HomeMy WebLinkAbout11-04-24 Council Meeting
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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 – Wendy
APPROVAL OF THE AGENDA
Mayor Pro Tem Michele Blythe
INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS
PROCLAMATIONS
PUBLIC COMMENT
For members of the public who wish to speak to the Council about any matter not on the Public Hearing
portion of the meeting. Please limit remarks to three minutes.
CONSENT AGENDA
Mayor Pro Tem Michele Blythe
1. Minutes of the October 21 and October 28, 2024 Council meetings ATTACHMENT A
2. Accounts Payable ATTACHMENT B
3. Sole Source Resolution GC Systems ATTACHMENT C
PUBLIC HEARING
1. Ordinance Approving the 2025-2026 Biennial Budget ATTACHMENT D
Staff Presentation: Kristin Garcia
Council Liaison: Mayor Pro Tem Michele Blythe
2. Resolution Establishing the 2025 Regular Property Tax Levy ATTACHMENT E
Staff Presentation: Kristin Garcia
Council Liaison: Mayor Pro Tem Michele Blythe
3. Ordinance Approving Arlington School District’s Capital Facilities Plan ATTACHMENT F
Staff Presentation: Marc Hayes
Council Liaison: Heather Logan
Arlington City Council Meeting
Monday, November 4, 2024 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.
4. Ordinance Approving Lakewood School District’s Capital Facilities Plan ATTACHMENT G
Staff Presentation: Marc Hayes
Council Liaison: Rob Toyer
NEW BUSINESS
1. Contract Amendment with Community Transit ATTACHMENT H
Staff Presentation: Paul Ellis
Council Liaison: Leisha Nobach
2. 180th Connector Alignment Alternatives ATTACHMENT I
Staff Presentation: Jim Kelly
Council Liaison: Jan Schuette
3. Construction Contract Award for construction of Phase II ATTACHMENT J
of the Smokey Point Community Park
Staff Presentation: Marc Hayes
Council Liaison: Debora Nelson
COMMENTS FROM COUNCILMEMBERS
INFORMATION/ADMINISTRATOR & STAFF REPORTS
MAYOR’S REPORT
EXECUTIVE SESSION
RECONVENE
ADJOURNMENT
Mayor Pro Tem Michele Blythe / Mayor Don Vanney
DRAFT
Page 1 of 4
Council Chambers 110 East 3rd Street Monday, October 21, 2024
Councilmembers Present: Heather Logan, Rob Toyer, Debora Nelson, Yvonne Gallardo-Van Ornam, Leisha Nobach, and Jan Schuette.
Council Members Absent: Michele Blythe, excused.
Staff Present: Mayor Don Vanney, Paul Ellis, Kristin Garcia, Jim Kelly, Sheri Amundson, Colette Campbell, Ana Johnson, Sarah Lopez, Caitlyn Brossard, Debbie Strotz, Dalton Cook, Suzanne Soule, Jason Ewing, City Attorney Steve Peiffle, Bryan Terry, and Julie Petersen.
Also Known to be Present: Kathy Vanney, Tim Abrahamson, Randy Nobach, Nathan Senff, Heidi Ewing, Hannah Ewing, Pat McCarthy, Keri Rooney, Kelly Collins, Enka Davies, Deb Kindinger, and John Cermak. Mayor Don Vanney called the meeting to order at 6:00 p.m., and the Pledge of Allegiance and roll call followed.
APPROVAL OF THE AGENDA Councilmember Heather Logan moved to revise the Consent Agenda to move Consent Agenda item #4 Contract Review for City Administrator to item #4 under New Business. Councilmember Debora Nelson seconded the motion, which passed with a unanimous vote. Councilmember Heather Logan moved to approve the revised agenda and Councilmember Rob Toyer seconded the motion, which passed with a unanimous vote.
INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS Washington State Auditor Pat McCarthy read a letter she wrote to the City of Arlington Mayor and Councilmembers recognizing Finance Director Kristin Garcia and presented the 2024 State Auditor Stewardship Award to the employees of the City’s Finance Department. Mayor Vanney read the Department of Ecology Outstanding Wastewater Treatment Plant Award and presented the award to Public Works Director Jim Kelly, Public Works Manager Caitlin Dwyer, and Wastewater Treatment Plant Operator III Jason Ewing who recognized his team Larry Wyland, Sandy Boyd, Kevin Urbanski, and Kevin Bleeck for their dedicated work in achieving this award.
PROCLAMATIONS None.
Minutes of the Arlington
City Council Meeting
Minutes of the City of Arlington City Council Meeting October 21, 2024
Page 2 of 4
PUBLIC COMMENT Jay Lindberg provided comment.
CONSENT AGENDA Councilmember Heather Logan moved to approve the revised agenda with removing item #4 Contract Review for City Administrator from the Consent Agenda, Councilmember Debora Nelson seconded the motion to approve the revised Consent Agenda which was unanimously carried: 1. Minutes of the October 7 and 14, 2024 City Council meetings and October 8, 2024 City Council Retreat 2. Accounts Payable: Approval of Petty Cash Check #2038; EFT Payments and Claims Checks #111754 through #111871 dated September 17, 2024, through October 7, 2024, for $1,495,108.54. Approval of Payroll EFT Payments and Check #30395 through #30400 dated September 1, 2024, through September 30, 2024, in the amount of $1,471,589.83 3. Cemetery Rules and Regulations Update
NEW BUSINESS
Resolution Declaring Property as Surplus Procurement Contracts Analyst Debbie Strotz reviewed the surplus resolution and referenced the itemized list and requested approval from Council. Discussion followed with Ms. Strotz answering Council questions. Council asked that City Administrator Paul Ellis follow up on all the assets marked “lost” from the Exhibit A itemized list and report back to the Councilmembers. Councilmember Heather Logan moved, and Councilmember Leisha Nobach seconded the motion to approve the resolution declaring property as surplus and authorized the Mayor to sign the resolution. The motion passed unanimously.
Contract with Process Solutions for Engineering Services Public Works Director Jim Kelly requested Council approve a professional services contract with Process Solutions for the SCADA System Platform implementation. The Water Reclamation Facility that was recently upgraded its SCADA system from “Wonderware” to “System Platform”, the “Wonderware” program was outdated, no longer supported, and lacked high-level security protections. It is now time to do the same at the Water Treatment Plant. The Water Treatment Plant’s existing PLC is old, outdated, and not current with new control operating strategies. Public Works contracted for the design and construction of a new PLC that would be capable of serving the existing WTP with sufficient capacity to serve the WTP Expansion, the Haller South Wellfield Expansion, and the new 640 Booster Pump Station. The new PLC has been delivered and is currently being installed, once installed it will be ready for programming. Process Solutions has been the City’s programing and process integration firm for many years and are best suited to provide these services for the WT.
Minutes of the City of Arlington City Council Meeting October 21, 2024
Page 3 of 4
Councilmember Leisha Nobach moved, and Councilmember Heather Logan seconded the motion to approve a professional services contract with Process Solutions for the SCADA System Platform implementation and authorized the Mayor to sign, subject to final review by the City Attorney. The motion passed unanimously.
Contract Amendment No.2 with RH2 for 640 Booster Station Public Works Director Jim Kelly requested Council approve Amendment #2 to the RH2 Contract for the 640 Booster Pump Station Install Project.
In 2021 the City entered into contract with RH2 for Hydraulic Analysis and preparation of a DOH Engineering Report for a proposed booster pump station at the 520 Reservoir site (640 Booster Pump Station) and a new potable water reservoir serving the 640-pressure zone. RH2 was issued amendment #1 expanding their scope of work to include design services for the 640 Booster Pump Station, the design was completed, and this project is under construction. Amendment #2 to the RH2 contract is for additional services needed during the design phase and for On-Call, as needed engineering support during construction. Councilmember Yvonne Gallardo-Van Ornam moved, and Councilmember Leisha Nobach seconded the motion to approve Amendment No. 2 to RH2 contract for engineering services for the 640 Booster Pump Station Project and authorized the Mayor to sign the amendment. The motion passed unanimously.
Contract Review for City Administrator City Attorney Steve Peiffle reviewed the contract renewal with City Administrator Paul Ellis that included one financial impact for his accrued “on-call” hours in addition to the City Administrator salary listed on the non-representative salary schedule which will remain the same and will not have any financial impacts. Councilmember Debora Nelson moved, and Councilmember Heather Logan seconded the motion to approve the new contract with City Administrator Paul Ellis and authorized the Mayor to sign the contract. The motion passed unanimously.
COMMENTS FROM COUNCILMEMBERS Councilmember Jan Schuette complimented Finance Director Kristin Garcia for her dedication and her integrity.
ADMINISTRATOR & STAFF REPORTS City Administrator Paul Ellis had nothing to report.
MAYOR’S REPORT Mayor Vanney reported that he and Councilmember Leisha Nobach and Darrington Mayor Dan Rankin completed the WA-CELI Association of Washington Cities Training. He briefly explained the dialogue of the presentation from Mohammed Bhabha and Roelf Meyer, celebrated peace activists from South Africa.
Minutes of the City of Arlington City Council Meeting October 21, 2024
Page 4 of 4
Councilmember Yvonne Gallardo-Van Ornam shared she also had the opportunity to listen to peace activists Mohammed Bhabha and Roelf Meyer on October 19 in Everett, WA and thanked Community Unity and WSU for providing the opportunity to attend the presentation.
EXECUTIVE SESSION None.
ADJOURNMENT With no further business to come before the Council, the meeting was adjourned at 6:34 p.m. _________________________________________ Don E. Vanney, Mayor
DRAFT
Page 1 of 3
Council Chambers 110 East 3rd Street Monday, October 28, 2024
Councilmembers Present: Heather Logan, Rob Toyer, Debora Nelson, Michele Blythe, Yvonne Gallardo-Van Ornam, Leisha Nobach, and Jan Schuette.
Council Members Absent: None.
Staff Present: Mayor Don Vanney, Paul Ellis, Kristin Garcia, Marc Hayes, Jim Kelly, Kris Wallace, Jonathan Ventura, Chelsea Brewer, City Attorney Steve Peiffle, and Wendy Van Der Meersche.
Also Known to be Present: Kathy Vanney, Nathan Senff, Randy Nobach and daughter, Holly Sloan-Buchanan, Steve Maisch, and Drew Bono.
Mayor Don Vanney called the meeting to order at 6:00 pm, and the Pledge of Allegiance and roll call followed.
APPROVAL OF THE AGENDA Mayor Pro Tem Michele Blythe moved to approve the agenda as presented. Councilmember Debora Nelson seconded the motion, which passed with a unanimous vote.
INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS None.
WORKSHOP ITEMS – NO ACTION WAS TAKEN
Alignment Alternatives for the 180th Street Connector Public Works Director Jim Kelly reviewed a presentation on the outreach and alternatives for the 180th Street Connector project with recommendations for preferred alternative. Discussion followed with Mr. Kelly answering Council questions.
Sole Source Resolution for Procurement and Servicing of Cla-Val Pressure
Reducing Valves from GC Systems Public Works Director Jim Kelly reviewed a sole source resolution recognizing GC Systems as the authorized maintenance service provider for Cla-Val products and systems. Discussion followed with Mr. Kelly answering Council questions.
City Council Workshop
Minutes of the City of Arlington City Council Workshop October 28, 2024
Page 2 of 3
Ordinance Approving the Capital Facilities Plan for Arlington School District Community and Economic Development Director Marc Hayes reviewed the ordinance approving the capital facilities plan for Arlington School District. Mr. Hayes was joined by Denise Stiffarm, attorney for Arlington and Lakewood School Districts. The Arlington School District is requesting that the City approve for inclusion in its Comprehensive Plan, the District’s 2024-2029 Capital Facilities Plan. School Districts are required by the Growth Management Act to provide a plan for future growth and future enrollment, and to establish impact fees consistent with the Comprehensive Plan, which are used to fund new facilities only. A public hearing will be held November 4, 2024. Discussion followed with Mr. Hayes and Ms. Stiffarm answering Council questions.
Ordinance Approving the Capital Facilities Plan for Lakewood School District Community and Economic Development Director Marc Hayes reviewed the ordinance approving the Capital Facilities Plan for Lakewood School District. Mr. Hayes was joined by Denise Stiffarm, attorney for Arlington and Lakewood School Districts. The Lakewood School District is requesting that the City approve for inclusion in its Comprehensive Plan, the District’s 2024-2029 Capital Facilities Plan. School Districts are required by the Growth Management Act to provide a plan for future growth and future enrollment, and to establish impact fees consistent with the Comprehensive Plan, which are used to fund new facilities only. A public hearing will be held November 4, 2024. Discussion followed with Mr. Hayes and Ms. Stiffarm answering Council questions.
Ordinance Adopting the 2025/2026 Biennial Budget Finance Director Kristin Garcia reviewed the ordinance approving the 2025/2026 preliminary budget. Staff reviewed the preliminary budget with Council on October 8, 2024. No changes to the budget were made after the October 8 retreat. A public hearing will be held on November 4, 2024 to give the public an opportunity to comment on the proposed budget. Pending no comment from the public on November 4, staff will ask Council to adopt the budget ordinance. Discussion followed with Ms. Garcia answering Council questions.
Resolution Establishing the 2025 Property Tax Levy Finance Director Kristin Garcia reviewed the resolution establishing the 2025 regular property tax levy.
Staff reviewed the preliminary budget with council on October 8, 2024, including the 2025 proposed property tax levy. The proposed levy is a 1% increase from the prior year levy amount plus any new construction. No changes have been made since the October 8 retreat. A public hearing will be held on November 4 to allow the public to comment on the proposed levy. Pending no comments from the public, staff will ask Council to take action on the levy resolution following the public hearing. Discussion followed with Ms. Garcia answering Council questions.
Minutes of the City of Arlington City Council Workshop October 28, 2024
Page 3 of 3
September Financial Report Finance Director Kristin Garcia reviewed the September 2024 financial report.
ADMINISTRATOR AND STAFF REPORTS City Administrator Paul Ellis announced that memo from him was put at each Councilmember’s seat regarding last week’s surplus of City property.
MAYOR’S REPORT Mayor Vanney stated that he attended the Hometown Halloween events and was very pleased with the festivities and crowd.
COMMENTS FROM COUNCILMEMBERS Councilmember Gallardo-Van Ornam stated that she attended a great presentation at the State of the Station. Councilmember Nelson stated she appreciates the 14 trees planted by the City with the PUD grant. She visited the Smokey Point Community Park and enjoyed the progress. Councilmember Nelson then read a prepared statement regarding North County Regional Fire Authority.
COUNCILMEMBER REPORTS Councilmembers had nothing to report this evening.
PUBLIC COMMENT None.
REVIEW OF CONSENT AGENDA ITEMS FOR NEXT MEETING Councilmembers discussed and agreed to put Item No. 2 – Sole Source Resolution for Procurement and Servicing of Cla-Val Pressure Reducing Vales from GC Systems on the Consent Agenda for the November 4 Council meeting.
EXECUTIVE SESSION None.
ADJOURNMENT With no further business to come before the Council, the meeting was adjourned at 7:01 p.m. _________________________________________ Don E. Vanney, Mayor
City of Arlington Council Agenda Bill CA #2 Attachment November 4, 2024 Accounts Payable Claims Approval
Claims Approval
Finance; Kristin Garcia, Director 360-403-3431 EXPENDITURES REQUESTED: 0 BUDGET CATEGORY: N/A BUDGETED AMOUNT: LEGAL REVIEW: DESCRIPTION:
ALTERNATIVES:
City of Arlington
November 4th, 2024 Council Meeting
Claims Certification:
We, the undersigned City Council of the City of Arlington, Washington do hereby certify that
the merchandise or services hereinafter specified have been received and that:
Approval of Petty Cash Check #2039; EFT Payments and Claims Checks #111872 through
#111989 dated October 8th through October 21st for $1,942,954.15
City of Arlington Council Agenda Bill CA #3 Attachment November 4, 2024 Sole Source Resolution for procurement and servicing of Cla-Val Pressure Reducing Valves from GC
Sole Source Resolution Letter of Certification for GC Systems
Public Works; Jim Kelly, Director EXPENDITURES REQUESTED: $0 BUDGET CATEGORY: N/A BUDGETED AMOUNT: $0 LEGAL REVIEW: DESCRIPTION: Sole source resolution recognizing GC Systems as the authorized maintenance service provider for Cla-Val products and systems.
across Arlington’s water distribution system. All stations are equipped with Cla-Val PRVs and require regular scheduled maintenance. GC-Systems is the Washington state authorized agent for servicing Cla-Val product and systems. As such, staff is requesting a sole source resolution allowing the City to waive Washington Public Works bid requirements and contract directly with GC Systems for repair and maintenance to all Cla-Val products. ALTERNATIVES: Remand to staff for additional information.
I move to recognize GC Systems as the authorized agent for repair and maintenance to Cla-Val products and systems and approve the sole source resolution allowing the City to contract directly from GC Systems.
RESOLUTION NO. 2024-XXX
A RESOLUTION OF THE CITY OF ARLINGTON TO WAIVE BID REQUIREMENTS FOR THE SERVICE,
MAINTENANCE, OR REPAIR OF PRESSURE REDUCING VALVES FOR USE BY THE CITY OF
ARLINGTON WATER DEPARTMENT
WHEREAS, the City of Arlington Water Department provides its customers with potable
water and relies on Pressure Reducing Valves to regulate water pressure; and
WHEREAS, the City wishes to maintain a consistent infrastructure of the water system
and to reduce costs associated with maintaining Cla-Val Pressure Reducing Valves within the
City’s Pressure Reducing Valve stations; and
WHEREAS, GC Systems is the Washington State authorized agent for servicing Cla-Val
product and systems; and
WHEREAS, RCW 35.23.352(9) permits the waiving of bidding requirements for the
purchase of materials which are clearly and legitimately limited to a single source of supply or
services which are subject to special market conditions;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arlington, as
follows:
Section 1: The City Council of the City of Arlington hereby waives the bidding
requirements for the service, maintenance, or repair of Pressure Reducing Valves
for use by the City of Arlington Water Department.
Section 2: This resolution will be effective for three (3) years from the date of
adoption.
APPROVED by the Mayor and City Council of the City of Arlington this 4th day of November
2024.
CITY OF ARLINGTON
____________________________
Don E. Vanney, Mayor
ATTEST:
__________________________________
Wendy Van Der Meersche City Clerk
APPROVED AS TO FORM:
________________________________
Steven J. Peiffle, City Attorney
Cla-Val Co.
P.O. Box 1325, Newport Beach, Ca 92659-0325 Phone: 949-722-4800 Fax: 949-645-6524
Page 1
1/4/2024
Subject: Authorized Sales, Engineering, and Service Agency
Please be advised that the company below is the only Authorized Sales, Engineering, and Service
Agency set up in the Greater Northwest, including the states of Alaska, Idaho, Oregon, and
Washington.
They inventory parts, controls, accessories, and complete valve assemblies which are ready to
service your every Automatic Control Valve requirements. Their Service Department is available
for normal scheduled maintenance and repairs.
For additional details please contact:
CIMCO-GC SYSTEMS, LLC
2310 INTER AVE
PUYALLUP, WA 98372
800-525-9425
Mr. Beau Swet
Respectfully,
Jake Corzine
Western Regional Sales Manager
Cla-Val Company
602-679-2815
jcorzine@cla-val.com
City of Arlington Council Agenda Bill PH #1 Attachment
November 4, 2024
Ordinance No. 2024-XXX with Exhibits A – D 2025/2026 Preliminary Budget
Finance; Kristin Garcia, Director 360-403-3431 EXPENDITURES REQUESTED: 2025 - $94,566,668 (Exhibit A) 2026 - $82,075,734 (Exhibit B) BUDGET CATEGORY: All Funds BUDGETED AMOUNT: See above – to establish the 2025/2026 biennial budget LEGAL REVIEW:
made after the October 8 retreat. A public hearing will be held on November 4, 2024 to give the public an opportunity to comment on the proposed budget. Pending no comment from the public on November 4, staff will ask council to adopt the budget ordinance.
A retreat was held on March 22-23, 2024 to establish priorities for the upcoming biennium. On October 8, 2024, staff presented the 2025/2026 preliminary biennial budget to council which incorporated the priorities as established at the March retreat. The preliminary budget was placed on the city’s website by October 1, 2024 to be available for the public.
Take action on the proposed budget on November 18, 2024. The budget needs to be adopted prior to December 31, 2024.
the City of Arlington Biennial Budget for the Years 2025/2026 and authorize the Mayor to sign it.”
ORDINANCE NO. 2024-XXX
AN ORDINANCE ADOPTING THE CITY OF ARLINGTON BIENNIAL BUDGET
FOR THE YEARS 2025-2026
WHEREAS, subsequent to due notice and public hearing thereon, the City Council of the City of
Arlington has approved the biennial budget for the years 2025-2026;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARLINGTON, WASHINGTON DO ORDAIN
AS FOLLOWS:
Section One. The following expenditures budget as set forth in Exhibits A and B, containing the
totals set forth for each fund of the years 2025-2026 is hereby adopted.
Section Two: The following salary schedules as set forth in Exhibit C and Exhibit D containing
non-represented positions and pay ranges as reflected in the 2025-2026 budget is hereby
adopted.
Section Three. This Ordinance shall be in full force and effect on January 1, 2025.
PASSED by the City Council of the City of Arlington on this 4th day of November 2024.
CITY OF ARLINGTON
________________________
Don E. Vanney, Mayor
ATTEST:
________________________________
Wendy Van Der Meersche, City Clerk
APPROVED AS TO FORM:
_________________________
Steven J. Peiffle, City Attorney
EXHIBIT A
2025 Budget BFB Revenue Expenses EFB
001 General Fund 6,800,000 23,729,750 24,914,033 5,615,717
004 General Mandatory Reserve 2,669,517 300,000 - 2,969,517
005 Program Development 381,240 - 230,000 151,240
006 CED - Permitting 4,200,000 1,168,000 1,716,600 3,651,400
008 Opioid Settlement Fund 215,000 84,131 - 299,131
101 Street Fund 330,000 1,057,962 1,132,261 255,701
107 Growth Fund 3,360,792 282,500 619,723 3,023,569
111 Art Fund 96,300 21,500 92,500 25,300
114 Lodging Tax Fund 150,000 143,000 187,052 105,948
116 Cemetery Fund 20,000 312,000 296,892 35,108
180 Transportation Sales Tax Fund 2,225,000 2,361,921 3,134,000 1,452,921
303 REET I 1,700,000 660,000 744,899 1,615,101
304 REET II 2,700,000 665,000 682,162 2,682,838
305 Capital Facilities 3,148,814 100,000 2,050,000 1,198,814
306 Bond Construction Fund 400,000 3,500 403,500 -
310 Tranportation Improvement 1,200,535 6,572,513 7,155,457 617,591
311 Park Improvement 68,000 1,030,270 1,087,170 11,100
316 Cemetery Imorvement Fund 132,508 21,150 70,250 83,408
320 Equipment Replacement 2,177,587 1,543,097 1,574,255 2,146,429
402 Airport Fund 300,000 4,630,373 4,268,689 661,684
403 Water Utilities Fund 1,252,900 5,079,340 5,252,390 1,079,850
404 Sewer Utilities Fund 1,060,000 7,714,520 7,755,878 1,018,642
405 Water Capital Fund 5,115,000 8,187,260 11,082,800 2,219,460
406 Sewer Capital Fund 5,035,000 5,325,695 5,149,000 5,211,695
409 Storm Water CIP 537,000 453,800 520,000 470,800
410 Airport Reserve Fund 4,336,771 135,000 2,400,000 2,071,771
411 Sewer Bond Reserve Fund 1,022,699 - - 1,022,699
412 Storm Water Management Fund 225,000 1,379,921 1,376,111 228,810
413 Airport CIP Fund 786,000 6,665,500 7,385,500 66,000
504 PW M&O Fund 125,000 3,164,692 3,160,996 128,696
622 Cemetery Pre-Need Fund 43,962 4,475 1,000 47,437
633 City Fiduciary Fund 1,300 123,550 123,550 1,300
702 Cemetery Endowment Fund 430,000 25,000 - 455,000
52,245,925 82,945,420 94,566,668 40,624,677
EXHIBIT B
2026 Budget BFB Revenue Expenses EFB
001 General Fund 5,615,717 24,427,586 26,181,660 3,861,643
004 General Mandatory Reserve 2,969,517 280,000 - 3,249,517
005 Program Development 151,240 - 151,240 -
006 CED - Permitting 3,651,400 1,670,000 1,696,505 3,624,895
008 Opioid Settlement Fund 299,131 84,927 - 384,058
101 Street Fund 255,701 1,086,650 1,241,088 101,263
107 Growth Fund 3,023,569 457,500 10,000 3,471,069
111 Art Fund 25,300 26,000 30,000 21,300
114 Lodging Tax Fund 105,948 150,000 197,654 58,294
116 Cemetery Fund 35,108 321,360 314,782 41,686
180 Transportation Sales Tax Fund 1,452,921 2,060,958 1,780,000 1,733,879
303 REET I 1,615,101 670,000 437,837 1,847,264
304 REET II 2,682,838 675,000 222,300 3,135,538
305 Capital Facilities 1,198,814 75,000 400,000 873,814
310 Tranportation Improvement 617,591 8,364,893 8,878,616 103,868
311 Park Improvement 11,100 104,500 101,100 14,500
316 Cemetery Imorvement Fund 83,408 950 50,000 34,358
320 Equipment Replacement 2,146,429 1,658,517 1,671,985 2,132,961
402 Airport Fund 661,684 4,799,196 5,132,785 328,095
403 Water Utilities Fund 1,079,850 5,284,507 5,343,803 1,020,554
404 Sewer Utilities Fund 1,018,642 8,017,314 8,016,436 1,019,520
405 Water Capital Fund 2,219,460 9,747,920 11,422,100 545,280
406 Sewer Capital Fund 5,211,695 3,516,495 1,474,000 7,254,190
409 Storm Water CIP 470,800 224,000 200,000 494,800
410 Airport Reserve Fund 2,071,771 68,000 700,000 1,439,771
411 Sewer Bond Reserve Fund 1,022,699 - - 1,022,699
412 Storm Water Management Fund 228,810 1,420,539 1,444,665 204,684
413 Airport CIP Fund 66,000 1,381,358 1,387,000 60,358
504 PW M&O Fund 128,696 3,444,233 3,465,628 107,301
622 Cemetery Pre-Need Fund 47,437 4,475 1,000 50,912
633 City Fiduciary Fund 1,300 123,550 123,550 1,300
702 Cemetery Endowment Fund 455,000 25,675 - 480,675
40,624,677 80,171,103 82,075,734 38,720,046
EXHIBIT C
1/1/2025
Pay Grade Position Title Step 2 Step 3 Step 4 Step 5M Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13
A Seasonal Maintenance Laborers 20.35 20.91 21.49 22.05
A Finance Intern
A GIS Seasonal Worker
B 5,171 5,326 5,486 5,650 5,763 5,878 5,996 6,116 6,238 6,363 6,490 6,620
B 62,047 63,909 65,826 67,801 69,157 70,540 71,951 73,390 74,858 76,355 77,882 79,439
G Executive Analyst 6,860 7,066 7,278 7,496 7,646 7,799 7,955 8,114 8,276 8,442 8,610 8,783
G 82,318 84,788 87,331 89,951 91,750 93,585 95,457 97,366 99,313 101,300 103,326 105,392
H Communications Specialist 7,409 7,631 7,860 8,096 8,258 8,423 8,591 8,763 8,938 9,117 9,299 9,485
H Deputy Clerk 88,904 91,571 94,318 97,147 99,090 101,072 103,094 105,155 107,258 109,404 111,592 113,824
I City Clerk/Executive Assistant 8,001 8,241 8,489 8,743 8,918 9,096 9,278 9,464 9,653 9,846 10,043 10,244
I Finance Accountant 96,016 98,896 101,863 104,919 107,017 109,158 111,341 113,568 115,839 118,156 120,519 122,929
I Payroll Accountant
I PW Accountant
I Fiscal Analyst
J M&O Supervisor 8,641 8,901 9,168 9,443 9,632 9,824 10,021 10,221 10,426 10,634 10,847 11,064
J 103,697 106,808 110,012 113,313 115,579 117,890 120,248 122,653 125,106 127,608 130,161 132,764
K Airport Operations Manager 9,333 9,613 9,901 10,198 10,402 10,610 10,822 11,039 11,260 11,485 11,714 11,949
K Finance Supervisor 111,993 115,353 118,813 122,378 124,825 127,322 129,868 132,465 135,115 137,817 140,573 143,385
K Police Services Manager
L Building Official 10,079 10,382 10,693 11,014 11,234 11,459 11,688 11,922 12,160 12,404 12,652 12,905
L M&O Manager 120,952 124,581 128,318 132,168 134,811 137,507 140,258 143,063 145,924 148,842 151,819 154,856
L Planning Manager
L Utilities Manager
M Community Engagement Director 10,886 11,212 11,549 11,895 12,133 12,376 12,623 12,876 13,133 13,396 13,664 13,937
M Enterprise Data and Technology Mgr.130,628 134,547 138,584 142,741 145,596 148,508 151,478 154,508 157,598 160,750 163,965 167,244
M Development Services Engineering Mgr.
N Assistant Finance Director 11,757 12,109 12,473 12,847 13,104 13,366 13,633 13,906 14,184 14,467 14,757 15,052
N City Engineer 141,079 145,311 149,670 154,161 157,244 160,389 163,596 166,868 170,206 173,610 177,082 180,624
N Deputy Director CED
O Deputy Public Works Director 12,932 13,320 13,720 14,131 14,414 14,702 14,996 15,296 15,602 15,914 16,233 16,557
O Police Commander 155,187 159,842 164,638 169,577 172,968 176,428 179,956 183,555 187,226 190,971 194,790 198,686
P Human Resources Director 13,585 13,993 14,413 14,845 15,142 15,445 15,754 16,069 16,390 16,718 17,052 17,393
P 163,024 167,914 172,952 178,140 181,703 185,337 189,044 192,825 196,681 200,615 204,627 208,720
Q Airport Director 14,265 14,692 15,133 15,587 15,899 16,217 16,541 16,872 17,210 17,554 17,905 18,263
Q 171,175 176,310 181,599 187,047 190,788 194,604 198,496 202,466 206,515 210,646 214,859 219,156
R CED Director 14,978 15,427 15,890 16,367 16,694 17,028 17,368 17,716 18,070 18,431 18,800 19,176
R Finance Director 179,733 185,125 190,679 196,400 200,328 204,334 208,421 212,589 216,841 221,178 225,601 230,113
R Information Technology Director
R Public Works Director
S Police Chief 15,659 16,129 16,613 17,111 17,454 17,803 18,159 18,522 18,892 19,270 19,656 20,049
S 187,911 193,549 199,355 205,336 209,443 213,631 217,904 222,262 226,707 231,241 235,866 240,584
T City Administrator 17,225 17,742 18,274 18,822 19,199 19,583 19,975 20,374 20,782 21,197 21,621 22,054
T 206,702 212,904 219,291 225,869 230,387 234,995 239,694 244,488 249,378 254,366 259,453 264,642
2025 Non-Represented Employees (6% COLA)
EXHIBIT D
1/1/2026
Pay Grade Position Title Step 2 Step 3 Step 4 Step 5M Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13
A Seasonal Maintenance Laborers 21.16 21.75 22.35 22.93
A Finance Intern
A GIS Seasonal Worker
B 5,377 5,539 5,705 5,876 5,994 6,113 6,236 6,360 6,488 6,617 6,750 6,885
B 64,529 66,465 68,459 70,513 71,923 73,362 74,829 76,325 77,852 79,409 80,997 82,617
G Executive Analyst 7,134 7,348 7,569 7,796 7,952 8,111 8,273 8,438 8,607 8,779 8,955 9,134
G 85,611 88,179 90,824 93,549 95,420 97,328 99,275 101,260 103,286 105,351 107,458 109,608
H Communications Specialist 7,705 7,936 8,174 8,419 8,588 8,760 8,935 9,113 9,296 9,482 9,671 9,865
H Deputy Clerk 92,459 95,233 98,090 101,033 103,054 105,115 107,217 109,361 111,548 113,779 116,055 118,376
I City Clerk/Executive Assistant 8,321 8,571 8,828 9,093 9,275 9,460 9,650 9,843 10,039 10,240 10,445 10,654
I Finance Accountant 99,856 102,852 105,937 109,116 111,298 113,524 115,794 118,110 120,472 122,882 125,339 127,846
I Payroll Accountant
I PW Accountant
I Fiscal Analyst
J M&O Supervisor 8,987 9,257 9,534 9,820 10,017 10,217 10,421 10,630 10,843 11,059 11,281 11,506
J 107,845 111,080 114,412 117,845 120,202 122,606 125,058 127,559 130,110 132,712 135,367 138,074
K Airport Operations Manager 9,706 9,997 10,297 10,606 10,818 11,035 11,255 11,480 11,710 11,944 12,183 12,427
K Police Services Manager 116,472 119,966 123,565 127,272 129,818 132,414 135,062 137,764 140,519 143,329 146,196 149,120
L Building Official 10,482 10,797 11,121 11,455 11,684 11,917 12,156 12,399 12,647 12,900 13,158 13,421
L M&O Manager 125,790 129,564 133,451 137,454 140,203 143,007 145,867 148,785 151,760 154,796 157,892 161,049
L Planning Manager
L Utilities Manager
M Community Engagement Director 11,321 11,661 12,011 12,371 12,618 12,871 13,128 13,391 13,658 13,932 14,210 14,494
M Enterprise Data and Technology Mgr.135,853 139,929 144,127 148,450 151,419 154,448 157,537 160,688 163,901 167,179 170,523 173,933
M Development Services Engineering Mgr.
N Assistant Finance Director 12,227 12,594 12,971 13,361 13,628 13,900 14,178 14,462 14,751 15,046 15,347 15,654
N City Engineer 146,721 151,123 155,657 160,326 163,533 166,804 170,140 173,543 177,013 180,554 184,165 187,848
N Deputy Director CED
O Deputy Public Works Director 13,449 13,853 14,269 14,697 14,991 15,290 15,596 15,908 16,226 16,551 16,882 17,219
O Police Commander 161,394 166,235 171,222 176,359 179,886 183,484 187,154 190,897 194,715 198,609 202,581 206,633
P Human Resources Director 14,129 14,553 14,989 15,439 15,748 16,062 16,384 16,711 17,046 17,387 17,734 18,089
P 169,544 174,630 179,869 185,265 188,971 192,750 196,605 200,537 204,548 208,639 212,812 217,068
Q Airport Director 14,835 15,280 15,739 16,211 16,535 16,866 17,203 17,547 17,898 18,256 18,621 18,993
Q 178,021 183,362 188,863 194,529 198,419 202,387 206,435 210,564 214,775 219,071 223,452 227,921
R CED Director 15,577 16,044 16,525 17,021 17,362 17,709 18,063 18,424 18,793 19,169 19,552 19,943
R Finance Director 186,922 192,530 198,306 204,255 208,340 212,507 216,757 221,092 225,514 230,024 234,625 239,317
R Information Technology Director
R Public Works Director
S Police Chief 16,286 16,774 17,277 17,796 18,152 18,515 18,885 19,263 19,648 20,041 20,442 20,851
S 195,427 201,290 207,329 213,549 217,820 222,176 226,619 231,152 235,775 240,490 245,300 250,206
T City Administrator 17,914 18,452 19,005 19,575 19,967 20,366 20,773 21,189 21,613 22,045 22,486 22,936
T 214,970 221,419 228,062 234,903 239,601 244,394 249,281 254,267 259,352 264,539 269,830 275,227
2026 Non-Represented Employees (4% COLA)
CITY OF ARLINGTON
Don Vanney
Mayor
City Council
Heather Logan Leisha Nobach Debora Nelson Michele Blythe
Position 1 Position 2 Position 3 Mayor Pro Tem
Position 4
Rob Toyer Yvonne Gallardo Jan Schuette
Position 5 Position 6 Position 7
TABLE OF CONTENTS
Profile – City of Arlington........................................…………………………………………………………………….1
Mayor’s Message...…........……………............……....…............…………………………………………….......2
Strategic Priorities and Objectives. ...................................................................................4
City Departmental Chart .................................................................................................. 6
City Staff and Boards, Committees and Commissions.......................................................7
About the Budget and the Budget Process.................................................................................12
2025 – 2026 Budget Process...................................................................................................13
Selected Budget Policies...................................................................................................14
Basis of Accounting and Budgeting...................................................................................15
Explanation of Revenue Sources ......................................................................................20
Major Revenue Assumptions............................................................................................24
Major Expenditure Assumptions ......................................................................................26
Budget Summary - All Funds.......................................................................................................28
General Fund 001....................................................................................................................29
a)Legislative ............................................................................................................31
b)Executive..............................................................................................................31
c)Personnel Services...............................................................................................33
d)Finance.................................................................................................................33
e)Information Technology........................................................................................35
f)Other Government Services.................................................................................36
g)Police Department...............................................................................................36
h)Community Development....................................................................................38
i)Recreation, Non-Expenses, Legal Services...........................................................40
j)Interfund Transfers, Other Expenses .................................................................41
k)Debt Service, Capital Outlay.................................................................................42
Mandatory Reserve 004..........................................................................................................43
Program Development 005.....................................................................................................44
CED Permitting 006.................................................................................................................45
Street Department 101...........................................................................................................46
Growth Fund 107....................................................................................................................48
Public Art Fund 111................................................................................................................49
Lodging Tax 114......................................................................................................................50
Cemetery 116.........................................................................................................................51
Transportation Sales Tax Fund 180.........................................................................................53
REET I 303...............................................................................................................................54
REET II 304..............................................................................................................................55
Capital Facilities 305...............................................................................................................56
Bond Construction Fund 306..................................................................................................57
Transportation Improvement Fund 310 .................................................................................58
Park Improvement Fund 311..................................................................................................61
TABLE OF CONTENTS
Cemetery Capital Fund 316.....................................................................................................62
Equipment Replacement Fund 320.........................................................................................63
Airport Operating Fund 402....................................................................................................66
Airport Reserve Fund 410.......................................................................................................69
Airport CIP (FAA) Fund 413.....................................................................................................70
Water Operating Fund 403......................................................................................................72
Water Improvement Fund 405 ...............................................................................................75
Sewer Operating Fund 404......................................................................................................77
Sewer Improvement Fund 406................................................................................................80
W/S Bond Reserve Fund 411....................................................................................................82
Stormwater Operating Fund 412.............................................................................................83
Stormwater Improvement Fund 409.......................................................................................85
PW Facilities and M&O Fund 504............................................................................................86
Cemetery Preneed Fund 622...................................................................................................88
City Fiduciary Fund 633............................................................................................................89
Cemetery Endowment Fund 702.............................................................................................91
PROFILE
City of Arlington
Arlington, Washington, incorporated in 1903, is a city with a rich farming and timber history in the
Stillaguamish River Valley. Nestled in the foothills of the Cascade Mountains near the Salish Sea,
Arlington combines the best of northwest living with easy access to urban centers and outdoor
activities.
Arlington strives to be a live-work community with employment opportunities for residents. With
industrial, commercial, and retail areas, as well as a variety of housing and residential options. The city
boasts a high jobs-to-population ratio (2.2 jobs per residence), and is home to a wide variety of
aerospace, high tech manufacturing, construction, and green technology enterprises. The Arlington-
Marysville Cascade Industrial Center is the second largest concentration of manufacturing businesses
in Snohomish County.
With an estimated population of 22,980, in 2024, Arlington has experienced continued growth over the
years, increasing population by approximately 3,500 residents over the last 10 years. In April 2024
Arlington was 8th out of the top 10 cities and towns with an increase of 1.3% from the previous year.
People and businesses are drawn to the area by the availability of suitable property, access to
employment and exceptional public schools, and proximately to rural areas. With the City's location
near Interstate 5 and north of the urban centers of Everett and Seattle, continued growth of this area is
expected.
Arlington is a full-service city providing services that our citizens need to maintain a great quality of
life. The Arlington Police Department is a State Accredited agency that is committed to providing
excellent service. Arlington has received the State’s Water Quality award for over 20 years for
exceptional drinking water. The City’s park system provides over 15 parks and trails. The Arlington
Municipal Airport is one of the state’s premier general aviation airports and is the site of the annual
Arlington Fly-In, attracting over 50,000 visitors.
Downtown Arlington hosts many events and parades that the community enjoys. We are noted for our
small-town charm and the abundance of activities are part of Arlington’s culture.
We have a volunteer orientated community that serve on the City’s boards and commissions, as well as
many non-profit organizations that contribute to Arlington’s quality of life.
The City of Arlington is committed to exceptional customer service. Whether you are a resident, visitor
or business owner, the city pledges to provide prompt, courteous, accurate, and complete assistance.
With its exceptional amenities and welcoming community, Arlington is truly a city that has it all.
1
November 4, 2024
Honorable City Council and Members of our Community:
I am pleased to present the 2025/2026 biennial budget, the first biennial budget during my tenure as Mayor. I want
to thank City Council, commission members, City staff and the community for helping shape the City’s vision and
making Arlington a great place to work and live. The City’s budget was developed based on Council’s strategic
priorities, along with feedback I’ve received from the community. The strategic priorities are based on three focus
areas; public safety, fiscal sustainability and economic development. The strategic objectives and action steps are
included in the pages following this message.
GENERAL OUTLOOK
The last couple of budgets have been through a period of significant growth with increasing revenues. We’ve also
been through a pandemic which created disruption, economic challenges and an opportunity for innovation and
efficiency. We’re now facing a period of continued inflation, higher interest rates and a slowdown in the local
economy. The 2025/2026 budget wasn’t built without challenges, we’re seeing a slowdown in sales tax revenue
which represents about 34% of general fund revenue and supports most of the City’s general government services.
Even with those challenges, no cuts were necessary in the general fund to balance the 2025/2026 budget and
maintain minimum reserves. In fact, the City plans to make increases in public safety and maintenance and
operations, with the expectation that the slowdown is temporary and we’ll see an uptick in revenue early 2025.
Although we are facing an economic slowdown, the overall outlook is positive. Over the past few years, the City
has been a good steward of taxpayer dollars by building and maintaining strong reserves, managing budgets, and
not using one time revenue to support long term costs, all of which has put us in a position to maintain and enhance
service levels and deliver excellent service to the community.
BUDGET OVERVIEW
The biennial budget includes total City revenues of $83 million in 2025 and $80 million in 2026. The difference in
revenue between 2025 and 2026 is because of expected grant revenue for transportation and airport projects.
Total City expenses in 2025 are $94 million and $82 million in 2026 and exceed total revenues coming in. Total
expenses exceed total revenues because the City is planning significant investment in infrastructure with the help
from grant revenue, mitigation and user fees and spending down accumulated reserves. All operating funds will be
at or near minimum reserves during this biennium. About $21 million is planned for transportation projects, $3
million in facility improvements, $1.2 million in park projects, $3.2 million to maintain equipment, stay current with
technology and protect against cyber threats. The budget also includes $8.7 million in airport projects and an
investment of $29 million in utility projects to maintain and update current infrastructure and to plan for future
capacity and development.
2
General fund revenues are projected at about $24 million for both years in the biennium with little revenue growth
expected. General fund expenses are projected at $24 million in 2025 and $26 million in 2026. Although expenses
exceed revenue in 2026, the City’s ending fund balance will maintain its 2-month operating reserve. The expense
increase in 2026 is an investment in public safety and maintenance and operations. About 76% of the general fund
budget is from tax revenue, the majority of which comes from property taxes, retail sales taxes and utility taxes.
46% of the general fund budget is spent on public safety.
PUBLIC SAFETY
Public safety is a critical service provided by the City and remains a high priority. This budget includes hiring
additional staff at the police department and investing in advanced technologies to improve efficiencies and
enhance the daily work of our police officers. The City also plans to invest in neighborhood traffic calming programs
and other transportation projects to improve the safety of our streets and pedestrian walkways.
FISCAL SUSTAINABILITY
The key to fiscal health is balancing immediate needs with long term sustainability. The 2025/2026 budget reflects
the City’s commitment to being good stewards of taxpayer dollars by careful planning to make sure we live within
our means and making strategic investments to keep the City moving forward. A part of our work to ensure the
long-term success of the City is to update the City’s 10-year financial forecast, stay current with financial policies
and maintain required reserves.
ECONOMIC DEVELOPMENT
A thriving economy and recreational space is the foundation of a strong community. The budget includes
investments that will foster job growth by creating the necessary infrastructure for development, and provide
funding for additional outdoor recreational space. To promote and manage economic development within
Arlington, the City will complete its update to the Comprehensive Plan and Airport Master Plan which outlines the
City’s implementation strategies that guide future development over a long term horizon. The City also plans to
enhance its outdoor space by creating a dog park and a bike pump track by leveraging local dollars with grant funds.
Significant investments will also be made in transportation, utilities, and a continuation of our fiber program. This
will allow businesses and residents to have access to safe roads, clean drinking water and technology.
CONCLUSION
I want to express my gratitude to all those who participated in the budget process. The budget creates the
framework of how we invest in the community to build a safe and vibrant place to live, work and play. I thank the
citizens for trusting me to move the City forward and be part of a community that we can all be proud of!
Sincerely,
Mayor Don Vanney
3
Public Safety Action Items
Public Safety
•
•
•
•
Implement Transportation Capital Plan
•
•
•improvement plans
Fiscal Sustainability Action Items
Financial
Parks
Facility Maintenance and Improvements
Community & Economic Development
4
Economic Development Action Items
Implement Water Capital Improvement Plan Continue water main replacementsWater treatment plan design and constructionFuture reservoir developmentHaller North wellfield expansionHaller South wellfield projectIsland Crossing water main designWater treatment plant expansion filters640 Zone booster install211th Place improvements180th and 188th roundabouts water portion
Implement Sewer Capital Improvement Plan Continue sewer main replacementsLift station upgrades LS-11 and LS-14211th Place improvements180th and 188th roundabouts sewer portion
Implement Storm Capital Improvement Plan Prairie Creek Bridge Continue storm system repair and maintenance
Airport Completion of airport development plan
Design for commercial kitchenContinuation of fiber installationTaxiway Alpha mill and overlayTaxiway C extensionRunway 11/29 solar lighting
Transportation Improvements Island Crossing roundabout
180th and Smokey Point Blvd roundabout188th and Smokey Point Blvd roundabout211th Place improvements169th Street segment180th ConnectorSR31 Trail Division/Broadway74th Ave Trail
5
City Departmental Chart
Public Works
Water
Wastewater
Stormwater
Transportation
Airport
Cemetery
Street Dept
M&O
Parks
Facilities
Airport
Maintenance
General Fund
Administration
HR
Finance
IT
Police
CED
Mayor’s
Office
City Council
66
Arlington City Management Staff
Paul Ellis - City Administrator
Steve Peiffle - City Attorney
Kristin Garcia - Finance Director
Jonathan Ventura - Police Chief
James Kelly - Public Works Director
Marc Hayes - Community & Economic Development Director
Shawn Friang - Human Resources Director
Marty Wray - Airport Director
Bryan Terry - IT Director
Sarah Lopez - Community Engagement Director
Boards, Committees and Commissions
Arlington Airport Commission
The Commission consists of seven members appointed by the City Council. Terms are
three years. Duties: to operate and regulate the Airport, subject to City Council
approval. Meetings are the 2nd Tuesday of each month at 6:00 pm at the Arlington
Municipal Airport Office.
Ruth Gonzales
John Branthoover
Eric Hansen
Scott Tomkins
Robert Anderson
Dary Finck
Kirk LeDoux
7
Arlington Cemetery Advisory Board
The Board consists of five members, appointed by the Mayor and subject to approval of
the City Council. Terms are 4 years. Meets quarterly as scheduled. Duties are to advise
the Mayor and City Council in all matters relating to long range planning of the
Cemetery.
DeAnn Bennett
Maxine Jenft, Vice Chair
Allen Ice
Annette Patterson
Jordan Mohrenne
Arlington Civil Service Commission
The Commission consists of three members appointed by the Mayor. Terms are 6
years. Duties are selection, appointment, and employment of police officers. They
meet on the first Wednesday of the month at 9:00 am at the Police Station, Council
Conference Room. There is currently one vacancy on the commission.
Kay Duskin - Commission Chair
Holly Sloan-Buchanan – Commission Vice Chair
Jonathan Reichert
8
Arlington Lodging (Hotel-Motel) Tax Advisory Committee
The Committee consists of five members. One member of the Committee shall be from
the City Council. Two are to be representatives of businesses required to collect the tax.
The other two are persons involved in activities authorized to be funded from the tax.
Terms are for 2 years. The committee meets as needed to provide a recommendation
to the full City Council for allocation of the funds collected.
Debora Nelson – Council Representative
Rachel Ralson
Michele Heiderer
Jeri Rugtvedt
Arlington Parks, Arts & Recreation Commission (PARC)
The Commission serves as an advisory commission to the Mayor and City Council with
respect to Parks, Arts and Recreation facilities and programs within the city, as well as
changes, expansion or new acquisition of both facilities and programs. Terms are 4 years.
Meets on the 4th Tuesday of each month at 6:00 pm in the Arlington City Council
Chambers.
Steve Maisch
Jennifer Harrington
Rick Sloan
Christa Dietz
Heather Watland
Randy Nobach
Jan Bauer
(Island Crossing Entryway Sign, Fish by Marguerite Goff, lettering by Lance Carleton, 2010)
9
Citizen Salary Commission
The Commission consists of five members appointed by the Mayor and subject to
approval of the City Council. Terms are 3 years. The commission meets to review,
evaluate and recommend salaries and per diem reimbursement for elected officials.
The commission holds at least one public hearing within two months of filing its
recommendation with the city clerk.
Carla Gastineau
Holly Sloan-Buchanan
Nancy Knutson
Stephanie Abrahamson
Vacancy
Arlington Planning Commission
The Commission consists of five members appointed by the mayor and subject to
approval of the City Council. Terms are 6 years. Commission meets 1st and 3rd Tuesdays
at 6:30pm in the Arlington City Council Chambers. The City Council may refer to the
Commission, for its recommendation and report, any ordinance, resolution, or other
proposal relating to amendments to the City’s comprehensive plan, amendments to the
City’s land use code, or any of the matters and subjects referred to in the Revised Code
of Washington (RCW) Chapter 35A.63.
Melissa Johnson, Chair
Gayle Roeber, Vice Chair
Tim Abrahamson
Nathan Senff
Jennifer Benton
10
Arlington Youth Council
The Arlington Youth Council is to advise the mayor and city council on matters relating
to and affecting the youth in our community and provide youth perspectives on a range
of community issues and projects. The youth council is structured to create an essential
link among the city’s teens, the community and city government. Meetings are the 2nd
Thursday of the month at 5:30 pm, (sometimes the 4th Thursday of the month).
Kathleen Azpiri
Kimberly Leach
Reese Baggen
Brooklyn Helle
Sera Sabol
Kristin-MIchale Sherburne
Elinor Richardson
Kindness Mural at the Boys & Girls Glub, by Brady Black and Community
11
About the Budget and the Budget Process
The budget includes the financial planning and legal authority to obligate public funds. Additionally,
the budget provides significant policy direction by the City Council and Mayor to the staff and
community. As a result, the Mayor, the City Council, staff and public are involved in establishing the
budget for the City of Arlington.
The budget provides four functions:
1. A Policy Document
The budget functions as a policy document in that the decisions made within the budget will reflect the
general principles or plans that guide the actions taken for the future. As a policy document, the
budget makes specific attempts to link desired goals and policy direction to the actual day-to-day
activities of the City staff.
2. An Operational Guide
The budget of the city reflects its operations. Activities of each City function and organization have
been planned, debated, formalized, and described in the following sections. This process will help to
maintain an understanding of the various operations of the City and how they relate to each other and
to the attainment of the policy issues and goals of the City Council.
3. A Link with the General Public
The budget provides a unique opportunity to allow and encourage public review of City operations.
The budget describes the activities of the city, the reason or cause for those activities, future
implications, and the direct relationship to the citizenry.
4. A Legally Required Financial Planning Tool
The budget is a financial planning tool, which has been its most traditional use. In this light, preparing
and adopting a budget is a state law requirement of all cities as stated in Title 35A of the Revised Code
of Washington (RCW). The budget must be adopted as a balanced budget and must be in place prior to
the expenditure of any City funds. The budget is the legal authority to expend public moneys and
controls those expenditures by limiting the amount of the appropriation at the fund level. The
revenues of the City are estimated, along with available cash carry-forward, to indicate funds available.
The budget considers unforeseen contingencies and provides for the need for periodic adjustments.
12
2025 – 2026 Budget Process
The budget process for the City of Arlington is, in some respects, an ongoing, year-round activity. The
formal budget planning began in January with discussions between the Mayor, City Administrator and
City Council during the City Council’s annual retreat. The City Administrator and the Department
Directors prepare the preliminary budget based upon the priorities set by the Mayor and City Council.
The City Council reviews the preliminary budget between October and December.
The City of Arlington budget procedures are mandated by RCW 35A.34. There are several steps in the
budget process. The first requirement is that the city shall submit a proposed preliminary budget to the
chief administrative officer on or before the first business day in October. The preliminary budget is
first presented to City Council on the first Saturday in October and again presented to the City Council
in November. Public hearings are held to obtain taxpayers' comments, and revisions, as applicable, are
made. The Council makes its adjustments to the preliminary budget and adopts by ordinance a final
balanced budget not later than December 31. The final operating budget as adopted is published,
distributed, and made available on the City’s website or to the public when requested.
The Finance Director is authorized to transfer budgeted amounts within an fund; however, any
revisions that alter the total expenditures of a fund, or that affect the number of authorized
employee positions, salary ranges or other conditions of employment must be approved by the City
Council.
When the City Council determines that it is in the best interest of the City to increase or decrease
the appropriation for a particular fund, it may do so by ordinance approved by one more than the
majority. This is usually performed once a year in December.
BUDGET PROCESS JUL AUG SEPT OCT NOV DEC
Departments prepare initial revenue
and expense estimates
estimates to Finance
City Clerk, City Council and made
available to the public
Council meetings
December 31
13
Selected Budget Policies
Department directors have primary responsibility for formulating budget proposals in line with City
Council and Mayoral priority direction, and for implementing them once they are approved.
The Finance Department is responsible for coordinating the overall preparation and administration of
the City's operating budget and capital improvements. This function is fulfilled in compliance with
applicable State of Washington statutes governing local government budgeting practices.
The Finance Department assists department staff in identifying budget issues, formulating solutions
and alternatives, and implementing any necessary corrective actions.
Interfund charges will be based on recovery of the direct costs associated with providing those
services.
Regular employee positions will normally be budgeted only in the City's operating funds and will be
retained in accordance with rules established by the Finance Department.
Budget adjustments requiring City Council approval occur through the ordinance process at the fund
level coordinated by the Finance Department and any adjustments to the current year budget are
required to occur prior to the end of the current year.
The City's budget presentation will be directed at displaying the City's services plan in a
Council/constituent-friendly format.
The City will maintain equipment replacement funds that will receive annually budgeted contributions
from the operating expenses of departments owning the capital equipment in an amount necessary to
replace the equipment at the end of its useful life. Life cycle assumptions and required contributions
are reviewed annually as part of the budget process.
14
Basis of Accounting and Budgeting
Accounting
Accounting records for the City are maintained, and financial statements are prepared on the basis of
accounting that demonstrates compliance with Washington State statutes and the Budgeting,
Accounting and Reporting System (BARS) manual in accordance with methods prescribed by the State
Auditor, which is a comprehensive basis of accounting (cash basis) other than generally accepted
accounting principles.
The City accounts for and organizes its operations on a fund basis. A fund is defined as a fiscal and
accounting entity with a self-balancing set of accounts recording cash and other financial resources,
together with all related expenses, liability and residual balances, and changes therein, which are
segregated for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions, or limitations. For the 2025/2026 Biennial budget,
the City of Arlington accounts for its operations in 33 separate funds.
Basis of Presentation - Fund Accounting
The accounts of the City of Arlington are organized based on funds and account groups, each of which
is considered a separate accounting entity and accounted for with a separate set of single-entry
accounts. Reported are beginning and ending cash and investment balances, cash receipts, and
disbursements. Below are the funds the city budgets by fund type.
15
Basis of Accounting
Basis of accounting refers to when revenues and expenditures are recognized in the accounts and
reported in the financial statements. Revenues are recognized only when cash is received and
expenditures are recognized when paid, including those properly chargeable against the report year(s)
budget appropriations as required by state law.
Fixed Assets
Major expenses for fixed assets, including major repairs that increase useful lives, are expensed
when incurred. Assets like buildings, vehicle and equipment are recorded in the City’s fixed asset
system at purchase price for purchases $7,500 or more. Maintenance, repairs and minor renewals are
accounted for as expenses when incurred. The City operates on a cash basis system and does
not record depreciation for assets.
Utility plant in service and other fixed assets are stated at cost where the historical cost is
known. Where historical cost is not known, assets are recorded at the City’s engineers
estimated cost. Donations by developers and customers are recorded at the contract price or donor
cost.
Budgets and Budgetary Accounting
Annual appropriated budgets are adopted for all funds. These funds are budgeted on the
modified cash basis of accounting. The financial statements include budgetary comparisons for those
funds.
Budgets are adopted at the fund level that constitutes the legal authority for expenditures. Annual
appropriations for all funds lapse at the fiscal period end.
2025 Expense Budget 2026 Expense Budget
by Fund by Fund
$94,556,667 $82,075,736
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Governmental Fund Types
Governmental fund operating statements focus on measuring changes in cash and investment
balances rather than net income; they present increases (revenues and other financing sources)
and decreases (expenditures and other financing uses) in cash. This fund is the general
operating fund of the city. It accounts for all financial resources and transactions except those
required to be accounted for in another fund. The general fund is primarily funded by both
retail sales and property taxes. The general fund also provides the administrative support for
all city governmental functions.
General Fund (Five Funds)
001-General Fund.
The City will also maintain in its general fund, an ending fund balance in an amount equal to
two-month operating cash. The 2025-2026 budget predicts ending fund balance will be
$5,615,717 in 2025, representing more than 2 months in reserve and $3,861,642 in 2026
representing slightly less than 2 months in reserve.
004-Mandatory Reserve Fund – Policy.
Reserve Policy: The City will strive to maintain a Mandatory Reserve Fund with a target balance
between ten and sixteen percent (10% - 16%) of the total expected revenue for taxes and
licenses & permits in the general fund. Based on the 2025-2026 budget, the mandatory reserve
balances for 2025 and 2026 will be $2,969,517 and $3,249,517. These balances represent a
target of 16% in 2026.
005-Program Development Fund.
This fund is used to budget special projects, each department is required to fill out a program
request and is approved accordingly.
006-CED Permitting Fund.
This fund per RCW 82.02.020, is used for all building/planning department revenue. This fund
transfers money to the general fund for Community Development expenses.
008-Opioid Settlement Fund.
Opioid Settlement money received but no expenses have been budgeted this biennium.
Special Revenue Funds (Six Funds)
The City of Arlington budgets six special revenue funds. Special revenue funds are used to
account for and record the proceeds of specific revenue sources that are restricted or
committed to expenditures for specific purposes other than debt service or capital projects.
101-Street Department Fund.
This fund is revenue received from the state shared gas taxes and is restricted to street
maintenance and operations. The city also receives money from Snohomish County for the
Transfer Station Road Operations.
107-Growth Fund. Mitigation revenue received and used for capital road and park projects.
111-Public Art Fund. Revenue received from the general fund only to be used for art projects.
114-Lodging Tax Fund. Sales tax collected from local hotel/motel revenue and is restricted for
tourism related expenditure grants.
116-Cemetery Fund. Revenue and expenses only related to the operation of the cemetery.
180-Transportation Sales Tax Fund. Voter approved sales tax can only be used for road
projects.
17
Capital Project Funds (Eight Funds)
The city budgets eight general capital funds. These funds account for financial resources, which
are designated for the acquisition or construction of general government capital projects.
303-REET I Fund. RCW 82.46.010 one-fourth percent real estate excise tax, these funds are
restricted for capital projects.
304-REET II Fund. RCW 82.46.010 and allows a second one-fourth percent real estate excise tax
and restricted to financing capital projects.
305-Capital Facilities Building Fund. Funded by construction sales tax transferred from the
general fund for building maintenance or repairs.
306-Bond Construction Fund. Bond proceeds for general government facilities.
310-Transportation Improvement fund. This fund receives federal and state grant revenue
along with trip mitigation revenue collected in the permit process and can only be used for
transportation road projects.
311-Park Improvement Fund. This fund budget for park projects paid for by federal, state, and
local grants. Other revenue comes from park mitigation revenue collected during the permit
process and used for city park facilities.
316-Cemetery Capital Improvement Funds. Cemetery revenue to be used for future cemetery
development.
320-Equipment Replacement Fund – Money is contributed from each department for their
future equipment purchases and IT replacement schedules. The city receives ballfield revenue
for future repairs or upgrades to city fields.
Enterprise Funds (Ten Funds)
These funds account for operations that provide goods or services to the general public and are
supported by fees charged to external users. Debt and capital projects paid by rate proceeds to
external users are also accounted for using utility funds. While not required to have separate
capital funds, it is the city’s desire to make these as transparent as possible by using them in
separate funds.
402-Airport Operating Fund. The Airport fund accounts for airport’s operation, management,
and capital expenditures. Revenues come from building and land leases. All revenues and
expenditures are tracked in this fund. Ending fund balances are transferred to the reserve fund
for future projects.
410-Airport Reserve Fund. Revenue received from the airport operating fund to be used for
airport projects and city grant match as needed.
413-Airport CIP (FAA) Fund. Capital improvements for the airport are funded primarily by
Federal Aviation Association (FAA) and some state grants.
403-Water Operating Fund. Revenue received from water utility user fees and used for all
water operating expenses. Ending fund balances are transferred to water improvement for
capital projects.
405-Water Improvement Fund. This fund accounts for all water capital projects.
404-Wastewater Utility Fund. Revenue received from wastewater user fees and used for all
wastewater operating expenses. Ending fund balances are transferred to wastewater
improvement fund for capital projects.
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406-Wastewater Improvement Fund. This fund accounts for all wastewater capital projects.
411-Wastewater Bond Fund. Wastewater bond revenue, reserved requirements per bonding
company, debt payments.
409-Stormwater CIP Fund. This fund is used for stormwater capital projects.
412-Stormwater Management Fund. Revenue received from stormwater utility user fees and
used for all stormwater operating expenses. Ending fund balances are transferred to
stormwater CIP fund for capital projects.
Internal Service Funds (One Fund)
The Maintenance and Operations Fund is an internal service fund.
504-PW Facilities PW M&O Fund. The M&O Internal Services fund is used to account for goods
and services provided to other funds. De partments of the City pay for these services on a cost
reimbursement basis. The general fund also transfers money into this fund to pay for other
operating costs.
Fiduciary Fund (One Fund)
622-Cemetery Preneed Fund. This is a Private-Purpose Trust fund, used to accou nt for assets
held by the city in a trustee capacity for all cemetery pre-need transactions purchased for later
customer needs.
633-City Fiduciary Custodial Fund. This fund is used for all money collected on behalf of
another government entity, all sales tax and court revenue collected, then it’s remitted back to
the state.
Permanent Funds (One)
702-Cemetery Endowment Fund. This is a permanent fund restricted on using any earnings
except interest.
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Explanation of Revenue Sources
GENERAL FUND REVENUES:
Property Tax Revenue
Property taxes play an essential role in the finances of the municipal budget. Arlington is a part of the
Sno-Isle Regional Library system and North County Regional Fire Authority. This reduces the City’s levy
limit by $.50 per $1,000 and $1.50 per $1,000, respectively. The annual property tax levy amount
must be established by ordinance by November 30th for the following levy year. Cities with a
population of more than 10,000 are limited to annual increases by the lesser of 1% or the percentage
increase in the implicit price deflator (a national inflation index).
Local Retail Sales and Use Tax
The local retail sales and use tax totals 9.3%. Arlington receives 1.05% (.85% regular sales tax and .2% for
transportation), the State receives 6.5% and Snohomish County receives 1.75%*
*Of the .1% that Snohomish County receives for criminal justice, the City collects about .84%, the
County keeps about 15% and the rest goes to the State for administrative services.
Local Criminal Justice Sales Tax
Local Sales Tax for Criminal Justice funding is to be used solely for criminal justice purposes. This tax is
authorized at 1/10 of 1% of retail sales transacted in the County. Of the total amount collected, the
State distributes 10% to the County, with the remainder being distributed by population to cities.
Utility Taxes
The city receives utility taxes from local utilities as a form of a business license to operate the utility in
the City. The rates are as follows: Water, Sewer, Stormwater – 5%, Telephone, Natural Gas, Electricity
– 6%, Cable TV and Garbage – 8%.
Gambling Tax Revenues
Gambling tax revenues must be spent primarily on law enforcement purposes pertaining to gambling.
Funds remaining after necessary expenditures for such enforcement purposes may be used for any
general government purpose. Gambling taxes are paid monthly to the city. The city imposes a tax on
the following forms of gambling at the following rates: Bingo (5% gross, less prizes); Raffles (5% gross,
less prizes); Games (2% gross, less prizes); Punch Boards (5% gross, less prizes); Pull Tabs (5% gross, less
prizes); Card games (12% gross in 2017).
Leasehold Excise Tax
Most leases of publicly owned real and personal property in the state are subject to a leasehold excise
tax in lieu of a property tax. Rentals of city property, mostly at the municipal airport, fall into this
category and the city collects this tax. The tax is paid to the State which then remits a portion back to
the city.
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Franchise Fees
This is a fee levied on private utilities for the right to use city streets, alleys, and other public properties
and right of ways. The city has two franchise agreements that are paying this 5% fee.
State-Shared Revenues
State-shared revenues are received for gasoline taxes, liquor receipts, marijuana excise tax and motor
vehicle excise taxes including travel trailer and camper excise tax. These taxes are collected by the
State of Washington and shared with local governments based on population. State-shared revenues
are distributed on either a monthly or quarterly basis, although not all quarterly revenues are
distributed in the same month of the quarter.
Liquor Board Profits and Liquor Excise Tax
Cities receive a share of both liquor board profits and liquor excise tax receipts. The profits are
distributed on the last day of March, June, September, and December. The excise portion is
distributed on the last day of January, April, July, and October. To be eligible to receive these
revenues, a city must devote at least two percent of the distribution to support an approved
alcoholism or drug addiction program.
Marijuana Excise Tax
HB 2136 amended the state’s marijuana regulatory and taxation system and provides for revenue
sharing with cities and counties. 70% of revenues are distributed on a per capita basis. 30% of
revenues (the “retail share”) will be distributed based upon the proportional share of revenues
generated in the individual jurisdiction.
Affordable Housing Tax
SHB 1406 allows participating agencies to receive a sales tax credit against the 6.5% the State receives.
This is not a new tax; the State is giving a portion of what they collect to participating agencies to be
used for affordable housing. The city will receive .0073% of the taxable retail sales in our jurisdiction
up to the annual maximum amount. Annual estimates are approximately $50,000.
Opioid Settlement
The Attorney General’s (AG) settlement with three opioid distributors was finalized and the city
received its first distributions in August 2023 from the $215 million to eligible participating cities and
counties. All 125 eligible cities over 10,000 population and counties signed on to the settlement by the
September 2022 deadline. To date the city has received $380,030 and anticipates additional
payments. The City has no planned expenditure for this biennium.
Funds may be used for a variety of opioid use abatement purposes set out in the agreements and must
be consistent with the state Opioid Response Plan:
Improving and expanding treatment for opioid use disorder.
Supporting individuals in treatment and recovery, including providing comprehensive
wrap-around services to individuals with opioid use disorder, including housing,
transportation, education, job placement, job training or childcare.
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Addressing the needs of pregnant women and their families, including those with babies
with neonatal disorder.
Preventing opioid misuse, overprescribing and overdoses through, among other
strategies, school-based and youth-focused programs, public education campaigns,
increased availability and distribution of naloxone and other drugs that treat overdoses,
additional training, and enhancements to the prescription drug monitoring program;
and
Supporting first responders.
Service Revenues
Fees are charged for services rendered by the City of Arlington. Most of the fees in the General Fund
are protective inspections and permits related to services such as planning, zoning, building, and fire
safety inspections.
Fines and Forfeitures
Fines and penalties are collected as a result of Municipal Court rulings and other miscellaneous rule
infractions. All court fines and penalties are shared with the State, County, and the City, on average,
keeps only 40% of the amount collected.
Recreation Program Fees
The Parks and Recreation Department charges fees for selected recreation programs. These fees offset
some of the costs related to providing the program.
Investment Interest
The City invests idle cash holding and earns investment interest on those funds.
OTHER FUND REVENUES
STREET FUND
Gas tax funds are to be used for maintenance and operations and/or capital expenditures related to
street and bridge maintenance, construction or repair. The city deposits all gas tax revenue into the
Street fund. The State distributes fuel tax to the City on a per capita basis.
LODGING TAX FUND:
This fund receives all revenue resulting from the Hotel/Motel Tax levied upon charges made for the
furnishing of lodging by a hotel, rooming house, tourist court, motel, trailer camp and other transient
accommodations in the City. The tax rate is 2 percent of the selling price or charge made for the
lodging. It is collected and administered by the Washington State Department of Revenue. State law
requires that these taxes be credited to a special fund with limitations on use, principally to support
the promotion of tourism/convention activities and related facilities, as prescribed by RCW 67.28.310.
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TRANSPORTATION SALES TAX FUND
February 2023, City of Arlington residents passed a ballot measure to extend the transportation .2%
sales tax for another ten years. This tax will be used for road preservation and repairs, traffic calming
and safety projects.
REAL ESTATE EXCISE TAX 1 FUND
Under Washington State Law, RCW 82.46.010, the City is allowed to impose an excise tax on each sale
of real property at the rate of one-quarter of one percent of the selling price. The revenue generated
can be used for operations and maintenance and for financing capital projects as specified in the
capital facilities plan under the Growth Management Act.
REAL ESTATE EXCISE TAX 2 FUND
Under Washington State Law, RCW 82.46.010, the City is allowed to impose an additional excise tax on
each sale of real property at the rate of one-quarter of one percent of the selling price. The revenue
generated can be used for operations and maintenance and for financing capital projects as specified
in the capital facilities plan under the Growth Management Act.
AIRPORT FUND
The Airport operating fund receives revenue from aviation rental sites, industrial and commercial
building leases, hangar rent and interfund rent from other departments. Every year building leases are
increased by CPI. Land leases are based on a rate per square foot and are determined by a land
appraisal conducted every 5 years.
PUBLIC WORKS UTILITIES
Public Works is broken down by three separate departments, funds: Water, Wastewater and
Stormwater. Revenue is collected from external customer accounts and billed on water usage,
wastewater, and stormwater. Usage fees are established by periodic rate studies and CPI.
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Major Revenue Assumptions
1. Beginning 2021 through 2023, a large online retailer was building a facility in Arlington
generating higher than usual construction related sales tax during that time period. The
2025/2026 budget reflects a 4.5% increase in sales tax based on 2023 actual revenue (excluding
what was received from that project). The budget reflects conservative revenue projections
due to the recent economic slowdown in retail sales, however the slowdown is expected to be
temporary.
2022 Actuals 2023 Actuals 2024 Budget 2025 Budget 2026 Budget
Retail Sales Tax
2. State shared revenues use the population estimate as determined by the Office of Financial
Management for the State of Washington. The population estimate used for 2025 revenue is
22,980 which is nearly a 6% increase from last year. Population estimates are important when
determining distribution of State shared revenues on a per capita basis.
3. Estimates for general property tax revenue reflect a 1% increase plus new construction from
last year’s levy. The 1% increase is approximately $137,623 mostly due to the increase in new
construction values. The 2025 preliminary estimated assessed valuation for Arlington is
$5,482,079,680 as determined by the Snohomish County Assessor’s Office. This is an increase
of approximately 11% from 2024 and includes new construction, annexations and State
assessed utility values. The City’s general property levy rate for 2025 is estimated to be $.9156
per $1,000 of assessed valuation and estimated to be $.9059 per $1,000 of assessed valuation
for 2026. In 2024, the City used some of its banked capacity increasing property tax revenue
from what was originally budgeted.
2022 Actuals 2023 Actuals 2024 Budget 2025 Budget 2026 Budget
Property Taxes
4. Estimates for utility taxes are based on tax rates as established by Municipal Code 3.16.040 and
historical trend. The City charges a 5% utility tax on water, wastewater and stormwater
revenue.
5. Estimates for utility revenues are based on rates as established by Municipal Code 13.12.040
and expected increases in population and commercial/residential buildings. Per City ordinance,
utility rates are automatically increased by CPI unless council takes separate action to amend
the ordinance. In 2025 the rates were calculated based on a 4% CPI for water and wastewater,
and 3% CPI for stormwater.
6. Airport land rentals are based on appraisal values. Appraisals are completed every 5 years and
any increase/decrease from the appraisal is amortized over a 5 year period. Land rates are
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assessed per square foot and vary depending on the type of rental. The land rates for 2025 are
expected to be between $.32 and $.40 per square foot and increasing to $.36 and $.42 per
square foot in 2026. Building leases generally increase by CPI. The CPI for 2025 is budgeted at
4.3%.
7. In 2021, the voters approved an annexation of the City’s fire and EMS department into North
County Regional Fire Authority (NCRFA). Per the annexation agreement, NCRFA will pay the city
$277,985 each year starting in 2024 for reimbursement of debt on the construction of fire
station 48.
8. Lodging tax revenues declined during the pandemic years but recovered in 2023 and 2024.
Current revenues are up about 15% from last year. The biennial budget reflects modest
increases in both 2025 and 2026.
9. Telephone utility tax revenues have been trending downward since 2018 but appear to have
stabilized in 2024. Revenues budgeted for the next biennium are consistent with 2023 actuals.
10. Fines and forfeits (traffic enforcement infractions) have fluctuated over the past several years
and have performed under budget. The 2025/2026 budget reflects a reduction from the 2024
budget.
11. Building permit and land use fees are estimated by the Community & Economic Development
Department and are based upon historical records and adjusted to reflect our current level of
development and available land.
12. Traffic and park mitigation revenues are based on current construction activity level and
pending projects. The City was in a construction boom during the last two budget cycles and
construction activity has slowed, the 2025/2026 revenue projections have been reduced.
13. Real estate excise tax revenues are based on historical trends and actual revenues in 2022 and
2023.
14. Motor Vehicle Fuel Tax revenues are based upon estimates from the Municipal Research
Services Center (www.mrsc.org) from Budget Suggestions booklet. The city’s allocation for the
gas tax for 2025 is estimated to be $17.07 per capita. The city also is also expected to receive
$1.27 per capita for multi-modal funding to which is used to provide pedestrian access and
connect pedestrian systems to motorized transportation systems.
15. Marijuana Excise Tax revenues are based upon estimates from the Municipal Research Services
Center (www.mrsc.org) from the Budget Suggestions booklet.
25
Major Expenditure Assumptions
1. The budget was developed in alignment of our 10 year financial plan to meet financial policy
and reserve levels.
2. In 2021, the city was allocated $5.7 million of American Rescue Plan Act (ARPA) funding in
response to COVID-19. Funding was used for public health, assistance to impacted industries,
assistance to businesses and/or households, tourism to promote the local economy and for the
construction of a park to provide additional outdoor recreational space. The City intends to
spend down the remaining funds by 12/31/2024. No expenses are budgeted in the next
biennium and no additional COVID-19 funding is expected. This fund is expected to close in
2024.
3. The City has a program development fund which does not generate revenue and has been used
for one time projects or programs. Most of the funding will be used in 2025 and the fund will
be closed. Any remaining funds will be transferred to the general fund.
4. In 2020 the City issued bonds for the construction of fire station 48 and construction of a police
impound/maintenance facility. Station 48 is complete and the police impound facility is under
design. There is less than $500,000 remaining in bond proceeds which will be used to complete
design on the police impound facility and design for improvements to the maintenance &
operations facility. About $1,600,000 is planned for construction and/or improvements to
these facilities which will be paid from construction sales tax. The bond fund will be closed in
2025.
5. The next biennium includes an investment in public safety by adding FTE and technology
equipment to the police department.
6. Other staffing changes in the next biennium include; adding a position in the maintenance &
operations department and succession planning in both the finance and CED departments.
7. Wage adjustments in the biennial budget are per union contracts. The AFSCME contract is
good through 12/31/2025. APOA contract negotiations are currently underway and expected to
be complete before contract expiration 12/31/2024. Non-represented compensation is
determined through adoption of the budget and is based on staying current with market and
CPI.
8. The budget reflects the following increases in employee benefits for medical, dental, vision and
mandatory pension contributions.
9. Liability insurance premiums reflect an anticipated premium increase of 25%.
26
10. The City plans to invest $16 million in transportation projects focusing on roundabouts on
Smokey Pt. Blvd at 180th and 188th Streets and at Island Crossing (Hwy 530).
11. Public works has about $30 million planned for utility projects which include utility
infrastructure for the 180th and 188th roundabouts, water and sewer annual main
replacements, water treatment plant expansion and lift station upgrades.
12. The airport plans to invest about $8.7 million on an overlay to Taxiway Alpha, extension to
Taxiway C and solar lighting to Runway 11/29.
13. Parks projects include; design for a commercial kitchen, a bike pump track and a dog park.
14. Departments continue to contribute to the equipment replacement fund for the purpose of
replacing vehicles and equipment when it reaches the end of its useful life. Contributions
toward technology replacements are increasing this biennium due to a significant investment in
cybersecurity, system updates, virtual environment technology, secondary system for disaster
recovery and general cost increase.
15. The budget reflects an increase in funding for the City’s sidewalk program which will be paid for
by real estate excise tax (REET).
16. Due to a slowdown in construction activity, the budget reflects a reduction of contributions to
public art fund. Additionally, contributions to the capital facility building fund will be reduced
this biennium. Both funds receive money from construction sales tax. Contributions will
resume to full levels once construction sales tax revenue picks back up.
17. The lodging tax grant program was funded $175,000 for 2025 and will be funded $185,000 for
2026.
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BUDGET SUMMARY – ALL FUNDS
28
Chart based on 2025 revenue
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Amended
Budget Budget Budget
Beginning Fund Balance 4,095,750 7,922,547 7,303,444 4,747,633 6,800,000 5,615,717
TAXES 17,208,948 16,940,948 15,782,968 15,258,325 17,936,925 18,766,224
LICENSES & PERMITS 343,319 369,230 363,236 339,000 375,207 381,707
INTERGOVERNMENTAL 1,068,498 1,632,152 1,308,398 1,372,732 1,119,687 763,139
CHARGES FOR SVCS 977,433 786,520 835,765 1,848,889 1,904,020 1,985,429
FINES & FORFEITS 126,399 75,502 112,000 156,800 131,800 131,800
MISCELLANEOUS 439,311 298,966 322,744 411,010 568,111 574,142
TRANSFERS 4,283,236 2,577,349 1,018,707 1,591,135 1,694,000 1,825,145
*General Fund Revenues 28,542,895 30,603,213 27,047,262 25,725,524 30,529,750 30,043,303
GENERAL FUND REVENUE SUMMARY
TAXES
76%
LICENSES & PERMITS
2%
INTERGOVERNMENTAL
5%
CHARGES FOR SVCS
8%
FINES & FORFEITS
0%
MISCELLANEOUS
2%TRANSFERS
7%
*Includes beginning fund balance.
29
Chart based on 2025 expenses
GENERAL FUND EXPENSE SUMMARY
Legislative
1%Administration
8%
Finance Dept
7%Legal Services
1%
Personnel
1%
12%
Information Technology
4%Police
46%
Misc/Non-Expenses
4%
Comm & Econ Develop.Debt
5%
30
General Fund Overview
General fund revenues remain stable but stagnant. Post pandemic inflation and higher interest rates
have had an impact on the local economy. As interest rates start to come down, the expectation is
that revenue growth will start to pick up. The biennial budget was built from a conservative
perspective to mitigate a longer term slow-down in the economy.
Most budgets remained consistent from the last biennial budget except for general cost increases and
succession planning due to known retirements in 2025 and 2026. The police department had
additional increases due to an investment in staffing and technology. A position was also added in
the maintenance and operations department. All budgets reflect wage adjustments as per union
contracts, changes in medical premiums, and changes in property/liability insurance premiums.
Overview of Department Expenditures
Legislative
The Arlington City Council is elected to serve a term of four years, with one member selected to serve
as Mayor Pro-Tem. The Mayor Pro-Tem fills in when needed in the Mayor’s absence. The City Council
is responsible for creating the overall vision of the City, establishing City policy, adopting the budget,
ordinances, and resolutions. There are seven independently elected members of council.
The City’s mission is to provide high quality services that are essential for a safe and vibrant
community. City Council develops strategic priorities that provide the framework for fulfilling its
mission. From those strategic priorities, the biennial budget is developed.
Executive
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, and ensures city services are effectively and efficiently provided.
The executive department includes the office of the City Clerk, Human Resources, Communications
and Community Engagement.
The mission of the administrative team is to provide executive level management and support to the
City Council and City Departments in areas such as goal and policy attainment, economic
development, recreation, public information, communications, personnel training, human resource,
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Salaries 131,928 159,310 178,844 198,199 193,116 201,806
Benefi ts 12,472 19,893 21,935 25,187 26,603 27,984
Services 71,105 81,620 109,244 114,704 117,112 131,102
Legislative Budget 215,504 260,823 310,022 338,090 336,831 360,892
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risk and records management. The primary goal is to enable the organization to provide more efficient
and effective service to the community. Overall administrative oversight is provided for all
departments of the City.
MAYOR 1 1 1 1 1 1
CITY ADMINISTRATOR 1 1 1 1 1 1
ADMINISTRATIVE SERVICES DIRECTOR 1 1 1 1 0 0
HUMAN RESOURCES DIRECTOR 0 0 0 0 1 1
CITY CLERK/EXECUTIVE ASSISTANT 1 1 1 1 1 1
COMMUNITY ENGAGEMENT DIRECTOR 1 1 1 1 1 1
DEPUTY CITY CLERK 1 1 1 1 1 1
COMMUNICATION SPECIALIST 0 0 1 1 1 1
TOTAL 6 6 7 7 7 7
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Salaries 742,897 834,539 903,627 970,413 1,054,778 1,119,877
Benefits 208,450 243,489 257,295 319,024 362,180 383,445
Supplies 11,404 8,921 10,724 13,400 10,410 10,400
Services 310,414 328,496 377,210 427,221 427,870 440,884
Administration Budget 1,273,166 1,415,445 1,548,856 1,730,058 1,855,238 1,954,606
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Personnel Services
The 2025-26 personnel services budget focuses on employee growth and well-being. Training up staff
on required compliance issues as well as providing opportunities to learn new skills, refresh
management practices and celebrate and honor the dedication and amazing work ethic of our
employees.
Additions to the wellness and safety committee budget will aid in bringing care strategies and renewal
of safety practices to maintain a healthy and safe work environment for all our employees.
Finance
The finance department strives to deliver an exceptional customer experience and is committed to
accountability and transparency by ensuring transactions are adequately supported and comply with
federal, state and local laws.
The finance department oversees all department activities and coordinates the preparation of the
City’s annual report and biennial budget. They provide financial planning and analysis to City
departments, the Mayor and City Council. Finance staff manage the accounting activities for the City
which include accounts payable, accounts receivable, payroll, purchasing and financial reporting. The
department also performs cash receipting and dog licensing.
The focus of the finance department in this next biennium will be focused on:
• Succession planning to ensure stability and consistency in operations. Positions are
budgeted based on expected retirements (as noted in the chart below) but are subject to
change.
• Managing the City’s budget and financial resources responsibly to ensure the long-term
fiscal health of the City and updating the City’s 10-year financial forecast.
• Updating the City’s financial policies to ensure the City is following current legislative
changes, changes in accounting standards and alignment with industry standards.
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Benefits 120,463 71,917 36,511 80,200 80,200 80,200
Supplies 29,399 27,777 41,314 58,000 60,000 60,000
Services - 1,885 - - 1,000 1,000
Employee Benefit Programs 149,862 101,580 77,825 138,200 141,200 141,200
Supplies - - 194 - 500 500
Services 35,109 123,960 70,539 90,000 91,500 91,500
Personnel Services 35,109 123,960 70,733 90,000 92,000 92,000
33
POSITION 2021 2022 2023 2024 2025 2026
(3 month overlap only) 0 0 0 0 0 1
(replaces Finance Tech II – 8 months only) 0 0 0 0 0 1
(one position 4 months only) 2 2 2.5 2.5 2 2
*Some positions have overlap for training and transfer of knowledge due to retirements. Final FTE count will be 10.
Finance Director
Payroll
Accountant
Asst Finance
Director
Fiscal Analyst
Procurement &
Contract Analyst
Finance Tech III -
AP
Finance Tech II -
UB
Finance Tech II -
Front Desk
Operations
Analyst
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
-
Salaries 715,976 752,372 807,580 927,279 1,037,234 1,289,277
Benefits 224,528 214,554 266,298 339,893 369,444 446,208
Supplies 7,997 7,577 13,546 8,200 13,500 13,760
Services 263,942 220,146 327,665 309,396 348,729 363,681
Finance Department 1,212,443 1,194,648 1,415,090 1,584,768 1,768,907 2,112,926
34
Information Technology
The technology department is responsible for maintaining the City’s network, servers, hardware and
software applications, ensuring the City’s information systems are secure and providing technical
support to all City departments. The technology department will be focusing on the following
priorities in 2025/2026.
•Continue to increase the City’s cybersecurity framework.
•Implementation of smart technology using AI and machine learning tools.
•Continue Fiber ring efforts to increase the City’s data availability.
•Implementation of technology solutions to enhance worker productivity and flexibility, while
reducing redundancies.
•Park Safety initiative – use of cameras, environmental sensors, and access control to improve
the quality of life in public.
POSITION 2021 2022 2023 2024 2025 2026
INFORMATION TECHNOLOGY MANAGER 0 0 1 1 0 0
SYSTEMS ADMINISTRATOR II 1 1 1 1 2 2
SYSTEMS ADMINISTRATOR 1 1 1 1 0 0
TOTAL 3 3 5 5 5 5
Info Technology
Director
Systems
Administrator II
Systems
Administrator II IT Technician IT Technician
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Salaries 312,397 338,658 448,558 642,656 616,144 665,483
Benefits 103,302 99,161 141,481 229,631 207,357 224,017
Supplies 20,144 9,870 57,826 22,950 25,450 25,450
Services 112,238 133,850 128,323 110,690 126,643 132,539
IT Dept Budget 548,081 581,539 776,188 1,005,927 975,594 1,047,489
35
Other Government Services
These expenses are related to various subscriptions and memberships that the city contributes to.
Examples of such memberships are; Association of Washington Cities, Puget Sound Regional Council,
Economic Alliance of Snohomish County, Department of Emergency Management, Puget Sound Air
Pollution, the Regional Economic Development Agency, the Stilly Valley Center, the Stilly Valley
Chamber of Commerce, Alliance for Housing, the National League of Cities and the Arlington
Community Resource Center.
Police Department
The Arlington Police Department's core mission is to 'Preserve life, Preserve peace, Preserve
property.' In alignment with this mission, our strategic objectives for the 2025-2026 biennial budget
focus on the careful stewardship of taxpayer resources by balancing investments in personnel and
emerging technologies to achieve optimal outcomes within the framework provided. We are
committed to ensuring that every dollar spent contributes directly to enhancing the safety and well-
being of our community while upholding our core mission.
The police department’s expense budget can generally be broken down as follows; about 68% of
department expenses are for personnel costs, 30% are for services which include jail costs, public
defense, prosecution, 911 dispatch services and the remaining expenses are for supplies, other
services and contributions into vehicle and equipment reserves.
Major changes since the last biennium:
•Hired a police officer in 2024, originally planned in the 2026 budget.
•Adding Sergeant position.
•Adding Executive Assistant.
•$345,000 investment in new and enhanced technology.
•Expected increases in public defense due to legislative changes.
•Grant from the Health Care Authority for social services ending June 30, 2025.
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Services 220,266 182,224 221,067 288,413 209,145 212,878
Governmental Services 220,266 182,224 221,067 288,413 209,145 212,878
36
POSITION 2021 2022 2023 2024 2025 2026
POLICE CHIEF 1 1 1 1 1 1
DEPUTY CHIEF 1 1 0 0 0 0
POLICE COMMANDER 0 0 0 0 2 2
LIEUTENANT 0 0 2 2 0 0
SERGEANTS 5 5 5 5 6 6
POLICE SERVICES SUPERVISOR* 1 1 1 1 1 1
PATROL OFFICERS 20 21 21 22 22 23
SCHOOL RESOURCE OFFICER 0 0 1 1 1 1
AIRPORT/K-9 RESOURCE OFFICERS 2 2 2 2 2 2
SUPPORT SERVICES OFFICERS** 2 2 1 1 1 1
SUPPORT SERVICES TECHNICIANS 3 3 4 4 4 4
EXECUTIVE ASSISTANT 0 0 0 0 1 1
TOTAL 35 36 38 39 41 42
Police Chief
Commander
Sergeant
Police Officer
Police Officer
Police Officer
Sergeant
Police Officer
Police Officer
Police Officer
Police Officer
Sergeant
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Sergeant
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Commander
Sergeant
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer
Police Svcs
Mgr
Police Svcs
Tech III
Police Svcs
Tech II
Police Svcs
Tech II
Police Svcs
Tech II
Police Suppt
Officer
FTE: 6th Sergeant or Executive Assistant
37
Community & Economic Development
The Department of Community and Economic Development is responsible for the efforts to support
business development while enhancing the quality of life in the community. The City proactively
recruits businesses to diversify the employment base. We have successfully streamlined review and
permitting, and reduced approval time in order to expedite quality developments.
The focus of the community and economic development department in this next biennium will be
focused on:
•Succession planning to ensure stability and consistency in operations.
•Adding a permit technician I.
•Completion of the City’s comprehensive plan.
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Salaries 3,906,651 3,849,665 4,444,440 4,868,446 5,648,414 6,127,681
Benefits 1,457,169 1,397,425 1,643,199 1,982,111 2,159,782 2,338,576
Supplies 195,407 222,228 185,724 165,100 204,500 211,000
Services 2,159,190 2,480,974 3,019,642 3,213,563 3,520,124 3,737,478
Police Budget 7,718,417 7,950,291 9,293,005 10,229,220 11,532,820 12,414,735
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Supplies - 32 24 500 500 500
Services 2,180 4,916 6,430 3,000 10,000 10,500
Police Animal Control Services 2,180 4,948 6,454 3,500 10,500 11,000
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Supplies 6,147 4,063 8,089 10,000 10,000 10,000
Services 193,131 410,974 398,131 381,200 293,700 6,200
Social Services 199,278 415,037 406,220 391,200 303,700 16,200
38
POSITION 2021 2022 2023 2024 2025 2026
COMM DEVEL. DIRECTOR 1 1 1 1 1 1
DEPUTY CED DIRECTOR
(overlap 4 months only in 2025) 0 0 0 0 1 0
CED Director
Planning
Manager
Asst Planner I
Permit Tech II
Permit Tech I
Permit Tech I
Development
Svcs Manager
Develop Svcs
Inspector
Building Official
Code
Compliance
Officer
Combination
Inspector
Admin Spec III
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Salaries 785,609 829,027 820,485 1,190,956 1,404,478 1,383,004
Benefits 283,804 292,363 296,337 485,478 532,182 532,068
Supplies 14,251 12,061 9,172 18,200 18,400 19,400
Services 2,323,191 1,440,573 772,262 1,256,734 832,417 837,218
CED Budget 3,406,855 2,574,023 1,898,255 2,951,368 2,787,477 2,771,690
39
Parks & Recreation Programs
The City of Arlington Parks and Recreation Department strives to provide parks and facilities that are
safe and attractive and to offer recreation programs that are enjoyable to the public. Our mission is
to enhance the quality of life for the community through parks and recreation.
Arlington is proud of our extraordinary community events that are offered throughout the year. From
our Fourth of July Celebration to our Eagle Festival, and Art Shows and Car Shows - there is something
for everyone. City sponsored events and recreation projects that are included in the
2025/2026 budget; Eagle Festival, event reader board, winter festival, holiday lighting, Hispanic
Heritage event and the summer entertainment series.
Non-Expenses
These are firearm permits collected by the City and a portion of the fee is paid to the state, as well
as any pass-through revenue collected and refunded.
Legal Services
The City contracts out for legal services. Budget is increasing the next biennium due to a retirement
and expected change in legal service providers.
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Services 23,278 29,668 55,410 45,175 160,375 120,875
Recreational Budget 23,278 29,668 55,410 45,175 160,375 120,875
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Other 15,153 9,353 5,477 50 1,200 1,200
Other Non Expenses 15,153 9,353 5,477 50 1,200 1,200
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Legal Services 97,913 81,775 59,512 91,000 150,000 150,000
Legal Services 97,913 81,775 59,512 91,000 150,000 150,000
40
Interfund Transfers
The general fund pays the maintenance and operations department for services provided to city
facilities and parks maintenance as well as supports the general operating costs of the
department. The budget includes adding one maintenance position in 2026.
The general fund also supports the Streets Fund for any expenses that aren’t or can’t be paid for
by fuel tax. The general fund also pays for its portion of GIS services and pays for the city engineer
position. Other transfers are to reserve funds such as the public art fund, mandatory reserve fund
and capital facilities reserve fund.
Other Expenses
Other expenses include insurance premiums on fire stations 46 and 48 which are owned by the
City but operated by North County Regional Fire Authority effective August 1, 2021. These
expenses will be reimbursed by NCRFA.
The City does not provide garbage or recycling services but does community outreach to
encourage and educate businesses and residents on the benefits of recycling.
In 2019, the state legislature approved a local revenue sharing program for local governments by
providing a sales tax credit for housing investments. This is not a new tax; the state is giving a
portion of what they collect back to local governments to invest in affordable housing programs.
The city contracts with the Arlington Community Resource Center for $50,000 per year to provide
affordable housing services to eligible citizens within our community.
41
Debt Service
The general fund pays debt service for LTGO bonds for Fire Stations 46 and 48, the police department
facility and council chambers. The bonds for fire station 46 will be paid off in 2030. Beginning 2024,
debt on station 48 is being reimbursed by North County Regional Fire Authority as per an interlocal
agreement – that debt will be paid in full in 2039. The bonds for the police station and council
chambers are being refinanced in 2024, interest rate savings are unknown at this time and not
reflected in the 2025/2026 budget.
Capital Outlay
The budget includes $300,000 for police technology and other equipment. In 2000, the general fund
purchased land from the airport and pays an interfund loan of $120,000 per year until maturity in
2038. Other costs include a new permitting system and operating leases for office equipment for the
finance, CED and police departments.
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Debt Service - Principal 784,348 690,352 716,837 746,671 764,033 795,229
Debt Service - Interest 433,051 407,550 383,426 359,220 333,858 307,966
Debt Payments 1,217,399 1,097,902 1,100,263 1,105,891 1,097,891 1,103,195
Account Title 2021
Actual
2022
Actual
2023
Actual
2024
Budget
2025
Budget
2026
Budget
EXPENDITURES
Capital Outlay 291,852 924,691 285,565 346,000 275,500 254,500
Leases and Other Capital Outlay 16,078 17,607 21,190 17,000 95,998 96,398
Capital Outlay 307,930 942,298 306,755 363,000 371,498 350,898
42
MANDATORY RESERVE - 004
Financial policy requires between 10% - 16% of budgeted taxes and permit/license revenue be set
aside in the mandatory reserve fund. The reserves are maintained to address temporary revenue
shortfalls, payment of expenditures due to cash flow shortages, reserves for expenditures deemed
necessary by the mayor and city council, temporary inter-fund short term loans, and other
unanticipated expenses as approved by city council. An annual contribution will be budgeted from
general fund resources, as available, to maintain the target reserve level.
Fiscal policy also states that reserves that fall below the minimum standards will require a financial
plan presented to city council within 60 days of the shortfall. Reserves will be restored to the
minimum standard within a 3-year period.
The target minimum reserve of 16% will be met this biennium.
Committed Ending Fund Balance 1,578,295 1,772,347 2,542,891 1,925,465 2,969,517 3,249,517
43
PROGRAM DEVELOPMENT - 005
This fund is to be used for unexpected expenses from unanticipated mandates or to pay for programs
to ensure the safety and well-being of the community. This fund does not generate its own revenue.
Departments submit program requests during the budget development process to access funding.
Expenditures from this fund are authorized by city council through the budget and/or budget
amendment process.
Projects planned to be funded in the next biennium include creating a dog park and design services
for the Island Crossing Sub Area Plan.
As this fund has no direct revenue source and no current or future contributions will be made into
this fund, it will be closed in 2026. Any remaining funds will be transferred into the general fund.
Permit/financial integration - - - 1,000 - -
Transfer Out - GF (closing Fund)- - - - - 151,240
Total Expenses 68,600 49,738 18,017 26,000 230,000 151,240
Assigned Ending Balance 448,997 399,258 381,241 377,996 151,240 -
44
CED PERMITTING - 006
This fund was created in 2020 as a managerial fund to track permit related fees in accordance with
state law. Permit related fees are restricted and can only be used to pay for expenses directly related
to the cost of processing a permit.
The Community and Economic Development (CED) Department is responsible for processing all
building permits, performing plan reviews and other tasks associated with development. Permit and
related revenues are recorded in this fund to ensure the revenues are only spent for allowed
purposes.
All expenses of the CED Department are recorded in the General Fund. An analysis is performed each
month to determine the actual amount of costs within the CED Department that were associated with
processing permits. That amount is then transferred to the general fund. The public works
department also provides GIS services to CED as part of the planning, development and permitting
processes. CED reimburses the public works department for those costs as noted by the transfers out
to water, sewer and storm.
Revenue projections are based on pending and current projects. Transfers to the general fund (use
of permit revenue) is based on historical trend.
Restricted Ending Fun Bal.4,360,794 4,613,161 4,823,735 4,707,202 3,651,400 3,624,895
45
STREET DEPARTMENT- 101
The Streets fund is a special revenue fund which means that revenues in this fund are restricted as to
their use.
The primary revenue source in this fund comes from a state shared distribution of excise tax on each
gallon of fuel sold in the state. The revenues are distributed to cities on a per capita basis. The Office
of Financial Management estimates Arlington’s population to be 22,980 in 2024. The estimated
per capita rate for fuel tax in 2025 is $17.07. Fuel tax must be used to maintain transportation
systems within the city (i.e. street repair, sidewalk maintenance, bridge repair).
The state also distributes “multi modal” funding which is used to provide pedestrian access and to
connect pedestrian systems to motorized transportation systems. Examples of multi-modal systems
include trails, sidewalks, bus stops, and bike paths. The estimated per capital rate for multi-
modal funding in 2025 is $1.27.
Most of the expenses are routine and include sidewalk repair, bridge maintenance and inspection,
annual striping and snow and ice removal. The budgets for sidewalk maintenance and bridge repairs
will be increased this biennium to take care of deferred maintenance and to restore and re-stain the
Crown Ridge Bridge.
In 2023, salaries and benefits for maintenance and operations staff were directly charged to the
maintenance and operations fund, in lieu of directly charging percentages of time to each
department. Maintenance staff track their hours worked and costs are allocated to user
departments based on services provided. This approach is more transparent and ensure s that
departments are charged accurately.
Examples of work from Maintenance & Operations - Street Department; 173rd trail maintenance,
snow and ice removal on city streets and Woodway sidewalk repair.
46
Streets - continued
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Restricted Beginning Fund Bal. 349,370 495,255 490,226 236,952 330,000 255,701
Multimodal Transpro City 27,334 33,246 27,605 30,219 29,185 28,000
Motor Vehicle Fuel Tax 363,678 364,932 369,500 396,573 392,269 398,000
Mass Vaccination Site - FEMA - 296 - - - -
MVA Transpo City 23,918 17,894 24,155 24,526 25,508 24,650
NCTRS - County Payments 66,901 74,357 59,116 57,000 61,000 61,000
Investment Interest 4,833 4,090 5,895 3,500 4,000 4,000
Sale of Surplus 1,183 651 1,015 500 500 500
Reimbursement - Streets - - 22,222 - 500 500
Transfer In -Storm Water Main 116,448 127,627 - - - -
Transfer In -REET 50,000 50,000 - - 70,000 70,000
Transfer In -General Fund 387,000 394,000 300,000 325,000 475,000 500,000
Total Revenues 1,390,664 1,562,348 1,299,735 1,074,270 1,387,962 1,342,351
Salaries 293,934 295,800 - - - -
Benefits 112,278 108,403 - - - -
Operating Supplies 13,264 15,552 28,085 32,500 30,000 32,500
Professional Services 57,889 16,576 10,660 55,000 50,000 50,000
Sidewalk Program - - 38,471 50,000 70,000 70,000
Bridge Maint/repair - - - 5,000 5,000 50,000
Street - Repair & Maintenance - 11,579 35,721 50,000 40,000 50,000
BNSF -67th Retaining Wall Main 9,982 10,281 10,589 10,500 11,234 11,571
Street Lighting 124,309 124,544 140,209 130,000 150,000 150,000
Trail Maintenance 670 458 - 25,000 25,000 25,000
Traffic Control Supplies 15,646 28,354 11,080 20,000 20,000 20,000
Traffic Services/Interlocals 20,344 163,835 17,455 240,000 120,000 125,000
Snow & Ice Operating Supplies 19,529 47,401 6,715 35,000 35,000 35,000
Uniforms, Clothing & Safety 3,104 3,570 5,790 10,000 10,000 10,000
Small Attractive Fixed Assets 1,101 4,938 5,274 5,000 5,000 5,000
Fuel 26,049 31,697 32,648 22,000 30,000 30,000
Acct/Admin Cost Allocation Fee 43,834 54,824 32,183 37,988 39,887 41,881
Communications 1,853 1,850 2,603 2,000 3,000 3,000
Per Diem Travel/Training 2,760 5,374 4,255 7,500 8,000 8,000
Insurance - WCIA 15,839 22,396 13,826 12,849 19,534 24,418
Vehicle Repair & Maintenance 25,245 15,982 56,829 15,000 30,000 35,000
Interfund -Rent/Street-Airport 11,232 11,544 11,856 11,856 12,480 13,104
Interfund-Rent/Storage Lot#105 12,287 12,628 12,969 12,969 13,652 14,335
Interfund M&O - - 308,520 238,331 384,024 416,829
Sales Tax Collected - Remit To - - - 50 50 50
Transfer Out - Equip Street 75,000 75,000 15,000 20,400 20,400 20,400
Transfer Out - IT Tech Street 9,259 9,537 16,648 17,148 - -
Total Expenses 895,409 1,072,122 817,386 1,066,091 1,132,261 1,241,088
Restricted Ending Fund Balance 495,255 490,226 482,349 8,179 255,701 101,262
47
GROWTH FUND - 107
The source of revenue generated from this fund comes from traffic, park and other mitigation fees
resulting from new construction impacts. Fees must be used within 10 years of the date collected.
These revenues are restricted as to their use. Transportation mitigation fees must be used for public
streets and roads addressed in the capital facilities plan element of a comprehensive plan. Park
mitigation fees must be used for capital improvements (including acquisition). Funds cannot be used
to correct existing deficiencies or for routine maintenance, they must be used to service the
community at large and be reasonably related to the new development.
Projected revenues are hard to predict and are based on construction related activity. Revenue
projections are based on current activity level and pending projects.
City staff maximizes the use of local funds by leveraging those funds with Federal and State grants.
This strategy allows local dollars to be stretched further and fund more projects. The budget reflects
about $630,000 to be transferred from the growth fund to the transportation fund. The traffic
mitigation funds will be used as local match for expected grant funding on the 211th Pl. improvement
and the SR-531 trail projects. No planned uses for park mitigation funds this biennium.
Restricted Ending Balance 6,089,030 5,528,438 5,681,115 1,307,013 3,023,569 3,471,069
48
PUBLIC ART - 111
On March 18, 2019, the city council adopted Ordinance 2019 – 003 establishing a Public Art Fund.
The purpose of this fund is to establish a public art program to be funded by 10% of the amounts
collected from construction sales tax revenues. The ordinance caps the fund balance at $200,000.
Funds may be used for costs associated with the acquisition, installation, addition, improvement,
replacement, repair, modification and maintenance of public art and related projects within the city.
Projects are approved and funded through the city’s budget process and/or through recommendation
from the Parks, Arts and Recreation Commission and thereafter approved by city council.
Examples of past art installations:
From left to right: “Split Passage” sculpture by Karla Matzke installed at 172nd St Roundabout (2023),
“Wonderland Bench” by Lance Carleton installed at the Senior Center bus stop (2022),"SR 9 South Entryway Sign" by
Caroline Sumpter.
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Committed Beginning Bal. 217,258 173,416 119,790 153,100 96,300 25,300
Investment Interest 2,219 1,053 1,376 700 1,500 1,000
Transfer In - General Fund 35,296 48,000 134,000 140,000 20,000 25,000
Total Revenue 254,774 222,468 255,166 293,800 117,800 51,300
Public Art Maintenance 2,131 607 - 5,000 5,000 5,000
Art - Projects 79,227 102,071 141,768 255,000 87,500 25,000
Total Expenses 81,358 102,679 141,768 260,000 92,500 30,000
Committed Ending Balance 173,416 119,790 113,398 33,800 25,300 21,300
49
LODGING TAX - 114
Revenues in this fund are generated from a 2% consumer tax charged on overnight stays, for periods
of less than 30 days, for hotels, motels, rooming houses, private campgrounds, RV parks and similar
facilities.
State law requires that these funds must be used for activities, operations and expenditures related
to tourism promotion. Examples include tourism marketing, marketing and operating a special event
or festival, and operations of tourism related facilities. Examples of projects funded in the most recent
biennia:
__________________________________________________________________________________
Art of Arlington Brochure Art in Legion Park Stillaguamish Eagle Festival
Summer Entertainment Series Hispanic Heritage Event Arlington Street Fair
Pioneer Days Fourth of July Parade Summerdaze
Arlington SkyFest Tourism Brochure Hometown Holidays
Summer Cruisin’ Concerts Arlington Show and Shine Farmer’s Market
Visitor’s Guide Farm to Table Weekend Stronger Together
__________________________________________________________________________________
2021 2022 2023 2024 2025 2026
Acc ount Title Actual Actual Actual Budget Budget Budget
Restricted Beginning Bal. 127,022 194,722 260,341 149,414 150,000 105,948
Lodging Tax 123,154 149,062 138,588 133,000 140,000 147,000
Investment Interest 1,709 1,746 3,429 1,000 3,000 3,000
Total Revenue 251,885 345,529 402,358 283,414 293,000 255,948
Acct/Admin Cost Allocation 2,892 5,647 11,278 11,479 12,052 12,654
Tourism 54,271 79,541 155,941 200,000 175,000 185,000
Total Expenses 57,163 85,188 167,219 211,479 187,052 197,654
Restricted Ending Fund Bal. 194,722 260,341 235,139 71,935 105,948 58,294
50
CEMETERY - 116
The Arlington Municipal Cemetery was formally plotted as "Harwood Cemetery" in 1903 and operated
by a non-profit association. Adjoining property was purchased over the years and the Cemetery now
encompasses 30 acres. The City of Arlington assumed ownership and operation in 1999. The
Cemetery is located at 20310 67th Avenue NE in Arlington.
Revenues from the cemetery are accounted for in a special revenue fund which means that these
revenues are restricted and to be used only for operating and maintaining the cemetery. Revenues
come from a variety of sources related to providing burial services. Some of the major revenues
include; lot sales, opening and closing services, sales of headstones, liners urns and vaults. The
Cemetery is operated by two full time employees.
POSITION 2021 2022 2023 2024 2025 2026
CEMETERY MAINTENANCE
WORKER 0 0 0 0 1 1
CEMETERY COORDINATOR 0.5 0.5 1 1 1 1
TOTAL 0.5 0.5 1 1 2 2
51
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Fund Bal. 110,333 241,691 198,545 128,940 20,000 35,108
Lot Sales 101,845 130,360 58,900 96,800 83,700 86,211
Lots Sales-Endowment Care Fund 18,750 31,760 13,705 24,200 20,925 21,553
Opening & Closing 98,290 83,850 61,850 71,500 65,000 66,950
Sale Of Niches 19,842 5,600 10,900 6,600 6,300 6,489
Niche Sales - Endowment Funds 4,230 2,355 3,745 1,320 1,575 1,622
Sale Of Liners/urns 36,410 33,075 14,265 27,500 23,500 24,205
Sale Of Vaults 390 1,400 - 1,540 1,500 1,545
Setting Headstones 18,096 25,580 20,585 19,800 18,000 18,540
Niche Inscription 8,054 2,650 4,455 3,300 3,000 3,090
Service Fee 337 375 - 220 500 515
Overtime Service Charges 10,700 14,700 8,800 10,780 10,500 10,815
Other Offered Service Items 6,825 10,460 6,445 9,625 7,000 7,210
Headstone Sales 61,910 89,162 81,297 66,000 65,000 66,950
Final Inscription 8,414 6,925 9,700 7,700 5,000 5,150
Investment Interest 1,658 2,117 3,170 1,100 500 515
Preneed True-up - - 47,000 - - -
Transfer in - Storm Hours worked - - - - - -
Transfer in - Water Hours worked - - 23,480 14,325 - -
Transfer in - Sewer Hours worked - - 3,348 14,325 - -
Total Revenue 506,083 682,061 570,188 505,575 332,000 356,468
Salaries & Wages 36,018 56,128 143,937 81,124 86,080 90,866
Overtime 1,021 1,595 5,013 2,700 - -
FICA-Medicare-L&I-Unemploy 2,995 4,680 13,812 6,898 8,426 8,885
Uniforms And Clothing - - 333 330 200 200
Retirement - DRS/DC Match 4,338 5,948 14,680 14,196 10,412 12,670
Health Insurance Benefits 4,181 6,611 24,999 9,686 20,216 21,172
Office Supplies 463 9 57 540 200 200
Operating Supplies 5,294 1,751 3,293 2,160 2,000 2,000
Landscape And Beautification 832 674 - 1,080 1,000 1,000
Small Attractive Fixed Assets - - 2,163 216 200 200
Fuel 429 - 3,378 540 1,500 1,500
Purchase Of Liners 9,500 7,229 5,136 11,583 6,000 6,000
Purchase Of Headstones 34,618 49,915 58,130 37,800 32,500 32,500
Purchase Of Vaults - 642 - 1,080 1,000 1,000
Professional Services 57,478 56,726 8,292 71,280 1,000 1,000
DOR Sales & Use Tax 8,542 5,730 3,491 8,640 3,870 3,986
Acct/Admin Cost Allocation Fee 12,573 16,255 21,127 19,996 20,996 22,046
Communications 2,895 2,734 1,107 3,240 1,200 1,200
Per Diem Travel/Training/Reg - 41 - 724 300 300
Insurance - WCIA 2,491 3,663 5,225 15,491 16,281 20,351
Utilities 6,855 6,251 7,256 8,100 7,400 7,400
Repairs & Maintenance 171 3,586 347 1,080 1,000 1,000
Turf Care & Repair 820 763 473 1,080 800 800
Vehicle Repair & Maint 2,879 618 1,446 864 1,000 1,000
Interfund - PW M&O Facilities 32,500 88,698 51,518 144,366 40,015 43,240
Licenses/memberships 30 - - 162
Transfer Out -IT Tech Cemetery 2,934 3,022 6,353 5,000 9,796 10,091
Transfer Out - Equip Cemetery - - 4,000 4,000 1,000 1,000
Transfer Out -Cem Capital Fund 3,985 30,000 61,000 15,000 -
Trans Out - Cem Endowment 30,550 34,115 17,450 23,200 22,500 23,175
Trans Out - GF - 96,132 - - - -
Total Expenses 264,392 483,516 464,014 492,156 296,892 314,782
Assigned Ending Fund Balance 241,691 198,545 106,174 13,419 35,108 41,686
52
TRANSPORATION SALES TAX FUND- 180
On April 1, 2013, the Arlington City Council passed Ordinance 2013-005, which created a
Transportation Benefit District (TBD) in the City of Arlington. The voters approved a two-tenths of one
percent sales tax that would fund repairs and improvements to the 314 road segments throughout
the City that are in failing or near failing condition over the next 10 years.
On February 20, 2018, city council adopted Ordinance 2018-001 which authorized the city to assume
the rights, responsibilities, powers, and functions of the transportation benefit district. The ordinance
did not change what the voter approved sales tax could be used for, the ordinance authorized that
the city council, in lieu of a separate board, would be the governing body and financial activities would
not have to be reported as a separate legal entity.
February 14, 2023, the voters approved a ten-year extension to the transportation sales tax. The
funding will be used for neighborhood traffic calming, pavement preservation, transportation safety
projects and other transportation capital improvements as identified in the City of Arlington
Transportation Improvement Plans.
Restricted Ending Balance 2,156,543 3,349,289 3,844,725 1,747,418 1,452,921 1,733,879
53
REET I - 303
The REET 1 fund receives revenue from real estate excise tax. RCW 82.46.010 authorizes all cities
and counties to levy a .25% real estate excise tax (REET 1) on all sales of real estate. The tax must
be spent on capital projects listed in the capital facilities plan element of the comprehensive plan.
Revenue projections are based on trend and assumes some slowdown in the market in 2024. The
city holds debt on land, referred to as the “Graafstra Property” and REET funding pays the annual
principal and interest payments on the debt. The debt will mature in 2039. Other planned uses
are to provide additional funding for the 169th Street Segment project, to the city’s sidewalk
maintenance program and to continue to make investments in fiber connectivity.
Restricted Ending Balance 1,707,742 2,178,673 2,718,845 1,654,866 1,615,102 1,847,265
54
REET II - 304
RCW 82.46.035 authorizes all cities and counties that are planning under the Growth Management
Act to levy a second .25% real estate excise tax, known as REET 2. These revenues are also restricted
and must be spent on eligible projects listed in the city’s capital facilities plan element of the
comprehensive plan.
In 2020, the city refinanced its outstanding bonds for the debt held on the N. Olympic Project. REET
funding pays the annual debt service on these bonds which will mature 2027. This fund will also
contribute an equal amount as the REET I Fund to provide additional funding for the 169th Street
Segment Project.
Restricted Ending Balance 2,055,446 2,551,701 3,089,290 1,975,885 2,682,839 3,135,539
55
CAPITAL FACILITIES – 305
This is a capital projects fund and does not generate its own revenue. Fund revenues come from
transfers of construction sales tax from the general fund as authorized in the adopted budget. In 2021
the city conducted a capital facility needs assessment to determine the amount of reserves that
should be set aside every year to pay for long term maintenance and improvements on city facilities.
Based on the results of the capital facilities needs assessment, the city should set aside, on average,
approximately $470,000 each year to proactively fund building improvements over the next 20 years.
The contribution amounts will vary based on the amount of construction sales tax expected to be
received each year and maintaining general fund reserve balances.
The next biennium includes improvements to city hall, the maintenance and operations facility, the
police impound facility and continued funding for fiber installation.
Assigned Ending Fund Balance 2,734,195 7,068,792 7,025,364 2,324,011 1,198,814 873,814
56
BOND CONSTRUCTION FUND – 306
This fund holds the bond proceeds that were issued in 2020 for the construction of Fire Station 48
and improvements to the police impound and M&O facilities. Station 48 is complete. The remaining
funds are being used for the design of the police impound facility and maintenance & operations
facility. Construction and/or improvements of those facilities will be paid out of the capital
facility fund. This fund should be closed in 2025 once all bond proceeds are fully exhausted.
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Restricted Beg. Balance 4,434,178 1,107,812 1,054,737 - 400,000
Investment Interest 28,547 7,639 9,789 - 3,500 -
Transfer In/ Fund 305 - - - - - -
Transfer In - (405) BCF Facility - - 6,012 - - -
Transfer In -(406) BCF Facility - - 6,012 - - -
Total Revenue 4,462,725 1,115,451 1,076,551 - 403,500 -
Transfer to Capital Facilities - - 389,110 - - -
Fire Station 48 Construction 3,354,913 5,460 - - - -
M&O Remodel Design - - 7,308 - - -
PW M&O Remodel-Shop - 55,253 50,751 - 403,500 -
Police Impound Facility - Design - - 12,025 - - -
Biosolids - Design - - 12,025 - - -
Police Impound Facility - - - - - -
Total Expenditures 3,354,913 60,713 471,220 - 403,500 -
Restricted Ending Balance 1,107,812 1,054,737 605,332 0 0 0
57
TRANSPORTATION IMPROVEMENT - 310
The transportation improvement fund is a capital projects fund and does not generate its own
revenue. The majority of revenue to pay for projects comes from grants and traffic mitigation fees
transferred from the growth fund. Real Estate Excise Tax (REET) and construction sales tax will also
contribute funding to projects that weren’t fully funded by grants or required a local match
component.
Some of the projects planned last biennium were delayed for a variety of reasons and will be carried
forward into the next biennium. A total of $16 million of transportation improvements are planned
for 2025/2026. The major projects include, 169th street segment, 180th and 188th Smokey Point Blvd
roundabouts, the Island Crossing roundabout and the SR 531 trail.
169th Street Connector Project Conceptual Drawing
Source: City of Arlington Public Works
58
180th and Smokey Point Blvd Roundabout Conceptual Drawing
188th Street and Smokey Point Blvd Roundabout Conceptual Drawing
Source: Perteet
59
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Fund Bal. 891,366 460,153 144,020 186,278 1,200,535 617,591
Grants 1,177,383 - - - - -
Interest/Misc 19,218 62,030 3,550 - - -
Smokey PT Corri-FHWA Grant 145,731 319,861 355,490 245,000 -
WSDOT Grant - 74th Ave Trail - 63,528 - 590,000 169,693 -
FHWA Grant - 169th St Project - - - 3,050,000 - 3,654,893
Congressional Grant SR 531 Trail - - - - 850,000 -
PSRC Grant 188th Roundabout - - - 1,580,000 2,316,696 -
PSRC Grant 180th Roundabout - - - 2,200,000 - 2,200,000
Grant - SR 530 Roundabout - - - 4,650,000 - 2,500,000
FHWA Grant - 180th St Connector - - - - 357,678 -
TIC- 172nd - 1,118,292 - - -
TIB - 211th Pl Proj - Grant - - 214,323 1,900,000 1,345,000 -
Dept of Commerce - B&G Lot - 519,400 - - - -
Transfer In REET I - - - 759,361 456,862 -
Transfer In REET II - - - 759,361 456,862 -
Transfer in Const. Tax/Other - - 113,687 1,425,000 - -
Transfer In -Growth Fund 2,014,841 2,149,859 439,675 2,987,500 619,723 10,000
Total Revenue 4,248,539 4,693,123 1,270,745 20,332,500 7,773,049 8,982,484
Other Projects/Prof. Services 19,349 521,306 24,764 - - -
169th Street Segment - 64,976 5,972 4,755,000 600,000 3,868,616
173rd Phase II - - - 2,025,000 - -
173rd Project 477,424 1,246,882 89,455 - - -
180th St Connector - - 17,100 - 478,347 -
180th/Smky PT Blvd Roundabout - - - 2,800,000 - 2,500,000
188th & 67th Ave Intersection - - - 150,000 - 10,000
188th/Smky PT Blvd Roundabout - - 8,551 2,380,000 4,000,000 -
204th/77th Roundabout 1,604,712 - - - - -
211th Pl Improvements - - 360,840 2,200,000 959,610 -
40th Ave/SR 531 Intersection 254,342 1,513,639 - - - -
74th/204th Signal Project 25,248 20,875 150,857 - - -
B&G Parking Lots 370,163 125,454 - - - -
BNSF 67th Trail 101,429 - - - - -
Complete Streets- Design/Construct 113,188 539,705 56,051 - - -
Highland Drive Design - - - 100,000 - -
IC Roadway Design.Stormwater - - - - -
Island Crossing Project 328,521 14,333 - - - -
Island Crossing Roundabout 181,429 45,695 15,031 4,775,000 67,500 2,500,000
Non-Motorized/PED Projects - - - 50,000 - -
ROW Purchase - 173rd - - - - - -
ROW Purchase - 188th RAB - - 35,275 - - -
RPW Purchase -168th 107,363 - - - - -
Sidewalk/Trai l Prof Svc-Grant 37,432 73,139 30,961 - - -
Sidewalk/Trail Project -Grant - - - 650,000 - -
Smokey Pt. Blvd Corridor- Eng.167,784 343,529 397,750 362,500 - -
SR 531 Trail (Congressional Funding)- - - - 1,050,000 -
SR/531 Widening Project - - - 75,000 - -
Transportation Comp Plan - 39,570 75,390 - - -
WSDOT Coordinated Projects - - - 10,000 - -
Total Expenses 3,788,383 4,549,102 1,267,997 20,332,500 7,155,457 8,878,616
Committed Ending Balance 460,153 144,020 2,748 0 617,591 103,868
60
PARK IMPROVEMENT - 311
The park improvement fund is a capital projects fund and does not generate its own revenue except
nominal revenue from concessions at Haller Park and community garden fees. Revenues to pay for
projects typically come from grants and/or park mitigation fees transferred from the growth fund.
Assigned Ending Balance 18,353 21,390 297,865 2,152 11,100 14,500
61
CEMETERY CAPITAL - 316
The cemetery capital fund is a capital projects fund and does not generate its own revenue. The
current fund balance comes from transfers of excess fund balance from the cemetery operating
fund. The cemetery operating fund is not expected to have any excess fund balance to transfer
into the capital fund this biennium. The fund does have adequate fund balance to invest in
expansion of Garden Glen.
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Fund Bal. 46,511 51,058 81,416 71,393 132,508 83,408
Investment Interest 562 358 907 175 900 950
DAHP Grant - - - - 20,250 -
Transfer In - Cemetery 3,985 30,000 61,000 15,000 - -
Total Revenue 51,058 81,416 143,323 86,568 153,658 84,358
Signage Expense - - 12,615 - - -
DAHP Grant 20,250
Garden Glen Expansion 50,000 50,000
Assigned Ending Fund Balance 51,058 81,416 130,708 86,568 83,408 34,358
62
EQUIPMENT REPLACEMENT – 320
The equipment replacement fund is considered a capital projects fund. Its purpose is to account
for department contributions for future capital outlay of vehicles and equipment. Each
department has an equipment replacement schedule identifying each vehicle and piece of
equipment in their department. The schedule is a 10-year plan on how much funding will be
needed and how the money will be spent during this period.
Annual contributions made by each department are determined by the amount of money needed
to pay for future replacement of equipment/vehicles when they reach the end of their useful life.
If equipment/vehicles are added to the schedule and/or replacement occur sooner than originally
planned, the annual contribution may need to increase.
Equipment Replacement/Cost Summary
Department 2025 2026
# of
Vehicle
Leases
# of Vehicle
Purchases
# of
Equipment
Purchases
Vehicles/Equipment Being Replaced
63
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Fund Bal. 3,544,307 2,239,581 1,964,024 1,791,517 2,177,587 2,146,429
CED- Technology Fee 23,900 24,625 19,275 20,000 20,000 20,000
M&O Program Fees - Field Use 9,419 18,595 43,570 20,000 30,000 30,000
Investment Interest 30,104 15,155 23,080 25,000 26,000 26,000
Misc/Insurance Proceeds 12,815 1,000 14,714 - - -
Interf Rental Fees-GF replacemt 266,200 267,200 315,200 315,200 413,000 513,000
Inter Fund CED (006)- - - 13,500 13,500
Inter Rental Fees-GF IT Tech 246,588 232,793 411,787 424,140 502,319 517,393
Bond Proceeds -Police Vehicles - - 690,668 - - -
Sale Of Fixed Assets-parks - - - 200 200 200
Sale Of Fixed Assets-Sewer 1,175 5,800 - 200 200 200
Sale Of Fixed Assets - Water 13,105 6,550 6,100 200 200 200
Sale Of Fixed Assets - Airport - 5,100 15,000 - 200 200
Sale Of Fixed Assets - Street - 5,325 13,800 200 200 200
Sale Of Fixed Assets - Police - 16,085 1,800 200 200 200
Sale Of Fixed Assets - IT 6,344 5,403 17,911 3,500 200 200
Sale of Fixed Assets - CED 12,800 - 4,380 200 200 200
Sale Of Fixed Assets - Fire 12,100 - - - - -
Sale Of Fixed Assets -Storm - - 34,982 200 200 200
Sale of Fixed Asset-Facilities - - 10,949 200 200 200
Sale of Fixed Asset-Cemetery - 2,750 - - 200 200
Subtota l 4,178,856 2,845,963 3,587,240 2,600,957 3,184,606 3,268,522
Transfer In EMS/Prg Dvlp 46,187 - - - - -
Transfer In - Equip Airport 65,000 65,000 40,000 40,000 40,000 40,000
Transfer In - Cemetery - - 4,000 4,000 1,000 1,000
Transfer In - Equip PW M&O 41,000 45,159 35,000 35,000 30,000 30,000
Transfer In - Equip Sewer 40,000 40,000 40,000 40,000 40,000 30,000
Transfer In - Equip Stormwater 15,000 15,000 30,000 30,000 30,000 30,000
Transfer In - Equip Street 75,000 75,000 15,000 20,400 20,400 20,400
Transfer In - Equip Water 25,000 25,000 30,000 30,000 30,000 30,000
Transfer In - Sewer Membrane 342,000 40,000 325,000 325,000 - -
Subtotal Transfers 649,187 305,159 519,000 524,400 191,400 181,400
Transfer In - IT Tech Airport 21,111 23,009 35,800 36,875 40,203 41,410
Transfer In - IT Tech Cemetery 2,934 3,022 6,353 5,000 9,796 10,091
Transfer In - IT Tech PW M&O 27,231 23,196 39,745 40,937 83,226 85,724
Transfer In - IT Tech Sewer 35,381 36,442 66,197 68,183 93,922 96,740
Transfer In - IT Tech StormWtr 11,053 11,385 23,200 23,896 28,734 29,597
Transfer In - IT Tech Street 9,259 9,537 16,648 17,148 -
Transfer In - IT Tech Water 40,334 41,544 74,486 76,720 88,797 91,462
Subtotal Transfers IT 147,304 148,135 262,429 268,759 344,678 355,024
Total Revenue 4,975,347 3,299,257 4,368,669 3,394,116 3,720,684 3,804,946
64
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
IT Tech Equip - Airport 23,591 23,063 24,347 31,116 25,594 22,997
IT Tech Equip - CED 29,887 25,111 29,943 30,189 54,706 46,777
IT Tech Equip - Cemetery 3,451 3,064 7,021 3,492 7,316 7,316
IT Tech Equip - Executive 24,375 23,639 25,741 23,474 27,382 24,948
IT Tech Equip - Finance 30,041 24,385 32,156 26,531 40,721 37,267
IT Tech Equip - IT Dept 15,801 16,117 16,274 11,518 55,363 16,249
IT Tech Equip - Legislative 21,542 11,898 15,107 21,841 40,972 29,263
IT Tech Equip - Police 161,363 163,726 104,560 126,563 177,567 164,977
IT Tech Equip - PW M&O 30,797 27,423 23,866 32,602 66,883 50,891
IT Tech Equip - Sewer 37,958 44,566 60,646 40,256 84,403 61,999
IT Tech Equip - Stormwater 12,735 10,927 16,932 12,520 21,174 18,150
IT Tech Equip - Streets 16,760 9,478 10,247 13,587 10,888 8,285
IT Tech Equip - Water 55,122 49,178 77,985 44,438 69,776 57,167
Subtotal IT Equipment 463,423 432,576 444,825 418,127 682,745 546,286
Equipment - Airport - 238,812 - 145,019 20,498
Equipment - CED - 2,253 - 3,097 3,097
Equipment - Cemetery - - 37,000 7,000 30,000
Equipment - IT 34,184 1,210 2,378 8,000 2,889 2,889
Equipment - Police 258,489 167,058 189,983 343,200 331,296 417,792
Bond Debt - Police - - 690,668 - - -
Equipment - PW M&O - 69,914 30,531 - 45,701 20,466
Equipment - Sewer 3 ,474 2 3,672 30,000 3,927 204,309
Equipment Fire/EMS 88,190 - -
Equipment - Storm - 17,724 123,429 15,000 3,458 3,458
Equipment - Streets 113,421 163,807 29,546 - 5,820 5,820
Equipment - Water 4,475 - 5,412 30,000 13,369 45,231
Sewer Membrane 782,855 479,145 - - - -
Transfer Out 983,152 - - - - -
Law Enforcement - WCIA Reimb - - 14,714 - - -
Permit Technology - Expenses 4,105 3,485 - 7,500 66,100 41,500
Subtotal Equipment 2,272,345 902,345 1,331,398 470,700 627,675 795,060
Lease Vehicles - Airport - - 11,249 31,554 38,237 38,237
Lease Vehicles - CED - - 4,382 14,832 6,456 6,456
Lease Vehicles - IT - 312 5,468 6,039 5,468 5,468
Lease Vehicles - PW M&O - - 13,413 52,290 33,423 60,071
Lease Vehicles - Sewer - - 5,315 22,452 7,295 20,619
Lease Vehicles - Stormwater - - 35,945 10,800 6,050 6,050
Lease Vehicles - Streets - - 3,877 20,400 12,011 12,011
Lease Vehicles - Water - - 11,935 40,020 25,578 52,412
Police - Interest Payments - 8,386 24,903 20,340 15,576
Police - Bond Principal Payments - - 120,930 104,412 108,976 113,739
Subtotal Leases - 312 220,899 327,702 263,834 330,639
Total Expenses 2,735,766 1,335,233 1,997,122 1,216,529 1,574,255 1,671,985
Assigned Ending Fund Balance 2,239,581 1,964,024 2,371,546 2,177,587 2,146,429 2,132,961
65
AIRPORT OPERATING FUND - 402
The airport aspires to be Washington’s premier general aviation airport and a vibrant economic
resource for the citizens of Arlington. To support our vision, we will promote safe, professional airport
operation through innovative community relations, responsible property management, and effective
administration.
The airport fund is an enterprise fund. Revenues are generated primarily from building and land
leases. Revenues in an enterprise fund are restricted as to their use. Revenue generated from the
airport can only be used to pay for costs related to operating, maintaining, and improving the airport.
Land rents are based on a rate per square foot. Rates are established by a land appraisal conducted
every five years. Land rates vary by zoning category, however most land rates in 2025 will be $.40 per
square foot and $.42 per square foot in 2026. Building rates are adjusted annually by CPI. The budget
estimates a CPI increase of 4.3%.
Strategic objectives for this next biennium; focusing on preventative maintenance, modernization of
facilities and technology. Most importantly, a concentration on development to ensure the airport
evolves with the needs of the community aviation industry it serves.
POSITION 2021 2022 2023 2024 2025 2026
AIRPORT DIRECTOR 1 1 1 1 1 1
AIRPORT OPERATIONS MANAGER 1 1 1 1 1 1
0 0 0 0 1 1
ADMIN SPECIALIST 1 1 0 0 0 0
Airport Director
Airport
Operations
Manager
Airport
Operations
Coordinator
Airport
Operations
Specialist
Admin Specialist
III
Intern -Airport
Mgmt
66
67
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Salaries & Wages 445,679 487,601 545,526 607,701 623,423 674,840
Leave Payout - 7,994 21,080 20,000 - 18,563
Overtime 1,690 7,504 7,108 1,800 3,800 3,800
FICA-Medicare-L&I-Unemploy 35,415 39,550 44,203 47,648 55,040 59,405
Retirement - DRS/DC Match 52,378 50,961 59,855 84,983 72,179 81,298
Health Insurance Benefits 66,301 85,117 89,400 91,368 113,741 118,836
Office Supplies 6,254 4,201 4,361 8,300 6,100 6,100
Operating Supplies 24,217 17,327 25,495 34,750 34,000 34,000
Uniform & Clothing 1,022 933 1,436 3,100 1,100 1,100
Vending Machine Supplies/Costs - 888 - 500 500
Meeting Materials 1,204 367 1,096 600 600 600
Small Attractive Fixed Assets - 7,508 1,049 2,500 2,000 2,000
Fuel 17,562 26,738 17,031 21,000 22,000 22,660
Professional And Legal Svcs 108,902 119,110 141,068 190,000 190,000 190,000
Interfund EMS 96,578 - - - - -
Interfund - Police Serv Airp 774,068 675,573 714,291 725,385 749,545 774,092
Marketing 3,490 4,152 7,541 6,000 8,000 8,000
Bank/credit Card Proc Fees 11,339 10,890 14,127 12,500 20,000 20,000
Sales Tax - DOR Remittance 3,596 542 799 500 500 500
Acct/Admin Cost Allocation Fee 164,566 171,734 191,839 124,390 130,609 137,139
Communications & Postage 13,659 9,877 8,547 14,500 14,500 15,000
AR Accounts - Unapplied - - - - 10,000 10,000
Travel/Training 2,063 1,603 9,629 15,000 12,000 12,000
Operating Leases-copier 4,749 2,180 3,343 - - -
Insurance - WCIA & Other 40,842 65,564 78,068 98,645 97,057 121,321
Utilities-PUD,Stormwater,etc 53,709 67,322 68,889 67,000 70,000 72,100
Vehicle Repair & Maintenance 9,966 13,515 31,214 6,000 20,000 20,000
Office Machine Repair & Maint 14 - - - - -
Interfund - PW M&O Facilities 368,751 485,220 470,493 715,085 708,542 780,671
Annual Dues/Memberships 4,715 7,116 8,874 7,000 3,500 3,500
Refunds of Deposits 1,867 1,500 1,601 500 1,500 3,500
FAA Grant - Repmt - - - - - -
Leasehold Tax -DOR Remittance 418,554 458,917 467,392 440,000 450,000 491,600
Sales Tax - DOR Remittance - - - - - -
2014 LTGO Refi 2009 -Principal 55,000 55,000 60,000 25,000 - -
2014 LTGO Bond - Interest 7,250 5,600 3,400 1,000 - -
Building Improvements - 19,275 17,641 80,000 116,000 116,000
Maintenance Projects 84,249 210,842 132,484 180,000 208,000 211,000
Projects - 120,950 - - - -
Fiber 188th/AP Blvd - - 169,296 - 150,000 150,000
Airport Restrooms - - - 250,000 - -
Maint Vehicle Facility Storage - - - - - 600,000
59th Dr Security Cameras - - - - - 95,000
EV Charging Station Installation - - - - 40,000 -
Capital Outlay-Equipment 131,583 - 21,043 8,500 148,500 140,500
Cares Act Grant Expense - - - - - -
Airport - Lease Pmts - 1,855 1,518 - 2,750 2,750
Transfer Out - Wat/Sew/SW - - - - 3,000 3,000
Transfer Out -Equip Airport 65,000 65,000 40,000 40,000 40,000 40,000
Transfer Out -IT Tech Airport 21,111 23,009 35,800 36,875 40,203 41,410
Transfer To -A/P Reserve Fund 800,000 1,138,169 850,000 700,000 100,000 50,000
Total Expenses 3,897,343 4,470,317 4,367,427 4,667,630 4,268,689 5,132,785
Assigned Ending Balance 777,477 301,191 234,558 324,067 661,684 328,096 68
AIRPORT RESERVE – 410
The airport reserve fund is used to accumulate excess operating revenues from the airport’s operating
fund. The reserve funds are used for future capital projects and/or used to meet grant matching
requirements. $3.1 million of reserves is expected to be transferred to the airport capital
improvement fund as grant match on the Taxiway Alpha overlay project and the Taxiway C extension
project.
Assigned Ending Bal.2,241,908 3,395,800 4,286,771 1,564,500 2,071,771 1,439,771
69
AIRPORT CIP – 413
The airport CIP fund was created to account for capital improvement projects at the airport. Revenues
are primarily received from FAA grants, WSDOT grants and transfers from the airport reserve fund.
Revenue also comes from an interfund loan payment from the general fund to the airport CIP fund.
Annual payments on the interfund loan are $120,000. Planned spending on airport projects
this biennium is about $8.7 million with most projects scheduled in 2025. $6.3 million is for the
Taxiway Alpha project, $865,000 is budgeted for Runway 11/29 solar lighting and $1.5 million for
Taxiway C.
Arlington Airport, with Taxiway Alpha marked in red
70
2021 2022 2023 2024 2025 2 026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Bal. 389,332 726,566 1,165,012 173,500 786,000 66,000
FAA Grants 377,859 2,624,846 19,220 711,000
WSDOT Grants - 116,507 5,761 -
Airport Master Plan - - - 738,000 - -
Taxiway Alpha Project - - - 3,000,000 3,200,000 -
Taxiway C Project - - - - 180,500 561,358
Runway 11-29 Solar Lighting - - - - 765,000 -
Investment Interest/Reimb 16,483 7,379 14,467 3,500 - -
Interfnd Loan B&G Club Pri.103,142 104,178 83,036 91,448 93,268 82,551
Interfnd Loan B&G Club Int.16,858 15,822 36,964 28,552 26,732 37,449
Transfer In - Airport Reserve - - - 2 ,215,500 2,400,000 700,000
Total Revenue 903,674 3,595,297 1,324,459 6,961,500 7,451,500 1,447,358
RW 16/34 147,473 2,430,285 133,261 - - -
Taxiway Bravo 23,423 - - - - -
Non AIP projects 6,211 - - - - -
FAA - Perimeter Fencing - - - 790,000 - -
Airport Master Plan - - - 820,000 - -
Taxiway Alpha Project - - - 5,341,500 6,330,000 -
Taxiway C Project - - - - 190,000 1,387,000
Runway 11-29 Solar Lighting - - - - 865,500 -
Total Expenses 177,107 2,430,285 133,261 6,951,500 7,385,500 1,387,000
Assigned Ending Balance 726,566 1,165,012 1,191,198 10,000 66,000 60,358
71
WATER – 403
The water fund is an enterprise fund. Revenues are generated from user charges on water
consumption. Revenues in an enterprise fund are restricted as to their use. Revenue generated from
water sales can only be used to pay for costs related to providing water service (i.e. operating water
treatment plant, maintaining/construction of water lines and other water capital facilities)
Arlington’s water currently comes from three sources: two wells (Haller Wellfield and Airport Well)
and a connection with Snohomish County PUD District No.1. The Haller wellfield has been the City’s
primary water source since 1906 and continues to supply 85% of the City’s total water needs
today. The City is currently expanding its production capacity at the Haller wellfield to continue
providing water for Arlington’s growing community. The strong influence of the Stillaguamish River
on the Haller wells requires special treatment provided by the Arlington WTP. The other sources,
Airport well and PUD connection, do not require filtration in the City’s treatment facility.
The water department focuses on ensuring the availability, quality and sustainability of water
resources to the community and to ensure that all residents have access to clean and safe drinking
water.
Arlington’s water service area
Source: Public Works Webpage
72
POSITION 2021 2022 2023 2024 2025 2026
PW Director (0.4)
City Engineer
(0.4)
Enterprise Data
& Tech Mgr (0.4)
GIS Analyst II
(0.4)
GIS Analyst I
(0.4)
Utilities Manager
(0.4)
WTPO III
WTPO III
WTPO I
WTPO I
Water Dist Syst Spec III
Water Dist Sys
Spec II
Water Dist Syst
Spec II
Water Dist Syst
Spec I
Water Dist Syst
Spec I
PW Accountant
(0.4)
Admin Specialist
II (0.4)
Eng Admin
Specialist III (0.4)
Engineer II -
Civil (0.4)
Engineer II -
Civil (0.4)
Engineer
Tech II (0.4)
Utility Locator
Specialist II (0.34)
Water Resource Planner
73
Assigned Ending Balance 1,044,405 1,491,111 1,596,858 970,299 1,079,851 1,020,555
74
WATER IMPROVEMENT – 405
The water improvement fund is a capital projects fund. Revenues come from transfers from the
water operating fund and from water connection fees. The purpose of this fund is to accumulate
money to pay for capital projects related to providing water services.
In order to meet growing water demands, the city plans to invest about $22 million in infrastructure
improvements for the next biennium. The city is increasing its raw water production capacity from its
Haller South Wellfield located at Haller Park. At the same time, the city began work to design new
wellhouse buildings, along with new pumps and controls, for the new production wells.
With these two new wells, the city will increase its raw water production capacity from the current
1,700 gpm to 3,400 gpm. To treat the additional raw water being pumped from the Haller South
Wellfield, the city is also expanding the water treatment plant (WTP) which will be the major project
in 2025 and 2026.
75
Assigned Ending Balance 9,652,538 10,306,461 7,837,147 3,132,600 2,219,460 545,280
76
Sewer – 404
The sewer fund is an enterprise fund. R evenues are generated from user charges by providing
wastewater treatment (sewer) services. Revenues in an enterprise fund are restricted as to their use.
Revenue generated from sewer services can only be used to pay for costs related to operating a
wastewater treatment plant, maintaining/construction of sewer lines and other sewer
capital facilities.
The Water Reclamation Facility (WRF) is responsible for protecting the environment by ensuring that
wastewater is properly collected from residential and commercial customers and treated prior to
discharge.
The city’s sanitary sewer collections system consists of 68 miles of sewer main, 8 miles of sewer force
main, 1,200 manholes, and 13 Lift Stations. Wastewater staff clean, video and locate sewer mains on
a daily basis. Wastewater staff also assists in the inspection and documentation of all new
construction of sewer infrastructure. View the Sewer Network Schematic Map (PDF).
77
POSITION 2021 2022 2023 2024 2025 2026
PUBLIC WORKS DIRECTOR 0.4 0.4 0.4 0.4 0.4 0.4
DEPUTY PUBLIC WORKS DIRECTOR 0 0 0.4 0.4 0 0
CITY ENGINEER 0.4 0.4 0 0 0.4 0.4
ENTERPRISE DATA AND TECH MANAGER* 0.4 0.4 0.4 0.4 0.4 0.4
UTILITY MANAGER 0.4 0.4 0.4 0.4 0.4 0.4
PUBLIC WORKS ACCOUNTANT 0.4 0.4 0.4 0.4 0.4 0.4
PUBLIC WORKS INSPECTOR 0.4 0.4 0.4 0.4 0 0
ENGINEER II - CIVIL ENGINEER 0.4 0.4 0.8 0.8 0.8 0.8
WASTEWATER TREATMNT PLANT OPER. I, II & III
78
Assigned Ending Balance 245,272 352,154 320,547 66,133 228,810 204,684
79
SEWER IMPROVEMENT – 406
The sewer improvement fund is a capital projects fund. Revenues come from transfers from the
sewer operating fund and from sewer connection fees. The purpose of this fund is to accumulate
money to pay for capital projects related to providing sewer services.
Sewer infrastructure improvements for the next biennium total $6.6 million. Investments will be
made in;
•Annual sewer main replacements
•Upgrades to lift stations LS-11 and LS-14.
80
Assigned Ending Balance 8,068,550 5,051,259 5,589,808 2,177,078 5,211,695 7,254,190
81
W/S BOND RESERVE – 411
This fund was created to satisfy bond requirements that a reserve be held in order to meet final debt
obligations on the waste water treatment plant bonds. No activity will occur in this fund until final
debt obligations need to be paid. The bonds have maturity dates ranging from 2026 to 2029.
Budget Budget
Restricted Beg. Bal. 1,042,546 1,022,699 1,022,699 1,022,699 1,022,699 1,022,699
Restricted Ending Bal.1,042,546 1,022,699 1,022,699 1,022,699 1,022,699 1,022,699
82
STORM – 412
The storm fund is an enterprise fund. Revenues are generated from user charges by providing storm
water services. Revenues in an enterprise fund are restricted as to their use. Revenue generated
from storm services can only be used to pay for costs related to providing storm water services.
Revenue projections are based on a variety of assumptions including recent revenue trends, number
of storm water customers, and anticipated growth. Expenses are consistent with prior year and
assumes general cost increases.
POSITION 2021 2022 2023 2024 2025 2026
83
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Bal. 232,668 245,272 352,154 146,292 225,000 228,810
DOE-Grants 30,364 13,075 62,526 25,000 25,000 25,000
Service Charges 996,728 1,119,334 1,194,113 1,148,965 1,291,500 1,330,245
Penalties-stormwater 1,585 6,289 8,708 4,000 8,000 8,240
Investment Interest 3,215 2,380 5,906 3,000 4,000 3,000
Reimbursements 1,000 240 4 - 50 50
Transfer In - CED (006)- - 2,722 - 2,800 2,800
Transfer In - Airport - - - - 600 600
Transfer In - M&O - - - - 1,100 1,100
Transfers In - GF/Storm 15,000 15,000 32,187 37,083 46,871 49,504
Total Revenue 1,280,560 1,401,590 1,658,320 1,364,340 1,604,921 1,649,349
Salaries & Wages 351,590 386,136 393,654 482,648 505,885 541,131
Leave Payout 0 0 3,628 0 0 0
Overtime 313 680 2,376 400 500 500
FICA-Medicare-L&I-Unemploy 30,268 33,839 34,058 43,004 47,684 50,828
Retirement - DRS/DC Match 40,986 39,737 40,420 78,302 77,110 93,852
Health Insurance Benefit 63,026 56,140 59,451 68,452 82,223 85,762
Operating Supplies 9,191 4,143 12,106 10,260 15,000 15,600
NPDES Phase II- Reg Compl. 18,295 17,955 20,419 21,060 21,000 21,840
Small Attractive Fixed Asset 0 0 525 540 550 572
Fuel 4,693 8,956 4,979 7,020 6,500 6,760
Professional Services 13,031 6,177 8,406 12,960 10,000 10,400
Cr Card Fees/DOR/Use Tax 11,974 13,281 15,514 13,068 15,500 16,120
Software Annual Maint & Supp 5,741 3,999 6,639 7,560 9,000 9,360
Storm Janitorial & Landscaping 2,821 2,650 1,801 5,184 5,200 5,408
State Tax 36,688 17,953 27,800 18,360 18,000 18,720
City Tax 50,076 56,625 55,340 57,809 65,175 67,075
Acct/Admin Cost Allocation 42,647 45,885 53,332 50,658 53,190 55,849
Communications 3,514 3,527 4,995 3,996 6,000 6,240
Per Diem Travel/Registration 813 3,087 2,324 540 5,400 5,616
Insurance - WCIA 13,895 18,809 20,235 27,945 36,460 45,575
Stormwater Utility Fees 1,561 1,761 1,452 1,728 1,500 1,560
Repair & Maintenance 986 1,484 1,239 3,780 5,000 5,200
Repairs & Maint Wetland 1,996 1,133 210 2,160 4,000 4,160
Vehicle Repairs & Maint 4,942 5,361 4,642 6,480 8,000 8,320
Interfund - M&O/Streets 116,448 127,627 161,290 151,657 60,000 60,000
Pub. Education/outreach 2,587 3,723 2,571 3,200 3,000 3,120
Storm Capacity - Grant 16,655 11,965 2,386 25,000 25,000 25,000
Capital Outlay 0 0 2,288 0
Storm Copi er Lease 496 416 492 540 500 500
Transfer Out - Storm Water CIP 164,000 150,000 340,000 140,000 230,000 220,000
Transfer Out -Equip Storm 15,000 15,000 30,000 30,000 30,000 30,000
Transfer Out - IT Stormwater 11,053 11,385 23,200 23,896 28,734 29,597
Total Expenses 1,035,287 1,049,436 1,337,773 1,298,207 1,376,111 1,444,665
Assigned Ending Balance 245,272 352,154 320,547 66,133 228,810 204,684
84
STORM IMPROVEMENT – 409
The storm improvement fund is a capital projects fund. Revenues come from transfers from the storm
operating fund. The purpose of this fund is to accumulate money to pay for capital projects related to
providing storm services. Stormwater improvements in the next biennium total $720,000 for repair
and maintenance to the stormwater system, detention pond cleanup and the Prairie Creek Culvert
project.
Assigned Ending Balance 664,046 659,847 893,516 117,300 470,800 494,800
85
MAINTENANCE AND OPERATIONS – 504
The City of Arlington Maintenance and Operations Department is committed to promoting the City's
mission while maintaining a professional image and providing a high level of customer service to the
citizens and businesses of Arlington, our visitors, and the surrounding community.
This fund is a central service fund to account for maintenance & operations activities and maintenance
employee salary/benefits. The majority of its revenue comes from other departments that pay for
services. All M&O employee salaries/benefits are charged to the M&O fund. Each department will
be charged a cost based on the number of planned hours worked at each department. Hours will be
tracked and reconciled each month to make sure actual costs are aligned with budget. No other
significant items to note in this fund.
The budget reflects the addition of one FTE in 2026. Operating expenses increased based on general
cost increases and to plan for unforeseen repairs.
POSITION 2021 2022 2023 2024 2025 2026
M&O
Manager
M&O
Supervisor
Crew Chief
Maint
Tech II
Maint
Tech II
Maint
Tech I
Maint
Tech I
Maint
Tech I
Maint
Tech I
Crew Chief
Maint
Tech II
Maint
Tech I
Maint
Tech I
Maint
Tech I
Maint
Tech I
Finance
Tech II
86
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
Assigned Beginning Fund Bal. 33,878 21,189 68,613 282,109 125,000 128,696
Misc/Grant 826 4,373 8,165 0 0 0
Field Light Fee/Rentals 666 574 1,886 600 1800 1800
Interfund - GF/Facilities 1,366,000 1,411,000 810,564 917,415 1,102,811 1,297,989
Interfund - GF/Facilities - 800,000 800,000 850,000 825,000
Interfund - Cemetery 32,500 88,698 51,518 144,366 40,015 43,240
Interfund - Water 2,499 (1,615) 8,551 0 7200 7802
Interfund - Sewer 2,499 6,000 8,551 0 7200 7802
Interfund - Storm - 161,290 151,657 60,000 60,000
Interfund - Streets - 308,520 238,331 384,024 416,829
Interfund - Airport 368,751 485,220 470,493 715,085 708,542 780,671
Interfund Library 19,640 - 0 0 0 0
Investment Interest 1,004 286 2,379 200 2300 2300
Donations - - 300 200 300 300
Donations - Graffiti Removal - - 0 200 100 100
Reimbursements 6,020 289 1,463 200 50 50
Reimbursements - M&O 1,687 2,633 0 350 350 350
Total Revenue 1,835,969 2,018,645 2,702,292 3,250,713 3,289,692 3,572,929
Salaries & Wages 629,580 661,977 968,675 1,226,198 1,316,589 1,467,701
Part-Time Help 140,590 145,835 161,728 187,200 211,669 227,240
Leave Payout 7,826 16,103 9,479 8,000 11,625 12,293
Overtime 48,818 84,807 80,781 73,000 50,000 50,000
FICA-Medicare-L&I- Unemploy 83,968 95,112 132,979 147,606 164,882 182,191
Retirement - DRS/DC Match 92,448 90,134 119,439 217,026 164,982 194,530
Health Insurance Benefits 156,527 166,314 202,326 276,870 252,514 288,091
Operating Supplies 70,050 70,542 67,144 90,000 80,000 80,000
Shop Supplies 4,567 9,966 15,975 6,000 18,250 18,250
Uniforms And Clothing 3,741 6,479 9,584 10,000 11,000 11,000
Graffiti Removal 805 1,527 230 1,000 1,000 1,000
Facilities - Special Projects - - 3,396 5,000 5,000 5,000
Small Attractive Fixed Assets 131 3,186 3,518 5,000 6,000 6,000
Fuel 16,379 23,959 22,444 15,000 25,000 25,750
Profes s ional Services 72,491 86,853 70,960 77,250 77,250 77,250
Sales & Use Tax - DOR 797 87 339 200 200 200
Acct/Admin Cost Allocation Fee 87,895 99,285 156,254 161,591 169,670 178,153
Communications 8,951 12,122 15,247 10,000 20,000 20,600
Travel & Training/Registration 967 5,689 9,181 12,500 13,000 13,500
Insurance - WCIA 41,037 52,970 89,887 110,666 117,749 147,186
Utilities 201,597 168,731 170,059 213,874 190,000 195,700
Vehicle Repair & Maint 4,791 10,400 4,763 6,000 8,000 8,000
Office Machine Repair & Maint 1,163 220 229 0 - -
Interfund-Rent/Storage Lot#105 12,287 12,628 12,969 12,969 13,652 14,335
Interfnd -M&O Shop Lot 106 11,232 11,544 11,856 11,856 12,480 13,104
Interfnd Storage 107/food bank 14,976 15,392 15,808 15,808 16,640 17,472
Holiday/community Events 12,147 11,832 12,268 25,000 27,500 27,500
Park Amenities 2,161 346 2,091 2,500 3,000 3,000
Athletic Fields Maintenance 8,694 6,408 12,528 20,000 30,000 30,000
Park Bench-donations - - - 500 500 500
Insurance - WCIA Parks 6,267 7,921 9,731 8,825 18,716 23,396
Public Art - Insurance 1,605 1,640 1,725 1,700 2,000 2,060
Public Art Maintenance 436 171 - 210 - -
Reimbursements 125 - - 50 -
M&O Copier Lease Pmt - - 793 0 1,902 1,902
Transfer Out - GF Recycling 1,500 1,500 1,500 1,500 1,500 1,500
Transfer Out - Equip PW M&O 41,000 41,000 35,000 35,000 30,000 30,000
Tranfer Out - IT Facilities 27,231 27,355 39,745 40,937 83,226 85,724
Tranfer Out - Water, Sewer, Storm - - - - 5,500 5,500
Total Expenses 1,814,780 1,950,033 2,470,630 3,036,836 3,160,996 3,465,628
Assigned Ending Fund Bal. 21,189 68,613 231,662 231,877 128,696 107,30187
CEMETERY PRE-NEED - 622
The cemetery pre-need fund is used to account for revenue where individuals have pre-paid for items
needed at the time of burial. When the burial time occurs, the pre-paid items are purchased from
this fund to use for the burial service.
Assigned Ending Balance 79,023 84,994 43,847 95,116 47,437 50,912
88
CITY FIDUCIARY ACTIVITY - 633
This fund is used to account for money collected on behalf of another government (like court related
fees that are required to be submitted to the state). This fund does not generate revenue, it is a pass-
through fund (monies collected locally and remitted to other organizations).
89
2021 2022 2023 2024 2025 2026
Account Title Actual Actual Actual Budget Budget Budget
State Building Code Fees 3,915 2,711 1,554 3,000 2,500 2,500
Ems/Trauma Care 2,234 929 1,444 2,500 2,500 2,500
Crime Victims Assessment 2,920 1,053 1,816 2,000 2,000 2,000
Trafic Safety Educ Assess 78,931 39,835 75,026 100,000 75,000 75,000
Judicial Information Sys 10,124 4,499 6,618 10,000 10,000 10,000
School Zone Safety 25 104 286 250 250 250
Crime Lab - Blood/Breath Fee 69 3,479 3,951 200 - -
Brain Injury 1,693 779 1,337 1,800 1,800 1,800
Auto Theft 4,480 1,958 2,888 4,500 4,500 4,500
HWY Safety Acct 1,552 1,233 1,021 1,500 1,200 1,200
Death Inv Acct 355 243 219 300 300 300
WSP Highway Acct 2,014 1,382 1,244 2,000 2,000 2,000
DV Previous State - 30 15 - 100 100
DOL Tech Support - - 930 - 1,500 1,500
Dist Dr Prev State - - 4 - 50 50
Police Laminating - DOR 71 95 83 150 150 150
General Fund - Remit DOR 9 577 - 500 200 200
Fixed Assets - Remit to DOR 666 16 1,098 200 200 200
Cemetery - Remit to DOR 15,335 15,854 14,646 15,000 15,000 15,000
PW M&O - Sales Tax DOR 60 1,764 4,149 2,100 2,100 2,100
Water - Remit to DOR 94 273 568 150 600 60 0
Airport - Remit to DOR 952 1,067 1,174 1,000 1,000 1,000
Police - Seizure Property-DOR 3 - - 100 100 100
LET Espresso 865 - - - - -
LET - Comm Garden 71 96 79 100 100 100
Leasehold Tax - CED Row 8 15 - 100 100 100
Park Improvement - Sales Tax - 19 242 - 300 300
Total Expenses 126,446 78,008 120,393 147,450 123,550 123,550
Nonspendable Ending Balance 1,351 1,289 8 1,300 1,300 1,300
90
CEMETERY ENDOWMENT - 702
The cemetery endowment fund is used solely for the improvement, repair, preservation, and care of
the cemetery, as authorized by RCW 68.52.040. RCW 68.52.040, in summary, states that a percentage
of proceeds may be aside to be used in the care of lots, improvement of the cemetery, preservation
of structures, repair of fences and walkways or for planting trees, shrubs and flowers. The cemetery
commission reviews the cemetery fees and makes recommendations for the percentage to be set
aside for the next year.
Nonspendable Ending Bal 352,590 389,310 411,567 427,048 455,000 480,675
91
City of Arlington Council Agenda Bill PH #2 Attachment November 4, 2024 Resolution Establishing the 2025 Property Tax Levy
A Resolution of the City of Arlington Establishing the 2025 Regular Property Tax Levy 2025 Levy Certification
Finance; Kristin Garcia, Director 360-403-3431 EXPENDITURES REQUESTED: N/A BUDGET CATEGORY: N/A BUDGETED AMOUNT: N/A LEGAL REVIEW:
property tax levy. The proposed levy is a 1% increase from the prior year levy amount plus any new construction. No changes have been made since the October 8 retreat. A public hearing will be held on November 4 to allow the public to comment on the proposed levy. Pending no comments from the public, staff will ask council to take action on the levy resolution following the public hearing.
On October 8, 2024, staff presented the 2025 proposed property tax levy. The preliminary budget, including the proposed property tax levy, was placed on the city’s website by October 1, 2024 to be available for the public.
Take action on the proposed property tax levy on November 18, 2024. The property tax levy must be submitted to Snohomish County on or before November 29, 2024.
of Arlington establishing the 2025 regular property tax levy and authorize the Mayor to sign the resolution.”
RESOLUTION NO. 2024-XXX
A RESOLUTION OF THE CITY OF ARLINGTON
ESTABLISHING THE 2025 REGULAR PROPERTY TAX LEVY
WHEREAS, the City Council of the City of Arlington has met and considered its biennial budget for
the years 2025-2026; and
WHEREAS, the City’s Regular Property Tax actual levy amount from the previous year (2024) was
$4,881,584.17; and
WHEREAS, the population of the City of Arlington is more than 10,000, and
BE IT RESOLVED by the City Council of the City of Arlington that an increase in the regular
property tax levy is hereby authorized for the levy to be collected in the 2025 tax year.
The dollar amount of the increase over the actual levy amount from the previous year shall be
$48,815.84 which is a percentage increase of 1% from the previous year.
This increase is exclusive of additional revenue resulting from new construction, improvements
to property, newly constructed wind turbines, any increase in the value of state assessed
property, any annexations that have occurred and refunds made.
PASSED and APPROVED by the Mayor and City Council of the City of Arlington, at a regular
meeting held on the 4th day of November 2024.
CITY OF ARLINGTON
Don E. Vanney, Mayor
ATTEST:
______________________________
Wendy Van Der Meersche, City Clerk
APPROVED AS TO FORM:
______________________________
Steve Peiffle, City Attorney
Title of Form
REV 64 0100 (8/23/22) Page 1 of 1
In accordance with RCW 84.52.020, I (Name),
(Title), for (District name),
do hereby certify to the (Name of county) County legislative authority
that the (Commissioners, Council, Board, etc.) of said district requests
that the following levy amounts be collected in (Year of collection) as provided in the district’s
budget, which was adopted following a public hearing held on (Date of public hearing).
Regular levies
Levy General levy Other levy*
Total certified levy request
amount, which includes the
amounts below.
Administrative refund amount
Non-voted bond debt amount
Other*
Excess levies
Levy
General
(n/a for school
districts)
Bond
Enrichment
(school
districts only)
Cap. project Other levy*
Total certified levy
request amount,
which includes the
amounts below.
Administrative refund
amount
Other*
*Examples of other levy types may include EMS, school district transportation, or construction levies.
Examples of other amounts may include levy error correction or adjudicated refund amount. Please include
a description when using the “other” options.
Signature: _______________________________ Date: __________________
Levy Certification
Submit this document, or something similar, to the county legislative
authority on or before November 30 of the year preceding the year in which
the levy amounts are to be collected.
Courtesy copy may be provided to the county assessor.
This form is not designed for the certification of levies under RCW 84.52.070.
Form 64 0100
To request this document in an alternate format, please complete the form dor.wa.gov/AccessibilityRequest
or call 360-705-6705. Teletype (TTY) users please dial 711.
City of Arlington Council Agenda Bill PH #3 Attachment November 4, 2024 Arlington School District 2024-2029 Capital Facilities Plan for Arlington Comp Plan Inclusion
Ordinance, Planning Commission Finding of Facts, and Capital Facilities Plan
Community and Economic Development; Marc Hayes, Director EXPENDITURES REQUESTED: 0 BUDGET CATEGORY: BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: the District’s 2024-2029 Capital Facilities Plan. School Districts are required by the Growth Management Act to provide a plan for future growth and future enrollment, and to establish impact fees consistent with the Comprehensive plan, which are used to fund new facilities only.
The School District must present their updated Capital Facilities Plan to the City for adoption on an annual basis, thus allowing the City to collect School impact fees on new development as it occurs. As part of this adoption cycle, the School District requested that the City adopt the plan as a part of the City’s budget adoption process, as allowed by RCW 36.70A.130 (2) (a) (iv), to align with the processes used by both Snohomish County and City of Marysville. Planning Commission voted at a regular meeting on October 15, 2022, to unanimously approve recommendation of the plan to City Council. An open record Public Hearing is scheduled before the City Council, at the regular meeting on November 4, 2024. ALTERNATIVES: Remand to staff for additional information.
the Arlington School District’s 2024-2029 Capital Facilities Plan and authorize the Mayor to sign the ordinance.”
ORDINANCE NO. 2024-XXX 1
ORDINANCE NO. 2024--XXX
AN ORDINANCE OF THE CITY OF ARLINGTON, WASHINGTON AMENDING THE COMPREHENSIVE
PLAN TO INCLUDE THE ARLINGTON SCHOOL DISTRICT CAPITAL FACILITIES PLAN AS PART OF THE
CITY OF ARLINGTON CAPITAL FACILITIES PLAN
WHEREAS, the City of Arlington, Washington has the authority to enact laws to promote
the health, safety and welfare of its citizens as a way of controlling the use and development of
property within its jurisdiction; and
WHEREAS, the Arlington School District, in accordance with the GMA, has proposed
amendments to its Capital Facilities Plan to accommodate projected student enrollment, to
include a schedule and a financing program for capital improvements over the next 6 years (2024-
2029); and
WHEREAS, the City Planning Commission considered these amendments at their October
15, 2024, meeting and recommended approval to the City Council; and
WHEREAS, included in the review of the City’s Biennial Budget process, per RCW
36.70A130 (2)(a)(iv), was a proposed update to the Arlington School District Capital Facilities
Plan; and
WHEREAS, the City Council considered the same, along with the Planning Commission
recommendations, at their workshop meeting October 28, 2024, and held an open record public
hearing on November 4, 2024 and determined approving the amendments was in the best
interest of the City and its citizens; and
WHEREAS, the City Council has considered the proposed comprehensive plan
amendment and finds the same to be consistent with city and state law and in the best interests
of the citizens;
NOW, THEREFORE, the City Council of the City of Arlington do hereby ordain as follows:
Section 1. Comprehensive Plan Amended. The City of Arlington Comprehensive Plan
shall be amended to include the version of the “Arlington School District Capital Facilities Plan
2024 - 2029” approved by the Arlington School District on July 8, 2024, as part of the Capital
Facilities Element (CF) of the Arlington Final Comprehensive Plan.
Section 2. Effective Date. This ordinance or a summary thereof consisting of the title
shall be published in the official newspaper of the City and shall take effect and be in full force
five (5) days after publication.
ORDINANCE NO. 2024-XXX 2
PASSED BY the City Council and APPROVED by the Mayor this 4th day of November 2024.
CITY OF ARLINGTON
______________________________
Don E Vanney, Mayor
Attest:
______________________________
Wendy Van Der Meersche, City Clerk
Approved as to form:
______________________________
Steven J. Peiffle
City Attorney
ARLINGTON PUBLIC SCHOOLS
CAPITAL FACILITIES PLAN
2024-2029
Presented for Board Approval: July 8, 2024
ARLINGTON PUBLIC SCHOOLS
CAPITAL FACILITIES PLAN
2024-2029
BOARD OF DIRECTORS
Mary Levesque, President
Erica Knapp, Vice President
Matt Dimond
Sheri Kelly
Director District #3 - Vacant
SUPERINTENDENT
Dr. Chrys Sweeting
For information regarding the Arlington Public Schools Capital Facilities Plan, contact the Office
of the Superintendent, District Administration Office, 315 N. French Avenue, Arlington, WA
98223. Telephone: (360) 618-6200.
Presented to the Board of Directors for Approval on July 8, 2024
1
Table of Contents
Page
Section 1. Introduction ..............................................................................................................2
Section 2. District Educational Program Standards ..................................................................6
Section 3. Capital Facilities Inventory ......................................................................................9
Section 4. Student Enrollment Projections .............................................................................13
Section 5. Capital Facilities Needs .........................................................................................15
Section 6. Capital Facility Financing Plan ..............................................................................17
Section 7. School Impact Fees ................................................................................................20
Appendix A ……………………………………………...……..Population and Enrollment Data
Appendix B ……………………………………………...……………Student Generation Rates
Appendix C ……………………………………………...……………..Impact Fee Calculations
2
INTRODUCTION
A.Purpose of the Capital Facilities Plan
The Washington State Growth Management Act (the “GMA”) includes schools in the category of
public facilities and services. School districts have adopted capital facilities plans to satisfy the
requirements of the GMA and to identify additional school facilities necessary to meet the
educational needs of the growing student populations anticipated in their districts.
Arlington Public Schools (the “District”) has prepared this Capital Facilities Plan (the “CFP”) to
provide Snohomish County (the “County”) and the City of Arlington (the “City”) with a schedule
and financing program for capital improvements over the next six years (2024-2029).
In accordance with the Growth Management Act, the Snohomish County Ordinance Nos. 97-095
and 99-107, this CFP contains the following required elements:
•Future enrollment forecasts for each grade span (elementary, middle, and high
schools).
•An inventory of existing capital facilities owned by the District, showing the
locations and capacities of the facilities.
•A forecast of the future needs for capital facilities and school sites.
•The proposed capacities of expanded or new capital facilities.
•A six-year plan for financing capital facilities within projected funding capacities,
which clearly identifies sources of public money for such purposes. The financing
plan separates projects and portions of projects which add capacity from those
which do not, since the latter are generally not appropriate for impact fee funding.
•A calculation of impact fees to be assessed and support data substantiating said
fees.
In developing this CFP, the District followed the following guidelines set forth in the Snohomish
County General Policy Plan:
•District should use information from recognized sources, such as the U.S. Census
or the Puget Sound Regional Council. School districts may generate their own data
if it is derived through statistically reliable methodologies. The information must
not be inconsistent with Office of Financial Management (“OFM”) population
forecasts. Student generation rates must be independently calculated by each
school district.
•The CFP must comply with the GMA.
•The methodology used to calculate impact fees must comply with the GMA. In the
event that impact fees are not available due to action by the state, county or cities
within the District, the District in a future CFP update must identify alternative
funding sources to replace the intended impact fee funding.
•The methodology used to calculate impact fees complies with the criteria and the
formulas established by the County and the City.
3
Snohomish County’s Countywide Planning Policies direct jurisdictions in Snohomish County to
“ensure the availability of sufficient land and services for future K-20 school needs.” Policy ED-
11. The District appreciates any opportunity for cooperative planning efforts with its jurisdictions.
B.Overview of Arlington Public Schools
Two-hundred square miles in area, the District encompasses the City of Arlington and portions of
unincorporated Snohomish County. The District is bordered by the Conway, Darrington, Granite
Falls, Lakewood, Marysville, Sedro-Woolley, and Stanwood-Camano School Districts.
The District serves a student population of 5,466 (October 1, 2023 HC enrollment) with four
elementary schools (K-5), two middle schools (grades 6-8), one high school (grades 9-12), one
alternative high school (grades 9-12), and one support facility for home schooled children (grades
K-12). For the purposes of facility planning, this CFP considers grades K-5 as elementary, grades
6-8 as middle school, and grades 9-12 as high school. For purposes of this CFP, enrollment in the
Stillaguamish Valley School (a home school support facility serving grades K-12), the alternative
high school (Weston), and the Arlington Online Program (AOP) is not included.
The District has experienced moderate growth in recent years after a period of declining student
population. For a period of years (2012-2015) the District, due to the declining student population,
did not prepare an updated Capital Facilities Plan. The District prepared a CFP in 2016 in
anticipation of potential growth, enrollment increases, and future capacity needs. Growth has been
steady in the District since 2016 and is projected to continue to increase at all grade levels over the
six year planning period. Similar to school districts nationwide, the COVID-19 pandemic affected
student enrollment. The District saw a drop in enrollment starting in the 2020-21 school year but
enrollment has increased each year since. The District anticipates that enrollment will return to
pre-pandemic projections and continue to grow over the six-year planning period. This 2024
update builds on the 2022 CFP and identifies growth-related projects at the middle school level.
The District in 2022 completed construction of an addition at Arlington High School, which
continues to provide new capacity needed to serve students generated from new growth.
4
FIGURE 1 - MAP OF FACILITIES
Annotations to District Map:
Site Name Site Type Street Address City State Zip
District Office Support 315 N French Ave Arlington WA 98223
Support Services, Old High School Building Support 135 S French Ave Arlington WA 98223
Transportation Center Support 19124 63rd Ave NE Arlington WA 98223
Arlington High School Instructional 18821 Crown Ridge Blvd. Arlington WA 98223
Weston High School Instructional 4407 - 172nd Street NE Arlington WA 98223
Stillaguamish Valley Learning Center Instructional 1215 East 5th Street Arlington WA 98223
Haller Middle School Instructional 600 East 1st Street Arlington WA 98223
Post Middle School Instructional 220 East 5th Street Arlington WA 98223
Eagle Creek Elementary Instructional 1216 East 5th Street Arlington WA 98223
Kent Prairie Elementary Instructional 8110 - 207th Street NE Arlington WA 98223
Pioneer Elementary Instructional 8213 Eaglefield Drive Arlington WA 98223
Presidents Elementary Instructional 505 East 3rd Street Arlington WA 98223
5
6
SECTION 2
DISTRICT EDUCATIONAL PROGRAM STANDARDS
School facility and student capacity needs are dictated by the types and amounts of space required
to accommodate the District’s adopted educational program. The educational program standards
which typically drive facility space needs include grade configuration, optimum facility size, class
size, educational program offerings, classroom utilization and scheduling requirements, and use of
relocatable classrooms (portables).
In addition to student population, other factors such as collective bargaining agreements,
government mandates, and community expectations also affect classroom space requirements.
Traditional educational programs are often supplemented by programs such as special education,
bilingual education, preschool and daycare programs, computer labs, and music programs. These
programs can have a significant impact on the available student capacity of school facilities.
A. Districtwide Educational Program Standards
Special programs offered by the District at specific school sites include, but are not limited to:
• APPLE (formerly named ECEAP);
• Elementary program for students with special needs; and
• Enhanced Learning Program/Highly Capable; and
• English Language Learner Program (Eagle Creek Elementary).
District educational program standards may change in the future as a result of various external or
internal changes. External changes may include mandates or needs for special programs, or use
of technology. Internal changes may include modifications to the program year, class sizes, and
grade span configurations. Changes in physical aspects of the school facilities could also affect
educational program standards. The school capacity inventory will be reviewed periodically and
adjusted for any changes to the educational program standards. These changes will also be
reflected in future updates of this CFP.
The District educational program standards which directly affect school capacity are outlined
below for the elementary, middle, and high school grade levels. Each grade span has a targeted
level of service (LOS) which is expressed as a “not to exceed” number. The minimum LOS for
each grade span is expressed as “maximum average class size”. This figure is used to determine
when another class is added. When this average is exceeded, the District will add additional classes
if space is available. Only academic classes are used to compute the maximum average class size.
The District has fully implemented full-day kindergarten in and reduced K-3 class size
requirements.
7
B. Educational Program Standards for Elementary Schools
• Class size for Kindergarten and grades 1-3 is targeted not to exceed 21 students, with a
maximum average class size of 21 students;
• Class size for grade 4 is targeted not to exceed 25 students, with a maximum average class
size of 27 students;
• Class size for grade 5 is targeted not to exceed 27 students, with a maximum average class
size of 29 students;
• Special Education for some students is provided in a self-contained classroom;
• Music instruction will be provided in a separate classroom (when available); and
• All elementary schools currently have a room dedicated as a computer lab, or have access
to mobile carts with laptop computers for classroom use.
C. Educational Program Standards for Middle and High Schools
• Class size for grade 6 is targeted not to exceed 27 students, with a maximum average class
size of 29 students
• Class size for middle school grades 7-8 is targeted not to exceed 29 students, with a
maximum average class size of 31 students;
• Class size for high school grades 9-12 is targeted not to exceed 30 students, with a
maximum average class size of 32 students;
• It is not possible to achieve 100% utilization of all regular teaching stations throughout the
day. Therefore, high school classroom capacity has been adjusted using a utilization factor
in the range of 90% to 96% (based on a regular school day). Middle school classroom
capacity has been adjusted using a utilization factor of 85%;
• Special Education for some students will be provided in a self-contained classroom; and
• Identified students will also be provided other programs in classrooms designated as
follows:
1. Resource Rooms (i.e. computer labs, study rooms).
2. Learning Support Centers.
3. Program Specific Classrooms (i.e., music, drama, art, home and family
education).
D. Minimum Educational Service Standards
The District will evaluate student housing levels based on the District as a whole system and not
on a school by school or site by site basis. This may result in portable classrooms being used as
interim housing, attendance boundary changes or other program changes to balance student
housing across the system as a whole, while meeting the District’s paramount duties under the
State Constitution. A boundary change or a significant programmatic change would be made by
the District’s Board of Directors following appropriate public review and comment. The District
8
may also request that development be deferred until planned facilities can be completed to meet
the needs of the incoming population; however, the District has no control over the ultimate land
use decisions made by the permitting jurisdictions.
The District’s intent is to adhere to the target facility service standards noted above without making
significant changes in program delivery. At a minimum, average class size in the grade K -8
classrooms will not exceed 26 students and average class size in 9-12 classrooms will not exceed
32 students. For purposes of this determination, the term “classroom” does not include special
education classrooms or special program classrooms (i.e. computer labs, art rooms, chorus and
band rooms, spaces used for physical education, and other special program areas). Furthermore,
the term “classroom” does not apply to special programs or activities that may occur in a regular
classroom or to classes held in assembly halls, gyms, cafeterias, or other common areas.
The minimum educational service standards are not the District’s desired or accepted operating
standard.
For the school years of 2021-22 and 2022-23, the District’s compliance with the minimum
level of service was as follows
2021-22
School Year
LOS Standard MINIMUM
LOS#
Elementary
REPORTED
LOS
Elementary
MINIMUM
LOS
Middle
REPORTED
LOS
Middle
MINIMUM
LOS
High
REPORTED
LOS
High
26
20.06 26 19.09 32
28.24
* The District determines the reported service level by adding the number of students in regular classrooms at each grade level and dividing that
number by the number of teaching stations.
2022-23
School Year
LOS Standard MINIMUM
LOS#
Elementary
REPORTED
LOS
Elementary
MINIMUM
LOS
Middle
REPORTED
LOS
Middle
MINIMUM
LOS
High
REPORTED
LOS
High
26
20.70 26 19.31 32
28.63
* The District determines the reported service level by adding the number of students in regular classrooms at each grade level and dividing that
number by the number of teaching stations. Portables are not included in this analysis.
9
SECTION 3
CAPITAL FACILITIES INVENTORY
The facilities inventory serves to establish a baseline for determining the facilities necessary to
accommodate future demand (student enrollment) at acceptable levels of service. This section
provides an inventory of capital facilities owned and operated by the District including schools,
relocatable classrooms, undeveloped land, and support facilities. School facility capacity was
inventoried based on the space required to accommodate the District’s adopted educational
program standards. See Section 2. A map showing locations of District facilities is provided as
Figure 1.
A. Schools
The District maintains four elementary schools, two middle schools, one high school, an
alternative high school, and the Stillaguamish Valley School (a Home-
School Support center). Elementary schools currently accommodate grades K -5, the middle
schools serve grades 6-8, and the high school and alternative high school provide for grades 9-12.
The Stillaguamish Valley School serves grades K-12.
School capacity was determined based on the number of teaching stations within each building
and the space requirements of the District’s adopted educational program. It is this capacity
calculation that is used to establish the District’s baseline capacity, and to determine future
capacity needs based on projected student enrollment. The school capacity inventory is
summarized in Tables 1, 2, and 3.
The Stillaguamish Valley School and Weston High School are housed in separate District-owned
facilities and are not included in this CFP for the purposes of measuring capacity or projecting
enrollment. Relocatable classrooms are not viewed by the District as a solution for housing
students on a permanent basis. Therefore, these facilities were not included in the school capacity
calculations provided in Tables 1, 2, and 3.
Table 1
Elementary School Inventory
Elementary School
Site Size
(Acres)
Building Area
(Square Feet)
Teaching
Stations
Permanent
Capacity
Year Built or
Remodeled
Eagle Creek 23.70 57,362 28 630 1989
Kent Prairie 10.10 57,362 28 630 1993
Presidents 12.40 60,977 31 680 2004
Pioneer 20.60 61,530 25 562 2002
TOTAL 66.80 237,231 112 2,502
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Table 2
Middle School Inventory
Middle School
Site Size
(Acres)
Building Area
(Square Feet)
Teaching
Stations*
Permanent
Capacity
Year Built or
Remodeled
Post Middle 24.60 76,323 36 757 1993
Haller Middle 25.46 86,002 31 612 2006
TOTAL 50.06 162,325 67 1,369
*Includes a total of six special education classrooms between both schools.
Table 3
High School Inventory
High School
Site Size
(Acres)
Building Area
(Square Feet)
Teaching
Stations
Permanent
Capacity
Year Built or
Remodeled
Arlington High 54.00 273,871 63 2,036 2003; 2022
B. Relocatable Classrooms
Relocatable classrooms are used on an interim basis to house students until funding can be secured
to construct permanent classrooms. The District currently uses seventeen relocatable classrooms
at various school sites throughout the District to provide additional interim capacity (an additional
10 relocatables are located at Stillaguamish Valley School). A typical relocatable classroom can
provide capacity for a full-size class of students and a single classroom ranges in size from
approximately 700 to 900 square feet. See Table 11 for total portable square footage by grade
level. The District’s relocatable classrooms have adequate useful remaining life and are evaluated
regularly. Current use for the 2023-24 school year of relocatable classrooms throughout the
District is summarized in Table 4.
11
Table 4
Relocatable Classroom (Portable) Inventory
Elementary School
Relocatables
Interim
Capacity
Eagle Creek 6 150
Kent Prairie 4 84
Presidents 2 58
Middle School
Relocatables
Interim
Capacity
Post Middle 4 113
High School
Relocatables
Interim
Capacity
Arlington High 1 32
TOTAL 17 437
C. Support Facilities
In addition to schools, the District owns and operates additional facilities, which provide
operational support functions to the schools. An inventory of these facilities is provided in Table 5.
Table 5
Support Facility Inventory
Facility
Building Area
(Square Feet)
Site Location
Address
Administration and
Special Programs
21,402
Roosevelt Building,
Presidents
315 N. French Ave
Transportation 41,550 Leased 19124 63rd Ave Ne
Support Services 70,991 Old HS “A” Bldg 135 S. French Ave
D. Land Inventory & Other Facilities
The District owns the following undeveloped sites:
• A 167-acre site (“Hwy 530 Site”) located 1.5 miles from the city limits of Arlington
adjacent to SR 530. The property is outside of the Urban Growth Area boundary and not
serviced by municipal utilities. The District is currently negotiating a sale of this property.
• Seven sites ranging from 25 to 160 acres that are managed as forest land by a forestland
manager and generally topographically unsuitable for school site development.
12
• An additional 58.9 acres at the Post Middle School site of farmland located in a floodplain
and therefore unsuitable for development.
The District owns the “A” Building on the former high school campus. The “A” Building has
been taken out of educational use and is no longer eligible (by OSPI) for use as for classroom
space.
The Stillaguamish Valley School, is an alternative learning program serving on-line students and
on-site K-8 students, is located on the Eagle Creek Elementary site. This facility consists of 10
portable classrooms and is not considered part of the District’s permanent facility capacity.
Additionally, the District leases a 33,000 square foot building on a 10 acre site near the Arlington
Airport. This remodeled building houses the (alternative) Weston High School. Since this site
houses only alternative educational programs, the building’s capacity is not included as part of the
District’s eligible facility inventory1.
1 Students enrolled in these alternative programs are not included in enrollment numbers for the purposes of this
CFP update.
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SECTION 4
STUDENT ENROLLMENT PROJECTIONS
A. Projected Student Enrollment 2024-2029
Enrollment projections are most accurate for the initial years of the forecast period. In the past,
the District has used the methodology from the Office of Superintendent of Public Instruction
(OSPI) to determine enrollment projections. The cohort survival method uses historical enrollment
data to forecast the number of students who will be attending school the following y ear. The
cohort method has not proven to be a reliable measure for the Arlington School District. It uses
a weighted average of the most recent years to project enrollment and is not designed to anticipate
fluctuations in development patterns or isolated variances in student enrollment. This deficiency
is exacerbated by enrollment anomalies that occurred as a result of the COVID pandemic,
particularly in 2020. For information purposes only, the OSPI cohort survival projections are
included in Appendix A-1.
The District prepared modified cohort survival projections using work from 2022 from an outside
demographer, FLO Analytics, that considered historic enrollment patterns, demographic and land
use analysis based upon information from Snohomish County and the cities of Arlington and
Marysville, census data, OFM forecasts, and Washington State Department of Health birth data.
It also considered the impacts of the pandemic on enrollment. The District updated that analysis
with current information. See Appendix A-2. Using the District’s enrollment projections, the
District anticipates an increase in enrollment of approximately 6.92% by the 2029-30 school year,
with growth occurring at the elementary and high school grade levels.
OFM population-based enrollment projections were estimated for the District using OFM
population forecasts as adopted by Snohomish County. Between 2020 and 2023, the District’s
enrollment constituted 15.75% of the total population in the District. Using this percentage, a total
enrollment of 6,082 HC students is projected in 2029.
Table 6
Projected Student Enrollment
2023-2029
* Actual October 2023 HC enrollment
The District uses the adjusted District demographer’s enrollment projections for purposes of
predicting enrollment during the six years of this Plan. The District will monitor actual enrollment
over the next two years and, if necessary, make appropriate adjustments in the next Plan update.
Change % Change
Projection 2023* 2024 2025 2026 2027 2028 2029 23-29 23-29
District 5,466 5,450 5,491 5,591 5,662 5,768 5,844 378 6.92%
OFM/County 5,466 5,569 5,672 5,775 5,878 5,981 6,082 616 11%
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B. 2044 Enrollment Projections
Student enrollment projections beyond 2029 are highly speculative. Based on OFM/County data
for 2029 and an estimated student-to-population ratio of 15.75%, 7,402 HC students are projected
for 2044. The total enrollment estimate was broken down by grade span to evaluate long-term site
acquisition needs for elementary, middle, and high school facilities. Enrollment by grade span
was determined based on recent and projected enrollment trends at the elementary, middle school,
and high school levels.
Projected enrollment by grade span for the year 20442 is provided in Table 7. Again, these
estimates are highly speculative and are used only for general planning purposes.
Table 7
Projected Student Enrollment
(Ratio Method – OFM/County)
2044
Grade Span Projected Enrollment
Elementary (K-5) 3,257
Middle School (6-8) 1,703
High School (9-12) 2,442
TOTAL (K-12) 7,402
2 Snohomish County Planning & Development Services provided the underlying data for the 2044 projections.
15
SECTION 5
CAPITAL FACILITIES NEEDS
Projected available student capacity was derived by subtracting projected student enrollment
from existing school capacity (excluding relocatable classrooms) for each of the six years in the
forecast period (2024-2029). Capacity needs are expressed in terms of “unhoused students.”
Note that the identified capacity needs do not include growth-related capacity needs from recent
development.
Table 8A below shows future capacity needs assuming no new construction during the planning period.
Table 8A
Future Capacity Needs
Grade
Span
2029 Projected Unhoused
Students - Total
2029 Projected Unhoused
Students – Growth Post-
2021
Elementary (K-5) 129 129
Middle School (6-8) -- --
High School (9-12) --** --**
TOTAL (K-12) 129 129
**Growth continues at the 9-12 level but benefits from a recently constructed and front funded addition at
Arlington High School.
Projected student capacity is depicted on Table 8B. This is derived by applying the projected
number of students to the projected capacity. Planned improvements (if any) by the District
through 2029 are included in Table 8B. It is not the District’s policy to include relocatable
classrooms when determining future capital facility needs; therefore interim capacity provided by
relocatable classrooms (including additions and adjustments) is not included. Information on
relocatable classrooms and interim capacity can be found in Table 4. Information on planned
construction projects can be found in Section 6 and the Financing Plan, Table 9.
16
Table 8B
Projected Student Capacity
2024 - 2029
Elementary School Surplus/Deficiency
Elementary 2023 2024 2025 2026 2027 2028
2029
Existing Capacity 2,502 2,502 2,502 2,502
2,502
2,502
2,502
Added Capacity
Total Capacity 2,502 2,502 2,502 2,502 2,502 2,502 2,502
Enrollment 2,378 2,351 2,367 2,428 2,466 2,552 2,631
Surplus (Deficiency) 124 151 135 74 36 (50) (129)
Middle School Surplus/Deficiency
Middle 2023 2024 2025 2026 2027 2028
2029
Existing Capacity 1,369 1,369 1,369 1,369 1,369 1,369
1,519
Added Capacity 150^
Total Capacity 1,369 1,369 1,369 1,369 1,369 1,519 1,519
Enrollment 1,273 1,249 1,290 1,283 1,292 1,232 1,237
Surplus (Deficiency) 96 120 79 86 77 287
282
^Replacement and Expansion of Post Middle School
High School Surplus/Deficiency
High 2023 2024 2025 2026 2027 2028
2029
Existing Capacity 2,036^ 2,036 2,036 2,036 2,036 2,036
2,036
Added Capacity
Total Capacity 2,036 2,036 2,036 2,036 2,036 2,036 2,036
Enrollment 1,815 1,850 1,835 1,880 1,905 1,984 1,975
Surplus (Deficiency) 221 186 201 156 131 52
61
^Includes Arlington High School Addition – 256 seats (complete summer 2022)
17
SECTION 6
CAPITAL FACILITIES FINANCING PLAN
A. Planned Improvements
The District has identified several capacity projects within the six year planning period needed to
meet growth-related needs:
Permanent Capacity Adding Projects:
• Replacement of Post Middle School with the addition of 150 new student seats.
Temporary Capacity Projects:
• The District may add additional portable facilities during the six year planning
period of this CFP.
The District completed in 2022 an addition to Arlington High School that continues to provide
capacity to serve growth projected through the six years of this planning period. The District is
also starting to plan for elementary capacity solutions as growth continues at that grade level.
Future updates to the CFP will include any specifically planned projects.
In the event that planned construction projects do not fully address space needs for student growth
and a reduction in interim student housing, the Board could consider various courses of action,
including, but not limited to:
• Alternative scheduling options;
• Changes in the instructional model;
• Grade configuration changes;
• Increased class sizes; or
• Modified school calendar.
Funding for planned improvements is typically secured from a number of sources including voter
approved bonds, state school construction assistance program funds, and impact fees. Each of
these funding sources is discussed in greater detail below.
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B. Financing Sources
1. General Obligation Bonds/Capital Levies
Bonds are typically used to fund construction of new schools and other capital improvement
projects, and require a 60% voter approval. Capital levies require a 50% voter approval and can
be used for certain capital improvement projects. In February 2020, the District presented and the
voters approved a $25.1 million capital levy to its voters to fund, among other things, new
classrooms and a science, technology, engineering, art and math (STEAM) workshop wing
addition at Arlington High School. In February 2024, the District presented a six-year, $26.3
million capital levy and $95.0 million bond measure to its voters. The voters approved the capital
levy, which will provide funding for, among other things, roofing, HVAC, and building
preservation projects. The bond proposal included funding for the construction of a new middle
school to replace Post Middle School. The bond did not achieve the required 60% minimum for
passage. Subject to future Board action, the District anticipates presenting a funding proposal
during the six years of this planning period, which would include the replacement/expansion of
Post Middle School.
2. State School Construction Assistance Funds
State School Construction Assistance funds come from the Common School Construction Fund.
The State deposits revenue from the sale of renewable resources from State school lands set aside
by the Enabling Act of 1889 into the Common School Account. If these sources are insufficient
to meet needs, the Legislature can appropriate General Obligation Bond funds or the
Superintendent of Public Instruction can prioritize projects for funding. School districts may
qualify for State School Construction Assistance Program (SCAP) funds for specific capital
projects based on a prioritization system. The District is currently eligible for state school
construction assistance funds at the 62.00% level for eligible projects. The Construction Cost
Allowance, the maximum cost/square foot recognized for SCAP funding, is established in the
State’s biennial budget and currently is $375.00/eligible square foot.
3. Impact Fees
Impact fees are a means of supplementing traditional funding sources for construction of public
facilities needed to accommodate new development.
C. Six-Year Financing Plan
Table 9 demonstrates how the District intends to fund new construction and improvements to
school facilities for the years 2024-2029. The financing components include current capital levy
funds, future capital levy/bond revenue, impact fees, and other future sources. Projects and
portions of projects which remedy existing deficiencies are not appropriate for impact fee funding.
Thus, impact fees will not be used to finance projects or portions of projects which do not add
capacity or which remedy existing deficiencies.
19
Table 9
Capital Facilities Financing Plan
Improvements Adding Permanent Capacity (Costs in Millions)
Project
2024
2025
2026
2027
2028
2029
Total
Cost
Bonds/
Levy/Other
Local
State
Match
Impact
Fees
Elementary
Potential Property Purchase TBD X X
Middle School
Post Middle School Replacement and
Expansion
$15.830 $15.830 $15.830 $15.830 $15.830 $79.150 X X
High School
Arlington High School Addition $8.186** $8.186 X X
***Project complete summer 2022; funds reflect total costs with some funds expended in previous years.
Improvements Adding Temporary Capacity (Costs in Millions)
Project
2024
2025
2026
2027
2028
2029
Total
Cost
Bonds/
Levy/Other
Local
State
Match
Impact
Fees
Relocatables – various schools TBD X
Noncapacity Improvements (Costs in Millions)
Project
2024
2025
2026
2027
2028
2029
Total
Cost
Bonds/
Levy/Other
Local
State
Match
Impact
Fees
Various Schools (all grade levels)
Roofing, HVAC and paving improvements $6.334 $6.492 $6.654 $6.821 $26.301 X
20
SECTION 7
SCHOOL IMPACT FEES
The GMA authorizes jurisdictions to collect impact fees to supplement funding of additional public
facilities needed to accommodate new development. Impact fees cannot be used for the operation,
maintenance, repair, alteration, or replacement of existing capital facilities used to meet existing
service demands.
A. School Impact Fees in Snohomish County
The Snohomish County General Policy Plan (“GPP”) which implements the GMA sets certain
conditions for school districts wishing to assess impact fees:
• The District must provide support data including: an explanation of the
calculation methodology, a description of key variables and their
computation, and definitions and sources of data for all inputs into the fee
calculation.
• Such data must be accurate, reliable and statistically valid.
• Data must accurately reflect projected costs in the Six-Year Financing Plan.
• Data in the proposed impact fee schedule must reflect expected student
generation rates from at least the following residential dwelling unit types:
single family; multi-family/studio or 1-bedroom; and multi-family/2-
bedroom or more.
Snohomish County and the City of Arlington’s impact fee programs require school districts to
prepare and adopt CFPs meeting the specifications of the GMA. Impact fees are calculated in
accordance with the formula, which are based on projected school facility costs necessitated by
new growth and are contained in the District’s CFP.
B. Methodology and Variables Used to Calculate School Impact Fees
Impact fees are calculated utilizing the formula in the Snohomish County Impact Fee Ordinance.
The resulting figures are based on the District’s cost per dwelling unit to, as applicable, purchase
land for school sites, make site improvements, construct schools, and purchase/install relocatable
facilities that add interim capacity needed to serve new development.
• The Site Acquisition Cost, School Construction Cost, and Temporary/Portable Facility
Cost factors are based on planned or actual costs (on/off site improvements) of growth-
related school capacity. Costs vary with each site and each facility. See Table 9, Finance
Plan. The “Permanent Facility Square Footage” is used in combination with the
“Temporary Facility Square Footage” to apportion the impact fee amounts between
permanent and temporary capacity figures. A student factor (or student generation rate) is
21
used to identify the average cost per dwelling unit by measuring the average number of
students generated by each housing type. A description of the student factor methodology
is contained in Appendix B. The District obtained for the first time a data set for multi-
family dwelling units of one bedroom and less. However, the low rate of students residing
in these units does not generate an impact fee.
• Where applicable, credits are applied in the formula to account for State School
Construction Assistance funds to be reimbursed to the District and projected future
property taxes to be paid by the dwelling unit. See page 18. The tax credit uses the 20-year
general obligation bond rate from the Bond Buyer index, the District’s current levy rate for
bonds, and average assessed value of all residential dwelling units constructed in the
District (provided by Snohomish County) by dwelling unit type to determine the
corresponding tax credit.
The costs of projects that do not add capacity are not included in the impact fee
calculations. Furthermore, because the impact fee formula calculates a “cost per dwelling unit”,
an identical fee is generated regardless of whether the total new capacity project costs are used in
the calculation or whether the District only uses the percentage of the total new capacity project
costs allocated to the Districts growth-related needs, as demonstrated in Table 8-A. For purposes
of this Plan, the District has chosen to use the full project costs in the fee formula. Furthermore,
impact fees will not be used to address existing deficiencies. See Table 9 for a complete
identification of funding sources.
The following projects are included in the impact fee calculation:
• A capacity addition at Arlington High School (completed in 2022 but continuing to provide
capacity for growth)
Please see Tables 9 and 11 for relevant cost data related to each capacity project.
22
C. Proposed Arlington School District Impact Fee Schedule
Using the variables and formula described in subsection B, impact fees proposed for the
District are summarized in Table 10. See also Appendix C.
Table 10
School Impact Fees
2024
Housing Type
Impact Fee
Per Dwelling Unit
Single Family $544
Townhomes/Duplexes $441
Multi-Family (2+ Bedroom) $0*
Multi-Family (1 Bedroom) No fee ($0)
Table 10 reflects a 50% adjustment to the calculated fee as required by local ordinances.
*The fee formula generates an $88 fee for Multi-Family 2+ units. However, because Snohomish
County charges the District an administrative fee per dwelling units that is nearly equal to this
amount, the District is foregoing requesting the fee for this unit type.
23
Table 11: Impact Fee Variables
Student Generation Factors – Single Family Average Site Cost/Acre
Elementary .265 N/A
Middle .112
Senior .168
Total .544
Temporary Facility Capacity
Student Generation Factors – Townhomes/Duplexes Capacity 22
Elementary .208 Cost $300,000
Middle .104
Senior .083 SCAP Funding Credit (OSPI)
Total .396 Current State Match Percentage 62.00%
Current Construction Cost Allocation (CCA) $375.00
Student Generation Factors – Multi Family (2+ Bdrm)
Elementary .106
Middle .049
Senior .060 District Average Assessed Value (Snohomish Co.)
Total .215 Single Family Residence $588,440
Projected Student Capacity per Facility Townhome/Duplex $242,411
Arlington HS (expansion) - 256
Multi Family (1 Bedroom) $175,133
Multi Family (2+ Bedroom) $242,411
Required Site Acreage per Facility
SPI Square Footage per Student (WAC 392-343-035)
Facility Construction/Cost Average Elementary 90
Middle 108
Arlington HS (expansion) $8,186,671
High 130
Debt Service Tax Rate for Bonds/Capital Levy (Sno Co.)
Current/$1,000 $0.8418972
Permanent Facility Square Footage (ASD Inventory) General Obligation Bond Interest Rate (Bond Buyer)
Elementary 237,231 Bond Buyer Index (avg 2/24) 3.48%
Middle 162,325
Senior 273,871 Developer Provided Sites/Facilities
Total 98.00% 673,427 Value 0
Dwelling Units 0
Temporary Facility Square Footage (ASD Inventory)
Elementary 7,560
Middle 3,356
Senior 839
Total 2.00% 11,755
Total Facility Square Footage
Elementary 244,791
Middle 165,681
Senior 274,710
Total 100.00% 685,182
APPENDIX A
POPULATION AND ENROLLMENT DATA
A-1
OSPI Cohort Projections
Form 1049 (Printed February 2024)
A-2
DISTRICT ENROLLMENT PROJECTIONS
APPENDIX B
STUDENT GENERATION FACTOR REVIEW
B-1
B-2
APPENDIX C
SCHOOL IMPACT FEE CALCULATIONS
C-1
City of Arlington Council Agenda Bill PH #4 Attachment
November 4, 2024 Lakewood School District 2024-2029 Capital Facilities Plan for Inclusion in Arlington Comprehensive
Ordinance, Planning Commission Finding of Facts, Capital Facilities Plan
Community and Economic Development; Marc Hayes, Director EXPENDITURES REQUESTED: 0 BUDGET CATEGORY: BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: the District’s 2024-2029 Capital Facilities Plan. School Districts are required by the Growth Management Act to provide a plan for future growth and future enrollment, and to establish impact fees consistent
The School District must present their updated Capital Facilities Plan to the City for adoption on an annual basis, thus allowing the City to collect School impact fees on new development as it occurs. As part of this adoption cycle, the School District requested that the City adopt the plan as a part of the City’s budget adoption process, as allowed by RCW 36.70A.130 (2) (a) (iv), to align with the processes used by both Snohomish County and City of Marysville. Planning Commission voted at a regular meeting on October 15, 2024, to unanimously approve recommendation of the plan to City Council. An open record Public Hearing is scheduled before the City Council, at the regular meeting on November 4, 2024. ALTERNATIVES: Remand to staff for additional information.
the Lakewood School District’s 2024-2029 Capital Facilities Plan and authorize the Mayor to sign the ordinance.”
ORDINANCE NO. 2024-XXX 1
ORDINANCE NO. 2024--XXX
AN ORDINANCE OF THE CITY OF ARLINGTON, WASHINGTON AMENDING THE COMPREHENSIVE
PLAN TO INCLUDE THE LAKEWOOD SCHOOL DISTRICT CAPITAL FACILITIES PLAN AS PART OF THE
CITY OF ARLINGTON CAPITAL FACILITIES PLAN
WHEREAS, the City of Arlington, Washington has the authority to enact laws to promote
the health, safety and welfare of its citizens as a way of controlling the use and development of
property within its jurisdiction; and
WHEREAS, the Lakewood School District, in accordance with the GMA, has proposed
amendments to its Capital Facilities Plan to accommodate projected student enrollment, to
include a schedule and a financing program for capital improvements over the next 6 years (2024-
2029); and
WHEREAS, the City Planning Commission considered these amendments at their October
15, 2024, workshop and recommended approval to the City Council; and
WHEREAS, included in the review of the City’s Biennial Budget process, per RCW
36.70A130 (2)(a)(iv), was a proposed update to the Lakewood School District Capital Facilities
Plan; and
WHEREAS, the City Council considered the same, along with the Planning Commission
recommendations, at their workshop meeting October 28, 2024, and held an open record public
hearing on November 4, 2024 and determined approving the amendments was in the best
interest of the City and its citizens; and
WHEREAS, the City Council has considered the proposed comprehensive plan
amendment and finds the same to be consistent with city and state law and in the best interests
of the citizens;
NOW, THEREFORE, the City Council of the City of Arlington do hereby ordain as follows:
Section 1. Comprehensive Plan Amended. The City of Arlington Comprehensive Plan
shall be amended to include the version of the “Lakewood School District Capital Facilities Plan
2024 - 2029” approved by the Lakewood School District on July 17, 2024, as part of the Capital
Facilities Element (CF) of the Arlington Final Comprehensive Plan.
Section 2. Effective Date. This ordinance or a summary thereof consisting of the title
shall be published in the official newspaper of the City, and shall take effect and be in full force
five (5) days after publication.
ORDINANCE NO. 2024-XXX 2
PASSED BY the City Council and APPROVED by the Mayor this 4th day of November 2024.
CITY OF ARLINGTON
______________________________
Don E Vanney, Mayor
Attest:
______________________________
Wendy Van Der Meersche, City Clerk
Approved as to form:
______________________________
Steven J. Peiffle
City Attorney
LAKEWOOD SCHOOL DISTRICT NO. 306
CAPITAL FACILITIES PLAN
2024-2029
Adopted: July 17, 2024
LAKEWOOD SCHOOL DISTRICT NO. 306
CAPITAL FACILITIES PLAN
2024-2029
BOARD OF DIRECTORS
CATHERINE “SANDY” GOTTS, PRESIDENT
LEAH TOCCO
DANA KRIEGER
STEVEN LARSON
DAWN TAYLOR
SUPERINTENDENT
DR. ERIN MURPHY
For information regarding the Lakewood School District Capital Facilities Plan, contact the Office of the Superintendent, Lakewood
School District, 17110 16th Drive NE, Marysville, WA 98271. (Tel: (360) 652-4500)
TABLE OF CONTENTS
Page
Section 1. Introduction ..............................................................................................................1
Section 2. District Educational Program Standards ..................................................................4
Section 3. Capital Facilities Inventory ......................................................................................8
Section 4. Student Enrollment Projections .............................................................................11
Section 5. Capital Facilities Needs .........................................................................................14
Section 6. Capital Facilities Financing Plan ...........................................................................17
Section 7. School Impact Fees ................................................................................................20
Appendix A ……………………………………………………Population and Enrollment Data
Appendix B ………………………………………………...Student Generation Factor Review
Appendix C …………………………………………………….School Impact Fee Calculations
INTRODUCTION
A. Purpose of the Capital Facilities Plan
The Washington State Growth Management Act (the “GMA”) includes schools in the category of
public facilities and services. School districts have adopted capital facilities plans to satisfy the
requirements of the GMA and to identify additional school facilities necessary to meet the
educational needs of the growing student populations anticipated in their districts.
The Lakewood School District (the “District”) has prepared this Capital Facilities Plan (the “CFP”)
to provide Snohomish County (the “County”) and the cities of Arlington and Marysville with a
description of facilities needed to accommodate projected student enrollment and a schedule and
financing program for capital improvements over the next six years (2024-2029).
In accordance with the Growth Management Act, adopted County Policy, the Snohomish County
Ordinance Nos. 97-095 and 99-107, the City of Arlington Ordinance No. 1263, and the City of
Marysville Ordinance Nos. 2306 and 2213, this CFP contains the following required elements:
Future enrollment forecasts for each grade span (elementary, middle, and
high school).
An inventory of existing capital facilities owned by the District, showing
the locations and capacities of the facilities.
A forecast of the future needs for capital facilities and school sites.
The proposed capacities of expanded or new capital facilities.
A six-year plan for financing capital facilities within projected funding
capacities, which clearly identifies sources of public money for such
purposes. The financing plan separates projects and portions of projects
which add capacity from those which do not, since the latter are generally
not appropriate for impact fee funding.
As relevant, a calculation of impact fees to be assessed and supporting data
substantiating said fees.
In developing this CFP, the District followed the following guidelines set forth in the Snohomish
County General Policy Plan:
Districts should use information from recognized sources, such as the U.S.
Census or the Puget Sound Regional Council. School districts may generate
their own data if it is derived through statistically reliable methodologies.
Information must not be inconsistent with Office of Financial Management
(“OFM”) population forecasts. Student generation rates must be
independently calculated by each school district.
The CFP must comply with the GMA.
The methodology used to calculate impact fees must comply with the GMA.
In the event that impact fees are not available due to action by the state,
-2-
county or cities within the District, the District in a future CFP update must
identify alternative funding sources to replace the intended impact fee
funding.
The methodology used to calculate impact fees also complies with the
criteria and the formulas established by the County.
Snohomish County’s Countywide Planning Policies direct jurisdictions in Snohomish County to
“ensure the availability of sufficient land and services for future K-20 school needs” and “work
with school districts to plan for the siting and improvement of school facilities.” Policy ED-11
and Policy PS-21. The District appreciates any opportunity for cooperative planning efforts with
its jurisdictions.
B. Overview of the Lakewood School District
The Lakewood School District is located along Interstate 5, north of Marysville, Washington,
primarily serving unincorporated Snohomish County and a part of the City of Arlington and the
City of Marysville. The District is bordered on the south by the Marysville School District, on the
west and north by the Stanwood School District, and on the east by the Arlington School District.
The District serves a population of 2,614 headcount students, with an FTE enrollment of 2,534
(October 1, 2023, reported OSPI enrollment). The District has three elementary schools, one
middle school, and one high school.
-3-
FIGURE 1
MAP OF FACILITIES
-4-
SECTION 2
DISTRICT EDUCATIONAL PROGRAM STANDARDS
School facility and student capacity needs are dictated by the types and amounts of space required
to accommodate the District’s adopted educational program. The educational program standards
which typically drive facility space needs include grade configuration, optimum facility size, class
size, educational program offerings, classroom utilization and scheduling requirements, and use of
relocatable classroom facilities (portables), as well as specific and unique physical structure needs
required to meet the needs of students with special needs.
In addition to factors which affect the amount of space required, government mandates and
community expectations may affect how classroom space is used. Traditional educational
programs offered by school districts are often supplemented by nontraditional, or special programs
such as special education, expanded bilingual education, remediation, migrant education, alcohol
and drug education, AIDS education, preschool and daycare programs, computer labs, music
programs, and others. These special or nontraditional educational programs can have a significant
impact on the available student capacity of school facilities, and upon planning for future needs.
The educational program standards contained in this CFP reflect the District’s implementation of
requirements for full-day kindergarten and reduced K-3 class size.
Special programs offered by the District at specific school sites include, but are not limited to:
Lakewood Elementary School (Preschool through 5th Grades)
Multilingual Education Program
Title 1/Learning Assistance Program
K – 5th Grade Counseling Services
Speech and Language Therapy Services
Early Childhood Education and Assistance Program (ECEAP)
Developmental Preschool Program - Ages 3 to 5 (District Program)
K – 5th Grade Special Education Resource Room Program
K – 5th Grade Highly Capable Program
Occupational Therapy Services
Transitional Kindergarten Program
English Crossing Elementary School (Kindergarten through 5th Grades)
K – 5th Grade Special Education Resource Room Program
Multilingual Education Program
K – 5th Grade Counseling Services
Speech and Language Therapy Services
Occupational Therapy Services
Special Education Achieve Program (District Program)
-5-
K – 5th Grade Highly Capable Program
Title 1/Learning Assistance Program
Cougar Creek Elementary School (Kindergarten through 5th Grades)
Multilingual Education Program
Title 1/Learning Assistance Program
Speech and Language Therapy Services
Occupational Therapy Services
K – 5th Grade Special Education Resource Room Program
K – 5th Grade Special Education Comprehensive Skills Program (District Program)
K – 5th Grade Counseling Services
K – 5th Grade Highly Capable Program
Lakewood Middle School (6th through 8th Grades)
Speech and Language Therapy Service
6th – 8th Grade Special Education Program
6th – 8th Grade Special Education Comprehensive Skills Program (District Program)
Multilingual Education Program
Occupational Therapy Services
6th – 8th Grade Achieve Program (District Program)
6th – 8th Grade Counseling Services
6th – 8th Grade Highly Capable Program
Career and Technical Education
Lakewood High School
9th – 12th Grade Special Education Program
9th – 12th Grade Special Education Comprehensive Skills Program (District Program)
Multilingual Education Program
Occupational Therapy Services
Speech and Language Therapy Services
9th – 12th Grade Counseling Program
Adult Special Education Independent Living Program (District Program)
9th – 12th Grade Highly Capable Program
Career and Technical Education
Variations in student capacity between schools may result from the special or nontraditional
programs offered at specific schools. Some students, for example, leave their regular classroom
for a short period of time to receive instruction in these special programs. New schools are
designed to accommodate many of these programs. However, existing schools often require space
modifications to accommodate special programs, and in some circumstances, these modifications
may affect the overall classroom capacities of the buildings.
-6-
District educational program standards may change in the future as a result of changes in the
program year, special programs, class sizes, grade span configurations, use of new technology,
and other physical aspects of the school facilities. The school capacity inventory will be reviewed
periodically and adjusted for any changes to the educational program standards. These changes
will also be reflected in future updates of this Capital Facilities Plan.
The District educational program standards which directly affect school capacity are outlined
below for the elementary, middle, and high school grade levels.
Educational Program Standards for Elementary Schools
• Class size for grades K – 3rd will not exceed 19 students.
• Class size for grades 4th and 5th will not exceed 24 students.
• All students will be provided library/media services in a school library.
• Special Education for students may be provided in, inclusion, self-contained or specialized
classrooms.
• All students will be provided music instruction in a separate classroom (except LES due to
capacity).
• Each classroom will have access to computers and related educational technology.
• Optimum design capacity for new elementary schools is 475 students. However, actual
capacity of individual schools may vary depending on the educational programs offered.
• All students will be provided physical education instruction in a gym/multipurpose room.
Educational Program Standards for Middle and High Schools
• Class size for middle school grades will not exceed 27 students.
• Class size for high school grades will not exceed 29 students.
• As a result of scheduling conflicts for student programs, the need for specialized rooms for
certain programs, and the need for teachers to have a work space during planning periods,
it is not possible to achieve 100% utilization of all regular teaching stations throughout the
day. In updating this Capital Facility Plan, a building review of classroom use was
conducted in order to reflect the actual classroom utilization in the high school and middle
school. Therefore, classroom capacity should be adjusted using a utilization factor of 95%
at the middle school and 85% at the high school to reflect the use of classrooms for teacher
planning. Special Education for students will be provided in self-contained or specialized
classrooms. Inclusion model for qualified students on IEP’s.
• Each classroom is equipped with access to computers and related educational-technology.
• Identified students will also be provided other nontraditional educational opportunities in
classrooms designated as follows:
Counseling Offices
Resource Rooms (i.e. computer labs, study rooms)
Special Education Classrooms
Program Specific Classrooms (i.e. music, drama, art, physical education,
Industrial Arts and Agricultural Sciences, STEM).
-7-
• Optimum design capacity for new middle schools is 600 students. However, actual
capacity of individual schools may vary depending on the educational programs offered.
• Optimum design capacity for new high schools is 800 students. However, actual capacity
of individual schools may vary depending on the educational programs offered.
Minimum Educational Service Standards
The District will evaluate student housing levels based on the District as a whole system and not
on a school by school or site by site basis. This may result in portable classrooms being used as
interim housing, attendance boundary changes or other program changes to balance student
housing across the system as a whole. A boundary change or a significant programmatic change
would be made by the Board of Directors following appropriate public review and comment. The
District may also request that development be deferred until planned facilities can be completed
to meet the needs of the incoming population; however, the District has no control over the ultimate
land use decisions made by the permitting jurisdictions.
The District’s minimum level of service (“MLOS”) is as follows: on average, K-5 classrooms have
no more than 26 students per classroom, 6-8 classrooms have no more than 28 students per
classroom, and 9-12 classrooms have no more than 30 students per classroom. The District sets
minimum educational service standards based on several criteria. Exceeding these minimum
standards will trigger significant changes in program delivery. Minimum standards have not been
met if, on average using current FTE figures: K-4 classrooms have more than 26 students per
classroom, 5-8 classrooms have more than 28 students per classroom, or 9-12 classrooms more
than 30 students per classroom. The term “classroom” does not include special education
classrooms or special program classrooms (i.e. computer labs, art rooms, chorus and band rooms,
spaces used for physical education and other special program areas). Furthermore, the term
“classroom” does not apply to special programs or activities that may occur in a regular classroom.
The MLOS is not the District’s desired or accepted operating standard.
For 2021-22 and 2022-23, the District’s compliance with the MLOS was as follows (with MLOS
set as applicable for those school years):
2021-22 School Year
LOS Standard MINIMUM
LOS#
Elementary
REPORTED
LOS
Elementary
MINIMUM
LOS
Middle
REPORTED
LOS
Middle
MINIMUM
LOS
High
REPORTED
LOS
High
26
20.09 28 21.63 30
24.85
2022-23 School Year
LOS Standard MINIMUM
LOS#
Elementary
REPORTED
LOS
Elementary
MINIMUM
LOS
Middle
REPORTED
LOS
Middle
MINIMUM
LOS
High
REPORTED
LOS
High
26
19.92 28 22.19 30
24.94
* The District determines the reported LOS by adding the number of students in regular classrooms at each grade
level and dividing that number by the number of teaching stations (excludes portables).
-8-
SECTION 3
CAPITAL FACILITIES INVENTORY
The facilities inventory serves to establish a baseline for determining the facilities necessary to
accommodate future demand (student enrollment) at acceptable levels of service. This section
provides an inventory of capital facilities owned and operated by the District including schools,
relocatable classrooms, undeveloped land, and support facilities. Facility capacity is based on the
space required to accommodate the District’s adopted educational program standards. See Section
2. Attached as Figure 1 (page 3) is a map showing locations of District facilities.
A. Schools
The District maintains three elementary schools, one middle school, and one high school.
Lakewood Elementary School accommodates grades P-5, Cougar Creek Elementary School
accommodates grades K-5, and English Crossing Elementary School accommodates grades K-5.
Lakewood Middle School serves grades 6-8, and Lakewood High School serves grades 9-12.
School capacity was determined based on the number of teaching stations within each building
and the space requirements of the District’s adopted educational program. It is this capacity
calculation that is used to establish the District’s baseline capacity, and to determine future
capacity needs based on projected student enrollment. The school capacity inv entory is
summarized in Table 1.
Relocatable classrooms are not viewed by the District as a solution for housing students on a
permanent basis. Therefore, these facilities are not included in Table 1.
Table 1
School Capacity Inventory
Elementary School
Site Size
(Acres)
Building Area
(Square Feet)
Teaching
Stations
Permanent
Capacity
Year Built or
Remodeled
English Crossing * 41,430 20 403 1994
Cougar Creek 10** 44,217 21 424 2003
Lakewood * 45,400 16 323 1958, 1997
TOTAL * 131,047 57 1,150
Middle School
Site Size
(Acres)
Building Area
(Square Feet)
Teaching
Stations
Permanent
Capacity
Year Built or
Remodeled
Lakewood Middle * 79,945 27 670 1971, 1994,
2002, 2024
High School
Site Size
(Acres)
Building Area
(Square Feet)
Teaching
Stations
Permanent
Capacity
Year Built or
Remodeled
Lakewood High * 169,000 34 850 2017
*Note: All facilities are located on one 89-acre campus located at Tax Parcel No. 31053000100300.
**The Cougar Creek site is approximately 22 acres located at 16216 11 th Ave NE, Arlington, WA 98223. Note that
the presence of critical areas on the site does not allow full utilization at this site.
-9-
B. Relocatable Classrooms
Relocatable classrooms are used on an interim basis to house students until funding can be secured
to construct permanent classrooms. The District currently uses 19 relocatable classrooms at
various school sites throughout the District to provide additional interim capacity. A typical
relocatable classroom can provide capacity for a full-size class of students. Current use of
relocatable classrooms throughout the District is summarized in Table 2. Table 2 includes only
those relocatable classrooms used for regular capacity purposes. The average size of a single
relocatable classroom is approximately 896 square feet. See page 22 for total square footage by
grade level. The District’s relocatable classrooms have adequate useful remaining life and are
evaluated regularly.
Table 2
Relocatable Classroom (Portable) Inventory
Elementary School
Relocatable
Classrooms
Interim
Capacity
English Crossing 2 40
Cougar Creek 4 80
Lakewood 10 200
SUBTOTAL 16 320
Middle School
Relocatable
Classrooms
Interim
Capacity
Lakewood Middle 3 78
SUBTOTAL 3 78
High School
Relocatable
Classrooms
Interim
Capacity
Lakewood High 0 0
SUBTOTAL 0 0
TOTAL 19 398
-10-
C. Support Facilities
In addition to schools, the District owns and operates additional facilities which provide
operational support functions to the schools. An inventory of these facilities is provided in Table 3.
Table 3
Support Facility Inventory
Facility
Building Area
(Square Feet)
Administration 1,384
Business and Operations 1,152
Storage 2,456
Bus Garage/Maintenance Shop 7,416
Stadium 14,304
The District is also a party to a cooperative agreement for use of the Marysville School District
transportation facility (which is owned by the Marysville School District).
D. Land Inventory
The District does not own any sites which are developed for uses other than schools and/or which
are leased to other parties.
E. Leased Facilities
The District leases a 900 square foot portable located in the district office compound that hosts the
Teaching and Learning Department and Technology Leadership.
-11-
SECTION 4
STUDENT ENROLLMENT PROJECTIONS
The District’s October 1, 2023, reported enrollment was 2,614 HC students (2,533.64 FTE).
Enrollment projections are most accurate for the initial years of the forecast period. Moving further
into the future, more assumptions about economic conditions and demographic trends in the area
affect the projection. Monitoring birth rates in Snohomish County and population growth for the
area are essential yearly activities in the ongoing management of the capital facilities plan. In the
event that enrollment growth slows, plans for new facilities can be delayed. It is much more
difficult, however, to initiate new projects or speed projects up in the event enrollment growth
exceeds the projection.
A. Six Year Enrollment Projections
Two enrollment forecasts were conducted for the District: an estimate by the Office of the
Superintendent of Public Instruction (OSPI) based upon the cohort survival method; and a
modified cohort enrollment forecast prepared by a demographer. The District also estimated
enrollment based upon adopted Snohomish County population forecasts (“ratio method”).
Based on the cohort survival methodology, a total of 2,773 students are expected to be enrolled in
the District by 2029, a slight increase from the October 2023 enrollment levels. Notably, the cohort
survival method is not designed to anticipate fluctuations in development patterns. This deficiency
is exacerbated by enrollment anomalies that occurred as a result of the COVID pandemic,
particularly in the 2020-21 school year. Historically the OFM numbers and OSPI cohort
percentages are lower than the district projections. See Appendix A-1.
Snohomish County provides OFM population-based enrollment projections for the District using
OFM population forecasts as adopted by the County. The County provided the District with the
estimated total population in the District by year. In 2023, the District’s student enrollment
constituted approximately 14.60% of the total population in the District. Assuming that between
2024 and 2029, the District’s enrollment will continue to constitute 14.60% of the District’s total
population and using OFM/County data, OFM/County methodology projects a total enrollment of
2,850 students in 2029, or an approximately 9.03% increase.
The District obtained in May 2023 an updated enrollment forecast from a professional
demographer, FLO Analytics. They provided a low, middle and high estimate of students using
full-time equivalent (FTE) counts. Based on this analysis, and using the middle numbers, a total
enrollment of 2,743 FTE students, or 209 additional students, are expected by the 2029-30 school
year. This projection is an increase of approximately 8.25% over 2023 enrollment. Growth is
projected at the elementary and middle school levels, with some plateau at the high school level
during the six-year planning period, but picking up in the immediate years following. The FLO
Analytics forecast utilizes historic enrollment patterns, demographic and land use analysis based
upon information from Snohomish County and the cities of Arlington and Marysville, census data,
OFM forecasts, and Washington State Department of Health birth data. It also considers the
impacts of the pandemic on enrollment. The detailed FLO Analytics forecast report is on file with
the District and a grade level analysis is included in Appendix A-2.
-12-
The comparison of OSPI cohort, District projections, and OFM/County projected enrollments is
contained in Table 4.
Table 4
Projected Student Enrollment (FTE)
2024-2029
Projection
Oct.
2023*
2024
2025
2026
2029
2028
2029
Change
2024-29
Percent
Change
2024-29
OFM/County 2,614 2,653 2,692 2,731 2,770 2,809 2,850 236
9.03%
OSPI
Cohort**
2,614 2,623 2,666 2,678 2,732 2,753 2,773 159 6.08%
District*** 2,534 2,567 2,605 2,634 2,697 2,727 2,743 209 8.25%
* Actual reported enrollment, October 2023 (headcount for OFM/OSPI; FTE for District)
**Based upon the cohort survival methodology; complete projections located at Appendix A..
***FLO Analytics using FTE; grade level projections located in Appendix A.
The District is aware of notable pending residential development within the District. Specifically,
nearly 1,100 multi-family units are planned for or currently in construction within the District
boundaries as well as nearly 500 single family units.
Given the District-specific detailed analysis contained in the FLO Analytics report, the District is
relying on the projections in that report for purposes of planning for the District’s needs during the
six years of this plan period. The District plans to watch enrollment growth closely as new
development continues. Future updates to the Plan will continue to revisit enrollment projections
and methodologies.
B. 2044 Enrollment Projections
Student enrollment projections beyond 2029 are highly speculative. Using OFM/County data as
a base, the District projects a 2044 student HC population of 3,517. This is based on the
OFM/County data using total population as related to District enrollment.
Projected enrollment by grade span for the year 2044 is provided in Table 5. Again, these estimates
are highly speculative and are used only for general planning purposes.
-13-
Table 5
Projected Student Enrollment
2044
Grade Span HC Enrollment –
October 2023
Projected Enrollment 2044*
Elementary (K-5) 1,182 1,590
Middle School (6-8) 616 829
High School (9-12) 816 1,098
TOTAL (K-12) 2,614 3,517
*Assumes average percentage per grade span remains constant between 2023 and 2044.
Note: Snohomish County Planning and Development Service provided the underlying data for
the 2044 projections.
-14-
SECTION 5
CAPITAL FACILITIES NEEDS
The projected available student capacity was determined by subtracting projected FTE student
enrollment from permanent school capacity (i.e. excluding portables) for each of the six years in
the forecast period (2024-2029).
Capacity needs are expressed in terms of “unhoused students.”
Projected future capacity needs are depicted on Table 6-A and are derived by applying the
projected enrollment to the capacity existing in the 2023-24 school year. The method used to
define future capacity needs assumes no new construction. For this reason, planned construction
projects are not included at this point. This factor, as applicable, is added later (see Table 7).
This table shows actual space needs and the portion of those needs that are “growth related” for
the years 2024-2029. Note that this chart can be misleading as it reads out growth-related capacity
needs related to recent growth within the District.
Table 6-A*
Additional Capacity Needs***
2023-2029
Grade Span 2023 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Pct.
Growth
Related
Elementary (K-5)
Total
Growth Related
32
32
18
--
20
--
76
44
92
60
103
71
115
83
72%
Middle School (6-8)
Total
Growth Related
0
--
0
--
0
--
0
--
0
--
0
--
8
8
100%
High School
Total
Growth Related
0
--
0
--
0
--
0
--
0
--
0
--
0
--
--%
*Please refer to Table 7 for capacity and projected enrollment information.
**Actual October 2023 Enrollment
***Additional “Growth Related Capacity Needs” equal the “Total” for each year less “deficiencies” existing as of 2023. Existing
deficiencies as of 2023 include capacity needs related to recent growth from new development through that date.
-15-
By the end of the six-year forecast period (2029), additional permanent classroom capacity will be
needed as follows:
Table 6-B
Unhoused Students
Grade Span Unhoused Students
/Growth Related in
Parentheses)
Elementary (K-5) 115/(83)
Middle School (6-8) 8/(8)
High School (9-12) -(-)
TOTAL UNHOUSED
(K-12)
123/(91)
Again, any planned construction projects are not included in the analysis in Table 6-B. In addition,
it is not the District’s policy to include relocatable classrooms when determining future capital
facility needs; therefore interim capacity provided by relocatable classrooms is not included in
Table 6-B. However, Table 6-C incorporates the District’s current relocatable capacity (see Table
2) for purposes of identifying available capacity.
Table 6-C
Unhoused Students – Mitigated with Relocatables
Grade Span 2029 Unhoused Students
/Growth Related in
(Parentheses)
Relocatable Capacity
Elementary (K-5) 115/(83) 320
Middle School (6-8) 8/(8) 78
High School (9-12) -/(-) 0
Total (K-12) 123(91) 398
Importantly, Table 6-C does not include relocatable adjustments that may be made to meet capacity
needs. For example, the relocatable classrooms currently designated to serve elementary school
needs could be used to serve high school capacity needs. Therefore, assuming no permanent
capacity improvements are made, Table 6-C indicates that the District will have adequate interim
capacity with the use of relocatable classrooms to house students during this planning period.
Projected permanent capacity needs are depicted in Table 7. They are derived by applying the
District’s projected number of students to the projected capacity. Planned improvements by the
District through 2029 are included in Table 7 and more fully described in Table 8.
-16-
Table 7
Projected Student Capacity
2024-2029
Elementary School Surplus/Deficiency
Oct 2023 2024 2025 2026 2027 2028 2029
Existing Capacity 1,150 1,150 1,150 1,150 1,150 1,150 1,150
Added Permanent
Capacity
Total Permanent Capacity 1,150 1,150 1,150 1,150 1,150 1,150 1,150
Enrollment` 1,182 1,168 1,170 1,226 1,242 1,253 1,265
Surplus (Deficiency)** (32) (18) (20) (76) (92) (103) (115)
* Reported October 2023 FTE enrollment
** Does not include portable capacity
Middle School Surplus/Deficiency
Oct
2023*
2024 2025 2026 2027 2028 2029
Existing Capacity 670 670 670 670 670 670 670
Added Permanent
Capacity
Total Permanent Capacity 670 670 670 670 670 670 670
Enrollment 616 650 652 633 632 625 678
Surplus (Deficiency)** 54 20 18 37 38 45 (8)
* Reported October 2023 FTE enrollment
**Does not include portable capacity.
High School Surplus/Deficiency
Oct
2023*
2024 2025 2026 2027 2028 2029
Existing Capacity 850 850 850 850 850 850 850
Added Permanent
Capacity
Total Permanent Capacity 850 850 850 850 850 850 850
Enrollment 816 749 784 776 823 849 800
Surplus (Deficiency)** 34 101 66 74 27 1 50
* Reported October 2023 FTE enrollment
**Does not include portable capacity
See Appendix A for complete breakdown of enrollment projections.
See Table 6-A for a comparison of additional capacity needs due to growth versus existing deficiencies.
Table 7 does not include existing, relocated, or added portable facilities.
-17-
SECTION 6
CAPITAL FACILITIES FINANCING PLAN
A. Planned Improvements
In March 2000, the voters passed a $14,258,664 bond issue for school construction and site
acquisition. A new elementary school and a middle school addition were funded by that bond
measure. In April 2014, the District’s voters approved a $66,800,000 bond measure to fund
improvements, including a capacity addition at Lakewood High School, which opened in the fall
of 2017. In the Spring of 2020, the District added a STEM lab and two classrooms at Lakewood
Middle School.
Currently, the District is assessing future capacity needs and, at the present time, anticipates adding
portable capacity to address short term needs with immediate plans to add portables in the summer
of 2024 in the space between Lakewood Middle School and Lakewood Elementary School in order
to provide K-5 interim capacity at LES. The District is not planning for permanent capacity
improvements as a part of this CFP update. However, the District is considering, based on
recommendations of the 2023 Citizens’ Facility Advisory Committee, a new middle school with
the existing Lakewood Middle School thereafter converted to Lakewood Elementary School to
provide additional K-5 capacity. Both facilities would provide capacity to serve growth. The
District is in early planning as to this recommendation. Future updates to this CFP, including a
potential interim update, will identify updated plans and funding sources.
Based upon current needs, the District anticipates that it may need to consider the following
acquisitions and/or improvements within the six years of this Plan.
Projects Adding Permanent/Temporary Capacity:
Acquisition and siting of portable facilities to accommodate growth needs.
Non-Capacity Adding Projects:
None planned
Other:
Land acquisition for future sites.
In the event that planned construction projects do not fully address space needs for student growth
and a reduction in interim student housing, the Board could consider various courses of action,
including, but not limited to:
Alternative scheduling options;
Changes in the instructional model;
Grade configuration changes;
Increased class sizes; or
Modified school calendar.
Funding for planned improvements is typically secured from a number of sources including voter
approved bonds, State School Construction Assistance funds, and impact fees. Where applicable,
the potential funding sources are discussed below.
-18-
B. Financing for Planned Improvements
1. General Obligation Bonds
Bonds are typically used to fund construction of new schools and other capital
improvement projects. A 60% voter approval is required to approve the issuance of bonds. Bonds
are then retired through collection of property taxes. In March 2000, District voters approved a
$14,258,664 bond issue for school construction and site acquisition, which included funding of
Cougar Creek Elementary School. In April 2014, the District’s voters approved a $66,800,000
bond measure to fund improvements, including a capacity addition, at Lakewood High School.
The District does not have current plans for a future bond or capital levy proposal. Future updates
to the CFP will include any proposed or in process planning.
2. State School Construction Assistance
State School Construction Assistance funds come from the Common School Construction
Fund and is administered by the Office of the Superintendent of Public Instruction (OSPI). The
State deposits revenue from the sale of renewable resources from State school lands set aside by
the Enabling Act of 1889 into the Common School Account. If these sources are insufficient to
meet needs, the Legislature can appropriate General Obligation Bond funds or OSPI can prioritize
projects for funding. School districts may qualify for State School Construction Assistance
Program (SCAP) funds for specific capital projects based on a prioritization system. The District
is eligible for State School Construction Assistance Program (SCAP) funds for certain projects at
the 59.01% funding percentage level. The current Construction Cost Allowance, the maximum
cost/square foot recognized for SCAP funding, is set in the legislature in the biennial budget and
currently is $375.00/eligible square foot. The District does not anticipate being eligible for SCAP
funds for the projects planned in this CFP.
3. Impact Fees
Impact fees are a means of supplementing traditional fundin g sources for construction of
public facilities needed to accommodate new development. School impact fees are generally
collected by the permitting agency at the time plats are approved or building permits are issued.
4. Six Year Financing Plan
The Six-Year Financing Plan shown in Table 8 demonstrates how the District intends to
fund new construction and improvements to school facilities for the years 2024-2029. Where
applicable, potential financing components include a bond or capital levy, impact fees, and State
School Construction Assistance Program funds. Projects and portions of projects which remedy
existing deficiencies are not appropriate for impact fee funding. Thus, impact fees will not be used
to finance projects or portions of projects which do not add capacity or which remedy existing
deficiencies.
-19-
Table 8
Capital Facilities Plan
Improvements Adding Permanent Capacity (Costs in Millions)
Project
2024
2025
2026
2027
2028
2029
Total
Cost
Bonds/
Levy/
Other
Local
State
Funds
Impact
Fees
Elementary School
Middle School
High School
Portables
(all grade levels)
$0.50 $0.50 $0.50 $0.50 $0.75 $2.750 X X
Site Acquisition $0.775 $0.775 X X
Improvements Not Adding Capacity (Costs in Millions)
Project
2024
2025
2026
2027
2028
2029
Total
Cost
Bonds/
Levy/
Other
Local
State
Funds
Impact
Fees
Elementary
Middle School
High School
-20-
SECTION 7
SCHOOL IMPACT FEES
The GMA authorizes jurisdictions to collect impact fees to supplement funding of
additional public facilities needed to accommodate new development. Impact fees cannot be used
for the operation, maintenance, repair, alteration, or replacement of existing capital facilities used
to meet existing service demands.
A. School Impact Fees in Snohomish County
The Snohomish County General Policy Plan (“GPP”) which implements the GMA sets
certain conditions for school districts wishing to assess impact fees:
The District must provide support data including: an explanation of the
calculation methodology, a description of key variables and their
computation, and definitions and sources of data for all inputs into the fee
calculation.
Such data must be accurate, reliable and statistically valid.
Data must accurately reflect projected costs in the Six-Year Financing Plan.
Data in the proposed impact fee schedule must reflect expected student
generation rates from at least the following residential dwelling unit types:
single family; multi-family/studio or 1-bedroom; and multi-family/2-
bedroom or more.
Snohomish County established a school impact fee program in November 1997, and
amended the program in December 1999. This program requires school districts to prepare and
adopt Capital Facilities Plans meeting the specifications of the GMA. Impact fees calculated in
accordance with the formula, which are based on projected school facility costs necessitated by
new growth and are contained in the District’s CFP, become effective following County Council
adoption of the District’s CFP.
B. Methodology and Variables Used to Calculate School Impact Fees
Impact fees are calculated utilizing the formula in the Snohomish County Impact Fee
Ordinance. The resulting figures are based on the District’s cost per dwelling unit to, as applicable,
purchase land for school sites, make site improvements, construct schools, and purchase/install
relocatable facilities that add interim capacity needed to serve new development.
The Site Acquisition Cost, School Construction Cost, and Temporary/Portable Facility
Cost factors are based on planned or actual costs of growth-related school capacity
(required on-site/off-site improvements). Costs vary with each site and each facility. See
Table 8, Finance Plan. The “Permanent Facility Square Footage” is used in combination
-21-
with the “Temporary Facility Square Footage” to apportion the impact fee amounts
between permanent and temporary capacity figures. A student factor (or student generation
rate) is used to identify the average cost per dwelling unit by measuring the average number
of students generated by each housing type. A description of the student factor
methodology is contained in Appendix B. The District did not update its student generation
rates for this CFP given that it is not requesting school impact fees.
Where applicable, credits are applied in the formula to account for State School
Construction Assistance funds to be reimbursed to the District and projected future
property taxes to be paid by the dwelling unit. See page 18. The tax credit uses the 20-year
general obligation bond rate from the Bond Buyer index, the District’s current levy rate for
bonds, and average assessed value of all residential dwelling units in the District (provided
by Snohomish County) by dwelling unit type to determine the corresponding tax credit.
The costs of projects that do not add capacity are not included in the impact fee
calculations. Furthermore, because the impact fee formula calculates a “cost per dwelling unit”,
an identical fee is generated regardless of whether the total new capacity project costs are used in
the calculation or whether the District only uses the percentage of the total new capacity project
costs allocated to the Districts growth-related needs, as demonstrated in Table 6-A. When
applicable, the District uses the full project costs in the fee formula when calculating school impact
fees. Furthermore, impact fees will not be used to address existing deficiencies. See Table 8 for
a complete identification of funding sources.
The District is not requesting school impact fees as a part of this Capital Facilities Plan
update.
-22-
FACTORS FOR ESTIMATED IMPACT FEE CALCULATIONS
Student Generation Factors – Single Family Average Site Cost/Acre
Elementary .126 N/A
Middle .079
High .063
Total .268
Temporary Facility Capacity
Student Generation Factors – Multi Family (1 Bdrm) Capacity 20/26
Elementary .026 Cost $250,000
Middle .000
High .000 SCAP Credit (OSPI)
Total .026 Current Eligible Cost Percentage 59.01%
Current Construction Cost Allocation 375.00
Student Generation Factors – Multi Family (2+ Bdrm)
Elementary .101
Middle .038
High .045 District Average Assessed Value (Snohomish Co.)
Total .184 Single Family Residence $615,195
Projected Student Capacity per Facility District Average Assessed Value (Snohomish Co.)
N/A
Multi Family (1 Bedroom) $175,173
Multi Family (2+ Bedroom) $242,411
Required Site Acreage per Facility
SPI Square Footage per Student (WAC 392-343-035)
Facility Construction/Cost Average Elementary 90
Middle 108
N/A
High 130
Debt Service Tax Rate for Bonds (Snohomish Co.)
Current/$1,000 $1.12394
Permanent Facility Square Footage (LSD Inventory) General Obligation Bond Interest Rate (Bond Buyer)
Elementary 131,047 Bond Buyer Index (avg February 2024) 3.48%
Middle 79,945
High 169,000 Developer Provided Sites/Facilities
Total 96.0% 379,992 Value 0
Dwelling Units 0
Temporary Facility Square Footage (LSD Inventory)
Elementary 14,382
Middle 2,688
High 0
Total 4.0% 17,070
Total Facility Square Footage
Elementary 145,429
Middle 82,633
High 169,000
Total 100.00% 397,062
-23-
C. Proposed Lakewood School District Impact Fee Schedule
The District does not have permanent capacity projects planned as a part of the 2024 CFP.
See discussion in Section 6 above. As such, the District is not requesting the collection of school
impact fees as a part of this Capital Facilities Plan. The District expects that future project planning
and updates to the Capital Facilities Plan will result in a renewed request for impact fees as a part
of a future CFP.
Table 9
School Impact Fees
Snohomish County, City of Arlington, City of Marysville*
Housing Type
Impact Fee Per Dwelling Unit
Single Family $0
Townhome/Duplex $0
Multi-Family (2+ Bedroom) $0
Multi-Family (1
Bedroom/less)
$0
*Table 9 reflects a 50% adjustment to the calculated fee as required by local ordinances.
APPENDIX A
POPULATION AND ENROLLMENT DATA
A-1
Table A-1
ACTUAL STUDENT ENROLLMENT 2018-2023
PROJECTED STUDENT ENROLLMENT 2024-2029
Based on OSPI Cohort Survival* Headcount Enrollment
A-2
Table A-2
PROJECTED ENROLLMENT BY GRADE SPAN
(DISTRICT - FLO Analytics)**
APPENDIX B
STUDENT GENERATION FACTOR REVIEW
B-1
B-2
B-3
B-4
APPENDIX C
SCHOOL IMPACT FEE CALCULATIONS
This section does not updated for the 2024-2029 Capital Facilities Plan since the District is not
requesting a school impact fee. Future updates to this CFP may include an impact fee.
City of Arlington Council Agenda Bill NB #1 Attachment November 4, 2024 Contract for removal of abandoned, derelict or nuisance RVs parked on city property
Contract Amendment with Community Transit
Administration / Police EXPENDITURES REQUESTED: Estimated $2,000 per RV BUDGET CATEGORY: Executive BUDGETED AMOUNT: None LEGAL REVIEW: DESCRIPTION: The attached amendment authorizes a piggyback to RFP 2020-069 with Community Transit. The contract with Dicks Towing provides for the removal and disposal of abandoned, derelict, or nuisance RVs parked on city property. This is a growing problem but in recent past, has only occurred a few times per year.
Using the traditional impound process to dispose of derelict, abandoned or nuisance RVs parked on city property had become a long and costly process. In many cases the registered owner is not on record. This agreement provides a process to removal and disposal. ALTERNATIVES:
authorize the mayor to sign.
INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENT Page | 1
INTERGOVERNMENTAL COOPERATIVE PURCHASING AGREEMENT
Snohomish County Public Transportation Benefit Area dba Community Transit (“Community Transit”)
and the City of Arlington, (“Cooperative Purchaser”) a governmental entity, hereby agree to cooperative
governmental purchasing pursuant to RCW 39.34 and upon the following terms and conditions:
1. This Agreement pertains to bids and contracts for supplies, material, equipment, or services that may be
required from time to time both by Community Transit and Cooperative Purchaser.
2. Each of the parties from time to time goes out to public bid and contracts to purchase supplies, material,
equipment, and services. Each of the parties hereby agrees to extend to the other party the right to purchase
pursuant to such bids and contracts to the extent permitted by law, and to the extent agreed upon between
each party and the bidder, contractor, vendor, supplier, or service provider.
3. Each of the parties is responsible for complying with all applicable laws and regulations governing its own
purchases.
4. Each of the parties shall contract directly with the bidder, contractor, vendor, supplier, or service provider,
and pay directly in accordance with its own payment procedures for its own purchases. Each party will
indemnify and hold the other party harmless as to any claim arising out of its participation in this
Agreement.
5. This Agreement shall create no obligation to either of the parties to purchase any particular good or service,
nor create to either of the parties any assurance, warranty, or other obligation from the other party with
respect to purchasing or supplying any good or service.
6. No separate legal or administrative entity is intended to be created pursuant to this Agreement. No
obligation, except as stated herein, shall be created between the parties or between the parties and any
applicable bidder or contractor.
7. The Procurement & Contracts Manager of Community Transit and the Procurement & Contract Officer of
Cooperative Purchaser shall be representatives of the entities for carrying out the terms of this Agreement.
8. This Agreement shall continue in force until canceled by either party, which cancellation may be affected
upon receipt by one of the parties of the written notice of cancellation of the other party.
City of Arlington Council Agenda Bill NB #2 Attachment November 4, 2024 180th St Connector Alignment Alternatives Presentation
180th Alignment PowerPoint Presentation 180th Alignment Community Webinar Summary
Public Works; Jim Kelly, Director EXPENDITURES REQUESTED: $0 BUDGET CATEGORY: N/A BUDGETED AMOUNT: N/A LEGAL REVIEW: DESCRIPTION: recommendation for preferred alternative.
Public Works applied for and received a $482,678 grant from PSRC for the planning, community outreach, and design for adding a connecting road between Smokey Point Blvd and Airport Blvd in the 180th St alignment. We are currently in the planning phase of this project and have developed three alignments that were discussed internally with City of Arlington Directors, and at two meetings with the roadway neighborhood community. ALTERNATIVES: Remand to staff for additional information.
180th Street Connector ProjectCity of Arlington | August 2024 NScan the QR
code to go to the
project website!
180th Street Connector ProjectCity of Arlington | August 2024 NScan the QR
code to go to the
project website!
Center medians
Landscaping (planted medians, street trees, etc.)
Street lighting
20
40
30
PLEASE NOTE THAT ALL
ATTENDEES WILL BE ON MUTE
Please use the 'CHAT" feature
during the presentation to ask
questions.
Welcome!
180th Street Connector Project
Smokey Point Boulevard to Airport Boulevard
Public Event - Online Webinar
October 16, 2024 6pm - 7pm
October
180th Street Connector ProjectCity of Arlington | August 2024 NScan the QR
code to go to the
project website!
Project Overview Descripción General del Proyecto
The City has received funding for the design of a two-lane roadway from the 180th St/Smokey Point Blvd intersection
east to Airport Blvd. This project includes a multi-use trail on the north side and a roundabout at the intersection of
180th St/Airport Blvd. Design work began in early 2024 and the City will be reaching out to the community to solicit
input and feedback on the design of this roadway. The 180th St. Connector project continues the City’s goal to develop a
multimodal transportation grid-network in the Smokey Point area.
Project Benefits• Provide a Multi-Use Path connecting to the Airport Trail• Improved Emergency Response Time• Prevents cut-thru southbound traffic on 43rd• 180th Street is part of a larger Cascade Industrial Center (CIC) master plan• Project will support new development around Airport Boulevard• Provides relief to other congested intersections• Provides an alternative transportation route
La Ciudad ha recibido fondos para el diseño de una carretera de dos carriles desde la intersección
de 180th St/Smokey Point Blvd hacia el este de Airport Blvd. Este proyecto incluye un sendero
de usos múltiples en el lado norte y una acera en el lado sur con una rotonda en la intersección
de 180th St/Airport Blvd. La Ciudad se comunicará con la comunidad para solicitar opiniones y
comentarios sobre el diseño de esta carretera. El trabajo de diseño comenzará a fines del otoño de
2024, el proyecto de conexion 180th St. continúa el objetivo de la ciudad de desarrollar una red de
transporte multimodal en el área de Smokey Point.
Beneficios del proyecto• Proporcionar una ruta de usos múltiples que conecte con la ruta del aeropuerto• Mayor tiempo de respuesta a emergencias• Impide el tráfico en atajo hacia el sur en la calle 43• 180th Street es parte de un plan maestro más grande del Cascade Industrial Center (CIC)• El proyecto apoyará el nuevo desarrollo alrededor de Airport Boulevard• Proporciona alivio a otros intereses congestionados• Proporciona una ruta de transporte alternativa
SM
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180TH ST
180TH ST
181TH ST PL NE
AIRPO
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NEW CITY PARK
179TH PL NE
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NUEVO PARQUE DE LA CIUDAD
FIRE STATION
AIRPORT
HIGHER EDUCATION CAMPUS
AEROPUERTO
Resumen Del Proyecto
CAMPUS DE EDUCACIÓN
SUPERIOR
ESTACIÓN DE
BOMBEROSMULTI USE PATHSEE OTHER BOARDS FOR ALTERNATIVE OPTIONS
RUTA DE USOS MÚLTIPLES
VER OTROS TABLEROS PARA
OPCIONES ALTERNATIVAS
AMORTIGUADOR DE
ÁRBOLES DE 200’
200’ TREE BUFFER
Questions?
(360) 403 - 3544
cityprojects@
arlingtonwa.gov
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Exhibit Presenter(s)
October
180th Street Connector ProjectCity of Arlington | August 2024 NScan the QR
code to go to the
project website!
Survey Results
Perfectly straight road. Speed will
be an issue.
This is a wonderful addition to
routing traffic in other directions.
High fencing along the backyards
that run along this road
Love to see Arlington addressing the
increasing growth in positive ways.
Keep a good sized buffer for
wildlife!!!!!
Something has to be done to
alleviate the traffic mess in
Arlington.
Street racing, drug use and dumping
are issues already on Airport Blvd!!
I hope the project fixes speeding
issues and that children will be
safer :)
Comments from 1st Public Survey :63 Survey Responses:
Thinking about the history and character of the area,
what design elements should be included?
What pedestiran amenities are most important to you?
Rank (1-5) what features would make you feel safer when using 180th Street?:
0
1
2
3
4
Street / pedes... Physical separ... Flashing pedes... Reflective tra... Mid-block cros...Street / pedestrianlighting Physical separationbetween pedestrians & vehicles
Flashing pedestriancrossing signs Reflective trafficdelineators Mid-block crossings
0
10
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50
Ped
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Litte
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Ben
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Han
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Pub
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Spe
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p
a
v
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Bicy
c
l
e
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a
c
k
s
Center medians
Landscaping (planted medians, street trees, etc.)
Street lighting
Pedestrian
lighting
Benches &
seating
Public art Bollards Special paving
Litter
receptacles
Hanging flower
baskets
Other Banners Bicycle racks
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10
20
30
40
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Ped
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Litte
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Pub
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Othe
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Boll
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Ban
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Spe
c
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a
l
p
a
v
i
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Bicy
c
l
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r
a
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k
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Other
Narrower lanes to calm traffic
Radar speed signs
Center medians
Landscaping (planted medians, street trees, etc.)
Street lighting
0 20 6040
20
40
30
Street lighting
Landscaping (planted medians, street trees, etc.)
Center medians
Radar speed signs
Narrower lanes to calm traffic
Other
What roadway features are most important to you?
Other
Narrower lanes to calm traffic
Radar speed signs
Center medians
Landscaping (planted medians, street trees, etc.)
Street lighting
0 20 6040
0
10
20
40
30
Live
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Work
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Rec
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D
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Othe
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Other
Arts and culture
Logging industry
Indigenous People and Tribes
Agricultural history
Environmental sustainability
Natural elements
0 10 20 30 40 50
Natural elements
Environmental sustainability
Agricultural history
Indigenous People and Tribes
Logging industry
Arts & culture
Other
September 18,2023
Exhibit Presenter(s)
pedestrian
October
This is a wonderful addition to
routing traffic in other directions.
High fencing along the backyards
that run along this road
Keep a good sized buffer for
wildlife!!!!!
Something has to be done to
alleviate the traffic mess in
Arlington.
Street racing, dru
are issues alread
I hope the project fixes speeding
issues and that children will be
safer :)
Comments from 1st Public Survey :
s s
Other
Narrower lanes to calm traffic
Radar speed signs
Center medians
0
0
10
20
40
30
a......on
180th Street Connector ProjectCity of Arlington | October 2024 N
0 100 200
200’ Tree Buffer
200’ de Barrera de Arboles
Two-way multi-use trail
Acera Sendero multi usos
64-foot wide Right of Way
Derecho de paso de 64 pies de ancho
200’ Tree Buffer
200’ de Barrera de Arboles
Future Development
Desarrollo futuro
Fire Station
Estacion de Bomberos
Available for Development (1.4 AC)
Disponible para el desarrollo (1.4 AC)
Available for Development (26 AC)
Disponible para el desarrollo (26 AC)
Available for Development (5.5 AC)
Disponible para el desarrollo (5.5 AC)
Arlington Municipal Airport
Aeropuerto Municipal de Arlington
Existing Airport Trail
Sendero del aeropuerto existente
Sidewalk
Acera
Crosswalk
Cruce Peatonal
Raingarden
Jardín de lluvia
Sidewalk
Acera
Development or Park Extension (0.5 AC)
Desarrollo o Extensión del Parque (0.5 AC)
Raingarden
Jardín de lluvia
Existing Airport Trail
Sendero del aeropuerto existente
Future Park
Parque del Futuro
200’ Tree Buffer
200’ de Barrera de Arboles
Smokey Point Development
Smokey Point Development
Potential trail connection to north thought buffer
Posible conexion del sendero hacia el norte de la pensada barrera de Arboles
Sidewalk
43
r
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A
v
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u
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N
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Airpo
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t
B
o
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v
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180th Street
Layout 1 - Straight Alignment
BP
G
a
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L
i
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Sm
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P
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B
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36
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179th Place NE
Pros:Cons:
• Sound mitigation will be required for
properties along the south side of 180th
Street.
• Small impacts to the future park.
• Land available for development north of the
buffer will not have a direct connection to
180th Street.
• Will require more traffic calming due to the
straight road leading encouraging higher
speeds.
Area Available for Development: 33.9
Potential trail along pipeline
Posible sendero a lo largo del oleoducto
What
do you
think?
What
do you
think?
What
do you
think?
What
do you
think?
What
do you
think?
180th Street Connector ProjectCity of Arlington | October 2024 N
0 100 200
200’ Tree Buffer
200’ de Barrera de Arboles
Two-way multi-use trail
Acera Sendero multi usos
54-foot wide Right of Way
Derecho de paso de 54 pies de ancho
200’ Tree Buffer
200’ de Barrera de Arboles
Future Development
Desarrollo futuro
Fire Station
Estacion de Bomberos
Available for Development (0.9 AC)
Disponible para el desarrollo (0.9 AC)
Available for Development (26 AC)
Disponible para el desarrollo (26 AC)
Available for Development (5.5 AC)
Disponible para el desarrollo (5.5 AC)
Arlington Municipal Airport
Aeropuerto Municipal de Arlington
Existing Airport Trail
Sendero del aeropuerto existente
Sidewalk
Acera
Crosswalk
Cruce Peatonal
Crosswalk
Cruce Peatonal
Crosswalk
Cruce Peatonal
Raingarden
Jardín de lluvia
Sidewalk
Acera
Development or Park Extension (0.5 AC)
Desarrollo o Extensión del Parque (0.5 AC)
Raingarden
Jardín de lluvia
43
r
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N
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Airpo
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B
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v
a
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BP
G
a
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L
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180th Street
179th Place NE
Sm
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y
P
o
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t
B
o
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v
a
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d
Existing Airport Trail
Sendero del aeropuerto existente
Future Park
Parque del Futuro
What
do you
think?
What
do you
think?
What
do you
think?
Smokey Point Development
Smokey Point Development
36
t
h
D
r
i
v
e
N
E
Driveways for future development
Caminos de entrada para el desarrollo futuro
Sidewalk (by developer)
Cruce Peatonal (Por desarrollador)
Pros:
• Less sound mitigation required due to the buffer being
between 180th Street and the properties to the south.
• Allows a direct connection to future developments to the
north of 180th Street.
• 180th Street will have more horizontal curves which will
have traffic calming effects.
• ROW width reduced due to roadway adjacent to
development property use. (10 ft)
• Developer required to install sidewalks on north side
reducing project cost.
• Allows development property north of 180th Street to be
separated by BP gas line and have separate accesses.
Cons:
• Ordinance revision required for the roadway impacting
the buffer.
• Small impacts to the future park.
Area Available for Development: 32.9
200’ Tree Buffer
200’ de Barrera de Arboles
Potential trail connection to north thought buffer
Posible conexion del sendero hacia el norte de la pensada barrera de Arboles
Potential trail along pipeline
Posible sendero a lo largo del oleoducto
Layout 2 - Buffer with Roundabout to the South
What
do you
think?
What
do you
think?
What
do you
think?
180th Street Connector ProjectCity of Arlington | October 2024 N
0 100 200
200’ Tree Buffer
200’ de Barrera de Arboles Two-way multi-use trail
Acera Sendero multi usos
54-foot wide Right of Way
Derecho de paso de 54 pies de ancho
200’ Tree Buffer
200’ de Barrera de Arboles
Future Development
Desarrollo futuro
Fire Station
Estacion de Bomberos
Available for Development (3.3 AC)
Disponible para el desarrollo (3.3 AC)
Available for Development (24.3 AC)
Disponible para el desarrollo (24.3 AC)Available for Development (5.5 AC)
Disponible para el desarrollo (5.5 AC)
Arlington Municipal Airport
Aeropuerto Municipal de Arlington
Existing Airport Trail
Sendero del aeropuerto existente
Sidewalk
Acera
Crosswalk
Cruce Peatonal
Raingarden
Jardín de lluvia
Sidewalk
Acera
Development or Park Extension (0.8 AC)
Desarrollo o Extensión del Parque (0.8 AC)
Raingarden
Jardín de lluvia
Existing Airport Trail
Sendero del aeropuerto existente
Future Park
Parque del Futuro
Driveways for future development
Caminos de entrada para el desarrollo futuro
Sidewalk (by developer)
Cruce Peatonal (Por desarrollador)
Potential trail along pipeline
Posible sendero a lo largo del oleoducto
43
r
d
A
v
e
n
u
e
N
E
Airpo
r
t
B
o
u
l
e
v
a
r
d
BP
G
a
s
L
i
n
e
180th Street
Layout 3 - Buffer with Roundabout to the North
What
do you
think?
Smokey Point Development
Smokey Point Development
Sm
o
k
e
y
P
o
i
n
t
B
o
u
l
e
v
a
r
d
36
t
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D
r
i
v
e
N
E
179th Place NE
Pros:
• Allows for additional development space or park
extension.
• Less sound mitigation required due to the buffer being
between 180th Street and the properties to the south.
• Allows a direct connection to future developments to the
north and south of 180th Street.
• 180th will have more horizontal curves which will have
traffic calming effects.
• The ROW will be 54ft instead of 64ft since the multi-use
path can weave into the buffer.
• 180th Street and 43rd Avenue Intersections are
separated.
• 43rd Avenue will be able to make a full movements.
Cons:
• Ordinance revision required for the roadway impacting
the buffer.
Area Available for Development: 33.9
200’ Tree Buffer
200’ de Barrera de Arboles
Potential trail connection to north thought buffer
Posible conexion del sendero hacia el norte de la pensada barrera de Arboles
Crosswalk and trail amenity area
Cruce peatonal y área de servicios de senderos
What
do you
think?
What
do you
think?
What
do you
think?
180th Street Connector ProjectCity of Arlington | August 2024 NScan the QR
code to go to the
project website!
Amenities
STREET FURNSIHINGS (MATCH SMOKEY POINT IMPROVEMENTS):
Comodidades
Contemporary with traditional elements, differentiates the corridor from downtown Arlington
MOBILIARIO URBANO (MEJORAS EN EL SMOKEY POINT): Contemporáneo con elementos tradicionales, diferencia
el corredor del centro de la ciudad.
Exhibit Presenter(s)
October
180th Street Connector ProjectCity of Arlington | October 2024
Raised Crossing with Flashing Beacons Cruce elevado con balizas intermitentes
Multi-Use Trail Multi-Use TrailSendero de uso múltiple Sendero de uso múltiple
Sendero de uso múltiple Rotonda de senderos de uso múltipleMulti-Use Trail
Multi-Use Trail Amenity Area Área de servicios de senderos de usos múltiples
Multi-Use Trail Roundabout
Trail and Crossing Examples
180th Street Connector ProjectCity of Arlington | August 2024 NScan the QR
code to go to the
project website!
Questions?
(360) 403 - 3544
cityprojects@
arlingtonwa.gov
JU
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2024
Preliminary Design
Environmental Studies/Permitting
Final Design
Right-of-Way
Construction Funding Sourcing (TBD)
2025
Project Schedule
Diseño preliminar
Estudios ambientales/permisos
Diseño final
Fuentes de financiación para la construcción (por determinar)
Derecho de paso
Cronograma del Proyecto
Exhibit Presenter(s)
October
25 N Wenatchee Ave, Suite 238 Wenatchee, WA 98801 Office 509.886.3265 Fax 360.352.1509 scjalliance.com
Technical Memo
To Jim Kelly, PE and Katy Shores (City of Arlington)
From: Madison Wright, PE (SCJ Alliance)
Date: October 16, 2024 6-7pm
Project: 180th Corridor
Subject 180th Corridor Public Zoom Meeting
Introduction:
On October 16th, 2024, at 6:00 PM, a public Zoom meeting was held to gather public opinions on the 180th
Corridor Project. Previous public events included an in-person pop-up event and a public Zoom meeting. After
considering the public feedback collected at the previous events on the initial design, SCJ Alliance, the City of
Arlington, and MacLeod Reckord revisited the plans to propose new roadway layouts that better addressed the
community's concerns. During this Zoom meeting, the community was presented with three layouts to review—
one being the original layout and the other two being the new layouts. Attendees were encouraged to ask
questions using Zoom's chat feature, which were addressed at the end of the meeting.
1 Panelist
Jim Kelly (City of Arlington)
Dan Irelan (SCJ Alliance)
Madison Wright (SCJ Alliance)
David Saxen (MacLeod Reckord)
[Insert City/Department/Document Title] 2024-1017 | 2 of 9
2 Attendance
3 Meeting Minutes
[Insert City/Department/Document Title] 2024-1017 | 3 of 9
*An email was received after the meeting with an additional vote for layout 3
[Insert City/Department/Document Title] 2024-1017 | 4 of 9
4 Questions and Answers
Its is being done to help with the homeless encampment issues in the area.
[Insert City/Department/Document Title] 2024-1017 | 5 of 9
There would be approximately a 8-15 ft buffer for layout 1.
This is to be determined, 2026 at the earliest.
We will get more info and follow up with you on this question.
[Insert City/Department/Document Title] 2024-1017 | 6 of 9
5 Meeting Demographics
[Insert City/Department/Document Title] 2024-1017 | 7 of 9
[Insert City/Department/Document Title] 2024-1017 | 8 of 9
6 Photos
[Insert City/Department/Document Title] 2024-1017 | 9 of 9
Conclusion:
Twenty City of Arlington residents attended this meeting via Zoom. Overall, the community appreciated that
their concerns were heard and incorporated into the two new roadway layouts. Layout 3 emerged as the
favorite among participants, mainly due to the location of the roundabout and the proposed new placement of
the 200-foot tree buffer. Additionally, the majority of the community preferred that 43rd Ave not connect to the
proposed 180th Corridor. The meeting provided valuable insights that will guide the next steps in refining the
project to align with community preferences.
City of Arlington Council Agenda Bill NB #3 Attachment
November 4, 2024 Authorization to award Construction Contract for construction of Phase II of the Smokey Point Community
Construction Contract, Recommendation to Award, Award Letter, Supporting Documentation
Community and Economic Development; Marc Hayes, Director EXPENDITURES REQUESTED: $1,016,107.45 BUDGET CATEGORY: BUDGETED AMOUNT: $2,406,984.00 LEGAL REVIEW: DESCRIPTION: Community Park. Nine bids were received and openly read, with base bid total amounts ranging from $929,650.00 to $1,597,769.00. Rock Project Management reviewed all bid documents and verified that Capture Energy, LLC, was the low bidder and recommends that the City award the construction contract to
Phase I construction of the Smokey Point Community Park commenced on January 22, 2024, by Reese Construction with a contract completion date of November 15, 2024. Phase II of the park project will commence with the issuance of the Notice to Proceed, once the contract has been executed with Capture Energy, LLC. The park will remain closed to the public until Phase II has been completed, estimated to be ALTERNATIVES: Remand to staff for additional information
$1,016,107.45.
Page 1 of 15
Construction Contract (Rev 7.1.2024)
CONSTRUCTION CONTRACT
Project Name: Smokey Point Community Park - Phase II Construction Project # CED24.6
THIS CONTRACT, is made and entered into in duplicate this __ day of ______, 2024, by and
between the CITY OF ARLINGTON, a municipal corporation of the State of Washington,
hereafter called the “CITY”, and Capt ure Energy, LLC (CONTRACTOR NAME) hereafter referred
to as the “CONTRACTOR”.
WHEREAS, the CITY desires the construction of a new city park, and
WHEREAS, the CONTRACTOR is qualified, willing and able to perform the necessary work.
NOW, THEREFORE, in consideration of the mutual promises and covenants herein contained,
to be kept, performed and fulfilled by the respective parties thereto, and other valuable considerations,
it is mutually agreed as follows:
1.SCOPE OF SERVICES
CONTRACTOR agrees to perform the services described in the attached Scope of Work and/or
proposal which is attached hereto as Exhibit ”A” and is herein incorporated by reference.
2.TERM
2.1 No work is to be performed prior to written notice by the CITY to proceed.
2.2 All work under this Contract is to be done within (152) One Hundred and Fifty-Two consecutive
calendar days of the notice to proceed.
3.COMPENSATION AND METHOD OF PAYMENT
3.1 CITY shall pay CONTRACTOR for the work performed under this Contract: (check one)
(please include all applicable taxes and fees)
Hourly: $ per hour but not more than a total of $ .
Fixed Sum: a total amount of $ 1,016,107.45 (incl. sales tax).
Other: .
for all work performed and expenses incurred under this Contract.
Page 2 of 15
Construction Contract (Rev 7.1.2024)
3.2 The CONTRACTOR shall do all work and furnish all tools, materials, and equipment for
Smokey Point Community Park - Phase II Construction, which includes any applicable sales
or use tax, in accordance with and as described in the attached plans and
specifications and the Standard Specifications for Municipal Public Works Construction,
which are by this reference incorporated herein and made a part hereof, and shall
perform any alterations in or additions to the work provided under this Contract and
every part thereof.
3.3 The CONTRACTOR shall maintain time and expense records and report them to the CITY
monthly; and shall submit invoices to the CITY monthly for payment for work performed
to the date of the invoice. Invoices shall be in a format acceptable to the CITY.
3.4 The CITY shall pay all invoices from the CONTRACTOR by mailing a CITY warrant within 30
days of receipt of a properly completed invoice.
3.5 All records and accounts pertaining to this Contract are to be kept available for inspection
by representatives of the CITY for a period of three (3) years after final payment. Copies
shall be made available to the CITY upon request.
3.6 If during the course of the Contract, the work rendered does not meet the requirements
set forth in the Contract, the CONTRACTOR shall correct or modify the required work to
comply with the requirements of the Contract. The CITY shall have the right to withhold
payment for such work until it meets the requirements of the Contract.
4.PREVAILING WAGE
4.1 This Contract is subject to the requirements of Chapter 39.12 RCW, and as it may be
amended, relating to prevailing wages. On Public Works projects, funded in part or in
whole with Federal funds, Federal wages laws and regulations shall also be applicable. NO
WORKER, LABORER OR MECHANIC EMPLOYED IN THE PERFORMANCE OF ANY PART OF
THIS CONTRACT SHALL BE PAID LESS THAN THE PREVAILING RATE OR WAGE as determined
by the Industrial Statistician of the Department of Labor and industries for the State of
Washington. The schedule of prevailing wage rates for this Contract is attached hereto and
by this reference made a part of this Contract as though fully set forth herein.
4.2 Prior to making any payment under this Contract, the CITY must receive an approved copy
of the “Statement of Intent to Pay Prevailing Wages on Public Works Contracts” from the
Department of Labor and Industries.
4.3 It is the CONTRACTOR’s responsibility to obtain and file the Statement. The CONTRACTOR
shall be responsible for all filing fees. Each invoice shall include a signed statement that
prevailing wages have been paid by the CONTRACTOR and all subcontractors. Following
the final acceptance of services rendered, CONTRACTOR shall submit an “Affidavit of
Wages Paid” which must be certified by the Industrial Statistician of the Department of
Labor and Industries.
Page 3 of 15
Construction Contract (Rev 7.1.2024)
5.REPRESENTATIONS
CITY has relied upon the qualifications of CONTRACTOR in entering into this Contract. By execution
of this Contract, CONTRACTOR represents it possesses the ability, skill and resources necessary to
perform the work and is familiar with all applicable current laws, rules and regulations which
reasonably relate to the Scope of Services detailed in Exhibit “A” hereto.
6.STANDARD OF CARE
CONTRACTOR shall exercise the degree of skill and diligence normally employed by contractors
engaged in the same profession, and performing the same or similar services at the time such
services are performed. CONTRACTOR will be responsible for the technical accuracy of its services
and documents resulting therefrom, and CITY shall not be responsible for discovering deficiencies
therein. CONTRACTOR agrees to correct any deficiencies discovered without additional
compensation, except to the extent such deficiencies are directly attributable to deficiencies or
omissions in City-furnished information.
7.RESPONSIBILITY OF CONTRACTOR
7.1 Safety. CONTRACTOR shall take all necessary precautions for the safety of employees on
the work site and shall comply with all applicable provisions of Federal, State, and
municipal safety laws.
7.2 Corrections of Defects. CONTRACTOR shall be responsible for correcting all defects in
workmanship and/or materials discovered within one year after acceptance of this work.
When corrections of defects are made, CONTRACTOR shall be responsible for correcting
all defects in workmanship and/or materials in the corrected work for one year after
acceptance of the corrections by the CITY. The CONTRACTOR shall start work to remedy
such defects within seven (7) days of mailing notice of discovery thereof by the CITY and
shall complete such work within a reasonable time. In emergencies where damage may
result from delay or where loss of service may result, such corrections may be made by the
CITY, in which case the cost shall be borne by the CONTRACTOR. In the event the
CONTRACTOR does not accomplish corrections at the time specified, the work will be
otherwise accomplished and the cost of same shall be paid by the CONTRACTOR.
7.3 Warranty. CONTRACTOR shall be responsible for correcting all defects in workmanship
and material in a responsible period of time, after said work is completed. CONTRACTOR
shall start work to remedy such defects within seven (7) days of mailing notice of discovery
thereof by the CITY and shall complete such work in a reasonable time. In emergencies
where damage may result from delay or where loss of service may result, such correction
may be made by the CITY, in which case the cost shall be borne by the CONTRACTOR. In
the event the CONTRACTOR does not accomplish corrections at the time specified, the
work will be otherwise accomplished and the cost of same shall be paid by the
CONTRACTOR.
Page 4 of 15
Construction Contract (Rev 7.1.2024)
CONTRACTOR shall be liable for any costs, losses, expenses or damages, including
consequential damages, suffered by the CITY resulting from defects in the CONTRACTOR's
work including, but not limited to, cost of materials and labor extended by the CITY in
making emergency repairs and cost inspection and supervision of the CITY. CONTRACTOR
shall hold the CITY harmless from any and all claims which may be made against the CITY
as a result of any defective work and the CONTRACTOR shall defend any such claims at his
own expense. Where materials or procedures are not specified in the contract, the CITY
relies on the professional judgment of the CONTRACTOR to make appropriate selections.
7.4 Nondiscrimination.
7.4.1 Nondiscrimination Requirement. During the term of this Contract, CONTRACTOR,
including any subcontractor, shall not discriminate on the bases enumerated at
RCW 49.60.530(3). In addition, CONTRACTOR, including any subcontractor, shall
give written notice of this nondiscrimination requirement to any labor
organizations with which CONTRACTOR, or subcontractor, has a collective
bargaining or other agreement.
7.4.2 Obligation to Cooperate. CONTRACTOR, including any subcontractor, shall
cooperate and comply with any Washington state agency investigation regarding
any allegation that CONTRACTOR, including any subcontractor, has engaged in
discrimination prohibited by this Contract pursuant to RCW 49.60.530(3).
7.4.3 Default. Notwithstanding any provision to the contrary, Agency may suspend
CONTRACTOR, including any subcontractor, upon notice of a failure to participate
and cooperate with any state agency investigation into alleged discrimination
prohibited by this Contract, pursuant to RCW 49.60.530(3). Any such suspension
will remain in place until Agency receives notification that CONTRACTOR, including
any subcontractor, is cooperating with the investigating state agency. In the event
CONTRACTOR, or subcontractor, is determined to have engaged in discrimination
identified at RCW 49.60.530(3), Agency may terminate this Contract in whole or in
part, and CONTRACTOR, subcontractor, or both, may be referred for debarment as
provided in RCW 39.26.200. CONTRACTOR or subcontractor may be given a
reasonable time in which to cure this noncompliance, including implementing
conditions consistent with any court-ordered injunctive relief or settlement
agreement.
7.4.4 Remedies for Breach. Notwithstanding any provision to the contrary, in the event
of Contract termination or suspension for engaging in discrimination,
CONTRACTOR, subcontractor, or both, shall be liable for contract damages as
authorized by law including, but not limited to, any cost difference between the
original contract and the replacement or cover contract and all administrative costs
directly related to the replacement contract, which damages are distinct from any
penalties imposed under Chapter 49.60, RCW. Agency shall have the right to
deduct from any monies due to CONTRACTOR or subcontractor, or that thereafter
Page 5 of 15
Construction Contract (Rev 7.1.2024)
become due, an amount for damages CONTRACTOR or subcontractor will owe
Agency for default under this provision.
7.5 Employment. Any and all employees of the CONTRACTOR while engaged in the
performance of any work or services required by the CONTRACTOR under this Contract,
shall be considered employees of the CONTRACTOR only and not of the CITY and any
and all claims that may or might arise under the Worker's Compensation Act on behalf of
said employees, while so engaged and any and all claims made by a third party as
consequence of any negligent act or omission on the part of the CONTRACTOR's
employees, while so engaged on any of the work or services provided or rendered
herein, shall be the sole obligation and responsibility of the CONTRACTOR.
8.SUBCONTRACTOR RESPONSIBILITY
8.1 The CONTRACTOR shall include the language of this section in each of its first-tier
subcontracts, and shall require each of its subcontractors to include the same language of
this section in each of their subcontracts, adjusting only as necessary the terms used for
the contracting parties. The requirements of this section apply to all subcontractors
regardless of tier.
At the time of subcontract execution, the CONTRACTOR shall verify that each of its first-
tier subcontractors meets the following bidder responsibility criteria:
8.1.1 Have a current certificate of registration as a CONTRACTOR in compliance with
chapter 18.27 RCW, which must have been in effect at the time of subcontract bid
submittal;
8.1.2 Have a current Washington Unified Business Identifier (UBI) number;
8.1.3 If applicable, have:
8.1.3.1 Industrial Insurance (worker’s compensation) coverage for the
subcontractor’s employees working in Washington, as required in Title 51
RCW;
8.1.3.2 A Washington Employment Security Department number, as required in
Title 50 RCW;
8.1.3.3 A Washington Department of Revenue state excise tax registration
number, as required in Title 82 RCW;
8.1.3.4 An electrical CONTRACTOR license, if required by Chapter 19.28 RCW;
8.1.3.5 An elevator CONTRACTOR license, if required by Chapter 70.87 RCW
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Construction Contract (Rev 7.1.2024)
8.1.4 Not be disqualified from bidding on any public works contract under RCW
39.06.010 or 39.12.065(3).
9.HOLD HARMLESS
The CONTRACTOR shall defend, indemnify and hold the CITY, its officers, officials, employees and
volunteers harmless from any and all claims, injuries, damages, losses or suits including attorney
fees, arising out of or in connection with the performance of this Contract, except for injuries and
damages caused by the sole negligence of the CITY.
However, should a court of competent jurisdiction determine that this Contract is subject to RCW
4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or
damages to property caused by or resulting from the concurrent negligence of the CONTRACTOR
and the CITY, its officers, officials, employees, and volunteers, the CONTRACTOR’s liability
hereunder shall be only to the extent of the CONTRACTOR‘s negligence. It is further specifically
and expressly understood that the indemnification provided herein constitutes the
CONTRACTOR’s waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the
purposes of this indemnification. This waiver has been mutually negotiated by the parties. The
provisions of this section shall survive the expiration or termination of this Contract.
10.INSURANCE
10.1 Insurance Term. CONTRACTOR shall procure and maintain, for the duration of this
Contract, insurance against claims for the injuries to persons or damages to property which
may arise from or in connection with the performance of the work thereunder by the
CONTRACTOR, his agent, representatives, employees or subcontractors. The cost of such
insurance shall be paid by the CONTRACTOR.
10.2 No Limitation. The CONTRACTOR shall procure and maintain insurance, as required in this
Section, without interruption from commencement of the CONTRACTOR’s work through
the term of the Contract and for thirty (30) days after the Physical Completion date, unless
otherwise indicated herein.
10.3 Minimum Scope of Insurance. The Contractor’s required insurance shall be of the types
and coverage as stated below:
10.3.1 Automobile Liability insurance covering all owned, non-owned, hired and leased
vehicles. Coverage shall be at least as broad as Insurance Services Office (ISO) form
CA 00 01.
10.3.2 Commercial General Liability insurance shall be at least as broad as ISO occurrence
form CG 00 01 and shall cover liability arising from premises, operations,
independent contractors, products-completed operations, stop gap liability,
personal injury and advertising injury, and liability assumed under an insured
contract. The Commercial General Liability insurance shall be endorsed to provide
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Construction Contract (Rev 7.1.2024)
a per project general aggregate limit using ISO form CG 25 03 05 09 or an
endorsement providing at least as broad coverage. There shall be no exclusion for
liability arising from explosion, collapse or underground property damage. The
CITY shall be named as an additional insured under the Contractor’s Commercial
General Liability insurance policy with respect to the work performed for the CITY
using ISO Additional Insured endorsement CG 20 10 10 01 and Additional Insured-
Completed Operations endorsement CG 20 37 10 01 or substitute endorsements
providing at least as broad coverage.
10.3.3 Workers’ Compensation coverage as required by the Industrial Insurance laws of
the State of Washington.
10.4 Minimum Amounts of Insurance. CONTRACTOR shall maintain limits no less than:
10.4.1 Automobile Liability insurance with a minimum combined single limit for bodily
injury and property damage of $1,000,000 per accident.
10.4.2 Commercial General Liability insurance shall be written with limits no less than
$2,000,000 each occurrence, $2,000,000 general aggregate and a $2,000,000
products-completed operations aggregate limit.
10.4.3 Worker's Compensation coverage as required by the Worker's Compensation Act
of the State of Washington.
10.5 City’s Full Availability of Contractor Limits. If the CONTRACTOR maintains higher insurance
limits than the minimums shown above, the CITY shall be insured for the full available limits
of Commercial General and Excess or Umbrella liability maintained by the CONTRACTOR,
irrespective of whether such limits maintained by the CONTRACTOR are greater than those
required by this Contract or whether any certificate of insurance furnished to the CITY
evidences limits of liability lower than those maintained by the CONTRACTOR.
10.6 Other Insurance Provision. The CONTRACTOR’S Automobile Liability and Commercial
General Liability insurance policies are to contain, or be endorsed to contain, that they shall
be primary insurance as respect the CITY. Any insurance, self-insurance, or self-insured
pool coverage maintained by the CITY shall be excess of the CONTRACTOR’S insurance and
shall not contribute with it.
10.7 Acceptability of Insurers. Insurance is to be placed with insurers with a Best's rating of no
less than A: VII.
10.8 Verification of Coverage. CONTRACTOR shall furnish the CITY with certificates of insurance
effecting coverage required by this clause. The certification for each insurance policy is to
be signed by a person authorized by that insurer to bind coverage on its behalf. The
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Construction Contract (Rev 7.1.2024)
certificates are to be received and approved by the CITY before work commences. The CITY
reserves the right to require complete, certified copies of all required insurance policies, at
any time.
10.9 Subcontractors. The CONTRACTOR shall cause each and every subcontractor to provide
insurance coverage that complies with all applicable requirements of the Contractor-
provided insurance as set forth herein, except the CONTRACTOR shall have sole
responsibility for determining the limits of coverage required to be obtained by
subcontractors. The CONTRACTOR shall ensure that the CITY is an additional insured on
each and every Subcontractor’s Commercial General liability insurance policy using an
endorsement as least as broad as ISO CG 20 10 10 01 for ongoing operations and CG 20 37
10 01 for completed operations.
10.10 Notice of Cancellation. The Contractor shall provide the CITY and all additional insureds for
this work with written notice of any policy cancellation within two business days of their
receipt of such notice.
10.11 Failure to Maintain Insurance. Failure on the part of the Contractor to maintain the
insurance as required shall constitute a material breach of contract, upon which the CITY
may, after giving five business days’ notice to the Contractor to correct the breach,
immediately terminate the Contract or, at its discretion, procure or renew such insurance
and pay any and all premiums in connection therewith, with any sums so expended to be
repaid to the CITY on demand, or at the sole discretion of the CITY, offset against funds due
the Contractor from the CITY.
11.CLAIMS
11.1 Any claim against the CITY for damages, expenses, costs or extras arising out of the
performance of this Contract must be made in writing to the CITY within thirty (30) days
after the discovery of such damage, and in no event later than the time of approval by the
CITY of final payment. CONTRACTOR, upon making applications for final payment, shall be
deemed to have waived this right to claim for final payment.
12.COMPLIANCE WITH LAWS
12.1 The CONTRACTOR shall comply with all Federal, State and local laws and regulations
applicable to the work done under this contract.
12.2 If the estimated cost of the project is more than $2,000,000, then CONTRACTOR agrees
to comply with the terms and conditions set forth on Exhibit B attached.
13.CITY'S RIGHT TO TERMINATE CONTRACT
13.1 The CITY may terminate this Contract upon the occurrence of any one or more of the
events hereafter specified:
Page 9 of 15
Construction Contract (Rev 7.1.2024)
13.1.1 If the CONTRACTOR should be adjudged bankrupt.
13.1.2 If the CONTRACTOR should make a general assignment of benefit of his creditors.
13.1.3 If a receiver should be appointed on the account of insolvency of the CONTRACTOR.
13.1.4 If CONTRACTOR should persistently or repeatedly refuse or fail to supply a
sufficient number of properly skilled workmen or proper materials for completion
of the work.
13.1.5 If the CONTRACTOR shall fail to complete the work within the time specified in the
contract.
13.1.6 If the CONTRACTOR shall fail to make a prompt payment to subcontractors or for
material or labor.
13.1.7 If CONTRACTOR should persistently disregard laws, ordinances or regulations of
Federal, State or municipal agencies or subdivisions thereof.
13.1.8 If CONTRACTOR should persistently disregard instructions of Management,
or otherwise be guilty of a substantial violation of the contract.
13.2 This Contract, and any amendments or extensions to said Contract may be terminated for
any reason not previously identified by either party by giving ten (10) days written notice
to the other party. In the event that this Contract is terminated by the CITY, CONTRACTOR
shall not be entitled to receive any further balance of the amount to be paid under this
Contract until the work shall have been fully finished. At such time, if the unpaid balance
of the amount to be paid under this Contract exceeds the expense incurred by the CITY in
finishing the work, all of the damages sustained or which may be sustained by reason of
such refusal, neglect, failure of discontinuance of employment, such excess shall be paid
by the CITY to CONTRACTOR. If such expense and damages shall exceed the unpaid
balance, CONTRACTOR and his surety and each thereof shall be jointly and severally liable
therefore to CITY and shall pay the difference to the CITY. Such expense and damage shall
include all legal costs incurred by the CITY in employment of attorneys to protect the rights
and interests of the CITY under the contract; provided such legal costs shall be reasonable.
14.OWNERSHIP OF DOCUMENTS
14.1 On payment to the CONTRACTOR by the CITY of all compensation due under this Contract
all finished or unfinished documents and material prepared by the CONTRACTOR with
funds provided by this Contract shall become the property of the CITY and shall be
forwarded to the CITY at its request.
Page 10 of 15
Construction Contract (Rev 7.1.2024)
14.2 Any records, reports, information, data or other documents or materials given to or
prepared or assembled by the CONTRACTOR under this Contract will be kept as
confidential and shall not be made available to any individual or organization by the
CONTRACTOR without prior written approval of the CITY or by court order.
15.PLANS AND SPECIFICATIONS
Plans and Specifications hereto referred to as the Exhibits, shall be available during office hours at
the following address: 18204 59th Ave NE, Arlington, WA 98223. Said Plans and Specifications
are by this reference incorporated herein.
16.ASSIGNMENT
This Contract may not be assigned or otherwise transferred by the parties hereto without the
written consent of the other party.
17.INDEPENDENT CONTRACTOR
CONTRACTOR is and shall be at all times during the term of this Contract an independent
CONTRACTOR.
18.ATTORNEYS FEES AND COSTS
If any legal proceeding is brought for the enforcement of this Contract, or because of a
dispute, breach, default, or misrepresentation in connection with any of the provisions of this
Contract, the prevailing party shall be entitled to recover from the other party, in addition to any
other relief to which such party may be entitled, reasonable attorney's fees and other costs
incurred in that action or proceeding.
19.NOTICE
Notices, other than applications for payment, shall be given in writing to the persons named
below:
Marc Hayes
18204 59th Ave NE
Capture Energy, LLC
PO Box 1045
La Center, WA 98269
20.JURISDICTION AND VENUE
20.1 This Contract has been and shall be construed as having been made and delivered within
Page 11 of 15
Construction Contract (Rev 7.1.2024)
the State of Washington, and it is agreed by each party hereto that this Contract shall
be governed by laws of the State of Washington, both as to interpretation and
performance.
20.2 Any action of law, suit in equity, or judicial proceeding for the enforcement of this
Contract or any provisions thereof, shall be instituted and maintained only in any of the
courts of competent jurisdiction in Snohomish County, Washington.
21.SEVERABILITY
21.1 If, for any reason, any part, term or provision of this Contract is held by a court of the
United States to be illegal, void or unenforceable, the validity of the remaining
provisions shall not be affected, and the rights and obligations of the parties shall be
construed and enforced as if the Contract did not contain the particular provision held
to be invalid.
21.2 If it should appear that any provision hereof is in conflict with any statutory provision of
the State of Washington, said provision which may conflict therewith shall be deemed
inoperative and null and void insofar as it may be in conflict therewith, and shall be
deemed modified to conform to such statutory provisions.
22.MODIFICATION
No change, alteration, modification or addition to the Contract will be effective unless it is in
writing and properly signed by all parties thereto.
IN WITNESS WHEREOF, the parties have executed this Contract as of this day of
, 2024.
CITY OF ARLINGTON, WASHINGTON: CONTRACTOR:
By By
Title Title
Page 12 of 15
Construction Contract (Rev 7.1.2024)
EXHIBIT A - SCOPE OF WORK
For the construction SCOPE OF WORK, refer to DIVISION 01, SECTION 01 11 00 “SUMMARY OF WORK” within the contract
specifications of the project manual dated September 12, 2024.
Payment and Performance Bond Page 1 of 2
PAYMENT AND PERFORMANCE BOND
to the CITY OF ARLINGTON,
WASHINGTON
THE CITY OF ARLINGTON, WASHINGTON (the "City") has awarded to
("Principal"), a contract for the construction of
the project designated as ("Contract"),
and said Principal is required to furnish a payment and performance bond in accordance
with RCW 39.08 and, where applicable, RCW 60.28.
The Principal and ("Surety), a corporation
organized under the laws of the State of and licensed to do business
in the State of Washington as surety, are jointly and severally held and firmly bound to
the City in the sum of US Dollars
($ ), subject to the provisions herein.
THE CONDITIONS OF THIS BOND ARE SUCH THAT, if the said Principal faithfully performs
all of the provisions of the Contract in the manner and within the time therein set forth,
or within such extension of time as may be granted under the Contract (notice of which
extension being hereby waived by the Surety), and shall pay all laborers, mechanics,
subcontractors and material suppliers, and all persons who supply said principal or
subcontractors with provisions and supplies for the carrying on of the Contract work, and
shall hold the City harmless from any loss or damage occasioned to any person or
property by reason of any carelessness or negligence of the Principal, or any subcontractor
in the performance of the Contract work, and shall hold the City harmless from any loss or
damage occasioned to any person or property by reason of any carelessness or
negligence of the Principal, or any subcontractor in the performance of the Contract
work, and shall indemnify and hold harmless from any direct or indirect damage or
expense by reason or failure of performance as specified in the Contract or from
defects appearing or developing in the material or workmanship provided or performed
under the Contract, then and in that event this obligation shall be void; but otherwise it shall
be and remain in full force and effect until, at a minimum, claims filed in compliance with
Chapter 39.08 RCW are resolved and all other conditions set forth herein are satisfied.
PROVIDED FURTHER, that if said Contract is a public improvement contract involving the
construction, alteration, repair, or improvement of any highway, road , or street funded in whole
or in part by federal transportation funds, then an additional condition of this bond shall be
that this bond secures full payment to the State of Washington, including the departments of
Revenue, Employment Security, and Labor and Industries, with respect to taxes imposed
pursuant to Titles 50, 51, and 82 RCW which may be due.
THE SURETY, FOR VALUE RECEIVED, FURTHER AGREES THAT no change,
Payment and Performance Bond Page 2 of 2
extension of time, alteration or addition to the terms of the Contract, the specifications
accompanying the Contract, or to the work to be performed under the Contract shall in any
way affect its obligation on this bond, and waives notice of any change, extension of time,
alteration or addition to the terms of the Contract or the work performed. The Surety agrees
that modification and changes to the terms and conditions of the Contract that increase the
total amount to be paid the Principal shall automatically increase the obligation of the Surety
on this bond and notice to Surety is not required for such increased obligation.
THE SURETY ACKNOWLEDGES that the City will execute the Contract after the date of
execution of the power of attorney attached to this bond, and the Surety further represents
that the power of attorney will be valid on the date of Contract execution.
PRINCIPAL SURETY
Signature Signature
Print Name, Title Print Name, Title
Date of Execution Date of Execution and Seal
Name, address, and telephone of local office/agent of Surety is:
APPROVED AND ACCEPTED this day of , for the CITY OF
ARLINGTON by:
Departmental Approval:
City Attorney Director
Retainage Option Form Page 1 of 5
RETAINAGE OPTION
CONTRACTOR'S OPTION FOR RETAINED PERCENTAGE
ON PUBLIC WORKS CONTRACTS
Project:
Contractor:
RCW 60.28 as amended by (Chapter 223, laws of 1994) Regular Session allows each prime contractor on a Public Works
contract the following options concerning the amount reserved as retainage from moneys earned by the contractor.
Retainage Option Selection (Please Initial Selected Option)
Retained in a non-interest bearing fund by the City until forty-five days following the final
acceptance of said improvement or work as completed.
Bond in lieu of retainage. Use City of Arlington Retainage Bond form.
Complete and submit attached Retainage Bond section with Retainage Option selection.
Deposited by the City in an interest bearing account or escrow account in a bank, mutual
savings bank, or savings and loan association designated by the contractor (Form D-162), not
subject to withdrawal until after the final acceptance of said improvement or work as completed, or
until agreed to by both parties; PROVIDED, that interest on such account shall be paid to the
contractor.
Complete and submit attached Retainage Escrow Account section with Retainage
Option selection.
PRINCIPAL FIRM or COMPANY
Signature Date
Printed Name
Title
Name of Firm or Company
Address
City/State/Zip
Approved as to form:
Department Director or Designee, City of Arlington Date
Title
Retainage Bond Option Form Page 2 of 5
RETAINAGE BOND
To: City of Arlington, Washington
Bond No:
KNOW ALL BY THESE PRESENTS that , a corporation organized and existing under the
laws of the State of and authorized to do business in the State of Washington as Principal
("Principal") and , a corporation organized and existing under the laws of the State of
and authorized and admitted to transact business in the State of Washington as Surety
("Surety"), are jointly and severally held and bound unto the CITY OF ARLINGTON as Obligee ("Owner") for the use . and benefit
of Claimants defined below as beneficiaries of the trust fund created by RCW 60.28, in the amount of described below for the
payment whereof Principal and Surety bind themselves, their heirs, executors, administrators, successors and assigns, jointly and
severally, firmly by these presents.
WHEREAS, on the day of 202 , the Principal entered into a contract with the Owner in accordance with Drawings,
Specifications, and other Contract Documents, which contract is by reference made a part of this Retainage Bond ("Contract");
AND WHEREAS, the Contract and RCW 60.28 require the Owner to reserve from the monies earned by the Principal on estimates
during the progress of the improvement or work a sum not to exceed 5% ("Retained Funds");
AND WHEREAS, Principal has requested under RCW 60.28.011(6) to submit a bond for all or a portion of the Retained Funds, and
the Owner is required by the statute to accept a satisfactory bond in lieu of the Retained Funds unless it can demonstrate good
cause for refusing it;
AND WHEREAS, it is the intent of the Principal, the Surety, and the Owner that this Retainage Bond and any proceeds from it are
subject to all claims and liens in the same manner and priority as set forth for retained percentages in RCW 60.28;
NOW THEREFORE, the condition of this obligation is that, if there are no valid claims by any person or entity arising under the Contract
pursuant to RCW 60.28, and no payment due from the Principal to the State of Washington with respect to taxes imposed pursuant to
Title 82 RCW or payments pursuant to RCW 50.42, then this obligation shall be void; otherwise, it shall remain in full force and
effect, subject, however, to the following conditions:
1. The Principal and Surety hereby jointly and severally agree among themselves and with the Owner
that every person or entity making a valid claim on the Retained Fund pursuant to RCW 60.28
("Claimant") who has not been paid in full before the expiration of a period of forty-five (45) days after the
completion of all Contract work may sue on this Retainage Bond for the use and benefit of the
Claimant, prosecute the suit to final judgment for the sum justly due the Claimant, if any, and have
execution on this Retainage Bond, all in accordance with and to the extent pem1issible under RCW
60.28. The Owner shall not be liable for the payment of any costs or expenses, including attorneys' fees,
of any such suit.
2. No suit or action shall be commenced under this Retainage Bond by any Claimant:
(a) Unless the Claimant has complied with the requirements of RCW 60.28, and
(b) Other than in a state court of competent jurisdiction in and for Snohomish County, and not
elsewhere.
Retainage Bond Option Form Page 3 of 5
RETAINAGE BOND (cont’d)
3. The amount of this Retainage Bond consists of:
(Check one of the following; if neither is checked, the first option shall apply)
5% of the final Contract Sum, including any increases due to change orders, quantities of work, new
items of work, or other additions as the Owner may pay under the Contract, any and all future
progress payments and 5% of any and all increases in the Contract Sum,
or
Dollars ($ ), which is a fixed
portion of the Retained Funds. Any balance of the Retained Funds will continue to be withheld, and
retainage will be withheld from any future progress payments or increases in the Contract Sum
unless this Retainage Bond is amended or replaced.
4. The amount of this Retainage Bond shall be reduced by and to the extent of any payment or payments properly made
under it.
SIGNED AND SEALED this day of , 202 .
PRINCIPAL SURETY
Principal Signature Date
Printed Name
Title
Surety Signature Date
Printed Name
Title
Name, address, and telephone of local office/agent of Surety Company is:
Approved as to form:
Department Director or Designee, City of Arlington Date
Title
Retainage Bond Option Form Page 4 of 5
RETAINAGE ESCROW ACCOUNT
Escrow No.
Bank or Trust Company Bank Account #
Agency: City of Arlington
Street Address Project Name:
City, State, Zip Code
The Undersigned, , herein referred to as the Contractor, has directed City of Arlington,
and hereinafter referred to as the Agency, to deliver to you its warrants or checks, which shall be payable to you and the Contractor
jointly. Such warrants or checks are to be held and disposed of by you in accordance with the following instructions and upon the
terms and conditions hereinafter set forth.
INSTRUCTIONS
1. Warrants or checks made payable to you and the Contractor jointly upon delivery to you shall be endorsed by you and
forwarded for collection. The monies will then be used by you to purchase, as directed by the Contractor, bonds or other
securities chosen by the Contractor and approved by the Agency. Attached is a list of the types of such bonds, or other
securities approved by the Agency. Other bonds or securities, except stocks may be selected by the Contractor, subject
to express written approval of the Agency. Purchase of such bonds or other securities shall be in a form which shall allow
you alone to reconvert such bonds or other securities into money if you are required to do so by the Agency as provided
in Paragraph 4 of the Escrow Agreement.
2. When and as interest on the securities held by you pursuant to this agreement accrues and is paid, you shall collect such
interest and forward it to the Contractor at its address designated below unless otherwise directed by the Contractor.
3. You are not authorized to deliver to the Contractor all or any part of the securities held by you pursuant to this agreement
(or any monies derived from the sale of such securities or the negotiation of the Agency’s warrants or checks) except in
accordance with written instructions from the Agency. Compliance with such instructions shall relieve you of any further
liability related thereto. The estimated completion date on the contract underlying this Escrow Agreement is
subject to change as provided for by contract provisions.
Retainage Bond Option Form Page 5 of 5
RETAINAGE ESCROW ACCOUNT (cont’d)
4. The Contractor agrees to pay you as compensation for your services hereunder as follows:
Payment of all fees shall be the sole responsibility of the Contractor and shall not be deducted from any property
placed with you pursuant to this agreement until and unless the Agency directs the release to the Contractor of the
securities and monies held hereunder whereupon you shall be granted a first lien upon such property released and
shall be entitled to reimburse yourself from such property for the entire amount of your fees as provided for herein
above. In the event that you are made a party to any litigation with respect to the property held by you hereunder,
or in the event that the conditions of this escrow are not promptly fulfilled or that you are required to render any
service not provided for in these instructions or that there is any compensation for such extraordinary services from
the Contractor and reimbursement from the Contractor for all costs and expenses, including attorney fees occasioned
by such default, delay, controversy, or litigation.
5. This agreement shall not be binding until executed by the Contractor and the Agency and accepted by you.
6. This instrument contains the entire agreement between you, the Contractor and the Agency with respect to this escrow
and you are not a party to nor bound by any instrument agreement other than this, you shall not be required to take notice
of any default or any other matter, nor be bound by nor required to give notice or demand, nor required to take action
whatever except as herein expressly provided; you shall not be liable for any loss or damage not caused by your own
negligence or willful misconduct.
7. The foregoing provisions shall be binding upon assigns, successors, personal representatives, and heirs of the parties
hereto.
The undersigned have read and hereby approve the instruction as given about governing the administration of this escrow and
do hereby execute this agreement on this day of , 202 .
City of Arlington
Contractor Agency
Authorized Signature Authorized Signature
238 N Olympic Ave
Address Address
Arlington, WA 98223
City-State-Zip City-State-Zip
The above escrow instruction received and accepted this day of , 202 .
Bank or Trust Company
Authorized Signature
1601 E Valley Rd, Suite 110
Renton, WA 98057
T: 425.572.5096
www.rockpmservices.com
ROCK PROJECT MANAGEMENT SERVICES, L.L.C.
October 17, 2024
Marc Hayes
Community and Economic Development Director
18204 59th Dr. NE
Arlington, WA 98223
Dear Marc,
Rock Project Management Services reviewed all 9 individual public bids received and vetted the top 3 for
qualification. Based on our review, it is our recommendation that the City of Arlington award the
construction contract for Phase 2 of the Smokey Point Community Park Project to apparent low Bidder No.
8, Capture Energy, LLC. It is our recommendation that the Total Base bid (including unit price items), be
awarded in the amount of $929,650.00.
The Public Bid Analysis is summarized and attached, along with the signed bid tabulation sheet, and official
bid opening record.
Sincerely,
ROCK PROJECT MANAGEMENT SERVICES, L.L.C.
Steve Sawyer, Senior Project/Construction Manager
C: 206.455.0020 | E: steve.sawyer@rockpmservices.com
City of Arlington
Public Bid Opening Sheet
10/9/2024
Base Bid TOTAL - RANK 1st 2nd Lowest Bidder 3rd Lowest Bidder 4th
Bidding Order Bidder No. 8 Bidder No. 4 Bidder No. 5 Bidder No. 1
Items:
$ 929,650.00 $ 977,500.00 $ 1,180,666.69 $ 1,194,800.00
Suspection or ineligibility included:
Declaration of Bidder included:
included:
Contractors included:
included:
Official Bid Results - Opened 10/9/24
$ 1,227,314.00
5th
Bidder No. 2
Page 1
(Bid Rank 1-5)
Base Bid TOTAL - RANK 6th 7th 8th 9th
Bidding Order Bidder No. 3 Bidder No. 9 Bidder No. 6 Bidder No. 7
Bidding Firm's Name:Earthworks Solutions Wyser Construction Excavation West A-1 Landscaping
Base Bid Amount:$ 1,204,036.00 $ 1,240,600.00 $ 1,277,235.00 $ 1,564,769.00
Unit Price No. 1:$ 9,750.00 $ 20,000.00 $ 7,386.40 $ 16,250.00
Unit Price No. 2:$ 19,875.00 $ 20,000.00 $ 12,542.50 $ 13,750.00
Base Bid Total Amount including Unit Price
Items:
$ 1,233,661.00 $ 1,280,600.00 $ 1,297,165.00
(Should be $1,297,163.90)
$ 1,597,769.00
Addenda Numbers Acknowledged:1 - YES 1 - YES 1 - YES 1 - YES
Bid Form Signed:Yes Yes Yes Yes
Bidders Qualification Form Included:Yes Yes Yes Yes
Certificate Regarding Debarment
Suspection or ineligibility included:
Declaration of Bidder included:
included:
Contractors included:
included:
Signed/Dated:
Bid Opening Witnessed By: Steve Sawyer, Rock Project Management
Signed/Dated:
PAGE 2
Page 2
(Bid Rank 6-9)
10/9/2024
10/11/2024
OFFICIAL RECORD
Engineer's Estimate: $906,000.00
City of Arlington
Smokey Point Community Park -Phase II Project No. CED24.6
Public Bid Opening Sheet
10/9/2024
Bidding Order
Bidding Firm's Name:
Base Bid Amount:
Unit Price No. 1:
Unit Price No. 2:
Base Bid Total Amount including Unit Price
Items:
Addenda Numbers Acknowledged:
Bid Form'Signed:
Bidders Qualification Form Included:
Certificate Regarding Debarment
Suspection or ineligibility included:
Supplemental Bidder Responsbility -
Declaration of Bidder included:
Certification of Restriction on Lobbying
included:
Certification Regarding Ineligible
Contractors included:
Non Collusion Affidavid Form included:
Bid Bond Security Form or Cerfified Check
included:
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Total Expenses for Phase 1
Total Funding Allocated (PH I)4,000,000.00$
Rock Project Management - Soft Costs 818,680.00$
Reece Construction 2,431,181.86$
CXT Building 455,393.20$
City of Marysville (Utilities)4,780.95$
Dept of Ecology 411.00$
MTC Special Inspections 9,765.50$
PUD Installation 20,701.83$
Total Expenses 3,740,914.34$
Budget Balance for Phase 1 259,085.66$
Total Expenses for Phase 2
Total Funding Allocated (PH 2)2,406,984.00$
Rock Project Management - Soft Costs 188,080.00$
Capture Energy, LLC - Construction 1,016,107.45$
Landscape Structures - Playground 748,856.68$
Total Expenses 1,953,044.13$
Budget Balance for Phase 2 453,939.87$
Paid to date $1,660,374.05. This included 5% contingency
Bernie's Estimate was $3,737,367.64 (difference of $3,546.70)
w/ sales tax (add 12% Contingency = $1,138,040.34)
Total Expenses for Phase 2
Total Funding Allocated (PH 2)2,406,984.00$
Rock Project Management - Soft Costs 188,080.00$
Capture Energy, LLC - Construction 1,016,107.45$
Landscape Structures - Playground 748,856.68$
Total Expenses 1,953,044.13$