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Home My WebLink About07-27-26 Council Workshop PacketSPECIAL ACCOMMODATIONS: The City of Arlington strives to provide accessible meetings for people with disabilities. Please contact the ADA coordinator at (360) 403-3441 or 711 (TDD only) prior to the meeting date if special accommodations are required. CALL TO ORDER Mayor Don Vanney PLEDGE OF ALLEGIANCE ROLL CALL Mayor Don Vanney – Raelynn APPROVAL OF THE AGENDA Mayor Pro Tem Michele Blythe INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS WORKSHOP ITEMS – NO FINAL ACTION WILL BE TAKEN 1. 2026 City of Arlington Comprehensive Emergency Management Plan (CEMP) ATTACHMENT A Staff Presentation: Shawn Friang Council Liaison: Rob Toyer 2. Ordinance Approving New Arlington Municipal Code Chapter 6.12 ATTACHMENT B Mobile Food Units Staff Presentation: Amy Rusko Council Liaison: Nathan Senff 3. Community and Economic Development Quarterly Report ATTACHMENT C Staff Presentation: Amy Rusko 4. Utilities and Transportation Quarterly Report ATTACHMENT D Staff Presentation: Jim Kelly 5. Finance Department Quarterly Report ATTACHMENT E Staff Presentation: Shelby Burke ADMINISTRATOR & STAFF REPORTS MAYOR’S REPORT COMMENTS FROM COUNCILMEMBERS/COUNCILMEMBER REPORTS Arlington City Council Workshop Monday, July 27, 2026 at 6:00 pm City Council Chambers – 110 E 3rd Street SPECIAL ACCOMMODATIONS: The City of Arlington strives to provide accessible meetings for people with disabilities. Please contact the ADA coordinator at (360) 403-3441 or 711 (TDD only) prior to the meeting date if special accommodations are required. PUBLIC COMMENT For members of the public who wish to speak to the Council. Please limit your remarks to three minutes. REVIEW OF CONSENT AGENDA ITEMS FOR NEXT MEETING EXECUTIVE SESSION RECONVENE ADJOURNMENT Mayor Pro Tem Michele Blythe / Mayor Don Vanney City of Arlington Council Agenda Bill WS #1 Attachment July 27, 2026 2026 City of Arlington Comprehensive Emergency Management Plan (CEMP) Administration; Shawn Friang, HR Director/Emergency Manager;360-403-3443 EXPENDITURES REQUESTED: 0 BUDGET CATEGORY: BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: preparedness, response and recovery activities are coordinated. It provides a summary of hazards and risks to the City and describes the coordination of City, County and private partnerships. The purpose of this plan is to provide a basis for development and implementation of other plans, policies, procedures and guides to direct response and recovery in the event of a disaster or emergency in the The City of Arlington has an interlocal agreement with Snohomish County Department of Emergency Management for emergency services and support. As a part of this agreement the City is required to provide their own Comprehensive Emergency Management Plan (CEMP) that describes the unique response and recovery efforts of the City, but coordinates with Snohomish County CEMP for shared ALTERNATIVES: Remand to Staff for additional information. move to approve the Resolution adopting the City of Arlington Comprehensive Emergency Management Plan Annex to the Snohomish County Comprehensive Emergency Management Plan CITY OF ARLINGTON CEMP ANNEX This Annex is a part of the Snohomish County Comprehensive Emergency Management Plan (CEMP) and provides speciﬁc information for City of Arlington. Promulgation Date: [INSERT DATE] City of Arlington [Date] 2 This page is intentionally blank. City of Arlington [Date] 3 Contents Promulgation ................................................................................................................................................. 5 1. Forward ................................................................................................................................................ 6 1.1 Approval and Implementation ..................................................................................................... 6 2. Introduction .......................................................................................................................................... 7 2.1 Purpose ........................................................................................................................................ 7 2.2 Scope ........................................................................................................................................... 7 3. Situation ............................................................................................................................................... 8 3.1 Jurisdiction Proﬁle and Demographics ........................................................................................ 8 3.2 Hazard Identiﬁcation and Risk Assessment (HIRA) ...................................................................... 8 3.3 Economy .................................................................................................................................... 12 3.4 Government Structure ............................................................................................................... 12 3.5 Operations ................................................................................................................................. 13 3.6 Whole Community ..................................................................................................................... 13 3.7 Planning Assumptions ............................................................................................................... 14 4. Organization, Roles, and Responsibilities ........................................................................................... 15 4.1 Responsibilities and Tasks by Phase .......................................................................................... 15 4.2 Support Agency Responsibilities and Tasks ............................................................................... 28 4.3 Direction, Control, and Coordination ........................................................................................ 32 5. Information Collection, Analysis, and Dissemination ......................................................................... 35 5.1 Essential Elements of Information ............................................................................................. 36 5.2 Component Analysis .................................................................................................................. 43 6. Concept of Operations ....................................................................................................................... 45 6.1 Disaster Authorities and Plans ................................................................................................... 45 6.2 Authority to Activate ................................................................................................................. 50 7. Administration, Documentation, and Resourcing .............................................................................. 58 7.1 Administration ........................................................................................................................... 58 7.2 Documentation .......................................................................................................................... 58 7.3 After-Action Report.................................................................................................................... 58 7.4 Resources Assessment Section .................................................................................................. 59 8. Annex Development, Training, Exercise, and Maintenance ............................................................... 62 9. Authorities, References, and Attachments ......................................................................................... 62 9.1 Authorities ................................................................................................................................. 62 City of Arlington [Date] 4 9.2 References ................................................................................................................................. 62 9.3 Attachments ............................................................................................................................... 63 10. Terms and Deﬁnitions .................................................................................................................... 82 11. Record of Revision and Exercises ................................................................................................... 84 12. Record of Distribution .................................................................................................................... 85 Appendix A - City Infrastructure Information Appendix B- Flood Declaration of Emergency Template Appendix C- City Wide Snow Event Emergency Declaration Template Appendix D - Facility List Appendix E - Vehicle and Equipment List City of Arlington [Date] 5 Promulgation WHEREAS all people and property within City of Arlington are at risk to a wide range of natural, technological, and human-caused hazards, and WHEREAS the Revised Code of Washington and the Washington Administrative Code require a Comprehensive Emergency Management Plan be in place to address local emergency operations; and WHEREAS, when an incident occurs; local response agencies will use the National Incident Management System (NIMS) to plan, train, exercise and respond in a coordinated manner to protect people and natural resources; and to minimize property damage within the community; and WHEREAS, this Annex to the Snohomish County Comprehensive Emergency Management Plan (CEMP) coordinates the response of emergency personnel and supporting services of all City of Arlington agencies in the event of an emergency or disaster and during the aftermath thereof; and WHEREAS, named organizations have the responsibility to prepare and maintain standard operating procedures and commit to the training and exercises required to support this Annex and the Snohomish County Comprehensive Emergency Management Plan; NOW, THEREFORE, we the undersigned, by virtue of the power and authority vested in us by the laws of this State do hereby adopt the City of Arlington Annex to the Snohomish County Comprehensive Emergency Management Plan, dated [Month/Year]. This Annex can be put into action by the undersigned. IN WITNESS WHEREOF, we have subscribed our signatures; City of Arlington [Date] 6 1. Forward 1.1 Approval and Implementation The City of Arlington’s CEMP Annex establishes an all-hazards approach to enhance the City of Arlington’s ability to manage emergencies and disasters. It deﬁnes how emergency management will be coordinated within the City of Arlington in order to save lives; protect public health, safety, property, the economy, and the environment; and foster a return to a normal way of life. It does this by: • Identifying how organizations within the City of Arlington coordinate to prepare for and mitigate against hazards of all kinds. • Assigning responsibilities to organizations and individuals during emergencies that exceed the routine capability of any one agency. • Setting forth lines of authority and organizational relationships. • Describing how multi-agency actions will be coordinated. • Identifying personnel, equipment, facilities, supplies, and other resources available within the City of Arlington or by agreement with other jurisdictions. This Annex was developed through collaborative eﬀorts of the City of Arlington’s departments, public safety agencies, community partners, and Snohomish County Department of Emergency Management (DEM). This Annex applies to emergency management activities coordinated by City of Arlington. This version dated [Insert Promulgation Date] supersedes all previous editions. City of Arlington [Date] 7 2. Introduction 2.1 Purpose This Annex (“Annex”) is an all-hazards annex to the Snohomish County (“County”) Comprehensive Emergency Management Plan (CEMP) for the City of Arlington. The Annex describes how the City of Arlington’s preparedness, response, and recovery activities are coordinated. The Annex may be applied to any incident, natural or human caused, that involves the response of multiple departments or agencies outside the scope of normal operations or has the potential to exceed normal capabilities. The Annex describes how the City of Arlington: • Plans, trains, and exercises in preparation for disasters and emergencies. • Partners with external stakeholders and community members to take an all-hazards, whole community approach to disaster preparedness, mitigation, response, and recovery. • Identiﬁes and implements mitigation strategies that reduce vulnerability to hazards. • Establishes and enacts lines of authority and partnerships to execute tasks and responsibilities. • Clariﬁes functions and responsibilities of participating and cooperating departments, agencies, municipalities, organizations, and individuals. • Develops processes to eﬀectively return the City of Arlington to normal as soon as possible. 2.2 Scope This Annex coordinates prevention, response, and recovery eﬀorts to disasters and emergencies impacting the incorporated area of City of Arlington. As an annex to Snohomish County’s CEMP, the Annex also describes the coordination between City of Arlington and Snohomish County through the Department of Emergency Management (DEM) and the County’s Emergency Operations Center (EOC). Each department and responsible entity identiﬁed in this Annex will use the annex and the County’s CEMP as the basis for development and implementation of plans, policies, procedures, and guides to direct response and recovery in the event of a disaster or emergency to the City of Arlington. City of Arlington [Date] 8 3. Situation 3.1 Jurisdiction Proﬁle and Demographics The City of Arlington is located in northern Snohomish County where the North Fork and South Fork of the Stillaguamish River meet. As of 2023, the incorporated boundary of Arlington encompasses a total of 9.97 square miles (6,380 acres), but the service area of the City extends beyond that boundary. The largest land use within the City is residential properties followed by industrial and commercial zoned with The Arlington Airport making up the fourth largest land use within the City. The southern boundary of the City’s limits abuts the northern boundary of the City of Marysville, and the majority of the land around this area is industrial and manufacturing land uses and is referred to as the Cascade Industrial Center (CIC). The City is bounded by unincorporated Snohomish County on the west, north, and east city limits. The majority of uses surrounding the City consists of agricultural and rural residential lands. The Stillaguamish Tribe’s reservation lands dots various areas north of the City, all within three miles of the City limits. For more speciﬁc information about the demographics and services the City Provides please see Appendix A – City Infrastructure Information. 3.2 Hazard Identiﬁcation and Risk Assessment (HIRA) The Snohomish County Hazard Mitigation Plan (HMP) is published separately, and the accompanying risk assessment provides information on potential natural, technological, and human caused hazards throughout the County. The dynamic and cascading variables of a disaster may alter this assessment. The Hazard Identiﬁcation and Risk Assessment (HIRA) identiﬁes Snohomish County’s hazards and their potential and estimated consequences (including impacts to residents, buildings and infrastructure, the economy, and the natural environment.) The HIRA identiﬁes those hazards the County is at risk from as the basis for an all-hazards approach to preparedness, mitigation, response, and recovery. The table below is the ranking of the 13 hazards, from highest to lowest, that City of Arlington faces. For more information on each hazard, please refer to the City of Arlington’s Annex in the Snohomish County Hazard Mitigation Plan. City of Arlington [Date] 9 Ranked Hazards Local Description of Exposure and Vulnerability Earthquake & Tsunami identiﬁed under both the Cascadia Subduction Zone and Southern Whidbey Island Fault Zones to experience “Very Strong Shaking” in large earthquake scenarios. Impacts to infrastructure, housing, power outages, dam failures and mass casualties could happen. Areas around Arlington have been identiﬁed as highly susceptible to liquefaction from an earthquake. Arlington has been identiﬁed as having ﬁve population islands, if roadways and bridges are not passable. The inland routes for tsunamis from an earthquake are likely not able to reach City limits. Though the Stillaguamish River may experience a backﬂow from a tsunami. Cascading impacts include supply chain disruption, inability for workers to get to work, debris management, power supply disruption, sheltering needs, rail line and airport runway repairs, medical facility Mass Earth Movement ,the potential possible loss of homes, transportation access and debris. The areas outside of the City limits along the Stillaguamish River have higher potential for mass earth movement and the cascading impacts of an event along that waterway could create ﬂooding and debris ﬂows downstream to the City. Transportation routes along the roads to the east and evacuation routes could be blocked during such an event. The Oso Landslide of 2014 is an example of a mass earth movement and its Volcano moderate risk of lahar ﬂows along the Stillaguamish River, if an eruption were to occur. Flooding, infrastructure damage (water, wastewater, bridges, roadways), property damage, loss of life for both human and livestock. Depending on how an ash cloud forms or falls the City could experience fallout. The City also could be impacted by other volcanoes in the Cascade and experience transportation impacts Dam Failure or any large dam failures, but smaller dams in the area could have local impacts of ﬂooding, debris management and blocked roadways if their structures are compromised. Rainbow Springs Dam, Hilltop Waterski Pond, Sisco Heights Dam, Rio Mount Dam and Firnstahl Dam are smaller local dams that could have some local impacts. Cascading impacts of outside dam failures would be mostly transportation, displaced persons City of Arlington [Date] 10 Flood The Stillaguamish River ﬂowing through Arlington poses the biggest risk of ﬂooding and annually impacts to property, transportation and businesses are experienced. Much of the City lies within the 100- and 500-year ﬂoodplain. The water and wastewater facilities lie within the ﬂoodplain boundary which creates an added vulnerability in a large catastrophic ﬂood. Agricultural land could be inundated, impacting crops and livestock. Damage to bridges and roadways could impair access for food, medical assistance or work for some residents in population islands. Cascading impacts of outside ﬂooding could be transportation, supply and sheltering needs. Hazardous Materials , 531 Arlington and transportation of hazardous materials along these corridors creates an exposure for the City. Burlington Northern Santa Fe (BNSF) railroad also runs through Arlington posing risks of hazardous material spills. Populations along these corridors and the waterways are vulnerable to spills, fumes and ﬁre. Within City limits there are industrial facilities within identiﬁed as those who deal with toxins . Exposure includes identiﬁcation of toxins and notiﬁcation to residents for evacuation or sheltering in place and water source contamination. Cascading impacts include clean-up and disposal of material, water and soil quality and remediation, relocation of residents, returning public trust and possible lawsuits. Wildﬁre Wildﬁre potential risk for Arlington with the City bounded on two sides by forestland and the others by farming or open land. Annually the City experiences small brush ﬁres due to dry weather conditions and in more recent years have experienced smoke from wildﬁres around the State. Exposures include loss of property, loss of life, evacuations, air quality, power shutoﬀs and possible damage to utility infrastructure. Cascading impacts of wildﬁre in the general area include burn scar impacts (loss of soil, ﬂash ﬂood), long term sheltering, transportation and power grid damage. Cybersecurity population size, airport utility infrastructure create a high risk for cybersecurity threats. The general public and local businesses also experience a moderate risk of cyber- attacks due to the frequency of the attacks and education of vulnerable populations. Exposures include loss of economy, public trust, service disruptions Disease Outbreak the lower population and the stress on the local health care facilities. City of Arlington [Date] 11 disruption of economy, supply shortages, and clinic overrun and staﬃng shortages. Cascading impacts include school closures, long term health impacts, Active Assailant Active assailant risk , but due to the Highway 530 and Highway 9 corridors running through the City, the potential for criminal activity from other areas to move into and through the City is increased. The possibilities of mass casualties, school lockdowns, road closure, traﬃc control, limited medical response and hospital capabilities are exposures. Cascading impacts could include disruption in business and daily activities, reduced visitor numbers, business interruption and erosion of public trust. Severe Weather Events residents due to the highways and waterways running through the City. The topography of the area creates susceptible areas for ﬂooding from heavy rains or snow and wind tunnels from windstorms. Property damage from these events is the highest risk. Other risks are infrastructure damage, blocked roadways, power outages, and damaged residents and businesses. Cascading impacts could include loss of recreation areas, transportation disruption, increase demand for mutual aid, debris power outage disruptions. Aircraft Accident Due to the location of the Arlington Airport, the City is at moderate risk of aircraft accidents over other cities without airports. Most of the aircraft to and from the airport are small personal airplanes and helicopters. The Arlington Airport is large enough to land commercial airplanes and with the proximity of the City to Paine Field in Everett there is the possibility of a large plane being re-routed to Arlington and this could pose additional risk. Cascading impacts from an aircraft accident in the nearby area could impact transportation, stress on public safety response, power outages Extreme Heat & Drought The location and topography of Arlington alleviate some of the higher temperature risks. With over a third of the population children and elderly listed as vulnerable to heat, speciﬁc populations could be impacted. Also, when the temperatures soar, visitors to the waterways increases, adding to the population and risk impact. Cascading impacts of extreme heat and drought could be ﬁres and power outages. Fires pose health, property and safety risks and power outages could impact cooling systems for residents and impact those City of Arlington [Date] 12 3.3 Economy Much of Arlington’s footprint resides within what is identiﬁed as the Cascade Industrial Center Arlington’s economy has a global reach. With diverse and robust manufacturing and industrial clusters, as well as economic interests, Arlington’s economy provides a sustainable employment base, allowing residents the opportunity to live, learn, work, and play in the same community. Maintaining diverse employment sectors has allowed Arlington to weather economic downturns. and vibrancy. Inﬂow and outflow job counts in the City limits are as follows from 2023 reports: Employed in the City limits but living outside the area – 10,068 persons- 87.5% Employed and living in the City limits - 1,432 persons 12.5% Living in the City limits but employed outside 8,901 persons – 86.1% Living and employed in the City limits 1,432 persons– 13.9% Summer events in the City center draw large crowds (500 to 1,000 visitors) throughout the summer months and the annual Darrington Bluegrass Festival draws 1,500 participants most moving through Highway 530. The Amazon Fulﬁlment center employs about 1,000 persons with many commuting in and out of the City. The new Snohomish County PUD Operations Center building will house a 35 lithium-ion battery storage system. 3.4 Government Structure City of Arlington [Date] 13 The City of Arlington operates under a Mayor-Council form of government. The Mayor serves as the Chief Executive Oﬃcer of the city. The City Administrator, under the Mayor's direction, oversees all city operations, implements policy direction established by the Mayor and City Council, and manages the daily operations of the city to ensure city services are eﬀectively and eﬃciently provided. The City Administrator serves as chief advisor to the Mayor and City Council, makes reports and recommendations to the City Council, and ensures implementation of city policies. The City Departments include Administration, Finance, Police, Information Technology, Maintenance and Operations, Community and Economic Development, Airport and Public Works. Services provided by the City include a water and wastewater services along with multiple parks and a vibrant engagement program. 3.5 Operations The City of Arlington’s Emergency Operations Center (EOC) structure will follow a hybrid departmental style structure if full operations are required. Due to the lack of depth of personnel resources to staﬀ a full EOC, the City may request assistance from Snohomish County DEM for Planning and Logistics. Finance, Operations, and Joint Information Center (JIC) functions within the EOC will be staﬀed by City personnel. Public Works, Maintenance and Operations, Airport, Police and IT Departments will function as normal and report up through the EOC. An Emergency Operations Plan is being created for the entire City with a planned completion in 2027. The Airport has ﬁled and maintains an active Emergency Operations Plan and updates it regularly. Department liaisons will coordinate with EOC staﬀ to provide updates, and the EOC staﬀ will coordinate with the County for situational awareness. 3.6 Whole Community The whole community approach to emergency management refers to a commitment to incorporating participation and input from partners in the private and nonproﬁt sectors, including non-governmental organizations and the public into emergency preparedness activities. The importance of the whole community in emergency management planning is that individuals, families, businesses, government, nonproﬁt and faith-based organizations come together to prepare for disasters and represent the needs of their respective communities. This includes those with limited English proﬁciency, access and functional needs, aging populations, children, and those from culturally diverse backgrounds. This Annex endeavors to engage the whole community during the planning process. Whole community also includes a determination of the best ways to organize and strengthen resources, capacities, and interests. Engaging in whole community emergency management planning builds a more eﬀective path to societal security and resilience. This Annex supports the following whole community principles: • Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle, including those who do not speak English as a primary or native language. City of Arlington [Date] 14 • Strengthen activities that work well daily to be leveraged in a disaster response. In keeping with the whole community approach, this Annex was developed with the guidance of representatives from City of Arlington’s City/Town departments, law enforcement, ﬁre services, emergency management, the access and functional needs communities, and various other stakeholders. 3.7 Planning Assumptions The following assumptions apply to this Annex: • Local authorities maintain operational control and responsibility for emergency management activities within their jurisdiction, unless otherwise superseded by statute or delegation of authority. • Some emergencies or disasters will occur with enough warning that appropriate notiﬁcation can be achieved to ensure some level of preparation. Other situations will occur with no advanced warning. • Priority of response and recovery will be to protect life, property, the environment, and the economy. • An incident may overwhelm the capabilities of the jurisdiction or the County to provide prompt and eﬀective emergency response and recovery. • If the situation is beyond the response or recovery capabilities of the jurisdiction or county department, then the jurisdiction, county department, or outside agency will request activation of the County’s Emergency Operations Center (EOC) who, as available and appropriate, will coordinate with other city, town, tribal, county, State, and Federal emergency management agencies and responders. • Response and recovery are best coordinated at the lowest level of government. • Infrastructure damage after a major disaster could cut parts of the county oﬀ from assistance. County residents, businesses, and industries need to be prepared to be self-suﬃcient following a disaster for a minimum of fourteen days. • Communications systems may be overloaded and/or suﬀer physical disruption from incident damage and/or loss of staﬀ. • Emergency personnel may be casualties of the incident, preventing them from performing their assigned emergency duties. • Separate or cascading incidents may complicate response and recovery operations. • Survivors may be in life-threating situations requiring immediate rescue and medical care. Resources for these rescues may not be available. • Damage to lifeline infrastructure such as roads, rail, air transportation facilities, ports, seaport terminals, communications systems, and utilities (water, power, gas) may hinder emergency response eﬀorts, as well as impact normal distribution of public/private resources (food, fuel, water, etc.). City of Arlington [Date] 15 • The County may be unable to satisfy all emergency resource requests during an emergency or disaster. The arrival of state and/or federal assistance may be delayed dependent upon the magnitude of the disaster. • Emergency management activities are accomplished using the National Incident Management System (NIMS). • Before requesting EOC resources, normal operational and mutual aid requests must be exhausted or are forecasted to be exhausted. • The Annex and activities will align with State and Federal plans unless they inhibit the response and recovery eﬀorts of activities at the local level. • Department and agency supporting plans and procedures are updated and maintained by responsible parties but align with this Annex. • The Annex may not cover all aspects of every disaster but provides a framework response to all hazards. • Vulnerable populations (including but not limited to those who may have special health or medical conditions, disabilities, access and functional needs, limited English proﬁciency, children, or those that may be experiencing homelessness) have unique needs and may require additional assistance before, during, and after disaster. • Mitigation activities conducted prior to an emergency or disaster may reduce loss of life, injuries, and damage. 4. Organization, Roles, and Responsibilities 4.1 Responsibilities and Tasks by Phase City of Arlington - Mayor Preparedness • Participate in training related to emergency response, recovery, or emergency operations. • Serve on the Arlington Policy Group • Response • • Designate the role of Emergency Manager, if the primary position is unable to ﬁll that role. • Provide visible leadership to the community and interact with the media through the Joint Information System. • Request assistance from Snohomish County DEM, including the Joint Information Center, if necessary. • Execute emergency activities authorized by City Code. City of Arlington [Date] 16 • Carry out the duties of the Oﬃce of the Mayor. • Maintain continuity of government. • Request activation of, attend, or assign designee to, the Countywide Policy Group, to discuss multi-jurisdictional coordination of policy changes during a disaster that require broad input and coordination. • Temporarily re-assign function of city departments and personnel when necessary to facilitate emergency services. Recovery • policy direction for possible permitting or planning direction to assist with the recovery process • vide guidance of priorities Emergency Operations Center • Provide policy direction • Support JIC delivery and dissemination of information along EOC Plan Guidelines • Maintain continuity of government Phase of Emergency Management City of Arlington Council Preparedness • Participate in training related to emergency response, recovery, or emergency operations. • Understand policy role of the Councilmembers. Response • Maintain continuity of government. • Establish policy • Adopt and enact ordinances/resolutions and appropriate revenue to meet community needs. • Provide for the continuity of the legislative branch and temporarily ﬁll any vacancy of elected position(s) by appointment. • Conduct public hearings and take action to assist in informing the public and to identify emergency needs. Recovery • Provide policy direction for possible permitting or planning direction to assist with the recovery process • Provide guidance of priorities for services recovery for each department Emergency Operations Center • Provide policy direction and guidance on issues such as permitting or planning direction through the MAC group. Phase of Emergency City of Arlington City Administrator • management, for all potential hazards. • Coordinate and implement memorandums of understanding with business entities for resources and support • Participate in training related to emergency response, recovery, or emergency operations. • Support and encourage City wide training and exercises for emergency City of Arlington [Date] 17 • • Designate the role of Emergency Manager, if the primary position is unable to ﬁll that role. • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Maintain Continuity of Operations • Advise the Policy Group as to actions to be taken, policies to consider, ordinances or resolutions to create or adjust depending on the event • Coordinate and assign the allocation of personnel • Provide guidance of priorities for services recovery for each department • Provide guidance and updates on recovery eﬀorts and priority changes Operations Center • • Act as the Liaison between the Incident Command, EOC and Policy Group • Provide guidance on actions within the Continuity of Governance and Phase of Emergency Management City of Arlington Emergency Manager- Human Resources Director Preparedness • Human Resources Director is designated Emergency Manager for the City, but the position may be ﬁlled by a designation of the Mayor or City Administrator as appropriate for the emergency. • Designate local responsibility for updating this Annex. • Coordinate emergency management program training and drills • Coordinate activities of local agencies in preparing and responding to disasters. • Participate in training related to emergency response, recovery, or emergency operations. • Communicate training needs of the jurisdiction to Snohomish County DEM for inclusion in the countywide Integrated Preparedness Plan. • Attend DEM quarterly EOC trainings to maintain EOC skills. • Advise city departments on emergency planning and coordinate interdepartmental activities • Prepare, monitor and maintain city’s Hazard Mitigation Plan and Comprehensive Emergency Management Plan • Prepare, monitor and maintain city’s Continuity of Governance and Continuity of Operations Plans • Equip, stock and maintain the City’s Emergency Operations Center (EOC) • Provide public information and education as it pertains to disaster preparedness and response • Maintain current suggested operating procedures for the department disaster responsibilities Response • Collect and share damage observations, incident reports, or other disaster analysis reports with the County EOC, if activated. • Maintain local operational coordination of disaster response. City of Arlington [Date] 18 • and State reimbursements Recovery • Act as point of contact for requesting disaster assistance, other than mutual aid, from other governmental agencies. • Collect damage assessments, incident reports, or other disaster analysis reports as necessary. • Submit damage assessment information to DEM for potential public and individual assistance programs. • Document requests for assistance to ensure maximum eligible Federal and State reimbursements • Facilitate FEMA and State reimbursements for approved Public Assistance applications pertaining to declared emergency or disaster • Participate in After-Action Reports independently or coordinated Emergency Operations Center • Coordinate facilities, staﬀ, and equipment availability and use. • Coordinate with the Snohomish County EOC on status of community lifelines, declarations, resource needs, and EOC support. • Document requests for assistance to ensure maximum eligible Federal and State reimbursements • Coordinate the use of all available city-wide resources Phase of Emergency Management City of Arlington Finance Department Preparedness • • Participate in training related to emergency response, recovery, or emergency operations. • Prepare computer free processing of invoicing, purchasing and payroll and task assignments • Establish all necessary special accounts for the receipt of donations and cost reimbursements ﬁled under local, state and federal law. • Develop policies and procedures to acquire supplies and services during an emergency/disaster • Negotiate MOUs for goods and services in preparation for an emergency/disaster Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Ensure disaster related expenditures are made in accordance with applicable laws, regulations, and accounting procedures. • Secure public records as necessary. • Record and maintain documents concerning the disaster • Advise the Mayor and City Administrator of all ﬁnancial matters • Supervise and maintain the ﬁnancial systems and records of the city. • Collect and maintain all equipment and personnel time records • Provide printing and duplicating services as needed City of Arlington [Date] 19 • Establish all necessary special accounts for the receipt of donations and cost reimbursements ﬁled under local, state and federal law. • Procure equipment, materials, supplies, contractual services and equipment maintenance and negotiate leases for grounds, oﬃces or space required by the City. • Recovery • Participate in potential public and individual assistance programs in coordination with the County. • Be responsible for all ﬁnancial, cost analysis and cost recovery aspects Emergency Operations Center • Document emergency related costs and activities. • Assume the Administrative and Financial Section Chief position Phase of Emergency Management City of Arlington City Clerk Preparedness • Participate in training related to emergency response, recovery, or emergency operations. • Identify safety hazards and situation of potential city liability Response • • Fill the compensation/claims position when requested • Maintain the oﬃcial records of Incident Command, policy group and City Council proceedings • File, maintain and store all incident documents for the oﬃcial history of the emergency/disaster. Recovery • Organize and archive records related to the incident for future reference and audit • Respond to public records request related to the emergency. • Support after action reporting and documentation eﬀorts. • Assist in the restoration of damaged documents if possible • Assist in the restoration of records systems if disrupted Emergency Operations Center • Maintain the records for the emergency operations center. • Assist in completing and ﬁling documents coming from the EOC and outside agencies • Ensure compliance with public records laws and retention schedules during the incident • Support transparency and accountability through accurate recordkeeping • Coordinate with each department to ensure proper documentation of incident activities City of Arlington [Date] 20 Phase of Emergency Management City of Arlington Public Works Department Preparedness • Arlington Public Works department provides utility (water, sewer and storm) services to the residents of Arlington along with engineering services. • Participate in training related to emergency response, recovery, or emergency operations. • Put in place mitigation strategies for known hazards • Identify resources available to the City and provide a list of needs to Emergency Manager. • Establish adequate emergency water supply procedures for eﬀective • Develop plans and procedures for providing a safe and continuous water supply. • Establish adequate emergency water supply procedures for centralized potable water distribution in the event of a catastrophic failure in the water distribution system. • Establish adequate emergency water supply procedures for eﬀective ﬁre protection operations. • Develop plans and procedures for maintaining the storm drainage system • Develop plans and procedures for maintaining the sanitary sewer collection system • Develop plans and procedures for maintaining the wastewater treatment plan and lift stations • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities Provide information on current road conditions. • Maintain and/or repair major thoroughfares and bridges for emergency vehicles. • Coordinate for debris removal and disposal. • Keep storm, sewer, and water systems sanitary and operational. • Provide barricades and other traﬃc control equipment as needed. • Provide equipment and operators to assist in emergency situations. • Collect damage observation information using the Community Lifelines windshield survey and other assessments. • Create GIS maps and other analyses of situations or events • Assist with traﬃc control and evacuation route implementation when required by the incident commander • Provide emergency debris removal • Assist with access and traﬃc control measures • Maintain/repair major thoroughfares and bridges for emergency vehicles • Provide refuse and debris removal and/or disposal • Provide barricades and other traﬃc control equipment as needed City of Arlington [Date] 21 • with disaster responsibilities Recovery • Participate in the damage assessment process for bridges, roads and City infrastructure. • Participate in obtaining grant funding programs for recovery of City owned infrastructure. • Assess post event serviceability of facilities and structures • Install, maintain and operate all parking and traﬃc control devices after an emergency/disaster within City limits. • Provide refuse and debris removal and/or disposal Emergency Operations Center • Provide staﬀ liaisons for EOC to disseminate status and operational needs between the department, operations center and Emergency Manager • Collect and evaluate information about the incident and forward it to Phase of Emergency Public Works Engineering Preparedness • Develop policies and permitting processes for the rapid rebuilding of the community and resumption of businesses following the emergency/disaster. • Develop plans and recommendations for eﬀective motor vehicle and pedestrian traﬃc ﬂow and safety • Assist the police in traﬃc control and evacuation route planning • Maintain current suggested operating procedures for the department’s Response • emergency management responsibilities • Develop traﬃc plans for responding resources • Assist the police in traﬃc control and evacuation route implementation • Provide equipment and staﬃng as requested and if available • Provide windshield survey information reporting using the Community Lifelines programs and provide information to Public Works GIS for recording Recovery • Assessing post- • Develop plans and recommendations for eﬀective motor vehicle and Emergency Operations Center • Provide situational analysis of actual or potential traﬃc ﬂow problems to the EOC • Provide damage assessment information • Provide staﬃng as requested and if available City of Arlington [Date] 22 Phase of Emergency Management Law Enforcement Preparedness • of Arlington. • Participate in training related to emergency response, recovery, or emergency operations. • Identify resources within the City and provide list of needs to Emergency Manager to share with Snohomish County DEM • Participate with other agencies for PIO information • Develop and maintain procedures for mass arrest and detention of prisoners Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Provide command and control for law enforcement ﬁeld operations through established Incident Command Posts. • Provide guidance for emergency traﬃc control. • Direct or support evacuation eﬀorts as appropriate. • Provide support to the Snohomish County Medical Examiner for identiﬁcation of the deceased. • Provide support to the Emergency Management Coordinator in the dissemination of emergency warning information to the public. • Provide support to other departments in traﬃc control, emergency warnings, road closure and protection of property as appropriate. • Provide windshield survey reporting using the Community Lifelines programs and provide information to Public Works GIS for recording • Provide mutual aid as available • at speciﬁed locations Recovery • Participate in the damage assessment process, Community and Economic Development for information and enforcement guidelines. • Provide support to other departments in traﬃc control, emergency Emergency Operations Center • Provide Liaison staﬀ for the EOC to share operational information and needs to the Emergency Manager. • Collect and evaluate information about the incident and forward it to the EOC Manager • Fulﬁl the Situational Awareness and/or Intelligence/Information role(s) Phase of Emergency Management Fire/Emergency Medical Service City of Arlington [Date] 23 Preparedness • North County Regional Fire Authority provides ﬁre prevention services, ﬁre suppression services, and emergency medical services, for the protection of life and property RCW 52.02.020(1) in City of Arlington. They are a separate entity outside the City operations, but as emergency service providers coordinate with City Administration and Police Department. • Participate in training related to emergency response, recovery, or emergency operations. • Attend in-person County EOC quarterly training courses • Attend emergency exercise involving Arlington City response to coordinate eﬀorts and plan communication strategies. Response • Provide command and control for ﬁre/hazmat ﬁeld operations for emergency incidents using the Incident Command System. • Provide wildﬁre and structural ﬁre suppression services. • Provide hazardous materials incident command and radiological monitoring. Provide hazardous materials response operations up to the level trained, which may include containment, diking, diverting, entry denial, and evacuation operations. Coordinate with other government agencies as appropriate. • Provide light and heavy rescue response. Coordinate with other government agencies as appropriate. • Provide water rescue response. Coordinate with other government agencies as appropriate. • Provide emergency medical services. When necessary and resources are available, coordinate the establishment of ﬁrst aid stations, temporary medical treatment facilities and morgues within the jurisdiction. Coordinate transportation to hospitals. • Direct or support evacuation eﬀorts as appropriate. • Provide support to the Emergency Management Coordinator in the dissemination of emergency warning information to the public. • Provide support to other departments in traﬃc control, emergency warnings, road closure and protection of property as appropriate. • Provide initial jurisdiction-wide damage observation as appropriate, including the observation of department facilities, as well as ongoing assessments as necessary. • Coordinate with other Snohomish County ESFs (e.g. ESF 6-Mass Care; ESF 8-Public Health; and ESF 9-SAR) to ensure a comprehensive response. Recovery • Participate in long term recovery operations within service area as warranted. Emergency Operations Center • Via the Fire Chief’s Association, provide staﬃng to the County EOC for the ESF 4 role. • Provide appropriate staﬃng to local/own jurisdiction EOCs (when stood City of Arlington [Date] 24 Phase of Emergency Management City of Arlington Maintenance and Operations Preparedness • Participate in training related to emergency response, recovery, or emergency operations. • Develop resources list for response and a needs list to share with Emergency Manager and Snohomish County DEM • Develop relationships and complete agreements for services and supplies Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Provide support to Public Works for protection of facilities and structures, traﬃc control, road closures and perimeter control. • Provide windshield survey reporting using the Community Lifelines programs and provide information to Public Works GIS for recording • Provide support to Police and Fire for public safety traﬃc control, road closures and perimeter control. • Assist with establishing emergency power (hook up generators) to city facilities • Provide barricades and other traﬃc control equipment as needed • Provide equipment and operators to assist other agencies/departments with disaster responsibilities • Provide information on all road conditions and status • Provide services to the public as directed for sandbagging, food distribution, • Recovery • Participate in the damage assessment process, working with Community and Economic Development for information and enforcement guidelines. • Participate in the recovery of City facilities structures and services • Provide refuse and debris removal and/or disposal Emergency Operations Center • • Provide information on road conditions and status • Assist with obtaining resources and supplies for response Phase of Emergency Management City of Arlington Community and Economic Development Preparedness • Develop emergency evacuation plans for municipal buildings. • Develop plans to address land use, environmental impact and related mitigation activities following a disaster. • Participate in the countywide hazard mitigation planning process. City of Arlington [Date] 25 • Participate in training related to emergency response, recovery, or emergency operations. • Maintain current suggested operating guidelines for the department’s responsibilities Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Provide windshield survey reporting using the Community Lifelines programs and provide information to Public Works GIS for recording • Coordinate and compile initial damage observation and safety r Recovery • Provide for streamlined permitting process in the wake of disaster to facilitate recovery eﬀorts. • Provide Mayor and Council with process and program options for recovery plan • Seek grant opportunities for recovery projects • Provide post event safety evaluation of buildings • Enforce City ordinances and state laws regulating construction or reconstruction after a disaster • Conduct the recovery and restoration of the Natural Environment Emergency Operations Center • Coordinate building inspection teams. • Coordinate with Public Works GIS to analyze, map, and disseminate damage observations and safety evaluations to local oﬃcials and the Snohomish County EOC. • Provide staﬀ for the operations as needed Phase of Emergency Management City of Arlington Community Engagement and Communications Preparedness • Participate in training related to emergency response, recovery, or emergency operations. • Develop plans for emergency sheltering and/or feeding in parks following a disaster. • Provide a resources list for services and a needs list for the Emergency Manager and to convey to Snohomish County DEM • Disseminate to the community emergency preparedness information and training opportunities as provided through Emergency Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Coordinate with SOAR4 (via County Human Services) for provision of basic human needs such as temporary housing, clothing, food, etc. • Work with State and Federal agencies during response and recovery to fulﬁll unmet community needs. • Warn the public of impending disasters and provide adequate instructions before, during, and after an emergency. • Assist the Mayor and City Administrator with public information in City of Arlington [Date] 26 • Provide communication coordination for response agencies during a Recovery • disaster response and into disaster recovery. • Establish a centralized location where the community impacted by the emergency/disaster can receive information, direction, and assistance Emergency Operations Center • Provide staﬀ for JIC services in EOC • Provide communications for Council, information support for community Phase of Emergency Management City of Arlington Information Technology Preparedness • Participate in training related to emergency response, recovery, or emergency operations. • Develop a plan for response for interruption of computer services, telecommunications, surveillance. • Provide a resources list for services and a needs list for the Emergency Manager and to convey to Snohomish County DEM[Task] • Disseminate to the community emergency preparedness information and training opportunities as provided through Emergency Management • Provide cyber security training to staﬀ for prevention and response Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Coordinate with departments on needs and security concerns • Provide alternate communications tools and security for volunteers and supporting agencies in and around City facilities • In the event of a Cyber-attack, communicate status and needs with the Recovery • • Provide support for the reestablishment of utilities technology infrastructure and programs if disrupted. • Provide for the accurate documentation of impaired technology and the purchase of replacement hardware and software as needed. Emergency Operations Center • Provide staﬀ for information technology • Provide a connection with the ARES (radio) operators • Provide technology support and alternative communications options • Work with Police and Airport to maintain safety and security for City facilities and services. City of Arlington [Date] 27 Phase of Emergency Management City of Arlington Human Resources Preparedness • Arlington. • Participate in training related to emergency response, recovery, or emergency operations. • Provide a resources list for services and a needs list for the EOC. • Plan community emergency preparedness information and training opportunities for staﬀ and community. • Provide policy for job descriptions to include emergency services duties • Negotiate with bargaining units for terms of emergency response for employees with working conditions, duties and compensation Response • Provide direction and leadership to department staﬀ while fulﬁlling emergency management responsibilities • Notify Unions of changes in duties and response requirements pertaining to the emergency • Bargain for any conditions of employment or impacts for changes from current collective bargaining agreements or policies that impact employees. Recovery • Notify Unions of changes in duties, working conditions or compensation moving forward through recovery. • Assist with timekeeping recording for EOC workers and volunteer hours. • Support and provide guidance to management and employees about policy, beneﬁts and pay issues. Emergency Operations Center • providing information to the MAC group, Incident Command, JIC and Snohomish County EOC • Assist the Planning group with staﬃng for the EOC • Facilitate information sharing and status updates between ICS and departmental EOC. Phase of Emergency Management City of Arlington City Attorney (Contractor) Preparedness • • Provide legal guidance for policy or other emergency changes in actions for the Council, Mayor and City Administrator City of Arlington [Date] 28 • Recovery • permitting, planning, requests for bids processes in emergency declaration and its durability Emergency Operations Center • an emergency event Phase of Emergency Management City of Arlington All Employees Preparedness • assignment in the disaster plan or not • Participate in training related to emergency response, recovery, or emergency operations. • Be prepared at work to stay for service in an emergency capacity • Prepare home and family for emergency situations to be eﬀective and ready for responding in city capacity Response • equipment when notiﬁed or directly after a major incident • Be used to assist in completing a city-wide damage assessment, traﬃc control, evacuation, triage activities, evacuation center or as EOC staﬀ • Recovery • services. • Maintain proper procedures and documentation throughout process. • Identify and report needs and provide insight for process restoration Emergency Operations Center • Serve as a subject matter expert in an • Serve as a runner, telephone operator or other assigned role as needed • Record time and attendance and maintain records used within the EOC • Obtain proper authority for all purchases and maintain and provide accurate records of such purchases, agreements or donations. • Follow proper channels for donation acceptance or distribution 4.2 Support Agency Responsibilities and Tasks Support Agency Roles and Responsibilities City of Arlington [Date] 29 Arlington Boys and Girls Club Purpose Statement: Arlington Boys and Girls Club would be a support agency for sheltering, food and clothing services for City staﬀ and families Tasks: • Set up sheltering services for City staﬀ and their families if displaced • Set up food distribution station • Set up clothing distribution Red Cross Purpose Statement: Red Cross would be a support agency for sheltering, food and clothing services Tasks: • Maintain the following services primarily coordinated through the Snohomish County EOC: o Set up and staﬀ shelters with volunteers o Set up food distribution stations o Set up feeding stations for public or emergency responders o Set up clothing distribution Cybersecurity and Infrastructure Security Agency (CISA) Purpose Statement: CISA is a support agency for Arlington’s information technology for cybersecurity incidents and will provide testing and support for training and incidents. Tasks: • Assist with federal notiﬁcation requirements • Provide resources for IT functions • Provide support and guidance for recovery Arlington Community Emergency Response Team (CERT) Purpose Statement: CERT would be a support agency to provide and guide support in disaster response as directed by the Incident Command Operations. Tasks: • Fire safety response • Light search and rescue • Team Organization • Disaster Medical Operations City of Arlington [Date] 30 Washington Department of Health Purpose Statement: Department of Health provides resources to assist with Arlington’s water, wastewater capabilities and compliance. Tasks: • Assist with staﬃng treatment plants for regular or manual operations • Testing of samples for compliance Public Utility District #1 of Snohomish County Purpose Statement: Public Utility District#1 of Snohomish County provides services and support for power and water and partners in training and response eﬀorts. Tasks: • Restore electrical power on a priority basis • Repair damaged generating facilities and equipment • Remove downed electrical lines from roadways and other dangerous areas • Restore water services in its area of responsibility • Maintain communications and provide situational reports which Cascade Natural Gas Purpose Statement: Cascade Natural Gas provides service to Arlington and partners in incident response activities Tasks: • Restore natural gas lines on a priority basis • Repair damaged line and equipment • Respond as expeditiously as possible to ruptures that endanger lives and/or property • Maintain communications and provide situational reports to Arlington EOC when requested William Pipeline Purpose Statement William Pipeline provides notiﬁcation and partners for incident response activities impacting their services. Tasks: • Notify Arlington Fire and City Administrator of a natural gas pipeline leak if discovered within the response area • Contain or shut down the pipeline as expeditiously as possible in the event of a rupture or leak • Maintain communications and provide situational reports to Arlington EOC when requested Snohomish Health Department Purpose Statement Snohomish Health District provides notiﬁcation and guidance on disease and immunization events and partners for incident response as directed by Operations. City of Arlington [Date] 31 Tasks: • Manage disease control and immunization program • Supervise the food and water quality control program • Coordinate the disposal of dead animals • Advise on public health matters as requested/required • Maintain current suggested operating procedures for disaster Sno Isle Libraries Purpose Statement Arlington Library and Smokey Point Library serve as hubs for information, internet access and public engagement during a disaster as well as serving as a sheltering location for heat and cold but not overnight support. Tasks: • Provide space for community/neighborhood meetings or resource centers • Support public information dissemination and digital access • Provide sheltering services for heat or cold sheltering on a daily Arlington Business Hub Purpose Statement: Provide business location for small business owners Tasks: • Provide temporary business location for local businesses during recovery • Provide a hub for information, distribution of goods and services Arlington Faith-Based Organizations Purpose Statement: Contribute to disaster response and planning by providing essential services and trusted leadership to reach vulnerable populations with physical and emotional support Tasks: • Help to identify natural “points of distribution” within the City • Leverage networks and leadership to reach vulnerable populations during and after an emergency • Participate in community emergency planning, training and preparation. • Assist with the coordination of volunteers, donations and resources during disaster recovery • Provide emergency sheltering and food distribution • Coordinate community neighborhood recovery eﬀorts • Provide locations where reuniﬁcation can occur for those City of Arlington [Date] 32 Snohomish County Department of Emergency Management Purpose Statement: Be leaders and integral partners in all ﬁve phases of emergency management: prevention, mitigation, preparedness, response, and recovery and support eﬃcient, reliable, and integrated 911 service in order to enhance the resilience of Snohomish County Tasks: • Provide 24/7 Duty Oﬃcer support for emergency management related requests. • Provide PIO assistance in developing coordinated messaging and alert and warning. • Provide DEM resources such as MITRU or other incident support trailers, generators, as requested and available. • Coordinate countywide emergency management training and exercise needs through the Integrated Preparedness Plan. Host requested training and exercises. • Participate in countywide and state level planning eﬀorts. • Assist partners in the development of disaster-related plans including CEMP and HMP Annexes, COOP/COG, and EOC plans. • Maintain emergency management plans including the CEMP, HMP, and Disaster Recovery Framework. • Provide EOC and technical support. • Activate and manage the County EOC in response to disasters, including the JIC if required. • Coordinate resource requests to county, state and federal agencies. Deploy liaisons to local EOCs as appropriate and available. • Coordinate Individual Assistance and/or Public Assistance requests with Washington State and FEMA. • Provide public information, education, and outreach on emergency preparedness. • Coordinate the dissemination of public alerts and warnings. • Provide radio and communications support and Auxiliary Communications Services volunteers. • Coordinate disaster recovery activities. 4.3 Direction, Control, and Coordination 4.3.1 Direction The mayor, or designee, of the City of Arlington is responsible for establishing objectives and policies for City of Arlington’s emergency response, in concert with the County EOC, and providing general guidance for local disaster response and recovery operations. The Mayor or City Administrator or designee may declare an emergency. The Mayor, City Administrator, Council and Department Directors participate in the Multi-agency Coordination (MAC) Group when needed during a disaster response. City of Arlington [Date] 33 The City’s response strategy shall be set by the City Administrator or designee and when and if an Incident Commander or Uniﬁed Command structure is established in a City response may include contracted public agencies (North County Fire District, Snohomish County Sheriﬀ’s Oﬃce), relevant City departments, and other agencies. 4.3.2 Communication of Strategic Direction Internal Communication: Strategic goals and priorities are communicated to City staﬀ and response partners through regular brieﬁngs, situation reports and incident action plans. The DOC lead and department heads are responsible for disseminating information within their teams and ensuring alignment with operational objectives. External communication: Public messaging is coordinated through the Incident Commander/Uniﬁed Command to the City’s PIO and when activated the Snohomish County Joint Information System (JIS) This ensures consistent, accurate and timely information is shared with the public, media and other stakeholders. The strategic direction must be communicated to • All activated DOCs and department heads • Uniﬁed command partners • Emergency Management Coordinators • Public Information Oﬃcer • Snohomish County DEM • JIS (if activated) • Elected oﬃcials and City Council (as appropriate) This structure ensures that the City’s emergency response is guided by clear leadership, coordinated across agencies and communicated eﬀectively to all stakeholders. 4.3.3 Control The on-scene Incident Commander is responsible for ﬁeld operations. Some ﬁeld operations can be handled independently of an EOC, and others require greater coordination with one. The Incident Commander is responsible for the following: • Direct and control the on-scene response to the emergency and managing the emergency resources committed. • Demobilization of resources or staﬀ that have exceeded their capacity, functionality, and/or lifecycle, or are no longer needed or projected to be necessary. • Initiating warning to the population in the impacted incident area and providing emergency instructions. o For mass alerting (Reverse 911, EAS, WEA) County DEM or Snohomish 911 will create and send messaging throughout the County, based on direction from the on-scene Incident Commander. City of Arlington [Date] 34 o If the County Joint Information System is activated, alerts will be coordinated there. • Determining and implementing protective measures, evacuation or in-place sheltering, for the population in the impacted incident area and for emergency responders at the scene. • Implementing traﬃc control arrangements in and around the incident scene. • Requesting additional resources from the City of Arlington’s EOC, County EOC, or County Duty Oﬃcer. During emergency operations, department heads retain administrative control over their employees and equipment. However, personnel and equipment assigned to the incident carry out mission assignments directed by the Incident Commander. This may include working outside normal jurisdictional boundaries. 4.3.4 Coordination When the City of Arlington EOC is activated, there is a clear division between the responsibilities of an Incident Commander and the Jurisdiction or County EOC. For a list of responsibilities of an Incident Commander, see 4.3.2. The City of Arlington EOC, when activated, is generally responsible for: • Assembling accurate information on the emergency and current resource data to allow local oﬃcials to make informed decisions on courses of action. • Receiving information from the Incident Commander, governmental departments, and the public. Providing reports and situational awareness information to the County EOC, if activated. • Working with representatives of emergency services to determine and prioritize required response actions and coordinate implementation. • Providing resource support for emergency operations; when local resources are exhausted, requesting additional people, equipment, and supplies through the County EOC. • Issuing instructions and providing emergency information to the public; coordinating public information with the Snohomish County Joint Information System, if activated. • Organizing and implementing large-scale evacuations, with support from the County EOC. • Organizing and implementing shelter and mass care arrangements for evacuees, with support from the County EOC. • Coordinating traﬃc control for large-scale evacuations, with support from the County EOC. City of Arlington [Date] 35 Each of City of Arlington’s departments and entities identiﬁed in this Annex should develop an internal operational control structure consistent with NIMS. Through that system, each entity can participate in building, maintaining, and sharing a common operating picture consistent with the County EOC. 4.3.5 Snohomish County Coordination Under normal conditions, County DEM operates a 24/7 Duty Oﬃcer program. The Duty Oﬃcer can be reached directly, or through 911, to address time-sensitive emergency management related questions or requests by the jurisdiction. The Snohomish County EOC may be activated at the request of the City of Arlington. When activated, the County EOC is generally responsible for: • Multi-agency coordination and incident command support. • Coordination and implementation of policy decisions that protect life and property and disseminating those decisions to all concerned agencies and individuals. • Assembling accurate information on the emergency and current data to maintain situational assessment and allow local oﬃcials to make informed decisions on courses of action. • Working with representatives of emergency services to determine and prioritize required response actions and coordinate countywide implementation. • Requesting assistance from the State and other external sources. • Providing resource support for emergency operations including demobilization. • Establishing and maintaining operational coordination and communications. 5. Information Collection, Analysis, and Dissemination The accurate and timely collection, analysis, and sharing of information is critical in developing situational awareness during an emergency or disaster. This collation of information should result in creating a common understanding of the incident, also known as the Common Operating Picture (COP), from which appropriate responses can be formulated. City of Arlington [Date] 36 Below is an example to illustrate the ﬂow of information during disaster response: 5.1 Essential Elements of Information Essential Elements of Information (EEIs) are critical pieces of intelligence that agencies and responders need to successfully make decisions during response and recovery. EEIs must be speciﬁc and measurable to help assess barriers for response and recovery. They must facilitate the eﬃcient allocation of resources by providing clear understanding of the situation and the needs of the impacted area. EEIs may be used to support the development of a common operating picture, timely decision making, and a data-informed understanding of the supply chain. It is likely that, due to the unpredictable nature of disruptive events, each incident will require incident speciﬁc EEIs that will need to be developed in real time. Snohomish County’s Towns and Cities provide the County EOC with EEIs where it will be consolidated, analyzed, and disseminated to all partners, horizontally and vertically. City of Arlington [Date] 37 Information is shared through a variety of methods collectively comprising the common operating picture. These methods may include verbal reports, emails, situation reports, GIS- based data and displays, and other digital means of communication. In the Snohomish County EOC, information ﬂows to and from the public through ESF-15 by using a Joint Information Center (JIC) and Joint Information System (JIS). 5.1.1 Community Lifelines Community Lifelines are the County’s preferred method for categorizing EEIs in a meaningful way. FEMA Community Lifelines doctrine states, “Lifelines are the most fundamental services in the community that enable all other aspects of society to function. They are the integrated network of assets, services, and capabilities that are used day-to- day to support the recurring needs of the community. When disrupted, decisive intervention (e.g., rapid service re-establishment or employment of contingency response solutions) is required.” Using this construct determines how information is methodically framed, organized, and reported from the local level to the County EOC, to State Emergency Management, and to FEMA during response and recovery. The Community Lifeline table for the City of Arlington below lists corresponding components and subcomponents that, when analyzed, capture essential elements of information for response decision makers. Community Lifeline status information is shared reciprocally between the jurisdiction and the County. During response, the jurisdiction is responsible for collecting information for these indicators and reporting the information to the County EOC. The County EOC is responsible for collecting information from jurisdictions and ESF representatives to build a countywide Community Lifelines. The countywide Community Lifelines is shared with local jurisdictions and the State EOC. The State EOC shares the information with FEMA. The City of Arlington is building windshield surveys along with GIS capabilities to align with the Community Lifeline categories to better report out status of operations and impacts to the County DEM in an emergency event. Community Lifelines – Essential Elements of Information Safety and Security Law Enforcement/Security Police Stations/Precincts • What is the status of the one police Station (City managed facility)? Law Enforcement • How many oﬃcers are on duty? • How many additional oﬃcers are available for the next operational period? • Is mutual aid active or inactive? City of Arlington [Date] 38 • • Is the SWAT vehicle operable or inoperable? Site Security • Is the Police facility able to hold suspects or not? Correctional Facilities • Does the police department have access to transport suspects to correctional facilities? Fire Stations • Is North County Regional Fire Authority operational? • Are stations 46 and 48 operational? Government Oﬃces (42) • Is City Hall facility operable? • Is the Council Chamber operable? • Does the center of government need to move to a safer location? Schools • Is school in session? • What is the status of the elementary schools – Eagle Creek, Kent Prairie, Presidents? • What is the status of the middle schools – Haller and Post? • What is the status of the high schools – Arlington and Weston? • What is the status of the School District headquarters? • Are School District buses operable or inoperable? • Do School District buses have ability to travel (snow, ice, road issues)? • Do School District buses have access to areas? Public Records • Are we able to process public records requests as normal? • Are any physical or digital records damaged or under possible threat of being damaged? Historic/Cultural Resources • What is the status of the Pioneer Museum, Old Snohomish High School and cemetery? Community Safety Flood Control • What is the status of the Stillaguamish River? • What is the NWS forecast for this River? Other Hazards • Using the HIRA, what cascading impacts might we expect from other hazards? Protective Actions • Are curfews needed? • Are there restrictions on re-entry to locations? • Have sandbags been placed? Food, Water, Shelter Commercial Food Distribution City of Arlington [Date] 39 • (Safeway, Grocery Outlet, Walmart)? • Do they have capacity to store and stock? • Are their inventory levels suﬃcient and are they able to restock? Commercial Food Supply Chain • Are the grocery stores receiving deliveries? Food Distribution Programs (e.g. food banks) • Is the Food Bank fully functional or operating at a limited capacity? • Are there enough volunteers to support the distributions? Hydration Water supply chain • What is the status of water availability in the community? • Are local stores able to supply water needs temporarily? Temporary Hydration Missions (e.g. bottled water distribution) • Is the Swire-Coca Cola plant operational and able to provide water? • Is there a need to establish a CPOD for water distribution? Shelter Housing (e.g. homes, shelters) • How many residents are in need of temporary sheltering? • Are there faith based/community sheltering options available? • How many homes have sustained moderate to severe damage? Commercial Facilities (e.g. hotels) • What is the status of the local hotels? Agriculture Animals and Agriculture • Are Arlington farms operational? • Are agricultural operations accessible? • Are farm animals in need of sheltering or support? • Are local animals in need of sheltering or support? Water and Wastewater Potable Water Infrastructure • What is the status of the Water Treatment Plant? • What is the status of the Water Distribution Facility? • Are there broken mains? • Do we have enough staﬀ to monitor/treat water? • Is the Department of Health support needed? • Are there any wells compromised? Wastewater Management • What is the status of the wastewater facility? • What is the status of the city’s sewer and collections system? • What is the available capacity at the City’s WWTP? • Can the City maintain safe discharge? • Is the City able to transport out its solid waste? City of Arlington [Date] 40 Health and Medical Medical Care Hospitals and Medical Clinics • What is the status of Cascade Valley Hospital, Optum Medical Center, Whitehorse Family Medicine, Community Health Center of Snohomish, Skagit Regional Health and 10 Minute Walk In Clinic? • What is the current bed capacity? • What are the short- and long-term staﬃng plans for the facility? • Is the helipad functioning? Pharmacies • What is the status of the pharmacy at the hospital, Arlington Pharmacy, Safeway pharmacies, CVS pharmacy, Costco pharmacy, Safeway pharmacy, Walmart pharmacy? • Are there pharmacists available? • Are they receiving deliveries? • Do they anticipate any medical supply shortages Long-Term Care Facilities • What is the status of the following facilities – name (units) – Cascade Valley Senior Living (80 units); Olympic Place (81 units)? • Are there personnel on-site? • Are they anticipating any needs/shortages? Home Care • What is the status of the following home care facilities – Name (capacity) (A Mother’s Heart (4), Adeline Inn on the River (5), Caring Harts (6), Emerald Cottage (6), Lois Place (4), The Highland House(3)? • Are there personnel on-site? • Are they anticipating any needs/shortages? Veterinary Services • What is the status of the facility- All Creatures Veterinary Services, Arlington Veterinary Hospital, Northwest Veterinary Clinic, Family Pet Medical and Surgery, Advanced Care Animal Clinic? • Are there personnel on-site? • Are they anticipating any needs/shortages? • Public Health Health Surveillance • Is there capacity to monitor, detect and/or respond to public health threats within the City? Human Services • Is there access to care and resources within the City? • Are there residents who need access to care and resources who have chronic conditions, disabilities, Access and Functional Needs, and/or limited mobility? Behavioral Health • Is there access to care and resources within the City? City of Arlington [Date] 41 • Are the inpatient facilities functioning o Are there staﬀ onsite? o Do they anticipate any needs/shortages? Fatality Management Mortuary and Post-Mortuary Services • Are the mortuary services operational at Weller Funeral Home? • Are mortuary services accessible? • What is the capacity of the mortuary services? Energy Power Grid Generation Systems • Are public electric charging stations functional? • Are public electric charging stations accessible? • Are generators required to operate City infrastructure? • How much fuel is required to maintain generators? Transmission Systems • Are there downed power lines or inoperable transmission/transformer stations? Fuel Fuel Distribution (e.g. gas stations, fuel points) • What is the status of the local gas stations? • What is their inventory? • Communications Infrastructure Wireless • What is the status of City facilities high speed digital access? • What is the status of the City-wide high speed digital access? • What is the overall status of the communications infrastructure? Cable Systems and Wireline • What is the status of the cable system? Broadcast (TV and Radio) • What is the status of the TV and radio service? Satellite • What is the status of the satellite service? Data Centers/Internet • What is the status of the internet service to City computers? • What is the status of the internet service to the City in general? Responder Communications Land Mobile Radio Networks • Are the City’s Radio HAM network active? City of Arlington [Date] 42 • • Are communications lines open between 911 and local public safety agencies? Alerts, Warnings, and Messages Local Alert/Warning Ability • What is the status of the City alert system RAVE? • Are employees able to receive alerts? • Are residents able to receive alerts? Finance Banking Services • Are the banks in service? Which ones? • Are ATM services available Electronic Payment Processing • Is the City able to accept electronic payments? • Are there alternative locations to be able to take payments? Transportation Highway/Roadway/Motor Vehicle Roads – SR 9, SR 530, SR 531, I-5 – Key roads- Jordan Road • Are the main roads passable? Bridges- • Are the major bridges operational? • Are they open to all traﬃc or do they have limited weights or numbers of vehicles? Mass Transit Bus – Community Transit (40-60 passengers) routes 230 M-F between Darrington and Arlington, 220 Smokey Point Transit Center Bay – Broadway St and Haller Ave, 240 Smokey Point Transit Center to Stanwood and Warm Beach, DART Services (20 passengers) • How many of the three bus routes how many are operational? • Are Zip Cars operational? Railway Freight – BNSF- • Is the one BNSF line operational? Aviation Commercial (e.g. cargo/passenger) • Is the Airport operational and able to receive commercial jets? • Is the Airport able to accept commercial vehicles? General • Is the airport operational and open to all types of aviation types? Military • Is the airport secure and able to accept military aviation? • Is the airport able to house or service military personnel? • City of Arlington [Date] 43 Hazardous Materials Facilities Oil/HAZMAT Facilities (e.g. chemical, nuclear) • Are there any issues with known HAZMAT facilities in the CIC? Oil/HAZMAT/Toxic Incidents from Facilities • Are there any incidents from HAZMAT facilities? 5.2 Component Analysis During an emergency response, determining your Community Lifelines condition, and communicating the information to your community and to the County EOC will be a key activity. The following information will help your staﬀ quickly assess and report conditions. Based on FEMA’s Lifelines doctrine, a simple methodology for determining Lifeline conditions follows: the condition of each lifeline depends on the capability of the underlying components, and is informed by situational awareness reports, impact assessments, and engagement with partners across the public, private, and nonproﬁt sectors. Once the condition of a Community Lifeline is determined, the status of each lifeline is represented by one of four colors: red, yellow, green, and grey, known as a Condition Designation. Red indicates severe challenges and obstacles preventing the lifeline from functioning. Yellow indicates disruptions or limitations to the lifeline preventing it from fully functioning. Green indicates the lifeline is mostly functioning as it was prior to the incident. Finally, grey indicates the lifeline status or extent of impacts is currently unknown. Applying the following questions and understanding the incident is critical in determining the condition of a Lifeline and components: • Did the incident disrupt services provided by the component to survivors? • What is the extent of the disruption and impact on response and survivors? • Has a solution to the disruption been identiﬁed? • Has that solution been converted into a plan of action? • Has that plan of action been resourced? • Are there factors worsening impacts to the community? If so, to what extent are they limiting services? • Are there contingency response solutions in place? How long until emergency repairs are completed? • When can permanent repairs begin? City of Arlington [Date] 44 • Did the incident create a surge demand exceeding component capabilities? Lifeline components can be analyzed during response using six assessment categories that capture essential information for response decision makers: Categories Description Component Identify the component and subcomponents. Status (what?) Summarizing the root cause(s) of disruption to lifeline services – keep asking “why?” until the root cause(s) are identiﬁed. Impacts (so what?) Explain the disaster impacts to speciﬁc communities, disaster survivors, and response operations. Detail how the survivor experience or response operation will improve if this component is addressed. Specify the impacted areas and population totals. Actions (now what?) Describe the actions that are being taken to address the disrupted services. Summarize the most critical actions being taken across the whole community. Limiting Factors (what’s the gap?) Express issues that are preventing services from being re-established. Such issues can stem from another lifeline/component, resource shortfall, management, policy, etc. Established Time to Status Change / Re-establishment Requirements (when?) Provide current component condition or an estimated timeframe for when a change in condition is expected. City of Arlington [Date] 45 Below is an example of a completed Component Analysis: Below is an example of Condition Designations: 6. Concept of Operations 6.1 Disaster Authorities and Plans 6.1.1 Disaster Response Priorities City of Arlington [Date] 46 Disaster response priorities represent the highest priorities for City of Arlington. While each disaster will have diﬀerent operational priorities, these priorities serve as guidance for what the City of Arlington considers most important to address during a disaster: • Save lives and protect the health and safety of the public, responders, and recovery workers. • Stabilize the incident to return to normal as soon as possible. • Protect property and mitigate damages and impacts to the community and the environment. • Protect and restore critical infrastructure and key resources. • Facilitate the economic recovery of individuals, families, businesses, government, and the environment. 6.1.2 Operational Changes During a Disaster Non-emergency and non-essential governmental functions may be suspended during a disaster to allocate resources for emergency operations. With an emergency proclamation, normal procurement procedures may be waived to speed up the acquisition of equipment or supplies. Procurement procedures are discussed in the City of Arlington Finance Policy. The County and each municipal government, unless otherwise delegated, will retain the authority and responsibility for direction and control within its political subdivision of its own disaster operations. This includes use of local resources and application of mutual aid. During emergencies, certain agencies may relocate their center of control to the City of Arlington EOC. During large scale disasters, this may become the seat of local government during the duration of the crisis. 6.1.3 Continuity of Operations and Government The City of Arlington will be developing a Continuity of Operations Plan (COOP) in 2026 which will contain departmental information on essential personnel and functions, communications, alternate facilities, and essential records that are necessary for maintenance and reconstitution of department functions. The City of Arlington will be developing a Continuity of Government (COG) Plan in 2026 which will identify how the City of Arlington’s legal, constitutional, and ethical responsibilities will be continued, preserved, maintained, delegated, and/or reconstituted for all City of Arlington departments. 6.1.4 Department Operations It is the policy of City of Arlington that each department plan and develop shared emergency operation guidelines complementary to this Annex. The Arlington Airport has created and maintains an Emergency Operations Plan. Other departments have standard operating procedures that have been established over time as the City has responded to various emergencies. Contingent plans have been established to keep essential City of Arlington [Date] 47 government functions at the department level. The EOC will most likely function virtually to allow departments to address concerns at their own locations while keeping communications with all other departments. Departments and the emergency plans encourage personnel to be prepared at home and the oﬃce and communicate this need and provide resources annually. 6.1.5 Line of Succession City of Arlington’s line of succession is as follows: Government • Mayor; if absent, or unable to perform the duties, then; • Mayor Pro Tem if absent, or unable to perform the duties, then; • City Administrator if absent, or unable to perform the duties, then; • Community Engagement Director if absent, or unable to perform the duties, then; • Public Works Director if absent, or unable to perform the duties, then; • Finance Director if absent, or unable to perform the duties, then; • Community and Economic Development Director if absent, or unable to perform the duties, then; • Police Chief if absent, or unable to perform the duties, then; • Information Technology Director if absent, or unable to perform the duties, then; • Human Resources Director if absent, or unable to perform the duties, then; • City Clerk Departments Public Works Department • Public Works Director, if absent or unable to perform the duties, then; • City Engineer, if absent or unable to perform the duties, then; • Utilities Manager, if absent or unable to perform the duties, then; • Enterprise Technology and Data Manager, if absent or unable to perform the duties, then; • Wastewater Treatment Plant Operator III Lead, if absent or unable to perform the duties, then; • Water Distribution Specialist III Lead, if absent or unable to perform the duties, then; • Water Treatment Plant Operator III Lead, if absent or unable to perform the duties, then; • Wastewater Collection System Specialist III Lead Police Department • Police Chief, if absent or unable to perform the duties, then; • Police Commanders (2), if absent or unable to perform the duties, then; • Police Sergeants (5) City of Arlington [Date] 48 Information Technology Department • Information Technology Director, if absent or unable to perform the duties, then; • Information Systems Administrator II, if absent or unable to perform the duties, then; • Information Systems Administrator I, if absent or unable to perform the duties, then; • Information Technology Specialist Community and Economic Development (CED) Department • CED Director, if absent or unable to perform the duties, then; • Development Services Engineering Manager, if absent or unable to perform the duties, then; • Building Oﬃcial, if absent or unable to perform the duties, then; • Combination Inspector, if absent or unable to perform the duties, then; • Senior Planner, if absent or unable to perform the duties, then; • Associate Planner Maintenance & Operations (M&O) Department • M&O Manager, if absent or unable to perform the duties, then; • M&O Supervisor, if absent or unable to perform the duties, then; • Maintenance Technician III (2), if absent or unable to perform the duties, then; • Maintenance Technician II (6) Community Engagement and Communications Division • Community Engagement Director, if absent or unable to perform the duties, then; • Communications Specialist/PIO Finance Department • Finance Director, if absent or unable to perform the duties, then; • Assistant Finance Director, if absent or unable to perform the duties, then; • Finance Operations Manager. EOC • Human Resources Director is the designated Emergency Manager for the City, if absent or unable to perform the duties, then; o Position may be ﬁlled by a designation of the Mayor or City Administrator as appropriate. • Police Commander if absent or unable to perform the duties, then; • City Administrator, if absent or unable to perform the duties, then; • Head of Public Works, if absent or unable to perform the duties, then; • Head of Finance, if absent or unable to perform the duties, then; • Head of Community and Economic Development, if absent or unable to perform the duties, then; • Maintenance and Operations Manager City of Arlington [Date] 49 Critical EOC staﬀ • Public Information Oﬃcer • County EOC liaison • Information Technology 6.1.6 Delegation of Authority Under the mayor-council form of government, the Mayor is the Chief Executive Oﬃcer of the City of Arlington and holds priority authority for emergency management within the jurisdiction. This authority is supported by RCW 35A.12.100 and RCW 38.52.070. The Mayor may: • Proclaim a state of emergency • Request activation of the Arlington Emergency Operations Center • Direct City departments and personnel in emergency response • Authorize emergency expenditures and contracts • Suspend standard procurement and personnel procedures as needed for emergency response. RCW 38.52.070 (2) grants emergency powers to the Chief Elected Oﬃcer to declare emergencies and take necessary actions, including bypassing normal procedures for budgeting, contracting, and procurement during an emergency and doesn’t require City Council ratiﬁcation of the emergency proclamation. City Council Authority: • The City Council retains legislative authority and may: • Adopt emergency ordinances and resolutions • Override mayoral vetoes - RCW 35A.12.100 • Appoint interim oﬃcials if vacancies occur - RCW 35A.12.050 City Administrator authority: • Proclaim a state of emergency • Request activation of the Arlington Emergency Operations Center • Direct City departments and personnel in emergency response • Authorize emergency expenditures and contracts City of Arlington [Date] 50 • Suspend standard procurement and personnel procedures as needed for emergency response. • Enter into mutual aid agreements and contract services as needed for response and recovery. Emergency Operations Authority The Emergency Manager, appointed by the City Administrator • Implement the Comprehensive Emergency Management Plan (CEMP) • Coordinate with county, state and federal agencies • Manage resources and personnel for Department Operations Center (DOC) • Represent the City in Uniﬁed Command • Serve and liaison to the Snohomish County EOC • Maintain operational readiness and continuity Department Directors Authority • Maintaining emergency plans and continuity procedures • Executing delegated authority for purchasing, personnel, and operations during emergencies. • Reporting to the Emergency Manager or Mayor as appropriate • Exercising purchasing authority in accordance with the City’s Financial Policy. 6.1.7 EOC Activation The Emergency Operations Center (EOC) for the City is designed as a Department Operations Center with each department functioning along their lines of service and reporting to the EOC Manager for situational awareness and resource needs. The EOC location is designed to be housed in the Council Chambers, but is mobile and could be moved to our other facility locations (Airport, Public Works Administration Building or function virtually) if needed. With the DOC model only the Emergency Manager, PIO and Finance will report to the EOC physically. The Department Directors or their successor will check in virtually to the Emergency Operations Teams site. 6.2 Authority to Activate 6.2.1 City of Arlington EOC Activation City of Arlington [Date] 51 The EOC will be activated to support response or recovery operations when the scope or scale of an emergency surpasses the capacity to be managed from a ﬁeld incident command post. Persons authorized to activate the EOC: • Mayor • City Administrator • Police Chief • Fire Chief – North County • Public Works Director • Airport Director • Field Incident Commander • Emergency Manager Activation of the City of Arlington EOC will necessitate a notiﬁcation directly, or through 911, to the Snohomish County Duty Oﬃcer or the Snohomish County EOC, if activated. Snohomish County will advise applicable local, State, and Federal agencies of the activation. 6.2.2 Snohomish County EOC Activation Activation of the Snohomish County EOC is authorized by DEM leadership or the County Executive. A jurisdiction may request that the County EOC be activated through the Duty Oﬃcer. DEM will notify all jurisdictions of County EOC activations. Automatic activation of the County EOC is as follows: 1. A magnitude 5.0 or higher earthquake occurs within Snohomish County. 2. A commercial passenger plane crashes within Snohomish County. 3. A military aircraft crashes within the urban areas of Snohomish County. 4. A High Hazard Potential Dam failure is imminent or has occurred. 5. Other incidents requiring complex intergovernmental coordination such as mass care public information or an ongoing need to assist multiple jurisdictions or agencies with incident coordination support. Factors that increase the need for County EOC activation include: a. Atypical weather conditions such as winds from the west, extreme heat or record precipitation levels. b. Incident likely to cross county boundaries, for example, Bolt Creek Fire. c. Limited or state controlled resources, for example, Covid vaccines. d. Multiple cities/towns/tribes activating their EOC or requesting that DEM activate the SCEOC on their behalf. e. Complicated transit needs such as mass evacuation or mass casualty. 6.2.3 Activation Levels City of Arlington [Date] 52 The activation level of City of Arlington’s EOC is commensurate to the situation and need for coordination and support. Activation levels listed below are the levels used by Snohomish County EOC and the Washington State EOC. The descriptions provide a general sense of the staﬀ, time, and support necessary at each level: Activation Level Description 3 – Normal Operations Daily operations are monitored and managed by applicable jurisdiction department head(s) and staﬀ. On-call staﬀ (such as Duty Oﬃcers) handle “daily emergency” needs. 2 – Partial Activation Some EOC positions are ﬁlled to monitor and support operations. EOC may be activated for multiple operational periods, but rarely 24/7. 1 – Full Activation All EOC positions are ﬁlled to monitor and support operations. EOC is typically activated 24/7 over multiple operational periods. State and/or Federal involvement in response and recovery. 6.2.4 EOC Activation Considerations During an activation City of Arlington may: • Place staﬀ on standby and increase situation monitoring. • Activate/staﬀ local EOC or Incident Command Post (ICP) as appropriate to manage preparedness/response activities. • Emergency response agencies (ﬁre, law enforcement, public works, etc.) may add more shift staﬀ to cover the anticipated impact of the emergency. • Notify potentially threatened areas using local resources in conjunction with Snohomish County DEM. • Coordinate public/media information releases with the Snohomish County Joint Information Center (JIC). 6.2.5 Emergency Proclamation Authority When a disaster exceeds or is expected to exceed the jurisdiction’s capabilities, the Mayor or City Administrator of the City of Arlington may issue a local proclamation of emergency and request additional assistance through Snohomish County DEM. If the disaster should exceed the capabilities of Snohomish County, the County Executive may issue a local proclamation of emergency and request additional assistance through Washington State Emergency Management Division. City of Arlington [Date] 53 6.2.6 Emergency Proclamation Process The proclamation will be made in writing, signed by the Mayor or designee and ﬁled with the City Clerk . It shall include a clear statement of the nature of the emergency or disaster, aﬀected areas and powers being activated. The proclamation shall be activated for 30 days unless ended or extended by the Mayor. Each extension shall be made in writing and ﬁled, shared and communicated similarly to the original proclamation. The City of Arlington Mayor or designee assisted by the Emergency Manager or Incident Commander, shall be responsible for the preparation of Emergency Proclamations. Proclamations shall be made in writing using template (See Appendix B-H) and notify the Snohomish County Duty Oﬃcer or Snohomish County EOC if activated and submit the proclamation via email or other form of written notiﬁcation. The City staﬀ will be notiﬁed of the emergency declaration through email or departmental communications and be put on notice that they may be required to deploy to work depending on the evolving situation. The public shall be notiﬁed of the proclamation through social media, post on the City website, notiﬁcation through the RAVE emergency notiﬁcation system, news releases and posting at public buildings or other accessible locations (RCW 38.52.070 (3)(a)(i) 6.2.7 City of Arlington Communication Procedures Internal Communications Plan Currently the City utilizes email, phone, text and Microsoft Teams for notiﬁcations, meetings and document sharing for emergency events. Notiﬁcations include immediate actions to take, check-in status, work schedule changes and warnings of upcoming events when possible. Notiﬁcations are generally sent by communications staﬀ with approval by the City Administrator or Mayor. Department Directors can send notiﬁcations to their own staﬀ as needed for speciﬁc events. The City is working on new programs for alerting employees to emergency events at their desks, in the ﬁeld or working remotely and from home. Arlington is working with Snohomish County DEM to obtain access to the Rave Mobile Safety Alert system so employees can receive notiﬁcations on their work phones via phone, text, and email. Employees may also sign up for personal email notiﬁcations, personal phone calls and personal text options. Notiﬁcations can be sent to speciﬁc groups, individuals, or all City staﬀ. External Communications Plan The Emergency Manager will report to Snohomish County DEM through the Duty Oﬃcer line and email needs and situational awareness updates through the Sno Co EOC Logistics and Planning groups respectively. City of Arlington [Date] 54 The City Administrator or delegate will be in contact with North County Regional Fire Authority for operational updates or EOC support if needed. The City would put out communications on social media channels, email list servs and on the City website. Information would be aligned with any County, State and/or Federal notiﬁcation information. Actions to be taken will be provided and updates and notiﬁcations of timing of updates would be shared as well. Community message boards located at City Hall and the Highlands and community groups would be leveraged as well. In the event of internet or phone disruption, the City would lean into community and neighborhood groups to spread the word. 6.2.8 County Communication Procedures While activated, the Snohomish County EOC can be contacted via phone, email, Microsoft Teams, and various radio bands, assuming phone lines, radio towers, and internet are operational. During an EOC activation DEM may not be able to monitor each communication method, especially if the incident is widespread or catastrophic. Below is a list of communication methods in order of preference if the County EOC is activated: Phone: Jurisdictions can call the EOC by directly contacting a section or ESF, (speciﬁc lines are provided upon activation), contacting DEM main line, or through the Duty Oﬃcer line. Email: Partners can email any section or ESF directly (speciﬁc e mails are provided upon activation), emailing DEM’s email (dem@snoco.org), or the Duty Oﬃcer email. Microsoft Teams: The EOC uses Microsoft Teams to coordinate information sharing throughout the county. Incident speciﬁc teams are created for each EOC activation. Radio: The EOC can be contacted via DEM HAIL on the 800MHz public safety radio system, multiple repeaters on the VHF network (frequency programming provided on www.wa7dem.info), or amateur radio on the Granite Falls 146.920MHz repeater (156.7Hz tone) for licensed users. Outside of an EOC activation, all jurisdictions should contact the Duty Oﬃcer for emergency information or logistics needs. Partners should contact the Duty Oﬃcer by phone or email to submit a logistics request. There is no formal form required outside of an activation. The Duty Oﬃcer maintains similar communication methods as during an EOC activation but does not constantly monitor DEM VHF or amateur radio. Below is the list of communications methods to the Duty Oﬃcer in order of preference: Phone:Partners should call the Duty Oﬃcer 24/7 for any emergency support. Email:Partners can email the Duty Oﬃcer during daytime hours for emergency support. Duty Oﬃcer email is monitored 7 days per week, but not overnight. Emails requiring immediate attention should be accompanied by a phone call to the Duty Oﬃcer. City of Arlington [Date] 55 Microsoft Teams:DEM has invited the jurisdictions to a Duty Oﬃcer Coordination Team, allowing for real-time sharing of information between all partners outside of an EOC activation. Similar to email, if a Teams message requires immediate attention, it should be accompanied by a phone call to the Duty Oﬃcer. Radio: regular business/operating hours. After hours, if a partner does not have phone capability, DEM HAIL is monitored by Sno911 who will contact the Duty Oﬃcer. Other communications systems that DEM uses or monitors: • Mass Notiﬁcation: The EOC uses Rave Mobile Safety to push out mass emergency alerts to the public via phone calls, the Emergency Alert System (EAS), and Wireless Emergency Alerts (WEA). • WebEOC: When Snohomish County EOC is unable to fulﬁll resource requests or when Washington State requires it, DEM will use WebEOC to send resource requests to the State EOC. DEM can monitor WebEOC to receive requests from jurisdictions who use WebEOC. 6.2.9 County Joint Information System Public information should be coordinated and integrated, before (if possible), during and after an emergency or disaster. The County coordinates information through ESF 15 using a Joint Information System (JIS). The JIS provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging with Public Information Oﬃcers across multiple jurisdictions, federal partners, county government, nongovernmental organizations, and the private sector. In response to most events, public information activities are often carried out by the lead response agency in coordination with other organizations through the JIS. The JIS helps communications staﬀ accomplish their mission by facilitating coordination, helping to avoid conﬂicting messages by focusing on one or two key messages, using talking points, designating spokesperson(s), and speaking about one’s own agency/program/service. JIS operations are accomplished, physically or virtually, through the Joint Information Center (JIC) within the County EOC. The County JIC can be activated by request of the City of Arlington to support and coordinate public information before, during, and after an emergency or disaster. The JIC can assist in the following: • Creating consistent countywide messaging across all partners involved in the disaster. • Handling public information requests. • Creating and disseminating public information through a variety of media. City of Arlington [Date] 56 • Maintaining a central point of information for the County known as the Public Safety Hub. • Creating and vetting all alert and warning messaging. 6.2.10 Emergency Alert and Warning Emergency alert and warning systems are designed to allow public safety oﬃcials to warn the public of potential or current threats or emergencies. Public alerts and warnings may be issued for events that necessitate shelter-in-place, evacuation, or other protective actions for life safety or property preservation. Snohomish County DEM will make a good faith eﬀort to contact a jurisdiction prior to any mass notiﬁcation in their boundaries. DEM or Sno911 may issue an alert without making contact if there is concern for immediate life safety. Jurisdictions can request an emergency alert be issued via the Sno911 Supervisor, Snohomish County Duty Oﬃcer (if the Snohomish County EOC is not activated), or the EOC Manager (when the Snohomish County EOC is activated). All interlocal agreement jurisdictions can use Rave Mobile Safety to support mass internal notiﬁcations of their employees or partners. These alerts will not go to the public but can be used to recall employees or volunteers. 6.2.11 Mitigation The Snohomish County Hazard Mitigation Plan (HMP) assesses 13 hazards aﬀecting the county and greater region. Mitigation action items for risk reduction are identiﬁed both at the county level and within each participating jurisdiction. Arlington has a 2020 HMP and will operate under that plan until a successor plan is completed. Snohomish County updates the HMP on a 5-year cycle, the next update is planned for 2025, with approval in 2026. City of Arlington is assisting in updating the County’s base plan in 2025 and in 2026 will work with the County in developing or updating a local annex. 6.2.12 Preparedness Preparedness activities develop operational capabilities in advance of an emergency to alleviate the impacts of disasters and protect people, property and infrastructure from threats and hazards. City of Arlington should develop, train, and exercise jurisdictional- speciﬁc disaster and emergency operations plans. These plans should be tailored to the capabilities of City of Arlington and not exceed or commit the jurisdiction to capabilities they are unable to meet. Coordination with the County provides additional support to ﬁll gaps within capabilities of City of Arlington. The City of Arlington participates in regular trainings in local utility operations, information technology, wildﬁre and general preparedness. Tabletop exercises for ﬂooding, earthquake and volcanic threats are planned for 2026. A local public emergency preparedness campaign ran throughout 2025 and an employee preparedness campaign is scheduled for 2026. City of Arlington [Date] 57 The City engages with other entities through regular meeting and planning events for: • Mount Baker/Glacier Peak Volcanic Awareness and Planning • Snohomish County Emergency Advisory Board • South Whidbey Island Fault (SWIF) 27 Exercise Planning • Hazard Mitigation planning • Continuity of Operations meetings at the County and State levels • Emergency Managers of Snohomish County meetings • Community Emergency Response Team (CERT) program The City is developing other emergency plans that support preparedness eﬀorts: • The Emergency Action Plan – will focus on protecting employees and infrastructure during emergencies, including evacuation procedures and safety protocols. An Emergency Action Plan has an anticipated completion year of 2027. • The Emergency Operations Plan – will deﬁne roles, responsibilities and communications protocols for coordinated response and recovery. An Emergency Operations Plan has an anticipated completion year of 2027. • The Continuity of Operations Plan (COOP) will establish essential services and personnel in a disaster that will minimize disruption of services and create resilience of systems across many possible hazards. The COOP has an anticipated completion year of 2026. • The Continuity of Governance (COG) will establish principles and practices that will allow the government to continue its essential operations in case of a catastrophic event. The COOP has an anticipated completion year of 2026. 6.2.13 Response Response activities take place immediately before, during and after emergencies or disasters to save lives and minimize damage to property, the environment, and the economy. Speciﬁc response roles are described in this Annex in Section 4. Organization, Roles, and Responsibilities. Continuity Of Operations (COOP) and Continuity of Governance (COG) documents are in development, but procedures to identify and maintain essential functions are established in past practices and this document. Windshield surveys are being developed to use throughout the City to align with reporting out on the Community Lifeline status in response to an event. 6.2.14 Recovery Recovery activities are pre-disaster planning activities that assist the community to eﬃciently start the recovery process. Snohomish County developed a Disaster Recovery Framework, based on the National Disaster Recovery Framework, to outline the roles that City of Arlington [Date] 58 community groups, local governments, tribes, state and federal agencies, and nonproﬁt organizations would undertake to foster local recovery. As part of its preparedness strategy, the City of Arlington is incorporating recovery-focused planning to ensure a swift and coordinated return to normal operations following a disaster. The development of the COOP and COG Plans will support early recovery by preserving essential records, identifying alternate facilities, and maintaining continuity of leadership and services. These eﬀorts align with Snohomish County’s Disaster Recovery Framework and will enable the City to work collaboratively with local organizations, businesses, and government partners to restore infrastructure, support community needs, and accelerate long-term recovery. 7. Administration, Documentation, and Resourcing 7.1 Administration During emergency operations, non-essential administrative activities may be suspended. Personnel not assigned to essential duties may be assigned to other departments to provide support services. It is the policy of City of Arlington that each department will assign personnel responsible for the documentation of disaster activities and costs. Documentation overall for the City is the responsibility of the City Clerk. 7.2 Documentation All organizations with disaster responsibilities should establish and maintain ﬁles of disaster- related directives, forms, and paperwork, including ﬁscal documentation, aligned with State records retention law. Documentation allows City of Arlington to submit reimbursements and recover costs, create historical records, apply for grants, address insurance needs, develop mitigation measures, highlight practices to continue, and identify areas for improvement. Documentation by each jurisdiction contributes to the overall ability of the County and State to request support from the Federal government. 7.2.1 Essential Files Essential ﬁles include, but are not limited to: • Sign-in sheets/staﬃng patterns • Media Releases • Situation Reports • Emergency Action Plans • Proclamations of Emergency • Requests for Assistance • Damage Observation and Assessment Reports • Financial Documentation (including receipts, payroll records, contracts, etc.) • After-Action Reports 7.3 After-Action Report City of Arlington [Date] 59 After-action reports (AAR) create a permanent historical record of the incident and are used to evaluate processes, procedures, and actions pertaining to the response and recovery of an event. AARs include information identifying the actions taken, resources expended, economic and human impacts, and lessons learned because of the disaster. AARs are essential to seeking reimbursement and can assist in supporting mitigation eﬀorts and funding. City of Arlington’s Emergency Manager, in conjunction with DEM, is responsible for soliciting input and conducting an after-action review with each department involved in the disaster. The Emergency Manager is responsible for ensuring completion of the after-action review items. AARs inform future preparedness, mitigation, planning, training, and exercise eﬀorts through narratives and improvement plans. These actions can include updating this Annex, plans, replacing resources, and augmenting personnel. 7.4 Resources Assessment Section 7.4.1 Resources It is the policy of City of Arlington that all departments prepare and maintain an updated account of its personnel, facilities, and equipment resources to be reviewed annually. Single or multiple resources may be called upon during disaster operations. The private and nonproﬁt sectors are an important part of any disaster response and recovery. Businesses and nonproﬁts including faith-based organizations (FBOs), community-based organizations (CBOs), and nongovernmental organizations (NGOs) provide valuable intelligence and resources before, during, and after a disaster. Below is a high-level overview of jurisdictional resources that can be used for emergency or disaster response purposes: Resource Category Resource Description and Capability Facilities • Airport/CED Building – meeting rooms, kitchen, restroom facilities, showers • Public Works Administration Building – meeting rooms, kitchen, restroom facilities, showers • City Hall – meeting rooms, kitchens, restrooms • Police Department – meeting rooms, restrooms, • Council Chambers – large meeting room, kitchen, restrooms • IT Building – large bays, meeting room, restroom and showers, kitchen • Maintenance and Operations Building – kitchen, restrooms, large outdoor space for staging • More detailed list of City owned facilities in Appendix D City of Arlington [Date] 60 Staﬀ • Building Oﬃcial eligibility. • Combination inspector – building structural status • Water Treatment Plant Operator III- Potable water status and treatment • Water Distribution Specialist III (2) – Status and repair assessment for water infrastructure • Wastewater Treatment Plant Operator III – Status and repair assessment for wastewater infrastructure • Wastewater Collection System Specialist III - Status and repair assessment for wastewater infrastructure • Airport Operations Manager – trained to ﬂy drone • Airport Operations Coordinator – trained to ﬂy drone • Police Reserve Oﬃcer – trained to ﬂy drone • Maintenance Technician III – ham radio operator • CDL Drivers – 23 staﬀ • GIS staﬀ (3) – mapping, analysis, windshield survey results mapping • General staﬀ – trained for windshield survey (15) Equipment The City maintains an equipment list through a program called Elements maintained in our GIS group in Public Works. A list of vehicle and other large equipment can be found in Appendix E Specialty Services Drones The City has drone support capabilities that are utilized by various departments in routine services and could be deployed for emergency services from their home location. Technologies/Platform City of Arlington maintains technologies and platforms that support services and communications between City staﬀ and the general public. Security and safety are top priorities within technology services and maintaining the City systems is key to daily and emergency support throughout. The City utilized the Microsoft Suite of products, Teams for communications both virtual and for phone systems. Finance and Payroll use the Caselle platform for budget and payroll. Public Works uses Elements for equipment. Police use Plan it for scheduling and Blue Beam for internal processes. CED uses IWorks for permitting and Laserﬁche for document storage. City of Arlington [Date] 61 7.4.2 Disaster Expenditures Emergency and disaster expenditures are not a normal item in the budgeting process of local governments. Some departments may include disaster preparedness and mitigation items in their budget already (e.g., sand for ﬂooding or deicer for winter roads). Nevertheless, disasters may occur which require a jurisdiction to spend substantial, but necessary, unanticipated obligations and expenditures. There are programs available to local jurisdictions, and their residents, to recover some of the cost associated with a disaster including Public and Individual Assistance, Small Business Administration programs, and insurance programs. To be eligible for these programs, jurisdictions and residents must maintain diligent records of expenses related to the disaster. The Finance Director or designee shall develop eﬀective administrative methods to keep and retain detailed records distinguishing disaster operational activities and expenditures and delineate them from routine or general programs, activities, and expenditures. At a minimum, cost records should include personnel time and overtime, resources used, donations, volunteer contributions, mutual aid, and contracts initiated. The Finance Director or designee shall provide documentation processes and training to all personnel involved in the disaster. 7.4.3 Post-Disaster Assistance Post-disaster assistance is ﬁnancial reimbursement provided by the State and/or Federal government for costs directly caused by a disaster or emergency. There is no guarantee of post-disaster assistance by Washington State and/or the Federal government, after a locally proclaimed emergency. If provided, post-disaster assistance is oﬀered through the following methods: Public Assistance (PA) – disaster assistance provided by the federal government and periodically the state to public entities including tribes, state, county and municipal governments, and certain nonproﬁts that provide essential public service. Individual Assistance (IA) – federal and/or state assistance to the public who sustained damage from a federally declared disaster. Individual Assistance only covers a portion of damages and is not meant to replace insurance. There is also assistance available for individuals who have become unemployed because of a disaster. Small Business Administration (SBA) – eligible businesses and nonproﬁts that are impacted by the disaster may be eligible for recovery loans from the SBA. Regardless of size, eligible businesses may apply for SBA loans for both physical damage and economic loss. SBA’s Disaster Loan Program is not exclusively for small businesses. SBA loans are also available for damage to private property owned by individuals and families not fully covered by insurance. City of Arlington [Date] 62 Other Needs Assistance (ONA) – income-dependent assistance for personal property. Some items are only eligible after individuals are denied SBA assistance (including loans); other items are not contingent on SBA denial. 8. Annex Development, Training, Exercise, and Maintenance Overall development and maintenance of this Annex is the responsibility of City of Arlington. This Annex, and any appendices, are reviewed, reevaluated, and updated once every ﬁve years by the Human Resources Director. Review and revision is conducted in collaboration with County DEM. This Annex should be updated based on lessons learned as a result of real-world emergencies or through training or exercises. Primary departments or supporting agencies will be responsible for maintenance of sections of the Annex related to their assigned function. Revision may result from or include: • New procedures, policies, or technologies. • Lessons learned from a real-world incident or exercise(s). • Feedback during training or case study review. • To accommodate new organizations or organizational structures. Training and exercises are conducted at least annually in conjunction with DEM. An exercise may be substituted for a real-world activation (planned or unplanned). All ﬁnal revisions are submitted to WA EMD for review and approval. This Annex will be made publicly available on the Snohomish County Department of Emergency Management’s website. 9. Authorities, References, and Attachments 9.1 Authorities • City of Arlington Municipal Code • City of Arlington Financial Policy • Snohomish County DEM Interlocal Agreement for Emergency Management Services • Revised Code of Washington Chapter 38.52 Emergency Management  RCW 38.52.100 Local organization and coordination of emergency managements services • Revised Code of Washington Chapter 35A.12  38.52.070 Power and Authority of the Mayor • Revised code of Washington Chapter 35.23 • WAC 118.30 • Snohomish County Code 2.36 Emergency Management • Robert T. Staﬀord Disaster Relief and Emergency Assistance Act • National Planning Framework 9.2 References • Snohomish County Comprehensive Emergency Management Plan City of Arlington [Date] 63 • Snohomish County Disaster Recovery Framework • Snohomish County Hazard Mitigation Plan • Snohomish County Debris Management Plan • Washington State Comprehensive Emergency Management Plan 9.3 Attachments • Appendix A – City Infrastructure Appendix A - City Infrastructure Information As of 2023, the Washington State Oﬃce of Financial Management (OFM) estimated the City of Arlington’s population at 21,740 – about 2.5% of Snohomish County’s total population. This represents a growth of 22% since 2010 and nine percent since 2020 (20% and four percent for the same periods, countywide). The City’s age distribution is similar to that of the County. According to the American Community Survey (ACS), Arlington’s median age is 37, compared to age 39 countywide. Arlington has a population consisting of roughly 25% children (population under age 18), while the County has 22% children. 13% of Arlington’s population is age 65 and over while 15% of the County’s population is over the age of 65. The County has slightly more residents ranging from age 18 to 34, with 22% of the total population, compared to the City’s 21% age 18 to 34. The City’s residential population is slightly less racially diverse than that of the County. While 72% of Arlington is white and non-Hispanic, that number is 63% in Snohomish County. About 15% of Arlington residents are Hispanic or Latino and about 10% are of two or more races. Water Water supply to the City of Arlington is provided by: one treatment plant that receives water from two groundwater wells within the Haller Wellﬁeld, which are under the direct inﬂuence of surface water; a groundwater well within the Airport Wellﬁeld; and wholesale water purchased from the Snohomish County PUD No. 1 (PUD). Water storage is provided by two reservoirs that have a total capacity of 4.0 million gallons (MG). In addition, the City’s water system has four primary pressure zones with nine pressure reducing valves, one booster pump station and approximately 114.1 miles of water mains. The City’s water utility is staﬀed by nine treatment and distribution staﬀ serving under the Utilities Manager. In 2024, the City provided service to more than 5,900 customer connections, or about 9,200 equivalent residential units (ERUs), within the City’s retail water service area (WSA), which extends beyond the City limits as deﬁned in the North Snohomish County Coordinated Water System Plan (updated 2024). The City limits comprise an area of approximately 9.7 square miles, whereas the existing retail WSA is approximately 25.3 square miles. The 2023 population within the City limits was 21,740, while water service was provided to approximately 18,739 people throughout the WSA. Total water production for residential, commercial, and industrial uses was 634.724 MG, or an overall demand of 93 gallons per person served. At one time much of the water distribution system in the downtown area and near the airport consisted of asbestos cement water mains that were was constructed from the 1950s through City of Arlington [Date] 64 the 1970s. The typical life expectancy of the older AC water mains is generally 50 years. However, corrosion within water mains has been greatly reduced through the development of cement mortar lined ductile iron pipe, which has a life expectancy in excess of 75 years. A large portion of these older water mains have been replaced within the last 30-40 years. The City is implementing its plan to replace the remaining 2.7 miles of older AC water mains within the next 5 years. Sewer Arlington owns and operates its sewer utility under a National Pollutant Discharge Elimination System (NPDES) Permit. It is managed by the Wastewater Department under the City’s Public Works’ Utilities Division. The City’s wastewater utility consists of 10 treatment and collections staﬀ serving under the Utilities Manager. The sewer utility service area includes the city limits and UGA with the exception of a portion of the Smokey Point neighborhood that is served by the City of Marysville. The total sewer service area is approximately 9.59 square miles with a population of approximately 16,159. In 2024, there are 4,652 residential customer connections and 487 connections serving commercial, industrial, and institutional customers. The City’s sewer system is comprised of a 4.0 MGD Water Reclamation Facility (WRF) that is currently permitted to treat 2.67 MGD. Membrane ﬁltration, biological nutrient removal, and ultraviolet disinfection processes produce eﬄuent of Class A or B reclaimed water quality. Collections staﬀ maintain 2,034 manholes, 71.5 miles of gravity collection mains, and 15 pump stations which feed 8.75 miles of pressurized force mains. Biosolids are oﬀ-hauled and land applied in Eastern Washington. Most of the City is served by sewer. Some existing older homes throughout the city (mainly areas within the Smokey Point Subarea and West Bluﬀ Subarea) are still connected to septic. These homes have sewer readily available with extensions and are required to connect to sewer when the septic tank fails or when redevelopment of the property is proposed. Within the city limits there are two areas where sewer service is only available with major extensions and improvements. These areas include the neighborhood of Boyden and the East Hill Subarea. The property owners within the Boyden tracts are required to extend and provide sewer prior to allowing for higher density development. The property owners within the East Hill Subarea are required to provide a subarea plan meeting and required to extend and provide sewer prior to development. The City’s current expansion plans do include capacity for the future connection of the East Hill Subarea properties when a subarea plan is developed by private developers. Stormwater The City of Arlington owns and operates its stormwater Utility to maintain the City’s stormwater drainage system, protect its water resources and assure full implementation of the City’s NPDES Phase II stormwater permit, as issued by the Department of Ecology. The Stormwater Utility has two full time technical stormwater staﬀ who report to the Utilities Manager. Supporting services are provided by Maintenance and Operations Department (street sweeping and shared maintenance of storm infrastructure) and the Wastewater Department (maintenance of storm infrastructure). The Stormwater Utility has prepared, and the City of Arlington has adopted, a Comprehensive Stormwater Plan (SCP) which is incorporated into this Plan by reference. The City of Arlington sits within two surface water basins, the Stillaguamish River basin to the north and the Snohomish River basin to the south. Stormwater collected in the City’s drainage structures is either discharged to surface waters or inﬁltrated into the ground. Stormwater infrastructure includes: 83.7 miles of City streets; 4,563 catch basins and stormwater manholes; 52.9 miles of stormwater conveyance pipes; 18.9 miles of ditches and swales; 3.0 City of Arlington [Date] 65 miles of culverts; 206 detention basins; more than 34 rain gardens and bioswales; 71 outfalls to surface waters, and three stormwater wetlands. The inventory of these features is included in the SCP and also incorporated in the City’s GIS asset management database. Airport The Arlington Municipal Airport is part of the National Plan of Integrated Systems (NPIAS), as well as of the transportation infrastructure serving the City of Arlington, Snohomish County, and the northern portion of the Seattle-Tacoma Metropolitan Area. The Airport is located north of the Seattle-Tacoma Metropolitan Area, approximately three miles southwest of the Arlington Old Town Business District, approximately one-third of a mile from the Highway Commercial District, and twelve miles north of the City of Everett. It is owned and operated by the City of Arlington and is contained within the corporate boundaries of the City. The airport is 1,200 acres and includes industrial, commercial, and public land uses, in addition to the aviation operations. The majority of the existing general aviation facilities are located along the east side of Runway 16/34, between 59th Avenue NE and Taxiway “A”. This part of the airport is developed with aircraft storage facilities, including over 400 T-hangars and apron area to accommodate over eighty tiedown spaces. The City of Arlington owns 108 of the existing T-hangars. There is also a Fixed Base Operator (FBO), and several maintenance, and individually owned aircraft storage hangars throughout this area. Additional general aviation facilities are developed along the southwest side of Runway 11/29. These facilities include tie-down apron space for aircrafts and complexes of several new business-related aircraft storage hangars. The existing ultra-light hangar complex is in the northwest quadrant of the airport and has storage for approximately 62 aircraft. There are approximately 600 aircraft based at the airport (including 12 helicopters, 20 gliders, and 23 ultralights). The airport’s hangar occupancy rate is 100 percent currently. There is signiﬁcant demand for the additional aircraft storage facilities (approximately 40 aircraft owners are on ﬁle requesting space). The Airport is home to one of the largest “Fly-Ins” in the Northwest -- The Arlington Fly-In. The Airport has suﬃcient area to accommodate both aviation and non-aviation development in the Cascade Industrial Center which includes the airport. There are over 200 businesses on airport property that lease land and/or facilities from the City. Approximately 25% of these businesses involve aviation or aviation-related uses associated with the airport the remaining businesses are non-aviation. Electricity The City of Arlington is served by the Snohomish County Public Utilities District No. 1 (PUD). One PUD- owned generating resource is the Arlington Microgrid Solar Array located east of the Arlington Municipal Airport. This facility “is a demonstration testbed for several interconnected distributed energy technologies that are constructed to be self-sustaining if disconnected from the electrical grid at large”. This new local PUD oﬃce will serve northern Snohomish County and act as a staging area for recovery in the event of a large-scale disruption. PUD has partnered with 3rd Party Provider to install and operate a Battery Energy Storage System (BESS) within the Cascade Industrial Center, east of the Arlington Municipal Airport, at the PUD Arlington Campus. The BESS facility is proposed to be constructed in 2025/2026. Puget Sound Energy (PSE) owns and maintains a transmission corridor in the City of Arlington that transports electricity across the City. This corridor, which extends in a north-south direction on the east side of Arlington, contains two transmissions lines: the “Beverly – Beaver Lake” 115 kV line and the City of Arlington [Date] 66 “Sedro Woolley – SCL Bothell” 230 kV line. These transmission lines serve the energy needs of areas to the north and south of Snohomish County. Under certain conditions, PSE's transmission line could support the local distribution grid by providing emergency back up to Snohomish PUD's system City of Arlington [Date] 67 • Appendix B – Emergency Declaration Template – Flood Appendix B – Emergency Declaration Template Flooding City of Arlington Declaration Flood Emergency – Template WHEREAS, the City of Arlington has been subjected to a climatic conditions favorable to ﬂooding and wind damage; and WHEREAS the Stillaguamish River at SR 530 is currently at XX feet and is predicted to rise to XX feet by Time Day, Date,, which is expected to be in the active ﬂood stage, WHEREAS, damages have occurred to the City of Arlington roads and infrastructure, utilities, private roads, homes, businesses and farmland due to rising river levels and urban ﬂooding; and WHEREAS, there is an emergency present which necessitates activation of the City of Arlington Comprehensive Emergency Management Plan and utilization of emergency powers granted pursuant to RCW 38.52; NOW THEREFORE, I, Don Vanney, Mayor of the City of Arlington, as a result of the aforementioned situation and under RCW 38.52.020 (1)(b) and RCW 36.40.180 do hereby proclaim that a State of Emergency exists in the City of Arlington and direct the supporting plans and procedures to the City of Arlington Comprehensive Emergency Management Plan to be implemented. Designated departments are authorized under RCW 38.52.070(2) and Snohomish County Code (SCC) 3.04.200 to enter into contract and incur obligations necessary to combat such an emergency and to protect the health and safety of persons and property and provide emergency assistance to the victims of such disaster. Each designated department is authorized to exercise the powers vested in this resolution in light of the demands of an extreme emergency situation without regard to time consuming procedures and formalities prescribed by law (excepting mandatory constitutional requirements). DATED this ____th day of ___________20 _________ MAYOR OF CITY OF ARLINGTON, WASHINGTON ______________________________________________ Don E. Vanney City of Arlington [Date] 68 Appendix C – Emergency Declaration Template City -Wide Snow Emergency WHEREAS, the City has received an unusually large amount of snow fall within a XX day period WHEREAS, there is an emergency present which necessitates activation of the City of Arlington Comprehensive Emergency Management Plan and Emergency Operations Plan and utilization of emergency powers grants pursuant to RCW 39.52; WHEREAS, the City recognizes the need for additional assistance and resources, NOW THEREFORE, I, Don E. Vanney as a result of these unprecedented snow storms do hereby proclaim that a State of Emergency exists within the City of Arlington. Designated departments are authorized to under RCW 38.52.070 (2) to enter into contracts and incur obligations necessary to combat such an emergency. Each designated department is authorized to exercise the powers vested in this resolution in light of the demands of an extreme emergency situation without regard to time consuming procedures and formalities prescribed by law (excepting mandatory constitutional requirements). DATED this XX th day of XXXXXX, 20__ ____________________________________________ Don E. Vanney, Mayor, City of Arlington City of Arlington [Date] 69 Appendix D – Facility List City of Arlington [Date] 70 City of Arlington [Date] 71 City of Arlington [Date] 72 City of Arlington [Date] 73 Appendix E – Equipment List City of Arlington [Date] 74 City of Arlington [Date] 75 City of Arlington [Date] 76 City of Arlington [Date] 77 City of Arlington [Date] 78 City of Arlington [Date] 79 City of Arlington [Date] 80 City of Arlington [Date] 81 City of Arlington [Date] 82 10. Terms and Deﬁnitions Abbreviation Term Deﬁnition AAR After-Action Review A methodology for assessing performance, identifying challenges, and seeking improvements in the aftermath of a disaster. CEMP Comprehensive Emergency Management Plan or disaster that covers roles, responsibilities, resources, . CERT Community Emergency Response Team CIC Cascade Industrial Center CISA Cybersecurity & Infrastructure Security COOP Continuity of Operations Plan Plan for departments and agencies to continue their critical governmental functions in the event of natural or human-caused disaster. COP disaster or emergency. EAS Emergency Alert System local, and tribal authorities the ability to deliver EEI Information Qualitative and quantitative data needed to develop situational awareness for decision-making. Snohomish EOC Emergency Operation A location from which organizations and leaders of a jurisdiction coordinate information and resources to EOP FEMA Federal Emergency Management Agency Federal agency that coordinates response to a disaster when local and state resources are overwhelmed. HAZMAT Hazardous Materials Substance or material that has the capability of posing HIRA Risk Assessment Risk assessment process that identiﬁes hazards, assess their impacts, and provides countermeasure HMP Plan to minimize loss of life and property through minimizing the impact of disasters. ICP Incident Command Post incident. City of Arlington [Date] 83 IPAWS National system for local alerting through EAS, WEA, and JIC Joint Information Center A central location either physical, virtual, or hybrid, where public information oﬃcers operate the Joint . MAC Group - Group MOU Memorandum of Understanding An agreement between two parties responsibilities to each other. May or may not be legally binding. NIMS Management System A federal guide for all levels of government, nongovernmental organizations, and the private sector to work together to prevent, protect against, mitigate, respond to and recover from incidents. NWR Automated 24- which broadcast weather information from nearby PSAP Public Safety Answering Point Call center for public emergency calls for service for SBA Small Business Administration In the aftermath of ,ﬀers loans for homeowners, renters, and businesses in a federally declared disaster. SCDEM Snohomish County Department of Emergency Management County department responsible for working in all ﬁve phases of emergency management and supporting integrated 911 service to enhance resilience in WA EMD Responsible for operating the State of Washington’s EOC WEA WebEOC Operations Center Platform Software designed to bring real time crisis information management to the Washington State Emergency Operations Center (EOC) as well as to other local, state, and federal EOCs. City of Arlington [Date] 84 11. Record of Revision and Exercises RECORD OF UPDATES No. Date Changes Completed By RECORD OF EXERCISES No. Date Exercise Name/Type Overview Completed By City of Arlington [Date] 85 12. Record of Distribution Copy No. Date Oﬃce/ Department and Title RESOLUTION NO. 2026- XXX A RESOLUTION ADOPTING THE CITY OF ARLINGTON COMPREHENSIVE EMERGENCY MANAGEMENT PLAN ANNEX TO THE SNOHOMISH COUNTY COMPREHENSIVE EMERGENCY MANAGEMENT PLAN WHEREAS, all people and property within City of Arlington are at risk to a wide range of natural, technological, and human-caused hazards, and WHEREAS, the Revised Code of Washington and the Washington Administrative Code require a Comprehensive Emergency Management Plan be in place to address local emergency operations; and WHEREAS, when an incident occurs; local response agencies will use the National Incident Management System (NIMS) to plan, train, exercise and respond in a coordinated manner to protect people and natural resources; and to minimize property damage within the community; and WHEREAS, this Annex to the Snohomish County Comprehensive Emergency Management Plan (CEMP) coordinates the response of emergency personnel and supporting services of all City of Arlington agencies in the event of an emergency or disaster and during the aftermath thereof; and WHEREAS, named organizations have the responsibility to prepare and maintain standard operating procedures and commit to the training and exercises required to support this Annex and the Snohomish County Comprehensive Emergency Management Plan; NOW, THEREFORE, we the undersigned, by virtue of the power and authority vested in us by the laws of this State do hereby adopt the City of Arlington Annex to the Snohomish County Comprehensive Emergency Management Plan, dated _______________. This Annex can be put into action by the undersigned. Approved by the City Council of the City of Arlington this 3rd day of August, 2026. CITY OF ARLINGTON ___________________________ Don Vanney, Mayor ATTEST: ______________________________ Raelynn Jones, City Clerk APPROVED AS TO FORM: ________________________ Oskar Rey, City Attorney City of Arlington Council Agenda Bill WS # 2 Attachment COUNCIL MEETING DATE: July 27, 2026 SUBJECT: Ordinance Approving New AMC Chapter 6.12 Mobile Food Units ATTACHMENTS: Ordinance DEPARTMENT OF ORIGIN Community & Economic Development; Amy Rusko, Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: BUDGETED AMOUNT: N/A LEGAL REVIEW: DESCRIPTION: mobile food vending within the City of Arlington. The provisions of this chapter are in addition to the requirements of AMC Section 20.44.080, which apply to some mobile food units. HISTORY: temperature-control capabilities required to safely store, prepare, and handle food for sale to the public. Existing enforcement tools available to the Snohomish County Health Department and the City of Arlington are insufficient, standing alone, to deter or promptly address the continued operation of unpermitted food vendors within the city, necessitating additional local regulatory measures to ensure compliance with food-safety requirements and prevent the spread of foodborne illnesses. ALTERNATIVES: move to approve the ordinance adopting AMC Chapter 6.12 and authorize the Mayor to sign the ordinance.” {OER4918-6267-0270;1/13217.000001/} ORDINANCE NO. 2026-XXX AN ORDINANCE OF THE CITY OF ARLINGTON, WASHINGTON RELATING TO MOBILE FOOD UNITS WHEREAS, permitted and licensed food vendors are required to obtain food-service permits, receive education regarding safe food handling, storage, and preparation, and are subject to routine inspections to ensure compliance with applicable health and safety standards; and WHEREAS, the Snohomish County Health Department is authorized to inspect and respond to unpermitted food vendors but has limited enforcement capability with respect to ongoing operations within the City of Arlington; and WHEREAS, unpermitted food vendors operate without the required permits or inspections and therefore without verification that they possess the necessary power, potable water, sanitation, cleaning facilities, and temperature-control capabilities required to safely store, prepare, and handle food for sale to the public; and WHEREAS, the operation of unpermitted food vendors undermines compliance with established food-safety and licensing requirements, creates unfair competition for properly permitted vendors, diminishes incentives to adhere to rigorous health standards, and poses a risk to public health and safety; and WHEREAS, existing enforcement tools available to the Snohomish County Health Department and the City of Arlington are insufficient, standing alone, to deter or promptly address the continued operation of unpermitted food vendors within the City, necessitating additional local regulatory measures to ensure compliance with food-safety requirements and prevent the spread of foodborne illnesses; and WHEREAS, the regulation of mobile food units and unpermitted food vending activity within the City is consistent with, and intended to complement, applicable state and local public health laws, regulations, and food-safety codes, including those governing food service permitting, inspection, and sanitation standards; and WHEREAS, the City of Arlington has the authority and responsibility to provide for the punishment of all practices dangerous to public health or safety, and to make necessary for the preservation of public health, peace, and good order, and to provide for the punishment of all persons charged with violating any city ordinance. NOW, THEREFORE, the City Council of the City of Arlington does hereby ordain as follows: Section 1. A new Chapter 6.12, “Mobile Food Units,” is added to the Arlington Municipal Code as follows: {OER4918-6267-0270;1/13217.000001/} 6.12.010 Purpose The purpose of this chapter is to establish regulations and criminal penalties for unlawful mobile food vending within the City of Arlington. The provisions of this chapter are in addition to the requirements of Arlington Municipal Code Section 20.44.080, which may apply to some mobile food units. 6.12.020 Definitions (1) "Employer" means the individual, corporation, company, association, society, firm, partnership, joint stock company, or the authorized agent(s) of these entities that is legally responsible for the operation of the Mobile Food Vendor such as the owner, the owner's agent, or other person. (2) “Law enforcement officer” means any general authority, limited authority, or specially commissioned Washington peace officer as those terms are defined in RCW 10.93.020, as now or hereafter amended. (3) “Lemonade Stand” means a temporary, informal retail operation, operated by a minor, that sells lemonade or similar beverages and/or prepackaged snacks from a small, non-permanent structure or table for a limited duration of time. A Lemonade Stand is not operated as a commercial enterprise for profit and is primarily educational or recreational in purpose. (4) “Mobile Food Vending Unit” and “MFVU” means the non-permanent structure used by a Mobile Food Vendor. (5) “Mobile Food Vendor” is a readily movable food establishment that prepares, packages, serves, dispenses, and/or vends prepared food directly to the general public or otherwise provides food for human consumption for profit from a non-permanent structure, including but not limited to food stands, carts, booths, tents, and kiosks. (6) "Responsible Operator" means the individual present at a Mobile Food Vending Unit who is responsible for the operation as a Mobile Food Vendor. (7) “Site Location” means a physical location, either public property or private property, from which a Mobile Food Vendor sells prepared food to the general public. 6.12.030 Requirements and Restrictions (1) Licensing Requirements a. A Mobile Food Vendor must obtain: i. A current and valid city business license issued to the Responsible Operator or their Employer pursuant to AMC Chapter 5.28; ii. A mobile food vendor must obtain an ACUP pursuant to AMC 20.44.080; iii. A current and valid mobile food unit or other applicable food permit issued by the Snohomish County Health Department to the Responsible Operator or their Employer, which shall be displayed at all times in a prominent location on the MFVU while operational as a Mobile Food Vendor. {OER4918-6267-0270;1/13217.000001/} (2) Operational restrictions a. No Mobile Food Vendor may: i. Operate between the hours of 10:00 p.m. and 7:00 a.m., Monday through Sunday, except as permitted under a current and valid city-issued permit; ii. Operate in violation of any provision of the International Fire Code as adopted by AMC Chapter 15.10; or iii. Fail to restore the Site Location occupied by the Mobile Food Vendor to the original or better condition upon removal of the MFVU; (3) Location restrictions: a. No Mobile Food Vendor may: i. Operate within bus stops, loading zone, or a parking space, in violation of AMC Section 10.54.050; ii. Operate within a parking place reserved for persons with physical disabilities that is identified as such according to RCW 46.61.581; iii. Operate within five feet of an alley in violation of AMC Section 10.54.050; iv. Operate within five feet of a driveway approach in violation of AMC Section 10.54.050; v. Operate within fifteen feet of a fire hydrant, fire lane, or fire zone, in violation of AMC Section 10.54.050; vi. Operate in any location that inhibits the operation, maintenance, visibility, or functionality of any utilities or street fixtures, as determined by city personnel responsible for the maintenance and safety of such utilities or fixtures; or vii. Operate on any public street or sidewalk, except as permitted under a current and valid city-issued permit. 6.12.040 Exemptions This chapter shall not apply to the following: (1) Any federal, state, or local government agency; (2) Lemonade Stands, as defined in this Chapter. (3) Nonprofit organizations, including but not limited to public, religious, civil, charitable, benevolent, nonprofit, cultural or youth organizations; (4) Any persons regularly selling or delivering food products door-to-door to established customers (see Arlington Municipal Code Chapter 5.04 for peddler and solicitor regulations); or (5) Vendors operating at a farmers’ or public market or other city-sponsored or approved activity under the provisions of a city-issued Special Event permit. {OER4918-6267-0270;1/13217.000001/} 6.12.050 Penalty (1) A violation of this chapter by a Responsible Operator is a Class 1 civil infraction pursuant to Chapter 7.80 RCW and punishable by a fine of $250. Any additional violations within a one-year period shall be a misdemeanor punishable in accordance with AMC Section 1.04.010. (2) An Employer is guilty of a misdemeanor punishable in accordance with AMC Section 1.04.010 if he or she complicit in a violation of this chapter, pursuant to RCW 9A.08.020. Any additional violations within a one-year period shall be a gross misdemeanor punishable in accordance with AMC Section 1.04.010. 6.12.060 Enforcement (1) The Arlington Police Department shall have the authority to enforce the provisions of this chapter, except as otherwise authorized herein. This authority does not supersede or preclude enforcement by other state or local authorities. (2) The city’s fire marshal or designee shall have the authority to enforce the provisions of AMC Chapter 15.10 against any Responsible Operator or Employer. (3) Any person requested to identify themselves to a law enforcement officer or fire marshal or designee pursuant to an investigation of a violation of this chapter has a duty to identify themselves and give their current address. (4) For the purpose of enforcing the provisions of this chapter, a Law Enforcement Officer who has reasonable grounds to believe a person observed by the officer is violating the provisions of this chapter may detain such person for a reasonable period of time necessary to identify the person and check the status of the permits required by AMC 6.12.030. Section 2. The City Clerk and the codifiers of this Ordinance are authorized to make necessary corrections to this Ordinance including, but not limited to, the correction of scrivener’s/clerical errors, references, ordinance numbering, section/subsection numbers, and any internal references. Section 3. It is expressly the purpose of this Ordinance to provide for and promote the health, safety and welfare of the general public and not to create or otherwise establish or designate any particular class or group of persons who will or should be especially protected or benefited by the terms of this Ordinance. It is the specific intent of this Ordinance that no provision or any term used in this Ordinance is intended to impose any duty whatsoever upon the City or any of its officers or employees. Nothing contained in this Ordinance is intended nor shall be construed to create or form the basis of any liability on the part of the City, or its officers, employees or agents, for any injury or damage resulting from any action or inaction on the part of the City related in any manner to the enforcement of this Ordinance by its officers, employees or agents. Section 4. Severability. Should any section, paragraph, sentence, clause or phrase of this ordinance, or its application to any person or circumstance, be declared unconstitutional or otherwise invalid for any reason, or should any portion of this ordinance be pre-empted by state or federal law or regulation, such decision or pre-emption shall not affect the validity of the remaining portions of this ordinance or its application to other persons or circumstances. {OER4918-6267-0270;1/13217.000001/} Section 5. Effective Date. The title of this ordinance, which summarizes the contents, shall be published in the official newspaper of the City. This ordinance shall take effect and be in full force five (5) days after the date of publication as provided by law. PASSED by the City Council of the City of Arlington and APPROVED by the Mayor this ___ day of _________, 2026. CITY OF ARLINGTON Don E. Vanney, Mayor ATTEST: Raelynn Jones, City Clerk APPROVED AS TO FORM: Oskar Rey, City Attorney City of Arlington Council Agenda Bill WS # 3 Attachment COUNCIL MEETING DATE: July 27, 2026 SUBJECT: Community and Economic Development Quarterly Report ATTACHMENTS: Second Quarter Report DEPARTMENT OF ORIGIN Community & Economic Development; Amy Rusko, Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: BUDGETED AMOUNT: N/A LEGAL REVIEW: DESCRIPTION: through June. HISTORY: that Council may have. ALTERNATIVES: Page 1 of 6 • Allen Townhomes – 36-unit residential townhome unit lot subdivision project located east of the 172nd Street and State Route 9 intersection. • Amber Grove – 84-lot residential townhome preliminary unit subdivision project located at southeast of the 197th Place NE and 74th Avenue NE intersection. • Arlington Center – Floodplain violation and code enforcement action north of the Weller building in Island Crossing. • Ashford Place – 103-unit multi-family mixed-use project located southeast of the 166th Street and Smokey Point Boulevard intersection. • Atonement Church – Replacement of existing gravel parking lot areas with asphalt, curb, gutter, drainage, and utility infrastructure located at 6905 172nd Street. • Crash Champions – Exterior and interior modi�ications to existing building located at 6021 199th Street NE. • Coast Headquarters – Two Construction Of�ice/Warehouse Buildings located at 6103 180th Street. • Haller Triplex Townhomes – 6-lot townhouse unit lot subdivision located at 106 Haller Street. • Harmony at Arlington – 61-lot townhouse unit lot subdivision located northwest of the 204th Street and State Route 9 intersection. • Highland Fields Townhomes – 17-unit residential townhome unit lot subdivision project located along Highland Drive. • Holman Recovery Center – 26,845 square foot Health Care Facility located at 4230 Airport Boulevard. • Ironwood Place – 102-unit multi-family mixed-use project located northeast of the 67th Avenue and Woodlands Way intersection. • Jaspen’s Inc. – 41,000 square foot Manufacturing/Of�ice Building located at 19516 Arlington Valley Road. • Jensen 4 – 4-lot townhouse unit lot subdivision located at the Jensen Farm Lane and Anna Lane intersection. • Jensen Park Improvements – Restroom, parking lot, landscaping, and pump tract located at Jensen Park. • Kazen Property – Fill and grade permit located northwest of the 27th Avenue and SR530 intersection. • King Short Plat – 3-lot short plat with 1 single-family lot and 2 duplex lots located at 4405 188th Street. • Lindsay Project 1 – Grading permit to clear the site located along the south side of 172nd Street between 79th Avenue and 83rd Avenue. • MATA – Building renovation to convert to aviation training classrooms located at 18722 59th Avenue. • Northsound Logistics – 186,873 square foot warehouse building located southwest of the 51st Avenue NE and Longhouse Trail Lane intersection between The Outpost and Emerald Springs RV Park. Community & Economic Development 2026 – 2nd Quarter Report – Amy Rusko, Director Active Development Projects Under Construction Page 2 of 6 • Pilot Flying J EV Chargers – Installation of four Level 3 fast electric vehicle charging stations located at 2430 SR 530 NE. • Portage Creek Village – 17 multi-family units located at 20922 81st Drive. • RNW Distribution – 15,748 square foot warehouse building located at 7304 197th Place • Smartcap Arlington Air North – Building 3 – distribution/warehouse building located northwest of the 174th Street and Airport Boulevard intersection. • Snohomish County Arlington Operations Center – Redevelopment of current site with new administrative building located at 19700 67th Avenue NE. • Snohomish County PUD Battery Energy Storage System – New BESS facility located east of the existing clean energy campus at 17623 63rd Avenue NE. • Snohomish County PUD Transmission Line – Consolidation of existing distribution poles and installation of a new transmission line from existing substation at the north end of 63rd Avenue to the new Crosswinds substation at the North County PUD property. • Stillaguamish Townhomes – 7-lot residential townhouse preliminary unit lot subdivision located southeast of the Tveit Road and Stillaguamish Avenue intersection. • Taco Bell – 2,240 square foot restaurant located at 7805 204th Street. • Tacos Tecalitlan – 4,453 square foot restaurant with 754 square feet of covered outdoor dining located at 16620 51st Avenue. • Temperate Habits Brewery – Construction of a new 10,488 square foot brewing and tasting room located on Arlington Valley Road. • Thunderbird Hangar – 11,250 square foot aircraft hangar located at 18210 59th Drive. • Visconsi Medical Building – 3-story 30,000 square foot medical of�ice building located at 906 E Medical Center Drive. • Walmart Expansion and EV Charger (public and employee) – Proposed 4,640 square foot building expansion/remodel to accommodate outdoor grocery pickup and installation of EV charging infrastructure located at 4010 172nd Street. Page 3 of 6 • Arlington Garden Apartments – Civil Permit Review • Arlington Marriott StudioRes Hotel – Waiting for Civil Permit Submittal • Cuz Concrete Batch Plant – Land Use Permit Review • East Hill Subarea Plan – Subarea Plan and Planned Action Ordinance Review • Knights Landing Townhomes – Land Use Permit Review • Lindsay Project 1 – Civil Permit Review • McDonalds Restaurant – Land Use Permit Review • Pioneer Point – Land Use Permit Review – Project On Hold • Portage Townhomes – Land Use Permit Review • Project Cascade – Land Use Permit Review • Reece Construction Debris Sorting Facility – Waiting for Civil Permit Submittal • Rivertown Townhomes – Civil Permit Review • Quail Ridge Re-Plat of Tract 999 – Land Use Permit Review • Smokey Point Industrial – Land Use and Civil Permit Review – Project On Hold • Smokey Point Ridge – Civil Permit Review • The District (Zahradnik Property) – Civil Permit Review • The District Lot 1 – Civil Permit Review • The Outpost Phase III/IV for Buildings 7 and 8 – Civil Permit • Redlined Industrial Park Building 2 – Proposed development of a new 59,435 square foot industrial building located adjacent to the existing Redlined Industrial Building 1. The building will accommodate a combination of manufacturing and warehouse uses. The site is currently undeveloped and will be improved as part of this proposal. • Graber Townhomes – Proposed construction of 31 townhomes on 2.24 acres in the Commercial Corridor zone located at the southwest corner of the 193rd Street and Smokey Point Boulevard intersection. • Titan Duplexes – Proposed construction of 32 duplex units via unit lot subdivision on 2.87 acres located at 18529 35th Avenue. General Information Meetings – April to June Current Land Use and/or Civil Permits Under Review Page 4 of 6 Applied Building Permits – April to June Page 5 of 6 Page 6 of 6 • Code Compliance Of�icer Layoff to support budget shortfalls and to re-align workload. • Permit Scanning and Laser�iche Update: Continue to work on scanning and uploading documents. • Went back to iWorQ Permitting Software and cancelled Civic Plus. All permitting will come through the iWorQ Portal. Over the next few months, we will be integrating updated features offered by iWorQ. • Still researching permitting / �inance software to have the same system do both for integration and ef�iciency. • None at this time. • City Council Meeting Items: o July 27th and August 3rd:  Mobile Food Vendors Ordinance o October 12th and 19th:  AMC Chapter 20.08 – De�initions  AMC Chapter 20.28 – Enforcement and Review  AMC Chapter 20.56 – Streets and Sidewalks o November 9th and 16th:  AMC Chapter 20.118 – CIC Subarea Development Standards  Arlington Municipal Airport – 59th Avenue Rezone • 2027 Annual Docket is Open and will Close on Monday, August 31, 2026. This will be advertised in the newspaper and on the city’s website. New Programs Staff Updates Current Contracts/Grants/Agreements Upcoming Items City of Arlington Council Agenda Bill WS #4 Attachment July 27, 2026 Public Works Quarterly Report & Update Public Works Quarterly Report & Update Public Works; Jim Kelly, Public Works Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: N/A BUDGETED AMOUNT: N/A LEGAL REVIEW: DESCRIPTION: Public Works Quarterly Report and Project Update Review of current personnel, regulatory, maintenance and project issues affecting Public Works Transportation, Utilities, Cemetery, Engineering, GIS and Administration departments for the second quarter of 2026 and start of third quarter 2026. To maximize time and efficiency, please read the attached report and bring questions to the Council Workshop. ALTERNATIVES: None. Workshop presentation, review and discussion only. Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 1 of 7 This summary report will update you on projects and issues at the forefront of our workload. Further project detail is provided for your review on subsequent pages. 2026 Staffing Updates Status Budgeted 2026 Senior Engineer – Gary Tang started June 15th and departed July 17th. Currently readvertising for Sr. Engineer position. Pending Yes City Engineer – David Lervik was hired, started in June 2026. Complete Yes WTPO Position – Ivan Garcia has been hired, started mid-July. Complete Yes PW Inspector – Interview scheduled for PW Inspector position. Pending Yes Stormwater Seasonal, Utilities Seasonal – Applications are under review. Pending No 2026 Utility Projects - Current Status Projects in Construction 1. Kubota Program for MBR – Complete, operational, and program bugs worked out. 2. MBR Blower Installation – Installation of two turbo blowers is complete and operational. 3. WTP New PLC & SCADA Update – The PLC and the new SCADA program, System Platform, are installed and training has started on July 13th, it is anticipated that training will take two weeks (complete by end of July). 4. 640 Booster Pump – The project as contracted is complete. Additional work is needed in the potable water delivery piping to increase flows from 1,100 GPM to 1,600 GPM. 5. Haller South Wellfield Basket Strainer - Well #3 at the Haller wellfield is the City’s oldest operating potable water well and the well screen is starting to develop large holes that allow gravel and small rocks to enter into the pumping system. This material flows up to the plant where the rocks and gravel damage instrumentation at the water treatment plant (flow monitors, valves, actuators, etc.). Staff coordinated with the Dept of Health and installed a basket strainer on the raw water line leaving Haller wellfield which seemed to fix the issue. 6. 67th Ave Sewer Main Upsizing, Phase 1 – Project starting on July 27th, completion is scheduled for Oct 25th; the project was originally scheduled to start July 20th but there was a delay in manufacturing time of SS manholes. This project entails replacing the existing 12” and 15” sewer main in 67th Ave from 204th St to Woodlands Way, due to the length of this project, it will be constructed in two phases. Phase 1 will extend a 24” diameter sewer main from 204th St to the BNSF railroad crossing, this sewer main will be installed in the 67th Ave north bound lane. Phase 2 will extend the 24” diameter sewer main beneath the BNSF railroad and then to Woodlands Way. 67th Ave is a major N- S travel corridor for east Arlington, approximately 10,000 vehicles travel this road daily. To complete the Phase 1 work, north bound 67th Ave traffic will be detoured onto 191st St/Arlington Valley Road; the 67th Ave south bound lane will remain open. Please see attached project traffic control plans. 7. 2026 Utility Iron Raising – Project currently under construction, contractor is completing this work during the course of the summer. Two manholes scheduled for iron raising are located in the intersection of SR-9 and 204th St. Staff is coordinating with WSDOT for a ROW permit; a Uniformed Police Officer (UPO) will be on site to control traffic through the intersection during work. Please see attached map for 2026 utility iron raising locations. Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 2 of 7 Projects in Construction (cont’d.) 8. Haller North Wellfield – Procurement for property for the Haller North wellfield, located on the north side of the Stillaguamish River, has be completed; the escrow closed and deed recorded. City staff Is developing a work plan for the demolition of the current on-site, uninhabitable, residential house, to backfill and permanently close a shallow potable well that served the house, and to secure the remaining outbuildings on the parcel. 9. Stillaguamish River Riparian Restoration – This is a joint project between the City of Arlington and the Snohomish Conservation District (SCD). The SCD obtained a grant for this project that will remove dead and invasive species in the Stillaguamish riparian zone that borders the Stormwater Wetland Park. Tree planting will start this winter. Utility Projects out for Bid/Pending Bid 1. LS-11 Bid Package – Proposals were received and evaluated, Rainer Pumps and USEMCO scored the highest and has been selected as the preferred premanufactured lift station provider. City staff is finalizing LS-11 design component to develop a cost for contracting. 2. Prairie Creek & BNSF Bridge – The City received an invoice from BNSF, but the invoice date was past the grant period of performance; staff is working with Washington State DEM for resolution. Utility Projects in Design 1. WTP Expansion – City engineers are working with AWC Water Solutions, the filter train manufacturers, on the premanufacturing submittal package. This work reviews and approves all of the equipment that will be included with the filters (pumps, valves, actuators, blowers, VFD’s, etc.). As the AWC filter train submittal review process is nearing completion, City engineers will begin working with BHC Engineers, the WTP Expansion design firm, and making sure the filter trains are accurately integrated into the WTP Expansion design package. Once this is complete, it will be on to the Department of Health for final review and then ready for bidding. 2. Haller South Wellfield Improvements – A Remote Input/Output (RIO) panel was designed for the Haller South Wellfield and it is currently being manufactured, delivery date is July 31, 2026. The RIO panel will allow enhanced communication at the Haller South Wellfield so that the three well pumps can be operated by VFD’s based on water treatment plant demand. Sufficient capacity has been included in the RIO panel to allow for connection to Well #4 when it is up and operational. 3. Lift Station 11 Improvements – There are currently 2 contracts ongoing for this project, one is for LS-11 site work and the other is for LS11 premanufactured sanitary sewer lift station. The site work Is being completed by RH2, it will consist of making the current site ready to receive the new premanufactured lift station and also coordinating continuation of operations when the new installation is installed. The other contractor, USEMCO, is working with City staff to design a lift station that meets the expected growth in Island Crossing along with all security and emergency power needs for continued operations during emergencies. It is expected that the premanufactured lift station design will be completed in October, and a product will be delivered in late January 2027. 4. Biosolids Compost Facility Repurposing - Public works staff are engaged with Carletti & Associates architects to redesign a portion of the north and south buildings into office spaces. The north building will be for the Arlington Police impoundment building; the south building will be expanded for Sewer Collections office space. 100% design package was received on July 17th. Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 3 of 7 Misc Utility Items 1. Haller North – Procurement of this property is moving forward; purchase and sale agreement was fully executed on April 21st. Project funding has interest from Senator Cantwell’s office ($1M) and Representative DelBene’s office ($1M); the balance will come from FEMA BRIC (Building Resilient Infrastructure and Communities) grant. 2026 Transportation/Other Projects - Current Status Budget Category Status Projects in Construction 1. Jensen Pump Track – Project is under construction with grand opening scheduled for July 29th. 2. 74th Ave Trail – The street and pedestrian lights are arriving the week of July 27th, they will be installed by mid- August and the project will complete. Ziply fiber cut across the new trail in two locations, staff is working to make sure the patches are complete and not noticeable. 3. Broadway/Division Rehabilitation – Project is complete. Staff are working with the contractor to resolve the final change order for project quantity over-runs and under-runs. 4. 188th & Smokey Point Blvd Roundabout – Project is paved and concrete is poured, landscaping is on-going. Grand opening scheduled for July 31st. Transportation Projects out for Bid 1. There are no transportation projects currently out for bid. Transportation/Other Projects in Design 1. Smokey Point Blvd Corridor – Project moving forward, focusing on completion of all intersection phases from 60% to 100%; however, a design phase change order from consultant is forthcoming. 2. 180th St Roundabout – Project 100% drawings have been submitted for review by WSDOT. The ROW acquisition phase progressing with one parcel moving through via condemnation. Due to ROW delays, we are targeting to get this project out to bid in August. 3. SR-530 & SPB Roundabout – We have almost all of the comments in on the 90% design package; remaining comments are coming from WSDOT and from the City on water/sewer utility modifications to meet the Island Crossing development plans. 4. 174th St Roundabout – Design is at 60%, CN obligation is June 2028. We will look at completing final design and possibly advance Construction (CN) funding to 2027 pending staff workload. 5. 169th St Connector – Due to high groundwater, we are reevaluating project costs to see if there is sufficient funding. We might look at phasing this construction. 6. 180th St Connector – Design is moving forward to 90%. Recent issues with Williams Northwest Pipeline regarding the project crossing their gas line. 7. SR-531 Widening – The SR-531 Widening project is scheduled for bid on Sep 14, 2026. Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 4 of 7 Public Works Grant Update and Status Active Grants/Low Interest Public Loans 1. Public Works Trust Fund Loan ($10,000,000 CN) – We submitted our first draw on this loan; the first draw was submitted early which further lowered loan interest rate by an additional 0.1%. 2. Drinking Water SRF Loan ($2,200,000 CN) – Loan agreement expected to be finalized in September, will start drawing on loan funds during construction. 3. DAHP Cemetery Grant ($35,000 CN) – All tasks complete, closing out this grant. 4. FEMA / Prairie Creek (1,345,000 PE & CN) Period of Performance (POP) has passed, grant cycle is now closed. 5. NHS Grant Broadway/Division ($785,334) – Grant fully billed out/closed; project CN is complete. Coordinating final change order for extra material and quantities. 6. CDS 169th St Connector ($3,4600,000PE, ROW & CN) – The City rebalanced this project and it is now on the state TIP. Staff is reevaluating project costs based on high groundwater. 7. PSRC Smokey Point Blvd Corridor Design ($959,000 PE) – This project design has a target completion in 2027, grant is fully billed out, remaining expenditures are local funds. 8. PSRC 188th Roundabout ($2,485,000 CN) – Project is still active, grant is being billed for project construction costs. 9. PSRC 180th Roundabout ($44,566,000 CN) – Expenditure of grant is pending start of construction in 2026. 10. PSRC 174th Roundabout ($2,967,500 CN) - Expenditure of grant is pending start of construction in 2028. 11. PSRC 74th St Trail ($565,000 CN) – Grant to be fully billed out August, minor work remaining in construction phase. 12. PSRC 180th St Connector (PE) – Project in process and being billed against grant. 13. SR-531 Widening Project ($39,300,000) – WSDOT project, funded through Connecting WA Program. 14. Coordinated Prevention Grant ($30,000) – Grant has been awarded for years 2025-2027, billing against grant with City’s Waste Management Education & Outreach consultant (Blue Marble). 15. Ecology Stormwater Capacity Grant ($130,000) – Grant contract signed, City is billing against this grant. 16. SnoCo Pump Track Grant ($100,000) - Grant contract signed, City is billing against this grant. 17. Snohomish PUD Energy Efficiency Rebate ($188,000) – Public Works received an energy efficiency rebate for the energy savings that will be realized from the two magnetic bearing turbo blowers being installed at the Water Reclamation Facility. Grants Applied for/Pending Notice 1. 180th St Connector Construction – Grant funding for this project is currently on the PSRC Regional contingency list. 2. 180th and 67th Ave RAB - Grant funding application submitted through Congresswoman DelBene’s office. 3. 640 Reservoir - Grant funding application submitted through Congresswoman DelBene’s office. 4. Island Crossing Water Main - Grant funding application submitted through Congresswoman DelBene’s office. 5. Haller North project – Grant funding application submitted through the offices of Congresswoman DelBene and Senator Cantwell. Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 5 of 7 6. SR-531 Widening Phase 3 – The SR-531 Widening project was funded by the connecting Washington program in the amount of $39.3 million and planned to widen SR-531 from 43rd Ave. to 67th Ave. Unfortunately, funding ran out and widening was limited to 43rd Ave. to 59th Ave; Phase three will widen SR531 from 59th Ave. to 67th Ave. The City is preparing plans to solicit Washington state legislature to fund the completion of this project. 7. Division-Burke-Broadway – In exchange for Arlington’s support while seeking legislative funding for the SR-9 bridge project, WSDOT agreed to install intersection controls at SR-9 & SR-530 and at SR-530 & Burke Ave. The City is preparing plans to solicit Washington state legislature to fund the construction of roundabouts at these two intersections. Detail and Update on Operations and GIS Enterprise Activities 1. Cemetery Operations – As follows: - The cemetery received an additional grounds worker, Bill Cochinella. - Over the past year, the interment of cremated remains outpaced traditional interments; this change is consistent with cemetery operations across the nation. City staff will work with the Cemetery Board to make sure there are sufficient cremated remains interment options for the future (10-year planning). - The columbarium pavilion design, including foundations for six columbariums, has been completed and it will go to ad on the Small Works Roster on July 28th. 2. Water Reclamation & Sewer Collections – As follows: - One of the pumps at Lift Station 15 (LS-15) failed. It is under warranty and was returned to the manufacturer – repairs are on going. - Lift Station 9 (LS-9) volutes arrived and were installed, this project is now complete. We have now finished rebuilds to LS-13, LS-05, LS-07 and LS-09. - Lift Station 06 has received new check valves and volutes, installation is scheduled for August. - Pretreatment team continues to work hard at implementing City’s Pretreatment Program. One coffee company has an undersized grease interceptor and violates discharge on FOG, staff is working with the company to correct this problem. - The City of Arlington participated in a Capstone program through the University of Washington where Master students modeled a continuous phosphorous monitoring program with optimized alum injection point at the Water Reclamation Facility. They presented their finding to Public Works and at the Western Washington Short School. Staff is looking to install the recommendations in the 2027-2028 biennium. - The Sewer Department has two seasonals helping out for six months, the seasonals, along with one other FTE Sewer Collections worker are dedicated to cleaning Arlington’s sanitary sewers. GIS updated the asset management mapping so that detailed tracking of task orders and pipes cleaned for the 2026 season can be maintained. Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 6 of 7 3. Water Treatment & Water Distribution – As follows: - New WTPO-1 Ivan Garcia started July 16th, the WTP is now fully staffed. - The clearwell pump was repaired and is waiting for a plant slowdown to install the pump. - The Chlorine generator had all parent cells replaced and put back in service, this was a major overhaul on the chlorine system - City staff submitted a complete Source Water Approval application for new Well #4 to the Department of Health (DOH) in February. Due to retirements and delays in backfilling vacancies, DOH is very under-staffed and it takes a long time for approval. A recent conversation with DOH indicated that we should see approval in August. 4. Storm Activities – As follows: - The Stormwater Department hired a seasonal worker for the summer, however he only stayed for three weeks. Staff are currently interviewing new seasonal worker for the Stormwater Department. - Stormwater staff has been outreaching to residents of Sky Blue Estates to assist them with maintenance of their stormwater pond. An introductory onsite meeting was held at the stormwater pond with approximately 20 residents, a follow-up meeting to develop an action plan is scheduled for August 23rd & 25th in the Stillaguamish conference room at the Public Works Admin building. - City staff have applied for and received a Hydraulic Permit to perform maintenance dredging at several creeks/streams in Arlington. Work is being coordinated for with M&O An HPA application has been submitted to Washington Dept of Fish & Wildlife. - Stormwater staff is gearing up for the annual stormwater inlet cleaning. Due to many inlets being on highly traveled roads, much of this work is night-time work. 5. GIS Activities: - Worked with Novotx on troubleshooting some issues in Elements - Fixed assets list (equipment) is still under review by Steering Committee - Created 12, 24 and 36 month cleaning schedules for sewer pipes - Katie participated in mock jury trial for AI at the AP Computer Science class at Arlington High School April 20th. The students did an excellent job researching AI and presenting their cases. - Ecology, along with USGS, WA DNR and WFW departments are building a new lidar-based hydrography dataset for the State. Arlington participated in the pilot project on the Stillaguamish Watershed (2024). For the Snohomish Watershed (2026), Liliana and Mike took control points with the Topcon and Abe loaded those into Ecology’s online QA/QC viewer. Liliana and Mike found two culverts that did not exist and added headwaters in Gleneagle that Abe added to the data. Kudos to Mike, Abe and Liliana for their teamwork and getting the work done (we only had a week!). Public Works Utilities, Transportation, Cemetery, Engineering & GIS Quarterly Update July 27, 2026 PW Quarterly Report Q2-2026 Page 7 of 7 - Katie is assisting WAGISA ( WA State GIS Association) with the May state GIS Conference and is participating in two panels – ‘GIS Career, How to Map It’ and ‘GIS vs IT or GIS with IT?’ - 5. GIS Activities (cont’d.): - Katie is preparing a 4 part (15 minutes each) presentations for Council on GIS and asset management to be presented as time allows. - Liliana is preparing a set of data for EOC Population Island for Shawn to use during EOC events. - Even though IT added more resources to the GIS server, we have over 20 years of GIS data stored. In the middle of April the server was filling up so GIS staff started a deep clean. We are bow below 78% full. 6. Web Usage Reports Monitor Dashboard of GIS Server and Portal (last 30 days) BNSF Prairie CreekBridge Project Smokey Point Blvd& 188th Roundabout 67th Ave Sewer MainImprovements2027 Utility andPavementPreservation SR 530 &Smokey Point BlvdRoundabout Smokey Point Blvd& 180th Roundabout Lift Station 11Rehabilitation Water Treatment PlanExpansion Haller NorthWellfield Smokey Point Blvd& 174th Roundabout Burn RdRehabilitation SR 531 Trail67th Ave to SR 9 SR 531 Widening(WSDOT) !"`$ ?| ?Ó ?Ô OLYMPIC PL E 3RD ST TVEIT RD E HIGHLAND DR 59 T H A V E N E 188TH ST NE 43 R D A V E N E BURNRD 168TH ST NE 47 T H A V E N E 63 R D A V E N E 172ND STNE EAGLEFIELD DR 67 T H A V E N E 59TH AVE NE ARLINGTON HEIGHTSRD 228TH ST NE LAKEWOOD RD HWY 531 AIRP O R T B L V D MC E L R O Y R D PIONEER HWY E JORDANRD lhb 4/15/2026 ROAD CLOSED Only Northbound Closed 204TH ST NE 64TH DR NE 65THDR NE 72 N D A V E N E 67 T H A V E N E 197TH ST NE 68THDRNE CEMETERY RD 201ST ST NE 190TH PLNE 192ND PL NE 71 S T A V E N E 74 T H A V E N E 191ST PL NE SR 9 ARLINGTONVALLEYROAD lhb 6/25/2026 67th Ave Sewer Upgrade Phase 1A Northbound Detour Route Legend Detour Route Road Closure Arlington Cemetery ROAD CLOSED BUSINESS ACCESS ALLOWED 67 T H A V E N E 200TH PL NE 204THPLNE 199TH ST NE 188TH PL NE 192ND ST NE 195THST NE 68THDRNE 71STDRNE 201ST ST NE 66 T H A V E N E 71 S T A V E N E 190THPL NE 74TH AVE NE 62 N D D R N E 191ST PL NE 62 N D A V E N E CEMETERY RD 197TH ST NE 188TH ST NE 204TH ST NE ARLINGTONVALLEYROAD 63 R D A V E N E lhb 6/25/2026 67th Ave Sewer Upgrade Phase 1B Detour Route Legend Detour Route Road Closure Arlington Cemetery 14' x 4' x 5' asphalt patch MH-153 MH-195 MH-308 MH-1160 MH-152 MH-1744 MH-309 MH-407 MH-190 wValve-1782 wValve-2604 wValve-2605 wValve-3456 wValve-3578 wValve-513b CB-497 CB-956 CB-4156 CB-4168 MONT-68 MONT-70 This data is provided ‘as is’ without warranty of any kind. The entire risk as to the results and performance of the data is assumed by you. Should the data prove defective, you assume the entire cost of all necessary servicing, repair, or correction. These data and corresponding attributes are not to be used for design purposes. Further, the City of Arlington does not warrant, guarantee, or make any representations regarding the use of, or results from the use of the data in terms of correctness, accuracy, reliability, currentness, or otherwise; and you rely on the data and results solely at your own risk. There are known gaps and inaccuracies in the current data set and the provided information should be considered a draft and in-progress work. Washington State Law, Ch. 42.56 RCW, prohibits state and local agencies from providing access to lists of individuals intended for use for commercial purposes and thus, no commercial use may be made of any Data comprising lists of individuals contained herein. Waterbodies provided by WADNR Parcels Provided by Snohomish County Assessors IronRaisingLayouts All 2026 File: Cartographer: akc Date: 4/20/2026 Scale: Iron Raising Severity 3 (2026) City of Arlington DRAFT 0 4,000 8,0002,000 Feet 1 " = 3,435 Feet Index Map 2 Map 1 Map 3 Monuments Storm Structures Water Valves Wastewater Manholes Structure ID#Type Road Class Notes MH-407 MH Arterial Map 2 MH-1160 MH Arterial Map 2 MH-308 MH Arterial Map 2 MH-309 MH Arterial Map 2 MH-1744 MH Collector Map 1 MH-195 MH Collector Map 1 MH-152 MH Collector Map 1 MH-153 MH Collector Map 1 MH-190 MH Collector Map 1 wValve-2605 wValve Residential Map 3 wValve-2604 wValve Residential Map 3 wValve-3456 wValve Collector Map 3 wValve-3578 wValve Residential Map 3 wValve-1782 wValve Collector Map 2 wValve-513b wValve Arterial Map 1 Asphalt Patch Residential Map 1 CB-4156 Catch Basin Arterial Map 2 CB-4159 Catch Basin Arterial Map 2 CB-497 Catch Basin Arterial Map 2 CB-4168 Catch Basin Arterial Map 2 CB-956 Catch Basin Arterial Map 2 MONT-68 Monument Residential Map 3 MONT-70 Monument Residential Map 2 Utility Iron Adjustment Service - No: PW-U25.008 4 5 t h D r N E 1 88t h S t NE 18 8th S t NE A u t o P a r k i n g 176th Pl NE 178th P l NE 4 3 r d A ve N E 174th Pl NE 175t h Pl NE AirportBlvd Weston High S c hool Sm o k e y P o i n t 195th St NE 5 9 t h A v e N E 6 2 n d A v e N E 4 7 t h A v e N E 6 3 r d A v e N E 1 9 2 nd S t N E Skate Par k Ev an s Fiel d S ta t i o n 4 7 F o o d B a n k C a m p e r P a r k i n g 5 9 t h D r N E 18 0t h S t NE 5 9 t h A v e N E AirportBlvd Qua k e P ark C ity of Ar l ing ton A irpo rt M I C C o m p o s t F a c i l i t y 14' x 4' x 5' asphalt patch MH-153 MH-195 MH-152 MH-1744 MH-190 wValve-513b This data is provided ‘as is’ without warranty of any kind. The entire risk as to the results and performance of the data is assumed by you. Should the data prove defective, you assume the entire cost of all necessary servicing, repair, or correction. These data and corresponding attributes are not to be used for design purposes. Further, the City of Arlington does not warrant, guarantee, or make any representations regarding the use of, or results from the use of the data in terms of correctness, accuracy, reliability, currentness, or otherwise; and you rely on the data and results solely at your own risk. There are known gaps and inaccuracies in the current data set and the provided information should be considered a draft and in-progress work. Washington State Law, Ch. 42.56 RCW, prohibits state and local agencies from providing access to lists of individuals intended for use for commercial purposes and thus, no commercial use may be made of any Data comprising lists of individuals contained herein. Waterbodies provided by WADNR Parcels Provided by Snohomish County Assessors IronRaisingLayouts All 2026-1 File: Cartographer: akc Date: 4/20/2026 Scale: Iron Raising Severity 3 (2026) City of Arlington 0 1,000 2,000500 Feet 1 " = 765 Feet Map 1 Monuments Storm Structures Water Valves Wastewater Manholes DRAFT Structure ID#Type Road Class Notes MH-407 MH Arterial Map 2 MH-1160 MH Arterial Map 2 MH-308 MH Arterial Map 2 MH-309 MH Arterial Map 2 MH-1744 MH Collector Map 1 MH-195 MH Collector Map 1 MH-152 MH Collector Map 1 MH-153 MH Collector Map 1 MH-190 MH Collector Map 1 wValve-2605 wValve Residential Map 3 wValve-2604 wValve Residential Map 3 wValve-3456 wValve Collector Map 3 wValve-3578 wValve Residential Map 3 wValve-1782 wValve Collector Map 2 wValve-513b wValve Arterial Map 1 Asphalt Patch Residential Map 1 CB-4156 Catch Basin Arterial Map 2 CB-4159 Catch Basin Arterial Map 2 CB-497 Catch Basin Arterial Map 2 CB-4168 Catch Basin Arterial Map 2 CB-956 Catch Basin Arterial Map 2 MONT-68 Monument Residential Map 3 MONT-70 Monument Residential Map 2 Utility Iron Adjustment Service - No: PW-U25.008 9 9 530 9 Olympic Pl NEHaz el St 2 0 4th S t NE W J e n s e n S t S M acLe od Ave 67thAveNE Haz e l S t Stat e Route 9 NE S ta t i o n 4 6 C h a m b e r o f C o m m e r c e A r l i n g t o n 74t h Ave NE StateRoute9NE S i l l s S l o u g h E 5th St Terrac e Par k Pre s idents E leme ntar y Pos t Middle S c hool Portage Creek T v e i t R dTveitRd Tveit Rd S Fre nc h Av e E 1st S t E 2nd St P ortage S t 207th S t NE E H i gh l a n d D r BurnRd Com munity Garden K ent P r airi e Elementary S chool Haller Middle S chool Eagle Cr eek El em entary School C ascade V alley Hospital E l e c tr i c a l S u b s t a t i o n S o u t h F o r k K e n t P r a i r i e O l d T o w n R e s i d e n t i a l E a s t H i l l BurnRd 97th Ave NE MH-308 MH-1160 MH-309 MH-407 wValve-1782 CB-497 CB-956 CB-4156 CB-4159 CB-4168 MONT-70 This data is provided ‘as is’ without warranty of any kind. The entire risk as to the results and performance of the data is assumed by you. Should the data prove defective, you assume the entire cost of all necessary servicing, repair, or correction. These data and corresponding attributes are not to be used for design purposes. Further, the City of Arlington does not warrant, guarantee, or make any representations regarding the use of, or results from the use of the data in terms of correctness, accuracy, reliability, currentness, or otherwise; and you rely on the data and results solely at your own risk. There are known gaps and inaccuracies in the current data set and the provided information should be considered a draft and in-progress work. Washington State Law, Ch. 42.56 RCW, prohibits state and local agencies from providing access to lists of individuals intended for use for commercial purposes and thus, no commercial use may be made of any Data comprising lists of individuals contained herein. Waterbodies provided by WADNR Parcels Provided by Snohomish County Assessors IronRaisingLayouts All 2026-2 File: Cartographer: akc Date: 4/20/2026 Scale: Iron Raising Severity 3 (2026) City of Arlington 0 1,000 2,000500 Feet 1 " = 765 Feet Map 2 Monuments Storm Structures Water Valves Wastewater Manholes DRAFT Structure ID#Type Road Class Notes MH-407 MH Arterial Map 2 MH-1160 MH Arterial Map 2 MH-308 MH Arterial Map 2 MH-309 MH Arterial Map 2 MH-1744 MH Collector Map 1 MH-195 MH Collector Map 1 MH-152 MH Collector Map 1 MH-153 MH Collector Map 1 MH-190 MH Collector Map 1 wValve-2605 wValve Residential Map 3 wValve-2604 wValve Residential Map 3 wValve-3456 wValve Collector Map 3 wValve-3578 wValve Residential Map 3 wValve-1782 wValve Collector Map 2 wValve-513b wValve Arterial Map 1 Asphalt Patch Residential Map 1 CB-4156 Catch Basin Arterial Map 2 CB-4159 Catch Basin Arterial Map 2 CB-497 Catch Basin Arterial Map 2 CB-4168 Catch Basin Arterial Map 2 CB-956 Catch Basin Arterial Map 2 MONT-68 Monument Residential Map 3 MONT-70 Monument Residential Map 2 Utility Iron Adjustment Service - No: PW-U25.008 StateRoute9NE A r l i n g t o n T e r r a c e E Country Club Dr 7 9 t h Ave NE 89t h Ave NE OldBurnRd 9 5t h Ave N E 95 t h A v e N E 196t h S t N E KnollDr BurnRdStateRoute9NE C r o w n R I d g e PortageCreek 1 86t h S t N E 1 8 2nd S t N E 89th Ave N E 8 9t h Av e N E EaglefieldDr 178t h Pl NE 79th Dr NE 80t h Dr NE Gr eywallsDr Champions Dr 85 th Ave NE 91st Ave NE State Route 9 NE 172nd S t N E A r lin gton Hi gh Sc hool P ionee r El em enta ry School 9 9 1 st A v e N E H i l l t o p SouthForkStillaguamishRiver 106thAveNE Tveit Rd 19 0 t h S t NE 200t h St N E 103rd A ve NE 97th Ave NE 1 0 7 t h A ve NE BurnRd River M eadows Co un ty P ark M c E l r o y R d 186 t h St N E 18 4 t h St NE 1 0 7 t h A v e N E BurnRd Olson Lake 168thStNE 172nd S t N E 169 th Pl NE SouthForkStillaguamishRiver JordanRd 106thAveNE 114th DrNE 114thDrNE 172nd StNE 127thAveNE123rd AveNE 125thAveNE Burn Rd Service Rd 169thStNE wValve-2604 wValve-2605 wValve-3456 wValve-3578 MONT-68 This data is provided ‘as is’ without warranty of any kind. The entire risk as to the results and performance of the data is assumed by you. Should the data prove defective, you assume the entire cost of all necessary servicing, repair, or correction. These data and corresponding attributes are not to be used for design purposes. Further, the City of Arlington does not warrant, guarantee, or make any representations regarding the use of, or results from the use of the data in terms of correctness, accuracy, reliability, currentness, or otherwise; and you rely on the data and results solely at your own risk. There are known gaps and inaccuracies in the current data set and the provided information should be considered a draft and in-progress work. Washington State Law, Ch. 42.56 RCW, prohibits state and local agencies from providing access to lists of individuals intended for use for commercial purposes and thus, no commercial use may be made of any Data comprising lists of individuals contained herein. Waterbodies provided by WADNR Parcels Provided by Snohomish County Assessors IronRaisingLayouts All 2026-3 File: Cartographer: akc Date: 4/20/2026 Scale: Iron Raising Severity 3 (2026) City of Arlington 0 1,000 2,000500 Feet 1 " = 1,195 Feet Map 3 Monuments Storm Structures Water Valves Wastewater Manholes DRAFT Structure ID#Type Road Class Notes MH-407 MH Arterial Map 2 MH-1160 MH Arterial Map 2 MH-308 MH Arterial Map 2 MH-309 MH Arterial Map 2 MH-1744 MH Collector Map 1 MH-195 MH Collector Map 1 MH-152 MH Collector Map 1 MH-153 MH Collector Map 1 MH-190 MH Collector Map 1 wValve-2605 wValve Residential Map 3 wValve-2604 wValve Residential Map 3 wValve-3456 wValve Collector Map 3 wValve-3578 wValve Residential Map 3 wValve-1782 wValve Collector Map 2 wValve-513b wValve Arterial Map 1 Asphalt Patch Residential Map 1 CB-4156 Catch Basin Arterial Map 2 CB-4159 Catch Basin Arterial Map 2 CB-497 Catch Basin Arterial Map 2 CB-4168 Catch Basin Arterial Map 2 CB-956 Catch Basin Arterial Map 2 MONT-68 Monument Residential Map 3 MONT-70 Monument Residential Map 2 Utility Iron Adjustment Service - No: PW-U25.008 City of Arlington WS #5 Attachment July 27, 2026 June 2026 Financial Report Narrative General Fund Operating Statement Revenue Charts Other Fund Operating Statements Finance Department; Shelby Burke, Finance Director EXPENDITURES REQUESTED: 0 BUDGET CATEGORY: BUDGETED AMOUNT: N/A LEGAL REVIEW: DESCRIPTION: ALTERNATIVES: June 2026 Financial Report – Shelby Burke, Finance Director 1 Sales Tax Revenue: Represents 27% of the General Funds budgeted revenues. Sales Tax Revenue Trends (YTD through June) 2026: A 9% increase over 2025. 2025: A 4% increase over 2024. 2024: A 17% decline over 2023. 2023: A 21% decline over 2022. The chart below presents total sales tax revenues from January to June across recent years: The three largest sources of sales tax revenue are retail, services, and construction. Below is a summary of their current performance: • Retail o Represents 45% of June’s total sales tax revenue. o Experiencing an 8% increase from 2025 for June. • Services o Accounts for 23% of June’s total. - 1,000,000.00 2,000,000.00 3,000,000.00 4,000,000.00 5,000,000.00 6,000,000.00 2021 2022 2023 2024 2025 2026 Total Sales Tax Revenue (Jan-Jun) 2 o Demonstrates consistent growth, experiencing a 15% increase from 2025 for June. • Construction o Contributes 15% of June’s total. o Shows a 17% increase compared to June 2025. Year‑to‑date through June, revenues reflect a 9% percent increase compared to 2025; however, this falls short of the budgeted growth target of 12 percent. As a result, we are not meeting our projected revenue levels for the General Fund’s largest revenue source. Although the Retail, Services, and Construction sectors are exhibiting month-over-month growth for June compared to 2025, performance still falls short of the ambitious 12 percent growth target established in 2024. These targets were developed under the assumption that sales tax revenue would expand more robustly during the 2025–2026 budget period, which has not materialized. Additionally, the increase in construction‑related sales tax is not sustainable and is restricted to one‑time uses. Therefore, this growth does not materially support the General Fund’s ability to cover ongoing operating expenses, which continue to rise significantly. Utility Tax Revenue: Utility Tax accounts for approximately 13% of the General Fund’s budgeted revenues. The utility tax is assessed on providers operating within the City, including water, sewer, natural gas, solid waste/garbage, cable television, telephone, and electricity (such as the Public Utility District for electricity sales). Revenues are received monthly and fluctuate based on customer usage. In June, the City collected $303,000, representing a 13 percent decline compared to May and a 3 percent decrease compared to the same period in 2025. The year-over-year decrease may be attributable to warmer-than-usual winter weather, which likely reduced utility consumption. Natural gas, cable television, and telephone revenues are currently trending below last year’s levels. Month-to-month variability in this revenue source is expected, and we still anticipate meeting the budgeted amount by year-end. To date, we have collected just over 50 3 percent of the annual budget, which aligns with expectations at the halfway point of the year. Other General Fund Revenues: Gambling tax revenue for the first half of 2026 is consistent with the levels reported during the same period in 2025. However, this alignment is primarily due to bringing several businesses current on past-due payments. A reconciliation was completed to ensure accuracy, and staff have been working with multiple businesses to correct reporting issues. We have begun receiving some of these outstanding payments and will continue working with remaining businesses throughout the year. Overall gambling activity remains below prior-year levels, but the collection of past-due amounts has brought total revenue in line with last year’s performance for the first half of 2026. Licenses and non–building permit revenues have declined by 6 percent compared to the first half of 2025. Occupational licenses, dog licenses, and franchise fees from cable providers within city limits are all down from prior-year levels. In contrast, gun permits and business licenses are experiencing increases compared to 2025. General Fund Ending Fund Balance to Date: The charts below represents the revenues and expenses in the general fund for the first quarter and second quarter of 2025 and 2026. 4,200,000 4,400,000 4,600,000 4,800,000 5,000,000 5,200,000 5,400,000 5,600,000 5,800,000 Total Revenue Total Expenses General Fund 1st Quarter Revenues and Expenses 2025 2026 4 In the first quarter of 2026, both revenues and expenditures were lower than in 2025; however, expenditures exceeded revenues, which would have required the use of fund balance to offset the shortfall if we were at year end. In the second quarter, revenues and expenditures increased compared to 2025, and revenues are now exceeding expenditures—an improvement in the overall financial trajectory. Because certain major revenues, such as property taxes, are received only twice per year and others on a quarterly basis, it remains important to manage cash flow carefully and reserve these revenues to cover future expenses until the next disbursements occur. Many General Fund revenues continue to trend below both budget targets and the projections in the Ten-Year Financial Plan. As a result, continued monitoring of the ending fund balance is essential to ensure expenditures remain aligned with available resources. While some reductions have already been made and necessary cost-cutting measures implemented, additional adjustments may still be required to maintain an adequate fund balance and avoid drawing it down to unsustainable levels in years when expenses exceed revenues. The Ten-Year Financial Plan anticipated fund balance reductions during this period, driven by expenditures outpacing revenues annually unless corrective actions were taken. The plan projects that expenditure growth will continue to exceed revenue growth over time and identifies the need for revenue enhancements or further expenditure reductions between 2027 and 2030 to ensure long-term financial stability. - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 Total Revenue Total Expenses General Fund 2nd Quarter Revenues and Expenses 2025 2026 5 Investment interest revenue across all funds increased by 12 percent through June compared to 2025. Interest rates were already elevated last year, enabling us to exceed budget targets for this revenue source in 2025. The continued growth in 2026 reflects strong performance of our investment portfolio and is generating additional revenue beyond projections. Our final COVID-era bond, which had lower yields, recently matured and was reinvested, bringing our current average portfolio yield to approximately 3.92 percent. Streets Fund: Motor Vehicle Fuel Tax (MVFT) revenue, which supports street maintenance and the Street Fund, increased by 12 percent for the first six months of 2026 compared to the same period in 2025. This growth reflects rate increases implemented under Washington State Senate Bill 5801, effective July 1, 2025, and July 1, 2026. Airport Fund: - 100,000.00 200,000.00 300,000.00 400,000.00 500,000.00 600,000.00 700,000.00 800,000.00 2019 2020 2021 2022 2023 2024 2025 2026 Interest Earned (All Funds) -YTD 6 Airport rental income for the first six months of 2026 is up 16 percent compared to the same period in 2025. Lodging Tax Fund: The City collects a 2 percent tax on lodging stays, and the revenue generated supports tourism-related activities in and around the community. Lodging tax revenue for the first half of 2026 increased by 3 percent compared to the same period in 2025. This growth will help sustain the annual Lodging Tax grant program awarded to eligible applicants. REET I and II: These funds are used to collect real estate excise tax on property sales and can be used for capital projects within the City, maintenance and debt service. Real Estate Excise Tax (REET) revenue has increased by 2 percent in the first half of 2026 compared to the same period in 2025. This represents a notable improvement following the significant decline in 2025, when revenues fell by approximately 16 percent from 2024 levels. - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 1 Airport Rental Income 2021 2022 2023 2024 2025 2026 7 Water/Sewer/Storm Funds: Utility revenues remain stable, with water, sewer, and storm revenues each increasing by approximately 4 percent compared to the first half of 2025. These increases are driven by higher customer usage and the annual CPI-based rate adjustments. $- $50,000.00 $100,000.00 $150,000.00 $200,000.00 $250,000.00 $300,000.00 $350,000.00 $400,000.00 $450,000.00 $500,000.00 2021 2022 2023 2024 2025 2026 REET I YTD $- $50,000.00 $100,000.00 $150,000.00 $200,000.00 $250,000.00 $300,000.00 $350,000.00 $400,000.00 $450,000.00 $500,000.00 2021 2022 2023 2024 2025 2026 REET II YTD 8 • The City’s 2025 federal, financial statement, and accountability audits (all will be audited with the WA State Auditor’s Office) will be starting mid-August. • Two employees retired and one long-term employee departed in June and July. • One of these vacant positions — the Procurement and Contracts Analyst — has been filled. Recruitment efforts are underway to fill the remaining two Finance Technician positions, which include the Billing Lead and Front Desk roles. AUDIT STATUS UPDATE FINANCE DEPARTMENT UPDATES GENERAL FUND OPERATING STATEMENT JUNE YTD % OF YTD % OF 2026 2026 ANNUAL 2025 2025 TOTAL ACTUAL BUDGET BUDGET ACTUAL BUDGET ACTUAL REVENUE SOURCES TAXES: -PROPERTY 2,945,429$ 5,214,703$ 56.48% 2,687,774$ 5,019,207$ 53.55% -SALES - 1% City 3,902,222$ 8,510,606$ 45.85% 3,567,350$ 8,105,339$ 44.01% -SALES - 0.1% SnoCo Crim Just. 283,661$ 555,269$ 51.09% 270,191$ 533,913$ 50.61% -AFFORDABLE HOUSING - SHB 1406 10,052$ 45,000$ 22.34% 14,050$ 45,000$ 31.22% -UTILITY 2,121,013$ 4,059,048$ 52.25% 2,194,656$ 3,866,217$ 56.76% -LEASEHOLD EXCISE 106,672$ 175,298$ 60.85% 112,544$ 166,950$ 67.41% -GAMBLING 114,368$ 206,300$ 55.44% 114,300$ 200,300$ 57.06% LICENSES & PERMITS 168,853$ 381,707$ 44.24% 179,539$ 375,207$ 47.85% INTERGOV REVENUE 472,817$ 763,139$ 61.96% 658,500$ 832,186$ 79.13% MOBILE INTEGRATED HEALTH GRANT -$ -$ #DIV/0! 175,000$ 287,500$ 60.87% CHARGES FOR SERVICES 1,074,724$ 1,985,428$ 54.13% 1,044,872$ 1,904,020$ 54.88% FINES & FORFEITURES 22,087$ 131,800$ 16.76% 56,265$ 131,800$ 42.69% MISC REVENUE 227,979$ 574,142$ 39.71% 209,843$ 568,111$ 36.94% OTHER FIN SOURCES/TRANSFERS 591,213$ 1,917,970$ 30.82% 712,082$ 1,694,000$ 42.04% TOTAL REVENUES 12,041,090 24,520,410 49.11% 11,996,966 23,729,750 50.56% BEGINNING FUND BALANCE 6,951,826$ 6,165,717$ 6,655,471$ 6,800,000$ TOTAL REVENUES + BEG FUND BAL. 18,992,917 30,686,127 18,652,436 30,529,750 EXPENDITURES LEGISLATIVE 161,257$ 360,892$ 44.68% 162,768$ 336,831$ 48.32% EXECUTIVE 850,042$ 2,133,381$ 39.84% 967,292$ 2,073,513$ 46.65% FINANCE 885,034$ 2,112,926$ 41.89% 850,359$ 1,768,907$ 48.07% LEGAL 55,567$ 150,000$ 37.04% 32,027$ 150,000$ 21.35% PERSONNEL 76,585$ 233,200$ 32.84% 66,487$ 233,200$ 28.51% INFORMATION TECHNOLOGY 480,887$ 1,058,541$ 45.43% 491,989$ 975,594$ 50.43% MEMBERSHIPS 64,431$ 154,978$ 41.57% 87,503$ 151,245$ 57.86% LAW ENFORCEMENT 5,999,647$ 12,918,431$ 46.44% 5,586,013$ 11,570,120$ 48.28% FIRE CONTROL 21,681$ 24,369$ 88.97% 21,314$ 19,495$ 109.33% SHB - 1406 LOW INCOME ASSIST 14,664$ 50,000$ 29.33% 14,995$ 50,000$ 29.99% RECYCLING -$ 20,000$ 0.00% -$ 18,000$ 0.00% COMMUNITY DEVELOPMENT 1,123,248$ 2,868,011$ 39.16% 1,045,913$ 2,787,477$ 37.52% MOBILE INTEGRATED HEALTH -$ -$ #DIV/0! 145,833$ 287,500$ 50.72% CAPITAL OUTLAY 124,806$ 493,398$ 25.30% 222,032$ 371,498$ 59.77% NON-EXPENDITURES 18,566$ 7,400$ 250.89% 4,136$ 7,400$ 55.89% DEBT SERVICE 120,675$ 1,103,195$ 10.94% 160,378$ 1,081,091$ 14.83% INTERFUND TRANSACTIONS 1,276,737$ 3,225,507$ 39.58% 1,415,029$ 3,032,162$ 46.67% TOTAL EXPENSES 11,273,825 26,914,229 41.89% 11,274,069 24,914,033 45.25% Percentage of budget allocated to June 50% ENDING FUND BALANCE 7,719,092 3,771,898 7,378,368 5,615,717 2 month reserve balance (4,485,705) 2026 debt obligations (982,520) Available Fund Balance 2,250,867 TOTAL EXPEND + FUND BALANCE 18,992,917 30,686,127$ 18,652,436$ 30,529,750$ FUND 004 GENERAL FUND MANDATORY RESERVE This fund will be used to accumulate a reserve amount for the General Fund in accordance with the City's Financial Policy. YTD June BUDGET 2026 2026 % Begin Fund Balance 2,969,517$ 2,969,517$ 100.0% YTD Revenues -Transfers-in- GF -$ 280,000$ 0.0% YTD Expenditures -$ -$ #DIV/0! End Fund Balance 2,969,517$ 3,249,517$ 91.4% FUND 005 GENERAL FUND - PROGRAM DEVELOPMENT This fund will be used for unexpected programs resulting from unanticipated mandates, or to ensure the safety and well-being of the community. YTD June BUDGET 2026 2026 % Begin Fund Balance -$ 151,240$ 0.0% Transfer In YTD Expenditures -$ 151,240$ 0.0% End Fund Balance -$ -$ #DIV/0! FUND 006 GENERAL FUND CED PERMITTING This is an internal managerial fund to account for permit related revenues in accordance with RCW 82.02.020. YTD June BUDGET 2026 2026 % Begin Fund Balance 5,174,230$ 3,651,400$ 141.7% Building Permits 200,703$ 700,000$ 28.7% ROW/Grading Permits 45,009$ 80,000$ 56.3% Site Civil Permits 161,737$ 300,000$ 53.9% Bldg Plan Review Fees 224,729$ 500,000$ 44.9% Land Use Permit Fees 84,830$ 80,000$ 106.0% MISC - credit card surcharge 1,184$ 10,000$ 11.8% YTD Revenues 718,192$ 1,670,000$ 43.0% Expense Allocation to GF 591,213$ 1,761,830$ 33.6% Equipment Replacement 7,362$ 13,500$ 54.5% Expense Allocation to PW 5,732$ 14,000$ 40.9%For GIS services related to development End Fund Balance 5,288,114$ 3,532,070$ 149.7% FUND 008 OPIOID SETTLEMENT FUND This fund will be used to account for opioid settlements received under the Distributor and Janssen Agreements. YTD June BUDGET 2026 2026 % Begin Fund Balance 243,630$ 243,630$ 100.0% OTHER FUNDS OPERATING STATEMENT YTD Revenues 11,824$ 84,927$ YTD Expenditures 55,091$ 328,557$ End Fund Balance 200,363$ -$ no planned ues of funding SPECIAL REVENUE FUNDS (100 - 199) FUND 101 STREET MAINTENANCE FUND This fund is responsible for maintaining all public streets and roadways (patching, paving and sealing of roads, sidewalk repair and maint., and other roadway functions including sweeping and snow removal) YTD June BUDGET 2026 2026 % Begin Fund Balance 5,641$ 246,801$ 2.3% Intergovernmental Revenues 223,078$ 450,650$ 49.5% Interfund Transfers 272,725$ 570,000$ 47.8% Misc. Revenues 48,499$ 66,000$ 73.5%NCTRS Q4 2024 pmt YTD Revenues 544,303$ 1,086,650$ 50.1% Supplies 42,964$ 132,500$ 32.4% Other Services & Charges 137,045$ 407,258$ 33.7% Interfund Payment for Svcs 213,907$ 486,149$ 44.0% M&O services - potholes, should maint, sign maint, holiday and events Transfers to M&O -$ 11,652$ 0.0% Transfers to Equip Replace 11,125$ 20,400$ 54.5% YTD Expenditures 405,041$ 1,057,959$ 38.3% End Fund Balance 144,903$ 275,492$ 52.6% FUND 107 GROWTH MANAGEMENT FUND YTD June BUDGET 2026 2026 % Begin Fund Balance 4,025,930$ 3,023,569$ 133.2% TrafficMitigation Fees 332,352$ 300,000$ 110.8% Park Mitigation Fees 28,676$ 25,000$ 114.7% CIC Mitigation 285,644$ 90,000$ 317.4% Tree Mitigation Fees (23,080)$ 2,500$ -923.2% Interest Income 52,329$ 40,000$ 130.8% YTD Revenues 675,921$ 457,500$ 147.7% YTD Expenditures 250,611$ 663,407$ 37.8% End Fund Balance 4,451,240$ 2,817,662$ 158.0% Approx $1.1 million in park mitigation obligated To account for the proceeds of specific revenue sources, other than capital projects that are legally restricted to expenditure for specified purposes. These funds cannot be used for general fund purposes. The general fund can be reimbursed for services provided to these funds (i.e. accounting/admin/IT...etc) This fund is used to track mitigation fees collected for new construction impacts. The funds must be used within 10 years and expended for infrastructure improvements relating to growth. FUND 111 PUBLIC ART FUND The public art fund is established through an ordinance adopted by City Council. Funding is provided from 10% of the amounts collected by the City for construction related sales tax revenues. Expenditures are to be made on art and art-related projects approved through the City's budget process. YTD June BUDGET 2026 2026 % Begin Fund Balance 138,728$ 74,300$ 187% Transfer In GF - constr. sales tax -$ 25,000$ 0% Donations/Interest 1,721$ 1,000$ 172% YTD Revenues 1,721$ 26,000$ 7% YTD Expenditures 11,579$ 79,000$ 15% End Fund Balance 128,871$ 21,300$ 605% FUND 114 LODGING TAX FUND The City collects a 2% tax on lodging stays. The money in this fund is used to promote tourism in and around the city. The Lodging Tax Advisory Committee makes a recommendation to the City Council for the distribution of funds to local non-profit and marketing organizations, following a competitive grant process. YTD June BUDGET 2026 2026 % Begin Fund Balance 215,755$ 105,948$ 203.6% Hotel/Motel Tax 66,495$ 147,000$ 45.2% Interest Income 2,953$ 3,000$ 98.4% YTD Revenues 69,448$ 150,000$ 46.3% YTD Expenditures 16,904$ 197,654$ 8.6% End Fund Balance 268,299$ 58,294$ 460.3% FUND 116 CEMETERY OPERATIONS FUND This Fund provides for the operation and maintenance of the Arlington Cemetery. Services provided include; internment services, and maintenance of the landscape and the various structures. YTD June BUDGET 2026 2026 % Begin Fund Balance 44,135$ 35,108$ 125.7% Charges for Services 136,051$ 320,845$ 42.4% Misc -Investment Interest 1,287$ 515$ 249.8% Transfer In -$ -$ from general fund YTD Revenues 137,338$ 321,360$ 42.7% Salaries & Wages 58,677$ 90,866$ 64.6% Personnel Benefits 21,534$ 42,927$ 50.2% Supplies 23,481$ 44,400$ 52.9% Other Services & Charges 15,115$ 33,051$ 45.7%WCIA paid in Jan Intergov Serv & Taxes 2,418$ 3,986$ 60.7% Interfund Payment for Svcs 16,750$ 65,286$ 25.7% Transfers to Equip Replace 6,051$ 11,091$ 54.6% Transfer to Cemetery Capital -$ -$ Transfer to Endowment Fund 8,996$ 23,175$ 38.8% YTD Expenditures 153,022$ 314,782$ 48.6% End Fund Balance 28,451$ 41,686$ 68.2% FUND 180 TRANSPORTATION SALES TAX FUND This Fund collects 2/10ths of one percent sales tax for the purpose of pavement preservation. This was formerly the Transportation Benefit District (TBD) Fund, the city absorbed the TBD 1/1/18 and the fund has been renamed. YTD June BUDGET 2026 2026 % Begin Fund Balance 2,731,085$ 2,952,921$ 92.5% Sales Tax 918,155$ 2,060,958$ 44.5% Grant Income 139,237$ -$ Interest Income 39,161$ 90,000$ YTD Revenues 1,096,552$ 2,150,958$ 51.0% YTD Expenditures 429,915$ 4,280,000$ 10.0% End Fund Balance 3,397,722$ 823,879$ 412.4% CAPITAL PROJECTS FUNDS (300 - 399) To account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). These funds cannot be transferred and used for General Fund purposes. FUND 303 REAL ESTATE EXCISE TAX 1 FUND (FIRST 1/4% TAX) This fund is used to collect the first 1/4% of real estate excise tax on property sales and can be used for capital projects within the City, maintenance and debt service. YTD June BUDGET 2026 2026 % Begin Fund Balance 1,140,920$ 1,615,101$ 70.6% REET 249,703$ 640,000$ 39.0% Interest Income/Misc 15,896$ 30,000$ 53.0% YTD Revenues 265,599$ 670,000$ 39.6% 2020 LTGO - Principal/Interest 41,419$ 217,837$ 19.0% Transfer Out -$ 70,000$ 0.0% YTD Expenditures 41,419$ 287,837$ 14.4% End Fund Balance 1,365,101$ 1,997,264$ 68.3% FUND 304 REAL ESTATE EXCISE TAX 2 FUND (SECOND 1/4% TAX) This fund is used to collect the second 1/4% of real estate excise tax on property sales and can be used for capital projects within the City, maintenance and debt service. YTD June BUDGET 2026 2026 % Begin Fund Balance 2,879,019$ 2,682,838$ 107.3% REET 249,703$ 645,000$ 38.7% Interest Income 37,876$ 30,000$ 126.3% YTD Revenues 287,579$ 675,000$ 42.6% 2020 LTGO - Principal/Interest 8,400$ 222,300$ 3.8% Transfer to - Trans Improv -$ -$ #DIV/0! End Fund Balance 3,158,198$ 3,135,538$ 100.7% FUND 305 CAPITAL FACILITIES/BUILDING FUND This fund is used to fund future building needs. YTD June BUDGET 2026 2026 % Begin Fund Balance 4,407,455$ 2,698,814$ 163.3% Investment Interest 55,690$ 25,000$ 222.8% Transfer in - General Fund 97,564$ 50,000$ 195.1% YTD Revenues 153,254$ 75,000$ 204.3% YTD Expenditures 4,389$ 1,900,000$ 0.2% End Fund Balance 4,556,320$ 873,814$ 521.4% FUND 306 BOND CONSTRUCTION FUND This fund is used to account for the 2020 LTGO bond proceeds - to be used for the construction of Fire Station 48, a police impound facility and M&O facility. YTD June BUDGET 2026 2026 % Begin Fund Balance 502,566$ 400,000$ 125.6% Interest 5,740$ -$ #DIV/0! Transfer In - Utilities -$ -$ Transfer In - Capital Facilities -$ -$ YTD Revenues 5,740$ -$ #DIV/0! YTD Expenditures 200,535$ 550,000$ 36.5% End Fund Balance 307,771$ (150,000)$ FUND 310 TRANSPORTATION IMPROVEMENT FUND This fund accounts for all transportation related capital improvements. YTD June BUDGET 2026 2026 % Begin Fund Balance 997,922$ 2,066,314$ 48.3% Grant Receipts 341,929$ 12,633,197$ 2.7% Interest 10,579$ -$ Transfers-In-Growth 250,000$ 663,407$ 37.7% Transfers In - REET -$ -$ #DIV/0! Transfers In - Capital Facilities -$ -$ YTD Revenues 602,508$ 13,296,604$ 4.5% YTD Expenditures 1,569,923$ 15,362,918$ 10.2% End Fund Balance 30,507$ -$ 10.2% FUND 311 PARKS IMPROVEMENT FUND This fund is to account for all Parks related capital improvement projects. YTD June BUDGET 2026 2026 % Begin Fund Balance 426,922$ 12,700$ 3361.6% Interest/Donations/Other 6,715$ 359,500$ 1.9% Grants -$ 763,570$ 0.0% Transfer In -$ -$ Transfer in - Growth Fund 611$ -$ Smokey Pt Park Transfer In - Park Miitgation -$ -$ Smokey Pt Park YTD Revenues 7,326$ 1,123,070$ 0.7% Pickleball Court 174$ -$ Park Improvements - General 20,682$ 1,020,770$ 2.0% Design for commercial kitchen, pump track park Jensen Park Restrooms 117,632$ -$ Park Improvements - Maint Plan 21,696$ 100,000$ 21.7% Smokey Point Park -$ -$ counc approve ase on . Amendment will be needed at conclusion Veteran's Memorial Plaques -$ 500$ 0.0% YTD Expenditures 160,184$ 1,121,270$ 14.3% End Fund Balance 274,064$ 14,500$ 1890.1% FUND 316 CEMETERY CAPITAL IMPROVEMENT FUND This fund is used to account for any improvements made at the Arlington Cemetery YTD June BUDGET 2026 2026 % Begin Fund Balance 118,777$ 83,408$ 142.4% Transfer In - Cemetery Ops -$ -$ Cemetery Rehab Grant -$ -$ Interest 1,502$ 950$ 158.1% YTD Revenues 1,502$ 950$ 158.1% YTD Expenditures 17,253$ 65,500$ 26.3% End Fund Balance 103,026$ 18,858$ 546.3% FUND 320 EQUIPMENT RENTAL REPLACEMENT FUND YTD June BUDGET 2026 2026 % Begin Fund Balance 2,864,297$ 2,146,429$ 133.4% Department Contributions 866,088$ 1,600,317$ 54.1% DOE Grant -$ -$ Insurance Proceeds 13,912$ -$ Sale of Fixed Assets 14,305$ 2,200$ 650.2% Program Fees - Field Use 29,640$ 30,000$ 98.8% Interest Income 33,480$ 26,000$ 128.8% YTD Revenues 957,425$ 1,658,517$ 57.7% This fund is used to account for the accumulation of resources for the future replacement of vehicles and equipment when the useful lives of those assets are nearing the end. YTD Expenditures 1,076,031$ 1,737,496$ 61.9% End Fund Balance 2,745,691$ 2,067,450$ 132.8% ENTERPRISE FUNDS (400 - 499) An enterprise fund may be used to report activity for which a fee is charged to external users for goods or services. An enterprise fund is also required for any activity whose principal revenue sources meet any of the following criteria; Debt backed solely by fees and charges, legal requirements to recover costs or policy decisions to recover costs. FUND 402 AIRPORT The operation of the Airport Fund includes airport land facility management and maintenance; aviation, industrial and commercial development; security and administrative services and airport planning. YTD June BUDGET 2026 2026 % Begin Fund Balance 348,357$ 661,684$ 52.6% Rental Income 3,054,202$ 4,286,382$ 71.3% Grant Revenue -$ -$ #DIV/0! Misc Revenues 37,553$ 50,900$ 73.8% Non-Revenues 331,225$ 477,436$ 69.4% Transfers from Cap Fac Fd -$ -$ #DIV/0! Other Revenues 1,433,718$ 12,152$ 11798.2% YTD Revenues 4,856,698$ 4,826,870$ 100.6% Salaries & Wages 344,781$ 697,203$ 49.5% Personnel Benefits 109,400$ 259,539$ 42.2% Supplies 51,230$ 66,960$ 76.5% Other Services & Charges 271,053$ 472,421$ 57.4%WCIA insurance paid in Jan Non-Expenditures 84,256$ 495,100$ 17.0% Capital Outlays 97,300$ 1,315,250$ 7.4% Debt Service -$ -$ Interfund Payment for Services 893,156$ 1,691,902$ 52.8% Transfers to Equip Replace 44,405$ 81,410$ 54.5% Transfer to PW 5,587$ 3,000$ 186.2% Transfer to Reserve -$ 50,000$ 0.0% YTD Expenditures 1,901,167$ 5,132,785$ 37.0% End Fund Balance 3,303,888$ 355,769$ 928.7% FUND 403 WATER The Water Division's responsibility is to provide clean, clear, potable water to utility customers and deliver the product economically and plentifully to the customers. YTD June BUDGET 2026 2026 % Begin Fund Balance-Water 1,354,486$ 1,079,850$ 125.4% Charges for Services 2,286,422$ 5,128,400$ 44.6% Fines & Penalties 14,235$ 24,000$ 59.3% Grant Income -$ -$ #DIV/0! Miscellaneous-Int. Income 92,449$ 133,121$ 69.4% YTD Revenues-Water 2,393,106$ 5,285,521$ 45.3% Salaries & Wages 821,848$ 1,869,055$ 44.0% Personnel Benefits 286,267$ 738,132$ 38.8% Supplies 214,329$ 587,420$ 36.5% Other Services & Charges 235,297$ 500,784$ 47.0%WCIA insurance paid in Jan Intergov Serv & Taxes 230,288$ 518,170$ 44.4% Interfund Payment for Services 140,461$ 258,780$ 54.3% Transfers to Equip Replace 66,252$ 121,462$ 54.5% YTD Expenditures-Water 1,994,741$ 4,593,803$ 43.4% End Fund Balance-Water 1,752,851$ 1,771,568$ 98.9% FUND 404 WASTEWATER The Wastewater or Sewer Division is charged with treating industrial and domestic wastes. Sewer maintenance insures that the system is leak and seepage proof, unblocked by sand, grease, or roots, and properly graded to move waste efficiently to the treatment plant. The treated water can then be sent back to the Stillaguamish River cleaner than when it wasoriginally taken out. YTD June BUDGET 2026 2026 % Begin Fund Balance-Sewer 1,348,870$ 1,018,642$ 132.4% Charges for Services 3,954,532$ 7,869,307$ 50.3% Fines & Penalties 18,953$ 20,000$ 94.8% Grant Income -$ -$ #DIV/0! Miscellaneous-Interest Income 95,102$ 129,021$ 73.7% YTD Revenues-Sewer 4,068,587$ 8,018,328$ 50.7% Salaries & Wages 840,244$ 1,864,030$ 45.1% Personnel Benefits 303,900$ 751,044$ 40.5% Supplies 168,012$ 311,949$ 53.9% Other Services & Charges 779,744$ 1,228,187$ 63.5%WCIA insurance paid in Jan Intergov Serv & Taxes 292,959$ 563,465$ 52.0% Debt Service 1,497,374$ 2,008,724$ 74.5% Interfund Payment for Services 241,165$ 437,297$ 55.1% Transfers to Equip Replace 69,130$ 126,740$ 54.5% Transfer to Sewer Reserve -$ 725,000$ 0.0% Transfer - Cemetery Payroll -$ -$ YTD Expenditures-Sewer 4,192,528$ 8,016,436$ 52.3% End Fund Balance-Sewer 1,224,928$ 1,020,534$ 120.0% FUND 405 WATER CAPITAL IMPROVEMENT FUND This fund is used to account for major capital projects constructed by the Water division. All revenues from new connection fees are receipted into this fund as well as a small portion of the monthly utility rate. YTD June BUDGET 2026 2026 % Begin Fund Balance 5,095,521$ 2,219,460$ 229.6% Other Funding -$ 8,725,000$ 0.0% Water Connection Fees 278,706$ 257,920$ 108.1% Interest Income/Misc 60,373$ 15,000$ 402.5% Transfer-In-Water Fund -$ 750,000$ 0.0% YTD Revenues 339,079$ 9,747,920$ 3.5% YTD Expenditures 2,467,120$ 11,422,100$ 21.6% End Fund Balance 2,967,480$ 545,280$ 544.2% FUND 406 SEWER CAPITAL IMPROVEMENT FUND This fund is used to account for major capital projects constructed by the Sewer division. All revenues from new connection fees are receipted into this fund as well as a small portion of the monthly utility rate. YTD June BUDGET 2026 2026 % Begin Fund Balance 5,451,500$ 5,211,695$ 104.6% Sewer Connection Fees 193,599$ 181,495$ 106.7% Interest Income 62,333$ 10,000$ 623.3% Grant Income -$ 3,500,000$ 0.0% Transfer-In-Sewer Fund -$ 725,000$ 0.0% YTD Revenues 255,932$ 4,416,495$ 5.8% YTD Expenditures 1,738,761$ 5,274,000$ 33.0% End Fund Balance 3,968,670$ 4,354,190$ 91.1% FUND 409 STORM WATER CAPITAL IMPROVEMENT FUND This fund is used to fund any major capital projects constructed by the Storm Water Utility. YTD June BUDGET 2026 2026 % Begin Fund Balance 1,510,156$ 470,800$ 320.8% Grants -$ 1,262,000$ 0.0% Interest Income 18,662$ 4,000$ 466.5% Transfers-In-Stormwater Fund -$ 220,000$ 0.0% YTD Revenues 18,662$ 1,486,000$ 1.3% YTD Expenditures 5,593$ 1,462,000$ 0.4% End Fund Balance 1,523,224$ 494,800$ 0.4% FUND 410 This fund is used to fund emergency repairs and large capital projects at the Municipal Airport. YTD June BUDGET 2026 2026 % Begin Fund Balance 4,623,742$ 2,071,771$ 223.2% Interest Income 58,471$ 18,000$ 324.8% Transfers In -$ 50,000$ 0.0% YTD Revenues 58,471$ 68,000$ 86.0% YTD Expenditures (transfer to CIP) -$ 700,000$ 0.0% End Fund Balance 4,682,213$ 1,439,771$ 325.2% FUND 411 WATER/SEWER BOND RESERVE FUND The legal requirements in Bond and Loan documents required the City hold an amount in reserve that totals the smaller of; 1) the maximum annual debt service of the W/S Revenue Bonds and Loans 2) 125% of the annual debt service of the utility, or 3) 10% of the stated principal amount of the bonds YTD AIRPORT RESERVE FUND June BUDGET 2026 2026 % Begin Fund Balance 1,022,699$ 1,022,699$ 100.0% YTD Revenues - - #DIV/0! YTD Expenditures - - #DIV/0! End Fund Balance 1,022,699$ 1,022,699$ 100.0% FUND 412 STORM WATER MANAGEMENT FUND This fund was created to administer, manage, develop, operate and maintain the City's Storm Water Management Plan. The Plan includes buildings and maintaining public drainage systems that alleviate local flooding problems, providing erosion control and creating public awaness programs that help protect our water quality. YTD June BUDGET 2026 2026 % Begin Fund Balance 221,239$ 228,810$ 96.7% Charges for Services 658,593$ 1,330,245$ 49.5% Grants 37,817$ 25,000$ 151.3% Misc revenue 38,052$ 65,801$ 57.8% YTD Revenues 734,461$ 1,421,046$ 51.7% Salaries & Wages 269,975$ 541,631$ 49.8% Personnel Benefits 86,958$ 230,442$ 37.7% Supplies 25,532$ 44,772$ 57.0% Other Services & Charges 123,090$ 146,579$ 84.0%WCIA insurance paid in Jan Intergov Serv & Taxes 47,417$ 85,795$ 55.3% Interfund Payment for Services 65,522$ 115,849$ 56.6% Transfers to Equip Replace 32,507$ 59,597$ 54.5% Tranfer to Cemetery Payroll -$ -$ Transfer to Stormwater Reserve -$ 220,000$ 0.0% YTD Expenditures 651,000$ 1,444,665$ 45.1% End Fund Balance 304,700$ 205,191$ 148.5% FUND 413 AIRPORT CAPITAL IMPROVEMENT (FAA) FUND This fund accounts for capital improvements at the Airport that are eligible for, and receive grant funding, from the Federal Aviation Administration (FAA). YTD June BUDGET 2026 2026 % Begin Fund Balance -$ 66,000$ 0.0% Grants 182,032$ 1,677,358$ 10.9% Interest Income/Misc 1,120$ -$ #DIV/0! Interfund Loan Payment 60,000$ 120,000$ 50.0% Transfer In - Airport Reserve -$ 700,000$ 0.0% 243,152$ 2,497,358$ 9.7% YTD Expenditures 187,895$ 2,503,000$ 7.5%Taxiway Alpha, RW 11/29 solar lighting End Fund Balance 55,256$ 60,358$ 91.5% INTERNAL SERVICE FUNDS (500 - 599) FUND 504 PUBLIC WORKS GROUNDS & FACILITIES MAINTENANCE & OPERATIONS FUND or agencies of the governmental unit, on a cost-reimbursement basis. This fund is responsible for the maintenance and operations of the airport, cemetery, parks, public areas and all City owned facilities. YTD June BUDGET 2026 2026 % Begin Fund Balance 326,775$ 128,696$ 253.9% Other Misc. Revenues - GF Payroll 422,735$ 1,297,989$ 32.6% Other Misc. Revenues - GF 450,000$ 825,000$ 54.5% Other Misc. Revenues - Airport 396,120$ 780,671$ 50.7% Other Misc. Revenues - Storm 35,058$ 60,000$ 58.4% Other Misc. Revenues - Cemetery 4,724$ 43,240$ 10.9% Other Misc. Revenues - Streets 176,092$ 416,829$ 42.2% Other Misc. Revenues - PW 7,125$ 15,604$ 45.7% Misc Revenues 7,375$ 16,552$ 44.6% 1,499,229$ 3,455,885$ 43.4% Salaries & Wages 811,911$ 1,757,234$ 46.2% Personnel Benefits 296,279$ 664,812$ 44.6% Supplies 82,127$ 188,000$ 43.7% Other services/Charges 298,313$ 516,794$ 57.7% Interfund Payment for Services 121,674$ 223,064$ 54.5% Transfers to Equip Replace 56,578$ 115,724$ 48.9% YTD Expenditures 1,666,881$ 3,465,628$ 48.1% End Fund Balance 159,123$ 118,953$ 133.8% PRIVATE PURPOSE TRUST FUNDS (620 - 629) To report all trust arrangements under which principal and interest benefit individuals, private organizations and other governments. FUND 622 CEMETERY PRE-NEED TRUST FUND This funds is used to account for dollars where individuals have pre-paid for their items needed at the time of burial. YTD June BUDGET 2026 2026 % Begin Fund Balance 56,428$ 47,437$ 119.0% Interest -$ -$ Sale of Liner/Vaults 3,849$ 4,475$ 86.0% YTD Revenues 3,849$ 4,475$ 86.0% YTD Expenditures 3,276$ 1,000$ 327.6% End Fund Balance 57,001$ 50,912$ 112.0% FUND 633 CITY FIDUCIARY FUND This fund was created in response to GASB 84 which requires fiduciary activities to be recorded in a separate fund. These are items that are collected on behalf of another government or organization (like the portion of court fees that are remitted to the state. YTD June BUDGET 2026 2026 % Begin Fund Balance 3,166$ 1,300$ 243.5% State's portion of Court fees 26,046$ 103,700$ 25.1% Other Fiduciary Activity 9,544$ 19,850$ 48.1% 35,589$ 123,550$ 28.8% YTD Expenditures 33,115$ 123,550$ 26.8% End Fund Balance 5,641$ 1,300$ 433.9% PERMANENT FUNDS ( 700-799) To report resources that are restricted to the extent that only earnings (interest), not principal, can be used to support the local government's applicable program. FUND 702 CEMETERY ENDOWMENT FUND YTD June BUDGET 2026 2026 % Begin Fund Balance 466,333$ 455,000$ 102.5% Transfer In - Endowed Care Funds 8,996$ 23,175$ 38.8% Interest Income 5,952$ 2,500$ 238.1% YTD Revenues 14,948$ 25,675$ 58.2% YTD Expenditures -$ -$ End Fund Balance 481,281$ 480,675$ 100.1% The Cemetery collects a perpetual fee for each plot sold, either at the time of need or on a pre-need basis. Those funds are held in this fund and the interest earned can be transferred to the Cemetery fund, if needed, to help cover the costs of maintaining the grounds of the Cemetery into perpetuity. General Fund Revenue Charts Curr Month Property Taxes 2021 2022 2023 2024 2025 2026 Jan 41,555$ 29,459$ 11,306$ 6,218$ 32,838$ 58,245 Feb 7,928 8,898 6,980 7,914 9,862 5,662 March 6,872 46,754 18,801 67,726 67,660 47,830 April 252,433 125,786 140,793 234,038 177,725 272,718 May 2,432,085 1,230,538 1,324,430 2,186,807 2,277,604 2,475,103 June 59,188 87,035 94,507 63,592 122,085 85,871 July 45,279 9,526 11,517 25,388 24,815 - Aug 13,814 7,710 7,072 14,772 9,788 - Sept 18,669 8,423 15,932 11,095 14,526 - Oct 121,525 39,125 48,393 87,614 70,626 - Nov 1,804,064 1,138,765 1,217,015 2,032,611 2,139,312 - Dec 61,416 62,406 89,195 95,676 54,429 - 4,864,827 2,794,425 2,985,940 4,833,451 5,001,270 2,945,429 2025 Budget 5,019,207 99.64% Sales Taxes - 1% 2021 2022 2023 2024 2025 2026 Jan 544,104$ 927,175$ 729,063$ 577,449$ 579,161$ 641,342$ Feb 635,175 1,175,116 770,633 643,214 662,580 735,759 March 504,781 714,579 582,901 539,452 570,825 579,421 April 482,578 702,880 696,025 525,671 527,369 605,593 May 638,956 968,598 745,008 589,855 650,472 692,529 June 580,544 783,393 635,615 567,690 576,944 647,577 July 570,537 678,617 685,677 570,633 620,807 - Aug 639,344 821,240 778,224 615,108 634,416 - Sept 594,847 793,885 656,163 573,309 605,264 - Oct 615,558 779,740 634,100 616,950 602,118 - Nov 1,549,992 778,449 634,195 610,660 789,028 - Dec 1,018,777 728,293 629,349 582,437 789,506 - 8,375,193 9,851,963 8,176,953 7,012,429 7,608,490 3,902,222 2025 Budget 8,105,339 93.87% Snoh. Co. Criminal Justice Sales Tax - 0.1% 2021 2022 2023 2024 2025 2026 Jan 34,255$ 40,487$ 42,157$ 42,569$ 44,977$ 45,927$ Feb 42,128 45,702 47,964 49,108 54,014 56,820 March 32,105 34,177 38,392 38,683 42,181 42,568 April 31,369 36,545 37,728 38,994 38,323 42,407 May 40,027 43,476 43,854 42,745 45,907 49,330 June 38,155 40,162 40,503 40,943 44,789 46,609 July 38,630 40,725 43,869 43,558 47,348 - Aug 41,746 44,218 46,472 46,056 52,033 - Sept 40,363 43,767 44,749 45,713 48,262 - Oct 38,172 42,933 44,440 44,917 48,399 - Nov 42,154 45,176 45,709 45,769 49,452 - Dec 39,124 43,533 42,524 43,767 48,011 - 458,228 500,901 518,361 522,822 563,696 283,661 2025 Budget 533,913 105.58% $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2021 2022 2023 2024 2025 2026 Retail Sales Tax - 1% YTD $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 $550,000 2021 2022 2023 2024 2025 2026 Crim. Justice Sales Tax YTD $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 2021 2022 2023 2024 2025 2026 Property Taxes YTD Page 1 Utility Tax - Water 2021 2022 2023 2024 2025 2026 Jan 14,589$ 16,370$ 16,218$ 17,385$ 18,126$ 18,659$ Feb 14,742 18,218 17,965 17,800 17,590 18,573 March 15,801 16,522 18,767 17,678 18,241 18,872 April 14,396 16,833 16,405 17,890 18,011 18,817 May 14,123 16,425 18,393 18,403 18,934 20,778 June 16,149 17,110 17,330 18,293 19,297 19,951 July 16,348 16,441 22,069 19,182 22,846 - Aug 21,023 18,991 23,135 23,168 25,278 - Sept 22,120 22,835 25,359 22,739 24,820 - Oct 19,768 24,220 22,995 22,592 27,384 - Nov 16,463 19,376 20,016 19,156 20,378 - Dec 15,268 17,594 17,117 18,394 20,323 - 200,792 220,936 235,769 232,681 251,229 115,651 2025 Budget 248,100 Tax is currently at 5% of gross revenues. 101.26% Utility Tax - Sewer 2021 2022 2023 2024 2025 2026 Jan 24,336$ 26,898$ 26,444$ 30,779$ 31,258$ 34,311$ Feb 23,831 26,890 29,103 30,791 31,258 32,585$ March 25,667 27,089 29,899 29,594 32,217 33,515$ April 24,042 25,704 26,650 30,986 34,040 31,420$ May 23,725 26,044 29,361 29,844 32,809 35,084$ June 25,162 26,630 27,103 30,724 31,188 33,475$ July 25,441 25,770 30,042 30,743 33,059 -$ Aug 25,135 27,348 28,576 31,051 34,364 -$ Sept 26,135 28,393 30,239 29,015 32,554 -$ Oct 26,305 28,140 29,400 31,232 37,639 -$ Nov 25,052 27,084 29,456 31,975 31,364 -$ Dec 24,262 28,321 27,234 30,481 33,414 -$ 299,093 324,310 343,506 367,214 395,165 200,391 2025 Budget 357,247 Tax is currently at 5% of gross revenues. 110.61% Utility Tax - Storm 2021 2022 2023 2024 2025 2026 Jan 4,141$ 4,260$ 4,716$ 5,113$ 5,188$ 5,572$ Feb 3,999$ 4,594$ 5,028 5,110 5,036 5,663$ March 4,235$ 4,811$ 5,233 5,183 5,504 5,542$ April 4,203$ 4,668$ 4,842 5,444 5,216 5,518$ May 3,990$ 4,508$ 5,079 5,323 5,769 5,486$ June 4,182$ 4,739$ 4,802 4,953 5,420 5,605$ July 4,044$ 4,804$ 5,169 5,321 5,389 -$ Aug 4,118$ 4,603$ 5,258 5,373 5,714 -$ Sept 4,277$ 4,898$ 4,965 5,004 5,339 -$ Oct 4,281$ 4,707$ 5,090 5,114 5,407 -$ Nov 4,184$ 5,258$ 5,289 5,189 5,153 -$ Dec 4,423$ 4,776$ 4,948 5,376 5,843 -$ 50,076 56,625 60,419 62,503 64,977 33,385 2025 Budget 357,247 Tax is currently at 5% of gross revenues. 110.61% $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 $220,000 $240,000 2021 2022 2023 2024 2025 2026 Utility Tax - Water YTD $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 2021 2022 2023 2024 2025 2026 Utility Tax - Sewer YTD $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 2021 2022 2023 2024 2025 2026 Utility Tax - Storm YTD Page 2 Utility Tax - Natural Gas 2021 2022 2023 2024 2025 2026 Jan 41,226$ 49,082$ 70,878$ 61,597$ 77,522$ 52,417$ Feb - 63,946 73,860 77,583 84,430 74,360 March 82,611 51,304 58,355 50,526 99,584 58,944 April 48,686 53,010 70,858 63,277 67,198 56,504 May 34,032 35,896 60,407 44,991 58,848 47,234 June 17,699 33,650 34,930 34,750 39,123 25,528 July 16,719 18,374 20,197 28,149 30,206 - Aug 10,267 12,769 16,396 23,730 23,759 - Sept 10,560 11,986 16,537 18,429 21,951 - Oct 10,781 11,370 17,171 20,105 22,927 - Nov 18,136 14,154 16,019 31,186 36,275 - Dec 29,944 41,075 42,155 44,661 41,984 - 320,661 396,616 497,763 498,984 603,807 314,987 2025 Budget 537,584 Tax is currently at 6% of gross revenues. 112.32% To raise this tax over 6%, a public vote is needed. Utility Tax - Cable TV 2021 2022 2023 2024 2025 2026 Jan 32,642$ 33,470$ 31,918$ 28,854$ 51,767$ 21,848$ Feb 29,680 32,333 29,016 26,272 - March 32,768 66,063 33,246 29,808 25,965 46,320 April 33,450 34,690 32,912 29,487 25,766 22,685 May 33,442 34,485 32,654 26,601 - 23,060 June 33,054 31,238 32,706 26,435 25,136 22,754 July 28,995 33,449 - - 49,394 - Aug 33,121 34,032 62,726 51,132 24,169 - Sept 33,368 33,287 30,634 26,688 - - Oct 33,179 33,249 29,988 25,419 46,936 - Nov 33,750 33,636 29,955 - 22,793 - Dec 33,931 32,804 28,962 25,379 22,642 - 391,380 400,403 378,034 298,818 320,842 136,668 2025 Budget 380,000 Tax is currently at 8% of gross revenues. 84.43% Utility Tax - Telephone 2021 2022 2023 2024 2025 2026 Jan 22,712$ 15,738$ 19,283$ 19,839$ 20,835$ 11,010$ Feb 10,756 22,614 2,101 17,921 6,915 14,038 March 27,431 18,919 33,417 9,898 36,094 23,217 April 21,563 19,263 4,185 27,343 16,878 20,530 May 13,059 17,232 28,420 18,108 14,721 13,739 June 23,964 17,205 17,183 18,426 21,161 81,818 July 20,781 18,941 19,652 19,637 17,075 - Aug 18,654 18,804 17,183 18,219 15,425 - Sept 16,829 18,948 12,612 14,330 17,465 - Oct 21,289 19,909 24,846 21,096 15,551 - Nov 18,695 17,007 17,512 7,738 7,587 - Dec 18,467 18,880 18,268 32,101 21,790 - 234,198 223,461 214,662 224,656 211,498 164,351 2025 Budget 215,000 Tax currently at 6% of gross revenues. To raise this tax over 6%, a public vote is needed. $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 2021 2022 2023 2024 2025 2026 Utility Tax - Nat. Gas YTD $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 2021 2022 2023 2024 2025 2026 Utility Tax - Cable TV YTD $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 2021 2022 2023 2024 2025 2026 Utility Tax - Telephone YTD Page 3 Utility Tax - Electricity 2021 2022 2023 2024 2025 2026 Jan 120,964$ 122,385$ 132,832$ 147,297$ 162,971$ Feb 112,408 124,178 139,147 291,754 147,859 146,914 March 107,287 116,350 107,018 134,773 152,205 141,197 April 118,555 118,864 140,813 138,631 142,333 149,082 May 94,062 98,911 110,933 124,175 128,623 142,701 June 91,674 100,725 102,346 133,040 124,417 114,837 July 92,518 95,987 104,449 98,599 128,941 - Aug 99,282 98,448 107,989 126,643 142,471 - Sept 91,895 108,264 126,267 127,885 116,583 - Oct 94,260 107,821 102,382 128,756 139,165 - Nov 91,554 94,999 121,184 125,569 143,622 - Dec 100,457 106,211 107,254 123,474 110,443 - 1,214,916 1,293,143 1,402,616 1,553,300 1,623,957 857,702 2025 Budget 1,458,720 Tax is currently at 6% of gross revenues. 111.33% To raise this tax over 6%, a public vote is needed. Utility Tax - Solid Waste (Garbage) 2021 2022 2023 2024 2025 2026 Jan 33,634$ -$ 44,110$ 49,266$ 51,146$ -$ Feb 32,909 36,532 - 47,894 - 115,003 March 33,807 75,470 88,781 102,867 49,591 April 33,698 37,140 97,607 51,244 61,481 May 34,750 38,398 44,932 49,216 51,635 62,116 June 34,503 38,003 89,991 49,813 52,413 - July 35,887 - 46,448 52,434 - Aug 35,726 38,461 44,673 97,292 51,972 - Sept 35,464 76,549 46,232 49,578 52,413 - Oct 35,520 43,058 47,840 50,731 54,254 - Nov 36,703 49,024 - - - Dec 35,987 88,163 48,168 102,527 107,523 - 418,588 471,774 550,199 593,925 627,900 288,191 2025 Budget 588,713 Tax is currently at 8% of gross revenues. 106.66% Gambling Taxes 2021 2022 2023 2024 2025 2026 Jan 4,774$ 14,106$ 17,199$ 15,782$ 31,957$ 17,547$ Feb 6,634 15,773 12,718 14,349 13,945 15,039 March 11,146 16,194 23,721 16,509 16,895 18,540 April 14,462 18,292 20,016 10,059 10,424 24,197 May 15,357 17,008 19,241 25,537 24,163 11,170 June 15,358 17,534 18,252 8,313 16,916 27,875 July 13,659 16,774 17,566 17,126 11,673 - Aug 14,866 14,181 18,857 15,973 16,907 - Sept 14,967 17,192 16,193 9,904 17,582 - Oct 13,347 16,545 13,924 15,692 16,395 - Nov 16,335 17,561 13,140 5,702 8,533 - Dec 14,490 17,161 13,173 26,799 24,243 - 155,394 198,321 204,000 181,746 209,633 114,368 2025 Budget 200,300 Tax on Pull tabs is 5% of gross receipts. 104.66% Tax on card games is 12%. $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 2021 2022 2023 2024 2025 2026 Utility Tax - Electricity YTD $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 $550,000 $600,000 2021 2022 2023 2024 2025 2026 Utility Tax - Garbage YTD $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 2021 2022 2023 2024 2025 2026 Gambling Taxes YTD Page 4 Cable TV Franchise Fees 2021 2022 2023 2024 2025 2026 Jan 19,153$ 19,634$ 18,343$ 16,523$ 29,806$ 12,518$ Feb 17,439 18,557 16,366 15,116 - March 19,196 38,366 19,017 17,162 14,896 26,528 April 19,579 19,950 18,816 16,996 - 12,989 May 19,609 19,830 18,685 16,529 14,788 13,201 June 19,355 19,527 18,709 16,430 14,437 13,017 July 17,057 19,226 - 16,106 28,364 - Aug 19,184 19,596 35,878 15,726 - - Sept 19,816 19,141 17,515 15,344 13,880 - Oct 19,464 19,132 17,150 26,947 - Nov 19,823 19,386 17,153 14,568 13,097 - Dec 19,877 18,882 16,580 14,562 13,020 - 229,551 232,668 216,403 176,312 184,351 78,253 2025 Budget 232,000 Tax is 5% of gross revenues. 79.46% Building Permits 2021 2022 2023 2024 2025 2026 Jan 13,282$ 21,832$ 27,049$ 41,162$ 31,829$ 26,521$ Feb 97,623 58,481 6,928 70,319 16,321 36,229 March 20,655 189,743 69,563 99,259 9,218 34,998 April 86,686 121,318 41,087 25,690 21,403 22,578 May 1,942,044 25,424 69,639 36,147 30,388 14,323 June 116,861 84,294 12,973 22,472 180,719 66,055 July 41,084 19,142 29,600 40,958 30,076 - Aug 179,093 104,053 15,440 15,297 57,399 - Sept 85,973 73,395 21,096 28,023 124,417 - Oct 50,379 56,957 107,911 9,179 44,577 - Nov 65,651 31,085 5,845 26,346 60,288 - Dec 418,443 10,619 110,484 9,930 26,730 - 3,117,774 796,344 517,615 424,780 633,365 200,703 2025 Budget 500,000 126.67% Liquor Excise Taxes 2021 2022 2023 2024 2025 2026 Jan 32,991$ 34,835$ 35,230$ 36,609$ 36,693$ 34,546$ Feb - March - April 37,917 38,740 39,284 39,203 39,139 38,517 May - June (9,371) - July 34,199 33,543 39,466 36,250 43,396 - Aug - - Sept - - Oct 37,306 39,291 35,083 38,992 39,539 - Nov - - Dec - - 142,413 146,410 149,064 151,054 149,395 73,063 2025 Budget 150,749 99.10% $0 $250,000 $500,000 2021 2022 2023 2024 2025 2026 Building Permits YTD $0 $25,000 $50,000 $75,000 $100,000 $125,000 $150,000 $175,000 $200,000 $225,000 $250,000 2021 2022 2023 2024 2025 2026 Cable Franchise Fees YTD $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 Li uor Excise Tax YTD Page 5 Liquor Profits 2021 2022 2023 2024 2025 2026 Jan Feb March 40,700 40,121 40,635 41,030 42,830 42,521 April May June 40,701 40,120 40,635 41,028 42,831 42,521 July - Aug - Sept 40,684 40,185 40,642 41,029 42,831 - Oct - Nov - Dec 40,672 40,178 40,638 41,027 42,831 - 162,757 160,605 162,550 164,114 171,323 85,041 2025 Budget 164,673 104.04% 4% 4,305 (2,152) 1,945 1,564 3% -1% 1% 1% Traffic Infractions 2021 2022 2023 2024 2025 2026 Jan 11,073$ 6,119$ 4,895$ 9,773$ 8,296$ 7,744$ Feb 7,119 6,729 5,875 11,571 6,511 600 March 10,855 6,766 5,921 4,904 6,691 3,173 April 13,643 10,550 8,623 4,987 11,473 4,141 May 11,018 7,220 7,139 4,056 12,834 1,740 June 12,398 4,533 7,952 6,312 10,234 4,033 July 9,791 5,304 5,096 4,785 950 - Aug 7,929 2,696 5,609 7,476 9,266 - Sept 5,925 6,761 9,100 6,025 5,693 - Oct 7,539 6,822 5,735 6,645 3,713 - Nov 8,338 5,074 42,713 6,518 15,129 - Dec 8,069 5,813 3,065 5,092 1,596 - 113,699 74,387 111,723 78,144 92,388 21,432 2025 Budget 130,000 71.07% $0 $25,000 $50,000 $75,000 $100,000 $125,000 $150,000 $175,000 $200,000 2021 2022 2023 2024 2025 2026 Fines & Forfeitures YTD $0 $50,000 $100,000 $150,000 $200,000 2021 2022 2023 2024 2025 2026 Li uor Profits YTD Page 6 Other Funds Revenue Charts Street Fund 101 Motor Vehicle Fuel Taxes 2021 2022 2023 2024 2025 2026 Jan 25,205$ 29,534$ 29,192$ 28,621$ 31,571$ 40,779$ Feb 30,338 32,140 27,589 28,989 29,288 30,297 March 25,834 24,973 27,338 25,890 15,014 25,631 April 24,888 26,765 26,409 26,936 17,335 - May 29,811 31,757 32,136 30,085 18,463 62,099 June 31,079 30,029 30,075 30,577 62,728 37,198 July 33,105 32,263 32,848 30,240 21,090 - Aug 34,464 37,800 35,745 34,506 47,760 - Sept 33,155 32,300 33,317 30,496 28,775 - Oct 34,347 34,340 34,154 32,549 38,830 - Nov 31,096 28,174 30,320 32,242 27,258 - Dec 30,355 24,856 30,377 29,285 26,411 - 363,677 364,932 369,500 360,415 364,523 196,003 2025 Budget 392,269 92.93% Lodging Tax Fund 114 Lodging Tax 2021 2022 2023 2024 2025 2026 Jan 6,390$ 9,482$ 12,502$ 10,988$ 11,945$ 11,686$ Feb 6,474 10,015 6,807 9,250 9,917 11,082.00 March 6,480 8,926 6,349 6,997 9,842 9,453.44 April 6,563 9,531 6,509 8,916 8,764 10,105.06 May 8,651 11,367 8,918 11,621 12,045 12,667.85 June 11,079 11,725 10,170 10,656 11,767 11,500.06 July 11,718 12,974 9,548 12,137 14,088 - Aug 13,173 13,133 14,385 15,576 16,603 - Sept 15,717 19,157 10,107 18,945 19,179 - Oct 14,407 17,807 27,637 19,875 20,119 - Nov 11,759 14,495 15,164 15,315 14,355 - Dec 10,743 10,449 10,494 12,522 13,474 - 123,154 149,062 138,588 152,798 162,097 66,495 2025 Budget 140,000 115.78% Transportation Sales Tax Fund 180 Sales Tax 2021 2022 2023 2024 2025 2026 Jan 127,996$ 219,151$ 171,526$ 135,863$ 136,269$ 150,898$ Feb 149,430 276,472 181,424 151,337 155,889 173,112.83 March 118,749 168,113 137,149 126,936 134,308 136,346.51 April 113,496 165,347 163,760 123,674 124,081 142,487.33 May 150,317 227,854 175,292 138,785 153,046 162,942.30 June 136,554 184,314 149,550 133,570 135,747 152,367.27 July 134,216 159,574 161,324 134,261 146,068 - Aug 150,380 193,275 183,089 144,727 149,270 - Sept 139,938 186,733 154,371 134,677 142,396 - Oct 144,816 183,444 149,160 145,160 141,671 - Nov 364,684 182,922 149,250 143,666 185,648 - Dec 239,681 171,358 148,075 137,040 185,760 - 1,970,256 2,318,557 1,923,971 1,649,697 1,790,153 918,155 2025 Budget 1,981,690 90.33% $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 2021 2022 2023 2024 2025 2026 Fuel Taxes YTD $0 $25,000 $50,000 $75,000 $100,000 $125,000 $150,000 $175,000 $200,000 2021 2022 2023 2024 2025 2026 Lodging Tax YTD $0 $250,000 $500,000 $750,000 $1,000,000 $1,250,000 $1,500,000 $1,750,000 $2,000,000 $2,250,000 $2,500,000 2021 2022 2023 2024 2025 2026 Transportation Sales Tax YTD Page 7 Page 8