activities. If such
debris is not removed within 24 hours, the City may, at its sole discretion, remove
such debris and charge the Franchisee for the cost thereof. This section does not,
in any instance, grant automatic authority to clear vegetation for purposes of
providing a clear path for radio signals. Any such general vegetation clearing will
require other permits as necessary from the City.
Section 7. Trench Repair for Street Restorations
Page 185 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 6 of 17
A. At any time during the term of this Franchise, if a Franchisee Facility
or trench within the Franchise Area causes a street to crack, settle, or otherwise
fail, the City will notify Franchisee of the deficiency and Franchisee agrees to
restore the deficiency and repair the damage within thirty (30) days of written notice
by the City.
B. For purposes of the Section, “street” shall mean all City owned
improvements within a public way, including, but is not limited to, the following:
pavement, sidewalks, curbing, above and below-ground utility facilities, and traffic
control devices.
Section 8. Repair and Emergency Work
In the event of an emergency, the Franchisee may commence repair and
emergency response work as required under the circumstances. The Franchisee
will notify the City telephonically during normal business hours (at 253-931-3010)
and during non-business hours (at 253-876-1985) as promptly as possible, before
such repair or emergency work commences, and in writing as soon thereafter as
possible. Such notification shall include the Franchisee’s emergency contact
phone number for corresponding response activity. The City may commence
emergency response work, at any time, without prior written notice to the
Franchisee, but will notify the Franchisee in writing as promptly as possible under
the circumstances. Franchisee will reimburse the City for the City’s actual cost of
performing emergency response work.
Section 9. Damages to City and Third-Party Property
Franchisee agrees that if any of its actions, or the actions of any person,
agent, or contractor acting on behalf of the Franchisee under this Franchise
impairs or damages any City property, survey monument, or property owned by a
third-party, Franchisee will restore, at its own cost and expense, the property to a
safe condition. Upon returning the property to a safe condition, the property shall
then be returned to the condition it was in immediately prior to being damaged (if
the safe condition of the property is not the same as that which existed prior to
damage). All repair work shall be performed and completed to the satisfaction of
the City Engineer.
Section 10. Location Preference
A. Any structure, equipment, appurtenance or tangible property of a
utility or other franchisee, other than the Franchisee’s, which was installed,
constructed, completed or in place prior in time to Franchisee’s application for a
permit to construct or repair Franchisee’s Facilities under this Franchise shall have
preference as to positioning and location with respect to the Franchisee’s Facilities.
Page 186 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 7 of 17
However, to the extent that the Franchisee’s Facilities are completed and installed
before another utility or other franchisee’s submittal of a permit for new or
additional structures, equipment, appurtenances or tangible property, then the
Franchisee’s Facilities will have priority. These rules governing preference shall
continue when relocating or changing the grade of any City road or public way. A
relocating utility or franchisee will not cause the relocation of another utility or
franchisee that otherwise would not require relocation. This Section will not apply
to any City facilities or utilities that may in the future require the relocation of
Franchisee’s Facilities. Such relocations will be governed by Section 11 and
Chapter 35.99 RCW.
B. Franchisee will maintain a minimum underground horizontal
separation of five (5) feet from City water, sanitary sewer and storm sewer facilities
and ten (10) feet from above-ground City water facilities; provided, that for
development of new areas, the City, in consultation with Franchisee and other
utility purveyors or authorized users of the public way, will develop guidelines and
procedures for determining specific utility locations.
Section 11. Relocation of Franchisee Facilities
A. Except as otherwise so required by law, Franchisee agrees to
relocate, remove, or reroute its facilities as ordered by the City Engineer at no
expense or liability to the City, except as may be required by Chapter 35.99 RCW.
Pursuant to the provisions of Section 15, Franchisee agrees to protect and save
harmless the City from any customer or third-party claims for service interruption
or other losses in connection with any such change, relocation, abandonment, or
vacation of the public way.
B. If a readjustment or relocation of the Franchisee Facilities is
necessitated by a request from a party other than the City, that party shall pay the
Franchisee the actual costs associated with such relocation.
Section 12. Abandonment and or Removal of Franchisee Facilities
A. Within one hundred and eighty days (180) of Franchisee’s
permanent cessation of use of the Franchisee’s Facilities, the Franchisee will, at
the City’s discretion, either abandon in place or remove the affected facilities.
B. Franchisee may ask the City in writing to abandon, in whole or in
part, all or any part of the Franchisee’s Facilities. Any plan for abandonment of
Franchisee Facilities must be approved in writing by the City.
C. The parties expressly agree that this Section will survive the
expiration, revocation or termination of this Franchise.
Page 187 of 197
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 8 of 17
Section 13. Undergrounding
A. The parties agree that this Franchise does not limit the City’s
authority under federal law, state law, or local ordinance, to require the
undergrounding of utilities.
B. Whenever the City requires the undergrounding of aerial utilities in
the Franchise Area, the Franchisee will underground the Franchisee’s Facilities in
the manner specified by the City Engineer at no expense or liability to the City,
except as may be required by Chapter 35.99 RCW. Where other utilities are
present and involved in the undergrounding project, Franchisee will only be
required to pay its fair share of common costs borne by all utilities, in addition to
the costs specifically attributable to the undergrounding of Franchisee’s Facilities.
Common costs will include necessary costs for common trenching and utility
vaults. Fair share will be determined in comparison to the total number and size
of all other utility facilities being undergrounded.
Section 14. Franchisee Information
A. Franchisee agrees to supply, at no cost to the City, any information
reasonably requested by the City to coordinate municipal functions with
Franchisee’s activities and fulfill any municipal obligations under state law. Said
information will include, at a minimum, as-built drawings of Franchisee’s Facilities,
installation inventory, and maps and plans showing the location of existing or
planned facilities within the City. Said information may be requested either in hard
copy or electronic format, compatible with the City’s data base system, including
the City’s Geographic Information System (GIS) data base. Franchisee will keep
the City informed of its long-range plans for coordination with the City’s long-range
plans.
B. The parties understand that Chapter 42.56 RCW and other
applicable law may require public disclosure of information given to the City.
Section 15. Indemnification and Hold Harmless
A. Franchisee shall defend, indemnify, and hold harmless the City, its
officers, officials, employees and volunteers from and against any and all claims,
suits, actions, or liabilities for injury or death of any person, or for loss or damage
to property, which arises out of Franchisee’s acts, errors or omissions, or from the
conduct of Franchisee’s business, or from any activity, work or thing done,
permitted, or suffered by Franchisee arising from or in connection with this
Franchise Agreement, except only such injury or damage as shall have been
occasioned by the sole negligence of the City.
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 9 of 17
However, should a court of competent jurisdiction determine that this Agreement
is subject to RCW 4.24.115, then, in the event of liability for damages arising out
of bodily injury to persons or damages to property caused by or resulting from the
concurrent negligence of the Franchisee and the City, its officers, officials,
employees, and volunteers, the Franchisee’s liability hereunder shall be only to the
extent of the Franchisee’s negligence. It is further specifically and expressly
understood that the indemnification provided herein constitutes the Franchisee’s
waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the
purposes of this indemnification. This waiver has been mutually negotiated by the
parties. The provisions of this section shall survive the expiration or termination of
this Agreement.
B. The Franchisee will hold the City harmless from any liability arising
out of or in connection with any damage or loss to the Franchisee’s Facilities
caused by maintenance and/or construction work performed by, or on behalf of,
the City within the Franchise Area or any other City road, public way, or other
property, except to the extent any such damage or loss is directly caused by the
negligence of the City, or its agent performing such work.
C. The Franchisee acknowledges that neither the City nor any other
public agency with responsibility for firefighting, emergency rescue, public safety
or similar duties within the City has the capability to provide trench, close trench or
confined space rescue. The Franchisee, and its agents, assigns, successors, or
contractors, will make such arrangements as Franchisee deems fit for the provision
of such services. The Franchisee will hold the City harmless from any liability
arising out of or in connection with any damage or loss to the Franchisee for the
City’s failure or inability to provide such services, and, pursuant to the terms of
Section 15(A), the Franchisee will indemnify the City against any and all third-party
costs, claims, injuries, damages, losses, suits, or liabilities based on the City’s
failure or inability to provide such services.
Section 16. Insurance
A. The Franchisee shall procure and maintain for the duration of this
Agreement and as long as Franchisee has Facilities in the public way, insurance
against claims for injuries to persons or damage to property which may arise from
or in connection with the Agreement and use of the public way.
B. No Limitation. The Franchisee’s maintenance of insurance as
required by this Agreement shall not be construed to limit the liability of the
Franchisee to the coverage provided by such insurance, or otherwise limit the
City’s recourse to any remedy available at law or in equity.
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 10 of 17
C. Minimum Scope of Insurance. The Franchisee shall obtain
insurance of the types and coverage described below:
1. Commercial General Liability insurance shall be at least as
broad as Insurance Services Office (ISO) occurrence form CG 00 01 and
shall cover liability arising from premises, operations, stop gap liability,
independent contractors, products-completed operations, personal injury
and advertising injury, and liability assumed under an insured contract.
There shall be no exclusion for liability arising from explosion, collapse or
underground property damage. The City shall be named as an additional
insured under the Franchisee’s Commercial General Liability insurance
policy with respect this Franchise Agreement using ISO endorsement CG
20 12 05 09 if the franchise agreement is considered a master permit as
defined by RCW 35.99.010, or CG 20 26 07 04 if it is not, or substitute
endorsement providing at least as broad coverage.
2. Automobile Liability insurance covering all owned, non-
owned, hired and leased vehicles. Coverage shall be at least as broad as
ISO form CA 00 01.
3. Contractors Pollution Liability insurance shall be in effect
throughout the entire Franchise Agreement covering losses caused by
pollution conditions that arise from the operations of the Franchisee.
Contractors Pollution Liability shall cover bodily injury, property damage,
cleanup costs and defense, including costs and expenses incurred in the
investigation, defense, or settlement of claims.
4. Workers’ Compensation coverage as required by the
Industrial Insurance laws of the State of Washington.
5. Excess or Umbrella Liability insurance shall be excess over
and at least as broad in coverage as the Franchisee’s Commercial General
Liability and Automobile Liability insurance. The City shall be named as an
additional insured on the Franchisee’s Excess or Umbrella Liability
insurance policy.
D. Minimum Amounts of Insurance. The Franchisee shall maintain
insurance that meets or exceeds the following limits:
1. Commercial General Liability insurance shall be written with
limits no less than $5,000,000 each occurrence, $5,000,000 general
aggregate.
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Franchise Agreement No. FRN23-0003
February 22, 2024
Page 11 of 17
2. Automobile Liability insurance with a minimum combined
single limit for bodily injury and property damage of $5,000,000 per
accident.
3. Contractors Pollution Liability insurance shall be written in an
amount of at least $2,000,000 per loss, with an annual aggregate of at least
$2,000,000.
4. Workers’ Compensation coverage as required by the
Industrial Insurance laws of the State of Washington and employer’s liability
insurance with limits of not less than $1,000,000.
5. Excess or Umbrella Liability insurance shall be written with
limits of not less than $5,000,000 per occurrence and annual aggregate.
The Excess or Umbrella Liability requirement and limits may be satisfied
instead through Franchisee’s Commercial General Liability and Automobile
Liability insurance, or any combination thereof that achieves the overall
required limits.
E. Other Insurance Provisions. Franchisee’s Commercial General
Liability, Automobile Liability, Excess or Umbrella Liability, Contractors Pollution
Liability insurance policy or policies are to contain, or be endorsed to contain, that
they shall be primary insurance as respect to the City. Any insurance, self-
insurance, or self-insured pool coverage maintained by the City shall be excess of
the Franchisee’s insurance and shall not contribute with it.
F. Acceptability of Insurers. Insurance is to be placed with insurers with
a current A.M. Best rating of not less than A: VII.
G. Subcontractors. The Franchisee shall cause each and every
Subcontractor to provide insurance coverage that complies with all applicable
requirements of the Franchisee-provided insurance as set forth herein, including
limits no less than what is required of Franchisee under this Agreement.
H. Verification of Coverage. The Franchisee shall furnish the City with
original certificates and a copy of the amendatory endorsements, including but not
necessarily limited to the additional insured endorsement, evidencing the
insurance requirements of this Agreement. Upon request by the City, the
Franchisee shall furnish certified copies of all required insurance policies, including
endorsements, required in this Agreement and evidence of all subcontractors’
coverage.
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Franchise Agreement No. FRN23-0003
February 22, 2024
Page 12 of 17
I. Notice of Cancellation. Franchisee shall provide the City with written
notice of any policy cancellation within two business days of their receipt of such
notice.
J. Failure to Maintain Insurance. Failure on the part of the Franchisee
to maintain the insurance as required shall constitute a material breach of
Agreement, upon which the City may, after giving five business days’ notice to the
Franchisee to correct the breach, terminate the Agreement.
K. City Full Availability of Franchisee Limits. If the Franchisee maintains
higher insurance limits than the minimums shown above, the City shall be insured
for the full available limits of Commercial General and Excess or Umbrella liability
maintained by the Franchisee, irrespective of whether such limits maintained by
the Franchisee are greater than those required by this Agreement or whether any
certificate of insurance furnished to the City evidences limits of liability lower than
those maintained by the Franchisee.
L. Franchisee – Self-Insurance. Franchisee will have the right to self-
insure any or all of the above-required insurance. Any such self-insurance is
subject to approval by the City. If the Franchisee is self-insured or becomes self-
insured during the term of the Franchise Agreement, Franchisee or its affiliated
parent entity shall comply with the following: (i) Franchisee shall submit a letter to
the City stating which of the above required insurance provisions in this Section 15
Franchisee proposes to self-insure; (ii) provide the City, upon request, a copy of
Franchisee’s or its parent company’s most recent audited financial statements, if
such financial statements are not otherwise publicly available; (iii) Franchisee or
its parent company is responsible for all payments within the self-insured retention;
and (iv) Franchisee assumes all defense and indemnity obligations as outlined in
Section 15.
Section 17. Financial Security
The Franchisee will provide the City with a financial security in the amount
of Fifty Thousand Dollars ($50,000.00) running for, or renewable for, the term of
this Franchise, in a form and substance acceptable to the City. If Franchisee fails
to substantially comply with any one or more of the provisions of this Franchise,
the City may recover jointly and severally from the principal and any surety of that
financial security any damages suffered by the City as a result Franchisee’s failure
to comply, including but not limited to staff time, material and equipment costs,
compensation or indemnification of third parties, and the cost of removal or
abandonment of facilities. Franchisee specifically agrees that its failure to comply
with the terms of Section 20 will constitute damage to the City in the monetary
amount set forth in that section. Any financial security will not be construed to limit
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Franchise Agreement No. FRN23-0003
February 22, 2024
Page 13 of 17
the Franchisee’s liability to the security amount, or otherwise limit the City’s
recourse to any remedy to which the City is otherwise entitled at law or in equity.
Section 18. Successors and Assignees
A. All the provisions, conditions, regulations and requirements
contained in this Franchise are binding upon the successors, assigns of, and
independent contractors of the Franchisee, and all rights and privileges, as well as
all obligations and liabilities of the Franchisee will inure to its successors,
assignees and contractors equally as if they were specifically mentioned herein
wherever the Franchisee is mentioned.
B. This Franchise will not be leased, assigned or otherwise alienated
without the express prior consent of the City by ordinance, which consent shall not
be unreasonably withheld or delayed, except as expressed by ordinance and then
only on such reasonable conditions as may be prescribed therein.
C. Franchisee and any proposed assignee or transferee will provide
and certify the following to the City not less than ninety (90) days prior to the
proposed date of transfer: (1) Complete information setting forth the nature, term
and conditions of the proposed assignment or transfer; (2) All information required
by the City of an applicant for a Franchise with respect to the proposed assignee
or transferee; and, (3) An application fee in the amount established by the City’s
fee schedule, plus any other costs actually and reasonably incurred by the City in
processing, and investigating the proposed assignment or transfer.
D. Before the City’s consideration of a request by Franchisee to consent
to a Franchise assignment or transfer, the proposed Assignee or Transferee will
file with the City a written promise to unconditionally accept all terms of the
Franchise, effective upon such transfer or assignment of the Franchise. The City
is under no obligation to undertake any investigation of the transferor’s state of
compliance and failure of the City to insist on full compliance before transfer does
not waive any right to insist on full compliance thereafter.
Section 19. Dispute Resolution
A. In the event of a dispute between the City and the Franchisee arising
by reason of this Agreement, the dispute will first be referred to the operational
officers or representatives designated by City and Franchisee to have oversight
over the administration of this Agreement. The officers or representatives will meet
within thirty (30) calendar days of either party's request for a meeting, whichever
request is first, and the parties will make a good faith effort to achieve a resolution
of the dispute.
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Franchise Agreement No. FRN23-0003
February 22, 2024
Page 14 of 17
B. If the parties fail to achieve a resolution of the dispute in this manner,
either party may then pursue any available judicial remedies. This Franchise will
be governed by and construed in accordance with the laws of the State of
Washington. If any suit, arbitration, or other proceeding is instituted to enforce any
term of this Agreement, the parties specifically understand and agree that venue
will be exclusively in King County, Washington. The prevailing party in any such
action will be entitled to its attorneys’ fees and costs.
Section 20. Enforcement and Remedies
A. If the Franchisee willfully violates, or fails to comply with any of the
provisions of this Franchise through willful or unreasonable negligence, or fails to
comply with any notice given to Franchisee under the provisions of this agreement,
the City may, at its discretion, provide Franchisee with written notice to cure the
breach within thirty (30) days of notification. If the City determines the breach
cannot be cured within thirty days, the City may specify a longer cure period, and
condition the extension of time on Franchisee’s submittal of a plan to cure the
breach within the specified period, commencement of work within the original thirty
day cure period, and diligent prosecution of the work to completion. If the breach
is not cured within the specified time, or the Franchisee does not comply with the
specified conditions, the City may, at its discretion, either (1) revoke the Franchise
with no further notification, or (2) claim damages of Two Hundred Fifty Dollars
($250.00) per day against the financial guarantee set forth in Section 17 for every
day after the expiration of the cure period that the breach is not cured.
B. If the City determines that Franchisee is acting beyond the scope of
permission granted in this Franchise for Franchisee Facilities and Franchisee
Services, the City reserves the right to cancel this Franchise and require the
Franchisee to apply for, obtain, and comply with all applicable City permits,
franchises, or other City permissions for such actions, and if the Franchisee’s
actions are not allowed under applicable federal and state or City laws, to compel
Franchisee to cease those actions.
Section 21. Compliance with Laws and Regulations
A. This Franchise is subject to, and the Franchisee will comply with all
applicable federal and state or City laws, regulations and policies (including all
applicable elements of the City's comprehensive plan), in conformance with federal
laws and regulations, affecting performance under this Franchise. The Franchisee
will be subject to the police power of the City to adopt and enforce general
ordinances necessary to protect the safety and welfare of the general public in
relation to the rights granted in the Franchise Area.
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 15 of 17
B. The City reserves the right at any time to amend this Franchise to
conform to any federal or state statute or regulation relating to the public health,
safety, and welfare, or relating to roadway regulation, or a City Ordinance enacted
pursuant to such federal or state statute or regulation enacted, amended, or
adopted after the effective date of this Franchise if it provides Franchisee with thirty
(30) days written notice of its action setting forth the full text of the amendment and
identifying the statute, regulation, or ordinance requiring the amendment. The
amendment will become automatically effective on expiration of the notice period
unless, before expiration of that period, the Franchisee makes a written call for
negotiations over the terms of the amendment. If the parties do not reach
agreement as to the terms of the amendment within thirty (30) days of the call for
negotiations, the City may enact the proposed amendment, by incorporating the
Franchisee’s concerns to the maximum extent the City deems possible.
C. The City may terminate this Franchise upon thirty (30) days written
notice to the Franchisee, if the Franchisee fails to comply with such amendment or
modification.
Section 22. License, Tax and Other Charges
This Franchise will not exempt the Franchisee from any future license, tax,
or charge which the City may adopt under authority granted to it under state or
federal law for revenue or as reimbursement for use and occupancy of the
Franchise Area.
Section 23. Consequential Damages Limitation
Notwithstanding any other provision of this Agreement, in no event will
either party be liable for any special, incidental, indirect, punitive, reliance,
consequential or similar damages.
Section 24. Severability
If any portion of this Franchise is deemed invalid, the remainder portions
will remain in effect.
Section 25. Titles
The section titles used are for reference only and should not be used for the
purpose of interpreting this Franchise.
Section 26. Implementation
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Draft Ordinance No. 6939
Franchise Agreement No. FRN23-0003
February 22, 2024
Page 16 of 17
The Mayor is authorized to implement those administrative procedures
necessary to carry out the directions of this legislation.
Section 27. Entire Agreement
This Agreement, as subject to the appropriate city, state, and federal laws,
codes, and regulations, and the attachments hereto represent the entire
understanding and agreement between the parties with respect to the subject
matter and it supersedes all prior oral negotiations between the parties. All
previous Agreements between the parties pertaining to Franchisee's operation of
its Facilities are hereby superseded.
Section 28. Effective Date.
This Ordinance will take effect and be in force five days from and after its
passage, approval and publication as provided by law.
INTRODUCED: ___________________
PASSED: ________________________
APPROVED: _____________________
________________________________
NANCY BACKUS, MAYOR
ATTEST: APPROVED AS TO FORM
___________________________ ________________________________
Shawn Campbell, MMC, City Clerk Harry Boesche, Acting City Attorney
PUBLISHED: _____________________________________________________
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February 22, 2024
Page 17 of 17
EXHIBIT “A”
STATEMENT OF ACCEPTANCE
________________________________, for itself, its successors and assigns,
hereby accepts and agrees to be bound by all lawful terms, conditions and
provisions of the Franchise attached hereto and incorporated herein by this
reference.
Franchisee Name: _______________________
Address: ____________________________
City, State, Zip: _______________________
By: Date:
Name:
Title:
STATE OF _______________)
)ss.
COUNTY OF _____________ )
On this ____ day of _______________, 20__, before me the undersigned, a
Notary Public in and for the State of __________, duly commissioned and sworn,
personally appeared, __________________ of _________, the company that
executed the within and foregoing instrument, and acknowledged the said
instrument to be the free and voluntary act and deed of said company, for the uses
and purposes therein mentioned, and on oath stated that they are authorized to
execute said instrument.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed my official seal
on the date hereinabove set forth.
Signature
NOTARY PUBLIC in and for the State of
___________, residing at
MY COMMISSION EXPIRES:
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