HomeMy WebLinkAbout04-22-2024 AgendaCity Council Study Session Community
Wellness Special F ocus Area
April 22, 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
I I .P UB L I C PA RT I C I PAT I O N
A .P ublic P articipation
The A uburn City Council Study Session Meeting scheduled for Monday, April 22, 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:
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To listen to the meeting by phone or Zoom, please call the below number or click the
link:
Telephone: 253 215 8782
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B .Roll Call
I I I .A G E ND A MO D I F I C AT I O NS
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 .Ordinance No. 6941 (Gaub) (5 Minutes)
A n Ordinance granting to F atbeam, L L C, a Washington L imited L iability Company, a
Franchise for W ireline Telecommunications
B .Resolution No. 5763 (Goodson-Moore) (5 Minutes)
A Resolution authorizing the Mayor to sign an amendment to the City’s Agreement with
S apna S trategies
C.P olice Department 2023 A nnual Reports (Caillier) (30 Minutes)
Page 1 of 194
D.B riefing - S pecial Planning A reas (K rum) (30 Minutes)
A n overview of the various S pecial Planning A reas identified in the Comprehensive
P lan
E .E conomic Development Update (Krum) (20 Minutes)
A n update on E conomic Development Division activity
V.C O MMUNI T Y W E L L NE S S D I S C US S I O N I T E MS
A .Housing Policy Update (Krum) (20 Minutes)
A n update of the City’s Housing Action P lan, recent housing legislation and how these
inputs are influencing the City’s Comprehensive Plan and Housing Element
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 194
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6941 (Gaub) (5 Minutes)
Date:
April 16, 2024
Department:
Public Works
Attachments:
Draft Ordinance No. 6941
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.
Fatbeam, LLC has applied for a new franchise agreement to continue to operate their existing
fiber optic telecommunications facilities located in the public ways within the city limits as their
current Franchise agreement is set to expire in the near future. Fatbeam provides
telecommunications, telephone service, internet access and wide area network connectivity to
education, government, hospitals and other enterprise level customers. The proposed
agreement is consistent with the City’s standard franchise agreement language.
A Public Hearing to consider this application and take public comment is scheduled before
the City Council on May 6, 2024, in accordance with Auburn City Code 20.04.040.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Ingrid Gaub
Meeting Date:April 22, 2024 Item Number:
Page 3 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 1 of 17
ORDINANCE NO. 6941
AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF AUBURN, WASHINGTON, GRANTING TO
FATBEAM, LLC, A WASHINGTON LIMITED
LIABILITY COMPANY, A FRANCHISE FOR
WIRELINE TELECOMMUNICATIONS
WHEREAS, Fatbeam, LLC (“Franchisee”) has applied for a non-exclusive
Franchise for the right of entry, use, and occupation of certain public ways within
the City of Auburn (“City”), expressly to install, construct, erect, operate, maintain,
repair, relocate and remove its facilities in, on, over, under, along and/or across
those public ways; and
WHEREAS, following proper notice, the City Council held a public hearing
on Franchisee’s request for a Franchise; and
WHEREAS, based on the information presented at such public hearing, and
from facts and circumstances developed or discovered through independent study
and investigation, the City Council now deems it appropriate and in the best
interest of the City to grant the Franchise to Franchisee.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN
WASHINGTON, DO ORDAIN as follows:
Section 1. Definitions
For the purpose of this Franchise and the interpretation and enforcement thereof,
definitions of words and phrases shall be in accordance with the definitions set
forth in this Franchise and in Auburn City Code 20.02.020. If there is a conflict
between any of the definitions set forth in this Franchise and the definitions set
forth in Auburn City Code 20.02.020, the definitions in this Franchise shall govern
to the extent of such conflict.
A. “ACC” means the Auburn City Code.
B. “Franchise” means this agreement approved by Ordinance No.
6941 of the City which authorizes Franchisee Facilities to provide Franchisee
Services in the Franchise Area.
C. “Franchisee’s Facilities” means fiber optic and broad band
communications services constructed and operated within the public ways
including all cables, wires, conduits, ducts, pedestals, and any associated
Page 4 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 2 of 17
converter equipment or other items necessary for Telecommunications Services
as defined in RCW 35.99.010(7), that are located in the Franchise Area.
Franchisee’s Facilities do not include facilities used to provide wireless services,
including antennas or other equipment, appliances, attachments and
appurtenances associated with wireless telecommunications facilities.
Franchisee’s facilities do not include small wireless facilities, microcell, minor
facility, or small cell facilities, as defined in RCW 80.36.375. Franchisee’s facilities
do not include any facilities that are not located within the Franchise Area or that
are covered under a separate franchise agreement or agreement.
D. “Franchisee’s Services” means any telecommunications service,
telecommunications capacity, or dark fiber, provided by the Franchisee using its
Facilities, including, but not limited to, the transmission of voice, data or other
electronic information, or other subsequently developed technology that carries a
signal over fiber optic cable. Franchisee’s Services will also include non-switched,
dedicated and private line, high capacity fiber optic transmission services to firms,
businesses or institutions within the City and other lawful services not prohibited
by this Ordinance However, Franchisee’s Services will not include the provision
of “cable services”, as defined by 47 U.S.C. §522, as amended, for which a
separate franchise would be required.
Section 2. Grant of Right to Use Franchise Area
A. Subject to the terms and conditions stated in this Franchise, the City
grants to the Franchisee general permission to enter, use, and occupy the
Franchise Area, located within the incorporated area of the City. Franchisee may
locate the Franchisee’s Facilities within the Franchise Area subject to all applicable
laws, regulations, and permit conditions.
B. The Franchisee is authorized to install, remove, construct, erect,
operate, maintain, relocate, upgrade, replace, restore, and repair Franchisee’s
Facilities to provide Franchisee’s Services in the Franchise Area.
C. This Franchise does not authorize the use of the Franchise Area for
any facilities or services other than Franchisee Facilities and Franchisee Services,
and it extends no rights or privilege relative to any facilities or services of any type,
including Franchisee Facilities and Franchisee Services, on public or private
property elsewhere within the City.
D. This Franchise is non-exclusive and does not prohibit the City from
entering into other agreements, including franchise agreements, impacting the
Franchise Area, for any purpose that does not interfere with Franchisee’s rights
under this Franchise.
Page 5 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 3 of 17
E. Except as explicitly set forth in this Franchise, this Franchise does
not waive any rights that the City has or may acquire with respect to the Franchise
Area or any other City roads, public ways, or property. This Franchise will be
subject to the power of eminent domain, and in any proceeding under em inent
domain, the Franchisee acknowledges its use of the Franchise Area shall have no
value.
F. The City reserves the right to change, regrade, relocate, abandon, or
vacate any public way within the Franchise Area. If, at any time during the term of
this Franchise, the City vacates any portion of the Franchise Area containing
Franchisee Facilities, the City may reserve an easement for public utilities within
that vacated portion, pursuant to Chapter 35.79.030 RCW, within which the
Franchisee may continue to operate any existing Franchisee Facilities under the
terms of this Franchise for the remaining period set forth under Section 4.
G. The Franchisee agrees that its use of Franchise Area shall at all
times be subordinated to and subject to the City and the public’s need for municipal
infrastructure, travel, and access to the Franchise Area, except as may be
otherwise required by law.
H. The Franchisee agrees to provide the City with complete contact
information for any client, lessee, sub-lessee, customer, or other entity that
Franchisee allows to utilize, control, access, or otherwise provides services to, who
will also use the Franchisee Facilities to provide services to their clients and
customers either inside or outside the City limits. Such contact information shall
be provided to the City a minimum of sixty (60) days prior to the start of such
anticipated use so that the City may determine if Franchisee’s client, lessee, sub-
lessee, customer, or other entity is required to obtain a franchise agreement with
the City prior to such use. If the client, lessee, sub-lessee, customer, or other entity
is required to obtain a franchise agreement with the City, then the Franchisee shall
not allow use, control, access, or otherwise provide services to such entity until the
required franchise agreement has been obtained.
Section 3. Notice
A. Written notices to the parties shall be sent by a nationally recognized
overnight courier or by certified mail to the following addresses, unless a different
address is designated in writing and delivered to the other party. Any such notice
shall become effective upon receipt by certified mail, confirmed delivery by
overnight courier, or the date stamped received by the City. Any communication
made by e-mail or similar method will not constitute notice pursuant to this
Franchise, except in case of emergency notification.
Page 6 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 4 of 17
City: Right-of-Way Specialist,
Public Works Department - Transportation
City of Auburn
25 West Main Street
Auburn, WA 98001-4998
Telephone: (253) 931-3010
Email Address: rowusepermit@auburnwa.gov
with a copy to: City Clerk
City of Auburn
25 West Main Street
Auburn, WA 98001-4998
Franchisee: Fatbeam, LLC
Attn: Jim Williams
2065 W Riverstone Drive, Suite 202
Coeur D Alene, ID 83814
Telephone: (509) 344-1008
Email Address: regulatory@fatbeam.com
B. Any changes to the above-stated Franchisee information shall be
sent to the City’s Right-of-Way Specialist, Public Works Department –
Transportation Division, with copies to the City Clerk, referencing the title of this
Franchise.
C. The above-stated Franchisee voice telephone numbers shall be
staffed at least during normal business hours, Pacific time zone. The City may
contact Franchisee at the following number for emergency or other needs outside
of normal business hours of the Franchisee: (509) 344-1008.
Section 4. Term of Franchise
A. This Franchise shall run for a period of fifteen (15) years, from the
date of Franchise Acceptance as described in Section 5 of this Franchise.
B. Automatic Extension. If the Franchisee fails to formally apply for a
new franchise agreement prior to the expiration of this Franchise’s term or any
extension thereof, this Franchise automatically continues month to month until a
new franchise agreement is applied for and approved under the then current
process or until either party gives written notice at least one hundred and eighty
(180) days in advance of intent to cancel this Franchise.
Page 7 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 5 of 17
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
in Section 17, and (4) payment of any outstanding application fees required in the
City Fee Schedule. These four items will collectively be the “Franchise
Acceptance”. The date that such Franchise Acceptance is filed with the City Clerk
will be the effective date of this Franchise.
B. If the Franchisee fails to file the Franchise Acceptance with the City
Clerk within thirty (30) days after the effective date of the ordinance approving the
Franchise as described in Section 28 of this Franchise, the City’s grant of the
Franchise will be null and void.
Section 6. Construction and Maintenance
A. The Franchisee shall apply for, obtain, and comply with the terms of
all permits required under applicable law for any work done within the City.
Franchisee will comply with all applicable City, State, and Federal codes, rules,
regulations, and orders in undertaking such work.
B. Franchisee agrees to coordinate its activities with the City and all
other utilities located within the public way within which Franchisee is 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
Page 8 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 6 of 17
providing a clear path for radio signals. Any such general vegetation clearing will
require other permits as necessary from the City.
Section 7. Trench Repair for Street Restorations
A. At any time during the term of this Franchise, if a Franchisee Facility
or trench within the Franchise Area causes a street to crack, settle, or otherwise
fail, the City will notify Franchisee of the deficiency and Franchisee agrees to
restore the deficiency and repair the damage within thirty (30) days of written notice
by the City.
B. For purposes of the Section, “street” shall mean all City owned
improvements within a public way, including, but 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.
Page 9 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 7 of 17
Section 10. Location Preference
A. Any structure, equipment, appurtenance or tangible property of a
utility or other franchisee, other than the Franchisee’s, which was installed,
constructed, completed or in place prior in time to Franchisee’s application for a
permit to construct or repair Franchisee’s Facilities under this Franchise shall have
preference as to positioning and location with respect to the Franchisee’s Facilities.
However, to the extent that the Franchisee’s Facilities are completed and installed
before another utility or other franchisee’s submittal of a permit for new or
additional structures, equipment, appurtenances or tangible property, then the
Franchisee’s Facilities will have priority. These rules governing preference shall
continue when relocating or changing the grade of any City road or public way. A
relocating utility or franchisee will not cause the relocation of another utility or
franchisee that otherwise would not require relocation. This Section will not apply
to any City facilities or utilities that may in the future require the relocation of
Franchisee’s Facilities. Such relocations will be governed by Section 11 and
Chapter 35.99 RCW.
B. Franchisee will maintain a minimum underground horizontal
separation of five (5) feet from City water, sanitary sewer and storm sewer facilities
and ten (10) feet from above-ground City water facilities; provided, that for
development of new areas, the City, in consultation with Franchisee and other
utility purveyors or authorized users of the public way, will develop guidelines and
procedures for determining specific utility locations.
Section 11. Relocation of Franchisee Facilities
A. Except as otherwise so required by law, Franchisee agrees to
relocate, remove, or reroute its facilities as ordered by the City Engineer at no
expense or liability to the City, except as may be required by Chapter 35.99 RCW.
Pursuant to the provisions of Section 15, Franchisee agrees to protect and save
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.
Page 10 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 8 of 17
B. Franchisee may ask the City in writing to abandon, in whole or in
part, all or any part of the Franchisee’s Facilities. Any plan for abandonment of
Franchisee Facilities must be approved in writing by the City.
C. The parties expressly agree that this Section will survive the
expiration, revocation or termination of this Franchise.
Section 13. Undergrounding
A. The parties agree that this Franchise does not limit the City’s
authority under federal law, state law, or local ordinance, to require the
undergrounding of utilities.
B. Whenever the City requires the undergrounding of aerial utilities in
the Franchise Area, the Franchisee will underground the Franchisee’s Facilities in
the manner specified by the City Engineer at no expense or liability to the City,
except as may be required by Chapter 35.99 RCW. Where other utilities are
present and involved in the undergrounding project, Franchisee will only be
required to pay its fair share of common costs borne by all utilities, in addition to
the costs specifically attributable to the undergrounding of Franchisee’s Facilities.
Common costs will include necessary costs for common trenching and utility
vaults. Fair share will be determined in comparison to the total number and size
of all other utility facilities being undergrounded.
Section 14. Franchisee Information
A. Franchisee agrees to supply, at no cost to the City, any information
reasonably requested by the City to coordinate municipal functions with
Franchisee’s activities and fulfill any municipal obligations under state law. Said
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
Page 11 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 9 of 17
A. Franchisee shall defend, indemnify, and hold harmless the City, its
officers, officials, employees and volunteers from and against any and all claims,
suits, actions, or liabilities for injury or death of any person, or for loss or damage
to property, which arises out of Franchisee’s acts, errors or omissions, or from the
conduct of Franchisee’s business, or from any activity, work or thing done,
permitted, or suffered by Franchisee arising from or in connection with this
Franchise, except only such injury or damage as shall have been occasioned by
the sole negligence of the City.
However, should a court of competent jurisdiction determine that this Franchise is
subject to RCW 4.24.115, then, in the event of liability for damages arising out of
bodily injury to persons or damages to property caused by or resulting from the
concurrent negligence of the Franchisee and the City, its officers, officials,
employees, and volunteers, the Franchisee’s liability hereunder shall be only to the
extent of the Franchisee’s negligence. It is further specifically and expressly
understood that the indemnification provided herein constitutes the Franchisee’s
waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the
purposes of this indemnification. This waiver has been mutually negotiated by the
parties. The provisions of this section shall survive the expiration or termination of
this Franchise.
B. The Franchisee will hold the City harmless from any liability arising
out of or in connection with any damage or loss to the Franchisee’s Facilities
caused by maintenance and/or construction work performed by, or on behalf of,
the City within the Franchise Area or any other City road, public way, or other
property, except to the extent any such damage or loss is directly caused by the
negligence of the City, or its 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
Franchise and as long as Franchisee has Facilities in the public way, insurance
Page 12 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 10 of 17
against claims for injuries to persons or damage to property which may arise from
or in connection with the Franchise and use of the public way.
B. No Limitation. The Franchisee’s maintenance of insurance as
required by this Franchise shall not be construed to limit the liability of the
Franchisee to the coverage provided by such insurance, or otherwise limit the
City’s recourse to any remedy available at law or in equity.
C. Minimum Scope of Insurance. The Franchisee shall obtain
insurance of the types and coverage described below:
1. Commercial General Liability insurance shall be at least as
broad as Insurance Services Office (ISO) occurrence form CG 00 01 and
shall cover liability arising from premises, operations, stop gap liability,
independent contractors, products-completed operations, personal injury
and advertising injury, and liability assumed under an insured contract.
There shall be no exclusion for liability arising from explosion, collapse or
underground property damage. The City shall be named as an additional
insured under the Franchisee’s Commercial General Liability insurance
policy with respect this Franchise using ISO endorsement CG 20 12 05 09
if the Franchise is considered a master permit as defined by RCW
35.99.010, or CG 20 26 07 04 if it is not, or substitute endorsement providing
at least as broad coverage.
2. Automobile Liability insurance covering all owned, non -
owned, hired and leased vehicles. Coverage shall be at least as broad as
ISO form CA 00 01.
3. Contractors Pollution Liability insurance shall be in effect
throughout the entire Franchise covering losses caused by pollution
conditions that arise from the operations of the Franchisee. Contractors
Pollution Liability shall cover bodily injury, prop erty 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.
Page 13 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 11 of 17
D. Minimum Amounts of Insurance. The Franchisee shall maintain
insurance that meets or exceeds the following limits:
1. Commercial General Liability insurance shall be written with
limits no less than $5,000,000 each occurrence, $5,000,000 general
aggregate.
2. Automobile Liability insurance with a minimum combined
single limit for bodily injury and property damage of $5,000,000 per
accident.
3. Contractors Pollution Liability insurance shall be written in an
amount of at least $2,000,000 per loss, with an annual aggregate of at least
$2,000,000.
4. Workers’ Compensation coverage as required by the
Industrial Insurance laws of the State of Washington and employer’s liability
insurance with limits of not less than $1,000,000.
5. Excess or Umbrella Liability insurance shall be written with
limits of not less than $5,000,000 per occurrence and annual aggregate.
The Excess or Umbrella Liability requirement and limits may be satisfied
instead through Franchisee’s Commercial General Liability and Automobile
Liability insurance, or any combination thereof that achieves the overall
required limits.
E. Other Insurance Provisions. Franchisee’s Commercial General
Liability, Automobile Liability, Excess or Umbrella Liability, Contractors Pollution
Liability insurance policy or policies are to contain, or be endorsed to contain, that
they shall be primary insurance as respect to the City. Any insurance, self-
insurance, or self-insured pool coverage maintained by the City shall be excess of
the Franchisee’s insurance and shall not contribute with it.
F. Acceptability of Insurers. Insurance is to be placed with insurers with
a current A.M. Best rating of not less than A: VII.
G. Subcontractors. The Franchisee shall cause each and every
Subcontractor to provide insurance coverage that complies with all applicable
requirements of the Franchisee-provided insurance as set forth herein, including
limits no less than what is required of Franchisee under this Franchise. The
Franchisee shall ensure that the City is an additional insured on each and every
Subcontractor’s Commercial General liability insurance policy using an
endorsement as least as broad as ISO CG 20 26.
Page 14 of 194
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Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 12 of 17
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 Franchise. Upon request by the City, the
Franchisee shall furnish certified copies of all required insurance policies, including
endorsements, required in this Franchise and evidence of all subcontractors’
coverage.
I. Notice of Cancellation. Franchisee shall provide the City with written
notice of any policy cancellation within two business days of their receipt of such
notice.
J. Failure to Maintain Insurance. Failure on the part of the Franchisee
to maintain the insurance as required shall constitute a material breach of the
Franchise, upon which the City may, after giving five business days’ notice to the
Franchisee to correct the breach, terminate the Franchise.
K. City Full Availability of Franchisee Limits. If the Franchisee maintains
higher insurance limits than the minimums shown above, the City shall be insured
for the full available limits of Commercial General and Excess or Umbrella liability
maintained by the Franchisee, irrespective of whether such limits maintained by
the Franchisee are greater than those required by this Franchise or whether any
certificate of insurance furnished to the City evidences limits of liability lower than
those maintained by the Franchisee.
L. Franchisee – Self-Insurance. Franchisee will have the right to self-
insure any or all of the above-required insurance. Any such self-insurance is
subject to approval by the City. If the Franchisee is self-insured or becomes self-
insured during the term of the Franchise, Franchisee or its affiliated parent entity
shall comply with the following: (i) Franchisee shall submit a letter to the City stating
which of the above required insurance provisions in this Section 15 Franchisee
proposes to self-insure; (ii) provide the City, upon request, a copy of Franchisee’s
or its parent company’s most recent audited financial statements, if such financial
statements are not otherwise publicly available; (iii) Franchisee or its parent
company is responsible for all payments within the self -insured retention; and (iv)
Franchisee assumes all defense and indemnity obligations as outlined in Section
15.
Section 17. Financial Security
The Franchisee will provide the City with a financial security in the amount
of Fifty Thousand Dollars ($50,000.00) running for, or renewable for, the term of
this Franchise, in a form and substance acceptable to the City. If Franchisee fails
to substantially comply with any one or more of the provisions of this Franchise,
Page 15 of 194
------------------------------
Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 13 of 17
the City may recover jointly and severally from the principal and any surety of that
financial security any damages suffered by the City as a result Franchisee’s failure
to comply, including but not limited to staff time, material and equipment costs,
compensation or indemnification of third parties, and the cost of removal or
abandonment of facilities. Franchisee specifically agrees that its failure to comply
with the terms of Section 20 will constitute damage to the City in the monetary
amount set forth in that section. Any financial security will not be construed to limit
the Franchisee’s liability to the security amount, or otherwise limit the City’s
recourse to any remedy to which the City is otherwise entitled at law or in equity.
Section 18. Successors and Assignees
A. All the provisions, conditions, regulations and requirements
contained in this Franchise are binding upon the successors, assigns of, and
independent contractors of the Franchisee, and all rights and privileges, as well as
all obligations and liabilities of the Franchisee will inure to its successors,
assignees and contractors equally as if they were specifically mentioned herein
wherever the Franchisee is mentioned.
B. This Franchise will not be leased, assigned or otherwise alienated
without the express prior consent of the City by ordinance.
C. Franchisee and any proposed assignee or transferee will provide
and certify the following to the City not less than ninety (90) days prior to the
proposed date of transfer: (1) Complete information setting forth the nature, term
and conditions of the proposed assignment or transfer; (2) All information required
by the City of an applicant for a Franchise with respect to the proposed assignee
or transferee; and, (3) An application fee in the amount established by the City’s
fee schedule, plus any other costs actually and reasonably incurred by the City in
processing, and investigating the proposed assignment or transfer.
D. Before the City’s consideration of a request by Franchisee to consent
to a Franchise assignment or transfer, the proposed Assignee or Transferee will
file with the City a written promise to unconditionally accept all terms of the
Franchise, effective upon such transfer or assignment of the Franchise. The City
is under no obligation to undertake any investigation of the transferor’s state of
compliance and failure of the City to insist on full compliance before transfer does
not waive any right to insist on full compliance thereafter.
Section 19. Dispute Resolution
A. In the event of a dispute between the City and the Franchisee arising
by reason of this Franchise, the dispute will first be referred to the operational
officers or representatives designated by City and Franchisee to have oversight
Page 16 of 194
------------------------------
Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 14 of 17
over the administration of this Franchise. The officers or representatives will meet
within thirty (30) calendar days of either party's request for a meeting, whichever
request is first, and the parties will make a good faith effort to achieve a resolution
of the dispute.
B. If the parties fail to achieve a resolution of the dispute in this manner,
either party may then pursue any available judicial remedies. This Franchise will
be governed by and construed in accordance with the laws of the State of
Washington. If any suit, arbitration, or other proceeding is instituted to enforce any
term of this Franchise, the parties specifically understand and agree that venue
will be exclusively in King County, Washington. The prevailing party in any such
action will be entitled to its attorneys’ fees and costs.
Section 20. Enforcement and Remedies
A. If the Franchisee willfully violates, or fails to comply with any of the
provisions of this Franchise through willful or unreasonable negligence, or fails to
comply with any notice given to Franchisee under the provisions of this Franchise,
the City may, at its discretion, provide Franchisee with written notice to cure the
breach within thirty (30) days of notification. If the 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
Page 17 of 194
------------------------------
Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 15 of 17
will be subject to the police power of the City to adopt and enforce general
ordinances necessary to protect the safety and welfare of the general public in
relation to the rights granted in the Franchise Area.
B. The City reserves the right at any time to amend this Franchise to
conform to any federal or state statute or regulation relating to the public health,
safety, and welfare, or relating to roadway regulation, or a City Ordinance enacted
pursuant to such federal or state statute or regulation enacted, amended, or
adopted after the effective date of this Franchise if it provides Franchisee with thirty
(30) days written notice of its action setting forth the full text of the amendment and
identifying the statute, regulation, or ordinance requiring the amendment. The
amendment will become automatically effective on expiration of the notice period
unless, before expiration of that period, the Franchisee makes a written call for
negotiations over the terms of the amendment. If the parties do not reach
agreement as to the terms of the amendment within thirty (30) days of the call for
negotiations, the City may enact the proposed amendment, by incorporating the
Franchisee’s concerns to the maximum extent the City deems possible.
C. The City may terminate this Franchise upon thirty (30) days written
notice to the Franchisee, if the Franchisee fails to comply with such amendment or
modification.
Section 22. License, Tax and Other Charges
This Franchise will not exempt the Franchisee from any future license, tax,
or charge which the City may adopt under authority granted to it under state or
federal law for revenue or as reimbursement for use and occupancy of the
Franchise Area.
Section 23. Consequential Damages Limitation
Notwithstanding any other provision of this Franchise, in no event will either
party be liable for any special, incidental, indirect, punitive, reliance, consequential
or similar damages.
Section 24. Severability
If any portion of this Franchise is deemed invalid, the remainder portions
will remain in effect.
Section 25. Titles
The section titles used are for reference only and should not be used for the
purpose of interpreting this Franchise.
Page 18 of 194
------------------------------
Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 16 of 17
Section 26. Implementation
The Mayor is authorized to implement those administrative procedures
necessary to carry out the directions of this legislation.
Section 27. Entire Franchise
This Franchise, as subject to the appropriate city, state, and federal laws,
codes, and regulations, and the attachments hereto represent the entire
understanding and agreement between the parties with respect to the subject
matter and it supersedes all prior oral negotiations between the parties. All
previous franchises between the parties pertaining to Franchisee's operation of its
Facilities are hereby superseded.
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 Doug Ruth, Acting City Attorney
PUBLISHED: ________________
Page 19 of 194
------------------------------
Ordinance No. 6941
Franchise Agreement No. FRN23-0005
April 5, 2024
Page 17 of 17
EXHIBIT “A”
STATEMENT OF ACCEPTANCE
Fatbeam, LLC, for itself, its successors and assigns, hereby accepts and agrees
to be bound by all lawful terms, conditions and provisions of the Franchise attached
hereto and incorporated herein by this reference.
Franchisee Name: Fatbeam, LLC
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:
Page 20 of 194
AGENDA BILL APPROVAL FORM
Agenda Subject:
Resolution No. 5763 (Goodson-Moore) (5 Minutes)
Date:
April 17, 2024
Department:
Office of Equity
Attachments:
Res olution 5763
Res olution 5763 Exhibit A
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Resolution No. 5763 authorizes the Mayor to sign a first amendment to the City’s DEI
consulting services agreement with Sapna Strategies.
Background Summary:
The City entered a DEI consulting services agreement with Sapna Strategies in May 2023.
The Agreement included a $97,000 not-to-exceed amount. Performance of the agreement
and its timelines have revealed the need for additional consulting services that the parties did
not contemplate at the agreement’s outset. The parties wish to amend the agreement by
increasing its not to exceed amount to facilitate these additional needed services. Resolution
No. 5763 authorizes the Mayor to sign an amendment to the agreement.
Rev iewed by Council Committees:
Councilmember:Yolanda Trout-Manuel Staff:Brenda Goodson-Moore
Meeting Date:April 22, 2024 Item Number:
Page 21 of 194
-----------------------------
Resolution No. 5763
April 18, 2024
Page 1 of 2
RESOLUTION NO. 5763
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, AUTHORIZING THE MAYOR TO SIGN AN
AMENDMENT TO THE CITY’S AGREEMENT WITH SAPNA
STRATEGIES
WHEREAS, in May 2023, the City entered an agreement for diversity, equity and
inclusion (DEI) consulting services with Sapna Strategies. Sapna’s services to the City
include assisting the City’s Racial, Equity, Diversity and Inclusion (REDI) coalition with
formulating a vision, values, norms and team roles and responsibilities ;
WHEREAS, the Agreement includes a $97.000.00 overall not-to-exceed amount,
and permits the parties to mutually amend the Agreement in writing;
WHEREAS, the parties’ performance of the Agreement and its progress timelines
have revealed the need for additional services that the parties did not contemplate at the
Agreement’s outset;
WHEREAS, the parties wish to amend the Agreement to increase its not-to-exceed
amount and to facilitate these additional needed services. A proposed first amendment
to the Agreement is attached to this Resolution as Exhibit A.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, HEREBY RESOLVES as follows:
Section 1. The Mayor is hereby authorized to sign an amendment to the
Agreement that substantially conforms to the proposed amendment attached as Exhibit
A to this Resolution.
Section 2. The Mayor is hereby authorized to implement such administrative
procedures as may be necessary to carry out the directions of this legislation.
Page 22 of 194
-----------------------------
Resolution No. 5763
April 18, 2024
Page 2 of 2
Section 3. That this Resolution shall take effect and be in full force upon
passage and signatures.
Dated and Signed this _____ day of _________, 20 24.
CITY OF AUBURN
NANCY BACKUS, MAYOR
ATTEST: APPROVED AS TO FORM:
____________________________ ____________________________
Shawn Campbell, MMC, City Clerk Doug Ruth, Acting City Attorney
Page 23 of 194
AMENDMENT NO. 1 – Sapna Strategies - Page 1
AMENDMENT NO. 1
To City of Auburn Agreement for services
with Sapna Strategies
THIS AMENDMENT is made and entered into on ________________________,
2024, by and between the City of Auburn; a municipal corporation of the State of
Washington (the “City”), and Sapna Strategies, LLC (“Sapna”).
RECITALS:
1. In May 2023, the City and Sapna entered an Agreement for diversity, equity
and inclusion (DEI) consulting services (Agreement);
2. Paragraph 4 and Exhibit B to the Agreement include an overall $97,000 not to
exceed amount;
3. The Parties have discovered through performance of the Agreement that
additional Sapna consulting services will be needed, and that the Agreement’s not to
exceed amount requires amendment accordingly;
4. Paragraph 16 of the Agreement allows the parties to mutually agree to amend
the Agreement in writing; and
5. The City and Sapna now agree to Amend the Agreement’s paragraph 4 and
Exhibit B to increase the Agreement’s overall not-to-exceed amount.
AMENDMENTS TO AGREEMENT:
1. Paragraph 4 of the Agreement related to Sapna’s compensation is hereby
amended to read as follows:
As compensation for the Provider’s performance of the services provided for in this
Agreement, the City will pay the Provider the fees and costs specified in Exhibit “B”. These
payments will be full compensation for work performed or services rendered and for all
labor, materials, supplies, equipment, overhead, profit, and incidentals necessary to
complete the work.
The Provider will monthly submit to the City a detailed invoice or statement of time spent
on tasks included in the scope of work, and the City upon acceptance of the invoice or
statement will process the invoice or statement in the next billing/claim cycle, and will remit
payment to the Provider, subject to any conditions or provisions in this Agreement or
Amendment. The Agreement number must appear on all invoices submitted. Copies of
original supporting documents will be supplied to the City upon request.
Page 24 of 194
AMENDMENT NO. 1 – Sapna Strategies - Page 2
Travel Expenses:
• Consultants will travel to meet with their respective teams 6-8 times throughout the
contract.
• Travel to and from the City of Auburn facilities will be charged at $50/hour.
• Mileage and gas will be charged at the federally approved reimbursement rate of
65.5cents/mile driven.
• Tolls and similar incurred travel expenses will be submitted for reimbursement.
• Consultants will use their own vehicles for travel.
The not-to-exceed amount for this agreement is $97,000.00 $175,000.00. The Provider will
not undertake any work or otherwise financially obligate the City in excess of this amount
without prior written authorization.
Compensation to be paid the Provider in succeeding years after the current year will be
contingent upon availability of funds.
2. Exhibit B to the Agreement is hereby amended to read as follows:
Exhibit B
Compensation
As compensation for the Consultant’s performance of the services provided for in this
Agreement, the City shall pay the Consultant the following:
Compensation for 2023-2024 is not-to-exceed $97,000.00 $175,000.00
The Consultant will submit to the City a detailed invoice or statement of time spent on tasks
included in the scope of services within thirty (30) days, and the City upon acceptance of
the invoice or statement will process the invoice or statement in the next billing/claim cycle
following receipt of the invoice or statement, and will remit payment to the Consultant,
subject to any conditions or provisions in this Agreement.
3. All other provisions of the Agreement shall remain in full force and effect.
IN WITNESS WHEREOF, the parties have caused this amendment to be executed
effective the day and year first set forth above.
CITY OF AUBURN
By_____________________
Nancy Backus, Mayor
SAPNA STRATEGIES, LLC
By_________________________
Name: _____________________
Title: ______________________
Page 25 of 194
AGENDA BILL APPROVAL FORM
Agenda Subject:
Police Department 2023 Annual Reports (Caillier) (30 Minutes)
Date:
April 17, 2024
Department:
Police Department
Attachments:
2023 APD Annual Report D3
2023 Annual CIA Review
2023 Council Pursuit Presentation
2023 Pursuit Analysis
2023 Us e of Force Summary
CIA 2023 Council Powerpoint
Council presentation Annual report
UOF 2023 Council Powerpoint
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Rev iewed by Council Committees:
Councilmember:Cheryl Rakes Staff:Mark Caillier
Meeting Date:April 22, 2024 Item Number:
Page 26 of 194
2023 Annual ReportAUBURN POLICE DEPARTMENT
Page 27 of 194
VISION
To be a premier law enforcement
agency that is trusted, supported
and respected.
MISSION
To provide professional law
enforcement services to our
community.
CORE VALUES
COURAGE
Bravely standing up to danger
and adversity
HONOR
Serving a noble purpose, we hold
this profession in high esteem
INTEGRITY
Our decisions and actions are
based on trust and honesty
PROFESSIONALISM
Our sense of duty to conduct
ourselves to the highest level of
competence and character
Page 28 of 194
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 3
TABLE OF CONTENTS
MESSAGE FROM CHIEF MARK CAILLIER .............................................4
ASSISTANT CHIEF BETZ 5
ADMINISTRATIVE ASSISTANTS 5
ORGANIZATIONAL CHART 7
INSPECTIONAL SERVICES ..................................................................8
PATROL DIVISION ...............................................................................12
PATROL SERGEANTS 14
TRAFFIC UNIT 18
RESPONSE TIMES 20
CALLS FOR SERVICE 21
2023 CRIME STATISTICS 22
PERSON CRIMES 22
PROPERTY CRIMES 22
TOTAL ARRESTED PERSONS 23
INVESTIGATION DIVISION ..................................................................24
ALL FELONY INVESTIGATIONS CASES ASSIGNED 26
MAJOR CRIMES, PROPERTY CRIMES, AND SIU 27
PROPERTY CRIMES UNIT 27
SPECIAL INVESTIGATIONS UNIT 27
EVIDENCE ROOM 28
ADMINISTRATIVE DIVISION ................................................................29
VOLUNTEER PROGRAM 30
TRAINING HOURS 31
TOTAL TRAINING HOURS 31
CRT 32
RECORDS UNIT ..................................................................................33
PUBLIC RECORDS REQUESTS 34
SPECIALTY UNITS ...............................................................................35
SWAT TEAM 35
HONOR GUARD 36
K-9 UNITS 36
CIVIL DISTURBANCE UNIT (CDU) 36
ANIMAL CONTROL 37
MUCKLESHOOT OFFICER 37
FALSE ALARMS ..................................................................................38
Page 29 of 194
Welcome to the Auburn Police Departments 2023 Annual Report! This report is intended to provide an
overview of the department and provide statistical information related to our activities. For additional
information, I encourage you to visit us at our website, auburnwa.gov, or follow us on social media,
including Facebook, Twitter, and Instagram. For those of you interested in a police career, please visit
TeamAPD.com.
During this past year, your police department has worked hard to help improve the quality of life for
people living, working, and visiting Auburn. Recent legislation has provided tools to help address
issues in the downtown area as well as retail areas in both north and south Auburn. We constantly
work to improve our response to issues facing our community, such as homelessness, drug addiction,
and mental health challenges. We do this daily by providing referrals to city services and other county
resources, but when needed, we hold people accountable by enforcing appropriate laws.
We continue to utilize available technology to our advantage. This past year we expanded our drone
program, introduced school zone speed cameras, and have begun deploying Flock Safety cameras in
various locations throughout the city.
Recruitment and retention of staff continue to be a challenge facing
Auburn PD, but it is also a regional and national issue affecting all
our partner cities here in south King County. Auburn is still a very
attractive place to work and last year we welcomed 22 new officers
and 5 non-commissioned staff.
Auburn continues to work with regional partners, local business
groups, the Police Advisory Committee, and others to focus our
resources on the areas that will have the greatest impact.
I am proud of the dedication and hard work that is
performed daily by our staff. We are focused on
continuing our commitment to make this a police
department that the community can be proud of, and
we will continue to serve with the best of our ability.
Mark Caillier
Chief of Police
Auburn Police Department
MESSAGE FROM CHIEF MARK CAILLIER
Page 30 of 194
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 5
ASSISTANT CHIEF BETZ
Assistant Chief Sam Betz has been with the Auburn Police Department
since 2006. He started as a Patrol Officer and began working a narcotic
detection K9 in 2010. Sam became a member of the Valley SWAT team
in 2011. Sam rotated from Patrol to the Investigations division in 2012,
and worked in the Special Investigations Unit as a Detective while also
remaining on SWAT and continuing to work as a K9 handler. Sam has
experience as a member of the Auburn Crime Scene Team, President
of the Auburn Police Officer’s Association and as an executive board
member for the Auburn Police Officer’s Guild during his time as an
Officer and Detective. Sam was promoted to Sergeant in 2013 and worked in Patrol and Major
Crimes as a first line supervisor. As a Sergeant, Sam continued his time on SWAT and was elevated
to a Team Leader position for the regional team. Sam also served on the Sergeant’s Association
executive board. Sam was promoted to Commander in 2020 where he served in the Patrol Division
and as the Inspectional Services Commander. As a Commander, Sam was able to oversee the
development of Patrol, SWAT, School Resource Officers, Bicycle Officers and the Traffic Unit.
Additionally, Sam acted as the overall Commander for the Valley SWAT team prior to his promotion
to Assistant Chief in December 2021. Sam is a graduate of the Leadership Institute of South Puget
Sound and Leadership in Police Organizations. Sam has obtained certifications as a handgun
instructor, less lethal impact munitions instructor, de-escalation instructor, Force Science, FBI-LEEDA
Trilogy, and as an Active Shooter Instructor (NTOA). Sam is a current member of NTOA, IACP and
FBI-LEEDA. Sam graduated from Azusa Pacific University with a Bachelor’s degree in Biblical Studies,
and graduated from Gonzaga University with a Masters degree in Organizational Leadership.
ADMINISTRATIVE ASSISTANTS
Kerri Scranton started with the Police Department in September 2019 and Leslie Corey in October
2018. They are responsible for providing direct support to Chief Mark Caillier and Assistant Chief
Sam Betz, as well as the department’s Command Staff. They have a variety of duties that span
from payroll, purchasing training and travel and all
responsibilities associated with administrative assistance to
the department.
Leslie Corey is the investigations Administrative Assistant.
She reports to the Investigations Commander.
KERRI SCRANTON LESLIE COREY
Page 31 of 194
6 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
Auburn, Washington, is a vibrant city located in King County, in the beautiful Pacific
Northwest region of the United States. Situated between Seattle and Tacoma, Auburn is
known for its natural beauty, rich history, and diverse community. Auburn is a thriving suburban
community with a population of over 80,000 residents. The city offers a mix of residential
neighborhoods, commercial centers, and recreational areas. Auburn’s location along the
Green and White rivers provides picturesque landscapes and opportunities for outdoor
activities like hiking, fishing, and boating. Notably, the Auburn Police Department holds state
accreditation with WASPC and operates with a dedicated team of 140 employees. We are
steadfast in our commitment to fostering the professional growth of our officers through a
comprehensive range of training opportunities, including those conducted at our outdoor
firearms range, as well as mentorship programs and the chance to shadow detectives and
explore other specialized areas. Our utmost priority is to ensure that the Auburn community
feels embraced and secure under our watchful care.
Page 32 of 194
CHIEF OF POLICEMark Caillier
INSPECTIONAL SERVICES1 Commander ASSISTANT POLICE CHIEFSam Betz
2 ADMINISTRATIVE ASSISTANTS WELLNESS PROGRAM DESIGNER
PUBLIC INFORMATION OFFICER Kolby Crossley
PATROL COMMANDER
NORTH SECTOR
DAY SHIFT A1 Sergeant8 Officers
MID SHIFT A
1 Sergeant
4 Officers
1 Generalist K-9 Officer
LATE SWING SHIFT A
1 Sergeant
7 Officers
GRAVEYARD SHIFT A1 Sergeant8 Officers1 Generalist K9 Officer
SCHOOL RESOURCE
OFFICER
3 Officers
PATROL COMMANDER
SOUTH SECTOR
DAY SHIFT B1 Sergeant8 Officers
MID SHIFT B1 Sergeant4 Officers
LATE SWING SHIFT B
1 Sergeant
7 Officers
GRAVEYARD SHIFT B1 Sergeant8 Officers1 Generalist K-9 Officer
MALL OFFICER
2 Officers
INVESTIGATIONS
COMMANDER
1 Administrative Assistant
MAJOR CRIMES
1 Sergeant
8 Detectives
PROPERTY CRIMES1 Sergeant
5 Detectives
2 Evidence Techs
SPECIAL INVESTIGATIONS UNIT1 Sergeant 5 Detectives
REGIONAL TASK FORCE
1 TNET
1 VNET
CRIME/STATISTICAL ANALYSIS1 Analyst
ACCREDITATION/TRAINING1 Officer
CONTRACT
POSITIONS
1 MIT
1 CJTC
TRAFFIC UNIT
1 Sergeant
5 Traffic Officers
2 Parking Officers
COMMUNITY
SERVICES
1 Sergeant
4 CRT/4 Bikes
2 Animal Control
VOLUNTEER PROGRAM
RECORDS UNIT
2 Supervisors
8 Specialists
ADMINISTRATIVE
SERVICES COMMANDER
COMMISSIONED
STAFF: 118
1 CHIEF OF POLICE
1 ASSISTANT CHIEF
5 COMMANDERS
13 SERGEANTS
57 PATROL OFFICERS
20 DETECTIVES
5 TRAFFIC OFFICERS
11 ADMIN COMM PRGS.
5 SPECIAL OPERATIONS
1 SUPERNUMERARY
NON-COMMISSIONED
STAFF: 22
2 POLICE SERVICE SUPERVISORS
8 POLICE SERVICE SPECIALISTS
2 EVIDENCE/PROPERTY TECHNICIANS
2 PARKING ENFORCEMENT OFFICERS
3 ADMINISTRATIVE ASSISTANTS
2 ANIMAL CONTROL OFFICER
1 CRIME ANALYST
1 WELLNESS PROGRAM DESIGNER
1 PUBLIC INFORMATION OFFICER
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 7
ORGANIZATIONAL CHART
140 TOTAL PERSONNEL
Page 33 of 194
8 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
INSPECTIONAL SERVICES
Commander Shaun Feero leads Inspectional Services. This department is responsible for
managing commendations and allegations of misconduct. The Inspectional Services Commander
is also responsible for staff inspections. The Inspectional Services Commander reports directly to
the Chief.
Commendations, Inquiries and Allegations of Misconduct (CIA) investigations are designed to allow
the agency to look at our department from the eyes of our community members. To meet these
demands, we must be a disciplined and well-regulated organization. The report on the next page
illustrates how well the Auburn Police Department is perceived to be following our Vision and
Mission statements, as well as our stated Manual of Standards.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 9
In 2023, Auburn Police Officers responded
to 68,026 Computer Aided Dispatch (CAD)
incidents and completed 14,820 case reports.
Officers made 2,683 arrests, with 2,087 of
those arrestees being booked into the SCORE
Jail, and officers issued 5,885 infractions/
citations. All of this activity accounts for only
a portion of the personal contacts with our
community members that are made by our
police officers throughout the year.
As outlined in the Auburn Police Department
Manual of Standards (MOS), the CIA
system provides a uniform means of
reporting, investigating, and documenting
Commendations, Inquiries, Allegations of
Misconduct and Collision Reviews.
INSPECTIONAL SERVICES COMMANDERDAVE COLGLAZIER
Commander Dave Colglazier has over 30 years of law enforcement
experience. Along with his duties as the Inspectional Services
Commander, he is the Commander over Drones, VIIT, and Peer Support.
Dave has a BA in Psychology from the University of Washington. He
has attended the Leadership Institute of South Puget Sound and the
Leadership in Police Organization program. Colglazier retired in August
and Commander Feero took over from there.
INSPECTIONAL SERVICES COMMANDERSHAUN FEERO
Commander Shaun Feero has been with the Auburn Police
Department since 2007. Commander Feero graduated from American
Military University with a Master of Arts degree in Criminal Justice
and additionally received a Graduate Certificate in Executive Law
Enforcement Leadership at AMU after attaining undergraduate degrees
from Portland State University and the Community College of the
Air Force. Commander Feero spent time on the Crime Scene Team,
Valley SWAT Team, Valley Civil Disturbance Unit, Field Training Officer,
Firearms Instructor, Bicycle Unit, and was recognized as a Mater Police
Officer (MPO) in 2016. Commander Feero worked as a Patrol Sergeant,
Major Crimes Sergeant, and was a team leader on the Valley Civil
Disturbance Unit (VCDU). VCDU Commander, Honor Guard Commander,
and is responsible for the APD firearms program and drone program.
Additionally, Commander Feero is Auburn PD’s Military Liaison, providing
resources to veterans and keeping the APD administration appraised
of current reserve and guard commitments. Commander Feero is a
Senior Master Sergeant (SMSgt) serving in the Air Force Reserve as an
Operations Superintendent in the 446th Security Forces Squadron at
Joint Base Lewis-McChord.
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10 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
A Commendation is used to recognize actions
or performances by members of the police
department who act or perform in a manner
that is outstanding or beyond what is normally
expected. The Commendation process
recognizes employees for Professionalism,
Exemplary Job, Exemplary Actions, Life Saving
and Heroism.
During 2023, there were 67 commendations
awarded to a total of 86 employees. The
commendations included 3 Life Saving
Medals (awarded to 3 employees), 8 Letters of
Commendation (awarded to 6 employees), and
2 Tactical Medal (awarded to 2 employees).
To better understand how commendations
work, most of them come from citizens who took
the time to recognize one or more officers due
to their exemplary and professional work.
Other commendations come from supervisors
recognizing officers for a job well done and
those are known as Supervisor Comments.
These commendations can range from officers
conducting school speeches, helping someone
change a tire or going above and beyond to
investigate someone’s case.
A Supervisory Inquiry involves a complaint made
regarding the quality of service delivery. These
complaints vary in degrees from regarding an
employee’s demeanor, tardiness, related to
customer service, or the nature of a department
practice. The employee’s immediate supervisor
typically handles this type of complaint. At times,
the outcome of the inquiry will be forwarded to
the Inspectional Services office, but many times
it is not. If an employee has multiple service
delivery complaints where the conduct has
been determined to be unacceptable then the
complaint may be handled and documented as
an Internal Investigation.
An Internal Investigation involves a complaint of
a possible violation of department standards,
written directive, City policy or applicable Civil
Service Rules. These allegations include, but
are not limited to, complaints of bias based
profiling, excessive force, alleged corruption,
insubordination, breach of civil rights, false
arrest, and other types of allegations of serious
misconduct.
Below are the 2023 Investigations and Findings:
No. of Investigations 7
No. of Employees Investigated 6
Findings of Misconduct 7
A Collision Review is conducted whenever an
Auburn Police Department employee is involved
in a collision while the employee is the driver
and on duty, or in a city-owned vehicle while
driven by a police department employee. Below
are the results of collision investigations:
No. of Collisions 23
Determined Preventable 14
The number of sustained allegations compared
to the number of contacts that employees make
every year is extremely low.
The Auburn Police Department works
diligently to maintain an open environment
where our community members can freely
tell us when they are pleased or dissatisfied
with our performance. When we receive
Commendations, Inquiries, Allegations of
Misconduct or an officer is involved in a collision
we thoroughly investigate the incident to
determine the merit and appropriate response.
Although there is always room for improvement,
we believe it can be concluded that we have
been successful in fulfilling our Mission and
Vision statements and have been providing the
utmost in quality law enforcement service to our
community.
14,820
Case Reports
2,683
Arrests
5,885
Infractions/Citations
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 11
PUBLIC INFORMATION OFFICERKOLBY CROSSLEY
Kolby received his degree in Communications from Washington State
University then moved to Bozeman, Montana where he got his first job
as a reporter. From there, he took a position in Colorado Springs to
become the new morning reporter for WAKE UP COLORADO. Kolby
is originally from Odessa, Washington. As someone with prior media
experience he can best assist our media outlets to get the information
they need while working on their stories.
Kolby manages all public outreach and media relations for the
Department, oversees the content for APD social media accounts and
assists in all aspects of community engagement.
APD CHAPLAIN | WELLNESS PROGRAM DESIGNERANGEL OGANDO
Angel has been with the Auburn Police Department (APD) for 9 years.
In that time, he has served the department as a Chaplain, and currently
is the Wellness Program Designer for APD.
Angel’s focus is the professional and analytical development of a
wellness program that encompasses all aspects of an APD employee’s
wellness (Mental, Physical, Spiritual, and Emotional Health).
Angel manages the APD Chaplain Program, the Peer Support Team,
the APD Fitness Coaches as well as the Blue Auburn Resilience
program. He brings with him a wealth of leadership through
compassion, national, regional and local relationships, and an analytical
approach to ensuring the programs that he manages are based on
best practices and research, while also being able to pivot and be
personalized for individual participants.
Some of these innovations include incorporating holistic health
trainings throughout APD, conducting new employee and family
orientations, providing wellness outings for families to connect
and strengthen their relationships with each other as well as the
department, and working closely with the local community to build
relationships and opportunities for connections.
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12 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
PATROL DIVISION
The Patrol Division is the Department’s largest division. In 2023, Commanders Burger and Skeen led
a staff of 8 Patrol Sergeants, 55 Patrol Officers, 5 Motor Officers, 3 K-9 Officers, 2 Mall Officers and 3
School Resource Officers.
The Division is primarily responsible for handling 911 calls for service, traffic enforcement, as well as
pro-active crime prevention in the City.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 13
NORTH SECTOR COMMANDERCHRIS BURGER
Commander Burger was hired by the Auburn Police Department on
07/30/2007. Commander Burger has served as a Patrol Officer, Field
Training Officer, Defensive Tactics Instructor, Emergency Vehicle
Operations Instructor, Taser Instructor, Explorer Advisor, Crime Scene
Response Team member, Drone Pilot, and a Major Crimes Detective.
Commander Burger was promoted on February 1st, 2020 to the
rank of Sergeant. During his time as a Sergeant, Commander Burger
was responsible for the Side B Day Shift Patrol crew. Most recently,
as a Sergeant, Commander Burger had the pleasure of leading the
Community Response Team, Bicycle Patrol Unit, Animal Control
Officers, and MIT Officer. On February 1, 2023, he was promoted to the
rank of Commander, assigned to the Patrol Division.
SOUTH SECTOR COMMANDERBRANDON SKEEN
Commander Skeen has been with the Auburn Police Department since
2008. Before joining the department, he was on active duty Army for
4.5 years as a combat medic and completed one deployment to Iraq
in 2007. Brandon has been a member of the civil disturbance unit,
a field training officer, Auburn Police Guild Executive Board member,
master police officer, and member of the Valley Regional SWAT Team.
In August 2018, Brandon was promoted to the rank of sergeant, and
in 2023 was promoted to Commander. Brandon holds a Bachelor’s
degree in Criminal Justice from Southern New Hampshire University.
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14 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
PATROL SERGEANTS
Patrol Sergeants supervise a shift of officers and are responsible for developing strategies to
address on-going crime and related concerns in their respective districts.
JASON BLAKEDAY SHIFT A | 8 OFFICERS
Sergeant Jason Blake has been with the Auburn Police Department
since 2003. During Jason’s career at Auburn PD he has worked as
a Patrol Officer, a Field Training Officer and attained the designation
as a Master Police Officer. Jason has also served as a Detective in
both the Property Crimes and Major Crimes Divisions and worked in
the department’s Community Response Team. Jason has served on
the department’s Crime Scene Response Team and Civil Disturbance
Unit. Currently, Jason is a member of the department’s Peer Support
Team and the Valley Hostage Negotiations Team, where he serves
as a Team Leader. Jason was promoted to the rank of Sergeant in
December 2021 and is currently assigned to the Patrol Division. Jason
holds a Bachelor’s Degree in Criminal Justice Administration.
BRIAN ANDERSONMID SHIFT A | 4 OFFICERS | 1 GENERALIST K-9 OFFICER
Sergeant Brian Anderson has been with the Auburn Police
Department since July of 2007. As a Patrol Officer he was a member
of the Crime Scene Response Team, Auburn Police Firearms Staff
and the Valley SWAT Team. In 2015 he was assigned as a member
of the CRT unit in admin services, after that three year assignment
he spent a short time back in the patrol division as a temporary Sgt
and then was selected to the Detective Division and assigned to the
property Crimes unit. Brian was promoted to Sergeant in May of 2021
and assigned to the Patrol Division.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 15
TYLER CHRISTIANDAY SHIFT B | 8 OFFICERS
Tyler Christian was hired by the Auburn Police Department in June,
2002 and currently holds the rank of Sergeant. He is the department’s
lead firearms instructor and Range Master. Tyler’s other assignments
have included Admin Services, Civil Disturbance Team, SWAT, Special
Investigations Unit, Firearms Instructor and department armorer. He
holds numerous instructor certifications from firearms to martial arts
and has been able to share his knowledge and expertise in certain
aspects of law enforcement on both a regional and national stage. He
has completed numerous leadership schools to include Northwestern
University Staff and Command College, South Puget Sound Leadership
Institute, Leadership in Police Organizations, SWAT Team Leader
and he holds a BA in Criminal Justice Administration from Columbia
Southern University.
JAMES FRITHMID SHIFT B | 4 OFFICERS
Sergeant Frith has been with the Auburn Police Department since
1997. Before joining the department, he served in the United States
Army. In addition to working patrol, James was a member of the Honor
Guard, the Civil Disturbance Unit and the Valley SWAT Team. He also
served as a Narcotics Detective with the Special Investigations Unit
and as a Field Training Officer. Sergeant Frith was promoted in 2010
and has been assigned to Patrol, Property Crimes, and Major Crimes.
James is also a Defensive Tactics Instructor and an Emergency Vehicle
Operations Instructor. Sergeant Frith holds a Bachelor’s Degree from
Central Washington University. He completed the IACP Leadership
in Police Organizations course, and is a graduate of the Northwestern
University School of Police Staff and Command class #422. Sgt. Frith is
ABLE trained (Active Bystander for Law Enforcement).
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16 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
MATT WILKINSONSWING SHIFT B | 7 OFFICERS
Sergeant Wilkinson started working with the Auburn Police
Department in December of 2013. He has primarily served in the patrol
division, where he was assigned as a field training officer for four years
with additional time helping train new officers as needed. While within
the patrol division he was designated as the ‘Officer in Charge’ in the
event a sergeant wasn’t present and has received three lifesaving
awards. Matt was an executive board member for the Auburn Police
Officers Guild for four years, which included two contract negotiations
for the bargaining unit. Matt was promoted to the rank of sergeant in
February of 2023, and assigned to the patrol division.
DAMON HEWIN SWING SHIFT A | 7 OFFICERS
Damon Hewin is from Detroit, MI and a graduate of the University Of
Michigan. He came to the State of Washington after enlisting in the
US Army and being assigned to a Stryker Brigade at Fort Lewis, WA.
Damon deployed to Iraq twice and was awarded the Bronze Star
service for his actions in service to our nation. He left the Army in 2014
and was hired by the Auburn Police Department in July of 2014. He
has served as a Patrol Officer, Field Training Officer, Property Crimes
Detective, Firearms Instructor, and Patrol Tactics Instructor. Damon
was awarded the life-saving medal in 2019 for helping save the life of a
16-year-old student-athlete who was suffering a cardiac arrest due to a
breathing condition.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 17
TYSON LUCEGRAVE SHIFT B | 8 OFFICERS, 1 K-9 OFFICER
Sergeant Luce has been with the Auburn Police Department since
2013. As a Patrol Officer he was a member of the Crime Scene
Response Team, Crime Scene Photographer, Vice President of the
Auburn Police Officer’s Association, and Auburn Police Guild Executive
Board. In 2017, he was assigned to the Traffic Unit as a Motorcycle
Officer. Tyson is a Collision Reconstructionist, Traffic Investigator,
Emergency Vehicle Operations Course (EVOC) Instructor, Pursuit
Immobilization Technique (PIT) Instructor, and a member of the Auburn
Police Sergeant’s Association Executive Board. Tyson was promoted to
Sergeant in 2021 and assigned to the Patrol Division.
FERNANDO CORDOVAGRAVE SHIFT B | 8 OFFICERS, 1 K-9 OFFICER
Sergeant Fernando Cordova began his career with the Auburn
Police Department on January 9, 2015. His time with the department
has been primarily spent in the patrol division where he has been a
member of the Peer Support team, and Crime Scene Response team
and was also designated as an Officer in Charge. Sergeant Cordova
has held multiple specialties as well, including Field Training Officer,
Defensive Tactics Instructor, and Hostage Negotiator. Sergeant
Cordova was recognized as Officer of the Year for three consecutive
years while on patrol and has also received multiple lifesaving awards.
Additionally, he was awarded the Citizen Commendation from the City
of Kent for diffusing and de-escalating an argument between two men
at a sports field occupied by children and families, while he was off
duty, where one of the men was armed and pulled out a firearm. He is
a proud graduate of the University of Washington.
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18 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
TRAFFIC SERGEANTJAMES HOPPER
After graduating from North Thurston High School, Sergeant
James Hopper served in the United States Army for five years as
an intelligence analyst and Arabic linguist. After military service, he
earned a BS degree from Regents College (Albany, NY). He attended
graduate school at Loyola College, Baltimore, MD, earning an M.Ed.
in School Counseling. He worked in public schools for 10 years and
began his police career in 2008. Since that time, James has been a
bicycle officer, field training officer, property crimes detective, and
master police officer. He has been an active member of the Valley Civil
Disturbance Unit, participating in annual trainings and crowd control
events, such as Seattle’s May Day protests. James was promoted
to the rank of Sergeant in June 2016. Since being promoted, he
worked as a patrol sergeant, was a detective sergeant, and presently
is assigned as the Traffic Sergeant. In March 2023 Sergeant Hopper
completed Motors School and now rides a police motorcycle as part of
his duties.
TRAFFIC UNIT
The primary responsibility of the traffic officers is traffic enforcement and collision investigations,
with the goal of improving driving behavior in the City. Auburn PD investigated 2,367 traffic
collisions in 2023.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 19
2,367
Investigated Traffic Collisions
2,584
Parking Tickets
Parking Control Officers include Suzie
Conner and Ron Reardon. Their primary
responsibility is to enforce the parking
ordinances of Auburn and respond to
abandoned vehicle complaints. In 2023,
the Auburn Police Department wrote 2,584
parking tickets in the City of Auburn.
Traffic Unit Officers include Derek Anderson, Patrick Douglas,
and Mike Mabis, supervised by Sergeant James Hopper.
Derek, Patrick and Mike have all achieved the highest levels of
certification as Collision Reconstructionists and are recognized
experts this field.
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20 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
RESPONSE TIMES
DEFINITION OF RESPONSE TIMES PRIORITY RATINGS
PRI 1 = Highest priority, confirmed hazard which could result in extensive loss of life or property
PRI 2 = Minimal hazard with considerably less potential for loss of life or property
PRI 3 = Low hazard, non-life threatening
PRI 4 = Police reports or cold calls
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 21
CALLS FOR SERVICE
Computer Aided Dispatch (CAD) calls for service have decreased over the past 5 years.
Auburn police received 68,026 calls in 2023. Increasing online reporting, which was updated in
2020, has helped lead to decrease in calls.
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22 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
2023 CRIME STATISTICS
PERSON CRIMES
PROPERTY CRIMES
Larceny accounted for the largest number of reported property crimes in 2023.
Larceny is defined as theft, which includes crimes like theft from vehicle, shoplifting, a bicycle being stolen, etc. Vehicle
theft continues to be a hot topic for every agency, the prosecutor’s office, and the legislature.
Page 48 of 194
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 23
TOTAL ARRESTED PERSONS
Page 49 of 194
5 DETECTIVES
PROPERTY CRIMES 1 SERGEANT
INVESTIGATIONS COMMANDER
1 SIU SERGEANT
5 DETECTIVES
2 TASK FORCE
DETECTIVES
1 INVESTIGATIONS SECRETARY
2 EVIDENCE TECHNICIANS
1 CRIME ANALYST
MAJOR CRIMES 1 SERGEANT
8 DETECTIVES
24 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
INVESTIGATION DIVISION
INVESTIGATIONS COMMANDER
TODD BYERS
Commander Byers started his law enforcement career in 1987 when he
became a Police Officer for the City of Las Cruces, NM. He transferred
to the Auburn Police Department in November 1996. While working
in the Patrol Division, Byers became a Field Training Officer in 1998
and trained several Officers for the Department. Byers moved to the
Traffic Division as a motorcycle Officer and worked in that capacity
until early 2000. In 2000, Sergeant Byers became a TAC Officer at the
Washington Criminal Justice Training Commission and remained there
until 2003 when he returned to the Auburn Police Department Traffic
unit. Byers rotated back to the Patrol Division in January 2014 and
was promoted to the rank of Sergeant in 2019. Todd has a Bachelor of
Science in Criminal Justice from New Mexico State University.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 25
PROPERTY CRIMES SERGEANTJOSH MATT
Sergeant Josh Matt started his career as a patrol officer with the Auburn
Police Department in March of 2007. While in patrol he was part of the
Crime Scene Response Team, Valley Civil Disturbance Unit, and was
a Field Training Officer. In 2013 Sergeant Matt was assigned to the
property crimes unit as a detective specializing in burglary and arson
investigations. In 2015 he moved to the major crimes unit and became
a part of the Valley Investigations Team. In 2017 Josh was assigned to
investigate cold-case homicides and long-term missing persons cases.
Sergeant Matt was selected to receive training to be a certified fitness
instructor and provides support to officers in fitness and nutrition.
Sergeant Matt holds a bachelor’s degree in Sociology from the University
of Washington. Josh has been a life-long Auburn resident and is proud to
raise his family in the community.
MAJOR CRIMES SERGEANTANDY CLAPP
Sergeant Andrew Clapp graduated from Seattle University with a
Bachelor of Arts degree in Humanities and a Bachelor of Arts in Criminal
Justice. Andrew was hired by the Auburn Police Department in 1996 as
a Police Service Specialist. In 2000, Andrew became a commissioned
Auburn Police Officer. Andrew became an FTO, joined the Crime Scene
Team and became an instructor of the Emergency Vehicle Operations
Course (EVOC). Andrew is also part of the Peer Support Team, providing
emotional support to all members of the Department. Andrew was the
Property Crimes Sergeant from 2018 to 2023.
SIUDAVID LIND
Sergeant Lind began his career with the Auburn Police Department on
July 14th, 2007. He has served the residents of Auburn as a Patrol Officer,
Property Crimes Detective, Major Crimes Detective, Explorer Advisor and
Peer Support Officer. Additionally, from January 2013 through October
2020, Sergeant Lind was assigned to the Valley SWAT Team as an Entry
Team Member and Explosive Breacher. Sergeant Lind eventually took
on the role of Assistant Team Leader for Valley SWAT until his promotion
to Sergeant on October 1st, 2020. Outside of work, Sergeant Lind is
passionate about fitness and spending time with his wife and two children.
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26 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
ALL FELONY INVESTIGATIONS CASES ASSIGNED
The Investigations Division remained very busy in 2023. All felony cases are assigned to a detective for review whether
or not there is actual suspect information.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 27
MAJOR CRIMES, PROPERTY CRIMES, AND SIU
PROPERTY CRIMES UNIT
The Property Crimes Unit investigates the crimes of auto theft, felony theft, burglary, fraud,
and forgery.
SPECIAL INVESTIGATIONS UNIT
The Special Investigations Unit is responsible for investigating drug and vice complaints as
well as directed enforcement for specific problems.
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28 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
EVIDENCE ROOM
The evidence room is staffed by evidence technicians Mary Onorati and Charlene Hoch who are
responsible for the proper storage, disposal, and destruction of all the evidence and property taken
into custody by the Auburn Police Department. The evidence technicians received 7,182 items in
2023 and destroyed approximately 3,493 items.
EVIDENCE TECHNICIANCHARLENE HOCHEVIDENCE TECHNICIANMARY ONORATI
7,182
Items Received
3,493
Items Destroyed
Page 54 of 194
ADMINISTRATIVE SERVICES COMMANDER
ACCREDITATION/TRAINING1 OFFICER
RECORDS UNIT
2 SUPERVISORS
8 SPECIALISTS
VOLUNTEER PROGRAM
TRAFFIC UNIT
1 SERGEANT
5 TRAFFIC OFFICERS
2 PARKING OFFICERS
CONTRACT POSITIONS
1 MIT
1 CJTC
COMMUNITY SERVICES 1 SERGEANT4 CRT / 4 BIKES2 ANIMAL CONTROL
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 29
ADMINISTRATIVE DIVISION
ADMINISTRATIVE SERVICES COMMANDERCRISTIAN ADAMS
Commander Adams began his career with the Auburn Police
Department November 21, 2005. He has served as a Detective,
Defensive Tactics Instructor and Field Training Officer during those 12
years. He was promoted to Sergeant in July of 2017, becoming the
first minority to join the supervision ranks of the history of the police
department.
He was promoted to Commander on February 1, 2021 where he is
currently assigned to Admin Services. He has been Commander for
the Civil Disturbance Unit and Filed Training Officer Program. He is
currently the Commander for The Valley Hostage Negotiation Team
and Defensive Tactics.
Commander Adams is a Co-chair for the Police Advisory Committee
and a member of the City of Auburn Diversity, Equity and Inclusion
team.
Commander Adams holds a Bachelor of Arts in Law, Society and
Justice from the University of Washington where he was a member for
the track team specializing in the 400 meters and 1600 meter relay.
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30 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
TRAINING ACCREDITATION OFFICERDOUG KOCH
Officer Koch began his law enforcement career with the Auburn
Police Department in 1989 and has over 34 years of law enforcement
experience. Officer Koch has served as a Patrol Officer, Field Training
Officer, Firearms Instructor and Armorer. He holds a Bachelor’s Degree
in Criminal Justice from Washington State University. In his current
assignment as the Community Services Officer and Accreditations
Manager he maintains the accreditations files with WASPC, oversees the
police volunteer program, attends career and recruitment fairs, assists
with the Citizen’s Academy and organizes police department events held
outside of the department.
VOLUNTEER PROGRAM
The Auburn Police Volunteer Program
remained very vibrant and supportive in
2021. 25 volunteers contributed 586.5
hours throughout the year supporting
numerous community program events,
as well as many of the above listed
Citizens on Patrol missions. The Citizens
on Patrol (COP) division of the volunteer
program drove 814 miles in 2021.
COMMUNITY PROGRAMS SERGEANTCHRIS BOLDMAN
Sergeant Boldman has been with the Auburn Police Department since
2012. Before joining the department, he received his Bachelor of Arts
Degree in Psychology from Seattle Pacific University. Sergeant Boldman
has previously served as a Field Training Officer and an executive
member of the Auburn Police Officers Guild. He has also served as a
detective assigned to property crimes and the Puget Sound Auto Theft
Task Force.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 31
TRAINING HOURS
Training by the different divisions in 2023 was comprehensive. All commissioned staff are tasked to
achieve a minimum of 30 training hours per year. Non-commissioned staff receive a minimum of 20
hours per year. The patrol hours also include training provided to new recruits at the State Basic Law
Enforcement Academy and post academy training.
TOTAL TRAINING HOURS
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32 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
CRT OFFICERSTEPHANIE BENNETT
CRT OFFICERAARON WILLIAMS
CRT OFFICERCHRIS MAST
CRT
The Community Response Team is a
significant resource within the police
department to problem solve issues that
arise within the city. Problem solving and
reducing crime is addressed through
tracking all rental properties throughout
the city and taking an active role in
enforcing the Multi-housing ordinance.
CRT Officers review police activity through
reports and crime analysis to identify on-
going difficulties and coordinate efforts
utilizing all city, county and state resources.
CRT Officers make every effort to initiate
contacts in the city through community
meetings and Blockwatch efforts.
CRT Officers perform a slightly different
role from officers in the Patrol Division,
as they are able to be more pro-active in
their duties. They are, however, in uniforms
and assigned patrol vehicles. CRT Officers
are visible in the community and take an
enforcement role to address problems that
are identified and will work with the Patrol
Division in a collaborative effort.
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AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 33
RECORDS UNIT
The Records Unit is in the Administrative Services Division and is comprised of a commander, 2
supervisors, and 8 specialists. The Records Unit processed over 15,050 police reports in 2023 and
is responsible for records retention along with providing statistical data for the National Incident-
Based Reporting System (NIBRS). In addition, they processed 2,844 warrants, 2,170 court mandated
orders, and 5,524 records requests. They administered 1,373 concealed pistol licenses, 2,250 firearm
transfers, and 7 dealer licenses.
RECORDS SUPERVISORSTEPHANIE JENKINS RECORDS SUPERVISORTRACEY CARTER
2,844
Processed Warrants
5,524
Records Requests
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34 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
PUBLIC RECORDS REQUESTS
Gathering information for Public record requests has become a large part of the Records Unit duties.
Page 60 of 194
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 35
SWAT TEAM
The SWAT team trains three times a month and completes a team training week every year.
The team was called out to execute 78 actual missions during 2023. Auburn is part of Valley
SWAT, comprised of the cities of Auburn, Kent, Renton, Tukwila, Federal Way, Des Moines, and
the Port of Seattle.
SPECIALTY UNITS
The Auburn Police Department supported the City and greater law enforcement community
with a variety of well trained and equipped specialty units. They include, but are not limited to,
the following:
• SWAT team
• Crime Scene Response Team
• Bicycle Unit
• Crisis Communications Unit
(CCU – Hostage Negotiator)
• Civil Disturbance Unit (CDU – Riot Control)
• Honor Guard
• K-9 Officers
• VIT - Valley Investigations Team
(Officer Involved Incident)
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36 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
HONOR GUARD
The Auburn Police Honor Guard
performs in numerous community
events such as :
• Auburn Days Parade
• Veterans Day Parade
• Officer’s Funerals
K-9 UNITS
The Auburn Police Department has
three K-9 Units. All are generalists
(tracking dogs).
CIVIL DISTURBANCE UNIT (CDU)
The Auburn Police Department is
part of the Valley Civil Disturbance
Unit (VCDU). Auburn partners with
the other valley agencies; Federal
Way, Renton, Kent, Tukwila and
the Port of Seattle. As a team
we provide a well trained and
equipped civil disturbance/civil
disobedience response for South
King County.
Page 62 of 194
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 37
MIT OFFICERRYAN BUSH
ANIMAL CONTROL OFFICERRAY PECKHAM
ANIMAL CONTROL OFFICERNICHOLACE SORENSON
MUCKLESHOOT OFFICER
Ofc Bush was born in Tacoma and grew up in Puyallup. After high
school Ofc Bush attended the University of Washington and was a
member of the of the Husky Football Team. Ofc Bush is married and
has two daughters and a son. Ofc Bush was hired in July of 2014 and
following his training was first assigned to the Patrol Division, working
swing shift primarily in south Auburn. Following several years in the
Patrol Division Ofc Bush became a School Resource Officer working
out of Riverside High School. Ofc Bush now works as the Muckleshoot
Tribal Liaison Officer and has been in his current role for roughly a
year and a half. Ofc Bush is also a member of the Civil Disturbance
Unit. In his free time Ofc Bush enjoys spending time with his family,
working around the house and watching football.
ANIMAL CONTROL
Animal services in the City of Auburn are provided by the Auburn
Police Department’s Animal Control officers. If you are experiencing
a life-threatening animal-related emergency, call 911. For non-
emergency animal control service, please call 253-931-3062 or the
non-emergency police line at 253-288-2121. The Animal Control
Officers respond to the following requests:
• Vicious animal complaints
• Animal complaints/bites
• Disruptive animals
• Injured wildlife
• Injured animal rescues
• Dead-on-arrival livestock/cats/dogs
• Police department calls for assistance
• Loose livestock on roadways
• Aggressive or sick animal pickup
• Animal cruelty investigations
• Wildlife in the living area of a home
3,096
Calls
Calls include impounds,
self-initiated contacts,
citations & infractions,
and warnings.
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38 | AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT
FALSE ALARMS
Scarce resources combined with an increased demand for services make responding to false alarms
an extreme burden for public safety agencies. Non-critical calls for service, such as false alarms,
decrease the amount of time officers spend responding to true emergencies and reduce the number
of staff available for crime prevention. Without effectively managing false alarms, the number of false
alarms continues to increase every year. With the comprehensive false alarm ordinance in place by
the City of Auburn, our officers are freed to spend more time proactively patrolling their districts.
Page 64 of 194
AUBURN POLICE DEPARTMENT 2023 ANNUAL REPORT | 39Page 65 of 194
THE AUBURN POLICE DEPARTMENT
IS A STATE ACCREDITED AGENCY
The Auburn Police Department is actively looking for volunteers.
If you are interested in being a part of our volunteer program
please visit our website at www.auburnwa.gov/police
AUBURN POLICE DEPARTMENT
340 East Main Street, Suite 201
Auburn, Washington 98002
LOBBY
Services 24 hours a day
BUSINESS OFFICE
Monday-Friday | 9am-5pm
Saturday | 9am-12pm
Sunday & Holidays | Closed
KING COUNTY DISTRICT COURT
South Division
340 E Main Street, Suite 101
Auburn, Washington 98002
206-477-0480
Page 66 of 194
Page 67 of 194
2
This annual analysis of the CIA (Commendations, Inquiries, and Allegations)
investigations provides the administration of the agency and the public we serve a
review of agency personnel conduct from an analytical perspective and possibly through
the eyes of our community. As outlined in the Auburn Police Department Manual of
Standards, the CIA system provides a standardized means of reporting, investigating,
and documenting Commendations, Inquiries, Internal Investigations and Collision
Reviews.
Our Vision Statement calls for us to be a premier agency that is trusted, supported,
and respected. Our Mission Statement requires that our department will “provide
professional Law Enforcement services to our community.” To meet these demands, we
must be a disciplined and a well-regulated organization. One method by which to
determine our success is to evaluate our CIA process. This report illustrates how well
the Auburn Police Department is perceived to be following our Vision and Mission
statements, as well as our Manual of Standards.
Summary of 2023
In 2023, Auburn Police Officers responded to 68,026 CAD incidents (69,072 in 2022)
and completed 14,820 case reports (15,412 in 2022). Officers made 2,683 arrests
(2,343 in 2022) with 2,087 of those arrestees being booked into SCORE (1,768 in 2022),
and issued 5,885 infractions/citations (4,972 in 2022). All of this activity accounts for
only a portion of the personal contacts with our community members that are made by
our police officers throughout the year.
Commendations
A Commendation is used to recognize actions or performance by members of the
police department who act or perform in a manner that is outstanding or beyond what is
normally expected. The Commendation process recognizes employees for
Professionalism, Exemplary Job, Exemplary Actions, Life Saving and Heroism.
The majority of our commendations come from citizens who took the time to recognize
one or more officers due to their exemplary and professional work . Other
commendations come from supervisors recognizing officers for a job well done, known
as Supervisor Comments. These commendations range from officers conducting school
speeches, helping someone change a tire or going above and beyond to investigate
someone’s case.
Letter of Commendation
A Letter of Commendation is used when department personnel perform a
commendable act that rises above the level of a commendation but does not meet the
criteria for an award. Examples include an officer going above and beyond to
exemplify our Core Values of Courage, Honor, Integrity, and Professionalism. These
letters range from officers volunteering to work an alternative assignment to assist with
Page 68 of 194
3
staffing, to effectively communicating with a suicidal subject in crisis that leads to a
safe resolution.
Awards
The Medal of Valor will be awarded to department personnel for acts that meet all of
the following conditions.
1. When the act conspicuously displays extreme courage, beyond the normal
demands for police service.
2. When failure to take such action would not justify official censure.
3. When substantial risk to their physical safety actually existed and the individual
was unquestionably conscious of this imminent threat.
4. When the objective was logically believed to be of sufficient importance to
justify the risk taken.
The Medal of Distinction will be awarded to department personnel for acts which meet
all of the following criteria.
1. When personnel manifest courage in the performance of duty under
circumstances less than those required for the Medal of Valor.
2. When a risk to the individual’s physical safety actually existed, or when
there was reason to believe that such a risk was present.
3. When the act indicated that the individual was conscious of the imminent
danger to their personal safety, or when a reasonable and prudent person would
normally assume such a danger was present.
4. When the objective was reasonably believed to be of sufficient importance
to justify the risk taken.
5. When the individual accomplished the objective, or was prevented from
doing so by circumstances beyond his/her control.
The Lifesaving Medal shall be awarded to department personnel for acts that meet all
of the following criteria.
1. When the acts were personally performed by the officer.
2. When affirmed by competent medical authority, an individual saved a human
life or prolonged life beyond the day of extraordinary circumstances.
The Merit Medal shall be awarded to department personnel for acts that meet all of the
following criteria.
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4
1. When individuals who distinguish themselves by excellence in events which
involve tactical action.
2. When the event involves some risk to the individual.
The Honorable Tactical De-escalation Medal shall be awarded to department
personnel for acts that meet all of the following criteria.
1. When the acts were personally performed by the department member.
2. When the department member utilized exceptional tactical skills or verbal
approaches and techniques to de-escalate any deadly force situation resulting
in the saving or sustaining of a human life.
3. When the deadly force and de-escalation factors can be independently
verified.
Employee Investigations
There are three ways a complaint can be categorized and investigated: Supervisor
Inquiry, Supervisory Investigation and Internal Investigation.
A Supervisor Inquiry involves a complaint that is informal and typically does not arise
to discipline. Generally, the involved individual’s immediate supervisor will inquire into
these complaints as directed and will have 10 calendar days to complete the inquiry.
The two categories of disposition involving a supervisor inquiry are acceptable or
unacceptable performance. If the inquiry determines there was unacceptable
performance, the supervisor will meet with the employee and provide coaching &
counseling.
A Supervisory Investigation involves a complaint made regarding the quality of
service delivery. These complaints vary in degree from complaints regarding an
employee’s demeanor, tardiness, complaints related to customer service, or the nature
of a department practice. This may also be a complaint of a minor policy violation. The
employee’s immediate supervisor typically handles this type of complaint, but a
commander might also take charge of it.
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5
An Internal Investigation involves a complaint of a possible violation of department
standards, written directives, City policies or applicable Civil Service Rules. These
allegations include, but are not limited to, complaints of bias based policing, excessive
force, alleged corruption, insubordination, breach of civil rights, false arrest, and other
types of allegations of serious misconduct. In the event that an allegation of criminal
misconduct is reported and appears to have merit, a simultaneous criminal
investigation will be initiated.
Internal Investigations
Internal Investigations generated by internal and external sources
External Sources Internal Sources Total Combined
Total Investigations 1 3 4
Sustained Misconduct 0 2 2
In examining the above tables, Internal Investigations generated internally usually
resulted in a finding of actual misconduct. The above table shows that both of the
Investigations received from internal sources resulted in a finding of misconduct. During
these types of investigations, statements, photographs, videos, police reports, and any
other potential documentation are examined. The investigation is then forwarded to a
supervisory review board to determine findings.
Supervisory Investigations
These numbers continue to be very low compared to the amount of contacts with the
public. This would appear to indicate that our officers conduct themselves most of the
time in a professional manner due to the fact that inquiries are complaints regarding a n
officer’s demeanor, tardiness, and customer service. (These were labeled as
Supervisory Inquiries prior to 2021)
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6
Allegations
The following table depicts the total combined allegations by category for all Supervisor
Investigations and Internal Investigations for 2023. It should be noted that Supervisory
Investigations can result in findings of Acceptable Performance or Unacceptable
Performance, and Internal Investigations can result in findings of Misconduct or No
Misconduct, among others.
Allegation Total
No Misconduct/ Misconduct/
No Conclusion/
Pending Acceptable Unacceptable
performance
Performance
Violation of
General
Policy
9 4 5 1
Discourtesy 1 0 1 1
Code of
Conduct 1 1 0 0
False Arrest 0 0 0 0
Excessive
Force 0 0 0 0
ACCESS
Violation 1 0 0 1
Conduct
Unbecoming 1 0 1 0
Core Values 1 0 1 0
Fail to Meet
Job
Expectations
1 0 1 0
Foot Pursuit
Policy 0 0 0 0
Vehicle
Pursuit
Policy
0 0 0 0
Totals 15 5 9 3
Collisions
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7
In 2023, there were 24 collisions involving APD employees. Twelve of the 24 collisions
were determined to be preventable on the part of the officer. The median years of
service of the officers involved in collisions is 5.5 and the median age of the officer was
35.5. Eight of the collisions that occurred were officers who have 5 years or less of
service with Auburn PD. The preventable collisions were attributed to officers with a
median of 9.5 years of service. In examining the number of collisions, it is important to
note that the department determines a collision to be any time an employee in control
of a department vehicle has any contact with another vehicle, object, or person.
Damage caused by a specific maneuver (PIT, intentional strike, etc.) is not considered
a collision under our department policy. The majority of the se collisions did not meet
the state definition of a reportable collision.
In reviewing the 12 collisions which were determined by a Collision Review Board to be
preventable, “driver inattention” was apparent in most cases, by either watching for
suspects or looking at vehicle equipment inside the car. If the drivers had been more
attentive, they would not have collided with another vehicle, curb, tree, etc. All 202 3
collisions (preventable and non-preventable) are categorized as follows:
• 13 - Driver Inattention
• 3 - Improper Backing
• 1 - Other
• 7 - Other driver at fault
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8
The below chart depicts the corrective action dispensed to the employees in preventable
collisions. Some officers also received additional training where it was appropriate.
Actions Taken Internal Investigations
The following chart depicts action taken for misconduct, whether from an Internal
Investigation or Supervisory Investigation, for each employee involved.
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9
Outside Agency Investigations
To ensure that our investigations are unbiased, there are times when an outside agency
may be asked to investigate serious allegations of misconduct made against agency
staff, especially those that may be of a criminal nature. This provides Auburn citizens
with confidence and allows for unbiased transparency into actions, activities, and
decisions made by the Auburn Police Department. In 2023 there were no allegations of
criminal misconduct.
Grievances
One of the Supervisor Investigations that concluded during 2023 was grieved to a level
2, which is reviewed by the Chief of Police. This Supervisor Investigation involved a
finding of Actual Misconduct. The discipline was lowered from a Written Reprimand to
Coaching and Counseling by the Chief of Police at the level 2 grievance.
Conclusion
A review of the frequency of incidents for 2023 regarding alleged misconduct by
employees of the Auburn Police Department does not appear to raise any specific
concerns. The number of allegations and found misconduct when compared to the
actual number of contacts Auburn Police Officers encounter each year is extremely low.
This illustrates and confirms that we take all complaints seriously and train our
employees regularly, and when necessary use corrective action depending on the
severity of the allegation.
Page 75 of 194
Auburn Police Department
2023 Pursuit Analysis
Commander Todd Byers
Page 76 of 194
There was a
significant statistical
increase in the
number of pursuits
in 2023 as they
increased by 283%.
However, there were
only six pursuits in
2022
Page 77 of 194
The months of
February and
October had the
most pursuits in
the City of Auburn,
with three each
month.
Page 78 of 194
Pursuits in Auburn
primarily occur
between 2000
hours and 0400
hours. The time
period between
the hours of 2200
and 0200 has the
highest frequency
of pursuits.
Page 79 of 194
In 2023, the legislature relaxed
the requirement to pursue
from probable cause to
reasonable suspicion for
violent offenses, sexual
offenses, and drivers that the
officer had a reasonable belief
were DUI, by either alcohol or
drugs, along with adding all DV
related assaults.
29%
71%
2023 Initial Reason for Pursuit
Traffic
DUI
Stolen Vehicle
Felony Suspect
Misdemeanor Suspect
Other
Page 80 of 194
In 2023 the total number of miles Auburn Officers pursued suspects was 33.6 miles,
versus 11.6 miles in 2022. This was an average of 1.93 miles for the seventeen
pursuits, whereas in 2022 the 6 reported pursuits averaged 0.66 miles per pursuit.
5
3
5
4
<0.5 MILES 0.5 - 0.99 MILES 1 - 2 MILES 2.1 OR MORE
2023 Pursuit Distances
Page 81 of 194
Initiative 2113
•Initiative 2113 will become law on June 6, 2024. This will restore
autonomy to law enforcement agencies within the state. This
initiative will remove restrictions previously implemented by the
legislature regarding Police pursuits. It will allow the Department to
implement a pursuit policy that is determined by the Chief of Police
and can be modified as needed based upon local crime trends,
performance by the officers, and the standards and expectations of
the community.
Page 82 of 194
Pursuit Analysis
2023
This document is to report 2023
pursuit information, conduct a
comparative analysis against recent
years on a variety of pursuit aspects,
offer suggestions on how to
improve decision-making during
pursuit driving by Auburn Officers,
and to identify areas where EVOC
training can be enhanced.
Commander Todd Byers
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The information in this analysis was obtained from Spillman Incident Reports, CAD dispatch,
Supervisors’ Reports of Pursuits which includes the Supervisors Critique of the pursuit.
The current procedure for collecting data on pursuits is outlined below and in the Auburn Police
Department Policy Manual, Chapter 307.
Vehicle Pursuit Reporting
1. Immediately following pursuits, patrol supervisors are responsible for completing a Supervisory
Report of Pursuit through Blue Team. This report has been changed to include the Supervisors
critique of the pursuit. This report is forwarded through the chain of command to the Chief of
Police. The Division Commander has the option of providing additional critiques for any
pursuit, for training purposes. All pursuits are documented in this manner and reviewed for
this analysis. The report is then forwarded to Inspectional Services.
2. Following the pursuit, at the next opportunity, the patrol supervisor completes the Blue Team
Report of Pursuit. Oftentimes, this occurs immediately following the pursuit. The first line
supervisor will interview the involved officer(s) and review all available in-car and body worn
camera video, prior to completing this report. The purpose of this report and critique is to
identify those aspects of the pursuit that went well and those that could be improved upon. It
is also designed to determine whether the pursuit met the policy manual guidelines and
legislative mandates or whether it deviated from those guidelines. If the pursuit deviated from
policy, a determination should be made as to whether this deviation was acceptable. If it was
acceptable, the EVOC coordinator can then determine whether a policy modification is in
order.
3. Once the Office of Inspectional Services logs the report, it is then available to the EVOC
coordinator for the purposes of data collection, annual analysis, evaluating and/or
recommending changes to the pursuit policy, as well as identifying potential training
opportunities.
AUBURN POLICE DEPARTMENT
2023 PURSUIT ANALYSIS
Page 84 of 194
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2023 Pursuit and Comparative Analysis
On the pages following is a collection of key charts and tables that cover vehicle pursuits by type, time
of day, tactical intervention and more. In addition, key observations for each category are provided.
Page 85 of 194
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Chart 1. Total Pursuits by Year
Observations: There was a 283% increase in the number of pursuits from 2023. This was due to
lawmakers lowering the threshold for police to pursue from probable cause to reasonable suspicion.
This was only for offenses that included violent crimes, sex offenses, escape, domestic violence (all
degrees), and DUI.
Chart 2. Total Pursuits by Month
10
23 23
30 29 31
45
49
43 44
31
18 20 19
16
19 19
16
31
27
43
62
42
54
37
6
17
0
10
20
30
40
50
60
70
199719981999200020012002200320042005200620072008200920102011201220132014201520162017201820192020202120222023
Total Pursuits by Year 1997-2023
79 75
51
58
71 72
56
64 60 64 63
76
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Total Pursuits by Month 1997-2023
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Chart 3. Total Pursuits by Month 2023
Observations: Chart 3: There is no significant trend in the cumulative number of pursuits by month.
February and October have the highest number of pursuits. There were two pursuits each in the
months of March, June, July and August. There was one pursuit each in the months of January,
November and December.
Chart 3: Due to legislation and policy changes in 2021, there was a significant decrease in the number
of total pursuits in 2022. The total number of pursuits for the entire year 2022 was six. This increased
in 2023 to a total number of seventeen.
Officers were limited by legislation to pursuing violent felons, sexual offenders, DV assault suspects,
and drivers that the officer had a reasonable belief were DUI, by either alcohol or drugs.
1
3
2
0 0
2 2 2
0
3
1 1
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Total Pursuit by Month - 2023
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Chart 4. Pursuits by Day of the Week 1997-2023
Observations:
Weekends historically have more pursuits.
In 2023, There were no pursuits on Tuesday or Saturday. There were eight pursuits on
Thursday. Three each on Friday and Sunday. There were two pursuits on Monday and one on
Wednesday.
101
89
116
126 132 132
110
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
Pursuit by Day of Week 1997-2023
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Chart 5. Pursuits by Time of Day (1997-2023)
Observations:
Pursuits in Auburn primarily occur between 2000 hours and 0400 hours. The time period between the
hours of 2200 and 0200 has the highest frequency of pursuits. There are several possible explanations
for this. During this time there are favorable traffic conditions. The ratio of officers versus citizens on
the road is greatest at this time, and Auburn crime data indicates the criminal element is more active
between these hours. Except for the afternoon rush hour, this is reflective of the APD workload and
staffing distribution. Patrol staffing deployment between these hours is increased as this period
correlates with the hours of the highest calls for service.
162
100
46
18 23 32 41 47
35
50
94
137
Number of PursuitsTime of Day
Pursuits by Time of Day 1997-2023
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Chart 6. Pursuits by Vehicle Type
Observations:
Sedans traditionally make up the vast majority of vehicles being pursued. In 2023 this trend
continued with 59% of the suspect vehicles being sedans. The remaining involved vehicles were
SUV’s making up 23% and pickups which were 18% of the total number.
Chart 8.
Observations: Most pursuits occur at night and on dry roadways. Historically, this is a stable trend for
pursuits in Auburn.
59%18%
23%
2023 Vehicle Breakdown
Sedans
Trucks
Vans
SUV
Motorcycle
76%
24%
Dry vs. Wet Roadway
Dry
Wet
12%
88%
Day vs. Night
Day
Night
Page 90 of 194
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Chart 9. Initial Reason for Pursuits
Observations:
Definition: The Initial Reason for Pursuit refers to the crime or infraction observed by the
officer that provided probable cause or reasonable suspicion for the initial stop. The purpose
for collecting this data is to show that officers often have only limited knowledge as to the
underlying reasons why suspects are fleeing from them.
In 2022, 100% of pursuits were initiated for violent felonies. This was due to legislative
requirement present at the time.
In 2023, the legislature relaxed the requirement to pursue from probable cause to reasonable
suspicion for violent offenses, sexual offenses, and drivers that the officer had a reasonable
belief were DUI, by either alcohol or drugs, along with adding all DV related assaults. Although
other crimes may have been present, in all cases officers knew they were pursuing suspects for
crimes other than eluding or possession of stolen vehicles. In 2023, 71% of pursuits were for
felony suspects, while 29% of pursuits were for DUI.
29%
71%
2023 Initial Reason for Pursuit
Traffic
DUI
Stolen Vehicle
Felony Suspect
Misdemeanor Suspect
Other
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Chart 10. Pursuit Distances
Observations:
Chart 10 depicts the categorical distance of the seventeen pursuits in 2023.
In previous years, officers were reporting exact distances of pursuits. That changed in recent
years when nearly all reports of pursuits were entered into Blue Team. This program only
reports the distance by category. However, a rough estimate is still available. The hope is to
reduce the length of pursuits such as in 2017, when average pursuit distance was less than one
mile (0.94).
In 2023 the total number of miles Auburn Officers pursued suspects was 33.6 miles, versus
11.6 miles in 2022. This was an average of 1.93 miles for the seventeen pursuits, whereas in
2022 the 6 reported pursuits averaged 0.66 miles per pursuit. In 2023 the distance was higher
due to one pursuit which lasted 12 miles. (This anomaly was involving officers pursuing two
suspected attempted carjackers, both of which were armed at the time of the offense). This
pursuit occurred on Monday morning at 0300 HRS with minimal traffic on the involved
roadways.
Also, in 2023 the shortest pursuit (aside from those pursuits that were immediately
terminated) was less than .10 miles.
5
3
5
4
<0.5 MILES 0.5 - 0.99 MILES 1 - 2 MILES 2.1 OR MORE
2023 Pursuit Distances
Page 92 of 194
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Chart 11. Pursuit Speeds (2010-2023)
Observations:
Of significance to note is the percentage of pursuits during each year with sustained speeds at
80 MPH or greater. The reason for selecting this range of speeds is so officers understand the
importance of ending pursuits as soon as possible. Furthermore, there is a correlation between
high speeds, prolonged distance, and pursuits that end in a collision. The above chart shows
the percentage of pursuits between 2010 and 2023 that were classified at speeds greater than
80 MPH. All years prior to 2014 combined averages of 32.5% over 80 MPH.
In 2022 and 2023 the speed greater than 80 MPH occurred more often than in previous years
although the total number of pursuits was significantly lower in both years.
The reason for this increase is the fact that the officers are pursuing the most violent suspects
that are more willing to use almost any means to escape. This is a significant statistical
increase as the percentage of pursuits over 80 MPH in 2021, (the year of the Legislative
reform) was 19%.
30%
13%
26%
37%
12%
19%
11%9%11%
16%
11%
19%
50%
58%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Percentage of Pursuits Over 80
MPH
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Chart 12. Pursuit Ending
Observations:
The above chart reflects how 2023 pursuits concluded. Some pursuits are represented by
more than one category. For example, whereas 12 suspects escaped, some of them are
represented under suspect collision and terminated. Of note, in 2023 47% (8) of the 17
pursuits were terminated by either the supervisor or the pursuing officer. This
demonstrates that the Sergeants were closely monitoring their Officers involved in the
pursuits and the circumstances of the pursuit. Supervisors were compelled to terminate the
pursuit when the risk of the pursuit outweighed the seriousness of the crime involved. It
also demonstrates that the officers showed restraint and good judgment by recognizing the
same circumstances and terminating the pursuits on their own.
Officers did not have opportunities to use spike stripes in 2023. This is most likely because
nearly all pursuits were terminated or ended after a very short distance.
Of the nine pursuits (9) in 2023 that were not terminated, five (5) pursuits ended in the
capture of the suspect.
5 0 0
12
0 1 1
5 3 0 0 0
5
2023 Pursuit Ending
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Chart 13. Officer Frequency 2023
Observations:
For training purposes, it is helpful to monitor the number of pursuits that individual officers initiate.
For example, in years past, an officer who initiated far more pursuits than other officers prompted a
review of the officer’s practice. It was determined that this officer made a habit of turning on
emergency equipment from long distances behind motorists. This possibly instilled confidence in the
motorist to flee. After training, the following year when that officer turned on the emergency
equipment directly behind the motorists, the frequency of pursuit was significantly reduced. In 2023,
of the seventeen pursuits, seven officers initiated one pursuit, three officers initiated two pursuits
and one officer initiated four pursuits. (This officer self-terminated two of those pursuits after less
than a mile)
7
3
0 1 0 0
1 PURSUIT 2 PURSUITS 3 PURSUITS 4 PURSUITS 5 PURSUITS 6 PURSUITS
2023 Pursuits Per Officer
Page 95 of 194
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Chart 14. Pursuits Involving Collisions 2002-2023
Observations:
In 2023, there were two (2) collisions by suspects and two (2) by Officers. Both of the collisions
by officers were associated with a suspect collision. One of the suspect drivers were captured
after the collision and one fled the scene on foot. There were no injuries associated with these
collisions.
30%
11%8%
13%
18%
13%10%
25%
15%13%
21%
11%
6%
19%
4% 5%
13%12% 12%11%
50%
23%
0%
10%
20%
30%
40%
50%
60%
02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Pursuits Involving Collisions 2002-2023
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Chart 15. Collisions Vs. High-Speed Pursuits 2002-2023
Observations:
This chart depicts a possible correlation between the incidence of collisions and pursuits at speeds
greater than 80 MPH, at least for most of the years shown. It is interesting to note that in years 2014-
2017, there were no reported collisions involving speeds over 80 MPH. The minor collisions that did
occur were at slower speeds. In 2019, there was only one collision in a pursuit where speeds reached
80 MPH. However, the collision occurred at a slower speed when the suspect collided with two police
cars.
In 2023, there was one collision involving a pursuit in which the speed had been greater than 80 MPH.
The collision occurred at a significantly slower speed and resulted in the patrol vehicle being
damaged/disabled. The suspect fled on foot and escaped. All other collisions were at slow speed.
There were no known injury collisions involving pursuits in 2023.
Even though legislative changes significantly reduced the number of pursuits, officers are still
responsible to constantly weigh the risk of the pursuit against the seriousness of the crime involved.
This statistic points to the fact that Officers and Sergeants are very cognizant of this and are
terminating pursuits appropriately.
0%
10%
20%
30%
40%
50%
60%
70%
02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Collision & High Speed Comparison
Speed Collisions
Page 97 of 194
16 | P a g e
Chart 16. Suspect Gender Chart 17.
Suspect Age
Chart 18. Suspect Race
Observations:
Of the known suspects in 2023 pursuits, thirteen were male. Four were White. Three suspects
were Hispanic and three were Black. Two identified suspects were minors, while the identified
female suspect was 39 years old.
75
10
29
13 1 3
MALE FEMALE UNKNOWN
Suspect Gender
5 3
34
13 4 3
49
2 1 7 3 4
Suspect Age
26
18
13
4 2
47
4 3 3 1 6
WHITE BLACK HISPANIC PACIFIC ISL. ASIAN UNKNOWN
Suspect Race
Page 98 of 194
17 | P a g e
Not all suspects are identified or captured. Due to the higher probability of pursuits occurring
at night, and the fact that most pursuits are terminated, makes it difficult for officers to obtain
these characteristics.
Summary:
1) The number of pursuits in the City of Auburn tends to fluctuate like other crimes reported.
2008-2014 were recorded as low years with averages in the teens. The next five years (2015-
2019) there was a significant increase in the number of pursuits. 2020 has the second most
pursuits recorded in a calendar year, and the highest recorded captures of any prior year. In
2023, the legislature relaxed the pursuit laws enacted in 2021 slightly, to allow pursuit based
upon reasonable suspicion instead of the higher standard of probable cause. The crimes that
could be pursued also changed slightly to include all degrees of DV assault, along with the
previously allowed violent felonies, sex offenses, escape, and DUI. To date, there continues to
be modifications to police practices and the legislation that governs them.
2) In the years leading up to 2023, the average length of pursuits had drastically declined. This
was due to a change in the department pursuit policy of not engaging in pursuits for minor
crimes. In addition to this change, this had likely contributed to the increase in the number of
pursuits as many suspects are aware of the “No Chase Policy”. Again, in 2021, considerably
restrictive legislative changes prevented officers from pursuing nearly all violators. However,
the distance of the pursuits increased slightly due to the severity of the crimes for which
pursuit was allowed.
Initiative 2113 will become law on June 6, 2024. This will restore autonomy to law
enforcement agencies within the state. This initiative will remove restrictions previously
implemented by the legislature regarding Police pursuits. It will allow the Department to
implement a pursuit policy that is determined by the Chief of Police, and can be modified as
needed based upon local crime trends, performance by the officers, and the standards and
expectations of the community.
3) In terms of what the officers knew at the time each pursuit was initiated, a vast majority were
for felony crimes.
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18 | P a g e
4) The Auburn Police Department has a highly efficient method of capturing pursuit data for
subsequent analysis and training. The department should continue evaluating what
information should be captured, and how that information should be recorded.
5) There are current discussions pertaining to the modification of the pursuit policy to allow for
greater discretion for officers and supervisors on pursuits for crimes that are less severe. This is
being prompted by Initiative 2113. There are always underlying reasons why suspects flee
from the police. We do not know the extent of the reasons for motorists to flee, such as
warrants, weapons violations, and other felonies. As mentioned in #4 (above), the “real”
reasons suspects are fleeing should be recorded on those suspects who are captured and are
willing to speak.
6) Supervisors were very involved in monitoring the 2023 pursuits. This year, 5 of 17 pursuits
(30%) were terminated by the first line supervisor after approval had initially been given to
pursue. Officers have self-terminated and have noted several times that they would have
pursued under previous legislation and have made the correct decision not to do so. This is
commendable for both supervisors and Officers as it shows that they have adjusted to the
legislative changes. Based upon this previous action it is reasonable to believe that they will
adjust accordingly in June 2024.
7) No officers received discipline as a result of their action or decisions during a pursuit in 2023.
Training
For many years, EVOC,(Emergency Vehicle Operators Course), training consisted of eight hours for
each officer, every three years. During the eight hours, the officer received training in the Pursuit
Policy, vehicle placement, auto-cross, high speed tactical driving, pursuit scenarios, and the Pursuit
Immobilization Technique (PIT).
For the past four years, there has been a slight change. To capture officer attention, EVOC training
was shortened to four hours of intensive high speed, PIT, and scenario-based training, spike
deployment training, as well as slow speed training. This change allowed the department to provide
the training with greater frequency per officer. We are currently legislatively mandated to provide
EVOC training to every officer every two years. The change in training that was made four years ago
actually placed us in a position where we were doing this prior to the mandate.
Page 100 of 194
19 | P a g e
During these training sessions at Pacific Raceways, EVOC instructors have the officers continue to
perform high speed training and the PIT maneuver until both the officer and instructor are confident
that the officer is thoroughly familiar with these techniques. The intent of training at Pacific Raceways
is to get more officers through this critical high risk – low frequency training, and on a more frequent
basis. This is even more important now that this critical task is less frequent.
The EVOC Commander and several instructors review department pursuits and collisions. A
determination is made to consider additional training for the officers that are found to be involved in
preventable collisions. This training will be provided by EVOC staff and documented after the
determination is made what type of training will occur.
There is currently a consideration to provide basic EVOC training to new recruits to give them this
important training prior to annual training in October or November. This is problematic at times as
finding a location that will allow the training is challenging. However, we have recently reached an
agreement with the Auburn School District that allows the Department to use specific school parking
lots for EVOC training when the schools are on an extended break.
We have been sending our new hires to EVOC training prior to the academy if they are in that period
between being hired and attending the academy.
As discussed in #2 above, there will be a legislative change June 6 due to Initiative 2113. This will
allow greater discretion by the officer and supervisor in their respective decisions to pursue or allow
the pursuit. Many of our current officers have only worked under the current legislative constraints.
This compels the EVOC staff to spend additional time training these officers the decision process
necessary to be successful and safe during a pursuit.
We will be providing Supervisors with what will be the current departmental policy and training them
first. We will ask the Supervisors to prioritize EVOC training during patrol briefings, and ensure that
they continue to closely monitor each pursuit. EVOC training will then be tailored to match the
existing legislation.
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20 | P a g e
Page 102 of 194
1
Page 103 of 194
2
The purpose of this annual report is to document and summarize all Uses of Force that were
completed by Auburn Officers during the 2023 calendar year. This report compares statistics from
previous years through 2023, which adds context and helps us identify trends that we can address
in future training. The report will compare Use of Force incidents vs. Use of Force Allegations; types
of injuries sustained by both suspect and officer; and force used when pre sented with different
scenarios (i.e. officer about to be assaulted, suspect fled, etc.).
In 2023, Auburn Police Officers responded to 68,026 CAD incidents (69,072 in 2022) and completed
14,820 case reports (15,412 in 2022). Officers made 2,683 arrests (2,343 in 2022) with 2,087 of
those arrestees being booked into SCORE (1,768 in 2022), and issued 5,885 infractions/citations
(4,972 in 2022).
There were 163 incidents where officers were required to use force. Of the 163 incidents there were
161 Use of Force reports completed by officers in 2023 compared to 133 in 2022. Force reports
exceed incidents because at times multiple officers used force on one suspect. Of the 163 incidents,
there were 94 reported injuries by the suspect. All injuries were photographed and noted and most
were minor scrapes, bruises, small lacerations, K-9 contacts, and complaints of pain with no visible
injury.
It is important to understand that there are times when it takes two or more officers using force on
one suspect in order to gain compliance and get the suspect in custody. When that occurs each
officer is required to complete a force report which then ge nerates multiple force reports for one
incident. Table #1 below depicts the ratios in comparison to the force incidents.
Only .24% of subjects contacted resulted in force being used.
Table 1 2022 2022 Ratio
(88)
2023 2023 Ratio
(163)
CAD 69,072 1/785 (.13%) 68,026 1/417 (.24%)
Cases 15,412 1/175 (.57%) 14,820 1/90 (1.08%)
Arrests 2,343 1/27 (3.76%) 2,683 1/16 (5.73%)
Bookings 1,768 1/20 (4.98%) 2,087 1/12 (7.24%)
The above table effectively shows that our officers use de-escalation techniques well. As
you can see only 161 subjects out of 68,026 who were contacted, compelled the officer to
use force.
Table #2 below shows the ratio comparison from 2022 regarding force reports completed.
Only .23% of contacts resulted in a use of force report being completed .
Table 2 2022 2022 Ratio
(133)
2023 2023 Ratio
(161)
CAD 69,072 1/519 (.19%) 68,026 1/422 (.23%)
Cases 15,412 1/116 (.86%) 14,820 1/92 (1.07%)
Arrests 2,343 1/18 (5.68%) 2,683 1/16 (5.66%)
Bookings 1,768 1/13 (7.52%) 2,087 1/12 (7.16%)
Page 104 of 194
3
USE OF FORCE COMPARISON
The Auburn Police Department reports uses of force using an electronic reporting system. If there
is any allegation of excessive force, by policy an internal investigation may be ordered by the Chief
of Police. The following chart is a snapshot comparison of total excessive force allegations for each
year compared to the number of force reports.
Force Report Comparison 2020-2023
In 2023, we received no allegations of inappropriate and/or excessive applications of force. All use
of force incidents were reviewed and none were determined to be excessive or outside of policy.
Table #3 shows there were 0 incidents that resulted in allegations of excessive force. Table #4 then
reflects these same numbers in a percentage of allegations which is 0% in 2023.
Table 3
Year
Use of
force
reports
Excessive
Force
Allegations
Sustained
Allegations
2020 231 7 2
2021 130 3 1
2022 133 1 1
2023 161 0 0
Table 4
Page 105 of 194
4
Types of Force Used
The use of force types listed below are techniques that the officers are trained to use depending on
the type of resistance the subjects are exhibiting. Take Down is the most used type of force our
officers use which is also the least invasive type of force. PIT is Pursuit Immobilization Technique
which is used during pursuits in an attempt to end the pursuit as quickly as possible in order to
reduce potential injury and take the suspect into custody. An Intentional Vehicle Strike is
authorized by policy in certain situations which entails the officer striking a suspect vehicle with
his/her patrol car at slow speed in order to pin the vehicle so that it cannot continue to flee. There
were a total of 239 force types documented in 2023.
Force Types Used in 2023
Table #5 below shows each force type that can be used by an officer, and shows the number of
times that particular type of force was used in 2023.
Table 5
Effective vs. Not Effective
Not every type of force is always effective, and at times multiple types of force are used on one
person during the same incident. Table #6 shows the effectiveness of the types of force and also
shows when a force type is ineffective. As you can see officers use verbal skills first quite often,
and when that is ineffective the officer is then compelled to use a different type of force.
Page 106 of 194
5
Table 6
Force Used Resulting in Injuries
In 2023, injuries were reported by the suspect in 57% of all uses of force. Officers received minor
injuries in 14% of the incidents. Injuries to suspects can include abrasions, contact from K9’s, or
general complaints of pain. All complaints of injuries are required to be documented and
photographed. Officer injuries included bruising, minor punctures, scrapes and scratches. Table #7
and #8 compare these numbers to previous years. There were no fatal injuries or injuries resulting
in serious bodily injury due to use of force.
Table 7
Total Force
Reports
Suspects
Injured
Officers
Injured
% of total of suspects
injured
2020 231 88 35 38%
2021 130 63 19 48%
2022 133 62 18 47%
2023 163 94 23 57%
Page 107 of 194
6
Table 8
Time of Day
The below tables depict the Auburn Police Departments use of force incidents by time of day. As in
previous years documented, the majority of the occasions that officers are compelled to use fo rce
occur between the hours of 6:00 PM and midnight. Table #9 focuses on the year 2023 only and
Table #10 compares the times to previous years.
Table 9
Page 108 of 194
7
Table 10
Reason for Use of Force
Table #11 below shows the reasons that an officer(s) were compelled to begin to use force
resulting in the 161 force reports.
Table 11
Citizen Resistance During Force Encounter
Table #12 below shows the different resistance citizens were giving to an officer during a use of
force encounter. Most of the time there are multiple types of resistance provided by a subject
during a force encounter. In 2023, there were 439 documented forms of resistance during force
encounters.
Page 109 of 194
8
Table 12
Officer Assessment of Citizen Prior to Force Being Used
The below table is what the officer was observing or perceiving of the citizen prior to be ing
compelled to use force.
Table 13
Use of Force Demographics
Table 14 depicts the race of the citizen the officer(s) were compelled to use force on. These
numbers are in relation to 68,026 contacts our officers had in 2023 which resulted in only 163
incidents of force.
Page 110 of 194
9
Table 14
Table 15 depicts the gender of the citizen the officer(s) were compelled to use force on.
Table 15
Page 111 of 194
10
Summary
It is clear from the report that Auburn Officers contact many subjects throughout the year and make
many arrests. Calls for service were down by over 1,000. Subsequently, force incidents continue
to be low compared to the amount of contacts our officers make each year. New police legislation
in 2021 significantly impacted/limited circumstances in which officers were allowed to contact and
detain subjects. These restrictions were loosened and updated a bit, allowing for more subjects
beginning to be detained in 2022 and continuing into 2023.
The most compelling statistics in this report are that the calls for service, arrests, and bookings are
high numbers and by percentage the use of force does not occur often. In 2023, only .24% of CAD
incidents required force to be used on a subject. Officers continue to receive annual defensive
tactics/use of force training, as well as training on de -escalation techniques. This training
encompasses classroom, hands-on, and scenario based training. Each Officer has completed the
40 hour Crisis Intervention Training as well as completing yearly refresher training as required.
Auburn PD has a cadre of Patrol Tactics Instructors (PTI) that allow for additional de -escalation
tactics training.
At the start of 2021 we created a Use of Force Committee which is comprised of Commanders ,
Sergeants, and officers who are highly trained in police use of force encounters. We also are now
part of the Department of Justice FBI Use of Force database. Uses of force that result in serious
bodily injury (as defined by the Department of Justice) or death will be reported in the FBI database.
Any use of force that results in great bodily harm (as defined by the Revised Code of Washington),
death, or appears to be out of policy, will be reviewed by the Use of Force Committee and is required
to be reported to the Washington State Criminal Justice Training Commission (CJTC). After the Use
of Force Committee reviews the incident involving force, a representative from the committee
provides a report to the Chief. The goal of the Use of Force Committee is to provide a more detailed
analysis than is already done and to analyze force trends in order to enhance training, reduce
injuries and ensure our citizens remain protected.
Page 112 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
AUBURN POLICE DEPARTMENT
2023
ANNUAL CIA REVIEW
AUBURNVALUES
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
Auburn Police Department
Page 113 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Auburn Police Department
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
Shaun W. Feero
Commander, Inspectional Services
sfeero@auburnwa.gov
253-288-3163
Page 114 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Commendations
Page 115 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Internal Investigations
Page 116 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Internal Investigations
Total Combined Internal Sources External Sources
4 3 1 Total Investigations
2 2 0 Sustained Misconduct
Page 117 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Supervisory Investigations
Page 118 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Allegations
No Conclusion/
Pending
Misconduct/ No
Misconduct/
Total Allegation Unacceptable
performance Acceptable
Performance
1549Violation of
General Policy
1101Discourtesy
0011Code of
Conduct
0000False Arrest
0000Excessive
Force
1001ACCESS
Violation
0101Conduct
Unbecoming
0101Core Values
0101
Fail to Meet
Job
Expectations
0000Foot Pursuit
Policy
0000Vehicle Pursuit
Policy
39515Totals
Page 119 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Collisions
13 - Driver Inattention
3 - Improper Backing
1 - Other
7 - Other driver at fault
Page 120 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Collisions cont.
The below chart depicts the corrective action dispensed to the employees in preventable collisions.
Some officers also received additional training where it was appropriate.
Page 121 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Combined Discipline
The following chart depicts action taken for misconduct, whether from an Internal Investigation or
Supervisory Investigation, for each employee involved.
Page 122 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Outside Agency Investigations
To ensure that our investigations are unbiased, there are times when an
outside agency may be asked to investigate serious allegations of
misconduct made against agency staff, especially those that may be of a
criminal nature. This provides Auburn citizens with confidence and
allows for unbiased transparency into actions, activities, and decisions
made by the Auburn Police Department. In 2023 there was one
allegation of criminal misconduct investigated by the Puyallup Police
Department and one allegation of sexual harassment investigated by a
City hired firm. Both investigations were not sustained.
Page 123 of 194
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
POLICE DEPARTMENT
ANNUAL REPORT HIGHLIGHTS
Auburn Police Department
Page 124 of 194
CALLS FOR SERVICE
Computer Aided
Dispatch (CAD) calls
for service have
decreased over the
past 5 years.
Auburn police received
68,026 calls in 2023.
Increasing online
reporting, which was
updated in
2020, has helped lead
to decrease in calls.
ANNUAL
CALL
VOLUME
Page 125 of 194
DEFINITION OF RESPONSE
TIMES PRIORITY RATINGS
PRI 1 = Highest priority,
confirmed hazard which
could result in extensive
loss of life or property
PRI 2 = Minimal hazard
with considerably less
potential for loss of life
or property
PRI 3 = Low hazard, non-
life threatening
PRI 4 = Police reports or
cold calls
AVERAGE
RESPONSE
TIMES
Page 126 of 194
TOTAL
FELONY
CASES
ASSIGNED
Page 127 of 194
4942 Felony
Cases
1303
Major Crimes
3323
Property
Crimes
316 SIU
CASE
DISTRIBUTION
Page 128 of 194
PERSON
CRIMES
Page 129 of 194
PROPERTY
CRIMES
Page 130 of 194
TOTAL
ARRESTED
PERSONS
Page 131 of 194
TOTAL
TRAINING
HOURS
Page 132 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
AUBURN POLICE DEPARTMENT
2023
ANNUAL USE OF FORCE REVIEW
AUBURNVALUES
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
Auburn Police Department
Page 133 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Auburn Police Department
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
Shaun W. Feero
Commander, Inspectional Services
sfeero@auburnwa.gov
253-288-3163
Page 134 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Contacts vs. Use of Force Incidents
It is important to understand that there are times when it takes two or more officers using force on one suspect to
gain compliance and get the suspect into custody. When that occurs, each officer is required to complete a force
report which then generates multiple force reports for one incident. Table #1 depicts the rations in comparison to the
force incidents.
2023 Ratio
(163)
20232022 Ratio
(88)
2022Table 1
1/417 (.24%)68,0261/785 (.13%)69,072CAD
1/90 (1.08%)14,8201/175 (.57%)15,412Cases
1/16 (5.73%)2,6831/27 (3.76%)2,343Arrests
1/12 (7.24%)2,0871/20 (4.98%)1,768Bookings
Only .24% of subjects contacted resulted in force being used.
Page 135 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Contacts vs. Use of Force Incidents
2023 Ratio
(161)
20232022 Ratio
(133)
2022Table 2
1/422 (.23%)68,0261/519 (.19%)69,072CAD
1/92 (1.07%)14,8201/116 (.86%)15,412Cases
1/16 (5.66%)2,6831/18 (5.68%)2,343Arrests
1/12 (7.16%)2,0871/13 (7.52%)1,768Bookings
Only .23% of contacts resulted in a use of force report being completed.
Table #2 below shows the ratio comparison from 2022 regarding force reports completed.
Page 136 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Force Complaints
Sustained
Allegations
Excessive
Force
Allegations
Use of
force
reports
Year
272312020
131302021
111332022
001612023
In 2023, we received no allegations of inappropriate and/or excessive applications of force. All use of force incidents
were reviewed, and none were determined to be excessive or outside of policy. Table #3 shows there were 0 incidents
that resulted in allegations of excessive force. Table #4 then reflects these same numbers in a percentage of
allegations which is 0% in 2023.
Table #3 Table #4
Page 137 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Force Types
The below chart shows each force type that can be used by an officer and shows the number of times that force was
used in 2023.
Page 138 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Effective vs. Not Effective
Page 139 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Force Resulting in Injury
% of total of suspects injuredOfficers InjuredSuspects InjuredTotal Force Reports
38%35882312020
48%19631302021
47%18621332022
57%23941632023
Page 140 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Force Resulting in Injury cont.
Page 141 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Time of Day
Page 142 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Time of Day cont.
Page 143 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Reason for Force
Page 144 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Resistance During Force Encounter
Page 145 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Officer Assessment Prior to Force
Page 146 of 194
SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATION
Use of Force Demographics
Page 147 of 194
AGENDA BILL APPROVAL FORM
Agenda Subject:
Briefing - Special Planning Areas (Krum) (30 Minutes)
Date:
April 10, 2024
Department:
Community Development
Attachments:
Powerpoint Presentation
Comprehens ive Plan Policy Excerpts
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The City’s Comprehensive Plan establishes several Special Planning Areas. Special
Planning Areas define additional planning and land use considerations above and beyond
standard land use regulations. The Comprehensive Plan identifies 3 categories of Special
Planning Areas: Identified Areas, Designated Areas, and Adopted Areas. This presentation
will elaborate on these categories and identify their locations within the City.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Jason Krum
Meeting Date:April 22, 2024 Item Number:
Page 148 of 194
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
SPECIAL PLANNING AREAS
PRESENTED BY DEPARTMENT OF
COMMUNITY DEVELOPMENT
JEFF TATE
APRIL 22, 2024
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering ⚫ Permit Center
Economic Development ⚫ Code EnforcementPage 149 of 194
SPECIAL PLANNING AREAS -OVERVIEW
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Special Planning Areas are subareas within the city that allow for
the refinement and recognition of existing unique characteristics
within a district. Subareas are intended to anticipate, support,
and guide long-term growth and redevelopment through planned
development and a unique vision for how that area should look
and function in the future. It can also be used to provide flexibility
when there is uncertainty regarding how an area may be most
appropriately developed in the future.
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SPECIAL PLANNING AREAS -TYPES
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Identified Areas – Contains a generalized written narrative in the Comprehensive
Plan but has not been mapped nor has a specific written plan been adopted. It is
anticipated that these areas are deserving of a future effort to geographically define
the area and write/adopt a specific written plan.
Designated Areas – These are areas that are generally mapped in the
Comprehensive Plan but have not gone through an effort to write and adopt a
specific plan.
Adopted Areas – These are areas that are geographically defined in the
Comprehensive Plan and for which a written Sub Area Plan has been adopted by City
Council.
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SPECIAL PLANNING AREAS –IDENTIFIED AREAS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•Auburn Golf Course
•GSA/Boeing
•Green River College
•Mary Olsen Farm
•Les Gove Campus
•Emerald Downs
•Auburn High School
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SPECIAL PLANNING AREAS –DESIGNATED AREAS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•Auburn Way North (AWN)
Corridor
•NW Manufacturing Village
•Auburn Municipal Airport
•Pike Street NE
•SE 312th/124th Ave
•M St SE (between AWN and
AWS)
•8th Street NE
•West Auburn
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SPECIAL PLANNING AREAS –DESIGNATED AREAS
(CONTINUED)
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•15th St SW/West Valley Hwy N
•A St SE (corridor)
•BNSF Rail Yard
•Auburn Way South (AWS) Corridor
•Lakeview
•AWS/Auburn Black Diamond Rd.
•Stuck River Road
•Mt. Rainier
Page 154 of 194
SPECIAL PLANNING AREAS –ADOPTED AREAS
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•Downtown (Ordinance No. 5549)
•Auburn Adventist Academy
(Resolution No. 2254)
•Auburn North Business Area
(Resolution No. 2283)
•Lakeland Hills (Resolution No.
1851)
•Lakeland Hills South (County H.E.
Case Z15/ UP70)
•Northeast Auburn (Ordinance No.
6183)
Page 155 of 194
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
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering ⚫ Permit Center
Economic Development ⚫ Community Services ⚫ Code Enforcement
Questions?
Page 156 of 194
Subarea Policies.
LU-124 Each subarea will contain its own vision, goals, policies and strategies.
LU-125 BNSF Rail Yard - This approximately 150 acre Special Planning Area is located in the south-central
portion of the City and surrounded by SR-18 to the North, Ellingson Road to the South, C Street SW to
the west and A Street SE to the East. The Special Planning Area should consider both sides of C Street
and A Street. Consideration should be given to:
• The needs of Burlington Northern.
• Providing pedestrian, bicycle and vehicular access across the site to connect the southeast and
southwest sides of the city.
• Providing a more visually appealing “entry corridor” into the City from the south along A and C
Streets.
• Allowing for a mix of uses including single and multifamily development and commercial and
industrial uses where appropriate
LU-126 Stuck River Road - A portion of the Stuck River Road Special Planning Area is currently the site of
a large sand and gravel mining operation. This area and other adjacent land comprising a total of
approximately 664 acres has been designated as a long term resource area (mineral resource area), so
development of the Special Area Plan for this area should be a low priority as mining is expected to
continue on this site for as long as 30 years. The land uses for the Stuck River Road Special Planning Area
will be determined through the subarea planning process and the City Council’s adoption of the subarea
plan. Potential land uses applied through the subarea planning process could include single-family
residential, multi-family residential, commercial, institutional, and recreational. Some light industrial
uses may be appropriate for consideration and designation through the subarea planning process if the
uses are “industrial or business park” in character, conducted entirely within an enclosed building, and
exhibit a high degree of performance standards and are non-nuisance in nature and if appropriately
limited in extent and location. A mix of housing types ranging from single family residential to multi-
family residential is appropriate for this planning area. The subarea plan should be adopted taking into
consideration the period during which mining is expected and the intent of the ultimate development of
the area. An active permit has been processed by the City with respect to the mining activity on a
portion (approximately 664 acres) of the mineral extraction operation. The permit process should
continue, however, any permit for mining in the mineral resource area should be granted for the life of
the resource, with reviews conducted periodically (every five years) to determine whether changes in
the originally proposed mineral extraction operation have arisen and give rise to the need for additional
or revised permit conditions to address the new impacts (if any) of any such changes. Any permit
applications for additional acreage within the mineral resource area shall be processed by the City.
Development of this area should not occur until adequate public facilities are available to support the
development consistent with City concurrency policy. The City recognizes the potential for expanding the
Stuck River Road Special Planning Area to include additional land east of Kersey Way and north of the
Covington-Chehalis power line easement, and will consider a proposal by all affected property owners. If
the area is expanded, the number of non-multiple family, non-manufactured home park dwellings units
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may be increased proportionate to the increase in acreage. Any such proposal shall specifically apportion
the types and quantities of development to occur within each separate ownership.
LU-127 Lakeview - The Lakeview subarea is currently the site of two independent sand and gravel mining
operations. While mining activity continues in the eastern operation, indications in 1995 are that the
western operation has ceased. Activity in the western portion is now limited to a concrete batch plant
and future site reclamation. Following reclamation, the area should be developed as a primarily single
family residential neighborhood of low to moderate urban density. A planned development would be
particularly appropriate for this approximately 235 acre site. The permitted development density of the
site will depend heavily upon the ability of the transportation system near the site to handle the new
uses. Consideration shall be given to the environmental, recreational and amenity value of White Lake,
the historical and cultural significance, as well as tribal ownership and jurisdiction of the Muckleshoot
Tribe in the development of the Lakeview Plan element. Permit applications have been accepted and are
currently being processed by the City with respect to the mining activity on the eastern portion of the
area. The permit process should continue, however, any permit for continued mining in this portion of
the area should be limited to 10 years to encourage completion of the mining, and subsequent
reclamation by the property owner in preparation for development. The Lakeview Plan element should
be adopted prior to the City’s acceptance or processing of any other permit applications for the mining
operation in the Lakeview Special Planning Area. The environmental information and analysis included in
the Final Environmental Impact Statement for Lakeview (November 1980), shall be considered in the
development of the Lakeview Plan element. While heavy commercial or industrial uses would not be
appropriate as permanent uses of this area, conversion of the area now zoned for heavy industry to
office commercial (or similar) uses would be appropriate.
LU-128 Mt. Rainier Vista - This 145 acre subarea is located south of Coal Creek Springs Watershed.
Overall development of the Mt. Rainier Vista subarea plan shall be consistent with the following
conditions: 1. Primary consideration in use and development of the property shall be given to protection
of Coal Creek Springs’ water quality. Development types, patterns and standards determined to pose a
substantial risk to the public water source shall not be allowed. 2. The maximum number of dwelling
units will be determined as part of any sub-area plan process. Dwelling units shall be located within
portions of the property where development poses the least risk of contamination for Coal Creek
Springs. Lands upon which any level of development would have a high risk for contaminating the water
supply shall not be developed, but would be retained as open space. The development pattern shall
provide for a logical transition between areas designated for rural uses and those designated for single
family residential use. All dwelling units shall be served by municipal water and sanitary sewer service,
and urban roads. If 53rd Street S.E. is the major access to serve the Special Planning Area, the developer
will be responsible for developing the street to urban standards, from the property owners’ eastern
property line that abuts 53rd Street, west to the intersection of 53rd and Kersey Way. 3. Percolation type
storm sewer disposal systems shall not be permitted. All surface water drainage shall be conveyed
consistent with the City’s current storm drainage standards. Treatment of stormwater shall occur prior to
its discharge to any surface water body, consistent with standard public works or other requirements in
general effect at the time of development. 4. The site shall be zoned temporarily, at one unit per four
acres, until the sub-area plan is completed and the long-term urban zoning determined. 5. The Mt.
Rainier Vista special planning area boundary may be modified through the development of the subarea
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plan. 6. The Mt. Rainier Vista and Stuck River Road Special Planning Areas shall be coordinated subarea
plans.
Designated Areas - Areas of Concern Policies.
LU-129 AWS/Auburn Black Diamond Rd – The area between Auburn-Black Diamond Road and the
Burlington Northern Railroad currently lacks urban facilities necessary to support urban development.
Major development proposals shall be carefully assessed under SEPA to ensure that the development
can be supported by the available facilities. Once property owners are able to demonstrate to the City
that they can provide urban services (municipal water and sewer service, urban roads and storm water
management) necessary to support the intensity of development proposed within the entire area, the
Plan designation and zoning for this area should be changed to an urban residential or commercial
classification. The appropriate classification(s) shall be determined after a review of the development
proposal and the pertinent Comprehensive Plan policies. LU-130 Pike Street NE – The area located north
of 8th NE, east of Harvey Road, and south of 22nd NE is inadequately served by residential arterials. No
increase in density or other development which would increase traffic demand in this area should be
approved.
LU-131 8th Street NE – The areas paralleling 8th Street NE located between Auburn Way and M Street
are designated for multiple family residential while 8th Street NE is designated as a minor arterial.
However, the road is not currently constructed to this standard and is not able to support current traffic
demand adequately. The Plan designation would greatly increase traffic volumes. Implementation of the
Plan designations should not occur until 8th Street NE is constructed to the adequate arterial standard
and water service is upgraded. Up zones should not be granted from current zoning until these stems are
upgraded or guaranteed.
Designated Areas - Economic Development Strategy Ares Policies.
LU-132 The City should adopt a formal subarea plan for each of the seven economic development
strategy areas (listed below) as an element of the Comprehensive Plan. Each economic development
strategy area subarea plan should identify the uses, intensities, and infrastructure development
necessary to support the types of business and activities that are most consistent with community
aspirations. Each subarea plan should address and include policies regarding the expected level of
housing density (or residential growth targets) and employment growth targets. • Auburn Way South
Corridor • Auburn Way North Corridor • NW Auburn Manufacturing Village • 15th St. SW/C St. SW/W
Valley Hwy. N • A St. SE • SE 312th St. /124th Ave SE • M St. SE between Auburn Way N and Auburn Way
S.
Adopted Areas Policies.
LU-133 Adoption or revision of a subarea plan will be treated as a comprehensive plan amendment and
will comply with the Growth Management Act, Countywide planning policies, Vision 2040, and the Core
Comprehensive Plan.
LU-134 Adventist Academy - Adopted under Resolution No. 2254 on November 14, 1991. The Auburn
Adventist Academy is Special Planning Area (Adopted Area) is a multi-use campus operated by the
Western Washington Conference of Seventh-Day Adventists. The Campus plays a large role in the
Western Washington Conference of SeventhDay Adventists’ private elementary and secondary education
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system in Washington and hosts many community events as well as an annual regional camp meeting for
Adventists from Washington and around the world. The Campus previously housed Harris Pine Mill, a
furniture manufacturer, for many years. The Mill provided financial benefit to the Academy’s budget and
provided employment opportunities, learning experiences, and vocational education for Academy
students. The Academy continues to include in its plan industrial uses that support the mission of the
school financially. The reuse of existing mill buildings and redevelopment of buildings lost to a fire in
1989 are the focal points of the current industrial development. In addition to institutional and industrial
uses, the Academy is also operating a landing strip and associated aircraft hangars for student aviation
and flight training. A single family subdivision is located to the south of the airstrip. In addition to these
uses, the Academy wishes to allow development of uses such a multi-family and senior housing and
assisted living and memory care which will generate perpetual revenue through a long-term land lease
on a portion of the Campus lying generally north of Auburn Way South and south of 32nd Street S.E. that
will directly aid its mission. The financial benefit from these uses will allow funding an endowment,
subsidize student tuition, provide financial aid for students needing tuition assistance, for new
educational programs, for additional faculty, facility maintenance and upgrades, and other needs. The
plan focuses on provides predictability to planning, zoning, subdivision, and development decisions
within the Special Planning Area (Adopted Area) made by the City.
LU-135 Auburn North Business Area - Adopted under Resolution No. 2283 on March 2, 1992. The Auburn
North Business Area Special Planning Area Plan was the result of a comprehensive planning study due to
increased development pressure north of the Central Business District. Since the Central Business
District, which contains Downtown, the core of Auburn, is adjacent to these areas, future development
in this area is crucial. A comprehensive and cohesive direction was also needed based on increased
development proposals and rezone requests. In addition to development concerns, many of the
considerable undeveloped parcels contain wetlands. All of these factors made development controls
beyond zoning and development regulations advisable.
LU-136 Lakeland Hills - Adopted under Resolution No. 1851 on April 18, 1988. Lakeland Hills area lies
between the Stuck River and the southern City limits of Auburn in the most southwestern part of the
City. The area consists of planned residential and commercial subdivisions, and is predominately
residential in nature, offering a range of housing types, including single family and multi-family dwellings.
The Lakeland Hills Plan was intended to provide long-term predictability to both the City and potential
developers. As a planned community, development and design must be consistent with the policy
guidance of the Lakeland Hills Plan.
LU-137 Lakeland Hills South - Approved under Pierce County Hearing Examiner Case Z15/UP70.Lakeland
Hills South lies south of the Lakeland Hills special plan area and is the most southwestern part of the
City. The area is predominately residential, allowing for a range of housing types, with commercial uses,
including Lakeland Town Center, in the center. Nonresidential uses, including civic, religious, and
municipal services are allowed throughout the area through an Administrative Use Permit. Unlike
Lakeland Hills, Lakeland Hills South was accepted into Auburn was a Planned Unit Development (PUD).
The Lakeland Hills PUD, originally the Lakeland Hills South Planned Development District (PDD), was
approved under Pierce County Hearing Examiner Case no Z15-UP70 in 1990. Lakeland Hills South PUD is
intended to provide enhanced flexibility to develop a site through innovative and alternative
development standards. As a PUD, specific development and design standards are prescribed.
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LU-138 Auburn Downtown Plan (Urban Center) - Adopted under Ordinance No. 5549 on May 21, 2001.
Downtown Auburn is the business, governmental, and cultural hub of Auburn, its physical and cultural
heart. Many stores, restaurants, service providers, and small offices are well-represented throughout this
district. Downtown hosts many community events and activities, such as the weekly Auburn
International Farmers Market in the summer, Soundbites! Concert Series (in the City Hall Plaza) and the
Veterans Day Parade. Downtown features public art that includes temporary installations such as Pianos
on Parade and a permanent outdoor Downtown Sculpture Gallery with rotating pieces. This dynamism is
possible because the district is a collection of uses that coexist in close proximity to one another. Due to
the value, importance, and complexity of this district, The Auburn Downtown Plan identified four general
needs to be addressed by the plan:
• Update of the existing plan in order to continue Downtown revitalization
• Concern over the reopening of Stampede Pass
• Multiple large projects proposed for Downtown
• Scarce private investment
In conjunction with project-based items, a regulatory element that emerged from the goals of the
Auburn Downtown Plan was the Downtown Urban Center (DUC) zoning district, which was established in
2007. While the DUC zoning district is intended specifically to address the needs of downtown, though
the implementation of policies identified by the Downtown Auburn Plan , many challenges related to
public and private investment, development, and strategic planning have yet to be addressed as
downtown has evolved.
LU-139 Northeast Auburn Special Plan Area – Adopted under Ordinance No. 6183 on June 5, 2008. The
Plan was prepared in fulfillment of the policies included in the Comprehensive Plan for the area between
Auburn Way North and the Green River, south of 277th Street (52nd Street NE) and north of
approximately 37th Street NE in the City of Auburn (Map No. 14.2). The planning area was narrowed to
an area covering approximately 120 acres, north of 45th Street NW and between Auburn Way North and
the existing I Street NE right-of-way. The Northeast Auburn/ Robertson Properties Special Area Plan
focuses on proposed develop of the Auburn Gateway project area, a 60-acre group of properties owned
or under consideration for purchase by Robertson Properties Group, owners of the Valley 6 Drive-In
Theater. The plan calls for a mix of office, retail, and multifamily development under a new zoning
designation (C-4, Mixed Use Commercial) for the central portion of this planning area, created to
accommodate mixed use development. The plan calls for phased development in coordination with the
provision of new roads, stormwater and other utilities, and flood management measures.
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AGENDA BILL APPROVAL FORM
Agenda Subject:
Economic Development Update (Krum) (20 Minutes)
Date:
April 5, 2024
Department:
Community Development
Attachments:
Economic Development Pres entation
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
Economic Development staff will present on a quarterly basis an update on items being
worked on throughout the year. This presentation will focus on the first quarter of 2024 and
include general information as an introduction to Economic Development for newer
Councilmembers.
Rev iewed by Council Committees:
Councilmember:Tracy Taylor Staff:Jason Krum
Meeting Date:April 22, 2024 Item Number:
Page 162 of 194
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 NECONOMIC DEVELOPMENT DIVISIONINTRODUCTION TO ECONOMIC DEVELOPMENT & 1STQUARTER 2024 UPDATEPRESENTED BY DEPARTMENT OF COMMUNITY DEVELOPMENTJENN FRANCIS, EC DEV MANAGERAPRIL 22, 2024Department of Community DevelopmentPlanning Building Development Engineering Permit CenterEconomic Development Code EnforcementPage 163 of 194
CITY OF AUBURN’S ECONOMIC DEVELOPMENT DIVISIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONJenn FrancisEconomic Development ManagerEmerson FolkerEconomic Development CoordinatorPage 164 of 194
ECONOMIC DEVELOPMENT DIVISION SERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONCommunity Development DirectorEconomic Development ManagerEconomic Development CoordinatorDowntownTourism & MarketingDACBIAChamberLTACPage 165 of 194
Auburn is a community that has a robust and diverse economy where businesses seek to locate, people desire to visit, and residents enjoy a range of commercial offerings. Businesses that locate in Auburn find it easy to enter the marketplace, encounter ideal conditions for their long-term success, and become rooted and involved in the community.Visitors continue to return to Auburn because of its high-quality natural resources, parks, public spaces, and commercial attractions. Residents choose to live in Auburn because of the diverse, family wage employment opportunities, and access to entertainment, restaurant, retail, and services.ECONOMIC DEVELOPMENT VISIONSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPage 166 of 194
NEW DOWNTOWN BANNERSSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPage 168 of 194
BUSINESS IMPROVEMENT AREA (BIA)BIA Funding: Receives $90,000 annually from the City B&O Tax.Board Members: The BIA is governed by a board consisting of these current members (John Rottle, Giovanni DiQuattro, Bill Cowart, Ronnie Roberts, and Darren Jones).Board Meetings: BIA board members meet second Thursday of the month from 1 to 2 pm.Downtown Projects: BIA has contributed over $100,000 for projects in the downtown. Downtown PlantersMurals in DowntownDowntown LightingBike RacksAll these projects are implemented and managed by DAC.Page 169 of 194
The DAC works closely with the City and BIA to support downtown businesses and the surrounding community.DOWNTOWN AUBURN COOPERATIVESERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPlanters Lighting MuralsPage 170 of 194
DOWNTOWN NETWORKING – MIX & MINGLEPage 171 of 194
The Auburn Area Connect Chamber of Commerce works with the City, legislators, and the community.AUBURN AREA CONNECTCHAMBER OF COMMERCEPage 172 of 194
BUSINESS CONNECT EVENTSSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPage 173 of 194
GREEN RIVER COLLEGESMALL BUSINESS CENTERPage 174 of 194
GREATER SEATTLE PARTNERSSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPage 175 of 194
Benefits of Tourism
OUTLET COLLECTIONMARKETING CAMPAIGNPage 177 of 194
PACIFIC RACEWAYSPage 178 of 194
DON’S PLACE GOOD NEIGHBOR AGREEMENTSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPage 179 of 194
Coming Soon!ECONOMIC DEVELOPMENT ELEMENT OF THE CITY OF AUBURN COMPREHENSIVE PLANPage 180 of 194
Economic development programs should be viewed as a way to shape the character of the City’s future economy.OUR GOAL IN ECONOMIC DEVELOPMENTSERVICE ENVIRONMENT ECONOMY CHARACTER SUSTAINABILITY WELLNESS CELEBRATIONPage 181 of 194
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 NDepartment of Community DevelopmentPlanning Building Development Engineering Permit CenterEconomic Development Community Services Code EnforcementQUESTIONS?JENN FRANCISECONOMIC DEVELOPMENT MANAGER253-215-8744JFRANCIS@AUBURNWA.GOVWWW.AUBURNWA.GOVPage 182 of 194
AGENDA BILL APPROVAL FORM
Agenda Subject:
Housing Policy Update (Krum) (20 Minutes)
Date:
April 11, 2024
Department:
Community Development
Attachments:
Powerpoint Presentation
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background for Motion:
Background Summary:
The City initiated efforts to carry out a Housing Action Plan in 2020. This effort was multi-
phased that started with a multi-city partnership to collect specific south King County housing
data and trends that were intended to inform policy options customized to each city. The next
phase was to develop an action plan that included a menu of policy options that were
designed for Auburn to consider. Many of the policy options included tools that were
intended to increase housing supply and housing options and included recommendations to
consider zoning policies and regulations that embraced more accessory dwelling units and
more middle housing options. In 2023 the State legislature enacted HB 1110 which requires
most cities to adopt the same types of middle housing tools in their communities. HB 1110 is
aligned with the Housing Action Plan that was already created in advance of enactment of the
bill. This effort has given the City a head start when meeting the compliance deadlines for HB
1110 and allows the City to genuinely state that it had already made middle housing
commitments prior to adoption of HB 1110.
The purpose of this presentation is to provide more detail about how these actions are
shaping up in the form of zoning and housing policies that are being incorporated into the
2024 Comprehensive Plan update that is before the Planning Commission and that will be
transmitted to the City Council in Q3 of 2024.
Rev iewed by Council Committees:
Councilmember:Yolanda Trout-Manuel Staff:Jason Krum
Meeting Date:April 22, 2024 Item Number:
Page 183 of 194
Page 184 of 194
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
HOUSING POLICY UPDATE
PRESENTED BY DEPARTMENT OF
COMMUNITY DEVELOPMENT
JEFF TATE
APRIL 22, 2024
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering ⚫ Permit Center
Economic Development ⚫ Code EnforcementPage 185 of 194
HOUSING POLICY UPDATE -OVERVIEW
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•Housing Inventory and Assessment
•Housing Action Plan
•Housing Action Plan Implementation
•2023 State Legislation
•City Comprehensive Plan – Land Use and
Housing
Page 186 of 194
PHASE 1 –HOUSING ASSESSMENT & INVENTORY
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•City Initiated in 2020
•Funded through a State Grant
•Partnership with Kent, Federal Way, Renton, Burien &
•Coordinated Through SKHHP
•Data Collection
•Inventory
•Cross Region Understanding
•City Specific Information
Page 187 of 194
PHASE 2 –HOUSING ACTION PLAN
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•City Initiated in early 2021
•Funded by a State Grant
•Auburn Specific
•Creates a Menu of Housing Policy Options
•Focus on Increasing Supply and Type of Housing
•Focus on Housing that Meets Income Targets
•Adopted by City Council Under Resolution 5592
Adopted on July 6, 2021
Page 188 of 194
PHASE 3 –HOUSING ACTION PLAN IMPLEMENTATION
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•City Initiated in 2023
•Funded by a State Grant
•Auburn Specific
•Effort to Select From Menu of Housing Policy Options
•Intended to Inform Update of City Comprehensive Plan
Land Use and Housing Element
Page 189 of 194
2023 STATE LEGISLATION –HB 1110 AND 1220
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•State Initiated in 2023
•Applies to Most Cities
•HB 1110 - Focused on Increasing Housing Supply,
Housing Type, and Meeting Affordability Targets
•HB 1220 – Focused on Simplifying Creation of
Accessory Dwelling Units
•Aligns Well with City Initiated Actions
Page 190 of 194
COMPREHENSIVE PLAN –LAND USE AND HOUSING
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
•City Initiated in late 2023
•Incorporated into 2024 Land Use and Housing
Element Updates
•Presented to Planning Commission on April 2, 2024
•Planning Commission Public Hearing Held on April 16,
2024
•Planning Commission Recommendation to be
Transmitted to City Council in Q3 of 2024
Page 191 of 194
COMPREHENSIVE PLAN –LAND USE AND HOUSING
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Major Changes Proposed – Concepts:
•Zoning and Density
•Middle Housing Options
•Accessory Dwelling Units
•Mixed Use High Density Centers
•Incorporates Transit Oriented Development
•High Emphasis on Downtown Growth
Page 192 of 194
COMPREHENSIVE PLAN –LAND USE AND HOUSING
SERVICE ⚫ ENVIRONMENT ⚫ ECONOMY ⚫ CHARACTER ⚫ SUSTAINABILITY ⚫ WELLNESS ⚫ CELEBRATION
Major Changes Proposed – Specifics:
•Middle Housing Allowed in Residential Zones. This means 4-
Plex and 6-Plex Development without the need to meet
density.
•Density only applies to Single Unit Construction. Residential
Densities increased.
•ADU’s allowed in all zones and much easier to permit.
•Several areas identified along Auburn Way North to resemble
current downtown; locations based on transit service.
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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
Department of Community Development
Planning ⚫ Building ⚫ Development Engineering ⚫ Permit Center
Economic Development ⚫ Community Services ⚫ Code Enforcement
Questions?
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